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Procedia CIRP 00 (2018) 000–000
ScienceDirect
Procedia CIRP 00 (2018) 000–000 www.elsevier.com/locate/procedia
Procedia CIRP 00 (2017) 000–000 www.elsevier.com/locate/procedia
Procedia CIRP 79 (2019) 274–279
www.elsevier.com/locate/procedia

12th
12thCIRP
CIRPConference
Conferenceon
onIntelligent
IntelligentComputation
ComputationininManufacturing
ManufacturingEngineering,
Engineering,18-20
CIRPJuly
ICME2018,
'18
12th CIRP Conference on Intelligent Computation in Manufacturing
Gulf of Naples, Italy Engineering, CIRP ICME '18
Categorizing and selecting
28th CIRP digitization
Design Conference, May 2018,technologies
Nantes, France for their
Categorizing and selecting digitization technologies for their
implementation within different product lifecycle phases
A new methodology
implementation to analyze
within the functional
different andlifecycle
product physicalphases
architecture of
existing products
Carina Siedlera,
for an
*, Stephanie assembly
Sadaune b
, Monaoriented product
Tafvizi Zavareh c
family
, Martin Eigneridentification
c
, Klaus J. Zinkb,
Carina Siedler *, Stephanie Sadaune , Mona
a, b
Jan C.Tafvizi
c
AurichZavareh
a c
, Martin Eigner , Klaus J. Zink ,
b

Paul Stief *, Jean-Yves Jan C. Aurich

Dantan,
a
Alain Etienne, Ali Siadat
Institute for Manufacturing Technology and Production Systems (FBK), P.O. Box 3049, 67653 Kaiserslautern, Germany
a

Institut
b
für Technologie
Institute und Arbeit
for Manufacturing (Institute and
for Technology and Work), Trippstadter
BoxStraße 110, 67663 Kaiserslautern, Germany
d’Arts etTechnology etProduction Systems (FBK), P.O.4495, 43049,
Rue 67653 Kaiserslautern,
Fresnel, MetzGermany
a
École Nationale Supérieure Métiers, Arts Métiers ParisTech, LCFC EA Augustin 57078, France
b c
Instituteund
Institut für Technologie for Virtual Product Engineering
Arbeit (Institute (VPE),
for Technology and P.O.
Work),BOX 3049, 67653
Trippstadter Kaiserslautern,
Straße Germany
110, 67663 Kaiserslautern, Germany
c
Institute for Virtual Product Engineering (VPE), P.O. BOX 3049, 67653 Kaiserslautern, Germany
* Corresponding author. Tel.: +49-631-205-5975; fax: +49-631-205-3304. E-mail address: carina.siedler@mv.uni-kl.de
* Corresponding author. Tel.: +33 3 87 37 54 30; E-mail address: paul.stief@ensam.eu
* Corresponding author. Tel.: +49-631-205-5975; fax: +49-631-205-3304. E-mail address: carina.siedler@mv.uni-kl.de

Abstract
Abstract
Abstract
The targeted implementation of suitable digitization technologies is a requirement for the competitiveness of manufacturing companies.
In today’s business environment, the trend towards more product variety and customization is unbroken. Due to this development, the need of
However,
The due implementation
targeted to the high variety
of of available digitization
suitable technologies,
is afinding the optimal solution for given challenges is a major issue. The
agile and reconfigurable production systemsdigitization
emerged totechnologies
cope with various requirement
products and forproduct
the competitiveness of manufacturing
families. To design and optimize companies.
production
paper presents
However, due toanthe
approach to empower
high variety companies
of available to assess
digitization individually
technologies, which
finding theofoptimal
the available
solutiontechnologies are suitable
for given challenges is aand profitable
major for
issue. The
systems as well as to choose the optimal product matches, product analysis methods are needed. Indeed, most of the known methods aim to
them using
paper a so-called
presents ‘technology
an approach to empowermap’.companies
The technology mapindividually
to assess categorizes which
digitization
of thetechnologies by their purposes
available technologies and assigns
are suitable them to the
and profitable for
analyze a product or one product family on the physical level. Different product families, however, may differ largely in terms of the number and
different
them using lifecycle phases
a so-called in which map’.
‘technology they can
The be implemented,
technology while takingdigitization
map categorizes into account a variety by
technologies of their
indicators, e.g.and
purposes requirements
assigns themfortotheir
the
nature of components. This fact impedes an efficient comparison and choice of appropriate product family combinations for the production
implementation.
different lifecycle phases in which they can be implemented, while taking into account a variety of indicators, e.g. requirements for their
system. A new methodology is proposed to analyze existing products in view of their functional and physical architecture. The aim is to cluster
© 2018 The Authors. Published by Elsevier B.V.
implementation.
these products in new assembly oriented product families for the optimization of existing assembly lines and the creation of future reconfigurable
Peer-review
©
© 2018
2019 The
The under responsibility
Authors.
Authors. Published
Published of Elsevier
by
by the scientific
Elsevier B.V.
B.V.thecommittee of the 12th CIRP Conference on Intelligent Computation in Manufacturing
assembly systems. Based on Datum Flow Chain, physical structure of the products is analyzed. Functional subassemblies are identified, and
Engineering.
Peer-review
Peer-review under responsibility
under responsibilityofofthe
thescientific
scientificcommittee
committeeof of
thethe 12th
12th CIRPCIRP Conference
Conference on Intelligent
on Intelligent Computation
Computation in Manufacturing
a functional analysis is performed. Moreover, a hybrid functional and physical architecture graph (HyFPAG) isinthe
Manufacturing
output whichEngineering.
depicts the
Engineering.
similarity between product families by providing design support to both, production system planners and product designers. An illustrative
Keywords: Digital manufacturing system; Lifecycle; Methodology; Digitization; Digitization technology; Technology map; Technology monitoring
example of a nail-clipper is used to explain the proposed methodology. An industrial case study on two product families of steering columns of
Keywords: Digital manufacturing system; Lifecycle; Methodology; Digitization; Digitization technology; Technology map; Technology monitoring
thyssenkrupp Presta France is then carried out to give a first industrial evaluation of the proposed approach.
© 2017 The Authors. Published by Elsevier B.V.
Peer-review
1. Motivation under responsibility of the scientific committee of the 28th CIRP Designprocesses,
current ConferenceIT2018.
solutions and company organization is
1. Motivation current
needed processes,
[4]. By ITrealizing
solutionsthis, and company
innovative, organization
completely is
Keywords: Assembly; Design method; Family identification
Digitization has become an innovation motor in the needed
networked[4]. manufacturing
By realizing systems this, innovative, completely
and Product-Service
Digitization industry
manufacturing has become an innovation
[1]. Hence, manufacturing motor in the
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technologies have to be
manufacturing
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[6]. on digitization technologies have to be
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by Elsevier B.V.of the 11th CIRP Conference on Intelligent Computation in Manufacturing Engineering.
Peer-review under responsibility of the scientific committee of the 11th CIRP Conference on Intelligent Computation in Manufacturing Engineering.
2212-8271©©2017
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Design on 2018.
Conference Intelligent Computation in Manufacturing Engineering.
10.1016/j.procir.2019.02.066
 Carina Siedler et al. / Procedia CIRP 79 (2019) 274–279
C. Siedler et. al. / Procedia CIRP 00 (2018) 000–000
solutions for their particular issues considering technology
application, product lifecycle phases and goals for employees.
Therefore, the main content is a so-called ‘technology map’ as
a first step towards implementation of digitization
technologies in future integrated work systems. First, there
will be an overview about the state of the art including
existing approaches for assessing technologies with a
technology radar or map. Based on the state of the art, the
research gap is identified and objectives for the technology
map are derived. Afterwards the structure of the technology
map and an example are presented.
2. State of the Art
2.1. Industry 4.0, CPPS and digitization technologies
The digitization of the value chain is based on self-
organized and real-time capable systems [9]. This allows
manufacturing companies a production of strongly
individualized products based on a highly flexible
manufacturing system. As part of the digitization, Industry 4.0
aims to enable companies to be prepared for this future [10].
It describes therefore the usage of CPS [11] within
manufacturing [12] enabling the interlinking between system
elements within manufacturing systems [13] and leading to a
connection of the virtual and real world [14].
For implementing Industry 4.0, a connection between
digital and physical components is required, leading to CPPS
in the field of manufacturing [15]. CPPS consist out of
autonomous and cooperative elements and subsystems e.g.
CPS, which are connected with each other and production-
comprehensive. On this occasion, the information from the
environment is included by autonomously acting system
elements. Additionally, due to their connection, the elements
and sub systems within the CPPS response to internal and
external changes [4].
Companies realizing CPPS are confronted with the
challenge of selecting individually new digitization
technologies for implementation, which are the technical base
of these systems [16]. Digitization technologies capture,
transfer and integrate analog information e.g. data, documents
and processes, into virtual values by digital/electronic
transfers, electronic recordings and/or by digital processing.
Therefore, on the one hand, digitization technologies are the
interface between real and IT-Systems or on the other hand,
they describe the IT-system itself [17]. Examples are Cloud
Computing, Augmented Reality, ERP-System etc.
2.2. Technology monitoring
As part of the strategic management [18], technology
management focuses on planning activities to secure and
strengthen the company’s market position by dealing with the
provisioning, storage, and usage of technological knowledge
[19]. It is crucial to continuously review whether the
275
Maturity level Technology area Relevance
FBK/036-001
Fig. 1. Visualization of the technology radar
implemented technologies still fulfill current and future
requirements [20] contributing to a rising competitiveness of
companies [21]. Due to its dependency on the development of
manufacturing companies, the level of competitiveness on the
market can be influenced [22] by providing the needed
technologies (product, manufacturing and material
technologies) at the right time and appropriate costs [23].
The technology monitoring is part of the technology
management and observes detected existing technologies over
a longer period [23] within specific technology fields [19].
The goal is to pursuit technologies for a set topic [24] on an
unlimited time scale and due to the systematic observation
technology trends become visible [23]. After creating
technology fields within the monitoring, technologies can be
identified, assessed and observed using e.g. portfolio
techniques, scored profiles [25], technology radars [26] or
technology curves [27] for visualization.
2.3. Existing approaches for assessing technologies with a
technology radar or maps
Supporting companies in identifying premature relevant
technology trends, existing approaches focus on enabling
companies for assessing suitable technologies. Therefore,
technology radars or maps are used. The technology radar is a
visualization tool to assess a large number of technologies and
simultaneously concerning three dimensions maturity level,
technology area and relevance. Consequently, this tool is used
as a base for determining digitization technologies. In
contrast, the technology map gives descriptively a more
detailed overview about technologies. The goal of a
technology radar or map is to gain a competitive advantage by
identifying opportunities and threats emerging from
technological developments at an early stage and to provide
the technological capabilities needed to face these challenges
[28].
In theory, the first dimension of the technology radar
describes the fields of technology [27], the second represents
the maturity degree of the technology and the third dimension
reflects its relevance for the company by using different
shapes or colors as markings [29] (see Fig. 1).
In the following some technology radars and maps are
presented and analysed regarding technology fields, the
description of each technology and company specific
problems.
276 Carina Siedler et al. / Procedia CIRP 79 (2019) 274–279
C. Siedler et. al. / Procedia CIRP 00 (2018) 000–000
As an example, the technology radar developed by
Fraunhofer [27] aims to identify and assess company specific
nanotechnology trends to enable companies to use external
knowledge about technologies quickly and permanently.
Presenting a guide empowers companies for developing their
own technology radar including technology fields and
maturity level. Additionally an integration of semantic
functionalities into standard systems is given, so that the
results can be visualized within a radar screen [27].
The Advisory Board of ThoughtWorks creates annually a
disposable technology radar focusing IT with the technology
fields Techniques, Platforms, Tools and Languages and
Frameworks. The technology radar suggests how to process
further with a specific technology by classifying them into
adopt, trial, assess, hold. Additionally, by using a different
shape of the markings, new or changed technologies are
labelled. Besides the technology radar, no further description
of the technologies exist. [30]
Within retail, a technology map was developed aiming to
be a guide for examining and selecting appropriate
technologies. The technology map considers the technology
fields for IT Architecture, Transactions, Logistics,
Authentication, Marketing and Data Management as well as
Data Carrier Technologies and Systems. All related
technologies are specified in detail, but without a similarly
structured description. Furthermore, a radar screen for
visualization is not given. [31]
Focusing manufacturing companies, the technology radar
by Heinz Nixdorf Institute carries out an initial analysis of
industry 4.0 technologies by visualizing the technologies
within a radar screen and presenting technology profiles. The
technology radar is divided into the technology fields Track
and Trace, Analytics, Assistance Systems, Sensor Networks,
Additive Manufacturing, Virtualization / Simulation, Machine
Intelligence and Networking / Security as well as Cloud
Computing. The maturity of the technologies is determined by
their position on the S-curve namely at the edge of the radar
screen the technologies possess a high maturity level. The
technologies are furthermore categorized into Product,
Manufacturing and Service Technologies by using different
colours and shapes as markings. Additionally a technology
profile is presented containing a technology description,
advantages and disadvantages as well as areas of applications.
[29]
The Cisco Technology Radar is an in-house tool of Cisco
Systems, Inc. identifying novel technologies and trends for
their purposes. The technologies are suggested and assessed
by Cisco employees regarding market opportunities and
implementation risks. Considering not only the technology
fields and organizational units, e.g. Networked Devices,
Network Services, End-User Services or Cross-Functional,
the technology radar also focuses the maturity of each
technology as well as its relevance for the company (see
Fig. 2). Related one-page technology profiles bringing the
technology in a business context and limiting the content to
unbiased facts and findings round off the concept. [32]
Core Network
Network Services
Access End-User
Network Services
Networked Cross-
Devices Functional
Relevance
High Medium Low FBK/036-002
Fig. 2. Technology radar screen following Cisco Systems, Inc. [32]
Identical to the Cisco Technology Radar, the technology
radar used by Deutsche Telekom AG pursues the same
approach for developing and using the radar. [28]
2.4. Identified research gap
The comparison of the existing approaches reveals that
none of the technology radars are considering more than one
technology area at the same time. The regarded technology
area focus only one area, e.g. nanotechnology or IT and
therefore the radars are not applicable for other areas.
Furthermore, the description of the technologies within the
technology radars are kept short, varies depending on the
technology as well as neglects preconditions for the
implementation within companies. As a consistent
comparison is a base for the technology selection, a structured
description including requirements for implementation is
necessary.
The technology radars currently give an overview about
existing technologies within different technology areas, but
ignore company specific problems. Although some of the
presented technology radars show the relevance of a
technology, the suggestions for solving individual problems
are important as they point to an effort companies have to
consider while implementing digitization technologies and
therefore influence the selection of them.
3. Development of a Technology map for digitization
technologies
3.1. Objectives of assessing digitization technologies
The purposes of assessing digitization technologies might
vary due to different goals of companies. Following, the most
important objectives are presented:
 Carina Siedler et al. / Procedia CIRP 79 (2019) 274–279 277
C. Siedler et. al. / Procedia CIRP 00 (2018) 000–000

• Considering more product lifecycle phases for

implementing digitization technologies as the
interdependencies might influence the selection and
implementation of the digitization technologies.
• Support companies in solving challenges by giving the
opportunity to implement the latest technology solutions in
current projects. Examples are the internal process
optimization e.g. in manufacturing, the interface
management to suppliers and customers or the digitization
of products.
• Enabling companies to acquire new ideas for the
development of e.g. optimized processes, new products or
services
• Enhance the companies’ competencies and also to access
new markets
• Empowering companies to assess individually which of the
available and investment-intensive technologies are
suitable and profitable for their particular issues.
Representing technologies within a radar screen supports
only the overview about existing technology options. As the
following presented technology map considers more aspects
than the existing radars and maps, the creation of a radar
screen is not suitable. Instead, the technology map includes a
filter process for receiving suitable digitization technologies
considering different product lifecycle phases, a structured
description including advantages and disadvantages as well as
requirements for implementation.
3.2. Procedure of preparing the technology map
The technology map is developed on the base of theoretical
information from a market and literature research combined
with practical insights gained through interviews with
industrial partners and results from preliminary work (see
Fig. 3). To start the preparation of the technology map, a
market and literature research was conducted to identify
technology trends as well as application scenarios, which are
typical starting points for companies to look for technological
and digitization solutions. Focusing e.g. studies about
Industry 4.0 [33, 34] and technologies [35] as well as
guidelines [36] and research projects [29] eight major
technology trends have been classified (see Fig. 4). On the
base of the technology trends possible application scenarios
can be identified, which are given as following:
• Offering additional services to the customer
• Assistance systems for employees supporting their tasks
• Provision, integration and usage of data to empower the
collaboration within the company
• Networking along the value chain
• Integrated Product Development and Simulation
The performance of an analysis of strategic potentials with
industrial partners revealed that companies prefer a
technology map which presents possible digitization solutions
for their individual issues. Furthermore, information about the
digital solution e.g. a description, advantages and
Market and Interviews with Evaluation of
Literature research industrial partners preliminary work
Technology map FBK/036-003
Fig. 3. Procedure of preparing the Technology map
Technology Trends
Machine and Virtual Product
Man-Machine
Artificial Development and
Interface
Intelligence Simulation
Communication Predictive Integration of
and Connectivity Maintenance Sensor Networks
Data Storage and
Processing
Track and Trace
FBK/036-004
Fig. 4. Technology Trends
disadvantages of the usage etc. should be provided for
enabling companies to select the most suitable technology for
their specific use cases.
By combining the theoretical information and practical
requirements, the technology map, which helps companies to
achieve a variety of benefits, was created.
3.3. Structure of the technology map
As the technology map will be implemented within a
software demonstrator, the structure of it needs to meet the
requirements of the demonstrator, too. Therefore, when using
the technology map some information need to be inserted into
the system to generate an individual selection of possible
digitization solutions. Therefore, a four-step filter system was
established, guiding the user from his given situation to
possible digitization solutions.
First, the user selects one of the identified application
scenarios (see 3.2), e.g. ‘Provision, integration and usage of
data to empower the collaboration within the company’ or
‘Networking along the value chain’. In a next step the user
specifies the product lifecycle phase in which the digitization
solution shall be implemented. The lifecycle phases are
Development, Manufacturing, Assembly, Aftersales and
further Support functions, whereby Manufacturing and
Assembly can be detailed into manufacturing or assembly
processes, storage, transport, quality management and
production planning and control. Within a third step the goals
for employees already working in the working system are
selected e.g. error prevention, ergonomic improvements work
enhancement or acquisition of competencies etc. This
comprehensive allocation supports companies to identify
more easily their specific application example in the next step.
For each specific application example a list of potential
278 Carina Siedler et al. / Procedia CIRP 79 (2019) 274–279
C. Siedler et. al. / Procedia CIRP 00 (2018) 000–000

digitization solutions are presented. The digitization solutions Information Input

are shortly described and contain information about hardware Technology Goals for
Lifecycle phase
and software components, which are a precondition for application employees

implementation. To give a better understanding on potential

impacts of the implementation of digitization solution, Application
advantages and disadvantages are presented. Additionally, examples
employees might be affected by the implementation of the
digitization technology and therefore best and worst case Possible digitization solutions
scenarios from employees’ perspective are given. The
structure of the technology map including needed information
Description of the Usage of the Effects on
input is shown in Fig. 5. digitization digitization employees
Even though the technology map cannot provide a final solution technology
decision which combination of digitization technologies have
Definition Advantages Best Case
to be implemented, it presents different options of digitization
solutions as well as advantages and disadvantages to support Hardware Disadvantages Worst Case
the decision process. Software
FBK/036-005
3.4. Example
Fig. 5. Structure of the technology map

A digitization solution is required to identify a product Provision, integration and usage of data / Track and Trace
within the product lifecycle phase ‘Manufacturing’, more RFID
precise within transportation. Therefore, the user chooses the A. Description:

Development
application scenario ‘Provision, integration and usage of Identification of components with product specific information using a
transponder (Tag) which is small enough to stick it on the surface of the
data’, the product lifecycle ‘Manufacturing’ and the more product. The data transmission can be passive or active.

detailed part ‘Transport’. Additionally, he is free to select a

goal for the employees. Afterwards, one of the appeared B. Requirements for the implementation of the technology:
• Hardware: Transponder (Tag); Reader
application examples, e.g. identification of a product, tracking • Software: Software which ensures the communication between EDP System and the
of a product, etc. has to be chosen. In the example the user database; bonding via WIFI.

determines to identify a product resulting in a list of possible
C. Advantages and Disadvantages:
digitization solutions, e.g. Barcode, QR-Code, RFID, etc.
Advantages
from which he can pick the most suitable one. Selecting one • Rapid reading operation leads to time saving
of the digitization solutions, a digitization technology profile • Visual contact between transponder and
reader is not needed
is presented (see Fig. 6). • High reliability towards external
environmental influences
• Transparent information exchange in real time
• Multiple transponder can be used
4. Conclusion and outlook
Manufacturing
Disadvantages
• Liquids and metal can lead to problems with
the readability
• Planning and implementation are generally
costly than barcode projects
• Data mediums are often more costly than
barcode labels because of the integrated aerial
and the transponder

Assembly
simultaneously (Bulk-reading)
• re-writable transponders

As the targeted implementation of suitable digitization

technologies is a requirement for the competitiveness of D. Effects on Employees:
Best Case:
manufacturing companies, finding the optimal digitization The employees knows at every time where the
product is located. Due to the automated data
solution for specific challenges is of paramount importance. processing, the employee is able to complete
However, due to the high availability of digitization pursuing activities.
Worst Case:
The identification of parts is automated. Therefore
the complexity of the employees task decreases
and he is consequently subchallenged.
Aftersales

technologies the selection of suitable and profitable E. Application examples:

digitization technologies is a major issue for manufacturing
companies.
The presented technology map enables companies to find
more easily a suitable digitization solution for their individual
challenges by using a four-step filter process. The user selects
a technology application, the required lifecycle phase and
potential goals for employees within the working system.
Matching application examples will lead to a list of possible
digitization solutions considering the given information
upfront. Finally, a digitization technology profile is given
including a description of the technology, requirements for the
implementation e.g. hardware or software, advantages and
disadvantages as well as effects on employees.
Further research will include the maturity level of each
technology into the technology map empowering companies
• Identification of component parts.
• Product positioning within manufacturing
• Time recording in the manufacturing process
FBK/036-006
Fig. 6. Digitization technology profile - RFID
to specify in more detail their benefits and efforts while
implementing a digitization technology. As new digitization
technologies appear constantly on the market, the technology
map has to be extended continuously. This is ensured as the
technology map shall also be part of a software demonstrator
giving manufacturing companies the possibility to find a
possible digitization solution and to add new ones.
Additionally, on the base of the technology map a maturity
model for evaluating the digitization level within work
systems, product lifecycle phases and manufacturing
companies will be developed. Combining the technology map,
 Carina Siedler et al. / Procedia CIRP 79 (2019) 274–279
C. Siedler et. al. / Procedia CIRP 00 (2018) 000–000
the maturity model and created digitization strategies a
modular transformation concept for the digitization of work
systems will be developed.
Acknowledgements
This research and development project (InAsPro; funding
number 02L15A244) is funded by the German Federal
Ministry of Education and Research (BMBF) and by the
European Social Fund (ESF) within the program ‘Zukunft der
Arbeit’.
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