“Lighthouse factory” refers to the success of the fourth industrial revolution technology to large-scale integration phase from the pilot phase of the plant, which thereby achieving a significant financial and operational benefits. Qualified “lighthouse factory” need to meet the following four criteria: to achieve a significant impact on the successful integration of multiple use cases, with scalable technology platform, the key driver of outstanding performance. After the World Economic Forum and McKinsey & Company for more than 1,000 leading manufacturers from around the world to conduct a comprehensive screening of all walks of life, through site visits and records, to conduct a comprehensive review by the Committee of Experts on the fourth industrial revolution, which established 16 as a “lighthouse factory”. This 16 “lighthouse factory” is the most advanced production sites, which include Bayer, BMW, Bosch, Danfoss, UPS shares of Fast Radius, Foxconn, Haier, Johnson & Johnson, Phoenix Contact, P & G, Rold, Sandvik Coromant, Saudi Aramco, Schneider electric, Siemens and Tata steel plant operations. “Lighthouse factory” success factors of human capital injector lot of people are worried that the machine will replace the manual. However, the intention of these “lighthouse factory” deployment fourth industrial revolution technology does not replace the human operator. A McKinsey report notes that based on current technology, less than 5 per cent of working one hundred percent will be automated, as well as 62% of jobs are at least 30% of the tasks can be automated.
Therefore, the production department staff work will be changed: will reduce duplication of effort, work fun, diversity, and productivity will increase. With the changes in the surrounding environment, the various career stages of employees are shouldering new tasks and responsibilities, the use of uniquely human skills to make dynamic decisions. Reset standard industry leaders over the past few decades, the factory has been continuously push forward improvements. However, the fourth industrial revolution beyond this gradual transition, directly reset the industry standard. “Beacon factory” with a different use cases to change the way they operate. On average, each “lighthouse factory” has 10-15 advanced use cases, and there are 10-15 with cases still under development. They are reset operational and financial key performance indicators (KPI) industry benchmark. Some of the “Lighthouse factory” has exceeded internal expectations and even twice as much performance. With this revolutionary approach, “Lighthouse factory” sharp correction in its own business model, but also on the performance of aLevel. After that, they can accelerate the speed of continuous improvement with new technologies and new capabilities fourth industrial revolution. Open innovation and collaborators of these “lighthouse factory” proof, fourth industrial revolution does not have to be a lonely voyage Control Engineering Copyright , lighthouse light can illuminate the front. In fact, the “lighthouse factory” is part of a set of innovation system, its members include universities, startups and other technology providers. “Lighthouse factory” screened thousands of technology providers, and ultimately determine a set can work closely with them, and in the workshop production systems development solutions. In an increasingly digital world, companies should worry about and protect all of their systems and technology. But the “Lighthouse factory” found the door open interest and growth opportunities can bring, far more than the potential threat to competition constituted. By developing outstanding intellectual property and network security policies and agreements, “Lighthouse factory” to effectively protect their own security, risk can be minimized while promoting collaboration. Their doors not only to close partners and opening up, every year thousands of visitors will be warmly received. Large and small companies is worth noting that innovation fourth industrial revolution is not exclusive only to large enterprises, through practical programs do not need to focus on large investments, SMEs can achieve revolutionary change. Heiner importance of SMEs can be reflected in two aspects. The first is the state. Data show that SMEs play an unparalleled role in job creation. For example, most OECD countries, 60-70% of employment comes from small and medium enterprises. In addition, SMEs are also a core component of the supply chain. Therefore, if we include them in the digitization process, on the whole industry supply chain will be optimized.
emerging and developed economies, it is clear that technological achievements fourth industrial revolution is not only exclusive to the developed economies. In fact, China reflects the excellent leadership in this regard, because the number of its “lighthouse factory” global leader. The rest of the “Lighthouse factory” is basically in Western Europe. This suggests that, compared with lower labor costs, other financial and operational benefits obtained through the fourth industrial revolution to be more important. With minimal replacement device, to achieve a greater impact people often have the misconception CONTROL ENGINEERING China Copyright thatTraditional obsolete equipment will be an obstacle fourth industrial revolution. But in fact, most of the “Lighthouse factory” is achieved by restructuring to enhance the operation of existing old plant. They will connect and optimize the existing infrastructure, and equipped with a new mechanism to strengthen its capacity, so you can achieve a lot about the fourth industrial revolution benefits. The first and third industrial revolution different CONTROL ENGINEERING China Copyright , fourth industrial revolution requires less replacement equipment, we can achieve greater impact. How to achieve large-scale impact of these “lighthouse factory” to overcome the typical challenges facing businesses, such as in excess of proof of concept, to promote the speed is too slow, the lack of integration with the business case for technology related to the deployment of many isolated solutions and create countless the islands of data and so on. They are typical challenge of how to overcome a wide variety, and ultimately revolutionary impact, and get quick and continuous improvement of it? In a series of features and quality, we found, “Lighthouse Factory” follows two unique and complementary extension route. In addition, there is a clear value of the five ways to create four unique ability and make it stand out. Develop extensions route: These two paths “Lighthouse factory” proof method of the fourth industrial revolution embrace more than one: manufacturing pioneer when planning for the future, may be selected from two development paths. These two paths are not mutually exclusive, but complementary: Production System Innovation: through operational excellence, companies can expand their competitive advantage. They are designed to optimize production systems, improve operational efficiency and quality indicators. Typically, companies will be the first pilot in one or several factories, then gradually extended. To-end value chain innovation: by changing the economic operators, enterprises can create new business. They will be deployed to the entire innovation value chain, through the introduction of new products, new services, highly customized, smaller quantities or shorter production cycles, to provide customers with new or improved value proposition. Enterprises will first implement innovation and transformation at a certain value chain, then gradually bring its experience and capabilities extend to other sectors. Value Drivers to produce large-scale impact from the “Lighthouse factory” body, we find five ways to create value. These differentiating factors has changed the way businesses use technology and the way people interact with technology, and technology impact on the way business decisions and business results. Big Data Decision: Basis for decision making is big data, not assumptions; interpretation of large data by pattern recognition algorithms, not human. Technology Democratization: In order to complete the task faster, frontline employees began to develop their own applications and solutions to automate and facilitation, we can see, the workshop production of technology is changing the way people work. Agility operating modes: “Lighthouse Factory” Agile mode of implementation of the new use cases, in order to verify the concept in a short time, and in accordance with the knowledge and experience improvement program, quickly into the expansion phase from the pilot phase. This process takes a few weeks, rather than years. In some cases, model or pilot plant technical departments will act as incubators. Minimizing the cost new use cases: cases with additional deployment with the lowest cost, so that the plant can simultaneously advance in many areas. New business model: “Lighthouse Factory” With the fourth industrial revolution technology to develop new business models, traditional business models and value chains form a supplement or subversion. Extended push factors “Lighthouse Factory” shows four unique ability, they are also important factors in determining whether or not successfully implemented. These capabilities are business in the early efforts to deliberately cultivated, often executives priorities. Strategy and Business Case: “Lighthouse Factory” have developed a strategy to participate in the fourth industrial revolution, the basic strategy is closely related to the creation of business value, and the message clear, recognized by everyone, covering the entire enterprise. Things scalable infrastructure: “Lighthouse Factory” has a set of easy to extend and develop and easy to integrate the Internet of Things infrastructure. All information flows into the central data Lake, information integration between applications via a standardized interface. McKinsey survey figures show that in the choice of Things platform, standardized interface capabilities between systems and open standards are the core factor to consider. Capacity building: “Lighthouse Factory” attach great importance to capacity building. Digital College and intelligent factory so that all employees can learn the basics of digital new use cases, and implemented through a smooth and efficient manner. In addition, the “lighthouse factory” will be to improve staff capacity through investment, to ensure that their team has digitized translators, IT / Operations Technology (IT / OT) integrator and change management. They will train existing staff to ensure that they are able to rise to the new responsibilities, new staff will be recruited from outside. Employee participation: in these “lighthouse facility”, the leader plays the role of model changes by more thanKind of clear channels transmit change information to ensure that all employees feel they are a part of this journey. Employees are actively involved in the development and deployment use cases. “Lighthouse factory” status quo in the innovation process in the fourth industrial revolution, what stage these “lighthouse factory” live? It is noteworthy that, although these plants have to lead the fourth industrial revolution, but the transformation is a never-ending process, they are still potential for further improvements. And the data show, for many business drivers, there are differences between the ideal and the reality of the plant, where speed to market is most obvious. For example, while 54% of the “Lighthouse factory” that “speed to market” is important, but only 21% of the factory outstanding performance in this regard. Therefore, many factories will be in the future the courage to upgrade these areas. Procter & Gamble: cost leadership growth for P & G, a “lighthouse factory” careful observation can help us understand a wide range of changes in the manufacturing environment. Industry leaders can learn ways to expand the fourth industrial revolution from these detailed observations, which contains in-depth understanding of return, opportunities and challenges. This “lighthouse factory” P & G Lacaune plant (cost leadership growth), its factory level and group level are deployed fourth industrial revolution use cases. Procter & Gamble Lacaune factory proved to us that the face of changing customer needs and market pressures rising, with the fourth industrial revolution to improve the productivity can guarantee employment. Plant historian Lacaune factory 60 kilometers from Prague, built in 1875, it is the second oldest factory P & G history. In the communist era, the plant used to be state-owned assets, after 1991, was acquired by Procter & Gamble. Per day, here about 400 million bottles produced dishwashing liquid, dishwashing powder, and fabric enhancers. With the demand for steering fluid from cleaning products dry powder, between 2010 and 2013, P & G’s sales have fallen sharply. Faced with this challenge, the plant initiated a project, in order to significantly reduce costs and attract new business. After the implementation of the project, continue to lower the cost of this plant, demand is gradually rising, the final decision expansion between 2014 and 2016. In order to successfully implement this expansion, we need to embrace digital technology and automation, and the ability to bring comprehensive utilization of the fourth industrial revolution, in order to anticipate and address emerging needs. Inclusive vision Despite facing economic pressures and uncertainties, Lacaune factory or hope to build a resilient and sustainable future. They clearly set forth its vision: “We are Lacaune, we create the future.” Aly Wahdan director, said: “This vision is finalized with all employees both expressed our Lacaune full of pride. a sense of urgency also shows that we need to develop an attractive solution. we will actively explore this vision CONTROL ENGINEERING China Copyright in the factory, all the employees included in this innovation Tour by minimizing the loss to enhance competitiveness. “With this vision, Lacaune factory with the support of two core drivers successfully launched a fourth industrial revolution innovation. These two drivers are the core – the use of external digital environment: Lacaune leadership found a lack of internal teams to promote innovation fourth industrial revolution essential skills, to take corresponding measures. They get a variety of ways and from external digital automation knowledge, including: establishing a direct link with the University of Prague, and start-up companies to cooperate, and let the students received digital education and Lacaune staff work side by side through student exchange programs. Improve staff skill levels, shaping the future mode of operation: the plant has developed a program open to all employees, aimed at deepening their data analysis, robotics and intelligent understanding of new technologies such as additive manufacturing, and get closer to these technologies . In this way, employees learned some skills, such as “Network security director” This new position also be established. “Push” approach that “pull” approach is different from the top-down implementation, the key is to create an inclusive culture of innovation. The goal is to have 100% of the entire organization involved in the digital transition. Five Use Cases “Lighthouse Factory” to choose different use cases, but they can benefit from it. Lacaune P & G, the top five use cases are digitized direction, process quality control, general packaging system, end to end supply chain synchronization, as well as modeling and simulation. It is provided a digital direction digital performance management system, and an impact on management system technology can. It can not only solve the data collection process difficult and time-consuming problem, but also to avoid making decisions based on inaccurate data points. The digital direction display real-time KPI tool directly on the production floor touch screen, allowing users to research data at multiple levels in order to understand the performance behind the push hands, and identify the root causes of deviations. thisIn addition, the system can also be used for scheduling and tracking of front-line staff. As a result, the implementation of the entire system will be more stringent, the process reliability and overall equipment efficiency (OEE) will be raised. With agile development methods and high-frequency test iteration, the entire plant can be successfully implemented digital transformation. Process quality control manual sampling process can be resolved before the problems, because the latter can not guarantee that the same batch of each product quality standards are late if the deviation is found, the entire batch to be scrapped and reworked. In addition, the process also addresses the quality control laboratory with the analysis of the problem of delayed product launches. At present, the quality control is based on real-time analysis of multiple data expanded. The data from a plurality of sensors, which monitors the pH value, color, viscosity, degree of activity information. If a deviation is found, the corresponding production lines will be shut down, front-line staff will identify the batch quality, and write reports. The system was developed by Procter & Gamble, is the industry’s first such system. In the IT / OT promote the integration of P & G first in a new line tested it, then the whole system is extended again. Reducing repetitive manual labor, the employees easier. On the results, rework and complaint rate was reduced by half, scrap and quality also significantly reduced. Since the product launch to achieve a zero, the output time by 24 hours. Now, all production lines have deployed the use case. Once you have named UPack unified packaging system, even if the production line is running, the recipe can easily implement any changes. Previously, only complete production line downtime to complete the conversion. This means that front-line employees need to spend a lot of time in the manual settings on the machine and wait. This system developed by P & G group level, now has been deployed to all packaging lines. The system is fully integrated sensors, cameras, scanners, and packaging materials, and can verify the status of each view region. Unlike paper data recording mode, Upack uses automated production line inspection techniques, such that each region on the packaging lines can be at different stages (e.g., start, production, conversion, or no load). Data storage system based on the formulation and process quality, Upack can automatically configure the machine. With this system, so that front-line employees worry about the transfer of tasks can be greatly reduced, the transfer time is reduced by 50 percent, minimum order amount is reduced by 40%. To-end supply chain synchronization has solved several problems, including the end of each event excess product scrap, libraryDeposit capital constraints, slow speed to market, supply chain and manual analysis difficult and time-consuming. Based on changing user needs, P & G product of continuous improvement , finally have this global tool. It is applied to the plant management level, each department will use to coordinate with the central planning team. P & G will conduct analytical modeling and simulation using this Internet-based tool, in order to clearly observe the end of the supply chain. By simulating the entire state of the supply chain in different situations, identify where the problem lies, so as to enhance supply chain agility. The tool is able to display the entire supply chain information in each node, and in-depth analysis and optimization of each product and product line. It also plays the role of the underlying P & G among various plants and production lines, in order to compare with each other. After this set of tools applied to all products and production lines, three years inventories fell by 35%, inventory efficiency improved by 7% the previous year. It also reduces the number of returns and stock, and improved speed to market of new products after launch. Modeling and simulation can solve many problems, including understanding the impact adjustment will bring the production line, reducing the cost of production test set, and before the operation to identify defects in new products, in order to avoid the high cost of error correction. This use case is described relates to various diagnostic and large-scale use modeling applications, and some pilot predictive modeling application, in order to achieve the above-described modeling applications normative model ability to target. Sample applications include modeling and new product releases related to manufacturing output (eg, SKU recommended allocation to production lines, the number of storage tanks), choose the best conveyor speed, to determine the ideal package size, simulate changes in the production line before the actual execution, ahead of forecast failure to identify the root cause and failed. Intuitive operability model and engineers is an important motivating factor. This method can fail nipped in the bud, thereby improving product design, refining the problem statement, and optimize testing methods. Achievement, impact and future innovative experiences Lacaune factory to show us, a “lighthouse factory” After embracing fourth industrial revolution, how it can produce substantial impact. 3 years: 160% improved productivity, improved customer satisfaction 116% customer complaints reduced by 63%, reducing the overall cost of the plant by 20%, reduced inventory by 43%, reduce substandard products by 42%, the conversion time is shortened …… 36% of the plant are not satisfied with the remarkable achievements made in the current, but LiFoot future, to develop a more ambitious goal. These include “lights-out” operation, automatic maintenance according to actual situation, with the collaborative robot affordable automated, end to end supply chain as well as synchronization. Global Product Supply Officer Yannis Skoufalos, said: “Our goal is to create end to end supply network synchronization, so that retail customers, P & G and suppliers can seamlessly operate efficiently, so P & G’s products can occur within 24-48 hours on store shelves. “to realize the vision Lacaune factory, we must continually innovate and improve. This “lighthouse factory” always trying to practice their mission: “We are creating the future.”