58,926 research outputs found
An ontology framework for developing platform-independent knowledge-based engineering systems in the aerospace industry
This paper presents the development of a novel knowledge-based engineering (KBE) framework for implementing platform-independent knowledge-enabled product design systems within the aerospace industry. The aim of the KBE framework is to strengthen the structure, reuse and portability of knowledge consumed within KBE systems in view of supporting the cost-effective and long-term preservation of knowledge within such systems. The proposed KBE framework uses an ontology-based approach for semantic knowledge management and adopts a model-driven architecture style from the software engineering discipline. Its phases are mainly (1) Capture knowledge required for KBE system; (2) Ontology model construct of KBE system; (3) Platform-independent model (PIM) technology selection and implementation and (4) Integration of PIM KBE knowledge with computer-aided design system. A rigorous methodology is employed which is comprised of five qualitative phases namely, requirement analysis for the KBE framework, identifying software and ontological engineering elements, integration of both elements, proof of concept prototype demonstrator and finally experts validation. A case study investigating four primitive three-dimensional geometry shapes is used to quantify the applicability of the KBE framework in the aerospace industry. Additionally, experts within the aerospace and software engineering sector validated the strengths/benefits and limitations of the KBE framework. The major benefits of the developed approach are in the reduction of man-hours required for developing KBE systems within the aerospace industry and the maintainability and abstraction of the knowledge required for developing KBE systems. This approach strengthens knowledge reuse and eliminates platform-specific approaches to developing KBE systems ensuring the preservation of KBE knowledge for the long term
A Product Oriented Modelling Concept: Holons for systems synchronisation and interoperability
Nowadays, enterprises are confronted to growing needs for traceability,
product genealogy and product life cycle management. To meet those needs, the
enterprise and applications in the enterprise environment have to manage flows
of information that relate to flows of material and that are managed in shop
floor level. Nevertheless, throughout product lifecycle coordination needs to
be established between reality in the physical world (physical view) and the
virtual world handled by manufacturing information systems (informational
view). This paper presents the "Holon" modelling concept as a means for the
synchronisation of both physical view and informational views. Afterwards, we
show how the concept of holon can play a major role in ensuring
interoperability in the enterprise context
Designing Traceability into Big Data Systems
Providing an appropriate level of accessibility and traceability to data or
process elements (so-called Items) in large volumes of data, often
Cloud-resident, is an essential requirement in the Big Data era.
Enterprise-wide data systems need to be designed from the outset to support
usage of such Items across the spectrum of business use rather than from any
specific application view. The design philosophy advocated in this paper is to
drive the design process using a so-called description-driven approach which
enriches models with meta-data and description and focuses the design process
on Item re-use, thereby promoting traceability. Details are given of the
description-driven design of big data systems at CERN, in health informatics
and in business process management. Evidence is presented that the approach
leads to design simplicity and consequent ease of management thanks to loose
typing and the adoption of a unified approach to Item management and usage.Comment: 10 pages; 6 figures in Proceedings of the 5th Annual International
Conference on ICT: Big Data, Cloud and Security (ICT-BDCS 2015), Singapore
July 2015. arXiv admin note: text overlap with arXiv:1402.5764,
arXiv:1402.575
Managing design variety, process variety and engineering change: a case study of two capital good firms
Many capital good firms deliver products that are not strictly one-off, but instead share a certain degree of similarity with other deliveries. In the delivery of the product, they aim to balance stability and variety in their product design and processes. The issue of engineering change plays an important in how they manage to do so. Our aim is to gain more understanding into how capital good firms manage engineering change, design variety and process variety, and into the role of the product delivery strategies they thereby use. Product delivery strategies are defined as the type of engineering work that is done independent of an order and the specification freedom the customer has in the remaining part of the design. Based on the within-case and cross-case analysis of two capital good firms several mechanisms for managing engineering change, design variety and process variety are distilled. It was found that there exist different ways of (1) managing generic design information, (2) isolating large engineering changes, (3) managing process variety, (4) designing and executing engineering change processes. Together with different product delivery strategies these mechanisms can be placed within an archetypes framework of engineering change management. On one side of the spectrum capital good firms operate according to open product delivery strategies, have some practices in place to investigate design reuse potential, isolate discontinuous engineering changes into the first deliveries of the product, employ ‘probe and learn’ process management principles in order to allow evolving insights to be accurately executed and have informal engineering change processes. On the other side of the spectrum capital good firms operate according to a closed product delivery strategy, focus on prevention of engineering changes based on design standards, need no isolation mechanisms for discontinuous engineering changes, have formal process management practices in place and make use of closed and formal engineering change procedures. The framework should help managers to (1) analyze existing configurations of product delivery strategies, product and process designs and engineering change management and (2) reconfigure any of these elements according to a ‘misfit’ derived from the framework. Since this is one of the few in-depth empirical studies into engineering change management in the capital good sector, our work adds to the understanding on the various ways in which engineering change can be dealt with
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