Free Digital Assessment

Self-Assessment Review

Digitalisation / Industry 4.0

The review is divided into FIVE major sectors:

Business Model Focus
- (5 multiple choice questions)
Sales & Customer Focus
- (5 multiple choice questions)
Production & Processes Focus – The beating heart of Industry 4.0
- (10 multiple choice questions)
IT Systems, Infrastructure & Security
- (5 multiple choice questions)
Organisation & Culture Focus
- (5 multiple choice questions)

The whole assessment process should only take 10 to 15 minutes to get a fully comprehensive review indicating not only where you currently are on your digitalisation / Industry 4.0 journey but also practical suggestions on next steps and where appropriate how you benchmark against your peers and competitors.

Simply select the statement that BEST fits your current situation from each of the multiple choice answers.

Business Model Focus:

How would you rate the impact of your current digital features in your products and services?

Digital products and services currently make no contribution to the revenues of our products and services – we currently only sell physical products and services

We have started to offer some digital services and product variations such as individualisation of product specifications online but they are as small part of our revenues.

We generate 50% of our revenues from digital products, services and Intellectual Property rights.

Digital services and products are a core part of our portfolio and generate the majority of our revenues.

We cannot visualise how any digital products and services are relevant to our business.

How much can customers individualise products and services ordered?

Not at all, well sell from a standard product catalogue and produce in large batches.

We accept some changes to our standard product range but still produce in mainly large batches.

Customers can individualise products but smaller batches result in premium price for customers

Complete individualisation is available meaning we can produce in batch sizes of 1 with no additional price consequences for the customer.

How digitalised and integrated are your functions of design, planning, engineering, production and services?

Our IT functions allow for support with each individual step, e.g., design, BUT there is no integration of IT systems between all the different steps of our functions and processes.

We have integrated some of the steps using connected IT systems and platforms such as design and engineering

The majority of our steps are integrated by common IT functions e.g.: design, engineering, planning and production.

We have fully integrated IT functions and support for all steps of our functions and processes e.g.: we can test our new product designs during development using digital modelling

How would you assess the importance of current data use and analytics in your business? (e.g.: customer feedback data, product usage data, machine generated data).

Insignificant – we have very little data collection or analysis from our customers, machines or product usage

We collect and use data to drive and improve performance from at least one part of our business, e.g.: customers or production machines or processes

Most of our business functions are driven by data collection and analysis which influence our future decisions on design, planning, production and services.

Data collection and analysis is crucial and data analysis is the main driver for product design, production, customer satisfaction and services.

How would you assess you collaboration with your customers, suppliers and partners for the development of your product and services?

We have little or no collaboration with our partners, suppliers or customers with reference to the future development of our products or services.

We collaborate with customers regarding the development of future products but not with suppliers or other partners.

We have started to collaborate with all of our partners, suppliers and customers with regards to the development of future products and services.

We have fully integrated our partners, suppliers as well as customers in the future development of our products and services.

Sales & Customers Focus:

How much do you use multiple sales channels to sell you products and services to clients?

Traditional sales methods only, such as sales people, website witthout ordering facility, shops , shows and exhibitions

Both online and offline sales channels that can take orders but they are not integrated with each to reflect individualisation alternatives

Some Interactive sales channels integrated for both online and offline sales. Offerings coordinate blogs, but no individual individualised offers.

Fully integrated customer experience management across all multiple channels, stores, websites, sales forces, web shop, sales platforms etc.

How advanced is the digital enablement of your sales force?

Traditional sales approach, sales people work by face to face meetings, phone and email with clients. Orders are taken manually and are not integrated directly with the overal sales order management system.

Sales are taken on digital devices such as ipads, iphones etc but the information is not directly integrated into the sales order management systems.

Sales can be taken on digital devices and integrated into the overall sales order management system automatically.

All sales people can configure and dynamically order personalised customer requests on digital devices which are fully integrated into the overall sales order management system.

How would you describe your pricing systems for customers?

Fixed pricing – all products have fixed prices for examle from catalog but there is descretion for discounting although this is also pre-determined for sales people.

Prices can be negotiated by sales people within given ranges according to pre-determined volumes and historic ordering levels.

All sales people have access to real time data regarding historic order levels and volume pricing alternatives and can fix prices guided by this digital information at the point of sale.

Pricing is fully dynamic and automated according to the personalisation of customer requests in real time on digital devices and automatically takes into account historic customer information such as credit ratings, volumes and potential.

How much do you use customer data to increase future sales, for example personailsed offers based on indivudal customer purchases and preferences or previous customer data for future desing and product development for customers?

Very little customer data collection other than previous order information mainly stored on static sheets and reports. Information not used to predict future volumes or customer requirements.

Collection of customer data is mainly through previous orders but is analysed and used to predict future volumes and requirements.

Data on sales and customer preferences is collected and analysed to enhance future sales with customers. Real time access to this data is available to sales people.

There is a fully integrated use of data collection from all points of sales and all sales channels. Data is collated from all sources, analised cetrally and used not only for future sales but also new product desing and development.

How much are your multiple sales channels integrated with customers, for example information from website, blogs, forms, feedback and complaints?

Our communication is mainly one way. Information is delivered directly to customers from all sales channels in form of newsletters, emails, website and phone

Customers have access to sales people via direct communication channels, personal emails, contact addresses and phone.

Customers can communicate directly with sales channels via online or digital communication, ( website members areas, phone apps etc) but are not able to access their own data such as previous sales orders, communications, personailsed requests etc.

Clients are fully integrated with our sales channels digitally and can access their previous sales information to enabe future orders and product development.

Focus on Production & Processes – the beating heart of Industry 4.0 / digitalisation:

How would you assess the overall degree of digital integration and collaboration between your customers, suppliers and logistics with your own internal planning and production functions?

We do not have any digitalised or automated processes in place between suppliers or customers that connect with our own IT systems. All our communications are ad hoc or reactive.

We have basic communications and data sharing between either suppliers or customers although not direct IT sharing capabilities.

We have shared data transfers between key suppliers or key customers allowing visibility of inventories or products in progress.

We have continuous data exchange between all parts of our chain from suppliers, through our own planning and production processes right through to logistics and customers.

To what degree are your own internal processes digitally connected, from product development & testing through to planning, scheduling, production and dispatch?

We have no automated exchange of information between these functions. Each part of the process uses data created independently from one of the other functions.

Some of our internal processes are connected digitally for example planning, scheduling and production control systems are integrated.

We have ERP or similar systems in place to connect many of our internal functions although not completely end to end, ( e.g. not including inventories or maintenance schedules or logistics)

We have complete integration of our internal processes including direct controlling of machines. E.g. we have installed sophisticated ERP which is fully integrated with all our internal processes.

How much control do you have real time of your production and how quickly can you react to changes in demand?

Very little or not at all. We produce mainly in large batch sizes with little flexibility to react to short term changes in demand.

We use short term scheduling techniques to keep track of production although changes out of pre-planned production schedules do cause some disruption and loss of productivity.

We monitor production processes in real time but do not have the capability to change schedules in process.

We have a full real time view on all production processes including the capability to dynamically change schedules.

How would you describe the degree of automation in your production facilities?

Few of our machines can be controlled through automation

Some of our machines and infrastructure can be controlled through automation

The majority of our machines and infrastructure ae controlled through automation.

All of our machines and inrastructure are completely controlled by automation across and between machines.

How do you collect and use your operational data?

Data mainly collected manually and used only for quality and regulatory purposes.

Some data is collected digitally and used to control processes

Most areas collect data digitally and the information is used to control and optimise processes

There is automated digital collection of data across all processes which is used not only to drive performance, optimise processes but also for decision making purposes.

How advanced is the digitalisation of your production equipment?

None of our equipment is connected to IT systems and we cannot gather any real time data

Some of our production equipment have sensors, digital monitoring or controls but the machines are not inter-connected.

We have parts of our production process connected digitally between machines but not everything.

We have a fully digitalised factory with fully interconnected production equipment. Data is automatically collected and information fed directly to a virtual representation of our factory. We can test variations of production using the virtual factory settings

How do you measure your performance across your production processes?

We use Key Performances Indicators, (KPI’s ) which are used retrospectively to measure performance and take decisions on improvements but these are not real time KPI’s

We have a complete set of structured business metrics but they are populated mainly manually with little input of automated data . We cannot make decisions based on real time data.

Real time data and metrics are calculated automatically and corrective measures taken manually for most of our production processes.

We have a fully automated data collection & metrics making automated adjustments to production processes for optimisation of all processes.

How do you control and track supplied and manufactured products?

We have limited tracking of both supplied and manufactured products , mainly by batch numbers or process dates.

Both supplied products and manufactured products can be tracked between internal processes but not externally.

Supplied and manufactured products can be tracking throughout internal processes and as far as customer delivery.

All products can be tracked and identified individually across the whole product lifecycle.

How do you control inventories, supplies and lead times?

We use manual stock controls for input materials with little visibility of supplier lead times resulting in holding significant stock levels.

We use computer databases updated manually to keep stock levels and have some visibility of supplier lead times resulting in some reductions in stock levels held.

We use smart devices to automatically update computer databases with actual inventory levels on a real time basis. We have access to supplier lead times and deliveries allowing us to maintain low inventory levels.

We have a fully integrated IT system with our suppliers and customers allowing for real time integrated planning with virtually no inventories.

How do you control the maintenance of your production equipment?

All equipment is manually maintained in line with maintenance schedules.

Some machine can alert operators to performance issues allowing a manual schedule of maintenance tasks.

Most of our machines are self-diagnosing sending automated requests to the maintenance scheduling system.

All machines are self-diagnosing and the maintenance schedule adjusts itself based on real time data inputs from each machine. Predictive maintenance reduces machine down time significantly.

IT Systems, Infrastructure & Security:

Are your current IT systems and infrastructure able to capture, analyse and interpret real time data from all of your internal processes from planning through manufacturing and product delivery?

Our current systems and infrastructure are not able to capture real time data from all our processes. We have no integrated platform to achieve this currently.

Our current systems allow for capture and analysis of data from production but are not integrated on a common platform with other internal processes such as planning, production scheduling, inventories or logistics

Our current systems and infrastructure are integrated on a common platform, (eg Industry 4.0 platform and MES – Manufacturing Execution System), for all internal processes capturing, monitoring and controlling processes including planning, production scheduling, quality and inventories. However there is no integration with customers or suppliers.

Our systems are full integrated with all internal and external processes allowing for transparency between customers or suppliers for relevant internal data such as inventories, production cycles and delivery dates.

How much are your current IT systems and infrastructure integrated with new technologies such as social media, cloud computing and analytics programmes for enabling your business operations?

Our current IT systems and infrastructure operate on an internal platform(s) with little or no integration with external technologies described above.

Our current IT systems and infrastructure have limited integration with external technology as described above, for example we do use an integrated social media platform for sales approaches.

We are currently integrated several external technologies such as cloud computing with our internal IT systems and platforms but have not yet completed this process.

We fully exploit new technologies and embrace and integrate them with our IT systems and infrastructure where they are relevant nd add value.

How integrated are you IT systems and infrastructure with your customers, suppliers and fulfilment partners?

Our current IT systems and infrastructure is for internal use only and is not connected to any external sources.

Our IT systems and infrastructure are able share limited data with some of our partners for example customers can track there order progress. However we do not have full integration with suppliers and fulfilment partners

Our IT systems and infrastructure are linked extensively with both suppliers and customers to share relevant data for example inventory levels, order requests and deliveries

We have fully integrated IT systems and infrastructure with all our commercial partners enabling advanced options such as product development and product lifecycle tracking.

How responsive are your current IT systems and infrastructure to request of changes in your business needs?

Requests for changes in data such as real time data, data analysis, data interpretation currently require major changes to our IT systems and infrastructure taking time and Ar relatively high cost.

We are able to make internal changes relatively quickly but data is still not real time for all areas. Customer or supplier driven changes are frequently difficult to achieve without major changes in IT systems or infrastructure.

We have a high degree of responsiveness to both internal and external requests to meet changing business needs. Requests are usually dealt with prompty providing quality outcomes as requested and within the requested time frames

Our IT systems and infrastructure are central to all of our processes and relationships with internal and external customers. They are flexible responsive and integrated with customers and suppliers not only meeting all requests but also taking proactive initiatives with external sources.

How would you currently rate the security of your IT systems, infrastructure and data protection?

We have no integrated policy on IT systems, infrastructure and data protection.

We have basic protection for our internal IT systems, infrastructure and data protection. However although we have policies in place for interaction with external sources such as customers or suppliers we do not ensure compliance on a regular basis

We have a good level of security for all internal IT systems, infrastructure and data protection with robust policies and procedures but do not have external compliance checks or audits.

We have regular compliance checks and audits both internally and externally to ensure all of our security policies and processes for IT systems, infrastructure and data protection are fully compliant with both regulatory and business requirements

Organisation & Culture:

How much is digitalisation or Industry 4.0 a part of your organisational strategy and culture?

Digitalisation or Industry 4.0 has been raised as an awareness issue at executive strategy, department & operational levels although there has been little or no implementation, training or investment made so far.

Digitalisation or Industry 4.0 has been embedded by executives into the business strategy and awareness raised with departments. Initial investments are being made to implement a clear action plan throughout the business.

Digitalisation or Industry 4.0 is the main strategy promoted by executives and departmental leaders alike. Investment has been made for changes in most business areas and training is underway for key personnel to embrace the implementation process. Improvements are monitored and measured.

Digitalisation or Industry 4.0 is well advanced as the cornerstone of our business strategy. Most business areas including production have already implemented many of the changes required and benefits such as reduced production costs have already been made. Further investment in automation and business connectivity with customers and suppliers is underway.

We do not believe that digitalisation or Industry 4.0 will have any significant effect on our business

How would you assess the readiness of your people to embrace digital technologies?

Not ready at all – managers and employees have little or no experience with digital technologies

Some of the technology focused areas of our business have employees with some digital skills.

We have already developed digital skills for our employees in most areas of the business, for example we now have specialist data analysts in planning, scheduling and production areas.

We now have leading edge digital and data analytics skills across the whole of our business. Digitalisation drives our internal and external processes

How would you assess the current methods of measurement of success in your business?

We use mainly traditional methods of reporting, for example end of month financial and operational reporting. Major decisions are taken chiefly at monthly or quarterly Board Meetings. Current business metrics are not influenced by Industry 4.0 or digitalisation.

We have a structured set of business metrics with limited access to real time data mainly around production output which we use to make decisions on a weekly basis. Finance systems are not yet able to operate in real time to reflect changes in major areas such as sales, production or staffing.

We have an integrated set of business metrics many of which are driven by real time data. Corrective decision making can be made throughout the month based on accurate and real time information regarding sales, orders, production output, resource use, inventories and logistics

We have a fully integrated system of real time reporting including finance which allows an accurate daily assessment across the whole of the business. Metrics are fully understood at every level of the organisation and used to make short term corrective decision making when any element is off track from plan. Future planning for all departments is dynamic based on automated feedback of current eve

How would you rate the collaboration of your organisation with external partners such as customers, suppliers, academia and other businesses in your sector?

Low, we have little or no interaction with external organisations apart form normal relationships with customers and suppliers.

Good, our collaboration with customers extends to new product development and with suppliers around possible new developments for input into our processes. We have little colaboration with academia or other companies in our sector prefering to develop our own initiatives.

Very good, we are open to input from most partners, especially customers and suppliers but also participate regularly in industry meetings, associations and academic aspects of our industry.

We actively promote the interaction between other companies in our sector and regularly sponsor events that include academia, customers and / or supplies that forment a culture of connectivity.

How importantly do you view digitalisation as a part of your future financial success?

Not very important, we believe we will achieve our goals without any significant changes from digitalisation.

Somewhat, we are changing some aspects of our business due to digitalisation such as production or sales but digitalisation will not fundamentally change our business model or goals.

Important. We are fully aware of the impact digitalisation will have in our sector, our business model & goals and are already taking significant steps to address the challenges and opportunities this presents.

Critical. Our business model & goals will change substantially due to digitalisation and we are excited by the opportunities this presents.