Using the Industrie 4.0 Maturity Index in Industry
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acatech COOPERATION Using the Industrie 4.0 Maturity Index in Industry Current challenges, case studies and trends Günther Schuh, Reiner Anderl, Roman Dumitrescu, Antonio Krüger, Michael ten Hompel (Eds.) INDUSTRIE 4.0 MATURITY CENTER acatech COOPERATION Using the Industrie 4.0 Maturity Index in Industry Current challenges, case studies and trends Günther Schuh, Reiner Anderl, Roman Dumitrescu, Antonio Krüger, Michael ten Hompel (Eds.) INDUSTRIE 4.0 MATURITY CENTER Contents Project 5 Executive Summary 6 1 Introduction 8 2 Experiences with using the acatech Industrie 4.0 Maturity Index in industry 9 2.1 What progress have companies made so far? 10 2.2 The digital diseases afflicting companies 12 2.3 Areas requiring urgent action by companies 14 2.3.1 Individual parts of products as information carriers 16 2.3.2 Replacing automation pyramids with edge and cloud computing 16 2.3.3 Practical example of agile work organisation: 72-hour prototyping 16 2.3.4 Empowering staff to shape the transformation 17 3 Case studies 18 3.1 Using the acatech Industrie 4.0 Maturity Index in companies 18 3.2 ZF Friedrichshafen AG: Industrie 4.0 rollout across 230 sites 18 3.3 HARTING Stiftung & Co. KG: using the Industrie 4.0 Maturity Index as the starting point for an integrated strategy 21 3.4 Kuraray Co Ltd.: increasing overall equipment effectiveness 23 3.5 Increasing productivity in a chocolate factory 26 4 Outlook: the next steps in the digital transformation 29 4.1 Self-organising resources, agile infrastructures 29 4.2 Artificial intelligence for industrial applications 30 4.3 Changes in the interactions between humans, organisations and technology 31 4.4 Management and Leadership “4.0” in the digitalised workplace 33 References 36 Project Project — Thomas Kämper, HARTING KGaa — Jonas Kaufmann, Industrie 4.0 Maturity Center at RWTH Aachen Campus Project management — Jörn Steffen Menzefricke, Heinz Nixdorf Institute, Paderborn University — Laura Mey, Industrie 4.0 Maturity Center at RWTH Aachen — Prof. Dr.-Ing. Günther Schuh, RWTH Aachen University/ Campus acatech — Matthias Müssigbrodt, FIR e. V. at RWTH Aachen — Markus Obermeier, HARTING IT Services GmbH & Co. KG — Felix Optehostert, Industrie 4.0 Maturity Center at RWTH Project group Aachen Campus — Dr. Daniel Porta, German Research Center for Artificial Intel- — Prof. Dr.-Ing. Reiner Anderl, Department of Computer Inte- ligence, DFKI grated Design (DiK), Technical University of Darmstadt — Jannik Reinhold, Heinz Nixdorf Institute, Paderborn University — Prof. Dr.-Ing. Roman Dumitrescu, Heinz Nixdorf Institute, — Dr. Sebastian Schmitz, Industrie 4.0 Maturity Center at RWTH Paderborn University/Fraunhofer Institute for Mechatronic Aachen Campus Systems Design IEM — Roman Senderek, FIR e. V. at RWTH Aachen — Prof. Dr. Antonio Krüger, German Research Center for Artificial — Yübo Wang, Computer Integrated Design (DiK), Technical Intelligence, DFKI/acatech University of Darmstadt — Prof. Dr.-Ing. Günther Schuh, RWTH Aachen University/ — Lucas Wenger, FIR e. V. at RWTH Aachen acatech — Dr. Violett Zeller, FIR e. V. at RWTH Aachen — Prof. Dr. Michael ten Hompel, Fraunhofer Institute for Material Flow and Logistics IML, TU Dortmund University/acatech Project coordination Experts — Christian Hocken, Industrie 4.0 Maturity Center at RWTH Aachen Campus — Mark Gallant, PTC Inc. — Joachim Sedlmeir, acatech Office — Markus Hannen, PTC Inc. — Dr. Johannes Winter, acatech Office — Dr. Florian Harzenetter, PTC Inc. — Howard Heppelmann, PTC Inc. We would like to thank PTC Inc., the Industrie 4.0 Maturity Center, — Prof. Dr.-Ing. Boris Otto, Fraunhofer Institute for Software and and all professional partners for supporting this companion pub- Systems Engineering ISST, TU Dortmund University lication to the acatech Industrie 4.0 Maturity Index. — Prof. Dr. Volker Stich, FIR e.V. at RWTH Aachen — Kevin Wrenn, PTC Inc. — Rene Zölfl, PTC Inc. Consortium partners/project team — Nazanin Budeus, Fraunhofer Institute for Material Flow and Logistics IML — Stefan Gabriel, Fraunhofer Institute for Mechatronic Systems Design IEM INDUSTRIE 4.0 — Marcel Hagemann, Industrie 4.0 Maturity Center at RWTH MATURITY CENTER Aachen Campus — Dr. Tobias Harland, Industrie 4.0 Maturity Center at RWTH Aachen Campus 5 Executive Summary interdepartmental cooperation and inadequate employee involve- ment in change processes. The lessons learned from three years of using the acatech Indus- At present, companies should therefore focus on the systematic trie 4.0 Maturity Index in industry make it plain that the fourth implementation of common data platforms throughout the busi- industrial revolution cannot be accomplished simply through the ness, for example using cloud-based Industrial Internet of Things implementation of individual, isolated prototypes. German manu- (IIoT) platforms that enable the aggregation of data from differ- facturing industry has now recognised this fact and is focusing on ent sources such as business application systems, machine con- the development of systematic, rigorously structured transforma- trollers and sensors. These platforms also provide a framework for tion programmes aimed at delivering clear value added. developing individual visualisations and applications. The lessons learned so far from the application of the Industrie 4.0 Maturity Index in industry show that there are a number of serious general The acatech Industrie 4.0 Maturity challenges in all four structural areas. These include end-to-end Index in use data delivery across the entire value chain in the “resources” area, the use of edge and cloud computing to break down the hier- archies of the automation pyramid in the “information systems” Since the publication of the acatech STUDY three years ago, the area, and the use of agile methods and promotion of employee Industrie 4.0 Maturity Index has proven its worth as a tool of- involvement in the “organisation” and “culture” areas. fering practical guidance on how to achieve a structured digital transformation. The widespread use of the Index and extensive The use of the Index by the major global automotive supplier interest in the themes it addresses indicate that companies are ZF Friedrichshafen AG illustrates the value of consolidating the increasingly intent on adopting an integrated approach to Indus- results of individual sites at group level in order to synchronise trie 4.0. The Index has been used for everything from drawing up digitalisation activities. HARTING KGaa was already involved systematic roadmaps for the digital transformation of individual in the 2017 acatech STUDY and has since achieved the third manufacturing sites to the synchronisation of different sites and maturity stage by producing guidelines, creating a digitalisation the formulation of a global digitalisation strategy. The Index team and integrating its machinery in order to improve data can also be used to measure and manage progress towards the delivery for its employees. The increase in overall equipment ef- digital transformation and to carry out technical due diligence for fectiveness achieved through the transformation programme at corporate acquisitions. These examples illustrate the significant specialty chemicals manufacturer Kuraray demonstrates that the value added that can be generated by using the Index. Index can have a positive impact in a variety of different indus- tries. At Kuraray, for example, the adoption of an IIoT platform 80% of the companies that took part in a survey by the Indus- has contributed to the implementation of Industrie 4.0. The case trie 4.0 Maturity Center said that they have attained “connectiv- study of a chocolate factory illustrates how the Index’s main use ity”, the second of the Index’s six maturity stages. In other words, in the food industry is to increase efficiency and output. they are currently working on the measures needed to achieve “visibility”, which is the first stage of Industrie 4.0. Just 4% of companies said that they have already achieved this next stage. Areas requiring future action These are the Industrie 4.0 pioneers or champions among the companies that took part in the survey. While it has delivered successful results over the past three years, the use of the Industrie 4.0 Maturity Index also raises a number of medium-term strategic issues. In the future, manufacturing Areas currently requiring action industry will be increasingly concerned with the “predictive capac- ity” and “adaptability” maturity stages. Here, the focus will be The widespread “digital diseases” afflicting many companies can on industrial applications of artificial intelligence and the socio- be cured or mitigated by adopting the structured approach out- technical interactions between humans, technology and organisa- lined in the acatech Industrie 4.0 Maturity Index. These diseases tions. New HR management concepts are also becoming more include the lack of common standards for machine controllers, and more important in the context of the digital transformation. fragile information system integration, a reluctance to engage in 6 Executive Summary The ultimate goal is to become a learning, agile company capa- This companion publication presents examples of companies ble of adapting continuously and dynamically to a disruptive that are already successfully using the Maturity Index in prac- environment. In particular, unexpected developments such as tice. As well as reviewing the status quo, it identifies current the coronavirus crisis show companies the importance of a high