Sustainable Manufacturing Systems RD Program Third Edition Jan 2010

2020 Sustainable Manufacturing Systems Capable of Producing Innovative Environmentally Friendly and Safe Products
Third Edition January 2010
R&D program proposal to secure competitive vehicle and powertrain production in Sweden
Swedish Automotive Manufacturing R&D Cluster Swedish Automotive Industry Needs of Manufacturing R&D 2010-2020 Continuity and change requirements for global competitiveness
Anders Carlsson, Volvo Cars Sven Hjelm, Bjrn Holmgren, Scania Lennart Malmskld, Saab Automobile Magnus Granstrm, Johan Svenningstorp, AB Volvo Anna Wik, FKG
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Table of contents
Page
Sammanfattning ________________________________________________ 4 Executive Summary ______________________________________________ 6 1. Introduction __________________________________________________ 8 2. The Swedish Automotive Manufacturing R&D Cluster __________________ 9 3. Needs of Automotive Manufacturing R&D 2010-2020 _________________ 11
3.1 Vision, overall needs and goals ______________________________________ 11 3.2 Component Manufacture____________________________________________ 3.2.1 Manufacturing systems for components in future powertrains ___________________ 3.2.2 Environmentally adapted manufacturing processes____________________________ 3.2.3 Realistic verification of manufacturing processes______________________________ 3.2.4 Manufacturing of lightweight, strong and energy efficient components ____________ 3.2.5 Development of competitive production lines with the right level of flexibility, capacity and capability. _____________________________________________________________ 3.2.6 Quality control preparation and non-destructive measurement online _____________ 13 14 15 16 18 19 20
3.3 Body & Cab ______________________________________________________ 21 3.3.1 New advanced lightweight and very thin conventional sheet materials ____________ 22 3.3.2 New cost and lead time efficient die manufacturing concepts ____________________ 22 3.3.3 New forming and joining methods _________________________________________ 23 3.3.4 New, alternative or improved equipment for forming, joining and quality assurance __ 23 3.3.5 Forming and joining simulations with improved prediction accuracy_______________ 24 3.3.6 2020 Sustainable press shop and body shop for manufacturing of innovative bodies and cabs _____________________________________________________________________ 24 3.4 Surface Treatment & Paint __________________________________________ 24 3.4.1 Future process material for the next generation surface treatment of vehicles with new combined material __________________________________________________________ 25 3.4.2 Process enhancements for reduced environmental impact ______________________ 26 3.4.3 The Virtual Paint Shop __________________________________________________ 26 3.4.4 Surface Treatment Application Center ______________________________________ 27 3.5 Assembly _______________________________________________________ 3.5.1 Support of innovative product developments ________________________________ 3.5.2 Process development / automation ________________________________________ 3.5.3 People in production____________________________________________________ 3.5.4 Visualization __________________________________________________________ 3.6 Geometry and Quality ______________________________________________ 3.6.1 Definition of demands regarding geometrical qualities _________________________ 3.6.2 Methods of working for a geometry assured process___________________________ 3.6.3 Cost models for quality deficiencies ________________________________________ 3.6.4 Improved verification techniques __________________________________________ 3.7 Automation of production systems, robotics and control systems ____________ 3.7.1 Efficient use of energy and media in production systems _______________________ 3.7.2 Automated production systems adapted for future requirements _________________ 3.7.3 Shorter lead times for development, installation and start-up of automatic production systems __________________________________________________________________ 3.7.4 Intelligent automation systems ___________________________________________ 3.7.5 Methods for life cycle and durability studies _________________________________ 3.8 Logistics & Material Handling/Planning ________________________________ 3.8.1 Materials supply systems ________________________________________________ 3.8.2 Materials handling operations, components and packaging systems_______________ 3.8.3 Manufacturing planning and control ________________________________________ 28 28 29 30 30 31 31 32 32 32 33 33 33 34 35 35 36 36 37 38
3.9 Production Management ____________________________________________ 40 3.9.1 Production System Development a learning challenge ________________________ 41 3.9.2 Green Lean ___________________________________________________________ 42
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3.10 Virtual Engineering and Manufacturing Data Management. ________________ 3.10.1 Management of production related data ___________________________________ 3.10.2 Multidisciplinary change management _____________________________________ 3.10.3 Improved utilization of Virtual Manufacturing Engineering tools _________________ 3.10.4 Simulation of production system _________________________________________
42 44 45 45 46
3.11 Education ______________________________________________________ 46 3.11.1 Competence and education matrix________________________________________ 47
4. Identified competencies within universities and institutes and global competitiveness ________________________________________________ 48
4.1 General remarks __________________________________________________ 48 4.2 Component Manufacture____________________________________________ 49 4.3 Body & Cab ______________________________________________________ 50 4.4 Surface Treatment & Paint __________________________________________ 51 4.5 Assembly _______________________________________________________ 51 4.6 Logistics & Material Handling/Planning ________________________________ 52 4.7 Production Management ____________________________________________ 52 4.8 Virtual Manufacturing Engineering and MDM ____________________________ 53
5. Continuity and change requirements for global competitiveness _______ 54 6. References __________________________________________________ 56 Appendix 1 Cluster members ____________________________________ 58
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Sammanfattning
Trots sina tidigare framgngar, gr svensk fordonsindustri stora utmaningar till mtes under de kommande 10-20 ren. De frmsta drivkrafterna bakom de kommande frndringarna r marknadsrelaterade, strukturella/ekonomiska, lagkravsbaserade samt teknologiska . Det kande antalet modeller och varianter och den allt kortare produktlivscykeln har en stor inverkan p investeringskostnaderna och kostnaden per tillverkat/slt fordon. Nya drivlinor kommer att ka antalet komponenter och varianter ytterligare. Fr att bibehlla konkurrenskraften (m a p kostnadsniv) mste fordonsfretagen frbereda sig s att de i framtiden kan producera bde fordon som drivs konventionellt och fordon med alternativa drivlinor i samma produktionssystem. Underleverantrer str fr ca 60-75% av vrdet av ett nytt fordon. Ett gott samarbete (inte minst inom forskning och utveckling) mellan fordonsfretagen och underleverantrerna r av avgrande betydelse fr vr gemensamma konkurrensfrmga. Samarbete inom produktionsteknisk forskning och utveckling (FoU) och offentlig finansiering av samarbetsprojekt inom produktionsteknisk FoU r av stor betydelse, nr det gller att strka och vidareutveckla svensk fordonsindustris globala konkurrenskraft. Svensk fordonsindustri har drfr bildat ett kluster fr samverkan inom produktionsteknisk FoU. Detta kluster bestr i sin tur av 10 delkluster enligt Fig. 1.
Swedish Automotive Manufacturing R&D Cluster

Strategy Governance Board
Operative Management Group
Component Manufacture
Body & Cab Manufacture
Surface Treatment & Paint
Assembly
Geometry & Quality
Automation of Production Lines, Robotics & Control Systems
Logistics & Materials Handling
Virtual Engineering & MDM
Production Management
Education
Fig. 1. Svensk fordonsindustri har skapat ett kluster fr samverkan inom produktionsteknisk FoU. Detta kluster, som leds av en styrgrupp och en operativ ledningsgrupp, bestr av 10 delkluster.
Vr vision r att utforska, finna, specificera och skapa frutsttningarna fr utformandet av 2020 rs hllbara tillverkningssystem som r kapabla att producera innovativa miljvnliga och skra produkter Att skapa och producera innovativa miljvnliga och skra produkter r av grundlggande betydelse, nr det gller att behlla och strka konkurrenskraften. Samtidigt mste tillverkningssystemen kunna producera dessa innovativa produkter till en rimlig kostnad, med hg kvalitet och med korta Order-to-Delivery-tider.
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Vra ml r att vsentligt bidra till att reducera utslppen av fossilt CO2 och vriga emissioner frn skra vgfordon och arbetsmaskiner genom att skapa frutsttningarna fr tillverkning av innovativa miljvnliga och skra produkter. reducera alla frluster vid tillverkningsberedning och markant reducera tillverkningsprocessernas miljpverkan. Detta bland annat (hdanefter bl. a.) genom en kraftigt kad anvndning av virtuella verktyg fr t. ex. snabba och noggranna konsekvensstudier och tillverkningsoptimeringar. Uppfyllandet av ovan nmnda ml anses strka och vidareutveckla svensk fordonsindustris konkurrenskraft. Freliggande FoU-program frvntas vsentligt bidra till att uppn fljande Produktrelaterade ml 2010-2015: uppfyllandet av produktkraven m a p lgre vikt och kad passiv skerhet som i sin tur krver nya eller frbttrade material och tillverkningsprocesser, en snabbt kad anvndning av verktyg fr virtuell tillverkningsberedning i syfte att utfra snabba och noggranna konsekvens- och optimeringsstudier, kad tillverkningsflexibilitet och framtagning av seriestorleksanpassade tillverkningslsningar i syfte att markant ka tillverkningsprocessernas och -systemens hllbarhet. tillverkning av fordon med konventionella och nya drivlinor i samma produktionssystem. Vidare frvntas programmet vsentligt bidra till att uppn fljande ml inom Tillverkningsberedning och Produktion: 40% hgre produktivitet i tillverkningsberedning (bl. a. med hjlp av virtuella beredningsverktyg). 30% hgre produktivitet i produktionsprocesserna. 30% mindre miljpverkan i tillverkningsprocesserna. Den svenska fordonsindustrin agerar p en konkurrensutsatt global marknad. Det r drfr av stor vikt att dess svenska FoU-partners ocks r kapabla att konkurrera p samma globala marknad. Fr att skra en mer effektiv anvndning av vra gemensamma resurser pgr en kontinuerlig en dialog med universitet och hgskolor (speciellt Produktionsakademin) och institut. Syftet med denna dialog r att tillsammans bestmma hur vi gemensamt br bygga upp "kritiska massor", undvika dupliceringar, strka och vidareutveckla existerande kompetenser fr att strka universitets, hgskolors och instituts globala konkurrensfrmga inom produktionsteknisk FoU.
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Executive Summary
In spite of its successes, the Swedish automotive industry faces great challenges during the coming 10-20 years. The major drivers for change are market related, structural/economic, regulatory and technological. The increasing number of models and variants and the shortening product life cycles impose a large impact on the investments costs and cost per manufactured/sold car or vehicle. New powertrains will increase the number of components and variants. To be competitive (with respect to costs) it is imperative that necessary preparations are made so that the industry is capable of producing both conventional and different types of new powertrains in the same production system. With an average of 60-75% of the value of a new vehicle being contributed by suppliers, the relationship (not least a R&D collaboration) between the vehicle manufacturers and their supply chain is critical for competitive survival. Collaborative Manufacturing R&D and public funding of collaborative Manufacturing R&D are of great significance to strengthen and develop the global competitiveness of Swedish automotive manufacturing. Increased R&D collaboration is required both within the industry and between the industry and universities and institutes. The Swedish automotive manufacturers have therefore created a Manufacturing R&D Cluster, Fig. 1.

Assembly
Geometry & Quality
Education
Fig. 1. The Swedish Automotive Manufacturing R&D Cluster is led by a Strategy Governance Board and an Operative Management Group.
Our vision is to explore, find, specify and create the pre-requisites for establishment of 2020 Sustainable Manufacturing Systems Capable of Producing Innovative Environmentally Friendly and Safe Products. Creation of innovative Environmentally Friendly and Safe products is essential to preserved and strengthened competitiveness. At the same time, the manufacturing
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systems must be able to produce these innovative products at reasonable costs, with high quality and shorter order to delivery time. Our targets are to significantly contribute to the reduction of emissions of fossil CO2 and other emissions from safe vehicles and construction equipment by creating the pre-requisites for manufacturing of innovative environmentally friendly and safe products, all losses in Manufacturing Engineering and significantly decrease the environmental impact of the manufacturing processes. A strongly increased use of virtual tools for rapid and accurate consequence studies and manufacturing optimizations is held to be of great importance in this context. Achievement of the above-mentioned targets is believed to strengthen and further develop the competitiveness of the Swedish automotive industry. The present R&D program is expected to significantly contribute to achievement of the following product related targets in coming decade: Fulfillment of the product demands such as lower weight and increased passive safety which require new or improved materials and manufacturing processes. A rapid increase in use of tools for Virtual Manufacturing Engineering to conduct rapid and accurate consequence and optimization studies. Increased manufacturing flexibility and creation of volume size dependent manufacturing solutions to significantly increase the sustainability of the manufacturing processes and systems. Manufacturing of vehicles with conventional powertrains and vehicles with new types of powertrains in the same production system. To ensure more efficient use of resources, we have a continuous dialogue with the universities, particularly with the Swedish Production Academy and institutes. The purpose of this dialog is to decide how we jointly should proceed to build up a critical mass, avoid duplication, and strengthen and further develop the existing competencies to increase the global competitiveness of the universities and institutes within Manufacturing R&D.
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1. Introduction
The Swedish automotive industry (Volvo Cars, Scania, AB Volvo, Saab Automobile and their Swedish suppliers) employs more than 100 000 people Each job in manufacturing is, on average, linked to two to three jobs in manufacturing related services, Totally, every tenth Swede earns her/his income from motorism, [1, 2, 3]. The Swedish export of passenger cars, trucks, buses and components/spare parts was worth an all time high 160 billion SEK during 2007/2008. This amounted to almost 15% of Sweden's commodity export. [4] In spite of its successes, the Swedish automotive industry faces great challenges during the coming 10-20 years. The major drivers for change are challenges regarding environmental footprint, global competition and regulatory issues. The increasing number of models and variants and the shortening product life cycles impose a large impact on the investment costs and cost per manufactured/sold vehicle. Competition has increased with the globalization of the industry. The sector is challenged by manufacturers in other European countries, US and Japan, with South Korea, China, India and others not far behind. In their initial development phase, each of these Asian countries has been or is able to compete on price, at least temporarily. [5, partially]. Cost also increases as a result of multiple emergent technologies, requiring management, engineering input and investments in product and manufacturing development. These includes hybrids, fuel cells, latest generation of petrol and diesel, aluminium and carbon fibre structures, new powertrains and transmissions, electronics in vehicles, intelligent vehicles and highways, pedestrian protection, etc. [5, partially]. With an average of 60-75% of the value of a new vehicle being contributed by suppliers, the relationship (not least a R&D collaboration) between the vehicle manufacturers and their supply chain is critical for competitive survival, [5, partially]. Globalization, particularly international trade, has been the single most important component behind the Swedish economic growth during the past 150 years. Globalization constitutes a fantastic opportunity for progress in Sweden and the rest of the world, [6]. However, it puts demands on different actors, among them the parties involved in automotive manufacturing R&D in Sweden. An efficient use of national R&D resources requires an efficient collaboration and role distribution between industry, academia and public financiers. The purposes of this report are to describe the vision for the Swedish automotive manufacturing R&D, the Swedish automotive industry needs of manufacturing R&D 2010-2020 on a programmatic level, ideas for the national manufacturing R&D structure, and thereby contribute to remedy the industry-related deficiency mentioned above.
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2. The Swedish Automotive Manufacturing R&D Cluster

The Swedish automotive industry has created 10 clusters 4 clusters working with the issues that concern the sequential automotive manufacturing process and 6 clusters dealing with the transverse issues affecting all manufacturing sub-processes. See Table 1.
Table 1. The Manufacturing R&D Needs Identification is conducted within these clusters.
Transverse processes affecting all main manufacturing processes
Sequential main automotive manufacturing processes
Geometry & Quality
Education
Assembly
Each cluster comprises representatives from the automotive companies (incl. FKG), with one of these representatives acting as cluster leader. These clusters are continuously reviewing the research needs in each specific area. The programmatic needs described in the present report are based on the work conducted by these clusters. Sweden's R&D resources are relatively limited. It is important that these scarce resources are used efficiently. The Swedish Automotive Manufacturing R&D Cluster has therefore an ongoing dialogue with the academic partners to jointly find a way forward to maximize the efficiency of the national R&D structure. Each cluster also has, in addition to the industrial leader, a coordinator coming from a university or institute These clusters are in turn sub-clusters to the Swedish Automotive Manufacturing R&D Cluster displayed in Fig. 2 which, in turn, is led by a Strategy Governance Board and an Operative Management Group comprising representatives of the automotive industry (including FKG).
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Assembly
Geometry & Quality
Education
Fig. 2. The Swedish Automotive Manufacturing R&D Cluster is led by a Strategy Governance Board and an Operative Management Group.
We welcome all manufacturing-related initiatives aiming at strengthening and developing this competitiveness (and see the establishment of the Swedish Automotive Manufacturing R&D Cluster as such an initiative) and are open for co-operation with these initiatives. We also welcome other companies to work together with the automotive companies.
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3. Needs of Automotive Manufacturing R&D 2010-2020

3.1 Vision, overall needs and goals
Our vision is to explore, find, specify and create the pre-requisites for establishment of "2020 Sustainable Manufacturing Systems Capable of Producing Innovative Environmentally Friendly and Safe Products". Creation of innovative Environmentally Friendly and Safe products is essential to preserve and strengthen competitiveness. At the same time, the manufacturing systems must be able to produce these innovative products at reasonable costs, with high quality and shorter Order to Delivery Time. From today's perspective, and considering the current development, three major areas are identified as most significant for creation of innovative products: Introduction of new advanced materials both on the market and in the automotive manufacturing processes. Rapid increase in development of virtual tools and application of virtual engineering, particularly virtual manufacturing engineering. Development of new powertrains in the automotive sector. It is assumed that in 2020 the manufacturing system will have to be able to deal with a mixture of different models and powertrains, Fig. 3. This implies that the number of product variants is expected to increase dramatically. This might also mean that the series sizes will decrease significantly.
Presumptions for Swedish Automotive Manufacturing
New Power Trains: Hybrid/PlugHybrid/Plug-in/Fuel cell Conventional Conventional Power Power Trains: Trains: Fossil Fossil Fuels/Bio Fuels/Bio Fuels Fuels
2010 2015 2020
Fig. 3. It is held the automotive manufacturing systems in 2020 must be able to deal with a mixture of different models and powertrains.
Excellence is Automotive Manufacturing requires: Excellence in required competence areas. Verified products and processes (virtual and physical). Discipline in product creation process. Rapid flawless launches/introductions.
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Ability to make several product models including variants with alternative powertrains (includes also bodies and cabs for new powertrains) in the same production system or in the same so-called line. High availability (24 hours, 6 days per week). High quality. High productivity. Reasonable manufacturing costs. Shorter order to delivery time. Mass customization.
Our targets are to significantly contribute to the reduction of emissions of fossil CO2 and other emissions from safe vehicles and construction equipment by creating the pre-requisites for manufacturing of innovative environmentally friendly and safe products, all losses in Manufacturing Engineering and significantly decrease the environmental impact of the manufacturing processes. A strongly increased use of virtual tools for rapid and accurate consequence studies and manufacturing optimizations is held to be of great importance in this context. Achievement of the above-mentioned targets is believed to strengthen and further develop the competitiveness of the Swedish automotive industry. The present R&D program is expected to significantly contribute to achievement of the following Product related targets 2010-2020: Fulfillment of the product demands such as lower weight and increased passive safety which require new or improved materials and manufacturing processes. A rapid increase in use of tools for Virtual Manufacturing Engineering to conduct rapid and accurate consequence and optimization studies. Increased manufacturing flexibility and creation of volume size dependent manufacturing solutions to significantly increase the sustainability of the manufacturing processes and systems. Manufacturing of vehicles with conventional powertrains and vehicles with new environmentally friendly powertrains in the same production system. The present R&D program is, furthermore, expected to significantly contribute to achievement of the following Manufacturing Engineering and Production related targets: 40% higher productivity in Manufacturing Engineering (by, for instance, extensive use of virtual tools) 30% productivity increase in the production processes. 30% lower environmental impact in the manufacturing processes. The R&D needs specified in the following sections are identified in accordance with the product and manufacturing attributes used as new products and processes are designed and introduced, Fig. 4. Manufacturing R&D within these areas will contribute to achievement of the product and manufacturing related targets mentioned above. In the following sections, the cluster specific needs and goals are defined.
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Product and Manufacturing Attributes

Manufacturing
Product
Attributes
Innovative Environmental Safety Quality Convenience Driving Experience Attractive Design/Styling Lead Time efficient
Attributes
Innovative Environmental Safe, healthy, motivating Flexible (variant, volume) ChangeChange-over efficient Capable/Quality Lead time efficient Cost efficient/Productive Robust/Reliable
Fig. 4. The needs are specified based on the products and manufacturing attributes commonly used at OEMs .
3.2 Component Manufacture

This area is dependent upon the following technology areas: Feature based component design for robust and productive manufacturing processes. Material development, including manufacturing of new high performance and environmentally sound materials. Process planning to be able to select the optimal production method and equipment. Operations planning as NC, Industrial Robots and CMM-programming, education and preparation of work instructions. Design and manufacturing of tools for machining, clamping and quality control. Simulation, evaluation and optimization of processes. Shaping processes as casting, forging and sintering. Machining processes as turning, milling, drilling, reaming and boring. Surface and heat treatment processes such as case and induction hardening, plasma and ion spraying, grinding, honing, polishing and shot-peening. Process liquids at the workshop as cutting, cooling and cleaning fluids. Measuring technology and metrology for dimensions, shapes, surfaces and material properties. Handling of tools, pallets and components in the production system.
Targets for the proposed R&D areas described below: New manufacturing methods and processes to support design and manufacturing of new products and materials Reduced environmental impact in the manufacturing process
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Shorter lead-time in the introduction of new products and shorter ramp-up time Competitive manufacturing in a global perspective with higher efficiency and productivity. Manufacturing systems with ability to handle an increased number of variants and new types of products in a rational way Competence development: There is a need for education programs in industry and technical schools at all levels related to the new technologies. Every project should consider the need of education and technology transfer materials. This will be done in collaboration with the education cluster.
The following programmatic needs are identified:
3.2.1 Manufacturing systems for components in future powertrains

Attributes: Innovative, Environmental, Safe, Healthy, Flexible, Capable, Cost efficient/Productive, Robust/Reliable Description: We urgently need to increase the R&D-efforts to develop manufacturing systems for components in future power trains. Identified R&D areas are: 1) New Products require new components: Component manufacturers need to develop new manufacturing systems to be able to produce new components for: Low weight, high speed electrical engines New batteries with better performance High performance transmissions. Downsized combustion engines optimized for hybrid and multi fuel power trains Components for Hybrid Power Trains
2) Component manufacturing systems capacity and capability: There will probably be a lack of necessary components on the market. Future suppliers must be identified and encouraged to develop appropriate knowledge and resources many years before actual use to be able develop and manufacture the demanded components. We need to identify the strategic components in Hybrid Power Trains that could be suitable for manufacturing in Sweden. 3) Rapid and complex change over: What problems will arise when trying to produce electric engines in a factory built for combustion engines? Main Power Train manufacturing concepts need to be replaced by something completely different. This may result in huge economic wastes due to shortened life time of the investments. The risk for investments in wrong technologies will increase. We need to increase the flexibility and rapid change in the factories by using more universal solutions. As this program focuses on the period 2010-2020, there should be a clear focus on new generations of combustions engines with less consumption of renewable fuels and electrified and hybrid vehicles. In the decade following is the challenge to design and build fuel cell and hydrogen vehicles. Issues and small separate projects regarding this next technology shift could, to some extent, be included in the program. Measurable goals/wanted effects:
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Swedish automotive manufactures should be well prepared to fulfill the demands from climate, climate regulations, increased oil prices and customers in a competitive way. Swedish suppliers of components shall be well positioned to meet the new demands from the automotive industry. Sweden should be judged as one of the world leaders in electrified and hybrid vehicle design and manufacturing.
3.2.2 Environmentally adapted manufacturing processes

Attributes: Safe, Energy Efficiency, Environmental, Cost efficient/Productive, Robust/Reliable Description: One of the key aspects in future component manufacturing is the implementation of improved technologies that minimize the impact on environment and health inside and outside the factory. This area covers the following areas of component realization: casting, forging, surface and heat treatment and machining. Concerning machining, one example is the use of processing liquids (cutting fluids, cleaning, etc) in component manufacturing. We need new processing liquids with decreased impact on environment and health and implementation of dry machining or minimum quantity lubrication for cutting operations where applicable. Environmental aspects of chemicals used in connection to heat treatment are also of importance. Chemicals used are detergents, process gases and quenchants. Use of chemicals needs to be minimized, and environmentally sound alternatives are needed in many cases. Improved handling and treatment of residues from both the machining of components as well as casting is important. Identified R&D areas are: 1. Implementation of environmentally adapted machining/grinding by use of new cutting fluids and minimum quantity or dry lubrication for specific operations. Of particular importance is to have appropriate and standardized methods for assessment and verification of the performance of such liquids including machinability, health aspects, system aspects and environmental/health impact. 2. Environmentally sound and sustainable quenchants in heat treatment. Alternatives to mineral oils, which are normally used today together with polymer quenchants. Process stability, environmental impact and quality assurance of quenching media. 3. Development of improved handling of waste and rest materials. 4. Realization of energy efficiency in manufacturing processes. One topic is to reduce the amount of energy in idle machines. An important issue is to regain the energy used for melting and heating of the material. In heat treatment processes and actions to minimize energy consumption by reuse of surplus energy from one process for use in another is of interest. 5. The interactions between manufacturing processes like the influence of cutting liquids residuals on heat treated surfaces. Influence of contaminated surfaces and
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actions to avoid soft spots, rework and scrap needs to be investigated and developed. Cleanliness requirements need to be further developed. 6. Simulation and evaluation of the overall life cycle assessment (LCA) of manufacturing process chains from an environmental perspective. Measurable goals / Wanted effects: Manufacturing processes with minimal environmental impact. Methods and tools for life cycle assessment (LCA). Decreased costs for maintaining and using processing liquids. Better knowledge regarding interaction between different process steps. Practical experimental techniques for fast and predictable assessment of fluids. Reduced energy consumption. Reduced scrap runs.
3.2.3 Realistic verification of manufacturing processes

Attributes: Capable, Cost efficient/Productive, Robust/Reliable Description: New materials are enablers to further develop Power trains with less environmental impact. Component manufacturing might in the future be the bottleneck in the lead time of introducing new products since product development is faster. The shortened lead-times for new projects, in combination with new material and designs for Power train components will increase the need of methods and tools for virtual verification of manufacturing processes. This will lead to secured quality at start of production. The core of virtual verification and manufacturing processes are realistic material models, numerical- and process-knowledge. The research program will suggest and evaluate suitable material models for the materials that will be prioritized. Identified R&D areas are: The main challenges for material models are: 1) Experimental methods for appropriate validation of material models. 2) Better physical ground for material models used in commercial software. 3) Integration of different approaches for materials modeling to deal with real industrial problems. 4) Use and adaptation of existing tools and software for application to real engineering problems. The main challenges for all virtual manufacturing processes to be introduced in an industrial environment are: 1) Numerical tools to solve proposed models for the different processes 2) Models describing the physical behaviour during processing 3) Post-processing tools to retrieve usable knowledge from the models 4) Process chain analysis capability 5) The lead time for the analysis work must short enough.
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Application areas for manufacturing process verification 1. Casting Material Pouring Residual stresses after casting (also input to virtual verification of machining process) Porosity, shrinkage Mechanical properties like strength, hardness, etc. Energy consumption 2. Machining process (Chip removal) Material properties of work piece (including influence from the process of the work piece blank by casting or forging) and cutting material Interaction between work piece and cutting edge and the impact on surface integrity. Forces from tools and clamping forces from fixture Stability of machine Energy consumption 3. Induction hardening Material properties of work piece (including influence from the forged part as well from the rough machining Hardening depth Residual stresses and form deviation of the part during / after process Crack prevention Energy consumption 4. Case hardening, nitriding and nitro carburizing Material Furnace atmosphere Hardening depth (case depth) Residual stresses and form deviation of the part during / after process Crack prevention Energy consumption Measurable goals / Wanted effects: Reduce lead time for introduction of new materials/ products / processes and less environmental impact Reduce time to ramp up to full capacity from start of production by virtually verified critical processes. Robust manufacturing and secured quality when introducing new materials/ products / processes Increased productivity by reduced production cost Create world-class research in the strategic area of virtual verification of manufacturing processes in Sweden
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3.2.4 Manufacturing of lightweight, strong and energy efficient components

Attributes: Capable, Environmental, Cost efficient/Productive, Robust/Reliable Description: The components must be optimized regarding the ratio strength/weight to improve energy efficiency and performance. New improved materials and processes have a potential for more weight efficient components. In most cases the manufacturing process gives restrictions (or possibilities) on design and product properties. We need improved product designs and manufacturing methods in order to be able to produce weight efficient components. In certain cases, the solution to lightweight and efficient components is through combination of different materials into one structure. Identified R&D areas are: Forging topics 1) Improved design and optimization of blanks and forging tools for better product performance. 2) Controlled gradients of properties. 3) Near-net shape forming in order to minimize subsequent cutting. 4) Zero-defect strategy to reduce scrap. 5) Minimized consumption of material and energy. 6) Controlled surface performance by shot-peening for improved durability. 7) Influence of micro and macro segregations and material flow directions on shape accuracy and performance Heat Treatment topics 1) Influence of heating and cooling on distortion. 2) Optimized surface characteristics and performance. 3) Influence of straightening techniques on fatigue properties. 4) Control of mechanical properties after heat treatment. 5) Optimization of residual stresses in order to optimize product performance. 6) Combination of processes for improved component performance, e.g. induction hardening/ double shot-peening or nitriding/nitro carburizing/induction hardening. 7) Influence of surface contamination, e.g. cutting fluids, on process stability, product quality and performance for chemical heat treatment processes. Cutting topics 1) Fundamentals of functional surface design via metal cutting. 2) Hard machining. 3) Grinding with high material removal rates to replace turning. 4) Cutting strategies for near-net-shape manufacturing in order to secure correct surface integrity. 5) Machining of combined materials. Present tooling is basically developed and optimized for cutting conditions with only one type of work piece material. The primary objective is to create a system that optimizes the concept for the machining of combined materials. Correlation between microstructure and cutting behavior of difficult-to-cut materials. 6) Coatings for Cutting Tools. Relation between tool substrate and coating. Tool life, Wear mechanisms and Surface integrity. Hard machining with focus on milling. 7) Environmentally friendly cutting techniques e.g. dry cutting and minimum quantity lubrication (MQL).
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8) Methods for minimizing burrs and methods for efficient deburring. Surface integrity topics 1) By reducing the topography of functional surfaces we can obtain rather impressive improvements of the power that can be transmitted by the components. 2) Decreased surface structure and form variation in component finishing: honing, grinding and polishing of e.g. gears, cylinder liners, cams, followers and bearings. 3) Decreased friction and wear in automotive components by tailor-made engineered surfaces. Abrasive- and "non-conventional" finishing processes as well as component coating technology. 4) In process metrology of surface integrity factors: surface structure, form, residual stresses, and hardness. New advanced materials 1) Casting and machining of CGI (tailoring of material and casting process, process optimization with reference to component-like test object and real part machining, in-depth studies of microstructure-machining-simulation, environmentally adapted machining). 2) Machining of high strength steel and other advanced alloys (structuremachining-simulation incl. deformation behavior of tough/hard materials). Machining of case-hardened steel, nodular iron, heat resistant alloys and lightweight alloys, e.g. Aluminium, Magnesium and ADI regarding demand specifications, simulation model for education, increased machinability and general knowledge development. Combinations of different materials in joint structures and components is special challenge for machining optimization. This area is expected to increase in importance in future. Measurable goals/Wanted effects: Reduced weight Reduced energy losses in powertrains Reduced energy consumption in manufacturing Availability of environmental manufacturing alternatives Weight effective product performance Improved process stability/-capability by robust manufacturing Increased productivity Decreased production costs
3.2.5 Development of competitive production lines with the right level of flexibility, capacity and capability.
Attributes: Capable, Flexible, Cost efficient/Productive, Robust/Reliable Description: With shorter life cycles and fluctuating product volumes, component realization processes need to quickly adapt their capacity and capability to changes in product and volume, while balancing cost and time to market. Thus production design requires a methodology
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that supports a reasonably fast and still reliable development process of manufacturing systems with the right capability, capacity and flexibility. Identified R&D areas are: Two main keys in such methodology are standardized work procedures and digital tools: Standardized work procedures clearly visualize what is required when developing new flexible factories, reconfiguring existing facilities and deploying dynamic resource allocation: 1) Work processes contain instructions and support for factory design and production investments. 2) Specific check lists and routines for achieving flexibility, such as process planning of spare parts and plans for fast changes between tools Digital methods and tools make it easy to quickly test and verify alternatives: 1) A digital factory model infrastructure specifically to support the system development. With such an infrastructure based on neutral formats, the reuse, and communication and sharing of models and data from different sources would be optimized. 2) Method for simulation and process planning to analyze and compare alternate solutions with respect to the capacity and degree of flexibility of the production system. 3) Methods for reconfiguring manufacturing systems. 4) Digital verification resources. based on realistic models of the production
5) Web-based manuals that support education as well as sharp projects. Measurable goals / Wanted effects: Lead-time for process planning reduced by 20-40% Time for trimming during installation of new system decreased by 50% Scrap reduction by 15-30% Lead time to purchase and install new machinery reduced by 30%. The number of unplanned disturbances reduced by 50%. Ramp up time of new system after installation decreased by 30-40% Total investment cost reduced by 20% Increased total productivity by 5% by optimization.
3.2.6 Quality control preparation and non-destructive measurement online

Attributes: Capable, Robust/Reliable Description: The quality checks for complex power train components are mainly done outside the process. The consequence is high costs for measuring combined and a significant risk for quality losses due to the long response time. We need to develop better inline measurement systems for component manufacturing.
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The purpose of the area is to develop knowledge and methods for measurement of critical process parameters inline. Examples of parameters: Grinding burns cracks, blisters and surface quality in general. Geometric tolerances (Distances, diameters, radius, roundness, straightness) Hardness, residual stresses Layer thickness and cleanliness Microstructure, retained austenite and distortions
As a step after inline quality control the target is to develop full process control. This means that we should control the process to meet the critical to quality features instead of measuring them after the process. Inline process control will introduced for processes where the risks for quality losses are most critical like grinding of shafts and gears: Identified R&D areas are: 1) Development of quick response measuring techniques in the area where the speed of the inline control station must pace with the process cycle time. 2) Non-destructive measuring techniques and sensors with robustness to withstand contamination from chips, cutting fluid, oil.. 3) Deeper understanding of the applicability of techniques like eddy current, micro magnetic barkhausen, ultrasonic, X-ray and fluorescent methods. 4) Optical inspection methods (surface reflection) need to be scrutinized thoroughly as they may provide a cost-effective alternative to other testing methods. 5) Develop more precise knowledge of the correlation between the process parameters and the feature that should be controlled 6) Development of sensors / measuring equipment to be able to measure and control processes online. Measurable goals / Wanted effects Reduce production cost through decreased manual measuring Reduced quality loss cost through improved process stability/capability Reduced process-time Increased quality through possibility to control the process to the optimum level.
3.3 Body & Cab

This area is dependent upon the following technology/competence areas: Virtual Manufacturing Engineering Materials Technology (including formability, joinability studies) Stamping Dies Manufacture: Selection of die materials, surface hardening and treatment, casting, machining, tryout and repair welding Forming (new forming methods, e. g. 3D Roll forming, Electromagnetic Forming or Hot Forming)) Joining (new joining methods, e. g. roll hemming or existing methods in combination with for instant new cast components) Forming simulations including robustness studies Joining simulations including robustness studies Geometry/Quality: virtual pre-matching, improved measurement methods, in-line measurements MP&L: Alternative packing, foldable re-useable racks, RFID, alternative materials handling
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Industrial IT: machine control system development Equipment: connected to new (new to our processes) forming, joining, machining and geometry assurance technologies (otherwise no research & advanced engineering needs within this area)
The targets for the proposed R&D areas described below are: Fulfillment of the product demands such as lower body/cab weight and increased passive safety which require new materials and processes. Fulfillment of the styling demands which require more complex shapes, sharper radii, advanced joining methods, whilst new materials and processes are being introduced. Production of different bodies/cabs for different types of power trains (conventional and different grades of hybrids) in the same manufacturing system. Development of volume size dependent manufacturing solutions. A significant productivity (including throughput) increase in the production processes. A significant productivity increase including lead time reduction in the product development process (Manufacturing Engineering being a part of this process) with special focus on Manufacturing Engineering. 20% lower die investment costs and a significantly lower total investment costs. To describe how sustainable press shops and body shops should look like in 2020. These press and body shops should be capable of o producing innovative products. o managing the targets above. o being safe, ergonomically feasible, environmentally friendly and examples of "good" manufacturing.
The following programmatic needs are identified:
3.3.1 New advanced lightweight and very thin conventional sheet materials
Attributes: Environment, Safety, Quality Description: Introduction (in products and production) of new advanced sheet materials, very thin conventional materials or tubes and extruded profiles requires a large number of tests. Many of these tests involve forming and joining of typical parts which in turn are tested with respect to targeted properties. However, the basal tests could be carried out in collaboration with other vehicle manufacturers and suppliers. In these basal tests, formability and joinability of the new materials are tested. In some cases, it might be new environmentally friendly adhesives that need to be tested. This is a never-ending activity and should be a part of all of the coming public research and advanced engineering programs.
3.3.2 New cost and lead time efficient die manufacturing concepts
Attributes: Environment, Cost reduction, Delivery Precision, Quality o New, alternative and/or advanced die materials & associated processes Description: This very important topic, which has a major impact on the investment and running costs, has been neglected in many years. There is no scientific base for the selections made today. These selections are only based on personal preferences. The industry needs a database showing the laboratory and semi-industrial performance of different die materials, hardening methods and die surface treatments. This performance must be evaluated with respect to the strength of the sheet material used, sheet thickness, whether the sheet is coated
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or not, and different production volume scenarios. Currently, a running MERA project deals with these issues. However, the work cannot be considered as completed when this running project ends. Even though research projects have addressed these issues the last years the work cannot be considered as completed. There will be a further need for public financing of research within this area for many years to come. Die manufacturing concepts Description: Die manufacturing comprises many different phases (from die design to casting, machining, assembly, quality control and documentation with many logistics issues). All of these phases need to be studied and developed further. A possible elimination of the casting pattern by using new direct casting methods or elimination of all manual work in die manufacturing have major impacts on costs and delivery precision. As volume size is decreasing, new die concepts are needed based on the targeted production volume. This area has been neglected for many years, involves a large number of competency areas and companies, and needs therefore to be incorporated in coming public funding programs.
3.3.3 New forming and joining methods

Attributes: Environment, Safety, Cost reduction, Attractive Design, Quality Description: New and improved forming and joining methods need to be tested and evaluated continuously. The industry needs information about what to think of as the parts are designed for the new forming or joining method, how the manufacturing process should be outlined, what is required to simulate the process, how much one can rely on the simulation results, what type of equipment is needed, which production volume the new method is suited for, etc. In many cases, the target might be to explore the capabilities of an improved method or to improve an existing method. The activities within this area could also be classified as never-ending and should be incorporated in all coming public funding programs.
3.3.4 New, alternative or improved equipment for forming, joining and quality assurance
Attributes: Environment, Safety, Cost reduction, Delivery Precision, Flexibility, Quality Description: New, alternative or improved equipment is developed continuously. The development of inexpensive equipment for tube hydroforming or the development of a new type of laser for joining purposes or development of new equipment for in-line geometry or surface finish evaluations could be mentioned as examples. The consequences of the newly developed or improved equipment need therefore to be evaluated. In some cases, the target of an advanced engineering project might be to improve or develop further existing equipment. There needs to be room for this type of activities in the coming public funding programs, particularly in cases where several manufacturers benefit from joint investigation within this area.
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3.3.5 Forming and joining simulations with improved prediction accuracy

Attributes: Environment, Safety, Cost reduction, Delivery Precision Description: Forming simulations are used extensively today. However, introduction of new materials require new material models. The forming operation itself (for instance 3D Roll forming, Electromagnetic Forming or Hot Forming) might require testing and evaluation of different simulation techniques. Robustness studies are required to study the impact of, for instance, the spread in the mechanical properties of the incoming material and different process parameters. Joining simulations are not used as extensively today as forming simulations. There is a large need for this type of simulation both to study a single joint and also the consequences of, for instance, a spot welding scheme on the quality output and geometrical conformance of subassemblies (virtual pre-matching). Simulations need to be a significant part of all coming public funding programs.
3.3.6 2020 Sustainable press shop and body shop for manufacturing of innovative bodies and cabs
Attributes: Environment, Safety, Cost reduction, Delivery Precision, Environment, SHE Description: the requirements set on sustainable manufacturing systems (press shop and body shop) capable of producing a large number innovative product variants (bodies for conventional vehicles, space frame designs and different types of hybrids, flexible & cost efficient processes for shared platforms) need to be investigated in the light of energy efficiency, layout affecting technologies (the emerging robotic and mechatronic technologies, sensor technology, etc.), new materials, new forming and joining methods, new equipment (described above), and new geometry, quality and production control methods and tools.
3.4 Surface Treatment & Paint

This area is dependent upon the following technology areas: Materials Technology (including paint, sealers, BIW materials) Corrosion: Accelerated corrosion bench tests which correlates to long-term corrosion performance Paint Technology: Development of new paint technologies which can lead to reduction of environmental impact Virtual Manufacturing Engineering Paint Process simulation tools (off-line programming, paint spray & sealant application,) Equipment: connected to new (new to our processes) BIW material mixtures Geometry assurance technologies (Paint thermal processes and adhesive curing during oven bake cause significant distortions)
Targets for the proposed R&D areas described below: In general: Support the development and implementation of weight saving BIW product solutions
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Develop process technologies which significantly reduce the energy use and simplify change over to climate neutral energy sources Develop process technologies which significantly reduce the environmental impact of the paint process Develop process technologies enabling new corrosion protecting technologies which reduce the operating cost for customers as well as environmental life cycle impact Develop manufacturing engineering tools which supports shorter development process timing and reduces the necessity for physical prototype testing.
At paint application: 20% decreased material consumption 10% increased paint shop capacity Reduce solvent use in paint shop and a corresponding reduction of environmental impact
In the pre-treatment area: 25% reduction of energy consumption 50% reduction of material consumption 75% less waste and a total reduction on the environmental impact
3.4.1 Future process material for the next generation surface treatment of vehicles with new combined material
Attributes: Environment, Energy, Cost reduction. Description: Todays technique, zinc phosphate and electro dip coat was developed when mild steel and zinc plate steel was used. Zinc phosphate is expensive to monitor and generates large amounts of waste, especially from aluminium surfaces. An alternative is required as its more common that the substrates used on the vehicles are different material such as steel, zinc, aluminium and magnesium, as well as plastic material. High-tensile steel is already in use and stainless material will be implemented. There is a need to establish an alternative to the zinc phosphate and electro dip coating we use in the Swedish vehicle industry, including the Swedish sub suppliers. Methods to coat polymer substrates should also be investigated. These alternatives shall meet new requirements on the product and new material combinations and give better results regarding energy, environment and resource utilization. Measurable goals / Expected Results: This will provide the foundation to reduce the energy consumption on site by 25% with a 50% reduction of material consumption in the pre treatment area. 75% less waste and a total reduction on the environmental impact. Each chemical supplier will work collaboratively to evaluate at least one new pretreatment method. One new approved pre-treatment method with the associated environmental benefits shall be implemented by one vehicle manufacturer in Sweden.
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3.4.2 Process enhancements for reduced environmental impact

Attributes: Environment, Energy, Cost reduction Description: Todays paint shop is the single largest consumer of energy, water and chemicals and produces by far the highest amount of waste within the vehicle manufacturing plant. It is also responsible for a significant amount of emissions to water and air from the factory. Approximately 80% of the water and 40% of energy consumption at the vehicle manufacturer comes from the paint shop. The biggest energy consumption in the paint shop comes from ovens. Air ventilation and heating process baths come in second place. The energy consumption from combustion of solvents from the air can vary a lot due to the technology used. More than 2/3 of the water consumption comes from the pre-treatment process. Virtual tools and new materials are enablers to begin analyzing the process in an approach which can optimize process concepts which have not been possible previously. The research area will include Ventilation air management including recirculation, cascading, heat exchanging. Low energy and water consuming pre-treatment processes (project area 4.4.1). Oven designs and energy efficient heating technology (IR, UV and NIR heating). Solvent free paints to eliminate the need for solvent combustion. Measurable goals / Expected Results: The paint shop at the vehicle manufacturers will be able to reduce the energy consumption by 50% Water consumption will be reduced to zero Swedish sub suppliers shall be able to meet the environmental and energy demands set by the automotive industry
3.4.3 The Virtual Paint Shop

Attributes: Quality, Capacity, Cost reduction, Flexibility, Description: The paint shop is a very large investment and therefore it is essential to maximize its utilization during its full lifetime, which typically covers multiple generations of products. Upon product or material changes, a full validation of a complete body-inwhite, BIW, is necessary sometimes first at the paint supplier (such as DuPont, Germany) although always within ones own production line. Today quality control (finish, film thickness, and defects) is done manually on only few items and the results are coming with slow response. There is a need to eliminate the need for lab testing of a full BIW and to reduce the tryout time in a vehicle manufacturers process via enabling technologies such as simulation of various surface treatment processes combined with physical testing at a component level. In order to achieve this far-reaching goal, all available competence needs to be gathered, and complementary research needs to be identified, collated, and implemented. In those cases where subsequent analysis identifies a gap, new research projects are to be initiated. The research area is proposed to be broken down into two focus areas: A. Simulate process parameters such as penetration of chemicals in a cavity, buildup of paint thickness upon spraying, adhesion, etc. as well as simulation of the
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process flow through the factory. Virtual testing is becoming more and more important as capacity for test bodies in the production flow is reduced. B. New methods for education, both from a pedagogical perspective as well as from a practical implementation of the new virtual tools, must be developed and assessed in order to meet the requirements industry has on both new and existing employees. Validation methods are an important part of both part A and B. Measurable goals / Expected Results: The research shall enable a 15% reduction of paint usage via a more even application and reduced spillage as well as a 10% increased capacity in an existing paint shop. This shall eliminate the need for testing on full BIWs (at the suppliers) with a reduced try-out time at the vehicle manufacturers. The target is that each participant shall complete one trial. 40 newly trained operators using the new education methods.
3.4.4 Surface Treatment Application Center

Attributes: Competence, Capacity, Cost, Lead time, Education, Test and evaluation environment Description: There currently exists within Sweden relatively good resources for evaluation of surface treatment system properties such as corrosion, wear, and finish but not for development of new surface treatment systems (together with chemical and paint suppliers) for optimization of paint application on the new generations of products which contain a larger variety of mixed materials. Currently, much of this work is done by suppliers in Germany, which is costly for each OEM and excludes the potential for developing these much needed competencies here in Sweden. Furthermore, as we leverage the leading edge competencies we have in the area of visualization we need to validate this work with realistic experimental results. This is very disruptive to production and in general SMEs do not have this capability or resources at all. We feel that by combining the collective knowledge in Sweden we can support one another with this issue in a non-competitive way and, in this manner, raise the level of this competence and make it available within the vehicle industry, especially including SMEs, institutes and universities. An analysis of the existing competencies and equipment suggests that the current resources should be assembled in an application centre. The centre should be developed in such a way that it could offer training and support to SME:s with e.g. the new virtual tools in order to meet the current and future needs that the industry puts on new employees Measurable goals / Expected Results: An application centre created based on new and existing resources with the capability to test new surface treatment materials, paints, or material combinations. An assembled critical mass of resources and efforts which includes a broader scope of engagement from SME:s and can create a higher value for the results of R&D channelled through the proposed application centre.
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3.5 Assembly
This area is dependent upon the following technology areas: In-factory logistics and material handling Automation: as robot costs continue to decline and performance increase, the benefits in flexibility a robot offers compared to e.g. dedicated marriage equipment begins to be realistic Material Technology: new light weight material combinations as well as varying levels of automation put new requirements on all aspects of production, such as how to design, build, and assemble joint. Human / Machine Interface: in order to get the benefits of automation the operator needs to come in every increasing contact with robotic equipment. Furthermore, the volumes of electric data must be synthesized and presented to the operator in such a way to not confuse the operator with multiple variants Visualization: As product development times reduce and hardware prototypes are eliminated, visualization techniques are required for simulating everything from the factory resources, production process and flow, and the human operations Software downloads / validation: product differentiation is moving from hardware based to software functionality based Geometry/Quality: virtual pre-matching, improved measurement methods, in-line measurements Alternative Propulsion Systems: in the near future a single assembly line will have to be able to manage a gasoline, diesel, hybrid, fuel cell propulsion system Industrial IT: machine control system development Standardization of work process: Increase productivity, quality and cost (safety)
Targets for the proposed R&D areas described below: Fulfillment of the product demands and specifications. Ability to handle new material in fastenings and joints. Production of different variants on common line for different types of power trains (conventional and different grades of hybrids) in the same manufacturing system. 30% productivity increase in the production processes. 40% productivity increase in the product development process (Manufacturing Engineering being a part of this process) with special focus on Manufacturing Engineering. 30% lead time reduction. 20% lower investment costs. To describe how sustainable assembly shop should look like in 2020. This assembly shop should be capable of o producing innovative products. o managing the targets above. o being safe, ergonomically feasible, environmentally friendly, examples of "good" manufacturing.
3.5.1 Support of innovative product developments

Attributes: Environmental, Flexibility, Cost Description: New materials in Body and Assembly parts are being introduced to help reduce mass and subsequent CO2 emissions. Although the components are similar to what exist today, the new materials such as door sealers or material combinations/joints require innovation regarding assembly methods, inspection, quality control, etc. Completely new components are also being introduced such as alternative propulsion
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systems which require a complete re-thinking of how to assemble these types of vehicles and then how to do so within the existing production systems. Product hardware differentiation has been moving towards optimized modularization. Our current production processes are not necessarily synchronized / optimized to how these product module interfaces are defined. However, there is an even greater hidden issue within the movement towards product differentiation via software functionality. Whether the delivery module shall have the exact product variant software delivered to the factory or whether the product variant software shall be downloaded at the OEM factory is an ever expanding area for R&D and standardization. Measurable goals / Wanted effects: New assembly techniques; bonding, adhesive tape, clips, click- joint etc. which support the introduction of new materials and combinations. Production layout / system which in an optimized manner supports the increased utilization of common base structures in product families. Quick and cost efficient change-over in manufacturing for production of multiple variants and alternative propulsion systems. Standardized methodology for downloading of software in support of product variation. Recognition that manufacturing process development is not a roadblock to implementation of innovative product concepts.
3.5.2 Process development / automation

Attributes: Quality, Capacity, Cost reduction, Flexibility Description: There is a continuous improvement of the existing manufacturing processes which can generate records of invention and singular ideas which any program needs to be open for and encourage. This is especially true for small and medium sized companies. For larger companies, the issue is more a question of how to further optimize ones production with automation. With the falling prices and improved performance of robots a whole new field of flexible automation application has opened up. One can imagine robots rather than dedicated hardware marrying the BIW and chassis, automated guided carts loading and unloading parts on standard pallets or automated recognition of a specific alternative propulsion system, or equipment automatically sensing the variant and choosing the correct fuel to be delivered to just that vehicle. There also exists the entire field of variant recognition, and process steering control systems which, given the current IT development, should be able to deliver wireless technologies and programs developed in such a way as to be easily reprogrammed based on which modular components or operations are needed. This then opens up the possibility for remote diagnostics of production equipment by experts or suppliers thousands of miles away. Measurable goals / Wanted effects: Reduced manufacturing cost per vehicle with innovation implementation of automation. Increased capability for manufacturing multiple product variants in a given assembly line.
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3.5.3 People in production

Attributes: Safety, Ergonomics, Quality, Flexibility, Cost Description: There are essentially three areas of interest within this research area: how the operator interacts with the information regarding a given operation; how the operator performs the operation and the physical impact upon the individual operator; and finally how people interact with equipment and automation within the plant. The information available for operators in a production system is in one way or another connected to the actions anticipated from the operators. Some of the information is directly connected to which operations they shall perform and how these shall be executed. Other parts of the information is of a more general type and forms the basis for correct handling of deviations, but also gives guidance for continuous improvement work. As the industry moves into the age of visualization, we need to develop smart methods of presenting the information to the operators without overflooding them. Furthermore, the mass of digital information can also be channeled to new methods for predicting failure or need for maintenance. Sweden is and has been a global leader in the area of ergonomics in production. This area needs to be maintained and strengthened both by supporting in-country R&D but also by collaborating with other global centers of competence in this area. It should be noted that there is a natural synergy with the efforts of visualization in general assembly as described in section 2.2.4.4. As presented in section 2.2.4.2 there is a move towards increased automation in the general assembly. The future will present situations where the man / machine interface will not be stationary but interactive. This is a completely dynamic environment opening up which requires basic R&D in the areas of safety, control, sensors, material presentation and handling, man-machine communication, and much more. Measurable goals / Wanted effects: Innovative methods to synthesize the masses of data and information and present only that data the operator needs to assemble the specific variant in a cost effective, qualitative manner. The continued global leadership of Swedish Industry and Academia in the area of production ergonomics. New technology which enables a seamless interaction of human machine / automation in production.
3.5.4 Visualization
Attributes: Enabler, Development time, Cost, Flexibility, Quality, Safety Description: There are 4 key enablers for virtual engineering. The first is a product structure which includes all the computer aided design (CAD) files as well as a system to describe the multiple variants a single model may have. The second enabler is a process structure or flow which describes the build sequence of the product and includes each and every station of the production line. The third is a virtual factory including the building and facilities. Lastly, is a virtual representation of the operator having realistic movements, ergonomic restrictions, ability to grip, and interaction with the information and equipment in his/her immediate environment. This R&D area is very broad and includes everything from how the product, process, facilities file structure shall be integrated, updated and maintained for all users to simulating the insertion force an operator needs to use to assemble a clip in a hidden operation while simultaneously
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assessing the ergonomic impact and cycle time. This is why there is a complete separate cluster focused on the more specific issues. Measurable goals / Wanted effects: Ability to plan, optimize, and validate all manufacturing operations without the need for physical hardware. Innovative methods to store, validate, update, and maintain visualization data. Fast, efficient simulation of the human operator movements and measurement of specific parameters based on these movements. New technology which enables a seamless interaction of human machine / automation in production.
3.6 Geometry and Quality

This area is dependent upon following technology/competence areas: Materials technology in order to understand material behavior Design Product demands Forming technology (geometrical outcome from new and present forming methods) Assembly technology (geometrical outcome from new and present assembly methods) Paint process (thermal effects) ? Virtual Manufacturing Engineering Equipment and Cubing technology for verifying processes and products Measuring technology and metrology both for processes and product analysis and verification. This applies to both in-line and off-line measurements. Targets for the proposed R&D areas described below: Definition of required geometrical product demands which generates decreased process problems and increased robustness Product design, which is robust and where ingoing parts are assembled to a final product, which fulfill desired geometrical demands. Ability to support product/process development with judgment of the geometrical consequences for new materials/products/processes Implement efficient tools for the geometry assurance process Supply the product/process with suitable verification technique 20% increased capability 30% shorter lead-time 10% increased robustness 20% increased cost efficiency and reduced ramp-up The following programmatic needs are identified:
3.6.1 Definition of demands regarding geometrical qualities

Attributes: Quality, Lead time efficient, Cost efficient, Robust, Environment Description: The demands are crucial for both the product and the process. Therefore, it is very important to have both the knowledge and the tools available to define specific demands of the product and as a consequence also for the process which produce the products. By correct definitions of the demands, both quality, cost efficiency and robustness increases while the lead time decreases due to improved products and processes. This is obtained by selection of better processes and optimization of existing
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processes to produce less scrap and hereby consumes less energy, material etc which is environmental beneficial. This process should be optimized in parallel with demand setting. Measurable goals / Expected Results: 20% increased capability 30% shorter lead-time
3.6.2 Methods of working for a geometry assured process

Attributes: Quality, Lead time efficient, Cost efficient, Robust, Environment Description: Efficient methods of working are vital for both the product and the process regarding geometry assurance in all phases from design to manufacturing. By developing efficient methods e.g. virtual tools and engineering process, it is possible to already in the project phase develop a robust product and to shorten the lead time for implementing new products into production. By this, it is possible to develop/choose robust processes which deliver products which fulfill required quality demands and hereby produce a minimum of scrap. It is also possible to foresee the effect of new material/process choices and by this verify the introduction in new projects. By the introduction of new materials, weight can be saved and herby also the environmental are beneficial. In order to increase the robustness, it is also necessary to develop efficient tools for feedback of results through the process chain. Then adjustment of the processes can be done much faster with the consequence of increased quality and less scrap. Measurable goals / Expected Results: 20% increased capability 30% shorter lead-time 10% increased robustness
3.6.3 Cost models for quality deficiencies

Attributes: Quality, Cost efficient, Robust, Change-over efficient Description: Development of cost models for ingoing processes and product outcome will improve the possibilities to take the correct actions for improving processes and products. Hereby the most cost effective solutions can be chosen in order to eliminate quality deficiencies. Furthermore, it will be a driver for cost effective processes and reactions on process/product variations which will be beneficial for the market competiveness. Measurable goals / Expected Results: 20% increased cost efficiency and reduced ramp-up
3.6.4 Improved verification techniques

Attributes: Quality, Cost efficient, Robust, Environment Description: Development of efficient verification techniques will supply the manufacturing process with tools for rapid adjustment of the processes and fast reaction to variation in both incoming material and process variations. Hereby, the amount of scrap can be reduced and the quality of the product be increased. Furthermore, the
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energy consumption of the ingoing processes is reduced to meet the need for less production volumes when the amount of scrap decreases which all is environmental beneficial. With improved verification techniques, the quality of both the product and the product performance will increase due to improved possibilities to identify deficiencies in both process and product. Measurable goals / Expected Results: 20% increased capability 30% shorter lead-time 10% increased robustness
3.7 Automation of production systems, robotics and control systems

This area is dependent upon the following areas: Product design and variant explosion Equipment technology Material technology Joining technology Logistic technology Virtual Manufacturing Engineering Work organization & competence
3.7.1 Efficient use of energy and media in production systems

Attributes: Environmental, Healthy, Cost efficient, Robust Description: Tools and methods for estimation of the total energy consumption of a complete production system are missing today. To be able to calculate the most optimal use of energy, new tools and methods must be developed. The optimization process should include consumption of media, e.g. water and air. Added material or consumed material used in the joining process should also be considered. It is, furthermore, required that the production system can be shut down and started up without problems. Measurable goals / Expected Results: When the energy and media consumption can be estimated in the production process, it will give the possibilities to minimize the environment impact and reduce cost. Minimizing the media consumption will also have positive impact on health. A process that can be closed down or started up in controlled way will also add to the robustness to the process. The impact on the Manufacturing Engineering and Production related targets are: Productivity in Manufacturing Engineering - Low Productivity increase in the production processes - Medium Lower environmental impact in the manufacturing processes Very high
3.7.2 Automated production systems adapted for future requirements

Attributes: Innovative, Environmental, Safe/Healthy/Motivating, Flexible (variant, volume), Change-
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over efficient, Capable/Quality, Lead time efficient, Cost efficient/Productive, Robust/Reliable Description: To be able to deal with the expected increased mixture of different models and powertrains, the automated systems must become less rigid. New product technology will also put requirement on materials handling, fixturing and joining methods. Further, the increased demand of a short time to market calls for equipment that can be reconfigured. A sustainable way to solve this is to increase the reusability of the systems by making them more modular and increase their ability to adapt to changes. This calls for both research and development of how to configure modular systems as well as of how to use the emerging technologies, e.g. driven by new product and material technologies. This approach will support the ongoing transformation into lean manufacturing by adding simplicity to the change process thus giving production personnel improved tools to apply continuous improvement also to automated systems. Measurable goals / Expected Results: In spite of increasing variants and complexities, new solutions will help to keep and improve productivity in a cost efficient way. A lean approach will shorten lead time and the reusability will decrease the environmental impact during the coming years extensive change over. The impact on the Manufacturing Engineering and Production related targets are: Productivity in Manufacturing Engineering - Medium Productivity increase in the production processes - High Lower environmental impact in the manufacturing processes High
3.7.3 Shorter lead times for development, installation and start-up of automatic production systems
Attributes: Environmental, Flexible (variant, volume), Change-over efficient, Lead time efficient, Cost efficient, Productive, Robust/Reliable Description: Research must be carried out on definition and development of modularized systems that can easily be implemented into production systems with short lead time. Simulation tools and models must also be developed to be able to produce completely designed, simulated, verified and programmed production cells (i.e. with both hardware and software). These are key conditions for short installation time and quick ramp-up of production system. Measurable goals / Expected Results: Modularized solutions are the base to develop flexible systems. Well defined systems are easier and safer to implement in a production system and will improve flexibility, lead time and change-over efficiency. Since it can be re-used in different applications and systems, there will be a positive impact on the cost efficiency. It will also be possible to test and verify systems more efficiently and keep up productivity and make the process more robust. In total, environment will have a positive impact. The impact on the Manufacturing Engineering and Production related targets are: Productivity in Manufacturing Engineering Very high Productivity increase in the production processes - High Lower environmental impact in the manufacturing processes Medium
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3.7.4 Intelligent automation systems

Attributes: Innovative, Safe, Motivating, Change-over efficient-ramp-up, Lead time efficient, Productive efficient, Robust Description: Development of automatic self-analysis of both mechanical and electrical components, adaptive control of robot systems etc. are required for surveillance and control of the processes as well as controlling the status of the equipment. HMIs (Human-MachineInterface) need to be developed further to enable inexperienced operators to handle complex systems without risks and negative influence on the product quality. The plant control systems and functions for analysis and decision-making on high level are included in this area. Feed back of parameters from the production process for further analysis and verification in a virtual environment. Systems that can handle and in an efficient way make use of error and fault status feedback must also be developed. Measurable goals / Expected Results: The development of information feed-back, improved HMI and efficient use of error feedback will have a significant impact on safety/motivating since better decisions will be made and risk of errors, both automatic and manual, will be reduced. This will also improve the change-over efficiency, ramp-up and lead time. It will keep up the productivity by reducing number of errors and improve solution time. The systems will become more robust. These systems will be highly innovative. The impact on the Manufacturing Engineering and Production related targets are: Productivity in Manufacturing Engineering Medium Productivity increase in the production processes - High Lower environmental impact in the manufacturing processes Medium
3.7.5 Methods for life cycle and durability studies

Attributes: Cost efficient, environment Description: Methods must be developed and used to increase the durability, reusability and sustainability of the production equipment and production systems. This will also create the prerequisites to make the systems more robust and increase the flexibility (both internal production control and resource utilization and external product variants and volumes flexibility) Measurable goals / Expected Results: Good solutions will make it possible to keep the equipment running longer in existing production lines, re-use the equipment in new or re-built lines in a very cost efficient way. This will have an impact on invest cost and increase flexibility of the equipment. (environment, robust, flexibility) The impact on the Manufacturing Engineering and Production related targets are: Productivity in Manufacturing Engineering Very high Productivity increase in the production processes - Medium Lower environmental impact in the manufacturing processes Medium
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3.8 Logistics & Material Handling/Planning

Logistics and materials handling is an integrated part of the production system. The mass customized production concept, demanding an huge number and variety of components being supplied and exposed in production without violating, for example, cost efficiency, component availability and quality, and space, underpins the importance of the area. Manufacturing planning and control is a part of logistics and rules much of the prerequisites for both customer orientation (service level and flexibility) and the internal efficiency of the production operations. Logistics and Materials handling covers parts of, or has important relations to the following areas: Layout and work station design Facilities and space management Ergonomics Production Management and Manufacturing strategy Work organization, competence and learning Supplier structure, production location and production network Performance measurement Product design, design for logistics and variant explosion Transportation issues in the supply chain
The area is divided into three sub areas, each having research needs to be addressed: Materials supply systems Materials handling operations Manufacturing planning and control
3.8.1 Materials supply systems

Attributes: Cost, flexibility, environmental performance, change-over efficiency, lead time Description and background Materials supply systems includes aspects of the supply systems from the materials point of use in production, e.g. the assembly station, backwards through the production plant materials flow and the supply chain, focusing the efficient processing of materials and related information. The production situation for the Swedish automotive industry has changed during the last decades. For example the number of product platforms, which are assembled on the same assembly line, has increased. Further, large demand variations and a stream of engineering changes have become normal, requiring high flexibility. This is one of the motives for research in the area of materials supply and feeding methods, since the situation described above can contribute to difficulties in assuring high product quality and customer service, which is among the main objectives in the Swedish automotive industry. Consequently, it is important to develop the traditional materials feeding methods and increase the knowledge of alternative materials feeding methods to handle these new situations. There is an ongoing effort in reforming the production in line with the lean production philosophy. Materials supply is an extremely important aspect of this, as it affects important measures like space and value adding time in production, e.g. at the assembly station. The ability to chose and design the materials feeding principle being best adapted to the production situation at hand becomes urgently important. Along with traditional line-side supply, other principles are now being developed and adapted in the automotive industry. The kitting method is probably the alternative materials feeding method with the greatest potential to achieve high product quality. Another alternative
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materials feeding method to use is Minomi (handling and presenting material without packaging), which has the potential of reducing materials handling time, reducing space, and increasing efficiency, but the knowledge of the concept and its potential applications is limited within Swedish industry. Further, Minomi solutions are in many cases combined with the technique of AGC, Automated Guided Carts. The design of the supply chains are an integrated part of the production system design, for two obvious reasons. First, the location of a certain production or materials handling activity is not fixed, but can be located in the own production plant, at suppliers or at third parties. The consequences of such decisions, in terms of production, logistics and environmental performance need to be further studied. Cross-docking systems have been used for quite some time to support modern production methods, facilitating leveling and just-in-time. The effective use of such supply chain methods needs to be further evaluated. In the automotive industry, there is an increased demand for supply chain cost reduction, in areas such as transport, administration, and inventory. At the same time, production will become even more customer order driven meaning that high materials flexibility is required and materials availability must be secured. Efficient assemble-to-order strategies and short lead-time to customers require fast, flexible and reliable supply chains. Modern Supply Chain Management (SCM) concepts address important causes to current limitations and are attempting to overcome the local company-centric view. The lean principles to deliver the daily requirement of every part every day might not be applicable and economically justifiable for OEMs in Sweden, with a supplier structure that tends to move to the east. The knowledge of alternative materials feeding methods in Swedish automotive industry is limited and the business case calculation for choosing materials feeding methods makes it difficult to recommend alternative methods. The question is, if the business case calculations for choosing materials feeding methods used in Swedish production systems have the right assumptions and take all important considerations into account? Measurable goals / Wanted effects: Reduction of materials handling cost A black-box-system that communicates with several facility systems Specified design parameters that should be considered in varying part/facility characteristics. A methodology to evaluate, compare, design and estimate costs of materials feeding methods Estimate the efficiency and effectiveness of cross docking operations Increase the knowledge of how different production contexts affect the choice of materials feeding method, while also implying suitable combinations of different materials feeding methods Build a database of good material feeding method (e.g. line stocking, minomi, kitting and sequencing) cases to show the benefits and incorporate it into educational material Increased flexibility and product quality in the value flow production process Methodology to organize the packaging module for supporting the kitting approach Integration of the kitting module with a picking supporting system Increase the knowledge of the main driving forces behind using cross docks and the main barriers to using cross docks Decreased space requirement and increased support for assembly operation
3.8.2 Materials handling operations, components and packaging systems

Attributes: Cost, Flexibility, quality, robust & reliable
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Description
Modern manufacturing processes and supply chains design require materials handling operations that are robust and reliable in relation to the supply chain, maintain the quality of the parts handled, and are efficient from a man hour and cost perspective. If the operations are not fulfilling such demands, the design options of the production work station and the supply chain are restricted which will lead to lower performance of the whole system. Materials handling has not been in focus in research for many years, except for some specific areas among which can be mentioned design and control of automated warehouses, work cell control of robot handling systems, and traffic control systems of automated guided vehicles. What is perceived important is the addition of research that focuses typical materials handling operations of the supply chains described above. Related to the principle materials feeding principles mentioned, e.g. kitting and minomi, there is a need of developing the materials handling activities involved at a more detailed level. The previous research area answers the questions of when and why using the minomi, etc, while this research area answers the question How to perform the handling activities involved. This involves several aspects, e.g. equipment, information transfer, work station design, and operations control. The effective and efficient designs of the following activities are examples in need of further research: Design of kitting operations Design of repacking and packaging downsizing operations Design of transport and transfer equipment for work station feeding Design of minomi devices Packaging systems is a vital part of the supply chain and production system. The packaging serves several purposes and functions of great importance for the efficiency, flexibility and environmental performance of the production system. The flow of packaging consumes resources in the production plant both when filled and empty. The value of presenting materials in an effective way to assemblers and mechanical devices are very high, but this has to be combined with a packaging system that is efficient throughout the supply chain and in the internal plant operations. Another important aspect is the function of the packaging to carry and display information. As for other supply chain issues, the location of suppliers in relation to the Swedish production plants is a complication. Packaging issues is an integrated part of the problems stated above, and in the previous section, but is worth put forward separately in the text. Research has to address the work station and plant efficiency, given the settings of a dispersed supplier structure and low volumes of individual parts, among other things characterizing the Swedish automotive sector, aiming at developing and guiding the choice of effective packaging and packaging systems.
3.8.3 Manufacturing planning and control

Attributes: Cost, Flexibility, Lead time, environmental performance, quality (information), robust & reliable
Description
Manufacturing planning and control is concerned with planning and controlling all aspects of manufacturing and warehousing, including managing materials and capacity, scheduling machines and people, managing materials buffers, and coordinating capacities and material flows from suppliers and to customers, on strategic, tactical and operational levels. Research in this area focuses materials planning methods, planning information, information system support for manufacturing planning and control and the interplay between these issues. The planning environmental (situation) impact on planning and
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control strategies is of great importance, e.g. different demand, product and material flow characteristics, in order to design a planning and control system that matches the production situation. The same is true for the interplay with the design of products, and production and materials handling systems. An important aspect is the planning information and its quality in planning and control processes. This involves information from actors in production, in other functions of the company, and from external parts. The lean philosophy and the demand for high availability of production resources highlight the interplay between the production systems, the materials handling system and the shop floor control. The application of pull-based control in environments no having simple and typical characteristics for such systems are important to study. The specialization and globalization trends makes it important to address issues relating to the planning and control of production networks and entire supply chain planning methodologies, partly by employing new advanced formation and planning systems. In a lean production context, manufacturing and supply chain planning should focus on designing and aligning pull systems with material supply, materials handling, packaging and production systems. Planning and control in production networks and supply chains have to enable planning system support for creating planning visibility for supply chain design, coordinated planning in production networks, and event-based control in order to better adapt to flexibility demands. Planning and control systems for mass customized products at mixed-model assembly lines require, on one hand, order schedule stability in terms of e.g. long order time fences. On the other hand, one would like high flexibility to accommodate disturbances in supply and production, and the ability to respond to customer demands. This calls for a planning system not only being able to produce long term stable plans, but also being able to re-plan at shorter notice by means of reconfiguration resources. For the second purpose, supply chain monitoring systems are probably required in order to identify possible disturbances, but these have to be combined with decision systems that allow proper actions to be taken. Lack of information is a serious problem in the automotive supply chain today, resulting in higher freight costs, frequent stock outs and high administrative costs. It takes too long for demand information to be properly spread upstream in the supply chain. Increased visibility and Supply Chain Monitoring are concepts aimed at improving these conditions. The idea is to decrease tied up capital in the supply chain, while maintaining of increasing service level and flexibility, through an improved information flow. This implies that the different companies in the supply chain will exchange information automatically, demand and stock level information will be synchronized in the chain and the SCM solution will create alerts for critical situations. The use and applicability of modern information technology is a part of the research need in this area. This research area includes production and logistics performance management. Performance management consists of a number of activities, e.g. deciding on important metrics/KPIs, defining metrics, target setting, measurement, analysis and action. Suppliers and customers are important actors for jointly achieving effective performance management. The overall purpose of this research area is to improve competitiveness through well managed performance among actors in the supply chain. Measurable goals / Wanted effects: From a cost, flexibility and lead time perspective the purpose is to evaluate different inbound strategies and explain how various strategies affect logistics and production performance Identify strategies effective in creating stability of the materials supply at the same time as securing required responsiveness
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Supply Chain Monitoring system that connects the MPC system to the activities of the whole Supply Chain, e.g. generating automatic alerts Inventory reduction and pull control
3.9 Production Management

This area is dependent upon the following technology areas: Lean Production methods Training and educational system design Human resource and behavioral science Survey instrument design and validation Enterprise management Material and information flow analysis Targets for the proposed R&D areas described below: 30% reduction in quality defects 30% lead-time reduction 30% productivity increase Increase in employee satisfaction Reduction in environmental wastes (energy and other resources, scrap)
Attributes for this section: Innovative; Capable/Quality; Safe, healthy, motivating; Environmental; Flexible (variant, volume); Change over efficient; Lead time efficient; Cost efficient/Productive; Robust / Reliable A number of projects e.g. SwePS are currently in progress within this area. This section includes a further development of the key topics in SwePS and similar projects as well as other areas where gaps have been identified. Lean Production can generally be divided into the following three principal areas Mindsets and Behaviors Operating System (Other) Management issues
In order to obtain competitive advantages, production systems in Sweden have to be slim, readily adjustable, and must meet the sustainability and environmental requirements. Sustainability here refers to ecological as well as economical issues and social/human, including challenges as: (1) Introducing new technology and processes in production meeting new environmental requirements; (2) Achieving economical and ecological sustainability of process and operation; (3) Improving work environment, ergonomics, and competence to manage new processes. Sustainability thus sharpens requirements and makes optimization of production increasingly advanced. The production realization process must for example handle increased complexity. Introduction of new engines (hybrid, electrical) in production of vehicles is expected to lead to an acute increase of the number of components and variants in parallel, shorter life-cycles for products, and frequent changes (in technology, products, processes, and suppliers). This affects the processes and the whole production flow, body-shop to assembly. To master these challenges will require more than development of specific engineering topics/issues. We need to reach a situation where the competence of all personnel in the manufacturing, and beyond, in a yet stronger way is put in play in the continuous strive
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for the common targets. This means that we must understand how the competence in the production system can be used, refined and developed on a broad scale.
3.9.1 Production System Development a learning challenge

The development of Production System models, inspired from the Toyota Production System, has become a common approach within industry to encompass the learnings about efficient and effective production. Industry reports that the Production System models becomes a base for a common language in the organisations and helps to get an aligned understanding of what actions to take and what to strive for, the desired state. Common for these models is that they emphasize a holistic view of the production system and encompasses pure technical aspects as well as more human factors oriented issues. The generic Production System model, developed in the SwePS project (Vinnova Dnr 2006-00124) in figure 5 will here serve as an example to illustrate the reasoning.
Figure 5. The Swedish cottage, a generic Production System model, Swerea IVF-publication 09802; www.leanresan.se) Even though there are examples of successful applications within Swedish industry we are still far from the levels of efficiency and effectiveness of the best Japanese companies like Toyota and Honda. The most evident explanation for the difference is cultural aspects. We can copy some solutions but we can not copy the culture. The Swedish cottage in this figure represents a Swedish context of the production system and emphasises the view that to reach a sustainable approach for improvement and development of production systems, we need to understand the implications of the local context. Steps on this journey were taken in the SwePS-project e.g. by development of a Lean Navigator, Swerea IVF-publication 09802. This is a dialogue-tool to support the analysis of the current state of the local production system and support the development of a desired state description. The Lean Navigator also gives guidelines how to reach targets with considerations taken to conditions of the local context. Experiences from the Lean projects in the national programmes MERA,Produktionslyftet, research projects within HELIX, AFA Insurance e.g. AFA, SmartLEAN, and others frequently highlights the urgent need to develop the managers capability to persistently lead the organizational development in desired direction. Managers commitment and leadership are significant
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for adapting lean principles to local conditions as well as enabling successful changes in organizations in general. There is a need to give attention to managers ability to contribute to the quality of learning in organizations, and supporting the learning of subordinates. Seminars and courses about leadership is frequently attended by managers from industry, but the current state in industry indicates that this type of education have limited effects. Further research is thus needed to investigate how to support managers leadership of creating an innovative, learning environment, vital for development of competitive sustainable production systems.
3.9.2 Green Lean

The environmental requirements from market and society put extremely heavy demands on industry to change businesses very rapidly. The speed that is required is even higher than anyone could expect only a few years ago. So far, a lot of attention within research is put on the products impact on energy usage, emissions, recycling etc. from a life cycle and end-user perspective. But, the environmental consequences of the production process will rise to be an issue of same importance. The production function plays a key role in a companys efforts in managing environmental issues. There is a need to increase our overall knowledge of how to assess, visualize and manage a production system with the purpose of reducing its environmental impact while at the same time contributing to a companys competitiveness. As most manufacturing companies today are implementing Lean Production as the combined set of philosophy, principles and tools for managing their production systems, the conclusion must be that the green aspects need to be integrated into this concept making lean and green production systems the means to become competitive now and forward. In terms of Production System models, these aspects needs be integrated to the models. The public debate now and then suggest that the current paradigm for competitive production, often referred to as Lean Production, is contradictory to the demands of sustainable development. Some studies have however shown that lean applications sometimes have positive ecological consequences, e.g. the removal of waste in the production system can reduce the environmental impact. In industry, and part of the academia, there is a strong belief that by integrating the aspects of environmental consequences in early phases of development projects it is possible to find win-win solutions, where the different demands are met without trade-offs for any part. Research is thus required to find the solutions that make it possible to combine the aspects of efficient & effective production (lean) and the threefold perspectives of Sustainability, encompassing ecological (1), economical (2) and social/human (3) issues.
3.10 Virtual Engineering and Manufacturing Data Management.

Virtual Manufacturing Engineering is a strategically important area as knowledge and competence in using virtual tools for engineering work is an enabler for reaching targets in cost and productivity during product & process development. The area is unique according to its supportive function to all area initiatives described in previous paragraphs. Examples within each cluster to focus support are: Component Manufacture: o Realistic verification of manufacturing processes (3.2.3)
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Development of competitive production lines with the right degree of flexibility, capacity and capability. (3.2.5) Body & Cab: o Forming and joining simulations with improved prediction accuracy (3.3.5) Paint: o The Virtual Paint Shop (3.4.3) Assembly: o People in Production (3.5.3) o Visualization (3.5.4) o
In addition there are areas that are critical for all types of virtual engineering work and needs to be supported, independent of cluster.
Fig. 6. VME & MDM and its support role for each cluster and in common aspects.
The support has its main emphasis in providing the virtual manufacturing engineering activities with an infrastructure and an environment that facilitates higher efficiency and accuracy than today. Basically, support is needed in two main areas: A) Environments for management and maintenance of data involved in virtual manufacturing engineering activities. B) Required conditions from a human and organizational perspective to achieve effective virtual manufacturing engineering work. The first area includes everything from how descriptions of products, processes, facilities and resources shall be integrated, updated and maintained for all users. It also covers aspects in how input data used in the simulations can be reused and how results from simulations can be inherited in subsequent activities in an efficient way. Specific sub-areas are described in detail below
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The second area covers aspects around usage of virtual engineering tools and how the organization shall be more efficient in utilizing the tools. The specific area is described in detail further down in the text Targets for the proposed R&D areas described below: Increased accuracy within every stand-alone process simulation by simpler access to valid data. Decreased time on model building. An organization working with virtual tools as a natural part of their work. Possibility to simulate an increased number of parameters. Increased data transfer in between simulations in series.
3.10.1 Management of production related data

Attributes: Cost, Environment, product and manufacturing change lead-time Description: To be able to realize Virtual Engineering in production, its necessary to create realistic validated digital models of the production system with its tools, processes, etc. These models should be used during the whole lifecycle of the system and be interoperable with models of the components with their definitions of features, dimensions and tolerances. Applications like materials flow and capacity analysis, process planning, factory installations, off-line programming, quality control, preparation of work instructions for operation, resetting and maintenance needs an enormous amount of data which need to be created. In the industry, significant efforts have been made to create product models to support product development but very little has been done to develop and implement production resource models to support the complete lifecycle of a production system. To create the models from scratch when a production system is to be modeled is extremely expensive. The data needs to be Defined Created Verified Maintained Improved Stored Communicated
A very important functionality is also to be able to import models from the suppliers of production equipment to rapidly build up the library. For effective production, the reuse of information through an unbroken continuous data flow, supported by an MDM system (Manufacturing Data Management System), will be a key. Within the previous MERA-program, very promising ideas and proposals have been developed which will be used as a base for future development and implementations. There is a strong need to industrialize and make further developments and to participate in similar international activities. Measurable goals / Wanted effects: Decrease response time for analyses of the impact of changes from Product development Changes in volume or product mix
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Other industrial-impacting constraints
Increase the level of detail in conceptual analyses of production Support with the necessary tools for increasing the productivity by 30% (product and resource) by validating and optimizing the new production concepts. Supply with predictions of: Capacity Flexibility Utilization of resources Robustness
3.10.2 Multidisciplinary change management

Attributes: Cost, Environment, Product and manufacturing change lead-time Description: The new technical capabilities mean in practice that 3D is brought into production, just like 3D was implemented in product development decades ago. Information about products and all kinds of production related data will be stored in common databases, available and accessible for many people. This opens up for new opportunities and new ways to control/ manage changes on the shop floor. In other words introduce change order routines for all types of production related changes. . Such routines will also affect partners and suppliers of production equipment and components. This is valid for all kind of manufacturing data, process description and production logic. Measurable goals / Wanted effects: Higher reliability of analyses Avoid production loss during production changes Faster ramp-up
3.10.3 Improved utilization of Virtual Manufacturing Engineering tools

Attributes: Cost, Environment, product and manufacturing change lead-time Description: The new technology gives new opportunities for simulation and verification in early phases in product development and manufacturing engineering processes. This will result in radically changed work methods and procedures and is thereby a threat to established roles and work patterns. The technology needs to be available for a broad spectrum of people, eventually also shop floor method engineers and operators. Development of user interfaces for maximal availability and user-friendliness is therefore important. Demonstrators and pilots need to be built up to validate these developments. Key questions include -- what kind of new roles do we see, what are the effects on organizational structure and, thereby what are the effects on educational needs and educational combinations at different levels? Measurable goals / Wanted effects: Educational and training material, demonstrators, handbooks Recommended organizational structure Recommended educational structure Shortened time for education, shorter lead time for implementation
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Broader implementations (from specialists to common users)
3.10.4 Simulation of production system

Attributes: Robust and reliable, Productivity, Cost reduction, Flexibility Description: In all stages of the development, operation and maintenance of a production there is a need of being able to test and verify ideas of changes of the flow. There is also a continuous need for optimizing the production system due to changes in product mixes, volumes and sequences. To be able to cope to the changes there is a need for correctly abstracted and detailed models, fast user interfaces, intelligent optimizations engines and an organization committed to using these tools. Proposed sub-areas: How can simulation support optimization with multi objectives? How can data from information backbones and legacy systems efficiently be integrated to the simulation models to decrease the time to build simulation models and to get relevant and correct model information? How does this technology change the way we are organized or how does the organization adopt this technologies and tools efficiently? How do we get a continuous impact of use simulation and simulation based optimization. How can we frontload analysis in early program phases using simulation? How can simulation technology be used for adaptive balancing of production lines in a dynamic environment? How can simulation support optimal operations settings/schedules both in a strategic and operational level?
Measurable goals / Wanted effects: Optimized and robust manufacturing systems. 30% lead-time reduction 30% productivity increase Fast ramp up to a production rate corresponding to current market demand at product changes both in existing and new manufacturing systems. Robust manufacturing processes. Reliable support for continuous improvement work to reach high production efficiency and productivity. Manufacturing processes and systems with minimum impact on environment and climate. Early indication on manufacturing resources available due to selected design criteria. Optimal operations settings/schedules independent on level.
3.11 Education
To secure a competitive automotive industry, it is vital that the R&D efforts no only contain advanced R&D but also technology transfer and the development of educational materials. It is very important to increase the number of Production engineer students and PhDs to fulfill the future needs from the Swedish industry.
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The Cluster for education will promote and support the creation of platforms and network for the development of new and improved Production engineering education and individual competence development in Sweden. There is a continuous need to update course curriculum at ALL the Universities to incorporate the latest knowledge generated by the R&D projects e.g. with literature as well as theoretical and experimental courses in most of the production engineering areas. A process should be implemented for the R&D programs to provide educational materials for courses such as web-based materials and handbooks for e-learning in schools and industry. Targets for the proposed R&D areas described below: A seamless process to convey latest R&D results to the education. Appropriate and updated educational material which is easy to use and understand. Co-ordination of courses and lectures on a national or international scale on demand. Increased quality of educational materials and courses through co-ordinated courses. Ownership of various kinds of educational material and immaterial rights and responsibilities will be agreed and settled by the partners. More students on the production engineering educations.
3.11.1 Competence and education matrix

Attributes: competence, education, literature, courses Description: We need a definition of what production engineering competencies comprise. The cluster has started to develop a competence and education matrix. The members within the cluster will then make a survey of existing projects and identify what material could be used for education in relation to the matrix. Every organizer of education should also define and demonstrate which educational material they would like to provide to the cluster. The members should also continuously define and make priorities for new materials and courses. When topics of common interest have been defined, the cluster has to propose how responsibilities and assignments should be distributed between involved partners in industry and educational organizations. To make it easier and to increase the quality of the educational material the cluster will also recommend common templates, formats and tools for development of different types of educational material for classroom as well as e-learning studies. Organization: The Cluster for education is manned by competence development persons from the HR-departments in industry along with personnel responsible for education at institutes, schools and universities. Measurable goals/Wanted Effects: A process to ensure the transfer of R&D results to the education A common structure for production engineering competence and education Cost-effective and up-to-date educational material Co-ordinated development and organization of courses in Sweden Increased number of students on Production engineering educations.
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4. Identified competencies within universities and institutes and global competitiveness

4.1 General remarks
Based on the technology areas that each sub-cluster assumes to be dependent upon, each sub-cluster has identified existing competencies within the universities and institutes. It is important to note that this identification is based on each sub clusters view, which in turn might be in disagreement with the universities' and institutes' selfimages. The Swedish automotive industry, OEMs and their Swedish part and system suppliers, act in a highly competitive global market. It is of great significance that their Swedish R&D partners also are capable of acting on the same market and are recognized on an international level. The current R&D structure is too fragmented. In too many cases, the allocated public funding has been used to duplicate competencies which already exist and which would have benefited from additional funding to gain international acknowledgment. Sweden's R&D resources are relatively limited. It is therefore imperative that these resources are used more efficiently in the future. To ensure an efficient use of resources within the areas covered by this programmatic description of the automotive manufacturing R&D needs, the Swedish Automotive Manufacturing R&D Cluster has, therefore, initiated a dialog with the universities and institutes concerning the identified competency areas accounted for in this chapter. The purpose of this dialog is to decide how we should jointly proceed to build up a critical mass, avoid duplication, strengthen and further develop the existing competencies to increase the global competitiveness of the universities and institutes. Abbreviations in alphabetical order: CTH = Chalmers Tekniska Hgskola (Chalmers University of Technology) FCC = Fraunhofer-Chalmers Research Center for Industrial Mathematics HiS = Hgskolan i Skvde (University of Skvde) HV = Hgskolan Vst (University West) Ing HJ = Ingenjrshgskolan Jnkping (School of Engineering, Jnkping University) Swerea KIMAB = Swerea Group of R&D institutes (corrosion and metals) LiU = Tekniska Hgskolan vid Linkpings Universitet (The Institute of Technology at Linkping University) LTH = Lunds Tekniska Hgskola (Faculty of Engineering at Lund University) LTU = Lule Tekniska Universitet (Lule University of Technology) Swerea IVF = = Swerea Group of R&D institutes (production engineering, fibres, polymers and ceramics) KTH = Kungliga Tekniska Hgskolan (Royal Institute of Technology) OSAS = Olofstrm School of Automotive Stamping SP = Sveriges Tekniska Forskningsinstitut (SP Technical Research Institute of Sweden) SVT = Svensk Verktygsteknik (Swedish Tool & Die Technology) Swerea SWECAST = Swerea Group of R&D institutes (foundry) UU = Uppsala Universitet (Uppsala University)
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4.2 Component Manufacture

A number of initiatives have already started to build a new and co-ordinated R&D structure for component manufacturing in Sweden the last 5 years. Examples of this are: MCR - Metal Cutting Research at Chalmers DMMS - Design and Management of Machining Systems at KTH VBC - VrmeBehandlings Centrum at Swerea IVF and Swerea KIMAB SIMET - Swedish Industrial METrology Forum at KTH KUGG Gear manufacturing Centre at KTH PVC Process Liquids Centre at Chalmers and KTH CMSF Component Manufacturing Science Forum at Chalmers and KTH CiC Casting Innovation Center in Jnkping PTC Production Technology Center in Trollhttan
Over the next five years, we like to increase the co-operation between companies and R&D organizations. Following are examples of expected co-operating R&D units and companies within the KT-Cluster from 2009 and forward:
Competencies within universities and institutes Cluster for Component Manufacture

Competence areas Cutting and Cutting fluids Deburring Heat Treatment Metrology Gear Manufacturing Design and management of machining Systems Machine Tools Casting Virtual Manufacturing Engineering Polishing Universities Chalmers, KTH, LTH, HV Chalmers, KTH Chalmers, (Cast Components), LTH (Induction heat treatment and equipment) Chalmers, KTH Hgskolan Halmstad KTH, Uppsala University, LTH KTH, Hgskolan Skvde, Hgskolan Vst, LTU KTH, HV Hgskolan Jnkping KTH, HV Hgskolan Halmstad Institutes Swerea KIMAB, MCR, PVC Swerea IVF, Swerea KIMAB Swerea IVF, Swerea KIMAB, VBC Swerea IVF, SP, SIMET Gear technology Centre, Kping Swerea IVF, DMMS
Swerea Swecast Swerea IVF
Missing Competencies: Grinding and Plastic forming
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4.3 Body & Cab

Competencies within universities and institutes Body & Cab
Competency Area Virtual Manufacturing Engineering Universities
CTH: Virtual Body Shop: Mfg cell dev., virtual try-out and quality control, off-line programming. HIS: Virtual Body Shop: Mfg cell dev., simulation based optimization, off-line programming HV UU/ngstrm Lab.: Stainless steel galling properties HH: Modeling and surface properties
Institutes
Swerea IVF: Geometry assurance organization and industrial implementation. FCC: Industrial mathematics solutions
Sheet Materials Technology
Stamping Dies
KTH: Machining w. r. to production Chalmers/MCR: Machining w. r. to process
Forming Joining
LTU: Warm/hot forming LTH: Equipment for hot forming LTU: Laser welding HIS: Simulation of adhesive material. HV CTH, LiU, LTH, LTU, HV: Laser CTH: Virtual methods Development, RD&T etc.
Swerea KIMAB: Tensile test, Friction & galling studies, Joinabilty studies, Fatigue testing, SEM OSAS: Tensile test, Friction, Surface charact., Formability studies SVT: Tensile tests (Low and high strain rate), Formability characterization Swerea SWECAST: Cast materials: tensile testing, SEM Swerea IVF: Die manufacturing process, some heat treatment methods OSAS: Forming dies: wear and galling, Trim dies: wear & chipping, Surface characterization SVT: Die manufacturing processes: Cold and hot forming tools Swerea IVF: All forming methods OSAS: Conventional stamping SVT: All forming methods Swerea KIMAB: All joining methods Swerea IVF: Adhesive bonding SVT: Laser welding & mech. joining Swerea IVF, SVT Swerea IVF: Adhesive bonding SVT: All joining simulations Swerea IVF: Organization, handling, usage & analysis of data, Ind. implement. of production methods, Product properties after forming SVT: 3D non-contact geometrical validations of stamped components See MP&L's table
Joining simulations Geometry/Quality
Materials planning & logistics Industrial IT Equipment Missing competencies:
See MP&L's table CTH: Control systems Missing competency
Missing competency
Stamping Dies: Hardening methods, surface treatments, Try-out and repair welding Joining simulations: Industrially applicable simulation tools Equipment: no competency available within the country.
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4.4 Surface Treatment & Paint Competencies within universities and institutes Cluster for Surface Treatment & Paint
Competence areas Material Environment Process Virtual Controls
Analysis and verification
Universities KTH
HV: Thermal spraying Chalmers

KTH
Institutes Swerea IVF, Swerea KIMAB, SP, IVL, Swerea IVF Swerea IVF, IPA FCC, IPA
Swerea KIMAB, SP
Missing competencies:
4.5 Assembly
An already established co-ordinated R&D structure for assembly issues is Svenskt Monteringsforum, where manufactures, universities and institutes are represented.
Competencies within universities and institutes Cluster for Assembly

Competence areas
General assembly Flexible production Robotic assembly Process development Working ergonomics (including physical and cognitive ergonomics) Joining (fasteners) Virtual assembly analysis, assembly sequences, ergonomic, path planning Lean Production Environmental Production
Universities
Svenskt Monteringsforum Ing HJ mtrl handling, LiU, CTH, HiS LiU, CTH Ing HJ cpl system, LiU, CTH CTH, HIS CTH, KTH CTH ppu. FCC, HIS CTH, LiU
Institutes
Svenskt Monteringsforum
Swerea IVF, Swerea KIMAB, SP
JMAC, Swerea IVF
Compliant parts. Path planning Industrial IT Virtual Ergonomics Missing competencies:
FCC: Industrial mathematics solutions CTH: Control systems CTH
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4.6 Logistics & Material Handling/Planning Competencies within universities and institutes Cluster for Logistics & Material Handling/Planning
Competence areas Automated small tuggers for minomi solutions Kitting Auto ID Packaging Supply strategies/Inventory Management, Transportation Inter modular solutions Performance Management Supply chain monitoring Order schedule stability Cross-docking Outbound After Market Logistics Missing competencies: Universities CTH, HV CTH, CTH, CTH, CTH, LTH, HV LTH, Blekinge LTH LTH, Blekinge, HV Institutes
CTH, CTH, CTH, CTH, CTH, CTH CTH,
LTH, LTH, LTH, LTH LTH, LiTH
Blekinge, Handels Vxj, LiTH Blekinge LiTH
4.7 Production Management Competencies within universities and institutes Cluster for Production Management
Competence areas Organizational development Operating System Operations management
Human factors Knowledge management Lean Production Discrete Event simulation Manufacturing Economic Simulation
Universities CTH, KTH, LiU, LTU, LTH, HV CTH, KTH, LiU, HiS CTH, KTH, HiS
CTH. KTH, LTU, HV KTH, CTH, HV CTH, KTH HIS, KTH, CTH, HV
Institutes Swerea IVF Swerea Swerea Swerea Swerea Swerea IVF, Innovatum IVF, Innovatum
IVF IVF IVF (Lean Forum)
LTH
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4.8 Virtual Manufacturing Engineering and MDM Competencies within universities and institutes Cluster for Virtual Manufacturing Engineering and MDM
Competence areas PLM, MDM User friendly VM tools Neutral manufacturing data formats Simulation Based Optimization Virtual Process in every Cluster Universities KTH, LTH, CTH, HV HIS KTH, HIS, CTH, HV KTH, HIS Institutes Swerea IVF
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5. Continuity and change requirements for global competitiveness

The Swedish automotive industry has together with governmental agencies developed a joint research and innovation strategy for collaborative R&D efforts partially funded by public financiers. This strategy comprises the following 5 thematic areas (the FFI programme): I. II. III. IV. V. Transport efficiency Energy and Environment Vehicle and Traffic Safety Vehicle Development Sustainable Manufacturing
The Swedish Automotive Manufacturing R&D Cluster expresses its full support for this long term strategy. The present programmatic description is in fact a more detailed account of the automotive R&D needs within the thematic area V above Sustainable Manufacturing. The Swedish automotive industry, OEMs and their Swedish part and system suppliers, act in a highly competitive global market. It is of great significance that their Swedish R&D partners are also capable of acting on the same market. The current R&D structure is often fragmented and, in too many cases, the allocated public funding has been used to duplicate competencies which already exist and which would have benefited from additional funding to gain international acknowledgment. Sweden's R&D resources are relatively limited. It is therefore imperative that these resources are used more efficiently in the future. The roles played by each actor within the R&D structure need to be identified and clear. Fig. 7 displays the ideal role division from a technology maturity point of view. (It is not claimed that Fig. 7 describes the R&D structure from all perspectives. However, this figure is, as it might be understood below, sufficient for the issue addressed in this report.) Both universities and institutes can and should naturally act in Basic Research, Applied Research and Development phases. However, the institutes' main domain should be needs-based Industrial R&D. The institute structure and the role the institutes would like to play in the Swedish R&D structure have not been sufficiently clear during the past years.
Automaker 1 (incl (incl suppliers) Automaker 2 (incl (incl suppliers) Industrial Application Automaker 3 (incl (incl suppliers)
Industrial R&D University Research
Basic Research
Applied Research
Development
Industrialization
Fig. 7. R&D Role division from a technology maturity point of view.
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To ensure an efficient use of resources within the areas covered by this programmatic description of the automotive manufacturing R&D needs and within which the automotive industry and universities collaborate, the Swedish Automotive Manufacturing R&D Cluster has, therefore, an ongoing dialog with the universities, institutes and relevant university networks such as the Swedish Production Academy. The purpose of this dialog is to decide how we should proceed jointly to build up a critical mass, avoid duplication, and strengthen and further develop the existing competencies to increase the global competitiveness of the universities and institutes. We would finally like to emphasize once again the need of industry and academia (both universities and institutes) collaboration to strengthen and further develop the global competitiveness of Swedish manufacturing in general and Swedish automotive manufacturing in particular. welcome all manufacturing-related initiatives which aim at strengthening and developing this competitiveness (and see the establishment of the Swedish Automotive Manufacturing R&D Cluster as such an initiative).
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6. References
1. 2. 3. 4. 5. 6. Scandinavian Automotive Supplier's report to Strategy Group for Swedish vehicle industry, April 8, 2005 (in Swedish). (Fordonskomponentgruppens rapport till Strategigruppen fr svensk fordonsindustri, 2005-04-08). Manufuture A vision for 2020, Report of the High-Level Group November 2004. OECD Reviews of Regional Innovation: Globalization and Regional Economies, Interim version for Global Challenges/Regional Strategies Conference, Stockholm, 31 May-1 June 2007. Fordonsindustrin i nationell och regional belysning (Tillvxtverket, Publikation Info 019-2009) Globalisation and Regional Economies Case Studies in the Automotive Sector, OECD and Nutek, R2007:11. Globalisation provides pre-requisites for growth, Confederation of Swedish Enterprise, Thematic Sheet 2006-09-14 (in Swedish). (Globalisering ger frutsttningar fr tillvxt, Svenskt Nringsliv, Temablad 2006-09-14.)
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Appendix 1 Cluster members

The contribution of the following members of the Swedish Automotive Manufacturing R&D sub-clusters is highly appreciated and acknowledged.
Subcluster
Name
Sven Hjelm (Cluster Leader) Jonas Mller
Company
Scania AB Volvo Volvo Cars MCR Chalmers SWEREA och KTH FKG AB Volvo AB Volvo AB Volvo AB Volvo AB Volvo Scania Scania Scania Scania Chalmers Chalmers KTH KTH KTH
E-mail
sven.hjelm@scania.com jonas.moller@volvo.com hsterner@volvocars.com hans-borje.oskarson@me.chalmers.se kerstin.dencker@swerea.se anna.wik@leax.se anette.brannemo@volvo.com peter.ki.jonsson@volvo.com andreas.rudqvist@volvo.com shiva.kack@volvo.com johan.vallhagen@volvo.com Kurt.forsberg@scania.se Bjorn.holmgren@scania.se erik.sandqvist @scania.se ulf.bjarre@scania.com lars.nyborg@chalmers.se ragnar@chalmers.se gunilla.sivard@iip.kth.se lars.mattsson@iip.kth.se soren@md.kth.se
Phone
070-7983443 070-2522437 0500-274013 070-5215397 070 780 61 04 076-7640868 016-5415879 0520 93833 0520-93876 0221 45 77 41 0520 - 935 65 08 55385591 08 55382062 08 55385736 08 553 512 46 0317721257 087909080 08-790 91 75
Hkan Sterner Hans Brje Oskarsson Kerstin Dencker (Co-ordinator) Anna Wik
Component Manufacture Info Group
Anette Brannemo Peter Jonsson Andreas Rudqvist Shiva Kck Johan Vallhagen Kurt Forsberg Bjrn Holmgren Sandqvist Erik Ulf Bjarre Lars Nyborg Ragnar Larsson Gunilla Sivard Lars Mattsson Sren Andersson
Page 58 (62)
Hans Kristoffersen Eva Troell Tobias Larsson
Swerea IVF Swerea IVF LTU
hans.kristoffersen@swerea.se eva.troell@swerea.se tobias.c.larsson@ltu.se 031-706 6077 0920 493043
Subcluster
Name
Lars-Ola Larsson (Cluster Leader) Kenneth Kjellsson (Deputy Leader) Anders Lundin Tommy Christensen Hkan Sundberg Magnus Liljengren Elisabeth Sagstrm (Coordinator) Arne Melander Micael JO Larsson (Cluster Leader)
Company
Volvo Cars Volvo Cars Scania Saab Automobile AB Volvo IUC/OSAS Swerea IVF Swerea KIMAB Saab Automobile Volvo Cars Scania AB Volvo FKG/ Swerea IVF Saab Automobile AB Volvo AB Volvo Scania AB Volvo Volvo Cars Volvo Cars Swerea IVF
E-mail
llarsson@volvocars.com kkjellss@volvocars.com anders.lundin@scania.com tommy.christensen@se.saab.com Hakan.Sundberg@volvo.com magnus.liljengren@iuc-olofstrom.se elisabeth.sagstrom@swerea.se arne.melander@swerea.se micael.jo.larsson@se.saab.com jwohner@volvocars.com Grethe.hallberg@scania.com Henrik.Kloo@volvo.com lars.osterberg@swerea.se Ingemar.h.nilsson@se.saab.com lena.moestam.ahlstrom@volvo.com gunnar.backstrand@volvo.com lars.oxelmark@scania.com filip.bergman@volvo.com dlarsso3@volvocars.com therma14@volvocars.com Bjorn.Langbeck@swerea.se
Phone
031-3257415 0454-264930 070-628 31 74 0520-86831 090-707803 0454-97558 031-706 60 67 08-440 48 00 0520-4832 46 031-3257760 0491-765221 031-3227099 031-7066049 0520-86400 031-3226191 0500-474187 031-3223362 031-595527 031-3252387 08-21 64 29
Jrg Wohner Grethe Hallberg Henrik Kloo Lars sterberg (Coordinator) Ingemar H Nilsson (Cluster Leader) Lena Moestam Ahlstrm Gunnar Bckstrand
Assembly
Lars Oxelmark Filip Bergman Dick Larsson Thomas Hermansson Bjrn Langbeck (Coordinator)
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Subcluster
Name
Bjrn Mattsson (Cluster Leader) Alf Andersson Lars Hammar
Company
Volvo Cars Volvo Cars Faurecia Exhaust Scania Scania AB Volvo Saab Automobile Chalmers Volvo Cars Scania Scania FKG/LEAX SAAB Volvo Trucks Volvo Aero/AB Volvo Volvo Cars Scania Saab Automobile FKG/Schenker AB Volvo Chalmers
E-mail
bmattss1@volvocars.com aander58@volvocars.com lhammar@torsas.faurecia.com niclas.josefsson@scania.com bertil.tamm@scania.com johan.granath@volvo.com jon.hoglind@se.saab.com rikard.soderberg@me.chalmers.se saxelss1@volvocars.com rikard.ottosson@scania.com andreas.rosengren@scania.com Anna.wik@leax.se tommy.christensen@se.saab.com Meit.larsson@volvo.com johan.vallhagen@volvo.com hbrynzer@volvocars.com lennart_a.lundgren@scania.com robin.hanson@se.saab.com leif.ohlsson@schenker.com annika.Stromdahl@volvo.com mats.johansson@chalmers.se
Phone
031-593488 0454-265280 0709-400 130 0707485633 08 55380139 031-322 7113 0520-78332 031-7728617 031-3251959 0491-765395 070 553 1157 076-7640868 0520-86831 031-3226932 0520-93565 031-3256273 070-5882708 0520-85494 0705-834 333 031-3226930 031-772 13 29
Geometry & Quality
Niclas Josefsson Bertil Tamm Johan Granath Jon Hoglind Rikard Sderberg (Coordinator) Stefan Axelsson (Cluster Leader) Rikard Ottosson Andreas Rosengren
Automation of Anna Wik Production lines and Tommy Christensen control systems
Meit Larsson Johan Vallhagen Coordinator? Henrik Brynzr (Cluster Leader) Lennart Lundgren Leif Ohlsson/Petter Skoglund Annika Strmdahl Mats Johansson (Coordinator)
Logistics & Materials Robin Hanson Handling
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Subcluster
Name
Lennart Rasmusson
Company
Volvo Cars Saab Automobile Scania Innovatum/FKG FKG/Haldex Swerea IVF Hgskolan Skvde Scania Scania AB Volvo AB Volvo Saab Automobile Volvo Cars DMMS KTH Hgskolan Skvde FKG/Swerea IVF Chalmers Scania AB Volvo Saab Automobile Volvo Cars KTH Chalmers Chalmers
E-mail
lena.moestam.ahlstrom@volvo.com lrasmus3@volvocars.com ingrid.elison@se.saab.com bjorn.holmgren@scania.com lennart.wallden@innovatum.se monica.bellgran@haldex.com ulrika.harlin@swerea.se Matias.urenda.moris@his.se lars.hanson@scania.com Mattias.soderholm@scania.com thomas.lezama@volvo.com robert.murby@volvo.com lennart.malmskold@se.saab.com mronnang@volvocars.com gunilla.sivard@iip.kth.se Mats.Jagstam@his.se Per.Gullander@swerea.se bjorn.johansson@chalmers.se tommy.nystrom@scania.com Anne-Christine.Almsenius@volvo.com kari.jansson@se.saab.com bengt.lindberg@iip.kth.se lars.nyborg@chalmers.se daca@chalmers.se
Phone
031-3226191 031-3259440 0520-84624 0705 720614 0520-289 327 0706-25 60 35 031-706 60 54 0702-457534 0707890272 0703 486094 031-3229421 031-3221814 0520-84105 031-3255073 070-5570693 0500-448525 031-7066041 031-7723809 070-5583062 031-322 35 82 0520-866 82 070-626 29 99 070-308 82 57
Lena Moestam Ahlstrm (Cluster Leader) AB Volvo
Ingrid Elison Bjrn Holmgren Lennart Walldn Monica Bellgran Ulrika Harlin Matias Urenda Moris (coordinator) Lars Hanson Mattias Sderholm Thomas Lezama (Cluster leader)
Virtual Engineering and MDM
Robert Murby Lennart Malmskld Magnus Rnnng Gunilla Sivard Mats Jgstam Per Gullander Bjrn Johansson
Utbildning
Tommy Nystrm Anne-Christine Almsenius Kari Jansson ? Bengt Lindberg Lars Nyborg Dan Carlsson
Page 61 (62)
Bengt-Gran Rosen (2008/09 Coordinator) HH Mats Jgstam Dawn Yoshimura HiS AB Volvo
Bengt-Goran.Rosen@set.hh.se Mats.Jagstam@his.se Dawn.yoshimura@volvo.com
035-16 76 04
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Sustainable Manufacturing Systems RD Program Third Edition Jan 2010

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2020 Sustainable Manufacturing Systems Capable of Producing Innovative Environmentally Friendly and Safe Products

Third Edition January 2010

3.11 Education ______________________________________________________ 46 3.11.1 Competence and education matrix________________________________________ 47

Swedish Automotive Manufacturing R&D Cluster

Operative Management Group

Body & Cab Manufacture

Surface Treatment & Paint

Geometry & Quality

Automation of Production Lines, Robotics & Control Systems

Logistics & Materials Handling

Virtual Engineering & MDM

Swedish Automotive Manufacturing R&D Cluster

Operative Management Group

Body & Cab Manufacture

Surface Treatment & Paint

Geometry & Quality

Automation of Production Lines, Robotics & Control Systems

Logistics & Materials Handling

Virtual Engineering & MDM

2. The Swedish Automotive Manufacturing R&D Cluster

Sequential main automotive manufacturing processes

Geometry & Quality

Automation of Production Lines, Robotics & Control Systems

Logistics & Materials Handling

Virtual Engineering & MDM

Body & Cab Manufacture

Surface Treatment & Paint

Swedish Automotive Manufacturing R&D Cluster

Operative Management Group

Body & Cab Manufacture

Surface Treatment & Paint

Geometry & Quality

Automation of Production Lines, Robotics & Control Systems

Logistics & Materials Handling

Virtual Engineering & MDM

3. Needs of Automotive Manufacturing R&D 2010-2020

Presumptions for Swedish Automotive Manufacturing

Product and Manufacturing Attributes

3.2 Component Manufacture

The following programmatic needs are identified:

3.2.1 Manufacturing systems for components in future powertrains

3.2.2 Environmentally adapted manufacturing processes

3.2.3 Realistic verification of manufacturing processes

3.2.4 Manufacturing of lightweight, strong and energy efficient components

3.2.6 Quality control preparation and non-destructive measurement online

3.3 Body & Cab

The following programmatic needs are identified:

3.3.3 New forming and joining methods

3.3.5 Forming and joining simulations with improved prediction accuracy

3.4 Surface Treatment & Paint

3.4.2 Process enhancements for reduced environmental impact

3.4.3 The Virtual Paint Shop

3.4.4 Surface Treatment Application Center

3.5.1 Support of innovative product developments

3.5.2 Process development / automation

3.5.3 People in production

3.6 Geometry and Quality

3.6.1 Definition of demands regarding geometrical qualities

3.6.2 Methods of working for a geometry assured process

3.6.3 Cost models for quality deficiencies

3.6.4 Improved verification techniques

3.7 Automation of production systems, robotics and control systems

3.7.1 Efficient use of energy and media in production systems

3.7.2 Automated production systems adapted for future requirements

3.11 Education ______________ 46 3.11.1 Competence and education matrix 47