Last but not least, the controlling of the implementation process is an important and crucial step to ensure the optimal development of the digitalization project. To guar-antee that the controlling process is working in the planned way, there are four steps that need to be taken via a certain cycle. The first step is to establish standards and methods for measuring the performance of the implementation process and status.
These standards and methods enable the company to quantify the actual status quo of the development to be able to derive further actions from them. The management needs such standards and methods because they give short and distinct information about the current situation without a deep and time consuming analysis for a quicker decision making process. Examples of such standards include sales numbers, produc-tion targets, usage or safety records. These standards and methods need to be devel-oped individually for the actual circumstances of the case company, Bender Tribünen.
The second step is to measure the performance in a regular cycle. It is important that the performance measures are done on a forward-looking basis to be able to detect changes in advance and to initiate reaction early enough. There is not a proper per-formance standard or method to be derived for every aspect because some aspects are hard to measure and to quantify. The third step is to determine if the performance matches the standards, which have been previously set. The last step is to take cor-rective actions in case the performance is not matching the standards and are nega-tively influencing the outcome of the project. In the event that the performance matches the standard, no corrective actions are necessary. Nevertheless, this control-ling process underlies a certain cycle and, therefore, is redone many times until the achievement of the objective or the final implementation of the Industry 4.0 technol-ogies in the case of Bender Tribünen (Gleich, Losbichler, Zierhofer, & Anders, 2016, p. 69).
The digitalization strategy should be a flexible plan, which adapts to the changing internal influences and external influences. A strategy needs to be reviewed in a pre-defined cycle, to change the vision of the company, to adjust objectives, to update the status quo of the company and to introduce new actions to the measure plan, so that the digitalization strategy is always up to date with the current situation of the organ-ization (Gleich, Losbichler, Zierhofer, & Anders, 2016, p. 72).
7 Conclusion
This master’s thesis entitled “Development of a Digitalization Strategy for a Medium Sized Company based on the Determination of its Digital Maturity according to an Industry 4.0 Readiness Model” pursued the goal of answering two main research questions. The first research question focused on the development of a comprehen-sive digitalization strategy for Bender Tribünen with the intent of establishing specif-ic objectives for the Industry 4.0 project, the status quo of the current implementation of Industry 4.0 in the organization, the development of action recommendations to achieve the set objectives and to set up a controlling process, which ensures the suc-cessful steering of the execution of the digitalization strategy.
The results show that for each dimension of Industry 4.0, there is certain improve-ment potential which contributes to a more digital, connected, information sharing and state of the art organization with regards to the ongoing movement of Industry 4.0 in today’s economic environment. The most important action recommendations for Bender Tribünen are: the continuous financial support and investment planning for the necessary Industry 4.0 technologies and processes, which will be introduced to the organization; the promotion of trainings and further education for the employ-ees to be able to deal with the new circumstances, which involve a new workplace design with Industry 4.0 technologies and the necessity for deeper understanding of IT systems and processes; the integration of innovation processes for a steady devel-opment of new ideas for every aspect of Industry 4.0 and the analysis of data-driven services to enlarge the product range and to be able to fulfill customer preferences and needs on a broader spectrum; the introduction of IT security systems to ensure a safe data storage and to prevent theft as well as corporate espionage; and the further development of overarching information sharing systems, which includes data ex-change within the company’s value-chain but also for the external data commutation along the horizontal supply-chain including customers, partners and suppliers. This guarantees a holistic approach of data collection, data analysis and customer centric decision taking processes.
The second research question was focused on the objective of demonstrating the strengths and weaknesses of two existing Industry 4.0 Readiness Models, the Impuls – Industry 4.0 Readiness Check and the Inlumia – Industry 4.0 Readiness Check.
After examining the strengths and weaknesses based on factors like usability,
integri-ty, design, validiintegri-ty, approach and clariintegri-ty, the Impuls – Industry 4.0 Readiness Check was determined to be the better analysis method and then functioned as the funda-mental analysis method to work out the status quo of Bender Tribünen in terms of Industry 4.0. The basic issues of both Readiness Checks are the generated results, which deliver a far too general set of recommendations for the tested companies to eventually derive an appropriate strategy for implementing Industry 4.0 technologies and processes. Also, the traceability of the evaluation rank of the tested company is not transparent enough to understand precisely which factors influence the level of each dimension. Nevertheless, the Industry 4.0 Readiness Checks provide an initial idea of the rough situation in which the company is currently in. With the help of further analysis methods to figure out the strengths, weaknesses, opportunities and threats of a company and a thorough strategic plan including a vision, objectives, status quo analysis, measure plan and controlling processes, the company is prepared for the step by step transformation into the fourth industrial revolution.
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Appendix
Appendix 1: Test results Impuls – Industry 4.0 Readiness Check
Appendix 2: Test results Inlumia – Industry 4.0
Statutory Declaration
I declare on oath that I completed this work on my own and that information which has been directly or indirectly taken from other sources has been noted as such.
Neither this, nor a similar work, has been published or presented to an examination committee.
Munich, 19.06.2018
Signature
_________________________
David-Maximilian Bender