Hydraulics & Pneumatics June 2022

INTEGRATED SYSTEMS 34 HYDRAULICS & PNEUMATICS June 2022 www.hpmag.co.uk Manufacturers and customers benefit equally from an increase in production efficiency. One way to achieve this is the digitisation of production processes. But what exactly does that mean in practice and to what extent is the ‘smart factory’ changing the way work has been done so far? At KEB, as at any other company, resistant and adaptable business processes are becoming increasingly relevant in strategic corporate planning. In this context, digitisation should be seen as a key tool in the face of external market influences, official regulations, climate change and demographic change. With a digital strategy for production at KEB, we want to support the further reduction of waste and thus create efficient and safe processes. The production systems are to be equipped with maximum transparency and flexibility in the course of a comprehensive Industry 4.0 orientation. Example of a digitised process One use case was the introduction of the assistance system specially developed at KEB, which uses the existing database thanks to its connection to the ERP system. At the same time, it serves as an umbrella system for any subsystems at the workplace. In this first use case, a pick-to-light system was connected to support picking at the packaging workstation. Using instructions on a large monitor, it was not only possible to eliminate the papers at this workplace, but all interactions with other systems were also integrated into the assistance system via interfaces. This included searching for information in the work plan, parts list and documentation in the ERP system, operating the printer software or switching orders for the driverless transport system. Also, the communication with area managers and specialist departments, for example in the event of an error, was included in the range of functions. In this way, the entire work process could be mapped in the assistance system. Industry 4.0 challenges One of the most complex challenges is the transformation of the company into a comprehensive digital ecosystem. The virtual image of the organisation that is essentially created in this process enables the interconnection and communication of areas and individuals that were previously not linked in the physical world. This takes place at different levels in the company: between and within departments, hierarchical levels, locations, but also across companies in relation to customers and suppliers. The digital ecosystem makes it possible to transfer the evolved self-organisation of the individual physically separated business units into a virtual collective. In the process, waste is reduced and the know-how available in the company is bundled and secured. Increasing digitisation – jobs risk? At KEB, we use process digitisation as a tool to strengthen the location and its competitiveness and thus secure jobs in the long term. Digitisation and automation are suitable for improving work processes and thus working conditions for people and protecting them from menial and dangerous work. Often employees themselves contribute with their valuable experience to the application-oriented implementation of digitisation projects. Therefore, we explicitly cultivate a project culture in such projects in which all those affected are involved. So far, no job has been lost as a result of a digitisation project, and this will remain the case in the future. Customer benefits from digitised production The path to smart production brings a number of advantages for KEB’s customers. Not only the increased transparency, but also the assurance of competitiveness are consequences of digitised production. KEB’s customers benefit in particular from the guarantee of the highest quality through optimised production processes. And shortening lead times is also a key item on the digital roadmap. Looking into the future of production In the first step, we will set down our concrete goals in terms of content and time in the form of a digital agenda. The first fundamental step will then be to establish the Industry 4.0 idea in production and its associated areas. The structural requirements must be created for this. The organisational units are then successively transferred into the digital ecosystem in the form of a virtual representation until complete networking is possible. The goals are to be defined individually for each business unit and their compliance is to be evaluated again and again. www.keb.co.uk Smart factory – on the right path Phillip Hannesen, digital transformation manager production at KEB Automation, provides insights into the digital change that is currently taking place in manufacturing at the company. Phillip Hannesen: “One of the most complex challenges is the transformation of the company into a comprehensive digital ecosystem.”