Strategic Plan Opportunities and Idea Analysis Informational Design Lifecycle/ stakeholders...

Strategic PlanOpportunities

and Idea Analysis

Informational Design

Lifecycle/ stakeholders

definition


Requirements and specification

Conceptual Design

Detailed Design

Create BOM and items

Detailed DesignMake or buy

decisions

Detailed DesignProcess and disassembly

planning

Detailed DesignParts and

Prototype testing (Simulation)

Detailed DesignEnd-of-Life Planning

Production Preparation and Product launch

1st Usage PhaseProduct Monitoring

and PSS maintenance

Remanufacturing chain

Detailed DesignEnvironmental

Impact Assessment

Strategic PlanProject

Planning

Phase 1 - Remanufacturing oriented product development

Phase 2 - 1st usage phase

Phase 3 - Remanufacturing

phase

Phase 4 - 2nd usage phase

Storyboard – Lifecycle of a remanufacturing oriented grinding machine Phase 0 –

Reference model Improvement

2nd Usage PhaseProduct Monitoring

and PSS maintenance

Detailed Design

Service design

Detailed DesignProcess Analysis

(Simulation)

Ecodesign Maturity Model

Application

1

8New Reference Model with Ecodesign Practices

2

3 4

5

6

7

9

19

10

11

12

1314

15

16

17

18

: main activity

: support activity

: main stream

: phase

n : sequence ofpresentation

Strategic Planning

0

©

GrEAT continually controls its enterprise strategy through analysis of its own and its competitors strengths and through analysis of potential market fields and segments. GrEAT has initialized a strategic analysis for the business field of

sustainable products and production and has examined the surrounding field and the companies internal processes.

Strategic Planning

•Stakeholders•Market information•Material product lifecycle

•Situation Analysis•Scenario technique•Strategic Management planning process

Tools

0

Inputs

Outputs

Analysis

Diagnosis of GrEAT´s current maturity level on Ecodesign

Identification of environmental hotspots

GrEAT set up a strategy to sustainability with focus on new products. In order to improve the company´s reference model with the incorporation of ecodesign

practices, it is applies the Ecodesign Maturity Model, which assess the current maturity level, define the next level to be achieved and describe the most suitable

improvement projects to be implemented.

Ecodesign Maturity Model

Application

P2

•Company´s strategy;

•Ecodesign Maturity Model (WP07);

Tools

1

Inputs

Outputs

http://www.weebly.com/uploads/7/8/1/3/7813462/great_grinding_machine_company.pdf

http://www.weebly.com/uploads/7/8/1/3/7813462/ecom2.pdf

http://www.weebly.com/uploads/7/8/1/3/7813462/ecom2.pdf

Considering the current Ecodesign Maturity Level obtained by the application of EcoM2 (Ecodesign Maturity Model) and the company´s strategic drivers and

goals, GrEAT established a roadmap for ecodesign implementation. Integrating the most suitable ecodesign practices into the current product development

process, GrEAT developed a new reference model for product development to be used in the development of the new grinding machine.

New reference model with ecodesign practices

• Current maturity level• Environmental hotspots

• New Reference model for product development (WP 5)

• Ecodesign Maturity Model

2

Roadmap for Ecodesign implementation

New reference model with ecodesign and

remanufacturing practicesTools

Inputs

Outputs

Now GrEAT employs the new reference model for product development. The decision is to develop a remanufacturable grinding machine, following its strategy

to sustainability. The first activity explores and analyzes the opportunities and ideas related to the remanufacturing market and technology, before the

development of specific machine begins.

Strategic PlanOpportunities and

Idea Analysis

•Strategic plan• Information from the market•Remanufacturing related technology information

• Scenarios technique• Technology Roadmap• Project Chart

3

Tools

Inputs

Outputs

Market scenarios of remanufacturable products for Brazil

Technology Roadmap

Project Chart

Key Factor Projection

End-of-life laws 1B Sectorial rules

Sustainable Development 2B Marketing

Qualification 3A Special trainings and informal education

Product Development 4C Develop PSS instead of only products

Reusability 5C Increasing reusability of the product itself

Users 6B Users primarily contract the equipment

Strategies of manufacturers 7A OEMs remanufacture themselves

Demand 8A Increase

Providers/ Owners 9B Remanufacturing inside the owner or supplier companies

Associations 10A Associations have high impact on decision making


End-of-life laws 1A No laws

Sustainable Development 2C No promotion

Qualification 3B No focus on trainings for remanufacturing

Product Development 4B A rapid technological change

Reusability 5B Increasing reusability of components through monitoring


Strategies of manufacturers 7B OEMs are managing the remanufacturing of their parts

Demand 8C Stays the same


Associations 10B Associations have medium impact on decision-making

Supported by the opportunity and idea analysis, GrEAT decides to develop a more sustainable grinding machine and the end-of-life strategy is

remanufacturing. Based on the new reference model the development project is defined.

Strategic PlanProject Planning

•Project chart•New reference model

•Risks analysis•Cost management•Time management

4

Tools

Inputs

Outputs

Schedule

Budget

Resources Risks assessment

Customized reference

model

UNDER CONSTRUCTION

The information of the strategic plan is reused and additional information is defined in this activity. GrEAT define the product lifecycle to define stakeholders involved during the whole product lifecycle, from the development to the end-of-

life (remanufacturing) of the grinding machine. From those stakeholders requirements are to be deployed.


Lifecycle/ stakeholders

definition

•Project chart•Strategic plan

• Lifecycle thinking

5

P5

Tools

Inputs

Outputs

©

Based on the TRM and specific market and technology analysis some new requirements are defined. Additionally the stakeholders previously defined are interviewed and the VOC (voice of customer) is structured. It is time to analyze

the requirements (VOC), which are then deployed and translated into the product main specifications. Special attention is given for the requirements related to the

remanufacturing process.



P5

•Project chart•Stakeholders•Product Lifecycle

•Market Survey

Tools

6

Inputs

Outputs

Stakeholder Analysis

Market Surveys

Based on the TRM and specific market and technology analysis some new requirements are defined. Additionally the stakeholders previously defined are interviewed and the VOC (voice of customer) is structured. It is time to analyze

the requirements (VOC), which are then deployed and translated into the product main specifications. Special attention is given for the requirements related to the

remanufacturing process.



•Project chart•Stakeholders•Product Lifecycle

• Requirement Analysis

6

P5

Tools

Inputs

Outputs

GRIIM is truly excited with the project, great results are expected. Since the company is referenced as a grind machine producer, they already have the

knowledge and experience to define the machine concept with a high detail level. Remanufacturing guidelines and ecodesign operational practices are carefully

considered in order to define the better concept.

Conceptual Design

•Requirements•Specifications of the grinding machine

• Functional analysis• Morphological matrix• Ecodesign Operational

practices

7

P6

Tools

Inputs

Outputs

Function Structure

Mor

phol

ogic

al

Mat

rix

Conc

eptu

al

Des

ign

Requirements List

OEM

Survey

Grinding M

achine Specifications

GrEAT engineers and designers start to create and detail all the systems, subsystems and components (SSC) of the new grinding machine, according to the concept defined in the previous activity. Issues such as modularity, easy of

disassembly and materials definition are considered.

Detailed DesignCreate BOM and

items

•Grinding machine concept

• CAD/CAE• Materials list

Bill of Materials (BOM)

CAD models of systems, subsystems and components of

the grinding machine

8

P7S2 Item is a generalization of systems, subsystems and components (SSC) .

Tools

Inputs

Outputs

Parent (Subsystem):Wheel headItem number Description Manufacturer Quantity

SPINDLE HOUSING1 Spindle housing - bottom In house 12 Spindle housing - top In house 13 Flange B In house 14 Flange C In house 15 Hydrostatic bearing In house 26 Spacer In house 1

7Dual-Row Angular Contact Ball

Bearing A 18 Ball Bearing A 19 Spindle In house 110 M12 - cylinder head bolt B 611 M10 - cylinder head bolt B 4

GRINDING WHEEL12 Wheel hub In house 113 Grinding Wheel C 114 Flange D In house 115 M12 - cylinder head bolt B 12

WHEEL GUARD16 Wheel guard In house 117 Wheel guard - cover In house 118 Connector frame In house 119 M6 - cylinder head bolt B 620 M8 - cylinder head bolt B 421 M10 - cylinder head bolt B 2

POWERTRAIN 22 3-phase Motor 15 HP D 123 Poly - V belt E 124 Poly V-belt pulley shaft In house 125 Poly V-belt pulley motor In house 126 Pulley guard In house 127 Pulley guard - cover In house 128 key - spindle shaft In house 129 key - motor shaft In house 130 M6 - cylinder head bolt B 231 Flange A In house 1

http://www.weebly.com/uploads/7/8/1/3/7813462/bom_wheelhead.pdf

http://www.weebly.com/uploads/7/8/1/3/7813462/grinding_machine_subsystems.pdf

http://www.weebly.com/uploads/7/8/1/3/7813462/bom_wheelhead.pdf

Prototype testing or simulation intends to detect and correct eventual failures. But before GRIMM expends money due to build a real prototype they use some

analytical tools, simulates the behavior of some items and reuse knowledge registered in the E-FMEA database. Advanced simulation tools are used. Physical

prototypes are build only for some critical components, like the spindle.

Detailed Design -Parts and Prototype

testing

•CAD models•BOM

• CAE• Prototype• DOE (design of

experiments)• E-FMEA

Virtual Prototype

List of required modifications

9

P9S3

E-FMEA

PhysicalPrototype

This is a support activity that runs parallel to others activities (see overview)

Tools

Inputs

Outputs

UNDER CONSTRUCTION

The items to be produced by GrEAT are analyzed and the process engineers are responsible to define the process plan for each of them. If a new factory is needed, it is also designed and planned in this activity. For improving the

remanufacturing capability of the grinding machine principles of DFd are used to help them defining disassembly plans.

Detailed DesignProcess and disassembly

planning

•CAD models of systems, subsystems and components (SSC) of the grinding machine

•SSC to be produced

• CAPP• Simulation tool• DFMA• DFDisassembly

Process Plans

10

P8

Disassembly Plans

Tools

Inputs

Outputs

UNDER CONSTRUCTION

http://www.weebly.com/uploads/7/8/1/3/7813462/forms_process_plan.rar

http://www.weebly.com/uploads/7/8/1/3/7813462/forms_process_plan.rar

Since the beginning of the development GrEAT has risk / strategic partners and co-developers. But now based on the rough process plan we can calculate a

target cost and try to find out suppliers for the non core items.

Detailed DesignMake or buy

decisions

•BOM•CAD models of systems, subsystems and components (SSC) of the grinding machine

• Suppliers analysis

Supplier definition for each item

11

P8


Tools

Inputs

Outputs

UNDER CONSTRUCTION

The process analysis and simulation must be performed in this activity.

Detail Design – Process Analysis

•Process plan•CAD models

• Virtual simulation

Process simulation

Validated process

12

P9S3


Tools

Inputs

Outputs

UNDER CONSTRUCTION

GrEAT realize, during the Strategic Analysis, that customers perceive monitoring and maintenance of their machines by the provider as a significant competitive

advantage. In this sense, this activity aims to design the service that will be offered to the clients during the use phase of the grinding machine, which will be

responsible for increase the perceived value of the proposition.

Detailed Design - Service design

•Grinding machine specifications

•Wear components•End of life plan

•Service design reference model

13

Maintenance PlanMonitoring Plan

P9S3

Tools

Inputs

Outputs

Web Based Supervisory System for GrEAT

http://www.weebly.com/uploads/7/8/1/3/7813462/monitoring_plan_-_mt_connect.pdf

http://www.weebly.com/uploads/7/8/1/3/7813462/maintenance_plan.pdf

http://www.weebly.com/uploads/7/8/1/3/7813462/monitoring_plan.pdf

http://www.weebly.com/uploads/7/8/1/3/7813462/monitoring_plan_-_mt_connect.pdf

http://www.weebly.com/uploads/7/8/1/3/7813462/maintenance_plan.pdf

©

GrEAT will present the environmental gains of the remanufactured grinding machine to their clients using EPD (Environmental Product Declaration) based on a Life Cycle Assessment (LCA) in order to determine the environmental benefits

comparing to the alternatives of not remanufacturing the machine.

Detailed Design -Environmental

impact assessment

•CAD models and BOM•End-of-life plan•Service design•Process plan•Primary and secondary data

• LCA• EDIP (1997)• GaBi Software

Comparative LCA

14

P9


Tools

Inputs

2: Recycling

3: Final Disposal

Environmental Impact Potential - Normalized EDIP (1997)

EDIP 1997, Acidification potential (AP) EDIP 1997, Global warming potential (GWP 100 years) EDIP 1997, Nutrient enrichment potentialEDIP 1997, Ozone depletion potential EDIP 1997, Photochemical oxidant potential (high NOx) EDIP 1997, Photochemical oxidant potential (low NOx)

Scenario 1: Remanufacturing Scenario 2: Recycling Scneario 3: Final Disposal

ED

IP 1

997,

Env

. im

p. e

val.

(PE

T W

, EU

200

4)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

1: Remanufacturing

Outputs

Environmental Impacts

In order to properly offer to their clients the remanufacturing of the grinding machine, GrEAT develops the end of life planning, considering the legal and

regional issues.

EoL Planning

•BOM•Reman. Guidelines•CAD Models

• Methodical Thinking

15

Tools

Inputs

Outputs

Rules

Description of the Remanufacturing Planning activities developed, demonstrating the context of the GrEAT company

Remanufacturing Planning

•Key Remanufacturing Processes

•Remanufacturing technology and equipment

•Supply Chain Analysis

• Layout Simulation

15-1

Tools

Inputs

Outputs

Rules Remanufacturing Processes

Technology Scenarios Remanufacturing Plans

Remanufacturing factory layout

The design of the new grinding machine and the manufacturing processes are already finished. GrEAT starts to prepare the production, mobilizing all the involved supply chain. The product launch strategy and documentation are

established, as well as all commercialization channels (sales force, equipment monitoring and maintenance service, etc.).

Production Preparation and Product launch

•Supply chain representation•Factory Layout

• Supply chain planning• Supply chain actors• Factory planning

16

P11

Tools

Inputs

Outputs

Supply chain actors

Supply chain actors - HierarchySupply chain models

Remanufacturing factory layout

During the use of the grinding machine, GrEAT will be able to monitor the product remotely on the client´s facility. By doing that, GrEAT will identify the moment

when it is necessary to make maintenance, repair or other services on the product. The end-of-life can be determined in advance and reverse logistic is put

in movement.

1st Usage PhaseProduct Monitoring

and PSS maintenance

•Components being monitored

•Graphics of performance

• GrEAT Web platform • Online support

Performance graphics for each monitored

parameter

Web monitoring

17

P12S4

Tools

Inputs

Outputs

UNDER CONSTRUCTION

GrEAT will have to develop a Remanufacturing Line, which includes disassembly, inspection, cleaning, reassembly and test to allow the remanufacturing process.

Remanufacturing chain

•Remanufacturing process planning

•Planning of the others processes required (e.g. reverse logistic)

• Process simulation tool• Disassembly simulation

tool

18

P13S5

Tools

Inputs

Outputs

Remanufacturing factory

layout

Remanufacturing Process

Remanufacturing Supply Chain

After the remanufacturing process, the remanufactured grinding machine has a “as new” quality and warranty. It can be commercialized again maintaining the

same functions and performance for the customer.

2nd Usage PhaseProduct Monitoring

and PSS maintenance

•Definition of parameters to be monitored in PSS maintenance

• Graphs of performance and wear (to monitor the product though the web)

Accompaniment of product performance

Monitoring of product specific parameters

19

P14S6

Tools

Inputs

Outputs

UNDER CONSTRUCTION

4. Layouts for activities of Story Board

To set up a strategic management plan GrEAT’s enterprise objectives of the Stakeholders have to be identified. This process is called target formulation and it helps identifying GrEAT’s enterprise strategic characteristics, which are displayed

below.

Responsible: Seliger (Randy)

Strategic Planning: Target formulation

Technological Leadership

Product/Service Diversity

Geographical Coverage

Market Segments Served

Distribution Channels

Branding

Marketing Efforts

Size of Organizations

Vertical Integration

Strategic Characteristics

Product/Service Quality

0

GrEAT continually controls its enterprise strategy through analysis of its own objectives, which are constantly influenced by the power of compete of GrEAT. Again, with the help of Situation Analysis GREAT was able to identify particular

Industry Objectives.

Satisfaction with product/services

received

Degree of flexibility

Level of automation

Sensitivity to customer demands

Degree of cooperation

between organizations

Degree of organizational

communication

Degree of production

leveling

Emphasis on elimination of

production waste

Industry Objectives

Difficulty level to

accommodate changes

Degree of product marketing required

ICT/ dependency Need for skilled

employees

Strategic Planning: Analysis

0

GrEAT’s first steps were to identify the existing Manufacturing Strategies which are used in normal business environments. By the use of Situation Analysis one of the final results of WP3 was the identification of the different manufacturing

strategies.Strategic Planning: Analysis

Craft Production

Mass Production

Lean Production

Agile Production

Mass Customization

0

Market Players have to be identified and analyzed. This can help GrEAT to classify the different possibilities of Production Systems better. It plays an

important role for the Manufacturing Market, as well as for the Remanufacturing Market.

OEM

SubcontractorIndependent

Company

Virtual Enterprise

Market Players


0

Using the input of the identified strategy characteristics and the manufacturing strategies GrEAT has been able, through analysis of its own and its competitors

strengths and through analysis of potential market fields, to analyze their Cooperation and Competition Potentials. In addition, GrEAT was using

environmental scenarios, developed in WP1, to picture the analyzed Cooperation and Competition Potentials correctly.


0

The value curve for market players in craft production for market scenario 2 is showing different competition and collaboration potentials for GrEAT.

Value curve for market players in craft production for market scenario - 2


0

GrEAT is about to select a fitting manufacturing strategy depending on the Stakeholder Mapping(WP3), which is the evaluation of the market players and the

strategic characteristics. The different illustrations of the graphs are then transferred in a table to show the strengthens and weaknesses of the different

manufacturing systems according to market players.Strategic Planning: Analysis

0

With the help of scenario technique GrEAT was able to select their Cooperation and Competition Strategy according to Market Development. The different environmental scenarios, which were already developed in WP1, are very

important to GrEAT to determine the right strategy.

Scenarios

Value Curve for Market Players

Value Curve for Market Players

Market Scenario - 1

Market Scenario - 2


0

After identifying the Manufacturing Strategies and the Industry Objectives of GrEAT, one of the following steps is evaluating those objectives. The following Enterprise Objective Evaluation and Comparison is part of GrEAT’s strategy

development to find out which is the best fitting manufacturing strategy for their particular Industry Objectives.

Strategic Planning: Strategy development

0

To find the best fitting strategy for GrEAT Stakeholder and strategic characteristics had to be analyzed and evaluated. This classification also belongs

to GrEAT’s strategy development.Strategic Planning:

Strategy development

0

The next step for GrEAT in strategic planning is the identification of Key Market Factor Projections, which have been already detected in the environmental

scenarios in WP1. Through objective mapping of Key Market Factor Projections and Industry Objectives a new step in strategy development has been completed

successfully.

Market Scenario - 1

Market Scenario - 2

Strategic Planning: Strategy development

0

Another step for GrEAT’s strategy development is Enterprise Objective Evaluation and Comparison. The Evaluation of the industry objectives and strategic

characteristics helps meeting the different concerns of the Industry Environment and the Stakeholders demands.Strategic Planning:

Strategy development

0

Following Enterprise specific objective analysis is one of the last steps for strategy development for GrEAT. The evaluation of the enterprise objectives and the industry objectives helps to find the best strategy between competition and

collaboration. Strategic Planning: Strategy choice

Value curve for market players in craft production for market scenario - 2

Industry Objectives

Enterprise Objectives

less important important

0

GrEAT is using the given inputs of the evaluation of the industry objectives and the enterprise objectives to generate an implementation plan as the output.

The output shows then the different strategy choice of GrEAT in each case and which is best to achieve for a Competition Collaboration Strategy. Strategic Planning:

Strategy choice

Market Players: OEM and Independent Company

Importance

Proximity

Differenciate

Collaborate

Compete

Dominate

0

According to the methodology proposed by the Ecodesign Maturity Model (application method), it was performed a diagnosis of GrEAT ´s current situation

in the application of Ecodesign practices. It was performed interviews with employees from the product development process, from different areas and

functions, and a documentation analysis of the process. Each ecodesign practice was evaluated according to the capability level of application.

Diagnosis of GrEAT´s current maturity level on

Ecodesign

1

Current Maturity Level on Ecodesign Radar

GrEAT´s maturity level: 2

Assessment of Ecodesign practices

capability application at GrEAT

Interviews with 25 GrEAT

employees

Capability:1 – do not apply2 –ad-hoc3 – control4 – measure5 - improve

Since the maturity level of GrEAT is relatively low and there are no information about the environmental performance of the grinding machines, EcoM2 Guidelines was used in

order to identify the environmental hotspots that could be focused in order to improve the environmental performance of their products. It can be concluded that the major impacts

are related to use and end-of-life phases, with high opportunities in extending the lifespan of product and materials and minimizing material consumption. In this sense,

remanufacturing was elected as the most suitable strategy for GrEAT.

Identification of environmental

hotspots

1

Environmental hotspotsEcoM2 Guidelines

Rem

anu

facturin

g

Considering the current maturity level on Ecodesign, GrEAT defines a roadmap for improving its maturity on ecodesign. In 2011, the company will establish the application

of Level 2 practices and integrate ecodesign into PDP (level 3), focusing on remanufacturing aspects.GrEAT Roadmap

2

GrEAT – Roadmap for improving the ecodesign maturity level

http://www.weebly.com/uploads/7/8/1/3/7813462/ecodesign_roadmap.pdf

EcoM2 provided GrEAT with the best practices and tools of Ecodesign to be incorporated into their product development process, with a focus on

remanufacturing and considering its current maturity level. The new PDP will be used to develop a greener and remanufacturable grinding machine as a pilot

project. The lessons learned will then be incorporated.New GrEAT PDP

2

GrEAT – Product Development Process

Ecodesign Practices and Tools focused on REMANUFACTURING

New Product Development Process (PDP) with Ecodesign practices

http://www.weebly.com/uploads/7/8/1/3/7813462/reference_model.xlsx

To develop the best strategic technology plan GrEAT is forced to do research about the current state of technology. First of all stands the recognition of

technology, which is really important for following evaluations. After evaluating all recognized technologies GrEAT can work out the best Technology strategy.Strategic Technology

Planning

3

Market scenarios for remanufacturing of production equipment in Brazil in 2020 and deriving recommended actions for the remanufacturing industry will be provided. Future developments, trends and disruptive occurrences will be

identified and GrEAT will be enabled to prepare for remanufacturing of production equipment.

Market scenarios









Demand 8A Increase






















Demand 8A Increase














Scenario Preparation

Scenario Analysis

Scenario Prognostic

Scenario Creation

Scenario Transfer

Scen

ario

-Dev

elop

men

t

1

2

3

4

5

Scenario Platform

Influencing factors

Scenarios

Projections

Strategic options for action

today future

Scenarios technique

Brazilian characteristics

Market scenarios of remanufacturable products for

Brazil

3

http://www.weebly.com/uploads/7/8/1/3/7813462/marketscenarios.pdf

Several steps have to be taken to complete Technology scenarios, which is essential for a functioning Technology strategy for GrEAT. Most of the processes

which have to be completed fall under recognition and evaluation.Technology Scenario Generation

Technology-Scenarios

Key systems and components Remanufacturing processes

Key Processes

ProcessTechnologies

Consistency-Analysis

3

Main important technologies for key process have to be identified for Remanufacturing. After identifying main processes of Remanufacturing they need

to be put in order correctly. A last step is matching key processes to the right production level of GrEAT.Technologies for key

processes

3

GrEAT has to identify important key technologies for Remanufacturing. Already analyzed strategic characteristics need to be classified to determine key

processes for Remanufacturing. Key Technologies

Post-Cleaning

Quality controlSurface and

material enhancement

Main-Cleaning

Disassembling

Strategic Characteristics

Updating

Angle grinding Water cutting Thermal cutting Seperating by drawing Melting Unscrewing Thermal treatment Chemical treatment

Dry ice blasting Grinding Ultrasonic cleaning Chemical cleaning Laser cleaning Wire brushing

Flushing Electrolytically cleaning Plasma cleaning Ultrasonic cleaning Dry ice blasting Laser cleaning

Laser measurement Visual reference model X-ray Visual inspection Chemical inspection Acoustic testing Thermal vizualization Hardness testing

3

After identifying key technologies and their key processes, they need to be analyzed in a Consistency Analysis by GrEAT. A Consistency Matrix helps matching key processes together.

Identified key processes of technologies which are very similar are likely to appear together and get a higher rating. Consistency Analysis

3

Consistency Analysis is used to rate every possible pair of Technologies on how likely they are to appear together

The Technologies that suit each other well are clustered together and become the base for the Technology-Scenarios

Consistency is rated from [1-5] by experts during a workshop

1: total inconsistency

5: total consistency

With the help of Consistency Analysis and Technology scenarios important projections of key technology influence factors can be realized. Analyzing possibilities for these Projections are an important part of technology scenarios. Key Factors and their projections are written down in a

table and also realized in images depending on their importance.Technology Scenario

3

Key Technology Influence Factor Projection

Disassembly depth Low

Disassembling Angle grinding, unscrewing

Main-cleaning Wire brushing, grinding

Post-cleaning Flushing

Quality control Thermal visualization, rotation measuring device, acoustic testing

Updating CNC update - resource management, part reconfiguration

Surface and material enhancement Grinding and polishing

Design and technology improvement Wheel redressing

Part joining Plugging together, clinching

In the end, GrEAT has to realize technology scenarios with the detected information basis, which consists out of the key technology, the projections of the key processes and the

Consistency Analysis. (Developed technology scenarios are analyzed for their consistancy with the previosly developed remanufacturing field scenarios.Technology Scenarios

3

A technology roadmap for sustainable value creation with remanufacturing oriented production equipment in Brazil is worked out. In the roadmap, timelines were estimated for future technologies, and their likelihoods of occurring were established. Through the creation of technology paths, possible solutions to

achieve sustainable development and potential conflicts for realization remanufacturing oriented production equipment are presented.

Technology Roadmap

3

For Remanufacturing it is very important to focus on the product revenue and the technology lifecycle. Each product has its own product lifecycle and its specific Reuse Potential, which has to be identified before. At the end of each product

lifecycle the Reuse Potential have to be compared with technological challenges to initiate a Cycle Economy through Remanufacturing.

Product Revenue and Technology Lifecycle

5

Introduction into a Cycle Economy through Remanufactruing

Economic Potentials

Technological Challenges

First of all, Stakeholders have to be identified. All people who are affected by GrEAT are detected as Stakeholders. Then, each classified Stakeholder will be

analyzed again to identify their needs and business interests. All this can be used for a better stakeholder relationship management(SRM) by GrEAT.

Stakeholders

Virtual Enterprise

Service Providers

Disassembly

Remanufacturing Repair

Recycling

Logistics OEM’s

Machine Tools

Components

Suppliers

Raw Materials

Standard Parts Custom parts

Electrical PartsPLC

Distributors

Used Machines

New Machines

Remanufactured Machines

Spares

New Machines


Retailers

Used Machines

5

6A survey of grinding machine manufacturers was conducted to:- measure the importance of remanufacturing in the grinding machine market- find out how many OEM’s are actively involved in remanufacturing- find out which components of a grinding machine are economically viable for

remanufacturing

List of grinding machine manufacturers in Germany

More than 60 companies invited to participate in an online survey

Consolidation of survey results

Market Requirements

A requirement list for cylindrical grinding machines was created. This requirement list presents the technical requirements which need to be available in every cylindrical grinding machine design. The requirement list is defined considering all the major components and assemblies of a cylindrical grinding machine. Furthermore it states whether individual item in the list is a demand or a wish of the customer

6

Grinding Machine

Machine Base & Work Table

Control Systems &

Drives

Work Head

Tailstock

Housing

Technical Requirement

Analysis

A functional structure for cylindrical grinding machines was created. At first, big subitems of grinding machines have to be identified. Then, through OEM surveys

and Grinding machine specifications it is possible to set up a Requirement list. Ultimately, everything put together helps creating a functional structure for

cylindrical grinding machines.Function Structure

7

Morphological Matrix

It was decided to adopt the method of combining solutions also known as the “Morphological Matrix” as the preferred method of solution finding due to the relative ease with which a concept can be generated and also since this method provides a clear picture of the possible solutions available. Here, the sub-functions, usually limited to the main functions, and appropriate solutions (solution principles) are entered in the rows of the scheme.

7

Evaluation Matrix

Function Structure

Main subsystems

Detailed Design: Grinding Machine main subsystems8


Main subsystems

Detailed Design: Grinding Machine main subsystems – Wheel Head8


Main subsystems

Detailed Design: Grinding Machine main subsystems – Powertrain System8


Main subsystems

Detailed Design: Grinding Machine main subsystems – Spindel System8


The System

The system developed allows GrEAT, through the introduction of the standard MTConnect and a proper architecture, to collect data from the grinding machine and use this data to monitor, visualize and analyze a great number of variable of both machine and production. These information can be monitored in real time or/and be stored in a database .

13

The Agent

The initial screen provides basic information of each machine monitored, such as the machine status, the part counting, and information about the parts that are being made. Through this screen other screens can be chosen to provide detailed information. With this system GrEAT can monitor all the machines sold that are operating.

13

It can be chosen the screens:• Production• Process• Machine

The Agent

The Production Screen provides information about the producted items, such as the part counting and a chart showing the good and bad parts percentage.This screen is very useful to monitor the cost and the quality of grinding operation.

13

ProductionInterface

The Agent

The Process Screen gives information about the process, plotting a chart with the dimensional variation and exhibiting data about the cycles and times.Having access to relevant information directly related with production performance was realized as a significant competitive advantage for GrEAT.

13

ProcessInterface

The Agent

The Machine Screen provides information about the grinding machine, such as the a progressive power bar, a graphic with the loads in each axis and the program identification.Having access to machine operation data can be used by GrEAT to monitor and supervise the machine, acting immediately in any problem the machine can have.

13

MachineInterface

Scenario 1: RemanufacturingScenario 1:

Remanufacturing

14

Key Assumptions

Scenario 1: Remanufacturing

14

For the scenario 1, it was considered that the remanufactured product (at the second use) is responsible for 50% of all environmental aspects and impacts of the raw materials extraction, energy generation and for the production of components processes. The process of remanufacturing itself is allocated to the first product, not for the remanufactured product analyzed here, according Wenzel et al. (1997, page 70).

The data source were based on primary data for the remanufacturing and secondary data based on GaBi (2007) for the other processes.

References: GABI Software and data base (including Manufacturing Extension and Energy Extension) for Life Cycle Engineering, PE INTERNATIONAL GmbH and LBP University of Stuttgart, January 2007.WENZEL, H.; HAUSCHILD, M.; ALTING, L. Environmental Assessment of Products. Boston/Dordrecht/London: Kluwer Academic Publisehrs. v.1. 1997.

Scenario 2: RecyclingScenario 2: Recycling

14

Key Assumptions

For the scenario 2, it was assumed the recycling process contributes to 17% of the steel scrap used to produce the spindle component. Also, the same percentage was established for the recovery of cast iron scrap used to the base foundation production. The process of recycling is allocated to the first product, not for the recycled product analyzed here, according Wenzel et al. (1997, page 70).

The data source were based on primary data for the recycling and secondary data based on GaBi (2007), UGAYA (2001) for the other processes.

References: GABI Software and data base (including Manufacturing Extension and Energy Extension) for Life Cycle Engineering, PE INTERNATIONAL GmbH and LBP University of Stuttgart, January 2007.UGAYA, C. M. L. Análise de Ciclo de vida: estudo de caso para materiais e componentes automotivos no Brasil. Tese (Doutorado). UNICAMP: Campinas, SP. 2001.WENZEL, H.; HAUSCHILD, M.; ALTING, L. Environmental Assessment of Products. Boston/Dordrecht/London: Kluwer Academic Publisehrs. v.1. 1997.

Scenario 2: Recycling

14

Scenario 3: Final DisposalScenario 3: Final

Disposal

14

Key Assumptions

For the scenario 3, all impacts of the life cycle of the components are addressed to them. The weight of spindle and base foundation components, according with the primary data are 23.70 kg and 2.788 kg, respectively. But, before the industrial process of machining and processing to produce these components, the input of steel (for spindle component) and cast iron (for base foundation component), from raw materials extraction, represents 32.31 kg for the steel and 3.524,28 kg for the cast iron. Therefore, the losses during the industrial processes sum 5,01 kg of steel and 736.28 kg of cast iron.

At production of components processes, the mainly resource used is the power for the operations of machining and processing the steel and cast iron parts. The total of energy consumed in the process is 321.29 GJ. This value was obtained for power analysis of each operation, as facing, milling, induction hardening etc. This is used for scenario 2 and 3.

References: GABI Software and data base (including Manufacturing Extension and Energy Extension) for Life Cycle Engineering, PE INTERNATIONAL GmbH and LBP University of Stuttgart, January 2007.UGAYA, C. M. L. Análise de Ciclo de vida: estudo de caso para materiais e componentes automotivos no Brasil. Tese (Doutorado). UNICAMP: Campinas, SP. 2001.WENZEL, H.; HAUSCHILD, M.; ALTING, L. Environmental Assessment of Products. Boston/Dordrecht/London: Kluwer Academic Publisehrs. v.1. 1997.

14

Scenario 3: Final Disposal

The goal of this study is to compare the environmental performance of the life cycle of grinding machine components according three end of life scenarios: remanufacturing, recycling and final disposal; and to

indicate which one is environmentally preferable.

Goal of LCA




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Scope Definition – Product System and scenarios for the comparison




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Production Distribution Use End of LifeRaw materialsextraction and

energy

Scenario 1: remanufacturing

Scenario 2: recycling

Scenario 3: disposal

This study was focused on two components of the grinding machine: base foundation and spindle. The base foundation is a component made of cast iron, responsible for the machine support and vibration

damping. The spindle is a cylindrical part made of steel and is involved on the tool support and rotation. These components were selected to demonstrate the environmental better potential for remanufacturing

the grinding machine, compared to other end of life scenario (recycling and final disposal).

As the distribution and use phases are the same for the scenarios, the environmental aspects and impacts of these stages were not assessed in this study. It was only considered the transport activity of

the waste to the final disposal.

Scope Definition




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Life Cycle Impact Assessment – Resource Consumption




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Resource Consumption (Materials and Energy)

Flows


M

ass [k

g]

190.000

180.000

170.000

160.000

150.000

140.000

130.000

120.000

110.000

100.000

90.000

80.000

70.000

60.000

50.000

40.000

30.000

20.000

10.000

0

-10.000

Life Cycle Impact Assessment – Global Warming Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Global Warming Potential - EDIP (1997)

EDIP 1997, Global warming potential (GWP 100 years) [kg CO2-Equiv.]


ED

IP 1

997, E

nv. im

p. eval.

(PE

T W

, E

U 2

004)

16.500

16.000

15.500

15.000

14.500

14.000

13.500

13.000

12.500

12.000

11.500

11.000

10.500

10.000

9.500

9.000

8.500

8.000

7.500

7.000

6.500

6.000

5.500

5.000

4.500

4.000

3.500

3.000

2.500

2.000

1.500

1.000

500

0

-500

-1.000

Life Cycle Impact Assessment – Acidification Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Acidification Potential - EDIP (1997)

EDIP 1997, Acidification potential (AP) [kg SO2-Equiv.]


ED

IP 1

997, E

nv. im

p. eval.

(PE

T W

, E

U 2

004)

68

66

64

62

60

58

56

54

52

50

48

46

44

42

40

38

36

34

32

30

28

26

24

22

20

18

16

14

12

10

8

6

4

2

0

-2

-4

Life Cycle Impact Assessment – Nutrient Enrichment Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Nutrient Enrichment Potential - EDIP (1997)

EDIP 1997, Nutrient enrichment potential [kg NO3-Equiv.]


ED

IP 1

997, E

nv. im

p. eval.

(PE

T W

, E

U 2

004)

44

42

40

38

36

34

32

30

28

26

24

22

20

18

16

14

12

10

8

6

4

2

0

-2

Life Cycle Impact Assessment – Ozone Depletion Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Ozone Depletion Potential - EDIP (1997)

EDIP 1997, Ozone depletion potential [kg R11-Equiv.]


ED

IP 1

997, E

nv. im

p. eval.

(PE

T W

, E

U 2

004)

1,10

1,05

1,00

0,95

0,90

0,85

0,80

0,75

0,70

0,65

0,60

0,55

0,50

0,45

0,40

0,35

0,30

0,25

0,20

0,15

0,10

0,05

0,00

-0,05

Life Cycle Impact Assessment - Photochemical Oxidant Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Photochemical oxidant Potential - EDIP (1997)

EDIP 1997, Photochemical oxidant potential (low NOx) [kg Ethene-Equiv.]


ED

IP 1

997, E

nv. im

p. eval.

(PE

T W

, E

U 2

004)

1,91,851,8

1,751,7

1,651,6

1,551,5

1,451,4

1,351,3

1,251,2

1,151,1

1,051,0

0,950,9

0,850,8

0,750,7

0,650,6

0,550,5

0,450,4

0,350,3

0,250,2

0,150,1

0,050,0

-0,05-0,1

-0,15

Life Cycle Impact Assessment – Ecotoxicity Soil Chronic Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Ecotoxicity Soil Chronic - EDIP (1997)

EDIP 1997, Ecotoxicity soil chronic [m3 soil]


ED

IP 1

997, T

oxic

ity e

val.

(PE

T E

U 2

004)

3.200

3.100

3.000

2.900

2.800

2.700

2.600

2.500

2.400

2.300

2.200

2.100

2.000

1.900

1.800

1.700

1.600

1.500

1.400

1.300

1.200

1.100

1.000

900

800

700

600

500

400

300

200

100

0

-100

-200

Life Cycle Impact Assessment – Ecotoxicity Water Chronic Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Ecotoxicity Water Chronic - EDIP (1997)

EDIP 1997, Ecotoxicity water chronic [m3 water]


ED

IP 1

997, T

oxic

ity e

val.

(PE

T E

U 2

004)

42.000.000

40.000.000

38.000.000

36.000.000

34.000.000

32.000.000

30.000.000

28.000.000

26.000.000

24.000.000

22.000.000

20.000.000

18.000.000

16.000.000

14.000.000

12.000.000

10.000.000

8.000.000

6.000.000

4.000.000

2.000.000

0

-2.000.000

Life Cycle Impact Assessment – Ecotoxicity Water Acute Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Eocotoxicity Water Acute - EDIP (1997)

EDIP 1997, Ecotoxicity water acute [m3 water]


ED

IP 1

997, T

oxic

ity e

val.

(PE

T E

U 2

004)

4.000.000

3.800.000

3.600.000

3.400.000

3.200.000

3.000.000

2.800.000

2.600.000

2.400.000

2.200.000

2.000.000

1.800.000

1.600.000

1.400.000

1.200.000

1.000.000

800.000

600.000

400.000

200.000

0

-200.000

Life Cycle Impact Assessment – Human Toxicity Air Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Human Toxicity Air - EDIP (1997)

EDIP 1997, Human toxicity air [m3 air]


ED

IP 1

997, T

oxic

ity e

val.

(PE

T E

U 2

004)

1.500.000.000

1.450.000.000

1.400.000.000

1.350.000.000

1.300.000.000

1.250.000.000

1.200.000.000

1.150.000.000

1.100.000.000

1.050.000.000

1.000.000.000

950.000.000

900.000.000

850.000.000

800.000.000

750.000.000

700.000.000

650.000.000

600.000.000

550.000.000

500.000.000

450.000.000

400.000.000

350.000.000

300.000.000

250.000.000

200.000.000

150.000.000

100.000.000

50.000.000

0

-50.000.000

-100.000.000

Life Cycle Impact Assessment – Human Toxicity Soil Potential




ED

IP 1

99

7,

En

v.

imp

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va

l. (P

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W,

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20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Human Toxicity Soil - EDIP (1997)

EDIP 1997, Human toxicity soil [m3 soil]


ED

IP 1

997, T

oxic

ity e

val.

(PE

T E

U 2

004)

310

300

290

280

270

260

250

240

230

220

210

200

190

180

170

160

150

140

130

120

110

100

90

80

70

60

50

40

30

20

10

0

-10

-20

Life Cycle Impact Assessment – Human Toxicity Water Potential




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA

Human Toxicity Water - EDIP (1997)

EDIP 1997, Human toxicity water [m3 water]


ED

IP 1

997, T

oxic

ity e

val.

(PE

T E

U 2

004)

100.000

95.000

90.000

85.000

80.000

75.000

70.000

65.000

60.000

55.000

50.000

45.000

40.000

35.000

30.000

25.000

20.000

15.000

10.000

5.000

0

-5.000

Life Cycle Impact Assessment – Normalized Impact Potentials




ED

IP 1

99

7,

En

v.

imp

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va

l. (P

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20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

14

Comparative LCA




ED

IP 1

997, E

nv. im

p. eval.

(PE

T W

, E

U 2

004)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

The conclusion of this LCA is that the remanufactured components of the grinding machine: base foundation and spindle present better environmental performances for all environmental impacts

assessed in comparisons of recycling and final disposal.

Some limitations due to the data source and to the focus on only two components of the grinding machine.

Interpretation




ED

IP 1

99

7,

En

v.

imp

. e

va

l. (P

ET

W,

EU

20

04

)

14,0

13,5

13,0

12,5

12,0

11,5

11,0

10,5

10,0

9,5

9,0

8,5

8,0

7,5

7,0

6,5

6,0

5,5

5,0

4,5

4,0

3,5

3,0

2,5

2,0

1,5

1,0

0,5

0,0

-0,5

-1,0

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Comparative LCA

GrEAT set up a Remanufacturing Plan to line up different Remanufacturing Processes. All Remanufacturing Processes put together result in a

Remanufacturing road.

Image Source: TDM USA, Studer

Preliminary Testing

Disassembly

Secondary Testing

Clea

ning

Repair

Reas

sem

bly

Re-Commissioning

Remanufacturing Plan

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To achieve the best End of Life strategy different steps have to be taken by GrEAT. Each part of a grinding machine will be classified into their current

condition. Everytime, machine components will be divided into good and bad condition. Value density is extraordinary and some machine components can be

split up in good, average and bad. Ultimately, all machine components will be categorized in the four different processes Reuse, Repair, Recondition and

Replace.

Decision Tree

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In order to properly offer to their clients the remanufacturing of the grinding machine, GrEAT develops the end of life planning, which is realized in 3 different Remanufacturing Processes. The final result of End of Life Planning is the EoL

Bill of Materials which categorizes machine components to their Remanufacturing Process. This helps GrEAT to keep an overview about Remanufacturing of

grinding machines.

Rating results and Pre-classification of components

EoL

Bill

of M

ater

ials

EoL BOM

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Stakeholders already have been classified by GrEAT. For each Stakeholder processes for the supply chain are identified to categorize them best.Supply Chain Actors

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Supply Chain – OEM Driven

• Cost-effective supply chain where OEM’s handle collection of used products, disassembly, testing, sorting and remanufacturing• Reduces supply chain complexity as OEM’s can use the existing “forward logistics” infrastructure to integrate “reverse logistics”• Retailers can collect used machines, disassemble, test and sort cores• OEM’s use the existing logistics network with their retailer to transport cores and remanufactured machines• Higher willingness among customers to return products when OEM’s are doing the remanufacturing• OEM’s have to provide incentives to retailers to do warehousing, disassembly, sorting and testing• Lower transportation cost

Raw Materials

Supplier Group

Standard Parts

Electrical Components

PLC

New Machines

RetailersCustomers

Landfill

Recycle/Disposal

Recycling

New Machines

OEM


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New Machines

Used Machines

Recycled Material

EOL Products

Supply Chain – Third Party Remanufacturing

Machine Tools

OEM

Raw Materials

Supplier Group

Standard Parts

Electrical Components

PLC

New Machines

Retailers

CustomersLandfill

Recycle/Disposal

Recycling

Disassembly

Service Providers

Warehousing

LogisticsRepairRemanufacturers


Virtual Enterprise

• OEM’s don’t do remanufacturing, instead its done by third party remanufacturers• Cannibalization of the OEM market by the remanufactured products• Decrease in brand value of the OEM products• Reduced warehousing and inventory cost for the OEM’s• Reduction in transportation cost for OEM’s• OEM’s insulated from fluctuations in demand and supply of remanufactured products• OEM’s need to ensure efficient knowledge transfer to the third party remanufacturers to retain brand value• Virtual enterprise can play a significant role in networking the supply chain actors

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New Machines

Used Machines

Recycled Material

EOL Products

A Remanufacturing Factory Layout has been created out of the identified Remanufacturing Processes and the Supply Chain Models. An optimized

Remanufacturing Factory Layout helps saving time and money and makes the Remanufacturing Process more efficient.

WS 1 Protective window

WS 2 Protective casing

WS 2 Machine frame

WS 3 Table

WS 3 Slideway

WS 4 Guiding element

WS 5 Spindle

WS 6 Drive system

WS 7 Pumps

WS 8 Sensors

WS 9 Electrical devices

Remanufacturing Factory Layout

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Strategic Plan Opportunities and Idea Analysis Informational Design Lifecycle/ stakeholders...

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