Start Small but with a Big Plan in Your Pocket!
Effectively starting the implementation of Industrie 4.0 in a factory is like lighting a fire: First you have to invest some energy in order to thereby unleash a self-reinforcing process
Start your implementation of Industrie 4.0 & sustain it in the long run!
Even if a good digitization strategy and roadmap has been developed, companies often take a half-hearted approach to execution. The consequences are:
the value added is realized much later or not at all
the digital transformation clearly falls short of the often high ambitions
the credibility of the management is jeopardized since they overpromised on the topic
At worst, this will discredit the entire topic of digitalization, possibly setting the transformation back by years!
On the other hand, a successful start to execution can generate a momentum throughout the team. Skepticism is replaced by the will to become part of the transformation. Management is no longer in the situation of having to convince employees and fight hard for resources and budgets, but can actively shape the transformation and can rely on the support of motivated employees.
Dr.-Ing.
Tobias Harland
Partner
tobias.harland@onward.partners
+49 241 412522-10
Client Cases
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Building a digital lighthouse in one of the world’s largest chocolate factories
The plan for the factory is to become one of the global digitalization lighthouses. Therefore, there was a high pressure to demonstrate results on all projects and all involved associates from the factory…
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Running a requirement analysis for the international roll-out of transformation projects in a leading pharmaceutical company
Four use cases were selected for a start of the digital transformation that bring high added value globally. These must be rolled out efficiently and adapted to local requirements…
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Improving efficiency and flexibility by data-based decisions in one of the world's largest crop protection companies
Changeovers in production should be realized with shorter cycle times. The IT landscape was already standardized at the ERP level, but full availability had yet to be created at the DCS level throughout the transition…
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Cross-site development of a digital roadmap for a global player in process industry
By looking at the Group's entire European value chain, we were able to take a holistic approach to digital transformation…
The right implementation principles are the key to success
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At the beginning of the implementation phase, there are a disproportionately large number of tasks to be performed. In addition to the core tasks of launching the first projects, finding and testing the right technologies and generating the first measurable results, there are other activities that need to be handled in parallel. Program management must be set up, the planning of the individual projects must be specified, and a great deal of communication with the stakeholders is necessary. In order to manage all these tasks and to not lose speed right from the start, dedicated employees are needed who know what they are doing.
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Digital transformation, when understood correctly, is not a loose collection of individual projects, but requires an overall concept. To keep track of dependencies, track tasks and responsibilities, and maintain the necessary management attention, a program management that reports directly to a plant's management is needed.
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In order to sustainably stimulate the transformation, it is necessary that competencies are built up internally at the neuralgic points in order to avoid too great dependence on external consultants and providers. In addition, a culture of data-driven working must become second nature to all employees and the relevant tools must be mastered. Digital transformation should always be viewed from the perspective of what is changing in employees' daily processes & ways of working.
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Projects should be selected and scoped in such a way that the key assumptions can be validated fast and that the added value can be demonstrated quickly. However, caution is required at this point: this must not lead to thinking only from prototype to prototype. Scalability should always be considered, even in the initial project.
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The before mentioned approach is possible if a long-term roadmap has been outlined in advance and future developments and dependencies are known in principle. It also helps to understand the real business case of the transformation and its single projects, as dependencies become visible. To have a long-term plan does not mean that the this plan is static. As projects are implemented and new information is added, the plan should be continuously updated.
What we do
We accelerate & sustain the implementation of your digital transformation by…
…co-creating the transformation roadmap for your plant
…setting up & running the program management in your plant
…qualifying & coaching your associates to get in the driver seat themselves
…implementing hands-on projects to demonstrate the value of data
…selecting the right technologies & vendors
NEW Whitepaper:
When talking about the Digital Transformation everybody thinks of Big Data, Internet of Things, Artificial Intelligence and Digital Twins. This white paper presents a different way to implement Industrie 4.0: It combines strategic considerations with a practical approach to help develop an actionable roadmap.