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Indústria 4.0: uma realidade no Brasil
O documento discute como a tartaruga de couro serve como uma lição sobre inovação, notando que pequenas mudanças no comportamento da tartaruga podem levar à extinção da espécie se não forem notadas. Ele também resume os esforços da Siemens para a indústria 4.0 ao longo dos últimos 10 anos através de aquisições de software e o desenvolvimento de soluções digitais para automatização, eletrificação e digitalização.
Indústria 4.0: uma realidade no Brasil
- 1. Indústria 4.0: uma realidadeno Brasil Restricted © Siemens AG 2018
- 2. Restricted © SiemensAG 2018 2018Page 2 Siemens PLM Software Lição da tartaruga… O que a tartaruga de couro pode nos ensinar sobre inovação?
- 3. Restricted © SiemensAG 2018 2018Page 3 Siemens PLM Software Lição da tartaruga… Uma das espécies desta tartaruga cruza o Atlântico duas vezes, para alimentar-se e, para dar à luz 15.000Km
- 4. Restricted © SiemensAG 2018 2018Page 4 Siemens PLM Software Lição da tartaruga… É uma realização incrível, mas que pode leva-la à extinção
- 5. Restricted © SiemensAG 2018 2018Page 5 Siemens PLM Software Lição da tartaruga… Por quê?
- 6. Restricted © SiemensAG 2018 2018Page 6 Siemens PLM Software Lição da tartaruga… Pequenas mudanças não são notadas até que, são.
- 7. Restricted © SiemensAG 2018 2018Page 7 Siemens PLM Software Lição da tartaruga… Qual a mudança que alteraria o comportamento da tartaruga? 1 Metro? 10 Metros? 1 Quilômetro?
- 8. Restricted © SiemensAG 2018 2018Page 8 Siemens PLM Software Lição da tartaruga… Qual o tamanho da mudança que disparará o seu senso de urgência para a inovação?
- 9. “A digitalização está mudando tudoa nossa volta” Many organizations attempt to implement cost-cutting initiatives, but are met with frustratingly slow progress and temporary success. Cost optimization tactics only achieve significant savings through STRATEGIC CHANGE. Gartner research February 2016
- 10. Restricted © SiemensAG 2018 2018Page 10 Siemens PLM Software Foco de negócios na eletrificação, automação e digitalização Digitalização • O valor agregado para nossos clientes reside cada vez mais em soluções de software e em serviços e plataformas digitais • Queremos explorar ainda mais as oportunidades oferecidas pela digitalização Automação • Na automação já captamos posições de liderança no mercado mundial • Temos automatizado com sucesso processos para clientes há vários anos • Pretendemos manter e expandir essas posições Eletrificação • Nossas raízes estão na eletrificação. Somos líderes nessa área • Estamos bem posicionados na cadeia de valor da eletrificação • Estamos capitalizando sobre uma base instalada crescente e criando valor para os clientes por meio de negócios de serviços lucrativos
- 11. Restricted © SiemensAG 2018 2018Page 11 Siemens PLM Software <1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2017 2018 UGS Mentor TASS Infolytica Solido LMS Tesis CD-adapco Polarion Vistagy Perfect Costing Kineo ORSI ELAN VRConnect IBS Active Camstar Bentley SIMATIC Totally Integrated Automation AUTOMATION #1 SOFTWARE #1 10 YEARS $10 BILLION Sarokal 10 anos de investimentos em soluções para a Indústria 4.0
- 12. Restricted © SiemensAG 2018 2018Page 12 Siemens PLM Software Com a Plataforma de Inovação Digital, nossos clientes podem digitalizar todo o seu processo de inovação, desde a idealização, passando pela produção, até a entrega - e vice-versa. Plataforma de Inovação Digital…
- 13. Restricted © SiemensAG 2018 2018Page 13 Siemens PLM Software Gêmeo digital abrangente e preciso Digital Product Digital Production Digital PerformanceHolistic Digital Twin
- 14. Restricted © SiemensAG 2018 2018Page 14 Siemens PLM Software Indústria 4.0 Virtual e Real totalmente integrados
- 15. Restricted © SiemensAG 2018 2018Page 15 Siemens PLM Software Digitalização para o Setor Automotivo e de Transporte Redução de custos e tempo de mercado Simulação avançada Desenvolver softwares e controles
- 16. Restricted © SiemensAG 2018 2018Page 16 Siemens PLM Software Cadeia produtiva interconectada Produtos são customizados Processos são adaptáveis às necessidades de produção Sem impacto na linha de produção
- 17. Restricted © SiemensAG 2018 2018Page 17 Siemens PLM Software Segurança para todos Veiculos compartilhados Cibersegurança para os veículos, dispositivos de entretenimento e passageiros 5G e Circuito Integrado
- 18. Restricted © SiemensAG 2018 2018Page 18 Siemens PLM Software Indústria 4.0 Futuro
- 19. Allyson Chiarini deFaria Latin America Marketing Director DF PL MK MGMT AM LA allyson.faria@siemens.com
- 20.
Notas do Editor
- #3 Good Morning. I’d like to talk to you today about change, specifically the difference between incremental and transformational change.
- #4 There are certain leatherbacks in Gabon, Africa that swim all the way across the Atlantic to feed off the coast of Brazil. Then they swim all the way back to breed and nest in Africa. It’s a round trip journey of over 16,000 kilometers. And these turtles make this trek many times over their 50-year lifespan.
- #5 It’s truly one of nature’s most amazing feats. But the fact is, there are plenty of food sources right off the coast of Africa. So the leatherbacks don’t have to make this long, painful trip. In fact, studies show that the journey is putting the Atlantic leatherback population is in danger of extinction. More and more leatherbacks are getting caught in fishing nets, and falling victims to human commerce.
- #6 So why do they do it? Why does the leatherback swim 16,000 kilometers time and time again to feed and breed—when it could swim a couple of kilometers, minimize its risk of danger, and thrive as a species?
- #7 The leading theory on why the leatherbacks make their long, strange trip is this: Scientists believe they began doing it eons ago, when South America and Africa were locked together. Back then, only a river might have separated the continents, and the turtles could easily swim back and forth between banks. But as the continents began drifting apart, the river widened by about an inch per year. The distance was imperceptible to the turtles. So they kept going to the same spot, the far bank of the river, each generation swimming a tiny bit farther than the last. Fast forward a hundred million years and the river had become an ocean. But the turtles never noticed.
- #8 That theory is almost more amazing to me than the journey of the leatherbacks themselves. And it got me to wondering… Would the turtles have decided not to make the swim if the change was more dramatic? How big would that change need to be? A meter? 10 meters? A kilometer? At some distance, presumably, the change between one year and the next would’ve been so wide that—even as hard-wired as they were to reach the other side of that ancient river—they might’ve paused and considered another way.
- #9 I wonder how many companies are out there today, facing the same circumstances. Obviously, business is moving faster than the continents drifted apart. But we’ve known for decades that the pace of change is rapidly increasing. And yet, still, companies seem to get caught flat-footed by change—and they continue approaching problems the same way…all the way to extinction. Think about Kodak in the camera business. Or bookstores around the world. Even major automakers are starting to feel the creeping dangers of change. Many, like GM with its Lyft business, are starting to do something about it. But just as many aren’t doing enough. It’s not that these companies are standing still. They’re making small, incremental changes to adapt. They’re probably all doing design with CAD tools and leveraging simulation and manufacturing software. And they have some system to manage all their product data. I’m sure leatherbacks evolved in small ways too—got bigger and stronger, changed anatomically to swim farther. But they never truly changed their behavior. They never disrupted their routine. How many companies are in this same boat?
- #10 Digitalization changes the way to manufacture products with leads to impacts on cost cutting initiatives and cost optimization tactics. The pace of innovation and the ability to disrupt are becoming key success factors in global competition. This increases the pressure on enterprises, no matter the industry – requires a strategic changes on Cost Management <CLICK>
- #12 Siemens faced this same dilemma back in the early 2000s. They saw how vital software and digital technologies were becoming to innovators in virtually every industry. And they realized they had to transform their business. They saw change coming…and they didn’t want to be a leatherback turtle. So they took a bold step. They disrupted themselves and started to invest in digitalization. That journey began with the acquisition of UGS, the company I was working for. But it didn’t stop there. Over the course of the last decade, we’ve made several acquisitions and advanced our own research and development to strengthen our digitalization offerings. The entire goal has been to equip today’s innovators with the digital capabilities they need to initiative or respond quickly to disruption. We’ve been building a Digital Innovation Platform for several years now that will allow companies to optimize their innovation processes. I like to introduce you to our Digital Innovation Platform today and explain how it can help your company break away from dangers of incremental change to achieve truly transformation innovation.
- #13 So this is our Digital Innovation Platform. It’s a set of domain solutions connected together on a collaborative platform that empowers everyone in an organization to contribute to the innovation process. With this rich portfolio of software solutions, your can digitalize your entire innovation process—from your original idea, through its production—all the way to the customer and the experience they have with your product. Let me highlight some of the key advances we’re making in each of the areas that the Digital Innovation Platform supports.
- #14 With all these domains integrated together through our Digital Innovation Platform, our customers can now created precise, dynamic digital twins of their products, production processes, and customer experiences. And they can unify these into a singular, holistic digital twin to drive continual improvement in their innovation process.
- #16 Now…I want to tell a story about how a start-up company is starting small with our Digital Innovation Platform to make a huge difference in the medical supply industry. The fact is, we can’t just focus on large enterprise customers. We also have to meet small and mid-sized businesses—the start-up innovators and aspiring disrupters—where their needs are. So here’s a story about how solving a specific design challenge helped a company save thousands of lives. This is truly a case of “ingenuity for life.” The company is Zipline and they’re located in Half Moon Bay, just south of San Francisco. Zipline is a small 60-person company that is using autonomous drones to revolutionize how medical supplies get delivered in remote areas that are hard and in several cases dangerous to drive to. Replacing trucks in Africa with drones that can airdrop supplies Staggering delivery times: 4-hours by truck / 15 minutes by drone 16:1 Improvement Increased reach: Dozens of flights / day across a 75 kilometer radius, or covering 10 million people. Where does Siemens software come in? Zipline is not only designing their drone with our software, employing a holistic development approach that merges mechanical, electrical and software design and simulation with integrated costing to optimize range through improved battery Vision: multi-discipline design & simulation environment that can fully replicate all the conditions their drones will face during flight. Within months, releasing a new, optimized version of their drone that will add more kilometers to its range, thereby saving more lives. This is a true disrupter in the medical supply industry that will become a much bigger company in the future. And there is so much opportunity to extend their digital thread—into electronics with Mentor, into software design with Polarion, into additive manufacturing, into performance analytics. The sky is the limit. And the key—as I mentioned—is engaging this account efficiently.
- #19 Estamos apenas iniciando as mudanças em termos de conceitos, e os impactos esperados serão tão profundos quanto os efeitos e influências das revoluções vivenciadas no passado. Neste momento, a responsabilidade do marketing se expande para entender o consumidor, aumentar as vendas e o reconhecimento da marca ao incorporar o conceito de Industria 4.0, trabalhando de forma integrada com outras tecnologias. Não adianta lutar contra, a Indústria 4.0, veio e vai ficar... Então antecipe-se