Koren Y. The Global Manufacturing Revolution: Product-Process-Business Integration and Reconfigurable Systems
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Author Biography
Yoram Koren
Paul G. Goebel Professor of Engineering
Director, NSF Engineering Research Center (ERC) for Reconfigurable
Manufacturing Systems
The Univers ity of Michigan College of Engineering, Ann Arbor, Michigan
Professor Yoram Koren is internationally recognized for
innovative contributions to robotics, flexible automation, and
reconfigurable manufacturing systems. He is credited with
conceiving of the reconfigurable manufacturing paradigm and
as a pioneer in establ ishing flexible automation, particularly
computer numeric control and adaptive control of machine
tools, as a research field and educational discipline. He is a
member of the National Academy of Engineering, and his
innovations have helped establish the University of Michigan
as a premier institution for advanced manufacturing research.
Professor Koren is the founding director, in 1996, of the Engineering Research
Center (ERC) for Reconfigurable Manufacturing Systems (RMS), sponsored by the
National Science Foundation. During 12 years of NSF sponso rship, the Center—
comprised of 20 professors, 10 investigators, and 25 companies—received $48
million in funding, and graduated 220 Masters and 70 Ph.D. students.
The Global Manufacturing Revolution: Product-Process-Business Integration and Reconfigurable Systems
By Yoram Koren
Copyright Ó 2010 John Wiley & Sons, Inc.
391
Tools developed at the ERC-RMS, using Professor Koren’s designs and principles,
have already made their way to factory floors improving their productivity and part
quality. The Center has held three Reconfigurable Manufacturing Conferences with
participants from 40 countries, and conducts outreach, including school demonstra-
tions with a portable manufacturing lab, building museum exhibitions, and spear-
heading programs to increase participation of underrepresented minorities in the field.
According to Google Scholar, 9,000 papers have cited professor Koren’s work
(280 publications, 14 U.S. patents 3 books, and 20 reports). He is the author of three
award-winning books that have been translated into French, Japanese, and Chinese.
This current textbook, The Global Manufacturing Revolution, was written for the
Global Manufacturing graduate course at the University of Michigan.
Some of his earlier accomplishments include the 1973 development of the
world’s first computerized real-time adaptive controller for a milling machine, (see
Appendix A), long before computers were commonly used in industrial applications,
as well as the 1993 development of a mechanical snake robot whose movement was
remarkably true to life.
Professor Koren has won numerous prestigious manufacturing awards, including
the Merchant Medal of ASME & SME, the Society of Manufacturing Engineering
Gold Medal, the William T. Ennor Manufacturing Technology Award, and the Japan-
U.S. Hanasufa Outstanding Investigator Award on Flexible Automation. He received
the UM College of Engineering Excellence in Research Award in 1992 and the
Attwood Award in 2008. He was the first holder of the Edmond J. Safra Distinguished
Visiting Professor Chair at the Technion – Israel Institute of Technology.
392 AUTHOR BIOGRAPHY
Author Index
Andreta, Ezio, 322
Ascione. Mark, 342
Ashmore, Craig, 152
Babian, Andrew, 284, 326
Baker, BJ, 142, 220
Bryan, April, 91
Buffet, Warren, 344
Ceryan, Oben, 302
Darwin, R. Charles, 2, 39
Diaz, Rocio, 61
Dobbs, Lou, 371
Ellison, Larry, 55
Feuell, Christine, 81
Ford, Henry, 104
Grove, Andy, 56
Gulledge, Dan, 122, 166
Harpaz, Jacob, 345
Hawkins, Gregory, 60
Hill, Rod, 293
Hopeman, Lisa, 355
Hu, S. Jack, 369
Iddan, Gavriel, 45
Jackson, C. D., 69
Jacobson, Andy, 173
Kang, Alex SJ, 135
Kaufman, Ben, 284
Koren, Mayan, 369
Koren, Rony, 79
Krueger, Rachel, 46, 80
Kurnaz, Selin, 335
Lutz, Robert, 53, 129
Marion, Tonya, 293
Matthews, David, 224
The Global Manufacturing Revolution: Product-Process-Business Integration and Reconfigurable Systems
By Yoram Koren
Copyright Ó 2010 John Wiley & Sons, Inc.
393
Mazur, Christopher, 42
Mitarai, Fujio, 55
Ni, Jun, 327
Niemann, Cindie, 75, 122, 224, 326
Norby-Cedilio, Scott, 51
Olds, Zack, 347
Palmisano, Samuel, 55
Pasek, Zbigniew, 127
Pratt, Steve, 77, 371
Presnell, Kate, 152
Pyott, David, 312
Rudolf, Robert, 135, 343
Shan, Yangson, 50
Singh, M., 10
Skalski, Lukasz, 152
Soros, George, 372
Swords, Jeff, 51
Tata, Ratan, 62
Thomas, Andrea, 326
Tlusty, Jiri George, 382
Vanasse, Thomas, 356
Vest, Charles, 376
Wang. Hui (John), 333
Wang, Wencai, 197
Warner, Katherine, 152
Welch, Jack, 321
Wood, Greg, 122, 166
Wu, Cheng-Hung, 288
Yang, Sam, 190
Zarrella, Ronald, 157
Zhu, X. William, 254
394
AUTHOR INDEX
Subject Index
Adaptive control, 381
Airplane interior, 80
Arch-type RMT, 215–218
Architecture
integral, 88
modular, 88–91, 94–95
open, 82, 224, 235–236, 368–369
product, 17, 23–24, 31, 33, 38–39, 78, 88,
90–91, 368, 376
Assembly:
automobile, 120, 150–152, 244–246
engine, 161
error, 137, 143
factory, 9, 282
moving line, 22, 27, 37, 103–109
plant location, 19, 32, 84, 118, 133
refrigerator, 153–154
reconfigurable, 170, 211, 250,
292
system, 107, 148–149, 167–170, 249, 273,
324, 325
Automobile:
alliances, 351, 353–354
assembly– see assembly automobile
cargo, 98
digital display, 80
end-of-life, 307
global capacity, 13
history, 25–26, 34, 103, 106, 127
in India, 62
interior personalization, 81–84
production of, 150–152
Batch production, 160, 192–199
Buffer:
economics of, 188–192
size, 114, 191–192
usage, 240, 298, 324
Bullwhip effect, 302–304
Business cycle, 33 2, 334,
384–385
Business model:
definitions, 8, 31, 107, 285
examples, 8–9, 19, 281–284
global, 14, 16, 19, 286, 304,
343–346
life-cycle, 307
manufacturing company, 285–288
The Global Manufacturing Revolution: Product-Process-Business Integration and Reconfigurable Systems
By Yoram Koren
Copyright Ó 2010 John Wiley & Sons, Inc.
395
Business model: (Continued )
pull-type, 26, 31, 32, 38
push-type, 27, 32, 37, 75–76, 130
reconfigurable, 306–307
responsive, 2, 14, 20–21, 281, 304
Business risk, 14
Business strategy, 129–134, 146, 285–287
global, 16, 343–346
Capacity:
adjustable, 15, 18, 20, 36, 172, 205, 207,
210, 228, 231–236, 239, 364, 378
comparison, 162–164
cost, 181–183, 233
fixed, 7, 36, 157, 164
global excess, 13, 30, 172, 295, 353
investment, 181–184
optimal, 184–185
planning, 178–183, 198, 342
scalable, 134, 165–166, 231, 237, 239, 258,
265, 274–275, 277, 367
shortage, 193, 296
unused, 7, 19, 156–157
Capital investment, 172, 190, 257, 259, 276
Capsule endoscopy, 45–47
Car personalized interior, 81–84
Cell configuration, 256–258
Chair, office 90–91, 98–99, 137, 168
Characteristics:
open control, 225
reconfigurable business model, 307
reconfigurable enterprise, 367
reconfigurable machine, 210
RMS, 237–239
reconfigurable product, 100
Competitive advantage, 8, 128, 285–286,
289–290, 306
Configuration:
calculation, 260–261
cell, 256–259
classification, 253–256
count, 254–256
economics, 186–188
impact on performance, 186–188, 266–273
parallel, 160–161
RMS, 254, 256–259
selection, 262–266, 277–278
Convertibility, 367
control characteristic, 225
machine characteristic, 207, 210
reconfigurable product, 100
system, 134, 164, 237, 239, 267
Cost leadership, 289–290
Craft production, 25–26, 32–38
Currency exchange, 13–14, 333–334, 343
Customized product principles, 99
Cutting speed, 199–201
Cycle time, 118, 193, 265
Dedicated manufacturing line (DML),
154–158
comparison with FMS, 162–166, 178–180
Delayed differentiation, 135–136, 301–302
Delivery time, 31, 81, 133–134, 299
Dell Computers, 9, 58, 131, 135, 281–282
Assembly plants, 294, 298
Diagnosability:
control characteristic, 225
machine characteristic, 210
product characteristic, 100
system characteristic, 238–239
Differentiation strategy, 290–291
Disassembly, 143, 307
Disruptive Technologies, 47–48
Economic order quantity, 299–301
Economics of product variations, 136–142
Economics of system design 175–185
Enterprise organization, 318–319, 322–325
European Union, 10–11, 307, 355
Factory location – see plant location
Fiber-optic cables, 10–12
Flexible manufacturing system (FMS),
158–162
comparison with DML, 162–166,
178–180, 184
definition, 158
experience with FMS, 170–173
Gantry, 240–241, 246–248, 257–259
Global enterprise:
alliances, 307, 349–354
benefits of, 14, 332–334
business strategy, 16, 343–345
challenges, 1–2, 22, 229
future direction, 14–22, 30–31, 34, 38–39,
362–370, 375–379
396
SUBJECT INDEX
‘‘green,’’ 306–307
integration, 2, 20–22, 24, 120
invention potential, 347–348
organization, 318–319, 322, 323–325
R&D, 346–348
risks of, 13, 39, 59, 299, 334–336
strategic resources, 286, 293–294
strategic leadership rules, 378
supply chains, 348–349
Global manufacturing paradigm, 15, 21,
30–32, 37, 59, 368–369, 376–379
Global manufacturing revolution, 2, 12–22,
41, 84, 249, 320–321, 375–379
Globalization:
benefits, 14, 332
challenges, 227–231
definition, 1, 331, 375
dilemma of, 331, 370–374
emergence of, 9–12
factors to consider, 295, 304–305
product for, 30, 59–62, 338–340
Gripper, 248
Hexagonal configuration, 246–250
Holding cost, 193, 299–301
Information technology, 323–325
Innovation techniques, 42–50
Inspection machine, 38,151, 207, 210,
220–222, 242, 244, 362
Integration product-process-business, 16,
20–21, 364–368
Invention:
methods, 42–50
classification, 57–59
product, 41–54
Interchangeable parts, 27, 37, 104
Irresponsiveness, 195–199
Just-in-time (JIT), 119–123, 297
Lean production, 30, 114–124, 321
benefits, 116
goals, 114, 123
principles, 117–122
Lean Manufacturing – see Lean Production
Life-cycle economics, 176–178
Line balancing, 119, 193, 257–259
Machining center, 159
Maintenance, 172, 283, 327–330
Makespan, 193, 194–195, 296
Manufacturing:
20’st Century, 154–162, 316–318
complex products, 150–154
future direction, 13–22, 30–34, 38, 81–87,
249–250, 375–379
importance of, 2–5
large quantities, 5–8
multi-stage system, 6, 149
paradigm, 22–24
strategy, 294–297
Market:
emerging, 337–338, 342, 378
opportunity, 41, 64, 228, 288
research, 17, 42, 51–52, 365
segments, 32, 95, 287
Market-of-one, 15, 32, 292, 368, 376, 378
Mass customization:
business strategies, 29
complexity, 137, 143
customer role, 33
definition, 73, 128
enablers, 29
goal, 128
historic trend, 127
model, 143–144
options, 28–29, 74–77, 130
profit, 136, 139–140, 144–145
Mass production
model, 111–114
principles, 104–108
peak of, 107
Modular machine, 208–209, 212–213
Modularity:
benefits of, 95
design for, 89
drawbacks, 95
product, 17, 88–95, 285
product design for, 89–94
drawbacks of, 95
NAFTA, 10–12, 354–355
Net present value (NPV), 176–179
Office chairs, 90, 98–99, 137, 168
Open architecture control, 224–5, 236
Open architecture platform, 82, 368
SUBJECT INDEX 397
Operational availability, 117
Option package, 28, 32, 74–78, 130
Organizational structure, 306, 315–318,
322, 352
Paradigm:
Craft Production, 25–26
definition, 23
Global Manufacturing, 15–21, 30–32, 34,
37–38, 59, 368–369, 376–379
Mass Production, 26–28, 103–114
Mass Customization, 28–29, 126–134
model, 22–24
transitions, 32–39
Personalization business strategy, 292–293
Personalized:
display, 80
medication, 87
production, 30–32
products, 14, 77, 132–134, 292
refrigerator, 86
shoes, 84–85
vehicle interior, 81–84
Plant location, 334, 340–343, 345
Point-of-delivery, 131
Policymakers, 374–375
Pricing structure, 110
Product:
architecture, 88, 99
based on animal motions, 49–50
competition-driven, 55–56
customer-driven, 51–53
design for globalization, 59–62, 95,
338–340
development, 62–68
family, 90–94, 98–99
green, 288, 305
invention strategies, 41–55
lifecycle business model, 307–309
modularity, 88–95
paradoxical, 42–44
personalization, 132–134, 292, 368–369
reconfigurable, 96–98
regional fit, 17, 59–62, 339, 368–369
survey, 52–54
technology-driven, 42–51
variants, 61–62, 90–94
Production:
of automobiles, 150–152
of refrigerators, 152–154
semiconductors, 196, 305
Productivity, 258, 361–363
Purchasing power, 17, 61, 106, 109, 294, 305,
368, 378
Quality, 30, 114–123, 222–224, 228–229,
244–245, 268–269, 274, 299, 362
in Mexico, 355
Ramp-up, 230, 243–246
Reconfigurable:
assembly machine, 211
assembly system, 170, 250
business model, 306–307
enterprise, 306, 364
fixture, 211, 219–220
inspection machine, 220–224
machine, 206–212
characteristics, 210
machine tool (RMT), 211–218
products, 96–98
Reconfigurable manufacturing system
(RMS):
characteristics, 237–239, 367
definition, 235
enabling technologies, 236
hexagonal, 246–250
integrated, 240–243
need, 26, 232, 364
number of, 254–255, 260–262
principles, 238–239
Refrigerator, production of, 153–4
Refrigerator, personalized, 85
Regionalized products, 15, 17, 20, 30,
59–62
Reliability, 189, 269–273
Responsive enterprise, 363–364
Responsiveness, 197, 229–232, 362–364
operational, 296
Scalability, 134, 165–166, 237, 258, 265,
274–278
Sensor-based knowledge, 316
Shortage cost, 193, 197
Strategic alliances, 349–356
Strategic resources, 286, 293–296
Strategic rules for enterprise, 378
Strategy, manufacturing, 294–297
398
SUBJECT INDEX
Stream-of-Variations (SoV), 245–246
Supply and demand, 36, 108–110
Supply chain, 297–304
JIT in, 119–120
global, 19, 136, 348–349
Switchover time, 193–196, 198–199
System design, economics of, 175–188
System responsiveness, 166, 187, 197, 242
Takt time, 117, 193
Taylorism, 316–318
Throughput, 155, 187–188, 193, 269–273
Throughput time, 193
Tooling cost, 187
Value-stream mapping, 118
Vehicle interior personalization, 81–84
Work-in-process (WIP), 193
Workforce:
empowerment, 123, 321–322, 369–370
skill, 163, 320
World Trade Organization (WTO), 10, 331,
374
SUBJECT INDEX 399
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