State of Smart
Manufacturing Report
A global view of today’s challenges and tomorrow’s opportunities to harness technology for greater resiliency, agility, and sustainability
SEIZE OPPORTUNITIES FOR GROWTH
“We’ve experienced 20 years of evolution in 2 years.”
This quote from our CEO, Blake Moret, resonates throughout the findings of our 2023 State of Smart Manufacturing Report, which surveyed 1353 global manufacturers.
The world has changed, and manufacturing has changed with it, but there is more to do. Skilled labor – and labor of any kind – continues to be elusive across the globe. As manufacturers continue to seek opportunities for profitable growth, they’re finding that uncertainty in workforce availability is impacting quality, along with their ability to meet their customers’ needs and transform at pace. They are addressing this impact by using technology to extract data from their operations and assemble actionable insights. We are also seeing how technology is helping the industry accelerate their agility and competitive differentiation.
The clear message coming from this report is that manufacturers view technology as an advantage for improving quality, agility, innovation, and to attract the next generation of talent. Manufacturers expect to mitigate risk through technology tied to processes and people to build resiliency and drive future success.
I hope you find the report useful in benchmarking your organization against peers and as a catalyst for taking action to drive transformation that will deliver differentiated business outcomes in your industry. Before you dive into the results, here are some of my observations on the findings.
2x as many respondents say they lack the technology to outpace the competition, compared to last year’s survey
Recent years have made a compelling business case for many newer technologies as disruption has demanded accelerated adoption. This unprecedented pace of change is creating competitive pressure across the industry.
Sustainability and ESG are integral to Manufacturing
Over 95% of respondents noted some level of sustainability and/or ESG policy over the last two years, whether formal or informal. Regulations are now applying pressure across the value chain for all companies to address sustainability and ESG in their operations. Smart manufacturing technology solutions can help.
Over 50% more manufacturers are using Machine Learning/Artificial Intelligence compared to last year
This number will continue to rise as manufacturers see the impact that accessible machine learning/artificial intelligence can have on their business. Improved quality, productivity, and engaging talent to use data driven insights for decision making are some of the benefits.
A third of manufacturers are hampered by ‘technology paralysis’ – an inability to decide between solutions
Technology is demonstrated throughout the report as being crucial to mitigating risk and delivering growth, so manufacturers must overcome indecision by choosing a partner with relevant expertise and experience who can advise and guide them in implementing a fit-for-purpose solution.
97% of participants reported plans to use smart manufacturing technology
Smart manufacturing solutions enable and optimize more agile, resilient production processes, empower the workforce, manage risk, drive sustainability, and accelerate transformation.
While the landscape is not predictable, history is clear in showing that adversity ignites innovation and creates opportunity. Manufacturers with the right vision, strategy, bias for action, and partners will seize this moment to outpace their competitors and forge a bright future.
With best wishes for a productive
and successful 2023,
Veena Lakkundi
Senior Vice President, Strategy
and Corporate Development,
Rockwell Automation
INTRODUCTION
8th Annual State of Smart Manufacturing Report
02
TABLE OF
CONTENTS
I N T R O D U C T I O N
Introduction letter Executive summary A global survey
02 04 05
SECTION 1: The current state of smart manufacturing
Industry obstacles and outlook Technology is top response for risk mitigation Complete supply chain solutions are lacking Addressing workforce Sustainability moves into the mainstream Smart manufacturing adopted globally Smart manufacturing solutions
07 08 09 10 11 12 13
SECTION 2: Manufacturers’ biggest challenges
Competitive differentiators for manufacturers in 2023 Leadership and the modern workforce Increasing quality and profitable growth A switch in sustainability focus Cybersecurity awareness and preparedness Investing in the right tools and technology Overcoming 'technology paralysis'
15 16 17 18 19 20 21
SECTION 3: The future of smart manufacturing
Smart manufacturing holds the key to future success Top investments: Cloud/SaaS and process automation Workforce of the future Cloud continues to soar Quality is driving digital transformation Quality matters most in sustainability Data: Unlocking a competitive opportunity The future of manufacturing technology
23 24 25 26 27 28 29 30
SECTION 4: Taking action
Getting started guide steps Ten steps to technology adoption (checklist)
32 33
SECTION 5: Demographics and firmographics
Industry / Annual revenue Seniority / Department Worldwide locations we serve
35 36 37
03
8th Annual State of Smart Manufacturing Report
06
14
22
31
34
EXECUTIVE SUMMARY
Manufacturers
Embrace Technology
As manufacturers embrace smart manufacturing, they are collecting more and more potentially valuable data. However, if data is siloed in separate systems, or the requisite skills for analyzing insights are lacking, manufacturers can’t fully capitalize on the data they hold.
The #1 way manufacturers plan to drive positive business outcomes over the next five years is through better use of data analytics
40% - the year-over-year increase in manufacturers who believe they lack the ability to use data to make decisions to outpace the competition
97% of participants reported plans to use smart manufacturing technology
Profitable growth
without sacrificing quality
As we emerge from the pandemic, the renewed drive for growth and expansion is rising higher up the agenda. What comes through loud and clear from manufacturers, however, is that they are determined not to sacrifice quality in the pursuit of maximizing revenue and profit.
According to respondents, the #1 internal obstacle they face in 2023 is balancing profitable growth and quality
45% of respondents believe a push for higher quality is creating the need to accelerate digital transformation in their organizations
When asked where artificial intelligence will have the most impact on manufacturing, quality (closed-loop control, in-line quality) topped the list ahead of automation, forecasting, and tracking & compliance
Outpacing
the Competition
There is a growing sense that manufacturers who can attract, retain, and upskill the right team will outperform competitors. Alongside workforce concerns, implementing the right processes and technology are recognized as competitive differentiators within the manufacturing industry.
Skilled workforce remains a top concern and is the #1 reason why manufacturers believe they can’t outpace the competition in 2023
Almost 2x as many respondents say they lack the technology to outpace the competition, compared to last year’s survey
79% of manufacturers lack a complete supply chain planning solution
INTRoDUCTION
04
8th Annual State of Smart Manufacturing Report
A global survey of over 1,350 manufacturers reveals a focus on delivering profitable growth without sacrificing quality, an emphasis on accessing data’s true potential, and increasing adoption of technology to build resilience, enable agility, and increase sustainability.
INTRODUCTION
The 8th annual edition of the State of Smart Manufacturing report surveys the broadest audience yet, probing deeply into global manufacturing.
This report has expanded in scope from previous years, with quadruple the number of respondents, across 13 of the top manufacturing countries; 25% of whom work for firms with over $1B in revenue. Participants, who hold positions from management up to the C-suite, responded to questions that reveal the current state of technology in manufacturing, the biggest challenges, and the future of the industry.
This report from Rockwell Automation, in association with Sapio Research, includes a technology adoption plan alongside the research findings to help you turn insights into action.
WHAT IS SMART MANUFACTURING?
Smart Manufacturing is the intelligent, real-time orchestration and optimization of business, physical, and digital processes within factories and across the entire value chain. Resources and processes are automated, integrated, monitored, and continuously evaluated based on all available information as close to real time as possible.
MESA International
05
SECTION 1:
THE CURRENT STATE OF SMART MANUFACTURING
Manufacturers are navigating a complex landscape: Aiming for profitable growth without sacrificing quality; building greater resiliency, agility, and sustainability both inside the organization and beyond; and tackling workforce and supply chain issues simultaneously. One thread runs through it all: the need for technology to mitigate risks, open up new opportunities, and remain competitive.
8th Annual State of Smart Manufacturing Report
06
INDUSTRY OBSTACLES AND OUTLOOK
Inflation, the pandemic, and supply chain disruption were named as the top three external forces to have dampened growth during 2022. Looking ahead to 2023, participants expect the impact of the pandemic to wane, while inflationary pressures are set to rise. This survey’s findings point to the necessity of making strategic investments in technology to counter the economic squeeze.
SECTION 1: THE CURRENT STATE OF SMART MANUFACTURING
Technology Industry Obstacles and Outlook
EXTERNAL
Inflation
Supply chain distribution
Raw materials/microchip shortage/prices
Shortage of skilled workers
Cybersecurity risks (e.g., ransomware, phishing)
Impact of COVID-19 pandemic
INTERNAL
Balancing quality and growth
Deploying and integrating new technology
Worker retention/knowledge retention
Using and understanding data to improve the business
Product quality
Q. What do you see as the biggest external obstacle(s) to your organization’s growth for calendar year 2023? Select top 5
Q. What do you see as the biggest internal obstacle(s) to your organization’s growth for calendar year 2023? Select top 5
Base: 1353
“The manufacturing industry has maintained its rapid pace of change and disruption, making the ability to adapt a premium. Manufacturers have encountered many challenges in their efforts to become more resilient while maintaining efficiency, but one of the most cited issues are outdated/legacy systems. While the predictions highlighted touch upon many areas of the business, the main theme that can be tied back to is having the proper digital infrastructure in place to serve as the foundation for transformation.
”
Reid Paquin
– Research Director,
IDC Manufacturing Insights
IDC FutureScape: Worldwide Manufacturing 2023 Predictions
8th Annual State of Smart Manufacturing Report
07
Onboarding new employees
TECHNOLOGY IS TOP RESPONSE FOR RISK MITIGATION
Manufacturers are turning to technology to tackle the risks that exist both inside and outside the organization. The top two ways respondents are addressing internal risk are to adopt new technology aimed at minimizing disruption from workforce or supply issues ( 53%) and to shift their operations to the cloud for purposes including increased
cybersecurity protection and business continuity ( 50%). When it comes to external risks like inflation, supply chain, and workforce shortages, the top-ranking mitigation tactic is adopting new technology ( 44%).
How is your organization currently mitigating the internal risk mentioned in the previous questions? Select top 5
How is your organization currently mitigating the external risk mentioned in the previous questions? Select top 5
Base: 1353
SECTION 1: THE CURRENT STATE OF SMART MANUFACTURING
Adopting new technology
Managing cybersecurity risks (e.g., ransomware, phishing)
Digitizing business through software adoption and automation
Finding alternate materials or suppliers to meet demand
Shift to cloud operations for data backup, business continuity, eliminate data/communication silos, added cybersecurity protection, etc.
Adopting software for automating processes and tracking/quantifying sustainable practices
Ensuring data accuracy for reporting and informed decision-making
Mitigate external risks
Mitigate internal risks
Q.
8 th Annual State of Smart Manufacturing Report
09
8 Annual State of Smart Manufacturing Report
SECTION 1: THE CURRENT STATE OF SMART MANUFACTURING
COMPLETE SUPPLY CHAIN SOLUTIONS ARE LACKING
Despite being impacted by supply chain disruption in recent years, 4 out of 5 manufacturers lack end-to-end supply chain planning. End-to-end software solutions are designed to address problems faced by manufacturers, such as keeping costs down while managing redundancy and resiliency in the supply chain – which they do by incorporating sales and operations planning, while also increasing visibility and control. Piecemeal solutions often don't contain enough inputs to accurately plan and forecast.
50% of participants are either not using a supply chain planning process or are using manual tools (i.e. spreadsheets) or homegrown solutions, placing a large IT burden on the company and introducing a risk of obsolescence.
The lack of visibility faced by those without end-to-end digital supply chain solutions will prove problematic, especially in the face of growing pressure from regulatory bodies, along with audit demands from large customers that now require tracking and traceability transparency.
79% of manufacturers
lack end-to-end supply
chain planning software
“As automation of data and information flows expands beyond the factory, the need to manage supply chain convergence grows. Gartner defines supply chain convergence as the synchronization of processes, subprocesses and activities across the supply chain. It requires breaking down the departmental or functional barriers that exist between organizations. For smart manufacturing, this means evaluating the processes used in logistics, planning and sourcing, and customer service against those used in manufacturing operations, and designing cross-functional performance metrics to assess total value generated for the customer.”
Gartner® Ebook, ' Elevate and Expand Your Smart Manufacturing Strategy', 2022.
Q. To what extent does your organization currently perform supply chain planning? Select one Base: 1353
GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.
8th Annual State of Smart Manufacturing Report
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G
SECTION 1: THE CURRENT STATE OF SMART MANUFACTURING
ADDRESSING WORKFORCE
Complex issues such as dealing with a shortage of skilled workers and the need to train employees on new processes at speed require modern approaches. More than two-thirds of manufacturers believe that technology can be very helpful, or extremely helpful, in addressing these types of workforce challenges.
But technology cannot drive success without people and vice versa.
Technology's Impact on the Workforce
4%
Make no change to staffing
11%
Need to hire fewer workers
17%
Hire new workers for different roles
31%
Need to hire more workers
36%
Repurpose existing workers to new or different roles
Q. By increasing our use of technology in the next 12 months, my organization will: Select one Base: 1353
89%
of manufacturers expect to maintain or grow employment as a result of technology adoption
8th Annual State of Smart Manufacturing Report10
SUSTAINABILITY MOVES INTO THE MAINSTREAM
Sustainability and environmental, social, and governance practices (ESG) have moved into the spotlight in recent years. The proliferation of new or strengthened regulatory frameworks, such as the International Sustainability Standards Board (ISSB), the EU’s Sustainable Finance Disclosure Regulation (SFDR), and Taxonomy Delegated Act is elevating the need for digitalization. The manufacturing sector recognizes this along with increasing pressure from consumers to incorporate sustainability and ESG considerations into operations as 95% of respondents reported the existence of policies or programs, whether formal or informal.
Companies with higher revenues are more likely to have formalized ESG or sustainability programs (86%) compared to their counterparts in the medium revenue (80%) or low revenue (68%) brackets, but trends indicate the increase in regulations and requirements from upstream and downstream suppliers will put pressure on all manufacturers, particularly when considering reporting demands around scope 1, 2, and 3 emissions.
Q. Which of the following best describes your organization’s current efforts around ESG (Environmental, Social, and Governance)/Sustainability? Select one Base: 1353
5% We do not have any
ESG/sustainability policies in place
18% We have informal
programs in place but
not an official stance
37% Some of our locations
have a formal ESG or
sustainability program
40% We have a formal
company-wide ESG or
sustainability policy in place
“By 2026, Regulations and Sustainability-Linked Lending Will Drive Over 60% of Global Manufacturers to Adopt Product Carbon Footprint as a Key Metric to Operationalize Sustainability Beyond Reporting.”
IDC FutureScape – Worldwide Manufacturing 2023 Predictions, doc #US48630122, October 2022.
8th Annual State of Smart Manufacturing Report 11
SECTION 1: THE CURRENT STATE OF SMART MANUFACTURING
SMART MANUFACTURING
ADOPTED GLOBALLY
Eighty-four percent 58% 40% of respondents have adopted smart manufacturing or are actively evaluating solutions with the intention to invest in the coming year. Companies with higher revenues are more likely to have adopted smart manufacturing technology, with a adoption rate among respondents in the top third for revenue, compared to among the lower revenue bracket. This may indicate an opportunity for small and mid-size organizations to leverage an incremental, lower initial cost and resource approach to smart manufacturing with modular solutions that provide strong value and quick time to payback and ROI.
Adoption rates also vary by country, with the top three being China (70%), the US (60%) and India (57%).
Q. To what extent has your organization adopted smart manufacturing technology? Select one
13%
Do not currently use smart manufacturing
technology but there is interest to use it
3%
Do not currently use smart manufacturing
technology and does not plan to
10%
Already uses a fully integrated smart manufacturing solution
35%
Actively evaluating smart manufacturing
solutions with the intention to invest
39%
Already use some components of smart manufacturing
“
Smart manufacturing initiatives are changing the focus of manufacturers from internally focused, plant-specific functionality to more end-to-end solutions, changing MES from plant monitoring to a key data and intelligence source for the enterprise and supply chain.
”
Gartner, ‘Critical Capabilities for Manufacturing Execution Systems’, May 31, 2022.
Base: 1353
8th Annual State of Smart Manufacturing Report
12
SECTION 1: THE CURRENT STATE OF SMART MANUFACTURING
SECTION 1: THE CURRENT STATE OF SMART MANUFACTURING
SMART MANUFACTURING
SOLUTIONS
Smart devices are self and system-aware assets that acquire and process operating data – and monitor and report on asset conditions such as self-diagnostics and energy usage.
Manufacturing Execution Systems (MES) track and document the transformation of raw materials into finished goods, providing real-time production management to drive enterprise-wide compliance, quality, and efficiency.
Quality Management Systems (QMS) standardize and automate quality documentation, processes, and measurements.
Computerized Maintenance Management Systems (CMMS) help organizations track and manage maintenance and repair activities for their facilities, equipment, and other assets in one place.
Asset Performance Management (APM) combines process, operational, and machine-level data through dashboards to monitor machine and plant health, ensuring optimal uptime, throughput, and maintenance needs.
Production Monitoring provides seamless connectivity to machines on the plant floor, delivering transparent, real-time operational KPIs like OEE and dashboards to drive continuous improvements.
Distributed Control Systems (DCS) use decentralized elements to control dispersed systems, such as automated industrial processes or large-scale infrastructure systems.
Supply Chain Planning (SCP) combines data from multiple departments across the business or from outside market resources to sync demand and supply forecasting to improve inventory accuracy and production management.
Enterprise Resource Planning (ERP) automates front- and back-office processes, including financial management, revenue management, human capital, order management, billing, and inventory.
Analytics that use data to solve manufacturing bottlenecks, optimize output and quality, and provide new insights.
8th Annual State of Smart Manufacturing Report
SECTION 2:
MANUFACTURERS’
BIGGEST CHALLENGES
As the world righted itself from the sweeping impact of the COVID-19 pandemic, new issues surfaced in the form of economic uncertainty and continued supply chain disruption. Considering this, our participants identified maximizing data, generating ROI from technology investment, tackling workforce shortages, and minimizing risks to supply chain, quality, and cybersecurity as their most pressing challenges.
8th Annual State of Smart Manufacturing Report
14
COMPETITIVE DIFFERENTIATORS FOR MANUFACTURERS IN 2023
There is a growing sense that manufacturers who can attract, retain, and upskill the right team will outperform their competitors. In last year’s survey, just 35% of respondents reported that their organization lacked the skilled workforce to outpace the competition over the next 12 months. That figure has leapt to 46% - and represents the top concern for manufacturers in relation to competitiveness.
SECTION 2: MANUFACTURERS’ BIGGEST CHALLENGES
46% 35% 26% 32% 24% 25% 21% 20% 19% 15% 43% 39% 38% 35% 34% 31% 30% 25%
Skilled workforce
Technology
Innovation
Speed
Ability to
use data to
make decisions
Production Capacity
Production Quality
Access to data
Capital
Q. Please read the statement below and select the top 5 answer options that apply to your organization
“My organization lacks the _____ to outpace the competition over the next 12 months.” Select top 5 Base: 1353/321
2022 2021
46% of manufacturers
say that they lack the
skilled workforce to
outpace the competition
over the next 12 months
8th Annual State of Smart Manufacturing Report
SECTION 2: MANUFACTURERS’ BIGGEST CHALLENGES
LEADERSHIP AND THE MODERN WORKFORCE
The biggest leadership challenge facing manufacturers in the next 12 months is effectively managing people and resources. Understanding how to manage next-generation workers is also a pressing concern, ranking third on the list of leadership obstacles.
Biggest Leadership Obstacles
Biggest Workforce-Related Obstacles
Effectively managing people and resources
Leadership siloed by departments (ineffective communication)
Assessing business need and technology/talent fit (including digital transformation)
Access to useful data to make effective decisions in real-time
Understanding how to manage the next generation workers
Identifying and implementing new technologies
Q. Which of the following are the top 5 biggest leadership obstacle(s) your organization faces in the next 12 months? Select top 5
Q. Which of the following are the biggest workforce-related obstacle(s) your organization faces in the next 12 months? Select top 5
Training current employees on updated processes
Change management (getting all employees/departments to effectively use new technology/processes)
Rising cost of labor/skilled staff
Employee engagement (feeling purpose/value in their role)
Employee retention
Difficulty finding employees
SECTION 2: MANUFACTURERS’ BIGGEST CHALLENGES
INCREASING QUALITY
AND PROFITABLE GROWTH
Achieving profitable growth while maintaining quality is one of the most pressing concerns facing manufacturers today. Many are turning to technology to solve their production challenges, in order to gain efficiency while ensuring quality. Of those who have already adopted some elements of smart manufacturing, the top two systems were production monitoring (54%) and quality management systems (QMS) (51%). Only 10% of respondents haven’t yet adopted, and don’t plan to adopt, a QMS. Overall, this chart shows that there is demand and growth in technology across all software solutions.
Already adopted
Plan to adopt
54%
51%
49%
46%
42%
41%
39%
39%
38%
34%
Production Monitoring
Quality Management System (QMS)
Enterprise Resource Planning (ERP)
Supply Chain Planning (SCP)
Industrial IoT (IIoT)
Manufacturing Execution System (MES)
Advanced Analytics
Enterprise Asset Management (EAM)
Computerized Maintenance Management System (CMMS)
Asset Performance Management (APM)
31%
35%
34%
38%
36%
38%
39%
38%
39%
42%
Q. Which of the following smart manufacturing initiatives / systems has your company adopted or plans to adopt? Select one per row
Base: 1353
8th Annual State of Smart Manufacturing Report
17
A SWITCH IN SUSTAINABILITY FOCUS
Last year, the driving factors for pursuing sustainability and ESG policies were fostering a collaborative environment and addressing social inequalities. Over the last year, manufacturers’ priorities evolved, and the top reason cited was to improve efficiencies, a trend which suggests sustainability is now recognized for its operational improvement capabilities and impact on the bottom line along with the positive social impact.
42%
Improve efficiencies
41%
A competitive differentiator (to win business from customers who have supplier requirements)
38%
To address potential environmental issues before they arise
35%
To build our presence in the community
32%
It’s good for the bottom line
30%
To address social inequalities that may suppress talent in the workforce
23%
Pressure from investors
Q. Which of the following drives or motivates your organization to pursue ESG/sustainability? Select all that apply *Base note: Asked to those with at least an informal ESG program.
Base: 1279
8th Annual State of Smart Manufacturing Report
SECTION 2: MANUFACTURERS’ BIGGEST CHALLENGES
Fosters a
collaborative
environment
35%
18
SECTION 2: MANUFACTURERS’ BIGGEST CHALLENGES
CYBERSECURITY AWARENESS AND PREPAREDNESS
Manufacturing had the highest average ransom payments in 2022 at $2M1. Protecting against threats is a constant battle, with the potential for enormous damage in terms of supply chain disruption, safety risks, reputational hit and financial losses. Respondents called out this pressing concern by ranking cybersecurity risks as the top obstacle that smart manufacturing initiatives help to mitigate.
Q. Which of these obstacles have your current smart manufacturing initiatives helped to mitigate? Select all that apply
*Base note: Asked to those who have already adopted or plan to adopt smart manufacturing initiatives
Cybersecurity risks (e.g., ransomware, phishing)
29%
Impact of COVID-19 pandemic
28%
Product quality / Balancing quality and growth
27%
Shortage of skilled workers
26%
Keeping pace with market transformations
26%
Deploying and integrating new technology
26%
Inflation
26%
Adapting to new regulations and standards
25%
Supply chain disruption
22%
Lowering carbon emissions
21%
Base: 1341
"The ransom sums are just part of the story,
and the impact of ransomware ranges
much more widely than just the encrypted
databases and devices. 90% of those hit
by ransomware in the last year said the
most significant attack impacted their ability
to operate. Furthermore, among private
sector organizations, 86% said it caused
them to lose business/revenue."
Sophos – The State of Ransomware 20221
8th Annual State of Smart Manufacturing Report
”
19
INVESTING
IN THE RIGHT TOOLS AND TECHNOLOGY
Our survey found that 23% of the operating budget is spent on
technology, though this investment varies across industries. Whatever the investment level, budgets must be set with an eye firmly on the future. Manufacturers will need to invest in areas that help to address the skills shortage, while increasing automation, machine learning, and artificial intelligence, in order to fully exploit the potential of technology and insights across the organization.
Differences emerge when we break the results down by industry. Highly regulated manufacturers invest around 2x as much of
their operating budget in technology (34%) vs. those in the Packaging
(18%) and Metals/Metal Fabricators/Precision Metalforming (18%)
sectors. Yet some of the lower invested industries are very margin-challenged and need to squeeze every type of cost out of their business. Smart manufacturing can help.
SECTION 2: MANUFACTURERS’ BIGGEST CHALLENGES
Industry
Mean % of operating
Aerospace
Life Sciences – Pharmaceuticals and Medical Devices
Electronics
Auto, Auto Tier Supplies, EV
Industrial Machinery
Semiconductor
25%
25%
34%
24%
20%
20%
19%
19%
18%
18%
Plastics / Rubber Manufacturing
Metals/Metal Fabricators/
Precision Metalforming
Material Handling
Pulp and Paper
Packaging
23% of operating budget is spent on technology.
Q. What percentage of your operating budget goes towards technology investment? Select one
Base: 1353
8th Annual State of Smart Manufacturing Report 20
Percent of Operating
Budget Invested in Technology
Food and Beverage
Semiconductor
23%
22%
21%
OVERCOMING
‘TECHNOLOGY PARALYSIS’
For many respondents, the range of available systems and platforms is leading to ‘technology paralysis’ – an inability to decide between solutions.
An organization which finds itself held back from investing in technology due to this type of decision paralysis is likely to see an impact on its ability to compete. Concern around this area is growing, with a:
SECTION 2: MANUFACTURERS’ BIGGEST CHALLENGES
'Technology Paralysis' is Increasing
2022 24%
2023 30%
65% year-on-year increase in the number of participants reporting that their organization lacks the technology to outpace the competition over the next twelve months.
Q. Which of the following are the biggest internal obstacle(s) to your organization’s current growth for calendar year 2022? Select top 5
Base: 1353
8th Annual State of Smart Manufacturing Report
21
SECTION 3:
THE FUTURE
OF SMART
MANUFACTURING
As we look ahead to the future, key trends begin to emerge. Manufacturers are investing in cloud, smart manufacturing solutions, and other technologies to mitigate internal and external risks and to gain a competitive advantage.
8th Annual State of Smart Manufacturing Report
22
SMART MANUFACTURING HOLDS THE KEY TO FUTURE SUCCESS
We saw earlier in this report that adoption rates for smart manufacturing are strong globally. With manufacturers able to see the benefits in relation to efficiency, ROI, workforce management, and sustainability, it’s not surprising that this innovation is seen as pivotal.
This acknowledgement of its importance is highlighted in planned adoption timelines among those not yet using it. Of the respondents yet to adopt smart manufacturing, 45% of them plan to be using the technology within the next year and another 39% plan for the next 1-2 years.
Q. Overall, how important do you think smart manufacturing is to the future success of your organization? Select one
Q. When does your organization plan to adopt smart manufacturing? Select one
Base: 1353
Base: 700
Within the next 6 months
15%
I don't know/Unsure
More than 2 years from now
8%
8%
Within the next 1 to 2 years
39%
Within the next 7 to 11 months
30%
*Base note: Asked to those who are yet to adopt smart manufacturing or are considering adopting it.
7%
29%
37%
21%
5%
1%
It's a necessity to stay competitive
Very Important
Moderately Important
Slightly Important
Not at all Important
23
8th Annual State of Smart Manufacturing Report
Extremely Important
SECTION 3: THE FUTURE OF SMART MANUFACTURING
SECTION 3: THE FUTURE OF SMART MANUFACTURING
TOP INVESTMENTS: CLOUD/SAAS AND PROCESS AUTOMATION
Out of the technologies invested in over the last year, 33% say that Process Automation has had the biggest ROI.
Our study reveals that the two most popular technology investments – process automation and cloud/ SaaS, adopted by 63% of participants – are delivering the highest returns. Process automation has delivered the biggest ROI, then cloud/ SaaS, followed by Industrial Internet of things (IIoT).
33% 30% 25% 24% 23% 21% 18% 18% 16% 15%
Process Automation
Industrial Internet of Things (IIoT)/Internet of Things (IoT)
Automated mobile robots and automated guided vehicles
Machine Learning/Artificial Intelligence
Augmented reality, Mixed Reality, Virtual Reality
Cloud/SaaS
Machine Integration
RPA (Robotic Process Automa-tion)
5G
3D printers/additive manufac-turing
Process Automation
Machine Integration
Industrial Internet of Things (IIoT)/Internet of Things (IoT)
Cameras/Scanners/Drones
RPA (Robotic Process Automation)
Automated mobile robots and automated guided vehicles
3D printers/additive manufacturing
Wearables
Generative Design
Augmented Reality, Mixed Reality, Virtual Reality
Sensors/ RFID / GeoTagging
Blockchain
Voice Recognition/Natural Language Processing (NLP) technology
Cobots (Collaborative Robots)
Facial Recognition
Digital twins (i.e., digital replicas synchronized with physical assets)
38%
% Already Invested
63%
63%
58%
55%
53%
52%
52%
47%
47%
44%
44%
43%
43%
43%
41%
41%
40%
39%
Base: 1295
Base: 1353
Q. Which of these technologies that your company has invested in had the biggest ROI over the last 12 months? Select top 5
Q. Which of the following technologies has your company invested in / plans to invest in (2022/2023)? Select one per row
*Base note: Options masked through those selected 'already invested' in Q11.
24
8th Annual State of Smart Manufacturing Report
Machine Learning/ Artificial Intelligence
5G
% Already Invested
43%
WORKFORCE OF THE FUTURE
Even with the increase in technology and automation, people skills are equally - if not more - in demand. Manufacturers seek employees who can adapt to changing requirements and collaborate in teams, as shown by the prioritization of communication and teamwork as the top skills manufacturers want from the next generation of employees.
In fact, knowledge of smart technology ranked at #6 behind so-called soft skills, including flexibility/adaptability (2), employee engagement (3), employee initiative (4), and analytical thinking (5).
SELECTION 3: THE FUTURE OF SMART MANUFACTURING
Looking forward, how important are the following knowledge and/or skills as your organization recruits its next generation of employees? Select one per row
"All participating companies noted the critical nature of soft skills
such as communication and collaboration. Even as automation
makes some aspects of jobs easier and safer, in many cases, it has
actually increased the number of workers or departments that
collaborate or delegate, thus placing more importance on workers
who can, for example, give and comprehend complex instructions."
The Manufacturing Institute – PTC & Rockwell Automation, Future skill needs in manufacturing: a deep dive.
Communication/
Teamwork
Flexibility/
Adaptability
Employee
Engagement
Employee
Initiative
Analytical
Thinking
Knowledge of
Smart Technology
STEM
Skilled Trades
Maintenance/
Installation/Repair
Sustainable
Practices
75%
71%
71%
68%
68%
67%
63%
61%
61%
60%
Respondents deemed each of these as 'At least very important'
Base: 1353
8th Annual State of Smart Manufacturing Report
25
CLOUD
CONTINUES TO SOAR
The shift to the cloud continues, as manufacturers reap the benefits it offers including adaptability, security, speed to deployment, ROI, and cost. Over the next 12 months, almost half (44%) of respondents are planning to increase investment in cloud technology, applications, or infrastructure. Other key technology investments include automation and security/cybersecurity management.
Planned Areas to Increase Investment
Cloud technology/applications/infrastructure
Automation
Security/Cybersecurity management
Business and/or Manufacturing Software
Smart/connected tools & equipment
Maintenance management
RPA (Robotic Process Automation)
Sales & operations planning (S&OP)
35%
42%
39%
38%
33%
32%
Inventory management
30%
Lean manufacturing
“
We are in an exciting phase of manufacturing transformation right now. Technologies that were once considered out-of-reach are now seen as essential. By using advanced technologies and the power of the cloud, manufacturers can accelerate a strong digital foundation. This enables them to easily connect, streamline, and advance their operations to gain unprecedented levels of agility and visibility, particularly during uncertain times.
”
–
Çağlayan Arkan
Vice President, Global
Strategy and Sales Lead, Microsoft Corporation
Q. Over the next 12 months, in which of the following technologies does your organization plan to increase investment(s) for manufacturing operations? Select all that apply
Base: 1353
SECTION 3: THE FUTURE OF SMART MANUFACTURING
8th Annual State of Smart Manufacturing Report26
44%
QUALITY IS DRIVING
DIGITAL TRANSFORMATION
SECTION 3: THE FUTURE OF SMART MANUFACTURING
45% of respondents feel that improving quality is creating the need to accelerate digital transformation in their organization.
Quality is driving the future of digitalization. This universal prioritization across the responses from 1,353 global manufacturers demonstrates how the industry plans to foster growth despite disrupted supply chains and new regulations, while maintaining agility and top quality products.
Quality topped the responses in several categories, including:
# 1 Accelerant for digital transformation (minimizing costs came in 2nd)
# 1 Area Impacted by artificial intelligence (automation came in 2nd)
# 1 Outcome from smart manufacturing adoption (reducing cost came in 2nd)
Top Areas Impacted by Artificial Intelligence
Quality (closed loop control, in-line quality)
37% 36%
More accurate forecasting
and production capacity
Predictive approach to operations
33% 32%
sustainability/ ESG goals and regulations
Tracking and compliance with
31% 31% 31%
Optimized output
31%
Supply Chain
30% 30%
Autonomous (or mostly autonomous)
plants/factories
31%
Machine health and
condition monitoring
28% 28%
Predictive planning of maintenance
26%
Sales forecasting
Renewed focus on lean initiatives
24%
Q. What areas will Artificial Intelligence (AI) most impact the manufacturing industry? Select top 5
8th Annual State of Smart Manufacturing Report
Automation
Inventory control
QUALITY MATTERS MOST
IN SUSTAINABILITY
The drive to maintain quality, seen elsewhere in this report, surfaced again when we asked participants about sustainability and ESG. Product quality or safety is the most important element in ESG and sustainability programs, followed by reducing manufacturing waste and recycling. All of the responses revealed the growing attention on the “circular economy,” which is based on eliminating waste and pollution by designing products and processes to maximize efficiencies and extend product life with a particular focus on repair and reuse.
Product quality/safety
Reducing manufacturing waste
Recycling
Energy management (may include technology investments or work with utility companies)
Health and Safety
Supply chain standards (Supplier selection criteria / Raw material sourcing)
Commitment to eco-friendly processes throughout the product lifecycle
Carbon offsetting / carbon neutral
Fulfilling supplier/customer/partner requirements and standards
Diversity, equity, and inclusion
34%
32%
30%
30%
29%
28%
27%
27%
27%
25%
“A recent survey by Gartner, Inc. found that 74% of supply chain leaders expect profits to increase between now and 2025 as a result of applying circular economy principles. On average, supply chain organizations have been applying circular economy principles for three years to approximately 16% of their product portfolio.”
Gartner Press Release – Survey Shows 74% of Supply Chain Leaders Expect Circular Economy to Increase Profits Through 2025, Sept, 28, 2022.
Q. What matters most to your organization's ESG/sustainability program? Select top 5 *Base note: Asked to those with at least an informal ESG program.
SECTION 3: THE FUTURE OF SMART MANUFACTURING
8th Annual State of Smart Manufacturing Report
DATA:
UNLOCKING A
COMPETITIVE OPPORTUNITY
This survey shows that a third of data goes unused. Many manufacturers see that increased technology adoption creates vast amounts of data, which can be harnessed and analyzed to improve performance and increase profits.
Respondents stated a need for better data and analytics usage to drive positive business outcomes over the next five years, citing this as a competitive shortfall;
40% more manufacturers say they lack the ability to use data to make decisions to outpace the competition in 2023 compared to last year.
Driving Improvements Over the Next 5 Years
Better use of data analytics
Increased automation
Adopting smart manufacturing software
Adopting cloud technology
ESG/sustainability program/policies
Automated process enforcement
Increased training and employee programs
Increased use of Artificial Intelligence/Machine Learning
Adopting supply chain planning software
Leveraging new/emerging market opportunities
40%
40%
36%
35%
33%
32%
32%
31%
31%
36%
Q. How do you plan to drive positive business outcomes over the next five years? Select top 5
Base: 1353
SECTION 3: THE FUTURE OF SMART MANUFACTURING
8th Annual State of Smart Manufacturing Report 29
SECTION 3: THE FUTURE OF SMART MANUFACTURING
THE FUTURE OF MANUFACTURING TECHNOLOGY
As manufacturers continue to digitize their operations, more are using connected devices to enhance operations. Below are some of the once thought "over-hyped" technologies that are gaining mainstream adoption today.
Q. Which of the following connected devices does your organization employ in its manufacturing operations today? Select all that apply Base: 1353
Industrial hardened devices (e.g., handheld scanners, tablets)
42%
Consumer devices (e.g., mobile phones) 39%
Cameras / Scanners / Drones 38%
Sensors 37%
Optical quality scanners (i.e., vision systems) 36%
Bluetooth devices (e.g., iBeacons) 33%
Choice IP-enabled tools and machines (e.g., callipers) 32%
RFID scanners 28%
Augmented Reality, Mixed Reality, Virtual Reality Wearables 25% 25%
Automated mobile robots and automated guided vehicles 35%
Smart thermostats or lighting controls 33%
Edge gateways 19%
“The rapid advancement of technology, especially that of artificial intelligence and machine learning, is arguably at the center of all megatrends.”
BlackRock– Megatrends: A research study looking at structural shifts in the global economy and how they affect our investment thinking
8th Annual State of Smart Manufacturing Report
30
SECTION 4:
TAKING ACTION
Smart manufacturing and the complementary hardware and software mentioned in this report, enable manufacturers to stay competitive, increase agility, and unlock long-term opportunities by connecting and automating business. Use the information in this report to help your business — and your people — plan your technology adoption roadmap regardless of where you are currently in the process.
8th Annual State of Smart Manufacturing Report
31
GETTING STARTED GUIDE STEPS
IDENTIFY BUILD RESEARCH DESIGN MANAGE
key stakeholders, take action, and agree on your greatest need the business case for investment and select your solution(s) and deploy the solution(s) change, measure results, and drive adoption
To achieve positive, enduring change, be thoughtful about your approach. Set and track goals for continuous improvement and decide how you will best measure adoption and the impact of the change. Each organization is different, and the points laid out here will help to ask the right questions in pursuit of answers that will guide your mission.
1.
Identify key stakeholders,
take action, and agree on your greatest need
Gather the people connected to this change – both decision-makers and system users. Diverse perspectives clarify the solutions needed, whether disconnected systems, people, processes, supply chains, unexpected downtime, poor quality, lack of visibility, control, and/or something else
Key Questions To Answer:
• Where are your information gaps?
• Have you assembled the key stakeholders?
• What are the operational challenges you’re trying to solve?
2.
Build the business case for investment
Develop your business case by highlighting increased control, efficiency, and savings gained. Gather requirements and include the importance of adaptability, security, and risk mitigation.
Key Questions To Answer:
• What ROI is expected in terms of core outcomes relevant to your business KPIs?
• What risks should be considered and mitigated?
• Which use cases offer the right balance of value creation and time-to-value?
3.
Research and select your solution(s)
Do the work. There are many solutions available, and it is important to do your research. Narrow your potential solutions and review the following questions with the key stakeholders.
Key Questions To Answer:
• Does the solution meet your requirements and business objectives?
• Will it deliver the ROI that you outlined in your business case?
• Will it be able to support you in the future?
4.
Design and deploy the solution(s)
Select an implementation partner and create the map that you will follow for a successful process. Once created and agreed on by your key stakeholders, begin deployment.
Key Questions To Answer:
• Does the design fit your needs?
• Is there a timeline and achievable ROI?
• Have the key stakeholders reviewed and agreed on the plan?
5.
Manage change, measure results, and drive adoption
To effectively integrate the change that smart manufacturing will bring into your culture, you will need sponsorship, messaging, measurements, and accountability.
Key Questions To Answer:
• Who will be your adoption champion(s)?
• What measurements will you use to gauge success?
• How will you adapt your culture through change management?
SECTION 4: TAKING ACTION
8th Annual State of Smart Manufacturing Report32
SECTION 4: TAKING ACTION
TEN STEPS
TO TECHNOLOGY
ADOPTION (CHECKLIST)
1. IDENTIFY KEY STAKEHOLDERS and agree on your greatest need.
2. ESTABLISH EFFECTIVE GOVERNANCE with key stakeholders.
3. MAKE THE BUSINESS CASE FOR INVESTMENT by aligning technology,
strategy, and metrics/KPIs.
4. CREATE A COMMUNICATIONS PLAN that will sustain the vision for future
desired outcomes.
5. ASSESS YOUR CURRENT CAPABILITIES, risks, and opportunities; benchmark
yourself against your competitors.
6. RESEARCH and select your solution(s),
it's not just about the solution but the
solution provider. Do you have a strong
partner you can count on?
7. DESIGN AND DEPLOY the solution(s).
8. PRIORITIZE CHANGES THAT ADDRESS THE PROBLEM(S) you are solving,
have the best ROI, and/or eliminate
the most risk.
9. ESTABLISH AND IMPLEMENT AN ORGANIZATIONAL CHANGE management
program and drive adoption.
10. ADOPT A CONTINUOUS IMPROVEMENT
mindset, establish success metrics
and constantly measure, and provide
messaging that highlights what you've
learned, what can be more efficient,
and how people drive change.
8th Annual State of Smart Manufacturing Report
33
SECTION 5:
DEMOGRAPHICS/ FIRMOGRAPHICS
34
8th Annual State of Smart Manufacturing Report
DEMOGRAPHICS AND FIRMOGRAPHICS
Industry
Annual Revenue (US Dollars)
Electronics
18% 18%
Industrial Machinery
15%
Auto, Auto Tier Supplies, EV
10%
Life Sciences – Pharmaceuticals and Medical Devices
9%
Home and Personal Care
Metals/Metal Fabricators/ Precision Metalforming
8%
Food and Beverage
6%
Plastics / Rubber Manufacturing
5%
4%
Aerospace
Material Handling
3% 3%
Semiconductor
2%
Packaging
1%
Pulp & Paper
30%
$10 million - $149 million
25%
$150 million - $499 million
20%
$500 million - $999 million
18%
$1 billion - $10 billion
7%
$10 billion+
Q. What is your annual business revenue? (US Dollars) Select one
Q. What industry do you work in? Select one
Base: 1353
Base: 1353
8th Annual State of Smart Manufacturing Report
SECTION 5: DEMOGRAPHICS AND FIRMOGRAPHICS
35
DEMOGRAPHICSAND FIRMOGRAPHICS
Seniority / Job Level
Department / Job Function
Q. Which of the following best describes your job position/seniority? Select one
Q. In which of the following departments/functions do you work? Select one
Base: 1353
Base: 1353
40% Manager
13% C-Suite
6% Vice President
23% Director
18% Head of
Department
18% Manufacturing
13% Operations
11% Engineering
9% Supply chain (including
Logistics and Shipping)
5% Quality
3% Facilities/
Maintenance
39% IT
2% Other
8th Annual State of Smart Manufacturing Report
SECTION 5: DEMOGRAPHICS
SECTION 5: DEMOGRAPHICS AND FIRMOGRAPHICS
DEMOGRAPHICS
AND
FIRMOGRAPHICS
Worldwide locations we serve
AMERICAS
US 15%
Mexico 7%
Canada 6%
EUROPE
UK 15%
France 7%
Germany 7%
Italy 6%
Spain 6%
ASIA-PACIFIC
China 7%
Japan 7%
Australia 6%
India 6%
South Korea 6%
AMERICAS
28%
EUROPE
41%
ASIA-PACIFIC
31%
Q. In which country do you currently work? Select one Base: 1353
37 8th Annual State of Smart Manufacturing Report
15%
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