为了进一步推动工业互联网（Industrial Internet）的应用实践，提出工业互联网概念的主导者通用电气加强了跟传统IT公司的合作。最近通用电气跟惠普公司建立了战略合作关系，主推工业互联网的解决方案。

Recent Advances and Trends of Smart Big Data Analytics, Cyber-Physical Systems and Industry 4.0 for Industry Transformation

智能工业大数据分析，工业4.0及企业竞争转型

Jay Lee（李杰）

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Ohio Eminent Scholar, L.W. Scott Alter chair, and Univ. Distinguished Professor Univ. of Cincinnati

Jay.Lee@uc.edu

Invisible and Unmet Needs in Manufacturing

可见与不可见制造战略

Big Data, Industry 4.0 and Cyber-Physical Systems(CPS)

大数据，工业4.0与虚拟网络实体系统

Predictive Analytics for Smarter Industrial/Manufacturing Systems and Case Studies

工业大数据分析与预测式智能制造及案例

Conclusions and Implications to China

总结与对中国的意义

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制造业是反映一个国家生产能力、国民经济水平和综合国力的基础性、支柱性产业。Internet 和Web 技术的飞速发展，大大加快了产品的设计、制造和服务速度，速度和服务已成为影响制造企业核心竞争力的二大重要因素。 制造业中的设备一旦发生故障和失效问题，将严重影响企业的市场竞争力。其主要表现在以下几点：

 制造企业设备故障的突然发生，不仅会增加企业的维护成本，而且会严重影响企业的生产效率，使企业蒙受巨大损失。据调查，设备的60％的维护费用是由突然的故障停机引起的，即使在技术极为发达的美国，每年也要支付2000 亿美金来对设备进行维护，而设备停机所带来的间接生产损失则更为巨大。

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进口设备的维护问题则更为复杂和困难，而目前所采用的远距离跨国维修FAF（Fly and Fix）的方式既费时又费用昂贵，在大大增加企业运作成本的同时，也严重影响了企业的生产效率。 在“顾客至上”理念普及的今天，制造企业必须为客户提供产品的完整服务解决方案。由于产品出现问题的不可预知性，企业无法预先制定服务和维护计划。为了提高企业的服务效率和服务质量，制造企业必须维持一支规模更为庞大的服务队伍，其日常支出是非常巨大的。

因此，如何合理地制定维护计划，防止设备和产品因故障而失效，已成为制造企业降低运作成本、提高生产效率和市场竞争力的重要手段。而要保持设备和产品的稳定性，现在的制造企业多采用周期性检修的方式，但这种方式同样给企业带来了沉重的经济负担。新的观念是采用智能维护系统，不停地对设备和产品的性能状态进行监测、预测和评估，并按需制定维护计划，以防止它们因故障而失效。

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A Cyber-Physical Systems architecture for Industry 4.0-based manufacturing systems

Jay Lee, Behrad Bagheri ⇑, Hung-An Kao

NSF Industry/University Cooperative Research Center on Intelligent Maintenance Systems (IMS), University of Cincinnati, Cincinnati, OH, United States

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Received 8 October 2014; accepted 2 December 2014

Available online 10 December 2014

Recent advances in manufacturing industry has paved way for a systematical deployment of Cyber-Physical Systems (CPS), within which information from all related perspectives is closely monitored and synchronized between the physical factory floor and the cyber computational space. Moreover, by utilizing advanced information analytics, networked machines will be able to perform more efficiently, collaboratively and resiliently. Such trend is transforming manufacturing industry to the next generation, namely Industry 4.0. At this early development phase, there is an urgent need for a clear definition of CPS. In this paper, a unified 5-level architecture is proposed as a guideline for implementation of CPS.

2014 Society of Manufacturing Engineers (SME). Published by Elsevier Ltd. All rights reserved.

Keywords: Cyber-Physical System; Industry 4.0; Health management and prognostics; Time machine

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The high complexity of manufacturing processes and the continuously growing amount of data lead to excessive demands on the users with respect to process monitoring, data analysis and fault detection. For these reasons, problems and faults are often detected too late, maintenance intervals are chosen too short and optimization potential for higher output and increased energy efficiency is not sufficiently used. A possibility to cope with these challenges is the development of self-learning assistance systems, which identify relevant relationships by observation of complex manufacturing processes so that failures, anomalies and need for optimization are automatically detected. The assistance system developed in the present work accomplishes data acquisition, process monitoring and anomaly detection in industrial and agricultural processes. The assistance system is evaluated in three application cases: Large distillation columns, agricultural harvesting processes and large-scale sorting plants. In this paper, the developed infrastructures for data acquisition in these application cases are described as well as the developed algorithms and initial evaluation results.

Factory of the Future

Beyond the Assembly Line

投资银行高盛公司最近发布了“创新系列报告”，其中有一份报告是《未来工厂》（Factory of the Future），该概念虽然跟欧盟提出的FoF（未来工厂）类似，但都是工业4.0时代对车间和工厂的未来项目概念。

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该报告供工业4.0创新平台内部参考学习。

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Global Manufacturing Outlook

Preparing for battle: Manufacturers get ready transformation:

With disruptive forces of change so pervasive around the world, it would be easy to believe that the manufacturing sector is in the midst of a massive transformation. Dig a little deeper, however, and it quickly becomes apparent that – while the enablers of transformation are all around us – few manufacturers are truly transforming. Instead, most are tweaking and adjusting their business models and operating structures in preparation for the battle they know mustcome. The reality is that a major transformation is coming to the manufacturing sector, led by the forces of technology, innovation and new innovators. As a result, we see the pace of innovation accelerating and new disruptive innovators revolutionizing new product development, manufacturing processes, automation and business models. This, in turn, will drive the need for more agile, transparent and demand-driven supply chains and integrated business planning models. It would seem that many manufacturers are being a bit too cautious given the enormous opportunities and risks that are already emerging in this pre-transformation era. As in years past, perennial priorities around growth, cost and supply chain efficiency are still on everyone’s agenda. But steps to implement ‘next generation’ strategies remain modest.

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We believe that manufacturers will need to make bigger bets on research and development (R&D), with broader, more inclusive innovation models and tech-savvy partners to help them capitalize on breakthrough innovation opportunities. At the same time, manufacturers will need to invest in technology and talent or risk losing the innovation battle.

KPMG International’s Global Manufacturing Outlook GMO) report explores world taking prepare organizations technology-insights take-aways contained within better understand competitive position long-term growth advantage.

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Global Manufacturing Outlook

Performance in the crosshairs

The 2014 Global Manufacturing Outlook: Performance in the crosshairs report examines the continuing evolution of the strategies that manufacturers are deploying to drive value and performance across the enterprise.

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As evidenced in the survey results, explosive developments in technology, material science, advanced manufacturing and synergistic operating models are clearly beginning to redefine `the art of the possible’ and are changing the way manufacturing companies compete and succeed.

Underlying this year’s survey results, we see a powerful theme – `Disruptive Complexity’ – that we believe will be a major force for all manufacturers to reckon with. The challenges of the past five years (largely characterized by global uncertainty, economic volatility, geo-political instability, shifting markets and natural disasters) have resulted in massive changes to the manufacturing landscape and there is every indication that these macroeconomic winds of change will continue to blow. However, these may seem tame compared to the new forces proliferation of data, scientific discovery, robotics, technology and artificial intelligence… just to mention a few. These new and powerful forces will intensify and forever change the dynamics, risks and success factors for global manufacturing companies.

Based upon this year’s survey and our view of the marketplace, there are numerous strategies and tactics that global manufacturing companies intend to deploy to capitalize on market opportunities and stay ahead of their competition, including:

• predictive analytics that monitor evolving customer preferences,

• new OEM/supplier collaborative innovation models,

• 3D printing and new additive manufacturing capabilities,

• technology platforms that support real-time business intelligence, and

• resilient/transparent supply chains that create virtual vertically-integrated manufacturing networks.

The pervasive pressure of an accelerating pace of change is one of many indications that `Disruptive Complexity’ is here to stay. What is also quite clear is that great opportunities await those companies willing to envision and embrace this complex but opportunity-rich environment.

We hope that this year’s global report offers both practical and provocative insights to help organizations evaluate their future strategies for competing and succeeding in this new world order.

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