Robo Help

In the spate of food safety-linked events, manufacturers are constantly seeking viable, cost effective ways to ensure safe production of food and beverage products. Robots can fulfill this need, while meeting the requirements of consumers, authorities and vendors in the supply chain on higher levels of hygiene, production and transportation chain traceability, precise product marking, flexible changing of packing and convenience food manufacturing.

Robot manufacturers have developed palletizing robots for extreme cold conditions (-32°C), as well as handling robots with arms that can resist temperatures up to +300°C, thereby fulfilling the demands of hygiene and handling in a food and beverage facility.

The hygienic robot
Older robotic systems are playing catch-up with new standards on hygiene on the production floor, as not many of them are washable according to the rules of food manufacturing hygiene standards today. This means there are compromises, lower standards of hygiene and not meeting the safety goals of a food production line.

Typically, robots are difficult to clean. Machines with surfaces that are not easily washed would be covered by a protective cloth, which is also difficult to clean and traps dirt in its fibers when the material tears or breaks.

One solution is to use complete hermetic robots that can operate in humid environment and even under water. They can be washed by water jet and aggressive detergents. The detergent pH can be even in the range of 4.5 to 8. All electrical components, connectors and servomotors are integrated inside of the complete hermetic robot arm.

The surface of the robot arm is smooth and has no pockets. It has waterproof seals at the axis and the electrical connectors are housed separately from the robot working space, where food and food packages are handled. The protection classification of the robot arm can be IP 65 or IP 67. The robot arm can also be pressurized from the inside.

Robot manufacturers have also developed palletizing robots for extreme cold conditions (-32°C), as well as handling robots with arms that can resist temperatures up to +300°C, thereby being instrumental in fulfi lling the demands of hygiene and handling in a food and beverage facility.

Robots can help meet current requirements on higher levels of hygiene, production and transportation chain traceability, precise product marking, flexible changing of packing and convenience food manufacturing.

Traceability
Robots can help track food production procedures and transportation. Data management would provide useful information on the physical production process of cutting, feeding, packing, marking, box loading and palletizing, resulting to efficient data handling and product traceability. Rather than having information coming from feeding and packing machines and palletizing robots separately, production lines can now have integrated machines with a central data system that collects, handles and analyze data from various machines and sources.

The automation components and machines have their control, which is based on a logical control (PLC) or a micro computer (PC). The enterprise system (ERP, MES) is a group of data handling programs for sales, storage, recourse handling and reporting. However, this enterprise system cannot be linked directly to the automation components and to robots.

An intermediate data handling system is therefore needed to integrate the machines at the production line and to build an interface to the enterprise system known as a factory system (FS). It controls entire production lines by collecting, analyzing and providing information from the production line to the enterprise system. The enterprise system provides production and order data to the FS, further automating the production line as designed.

The FS collects the information needed for a complete tracking such as information on the original batch of products, the cutting off period and the workers who were on duty at a certain time. The system has information on the markings of the packages and boxes in which the packages are packed. It also provides information on the pallets that are to be transported.

Manufacturers can make two enhancements to the factory system – the handling of the products before they arrive at the factory and the product delivery from the factory to the client. Cattle identification for example can be downloaded to the factory system database, which provides the data of product origin of each package.

In another scenario, a product leaving the factory can be followed at real time by temperature and location through the factory system. Radio frequency identification (RFID) also provides the possibility for product traceability on goods that are RFID-tagged at the factory. These methods enable product tracking in event of recalling a defective product.

Data management would provide useful information on the physical production process of cutting, feeding, packing, marking, box loading and palletizing, resulting to efficient data handling and product traceability.

Product labeling
Labels are important sources of information such as best before dates, a list of ingredients, pricing, quality certificates, registered product marks, advertising and campaign marketing. Such information is required by the industry stakeholders and the labels are usually affixed on the sides of the package, transportation boxes, pallets and on the products.

The labels are usually printed or produced by RFID tags and they could be time-consuming to produce manually. Robots offers virtually error-free, high output of labels as the FS provides the data of a label to the printer and the labeling is done by a special device or by a robot.

Accurate labeling on a product is done by a machine vision system connected to the FS. If the product or the labeling is unqualified, the product is discharged and only qualified products are packed for transportation to the delivery.

Packing
Robots handle various forms of packaging such as bags, bottles and cans, as well as materials such as plastic, paper and glass. They pack products to boxes, trays or baskets that are meant for transport. Manufacturers demand versatile robots to handle various products and packaging. Settings of robots need to be fast and programming for new products must be easy. Ideally, such settings should be easily programmed by workers at the production floor.

To maximize production floor space, robots should have small foot prints and are energy saving. Conventional robotic packers need about 40 m2 to pack some 100 packages per minute. Newer robotic packers today need about 4 m2 to pack 100 packages per minute, providing 10 times more efficient use of space.

A centralized palletizing system in a factory can therefore save much floor area. In a poultry slaughter house with the production of over 100,000 chickens per day, having a centralized palletizing system can decrease the floor area needed from 1000 m2 to 200 m2 and possibly free up 30 manual workers to focus on other tasks.

To harness the efficiencies these robots offer, it is important that there is a comprehensive user interface and trained operators who are willing to embrace new technologies and ways of working.

www.kine.fi

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Plant Performance and Flexibility

Integrating production schedules of intermediate goods with those of finished goods is one of the biggest challenges to achieve overall manufacturing efficiency.

BY FILIPPO FOCACCI, PRODUCT MANAGER, ILOG PLANNING AND SCHEDULING SOLUTION

Manufacturing companies today typically produce a greater variety of products in smaller runs than they did in the past due to competitive marketing and overall supply chain economics.

Consumer-centric manufacturers are constantly differentiating themselves from the competition with a steady stream of promotions and new products – while continuing to offer consumer their favorites.

Supply chain economics also dictate the need to continuously reduce total distribution network inventories while increasing the flexibility to better support marketing promotions, special orders and order adjustment.

Tools such as ILOG PPO enable the analysis of plant production.

Producing yogurt
To produce yogurt for example, it typically takes three to four days and the following nine steps:

1. Preparation – mixing the ingredients for an intermediate product such as cow’s milk, low-fat cow’s milk, soy milk, cream, sugar and powdered milk.
2. Pasteurization – ensuring a bacteria-free starting point to the production process.
3. Fermentation – creating various bacteria with specific health benefits.
4. Cooling – turning the white mass into an intermediate product that is ready for use.
5. Storage – placing the white mass in tanks that are connected to the production lines for finished goods.
6. Finished goods production – filling containers of various sizes, often with supplemental ingredients such as fruit, granola and flavoring.
7. Packaging and labeling – sealing the containers and storing them in boxes them for shipment.
8. Product maturation – allowing the product to mature.
9. Final quality check – ensuring the safety and quality of the product.

Integrating the production schedules of intermediate goods with those of finished goods is one of the biggest challenges to achieve overall efficiency of the manufacturing process.

An ILOG PPO interface shows the impact of changes on production.

1. Tank- and batch-related complexities

The scheduling of tank-related manufacturing processes can be complex. While product batches are created to complement the production plans of the finished goods, managers need to consider the scheduling constraints that often function independently of the production plans of the finished goods. This calls for great flexibility in such high-volume production. Sometimes, the coordination of the schedules requires aggressive tank utilization and tank capacity management and visibility.

From an optimization point of view, tank management makes the scheduling more challenging. Firstly, the intermediate product in each tank must be kept between the minimum and maximum tank capacities.

Secondly, the scheduling algorithms need to track reservoir levels, consumption rates and replenishment rates over time. This may prove too complex a job for spreadsheets and scheduling applications that are designed to manage job-shop production with a bill of materials and Kanban-based replenishment system.

An example of control flow.

2. Cleaning and changeover activities

Cleaning is critical in yogurt manufacturing as flavors and production formats are frequently changed. It is also needed to comply with health regulations for microbe control, nutrition and ingredient labeling.

There are numerous guidelines used for cleaning equipment, tanks and filling lines. These cleaning activities would contribute to a significant cost and cause disruption to a smooth, efficient production.

While some cleaning processes take two to three hours, others may take up to six hours. This affects the production volume of a yogurt factory due to the downtime.

There are also different types of cleaning activities that require special cleaning machines. These machines are expensive and purpose-built, and must be carefully planned into the schedule as they are typically in short supply relative to demand.

3. Other operational constraints

Tanks and filling lines in plants are linked physically. In most plants, these connections are fixed, although, in some cases, they can also be moved. On the other hand, issues such as the various sizes or shapes of the containers, as well as the filling capabilities of equipment in machine-product compatibilities could affect efficient process manufacturing.

A yogurt production process.

www.ilog.com

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Driving Costs Down

Investments in product lifecycle management will be the next ‘big’ area of investment in Asia Pacific.

BY CHRISTOPHER HOLMES, VICE PRESIDENT, MANUFACTURING INSIGHTS ASIA/PACIFIC

Product lifecycle management (PLM) is an enterprise software application solution that brings together a number of activities required to develop, model, track, manage, and control the products and to manufacture, sell, maintain and retire these products.

Recent research from Manufacturing Insights (an IDC company) suggests that investment in product lifecycle management (PLM) applications will see the greatest level of interest in the manufacturing industry in the coming two years. PLM involves a suite of information technology (IT) applications that are integrated to support activities required to develop, model, track and manage products.

PLM is an enterprise software application solution that brings together a number of activities required to develop, model, track, manage, and control the products and to manufacture, sell, maintain and retire these products.

PLM applications
A typical functionality found in PLM applications is engineering software, including mechanical computer-aided design, engineering, and manufacturing (MCAD/CAE/CAM); product information management; enterprise asset management software for maintenance, repair, and overhaul to track product quality and perform failure analyses; and, project and portfolio management software for new product development and introduction (NPDI).

A comprehensive solution should include collaboration applications, especially for team collaboration within the enterprise and with external business partners; and business performance measurement software to analyze cost efficiencies and search for process improvements.

The application should also bring together a variety of detailed product information available from different applications within an organization. Examples include accounting, human resources information, manufacturing resource planning, and logistics applications such as transportation planning and management and warehousing, as well as return logistics and retail and wholesale distribution operations management software.

The adoption of product lifecycle management tools will impact the entire organization. Manufacturing Insights’ research shows that the majority of functional process owners from engineering to manufacturing and supply chain will be involved in the decision making process and implementation of the PLM applications.

Most manufacturers today are part of different sub-vertical supply chains – a high technology manufacturer would supply to both electronics and automotive customers, even though each customer has a unique set of challenges and complex management of multiple geographies and entities.

Drivers for PLM
The key driver for the adoption of product lifecycle management by industries is productivity improvement followed by the need to reduce product related costs and to improve quality. However, innovation is not found to be highly rated by respondents.

Results by value chain show a different view. Value chain models are often used to reflect organizational functions and the interrelations between the primary and supporting activities to achieve a business goal.

While this view has been quite popular, most manufacturers today are part of different sub-vertical supply chains – a high technology manufacturer would supply to both electronics and automotive customers, even though each customer has a unique set of challenges and complex management of multiple geographies and entities.

The traditional value chain model therefore needs to be mapped on to the various supply chain processes for a better understanding of the common challenges and strategies needed to address them.

Key value chains
Manufacturing Insights value chain mapping by key manufacturing processes provides a new perspective to analyze the business processes and understand fundamental issues. Here are the four key value chains:

• Engineering-oriented value chains
Engineering-oriented value chains are characterized by segments that are driven by complex products such as in automotive, aerospace, industrial machinery, farm/construction equipment, medical equipment, consumer durables and transportation equipment.

• Technology-oriented value chains
Technology-oriented value chains (TOVCs) have a physical flow of goods that are dictated by the iterating cycles of key underlying technology (such as processors). They include segments such as semiconductors, electronic manufacturing services (EMS), high technology equipment, and consumer electronics.

• Asset-oriented value chains
Asset-oriented value chains (AOVCs) are characterized by large investments in property, plant, and equipment. Segments include chemicals, pulp/paper, metals and construction materials.

• Brand-oriented value chains
Brand-oriented value chains (BOVCs) are characterized by branded products that serve consumer markets. They include segments such as health and beauty, food and beverage, and apparel.

The most pronounced difference among the value chains is cost reduction. Improving product-related costs is a top priority for brandoriented product companies that operate with narrow margins. In many instances, engineering-oriented value chains with matured lean practices still rate cost reduction relatively higher than other initiatives, yet it is ranked lower in priority in other value chain companies.

Improving quality is a top priority for engineering-oriented value chain companies, which is ranked significantly higher than other value chains. The automotive and farm, construction, and industrial machinery industries are known for their large spending of 2-3% of product revenue to honor warranty obligations and for massive recalls, which are a direct outcome of adverse quality.

BOVC companies ranked quality improvement the lowest of all value chains and low relative to other business improvement goals. This is because in highly regulated industries such as food and pharmaceuticals, the quality of products and the consistency of manufacturing processes have reached a level of maturity that is no longer considered a goal, but a standard.

Brand-oriented product companies also lead the other value chains in pursuing new markets. BOVCs need to be highly innovative and excel in creating new product variants for increasingly narrower markets.

F&B manufacturing
BOVCs are characterized by branded products that serve consumer markets. BOVCs include segments such as health and beauty, food and beverage, and apparel. These value chains have fairly stable sources of supply as they manage highly volatile demand.

Typical supply chain strategies include cost-reduction; timely decisionmaking through better business intelligence and be responsive to the marketplace and customer preferences (demand management).

According to Manufacturing Insights’ recent research into worldwide trends in product lifecycle management entitled Global PLM Study: Observation and Lessons Learned in October 2008, BOVC companies are focusing their IT investment across a number of different IT applications.

Product lifecycle management was ranked the highest, followed by ERP applications, supply chain management (SCM) applications, and customer relationship management (CRM) applications all ranked highly. These applications have over 40% of respondents citing them as the most important areas for IT investment over the next two years. The key drivers for this are the overall business objectives for cost reduction.

www.manufacturing-insights.com