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Action Plan lighting industry - Digital Innovation Hub Emilia-Romagna

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DIH Emilia-Romagna supports companies (and related supply chains) to assess and exploit their digital potential through digital maturity analyses and definition of action plans for management of innovation and digital transformation, including provision of technological partners, funding and training opportunities, technological macro-trends and connection with Enterprise Europe Network and other relevant European stakeholders (e.g. Digital Innovation Hubs, Competence Centers, Laboratories and Research Centers).

Industrial case: A branch of multinational group located in Emilia-Romagna, founded in 1961, active in the lighting industry

The company would exploit their innovation, international and digital potential in order to evolve its competitive position in the European context identifying most promising market segments and areas and shifting its focus from products to markets. Thus, the company needs a managerial support from DIH-ER.

Through the Digital Maturity Assessment, DIH-ER created a digital transformation roadmap comprising 8 priorities (mainly connected to vertical and horizontal integration of value chain, digitization of supply chain, customer-based platform approach, big data and connectivity, predictive maintenance), provision of technological partners, funding opportunities, training opportunities, technological macro-trends and connection with Enterprise Europe Network and other relevant European stakeholders.

In addition, the company benefited of coaching and mentoring support provided through direct connection with outer managers (under temporary management approach).

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Action Plan lighting industry - Digital Innovation Hub Emilia-Romagna

  1. 1. 16 aprile 2020 Digital Innovation Hub Emilia-Romagna Verso Industria 4.0: Action Plan Opportunità e ipotesi di roadmap di trasformazione digitale
  2. 2. 2 Context A branch of multinational group located in Emilia-Romagna, founded in 1961, active in the lighting industry Profile: The company designs, manufactures and commercialized its products. The company develops components optimized for lamp operation and offers integrated solutions that ensure high performance of the lighting equipment. In 2019, the company had a turnover of 21 million euro with 108 people. Needs: The company would exploit their innovation, international and digital potential in order to evolve its competitive position in the European context identifying most promising market segments and areas and shifting its focus from products to markets. Thus, the company needs a managerial support from DIH-ER. Solutions: Through the Digital Maturity Assessment, DIH-ER created a digital transformation roadmap comprising 8 priorities (mainly connected to vertical and horizontal integration of value chain, digitization of supply chain, customer-based platform approach, big data and connectivity, predictive maintenance), provision of technological partners, funding opportunities, training opportunities, technological macro-trends and connection with Enterprise Europe Network and other relevant European stakeholders.
  3. 3. 3 Action Plan 1 Digital maturity analysis 2 Digital transformation roadmap 3 Enterprise Europe Network 4 Technological partners 5 Funding opportunities 6 Training opportunities 7 Competence Centers 8 Technological macro-trends
  4. 4. 4 Digital maturity analysis (1/3) The results of Digital Maturity Assessment show that: ➢ The average level of digital maturity is about 3.07 (3.20 at dimension of analysis level; 2.93 at process level) ➢ The maturity is defined, some best practices have been implemented and there are some integration and interoperability gaps ➢ The least digitized dimensions are organization and technologies ➢ The least digitized processes are smart product, supply chain, logistics
  5. 5. 5 Digital maturity analysis (2/3) In particular, analysing the least digitized dimensions/processes, the digital maturity could be increased (by increasing the degree of control, integration and/or interoperability) by enhancing: ➢ Marketing and sales, supply chain and logistics processes ➢ in particular on technology and organisation dimensions
  6. 6. 6 The digital maturity of the company can be increased by enhancing the elements of the matrix highlighted in red and yellow Digital maturity analysis (3/3) tecnologie esecuzione organizzazione monitoraggio des progettazione 4,20 3,67 3,50 4,50 prod produzione 3,58 4,50 2,00 3,75 qual qualità 5,00 4,50 3,33 4,75 man manutenzione 2,00 3,25 3,00 3,67 log logistica 3,50 1,67 2,00 1,50 sc supply chain 1,40 3,20 2,67 3,33 smart smart product 1,33 hr risorse umane 2,50 5,00 2,33 2,50 mkt marketing 2,60 3,14 1,75 2,00
  7. 7. 7 Digital transformation roadmap to evolve the competitive position by creating and addressing market niches and providing solutions with greater added value Identification of priority areas and related market segments to create products that integrate secondary functions, also through open innovation approaches Activation of innovation and product management processes to identify an internationally sales model and start an internationalization plan Review of commercial model to enable the process of strategic reorientation of the company to the market Activation of orientation and training policies on innovation and soft skills to enable predictive maintenance and product quality control Evolution of MES and implementation of sensors to start the optimization of production processes Implementation of data-driven approaches and artificial intelligence algorithms to optimize the transfer and positioning of components and products Automation of internal logistics to optimize the supply chain and order preparation Introduction of a portal/configurator
  8. 8. 8 Technological partners Training opportunities Partnership Funding opportunities Integrated solutions, energy efficiency and asset management Research and development plan for products with medium-term vision Implementation of an expert system based on AI logic and technologies that provides support for production planning and allows to support the management of products variants with greater simplicity and flexibility Innovation of the current maintenance process by introducing Condition Monitoring mechanisms designed for the future introduction of predictive maintenance systems with the aim of reducing plant downtime Innovation of the logistic structure allows to reduce the spaces and times of innovation by automating handling Creation of a Robotic Process Automation system for automated order reception for inserting and checking orders within the Oracle management system Change in the company: change management in human resources Company change for human resources: the right direction Change of perspective and creative thinking to manage meetings Problem Solving: tackling problems with a motivational method The secrets of teamwork and group dynamics Behavioral training: train your ability to make yourself understood, explained, persuaded ENGAGEMENT: increase personal energy and effectiveness in projects and relationships with others COMMUNICATE THE RELATIONSHIP: among emotions, expectations, words, results Industrial technology partners Competence Center Bi-Rex Enterprise Europe Network Innovation - business/exploitation plan Internazionalization - commercial penetration strategy IMP³rove Innovation Management Assessment IMP³rove Digital Innovation Quotient Tax credit on capital goods New tax credit on R&D, innovation and design Tax credit on training 4.0 Fast Track to Innovation European funding programme 2021-2027
  9. 9. 9 Thanks for the attention and ... have a good transformation https://cerr.eu/en/projects/dih-er

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