Table of Contents 1. Executive Summary
2. Methodology & definitions 2.1. General methodology of IDATE's reports 2.2. Definitions and scope
3. Infrastructure: towards the smart factory or networked production 3.1. Concept description 3.1.1. Concept 3.1.2. Context, adoption and future trends 3.2. Existing national and international initiatives 3.2.1. Different types of initiatives supporting smart manufacturing 3.2.2. European initiatives 3.2.3. Other national initiatives 3.2.4. Industrial Internet Consortium 3.3. Key providers 3.4. Focus on selected implementations 3.4.1. Aeronautics 3.4.2. Automotive 3.4.3. Energy 3.4.4. Transportation 3.5. Impacts 3.5.1. Transformation of the manufacturing ecosystem 3.5.2. Risks and barriers
4. Products and services: innovative end-products and related services 4.1. A key enabler of servicisation strategy 4.1.1. Key objectives 4.1.2. Commercial approach 4.2. Adoption 4.3. Focus on selected implementations 4.3.1. Aviation 4.3.2. Automotive 4.3.3. Heavy equipment 4.4. Impacts 4.4.1. Corporate vertical transformation 4.4.2. New businesses for industrials
5. The customer relationship 5.1. Impacts due to servicisation 5.2. Innovative pricing models 5.3. Focus on selected implementations 5.3.1. Transportation 5.3.2. Healthcare
6. Market analysis 6.1. Value chain 6.1.1. Sensor providers 6.1.2. Industrials 6.1.3. Telcos 6.1.4. Platform providers 6.1.5. Service providers and IT players 6.2. Organisational change 6.3. Data potential and related monetisation issue 6.3.1. Data owned by business clients 6.3.2. Data owned by consumers clients 6.4. Drivers and barriers 6.4.1. Drivers 6.4.2. Barriers Tables Table 1: Main providers of smart factory solutions Table 2: Main initiatives around the smart factory Table 3: Main initiatives around connected end-products Table 4: Main initiatives around innovative pricing schemes Table 5: Main initiatives of Medtronic in connected health market
Figures Figure 1: The IDATE framework for digital transformation Figure 2: Technologies of the third wave of digital transformation Figure 3: Smart factory use case Figure 4: Evolution of the manufacturing domain Figure 5: Smart manufacturing research roadmap Figure 6: New Balance shoes with 3D-printed midsoles presented at CES 2016 Figure 7: The Siemens automated factory, in Amberg, Germany Figure 8: The Siemens vision of smart factory convergence Figure 9: ABB control rooms Figure 10: Augmented Reality deployment at Bechtle Figure 11: Baxter uncaged robot Figure 12: Uncaged robots deployed in a ceramic factory Figure 13: HTC Vive virtual reality headset Figure 14: Optis HIM VR solution used to validate assembly movements in aerospace industry Figure 15: Track and Trace IIC Testbed Figure 16: Use of big-data analytics in manufacturing Figure 17: Intel production line data analytics set-up Figure 18: Overview of European initiatives on digitising industry Figure 19: Dassault Systèmes 3DExperience platform Figure 20: Siemens digitalisation Figure 21: Siemens Digital Factory portfolio, compared with Industry 4.0 plans Figure 22: Kuka divisions and offerings Figure 23: Kuka future vision integrating moving and fixed robots in a uniform factory platform Figure 24: National Instruments vision as a provider of data analytics for the Internet of Things Figure 25: Typical aircraft assembly environment Figure 26: Smart glasses usage within factory Figure 27: Use of uncaged robot at Audi Figure 28: Competence islands at Audi Figure 29: A centre to pilot the production and consumption of energy Figure 30: Monitoring production by layers Figure 31: Industrial Internet strategy at SNCF Figure 32: SMILE distribution of value added, by manufacturing activity Figure 33: Survey by Citigroup linking smart factory development and reshoring Figure 34: Impact of automation on the job market Figure 35: Interest of servicisation in margins Figure 36: Survey answers to ¡°What functionality is most valuable?¡± Figure 37: Direct operating costs of an airline company Figure 38: Rolls-Royce engines equipped with sensors Figure 39: The Industrial Internet applied to aviation industry Figure 40: The Predix platform Figure 41: Value proposition evolution, GE Aviation Figure 42: Connected car service roadmap Figure 43: Key services in the automotive sector for major stakeholders Figure 44: Willingness to pay for connected services in a subscription-based model Figure 45: 17-inch Touch screen features Figure 46: Supercharger network plan in the US and in Europe for 2016 Figure 47: Autopilot feature setting, by Tesla Figure 48: Ford SYNC AppLink applications Figure 49: GoRide experience Figure 50: Use of drones at Caterpillar Figure 51: Driverless truck, by Komatsu Figure 52: Roadmap of different services offered by industrials Figure 53: Evolution of Michelin's commercial offering Figure 54: EFFIFUEL solution principle Figure 55: Continuous Glucose Monitoring (CGM) systems Figure 56: 2014 ranking of MEMS players Figure 57: TE connectivity positioning in sensors Figure 58: Key positioning differentiation among carriers in the Industrial Internet market Figure 59: Connected Industry Platform showcased at the CEBIT 2015 Figure 60: Taleris home page Figure 61: Michelin Solutions architecture Figure 62: Data resale to service company Figure 63: Data resale to a third-party service company Figure 64: INDUSTRIE 4.0 to generate significant productivity gains in Germany Figure 65: The power of the 1% by GE Figure 66: Industrial Internet potential GDP share Figure 67: European industrials to invest ¢æ140 billion annually in Industrial Internet applications, to 2020 Figure 68: Industrie 4.0, smart factory pipeline Figure 69: Industries that named security as a top challenge in the implementation of big data List of Players • ABB • Accenture • Adidas • ADP • Air Liquide • Airbus • AMC Health • AMP 2.0 • Apple • AT&T • Audi • Autodesk • Axa • Bangkok Metro • Bechtle • BITKOM • BMW • Boeing • Bosch • Bridgestone • British Gas • Camstar • Caterpillar • Chery • Cisco • Claas • Daimler • Dassault Systèmes • Deere & Co. • Deutsche Telekom • Du-Co Ceramics • Elan • EMC • Emerson • ENEL • Epson • ERDF • Ericsson • Eurostar • Fanuc • Ford • Ford Smart Mobility LLC • General Electric • GM • Goodyear • Google • HCL Technologies • Honeywell • HTC • IBM • Industrial Internet Consortium • Innotec • Intel • ITESENS • John Deere • Komatsu • Kuka • LoRa • Lyft • Massey Ferguson • Medtronic • Michelin • Mitsubishi Electric • National Instruments • New Balance • Nike • OAK (Tupolev) • Optis • Oracle • Orange Business • Pirelli • Pivotal • PTC • Redbird • Renault • Renfe • Rethink Robotics • Rockwell Automation • Rolls-Royce • Safran • SAP • SCA Timra • Schneider Electric • Siemens • SIGFOX • SNCF • Tata Consultancy Services • TE Connectivity • Tech Mahindra • Telefónica • Telstra • Tesis • Tesla • Tieto • T-Mobile • Toyota • Uber • Ubisense • UGS • VDMA • Vistagy • VMWare • Vodafone • Volkswagen • Vuzix • Withings • Yokogawa Electrics • ZVEI Slideshow contents The digital transformation framework - some examples
Infrastructure • Introduction to the 'smart factory' • Tons of initiatives in the smart factory • Strong focus on analytics for smart factory providers • Processes in smart factory
Products & services • Innovative products and services • The rise of servicisation
Customer relationship • Customer relationship â¢æ¡° Major impacts
Market analysis • Market industry • Organisational transformation • Impacts of IoT on key different vertical activities • Overview of some verticals • Energy with Air Liquide • Automotive with Airbus • Overview of some verticals • Aviation with GE • Automotive with Tesla • Overview of some verticals • Transportation with Michelin Solutions
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