acatech STUDY
Industrie 4.0 Maturity Index
Managing the Digital Transformation of Companies
Update 2020
Günther Schuh, Reiner Anderl, Roman Dumitrescu, Antonio Krüger, Michael ten Hompel (Eds.)
INDUSTRIE 4.0 MATURITY CENTER acatech STUDIE Industrie 4.0 Maturity Index
Managing the Digital Transformation of Companies
Update 2020
Günther Schuh, Reiner Anderl, Roman Dumitrescu, Antonio Krüger, Michael ten Hompel (Eds.)
INDUSTRIE 4.0 MATURITY CENTER The acatech STUDY series
The reports in this series present the results of the Academy’s pro- jects. The STUDY series provides in-depth advice for policymakers and the public on strategic engineering and technology policy issues. Responsibility for the studies’ contents lies with their editors and authors.
All previous acatech publications are available for download from www.acatech.de/publikationen. Contents
Foreword 5
Management Summary 7
Project 8
1 Introduction 11
2 Objective and methodology 14 2.1 Methodological approach 14 2.2 The acatech Industrie 4.0 Maturity Index 15
3 Design of the acatech Industrie 4.0 Maturity Index 17 3.1 Value-based development stages 17 3.1.1 Stage one: Computerisation 17 3.1.2 Stage two: Connectivity 18 3.1.3 Stage three: Visibility 19 3.1.4 Stage four: Transparency 20 3.1.5 Stage five: Predictive capacity 20 3.1.6 Stage six: Adaptability 20 3.2 General model design 21
4 Industrie 4.0 capabilities for businesses 23 4.1 Resources 23 4.1.1 Digital capability 24 4.1.2 Structured communication 25 4.1.3 Conclusion 27 4.2 Information systems 27 4.2.1 Self-learning information processing 28 4.2.2 Information system integration 29 4.2.3 Conclusion 31 4.3 Organisational structure 31 4.3.1 Organic internal organisation 31 4.3.2 Dynamic collaboration within the value network 33 4.3.3 Conclusion 35 4.4 Culture 35 4.4.1 Willingness to change 36 4.4.2 Social collaboration 37 4.4.3 Conclusion 38 5 Functional areas in the business 39 5.1 Development 39 5.2 Production 41 5.3 Logistics 42 5.4 Services 43 5.5 Marketing & Sales 45
6 Application of the acatech Industrie 4.0 Maturity Index 47 6.1 Principles of application 47 6.1.1 Stage 1: Identification of the current Industrie 4.0 maturity stage 47 6.1.2 Stage 2: Identification of capabilities requiring development 49 6.1.3 Stage 3: Identifying concrete measures 50 6.2 Quantify the benefits 50 6.3 Example application in a company 52
7 Conclusion 54
References 55 Foreword
for the overwhelming success of the original acatech STUDY Foreword Industrie 4.0 Maturity Index, which was published in 2017.
Many Industrie 4.0 related projects within companies are cur- Companies are constantly being confronted with new challeng- rently launched in response to rising competitive pressures and es. Platforms are changing the face of traditional markets, new growing need to tackle the digital transformation. However, a technologies and working methods are resulting in shorter inno- large proportion of these projects are failing. This is often be- vation cycles, while climate change and resource scarcity de- cause they don’t contribute significantly enough to the corpo- mand solutions that are compatible with a circular economy. In rate objectives, are too strongly focused on individual technolo- order to remain competitive, it is becoming more and more im- gies, or cannot be scaled up. Accordingly, to add value and portant for companies to develop competencies such as resil- support the company’s goals, individual pilot projects must be ience, responsiveness and adaptability. scalable and must deliver positive results within a short timeframe. Industrie 4.0 marks the onset of the fourth industrial revolution. The factory of the future will be hyperconnected, smart and au- In our experience, companies can benefit significantly from car- tonomous. It will also be characterised by high adaptability and rying out an integrated, systematic analysis of their own individ- optimal resource utilisation. Industrie 4.0 can deliver huge ben- ual digital transformation that is focused on meeting their corpo- efits for the productivity and profitability of German manufactur- rate objectives. The strategic implementation of Industrie 4.0 in ing industry, manufacturing equipment suppliers and enterprise accordance with the systematic approach outlined in this study software companies. While collaboration between man and ma- facilitates not only the introduction of pilot projects but also the chine will call for greater flexibility and adaptability, it also of- company-wide scale-up that is essential in order to add value. fers people the prospect of better, more fulfilling jobs. The fact that companies are buying into this approach and are The use of digital technologies and the comprehensive network- increasingly having positive experiences with Industrie 4.0 is ing of objects, devices and machines in the course of the imple- reflected in the huge interest surrounding our original study. In mentation of innovative Industry 4.0 solutions also contribute to this new Update 2020 edition, we revisit the original guidelines improvements in the speed of reaction and the resilience of com- for a successful digital transformation in manufacturing compa- panies in order to better overcome unexpected developments nies, addressing both their business strategy and the four struc- such as the coronavirus crisis. In addition, real-time networking tural areas of resources, information systems, culture and organ- simplifies operation while maintaining physical distance. isational structure. Concrete examples from companies that have successfully implemented this approach and achieved a positive In recent years, companies have become increasingly aware of impact on their performance are provided in our companion Industrie 4.0’s potential. Companies see Industrie 4.0 as an publication Using the Industrie 4.0 Maturity Index in Industry – opportunity to gain a competitive advantage so that they can current challenges, case studies and trends. become market leaders or strengthen their existing market lead- ership. However, although more and more companies now per- I hope you enjoy reading this new edition. ceive the digital transformation as an opportunity, 58% of the board members surveyed by BITKOM Research in 2019 admitted that their company was lagging behind with regard to digitalisa- Prof. Henning Kagermann tion. The demand from businesses for clear guidance accounts Chairman of the acatech Board of Trustees
5
Management Summary
resources, information systems, organisational structure and cul- Management Summary ture. Each of these areas has two fundamental principles at- tached to it. The main challenge for companies wishing to imple- ment Industrie 4.0 is to put these principles into practice by The term Industrie 4.0 has been used since 2011 to describe the developing the various specific capabilities described in this widespread integration of information and communication tech- study. Doing so will allow them to generate knowledge from nology in industrial manufacturing. As well as increasing the effi- data, enabling rapid decision-making and adaptation processes ciency of processes, routines and systems, Industrie 4.0 offers throughout every part of the company. The acquisition of this companies new opportunities to differentiate their products and agility provides companies with a significant competitive advan- services. However, it is not enough to address the developments tage in a disruptive environment. Manufacturing companies can associated with the fourth industrial revolution from a purely use the acatech Industrie 4.0 Maturity Index to develop a digital technological perspective. Digitalisation also requires companies roadmap that is precisely tailored to their individual needs and to transform their organisation and culture so that they can be- can be used to implement Industrie 4.0 and transform the com- come as flexible and adaptable as possible. There is no denying pany into a learning, agile organisation. Since its publication in that advanced technologies make it possible to access a much 2017, the methodology outlined in the acatech Industrie 4.0 Ma- wider range of data – artificial intelligence techniques in particu- turity Index has been widely used by companies, both to gain a lar enable powerful new data analysis and evaluation processes. better understanding of Industrie 4.0 and in particular to guide However, the ability to implement these technologies and lever- the development of their own digital transformation process. The age the data’s underlying potential is just as dependent on a fact that the study has been downloaded ten thousand times company’s organisational structure and culture. The ultimate from the websites of acatech and its project partners bears wit- goal is to become a learning, agile company capable of adapting ness to this widespread interest. continuously and dynamically to a disruptive environment – par- ticularly to better overcome unexpected developments like the This 2020 update revisits the acatech Industrie 4.0 Maturity In- coronavirus crisis. dex, incorporating a number of editorial changes into the STUDY together with updates to some of the illustrations. The acatech Industrie 4.0 Maturity Index presented in the first edition of this study in 2017 was developed with the aim of pro- Our new companion publication Using the Industrie 4.0 Maturity viding companies with a guide to introducing and implementing Index in Industry – current challenges, case studies and trends pre- the required digital transformation process. This guide comprises sents examples of companies that are already successfully using a six-stage maturity model in which the attainment of each de- the Maturity Index in practice. As well as reviewing the status velopment stage delivers additional benefits. The acatech Indus- quo, it identifies current trends, areas requiring urgent action and trie 4.0 Maturity Index focuses on the four key structural areas of future challenges.
Methodology n u tr e Matur ty n e Application
2017 2020 Industrie 3.0 Industrie 4.0 2020
How can an autonomous response be achieved? “Self-optimising” e ur e Information n rmat n Digital capability processing y tem What will happen? “Being prepared” Structured Integration of communication IT systems
Value Organic Willingness Why is it happening? internal organisation to change “Understanding” acatech COOPERATION a ate S a ate S Dynamic collaboration What is happening? Using the Industrie 4.0 in value networks Social collaboration n u tr e Maturity Index rgan at na tru ture u ture n u tr e Matur ty n e “Seeing” in Industry Matur ty n e Managing the Digital Transformation – current challenges, case studies and trends Managing the Digital Transformation of Companies of Companies Update 2020 Computerization Connectivity Visibility Transparency Predictive capacity Adaptability Günther Schuh, Reiner Anderl, Roman Dumitrescu, Antonio Krüger, nt er S u e ner n er nt er S u e ner n er Michael ten Hompel (Eds.) rgen au eme er M ae ten m e man um tre u nt n r ger 16 % 80 % 4 % 0 % 0 % 0 % gang a ter M ae ten m e 14,58 mm Predictive Computerization Connectivity Visibility Transparency capacity Adaptability INDUSTRIE 4.0 n=70 MATURITY CENTER INDUSTRIE 4.0 MATURITY CENTER 1 2 3 4 5 6
a ate S u ate a e tu y u at n • Editorial changes • Status quo of studied companies • Updated content • Presentation of case studies • Revised illustrations • Description of next steps/trends
Figure 1: Study update and companion publication with case studies (source: authors’ own illustration)
7 – Dr. Ravi Kumar G.V.V., Infosys Ltd. Project – First version of – Udo Lange, itelligence AG – Dr. Jan Stefan Michels , Weidmüller Interface GmbH & Co. KG the study 2017 – Jeff Miller, Inspirage, LLC – Gordon Mühl, Huawei Technologies – Prof. Dr.-Ing. Boris Otto, Fraunhofer Institute for Software Project management and Systems Engineering ISST, TU Dortmund University – Felisa Palagi, Internet Creations – Prof. Dr.-Ing. Günther Schuh, RWTH Aachen/acatechh – Dr. Thomas Roser, PTC Inc. – Sudip Singh, ITC Infotech – Prof. Dr. Volker Stich, FIR e.V. at RWTH Aachen Project group – Klaus Strack, itelligence AG – Erwin Tanger, Atos IT Solutions and Services GmbH – Prof. Dr.-Ing. Reiner Anderl, Department of Computer – Dr. Adeline Thomas, itelligence AG Integrated Design (DiK), Technical University of – Frank Tüg, PTC Inc. Darmstadt/acatech – Werner Varro, TÜV SÜD Product Service GmbH – Prof. Dr.-Ing. Jürgen Gausemeier, Heinz Nixdorf Institute, – Kevin Wrenn, PTC Inc. Paderborn University/acatech Executive Board member – Rene Zölfl, PTC Inc. – Prof. Dr.-Ing. Günther Schuh, RWTH Aachen University/ acatech – Prof. Dr. Michael ten Hompel, Fraunhofer Institute for Consortium partners/project team Material Flow and Logistics IML, TU Dortmund University/ acatech – Dr. Tilman Becker, German Research Center for Artificial – Prof. Dr. Dr. h.c. mult. Wolfgang Wahlster, German Intelligence, DFKI Research Center for Artificial Intelligence, DFKI/acatech – Dr. Anselm Blocher, German Research Center for Artificial Intelligence, DFKI – Isabel Bücker, McKinsey & Company Experts – Marvin Drewel, Heinz Nixdorf Institute, Paderborn University – Ulrich Ahle, FIWARE Foundation e.V. – Andreas Faath, Computer Integrated Design (DiK), – Dr. Sebastian Busse, Unity AG Technical University of Darmstadt – Prof. Dr.-Ing. Roman Dumitrescu, Heinz Nixdorf Institute, – Dr. Tobias Harland, Industrie 4.0 Maturity Center at RWTH Paderborn University; Fraunhofer Institute for Mechatronic Aachen Campus Systems Design IEM – Dr. Mario Hermann, TU Dortmund University – Nampuraja Enose, Infosys Ltd. – Gerd Herzog, Evonik Technology & Infrastructure GmbH – Kent Eriksson, PTC Inc. – Dr. Philipp Jussen, Schaeffler Technologies AG & Co. KG – Dr. Ursula Frank, Beckhoff Automation GmbH & Co. KG – Ulrike Krebs, FIR e. V. at RWTH Aachen – Dr. Bertolt Gärtner, TÜV SÜD AG – Dr. Maximilian Lukas, Vaillant Group – Markus Hannen, PTC Inc. – Benedikt Moser, FIR e. V. at RWTH Aachen – Dr. Florian Harzenetter, PTC Inc. – Katrin Pitz, Computer Integrated Design (DiK), Technical – Dr. Andreas Hauser, TÜV SÜD Asia Pacific Pte. Ltd. University of Darmstadt – Craig Hayman, AVEVA Group – Dr. Daniel Porta, German Research Center for Artificial – Howard Heppelmann, PTC Inc. Intelligence, DFKI – Claus Hilger, independent consultant , Hilger Consulting – Dr. Jan Reschke, SMS group GmbH – Ulrich Kreitz, itelligence AG – Dr. Sebastian Schmitz, Industrie 4.0 Maturity Center at – David Kronmüller, KONUX GmbH RWTH Aachen Campus
8 Project – First version of the study 2017
– Moritz Schröter, FIR e. V. at RWTH Aachen Funding and project support – Moritz Weber, Computer Integrated Design (DiK), Technical University of Darmstadt The study was funded by partners from industry. acatech would – Lucas Wenger, FIR e. V. at RWTH Aachen like to thank the following companies: – Dr. Thorsten Westermann, Miele & Cie. KG – Dr. Violett Zeller, FIR e. V. at RWTH Aachen – Infosys Ltd. – PTC Inc. – TÜV SÜD AG Project coordination – Technology Network it’s OWL and affiliated companies – Atos IT Solutions and Services GmbH – Christian Hocken, Industrie 4.0 Maturity Center at RWTH – Beckhoff Automation GmbH & Co. KG Aachen Campus – HARTING Technology Group – Dr. Alexander Werbik, WEVENTURE GmbH – itelligence AG – Dr. Johannes Winter, acatech Office – UNITY AG – Weidmüller Interface GmbH & Co. KG
9 – Dr. Tobias Harland, Industrie 4.0 Maturity Center at RWTH Project – Update of the Aachen Campus – Jonas Kaufmann, Industrie 4.0 Maturity Center at RWTH study 2020 Aachen Campus – Jörn Steffen Menzefricke, Heinz Nixdorf Institute, Pader- born University Project management – Laura Mey, Industrie 4.0 Maturity Center at RWTH Aachen Campus – Prof. Dr.-Ing. Günther Schuh, RWTH Aachen University/ – Felix Optehostert, Industrie 4.0 Maturity Center at RWTH acatech Aachen Campus – Dr. Daniel Porta, German Research Center for Artificial Intelligence, DFKI Project group – Jannik Reinhold, Heinz Nixdorf Institute, Paderborn University – Prof. Dr.-Ing. Reiner Anderl, Department of Computer – Dr. Sebastian Schmitz, Industrie 4.0 Maturity Center at Integrated Design (DiK), Technical University of RWTH Aachen Campus Darmstadt – Yübo Wang, Computer Integrated Design (DiK), Technical – Prof. Dr.-Ing. Roman Dumitrescu, Heinz Nixdorf Institute, University of Darmstadt Paderborn University; Fraunhofer Institute for Mechatronic – Lucas Wenger, FIR e. V. at RWTH Aachen Systems Design IEM – Dr. Violett Zeller, FIR e. V. at RWTH Aachen – Prof. Dr. Antonio Krüger, German Research Center for Artificial Intelligence, DFKI/acatech – Prof. Dr.-Ing. Günther Schuh, RWTH Aachen University/ Project coordination acatech – Prof. Dr. Michael ten Hompel, Fraunhofer Institute for – Christian Hocken, Industrie 4.0 Maturity Center at RWTH Material Flow and Logistics IML, TU Dortmund University/ Aachen Campus acatech – Joachim Sedlmeir, acatech Office – Dr. Johannes Winter, acatech Office
Experts The first version of this acatech STUDY was realized in 2017 with the support of Infosys Ltd., PTC Inc., TÜV SÜD AG, and the – Mark Gallant, PTC Inc. Technology Netzwork it’s OWL and affiliated companies. We – Markus Hannen, PTC Inc. would like to thank PTC Inc., the Industrie 4.0 Maturity Center, – Dr. Florian Harzenetter, PTC Inc. and all professional partners for supporting the acatech – Howard Heppelmann, PTC Inc. Industrie 4.0 Maturity Index – Update 2020. – Prof. Dr.-Ing. Boris Otto, Fraunhofer Institute for Software and Systems Engineering ISST, TU Dortmund University – Prof. Dr. Volker Stich, FIR e.V. an der RWTH Aachen – Kevin Wrenn, PTC Inc. – Rene Zölfl, PTC Inc.
Consortium partners/project team
– Nazanin Budeus, Fraunhofer Institute for Material Flow and
Logistics IML, INDUSTRIE 4.0 – Stefan Gabriel, Fraunhofer Institute for Mechatronic MATURITY CENTER Systems Design IEM – Marcel Hagemann, Industrie 4.0 Maturity Center at RWTH Aachen Campus
10 | 2 | 1 many, are facedwithincreasingly competitive markets. The At thesame time,manufacturing companies, especiallyinGer vidual enterprisesorat thelevel of theeconomy asawhole. limited examples of transformational change eitherwithinindi real needs of manufacturing companies. Consequently, there are fail toreflect theorganisation’s actualprocesses ortomeetthe onlyevolutionaryoften in nature. Unfortunately, they alsooften ganisational structure andculture. thechanges As are aresult, look key aspectsof itsimplementation suchasacompany’s or sincethey overdemonstrate thefullpotentialof Industrie 4.0, technological feasibilitystudies.Projects like thisare unableto involve occasionalpilotprojects that are infactmore akinto theonly measuresAt implemented present, inmany companies reluctant toinvest. that forthetimebeingGerman companies are proving extremely and excessively long implementation timeframes, the result is with thepurportedtechnologicalandfinancialuncertainties among small and medium-sized enterprises (SMEs). Together the key obstacles to the introduction especially of Industrie 4.0, identifies a lack of transparency regarding thebenefitsasone of eral MinistryforEconomicAffairs andEnergy (BMWi)which benefits of Industrie 4.0. Thisisconfirmedinastudybythe Fed that many companies currently failtoappreciate theconcrete euros fortheperiodto2025alone. facturing industryisestimated tobebetween70 and140 billion The value creation potentialof Industrie4.0forGerman manu US andtheIndustrialValue Chain Initiative inJapan. the world,forexample theIndustrialInternetConsortiumin digitally connectedindustrialproduction have sprunguparound tions. Since2011, anumberof initiatives addressing thethemeof directly inthefootstepsof thethree previous industrialrevolu ludes tohow thistrend’s potentiallyrevolutionary impact follows communication technology inindustrialproduction. The“4.0”al ance todescribethewidespread integration of information and nication Promoters Group of theIndustry-Science Research Alli was introduced in2011The term“Industrie 4.0” bytheCommu 1
See BMWi2015, p.37. See Auer 2018, p.8. Introduction 2
1 Oneof themain reasons is ------potential forafar-reaching transformation. to illustrate themajor shortcomingsthat currently existandthe waiting fortherightinformation. Theseare just afew examples decision-makers regularly have tospendtimesearching and even thiscanbevery time-consuming.Many employees and fications tothedevelopment or manufacturing process and thing new islearned,itonlypossibletomake limitedmodi needs.Whensome ofhensive thecustomer’s understanding and set out detailed product specifications without a compre development processes issueproduct requirements documents based onaintuitive feelingrather than onhard data. Product cesses can take or even weeks months and decisions are often ing thecontrol pointof theircore business.Decision-making pro failtoaddresstices often thischallenge andruntheriskof los remain competitive over thelongerterm.Current businessprac nesses needtomake fasterandbetterdecisionsifthey are to dynamic environment andresulting complexity meanthat busi and data analysisare visibleacross theentire enterprise. described above across all of their business processes and if data 4.0ifthey implement thepractices full potentialof Industrie companies Ofcourse, willonlybeabletoleveragetrie 4.0. the important opportunityformanufacturing companies inIndus Thistransformation intoanagilecompanytrie 4.0. isthemost agility that isthekey capability required bycompanies inIndus the organisational components makes itpossibletoachieve the faster. Interconnectedness of the technological and in particular quirements andbringtheseproducts tomarket exponentially products that are more precisely re tailored totheircustomers’ increasinglytomers’ dynamic markets, befastertodevelop new al structure, thisallows companies toreact fastertotheircus decision-making processes. Coupledwiththerightorganisation how thingsrelate toeachotherandprovides thebasisforfaster – if necessary –in real-time, of enables a better understanding huge quantities of data andinformation at affordable pricesand tween cyber-physical Theavailability systemsandpeople”. of volume, multilateral communication andinterconnectedness be as“real-time, highdata model. ThisstudydefinesIndustrie 4.0 the focusof entire businessunitsorchanges tothebusiness neering, manufacturing, servicesandsalesmarketing and to es accelerate corporate decision-making andadaptation process The chiefeconomicpotentialof Industrie 4.0 liesinitsabilityto . Thisappliesbothtoprocesses fordriving efficiencyinengi Introduction 11 ------
Introduction The agile company in Industrie 4.0 At present, when an event occurs in a company there is a delay
Introduction before detailed insights about the event become available. This Agility is a strategic characteristic that is becoming increasing- means that there is also a delay in taking the corresponding ly important to successful companies. In this context, agility decisions and (counter-)measures (see Figure 2). One of the denotes the ability to implement changes in the company in reasons is that the relevant information systems are not suffi- real-time, including fundamental systemic changes to the com- ciently integrated to enable end-to-end data processing, from pany’s business model, for example. data capture to analysis.
Consequently, the significance of Industrie 4.0 lies in the key role Industrie 4.0 capabilities help manufacturing companies to of information processing in enabling rapid organisational adap- dramatically reduce the time between an event occurring and tation processes. The faster an organisation can adapt to an the implementation of an appropriate response (see Figure 3). event that causes a change in its circumstances, the greater the In practice, this means that, for example, changes in customer benefits of the adaptation. In this context, the umbrella term requirements based on field data can be incorporated even dur- “event” may relate to a range of different business decisions. ing a product’s manufacturing process because the company Events may be short-term in nature, for instance a production possesses the agility to adapt to the new situation. As a result, line breakdown, or medium- to long-term, for example a change the customer can be supplied with a product tailored to their in product requirements and the associated modifications to the exact requirements in a significantly shorter period of time and product design itself, to the manufacturing process and to relat- higher quality. ed processes in purchasing, quality and service.
Event
Insights about the event become available
Analysis completed
(Counter-)measure approved
(Counter-)measure takes eect Bene ts/value of adaptation
Time Insight Analysis Decision Action latency latency latency latency
Figure 2: Corporate adaptation processes (source: based on Hackathom 2002; Muehlen/Shapiro 2010)
12 Introduction
A variety of different technologies must be deployed to achieve this
Augmented Reality target state. In addition, relevant information have to be available Introduction by open isolated data silos. However, these technological changes One example to reduce latencies is Augmented Reality: are not enough on their own. New approaches to the company’s Imposing digital information on a real world environ- organisational structure and culture are also crucial to a successful ment creates a new dimension of use cases. Digital in- transformation. For instance, the entire organisation must be pre- formation such as 3D CAD models or data captured by pared to support and shape these continuous changes. sensors or calculated by IT systems can be placed in con- text to a real world environment. This creates a dramat- The goal of the transformation is to create a learning, agile com- ically enlarged information flow from the IT world to e.g. pany capable of continuously adapting to changing conditions an operator or a service technician. As a result any task thanks to the use of the relevant technologies, organisational performed by these roles will be completed faster with learning and decision-making processes that take advantage of less errors, since they can be provided with the exact rel- high data quality that is available more rapidly. The learning, evant data. Old ways to convey such information e.g. by agile company is able to occupy digital control points. The manuals or phone calls can be eliminated. acatech Industrie 4.0 Maturity Index provides manufacturing companies with guidance both on how to forge their own indi- vidual path towards becoming a learning, agile company and on which measures will deliver concrete benefits.
Event
Technological elements of Industrie 4.0
. Real-time capability A . Systems integration (Counter-)measure takes eect . Big Data Analytics (known hypotheses) B . Machine Learning and Arti cial Intelligence (new contexts)
. Decision support systems D C (visualisation) . Automated decision making C Bene ts/value of adaptation . Vertical and horizontal process and B D systems integration . Cyber-physical systems A
Time
Figure 3: How organisational learning increases the value of an adaptation (source: FIR e. V. at RWTH Aachen University)
13 and allowed projects to be planned and implemented in a 2 Objective and short space of time.
methodology Figure 4 illustrates how the study methodology was divided into four constructive stages. Three of these four stages built on each other, while the fourth provided a constant thread throughout The overall goal of this study is to provide a means of establish- the study’s duration. ing companies’ current Industrie 4.0 maturity stage and of identifying concrete measures to help them achieve a higher The initial “research and industry consortium” stage formed the maturity stage in order to maximise the economic benefits of basis of the entire study. The extensive support provided by the methodology Objective and and Objective Industrie 4.0 and digitalisation. The assessment of current pro- partners from research and industry over a one-year period al- cesses and the subsequent identification of areas requiring lowed a balance to be struck between theory and practice. action provide companies with specific and practical guidance for shaping their digital transformation. The consortium held regular steering committee meetings dur- ing which the steering committee members received updates about the project and reviewed its progress. 2.1 Methodological approach Finally, the overall methodology was validated in different com- The close cooperation with the project partners and the practice- panies. The validation at technology manufacturer Harting AG & oriented methodological approach were based on a combination Co. KG is presented in Chapter 6.3. This served to demonstrate of workshops and case studies. Case studies investigate a con- that the model developed in the study does in fact cover the rele temporary phenomenon within its real-life context and are used vant areas within a manufacturing company, confirming the va- when the boundaries between phenomenon and context are not lidity of its formal aspects and content. The specific recommen- clearly evident.3 This methodology was chosen for this acatech dations derived from the model were shown to be realistic and study because, from an academic perspective, the field of Indus- to provide companies with practical guidance. trie 4.0 is a recent phenomenon that lacks clear boundaries, since it is not yet sufficiently standardised and widespread. The fourth stage, which ran throughout the project’s duration, involved continuous testing of the interim findings. In keeping Workshops were employed to pool and make use of the differ- with the goal of continuous improvement, the findings were ent consortium members’ experience whilst at the same time directly used to expand and optimise the methodology. This re- encouraging interdisciplinary dialogue and cooperation. This duced the time and cost involved in the model’s development resulted in new cooperation ventures between the participants and is reflected in the quality of the methodology.
St eth
Methodology development Steering committee Validation of overall by partners from meetings to review 4 methodology constructive research and industry project ndings stages
Continuous testing of ndings
Approach based on combination of workshops and case studies
Figure 4: Study methodology (source: authors’ own diagram)
3 | See Yin 2009.
14 Objective and methodology
The methodology was repeatedly reviewed throughout these The road towards Industrie 4.0 will be different for every compa- stages, and was continuously optimised based on the experience ny. It is therefore necessary to begin by analysing each compa- built up over the course of the project. More than ten thousand ny’s current situation and goals. It is important to establish what downloads since its original publication, together with over a the company’s strategic objectives are for the next few years, the hundred academic citations and countless more in industry doc- areas in which it intends to add value through Industrie 4.0, the uments bear witness to the study’s extremely positive reception. extent to which it hopes to do so, and the indicators that can be Project case studies that contributed to a more comprehensive used to measure the results. For instance, the goal of boosting a validation of the methodology are included in our companion factory’s productivity could be achieved either by increasing out- publication Using the Industrie 4.0 Maturity Index in industry – put or by reducing production costs, while the goal of sustaina- current challenges, case studies and trends. bility could be accomplished through energy efficiency measures methodology and the goal of increased logistics agility by reducing lead times. and Objective The study is also inspiring the development of powerful tools. For Once the objectives have been identified, the extent to which instance, it provides the basis for the platform operated by the Industrie 4.0 is currently deployed in the relevant part of the Industrie 4.0 Maturity Center. It is also making an important business can be analysed and measured in order to establish contribution to the introduction of Industrie 4.0 concepts in spe- which technologies and systems have already been implement- cific industries, for example through the Pharma 4.0 initiative of ed and how they operate within the company. Based on the re- the International Society for Pharmaceutical Engineering (ISPE).4 sults, the next step is to identify the capabilities that the compa- ny still needs to acquire in order to successfully implement Industrie 4.0. A gap analysis is used to compare the company’s 2.2 The acatech Industrie 4.0 current Industrie 4.0 capabilities with what it requires in order to meet its strategic objectives. The measures needed to acquire Maturity Index the missing capabilities can then be brought together in a digi- The acatech Industrie 4.0 Maturity Index helps companies to de- tal transformation plan. It is important to recognise that success- termine which stage they are currently at in their transformation ful transformations happen in stages. Moreover, every company into a learning, agile company. It assesses them from a techno- must make a strategic decision about the specific benefits it logical, organisational and cultural perspective, focusing on the wishes to achieve. This methodology results in the formulation of business processes of manufacturing companies. a digital roadmap for all the relevant areas, with a step-by-step
Input Methodological analysis Output