In a recent poll, PwC found that while 60% of respondents were “dabbling” with Industry 4.0 technology, only 3% had truly achieved a working Industry 4.0 paradigm. To some of you, this might come as a big surprise. After all, Industry 4.0 has been the subject of countless news stories, opinion pieces, blog posts, and whitepapers in the last several years—almost all of them pointing out its unprecedented potential for changing the face of manufacturing. Some readers, on the other hand, probably aren’t surprised by this statistic in the slightest. Why? Because they know how difficult it can be to find and implement the kinds of technology solutions that make Industry 4.0 possible. Businesses often have to wade through jargon to understand what’s on offer, and a solution, once selected, might require large-scale operational changes that can be difficult to implement. To help mitigate some of these challenges, here are a few questions to ask yourself as you evaluate Industry 4.0 technology solutions for your manufacturing outfit.
Imagine you’re packing up supplies for a backpacking trip across Tuscany. You’re limited by how much you can comfortably carry for many miles of walking, and you have to decide which items and in what quantities you’ll need in order to make it the entire length of the trail. You start with clothing and a first aid kit—but how much food do you bring? You want to pack light, and you think that you’ll reach the next town (where more food could potentially be acquired) within a day or two, but if you’re forced to slow down for some reason you don’t want to run out of things to eat. Bringing more food, however, means leaving behind one or two of the books you planned to read in your more leisurely moments.
For decades, production planners in non-clocked production environments have been trying to optimize their job shop scheduling processes, and for decades the problem has continued to elude them, owing in large part to the tremendous complexity of uncovering the most efficient route for each product to take through a non-linear production environment. Luckily, new advancements in supply chain technology are constantly presenting planners with new tools and tactics they can use for gaining the maximum possible value from their production workflows. In many ways, the most significant of these advancements come in the form of the new technologies that make up the Industry 4.0 revolution. But what, exactly, is it that makes Industry 4.0 and job shop scheduling a match made in heaven?
Pop quiz: when’s the last time, either in a personal or a professional capacity, that you made a purchase from a business that did not have a website? Sure, you may have wandered into a charming little brick and mortar store and made an impulse purchase, or maybe you did a bit of antiquing, but I’ll bet that for most major purchases in recent memory you would have been loath to place your trust in a business with no online presence. This is, of course, with good reason. A web presence allows you to read product reviews from other customers, gives you the resources to make more informed purchasing decisions, and lends legitimacy to their enterprise. Once you’ve experienced the added conveniences of a digital business, it’s unlikely you’ll be eager to go back to the old way of doing things.
In order to remain competitive in the world of modern manufacturing, production planners are constantly searching for new ways to derive more value from their operations. This impulse takes many forms, but one of the most common is striving to improve operational capacities, usually by either reducing makespan or improving machine utilization. Though the obvious benefits of increasing your throughput may seem tantalizing, the process of actually doing so is not as simple as ratcheting up production speed or buying new machines. Rather, it is a complex process that requires a high degree of visibility into your value stream. To help you tackle these complexities, here are 5 key strategies for improving operational capacities.
Imagine you’re working in tech support, and you receive a call from someone who’s having trouble getting his phone to send and receive text messages. You try all of the usual tactics, asking the caller to turn the phone off and on again, etc., before checking to make sure that the phone is running the latest version of its operating system. The caller concedes that it probably isn’t, but as you walk him through the process of updating he continues to run into problems. “How,” he asks, “do I see what operating systems I am running?” “How do I access my settings?” “How do I get to the home screen?” It is only as you dive deeper into the rabbit hole that you realize that your interlocutor doesn’t have a smart phone at all, but an old rotary phone without the slimmest chance of ever accessing the internet.
Today’s supply chain managers are often in pursuit of that elusive measure of supply chain health: end-to-end (E2E) visibility. But how do you determine your business's existing level of visibility compared to the level that would best support its particular needs? Just as attaining a high degree of visibility can be a significant operational challenge, measuring visibility can be somewhat of a hurdle in its own right. To the end of helping you clear that hurdle, here are five strategies for ascertaining your level of supply chain visibility.
Though the industrial revolution was nominally about the introduction of steam powered machinery into factory production, its long-term effects are almost impossible to overstate. What began as an ingenious change to the inner workings of factories became a catalyst for widespread social and political change, arguably leading to the formation of modern capitalism and paving the way for a fundamental redefinition of people’s relationships to labor, their environments, and each other. Though the so-called second and third industrial revolutions were not quite as earth-shattering, they did stimulate the global spread of electricity and the internet, two technologies without which the modern world would be virtually unrecognizable.
Industry 4.0, also known as the Fourth Industrial Revolution, has been hailed as the underpinning of the modern smart factory, promoting the rise of cyber-physical systems, increased machine-to-machine communication, and decentralized decision-making within production processes. The concepts that make up the Industry 4.0 framework have been suitably revolutionary, and they're rapidly changing the way that manufacturing businesses operate, but many organizations are realizing that this framework doesn’t have to stop at the edge of the factory floor. Indeed, the very same principles that drive modern, digitized manufacturing are also bringing about the era of Logistics 4.0.
Imagine for a moment that you’re at an antiques auction. You’ve scoped out a handful of items that might meet your needs, and you have a strong but flexible sense of how much money you would be willing to spend on any given item. But when the first of your lots is on the auction block, instead of sitting in the auction house, you’re situated at a remote location, watching a live video feed of the proceedings. When you want to place a bid, you have to instruct your representative at the auction house to raise her paddle. Naturally, by the time you’ve done this, the price that you’re acting on is already out of date. As a result, you wind up with none of the items you had hoped for, even in cases where you might have been willing to spend more on them than the price that they ultimately went for.