Industry 4.0 in the Automotive Industry

90 Pages·2015·9.28 MB·English

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Detecon Management Report
We have provided a public stage for art.
Special Automotive
Mobility
and Networking
Various artists have taken a fresh approach to the interpretation of our fi elds End-to-End Security for the Connected Car
and made major contributions to the design of our new Web site.
The Spirits I Have Summoned!

Detecon’s business fi elds put us right in
Interview with Luz G. Mauch, T-Systems International
IT Trumps HP
the middle of one of the most exciting sea changes of
our time: the networking of global information and communications.
Connected Car and Customer Experience Management
The next big thing for CEM in China’s automotive industry?
Interview with Dr. Tom Kirschbaum, Door2Door GmbH
“Technology serves people, not the other way around”
Industry 4.0 in the Automotive Industry
Hype and Hurdle in One!
Pay us a visit at www.detecon.com
DMR_Anzeigen.indd 4 01.12.2015 14:19:22
Mobility
and Networking
Dear Readers,
“Now the things that belong together must grow together!” said former German chancel-
lor Willy Brandt at the time the Berlin Wall came down. This weighty exclamation also
comes to our minds when we reflect on the challenges facing the automotive industry.
When Detecon began to align its consulting competencies with the criteria of specific
industries a few years ago, it was clear to us that, being technology experts, we wanted
to make sure that our “networking genes” from the telecommunications industry would
find a place in our consulting portfolio. Today, we have large, mixed teams working
above all on projects in the areas of Connected Car and Industry 4.0. The experience
we have acquired from our knowledge management initiatives and projects has accor-
dingly been incorporated into the following articles – from data processing to auto-
nomous driving.
Nevertheless, we have also determined that the automotive industry is having its diffi-
culties with the realization, especially in the two fields mentioned above. Over the
course of our projects, we have repeatedly encountered the same patterns that act as
brakes on the speed of innovations in this industry – even though it is one that is es-
sentially driven by innovation.
The headline can certainly be understood to mean that strategic technologies should
be a subject for management boards so that the required internal governance is assured
and the existing barriers are torn down, because development, sales, after-sales, marke-
ting, production and IT often work parallel to one another and without coordinating
their efforts in these areas – areas that are either decisive for survival in competition or
will become so shortly. Simultaneously, cooperative ventures with partners whose
competencies supplement companies’ own core added value must be initiated at an
early point in time.
This coalescence will lead to – as you can already imagine – growth!
Have a good trip!
Dr. Thomas Siems
Managing Partner, Detecon International GmbH
1 Detecon Management Report dmr • Special Automotive 2015
Content Industry 4.0 in the Automotive Industry
Hype and Hurdle in One! 4
Digital Planning and Management Processes in Production?
Precisely, Agilely and Completely Integrated! 10
Interview with Luz G. Mauch, T-Systems International GmbH
IT Trumps PS 16
End-to-End Security for the Connected Car
The Spirits I Have Summoned! 22
Car2X Communication
Added Value Through Connection – What Are We Waiting For? 26
How autonomous driving will become a long-term success
Hands Off the Steering Wheel! 32
Business Models for the Day After Tomorrow
Connected Car and the Shareconomy:
Two Scenarios for the Automobility Sector 36
The Future of the Automotive Industry
The Car Is Dead – Long Live Mobility! 40
Interview with Andreas Gahlert, CEO COBI GmbH
Tour de Byte 46
Imprint: Editor: Supervisory Board: Printing:
Detecon International GmbH Thilo Kusch (Chairman) Druckerei Chmielorz GmbH
Sternengasse 14-16 Ostring 13
50676 Köln Executive Board: 65205 Wiesbaden-Nordenstadt
Germany Francis Deprez (CEO)
Dr. Jens Nebendahl Photos:
www.detecon.com Local Court Cologne HRB 76144 Fotolia
[email protected] Registered Office: Cologne iStockphoto

2 Detecon Management Report dmr • Special Automotive 2015
Interview with Magnus Schmidt, CEO Scoo.me
SPEED.STYLE.SMILE: Scootersharing via App 50
Back-end systems for vehicle-based online services
Not for a Few Dollars More 56
Interview with Andreas Schneider, Vimcar GmbH
Intelligent Realization of a Logbook 62
Connected Car? Connected Customer!
Customer Loyalty in After-sales 68
Interview with Dr. Tom Kirschbaum, Door2Door GmbH
“Technology serves people, not the other way around“ 72
Focus on China
From Connected Cars to Big Data 76
Connected Car and Customer Experience Management
The next big thing for CEM in China’s automotive industry? 80
Interview with Yao Tang, CTO, Virtue Intelligent Network
Connected Car Can Turn into a Cash Cow 86
3 Detecon Management Report dmr • Special Automotive 2015
Industry 4.0 in the Automotive Industry –
Hype and Hurdle in One!
New technologies in
automobile manufacturing
are occasionally brought
down to earth with a hard
thud. If Industry 4.0
projects are to have a
chance of success, a close
look should be taken
especially at the existing
hurdles.
R
FID, 3-D printing, augmented reality, connected products, Hurdle #1: Efficiency pressure in the core added value
and lightweight robots. Engineers, technicians, and physicists
from the IT or development departments immediately become Mass production at the assembly line was introduced almost
excited at the thought of using new, possibly even “disruptive exactly 100 years ago (by Ford) and has since been mercilessly
technologies” and start playing through possible use cases. This trimmed and optimized for efficiency. Specifically:
author finds himself caught up in this kind of excitement as well.
After all, the automotive industry, driven as it is by innovation, > M anufacturing costs and downtimes have been minimized;
gets its wings from us creative spirits! > Logistics and sequencing have been optimized;
> O utput (number of units built daily) and quality have been
But as so often happens – it is not possible to “tunnel through” maximized.
the famous hype cycle, and disillusionment sets in at the latest During mass production, every single minute counts, and the
when the new technologies in automotive manufacture come drastic increase in complexity resulting from customers’ indivi-
down to earth – production and logistics – with a thud. Detecon dual configuration of their vehicles has definitely turned auto-
is actively involved in shaping recommendations for implemen- mobile manufacturing into a challenge. There is substantial re-
tation of the “Platform Industry 4.0” (www.plattform-i40.de), a luctance to make any changes in this optimized, yet fragile
nationwide initiative of the largest German business associations structure because the pressure to maintain high productivity is
within the framework of the high-tech strategy of the German immense. Moreover, the increasing number of recalls that are
government. We have been accompanying “smart” or “digital another consequence of the complexity cut into the return on
factory” projects for production in manufacturing industries, sales, which is thin enough to begin with.
above all in the automotive industry and its suppliers, for many
years and can, on the basis of this experience, assess what expec- These are the reasons why no one wants to take responsibility for
tations for Industry 4.0 are realistic and where the problems in “experiments” that cost a lot of money or could cause disruptions
its implementation appear. in production. Instead, smaller solutions are tried out in pilot
projects here and there – provided there is always a backup solu-
Before we start looking at the problems, however, we should tion on hand in the event of failure.
make sure that all of us mean the same thing when we talk about
Industry 4.0. Quite often we find this term being used syno- Possible solution: If and when Industry 4.0 has been declared a
nymously with “Internet of Things” or “Smart Factory”, but both “top-level issue”, the required breathing room for development
of these concepts fall short of what is truly meant! The recommen- or independent “startup” cells that are separate from daily busi-
dation for the implementation of Industry 4.0 mentions three fun- ness must be created.
damental prerequisites that differentiate and delineate the subject:
Hurdle #2: Disparate cultures
1. Horizontal and cross-company integration of the value chain:
from the development of a product to its delivery. When IT talks to a plant manager or an automation technician, it
is frequently the collision of worlds that are simply measured accor-
2. V ertical integration with interconnected production systems, ding to the objectives mentioned under #1. IT goes to the business
bi-directional all the way down to the machine level; com- department with the best of intentions, seeking to determine the
mands are issued for product processing, but machines and department’s needs and to identify possible ways to optimize pro-
products can also send data back to the ERP for business ma- cesses. The business department, in contrast, often prefers to speak
nagement. about concrete technologies. Perhaps data glasses are procured for
testing, or the question arises why a new handling device with IP
3. Digital consistency of the engineering throughout the product address cannot simply be added to the network (security require-
life cycle and the related production system; avoidance of tech- ments). If the look is now extended beyond the immediate horizon
nology breaks! to include the production sites scattered all around the world, it
quickly becomes obvious that every plant is different – or claims to
So much for theory – without the least regard for the technology. If be different, in any case.
we now look at the current state of Industry 4.0 in the automotive
industry, however, interested readers will quickly see why shaping
the digital future is not as simple as it might have init ially appeared.
5 Detecon Management Report dmr • Special Automotive 2015
Possible solution: The ground for common understanding and central IT department and the plant in the matrix organization
goals can be prepared by establishing the required organizational (“solid/dotted line”).
structures with innovation managers, mixed teams, dedicated
tasks, and decision-making bodies. > I f machines or products are connected, e.g., via so-called lo-
calization solutions, yet another layer is added to the tradi-
Hurdle #3: Lack of governance and collaboration models tional “MES pyramid” (see figure). In the case of such genuine
Industry 4.0 solutions, however, it is not clear who has final
Most of the time, the central IT department receives orders from responsibility because they intervene directly in production
top management to “drive forward” Industry 4.0 and innova- (the responsibility of the business department), but secure
tion – there is enormous pressure to be able to say something of connection to the networks and systems must be guaranteed
substance at conferences or during interviews. so that the product (vehicle) is linked to the customer order
(responsibility of the IT department).
So where, then, are the brakes applied? In reality, matrix organi-
zations are ideally structured to nip innovations in the bud and > Most of the large OEMs have special test factories where they
to prevent the establishment of standards: try out new automation technologies. As a rule, however, they
are fixed on the hardware side while Industry 4.0, in contrast,
> B usiness departments have different targets than the down- includes as well the network, data, and application side!
stream IT and generally only seek consultation when there are
issues of the interfaces between MES (manufacturing execu- Possible solution: All of the units come together first of all in the
tion system) and ERP. During the discussions, a lot of energy central management board – and this is exactly where the com-
is generally expended in the efforts to achieve standardization. mand of the subject of Industry 4.0 must be centered so that
governance with all of the stakeholders is possible. In the end,
> Th e plants are independent business units and are often actu- the subject is actually a far-reaching business transformation that
ally competitors with one another when they are trying to gain will create competitive advantages if (and only if) it is set on the
approval for the construction of a new model series. right course from the beginning. By the way, the situation is very
much the same with respect to the subject of Connected Car;
> Th e central IT department generally concerns itself with data the problem was first recognized and the proposed solution was
centers, networks, and globally available applications. Each the creation of the management board position of a chief digital
plant has its own local IT team, however, caught between the officer (CDO).
Figure: Future IT of Production in the Context of Industry 4.0
Sourcing Suppliers Production Planning Logistic Sequencing Warehouse Management
ERP
Sales Order Management
Continuous
bi-directional MES
Data Exchange
Sequencing, Factory Control
Shopfloor IT
Operations at Production Line
Product
Networking and Localisation
Source: Detecon
6 Detecon Management Report dmr • Special Automotive 2015
Hurdle #4: Obsolete, monolithic production systems Unfortunately, it makes the problem of material flow even more
complicated (just in time, just in sequence, just in location). If,
No one is keen to try “open-heart surgery” – so how can changes however, we ever actually reach this point, the automobile will
otherwise be initiated? As of this moment, there are no indica- presumably no longer be what it once was – more a kind of
tions that there will be any major changes in production me- fully automatic, electrified cabin taxi, assembled from a large
thods, which have been following the same sequential pattern of number of printed and glued plastic parts, that is booked as
assembly line production for over 100 years, at any time in the needed. Good-bye to car racing.
next few years.
Hurdle #5: Lack of vision and Industry 4.0 strategy
Almost all manufacturing companies expended a lot of money
and effort in the 1990s to connect their production systems to The result of all of these factors has so far been the lack, by and
SAP – this was necessary, if for no other reason, because of the large, of a holistic, coordinated road map or vision. Besides the
increasing complexity of the logistics and the securing of the lack of mixed teams and coordination among the stakeholders
material flow at the right moment (sequencing). Over the course in the appropriate decision-making bodies, there are not even
of time, these large, monolithic production systems have been any strategies for partial areas such as plant IT only or automa-
expanded by the addition of more and more special solutions far tion technology only. This corresponds to a straightforward,
removed from any standards. Owing to their tight intermeshing technology-driven bottom-up approach. Applications are not
with core added value – the manufacture of automobiles – they developed according to need; instead, there are just trials to see
are at the very heart of operations, and for all practical purposes what a technology might be used for.
it is impossible to replace them in existing, active factories.
Possible solution: As tantalizing as this might be – a factory is not
This has led to most companies taking the so-called green field a startup garage, and technology must not be allowed to degene-
approach, the construction of new factories – although so far no rate into an end in itself. What is needed is the agreement of the
genuine alternative to the previous systems is available. Only stakeholders about prioritizing the domains such as production
smaller, new component plants can perhaps be operated with a planning in harmony with the corporate strategy; for example,
standard MES solution. Legacy factories, owing to their structure the goal of reducing the time between order and delivery or of
of assembly line production with monolithic systems (that also being able to produce more flexibly might be set. Only then will
do not fit within the guardrails of modern IT architecture), can it be possible to evaluate technologies for their maturity level and
be changed only in small, evolutionary steps. Greater efficiency the related applications for their contribution to strategy!
can perhaps be achieved by more extensive replacement of the
human workforce with robots. At the moment, however, deve- The right approach is a healthy mixture of bottom-up strategy
lopment in this direction is still in the preliminary stage – the (“trying out” technologies) and top-down strategy (corporate
protective fences are just now falling for the so-called lightweight strategy as the “big picture”, cataloging of requirements from the
robots such as Kuka LBR; the entire arm is populated with sen- business departments, prioritization of the production domains).
sors that respond immediately to touch so it can work hand in Moreover, there must be an iterative process, conducted every
hand with people or relieve older workers of heavy work. year, for recognizing and testing new or more mature technolo-
gies and for reviewing possible applications in the prioritized
Possible solution: If a genuine Industry 4.0 revolution is to succeed domains.
in the new factories at least, there would have to be an almost
radical turning away from (sequential) assembly line production Hurdle #6: Inadequate architecture without end-to-end security
and conversion to so-called station production. After welding,
painting, and fitting plus a so-called day for localization in the The legacy of an old MES and its interfaces lacking in consisten-
factory, the vehicle finds its way through the production process cy and with a lower level of interconnection certainly has one
on its own! The necessary technologies are already here; there is, advantage: the heart of the core added value is virtually imper-
for instance, transport using automated guided vehicles (AGV). vious to attack from the outside. Industry 4.0, however, is based
This would save an enormous amount of floor space because on horizontal (along the entire corporate value chain) and verti-
permanently installed assembly lines are no longer needed. cal networking (from ERP, MES, and shop floor IT down to the
product). The networking through the core value-added process
offers opportunities for greater efficiency and synergies, but also
heightens risks (example: Stuxnet).
7 Detecon Management Report dmr • Special Automotive 2015
Possible solution: IT architects and security experts must be in- Conclusion
volved in the design of the applications and the entire construction
must depend on secure end-to-end architecture. This includes a These are the seven bridges that must be crossed if the courage
detailed cataloging of requirements – however, this is standard is perhaps to be found – after 100 years of sequential assembly
procedure for these specialists. It is certainly permissible to point line production – to do something fundamentally different. In
out here that Detecon has been conducting training programs in our opinion, the following elements are absolutely essential:
this area for more than ten years!
• Top management buy-in
Hurdle #7: Technology as an end in itself
• Stakeholder management and decision-making bodies for
Technology and use case are frequently confused. There are ac- cross-organizational collaboration
tually examples of a new technology being rejected after a review
of its possible use because no one had the imagination to think • Formation of two-man teams from business department and
up further use cases. IT department for concrete issues
A famous example, and one that is ten years old, concerns the • Annual technology radar and continuous assessment of
operating company of the Frankfurt airport. It originally inten- possible applications
ded to use RFID for baggage tracking, but then decided against
it for cost reasons. The technology was put into use in a com- • Innovation management with breathing room for creativity
pletely different way, however: in the legally required fire protec- and a healthy culture of mistakes
tion system. About 22,000 doors and smoke alarms make use of
it at the Frankfurt airport! The RFID tags were ultimately used • Cataloging of needs and requirements from the business
for the improvement of the maintenance process: the technicians’ departments
PDAs record the time spent in the vicinity of the door and the
digitally documented work can be transmitted directly to SAP. * • An accepted and anchored vision, but one that must still be
flexible enough to accommodate rapidly changing technologies
Possible solution: There are standard procedures that can encou-
rage a team to “think outside the box”. Detecon has success- Ultimately, hype also must include a healthy estimation of what
fully established the “Design Thinking” methodology in Telekom appears to be feasible in the specific situation. One product stra-
Group; within only a short time, an agile, iterative process in tegy could read like this:
interdisciplinary teams has led to concrete results (need analy-
sis, idea development, rapid prototyping). Moreover, it is also “We are not doing what we have always done
important that management be willing to accept mistakes. It
in a completely different way,
is not always possible to set out on the right path from the very
beginning. we are simply doing it better.”
Dr. Thomas Siems is Managing Partner and head of
the sector Automotive. His passion is the innovation speed
* http://www.computerwoche.de/a/fraport-spart-450-000-euro-pro-jahr,1051986 of the automotive industry.
8 Detecon Management Report dmr • Special Automotive 2015
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