creating business in era of digital transformation
TRANSCRIPT
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”),a Swiss entity. All rights reserved. Printed in Korea.
Document Classification: KPMG Confidential
Creating Business in Era of Digital Transformation
- Smart Manufacturing for Digital Journey
KPMG Korea
2017
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Document Classification: KPMG Confidential
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
Leading global automotive industries selected 'Battery Electric Vehicle (BEV)' as core trend, and 'Diesel' as disappearing technology. Connectivity & Digitalization is a key trend 2016~ 17
I. Digital Innovation in Automotive Industry
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Document Classification: KPMG Confidential
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
Record high in size of M&A in automotive sector in 2016, the future automotive industry is being transformed to a consumer-centric connection and software-platform industry.
I. Digital Innovation in Automotive Industry
Source: Bloomberg, SAMJUNG KPMG ERI, SAMJONG Insight ISSUE 47 • 2017Note: by publication date until 2016.12.31
《 M&A trends in the global automotive industry》
63
21
68
25 35
46 36
71 61
88
534
464
335
382420 408
370
501525
598
0
20
40
60
80
100
0
150
300
450
600
750
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Sales Volume No. of Sales
No. of M&A USD BilNissan Sold its Affiliated Automotive Parts Supplier, Calsonic Kansei
Through the sales of its affiliated parts company, Nissan secured investment capacity for next-generation vehicle technology, and it is necessary to seek “co-opetition” relations by dismissing its conglomerate structure in automotive sector
As part of its management strategy that requires preemptive investment in next-generation vehicle technology, Nissan founded JV to secure AI technology, a core technology of unmanned vehicles, and carried out active investment in R&D for future.
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Document Classification: KPMG Confidential
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
I. Digital Innovation in Automotive Industry
Source: SAMJONG Insight ISSUE 47 • 2017Source: IHS
0
10,000
20,000
30,000
40,000
50,000
2013 2014 2015 2016E 2017F 2018F 2019F 2020F
Aftermarket
Safety
Powertrain
EV
Chasis
Body
Dashboard
Infotainment
ADAS
(Unit: million dollar)
《 Outlook for Automotive Semiconductor Market》
Qualcomm acquired NXP, automotive semiconductor company
No 1 Smartphone System Semicon Co. seeks its new growth initiative from autonomous driving
Threatened by the existing market trend such as slower sales of application processor (AP), and uncertainty in the 5G era, Qualcomm decided to preoccupy a favorable position in the autonomous driving technology, visioning high growth in automotive sector of the future.
Record high in size of M&A in automotive sector in 2016, the future automotive industry is being transformed to a consumer-centric connection and software-platform industry.
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Document Classification: KPMG Confidential
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
The automotive industry executives, who regarded inorganic growth as an important issue in 2015, now feel the necessity of strategic alliances with new industries armed with Digital Tech
I. Digital Innovation in Automotive Industry
Source: KPMG’s Global Automotive Executive Survey 2017
.
2013 2014 2015 2016
#1
50%
40%
30%
20%
10%
0%
% o
f re
spon
dent
s ra
ting
a st
rate
gy a
s ex
trem
ely
impo
rtan
t
Cooperation with players from converging industriesCorporate partnerships such as joint ventures and strategic alliances
Organic growth
Mergers & acquisitions (cross-sector)
Mergers & acquisitions (inner-sector)
Outsourcing of (non-)core activities to suppliers / contract manufacturers
#5
#5
#6#6
#6
#5
#4#1
#4
#1#2
#4
#2
#4
#3
#3#2
#3#3 #1
#3
#5
#4
#6
#5#6
60%
2017
#2
#1
#2
Almost every second executive considers cooperation with
players from converging industries as extremely important.
58%
42%
Compete Cooperate
59%
41%
55% 45%
Compete Cooperate
OEM view
ICT view
55% of executives believe that OEMs and ICT companies will rather compete than cooperate.
#1
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Document Classification: KPMG Confidential
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
Who will own the "Data" which is core resources for Connectivity & Digitalization?Customer and automobile data are key to future automotive industry competitiveness
I. Digital Innovation in Automotive Industry
6% 14% 6% 14% 48% 6%
2 % 18% 7%
5 % 14% 5 % 19% 41% 7%
2 % 15% 6% 33% 29% 5 %
8%
10%
manufacturer
31% 27% 6%
7%
9%
Government
ICT company (e.g. Google, Amazon)
Government ICT company Mobility serviceproviders
OEM/vehicle Owner/driverof the car
Retailer/car dealer
Supplier
Mobility service providers
OEM/vehicle manufacturer
Owner/driver of the car
Retailer/car dealer
Supplier
Co
nsu
mer
Dat
a =
Dow
nst
ream
dat
aV
ehic
le D
ata
= U
pst
ream
dat
aExecutive
Consumer
Executive
Consumer
Over 30% of executives believe that OEMs are the owner of consumer / vehicle data.
Over 41% of consumers believe that the owners/drivers of thevehicle are the soleowner of thevehicle/consumerdata.
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Document Classification: KPMG Confidential
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
Autonomous Driving Concept Car
Fully autonomous driving automobile that communicates with people for the first time in the world
Artificial Intelligence (AI) uses sensor and camera to grasp feelings and physical condition of passenger
Introduction of IONIC, which is the closest to the mass-production model
'Three directions for future mobility‘: Eco-friendly, Free mobility, Connectivity
Pure electric vehicle equipped with fully autonomous driving technologies based on digital networking function and innovative control system
Introducing control features such as 3D digital cockpit, eye tracking and AR head-up display
Volkswagen ‘I.D Concept’ Honda ‘NeuV’Hyundai Motors ‘IONIC EV’
Source: Compilation of press articles, reconstruction of Samjong KPMG Economic Research Institute
Above 500 automotive companies, Bosch, Continental and Hyundai Mobis, and their OEMs attended CES 2017, introducing the autonomous driving cars in a competitive manner, and promising to change not only the automotive but also way of life in the future
II. Digital Innovation of Industries in CES 2017
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Automobile & IT Cooperation
Company Partners Area
NDIVIA Audi, ZF, Tesla
Passenger cars and commercial autonomous vehicles
Intel BMW Autonomous Driving Car
Qualcomm Volkswagen, Audi,Maserati, Chrysler
Autonomous Driving Car
Cisco Hyundai Motor Company
Smart traffic and intelligent remote services
Blackberry Lincoln, Aston Martin, Jaguar
Vehicle operating system
Microsoft Nissan Voice Recognition
Amazon Volkswagen Voice Recognition
Autonomous Driving Technology of IT Sector
NDIVIA
Intel
Tesla Model S is equipped with Brain of autonomous vehicle 'Drive PX2'
Q7 self-driving car based on collaboration with Audi With ZF, autonomous navigation system based on
artificial intelligence for truck and commercial vehicle
With BMW, developing a completely autonomous driving car BMWi Smart Car
Developing autonomous driving platform, announced BMW's self-driving vehicle pilot plan with Mobileye
Qual-comm
Displaying Maserati, Volkswagen Golf, Audi A6, etc. using the application processor 'Snapdragon'
'ARGUS', a cyber security system that protects autonomous car systems from hacking
Source: Compilation of press articles, reconstruction of Samjong KPMG Economic Research Institute
Automotive & Digital technologies were frequently found in ICT sector, articulating autonomous driving based on artificial intelligence and connected car technologies. Now ICT and Automotive sectors live together on digital technology.
II. Digital Innovation of Industries in CES 2017
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CES 2017 Smart Robots
Mayfield Robotics, a venture firm fully invested by Bosch, made Kuri
Kuri recognizes voice and responds to user by sound or lighting
Users can apply both Android & iOS
Kuri
A Chinese robot company, Ubitech, released a humanoid robot equipped with Amazon voice secretary, Alexa
Recognizes users’ voice, plays music, manages smart home devices, and recognizes and responds to face and facial expression
Lynx
LGE released household robot, Hub Hub recognizes users’ behavior and
voice and controls the lighting, security system and home appliances
LGE also released chat bot for airport guidance, and lawn mower robot
Hub Robot
Source: Compilation of press articles, reconstruction of Samjong KPMG Economic Research Institute
The introduction of various smart home robots suggests that the age of popularization of robots is approaching, and the National Consumer Technology Association (CTA) expects "more than 5 million voice control robots for home in 2020"
II. Digital Innovation of Industries in CES 2017
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© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
Knowing digital transformation does not end only after a certain period of time, digital journey should be planned and designed by firstly understanding digital technologies, and secondly tailoring them to business on “Think Big, Start Small & Brave” approach.
III. How to Start Digital Journey
Intelligence-centric
IoT SensorVision
VR/ARChat Bot
Smart Control
Optimized Decision Making
AI on Autonomous Adaptation
Cloud & Fog
Computing
Data CollectionCentralized vs. Distributed
Optimized Feedback
Smart Gateway
D&A Pattern Algorithm on
Ontology
Virt
ual
Phys
ical
CustomerFront
Process
RobotDrone
HW/SW
Cyber Security
Cyber Physical System1
4
2 3 5
2 61 7
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III. How to Start Digital Journey
Getting started— Email, contacts &
calendar— BYOD
Access to content— Documents— Reports— Sales decks— Collateral
First mobile app— Customer-facing— Internal LoB
enablement
App pipeline— Suite of LoB apps— Mobile access to
business systems— Mobile enabled
workflow
Governance model and mobile COE
Industrialize mobility— Standards— Code re-use— Mobile analytics— Data mgmt.— Methodology— Alliance
management— Additional tools
Enable the business— Native vs. Web— App containers— Back-end integra
tionMAM/distribution
— Apps security— Privacy policies
Access to the enterprise —
— MDM+— Mobile VPN— Cloud storage— Third party apps
Secure devices— MDM / Policies— Security tools
Mobile as anongoing enabler of businesstransformation
IT tools, processes, decision& projects
Business requirements& desires
Think Big, Start Small & Brave!
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What are core infrastructure and intelligence that will lead the 4th Industrial Revolution?What are the digital technologies at strategic sweet spot, artificial intelligence, data platform, autonomous navigation?
Have you distinguished valuable data from garbage ones, through the full value chain of data, from customers – marketing - logistics - production - purchase? Have you tried to connect data sets to make “Enterprise-Wide Optimization”?
Why do you want to connect? Do you clearly define what objective to analyze the data? Why do global executives and companies participate in CES and try to converge business ?
What are the Digital Techs that will bring benefits, opportunities, and disruptive innovations to business, and break down the boundaries between industries? Have you studied and tried to apply those Digital Techs by comparing various options?
Does the organization accept "Think Big, Start Small & Brave" as a disruptive innovation?How do you make change management when using disruptively innovative Digital Techs?
III. How to Start Digital Journey
Strategic Implication: Connectivity through Data Platform
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Document Classification: KPMG Confidential
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
IV. Digital & Smart Manufacturing
6 dimensions build the basis of i4.0‘s principles
Source: KPMG International, i4.0 framework 2017
Industry 4.0 Readiness Assessment
Industry 4.0 Readiness Assessment is a starting point for digital journey, reviewing the level of utilization of Digital Techs and measuring the influence over six dimensions of company.
KPMG Six Dimensions Assessment Industry 4.0 Readiness Assessment
Strategy & Business Modell
Technology
Finance & Risk Manageme
nt
Employees & Competences
Systems & Processes
Services & Networks
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Document Classification: KPMG Confidential
© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
IV. Digital & Smart Manufacturing
CloudData Processing Data AnalyticsSimulations Visualization
Digital Transformation Platform LevelDecision Making SW
Data StorageData Level Maturity Level
Productioncapacity planning
New product development
Factorylayout
Business planninq
Production planning
Procurementorder
Sales order
Production order
Sales planning
Strat-egy
SCM
Business Function Level
Factory Level
FeedbackDecision MakingData Collection Feedback
QRBar-code
IoTdevice
Sensor Switch ActuatorRFID
CorporateLevel
MES
Strate-gy
Opera-tions
Organi-zation
KPI mgmt.
Work order
Facility management/monitoring
Qualitymanage-
ment
Materialreceipts
Product/semi-product record
Enterprise-Wide Optimization
DDM
AP server
Server
PLC
ArchitectureLevel
Delivery order
Data Managing SW/HW
Objectives of Future Factory
1
Visualization through Data PlatformCollect production data of facilities, processes, products, people for visibly controlling factory according to real-time status
2
Data Analytics for Decision SupportPre-capture of quality abnormality and equipment maintenance timing based onanalysis of production data, pattern, and algorithm thereof
3
Simulation for OptimizationOptimizing management process based on insights and algorithm drawn from analytics,and accumulated by ontology
4
Robotic Process Automation (RPA)Replace repetitive and rule-based tasks by S/W. H/W, digital devices, and cognitive technology
Factory of the future is based on Enterprise-Wide Optimization ("EWO"), where data are seamlessly connected, pattern and algorithm are creating value, and reaching digitally-transformed decision making process on incentivized and agile data platform.
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© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
IV. Digital & Smart Manufacturing
The ultimate goal of digital journey in manufacturing industry is to create a new disruptive innovation business model that utilizes Digital Techs.
Build a digital platform
• Apply Digital Tech to production
• Purchasing -Production - Logistics -Customers
• Data collection / connection and
• Pattern-Based Decision Making
Corporate / Industrial Disruptive Innovation
• Digital Tech makes it possible• Make the most of the features
/ benefits• Ecosystem design for partner
companies• Remove Production /
Operations Boundaries• PLM-based Digital Article
Collection
Open Innovation
• Convergence of Heterogeneous Industry / Internal & External Data
• New Business Model based on Digital Techs
Out-Company, Data connectivity with
Public Sector
Enterprise-WideOptimization
Digital & SmartFactory
As-Is
New Business(Product / Service)
Digital & Smart Factory
Enterprise-WideOptimization
In-Company, Data connectivity with
Industry Value chain
As-Is
New Business
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© 2017 KPMG Samjong Accounting Corp., the Korean member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in Korea.
IV. Digital & Smart Manufacturing
Production equipment, digital signal processing, networking, DB / Cloud technology vendors consist of ecology that future factory should interact and leverage collectively.
① Building Digital Tech Ecosystem in Manufacturing / Operations / IT
Purpose of optimization by using digital-based data linkage
Establishing an ecosystem that integrates vendors with full spectrum function in collecting and linking data
② Collecting and Completing Digital Articles Aiming Cyber-Physical System
Optimized data value creation modelingthrough design / manufacturing / operations aiming CPS (Cyber-Physical-System)
Automated (and adaptively autonomous) decision making by convergence of internal / external data crossing-over industries
Commercialize data-driven and optimization capabilities across the industry ecosystem
Assembly ProcessHybrid
S/WData Analysis / AI
Simulation / Optimization
Production equipment management
DB + Cloud
Networking
H/WEquipment
(OT)
Signal
processing
IoT
Digital Technology Vendors Ecology Objectives of Ecology
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Siemens has consistently linked Amberg's manufacturing facilities, software and data platforms. Implementation of Digital Factory that establishes the whole chain of value chain including data collection - infrastructure - data analysis – feedback.
IV. Digital & Smart Manufacturing
Siemens Digital Factory Image Data Analysis & Feedback
Infrastructure Establishment
- Data Platform for real-time data analysis is required
- Improving KPI by utilizing facility management / D&A / visualization by configuring Data Platform
- Continuously improving quality, operational excellence through data feedback structure
- Sensing most of (un)structured data of value chain using devices such as IoT / PLC / POP
- Middleware software is essential for seamlessly connected and real-time data collection
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TESLA's Smart Factory System
Source: TESLA, SAMJUNG KPMG ERI reshaped
Smart Cut System
Operates the body transportation system using the magnetic force of the magnetic tape installed on the floor, instead of the conveyor belt.
Operates in the air without physical contact
Automated robot assembly process
Employees serve for process monitoring and machinery maintenance
Operations Objectives
Easily and quickly change assembly process without additional investment
Operates at the same speed when mass customized cars are ordered
Production Line Image
The data of the robot is continuously updated,advanced robots and technology contribute to productivity
and quality improvement
TESLA introduces Smart Cut, a magnetically levitation assembly system, away from traditional conveyor systems. This production robots can perform dozens of various tasks by entering into a new task in a shortest timing. This intelligent flexibility is a key element of production that can make anything other than automotive vehicles.
IV. Digital & Smart Manufacturing
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Enhanced learning through FANUC's visual intelligence technology
Source: FANUC, reconstruction of Samjong KPMG Economic Research Institute
Search
•Using 3D Area Sensor
•High rate scanning
Map
•Creating 3D maps
•High-speed visual line tracking
Pick & Place
•No manual positioning
•Early correction
Applying reinforced learning enables FANUC to engage robots in
new missions immediately, without time-consuming training
Deepening reinforcement learning progress
FANUC developed and commercialized self learning robot technology steadily through combining AI, smart sensors, and machine learning with existing robotics technology. In addition, through technology cooperation with NVIDIA, FANUC secured Digital Techs such as AI, cloud, data center, and embedded device with deep learning.
IV. Digital & Smart Manufacturing
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Applying VR/AR into the data value chain, companies are able to realize innovations by detecting defects, and improving business operations that have not been recognized before.
IV. Digital & Smart Manufacturing
Data Value Chain Innovation
•Achieve innovation in corporate management activities by visualizing data from value chain such as product design, corporate data analysis, marketing, product production, and post-customer service.
Cave Automated Virtual Environment (CAVE)
•Provides an simulation environment with 3D visualization (VR)
•Create an environment to remotely identify problems and improve ideas among interested parties
1
2
•VR (Virtual Reality): Reality created artificially through computers
•AR (Augmented Reality):Computer graphics technology that combines virtual objects and information in a real environment to make them look like objects in the original environment
<3D Visualization of Product>
<VR/AR Factory Monitoring>
Technologies
•During production, controlling and optimization for various scenarios and conditions are feasible to reduce trial and error, and time to market
Background
MHI's Virtual Reality Implication
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General Electric (GE) established a Monitoring & Diagnostics (M&D) Center toprovide 24 / 7 / 365 service to analyze, diagnose and solve the conditions of facilities
IV. Digital & Smart Manufacturing
Building a new business model with enhanced operational excellence
• Recognizing and strengthening GE's Operational Excellence to build a model that evolves from manufacturing products to providing services
Provide the same service regardless of manufacturer (on GE Platform)
• GE collects, analyzes, and diagnoses data by attaching sensors for data collection so that it can provide data library for same devices/facilities users
• Increased users of GE Platform, Predix, users can be locked-in to GE
1
2
• On-Site Monitoring: Automatically collects and processes data through advanced algorithms such as 24-hour monitoring of facility status and trend analysis for diagnosis
• Operational Assessment Report: Provides key asset status and operational metrics to help manage asset maintenance
<24/7 Monitoring Sys.>
<GE Remote Monitoring>
Service
• Identify the cause of the problem through data analysis and minimize down time to improve performance and manage risk
• Evaluate and improve key performance indicators
Advantages
GE Remote Monitoring & Diagnostics Implication
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Bosch provides education engineering service to similar or heterogeneous industry companies based on accumulated data of Industry 4.0 technology. By educating and networking engineers resources, Bosch can secure options for a Factory as a Service.
IV. Digital & Smart Manufacturing
• Bosch Rexroth: As a subsidiary of Bosch, a leading supplier and user of Industry 4.0 solutions
업체 소개
<Bosch mMS 4.0>
<i4.0 Training Service>
Factory operation know-how service: FaaS (Factory as a Service)
• Bosch's factory operation know-how and new technology utilization method as a service to support Industry 4.0
• Leveraging capability of Bosch for Industry 4.0, consulting advisory to other companies can be servicified
Developing and Accumulating Engineer Pool for Industry 4.0
• Industry 4.0 training services enable Bosch to be industry-leading talent provider and human resources matcher like Linked In service
1
2
• Provide knowledge and experience related to Industry 4.0 to universities, institutions and companies through educational system
• Support Document / e-Learning Solution for real Industry 4.0 related technology [Example: Providing mMS 4.0 module training system to simulate the entire Industry 4.0 factory]
Service
Company
Bosch의 Industry 4.0 Training Service Implication
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2
3
4
5
Reflecting each company's portfolio, capture core technology and intelligence of Industry 4.0 and actively review R&D support and M&A.
Prepare for a data-based hyper-connected society and identify the promising industries by paying attention to the paradigm shifts in various industries
Recognize that convergence between heterogeneous industries / technologies is accelerated, and actively monitor technology trends to find business opportunities
Build/use a generalized and powerful data platform that break down the boundarybetween the industries as ICT sector accelerates the entry into the automotive sector
Considering industries, products, and technologies are changing rapidly, leap forward to disrupt by establishing an agile, and data-platformed organization
The strategic implication: Digital Transformation starts from and is sustained by understanding and using Digital Technologies
V. How to Sustain Digital Journey in Manufacturing
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KPMG Consulting Service, Center of Excellence for Digital Transformation
Moon Park, [email protected]
Taiyoung Kim, [email protected]