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020 _a9780367742935
_qpaperback
020 _a9781003156970
_qelectronic book
020 _a1003156975
_qelectronic book
020 _a9781000865301
_qelectronic book
020 _a1000865304
_qelectronic book
020 _a9781000865288
_qelectronic book
020 _a1000865282
_qelectronic book
020 _z9780367742928
_qhardcover
024 7 _a10.1201/9781003156970
_2doi
035 _a(OCoLC)1368010669
037 _a9781003156970
_bTaylor & Francis
037 _a9781000865301
_bO'Reilly Media
040 _aDLC
_beng
_erda
_cDLC
_dTYFRS
_dOCLCF
_dUKAHL
_dYDX
_dORMDA
_dOCLCQ
041 _aeng
042 _apcc
050 0 4 _aTS155
_b.Q47 2023
072 7 _aTEC
_x020000
_2bisacsh
072 7 _aTEC
_x009010
_2bisacsh
072 7 _aTDP
_2bicssc
082 0 0 _a670
_223/eng/20230130
100 1 _aQuazi, Hebab A.,
_eauthor.
245 1 0 _aSmart manufacturing :
_bintegrating transformational technologies for competitiveness and sustainability /
_cHebab A. Quazi and Scott M. Shemwell.
250 _aFirst edition.
264 1 _aBoca Raton, FL :
_bCRC Press,
_c2023.
264 4 _c©2023.
300 _axv, 153 pages :
_billustrations;
_c24 cm
336 _atext
_btxt
_2rdacontent.
337 _aunmediated
_bn
_2rdamedia.
338 _avolume
_bnc
_2rdacarrier.
490 0 _aCommercializing emerging technologies.
504 _aIncludes bibliographical references and index.
505 0 _aTable of Contents Preface Acknowledgments Authors Chapter 1 Smart Manufacturing 1.1 Introduction 1.1.1 Productivity 1.1.2 Digitization 1.1.3 IT/OT/IIoT 1.1.4 Cybersecurity 1.1.5 Operational Strategy 1.2 Challenges and Opportunities 1.2.1 Identifying Challenges 1.2.2 Targeting Opportunities 1.3 Smart Manufacturing Techniques 1.3.1 Transformational Technologies 1.3.2 Prototyping 1.3.3 Transformational-Technology Commercialization 1.3.4 Intellectual Property Protection 1.3.5 Risk Management 1.4 Competitiveness and Sustainability 1.4.1 Planning 1.4.2 Financing 1.4.3 Competitiveness 1.4.4 Sustainability 1.4.5 Customer Alliance 1.5 Market Trends and Broader Opportunities 1.5.1 Artificial Intelligence/Machine Learning 1.5.2 Digital Transformation 1.5.3 Innovative Infrastructures 1.5.4 Global Warming 1.5.5 Smart Cities 1.5.6 Emerging Markets Chapter 2 Operational Technologies 2.1 Introduction 2.1.1 One Caveat 2.1.2 Key Implementation Action Items 2.1.3 Managing Complexity 2.1.4 Rapid Response Management 2.1.5 Guide to This Section 2.2 Information Technology Operational Technology 2.2.1 Human vs. Machine 2.2.2 Human Factors Engineering 2.2.3 Human Systems Integration 2.2.4 High Reliability Management 2.3 Value Proposition 2.3.1 Expected Value of Marginal Information 2.3.2 Maximizing Capital Efficiency 2.3.3 Conclusion 2.4 Environmental, Social, and Governance 2.5 Maturity Models 2.5.1 Smart Manufacturing Maturity 2.5.2 Software and Data 2.5.3 Digitalization 2.5.4 Process 2.5.5 Governance 2.5.6 Conclusion 2.6 Technology Take-Up 2.6.1 Adoption Model 2.6.2 Gartner 2.6.3 Magic Quadrant 2.6.3.1 Hype-Cycle 2.7 Reference Architecture 2.7.1 Conclusion 2.8 Process Integration and Optimization 2.8.1 Processes and Methods 2.8.2 Enabling Tools 2.8.3 Strong Bond Governance 2.8.4 Data Lessons from Covid-19 2.8.5 Finally 2.9 Standards 2.9.1 Manufacturing 2.9.2 Information Technology 2.9.3 Standards Mapping Initiatives 2.9.4 Vocabulary 2.9.5 Conclusion 2.10 Supply Chain Management 2.10.1 Enterprise Resource Planning 2.10.2 User Interface 2.10.3 SCADA 2.10.4 Digital Thread 2.10.5 Digital Twin 2.10.6 Blockchain 2.10.7 Conclusion 2.11 Risk Mitigation 2.11.1 Barrier Risk Models 2.11.2 Enterprise Risk Management 2.11.3 Systemic Errors or Data Bias 2.11.4 Latent Variable Analysis 2.11.5 Cyber Security 2.11.6 Personnel and Equipment Shortages 2.11.7 Integration with the Existing Systems 2.11.8 Perception 2.11.9 Systemic vs. Systematic 2.11.10 AI, Machine Learning 2.11.11 Glitches 2.11.12 Final Thoughts 2.12 Enabling Tools 2.12.1 Software 2.12.1.1 Workflow Engines 2.12.1.2 Drones 2.12.1.3 Remote Automation and Data Acquisition 2.12.1.4 Customer Relationship Management 2.12.1.5 Asset Integrity Management 2.12.2 Concluding Thoughts 2.12.3 Economic Value Capital Assessment 2.13 Best Practices 2.13.1 Operations Management System 2.13.2 Core Foundation 2.13.3 Operations 2.13.4 Safety and Environmental Management System (SEMS) 2.13.5 The Learning Organization 2.13.6 Conclusion 2.14 Organizational Transformation Process 2.14.1 Career Opportunity? 2.14.2 Implementation 2.14.3 Executive Sponsor 2.14.4 Project Management Office (PMO) 2.14.5 Third-Party Management 2.14.6 Scope of Work 2.14.7 Start Small 2.14.8 Re-Imagine 2.14.9 Framework 2.14.10 Model Mapping 2.14.11 Culture 2.14.12 Safety 2.14.13 Diverse Groups 2.14.14 Change Management Model 2.14.15 R B C 2.14.16 Key Performance Indicators 2.14.17 Decarbonization 2.14.18 Center(s) of Excellence 2.14.19 Center of Excellence Construct 2.14.20 Final Thoughts 2.15 Roadmap Framework 2.15.1 Current Status 2.15.2 Smart Manufacturing Mind Map 2.15.3 Maturity 2.15.4 Filling the Skills Gap 2.15.5 Conclusion Notes Chapter 3 Transformational Technologies: Adoption and Integration in Operating Plants 3.1 Introduction 3.1.1 Strategic Planning 3.1.2 Planning Team 3.1.3 Business Plan 3.1.4 Financial Planning 3.1.5 Value Proposition 3.1.6 Return-on-Investment 3.1.7 Customer Care 3.1.8 Roadmap Planning 3.2 Technology Adoption and Integration 3.2.1 Adoption Considerations 3.2.2 Integration Challenges 3.3 Performance Challenges 3.3.1 Economics and Pricing 3.3.2 Technological Opportunities 3.3.3 Customers’ Preferences 3.3.4 Competitors’ Program Dynamics 3.3.5 Regulatory Challenges 3.4 Competitiveness Tracking 3.4.1 Tracking Competitions 3.4.2 Market Trends 3.4.3 Global Economic Forecasts 3.5 Sustainability Challenges 3.5.1 Market Forecasts 3.5.2 Competitiveness Trends 3.5.3 Customers’ Preferences 3.5.4 Performance Trends 3.6 Smart Manufacturing Roadmaps 3.6.1 Strategic Options 3.6.2 Operational Changes 3.6.2.1 Operational Modifications Requirements 3.6.3 Competitiveness Challenges 3.6.4 Sustainability Challenges 3.6.5 Quality, Safety, and Security 3.6.6 Performance Forecasting Chapter 4 Roadmaps for the Adoption and Integration of Transformational Technologies in Key Manufacturing Plants 4.1 Introduction 4.2 Petroleum Refining Roadmaps 4.2.1 Petroleum Refining Roadmap – 1 4.2.1.1 Re-Visiting Goals and Objectives 4.2.2 Petroleum Refining Roadmap – 2 4.2.2.1 Operational-Modifications Planning 4.2.3 Petroleum Refining Roadmap – 3 4.2.3.1 Competitiveness Challenges 4.2.4 Petroleum Refining Roadmap – 4 4.2.4.1 Sustainability Challenges 4.2.5 Petroleum Refining Roadmap – 5 4.2.5.1 Quality, Safety, and Security Management 4.2.6 Petroleum Refining Roadmap – 6 4.2.6.1 Performance Targets 4.3 Plastic Product Manufacturing Roadmaps 4.3.1 Plastic Product Manufacturing Roadmap – 1 4.3.1.1 Re-Visiting Goals and Objectives 4.3.2 Plastic Product Manufacturing Roadmap – 2 4.3.2.1 Operational-Modifications Planning 4.3.3 Plastic Product Manufacturing Roadmap – 3 4.3.3.1 Competitiveness Challenges 4.3.4 Plastics Products Manufacturing Roadmap – 4 4.3.4.1 Sustainability Challenges 4.3.5 Plastic Product Manufacturing Roadmap – 5 4.3.5.1 Quality, Safety, and Security Management 4.3.6 Plastic Product Manufacturing Roadmap – 6 4.3.6.1 Performance Targets 4.4 Pulp and Paper Industry 4.4.1 Pulp and Paper Industry Roadmap – 1 4.4.1.1 Re-Visiting Goals and Objectives 4.4.2 Pulp and Paper Industry Roadmap – 2 4.4.2.1 Operational Modifications Planning 4.4.3 Pulp and Paper Industry Roadmap – 3 4.4.3.1 Competitiveness Challenges 4.4.4 Pulp and Paper Industry Roadmap – 4 4.4.4.1 Sustainability Challenges 4.4.5 Pulp and Paper Industry Roadmap – 5 4.4.5.1 Quality, Safety, and Security Management 4.4.6 Pulp and Paper Industry Roadmap – 6 4.4.6.1 Performance Targets Appendix 1 Appendix 2: Industry Organizations and Standards Bodies Appendix 3: Relevant Standards Appendix 4: Research, Advisory, and Certification Services Appendix 5: Commercial Tools and Services References Index
520 _a"The manufacturing industries remain the foundation of local, regional, and global economies. Manufacturing plants operate in dynamic markets that demand upgrading with transformational technologies for maintaining profitability, competitiveness, and business sustainability. Yet most manufacturing plants currently use technologies that are no longer competitive and industry leaders face an overwhelming array of operational challenges that require agile and enhanced transformational solutions. This book offers manufacturers effective strategies and tools for the adoption and implementation of advanced operational technologies to ensure long-term innovation, efficiency, and profitability. - The book covers advanced automation integration in manufacturing, including digitization, AI, machine learning, IIoT, and cybersecurity. - It describes innovation, development, and integration of control technologies for sustainable manufacturing. - It explains how to upgrade existing manufacturing plants for the global market. - It shows how to apply emerging technologies including asset optimization and process integration for product lifecycle improvements, plant operation and maintenance enhancement, and supply chain integration. This book serves as a strategic guide to applying advanced operational technologies for engineers, industry professionals, and management in the manufacturing sector"--
_cProvided by publisher.
545 0 _aDr. Hebab A. Quazi has been the Chief Operating Officer of MARTECH International Inc for over 40 years. He is providing leadership to the US Federal, State, and City government programs and to manufacturing industries within USA and internationally. He led the programs funded by the World Bank, the United Nations, the Asian Development Bank, and by the US Departments of Defense and the US Department of Homeland Security. Dr. Quazi was also the Vice President of Operations for the South & East Asia and North & South America of a European technology company. Dr. Quazi earned a PhD degree from England as a Commonwealth Scholar. He also completed a 3-year graduate Business education at the University of California, He is a Registered Professional Engineer in the State of California. Dr. Quazi is very active with professional organizations such as AIChE, ASME and ISA. Currently, he is the Chairman of the ASME Energy Storage Committee and the Vice-Chairman of the ISA Digital Twin and Simulation Committee. He has written several books and technical papers. Dr. Scott M. Shemwell, Managing Director of The Rapid Response Institute, is an authority and thought leader in field operations and risk management, with over 30 years in the energy sector leading turnaround and transformation processes for global S&P 500 organizations as well as start-up and professional service firms. He has been directly involved in over $5 billion in acquisitions and divestitures as well as the management of significant global projects and business units. He is a leader in the use of data and information enabling Operational Excellence for over 20 years. Dr. Shemwell holds a Bachelor of Science in Physics from North Georgia College, a Master of Business Administration from Houston Baptist University, and a Doctor of Business Administration from Nova Southeastern University.
650 0 _aProduction engineering.
650 0 _aManufacturing processes.
700 1 _aShemwell, Scott M.,
_eauthor.
942 _2ddc
_cBK