Implementing the smart factory: New perspectives for driving value

Implementing the smart factory:
New perspectives for driving value
March 2020

Implementing the smart factory
Copyright © 2020 Deloitte Development LLC. All rights reserved. 2
Study by the numbers
Research approach
40+ interviews
with global array of
individuals, leaders and
executives with hands
on experience deploying
smart factory
Coded interviews
using multiple
coders, to identify
key ideas and themes
Identified themes
that were common
across smart factory
deployments and study
participants
Life Sciences
Healthcare
Chemicals
AerospacePaper Consumer Products
Plastics

Our 2020 Implementing the Smart
Factory study offers insight into the
findings of our ongoing research into
smart factory transformations. To that
end, we build on, and complement
Deloitte’s in-depth, collaborative study
with MAPI, which investigates the state
of smart factory deployment across
the US, as well as our initial
2017 Smart Factories study, which
offered an initial exploration of the
concept and its key considerations.
“
“
2019
Smart factories will be the game changer for the
US manufacturing industry. Adopting smart
factories will likely result in threefold productivity
improvements over the next decade.
2020
For manufacturers looking to implement a smart
factory, considering lessons from those who have
done it can provide direction forward and pave the
way to greater value.
2017
The smart factory represents a leap forward from
more traditional automation to a fully connected
and flexible system—one that can use a constant
stream of data from connected operations and
production systems to learn and adapt to new
demands.
2020 data source: “Implementing the smart factory, Deloitte Insights, March 2020.

A smart factory is a flexible system which can self-optimize performance across a broader network, self-adapt to and learn
from new conditions in real or near-real time, and autonomously run entire production processes.
Defining the characteristics of a Smart Factory
A S M A R T F A C T O R Y I S …
Proactive
Real-time equipment monitoring with
predictive anomaly identification and
resolution capabilities
Agile
Configurable factory layouts and equipment
with flexible scheduling and changeovers
Transparent
Live metrics and tools to support quick and consistent
decision making with real time linkages to customer
demand forecasts, and transparent customer order tracking
Connected
Continuously pull traditional datasets and new sensor and
location-based datasets enabling collaboration with suppliers
and customers
Optimized
Reliable, predictable production capacity planning and
enhanced asset uptime modelling
Improved asset efficiency, OEE and
reduced downtime via real time and
predictive maintenance
Cost efficient processes with improved
quality compliance, throughput and
productivity
Accurate tracking of inventory from
raw materials to customer delivery
Historical and real time reporting of
production status, and analytics to pin
point root causes of failures
Data source: The smart factory: Responsive, adaptive, connected manufacturing, Deloitte Insights, August 2017.
… A N D E N A B L E S

Drawing from interviews conducted and building on Deloitte’s in-depth, collaborative study with Manufacturers Alliance
for Productivity and Innovation (MAPI)
Special considerations for the Smart Factory
Key Themes
Positioning smart factory
initiatives for value:
Lessons in smart factory transformations
from those who have done it
Turning lessons into
outcomes:
Realizing the value of smart factory
transformations

Positioning
smart factory
for value

Discovering underlying change management themes
The familiar
Human-centered design based on real user needs
Focusing on the needs of the end user and enabling them to harness the value of data.
Top-down, bottom-up approach led by change champions
Providing support at a leadership level, as well as on the ground, to gain
organizational buy-in and ensure adoption among workforce.
Diverse teams with a broad variety of skillsets
Identifying and deploying the many unique skillsets required for smart factory success, breaking
down silos across functions, and managing the impact that has on smart factory investment.
Ongoing support and learning
Developing and accessing skills required for the long-term in the resident population and
positioning them on the front-lines of the deployment, even after the deployment has ended.

Successful teams generally focus on the user first, not the technology
Human-centered design based on real user needs
So, we need to apply human science
and human-centered approach to
understand what [the user’s] pain
points are, making sure we understand
how they need to use information,
what they need to look for, why they
need to investigate it, and how they
need to act on it.
“
“
Many successful
smart factory
transformation
leaders point to the
need to consider
user-oriented
perspectives to
achieving business
objectives.

These champions are the ones who typically both understand the overarching vision and have the knowledge and
credibility on the front lines to knock down barriers and drive change where it needs to happen
Top-down, bottom-up approach led by change champions
If any factory wants to introduce
[Industry] 4.0 or a smart factory…
it has to be a top-down, bottom-up
approach… It must be both sides. That
would be the biggest key to success.
“
“
Change champions inside the business can
provide support at a leadership level as well as
on the ground to remove road blocks, gain
organizational buy-in, and outline the business
case for smart factories.

While teams should be diverse, they need not be big to be effective.
Diverse teams with a broad variety of skillsets
Our findings reinforce that most successful transformations employ diverse teams
representing key functions and cross-cutting capabilities.
Cross-functional teams can
reduce the probability that
most important controls,
processes, and cultural
elements will be missed during
the transformation effort.
Cross-functional teaming has
been shown to result in greater
organizational innovation and
growth.
Cross-functional teams pay
dividends in the long run as the
smart factory transformation
scales across DSNs and the
broader network.

Upskilling, or perhaps, add-skilling is important in this regard
Ongoing support and learning
of C-level manufacturing leaders surveyed strongly agree
that their organizations currently possess the skills they
will need in the future
The development of in-house
capabilities can breed long-term
success of smart factory efforts.
Beyond developing in-house
capabilities, other approaches can
also help sustain smart factory
systems and technologies.
Implementing
alternative
talent models
Collaborating
with universities
and other
schools
Leveraging the
skills of
ecosystem
partners
14%

Integrating the Information Technology (IT) and the Operations Technology (OT) in the Smart Factory
The smart factory specific
Human-centered design
based on real user needs
Focusing on the needs of the
end user and enabling them to
harness the value of data.
Top-down, bottom-up approach
led by change champions
Providing support at a
leadership level, as well as on
the ground, to gain
organizational buy-in and ensure
adoption among workforce.
Diverse teams with a broad
variety of skillsets
Identifying and deploying the
many unique skillsets required
for smart factory success,
breaking down silos across
functions, and managing the
impact that has on smart factory
investment.

If an application or process can’t connect to the network to share and access information, it can fail no matter how good
or well-thought-out it is
Connectivity as critical
…because the connectivity has been so
awful, it’s been hard to maintain
adoption of some digital tools.
“ “• Connectivity issues arose in nearly
every smart factory deployment
that we studied – Wi-Fi and
cellular connectivity is often
irregular in the labyrinth of steel
and concrete
• The deployment of smart factory
technologies across the network
demands a carefully crafted
strategy, using qualified advisors,
for building a digital infrastructure
that is scalable, while also
accommodating the unique
demands of each environment
As soon as things start moving around it
becomes very challenging. We have
found that to be quite difficult.
“ “

Even within the same plant network, each facility is likely unique in terms of layout, equipment, and product
Managing the reality of multiple devices
Diversity in purpose
New real-world applications of
devices provide teams with
opportunities to innovate and
discover new ways to capture data
and find new opportunities for value.
Diversity in access methods
Adding sensors to all equipment is not
always practical; issues with access,
quality, security, or machine uptime
may intervene. Teams can leverage
technology to develop new means for
measurement and data collection.
Diversity in age
Smart factory deployments span
some of the most advanced
manufacturing technologies as well as
some of the oldest and integrating
across these age groups can be a
challenge.
Diversity in data structure and format
In a smart factory it is critical to ensure
that data from one system or device
can be combined and leveraged with
data from another.

Recognizing that the people in operations roles are likely to have a different approach and mindset than those in the IT
organization on the use of technology and the introduction of new changes is KEY!
Bridging the IT/OT divide
of respondents in the Deloitte-MAPI quantitative survey
identified difficulty in developing a broader integration between
IT and OT as a major challenge to smart factory initiatives.
IT organizations have historically
made large investments qualifying
and securing technology assets.
They have developed procedures
to accomplish this goal. The OT
organization may not be familiar
with those demands, or of the
rationale behind them.
27%
The focus in the OT organization is
typically on keeping production
going and keeping people safe. IT
may focus on maintaining system
integrity, but that may be perceived
as resistance to suggestions or lack
of understanding of the reality on
the shop floor.
IT v OT

Turning
lessons into
outcomes

Smart factory transformations leverage always-on connectivity to shift the value curve
I L L U M I N AT I N G T H E H I D D E N F A C T O R Y
Connected smart factories provide data that leaders have often never had access to before, illuminating things
that were perhaps always there but “dark” due to lack of digitization.
A U G M E N T C U R R E N T S Y S T E M S F O R N E W V A L U E
Companies can evolve and improve upon familiar methodologies and disciplines, such as lean manufacturing
and talent management, to uncover new ways to create value, drive greater productivity, make faster decisions,
respond more quickly, and more effectively leverage talent.
H A R N E S S A I T O G E T T O T H E N E X T L E V E L
Once everything is connected, data abounds. Companies need tools to make sense of all that information in a
way that humans cannot—to drive value quickly, proactively, and flexibly.
S C A L E T H E S M A R T F A C T O R Y T H R O U G H O U T T H E N E T W O R K A N D E C O S Y S T E M
While significant value can be realized by transforming a single facility into a smart one, the value that can be
realized by scaling across the facility network is exponentially greater.

Connecting assets and data across a broad range of systems, platforms and
data structures is generally key to the smart factory transformation.
Once a facility and its assets are connected, they can unleash a flood of
information to be untangled, translated and acted upon. The infusion of
new data enables organizations to see things that were always there, but
previously impossible to observe or quantify.
Illuminating the hidden factory

By integrating current systems digitally and leveraging the data,
companies can evolve and improve upon areas such as lean
manufacturing and workforce management.
Empower Digital Lean: Digital lean represents the marriage of lean
manufacturing with smart factory principles and extends existing lean
capabilities through digital tools that provide more accurate, precise, and
timely information about operations. The result can be a better ability to
monitor production and report issues, among other capabilities.
Enable smarter approaches to talent: Workers can team with digital and
physical technologies to augment their capabilities, and the technology
itself can create wholly new roles within the smart factory.
Augment current systems for new value

AI can be deployed in a variety of ways throughout the facility:
Robots capable of navigating and learning from the types of uneven or
unpredictable configurations that can be found in industrial facilities.
It can drive predictive maintenance.
It can be used to monitor and optimize performance of products or
processes through the deployment of digital twins and digital thread.
Harness AI and other tools to get to the next level

Scaling smart factory capabilities and processes throughout the
enterprise’s network allows the organization to recognize smart factory
value on an even broader scale.
The influx of data and information can derive improved operations
not just in one facility, but throughout the network and even the
broader ecosystem.
Scale throughout networks, ecosystems, and DSNs

Summing it up
Manage skill diversity
Deal with the devicesIT vs. OT
Put humans at the center
Identify and develop resident skillsChange management sits at the core
Address connectivity early
Identify champions

About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and
their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not
provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the
“Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of
public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.
Copyright © 2020 Deloitte Development LLC. All rights reserved.

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