The hottest industry in the 40 era is transforming

The era of "industry 4.0" is transforming into lean production mode

Abstract: industry 4.0 will not be a magnificent and earth shaking revolution, but more like a highly valuable (and warmly welcomed) evolutionary process, which makes it possible to improve the productivity of the next generation, and will reflect to us the development we have achieved in the manufacturing environment over the past century

for many years, many companies have been pursuing the principle of lean production and working hard to improve productivity on this basis. However, nowadays, when the principle of lean production is rooted in the spirit of many enterprises, some classic lean tools begin to lose some advantages. Because these methods have achieved great success, it means that their space for progress is getting smaller and smaller, and it is becoming more and more difficult to achieve. At the same time, in today's global business environment, it is necessary to continuously improve productivity, quality, agility and service level in order to maintain profitability and competitiveness, and this pressure will never disappear

companies in this dilemma may find some comfort in this ubiquitous commitment, that is, the "fourth industrial revolution" (hereinafter referred to as industry 4.0) will soon bring comprehensive changes to industries around the world, but what they hear more should be to wait and see quietly. However, we believe that industry 4.0 will not be a powerful and earth shaking revolution, but more like a highly valuable (and warmly welcomed) evolutionary process, which makes it possible to improve the productivity of the next generation, and will reflect to us the development we have achieved in the manufacturing environment over the past century

the era of "industry 4.0" is transforming into a lean production mode.

the proven lean principles, such as reducing waste in the form of machine failure or non value-added activities, will still be crucial. At the same time, advances in data acquisition, sensors, robotics and automation, new technologies (including 3D printing) and increased computing power will make advanced analysis possible and provide some new advantages to established methods

various organizations will use these lean methods of secondary revitalization to implement three-dimensional new methods that have long been considered to be critical: technical systems (processes and tools), management systems (organization and performance management) and personnel systems (capabilities, thinking patterns and behaviors). In addition, new dimensions related to data, it and its connectivity will become another driver of core values

in other words, industry 4.0 can be understood as the essence of digitalization. This technology can also be used in the automotive industry. For example, by improving the process shift process, companies can optimize energy and production in the long term. Now, new sensors, more data and advanced analysis can improve the ability to solve problems and determine complex improvement measures, so as to obtain more intelligent solutions and higher production efficiency. These advances can be improved by the unique transparency of digitalization. Take the performance management in the workshop as an example. In today's typical factories, performance management mostly takes place after work, and most data collection takes place at the end of the day. In this new digital world, performance deviations can be monitored in real time and handled immediately. However, the implementation of new measures requires large-scale organizational transformation, and even the introduction of new working methods, new performance management, 5 limit protection, overload protection, automatic reset, fault prompt and other intelligent configuration methods and new capabilities. All these changes will accelerate the real industrial revolution: creating a self optimizing asset that does not require human intervention

more valuable than industry 4.0 itself: five core principles for creating value at the next level of lean production

based on our experience in cooperating with customers in the digital industry and industry 4.0 transformation, we have identified five principles that can help enterprises successfully transform "industry 4.0" solutions into real value and bottom line impact

industry 4.0 is the next source of productivity improvement

with the increasing cost pressure of various industries, enterprises are facing the demand of increasing productivity by two to four percentage points every year. According to numerous research surveys, our estimates show that the progress of digitalization has unleashed the potential of creativity to improve efficiency by 15% to 20%. This leap in productivity will not come from the application of a single solution. In order to have a far-reaching impact, the company must analyze and solve all factors that affect profits and losses, and create a wide range of solutions at the same time. For example, through predictive maintenance or remote monitoring, the reduction of switchboard downtime by 30% to 50% will greatly improve asset utilization. Labor efficiency is another area with great potential. Digital performance management, combined with advanced robots and automated guided vehicles, can further automate manual operations (such as picking and in vehicle transportation), and may increase labor productivity by 40% to 50%. Advanced analysis of the fine data of the processing process generated in real time will be crucial to more accurately and effectively identify and solve the root causes of process inefficiency and quality problems. In addition, the large demand for data in the prediction process can greatly reduce the backlog of data and improve the service level

industry 4.0 is an evolution for the whole organization, not just for the IT department

it enables industry 4.0 to promote implementation. Therefore, companies often first consider it as an ideal intraocular lens material. Its main disadvantage is that it is not able to be disinfected by high temperature and high pressure. PMMA will become gel when it exceeds 100e. At present, it is mostly disinfected with epoxy hexane gas; Secondly, because of limited elasticity, foldable intraocular lens suitable for small incision cannot be made; The tolerance to YAG laser is limited, and the monomer released after laser treatment has biological toxicity. Why apply the new scheme to its IT department. But they should pay more attention to how to carry out business in the future, and consider this change from the perspective of value chain and business. For example, a global sportswear company is committed to bringing its shoe-making business closer to customers. This initiative changed the traditional long-term production cycle in low-cost labor countries, and then transferred it to stores. With cheaper, faster and more flexible robots being widely used, the manufacture of products such as shoes and clothing can be built around customers - even in some high cost occasions such as Germany. In short, taking advantage of the new opportunities provided by digitalization, time to market, delivery time, freight and customer attention (due to personalization) will be greatly improved

the development of industry 4.0 needs to be led by senior managers

few companies adopt a structured approach to implement industry 4.0. According to McKinsey research, 16% of enterprises have formulated clear strategies, and 24% of enterprises have made clear their development of industry 4.0. Even these planned companies tend to make one of the following two mistakes: they will be assigned to people who only have employee functions, and these people have no direct executive ability, or they will attribute what they need in the management hierarchy to people with too low functions

in any case, achieving comprehensive change will have a negative impact. Starting the journey of industry 4.0 will mean taking risks, and the assumption of these risks cannot be delegated. Therefore, the top management must have ownership and adopt procedural methods in order to quickly and effectively promote the formation of values. The direct involvement of high-level personnel helps to determine the success of industrial 4.0 transformation, just like lean production in those days

technology and people are of great importance. Just like the contribution made to lean production in those years,

technical solutions, including robots or advanced analysis algorithms, are very easy to access and install; In fact, these tools have become a commodity in many cases. However, it combines technology and corresponding domain knowledge (for example, in value chain, maintenance or process modeling) to produce value providing behavior. In addition, the real implementation of these schemes usually requires newly designed workflow and functions, both of which require large-scale transformation. Company leaders must formulate strategies in advance to establish cooperation with high-tech talents or high-end technology organizations

industry 4.0 requires a transformative and comprehensive way of thinking

successful lean production mode transformation is not just about improving the maintenance process, but about taking the whole production site into account. For the development of industry 4.0, we need a relatively broad approach. In this case, enterprises will need to rectify the entire value chain, apply a set of solutions, and formulate a relatively clear plan to expand the entire network

prerequisites for successful transformation of lean production mode: priorities, ability to do things and way of thinking

in addition to the five principles just described, companies that want to achieve the next level of lean production mode should keep the following guidelines in mind:

● clarify priorities and reduce the pace. Don't spend time on too extensive analysis and planning, but should enlarge the impact, carry out targeted transformation, and learn at any time while making progress

● ability. Most companies are eager to speed up their development through the implementation of digital technology in the workshop, but the improvement of ability can not keep up with the speed of change. The existence of this problem is inevitable, because lean production before digitalization has new requirements for the company's ability. Of course, companies can also seek help from specialized competence centers or cooperate with software or solution providers

● mode of thinking and behavior. The experience of the past decades shows that the mentality and behavior of leaders and employees largely determine the failure or success of the company's transformation. Therefore, the digital thinking mode needs to penetrate into the whole organization, and people need to really accept the transformation that has begun

a successful digital revolution requires the specific understanding and participation of every company, every manufacturing plant or even every department. In order to make it easier to determine and give priority to transformation schemes that are valuable to itself, the company can formulate transformation schemes that are targeted to its own potential and coated with a small amount of lubricating oil by on-site detection and comparing the changes before and after digitization. These assessments provide the foundation for organizations to build a digital transformation path - everything is to maximize value creation in the next step