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Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing WHITE PAPER SEPTEMBER 2020 In collaboration with McKinsey Getty images/urfinguss; Getty images/imaginima; Getty images/ zorazhuang; Getty images/sergeyryzhov; Getty images/Maxger Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing 2Foreword Since its inception in 2018, the World Economic Forums Global Lighthouse Network of advanced manufacturers has demonstrated how leading companies can work towards realizing the full potential of the innovations and advances at the core of the Fourth Industrial Revolution. Beginning with a select collection of leading-edge organizations, the network has seen how lighthouse factories can help entire organizations navigate their modernization journey, inspiring and catalysing change among partner organizations along the way. That is why the Global Lighthouse Network now comprises 54 sites, with 10 sites added in the third quarter of 2020. These manufacturers have excelled at Fourth Industrial Revolution transformation at scale while others have fallen behind, still stuck in “pilot purgatory”. The Global Lighthouse Network includes companies that have achieved remarkable Fourth Industrial Revolution advancements within the four walls of factory sites, or have effectively implemented end- to-end digitization across the value chain. In both cases, Fourth Industrial Revolution technology has been powering the reimagination of manufacturing and supply chains across industries and sectors. Moreover, an essential aspect of lighthouses success lies with a dedicated focus on workforce development and capability building through a variety of means. Indeed, these organizations have prioritized their people by transforming the nature of work through intentional upskilling and/or reskilling efforts, empowering workers to realize their potential through new ways of working. Recent world events, most notably the COVID-19 pandemic, have led to significant disruptions on a scale unprecedented in recent times, affecting nearly every aspect of global industry. While supply chain shocks have uncovered operational vulnerabilities, they have also presented transformative opportunities for manufacturing and supply chain leaders. The advances in technology and new ways of working implemented by these trailblazing organizations have been able to adapt quickly during disruption, while remaining viable and operational. This level of agility and resiliency sits at the core of true Fourth Industrial Revolution innovation, with valuable assets that serve as critical levers during unexpected adversity. The benchmarks and achievements heralded in previous findings about these leading companies remain impressive in their own right. Nevertheless, the turmoil of recent events affords organizations an even more sophisticated appreciation for the very qualities that have sustained them. Thus, it is in this context of unprecedented challenge that lighthouses serve as models of transformation and beacons of light that can guide companies through the storm into a stronger, more resilient future. These companies are leading the way by demonstrating how to reimagine and rebalance operations into the next normal. They are showing how companies can provide value not only to their shareholders, but also to a broader set of stakeholders including workers, consumers and the environment, and society at large. Perhaps most importantly, todays challenges make clear that lighthouses are not at the end of their transformation journeys they are only just starting to unlock the true potential of Fourth Industrial Revolution technologies. As the network of lighthouses grows, its light will shine brighter, helping even more organizations be better prepared to weather the inevitable future storms, whenever and wherever they occur. Francisco Betti Head of Shaping the Future of Advanced Manufacturing and Production, World Economic Forum Enno de Boer Partner and Global Leader Manufacturing, McKinsey 20 facilities are operated remotely from the ICC and home environment, and the company has seen a 4% increase in commitment accuracy. DCP shows how collaborative decision-making, informed by an optimized data platform and advanced analytics providing a single source of truth across the organization, can match production to demand in real time, thus bolstering supply chain resiliency. DCPs effort has yielded a substantial net income + $50m Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing 16Integrated Collaboration Center and Decision Support System allowing to operate plants remotely DCP Midstream has implemented an Integrated Collaboration Center (ICC) leveraging internally developed digital solutions and open innovation venture partnerships. This has allowed to increase the value chain productivity and fully operate plants remotely integrating remote control of field operations with their planning, logistics and commercial systems to optimize in real time product margins. Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing 17Speed and productivity case study: Janssen 2.4 Janssen, the pharmaceutical companies of Johnson & Johnson, employ more than 40,000 employees. By using advanced process control (APC) and multivariant analysis, Janssen has supported its efforts to move to a fully integrated, digitally connected, agile supply chain supporting dynamic customer needs. The system links R&D, internal and external manufacturing to accelerate new product development. Before implementation of APC, efforts to reduce variability and optimize performance had yielded little progress due to the inability to use all the data available, in real time, to correct process conditions. Janssen needed machine learning and multivariant methods to harness the full power of available data in real time. A cloud-based data structure consolidates real- time manufacturing data from process equipment, ERP- and manufacturing execution systems on a large scale. Likewise, multivariant analysis enables the prediction of future and final batch outcome feed as parameters of the optimization model. This data structure combined with robust predictive modelling facilitates both internal and external laboratory product development. Prototype-level production of new product lines, along with testing and registration, is informed by the cloud-based data and modelling systems. Therefore, when it comes to factories both internal and external the data structure and predictive modelling facilitates commercial production, enabling re-characterization of production process for large-scale manufacturing. The system provides extensive monitoring in the control room and on the shop floor, including model outputs and the full plant context viewable through green/yellow/red alerts for process status versus best case scenarios. Operators themselves drive the APC system, enabling higher yields, longer run times, better recovery, fewer process disturbances and the early termination of critical failures. In small pilots, developers can adjust parameters, creating models that can be uploaded to the cloud and delivered directly to the production stage, available for manufacturing. By sharing information at the R&D and manufacturing stages within Janssen and with other companies, these speed and productivity gains are optimized at scale. The impacts Janssen has achieved with 20 models deployed, representing $16 billion in yearly sales, include reduced costs by 20% and a 50% increase in reliability. Janssen applied machine learning and multivariant methods to harness the full power of available data in real time. Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing 18Advanced process control system accelerates new product introduction and provides real-time insights to operators to improve reliability and reduce costs An integrated advanced process control (APC) system linking R&D and internal and external manufacturing, using multivariant analytics in order to accelerate new product development and technology transfer and provide operators real- time insights, ultimately driving improved reliability and overall product costs. The applications are transforming Janssens operations towards being a smarter, more informed and self-learning organization with lower cost and enhanced robustness of its operations. Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing 19Eco-efficiency case study: Schneider Electric 2.5 Schneider Electric, a European multinational company headquartered in France, provides energy and automation digital solutions aimed at efficiency and sustainability. With operations in over 100 countries, Schneider Electric employs over 135,000 workers. The company has made use of Fourth Industrial Revolution technologies over the past decade to connect end-to-end assets, divisions and customers, which has yielded efficiency gains, growth and improved sustainability. Facing several challenges, including a lack of summarized, measurable data, the inability to view capacity risks, the lack of a collaborative sales forecast, and generally scattered collaboration, Schneider Electric developed an end-to-end plan. The plan implements end-to-end Internet of Things and predictive analytics solutions across several manufacturing sites, allowing optimized energy management at the plant level, thereby achieving energy and cost savings. The digital energy management strategy deploys internet-of-things connectivity, edge-based descriptive analytics, and cloud-based predictive analytics. Residing at the edge, the Power Monitoring Expert utilizes connected meters and sensors to create powerful visualizations and descriptive analytics of granular energy consumption by machines and processes. A cloud-based Resource Advisor pulls granular plant data and provides a data platform for energy management at a global level. The Resource Advisor solution provides predictive insights to energy costing trends and spend patterns that allow users to optimize their energy costs. This digital energy management strategy has been utilized to reduce plant energy costs by 26%. Additionally, the facility has seen a 78% CO2 reduction as well as a 20% water use reduction. The power of data sharing and analytics at a regional level have driven $6 billion in energy savings for North America. Schneider Electric has shown how end-to-end analytics, combined with a commitment to transparency around energy usage, has enabled better decisions for energy procurement, leading to eco-efficiency gains. The facility has seen a 78% reduction in CO 2 CO 2 Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing 20End-to-End IoT and predictive analytics energy management Schneider implemented an End-to-end IoT and analytics predictive solutions across several manufacturing sites allowing to optimize the energy management at a plant level and achieving energy and costs savings. Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing 21Conclusions and Outlook Previous white papers have explored how Global Lighthouse Network organizations have surpassed benchmarks, redefined new, safer, better ways of working and achieved new levels of technology adoption at scale. These frontrunner companies were already demonstrating the great potential for transformation that could be realized by acting on a bold vision and investing courageously in people and technology both within the four walls of individual factories and end-to-end, across the value chain. Then, with the onset of the global pandemic, the world suddenly faced adversity on levels unprecedented in recent memory. Obstacles quickly emerged that posed unfamiliar challenges at scale, across all sectors of the world economy. Qualities that have characterized frontrunner Global Lighthouse Network organizations are essential to maintaining viability in the wake of tremendous global disruption. Just as these organizations have developed the agility and collaborative working modes to drive business success, they have been able to engage these same qualities of excellence to withstand new pressures. Moreover, lighthouses are showing how to take operations to the next level in the face of immense adversity. We can look to lighthouses to see how industrial companies can affect a Great Reset by engaging the most consequential durable shifts that will enable sustainability through difficult times. But it is not just about enduring challenge the Great Reset is a call to transformative action that delivers value to a broader set of stakeholders, including workers, consumers and the natural environment. Four durable shifts agility and customer centricity, supply chain resilience, speed and productivity, and eco-efficiency have emerged as key requirements for industrials in manufacturing and supply chain to be ready to undergo the Great Reset. The use cases detailed in this paper offer illustrations of key lessons crucial for moving an organization in the direction of the four durable shifts. It is worth noting that, unsurprisingly, each of these use cases involves a combination of advanced digital technology and well-led, properly skilled human workers. This combination is essential in every case neither can alone achieve the type of transformations characteristic of the 4 durable shifts without the other. This reinforces past findings that suggest frontrunner organizations keep people at the centre, even as they invest courageously in leading-edge technology. Lighthouses are not at the end of the development pathway. Despite the impressive benchmarks and improvements these remarkable companies have achieved, the sheer number and diversity of use cases playing out at sites all over the globe suggest that plenty of further innovation and evolution lies head. For every metric of improvement, there are other related opportunities for enhancement to operations, practices and methodologies. Moreover, as the power and scope of digital technology continues to grow at exponential rates even as cost reduction continues to democratize access to it it will bring within reach new levels of productivity, efficiency and sustainability. As Global Lighthouse Network sites continue to innovate, adapt and evolve, they shine even more brightly, illuminating the way for others to emerge. Individual Global Lighthouse Network members have themselves realized significant benefits in return for their investment and effort. But the shared benefit of their experience, and what it can teach other companies, extends across the world in various sectors of industry. As additional organizations join this group of exceptional frontrunners, the network only grows, casting more light across the industrial and economic landscape. This expanding network of guiding li
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