Digital Transformation of the Process Industries

Value Drivers

Digitalization is impacting every business, and combined with COVID, it has brought many changes in logistics, employee availability, and engagement with customers.

We analyzed the available cases and you can find the key points of some examples below. We make use of our database of case studies, applicable to the Process Industries.

The Value of Digital Maturity

Why - The value of the digital economy

  1. The digital economy can optimize existing business models.

  2. It also promises new potential to add value.

What - Companies need to focus on:

  1. Becoming digitally mature

  2. Identify and realize the opportunities digitalization brings

How - Plans need to be made and implemented to realize:

  1. Increasing their penetration of digital trends and possibilities.

  2. Gain a better understanding of how the digital space is changing the rules of competition, as this will allow them to optimize existing business models and develop new ones.

  3. Cultivate the ability to develop and multiply the resources they need in order to seize new opportunities in practice.

Reference: roland berger, 2015

The Value of a Connected Company

Why - Invest in Smart Operations and Digital Thread

  1. Accelerating High Performance Operations (3-5%)

  2. Delivering transformational productivity and global competitiveness

  3. Enhance Customer Experience, Competitiveness, 
E2E Product Lifecycle Visibility & Optimization

What - Plan, Source, Make, Deliver, Service

  1. Products: New Product Introduction (NPI)

  2. Production: Manufacturing Operations

  3. Performance: Field Service Support

  4. Predictive/Prescriptive: Operational Intelligence

How - Creation of the Ecosystem

  1. Connecting: ‘End-to-End’ visibility, Master Data governance, Standardized Process Enterprise, KPIs

  2. Digitizing: Investment in enabling technologies, Connected factories
, Guidelines and tools for Digital Factory

  3. Transforming: Change Management, Customer Responsiveness ,Better Customer Service, Analytics


The key success factor to Digital Transformation are your people. They need to adopt a new digital style of working which requires clarity of what and how to change.

We will train and guide the champions of operations and corporate functions, with the common goal to deploy the plans successfully and drive towards a new digital competitive edge. Here you can find the outline of the training plan.

Digitizing the operating procedures has the biggest impact on safety, productivity and quality. The details can be found below, based on a case study by Dow.

The Value of Digitizing Operating Procedures

Why - Productivity and Safety

Live Real Time communications maximize productivity while maintaining HSSE conformity

  • Safety: reduce human factors error

  • Quality: minimize human variability

  • Productivity: standardize on efficient work practices

  • IP rights: retain operating discipline knowledge

  • Skills: basis for operator training and certification

  • Regulatory: comply with statutory requirements

Competitive advantage: Process automation augmented with digitally transformed manual procedures provides a competitive advantage at an incremental cost::

  1. Maximizes Safety

  2. Maximizes Productivity

  3. Maximizes Quality

What - Focus on digitalizing Procedures to make them:

  1. Dynamic, Adaptable and Easy to maintain

  2. Make Procedures interconnected

How - Prevent top 4 reasons for Procedure Failure

  • Human factors: People and Training

  • Accessibility: Keep them current and meaningful

  • Adaptability: Fit for purpose to guide in non routine situations

  • Interconnectivity and integration: missing data, wrong information

Use notation to explain and visualize the process, identifies what can go wrong. (Examples: Business Process Modeling Notation (BPMN), Procedural Automation)

Reference: Dow, 2020

Why apply Six Sigma methodology

Why - Applying Six Sigma results in business value

  1. Improve quality of output by identifying and eliminating causes of defects.

  2. Reduction of variability in business and manufacturing processes.

  3. Value targets include improving customer satisfaction, minimizing operating costs, reducing pollution, boosting profits, and reducing cycle time.

What - Measurement based strategy

  1. It’s a set of techniques and tools that help organizations improve business processes.

  2. Every project adheres to a series of well-defined steps aimed at reaching specific value targets.

  3. It provides a quantitative description of how a business or manufacturing process is performing.

How - Implementation methodologies

  1. Consistency plays an integral role when it comes to reducing process variation, which contributes to the viability of businesses.

  2. Commitment at all levels of an organization is vital for sustained quality improvement.

  3. DMAIC: (define, measure, analyze, improve, control) This sub-methodology is used to rectify under-performing processes.

  4. DMADV: (define, measure, analyze, design, verify) A practical way to develop new products or processes at Six Sigma quality levels.

Reference: ecpi, 2021

Achieving Lasting Impact

Our DX-DMAIC methodology is specifically designed for the Process Industry and is based on our years of experience. The value to your organization is that we discover the pain points and related needs specific to the Process Industry. You are invited to review the methodology to discover the value it can bring to your organization.

your value is our focus