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1、The Lighthouse Operating System:Driving Responsible TransformationW H I T E P A P E RA P R I L 2 0 2 5In collaboration with NEOMImages:Getty ImagesDisclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations

2、 and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.ContentsForeword 3Executi

3、ve summary 41 Why a new industrial operating system is needed 51.1 Building on traditional improvement methodologies 61.2 A shared vision:Developing and scaling an open industrial operating system 72 The Lighthouse Operating System:A holistic,end-to-end approach 82.1 A new operating system standard

4、designed for the practitioner 102.2 Six fundamental operating principles applicable to all industry 102.3 Five levels of operational maturity to Lighthouse excellence 122.4 Collective learnings from industry leaders demonstrating excellence 142.5 The six principles of the Lighthouse OS 152.5.1 Adapt

5、able and robust processes 152.5.2 Connected and transparent flows 162.5.3 End-to-end synchronization 172.5.4 Embedded sustainability 182.5.5 Learning organization 192.5.6 Accelerated digital and data 202.6 The missing link:Connecting capability development and operations excellence 212.7 From increm

6、ental gains to systemic change:Applying the Lighthouse OS 213 Developing the operating system through application 233.1 Shop-floor improvement with Ko Holding 243.2 End-to-end supply-chain diagnosis with Tata Steel 26Conclusion and call to action 29Contributors 30Endnotes 32The Lighthouse Operating

7、System:Driving Responsible Transformation2ForewordWhat if manufacturers around the world could access a proven,scalable system to accelerate their transformation one built on the successes of the most advanced industrial sites?This is the vision behind the Lighthouse Operating System,a next-generati

8、on industrial operating system that distils the hard-earned lessons of the worlds leading manufacturing sites into an actionable framework for the entire sector.This journey began as a collaboration among the World Economic Forum,NEOM and a group of pioneering industry partners,focused on developing

9、 the Next Generation Industrial Operating System(NGIOS)a framework for integrating digitalization,sustainability and workforce transformation into core manufacturing operations.As the work progressed,it became clear that manufacturers needed more than just a blueprint:they needed a practical,tested

10、system to bridge the digital maturity gap across industries and regions.With the backing of 189 Lighthouse factories recognized by the Forums Global Lighthouse Network(GLN),the initiative evolved into the Lighthouse OS a structured,scalable way to embed best-in-class operational practices across ind

11、ustrial organizations.The need for this transformation is clear.While some companies have mastered the use of artificial intelligence(AI),automation,digital twins and sustainability-focused innovations,many others especially small and medium-sized manufacturers struggle to scale these solutions effe

12、ctively.The Lighthouse OS addresses this challenge by capturing what works,why it works and how to implement it at scale,equipping manufacturers with the tools and knowledge to drive tangible business outcomes,resilience and long-term competitiveness.At its core,the Lighthouse OS is designed to be i

13、ntuitive,adaptable and reflective of real-world industrial operations.It is not a theoretical model but a system built for and by manufacturers,validated through the insights of industry leaders who have already navigated complex digital transformations.Whether on the shop floor or in the boardroom,

14、the Lighthouse OS provides a common language and structure for continuous improvement,ensuring that transformation efforts deliver lasting impact.To bring this vision to life,we have assembled a coalition of Forum industry partners and Lighthouse sites,whose expertise will ensure the Lighthouse OS r

15、emains grounded and focused on delivering measurable results.This white paper marks the first step in an iterative process develop,test,refine and scale with the goal of making the Lighthouse OS openly accessible to manufacturers worldwide.By working together,we can unlock a new era of industrial ex

16、cellence,ensuring that no company is left behind in the Fourth Industrial Revolution.Kiva Allgood Head,Centre for Advanced Manufacturing and Supply Chains;Member,Executive Committee,World Economic ForumVishal Wanchoo Chief Executive Officer,OXAGON,NEOMThe Lighthouse Operating System:Driving Responsi

17、ble Transformation April 2025The Lighthouse Operating System:Driving Responsible Transformation3Executive summaryThe manufacturing sector is undergoing a critical transformation,driven by the rapid evolution of digital technologies,sustainability imperatives and shifting market dynamics and customer

18、 expectations.Legacy operating methodologies,while foundational,are no longer sufficient to address the increasing complexity and volatility.This white paper presents the Lighthouse Operating System(Lighthouse OS),a structured,open-source framework designed to integrate best-practice operational exc

19、ellence with digital and sustainable practices to drive responsible industry transformation.Building upon the Global Lighthouse Network(GLN),1 a World Economic Forum initiative that identifies and recognizes the most advanced operational sites in the world,the Lighthouse OS aims to define a new way

20、of working and build an improvement engine that helps manufacturers follow the path to excellence.If Lighthouses represent the current benchmark of operational excellence,then the Lighthouse OS is the structured approach that will enable more organizations to reach that level by providing guidance,b

21、est practices and a clear roadmap for transformation.The Lighthouse OS is structured around six core principles,which represent how operations are run day-to-day:adaptable and robust processes;connected and transparent flows;end-to-end synchronization;embedded sustainability;learning organization;an

22、d accelerated digital and data.These principles are mapped within a five-step maturity model,ensuring organizations can systematically progress towards operational excellence.The journey towards a successful Lighthouse OS requires a paradigm shift.The Lighthouse OS is being designed to be simple,pra

23、ctical and intuitive,ensuring accessibility for manufacturers at various levels of operational maturity.Its ambition is to be self-guided and open-sourced to foster collaboration and continuous improvement across industries.Moving forward,the initiative will focus on expanding pilot projects,validat

24、ing the Lighthouse OS value and developing a digital platform to facilitate widespread adoption.The vision is for this platform to serve as a dynamic repository of best practices,enabling organizations to benchmark their progress,access relevant knowledge(e.g.use cases)and explore tailored recommend

25、ations for implementation viewed from the perspective of the operating principles.Manufacturers,technology providers and the public sector are invited to participate in the Lighthouse OS initiative,shaping the future of industrial operations.By engaging with this global effort,organizations can gain

26、 critical insights,drive continuous improvements and contribute to a more resilient,sustainable and digitally enabled manufacturing ecosystem.The Lighthouse Operating System shows the way to excellence in manufacturing.The Lighthouse Operating System:Driving Responsible Transformation4Why a new indu

27、strial operating system is needed1It is time for a new approach to manufacturing,one that unleashes the possibilities of emerging technologies and sustainability.The Lighthouse Operating System:Driving Responsible Transformation5The ambition driving the Lighthouse Operating System(Lighthouse OS)init

28、iative is to refresh,revise and even reinvent the global production systems of the past for the digital age essentially,to create a gold-standard reference framework that serves as a problem-solving engine to drive improvement and performance,open-sourced and shared with the world.This framework has

29、 been built in collaboration with the World Economic Forum Global Lighthouse Network(GLN)to ensure that the resulting approach not only learns from industry leaders and their experiences but also supports a connected journey for manufacturers.The starting point is understanding where manufacturing i

30、s today and how it got there.At a high level,five drivers are shaping manufacturing:Customer:To meet the rising demand for mass personalization and instant delivery,manufacturers must adapt.Customization has evolved from the selection of features to a situation in which products are often uniquely t

31、ailored to individual needs.This shift challenges manufacturers to handle greater flexibility in production while ensuring quality often at lower volumes.Supply chain:Managing increasingly complex supply chains requires resilience and real-time transparency.Supply-chain disruptions,geopolitical tens

32、ions,multiple information flows,resource constraints and global competition demand proactive steering to maintain efficiency and competitiveness across the end-to-end supply network.People:Managing the growing complexity of humanmachine interaction is essential.AI and robotics are reshaping human ro

33、les in real time,blurring the lines with more seamless interfaces,enhancing performance while making work safer,more effective and innovation-driven,keeping work business-focused while also meaningful and satisfying.Planet:Sustainability is no longer optional;manufacturers must balance efficiency wi

34、th environmental responsibility.Modern social and environmental pressures demand action on climate change and resource scarcity.Achieving true sustainability requires a complete redesign of the business model from design to production,use and reuse.Technology:The four business themes above look to t

35、echnology to unlock the hidden potential.Harnessing digital solutions and data can drive and accelerate progress in everything,from improving operational productivity on the shop floor to achieving an overall competitive advantage throughout the end-to-end business.For decades,manufacturers have rel

36、ied on established methodologies such as Lean,Six Sigma and the Theory of Constraints to drive continuous improvement.These approaches are epitomized for many through the powerful Toyota Production System,where“flows in a Toyota factory are rigidly scripted,yet at the same time Toyotas operations ar

37、e enormously flexible and adaptable”.2While this insight dates back to the late 1990s and other foundational management approaches go back even further the core principles remain relevant.Continuous improvement is still rooted in structured,scientific experimentation,challenging the status quo by co

38、ntinually refining standards.Today,digital and data unlock new levels of flexibility and agility while maintaining control over quality and delivery.The complication is that the emerging technologies can appear highly conceptual,and the improvement methodologies are not especially well designed to c

39、apture that digital opportunity.Therefore,the key question is,how can an industrial operating system be designed that can act as a reference framework for industrial companies to drive improvement,integrating the best of the production system with the best of the digital IT/OT system under a single

40、platform?As todays digital technology opens the opportunity for a truly synchronized and seamless end-to-end execution of industrial operations,a new,first-of-its-kind approach to operations is needed,one that connects the siloed approaches of the past.The new approach must capture the granularity o

41、f the production process through use cases while seamlessly connecting them into a holistic,end-to-end framework enabling the better steering and balancing of the overall system.Achieving this high ambition will likely require more than incremental evolution.It demands a step change in thinking a cu

42、rrent-forward,future-back approach.1.1 Building on traditional improvement methodologies The Lighthouse Operating System:Driving Responsible Transformation6In 2024,the World Economic Forum,in collaboration with NEOM and 11 industry partners across a wide range of industries,launched an initiative to

43、 create a next-generation industrial operating system,which has evolved into the Lighthouse Operating System.The work is currently being co-created,developed and piloted with a community of partners and will be shared with the world in an open-sourced approach to encourage ongoing improvement and co

44、llaboration.1.2 A shared vision:Developing and scaling an open industrial operating systemPartners in the Lighthouse Operating System initiativeTABLE 1Source:https:/initiatives.weforum.org/lighthouse-operating-system/The Lighthouse Operating System:Driving Responsible Transformation7The Lighthouse O

45、perating System:A holistic,end-to-end approach2Industry leaders in the Lighthouse OS initiative are linking demonstrated use cases to six fundamental operating principles,laying out pre-validated pathways to achieve excellence.The Lighthouse Operating System:Driving Responsible Transformation8The mu

46、ltilevel structure of the Lighthouse OSFIGURE 1Six operating principles and required capabilities mapped to five levels of maturityAdaptable and robust processesConnected and transparent flowsEnd-to-end synchronizationEmbedded sustainabilityLearning organizationAccelerateddigital and dataEcosystem-l

47、eading5Business-shaping4Technology-enabled3Process-optimized2Standarized1Cutting-edge sustainability,digitalization and operational efficiencyTraditional/pre-leanSource:World Economic ForumThe Lighthouse Operating System:Driving Responsible Transformation9At the heart of the Lighthouse OS is a guidi

48、ng framework for responsible industrial transformation a new way of working that unlocks potential across industries and regions.While the core principles and key elements are well defined,the framework itself is still evolving,particularly in how these elements interconnect and align with the overa

49、rching GLN framework,which focuses on assessing the impact and outcomes of digital transformation.The structure follows a multilevel approach,starting with a set of fundamental principles,breaking down into key improvement areas and supported by a library of documented capabilities(tools,techniques

50、and best practices)mapped across different maturity levels.As this work progresses,the goal is to refine how these components come together to provide a structured,scalable approach one that enables manufacturers to build capabilities in a standardized,consistent and sustainable way,while also tailo

51、ring transformation pathways to their specific needs (see Figure 1).In this way,the Lighthouse OS will create a blueprint for outsourced process innovation and problem-solving throughout industry,helping industry players to chart their interlinked journeys to accelerate and successfully deploy and s

52、cale emerging technologies.It will also help them customize their approach to the current state and future ambition of their organizations,helping them to achieve maximum customer and business impact.The Lighthouse OS helps manufacturers to avoid costly missteps while fostering a dynamic,evolving st

53、andard for system-driven industrial excellence that adapts flexibly and complements existing operating systems.The Lighthouse OS is being designed with the goal of being simple,practical and intuitive:Simple:So that the frames of the operating system are easily recognizable by the user and reflect h

54、ow they manage day-to-day operations.That way,the user can easily see where they fit into the overall system and their role in the overall improvement.Practical:To keep it solution-focused on the tools and techniques by which a user can improve their industrial system.In this way the user can focus

55、on use-case implementation and bottom-up operational performance improvement.Intuitive:To structure those tools and techniques into a logical order of implementation matched against the required business capabilities,so that users understand the enablers needed before tackling the next step of imple

56、mentation.This is the essence of the systems approach.These goals stem from the need to apply the Lighthouse OS to everything,from process-level continuous improvement to step change and large-scale transformation across the business.The Lighthouse OS is based on six operating system principles(Figu

57、re 2)designed to represent all core capabilities and activities within day-to-day operations,structured in a way that mirrors how factories and value chains operate in reality building on the production-system capabilities required for operating individual workstations:adaptable and robust processes

58、;production lines:connected and transparent flows;covering supply chains:end-to-end synchronization;and covering capabilities for sustainable industrial operations:embedded sustainability.At the core lies a focus on people:learning organization.All the above are enabled through accelerated digital a

59、nd data,capabilities boosting the information flow throughout the business.These operating-system principles not only address the aforementioned challenges but also reflect how industry operates.Inspired by NEOMs research and adapted to mimic leading industry operations at Lighthouse sites by a team

60、 of cross-industry experts,they continue to be pressure-tested with leading global companies in multiple sectors and refined through early-stage development pilots.2.1 A new operating system standard designed for the practitioner 2.2 Six fundamental operating principles applicable to all industryThe

61、 Lighthouse Operating System:Driving Responsible Transformation10Six operating principles mirroring how factories and value chains operate in realityFIGURE 2Workstations and processes that are value-adding,flexible,on-time,robust,deliver high quality and are safe to operateAdaptable and robust proce

62、ssesBalanced lines/processes with JIT material flow and real-time performance visibility and steering according to customer demandConnected and transparent flowsOrder-to-delivery that intelligently optimizes the end-to-end supply chain to meet customer and business needsEnd-to-end synchronizationOrg

63、anizations that empower their people to learn and develop through technology to achieve distinctive competitive advantageLearning organizationWhere all product and operations are designed for recirculation of resources while minimizing carbon emissions and pollutionEmbedded sustainabilityCustomer-ce

64、ntric organizations that use data and digital technology to accelerate information flow,steering operations to meet and exceed expectationsAccelerated digital and dataSource:World Economic ForumThe Lighthouse Operating System:Driving Responsible Transformation11Organizations naturally have different

65、 starting points in their journey to operational excellence,depending on which industry they come from,what their core business goals are and how mature their operational capabilities are.The Lighthouse OS combines operational excellence,digital transformation and sustainability through its five-ste

66、p maturity model(Figure 3)where the experience and best practices of leading companies are mapped against and codified into the five capability maturity levels.The governing logic is that each capability builds on the previous one,forming a foundation for the next while ensuring the long-term sustai

67、nability of the one before.Together with the data from verified use cases,this creates pathways of capability development in a systematic way that can easily be understood.These pathways within the framework are practical and solution-focused:rather than focus on predefined technologies,they describ

68、e the capabilities necessary to be successful.This ensures that the OS will remain valid and robust for the foreseeable future through updates to the capabilities and community feedback.2.3 Five levels of operational maturity to Lighthouse excellenceThe Lighthouse Operating System:Driving Responsibl

69、e Transformation12Codified maturity levels for an exemplary capability within the Lighthouse OSFIGURE 3Ecosystem-leading5Business-shaping4Technology-enabled3Process-optimized2Standarized1Five-step maturity modelConnected and transparent flows:Assessment criteria and scoring levels for the capability

70、 of synchronized material flowExample:Cutting-edge sustainability,digitalization and operational efficiencyTraditional/pre-leanStandarized1Process-optimized2Technology-enabled3Business-shaping4Ecosystem-leading5Criteria from level 1Criteria from level 2Criteria from level 3Criteria from level 4Basic

71、 pull system or first-in-first-out(FIFO)lanes for main components implemented through Kanban loop/cards and/or supermarketDefined inventory levels between processes(incl.safety stocks)based on experienceProduction plan with standardized slots for A typesMilk runs with standardized schedules in place

72、 across entire plant(e.g.every hour)supported by adaptive material-handling carts(e.g.shelf/tube/kit carts)Standardized boxes and palletsStandardized storage routines in place and material stored close to production cells/work-stations minimizing walking distances for shop floor staffAdvanced pull s

73、ystem enabled by electronic Kanban/supermarket for material flow control established(e.g.via barcodes)Inventory levels between processes regularly reviewed and optimized inventory drivers fully understoodProduction plan considering A and B types of products allowing for minimization of work in progr

74、ess(WIP)Milk run schedules dynamically aligned with production speed(takt)Material supply via circular transportation containers allowing for waste reductionMaterial stored seamlessly within production cells/workstations(i.e.walking distance fully eliminated)Digital Kanban/supermarket established th

75、rough identification tag system(e.g.via radio-frequency identification RFID or Bluetooth Low Energy BLE)allowing for traceabilityMaterial flow parameters(e.g.inventory levels,FIFO lengths)automatically optimized through digital toolsProduction plan further optimized for all product types(A,B and C)t

76、hrough digital tools(e.g.long-term customer demand analysis)Material supply largely through automated guided vehicles(AGVs)operated by AGV control centre Smart material management in place leveraging machine learning(ML)tech to automatically derive suggestions for improvement(e.g.automatic optimizat

77、ion of Kanban/supermarket)Material flow parameters measured in real time via smart devices(e.g.sensors)and connected to manufacturing execution system(MES)artificial intelligence(AI)-driven algorithm to optimize synchronization with production flow and overall supply chainAGVs able to automatically

78、prioritize material transports via smart inventory management based on insights from MESEntire material supply(intra-and inter-plant as well as beyond/from and to suppliers)run,synchronized,and optimized completely autonomously by self-sufficient and IoT-driven flow planning agent(e.g.AI robot),able

79、 to steer multitude of autonomous subagents(e.g.drones)Source:World Economic ForumThe Lighthouse Operating System:Driving Responsible Transformation13Few companies have yet mastered the full spectrum of what an advanced operating system can achieve.However,harnessing the collective learnings and asp

80、irations of many industry leaders each excelling in different areas creates a unified pathway to accelerate progress that achieves what has been accomplished by the best in a fraction of the time.It also sets a roadmap for even greater advances.Each of the six principles shown in Figure 4 is brought

81、 to life with a case study of an industry-leading company and partner within the Lighthouse OS initiative.All are already embracing these elements in their existing operations demonstrating that while the framework is still under development,individual parts of the system are already being practised

82、.This also highlights that each principle represents an open-ended journey with more potential for improvement still ahead.2.4 Collective learnings from industry leaders demonstrating excellence Lighthouse operating principles:An overview of key areas informing the current OS frameworkFIGURE 4Lighth

83、ouse Operating SystemAdaptable and robust processesQuality processesMaintenance processesWork processesConnected and transparent flowsLineconnectionLinetransparencyLine operationsEnd-to-end synchronizationIntelligent orchestrationForward planningAgilesupplyConnectedcustomerEmbedded sustainabilitySus

84、tainable by designMake with lessUse longer and betterRecover and use againLearning organizationPeople developmentPerformance managmentSystem adaptionAccelerateddigital and dataConnected systemsTrusted and relevant dataSoftware excellenceArchitecture and technology governanceSource:World Economic For

85、umThe Lighthouse Operating System:Driving Responsible Transformation142.5 The six principles of the Lighthouse OSMaturity model excerpt adaptable and robust processesFIGURE 5Demonstrating:Adaptable and robust processesEngro Polymer&Chemicals enhanced operational efficiency through adaptable,robust p

86、rocesses by leveraging digital technologies,agile practices and data-driven decision-making.They developed capabilities step by step,first implementing adaptive advanced process control to support operator decision-making.Building on this,they introduced digital-twin technology in another area to ge

87、nerate data-driven insights for process optimization.Through this iterative approach,Engro continuously refined its operational practices,ensuring flexibility,efficiency and resilience in their process.Excerpt from capability:Intelligent quality controlQuality processesAutonomous QC system able to f

88、ully anticipate and prevent quality issuesEcosystem-leading5Smart quality-control system leveraging AI predicting issuesBusiness-shaping4Digital quality-control system to assist and detect issues at early stageTechnology-enabled3Steering,visualization of results automatically identifying patternsPro

89、cess-optimized2Daily measurement,analysis and visualizationStandarized1Source:Engro Corp.(2024).Adaptable and robust processes case study 2.5.1 Adaptable and robust processesFirst,individual value-adding processes must balance the standardization required to achieve efficiency and quality with the a

90、daptability needed to cope with changing demands or external disruptions.By leveraging advanced technologies like flexible robotics and predictive maintenance,manufacturers can achieve flexibility without compromising quality or consistency.This principle captures key activities at workstation and m

91、achine level during the transformation process of a product or material.These processes need to be standardized to ensure quality but adaptable to changes in the required work step and robust enough to deal with adverse outside influences such as input variations.Key areas that are captured in this

92、principle are:Work processes:Creating standardized yet flexible and adaptable workstations/unit operations and processes,enabled by flexible automation,digital standard operating procedures(SOPs)and worker guidance Quality processes:Establishing quality by design and smart quality control enabled by

93、 real-time feedback on production Maintenance processes:Ensuring high availability of equipment at low cost of maintenance,using remote monitoring,predictive algorithms and other data-driven approachesThe Lighthouse Operating System:Driving Responsible Transformation15Maturity model excerpt connecte

94、d and transparent flowsFIGURE 6Foxconn Industrial Internets Viet Nam site demonstrates connected and transparent production through a fully connected manufacturing ecosystem by integrating production steps with digital technologies.Initially,process automation enhanced individual workstations,ensuri

95、ng adaptability in production.Building on this,vision-based positioning and design-for-excellence integration enabled seamless transitions between production steps.Logistics evolved from insular AGV solutions to an integrated manufacturing execution and warehouse management system,synchronizing all

96、flows across the factory.By interconnecting processes,Foxconn created a continuous,self-balancing production flow,allowing real-time transparency and decision-making.Entire material supply run completely autonomous by flow planning agentEcosystem-leading5AGVs automatically prioritize material transp

97、orts based on insights from MESBusiness-shapingMaterial supply largely through automated guided vehicles(AGVs)Technology-enabledMilk run schedules dynamically aligned with production speed(takt)Process-optimizedMilk runs with standardized schedules in placeStandarizedLine operationsDemonstrating:Con

98、nected and transparent flowsExcerpt from capability:Synchronized material flow4312Source:Foxconn Industrial Internet.(2024).Connected and transparent flows case study 2.5.2 Connected and transparent flowsConnecting material and information flows across the entire factory enables seamless communicati

99、on and balancing of production steps,from incoming materials to outgoing products.Real-time transparency achieved through the internet of things(IoT)and advanced monitoring systems ensures synchronization between production steps,reducing delays and inefficiencies.This principle represents the capab

100、ilities at the factory-flow level to allow for a fully connected manufacturing ecosystem,extending and integrating individual processes into a production flow.It is the connection of multiple adaptable and robust processes into one continuous flow of production through fixed and flexible connections

101、 of workstations.This will ensure continuous material and information flow within the factory.Key processes are:Line/in-plant operations:A plant and production-line layout that ensures maximal flexibility and optimal balancing of work content in each step Line connection:An interconnected planning o

102、f material and information flows across all production steps that enables the reaction to demand changes on a line level Line transparency:Full visibility on production status for workers and machines to enable steering of the in-plant flow and support synchronization throughout the end-to-end suppl

103、y chainThe Lighthouse Operating System:Driving Responsible Transformation16Maturity model excerpt end-to-end synchronizationFIGURE 7Johnson&Johnson enhances end-to-end synchronization by using generative AI to unify data insights throughout its complex supply chain.Project Agent Alpha integrates mul

104、tiechelon inventory optimization(MEIO)and process mining,ensuring seamless coordination from planning to distribution.Initially,process mining identifies inefficiencies by analysing execution patterns.Building on this,MEIO optimizes inventory levels through AI-driven insights.This approach enables i

105、ntelligent orchestration,aligning supply-chain processes with strategic goals.By continuously adapting to market dynamics and customer demands,Agent Alpha fosters a resilient,responsive supply chain,ensuring efficient operations,minimized disruptions and improved service levels.Process spans entire

106、supply chain;scenarios include live dataEcosystem-leading5Process links to broader organization and supply chain Business-shapingProcess aligns beyond supply and demand and shapes strategy Technology-enabledStructured demand and supply alignment with scenario-modellingProcess-optimizedDemand and sup

107、ply aligned with high-level long-term viewStandarizedIntelligent orchestrationDemonstrating:End-to-end synchronizationExcerpt from capability:Integrated business planning4321Source:Johnson&Johnson.(2024).End-to-end synchronization case study2.5.3 End-to-end synchronization This principle extends tra

108、nsparency to the entire supply chain,aligning operations from raw materials to final delivery.Advanced planning and integrated systems allow manufacturers to anticipate and mitigate supply disruptions and respond to shifts in demand and changing customer requirements in a reliable,consistent and agi

109、le way.Orchestration,planning and adaptation of the manufacturing value chain all rely on data-driven end-to-end synchronization.The ability to optimize,plan and steer in response to change as well as continuously adapt across the entire value chain is vital.This synchronization must be in tune with

110、 customer demands,supply-chain partners and sustainability needs.An end-to-end approach ensures that every part of the manufacturing process works harmoniously,from raw materials to finished products.The key building blocks of end-to-end synchronization are:Connected customer:Linking operations exec

111、ution directly to the customer experience to ensure a close link to overall business goals Intelligent orchestration:Overall integration of all key supply-chain processes and high-level steering into a unified operating platform to enhance value and business outcome Forward planning:Predictive plann

112、ing spanning the entire order-to-delivery cycle that anticipates shifts in demand and supply and adapts appropriately Adaptive supply:Direct and short flows with redundancy built in to achieve resilience and flexibilityThe Lighthouse Operating System:Driving Responsible Transformation17Maturity mode

113、l excerpt embedded sustainabilityFIGURE 8Schneider Electric advocates sustainability throughout the entire product life cycle with its design,make,use and recover framework.By embedding circular-economy principles in the design phase and incorporating eco-friendly materials,Schneider ensures a susta

114、inability-first mindset from the outset.Throughout the manufacturing process,real-time environmental monitoring and optimized resource management in packaging,material usage and logistics work together to minimize operational impacts.Furthermore,Schneider extends product life cycles through strategi

115、c refurbishment initiatives.This synchronized approach to sustainability across all production stages fosters an intelligent ecosystem that not only reduces environmental impact but also upholds the highest standards of operational excellence.Production strengthens industrial symbiosis clusters with

116、 minimal lossEcosystem-leading5Maximized efficiency level;waste and byproducts are at absolute minimumBusiness-shapingPlant is operating on zero-waste basis all discharges are accounted for Technology-enabled7+1 types of waste mastered,and production waste minimizedProcess-optimizedCost-driven initi

117、atives for material efficiency StandarizedMake with lessDemonstrating:Embedded sustainabilityExcerpt from capability:Material efficiency4321Source:Scheider Electric.(2024).Embedded sustainability case study2.5.4 Embedded sustainabilitySustainability is woven into every stage of the operating system,

118、from designing recyclable products to optimizing resource use and reducing emissions.By adopting circular economy practices and tracking environmental impact,manufacturers can achieve both regulatory compliance and long-term competitive advantage while creating a positive impact on the environment.W

119、ithin three years,65%of businesses expect a positive impact on greenhouse gas(GHG)emissions and 56%a positive impact on cost.3Sustainability is one of our most important societal needs where manufacturing companies can have a huge impact.Most companies underestimate the impact of their own segment o

120、f the value chain,especially if considered from an end-to-end perspective,from product design to end-of-life.In operations,key sustainability areas are:Sustainable by design:Designing products with sustainable materials and for multiple life cycles,enabling repair,reuse and remanufacturing models Ma

121、ke with less:Running operations as efficiently as possible in terms of energy,water and material use,reducing emissions and capturing value from materials otherwise considered waste Use longer and better:Redesigning business models around circular principles and supporting customers to extend the us

122、eful product life as much as possible to maximize value capture Recover and use again:Ensure recirculation and recycling of products and materials at their end of life to close the resource cycle and extract value otherwise lostThe Lighthouse Operating System:Driving Responsible Transformation18Matu

123、rity model excerpt learning organizationFIGURE 9A power-tool manufacturer established a new facility in Mexico with a vision of embedding lean principles and empowering front-line workers with digital tools from the start of production.To enhance process accuracy and workforce capability,the company

124、 focused on reducing scrap,improving production tracking and streamlining communication.Committed to a learning organization,process engineers without coding experience developed an AI-powered optical character recognition system for batch verification.This initiative improved accuracy,minimized was

125、te and fostered a culture of continuous improvement,enabling rapid problem-solving and scalable innovation on the shop floor.This was supported by Tulip,a Fourth Industrial Revolution technology provider.Self-improvement and problem-solving by machines for most issuesEcosystem-leading5Smart problem-

126、solving based on data and analytics used daily(with Pareto)Business-shapingEntire organisation use smart problem solving as a standardized procedureTechnology-enabledSmart problem-solving used plant-wide and defined criteria in useProcess-optimizedSmart problem-solving(e.g.5-why)is trained and used

127、as standard toolkitStandarizedSystem adaptionDemonstrating:Learning organizationExcerpt from capability:Smart problem solving4321Source:Tulip Interfaces.(2024).Learning Organization case study 2.5.5 Learning organizationSuccessful organizations are proactive and agile,fostering adaptability in both

128、people and systems to meet evolving challenges and opportunities.By addressing workforce scarcity and skill gaps,they use technology to design targeted learning journeys,accelerating competence and ensuring resilience.This approach also empowers employees to thrive and grow in a rapidly changing env

129、ironment.Importantly,at the heart of operations are the people running the business.Enabling them to be proactive and drive continuous improvement across the entire system is crucial for staying competitive a true learning organization.This learning is not limited to humans but also includes the too

130、ls and technologies that increasingly augment people in their tasks.By using data,both employees and systems engage in self-learning,boosting productivity and quality.Learning organizations need to master three key areas of competencies:People development:How to create a high-performing organization

131、 with a culture of excellence and continuous learning Performance management:How to translate customer needs and company goals into specific targets in operations to make their contribution visible and tangible for each employee System adaption:How to systematically drive continuous improvements by

132、fostering experience exchange and problem-solving methods both for humans and machinesThe Lighthouse Operating System:Driving Responsible Transformation19Maturity model excerpt accelerated digital and dataFIGURE 10Bosch strengthens its digital backbone by integrating lean principles with a robust da

133、ta-driven foundation,enabling seamless connectivity,optimization and decision-making across its global production network.Its industrial application system ensures modular,scalable solutions,enhancing IT/OT integration and interoperability.Trusted data strategies,including a semantic stack,digital t

134、wins and a centralized data lake,enable predictive insights and real-time decision-making.Connected hardware and a secure,scalable architecture ensure adaptability to evolving demands.Boschs international production network(IPN)management view provides end-to-end value-stream visibility,driving Four

135、th Industrial Revolution transformation through intelligent automation,advanced analytics and a unified,self-optimizing digital ecosystem.AI-driven agents enable real-time,self-optimizing autonomous operationsEcosystem-leading5Enterprise resource planning(ERP)integrates suppliers and customers with

136、embedded predictive capabilitiesBusiness-shapingERP as a single source of truth;industrial software shifts to microservicesTechnology-enabledERP enables end-to-end workflows,integrating with basic industrial softwareProcess-optimizedBasic ERP used mainly for record-keeping,not full capabilityStandar

137、izedSoftware excellenceDemonstrating:Excerpt from capability:Accelerated digital and dataSoftware excellence4321Source:Bosch.(2024).Accelerated digital and data case study 2.5.6 Accelerated digital and dataA digital backbone that focuses on the relevant data enables smarter,accelerated decisions.By

138、using trusted data,unified,interoperable platforms and advanced analytics,manufacturers can unlock operational insights that were previously out of reach,as traditional analysis took too long rendering insights obsolete before they could be acted upon.Such an approach drives the scalability and effi

139、ciency of operations and boosts a companys ability to meet and exceed customer expectations.Importantly this approach also holds the key to unlocking the opportunity to autonomous production and supply-chain systems the future of operations.All previous principles are supported and connected through

140、 a digital layer that allows data to be exchanged and efficiently processed across functions and the supply chain.This layer accelerates improvements and transformations across all areas by providing the insights required to make decisions and trigger actions.Key areas within this principle are:Conn

141、ected systems:Intelligent and efficient connectivity and automation across all relevant hardware devices and convergence of the IT and OT networks layers,unlocking additional data opportunities between the twoTrusted data:Clear data strategies,organizational set-ups and definitions on how data is ge

142、nerated,managed and used for improved business outcomes in an ever-evolving technology landscape Software excellence:Intelligent and efficient automation supporting innovation and continuous improvement through modular and reusable software with interoperable platforms and rapid application developm

143、ent such as using no-code/low-code or frontier technologies as AI agents Architecture and technology governance:Architecture design considerations that are at the foundation of what makes a plant smart and future-ready include being secure,with a reliable,scalable,extensible architecture that fits t

144、he evolving demands of the marketThe Lighthouse Operating System:Driving Responsible Transformation202.6 The missing link:Connecting capability development and operations excellence2.7 From incremental gains to systemic change:Applying the Lighthouse OS The Lighthouse OS offers a unique way for orga

145、nizations to select improvement levers relevant to their business.As documented by use cases from the GLN and others,best practices and educational materials are locked into the system.They will map against the underlying key performance indicators and across five levels of maturity,thus creating a

146、continuously updated and contextually relevant knowledge repository adaptable to a companys needs in a modular way.The goal for the Lighthouse OS blueprint is therefore to actively support the development of industrial capabilities.The examples above illustrate these principles in action,but many mo

147、re practices and use cases have already been documented.The goal is to strengthen the connection between recognized Lighthouses and the operating system,capturing their operational excellence in an evolving framework.Documenting these pathways to implementation creates a roadmap for other companies

148、to follow,accelerating capability development and enabling them to achieve Lighthouse-level excellence in their own operations.Thus,the value of the Lighthouse OS for most companies lies not in applying the six core principles individually but in integrating them into a holistic approach.The value w

149、ill be found in the much deeper insights enabled by the Lighthouse OS structure,which supports a new way of working and maps capabilities across levels of operational excellence,and in its flexibility to be adapted to the context of the organization in which it is being used.The Lighthouse OS maturi

150、ty levels serve as the underlying logical structure for driving operational excellence.As the operating system continuous to evolve,it aims to enable organizations to assess their current performance against external benchmarks and best practices,helping them identify gaps in their operational pract

151、ices and opportunities for improvement all within the frame of the six operating principles.These scopes can be embedded into a wider programme of shop floor improvement,spanning wider production networks or used to support country-level transformation programmes.The Lighthouse OS is designed as a n

152、ew way of working and to support continuous process improvements,enable step-change advances across operational departments or business areas and facilitate wider transformations that reshape the entire operating system.While for large organizations this can offer a fresh perspective on established

153、practices,for medium or small organizations it can help to establish them and accelerate their journey towards best-in-class operations.In the context of large-scale industry or country-level industrial transformation,the Lighthouse OS can be used as a central guiding framework to improve their prog

154、rammes efficacy and to be used as a tool to assess,measure and track transformational progress,with industrial policies and an operating model to support it.The Lighthouse Operating System:Driving Responsible Transformation21Applying the Lighthouse OS:A scalable frameworkFIGURE 11Improvement of sele

155、cted capabilitiesAdvancement along select principlesReshaping of a complete operating systemShop floorFunctionBusinessSource:World Economic Forum As its application is refined and expanded,the system is intended to be deployed in a self-guided way focusing on what truly matters and breaking down sil

156、os to enable direct access to value.No company will adopt the entire system,but the modular design ensures scalability,allowing organizations to implement what best fits their needs and maximize impact.The Lighthouse Operating System:Driving Responsible Transformation22Developing the operating syste

157、m through application 3Two pilots demonstrate the Lighthouse OS application to be a flexible framework for diagnosing business challenges and driving targeted improvement.The Lighthouse Operating System:Driving Responsible Transformation23The initiative is not only designing the Lighthouse OS but al

158、so actively testing,refining and validating its framework through real-world applications in different industries and geographical areas.In 2024,it was applied to the scope of shop-floor improvement and end-to-end supply-chain diagnosis in collaboration with Ko Holding and Tata Steel both companies

159、with several Lighthouse sites in the GLN yielding valuable insights that further shaped its development.Moving forward,the focus is on accelerating and scaling refinement through an increasing number of development pilots.This next phase aims to validate the system by welcoming more organizations to

160、 participate in testing it through application.The goal is to demonstrate the operating systems value by showcasing the insights gained by organizations that applied it,the actions it enabled and the shift in the organizations approach to problem-solving.Rather than prescribing specific actions,the

161、system is designed to guide people in how to think,empowering them to navigate challenges independently.On the shop floor,the Lighthouse OS can be used to inform and identify the relevant tools to focus on to implement improvements.Plant managers and team leaders can use the Lighthouse OS maturity l

162、ogic to quickly identify their current level of maturity with regard to a specific capability and focus on the principles and practices that are most critical to unlocking the next level of maturity.Beko Corporate,part of Turkeys Ko Holding and a Fortune 500 company,is a partner in this initiative.I

163、t piloted the current version of the framework on the shop floor to validate it,with the aim of improving the operational performance in its cooking-appliance production line at its facility in Bolu,Trkiye.Clearly defined targets for cost reduction and top-level support were essential to the success

164、ful pilot application.4In the first stage,the five-step maturity model was used to evaluate the Bolu production facility against the principles and elements of the Lighthouse OS framework.The assessment focused on the principles of adaptable and robust processes and connected and transparent flows,a

165、ligning with the factorys ambition to improve conversion costs.This evaluation highlighted the current maturity level and ambition and identified high-priority Lighthouse OS practices(see Figure 12).3.1 Shop-floor improvement with Ko HoldingThe Lighthouse Operating System:Driving Responsible Transfo

166、rmation24OS maturity levels used to identify capability gaps and drive continuous improvementFIGURE 121.Use Lighthouse OS framework principles and capability areas to identify key improvement needs2.Use Lighthouse OS maturity levels to identify current state and capability gaps to develop for the ne

167、xt stepAdaptable and robust processesConnected and transparent flowsEnd-to-end synchronizationEmbedded sustainabilityLearning organizationAccelerateddigital and dataStandarizedProcess-optimizedTechnology-enabledBusiness-shapingEcosystem-leadingCriteria from level 1Criteria from level 2Criteria from

168、level 3Criteria from level 4Basic pull system or first-in-first-out(FIFO)lanes for main components implemented through Kanban loop/cards and/or supermarketDefined inventory levels between processes(incl.safety stocks)based on experienceProduction plan with standardized slots for A typesMilk runs wit

169、h standardized schedules in place across entire plant(e.g.every hour)supported by adaptive material-handling carts(e.g.shelf/tube/kit carts)Standardized boxes and palletsStandardized storage routines in place and material stored close to production cells/worksta-tions minimizing walking distances fo

170、r shop floor staffAdvanced pull system enabled by electronic Kanban/supermarket for material flow control established(e.g.via barcodes)Inventory levels between processes regularly reviewed and optimized inventory drivers fully understoodProduction plan considering A and B types of products allowing

171、for minimization of work in progress(WIP)Milk run schedules dynamically aligned with production speed(takt)Material supply via circular transportation containers allowing for waste reductionMaterial stored seamlessly within production cells/workstations(i.e.walking distance fully eliminated)Digital

172、Kanban/supermarket established through identification tag system(e.g.via radio-frequency identification RFID or Bluetooth Low Energy BLE)allowing for traceabilityMaterial flow parameters(e.g.inventory levels,FIFO lengths)automatically optimized through digital toolsProduction plan further optimized

173、for all product types(A,B and C)through digital tools(e.g.long-term customer demand analysis)Material supply largely through automated guided vehicles(AGVs)operated by AGV control centre Smart material management in place leveraging machine learning(ML)tech to automatically derive suggestions for im

174、provement(e.g.automatic optimization of Kanban/supermarket)Material flow parameters measured in real time via smart devices(e.g.sensors)and connected to manufacturing execution system(MES)artificial intelligence(AI)-driven algorithm to optimize synchronization with production flow and overall supply

175、 chainAGVs able to automatically prioritize material transports via smart inventory management based on insights from MESEntire material supply(intra-and inter-plant as well as beyond/from and to suppliers)run,synchronized,and optimized completely autonomously by self-sufficient and IoT-driven flow

176、planning agent(e.g.AI robot),able to steer multitude of autonomous subagents(e.g.drones)3452Adaptable and robust processesConnected and transparent flowsEnd-to-end synchronizationEmbedded sustainabilityLearning organizationAccelerateddigital and data1Source:World Economic ForumThe Lighthouse Operati

177、ng System:Driving Responsible Transformation25Through a mostly self-guided approach,where the current version of the Lighthouse OS capabilities maturity model was shared with operations subject-matter experts,Beko identified the current state of practice and impactful next steps along the improvemen

178、t path.The assessment revealed that in the first step,the Bolu facility could achieve the most significant improvements by enhancing maturity in the areas of work and maintenance processes(principle:adaptable and robust processes),as well as in line operations(principle:adaptable and connected produ

179、ction).In further reviews,the underlying practices were prioritized based on their expected impact on Bekos operational goals(i.e.conversion cost reduction).To simplify this identification,prioritization of improvement areas and implementation planning,the Lighthouse OS maps all capabilities to use

180、cases and best practices and to industry-standard key performance indicators(e.g.overall equipment effectiveness OEE,defect rate).Next,Bekos prioritized improvement opportunities were validated through in-depth analysis by internal subject-matter experts(e.g.shop-floor observations,cycle-time analys

181、is,inventory-data analysis).The process also used existing knowledge,continuous improvement activities and established tools(i.e.design for assembly and plant simulation).As a result of this three-month pilot,the Beko team confidently set ambitious targets,including a capacity/efficiency increase of

182、 more than 20%on its high-runner production line.Progressing to implementation,it created a plan to achieve these goals without adding further headcount,accompanied by a significant rebalancing of the production flow to synchronize production schedules and material flows.Through the Lighthouse OS ap

183、proach,materials and tools,and using common governance processes for continuous improvement,organizations can review their progress against the framework and track and identify further areas of prioritized action on their journey to operations excellence.This project created an opportunity to valida

184、te the Lighthouse OS frameworks value in its ability both to educate the organization by applying it and to unlock improvement potential in a self-guided way.While still evolving,the framework and content showed strong potential,and future collaborations will further refine its effectiveness,making

185、it an even more valuable tool for advancing global manufacturing.To unlock the full potential of the framework,organizations can apply it to drive deep,systemic change across entire functions,plant operations and even the end-to-end supply chain.When implemented across multiple plants,this approach

186、creates a ripple effect that enhances efficiency,synchronization and competitiveness at an enterprise level.Achieving this level of transformation requires more than operational tweaks it demands a bold mindset shift.Leaders must embrace a transformational approach,ensuring not just system upgrades

187、but also cultural alignment,so improvements are sustainable and drive lasting impact.A prime example of this is the pilot with Tata Steel,which rigorously tested the end-to-end synchronization principle using its own operations as a benchmark.5 This real-world application led to the development of a

188、 structured methodology,equipped with powerful tools and techniques to help businesses assess and elevate their end-to-end industrial performance.At the core of this methodology is a high-impact framework that breaks down the principle into four key elements and 14 critical capabilities providing a

189、clear roadmap for businesses to drive synchronized,scalable and sustained growth (see Figure 13).3.2 End-to-end supply-chain diagnosis with Tata SteelThe Lighthouse Operating System:Driving Responsible Transformation26Structure of the principle of end-to-end synchronizationFIGURE 13Connected custome

190、rDelivery engagement in a manner that evokes positive emotions and strives to make customers feel understood,valued and appreciatedIntelligent orchestrationOverall integration of all key supply-chain processes and high-level steering into a unified operating platform to enhance value and business ou

191、tcomeForward planningPredictive planning spanning the entire order-to-delivery cycle that anticipates shifts in demand and supply and adapts appropriatelyAgile supplyDirect and short flows with redundancy built in to achieve resilience and flexibilityElementsMagic customer momentsData-driven persona

192、lized delivery to delight the customerManaged product portfolioProduct life-cycle management minimizing complexity and maximizing revenuePredictive demand sensingContinuous demand forecasting based on range of sources and sensing shifts Rapid product industrializationProduct development driven by cu

193、stomer and operations insightsRequired capabilitiesFlexible operations footprintResponsive manufacturing network balancing quality,customer needs and suppliesPull-order schedulingFlow-based scheduling balancing decoupling inventory achieving smooth product mix Integrated business planningLong-term s

194、trategic planning,integrating trends,financial goals and supply-chain footprintFrictionless order managementOmnichannel seamless order process,with prompt issue solvingResponsive field servicesProactive servicing with performance tracking to drive insightsAdaptive supply planningContinuous tactical

195、optimization of production and supplier capacities against forecastsMaximized order pipelineDynamic order book across planning horizons considering inventory and lead timesResilient supplier networkRobust supply base through supplier management,simulated flow scenariosHolistic performance steeringCo

196、mmon collaborative real-time data platform for business intelligence(BI)driving action Dynamic logistics deliveryGetting right product to right customer at the right timeSource:World Economic ForumTo turn strategy into action,the team co-created a powerful suite of tools designed to diagnose,design,

197、plan and orchestrate large-scale transformation.A structured,data-driven approach was developed to unlock efficiency and synchronization across the enterprise.One key element was the detailing of the five-step maturity model,which assesses each capability by identifying the current state and definin

198、g a clear path to the target level,ensuring continuous progress.Alongside this,a holistic visualization tool was created to provide a dynamic,system-wide view that highlights the vertical synchronization needed to operate the end-to-end system as a single,seamless entity.Additionally,a key performan

199、ce indicator(KPI)improvement framework was introduced to uncover inefficiencies and loss points,enabling teams to quantify opportunities and activate the right improvement levers for maximum impact.To ensure real-world applicability,the framework was put to the test with more than 20 senior executiv

200、es from key functions at Tata Steel.This rigorous pressure testing refined the approach,ensuring it is fit for purpose and fully aligned with business realities.The process not only validated the framework but also sharpened its effectiveness in driving enterprise-wide synchronization and transforma

201、tion.Through this hands-on validation,three critical insights emerged regarding the end-to-end synchronization principle:The Lighthouse Operating System:Driving Responsible Transformation271.A connected customer is the foundation for success:The connections serves as the primary source of the voice

202、of the customer.Understanding the full customer journey,identifying key touchpoints and creating magic moments within it,can differentiate a business in a competitive market.However,the real advantage comes from linking this customer-centric insight to the entire supply chain,ensuring that every fun

203、ction from production to logistics operates with the customer experience in mind.2.Vertical synchronization is mission-critical,beyond traditional horizontal end-to-end orchestration:A truly responsive and agile supply chain does not just optimize individual functions it seamlessly connects the cust

204、omer at one end with agile supply at the other,creating a continuous feedback loop.This ensures that changes in demand,preferences or disruptions are reflected across the entire system in real time,allowing businesses to react faster and more effectively.3.Finally,data and digital capabilities are t

205、he backbone to drive impact:Without high-quality data,businesses operate in the dark unable to anticipate demand shifts,optimize supply or enhance customer experiences.A seamless data flow across the entire ecosystem enables predictive planning,intelligent orchestration and real-time decision-making

206、.Companies that integrate digital tools effectively create a unified operating platform,ensuring every function works together to drive efficiency,resilience and customer satisfaction.By structuring both the problem and solution in a simple,practical and intuitive way,the approach enabled the entire

207、 organization to align and execute change effectively.This successful implementation not only demonstrated its impact within Tata Steel but also proved its adaptability for a broader range of manufacturing industries.With a structured methodology that simplifies complexity and accelerates transforma

208、tion,the framework is ready to help businesses across sectors achieve seamless end-to-end orchestration at scale.The Lighthouse Operating System:Driving Responsible Transformation28Conclusion and call to actionThe aim of the Lighthouse Operating System is to set the basis for a new way of working an

209、d building capabilities in operations,specifically designed by manufacturers for manufacturers and inspired by leading practitioners such as those in the GLN.Its success depends on community support,making industry collaboration essential.By putting collective knowledge to work,the system offers a s

210、tructured starting point to create a learning platform to navigate solutions and scale transformation.Codifying learnings into a first iteration of the Lighthouse OS framework was a pivotal step,and the ongoing task of updating and refining it will be crucial.Currently,the Lighthouse OS is still in

211、the design-and-testing phase,presenting a valuable opportunity for the community to collaborate and shape its development.On this journey,maintaining simplicity,practicality and intuitiveness is crucial.The Lighthouse OS platform:Digital,open-source,community-fedIn the long term,the initiative aims

212、to transform the Lighthouse OS into an independent,open-source digital platform to facilitate rapid scaling and widespread adoption promoting holistic collaboration among manufacturers,governments,solution providers,academia and other stakeholders,delivering unique value to each stakeholder.The plat

213、form will take an end-to-end approach,using the Lighthouse OS framework and making its knowledge accessible to operations practitioners globally.Sustained by its community members,it will provide a common language and structure,accelerating the development of the core operational capabilities needed

214、 to drive impact.Looking ahead,the ambition is to use this foundation for a country-level industrial transformation,driving widespread adoption and integration of advanced operational practices and technology to enhance efficiency,sustainability and innovation across industries.Call to action for op

215、erations decision-makersThe Lighthouse OS presents a transformative opportunity for the future of operations.Operations executives and decision-makers are encouraged to critically assess their current operating systems,testing alignment with the Lighthouse OSs six principles and its integration of o

216、perational excellence,digitalization and sustainability.As the Lighthouse OS is an evolving concept,stakeholders are urged to provide feedback and help identify gaps and unrecognized solutions.Manufacturers,technology providers,academia and the public sector are invited to collaborate in testing,ref

217、ining and co-creating the operating system.The aim is to establish together a global reference standard for advanced manufacturing and supply chains,driving unprecedented improvements and enabling responsible transformation across industries.Learn more and join the community on the Forums Lighthouse

218、 Operating System web page and upcoming events to dive deeper into the Lighthouse Operating System.Manufacturers are urged to join the collaboration and help establish a global reference standard for advanced manufacturing and supply chains across industries.The Lighthouse Operating System:Driving R

219、esponsible Transformation29ContributorsAcknowledgementsAcknowledgementsVeronique Adenis Director,Supply Chain Technology and Innovation Insights,Johnson&JohnsonStefan Amann Chief Digital Officer,Division Industrial Technology,BoschEdward Atkins Strategic Alliances Lead,Tulip InterfacesJayanta Banerj

220、ee Group Chief Information Officer,Tata SteelMartin Brucker Project Director,BoschThomas Frost Expert Partner,Bain&CompanyJrg Gnamm Senior Partner and Head of Global Manufacturing and Industry 4.0,Bain&CompanyRobert Hentschel Vice-President,Partner,Siemens AdvantaDavid Hosie Director,Supply Chain,Jo

221、hnson&JohnsonNadim Jalbout Principal,Siemens Advanta Aditya Jetly Manager,Strategy and Analytics,NEOMSarajit Jha Chief Business Transformation Services and Digital,Tata SteelBaoyang Jiang Director,Industrial Artificial Intelligence,Foxconn Industrial InternetVgar Kerimolu Head of New Generation Manu

222、facturing Technologies,Ko HoldingHerv Kling Director,Enterprise Supply Chain Excellence,Johnson&JohnsonRuben Kloesgen Innovation Manager,Schneider ElectricThomas Kwasniok Partner,Bain&CompanyZongchang Liu Vice-President and Chief Data Officer,Foxconn Industrial InternetRoey Mechrez Head of Ecosystem

223、,General Manager,Tulip InterfacesBilal Mustafa Vice-President,Operations,Engro Corp Authors Mark Hallum Director Advanced and Clean Manufacturing,NEOMTahar Kerkeni Initiative Lead,Lighthouse Operating System,Centre for Advanced Manufacturing and Supply Chains,World Economic ForumEike Ketelsen Head o

224、f Advanced Manufacturing Transformation,NEOM;Project Fellow,Centre for Advanced Manufacturing and Supply Chains,World Economic ForumMarkus Plack Head of Circular Economy,NEOMBart Talloen Executive Fellow,Centre for Advanced Manufacturing and Supply Chains,World Economic ForumFederico Torti Initiativ

225、es Lead,Centre for Advanced Manufacturing and Supply Chains,World Economic ForumThe Lighthouse Operating System:Driving Responsible Transformation30Torbjrn Netland Professor and Head of Chair of Production and Operations Management,ETH ZrichStephane Poittevin Senior Vice-President,Global Supply Chai

226、n,Schneider ElectricNajam Saeed General Manager,Digital Transformation,Engro CorpAhmad Shakoor General Manager,New Venture Division,Engro CorpPratulkumar Shinde Vice-President,Partner,Siemens AdvantaStefan Silberstein Expert Senior Manager,Bain&CompanyHenrik Sonneburg Senior Partner,Siemens AdvantaE

227、mrah Ylmaz Director Design and Integration,Ko HoldingThe Lighthouse Operating System:Driving Responsible Transformation31Endnotes1.World Economic Forum.Global Lighthouse Network.https:/initiatives.weforum.org/global-lighthouse-network/home2.Spear,S.,&Bowen,H.K.(1999,SeptemberOctober).Decoding the DN

228、A of the Toyota production system.Harvard Business Review.https:/hbr.org/1999/09/decoding-the-dna-of-the-toyota-production-system3.World Economic Forum.(2025,January 9).Circular transformation of industries:Unlocking economic value.https:/reports.weforum.org/docs/WEF_Circular_Transformation_of_Indus

229、tries_2025.pdf4.World Economic Forum.(2024).Development pilot with Ko Group.5.World Economic Forum.(2024).Development pilot with Tata Steel.The Lighthouse Operating System:Driving Responsible Transformation32World Economic Forum9193 route de la CapiteCH-1223 Cologny/GenevaSwitzerland Tel.:+41(0)22 8

230、69 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.