Additive Manufacturing (AM) refers to manufacturing methods that adds material, layer by layer, building a three dimensional structure/part. These methods are increasingly used for rapid prototyping and for building complex structures in almost any material. The process is also referred to as 3D-printing.

Description of the tool

Methodology

Comparing with conventional subtractive modelling, where the material is removed from a work piece to get its required form, AM is a technique that creates the requested three dimensional physical shape by adding material layer by layer. Every single layer holds a pre-processed geometry, computed in a CAD software, by requested specifications.

Case study

Using (AM) as a tool for rapid prototyping by Boat Manufactures during their design process.

Objective of the tool

Outcome expected

Giving a more efficient, time saving and convenient design process.

Why used

Building prototypes rapidly during the design process gives the engineers and the designers an effective tool, directing the design path with realistic and physical models. For small series production, a High End manufacturing machine, can build the final products without the need of castings etc. For complex structures, AM can be the only way of manufacturing. As the technique and the materials become more advanced, this method is increasingly used.

Scope of the tool

Where used

In Design processes and other Complex processes where physical parts are direct involved, this tool can be considered helpful. Industry, Innovation, Health, etc.

How used

There are several different methods used for AM. The choice of method is based on which material, accuracy, and other physical properties, such as strength, the part should have. The process starts with a CAD file containing the parts geometry, which is converted to a .stl-file that contains a triangulated approximation of the parts surface. When the files geometry is sliced in layers by the printers software, the software produces a NC-code for the building process. The machine build the part based on the NC-code, layer by layer.

Development

Tool training:
  • Designing for AM, a different way of designing.
  • Physical properties due to printing direction.
  • Building larger parts by assembling.

Business Modelling

 

Description of the tool

What it is

Focus on optimising organisation performance through policy development & deployment, organisational analysis, use of a balanced scorecard of performance measurement.

Case Study

 

Objective of the tool

Outcomes

High performing organisation.

Why Used

Optimise company performance.

Scope of the tool

Where Used

Company wide.

How Used

Integral part of annual planning process.

Deployment

Training

Tasks Assigned

Business Modelling – Organisational Analysis

 

Description of the tool

What it is

Organizational analysis is the process of reviewing the, work environment, personnel, and operation of a business in line with the business objectives. This review is often performed in response to crisis or changing business environment.

Case Study

 

Objective of the tool

Outcomes

Aligned organisation.

Why Used

Response to changing business needs, processes or environment, organisation crisis or re-aligning the business for performance improvement.

Scope of the tool

Where Used

In any business structure that needs to be re-aligned.

How Used

Annual organisation review in conjunction with policy development and deployment and in response to an organisational crisis.

Deployment

Training

Tasks Assigned

Business Modelling – Policy Development & Deployment

 

Description of the tool

What it is

Hoshin Kanri (also called Policy Deployment) is a method for ensuring that the strategic goals of a company drive progress and action at every level within that company. This eliminates the waste that comes from inconsistent direction and poor communication.

Case Study

 

Objective of the tool

Outcomes

Individual work plans aligned with company goals.

Why Used

Optimise company performance.

Scope of the tool

Where Used

Company wide.

How Used

Annual top level strategy review, Annual operating plans developed, department and individual workplans developed.

Deployment

Training

Tasks Assigned

Business Modelling – Balanced Scorecard

 

Description of the tool

What it is

The balanced scorecard is a strategic performance management tool you can use to manage and measure your business performance in areas that are crucial to its success. It combines financial measures with other key performance indicators to give you a balanced snapshot of how well your business is doing now and how it will perform in the future. The system focuses on four areas:

• learning and growth

• internal business processes

• customer perception

• financial health

Case Study

 

Objective of the tool

Outcomes

All metrics aligned, balanced, consistent with company objectives.

Why Used

Optimise performance of entire organisation.

Scope of the tool

Where Used

In all organisations.

How Used

In conjunction with policy deployment.

Deployment

Training

Tasks Assigned

Downloads

Business Modelling – Template & Case Studies

Methodology

Creative concept development includes the stages of idea generation, communicative prototyping, creation and refinement of concepts in an iterative approach. The development activities start from an initial description of a challenge (may it be social or technical or a combination thereof). Methods to generate concepts for new solutions or new products are based on diverging and converging activities in which different types of communicative prototypes support the creation of candidate concepts.

Case study

Validation have been made with companies as an interactive workshop supported by prototyping tools, ranging from low-fidelity technologies to high-tech. The workshop is based on the instances (1) Create, (2) Build, (3) Test and (4) Learn (CBTL team-based innovation). The steps are executed iteratively towards a pre-set topic/challenge at hand.

Expected outcome

New perspectives of defined ideas or concepts. Exploration and evaluation of alternative solutions to ensure a candidate one.

Why used

To visualize and demonstrate preconceptions that might hinder innovation and new thinking.

Where used

In known situations where there is delimited knowledge about a concept or ideas. To ensure framing and reframing of the problem at hand.

How used

By an expertise team or by a mixed team, for testing and evaluation of ideas and concepts in light of a pre-set challenge.

Tool training

Facilitated service, on-demand. External resources are offered to increase inspiration if needed, e.g. thinking outside the box-team that confronts and visualises preconceptions.

Task assigned

Steps to implement the tool in your company is to participate in the training, support will be provided as guidelines and tutorials.

Click here to launch the online toolkit

Digital Scanning and Measuring/Reverse engineering

Reverse engineering or back engineering is the processes of extracting the knowledge or design from an existing product and reproducing it based on the extracted information. Reverse engineering is used for creating interoperable products, but sometimes also for copying the existing objects. The methods of digital scanning and measuring enable cost-effective design and innovation process by using the new technology

Description of the tool

Methodology

By scanning it is possible to do reverse engineering as well as control the quality of the products within the production. The scanned files can also be used for 3D-modeling purposes for design, VR and additive manufacturing.

Case Study

Means of reverse engineering have been used for creating parts for existing products by scanning them. Metallic boat bodies were scanned within the TARGET-project to help company with quality control.

Objective of the tool

Outcomes Expected

More accurate and faster measurements of the products and product parts are acquired using scanners than the traditional measuring methods. Scanned files are easily convertible into VR-models.

Why Used

Using Digital scanning and reverse engineering is a time saving way of measuring. It is cost effective to scan the objects rather than measure them by hand. Also, the possibility of human errors during the measuring is minimized. Files can be compared to each other to verify the quality of products and suitability of parts.

Scope of the tool

Where Used

Depending on the size of the scanned object, a variety of scanners can be used. Small objects can be scanned basically anywhere. Large objects and buildings must be scanned on the location.

How Used

Scanning requires trained person(s), scanning equipment that fits for the specific purpose and also software. Software should be chosen based on wanted results from point cloud / measurement data (converting it to 3D/CAD model). Scanning itself can be easy depending on the equipment used, but post processing the data can take lot of time and training.

Deployment

Training

Mentor Skills/Training:
Knowledge of:
1. different technologies
2. usability in different cases

Equipment:
1. Scanner
2. High performance PC
3. Software

Materials – Train the Trainer materials, to train the mentors:
1. Scanning-Training material
2. Manuals (links to manuals)
3. Questionnaire for need

Tasks Assigned

Centria provides demonstrations and information about scanning and can provide education and training as a paid service. Measuring products and premises is also provided as a paid service. Centria can also provide information about the needed devices for a company willing to invest.

Downloads

3D Scanning

Centria 3D measuring services / Centria 3D-mittauspalvelu

Methodology

A design process can relate to all those aspects that can be designed, here the focus is on man-made things, organisation, the process itself as well as services. These early design process include here the stages to empathise with people, to define the problem to be solved and to create rough initial ideas. The starting point should be in solving people’s problematic situations and the product developer’s activities of coming up with solutions should be preceded by formulating the jobs that the users or customers are trying to get done, i.e. not by describing a single solution or by jumping into solutions too early. The methods that benefit these activities are challenging since it is crucial to set aside own assumptions to gain true insights into other people’s situations.

Case study

Validation has been made in facilitated workshops in which stakeholders, but also people in common, follows a simple process consisting of the stages (1) Inspiration from users and their needs, (2) Identification of user’s problems, challenges and goals, (3) Ideation grounded in needs, and (4) Implementation into idea concepts.

Expected outcome

Expected outcome of experiencing the process is improved insights in user situations and needs.

Why used

To get applicable and by customers wanted products to solve situations in which they experience a lack of solutions but are not really aware of it in other terms than as a problem.

Where used

In situations where the product developer realises that there are few, if any, ideas for a solution. To start radical innovation thinking.

How used

In a small team for a quick initial mapping of users and their objectives in life and business. Based on a few simple steps to follow to investigate a complex environment.

Tool training

Facilitated service, on-demand.

Tasks assigned

Steps to implement the tool in your company is to participate in the training, support will be provided as a short booklet to guide your own effort

Environmental Management

Description of the tool

What it is

Focus on maximising energy, resource, waste, and materials throughput at all stages of production through policy development & deployment, organisational analysis, use of a Circular economy Model and green balanced scorecard of performance measurement.

Case Study

Objective of the tool

Outcomes Expected

Resilient and environmentally compliant/restorative organisation/ Balance efficiency with structural adaptability at a systems level.

Why Used

Sustainability is a key driver of innovation, with many overlapping goals (reduced inputs, resource efficiency, higher value, better products, and new businesses). This results in an abundance of win-win opportunities, changing environmental considerations/performance from a cost to a profit centre. Taking advantage of this requires a mind shift towards anticipating the future, towards questioning the assumptions underlying current best practices and developing next practices.

Scope of the tool

Where Used

Company wide.

How Used

Integral part of annual planning process.

Deployment

Training

Tasks Assigned

SUBTOOLS:
1 Basic stand-alone tool – ‘Developing an Environmental Policy’ includes 2 sub-tools: Energy Audit, Waste audit/Integrated Solid Waste Management.
2 Higher-level company-wide policy tools: EITHER: Green Balanced Scorecard OR Circular Economy Modelling

Environmental Management – Developing an Environmental Policy

Description of the tool

What it is

An energy audit is the process of reviewing the energy requirement within the company. Categorise into production, administration, social and logistical; and into electricity, transport and heat. This tool also includes comprehensive recommendations for achieving improved energy efficiency (human/process and technology).

Case Study

Objective of the tool

Outcomes Expected

Energy efficient organisation.

Why Used

Response to changing business principles, and need for: Environmental stewardship, reduced conversion costs and subsequent performance improvement.

Scope of the tool

Where Used

In any business structure that uses energy.

How Used

Initial comprehensive audit, in conjunction with development of embedded energy policy development and deployment, followed by continuous organisation energy use review using smart meters/suitable metrics. Metrics: Simple process or behaviour related metrics; complex technological metrics.

Deployment

Training

This tool is designed to be self-service, help to complete the tool will be available from TARGET Mentors. This tool links to two sub-tools: Energy Audit and Integrated Solid Waste Management.

Tasks Assigned

SUBTOOLS:
Quantify: Energy needs, energy sources, patterns of use, potential reductions, and sustainable technology use. Benchmark and establish KPIs.

Environmental Management – Energy Audit

Description of the tool

What it is

An energy audit is the process of reviewing the energy requirement within the company. Categorise into production, administration, social and logistical; and into electricity, transport and heat. This tool also includes comprehensive recommendations for achieving improved energy efficiency (human/process and technology).

Case Study

Objective of the tool

Outcomes Expected

Energy efficient organisation.

Why Used

Response to changing business principles, and need for: Environmental stewardship, reduced conversion costs and subsequent performance improvement.

Scope of the tool

Where Used

In any business structure that uses energy.

How Used

Initial comprehensive audit, in conjunction with development of embedded energy policy development and deployment, followed by continuous organisation energy use review using smart meters/suitable metrics. Metrics: Simple process or behaviour related metrics; complex technological metrics.

Deployment

Training

Tasks Assigned

Quantify: Energy needs, energy sources, patterns of use, potential reductions, and sustainable technology use. Benchmark and establish KPIs.

Environmental Management – Waste Audit/Integrated Solid Waste Management

Description of the tool

What it is

A waste audit is a tool used to determine quantity and types of waste produced or generated by a company’s activities. Analysis of data from these audits can be used to develop strategies to reduce, offset or mitigate the impact of waste generated by a company. The four components of ISWM are source reduction, recycling and composting, waste transportation and landfilling. These waste management activities can be undertaken either interactively or hierarchically.

Case Study

Objective of the tool

Outcomes Expected

Accurate mapping of waste produced by a company, plus production of a manageable and coherent plan to manage this waste efficiently and sustainably.

Why Used

Reduced waste leads to optimised production/service models and environmentally compliant future-proof businesses.

Scope of the tool

Where Used

In all organisations.

How Used

In conjunction with policy deployment.

Deployment

Training

Tasks Assigned

Step-by-step guided waste audit to establish company base-line.
Integrated Solid Waste Management plan – to reduce, recycle, transport and dispose of consumable and durable waste components.

Environmental Management – Circular Economy Model

Description of the tool

What it is

The Circular Economy Model is a whole company sustainable business model based on six principles:
1. Systems thinking: understanding systems-wide impact of activities
2. Innovation: rethinking resource management as a lens for value creation
3. Stewardship: taking responsibility for impacts resulting from decisions and activities
4. Collaboration: securing system wide benefits by co-operating with others
5. Value optimisation: keeping materials at their highest value and function
6. Transparency: being open and honest about circular economy barriers and benefits.

Case Study

Objective of the tool

Outcomes Expected

Sustainable company: Resilient and environmentally compliant/restorative organisation.

Why Used

Balance efficiency with structural adaptability at a systems level.

Scope of the tool

Where Used

Company wide.

How Used

Self-assessed company circularity audit.

Deployment

Training

Tasks Assigned

1. Design out waste: Products are designed and optimized for a cycle of disassembly and reuse
2. Identify consumables and durables: differentiation between consumable (Biological) and durable (Technological) components of a product/process flow
3. Adopt renewable energy: Decrease resource dependence and increase systems resilience

Environmental Management – Green Balanced Scorecard

Description of the tool

What it is

The balanced scorecard is a strategic planning and management system that organisations can use to align day-to-day production, projects and services with strategic and financial targets, and customer perspectives. Green balanced scorecard prioritises environmental innovation, efficient resource use, customer value and human capital development.

Case Study

Objective of the tool

Outcomes Expected

Comprehensive understanding of how organisation can build and embed green objectives into company policy.

Why Used

Optimise company performance through systems-wide improvements on environmental impact without compromising product or service excellence.

Scope of the tool

Where Used

Company wide.

How Used

Annual top level strategy review, in 4 key areas: Organisational capacity (in terms of competencies and technologies), Internal processes (existing and potential products/services, and processes that protect/improve environment and society), Customer perspective (product related, relationships and image) and Financial perspectives related to productivity and revenue. Annual operating plans developed, department and individual work plans developed.

Deployment

Training

Tasks Assigned

Conduct skills survey to establish strategic competencies
Establish technological competencies
Map internal processes – product/customer value/innovation and environmental impact

Downloads

Waste Audit
Green Balanced scorecard initial survey
Green Balanced Scorecard Questions
Green Balanced Scorecard

Industrial automation is the use of control systems and information technologies to reduce the need for human work in the production of goods and services.

Description of the tool

Methodology

Modelling of production process with mathematical description, followed with an optimization of process steps (could also result in new steps). This is many time combined with simulation of production processes in order to calculate ROI for the given improvement.

Case study

Handling operations occur in practically all production process. At first they we carried out manually, but then the development of hardware components made it possible to relieve people from the necessity of handling heavy loads. From this standpoint the industrial robot is not something supernatural. It is just the most perfect form of the technique used in handling processes. Their purpose is not only to substitute or imitate manual actions of human beings, but also to perform production process more quickly and better than a man. Robots fill the gap between special-purpose automation and human endeavour. They have demonstrated an ability to perform work that requires simple repetitive motions and, therefore, can relieve human operators from hazardous or monotonous tasks. The robot´s ability to be easily taught or reprogrammed distinguishes it from other types of automated handling equipment.

Objective of the tool

Outcome expected

Optimization of one or more KPIs of the given production company (reduce costs, improve quality and can increase manufacturing speed).

Why used

Company wants to expand/optimize its production processes.
Main symptoms are:

  • higher cost for production as competitors
  • quality of the product has wide variety
  • increase of production volume is not possible

Scope of the tool

Where Used

Production companies who have their processes mainly executed by human labour.

How Used

Improvement tool with involvement of external consultants, who have the competence to map the production process steps and construct the model, which represents the given process.

Development

Tool Training

Some processes are easy to automate, but in most cases it needs a detailed understanding of the process steps. Already formulation of the model for the given production process can be challenging.

Tasks Assigned

  • Process overview, planning and simulation
  • Cost calculation of designed system
  • System design refinement
  • Implementing the design

Methodology

There are abundant of definitions on innovation, yet one that is commonly used describes that innovation is a strive to create purposeful change in a company’s economic and/or social potential. Such definition does not foreground standalone products or services, but rather the processes to generate ideas of new solutions, may they be either a product or a service or any combination thereof. Those solutions should in turn deliver value to both users/customers and the provider. Methods for innovation typically motivate changes and the supports build upon divergent thinking, lateral thinking and/or design thinking. The key is thus to change the way we think about a solution or a situation, and thereby create novel solutions.

Case study

Validation have been made with companies as customized creative sessions. The creative work includes the tension between (1) inspire and immerse, (2) generate and select, and (3) evaluate and decide.

Expected outcome

Indication and directions to methods to diagnose where to and how to focus the creative work.

Why used

To create divergent thinking and to try out alternative techniques to increase creativity.

Where used

By an individual or a team to facilitate creative work related to ill-structured problems.

How used

Interactive on-line tool

Tool training

Self-Serve.

Task assigned

Implement the process by exploring and learning from the interactive tool, adapt and adjust methods to fit company purpose.

Lean Manufacturing Techniques

Description of the tool

What it is

Lean Manufacturing is a systematic method for waste minimization (“Muda”) within a manufacturing system without sacrificing productivity. Lean also takes into account waste created through overburden (“Muri”) and waste created through unevenness in workload (“Mura”). Working from the perspective of the client who consumes a product or service, “value” is any action or process that a customer would be willing to pay for.

Case Study

Objective of the tool

Outcomes

To improve the Quality/Cost/Responsiveness outcomes of a business with the customer at the centre.

Why Used

Every business can benefit from analysis and improvement of its processes. This is a journey of continual improvement employing a structured, well proven, approach

Scope of the tool

Where Used

This tool can be used in any business that has complex processes to meet its customer requirements

How Used

As a methodology it is best introduced as a “pilot” project to demonstrate and showcase the benefits to a generally sceptical wider business audience.

Deployment

Training

The most successful approach for deploying lean within a business is to identify a “pilot” project within the business that is struggling with Q/C/D issues. Appoint a small cross-functional team to lead the improvement pilot, train the basic techniques of lean in a classroom environment,

Tasks Assigned

1. Identify Pilot Project
2. Select Cross-functional Team
3. Set project contract with team & team leader
4. Team leader train team and engage with pilot simultaneously
5. Complete pilot, publish results, share outcome with wider business

Lean Manufacturing – Value Stream Mapping

Description of the tool

What it is

Understanding process and information flow is key to understanding how to make business improvements. This flow – called the “Value Stream”, can be mapped and is a lean-management method for analysing a current business state and used to design a future, improved state for the series of steps that take a product or service from origination to the end user. At Toyota, it is known as “material and information flow mapping”.

Case Study

Objective of the tool

Outcomes

Detailed process steps of the entire business process being examined – this will include Inputs/Outputs/Methods

Why Used

To understand the detailed workings of the business process in order to apply appropriate business improvement techniques, reducing or eliminating non-value added steps and improving process capability

Scope of the tool

Where Used

In any business process that needs to be improved.

How Used

Improvement team, suitably trained and resourced, following the process flow, capturing information – process steps/inputs/outputs/real data

Deployment

Training

Formal classroom training & practical projects.

Tasks Assigned

1. Define and pick the product or service to be evaluated
2. Create the Current State Value Stream Map (CSVSM)
3. Develop the Future State Value Stream Map (FSVSM)
4. Develop an Action Plan to achieve the FSVSM

Lean Manufacturing – Problem Identification & Resolution

Description of the tool

What it is

Structured approach to problem solving – data driven, relevant team involvement. Stages:
1. DETECTION of the Problem
2. PROTECT the Customer
3. DEFINITION of the Problem
4. ANALYSIS of the Root Cause
5. IMPLEMENTATION of Countermeasure

Case Study

Objective of the tool

Outcomes

Structured approach to problem solving – clear understanding of root causes/data driven and solution identified

Why Used

To provide a clear brief for process improvement, to respond to a detected problem where the root cause is unknown and process for improvement is not agreed or clear.

Scope of the tool

Where Used

Where no obvious or agreed root cause exists to a problem but the symptoms of the problem are evident e.g. Quality, Cost or Responsiveness issues exist.

How Used

Improvement team, suitably trained and resourced, following the process flow, capturing information – process steps/inputs/outputs/real data

Deployment

Training

Formal classroom training & practical projects

Tasks Assigned

1. Define – Define the Problem
2. Measure – Map out the current process
3. Analyse – Identify the root cause of the problem
4. Improve – Implement & verify the solution
5. Control – Maintain the solution

Lean Manufacturing – Lean Foundations – 5S/SOP/VM

Description of the tool

What it is

These are the foundations of the Toyota Production System – organised environment, standardised processes and utilisation of visual management techniques.

Case Study

Objective of the tool

Outcomes

To produce an organised, efficient work environment, using standardised processes that everyone follows and require little or no interpretation.

Why Used

To make visible and then eliminate or minimise non-value added activities

Scope of the tool

Where Used

Throughout the entire value stream where people are engaged in value adding activities.

How Used

Map the business value stream, identify logical groups of activities or “cells” of work and apply the principles to each of these “cells” – these could be product or information process flows

Deployment

Training

Formal classroom training & practical projects

Tasks Assigned

1. Identify the process to be improved
2. Use 5S techniques to create an organised environment
3. Use Visual management to make the process clear, simple and value adding
4. Document the process to ensure conformity

Lean Manufacturing – Pull Systems

Description of the tool

What it is

The principle of a pull system is based on developing all business activities with the customer at the centre. The customer determines the demand for each product or service and the business processes need to be aligned to support that. There are many techniques that can be adopted to facilitate this – Kanban, Flow balancing, TAKT, Visual scheduling

Case Study

Objective of the tool

Outcomes

A business activity that is closely aligned to meeting customer requirements.

Why Used

Improves all the business key metrics of quality, responsiveness, cost.

Scope of the tool

Where Used

In any business that is not meeting or exceeding customer expectations at the lowest possible cost.

How Used

As a methodology is it is best introduced as a “pilot” project to demonstrate and showcase the benefits to a generally sceptical wider business audience.

Deployment

Training

Formal classroom training & practical projects

Tasks Assigned

Value Stream Mapping
Balancing flows
Produce to customer demand
Control processes
Measure

Downloads

Lean Manufacturing – Template & Case Studies

Methodology

Open innovation put emphasis on collaboration, sharing and interaction among stakeholders and the use of unlikely sources for the work. Crossing typical boundaries, e.g. organisational, knowledge and expertise domains or markets, is a key to coming up with new innovative solutions and finding new markets. The digitalisation of product development is a window of opportunity for open innovation for example by applying crowdsourcing to outsource idea generation or by running idea competitions with external teams, e.g. making use of peripheral networks.

Case study

Validation have been made with companies as customized thematic think tanks. The interactions go through the steps (1) Now, (2) Wow and (3) How in which a number of customized methods are applied.

Expected outcome

Innovative thinking in relation to product or service development starting from a challenge or a problem situation.

Why used

To prevent “lock-ins” and to open up for external thinking.

Where used

When a shared view on a problem or challenge is identified as lacking.

How used

In mixed teams, starting from exploration of a divergent view of the problem at hand, e.g. problem setting.

Tool training

Facilitated service, on-demand.

Task assignment

Steps to implement the tool in your company is to participate in the training, support will be provided as facilitation cards. Facilitation of the think tank should always be done by a person that has no stakes in the solution, e.g. external to the company, to the project or to the task.

Process Simulations/Layout Planning

Layout planning and process simulations are used in planning the facilities of the factory as well as production flow to create production chain as cost effective as possible.

Description of the tool

Methodology

The technology enables an optimal planning of production space as well as the production itself. By planning the production a company can save on material costs, but also on space.

Case Study

Within TARGET-project, a simulation was created for at the water factory to demonstrate the warehouse functions. Another case was material flow simulation for a subcontracting company offering services in the design, machining and assembly for precision mechanics. Layout planning has been done for a kitchen cabinet factory to improve their functions together with Lean methods. 3D-layout planning was demonstrated to the forementioned subcontractor of machining.

Objective of the tool

Outcomes Expected

More efficient production and utilization of the premises and the machinery.

Why Used

Using the tool saves money and resources, if done in time. Planning the production is also the best way of utilizing the factory space as cost effective as possible. Also, work safety can be tested using the simulations.

Scope of the tool

Where Used

In production lines and warehouses.

How Used

Layout planning is used to arrange a workplace in a factory by locating areas with high frequency and logical relationships close to each other. The process enables the best material flow in manufacturing process at the lowest cost and least amount of handling. Process simulation is a software-based method, used for the design, development, analysis and optimization of technical processes.

Deployment

Training

Mentor Skills/Training:
Knowledge of:
1. different technologies
2. usability in different cases

Equipment:
1. Softwares for simulation and layout planning

Materials – Train the Trainer materials, to train the mentors:
1. Layout planning/Simulation-Training material
2. Manuals (links to manuals)
3. Questionnaire for need

Tasks Assigned

Centria provides simulations and layouts and can provide education and training as a paid service. Centria also helps companies to acquire information about simulation softwares.

Downloads

9 Steps for Simulation

Remote Monitoring/RFID

Radio-frequency identification (RFID) uses electromagnetic fields to automatically identify and track tags attached to objects. RFID can be used for remote monitoring of product flow in the factories and warehouses. RFID can also be used in tracing personnel. The possibilities are limited only by imagination

Description of the tool

Methodology

The technology enables the reading of tags from a distance and replaces the previously used barcode-tags, which tend to get lost or torn into pieces. Comparing with barcode tracking, RFID enables longer ranges between the product and reader. The tag has not to be line of sight and it can even be placed inside the packaging material.

Case Study

Using RFID on tracking the soft drink pallets on drinks factory. It was proven to be feasible for maintaining up-to-date storage inventory.

Objective of the tool

Outcomes Expected

More efficient tracking of the product flow inside the factory. More up to date warehouse registry.

Why Used

Using RFID tags of product tracking helps the manufacturer in recognizing the status quo in the company. Real-time tracking of the warehouse helps in production planning as the storage room can be optimized.

Scope of the tool

Where Used

In production lines and warehouses. Even in transportation and sales premises. All kinds of products. Can be joined with a barcode.

How Used

Radio-frequency identification (RFID) uses electromagnetic fields to automatically identify and track tags attached to objects. There are several types of RFID-tags and readers.

Low frequency tags can be used for example in tracking animals and on access controls. High frequency tags are suitable for libraries, ID-cards etc. Ultra-high frequency is used in supply chains and manufacturing, electronic tolls, tracking and timing: they can be divided in passive and active devices. The employment of the RFID depends on the type. Passive RFID range can be up to 10 meters whereas active RFID can reach 100 meters.

Deployment

Training

Mentor Skills/Training:
Knowledge of:
1. different technologies
2. usability in different cases

Equipment:
1. RFID-tags
2. RFID-reader
3. Software

Materials – Train the Trainer materials, to train the mentors:
1. RFID-Training material
2. Manuals (links to manuals)
3. Questionnaire for need

Tasks Assigned

Centria will offer services in sharing information and knowledge of RFID. Courses on utilizing the technology can be provided.

Downloads

Remote Monitoring with RFID

Description of the tool

Methodology

Robotics minimise the need of labor and speed up the manufacturing process by automating the mundane and repetitive processes. The quality of individual products is improved and the production reaches uniform quality where robots are used.

Case Study

Within TARGET-project the robotic welding was planned and demonstrated for Kokkolan pikahitsaus in use case of welding aluminium.

Objective of the tool

Outcomes

Some tasks are too heavy or repetitive for a person to perform safely. In these cases the robotics can help to both aid the personnel and to make the process faster.

Why Used

Robotics can help the company to save money and resources in performing repetitive tasks where the units must be of uniform quality.

Scope of the tool

Where Used

Almost any manufacturing company can utilize some kind of a robotic solution. Centria can introduce different kinds of solutions for a company.

How Used

By investing on robotics, a company can improve their functions. Centria can help with choosing the right kind of solution for the specific needs of a company.

Deployment

Training

Centria can provide information and training for companies in robotics

Tasks Assigned

Centria provides demonstrations and information about robotics and can provide education and training as a paid service.

Description of the tool

Methodology

A supply chain is a network of numerous autonomous entities (i.e., suppliers, manufacturers, assemblers, distributors, wholesalers and retailers). Material, information and cash are three main flows going back and forth along the chain through all entities.

Supply Chain Management (SCM) refers to the effort of managing flows, processes, and functions along the entire chain with purpose of maximizing overall profitability by satisfying end customers.

Case study

  • Design and simulation of automated transportation system for raw materials and finished products at Stella Polaris.
  • Initial supplier selection and management are also engaged.
  • Warehouse design and Integration at Brødrene Karlsen.
  • Design and simulation of the packaging system of fish related product at Brødrene Karlsen.

Objective of the tool

Outcome expected

Effective and efficient management of material, information and capital at intra- and/or inter-company level.

Why used

Managing supply chain in an effective and efficient way will improve the productivity and resource efficiency at intra-company level, while the coordination and resource sharing will be enhanced at
Inter-company level.

Scope of the tool

Where Used

Supply chain management can be used at both intra-company level for improving efficiency and productivity, and inter-company level for enhancing coordination between companies.

How Used

At intra-company level, methods, i.e., automation, warehouse management, simulation and optimization, etc., can be used for improving the internal logistics.
At inter-company level, methods, i.e., supplier selection and management, simulation and optimization, etc., can be used for improving the supplier relation management and customer relation management.

Development

Tool Training

  • Design and development of automated manufacturing system.
  • Development of simulation and optimization method for the manufacturing process and the supply chain.
  • Development of methods for supplier selection.

Tasks Assigned

  • Integrating automation and technologies in the manufacturing and logistics for improving efficiency, productivity and working environment (Remove people from harsh working environment).
  • Providing simulation and optimization of the improved process for a better understanding and decision-making.
  • Developing criteria for supplier selection and management.

Description of the tool

Methodology

Presenting big objects or objects that do not exist can be challenging e.g. in exhibitions or fairs. Virtual reality model can be presented as an immersive experience with 3D-glasses, such as VIVE, or in a virtual CAVE environment, where more than one person can experience the real-life-like product at the same time.

Case study

A boat company was demonstrated with a VR-model of a couple of their products, motor boats.

Objective of the tool

Outcomes Expected

Technology can replace the actual models of the product as well as brochures.

Why Used

VR reduces costs of logistics. The characteristic immersion factor of VR is extremely helpful when visualizing spaces where the scale and proportions are important. It also makes it possible to visualize things that are, for example, out of reach or too dangerous to do otherwise. Also, the model can be used as a part of sales processes. By adding functionalities, the customer can visualize the chosen features of the product while placing the order.

Scope of the tool

Where Used

CAVE is a static place, not easily transportable. Virtual glasses can be taken anywhere: customer premises, fairs, events, supermarkets, you name it!

How

A skilled person will create the model. It is also possible to transfer 3D-CAD-models into VR-models. Presenting VR-model is simple and anyone can learn to do that. The experience has shown that extra personnel for presenting the VR-models are required when in trade fairs.

Deployment

Training

Mentor Skills/Training:
Knowledge of:
1. different technologies, 3D-skills, game development skills
2. usability in different cases

Equipment:
1. CAVE
2. Virtual glasses
3. Software

Materials – Train the Trainer materials, to train the mentors:
1. VR-Training material: CAD-to-VR
2. Which cases benefit the technology?

Tasks Assigned

Centria will offer services in sharing information and knowledge of VR. Courses on utilizing the technology can be provided. VR-models can be created as paid service.

Downloads

VR in a nutshell
CAD to VR conversion

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