Founded in 1847, Siemens has a history of more than 170 years, with operations in more than 200 countries and regions around the world, is the world's outstanding manufacturing enterprises, but also the world's leading digital enabler and driver.
After years of digital technology accumulation, Siemens is undoubtedly one of the leading companies in the industry, and Siemens is one of the few companies in the world today that can provide three digital twins to create and interconnect in the complete value chain of product development, manufacturing process and factory management. Especially in the data-driven, Siemens has been practicing it, for example, some time ago, Siemens put into operation the world's first native digital factory in Nanjing.
Siemens believes that digital transformation should eventually form an ecosystem, different manufacturers, people in different industries, people with different roles in this ecosystem to co-create value, in order to promote digital transformation sustainable, the human industrial level, manufacturing level to a higher level.
Recently, NetEase News and Sidders jointly created the high-end interview program "Wisdom View" under digital planet IP, and the second phase invited Mr. Wang Haibin, executive vice president of Siemens (China) Co., Ltd. and general manager of Siemens Greater China Digital Industry Group, and Luo Xu, founder and CEO of the special host of the program, to discuss "how to drive enterprise growth through digital industry change and digital marketing in the manufacturing field".
1, to digital benefits is becoming the mainstream
Luo Xu: How do you understand the digitalization and informatization of enterprises?
Wang Haibin: In the past, informatization more referred to this kind of enterprise management level, such as financial, personnel, warehouse and other information systems. Now, the so-called digitalization is a digital twin of product research and development, product manufacturing and production, and products to the user end, these three digital twins form a data closed loop, drive product iteration, and accelerate iteration.
Luo Xu: Is the manufacturing industry smooth in this leap-forward process? Remember that since 2015, one of the hotter ones is called data middle office, and the CIOs of many companies have become CDO. By around 2019, the data center is a chicken feather, the idea is very good, the data is aggregated together, into a data asset, into productivity. Why?
Wang Haibin: In order to drive digital transformation, some companies add a new position CDO to their organizations. However, some companies feel that digital transformation is not a matter of CDO, but the action of all employees. Instead of setting up a separate position, we advocate that enterprises re-examine the concept of digital enterprises from strategy to organization, to process, to technology, to underlying data.
This transformation is a hands-on project. Ceos don't want to give this task to the CDO and CIO, but to be successful, it must be top-down and bottom-up, and it must be integrated.
In addition, it is necessary to integrate IT and OT. So, who will take the lead in the enterprise digital transformation office? Is it an IT-biased person, or an OT-biased person? There's a lot of debate.
Luo Xu: There are all success stories, and there are also failure challenges.
Wang Haibin: In general, it is still OT people who lead, and the probability of success is higher. Because it is not easy for a person who engages in IT to cross his knowledge boundaries and go to the OT field to understand the process, understand the machinery and equipment, and understand the product research and development.
Luo Xu: The top-down strategy sets the tone, the business is done, and the technology is only the means of realization. A lot of companies do technology for the sake of doing technology.
Wang Haibin: Yes, it doesn't produce value. However, many enterprises in China's manufacturing industry are becoming clearer and clearer, and more and more consensus has been condensed.
Luo Xu: In the long run, in terms of effect, like you do data, what core problems have you really solved for enterprises?
Wang Haibin: Improving efficiency is a value embodiment point. For manufacturing companies, in a clichéd phrase, it is called "how fast and how to save". However, these four words contradict each other.
Most refers to personalization. More, it is difficult to be fast; If you want to do it fast, you need to standardize the product. So more and faster are contradictory. Well, it may not be possible to save costs in order to do a good job, and it is contradictory to the province. How to solve it? By digitalization.
The second value embodiment point is to reduce the cost of trial and error. The Nanjing CNC factory built by Siemens is a native digital factory, and before the factory broke ground, all the factories had been designed in the design software and dynamically verified. The design and production line of the factory building are moved into each other's inappropriate places, if you can not do digital design and verification in advance, you have broken ground, only to find the error, how big is the cost of correcting the error!
Luo Xu: The market is more agile and the cost of trial and error is lower.
Wang Haibin: The third value point is reflected in industry, which is to realize the preventive maintenance of machinery and equipment.
In the past, factories were overhauled at all times, resulting in a loss of capacity. Without stopping the maintenance, and not knowing which day the machine and equipment suddenly broke, it may cause greater losses.
Luo Xu: The value of digital twins is great. Simulate its fatigue condition virtually and perform computational analysis.
Wang Haibin: Fourth, through digital research and development and manufacturing, the product development cycle is shortened and the time to market is shortened. For example, in the camera industry, Canon and Nikon, the various functions of the product, etc., may be similar.
Luo Xu: Frankly speaking, ordinary professionals can't tell the difference.
Wang Haibin: Maybe cost control and so on are similar, in this case, success or failure is crucial to the launch of new products, response to market demand, new product iteration speed, time to market.
Luo Xu: On the user side, can this digital twin user see? How do you perceive it as a manufacturer?
Wang Haibin: The data generated by the running end is fed back to the machine developer through the cloud and the network, the use of machinery and equipment, user evaluation, failure rate, and OEE (comprehensive efficiency of equipment).
R&D should know the source of the failure and where it needs to be improved. Then, the speed and cycle of product iteration will be greatly accelerated.
2. Innovation community, integration into China's development
Luo Xu: I can feel that China's manufacturing industry is transforming. The first is the 2025 grand strategy, the second is affected by the external environment, what do you think the future opportunities and challenges of China's manufacturing industry will be?
Wang Haibin: Chinese manufacturing enterprises place special emphasis on independent innovation, which is the fundamental guarantee for the sustainable development of any enterprise. On the other hand, enterprises should also pay attention to cooperation, and not any professional field or knowledge field needs to be mastered by themselves.
Luo Xu: It is difficult to become a general practitioner.
Wang Haibin: Everyone is a specialist student, from a certain point of view, this is the case, and the whole country is also like this. For example, the lithography machine is not the knowledge ability or core technology of any single country.
Siemens also believes that digital transformation should eventually form an ecosystem, different manufacturers, people in different industries, people with different roles in this ecosystem to create value, in order to promote digital transformation sustainable, the human industrial level, manufacturing level to a higher level.
It is a correct attitude to emphasize their own research and development and innovation, and to fully cooperate with companies in other professional fields in an open attitude.
Luo Xu: A little more sharp, under the general trend of domestic substitution, will it have an impact on you?
Wang Haibin: Of course there is an impact. However, we are looking at this matter with an open attitude, because our products, in the final analysis, whether they can succeed in the market depend on the value creativity and competitiveness of the product, whether it is from the technological advancement or the performance price ratio, or the quality, if the technology is inferior in these aspects, it will obviously fail in the market.
3. Practices and methodologies for finding growth
Luo Xu: Now technology and applications are developing too fast. In the field of industrial manufacturing, how is CRM defined? (https://www.fxiaoke.com/crm/what-is-crm/) What problem do you want to solve with CRM?
Wang Haibin: To share some of my personal thoughts. Most companies now use CRM in order to systematize the sales or marketing links. At present, this is also the purpose of the vast majority of enterprises to use CRM, as well as the current situation of use.
But does CRM stop there? Not at all. CRM should give salespeople more intelligent help.
Luo Xu: First, the management level, unconscious; The second is the level of application. Like we are doing CRM, a customer comes in, will grab some news information, public opinion is actually a business opportunity.
For example: Company A raised $100 million, and I don't think it's news, do you want to hire? Headhunters look for him. Do you want to buy a CRM? That's going to buy your system. A message, if it is solved into an effective business opportunity, is not a multi-order intelligent algorithm, but must have this awareness.
Wang Haibin: In your business or work, do you have more contact with domestic manufacturing companies in various walks of life?
Luo Xu: Manufacturing is an industry that we serve a lot.
Wang Haibin: You communicate with the management of the manufacturing industry, do you think that everyone thinks about the domestic manufacturing enterprises in terms of industry 4.0, or digital enterprises, intelligent manufacturing?
Luo Xu: Uneven, I think the head of the enterprise, whether it is for the national strategy, or for Industry 4.0, intelligent manufacturing, this piece is actually no problem, its investment is also full and full, the quality of talent is better. Then the waist of the enterprise is more to follow the strategy, it is to see the benchmark, Haier did this, follow Haier forward, or the United States did this, I will follow the United States, it itself in this regard is a talent reserve, knowledge reserve, and resource investment is relatively small.
Wang Haibin: Including the adaptability of corporate culture.
Luo Xu: Yes, but I think it does not affect, in fact, it is also appropriate, because the trial and error of these waist companies have a relatively low ability to take risks, and the strategy to follow may often be the most appropriate. So like a lot of the customers we serve, when doing CRM needs, like these abilities I talk to you about, we don't recommend, unless I recommend you Siemens, you can shoot 10 million to me, right? A lot of businesses have a budget of 1 million to 2 million, and you let it do that job, you push it into the fire pit. In fact, it is more to help it solve its problems.
Wang Haibin: The most suitable plan for him is the best.
Luo Xu: Like the digital twin of machine operation you just said, in the industrial manufacturing industry, the field of large equipment is absolutely just needed, but in the consumer field to push that system, it may be pitted, its product price may be multiplied by an N, the N is how many I don't know, but like us, for example, the recommendation is that it wants to find the lightest solution.
Wang Haibin: Run in small steps.
Luo Xu: Taking the refrigerator as an example, we suggest that it is to paste a two-dimensional code on the refrigerator and call it maintenance on the code. This two-dimensional code cost is very low, it made a waterproof plastic seal, pasted on it for 5 years will not fall, like the green icon on the refrigerator, 5 years will not fall, the mobile phone scan code.
Wang Haibin: Develop a simple APP on your phone.
Luo Xu: Yes, I actually support this. Mobile phone scan code, users can know what kind of equipment, you can read the electronic manual online, as well as you can buy small accessories online mall, and this code will tell you whether it is insured or out of warranty, the user does not have to check. If it is a guaranteed product, then I will tell the user who is the after-sales service provider around 10 kilometers, which can be done through the small program.
Wang Haibin: Yes, it is completely done.
Luo Xu: If it is out of warranty, I will tell the user that it is insured, but the user can apply to find a service terminal. The user can take a picture of the product problem through the camera, submit it to the system, and the product situation will go to the manufacturer's service center. When the manufacturer receives the uninsured service ticket, it will be assigned to the service provider who is still serving, who is willing to go, and then I charge you how much, or I give feedback to the customer that the maintenance cost of this product is 500-800 yuan, the customer feels that there is no problem, I communicate with the service provider about the relevant service fee, and then the service provider will come to the door. After completing the maintenance service, the service provider only needs to open the two-dimensional code to let the user do the satisfaction survey, the manufacturer receives the satisfaction, the work order is closed, and finally the settlement center will give the relevant service fee to the service provider. That's the most appropriate.
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