效率竞赛_工业4.0及其对电子组装的影响（英文版）_20页_2mb

Roland Berger Focus - The Race for Efficiency

Core Content

The electronics assembly industry, valued at around EUR 1.5 trillion, is undergoing a significant transformation driven by Industry 4.0. This new industrial revolution, characterized by technologies such as the Industrial Internet of Things (IIoT), 3D printing, and cyber-physical systems like augmented reality, is expected to enhance efficiency and profitability across the sector. The paper highlights the race for efficiency and the strategic importance of selecting the right Industry 4.0 technology blocks and partners for different types of manufacturers and their suppliers.

Main Viewpoints

1. Industry 4.0 and Efficiency Gains

• Industry 4.0 is a combination of trends and technologies that can significantly improve the efficiency of electronics assembly.
• The potential for EBIT improvement is up to 9 percentage points, and for ROCE up to 20 percentage points.
• Cost efficiency is a major driver in purchasing decisions, and companies that implement Industry 4.0 effectively are likely to gain market share and revenue.

2. Maturity Levels of Industry 4.0 Implementation

• Even leading players in the electronics assembly industry are only about halfway through the full implementation of Industry 4.0.
• LVHM (Low-Volume, High-Mix), HVLM (High-Volume, Low-Mix), and MVMM (Medium-Volume, Medium-Mix) operating models exist, each requiring different strategies and technology blocks.

3. Technology Blocks and Their Impact

• 20 technology blocks are identified, split into hardware-centric and software-centric.
• Each block has a direct or indirect impact on key performance indicators (KPIs) such as OEE, daily output, and delivery performance.

Key Information

1. LVHM Operating Model

• Focus: Aerospace, defense, and medical industries.
• Challenges: High complexity due to frequent changeovers and low CAPEX utilization.
• Efficiency Gains: Up to 6 percentage points on EBIT and 20 percentage points on ROCE.
• Prioritized Technology Blocks: Flexible workshop-based production systems, production scheduling optimization systems, and process master control systems.
• Implementation Strategy: In-house development for flexible production, partnering for scheduling and control systems, and building internal software capabilities.

2. HVLM Operating Model

• Focus: Consumer electronics, computers, and communication devices.
• Challenges: High automation, limited flexibility gains, and complex maintenance.
• Efficiency Gains: Up to 2 percentage points on EBIT and 6 percentage points on ROCE.
• Prioritized Technology Blocks: Further equipment automation, predictive maintenance, and machine and line performance optimization systems.
• Implementation Strategy: Market monitoring for standard solutions, in-house development, and partnerships with software players.

3. MVMM Operating Model

• Focus: Automotive electronics production.
• Challenges: Balanced automation and CAPEX utilization, regular changeovers.
• Efficiency Gains: Up to 3 percentage points on EBIT and 9 percentage points on ROCE.
• Prioritized Technology Blocks: Further equipment automation, workshop-based production systems, and machine and line performance optimization.
• Implementation Strategy: A combination of in-house development and external partnerships, similar to LVHM and HVLM players.

Equipment and Software Providers

1. Machine Suppliers

• Focus on hardware and machine-related software.
• Offer solutions for automation, communication, and feedback loops.
• Need to develop software competencies and form partnerships with startups or software players to expand their offerings.

2. Automation Providers

• Develop customized automation solutions.
• Ideal for workshop-based production and automated material handling.
• Should proactively develop and market solutions for prioritized technology blocks.

3. MES Providers

• Cover software-related technology blocks such as process control, scheduling, and quality management.
• Offer hardware-independent solutions and integrate with legacy equipment.
• Need to collaborate with machine suppliers for seamless integration and leverage specialized hardware knowledge.

4. Specific Software Players

• Focus on non-traditional MES systems and enterprise-level technology blocks.
• Should identify market niches and form partnerships with machine and automation providers to remain competitive.

Conclusion

• There is no one-size-fits-all solution for Industry 4.0 implementation.
• Companies must tailor their strategies based on their operating model and the needs of their customers.
• Collaboration and strategic partnerships are essential for successful implementation.
• The race for efficiency is on, and those who leverage Industry 4.0 effectively will gain a significant advantage.

Summary

• Industry 4.0 offers transformative potential for the electronics assembly industry.
• Different operating models (LVHM, HVLM, MVMM) require tailored approaches to technology block selection and implementation.
• Efficiency gains can be substantial, with EBIT and ROCE improvements up to 9 and 20 percentage points, respectively.
• Equipment and software providers must adapt their strategies to meet the evolving needs of their customers.
• Strategic partnerships and internal capabilities are critical for success in the Industry 4.0 era.