Open Source in Distributed Manufacturing

Open Source in Distributed Manufacturing Peter Troxler conference2012.ar=lect.fr 19 Oct 2012

Peter Troxler •  Research Professor – 3rd Industrial Revolu=on Hogeschool RoFerdam •  Industrial Engineer –  PhD 1999 –  Factory Automa=on –  Knowledge Management / Research •  Community –  Fringe theater company and arts fes=vals (1990s; 2000s) –  Knowledge management researchers (2000s) •  Fab Lab –  2008/09 Fab Lab Amsterdam –  2010 Fab6 –  Fab Lab Luzern (Switzerland), RoFerdam (NL) –  Interna=onal Fab Lab Associa=on –  FabLab Zürich

Industrial Revolu=on •  Neil Gershenfeld, 2005: Fab. The Coming Revolu=on on Your Desktop •  Jeremy Riain, 2011: The Third Industrial Revolu=on. How Lateral Power is Transforming Energy, the Economy, and the World. •  Chris Anderson, 2012: Makers: The New Industrial Revolu=on

Neil Gershenfeld [P]ossession of the means for industrial production has long been thedividing line between workers and owners. But if those means are easilyacquired, and designs freely shared, then hardware is likely to follow theevolution of software. Like its software counterpart, opensourcehardware is starting with simple fabrication functions, while nipping atthe heels of complacent companies that don’t believe that personalfabrication “toys” can do the work of their “real” machines. Thatboundary will recede until today’s marketplace evolves into a continuumfrom creators to consumers, servicing markets ranging from one to onebillion. (FAB. The Coming Revolution on Your Desktop, 2005, p.21)

A con=nuum from creators to consumers, servicing markets ranging from one to one billion (Gershenfeld 2005)

Neil Gershenfeld hFp://www.ted.com/talks/neil_gershenfeld_on_fab_labs.html

Neil Gershenfeld [T]he killer app for personal fabrication in the developed world istechnology for a market of one, personal expression in technology (…).And the killer app for the rest of the planet is [to overcome] theinstrumentation and the fabrication divide, people locally developingsolutions to local problems. (TED talk, 2006)

There are at least two issues to be considered

«Hardware is Hard» It would be naïve to believe that open source software practices could besimply copied and applied to the manufacturing domain without anyalteration or adaptation, ignoring the constraints and opportunities thatthe materiality of hardware entails. (Troxler, 2011, p. 89)

Eric Steven Raymond The Cathedral and the Bazaar (2000) Linux is subversive.Linus Torvalds’s style of development—release early and often, delegateeverything you can, be open to the point of promiscuity—came as a surprise.cathedral … carefully crafted by individual wizards or small bands of magesworking in splendid isolationa great babbling bazaar of differing agendas and approaches (…) out ofwhich a coherent and stable system could seemingly emerge only by asuccession of miracles

Open Source Hardware Hardware is a Broad Term Inherent Openness Moularity Material Costs

Jeremy Riain 1st revolu=on 2nd revolu=on 3rd revolu=on Automa=c Electrical com-‐ Internet prin=ng press munica=on Renewables Steam-‐powered Smart buildings Oil-‐powered technology Smart grid combus=on engine E-‐mobility 19th century 20th century

Jeremy Riain •  Oil Price June 2008 – 147 US$ per barrel all other prices went up purchasing power collapsed •  25 years of 6-‐7 cycles growth/collaps, every =me the oil price hits 125…150 US$/barrel

Jeremy Riain hFp://ec.europa.eu/avservices/video/player.cfm?sitelang=en&ref=85716

Jeremy Riain [T]he conventional top-down organization of society that characterizedmuch of the economic, social, and political life of the fossil-fuel basedindustrial revolutions is giving way to distributed and collaborativerelationships in the emerging green industrial era. We are in the midst ofa profound shift in the very way society is structured, away fromhierarchical power and toward lateral power. (Rifkin 2011, p. 36f.)

Makers in Fab Labs on the one hand are busy with their ownmanufacturing projects and make use of their lateral relations as neededbut do not normally bother about the organization of those relationshipsbeyond those just-in- time needs. Occasionally they wish for better, moreeffective access to resources in the network. So far, however, they haveonly come up with very few sustainable and scalable ways to create newways of organizing distributed personal manufacturing—organizationand governance is not their core interest.

Institutions on the other hand are more concerned about organization,structures and governance, yet their solutions tend to be of conventional,hierarchical, top-down nature: centralized cathedral structures.Moreover, those solutions risk counteracting lateral approaches,suffocating emergent peer-to-peer initiatives—and they fail to getaccepted by the makers.

Neil Gershenfeld The message coming from the fab lab is that the other five billion peopleon the planet aren’t just technical sinks, they are sources. The realopportunity is to harness the inventive power of the world to locallydesign and produce solutions to local problems. I thought that’s aprojection twenty years hence into the future, but it’s where we aretoday. It breaks every organizational boundary we can think of. Thehardest thing at this point is the social engineering and theorganizational engineering, but it’s here today

Commons is needed •  Ostrom, Vincent, and Ostrom, Elinor (1977). Public Goods and Public Choices •  Ostrom, Elinor. 1990. Governing the Commons, Cambridge: Cambridge University Press. •  David C. Stark (2001). Ambiguous Assets for Uncertain Environments: Heterarchy in Postsocialist Firms. •  Hess & Ostrom (eds). 2007 Understanding Knowledge as a Commons. From Theory to Prac=ce. •  Sieaes, Chris=an. 2008. “From Exchange to Contribu=ons. Generalizing Peer Produc=on Into the Physical World.” Berlin: Sieae. •  Dobusch & Quack (2010). Managing Boundaries between Organiza=ons and Communi=es: Comparing Crea=ve Commons and Wikimedia. •  Egyedi and Mehos (2012) Inverse Infrastructures. Disrup=ng Networks from Below. Cheltenham: Edgar Elgar •  Thomson & Taipo (2012). Design for Growth and Prosperity. Report and Recommenda=ons of the European Design Leadership Board. Brussels: DG Enterprise and Industry of the European Commission.

understanding how best to restore the Great a baker (the artisan) applies decisions andLakes (Sproule-Jones 1999); monitoring ﬁshery methods in the mixing, kneading, rising, andmanagement (Rudd 2004); analysing environ- baking (artisanship) in order to produce a loaf ofmental governance (Myint 2005); modelling bread (the artifact). The complexity of theoperational decision making in public organisa- IAD coordination, actions, and decisions increases Bio-Physical ACTION Characteristics ARENA Action Situations Patterns of Attributes of the Interactions Community Actors Evaluative Rules-in-Use Criteria OutcomesFigure 1. Institutional analysis and development (IAD) framework

Co-‐located, Synchronous

Distributed, Synchronous •  FabAcademy •  various co-‐opera=on projects –  e.g. Distributed Business Design Collabora=on, FabLab Lucerne

Distributed, Asynchronous •  Fab Lab Networks –  USFLN –  FabLab.NL (BE, NL, LUX) –  Swiss Fab Founda=on –  [fablab-‐fr] •  Professional Organisa=ons –  ShopBot (hFp://www.talkshopbot.com) –  Ul=maker (hFp://forum.ul=maker.com) –  Interna=onal Fab Lab Associa=on –  LinkedIn (hFp://www.linkedin.com/groups/FabLab-‐ Interest-‐Group-‐89815?trk=myg_ugrp_ovr) •  Local Organisa=ons

Resources •  hFp://wiki.fablab.is •  hFp://vimeo.com/fabacademy2012 •  hFp://neweez.com/broadcast/ 20612_Le_numero_zero

understanding how best to restore the Great a baker (the artisan) applies decisions andLakes (Sproule-Jones 1999); monitoring ﬁshery methods in the mixing, kneading, rising, andmanagement (Rudd 2004); analysing environ- baking (artisanship) in order to produce a loaf ofmental governance (Myint 2005); modelling bread (the artifact). The complexity of theoperational decision making in public organisa- IAD coordination, actions, and decisions increases Bio-Physical ACTION Characteristics ARENA Action Situations Patterns of Attributes of the Interactions Community Actors Evaluative Rules-in-Use Criteria OutcomesFigure 1. Institutional analysis and development (IAD) framework

Roadmap •  How to build eﬀec=ve forms of collec=ve ac=on and self-‐organisa=on for Fab Labs? •  How to break free from tradi=onal systems and crea=vely design new systems that tap into the capabili=es of Fab Labs? •  How to protect the interests and crea=ve freedom of makers while also ensuring wide access to new knowledge, processes and products? •  How to appropriately and eﬀec=vely create and capture value? •  How to achieve equity and fairness?

Why This is Important

•  The hardest thing at this point is the social engineering and the organiza=onal engineering, but it’s here today. •  3rd Industrial Revolu=on … away from hierarchical power and toward lateral power. •  A con=nuum from creators to consumers, servicing markets ranging from one to one billion.

FabLab is also Prototyping Lateral Manufacturing (Commons-‐Based Peer Produc=on) in Distributed Direct Digital Manufacturing

http://fablab.nl	303
http://www.fablab.nl	240
http://www.scoop.it	161
http://conference2012.artilect.fr	38
http://fab-lab.net	8
http://fab-lab.nl	7
http://translate.googleusercontent.com	2
http://www.fab-lab.net	2

Open Source in Distributed Manufacturing

by Peter Troxler on Oct 19, 2012

Accessibilité

Détails de l'import

Droits d'utilisation

8 Ajouts 761

Statistiques

Open Source in Distributed Manufacturing Presentation Transcript