Ulrich Löwen, Siemens AG , Rethink SPMS DACH & Rethink Smart SCM 2018, Berlin

Transcription

1 Industrie 4.0 und die Produktion der Zukunft Wie die Digitalisierung Geschäftsmodelle, Wertschöpfungsketten und Produkte verändert und Neues entstehen lässt Ulrich Löwen, Siemens AG , Rethink SPMS DACH & Rethink Smart SCM 2018, Berlin Unrestricted Siemens AG 2018 Siemens Corporate Technology

2 Agenda Technical versus business perspective Stimulation examples Summary Page 2 September 2018 Industrie 4.0 and the Future of Production

3 Challenge: Distinguish Business from Technical Perspectives Sometimes all four viewpoints are touched in one sentence Business Viewpoint Identification of stakeholders and their business vision, s and objectives Guidance Business Viewpoint Usage Viewpoint Functional Viewpoint Implementation Viewpoint Source IIC (based ISO/IEC/IEEE 42010) Validation technical aspects Usage viewpoint Concerns of expected system usage typically represented as sequences of activities involving human or logical users that deliver its intended functionality Functional viewpoint Focuses on the functional components, their interrelation and structure, the interfaces and interactions between them, and the relation and interactions of the system with external elements in the environment Implementation viewpoint Technologies needed to implement functional components, their communication schemes and their lifecycle procedures Page 3 September 2018 Industrie 4.0 and the Future of Production

4 Challenge: Heterogeneity of Manufacturing Industries There does not exist a one-size-fits-all solution Variety of products Mechanic product (e.g. gears) Chemical product (e.g. industrial gases) Electronic product (e.g. assembled printed circuit board) Complex mass product (e.g. car) Standardized mass product (e.g. screw, washer) Complex individual product (e.g. machining center) Different production strategies Make to stock (e.g. oil production) Make to order (e.g. beer) Develop to order (e.g. missile) Engineer to order (e.g. production machine) Configure to order (e.g. car) Assemble to order (e.g. customized suit) Variety of production processes Type of impact in the sense of transformation, transportation, and storage: production, distribution, storage processes Type of transformed or transported medium: material, energy, information processes Technology of material transformation resp. impact: manufacturing, process, logistic technology Various embedding in the added network Provider of consumer products (e.g. smart phone) Provider of components (e.g. numeric controller) Provider of individual machines (e.g. punching machine) of raw material (e.g. steel) of parts (e.g. car headlights) Service provider (e.g. electronics manufacturing services) Page 4 September 2018 Industrie 4.0 and the Future of Production

5 Solution Approach of Plattform Industrie 4.0: Application Scenarios Stimulation with regard to possible future role in the added network Characteristics of application scenarios Overview of application scenarios Description of future scenarios of manufacturing industries from a added perspective: How future networks can look like? Which business partners are involved in the network? What is the benefit for each business partner? What are opportunities and threads? service provider engineering IPD Product Design Production Planning provider software & IT SDP AF Production Engineering service provider maintenance SP2 HTI OCP SAL customer Service VBS TAP Service manufacturing company machine supplier supplier manufacturing service provider Page 5 September 2018 Industrie 4.0 and the Future of Production

6 Example: Application Scenario Value-based Service View on Industrial IoT of Plattform Industrie 4.0 Today Tomorrow Main characteristics of Value-based Service Customer product product Customer Service provider product Operator IoT platform product Possible new business roles: operator of IoT platform and service provider of data-driven services Application scenario not focused on manufacturing industries and can be applied in other industries also Manifold benefits and opportunities have been already elaborated usage data Page 6 September 2018 Industrie 4.0 and the Future of Production

7 Business Model St. Gallen: Magic triangle with 4 dimensions What Who: What are our target customers? What: What is our offering to the customer? proposition How: How do we produce our deliverable? Who Value: How do we create revenues? Value revenue mechanism chain How Rule of thumb: in order to distinguish business model innovations from product or process innovations at least two dimensions are involved in a significant way Page 7 September 2018 Industrie 4.0 and the Future of Production

8 Agenda Technical versus business perspective Stimulation examples Summary Page 8 September 2018 Industrie 4.0 and the Future of Production

9 Siemens Digital Factory Perfection and productivity at Siemens plant Amberg Challenge Continuously growing amount of different applications Today more than 1,000 SIMATIC applications Relentless pursuit of perfection Quality is a must Solution More than 75% automation in production, in material and information flow Consequent use of data analytics for improvement Outcome Quality rate of % Page 9 September 2018 Industrie 4.0 and the Future of Production

10 Siemens Digital Factory Perfection and productivity at Siemens plant Amberg Application Production and process optimization Business Models Manufacturing company (Siemens): no business model innovation Customer Service provider Platform operator product What proposition Siemens Amberg Siemens internal data analytics Siemens internal IT-platform machines and material Value revenue mechanism Who Siemens chain How No change Change Page 10 September 2018 Industrie 4.0 and the Future of Production

11 Siemens Digital Services Availability guarantee for train service at Renfe Spanish Rail Company Challenge 26 high-speed trains at Renfe Spanish Rail Company (Madrid-Barcelona-Malaga) Performance contract with availability guarantee Passengers are reimbursed for delays >15 min Solution Analytics on sensor data of critical components for predictive maintenance Outcome On-time rate of 99.9% Due to high reliability 60% passengers switched from aircraft to train Page 11 September 2018 Industrie 4.0 and the Future of Production

12 Siemens Digital Services Availability guarantee for train service at Renfe Spanish Rail Company Application Availability as a service Business Models Operator of train (Renfe): no business model innovation Provider of trains and train service (Siemens): business model innovation (i.e. proposition & revenue mechanism) Customer Service provider Platform operator product What What proposition Renfe Siemens Digital services Siemens serviceplatform Siemens trains Value revenue mechanism proposition Who Renfe chain How Value revenue mechanism Who Siemens chain How No change Change Page 12 September 2018 Industrie 4.0 and the Future of Production

13 Siemens MindSphere Cloud-based fleet management for printing machine provider Challenge Time consuming on-site collection of machine cycle and production data Transfer of data via Industrial Service Backbone to cloud Solution Optimization of service operation and production via remote access New business opportunities through possibility to use own apps Outcome Expected increase of repair rate via remote access of >20% Page 13 September 2018 Industrie 4.0 and the Future of Production

14 Siemens MindSphere Cloud-based fleet management for printing machine provider Application Data-driven services Business Models Operator of printing machine: no business model innovation of printing machine: business model innovation (i.e. proposition, chain & revenue mechanism) Customer Service provider Platform operator product Platform operator (Siemens MindSphere): business model innovation (i.e. proposition, chain & revenue mechanism) What What proposition Operator machine Software-application Siemens supplier machine MindSphere machine Value revenue mechanism What proposition Who chain Operator machine How Value revenue mechanism proposition Who chain machine How Value revenue mechanism No change Who Siemens chain How Change Page 14 September 2018 Industrie 4.0 and the Future of Production

15 Application Scenario Value-based Services Variety of different business setups (extract) Production and process optimization Availability as a service usage information & request usage information & request Operator machines Internal data analytics Internal platform machines and material Operator trains Provider availability as a service Internal platform trains Data-driven services Production scheduling services usage data of machines usage information & request Operator machines Provider data-driven services Platform operator machines Operator machines Provider production scheduling services Platform operator machines Page 15 September 2018 Industrie 4.0 and the Future of Production

16 Agenda Technical versus business perspective Stimulation examples Summary Page 16 September 2018 Industrie 4.0 and the Future of Production

17 Summary Lessons learnt from practice: Options for strategic positioning of companies User of Value-based Services Manufacturing company uses the advantages of based services offered by other companies to improve its competitive position Typically no business model innovation Provider of pure Value-based Services Software company establishes itself as a new player in a previously unaddressed market (but it does not act as an intermediary) Business model innovation Extension of existing portfolio by Value-based Services Manufacturing company enhances its portfolio by connectivity of its products and additional services to improve usage of their products Business model innovation Provider of Service-Platform Software company establishes itself as a new player in the added network of the manufacturing industry as a platform provider (Internet of Things platform) Business model innovation Take away Some options can be combined, nevertheless the decisions are in the core responsibility of each company Various service platform supplier shape their ecosystem and offer opportunities to join them: get involved with your own differentiating strengths and discover new business models Page 17 September 2018 Industrie 4.0 and the Future of Production

18 Thank you for your attention! Ulrich Löwen Senior Principal Key Expert Engineer CT RDA CES Günther-Scharowsky-Str Erlangen, Deutschland Phone: +49 (9131) Mobile: +49 (173) ulrich.loewen@siemens.com Internet siemens.com/corporate-technology Intranet intranet.ct.siemens.com Page 18 September 2018 Industrie 4.0 and the Future of Production