Five Lessons for Digital Transformation

While it’s still early days in the Fourth Industrial Revolution, common errors can put organizations behind the curve on their ability to compete.   

Five years ago, a group of international business executives, investors, government officials, scientists, Nobel laureates, and journalists came together in Davos, Switzerland, for “Mastering the Fourth Industrial Revolution,” the 2016 World Economic Forum annual meeting. The week-long conference consolidated the latest thinking about digitalization of industry and highlighted the transformative potential of the internet of things, cyberphysical systems, and artificial intelligence.

It also legitimized the idea of smart factories, where machines, people, and processes are interconnected, augmented by advanced analytics and intelligent algorithms. Suddenly the factory of the future urgently needed to arrive. It was a call to action for industry and governments.

What has happened since then? Over the last five years, industrial companies around the world have been heavily investing in digitalization of manufacturing. There are now roadmaps for technology deployment and designated budgets for digital transformation. New digital manufacturing departments and teams have been established. The topic of digitalizing manufacturing has truly gone mainstream, becoming a featured topic in the annual report of most large and mid-sized industrial companies.

Unfortunately, tangible results have been mixed. There have been numerous successful breakthroughs but also been many failed projects. Innovation always requires experimentation with some expected failures along the way. It is part of the agile method. However, many of those failed smart factory investments can be traced back to flawed strategy and/or poor execution. Most companies are still learning by doing. What are the key lessons learned so far?

Over time, a dataset can and should grow, adding new variables to your original use case and creating additional use cases.

As companies embark on their smart manufacturing journey, there are some important common mistakes that can derail those efforts regardless of their industry sector or level of digital maturity. In Hitachi Vantara’s experience with manufacturers, we have witnessed familiar errors being repeated and also learned critical success factors. These are the top five lessons learned in digital transformation of manufacturing.

Lesson 1: Don’t Start with a Solution

Too often, people fall in love with a solution before really understanding the problem(s) to be solved, or the job to be done by the solution. It is like the adage of a hammer looking for nails. A specific technology or a software solution is sometimes pre-selected before fully exploring the needs and constraints of the use case. Solution-centric thinking usually derails the innovation process, and very often leads to a failed project.

To avoid this pitfall, we encourage our clients to start with an initial analysis and scoping activity which is solution-agnostic. Start with the problem to be solved. Only after the job to be done is well understood can solution alternatives be explored. This enables more innovative problem-solving, and potentially better or simpler solutions in the end.

Lesson 2: Go to the Genba

The Japanese word Genba (現場) is defined as the place where value is created. It is where the work is done — the factory floor. Surprisingly, many companies try to conceive and deploy digital solutions without sufficiently engaging the workforce of the Genba. This inevitably leads to failure.

The shop floor staff possesses a deep understanding about how production operates today. They also usually have a wealth of ideas about how to make things better. Since they will become the users of the new digital solutions, it is necessary to capture their requirements and preferences when designing the user experience and user interface. And critically, engaging the factory workforce is the best way to gain their acceptance and enthusiasm for the transformation.

Lesson 3: Build Buy-In and Alignment

A global producer of machinery engaged Hitachi to support digital transformation at a newer factory in Europe. Initial discussions were with the company’s IT director, who had some ideas about what he wanted to do. As we started to meet the factory management team, it became clear that they lacked a shared vision about what they wanted to do, and why.

Over the following weeks we helped them to align around a common vision and to align their individual agendas to that vision. Only with the collective buy-in of the key stakeholders could the project move forward. Building this alignment may sound relatively easy, but surprisingly around 50% of our clients struggle with this. Either they don’t appreciate the importance of it, or internal politics get in the way. Without this alignment, your likelihood of success is quite low.

Lesson 4: Use the Minimum Viable Dataset

One common misconception about digitalizing manufacturing is that you should first build a huge dataset containing all the available data, then start developing algorithms on top. In reality, this approach is backwards and usually fails. Best practice is to start with a minimum viable dataset. Select those critical few variables that you believe are needed to solve the problem. The “trivial many” variables are best ignored.

As the agile development progresses, more variables can be added to the dataset. Sometimes this is based on targeted installation of sensors or cameras. Over time, the dataset can and should grow, adding new variables to your original use case and creating additional use cases. But it is wise to avoid building a massive dataset too early.

Over time, a dataset can and should grow, adding new variables to your original use case and creating additional use cases.

 

Lesson 5: Integrate Digital with Operational Excellence

The purpose of digitalizing the factory is to achieve operational excellence and make a step-change in performance. Your operating system principles, such as 5S, Continuous Flow, JIT Pull System, Theory of Constraints, SMED, Poka-Yoke, Jidoka, SPC, RCA, etc., underpin your manufacturing model. Digitalization is a means to improve these principles through real-time data and advanced intelligence.

Unfortunately, many companies still have operational excellence strategies and teams which are separated from their digital strategies and teams. Companies have found success joining together these two functions and achieving tremendous results. IT and OT teams can come together successfully if there is sensitivity toward addressing the “cultural divide” that often exists between the two siloes.

In summary, these five practical lessons should provide you with food for thought. If you’ve had similar experiences, it might be time to reconsider your strategy and execution. In the context of the fourth industrial revolution, five years is not a long time and we are all still at the beginning. There are still not always clear right and wrong answers. That’s the nature of innovation. Everyone is learning by doing, but the speed with which you learn could be a difference-maker to your future competitiveness.   M

About the author:
Greg Kinsey is an Industry Executive at Hitachi Vantara, helping clients to envision, plan, and execute their Industry 4.0 journeys. With over 35 years of experience in industry, technology, and consulting, he is an international thought leader and trusted advisor in the digital transformation of industry.  He began his career as a factory automation engineer at Goodyear, and subsequently led the manufacturing platform business at Digital Equipment Corporation. During the 1990s, Greg was a pioneer in the Lean Six Sigma movement, as Operational Excellence director at both AlliedSignal and Siemens. He went on to executive roles at IBM, HP, Celerant Consulting, and Hitachi.