![]() Lighthouses can be built practically anywhere, by small or big companies, in developing or developed economies, and at greenfield or brownfield locations. Today, 103 lighthouses-such as Tata Steel’s plant in Kalinganagar, India, and select Henkel Laundry & Home Care production sites-have been identified around the world. The difference is that the GLN specifically identifies lighthouses as successful 4IR trailblazers. Digital factories serve as “construction sites” for companies to implement 4IR technologies and test-run new operations before applying the advances at scale. This may sound similar to the concept of a digital factory-because it is. Ultimately, these sites are intended to serve as an Industry 4.0 benchmark for the transformation of other sites. Lighthouses aim to capture more than 80 percent of the identified value of chosen use cases-meaning those involving 4IR technologies. A lighthouse (in this context) is a manufacturing site that has successfully implemented 4IR technologies at scale, with a significant operational impact. The World Economic Forum, in collaboration with McKinsey, launched the Global Lighthouse Network (GLN) in 2018 to identify organizations and technologies in the vanguard of the Fourth Industrial Revolution. Learn more about our Operations, Advanced Electronics, Financial Services, Technology, Media & Telecommunications, and Sustainability practices. In the words of Western Digital CEO David Goeckeler, “It’s not just about our company being better and us being prepared for the future it’s about all of our employees being ready for that future-keeping them at the center, having them highly engaged, all of the reskilling, getting them excited about what the future holds.” The benefits can go far beyond business outcomes. shift-develop and implement content and delivery mechanisms to train workers at scaleĪ conversation with Francisco Betti (head of the Platform for Shaping the Future of Advanced Manufacturing and Production, launched by the World Economic Forum in 2017) and the CEOs of Flex, Protolabs, and Western Digital offers perspective and real-world insights on building workforce capabilities and shifting mindsets for successful digital transformations in manufacturing.shape-identify talent gaps that must be addressed and design the program infrastructure to address them.scout-analyze the skills required to achieve a company’s ambitions.The end-to-end skill transformation has three phases: In Europe, 94 percent of surveyed executives believe that the balance between hiring and reskilling should be equal or tip toward reskilling, compared with only 62 percent of US respondents. This is increasingly vital as disruptive technologies transform job requirements, but the outlook on reskilling differs geographically. Reskilling is the real challenge: workers are retrained with new skills that will enable them to fill different positions within their companies. Upskilling means that employees learn new skills to help them in their current positions as the skills they need evolve. To thrive in the Fourth Industrial Revolution, companies must ensure that their workers are properly equipped through upskilling and reskilling and then hire new people when necessary. Technology, however, is only half of the Industry 4.0 equation. advanced engineering: additive manufacturing (such as, 3-D printing), renewable energy, nanoparticles.human–machine interaction: virtual reality (VR) and augmented reality (AR), robotics and automation, autonomous guided vehicles.analytics and intelligence: advanced analytics, machine learning, artificial intelligence.connectivity, data, and computational power: cloud technology, the Internet, blockchain, sensors.Industry 4.0 brings these inventions beyond the previous realm of possibility with four foundational types of disruptive technologies (examples below) that can be applied all along the value chain: Seventy percent said their companies were already piloting or deploying new technology.ĤIR builds on the inventions of the Third Industrial Revolution-or digital revolution-which unfolded from the 1950s and to the early 2000s and brought us computers, other kinds of electronics, the Internet, and much more. Steam propelled the original Industrial Revolution electricity powered the second preliminary automation and machinery engineered the third and cyberphysical systems-or intelligent computers-are shaping the Fourth Industrial Revolution.īefore 2014, the Google search term “Industry 4.0” was practically nonexistent, but by 2019, 68 percent of respondents to a McKinsey global survey regarded Industry 4.0 as a top strategic priority.
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