Nowadays, all walks of life are deploying digital transformation, and for China's traditional manufacturing industry, digital transformation is a top priority, but due to the complexity of manufacturing enterprise organization, business, products and value chain, it brings many obstacles to digital transformation. This article will focus on sharing how to do a good job in digital transformation in the manufacturing industry.
For work reasons, I have come into contact with many traditional manufacturing companies, and these companies have a clear commonality:
After so many years of development in the traditional industry, the efficiency that should be improved, the marketing link that should be shortened, the production tools that should be automated, and the profit margin that should be improved are almost reaching their peak. The profit growth rate of top companies is getting slower and slower, the fate of small workshop companies is ill-fated, the competition in the entire industry is cruel, and the market is crowded...
Transformation seems to have become an inevitable path for traditional manufacturing companies, and it has also become a word that everyone never forgets. But how to transform? where to turn? It has indeed become a big stone pressing on the traditional manufacturing industry.
In recent years, the "Internet of Things" has taken off. With the Internet of Everything, the Intelligent Internet of Things, and the concept of "smart city", the Internet of Things has suddenly become a favorite, and digitalization has become life-saving straw for enterprise transformation and reform.
I am not a senior practitioner in this industry, so I can't give you a professional interpretation, but I can share with you a professional "Manufacturing Digital Transformation Report".
Click to get it for free: https://www.jiandaoyun.com
In the "Manufacturing Digital Transformation Roadmap" , a "starfish" quadrant model is constructed to measure the general capabilities of the digital transformation of the manufacturing industry, and the goals, characteristics and capabilities of advanced practices in the process of digital transformation of the manufacturing industry are given .
The starfish quadrant model includes four transformation dimensions: business model, technology paradigm, organizational method, and cultural awareness . Enterprises can compare their own capabilities in the process of digital transformation to judge the comprehensive level of their own digital transformation and clarify the specific direction for next-step improvement. and path.
I won’t go into details for reasons of length, you can read the white paper for details.
Let me share with you a typical case of digital transformation of the manufacturing industry. With the help of the analysis method of the white paper, I will discuss the construction practice of the digital transformation of the manufacturing industry from three aspects: pain point analysis, method tools, and transformation results .
Case: Stanley Black & Decker (Suzhou): Integration of automation and information technology
The reason for sharing this case is that the digital transformation of Black & Decker (Suzhou) is very comprehensive in the traditional manufacturing industry, and the transformation is very successful and representative~
I believe that most companies will also encounter the following pain points:
There is still a great potential for efficiency improvement in paper-based office. All analysis reports need to be manually created, and the data lags behind. Mail and telephone interconnection inevitably creates information lag. When the business changes, logo printing wastes resources and cannot be modified in time. Order plans change rapidly, production records are not timely, and business information needs to be bundled and circulated under multiple conditions. Digital construction involves multiple departments, and it is necessary to eliminate data islands between departments and achieve timely information sharing.
A very important element of the transformation dimension listed in the "Starfish Quadrant" is "Technology Platform Solutions". We might as well separate it, namely technology platform and solution.
In terms of the choice of technology platform, Stanley Black & Decker (Suzhou) chose to use Jiandao Cloud to independently build the application system. The zero-code building method is like building blocks, and the cost of learning and getting started will be much lower.
From the formulation of the solution, in order to make it easier for everyone to understand, here is a scenario to show:
Scenario 1: Smart printing, self-service reporting
Upload the Jiandao Cloud docking scheduling system and daily production order information to the background to realize data exchange and real-time presentation.
Synchronize the electronic scale system with Jiandaoyun production order data, scan the QR code of the product packaging to record the data, and automatically compare and count in the background. When the weighing is qualified and reaches the weight standard of a pallet, it will be automatically included in the finished product quantity and trigger the production line QA inspection, the inspection is qualified, and the automatic printing of the label is triggered.
Scenario 2: Smart Attendance
The production line deploys the face-based attendance system, designs the data connection scheme between the system and Jiandaoyun, builds the basic personnel data of Jiandaoyun, designs the approval process form, enters the job, asks for leave, resigns, and transfers online in real time, canceling paper filling.
Through this action, Black & Decker (Suzhou) has realized paperless office in terms of real-time statistics and analysis of data, reduced manual input by 10+ man-days, automated the approval process, improved management efficiency by about 12%, and increased clerk work efficiency by 100% .
Scenario 3: Performance Appraisal
According to KPI requirements, design calculation rules in the data factory, so that monthly production, attendance, return, 6S and other node data are automatically integrated and calculated in the data factory, and the calculation results are updated in real time on the dashboard for members to view. When the monthly ranking results come out, the news will be automatically pushed according to the principle of bonus distribution, and the bonus will be automatically summarized.
Scenario 4: Equipment repair
The production line adopts the method of scanning codes to report for repairs and technicians grab orders for repairs. It designs the data connection scheme between PLC and Jiandaoyun.
Through the digital transformation of equipment maintenance, real-time statistical summary analysis of data to achieve paperless maintenance, reduce manual entry of 10+ man-day man-hours, automate the approval process, and improve management efficiency by about 12%.
To make a summary:
The digital economy has become a new engine for the high-quality development of the manufacturing industry, and digital transformation has also become the only way to improve the competitiveness of the manufacturing industry. How to realize the digital transformation of the manufacturing industry through a new round of technological revolution represented by information technology in the future is a question that every manufacturing company needs to consider.