People

Adaptation

Technology

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Future production fast forward �how COVID-19 is accelerating the need for next-generation production technologies

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 2

Executive summaryContents at a glance

Universal acceleration

Industrie 4.0 was already gaining momentum before corona-virus, but the global crisis has accelerated the adoption of certain key technologies. Which once-burgeoning production trends have now become ubiquitous and indispensable? Page 4

A head start in future production

Companies with a pre-existing foundational infrastructure could seize this volatile moment to make tremendous techno-logical strides. Using these technologies to shape and navigate a changing production landscape, the well-prepared have the edge. Page 6

Strategic approaches to the “New Normal”

The pandemic has caused a paradigm shift in production. Companies that hope to not only survive but also thrive in a post-COVID economy must gear their production environments towards these sweeping industry developments. Page 9

Three key factors in mastering the transformation

People, technology, and adaptation continue to comprise the cornerstone of successful production. Companies that prioritize these key factors are best positioned to emerge victorious from the crisis. Page 11

Checklist: pandemic-proofing production

COVID-19 is unlikely to be the last global public health crisis of our lifetimes. Using lessons won from 2020, here is how to secure your production in time for the next great disruptor. Page 15

COVID-19 has made the advantages of Industrie 4.0 technologies more tangible than ever. But adoption is not accelerating at the same pace for all.

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 3

Crisis as catalyst Opening new possibilities

The coronavirus pandemic has disrupted the global economic order, spelling ruin for some production companies and tre- mendous setbacks for others. But the crisis has also opened new possibilities for future-oriented companies to put inno-vative technologies to work on forging the path towards the production environment of tomorrow.

The international community is increasingly coming to terms with the idea that there is no going back to the way things were before the pandemic. Yet adapting to a still uncertain vision of a post-COVID economy proves challenging, and not everyone is in a position to transform at the rapid pace this moment demands. A report from KPMG revealed that while nearly six out of ten Global 2000 enterprises have accelerated their digital transformation initiatives due to the pandemic, the remaining four have halted investment in emerging technology altogether. 1

Across most branches of industry, certain technologies have seen widespread and accelerated adoption as a result of the crisis. A global pandemic has proven to be an unfortunate yet compelling use case for upgrading digitalization, automation, and data connectivity in manufacturing, amplifying the momen- tum of Industrie 4.0 trends that were already projected to define the next generation of production.

But the pace of adoption diverges when it comes to more advanced production technologies. While some solutions can be brought on quickly and cheaply, reaping immediate benefits for companies struggling to find their footing in the economic fallout, other solutions can only be implemented by those with an adequately sophisticated baseline infra-structure. Companies who made significant investments into next-generation technologies prior to the crisis now have an invaluable head start in pivoting their production environment towards a post-pandemic future.

The trends that have seen the most accelerated adoption during the crisis have already become indispensable to the point of ubiquity. But these are not the technologies that will differentiate the winners from the losers of a post-COVID economy. Early adopters of advanced production technologies are best positioned to forge ahead and actively shape the “New Normal”, a global economy that rewards agility and resilience over cost-efficiency and output.

A vague outline of future production landscapes is taking shape on the horizon. This whitepaper presents the innovative tools and strategic approaches that future-oriented companies are using to help us arrive there as quickly and safely as possible.

1 ctmfile.com/investments-amid-covid-19 (survey conducted March to June 2020)

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 4

Universal acceleration Keeping pace with the 21st century

Industrie 4.0 technologies had been steadily gaining traction in the manufacturing sector for several years before the onslaught of the coronavirus pandemic. But the first quarter of 2020 presented the necessary urgency to force even some of the slowest moving production facilities to begin ramping up to a 21st century speed. As supply chains quaked, demand underwent seismic shifts, and workforces sheltered in place, a number of Industrie 4.0 technologies emerged as unavoidable and relatively painless fixes for an economy in need.

So far, the future production technologies that have seen the greatest acceleration in adoption as a result of the pandemic are those that reduce or eliminate the need for onsite personnel on the one hand, and can be implemented without any prerequisite for a sophisticated technological infrastructure on the other. Even once the urgency of the pandemic has subsided, these technologies will continue to generate returns in terms of data and productivity for users in the long term.

Remote work and services

Hardly unique to the manufacturing sector, social distancing measures have forced employers in every industry to imple-ment remote working and management solutions wherever possible. As Microsoft CEO Satya Nadella put it, the pandemic led remote collaboration tools to experience an unprecedented growth in adoption akin to “two years’ worth of digital transformation in two months”. 2

Beyond cloud collaboration and video conferencing, many industrial companies have come to expand their remote equipment upkeep capabilities in order to minimize contact on the shop floor and reduce the need for in-person mainte-nance visits. Augmented reality tools help technicians diagnose and repair systems and equipment regardless of distance, eliminating the need to travel to the facilities.

In another example, keeping employees distanced on the shop floor may require new, pod-like layouts in which a single individual is responsible for a wider range of tasks once dele- gated to multiple people. Distance learning solutions can safely accelerate the pace at which operators acquire both additional skills and a familiarity for new production line layouts.

Once implemented, digital work instructions, touchless cloud diagnostics, remote repairs, and staff training powered by augmented reality all offer immediate reductions in costs and downtime that can continue to reap benefits after the pandemic.

2 microsoft.com/2-years-digital-transformation-in-2-months

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 5

Robotic process automation

Even before COVID-19, the majority of supply chains were heavily automated. The pandemic provided the occasion for industrial companies to examine the weakest links in their automated processes and improve them with retrofits, equipment upgrades, and software upgrades.

From status alerts to motion profiles to diagnostic informa-tion, production equipment generates a myriad of insightful data. But without the technology to capture and analyze this data, manufacturers are leaving money on the table. In many cases, software upgrades to equipment controllers can transform the digital capabilities of a production facility by enabling direct communication between the shop floor and MES.

For instance, software-based solutions can translate data generated by industrial robots into the standard OPC UA communication protocol, securely connecting the machines to the cloud. Data collection can then be configured for specific applications, including asset management, debugging, detailed runtime information, and predictive maintenance, and then leveraged to optimize plant availability and performance.

Such relatively simple networking upgrades provide digital value creation without the need for hefty upfront investments or an exhaustive, in-person installation or conversion process – requirements which may otherwise impede cash-strapped and socially-distanced companies from deployment.

Once installed, software upgrades can facilitate workplace safety by reducing the need for onsite personnel. With the ability to leverage more production data in real-time, manu-facturers are empowered to streamline automation and tighten processes in which light employee intervention was still needed to input data, pull up records, make routing decisions, or determine servicing windows.

Increased connectivity

From medicine to education to industry, improved network infrastructure is necessary to support a newly remote and more automated workflow. In manufacturing, more decision making takes place digitally, and more shop floor tasks are handled via IIoT-powered apps granting remote access. When it comes to network communication technology, speed, security, and reliability are now more important than ever to daily operations.

Recognizing the importance of mobile infrastructure to the global economy, governments around the world have announced ambitious funding plans for blanket coverage of 5G networks. The German finance ministry, for instance, will directly invest 5 billion euros towards achieving a nationwide 5G infrastructure by 2025. 3 China, the global leader in 5G investment, is promoting commercialization efforts that will directly and indirectly drive 900 billion yuan (111 billion euros) worth of 5G investments by the end of 2020. 4

Short of universal roll-outs of 5G, manufacturers are increas-ingly investing in their internal network infrastructure in order to handle a sizeable increase in connectivity between employees, equipment, and analytical tools, and to ensure faster data transfer and rapid response times between intelligent factory equipment and cloud-based MES.

3 bundesfinanzministerium.de/konjunkturpaket-zukunftsinvestitionen

4 chinadaily.com/china-leads-peers-in-5G-investments

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 6

A head start in future production Quickly adapting to changing conditions

For the greater part of the last decade, industry experts have emphasized the need for production companies to implement efficient and intelligent automation solutions sooner rather than later. Instead of a one-dimensional focus on cost-efficiency, they argued, companies must prioritize building out production facilities that can quickly adapt to changing conditions, whether driven by market trends, the competition, or the evolving pace of technology.

The COVID-19 pandemic, a disruption of epic proportions, has proven this thesis to be true. Production companies who had already invested heavily into operational and information technologies prior to the onslaught of the virus have a number of versatile solutions at their fingertips to help them navigate a volatile economic landscape.

As a whole, industry is faced with significant cashflow constraints that have slowed investment into the latest Industrie 4.0 technologies.

But well-prepared companies are reaping the benefits of their foresight, as the next-generation solutions they had already implemented come of age in the COVID-19 era.

These are the technologies that are empowering future-oriented companies to weather the storm, and that will leave the most lasting imprint on the post-pandemic production landscape.

Autonomous and collaborative robots

Robots are among the most flexible and reproducible pieces of equipment on factory floors. With a quick reprogramming or the introduction of an additional model, industrial robots can be put to work handling new volumes, new tasks, and even completely new products as the moment demands. And being immune to the health and safety issues that now define workplace management, a sophisticated network of industrial robots can serve as a pandemic-proof workforce.

Especially in large facilities, such as storage warehouses, automated guided vehicles are pivotal in minimizing human movement and contact.

On production lines where a single picking or packing robot is in use, speed and accuracy can drastically improve with the introduction of an additional robot, helping to compensate for lost manpower at other stages of production.

On shop floors where a smaller workforce assumes responsibility for a wider variety of tasks, cobots can help their human partner work more quickly and accurately, even under conditions of elevated performance pressure.

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 7

With the arrival of the coronavirus pandemic, a German company producing medical-grade plastic microplates and pipette tips used in blood sample analysis saw a sharp rise in demand. In order to provide European medical labs with the supplies they needed, the company had to expand its capacity with seven new production lines. Such a transformation would normally require 30 weeks, but was possible in just three, thanks in part to the industrial robots the facilities had been using for years. 5

For several years prior to the pandemic, industrial robots were at work in these facilities transferring finished parts from the injection molding machine to the quality testing equipment and then finally to the assembly line. Production lines involving industrial robots are highly reproducible, as output can be multiplied at a rapid pace with the use of existing robot configurations. In the case of this medical supplies manufacturer, seven new production lines could be rapidly deployed without the need to hire and train new staff to man seven additional systems.

Additive manufacturing

In a testament to the agility of additive manufacturing, the COVID-19 pandemic transformed a number of research institutions with 3D printers into contract manufacturers for medical equipment overnight.

Industrial robots were quickly converted to 3D-print head brackets for protective face shields, creating a finished product in as little as five minutes.

The robot-based 3D printing solution enables maximum flexibility.

5 kuka.com/production-of-laboratory-products-with-robots

To be sure, contract manufacturers in the 3D printing space also saw a sharp increase in demand for their services. In the spring of 2020, an additive manufacturing company in Northern Italy was able to dedicate a significant portion of their production line to 3D printing of plastic head brackets for protective face shields. Using industrial robots to quickly and precisely guide the printer, this company was able to produce as many as 1,000 face shields each day for donation to local hospitals and medical institutions. 6

Within industry, some companies impacted by supply chain disruptions were able to deploy additive manufacturing as a solution to manufacture their own spare parts, thereby elim- inating third parties and reducing production standstills. Though additive manufacturing has historically been too expensive on a per-unit basis to achieve mainstream applica-tion in industry, the urgency of a massive public health crisis coupled with the value of bringing crucial elements of the supply chain in-house has led to strides in the adoption of 3D printing. As the technology has gained more momentum, it can be expected that increased use will lead to innovations that can help drive down costs.

6 kuka.com/kuka-robots-print-protective-equipment

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 8

Planning 4.0

Traditional forecasting algorithms are based largely on internal datasets that assume an unchanging relationship between variables, such as previous demand, and outcomes, such as future demand. An external disruption on the scale of a global pandemic renders such algorithms futile, leaving companies in the dark as to how to best plan for the future.

Companies who had invested in sophisticated planning tech-nologies that leverage AI and advanced machine learning were able to more quickly adapt their operations across the entire value chain in response to the pandemic. AI-enabled predictive software can help determine the relative risk of different scenarios such as: Which plant locations should scale production, and for which products?

After using AI for forecasting, next-generation planning technologies can also be used to realign production plants in service of new goals. A virtual replica of a plant’s production assets, digital twin technology enables manufacturers to run highly-detailed simulations of potential new production models. By mapping the outcomes of possible configurations, digital twins can help companies make informed decisions about effective countermeasures and resource reallocation.

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 9

Strategic approaches to the “New Normal” Mastering the challenges to achieve future success

In industry, the historical emphasis on cost-efficiency, continual growth, and maximum output have done little to prepare companies for the ramifications of a global public health crisis and a debilitated world economy.

COVID-19 is shining a harsh spotlight into the corners of society that have been too long neglected. As companies, governments, and the public begin to recognize the importance of more agile and resilient approaches to life, work, and industry, a unified but still vague vision of the “New Normal” is emerging.

Industrie 4.0 technologies will be invaluable tools in rehabili-tating and restructuring the economy in a post-COVID world. Here are the challenges that manufacturers must contend with to attain future success.

Reshoring production

For many decades in industry, price often won out when weighed against risk. But as the coronavirus pandemic brought the global supply chain to its knees, the dangers inherent in excessively outsourcing labor and importing materials as a means of cost-cutting has in many cases proved catastrophic.

Generally speaking, developed nations have the infrastructure and components to support a supply chain that is mostly, and in some cases even entirely, domestic. But until now, the cost incentives of bringing supply chains closer to the end consumer were simply not present.

Especially in the case of critical supplies, such as equipment parts and raw materials, and essential industries, such as in the food and medical sectors, the need to have a tight control over one’s own supply chain is now paramount. An August 2020 survey by KPMG revealed that two out of three interna-tional businesses have rethought their approach to their own supply chain in the wake of the pandemic. 7

Moving forward, reshoring production will be an essential part of government-subsidized economic recovery plans. In order to counter the higher cost of domestic personnel, manufacturers will increasingly rely on advanced automation and robotics that can alleviate employees of manual, unskilled tasks.

Flexible production models

Some of the global industries experiencing the greatest volatility are those built on a model of low-cost, high-volume production of a single product with the expectation of infinite growth. Unable to simply shut down production in response

to evaporating demand, oil companies were forced to pay to dispose of excess barrels, and livestock farmers culled millions of animals. Inflexible, highly-mechanized production models such as these are losing ground to modular manufacturing practices that can scale up, scale back, or pivot as the moment demands.

During the peak of global infections, WHO estimated that global production of personal protection equipment would need to increase by 40% to meet rising demands. 8 Select manufacturing companies were able to quickly reallocate production resources to address these urgent needs.

For example, medical supply companies with advanced automation systems could rapidly scale validated processes for the production of PPE, testing kits, and other essential medical supplies without compromising on quality. Even manufacturers outside of the medical sector helped with the effort: some of the biggest names in auto manufacturing were able to take advantage of the flexibility of their robotic assembly lines, quickly reprogramming them to make ventilators.

Certainly, not every manufacturing company could realistically shift to making medical supplies during the crisis. But facilities with production lines composed largely of advanced automa-tion systems could effectively slow their processes in response to the pandemic. By scaling production down to a sustainable pace that precisely matches current demand, these companies can wait out the economic crisis without incurring a tremen-dous loss of resources, and quickly scale up again once the market is ready.

7 handelsblatt.com/konzernchefs-wollen-bei-den-bueroflaechen-sparen

8 who.int/increase-of-production-of-personal-protection

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 10

Crisis preparedness

The international community is coming to accept that the coronavirus pandemic is unlikely to be the last global crisis in our lifetimes, and that the next global pandemic could be even worse than COVID-19. “We know that it’s a probability, not a possibility,” Dr. Simon Reid of the University of Queensland told the Australian Broadcasting Network in June 2020. 9

As scientists around the world echo this sentiment, govern-ments, institutions, and industry are compelled to leverage the lessons learned from the global response to the pandemic to better prepare for the next great disruption.

In the coming months, government and industry leaders worldwide will increasingly collaborate on the development of unified plans to mobilize industry, replenish stockpiles of essential supplies, improve the capacity to rapidly manu-facture and deploy vaccines, and secure supply chains in the event of a future crisis.

Companies who have the technology and documentation necessary to prove their effectiveness in disaster response situations will be better positioned to win lucrative govern-ment contracts and secure their business despite a volatile economic landscape.

9 abc.net/the-next-pandemic-is-around-the-corner

Technologies and strategies that saw universal acceleration

due to pandemic

Technologies and strategies that address immediate crisis

while also building future production infrastructure

COVID-19 response measures can lead to long-term strengthening of future production infrastructure

Examples

Model based on “Investing in and building longer-term health emergency preparedness during the COVID-19 pandemic.” World Health Organization (6 July 2020).

Immediate response

to COVID-19

Investment in readiness for continuation of COVID-19 crisis

and similar events

Investment in readiness for other imminent disruptors

Future production infrastructure that can predict, prevent and respond to imminent disruptors

• Supplying employees with PPE• Staggered shifts• Telework

• Software equipment upgrades to streamline automation• Creation of COVID-19 response taskforce within company• Implementation of IIoT and remote maintenance solutions

• Expanding number of industrial robots in facilities• Strengthening 3D manufacturing capabilities• Retraining workforce on Industrie 4.0 technologies

• Utilization of big data for Planning 4.0• Supply chain security initiatives

People

Adaptation

Technology

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 11

People, technology, adaptation Three key factors in mastering the transformation

COVID-19 is irrevocably changing the way that goods are made, purchased, and delivered. But these changes have less to do with the goods themselves than with the people, technologies, and adaptive practices behind them. How have production companies handled these key factors during the coronavirus crisis, and how will this impact their chances of future success?

The intelligent linking of the key factors ‘people’, ‘technology’ and ‘adaptation’ is paving the way for the future production landscape.

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 12

Key factor 1: People

As a result of the pandemic, renewed attention is being paid to the delicate balance between workplace health and safety, consumer needs, and professional growth. People are ulti- mately a company’s most valuable resource – be they employ-ees or customers – and production processes that favor one at the expense of the other cannot be sustained under crisis conditions.

A global crisis calls for resolute decision making and clear communication, both of which are facilitated through Industrie 4.0 technologies. Companies who can leverage data to make informed decisions in real-time, implement effective measures to keep employees safe, and continuously tap into the ingenuity of their workforce despite social distancing are best prepared to achieve continued success.

The technologies that have enabled the global manufacturing workforce to keep a safe distance and remain productive during the pandemic will define the professional skillset of tomorrow. Intelligent machines will continue to relieve employ- ees of tedious and dangerous tasks, giving human workers more space to develop higher-level skills such as machine pro- gramming, maintenance, data analytics, and process develop-ment. In the midst of the pandemic, reduced working hours have provided a unique opportunity for companies to subsi- dize the continued professional development of their work- force. As universities and technical schools have shifted to digital teaching methods, employees have been able to take advantage of short-time work to pursue further training in digital processes and Industrie 4.0 technologies from their homes.

The COVID-19 pandemic can be described as a global struggle to save lives and livelihoods. Some of the most promising stories about manufacturing during this period have been about companies who, amidst widespread unemployment and medical supply shortages, saved jobs and human life by retooling their production lines to make PPE. Such a commit- ment to human needs, both in times of calm and crisis, constitutes a key factor for success in a post-COVID economy.

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 13

Key factor 2: Technology

Technology is the fundamental baseline of production com- panies, especially in times of economic crisis. As we have seen, companies who had continually invested in the expansion of their Industrie 4.0 infrastructure before the crisis were in a more advantageous position upon its arrival.

But Industrie 4.0 technologies are also finding proof of concept beyond manufacturing. The COVID-19 pandemic has also given rise to alternative applications of these technologies in medical and public sectors.

Large-scale contact-tracing programs have relied heavily on IoT, asking citizens to register via mobile device at checkpoints as they move about public spaces.

In some hospitals and other heavily-trafficked indoor spaces, AI-equipped disinfecting robots move autonomously through the building, addressing the increased need for vigorous hygiene without endangering more sanitation workers.

Several large employers have implemented biosensors to monitor the temperature of employees returning to the office. 3D sensor technology has also been used for physical distancing management, to monitor the flow of people in public places, and ensure compliance with mask regulations.

The pandemic has presented a unique opportunity for public health and safety institutions to experiment with Industrie 4.0 technologies outside the bounds of manufacturing. Though it remains to be seen to what degree these innovative appli- cations will stick once the pandemic has subsided, the insights won from these experiments are sure to further improve the technologies themselves and deliver cost-saving innovations for the manufacturing sector.

Key factor 3: Adaptation

Everyone has had to adapt to the conditions of life in a pandemic to some degree. But adapting to strict hygiene measures and a remote workforce, solutions that merely maintain some semblance of the status quo, is not enough to ensure that an industrial company will survive the greatest economic disruption of this century.

The most resilient companies are those who have continually nurtured a culture of innovation, preparing them to react swiftly and without resistance to meet the demands of the moment. Adaptive companies proactively seek out feedback, such as consulting expertise, to identify and tap into the potential of their existing systems. They are open to the ways that new technology and people with unique skillsets can build a solid foundation for future growth. In times of crisis, they will readily toss the status quo over board and pivot people, processes, and products to keep the ship afloat.

And as the dust settles over a post-coronavirus economy, it will be the most adaptive companies who will have a lasting impact on the next generation of industry.

People

Adaptation

Technology

People

Adaptation

Technology

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 14

New formulas for successUsing the DNA of future production environments

The combination of the three key factors ‘people’, ‘technology’ and ‘adaptation’ forms the basis of future production environ-ments. Together, they provide the formula for success that can empower companies to design sustainable production worlds. Only by using all three factors in a targeted manner is it possible to set up a secure, flexible infrastructure that will be able to meet the requirements of the future in terms of dynamic performance and flexibility.

When selecting an automation solution supplier, it is essential to find the right combination of the three key factors for your own production. The important thing here is to make use of this combination of factors and not to consider each of the three key factors in isolation.

Ultimately, setting the course for tomorrow’s world of production is like a definitive equation: if just one of the three key factors is missing, companies will no longer be able to reap the sum total of the future-proof benefits. Success results primarily from the threefold combination of ‘people’, ‘technology’ and ‘adaptation’. Companies should therefore take early advantage of this trio – because every decision taken determines the freedom of companies to shape the future.

Future production fast forward�how COVID-19 is accelerating the need for next-generation production technologies 15

Checklist Cover these seven bases to crisis-proof your production

How can we use the lessons learned from 2020 in order to prepare for the next great economic disruptor? Here are seven bases to cover in order to crisis-proof your production facilities.

1. Is your supply chain secure?

Assess the risks present in your supply chain. Consider scenarios ranging from closed borders to natural disasters. Which commodities or components are the most essential for continued operation? Are your supply chains diversified from a geographic perspective? Is it possible to bring key components of your supply chain in-house, or at least closer to home? » Key factor ‘adaptation’ 2. Can production scale up or down to respond to dramatic shifts in demand?

Calculate the productivity range of your current operations. How much more or less output can you feasibly produce without making drastic changes to production facilities and staff? Consider scenarios in which pro-ductivity would need to increase or decrease by as much as 50%. How could you reallocate resources in such a scenario, and on what sort of timeline? » Key factor ‘adaptation’ 3. Can you retask your facilities if necessary?

Assess the flexibility of your workforce and equipment. If it became necessary to temporarily pivot to a new product, which existing processes could remain unchanged, which would need adapting, and which would require an overhaul? Use insights won from new product development trials to estimate time and resources. » Key factor ‘adaptation’ 4. Are you prepared to maintain distance between onsite staff?

What is the minimum number of staff that needs to be present to keep production afloat? How can the flow of people throughout the building be directed to minimize collisions? If current workspaces aren’t adequately spaced, consider if it is reasonable for a single worker to perform the tasks of multiple colleagues at a slower pace or in shorter shifts. » Key factor ‘people’ 5. Does your company have a crisis communication plan in place?

While it may not be possible to make concrete plans for every sort of disruption, a well-managed crisis commu-nication plan can help a company convey critical information, present a unified message, and mobilize in an organized manner. The plan should include key decision makers as well as detailed guidelines as to when, how, and with whom to share information. » Key factor ‘people’ 6. Is your production environment prepared for heightened hygienic protocols?

Which areas in your facilities pose the greatest risk for contagion? Consider that elevated hygiene often requires additional labor. Especially for manufacturers in the food and medical sectors, ensure that you have enough supplies to facilitate more frequent disposal of protective gear such as gloves and masks. » Key factor ‘people’ 7. Is your IT infrastructure robust enough to handle increased remote access?

Is your workforce prepared to go remote on a moment’s notice? And can your servers handle the traffic? Ensure that your team has the tools it needs to securely access files, hold meetings, and run critical processes from their homes. Speed, capacity, and security are paramount. » Key factor ‘technology’

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Details provided about the properties and usability of the products are purely for information purposes and do not constitute a guarantee of these characteristics. The extent of goods delivered is determined by the subject matter of the specific contract. No liability accepted for errors or omissions. Subject to technical alterations. © 2020 KUKA

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