HSSMI©2016 Digital Readiness Level (DRL)
H S S M I © 2 0 1 6
Digital Readiness Level (DRL)
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Our MissionAs an independent institute, we collaborate
with manufacturers, other academic
institutes and solution providers to
deploy innovative technologies,
tools and methods to support
the manufacturing
sector.Our
VisionTo lead in providing
outstanding value and
knowledge for sustainable
manufacturing
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Our Members & Stakeholders
OEMs
Universities
Solution
Providers
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Virtual Engineering
Data Analytics forResource Efficiency
Circular Value Chains
ManufacturingNew Technologies
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How has we the concept developed?TO DATE:
• Talked to stakeholders, both industrial and academic
• Held a workshop through the Digital Engineering and Test Centre Programme (DETC)
• Refined through contact and internal workshops
• Engagement with the Digital Catapult (Manufacturing is a key work stream)
NEXT:
• Create a wider steering group
• Gain greater support and mass
• Feedback loop
• Qualitative testing of the model
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Digital Readiness Level (for manufacturing)
Vision:
• To provide UK Manufacturing with a consistent technology and process based measure to assess the digital preparedness of a company or production facility
• A design a measure that is widely applied and utilised based on sound research and experience
• A measure that challenges toward the best, irrespective of size (or sector), and delivers with a fast pace of change
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Digital Readiness Level (for manufacturing)
Objectives:
1. To give context to the Industry 4.0, Factory of the Future, Digital Manufacturing landscape to a wide range of manufacturing businesses
2. To create a clear platform for communication – digital needs consistency of language and style to be understood, discussed, interpreted, developed and deployed
3. To identify value from digital in manufacturing – focus to deliver the productivity and process improvements of up to 20 per cent generically discussed
4. To be seen in the same capacity as Technology Readiness Level (TRL) and Manufacturing Readiness Level (MRL)
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How might the model work
The model will focus on a manufacturers:
A. Capabilities – Are the core capabilities needed to support Digital Readiness present?
B. Competencies – Are certain competencies demonstrated under each capability as evidence to support that capability?
C. Evaluators – A set of questions to assess competencies
Delivering a summary – a concise, key phrase development of each stage of Digital Readiness Level (DRL)
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Capabilities
In its work so far HSSMI has identified six capabilities that combine to develop a platform for Digital Readiness, these are:
1. Development of the business case process
2. Technical capability technical
3. Data management technical
4. Leadership process
5. People process and technical
6. Systems integration technical
These are a balance of process and technical – we need to assess to ensure we have got this balance right
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Competencies
4. Leadership
A. Strategic direction
B. Partnerships for development
5. People
A. Skills and upskilling
B. Culture
6. Systems Integration
A. Supplier engagement
B. Customer engagement
C. Internal integration management
1. Development of the Digital business case
A. Identifying value from Digital
B. Commercialising benefits of Digital
2. Technical capability
A. Development and testing tools (virtual)
B. Equipment infrastructure (physical)
3. Data Management
A. Data usage strategy
B. Ownership and control of data
Within each of the capabilities two or three competencies have been identified to support the capability:
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Developing DRL
Through or work at the Advanced
Propulsion Centre Digital Spoke
we have a set of inputs that will
help HSSMI define the
competences and question sets
for Digital Readiness Level
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A progressive and parallel change in attitude
1. Development of the business case
2. Technical capability
3. Data management
4. Leadership
5. People
6. Systems integration
1 2 3 4
Readiness
levels are
based on
business
challenges
and can be
used to
highlight and
action issues
horizontally,
they are not
system or
vertical
based
system
approached
Awareness of
machine data
Full machine
connectivity
All resources
linked
Machine and
assets connected
External use of RFID
track & trace
Links to Suppliers
in place
Prognostic
maintenance
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Examples of Value - People and Data Management
New skills (IT, programming,
Virtual tools)
New ways of working –
Collaboration internally and
externally
Companies to be attractive to new
employees from other sectors
Data sharing between various
departments
Data sharing with the supply chain
New approach to data protection whilst
still maintaining confidentiality and IP
security
Value of data / information becomes
more important
“Data only” companies will enter
manufacturing
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Examples - stretching the Technical Capabilities for Digital
Level 1: Data capture – Capture of data related to machines,
production performance, facilities and operator across the
value chain
Level 2: Connectivity and visualisation – Connect the relevant
data to create a “single source of truth” / digitally map the
production processes with the digital representation
Level 3: Interpretation – big data, data analytics for production
planning, maintenance, training
Level 4: Pre-emptive decision making / new business
opportunities – production scheduling, “self-healing” or self-
maintaining system, …
15
Comparison of dimensionsNon technical dimensions
Strategy and organisation
• Strategy
• Investments
• Innovation management
Employees
• Employees skill set
• Skill acquisition
Leadership
• Strategic direction
• Partnerships
People
• Skills and upskilling
• Culture
Development of the business case
• Identifying value of digital
• Commercialising benefits of digital
I4.0 readiness model Digital readiness model
16
Comparison of dimensionsTechnology dimensions
Smart factory
• Digital modelling
• Equipment infrastructure
• Data usage
• IT systems
Smart products
• ICT add-on
functionalities
• Data analytics in usage
phase
Technical dimension
• Development and Testing
• Tools and Technology
Data management
• Usage of Data
• Ownership and Control
System integration
• Supply chain engagement
• Customer engagement
• Internal integration
I4.0 readiness model
Digital readiness model
Data-driven services
• Data driven services
• Shares of revenue
• Share of data used
Smart operations
• Cloud usage
• IT security
• Autonomous processes
• Information sharing
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