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Digitized industry
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Digital transformation
Digital Readiness
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Digitized industry
Smart Applications
Digital transformation
Digital Readiness
Lexicon
Blog
Questionnaire
Questionnaire
Digital Readiness Index
General Questions
- Page 1 / 7
In which industry is your company active?
Please select
Automotive
Mechanical Engineering
Chemical-pharmaceutical Industry
Food Processing
Electrical Engineering
Metal Production and Processing
Plastics Industry
Construction Industry
Paper Industry
Textiles Sector
Other
How many employees are employed in your company?
Please select
0 - 49 employees
50 - 249 employees
250 - 999 employees
1,000 and more employees
Please choose your management level:
Please select
Company management (GL)
Upper management (division manager)
Middle management (department head)
Operative management level (team leader)
Operative level
In which functional area are you active?
Please select
Production
Supply Chain
IT
Purchasing
Sales
Development
Administration
Management
Other
Next
Strategy
- Page 2 / 7
Within the framework of Industry 4.0, we have developed a digitization strategy that is in line with our corporate strategy.
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Our digitization strategy builds on and complements our lean strategy.
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We have created a roadmap for the realization of the objectives.
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We have already identified the first pilot projects.
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The digitization strategy provides a recognizable benefit for customers and our own company. The strategy and the benefit are adapted according to new findings. The realignment is communicated in breadth.
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Next
Production System
- Page 3 / 7
We have a production system that reflects our long-term optimization strategy based on continuous improvements.
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The performance (OEE/GAE) of the production is measured at least each day and is used as an active control element.
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PDA and MDA are extensively used and provide at least the units produced, scrap, standstill times and reasons for standstill.
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All workstations are connected by terminals.
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Manufacturing and indirect areas are value stream oriented. The value stream methodology is used intensively.
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We have installed a consistent shop floor management. Management takes place on the shop floor. There are control systems for employees and executives.
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CIP workshops are carried out on a stringently and successfully.
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Our production processes are aligned according to the classical lean principles and adapt to customer requirements.
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There is a lean roadmap which is specific to the plant and covers at least a 2-year horizon.
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An MES or control station system is installed and the leading system for production.
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Next
People/Change
- Page 4 / 7
Our company sees themself as a "learning organization" where the topics "learning", "training" and "knowledge transfer" are actively and continuously pursued and combined.
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Our culture motivates the employees' personal initiative and promotes the development of their performance potential.
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Our organization promotes an open way of communication and an interdisciplinary knowledge transfer.
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The in-company learning culture is also transferred to customers and suppliers and promoted.
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Change processes are supported and managed by an implemented change management.
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IT – Hardware/Network
- Page 5 / 7
The ERP system is the leading system for company management.
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Excel files are only used for special evaluations. There is no parallel world to the ERP system.
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All third-party programs (CAD, MES, time recording, etc.) are linked to the ERP system on both sides (bidirectional). There are no stand-alone solutions between the individual IT systems.
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All IT systems as well as the infrastructure are up to date. We have no performance losses due to missing functions.
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The safety precautions relating to data security are extensive and far-reaching within the company. The company is also secured against external access.
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IT – Data, Information & Knowledge
- Page 6 / 7
The quality of the master data (work plan & parts list) corresponds 100% to reality. All data are existing, up-to-date and quickly available.
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The data collection procedures are standardized and the data exports are error-free.
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Data are systematically analyzed to be integrated in the KPI-based reporting for corporate management.
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The reporting is highly standardized and visualized (e.g. a KPI cockpit), clear and complete.
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Supply Chain
- Page 7 / 7
The implementation of our supply chain strategy is reflected particularly in the realignment of the value-added network (e.g., make-or-buy) and the customer-driven harmonization of the supply network.
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Customers and suppliers are extensively linked to the IT systems/portals and integrated with the value-added network.
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We have a standardized and regular S&OP process (normally monthly) to generate valid medium- and long-term target figures.
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For optimal production planning, a smoothing of primary requirements is realized.
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We have established an active supplier assessment system, which has a significant influence on negotiations and sourcing strategies.
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The production control is based on standardized, methodological procedures in order to implement the planned production program according to the target.
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