Advertisement

Manufacturing Digitalization and Its Effects on Production Planning and Control Practices

  • Siavash H. KhajaviEmail author
  • Jan Holmström
Conference paper
Part of the IFIP Advances in Information and Communication Technology book series (IFIPAICT, volume 459)

Abstract

Advent of additive manufacturing (AM) as a final-parts production method has the capacity to impact the supply chains radically (The Economist, 2012). This effect extends from raw material procurement to production management and further towards distribution and the final customers. Digitalization of production as for the other industries such as automotive and aerospace reduces the operational complexity, while embedding the complexity in the digital components of the system. For instance, the production planning and control for an AM-enabled manufacturing may be distinctly different compared to conventional production methods. Production routing, loading and scheduling can become simplified as steps of production are combined through AM utilization. Moreover, production dispatching, reporting, inspection and corrective actions require development of novel effective practices. In this paper we investigate the in-depth impact of digital production technologies (e.g. additive manufacturing) on the production management practices. Our methodology is based on conceptual modelling intertwined with case data.

Keywords

Production planning and control Manufacturing digitalization Supply chain simplification 

References

  1. 1.
    Khajavi, S.H., Partanen, J., Holmström, J.: Additive manufacturing in the spare parts supply chain. Comput. Ind. 65(1), 50–63 (2014)CrossRefGoogle Scholar
  2. 2.
    Gibson, I., Rosen, D.W., Stucker, B.: Additive Manufacturing Technologies. Springer, New York (2010)CrossRefGoogle Scholar
  3. 3.
    Zaleski, A.: GE’s bestsellnig jet engine makes 3-D printing a core component. Fortune (2015). http://fortune.com/2015/03/05/ge-engine-3d-printing/
  4. 4.
    Sandberg, Å.: Enriching Production: Perspectives on Volvo’s Uddevalla Plant as an Alternative to Lean Production. National Institute for Working Life and KTH Royal Institute of Technology, Stockholm, Sweden (2007)Google Scholar
  5. 5.
    Sandberg, T.: Volvo Kalmar - Twice a Pioneer, Enriching Production, Digital Edition, pp. 87–101, Stockholm, Sweden (2007)Google Scholar
  6. 6.
    Engström, T., Jonsson, D., Johansson, B.: Alternatives to line assembly: some Swedish examples. Int. J. Ind. Ergon. 17(3), 235–245 (1996)CrossRefGoogle Scholar
  7. 7.
    Berry, W.L., Whybark, D.C., Jacobs, F.R.: Manufacturing Planning and Control for Supply Chain Management. McGraw-Hill/Irwin, New York (2005)Google Scholar
  8. 8.
    Peterson, R., Silver, E.A.: Decision Systems for Inventory Management and Production Planning, pp. 799–799. Wiley, New York (1979)Google Scholar
  9. 9.
    Holmström, J., Romme, A.G.L.: Guest editorial: five steps towards exploring the future of operations management. Oper. Manage. Res. 5(1–2), 37–42 (2012)CrossRefGoogle Scholar
  10. 10.
    Kruth, J.P., Leu, M.C., Nakagawa, T.: Progress in additive manufacturing and rapid prototyping. CIRP Ann. Manuf. Technol. 47(2), 525–540 (1998)CrossRefGoogle Scholar

Copyright information

© IFIP International Federation for Information Processing 2015

Authors and Affiliations

  1. 1.Department of Industrial Engineering and ManagementAalto UniversityEspooFinland

Personalised recommendations