Industry 4.0 is holistically transforming the design, manufacture, operation, and service of products and production systems through cyber physical systems. It is helping organizations integrate the value chain horizontally as well as vertically. As a result, factory processes are becoming increasingly mature through various stages such as visibility, transparency, predictability, and adaptability. With real-time decision-making, the event-to-response time of machines has been reduced drastically. Overall this smart technology is helping organizations improve their top line through smart products and smart services while reducing costs by enhancing efficiencies at all levels. These efficiencies extend to supply chain, operations, maintenance, information, energy, and service. Despite its proven success, many manufacturing companies are yet to embrace Industry 4.0 principles and continue instead to use legacy enterprise software systems. The adoption of Industry 4.0 over the next five years will be a critical success factor in most global industries.
So, how can you adopt Industry 4.0 and benefit from it? How do you develop a roadmap for your enterprise to get there? What are the challenges ahead, and how do you address these? What are some of the concerns that often impede global organizations in taking up this transition? Learn how your enterprise can adopt Industry 4.0, leverage the Industry 4.0 Maturity Index, manage change as implementation begins, and ensure stakeholder buy-in.
The new business models and the definition of a new strategy for Industry 4.0 adoption.
How the Industry 4.0 Maturity Index can help your organization identify concrete measures, build a roadmap towards adoption of Industry 4.0 practices and digitize legacy assets.
How to review the enterprise-wide platforms that are needed in the era of Industry 4.0 and key best practices for choosing these platforms.
Pareekh Jain, Senior Vice President and Managing Director India at HfS Research
A seasoned outsourcing consultant, Pareekh has seen the engineering services outsourcing industry from three perspectives: service provider, advisor and buyer. He started his career as a software engineer with Geometric, which gave him the service provider perspective. He was then with neoIT, an outsourcing advisory firm. At neoIT, he was a key contributor on a number of engagements with leading US and European clients, which spanned across the outsourcing lifecycle. He also produced neoIT’s seminal report on city competitiveness for outsourcing. In his last assignment, he gained the perspective of an outsourcing buyer as he led strategic planning, sales planning, product planning and R&D initiatives for the APAC region of Emerson Network Power—a Fortune 100 manufacturing multinational whose APAC operations are based in Kuala Lumpur, Malaysia.