FOURTH INDUSTRIAL REVOLUTION BEACONS OF TECHNOLOGY AND INNOVATION IN MANUFACTURING - WHITE PAPER IN COLLABORATION WITH MCKINSEY & COMPANY
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White Paper Fourth Industrial Revolution Beacons of Technology and Innovation in Manufacturing In collaboration with McKinsey & Company January 2019
World Economic Forum
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This white paper has been published by the World Economic Forum as a contribution to a project,
© 2019 World Economic Forum. All rights insight area or interaction. The findings, interpretations and conclusions expressed herein are a re-
reserved. No part of this publication may be sult of a collaborative process facilitated and endorsed by the World Economic Forum, but whose
reproduced or transmitted in any form or by any results do not necessarily represent the views of the World Economic Forum, nor the entirety of its
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by any information storage and retrieval system.
Contents
Foreword 5
Executive summary 6
1. Lighthouses: Sites Embracing the Megatrends of the Fourth Industrial Revolution 8
Seeing the light: A radical leap forward for Fourth Industrial Revolution front runners 8
Identifying lighthouses 8
2. Overview of the Global Lighthouse Network 10
3. Understanding Lighthouses: Characteristics, Differentiators and Success Factors 14
Lighthouse characteristics 14
Injectors of human capital 14
Industry leaders that are resetting benchmarks 14
Open innovators and collaborators 15
Large and small companies 15
From emerging and developed economies 15
High impact with minimal replacement of equipment 16
4. How Do the Lighthouses Achieve Impact at Scale? 17
Charting a course for scale: Two routes 17
Value drivers for impact at scale 18
Scale-up enablers 18
The current state of lighthouses 18
Three tools to scale Fourth Industrial Revolution technologies in production and overcome 19
pilot purgatory
5. Successful Deployment at Scale: A Close Look at Two Lighthouses 20
Procter & Gamble (P&G) Rakona, Czech Republic: Growth through cost leadership 20
Site history 20
An inclusive vision 20
Top five use-cases 20
Achievements, impact and the road ahead 21
Rold Cerro Maggiore, Italy: Fourth Industrial Revolution implementation in SME 22
Before and after: Transformational changes 22
Key enablers 22
Top five use-cases 22
Achievements, impact and the road ahead 23
6. Call to Action 24
Why act? 24
The Fourth Industrial Revolution is essential to breaking out of productivity stagnation 24
The world is under stress 24
The Fourth Industrial Revolution presents multifaceted opportunities and challenges 24
What needs to be done? 24
Augment, instead of replace, the operator 24
Invest in capability-building and lifelong learning 24
Diffuse technologies throughout geographical areas and include SMEs 25
Protect organizations and society through cybersecurity 25
Collaborate on open Fourth Industrial Revolution platforms and handle data carefully 25
Address the climate change challenge with Fourth Industrial Revolution technologies 25
Fourth Industrial Revolution: Beacons of Technology and Innovation in Manufacturing 3
Contents
Who needs to act? 25
Organizations with a lighthouse 25
Organizations without a lighthouse 25
Technology providers, start-ups and universities 25
An opportunity to form a new, global learning platform for the Fourth Industrial Revolution 25
Annex: A Look Inside the Lighthouses – Inside Perspectives 26
1. Value Drivers 26
Big data decision-making 26
Bosch Automotive in Wuxi, China 26
Christophe Chapdelaine, Senior Vice President Manufacturing and Quality Management, 27
Bosch Automotive Diesel Systems Wuxi
Babur Ozden, Founder and CEO, Maana 27
Democratized technology on the shop floor 27
Natan Linder, CEO and Co-founder, Tulip Interfaces 27
Melonee Wise, CEO, Fetch Robotics 28
Agile working mode 28
Fast Radius in Chicago, USA 28
Lou Rassey, CEO, Fast Radius 29
Bosch Automotive in Wuxi, China 29
Minimal incremental cost to add use-cases 29
Microsoft’s manufacturing site in Suzhou, China 29
Darren Coil, Director of Business Strategy, Microsoft 30
Melonee Wise, CEO, Fetch Robotics 30
New business models 30
European consumer electronics manufacturer (company name undisclosed) 30
2. Scale-up Enablers 32
Fourth Industrial Revolution strategy and business case 32
BMW Group 32
Christian Patron, Head of Innovations and Digitalization in Production System, and Marcel 32
Eigner, Strategy Digitalization and Smart Data Analytics Production System, BMW Group
IoT architecture built for scale-up 33
Hewlett Packard Enterprise 33
Chen Linchevski, Co-Founder and CEO, Precognize 33
Capability-building through acquiring new skills 34
Tata Steel in IJmuiden, Netherlands 34
Hans Fischer, CEO, Tata Steel in Europe 35
Daiane Piva, Improvement Consultant Energy Efficiency, Tata Steel 35
Workforce engagement 35
Schneider Electric in Le Vaudreuil, France 35
Lilian Aube, Le Vaudreuil Plant Union Representative, Schneider Electric 35
Sophie Grugier, Senior Vice President, Global Supply Chain Operations, Schneider Electric 36
Contributors 37
Project Team 37
Endnotes 38
4 Fourth Industrial Revolution: Beacons of Technology and Innovation in Manufacturing
Foreword
Emitting powerful light that pierces fog and darkness, lighthouses are vital to maritime navigation. They
serve as beacons and guides, ensuring safe passage for shipping. At the World Economic Forum’s
Annual Meeting 2018 in Davos-Klosters, Switzerland, leaders from public and private organizations
decided to seek out manufacturers in a broad range of industries who are leading the way in Fourth
Industrial Revolution innovation. Connected by the World Economic Forum’s platform, these model
factories – recognized as Fourth Industrial Revolution “lighthouses” – are beginning a unique learning
journey that will benefit the production environment.
Manufacturing has experienced a decade of productivity stagnation and demand fragmentation;
innovation is long overdue. Organizations that have taken Fourth Industrial Revolution innovation to
Helena Leurent, scale beyond the pilot phase have experienced unprecedented increases in efficiency with minimal
Head of Shaping displacement of workers. However, most companies appear to be stuck in “pilot purgatory”.
the Future Widespread adoption of Fourth Industrial Revolution technology at scale, through the combined efforts
of Advanced of companies and governments, can lead to a sizeable increase in global wealth production, benefiting
Manufacturing people throughout society.
and Production
Member of The Fourth Industrial Revolution in manufacturing remains a top priority for many leaders of private
the Executive and public organizations. It is having an enormous disruptive impact on value chains, industries and
Committee, World business models. With one-third of the total economic value of the internet of things (IoT) coming
Economic Forum from production,1 factories are the centre of gravity of the ongoing revolution. While manufacturing
represents 16% of global GDP,2 manufacturing industries account for 64% of global R&D spend.3
However, there is potential for worker displacement if changes are not handled properly. Strengthened
collaboration among stakeholders is needed to understand unexpected consequences and manage
the transition.
“Lighthouses” are demonstrators of digital manufacturing and globalization 4.0, and exhibit all of the
essential characteristics of the Fourth Industrial Revolution. Moreover, they confirm the hypothesis that
they have the potential to generate new economic value, driven by improvements in the full spectrum
of production value drivers: resource productivity and efficiency, agility and responsiveness, speed
to market and customization to meet customer needs. Transforming existing production systems,
innovating value chains and building new business models with disruptive potential for established
Enno de Boer, businesses can create value.
Partner and
Global Leader Lighthouses highlight the global nature of production – for example, the lighthouse network includes
Manufacturing, German-owned factories in China and a site in Ireland owned by a US company. This shows that
McKinsey & innovation is equally relevant in all geographical areas and contexts, from sourcing basic materials to
Company, USA process industries to advanced manufacturers addressing specialized needs. Furthermore, it proves
that companies of all sizes, from established global blue-chips to small local businesses with fewer
than 100 employees, can achieve radical Fourth Industrial Revolution innovation.
Lighthouses value collaboration and open their doors to thousands of visitors annually, recognizing
that the benefits of this collaborative culture far surpass potential competitive threats. They can serve
as an inspiration for defining a strategy, improving the skills of the workforce, collaborating with Fourth
Industrial Revolution communities and managing changes from the shop floor throughout the value
chain. While they vary in size, industry and geographic location, lighthouses embody nine common
distinguishing characteristics. This white paper explores findings derived from these characteristics
and calls on industry and government leaders to act. Governments, universities, technology providers
and companies are encouraged to use this unique network to navigate and accelerate the inclusive
diffusion of technology.
The Fourth Industrial Revolution in manufacturing presents the next engine of economic growth,
ushering in opportunities to learn and embed values in a way that past revolutions could not. The
adoption of technology, guided by an inclusive vision for a better world, can yield a stronger, cleaner,
global society.
Fourth Industrial Revolution: Beacons of Technology and Innovation in Manufacturing 5
Executive summary
Many companies are piloting Fourth Industrial Revolution –– These sites represent both large and small companies.
initiatives in manufacturing, but few have managed Fourth Industrial Revolution innovation is accessible
to integrate Fourth Industrial Revolution technologies not only to large organizations but also to small- and
at scale to realize significant economic and financial medium-sized enterprises (SMEs).
benefits. The World Economic Forum, in collaboration
with McKinsey & Company, scanned more than 1,000 –– Lighthouses can be found in emerging and developed
leading manufacturers. Subsequent outreach enabled economies. Fourth Industrial Revolution technologies
visits to the most advanced sites and identification of the are also paying off in manufacturing environments that
few factories that are true guiding lights in the context of benefit from low labour costs.
Fourth Industrial Revolution production: lighthouses.
–– Lighthouses achieve high impact with minimal
This select group of manufacturing sites represent the replacement of equipment. Most were created by
leading edge of adopting technology at scale. These sites transforming existing brownfield operations. Optimizing
serve as beacons for the world, exemplifying the type existing infrastructure and augmenting it with new
of production approach that can drive the next engine machinery can deliver many benefits.
of global economic growth. They demonstrate how
forward-thinking engagement of technology can create Lighthouses achieve impact at scale in different ways. The
a better, cleaner world through new levels of efficiency Forum has identified two principal routes to scale by which
in manufacturing. Likewise, they illustrate how Fourth manufacturing pioneers can chart their course. These routes
Industrial Revolution technology at scale can transform are not mutually exclusive; rather, they can complement
the nature of work itself by engaging and improving the each other:
skills of human workers with minimal displacement.
–– Innovate the production system: expand competitive
Three technological megatrends are the principal drivers advantage through operational excellence.
of this transformation in production: connectivity,
intelligence and flexible automation. Front-runner –– Innovate the end-to-end value chain: create new
production sites that have embraced these megatrends businesses by changing the economics of operations.
at scale have seen a step change in performance.
These “lighthouse factories” have taken Fourth Industrial Lighthouses have employed five value drivers to create
Revolution technology from pilots to integration at scale, impact at scale using Fourth Industrial Revolution
thus escaping the inertia of “pilot purgatory”, in which technologies. They demonstrate four distinct capabilities
many organizations remain. that serve as scale-up enablers. The annex of this white
paper provides perspectives from lighthouses that exemplify
Lighthouses serve as real-world evidence to dispel these value drivers or enablers.
widespread myths and misunderstandings posing
obstacles to the adoption of innovative technology at The value drivers are:
scale. These beacons shed light on the characteristics,
differentiators and success factors that realize optimal –– Big data decision-making
scaling. –– Democratized technology on the shop floor
–– Agile working models
–– Lighthouses are injectors of human capital. Rather –– Minimal incremental cost to add use-cases
than replacing operators with machines, lighthouses –– New business models
are transforming work to make it less repetitive, more
interesting, diversified and productive. The four scale-up enablers are:
–– Lighthouses are industry leaders resetting benchmarks. –– Fourth Industrial Revolution strategy and business case
They have moved beyond the continuous improvement –– IoT architecture built for scale-up
efforts that have characterized factories for decades, –– Capability-building through acquiring new skills
instead making a change that resets benchmarks. –– Workforce engagement
–– They are open innovators and collaborators. They In addition to the perspectives offered in the annex, this
engage a trisector innovation system comprising white paper offers an in-depth look at two lighthouses
business, government and the social sector, including operated by two companies that differ substantially in size.
academia. The first, Procter & Gamble’s Rakona plant, represents
6 Fourth Industrial Revolution: Beacons of Technology and Innovation in Manufacturinga large multinational. The other, Rold Cerro Maggiore, is
operated by a small SME headquartered in Italy. The story
of change at each of these sites offers valuable insights into
the broad transformation occurring in the manufacturing
environment.
The World Economic Forum issues a call to action to break
out of productivity stagnation and address the significant
challenges – such as climate change, resource scarcity
and an ageing workforce – the world is facing. The Forum
suggests six principle-based actions to ensure the Fourth
Industrial Revolution in manufacturing delivers the maximum
positive benefit for society:
–– Augment, instead of replace, the operator.
–– Invest in capability-building and lifelong learning.
–– Diffuse technologies throughout geographical areas and
include SMEs.
–– Protect organizations and society through cybersecurity.
–– Collaborate on open Fourth Industrial Revolution
platforms and handle data carefully.
–– Address the challenge of climate change using Fourth
Industrial Revolution technologies.
The responsibility for action lies with both the public and
private sectors, and the Forum encourages them to
engage the network of lighthouses to be part of a unique
learning journey. By engaging the findings and example of
the lighthouse network, organizations and governments
can realize the great potential that lies with the Fourth
Industrial Revolution in production. Coupling this knowledge
and technology with a commitment to environmental
stewardship and social responsibility can play a role in
driving the next economic growth engine towards a brighter
future for all of society.
Fourth Industrial Revolution: Beacons of Technology and Innovation in Manufacturing 71. Lighthouses: Sites Embracing the Megatrends of
the Fourth Industrial Revolution
Seeing the light: A radical leap forward for thus realizing significant financial and operational benefits.
Fourth Industrial Revolution front runners Qualification as a lighthouse requires meeting high standards
in four categories: significant impact achieved; successful
integration of several use-cases*; a scalable technology
Three technological megatrends are the principal drivers of
platform; and strong performance on critical enablers such
a Fourth Industrial Revolution transformation in production:
as managing change, building capability and collaborating
connectivity, intelligence and flexible automation (Figure 1).
with a Fourth Industrial Revolution community.
Lighthouses have embraced these megatrends and the
results are compelling.
Identification of lighthouses followed a comprehensive
Adoption of Fourth Industrial Revolution technologies at
scanning of more than 1,000 leading manufacturers in all
scale can have a radical impact upon organizations. A close
industries and geographical areas. Contact with more than
look at one of these three megatrends makes it clear just
150 of the most advanced companies yielded proposals
how powerful this effect can be. For example, a McKinsey
from many companies’ most sophisticated sites to be
Global Institute analysis projects a remarkable gap between
considered lighthouses. Site visits were carried out to
companies that adopt and absorb artificial intelligence (AI)
document findings, which were then presented to a Fourth
within the first five to seven years and those that follow or
Industrial Revolution expert panel of members from private
lag behind. The analysis suggests that AI adoption “front
organizations, universities and technology pioneers. This
runners” can anticipate a cumulative 122% cash-flow
panel selected 16 lighthouses and recognized them as the
change, while “followers” will see a significantly lower impact
most advanced production sites, including factories operated
of only 10% cash-flow change (Figure 2).
by Bayer, BMW, Bosch, Danfoss, Fast Radius with UPS,
This shows the importance of early adoption of technology,
Foxconn, Haier, Johnson & Johnson, Phoenix Contact,
since companies that wait risk missing a large share of the
Procter & Gamble, Rold, Sandvik Coromant, Saudi Aramco,
benefits. Company leaders who move to implementation
Schneider Electric, Siemens and Tata Steel (Figure 3).
early, rather than waiting for decreased technology and
Myths and misunderstandings pose obstacles to the
transition costs, will realize the greatest benefit. Thus, the
adoption of the Fourth Industrial Revolution. Dispelling
largest factor here is related to the competitive advantage
these is vital to understanding how accessible the revolution
of front runners, which by far outweighs the higher transition
is to organizations of all kinds. With visionary leadership,
costs and capital expenditure related to the early adoption.4
companies large and small can embark on an innovation
journey and realize the benefits of digital transformation. The
Identifying lighthouses Forum’s analysis of lighthouses has provided meaningful
insights that clarify the path to successful adoption at scale
The lighthouses of the Fourth Industrial Revolution are of the Fourth Industrial Revolution. These beacons of light
the factories that have taken Fourth Industrial Revolution cut through the fog and provide clarity to organizations
technology from pilot schemes to integration at scale, throughout the manufacturing environment.
Figure 1: Key technology megatrends transforming production
Creates links between
discrete network nodes,
increasing visibility
Connectivity
Automates event Incorporates
recognition and response mechanisms,
translation for Flexible automation and remote
decision-making Intelligence movement
automation
* Use-case: application of one or multiple Fourth Industrial Revolution technologies in a real production environment to address a business problem
8 Fourth Industrial Revolution: Beacons of Technology and Innovation in ManufacturingFigure 2: Economic gains by AI adoption front runners, followers and laggards5
Relative changes in cash flow by AI adoption cohort Front-runner breakdown % SIMULATION
% change per cohort, cumulative change per cohort
-18
130
Front-
120 122 runners 135 -77
(absorbing
110 within first
100 5 to 7 122
years) 82
90
80
70 Economy- Output Transition Capital Total
wide gain/loss costs expenditure
60 output from/to
50 gains peers
40
30 Laggard breakdown
% change per cohort
20 Follower
(absorbing
10 10 by 2030) 11
0
Laggard 49 23
-10 (do not
-20
absorb 19
-23 by 2030) 4
-30 Economy- Output Transition Capital Total
2017 20 25 2030
wide gain/loss costs expenditure
output from/to
gains peers
The increasing importance of data and interconnectivity in manufacturing changes the dynamics of technology adoption:
Waiting for cheaper and better technology does not pay off, since frontrunners are expected to capture largest benefits.
Note: Numbers are simulated figures to provide directional perspectives rather than forecasts.
Source: McKinsey Global Institute analysis
Figure 3: Global network of lighthouse factories
Lighthouses
Phoenix Contact
Industrial
Automation, DE
Sandvik Coromant
Industrial Tools, SE
Procter & Gamble
Tata Steel Consumer
Steel Products, NL goods, CZ
Siemens
Industrial Automation
Products, CN
Danfoss
BMW Group Industrial Equipment, CN
Johnson & Johnson
Automotive, DE
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Fast Radius with UPS Medical Devices, IR
Haier
Additive Manufacturing, US Home Appliances, CN
Bosch
Bayer Automotive, CN
Schneider Electric Division
Electrical Pharmaceuticals, IT
Components, FR
Foxconn Industrial Internet
Saudi Aramco
Electronics, CN
Gas Treatment, SA
Rold
Electrical Components, IT
Fourth Industrial Revolution: Beacons of Technology and Innovation in Manufacturing 92. Overview of the Global Lighthouse Network
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demand shift
shift towards
towards higher
higher level
level of
of customization
customization
Phoenix
Phoenix Contact
Contact in Bad
in Bad Pyrmont
Bad Pyrmont
Pyrmont Market
Market demand shift
demand shift towards
shiftoftowards
towards higher
higher level of
level of customization
of customization
customization
and Blomberg,
Phoenix
and Germany
Contact
Blomberg, in
Germany met
met by
Market
by deployment
demand
deployment of various
various digital
higher
digital manufacturing
level
manufacturing use
use cases
cases
Phoenix
and Contact
Blomberg,
Phoenix in Bad
Bad Pyrmont
Germany
Contact in Pyrmont Market
met by
Market demand shift
shiftoftowards
deployment
demand towards
various higher
digital
higher level of
of customization
customization
manufacturing
level use cases
and Blomberg,
Phoenix
and Germany
Contact
Blomberg, in Bad
Germany Pyrmont met
met by
Market
by deployment
demand shift
deployment of
of various
towards
various digital
higher
digital manufacturing
level of use cases
customization
manufacturing use cases
and
and Blomberg,
Blomberg, Germany
Germany met
met by
by deployment
deployment of
of various
various digital
digital manufacturing
manufacturing use
use cases
cases
and Blomberg, Germany
Phoenix Contact in Bad Pyrmont met by deployment of various digital manufacturing use
Market demand shift towards higher level of customizationcases
and Blomberg, Germany met by deployment of various digital manufacturing use cases
Source: Lighthouse sites
1
Overall Equipment Effectiveness; 2 Full-Time Equivalent; 3 Business to Consumer; 4 Virtual Reality
10 Fourth Industrial Revolution: Beacons of Technology and Innovation in ManufacturingTop 5 use cases Impact Highlight
Digital performance management 35% OEE A group-wide strategic
initiative aims at digitizing
Mixed reality change overs 30% Change over time
the customer experience
Advanced analytics on deviations 80% Deviations and internal operations, as
well as developing new
Advanced analytics on breakdowns 50% Breakdown
business models
Integrated people and asset scheduling 75% Batches per FTE²
Data analytics and predictive maintenance 25% Unplanned downtime of press Strategy focused on
effectiveness, the right
Smart autonomous logistics transports 35% Logistics cost
mindset and easy access
Smart maintenance and assistance 5% Rework to improve quality, cost
and productivity
Collaborative robotics and automation 5% Efficiency in assembly
IoT enabled machine condition monitoring >90% Benchmark OEE Big data from connected
machines used to improve
Digital inventory management >10% Total inventory
operations, and agile
Digital value stream mapping 15% Unit output proofs-of-concept support
rapid deployment of new
Digital tool life-cycle management >10% Tool inventory
use cases
Real time labor processing and time tracking >15% Performance loss
Digital operator assistant system 50% Cost of scrap Big data from connected
machines used to improve
AI-enabled quality management system 57% Customer complaints
operations, and agile
Real-time machining quality control 7% Machining cycle time reduction proofs-of-concept support
rapid deployment of new
Flexible automation assembly line 30% Labor productivity
use cases
Digital R&D and engineering >40% Design iteration cycle time
Cloud-based platform connecting machines NA Transparency Clear top-down strategy,
implementation enabled by
Lights-out manufacturing 31% Units per hour
dedicated team and focus
Real-time monitoring and prediction 60% Unexpected breakdowns on capability building
Automated testing using artificial intelligence 50% Misjudgement
IoT-enabled nozzle status tracking 25x Lifespan of nozzles
Mass customization & B2C³ online ordering 33% Lead time Innovated new business
model with web-based
Real-time operator performance ranking 64% Labor productivity
B2C sales channel for
Digital quality management system 21% Defects per million configuration and ordering
of air conditioners
Digital manufacturing performance NA OEE increased
Digital product after sales 50% Customer, maintenance staff
OEE real-time monitoring of critical assets 5% Asset utilization Dedicated Fourth Industrial
Revolution space serves as
Additive manufacturing (3D printing) 25% Cost of goods sold
in-house testing ground for
Autonomous process optimization 10% Scrap the agile testing and
deployment of new use cases
VR training and design tool
4
5x Safety information retention
Collaborative Robotics 25% Labor efficiency
Digital replicas of physical assets NA Highly automated lot size 1 line Innovated a new business
model based on a in-house
Digitized production performance tools 30% Production time
additive manufacturing
Mixed reality maintenance NA Time and errors start-up which serves both
internal as well as external
Building energy management ~7.5% Energy costs
customers
Additive manufacturing (3D printing) 60% Cycle time
Fourth Industrial Revolution: Beacons of Technology and Innovation in Manufacturing 11Site
Site Change
Change
Change story
story
story
Site
Site Change
Change story
story
Site
Site Change
Change story
story
Procter
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Procter && Gamble
&
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in
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product
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mix
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and desire
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to
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in Cerro
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Rold in Cerro Maggiore, Italy
in Cerro Maggiore, Italy Leverage
increase digital manufacturing
increase production
production volume
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to remain competitive and
increase production volume
Digital manufacturing
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smart automation
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enable the
the site
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Sandvik Coromant in
in Gimo,
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Saudi
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in Uthmaniya,
Uthmaniya, Saudi
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Schneider Electric
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Electric in
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Siemens Industrial
Siemens Industrial Automation
Automation Consumer demand
Consumer demand growth
growth required
required digital
digital transformation
transformation to
to
Siemens
Siemens Industrial
Industrial Automation
Automation Consumer
Consumer demand
demand growth
growth required
required digital
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transformation to
to
Siemens
Products
Products
Siemens Industrial
in
in Automation
Chengdu,
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Industrial China
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Automation Consumer
improve
improve
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quality
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demand growth
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growth required
required digital
digital transformation
transformation to
to to
Products
Siemens
Products in Chengdu,
Industrial
in China
Automation
Chengdu, China improve
improve quality
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quality performance
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Products Industrial
in Automation
Chengdu, China Consumer
improve demand
quality growth
performancerequired digital transformation to
Products
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Chengdu,China
China improve quality
improve performance
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Products in Chengdu, China improve quality performance
Tata Steel
Tata Steel in
in IJmuiden,
IJmuiden, the
the End-to-end at
End-to-end at scale
scale transformation
transformation with
with clear
clear digital
digital roadmap
roadmap
Tata
Tata Steel
Steel in
in IJmuiden,
IJmuiden, the
the End-to-end
End-to-end at
at scale
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Netherlands
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Fast Radius with UPS in Chicago, Greenfield
Greenfield site to support new, Fourth Industrial Revolution
Fast
Fast Radius
Fast Radius with
Radius with UPS
with UPS in
UPS in Chicago,
in Chicago,
Chicago, Greenfield site
Greenfield site to
site to support
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support new, Fourth
new, Fourth Industrial
Fourth Industrial Revolution
Industrial Revolution
Revolution
United
Fast
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Radius
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Greenfield site to
technology-enabled
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support new,
business
support new,models
Fourth
models
Fourth Industrial
Industrial Revolution
Revolution
United
United
Fast Stateswith
States
Radius with UPS
UPS in
in Chicago,
Chicago, technology-enabled
technology-enabled
Greenfield site to business
business
support new,models
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Fourth Industrial Revolution
United Stateswith UPS in Chicago,
Fast Radius technology-enabled businessnew,
Greenfield site to support
technology-enabled models
Fourth Industrial Revolution
United
United States
States technology-enabled business
business models
models
United States technology-enabled business models
Source: Lighthouse sites
1
Earnings Before Interest, Tax, Depreciation and Amortization; 2 Enterprise Resource Planning; 3 Manufacturing Execution System; 4 Product Lifecycle Management;
5
Virtual Reality; 6 Advanced Analytics; 7 Sales and Operations Planning
12 Fourth Industrial Revolution: Beacons of Technology and Innovation in ManufacturingTop 5 use cases Impact Highlight
Top 5 use cases
In-process quality control Impact
NA Scrap Highlight
Capability-building
represents a key element of
Automatic
In-process changes to products on prod. line
quality control 50%
NA Change over time
Scrap Capability-building
the digital transformation,
represents a key element of
End-to-end supply chain
Automatic changes synchronization
to products on prod. line 35%
50% Inventory
Change over time with a «digital college» and
the digital transformation,
«SMART Lab» leveraged to
Digital direction
End-to-end setting
supply chain synchronization 35% Reliability
NA Inventory and OEE with a «digital college» and
upskill employees
«SMART Lab» leveraged to
Modelling and simulation
Digital direction setting NA Testing time
Reliability and OEE upskill employees
Machine
Modellingalarm aggregation
and simulation NA Reactiontime
Testing time for alarms Collaborations with
universities support skill-
Digital dashboards
Machine to monitor OEE
alarm aggregation 11%
NA OEE
Reaction time for alarms Collaborations with
building and dedicated
universities support skill-
Sensor-based KPI reporting
Digital dashboards to monitor OEE 11% Transparency
NA OEE of machine status events ensure a high level
building and dedicated
of workforce engagement
Cost modeling KPI reporting
Sensor-based NA Accuracy of cost
Transparency calculation
of machine status events ensure a high level
of workforce engagement
Additive manufacturing (3D printing)
Cost modeling NA Time to market
Accuracy of cost calculation
Parametric
Additive design and manufacturing
manufacturing (3D printing) 41%
NA Improved productivity
Time to market High level of operator
involvement in
Digital thread
Parametric through
design andproduction process
manufacturing 38%
41% Improved productivity
Engineering productivity High level of operator
development of new use
involvement in
Business intelligence
Digital thread throughplatform
production process NA Quality of productivity
38% Improved
Operator decisions
productivity cases
development of new use
Real-time process control
Business intelligence system
platform NA Machine
Quality ofOEE
decisions cases
Unmanned vehiclescontrol
Real-time process for inspection
system 5%
NA Environmental
Machine OEE waste Collaborated with
universities to develop a
Asset predictive
Unmanned analytics
vehicles for inspection 2%
5% Energy efficiency
Environmental waste Collaborated with
dedicated program for
universities to develop a
Asset Performance Management
predictive analytics 3%
2% Reliability
Energy efficiency specialists in data science
dedicated program for
and robotics
Wearables for operators
Asset Performance Management 10%
3% Workforce
Reliability productivity specialists in data science
and robotics
Analytics
Wearablesand
for artificial
operators intelligence center 12%
10% Maintenance cost
Workforce productivity
Predictive maintenance
Analytics and through IoT
artificial intelligence center 7%
12% OEE
Maintenance cost Workforce involved in the
digital transformation from
Mixed reality
Predictive for maintenance
maintenance work
through IoT 20% Time to diagnosis/repair
7% OEE Workforce involved in the
the beginning, leveraging
digital transformation from
Energy management
Mixed reality through IoT
for maintenance work 10%
20% Energy
Time to costs
diagnosis/repair digital technologies such as
the beginning, leveraging
virtual reality to
Lean digitization
Energy management through IoT NA
10% Time forcosts
Energy lean analysis digital technologies such as
communicate vision
virtual reality to
Smart supply chain- Automated Guided Vehicles
Lean digitization 80%
NA Time for milk
lean runs
analysis communicate vision
Digital
Smart performance
supply chain-management
Automated Guided Vehicles 40%
80% Defects
Time for per
milkmillion
runs A scalable IoT
architecture supports the
Integration
Digital of ERP²/MES³/PLM
performance management
4 100%
40% C/O 5 quality
Defects compliance
per million A scalable IoT
deployment of new use
architecture supports the
3D Simulation
Integration for Production Line
of ERP²/MES³/PLM 4 20% Cycle
100% C/O time compliance
5 quality cases
deployment of new use
Digital Assistant
3D Simulation forSystem for Operators
Production Line 100%
20% Issues from customer claims
Cycle time cases
Implementation
Digital Assistant of Automation
System for Operators ~45%
100% Labor
Issues avoidance
from customer claims
AA 6
-based image
Implementation ofrecognition
Automation 50% Cost ofavoidance
~45% Labor yield losses A digital academy has
trained more than 200
AA-based
AA -basedraw
6
material
image selection
recognition NA
50% Cost of yield
raw materials
losses A digital academy has
employees from all levels of
trained more than 200
AA-based product quality
raw material optimization
selection 80%
NA Quality
Cost of reject rate
raw materials the organization in data
employees from all levels of
analytics and digital tools
Prediction of weld quality
AA-based product quality optimization 50%
80% Reduction of re-welds
Quality reject rate the organization in data
analytics and digital tools
S&OP planning
Prediction
7
based
of weld on artificial Intelligence
quality 50% Late deliveries
Reduction of re-welds
Rapid 7design
S&OP prototyping
planning based onthrough
artificial 3D printing
Intelligence 89%
50% Time to market
Late deliveries An agile working mode
supports the
Advanced analytics
Rapid design platform
prototyping through 3D printing 95%
89% First
Timepass yield
to market An agile working mode
implementation of new use
supports the
Digital
Advancedtwins – factory
analytics network
platform NA
95% Lead time yield
First pass and cost cases as well as the
implementation of new use
improvement of products
3D scanning
Digital twins –forfactory
qualitynetwork NA Quality control
Lead time and labor
cost content cases as well as the
improvement of products
3D scanning for quality NA Quality control labor content
Fourth Industrial Revolution: Beacons of Technology and Innovation in Manufacturing 133. Understanding Lighthouses: Characteristics,
Differentiators and Success Factors
Lighthouse characteristics different Fourth Industrial Revolution use-cases to transform
their operations. They have, on average, 10–15 use-cases
Injectors of human capital at an advanced stage and are working on the development
of an additional 10–15. Accordingly, lighthouses are
Contrary to widespread concerns about worker resetting industry benchmarks for operational and financial
displacement, the lighthouse factories are not deploying key performance indicators (KPIs). Some lighthouses even
Fourth Industrial Revolution technology to replace operators. outperformed their internal expectations by a factor of two.
A McKinsey report suggests that fewer than 5% of With this transformative approach, lighthouses radically alter
occupations consist of activities that are 100% automatable their operations and achieve a step change in performance
with today’s technology, while 62% of occupations have at increase – thereafter, they can engage in accelerated
least 30% of automatable tasks6 (Figure 4). continuous improvement efforts, using new Fourth Industrial
Consequently, employees in production enjoy a working Revolution technologies and capabilities (Figure 5).
routine that is becoming less repetitive and more interesting,
diversified and productive. Employees at all career stages Open innovators and collaborators
enjoy new tasks and responsibilities that demand the human
skill of dynamic decision-making in a changing environment. The lighthouses demonstrate that the Fourth Industrial
Revolution journey need not be solitary – beacons can
Industry leaders that are resetting benchmarks guide the way. Indeed, lighthouses are part of an innovation
environment that involves universities, start-ups and other
The Fourth Industrial Revolution differs from the continuous technology providers. Lighthouses have worked through
improvement efforts that have characterized factories for the process of discerning amid thousands of technology
decades. It is not incremental; rather, it involves a step providers – they have narrowed the options to a system
change – it is resetting benchmarks. Lighthouses employ with which they collaborate closely and develop their Fourth
Industrial Revolution solutions on the shop floor.
Figure 4: Automation potential of manual activities7
Share of roles
100% = 820 roles
62% of occupations have at least 30% of 100
their activities that are automatable 91
73
90 >80 >70 >60 >50 >40 >30 >20 >10 >0
Technical automation potential, in percent
Source: McKinsey & Company
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