A framework for distributed intelligent automation systems developments

This paper proposes a pragmatic framework that has been developed for classifying and analyzing developments in distributed automation and information systems - especially those that have been labeled intelligent systems for different reasons. The framework dissects the different stages in the standard feedback process and assesses distribution in terms of the level of granularity of the organization that is being considered. The framework has been found to be useful in comparing and assessing different distributed industrial control paradigms and also for examining common features of different development projects - especially those that might be sourced from different sectors or domains. © 2012 IFAC.

The foundations of a new approach to additive manufacturing: Characteristics of free space metal deposition

In this paper, we report on the realisation of a free space deposition process (FSD). For the first time the use of a moving support structure to deposit tracks of metal starting from a substrate and extending into free space is characterised. The ability to write metal shapes in free space has wide ranging applications in additive manufacturing and rapid prototyping where the tracks can be layered to build overhanging features without the use of fixed support structures (such as is used in selective laser melting (SLM) and stereo lithography (SLA)). We demonstrate and perform a preliminary characterisation of the process in which a soldering iron was used to deposit lead free solder tracks. The factors affecting the stability of tracks and the effect of operating parameters, temperature, velocity, initial track starting diameter and starting volume were measured. A series of 10 tracks at each setting were compared with a control group of tracks; the track width, taper and variation between tracks were compared. Notable results in free space track deposition were that the initial track diameter and volume affected the repeatability and quality of tracks. The standard deviation of mean track width of tracks from the constrained initial diameter group were half that of the unconstrained group. The amount of material fed to the soldering iron before commencing deposition affected the taper of tracks. At an initial volume of 7 mm3 and an initial track diameter of 0.8 mm, none of the ten tracks deposited broke or showed taper > ∼1°. The maximum deposition velocity for free space track deposition using lead-free solder was limited to 1.5 mm s-1. © 2011 Elsevier B.V. All rights reserved.

A Computer integrated unified modelling approach to responsive manufacturing

Computer modelling approaches have significant potential to enable decision-making about various aspects of responsive manufacturing. In order to understand the system prior to the selection of any responsiveness strategy, multiple process segments of organisations need to be modelled. The article presents a novel systematic approach for creating coherent sets of unified enterprise, simulation and other supporting models that collectively facilitate responsiveness. In this approach, enterprise models are used to explicitly define relatively enduring relationships between (i) production planning and control (PPC) processes, that implement a particular strategy and (ii) process-oriented elements of production systems, that are work loaded by the PPC processes. Coherent simulation models, can in part be derived from the enterprise models, so that they computer execute production system behaviours. In this way, time-based performance outcomes can be simulated; so that the impacts of alternative PPC strategies on the planning and controlling historical or forecasted patterns of workflow, through (current and possible future) production system models, can be analysed. The article describes the unified modelling approach conceived and its application in a furniture industry case study small and medium enterprise (SME). Copyright © 2010 Inderscience Enterprises Ltd.

Market-pull and technology-push in manufacturing start-ups in emerging industries

Purpose - As traditional manufacturing, previously vital to the UK economy, is increasingly outsourced to lower-cost locations, policy makers seek leadership in emerging industries by encouraging innovative start-up firms to pursue competitive opportunities. Emerging industries can either be those where a technology exists but the corresponding downstream value chain is unclear, or a new technology may subvert the existing value chain to satisfy existing customer needs. Hence, this area shows evidence of both technology-push and market-pull forces. The purpose of this paper is to focus on market-pull and technology-push orientations in manufacturing ventures, specifically examining how and why this orientation shifts during the firm's formative years. Design/methodology/approach - A multiple case study approach of 25 UK start-ups in emerging industries is used to examine this seldom explored area. The authors offer two models of dynamic business-orientation in start-ups and explain the common reasons for shifts in orientation and why these two orientations do not generally co-exist during early firm development. Findings - Separate evolution paths were found for strategic orientation in manufacturing start-ups and separate reasons for them to shift in their early development. Technology-push start-ups often changed to a market-pull orientation because of new partners, new market information or shift in management priorities. In contrast, many of the start-ups beginning with a market-pull orientation shifted to a technology-push orientation because early market experiences necessitated a focus on improving processes in order to increase productivity or meet partner specifications, or meet a demand for complementary products. Originality/value - While a significant body of work exists regarding manufacturing strategy in established firms, little work has been found that investigates how manufacturing strategy emerges in start-up companies, particularly those in emerging industries. © Emerald Group Publishing Limited.