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Industrie 4.0 is all around us today: in politics, in the media, and on the agendas of researchers and entrepreneurs. Smarter, faster, more personalized, more efficient, more integrated – those are just some of the promises of this new industrial era. The potential, especially for Germany ́s mechanical
engineering industry and plant engineering sector, is indeed great, both for providers and for users of technologies across the spectrum of Industrie 4.0.
But there are still many unresolved questions, uncertainties, and challenges. Our readiness study seeks to address this need and offer insight. Because Industrie 4.0 will not happen on its own.
This study is intended to bring the grand vision closer to the business reality. We also highlight the challenging milestones that many companies must still pass on the road to Industrie 4.0 readiness.
The study examines where companies in the fields of mechanical and plant engineering currently stand, focusing on what motivates them and what holds them back, and on the differences that emerge between small and medium enterprises on the one hand and large enterprises on the other.
The results make it possible for the first time to develop a detailed, systematic picture of Industrie 4.0 readiness in the engineering sector.
The study concludes with recommendations for action in the business community, complementing the diverse suite of programs and activities offered by VDMA’s Forum Industrie 4.0. We would like to take this opportunity to thank the two sponsors of this project from the VDMA Forum, Dietmar Goericke and Dr. Christian Mosch, whose efforts played a critical role in making this study a success.
We are convinced that Industrie 4.0 can become a success story for Germany’s engineering sector. May our “Industrie 4.0 Readiness” study do its part in this effort.
Industrie 4.0 ist in Politik, Medien, Wissenschaft und Wirtschaft derzeit omnipräsent. Intelligenter, individueller, effizienter, schneller, vernetzter – so lauten nur einige Versprechen dieses neuen industriellen Zeitalters. Tatsächlich sind die Potenziale gerade für den deutschen Maschinen- und Anlagenbau gewaltig: Sowohl für Anbieter als auch für Anwender von Technologien rund um das Thema Industrie 4.0. Aber noch existieren viele ungelöste Fragen, Unsicherheiten und Aufgaben. Hier wollen wir mit unserer Readiness-Studie ansetzen und Hilfestellung leisten. Denn ein Selbstläufer wird Industrie 4.0 nicht. Mit der vorliegenden Studie soll die große Vision näher an die betriebliche Realität gebracht werden. Auch zeigen wir die anspruchsvollen Wegmarken auf, die für viele Unternehmen hinsichtlich ihrer Industrie 4.0-Fähigkeit noch zu passieren sind. Die Studie untersucht, an welcher Stelle der Maschinen- und Anlagenbau aktuell bei der Umsetzung steht. Motivation und Hemmnisse der Unternehmen werden ebenso in den Blick genommen wie die Unterschiede, die sich zwischen Mittelstand und großen Unternehmen ergeben. Im Ergebnis ist es erstmals möglich, die „Industrie 4.0-Readiness“ der Maschinenbau-Industrie detailliert und systematisch abzubilden.
Ziele des Energiemanagements von produzierenden Unternehmen können durch ein IT-gestütztes Energiemanagement erreicht werden. Zukunftsszenarien sagen grundlegende Änderungen im Strommarkt voraus – zusätzliche Herausforderungen an das Energiemanagement prod. Unternehmen entstehen. Zusätzliche Hebel zur Beeinflussung der Energiekosten müssten vom Energiemanagement produzierender Unternehmen berücksichtigt werden. Produzierende Unternehmen sollten sich von Anfang an die richtigen Fragen zur Ausrichtung ihres IT-gestützten Energiemanagements stellen. Produzierende Unternehmen benötigen eine klare Energiemanagementstrategie. Aus den Zielen der Energiemanagementstrategie lassen sich die benötigten Energiemanagementfunktionen ableiten. Aus den Energiemanagementfunktionen lassen sich die Anforderungen an die vorhandene IT-Landschaft ableiten. Vermutlich werden nicht alle Anforderungen erfüllt – es entsteht ein Anpassungsbedarf in der IT-Landschaft. Die nötigen Änderungen in der IT-Landschaft müssen analysiert und in einer IT-Entwicklungsroadmap geplant werden.
Thanks to the challenges of the imminent energy turnaround, the power market faces a revolution regarding the energy distribution. In future, energy will not only be distributed from a limited number of large, centralized power plants but also from small, decentralized power generators, e.g. households. This also affects manufacturing companies, which are confronted with developing an energy management strategy. As those companies usually have not set high priorities on their energy management, there is a lack of a structured procedure to build an energy management strategy. Consequently, this creates the need for supporting methods to develop and implement an energy management strategy. This paper tackles the first step in the development of an energy management strategy. For this purpose, a target map is developed and possible use cases are systematized. The next steps of the implementation are presented using the example of load management.
Bedingt durch den Ausbau der dezentralen Energieversorgung steigen die Redispatch-Maßnahmen durch die Übertragungsnetzbetreiber zur Netzstabilisierung. Je nach Szenario werden in 2030 allerdings 62 - 82 % der Bruttostromnachfrage direkt in das Verteilnetz eingespeist, sodass die Verteilnetzbetreiber die Netzbilanz bereits auf NS- und MS-Ebene ausgleichen müssen. Eine Lösungskomponente dazu ist das Industrial Smart Grid; dazu sind tiefere Einblicke in die Produktionsplanung von Industrieunternehmen nötig, um das Netz proaktiv zu regeln. Die Grundlage für diese nötige Transparenz wird unternehmensintern durch die Etablierung von Energiemanagement und dazu nötigen Energieinformationssystemen geschaffen. Um eine zielgerichtete Systemauswahl für produzierende Unternehmen zu ermöglichen, ist ein grundlegender Funktionskatalog eines Energieinformationssystems zu erstellen. Dieses Paper beschreibt die Erstellung eines solchen Funktionskatalogs in Form eines übersichtlichen Funktionsbaums und einer exemplarischen Funktionsdarstellung in einem Use-Case-Diagramm.
Industrie 4.0 is hitting the market. The e.GO Life – an electric car for the city – is developed in under three years and only € 30M investment.
RWTH Campus pairs research and industry partners to pursue innovative ideas and yield cutting-edge products and services to face next-level digitization.
Digital, agile businesses outperform traditional businesses because of lower latencies in the entire reaction chain
acatech Industrie 4.0 Maturity Index:Helping established companies to build the development path to Industrie 4.0
The Maturity Index is offered to the Plattform Industrie 4.0 for transferring the approach to industry and defining Industrie 4.0 performance levels
Industrie 4.0 is hitting the market. The e.GO Life – an electric car for the city – is developed in under three years and only € 30M investment
RWTH Campus pairs research and industry partners to pursue innovative ideas and yield cutting-edge products and services to face next-level digitization.
Digital, agile businesses outperform traditional businesses because of lower latencies in the entire reaction chain
acatech Industrie 4.0 Maturity Index: Helping established companies to build the development path to Industrie 4.0
The Maturity Index is offered to the Plattform Industrie 4.0 for transferring the approach to industry and defining Industrie 4.0 performance levels.
An open infrastructure allows testing of new innovative possibilities for the manufacturing industry Industrie 4.0 is hitting the market. The e.GO Life - an electric car for the city - is developed in under three years and only € 50M investment.
Digital shadow enables fast adaption of products and production.
Digital, agile businesses outperform traditional businesses because of lower latencies in the entire reaction chain. The capability of using data and generate knowledge will different digital champions from losers.
The goal of Industrie 4.0 is a learning agile company;a mere technology driven approach is not sufficient.
A successful implementation of Industrie 4.0 in manufacturing companies requires a holistic transformation approach.
There are many reasons why the shift towards a learning, agile company fails.
For a successful implementation, the entire company structure has to be considered. A stepwise approach is required to build the agile enterprise - smart use of data is the critical success factor.
Company development within the structuring forcesis based on an Industrie 4.0 development path.
The four structuring forces illustrate the fundamental Industrie 4.0 development and are captured by key questions.
The Maturity Index is developed by renowned partners from industry and research Overview on strategic goals and derived projects.
Assessment of IS Integration Efforts to Implement the Internet of Production Reference Architecture
(2018)
As part of a collaborative network, manufacturing companies are required to be agile and accelerate their decision making. To do so, a high amount of data is available and needs to be utilized. To enable this from a company internal information system perspective, the Internet of Production (IoP) describes a future information system (IS) architecture. Core element of the IoP is a digital platform building the basis for a network of cognitive systems. To implement and continuously further develop the IoP, manufacturing companies need to make architecture-related decisions concerning the accessibility of data, the processing of the data as well as the visualization of the information. The goal of this research is the development of a decision-support methodology to make those decisions, taking under consideration the evaluated IS integration effort. Therefore, this paper describes the allocation of IS functions and identifies the effort drivers for the respective IS integration by analyzing the integration possibilities. Conclusively this approach will be validated in a case study.