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[ 1 ] Jacob, A.; Hillermeier, M. & Lanza, G. (2019), „Fabrikplanung für die additive Fertigung“, wt online, Band 4, S. 278-283.
Abstract:
Additive Manufacturing will change the future of manufacturing. Therefore, it will affect the factory planning process with its new re-quirements. A new concept for the integration of additive manu-facturing in consideration of industry 4.0 in factory planning will be discussed in this paper. Furthermore, specifics of additive manufactu-ring along the VDI 5200 factory planning process will be displayed based on interviews with experts.

[ 2 ] Kuhnle, A. & Lanza, G. (2019), „Investigation of closed-loop supply chains with product refurbishment as integrated location-inventory problem“, Production Engineering, Band 4, S. 293-303. 10.1007/s11740-019-00885-4
Abstract:
Traditionally, the three most important decisions in Supply Chain Management (SCM) are: Facility location, inventory management and distribution decisions. These decisions are often analysed separately in order to reduce the computational complexity of the corresponding planning problems. This typically results in non-optimal decisions, as in reality the different decisions interact with each other. The major focus of this paper is to bridge the gap between location and inventory planning. The resulting problem is known as location-inventory problem and the e-commerce business serves as motivating example. A solution methods (second-order cone programm) is developed which is able to solve large-scale real-world problem instances. The structure of the closed-loop supply chain network is investigated and altogether promising insights are obtained for decision makers in SCM.

[ 3 ] Wößner, W.; Stoll, J. .; Oliveira Flammer, M.; Wurster, P.; Peter, M. & Fleischer, J. (2018), „Intelligent Rotor Assembly Enabling Positive Balancing Concepts for High-Performance Permanent Magnet Rotors“. 2018 8th International Electric Drives Production Conference (EDPC), Hrsg. IEEE, S. 207-212.
Abstract:
The increasing electrification of vehicles poses new challenges to the automotive industry. Especially in highperformance applications, the drive system is designed for high rotational speeds, best dynamic behaviour and optimal power-to-weight ratio. However, most rotor designs for drivetrain application are commonly designed for negative balancing. In that case, balancing discs are used to enable the subtraction of a small amount of mass, thus balancing the rotor. The excessive mass of the balancing discs must cover all production deviations and leads to massive balancing discs with a weight ratio of up to 10 % for the overall rotor system. In order to reduce the weight and the installation space for permanent magnet rotors, this article presents an approach that allows to avoid excessive masses by using a rotor components arrangement with minimized unbalance followed by a positive balancing process. In preliminary investigations, the initial rotor unbalance occurring in a state-of-the-art assembly process was therefore significantly reduced by using an optimized selective assembly. Based on researched state-of-the-art positive balancing concepts, new positive balancing concepts are systematically developed, tested and evaluated for applicability in high-performing motors. It shows that the required balancing quality in high-performance applications (usually
[ 4 ] Hofmann, C.; Stähr, T.; Cohen, S.; Stricker, N.; Haefner, B. & Lanza, G. (2019), „Augmented Go & See: An approach for improved bottleneck identification in production lines“. Procedia Manufacturing , Hrsg. Christoph Herrmann, S. T., S. 148-154.
Abstract:
Bottlenecks in production lines are often shifting and thus hard to identify. They lead to decreased output, longer throughput times and higher work in progress. Go & See is a well-established Lean practice where managers go to the shop floor to see the problems first hand. Mixed reality is a promising technology to improve transparency in complex production environments. Until recently, mixed reality applications have been very demanding in terms of computing power requiring high performance hardware. This paper presents an approach for real-time KPI visualization using mixed reality for bottleneck identification in production lines relying on the bring-your-own device principle. The developed application uses image recognition to identify work stations and visualizes cycle times and work in progress in augmented reality. With this additional information, it is possible to discern different root causes for bottlenecks, for example systematically higher or varying cycle times due to breakdowns. This solution can be classified according to the acatech industry 4.0 maturity model as a level 3 - transparency - application. It could be shown that the identification of bottlenecks and underlying reasons has been improved compared to standard Go & See.

[ 5 ] Helming, S.; Ungermann, F.; Hierath, N.; Stricker, N. & Lanza, G. (2019), „Development of a training concept for leadership 4.0 in production environments“, Procedia Manufacturing, S. 38-44. https://doi.org/10.1016/j.promfg.2019.03.007
Abstract:
Industry 4.0 and the associated technological change result in far-reaching modifications not only having an impact on a company’s organization, but also on the people within it. Managers thereby play a crucial role as they form one major component of a successful change process. Hence, the presented Leadership 4.0 training concept was developed in order to further qualify and sensitize managers for new forms of leadership in the era of Industry 4.0. The training module allows production managers to understand how leadership changes through Industry 4.0 and which specific aspects should be taken into consideration, especially with respect to employee management. In contrast to existing leadership trainings, the presented training especially focuses on production environments and is therefore primarily carried out within the wbk Learning Factory on Global Production. This way, changes resulting from digitization and Industry 4.0 can be vividly experienced and transferred to the managers’ day-to-day work.