representing accenture in korea global smart factory ... c5.pdf · creating flexible operating...

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Global Smart Factory Conference 2017

“Digital Factory Framework

Capabilities enabling next generation manufacturing”

Metanet Global

Industry Consulting Lead

Tae-Jin Lee

2017.MarCONFIDENTIAL AND PROPRIETARY | Any use of this material without specific permission of Metanet Global is strictly prohibited

Representing Accenture in Korea

메타넷글로벌은 IT컨설팅 1위 업체인 액센츄어 한국사무소를 전신으로하고 있으며, 액센츄어의자산 및 인력을 인수한 국내 유일 업체임

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Source : NBC NEWS http://photoblog.nbcnews.com/_news/2013/03/14/17312316-witnessing-papal-history-changes-with-digital-ageLuca Bruno / AP The faithful gather in 2005 near St. Peter's to witness Pope John Paul II's body being carried into the Basilica for public viewing.

Copyright© Accenture. All rights reserved.

2005

Copyright © 2016 Accenture All rights reserved.

http://photoblog.nbcnews.com/_news/2013/03/14/17312316-witnessing-papal-history-changes-with-digital-age

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Source : NBC NEWS http://photoblog.nbcnews.com/_news/2013/03/14/17312316-witnessing-papal-history-changes-with-digital-ageMichael Sohn / AP St. Peter's Basilica at the Vatican, on March 13, 2013.

2013


http://photoblog.nbcnews.com/_news/2013/03/14/17312316-witnessing-papal-history-changes-with-digital-age

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Digital make it possible for ventures to become $1B faster

than ever expected…

Time required to be $1B market cap20

0

10

8

6

4

2

Y

E

A

R

S

228months

18months

Source: Accenture ResearchCopyright © 2016 Accenture All rights reserved.

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Digital makes “impossible” “possible”


Intel CPU has made tremendous progress since 1971...

Source：April 21, 2015 ASCII

http://ascii.jp/elem/000/001/001/1001714/

What if Automotive technology has been as progressive as CPU…

850,369km/L

Lifetime No

Supply of Oil

4US￠

Can Buy

Different

Cars

Everyday

482,700km/h

1 Hour to

Moon

2015Progression

level

Calculation

Speed

Electricity

Efficiency

Price

3,713 x

77,306 x

62,500 x

CPU progress

From 1971 to 20151971

130km/h

11km

2,500US$

Maximu

m

Speed

Mileage

Price

Symbolic Examples of Digital Impact for Manufacturing

- How workers will change by Digital Technology

Smartwatches used in a factory setting can

enable the workforce to enhance asset tracking

improve machine uptime reduce product rework

100M+

Smartwatches

in use by 2019- Juniper Research

Wearable technology will enable a

Smart Field Worker:

Instantly access complex schematics

with voice command or gesture control

Authenticate access to restricted areas

using wrist sensors

Accurate real-time physiological and

health monitoring

GPS/RTLS

receiver

Camera on

headset

Voice headset

on helmet

Personal gas-

monitor

LifeMonitor Belt

Touchpad

Battery-pack

Utility Belt:

- Temperature

- Vibration

- RFID

- Camera

Copyright © 2016 Accenture All rights reserved. 7

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Symbolic Examples of Digital Impact for Manufacturing -

- How Automatic Weight Saving Design will Work

3D Printer 3D Printed Original

275g 780g

New functionality of CAD automatically changes its

shape of design according to the intensity, stress or any

structural requirements to save weight…


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Digital goes to 2 different directions…

Customer experience outbalance efficiency


Both traditional and new players are utilizing digital everywhere.

DigitizeOperations

DecreaseCosts

Internal Focus

IncreaseRevenues

DigitizeCustomer Experience

Exte

rnal

Fo

cus

Non-

Exhaustive

DigitizeCustomer Experience

Disrupt (Sub-

)Market(s)

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Digital Service PlatformLiving Brand by Mercedes

B2C Car Sharing

Integrated Mobility Platform by Daimler

Augmented Reality Glassesfor Workers in

Parts Warehouse

Retrofit Connectivity

Over-the-Air UpdatesOnline Sales

Audi City

Visa Connected Car Commerce

ZinC – Platform for the Internet of Cars

6

5

4

1

3

2

9

Connect Easy Delivery

7

Ford Smart Mobility Plan

3D Printed Tools

3D Hologram CarAuto-Mat

10

15

1718

16

14

11

Self-driving car project

Ride-sharing service

12Apple CarPlay

iPhone integration

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Example of automotive industry

Focus of Indusrie 4.0

Focus of Silicon Valley

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Macro Trends & Key Technology Influences


Operation Challenges faced by

Manufacturers:

Leaders are meeting these challenges

with innovative responses:

Creating flexible operating

models capable of rapidly

shifting global production

across their extended network

to capture demand

Flexible Operating Models

Increased production and process

complexity

Trend

1

Shorter lead times for development &

production

Trend

2

Demands for maximum asset

utilization and throughput

Trend

3

Ambitious standards for production

quality

Trend

4

Demand for real-time manufacturing

visibility from suppliers, production

operations control, and consumers

Trend

5

Implementing digital

technologies to connect

machines, products, and

workers to enable capabilities

such as advanced analytics,

additive manufacturing,

cognitive robotics, etc.

Digital Technologies

Digital Foundation:

생산 공정관리를 위한 커뮤니케이션데이터 수집 · 모니터링 솔루션

Mobility:

데이터 수집, 분석, 커뮤니케이션을수행, 실시간 의사결정 지원 솔루션

Advanced Technologies:

로봇 공학, 시뮬레이션, 3D프린터등의 디지털제조 기술

Intelligent Automation and Control:

생산 설비 및 제품의 자율적인 의사결정을지원하는 첨단 커뮤니케이션 및 제어 역량

Operations Analytics & Process Monitoring:

데이터 분석을 통해 신뢰도, 기술 운영,

품질, 안전성, 유지보수 관련 의사결정에영향을 주는 패턴 및 특이 사항 감지

Digital Safety & Energy Management:

개인 위치, 위험요소 노출 여부 모니터링안전 관리 솔루션, 에너지 소비모니터링 및 제어 관리 시스템

Manufacturing Control Tower:

전체운영모니터링및집중적인 실시간의사결정 지원

Engineering Collaboration:

생산 현장과 즉시 공유가 가능한 디지털 설계로‘아이디어에서 출시’까지 신속한네트워크 방식의 제품 생산 지원

Digital Production System:

내 · 외부 노하우 및 베스트 프랙티스를 수집해 생산전반의 지속적인 운영 개선을 주도하는 디지털 플랫폼

Talent Development & Learning:

디지털 업무 지원, 온라인 교육 등을 포함하는역량 개발 ·업데이트 · 재교육 시스템Industrial Security:

리스크의예측 · 감지 · 파악 · 대응을담당하는보안위협예방 기술및솔루션

Smart Factory Framework : 11 Capabilities enabling next

generation manufacturing

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Value Impact of Digital Manufacturing Transformation


Positive business case always needs to be clarified prior to

implementation. + Production Throughput

+ (5-25%)*

+ (10-15%)

- (15-30%)*

- (5-15%)

- (5-25%)

- Material Costs

- Energy/Run Costs

- Total Maintenance Costs

+ Maintenance ProductivityMaterial (Raw Packaging, MRO)

Energy Consumption

Yield

Labor (MFG, Mtx, WHL, etc.)

Rate / Throughput

MFG Schedule Optimization

On-time Delivery

Capacity Expansion

Net Revenue

Variable

Costs

OEE / Uptime

OverheadFixed Costs

Contribution

Margin

EBIT

Capital

Costs

Operational

Assets

EBIT /

Capital

Fixed

Assets

Current

Assets

Work in Process

Employee Health & Safety

IntangiblesPhysical Inventory Turns

Secure Operations

Asset Lifecycle Management

Source: 2015 Global Manufacturing Study (n=450)

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Accenture 2015 Global Manufacturing Research• Survey in 2015 of 450 C-Level and below

manufacturing executives of companies.

• Annual revenues that range from $500 million to

more than $50 billion.

• 37 Leaders were identified whose total

production level and total profitability level

increased by more than 10% since 2013.

Shaded countries represented in survey

57%18%

25%

Respondents by Job Title

C-Level executive

Respondents by Industry

Automotive

Communications

Consumer Products Electronics

& High Tech

Industrial Products

Life SciencesNatural

Resources

Utilities

Oil & Gas

Chemicals


4545 54

5045

4540 41

4545

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Manufacturing Operating Model Changes

Manufacturers are investing across capabilities to improve flexibility.Q. In which of the following are you planning to invest in 2015-16 to strengthen

your operating model(s)? Rank top three

Information technology infrastructure

Talent/skills base

Information technology applications

Organization structure and incentives system

Business processes, policies, and capabilities

Production facility network

55%

53%

53%

47%

46%

43%

20%

19%

23%

12%

12%

14%

Within Top 3

Top Investment

To achieve flexibility, the demand for digital manufacturing investment is increasing.

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The Digital Factory Race Has Begun…Where Are You On

Your Journey?

The market has witnessed an adoption growth, yet overall adoption

is still low.Q: Have you implemented, or are you planning to implement, any digital manufacturing enablers?

59%

60%

61%

62%

63%

64%

67%

China, Japan

Southeast Asia

US

Brazil

Rest of World Average

Europe

India

Adoption by Region

Source: 2015 Global Manufacturing Study (n=450)

China and Japan Manufacturing C-suites have lower interest to invest in digital technology

Accenture conducted a survey in 2015 of 450 C-Level and below manufacturing executivesCopyright © 2016 Accenture All rights

reserved.

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Digital transformation is not about technology


Chief obstacles to digital adoption

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Blind, ad hoc adoption of digital must stop


Common Mistakes to adopt Digital Enablers

• NOT align their investments to

specific desired business

outcomes

• Get distracted by the novelty of

digital

• adopt certain digital

technologies because others

have done it

• Thinking they should, too

“They’re implementing various

enablers not knowing fully the

benefits those enablers will

deliver or how they will impact

their talent strategy, business

processes, and organizational

structure.”

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Success starts with a focus on outcomes


They need to move away from developing a “digital strategy” and, instead,

create a “manufacturing strategy” that’s informed and enabled by a new

generation of digital.

Start with the end game—

the primary business

outcomes the company

desires.• stronger growth,

• Greater cost reductions,

• Enhanced flexibility,

• or some other objective

Articulate key areas of

investment and operational

improvement required to

deliver the business

outcome • improved asset reliability,

• more extensive visibility across the

network,

• more flexible operational assets,

• greater employee productivity.

Understanding these

capability or performance

improvements is critical to

determining the related

operating model changes

the company will need to

make.

It’s only at this point that a

company can precisely

select digital enablers

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How does that work in practice?


Consider a manufacturer struggling with lead time issues across a series of

heavy fabrication and assembly plants.

As the company evaluates

ways to reduce delivery lead

time, it identifies two keys

to achieving that business

outcome:

a more productive, informed

workforce and more reliable

fabrication assets.

The company also determines

that Mobility and Operations

Analytics are the digital enablers

most likely to improve lead time

performance.By arming their employees with mobile

devices that provide work instructions and

order information at the point of use in final

assembly, the company can greatly reduce

employees’ wasted time spent moving from

work center to desk and back. And by

deploying reliability analytics that scrutinize

subtle trends in asset performance to predict

and prevent breakdowns, the company can

vastly improve fabrication reliability.

Through a pair of pilots, the

manufacturer validates the

benefits those enablers

deliver, then deploys the

enablers more broadly across

the organization.

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The secret to cracking the code on the Digital Factory


“Without a comprehensive

understanding of the business

outcomes they want to achieve,

how they will achieve them, and

which digital enablers are best

suited to help, manufacturers

will most certainly find their

digital transformations fail to

generate the desired business

benefits.”

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감사합니다.

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