第四次工業(yè)革命：四個(gè)持久轉(zhuǎn)變制造業(yè)重塑

1、Cover: Getty images/metamorworksContentsForewordExecutive Summary1 How the Global Lighthouse Network Is Leading the Way for Industrials1.1 Growing and accelerating technology adoption1.2 Showing what is possible and what is required to succeed1.3 Global economic challenges: mandating a “Great Reset”

2、 among industrial2 Forefront Industrials Are Leading the Great Reset2.1 Modelling the four durable shifts in manufacturing and supply chain2.2 Agility and customer centricity case study: Alibaba162.3 Supply chain resiliency case study: DCP Midstream182.4 Speed and productivity case study: Johnson &

3、Johnson Janssen202.5 Eco-efficiency case study: Schneider ElectricConclusions and OutlookAcknowledgmentsEndnotesInside: Getty images/Westend61; Getty images/gorodenkoff; Getty images/urfinguss; Getty images/imaginima; Getty images/ zorazhuang; Getty images/sergeyryzhov; Getty images/Maxger 2020 Worl

4、d Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system.Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing2

5、ForewordGlobal Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing3Francisco BettiHead of Shaping the Future of Advanced Manufacturing and Production, World Economic ForumEnno de BoerPartner and Global Leader Manufacturing, McKinsey & Company, Inc.Since its inception in 2018,

6、the World Economic Forums Global Lighthouse Network of advanced manufacturers has demonstrated how leading companies can work towards realizing the full potential of the innovations and advances atthe core of the Fourth Industrial Revolution. Beginning with a select collection of leading-edge organi

7、zations, the network has seen how lighthouse factories can help entire organizations navigatetheir modernization journey, inspiring and catalysing change among partner organizations along the way. That is why the Global Lighthouse Network now comprises 54 sites, with 10 sites added in the third quar

8、ter of 2020. These manufacturers have excelled at Fourth Industrial Revolution transformation at scale while others have fallen behind, still stuck in “pilot purgatory”.The Global Lighthouse Network includes companies that have achieved remarkable Fourth Industrial Revolution advancements within the

9、 four walls of factory sites, or have effectively implemented end- to-end digitization across the value chain. In both cases, Fourth Industrial Revolution technology has been powering the reimagination of manufacturing and supply chains across industries and sectors.Moreover, an essential aspect of

10、lighthouses success lies with a dedicated focus on workforce development and capability building through a variety of means. Indeed, these organizations have prioritized their people by transforming the nature of work through intentional upskilling and/or reskilling efforts, empowering workers to re

11、alize their potential through new ways of working.Recent world events, most notably the COVID-19 pandemic, have led to significant disruptionson a scale unprecedented in recent times, affecting nearly every aspect of global industry.While supply chain shocks have uncovered operational vulnerabilitie

12、s, they have also presented transformative opportunities for manufacturing and supply chain leaders. The advances in technology and new ways of working implemented by these trailblazing organizations have been able to adapt quickly during disruption, while remaining viable and operational. This leve

13、l of agility and resiliency sits at the core of true Fourth Industrial Revolution innovation, with valuable assets that serve as critical levers during unexpected adversity. Thebenchmarks and achievements heralded in previous findings about these leading companies remain impressive in their own righ

14、t. Nevertheless, the turmoil of recent events affords organizations an even more sophisticated appreciation for the very qualities that have sustained them.Thus, it is in this context of unprecedented challenge that lighthouses serve as models of transformation and beacons of light that can guide co

15、mpanies through the storm into a stronger, more resilient future. These companies are leading the way by demonstrating how to reimagine andrebalance operations into the next normal. They are showing how companies can provide value not only to their shareholders, but also to a broader set of stakehol

16、ders including workers, consumers and the environment, and society at large.Perhaps most importantly, todays challenges make clear that lighthouses are not at the end of their transformation journeys they are onlyjust starting to unlock the true potential of Fourth Industrial Revolution technologies

17、. As the network of lighthouses grows, its light will shine brighter, helping even more organizations be better prepared to weather the inevitable future storms, whenever and wherever they occur.Executive SummaryThe Global Lighthouse Network encompasses a diverse range of manufacturing contexts acro

18、ss varied industries.The World Economic Forums Global Lighthouse Network comprises 54 leading companies that have succeeded in the adoption of Fourth Industrial Revolution technology at scale, at individual sites and/or end-to-end across the value chain. This growth reflects the accelerating adoptio

19、n of core Fourth Industrial Revolution technologies and their infusion in daily manufacturing and supply chain operations, as organizations act on a new urgency to remain competitive. Recent world events have only amplified this urgency, calling for a “Great Reset” across all sectors of the global e

20、conomy.This Great Reset represents a decisive set of actions oriented towards delivering value not only to companies themselves, but to society as a whole.The agility and resilience of lighthouse organizations have shown that in light of adversity the same qualities that set them apart before the pa

21、ndemic are, in fact, part of the strong foundation essential to withstanding the tremendous forces unleashed by the powerful waves of change it has brought forth. Likewise, these qualities are what equip them to drive the Great Reset among industrials.The Global Lighthouse Network encompasses a dive

22、rse range of manufacturing contexts across varied industries. Because of this diversity, these frontrunner companies shine a far-reaching light that extends far and wide. Thus, the learning opportunities they offer are widely relevant and not limited to a specific type of manufacturer. Indeed, the a

23、ccumulated experiences of lighthouses present a valuable set of learning opportunitiesto companies of any size looking to transform their operations. This light offers a dual benefit: it is illuminating both what is possible and what is required to succeed in the face of adversity.Fourth Industrial

24、Revolution transformation is not an arbitrary goal. Even before the massive disruptions imposed by the pandemic, the gapbetween Fourth Industrial Revolution frontrunners and others was growing rapidly. Now, global economic challenges emerging in the wake of recent world events mandate a Great Reset

25、among industrials, and a number of “durable shifts” are proving key to achieving this. Four durable shifts inmanufacturing and supply chain have emerged as particularly critical: agility and customer centricity, supply chain resilience, speed and productivity, and eco-efficiency.Improved agility and

26、 customer centricity across the end-to-end manufacturing and supplychain facilitates faster recognition of customer preferences. This, in turn, enables quicker adjustments to manufacturing flows at next- generation, small-scale modular plants to allow higher levels of customization. Supply chain res

27、ilience provides a competitive advantage, requiring connected, reconfigurable n-tier supply ecosystems and regionalization. Speed and productivity are attained through increased levels of automation and workforce augmentation coupled with upskilling and reskilling efforts. Eco-efficiency is increasi

28、ngly considered a must-have to remainin business and ensure compliance with an increasingly complex regulatory landscape.Global Lighthouse Network members, both within the four walls of individual sites and end-to-end across the value chain, are demonstrating howto engage these durable shifts across

29、 varied industries and production contexts. In each case, lighthouses have shown how commitments to workforce development coupled with strategic, courageous deployment of Fourth Industrial Revolution technology can position organizations not only for sustainability, but also for success in light of

30、the next normal. By engaging these durable shifts, frontrunner organizations are leading the way to the Great Reset. Even as they themselves realize the benefits of these transformative changes, they likewise chart a course that helps other companies navigate these rough waters. At the same time, th

31、ese adaptations help ensure the kind of resilience that will be key to sustaining operations in theface of future challenges. Ultimately, lighthouses, as they lead the Great Reset among industrials, are key to helping shape and realize a stronger, more resilient and inclusive future in which creativ

32、e entrepreneurism and technological innovation canbenefit private enterprise and society at large, along with the natural environment.Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing41How the Global Lighthouse Network Is Leading the Way for IndustrialsGlobal Lighthou

33、se Network: Four Durable Shifts for a Great Reset in Manufacturing5Growing and accelerating technology adoptionThe Global Lighthouse Network comprises 54 leading sites as of June 2020. These forerunners have succeeded in the adoption of Fourth Industrial Revolution technology at scale. In some cases

34、,10Recent additonsto the Global Lighthouse Networkthis evolution has occurred within the four walls of the factory at an individual site, whereas other “end-to-end” lighthouses have implemented such advances across the value chain. Of these 54 sites, 10 are recent additions. In keeping with the vari

35、ety characteristic of the Global Lighthouse Network, these 10 include a range of sectors asdiverse as apparel, oil and gas, automotive, energy procurement, pharmaceuticals and electronics.There has been acceleration in the adoption of core technologies driving Fourth Industrial Revolution innovation

36、. That is to say, a steadily increasing number of organizations have been acting on a newurgency to integrate transformative technologies to refine their business operations and remain competitive. Recent world events, most notably the global pandemic, have amplified the sense of urgency, thus incre

37、asing the motivation for Fourth Industrial Revolution transformation at scale.The scope and breadth of manufacturing industries represented in the Global Lighthouse Network underscores a key observation that the key differentiators identified in previous white papers have a nearly universal relevanc

38、e. Global Lighthouse Network member organizations run the gamut, encompassing a broad range of manufacturing contexts. No matter the specific nature of their business, lighthouses stand apart from the majority and provide an example to all.Global Lighthouse Network: Four Durable Shifts for a Great R

39、eset in Manufacturing6The Global Lighthouse Network includes 54 sites as of 17 June 202024239810224814 16395411 1213 152117 20424345525318 192532742261324038515044 46 495328 29 3036 414731End-to-end connected value chain lighthouses76Four-wall factory lighthouses33 3534 37Global Lighthouse Network:

40、Four Durable Shifts for a Great Reset in Manufacturing71ZymergenBiotechnology15HenkelConsumer goods29Saudi AramcoGas treatment42MideaHome appliances2163043DCP MidstreamOil and gasPhoenix ContactIndustrial automationUnileverConsumer goodsJohnson & Johnson DePuy SynthesMedical devices3173144Fast Radiu

41、s with UPSAdditive manufacturingAGCOAgricultural equipmentTata SteelSteel productsSAIC MaxusAutomotive4183245Schneider ElectricElectrical componentsRoldElectrical componentsSiemensIndustrial automation productsHaierHome appliances5193346Johnson & Johnson Vision CareMedical devicesBayerDivision pharm

42、aceuticalsInfineonSemiconductorsGE HealthcareMedical devices6203447Groupe RenaultAutomotiveBMW GroupAutomotiveSchneider ElectricElectrical componentsMicronSemiconductors7213548MODECOil and gasProcter & GambleConsumer goodsMicronSemiconductorsHaierAppliances8223649Johnson & Johnson JanssenPharmaceuti

43、calsNovo NordiskPharmaceuticalsFoxconn Industrial InternetElectronicsBoschAutomotive9233750Johnson & Johnson DePuy SynthesMedical devicesSandvik CoromantIndustrial toolsPetroseaMiningProcter & GambleConsumer goods10243851GSKPharmaceuticalsNokiaElectronicsAlibabaApparelBaoshan Iron & SteelSteel produ

44、cts11253952Schneider ElectricElectrical componentsArelikHome appliancesFOTON CumminsAutomotivePOSCOSteel products12264053Groupe RenaultAutomotivePetkimChemicalsUnileverConsumer goodsWeichaiIndustrial machinery13274154Groupe RenaultAutomotiveFord OtosanAutomotiveDanfossIndustrial equipmentHitachiIndu

45、strial equipment1428Tata SteelSteel productsSaudi AramcoOil and gas10 new industrial lighthouses at the forefront of the Fourth Industrial RevolutionAsiaSiteChange storyTop 5 use casesImpactAlibabaCombining powerful digital technologiesPredictive market insights and demand forecasting40% Sell-throug

46、h rateHangzhouwith consumer insights, Alibabas pilot Xunxi factory brings a fully digitized new manufacturing model to life. It empowersArtificial lntelligence-enabled product design and testing66% Product development lead timeend-to-end on-demand production based on consumer needs, and enables smal

47、lProduction planning optimized by advanced analytics75% Production lead timebusinesses to be competitive in the fast- paced fashion and apparel market byE2E automated inhouse logistic3x Warehouse workforce efficiencyshortening delivery time by 75%, reducing the need to hold inventory by 30%, and eve

48、n cutting water consumption by 50%.Digital-enabled flexible manufacturing98% Minimum order quantity compared to industry averageMicronTaichungTo drive the next wave of productivity improvement, Microns high-volumeArtificial intelligence-powered material handling system22% Bottleneck tool idle timead

49、vanced semiconductor memory manufacturing facility developed an integrated Internet of Things and analyticsArtificial intelligence-powered optical inspection10% Product downgrades from unexpected eventsplatform, ensuring that manufacturing anomalies can be identified in real time while providing aut

50、omated root cause analysis to accelerate new product ramp-up by 20%, reduce unplanned downtime by 30% and improve labour productivity by 20%.IIoT real-time energy data aggregation and reporting dashboardAnalytics platform for yield management and root-cause analysisAnalytics platform for deviation r

51、oot-cause identification15% Energy consumption20% Time to ramp new product34% OEE unplanned downtimeMideaFaced with intense appliance industryMarket insights generated by advanced analytics34% Online (e-commerce) salesGuangzhoucompetition and increasing complexity and speed in the e-commerce field,

52、theProduction planning optimized by advanced analytics70% Labour efficiencyMidea Group leveraged Fourth Industrial Revolution technologies to transform fromArtificial intelligence-powered optical inspection55% Inspection costan automated factory to an end-to-end connected value chain, improving labo

53、ur efficiency by 28%, reducing unit cost by 14% and shortening order lead time by 56%.End-to-end digital logistics management Digital tools to enhance a connected workforce56% Order lead time 28% Labour efficiencyUnileverWith e-commerce booming in China,Digital-enabled automatic material call-off sy

54、stem50% Inventory levelsHefeiUnilever built a pull-production model by deploying Fourth Industrial RevolutionEnd-to-end real-time supply chain visibility platform50% Order to delivery lead timesolutions such as flexible automation and artificial intelligence at scale acrossSupplier material delivery

55、 by e-Kanban50% Supplier delivery timeproduction, warehousing and delivery, reducing order-to-delivery lead time by 50% and e-commerce consumer complaints by 30% while reducing costs by 34%.Lights-off packingArtificial intelligence-enabled safety management30% OEE80% Unsafe behaviourGlobal Lighthous

56、e Network: Four Durable Shifts for a Great Reset in Manufacturing8EuropeSiteChange storyTop 5 use casesImpactGroupe RenaultMaubeugeJanssen Large MoleculeCorkTo protect the plant competitiveness (recognized as the best-performing light commercial vehicle plant in the Alliance), Groupe Renault deploye

57、d Fourth Industrial Revolution technologies at scale in their 50-year-old plant, reducing warranty incidents by 50%, increasing their flexibility to deal with the many vehicleconfigurations, and reducing manufacturing costs by 16%.With a fast-changing and increasing demand for biological products, J

58、anssen has digitally connected R&D, their internal manufacturing and their external manufacturing, and deployed advanced process control solutions to drive near real-time visibility of supply chain status, improve reliability by 50%, and accelerate technology transfers while reducing costs by 20%.Di

59、gital tools to enhance a connected workforceConnected people for performance driving3.5% Cost per unitDigital track and trace10% Warranty incidentsCycle time optimization through big-data analytics on line robotsSensor-based data collection for energy managementArtificial intelligence-powered proces

60、s control50% Speed of technology transfer from R&DAnalytics platform for deviation root-cause identification80% Process failuresEnd-to-end real-time supply chain visibility platformDigital tools to enhance a connected workforce30% Design changesSensor-based data collection for energy management40% R