for employees the following themes can be identified.- Clean manufacturing processes that can minimise effects on environment. Process emission minimised systems. Process disposal minimised systems.- Factory (process) life-cycle pre-assessed systems.Minimum consumption of energy. Energy efficient processes that can meet manufacturing requirements with minimum consumption of energy. Integrated cycled process for less energy consumption.- Modules of energy conservation type. Production management technology of energy conservation type.- Technology innovation in manufacturing processes. Methods that can quickly produce different products through "Rapid Prototyping Methods". Manufacturing processes that can flexibly respond to changes in labour conditions, changes of products or materials.- Improvement in the flexibility and autonomy of processing modules that compose manufacturing systems. Open distributed systems and their modules that can match both unmanned, man-machine mixed and labour intensive systems, and can metamorphologically architect system components in correspondence with changes of products.- Improvement in interaction or harmony among various components and functions of manufacturing. Open infrastructure for manufacturing. Inter-connected information systems such as "remote ID" among respective modules.3. Strategy/planning/design toolsManufacturing takes place in a global economy. How and where raw materials are transformed is a strategic decision. The decision is complicated in terms of what to make and where to make or buy it, in what is becoming a single global economy.Many of today's manufacturing organisations are designed using vertical and hierarchical structures. The move towards hierarchical structures is and will continue to require major changes in organisations, systems and work practices. We need methodologies and tools to help us to define appropriate manufacturing strategies and to design appropriate organisations and business/work processes.Methods and tools to support business process re-engineering. Modelling tools to support the analyses and development of manufacturing strategies.Design support tools to support planning in an extended enterprise or virtual enterprise environment.4. Human/organisation/social issues- Promotion and development projects for improved image of manufacturing. Manufacturing engineers tend to be at the bottom of the pay scale relevant to other engineers, and the profession as a whole has a lower stature. Therefore ITC considers as projects globally recognised, strong professional societies and educational institutions for the promotion of manufacturing as a discipline. These proposals include the creation of international organisations to promote manufacturing.- Improved capability of manufacturing workforce/education, training. Engineering education has often tended to emphasise theory over process. In addition, basic education has not always met the needs of industry, producing graduates with often-inadequate skills. This has led to industries that are poor at turning innovation into successful products. This necessitates a change in priorities and closer ties between industry and educational institutions. As well, changes in system organisation means that training within companies is a continuous process which seeks to update the skills and increase the potential of employees — the crucial elements in any system.- Autonomous offshore plants (integration of supplementary business functions in subsidiaries). Offshore plants were originally meant to increase market share and decrease production costs: development of the transplant labour forces were a secondary consideration. However, giving more autonomy to these plants enables them to react more flexibly to changing conditions in the areas where they are based, and is consistent with organisational ideas of decentralisation, empowerment and hierarchy flattening. It also serves to contribute to domestic development in the countries where the plants are located and further the IMS goal of spreading widely basic manufacturing knowledge.- Corporate technical memory — keeping, developing, accessing. Often in a manufacturing enterprise knowledge and sources of information are isolated or locked. "Organisational learning" is a strategy for translating such knowledge into a framework or a model that leads to better decision-making and could be an important theme within IMS.- Appropriate performance measures for new paradigms. New paradigms of manufacturing must offer superiority in performance from the points of view of costs, quality, delivery and flexibility. The first three are familiar performance criteria used for mass production, while flexibility is a key attribute of new paradigm manufacturing. To increase the acceptance of new paradigms performance evaluation methods should be developed.5. Virtual/extended enterprise issuesThe extended enterprise is an expression of the market-driven requirement to embrace external resources in the enterprise without owning them. Core business focus is the route to excellence but product/service delivery requires the amalgam of multiple world-class capabilities. Changing markets require a fluctuating mix of resources. The extended enterprises which can be likened to the ultimate customisable, reconfigurable, manufacturing resource is the goal. The operation of the extended enterprise requires take up of communications and database technologies that are near to the current state of the art. However, the main challenge is organisational rather than technological.Research and development opportunities in this area are:- methodologies to determine and support information processes and logistics across the value chain in the extended enterprise,- architecture (business, functional and technical) to support engineering cooperation across the value chain, e.g., concurrent engineering across the extended enterprise,- methods and approaches to assign cost/liability/risk and reward to elements of the extended enterprise,- team working across individual units within the extended enterprise.Technical
Acordosob a forma de troca de cartas que estabelece o entendimento comum para a renovação e alteração do acordo de cooperação internacional relativo a actividades de investigação e desenvolvimento no domínio dos sistemas inteligentes de fabrico (IMS) entre a Comunidade Europeia e a Austrália, o Canadá, os países membros da EFTA Noruega e Suíça, a Coreia, o Japão e os Estados Unidos da AméricaA. Carta da Comunidade EuropeiaExcelência,Reporto-me ao Acordo relativo a actividades de investigação e desenvolvimento no domínio dos sistemas inteligentes de fabrico (IMS) concluído em 1997 e 2001, respectivamente, entre a Comunidade Europeia e a Austrália, o Canadá, os Estados membros da EFTA Noruega e Suíça, a Coreia, o Japão e os Estados Unidos da América.O objectivo da presente carta é estabelecer o entendimento comum obtido sobre a renovação e alteração do referido acordo de cooperação, tal como exposto nas especificações técnicas apensas à presente carta.As regiões participantes trabalharão em cooperação no sentido de impulsionar a competitividade industrial, resolver problemas que se colocam a nível mundial no domínio do fabrico e desenvolver tecnologias e sistemas de fabrico avançados. Essa cooperação garantirá um equilíbrio entre benefícios e contributos, será importante em termos industriais e basear-se-á no princípio da compreensão e interesse mútuos.O financiamento das actividades de cooperação ficará sujeito à disponibilidade financeira e à legislação e regras aplicáveis das regiões participantes. Cada região participante financiará a sua própria participação e contribuirá de maneira equitativa, em dinheiro ou em espécie, para os custos do secretariado inter-regional IMS. O secretariado funcionará e procederá de acordo com os princípios enunciados nas especificações técnicas. A Comunidade Europeia está pronta a acolher o secretariado inter-regional no período a decidir conjuntamente pelas regiões participantes.O presente acordo de cooperação terá uma vigência de 10 anos. Cada região participante pode retirar-se a qualquer momento mediante a apresentação de um pré-aviso de 12 meses. Os participantes procederão à revisão do programa cinco anos após o seu lançamento.A Comunidade Europeia e a Noruega reservam-se o direito de agir como uma única região europeia.A presente carta, juntamente com a sua aceitação pelas regiões participantes, subscreve as especificações técnicas e estabelece o entendimento comum sobre os princípios da cooperação no domínio dos IMS. Agradecia que Vossa Excelência me confirmasse este entendimento, logo que possível.Pela Comunidade EuropeiaANNEXTERMS OF REFERENCE FOR A SCHEME FOR INTERNATIONAL COOPERATION IN ADVANCED MANUFACTURING FOR INTELLIGENT MANUFACTURING SYSTEMSTABLE OF CONTENTS1. PREAMBLE2. PURPOSE3. RATIONALE4. OPERATING PRINCIPLES5. STRUCTURE AND FUNDING6. MANAGEMENT STRUCTURE7. TRANSITION Advertência jurídica importante|22008A0227(02)Acordo sob a forma de troca de cartas que estabelece o entendimento comum para a renovação e alteração do acordo de cooperação internacional relativo a actividades de investigação e desenvolvimento no domínio dos sistemas inteligentes de fabrico (IMS) entre a Comunidade Europeia e a Austrália, o Canadá, os países membros da EFTA Noruega e Suíça, a Coreia, o Japão e os Estados Unidos da América Jornal Oficial nº L 053 de 27/02/2008 p. 0021 - 0048 themes in Appendix 3 as may be amended from time to time by the IMS International Steering Committee- Scientific and technical merit- Adoption, commercialisation and exploitation potential- The IMS International Steering Committee shall assess compliance with the IPR provisions in Technical Appendix 1- Value-added.2. Consortium SELECTION Criteria- Inter-Regional DISTRIBUTION OF PARTNERS. Consortium partners must be from at least three participants. Partners from applicant Regions may participate in consortia on a case-by-case basis.- Balanced Contributions and Benefits. The consortium partners will show how the contributions to, and the benefits from, participation are equitable and balanced. To this end, partners' contributions to the project should be identified by scale and scope.- Inter-regional leadership. The inter-regional consortium must appoint an international coordinating partner for the consortium to carry out the duties described in Section B above.- Dissemination of results. The consortium must commit to and submit a plan to disseminate project results, including the lessons learned in forming and managing IMS consortium, and non-proprietary technical results permitted by the IPR provisions.3. Project endorsementThe project endorsement process consists of three stages. The IMS International Steering Committee and Inter-Regional Secretariat will endeavour to move the entire endorsement process expeditiously.- Project abstract evaluation. The consortium must submit an abstract of the planned research. This abstract shall be submitted to the Regional Secretariats for initial regional reviews. Each delegation will make a recommendation to the International IMS Steering Committee. Proposers of unapproved projects will be given feedback as to why they did not receive support.- Full proposal evaluation. The consortium must submit a final proposal using a standardised format for detailed evaluation by all regions. The final proposal shall include the formal commitment of each partner to the principles, the structure and the IPR provisions of the IMS scheme, and will include a signed consortium cooperation agreement.- Final endorsement. Final endorsement will be made by the IMS International Steering Committee based on the regional recommendations and the submitted proposals.F. Project reviewThe IMS International Steering Committee, through the Inter-Regional Secretariat, will monitor and review progress regularly. To facilitate this, each consortium will submit an annual summary report, in a standardised format, to the IMS International Steering Committee.Any region may review progress of partner(s) from its region at any time as it sees fit.Technical Appendix 8Role of IMS vis-à-vis small and medium-sized enterprises (SMEs), universities and government research institutesAll regions should consider activities such as:A. Clear and well documented advice on IPR issues.B. A "road map" of existing constraints in law or custom in the participants' territories, and their practical implications.C. Help desks for answering simple queries.D. An electronic partner search facility specifically oriented to SMEs.E. An electronic register of "expressions of interest" by SMEs, which are looking for opportunities to join existing or emerging project clusters.F. An ongoing "case-book" of IMS experiences with donations from project teams.G. Dissemination events specifically geared to various SME sectors.The list is not exhaustive, and research should continue alongside the evolving scheme, to monitor the participation of SMEs, and to identify further needs.The items listed above also are useful for encouraging the participating of universities and government research institutes. Harnessing the educational role of universities in dissemination of results of research through to the next generation of practitioners is necessary.B. Carta da AustráliaExcelência,Tenho a honra de me referir à carta de Vossa Excelência de ..., do seguinte teor:"Reporto-me ao Acordo relativo a actividades de investigação e desenvolvimento no domínio dos sistemas inteligentes de fabrico (IMS) concluído em 1997 e 2001, respectivamente, entre a Comunidade Europeia e a Austrália, o Canadá, os Estados membros da EFTA Noruega e Suíça, a Coreia, o Japão e os Estados Unidos da América.O objectivo da presente carta é estabelecer o entendimento comum obtido sobre a renovação e alteração do referido Acordo de cooperação, tal como exposto nas especificações técnicas apensas à presente carta.As regiões participantes trabalharão em cooperação no sentido de impulsionar a competitividade industrial, resolver problemas que se colocam a nível mundial no domínio do fabrico e IMS International Steering CommitteeThe IMS International Steering Committee will oversee the IMS scheme. Members must be eminent representatives of the participants' industrial, academic, or governmental/public administration sectors who are knowledgeable in manufacturing issues. Members must be willing and able to devote the necessary time and effort involved in guiding the IMS scheme.6.1.2. Composition. Two members and one observer from each participant will normally comprise a participant's delegation.Selection of delegation members is at the discretion of each participant, in accordance with the appropriate laws and provisions of their respective participant governments/public administrations. Designation of alternate delegation members is recommended, but not mandatory.Each delegation will have a head of delegation who will serve as the chief spokesperson for the delegation. Selection of the head of delegation is at the discretion of each participant, in accordance with the appropriate laws and provisions of their respective participant governments/public administrations.Each participant's delegation to the meetings of the IMS International Steering Committee may be accompanied by two representatives from its designated Regional Secretariat. Additional attendance is at the discretion of the chair of the IMS International Steering Committee.6.1.3. Consensus. The IMS International Steering Committee will reach decisions by consensus of its members.6.1.4. Chair. The chair of the IMS International Steering Committee will rotate among the participants and will be decided by the IMS International Steering Committee. The term of each chair will last for 30 months. During the term when a participant chairs, that participant also is responsible for organising the Inter-Regional Secretariat. The participant which is to take the following term will serve as vice chair.6.1.5. Responsibilities. The IMS International Steering Committee will determine policies and strategies for undertaking, and for the evolution of, the IMS scheme, including the matter of new participants. It will also:- provide overall guidance, set strategic priorities, review, amend, and update Technical Appendices 3, 4, 5, 7, and 8 and additional Technical Appendices within the scope of these terms of reference, and oversee the implementation of IMS,- oversee the Inter-Regional Secretariat and approve its budget,- provide international promotion for IMS and for manufacturing as a generic discipline,- endorse projects as provided in Section 10,- set performance metrics of the scheme and provide a regular report in respect of same,- ensure activities undertaken under this scheme are done in a manner consistent with the purpose, principles and structure agreed upon by the participants,- foster communication among the International IMS Steering Committee, the Inter-Regional Secretariats, and the project consortium members,- sponsor and approve new IMS documents, and- form interim task forces or committees (e.g., for technical or legal issues), if necessary, to accomplish its work.6.2. Inter-Regional SecretariatThe participant that chairs the International Steering Committee will be responsible for organising and managing the Inter-Regional Secretariat. The Inter-Regional Secretariat's primary role is to execute the policies and actions as decided by the IMS International Steering Committee. The responsibilities of the IMS Inter-Regional Secretariat are listed in Technical Appendix 4.6.3. Regional SecretariatsThe governments/public administrations and public organisations of the participants will organise and manage their respective Regional Secretariats in a manner they see fit. The responsibilities of the IMS Regional Secretariat are listed in Technical Appendix 5.7. TRANSITION TO AND COMMENCEMENT OF THE IMS SCHEME7.1. TransitionIt is the intention of the participants that IMS projects endorsed under the original scheme should be considered to be continued to be endorsed by the current ISC and its successor upon commencement of the new IMS scheme. Other IMS activities, including processing of applications to become a participant, shall continue without interruption.7.2. CommencementThe IMS scheme will commence upon:- the ratification of the Terms of Reference for the IMS Scheme by at least three (3) participants. participants under the pre-existing IMS Scheme become new participants under this scheme when they ratify these Terms of Reference;- the appointment of the members to the IMS International Steering Committee; and,- the designation of the Regional Secretariats.8. DURATION OF THE IMS SCHEMEparticipants will review the scheme every five years to determine whether it should be continued, modified or terminated. A participant may withdraw at any time subject to 12 months' notice to other participants.9. ADMISSION OF NEW PARTICIPANTSThe IMS International Steering Committee can admit new participants. The procedures for admission of new participants are set forth in Technical Appendix 6.10. FORMATION AND EVALUATION OF PROJECT CONSORTIA AND OTHER COLLABORATIVE INSTRUMENTSThe IMS International Steering Committee shall have the authority to set the procedures for: (i) project consortia and formation, evaluation and review; these procedures