Pillar Description: Making decisions is at the heart of every operation. Since manufacturing operations move and change rapidly, making decisions quickly using all of the appropriate data is crucial to success, but not easy. Companies must use their data management capabilities to convert data into information and insights to drive decisions and action. With the workforce skills shortage, experienced people cannot be the primary resource for sound best-practice decisions.

Question: How well does your company do at transforming data to information to insight to decision to action?

Your answer: Good 1. Great that you have been working to close the loop from data to action; this puts you in a strong position. Build on those successes to identify where you can duplicate them or what remains for you to improve this further. You will see the impact in ability to innovate to disrupt and reduce errors.

Question: Does your company use a digital twin of the plant to support and accelerate decision-making?

Your answer: Yes, in some areas or facilities 2. You've made a great start to have factory digital twins! Building out from there for more complete visibility may be a good path, and certainly making full use of the virtual to actual loop in your twins will help you to innovate to disrupt and address errors.

Best Practices: Leaders are focusing on ensuring that they can quickly collect data, enrich it with context, and turn it into information. With information in hand, people and systems can analyze for insights and make confident decisions. Ideally, this information is available in a visual digital twin of the facility to show where issues are at any given moment. Top Performers are more likely than Others to use a digital twin of the plant

Pillar Description: Industry 4.0 is a strategy to use decentralized information to manage operations proactively across an enterprise and value chain. The objective is to optimize resources, processes and outcomes for profitable, quick response. We use this term to cover a range of visions such as Smart Manufacturing, Digital Transformation, and others. Industry 4.0 creates the "Smart Connected Factory" with supporting technologies such as automation, IoT, cloud computing, and MES.

Question: Which of the following best describes your status in the Industry 4.0 journey?

Your answer: Getting started with several projects 1. Great news that you are working on several fronts. Given your need to innovate to disrupt and challenges with errors, focus on projects to deliver to those priorities.

Question: Which of the following best describes how complete your data integration is from equipment, plant, and enterprise systems?

Your answer: Mostly complete 2. Examine whether data disconnects are preventing your ability to innovate to disrupt. If there are many, consider projects that might improve more than one integration deficit.

Best Practices: Leaders have been investing in Industry 4.0 and digitalizing their operations for some time. As a result, they are more likely to have many relevant projects already delivering benefits and streamlining manufacturing. These efforts have helped support continuous improvement efforts and make the company more agile to manufacture effectively and efficiently in today’s ever-changing environment.

Pillar Description: Manufacturing Execution System (MES) deliver information to optimize production activities from order launch to finished goods. MES guides, initiates, responds to, and reports on plant activities as they occur. To do so, MES puts into context a wide array of current and accurate data from both operations technology (OT) and information technology (IT). MES can deliver mission-critical information about production activities across the product lifecycle, enterprise, and supply chain via bi-directional communications.

Question: Which of the following statements do you agree with for your company's current MES or Manufacturing Operations Digital System?

1. Streamlines work for frontline workers:
Your answer: True
Congratulations! You have an MES approach that enhances efficiency and supports your frontline workforce. This is crucial to innovate to disrupt.

Keeps up with changes in products, processes, and materials:
Your answer: True
It's great that your MES approach can keep up with the pace of change in your business and facilities! As unpredictable as your environment can be, this is a crucial capability for managing manufacturing operations and to innovate to disrupt.

Provides data fast enough to impact performance:
Your answer: False
Start the process to buy an MES that provides data to your operators, supervisors, and technicians fast enough to impact performance. It may help you overcome errors. Improving MES could also be essential to innovate to disrupt.

Creates high value for resources expended:
Your answer: False
It seems your MES is not delivering giving you the return you could get. We recommend you seek out a new MES that meets your needs with less effort and input.

Best Practices: At the center of Industry 4.0 and Manufacturing Operations Digital is MES. Every company has a system to manage manufacturing execution. Some are modern and sophisticated, others have been in place for a decade or more. Not every company has executive support or has invested the resources such a system needs to thrive and deliver full benefits over the long term. Top Performers are more likely to have made that commitment in both human and financial resources.

Pillar Description: Data management and governance are the foundation of manufacturing Operations Digital as well as analytics and AI. Smooth flowing, clean and reliable data is crucial for a complete understanding of an operation. Industrial dataOps is complex, however, with the variety of real-time and time-series data from equipment, automation, unstructured data from cameras and sensors, in-plant software, as well as transactional and event-based data.

Question: Consistent management of all plant data

Your answer: Fair 1. How can you manage your data more consistently? Start where it might impact your performance and help you to innovate to disrupt. Don't expect perfection, but improvement.

Question: Agree on a single source of truth

Your answer: Good 2. Good news that your personnel can generally agree on a single source of truth! To improve even further, we recommend you pinpoint what is preventing that and set up a program to ensure everyone feels they can reliable get trusted information.

Question: Put IT and OT data into a common context for analysis

Your answer: Fair 3. If you have some areas where IT and OT data gets put into context, use that positive experience to build out. You may seek next projects to tackle errors issues. Seeing the full picture is crucial to manufacturing Operations Digital success, so keep improving.

Question: Where are the gaps in your data flow that typically need manual effort, handoffs, or intervention?

Your answer: Enriching or putting data in context, Generating actionable insights, Taking appropriate action4. Good work! You've been eliminating manual handoffs and have only a few left. Identify which handoff steps or workflows to fully automate for the best impact on errors, or to innovate to disrupt.

Best Practices: Investing in technology to ensure data flows seamlessly delivers value to improve and accelerate processes. Smooth and automated data flows across equipment, automation, MES, and enterprise systems bolsters a company's agility. Top Performers have better processes and capabilities across a wide array of data management and governance within the manufacturing operation and beyond. Top Performers are about three times as likely to have excellent data capabilities as others.

Pillar Description: Manufacturers are faced with a skills shortage, so it’s imperative that the workforce is empowered with the tools and information they need to do their jobs efficiently and effectively. This applies to the operators, technicians, and supervisors working in the facility. Digital empowerment can also support operations support personnel doing scheduling, maintenance, and continuous improvement as well as others in the offices in supply chain, engineering, development, sales, marketing, and finance.

Question: How well does your company perform at sharing best practices?

Your answer: Good 1. Good news that you have some capability to share best practices. Keep improving your processes and systems to encourage excellent best practice sharing. Making it more standard, systematic, or easy to access might be good starting points.

Question: How well does your company perform at collaborating among teams?

Your answer: Good 2. We recommend you ask a few questions: How might you improve your collaboration? What is keeping you from being excellent at this crucial element for improving operations? Are there issues with mindsets, incentives, processes, or software that prevent world-class collaboration? Identify the top issue and start working to resolve it.

Question: Which of the following groups typically have easy access to the plant data they need to do their jobs?

3. Plant Personnel (i.e., operators, technicians, supervisors):
Your answer: True
Excellent that your operators, supervisors, and technicians have what they need to do their jobs readily available. This can help you to innovate to disrupt.

Operations Support personnel (i.e., schedulers, maintenance leads, manufacturing engineers, quality, continuous improvement):
Your answer: True
It's outstanding that your quality, maintenance, scneduling, and related staff have the information they need accessible. This can help you to innovate to disrupt, and improve overall outcomes.

Office Personnel (i.e., procurement, planning, finance, product engineering, sales, marketing):
Your answer: False
Isn't it time to create a project to ensure your office-based workforce has the operations data they need? Start by identifying one process or data set that might help you alleviate the challenge(s) of errors.

Best Practices: No matter how sophisticated or automated a manufacturer becomes, the employees are crucial to success with manufacturing operations. Employees from the shop floor to the top floor should be empowered to do what is best for the company at any time. Top Performers are over three times as likely to be excellent at sharing best practices and collaborating easily across disciplines or teams.