In the Age of Experience, manufacturing has expanded from between four walls into a global operations value network. Digitalization and automation allow businesses to experience their production value stream virtually, making manufacturing concepts ready in no time. But Dassault Systèmes’ 3DEXPERIENCE platform goes beyond digitalization to provide both a system of operations (to run a business) and a business model (to transform a business) for the future of manufacturing:
Make it sustainable in the Industry Renaissance
In our Experience Economy, consumers want product experiences. New categories of innovators are creating new categories of sustainable experiences for new categories of consumers; but switching from delivering products to delivering experiences requires profound change. Experiences include rich content—customization with users defining what’s needed and when according to the user’s desire. This adds complexity to operations, requiring more diversity and efficiency for predictable, consistent process execution.
Workforce of the Future
Capturing knowledge and know-how from today’s workforce empowers sustainable experiences that inspire innovation for future workers.
The future is about people, not machines. Tomorrow’s game changers will be those companies that empower their people (the workforce of the future) to do work and build innovation with the best knowledge and know-how, not use the most automated production systems.
Global Operations Optimization
Optimize processes to relieve the burden in manufacturing unique customer experiences while simultaneously reducing waste in material, time, and energy.
Sustainability is a classical concept in lean manufacturing. The first idea of lean manufacturing is eliminating muda, or waste. Waste is what makes operations non-sustainable. If operations are efficient, we reduce our waste and ecological footprint. Industry 4.0 was about using robots for automation and placing sensors for better visibility on shop floors. These strategies are continuous improvement and could add one to three percent productivity annually. That’s not disruption.
Value Network Orchestration
Foster transparency, visibility and collaboration across the value network to bring unique sustainable experiences to market.
A value network has so many different types of actors that we need to enlarge the scope and topology of Industry. This presents immediate challenges. The world of manufacturing has been modeled on large, upper tier companies; but now a much broader spectrum includes even the smallest partners and start-ups. This is more like a beehive model structured with a singular mission—everyone knows why they are working, has clear goals and works in collaboration. The beehive is way too busy for distraction. Everyone is caught up in the mission, and there’s a recognized point of success, measured financially in many cases.