Foxconn | October 16, 2020
Foxconn Technology Group's vice chairman says computerized change is the future for Wisconsin manufacturing.
At the Wisconsin Manufacturers and Commerce "Made in Wisconsin" Luncheon this week, featured subject matter expert Jay Lee depicted the three center components of the manufacturing business' future: digital transformation, industrial artificial intelligence and a smart manufacturing workforce.
Foxconn depends on smart, precision manufacturing. Its items change from the iPhone to medical care gadgets. Lee ascribed the organization's fast change during COVID-19 to making veils and ventilators being lithe in the advanced space.
Lee explained that industrial internet can find data on any weaknesses in the manufacturing system, like a health check, that the company can then take action to improve.
Digital transformation is using the data over experience to make decisions, he said. Data is evidence that can be learned by people quickly and in turn prevents future mistakes by establishing baseline problem solving.
“Today, there are many experienced people retired. Now, all the new coming young workforce, they have to repeat the same thing for another 10, 20 years to become experts, take too long,” he said. “Take the data driven approach to provide enough evidence for decisions people make. Eventually, anybody can repeat that success or to avoid the failure we have done.”
Smart manufacturing is having the instruments — the technologies — to help individuals or do the things that people can't do. Foxconn utilizes industrial AI to dissect its creation framework to discover issues before any happen.
“We call it predict and prevent; previously it was fail and fix,” Lee said. “Smart manufacturing will become a new mechanism for the manufacturing workforce in the future. Eventually we can help manufacturing to improve its efficiency, performance and quality and to be more competitive.”
He noted that smart manufacturing is a fundamental platform. However, the workforce will need to know how to use the data and technologies.
“Give people a good edge to become more information driven and digital driven and also evidence driven, instead of just depending on their personal experience,” he said. “Create a value for our future workforce, so they are no longer just manufacturing things using machines in a factory. We’re creating new knowledge, new capability for our future workforce. I believe that is the future of Wisconsin manufacturing.”
UL | October 12, 2021
UL, the global safety science leader, announced today that Schneider Electric is the first company to utilize UL's new Extended Manufacturing Assembly Process (EMAP). EMAP brings the final assembly of products closer to the point of installation and promotes faster speed to market by enabling UL authorized assemblers to apply the UL certification mark to a compliant product at a location outside the walls of the original equipment manufacturers' (OEMs) factories. Additionally, EMAP is assisting in moving towards digitizing the issuance process of the UL Mark, which also allows for digital traceability of the UL Mark on certified product. This digitization process will help streamline the surveillance aspect of the final assembly process and help facilitate a more flexible supply chain solution that permits more efficient installations.
EMAP helped significantly reduce the time from order to delivery for Schneider Electric's FlexSeT switchboards. FlexSeT is a new generation of low-voltage switchboards that gives users the digital power to dramatically accelerate time to market and reduce lead time for manufactures and their customers.
Amid today's demands and constantly changing landscape, Schneider Electric is embracing the changes with all of our partners so that together we can meet our clients' needs,We could not find a better collaborator than UL to meet this challenge, and we are thrilled to be its first customer for EMAP. This will allow us to continue providing the highest quality products, streamlined services, informing in real time, digitizing solutions and saving time to improve productivity at all phases.
Rohan Kelkar, executive vice president of Schneider Electric's Power Products division
EMAP adheres to the same rigor of UL's assessment, compliance and inspection processes. EMAP-authorized assembly sites must meet the same qualifications as a UL authorized factory through three key steps in the overall process:
Authorization of assembly sites
Issuance process of how UL authorizes and applies the UL Mark for product safety
Surveillance by which ongoing inspections occur
William Colavecchio, director of Strategy and Portfolio Innovation for UL's Engineered Materials group, added, "In recent years, the typical manufacturing process has become a complex mix of supply chain, manufacturing and final assembly processes. OEMs are expanding their distributed manufacturing model, and some stages of the process are performed at external sites beyond the walls of the OEM-owned factories, which is why we worked with Schneider Electric to increase the speed to market for its FlexSeT switchboards through EMAP."
To qualify for UL's EMAP, OEMs will determine which of their assemblers are eligible to complete their final assembly. UL will then conduct an assessment and inspection of the static assembler's sites. This is the same assessment and inspection UL already conducts at OEM factories and will now complete at static assembler's fixed sites.
A UL authorized assembler is a qualified company, such as a distributor, contractor or other OEM partner, that is completing the product's final assembly outside of the UL-authorized OEM factory. UL authorized assemblers are permitted to apply the UL Mark for product safety at the final assembly point in the same manner as a UL-authorized OEM factory.
UL is the global safety science leader. We deliver testing, inspection and certification (TIC), training and advisory services, risk management solutions and essential business insights to help our customers, based in more than 100 countries, achieve their safety, security and sustainability goals. Our deep knowledge of products and intelligence across supply chains makes us the partner of choice for customers with complex challenges.
Volkswagen | May 20, 2020
Before using the DSS tool, the facility relied on a manual process for determining what projects to outsource. The manual process took five hours per day, while the DSS averaged just under six minutes to compile a plan. The manual process also only accounted for a project's due date and resulted in lower personnel utilization and manufacturing volume.
The system was piloted for two months in the VPC. "As expected, the generated plans exhibited excellent quality and significantly increased the utilization of personnel and, thus, the internal manufacturing volume," the paper reads. Along with the due date, the tools had to consider two limits to the VPC's manufacturing capacity: the number of qualified works and the number of power-driven hoisting platforms used to lift vehicles by their frames.
The VPC builds about 4,000 prototype vehicles every year with about 1,400 employees. In recent years, the operation has seen higher demand as a result of "increasing product variety worldwide, along with more extensive tests of mechanical functionality and an increase in electric vehicle components," the researchers noted.