智能工厂：制造商如何发挥数字化工业革命的潜力（英文版）.pdf

1Smart Factories: How can manufacturers realize the potential of digital industrial revolutionBy the Digital Transformation Institute2Executive SummaryEngineering the smart factory: key findings from our global researchThe prize: Smart factories could add $500 billion to $1.5 trillion in value addedato the global economy in five years Manufacturers predict overall efficiency to grow annually over the next five years at 7 times the rate of growth since 1990 We estimate that smart factories can nearly double operating profit and margin for an average automotive OEM manufacturerThe challenge: 76% of manufacturers either have a smart factory initiative that is ongoing or are working on formulating it. And more than half of manufacturers (56%) have aligned $100 million or more towards smart factories. However, only 14% of companies are satisfied with their level of smart factory success. Only 6% of manufacturers are Digital Masters: at an advanced stage in digitizing production processes and with a strong foundation of vision, governance and employee skills. Digital Masters outpace all other categories in realizing the benefits of smart factoriesa. The US Bureau of Economic Analysis defines industry value added as the contribution to the overall GDP of an industry or sector. It is calculated as the difference between an industrys gross output and the cost of its intermediate inputs. U.S. Bureau of Economic Analysis, FAQ: “What is industry value added?”, March 2006.3A revolution in manufacturing is firmly underway. Infineon, a German semiconductor manufacturer, is investing $105 million in the next five years in order to turn its Singapore plant into a smart factory1. It took robots and 3D Printing to make Adidas bring back manufacturing to Germany2. A leading fragrance maker in Switzerland ramped up capacity by a third in the past three years3, all through addition of robots. A Chinese factory added robots to its operations which drove production increases of 250% and defect reductions of 80%4.To assess how manufacturers can drive most value from smart factories, we surveyed 1000 senior executives of large companies across key sectors and countries. We also conducted focus interviews with executives leading smart factory initiatives. Further information on our research methodology is at the end of this paper.Smart factories turbo-charge manufacturing performance In the next five years, manufacturers expect smart factories to drive performance improvements that significantly exceed previous efforts: On-time-Delivery of the finished products is expected to accelerate by 13 times, while quality indicators are expected to improve at more than 12 times the rate of improvement since 1990. Important cost items such as Capex & Inventory is predicted to be rationalized at 12 times and material, logistics & transportation cost expected to be rationalized at 11 times the rate of improvement since 1990 Overall productivity and labor cost improvements are reported to accelerate at 7 times and 9 times the rate of growth since 1990, respectively.13x 12x 12x 11x 9x 7x0.42%0.44%0.74%0.45%0.38% 0.53%5.52%5.13%5.04%4.78%4.60% 4.60%On-time-Delivery Quality & Scrap Overall ProductivityMaterial, Logistics & TransportationCapex & Inventory Labor CostAnnual gains since 1990 vs. expected annual gains in smart factories in next 5 yearsImprovements Since 1990 (CAGR) Improvements Expected in Next 5 years (CAGR)Figure 1: Manufacturers are expecting big gains from smart factoriesSource: Capgemini Digital Transformation Institute, smart factory survey, February-March 201712x The rate of quality improvement since 1990 - what manufacturers expect from smart factories Smart Factories: A Revolution in the Making420%19%17%18%17%18%IndustrialManufacturingAutomotive Aerospace & DefenseEnergy & Utilities Pharma, Life Science,BioTechConsumerGoodsIndustrialManufacturingAutomotive Aerospace & DefenseEnergy & UtilitiesPharma, Life Science,BioTechConsumerGoodsAverage realized overall productivity gains from smart factories so far 20%19%15%17%18%16%Average realized quality gain from smart factories so farFigure 2 : How much benefit have manufacturers realized from smart factories so far?Source: Capgemini Digital Transformation Institute, smart factory survey, February-March 2017 The expectations of manufacturers from smart factories hold strong ground since manufacturers across segments have already started realizing potential of smart factories, with industrial manufacturing5seeing the biggest gains in productivity and quality of output (see Figure 2). GE, in its brilliant factory in Grove City, has been able to reduce unplanned downtime by 10 to 20%, improve cycle time and reduce costs6(GE describes its brilliant concept as a sophisticated factory that combines lean manufacturing, advanced and additive manufacturing with advanced software analytics to enhance productivity). Faurecia, one of the largest international automotive parts manufacturers, plans to save 10 million on the purchase of plastic material via scrap reduction and production improvements owing to digital manufacturing7. Faurecia also expects to save 30 million on improving its business processes by 2020.5Visualizing the Smart Factory: Capgemini Smart Factory Framework The smart factory revolution is part of the broader digital transformation of the manufacturing industry (see Figure 3). A smart factory draws on a number of elements from our Digital Manufacturing Framework which is designed to help manufacturers focus on improving the digital maturity of core manufacturing functions across product and asset life cycle management, operations management, system simulation, and industrial cybersecurity. Operations management forms a bulk of smart factory components, in addition, digital asset management and 3D continuity from the product and asset management side are also relevant to smart factories.Manufacturers are modeling smart factories based on what elements align with their strategic objectives: GE invested over $200 million in a flexible “brilliant factory” in Pune, India. For the first time, the company is able to produce diverse products, from jet engine parts to locomotive components, for four different GE businesses all under one roof. This multi-modal capability enhances flexibility. “The plant will allow us to quickly adjust production as demand comes in, using the same people and space,” says Banmali Agrawala, president and CEO of GE South Asiaa. At its Indiana-based facility, automotive equipment leader Faurecia draws on self-learning autonomous intelligent vehicles (AIVs), collaborative robots, and continuous data collection to support the companys Industry 4.0 agenda. Mike Galarno, plant manager, says: “This facility represents our entry into Industry 4.0, a revolutionary concept incorporating connectivity, automation, data processing and hardware to advance the manufacturing industry. We are proud to be the first plant to incorporate many of these leading technologies under one roof to create efficient systems and an innovative working experience for employees.”ba. GE Reports, “GEs Brilliant Advanced Manufacturing Plant In Pune, India”, February 2015; b. Robotics & Automation News, “Faurecia launches $64 million smart factory in Columbus, Indiana”, October 2016Manufacturing Digital Transformation Complex System Simulation: Product, Process, Flow Industrial Cybersecurity: Product, Process Smart System Collaboration Usage feed-back Digital Twin Remotemonitoring AutonomousOperations OperationsTechnology Product Quality Preventive &Predictivemaintenance Mobility &Remote Augmented /Virtual reality Health SafetyEnvironment Operations Management PLM Digital AssetManagement IndustrialControl System ManufacturingIntelligence DigitalOperator DigitalMock Up From Scan to Print Product and Asset Management 3D Continuity 3D Platform IoT PlatformSmart FactoryFigure 3: Capgemini Smart Factory FrameworkSource: Capgemini Digital Transformation Institute Analysis6Early adopters emerging in key geographies and sectorsNearly half of all the manufacturers we surveyed (43%) have an operational smart factory initiative and another 33% are in the process of formulating an initiative (see Figure 4). Key geographies: Our research shows that the US and Western Europe in particular have made an early head start. Nearly half of manufacturers in the US, France, Germany, and UK have an ongoing smart factory initiative. In the Global Manufacturing Competitiveness Ranking released by the US Council on Competitiveness, the US climbed from #3 in 2013 to #2 in 2015 and is expected to displace China as #1 by 20218. In China, a quarter of companies have an ongoing smart factory initiative (25%). While this is low compared to some countries, 53% are formulating a smart factory initiative, meaning that 78% are either in progress or have the intent. Key sectors: Industrial manufacturing (67%) and aerospace and defense (62%) lead in terms of launching smart factories. In contrast, only about a third of Life sciences and Pharma companies have an operational smart factory initiative.43% Percentage of manufacturers that have an operational smart factory initiative7Percentages indicate the share of companies in the respective country that have a smart factory initiative ongoingNorth America Western Europe India and ChinaUS54% France44%Germany46%India28%China25%UK43%Sweden39%Penetration level: 50 - 60% 40 - 50% 30 - 40% 20 - 30%Italy33%Audis 1 bn smartfactory in San JosChiapa in Mexico,the entire plant wassimulated virtuallybefore operationsbegan Faurecias $64million smart factory in Columbus, Indianaaims heavy use ofdigital technologiesto drive efficiencyand innovation Adidas high-techSpeedfactory inGermany aims toleverage 3D Printing,digital twin and aflexible productionsystemSiemenssmart plant inAmberg, Germanyhas machines andcomputers handling75 percent of thevalue chain on theirownGEs “brilliantFactory” in Pune,India is capable ofproducing diverseproducts, from jetengine parts tolocomotivecomponents ABBs smart plant inBeijing, China has99.94% reliability ofdeliveries andimproved averagelead time from eightdays to two Figure 4: Industries across countries are enthusiastic in embracing smart factoriesPercentages indicate share of organizations in each industry which reported they have an ongoing smart factory initiative Source: Capgemini Digital Transformation Institute, smart factory survey, February-March 201767%62%50%42%40%37%Industrial manufacturing Aerospaceand defenseAutomotive and transportationEnergy andUtilitiesConsumergoodsLife sciences,biotech, pharmaShare of manufacturers who have an ongoing smart factory initiative 25% 28% 33% 39% 43% 44% 46% 54% 43% 53% 42% 42% 31% 27% 36% 30% 24% 33% 1% 5% 7% 12% 14% 3% 8% 11% 8% 21% 25% 18% 18% 16% 17% 15% 10% 16% ChinaIndiaItalySwedenUnited KingdomFranceGermanyUnited StatesGlobal AverageSmart factory implementation status across geographies Yes - we have an ongoing smart factory initiative- (operational) Yes - it is currently being formulated - (not in operation) No - but we plan to have a smart factory initiative in the next 3-5 years No - we are not likely to have a smart factory initiative anytime in future 8Over $100Mn Amount invested by more than half of manufacturersExamples include: Audis 1 billion+ investment in a smart plant in Mexico, which opened in September 20169 GEs $200 million+ investment in its “brilliant factory” in Pune, which opened in February 201510 Faurecias 57 million investment to launch a smart factory in Columbus, Indiana, which opened in October 201611These are all examples of Greenfield smart factories, but organizations are also constantly upgrading their existing factories to strive to make them smarter and more digital.5%4% 5%5% 6%11%6%7%6%7%6%4%5% 6%7%5%28%16%18% 18%56%20%1%1%Less than$50MBetween$50 - $100MBetween$100 - $250MBetween$250 - $500MMore than$500MDistribution of manufacturers based on their smart factory investments in the last five yearsBoth Greenfield & Brownfield Brownfield Greenfield Yet to be decidedFigure 5: More than half of the manufacturers invested over $100 Mn in smart factoriesPercentages indicate share of organizations in each spend category who said they will launch either of: Greenfield, brownfield, both Greenfield and brownfield smart factories or were undecided. Numbers might not add up to the total because of roundingSource: Capgemini Digital Transformation Institute, smart factory survey, February-March 2017; Capgemini Digital Transformation Institute Analysis Firms are making significant investments to drive progress. Over the last five years, more than half of manufacturers (56%) have aligned $100 million or more towards smart factories (see Figure 5).9Smart factories on the rise, but manufacturers a long way from digital maturityThe impetus behind smart factories is encouraging. However, manufacturers that want to win in the tomorrows increasingly connected and disrupted environment will need to move from being organizations with a smart manufacturing capability to become digital enterprises. To understand how manufacturers were progressing in that aim, we analyzed the digital maturity of manufacturers, using two dimensions:75% Percentage of the value chain that machines and computers handle on their own at Siemens plant in AmbergDigital Intensity the “what” IllustrationHow far essential processes (production, inventory management, quality, planning and forecasting) have been digitized and how much use is made of digital technologies such as robotics, internet of things, artificial intelligence, big data analytics etc.Siemens plant in Amberg, Germany is a highly automated facility, with machines and computers handling 75 percent of the value chain on their own12. The factory manufactures 12 million products of the Siemens Simatic product line per year at a quality of 99.99885 percent.Transformation management intensity the “how”IllustrationHow well the transformation is being managed to drive benefits, including key aspects such as the manufacturers smart factory vision, governance, and the digital skills of its workforce.Grgoire Ferr, Chief Digital Officer, Faurecia: “Our digital transformation program runs in parallel across five streams Operations, R&D, Sales & Programs, HR & Communications and Purchasing. This ensures that key processes supporting smart plants are developing together and benefiting from each other. In the initial phase of our transformation, we identified areas that needed digitization and launched a number of pilots. In the current phase, we are digitizing and industrializing the tools developed earlier. These will become standards that will drive future stages of transformation”.10By analyzing these two dimensions, we found that organizations that have made advances in both di