What are your ideas regarding the construction of intelligent, information-based, and automated factories? What foundation and experience do you currently have?

Thread Content

This post was last edited by 328104062 on 2016-10-15 at 20:55. As the title suggests, in large-scale factories, there is a trend toward fewer workers, larger equipment, higher levels of integration, more sophisticated statistical analysis, an increasing range of management methods, as well as richer tools for control and optimization. In reality, however, we often focus on production costs while ignoring the costs associated with management. It is necessary to decide how to choose among various management methods in order to achieve technological progress that enhances management, improved management that boosts safety, and better safety that increases efficiency. This can only be accomplished by pursuing a path of intelligence, informatization, and automation, by integrating planning, production, sales, technology, management, and project development. I. What does an intelligent and information-driven factory look like in your mind? II. What do you think are the foundations for implementing intelligent management and operations? By what means will it be implemented? III. What risks do you think need to be avoided during implementation? Let me first share my thoughts; please bear with me: First, an intelligent factory relies on 1. Automation in production and data processing: This includes automation of operations (or unmanned operation), automatic generation, collection, and calculation of data, as well as basic analysis (with human assistance), and automation in management (automatic alerts to mobile phones when thresholds are exceeded, and automatic evaluation of whether issued instructions have been fulfilled). This helps to improve efficiency and reduce the amount of manual labor required. 2. Integrated information management: An integrated approach to market analysis, raw material processing planning, production scheduling, operations, and sales. By taking the market into account, it ensures continuous tracking from raw material procurement to production and sales, as well as optimizes both material processing and production scheduling. 3. Remote visualization: Visualization of the site, dynamic visualization of personnel management, and visualization of the transmission of production operation data, thereby providing a basis for remote decision-making and ensuring that production remains under control at all times. 4. Big data sharing: Assisting in decision-making and remote diagnosis, as well as establishing an expert database system. By leveraging past experience and current simulations to provide predictive alerts and assist in decision-making, as well as facilitating the exchange of data (for non-confidential information) with research institutions, design firms, plants using similar processes, and experts, an expert database system is established to enable remote diagnosis of equipment ； Establish a large database of devices to analyze the process by which quantitative changes lead to qualitative changes. II. What are the foundations? By what means will it be implemented? On-site floor foundations: DCS, GS, SIS/CCS, CCTV, AFM, automatic fire and firefighting control systems, oil blending systems; 3D data is provided by the design institute’s PDMS drawings. Management foundation: MES, PRM (AMS), APS, measurement platforms, unit monitoring, online monitoring of pollution emissions, etc. Methods: Unidirectional reading via OPC, creation of dynamic visuals using 3D graphics, analysis, judgment, alerts, and notifications based on the management foundation data; dynamic display of materials, production operations, and personnel through GPRS. III. Risks and difficulties: Risks related to information security, such as viruses. Difficulties: Barriers exist in terms of communication interfaces and data sharing between various systems