Avoid the biggest Industry 4.0 blunder

This way you avoid the biggest Industry 4.0 blunder you can make.


Applying industry 4.0 by transforming it digitally is popular. This was shown last year by a worldwide research by McKinsey & Company. 80 percent of the companies surveyed had carried out a digital transformation project. Only 16 percent of the companies surveyed had a lasting result. Why does it go wrong so often? Because the largest industry 4.0 blunder is lurking.

 

This way you avoid the biggest Industry 4.0 blunder you can make.


Applying industry 4.0 by transforming it digitally is popular. This was shown last year by a worldwide research by McKinsey & Company. 80 percent of the companies surveyed had carried out a digital transformation project. Only 16 percent of the companies surveyed had a lasting result. Why does it go wrong so often? Because the largest industry 4.0 blunder is lurking.

This way you avoid the biggest Industry 4.0 blunder you can make.


Applying industry 4.0 by transforming it digitally is popular. This was shown last year by a worldwide research by McKinsey & Company. 80 percent of the companies surveyed had carried out a digital transformation project. Only 16 percent of the companies surveyed had a lasting result. Why does it go wrong so often? Because the largest industry 4.0 blunder is lurking.

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Is Industry 4.0 receiving too much attention?

Industry 4.0 receives so much attention that self-thinking production lines with cloud control sound more like a cliché than an innovation. This technical violence would almost make you forget that a company still stands or falls with its employees. Overlooking the people in overalls (or sometimes in a blue dust jacket) is the biggest blunder you can make. Forget to involve them and you're not going to achieve anything with Industry 4.0. It is a fact that the companies that involve their employees in the various developments in the field of ICT, are building a stronger, more innovative, more inspiring organisation. Their people trust each other and their managers. The result will follow automatically.

Is Industry 4.0 receiving too much attention?

Industry 4.0 receives so much attention that self-thinking production lines with cloud control sound more like a cliché than an innovation. This technical violence would almost make you forget that a company still stands or falls with its employees. Overlooking the people in overalls (or sometimes in a blue dust jacket) is the biggest blunder you can make. Forget to involve them and you're not going to achieve anything with Industry 4.0. It is a fact that the companies that involve their employees in the various developments in the field of ICT, are building a stronger, more innovative, more inspiring organisation. Their people trust each other and their managers. The result will follow automatically.

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Is Industry 4.0 receiving too much attention?

Industry 4.0 receives so much attention that self-thinking production lines with cloud control sound more like a cliché than an innovation. This technical violence would almost make you forget that a company still stands or falls with its employees. Overlooking the people in overalls (or sometimes in a blue dust jacket) is the biggest blunder you can make. Forget to involve them and you're not going to achieve anything with Industry 4.0. It is a fact that the companies that involve their employees in the various developments in the field of ICT, are building a stronger, more innovative, more inspiring organisation. Their people trust each other and their managers. The result will follow automatically.

ICT is about people

ICT and human work are often seen as opposites. ICT is about products and their configuration, people break it; PEBKAC (Problem Exists Between Keyboard And Chair). That is nonsense. ICT is about people. We automate to make work easier. If you perform repetitive tasks without human input, you avoid mistakes and boredom. ICT wants to make the work that people do simpler, more fun and more interesting. That's why the people within Industry 4.0 should always be central. Unfortunately, practice is more difficult.

ICT is about people

ICT and human work are often seen as opposites. ICT is about products and their configuration, people break it; PEBKAC (Problem Exists Between Keyboard And Chair). That is nonsense. ICT is about people. We automate to make work easier. If you perform repetitive tasks without human input, you avoid mistakes and boredom. ICT wants to make the work that people do simpler, more fun and more interesting. That's why the people within Industry 4.0 should always be central. Unfortunately, practice is more difficult.

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ICT is about people

ICT and human work are often seen as opposites. ICT is about products and their configuration, people break it; PEBKAC (Problem Exists Between Keyboard And Chair). That is nonsense. ICT is about people. We automate to make work easier. If you perform repetitive tasks without human input, you avoid mistakes and boredom. ICT wants to make the work that people do simpler, more fun and more interesting. That's why the people within Industry 4.0 should always be central. Unfortunately, practice is more difficult.


"The art of a successful project is to think about how to use ICT."



"The art of a successful project is to think about how to use ICT."



"The art of a successful project is to think about how to use ICT."



"The art of a successful project is to think about how to use ICT."


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The art of a successful ICT project

In the case of new projects, the first question we still get is: 'what needs to be set up for our processes?'. Nowadays, the answer requires an explanation. Setting up a solution, whether it's programming or configuring, is almost no longer necessary. The standard has been further developed to such an extent that, with few exceptions, it hardly requires any configuration. The art of a successful project lies in thinking about how to use ICT. What is going to change and how are you going to involve the shop floor in this change? In short: change management.

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The solution seems crystal clear

The solution appears crystal clear from the boardroom. In general, you want to work as much as possible in the same way in your organisation. The more similar the processes are, the more manageable they are. As a manager you get an overview and as an employee it is easier for you to help within different departments.

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The art of a successful ICT project

In the case of new projects, the first question we still get is: 'what needs to be set up for our processes?'. Nowadays, the answer requires an explanation. Setting up a solution, whether it's programming or configuring, is almost no longer necessary. The standard has been further developed to such an extent that, with few exceptions, it hardly requires any configuration. The art of a successful project lies in thinking about how to use ICT. What is going to change and how are you going to involve the shop floor in this change? In short: change management.

Image

The solution seems crystal clear

The solution appears crystal clear from the boardroom. In general, you want to work as much as possible in the same way in your organisation. The more similar the processes are, the more manageable they are. As a manager you get an overview and as an employee it is easier for you to help within different departments.

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The art of a successful ICT project

In the case of new projects, the first question we still get is: 'what needs to be set up for our processes?'. Nowadays, the answer requires an explanation. Setting up a solution, whether it's programming or configuring, is almost no longer necessary. The standard has been further developed to such an extent that, with few exceptions, it hardly requires any configuration. The art of a successful project lies in thinking about how to use ICT. What is going to change and how are you going to involve the shop floor in this change? In short: change management.

Image

The solution seems crystal clear

The solution appears crystal clear from the boardroom. In general, you want to work as much as possible in the same way in your organisation. The more similar the processes are, the more manageable they are. As a manager you get an overview and as an employee it is easier for you to help within different departments.


Those neckties certainly don't know it's busy enough as it is.



Those neckties certainly don't know it's busy enough as it is.



Those neckties certainly don't know it's busy enough as it is.



Those neckties certainly don't know it's busy enough as it is.


Equal monks, equal caps

Imagine, for example, that in your company you are dealing with products that require full traceability as well as with products that do not. Introducing full traceability for everything seems practical. Products that require this are traced and you exchange employees between departments without extra instructions. Equal monks, equal caps. A little more administrative overhead translates into savings on external hiring and extra training.

It must be those guys in the office again.

On the shop floor, such a decision can be interpreted differently. Why should you follow the same guidelines for cardboard boxes as for hazardous substances? It will be those figures in the office again. Those neckties in the office certainly don't know that it's busy enough as it is already. The result: the Fedex labels are all printed on Monday, so to speak, and all sticked to the boxes on Friday. Is there something wrong? Then the run of a whole week has to be recalled instead of a few pallets.

Why are the scanners stored in the closet?

Variants of this story take place over and over again. We discover that it happens when a customer asks us: 'How do I make sure that the scanners are taken out of the closet?'. We tend to answer: 'By taking them out of the closet'. But we know that asking questions will yield more. The right counter-question is: 'Why are the scanners stored in the closet?'

Equal monks, equal caps

Imagine, for example, that in your company you are dealing with products that require full traceability as well as with products that do not. Introducing full traceability for everything seems practical. Products that require this are traced and you exchange employees between departments without extra instructions. Equal monks, equal caps. A little more administrative overhead translates into savings on external hiring and extra training.

It must be those guys in the office again.

On the shop floor, such a decision can be interpreted differently. Why should you follow the same guidelines for cardboard boxes as for hazardous substances? It will be those figures in the office again. Those neckties in the office certainly don't know that it's busy enough as it is already. The result: the Fedex labels are all printed on Monday, so to speak, and all sticked to the boxes on Friday. Is there something wrong? Then the run of a whole week has to be recalled instead of a few pallets.

Why are the scanners stored in the closet?

Variants of this story take place over and over again. We discover that it happens when a customer asks us: 'How do I make sure that the scanners are taken out of the closet?'. We tend to answer: 'By taking them out of the closet'. But we know that asking questions will yield more. The right counter-question is: 'Why are the scanners stored in the closet?'

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Equal monks, equal caps

Imagine, for example, that in your company you are dealing with products that require full traceability as well as with products that do not. Introducing full traceability for everything seems practical. Products that require this are traced and you exchange employees between departments without extra instructions. Equal monks, equal caps. A little more administrative overhead translates into savings on external hiring and extra training.

Image

It must be those guys in the office again.

On the shop floor, such a decision can be interpreted differently. Why should you follow the same guidelines for cardboard boxes as for hazardous substances? It will be those figures in the office again. Those neckties in the office certainly don't know that it's busy enough as it is already. The result: the Fedex labels are all printed on Monday, so to speak, and all sticked to the boxes on Friday. Is there something wrong? Then the run of a whole week has to be recalled instead of a few pallets.

Image

Why are the scanners stored in the closet?

Variants of this story take place over and over again. We discover that it happens when a customer asks us: 'How do I make sure that the scanners are taken out of the closet?'. We tend to answer: 'By taking them out of the closet'. But we know that asking questions will yield more. The right counter-question is: 'Why are the scanners stored in the closet?'

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What really changed?

There will be several answers to this. We have a lot of turnover. The procedure is too complicated. There is no time for training. That is undoubtedly all true. But can it be solved? Are the solutions you come up with within your company going to change anything? What is fundamentally different from last time?

Messroom miracles

You want the scanners out of the closet? Then use your messroom. We know the employees inside out. Prepare to comment on the waterfall of remarks, but give them a chance to express it. Let people think along where possible or give them the feeling (at least) that they are being heard. This gives you time to find ananswer to those complaints, to show benefits and to explain why. You don't have to expect a messroom miracle, but your arguments will be discussed at local pub by them. This contributes more to Industry 4.0 than a dozen extra measures.

It can also be done differently

Our conclusion: involve people, be open to feedback from the shop floor and be transparent in your intentions. It will surprise you what you can achieve with this.

What really changed?

There will be several answers to this. We have a lot of turnover. The procedure is too complicated. There is no time for training. That is undoubtedly all true. But can it be solved? Are the solutions you come up with within your company going to change anything? What is fundamentally different from last time?

Messroom miracles

You want the scanners out of the closet? Then use your messroom. We know the employees inside out. Prepare to comment on the waterfall of remarks, but give them a chance to express it. Let people think along where possible or give them the feeling (at least) that they are being heard. This gives you time to find ananswer to those complaints, to show benefits and to explain why. You don't have to expect a messroom miracle, but your arguments will be discussed at local pub by them. This contributes more to Industry 4.0 than a dozen extra measures.

It can also be done differently

Our conclusion: involve people, be open to feedback from the shop floor and be transparent in your intentions. It will surprise you what you can achieve with this.

Image

What really changed?

There will be several answers to this. We have a lot of turnover. The procedure is too complicated. There is no time for training. That is undoubtedly all true. But can it be solved? Are the solutions you come up with within your company going to change anything? What is fundamentally different from last time?

Image

Messroom miracles

You want the scanners out of the closet? Then use your messroom. We know the employees inside out. Prepare to comment on the waterfall of remarks, but give them a chance to express it. Let people think along where possible or give them the feeling (at least) that they are being heard. This gives you time to find ananswer to those complaints, to show benefits and to explain why. You don't have to expect a messroom miracle, but your arguments will be discussed at local pub by them. This contributes more to Industry 4.0 than a dozen extra measures.

Image

It can also be done differently

Our conclusion: involve people, be open to feedback from the shop floor and be transparent in your intentions. It will surprise you what you can achieve with this.

 

Know where you stand with Industry 4.0?

Manufacturing and logistic companies have focused on innovation, and that goes very quickly. Reason enough to ask again this year how things stand. Fill in the survey below and share with us where your organisation stands. If you leave your email address at the end, we will send you our findings.

Let's start!
 

Know where you stand with Industry 4.0?

Manufacturing and logistic companies have focused on innovation, and that goes very quickly. Reason enough to ask again this year how things stand. Fill in the survey below and share with us where your organisation stands. If you leave your email address at the end, we will send you our findings.

Let's start!