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1、Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital TransformationW H I T E P A P E RJ A N U A R Y 2 0 2 5Images:Getty ImagesThe Global Lighthouse Network(GLN)is the leading industry community celebrating the worlds top-performing production and operations sites.Network

2、members showcase proven performance improvements and achieve operational excellence across technology,talent and sustainability domains.The Global Lighthouse Network is a World Economic Forum initiative.The initiative was co-founded with McKinsey&Company and is counselled by an advisory board of ind

3、ustry leaders who are working together to shape the future of global manufacturing.The Advisory Board includes Foxconn Industrial Internet,Johnson&Johnson,Ko Holding,McKinsey&Company,Schneider Electric and Siemens.Sites and value chains that join the network are designated by an independent panel of

4、 experts.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 expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose r

5、esults do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.2025 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and r

6、ecording,or by any information storage and retrieval system.ContentsExecutive summary 31 Lessons from the latest lighthouses 51.1.The GLN today:a network of inspirational peers 61.2.Introducing the new Lighthouses of 2024:raising the bar 8 for operational excellence1.3 Trends in technology:AI hype a

7、nd Lighthouse adoption 112 The mindset for making digital transformation stick 122.1 Preventing process debt 132.2 Investing in your capabilities 172.3 Assetizing for scale 202.4 Localizing adoption with the frontline 213 Beyond productivity:applying AI across value chains for agility 24 and sustain

8、ability3.1 Intelligent product introduction tools to accelerate product 26 development cycles3.2 Driving supply chain agility through intelligent resilience hubs 273.3 Moving from linear to circular for value chain sustainability 30Conclusion 34Appendix 35Contributors 48Endnotes 49Global Lighthouse

9、Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation2Executive summaryThis white paper celebrates six years of the Global Lighthouse Network as the leading learning community for world-class operational excellence in production at scale.The Global Lighthouse Network(GLN)reco

10、gnizes leaders in the production ecosystem that have achieved exceptional impact on productivity and sustainability,enabled by digital transformation.After six years,the GLN has expanded from 16 to 189 Lighthouses,representing factory,sustainability and end-to-end value chain categories across 33 co

11、untries and 35 subsectors four times greater than in 2018.This diversity is what powers the GLN a network of peers that share knowledge and insights to accelerate their transformation journeys.Among new Lighthouses,65%cited learning from at least three other Lighthouse sites often outside their own

12、sector and two other ecosystem partners during their transformation.These 189 Lighthouses,1,000+use cases and 2,000+metrics prove the Lighthouse transformation playbook.Those who follow it have moved beyond the“pilot purgatory”that early Lighthouses faced where pilot schemes struggled to reach full

13、scale to achieve ROI of 2-3x over three years and 4-5x over five years.The latest 36 Lighthouses have not only followed the playbook but are continuing to innovate.They illuminate three leading-edge lessons:They are tackling the digital“scaling slump”with a mindset to assetize1 use cases as enterpri

14、se capabilities,while partnering with their frontline workforces to localize adoption.They are investing in their frontline workforce,focusing on productivity and stability in equal parts.Lighthouses design a range of talent solutions specifically tailored to develop and engage each sites local work

15、force.They are progressing towards end-to-end sustainability,building on top of the tech-enabled eco-efficiency solutions pioneered by early Lighthouses with investments in value chain data and new partnership models,which will underpin circularity in the future.Amidst the recent AI hype,Lighthouses

16、 have cracked the code on site implementation:77%of the top five use cases of this years Lighthouses were enabled by analytical AI and 9%leverage generative AI(GenAI).All have unlocked step-changes in performance averaging improvements of more than 50%in conversion cost,cycle times and defect rates.

17、How have Lighthouses found impact where others are still exploring potential?The differentiator is their approach to large language models(LLMs)and other new technologies,which remains consistent with the playbook proven through adoption of earlier technology,such as the industrial internet of thing

18、s(IIoT).They stay laser-focused on a“value-back”approach to reduce process debt;invest in foundational capabilities across people,process and technology;assetize solutions for scale;and partner with frontlines to localize engagement and adoption.Chapter 2 explores these mindset shifts in detail.Beyo

19、nd productivity,Lighthouses also deploy technology across their value chains to drive agility,resilience and sustainability.Data platforms that connect customer,supplier,process,product,market and sustainability data bring visibility and intelligence to the many intricate decisions required to optim

20、ize value chain performance.These approaches include:Intelligent product introduction tool suites with capabilities for one-click product design,process simulations,pricing and bid preparation.Integrated resilience hubs that manage numerous spokes with ensembles of AI models for forecasting demand a

21、nd disruption,simulating processes,optimizing planning,orchestrating logistics and more.Technology-and partnership-enabled circularity solutions to drive lifecycle emissions reduction,with a particular focus on scope 3.Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital

22、TransformationJanuary 2025Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation3For the value chains flowing through Lighthouse sites,these approaches have delivered 50%reductions in new product introduction times.Lighthouses have experienced eight times les

23、s revenue shock than their peers in the wake of the pandemic and have achieved a reduction of between 30%and 50%in scope 1 and 2 emissions,as well as initial improvements in scope 3 emissions.Chapter 3 explores these value chain solutions in detail.Lighthouses continue to represent the leading edge

24、of holistic performance for sites,production networks and value chains.They have proven that“pilot purgatory”can and should be surpassed,with a playbook that has worked for 189 sites and counting.They are continuing to advance the performance frontier by innovating with impact through technology,tal

25、ent and sustainability solutions.It has never been easier to learn from this playbook and repeat it.In the next chapter of the Fourth Industrial Revolution,the focus must shift from learning to doing the global transformation of industry will require millions of production sites,not hundreds.Fast fo

26、llowers should be celebrated for following the Lighthouse playbook quickly,efficiently and effectively to achieve holistic performance.The Global Lighthouse Network is excited to rise to the occasion,with a rigorous framework that recognizes sites demonstrating operational excellence in all performa

27、nce domains:technology,talent and sustainability.Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation4Awards categories Based on the proven impact of solutionsDigital LighthousesSustainability LighthousesDescriptionDigital Lighthouse Awards recognize organi

28、zations and production ecosystems(single sites and end-to-end value chains)that have achieved step-change impact in productivity through technology-enabled transformation in their production sites and wider production ecosystems.Sustainability Lighthouse Awards recognize organizations,projects and p

29、roduction ecosystems that have achieved step-change impact through industry-leading reductions in energy,emissions,water and waste in pursuit of a holistic set of net-zero,decarbonization and circularity goals.Impact domains Factory:focuses within the four walls of the factory on asset utilization,w

30、orker enablement,quality improvement and resource optimization.E2E value chain:connects with suppliers and customers to improve planning,service and working capital.Decarbonization and circularity:achieves or on track to achieve net-zero emissions in factories,supply chains and/or products;transform

31、s resource loops;builds with circular materials;and designs circular products to eliminate lifecycle waste and water.Lessons from the latest LighthousesLaunched in 2018,the Global Lighthouse Network(GLN)a World Economic Forum initiative co-founded with McKinsey and today led by a coalition of indust

32、ry partners showcases leaders who make positive,measurable impacts on productivity and sustainability,enabled by technology.1In todays dynamic and technology-driven industrial age,the leading organizations of the Global Lighthouse Network(GLN)cut through the fog and light the way for others.Launched

33、 with a mission to carry forward the ambition of the Fourth Industrial Revolution(4IR),the GLN is now a global beacon for those striving to achieve industry-leading operational performance,with each member an indisputable leader in its respective industry.To reflect these ambitions,the GLN has assem

34、bled an advisory board to help steer the Networks future direction,including Foxconn Industrial Internet,Johnson&Johnson,Ko Holding,McKinsey&Company,Schneider Electric and Siemens.This paper introduces these aspirational Lighthouses and explores how they have pushed through the scaling slump and ach

35、ieved step-change impact through advanced applications of technology use cases,frontline talent innovations and sustainability solutions.By telling their stories,the GLN seeks to inspire transformational change,foster collaboration and shape a better future for all players in the ecosystem.Lighthous

36、es in 2024 were evaluated in two cohorts,reflecting the two application waves offered each year.They received recognition for their distinctive performance in digital and sustainability domains(see Table 1)In which categories were Lighthouses awarded in 2024?TABLE 1Note:Award categories will be upda

37、ted for 2025,reflecting GLNs ongoing commitment to recognize the most operationally excellent production sites and value chains.Source:Global Lighthouse Network.Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation5The GLN today:a network of inspirational pe

38、ers1.1The GLN began as a group of 16 leading factories.Today it includes 189 sites from over 30 countries and 35 industries at the frontier of operational performance.At the outset,the GLN looked for factories that had escaped pilot purgatory and successfully deployed cutting-edge technology innovat

39、ions with impact.These pioneering sites and value chains served as early examples of 4IRs capability for transformational change in manufacturing performance and provided a blueprint for achieving it.Todays 189 Lighthouses represent factory,sustainability and end-to-end value chain categories.The ne

40、twork extends to 30+countries and 35 subsectors,four times greater than in 2018.Lighthouses have generated 1,000+use cases and 2,000+metrics,proving that the pilot purgatory challenges that were once faced by early Lighthouses can be overcome.The last three Lighthouse cohorts have reported achieving

41、 gains from transformations in just 10 to 20 months,or on average 25%to 50%faster than the first three Lighthouse cohorts.2 This has generated an even higher return on investment(ROI)than the average Lighthouse transformation:two to three times higher over three years and four to five times higher o

42、ver five years.3 Figure 1 illustrates the distribution of Lighthouse sites by award type,geography and industry.Lighthouse representation is growing at an average rate of five new countries per year and 10 new subsectors represented per cohort,with recent growth in heavy equipment,upstream materials

43、 and food and beverages and regionally across Central and Southeast Europe,South and Southeast Asia and parts of the Americas.1.There were three award types given in 2024:Sustainability,Factory/manufacturing and E2E value chain.For more information on awards,see Table 1.Source:Global Lighthouse Netw

44、ork.Lighthouses have generated 1,000+use cases and 2,000+metrics,proving that the pilot purgatory challenges that were once faced by early Lighthouses can be overcome.Lighthouses are growing in diversity composition in 2024 FIGURE 1Award type1%of total Lighthouse sites per award type,geography and i

45、ndustryGeographyIndustryAdvanced industriesAI low volumeConsumer packaged goodsProcess industriesPharmaceuticals,medical productsLogisticsAsia XChinaEurope,Middle East,North AfricaNorth AmericaLatin AmericaSustainabilityFactory/manufacturingEnd-to-end(E2E)value chain12%20%49%7%17%14%12%1%41%28%8%3%5

46、9%29%Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation6One of the driving forces of the impact of the Global Lighthouse Network lies within its name:it is a network of peers that share knowledge and insights even between competitors enabled by the Forums

47、 platform.This multi-stakeholder,cross-industry collaboration empowers the community to skip past pilots and focus on learning the“how”of transformation.Lighthouses know that transformations are a team sport and their open secret to deploying and scaling-up technology solutions in six months or less

48、4 is that they never start completely from scratch.This year,65%of Lighthouses reported learning from an average of three Lighthouse sites and two other ecosystem partners throughout their transformation.5 Surprisingly,only 18%of the learning partners listed by Lighthouses came from their own sector

49、,with some such as automotive,industrial automation and electronics inspiring an average of eight other sector categories,highlighting the importance of cross-industry knowledge-sharing.6Figure 2 shows a breakdown of learning sources for Lighthouses transformations.They reported learning from an ave

50、rage of three other Lighthouse sites,often outside their country or sector and two non-Lighthouse sources such as other sites,company partners and third parties.Lighthouses are inspired by othersFIGURE 2Number of learning sources listed by Lighthouses1 Non-Lighthouse sources2Learning from at least 1

51、 other site and supplement learning with other company partners and third partiesLighthouse sources3Learning from an average of 3 other Lighthouses in the network,often outside the sites country or sector0.40.50.70.80.32.00.2 5.0Lighthouse learningsourcesTop listedsourcesResearch&academia3rd party o

52、rtech providerLH Outsidesector/countryLH WithinsectorLH WithincountryLH Withincountry§orCompanyOther site1.Based on non-evaluative survey responses,Cohorts 12 and 13(awarded in 2024);LH=Lighthouse.Source:Global Lighthouse Network.Global Lighthouse Network:The Mindset Shifts Driving Impact and Sc

53、ale in Digital Transformation7Introducing the new Lighthouses of 2024:raising the bar for operational excellence1.2Operational excellence is achievable by everyone:new regions,sectors and solutions.The GLN is proud to welcome an additional 36 Lighthouses assessed in 2024(see Figure 3).They span 30+c

54、ountries,including newcomers Switzerland,Viet Nam and Morocco,home to the first Lighthouse site on the African continent.They also reflect a wider range of industries with subsector representation more than quadruple that of 20187 including such sectors as upstream chemical and materials,nuclear ene

55、rgy and wind power.Source:Global Lighthouse Network.New Lighthouses in 2024FIGURE 3Brandys nad Labem,Czech Repub.ContinentalShenzhen,ChinaValeo Interior ControlsTinsukia,IndiaUnileverTiresPreviously awarded E2E Previously awarded E2E Previously awarded Factory Non-ferrous metalsproductsMedical equip

56、mentConstruction projectLaboratory equipmentOil and gasPharmaceuticalsSteel productsChemicalsIndustrial equipmentFood&beveragePersonal care2Guiyang,ChinaGuizhou Tyre91Sriperumbudur,IndiaCEAT83Ankara,TurkeyBeko4Qingdao,ChinaHaier5Qingdao,ChinaHisensehitachi6NovelisUhrichsville,United States11CITIC Di

57、castalAmeur Seflia,Morocco12Sanmen NuclearTaizhou,China13AstraZenecaSdertlje,Sweden19AstraZenecaWuxi,China20RocheBasel,Switzerland21Beijing ShougangCold RollingBeijing,China22Nucor CorporationSedalia,United States23TZ Railway TransitTaiyuan,China39Coca-ColaTuas Bay,Singapore25Mengniu DairyNingxia,Ch

58、ina26Tsingtao BreweryQingdao,China27Haitian Flavouring&FoodFoshan,China28AramcoNorth Ghawar,Saudi Arabia29Sany RenewableTaizhou,China14United MicroelectronicsCorporationTainan15Hefei,ChinaMidea7AutomotiveEnergyRenewable energyHome appliancesSemiconductorsElectronicsIndustrail automationSiemensFrth,G

59、ermany30SiemensErlangen,Germany31GE HealthcareBeijing,China34FerrovialLondon,UK35Agilent TechnologiesShanghai,China36Jubilant IngreviaBharuch,India24MideaChongqing,China38Zhengzhou CoalMining MachineryZhengzhou,China40Agilent TechnologiesPenang,Malaysia37Schneider ElectricShanghai,China33Schneider E

60、lectric Wuxi,China32Existing LighthouseNew Factory LighthouseNew E2E LighthouseNew Sustainability LighthouseEmirates GlobalAluminiumAl Taweelah,UAE10Foxconn IndustrialInternetBac Giang,Vietnam16Schneider Electric Monterrey,Mexico18Foxconn IndustrialInternetShenzhen,China17Global Lighthouse Network:T

61、he Mindset Shifts Driving Impact and Scale in Digital Transformation8Three lessons from Lighthouses at the leading edge FIGURE 4Lessons from the latest Lighthouses:technology,talent and sustainability on the path to performance What unites Lighthouses is a common playbook committed to sustainable an

62、d scalable digital transformations.Instead of technology,these sites attribute their success to a mindset focused on holistic performance ranging from operational efficiency and environmental impact to frontline capabilities.1.TechnologyToday,instead of pilot purgatory,those at the frontier of digit

63、al innovation are facing a“scaling slump”where initial pilot successes fail to translate into scalable,sustainable network impact.Lighthouses know that most scaling-up endeavours are born locally and invest first at the site-level,optimizing processes,cultivating capabilities and deploying use cases

64、 suited to local needs.Lighthouses package assets for network-wide sharing and remove any barriers to transferring knowledge with formats that translate across a diverse operating base.2.TalentTransformation approaches at Lighthouses are deeply rooted in people:75%of Lighthouses have deployed soluti

65、ons in each of five priority areas for frontline talent management safety,skill development,skill augmentation,work augmentation and worker experience.8 These sites develop holistic talent approaches adapted to local contexts,across both technical and leadership capabilities.When digital talent is s

66、carce,an ecosystem of partnerships enables Lighthouses to offer a suite of programmes suited to an employees unique skillset or development goals.With digital technology proliferation,the recipe for scaling-up has largely been solved.Leaders break through with a holistic performance mindset,starting

67、 at the frontline and growing through network-wide knowledge-sharing and collaboration.People are the key to transformation success.Frontline adoption is a critical enabler to performance transformation and an intrinsic sign of its success.The worlds leading movers and makers are localizing their ta

68、lent strategies with innovations in work design,planning,attraction and development that have unlocked Lighthouse levels of performance.Tech-enabled eco-efficiency was the first horizon for sustainability,but a step change is needed for net zero.Leading edge operators are advancing decarbonization a

69、nd circularity goals through novel materials and nanoscience,new business models and value chain partnerships.Often enabled by technology,these innovations will define the next chapter of Sustainability Lighthouses.1.2.3.Source:Global Lighthouse Network.CITIC Dicastal in Morocco collaborated with th

70、ree regional universities and an international education institute to train nearly half of the sites workforce in new digital skills,based on gaps identified through competency matrix sorting and 360-degree performance assessments.This reduced employee turnover by 21%and replaced 65%of full-time equ

71、ivalent(FTE)employees from headquarters with local talent.9CITIC DicastalEXAMPLEGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation9Lighthouses also build up leadership capabilities alongside technical capabilities,with 61%of them ranking transformation of

72、fices(TOs)as one of their top two enablers for transformation.10 Cross-network leadership then shares lessons and accelerates scale-up.Lighthouses invest in people capabilities as both an input and an outcome of their performance transformations.Coca-Cola in Singapore participated in monthly global“

73、show&tells”with leadership across 18 sites,enrolled site leads in over 5,000 hours of training at Coca-Colas global digital academy and welcomed subject matter experts from seven regional sites on short-term exchanges to facilitate knowledge sharing.113.SustainabilityTech-enabled digital transformat

74、ion is advancing sustainability ambitions and providing the platform for more holistic circularity and decarbonization innovations with real business benefits.These benefits include enhanced supply chain resilience,with a 25-50%reduction in inventory and 15-30%improvements to on-time delivery,as wel

75、l as resource efficiency,with an average reduction of 30%in material waste and 25%in energy and water consumption often in response to concerns for local resource availability and cost.12 Lighthouses are also improving value chain sustainability with circular business models,material science and pro

76、duct or packaging design.Midea in China optimized product designs for simplified structures and reduced or alternative materials with AI-enabled carbon lifecycle analysis and simulation models,reducing scope 3 emissions by 28%.Foxconn Industrial Internet in China overcame metallurgical challenges to

77、 closed-loop recycling of aluminium tailings with suppliers,replacing virgin input by 75%.Ferrovial in the United Kingdom created a closed loop for excavated construction waste,diverting nearly 100%from landfill by using it to fill foundations or create new aggregate at the London Heathrow Airport s

78、ite.13These pioneering sites demonstrate that it is the mindset that matters tuning out noise to stay hyper-focused on holistic impact,designing with and for the workforce and investing in scalability and adoption.The 2024 cohorts highlight how this approach continues to be essential to Lighthouses

79、success.Chapter 2 explores this in more detail.EXAMPLEEXAMPLEThe Coca-Cola CompanyMidea,Foxconn Industrial Internet and FerrovialGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation10Trends in technology:AI hype and Lighthouse adoption1.3Much of the discuss

80、ion around AI is still focused on potential rather than proven applications.Many lament how AI is falling short,even hindering workers productivity.A report in July 2024 found that despite 96%of C-suite executives expecting AI to boost efficiency,77%of employees reported it adding to their workload.

81、14 In production settings,AIs lack of real-world impact15 has stalled deployment relative to the global average,with a recent survey revealing a 35 percentage point(p.p.)drop year-over-year in leaders planning to increase AI spend(down from 93%in 2023).16 Some organizations are finding it difficult

82、to make the business case for investment,especially in some countries where the requisite talent is expensive.For example,in the US,hiring just three key roles for AI development can cost nearly a half million dollars.17This is not unusual.Just five years ago,there was similar hype around IIoT and i

83、ts promise of real-time connectivity.Today,mindful of the costs of connection,sites deploy IoT selectively in domains offering the highest returns such as predictive maintenance,inventory management and asset tracking.AI breakthroughs are following a similar trend.As with IIoT,Lighthouses remain ahe

84、ad of the curve:77%of their top five use cases feature analytical AI,up from an average 62%in 2023 and 9%now feature generative AI(GenAI).18 Figure 5 shows the growth in AI-enabled use cases among Lighthouses top five presented during site evaluations and a breakdown of AI applications by domain for

85、 the 2024 cohorts.On average,these use cases have driven an improvement of more than 50%in conversion costs,cycle times and defect rates19 for Lighthouses.20From digital twins21 to LLMs,each technology innovation is as new to Lighthouses as it is to everyone else.It is easy to forget that commercial

86、-grade LLMs first became available only a few years ago.What has stayed consistent for Lighthouses is their mindset:value-backed approaches,rooted in real business needs.The following chapters will delve deeper into the mindsets that distinguish Lighthouses from the rest and provide practical exampl

87、es of how they have cut through the hype in both their production sites and value chains.On average,AI-enabled use cases have driven an improvement of more than 50%in conversion costs,cycle times and defect rates for Lighthouses.Analytical and GenAI use case composition1 by Lighthouse cohortFIGURE 5

88、16222030303240424455697679910Cohort 123456789101111213294Asset management271Resource management234Quality127Workforce enablement181Product development171Integrated planning&procurement141Material handling,fulfilment&logistics2 3Supplier&customerconnectivitySep 18Jan 19Jul 19Jan 20Sep 20Mar 21Sep 21M

89、ar 22Oct 22Jan 23Dec 23Oct 24Jan 25%of top five use cases presented for Lighthouse designation 2024 cohorts applied AI across the value chain,#of use cases by domain+19 p.p.Analytical AIGenAI1.Out of top five use cases for each LighthouseSource:Global Lighthouse Network.Global Lighthouse Network:The

90、 Mindset Shifts Driving Impact and Scale in Digital Transformation11The mindset for making digital transformation stickCompeting in a dynamic technology landscape demands a mindset and investment approach focused on enabling the people on the frontline of transformational change.Lighthouses resist t

91、he temptation to invest in every new technology trend,instead investing roughly four times as much on the process and people enablers as they do on new technology.That means for every$2 spent on tech innovation,Lighthouses spend$3 on process debt reduction and$5 on scale and adoption.By contrast,mos

92、t players in the production space spend closer to one or two times their tech investment on these same enablers.Lighthouses are embracing four approaches to implementing and sustaining impact at scale(see Figure 6):Preventing process debt.Investing in people,process and technology capabilities.Asset

93、izing for scale,meaning the deployment of structures and tools to scale solutions quickly Taking a localized approach to solution adoption by the local frontline talent.This chapter will explore each of these approaches and what they mean in practical terms,presenting real examples from the 2024 Lig

94、hthouse cohorts.For every$2 spent on tech innovation,Lighthouses spend$3 on process debt reduction and$5 on scaling-up and adoption.Lighthouse approaches to implement and sustain impact at scaleFIGURE 6Source:Global Lighthouse Network.How do I give the frontline tools to drive digital change?Designi

95、ng human-centric processes Investing in the frontline Building adoption programmes to make digital stickWhat process changes and solutions do I deploy site-wide?Understanding process debt Optimizing information flows Designing data flows to enable people and materialWhat do I need to scale-up soluti

96、ons network-wide?Deploying composable assets(modular,reusable components for scalability)Empowering the workforce with low/no-code toolsWho do I need to bring digital to the frontier?Selecting the right development approach Being digitally driven,but not just by technologistsWhat differentiates enab

97、ling use cases vs.sustainable investment for Lighthouses is an in-house technology roadmap with clearly defined priorities.This often enables sites to develop technical capabilities simultaneously across centres of excellence(CoE)to support large-scale deployment.AdoptionProcess debtCapabilities for

98、Scaling-upinnovationPreventing process debtLocalizing adoption with the frontlineAssetizing for scaleInvesting in your capabilitiesIn-house technology roadmap2Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation12Preventing process debt2.1Understanding proc

99、ess debt All Chief Information Officers(CIOs)know of technical debt,which accumulates when many disjointed solutions are deployed over time,compounding the costs to ultimately fix and integrate them.Eventually a“tax”must be paid to improve system-wide performance a costly barrier to scaling-up endea

100、vours.22 In todays tech-enabled world,all Chief Operating Officers(COOs)should think similarly about their process debt.The value-add of a new technology is rarely in the technology itself,but in the process improvements it enables.Counsel on how to introduce new technology comes in adages such as:“

101、Dont automate a bad process”,or“Dont optimize that which shouldnt exist”.The more new technologies are deployed at a production line without corresponding process changes,the more process debt is accrued and the more investment may be needed in process changes,SOP updates23 and training to capture t

102、he full potential value of already-deployed technologies.Process debt therefore refers to the“tax”a company pays as it redresses accumulated waste and suboptimal practices of any operation paid in the form of inefficiencies that eat into the value-adding potential of new technologies.24Optimizing in

103、formation flows across people,material and dataSources of variability and waste naturally accumulate across systems,raising the total cost of ownership(TCO).25 Lighthouses invest to fully understand flows of information across people,material and data before redesigning them going directly to the fr

104、ontline to learn all the human elements of a process,conducting process mining exercises to map true material flows and tracing data pipelines to ensure accuracy and scalability of digital solutions.Haitian in China mapped out its craftsmen-led production processes to identify that their AI-enabled

105、smart“nose”solution,a machine learning-based olfactory analysis platform leveraging aroma sensor data,left gaps in communicating results to necessary team members.To address the process debt,they invested in features to auto-alert the right people to act on non-compliant batches of soy sauce.To supp

106、lement this,given that bad batches could be delivered to the lab on automated guided vehicles(AGVs)and that failure inspection results were now digitalized,their QC engineers and responsible operators could spend more time on the production shopfloor.This solution improved inspection capacity by ove

107、r 4x.26Lighthouses such as Haitian leverage data to streamline interactions between people and material flows.They do this by not only integrating tools that present trustworthy information and recommendations,but also by redesigning the processes around those tools to capture total value.EXAMPLEHai

108、tianGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation13Lighthouse design solutions to optimize interactions between people,data and materials 1.Smart andon:a digital system that uses real-time data and alerts to signal and manage operational issues.2.OEE

109、:Overall equipment effectiveness an indicator used to measure the efficiency and effectiveness of equipment.It is calculated by multiplying three factors:availability,performance and quality.3.Tenure:refers to the length of time that an individual has been employed or has held a specific position or

110、 role.Source:Global Lighthouse Network.FIGURE 7:MiscommunicationInefficient meetingsTask/skill mismatchIntegration issuesProduction bottlenecksData transfer errorsSynchronization delaysInefficient set-up or adjustmentsHuman errorMachine downtimeHuman-to-humanShift manager does not need to spend time

111、 catching up with other teams,solving problems right awayHisensehitachiQingdao,ChinaGenAI-enabled digital assistant for shift handover reports to quickly address production issuesAstraZenecaWuxi,China IoT-based“smart andon”1 integrated with skill matrixes for automated task reallocation Line lead sp

112、ends less time on live production issues and more on planning for future staffing needs+16%Improvementin OEE2+31%Improvementin OEEData is no longer siloed within sites and instead can be integrated across all for root cause analysisHaierQingdao,ChinaFederated knowledge graph for analysing data sprea

113、d across global fragmented systems and laboratories to rapidly diagnose defectsZhengzhou Coal Mining Zhengzhou,China Genetic algorithm to synchronize workstation status with AGV tasks and routes for optimized internal logisticsAGVs spend less time idling and more time out on the floor completing tas

114、ks-75%diagnostic cycle time-61%Manufacturing lead timeUnileverTinsukia,India Unsupervised machine learning for workforce line allocation based on experience,skill,group compatibility,demographics and other parameters(e.g.tenure,3 technical skills)Shift manager no longer allocates manpower at start o

115、f shift instead,confirms and undertakes data-driven and targeted skill gap coaching-64%human-led OEE loss1.1.3.2.Machine-to-machine3.Human-to-machine2.Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation14Designing data flows to enable people and materialBa

116、sed on information from Lighthouse applications,the volume of ingested and stored data increases by two to three orders of magnitude during digital transformation.27 Keeping it organized and streamlined is not easy especially as an increasing number of tech vendors create exponential new nodes in th

117、e factory data value stream.The efficient integration and management of technology is now essential.Designing tech-heavy processes to be integration-light was a guiding principle for Continental in the Czech Republic and Agilent in Malaysia.The volume of ingested and stored data increases by two to

118、three orders of magnitude during digital transformation.To enable customization of material logistics,Continental,a producer of electronic parts for the automotive sector,collaborated with a start-up on a unified fleet management platform for their autonomous mobile robots(AMRs).Integrated across fi

119、ve suppliers,the platform acts as a central hub,where each new supplier module can be independently managed,enabling route optimization and planning in mixed zones(where human-operated vehicles may come across AMRs)and seamless system-wide upgrades,such as a collision avoidance system across multipl

120、e vehicle types(see Figure 8).28Agilent in Malaysia took a similar approach to Continental in another domain.To scale-up production of parts at high risk for supply disruption,the site developed a low-cost and open-source 3D printing platform that integrates with IIoT sensors and an AI vision system

121、 for real-time quality control.The printer-agnostic platform integrates with ERP to automate printer job setups based on the production schedule,which is essential for frequent new product introductions(NPI).This platform,known as the additive manufacturing production system(AMPS),has turned the sit

122、e into a centre of excellence(CoE),29 achieving an 83%reduction in cost of 3D printed parts and 75%reduction in manufacturing lead time.30These approaches not only redesigned processes to solve the needs of today,but designed data platforms capable of handling the technologies of tomorrow be it new

123、types of AMRs or new and unknown product and part requirements with flows optimized for frequent upgrades and integrations,making growth less costly and difficult.Lighthouses do not deploy advanced digital tools in a system burdened with waste just as it would not make sense to deploy AGVs to manoeu

124、vre in suboptimal line layouts Instead,they ensure the digital tools they deploy leverage data that mirrors the physical systems it is collected from.EXAMPLEEXAMPLEContinentalAgilentGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation15Continental reimagine

125、d processes for a future-forward tech ecosystemSource:Global Lighthouse Network.FIGURE 823541Illustration of deployed use cases and impactSolutionDescriptionImpact1Virtual commissioning powered by digital twinGenerates 3D models of all software in a future production line-75%Equipment commissionning

126、 time2Layout optimization with digital simulationsSimulations to experiment and identify optimal process flows+16%Return on invested capital3“Lights-out”warehouse with intelligent sorting AI-enabled continuous and autonomous inventory sorting-37%Warehouse space4New product failure prediction with pr

127、oduction dataReal-time process root cause analysis for new product R&D-49%Scrap cost5Brand-agnostic AMR control platformCentralized hub to manage and optimize AMR fleet+67%AMR productivityGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation16Investing in yo

128、ur capabilitiesSelecting the right development approachAI tools are becoming more commodified.Start-ups are building foundation models that can serve the industrial space;meanwhile,cloud providers are offering increasingly robust AI/ML ops31 developer toolkits.This has enabled Lighthouses to choose

129、to go in-house for development 37%more often than they did in 2019-2020 primarily in roles related to AI architecture,design and integration(see Figure 9).32 As a result,while third parties continue to provide services,Lighthouses increasingly opt to own more of their information value chain and out

130、source only specific elements of tech stack and solution development.2.2 Lighthouses increasingly opt to own more of their information value chain and outsource only specific elements of tech stack and solution development.Lighthouses are shifting solution development in-houseFIGURE 9Implementation

131、approach by cohort,%of total1 38%31%In-houseThird-partyCombination19%48%19%21%50%14%27%52%10%30%Cohorts 1-3(2018-19)Cohorts 4-6(2020-21)Cohorts 8-10(2022-23)Cohorts 11-13(2023-24)+37%-68%+58%Select in-house capabilities have enabled Lighthouses to deliver more tailored solutions to local sites Midea

132、 in China,for instance,built their own flexible and scalable platforms for product lifecycle management(PLM)R&D,IoT and cloud computing.This platform has enabled agile development and continuous delivery,with 20+major upgrades per year.331.Excludes licensed,acquired and academia approaches(Waves 1-3

133、:12%,Waves 4-6:12%,Waves 8-10:9%,Waves 11-13:8%)Source:Global Lighthouse Network.EXAMPLEMideaGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation17For many other use cases,Lighthouses take strategic“combination”approaches to deployment,prioritizing opportun

134、ities that augment local capabilities through extended thinking partnerships.These involve deep collaboration between in-house teams and external partners,with clear agreements that delineate IP ownership of joint development.Integrated teams embed external expertise to facilitate a transfer of know

135、ledge and skills.Hisensehitachi in China is a great example of this,treating their partnerships as a strategic investment that builds on in-house expertise and adjusting team composition according to the solution(see Figure 10).Hisensehitachi two approaches to solution developmentFIGURE 10Source:Glo

136、bal Lighthouse Network.Illustration of deployed use cases and impactApproach and whySelected solutionsAverage team compositionin build phaseDirect and supporting rolesImpactVendor partnershipsSupplement capabilities to build knowledge or IP through external collaborationHigh-precision flexible autom

137、ation withcomputer visionMachine vision and force-feedback guided positioning,replacing traditional fixtures in welding Engineers from nine disciplines Project&management leaders Automation suppliers Universities for joint R&D Engineers from three disciplines Data analysts Operations technicians Sof

138、tware vendorsSkill development with gamified training&mixed reality simulationsGamified training experience with mixed reality and simulation modelling for realistic feedbackIn-house developedCapitalize on in-house expertise and supplement with providers as needed232828833-22%assemblycycle time-67%c

139、hangeovertime-47%trainingcycle+23%labourproductivityTechnical rolesExternal partnersOperational roles12Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation18FIGURE 11Lighthouses build holistic transformation teams12Transformation leaders 4Data scientists 5D

140、ata engineers 3Automation specialists 3Cybersecurity 2Product managers 3Business translators 2Business owners 2Agile coaches 113Digital transformation roles added by domain1#FTEs added per 1,000BusinessTechnical1.Original question from GLN Research Survey(July 2024):“What are the roles that you have

141、 added over the past 2-3 years to enable digital transformation across your lighthouse site(s)and corporate teams?”Source:Global Lighthouse Network.Digitally driven,but not just by technologistsLighthouses are dispelling the notion that technology alone drives digital transformation.Instead,they mak

142、e digital transformation everyones job embedding the technology and people capabilities needed to deliver reimagined processes.On average,this translates into 25 new transformation roles hired per 1,000 factory FTE,of which nearly half are business and operations roles(see Figure 11).34 In early dev

143、elopment,they typically establish centres of excellence(CoE)35 to design and deploy practical,innovative solutions across the network.Some focus on technologies such as manufacturing execution systems(MES)or“digital twins”,while others focus on processes like“prototyping”or“batch release”.36 These C

144、oEs often partner with enterprise teams and third-party providers to fill capability gaps,but over time they render themselves obsolete by upskilling frontline site operations and technology leaders,who take on the responsibility of deploying and scaling-up these new technologies in localized contex

145、ts.Siemens has long fostered a CoE-led approach in the context of its digitalization programme“Lean Digital Factory”(LDF).Their experts gather around core digitalization technologies and build up capabilities through pilot projects carried out in dedicated sites.As the insight around a specific tool

146、 matures within the CoE,knowledge is shared within the LDF network and the mandate to scale the technology is shifted to the plants.The role of the local expert then concentrates on managing the development backlog and supporting a potential external distribution.37At Siemens and elsewhere,site lead

147、ers are taking back the responsibility of identifying and integrating advanced technology solutions.As this happens,a new focus has emerged on ensuring these frontline roles are upskilled to match the implications of future technology on their processes and advanced capabilities are democratized(e.g

148、.via low/no code)to enable employees without coding knowledge to become“citizen developers”who create,modify and optimize applications.EXAMPLESiemensGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation19Assetizing for scale2.3Assetization is a systematized

149、approach to developing,managing and deploying reusable assets for scalable digital transformations across an organization.38Those piloting new use cases without playbooks had to learn by trial and error.But today,many applications have matured.Nearly every new Lighthouse in 2024 has a solution for p

150、roduction scheduling,predictive maintenance or facilities management in their top five solutions presented in site evaluations.The breakthrough from Lighthouses is the speed and scale of deployment for these solutions;the innovation is“assetization”a practice long utilized by the software industry.A

151、ssetization in production settings consists of composable and universally accessible standard manuals,procedures and tools that enable frontline workers to harness the power of digital solutions without specialized knowledge.Deploying composable assetsComposability is a design principle that emphasi

152、zes the ability to assemble and reassemble components,allowing for more agile systems.By focusing on composability,Lighthouses develop flexible and scalable infrastructure that adapts to changing business needs,enabling faster innovation,reduced time to market and incremental improvements rather tha

153、n large,disruptive rollouts.Nearly every new Lighthouse in 2024 has a solution for production scheduling,predictive maintenance or facilities management in their top five solutions presented in site evaluations.Siemens established their own way of composability,driven by the urge to use the software

154、 distributed by their software branch in their own factories.Complementary applications are also developed mostly on this basis.Business case optimization demands that those applications are developed in co-creation with software providers and marketed for external customers too.This leads to increa

155、sed re-useable technology assets that enable local innovation.39Lighthouses see every operation as unique,requiring assets and tools that offer both the flexibility needed to adjust in local contexts and the sturdiness to scale-up with the same underlying foundations over time40 a fine line to tread

156、.They do this by designing assets with composable elements,such as cloud-based and containerized microservices,application programming interfaces(APIs)and data models capable of communicating across diverse systems and processes(see Figure 12).Lighthouses balance standardization and flexibility in t

157、heir composable assetsFIGURE 12FlexibilityStructure and standardsStructure projects as small,self-contained units that can be developed,tested and deployed independently,allowing for quicker iterations Deploy modular APIs to quickly adapt and serve new channels Decouple architecture for independent

158、testing and deployment Use microservices smaller and self-contained applications,each serving a specific capabilityDesign systems with interchangeable components that can be easily reconfigured or replaced,enhancing the reuse of existing modules Adopt a“best of breed”approach for modular architectur

159、es that can span a variety of applications,suites and clouds Ensure easy integration and process changes,allowing for rapid adoption and scaleBuild cloud-native infrastructure and reliable data management to enable ongoing in-house development and innovation Leverage cloud-native infrastructure,infr

160、astructure as code and automation for flexible architecture Establish a reliable data management strategy Support independent development for ongoing in-house capability buildingLead development orchestration and best practice sharing for centralized control and oversight,ensuring rapid response to

161、emerging needs Utilize deployment approaches such as agile and DevOps Provide guidance on leading practices for API integration for cohesive data pipelines Use journey services to orchestrate between different domain servicesBreak down into small packagesContinuously build in system autonomyCentrali

162、ze and standardize developmentDesign systems for modularitySources:Gartner,41 Global Lighthouse Network.EXAMPLESiemensGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation20Empowering the workforce with low/no-code toolsFor the latest Lighthouses,low-code an

163、d no-code platforms have become ubiquitous:76%of the 2024 cohort has deployed some version of the technology.42 Even as models get more sophisticated,pain points continue to be hyper-local.Individual machines often require unique optimizations only understood by on-site operators or technicians.Low/

164、no code platforms enable the frontline to make direct adjustments,leveraging their intimate knowledge of equipment and processes.Tools such as these also empower the non-developer community,ensuring scalability across the network.Especially as technologies become more sophisticated,Lighthouses under

165、stand a solution is only truly composable if it is easy to do the composing.RocheRoche in Switzerland created a no-code innovation hub to empower operators to build and deploy their own applications.Built by a citizen development community of 80+app builders,the hub supports an industrialization and

166、 assetization strategy focused on standard operating models with risk-based and modular validation approaches,such as pre-validation templates.This was critical for Roche to maximize time to value for digital solutions in the regulated life sciences and pharmaceuticals industries and today the hub h

167、osts 100+user-developed applications.Localizing adoption with the frontline2.4Adoption remains the elusive factor in digital transformation.Lighthouses have realized that sustaining impact from transformation requires a human-centric approach to design,deployment and change management rather than a

168、one-size-fits-all mentality.They design systems and interfaces that augment human strengths,where technology supports peoples abilities rather than supplanting them.They invest in their workforces and work environments to foster environments where more improvement ideas come from the frontline than

169、from management.They involve operators holistically in the design and development of new solutions.Designing human-centric processesLighthouses are transforming the look and feel of frontline work through human-centric process redesign,redesigning the task balance of the workforce to look more like

170、technicians and reasoners,while automating-out tougher,non-value-added or more dangerous work.They design-out hazards and other barriers,such as specialized licences or physical limitations,for more inclusive work environments.Lighthouses design systems and interfaces that augment human strengths,wh

171、ere technology supports peoples abilities rather than supplanting them.Operators at Foxconn Industrial Internet in Vietnam used to reset automation equipment when errors would occur,lacking any root-cause evidence or suggested solutions.To address this,the site built an LLM-enabled machine failure h

172、andling system that visualizes potential root causes in a dashboard with references to machine handbooks,reducing unplanned downtime by 90%.Sanmen Nuclear in China deployed radiation-resistant magnetic wall-climbing robots with image analytics algorithms for inspection,eliminating the need for opera

173、tors to conduct tasks thatcould expose them to radiation.43 EXAMPLEEXAMPLEFoxconn Industrial Internet and Sanmen NuclearGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation21Similarly,because frontline operators serve as the touchpoint to production,they mu

174、st be armed with user-friendly decision-making and troubleshooting tools.Lighthouses know that what matters most is not the model or the algorithm,but rather how effectively the intended user will interact with it.That means designing intuitive interfaces that people will engage with in their daily

175、tasks and flows where operators play an active role in problem-solving and issue resolution.Investing in the workforceSince 2020,Lighthouses have dedicated an average 10%of their use case portfolio to workforce priorities,including worker experience,skill development,safety,skill augmentation and wo

176、rk augmentation.44 These Lighthouses have achieved an average 10-20%reduction in non-value-added tasks and 25-30%improvement in labour productivity.45What is interesting about Lighthouses is their holistic approach with more than 75%of them deploying solutions that span all dimensions of the frontli

177、ne experience(see Figure 13).Lighthouses know that what matters most is not the model or the algorithm,but rather how effectively the intended user will interact with it.Frontline use cases at LighthousesFIGURE 131.Examples from original publication of Global Lighthouse Network Research Survey,publi

178、shed July 2024Source:Global Lighthouse NetworkIn one skill development use case example,CEAT in India improved overall equipment effectiveness(OEE)by 16p.p.,addressing losses due to minor stoppages by connecting their performance management system with operator training curricula.They leverage actua

179、l performance data to generate personalized learning programmes in virtual reality(VR)for faster,targeted reskilling.They see this training as a two-way street,collecting feedback from operators on why processes may be difficult to execute,including ideas for improvement.46In a safety example,Sanmen

180、 Nuclear Power combined digital twin with physical and digital simulation technologies to imitate emergency response scenarios.The solution has accelerated the training process,which traditionally took at least five years to qualify a reactor operator and has reduced incidents due to human error by

181、88%.47#of applications by domain of impactIllustrative example1Worker experience 93Skill development 87Safety 73Skill augmentation 70Work augmentation 56Remote connection toolsPhysical enablement toolsMixed reality(AR,VR,MR)Digital information platformsInclusivity&well-being toolsPerformance&safety

182、managementA renewable energy company implemented a digital engagement platform that encourages employees to share thoughts and challenges and leverages AI-generated insightsA mining organization implemented a technical training centre which has decreased time to train qualified manpower for new posi

183、tions and made the workforce more versatileA global industrial manufacturing organization implemented technology-enabled ergonomics assessments which reduced workplace musculoskeletal injuries and time for case evaluation by 83%An international CPG organization developed wearables to support trainin

184、g and upskilling,which has improved OEE by 53%,reduced non-value-added tasks by 56%and reduced scrap by 26%at one siteAn automotive manufacturer implemented AR/VR to remote-connect experts to shop floor paint technicians,with training programmes customized for individual areas of improvement that he

185、lped reduce defects per unit and improve OEEEXAMPLECEAT and Sanmen NuclearGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation22Building adoption programmes to make digital stickSolutions arent just for the workforce,they are with the workforce.The most adv

186、anced sites source more ideas for continuous improvement from their frontline than across the rest of the company but only when they intentionally invest in the upskilling and engagement of operators,who can make or break the speed of transformation.Since every workforce is different,Lighthouses do

187、not take a one-size-fits-all approach to adoption.Instead,they give sites just enough structure to ensure local requirements are met and resources are sufficiently allocated to drive sustainable change but maintain flexibility and autonomy to personalize and customize at the site level.Localized ado

188、ption programmes typically involve a few elements.At Coca-Cola,in Singapore,adoption focused on driving employees continued engagement and commitment to the transformation effort.The site engaged with the workforce through monthly“show&tells”with equipment vendors and other third parties,21“Sway”dig

189、ital newsletters that provided plant-wide transformation updates and success stories and hands-on experiences with AGVs,co-bots and virtual and augmented reality through their on-site innovation lab.The site also sends top talent to participate in the internal short-term assignments(STAR),where shop

190、floor associates join the transformation team for three months to be part of a specific digital project,collaborating in the design,development and execution of a solution.They eventually become ambassadors upon returning to operations.48Cultivating change agents is critical as they function as cond

191、uits between frontline and management in both directions.From leadership to the frontline,they deliver key messages,addressing questions and supporting the education of frontline peers.Conversely,they relay frontline ideas,feedback and sentiment to transformation leadership shaping the transformatio

192、n approach to fit local contexts.For Lighthouses,these change agents participate in and support technology demos,deliver incentives and awards,lead ideation sessions or speak in town halls.They are the glue that makes change stick.Closely tied to user adoption is model adoption.It is not enough for

193、solutions to work once they must demonstrate ongoing value to operators,otherwise they will be discarded and become more waste.Cultivating change agents is critical as they function as conduits between frontline and management.To help younger operators manage a growing portfolio of automation equipm

194、ent,Schneider Electric in China introduced Gen-AI enabled augmented reality(AR)glasses to seamlessly collect operator feedback.By inputting extensive equipment data and manuals into the model and continuously improving it with maintenance technician-chosen actions,the AR glasses display potential ca

195、uses and corresponding solutions for fault codes,reducing time for new technicians to master equipment from 18 to nine months.The key was the ability for operators to interact with model recommendations to improve model accuracy and transfer years of knowledge from experienced operators into the und

196、erlying model.49EXAMPLEEXAMPLEThe Coca-Cola CompanySchneider ElectricGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation23Beyond productivity:applying AI across value chains for agility and sustainabilityLighthouses are driving transformational change acro

197、ss entire value chains,yielding benefits for both people and the environment.As the movement of goods has become more globalized,supply chains increasingly face myriad challenges,from catastrophic natural disasters and geopolitical tensions to market instability causing resources shortages and infla

198、tion.In response,Lighthouses are optimizing their supply chains for greater visibility to anticipate and manage disruption.They are taking a holistic lifecycle look at risk,with targeted solutions to drive resilience in product design,demand planning and logistics.Moreover,as industries are moving f

199、rom a mass production model to one where customization is the norm,driven by diversity of customer preferences,Lighthouses are focusing on agility to gain a competitive edge.Sites adopting engineer-to-order(ETO)or configure-to-order(CTO)models must manage higher levels of complexity to provide custo

200、mers with flexibility while delivering design and production at speed and scale.Lighthouses extend a risk view to sustainability and are actively reducing their environmental footprint within sites and value chains.Advances in big data analytics,cloud computing and IoT have inspired new ways of orga

201、nizing the means of production such as using heat waste as energy inputs and are driving step-change improvements in resource efficiency.With supply chain emissions six times greater than scope 1 and 2 emissions,50 Lighthouses are looking beyond technology to promote circular models and reduce scope

202、 3 emissions,collaborating both upstream with suppliers and downstream with customers to create closed-loop ecosystems.As industries are moving from a mass production model to one where customization is the norm,driven by diversity of customer preferences,Lighthouses are focusing on agility to gain

203、a competitive edge.3Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation24Distribution of Lighthouse solutions across the value chain1FIGURE 14AIAI-Low volumeCPGLogisticsPMPProcess industriesImpactMaterial handling,fulfilment&logistics#of solutionsSolution

204、domainExampleAutomated material picking and transportDynamic shipment schedulingMaterial flow routingAsset managementAutomated parameter deployment for rapid changeoverTask sequencingPredictive maintenanceResource managementE2E manufacturing control towerLights-out productionFacility energy use redu

205、ctionIntegrated planning&procurementSupply chain control towerForecasted customer purchase orderCustomer sale trackingProduct developmentAutomated process verification and validationSimulated iterative designField performance miningQualityAutomated optical inspection Root cause identification and co

206、rrective actionrecommendationProcess verificationCustomer&supplier connectivityNatural language processing-enabled customer preferencesAutomated aftersales root cause problem-solvingCustomer sales and feedback portalWorkforce enablementReal-time plant data synchronization and visualizationDevices an

207、d dashboards for performance managementXR2-enabled training 13643824262422618422117428161632114411512852611333421111175221111011292217112262113212211113111231412133121129232120201717131Emirates Global Aluminum Al Taweelah,UAEAlgorithmic optimizer for marine assets configuration and schedule for inbo

208、und and outbound shipmentsAgilentPenang,MalaysiaAdditive Manufacturing Production System(AMPS)SANY Renewable Shaoshan,ChinaE2E digital control tower to synchronize the delivery plan of wind turbine blades&send early warningsUnilever Tinsukia,IndiaDemand forecasting with ensemble machine learning mod

209、els for“instant”delivery e-commerceSchneider Electric Shanghai,ChinaMachine-learning electrical durability test and prototyping to meet customer timelinesEmirates Global Aluminum Al Taweelah,UAEDeep learning video supervisor to monitor SOP compliance and send real-time alert to operatorHaierQingdao,

210、ChinaIoT&neural networks to collect real-time operating parameters and predict issues of products in the fieldAgilentPenang,MalaysiaZero-code workflow manager enabling operators without programming skill to configure digital kanban3-47%Transshipment costs-83%3D printed mfg lead time-34%Delivery lead

211、 time-92%Frozen period(days)-40%Verification cycles45p.p.Compliance to SOPs-28%Field failure rate+42%Labour productivity1.Excludes Factory and Sustainability solutions.2.XR:eXtended Reality includes all technologies that enhance or replace real-world experiences,such as augmented reality(AR),virtual

212、 reality(VR)and mixed reality(MR).3.Kanban is visual workflow management method that uses cards and boards to optimize and track work processes.Source:Global Lighthouse Network.Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation25Intelligent product introd

213、uction tools to accelerate product development cycles3.1With an increasing focus on customized products and shorter times between introductions,speed to market is a crucial metric for many Lighthouses.They have achieved step-change improvements in the design-verify-prototype-test cycle.More recently

214、,they have been deploying advanced solutions against each step including recommendation engines for material or process parameters,advanced simulation models for product performance and customer market and data intelligence capabilities to forecast demand.What differentiates todays Lighthouses is th

215、eir ability to integrate solutions across the product development lifecycle.The core capability,therefore,is not any one of the solutions,but rather the product lifecycle data platforms that integrate and make accessible customer,supplier,product and process data for simulation and forecasting of ne

216、w products.Midea in China exemplifies this mindset.Their product lifecycle management platform has enabled digital tools at each step in the product development process,enabling a full design-verify-prototype-produce cycle to be completed digitally before bidding on new products or investing in any

217、assets.This has the dual effect of improving response times to new orders enabling more opportunities to bid,with higher“first time right”designs and higher fidelity cost estimations improving competitiveness by reducing the cost buffers previously baked into bids(see Figure 15).51Midea drives rapid

218、 product development by creating full design feedback loops FIGURE 15DesignVerify-45%Product design lead time-10p.p.Steel plate loss rate-71%Defect rate-81%Configuration lead timeMakePrototype&testOne-click intelligent configuration and quotationMulti-physics simulation based on configuration data p

219、latform to model configurations for customized customer orders and one-click quotation optimized for costIntelligent design for manufacturability platformExtracts design parameters from historical visual design drawings and identifies ones for rapid re-use,then uses adaptive algorithms to generate o

220、ptimal pipe routing designsCore capabilitiesMideas core capability is their in-house developed product lifecycle platform(PLM),which enables them to leverage simulation throughout each step in the design cycleAuto-generate electronic SOPs(standard operating procedures)for custom designs3D simulation

221、 generates electronic SOPs aligned to custom designs process and quality requirements,with animations and AI error-proofing used to guide operators through assembly steps in AR glassesIntelligent steel plate nesting solutions systemSupercomputing-enabled system sorts,rotates and arranges for-nesting

222、 parts based on drawings,generating the optimal material specs with highest steel utilization,and auto-dispatches purchase orders to best-fit suppliersSource:Global Lighthouse Network.EXAMPLEMideaGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation26Platfor

223、ms for rapid customization To meet demand for air conditioners with climate-specific customizations,Haier in China deployed a product performance prediction model that simulates a designs capacity based on customer specifications.The company then uses a machine learning algorithm to maximize it,redu

224、cing design cycle time by 49%and prototype verification cost by 77%per model.52 Simulating cost performance to reduce design risk and improve bid competition Midea in China did this is with a“one-click”product configuration tool that identifies the most cost-effective configuration out of millions o

225、f permutations.The site also developed a digital platform that auto-validates the manufacturability of designs with finite simulation algorithms that generate a comprehensive report,reducing design-for-manufacturing-assembly meetings from one day to 10 minutes.This tool relies on embedded design and

226、 feature recognition algorithms to relate new simulated designs to historically documented ones,all integrated into Mideas in-house developed PLM platform that makes the full ecosystem of value chain data accessible,accelerating speed to market and cost competitiveness without sacrificing quality.53

227、Driving supply chain agility through intelligent resilience hubs 3.2The COVID-19 pandemic inspired many to rethink their supply chains,realizing just how ill-prepared their organizations were to absorb costs from record-breaking disruption.54 However,Lighthouses tell a different story:85%of them exp

228、erienced revenue dips of less than 10%even at the height of the pandemic while only 14%of other manufacturers could say the same.55 Since 2020,Lighthouses have implemented an average of five resilience-focused use cases,prioritizing supplier and customer connectivity and integrated planning.56More r

229、ecently,Lighthouses are maturing solutions to manage the complexity of their fragmented and growing operating bases,especially when such value chains are exposed to market volatility.Solutions such as machine-learning“ensemble”models for demand forecasting and GenAI for commodity pricing and procure

230、ment stability are often orchestrated by resilience hubs that centralize risk management.They improve transparency across each node from suppliers to end customers and drive integrated decision-making for operational continuity and supply chain performance through disruption.EXAMPLEEXAMPLEHaierMidea

231、Sites face growing demands for rapid product customization and must deliver stringent requirements,complex configurations and smaller batch operations.To address this,companies such as Midea and Haier have invested in the central capabilities and digital tools that re-assign responsibility for produ

232、ct introduction tasks and decisions back to sites,improving agility and responsiveness to emerging opportunities.When data platforms are integrated across the end-to-end lifecycle of a product,valuable information can be fed back into early design stages to ensure optimal cost performance.Integrated

233、 advanced digital tools,such as automated product configuration and manufacturability validation platforms,utilize algorithms and historical data within a PLM system to streamline customization,reduce validation time and bid confidently on complex design requests.Since 2020,Lighthouses have implemen

234、ted an average of five resilience-focused use cases,prioritizing supplier and customer connectivity and integrated planning.Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation27Resilience hubs for centralized risk managementHub-and-spoke models centralize

235、core functions and expertise in a“hub”while distributing specific tasks and operations across decentralized units or“spokes.”Lighthouses are increasingly employing these models to streamline risk management and improve responsiveness across their end-to-end value chains.Each of the core function spo

236、kes customers,manufacturing,supply management,logistics,finance etc.play varying roles within the resilience hub.When spokes lack core response capabilities(such as suppliers and customers who may not be monitoring risk themselves),hub-led models make sense.Alternately,spoke-led approaches enable in

237、tegration of risk management with other processes and tailored monitoring of specialized risks most common in logistics,manufacturing,quality and facilities management functions.Spoke by spoke:Lighthouse strategies for centralizationDepending on the unique characteristics of their value chains,Light

238、houses are deploying digital technologies to build resilience and transparency across each node.They are using big data and advanced algorithms to improve prediction accuracy in demand and price forecasting and advanced integrations to manage entire risk ecosystems.Supplier management:Upstream trans

239、parency is often enabled by hub-led supplier platforms for improving inbound quality and operational stability.Quality:Lighthouses utilize a spoke-led approach with suppliers when a decentralized model is needed to leverage localized expertise,allowing suppliers to take ownership of quality while st

240、ill adhering to standards.Logistics and delivery:Especially across great distances,Lighthouses tend to take a hub-led approach that assigns single accountability for regional risk response.Inventory and planning:Lighthouses are leveraging the same integrated data platforms that power product develop

241、ment to power increasingly advanced planning algorithm(s)plural to mitigate the impact of disruption.Purchasing and negotiations:Similar models are being used to predict the future in commodity purchasing.Spoke-ledBest for:Spokes with strong risk management capabilities locally are spoke-led;central

242、ized support and standards by HubHub-ledBest for:Spokes with nascent risk management capabilities but potential for cross-site data integration with HubGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation28Centralized supply chain solutions at Lighthouses C

243、ASE STUDIESBeko in Turkey established a supplier collaboration platform to deploy their smart moulds for plastic injection directly at the supplier side,while feeding the data back to Bekos site.This allowed the company to implement process controls based on lot-specific process parameters from the

244、supplier,while also reducing the cost to the suppliers a win-win collaboration.Emirates Global Aluminium in United Arab Emirates uses an LLM to simulate negotiation positions and enable frontline category managers to achieve higher savings compared to published market rates.Mengniu Dairy in China im

245、proved on-time-in-full(OTIF)from suppliers by implementing an APS-driven supply chain optimizer which integrates data from supplier dairy farms to address demand volatility in raw milk supply.SANY Renewable in China deployed a digital control tower for wind turbine blade delivery,with an early warni

246、ng platform that enables specialized in-field logistics teams to plan for high-risk situations such as hazardous roads and adverse weather and auto-generates work tickets with image-recognition to notify repair teams of detected abnormalities and required repairs.Unilever in India utilizes an“ensemb

247、le”approach to enhance demand prediction despite facing an unpredictable surge in“instant delivery”e-commerce channels,by deploying 10+AI-based machine-learning models based on sales channel,customer and product category data and over 100+demand drivers and business scenarios.Schneider Electric in M

248、exico monitors the risk and safety of billions of dollars worth of transported goods and more than 25,000 employees in the region.It uses AI models to monitor for risks such as stolen cargo or weather hazards and auto-generates analysis reports.Jubilant in India combined three algorithmic models to

249、predict prices of acetic acid by incorporating data from global price indices and chemical production.Agilent in Malaysia built a predictive cost-modelling tool that forecasts material price based on AI-driven news sentiment analysis.Reduced defect rates from 8,000ppm to 120ppm+10p.p.Savings+31p.p.O

250、TIF(on-time-in-full)+14%On time delivery and reduced blade damage incidents by 29%+34p.p.Supplier should-cost accuracyImproved accuracy to 96%Frozen windows reduced from 14 days to one-91%Event response timeSource:Global Lighthouse Network.Global Lighthouse Network:The Mindset Shifts Driving Impact

251、and Scale in Digital Transformation29Moving from linear to circular for value chain sustainability 3.3Why the value chain matters scope 3 emissions for selected industriesFIGURE 170%10%20%30%40%50%60%70%80%90%100%Cement and concreteTransport services and logisticsPaper and pulpMetals and miningOther

252、 materialsChemicalsBiotech,healthcare and pharmaFood and beverage processingApparelConstructionLight manufacturingTransport OEMsElectric and electronic manufacturingPowered machineryScope 1Scope 2Scope 3In an era where industrial activities contribute to 30%of global greenhouse gas(GHG)emissions,the

253、 urgency to bridge the gap between sustainability commitment and action has never been more important.58 Despite 77%of the top industrial emitters pledging to achieve net zero by 2050 or sooner,just 3%have fully outlined the strategies and actions necessary to meet these ambitious goals.59 The top f

254、ew emitting sectors contribute the lions share of total scopes 1 and 2 emissions.For all others,the need to focus on value chains for scope 3 emissions is critical,as these sources often make up the majority of an organizations total carbon footprint.In consumer goods,for instance,up to 90%of emissi

255、ons can be attributed to scope 3 sources,including upstream activities such as raw material extraction and downstream activities such as product use and disposal.60Over the past few years,most Sustainability Lighthouses have focused on scopes 1 and 2 emissions,targeting eco-efficiency through facili

256、ties,asset and process optimizations on site.More recently,reflecting an industry-wide push to reduce scope 3,some Lighthouses are introducing more circular approaches,beginning with on-site circular processes such as closed-loop water and waste systems.From there,they are looking beyond technology,

257、such as through collaborations with suppliers and customers,to start closing loops across the value chain and progress towards net zero goals.Reducing site emissions and resource consumption with controls for local circularity Together,integrated IT/OT architectures,accurate carbon accounting and re

258、al-time process control provide Lighthouses the foundations to close loops on site and reduce scope 1 and 2 emissions.With integrated facilities and production systems capable of nano-second real-time control,they are achieving optimizations from new recycled packaging to facilitating the transfer o

259、f heat and energy,traditionally a leading source of loss.Despite 77%of the top industrial emitters pledging to achieve net zero by 2050 or sooner,just 3%have fully outlined the strategies and actions necessary to meet these ambitious goals.Source:World Economic Forum.57 Global Lighthouse Network:The

260、 Mindset Shifts Driving Impact and Scale in Digital Transformation30Sustainability levers across Lighthouse value chains FIGURE 18Examples of linear and circular solutions from the 2024 Lighthouse cohortSolution domainExamplesLighthouse companiesFacilities optimizationReduce electricity/water consum

261、ption per unit of output,reduce total site gas consumption-71%Scope 1&2 emissionsProcess optimizationProcess re-design for resource efficiency,improve process yield/material recovery,reduce scrap-20%Energy consumptionAsset optimizationRepair or refurbish equipment to reduce leakage,extend useful lif

262、e-58%Scope 3 emissionsRetrofit equipment/fleet,replace with lower carbon alternatives,convert from scope 1 to scope 2-31%Scope 3 emissionsCarbon capture(CCUS1,DAC2)Convert to feedstock,long-term storageEmergingGreen energy procurement(LCFFES3)Switch to low-carbon fuels/renewables,on-prem or supplied

263、 by grid+20%Green enegy utilization rateDesign&specification optimizationSwitch to low-carbon feedstock,use high-performance or lightweight materials,improve recycle allowance,improve disassembly and recyclability,improve durability,re-think value proposition-72%Volume of concreteand steelSustainabl

264、e sourcing&procurementSourcing recyclates to replace virgin input,sustainable secondary packaging solutions,collaborative procurement to amplify demand-21%Plastic consumptionSupplier emissions managementPartner on upstream scope 3 emissions reporting;hold suppliers accountable-39%Scope 3 emissionsPl

265、anning&logistics optimizationImprove forecast accuracy to minimize overproduction,streamline transportation flows-35%Scope 3 emissions (transportation)Re-manufacturing componentsDisassembly and reassembly of defective product component parts-70%Scope 3 emissions(cradle to gate)Closed-loop processesO

266、n-site recycling,re-use of process by-products,scrap,excess heat,or water as inputs-47%Primary material consumptionCircular business modelsProduct-as-a-service/subscription models,incentivize/offer repair of sold products,take-back-scheme/refurbishment of products-38%Raw material consumptionClosed-l

267、oop systems and networksPartnerships with aluminium/steel scrap recyclers,reverse logistics,offtakers for process waste/scrap+50%Input material recycled contentLinearMake Take WasteA combination of solutions is needed to reach net zeroReduce Reuse Recycle RecoverCircularScope 1 Direct emissions from

268、 owned or controlled sourcesScope 2 Indirect emissions from the generation of purchased electricity and other energy sourcesScope 3 All other indirect emissions that occur in a companys value chain1.Carbon capture,utilization and storage 2.Direct air capture 3.Low carbon fuels,feedstock and energy s

269、ources.Source:Global Lighthouse Network.Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation31Lighthouses such as Jubilant in India and Tsingtao Brewery in China continue to push the boundaries of eco-efficiency,with integrated facilities and production sys

270、tems enabling“true”real-time control to reduce waste and maximize the value of resources,such as through the transfer of heat and energy,achieving results such as 20%steam consumption reduction and 100%scope 2 effluent emissions reduction.61 Meanwhile,Schneider Electric in Mexico builds on mature ca

271、pabilities in automation and advanced process control to deploy closed-loop processes on site cutting water consumption in half by optimizing process parameters in a water re-circulation and treatment tank using reverse osmosis.62 Others,such as Unilever in India,layer in simulation capabilities,wit

272、h a digital twin that predicts“first time right”process parameters for sustainable packaging designs and process parameters to optimize recycled packaging use in mass production.63 EXAMPLEJubilant,Tsingtao Brewery,Schneider Electric and UnileverWithin their four walls,Lighthouses are extending well-

273、established monitoring and production control capabilities to close loops on site and reduce environmental impact.However,they still have a long way to go to reach net zero,inviting new types of innovation particularly across value chains.Reducing value chain carbon footprints through transparency a

274、nd collaborationRecent experiences with supply chain disruptions and demands for lifecycle sustainability have motivated leaders to take a hard look at their product portfolios and value chain stewardship.Today,Lighthouses have upgraded toolkits for green product design,especially for scope 3 emissi

275、ons reduction,with advanced models for products lifecycle footprint.To optimize the efficiency of its washing machines,Midea in China integrated AI-enabled carbon lifecycle allocation analysis into its design simulation platforms to simplify product structure and reduce or identify alternative mater

276、ials,achieving a 28%reduction in scope 3 emissions from purchased goods and materials and a 33%reduction in the use of sold products.64With more than 50%of a companys carbon emissions originating from the supply chain,65 new partnerships with suppliers and end-customers are required to establish sta

277、ble and resilient resource loops to increase recycled content.For example,Foxconn Industrial Internet in China has collaborated with its customers and suppliers in the metal alloy value chain on a lifecycle tracking system that ensures lot-level visibility of the scrap produced by its machining supp

278、liers.This data informs the process parameters that Foxconn Industrial Internet uses to maximize use of this scrap content and maintain stable quality a particular challenge with metal alloys.Overall,the site reduced scope 3 emissions by 39%and now replaces over 50%of input material with recycled co

279、ntent.66Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation32Closing the loop for scope 3 emissions reduction at Foxconn Industrial InternetFIGURE 19Illustration of Foxconn Industrial Internets closed loop for metal alloysMining and refining Produces alumi

280、na from bauxite Represents the largest proportion of carbon emissions1Ingots are the baselinefor conversion calculationsMachining(rough)ExtrusionCastingSmeltingMiningElectro-refiningForgingIngotClean&screeningRecyclingChipsScrapsInjectionmouldingMachining(finishing)AnodizingFinal productOnly 4%of al

281、uminium is converted to the final product46%are in the form of metal chipsAluminium formulation Converts alumina to aluminium in desired shapes Utilizes up to 75%recycled input content23Enclosure manufacturing(Foxconn Industrial Internet)Collects and processes scraps and chips through all processes

282、Mitigates quality challenges due to inconsistency of recycled aluminium Tracks product carbon footprint(PCF)on lot-level based recycling and conversion ratioImpact from closing the loopPrimary aluminium16.38 tCO2e/tonRecycled aluminium1.83 tCO2e/tonvs89%Source:Foxconn Industrial Internet.Global Ligh

283、thouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation33ConclusionTo unlock sustainable,inclusive performance through AI and other technologies,millions of fast followers must look to the examples set by Lighthouses to transform their own sites and value chains.The Glob

284、al Lighthouse Network began with a revolutionary vision for the future of production 189 Lighthouses later,there is indisputable proof of what is possible:advanced digital technologies when coupled with a holistic operational mindset focused on people and planet can drive remarkable impacts in produ

285、ctivity,stability and sustainability at scale.Lighthouses have delivered the tools to surpass pilot purgatory and achieve multiples of two or three times return on investment,with transformations happening in as little as 10-20 months.67As Lighthouses continue to innovate,the next imperative for the

286、 Fourth Industrial Revolution is to empower the fast followers:those millions of production sites that must quickly,efficiently and effectively catch up with the leaders.These followers are essential to drive more sustainable,inclusive and efficient industry.That remains the central mission of the G

287、LN.This mission is as crucial as ever,because many organizations both big and small are failing to unlock sustainable,inclusive performance through AI and other technologies.Industry at large must advance alongside its leaders.The global transformation of production will require the inspiration and

288、participation of millions of production sites,not just hundreds.And so from revolution comes evolution.The Global Lighthouse Network is excited to elevate fast followers,the next shining beacons in the transformation of industry.Companies in the production ecosystem across the world of every size an

289、d in every sector,industry and geography can look to current Lighthouses and future fast followers for the lessons and inspiration on how to use data and AI to achieve a more inclusive,resilient and sustainable future.With the support of the World Economic Forums platform,advisors and partners,these

290、 companies are well-equipped to navigate the way ahead.Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation34Appendix:Lighthouse change stories,solutions and impactSiteChange storyTop five use casesImpactAstraZenecaSdertlje,SwedenTo boost capacity and accel

291、erate product launches,AstraZeneca Sdertlje implemented 50+4IR solutions,including machine learning and optimization algorithms.These efforts,coupled with the upskilling of 3,000 employees,resulted in a 56%increase in labour productivity and a 67%reduction in development lead times for new productsM

292、achine Learning(ML)demand forecasting engine 23%Inventory levelMathematical optimization for batch scheduling and production planning 26%ProductivityAdvanced process control for new product development and launch 98%Continuous manufacturing cycle timeProcess digital twins for batch manufacturing opt

293、imization 17%Batch manufacturing cycle timeForecasting for the clinical phase of NPI 39%Overproduction rateAstraZenecaWuxi,Peoples Republic of ChinaResponding to domestic price cuts and increased demand volatility,AstraZeneca Wuxi deployed 34 4IR use cases,including AI and algorithms,to enhance manu

294、facturing synchronization and efficiency.The site achieved a 55%increase in output,a 44%reduction in manufacturing lead time,an 80%reduction in non-perfect batches and a 54%improvement in labour productivity.Synchronized factory flow enabled by batch priority optimization 48%Process lead timeIoT ena

295、bled end-to-end touchless material flow and traceability 99%Material dispensing lead-timeDeep learning enabled high-speed computer vision for in-process quality control 99.4%Rework hoursIoT based smart andon improves manpower and equipment utilization 31%Unplanned down timeML-enabled forecast engine

296、&inventory control tower 42%Raw material Inventory daysBekoAnkara,TrkiyeTo meet the rising demand for high-quality dishwashers,Beko Dishwasher Plant underwent a 4IR transformation by integrating 35+in-house solutions with its IoT platform,FLOW.This led to a 46%reduction in time-to-market,a 29.2%drop

297、 in field failure rates,and a 26.1%decrease in conversion costs.Additionally,over 1,000 employees were upskilled in 4IR technologies.ML-powered smart metal sheet forming 12.5%Material costAdvanced cleaning cycle design 50%Time to marketAI-enhanced clinching process 66%Defect rateEnd-to-end autonomou

298、s intra-logistic system 5%Conversion costSupplier collaboration for the advanced plastic injection 98.5%Defect rateFactory LighthousesWave 12Global Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation35SiteChange storyTop five use casesImpactThe Coca-Cola Company

299、Tuas Bay,SingaporeConfronted with rising volume and product portfolio complexity,the site implemented ML-powered demand forecasting,robotics and advanced scheduling algorithms.This led to a 28%throughput increase,a 70%boost in labour productivity,an 80%reduction in shortages,and a 31%improvement in

300、on-time deliveries while cutting scope 2 emissions by 34%.ML demand forecasting and integrated digital tools 47%3-month demand forecast accuracyAdvanced algorithms for production scheduling 28%ThroughputML-powered vision system for complex object pick-and-place 76%Labour productivityAGV simulation t

301、ool for optimized material handling 92%AGV throughputCognitive maintenance AI advisor 21%Maintenance productivityContinental Automotive Brandys nad Labem,Czech RepublicContinental Automotives largest electronics plant in Brandys reimagined its processes to meet demand and shifting consumer preferenc

302、es.By implementing over 30 digital solutions,the plant achieved a 35%efficiency boost,15%better space utilization,and a 10%reduction in field incidents,all while enhancing employee satisfaction and setting new standards in high-tech production for its upcoming“Digital Mega Factory.”Digital twin-powe

303、red virtual commissioning 75%Equipment commissioning timeDigital simulations layout optimization 35%ThroughputLights-out warehouse with intelligent sorting 37%Warehouse spaceFailure simulation on new products with E2E production data 49%Scrap costBrand-agnostic AMR control platform 33%AMR productivi

304、tyRocheBasel,SwitzerlandRoches Basel Drug Substance site,a key player in the companys goal to launch 20 new transformative medicines by 2030,produces a wide range of treatments,including chemically synthesized small molecules.To enhance efficiency,the site deployed digital and AI solutions that cut

305、yield variability by 60%,halved technology transfer time,and reduced scope 1 and 2 emissions by 31%,reinforcing its critical role in Roches global network.Predictive modelling of product health end-to-end 10%Yield per batchAI-driven quality analytics portal 40%Recurring deviationsHuman-centric no-co

306、de innovation hub for augmented operators 39%Human error related deviationsIntelligent authoring:digitally native report creation 27%Health authority reports submittedAutonomous recipe management 50%Tech transfer durationFoxconn Industrial InternetBc Giang,Viet NamIn its global expansion for supply

307、chain resilience,Foxconn Industrial Internet Viet Nam overcame initial challenges such as heavy reliance on imported materials and the opportunity to develop local talent.By implementing 40+4IR use cases,including advanced planning and AI-driven automation,the site improved labour productivity by 19

308、0%,achieved 99.5%on-time delivery and cut manufacturing costs by 45%.AI-enabled order forecasting and supply chain planning 8.3p.p.On time in full(OTIF)Vision inertial positioning for flexible and rapid pick&place 113%Units per hourReal-time shop floor compliance management with 360 AI vision 88%Ind

309、irect labour(compliance)AR-enabled multilingual remote guidance 80%Mean time to repair(MTTR)LLM-enabled machine failure log analysis and anomaly handling 90%Unplanned downtimeGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation36SiteChange storyTop five use

310、 casesImpactGE HealthCare Beijing,Peoples Republic of ChinaServing 160 countries,GE HealthCare Beijing tackled complex manufacturing and quality demands by implementing 45 digital solutions across 26 production lines.By deploying AI for defect detection and deep learning,the site reduced cycle times

311、 by 66%,slashed scrap by 66%and lowered customer complaints by 73%.Cloud based real-time production scheduling 40%On time shipment(urgent demand)Automated and closed-loop testing line on edge 66%Production cycle timeDeep learning enabled unit sorting&sequencing 70%Testing cycle timeAI-enabled CT raw

312、 material early defect detection 66%Scrap per unitAI-based vision systems for inspection 73%Customer complaintJubilant Ingrevia Limited Bharuch,IndiaJubilant Ingrevia deployed 4IR technologies in global brownfield specialty chemical manufacturing and reskilling over 2000 employees.Through 30+integra

313、ted use cases leveraging artificial and machine learning,IoT-based digital twin and predictive platforms,Jubilant Ingrevias site reduced the overall process variability by 60%and almost doubled production volume.ML-enabled raw material price prediction model 4.6%Material costAI/ML-enabled yield opti

314、mization 1.3%YieldAdvanced analytics enabled optimization of reactor 2%OEE(Availability)Advanced analytics led steam consumption optimization 20%Scope 1 emissionsPredictive maintenance for critical equipment 85%Unplanned maintenance hoursMengniu Dairy Ningxia,Peoples Republic of ChinaTo meet rising

315、consumer demand for fresher,more nutritious dairy products,Mengniu Dairys Ningxia factory implemented over 30 advanced 4IR use cases,from intelligent decision-making to flexible automation.These initiatives,covering milk processing,packaging and testing,led to a 55%reduction in delivery lead time,a

316、60%decrease in quality defects and a 32%reduction in operational costs,significantly enhancing both efficiency and product quality.AI-driven optimization of raw milk supply 67%Raw milk turnoverAI-enabled process monitoring,optimization and controls 42%Raw milk wasteOne-stop smart laboratory 30%Test

317、lead timePackage volume precise control based on e-SPC 67%Package volume fluctuationBig data model monitoring package integrity 88%Package integrity inspection frequencyHisensehitachiQingdao,Peoples Republic of ChinaTo meet global market demands,Hisensehitachis Qingdao site implemented 40+4IR use ca

318、ses,boosting product development speed by 37%,increasing labour productivity by 49%and reducing manufacturing costs by 35%.Accelerated product development through integrated simulation 37%Product development cycleHigh precision flexible automation with computer vision 49%ThroughputAI-enabled integra

319、ted supply chain planning 38%Prediction errorGenAI-enabled performance management of shopfloor and operations 33%Production loss from equipmentSkill development with gamified training and mixed reality simulations 43%Training cycleGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale

320、 in Digital Transformation37SiteChange storyTop five use casesImpactSanmen Nuclear PowerTaizhou,Peoples Republic of ChinaCommitted to zero accidents,Sanmen Nuclear Power deployed 40+4IR cases,including AI and robotics,to improve operational safety.These efforts maintained a 0%safety accident rate,in

321、creased capacity factor by 1.5%,and cut major overhaul periods by 46%while improving labour productivity by 18%.AI-enabled reliability management for nuclear critical equipment 50%Total troubleshooting timeAdvanced analysis and optimization of nuclear reactor core power 70.18%Time to full powerHigh-

322、risk area inspection utilizing AI robots 60%Inspection timeAdvanced analysis and management of unit operation risk 55%Safety systems test performed during normal operationDeep simulation-enabled training for nuclear power personnel 1.46%Average capacity factor of unitSANY Renewable EnergyShaoshan,Pe

323、oples Republic of ChinaFacing various challenges in producing and transporting large wind turbine blades,SANY deployed 29 4IR use cases,including AI and intelligent automation.This resulted in a 20%reduction in defects,a 33%boost in productivity and a 34%cut in delivery time,demonstrating digital te

324、chnologys transformative impact on clean energy.Smart real-time quality management platform 19.9%Quality defects per unit areaWorkforce task optimization based on UWB and AI analysis 31.9%Labour productivityInnovative flexible blade grinding 73.8%Grinding lead timeDigital control tower for blade del

325、ivery 28.6%Blade damage rate during transportationAI-based blade operation failure prediction and root cause analysis 50%Field failure rateSchneider Electric Monterrey,MexicoTo meet the growing demand for complex products,Schneider Electrics Monterrey facility integrated digital technologies such as

326、 ML-driven forecasting and autonomous robots.These enhancements led to sustained annual growth,a 20%reduction in defects and a 30%reduction in water consumption.ML-enabled forecasting and supplier integration 49.6%Customer lead timeAMRs and drones for material handling 115%Cycle count efficiencyDeep

327、 learning vision systems for inspection and quality robustness 70%Manual inspections controlsConnected facilities for process water management 54%Water consumptionAI-enabled regional risk monitoring,analysis,and alert system 77%Theft incidentsSiemensErlangen,GermanySiemens Erlangen developed its Gre

328、en Lean Digital strategy to lead in mid-volume,high-mix manufacturing.With over 100 AI algorithms and extensive use of digital twins,powered by a flexible and modular IT architecture,the site improved labour productivity by 69%,cut time to market by 40%and reduced energy usage by 42%.AI-enabled clos

329、ed-loop electrical testing 51%False positive rateE2E advanced analytics platform for greenfield semiconductor manufacturing operations 19%Production yieldProduct digital twin to train AI models for visual inspection/perception-based robotics 50%Field failure rateAI-enabled automated outbound logisti

330、cs 5xLabour productivity in affected logistics areaAdditive manufacturing network platformfor spare parts 80%Spare parts lead timeGlobal Lighthouse Network:The Mindset Shifts Driving Impact and Scale in Digital Transformation38SiteChange storyTop five use casesImpactTaiyuan Heavy Industry Railway Tr

331、ansit EquipmentTaiyuan,Peoples Republic of ChinaTo meet stringent safety and quality standards for high-speed railways,TZ implemented 40+4IR use cases enhancing quality and productivity through the use of AI and flexible automation.These advances led to a 33%reduction in defect rates,a 29%decrease i

332、n unit costs and a 33%increase in throughput.AI-enabled material composition recommendation 66%Defect rateReal-time forging quality prediction and control with multi-modal AI 41%Scrap rateDigital twin-enabled furnace and billet temperature control 35%Temperature differenceRapid CNC programming and p

333、rocess parameter design 26%Cycle timeIntelligent predictive maintenance and repair solutions 28%Equipment failure rateZhengzhou Coal Mining MachineryZhengzhou,Peoples Republic of ChinaTo meet the demand for fully customized hydraulic supports and faster delivery,Zhengzhou Coal Mining implemented 48 4IR use cases,including IoT,machine learning and adaptive automation.These innovations transformed t