FINANCE 4.0 PLAYS A PIVOTAL ROLE IN DIGITAL TRANSFORMATION SFS interviewed respondents
Siemens Financial Services (SFS) has released a new research paper which estimates the ‘tipping point’ at which half of manufacturers will have substantially migrated to Industry 4.0 production platforms. The key question relating to
digital transformation in the manufacturing industry has ceased to be one of ‘whether’ to invest in transformation but rather ‘when’. In most marketplaces, early movers – the first 50% of players to invest in new technologies or business models – are those that will be able to make the most of the competitive advantage, at the expense of competitors that have not adopted. For the ‘laggard’ half of the market, investment in the new technologies or models is still required, but the possibility to gain competitive advantage is reduced.
from across the globe - manufacturers, trade associations, management consultants and academics – to estimate how long it would take for this ‘tipping point’ of 50% deployment amongst manufacturers to be reached. Larger manufacturers were expected to take between 5- 7 years to reach this point; whereas SME manufacturers were expected to take longer – between 9-11 years. Respondents were also asked
about the proportion of manufacturers to have implemented a significant Industry 4.0 pilot. This is an important insight into the current rate of adoption, since many manufacturers start their Industry 4.0 journey with pilot plants. The
research found that 70-80% of large companies have implemented a significant pilot project for Industry 4.0 production solutions, compared to 40-50% of SMEs. Manufacturers were also asked
for their views on the role that specialist finance was playing in enabling their digital transformation. Challenges to implement digital transformation tend to pivot around the issue of finance. ‘Finance 4.0’ financing techniques, such as pay to use, software finance and pay for outcomes, cover the full range of requirements, from the acquisition of a single digitalised piece of equipment, to financing a whole new factory, to even acquiring a competitor.
www.siemens.com/finance
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According to the State of Engineering Report 2018, 203,000 people with level 3+ engineering skills are needed every year to meet demand through to 2024 – the annual shortfall is currently 59,000. While more and more companies are working individually to address this shortfall, by developing links with local schools, and recruiting youngsters on apprenticeship programmes, (see lead news story on page 5), another way of dealing with the issue is to help existing employees worker leaner and smarter. Our training and skills features
this month explore the importance of training and its long-term benefits. On page 25 Fedden USP explains the concept and advantages of LEAN business training, whilst on page 26, MCP Europe looks at how training operators to understand data as part of Root Cause Analysis can improve equipment performance and manufacturing output. Michelle Lea
Editor A THIRST FOR IMPROVED ASSET MANAGEMENT
A.G. BARR has been in the business of quenching the nation’s thirst since 1875, creating and selling some of the UK’s best-loved soft drinks in the process, including IRN-BRU and the RUBICON exotic fruit juice drink. As part of a planned Continuous
Improvement Programme and a well-developed maintenance strategy at the Milton Keynes site, MCP Consulting Group was requested to support Asset Management and Maintenance Improvement across the site. The AMIS Journey (Asset Maintenance Improvement System), was used to measure A.G. Barr’s asset maintenance performance on a consistent basis against a worldwide benchmark of peer group companies. Amongst the results are:
• 4–5% OEE increase last 12 months • >15-year old process equipment performs as new • >98% assets captured on CMMS system • 100% Preventative Maintenance Schedule Completion Rate • Asset Criticality Process conducted
The Rexel Industrial Solutions Deeside branch has become the fifth UK Industrial Automation Distributor (IAD) under an initiative from Schneider Electric, making it the first within the Rexel network to receive the accolade. Designed and developed by
on all assets and output loaded onto CMMS • >30 continuous improvement work requests raised per month on CMMS • Lean techniques have been applied to maintenance activities. Results show that the site is well
above the Soft Drinks Sector average for all the assessed sections, and has proved that by developing a maintenance strategy, with a focus on CI, and a team-based approach, organisations can achieve World- Class Performance, which delivers significant savings and performance improvements – in record time.
www.mcpeurope.com
Schneider Electric’s Industry division, IAD status is given to electrical distributors that meet a range of specified criteria, while demonstrating a high level of competence with training and technical knowledge of a range of control and automation
products.This allows them to provide training to customers on how to specify products and to use them effectively and safely. Training is provided by Schneider, and the branch team are then assessed in a range of areas. Paul Dougal, business manager for
Rexel Industrial Solutions Deeside, said: “Our aim is to roll out the process and gain accreditation for three additional members of the team throughout 2019, so that we will be best positioned to support and serve our automation customers at the highest level and standard.”
www.rexel.com
4 APRIL 2019 | PROCESS & CONTROL
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