New Solution of Abstract Architecture for Control and Coordination Decentralized Systems

This paper contains a new approach that combines the advantages and disadvantages of suppressing hierarchical and heterarchical control architectures, creating a semi-heterarchical (holonic) control architecture. The degree of subordinate unit autonomy changes dynamically, depending on the presence of a system disruption, and its scope allows for a smooth transition from hierarchical to heterarchic control architecture in subordinate units. We have proposed a representation of the dynamic degree of autonomy and its possible application to subordinate units, which are, in our case, one-directional Automated Guided Vehicles (AGVs) and are guided by magnetic tape. In order to achieve such a semi-heterarchic management architecture with a dynamic degree of autonomy, approaches such as smart product, stymergic (indirect) communication, or basic principles of holon approach have been implemented

A switching mechanism framework for optimal coupling of predictive scheduling and reactive control in manufacturing hybrid control architectures

Nowadays, manufacturing systems are seeking control architectures that offer efficient production performance and reactivity to disruptive events. Dynamic hybrid control architectures are a promising approach as they are not only able to switch dynamically between hierarchical, heterarchical and semi-heterarchical structures, they can also switch the level of coupling between predictive scheduling and reactive control techniques. However, few approaches address an efficient switching process in terms of structure and coupling. This paper presents a switching mechanism framework in dynamic hybrid control architectures, which exploits the advantages of hierarchical manufacturing scheduling systems and heterarchical manufacturing execution systems, and also mitigates the respective reactivity and optimality drawbacks. The main feature in this framework is that it monitors the system dynamics online and shifts between different operating modes to attain the most suitable production control strategy. The experiments were carried out in an emulation of a real manufacturing system to illustrate the benefits of including a switching mechanism in simulated scenarios. The results show that the switching mechanism improves response to disruptions in a global performance indicator as it permits to select the best alternative from several operating modes.This article was supported by COLCIENCIAS Departamento Administrativo de Ciencia, Tecnología e Innovación 10.13039/100007637 [Grant Number Convocatoria 568 Doctorados en el exterior]; Pontificia Universidad Javeriana [Grant Number Programa de Formacion de posgrados].info:eu-repo/semantics/publishedVersio

Réduction du comportement myope dans le contrôle des FMS : une approche semi-hétérarchique basée sur la simulation-optimisation

Heterarchical-based control for flexible manufacturing systems (FMS) localizes control capabilities in decisional entities (DE), resulting in highly reactive and low complex control architectures. However, these architectures present myopic behavior since DEs have limited visibility of other DEs and their behavior, making difficult to ensure certain global performance. This dissertation focuses on reducing myopic behavior. At first, a definition and a typology of myopic behavior in FMS is proposed. In this thesis, myopic behavior is dealt explicitly so global performance can be improved. Thus, we propose a semi-heterarchical architecture in which a global decisional entity (GDE) deals with different kinds of myopic decisions using simulation-based optimization (SbOs). Different optimization techniques can be used so myopic decisions can be dealt individually, favoring GDE modularity. Then, the SbOs can adopt different roles, being possible to reduce myopic behavior in different ways. More, it is also possible to grant local decisional entities with different autonomy levels by applying different interaction modes. In order to balance reactivity and global performance, our approach accepts configurations in which some myopic behaviors are reduced and others are accepted. Our approach was instantiated to control the assembly cell at Valenciennes AIPPRIMECA center. Simulation results showed that the proposed architecture reduces myopic behavior whereby it strikes a balance between reactivity and global performance. The real implementation on the assembly cell verified the effectiveness of our approach under realistic dynamic scenarios, and promising results were obtained.Le contrôle hétérarchique des systèmes de production flexibles (FMS) préconise un contrôle peu complexe et hautement réactif supporté par des entités décisionnelles locales (DEs). En dépit d'avancées prometteuses, ces architectures présentent un comportement myope car les DEs ont une visibilité informationnelle limitée sue les autres DEs, ce qui rend difficile la garantie d'une performance globale minimum. Cette thèse se concentre sur les approches permettant de réduire cette myopie. D'abord, une définition et une typologie de cette myopie dans les FMS sont proposées. Ensuite, nous proposons de traiter explicitement le comportement myope avec une architecture semi-hétérarchique. Dans celle-ci, une entité décisionnelle globale (GDE) traite différents types de décisions myopes à l'aide des différentes techniques d'optimisation basée sur la simulation (SbO). De plus, les SbO peuvent adopter plusieurs rôles, permettant de réduire le comportement myope de plusieurs façons. Il est également possible d'avoir plusieurs niveaux d'autonomie en appliquant différents modes d'interaction. Ainsi, notre approche accepte des configurations dans lesquelles certains comportements myopes sont réduits et d'autres sont acceptés. Notre approche a été instanciée pour contrôler la cellule flexible AIP- PRIMECA de l'Université de Valenciennes. Les résultats des simulations ont montré que l'architecture proposée peut réduire les comportements myopes en établissant un équilibre entre la réactivité et la performance globale. Des expérimentations réelles ont été réalisées sur la cellule AIP-PRIMECA pour des scenarios dynamiques et des résultats prometteurs ont été obtenus

Application of lean scheduling and production control in non-repetitive manufacturing systems using intelligent agent decision support

This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University.Lean Manufacturing (LM) is widely accepted as a world-class manufacturing paradigm, its currency and superiority are manifested in numerous recent success stories. Most lean tools including Just-in-Time (JIT) were designed for repetitive serial production systems. This resulted in a substantial stream of research which dismissed a priori the suitability of LM for non-repetitive non-serial job-shops. The extension of LM into non-repetitive production systems is opposed on the basis of the sheer complexity of applying JIT pull production control in non-repetitive systems fabricating a high variety of products. However, the application of LM in job-shops is not unexplored. Studies proposing the extension of leanness into non-repetitive production systems have promoted the modification of pull control mechanisms or reconfiguration of job-shops into cellular manufacturing systems. This thesis sought to address the shortcomings of the aforementioned approaches. The contribution of this thesis to knowledge in the field of production and operations management is threefold: Firstly, a Multi-Agent System (MAS) is designed to directly apply pull production control to a good approximation of a real-life job-shop. The scale and complexity of the developed MAS prove that the application of pull production control in non-repetitive manufacturing systems is challenging, perplex and laborious. Secondly, the thesis examines three pull production control mechanisms namely, Kanban, Base Stock and Constant Work-in-Process (CONWIP) which it enhances so as to prevent system deadlocks, an issue largely unaddressed in the relevant literature. Having successfully tested the transferability of pull production control to non-repetitive manufacturing, the third contribution of this thesis is that it uses experimental and empirical data to examine the impact of pull production control on job-shop performance. The thesis identifies issues resulting from the application of pull control in job-shops which have implications for industry practice and concludes by outlining further research that can be undertaken in this direction

13th International Conference on Modeling, Optimization and Simulation - MOSIM 2020

Comité d’organisation: Université Internationale d’Agadir – Agadir (Maroc) Laboratoire Conception Fabrication Commande – Metz (France)Session RS-1 “Simulation et Optimisation” / “Simulation and Optimization” Session RS-2 “Planification des Besoins Matières Pilotée par la Demande” / ”Demand-Driven Material Requirements Planning” Session RS-3 “Ingénierie de Systèmes Basées sur les Modèles” / “Model-Based System Engineering” Session RS-4 “Recherche Opérationnelle en Gestion de Production” / "Operations Research in Production Management" Session RS-5 "Planification des Matières et des Ressources / Planification de la Production” / “Material and Resource Planning / Production Planning" Session RS-6 “Maintenance Industrielle” / “Industrial Maintenance” Session RS-7 "Etudes de Cas Industriels” / “Industrial Case Studies" Session RS-8 "Données de Masse / Analyse de Données” / “Big Data / Data Analytics" Session RS-9 "Gestion des Systèmes de Transport” / “Transportation System Management" Session RS-10 "Economie Circulaire / Développement Durable" / "Circular Economie / Sustainable Development" Session RS-11 "Conception et Gestion des Chaînes Logistiques” / “Supply Chain Design and Management" Session SP-1 “Intelligence Artificielle & Analyse de Données pour la Production 4.0” / “Artificial Intelligence & Data Analytics in Manufacturing 4.0” Session SP-2 “Gestion des Risques en Logistique” / “Risk Management in Logistics” Session SP-3 “Gestion des Risques et Evaluation de Performance” / “Risk Management and Performance Assessment” Session SP-4 "Indicateurs Clés de Performance 4.0 et Dynamique de Prise de Décision” / ”4.0 Key Performance Indicators and Decision-Making Dynamics" Session SP-5 "Logistique Maritime” / “Marine Logistics" Session SP-6 “Territoire et Logistique : Un Système Complexe” / “Territory and Logistics: A Complex System” Session SP-7 "Nouvelles Avancées et Applications de la Logique Floue en Production Durable et en Logistique” / “Recent Advances and Fuzzy-Logic Applications in Sustainable Manufacturing and Logistics" Session SP-8 “Gestion des Soins de Santé” / ”Health Care Management” Session SP-9 “Ingénierie Organisationnelle et Gestion de la Continuité de Service des Systèmes de Santé dans l’Ere de la Transformation Numérique de la Société” / “Organizational Engineering and Management of Business Continuity of Healthcare Systems in the Era of Numerical Society Transformation” Session SP-10 “Planification et Commande de la Production pour l’Industrie 4.0” / “Production Planning and Control for Industry 4.0” Session SP-11 “Optimisation des Systèmes de Production dans le Contexte 4.0 Utilisant l’Amélioration Continue” / “Production System Optimization in 4.0 Context Using Continuous Improvement” Session SP-12 “Défis pour la Conception des Systèmes de Production Cyber-Physiques” / “Challenges for the Design of Cyber Physical Production Systems” Session SP-13 “Production Avisée et Développement Durable” / “Smart Manufacturing and Sustainable Development” Session SP-14 “L’Humain dans l’Usine du Futur” / “Human in the Factory of the Future” Session SP-15 “Ordonnancement et Prévision de Chaînes Logistiques Résilientes” / “Scheduling and Forecasting for Resilient Supply Chains

Metodología de implantación de modelos de gestión de la información dentro de los sistemas de planificación de recursos empresariales. Aplicación en la pequeña y mediana empresa

La Siguiente Generación de Sistemas de Fabricación (SGSF) trata de dar respuesta a los requerimientos de los nuevos modelos de empresas, en contextos de inteligencia, agilidad y adaptabilidad en un entono global y virtual. La Planificación de Recursos Empresariales (ERP) con soportes de gestión del producto (PDM) y el ciclo de vida del producto (PLM) proporciona soluciones de gestión empresarial sobre la base de un uso coherente de tecnologías de la información para la implantación en sistemas CIM (Computer-Integrated Manufacturing), con un alto grado de adaptabilidad a la estnictura organizativa deseada. En general, esta implementación se lleva desarrollando hace tiempo en grandes empresas, siendo menor (casi nula) su extensión a PYMEs. La presente Tesis Doctoral, define y desarrolla una nueva metodología de implementación pan la generación automática de la información en los procesos de negocio que se verifican en empresas con requerimientos adaptados a las necesidades de la SGSF, dentro de los sistemas de gestión de los recursos empresariales (ERP), atendiendo a la influencia del factor humano. La validez del modelo teórico de la metodología mencionada se ha comprobado al implementarlo en una empresa del tipo PYME, del sector de Ingeniería. Para el establecimiento del Estado del Arte de este tema se ha diseñado y aplicado una metodología específica basada en el ciclo de mejora continua de Shewhart/Deming, aplicando las herramientas de búsqueda y análisis bibliográfico disponibles en la red con acceso a las correspondientes bases de datos

Fusing organisational change and leadership into a practical roadmap for South African organisations

The intention of this study was theory creation in the field of organisational change, directed towards the creation of a conceptual change framework. A qualitative research approach was followed and a grounded theory methodology adopted. This study involved a theoretical investigation of organisational change and leadership within South African organisations, although insights gained could be transferred across contexts or settings. The primary aim was to create a practical change framework to ensure sustainable organisational change. Secondly, to determine the impact of leadership on successful organisational change. Thirdly, to establish whether any fundamental elements can be identified as essential for inclusion in such a change framework. Fourthly, to identify non-negotiable success factors that can ensure successful change. Fifthly, to determine the human elements that should be included in order to minimise negative outcomes such as resistance and noncompliance. The final aim was to ascertain what meta-insights can be gained from organisational change and leadership. The research findings concluded that the first perception when speaking about change is fear, anxiety and increased stress, resulting in impaired functioning. Organisations struggle to handle increased stress levels during periods of change and require improved methods of dealing with stress to ensure optimal individual functioning. Only through reduced stress levels will individuals be able to engage with organisational change initiatives. Alternative intervention technologies were suggested which could assist the individual change journey through reduced stress and/or increased consciousness. These alternative intervention technologies were suggested because of the paucity of current literature. It practically aids organisations on how to deal with the stress dilemma. This research introduced the concepts of anti-leader and anti-manager. These concepts depict the negative characteristics of leadership and management which invariably increases individual stress levels. Emotions elicited by the anti-leader and/or anti-manager could potentially split, divide and fragment a workforce. The ideal organisational approach should be designed by the people, be inclusive of all, involve, empower and allow individuals to make the required decisions. As organisational change can only be effected through individual change, this thesis places the individual in the centre. Without individual change, vicissitude and sustainable organisational change become highly unlikely.Graduate School of Business LeadershipDB