The strategic concept with which we want to successfully shape the digital transformation is called digital@DÜRR. It encompasses several thrusts:
Our applications are guided by practical customer requirements, such as quality assurance in the painting process. They entail low customizing effort and ensure easy connectivity. Pilot projects in the automotive industry have demonstrated our applications’ ability to achieve rapid production optimization.
We develop intelligent, adaptive products fitted with sensors and connectors to collect data and to provide it for smart applications. This data also forms the basis for digital services.
We offer a broad range of software for digitalization – from MES solutions to smart analytics and smart maintenance applications with artificial intelligence. One important innovation project is our manufacturing operations management (MOM). This integrated software system coordinates and optimizes factory processes. It marks the next step for our manufacturing execution systems, which have been installed in over 500 factories worldwide. The MOM is to be completed in full in 2022, with individual functions already in use.
We are specifically recruiting software experts and encouraging employees to acquire digital skills. We are also expanding our range of digital products and services through acquisitions.
We develop the business models required to market our applications, such as subscription models for software purchases or pay-per-use models page 250. To sell applications, we rely on digital market places such as tapio for the woodworking industry.
We are also driving digital transformation inside the Dürr Group. Examples include the use of digital tools in order processing as well as our digital factories, which bundle the subgroups’ software development
activities. The digital factories work together to leverage synergistic effects and to offer new digital products more swiftly. Agile working methods and short decision paths serve the same purpose. We are also intensifying the use of tools for virtual internal collaboration.
In view of the complexity of the digital transformation, we rely on partnerships. One example is the ADAMOS network consisting of Software AG, PwC and more than 20 mechanical engineering companies. ADAMOS allows the partners to reduce their resource requirements by harnessing synergistic benefits and sharing development results and experience.