2024年自動(dòng)化行業(yè)報(bào)告：工業(yè)物聯(lián)網(wǎng)數(shù)字化轉(zhuǎn)型與智能制造（英文版）

AUTOMAT1ON-

NOVEMBER|VOLUME5

IIOT&DIGITAL

TRANSFORMATION

?SmartFactoryOptimizationusingMQTT

?SmartPlantInstrumentationBenefits

?NetworkSecurityIsNotEnoughforOTData

?DemystifyingIndustrialAIAgents

?EnsuringHigh-Tech

ManufacturingGrowth

?ModularAutomationforChemicalProcessControlSystems

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TableofContents

AUTOMATION2024|NOVEMBERVOLUME5

IIOT&DIGITALTRANSFORMATION

MethodologyisBest?

ByGrantVokey,VokeyConsulting

Page8ContinuousImprovement:Which

Lean,SixSigma,ISO-9000andTheoryofConstraintsarealleffective.Choosebasedonyourproductiongoals.

Page24

SmartFactoryOptimizationusingMQTT

ByAaronKuo,MOXA

MQTToptimizesmorethanjusttransmissionarchitecture.

MaximizingSmartPlantInstrumentation

Page28Benefits

ByNathanHedrick,Endress+Hauser

Reapsmartplantinstrumentationbenefitswithheartbeatdiagnostics,verificationandmonitoring.

Page33

NetworkSecurityIsNotEnoughforOTData

ByXavierMesrobian,Skkynet

ThemodernenterpriseneedssecureaccesstodatafromOTtoincreaseefficiencyandcutproductioncosts.

Demystifying

Page37IndustrialAIAgents

ByDr.FrancoisLaborie,Cognite

GenerativeAIoffersa

significantlybetterinterfacetocomplexdataundertherightconditions.

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TableofContentsContinued

AUTOMATION2024|NOVEMBERVOLUME5

IIOT&DIGITALTRANSFORMATION

Page40

EnsuringHigh-TechManufacturingGrowth

ByAdrianWood,DELMIA

Understandingandintegratinginnovativetechnologiesremainscrucialformanufacturingresilienceand

competitiveness.

ModularAutomationEnhancesChemical

Page47ProcessControlSystems

ByAxelHaller,ABB

Modularautomationsolutionsarehelpingcreateadaptableautomationsolutionstomeetchangingneeds.

Page57andProcessControlChallenges

FlowmeterDesignAddressesSILReliability

ByEllenDegnan,Emerson

Avortexflowmeterdesignprovidesthreeindependentsafetymeasurementsandaprocesscontrolvariablemeasurementinamaintainablemeterbody.

Page65

RemoteWirelessforLess

ByDr.VitalyMilner,Ph.D,TadiranBatteries

Choosingtherightbatterycansavemoneynowandfordecades.

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Easilyexpandyourconditionmonitoringnetwork

withPCB’snewestdigitalaccelerometerwithIO-Link.

Engineeredforprecisemonitoringofdiversefactory

assets,itoffersabroadfrequencyresponse,remote

configuration,andmultipletrendingvaluesforacompletepictureofmachinehealth.Seamlesslyintegrateintoanyfieldbusorcloudsoftwareforeffortlessmonitoring

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AboutAUTOMATION2021

TheAUTOMATION2021ebookseriescoversIndustry4.0,smartmanufacturing,IIoT,cybersecurity,connectivity,machineand

processcontrolandmoreforindustrialautomation,processcontrolandinstrumentationprofessionals.Tosubscribetoebooksandnewsletters,visit:/newslettersubscription.

AUTOMATION2021ispublishedsixtimesperyear(February,April,June,August,October,December)byA,asubsidiaryofISA—theInternationalSocietyofAutomation.Toadvertise,visit:/en-us/advertise.

Introduction

SPONSORS

AUTOMATION2024|NOVEMBERVOLUME5

BECKHOFF

DigitalTransformation&ContinuousImprovement

Digitaltransformationismorethanjustabuzzword.It’sthelatestina

CONITE

AIFRINDUSTRY

longlineofapproachestocontinuouslyimprovingindustrialoperations.That’swhythiseditionofAUTOMATION2024leadswithalookat

continuousimprovementmethodologiesfromISAauthorGrantVokey,whoselatestbookis“CoE:TheKeytoData-DrivenManufacturing.”HereheshowshowLean,SixSigma,ISO-9000andTheoryofConstraints

methodologiescompareandhowtochooseandapplyoneoftheseapproachesbasedonyourproductiongoals.

Elsewhere,you’lllearnhowintegratinginnovativetechnologies

rangingfromgenerativeAItomodularautomationtoheartbeat

diagnosticsforconditionmonitoringcanimprovemanufacturing

resilienceandcompetitiveness.Somanynewtechnologiesrequirethe

digitalizationofwhatstillmaybeanalogprocessesintoday’sSmart

Factory,buttherewardsarethereforthosewhomakethemove.The

inductiveautomatione

subjectmatterexpertsgatheredinthisissuehavealotofwisdomtoshare.

Findinsightsandadviceinthesepagesandin

earliereditions

of

AUTOMATION2024andInTechdigitalmagazinesthroughAutomation.com,thepublicationarmoftheInternationalSocietyofAutomation.AndlookforannouncementshighlightingthedigitaltransformationscomingtoISApublicationsin2025.You’llfindmoreandbetterautomation

contentinstreamlinedpackagesandmorewaystocontinuouslyimproveoperations,innovation,cybersecurity,andmore.

ReneeBassett,ChiefEditor

rbassett@

AboutAUTOMATION2024

TheAUTOMATION2024ebookseriescoversIndustry4.0,smartmanufacturing,IIoT,cybersecurity,connectivity,machineand

processcontrolandmoreforindustrialautomation,processcontrolandinstrumentationprofessionals.Tosubscribetoebooksandnewsletters,visit:

/newslettersubscription

.

AUTOMATION2024ispublishedfivetimesperyear(March,May,July,September,andNovember)byA,asubsidiaryofInternationalSocietyofAutomation(ISA).Toadvertise,visit:

/en-us/advertise

.

ReneeBassett,ChiefEditor

rbassett@

ChrisNelson,AdvertisingSalesRep

chris@

InternationalSocietyofAutomation

SettingtheStandardforAutomation?

groups/68581

automationdotcom

@automation_com

RichardT.Simpson,AdvertisingSalesRep

rsimpson@

GinaDiFrancesco,AdvertisingSalesRep

GDiFrancesco@

company/intern

ationalsocietyofautomation

InternationalSocietyOfAutomation

@ISA_Interchang

e

Trademarksusedinthisdocumentarethepropertyoftheirrespectiveowners.NOVEMBER2024■DIGITALTRANSFORMATION6

AT20USA

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NewAutomationTechnology

AUTOMATION2024VOLUME5

Lean,SixSigma,ISO-9000andTheoryofConstraintsarealleffective.Choosebasedonyourproductiongoals.

ByGrantVokey,VokeyConsulting

Talktoaconsultantofanycontinuousimprovement(CI)methodology,

andtheywillindicate(orcomerightoutandstate)thattheirmethodologyisbetteratachievingimprovementsthananyoftheothers.Inconsultingwithmanycompaniesovertheyears(andreadingcountlesspostson

industrywebsites),Iamsurprisedbythenumberofcompaniesthatdefineoneofthesemethodsasbeingbetterthananother(ingeneral)orthataCImethodofchoiceistheonlyonethatwilleverberequired.

Leanisbetterthanthetheoryofconstraint,ISO-9000isbetterthanSixSigmaandthecomparisonsgoon.Butwhichmethodologyisbetterthantheothers?

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Theansweris“itdepends.”

Whatitdependsonisdeterminedbywhatyouaretryingtoachieve.Inotherwords,whatarethegoalsmanufacturing(oranybusinessreally)needstoimprove,andhowdoyouwanttoimprovethem?

ThemorecommonmethodologiesusedinmanufacturingincludeLean,SixSigma,ISO-9000andTheoryofConstraints.Eachofthese

methodologieshasbeenconsiderablysuccessful,andthereisample

moneytobemadeinconsultingforeach.Buttherehavealsobeensomefailureswitheachofthem.Inmyresearch,Ifoundthatthesefailuresareprimarilyduetoimproperlyimplementingthemethodsorselectingthewrongmethodologyforwhattheyweretryingtoaccomplish.

Ageneralunderstandingofthesemethodologiesisrequiredbeforetheaspectof“whichisbetter”canbeexploredindetail.Thefollowing

isabriefreviewofeachmethodology,lookingatthebackgroundandthepremisebywhicheachmethodologyworks.Thedescriptionsofthefollowingmethodsarehighlysimplifiedbutshouldprovideenough

explanationforcomparison.

WhereLeanandSixSigmaarefocusedonanalyzingandimprovingtheactualprocesses,ISO-9000isamanagementmethodology.

UnderstandingLean

ThepurposeofusingtheLeanmethodologyistodeterminesmallandongoingincrementalwastereductionand,therefore,processimprovements(asaresultofreducingwaste)toincreasethe

effectivenessofthemanufacturingprocessandtomovetowarda

productionlinesetupof“one-piece-flow”withnowaittimesorbuffersbetweenoperations.AswithSixSigma,theLeaninitiativeprovides

themethodologyandtoolsneededforanalysisasafoundationfor

thecompany’sCIprogram.TheprimaryconceptsofLeancanbe

summarizedintotwokeygoals,voiceofthecustomerandsupplythecustomerondemand.

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Voiceofthecustomer.Analyzetheprocessesthecompanyusestodeliveritsproductorservices.Determinethestepswithinthose

processesthataddvalue(fromthecustomer’sperspective)andthensystematicallyremove(orreduce)anystepsthatdonotaddvalueandwouldbeconsideredawaste.Themaindriverofthisconceptistoaskthecustomer,“Isthisstepsomethingtheyarewillingtopayfor?”Ifitisnot,figureouthowtoremoveorminimizeit.Asaresult,anyaspectofthecompany’soperationthatdoesnotaddvaluewouldbeconsideredwaste(wastedlabororwastedmaterial).ActionwouldthenbetakentoeliminateorreducethiswasteusingpredefinedmethodsandtoolsfromtheLeanframework.

Example:Inmanufacturing,theonlyreasonfordoinginspectionsisbecauseofthemanufacturer’sinabilitytoproducewithouterrors.

Asaresult,justaboutanyinspectionoperationwouldbeconsideredawaste.However,exceptionslikeaerospace,wherecustomerswillpayforinspections,arepossible.TheLeaninitiativewouldthenrequire

thatthemanufacturerdeterminetheneedforinspection(errorsbeingobserved)anddetermineprocesschangesthatwillpreventthose

errors.Nowthatcontrolledandmanagedprocessesarepreventing

errors,operationscanreducethenumberofinspectionsperformedtofindthoseerrors.

Supplythecustomerondemand.Theproductshouldbe

availableonlywhenthecustomerasksforitandonlyinthequantity

thecustomerrequests.Ifthecustomerhasnotorderedtheproduct,

thereisnoreasontobeworkingonit.Theresultofthisapproachisthat,theoretically,aproductshouldnotbereleasedtoworkinprocess(WIP)unlessitisdirectlylinkedtoacustomerorder,anditshouldbemadetosatisfythecustomerorderasquicklyandreliablyaspossible.Thetargetprocesswouldnotneedbuffering,andtherewouldbezerowastefromscrap,rework/repairorexcessinventory.

Tomovetowardthisgoal,thecompanyremovestheneedfor

bufferingWIP,forexample,havingabalancedlinewithalloperationshavingapproximatelythesamecycletimeandstayingwithinthe

estimatedtakttimeneededtodelivertheproductwhenexpected.

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Thecompanyalsoremovesthepossibilityoflosttimebecauseof

equipmentfailureandmanageslinechangeovertonewproducts,

whichincludesequipmentsetuptimesthattargetsingle-minute

changeovers.Ifequipmentisnotneededforaproductrun,itistositidle,beavailableformaintenanceorbeusedbyadifferentproduct

duringthattime.Atnotimeshouldaproductbeworkedonanywhereinthesystemifitisnotdirectlytiedtoacustomerorder.

Example:Underthisconcept,anyproductionscheduleusedto

moveproducttofinishedgoodsinventorythatisnotalreadyassociatedwithacustomerorderwouldbeconsideredwaste.Also,underthis

concept,acompanyshouldreducetheneedformaintainingfinishedgoodsinventoryunlessacustomerdemandsit.

Whenexaminedfromamanufacturingperspective,anissuewithLeanisthatitisarguablynotsuitableforsomeindustries.

Forexample,whenlookingataseasonalproductlikelawnchairs,asinglecompanyisnotlikelytohavethefacilitiestoprovide

themarketwithenoughproducttosatisfyanon-demand

manufacturingdeliveryforanentireseason.Companiesthatmakelawnchairsmustestimatethedemandwellinadvanceandstart

FurtherReadingon

ContinuousImprovement

Inhis

latestbook

,“COE:TheKeytoData-DrivenManufacturing,”

GrantVokeydescribeshowmanycompanieshaveimplementedadigitaltransformationteamcalledaCenterofExcellence,orCoE.

Readerscanlearnhowtodevelop

theskillsneededtoachievedigital

transformationandtakeitbeyondthemanufacturingfloor.Vokey’sother

ISA

book

,coauthoredwithTomSeubert,

isonmanufacturingexecutionsystems.

productionwellbeforeasingleorderisreceived.Inthisscenario,using

someLeanconceptswouldprobably

notbeasfruitful.It

couldbearguedthat

salescouldlocatea

differentmarketthat

wouldprovideamoreconsistentproductflow,butaslawnchairsareahighlylocalmarket,

thisisnotlikelytobeofmuchbenefittothemanufacturingfloor.

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UnderstandingSixSigma

ThepurposeofusingtheSixSigmamethodologyistoidentifyprocessimprovementsthatwillinvokeamajorstepintheeffectivenessofthemanufacturingprocess.TheprimaryconceptofSixSigmaistousearigoroussetofprocessmanagementandanalysistoolstodriveallthecharacteristicsofaprocess(andproductperformance)asclosetothetargetcharacteristicsaspossible.

Forexample,acuringovenmayhaveanacceptabletemperaturerange.WithSixSigma,itisnotsufficienttomaintainthetemperatureanywherewithintheacceptablerange.SixSigmawouldrequire

understandingthecorrecttargettemperatureandwouldperforma

seriesofanalysestodeterminewhytheoventemperaturedriftsawayfromthetargettemperature.Afteridentifyingthecauses,aneffortwillbemadetodeterminewhichcausehasthegreatestimpactonthe

drift.Then,achangewouldbemadetotheovenorprocess(dependingonthecause)tominimizethedriftasmuchaseconomicallypossible.

Finally,oncetheprocesswasnormalized(implementedaspartofnormalproductionwithoutunexpecteddeviations),itwouldbereanalyzedtoensurethattheimplementedchangeachievedtheexpectedperformanceimprovement.

AsSixSigmalooksatprocesscapabilityfromatargetperspective,therebydrivingtowardachievingSixSigmacapability(i.e.,aquality

levelof3.4defectspermillionopportunities),itisfrequentlyused

todetermineandfixissuestoachievejumpsinprocesscapability.

WhereaswithLean,theexpectationistoachievesmallerincrementalstepsinremovingprocesswaste.

UnderstandingISO-9000

WhereLeanandSixSigmaarefocusedonanalyzingandimproving

theactualprocesses,ISO-9000isamanagementmethodology.

ThepurposeofISO-9000istoprovideamanagementmodelfor

companiestousetoestablishaprogramformanagingCIitself.Basedontheconceptof“saywhatyoudoanddowhatyousay,”ISO-9000

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lookstohaveacompanyprogressivelydefinealltheprocesseswithin

manufacturinganduseprocessauditingtoensurethattheseprocessesarefollowed.Inaddition,ISO-9000requiresthattheeffectivenessof

definedprocesseshaveameansofbeingmeasured(itdoesnotexplainwhatthemeasurementsaretobe)andthat,accordingtospecified

measurements,theprocessesareimprovingovertime.

ISO-9000requiresacompanytodevelopbusinessand

management-levelprocessestoensureimprovementsaremade

continuously.Itdoesnotdefineaspecificanalysisandimprovementmethodology;however,itdoesrequireone.

Theconstraintwithinamanufacturingprocessdefinesthethroughputoftheentireprocess.

UnderstandingTheoryofConstraints

WhenlookingattheTheoryofConstraints(TOC)strictlyfroma

manufacturingperspective,itisanotheroperationalmethodologywith

aframeworkofproceduresandtoolsusedtohelpoperationsclarifythe

goalsofaprocess,definethelimitingfactorsofthatprocess(calledthe

constraint)andthentaketwodistinctandconcurrentdirections:Maximizethethroughputoftheconstraintthroughvariousactions;andmake

processimprovementsthatincreasethethroughputoftheconstraint.

TheprimarydriveroftheTOCisthatwithinanyprocess(orsystem),thereisalwayssomethingthatisaconstraintoralimitingfactor.The

constraintwithinamanufacturingprocessdefinesthethroughputoftheentireprocess.

ThekeyunderstandingoftheTOCisthatregardlessofthe

activitiesthatoccurelsewhereintheprocessforimprovement,

improvingthethroughputoftheconstrainingoperationistheonlywaytoimprovethethroughputofaline.Furthermore,iftimeislostatthe

constrainingoperationfromdowntimeorimproperscheduling,that

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timeisnotrecoverable.Asaresult,effortshouldbemadetoschedulematerialtothefloorandanyprecedingoperationstotheconstrainttoensurethattheconstrainingoperationisscheduledandloadedtoitsmostefficientcapability.

Theflowratethroughtheconstraintshouldbethedriverofall

otheractivity(referredtoasthedrumbeattowhichproductionfollows).Anyprecedingoperationsshouldbescheduledtoensureenoughofabufferinfrontoftheconstraintsoitcancontinueifotheroperationsareshutdown(e.g.,duetoschedulingdemands).

Additionally,onlyenoughmaterialthatcanbeprocessedthroughtheconstraintinascheduledperiodshouldbepulledontothefloor.Thisprocessislikearopepullingthematerialasneeded.Allofthishasgivenrisetothetermdrum-buffer-ropetodescribeTOCschedulingconcepts.

Ifthereisaneedtoimprovetheproductionlinethroughputand/ortherevenuegeneratedfromaproductionline,actionmustbetakentoimprovetheconstraint.

Nowthatwehaveabasicunderstandingofthesemethodologies,

whichisbetter?Theansweris“noneofthem.”Itdependsonwhatthe

companyistryingtoachieve.Additionally,theywilllikelyneedtouseeachmethodologyatdifferenttimeswithinacompany’simprovementcycles.

Usingthemethodologies

Usingthefollowingmanufacturingscenario,Iwillshowhoweach

method—andcombinationsofmethods—canbeusedtoaddress

throughputandcostissues.Thedetailsoftheactualproductorthe

particularsoftheproductionlinearenotrequired.Forthesakeof

attemptingtobebrief,manyoftheconceptspresentedhavebeen

highlysimplified,andtheoperationsdiscussedarenotrepresentativeofanyindustry.

Here’sthescenario:Adiscretemanufacturingcompanyhas

aproductionlinewithatakttimeof60secondstomeetdeliveryrequirements(i.e.,oneproductionunitisrequiredoffthelineevery

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60secondstomeetscheduledcustomerdemands).Theactual

throughputforthelinevariesfromaproductevery55to70seconds,

withthelineaveraging68seconds(thelattertwovaluesbeingwell

abovetherequiredtakttime).Theproductionlinehasafirst-passyield(FPY)of75percent(i.e.,25percentofproductsrequireextraworktobeusable).Italsohasascraprateof10percent(10percentofproductioncannotbeusedandiswrittenoff),meaningthat90outof100units

processedbymanufacturingwillbesold(the10percentscrapispartofthe25percentthatrequiresextrawork).Thiscouldmakeitharderforthecompanytoachieveamarketpricepoint.

ApplyingISO-9000.Thefirstissuetobelookedatisthe

effectivenessofthecompany’sCIprogram.Inthiscase,assumethat

thecompanyhasanadhocCIprogrambasedonreviewingcustomercomplaintsandfixingtheproblemsthecustomerscomplainabout.

Historically(accordingtooperationsmanagementtrainingprograms)onlyabout1in8customerswillcomplainaboutaproblem.Mostwill

justtaketheirbusinesstoanothermanufacturer(thatisalotoflost

customersbeforeaproblemisrecognizedorevencorrected),which

makesforanineffectivestrategyforCImanagement.Anotherconcernabouttheadhocstrategyisthatmanyoftheissuesthatcausethelinetomissitstakttimegounresolvedbecausethecustomeronlyseestheproductsthatgooutthedoor,andmostproblemscausingvariationinmeetingtakttimeareonlyvisibleinternally.

TohelpstartthemanufacturingfloorontherightpathtoproperlymanagingitsCIprogram,thecompanyshouldimplementISO-9000.Thiswouldrequiredefiningtheprocesses(includingameansof

measuringtheprocesses)andensuringthattheseprocessesarebeingfollowed.Eachoftheothermethodologiesalsorequiresmeasuring

themanufacturingprocessesinonemanneroranother,butISO-9000isusedtodefineaprogramofCImanagement.Althoughthereisa

requirementtomeasureandimprovethemanufacturingprocesses,ISO-9000doesnotexplainhowtheprocessesaretobeanalyzed,onlythattheyare.Inaddition,processauditingensuresthatprocessesaredefinedandfollowed(thisisprocessstandardization).

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Throughanalysis,operationswillmapouttheprocessofmaking

aproduct,specificallydefineeachstepandtrainproductionoperatorstofollowthedefinedprocess.Thiswillreducetheamountofcommoncausevariationwithintheprocess,makingiteasiertodeterminethe

reasonforspecialcausevariation.Theproductionlineimprovesprocesscapabilitybydeterminingandcorrectingspecialcausevariation.

Standardizationmayormaynotimprovetheprocesscapability.

Ifstandardizingmaynotactuallyimprovetheprocess,thenwhy

standardize?Oneofthehardesttypesofproblemstofixwithina

processisthosethathappenintermittently.Whenaprocesshas

manyfactorscausingvariation,thereisconsiderablefluctuationintheperformancemeasurementresults.Certainvariancesthatcouldbenefitordeteriorateaprocessmayoccurinoneproductionrunandnot

occurforthenextcoupleofproductionruns.Thismakesitveryhardtoanalyzetheanalysisresults.Afterprocesseshavebeenstandardized,

therearefewervariancestotrack,fewerinteractionsbetweenvariancesand—mostimportantly—moreconsistentresults.Thismakesitmucheasiertodetermineandcontrolthe

rootcauseofeachvariance

.

ThecompanyhasimplementedISO-9000,standardizedmostof

themanufacturing-levelprocessesandisnowcertified.Actionsare

beingtakentodefine,monitorandcorrectprocessdeviationsand

reduceprocessvariation.Thecompanyiswellonitswaytoproperly

managingitsCIprogram(thisishighlysimplified).Whatdoesthe

companydonext?Asaresultoftheprocessstandardizationthatwas

implementedwithISO-9000,thecompanyhasprobablyseensome

improvementinprocesscapability.Althoughitisnotacertainty,itis

notuncommontoseeimprovementsinsomeprocesskeyperformanceindicators(KPIs).Lookingbackatthescenarioabove,thecompanyhadanFPYof75percent.Achievinga10percentimprovementwouldbringtheFPYupto82.5percent.

However,fromtheperspectiveofmanufacturingeffectiveness(efficiencyinparticular),althoughFPYisimportant,itisnottheonlyconcern.Improvingmanufacturingefficiencyalsomeansimprovingthecostofmanufacturing,whichisfrequentlymeasuredby“costperunitofproduction.”Leancanbeimplementedtoaddressthisissue.

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Tounderstandtheaspectofthe“costofmanufacturing,”hereisasimplifiedexampleofthecostofthescenarioabove.Assumethattherearefiveproductionoperationsinmanufacturingtheproduc