20世紀(jì)初福特公司一臺(tái)電機(jī)出現(xiàn)故障，很多工程師都修不好，于是聘請(qǐng)德國專家斯坦門茨來維修。斯坦門茨在電機(jī)旁邊觀察邊敲打，然后用粉筆在電機(jī)外殼畫了一條線：“打開電機(jī)，在記號(hào)處把里面的線圈減少16圈。”福特工程師半信半疑地將線圈減少，結(jié)果電機(jī)真的好了。
Ford, a motor failure in the early 20th century, many engineers are bad, then hired German experts stern door to repair.Stern door, at the edge of the motor to beat, and then drew a line on the motor shell with chalk: "open the motor, reduce the coil in the 16 at mark."Ford engineers with a grain of salt to reduce coil, the motor is really good.
這次電機(jī)維修斯坦門茨收取了1萬美元酬金，他還特地列了一張費(fèi)用說明：“用粉筆畫一條線1美元，知道在哪里畫這條線9999美元。”
當(dāng)時(shí)，這個(gè)故事被貼上“知識(shí)就是財(cái)富”的標(biāo)簽，其實(shí)放在今天的工業(yè)企業(yè)場景中，這是一個(gè)“專家經(jīng)驗(yàn)發(fā)揮價(jià)值”的典型。
Ford, a motor failure in the early 20th century, many engineers are bad, then hired German experts stern door to repair.Stern door, at the edge of the motor to beat, and then drew a line on the motor shell with chalk: "open the motor, reduce the coil in the 16 at mark."Ford engineers with a grain of salt to reduce coil, the motor is really good.
經(jīng)驗(yàn)主義與數(shù)據(jù)價(jià)值的博弈
在工業(yè)經(jīng)濟(jì)時(shí)代，經(jīng)驗(yàn)主義一度發(fā)揮著不可替代的價(jià)值。
不夸張地說，當(dāng)代制造業(yè)基本都走過一段經(jīng)驗(yàn)主義道路，靠習(xí)慣和工作經(jīng)驗(yàn)來管理企業(yè)，靠老師傅在一線車間的經(jīng)驗(yàn)傳幫帶徒弟。
直到ERP的誕生，將企業(yè)的管理思想逐漸固化和規(guī)范下來，用ERP改造管理經(jīng)驗(yàn)主義；到MES的應(yīng)用，將企業(yè)生產(chǎn)制造的流程固化和規(guī)范下來，用MES改造生產(chǎn)制造經(jīng)驗(yàn)主義。
Ford, a motor failure in the early 20th century, many engineers are bad, then hired German experts stern door to repair.Stern door, at the edge of the motor to beat, and then drew a line on the motor shell with chalk: "open the motor, reduce the coil in the 16 at mark."Ford engineers with a grain of salt to reduce coil, the motor is really good.
但不得不說，工業(yè)經(jīng)濟(jì)時(shí)代企業(yè)內(nèi)外部環(huán)境相對(duì)穩(wěn)定，挖出多少鐵礦石就一定能生產(chǎn)出多少鐵或鋼材，相對(duì)簡單的干擾條件，經(jīng)驗(yàn)主義幾乎可以準(zhǔn)確地預(yù)測(cè)和分析結(jié)果。而現(xiàn)在，市場的瞬息萬變、技術(shù)的飛速發(fā)展、工業(yè)設(shè)備的升級(jí)換代，專家的經(jīng)驗(yàn)主義是否還能上演“斯坦門茨”般的神奇？
Ford, a motor failure in the early 20th century, many engineers are bad, then hired German experts stern door to repair.Stern door, at the edge of the motor to beat, and then drew a line on the motor shell with chalk: "open the motor, reduce the coil in the 16 at mark."Ford engineers with a grain of salt to reduce coil, the motor is really good.
也許并不能。
現(xiàn)今的制造企業(yè)，是一個(gè)由數(shù)據(jù)充斥的商業(yè)綜合體，其數(shù)據(jù)有很多種。簡單列舉就包括數(shù)據(jù)采集、數(shù)據(jù)存儲(chǔ)與備份、數(shù)據(jù)安全、數(shù)據(jù)建模與可視化、數(shù)據(jù)分析與預(yù)測(cè)等過程數(shù)據(jù)；涉及的數(shù)據(jù)類型包括靜態(tài)數(shù)據(jù)和動(dòng)態(tài)數(shù)據(jù)，也可以分為實(shí)時(shí)數(shù)據(jù)和非實(shí)時(shí)數(shù)據(jù)，還可以分為結(jié)構(gòu)化數(shù)據(jù)、半結(jié)構(gòu)化數(shù)據(jù)和非結(jié)構(gòu)化數(shù)據(jù)，來源包括企業(yè)的信息系統(tǒng)、設(shè)備、傳感器、供應(yīng)鏈以及社交網(wǎng)絡(luò)。
Ford, a motor failure in the early 20th century, many engineers are bad, then hired German experts stern door to repair.Stern door, at the edge of the motor to beat, and then drew a line on the motor shell with chalk: "open the motor, reduce the coil in the 16 at mark."Ford engineers with a grain of salt to reduce coil, the motor is really good.
如何從這些種類繁多的數(shù)據(jù)中挖掘價(jià)值？如何讓企業(yè)從依靠經(jīng)驗(yàn)主義過度到數(shù)據(jù)價(jià)值洞察階段？這既是一個(gè)相互博弈的過程，也是一個(gè)不斷探索和實(shí)踐的過程。
制造業(yè)與互聯(lián)網(wǎng)的鴻溝
在經(jīng)驗(yàn)主義和數(shù)據(jù)價(jià)值博弈此消彼長的過程中，互聯(lián)網(wǎng)技術(shù)發(fā)揮著巨大的使能作用。但客觀來講，制造業(yè)和互聯(lián)網(wǎng)之間的鴻溝比大家想象得要大。
筆者曾經(jīng)參觀過很多制造企業(yè)，不管是總裝線上舞動(dòng)著機(jī)器人手臂的汽車主機(jī)廠，或是焊接車間電光火石般的重型裝備企業(yè)，抑或是需要更換防塵防靜電服才能進(jìn)入的電子企業(yè)，還是正在流水線上發(fā)酵或裝罐的釀酒企業(yè)，大多數(shù)伴隨著轟鳴的機(jī)器聲、或多或少嗆鼻的味道。
當(dāng)這些企業(yè)將某一單點(diǎn)應(yīng)用作為樣板呈現(xiàn)在同行企業(yè)面前時(shí)，支撐其業(yè)務(wù)運(yùn)行的工藝流程、IT系統(tǒng)或是生產(chǎn)線往往被聲聲稱道，因?yàn)檫€有更多企業(yè)沒有達(dá)到這樣的水平。
Ford, a motor failure in the early 20th century, many engineers are bad, then hired German experts stern door to repair.Stern door, at the edge of the motor to beat, and then drew a line on the motor shell with chalk: "open the motor, reduce the coil in the 16 at mark."Ford engineers with a grain of salt to reduce coil, the motor is really good.
但如果做個(gè)橫向?qū)Ρ鹊脑挘S便一個(gè)IT公司的實(shí)驗(yàn)室、或是互聯(lián)網(wǎng)企業(yè)的創(chuàng)新中心，都比以重資產(chǎn)著稱的制造企業(yè)車間高大上得多，其信息化應(yīng)用也要成熟得多。
所以，當(dāng)云計(jì)算、大數(shù)據(jù)、人工智能這些概念鋪天蓋地襲來的時(shí)候，仍然需要對(duì)中國制造業(yè)的發(fā)展現(xiàn)狀保持著理性認(rèn)識(shí)：因?yàn)檫€有很多企業(yè)MRP都跑不起來，還有很多企業(yè)連物料和圖紙以及其他技術(shù)資料的關(guān)聯(lián)性都做不好，還有很多企業(yè)必須依靠手工變更BOM信息。
事實(shí)是，制造業(yè)與互聯(lián)網(wǎng)的融合并沒有想象簡單，制造業(yè)長期固化和累積的習(xí)慣、經(jīng)驗(yàn)、模式，在互聯(lián)網(wǎng)強(qiáng)調(diào)靈活和快速迭代的特性面前，存在著不只是技術(shù)就可以逾越的鴻溝。
Ford, a motor failure in the early 20th century, many engineers are bad, then hired German experts stern door to repair.Stern door, at the edge of the motor to beat, and then drew a line on the motor shell with chalk: "open the motor, reduce the coil in the 16 at mark."Ford engineers with a grain of salt to reduce coil, the motor is really good.
國務(wù)院印發(fā)《關(guān)于深化“互聯(lián)網(wǎng)+先進(jìn)制造業(yè)”發(fā)展工業(yè)互聯(lián)網(wǎng)的指導(dǎo)意見》
這也是中國政府大力推動(dòng)“中國制造2025”戰(zhàn)略、2016年出臺(tái)《關(guān)于深化制造業(yè)與互聯(lián)網(wǎng)融合發(fā)展的指導(dǎo)意見》、2017年簽署發(fā)布《關(guān)于深化“互聯(lián)網(wǎng)+先進(jìn)制造業(yè)”發(fā)展工業(yè)互聯(lián)網(wǎng)的指導(dǎo)意見》的原因。
鴻溝雖在，跨越在即。
【此文章原創(chuàng)來自于158機(jī)床網(wǎng)轉(zhuǎn)載請(qǐng)注明出處】
