世界经济论坛-第四次工业革命：技术信息与制造业创新（英文）-2019.1-40页.pdf

White PaperJanuary 2019In collaboration with McKinsey&CompanyFourth Industrial RevolutionBeacons of Technology and Innovation in ManufacturingWorld Economic Forum91-93 route de la CapiteCH-1223 Cologny/GenevaSwitzerlandTel.:+41(0)22 869 1212Fax:+41(0)22 786 2744Email:contactweforum.orgwww.weforum.org 2019 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.This white paper has been published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conclusions expressed herein are a re-sult of a collaborative process facilitated and endorsed by the World Economic Forum,but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.3Fourth Industrial Revolution:Beacons of Technology and Innovation in ManufacturingForewordExecutive summary1.Lighthouses:Sites Embracing the Megatrends of the Fourth Industrial RevolutionSeeing the light:A radical leap forward for Fourth Industrial Revolution front runnersIdentifying lighthouses2.Overview of the Global Lighthouse Network3.Understanding Lighthouses:Characteristics,Differentiators and Success Factors Lighthouse characteristicsInjectors of human capitalIndustry leaders that are resetting benchmarksOpen innovators and collaboratorsLarge and small companiesFrom emerging and developed economiesHigh impact with minimal replacement of equipment4.How Do the Lighthouses Achieve Impact at Scale?Charting a course for scale:Two routesValue drivers for impact at scaleScale-up enablersThe current state of lighthousesThree tools to scale Fourth Industrial Revolution technologies in production and overcome pilot purgatory5.Successful Deployment at Scale:A Close Look at Two LighthousesProcter&Gamble(P&G)Rakona,Czech Republic:Growth through cost leadershipSite historyAn inclusive visionTop five use-casesAchievements,impact and the road aheadRold Cerro Maggiore,Italy:Fourth Industrial Revolution implementation in SMEBefore and after:Transformational changesKey enablersTop five use-casesAchievements,impact and the road ahead6.Call to ActionWhy act?The Fourth Industrial Revolution is essential to breaking out of productivity stagnationThe world is under stressThe Fourth Industrial Revolution presents multifaceted opportunities and challengesWhat needs to be done?Augment,instead of replace,the operator Invest in capability-building and lifelong learningDiffuse technologies throughout geographical areas and include SMEsProtect organizations and society through cybersecurityCollaborate on open Fourth Industrial Revolution platforms and handle data carefullyAddress the climate change challenge with Fourth Industrial Revolution technologies568881014141414151515161717181818192020202020212222222223242424242424242425252525Contents4Fourth Industrial Revolution:Beacons of Technology and Innovation in ManufacturingWho needs to act?Organizations with a lighthouseOrganizations without a lighthouseTechnology providers,start-ups and universitiesAn opportunity to form a new,global learning platform for the Fourth Industrial RevolutionAnnex:A Look Inside the Lighthouses Inside Perspectives1.Value DriversBig data decision-makingBosch Automotive in Wuxi,China Christophe Chapdelaine,Senior Vice President Manufacturing and Quality Management,Bosch Automotive Diesel Systems WuxiBabur Ozden,Founder and CEO,MaanaDemocratized technology on the shop floorNatan Linder,CEO and Co-founder,Tulip InterfacesMelonee Wise,CEO,Fetch RoboticsAgile working modeFast Radius in Chicago,USALou Rassey,CEO,Fast RadiusBosch Automotive in Wuxi,China Minimal incremental cost to add use-casesMicrosofts manufacturing site in Suzhou,ChinaDarren Coil,Director of Business Strategy,MicrosoftMelonee Wise,CEO,Fetch RoboticsNew business modelsEuropean consumer electronics manufacturer(company name undisclosed)2.Scale-up EnablersFourth Industrial Revolution strategy and business caseBMW GroupChristian Patron,Head of Innovations and Digitalization in Production System,and Marcel Eigner,Strategy Digitalization and Smart Data Analytics Production System,BMW GroupIoT architecture built for scale-upHewlett-Packard EnterpriseChen Linchevski,Co-Founder and CEO,PrecognizeCapability-building through acquiring new skillsTata Steel in IJmuiden,NetherlandsHans Fischer,CEO,Tata Steel in EuropeDaiane Piva,Improvement Consultant Energy Efficiency,Tata SteelWorkforce engagementSchneider Electric in Le Vaudreuil,FranceLilian Aube,Le Vaudreuil Plant Union Representative,Schneider ElectricSophie Grugier,Senior Vice President,Global Supply Chain Operations,Schneider ElectricContributorsProject TeamEndnotes252525252526262626272727272828282929292930303030323232323333333434353535353536373738Contents5Fourth Industrial Revolution:Beacons of Technology and Innovation in ManufacturingForewordEmitting powerful light that pierces fog and darkness,lighthouses are vital to maritime navigation.They serve as beacons and guides,ensuring safe passage for shipping.At the World Economic Forums Annual Meeting 2018 in Davos-Klosters,Switzerland,leaders from public and private organizations decided to seek out manufacturers in a broad range of industries who are leading the way in Fourth Industrial Revolution innovation.Connected by the World Economic Forums platform,these model factories recognized as Fourth Industrial Revolution“lighthouses”are beginning a unique learning journey that will benefit the production environment.Manufacturing has experienced a decade of productivity stagnation and demand fragmentation;innovation is long overdue.Organizations that have taken Fourth Industrial Revolution innovation to scale beyond the pilot phase have experienced unprecedented increases in efficiency with minimal displacement of workers.However,most companies appear to be stuck in“pilot purgatory”.Widespread adoption of Fourth Industrial Revolution technology at scale,through the combined efforts of companies and governments,can lead to a sizeable increase in global wealth production,benefiting people throughout society.The Fourth Industrial Revolution in manufacturing remains a top priority for many leaders of private and public organizations.It is having an enormous disruptive impact on value chains,industries and business models.With one-third of the total economic value of the internet of things(IoT)coming from production,1 factories are the centre of gravity of the ongoing revolution.While manufacturing represents 16%of global GDP,2 manufacturing industries account for 64%of global R&D spend.3 However,there is potential for worker displacement if changes are not handled properly.Strengthened collaboration among stakeholders is needed to understand unexpected consequences and manage the transition.“Lighthouses”are demonstrators of digital manufacturing and globalization 4.0,and exhibit all of the essential characteristics of the Fourth Industrial Revolution.Moreover,they confirm the hypothesis that they have the potential to generate new economic value,driven by improvements in the full spectrum of production value drivers:resource productivity and efficiency,agility and responsiveness,speed to market and customization to meet customer needs.Transforming existing production systems,innovating value chains and building new business models with disruptive potential for established businesses can create value.Lighthouses highlight the global nature of production for example,the lighthouse network includes German-owned factories in China and a site in Ireland owned by a US company.This shows that innovation is equally relevant in all geographical areas and contexts,from sourcing basic materials to process industries to advanced manufacturers addressing specialized needs.Furthermore,it proves that companies of all sizes,from established global blue-chips to small local businesses with fewer than 100 employees,can achieve radical Fourth Industrial Revolution innovation.Lighthouses value collaboration and open their doors to thousands of visitors annually,recognizing that the benefits of this collaborative culture far surpass potential competitive threats.They can serve as an inspiration for defining a strategy,improving the skills of the workforce,collaborating with Fourth Industrial Revolution communities and managing changes from the shop floor throughout the value chain.While they vary in size,industry and geographic location,lighthouses embody nine common distinguishing characteristics.This white paper explores findings derived from these characteristics and calls on industry and government leaders to act.Governments,universities,technology providers and companies are encouraged to use this unique network to navigate and accelerate the inclusive diffusion of technology.The Fourth Industrial Revolution in manufacturing presents the next engine of economic growth,ushering in opportunities to learn and embed values in a way that past revolutions could not.The adoption of technology,guided by an inclusive vision for a better world,can yield a stronger,cleaner,global society.Helena Leurent,Head of Shaping the Future of Advanced Manufacturing and ProductionMember of the Executive Committee,World Economic ForumEnno de Boer,Partner and Global Leader Manufacturing,McKinsey&Company,USA6Fourth Industrial Revolution:Beacons of Technology and Innovation in ManufacturingExecutive summaryMany companies are piloting Fourth Industrial Revolution initiatives in manufacturing,but few have managed to integrate Fourth Industrial Revolution technologies at scale to realize significant economic and financial benefits.The World Economic Forum,in collaboration with McKinsey&Company,scanned more than 1,000 leading manufacturers.Subsequent outreach enabled visits to the most advanced sites and identification of the few factories that are true guiding lights in the context of Fourth Industrial Revolution production:lighthouses.This select group of manufacturing sites represent the leading edge of adopting technology at scale.These sites serve as beacons for the world,exemplifying the type of production approach that can drive the next engine of global economic growth.They demonstrate how forward-thinking engagement of technology can create a better,cleaner world through new levels of efficiency in manufacturing.Likewise,they illustrate how Fourth Industrial Revolution technology at scale can transform the nature of work itself by engaging and improving the skills of human workers with minimal displacement.Three technological megatrends are the principal drivers of this transformation in production:connectivity,intelligence and flexible automation.Front-runner production sites that have embraced these megatrends at scale have seen a step change in performance.These“lighthouse factories”have taken Fourth Industrial Revolution technology from pilots to integration at scale,thus escaping the inertia of“pilot purgatory”,in which many organizations remain.Lighthouses serve as real-world evidence to dispel widespread myths and misunderstandings posing obstacles to the adoption of innovative technology at scale.These beacons shed light on the characteristics,differentiators and success factors that realize optimal scaling.Lighthouses are injectors of human capital.Rather than replacing operators with machines,lighthouses are transforming work to make it less repetitive,more interesting,diversified and productive.Lighthouses are industry leaders resetting benchmarks.They have moved beyond the continuous improvement efforts that have characterized factories for decades,instead making a change that resets benchmarks.They are open innovators and collaborators.They engage a trisector innovation system comprising business,government and the social sector,including academia.These sites represent both large and small companies.Fourth Industrial Revolution innovation is accessible not only to large organizations but also to small-and medium-sized enterprises(SMEs).Lighthouses can be found in emerging and developed economies.Fourth Industrial Revolution technologies are also paying off in manufacturing environments that benefit from low labour costs.Lighthouses achieve high impact with minimal replacement of equipment.Most were created by transforming existing brownfield operations.Optimizing existing infrastructure and augmenting it with new machinery can deliver many benefits.Lighthouses achieve impact at scale in different ways.The Forum has identified two principal routes to scale by which manufacturing pioneers can chart their course.These routes are not mutually exclusive;rather,they can complement each other:Innovate the production system:expand competitive advantage through operational excellence.Innovate the end-to-end value chain:create new businesses by changing the economics of operations.Lighthouses have employed five value drivers to create impact at scale using Fourth Industrial Revolution technologies.They demonstrate four distinct capabilities that serve as scale-up enablers.The annex of this white paper provides perspectives from lighthouses that exemplify these value drivers or enablers.The value drivers are:Big data decision-making Democratized technology on the shop floor Agile working models Minimal incremental cost to add use-cases New business modelsThe four scale-up enablers are:Fourth Industrial Revolution strategy and business case IoT architecture built for scale-up Capability-building through acquiring new skills Workforce engagementIn addition to the perspectives offered in the annex,this white paper offers an in-depth look at two lighthouses operated by two companies that differ substantially in size.The first,Procter&Gambles Rakona plant,represents 7Fourth Industrial Revolution:Beacons of Technology and Innovation in Manufacturinga large multinational.The other,Rold Cerro Maggiore,is operated by a small SME headquartered in Italy.The story of change at each of these sites offers valuable insights into the broad transformation occurring in the manufacturing environment.The World Economic Forum issues a call to action to break out of productivity stagnation and address the significant challenges such as climate change,resource scarcity and an ageing workforce the world is facing.The Forum suggests six principle-based actions to ensure the Fourth Industrial Revolution in manufacturing delivers the maximum positive benefit for society:Augment,instead of replace,the operator.Invest in capability-building and lifelong learning.Diffuse technologies throughout geographical areas and include SMEs.Protect organizations and society through cybersecurity.Collaborate on open Fourth Industrial Revolution platforms and handle data carefully.Address the challenge of climate change using Fourth Industrial Rev