May, 2021
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Weighing the Cost and Benefits of Digitalization in Manufacturing
Continued from page 54
elements of the initial system must be priori- tized. Key functions reflect the core competence of the OEM. Basic functions apply to the entire system, but do not impact the core know-how. Auxiliary functions are then available to be pur- chased as subsystems. Next, gather as much knowledge of the
end users as possible to prioritize the right functions and software elements. Lastly, assess the feasibility of digitaliza-
tion for individual functional modules. This step should involve all in-house OEM experts along the performance and service provision
chain. Remember that the core of mechanical engineering should be prevalent so that the cus- tomer does not feel like it is being turned into a software company. One of the greatest chal-
lenges is to balance the diverse requirements of the customer against the economic need to keep the number of modules and processes small. OEMs have begun to solve this problem, by proactively breaking down their systems into logical units that can be combined in various ways. Another challenge is that
broadly designed and undefined goals, combined with high finan- cial expectations, will only result in frustration. To avoid this, it is better not to assume that every- thing can be achieved all at once. Sub-projects should be
defined in terms of modules focused on the highest priority key functions. The design of the interfaces, physically as well as digitally, should always be kept up to date to allow for updates and extensions. Also, companies should
divide their members into inter- disciplinary teams so that both a dynamic exchange of information can take place and direct access to the management team of the OEM is available on short notice. The guiding principle is this:
If the modularity of digitaliza- tion (software) follows the modu- larity of the machines (hard- ware) with the latest interfaces, this then allows for the creation of the most cost-effective and
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