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The Future of Manufacturing
Joe Barkai
ACE 2013April 30, 2013
Out of the Recession (?)
Sources: Markit Group Holdings Ltd., 2013ISM, 2013
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PMI
Jan 2000 - Mar 2013
Out of the Recession (?)
Sources: Markit Group Holdings Ltd., 2013ISM, 2013
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Optimism?Uncertainty!
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Rethinking Priorities
0% 10% 20% 30% 40% 50% 60% 70%
Manufacturing footprint and sourcing strategies
Manufacturing process innovation
New product innovation
New/enhanced customer services
Supply chain collaboration and transparency
Transactions/joint venture to acquire access to new markets, technology or talent
Next 1-2 years
Past 1-2 years
Which of the following elements of your operations will contribute significantly to overall profitability?
Source: Economist Intelligence Survey, 2012
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Let’s Innovate Innovation is expensive Innovation is risky Innovation takes time to make a difference Innovation may not solve the problem anyway
WasteDifferentiationNeutralizationProductivity
Source: Geoffrey Moore, Dealing with Darwin Joe Barkai6
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40
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The Tipping Point
Source: Adapted from Sketching User Experience (Buxton, 2007), TechDigest.tv, Yahoo! Finance
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“From image to implant” “Zero spare part inventories” “Minimal” supply chains
Manufacturing Renaissance?
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The Wonderful World of 3D Printing
The Wonderful World of 3D Printing
Quality Reliability Safety Regulations IP protection Traceability
The Path to Industrialization
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Global markets “Design anywhere / build anywhere / sell &
support anywhere” Global supply chains
Global Manufacturing Imperatives
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Not Much Has Changed In A 100 Years
Leverage Economies of Scale
Automation
CraftsmanshipMass
ProductionLean, TPS Flexible
Manufacturing
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Harmonize different manufacturing plants: products, processes, resources
Design for capabilities
The Global Virtual Plant Floor
Demand Forecasting
Design for Capabilities
Plan for Capacity
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Modularity and Platforms
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Collaborating on Innovation
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Competitors (e.g. to reduce costs, benefit from …
Academic institutions
Government/Public-sector organizations
Technology providers (e.g. IT or plant specialist)
Product companies (e.g. to provide a combined …
Supplier (e.g. to cooperate on product design)
Key Customers(e.g. for bespoke product development)
Much greater/ greater collaboration Same level ofcollaboration
Much less/lesscollaboration
No collaboration
Source: Economist Intelligence Survey, 2012
Do you intend to collaborate in innovation more or less with the following external groups over the next 12 to 24 months?
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The ‘ME’ economy From products to performance Dynamic innovation-networks
Evolution of New Business Models
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The ‘ME’ economy From products to performance Dynamic innovation-networks
Evolution of New Business Models
Design DeliverMakeInnovate
Customer as Designer
Mfg. Supplier
Design Suppliers
Manufacturer
Local Plant
3rd Party
Service
Provider
Sales
(Products &
Service
Customer
Customer as
Manufacturer
Design Collaboration
Embe
dded
Com
plia
nce
Su
pp
lier
collab
ora
tion
Predictive Maintenance
Cus
tom
er-
cent
ric
serv
ice
Factory
Visibility
Everything and Everyone is Connected
Service
Customer Intimacy
Design
Collaboration
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The Digital Thread Enterprise PLM/PDM strategy Foundation for data quality and analytics Multidisciplinary optimization Leverage emerging IT models
Cloud Mobility Social business Big data and analytics
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• Multiple datastores• Fragmented processes• “Localized” / domain specific
analytics
Connect, Analyze,
Predict and Act
• Outsourcing design• Collaborative design
Increase Value
Reduce Waste
• Limited visualization• Cloud• Mobile-enabled
Reduce Complexity
(&Complication)
Strategy for Success
• Single virtual data model• End-to-end multidisciplinary
visibility • Predictive analysis• Context sensitive, smart action
• Design for performance• Customer centric• Modular & reusable design &
processes• “Glocal” manufacturing
• User /context aware decision making
• Context sensitive, smarter action
• Visual decision making• Social-embedded
FROM TO
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