IEC TS 63283-2:2025

IEC TS 63283-2 ®
Edition 1.0 2025-12
TECHNICAL
SPECIFICATION
Industrial-process measurement, control and automation - Smart manufacturing -
Part 2: Use cases
ICS 25.040.40  ISBN 978-2-8327-0968-9

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CONTENTS
FOREWORD . 7
INTRODUCTION . 9
1 Scope . 11
2 Normative references . 11
3 Terms and definitions . 11
3.1 General . 11
3.2 General terms and definitions . 11
3.3 Business roles . 12
3.4 Human roles. 14
3.5 Technical roles acting as object only . 16
3.6 Technical roles acting as subject or object . 19
4 Abbreviated terms and acronyms . 23
5 Conventions . 23
5.1 General . 23
5.2 Description of use cases . 23
5.3 Selection guidance for elaborated use cases . 24
5.4 Reference frame for use cases. 25
5.5 Clustering of use cases . 26
5.6 Developing additional use cases . 26
6 Use cases . 27
6.1 Use case cluster “Order-controlled production” . 27
6.1.1 Manufacturing of individualized products . 27
6.1.2 Flexible scheduling and resource allocation . 30
6.1.3 Outsourcing of production . 33
6.1.4 Engineering of design for manufacturing and request/order
management . 36
6.1.5 Intra-facility logistics . 39
6.1.6 Decision support for product configuration . 41
6.2 Use case cluster “Adaptable factory” . 44
6.2.1 Modularization of production systems. 44
6.2.2 Reconfiguration of adaptable production systems . 47
6.2.3 Migration to adaptable production systems . 50
6.2.4 Standardization of production technologies . 52
6.2.5 Adaptable robot cells . 55
6.3 Use case cluster “Management of assets” . 59
6.3.1 Administration of assets. 59
6.3.2 Virtual representation of physical assets . 63
6.3.3 Feedback loops . 65
6.3.4 Update and functional scalability of production resources . 68
6.3.5 Condition monitoring of production resources. 71
6.3.6 Self-optimization of production resources . 73
6.4 Use case cluster “Optimization of production execution” . 75
6.4.1 Optimization of operations . 75
6.4.2 Simulation in operation . 78
6.4.3 Optimization of operation through machine learning. 80
6.4.4 Service workflow management for production systems . 83
6.4.5 Successive improvement of production systems . 86
6.5 Use case cluster “Energy efficiency” . 89
6.5.1 Design for energy efficiency . 89
6.5.2 Optimization of energy . 91
6.5.3 Design for participation in decentralized energy networks . 94
6.5.4 Participation in decentralized energy networks . 96
6.6 Use case cluster “Design and engineering”. 98
6.6.1 Seamless models . 98
6.6.2 Simulation in design and engineering . 101
6.6.3 Virtual commissioning of production systems . 105
6.6.4 Optimization in design and engineering through machine learning . 108
6.6.5 Engineering of flow charts supported by machine learning. 110
6.6.6 Immersive training of production system personnel . 113
6.6.7 Co-creation in design . 115
6.7 Use case cluster “Product and production services” . 119
6.7.1 Value-based services for production resources . 119
6.7.2 Benchmarking of production resources . 123
6.7.3 Production resource as a service . 125
6.8 Use case cluster “IT-infrastructure and software” . 128
6.8.1 Device configuration . 128
6.8.2 Information extraction from production systems . 131
6.8.3 Company-wide information management and infrastructure . 133
6.8.4 Asset-oriented modeling . 138
6.8.5 Rule-driven software applications . 141
6.8.6 Integration of engineering tools . 144
6.8.7 Data provisioning and preprocessing . 147
6.8.8 Human-machine interface . 151
6.8.9 Cyber security infrastructure and setup . 154
6.8.10 Cyber security management and maintenance . 158
6.8.11 Engineering for cyber security . 161
6.8.12 Safety setup and management . 163
6.8.13 Support for tactical and strategic decision making . 167
6.8.14 Additive manufacturing . 170
6.8.15 Data brokerage . 174
6.8.16 Product carbon footprint calculation . 177
6.8.17 Collaborative management of supply chain . 181
7 Clustering requirements for standardization . 185
8 Consolidation of use cases contributing to cluster “Computing infrastructure” . 187
8.1 General . 187
8.2 Concepts of computing infrastructure . 187
8.3 Computing devices of a computing infrastructure . 188
8.4 Consolidation of human roles . 189
8.5 Consolidation of technical roles . 189
Annex A (informative) Use case template . 191
Annex B (informative) General understanding of use cases . 192
Annex C (informative) Consolidation of business context . 194
C.1 General . 194
C.2 Production execution. 195
C.3 Service . 195
C.4 Production planning and engineering . 196
C.5 Product design . 197
Annex D (informative) Use case contributing to cluster “Computing infrastructure” . 199
D.1 General . 199
D.2 Example “Update and functional scalability of production resources” . 199
D.3 Example “Device configuration” . 201
D.4 Example “Self-optimization of production resources” . 202
Bibliography . 203

Figure 1 – Related subjects to smart manufacturing . 9
Figure 2 – Overall structure of use cases . 24
Figure 3 – Value added processes within a manufacturing company . 25
Figure 4 – Example for value added processes across different companies . 26
Figure 5 – Illustration of the use case cluster . 26
Figure 6 – Business context of “Manufacturing of individualized products” . 28
Figure 7 – Technical perspective of “Manufacturing of individualized products” . 28
Figure 8 – Business context of “Flexible scheduling and resource allocation” . 31
Figure 9 – Technical perspective of “Flexible scheduling and resource allocation” . 31
Figure 10 – Business context of “Outsourcing of production” . 34
Figure 11 – Technical perspective of “Outsourcing of production” . 34
Figure 12 – Business context of “Engineering of design for manufacturing and
request/order management” . 37
Figure 13 – Technical perspective of “Engineering of design for manufacturing and
request/order management” . 37
Figure 14 – Business context of “Intra-facility logistics” . 40
Figure 15 – Technical perspective of “Intra-facility logistics”. 40
Figure 16 – Business context of “Decision support for product configuration” . 42
Figure 17 – Technical perspective of “Decision support for product configuration” . 42
Figure 18 – Business context of “Modularization of production systems”. 44
Figure 19 – Technical perspective of “Modularization of production systems” . 45
Figure 20 – Business context of “Reconfiguration of adaptable production systems” . 48
Figure 21 – Technical perspective of “Reconfiguration of adaptable production
systems” . 49
Figure 22 – Business context of “Migration to adaptable production systems” . 51
Figure 23 – Technical perspective of “Migration to adaptable production systems” . 51
Figure 24 – Business context of “Standardization of production technologies” . 53
Figure 25 – Technical perspective of “Standardization of production technologies” . 54
Figure 26 – Business context of “Adaptable robot cells” . 57
Figure 27 – Technical perspective of “Adaptable robot cells” . 57
Figure 28 – Business context of “Administration of assets” . 60
Figure 29 – Technical perspective of “Administration of assets” . 60
Figure 30 – Business context of “Virtual representation of physical assets” . 63
Figure 31 – Technical perspective of “Virtual representation of physical assets”. 64
Figure 32 – Business context of “Feedback loops” . 66
Figure 33 – Technical perspective of “Feedback loops” . 67
Figure 34 – Business context of “Update and functional scalability of production
resources” . 69
Figure 35 – Technical perspective of “Update and functional scalability of production
resources” . 69
Figure 36 – Business context of “Condition monitoring of production resources” . 71
Figure 37 – Technical perspective of “Condition monitoring of production resources” . 72
Figure 38 – Business context of “Self-optimization of production resources” . 74
Figure 39 – Technical perspective of “Self-optimization of production resources” . 74
Figure 40 – Business context of “Optimization of operations” . 76
Figure 41 – Technical perspective of “Optimization of operations” . 77
Figure 42 – Business context of “Simulation in operation” . 79
Figure 43 – Technical perspective of “Simulation in operation” . 79
Figure 44 – Business context of “Optimization of operation through machine learning” . 81
Figure 45 – Technical perspective of “Optimization of operation through machine
learning” . 82
Figure 46 – Business context of “Service workflow management for production
systems” . 84
Figure 47 – Technical perspective of “Service workflow management for production
systems” . 85
Figure 48 – Business context of “Successive improvement of production systems” . 87
Figure 49 – Technical perspective of “Successive improvement of production systems” . 87
Figure 50 – Business context of “Design for energy efficiency” . 90
Figure 51 – Technical perspective of “Design for energy efficiency” . 90
Figure 52 – Business context of “Optimization of energy”. 92
Figure 53 – Technical perspective of “Optimization of energy” . 93
Figure 54 – Business context of “Design for participation in decentralized energy
networks” . 95
Figure 55 – Technical perspective of “Design for participation in decentralized energy
networks” . 95
Figure 56 – Business context of “Participation in decentralized energy networks” . 97
Figure 57 – Technical perspective of “Participation in decentralized energy networks” . 97
Figure 58 – Business context of “Seamless models” . 99
Figure 59 – Technical perspective of “Seamless models” . 100
Figure 60 – Business context of “Simulation in design and engineering” . 103
Figure 61 – Technical perspective of “Simulation in design and engineering” . 104
Figure 62 – Business context of “Virtual commissioning of production systems” . 106
Figure 63 – Technical perspective of “Virtual commissioning of production systems” . 107
Figure 64 – Business context of “Optimization in design and engineering through
machine learning” . 109
Figure 65 – Technical perspective of “Optimization in design and engineering through
machine learning” . 109
Figure 66 – Business context of “Engineering of flow charts supported by machine
learning” . 111
Figure 67 – Technical perspective of “Engineering of flow charts supported by machine
learning” . 112
Figure 68 – Business context of “Immersive training of production system personnel” . 114
Figure 69 – Technical perspective of “Immersive training of production system
personnel” . 114
Figure 70 – Business context of “Co-creation in design” . 117
Figure 71 – Technical perspective of “Co-creation in design” . 117
Figure 72 – Business context of “Value-based services for production resources” . 120
Figure 73 – Technical perspective of “Value-based services for production resources” . 121
Figure 74 – Business context of “Benchmarking of production resources” . 124
Figure 75 – Technical perspective of “Benchmarking of production resources” . 124
Figure 76 – Business context of “Production resource as a service” . 126
Figure 77 – Technical perspective of “Production resource as a service” . 127
Figure 78 – Business context of “Device configuration” . 129
Figure 79 – Technical perspective of “Device configuration” . 129
Figure 80 – Business context of “Information extraction from production systems” . 132
Figure 81 – Technical perspective of “Information extraction from production systems” . 132
Figure 82 – Business context of “Company-wide information management and
infrastructure” . 135
Figure 83 – Technical perspective of “Company-wide information management and
infrastructure” . 136
Figure 84 – Business context of “Asset-oriented modeling” . 139
Figure 85 – Technical perspective of “Asset-oriented modeling” . 139
Figure 86 – Business context of “Rule-driven software applications” . 143
Figure 87 – Technical perspective of “Rule-driven software applications” . 143
Figure 88 – Business context of “Integration of engineering tools” . 145
Figure 89 – Technical perspective of “Integration of engineering tools” . 146
Figure 90 – Business context of “Data provisioning and preprocessing” . 149
Figure 91 – Technical perspective of “Data provisioning and preprocessing” . 149
Figure 92 – Business context of “Human-machine interface” . 152
Figure 93 – Technical perspective of “Human-machine interface” . 153
Figure 94 – Business context of “Cyber security infrastructure and setup” . 155
Figure 95 – Technical perspective of “Cyber security infrastructure and setup” . 156
Figure 96 – Business context of “Cyber security management and maintenance” . 159
Figure 97 – Technical perspective of “Cyber security management and maintenance” . 159
Figure 98 – Business context of “Engineering for cyber security” . 162
Figure 99 – Technical perspective of “Engineering for cyber security” . 162
Figure 100 – Business context of “Safety setup and management” . 165
Figure 101 – Technical perspective of “Safety setup and management”. 165
Figure 102 – Business context of “Support for tactical and strategic decision making” . 168
Figure 103 – Technical perspective of “Support for tactical and strategic decision
making” . 169
Figure 104 – Business context of “Additive manufacturing” . 172
Figure 105 – Technical perspective of “Additive manufacturing” . 172
Figure 106 – Business context of “Data brokerage” . 175
Figure 107 – Technical perspective of “Data brokerage” . 175
Figure 108 – Business context of “Product carbon footprint calculation” . 179
Figure 109 – Technical perspective of “Product carbon footprint calculation” . 179
Figure 110 – Business context of “Collaborative management of supply chain” . 183
Figure 111 – Technical perspective of “Collaborative management of supply chain” . 183
Figure 112 – Clustering of recommendations for standardization . 186
Figure 113 – Recommendations for standardization of technical roles . 186
Figure 114 – Illustration of concepts of computing infrastructure . 188
Figure 115 – Consolidation of human roles. 189
Figure 116 – Consolidation of technical roles . 190
Figure B.1 – Classification of use cases in terms of IIRA . 193
Figure B.2 – Relation between selected templates for use cases . 193
Figure C.1 – Consolidation with respect to production execution . 195
Figure C.2 – Consolidation with respect to service . 196
Figure C.3 – Consolidation with respect to production planning and engineering . 197
Figure C.4 – Consolidation with respect to product design . 198
Figure D.1 – Refinement of technical role production resource in Figure 35 . 200
Figure D.2 – Refinement of technical role asset management in Figure 35 . 200
Figure D.3 – Consolidation of Figure 35 . 201
Figure D.4 – Consolation of Figure 79 . 201
Figure D.5 – Consolidation of Figure 39 . 202

Table 1 – Abbreviated terms and acronyms . 23

INTERNATIONAL ELECTROTECHNICAL COMMISSION
____________
Industrial-process measurement, control and automation -
Smart manufacturing -
Part 2: Use cases
FOREWORD
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shall not be held responsible for identifying any or all such patent rights.
IEC TS 63283-2 has been prepared by Technical Committee 65: Industrial-process
measurement, control and automation. It is a Technical Specification.
This first edition cancels and replaces the first edition of IEC TR 63283-2 published in 2022.
This edition constitutes a technical revision.
This edition includes the following significant technical changes with respect to the previous
edition:
a) additional use cases (Clause 6);
b) clustering of the requirements for standardization (Clause 7);
c) consolidation of the use cases contributing to the cluster “Computing infrastructure”
(Clause 8 and Annex D);
d) consolidation of the business context of the use cases (Annex C).
The text of this Technical Specification is based on the following documents:
Draft Report on voting
65/1158/DTS 65/1179/RVDTS
Full information on the voting for its approval can be found in the report on voting indicated in
the above table.
The language used for the development of this Technical Specification is English.
This document was drafted in accordance with ISO/IEC Directives, Part 2, and developed in
accordance with ISO/IEC Directives, Part 1 and ISO/IEC Directives, IEC Supplement, available
at www.iec.ch/members_experts/refdocs. The main document types developed by IEC are
described in greater detail at www.iec.ch/publications.
A list of all parts in the IEC 63283 series, published under the general title Industrial-process
measurement, control and automation - Smart manufacturing, can be found on the IEC website.
The committee has decided that the contents of this document will remain unchanged until the
stability date indicated on the IEC website under webstore.iec.ch in the data related to the
specific document. At this date, the document will be
– reconfirmed,
– withdrawn, or
– revised.
INTRODUCTION
In recent years, one observes that an increasing number of “buzzwords” are in discussion in
the manufacturing area. The scope of the various “buzzwords” is not clearly defined; moreover,
the scope addressed by the “buzzwords” is not congruent but overlapping. Each stakeholder
involved in these discussions has another perspective to the various topics and the discussions
address very different levels of detail and consider different contexts. This is illustrated in
Figure 1.
Smart manufacturing is one of the buzzwords that addresses multiple stakeholders. The overall
community is convinced that smart manufacturing will significantly affect the manufacturing
industries and, therefore, standardization will consolidate the vision of smart manufacturing
from different manufacturing industries viewpoints. The discussions within standardization are
sufficiently formal or precise in order to later have any claim regarding compliance to standards.
Thus, standardization will consolidate the definitions and understanding of the “buzzwords” for
its own usage.
Figure 1 – Related subjects to smart manufacturing
In order to analyze the impact of smart manufacturing on standardization, the approach chosen
is the collection and evaluation of use cases to obtain a sufficiently representative description
of smart manufacturing. These use cases are described from the perspective of the
manufacturing value chains. They illustrate what can be conceivable in the future in the context
of smart manufacturing. Thus, a use case itself is explainable to a manufacturing company.
Experts in standardization will afterwards analyze these use cases to decide whether
– a specific use case provides no (new) input for standardization,
– a specific use case provides needs to maintain existing standards (this can be related to the
content or the application areas), and
– a specific use case provides input for additional measures to be elaborated in by
standardization projects.
___________
A typical employee of a manufacturing company is not familiar with formal methods used to describe use cases
as accurately as possible or even uses different terms, for example "plant" versus "factory" versus "production
system". Thus, an explanation of the use cases is necessary.
Based on this approach, the use cases will contribute to the following topics.
– Consolidation of the vision of smart manufacturing: The use cases will describe the basic
principles of traditional and future manufacturing value chains and will work out the
additional, new opportunities enabled by digitalization.
– Consolidation of terms and concepts: The use cases will facilitate to come to agreements
on basic terms and concepts. The description of terms and concepts will be in an application
context and not here in a terms and definitions section.
– Justification of a general need for standardization: Based on the use cases, the fundamental
gaps will be identified. It is intended to close the gaps that have not yet been filled up.
Possibly, however, it is effective to first suitably upgrade the installed base based on already
established standards.
– Elaboration of recommendations for standardization on an abstract level: Based on the use
cases, the requirements – and not solution concepts – for standardization will be extracted
to achieve a consensus for maintenance or new development of standards. It is intended to
derive the recommendations from the use cases and ensure backward traceability to the
use cases.
1 Scope
This document has the goal of analyzing the impact of smart manufacturing on the daily
operation of an industrial facility. It focusses on the perspective of automation and control of
the production system, but also on the supporting processes of ordering, supply chain
management, design, engineering and commissioning, operational technology, life cycle
management, maintenance management, and resource management.
These recommendations are accomplished on the basis of several carefully selected use cases
that are familiar to manufacturing industry. Therefore, each use case is described, followed by
an analysis of the possible influence of smart manufacturing and the assessment of the impact
on existing and future standardization.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
3.1 General
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following
addresses:
– IEC Electropedia: available at https://www.electropedia.org/
– ISO Online browsing platform: available at https://www.iso.org/obp
NOTE In 3.2, all conceptual constituents of uses cases including their context are defined in a way that the
document is self-explanatory. The definitions are fully aligned with IEC TR 63283-1:2022. From these conceptual
constituents, the examples introduced in the various use cases are distinguished. These concrete roles are
consolidated in 3.3, 3.4, 3.5 and 3.6 to provide a consistent cross reference of all concrete roles involved in the
individual use cases of this document. For the sake of clarity, a distinction is made between business, human and
technical roles. A technical role can be represented by a subject or an object, where a subject is an entity doing
something, and an object is having something done to it. Thus, subjects have capabilities in the sense of having the
ability to perform actions.
3.2 General terms and definitions
3.2.1
actor
entity that communicates and interacts
Note 1 to entry: Actors can include people, software applications, systems, databases, and even the power system
itself.
[SOURCE: IEC 62559-2:2015, 3.2]
3.2.2
role
set of characteristics that distinguish an entity’s ability to exhibit a set of required behaviours
Note 1 to entry: In this document the entity is an actor.
[SOURCE: ISO 18435-1:2009, 3.22, modified – The word “resource” has been replaced with
“entity” and the note to entry has been added.]
3.2.3
smart manufacturing
manufacturing that improves its performance aspects with integrated and intelligent use of
processes and resources in cyber, physical and human spheres to create and deliver products
and services, which also collaborate with other domains within an enterprise’s value chains
Note 1 to entry: Performance aspects include agility, efficiency, safety, security, sustainability or any other
performance indicators identified by the enterprise.
Note 2 to entry: In addition to manufacturing, other enterprise domains can include engineering, logistics,
marketing, procurement, sales or any other domains identified by the enterprise.
Note 3 to entry: In this document, also the business context of manufacturing is considered.
3.2.4
standardization
activity of establishing, with regard to actual or potential problems, provisions for common and
repeated use, aimed at the achievement of the optimum degree of order in a given context
Note 1 to entry: In particular, the activity consists of the processes of formulating, issuing and implementing
standards.
Note 2 to entry: Important benefits of standardization are improvement of the suitability of products, processes and
services for their intended purposes, prevention of barriers to trade and facilitation of technological cooperation.
[SOURCE: ISO/IEC Guide 2:2004, 1.1]
3.2.5
system
set of interrelated elements considered in a defined context as a whole and separated from its
environment
Note 1 to entry: Such elements can be both material objects and concepts as well as the results thereof (e.g. forms
of organization, mathematical methods, and programming languages).
Note 2 to entry: The system is considered to be separated from the environment and other external systems by an
imaginary surface, which can cut the links between them and the considered system.
[SOURCE: IEC 61804-2:2018, 3.1.65]
3.2.6
use case
specification of a set of actions performed by a system, which yields an observable result that
is, typically, of value for one or more actors or other stakeholders of the system
[SOURCE: ISO/IEC 19505-2:2012, 16.3.6]
3.3 Business roles
3.3.1
purchaser
legal entity requiring a good or a service in exchange for money or other resources
EXAMPLE Data consuming company.
Note 1 to entry: A purchaser of a physical good can require it by selecting it from a catalog provided by a
manufacturing company or by specifying an individual product order and requesting this specified physical good from
a manufacturing company.
3.3.2
manufacturing company
legal entity responsible for the design, development, and manufacturing
...