7.11 Lessons Learned
145
effects (“externalities”), can coordinate the behavior of neighboring components
within the system such that it produces favorable and efficient outcomes overall.
In conclusion, a centralized authority may not be able to manage a complex
dynamical system well because even supercomputers may not have enough
processing power to identify the most appropriate course of action in real time.
Compared to this, selfish local optimization will fail due to a breakdown of coordination when interactions in the system become too strong. However, an other-regarding
local self-organization approach can overcome both of these problems by considering externalities (such as spillover effects). This results in a system, which is both
efficient and resilient to unforeseen circumstances.
Interestingly, there has recently been a trend in many cities towards replacing
signal-controlled intersections with roundabouts. There is also a trend towards
forgoing complex traffic signs and regulation in favor of more simple designs
(“shared spaces”), which encourage people to voluntarily act in a considerate way
towards fellow road users and pedestrians. In short, the concept of self-organization
is spreading.
As we will see in later chapters of this book, many of the conclusions drawn
above are relevant to socio-economic systems too, because they are usually also
characterized by competitive interests or processes which can’t be simultaneously
served. In fact, coordination problems occur in many man-made systems.
7.12 Industry 4.0: Towards Smart, Self-Organizing
Production
About ten years ago, together with Thomas Seidel and others, we began to investigate how production plants could be designed to operate more efficiently.
15 We
studied a packaging production plant in which bottlenecks occurred from time to
time. When this happened, a jam of products waiting to be processed created a
backlog and a growing shortfall in the number of finished products (see Fig. 7.8).
We noticed that there are quite a few similarities with traffic systems.
16 For example,
the storage buffers on which partially finished products accumulate are similar to
the road sections on which vehicles accumulate. Moreover, the units which process
products are akin to road junctions, and the different manufacturing lines are similar
to roads. From this perspective, production schedules have a similar function to traffic
light schedules, and the time it takes to complete a production cycle is analogous
to travel and delay times. Thus, when the storage buffers are full, it is as if they
suffer from congestion, and breakdowns in the machinery are like accidents. But
modeling production is even more complicated than modeling traffic, as materials
are transformed into other materials during the production process.
15 Seidel et al. [19].
16 Helbing [20], Peters et al. [21], Helbing et al. [22], Helbing and Lämmer [23].
145
effects (“externalities”), can coordinate the behavior of neighboring components
within the system such that it produces favorable and efficient outcomes overall.
In conclusion, a centralized authority may not be able to manage a complex
dynamical system well because even supercomputers may not have enough
processing power to identify the most appropriate course of action in real time.
Compared to this, selfish local optimization will fail due to a breakdown of coordination when interactions in the system become too strong. However, an other-regarding
local self-organization approach can overcome both of these problems by considering externalities (such as spillover effects). This results in a system, which is both
efficient and resilient to unforeseen circumstances.
Interestingly, there has recently been a trend in many cities towards replacing
signal-controlled intersections with roundabouts. There is also a trend towards
forgoing complex traffic signs and regulation in favor of more simple designs
(“shared spaces”), which encourage people to voluntarily act in a considerate way
towards fellow road users and pedestrians. In short, the concept of self-organization
is spreading.
As we will see in later chapters of this book, many of the conclusions drawn
above are relevant to socio-economic systems too, because they are usually also
characterized by competitive interests or processes which can’t be simultaneously
served. In fact, coordination problems occur in many man-made systems.
7.12 Industry 4.0: Towards Smart, Self-Organizing
Production
About ten years ago, together with Thomas Seidel and others, we began to investigate how production plants could be designed to operate more efficiently.
15 We
studied a packaging production plant in which bottlenecks occurred from time to
time. When this happened, a jam of products waiting to be processed created a
backlog and a growing shortfall in the number of finished products (see Fig. 7.8).
We noticed that there are quite a few similarities with traffic systems.
16 For example,
the storage buffers on which partially finished products accumulate are similar to
the road sections on which vehicles accumulate. Moreover, the units which process
products are akin to road junctions, and the different manufacturing lines are similar
to roads. From this perspective, production schedules have a similar function to traffic
light schedules, and the time it takes to complete a production cycle is analogous
to travel and delay times. Thus, when the storage buffers are full, it is as if they
suffer from congestion, and breakdowns in the machinery are like accidents. But
modeling production is even more complicated than modeling traffic, as materials
are transformed into other materials during the production process.
15 Seidel et al. [19].
16 Helbing [20], Peters et al. [21], Helbing et al. [22], Helbing and Lämmer [23].