Proceedigs of the 15th IFAC Symposium on

Proceedigs
Information of the 15th
Control IFAC Symposium
Problems on
in Manufacturing
Proceedigs of the 15th IFAC Symposium on
Proceedigs
Information of theOttawa,
Control15th IFAC
ProblemsSymposium on
in Manufacturing
May 11-13, 2015.
Information Control
Information
Canada
Control Problems
Problems in Manufacturingonline at www.sciencedirect.com
Available
in Manufacturing
May 11-13, 2015. Ottawa, Canada
May 11-13, 2015. Ottawa, Canada
May 11-13, 2015. Ottawa, Canada
ScienceDirect
IFAC-PapersOnLine 48-3 (2015) 1870–1875
Lean Automation enabled by Industry 4.0 Technologies
Lean
Lean Automation enabled by Industry 4.0 Technologies
Lean Automation
Automation enabled
enabled by
by Industry
Industry 4.0
4.0 Technologies
Technologies
Dennis Kolberg, Detlef Zühlke
Dennis Kolberg,
Dennis Kolberg,
 Detlef Zühlke
Detlef Zühlke
Dennis Kolberg,
 Detlef Zühlke


Department of Innovative Factory Systems (IFS), German Research Center for Artificial Intelligence (DFKI) GmbH,
Department of
Department of Innovative Factory
Kaiserslautern, Systems
Germany (IFS), German
(e-mail: Research Center
{Dennis.Kolberg; for Artificial Intelligence
Detlef.Zuehlke}@DFKI.de) (DFKI) GmbH,
Department of Innovative
Innovative Factory
Factory
Kaiserslautern,
Systems
Systems
Germany
(IFS),
(IFS), German
German
(e-mail:
Research
Research Center
Center
{Dennis.Kolberg;
for
for Artificial
Artificial Intelligence
Intelligence (DFKI)
Detlef.Zuehlke}@DFKI.de) (DFKI) GmbH,
GmbH,
Kaiserslautern,
Kaiserslautern, Germany
Germany (e-mail:
(e-mail: {Dennis.Kolberg;
{Dennis.Kolberg; Detlef.Zuehlke}@DFKI.de)
Detlef.Zuehlke}@DFKI.de)
Abstract: The Lean Production paradigm has become the major approach to create highly efficient
Abstract:
processes The
in Lean Production
since the paradigm has become the major approach to create highly efficient
Abstract:
Abstract:
processes Theindustry
The
in
Lean
Lean Production
industry Production
since the
early 1990s.
paradigm
paradigm
early
has
1990s.
After the
has become
become
After the sudden
the
the
major
sudden
end of the
major approach
approach
end of
to
the
Computer
to create
create highlyIntegrated
highly
Computer
efficient
efficient
Integrated
Manufacturing
processes
processes in
in (CIM)
industry
industry era,
since
sincewhich
the
the finally
early
early was
1990s.
1990s.doomed
After
After to
the
the fail due
sudden
sudden to
end
endits unrulable
of
of the
the complexity
Computer
Computer of the
Integrated
Integrated
Manufacturing
required
Manufacturing (CIM)
automation
(CIM) era,
era, which
technology,
which finally
the Lean
finally was
was doomed
approach was
doomed to fail due
successful
to fail due to its
because
to its unrulable
of its
unrulable complexity
high of
effectiveness
complexity of the
by
Manufacturing
required (CIM)technology,
automation era, whichthefinally
Lean was doomed
approach was to fail due because
successful to its unrulable
of its complexity
high of the
effectiveness the
by
reducing
required complexity
automation
required automation and avoiding
technology,
technology, the non-value-creating
Lean
the Lean approach was process
successful
approach was process
successful steps.
because
becauseToday,
of the
its term
high
of itsthe
high Industry
effectiveness
effectiveness 4.0
by
by
reducing
describes
reducing complexity
a vision
complexity of and
future
and avoiding
production.
avoiding non-value-creating
Many people
non-value-creatingare at least
process steps.
skeptical
steps. Today,
or
Today, even
the term
hostile
term Industry
towards
Industry 4.0
this
4.0
reducing
describes complexity
aa vision and avoiding non-value-creating process steps. Today, the term Industry 4.0
new approach.
describes
describes Thisof
a vision
vision of future
ofposition
future production.
paper gives Many
future production.
production. Many
Many
people
an overview
people are
peopleover
are at
are at
at
least
existing
least skeptical
combinations
least skeptical
skeptical
or
or even
or even
even
hostile
of Lean
hostile
hostile
towards
Production
towards this
towards and
this
this
new
new approach.
automation
approach. This
This position
technology, also
position paper
called
paper gives
Lean
gives an
an overview
Automation.
overview over existing
Furthermore,
over existing combinations
it discusses
combinations of
major
of Lean Production
Industry
Lean 4.0
Production and
corner
and
new approach.
automation This position
technology, also paper gives
called Lean an overview over
Automation. existing combinations
Furthermore, it discusses of Lean
major Production
Industry 4.0 and
corner
stones and links
automation
automation them toalso
technology,
technology, the well-proven
also called Lean
called Lean approach.
Lean Automation.
Automation. Examples it
Furthermore,
Furthermore, itofdiscusses
combining
discusses bothIndustry
major
major are smart
Industry 4.0watches
4.0 corner
corner
stones
for
stones and
and links
supporting
links them
the Andon
them to
to the
the well-proven
principle or
well-proven Lean
Cyber
Lean approach.
Physical
approach. Examples
Systems
Examples(CPS)of
of combining
for a both
flexible
combining both are
Kanban
are smart
smart watches
production
watches
stones
for and links
supporting them
the Andonto the well-proven
principle or Lean approach.
Cyber Physical Examples
Systems (CPS) of combining both
for aa flexible are smart watches
Kanban production
scheduling.
for
for supporting
supporting the
the Andon
Andon principle
principle or
or Cyber
Cyber Physical
Physical Systems
Systems (CPS)
(CPS) for for a flexible
flexible Kanban
Kanban production
production
scheduling.
scheduling.
© 2015, IFAC
scheduling.
Keywords: (International
Industry 4.0; Cyber Federation
PhysicalofSystems;
AutomaticLean
Control) Hosting by
Automation; LeanElsevier Ltd. All rights reserved.
Production
Keywords:
Keywords: Industry
Industry 4.0;
4.0; Cyber
Cyber Physical
Physical Systems;
Systems; Lean
Lean Automation;
Automation; Lean
Lean Production
Production
Keywords: Industry 4.0; Cyber Physical Systems; Lean Automation; Lean Production


 Chapter 2 of this paper gives an overview over existing
1. INTRODUCTION Chapter 2 of this paper gives
1.
1. INTRODUCTION possibilities
Chapter
Chapter 2 2 ofofand examples
this paper of the an
paper gives an overview
combination
overview over
overview of
over existing
automation
existing
Lean Production principles 1. INTRODUCTION
INTRODUCTION
are widely accepted in industry possibilities
technology
possibilities and
and
and
this
examples
Lean
gives
of the
Production.
examples of the
an
combination
Besides,
over
of
chapter
combination of 3
existing
automation
outlines
automation
Lean Production principles are widely accepted in industry possibilities
technology and
and examples
Lean of the
Production. combination
Besides, of
chapterautomation
3 outlines
since
Lean their first
Production broader
principles appearance
are in the early 1990s. Key use cases
technology and
and a framework
Lean how
Production.Industry 4.0
Besides, can add
chapter 3 value to
outlines
Lean
since Production
their first principles
broader are widely
appearancewidely in
accepted
accepted
the early
in
in industry
industry
1990s. Key technology
use cases and
and a Lean Production.
framework how Besides,
Industry chapter
4.0 can 3 value
add outlines
to
characteristics
since their firstof Lean
broader Production
appearance are inthe
thestrict
early integration
1990s. of Lean
use Production
cases and a in future.
framework In
how this framework,
Industry 4.0 canCPS
add play
value an
to
since their firstofbroader
characteristics Lean appearance
Production are inthe
thestrict 1990s. Key
earlyintegration Key use cases
Lean and a framework
Production in future. how
In Industry
this 4.0 canCPS
framework, add value
play to
an
humans in the
characteristics of
characteristics production
of Lean process,
Lean Production
Production are a continuous
are thethe strict integration of
improvement
strict integration of
of important
Lean
Lean role.
Production
Production in
in future.
future. In
In this
this framework,
framework, CPS
CPS play
play an
an
humans
and focusin the
on production
value addingprocess,
activitiesaaa by
continuous
avoidingimprovement
of waste. Its important
important role.
humans
humans
and
in
in
focus on
the
the production
production process,
process, continuous
continuous improvement
improvement important role.
role.
simplicity
and
and focus
focus on andvalue
on up toadding
value
value 25 peractivities
adding
adding cent higher
activities
activities
by
by avoiding
by productivity
avoiding
avoiding of
of waste.
are some
of waste.
waste.
Its
Its
Its 2. STATUS QUO OF LEAN PRODUCTION AND
simplicity
reasons and
why up
Leanto 25 per
Productioncent higher
has productivity
become status are some
quo of 2. STATUS QUO OF LEAN PRODUCTION AND
simplicity
simplicity
reasons
and
and
why
up
up
Lean
to
to 25
25 per
per
Production
cent
cent higher
higher
has
productivity
productivity
become status
are
are some
some
quo of
2.
2. STATUS
STATUS QUO QUOINDUSTRY
OF
OF LEAN
INDUSTRY
4.0
LEAN PRODUCTION
PRODUCTION
4.0
AND
AND
production
reasons
reasons why whysystems
Lean (Gröbner,
Production
Lean (Gröbner,
Production 2007).
has
has become status quo of
become status quo of INDUSTRY
INDUSTRY 4.0 4.0
production
production systems
systems (Gröbner, 2007).
2007).
production systems (Gröbner, 2007).
Today, we face a new paradigm called Industry 4.0, which on 2.1 Advantages and disadvantages of Lean Production
Today, 2.1 Advantages and disadvantages of Lean Production
the firstwe
Today,
Today, we
we
face
glimpse
face a new
face aa seems
new paradigm
to be a called
new paradigm
paradigm rebirthIndustry
called
called of the old
Industry
Industry
4.0, which
4.0,CIM
4.0, which
which
on
idea.
on
on
2.1
2.1 Advantages
Advantages and and disadvantages
disadvantages of of Lean
Lean Production
Production
the
the first
Driven
first glimpse
by
glimpse seems
modern
seems to
to be a rebirth
information
be a rebirth of
and
of the
the old CIM
communication
old CIM idea.
idea. Founded in 1950s by Ono at Toyota, Lean Production is a
the first
Driven glimpse seems to be a rebirth of the old CIM idea. Founded in 1950s by Ono at Toyota, Lean
and Production
principles is aa
Driven by
technologies
Driven by
modern
by (ICT),
modern
modern Industry information
4.0 is a network
information
information
and communication
and approach
and communication
communication where collection
Founded
Founded
collection in of
in synchronized
1950s
1950s
of
by
by OnoOno at
synchronized at methods
Toyota,
Toyota, Lean
methods Lean
and
Production
Production
principles isfor
is
for a
technologies
components
technologies (ICT),
and Industry
machines
(ICT), Industry 4.0
are is
becoming
4.0 is aa network
smart
network approach
and
approach a where
part of a
where controlling
collection production
of synchronized sites. Itmethods
describes andin principles
a technology- for
technologies (ICT), Industry 4.0 is a network approach where collection
controlling of synchronized
production methods and principles for
components
standardized
components and machines
network
and machines basedare
are becoming
on
becomingthe smart
well
smart and
proven
and a
a part of
internet
part of a independent
controlling way how asites.
controlling production sites. It
production
It describes
has to in
It describes be aaaorganized
in technology-
technology- and
components
standardized and machines
network basedare becoming
on the smartproven
well and a part of aa
internet independent
processes
independent
production
haveway
wayto how
be
how aasites.
production
handled to
production
describes
reachhas
has to in
be
shortest
to be lead
technology-
organized
time
organized and
with
and
standards.
standardized
standardized Bynetwork
strict standardization
network based
based on on the the these
well objects internet
well proven
proven can be
internet independent
processes havewayto how
be a production
handled to reachhas to be lead
shortest organized
time and
with
standards.
handled as By strict
Lego-bricks standardization
to set up these
larger objects
systems. can be minimum
processes costs
have and
to behighest
handled quality
to (Ōno,
reach 1988).
shortest lead time with
standards.
standards.
handled as
By strict
ByLego-bricks standardization
strict standardization
to set up
these
these
larger
objects
objects
systems. canThe
can be
be
The
processes
minimum have
costs to
andbe handled
highest to reach
quality shortest
(Ōno, 1988). lead time with
Plug’n’Play
handled
handled as
as principle,
Lego-bricks
Lego-bricks wellto
to known
set
set up
up from
larger
larger home computer
systems.
systems. The
The
minimum
minimum
Its simplicity
costs
costsandand highest
andhigh
highest quality (Ōno,
quality
effectiveness (Ōno, 1988).
had1988).
been reasons why
Plug’n’Play
will be principle,
Plug’n’Play
field, principle,
applied to ease well known fromandhome
set up.computer
Plug’n’Play principle, well engineering
well known
known from from home
home Besides,
computer
computer Its
Leansimplicity
Production and high
became effectiveness
famous in had
1990s. been
Today, reasons why
it is still
field,
looking
field, will be
deeper
will be applied
into
applied to
the
to ease engineering
Industry
ease 4.0
engineering and
vision,
and set up.
parallels
set Besides,
to Lean
Its
Its simplicity
simplicity and high
andbecame effectiveness
high effectiveness had
had been
been reasons
reasons whyaa
why
field,
looking will be applied
deeper into to ease
the engineering
Industry 4.0 vision, set up. Besides,
andparallelsup. Besides, Lean
Lean Production
fundament of
Production production
became famous
systems
famous in
at
in 1990s.
many
1990s. Today,
OEMs
Today, it
and
it is
isisstill
used
still aa
Production
looking deeper
looking can
deeper intobe identified.
into the
the Industry
Industry 4.04.0 vision, parallels to
vision, parallels to Lean
to Lean
Lean
Lean Production
fundament
among of
various
became systems
production
business
famous in
domains at 1990s.
many Today,and
OEMs
(Herlyn,
it isisstill
2011). used
Key
Production can be identified. fundament
fundament of production
of production systems
systems at many
at many OEMs
OEMs2011). and is used
and is used
Production
Production can
can be
be identified.
identified. among
concepts various business
are reduction domains
of waste, (Herlyn,
a continuous improvement Key
Already in the early 1990s, first approaches for integrating among
among various
various business
business domains
domains (Herlyn,
(Herlyn, 2011).
2011). Key
Key
Already in the early 1990s, first approaches for integrating concepts
process
concepts are
and
are a reduction
change
reduction in of
of waste,
production
waste, a
a continuous
control
continuous improvement
towards demand
improvement
automation
Already
Already in technology
in the
the early
early 1990s,into Lean
1990s, first Production
first approaches arose
approaches for and were
for integrating
integrating conceptsand
process areareduction
change in ofproduction
waste, a continuous
control improvement
towards demand
automation
called Lean
automation technology
Automation.
technology into
into Lean
Nowadays,
Lean Production
there
Production arearose
new
arose and
areas
and were
of
were oriented
process and
process andproduction.
aa change
change in inLean Production
production
production controlcontributes
control towards demand
towards faster
demand
automation
called Lean technology
Automation. into Lean Production
Nowadays, there arearose
new and
areaswere
of oriented
reaction
oriented onproduction.
changing
production. Lean
market
Lean Production
demands,
Production contributes
smaller
contributesbatches faster
and
faster
application
called
called Lean
Lean for for Lean
Automation.
Automation. Automation
Nowadays,
Nowadays,due due to
there
there the
are
are potential
new
new areas
areas ofof
of oriented
reaction onproduction.
changing Lean Production
market demands, contributes
smaller batches faster
and
application
Industry
application 4.0for Lean
technologies.
Lean Automation
For example,
Automation due to
to bythe
the potential
implementing
potential of transparent
reaction on plus standardized
changing market processes
demands, to mass
smaller and
batches batch
and
application for Lean Automation due to the potential of reaction
transparenton plus
changing market demands,
standardized processes smaller
to mass batches
and and
batch
Industry
flexible, 4.0 technologies. For example, by implementing production
transparent (Womack
plus et al.,
standardized 2007; Ōno,
processes 1988).
to mass and batch
Industry powerful
Industry
flexible,
4.0 and affordable
4.0 technologies.
technologies.
powerful and
For
For example,
affordable
Cyber Physical
example,
Cyber
by Systems
by implementing
implementing
Physical Systems
transparent
production plus
(Womack
(Womack
standardized
et
et al.,
processes
al., 2007;
2007; Ōno,
Ōno,
to
1988). mass and batch
(CPS).
flexible,
flexible, New areas
powerful
powerful of
and application
affordable
andapplication include
affordableincludeCyber enhancing
Physical
Cyber enhancing existing
Physical Systems
Systems
production
production
Today, (Womack
it seems as etif al.,
Lean2007; Ōno, 1988).
Production 1988).
reached its limit:
(CPS).
Lean
(CPS). New
Production
New areas
areas of
solutions
of applicationas well
include as extending
enhancing existing
Lean
existing
(CPS). Production
New areas of application include enhancing existing Today,
Strong
Today, it seems
deviations
it seems as
in
as if Lean
market
if Lean Production
demands
Production arereached
in conflict its limit:
with
Lean
Production’s
Lean Production solutions
applicability
Production solutions to
solutions as as well
different
as well as
production
well as extending
extending Lean
as extending types. Lean Today,
Strong it seems asin ifmarket
deviations Productionarereached
Lean demands reached
in
its
its limit:
conflict limit:
with
Lean
Production’s applicability to different production types. Lean required
Strong levelled
deviations capacity
in market utilization.
demands Thus,
are in a production
conflict with
Production’s Strong deviations in marketutilization.
demands are in aconflict with
Production’s applicability
applicability to to different
different production
production types.types. required
which
requiredis levelled
decoupled
levelled capacity
from
capacity market demand
utilization. Thus,
is
Thus, needed
a production
(Erlach,
production
required
which is levelled capacity
decoupled from utilization.
market demand Thus,
is a production
needed (Erlach,
2013;
which Ōno,
which is 1988; Dickmann,
is decoupled
decoupled from market
from P., demand
market 2007a). is
demand This
is is in (Erlach,
needed
needed conflict
(Erlach,
2013;
2013; Ōno,
Ōno, 1988;
1988; Dickmann,
Dickmann, P.,
P., 2007a).
2007a). This is in conflict
2013; Ōno, 1988; Dickmann, P., 2007a). This is in conflictThis is in conflict
Copyright 2015 IFAC
2405-8963 © 2015, 1944Hosting by Elsevier Ltd. All rights reserved.
IFAC (International Federation of Automatic Control)
Copyright
Peer review© 2015 responsibility
under IFAC 1944Control.
of International Federation of Automatic
Copyright
Copyright ©
© 2015
2015 IFAC
IFAC 1944
1944
10.1016/j.ifacol.2015.06.359
INCOM 2015
Dennis Kolberg et al. / IFAC-PapersOnLine 48-3 (2015) 1870–1875 1871
May 11-13, 2015. Ottawa, Canada
with an also required order-oriented production and direct
connection of production to market demands. Although Lean
Production supports a higher variety of products, its fixed
sequence of production and fixed cycle times are not suitable
for individual single-item production. Besides, Lean
Production was invented in the 1950s and thus does not take
into account possibilities of modern ICT. In traditional Lean
Production, changes in production processes, buffer stocks or
cycle times require laborious adjustments of Kanban cards or
Kanban bins (Dickmann, E., 2007). Hence, Lean
Production’s suitability for future shorter product life cycles
and individual single-item production is limited.
2.2 Capability of Industry 4.0
The young German term Industry 4.0 describes the increased
integration of ICT into production. By this means, it could
complement the established Lean Production to match future
requirements. In spring 2014, VDMA, Bitkom and ZVEI,
three leading German associations of mechanical
engineering, ICT and electrical industry, released a definition
for Industry 4.0. According to them, Industry 4.0 aims for
optimization of value chains by implementing an
autonomously controlled and dynamic production. Enablers
are the availability of real time information and networked
systems (Acatech-Plattform Industrie 4.0, 2014). Instruments
to reach this increased automation are CPS. Equipped with
microcontroller, actuators, sensors and a communication
interface, CPS can work autonomously and interact with their
production environment (Broy, 2010; Lee, 2008). As a result,
a factory becomes ‘smart’.
The department of Innovative Factory Systems (IFS) at the
German Research Center for Artificial Intelligence (DFKI)
identified four enablers for the Smart Factory: Smart
Products know their production process and negotiate it with
Smart Machines. The Smart Planner optimizes processes in
nearly real time. In this environment, humans take a central
position. Supported by innovative ICT they become Smart
Operators who supervise and control ongoing activities.
2.3 Lean Automation as combination of two disciplines
Lean Automation picks up the idea of combining automation
technology with Lean Production. The term occurred in the
mid-1990s, shortly after the peak of Computer Integrated
Manufacturing (CIM) (see e.g. Franke, 1993; Groebel, 1993;
Schling, 1994). In the last decade, science did not pay much
attention to Lean Automation anymore. However, in the
context of Industry 4.0 new solutions are available for
combining automation technology with Lean Production,
which are described below.
The digitalization of the Kanban system is known already
since several years. Conventional, physical cards for an
order-oriented production control are replaced by virtual
Kanban (Lage Junior and Filho, 2010). Depending on the
implementation of this so called e-Kanban system, missing or
empty bins are recognized automatically via sensors. The e-
Kanban system sends a virtual Kanban to trigger
1945
replenishment. By using ICT, lost Kanban do not cause
mistakes in production control anymore as long as inventory
in manufacturing execution system matches real inventory. In
addition, adjustments of Kanban due to changes in batch
sizes, processes or cycle times are easily possible (Dickmann,
P., 2007a).
In 2012, University of South Denmark together with toy
manufacturer Lego A/S developed approaches for integrating
automation technology in u-shaped assembly stations, also
known as Chaku Chaku lines. Especially human machine
interaction was in the focus of this project. As a result, they
developed a local order management system which shifts
typical tasks of ERP systems to employees at Chaku Chaku
lines. According to them, automation of value adding tasks is
particularly very reasonable due to the fact that investments
are amortized within shorter time. Besides, the repeat
accuracy and precision of machines is higher than of humans.
On the other hand, complex processes, exception handling
and logistic tasks are typical functions where automation is
not reasonable (Bilberg and Hadar, 2012).
In 2013, Würth Industrie Services GmbH & Co. KG
presented the optical order system iBin as an extension for
Kanban bins (Fig. 1). A camera in the module detects the
charging level of the bin and iBin reports wireless the status
to an inventory control system. Besides, iBin is also able to
send orders automatically to suppliers. As a result, buffer
stock can be reduced and spare parts can be scheduled order-
oriented (Würth Industrie Service GmbH & Co. KG, 2013).
The ongoing research project Lean Intelligent Assembly
Automation also addresses Chaku Chaku lines. The
consortium, which consists out of e.g. Adam Opel AG and
Fraunhofer Institute for Manufacturing Engineering and
Automation IPA, develops robot-based solutions to support
employees in assembly tasks within Chaku Chaku lines.
Objective is to enrich manual assembly tasks in order to
make them more lucrative for bigger batches (Fraunhofer
Institute for Manufacturing Engineering and Automation).
Wittenstein AG and BIBA – Bremer Institut für Produktion
und Logistik GmbH work among others in the state-funded
project CyProS on a flexible material supply system for
production lines. Instead of fixed intervals, an IT system
calculates round trip intervals for the transport system based
on real-time demands. In the first prototype, collection of
data during this so-called milk run is done by scanning QR
codes. Interaction with employees of the transport system is
Fig. 1 iBin system installed in a bin (source: Würth
Industrie Service GmbH & Co. KG)
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realized by conventional tablet PCs. With this order-oriented
material supply system stretches of way can be reduced by
approximately 25 per cent at the same level of supplier’s
reliability (Lappe et al., 2014).
As shown above, the combination of automation technology
and Lean Production can be beneficial. Contrary to popular
belief, Lean Production does not exclude automation. In
1960s, Ono claimed that process should be automatized and
supervised by employees. He called this principle
Autonomation (Ōno, 1988). This corresponds to Industry 4.0,
by which humans - supported by innovative technology - take
the same role (Schlick et al., 2014; Gorecky et al., 2014). The
Synchronized Production System, a further development of
Lean Production for application in countries with high wages,
furthermore integrates approaches for integrating automation
technology. With the term Low Cost Intelligent Automation
Takeda claimed that applications for automation should be
developed with easy to realize instruments. Standardized,
cost-efficient solutions should be favoured over
individualized solutions. Both, Lean Production and Industry
4.0, favour decentralized structures over large, complex
machines and both aim for small modules with low level of
complexity (Takeda, 2006; Dickmann, P., 2007b; Zühlke,
2010).
3. COMBINING INDUSTRY 4.0 AND LEAN
PRODUCTION
3.1 Advantages of combining both
As described in the previous chapter, integration of
Industry 4.0 solutions matches Lean philosophy and the
mentioned examples proved feasibility. Industry 4.0 can be
integrated in Lean Production and beyond that improve Lean
Production by increased integration of ICT.
This benefit accelerates the shift of Industry 4.0 from science
to reality. In practice, new solutions must add value to users
and must have an acceptable risk. The integration of Industry
4.0 solutions, which are in general connected with high
investments, is especially lucrative in areas where cost-saving
and simple methods of Lean Production are not or not
completely fulfilling today’s requirements.
Applying Industry 4.0 to established Lean Production could
lower risks of integration due to existing advice for the
organizational integration. Besides, production processes in
Lean Production are in comparison to other kinds of
organization more standardized, more transparent and
reduced to essential work. As a result, they are less complex
and support the installation of Industry 4.0 solutions.
3.2 Use cases for applying Industry 4.0 solutions
The identified enablers can be applied to several methods of
Lean Production. The following section describes examples
of possible combinations.
1946
1) Smart Operator
Within the Andon method, by which employees in case of a
failure should be notified as soon as possible, the Smart
Operator could reduce time from failure occurrence until
failure notification. Equipped with smart watches, employees
receive error messages and error locations close to real time.
In comparison to wide-spread signal lamps, recognizing
failures does not depend on location of employees anymore.
In addition, CPS equipped with proper sensors recognize
failures and automatically trigger fault-repair actions on other
CPS.
A continuously flow of pieces could be supported by
assisting systems for employees based on e.g. augmented
reality. Information about cycle times within the visual field
of employees support just-in-time proceeding of goods. In
addition, new employees get individualized information
about necessary tasks to get along in timed productions. For
the necessary identification of performed tasks and
individualization of displayed information, DFKI
successfully demonstrated a solution at the manual working
station in the living lab SmartFactoryKL (Fig. 2).
2) Smart Product
In the context of continuous improvement processes, also
called Kaizen in Japanese, Smart Products could collect
process data for the analysis during and after its production.
In contrast to manual data acquisition for value stream
mapping it is possible to gather information individualized
per product and production line automatically. On the one
hand, this way of data acquisition is less labour-intensive and
on the other hand, data are more precise.
Furthermore, a Smart Product could contain Kanban
information to control production processes. An example of a
completely de-central controlled production based on Smart
Products was demonstrated by SmartFactoryKL at Hannover
Messe 2014 in Germany. The presented working stations
produced autonomously according to a work schedule on the
product. Although it was push-controlled production, this
concept could be adopted for an order-oriented control
system.
Fig. 2 Augmented reality at SmartFactoryKL manual
working station
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3) Smart Machine
According to Poka Yoke, technical installations help
employees to avoid mistakes (Ōno, 1988). With their
computing capacity and connectable sensors, CPS could be
integrated fast and flexible in fault-prone processes for
supporting. Optically identical components can be identified
e.g. via QR codes or RFID.
Industry 4.0 could furthermore support Lean Production’s
requirement for a flexible, modular production. Since several
years SmartFactoryKL demonstrates modular working stations
based on standardized physical and IT interfaces, which can
be flexibly reconfigured to new production lines via
Plug’n’Produce (Fig. 3). According to the Single-Minute-
exchange-of-Die (SMED) principle, setup time should be
reduced to less than ten minutes. Plug’n’Produce transfers
SMED from a single working station to whole production
lines.
4) Smart Planner
Although Lean Production aims for a one-piece flow and a
highest possible product variety, it is not suitable for
individual single-item productions. With the Smart Planner,
traditional Kanban systems with fixed amount of Kanban,
fixed cycle times and fixed round trips for transporting goods
turn into dynamical productions automatically adopting to
current production programs. Decentralized, in working
stations integrated CPS could negotiate cycle times and thus
find the optimum between highest possible capacity
utilization per working station and a continuous flow of
goods. Within the state-funded project RES-COM, DFKI
already demonstrated how a semantical description of
working stations supports optimization of production
processes by different business objectives, like throughput
time or efficacy. Applied to Lean Production, this approach
could enable Lean Production to be implemented not only in
mass and batch production, but also in job shop production.
3.3 A framework is missing
Although solutions according to Lean Automation already
exist and research is still ongoing, they are mostly
Fig. 3 Plug'n'produce at SmartFactoryKL production line
1947
applications for single, isolated aspects. To ensure modularity
and exchangeability, a framework which supports the
integration of Industry 4.0 solutions into Lean Production is
required. With the previously mentioned concept of Low
Cost Intelligent Automation, Takeda already describes a
comprehensive framework for the integration of automation
technology (see Takeda, 2006). Unfortunately, this concept
does not consider modern ICT, especially innovative
assistance systems.
Especially the potential of CPS in production is not fully
explored yet. First approaches are based on the service
oriented architectures and describe a generic architecture (see
e.g. La and Kim; Hu et al.). In the production domain, there
are frameworks based on agent oriented architectures such as
e.g. PROSA (Van Brussel et al., 1998). E.g. Lewandowski et
al. describe such a CPS-framework for material handling (see
Lewandowski et al., 2013).
Nevertheless, a comprehensive, integrated framework which
describes where and how CPS can be integrated is still
missing (Schlick et al., 2014; Brusaferri et al.). As
experiences from CIM-era have shown, such a framework
should consider technology, human and organization (Deuse
et al., 2015). The combination of CPS and Lean Production
in one framework can satisfy these requirements.
3.4 Recommendation for a framework
A framework for Industry 4.0 as a supplementation to Lean
Production should, on the one hand, contain
recommendations which Industry 4.0 solutions could
reasonably support Lean Production. On the other hand, it
should mention examples of it. Comparing Industry 4.0
enablers with methods of Lean Production gives an overview
over possible connections (Table 1). Next, identified
approaches should be described more in detail and
requirements and additional benefit have to be evaluated.
Besides this isolated applications, the framework should
define interfaces how this solutions can complement each
other and how to embed them into an existing environment.
Similar to service oriented architectures (SOA), in the
domain of Lean Production CPS can offer required services
of a working station to nearby and superior systems (Fig. 4).
By this, working stations can be flexibly added to production
lines and are able to process commands from a superior
production control system. Furthermore, CPS can exchange
data with sensors, actuators or PLCs or can interact via
human machine interface with employees at working stations.
As a result, manual working stations can be updated with
automation technology and vice versa, without changing
superior manufacturing execution system. CPS decouple
communication between working stations and IT systems.
Besides, the interfaces of these working stations are
independent from employees and devices working in this
working station.
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Table 1 EXAMPLES OF USE CASES TO COMBINE INDUSTRY

4.0 WITH LEAN PRODUCTION
Lean Production
Principle: Just-In-Time Principle: Jidoka
Industry
4.0 Method: Kanban system Method: Andon
Wearable computing
Employee gets information
Smart systems receive failures
about remaining cycle time
Operator and display it in real time
via augmented reality
to the employee
Smart Product contains
Smart information of Kanban to
-
Product realize an order-oriented
production
Machines send failures
Machines offer a
Fig. 4 Example of the integration of CPS as interface of directly to Smart
Smart standardized interface for
Operators and call other
working stations Machine receiving and sending
systems for fault-repair
Kanban
actions
Beyond a standardized hardware interface like RJ45, HDMI IT systems reconfigure
or GPIO, CPS require standardized software interfaces. Smart production lines and update
-
TCP/IP and OPC UA are already existing, established Planner Kanban according to the
examples of communication protocols. Information models new configuration
like MTConnect or ISA88/ ISA95 can furthermore describe
Nevertheless, there is a lack of a comprehensive framework
structures of industrial components (see MTConnect
which combines Industry 4.0 solutions with methods of Lean
Institute, 2011; ISA, 2014).
Production. Especially a comprehensive concept for flexible
A domain specific description, in this case for Lean integration of manual as well as automated working stations
Production, is missing. This framework has to describe roles is missing. With CPS, there are hardware solutions as an
of devices and their responsibilities as well as how certain interface for working stations available. Required
tasks are triggered. E.g. in Lean Production, each working communication protocols exist partly. Only a domain specific
station has to be able to receive Kanban, interpret them and standard for an automated decentralized production control in
start the production. This tasks are independent from the Lean Production is absent. In short, Industry 4.0 and Lean
actual configuration of the working station itself whether Production do not eliminate each other. Together they can
there is a machine or a human. Furthermore, failures at a add value to users.
working station have to be proceeded immediately to
In future, IFS at DFKI will deepen its research in the field of
responsible employees and a superior continuous
Lean Automation. Transferring existing Industry 4.0
improvement system. A flexible production in addition
solutions into Lean Production and implementing CPS as
requires an adaption of cycle times and production processes.
standardized building blocks for working stations will be
For this it must be defined, who triggers changes and how
focused.
working stations receive these messages.
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