General Information
Assessor Name
*
Riaan Coetzee
Thesele Mafethe
Harsha Desai
Komal Singh
Thishen Naicker
Danny Naicker
Jurie Du Toit
Ayanda Tyatyantsi
Gary Corderley
Peter Bosscha
Stephen Marais
Derryn
Tiisetso
Nhlali
Thapelo
Chanel
Employee Name
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Job Title
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Company Name
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John Moffat Prolock (Pty) Ltd
Hudson Rubber
Technique Manufacturing Corporation (Pty) Ltd
VSC Solutions
Sintered Metal Products (Pty) Ltd
NewBreed Holdings (Pty) Ltd
MM Engineering Services (Pty) Ltd
Faurecia
Jendamark Automation (Pty) Ltd
HART AUTOMOTIVE (PTY) LTD
TK Manufacturing
MAHLE Behr South Africa (Pty) Ltd
G.U.D. Holdings (Pty) Ltd
Factocode Pty Ltd TA “Microfinish”
JA Engineering
Centurion System (Pty) Ltd
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1. Strategy and Organisation
1.1 To what extent has 4IR influenced the organisation's Strategy?
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1. 4IR knowledge is low and not part of organisation's strategy
2. 4IR is recognised at departmental level but has not yet been integrated into the organisation's Strategy
3. 4IR is included in the organisational strategy
4. 4IR strategy has been communicated to the business and is widely understood with clear objectives
5. 4IR strategy has been implemented across the business with clear objectives and implementation plan(s)
N /A
1.1 Please select target score
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1.2 To what extent is the organisation's Leadership team driving 4IR?
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1. The organisation's leadership team is unaware of 4IR practices, technologies or value drivers
2. Leadership team is aware of 4IR
3. The Leadership team is investigating potential 4IR benefits
4. The Leadership team recognises the financial benefits to be obtained through 4IR and is developing plans to invest
5. Widespread support for 4IR within both the leadership team and across the business
1.2 Please select target score
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1.2 Comments
1.3 Are finance-related decisions made inclusive of 4IR drivers?
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1. 4IR drivers are unknown and do not impact the organisation's financial planning or decision making
2. Some 4IR drivers have been identified during the organisation's financial planning
3. Financial planning is influenced by 4IR drivers but cost/benefit reviews are not being done
4. Actual Cost/Benefit analysis of 4IR investments are done annually
5. Actual Cost/Benefit analysis of 4IR investments are done quarterly
1.3 Please select target score
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1.4 Does the target operating model support the organisation's 4IR initiatives and is it supported by the leadership team
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1. The operating model, roles, responsibilities, and controls have not been defined in the last 24 months in order to take advantage of 4IR initiatives
2. The operating model, roles, responsibilities, and controls have been defined and implemented to support a cohesive 4IR that is understood across the business
3. The operating model is applied to business and the organisation by putting in place supporting governance and controls in order to support a scalable and agile implementation of 4IR
4. Teams are applying governance and controls with little standardisation or coherent structure in the implementation of 4IR initiatives
5. Teams are regular applying governance and controls with standardisation and coherent structure in the implementation of 4IR initiatives
1.4 Please select target score
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1.4 Comments
1.5 Is the organisation investing in 4IR technologies or capabilities such as IoT ?
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1. There is little to no investments made into 4IR initiatives in the last financial year
2. We have budgeted for 4IR investments for the current financial year or we have invested and have not recovered the benefits on the implementation
3. Investments are made into 4IR initiatives are tracked, monitored and demonstrating a positive trend on the benefits
4. 4IR investments have been made in multiple business areas with different use cases
5. 4IR related investments have been made across the entire business with return on investments (ROI) tracking
1.5 Please select target score
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1.5 Comments
1.6 Does the leadership team share/communicate the 4IR vision and enable cross-functional collaboration?
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1. Minimal communication and cross functional collaborations exists within the organisation
2. Leadership has communicated short term focus areas and minimal cross functional collaborations exist amongst functional leads
3. Leadership has communicated short - medium term focus areas and functional leads and some teams are collaborating
4. Leadership has communicated medium - long term focus areas and functional leads and their teams have develop prototypes and pilot them within the organisation
5. Leadership has communicated long term focus areas and the vision is shared and understood across the organisation. Teams within the organisation have governance and processes to foster collaboration on projects
1.6 Please select target score
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1.6 Comments
1.7 How have evolving 4IR technologies and policies impacted the way you handle your intellectual property?
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1. 4IR technologies and policies have not been incorporated into the organisation's IP handling processes
2. Awareness exists for the need to incorporate the change in the management of the organisation's IP due to the evolving 4IR technologies and policies, however no active management is being done
3. The organisation only incorporates and manages the IP handling process based on evolving 4IR policy regulatory requirements
4. The organisation partly incorporates and manages the IP handling process based on evolving 4IR technologies, policies and internal requirements
5. The organisation continually incorporates and manages the IP handling process and ensures that stakeholders are informed on the latest updates
1.7 Please select target score
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1.7 Comments
1.8 Are there any 4IR related KPIs actively being measured?
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1. There are no 4IR objectives set and no KPIs being measured
2. There are 4IR objectives but not translated into KPIs
3. There are 4IR related KPIs which are measured and monitored
4. 4IR KPIs are widely understood in the business and used in periodical reporting (e.g. monthly, quarterly)
5. Insights from the KPIs are used for decision making towards the development of 4IR related objectives
1.8 Please select target score
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1.9 To what extent have contracting models been updated to account for the digital nature of 4IR?
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1. 4IR approaches/methodologies have not been incorporated into contracting models
2. 4IR drivers have been identified but contracting processes remains unchanged
3. Some changes have been incorporated into contracting models to reflect more integrated and collaborative processes
4. New 4IR contracting models have been fully implemented on new and "flagship" projects
5. New 4IR contracting models are being used for majority of existing contracts with automatic integration between deliverables and obligations
1.9 Please select target score
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1.9 Comments
1.10 Does the organisation allow its departments to develop 4IR concepts?
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1. There is no time allocated to explore 4IR initiatives
2. Some time is allocated for 4IR initiatives and it is explored reactively without enough support
3. Time is allocated for the targeted 4IR experimental projects, including a business case definition
4. Time is allocated for 4IR pilot projects and for the implementation of digital roadmap and major changes
5. Time is continuously allocated to support 4IR related projects and to continually improve the digital transformation journey
1.10 Please select target score
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1.10 Comments
1 Section Name
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Target score for Section 1
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Assessed Score for Section 1
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Section 1 Comments
Section 1: Please upload supporting documents
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2. Value Chain, Business Model and Governance
2.1 Have Compliance and auditing procedures been updated towards 4IR maturity? (eg. been digitised)
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1. Compliance and auditing procedures have not been updated to reflect 4IR maturity
2. Compliance and audit procedures have been updated to reflect 4IR maturity, though not consistently and well applied
3. Compliance and auditing is performed manually (paper and/or electronic based). Some connectivity / integration exists between departments
4. Most Compliance and auditing processes are managed and controlled electronically. Some connectivity exist between departments
5. Most to all Compliance and auditing processes are managed and controlled electronically. Full connectivity and communication exist between departments
2.1 Please select target score
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2.2 Are 4IR related risks being identified and mitigated?
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1. New risks (related to 4IR) have not been identified
2. New risks (related to 4IR) have been identified and assessed. Mitigations have not been planned. Traditional Risk Management processes followed
3. New risks (related to 4IR) have been identified and assessed. Limited mitigations have been planned. Traditional Risk Management processes followed
4. New risks (related to 4IR) have been identified and assessed. Majority mitigations have been planned. Some integrated processes are used to manage new Risks and use of Traditional Risk Management is limited
5. Working party has assessed the changing risk profile and have procedures in place to mitigate these. Integrated PLM / DLM is used to assess and manage risks
2.2 Please select target score
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2.3 Are any "as-a-service" business models being utilised in creating digital value?
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1. Value is generated solely with the sales of physical products and product-related services (e.g. traditional maintenance)
2. Value is generated solely with the sales of physical products and product-related services (e.g. traditional maintenance). Planning has started towards generating value from digital products
3. Value is generated mainly with the sales of physical products and product-related services (e.g. traditional maintenance) A limited amount of value is generated from digital products with a growth strategy in place.
4. Most of the value generated is from digital products and the licensing of IP. Some value is generated from physical products
5. Value is generated by purely digital products and the licensing of IP (eg. cloud-based predictive maintenance solution, licenses for 3D-printing of products etc.
2.3 Please select target score
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2.3 Comments
2.4 To what extent is business related data being captured, analysed and utilised?
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1. Data is captured but rarely analysed
2. Very little data is analysed and not often
3. Some data is analysed and features in key business reports to review performance
4. Most data is analysed and the result is considered when making business decisions
5. All relevant data is analysed and informs business decisions
2.4 Please select target score
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2.4 Comments
2.5 How is data acquired to produce advanced analytics models?
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1. Data is not available to perform analysis.
2. Data collection is limited and fed into models but some questions cannot be answered because of gaps in data.
3. Data is collected and fed into models but some questions cannot be answered because of limitations of the information model
4. Data is collected, integrated and fed into models from multiple sources, systems and databases from within the organisation
5. Data is collected, integrated and fed into models from multiple sources and includes (if required) industry benchmarks and external information
2.5 Please select target score
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2.5 Comments
2.6 Have Legal and Policy changes been made to account for 4IR?
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1. No awareness of the impact of 4IR practices on Legal processes
2. Management is aware of some impacting factors (eg. IP, Contracting models, new business models, collaborative Supply Chain) but no intent to update Legal policies or procedures
3. Management is aware of some impacting factors (eg. IP, Contracting models, new business models, collaborative Supply Chain) and are assessing the specific risk factors related to company policies.
4. Most policies and procedures have been updated to include 4IR drivers. Some are still to be updated
5. 4IR drivers have been fully integrated with policies, procedures and operations
2.6 Please select target score
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2.7 Are Integrated marketing channels being utilised?
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1. The Company has no online presence
2. Online presence is seperated from offline channels
3. Integration exists within the online and offline channels but not between them
4. Integrated channels and individualised customer approach
5. Integrated customer experience management across all channels
2.7 Please select target score
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2.8 To what extent are business processes supported by an adequate IT infrastructure [incl. for current or future IIoT technology]?
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1. None of the business processes are supported by an IT infrastructure
2. Main business processes are supported by IT systems
3. Some business areas are supported by IT systems with limited integration.
4. Complete IT support of processes with adequate infrastructure. Some processes are integrated
5. Advanced IT infrastructure in place for all business processes. Systems are integrated both vertically and horizontally
2.8 Please select target score
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2 Section Name
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Assessed Score for Section 2
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Target score for Section 2
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Section 2 Comments
Section 2: Please upload supporting documents
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3. Manufacturing and Operations
3.1 Is Automation utilised for manufacturing processes? (if applicable)
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1. No machines, transporters or services can be controlled or tracked through automation
2. Few machines can be controlled through automation
3. Some machines and related systems can be controlled through automation
4. Most machines and related systems can be controlled through automation
5. Machines and systems can be controlled completely through automation
3.1 Please select target score
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3.2 Have machines been integrated into manufacturing operations? (M2M integration and communication)
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1. Machines and systems have no M2M capability (machines cannot communicate with each other or with other operating systems)
2. Machines and related systems have M2M capability but none have yet been implemented
3. Machines and systems are interoperable to a limited extent
4. Machines and systems are partially integrated
5. Machines and relevant systems are fully integrated
3.2 Please select target score
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3.3 Have Manufacturing equipment and machines been assessed for 4IR readiness? What is the current status, on average?
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1. No knowledge of equipment requirements in terms of 4IR exist. No assessment has been done as to Machine / equipment readiness
2. Significant overhaul is required to meet 4IR requirements
3. Some machines / equipment can be upgraded towards compatibility with 4IR technologies
4. Machines already meet some of the 4IR requirements and can be upgraded as required
5. Machines and systems already meet all future / 4IR requirements
3.3 Please select target score
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3.4 Are autonomously guided work pieces being utilised?
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1. No knowledge of autonomously guided work pieces exist
2. Autonomously guided work pieces are not in use, but are planned for
3. Autonomously guided work pieces are not in use, but there are pilots underway
4. Autonomously guided work pieces are being used in selected areas
5. Autonomously guided work pieces are widely adopted
3.4 Please select target score
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3.5 To what extent does the company utilise self-optimising processes?
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1. No knowledge of self-optimising processes exist
2. Self-optimising processes are not currently in use but are planned for
3. Self-optimising processes are not in use, but there are pilots in more advanced areas of Operations.
4. Self-optimising processes are used in selected areas
5. Self-optimising processes are widely used towards optimisation of manufacturing and operations
3.5 Please select target score
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3.6 Has the company integrated asset utilisation data towards real-time, automated maintenance scheduling?
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1. Machine maintenance is manually tracked and scheduled
2. Planning towards an automated maintenance scheduling system has been done
3. Some machines alert operators of a performance issue which enables them to manually schedule a maintenance task
4. Some machines are self-diagnosing, automatically passing information to the maintenance scheduling systems
5. Machines are generally self-diagnosing and the maintenance schedule adjusts itself based on real time data inputs from the machine
3.6 Please select target score
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3.7 Are digital models being utilised towards improvement of manufacturing operations?
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1. No knowledge and/or skills exist towards digital modelling of manufacturing and related operations
2. The value of digital twins (digital modelling) is recognised. Planning towards utilising digital twins has been done but no models exist as yet.
3. Selected priority processes utilise digital modelling
4. Most processes utilises digital modelling. Limited integration between models has been established.
5. Integrated digital models are utilised and updated with real-time data towards improvement of performance metrics
3.7 Please select target score
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3.8 Is operations / manufacturing data being collected? In what format and how frequently?
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1. No manufacturing / operations related data is collected
2. Some manufacturing / operations related data is collected. Data is collected manually when required (e.g. sampling for quality control)
3. Required data is collected digitally - only in selected or priority areas
4. Comprehensive digital data collection is done in multiple areas
5. Comprehensive data is collected automatically across all processes
3.8 Please select target score
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3.9 Of operations / manufacturing data collected, how much is utilised / analysed towards improvement / optimisation?
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1. No data is collected
2. Data is only used for quality and regulatory purposes
3. Some data is used to control selected processes
4. Some data is used to control and optimise selected processes (e.g. predictive maintenance, manufacturing planning updates, performance metrics etc.
5. All data collected is utilised to optimise processes as well as towards strategy and operational decision making (e.g. ROI calculations)
3.9 Please select target score
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3.10 A manufacturing execution system (MES) that constitutes of a process-oriented operating level of a multilayer production management system; directly linked to the process automation systems
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1. No specific MES module is installed
2. APS is enabled and linked to the ERP system such that raw material and semi finished stock is allocated in the production process
3. MES allows for statistical analysis of past production steps in terms of throughput, quality and alerts
4. MES can be connected to external applications and evaluates production operations enhanced by sensor data
5. MES is an integrated application in the smart production facility where machines can be added in plug & play mode and communicate with smart products along the entire production process
3.10 Please select target score
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3.10 Comments
3 Section Name
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Assessed Score for Section 3
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Target Score for Section 3
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Section 3 Comments
Section 3: Please upload supporting documents
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4. Technology and digitalisation
4.1 Has the required infrastructure and system architecture been implemented to support 4IR technologies and processes?
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1. The required 4IR related architecture has not been defined
2. The required 4IR related architecture has been defined without a implementation plan
3. The required 4IR related architecture has been defined with an implementation plan and dedicated resources
4. Some of the required 4IR related architecture has been implemented successfully
5. Most of the required 4IR related architecture has been implemented and is being updated as required
4.1 Please select target score
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4.2 Do the product development processes allow for automation of product reviews and changes? (Vertical integration)
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1. Limited to no integration exists when advancing through the product development stages
2. Some integration exists between the product development stages (concept design to product commissioning)
3. Some integration and automation exists between product development stages to enable limited traceability and constraint enforcement
4. Advanced integration and automation exists between product development stages with some process traceability and constraint enforcement
5. Full integration and automation across product development stages exists, ensuring full process traceability and constraint enforcement throughout the product life cycle.
4.2 Please select target score
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4.3 Is the customer involved during any product development stages?
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1. The customer is not involved during any product development stages, therefore; no product customisation
2. The customer has limited involvement with very limited customisation options
3. The customer has limited involvement with some customisation options possible
4. The customer is fairly involved throughout the product development stages and customisation options are readily available
5. The customer is integral to the design phase and customisation options are available for most to all products
4.3 Please select target score
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4.4 Is the organisation utilising cloud-based systems, solutions and storage?
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1. There are no awareness for cloud-based solutions
2. Cloud solutions are identified and planned for implementation against the overall digital strategy
3. Implementation of prioritised solutions and dedicated resources has been planned for cloud-based solutions (software, data storage and data analysis)
4. Pilot cloud-based solutions have been implemented in some areas of the business
5. Multiple integrated cloud-based solutions have been implemented across the business
4.4 Please select target score
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4.5 To what extent has the company updated IT and data security measures towards 4IR ?
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1. No IT security solutions are being monitored or planned
2. Updates to current IT security solutions are planned
3. Updated IT security solutions have been partially implemented
4. IT security solutions have comprehensively been updated and implemented
5. IT security solutions have comprehensively been updated and implemented. IT and data security measures are continuously monitored and updated
4.5 Please select target score
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4.6 Does the company utilise any virtual reality solutions either during production or for training purposes
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1. No knowledge of VR based 4IR technologies for manufacturing exist
2. VR based 4IR technologies for manufacturing are being investigated
3. VR based 4IR technologies for manufacturing are being investigated with pilot programs underway
4. VR based 4IR technologies for manufacturing are being investigated with relevant solutions implemented
5. VR based 4IR technologies for manufacturing have been implemented and updated as required
4.6 Please select target score
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4.6 Comments
4.7 Are any augmented reality related technologies being utilised during production, training or other operations?
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1. No knowledge of AR applications for manufacturing, training or maintenance
2. AR based applications for manufacturing, training or maintenance are being investigated
3. AR based applications for manufacturing, training or maintenance are being investigated with pilot programs underway
4. AR based applications for manufacturing, training or maintenance are being investigated with
5. AR based applications for manufacturing, training or maintenance have been implemented where applicable.
4.7 Please select target score
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4.8 An information model which takes advantage of internal and external data sources that are easily accessible and structured in a way which will support the creation of trustworthy insights
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1. Little is known about the data that is held within the organisation
2. Some metadata management exists but the use and accessibility of data is still largely unknown
3. Data sources are consistently aggregated and stored in data lakes and there is a developing understanding of how to use and access them across the business
4. The data lake is set up and designed to allow quick and easy access to relevant data sources to use in analytics models
5. The data lake is structured to allow for vast increases and variation in data volumes and varieties and the data is accessible on-demand
4.8 Please select target score
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4.9 The extent to which standardised data models and definitions are used and commonly understood
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1. Data is disparate across the enterprise with some similar definitions; however the application of synonyms and antonyms is not understood; data models are not linked and may be inconsistent between layers (i.e. data lake)
2. Data is collected and fed into models but some questions cannot be answered because of limitations of the information model
3. Data is collected, integrated and fed into models from multiple sources, systems and databases from within the organisation
4. Data is collected, integrated and fed into models from multiple sources and includes local industry benchmarks
5. Data is collected, integrated and fed into models from multiple sources and includes (if required) global industry benchmarks and external information
4.9 Please select target score
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4 Section Name
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Assessed Score for Section 4
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Target Score for Section 4
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Section 4 Comments
Section 4: Please upload supporting documents
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5. People, Resources and Culture
5.1 What is the extent of employees' knowledge and capabilities regarding 4IR technologies, processes and infrastructure?
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1. Employees are unaware of 4IR related technologies and/or best practices
2. Employees have little or no experience with digital technologies
3. Technology focused areas of the business is operated by employees with some 4IR related capabilities
4. Developed digital and data analysis skills across most areas of the business
5. Leading edge digital and analytics skills across the business
5.1 Please select target score
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5.2 What is the skill and education level of employees regarding 4IR related technologies, processes and infrastructure?
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1. The workforce has a low level of education and skill related to manufacturing technologies
2. The workforce have specific skills and limited education in terms of trades
3. The workforce have specific trade related skills and education with limited 4IR knowledge
4. The workforce are highly skilled and educated with a base knowledge of 4IR technologies and practices
5. The workforce are highly skilled and educated and continously learning and implementing advanced manufacturing technologies and practices
5.2 Please select target score
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5.3 Has the company identified local suppliers for required technologies, processes and infrastructure?
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1. 0% to 5 % of suppliers identified are local
2. 6% to 35 % of suppliers identified are local
3. 36% to 79 % of suppliers identified are local
4. 80% to 90 % of suppliers identified are local
5. 90% to 100 % of suppliers identified are local
5.3 Please select target score
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5.4 Are employees being trained, re-skilled or made aware of 4IR technologies and related value drivers?
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1. No training towards 4IR practices and technologies are planned
2. Awareness with regards to 4IR technologies and practices have started but is limited
3. Awareness towards 4IR exists and training programs are in place
4. Training programs are in place and active participants across all organisational levels are observed
5. Active training towards 4IR related business processes, technologies and best practices are in place and are continuously improved
5.4 Please select target score
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5.4 Comments
5.5 Is the required infrastructure in place for the company's operations to run without interruption with full 4IR integration?
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1. Approximately 10% of the required infrastructure is in place to support the company towards 4IR maturity
2. Approximately 11% - 35% of the required infrastructure is in place to support the company towards 4IR maturity
3. Approximately 36% - 60% of the required infrastructure is in place to support the company towards 4IR maturity
4. Approximately 61% - 85% of the required infrastructure is in place to support the company towards 4IR maturity
5. Approximately 86% - 100% of the required infrastructure is in place to support the company towards 4IR maturity
5.5 Please select target score
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5.6 Does the company have access to the required water, energy and other resources?
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1. Required resources are available 10% of operational / production time
2. Required resources are available 25% of operational / production time
3. Required resources are available 50% of operational / production time
4. Required resources are available 70% of operational / production time
5. Required resources are available 95% or more of operational / production time
5.6 Please select target score
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5.7 To what extent does the company have access to the required connectivity and communication resources for 4IR maturity?
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1. Connectivity and Communication resources are limited to non-existent
2. Connectivity and Communication resources are available but not dependable
3. Manufacturing operations and Supply chain activities are connected IIoT technologies are available but only partially utilised
4. Manufacturing operations and Supply chain activities are connected IIoT technologies are available and utilised for 70% and upwards of operations
5. Manufacturing operations and Supply chain activities are connected IIoT technologies are available and utilised for 95% and upwards of operations
5.7 Please select target score
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5.7 Comments
5.8 The influence of digital skills set on hiring decisions and the recruitment strategy
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1. Few considerations have been given to digital skills
2. While the scale of change has been recognized, no roadmap to support the digital journey has been drafted
3. A roadmap for change has been developed but is not followed-up throughout the organisation; digital skills are sporadically looked for in CVs of new joiners
4. A scalable change management plan for the digital journey has been activated and is consistent with the organizations recruiting and hiring strategy
5. A top-down and bottom-up change management programme has been implemented and the culture transformed to hire and recruit digital experts
5.8 Please select target score
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5.9 A change management journey has been planned to support the transition into a digital organisation and data-driven decision making forms a key part of the organisation's culture
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1. The importance of data-driven decision making is mentioned in meetings and informal discussions
2. Data-driven behaviour is mentioned frequently in meetings, newsletters, intranet, etc.
3. Top management signals employees to embrace digital processes and work with insight coming from data
4. Data-driven decision making and digital transformation sessions are offered for employees; in addition employees are well informed about the impact of digital transformation
5. Employees are aware of their role within digital transformation and know who they can best prepare themselves for the upcoming changes
5.9 Please select target score
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5.9 Comments
5 Section Name
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Assessed Score for Section 5
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Target Score for Section 5
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Section 5 Comments
Section 5: Please upload supporting documents
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6. Products and Services
6.1 Does the company offer customisation of their products? To what extent?
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1. No customisation is possible; new manufacturing set up is required for any change in the product
2. Product allows for very limited individualisation with standard, mass production batches
3. The Majority of products are made in large batch sizes, with limited differentiation possible through customer input
4. Products can be customised to a large degree, but still have standardised base
5. Late differentiation is available for most make-to-order products (batch size of 1)
6.1 Please select target score
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6.1 Comments
6.2 To what degree are smart products being produced? (Digital features and IP development)
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1. No knowledge of the produced product's digital features or the value thereof currently exist
2. Products show only physical value with digital aspects in planning phase
3. Products show value only from intellectual property licensing
4. Products exhibit some digital features and value from intellectual property licensing
5. Products exhibit high level of digital features and value from intellectual property licensing
6.2 Please select target score
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6.2 Comments
6.3 Does the company offer any data-driven services?
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1. No data-driven services are currently being offered
2. Some data-driven services are currently being offered, but without customer integration
3. Data-driven services are offered with some customer integration
4. Data-driven services are offered - most with customer integration
5. Data-driven services are fully integrated with the customer
6.3 Please select target score
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6.3 Comments
6.4 Does the company collect and use after-sales utilisation data of the product?
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1. Analytical models are non-existent and insight is based on simple reporting or trending
2. Analytical models are built on ad-hoc basis using traditional model development methods
3. A formal methodology for model building exists and leverages industry standard modelling techniques with periodic updates
4. Leading edge analytical model development techniques are used, models are refreshed frequently and new modelling methods are tested against existing models
5. Proprietary analytic model development techniques are developed by dedicated analytics research staff and are tested against current models
6.4 Please select target score
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6.4 Comments
6.5 What percentage of revenue does data-driven services account for?
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1. Data-driven services does not account for any share of Company revenue
2. Data-driven services account for an initial share of Company revenue (< 2,5%)
3. Data-driven services account for a moderate share of Company revenue (< 2,5 - 7.5%)
4. Data-driven services account for a significant share of Company revenue (< 7,5% - 10%)
5. Data-driven services account for a priority share of Company revenue (> 10%)
6.5 Please select target score
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6.5 Comments
6.6 Has the company explored PLM / DLM opportunities in order to add value to both vertical and horizontal integration and optimisation?
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1. No knowledge of PLM / DLM systems exist within the organization
2. No PLM / DLM systems have been implemented. Planning towards implementation has started.
3. Active planning towards implementation of PLM / DLM systems are underway.
4. Initial / Pilot phases of PLM / DLM Implementation have been completed
5. Full integration of PLM/ DLM platform has been implemented
6.6 Please select target score
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6.6 Comments
6.7 The digital operating model is designed to handle increased demand for services
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1. The digital operating model only takes into account existing demand
2. The digital operating model does have room for increased demand but is likely to not be able to handle market disruptions or risks
3. The digital operating model has some agility built in but is still limited by legacy IT environment and status quo business processes
4. The digital operating model is highly agile and supported by multi-modal IT and mature business process re-engineering to encourage operational growth
5. Digital solutions blend both the OT and IT perspective, taking advantage of multiple delivery models, whilst keeping costs at a manageable level
6.7 Please select target score
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6.7 Comments
Section 6 Comments
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Assessed Score for Section 6
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Target Score for Section 6
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7. Supply Chain and Logistics
7.1 Does the company perform inventory control using real-time data management?
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1. Inventory levels are not monitored - checked on ad-hoc basis
2. Inventory levels are monitored on an ad-hoc basis with a paper-based management system.
3. Computer database is used which is manually updated with inventory levels at certain times
4. Computer database is used with integrated smart devices to updated inventory levels.
5. Computer (cloud) based database is updated in real time with data supplied by smart devices
7.1 Please select target score
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7.1 Comments
7.2 To what degree is the Company's supply chain integrated and visible?
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1. No integration with suppliers or customers have been established
2. Ad-hoc, reactive communication with suppliers or customers have been established
3. Basic communication and data sharing has been established where required with suppliers and/or customers
4. Seamless data transfer between key strategic supplier / customers have been established
5. Real-time integrated planning is achieved through full integration between suppliers, the company and customers. Inventory, lead times and status of incoming and outgoing products / materials are visible throughout the chain
7.2 Please select target score
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7.2 Comments
7.3 Is there visibility up- and/or downstream within the supply chain?
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1. No integration with suppliers and/or customers. No visibility and suppliers / customers have to enquire manually
2. Selected supplier and/or customer metrics are visible
3. Site location, capacity, inventory and operations are visible between first tier suppliers and customers
4. Site location, capacity, inventory and operations are visible throughout the supply chain
5. Site location, capacity, inventory and operations are visible in real-time throughout the supply chain and data is used for monitoring and optimisation
7.3 Please select target score
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7.3 Comments
7.4 How quickly can the company respond to changes in supply chain or market demand?
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1. No or late responses to market or supply chain changes
2. Slow responses to market or supply chain changes
3. Moderate responses to market or supply chain changes and general customer requirements shift
4. Moderate responses to market or supply chain changes, individual customer requirements and incoming supply
5. Immediate response to market changes, individual customer requirements and shifts in supplier delivery
7.4 Please select target score
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7.4 Comments
7.5 To what extent is supply chain data utilised towards improvement of lead times?
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1. Lead time data is not recorded
2. Long materials lead time, resulting in high inventory levels are generally observed
3. Improvements have been identified to reduce lead times for some materials / products
4. Some improvements have been implemented to reduce lead times on key materials / products
5. Differentiated stocking policies and lead times to meet make-to-order deliveries efficiently
7.5 Please select target score
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7.5 Comments
7.6 Does the company utilise real time monitoring data of its supply chain to optimise manufacturing and operations?
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1. No monitoring of supply and logistics chain is being done
2. Selected links in the Supply and logistics chain can be monitored
3. Selected links in the supply and logistics chain can be monitored. Monitoring data is used for planning and optimisation purposes
4. Most of the links in the supply and logistics chain have been digitally modelled and data is continuously used for planning and optimisation purposes
5. The Supply and logistics chain is monitored in real-time and data is used to automatically plan and optimise
7.6 Please select target score
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7.6 Comments
7.7 To what extent is the company utilising digital models of the supply chain?
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1. No knowledge of Supply Chain and Logistics digital modelling (Digital Twin) Exist
2. Planning towards the creation of a digital model of the Supply and Logistics chain has started.
3. Selected links and/or processes in the Supply and Logistics chain have been digitally modelled and is used for planning and optimisation purposes.
4. Most of the links and/or processes in the Supply and Logistics chain have been digitally modelled and is used for planning and optimisation purposes.
5. Real-time information is integrated across the Supply and Logistics chain and is used to continuously update the digital model in order to optimise the chain.
7.7 Please select target score
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7.7 Comments
Section 7 Comments
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