Are you already shaping your global digitization?
What will you be travelling for in the future? Soon no longer for the sale of your products. You will market services based on your data of your smart products. For the first time, you will be able to stay in touch with end customers and learn from them. Are all your data already centrally available, networked, usable? Do you know the "digital twin" as the result? In my experience, human resistance through so-called "Taylorism" prevents the development of "digital twins". Important data is missing. But why? I offer you answers and solutions.
Maintaining and increasing your competitiveness
The development and completion of digital twins consistently increases efficiency, minimizes errors, shortens development cycles and also opens up new business opportunities - thus ensuring a sustained increase in competitiveness. For example, efficiency can be increased by up to 30% through end-to-end engineering deep into production.
However, digital twins are not very common and very often incomplete
In my opinion, very good IT solutions are already being developed, either internally or in cooperation with external consultants. However, at the end of the day you lack important data on these digital complete systems. Very often I have seen this matter of course on the part of the management that all data is still available, especially on the new platform, without thinking that data could be missing for human reasons.
In more than 15 years as a consultant and process and method developer in the field of Product Lifecycle Management (PLM) in automotive and commercial vehicle development, I have very often experienced the opposite and have always asked myself the reasons for these phenomena? Today I have an answer.
The effects of external advice are short-lived
The so-called Taylorism (after Frederic Taylor, 1856-1915) plays an essential role. It is still deeply rooted in management practices:
"The planning and improvement of work should be separated from normal work. The planning and improvement work should be done by special people who have a better education, whereas the normal work can be done by people who are mostly uneducated. (Source: Wikipedia)
Effects of Taylorism: 70% of the potential of experts flow into hidden activities and lie fallow. Linear, parallel consultations on digitization are successful at first, but their effect is quickly lost. Human resistance in the specialist areas is on the rise.
Data completeness through human satisfaction
According to the Mindset Theory Y by Douglas Mc Gregor (1960), people use self-control and self-control to achieve the goals to which they are committed. The completeness of data results from the human satisfaction (intrinsic motivation) of all experts in the company.