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1、White Paper Global Lighthouse Network: Insights from the Forefront of the Fourth Industrial Revolution December 2019 In collaboration with McKinsey therefore, how they prepare for scaling up and engaging the workforce matters. While many manufacturers have made strides towards technological transfor
2、mation, the majority remain stuck in “pilot purgatory”, unable to realize the full potential of such transformation at scale.3 The importance of the operating system and essential enablers to scale has become even more apparent, given the growing performance gap between the leaders and the rest of t
3、he pack. In addition, a common thread across all Lighthouses is that they have recognized the centrality of their people and have discerned effective ways of empowering workers to realize the full potential of technology. By working with a select group of advanced manufacturers over the past few yea
4、rs, we have identified the essential factors that differentiate the front runners from the majority. These factors are presented in this report. It is vital for organizations that remain in “pilot purgatory” to be attentive to these Fourth Industrial Revolution leaders, lest they be left behind. Fra
5、ncisco Betti Head of Shaping the Future of Advanced Manufacturing and Production Enno de Boer Partner and Global Leader Manufacturing, McKinsey after all, when building digital connectivity on this broader level, complexity increases and stakeholder incentives differ. This requires companies to brea
6、k down internal divisions, share data with external stakeholders and build new capabilities thus demonstrating the continued importance of the human element in successful technology application. Transforming the ways in which people work together is essential. Lighthouses, along with the integrating
7、 technology itself, have invested in their people, especially in building capabilities, adjusting the organizational structure and developing new ways of working. Lighthouses have thoughtfully invested in training to reskill and upskill their workers for the changing tasks and new skill sets, often
8、partnering with educational institutions at the secondary and university levels. They have kept people at the centre, empowering them to realize their full potential alongside that of digital technology, demonstrating that true Fourth Industrial Revolution innovation is directly entwined with people
9、 and that the Fourth Industrial Revolution is, after all, a human enterprise. The Global Lighthouse Network4 provides a unique space for all companies to share and learn from best practices, incubate new collaborations and partnerships and accelerate the transition towards the future of manufacturin
10、g by deploying technology, transforming the workforce and escaping “pilot purgatory”. 6Global Lighthouse Network: Insights from the Forefront of the Fourth Industrial Revolution Section 1: Insights from the forefront of the Fourth Industrial Revolution The Fourth Industrial Revolution is gaining mom
11、entum, but not broadly enough The Fourth Industrial Revolution in manufacturing has fully taken hold and is making a major impact in a growing number of leading organizations, which are building on their lead with first-mover advantage. Since 2016, the World Economic Forum, in collaboration with McK
12、insey we may soon end up with a bipolar scenario, with only winners and losers. Delaying Fourth Industrial Revolution transformation is no longer a viable option. Companies that wish to remain competitive must embark on this journey. The Global Lighthouse Network helping companies navigate Fourth In
13、dustrial Revolution transformation Aiming to close the gap between front runners and laggards while accelerating widespread adoption of advanced manufacturing technologies, the World Economic Forum, in collaboration with McKinsey all of them are designed for broader scale-up. These leading Lighthous
14、es are pushing benchmarks and demonstrating that the adoption of Fourth Industrial Revolution technology is resulting in tangible improvements on many metrics. Moreover, they are showing that when companies expand digital connectivity beyond the plant site and through the value chain, they deliver e
15、ven greater results in terms of agility, speed to market and opportunities for mass customization. In addition, they have also demonstrated that digital transformation is possible without committing to an unsustainable outlay of capital resources. 7Global Lighthouse Network: Insights from the Forefr
16、ont of the Fourth Industrial Revolution The Global Lighthouse Network includes 44 sites as of 6 January 2020 End-to-end connected value chain Lighthouses Four-wall factory Lighthouses Fast Radius with UPS Additive manufacturing, US 2 Zymergen Biotechnology, US 1 Johnson indeed, taken together, they
17、illustrate that the benefits of new technology and innovative infrastructure are maximized when organizations keep human workers at the centre of their transformation. While all Lighthouses have engaged these enablers, E2E Lighthouses have taken these same six enablers and have applied them across a
18、n even broader context throughout the value chain. Agile approach to iterate continuously To achieve scale-up, companies have built on agile principles to innovate and transform in an iterative manner.7 An agile working mode means that organizations can collaborate and manage change continuously; th
19、is enables them to anticipate technical limitations, and surpass them when encountered. For the Lighthouses, this means iterate quickly, fail fast and learn continuously, create minimum viable products (MVPs) in two-week sprints, and bundle use cases for fast transformations in several waves, each o
20、f a few months duration. This agile approach stands in stark contrast to year-long pilots that are designed for perfection, but are outdated once completed as the technology has evolved more quickly than the solutions themselves. Technology ecosystem enables new levels of collaboration A technology
21、ecosystem involves relationships supported by technology that is, new levels of collaboration, including data sharing, are facilitated by a digital infrastructure. Leading organizations have expanded the network of companies with which they partner to bring new capabilities to the enterprise.8 What
22、is unique about these relationships is the mutual exchange of large amounts of data and collaboration on technology platforms to facilitate the exchange and consumption. This is a notable shift from the age-old idea of safeguarding technology solutions and data as a competitive advantage. Among Ligh
23、thouses, these partnerships have been observed with suppliers, partners in tangential industries and customers. Open collaboration and using best-available technology are essential to staying at the forefront. Lighthouses know about network benefits, and understand that acting alone would soon leave
24、 them behind. IIoT academies boost workforce skills Fourth Industrial Revolution leaders are using internal and external expertise to reskill and resource the transformation teams, ensuring that the workforce receives capability- building, guidance and the skills required as they adapt to continuous
25、 change. With the number of new capabilities needed across the entire organization, there is no way around upskilling the workforce and management at scale.9 Given the need to reskill and upskill the workforce at scale, the development of effective learning methods focused on technology becomes crit
26、ical. Examples include gamification, digital-learning pathways, VR/AR learning and AR and digital custom real-time work instructions. IIoT/data architecture built for scale-up Lighthouses are preparing existing IT systems to design and modernize the next generation of technology capabilities, ensuri
27、ng that selected IIoT architecture is sufficiently adaptable and future-proof. While initial use cases can still be hosted on legacy IT infrastructure, more advanced use cases require latency, streaming and security capabilities that most legacy infrastructure is not able to provide. Many companies
28、argue they are not ready for the more advanced use cases anyway, and delay the modernization of their IT/data stack. Lighthouses take a different approach. They know that speed matters; they know that its about providing their workforce with a technology infrastructure that allows innovation in a ma
29、tter of weeks, breaking down the technology isolation that long-winded year-long IT 16Global Lighthouse Network: Insights from the Forefront of the Fourth Industrial Revolution Figure 5: Lighthouses as the technology scale-up vehicle for companies Scale-up architecture Lighthouses serve as scale-up
30、vehicles, and together create a single, company-wide operating system comprising dozens of use cases and hundreds of deployments. Scale-up unit Lighthouses create a minimum viable product (MVP) of the company-wide IIoT operating system. This unit can then be replicated across the company. Scale-up e
31、nablers Six enablers provide essential reinforcement in the scaling of advanced manufacturing use cases. Company operating system One A new, consistent, enterprise-wide way of working across value chains, people, assets and sites Lighthouses Few Each Lighthouse integrates at least 20 use cases that
32、together innovate a value chain or factory, and form a building block for the infrastructure to reach scale Use cases 50+ Digital innovations that change how a business process is conducted Deployments 500+ Agile approach Agile digital studio IIoT stack Tech ecosystem IIoT academy Transformation off
33、i ce Local transformations that change the way people work across the organization People systems Upskilled workforce with future of work-ready profi les via an IIoT academy. Agile operating model fostered through agile digital studio Business processes Augmented operators,1 robotics and leaned-out
34、and automated processes are simulated and optimized by using a digital twin Management systems Digital performance management with AI- powered, personalized dashboards and alerts creates one source of truth and eliminates all waste in decision-making IIoT/data systems Modernized IIoT stack and data
35、model allows cyber connection between reality (e.g. shop-fl oor sensors) and IT systems,and agility to add use cases in a matter of weeks (technology democratization) 1. Operators whose work is augmented by technologies such as artifi cial intelligence, augmented reality, collaborative robots (cobot
36、s) or virtual reality People systems Business processes IIoT/data systems Management systems Figure 5: Lighthouses become the scale-up vehicle of the entire company 17Global Lighthouse Network: Insights from the Forefront of the Fourth Industrial Revolution projects have created. Ambitious chief inf
37、ormation officers have been able to increase their technology-release volume and speed by a factor of 10. The building of IIoT architecture should be intentional, such that it is designed for scale- up so as to avoid technical limitations. Companies that implement this in the very early stages of (o
38、r even before) their digital transformation best enable exponential scaling across the organization. Agile digital studios to support innovation Leading organizations are focused on creating spaces for development teams to organize and operate using the agile approach, better engaging employees and
39、supporting innovation across all levels of the business. To be agile, co-location of translators, data engineers, ERP systems engineers, IIoT architects and data scientists is essential, as is direction by product managers and an agile coach who makes sure that results are delivered in sprints and i
40、terated fast. Transformation office to support enterprise-wide change E2E front runners have demonstrated that having clear governance to provide value assurance for an enterprise- wide programme is essential to success. Lighthouses that achieve scale across E2E and sites have established governance
41、 models to support exchange and prioritization of best methodologies, with a focus on impact and solutions, as opposed to focusing principally on technology. A successful transformation office helps drive results in three ways:10 Increasing the speed of change by instituting a focused governance str
42、ucture with regular action-oriented meetings Adding transparency and focus on impact by keeping score and maintaining accountability Reinforcing change management goals through open communication and interaction with all levels of the organization and recognition of employees. Lighthouse case studie
43、s IIoT-integrated data backbone at Fast Radius Fast Radius, a US firm offering additive manufacturing solutions, couples a strong data backbone with digital planning to overcome inefficiencies by using total data transparency across functions. The companys analytics platform captures data throughout
44、 the manufacturing process and uses machine-learning algorithms to provide specific feedback to all segments of the value chain. This enables root-cause problem-solving across all functions by using the feedback to target deficient areas. The platform is enabled by an open communication protocol amo
45、ng all of the factorys sensors in the line and central cloud data storage. This data feedback loop yields improved design, which in turn permits a progressive reduction in quality issues and rework. Furthermore, the use of digital twins facilitates remote production, which can be viewed across all s
46、ites. This enables particular jobs to be allocated to particular sites while optimizing logistics and capacity, leading to a 36% inventory reduction. All of this has yielded a 90% reduction in time-to-market. Agile sprint teams at Unilever The business case designed to create the Unilever Dubai Pers
47、onal Care Site (DPC) was focused on achieving a competitive advantage through improved cost and increased responsiveness. In order to accelerate DPCs progress, it was imperative to fuel its growth through entrepreneurial spirit and to embody new ways of working in the Fourth Industrial Revolution jo
48、urney. This has enabled the site to focus on creating a dynamic structure that adopts sprint deployments of value creation. Additionally, these efforts have unlocked growth while improving cost and responsiveness to customers. Meanwhile, it has facilitated reorganization of workflows focused on empo
49、werment, sustainability and value creation directly linked to driving business results. Having realized the scope of the challenges and the cost constraints of deploying numerous third-party solutions, the factory management quickly identified an in-house team that combined a deep understanding of the challenges with the passion to develop digital solutions. An ex-process engineer was appointed to lead digital projects, supported by a team of engineers and technicians who would engage these projects on top of their current responsibilities. Duri