《世界經濟論壇：2023全球燈塔網絡白皮書： 塑造第四次工業革命的新篇章（英文版）（35頁）.pdf》由會員分享，可在線閱讀，更多相關《世界經濟論壇：2023全球燈塔網絡白皮書： 塑造第四次工業革命的新篇章（英文版）（35頁）.pdf（35頁珍藏版）》請在三個皮匠報告上搜索。

1、Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial RevolutionW H I T E P A P E RJ A N U A R Y 2 0 2 3In collaboration with McKinsey&CompanyContentsImages:Getty Images,Unsplash 2023 World Economic Forum.All rights reserved.No part of this publication may be reproduced or tran

2、smitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.Disclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conclusions expres

3、sed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.ForewordExecutive summary1 A dynamic network con

4、tinues to expand1.1 More than 100 lighthouses mark the start of a new chapter 1.2 Diverse use cases convey a compelling narrative 1.3 Sustainability leaders have set a new green standard2 A new chapter begins 2.1 Scaling across production networks and beyond:the high impact lever 2.2 Scaling reality

5、 check:revealing the truth2.3 Lighthouses are writing the scaling success story3 Leaders in scaling Fourth Industrial Revolution:case studies 3.1 Danone:A people-led network approach 3.2 Cipla:Network-wide transformation using seven key enablers3.3 Midea:A strong transformation office to deploy Four

6、th Industrial Revolution at scale3.4 Join the Global Lighthouse Network to write the next chapterContributors345512202222 2425293031 32 33 34Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution2ForewordThe Global Lighthouse Network started with a vision at the World

7、 Economic Forums Annual Meeting 2018 in Davos-Klosters,Switzerland,when public-and private-sector leaders set out to identify manufacturers from a broad range of industries who were demonstrating frontrunner leadership in Fourth Industrial Revolution innovation.The Forum,in collaboration with McKins

8、ey&Company,scanned thousands of leading manufacturers in search of the most advanced sites,leading to the identification of the first 16 lighthouses,which ranged from global blue chips to small local businesses with fewer than 100 employees.The network continued to grow,becoming a neutral collaborat

9、ion platform to accelerate the adoption of Fourth Industrial Revolution technologies in manufacturing through new alliances,partnerships and a shared,cross-industry learning journey.The Global Lighthouse Network today counts 132 sites,13 of which are additionally recognized sustainability lighthouse

10、s for their technology-enabled improvements on environmental footprint.Lighthouses are leaders who have embraced vision,innovation and responsibility as they adopt advanced technologies across production networks and beyond,unlocking value while prioritizing environmental sustainability.They have be

11、en the lead authors of the Fourth Industrial Revolutions opening chapter a compelling story told across a series of white papers exploring the evolution of technology deployment from factories to value chains end-to-end and beyond.Along the way,lighthouses have left waypoints that others can follow

12、to emulate their progress and navigate challenges.This is vital because the chapter ahead scaling Fourth Industrial Revolution technologies across entire organizations is sure to be no less demanding and exciting.That is the focus of the research presented in this paper.While localized transformatio

13、ns have confirmed the opportunity to achieve double-digit impact on throughput,costs or lead time through Fourth Industrial Revolution technologies,the challenge and the opportunity,since lighthouses consider this a key lever to achieve strategic imperatives such as productivity,sustainability and r

14、esilience is now to drive this transformation at scale across production networks and beyond.This means at multiple manufacturing sites,with thousands of people;moreover,it means extending technology deployment even beyond to suppliers and customers,or toward new functions like research and developm

15、ent(R&D),procurement and logistics.An ongoing,critical aspect of strategy will be successfully engaging the workforce to encourage Fourth Industrial Revolution technology adoption.Informed by the perspectives from 132 sites around the globe,the analysis presented in this latest Global Lighthouse Net

16、work white paper offers a valuable look at how frontrunners have taken their place as leaders,progressing on realistic time horizons with a mature understanding of resources and enablers needed to scale.As they have done so,they have established scaling waypoints,enabling other companies to engage i

17、n a“smart follower strategy”that takes advantage of what they have learned along the way particularly about where to invest efforts for maximum impact.Francisco Betti Head,Shaping the Future of Advanced Manufacturing and Value Chains;Member,Executive Committee,World Economic ForumEnno de Boer Senior

18、 Partner,McKinsey&CompanyGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution January 2023Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution3Executive summarySince 2018,lighthouses recognized by the World Economic Forum,working in

19、 collaboration with McKinsey&Company,have been frontrunners of the Fourth Industrial Revolution.Their ability to drive impact at scale in all geographies and sectors has remained the essential differentiator,even as the challenges have changed with time.A total of 142 use cases resulting in double-d

20、igit improvements in financial,operational and sustainability metrics are their markers of success.A new chapter of the Fourth Industrial Revolution scaling advanced technologies throughout production networks and beyond is under way amid continuing major global disruptions that include soaring ener

21、gy prices and inflation,talent shortages,supply chain disruption,and the increasing impact of climate change.Against this backdrop,a survey was conducted to understand the positions of lighthouse and non-lighthouse companies on this next chapter.The results revealed the top three strategic prioritie

22、s of respondents across all industries and regions:productivity,sustainability and resilience and the scaling of Fourth Industrial Revolution technologies across production networks is considered a high-impact lever to achieve these by most.This type of scaling,however,is difficult.While most compan

23、ies have been confident about emerging out of pilot purgatory for several years,relatively few were able to move quickly from concept to execution of use cases.Similarly,scaling Fourth Industrial Revolution technologies across all facilities of a companys production network is significantly more dif

24、ficult than deploying in one facility.Lighthouses are aware of what it takes to succeed and realistic about the time it will take,whereas many other manufacturers surveyed have a less concrete understanding.This apparent“awareness gap”is a telling sign:88%of lighthouse organizations report to be on

25、or ahead of their schedule for scaling Fourth Industrial Revolution to at least half of their production network,while only 60%of non-lighthouses run on schedule and none ahead of schedule.When starting the journey towards digitalization,organizations would thus do well to be realistic with their ti

26、melines and to consider a wide variety of contingencies.While only 7%of production networks are considered advanced in the use of advanced techniques for non-lighthouse companies,it yields 20%for the lighthouses.When asked about the principal obstacle of scaling,most non-lighthouses point to a lack

27、of leadership commitment and investment,whereas lighthouses consider a lack of strategy the principal obstacle.Regarding the top enablers of digitalization,lighthouses overwhelmingly consider workforce engagement and transformation offices to be the most critical.These differences represent an aware

28、ness gap about what it takes to scale.If non-lighthouses engage in a“smart follower strategy”,taking into account what lighthouses have already learned,they will be able to scale faster and avoid pitfalls.It starts by recognizing the three must-haves for success.First,build a clear,value-driven stra

29、tegy.Without clear direction,the breadth of possibilities and the variety of use cases and technologies threaten to mire organizations in pilot purgatory.Second,invest in people.Without the right resource and capability models,a transformation will soon run out of resources and steam.Third,set up th

30、e right governance.Without value assurance and governance coupled with the right execution engine companies cannot capture the value they seek or generate real impact.Case studies provided herein will concretely illustrate these must-haves.As manufacturers begin the next chapter of the Fourth Indust

31、rial Revolution,the challenge is to achieve scaling across production networks and beyond,to suppliers and customers,and towards new functions.Organizations must redouble their commitment to the strategies for responsible growth,working both hard and smart by engaging key enablers for productivity g

32、ains while prioritizing sustainability and workforce development.This is the call for the global manufacturing community:join the Global Lighthouse Network to further learn from lighthouses and to follow their example,or become part of the group of leaders that lights the way to the next chapter of

33、the Fourth Industrial Revolution.Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution4A dynamic network continues to expand1The size of the Global Lighthouse Network shows that Fourth Industrial Revolution technologies are being adopted at scale.The world has underg

34、one fundamental changes since the early days of the Fourth Industrial Revolution.From the perspective of the Global Lighthouse Network,that revolution crystallized in 2018 with the recognition of the first manufacturing frontrunners as lighthouses.Detailed analysis of many sites yielded a small grou

35、p of frontrunners who were doing something special.The ability to engage transformation at scale was the essential differentiator then and remains so now.The challenges have changed with time,however,and so too have the requisite approaches to build and maintain momentum.It is known that for any pro

36、duction network to succeed economically and sustainably,it must succeed both locally and globally.Members of the Global Lighthouse Network have crystallized how Fourth Industrial Revolution technology and working modes can help companies succeed at both levels while being more resilient to a future

37、reshuffling of production networks.Since 2018,the Global Lighthouse Network has grown to include 132 member sites selected by an independent expert panel.This includes 29 new lighthouses in 2022 and the designation of seven sustainability lighthouses.The network spans industry sectors from consumer-

38、packaged goods,process industries and advanced industries,to pharmaceutical and medical products.Just as they have since the networks inception,these sites have demonstrated impact across operational performance indicators,including sustainability,productivity,agility,speed to market and customizati

39、on.More than 130 lighthouses mark the start of a new chapter1.1Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution5The Global Lighthouse Network comprises 132 lighthouses as of January 2023FIGURE 1New lighthouses in 2022232441325Existing lighthouseNew lighthouseExi

40、sting sustainability lighthouseNew sustainability lighthouse232425293031324133343536403937 38262728413541LG ElectronicsClarksville,US1UnileverIndaiatuba,BR2FlexSorocaba,BR3The Coca-Cola CompanyBallina,IE4MantaMESHFrttstdt,DE5DanoneOpole,PL6BoschBursa,TR7CiplaIndore,IN8CEATHalol,IN9Johnson&Johnson Co

41、nsumer Health Mulund,IN10MondelzSri City,IN11Dr.Reddys LaboratoriesHyderabad,IN12Contemporary Amperex Technology Yibin,CN1314151617181920Sany Heavy IndustryChangsha,CNWistronZhongshan,CNFoxconn Industrial InternetShenzen,CNMideaFoshan,CNLenovoHefei,CNHaierHefei,CNUnileverTianjin,CNHaierQingdao,CN21W

42、estern DigitalShanghai,CN22MondelzSuzhou,CN23Huayi New MaterialShanghai,CN24Advanced Semiconductor Engineering Kaohsiung,TW,CN25Western DigitalBang Pa-in,TH26Agilent TechnologiesSingapore,SG27Western DigitalLaguna,PH28Procter&GambleTakasaki,JP2936125729112812481026727652920212223181424191325171615Fl

43、exSorocaba,BRSiemensAmberg,DEArelikUlmi,ROUnileverDapada,INWestern DigitalShanghai,CNHaierTianjin,CNMicronSingapore,SG12345673Source:World Economic Forum Global Lighthouse NetworkGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution6Lighthouses digital journey reveal

44、 impact across operational performance indicators and environmental sustainabilityFIGURE 2KPIs improvementsRangeSustainabilityGHG emissions8-100%Water consumption reduction5-75%1-100%Energy efficiencyWaste reduction4-95%ProductivityFactory output increase4-140%Productivity increase3-400%OEE*increase

45、2-85%2-70%Product cost reduction1-100%Operating cost reduction2-100%Quality cost reductionAgilityChange-over shortening10-100%1-33%On time delivery increaseInventory reduction5-100%Lead time reduction10-100%Speed to marketSpeed-to-market reduction10-90%Design iteration time reduction2-100%Customizat

46、ionLot size reduction40-100%Impact observed,%improvement100%100%100%100%100%Sustainability lighthouseFactory lighthouseEnd-to-end lighthouse*Overall equipment effectivenessSource:World Economic Forum Global Lighthouse Network,2022Global Lighthouse Network:Shaping the Next Chapter of the Fourth Indus

47、trial Revolution7The Global Lighthouse Network is growing in size and diversity across all industry sectorsFIGURE 3AlibabaApparel,Hangzhou,CNThe Coca-Cola CompanyConsumer goods,Ballina,IEDanoneConsumer goods,Opole,PLHenkelConsumer goods,Dsseldorf,DEHenkelConsumer goods,Montorns,ESHenkelConsumer good

48、s,Toluca,MXMondelzConsumer goods,Sri City,INMondelzConsumer goods,Suzhou,CNProcter&GambleConsumer goods,Amiens,FRProcter&GambleConsumer goods,Guangzhou,CNProcter&GambleConsumer goods,Lima,OH,USProcter&GambleConsumer goods,Rakona,CZProcter&GambleConsumer goods,Taicang,CNProcter&GambleConsumer goods,T

49、akasaki,JPTsingtao Brewery CoConsumer goods,Qingdao,CNUnileverConsumer goods,Dapada INUnileverConsumer goods,Dubai,UAEUnileverConsumer goods,Hefei,CNUnileverConsumer goods,Indaiatuba,BRUnileverConsumer goods,Taicang,CNUnileverConsumer goods,Tianjin,CNBaoshan Iron&SteelSteel products,Shanghai,CNDCP M

50、idstreamOil and gas,Denver,CO,USMODECOil and gas,Rio de Janeiro,BRPetkimChemicals,Izmir,TRPetroseaMining,Tabang,IDPOSCOSteel products,Pohang,KRRenew PowerRenewable energy,Hubli,INSaudi AramcoOil and gas,Abqaiq,SASaudi AramcoOil and gas,Khurais,SASaudi AramcoOil and gas,Uthmaniyah,SASTAR refineryOil

51、and gas,Izmir,TRTata SteelSteel products,Ijmuiden,NLTata SteelSteel products,Jamshedpur,INTata SteelSteel products,Kalinganagar,INConsumer packaged goodsProcess industriesAdvanced industriesSource:World Economic Forum Global Lighthouse NetworkAdvanced Semiconductor Engineering(ASE)Electronics,Kaohsi

52、ung,TW,CNAGCOAgricultural equipment,Marktoberdorf,DEAgilent TechnologiesIndustrial equipment,Singapore,SGArelikHome appliances,Eskiehir,TRArelikHome appliances,Ulmi,ROAUOOptoelectronics,Taichung,TW,CNBMW GroupAutomotive,Regensberg,DEBOE Optoelectronics TechnologyOptoelectronics,Fuzhou,CNBoschAutomot

53、ive,Bursa,TRBoschAutomotive,Changsha,CNBoschAutomotive,Suzhou,CNBoschAutomotive,Wuxi,CNContemporary Amperex TechnologyElectronics,Nindge,CNContemporary Amperex TechnologyElectronics,Yibin,CNCEATElectronics,Halol,INCITIC DicastalAutomotive,Qinhuangdao,CNDanfossIndustrial equipment,Tianjin,CNDeLonghiH

54、ome appliances,Treviso,ITEricssonElectronics,Lewisville,TX,USFast Radius with UPSAdditive manufacturing,Chicago,IL USFlexElectronics,Althofen,ATFlexElectronics,Sorocaba,BRFord OtosanAutomotive,Kocaeli,TRFOTON CumminsAutomotive,Beijing,CNFoxconnElectronics,Chengdu,CNFoxconn Industrial InternetElectro

55、nics,Shenzen,CNFoxconn Industrial InternetElectronics,Shenzen,CNFoxconnElectronics,Wuhan,CNFoxconnElectronics,Zhengzhou,CNGroupe RenaultAutomotive,Clon,FRGroupe RenaultAutomotive,Curitiba,BRGroupe RenaultAutomotive,Maubeuge,FRHaierHome appliances,Hefei,CNHaierHome appliances,Qingdao,CNHaierHome appl

56、iances,Qingdao,CNHaierHome appliances,Shenyang,CNHaierHome appliances,Tianjin,CNHaierHome appliances,Zhengzhou,CNHitachiIndustrial equipment,Hitachi JPHPElectronics,Singapore,SGHuayi New MaterialElectronics,Shanghai,CNInfineonSemiconductors,Singapore,SGInnoluxOptoelectronics,Kaohsiung,TW,CNLenovoEle

57、ctronics,Hefei,CNLG ElectronicsElectronics,Clarksville,TN,USLG ElectronicsElectronics,Changwon,KRLS ELECTRICElectrical components,Cheongju,KRMantaMESHElectronics,Frttstdt,DEMicronSemiconductors,Singapore,SGMicronSemiconductors,Taichung,TW,CNMideaHome appliances,Foshan,CNMideaHome appliances,Guangzho

58、u,CNMideaHome appliances,Hefei,CNMideaHome appliances,Jingzhou,CNMideaHome appliances,Foshan,CNNokiaElectronics,Oulu,FIPhoenix ContactIndustrial automation,Blomberg,DEProtolabsAdditive manufacturing,Plymouth,MN USRoldElectrical components,Cierro Maggiore,ITSAIC MaxusAutomotive,Nanjing,CNSandvik Coro

59、mantIndustrial tools,Gimo,SESany Heavy IndustryIndustrial equipment,Beijing,CNSany Heavy IndustryIndustrial equipment,Changsha,CNSchneider ElectricElectrical components,Batam,IDSchneider ElectricElectrical components,Hyderabad,INSchneider ElectricElectrical components,Le Vaudreuil,FRSchneider Electr

60、icElectrical components,Lexington,KY,USSchneider ElectricElectrical components,Wuxi,CNSiemensIndustrial automation products,Amberg,DESiemensIndustrial automation products,Chengdu,CNWeichaiIndustrial machinery,Weifang,CNWestern DigitalElectronics,Bang Pa-in,THWestern DigitalElectronics,Laguna,PHWeste

61、rn DigitalElectronics,Penang,MYWestern DigitalElectronics,Prachinburi,THWestern DigitalElectronics,Shanghai,CNWistronElectronics,Kunshan,CNWistronElectronics,Zhongshan,CNGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution8The Global Lighthouse Network is growing in

62、 size and diversity across all industry sectors(continued)FIGURE 3Pharmaceuticals and medical productsBayerPharmaceutical,Garbagnate,ITCiplaPharmaceuticals,Indore,INDr.Reddys LaboratoriesPharmaceuticals,Hyderabad,INGE HealthcareMedical devices,Hino,JPGSK Pharmaceuticals,Ware,UKJohnson&Johnson Consum

63、er Health Self-care products,Bangkok,THJohnson&Johnson Consumer Health Self-care products,Helsingborg,SEJohnson&Johnson Consumer Health Self-care products,Mulund,INJohnson&Johnson DePuy SynthesMedical devices,Bridgewater,NJ,USJohnson&Johnson DePuy SynthesMedical devices,Cork,IRJohnson&Johnson DePuy

64、Synthes Medical devices,Suzhou,CNJohnson&Johnson JanssenPharmaceuticals,Cork,IRJohnson&Johnson JanssenPharmaceuticals,Latina,ITJohnson&Johnson Vision CareMedical devices,Jacksonville,FL,USJohnson&Johnson Vision CareMedical devices,London,UKNovo NordiskPharmaceuticals,Hillerd,DKSanofiPharmaceuticals,

65、Paris,FRTevaPharmaceuticals,Amsterdam,NLZymergenBiotechnology,Emeryville,CA,USSource:World Economic Forum Global Lighthouse NetworkGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution9Lighthouses are deploying 142 use cases,with some focusing within the manufacturin

66、g site and others on connecting the end-to-end value chain(1/2)FIGURE 4Additive manufacturing(3D printing)Advanced industrial internet of things(IIoT)applied to process optimizationArtificial intelligence(AI)-guided machine performance optimizationAI-powered material handling systemAI-powered proces

67、s controlAutomated material handlingAutomated tool designCollaborative robotics and automationCycle time optimization through big-data analytics on lines PLCs*Digital engineeringDigital lean tools(e.g.eKanban)Digital twin for flexible productionDigitally enabled flexible manufacturingDigitally enabl

68、ed modular production configurationDigitally enabled variable takt timeLight-guided assembly sequence Mixed reality to enable digital trainingReal-time locating system(RTLS)for key manufacturing componentsRepair process automationAutomated line balancing Analytics platform for deviation root-cause i

69、dentificationCost optimization of heavy operations through sensor analysis Digitally enabled pipeline leak prevention and detectionMachine alarm aggregation,prioritization and analytics-enabled problem solving Predictive maintenance aggregating data based on historical and sensor data Real-time pipe

70、line cost optimization based on edge sensors Remote assistance using augmented reality Unmanned vehicles for inspectionAnalytics platform for remote production optimization Analytics platform for yield management and root-cause analysisDigital dashboards to monitor OEE performance Digital recruitmen

71、t platform tailored to shop floorDigital tools to enhance a connected workforceDigital twin for remote production optimization Digitally enabled man-machine matchingEnterprise manufacturing intelligence system to upgrade operations management Integration platform to connect machine-level data with e

72、nterprise software Real-time asset performance monitoring and visualization Sensor-based manufacture key performance indicators(KPI)reportingSmart workforce upskilling toolAnalytics-driven natural risk predictionDigital dashboards to monitor OEE performance AI-enabled safety managementAI-powered opt

73、ical inspectionAI-powered automated testing and repairAutomated in-line optical inspection to replace end-product manual inspections Automated inspection enabled by digital threadDigital quality auditDigital work instructions and quality functions Digitally enabled batch releaseDigitally enabled qua

74、lity failure diagnosisDigitized standard procedures for line operations with integrated workflow Field quality failures aggregation,prioritization and advanced analytics-enabled problem-solvingInternet of things-enabled manufacturing quality managementMixed reality glasses to guide operators in the

75、end-of-line inspection Quality improvement by predictive analyticsScanning to replace and improve performance for high-cost coordinated measuring machines(CMM)AI-powered noise inspectionAI-powered testing optimization Advanced analytics enabled clean water reduction and contaminated water cleaning o

76、ptimizationEnd-to-end CO2 tracking and reporting across entire value chainAdvanced analytics enabled sustainability optimizationDigital twin for sustainabilityIIoT real time sensor based data aggregation for energy,emissions,waste and water managementSensor-based data collection for energy managemen

77、tEnergy optimization by predictive analyticsIIoT and advanced analytics based energy consumption optimizationAI-enabled energy consumption prediction and optimizationManufacturing site*Programmeable logic controllerSource:World Economic Forum Global Lighthouse NetworkDigital assembly and machines Di

78、gital maintenance Digital performance management Digital quality managementDigitally enabled sustainabilityGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution10Lighthouses are deploying 142 use cases,with some focusing within the manufacturing site and others on co

79、nnecting the end-to-end value chain(2/2)FIGURE 5Agile buying through price predictionAggregate demand across end-to-end supplier network Analytics-driven procurement supported by spend intelligence and automated spend cube Analytics-driven supply risk predictionAI to accelerate scaling of digital ap

80、plications across sitesAI-powered contract review for decision-makingDigital supplier performance managementDigitally enabled automatic material call-off systemDigitally enabled negotiationsJoint data analytics with equipment original equipment manufacturer for process optimizationPart traceability

81、from unique digital tag based on surface scanningShould-cost modelling to support make versus buy decisions Supplier and materials quality tracking Supplier material delivery by eKanbanSupplier material quality prediction using advanced analyticsAnalytics platform for tendersSmart spend category cre

82、ationGlobal spend data lakeAnalytics-driven supply risk predictionLogistic cost reduction through analytics enabled capacity and price prediction Advanced analytics for performance management across the idea to marketAutomated design for manufacturing analysis Big-data/Al-enabled product design and

83、testing Crowdsourcing and competitions to develop digital solutionsDigital thread implementation through product development life cycles Product development using robotics Rapid outsourced prototyping Testing automation Virtual-reality supported prototyping 3D printing for rapid design prototyping 3

84、D simulations/digital twin for product design and testing Automated product designAdvanced analytics to optimize manufacturing and distribution footprint Analytics for dynamic warehouse resource planning and scheduling Closed-loop planning Digital integrated business planning Dynamic network optimiz

85、ation Dynamic production scheduling with digital twin Dynamic simulation for warehousing design E2E real-time supply chain visibility platformNo-touch master planning(allocation to the plants)Predictive demand forecasting Predictive inventory replenishment Production planning optimized by advanced a

86、nalyticsReal-time inventory management(internal/extremal)Real-time sales and operations planning(S&OP)Asset use and yard management for logistics Available to promise(ATP)based on real-time constraints Digital-enabled picking and transport Digital logistics control tower Digital track and trace Dyna

87、mic delivery optimization No-touch order management Predictive maintenance in fleet assets Robotics-enabled logistics execution Uberization of transport 3D printingDigital twin of material transport systemBlockchain enabled logistics executionATP based on real-time constraintsDigital logistics contr

88、ol towerClosed-loop planningAI-enabled customer supportConnected devices to track and measure consumer behaviours Connected devices to track and measure product performanceCustomer analytics enabled by radio frequency identification device(RFID)Customer end-user interface to configure and order a pr

89、oduct,and track delivery Delivering to customers wherever they are through new delivery solutions Digital twin of customer systemDigitally enabled customer performance monitoringDigitally enabled final-mile personalizationDigitally enabled real-time connectivity with customer systemGPS-based map and

90、 customer location Market insights generated by advanced analyticsMass customization and business-to-consumer online ordering Online communities for customer insights Smart/intelligent packaging,automated invoicing,payment and receivables systemDigital-enabled flexible manufacturingSource:World Econ

91、omic Forum Global Lighthouse Network,2022End-to-end value chainSupply network connectivityEnd-to-end product developmentEnd-to-end planning End-to-end delivery Customer connectivity Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution11The lighthouses show a variety

92、 of new use cases(1/8)FIGURE 6Diverse use cases convey a compelling narrative1.2SiteChange storyTop five use casesImpactAdvanced Semiconductor Engineering Kaohsiung,Taiwan,ChinaTo improve productivity and reduce lead time in an increasingly complex manufacturing environment of over 100 process steps

93、,ASE Kaohsiungs bumping factory deployed AI applications in their processes from inspection to dispatch.As a result,the site was able to increase output by 67%while reducing order lead time by 39%.AI-powered optical inspection67%Scrap costAutomatic virtual measurement 14%ThroughputSmart yield manage

94、ment platform78%Hold timeIntelligent dispatching system 4.5%On-time deliveryAR-enabled site safety patrol management100%Inspection timeAgilent Technologies Singapore,SGWith the ambition to simplify high-tech manufacturing in low-volume,high-complexity instruments to meet rising customer demand,Agile

95、nt Singapore deployed IIoT-powered digital twin,AI and robotic automation solutions to achieve sustainable growth,overcoming bottlenecks from specialized manpower and transforming the workforce into scalable Fourth Industrial Revloution-ready generalists.This resulted in increased output by 80%,impr

96、oved productivity by 60%,improved cycle time by 30%and quality cost by 20%.Digital twin for flexible production25%Overall manufacturing costCycle time optimization through big-data analytics on lines PLCs 33%End-to-end cycle timeDigitally enabled quality failure diagnosis75%Testing lead timeInternet

97、 of things-enabled manufacturing quality management19%Cost of poor qualityAI-powered optical inspection31%Labour productivityBosch Bursa,TRTo secure future investments and resources for production of new products such as hydrogen components,Bosch Powertrain Solutions Plant in Bursa needed to further

98、 strengthen its cost leadership.By deploying AI use cases such as close loop process control for hydro-erosion,and upskilling 100%of the workforce,they reduced unit manufacturing cost by 9%and improved OEE by 9%.Anomaly detection engine at shopfloor30pp*OEEAI-powered optical inspection to detect coa

99、ting defects 12%ProductivityMachining tool life tracking system10%Tool costsAI-powered process control at hydro-erosion-50%Defect rateDigital alert-based logistics23%Inventories*Percentage points*Original equipment manufacturer Source:World Economic Forum Global Lighthouse Network,2022CEAT Halol,INT

100、o capture greater market volumes,CEAT needed to incorporate greener materials and meet stringent in-process specifications.CEAT deployed Fourth Industrial Revolution use cases like advanced analytics to optimize cycle times and digitalization of operators touchpoints.As a result,the site reduced cyc

101、le times by 20%,process scrap by 46%,and energy consumption by 15%.Overall,this resulted in approximately a 2.5 times increase in export and OEM sales in two years.Advanced analytics-based cycle time optimization at mixer20%Cycle time(bottleneck)IoT-enabled dynamic heating process control at press20

102、%Steam specific consumptionCompressed air optimization using predictive analytics25%Air specific consumptionDigitally enabled scrap monitoring with in-built root cause analyser 46%Total scrapML powered visual analytics for tire inventory management29%On time in full(OTIF)Global Lighthouse Network:Sh

103、aping the Next Chapter of the Fourth Industrial Revolution12The lighthouses show a variety of new use cases(2/8)FIGURE 7SiteChange storyTop five use casesImpact*Stock keeping units Source:World Economic Forum Global Lighthouse Network,2022Cipla Indore,INTo preserve access to high quality affordable

104、drugs globally while facing an increase in material and labour costs,Cipla deployed digital,automation and analytics solutions to 22 Indian sites in parallel.Indores Oral Solid Dosage facility led this journey by implementing 30 Fourth Industrial Revolution use cases thereby improving total cost by

105、26%and enhancing quality by 300%,while reducing greenhouse gas(GHG)emissions by 28%.Analytics-driven procurement supported by spend intelligence and automated spend cube26%Overall manufacturing costAdvanced IIoT applied to process optimization16%Product yield optimizationAI-guided machine performanc

106、e optimization37%Process OEEProduction planning optimized by advanced analytics22%Process change-oversIIoT and advanced analytics-based energy consumption optmization34%Energy consumptionThe Coca-Cola Company Ballina,IEBallina site,the companys largest concentrate manufacturing facility,delivers ove

107、r 3,500 SKUs to 68 countries.To enable growth,build resilience and address increasing portfolio complexity,the site implemented digital,and analytics use cases.As a result,it improved cost by 16%while expanding its SKU portfolio by 30%,and led Fourth Industrial Revolution scaling across the network

108、of 17 sites.Integrated digital scheduling for manufacturing and filling11%Process ordersDigital performance management53%OEEJuice manufacturing cycle time reduction through data analytics17%Batch cycle timeML-based process parameters optimization of filling line15%Average cycle timeBeverage as a ser

109、vice supported by internet of things and automation 15%Delivery shortages Danone Opole,PLTo address an increasing product portfolio complexity,Danone Opole engaged its whole workforce across functions and levels into a digital transformation journey to deploy connected shop floor,artificial intellig

110、ence and automation at scale.As a result,it improved costs by 19%,efficiency by 12%while improving quality and reducing GHG emissions by close to 50%.It became a transformation leader for the other 39 Danone plants in Europe and top employer in the local market.AI-guided machine performance optimiza

111、tion40%Energy consumptionDigitally enabled batch release50%Labour productivityDigital dashboards to monitor OEE performance 12%Process OEEDigital tools to enhance a connected workforce28%Change-over timeIntegration platform to connect machine-level data with enterprise-software50%Labour productivity

112、Contemporary Amperex Technology Yibin,CNTo catch up with significant business growth,and higher quality and sustainability expectation,CATL builds up a large greenfield in Yibin city.The plant further deployed in depth AI,internet of things and flexible automation on top of CATL Ningde headquarters

113、lighthouse digital initiatives,and has achieved 17%increased line speed,14%reduced yield loss,and zero carbon emission.AI-powered optical inspection63%Number of FTEsAI-powered process control100%Assembly efficiencyIIoT real time sensor-based data aggregation for energy,emissions,waste and water mana

114、gement13%Energy consumptionDigital twin for flexible production128%Automation rateAI-enabled safety management100%Production safety incidentsGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution13The lighthouses show a variety of new use cases(3/8)FIGURE 8SiteChange

115、storyTop five use casesImpactDr.Reddys Laboratories Hyderabad,INFacing business challenges from severe price erosion and rapidly evolving quality expectations,the 25-year-old site embarked on large scale digitalization to sustain and grow in the generics pharma market.The site deployed over 40 Fourt

116、h Industrial Revolution use cases by operating in garage mode and leveraging IIoT and democratized platform for advanced analytics.As a result,it improved manufacturing cost by 43%while proactively enhancing quality and reducing energy by 41%.Dynamic production scheduling with digital twin21%Raw mat

117、erials/overall manufacturing costIoT-enabled manufacturing quality management52%Quality deviationsAnalytics platform for yield management and root-cause analysis22%Product yield optimizationField quality failures aggregation,prioritization and advanced analytics enabled problem-solving90%Labour prod

118、uctivityReal-time asset performance monitoring and visualization20%Energy consumptionSource:World Economic Forum Global Lighthouse Network,2022Flex Sorocaba,BRTo improve site competitiveness,sustainability and health,Flex implemented Fourth Industrial Revolution initiatives along the end-to-end valu

119、e chain,such as internet of things-enabled recycling of electronic waste and supply chain control tower.Digital transformation journey resulted into a 50%labour cost improvement,a 81%material loss reduction,while increasing customer satisfaction(+18%)and employees well-being.Digital performance mana

120、gement23%Process OEEAI-enabled safety management93%Lost workdayDigitally enabled circular economy94%Material wasteDigitally-powered office productivity38%Non value added workDigital tools to enhance a connected workforce18%Customer satisfactionFoxconn Industrial Internet Shenzen,CNIn response to cus

121、tomers needs for rapid releases of new smartphone products and strict quality standards,Foxconn Industrial Internet enabled agile product introduction,quick capacity ramp-up,and smart mass production by deploying 37 different Fourth Industrial Revolution use cases at scale.This accelerated new produ

122、ct introduction by 29%,led to 50%faster ramp-ups,reduced quality non-conformance by 56%and reduced manufacturing cost by 30%.AI-enabled new product introduction29%New product introduction timeNext generation lights-out CNC workshop 313%Labour productivityAutonomous anodizing with advanced controls16

123、ppFirst yield passHigh-precision automated quality inspection54%Direct labourMulti-site benchmarking and capacity optimization59%WIP inventoriesHaier Hefei,CNFacing challenges in product diversity,time-to-delivery and quality brought by the operational shift from within-group single supply to extern

124、al broader supply,Haier factory in Hefei leveraged the self-developed IIoT platform to accelerate at-scale deployment of AI,machine vision and advanced analytics in 18 Fourth Industrial Revolution use cases across supply network,R&D,manufacturing and customer service,shortening order lead time by 50

125、%and lowering on-site defect rate by 33%.IIoT-enabled production resource optimization and supply risk forecast6%On-time delivery rateAcceleration of design failure detection and optimization based on aviation technology75%Failure quality loss rateAA-powered line balancing and operator dispatching30

126、%Labour efficiencyAdaptive optical inspection67%Inspection efficiency“Click-to-repair”:one-click automated root cause problem solving in aftersales33%On-site defective rateGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution14The lighthouses show a variety of new us

127、e cases(4/8)FIGURE 9SiteChange storyTop five use casesImpactHaier Qingdao#2,CNFacing growing demand for customized design,fast delivery and high quality,Haier refrigerator factory leveraged big data,digital twin and advanced visual inspection technology to accelerate R&D,upgrade manufacturing proces

128、s and logistics scheduling mode.The order response lead time has been shortened by 35%,production efficiency has been increased by 35%and quality performance has been improved by 36%.Big-data/Al-enabled product design and testing85%Market research timeAI-powered process control37%Energy consumptionA

129、I-powered Optical inspection50%Inspection efficiencyCollaborative robotics and automation52%Assembly efficiencyDynamic delivery optimization52%Loading time for finished goodsSource:World Economic Forum Global Lighthouse NetworkHuayi New Material Shanghai,CNTo respond to external challenges,such as 3

130、0%over-capacity and higher costs due to market volatility,the company has deployed 28 different Fourth Industrial Revolution use cases,such as machine-learning-enabled process optimization and AI-enabled safety management.As a result,labour productivity increased by 33%,conversion cost fell by 20%,e

131、nergy consumption dropped 31%,and recordable safety incidents reached zero.Digitally enabled profit optimizer across value chain15%Inventory turnover Machine learning enabled chemical reactor optimization22%Material wasteIIoT enabled equipment monitoring and failure diagnosis 10%OEEArtificial intell

132、igence enabled safety management100%Total recordable incident rateAdvanced analytics enabled steam network optimization38%Steam consumptionLenovo Hefei,CNFacing fierce competition,significant demand fluctuation and growing product customization,Lenovo Hefei,the worlds largest single PC factory,deplo

133、yed over 30 Fourth Industrial Revolution flexible automation and advanced analytics use cases,improving labour productivity by 45%,reducing supplier quality issue by 55%,while managing small-size yet numerous customer orders(80%of them being less than five units).End-to-end AI-based production plann

134、ing and scheduling20%Average scheduled ordersSmart workforce planning and optimization31%Work-hour utilization rateEnd-to-end AI-enabled supply quality management on cloud55%Supply quality reject rateLights-out flexible assembly testing automation80%Changeover timeSmart bottleneck identification and

135、 close loop problem solving30%Units per worker per hour(UPPH)Johnson&Johnson Consumer Health Mulund,INFacing a volatile demand in a highly fragmented and complex network of distributors and vendors,Johnson&Johnson India deployed Fourth Industrial Revolution solutions such as demand sensing,smart log

136、istics,robotics and 3D printing.As a result,they reduced OTIF losses by 66%,accelerated new product introduction by 33%and improved cost per piece by 34%.AI/ML based demand sensing and inventory replenishment solution4.5ppOTIF Smart logistics to enable agility&real time visibility14ppTruckload utili

137、zationRobotics enabled agile product development 87%Product development testing lead timeAgile new product introduction enabled by 3D printing 92%Design iteration lead timePredictive maintenance to improve asset reliability50%Unplanned machine down timeGlobal Lighthouse Network:Shaping the Next Chap

138、ter of the Fourth Industrial Revolution15The lighthouses show a variety of new use cases(5/8)FIGURE 10SiteChange storyTop five use casesImpactLG Electronics Clarksville,USFollowing the establishment of a plant in the US two years ago to be closer to customers,LG encountered various human resource ri

139、sks and a lack of production know-how.By adopting Fourth Industrial Revolution technologies,such as deep learning,automation and digitalization,LG was able to strengthen its strategic production base in the US,increasing sales by 68%and growing net profit by 703%.Product design automation30%Developm

140、ent lead timeVirtual product performance verification61%Field failure rateIntelligent injection moulding system21%OEEUnmanned logistics system using AGV*25%Capability of productivityZero quality defects by applying AI as a cognitive automation43%Process defect rate*Automated guided vehicle Source:Wo

141、rld Economic Forum Global Lighthouse NetworkMantaMESH Frttstdt,DEWith cost leadership being critical to compete as a SME in a highly competitive commodity market,MantaMESH developed a Fourth Industrial Revolution an online manufacturing business model that connects customers to an automated fulfilme

142、nt system.All customer interactions are automatically processed online with real-time connection to smart manufacturing plants.The result is a 261%increase in customer activity and 73%growth in production volumes while reducing energy consumption/kg produced by 32%.Self service B2B customer portal w

143、ith real time user behaviour analysis238%Number of transactionsOnline product design and ordering system generating“machine ready”data99%Quote to order timeConnected digitally enabled flexible manufacturing 99%Change over time Digital performance monitoring 53%Labour productivityAutomated invoicing,

144、payment and receivables system80%Debtor daysMidea Foshan#2,CNIn order to meet demand for high quality products delivered in shorter lead times,Midea Shunde factory has deployed AI,digital twin and other Fourth Industrial Revolution technologies in the end-to-end value chain,achieving 24%lower unit p

145、roduction cost,41%shorter lead times,30%shorter R&D lead time and 51%less defect rate.Advanced analytics to optimize manufacturing and distribution footprint45%Number of warehousesConnected devices to track and measure product performance30%Market research timeSupplier material quality prediction us

146、ing advanced analytics63%Incoming defect rateField quality failures aggregation,prioritization and advanced analytics enabled problem-solving36%In-process defectAnalytics for dynamic warehouse resource planning and scheduling56%Inventory cycleMondelz Sri City,INDriven by the aspiration to outgrow th

147、e market through superior volume delivery,cost leadership and building further resilience and diversity in a volatile environment,Mondelezs Sri City deployed end to end digitalization,predictive analytics,artificial intelligence and advanced automations to increase labour productivity by 89%,reduce

148、manufacturing costs by 38%and sustain 50%female workforce.Thus,making it a benchmark manufacturing site for Mondelez globally.Real-time asset performance monitoring and visualization21%ProductivityAdvanced IIoT applied to process optimization31%Product yield optimizationPredictive maintenance aggreg

149、ating data based on historical and sensor data 69%Mean time between breakdownsCollaborative robotics and automation28%ProductivityAdvanced analytics enabled sustainability optimization11%GHG emissionsGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution16The lighthou

150、ses show a variety of new use cases(6/8)FIGURE 11SiteChange storyTop five use casesImpactMondelz Suzhou,CNTo quadruple retail channels in China and double store coverage to 4 million retail outlets,and address the impact of double-digit inflation related to labour and logistics costs,the company inv

151、ested in multiple Fourth Industrial Revolution solutions.This allowed it to transform a linear supply chain into an integrated supply ecosystem,with improved OTIF by 18%,reduced lead times of 32%and securing growth in market share from 23.4%to 28.3%.Digitally enabled customer continuous replenishmen

152、t system17ppOn-shelf availabilityIoT-enabled intelligent logistics/warehouse platform50%Warehouse throughputML powered OREO cluster advance process control78%Quality defectLight-off baking workshop32%Manufacturing conversion costDigitally enabled end-to-end material supply excellence2.5ppMaterial su

153、pply OTIF*Robotic process automation Source:World Economic Forum Global Lighthouse Network,2022Procter&Gamble Takasaki,JPTo address a 2-3%year-on-year business growth with limited footprint expansion potential,the site implemented Fourth Industrial Revolution use cases such as data flow integration,

154、digital twin,machine learning across end-to-end value chain(from R&D to customers).As a a result,the innovation lead time accelerated by 72%,shutdown days for trial were reduced by 21%,and order horizon from customers improved 14-fold.Optimized excess inventory by linear regression model57%Inventory

155、 scrapData interconnectivity via digital backbone to accelerate formula change execution in MFG92%Human workloadDigital twins and process modelling and simulation enabling shorter qualification trials in R&D72%R&D lead time formula changeRPAs*for work process optimization and improve space utilizati

156、on in warehouses16%Internal warehouse useMachine learning to improve forecast accuracy and order lead time31%Warehouse spaceSany Heavy Industry Changsha,CNTo address the challenges from industry specific market cycle fluctuations and product complexity(263 SKUs),Sany Changsha leveraged flexible auto

157、mation,AI and IIoT at scale to build a digital and flexible heavy equipment manufacturing system.As a result,the site expanded capacity by 123%,improved labour productivity by 98%,and reduced unit manufacturing cost by 29%.AI-powered process control60%Process cycle timeAdvanced IIoT applied to proce

158、ss optimization73%Change-over timeDigital twin for flexible production44%Production capacityDigital-enabled flexible manufacturing80%Output in assemblyRobotics-enabled logistics execution11%On-time delivery rateUnilever Indaiatuba,BRFacing a shrinking market,the Unilever site in Indaiatuba,the large

159、st powder detergent factory in the world,top in productivity and second in cost globally but Unilevers biggest contributor to GHG emissions,implemented use cases such as digital twin and AI to improve cost leadership and agility to the market while minimizing environmental footprint.As a result,Inda

160、iatuba reduced innovation lead time by 33%,production costs per tonne by 23%and nearly eliminated GHG emissions.Digital twin for agility in product innovation33%Lead time to innovationMachine learning spray-drying tower powered by biomass96%CO2 emission(scope 1)Digitally enabled perfect sealing to e

161、liminate chronic quality defects94%Customer complaints due to leakagePredictive maintenance with AI for pneumatic devices life cycle management45%Maintenance costEnd-to-end intelligent supply chain allocation for direct shipments15%Distribution costGlobal Lighthouse Network:Shaping the Next Chapter

162、of the Fourth Industrial Revolution17The lighthouses show a variety of new use cases(7/8)FIGURE 12SiteChange storyTop five use casesImpactUnilever Tianjin,CNHaving navigated the COVID-19 uncertainties in the catering industry in the past three years,Unilever accelerated market penetration in low tie

163、r cities by deploying over 30 Fourth Industrial Revolution use cases,such as tailor-made 24/7 digital selling,optimal end-to-end advanced planning and AI-enabled quality control.As a result,the number of served customers doubled,order-to-delivery lead time shrank by 40%and customer complaints fell b

164、y 62%.Smart selling for targeted customers exploring and serving100%Number of customersAI empowered end-to-end optimal order fulfillment platform91%Order fulfillment lossEnd-to-end supplier integration for concurrent planning and automatic order allocation5.5%Supplier OTIFAI enabled taste assurance

165、with parameters close loop optimization70%Customer complaintsMachine vision supervision platform for people safety and food safety compliance78%Unsafe behaviourSource:World Economic Forum Global Lighthouse NetworkWestern Digital Bang Pa-in,THBang Pa-in is producing cost sensitive consumer hard disk

166、drives(HDDs).Facing material cost increase caused by supply chain uncertainty and with the goal to limit capital deployment due to market shifting to solid-state drives(SSD),Bang Pa-in implemented diverse Fourth Industrial Revolution use cases to reduce factory cost by 33%while reducing energy consu

167、mption/peta byte(PB)by 40%.Condition-based HDD testing optimization using ML22%Test cycle time ML based asset utilization optimization7%OEEAchieving best in class yield with advanced analytics2%First pass yieldAutomated HDD repair using ML 13%Repair accuracyAgile logistics bidding through analytics-

168、enabled capacity and price prediction64%Transport costWestern Digital Shanghai,CNTo address a 250%annual growth rate,short technology transition pace of 18 months and workforce challenges,Western Digital semiconductor backend factory in Shanghai implemented diverse Fourth Industrial Revolution use c

169、ases such as automated product design system,machine learning based virtual wafer test and intelligent planning system.The site reduced time to market by 40%,product cost by 62%and improved productivity by 221%.Automated product design62%Market research timeAI-powered optical inspection35%Energy con

170、sumptionAutomated inspection enabled by digital thread221%ProductivityAnalytics platform for yield management and root-cause analysis0.3ppProduct yield optimizationDigital integrated business planning94%Inventory reductionWestern Digital Laguna,PHTo build resilience in the face of volcanic eruptions

171、,typhoons,long lead time for materials,volatile demand and tightened product specifications,the Laguna site deployed over 25 use cases at scale,such as event anomaly detection by advanced analytics and end-to-end production variation compensation by machine learning.As a result,the site was able to

172、reduce unplanned shutdowns by 82%and production cost/unit by 54%.Natural language processing(NLP)enabled natural calamity proactive crisis management100%Annual shutdown cost avoidanceAdvanced analytics enabled large scale end-to-end pre-post events anomaly detection71%Customer quality alertsMachine

173、learning wafer variation compensation using end-end data7.6%YieldTester anomaly detection with ML model prediction181%Anomaly detection accuracyOperation research model based factory capacity optimization93%Capacity optimization time Global Lighthouse Network:Shaping the Next Chapter of the Fourth I

174、ndustrial Revolution18The lighthouses show a variety of new use cases(8/8)FIGURE 13SiteChange storyTop five use casesImpactWistron Zhongshan,CHThe company is under pressure to deliver 60%of orders in less than 72 hours and needed to accelerate end to end processes without compromising quality excell

175、ence.Wistron transformed its entire value chain via 33 in-house-built use cases.Despite supply shortages,UPPH was enhanced by 32%,defect rates were reduced by 55%and delivery times shortened to 48 hours,ultimately reducing manufacturing unit costs by 22%.No-touch end-to-end sales and operation plann

176、ing based on multi-objective optimization36%Delivery lead timePrinted circuit board(PCB)power routing optimization and quality check based on best path AI algorithm83%Design cycle time per PCBAI-enabled line balance optimization based on motion detection29%OEEManufacturing quality diagnostic system

177、empowered by AI search engine-68%Repair timeNLP based end-user feedback mining for 3 years quality prediction&improvement-56%After-sales defect rateSource:World Economic Forum Global Lighthouse Network,2022Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution19Sustai

178、nability lighthouses show Fourth Industrial Revolution-enabled sustainability impact(1/2)FIGURE 14Sustainability leaders have set a new green standardWhile all lighthouse sites have achieved impressive showings across multiple performance indicators including sustainability,some have truly set thems

179、elves apart with remarkable Fourth Industrial Revolution-enabled sustainability impact.These sites have earned the coveted designation of sustainability lighthouses.1.3SiteChange storyTop two use casesImpactArelik Ulmi,ROArelik Ulmi greenfield factory,powered by 100%green electricity,deployed sustai

180、nability use cases such as digital-twin for energy management and closed loop water management system integrated to advanced water treatment plant.In an environment suffering from water stress,it resulted in a reduction of water consumption by 25%as well as a reduction of energy consumption by 17%an

181、d GHG emission by 22%,per unit manufactured.IIoT real time sensor based data aggregation for energy,emissions,waste and water management35%Energy consumption boiler35%GHG emission scope 1Advanced analytics enabled clean water reduction and contaminated water cleaning optimization20%Water withdrawal6

182、8%Water recyclingFlex Sorocaba,BRWith an aim of reducing energy use,water consumption and GHG emissions,Flexs facility in Sorocaba implemented smart factory utilities management,and optimized electronic waste in their supply chain and manufacturing operations,using internet of things sensors to enab

183、le circular economy solutions.Flex Sorocaba reduced scope 1 and 2 GHG emissions by 41%and for scope 3 managed to avoid 44 kilotonnes of CO2e*and reduced water consumption by more than 30%.Smart factory utilities management32%Energy consumption31%Water consumptionZero waste and circular economy321%Re

184、cycled resin produced44ktGHG scope 3Micron Singapore,SGWith the growing demand for memory and storage solutions,there is a need for Micron Singapore to expand and increase Gigabyte production while reducing environmental footprint.From 2018 to 2021,Micron Singapore increased output by 270%and simult

185、aneously reduced resources used per gigabyte produced by 45%.This is enabled by sustainable technology development with optimization of materials consumption through environmental footprint tracking.Advanced analytics enabled sustainability optimization16%Waste reduction13%GHG emission scope 1 and 2

186、Analytics-platform for yield management and root-cause analysis26%Waste24%WaterHaier Tianjin,CNTo build resilience in the face of rising energy costs and also reduce carbon emissions,Haier applied big data and AI to establish a power load model of equipment,as well as a production scheduler optimizi

187、ng for energy consumption,reducing energy consumption by 35%and GHG emissions by 36%.Energy consumption optimization based on power load model of equipment32%Energy consumptionScheduling optimization based on production energy consumption13%Energy consumption*Carbon dioxide equivalent Source:World E

188、conomic Forum Global Lighthouse Network,2022Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution20FIGURE 15Sustainability lighthouses show Fourth Industrial Revolution-enabled sustainability impact(2/2)SiteChange storyTop two use casesImpactSiemens Amberg,DETo reach

189、 its net zero target already by 2026,four years ahead of the corporate pledge,Siemens adopted digital process analysis and measurements,reducing its scope 1 and 2 GHG emissions by 69%normalized to volumes.In addition,to decarbonize its entire supply chain(scope 3)the plant acts as an incubator to de

190、velop Fourth Industrial Revolution products such as a digital product pass and a blockchain-based software to exchange CO2 data with suppliers.Smart,holistic energy management system-5%Energy consumption-28%GHG scope 3 upstreamResource efficiency with operations data analytics-16%Energy consumption

191、per volumeUnilever Dapada,INIn a bid to achieve corporate sustainability goals of 70%reduction in scope 1 and 2 emissions by 2025 over baseline of 2015 and reducing water consumption while tackling rapidly increasing volumes,Unilever Dapada deployed 14 use cases such as ML powered energy optimizatio

192、n through integrated energy management system,digital twin to accelerate eco-friendly formulations.Dapada reduced its scope 1 and 2 emissions by 54%,its scope 3 emissions by 43%and its water consumption by 36%,and as a result is ahead of its goal to achieve the emission reduction targets.Advanced an

193、alytics enabled sustainability optimization34%Energy consumption23%GHG emission scope 2Quality improvement by predictive analytics22%Water consumption25%Material wasteWestern Digital Shanghai,CNIn the context of growing demand,Western Digital doubled the sites PB output between 2017 and 2021 while r

194、educing its environmental footprint per PB to achieve corporate ambitions.This result was enabled by multiple Fourth Industrial Revolution use cases such as machine learning to dynamically optimize the performance of the water recycling plant and should consumption prediction to detect abnormal ener

195、gy consumption based on real-time operating data.These measures reduced water consumption by 62%and energy consumption by 51%per PB.Advanced analytics enabled clean water reduction and contaminated water cleaning optimization30%Water recycle rate62%Normalized water consumptionMachine learning enable

196、d should energy prediction51%Normalized energy consumption57%Normalized GHG scope 2Source:World Economic Forum Global Lighthouse NetworkGlobal Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution21A new chapter begins2If the criticality of scaling is clear for all companie

197、s,only lighthouses are aware of what it takes to scale.The second chapter of the Fourth Industrial Revolution has begun amidst major global disruption marked by soaring energy prices and inflation,talent shortages,supply chain disruption and the increasing impact of climate change.Confronting these

198、challenges successfully requires manufacturers to meet a new scaling imperative.To play a role in authoring this next chapter of the future of manufacturing,the key will be the ability to scale technology in unison across production networks and beyond to achieve business priorities.Consider that le

199、aders of the first chapter of the Fourth Industrial Revolution became so by escaping from so-called“pilot purgatory”;that is,they were able to move quickly and efficiently from concept to execution of use cases and scaling within one site to achieve significant impact.Companies have shown this can b

200、e done locally;the challenge now is to do it globally.The new second-chapter imperative is to extend scaling to multiple production sites and beyond to suppliers,customers and new functions.The survey has revealed that productivity,sustainability and resilience are the top three strategic priorities

201、 among respondents across all industries and regions.Nearly 80%of respondents have marked one of these three elements as their top strategic priority for the next twelve months,with productivity emerging as the clear outlier and foremost priority for more than a third of respondents(37%).The lightho

202、uses have proven that Fourth Industrial Revolution technologies deployed at scale can support these three priorities simultaneously.In particular,they continue to demonstrate that productivity and sustainability do not have to be at odds with one another;instead,the Fourth Industrial Revolution-driv

203、en innovations that boost productivity simultaneously lead to sustainability improvements.While sustainability and resilience rank behind productivity,they are nonetheless top priorities for a significant number of companies,and the efforts being directed in support of them are compelling.It is nota

204、ble,for example,that 100%of the newly-designated lighthouses are showcasing significant sustainability impact,such as a reduction in energy consumption.As for resilience,lighthouses have marked impressive achievements in this area.Consider Chinese electrical appliance manufacturer Midea.The company

205、faced supply chain disruption and variability,along with the need to deliver more diverse products to a more fragmented customer base.By deploying an end-to-end supply chain control tower,Mideas Hefei site boosted its resilience with increased transparency on the supply risks while achieving a 56%re

206、duction in delivery lead time.Meanwhile,Johnson&Johnsons consumer health site in Bangkok likewise deployed an end-to-end collaborative supply chain control tower to address a lack of end-to-end visibility on supply risks and inventories due to a lack of integration with suppliers and customers.The c

207、ontrol tower bolstered supply chain resilience,supporting 13%revenue growth through the COVID-19 pandemic while reducing inventory by 25%.Lighthouses can now be found across the globe,representing every manufacturing sector.This is the picture of an established and proven network.However,what marks

208、the turning of a page and the beginning of a new chapter?Firstly,ample evidence suggests that the lighthouse network is no longer a vision it is a proven reality with 142 use cases and over 130 member sites spanning all geographies and sectors.They have shaped the story up to this point and have set

209、 a clear standard for what it will take to continue the revolutionary transformation of manufacturing.Their experience provides the foundation for the next chapter.A pulse check was taken to understand the experience and priorities of both lighthouse and non-lighthouse companies.Scaling across produ

210、ction networks and beyond:the high impact lever2.1 100%of the newly-designated lighthouses are showcasing significant sustainability impact,such as a reduction in energy consumption.Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution220%10%20%30%40%ProductivitySust

211、ainabilityResilience37%23%17%9%9%Speed to marketAgility0%6%CustomizationOtherRanking of top strategic priority within next 12 months1%of respondents 80%Of respondents see productivity,sustainability or resilience as their top priority67%of respondents acknowledged that scaling Fourth Industrial Revo

212、lution technologies is highly important to achieve not only productivity but also sustainability or resilience priorities Over two-thirds of respondents(67%)believe that scaling the Fourth Industrial Revolution is highly important for achieving these top three priorities.The next chapter of the Four

213、th Industrial Revolution,then,will chronicle the stories of successful scaling.As that chapter begins,those who seek to have a hand in writing it will benefit from understanding how companies have thus far achieved success.Understanding the challenges they have faced and the enablers that have helpe

214、d overcome them will prove essential.Approximately 80%of respondents consider productivity,sustainability and resilience as top priorities,and two-thirds consider scaling Fourth Industrial Revolution technologies to be crucial to achieving these top priorities.FIGURE 16Notes:1 Ranking of the most ci

215、ted,first priority for all companies(e.g.37%of companies see productivity as their first priority,23%see sustainability,etc.).Source:World Economic Forum Global Lighthouse Network,2022Key illustrations:100%of newly designated lighthouses are showcasing significant sustainability impact(e.g.,energy c

216、onsumption reduction)To reinforce its resilience,Mideas Hefei site deployed an end-to-end supply chain control tower managing both domestic and oversea order fulfilment processes.Midea achieved a 56%reduction of delivery lead time,while increasing visibility on supply interruption risks.Global Light

217、house Network:Shaping the Next Chapter of the Fourth Industrial Revolution23Scaling reality check:revealing the truth2.2Regardless of expressed confidence levels at the outset of the Fourth Industrial Revolution,looking at the current status of scaling progress provides a crucial reality check.Among

218、 non-lighthouse companies,an average of only 7%of their production networks are considered advanced in using Fourth Industrial Revolution technologies.This is where the performance gap begins to emerge clearly for lighthouses,which,on average,consider 20%of their production networks to be Fourth Ind

219、ustrial Revolution-advanced.These numbers reveal two intriguing insights.First,they make clear that scaling is a challenging journey for everyone.Second,even for frontrunners,it isnt simple.This is no surprise,considering the various headwinds that impede progress.Part of the challenge is scope,i.e.

220、large,complex manufacturing footprints with hundreds of sites and suppliers in the network,along with thousands of people who must be engaged in the digital transformation journey,requiring relentless capability-building.Another challenge is the lack of standardization of high-impact use cases.Final

221、ly,technological infrastructure is evolving at high pace,hampering standardization efforts.A second figure clarifies that lighthouses are doing something different and pulling well ahead of their competitors.Although most are confident,only lighthouses are ahead of plan.When asked about their rate o

222、f progress in scaling Fourth Industrial Revolution technologies across multiple locations,lighthouses were found to be leading by a wide margin.While nearly half of non-lighthouses believe they are behind schedule relative to their production-network-scaling plans,more than two-thirds of lighthouses

223、 report being on track.The biggest differentiator,however,is that one in five lighthouse companies is ahead of plan.No other organization interviewed claimed this distinction.Lighthouse organizations have been establishing more realistic time horizons than their non-lighthouse competitors when it co

224、mes to scaling across their production networks.When asked how long they estimate it will take to achieve Fourth Industrial Revolution scaling across more than half of their networks,all non-lighthouses responded with a timeline of fewer than three years,with 80%setting an ambitious time horizon of

225、24 months or less.By contrast,only 62%of lighthouses are as optimistic,and 15%think it could take even longer than three years.These data suggest two key takeaways.The first is that lighthouses appear more aware and realistic about the time horizons for scaling their production networks.The second i

226、s that even though they tend to forecast longer time horizons,lighthouses are scaling faster than non-lighthouses at roughly three times the rate.Numerous examples demonstrate this scaling efficiency.Consider pharmaceutical company Cipla,which has been scaling over 30 digital,automation and analytic

227、s use cases to nearly half of its production network 22 sites out of 47 over just two years.Meanwhile,heavy equipment manufacturer Sany Heavy Industry is deploying artificial intelligence(AI),industrial internet of things and automation use cases across 43 sites in parallel.Global Lighthouse Network

228、:Shaping the Next Chapter of the Fourth Industrial Revolution24Many companies are held back by various scaling challenges.The global survey was designed to ascertain those challenges and how they affect both lighthouse and non-lighthouse companies.Members of the Global Lighthouse Network have writte

229、n the opening chapter by overcoming these challenges,but doing so has required a clear recognition of the true obstacles to scaling.It is this gap in recognition that separates lighthouses from other companies.Lighthouses are aware of what it takes to scaleA range of external forces work against suc

230、cessful scaling across production networks,from the COVID-19 pandemic and supply chain issues to economic factors like inflation.Nearly all respondents believe that such external factors present challenges,yet the major insights emerge upon consideration of perceived internal obstacles.A deeper dive

231、 into this analysis,with a focus on internal challenges,provides some compelling contrasts,particularly with regard to the difference between what lighthouses and non-lighthouses consider to be inhibiting progress in scaling.Nearly all respondents lighthouses(62%)and non-lighthouses(70%)alike name a

232、 lack of resources and capabilities as a major challenge.From there,the differences become apparent.Firstly,lighthouses more readily acknowledge the criticality of strategy for successful scaling,so when solving problems,they are more conscious and aware that their strategy weaknesses are obstacles.

233、The difference here is stark,with lighthouses identifying lack of strategy as a key challenge nearly three times more often than non-lighthouse companies(27%vs 10%,respectively).The implication is not that lighthouses lack strategy,as this would be paradoxical to the nearly three times Lighthouses a

234、re writing the scaling success story2.3Scaling is progressing faster and more realistically for lighthouse companiesFIGURE 17For lighthouse companies,scaling across production network tends to be.More advancedScaling factor,percentage of the production network considered as advanced in the use of Fo

235、urth Industrial Revolution technologiesMore on track vs planProgress rate in scaling Fourth Industrial Revolution technologies across multiple locations,%of respondentsAnd with more realistic time horizons than for non-lighthouse companiesTime horizon to reach Fourth Industrial Revolution scaling to

236、 more than half of the production network,%of respondentsAhead vs planOn track19%0%69%60%40%12%Behind vs plan0-12months13-24months23%20%39%60%20%23%25-36months 3 years0%15%20%For lighthouse companies7%For non-lighthouse companiesLighthouse companiesNon-lighthouse companiesLighthouses examples:Pharma

237、ceutical company Cipla has been scaling 30+digital,automation and analytics use cases to nearly half of its production network (22 sites out of 47)over a two-year timeframe.Heavy equipment manufacturer Sany Heavy Industry is currently deploying AI,IIoT and automation use cases across 43 sites in par

238、allel.Beverage company The Coca-Cola Company is currently executing a two year roadmap to replicate key use cases across 17 sites.Source:World Economic Forum Global Lighthouse Network,2022Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution25What it takes to scale:p

239、erceived obstacles to successful scaling reveal an awareness gap between lighthouse and non-lighthouse companiesFIGURE 18Primary obstacle to successful scaling of Fourth Industrial Revolution technologies%of respondents1,2 Lack of resources and capabilities62%70%Lack of strategyLack of investment an

240、d leadership commitmentIf all companies acknowledge the need for more resources and capabilities to scale27%10%Lighthouses have a more realistic awareness about the criticality of strategy4%20%While non-lighthouses tend to over-index on lack of leadership and investment,considered as non-factor for

241、lighthouses companiesLighthouse companiesNon-lighthouse companiesbetter scaling factor they achieve.It does,however,suggest that lighthouses have a far more realistic awareness of the need for optimal strategy.Given that only 10%of non-lighthouses name lack of strategy as a key obstacle,it is reason

242、able to read this as a clear sign of an“awareness gap”.It may be that most companies are confused about the true meaning of strategy.For example,implementing Fourth Industrial Revolution technologies may be considered strategy.Whereas such technologies should,in fact,be a lever to achieve a true str

243、ategy aligned with business priorities.If there is no properly defined strategy,it stands to reason that strategy weaknesses will not be apparent thus,a true obstacle would be missed.This consideration becomes even more compelling when considering another perception gap:investment and leadership com

244、mitment.While 20%of non-lighthouse companies name investment and a lack of leadership commitment as their primary challenge to scaling,only 4%of lighthouses do.Lighthouses cite fewer obstacles related to leadership commitment and investment,which is expected given their greater awareness of the crit

245、ical importance of strategy and how challenging it is to develop and implement.It is apparent that leadership and commitment work hand-in-glove with a clearly defined strategy.An intriguing example of leadership can be found at Flexs newly designated lighthouse in Sorocaba,which had each of its Four

246、th Industrial Revolution initiatives sponsored at regional level.This facilitated accountability and funding while removing roadblocks,paving the way for a successful site transformation.In the case of strategy,Danones tailored strategy combined corporate-led ambition setting with factory-centric im

247、plementation waves.This enabled quick,value-driven scaling across the production network while promoting the adoption of Fourth Industrial Revolution technologies at the local level.Lighthouses and non-lighthouses have divergent perceptions of what lies at the core of the scaling challenge.This reve

248、als that lighthouse companies are clearer about what it takes to scale and have a clearer recognition of the core challenges.Where they lack skills or strategy,they do so consciously,with awareness of those shortcomings.Non-lighthouse companies,by contrast,have less awareness about the truly critica

249、l elements of scaling.Notes:1 Ranking of the most cited obstacles to successful scaling 2 Summing up to 93%for lighthouse companies(7%indicating other obstacles)Source:World Economic Forum Global Lighthouse Network,2022Though they agree on the most obvious obstacles,lighthouse and non lighthouse com

250、panies tend to perceive differently the core obstacles to successful scalingThis reveals different levels of awareness on what it takes to scaleLighthouse example:Danone designed a tailored strategy combining corporate-led ambition setting with factory-centric implementation waves.It enabled a quick

251、 and value-driven scaling across production network while fostering adoption of Fourth Industrial Revolution technologies at local level.Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution26Recognizing key enablersThe awareness gap between lighthouses and non-light

252、houses widens further when analysing the perceived key enablers to successful scaling.There are sizeable,notable differences between what lighthouses and non-lighthouses perceive to be the primary contributing enablers in other words,the secrets to success.In the case of lighthouses,the key enablers

253、 are overwhelmingly people.Workforce engagement is considered the top enabler for 50%of respondents,and 31%consider a transformation office the top enabler.This shows that lighthouses are aware of the importance of ensuring value capture of digital.Five other enablers(agile approach,industrial inter

254、net of things stack,tech landscape,agile digital studio,and industrial internet of things academy)are considered considerably lower-impact,representing top enablers for fewer than one-fifth of respondents.By contrast,among non-lighthouse respondents,there is an outsize emphasis on one factor above a

255、ll others,with half(50%)listing the agile approach as the top enabler.A combined 22%list either tech landscape or agile digital studio as the primary enabler.Only a combined 30%of non-lighthouse companies put workforce engagement(20%)and transformation office(10%)at the top of their enabler list.Whi

256、le all of these enablers can play important roles when it comes to scaling,the gap between what lighthouses and non-lighthouses identify as their top enabler is telling.Non-lighthouses that want to turbocharge capability building and achieve scaling across production networks have a proven example t

257、o follow.Lighthouses have climbed the scaling ladder by investing in people.For those who wish to emulate their success,the imperative is clear:invest in people and the execution engine,immediately.Perception of what are the critical enablers also confirms an awareness gap between lighthouse and non

258、-lighthouse companiesFIGURE 19Primary contributing enabler to scaling success1%of respondents Lighthouse companiesNon-lighthouse companies100%100%50%20%10%10%10%50%31%4%8%4%4%Workforce engagementTransformation officeAgile approachIIoT stackTech ecosystemAgile digital studioLighthouses are concentrat

259、ing their focus on two main dimensions:Engaging workforce in the adoption Fourth Industrial Revolution technologies(50%of respondents)Transformation office(30%of respondents)to ensure value capture of Fourth Industrial Revolution benefitsNon-lighthouses have a less clear understanding of the critica

260、l enablers,despite highlighting mostly agile approach as a key enabler(50%of respondents)Lighthouse examplesSri City site of food manufacturer Mondelz fostered a more transparent and self-governing culture by reskilling 100%of workforce on how to use Fourth Industrial Revolution technologies to bett

261、er enable decision making at line level,while removing supervision layersHaier Qingdao set up a dedicated transformation office combining a“digital transformation committee”steered by the general manager,with a Fourth Industrial Revolution research team composed of 45 people to support best practice

262、 exchange and prioritization with a focus on impact and solutionsNote:1 Ranking of the most cited enablers by all companies Source:World Economic Forum Global Lighthouse Network,2022Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution27Scaling waypoints:ready for ot

263、hers to followThe experience of the lighthouse network companies the story of the first chapter of the Fourth Industrial Revolution offers a valuable playbook for companies that look to emulate their success.Lighthouses have always been beacons and aids to navigation.In keeping with this,these leadi

264、ng organizations have established“scaling waypoints”as they have navigated the obstacles to scaling over the past years.This wayfinding was not without challenge indeed,lighthouses had to struggle and learn.Many had to work their way out of the pilot phase after being stuck for a time.Through innova

265、tion and persistence,however,they progressed.As companies have continued,they have gained the additional perspective afforded by the distance travelled,further deepening their awareness of what it takes to scale.Meanwhile,they have left waypoints in place offering a“smart follower strategy”for other

266、s to follow.Non-lighthouse companies now have a choice:they can do their own pathfinding,replicating the trials and errors already overcome by the lighthouses,or they can use the smart follower strategy,learning from the use cases and methodologies of leaders to accelerate their progress by using th

267、e scaling waypoints that lighthouses have put in place.To engage a smart follower strategy is to read the waypoints and recognize the three must-haves for success:1.Build a clear strategy.Without clear direction,the breadth of possibilities and the variety of use cases and technologies threaten to m

268、ire organizations in pilot purgatory.In contrast,lighthouses show that digital transformation must be designed from customer value back,aligning closely with the companys overall business strategy.2.Invest in people.Without the right resource and capability models,a transformation will soon run out

269、of resources and steam.3.Set up the right governance.Without value assurance and governance coupled with the right execution engine companies cannot capture the value they seek or generate real impact.Lighthouses are succeeding at the hardest part:designing and adhering to new standards.Global Light

270、house Network:Shaping the Next Chapter of the Fourth Industrial Revolution28Leaders in scaling Fourth Industrial Revolution:case studies3Scaling champions have established the waypoints to be followed by others.Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution29H

271、ow can a company couple top-down strategy with bottom-up,site-level energy?What if the entrepreneurial spirit emerging in specific local sites could be harnessed,amplified and brought to bear across the network globally?Dairy manufacturer Danone faced a challenge scaling Fourth Industrial Revolution

272、 technologies,having more than 40 sites,each with different digital maturity and IT/operational technology(OT)architecture,and several minimum viable products(MVP)already deployed locally without network consistency.With hundreds of solutions and providers available,identifying optimal ones was over

273、whelming.Danone needed to build on successful MVPs to rapidly scale across sites and select a suite of solutions for digital manufacturing,engaging the entire network to ensure adoption.It needed to partner with providers to customize company-wide solutions and accelerate the development,testing and

274、 confirmation of solutions for deployment going from months to weeks.This called for a clear strategy and strong governance to successfully execute the digital transformation at scale.Danone began with top-down identification of the value at stake per site,followed by locally-driven identification o

275、f how to unlock it.The starting point for standard solutions was a company-wide catalogue,which could be scaled quickly across all sites.Where custom approaches were needed,however,solution development was facilitated with MVPs and pilots.The chosen solution would be codified into the catalogue,high

276、lighting how to use and extract value from it.As a result of this continuously-enriched catalogue of standard solutions,Danone has avoided individual sites wasting time on solutions that cannot be viably scaled network-wide.A core feature of the approach is that it was value-driven rather than techn

277、ology driven;that is,it began with considering the existing problems and then locating appropriate technology solutions.Danone encouraged quick scaling of existing,impact-proven solutions.They prioritized global-standard solutions that could be scaled quickly while checking 80%of boxes,rather than d

278、oubling down on slower approaches that might aim to check all boxes but would take too long.Things that worked were codified rapidly.With this approach,Danone prioritized workers voices,enabling them to shape the approaches at the site level,even as they pursued clear,top-down goals.This helped achi

279、eve buy-in,with“hearts and minds”invested.This local focus laid the groundwork for a culture of innovation both at individual sites and,crucially,across the production network a truly people-led network approach.The key has been the continued upskilling of workers to keep them engaged with the trans

280、formation.Over 150 digital leaders have been upskilled,and solution-specific upskilling programmes have reached more than 800 people.Along with the people impact,deployed solutions are on target to capture more than$100 million in impact over two years.Danone:A people-led network approach3.1 Danone

281、prioritized workers voices,enabling them to shape the approaches at the site level,even as they pursued clear,top-down goals.Dairy manufacturer Danone successfully scaled over 40 factories with a clear corporate strategy backed by local implementation capabilitiesFIGURE 20Vision:global strategy,loca

282、l implementationApproach to build and scale solutionsImpact100 millionEBITDA impactSystematic channeling of the needs identified towards a continuously enriched standard catalog of Fourth Industrial Revolution solutions to accelerate deployment at scaleStandard needsStandard solution catalogue1Expon

283、ential scaling across the network215+Digital use cases codified into a standard catalogue continuously enriched for quick scaling,and scaled across:Corporate-led,top-down identification of the value at stake,and cascading into site specific objectivesBottom up,factory-centric identification of the s

284、ite needs to unlock the value at stakeScaling of solutions implementation at site level achieved by fostering standardization and collaboration across all sites40+sites with different maturity and IT/OT infrastructure150+digital leaders upskilled across network via bootcamps and weekly trainings Qui

285、ck scaling across all factoriesCustom needsDigital solution factorySolution developmentMinimum viableproduct(MVP)Scouting ofavailabile solutionon the marketPilotCodificaiton and standard catalogue enrichment6 months6 months12 monthsWave 17 sitesWave 29 sitesWave 310 sitesBuild and deployBuild and de

286、ployBuild and deploySource:World Economic Forum Global Lighthouse Network,2022Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution30Cipla,an India-based global pharmaceutical manufacturer,has successfully transformed its operations across more than 20 sites in just

287、two years.Ciplas leadership knew it would need to embrace digital to meet its manufacturing goals.It used seven key enablers to achieve this change.Ciplas plan centred on the deployment of digital,automation and analytics solutions to unlock end-to-end cost,productivity and quality leadership across

288、 a network of 22 sites in India over two years.The company enacted more than 40 digital and analytics use cases,such as process simulation to improve yield and dynamic planning of manpower staffing.Of these use cases,18 have been scaled across the entire organization in India,and 28 have been scaled

289、 across five or more units.Much of this success can be tied to network-wide,interconnected agile squads empowered and institutionalized to drive rapid,at-scale deployment of use cases.Likewise,the company enriched its digital capabilities by hiring new talents and upgrading existing talent with an i

290、nternet of things academy.With more than 30 smart automation applications,Cipla has seen improvements ranging from 20%to 80%in various operations outcomes ranging from people productivity to machine efficiency and quality deviations.Essential to this transformation has been the development of a futu

291、re-proof,enterprise-wide data-tech architecture.This enables real-time,data-driven visibility and decision-making.The impact is clear.Whereas initially,less than 20%of operations data had been used for digital-and analytics-enabled decision-making,now more than 90%of that data is used.Cipla:Network-

292、wide transformation using seven key enablers3.2Indian pharmaceutical manufacturer,Cipla,is successfully scaling Fourth Industrial Revolution technologies across 22 sites by relying on seven key enablersFIGURE 21Impact20-80%+Improvement in operations outcomes such as people productivity,machine effic

293、iency,quality deviations90%+Operations data being used for DNA-enabled decision-making vs starting position of 20%20+sitesUnderwent a digital transformation in a short span of 2 years2147536Seven key enablers1Deployed several initiatives to increase engagement at all workforces levels(e.g.fortnightl

294、y townhalls for opera-tors,dedicated learning journeys and intra-network go and see visits for site leaders,etc.)Workforce engagement2Implemented a dedicated transformation governance spanning across the company(from chief experience officer to site level)Transformation office3Built a Digital and An

295、alytics Academy to source new digital talents and upskill existing ones(trained 50+leaders,110+translators,400+operators via VR,gamified learning and academic collaborations)IIoT Academy5Involved 50+vendor partners to support Ciplas fourth industrial revolution journey and established 30+strategic p

296、artnerships for capabilitiesTech ecosystem4Deployed a scalable IIoT tech architecture set-up with Edge and SCADA connectivity to push data from 90%+critical equipment across the network,to a secure enterprise-wide cloudIIoT stack6Deployed 70+agile squads involving 20+units to develop use cases using

297、 a MVPs approach structured in two-week sprintsAgile approach7Deployed a“phygital agile studio”to drive effective cross-functional collaboration with colocation of multi-disciplinary teams organized in product squadsAgile digital studio Cipla has seen improvements ranging from 20%to 80%in various op

298、erations outcomes ranging from people productivity to machine efficiency and quality deviations.Source:World Economic Forum Global Lighthouse Network,2022Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution31Companies willing to invest in their people for smart,stra

299、tegic deployment of Fourth Industrial Revolution solutions and working modes can realize rapid transformation and accelerated scaling of digital.When Chinese electrical appliance manufacturer Midea set out to achieve network-wide transformation,its leadership was clear-eyed on the purposeful investm

300、ent of resources.Representative of the survey data that suggests lighthouses do not suffer from leadership or investment hurdles,Midea is a solid example of investment and leadership directed towards strategic deployment of digital.Mideas leadership knew that developing a strong governance model tha

301、t supported the exchange of best practices and prioritized impact-generating solutions rather than focusing principally on technology would be essential to its transformation.This was embodied in its transformation office,which was backed with a powerful investment of$2.5 billion to support its impo

302、rtant work.The transformation programme comprised three essential elements.First,a smart manufacturing academy was charged with designing and developing new solutions.This smart manufacturing institute engaged more than 140 experts and was funded with a$22 million annual budget.Second,a pool of reso

303、urces was used to implement and achieve impact at scale.This took the form of multiple teams of over 1,000“virtual engineers”and change agents assembled into a central team to codify best practices to roll out across business units and plants.Third,an effective assessment tool in the form of a digit

304、al lean maturity index would enable the company to monitor impact effectiveness across 34 plants under nine business units.Mideas investment in effective digital transformation guided by an effective transformation office has proven its value.The company has quadrupled its profits and boasts five Gl

305、obal Lighthouse Network sites.Midea:A strong transformation office to deploy Fourth Industrial Revolution at scale3.3Electrical appliance manufacturer Midea built strong governance to execute scaling across its networkFIGURE 22Impact5World Economic Forum lighthouses4.3 timesProfit increase since the

306、 start of digital transformation$2.5 billionInvested in digital transformationMidea is a Chinese electrical appliance manufacturer employing approximately 150,000 people in China and overseas.To address the need for shorter lead times while increasing quality,Midea has engaged into digital transform

307、ation,currently scaling Fourth Industrial Revolution technologies to 34 sites.Established a Smart Manufacturing Institute composed of 140+experts,with a$22 million annual budget to develop new techniques for manufacturing,digital,automation,analytics and sustainabilityBuilt the teams of 1000+“virtua

308、l”engineers,and change agents,pooled into a central team,codifying best practices(e.g.500+best know-how methods)and supporting Fourth Industrial Revolution technologies implementation across all sitesSet up a digitalized lean maturity standard to benchmark and monitor the improvement of 34 plants an

309、d nine business unitsCentral academyPooled resourcesfor implementationDigital maturity indexto monitor impactSource:World Economic Forum Global Lighthouse Network,2022Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution32The opening chapter of the Fourth Industrial

310、Revolution is concluded.As manufacturers turn the page and begin the next chapter of the transformation story,the challenge is clear:it is not enough to achieve scaling success at isolated sites or among only part of the production network.To be a lead author of the next chapter,the mandate is to ac

311、hieve scaling success across the entire organization.To achieve this,organizations must redouble their commitment to the strategies for responsible growth,working both hard and smart.They must be conscious,aware and realistic about the challenges they face,so they can effectively use the power of ke

312、y enablers especially those that invest in people to improve productivity,sustainability and workforce development as they scale network-wide.As companies aspire to join the Global Lighthouse Networks leadership ranks,they can use the“smart follower strategy”to turbocharge their scaling.Just as they

313、 have since the opening pages of the Fourth Industrial Revolutions first chapter,lighthouses are together writing the global playbook for scaling success.Call for applicationsThe Global Lighthouse Network continues to grow and encourages leading organizations to consider applying to join as site or

314、as an end-to-end value chain.All network members whether newly recognized or existing are eligible to be considered for designation as sustainability lighthouses.Excited,forward-thinking companies are invited to learn more by emailing LighthouseNetworkweforum.org.Join the Global Lighthouse Network t

315、o write the next chapter3.4Global Lighthouse Network:Shaping the Next Chapter of the Fourth Industrial Revolution33ContributorsWorld Economic Forum Francisco Betti Head,Advanced Manufacturing and Value Chains;Member,Executive Committee,World Economic Forum Vincent Desnos Engagement Manager,McKinsey&

316、Company;Project Fellow,World Economic ForumYves Giraud Senior Expert,McKinsey&Company;Platform Fellow,World Economic ForumFederico Torti Initiatives Lead,Advanced Manufacturing and Value ChainsMcKinsey&CompanyMartin Becker Senior AssociateYoussef Benkhaira Senior AssociateEnno de Boer Senior Partner

317、 and Global Head,Operations Technology The team would like to thank Paul Cumbo of PJC Editorial,external writer and editorial consultant,for drafting this article.Editing and designLaurence DenmarkDesigner,Studio Miko Martha HowlettEditor,Studio Miko George MesserDesigner,Studio MikoGlobal Lighthous

318、e Network:Shaping the Next Chapter of the Fourth Industrial Revolution34World Economic Forum9193 route de la CapiteCH-1223 Cologny/GenevaSwitzerland Tel.:+41(0)22 869 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.