A Smart Factory has the same objectives as Lean Management: Increasing flexibility and efficiency in production. Meanwhile we just do have more possibilities to manage and improve the performance of a factory by implementing intelligent solutions as the technology needed is available. Operational Excellence and Lean Management with their related principles are still valid and getting even more important when starting a project towards Smart Factory.
Generally speaking, yes. But please do not forget about massive investments to realize a real smart factory. In addition to that we want to note that experienced managers already running a lean production facility are much more efficient and effective by implementing smart solutions with their prequalified teams. It’s like always, there’s no shortcut to success.
Unfortunately we can’t answer this question as this is very much dependent on your products, your strategy and your existing production facility, etc.. A first idea about possible action fields or a good starting point can be gained by making a holistic AVS®-Assessment or only a Smart Factory check together with your team on-site.
Generally speaking we recommend starting with digitization projects on a broad basis not before your processes work on a reliable basis and are operated by qualified employees who understand your production system. Important to note, that experienced managers already running a lean production facility are much more efficient and effective by implementing smart solutions with their prequalified teams. A first idea about possible action fields or a good starting point can be gained by making a AVS®-Assessment together with your team on-site.
The competence profiles are changing. The manufacturing industry will need different qualifications and skills future. Therefore, we strongly recommend to start with customized training sessions in so called lighthouse project areas. You should always train and use the new tools in parallel to get a better learning experience. By experiencing excellence and working together on new models creates acceptance, trust and success among specialists and executives.
Compared to others we have been told that while optimizing the performance of the value stream we are always keen to take the impact of projects on P&L results into account. Our strongly implementation-oriented process experts work hand-in-hand with financial experts and the management. By doing so, we realize success on the shop floor and EBTDA improvements in parallel what generates real value and strengthens the buy-in of executives and investors as well.