„industrie 4.0“ – the impact of digitization on...

INTANGIBLES: THE EUROPEAN STATE OF THE ART

2nd International Policy Conference“

Frankfurt am Main, 12. September 2017

„Industrie 4.0“ – The Impact of Digitization on Sustainable Value Creation

Professor Dr. Robert Obermaier

© Professor Dr. Robert Obermaier 2 Lehrstuhl für Betriebswirtschaftslehre, insbes. Accounting und Controlling

13 Largest Companies of the World by Market Value (in Bn. US-$)

„Industrie 4.0“: Internet Revolution

Statista (2017): Internet, Financial, CG/Industrial


National and International Organizations

„Industrie 4.0“: Manufacturing for the Future


National and International Organizations

Quelle: DFKI (2011)



G20: Share Manufacturing/GDP


Obermaier (2017)


World Production Function

Quelle: Allen (2011)



World Production Function

Quelle: Allen (2011)

Germany1820–1990



„Industrie 4.0“: Concept and Technology

Definition

„Industrie 4.0“ describes a form of industrial value creation,

characterized by

• Automatization,

• Digitization, and

• Connectivity

of all actors within the value chain which have impact on

• Processes,

• Products and/or

• Business models.

Obermaier (2016)


Technologies

1. Internet & communi-cation technology

2. Advanced manu-facturing technology, Robots

3. Sensors, Aktors

4. Embedded Systems, Software, Analytics

5. Human MachineInterface




Technologies



3. Sensors, Aktors





Technologies



3. Sensors, Actors





Technologies



3. Sensors, Aktors




US Investment Rates: Intangible Investments are increasingly important

„Industrie 4.0“: Investment and Performance

Quelle: Corrado & Hulten (2012))


„Industrie 4.0“: Fields of Action

11

Degree of Digitizationand Connectivity

of Products


of Processes

high

highlow

low

Process Innovation(User Role)

Product Innovation(Supplier Role)

Status quo

DigitalTransformation Path

Obermaier (2016)


Smart Connected Processes: Cyber Physical Systems (CPS) and Smart Factory


Data collectionwith sensors(„real time“)

Data analysis withembeddedsoftware

Data exchange via internet

technologies

Controlling of real processes with

actuators

Human-machineinterface

Manufacturing technology

Communication



Smart Connected Processes: Manufacturing Execution Systems (MES)

Maschinenfabrik Reinhausen (2015)


Smart Connected Products: Products and Product Systems


Porter / Heppelman (2014)


Smart Connected Products: Functions and Capabilities


Monitoring

Control

Optimization

Autonomy

1 2 3 4

Porter / Heppelman (2014)


Smart Connected Products: Condition Monitoring & Predictive Maintenance


Detection of anomalies in systems behavior

Time (ms)10 20 30 40 50 60 70 80 90 100 110 120 130 140 150

Energy (mA)

0

10

20

30

40

50

60


Smart Connected Products: Google Nest*

*) In January 2014 Nest (130 Employees) has been acquired by Google Inc. for US-$ 3,2 Bn.



Smart Connected Processes/Products: Infrastructure, Data Pool and Analytics


ExternalData

(prices, weather, ocation…)

Firm data(maintenance history,

…)

ProductCloud

(state, usage, …)

1 2 3

Data Analytics

(1) Description(2) Diagnosis(3) Prediction(4) Prescription



Type A: Free data collectorand aggregation

Type B: Analytics-as-a-service

Type C: Data generationand analysis

Type D: Free dataknowledge discovery

Type E: Data-aggregation-as-a-service

Type F: Multi-source datamash-up and analysis

Smart Connected Processes/Products: Data-based Platform Models

Type E

Type C

Type B

Type A Type D

Type F

Data generation

Key activity

Trac

ked

and

gen

erat

edC

usto

mer

-p

rovi

ded

Free

av

aila

ble

Aggregation Analytics

Dat

a So

urce


Platforms: Market-to-Book-Ratio of US Industry Sectors


WEF (2014)



2 nodes

20 (unilateral) connections 132 (unilateral) connections

5 nodes 12 nodes

2 (unilateral) connections

Platforms: Size and Openness


Platforms: Size and Openness


Size of Network

Value, Cost

high

highlow

low

Value

CostCritical MassBreak Even Point


Platforms: Unicorns (Private Companies valued at >$1Bn)


CB Insight (2017)



11


of Products


of Processes

high

highlow

low

Process Innovation(User Role)

Product Innovation(Supplier Role)

Status quo

DigitalTransformation Path

Obermaier (2016)


Solow‘s Paradox: US Productivity

Acemoglu et al. (2014)



Solow‘s Paradox: German Productivity

Computer & Electronic IndustryTotal Manufacturing (Average)

Prod

ucitv

ity


Obermaier (2017)


Digital Managerial &

TransformationalCapacity

Digital Technological Capacity

high

highlow

low Digital

StartersDigital

Conservatives

DigitalHipsters

DigitalMatures

„Industrie 4.0“: Increasing Digital Maturity


Thank you very much for yourattention!

Professor Dr. Robert Obermaier

Universität Passau

Lehrstuhl für Betriebswirtschaftslehre

mit Schwerpunkt Accounting und Controlling

Telefon: 0049 (0)851 509-3270

Telefax: 0049 (0)851 509-3272

E-Mail: [email protected]

Contact

„industrie 4.0“ – the impact of digitization on...

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