浅谈虚拟制造

虚拟制造为制造业迎接新的挑战提供了一种新的制造哲理.本文在分析现代制造环境下企业所面临的复杂性的基础上提出了虚拟制造的概念,并对其关键技术进行了详细论述.提出虚拟制造的分类,分析了虚拟制造的制造哲理及我国虚拟制造的发展策略.     

浅谈虚拟制造

虚拟制造为制造业迎接新的挑战提供了一种新的制造哲理。本文在分析现代制造环境下企业所面临的复杂性的基础上提出了虚拟制造的概念，并对其关键技术进行了详细论述。提出虚拟制造的分类，分析了虚拟制造的制造哲理及我国虚拟制造的发展策略。     

VM技术介绍及其应用

阐述了虚拟制造的基本概念，虚拟制造的核心技术以及虚拟制造技术在制造业中的应用。     

包装设计虚拟制造技术的应用探析

虚拟设计结合虚拟制造技术应用在包装设计中不仅可以让设计和制造高度集成,推动生产力的提升,还可以降低生产风险和成本,改进生产、节约资源。当前,可通过精益生产、并行工程、敏捷制造和绿色设计及制造等方式来进行包装设计的虚拟制造。     

虚拟制造及其体系结构

本文分析了虚拟制造产生的背景，提出了一种虚拟制造的体系结构，并进一步分析了虚拟制造中建模和仿真过程，最后例举了一个以独立制造岛为基础的虚拟企业结构。     

基于虚拟制造(VM)技术的工具类产品设计研究

文章基于虚拟制造技术,以工具类产品--摘果器设计为例,对其进行了虚拟建模,产品使用环境仿真,和同类产品优缺点对比,虚拟装配等方面的具体研究.展现了虚拟制造技术在产品开发中扮演的重要角色,最终提出了基于虚拟制造技术的工具类产品开发模型流程图,以便于为工具类产品提供一个迅速,方便,高效的设计模式,从而降低成本,缩短产品开发周期,达到产品一次性制造成功的目的.     

虚拟制造技术在模具教学中的应用

虚拟制造技术是制造技术与仿真技术相结合的产物,本文主要介绍如何将虚拟制造技术与模具教学有机的结合,利用先进的教学理念、方法,实现模具教学在虚拟环境下达到仿真效果,通过形象的虚拟使模具教学得到全面提升。     

虚拟制造中仿真技术的应用

虚拟制造系统是现实制造系统在虚拟环境下的精确映射,是利用计算机模型仿真真实系统中的物理和逻辑活动。本文指出仿真是实现虚拟制造的主要手段。仿真在制造系统中的应用按照人的介入与否分为一般仿真层和虚拟现实层。分析了两层之间的联系与区别,列出了各层仿真的主要内容和可实现的程度;介绍了目前主要的虚拟制造仿真软件;最后,给出了三维动画表示的生产线虚拟仿真的一个实例。     

虚拟再制造技术初探

虚拟再制造是实际再制造过程在计算机上的本质实现,以信息、仿真和虚拟现实等多种技术为基础,在计算机上实现再制造过程中的虚拟检测、虚拟加工、虚拟控制、虚拟实验、虚拟管理等再制造全过程的一项前沿技术。阐述虚拟再制造的定义和具体的研究层次,分析它的研究现状以及关键技术特点,探讨虚拟再制造与实际再制造和虚拟制造的关系,并与多种先进制造进行比较,最终提出虚拟再制造的应用前景。     

虚拟设计在包装机械产品开发中的应用

虚拟设计采用基于设计制造的仿真来优化产品的设计制造过程,为产品设计制造过程的优化提供集成的建模和仿真环境.在阐述包装机械行业所存在的问题和将来发展方向的同时,论述虚拟设计在新产品开发中的应用,主要体现在三维造型设计、虚拟装配、虚拟运动仿真、分析优化等方面.探索虚拟设计技术在新产品开发中的应用前景,使虚拟设计技术更好地为新产品的开发服务,以提高产品性能,缩短新产品开发周期,降低开发费用.     

Automated sampling decision scheme for the AVM system

Reducing the sampling rate to as low as possible is a high priority for many factories to reduce production cost. Automatic virtual metrology based intelligent sampling decision (ISD) scheme had been previously developed for reducing the sampling rate and sustaining the virtual metrology (VM) accuracy. However, the desired sampling rate of the ISD scheme is fixed and set manually. Hence, whenever the VM accuracy gets worse, it cannot adaptively increase the default sampling rate in the ISD scheme. As a consequence, it would take more time to collect enough samples for improving the VM accuracy. Moreover, when the VM accuracy performs well all the time, it cannot automatically decrease the default sampling rate in ISD, which may result in unnecessary waste. Accordingly, this paper proposes an automated sampling decision (ASD) scheme to adaptively and automatically modify the sampling rate online and in real time for continuous improvement. The ASD scheme can monitor the VM accuracy online as well as update the VM models in real time for maintaining the VM accuracy when the VM accuracy becomes poor. Also, the ASD scheme can automatically reduce the sampling rate while the VM accuracy performs well.     

Performance evaluation of a visual management system for effective case transfer

Visual management (VM) has become an important management tool for the smooth management of global supply chains. The target of VM systems is to harmonise communication. For example, in the production sector, VM provides solutions for various issues such as the quick detection of an abnormal situation, continuous maintenance of a safe environment, prevention of an operation miss and knowledge sharing. However, the development of VM cases has been uncontrolled, which is considered problematic. A system for the strategic enhancement of VM is necessary. Recognising this need, this study presents a model for the performance evaluation of relevant cases and validates the utility of the model, which is the initial step in developing a strategic enhancement system for VM.     

Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

One of the most important enablers of continuous improvement sustainability is ease of communication, and doing so in a way that can be understood by all employees and allows information to flow rapidly throughout the company. Visual Management (VM) provides significant benefits in communication and standardisation which boosts the effectiveness of improvement systems. This article presents an in-depth literature review about the concept of VM and its benefits, and provides results from an exploratory study carried out in the Basque Country that aims to ascertain the usage of VM in 52 companies. Based on a literature review, 20 different VM elements were identified for improving the workplace. The implementation of these elements was studied, as was the relationship of VM with employee participation systems. The results of this study show a general moderate implementation of VM tools in companies with implementation levels differing according to company size. Some of the lowest scores are detected in the areas of visual control of quality, the displaying of indicators and process visibility. Moreover, statistical differences were identified between the implementation of suggestion systems and improvement teams and the implementation level of VM tools.     

Value Management Practices on Major Construction Projects and Green Building

The paper starts with background information on value management (VM) in the construction industry and current development situation of the green building industry, and costs and profitability of green buildings. The paper continues with detailed analyses of the findings, covering new developments and perceptions of VM, and applications of VM in the industry. The paper also reports case studies on the practices adopted in the planning and design management phase of SIPO Guangdong Patent Examination Cooperation Center and in the construction management phase of Guangzhou International Bio-Island Standard Property Unit II project. As revealed by the practices, the value-adds and savings in construction costs through the application of VM are important for the developers, and the contributions of VM application in green building projects are significant to achieving the expected targets and to resolving the design and construction challenges encountered in the development of green building industry. And the paper presents, findings on how VM can improve construction management and coordination of several ongoing construction projects and on how VM can be systematically implemented by phases, and discussions on other potential benefits of using VM systems.     

Intelligent sampling decision scheme based on the AVM system

Wafer inspection plays a significant role in monitoring the quality of wafers production for continuous improvement. However, it requires measuring tools and additional cycle time to do real metrology, which is costly and time-consuming. Therefore, reducing sampling rate to as low as possible is a high priority to reduce production cost. Several sampling methods in the literature were proposed to achieve this goal. They utilised real sampling inspections as the representatives for the other related wafers to monitor the whole production process. Under the condition of stable manufacturing process, virtual metrology (VM) may be applied to monitor the quality of wafers, while real metrology is unavailable. Therefore, the sampling rate may further be reduced with a sampling decision scheme being designed according to reliable VM. Nevertheless, once a new production variation occurs between planned samplings and no real metrology is available during this period for updating the VM models, un-reliable VM predictions may be produced. The authors have developed the automatic virtual metrology (AVM) system for various VM applications. Therefore, this paper focuses on applying various indices of the AVM system to develop an intelligent sampling decision scheme for reducing sampling rate, while VM accuracy is still sustained.     

Development of Kaizen case-base for effective technology transfer–a case of visual management technology

In this paper, focusing on visual management (VM) technology as an effective vehicle of continuous improvement activities, Kaizen case-base and its effectiveness are discussed by following three steps. For the first step, a framework of a Kaizen case transfer is placed to develop for effective VM development and transfer. For the second step, an example of VM case-base is constructed by using VM cases collected through a literature survey and factory investigations. For the third step, performance of the example VM case-base is validated by applying the proposed procedure, which consists of: (1) clarifying instances of current Kaizen problem; (2) retrieving Kaizen case-base by using established instances to detect applicable Kaizen cases; (3) developing suitable Kaizen cases to solve the current problem effectively; (4) applying suitable Kaizen cases to the current problem; and. (5) registering applied Kaizen cases for the current problem in Kaizen case-base, instances of it being clarified.     

Implementing visual management for continuous improvement: barriers,success factors and best practices

Visual management (VM) has become an important lean management practice for continuous improvement and has gained increasing attention from academics and practitioners. While operations management scholars have studied its benefits and functions, the factors that enable or hinder VM implementation have not been systematically investigated. Against this background, our study analyses qualitative case study data from Swiss manufacturing firms to reveal important barriers and success factors that are relevant for the implementation of VM. Moreover, for each success factor, we present several best practices observed in the case companies to overcome the associated barriers. The results contribute to the emerging field of VM within the lean management literature and provide insights for practitioners how to implement VM more effectively.     

Effect of martensite phase volume fraction on acoustic emission signals using wavelet packet analysis during tensile loading of dual phase steels

This paper will investigate the application of wavelet-based Acoustic Emission (AE) signal processing on micromechanisms to identify failure in dual phase steels (DPS)s. The AE signals from a tensile test using a range of DPS with different volume fractions of martensite (VM)s, in the range of 11–65% VM, were obtained and their waveforms were decomposed into various wavelet levels, each of which was related to a specific frequency range. Each level includes precise details, or approximations, of the so-called components. The energy percentage of each component was obtained by comparing it with the total energy of the AE signal. The energy distribution criterion in each component indicates that the energy in the AE signals is essentially concentrated on two or three components within a distinct frequency range. Each frequency range is related to a separate micromechanism, identifying failure. The results found for low VM in the contribution of ferrite/martensite interface decohesion figure prominently because 48% of their total energy was related to this micromechanism for a sample with 11% VM. The contribution of martensite phase fracture increased from 12% to 48.3% of total energy with an increase of VM in the range of 11% to 65% VM. The results were verified with microscopic observations and they indicate that wavelet-based signal processing is an efficient tool in the analysis of AE signals to detect micromechanisms identifying failure in DPS.     

Visual management and shop floor teams – development,implementation and use

This research investigates the use of visual management, specifically communications boards in a British lock manufacturing company. The research explores the design, implementation and use of communications boards over two years. The purpose of the research was to bring design principles from the graphic design and cognitive psychology into a previously informal process and to develop Visual Management (VM) principles to guide the design of the board. The research findings have acted as a proof of process for the introduction of VM theory into the design of communications boards and provide evidence that the VM principles improved the design of the board. This enabled Team Leaders to better engage in problem-solving and continuous improvement with their teams.