How far have other companies come with their adoption of Industry 4.0 technologies and methodologies and if so, which ones?
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How far have other companies come with their adoption of Industry 4.0 technologies and methodologies and if so, which ones?
Graham Burnikell
As someone who works with multiple customers i see a lot variation across the varying industrial sectors and even within those sectors. There’s a lot of hype about Industry 4.0 and an almost blinkered approach to taking on board the true effort involved to drive towards the real gains. Consequently companies restrict their thinking to short term profits and dance around more strategic investment that may allow them a place as a key player in driving the true Industry 4.0 ROI.
It varies however, and some of that variance is the maturity of the industry sector but also the regulations pleased on that industry. Highly regulated industry will lag behind that of less regulated industry whilst simple component assembly and manufacture will take the lead over those industries reliant on complex processing of biological components.
Whilst everyone is talking about Industry 4.0, they’re often looking at how they can implement within an existing structure and driving the process from there as they see fit choosing to pick from the Industry 4.0 palette of tools rather than formulate a more strategic approach to utilise the entire tool suite. It is perhaps this mindset that is the biggest threat to embracing industry 4.0 in the short term and perhaps why industries where a production line can be utilised for many products with minimal configuration changes are leading the way forward.
RayBo
My former company large Semiconductor Industry supplier and my former customer large Semiconductor equipment company were both in the early stages of Industry 4.0 with only a high level vision but still not a firm strategy nor plan. Many pieces of I4.0 were being piloted such as robotics for complex assemblies that required precision assembly; Enhance Statistical Process Control Quality Data with serialization for each component produced that is in shared database with limits and trending alerts for improved trace-ability; virtual reality training to teach new assemblies quickly. Implementing Lean principles to cover overall order fulfillment process and measure “perfect order” instead of just on-time delivery.
Bablu123
In the era of industrial digitalization, companies are increasingly investing in tools and solutions that allow their processes, machines, employees, and even the products themselves, to be integrated into a single integrated network for data collection, data analysis, the evaluation of company development, and performance improvement. To study the impact of Industry 4.0 on the company we used Porter’s (1985) value chain model, which is particularly useful when paying particular attention to corporate areas which have a primary role in customer value creation. Since the primary impact of Industry 4.0 is perceived in value-creating processes, and has so far had the greatest transformative effect in this area, the model can be considered to be appropriate.