The document discusses the 4th Industrial Revolution and the need for industrial agility. It provides background on Festo AG & Co., a German automation company. It then discusses how the 4th Industrial Revolution will require faster time to market, better user experience, more innovation, and ability to handle variable demand. It introduces the Cynefin framework for decision making. It outlines various agile practices, methodologies, principles and values that can enable industrial agility to help companies adapt to the changes brought by the 4th Industrial Revolution.

1. The 4th Industrial
Revolution and Agile
Paolo Sammicheli
paolo@sammiche.li @xdatap1
Introducing Industrial Agility

4. FESTO
Founded 1925
18.700 employees
250 subsidiaries
61 countries
Turnover € 2,64 Billion

5. Level 4
Learning Factory
Level 2
Machining department
with electroplating
Gate 2
Gate 1
Canteen
Car park
220m²
Learning Factory covering
22m
building height
20%electricity from own
power generation
66,000m²floor space
4levels
1,200employees
Facts and figures
Festo AG & Co. KG6
Level 4
Hotbeds for ideas
Level 3
Assembly with VUVG lines
Level 3
Atrium
Level 3
Electronics production
Technical centre
Level 4
Customer solutions
Scharnhausen Technology Plant: Facts and figures 7
Scharnhausen Technology Plant
https://www.festo.com/group/en/cms/10967.htm

9. In the new world, it is not
the big fish which eats
the small fish,
it's the fast fish which
eats the slow fish.
Klaus Schwab
Founder and Executive Chairman
World Economic Forum

10. What does this mean
for the Industry?

11. Time to market
Credits: https://www.flickr.com/photos/numb3r/

12. User Experience

13. Innovation

14. Demand Variability

15. “The Winner takes it all”

16. The 4th Industrial Revolution
will be the
Revolution of the Complexity

17. CYNEFIN
A DECISION-MAKING FRAMEWORK BY DAVE SNOWDEN
Photo Credts: http://all-that-is-interesting.com/starling-murmuration

18. The Cynefin Framework
by Dave Snowden.
Obvious
Complicated
Sense-Categorise-Respond
Sense-Analyse-Respond
Act-Sense-Respond
Best Practice
Good Practice
Novel Practice
Known knowns
Known unknowns
Unknowable unknowns
Complex
Chao;c
Probe-Sense-Respond
Emergent Practice
Unknown unknowns

19. © Paolo Sammicheli 2017
INDUSTRIAL AGILITY

20. PRACTICES
METODOLOGIES
PRINCIPLES
VALUES
© Paolo Sammicheli 2017
INDUSTRIAL AGILITY

21. PRACTICES
Lift Off
eXtreme
Manufacturing
Object Oriented
Design
Continuous
Integration
Design Pattern
User Story
Pair Programming Mob Programming Continuous Delivery
Management 3.0 Empathy Mapping
Personas Product Canvas
Cross Functional
Feature Team
User Story Mapping Retrospectives Impact Mapping
Hardware Compiler
HiTech
Anticipation
INDUSTRY4.0
© Paolo Sammicheli 2017
Test Drive
Development
INDUSTRIAL AGILITY

22. METODOLOGIES
KanbanScrum
Lean Startup
Design Thinking
Lean Change
© Paolo Sammicheli 2017
Popcorn Flow
INDUSTRIAL AGILITY

23. PRINCIPLES
Complexity Thinking
AGILELEAN
eXtreme Manufacturing
Agile Management
© Paolo Sammicheli 2017
INDUSTRIAL AGILITY

24. VALUES
AGILELEAN SCRUM
AGILE PRODUCT CHARTER
© Paolo Sammicheli 2017
INDUSTRIAL AGILITY

25. PRACTICES
METODOLOGIES
PRINCIPLES
VALUES
© Paolo Sammicheli 2017
INDUSTRIAL AGILITY

26. The Charter for Agile
Product Development
https://agileproductcharter.org

27. Cross functional team collaboration
over specialization, process and tools
Modularity over tightly-coupled solutions
Continuous customer collaboration
over inflexible contracts
Useful continuous delivery
over a single comprehensive delivery
Extending development through
manufacturing over fixing problems in the field
Useful continuous documentation over
comprehensive documentation
We embrace agile methods as the engine driving innovative
solutions and collaboration to amplify economic, ecologic
and social benefits across our planet.
Through this work we have come to value:
That is, while there is value in the items on the right,
we value the items on the left more.

28. «The fascination for Industrie
4.0 is twofold. First, for the first
time an industrial revolution is
predicted a-priori, not observed
ex-post. This provides various
opportunities for companies
and research institutes to
actively shape the future.
Second, the economic impact
of this industrial revolution is
supposed to be huge.»
(Hermann, Pentek, Otto, 2015, p.2
Design Principles for Industrie 4.0 Scenarios: A Literature Review)

29. THANKS
www.industrial-agility.com
Paolo Sammicheli
paolo@sammiche.li @xdatap1