Challenge

The main challenge for the project partnership was developing the smart factory production line and began with a need to liaise with machine tool builders (ETech, Danobat and SMART machinery), to design the machines to fit LISI’s requirements. 

There was also a need for a proof-of-concept for the prediction of component quality systems that could demonstrate a correlation between part quality and signal data. 

Creating a data-driven culture in the manufacturing site was one of the most significant challenges. Traditionally, LISI relied heavily on manual processes and decision-making based on experience and intuition. Shifting to a data-centric approach required a fundamental change across all levels of the organisation.

The installation and adoption of the machines, once delivered, was the final hurdle. A new team of engineers needed to be upskilled to be able to use the smart factory machines, get the best results from the machines and work with the AMRC team to capture process data. 

LISI wanted to create a smart factory production line because its Rugby site needed to prepare for a global ramp up in production and there was a need to preserve productivity in a highly demanding and competitive marketplace. It also created a need to implement step changes in the technology used to manufacture the fasteners and invest in the skills needed in all roles on the shopfloor. 

As the technology didn’t exist anywhere in the world, LISI selected suppliers with the most viable base product. To enhance, upgrade and develop new machines, LISI sourced three of five machines from within the UK, but the remaining two presented logistical challenges which had to be overcome using remote support due to them being based abroad. 

Background

The University of Sheffield Advanced Manufacturing Research Centre (AMRC) worked with global leader in high-technology aerospace components LISI Aerospace (BAIUK), which is part of French-owned LISI Group, at its facility in Rugby to deliver a smart factory production line to secure increased productivity in the aerospace fastener industry. 

The project aimed to develop an Industry 4.0 test production pilot line for the fasteners and structural components manufacturing specialist consisting of five smart factory machines; each conducting a different process. 

Other project partners, who are all suppliers of specialist machinery used in fastener manufacturing, included Earlsdon Technology (ETech) based in Coventry, SMART machinery in Italy and Danobat based in Spain. 

The innovation delivered on this project has pushed beyond the current global state-of-the-art in fastener production processes and key innovations include the prediction of component quality from sensor data and data analytics. It has also provided a basis of sustainable competitiveness and positions BAIUK for success in the AIRBUS 2026 contract.

Innovation

The support provided by the AMRC was first to capture the data from the machines, and then to also analyse the data captured. This analysis identified key indicators within the five processes conducted by the smart factory machines that could be used to detect anomalies in the quality of the parts produced, as well as predict the remaining useful life of consumable tooling.

The AMRC also developed a data model for each of the machines that reaches technology readiness level (TRL) six, which creates a technology model or prototype demonstration in a relevant environment. The research and development from this project enabled the project team to produce a prototype solution, which is ready for roll-out into production. 

The project enabled LISI the opportunity to introduce an agile way of project managing – something they were unfamiliar with, and also facilitated a shift from traditional engineering to the creation of a process development team with exciting new roles. 

The job roles for the smart factory were completely redefined, including a new and attractive approach to training and development. This development package and timeline, designed with industry recognised qualifications, such a six sigma, green belt and project management training. Data literacy training was also included to allow the team the ability to interpret data. 

For LISI, it also enabled an expansion in its apprenticeship programme to include roles such as software developers and data analysts to support the project, which included bespoke training packages for production operators and supervisors that are responsible to turn the smart factory production line. Training packages included recognised qualifications to provide employees with exciting career opportunities. 

In-house development of LISI’s machine monitoring system enabled it to upskill engineers with software development skills and allowed further development of applications such as the smart app developed to introduce gamification on the shopfloor, and enabling the company to incentivise the workforce through engagement.

Result 

Both teams at LISI and the AMRC have learned significant lessons, particularly around the commissioning and acquisition of Industry 4.0 tooling machines. 

For LISI, its direct results from the project include:

• Overall performance of the new machines on the smart factory production line have demonstrated an improvement in performance of more than 100 per cent, which has enabled the Rugby site to hit record turnover figures. 
• Additional contracts have been won worth over £2m, based on higher productivity rates due to the implemented changes from the project.  
• A further £6.5m has also been provisionally secured to implement a further two production lines on site by 2027.
• The creation of the process development department, consisting of a team of ten.
• 12 new job opportunities have been created for the new production line. 
• The team has built-up its experience of managing projects using the agile project management approach used during this project. 
• Four members of the smart factory team have been further promoted internally into engineering and maintenance roles.
• The project has allowed the site to raise the profile in the local area which is helping to combat the national shortage in the area. 
• It has enhanced the knowledge of the site on the various types of sensors and machine learning which is being adopted.

Other results included:

• Significant improvement in output to be gained by moving toward Industry 4.0.
• Willingness and eagerness of staff to adopt these new technologies, and the jobs created as part of the change.
• Provided opportunities for continued improvement of the new production line, through standardisation of processes, improved rejection windows and tooling cost savings through ongoing use of the models. 

Impact 

The project is an excellent example of aerospace manufacturing actively adopting industry 4.0 technologies and reaping the benefits of such an adoption. LISI is likely the only fastener manufacturer to make this adoption, and being first to do so will undoubtedly give it an edge over its competitors in the future. 

Taking the work as a ‘further proof-of-concept’ for Industry 4.0, it should provide further impetus for the manufacturing industry as a whole to begin its own journey. LISI and AMRC can also provide invaluable insight and lessons learned to others looking to start their own adoption of 4.0.

The project has now become a showpiece case study within LISI Group and has been used as a template for future projects. The project has not only directly impacted the business but also the wider economy with three of the machines being manufactured in the UK. 

It has helped to secure jobs and created career paths where there weren’t career paths before, by helping LISI to develop new skills and a pipeline of new talent by extending its apprenticeship programme. LISI is now attracting a greater number of high-calibre candidates for vacancies on the shop floor and in its support functions.

The project has the potential to be rolled out to the group globally and using the smart factory technology has allowed LISI to increase its capacity and double production. Further plans will also double production capacity with the implementation of two further smart production lines.

Due to the contribution of the proof-of-concept line, production output was at the highest recorded level for the Rugby facility, whilst also helping reduce its carbon footprint through the use of smarter technology.

The impact of the work has gone beyond the scope of LISI and its suppliers and is supporting local schools and colleges through apprenticeships and career events and development opportunities. 

It has enabled the company to also build a stronger local presence on the back of the innovations, engaging with young people during events such as National Manufacturing Day where it showcased the technologies from this project to inspire the next generation of engineers.