Folding of space-time

From the perspective of human epistemology, time and space are rivals fighting each other.

What time is best at is cosmetic surgery. Years is a pig killing knife. It is the most vivid and touching metaphor. But it's better at hiding space. History has only one dimension on the time axis: sequence. Whether it is surging figures or galloping mountains and rivers, they are compressed to a time axis in the retrospect of history for the memory of future generations. In the face of the future, we can't take half a step in advance. Every half step, it melts behind you. It can be said that from the thread of time, space seems to exist only for a moment: the past has only been compressed, but the future has never been expanded, and space is almost folded by time.

Space is the aggregate of all prejudices. It can produce great cognitive differences. The same building, the same event, everyone sees and hears, often different. Space breaks time infinitely, and each space enjoys its own time axis. As Kurosawa's film "luoshengmen" reveals, the clues left by the same scene to different people are completely different. In every space, there is no trace of time: it has only results without passing. The process of time is folded into nothing by space.

The mutual folding of time and space often produces great deceptive effects, and the world seems to be hiding the truth. This phenomenon is very common in factories. Many factories are unable to reach the design capacity, give full play to best practices and find their own profits. The efficiency of the factory always seems to be half hidden.

Where are the agreed profits, quality and efficiency?

Do robots improve productivity?

Goldratt Goldratt, the founder of "constraint theory", put forward "the goal of manufacturing industry is to make money" in his famous work goal of enterprise management. The novel tells the story of a manufacturer how to win the profit turnaround when both profit and capacity objectives are in trouble and it is about to stop production and close down. The profound management concept contained therein has aroused the thinking of global factory managers.

The basic clue of this maverick novel starts with an inefficient star robot. The manufacturing plant was very busy, so the management took it for granted to introduce robots. However, the final result of using robots on the whole production line was unexpected. It is impossible to leave the most expensive robot idle. It must find enough things to do. So a lot of materials are used to feed the robot. Various stations have been cut to meet the requirements of automation. Finally, an irregular amount of line inventory is left in the upstream and downstream stations of the robot. In this way, a large amount of inventory is manufactured, and returns often occur, but the sales volume has not increased. As a result, increased investment in robots has failed to improve productivity at all. The expected efficient factory did not appear as expected.

There is no lack of technical saviors in distinctive robes in every era. At that time, robots were a big star on the expensive automation production line. Forty years later, the aftermath is still rippling. At present, around a large number of glittering manufacturing investments such as intelligent manufacturing and industrial Internet, similar failure cases are not uncommon. It seems that the actual performance of a factory is often quite different from the path planned by the leaders. Without deep insight, high-level and high investment automation may be the reason for the breeding of folding factories.

The difference between the two means that the efficiency of factories is often discounted. This is due to the existence of folding factory. Some capabilities are folded and the factory cannot reach its best state. When the star effect of the robot is amplified, other machines that were originally checks and balances are folded up and only play a part of their effectiveness. The efficiency of the machine is folded at the expense of the efficiency of the factory.

Figure 1 folding force

The same corresponds to personnel folding.

The basic principle of traditional factories: just want people to move. Let all personnel and equipment work continuously, and constantly try to urge the products to leave the factory. If there is nothing to do, the management department will "make" some work; If there is no job, transfer personnel; When there was still nothing to do, the factory began to lay off workers.

Godrat used three explicit indicators: effective output, inventory and operating expenses, which opened the mystery hidden by the factory. In the view of this management wizard, the traditional financial statements such as return on investment and cash flow are of no use to the factory. Many indicators on financial statements, like the pockets of magic robes, hide many secrets that leaders don't know. These secrets are folded.

A folded factory is a crouching giant. Efficiency, stolen.

Every company has half an invisible factory

The value of products begins to take shape in the manufacturing process. Its efficiency and economy are closely related to the on-site process design. The time of order delivery is not only related to the ability of the machine itself.

It can be imagined that the processing of a product requires machines ready, operators in place, materials, forklifts, tools, and assembly robots ready. If there is a time fixed picture, then these eight elements should be put into battle in a completely in place attitude.

However, this is precisely the least guaranteed. If each element has a 10% error (very likely), the error rate of the eight elements combined is more than 50%.

This leads people to think about machine time and need to turn their attention to places outside the machine. The process time between machines is worth paying attention to. As the handover point of an operation is composed of different processes, each process has rigid constraints. If we do not pay attention to the process time between the handover points, the machine efficiency of the whole factory will be greatly reduced.

For the workers on the production line, the company's value stream and cost calculation can not be directly identified. Real time updated records and calculations are not used in practice. The time and resources wasted by stopping and waiting are not valued. People will be covered by blindfold, and space will often fold time into insensibility. For these procedures that are not recognized in the enterprise, Miller and Vollmann, professors of the school of management of Boston University, named them "hidden factory", because these indirect processes actually hide a lot of productivity. In 1977, Feigenbaum, a quality master, estimated that the value of hidden factories may account for 15% ~ 40% of the company's total value stream.

Figure 2 force of folding factory

This means that no matter how the industry evolves, folding factories have a long history and always exist. It suppresses the efficiency of the factory in various forms.

Folding factory, like an invisible cloak, covers the truth of some things. But the symptoms are also obvious.

Excessive inventory is an intuitive resistance of folding factories to supply chain management. Over the years, lean production has painstakingly promoted the transformation from scheduled inventory to real-time inventory. However, because many enterprises do not determine the quantity of supply, they still use "safety inventory" to guide production, resulting in a large number of buffer inventory and semi-finished product inventory, exceeding the actual necessary quantity.

Of course, real-time inventory cannot respond to emergencies. Whether it is the current global panic chip market and the copper market with rising prices every day, or the inability of Renesas electronics to resume production under the 2011 northeast earthquake, which makes Toyota, the founder of lean, fall into an extremely passive production interruption situation, all seem to show the positive side of production inventory. However, this is not the norm after all. Reducing excessive inventory was one of the most interesting goals when process reengineering rose. Although process reengineering seems to be a failed wave, inventory level is often the most obvious indicator of factory folding. Two years ago, I went to Changzhou to visit a company that made exhibition shelves. It spent tens of millions of yuan to build a magnificent automated three-dimensional warehouse filled with all kinds of materials. Many of these materials are recycled only once every six months or even a year. It's really a money burning warehouse and a place where folding factories eat up profits.

People always like to do something well at once and then forget it. Forklifts, shelves and depreciation costs are all designed at one time, so they will no longer be dynamically updated. The factory began to slowly fold itself into an invisible factory.

Source of folding

There are many reasons for folding. The deafness and blindness of machines are the most common factors, as well as the lack of lean, defective products of suppliers, etc. They work together to build a folding factory, so that on-site personnel can't see, hear, think of and reach. The subjective world is bent.

Figure 3 folded elements

Obviously, the existence of folding factory has nothing to do with the moral level and initiative of employees. It often comes from the design of a factory system. A senior designer may not hear the voice of users clearly, or the manufacturing process is not fully included in the design considerations. When the unreasonable product structure is finalized, the design folding begins, and the manufacturing engineer who takes over will pay a huge price for the poor design. The waste in the middle is the most amazing. On the surface, everyone is innocent. Folding is a kind of systematic clamping. Each subsystem is trying, but then locks each other. Efficiency has embarked on a funnel-shaped step-by-step contraction.

For those companies who are indifferent to quality management, many hard efforts are the root of waste. The harder you work, the more wasteful tasks you perform, resulting in the production of substandard products and excessive inventory. If the energy used to make waste products is released, the folding factory will produce a huge reaction force and even collapse an enterprise.

Even many well-designed mechanisms will quietly appear cracks over time. The principle of Kanban invented by naiichi Ono is very simple, that is, when a container full of parts is empty, it needs to be refilled. However, containers and record cards are often two systems, with manual combination in the middle. This will increase the human link, and mistakes will take advantage of it. Folding began to appear. It will hide and expand itself to a slow degree, and people who are used to it will turn a blind eye.

Figure 4 how the factory is folded

In a factory, you can often find some "zombie instructions". The man who made the order has left, but the order has been gaining momentum. The English proverb story refers to a sheep whose memory seems to be excellent. A sheep jumps over a railing, and its offspring will jump over it every time. Later, the owner repaired it again and removed the fence. However, the offspring of sheep will still jump every time they pass here. This is not uncommon. There is a bus stop in front of Beijing Normal University called "iron lion grave". You can know what kind of place it used to be. Although people don't care, the traffic is busy, while the crows cling to the reason. The trees and telegraph poles on both sides are crowded with crows in the evening. A directive from their ancestors has not been left for a hundred years.

People, what's the difference? The dead hostess in butterfly dream is the hidden master, still wandering in the castle. Factories often implement established rules, and no one thinks about whether it is really needed. And these zombie commands will show off, so that machines, production lines and factories are constantly being folded.

Therefore, we will see the trap of improving quality and efficiency. Efficiency enhancement, due to isolated thinking, can easily be regarded as the efficacy of a single machine, but it is not seen from the perspective of balancing multiple machines. There is a heat treatment furnace in a factory. There is always endless work. Many parts of different batches need to be heat treated here. Some processes take up to 12 hours.

However, many heat treatment processes were not first designed by the engineering department, but caused by the sequelae of other workshop processes. A few years ago, in order to improve the efficiency of the pipe bending punching and shearing machine in the machining workshop, the cutting range of metal plates was artificially expanded. When each batch of parts passes through the machine, the cut edge is not 1mm, but 3mm. This improved process has greatly improved the efficiency of the punching and shearing machine tool, but the stress of the processed metal parts has deteriorated and become brittle. This makes the parts must go through the subsequent heat treatment process to improve their stress performance again.

With the transformation of production line and the change of products, the efficiency of punching and shearing machine tool is no longer the most important limiting factor. If the cutting edge is changed back to 1mm, the heat treatment process of these parts will no longer be required. In this way, the burden of the heat treatment furnace can be reduced by 20%.

This case is thought-provoking. The original innovation instructions for improvement may have been worthless after the past few years. However, few people will challenge an established process, which makes these valuable technical transformation measures become a meaningless zombie instruction.

Why Japan's lean factories repeatedly emphasize "continuous improvement" is to find possible loopholes. Otherwise, a large number of zombie instructions will continue to be powerful due to no one to re-examine, affecting other processes. The folding demon will secretly rule the efficiency of a workshop in an unknown way.

Even an energetic mechanical clock needs to be wound up again after a period of time. The factory will continue to slide to fold, which means that there has never been an overnight improvement.

Those who are good at saving money for the company inadvertently fold the efforts of colleagues in other departments into nothing. On Monday, the production department worked overtime. As a result, by Friday, it was found that the products were still piled up in the delivery department. This is because in order to reduce costs, the logistics department signs a contract with the transportation company to transport goods once a week.

This means the existence of folded tissues, which are like closed accordions. They seem to be in close contact, but there is no rhythm. The most common phenomenon is the fault between the upper and lower levels and the disconnection between the left and right: the transmission of instructions from the upper and lower levels will be wrong, and the actions between departments will be separated. In many cases, instructions and reports are transmitted by password, paper and report. Many enterprises use Excel as the interface of various information systems for various warehousing documents, outbound documents, quality records, tool loss, etc., which are recorded and transmitted on paper. Enterprises, like "paper mills", are full of documents. When paper is transferred between various departments or processes, the chances of errors and misunderstandings are greatly increased, folding will go its way, and the factory will lose efficiency.

Figure 5 organization level is information fault

(source: Otto, Germany)

When paper is used as the transmission carrier of data, reports and instructions, it will leave folding marks that are difficult to remove. Paperless, in fact, is to declare war on folding organizations. People often like to look around for new technologies and production systems. In fact, the most worthy efficiency barrier is close at hand.

How to open and fold a hundred years ago

In Chandler's visible hand: the management revolution of American enterprises, he mentioned how American tobacco companies control a huge factory system and global sales network. In 1898, the American tobacco company included almost all cigarettes in the United States, with an annual output of 4 billion cigarettes. It is the headquarters at 111 Fifth Avenue in New York that controls the whole process from the factory to the wholesaler and then to the retailer.

This is a busy factory system. It's like a folding factory. Six manufacturing plants, huge distributors, busy trains, trucks and ships. If you are not careful, various folding factors will be superimposed on each other to form an inefficient factory. This is unacceptable to smokers who smoke every day and to the American tobacco company, which has made a fortune.

American tobacco has found a way to open and fold.

Orders received by all branch offices across the country were telegraphed to New York. The dispatch manager in New York, just like office workers grabbing the bus, quickly decided which factory to process these orders. The rule is also very simple. Orders are generally handed over to the factory nearest to the customer. This has both logistics considerations and production mode constraints. Because before the advent of cellophane packaging, the cigarettes produced by cigarette machines will soon dry and have a bitter taste. Fast delivery is a hard constraint. However, small batch and multiple varieties are not the only manufacturing problems at present, which will occur in every era. Even more than 100 years ago, American tobacco companies had orders for small quantities and many products, which were solved uniformly by using the central warehouse in New York as a buffer pool.

The New York headquarters uses the daily reports sent by factories and warehouses everywhere to cross compare with the financial daily report of "sales of each brand and each town" hung on the wall of the headquarters. The result of the decision is to command hundreds of millions of cigarettes from the factory workshop to the mouths of smokers all over the world.

According to Chandler, American tobacco company created the era of mass production and commodity circulation of bagged products, and pioneered the operation system of global sales network. Globally, the information flow in days has outperformed the world. It shows the possibility of opening and folding factories in the way of information controlling logistics.

Until now, the production mode shown in this story a century ago is not outdated. In fact, its vitality is still strong, and many factories still control production in this way.

As China's largest toy manufacturer, McDonald's has dozens of factories to take charge of its various toys. The trend is changing rapidly, and more and more toys are on the shelves. Its solution is telephone scheduling. Ask about the capabilities of different subcontractors, then evaluate the time when the toys are on the market, and finally specify which factory will produce them. This 21st century scene is like a tribute to the busy dispatcher on Fifth Avenue of American tobacco company. The times are in a trance and history repeats itself.

However, the era is finally over. This time, over a hundred years. The information flow based on machine interconnection is rewriting this scene. At present, the machines of dozens of contract toy manufacturers of McDonald's are connected to the industrial Internet by a collaborative manufacturing software. Its idle machine and load capacity are clearly displayed in front of the manager of McDonald's gift department. Splitting orders, allocating production capacity and geographical division and distribution are all things that can be completed with the click of a mouse. This collaborative manufacturing cloud deployment mode opens the capacity of folding factories.

Global procurement, how to release folded profits

Emerson, a diversified company of process automation and environmental optimization, is an evergreen tree in the U.S. stock market and is very good at controlling costs. As an enterprise with more than 40% of the total cost directly related to materials, they have long found that the product prices of material suppliers and manufacturers will have a game like "cat and mouse" chasing each other. The increase of suppliers' material prices often exceeds the increase of product prices - this is a very hidden profit erosion. This phenomenon is not easy to be found, and the profits are folded in the complex and diversified supplier list. Emerson had a position of "profit czar", so it soon tracked the folding of profits. In the 1990s, a concept of "cost expansion coefficient" was invented, which is to recapture the profits belonging to the enterprise from the invisible factory. More than 60 subsidiaries purchase from more than 200 regions. All kinds of products include nuclear grade stainless steel, explosion-proof cast iron, etc., but these products have no common part number and common supplier. Emerson has established a company wide material information database min to comprehensively collect all kinds of material information. The global material data center finally landed in the Philippines, with high intelligence analysis ability and information search engineers, searching the databases and drawings of subsidiaries and mining material descriptive fields. Finally, it covers 250 regional subsidiaries in 27 countries, involving 1.1 million independent part numbers of 33000 suppliers.

Intricate supplier information is put together. With the care of the Intelligence Division, chemical reactions begin to appear. Many hidden information has been mined. Emerson even invited a professional material prediction company to compare and analyze the cost expansion coefficient of materials in the past five years. The shocking truth emerged. Therefore, Emerson headquarters withdrew the independent procurement rights of its subsidiaries. Although this approach has been widely questioned, it is one of the key factors for Emerson to become an excellent cost killer. The superimposed waste of material cost is a high-level loss, which can only be perceived by wise managers. Once it takes action, the folded profits are returned to the factory's book through the global collective procurement supported by the basic database.

Now, people have more digital technology means to penetrate the mountains of information and find the profits sacrificed because of the concealment of material costs. And you can do more than that. How to calculate logistics cost for global enterprises. Factory optimization software can allocate resources in global competition and further open and fold.

Open different folds

For the manufacturing workshop, the design intent can be easily folded. For front-end designers, the on-site creativity of back-end manufacturing engineers is also folded. "I live at the head of the Yangtze River and you live at the end of the Yangtze River. See the head but not the end, and drink the water of the Yangtze River.".

Only design and manufacture, sitting on a bench in the same room, can we crack the folding of design. FESTO, a German manufacturer of pneumatic components, surprises people with the charm of industrial products with its exquisite bionic robot. The automation company is also an important internship base for German universities. It has created a learning factory, which is reserved for the internship Laboratory of college students, next to the workshop. More importantly, the designers here manufacture their own products with manufacturing engineers on site. The second floor of Tesla electric vehicle is the designer's studio, equipped with a variety of high-precision and expensive equipment. The products made by the designer are first tested on the second floor, and then applied in batches downstairs. The design fold is opened. The impact of Tesla products, like apple, lies in the designers who can fly high and leave marks on the ground.

Similarly, the waiting time between machines is often a useful golden key. This is a clue. Open the folding process and you will see the gold mine between the processes.

An electric vehicle gearbox factory often needs 45 million yuan or even tens of millions of yuan to buy a gear machine tool. When expensive machine tools enter the plant, they also form a symphony on the production line with various tools, materials, auxiliary equipment and robots of different values. However, the consumption, cost and value of a process from feeding to processing. This is a confused account. Few users can segment cost segments so finely. Cost calculation is often roughly allocated to depreciation, ex factory price, feed price and other indicators.

If the folding factory exists, there is a malicious spirit, which can be called the folding Demon (think of the Maxwell Demon constructed by physicist Maxwell to explore the problem of perpetual motion machine). This kind of muddle headed account is exactly the favorite management style of the folding demon.

Fig. 6 Maxwell Demon controlling single molecule passing through valve

Qinchuan machine tool factory, a gear machine supplier in Western China, has found a "cost accounting method between processes". For a machine tool, not only the processing cost, but also the cost between processes should be calculated. The time cost of the goods chain forms a chain with the time cost of the machine. "Inter operation cost accounting method" is a set of algorithms involving 15 to 27 items, including material consumption such as cutting tools, equipment depreciation, energy consumption, personnel expenditure, equipment maintenance and repair, etc. As an equipment manufacturer, we need to answer these questions to users. The simple machine for sale is the default of the nonsense of the folding demon. Qinchuan machine tool factory has finally formed such an accounting system through five or six years of exploration. Several tables list the comparative data of more than 20 projects, so that users can see the input and output at a glance. A really excellent machine manufacturer can "calculate money for users". This seems to be the ability of "costing", but fundamentally it is the ability to know the process. Together, the folding process will release great value.

Another less easy insight is the existence of "dark data". A medium-sized petrochemical plant, with an investment of 20 billion yuan, has about 50 sets of main units such as ethylene cracking furnace. It involves 4 million parts and about 400 million attributes. The data volume of each main device will be close to that of an aircraft. The amount of data is so large that almost 5 million different unstructured documents need to be saved. Since the Design Institute, equipment manufacturer, builder and the final owner use different systems, different version iterations are often carried out in the final use process. Information is repeatedly transmitted, written and changed, and the availability of information system is greatly reduced. For the whole information system, the reliability of data will be reduced by half every two years.

This is no longer a data breakpoint, but a data black hole formed by the aggregation of dark data, which can devour the light of various information systems. The chemical plant is a huge folding plant. Its operating efficiency and profits will be eaten by these silent dark data. Zhongke Fulong technology has found a solution. It returns to the "prehistoric era" before factory delivery, starts with the original data of design institutes and equipment manufacturers, and re establishes a relevance world based on digital twins, so as to present the subsequent data changes in the light. The folding power of dark data will be weakened when different device data are associated with one cause and effect rope.

Dark data exists in all factories, even those very excellent manufacturers. Magna, one of the world's largest auto parts manufacturers, is a transmission gear factory in Jiangxi. The equipment utilization rate has reached 85%, which should be a proud achievement. However, the factory firmly believes that there must be room for progress through continuous improvement. However, through automation, informatization and lean means, it seems that we can no longer move forward. This belief lies in the power of data. Data analysis based on machine characteristics can also serve as a mirror to see through the mystery of folding. Through the digital key performance indicator KPI and chain nested Association, Jiyun finally finds the efficiency folding place, releases it one by one, and finally improves the machine utilization by another 8%.

Digital KPI, is working. But why could this not have been done before?

Because the information is folded.

Time difference behind folding

Information is folded, which sounds incredible in the information age, but it has become a common fact. The biggest paradox of informatization is that it creates a lot of invisible information - which is often complained of as an "information island". There are many data breakpoints between different information systems. These data breakpoints, namely the folding demon, will always make waves at the joint of the two systems.

In a marine engine manufacturer, MES issued a work order to the welding robot, requiring a certain product to complete the task at a certain time, and requiring the results to be reported regularly. From the execution end, after the worker accepts the order, he starts the machine to work, and finally reports the results. It seems that everything is normal. However, the process information such as the standardization of workers' operation and the disturbance of tools are not within the monitoring of the information system. He only needs to input a result before the reporting cycle required by the system. During this period of time, the process information is not recorded. If this is a movie, then this is a lost video frame. The fold appears.

In addition to the design defects, the most likely reason for the folding of information in information system is time synchronization. Different information systems and different machines have their own clock frequencies. ERP software may only need to be based on days, MES is based on shifts or hours, and different machines are arranged at the frequency of seconds and milliseconds. Therefore, time began to launch its best cosmetic surgery, shuttling between different frequencies. Welding in many industries adopts post inspection, but when defects are found, more defective products have surged due to the same reasons.

Only the opening time difference can solve the problem of such batch defects. The Internet of things provides such conditions. If a piece of real-time data monitoring of the process is added between MES and people's respective system clocks during welding, the original nondestructive quality testing can be changed to online testing. Yunshuo IOT takes the welding process as the starting point. According to more than 20 different influencing elements (such as voltage instantaneous disturbance), corresponding to the process principle, the weld defects that will be found after a long time lag can be directly captured in advance at the same time of welding. The weld defects folded by time connect the data breakpoints through the synchronous embedding of data and knowledge. The two systems are opened and the folding is opened.

You can go further.

Hualong Xunda, an equipment digital twin company from Shenzhen, uses automatic control level digital twin to sew the boundaries of different information systems. Different from the general model, this digital twin adopts a high fidelity dual-mode mechanism, including both the geometric modeling of physical entities and the mechanism model of equipment operation. The so-called high fidelity is to decompose all motion trajectories and states of the whole machine components in advance, and then correspond with the control system one by one.

This is a kind of thinking of real-time reductionism. There are strict requirements for time synchronization behind it. High fidelity can only be realized if we can control the clocks of various control systems and maintain the timeliness of data acquisition. The operation and maintenance based on digital twin not only knows its nature, but also knows its reason. When the machine alarms on the digital twin platform of Hualong Xunda, it can be seen from the visualization system in the control room that the protective cover is opened. When the maintenance personnel rushed to the machine site, the protective cover was indeed covered and waiting for repair. This digital twin seems to have the characteristics of life. It tracks the changes in the scene step by step. The changes of the machine in the previous second and the next second will be displayed on the man-machine interface. This is an amazing challenge to the folding effect of physical space.

This is a journey completely different from informatization. Informatization does not monitor the process, it needs to control the results; However, due to the higher clock frequency, digitization can cut into the process itself, so many folded information can be found. It can be said that informatization is low-frequency oscillation, while digitization is high-frequency oscillation. It will connect more event rules and play the role of synchronization with data, thus ironing out the time wrinkles. This is a favorable weapon for opening and folding.

There are still many folds to open. What is easily overlooked is the folding customer.

Customers never get the opportunity to focus positively. The customer's complaint is the faint call of the folded customer from the gap. For example, the after-sales time is uncertain, resulting in dissatisfaction. How can Duke energy, as a U.S. power maintenance service department, improve satisfaction by improving service response speed? It introduces the quantitative management of after-sales service, which is to reduce the uncertain waiting of customers. Duke energy has established a set of "after-sales service guide system", which can standardize the time of erecting poles, erecting wires, hanging transformers, etc; At the same time, "visual management" is introduced, color classification is added, and the priority of task indicators is coded and sorted. As the front-end processing speed is accelerated, the after-sales service becomes predictable for customers, which greatly improves the satisfaction. Now, with the great ambition of the industrial Internet, there are more means to put user satisfaction at the center of operation.

Of course, there are exquisite observations. At present, the most popular electric vehicle belongs to Hongguang Mini of Shangtong Wuling. It has been on the market for seven months and has been the champion of monthly sales of electric vehicles in the world. It has become a phenomenal product, and its legends are everywhere in the Jianghu. However, this victory is not derived from the marketing myth, nor the sudden explosion of online popularity, but a deep insight into the user's human nature. The earliest positioning of this car was based on the old man's car. But in the trial launch stage, it unexpectedly attracted the enthusiasm of young people. This abnormal phenomenon aroused the high attention of the senior management of Shangtong Wuling and quickly decided to change the positioning. What followed was the release of the huge capacity of an excellent factory at any time. Switching the positioning from the elderly to the young is an anti folding action focusing on customers. This reminds people of how Japanese Honda motorcycles, which were not favored in the U.S. market at the end of the 1950s, turned defeat into victory. Honda dug up a position from the territory of Harley motorcycle, the market overlord, through the "super cub" ultra-low displacement scooter. The earliest praise of this car came from Honda's internal employees. The weak signal was amplified, and the super cub creatively opened a nonexistent small displacement motorcycle market with the help of the positioning of "nicest people". With the cost advantage and reputation brought by strong sales, Honda began to counterattack in the U.S. market, achieving medium and large displacement from a small displacement, and finally ended the British imported brand and won the championship of Harley. This is a classic case of reversing the market.

Where there will be instant popular products, in fact, there are a series of breakthrough challenges behind them. Identifying the user's folding intention and completing the user's insight is the first step of action.

The integration of it and OT is the reconstruction of management concept

Ironically, the sales targets, yield and profit indicators formulated by many enterprises are of little significance to most employees, because they are often not directly related to actual operation.

The Balanced Scorecard launched by Kaplan and others in 1997 is all the rage. 20 years later, it seems to be old and tired. It is no longer the favorite of entrepreneurs.

In the final analysis, the core of the balanced scorecard is "balance". Balance between financial and non-financial measurement methods, long-term and short-term objectives, results and processes. But in the final analysis, these indicators have a fatal defect: they are slow motion players. This is the product of the IT era and is not sensitive to time. Although they are also divided into leading indicators and lagging indicators, they are like walking in slow motion in terms of the pace of time. This way of measuring data for joggers lags far behind the requirements of the Internet of things era. Most of the problems in the factory can be attributed to opaque information, untimely monitoring, indecisive decision-making and inadequate implementation. And time is not synchronized, it is often the culprit.

So, machine data as the protagonist began to appear. Its biggest feature is that time is pushed away layer by layer. Minute level, second level and even millisecond level events begin to move towards the stage of decision-making. This provides a new civilian data perspective for a wide range of personnel at the workshop level. The factory will continue to use invisible indicators, such as sales profit, cost structure, defective product rate, etc., but more powerful and measurable parameters, such as machine waiting, tool runout, material batch change and so on. Every event is perceived by front-line personnel in a meaningful way. Then it is amplified continuously and filtered layer by layer, and finally enters the balanced scorecard.

If we borrow the conceptual context of the balanced scorecard, OT index is the forerunner of it indicators; Workshop parameters are the leading indicators for managers' decision-making. In other words, it indicators in the information age are being switched to ot indicators in the digital age.

The balanced scorecard is a management concept in the information age. In the digital age, it is panting behind. We can see a lot of similar systems that can't adapt. MES, a manufacturing execution system with large and improper functions, can not be applied to ERP system with rapid user response, etc. A lot of software, like light little dinosaurs, are attacking those heavy it system elephants. Behind this is the collision of management ideas. Digital transformation means the integration of it and OT, but it is not only the integration of IT technology and ot technology, but also the change of management concept. Many IT systems need to be reconstructed, and ot systems also need to be reconstructed. Together, they will form further ablation of folding. People's thinking, like computers, may need to be restarted, so they will see different factories.

Notes: open the fold and restore the reality

Folding factories are caused by many reasons. Factories with many problems seem to be full of folding demons, just like a neglected garden full of raging weeds. One of the most common features is that "objects move everywhere and data does not flow". If the movement of physical entities is too much and too fast, and the information flow fails to keep up, it is easy to cause a lot of empty consumption and worthless transfer. This is a bad result, which shows the lethality caused by information folding. Digital transformation is a force to open the folding factory. One way to open the folding factory is to let data flow fully and let the physical world move less. Industrial Internet has also been placed in this expectation.

There is another kind of folding, which is more fatal to the factory. New Subversive technologies and unexpected business models are often folded into small shapes at the beginning. It is like a giant half squatting and galloping. When it comes near, it suddenly stands up. The Apple phone in 2007 is a folding assassin for Nokia. The power of Tesla electric vehicle seems to be suddenly released in 2020. The challenge of this strategic folding needs more serious thinking in order to deal with it carefully.

The duel between time and space lasts forever, and the folding factory is often in. When the fog of space-time folding rises, we need a way to restore the real consciousness and realize the kingdom of freedom of decision-making.

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