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IndustrY 4.0
WHErE ArE tHE
GErMAn-LAnGuAGE
MArKEts HEAdEd?
EdItOrIAL
COntEnts
COntEnts
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EdItOrIAL
trAnsFOrMAtIOn drIVEr 1: EVErYtHInG As A sErVICE
trAnsFOrMAtIOn drIVEr 2: sErVICE trAnsFOrMAtIOn
trAnsFOrMAtIOn drIVEr 3: IndIVIduALIsAtIOn
trAnsFOrMAtIOn drIVEr 4: HYPErCOMPEtItIOn
trAnsFOrMAtIOn drIVEr 5: dIGItALIsAtIOn
IndustrY 4.0 – WHAt’s tHE IndustrY 4.0 MAturItY In
tHE GErMAn-LAnGuAGE MArKEts?
‘… Rahn should shoot fRom deep ...
Rahn shoots! Goal! Goal! Goal! Goaaaaal!’
Still frequently quoted in Germany,
this famous piece of football commentary has become iconic of the
‘Miracle of Bern’, in which the German
football team won the 1954 World
Cup, thus bestowing a quantum leap
in self-esteem on the entire nation.
But what was the secret behind this
accomplishment? Maybe Adi Dassler’s newly invented screw-in studs on
Helmut Rahn’s football boots?
If you believe the experts, the world
and the manufacturing industry in
particular are also, in the present era
of the so-called 4th industrial revolution, on the verge of a quantum leap –
one in productivity.
This is caused by the convergence of
traditional technologies and information technology. Numerous government and industry initiatives are
aimed at making sustainable use of
the pertaining possibilities. The term
‘Industry 4.0’, originally coined in Germany, has meanwhile become a worldwide synonym for the quest for new
concepts and solutions from the construction kit of the 4th industrial revolution. In contrast to evolutionary
development, it is in the nature of
revolutions to follow the motto ‘Life
is a game’, thus not only creating
new winners but also changing the
rules of the game fundamentally.
As a result, formerly winning strategies often cease to be successful.
This raises the question what enterprises need to do today to be allowed
to take part in the game tomorrow.
In regard to the 4th industrial revolution, managers in the German-language
economic region are still much in need
of information, as was demonstrated in
a recent survey commissioned by CSC.
For all uncertainty – one thing is clear:
giving the players nothing but advanced technology would be like tying
the hope for the Cup to screw-in studs
alone. To be on the winning side, players need to be in control of both the
match and the opponent in physical
and mental terms and must be proficient at adapting flexibly to any new
situation. Then, and then only, screwin studs may help to win against any
future opponent.
Accordingly, the 4th industrial revolution will be a ground of success for
those who manage to anticipate
which of the societal, economic and
other megatrends will be shaping
their market environment in future.
In particular, it will be important for
enterprises to display creativity, competence and agility in adjusting their
business models to emerging customer desires and demands. Technology
may be an indispensable enabler, but
it won’t constitute a viable fundament for the development of a strategy. CSC has, with its ‘Orchestrated
Manufacturing’ framework, made a
first step towards planning and executing industry 4.0 projects, and we
would like to invite you to benefit
from our competence and passion. On
the following pages, we will try to give
you a glimpse of where we believe the
journey is headed.
And we are very much looking forward
to accompany you!
Claus sChünemann
Vice President and
General Manager CEE, CSC
3
IndustrY 4.0
trAnsFOrMAtIOn drIVEr 1:
everythIng
�
as a servIce
�
By 2015, the GloBal maRket foR softwaRe as a seRvice miGht
Reach a volume of moRe than $20 Billion.1 ‘softwaRe as a seRvice’ fiRst enteRed the staGe as a pRoduct of the then emeRGinG cloud technoloGy aRound 2001.
In no time at all, ‘as a Service’ or aaS
became the new buzzword in the IT
service providers’ newspeak; from
IaaS (Infrastructure as a Service) to
PaaS (Platform as a Service) to – eventually and consequently – EaaS: Everything as a Service. And the meaning
of ‘everything’ is virtually literal – as
a Service is no longer limited to the
realm of IT products and services at all.
The underlying idea, of course, isn’t
nearly as new as the term: we are
talking about a class of delivery models
that have been around for quite a
while if not for ever; a.k.a. renting,
subscription, leasing and, last but not
least, outsourcing. What’s new is the
speed, quality and quantity at which
enterprises and consumers alike are
willing to part with their traditional
‘owning’ mentality or, to put it in economic terms, transform CAPEX into
OPEX.
An increasing number of organisations across all industries and the public sector radically outsource anything
they don’t regard as their core business: from logistics to the operation
of facilities, plants and entire sites
to even production-related core and
secondary processes including the
personnel involved. This of course
requires – especially in highly quality
and security-sensitive sectors such
as the pharmaceutical industry – the
service provider’s seamless integration into the owner’s GMP organisa-
tion, which in turn necessitates a free
yet secure flow of mission-critical data
between the partners.
The trend towards self-expropriation
is, at a smaller scale, reflected by the
increasing popularity of ‘as a’ services
in the consumer realm: car leasing ceased to be reserved for company fleets
a long time ago. Prevailing business
models in the realm of home entertainment have evolved too. Traditional
record shops are almost extinct – as
are video rentals: films are rented on
the internet today. Few consumers are
aware that the purchase of an e-book
does not buy them ownership of the
file. The scope of service only includes
one’s personal right of use, making
it all but impossible to give e-books
away, sell them or pass them on to
your heirs.
Another upcoming business model
we can expect to arrive shortly is
subscription to FMCGs: in the case of
printer ink being delivered on the basis of average consumption, this has
already been around for some time. In
the era of the Internet of Things (IoT),
this will soon become reality for food
stuffs as well – after all, a smart fridge
would generally be the first household
member to realise that you’re running
out of milk.
bY 2015, tHE
�
GLObAL MArKEt FOr
sOFtWArE
�
As A sErVICE
�
MIGHt rEACH A VOLuME
20
OF MOrE tHAn
�
bILLIOn u.s.-dOLLAr.1
dAtA-drIVEn sErVICEs (dds)
Everyone’s talking about Big Data
and the effectively unlimited possibilities provided by the aggregation,
contextualisation and analysis of the
enormous amount of structured and
unstructured data generated each minute. Most mentions refer to the kind
of individual consumer profiles emerging from one’s search queries, online
orders, social media and GPS location
data, which are thought to enable ever
more targeted CRM activities. Consumers who observe that their ‘personal’
eBay recommendations have nothing
to do with their own buyer history,
whereas a pair of shoes once looked
at on the internet but never bought
will stalk you for months may rightfully
doubt the maturity of this kind of application, though. In contrast to the notorious uncertainty factor represented
by humans, however, processes such
as resource planning, manufacturing
and distribution can massively benefit
from statistic data aggregates: while
it will remain virtually impossible for
years to come to predict whether Jane
Q. Citizen really intends to buy a certain silk dress in paisley print, we can
easily and quite accurately determine
how well silk dresses in paisley print
sell in a given region – enabling us
to order the right fabrics, to have the
right sizes sewn and to stock the right
warehouses in time. Other successful
uses of DDS include predictive maintenance and quality management.
‘Industry 4.0 has the potentIal to transform our
productIon processes for ever; It seems to be the
next bIg step In manufacturIng. however, we ought
not to approach the Issue as a matter of technology hype. we should rather address It from the
angle of busIness requIrements and demands. to
do that, we must fIrst create an approprIate ‘basIs’
and establIsh a hIgh degree of maturIty In both
processes and dataa.’
Dipl.-Ing. Klaus Glatz, Chief Process Officer, Hoerbiger Group
IndustrY:
MInInG
PrOjECt: IMPrOVEMEnt OF FACILItY AVAILAbILItY
CLIEnt: MInInG COMPAnY CsC AssIGnMEnt: dEVELOP
And IMPLEMEnt A PrEdICtIVE MAIntEnAnCE PLAtFOrM
GOAL: OPtIMIsE dOWntIMEs And InCrEAsE PrOduCtIOn
YIELd
1
mchall, tom (7 July 2011): „gartner says worldwide software as a service revenue
Is forecast to grow 21 percent in 2011“. gartner.com. gartner. dated: 28 July 2011,
cited from wikipedia, retrieved on 14 december 2014.
4
5
IndustrY 4.0
trAnsFOrMAtIOn drIVEr 2:
servIce
transformatIon
only fouR out of ten new caRs aRe sold at a pRofit. the otheR
six will yield no moRe than the manufactuRe cost oR even less
than that. may the automotive industRy make a show of cRyinG
BitteR teaRs oveR this tRend – the tRuth is that manufactuReR
staRted adaptinG to the development a lonG time aGo.
Makers of computer printers led the
way: Money is made in the aftermarket. The printer itself is sold at cost
price or even below that – with pleasure! In turn, two new ink cartridges
can easily cost the price of the entire
device – a litre of ink goes for up to
¤4,000.2
Such astronomical margins won’t be
possible to yield everywhere. But –
and here’s why this trend is related
to the one described in the previous
chapter – even today it is often profitable for service providers not just in
the industrial realm to provide a facility or infrastructure free of charge in
return for the exclusive right to deliver
the pertaining service too. This is
nothing fundamentally new: utilities
and railway operators have only ever
billed the amounts of current consumed or miles travelled; the infrastructure investment as such has never
been listed as a separate asset in the
purchase price of the service bought.
Many new business ideas emerging from the gold rush atmosphere
of new technology areas initially
give rise to heated debate. One of
the topical ones is the scheme of
so-called in-app sales. We can safely
presume, however, that future copyists and developers will manage to
successfully eliminate current issues
such as the much criticised lack of
transparency and the targeting of
predominantly young target groups.
The automotive industry provides an
excellent example of how the concept
of service transformation is being
applied to material products: many
car makers successfully manage to
enhance their brand image by complementing their portfolio with a
compact car at ‘less than ¤10,000’
or a medium-sized vehicle ‘under
¤20,000’. That’s the catalogue price.
By the time the car hits the road
equipped with all the accessories
that make it acceptable to the owner,
these psychological and economical
thresholds will be exceeded by far.
New technologies lead to a dramatic
reduction of innovation cycles. However, these will rarely be synchronous
across all individual components of a
given product. In view of the increasing scarcity of resources, we will
have to ask ourselves whether it’s
really necessary to get an entirely
new smartphone every two years or if
there’s an alternative option of
obtaining innovation in the form of
new software releases or replacement
of individual components while the
device as a whole is allowed a longer
life. This would even be quite advantageous for the consumer: why wait two
years if the new operating system of
the faster processor is available earlier
than that! The Fairphone, for example,
represents a concept already pointing
this way.
OnLY FOur Out OF tEn nEW CArs ArE sOLd At A PrOFIt.
tHE OtHEr sIx WILL
YIELd nO MOrE tHAn
tHE MAnuFACturE
COst Or EVEn LEss
tHAn tHAt.
IndustrY:
FACILItY OPErAtIOns
�
PrOjECt: OPtIMIsAtIOn OF MAIntEnAnCE PrOCEssEs
CLIEnt: OPErAtOr OF HIGHLY FACILItY-dEPEndEnt PLAnts
CsC AssIGnMEnt: dEVELOP And IMPLEMEnt A COnCEPt
FOr tHE usE OF AuGMEntEd rEALItY In FACILItY MAIntEnAnCE GOAL: sIMPLIFY And ACCELErAtE MAIntEnAnCE
And rEPAIr PrOCEssEs: rEduCE COsts
‘Industry 4.0 Is by far more than about the
Incremental Improvement of the value chaIn.
rather, It’s about the potentIal to radIcally Innovate the model of socIety. to fully exploIt the
InnovatIve potentIal of Industry 4.0, we need
qualItIes such as creatIve and lateral thInkIng
out of the box.’
Dr. Walter Oberreiter, Head of Business Consulting,
Industry 4.0 Expert, CSC Austria
AuGMEntEd rEALItY (Ar)
Until not too long ago, applications
of augmented reality used to be, at
the consumer level, largely restricted
to marketing activities, in which potential customers would be encouraged to visually manipulate products
of interest by means of mobile apps.
Meanwhile, the technology has found
more useful applications – as in mobile
travel guides: point your smartphone at
the Eiffel tower, and the device will not
only know everything about the sight
itself but can recommend the nearest shopping places and restaurants
in the vicinity. Cineastes familiar with
Terminator and the likes can imagine
what the technology might be capable
of even without an interface such as a
mobile device or Google Glass: superimpose relevant ambient data on
your field of vision, for instance. (Of
course, it was a funny kind of media
disruption to have the Terminator ’s
highly developed cyberbrain visually
read this information rather than
access the data digitally. It did add
a nice twist to the story, though.) In
fact, the technology has been around
for years: while ambient data are not
being superimposed on the retina yet,
they appear in the windscreens of
luxury cars, fighter pilots’ helmet
visors and surgery microscopes. In
the same way, blueprints and repair
manuals can be made available, so
sparing the technician to have to put
down his tools to smooth out the
construction plan for the hundredth
time.
2
source: http://www.heise.de/video/artikel/1-liter-tinte-fuer-4000-euro-1508742.html,
retrieved 14 december 2014.
6
7
IndustrY 4.0
trAnsFOrMAtIOn drIVEr 3:
IndIvIdualIsatIon
�
an aiRBus a380 cuRRently has aBout six million confiGuRaBle
items. as a Result, the confiGuRation pRocess will make each
individual pRoduct a one-of-a-kind specimen. to Be aBle to manaGe all these vaRiants and pRoduct options at an acceptaBle
cost constitutes a siGnificant challenGe foR manufactuReRs.
the demand foR viRtually unlimited confiGuRaBility, howeveR,
is staRtinG to extend even to the Realm of commodity pRoducts
affoRdaBle to the end consumeR.
This is where the trend of service transformation converges with the hedonistic lifestyle of the modern metropolitan to form another driver for the
development of new business models.
New production methods make it
possible: not just IT-related products
and services will seamlessly adjust
to their individual user’s demands;
material goods can just as easily be
made and made available on short
notice in a broad range of options
and at reasonable prices. Additive
manufacturing is eliminating the
necessity to take the effort and
make an elaborate tool for each new
component. If the front apron of your
new car is 3-D-printed anyway – why
can’t you have the same range of
choices as in wheels?
The biennial rhythm of alternating
face lifts and new model releases
might one day be replaced by a constant flow of renovation – until a true
technology leap justifies a real new
product launch. And if the fashion
changes in the meantime – why not
redesign your car as quickly as your
hairdo? Even today, you can have
your self-painted picture made into a
flash tattoo for your vehicle: a valid
business idea for the copy shop of the
future.
Another type of players who have already identified the possibilities offered by Industry 4.0 and are exploiting
them successfully are inventive newcomers in the food industry. A startup from the Bavarian town of Passau
demonstrates how to utilise the
cloud and state-of-the-art logistics in
order to provide today’s demanding
urbanites with their individual cereal
mixes for breakfast. In view of the
giant growth market of healthcare
and nutrition, imitators and inventors
can be expected to come up with a
flood of other innovative ideas in the
near future.
Some people may think that opportunities lurk in the individualisation
trend only for enterprises targeting
the individual consumer. They should
think twice. Because such enterprises
need assistance – in technical, technological and strategic terms. Especially Germany, the ‘world’s factory
fitter’, has a great number of inventive
companies whose help will be indispensable to enabling providers of
end consumer products and services
to individualise their offerings in the
ways described.
This in turn is consistent with another
development we at CSC have dubbed
‘outside-in’: to an increasing extent
– and that is ultimately an expression of Industry 4.0, too – innovation
doesn’t happen inside the development silos of enterprises but are
literally bred in the fertile ecosystems
outside the company by a an increasingly open community of ideas providers and doers. Collaboration and
co-creation with other companies
and the customers themselves might,
for many, represent a new business
model of its own right; one that just
a few years ago would have seemed
highly inappropriate due to the general
fixation on ‘intellectual property’.
‘Industry 4.0 Is much more
than Just the Internet of
thIngs. smart materIals
wIll Influence how
they are used. addItIve
manufacturIng wIll allow
me to prInt my parts
rather than have them
produced on bIg machInes.
these are all aspects of
Industry 4.0.’3
AddItIVE MAnuFACturInG
(3-d PrIntInG)
Largely unnoticed by the wider public,
3-D printing has become an established manufacturing technology in
many industries. In so-called additive
manufacturing, often highly complex
structures are built up by applying
successive layers of liquid or granular materials. Any material that can be
fusion-bonded or cured is suitable, i.e.
polymers, resins, ceramics and metals.
As the printhead is computer-controlled, a broad variety of shapes and
structures can be manufactured on
one and the same machine without
significant lead times – in contrast,
for example, to traditional injection
moulding, where a different mould is
needed for each type of part. Consequently, additive manufacturing is
perfectly suited where rather small lot
sizes or even one-of-a-kind specimens
are in demand. Next to prototyping,
typical applications are industrial
manufacturing of joint prostheses,
auto and aircraft parts. 3-D printing
is also highly advantageous in the
making of extremely small-scale structures. In addition, additive manufacturing supports a number of societal
trends – not least that of individualisation (small lot sizes and one-of-akind specimens!) and the urbanisation
trend: since the blueprint to a given
item is a piece of software that can
be sent anywhere in the world in real
time, manufacturing can take place
wherever an appropriate 3-D printer is
available.
An AIrbus A380
C u r r E n t LY
HAs AbOut
sIx MILLIOn COnFIGurAbLE ItEMs. COnsEquEntLY, tHE
COnFIGurAtIOn PrOCEss WILL MAKE EACH IndIVIduAL
PrOduCt A OnE-OF-A-KInd sPECIMEn. tO bE AbLE tO
MAnAGE ALL tHEsE VArIAnts And PrOduCt OPtIOns At
An ACCEPtAbLE COst COnstItutEs A sIGnIFICAnt CHALLEnGE FOr MAnuFACturErs.
IndustrY:
trAVEL And tOurIsM
�
PrOjECt: IntEGrAtAtIOn OF PrOduCt dEVELOPMEnt And
MArKEtInG CLIEnt: AIrLInE CsC AssIGnMEnt: MAKE unstruCturEd dAtA FrOM sOCIAL MEdIA usAbLE GOAL:
AnALYsE And PrOACtIVELY AddrEss LAtEnt CustOMEr
dEsIrEs
Ralf Schulze,
Industry Strategist,
Global Manufacturing Vertical, CSC
3
source: http://www.csc.com/townhall/insights/110917-the_internet_of_
things_iot_in_manufacturing#summary, retrieved 3 march 2015.
8
9
IndustrY 4.0
trAnsFOrMAtIOn drIVEr 4:
hypercompetItIon
�
‘if i had asked people what they wanted, they would have said
fasteR hoRses.’ – henRy foRd. customeRs don’t have a desiRe foR
actual pRoducts But foR the Benefit they expect. wheRe innovation cycles aRe Reduced Beyond RecoGnition and theRe’s an
open-souRce-dRiven woRld teeminG with new ideas, no enteRpRise can affoRd to Rest on the lauRels of some patent and
hope to Be pRotected aGainst competition foR decades to come.
Even tomorrow, somebody else might
come up with another, better solution
for the same problem. And where the
protection of ideas and concepts is
possible, the next imitator will be waiting in the wings right now.
The rapid acceleration of competition
has been dubbed ‘hypercompetition’,
a term that generates 124,000 Google
hits even today4. It will with absolute
certainty force many manufacturers
to demonstrate significantly greater
flexibility and agility in terms of their
product portfolio – which they will
easily be able to do due to the new
technological possibilities. Insights
from Big Data consumer information,
but also from suggestions and
demands directly conveyed by customers, will generate innumerable ideas
for new product features or entirely
new products. And cloud-enabled
possibilities such as crowd-funding
and the nearly unlimited market of
the Worldwide Web, in combination
with new manufacturing technologies
will enable producers to quickly bring
them to market.
However, only those enterprises will
turn out to really be future-proof that
demonstrate the capacity to completely reinvent themselves should
volatile markets demand this. A perfect early example of that ability was
one paper mill that in the course of its
10
history mutated into a manufacturer
of rubber boots and other consumer
goods before temporarily rising to
market leadership in mobile phones.
A more recent lesson was taught by
a certain manufacturer of computers
who caused the traditional music industry considerable headache by starting to provide entertainment content
digitally.
Promoted by Big Data, but also by
the recent development of unmanned
aerial vehicles, a.k.a. drones, the next
explosion of the online trade business is just around the corner – forcing not only residential retailers to
come up with innovative concepts
a.s.a.p. Urban planners and politicians
too need to start thinking about how
they intend to deal with the increasing
numbers of vacant shops. And about
what future public spaces should look
like that should take over the cashier
queue’s function as a social meeting
point. The wave of mobile phone
dealers, internet cafés, second-hand
shops and tattoo studios that is already undulating through the town
centres of many municipalities – each
of these a start-up established by an
inventive entrepreneur who at least
for a while made good money with it
– gives us a glimpse at how potentials
for creative entrepreneurship are
being propagated from the very bottom to the very top.
‘for us, Industry 4.0 Is an
umbrella term for certaIn
structural changes, both
product and processrelated. we see, above
all, the opportunIty to
thInk ahead and develop
new and InnovatIve solutIons for our products
t0gether wIth our partners. In future, we wIll
depend on the abIlIty to
offer suItable solutIons
for ever more complex
requIrements. It wIll help
a great deal to keep up
wIth topIcal research as
well as the latest InformatIon and communIcatIon
technology.’
‘IF I HAd AsKEd PEOPLE WHAt tHEY
WAntEd, tHEY WOuLd HAVE sAId
FAstEr HOrsEs.’ – HEnrY FOrd –
CustOMErs dOn’t HAVE A dEsIrE FOr ACtuAL
PrOduCts but FOr tHE bEnEFIt tHEY ExPECt.
IndustrY:
AutOMOtIVE
PrOjECt: VALuE CHAIn sYstEM IntEGrAtIOn CLIEnt: AutOMOtIVE suPPLIEr CsC AssIGnMEnt: IntEGrAtE ErP And
MEs sYstEMs GOAL: InCrEAsE tHE dEGrEE OF CAPACItY
utILIsAtIOn And FLExIbILItY In rEsPOnsE tO CHAnGEs In
dEMAnd
Rainer Berthold,
Director Sales, Jean Müller GmbH Elektrotechnische Fabrik, Eltville, Germany
�
4
retrieved 14 december 2014.
5
middleton, peter; kjeldsen, peter; tully, Jim (18 november 2013), „gartner forecast:
the Internet of things, worldwide, 2013“ (18 november 2013)
IntErnEt OF tHInGs
As early as in November 2013, a Gartner report5 predicted that by 2020,
we might be facing 26 billion internet-able devices – not counting PCs,
smartphones and tablets. This equals
a 30-fold increase from the 0.9 billion
units we had in 2009. The component cost of IoT-enabling any commodity good would by then approach
$1; consequently, a large number of
‘ghost devices’ with unused connectivity ought to be expected. According
to the report, the revenue opportunity
for IoT-related products and services
across all industries will increase to
$309 billion until 2020; by then, Gartner predicts a total economic valueadd from IoT across industries of
$1.9 trillion worldwide. 80% of the IoT
supplier revenue will be derived from
services, with the greatest value added from the IoT being generated in
manufacturing, healthcare, insurance,
banking and securities. Accordingly,
services that are associated one-to-one
with individual products would face
competition from ones provided by
trusted IoT providers overseeing multiple product categories with branded ‘umbrella’ services.
11
IndustrY 4.0
trAnsFOrMAtIOn drIVEr 5:
dIgItalIsatIon
the new ipv6 inteRnet pRotocol standaRd will enaBle the
inteRconnection of 340 tRillion tRillion tRillion devices. this
aBsuRdly BiG numBeR easily outshines the 16.7 million colouRs
a Renowned computeR manufactuReR cites to adveRtise theiR
hiGh-Resolution displays: it even exceeds the numBeR of staRs
in the oBseRvaBle univeRse (1022) By hundReds of million million
times.
To put it in other words: by upgrading
from the currently prevailing IPv4
standard we will in just a few years
time be able to link up each and every
connective device to create one single
giant network. Yet what exactly is a
connective device?
Ever smaller and cheaper IT components lend themselves to being integrated into an increasing number of
commodity goods: millimetre-sized
RFID tags sewn into garments will
point out matching other articles of
clothing or accessories to their owner
while shopping or surfing the internet.
The fridge ordering milk and yogurt on
its own has already been mentioned.
It is all but surprising that your electronic calendar does not yet automatically switch on the park heating of your
car if you have an early appointment
on a cold winter day – or calls a cab if
the vehicle’s system check or the
weather and traffic data suggest to
better not drive yourself. (App developers – to your machines!)
The range of intelligent products encompasses anything from heating systems controlled via your smartphone
to smart textiles to road systems managing their own traffic flows; some
of them available even today, others
just around the corner. Of course, this
trend contributes to the acceleration
12
of the two described above: once an
item is principally equipped with artificial intelligence, it can be enhanced
with a constant stream of new function and, consequently, can be ever
more individualised.
For marketers that translates into:
forget about your beloved AIDA formula (Attention – Interest – Desire –
Action). From now on, to you it’s DAAI:
the consumer has a Desire. And only
those manufacturers who are willing and able to pay Attention to that
desire and respond with Action will be
able to retain the Interest of their increasingly volatile audiences.
Somebody will have to make the decision, of course, which customer
desires should be given priority over
others. However, appropriate algorithms will soon significantly facilitate,
if not automate entirely, such decision-making. By way of orchestrated
manufacturing, manufacturing and
time to market will see enormous
acceleration – as will the life cycles of
new products. So where’s the place
of us humans in this brave new world
of digitalisation? We believe that our
vision of the future, which may even
exceed Industry 4.0, will at the end of
the day improve people’s lives. Where
online retail goods are today picked by
human labourers, badly paid but still
expensive for their employers, enough
money might be finally earned to pay
greater attention to CO2-neutral products and processes one day. Where
educational content of high quality
can be made available digitally, there
is more room to better qualify all
strata of society so nobody will be in
the position to have to take on badly paid gofer jobs any more. And with
greater participation in the development of what we call intellectual
property – ideas that actually make
money –, profits should be distributed more justly. In the media industry,
remuneration models to that extent are
already in the process of emergence.
tHE nEW IPV6 IntErnEt PrOtOCOL
stAndArd WILL EnAbLE tHE
IntErCOnnECtIOn OF
340 trILLIOn trILLIOn trILLIOn
dEVICEs.
CYbEr-PHYsICAL sYstEMs (CPs)
Cyber-physical systems emerge wherever mechanical and electronic facilities and systems are controlled via
a network of interconnected IT solutions. This goes far beyond the isolated
applications of the past, such as computer-aided manufacturing or CNC:
Within a cyber-physical system, an
array of different systems communicate
with each other so they can make their
own decisions about next steps based
on the information exchanged. Let’s
illustrate this with a – purely fictional
– example: A 3-D printer produces action figures, for instance, Darth Vader.
When the black resin is about to run
out, the CPS goes, ‘All right, a fresh
supply is ordered but hasn’t arrived
yet. Let’s deploy a battalion of Storm
Troopers in the meantime – there’s still
plenty of the white stuff.’ After a while,
only red and pink hues are left in the
machine. The CPS takes a look at the
order book and makes the pragmatic
decision to call up the software blueprint for Princess Lillifee to make a lot
of those until the resin magazines get
refilled. (Whether it’s economical, at
this point of time, to make bulk goods
such as toy figures by way of additive manufacturing is another question.
But the underlying principle should be
clear.) By the end of this decade alone,
up to 50 billion computers and commodity devices will be connected
online.6 With this in mind, we must
accept that the convergence of the
entire industrialised world into one
single CPS is no longer science fiction.
It is inevitable reality.
IndustrY:
MAnuFACturInG
�
PrOjECt: busInEss MOdEL dIGItALIsAtIOn
CLIEnt: LEAdInG MAnuFACturInG COMPAnY CsC AssIGnMEnt: CrEAtE An IntEGrAtEd sOFtWArE ECOsYstEM
GOAL: LOnG-tErM CustOMEr LOYALtY And A dIGItALIsEd
VALuE CHAIn
‘socIety’s complexIty Is IncreasIng even faster than
the computIng power of supercomputers ... the Idea
of beIng able to centrally control a global system
of thIs complexIty Is sImply wrong. the scope of
thIs challenge exceeds the possIbIlItIes provIded
by tradItIonal approaches ... we wIll have to take
on board as many good Ideas as possIble so we can
make more educated decIsIons.’7
Prof. Dr. Dr. Dirk Helbing, ETH Zurich, Chair of Sociology, in particular of Modelling and Simulation
�
6
scientific american, december 2014, page 16.
7
cited after: „menschheit steht vor dem größten umbruch seit der industriellen revolution“, Joachim
laukenmann, sonntagszeitung, 4 January 2015, retrieved from http://webapp.sonntagszeitung.ch/read/
sz_04_01_2015/gesellschaft/menschheit-steht-vor-dem-groessten-umbruch-seit-der-industriellenrevolution-23180, on 13 Januar 2015.
13
surVEY
IndustrY 4.0
what’s the Industry 4.0
maturIty In the german
language markets?
‘our manufacturIng companIes make
a sIgnIfIcant contrIbutIon to our
domestIc economIc performance,
thus securIng hIgh-qualIty Jobs. In
order to be able to contInue to
succeed In the InternatIonal
competItIon, IntensIve research Is
requIred on the enterprIse sIde.’
Dr. Margit Haas, Head of Production and
Nanotechnology, Forschungs- und
Förderungsgesellschaft Österreich (FFG)
The necessity to review one’s business models is especially relevant for the IT industry. For CSC, this has for
many years meant that we not only had to search for
best-in-class solutions, but first of all had to understand
and proactively address the situation, the needs and requirements of our own customers – and theirs. In pursuit
of this goal, we assigned The Skills Group to conduct,
in September 2014, a survey among representatives of
Austrian, German and Swiss enterprises on their reading
of Industry 4.0. The research institute interviewed 900
managers and decision-makers from companies with
a minimum of 10 employees, preferably such from the
core sectors of IT and manufacturing.
How important is the development towards Industry
4.0 for your company?
D
21%
A
CH
42%
Is there a sufficient supply of specialists with sufficient It know-how and expertise plus expertise in the
areas of logistics and manufacturing to work in the
realm of Industry 4.0?
D
32%
46%
11% 39%
A
24%
45%
10% 37%
CH
25%
46%
VERY IMPORTANT – RATHER IMPORTANT
22%
31%
29%
YES – NO – DON’T kNOW
German respondents assessed the importance for
their own company higher than those in Austria and
Switzerland.
Irrespective of the interviewees’ assessment of the
degree of their own country’s preparation, the predominant opinion is that there are not enough specialists for
this development.
How well prepared are companies in your country
for the Industry 4.0 development?
do you think there is a sufficient amount of information
on the opportunities and risks under Industry 4.0
available in your country?
D
10% 41%
31%
A
6% 31%
37%
CH
7% 31%
40%
8% 12%
5% 21%
7% 16%
VERY WELL – RATHER WELL – RATHER BADLY – VERY BADLY – DON’T kNOW
Only in Germany, slightly more than half of the interviewees think their country is well-prepared for Industry 4.0.
D
29%
A
16%
CH
24%
71%
84%
76%
YES – NO
More than three quarters of the respondents said they felt
underinformed.
this is an overview of the most prominent results:
How important is the development towards the
‘connected factory’ (Industry 4.0) for your country’s
economy?
PLEAsE FInd
MOrE InFOrMAtIOn
On tHIs surVEY As WELL As
On nEW busInEss MOdELs At
http://www.csc.com/de/ahp/117241-industrie_4_0
D
27%
A
19%
CH
16%
36%
31%
39%
26%
More than anything else, this brochure shows one thing:
utilised properly, Industry 4.0 offers a host of opportunities for enterprises to support their existing business
models better and more purposefully. In addition, there
is vast potential for new innovative business models.
37%
27%
VERY IMPORTANT – RATHER IMPORTANT – VARYING (for certain industries only)
The importance of Industry 4.0 for the economy and
industry is considered ‘rather important’ across all
countries.
As a decision-maker in your company, it’s up to you
to evaluate what Industry 4.0 can do for you and your
company. Moreover, you want to determine the best
timing for actual action. Our advice: steer clear of both
frantic activity for its own sake and allowing yourself to
be shell-shocked. Seize the moment and plan your first
moves toward Industry 4.0 right now. Maybe there are
even actual transformation steps to be implemented
already!
We at CSC have studied the subject of Industry 4.0
thoroughly. We strongly believe it’s a topic that is
certain to transform your universe as much as ours. We
would like to engage in a partnership with you to develop and realise new and exciting concepts. Be sure to
get in touch!
14
15
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