March 12, 2019 – Any minute now, some speculate, workers around the world will be asked to make way for robots.<\/p>\n\n\n\n
Their arrival may be welcome in some cases. Our latest research suggests that when robots \u2014 or automated manufacturing technology \u2014 take over jobs that are oriented around repetitive tasks, operators are able to move onto more exciting and productive work.<\/p>\n\n\n\n
This was the case at 16 \u201clighthouses of manufacturing<\/a>,\u201d which were identified as part of a joint McKinsey and World Economic Forum<\/a> project presented at Davos.<\/p>\n\n\n\n Exhibit <\/p>\n\n\n\n It was conceived by Enno de Boer<\/a>, a McKinsey partner and expert in digital manufacturing, as a way to help the growing number of companies \u2014 some 70 percent in a recent report<\/a>\u2014 stuck in \u201cpilot purgatory,\u201d unable to complete digitization experiments because of factors such as low funding or having an overly ambitious scope. The 16 lighthouses will be sharing their lessons and insights with peer manufacturers.<\/p>\n\n\n\n So what is a lighthouse? According to the team, the term describes facilities so advanced in their use of digital tech, automation, analytics, and, yes, robots, that they stand out as beacons among their industry peers.<\/p>\n\n\n\n To find them, the team reviewed 1,000 companies around the world over 2 years, developing 39 use cases, or operational criteria and success factors, that each facility would possess. Forty factories rose to the top, and the team visited most of them to create the final slate.<\/p>\n\n\n\n Along the way, they got firsthand looks at a few eye-popping technologies, like an autonomous truck and train<\/a> system, digital twinning<\/a> and massive 3-D printing systems, and a single assembly line that every minute delivers one of seven different car models.<\/p>\n\n\n\n Engagement Manager Adrian Widmer, Senior Partner Katy George, and Expert Partner Enno De Boer<\/p>\n\n\n\n And of course the team saw robots. Lots of them. But the technology in these cases was enhancing workers\u2019 roles, not taking them.<\/p>\n\n\n\n \u201cDigitization is about improving productivity, not cutting costs,\u201d Enno explains. \u201cIn most of the innovation we see at the lighthouses, the operator and workforce are leading the change and not subjected to it.\u201d<\/p>\n\n\n\n <\/iframe>“>http:\/\/<iframe src=’\/\/players.brightcove.net\/1971571337001\/HkOJqCPWdb_default\/index.html?videoId=6011270108001′ allowfullscreen frameborder=0><\/iframe><\/a>Play Video<\/p>\n\n\n\n Overview of Procter & Gamble Rakona plant transformation<\/p>\n\n\n\n Adrian Widmer<\/a> can attest to this. An engagement manager at our firm, Adrian visited ten companies in Europe as part of the project. \u201cSaving a workplace that had been important for generations was the principal motivation behind digitizing the Procter & Gamble Rakona plant in the Czech Republic,\u201d he said.<\/p>\n\n\n\n According to Adrian, the plant was the main employer in Rakovn\u00edk, a town of about 16,000 people, for more than 150 years. But not long ago, the market had shifted quickly, and the factory suddenly found itself under intense pressure to improve productivity.<\/p>\n\n\n\n \u201cThe employees were passionate,\u201d Adrian explains. \u201cThey told leadership: \u2018This was where our grandfathers worked and where we want our grandchildren to work.\u2019\u201d<\/p>\n\n\n\n So P&G started a program of testing and learning with digital technologies, launching modeling and simulation programs across all operations. It invited all of its operators and employees to think about what problems automation could solve and to identify opportunities that might give a boost to productivity. \u201cThey wanted to involve 100 percent of the organization in the transformation,\u201d says Adrian.<\/p>\n\n\n\n As a result, P&G upgraded its existing equipment with sensors and new software, including an industry-first, real-time quality-control system. In 3 years, it was able to increase output by 160 percent and customer satisfaction by 116 percent.<\/p>\n\n\n\n \u201cBecause it\u2019s now using leading technologies, it can also attract new talent in a very competitive market,\u201d Adrian adds. \u201cIt expects to be operating for the next 150 years.\u201d<\/p>\n\n\n\n Co-roboting at the BMW factory in Regensburg, Germany<\/p>\n\n\n\n Elsewhere, Adrian spent time at the BMW factory in Regensburg, Germany. There, more than 2,000 robots perform different jobs, sometimes side by side with an operator.<\/p>\n\n\n\n \u201cIn one case, the company found that people are actually better than any robot when it comes to installing the interior and engine of the car,\u201d explains Adrian. But BMW also found that some of that work requires more strength than the typical worker might possess. So it devised a \u201cco-roboting\u201d system, where a worker\u2019s ability is augmented by a machine.<\/p>\n\n\n\n \u201cThe operator on the left side of the car guides the installation,\u201d Adrian explains, \u201cwhile also controlling a robot positioned on the right side, which can apply tremendous torque to complete the fit wherever needed. So strength is no longer a barrier to entry for this role,\u201d Adrian explains. \u201cIt\u2019s open to anyone with the right skills.\u201d<\/p>\n\n\n\n Diego Hernandez-Diaz<\/a>, who\u2019s also an engagement manager, visited five factories through the project. \u201cI was really impressed by the lengths to which one electronics manufacturer went to help its people learn new skills,\u201d he says. \u201cIt built out a fully-spec\u2019d, virtual version of its factory. Employees would wear 3-D glasses to walk through and begin adjusting to their new jobs, even before the new technologies had been delivered.\u201d<\/p>\n\n\n\n Meanwhile, Asian manufacturers in certain markets are using advanced technologies to seize different opportunities. McKinsey senior expert Forest Hou<\/a>visited eight plants across the region.<\/p>\n\n\n\n In China, for example, demand for labor is high, and workers want to spend their careers at the forefront of their industries. \u201cSo leading companies are deploying wearable artificial-intelligence (AI) technologies,\u201d says Forest, \u201cto provide real-time feedback on worker performance and improve their effectiveness and skills, often in a matter of hours.\u201d<\/p>\n\n\n\n \u201cGiving people access to data empowers them,\u201d says Enno. \u201cThey touch screens, see what\u2019s happening, identify reasons for quality deviation, and make decisions. Operators in nondigital factories don\u2019t have this control. Your manager just hands you an \u2018occasion\u2019 report. Direct access to data democratizes the work process\u2014and puts it in the hands of the operator.\u201d<\/p>\n\n\n\n<\/figure>\n\n\n\n
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