At a time when the war in Ukraine has highlighted Hexagone's dependence on its European neighbors, the French government needs to step up its efforts to reindustrialize. This theme, which was already on the agenda during Emmanuel Macron's first term in office, is now more topical than ever. To make progress in this direction, it is important to understand the needs of France's industrial players, and the challenges they face for the future.
In the age of Factory 4.0, the dynamism of our production lines goes hand in hand with the digitalization of our know-how. What's the situation in France? Can we say that our factories are on a par with those of our German neighbor?
To get a clearer picture, we asked 100 French industrial managers to share their vision of digitalization.
Digitization: France lags behind
For our study, we approached a panel of industrial managers, plant managers and production managers. Sectors represented included food processing, automotive, aeronautics, metallurgy and pharmaceuticals. In terms of headcount, participants manage an average of between 50 and 500 people.
We asked our survey participants to give a score out of 10 to the state of plant digitalization in their sector.
43.3% of them give a score of 3/10, a relatively low score. The highest score, 6/10, was awarded by only 13.3% of participants.
The figures speak for themselves: French manufacturers generally consider their plants to be little or very little digitized.. Before we look at the direct consequences, let's see what factors influence this score.
According to a large majority of respondents, this difficulty in advancing towards digital transformation stems in particular from the use ofdigital tools deemed unsuitable. Excel comes to mind. The spreadsheet program, whose primary function is to create spreadsheets, is also used for many other tasks, such as planning and skills tracking.
In fact, it takes an average of 25 Excels files to organize the field teams of a 100-person plant! When we asked participants if they experienced any difficulties in the day-to-day management of their teams, we got 86% of "yes" responses.
86% of industrial managers find it difficult to manage their teams.
Skills management tops the list of management obstaclesThis is a strategic element for any company aspiring to greater agility. Planning optimization comes second, followed by versatility management.
Finally, we asked industrial managers what indicators they should be monitoring to achieve operational excellence. For 37% of them, the first metric to watch is the versatility rate. We remind you that this rate represents a team's ability to cope with an unforeseen event (for example, the absence of an operator).
What can we conclude from these figures? How is France positioned on a global scale? In 2020, BloombergNEF estimated a ranking of the 10 most advanced countries in industrial digital transformation. On the podium were South Korea, Singapore and Germany, leaving France in 8th place. Let's take a look at why it's in France's interest to accelerate its digital transformation.
The stakes: between productivity and competitiveness
It's no secret: a majority of industrial players are still in the "paper age".This leads to slowness and a lack of agility in processes. In fact, it's hard to be reactive when information is organized in silos, and managers lack visibility over data.
It is therefore vital for manufacturers to speed up their digitalization projects if they are to prosper. The use of new technologies not only brings with it a new way of working, but also a significant gain in efficiency.
On the production side, digital tools make it possible toanticipate breakdowns and line stoppagesThese improvements can be measured by indicators such as maintenance costs, yield and scrap rates. These improvements can be measured by indicators such as maintenance costs, yield and scrap rates. Digitization is also an opportunity to empowering operators. With the right tools, it is possible to monitor production lines live. Decision-making is thus based on quality information. This also frees operators from certain repetitive, low value-added tasks, allowing them to concentrate on other, more rewarding missions. One example is line operators, who often spend a lot of time entering data on sheets of paper or in spreadsheets. Thanks to digital tools, these indicators can be updated automatically, making it easier for them to keep up to date. better management of priorities.
While the Factory 4.0 era promotes productivity gains, it also enables a better strategic vision. In fact, in the industrial sector, achieving operational excellence is based on a effective human resources managementwhich is not always an easy task.
As our survey underlines, skills management is one of the main difficulties identified by managers. It seems complicated for them to know exactly which skills have been mastered by operators. In 2022, this is still done via Excel spreadsheets, which are difficult to update. Consequences: a lack of visibility regarding skills, training and recruitment needs (we talked about this in our article dedicated to the managing skills and versatility). And yet, a competitive company must be able to make the best use of the resources at its disposal and have a strategic vision of its future needs.
So.., digitizing factories is not limited to production lines. All professions are concerned. From a managerial point of view, the use of a digital solution makes it possible, for example, to precisely map skills operators, easily manage schedules, and manage reduce the use of Excel spreadsheets or to generate dashboards. Decision-making is thus based on up-to-date, easy-to-view information.
In a nutshell
France's reindustrialization will not be sustainable without adopting the digital tools already favored by world leaders. In addition to the modernization of production lines, digital transformation affects all business sectors. To be competitive, industrial players need to equip themselves with tools that enable them to have a strategic vision, in terms of both processes and people. Managing skills and training needs are key issues in the relocation process begun a few years ago.
