Siemens Digitalization in Food & Beverage Presentation Dr. Kai-Stefan Schober
Istanbul, May 24, 2017
Industry 4.0 – Challenge for the F&B industry in Turkey, advantage or competitive disadvantage?
2 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Roland Berger is the only strategic consultancy of European origin – We provide strategic advice to the world's top decision makers
Roland Berger: Company overview – Top global management consulting
Source: Roland Berger
Founded in 1967 in Germany by Roland Berger
50 offices in 36 countries, with approximately 2,400 employees
220 RB Partners currently serving
~1,000 international clients
Austria, Vienna; Bahrain, Manama; Belgium, Brussels; Brazil, São Paulo; Canada, Montreal; Croatia, Zagreb; Czech Republic, Prague; France, Paris;
Germany, Berlin, Düsseldorf, Frankfurt, Hamburg, Munich, Stuttgart; Greater China, Beijing, Guangzhou, Hong Kong, Shanghai, Taipei; Hungary, Budapest;
India, Mumbai, New Delhi, Pune; Indonesia, Jakarta; Italy, Milan; Japan, Tokyo; Lebanon, Beirut; Malaysia, Kuala Lumpur; Morocco, Casablanca;
Netherlands, Amsterdam; Nigeria, Lagos; Poland, Warsaw; Portugal, Lisbon; Qatar, Doha; Romania, Bucharest; Russia, Moscow; Singapore;
South Korea, Seoul; Spain, Madrid; Sweden, Gothenburg, Stockholm; Switzerland, Zurich; Thailand, Bangkok; Turkey, Istanbul; Ukraine, Kyiv;
United Arab Emirates, Dubai; United Kingdom, London; USA, Boston, Chicago, Detroit
3 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Content
A. Industry 4.0: from global buzz to reality
B. Industry 4.0 readiness of F&B in Turkey
C. Turkey to prepare for Industry 4.0 – Next steps
Source: Roland Berger
4 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
The global manufacturing industry is gearing up for the next level of industrial revolution - Industry 4.0
Development stages of industrial manufacturing
Source: Bitkom/Fraunhofer, DFKI, Roland Berger
A
First industrial revolution
Second industrial revolution Third industrial revolution
Fourth industrial revolution?
Mechanical weaving loom
Introduction of mechanical
production assets based
on water and steam power
Introduction of a "moving"
assembly line at Ford
Motors
Introduction of mass
production based on division
of labor and electrical energy
First programmable logic
controller (PLC)
Introduction of electronics
and IT for higher auto-
matization of production
Real time, self optimizing
connected systems
Introduction of intelligent
machines, embedded cyber-
physical sensors, collaborative
technologies, and networked
processes
1784 1923 1969 2014
Drivers of this development
> Large amount of data
available
> Rising demand for (mass)
customized products
> Advanced algorithms
allowing better real-time
and large data analysis
> More affordable
sensor/actor technologies
> Increasing prevalence of
communication including
wireless technology in the
factory
4.0 3.0 2.0 1.0
5 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Industry 4.0 can be understood as the full integration and digitalization of the industrial value creation
Source: Plattform Industry 4.0, MIT Sloan Management Review, Roland Berger
Definition of Industry 4.0 (not exhaustive)
> Digital transformation refers to the changes associated with the application of digital technologies in all aspects of human society
> Industry 4.0 is the industrial application of the concepts applied in the digital transformation, key elements are:
– Complete connectivity with real-time ability
– Decentralized, intelligent and self optimizing / organizing
– Modular and reconfigurable
> Assessment of Industry 4.0 impact needs to take analogies from digital transformation and specifics of the manufacturing industry into account
> The digital transformation in the consumer goods sector is much more advanced than the industrial application
Digital transformation
Industry 4.0
Mobile devices
E-Commerce
Car sharing
Apps
Contactless pay
Home robotics
Wearables
Smart Home
Cloud data
Smart handbooks
Private robots
Self-optimizing systems
Self-learning robots
Predictive Maintenance
A
6 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Interlinking of real (physical) and virtual (cyber) world will lead to so called cyber-physical systems that determine Industry 4.0 solutions
Schematic interlinking of physical and virtual world - Examples
Cyber world Physical world Industry 4.0 solutions
> Advanced algorithms
> Machine learning
> High-performance hardware
> Robotics
> Automation equipment
Self-learning robots
> Embedded systems
> Real-time image processing (e.g. OCR)
> Data storage hardware
> Traditional machinery
> RFID
> Automation equipment
Self-reconfiguring machines
> Advanced data analytics
> Database mgmt. systems
> Cloud computing
> Traditional machinery
> Traditional & semiconductor based sensors
Predictive maintenance
> Real-time image processing
> Advanced data analytics
> Advanced algorithms
> Camera & imaging systems
> Visual sensors
> Traditional sensors
Smart environ-ment recognition
Characteristics/Goals
> Connectivity as the key factor is linking both worlds in each solution
> Enable Individualized or mass
customized products Highly flexible
production Integration of
customers and value adding partner into value creation
Coupling of production and high-value services
Cost and efficiency benefits and quality improvements
Source: Roland Berger
A
7 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Industry 4.0 combines a wide set of technologies becoming well known
Source : Roland Berger
A
MONITORING / CONTROL
2
Precision MANUFACTURING OPERATIONS
3
WORK ORGANIZATION
5
CAO, IAO
Flexibility
Traceability
SERVICES (INTEGRATION, MAINTENANCE)
CFAO
Virtual industrialization
Centralized planning and management of machines
Interconnected machines & plants
"Smart" machine (self-correction)
Precision engineering
Additive manufacturing Cobotics
Multi-support and multi-operation machines
Per piece RFID tracking
Active sensors
Retrofit
Conditional maintenance
Machine installation
Task specialization
Duty organization
Augmented operator
Learning organization
4
Monitoring, command
Flow management
Automated logistics / Internet of Things
Automated internal logistic
Available maturity / Industrial diffusion
Emerging maturity / Limited diffusion
Future maturity / Precursors
PRODUCT DESIGN / PROCESS
1
"virtual manufacturing plant" digitalized, production process simulation
Remote monitoring, mobile app, shared databases Thermal, hygrometric,
counting sensors...
Shared GPAO
Laser sensors, vibra switches, corrective programs
3D printing, Intelligent Assist Devices
Big data, télémaintenance
PLM MES Gravage laser, flashcode, puces
Lean Manufacturing
GPAO, PLM, RFID GV grinding,
laser cutting, HFwelding
Transfer center
SNC, programs, multi-spindle, etc.
Programmed / De-programmed machines
Batch mana- gement
Digitalization of order- flow
Numerical command
Traditional techniques
8 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Most industrial players have launched Industry 4.0 pilots to test those solutions in legacy plants – F&B industry is catching up
Intelligent logistic bins
Augmented reality
Smart production
Humanoid robotic
Source: press review, companies websites, Roland Berger
Collaborative robotics
3D food printing
Conditional maintenance
A
MOST INDUSTRY 4.0 TECHNOLOGY BRICKS ARE EXISTING Traceability
Arla/Käseproduktion:
Innerhalb einer Produktionszeile stehen verschiedene Maschinen verschiedener Hersteller. Über die IT können die Maschinen zusammengeschaltet werden. (a) die Maschinen können nur aufgrund der IT als "integrierte Fabrik" behandelt werden und (b) je nach Bedarf können die Maschinen mittels IT zur Produktionszeile dazu geschaltet werden –durch die individuellen Kombinations-möglichkeiten der einzelnen Maschinen ergeben sich quasi unterschiedliche Produktionszielen, die bei Bedarf schnell einzurichten sind
Thijs/Sortierung belgischer Waffeln:
3 verschiedene Roboterarme arbeiten im Akkord. Sie greifen je 2 Waffeln vom Fließband. Eine Kamera sagt ihnen, wo die Waffeln liegen. Die IT ermöglicht, dass die Roboter sich frei bewegen können indem sie für Kollisionsfreiheit sorgt
Barilla/3D Pasta-printing:
Im besten Fall wird von einem Kunden z.B. online die gewünschte Pasta-Form eingegeben. Diese wird durch die IT direkt weiter an die Produktion geleitet. Aktuell muss man die Form noch individuell eingeben, aber die Automatisierung ist nur der finale Schritt
Danish Crown/Traceability von Fleischprodukten:
Jedem Bauern kann ein bestimmter Barcode zugewiesen werden. Wenn das Fleisch in Teile zerlegt wird, bleibt der Code mit den Einzelteilen verknüpft. Die IT speichert, wo welches Fleischteil wann war und kann im Fall von Qualitätsmängeln das Einzelstück zum Ursprung und durch die gesamte Fabrik zurückverfolgen
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The goal of 'Industry 4.0' is the intelligent factory which is characterized by adaptability, efficiency and a full digital integration
Source : Roland Berger
A
Factory 4.0 – Overview
SUPPLIERS
CLUSTER OF SUPPLIERS
CLUSTER OF PLANTS
PLANT OF THE FUTURE B PLANT OF THE FUTURE A
3D PRINTING / ADDITIVE MANUFACTURING
SENSORS
NANOTECHNOLOGY / ADVANCED MATERIALS
> Zero default / deviation > Reactivity > Traceability > Predictability
> Scrap elimination > Mass customization > Rapid prototyping
> Smart value added products > Technical differentiation > Connectivity
ROBOT
CLOUD COMPUTING
> Stronger protection for internet based manufacturing
> Technology products with longer life cycle
CYBERSECURITY > Give sense to complexity > Creativity > Collaborative manufacturing
> Cyber Physical Systems (CPS) > Numerical command
– Full automation – Totally interconnected systems – Machine to machine communication
LOGISTICS 4.0
> Fully integrated supply chain
> Interconnected systems > Perfect coordination
BIG DATA
ADVANCED MANUFACTURING
SYSTEMS
CLIENTS
AUTONOMOUS VEHICLE
> Customer & marketing intimacy > Flexibility > Perfect match with customer's
needs with production mass efficiency
> On demand manufacturing
MASS CUSTOMIZATION
INTERNET OF THINGS
> Object tagging > Internet-object communication via
low power radio > Real time data capture > Optimized stocks > Reduced wastes
> Real time - Autonomy - Productivity > Full transparency on data reporting
> Flow optimization > Increased security > Lower costs
RESOURCES OF THE FUTURE
WIND ALTERNATIVE / NON CONVENTIONAL SOLAR GEOTHERMIC
> Clean and renewable energies everywhere
> Energy Storage > Alternative raw materials
> Characteristics
> Smart robots and machines – Multipurpose "intelligent" robots able to adapt, communicate, and interact with each other and with humans based on remote control
> Big Data – New methods to handle huge amounts of data and tap into the potential of cloud computing
> Cyber-physical systems (CPS) and marketplace – IT systems built around machines, storage systems and supplies linked up as CPS
> New quality of connectivity – Connection of digital and real worlds with constant exchange of information between machines, work pieces, systems and human beings
> Energy efficiency and decentralization – Energy decentralization for plants due to climate change and scarcity of resources
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Data and communication will be the backbone of Industry 4.0 – Some players with already wide offering and new players entering
Positioning of different players for Industry 4.0 – Factory view
Source: Roland Berger
Players1)
Data/ Funct.1)
ERP System MES System Sensors/Automation Building Automation 3D Data Big Data Services
1) Not exhaustive; examples only
> All transaction data > Asset data > Price/cost data
> Shopfloor transaction data > Machine data > Maintenance data > Logistic data
> Sensor status like pressure, position etc., communication with other sensors
> Machine control data
> Status of all building data, e.g. temp., light, access control, ventilation
> Product 3D data > Factory 3D data > PLM data
> Storage capacity > Algorithms and analytics > Connectivity
Client
M
M M
M
Controls & Automation
MES System
MES System
ERP System
Factory 4.0
Building automation
"Virtual" Production routing
New players
A
11 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Industry 4.0 is changing the paradigm of manufacturing strategy
Industry 4.0 – Characteristics
From mass production to mass customization 1 Flexible production, short production lead time enabling new business
models emergence and affordable customization
From volume scale effect to localized & flexible units 2 From large factories specialized per product in LCC to smart factories with high
technological equipment enabling to produce at competitive cost everywhere
From planned make to stock to dynamic make to order 3 From an organized production, based on planning and forecast and supported
by stocks, to dynamic production and yield management, on demand
4 From product to usage
Integrated conception, services being a key element of the business model/ decision factor
From cost driven to ROCE driven 5 Higher ROCE for lower Capital employed as complexity is transferred on
numeric
From taylorism to flexible work organization 6 Remote work (augmented reality, permanent connectivity), Tasks parallelism,
flexible organization and management
From hard working conditions to attractive work space 7 Development of complex artisanal production, with clean/ highly connected
work space, white collars intensive
A
Source: Roland Berger
13 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Industry 4.0 will significantly change business rules; It offers enormous opportunities to new winners but kills non-innovators…
Industry 4.0 – Expected benefits
Source: Roland Berger
A
Design and manufacture better products – Industry 4.0 will enable adaptation of manufacturing methods by region e.g. automated zero defect manufacturing 1 Improve process efficiency and save costs – It would connect digital and real processes to identify and address manufacturing issues in advance, e.g. a quality issue 2 Create new business models – Industry 4.0 would disintermediate value chains or change the business rules itself e.g. Value chain will become more visible and need for intermediaries might be eliminated 3 Generate additional business – New 'Industry 4.0' comers would be the future game changers e.g. 3D bio-printing for fabricating biological constructs to produce soft tissues and artificial bones would help in generating additional business
4 Unleash innovation – It would free up additional creativity to fully leverage digital potential e.g. demand for business-model innovation is currently rising 5 Rethink organizations – Industry 4.0 would make organizations more responsive and flexible e.g. R&D teams would be able to leverage on global expertise at a faster rate 6
17 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Countries have prioritized Industry 4.0 in their future plans – Turkey also identified smart production as a key enabler for future growth
Source: European Commission, TÜBITAK, Roland Berger
Selected initiatives supporting advanced manufacturing and ICT in Europe
1) Federal Ministry of Education and Research
Issuer Program (content, funding volume) BMBF1) Future Project Industry 4.0 EUR 200 m
Future Inventions Fund for Digital Society EUR 150 m
Warwick Manufacturing Group EUR 229 m University of Warwick
Catapult Centers EUR 370 m
Innovate UK
MIP Cleantech Vlaanderen n.a.
EUR 8 m
Factories of the Future 4.0 Made different
EUR 41 m Intelligent factories clusters CFI
Min. of Science, Ind. & Techn. + TÜBITAK
Industry 4.0 (Decree 2016/101) tbd
A
TÜBITAK Technology & Innovation Grant Programs Directorate
EUR 260 m
SAN-TEZ program EUR 110 m
Support German industry for future challenges
Monetary support for R&D on embedded systems, big data and integrated objects
Different research initiatives focused on automotive & ICT
Double manufacturing contribution to GDP
Innovative cleantech and transition economy projects
Support the development of 'Factories of the future"
Structure Italian manufacturing community to develop & leverage research, with 4 projects
Drive the shift to intelligent/smart production systems & increase the share of high-tech production of the Turkish industry
Support project-based R&D activities of Turkish firms
Stimulate R&D co-operation between firms &universities by supporting graduate project on technology-based products
Min. of Science, Industry & Techn.
The 10th Development Plan (2014-18), the National Science, Technology, and Innovation Strategy (2011-16) and Industrial Policy Strategy (2011-14) build the foundation for promoting Industry 4.0 in Turkey by strengthening manufacturing to boost medium- and high-tech exports
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B. Industry 4.0 readiness of F&B in Turkey
19 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Digital transformation is basis for implementing Industry 4.0 – the race in which Turkey needs to come from behind
Technology absorption at company level
Innovation capability
International patents, apps/million of people
Internet usage for B2B
Internet usage for B2C
Employee training and development
Business Usage
#36
#83
#40
#47
#49
#102
Turkey's ranking
#56
"Underperformer" "Leader"
Source: WEF Global Information Technology Report 2016, Roland Berger
Turkey's ranking in "Business Usage Index"
B
20 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
The manufacturing industry has lost importance due to the de-indus-trialization – Turkey's manufacturing share above global average
CZECH REPUBLIC
27% 26%
GREECE
11% 9%
ITALY
20%
15%
SPAIN
13%
18%
GERMANY
23% 23%
FRANCE
11%
16%
UK
11%
16%
Manufacturing share of gross value added in selected countries, 2000 vs. 2014 [%]
1) 2004 vs. 2014
Source: UNCTAD, Roland Berger
USA
15% 12%
RUSSIA
15%
22%
CHINA1)
28%
32%
JAPAN
19% 21%
CYPRUS
5% 9%
AUSTRALIA
7% 12%
B
Global Average 2000: 17%
2014: 16%
TURKEY
18% 21%
21 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Initiatives to push manufacturing drive absolute growth of sector – F&B sector with potentials resulting from Industry 4.0
Sector-wise contribution to GVA [bn USD at current prices, %]
9%
18%
2009
710
8%
65%
9%
18%
2013
729
8%
65%
9%
17%
2012
703
9%
64%
9%
17%
2011
687
9%
64%
558
9%
66%
Agriculture
17%
2000
250
Services
11%
9%
9% 21%
Other industry
(incl. Construc-
tion etc.)
Manufacturing
2014
59%
Sector-wise contribution to GVA and F&B production index [bn EUR, %, Index]
Source: UNCTAD, Roland Berger GVA = Gross Value Added = GDP + subsidies – taxes on products
Food & Beverage Manufacturing Production Index, 2005-2015 [Index, 2010 = 100]
B
122
90
80
112
90
81
0
50
100
150
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Food Beverages
Production of food & beverages increased by around 25%-pts. between 2009-2015
Manufacturing GVA grew by 36%-pts. between 2009-2014
22 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Food & Beverages are a comparatively strong pillar of Turkey's ex-port strategy – Growing export surplus despite large domestic market
F&B import and export revenues, 2010-2015 [bn USD]
Food exports as % of merchandise exports; Food imports and exports [bn EUR]
Source: WTO, Turkish Statistical Institute, Roland Berger
France
5.6
7.6
Italy
Turkey
8.6
11.5
Portugal
Austria
12.4
Germany
20.9 Greece
16.4 Spain
12.5
F&B exports1) as a % of merchandise exports, 2015
B
11.2
5.6
3.4
5.2
3.3
8.9
5.5
10.2
6.7
10.7
5.4
9.5
5.1 5.1
5.1 4.0
4.4
4.9
1) Including food, beverages and tobacco Imports Exports
2015 2014 2013 2012 2011 2010
23 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
But Turkey with currently a very low Industry 4.0 readiness Index – Approach to increase readiness to be defined…
Manufacturing
share
[% GDP; index]
Greece
Luxemburg
Germany
Romania
Norway
Cyprus
Belgium Finland
Netherlands
Bulgaria
Lithuania Hungary
Czech Republic
Sweden
France
UK
Italy Slovenia Spain
Estonia Portugal
Denmark
Poland
Latvia
Croatia
Austria
Slovakia
Frontrunners
Traditionalists
Hesitators
Source: Roland Berger
Roland Berger
Industry 4.0
Readiness Index1)
Industry 4.0 readiness – Positioning European countries for Industry 4.0
High
Low
Low High
Potentialists
1) Based on industrial excellence (production process sophistication, degree of automation, readiness workforce and innovation intensity) and value network (focus on high value add, industry openness, innovation network, internet sophistication)
B
Turkey
24 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
C. Turkey to prepare for Industry 4.0 – Next steps
25 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Approach for Turkey to take on Industry 4.0
Turkey will require an enhanced approach to prepare and increase its readiness for Industry 4.0 revolution – Increase manufacturing
Source: Roland Berger
> The Government would need to support in creating a suitable ecosystem by investing in infrastructure, power, data connectivity
> Turkish companies will have to show readiness to adopt new technologies
Government/ Regional support 1
C
> Public and private partners have to collaborate closely to boost innovation
> Transfer R&D knowledge to industry
> In Turkey, industrial bodies need to take the lead in promoting innovation by providing avenues for stakeholders to come to a common forum
Accelerate Innova- tion 2
> Industries need to adopt the global best practices in four major domains:
– Business Model
– Value Chain
– Financial Base
– Knowledge base
> Widespread adoption of global practices will ensure overall growth
Adoption of best Practices 3
> The digital aspect has become mission-critical for many products and services
> Therefore, "new" industry needs a competitive environment that fosters dynamic telecommunications and Internet usage
Establish Infrastruc-ture 4
> Besides infrastructure, this dynamic digital environment also needs to foster new talent
> Backward looking education policies and ancient content will need to be radically changed to enable adoption of Industry 4.0
Foster New Talent 5
> Each company needs to identify the objective and potential of Industry 4.0 for their firm and develop a tailored strategy accordingly
> Top down organization change is required to implement the strategy and generate buy in across all levels
Develop a Road- map 6
26 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Roland Berger suggests a 4-step approach to define Industry 4.0 vision, priorities and develop a tailor-made roadmap
ad 6. Approach to define Industry 4.0 roadmap What is your
company's
objective?
1. What are the
opportunities for your
company?
2. What is the potential
for
your company ?
3. Which
way to
excellence ?
4.
> List of priority improvement levers
> Financial target impact on CAPEX, WCR,
Gross margin
> Detail of impacts on job and skills
(resource shift, new skills to capture)
> Operational roadmap
including key milestones
> Adjusted budget including
program financial impacts
> Governance structure
> Internal diagnosis of company current
4.0 performance
> Review of current initiatives
> Defined target for the company
> Gap analyses to target
> Validated list of
priority objectives
to cover through
the program
Key
d
eliv
erab
les
C
Source: Roland Berger
Implementation roadmap and program governance
Customer needs / differentiation
Disruptive new technological solutions
Internal performance
diagnosis
2
3
4
Prioritization of levers
Quantification of full potential (financial, skills …) & impacts
Mapping of building blocks (regulations, technology, cyber security, standards, …)
Priority Objectives
1
5
6
7
Opportunity identification
27 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
Industry 4.0 will improve Turkey F&B brand image as innovation driven, technologically advanced, high quality & safe manufacturing base
Impact on Turkey's F&B brand image
How Industry 4.0 will upgrade "Made in Turkey" brand
Good quality
Cost effective
Innovative
Safe
High-tech
C
Source: Roland Berger
28 170523_KS_ Industrie 4 0_Presentation_Siemens_Turkey.pptx
28
Your Roland Berger contact person – Looking forward to your call/questions
Source: Roland Berger
> Engineering
> Machinery
> Infrastructure/Construction
> Construction materials/chemicals
> Industrial services
> Strategy/market analysis
> Production
> Restructuring
> Marketing efficiency/Sales-Up
> Improvement programs
Dr. Kai-Stefan Schober
Senior Partner
Core competencies
kai-stefan.schober@ rolandberger.com
Telephone: +49 160 7448 372
Contact details
Position