Industry 4.0, Industry of the Future: how can we turn words into action?
Where are we starting from?
This is not the first industrial revolution. Just as with mechanisation in the late 18th century, electrification in the early 20th century and production-tool automation in the 1970s, the fourth industrial revolution has been built around major technological and societal changes.
Industry 4.0 is more interconnected, more agile and even more innovative. Since the advent of computers, the physical factory has had its “digital double”.
The Digital Transformation, beyond “methods and processes“, whether brought about by the shopfloor or by management, has already entered the industrial environment and concerns, including among others:
- The industrialisation chain
- These same work tools, methods and processes
- The industrial products themselves
- The client/supplier relationship
- Data of all kinds in the industrial ecosystem
But even when you have the “sequences” and tactics available, putting the measures into practice should be the primary goal of any strategy, because there is a limit to resources and budgets. The road to Industry 4.0 often raises more questions than it answers:
- Where do you start to initiate technological change: match between the new business model and the operational model?
- How can the resulting change be deployed at all your plants?
- How do you use a Digilab to move from proof of technology to proof of usage?
- How do you manage all this data? What kind of data governance?
- How can you change your processes, and with which tools, to improve performance, efficiency or added human value?
Industry 4.0, 5.0...
Turn the 4.0 corner
By setting priorities, celebrating successes and dealing with obstacles, we make it a reality shared by all, in the areas where we apply our expertise.
At Scalian, we have our own technical and methodological know-how (methods such as R2R©, OuDiPo© and SCMP©), which we draw on primarily for digital technologies such as big data, AI, simulation, augmented reality, cloud & web services, IT security, digital applications, etc.
This technical know-how is reinforced by our operational specialist consultants, who actively contribute to performance, enabling us to capitalise on this hands-on experience in order to better support you in your transformation.
Services & Solutions
• Where are you up to? Can you review your Industry 4.0 initiatives? Validation/adjustment?
• Can you draw up a deployment plan to move from “proof of concept/values” to industrialisation of the solution?
• Manage the major cross-functional projects of your various plants…
• Business use cases, pain point analysis, estimate of value and profit/ROI
• How can you manage low value-added operations? (process automation)
What about tomorrow? Scalian innovates the future
Getting you to turn the 4.0 corner is good, but we cannot then leave you alone to face the complex transformations to come. Scalian is there to support you in innovation and growth.
A laboratory for innovation
Scalian has a CREATIVE L@b that can bring innovations to maturity and integrate them in marketed solutions, mainly through its expertise and results obtained from implementing key technologies needed for the digital transformation of companies.
Our innovation and R&D activities
Investigation projects are organised around four main complementary themes:
- Industry 4.0
- Human augmentation
- Embedded intelligence in equipment and systems
- More agile and more digital processes
Outside the comfort zone
Each project must serve a strategic goal
Help companies sort through the new digital technologies available to them in order to select those that will bring them new levels of performance, efficiency and value creation.
The selected goals must, by definition, be outside their comfort zones, i.e. continuous improvement or “lean” goals. These goals are often reduced to “siloed” technical issues, but Industry 4.0 is not just about technology: it is about inventing another way of working together.
Industry 4.0 calls into question:
- Business models (for example: integration of the IoT enables development of a new monetisable software platform)
- Industrial processes (for example: introducing robotics in a production line, using AR for the quality department, etc.)
This involves applying a 360° view to extract all that digital technologies can contribute in the industrial sector. Scalian’s functional methodology is designed to assist you with this change.
From strategic goal to the 3Us: “Useful, Usable & Used”
Services & Solutions
• What studies are needed for everyone to be convinced, reassured, safe, zen?
• What impact does technology have on your processes (improved performance)? Study, automation, redesign of processes (R2R© method) related to digitisation…?
• What organisational transformation should take place?
• How can you ensure the availability and integrity of data from IoT components (sensors, probes, etc.)? How can you leverage it?
• How can safety efforts be streamlined based on (industrial) safety standards?
• How can digital solutions be incorporated in data governance?
Reconciling strategic vision & shopfloor initiatives
The key to turning words into action is to bring both management and operational teams on board.
Reconciling top/down and bottom/up approaches: achieving objectives by relying on the transverse axis of digital transformation, where we consider humans as the central players, and value management and iteration as methodological pillars.
Starting from the company’s heading, this reconciliation proposes keeping only what has the greatest value, within an iterative circle. This control only makes sense if this value is itself shared between all the players.
OUDIPO© method: value-based approach
Our team combines a global governance strategy with technological tools and prioritises the essence of the iterative approach, always keeping in mind the pragmatic question: “What works well and has most value?“
Our approach is to design, define and implement the changes as a series of value-driven projects to reconcile the target (Coporate Vision) with the business needs to deliver the opportunities and maximize the investment.
The aim is to put in place mechanisms so as to be able to cancel or stop projects if they no longer provide the expected value.
Services & Solutions :
• Is there a need for coaching? (e.g. Agile approaches and role changes)
• Is there a need to assess or define value criteria of “project initiatives” on which to continue to invest? Horizontal/cross-cutting projects to be combined with vertical/department projects (Quality, Maintenance, etc.)?
• How can change management or career coaching strategies be implemented and/or facilitated?
• How can you get employees to adhere to the new working methods?
• How can you define and implement strategic communication?
• How can you deal with change management?
To go even further...
To better understand the concepts of Industry 4.0 or Industry of the Future
What are the concepts behind the terms Industry 4.0 and Industry of the Future? What are the mechanisms, who are the players?
Janick Villanneau expands on these questions. Our expert sheds some light on the subject to help determine the concepts, which have become very fashionable and somewhat overused.