Industry 4.

0
Presentation
Antoine Labuche
Regional Sales Director FR @ 9altitudes Group
a.labuche@ieseg.fr
antoine.labuche@9altitudes.com

Academic course
Master of Science in Economics (2001)
Executive Master in Management (2014)

Professional Experience
Financial Audit consultant (KPMG)
CFO’s deputy (Sugar Group in Belgium, The Netherlands and France)
ERP Functional consultant (in Belgium and France)
Sales Manager
Sales Director

And you?
 OUR WEEK IN
THREE STAGES
1. Theoretical part: all about concepts

2. Business game + Presentations

3. MTC (Microsoft Technology Center) visit and Final test

 Practical information's
▪ The Business game:
• PowerPoint presentation to prepare and present on Wednesday the 21st of June 2023
• 5 groups of 2/3 persons (4 of 3 and 1 of 2), could be four groups (less desired solutions because everybody needs to take speak up
and present a part during the presentation)
• Times dedicated to the presentations:
• 20 minutes for the presentation itself
• 5 minutes for the Q&A, still in the role play (between the company and the consulting team)
• 5 minutes of global hot debriefing between the presenters and the whole class (out of the role play)

▪ MTC visit @ Microsoft France:

• Address: 37 Quai du Président Roosevelt, 92130 Issy-les-Moulineaux
• Meet there at 8.15, the Microsoft Technology Center’s tour will begin at 9am (until 10.30)
• After that, we will be placed in a room, where we will end with a latest customer’s use case (videos)
• We will end that last day with a final test on the different concepts addressed during the week (multiple-choice questionnaire)

• Quotation for this course:

• 45% on the presentation’s content (Business Game)
• 10% on the presentation’s skills (Business Game)
• 45% on the final test (as per Thursday the 22nd of June 2023)
 AGENDA
What’s Industry 4.0?

The Digital Thread’s concept

What are the challenges of Industry 4.0?

How can we meet these challenges thanks to digital transformation and

technology?

Industry 4.0’s adoption

Industry 4.0: what impact on skills?

9altitudes, a pragmatic and practical vision of digital transformation

How to implement it?

Business case

MTC (Microsoft Technology Center) visit

Industry 4.0
Thinking about the factory of the future to address the
new challenges of the industry
 What’s in the Industry 4.0
Industry 4.0, also known as the Fourth Industrial Revolution (see next slide), is a term used to describe the current trend of automation
and data exchange in manufacturing and other industrial sectors. It refers to the integration of advanced technologies such as artificial
intelligence, the Internet of Things (IoT), big data analytics, robotics, and cloud computing into the manufacturing process.
The goal of Industry 4.0 is to create smart factories that are highly flexible and efficient, with the ability to adapt to changes in demand
and production requirements.

The key characteristics of Industry 4.0 include:

• Interconnectivity: The ability of machines, devices, and systems to connect and communicate with each other in real-time.
• Information transparency: The ability to collect, analyze, and share data throughout the entire manufacturing process, from suppliers
to customers.
• Decentralized decision-making: The ability of machines and systems to make decisions on their own based on real-time data.
• Technological assistance: The use of advanced technologies such as augmented reality and virtual reality to assist workers in the
manufacturing process.
• Resource efficiency: The ability to optimize resource utilization, reduce waste and increase energy efficiency.

Industry 4.0 is expected to transform the manufacturing industry, leading to increased productivity, reduced costs, and improved
quality. However, it also presents challenges such as cybersecurity risks and the need for upskilling the workforce to operate and
maintain these advanced technologies.
From industry 1.0 to l’industry 4.0
Videos to illustrate Industry 4.0’s concept/definition

Video 1: What is Ind

4.0? (KPMG)
Video 2: What is Industry 4.0
and what does it mean for you?

Video 3: Creating Smart

Factories with Industry 4.0
Evolving towards a data-driven economy

Cloud
2000s
AIl
Today
Cloud
2000s
Internet
1980s
Automobile
1885
Telephone
Electric light 1856
1802
Steam engine
Printing press 1698
The wheel
1439
4,000 BC

People
Land (workforce) Capital Data
 Trends
Maturity of the main trends in the industrial market
Machine Learning & AI IoT, API, Apps,

Connected Worker Low Code, No Code

Virtual Reality Augmented Reality PLM 1st generation

Real Time Database MES 1st generation
Digital twins LIMS - Quality
DDMRP
3D printing, 5G, Blockchain
Predictive Maintenance On Premise

Analytics et Big data

Cloud / SaaS

MES et PLM / ERP 4.0

Emergence Growth Maturity Décline

New topics Recent topics Mature topics Established topics
12 28 janvier
Low volumes2021 Webinar | Transformer son SI pour accueillir l'industrie 4.0
Significant volumes Significant volumes Significant volumes
Great potential Sustained growth Low growth Negative growth
Digital thread
 Digital Thread - Definition
A digital thread refers to the interconnected and integrated data flow that tracks the lifecycle of a product or system throughout its
design, development, manufacturing, and maintenance processes. The concept of a digital thread aims to provide a seamless and
consistent flow of information across different phases and departments of the product lifecycle.

The digital thread is typically made up of digital representations of a product's design, engineering specifications, simulation and
analysis data, manufacturing and testing data, quality control data, and maintenance and repair information. This information is usually
stored in a digital format that can be easily accessed and shared by different stakeholders in the product development and
manufacturing process, such as engineers, designers, production managers, and maintenance technicians.
By providing a comprehensive and real-time view of a product's lifecycle, the digital thread can help improve product quality, reduce
costs, and enhance collaboration among different departments and stakeholders involved in the product development and
manufacturing process.

Definition from PTC: A digital thread creates a closed loop between

digital and physical worlds, transforming how products are engineered,
manufactured, and serviced.
Digital threads seek to create simple universal access to data.
 Digital Thread - Definition

Video 1: Rockwell Automation

Video 2: Generac Overcomes Supply Chain Disruptions by Leveraging
the Digital Thread
 Digital thread @ 9A Marketing
CRM Sales
Field service CRM Engineering
CRM/FS CAD / PLM
Digital twin
After-sales service
CRM / eCommerce

Digital Thread
Boosted by AI +
Machine learning

Reporting flows (Data, BI & AI)

Document flows (unstructured information)

Finance Manufacturing
Usability flows (low code & UX)
ERP
ERP / MES /
IOT / AR
Procurement
+ Define the solutions Supply chain
ERP
Digital twin
ERP
 Digital Thread – Let’s go a little deeper
For manufacturers, the physical world is sprawling. There are physical products, their components, parts, equipment, and assets that
companies create. There are the places where these things are created and live: cities, labs, worksites, factories, and homes. There are
the sensors and infrastructure that surround these physical things, and there are the people who interact with all those things.
In most cases, these things seem disparate – it’s difficult to determine where and how they intersect and relate to one another. That’s
where digital – and digital thread – can help.

The digital world also has many layers. Manufacturers operate with a host of enterprise software solutions, which help manage various
processes and functions, and produce an incredible amount of data. There’s product design data, manufacturing process data, asset
health information, IoT data from products in the field, and all the digital processes that use this and other data to inform decision-
making.

In the digital world, the complexity of the physical world can be distilled down to the pertinent information needed to make decisions.
With technologies like CAD, PLM, IoT and augmented reality (AR) working together, digital processes are introduced to analyze, manage,
and communicate information across departments and functions, allowing decisions to be made faster and more accurately. When the
digital tools and processes that are utilized along the lifecycle of a product are connected, the knowledge gleaned from one activity can
be shared upstream and downstream to inform others.

A digital thread can be created for many different entities and processes. Most commonly, a thread of a product follows the lifecycle
from design inception through engineering and product lifecycle management (PLM), to manufacturing instructions, supply chain
management, and through to service histories and customer events. This thread enables enterprises to anticipate and effectively
communicate bi-directionally up and down stream of where the product is in its lifecycle, ensuring all participants utilize the most current
data and can react quickly to changes or new insights.
 Digital Thread – Why would I need it?
Improving a company’s ability to leverage data across the enterprise would be effective or highly effective at addressing disruption,
according to 74% of engineering, manufacturing, service, and IT department leaders surveyed in PTC’s recent State of Digital Thread.
And that’s what a digital thread does. It enables companies to leverage data within their ecosystem to operate faster and more
efficiently, among other benefits.

However, despite understanding the transformative opportunity, businesses are struggling with democratizing their data. Only 34%
reported that the data created within their department is widely available on their enterprise systems. And the numbers are more
dismal from there: 16% for company data outside their department, and 9% for data from customer or products out in the field, 8%
for data from suppliers.

In the age of digital transformation, new data challenges have emerged, and digital threads offer a solution to improve the speed
and agility of enhanced decision-making promised by all of this data. They’re about removing bottlenecks and improving
transparency and accuracy of critical business information across the value chain.
 Digital Thread – What are the benefits?
For the industrial enterprise, the benefits of digital thread fall into five main categories and can be realized across products, people,
processes, and place:
Engineering Excellence:
• Improve quality and first-time yield rates
• Reduce rework, scrap, failures in the field, and warranty costs
• Expedite new product development and time-to-market
Manufacturing Efficiency:
• Improve overall equipment effectiveness and production efficiencies
• Reduce asset downtime and changeover times
• Increase overall throughput and worker productivity
Product and Service Innovation:
• Increase customer engagement and satisfaction
• Product-as-a-Service and outcome-based business models impact top-line revenue
Service Optimization:
• Improve technician effectiveness and first-time-fix rates
• Reduce asset downtime, truck rolls, and time-to-resolution
Sales & Marketing Experience:
• Increase net promotor scores, upsell, and cross-sell opportunities
• Improve customer product usage and education
 Digital Thread – How do it enable digital twins?

When a digital thread or ‘definition’ of a product or process is applied to a 2D or 3D graphical proxy and real-world data is modeled
against it, this is referred to as a digital twin. Digital twin use cases include predictive maintenance and service for products and
operational intelligence across an industrial environment.

To achieve a digital twin, a digital thread must first be established. Digital thread is predominantly used to unify and orchestrate
data across the lifecycle of a product, from original design, to engineering, manufacturing, operation, and service. This enables
product manufacturers to analyze a holistic data set and ensures that functions across the organization are always working with the
most up-to-date information.

With the widespread adoption of IIoT technology, connected worker technology like augmented reality, and increasingly sophisticated
supply chain networks, digital threads are quickly expanding beyond products to be the connective tissue enabling operational
insights.

Video 1: What is Digital Twin? How does it work?

Video 2: Polaris: Augmented Reality video (Digital Twin)

What are the
challenges and
trends of Industry
4.0?
AD ULTIMA GROUP
Information Solution Collective
Excellence Leadership Intimacy

Information
Accelerated Innovation
& Insight
Time 2 Market

Operational Product Customer

Flexibility Excellence Leadership Intimacy

Complexity
Digital Technologies

Resources
Cloud Big Data Social Mobile Things
B2B2C

Processes and Resources Products and Services Customer Relationships

Product
Combinations
 Industry’s challenges:
technologies across the value chain
CUSTOMERS
Mass customization,
configurations, quality, intimacy,
up/cross selling

PRODUCTION - PRODUCT
Performances & automatization, SERVICES
costs, productivity, efficiency, Lean, Servicization : approach
IoT, predictive, AI… service-oriented, data …

INNOVATION - GO TO MARKET SCM - DISTRIBUTION

Sales Admin, S&OP, prices,
Shorter products /services
lifecycles (Conception – DATA deadlines, risks, quality,
logistics optimization (sourcing,
Distribution, Simulations,
stock, transport, returns),
Tests…
Main functional objectives of the digital transformation

Customers services
Sales & Marketing
• Information on the manufacturing
history of the product • Visibility of the company
• virtual and augmented

Corporate / CXO
• Increase visibility into operations
performance
• Change management

< Digital Thread >

Production
R&D • Design, produce and distribute
everywhere
• Hyper-customization management • Design for manufacturability
• Faster and cheaper prototypes • Simultaneous engineering with the
• Component-based engineering factory
• Efficient design verification • Eliminate errors and improve efficiency
• Faster time-to-market through design-led real- with a model-based enterprise system
time simulation Supply Chain
• Achieve Model Based Definition
• Instant visibility of resource usage and
requirements
 Industry 4.0 challenges according to ChatGPT ☺
Industry 4.0 refers to the integration of advanced technologies like the Internet of Things (IoT), Artificial Intelligence
(AI), and robotics into manufacturing processes. Here are some of the challenges associated with Industry 4.0:
1.Data Management: The large amount of data generated by the IoT devices and other sensors used in Industry 4.0
processes can be overwhelming. Proper management and analysis of this data is a challenge.
2.Cybersecurity: With more devices connected to the internet, the risk of cyber-attacks increases. It's important to
ensure that Industry 4.0 systems are secure against attacks.
3.Workforce Training: As Industry 4.0 technologies become more prevalent in manufacturing, the workforce will
need to be trained in new skills to work with these technologies.
4.Interoperability: With many different technologies being used in Industry 4.0 processes, ensuring interoperability
between them can be a challenge.
5.Standardization: There is a need for standardization of processes and data formats in Industry 4.0 to ensure
compatibility between different systems.
6.Cost: Implementing Industry 4.0 technologies can be expensive, and many small and medium-sized businesses
may not have the resources to adopt them.
7.Ethical considerations: The use of AI and robotics in Industry 4.0 raises ethical considerations around the impact
on jobs, privacy, and security. ☺ ☺ ☺
How to address
these challenges?
How to address these challenges

Technologies
CLICK TO ADD SUMMARY TITLE

Click to edit title style

• Edit Master text styles
• Second level DIGITAL TRANSFORMATION
• Third level
• Fourth level
• Fifth level
The only constant is change, and the
rate of change is constantly
increasing.
Peter Diamandis

ERP & xRM | PLM & SLM | DMS & Collaboration | Data & Insight
IS THE CONCEPT OF DIGITAL TRANSFORMATION
RECENT? NO!

29
BUT IT IS DIFFERENT...

Speed
Complexity
Global Nature

30
AVOID THE “KODAK EFFECT”!!

31
AVOID THE “KODAK EFFECT”!!

1996 2012 2012 Today

MarketCap: $28B Bankrupt MarketCap: $1B MarketCap: $3,59B
140.000 Employees Employees: 13
Acquired by
Facebook

32
The six industrial trends driving digital
transformation

Offer hyper-personalized products to customers Safety, Quality and Regulations

Develop the spare parts market Advanced technologies

(“Aftermarket”)

Create new business models Global Development

 What’s in the Digital Transformation
In the pre-digitalization era, businesses and organizations relied on traditional analog systems and manual processes to operate and
communicate. This era, also known as the pre-digital age, was characterized by a lack of advanced technological tools and
widespread use of physical records and paperwork.
During this time, information and data were primarily stored in physical formats such as paper documents, files, and ledgers.
Communication between individuals and organizations often involved face-to-face interactions, written letters, fax machines, and
landline telephones. Tasks and processes were largely performed manually, requiring significant time, effort, and resources.
Business operations, including manufacturing, supply chain management, and customer interactions, were often labor-intensive and
prone to inefficiencies and errors. Information sharing and collaboration were limited to physical meetings and the exchange of
physical documents, leading to slower decision-making and communication cycles.
Data silos were already prevalent in the pre-digitalization era. Each department or business unit within an organization typically
maintained its own set of records and databases. Data was stored in physical file cabinets or department-specific computer
systems, making it difficult to share information across departments. This lack of integration and communication among different
data sources resulted in fragmented and isolated pockets of data within the organization and hindered the collaboration and
decision-making processes, as relevant information was often confined within departmental boundaries. Data redundancy and
duplication were also common, leading to inconsistencies and inefficiencies.
Furthermore, the pre-digitalization era lacked the real-time connectivity and global reach that we have today. International business
transactions and communications were more challenging due to geographical and time zone constraints. Expanding businesses
globally required extensive logistics and physical infrastructure.
Overall, the pre-digitalization era was characterized by manual processes, physical record-keeping, and the existence of data silos.
The lack of advanced technologies and digital systems restricted the speed and efficiency of business operations, communication,
and decision-making. The challenges posed by data silos limited the organization's ability to leverage data effectively for strategic
decision-making and hindered the realization of a holistic view of the organization's data.
 1st Wave of Digital Transformation – 1/2

The first wave of digitalization marked a significant shift in the business landscape as organizations began adopting digital
technologies and integrating them into their operations. This wave, which emerged in the late 20th century and gained momentum
in the early 2000s, brought about profound changes in how businesses operated and interacted with customers.
During this period, in key advancements computing, telecommunications, and internet technologies paved the way for digital
transformation. Businesses started to leverage personal computers, local area networks (LANs), and the internet to streamline
processes, improve communication, and enhance productivity. The digitization of data and information became a primary focus,
as physical records and paperwork were gradually replaced by digital files and databases.

However, despite these advancements, data silos still posed a challenge in the
first wave of digitalization. Many organizations had departmental or system-
specific databases, resulting in fragmented and isolated data sources.
Information within departments remained confined, and sharing data across
different systems or departments proved difficult. This led to a lack of
integration and coordination, hampering collaboration and decision-making
processes.
 1st Wave of Digital Transformation – 2/2
The first wave of digitalization saw the emergence of e-commerce and online business models. Companies began establishing their
online presence through websites and online marketplaces, enabling them to reach a broader customer base and conduct
transactions electronically. This shift revolutionized the retail industry and opened up new opportunities for businesses to expand
their markets and revenue streams.

Organizations started implementing enterprise-wide systems such as enterprise resource planning (ERP) and customer
relationship management (CRM) to address data silos. These systems aimed to integrate data from various departments and
functions into a centralized repository, enabling better data sharing and collaboration. However, challenges still persisted, as
different systems and databases often operated independently, leading to data inconsistencies and duplication. Certain
departments or systems still operated in isolation, creating barriers to data integration and hindering the organization's ability to
achieve a unified view of its data. This limited the organization's ability to fully harness the potential of digital technologies and
capitalize on the value of interconnected data.

Overall, the first wave of digitalization brought significant progress in leveraging digital technologies to transform business
operations. While efforts were made to address data silos through enterprise-wide systems and data integration initiatives,
challenges remained in achieving seamless data connectivity and eliminating isolated pockets of data. These challenges set the
stage for further advancements in the second wave of digitalization, with a stronger focus on data integration and interoperability.
DISRUPTIVE FORCES ARE DRIVING CHANGE, REASONS
FOR INVESTING IN DIGITAL TRANSFORMATION
EVOLVING SUPPLY CHAIN ENVIRONMENTAL SOFTWARE-DRIVEN
WORKFORCE RESILIENCY SUSTAINABILITY INNOVATION

“
Manufacturers are investing
$524 billion in digital
transformation initiatives (2022)

\ 37

DIGITAL TRANSFORMATION IS ACCELERATING; TOP
PERFORMERS FOCUSED ON BUILDING FOUNDATION
70%
of organizations will
accelerate use of digital
technologies by 2022
(Pandemic as an accelerator)*
*IDC FutureScape: Worldwide Digital
Transformation 2021 Predictions
38
McKinsey survey: “What technologies underpin a
successful digital transformation?”**
Top-decile advantage, % points
+21% Cloud adoption and infrastructure, both public and private
+20% Common source of data serving as a single source of truth
+21% Key elements of technology on a modern architecture
+6% Sufficient cyber security to mitigate current risks and threats
**McKinsey: The new digital edge: Rethinking strategy for the postpandemic era
 39

INVESTMENTS ARE BEING MADE IN OPTIMIZING

INDIVIDUAL FUNCTIONS

2/3rds

of siloed initiatives
fail to show ROI

Value lost Valuable data

at intersections of silos where and insights lost in silos
collaboration takes place

*McKinsey, Transform the Whole Business, Not Just the Parts

 40

TO MAXIMIZE SUSTAINED IMPACT, TRANSFORMATION

MUST INCLUDE CROSS-FUNCTIONAL PERSPECTIVE

Customer
Operations
Engineering
Excellence
Service Optimization

Manufacturing
Efficiency
Supply
Chain
30-40%
D I G I T A L T H R E A D
Improvement in results with cross-
functional transformations
Reduce risk, improve resiliency
Drive flexibility and agility to quickly
react to changing demands

*McKinsey, Transform the Whole Business, Not Just the Parts

 41

DRIVING IMPACT ACROSS THE VALUE CHAIN

Reduce the Cost of Accelerate Time to Market Maximize Revenue

Poor Quality

40% 20% 10%

Improvement in product Incremental revenue growth
Reduction in Cost of Poor Quality development productivity Based on WEF & PTC Customers’
Experience

53% 25%
Improvement in first-pass yield Improvement in time to
implement changes
 42

DELIVERING VALUE NOW, WHILE PREPARING FOR THE

FUTURE
WITHIN FUNCTIONS BETWEEN FUNCTIONS ACROSS THE VALUE CHAIN

Create governance and traceability for Selective contextualizing of product Closed-loop feedback to drive continuous
data’s winthin each silo’s information improvement with contextualized data

Modernize product development Sharing across systems, functions Connected biz models to build new revenue
processes creating connectivity in product information streams

Connect assets in the factory & the field

OPPORTUNITIES: OPPORTUNITIES: OPPORTUNITIES:
Digital Performance Management Collaborative Change Management Closed Loop Quality
Asset Monitoring & Utilization Paperless Shop Floor Data Driven Design

Remote Monitoring Field Technician Efficiency Connected Business Models

Engineering Change Management Remote Service

Customer Self-Service
Model Based Definition
 43

“
Digital transformation
does not change
the reason your
business exists.

Physical products remain central to your business and value comes

from the ability to digitally transform how they are engineered,
manufactured, and serviced.
 44

HOW DIGITAL TRANSFORMS PHYSICAL

DIGITAL DIGITAL DIGITAL DIGITAL DIGITAL DIGITAL

Defines Controls Manages Connects Augments Sustains

PHYSICAL PHYSICAL PHYSICAL PHYSICAL PHYSICAL PHYSICAL

CAD ALM PLM IoT AR SLM

D I G I TA L T H R E A D
A successful digital transformation is based on 3
pillars
1 Organisational readiness
2
1 Change management/user adoption
Strategy/business
2 One Team – One dream – One goal
1 Customer obsession 3 People
3 Project based way of working –
2 Contribution to a better world executing digital implementations
3
3 Industry specific best
practices & business trends
2 Process

Technology
1 1 IT architecture –
Tools future-proof digital platform
2 Explore specific technology –
1
2 embed innovation
3 Scenarios for
the future to maintain
3 digital agility
Digital transformation = Technology

A « Smart industry »,
synonymous with value creation for the company
3D Printing . AI AR/VR

IoT Cloud
Robotics
The role of technology in enabling Digital
Transformation
Technology plays a crucial role in enabling digital transformation. Digital transformation refers to the process of using digital technologies
to fundamentally change the way businesses operate and deliver value to customers. Technology enables this transformation by
providing new capabilities and efficiencies that were previously impossible or difficult to achieve.
One of the primary roles of technology in digital transformation is to enable the collection and analysis of vast amounts of data (Big Data).
With the help of tools such as big data analytics, machine learning, and artificial intelligence, businesses can gain insights into their
operations, customers, and markets. This information can be used to optimize business processes, develop new products and services,
and enhance the overall customer experience.
Another critical role of technology in digital transformation is to enable businesses to operate in a more agile and flexible manner.
Technologies such as cloud computing, containerization, and microservices architectures allow businesses to quickly and easily scale
their operations up or down, adapt to changing market conditions, and respond to customer needs in real-time.
Technology also plays a critical role in enabling new business models and revenue streams. For example, businesses can use e-
commerce platforms, digital marketplaces, and online advertising to reach new customers and generate additional revenue streams.
Additionally, the adoption of blockchain technology can facilitate secure and transparent digital transactions, opening up new possibilities for
businesses to create value and operate more efficiently.
Finally, technology enables remote work and collaboration, which has become increasingly important in the wake of the COVID-19
Challenges of data analysis and visualization tools:
pandemic (see L-Acoustics’ testimonial). With the help of video conferencing, collaboration tools, and cloud-based file sharing, businesses
• Make
can maintain large volumes
productivity of data from multiple
and communication even and
whenheterogeneous sources
employees are intelligible;
working from different locations.
• Promote information sharing between all stakeholders within an "extended" factory, in permanent interaction with its ecosystem.
In conclusion, technology is essential in enabling digital transformation. By providing new capabilities and efficiencies, enabling agility
and flexibility, facilitating new business models and revenue streams, and enabling remote work and collaboration, technology plays a
critical role in helping businesses transform their operations and deliver greater value to customers.
(I)IoT
Business value
• Increase process (operational) efficiency: real-time monitoring and data collection;
• Improve quality: with continuous monitoring
• Allow you to provide better service
• Help with troubleshooting and maintenance
• Improve safety: improve safety measure by real-time monitoring of assets and processes
• Reduce costs: by optimizing the resources’ utilization and minimize waste
• Increase productivity
• Sustainability
• …

Challenges of data analysis and visualization tools:

Videos:
• Make large volumes of data from multiple and heterogeneous sources intelligible;
• Promote
• What is IIoT?information sharing between all stakeholders within an "extended" factory, in permanent interaction with its ecosystem.
• ThingWorx Industrial IoT Platform
AR in Industrial contexts (IAR)
Augmented reality allows visual, digital content to be displayed over the physical world to enhance an experience. This
technology can be used for shopping, entertainment, or in the workplace. Industrial augmented reality is the use of this
interactive technology for use cases in manufacturing, service, and operations to improve workforce efficiency.
Augmented Reality Industrial Applications:
• Manufacturing:
Videos:
• Services:
• https://www.ptc.com/en/technologies/augmented-
• Inspection/Quality control: reality
• Training: • Augmented reality to improve the Shofloor’s
processes:
Business Values • Workforce Productivity Solution

• Increasing productivity • How to improve assembly instructions?

• Improving quality • Remote Assist:

Challenges of data analysis and visualization tools: • Augmented Reality Remote Assistance
• Connective the Field
• Make large volumes of data from multiple and heterogeneous sources intelligible;
• Training → boost
• Promote skills development
information sharing between all stakeholders within an "extended" factory, in permanent interaction with its ecosystem.
• Improve work environment (safer and more comfortable); Rention
• Optimize documentation, traceability and reporting
AI
Business values:
• Optimize processes: Better decisions: Gain insight and minimize risk with root-cause analysis, prescriptive guidance,
and risk-based decision support;
• Detect issues: improve problems identification (on process, equipment, assets,…);
• Prediction: forecasts, scenarios with neural networks, deep-learning, and reinforcement learning;
• Maximize ML;

AI in Industrial contexts Applications:

• Process optimization: improve operational efficiency with ML, and algorithms;
• Automation & Efficiency Videos and testimonials:
• Predictive Maintenance How AI is helping reinvent the world of manufacturing:
• Quality Control https://news.microsoft.com/on-the-
issues/2020/02/07/ai-manufacturing-automation-iot/
Challenges
• Supply of data
Chain’s analysis and visualization tools:
optimization • Thyssenkrupp
• Make large volumes of data from multiple and heterogeneous sources intelligible;
• Improve Safety • TetraPak services
• Promote information sharing between all stakeholders within an "extended" factory, in permanent interaction with its ecosystem.
• Improve Product Design (Generative design) Microsoft Copilot:
https://www.youtube.com/watch?v=pJ7F69rLS-c
• Customer experience
 What’s in the heart of all these new technologies

Video: Big Data In 5 Minutes | What Is Big Data?| Big Data Analytics

Challenges of data analysis and visualization tools:

• Make large volumes of data from multiple and heterogeneous sources intelligible;
• Promote information sharing between all stakeholders within an "extended" factory, in permanent interaction with its ecosystem.
• In the heart of the Digital Thread’s concept
Industry 4.0’s
adoption
 Stages of maturity towards Industry 4.0
Digitalization Industry 4.0

How can an autonomous response be achieved?

“Self-optimising”

What will happen?

Industry 4.0 maturity level

“Being ready”

Why is it happening?
“Understanding”

What is happening?
“Seeing”

Predictive
Computerisation Connectivity Visibility Transparency capacity Adaptability

1 2 3 4 5 6
Source : RWTH Aachen University
9altitudes Maturity report

https://www.9altitudes.com/digital-maturity-report-2022/the-digital-maturity-report-2022
Adoption & Interest
Report (of 2020) with examples of adoptions per Regions, Sectors,…
https://iot-analytics.com/industry-4-0-adoption-2020-who-is-ahead/

https://www.conexusindiana.com/wp-content/uploads/2022/12/2022-Conexus-Tech-Adoption-Report.pdf

https://iotbusinessnews.com/2022/10/20/01453-the-rise-of-industry-4-0-in-5-stats/
• A 2015 World Economic Forum survey of 250 market leaders found that 88% of the participants did not understand the
underlying business models and long-term implications of the industrial IoT to their industries
• A 2019 Industry 4.0 adoption survey by IoT Analytics showed that the situation had changed with 25% of Industry 4.0 use
cases already fully or extensively rolled out with enterprises on a global level.
• The latest 2022 Industry 4.0 adoption survey now shows that companies have even further advanced. Companies that
are not executing against an Industry 4.0 strategy are in the minority. A staggering 72% of the survey respondents report
that they are in the process of implementing their Industry 4.0/Smart Factory with many initiatives in progress and some
already completed.
Examples of digital
transformations
(9A France)
Examples

L-Acoustics
customer case Technord
customer case

Buffet Crampon
APEM customer customer case
case
Challenges of data analysis and visualization tools:
• Make large volumes of data from multiple and heterogeneous sources intelligible;
• Promote information sharing between all stakeholders within an "extended" factory, in permanent interaction with its ecosystem.
Digitalized and agile companies perform with reduced
reaction and adaptation times
Industry 4.0 :
Which impact on
competences ?
AD ULTIMA GROUP

Industry 4.0 : which impact on competences’ management ?

New New New New

NEEDS TOOLS PROCESSES JOBS

Chief Digital Officer

Need for Need for change Chief Data Officer
Predictive Maintenance Technician
New trainings management’s assistance Operator of numerically controlled machines
Etc.
9altitudes & Our
vision of Digital
Transformation
Lifting your business
to new heights
for a better digital tomorrow
 As your digital partner
we automate your
business processes end-to-
end
A group of experienced companies
with proven track record

coming, thinking, working

together.
Together
step by step,
side by side!
 +30 +2000 +120M 6
Years of satisfied euro annual countries with local
experience customers revenue presence

Business first, technology second

Platform mindset & End-to-end Industry specific A successful digital transformation is

talking the business language partner add-on modules more than digitalisation

Best of both worlds approach

With focus on
What drives us to new heights?

We start a process
with the result in mind

Action oriented people

What drives us to new heights?

We deliver value
by making our clients'
Applied expertise
business processes
Action oriented people future proof
What drives us to new heights?

Awesome clients

Applied expertise

Before we start automating

Action oriented people
we listen first
What drives us to new heights?

We advise our clients

to make the right
decisions
Awesome clients

Applied expertise

Active conversations

Action oriented people

What drives us to new heights?

Together
we make a difference
All about people

Awesome clients

Applied expertise

Active conversations

Action oriented people

The rational and functional side of our name
The rational and functional side of our name

We aspire to new
heights in knowledge
and craftsmanship
The rational and functional side of our name

We enjoy the journey as much as the destination

The rational and functional side of our name

Being the alternative,

alt
the challenger, looking
to raise the bar
The rational and functional side of our name

There is no one-size-fits-all
The rational and functional side of our name

9 symbolises the end of a

cycle and the beginning of
something new
 Digital
Transformation
Business trends and verticals

Resilient supply
Customer chain
obsession Connected Industry
services 4.0
A successful digital transformation
is more than digitalisation
1 Organisational readiness
2
1 Change management/user adoption
Strategy/business
2 One Team – One dream – One goal
1 Customer obsession 3 People
3 Project based way of working –
2 Contribution to a better world executing digital implementations
3
3 Industry specific best
practices & business trends
2 Process

Technology
1 1 IT architecture –
Tools future-proof digital platform
2 Explore specific technology –
1
2 embed innovation
3 Scenarios for
the future to maintain
3 digital agility
Our four leaf clover approach

Trusted advisor 1 2 Industry specialist

Peace of mind 4 3 Fast enabler

Digital Transformation – Digitalization – Digital Innovation
Through an end-2-end approach
Trusted advisor Marketing
we make a true difference
Field service
Sales Customer’s
Customer After-sales service DNA
strategy Engineering
Budget & Affordability
Priorities
Value Proposition
E2E Business Processes Scope / Phasing / Timelines
Operating Model
E2E Digital Thread Change Management
Business Challenges
End-Customer Obsession
Manufacturing Governance
Finance DNA / Culture

Reporting flows (Data, BI & AI)

Evolution / Revolution
Procurement Enterprise IT & Architecture
Document flows (unstructured information) Supply chain
Methodology
Usability flows (low code & UX)
Ready-2-Benefit
Agile / Scrum
Adopt vs Adapt
ADKAR
Our four leaf clover approach

Industry specialist

Niche players
Platform approach
Industry-
Digitalization
specific Business Value
Digitalization
Business Value
solution
Configuration
& Customizations

Best-of-breed
Configuration & Customizations
Industry-specific
Solutions
& Own-IP

World-class proven
World-class proven platforms platforms
Our four leaf clover approach
Achieving your goals by understanding the market
Industry specialist and using world-class proven platforms
Best of both worlds
Platform mindset + talking the business language
Niche players
Platform approach
Industry-
Digitalization
Business Value
specific Digitalization
Digitalization solution Business Value
Business Value
Configuration
Configuration & Customizations
& Customizations

Best-of-breed Industry-specific Solutions Best-of-breed

Configuration & Customizations
& Own-IP Industry-specific
Solutions
Best-of-breed Solutions & Horizontal Own-IP & Own-IP

World-class proven
World-class proven platforms World-class proven platforms platforms
Our four leaf clover approach

Start project
Fast enabler
Industry Best-practice processes End user training Data migration

Show&Tell Workshops Project mngmt. Change mngmt.

We gain more business
value in the end
Max. Push-to-Standard Data validation Progressive iterations

Fit/Gap Report Integrations Data Analytics + Business Intelligence

Turning vision quickly
Our D9A Kickstart
into value
9altitudes way

Classic approach

Our journey is shorter

We start higher up
Our four leaf clover approach

Peace of mind

We unburden you We are digital

tailored to your needs “Trouble-shooters”
We always think
Customer support
ahead Performance Tuning
Managed services
Healthcheck
Digital Transformation scans Customer Success
Low Code ‘snackable’ solutions
Digital Innovation initiatives

Industry 4.0 Assessments

We are all in it together

for the long haul
Our addressed
markets
 On Cloud9 for

Manufacturing Wholesale & distribution Services

Our Customer Footprint

Customers (#) & Revenue split (%) Customers (#) & Revenue split (%)
9A Group PER INDUSTRY* 9A Group PER SUB-INDUSTRY*

Other
307; 14% Discrete MFG
231; 17%

Services Discrete Project-

516; 19% Based MFG
Manufacturing 273; 13%
&Supply Chain
1133; 66%
Process MFG
Wholesale&Distribution 235; 13%
of machinery & equipment
110; 8% Wholesale&Distribution
284; 15%
How to implement
it (methodology)
Assessments (audit)

Implementation projects
Methodology
Assessment
 Deployment Strategy - Phases and Activities
Diagnostic Audit & project preparation(On Cloud9 Assessment) Project (On Cloud9 Methodology)
45 days To be defined after the audit phase

Go/No Go Go/No Go

Business Process Deep-

Envisioning Dive Lancement du
Workshop Key proof point(s) UAT Cycles de Go-Live &
Technical validation projet Support
On Cloud9 On Cloud9
Functional Discovery Assessment
Get to know Proposal Préparation Build & Déploiement &
Discovery presentation
potential Cycle de sprints Cycle de lots
customer Core Model

Key proof-point(s)
Validation: Write-up
Prepare On Cloud9 preparation Contracting
presentation

• RFP screening • High-Level Architecture • Tell-show-tell • • Updated key business

• Strategy screening
• Site visit
• Business process
flows
Artifacts
Key integration • Sign SOW + • Updated business process flows
and validate Key requirements** process flows** Framework
• High-Level Scope business process • Requirements catalogue
• Feasibility • Key requirements agreement
• High-Level Timeline flows**
catalogue** • Integration requirements
• High-level Budget (fork) • Onboarding
• Key integration • Updated To Be Architecture
• Environments
requirements**

• Inspirational preview • Updated Scope

deployed
• Agree on Key Proof points • Validated To Be • Updated Budget (fork)
architecture
• Plan Reference visit* • Updated Timeline
• Updated scope
• Contract signing
• Updated timeline
• Updated High level Budget
(fork)
• SOW

* Not Required
** Partially elaborated, focusing on proof point, challenges and priorities
How do we start ?
Diagnostic Audit & project preparation(On Cloud9 Assessment) Project (On Cloud9 Methodology)
45 days To be defined after the audit phase

✓ Define the Proof Points ~ determine the content of the Deep Dives & Proof Point demonstrations

1 2 3
List all ambitions & priorities Mutual alignment on Proof Points Start Solution Assessment
from CUSTOMER perspective

✓ Deep Dives & Proof Point demonstrations: elaborate on a limited list of key business processes / domains / activities

Mix of CUSTOMER custom Envision the future CUSTOMER business

& generic data platform through visual assets, solution
demonstrations and experiences

✓ Solution Assessment Presentation

Methodology Assessment
Overview
• List of tasks
• Provisional schedule
to be validated
Methodology Assessment
Discovery phase’s details

We have detailed the RACI and associated deliverables (slide 20)

Methodology Assessment
Scoping and Diagnostics phase details 1/2
Methodology Assessment
Scoping and Diagnostics phase details 2/2
Methodology Assessment
Framing feedback phase’s details
Methodology Assessment
Project Management phase’s details
Methodology Assessment
Approximately 17 days on site for all profiles
#workshop Profil Workshop Location Workload 9A Workload Customer
0 SA Demo sessions On site 2 2
1 SA Application Mapping Workshop On site 0,5 0,5
2 SA Functional flow mapping workshop On site 0,5 0,5
3 SA Volumetry On site 0,5 0,5
4 Sales/Purchasing Consultant Sales workshop On site 1 0,5
5 Sales/Purchasing Consultant Purchasing workshop On site 1 0,5
6 Financial consultant Finance workshop On site 0,5 0,25
7 Financial consultant Tax workshop On site 0,5 0,25
8 Financial consultant Banking and treasury workshop On site 0,5 0,25
9 Financial consultant Fixed assets workshop On site 0,5 0,25
10 Production/Logistics Consultant Production workshop On site 1 0,5
11 Production/Logistics Consultant MRP Planning Workshop On site 1 0,5
12 Production/Logistics Consultant Stocks and warehouses workshop On site 1 0,5
13 Production/Logistics Consultant Transport workshop On site 1 0,5
14 Production/Logistics Consultant Quality workshop Remotly 1 0,5
15 Project Consultant Research workshop Remotly 1 0,5
16 Sales/Purchasing Consultant Document Management Workshop - Lasernet Remotly 1 0,5
17 Financial consultant Financial Locations Workshop Remotly 1 0,5
18 SA Referential data workshop On site 0,5 0,5
19 SA Transactional data workshop On site 0,5 0,5
20 SA Historical data workshop On site 0,5 0,5
21 SA Single-use interfaces On site 1 0,5
22 à 24 SA Target interfaces On site 3 1
22 SA Restitution workshop On site 0,5 0,5
TOTAL 21,5 13
Methodology Assessment
Phases Macro Tasks Tasks RACI 9A RACI Customer Deliverables
Diagnostic Presentation of the BECKERS project Reading the documents​ C R Presentation material
Exchange meeting on the context C R Presentation material

RACI’s details
Commercial proposal Definition of the methodology R I on CLoud9 commercial proposition
Definition of the scope R I Methodology definition
costing of workshops R I Business proposal Framing

and Deliverables
Validation proposition Signature of offer I R Validated proposal
Scoping and diagnostics Demonstrations Sessions Preparations and define proof points R A Demo Support
Demo sessions R C Demo Sessions
Architecture Globale​ Application Mapping Workshop R C Mapping PPT
Functional flow mapping workshop R C Mapping PPT
Volumetry R C List of users service / company / country
Analyse fonctionnelle Core Model Sales workshop R C CR Fit/Gap workshop
Purchasing workshop R C CR Fit/Gap workshop
Finance workshop R C CR Fit/Gap workshop
Tax workshop R C CR Fit/Gap workshop
Banking and treasury workshop R C CR Fit/Gap workshop
Fixed assets workshop R C CR Fit/Gap workshop
Production workshop R C CR Fit/Gap workshop
MRP Planning Workshop R C CR Fit/Gap workshop
Stocks and warehouses workshop R C CR Fit/Gap workshop
Transport workshop R C CR Fit/Gap workshop
Quality workshop R C CR Fit/Gap workshop
Research workshop R C CR Fit/Gap workshop
Document Management Workshop - Lasernet R C CR Fit/Gap workshop
Financial Locations Workshop R C CR Fit/Gap workshop
Technical analysis of Gaps Budget of the Gaps R C Budget of the Gaps
Data migration analysis Referential data workshop R C CR data workshop
Transactional data workshop R C CR data workshop
Historical data workshop R C CR data workshop
Interfaces analysis Single-use interfaces R C CR interface workshop
Target interfaces R C CR interface workshop
Analysis summary Preparation of the solution backlog R I Project task list
Deployment methodology R C Project plan
Framing Restitution Preparation of the restitution Preparation of the perimeter R I Support Prepration
Preparation of the methodology R I Support Prepration
Preparation of the costing R I Support Prepration
definition of the deployment strategy R C Support Prepration
Restitution workshop R C CR workshop restitution
Adjustment proposal R I Commercial proposal Project
Project management Workshop organisation Follow-up on implementation R C Suivi AzureDevOps
 Methodology
Project + Deployment
Our Methodology

Build
preparation
 Another view of the phases and cycles

Mobilization
Initiation
Project Project
documentation

Build preparation
Training on Setup, Data
migration &
the model
Dev/Int

UAT &
Solution
Change Deployment
backlog Test
Mgmt.
Operation
& support

List of Test
Scenarios
Methodology’s Caption

Caption’s elements

Customer’s tasks

Common tasks (to the customer and 9altitudes)

9altitudes’s tasks

D Output “Document”
 Presales phase
▪ Qualification & Project definition

▪ Implementation strategy’s choice

Key Input / Information Key Activities Key Output / Results

Request For Proposal Business requirement analysis Contract D

Demo results Business process review Statement Of Work D

Proposal Hardware audit (can be billable)

Customer feedback Contract writing

 Mobilization & Initiation
▪ Projet plan’s preparation

▪ Project ressource’s mobilization

Key Input / Information Key Activities Key Output / Results

Contract Project set-up Project plan D

Statement Of Work Project kick-off sessions Project onboarding

Resources Mobilization Kick off D

Handover Presales to delivery

 Build preparation
▪ Recovery and complements of the

▪ Processes analysis & validation

Key Input / Information Key Activities Key Output / Results

BPC (Business Processes Processes analysis & validation
Configuration) of Statement Of
Work Data migration Approved processes D

Client data + processes Key user processes setuped

Solution Backlog D
9A Kickstart Contributions
 Build: Training
▪ Training based on designed processes and on

▪ Documentation built by the customer

Key Input / Information Key Activities Key Output / Results

Designed processes (E2E) validated Training by process Keys users Tasks recorder D

Solution back-log ( Sprint selection) Keys users testing Keys users Knowledge transfert

Configuration Document Technical Training according to SOW

 Build: Setup and Test
▪ Final setup and UAT preparation

▪ Processes tests by sprints and end user’s documentation

Key Input / Information Key Activities Key Output / Results

Key Users trained Development & configuration Sprint demo

Task recorder Golden Config parameters Sprint Acceptance D

Data collected Test data migration Cut-over plan D

Code, system, integration testing Solution back-log update D

E2E (process) testing End user training plan D

Deployment Plan Test plan & scenarios D

 UAT
▪ Project approval

▪ Change Management

Key Input / Information Key Activities Key Output / Results

UAT environment Acceptance testing Solution ready for production

End user training plan End user training UAT Report D

Test plan & scenarios Change communication Support organization ready

Cut-over plan Performance testing Roll-back plan D

Support mode preparation Disaster recovery plan D

End users trained

 Release: Deployment
▪ Transition to the new solution

Key Input / Information Key Activities Key Output / Results

Cut-over plan Solution deployment New solution LIVE

Production data Production data migration Service Model operational

Identity & access list Access configuration

Solution Release

Cloud Production access

 Operations and support
▪ Project closure

▪ Monitoring, maintenance, solution’s support & continuous improvement

Key Input / Information Key Activities Key Output / Results

PROD environment Service monitoring Project closure report D

Project plan Technical support Incident handling (SDE)

Project reports & deliverables End user support FAQ D

Project closure & CSD transfer Change log D

Solution decommissioning (old)

Project’s tools
Documentary management will take place in a SharePoint or Teams
environment that will always be accessible to customer users
(Modalities to be defined when the project is launched).

Your project will be managed with the LCS tool, a project management
portal, project administration and task and process tracking.

Use of DevOps and all of the recommended MICROSOFT tools

(DevOps licensing costs usually included in the cloud offering).
Microsoft Azure DevOps
▪ Management tool for
functional and technical
project activities
▪ Management of tasks to be
executed during workshops
▪ Development management
▪ Management of issues
▪ Training management
▪ ...
Microsoft Azure DevOps
▪ Project Functional and Technical Activities Management Tool
▪ Managing the tasks to do during the workshops
▪ Development management
▪ Issue management
▪ Training management
▪ …

▪ Domains Dashboard
▪ Sprint monitoring
▪ Global monitoring

▪ Project management Dashboard

Overview of the methodology
Management tool for functional and technical
project activities :

▪ Management of the tasks to be carried out in

the workshops
▪ Management of developments
▪ Issues management
▪ Training management
▪ …
Business
case/game
Innovative IT
solutions for a
industry factory of
the future
MTC visit
Test your
knowledge!
Thank you!