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Industrie 4.0: Preparing Tomorrow’s Digital Manufacturing

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Industrie 4.0: Preparing Tomorrow’s Digital Manufacturing

  1. 1. Industrie 4.0: Preparing Tomorrow’s Digital Manufacturing Deepak Achuthashankar, Industry Analyst Industrial Automation & Process Control 23 September 2014 © 2014 Frost & Sullivan. All rights reserved. This document contains highly confidential information and is the sole property of Frost & Sullivan. No part of it may be circulated, quoted, copied or otherwise reproduced without the written approval of Frost & Sullivan.
  2. 2. 2 Today’s Presenter Deepak Achuthashankar, Industry Analyst Frost & Sullivan India Experience in the field of consulting and market research across the Industrial Automation and Process Control Division. Has 5+ years of industry experience in end-to-end project management & marketing of Power Distribution, Substation Automation & Process Automation solutions. Worked with various industrial end-user verticals such as Power Generation, Oil & Gas, Metals & Mining, Cement, Automobile & Ancillaries and Infrastructure segments.
  3. 3. 3 The 4th Industrial Revolution is Around the Corner 4th Industrial Revolution Future Smart: based on integration of virtual and physical production systems Source: DFKI 1st Industrial Revolution 2nd Industrial Revolution 3rd Industrial Revolution 1760s-1900 Use of steam and mechanically driven production facilities 1900-1970s Electric Power driven mass production based on division of labor 1970s to date Extensive use of Controls, IT and Electronics for an automated and high productivity environment
  4. 4. 4 Industrie 4.0 - The Vision and Implications Technology Industrie 4.0 Processes Internet of Things Cloud Platforms Collaboration Wireless Intelligence Big Data Integrated Industries IP Centralization Social Innovation Internet of Sustainable Services Manufacturing Lifecycle Assessment The term “Industrial” in this context, refers to all segments within the industrial world associated with discrete/process industries. It’s scope is inclusive of enterprise applications in board rooms to manufacturing production units in the shop floor. Industrial Revolution 1.0 – 3.0 • Mechanized Processes • Mass Production • Production Automation Industrial Revolution 4.0 - Pursuits •Product Innovation •Increased Collaboration •Operational Process Enhancement •Cyber-Physical Production Strategic Trends Convergence of applications will form crux of new advancements Energy efficiency and sustainability to gain greater business focus Greater presence of mobility and web-based information systems
  5. 5. 5 Functional Attributes Industrie 4.0 Wireless Intelligence Smart Clouds Collaborative IT Solutions Distributed Manufacturing Scalability Lower IT cost Mobility Reduced complexity Fosters Innovation Reduced time-to-market Improved productivity Minimal capital expenditure Efficient training Cost efficiency mechanisms Local manufacturing Mobile maintenance Operator empowerment Integrated Enterprise Ecosystem ERP PLM MES $
  6. 6. 6 Challenges Burgeoning Competition Increasing commodity costs Growing Energy Demand Global Economic Woes Uncertain Geopolitical Landscape Volatility in Government Policies Industry convergence alters competitive landscape Fast-changing consumer trends impacts enterprise stability Competitive pressures driving ineffective innovation Risk of Cyber Attacks Global Challenges Technological Challenges Immediate Challenges Maximized production @minimal energy - A catch 22 situation Convergence of industries Rise of disruptive technologies Weak manufacturing output Lower profit margins Regulatory Pressures Multiple challenges are set to impact enterprises during the course of their evolution. But the biggest challenge that can derail progress is “Industrial Cyber Security”
  7. 7. 7 A Look Into Some of the Attributes
  8. 8. 8 Industry Convergence Matrix: Industrial and IT—2013 Customer Focus Consumer Core Industry Industrial IT Market: Manufacturing Sector, 2013 VR Simulation Systems Industrial Internet Information Industry Focus Communication Technologies (ICT) Manufacturing Enterprise Industrial Automation Process Control (IPC) Commercial IT Ethernet Devices Cloud IT Infrastructure Cyber Security Apps Warranty Management Apps 3D Operator Training Assistance VR Predictive Maintenance Asset Management Apps Digital Manufacturing EMI Social Media Apps Mobile Maintenance Remote Home Control Apps Wireless Communication Note: Top five markets are in brown text boxes. Source: Frost Sullivan Professional
  9. 9. 9 The Enterprise Pyramid—Changing Architectures The Enterprise Pyramid is a comprehensive representation of different operational layers at their respective positions. This includes factory floor at Level 1, followed by controls and automation in Level 2, MES at Level 3, and ERP at Level 4. In a new development, product life cycle management is expected to be included in the future of enterprise hierarchy, between Levels 3 and 4. Source: ANS/ISA standard 95 and Frost Sullivan analysis. Enterprise Pyramid in Transformation SCADA DCS HMI PLC Motors Drives Production Planning, Scheduling, Tracking, Traceability Strategy, Resource Planning Level 1 Level 2 Level 3 Level 4 The Enterprise Pyramid Including the PLM Layer The aspect of product design and engineering is traditionally perceived as a part of Level 4, along with enterprise resource planning. However, with growing significance, PLM is expected to gain its own position in the enterprise hierarchy and be ensconced exclusively between Levels 3 and 4. ERP MES Manufacturing Process Integration and Visualization Factory Floor
  10. 10. 10 Integrated Enterprise Ecosystem– A Snapshot In future, integration between multiple enterprise layers is likely to change the hierarchical structure of operation that we see today, forming a horizontal enterprise architecture where various disciplines interact seamlessly with each other. Wireless technology Intuitive Product Lifecycle Management Computer-aided design, computer-aided manufacturing, product data management, digital manufacturing iDevices (intelligent) control rooms Mobile Smart services technology •Enterprise integration •Cloud computing Software as a Service Social media integration Source: Frost Sullivan Analysis. Cyber Security
  11. 11. 11 Industrial Internet - Unearthing the Potential of a Globalized Manufacturing Network Source: Frost Sullivan Analysis. Industrial Internet—Functional Facets in Manufacturing Manufacturing Access Points Real-time data acquisition from the entire gamut of the manufacturing supply chain, including specialized devices, sensing applications, and software solutions Data Processing Analytics Intensive analytics founded on cloud-based service models, supporting predictive and preventive threat assessment, coupled with manufacturing process planning Empowered Human Network An agile workforce armed with advanced mobile devices that provide access to synchronized intelligence, facilitate instantaneous alerts, and support on-the-spot decision making Global Indicators, 2013 Estimates* Global GDP $72.0 tn Industrial Economies (share of GDP) $21.0 tn Manufacturing Industries (share of GDP) $12.0 tn Potential for Industrial Internet as a % of Global GDP, 2013 Industrial + Non-industrial Industrial Manufacturing Percent Share of Global GDP 46.0% 29.2% 16.5% Industrial Internet and Enterprise Integration In addition to a strong, integrated network offering, industrial Internet, as part of the I4.0 Vision, is set to support the evolution of specialized solutions such as cloud computing, advanced mobility, and augmented reality systems in the manufacturing landscape. In addition, in 2013, 16.5 percent of the global GDP was estimated to arise from manufacturing and is reflective of the global potential for the expansion of industrial Internet.
  12. 12. 12 Big Data Analytics Big Data analytics forms the cornerstone of future industries. With vast process/production information generated across the supply chain, Big Data analytics helps end-users optimize production, reduce downtime and minimize manufacturing bottlenecks. Key questions on the future of Big Data analytics in end-user industries remain unanswered. Will Big Data analytics necessitate investments in cloud architecture? Will the onset of Big Data compromise intellectual capital? Data Acquisition Analysis End-user Simulation Contextualization Actionable Intelligence Management Decision Big Data Implications Maximizing asset utilization with reduced downtime Reducing energy consumption through efficient plant processes Optimizing production with varying demand scenarios
  13. 13. 13 Industrial Services – How Does it Fit into the Industrie 4.0 Perspective? The focus on service as the new business model has gained considerable traction in the developed world. The trends of plant outsourcing and value-added services have disrupted traditional business strategies of industrial vendors, resulting in major transformations across the value-chain. In the current context, the business model of services is at a crossroads. With the advent of I4.0, the service proposition is expected to grow in complexity, necessitating a need for discerning end-user needs in line with the vision of I4.0. Asset Services Product Services Ecosystem Services Plant Services The amalgamation of Internet of Services with the Internet of Things will give birth to a new cloud-based maintenance and service model , that is poised to transcend plant operation and help improve efficiency across the enterprise. The dynamics of the emerging service framework will create new seats of ownership in the value-chain of industries Comprehensive asset services that are product neutral will be a key segment of opportunity for expansion in the future. Services to become an exclusive entity with little or no dependence on product sales. This will give rise to a new business model that will promote “product as a service” How are end-users planning to approach service partnerships in future? Will increasing service needs decline end-user stakes in production?
  14. 14. 14 Our Future Focus
  15. 15. 15 Industrie 4.0 and the End-user Equation What the End-user wants: The Missing Link in I4.0 Discussion Industrial vendors have embraced the idea of Industrie 4.0 within their product framework, repositioning their existing solutions in line with this industrial paradigm. However, in the discussion on I4.0 and the Smart Factory initiative, there is a need to understand end-user perception. We, at Frost Sullivan, firmly believe that the end-user factor will decide the future of the I4.0 vision. Vendor Proposition State Policy End-user Acceptance Industry convergence alters competitive landscape Risk of Cyber Attacks Increasing commodity Fast-changing consumer trends impacts enterprise stability Competitive pressures driving Ineffective innovation costs Burgeoning Competition Growing Energy Demand Global Economic Woes Uncertain Geopolitical Landscape Volatility in Government Policies Macro Challenges Market Challenges Industrie 4.0: Key Stakeholders Functional Challenges
  16. 16. 16 Next Steps Develop Your Visionary and Innovative Skills Growth Partnership Service Share your growth thought leadership and ideas or join our GIL Global Community Join our GIL Community Newsletter Keep abreast of innovative growth opportunities
  17. 17. 17 Your Feedback is Important to Us What would you like to see from Frost Sullivan? Growth Forecasts? Competitive Structure? Emerging Trends? Strategic Recommendations? Other? Please inform us by “Rating” this presentation.
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  19. 19. 19 For Additional Information Julia Nikishkina Communications Executive Industrial Automation Process Control +7 (499) 213 0156 julia.nikishkina@frost.com Deepak Achuthashankar Industry Analyst Industrial Automation Process Control (+91) – 44-6681 4034 DeepakA@frost.com Sivakumar Narayanaswamy Research Manager Industrial Automation Process Control (+91) – 44-6681 4038 SivakumarN@frost.com Muthukumar Viswanathan Practice Director Industrial Automation Process Control (+44) – 20-7915 7804 MuthukumarV@frost.com

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