Act in advance instead of reacting later

How the consistent use of digital tools creates added value

Predictions are generally very difficult because they are about the future. But one thing is certain: after steam, electricity and automation, digitalisation is set to revolutionise entrepreneurial activity once again, with "digital twin", "virtual commissioning", "AI" and "cloud-based management" being key tools in this regard. These tools are addressed in the following article from a practice-oriented perspective.

Digital twin

A "digital twin" is a simplified virtual simulation of a machine or plant. The twin is reduced to the essential features that are required for "virtual commissioning". For this purpose, the basic physical behaviour of a machine or plant has to be depicted so that the function of its software can be tested.

“Virtual commissioning" therefore means first and foremost: software testing and analysis using a digital twin. This tool is primarily used for a designed but not yet physically existing machine or plant as well as for a delivered machine or plant.

But what does this actually mean in reality, where is the added value for the customer and the machine manufacturer? This is where it is worth taking a look at the conventional engineering process. This starts with the mechanical design, followed by the software development, in-house and external commissioning as well as the updating of the software modules. This path is taken on a step-by-step basis; there is no provision for parallel work. If upstream problems occur, these have to be eliminated downstream under ever-increasing time pressure - i.e. workload. This is the only way the agreed schedule can be met.

“Virtual commissioning“ parallel to the design

“Virtual commissioning", on the other hand, takes place in the design department, well before the machine is delivered. Ideally, it takes place at the same time as the mechanical and electrical design. Here, for instance, "virtual commissioning" is able to reveal whether an additional sensor is required – and before the machine's design documents are passed on to the next departments. This is an immense advantage, because according to the rule of ten, subsequent changes cause excessive effort and costs. According to this rule, a fault that is only found and corrected during factory commissioning is ten times more expensive than if the correction is made in the software design phase during virtual commissioning.

With virtual commissioning, the interaction between conveyor system and machines can be observed and optimised in advance at plant level.

Computer sets the PLC concrete tasks and challenges

The “virtual commissioning“ also gives an answer to the key question: Will the machine be controlled by the real PLC according to the actual situation? A major part of the test, in addition to the normal operation, is the reaction to possible malfunctions. The actual PLC of the machine is set specific tasks and challenges by a simulated model. For instance, the virtual model sends sensor signals to the PLC, which then runs the corresponding program sequences and triggers the actuators in the virtual model, such as the electric drives. The designer thus sees immediately whether the machine and control sequences interact with each other. Or whether, in the event of a simulated sensor fault, all error messages are programmed in such a way that the operator understands what is happening.

In a nutshell: The result of the simulation is a true win-win situation. For the customer, the downtime from the dismantling of the old plant to the restart of production is kept as short as possible. In turn, the machine manufacturer can use its capacities flexibly and therefore more effectively because the employees are not tied to the serial production of a machine. They can work in flexible time slots and independent of the finished physical machine – this being in complete contrast to the previous situation where the fully assembled machine is in the production hall.

Virtual training and predictive maintenance as additional future goals

But that is by no means all: one idea is to also carry out training sessions via "virtual commissioning". The operator should know what he has to do and when to do it during commissioning. A further project concerns the collection of machine data at the customer's premises. The aim here is to create a kind of 24/7 ECG of the machine. The data are recorded in real time and stored in the machine. In the event of a remote service, the machine manufacturer can access the data and, among other things, evaluate them in graphic form or run the data as a simulation on the virtual model. In this way, it is possible to understand why the machine had a fault. This can be important if the customer can only vaguely describe a fault due to the fact that the fault could not be observed. The determined solution is then fed to the plant via remote maintenance. As a consequence, there are no travel expenses and no physical work required at the customer's premises.

This "tracking" also makes it possible to identify when a motor or shaft becomes sluggish, i.e. if the drive requires more electric power. Keyword: predictive maintenance. This is where an independent tool is envisaged that monitors and compares the readings and triggers a service request if the values deviate. It is a well-known fact that it is much better to act in advance than to react in an emergency.

AI mapped machine signals

Another research project in which the EOL Group is involved concerns the development of software that maps machine signals fully automatically using artificial intelligence. To explain this: the PLC delivers a sensor signal, such as operating hours, for example, which must then be correctly classified in the higher-level systems. This classification is currently still done manually, there is no other alternative. The amount of work that artificial intelligence can save is therefore substantial.

But back to the present, to the actual handling of a project on the construction site at the customer's premises. This is where classic project management works through defined project milestones one after the other until the job is successfully completed - in other words, as in classic engineering, in series instead of parallel.

Bottlenecks in complex sorting lines are identified and eliminated in advance.

Modern project management uses a virtual information and communication platform

Postmodern project management, on the other hand, involves team-oriented work on a virtual information and communication platform. This digital platform maps the project status during the construction site phase, from the delivery through to commissioning, with the greatest possible transparency. Among other things, it graphically displays how many items are currently open, being processed or completed. Information can also be generated quickly and specifically using a filter function. It is also possible to use a digital material list that acts as a push client.

The cloud is also an open communication and documentation platform. Each project partner can, for example, upload photos or videos, propose next steps or prioritise individual items. This makes sure that the status of all project modules is always up to date and clearly understandable. Interactions on the further course of the project are thus immediately visible. This reduces friction and coordination losses and leads to a high level of planning reliability. This solution results firstly in a maximum level of information for all involved employees, customers and suppliers. Secondly, relevant data can now be found automatically, doing away with time-consuming searches. Thirdly, all parties involved in the project gain measureable added value in terms of effort and quality. And this is no mere prediction for the future, as mentioned in the introduction, but based on practical experience gained from many successful projects worldwide using EOL’s own developments “digital twin”, “virtual commissioning” and “LOP 4.0”.