Learners’ Guide to Understanding The Official SIRI Assessment Report

Learners’ Guide to
Understanding The
Official SIRI Assessment
Report

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Learners’ Guide to Understanding The Official SIRI Assessment Report

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Learners’ Guide to Understanding The Official SIRI Assessment Report

1. Introduction COMMENTS

The purpose of this learner’s guide is to help you understand what con-
stitutes an Official SIRI Assessment (OSA) Report and how you could
interpret the results and insights for your client during the Debrief Ses-
sion. This guide is not intended to be a step-by-step guide on how to
generate an OSA Report. There will be a separate onboarding session
for individuals who pass the CSA Examinations on how to generate the
OSA Report via the SIRI Portal.

The OSA Report is a key deliverable of the Official SIRI Assessment.

It is meant to record all the key information and data gathered during
the evaluation phase of the SIRI Assessment and to formally present
the findings of the Assessment Matrix and Prioritisation Matrix.

You may find and overview of the various sections of the OSA Report in
the table below.

Section of the
Description
OSA Report

Overview Of SIRI This section provides an overview of SIRI and

its frameworks and tools, including:

• LEAD Framework
• SIRI Framework
• Assessment Matrix (AM)
• TIER Framework
• Prioritisation Matrix (PM)

About the Official This section explains the key deliverables

SIRI Assessment of the OSA and outlines the 5 Principles of
Assessment underpinning the approach in
which the OSA is conducted.

Scope of This section details the scope of the OSA,

Assessment which includes key information on the
manufacturing facility that is being assessed.

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COMMENTS
Results This section illustrates the results obtained
from AM and PM exercises. Specifically,
it will include the SIRI Assessment Matrix
Score across all 16 SIRI Dimensions, and the
SIRI Dimensions that the company should
prioritise.

Insights This section provides insights into the

company’s OSA result by benchmarking the
results against the following:
• 3B Maturity Benchmark, for a
manufacturing sector wide comparison
• Industry Performance Card, for an
Industry Group comparison

Looking Ahead This section outlines a few high-level

recommended courses of action for the
company, following the completion of the OSA.

Assessor Comments This section allows the CSA to include

additional notes, on top of what is already
included in the OSA Report.

Annex A: Executives This section lists all the executives involved in

Involved the OSA process.

Annex B: Assessor This section provides detailed notes from the

Notes on the 16 CSA justifying the SIRI Assessment Matrix
Dimensions of Score across all 16 SIRI Dimensions.
Assessment

Annex C: Company This section indicates the inputs provided by

Inputs for the the company for the Prioritisation Matrix
Prioritisation Matrix exercise, which includes:
Exercise • Cost Categories as a Percentage
of Annual Revenue
• Top 5 KPI Categories
• Selected Planning Horizon
• Selected Industry Group for Best-in-Class
Benchmark

Table 1: Content description of individual sections of the OSA Report

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2. Understanding each COMMENTS

section of the OSA Report

2.1 Overview of SIRI
The OSA Report begins with an overview of SIRI by providing a brief
description of its frameworks and tools:

• LEAD Framework
• SIRI Framework
• Assessment Matrix
• TIER Framework
• Prioritisation Matrix

After the completion of the SIRI Assessment, the report may be circulated
throughout the company – to senior management, other employees,
and other stakeholders, to build mindshare for the company’s industrial
transformation journey. There may be a possibility that some readers would
be unfamiliar with SIRI, its frameworks and tools. To ensure that these
readers are still able to fully appreciate the results and insights in the report,
this section helps to provide a summary of the key concepts utilised in the
SIRI Assessment.

2.2 About the Official SIRI Assessment

Similar to the Overview section, this section is useful for readers who are
not familiar with SIRI as it defines the two key deliverables arising from the
Official SIRI Assessment:

I. An evaluation of the current Industry 4.0 maturity level of the

manufacturing factory or plant, using the Assessment Matrix; and

II. The identification of priority SIRI Dimensions for the company to focus on
to bring about the biggest benefits, using the Prioritisation Matrix.

This helps to set clear expectations from the reader on what the OSA offers.
This section also outlines the 5 Principles of Assessment underpinning the
approach in which the OSA is conducted. It is important for the reader to be
aware of the principles that guide the SIRI Assessment so that he or she has
a better understanding of how to interpret the SIRI Assessment results later
on.

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2.3 Scope of Assessment COMMENTS

The main objective of this section is to define the parameters of the SIRI
Assessment, so that the reader has clarity on what the results and insights pertain
to.

Key parameters of the SIRI Assessment include:

• Time period of the SIRI Assessment;

• The business entity and its manufacturing facility (in its entirety or a
specific portion) being assessed;
• Industry classification; and
• Planning horizon

The key company point of contact is also listed in this section for
accountability.

2.4 Results
Assessment Matrix Results

This section presents the Assessment Matrix Score of the manufacturing

facility, or the bands for all 16 SIRI Dimensions. For each dimension, there will
be the band that the CSA selected and the accompanying definition of the
band.

The Assessment Matrix Score is one of the key deliverables of the SIRI
Assessment. Therefore, it is important to walk the client through its
Assessment Matrix results. In your walk-through, you should provide
justification for the selection of the band for each dimension. In particular,
you should be able to cite specific reasons and examples (in the context of
the client’s manufacturing facility) so that the client is able to accept your
rationale behind selecting a particular band for the dimension. The detailed
explanatory notes for each dimension will be captured in Annex B.

During your walk-through, it is a good practice to articulate what the next

band would look like in the client’s manufacturing facility. For instance, a
client may have a Band 1 (Basic) for Shop Floor Automation. It will be useful
to describe what a Band 2 (Advanced) for Shop Floor Automation would look
like for the client’s manufacturing facility, such that the client is aware of the
possible gaps to address in order to move to the next higher band.

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Prioritisation Matrix Results COMMENTS

This section presents the four prioritised SIRI Dimensions identified through
the Prioritisation Matrix Exercise. The results table will also include the
weightages for each of the factor in the Prioritisation Matrix formula, and the
selected planning horizon.

The prioritised SIRI Dimensions are another key deliverable of the SIRI
Assessment. Therefore, it is essential for the CSA to explain how the
prioritised SIRI Dimensions were identified based on the company’s inputs.
You are expected to provide a recap of the company inputs collected during
the PM exercise, and explain how the inputs result in the prioritised SIRI
Dimensions. In your explanation, it will be important to draw heavily on
the Degree of Relevance Tables, the planning horizon (which affected the
weightages for each factor) and the company’s proximity to the best-in-class
benchmark. The CSA should also tailor his or her explanations to the client’s
manufacturing facility and describe how improving the facility’s performance in
the prioritised SIRI Dimensions will positively impact the facility.

2.5 Insights
Manufacturing Sector Wide Comparison

This section compares the client’s Assessment Matrix Score to the broader
manufacturing sector using the 3B Maturity Benchmark and highlights how
many dimensions the client has within the Best-in-Class range, within the
Broad Middle range, and within the Bottom Performers range. This provides
the client with a sense of how its manufacturing facility fares vis-à-vis the rest
of the manufacturing sector.

It will be useful for the CSA to point out that the 3B Maturity Benchmark will
be updated as more SIRI Assessments are completed. Hence, the
comparison is valid for the present time period only.

Industry Group Comparison

This section compares the client’s Assessment Matrix Score to the

average performance in a particular industry group that the client belongs
to. The industry group comparison table illustrates a clear picture of the
manufacturing facility’s current maturity against the industry specific
benchmark across the 16 SIRI Dimensions. Compared to the 3B Maturity
Benchmark, this could help the CSA to offer an apple-to-apple comparison for
the client to assess whether it outperforms or lags behind its industry peers.

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That said, it is important for the CSA to remind the client to be mindful not to
take the results at face-value as there are great variations in the nature of COMMENTS
operations and businesses within the value chain of an Industry Group.

In explaining the Industry specific benchmarks to the client, it is

recommended for the CSA to point out to the client which quadrant in the
Archetypes of Transformation that its industry group belong to. This will help
the client better contextualise its results. For instance, if the client belongs to
the Pharmaceuticals Industry Group and it fares poorly in most of the
SIRI Dimensions compared to its peers, it may be a cause for concern as the
Pharmaceuticals Industry belongs to the Coniferous Forest Archetype that
exhibits high SIRI Maturity and low SIRI Variance. On the other hand, if the
client fares better in most of the SIRI Dimensions compared to its peers, it
could mean than the client is truly a pioneer in its Industry 4.0 adoption as the
Pharmaceuticals Industry on average already exhibits high SIRI Maturity, but
the client is doing even better than that. This will help the client better
understand its competitive edge against its peers, so that it may leverage its
strengths to pursue new opportunities or mitigate the threats to its respective
business.

2.6 Looking Ahead

This section provides four possible courses of actions, grouped into what is
Internal or External to the company, that the company may wish to pursue,
following the completion of the SIRI Assessment.

The four options listed in this section are the most common and effective
next steps, based on the observations of numerous other companies that
have undergone industrial transformation. That said, these four options are
generic recommendations that may or may not be applicable or relevant for
the company, depending on the company’s circumstances. Therefore, it
will be useful for the CSA to provide more tailored recommendations for the
company in the next section, Assessor Comments.

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2.7 Assessors Comments COMMENTS

Most of the OSA Report is templatised and auto-generated based on
the inputs that the CSA provides through the SIRI Portal. However, many
companies have unique circumstances that may not be addressed through
the standard report. Therefore, this section on Assessor Comments provides
the CSA with whitespace to include more detailed notes for the client. This
section is where a CSA can differentiate himself or herself from other CSAs
by providing more value-adding commentary.

Possible notes that a CSA may wish to include are:

• Elaboration on the company’s results vis-à-vis the rest of the

manufacturing sector and industry group;
• Analysis on the Return of Investment (ROI) of certain transformation
initiatives; and
• Customised and detailed next steps and recommendations for the client

Please note that this section is not for a CSA to tout or promote specific
solution providers’ technologies or offerings.

2.8 Annex A: Executives Involved

This section lists all the executives and personnel involved in the SIRI
Assessment, from the Onboarding Call, to the Evaluation Workshop and the
Debrief Session. The purpose of this section is to maintain transparency and
clarity on the stakeholders involved in the SIRI Assessment. It seeks to
highlight that inputs for the SIRI Assessment have been sought from various
departments within the company, in order to demonstrate that a holistic and
inclusive assessment was carried out.

On the contrary, if very few stakeholders were involved in the SIRI

Assessment, this list would then raise question as to whether the
assessment was holistic and involved the necessary teams.

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2.9 Annex B: Assessor Notes on the 16 COMMENTS

Dimensions of Assessment
In the OSA Report’s Results section, the company’s band for each of the
16 SIRI Dimensions was stated. However, there was no elaboration on why
the CSA selected those bands. Therefore, in Annex B, there is whitespace
provided for the CSA to offer explanations and justifications as to why he or
she gave the client’s manufacturing facility those particular bands.

While this section is an Annex to the main report, it remains highly important for
the CSA to provide detailed notes behind the Assessment Matrix Score. The
selected band for a dimension may be contested by various executives, hence
the CSA’s notes will provide the explanation as to why he or she awarded the
company that band.

2.10 Annex C: Company Inputs for the

Prioritisation Matrix Exercise
This last section of the OSA Report states the company’s inputs for the
Prioritisation Matrix Exercise, which includes:

• Cost Categories as a Percentage of Annual Revenue

• Top 5 KPI Categories
• Selected Planning Horizon
• Selected Industry Group for Best-in-Class Benchmark

This provides clarity and transparency on the inputs provided by the company,
which then determined the prioritied SIRI Dimensions that the Prioritisation
Matrix identified for the company.

Should the company undergo another Prioritisation Matrix Exercise at a later

date, this table would provide a comparison for how the company’s inputs
may have changed and consequently, how the prioritised SIRI Dimensions
identified may be different in the subsequent exercise.

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3. Sample Official SIRI

Assessment Report

APPENDIXES 1. Sample Format for the Report Cover and Other Preliminary Pages APPENDIXES 1. Sample
Format for the Report Cover and Other Preliminary Pages

Sample front cover

of an Official SIRI
assessment report

Company: Company A

Assessment OSAY20SN00011
Record:

Prepared By: Benson Ang

Dated: 08 Sep 2020

Official SIRI Assessment Report 11

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Content Page

i. OVERVIEW OF SIRI 3

ii. ABOUT THE OFFICIAL SIRI ASSESSMENT 7 Sample Table of

Contents of the

iii. SCOPE OF ASSESSMENT 9 OSA report

iv. RESULTS 10

v. INSIGHTS 13

vi. LOOKING AHEAD 17

vii. ASSESSOR’S COMMENTS 18

The information provided by the Certified SIRI Assessor (CSA) in this Report is for general informational
purposes only. Under no circumstance shall the CSA and the SIRI Institute have any liability for any loss or
damage of any kind incurred as a result of the use of, or reliance, on any information provided in this report.
The use of and/or reliance on any information within this report is solely at one’s own risk and discretion.

Official SIRI Assessment Report 12

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Overview of SIRI
The Smart Industry Readiness Index (SIRI) was created by the Singapore Economic Development
Board (EDB) in partnership with a network of leading technology companies, consultancy firms, and Sample - Overview of
industry and academic experts. SIRI comprises a suite of frameworks and tools to help manufacturers SIRI
– regardless of size and industry – start, scale, and sustain their manufacturing transformation
journeys. SIRI covers the three core elements of Industry 4.0: Process, Technology, and
Organisation.

Familiarity with SIRI is critical for the interpretation of the results. However, we recognise that not
everyone reading this Official SIRI Assessment Report will be familiar with the concepts and
terminology relating to SIRI. Therefore, we have included an overview of the following SIRI
frameworks and tools that will facilitate the reader in making sense of the results and insights provided
within this Official SIRI Assessment Report.

1. LEAD Framework: A circular, continuous four-step process that all manufacturers can adopt
in their approach towards Industry 4.0 transformation.

2. SIRI Framework: An overview of the key building blocks, pillars and dimensions for Industry
4.0 Transformation

3. Assessment Matrix: The world’s first self-diagnostic Industry 4.0 tool to evaluate the current
state of a manufacturing factory or plant

4. TIER Framework: A summary of four key principles for companies to consider as part of a
holistic prioritisation exercise.

5. Prioritisation Matrix: A management planning tool to assist companies in quantitatively

identifying the high-priority SIRI Dimensions where improvements will bring the most benefit.

Official SIRI Assessment Report 13

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The LEAD Framework

Transforming and upgrading a manufacturing facility is not a one-off exercise. Rather, it is a
continuous and iterative process. This is encapsulated in the LEAD framework – a circular, continuous
four-step process that all manufacturers can adopt in their approach towards Industry 4.0
transformation.

Figure 1 – The LEAD Framework

The SIRI Framework

The SIRI Framework comprises three layers. The topmost layer identifies three fundamental building
blocks of Industry 4.0: Technology, Process, and Organisation. The second layer underpinning the
building blocks comprises eight key pillars, which represent critical aspects that companies must focus
on to become future-ready organisations. Finally, the third layer consists of 16 dimensions, which are
areas of assessment that companies can use to evaluate the current Industry 4.0 readiness of their
factories or plants.

Figure 2 – The Smart Industry Readiness Index Framework

Official SIRI Assessment Report 14

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The TIER Framework

Prioritisation is the next crucial exercise in formulating effective Industry 4.0 roadmaps, as it helps
companies identify business areas where improvements will generate the most value. The TIER
Framework outlines four principles for companies to consider as part of a holistic prioritisation
exercise. By evaluating these four principles, manufacturers can better focus their energies and
resources on activities that bring the greatest benefits.

Figure 3 – The TIER Framework

The Assessment Matrix

The Assessment Matrix is the world’s first self-diagnostic Industry 4.0 tool. Validated by a global
advisory panel of industry experts, the Assessment Matrix is designed to strike a balance among
technical rigour, usability, and relevance. Within the Assessment Matrix, there are six bands, in
ascending order, tied to each of the 16 SIRI Dimensions. Each band describes a specific state within
that dimension. Identifying a manufacturing facility’s bands across all 16 dimensions therefore
presents a snapshot of the manufacturing facility’s current Industry 4.0 maturity level. This is referred
to as the Assessment Matrix Score.

Official SIRI Assessment Report 15

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The Prioritisation Matrix

To help companies translate the four principles of prioritisation into action, the Prioritisation Matrix
was developed to provide recommendations that are company-specific and directionally correct.
Designed as a management-planning tool, the Prioritisation Matrix aims to assist companies in
quantitatively identifying the high-priority SIRI Dimensions in which improvements will bring the most
benefit. The Prioritisation Matrix formula comprises three key factors: cost, top key performance
indicator (KPI) categories and a company’s proximity to the industry best-in-class. Each factor is
weighted based on its level of influence on the company’s prioritisation exercise. The three factors
are derived from four inputs, which in turn reflect principles of prioritisation in the TIER Framework.

Figure 4 – The Prioritisation Matrix Formula

Official SIRI Assessment Report 16

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About the Official SIRI Assessment

The Official SIRI Assessment provides companies with a comprehensive evaluation of their factory
Sample - About the Official
or plant and identifies potential high-impact areas to focus on. The Results Section in this report
SIRI Assessment
details the findings from two key exercises conducted during the Evaluation Workshop at the
company’s premises:

i. An evaluation of the current Industry 4.0 maturity level of the manufacturing factory or plant,
using the Assessment Matrix; and
ii. The identification of priority SIRI Dimensions for the company to focus on to bring about the
biggest benefits, using the Prioritisation Matrix.

There are 5 Principles of Assessment underpinning the approach in which the SIRI Assessment is
conducted:

The SIRI Assessment provides a snapshot of a facility’s current state but not its
future potential.

The SIRI Assessment uses Industry 4.0 concepts as reference points. Future
manufacturing and industrial concepts, as well as technologies, should also be
considered if relevant.

All dimensions should be considered, though the importance and relevance of each
will vary, depending on the nature of the industry as well as the company’s current
and future needs.

Companies should not feel compelled to achieve Band 5 across all dimensions.
Instead, they should strive towards higher bandings based on specific business
needs and aspirations.

The SIRI Assessment is more than a one-off exercise – it should be used on an

ongoing basis.

Official SIRI Assessment Report 17

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A company may reference the various benchmarks provided in the “Insights” section of this report to
obtain a sense of where the company stands vis-à-vis its industry peers and the rest of the
manufacturing sector. It is also important to keep the 5 Principles of Assessment in mind as the
company interprets the results provided in this report.

With this information, we hope that companies will be equipped with a repository of new insights to
make informed and impactful decisions to take their manufacturing factories and plants forward into
the Industry 4.0 age.

Official SIRI Assessment Report 18

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Scope of Assessment
This Official SIRI Assessment was conducted by Benson Ang (Assessor ID: SIRI130820SN002). The
Assessment Record number, and the dates of the onboarding call, evaluation workshop, and debrief Sample - Scope of
session are listed as follows.
Assessment

ASSESSMENT RECORD: OSAY20SN00011 Note to CSA:

Date of Onboarding Call 15 Jul 2020
The CSA should recap
Date of Evaluation Workshop 30 Jul 2020 the following parameters

Date of Debrief Session 07 Aug 2020

of the assessment
scope during the debrief
Table 1 – Dates of SIRI Assessment
session:
This SIRI Assessment was conducted for Company A (Unique Business Entity Registration
Number: 200023960A); located at Tuas District, Singapore 240180, Singapore. Company A • Briefly identify
manufactures the following products: powder detergent and shampoo. The scope of assessment the scope of the
covers the entire factory/plant. Based on the nature of the operations, the Company is classified Assessment
under the General Manufacturing Industry Group. The planning horizon for this assessment is
Tactical. • Nature of business/
operations
The main point of contact from the company for this SIRI Assessment is Mr Andrew Lim, Plant
Director. The executives involved in providing inputs and comments during the Onboarding Call and
• Industry classification
the Evaluation Workshop are listed in Annex A.

• Type of planning
horizon.

Official SIRI Assessment Report 19

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Results
Sample - AM and PM score
Assessment Matrix Score
Upon review, and in discussion with company representatives listed in Annex A, the Assessment
Matrix Score for Company A can be found in Table 2 - Assessment Matrix Scores. Full notes detailing
the observations and explanations for each SIRI Dimension can be found in Annex B.

Official SIRI Assessment Report 20

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Assessment Matrix Results

Sample - Table of
DIMENSION BAND DEFINITION
Assessment Matrix
Vertical Defined vertical processes are completed by
OPERATIONS Integration
2 Digital
humans with the support of digital tools. results
Digitised supply chain processes and systems
Horizontal
SUPPLY CHAIN 3 Integrated are securely integrated across business
Integration partners and clients along the value chain. Note to
Integrated Product lifecycle processes are defined and
PRODUCT
Product 1 Defined executed by humans, with the support of
LIFECYCLE Lifecycle analogue tools. CSA should walk the client
Repetitive production processes are fully
Shop Floor
3 Full
automated, with no human intervention. through this table during
Automation Repetitive support processes are partially
automated, with limited human intervention.
the Debrief Session. The
Enterprise Enterprise processes are automated, with
AUTOMATION
Automation
2 Advanced
minimal human intervention. CSA may wish to focus

Facility Facility processes are automated, with minimal

on a few dimensions that
2 Advanced
Automation human intervention.
may be of interest to the
Connected production assets and systems are
Shop Floor
Connectivity
2 Interoperable interoperable across multiple communication client.
technologies and protocols.

Enterprise IT systems are interoperable across

Enterprise
CONNECTIVITY 2 Interoperable multiple communication technologies and
Connectivity protocols.

Facility assets and systems are connected via

Facility
1 Connected multiple communication technologies and
Connectivity protocols.

Shop Floor Computerised OT and IT systems are able to

2 Visible
Intelligence identify deviations.

Enterprise Enterprise IT systems are able to identify

INTELLIGENCE 2 Visible
Intelligence deviations.

Facility Computerised OT and IT systems are able to

2 Visible
Intelligence identify deviations.

Workforce Continuous L&D programmes are formally

Learning & 3 Integrated aligned with the organisation's business needs
TALENT Development and human resources (HR) functions.
READINESS Management is well-informed, through formal
Leadership
2 Informed channels and avenues, of the most recent
Competency trends and technologies.

Inter- and Intra- Formal channels are established to allow

Company 2 Cooperating teams to work together on discrete/one-off
STRUCTURE & Collaboration tasks and projects.
MANAGEMENT Transformation initiative towards a
Strategy &
2 Development Factory/Plant-of-the-Future is being developed
Governance or has been developed by a dedicated team.

Table 2 – Assessment Matrix Scores

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Prioritised SIRI Dimensions

Based on the company inputs provided for the Prioritisation Matrix (refer to Annex C), the SIRI Sample - Table of
Dimensions with the highest Impact Values are listed in Table 3 below: Prioritised SIRI
Dimensions
Planning Horizon Tactical
Note to CSA:
Cost Proximity
Weightages 45% KPI Factor 30% 25%
Factor Factor
The CSA should
Recommended Dimensions for Prioritisation explain this table to the
Building Block Process Technology Organisation client during the
Debrief Session. In
Highest Impact Shop Floor Intelligence;
Vertical Integration Leadership Competency particular, the CSA
Value Enterprise Intelligence

should focus on the

Table 3 – Prioritised SIRI Dimensions resulting from the Prioritisation Matrix exercise
prioritised SIRI
Dimensions.

Official SIRI Assessment Report 22

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Insights
Sample - Insights
Manufacturing Sector Wide Comparison
The 3B Maturity Benchmark provides a manufacturing sector-wide reference point of what it means Note to CSA:
for a factory or plant to be Best-in-Class (BIC), in the Broad Middle, or lagging behind with the Bottom
Performers. Based on the SIRI Assessment Results and the prevailing 3B Maturity Benchmark (2020 The CSA should make
Edition), Company A has 0 number of dimensions falling within the Bottom Performers range, 12
full use of the various
falling within the Broad Middle range, and 4 falling within the BIC range.
comparisons in this
section (against the
manufacturing sector
and against the relevant
industry group) to help the
client better contextualise
Figure 5 – Illustration of the 3B Maturity Benchmark and understand its AM
results.

The CSA may wish to

focus on the dimensions
that the client has
outperformed or
underperformed vis-à-vis
the manufacturing sectoror
its industry peers.

This will help the client to

recognise their strengths
and weakness, to
understand and mitigate
the threats to its business,
and help in assessing the
competitive edge against
its peers.

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Manufacturing Sector Comparison

BAND 0 1 2 3 4 5
Vertical
OPERATIONS
Integration
PROCESS

SUPPLY Horizontal
CHAIN Integration

Integrated
PRODUCT
Product
LIFECYCLE Lifecycle

Shop Floor
Automation

AUTOMATION
Enterprise
Automation

Facility
Automation
TECHNOLOGY

Shop Floor
Connectivity

CONNECTIVITY Enterprise
Connectivity

Facility
Connectivity

Shop Floor
Intelligence

Enterprise
INTELLIGENCE Intelligence

Facility
Intelligence

Workforce
Learning &
TALENT Development
ORGANISATION

READINESS
Leadership
Competency

Inter- and
Intra-Company
STRUCTURE & Collaboration
MANAGEMENT
Strategy &
Governance
– Company Results Bottom Performers Broad Middle Best-in-Class

Table 4 – Comparison with 3B Benchmark

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Industry Group Comparison

The state of transformation can be highly industry-specific, often heavily influenced by factors like the
nature and volume of products, complexity of manufacturing processes, and competitive dynamics.
Macroeconomic trends also influence business conditions and operating environments of various
industries in different ways.

The Industry Performance Cards (IPC) are industry-specific benchmarks. They offer more apples to
apples comparisons for companies to assess how they fare against their industry peers. Within each
IPC is the average Assessment Matrix Score across all 16 SIRI Dimensions for companies in that
industry. In comparison to the General Manufacturing IPC, Company A has 15 dimensions
performing On Par and Above the industry average, and 1 performing Below the industry average.

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Industry Group Comparison

BAND
DIMENSION COMPARISON
COMPANY INDUSTRY IPC
Vertical
OPERATIONS 2 1.38
Integration
PROCESS

Horizontal
SUPPLY CHAIN 3 1.31
Integration

PRODUCT Integrated
1 1.23
LIFECYCLE Product Lifecycle

Shop Floor
3 1.62
Automation

Enterprise
AUTOMATION 2 1.38
Automation

Facility
2 1.00
Automation

Shop Floor
TECHNOLOGY

2 0.54
Connectivity

Enterprise
CONNECTIVITY 2 0.69
Connectivity

Facility
1 0.31
Connectivity

Shop Floor
2 1.23
Intelligence

Enterprise
INTELLIGENCE 2 0.77
Intelligence

Facility
2 0.54
Intelligence
Workforce
Learning & 3 1.15
TALENT Development
ORGANISATION

READINESS
Leadership
2 1.85
Competency

Inter- and Intra-

Company 2 2.00
STRUCTURE & Collaboration
MANAGEMENT
Strategy &
2 1.46
Governance

– On Par or Above – Below

Table 5 – Comparison with General Manufacturing IPC

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Looking Ahead
With the completion of the Official SIRI Assessment, companies who are ready to take the next step Sample - Looking Ahead
in their transformation journey may consider one or more of the following courses of action: section

INTERNAL EXTERNAL Note to CSA:

 Organise sessions to share the result of  Organise sessions to share the result of This section highlights
the SIRI Assessment Report with key the SIRI Assessment Report with relevant
the high-level courses of
stakeholders to stimulate discourse and partners (e.g. customers, suppliers, and
raise awareness on the opportunities for solution providers) to initiate dialogues
action that the client may
Industry 4.0 transformation. and solicit feedback on opportunities for wish to pursue after the
Industry 4.0 transformation. completion of the SIRI
 Form in-house transformation teams to Assessment.
drive and lead the development and  Engage a technology solution provider or
planning of Transformation Projects consultancy to explore potential
and/or Roadmaps. interventions for Industry 4.0
transformation.

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Assessor Comments
• Company A was established in 1980 with the objectives to manufacture powder detergent and
Sample - Assessor
shampoo in Singapore.
Comments section
• Company’s A top management has the vision to improve the productivity and competitiveness for
the factory through implementing Industry 4.0 concepts.
Note to CSA:
• There are 4 main processes producing detergents; powder detergent mixing, powder detergent
packaging, liquid detergent mixing and liquid detergent packaging. The factory is fully equipped
Recommendations should
with automation and has an integrated system for the production processes such as from raw
material uploading, mixing and packaging processes. draw directly on what CSA
• The company has started to implement some Industry 4.0 use cases to enable the full scale up of have observed during the
Industry 4.0 concepts in the factory. SIRI assessment. He or
• Enhancing Vertical Integration and Shop Floor Intelligence will improve Company A’s ability to
she should reflect what
uphold the quality of its manufacturing processes through processing and analysing data. Working
on these two dimensions will consequently strengthen Company A’s Asset & Equipment
was reported during the
Efficiency, Workforce Efficiency and Process Quality both of which were highlighted as the evaluation phase.
company’s top KPI categories.
• Furthermore, an improvement in Enterprise Intelligence dimension will increase the Inventory Focus on a
Efficiency and Planning & Scheduling Effectiveness which help to This will help the company reasonable number of
optimise the management of its Raw Materials & Consumables, which currently make up more
recommendations that
than a third (42 per cent) of the company’s annual revenue.
will have a significant
• Assessment Matrix Score of Company A is higher than Industry Benchmarks for most of the
dimensions with only Integrated Product Lifecycle is below the Industry Benchmarks. impact on the client.

Be specific in explaining
how implementing
the recommendation
will improve the
client business and
manufacturing processes.

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ANNEX A: Sample - Annex A:

Executives Involved Executives involved

ASSESSMENT RECORD: OSAY20SN00011

1. Andrew Lim, Plant Director

2. Steven Ong, Production Manager
3. Kelvin Tan, Engineering Manager
4. Steven Tan, QA/QC Manager
5. Michelle Quek, Procurement Manager
6. Lim Mei Qi, Finance Manager
7. Andy Ng, Sales and Marketing Manager
8. Adrian Lay, Facility Manager
9. Alice See, Warehouse Manager
10. Tomas Lim, IT Manager
11. Ang Poh Hua, HR Manager

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ANNEX B:
Assessor Notes on the 16 Dimensions of Assessment Sample - Annex B:
DIMENSION BAND ASSESSOR NOTES
Production orders are initiated by keying the quantity into Assessor Notes on
the system using Enterprise Resource Planning (ERP)
system. Material resource planning is managed and the 16 Dimensions of
Vertical Integration 2
executed using ERP system. Supervisory control and data
acquisition (SCADA) system is in place for operators to Assessment
execute and monitor the production processes.
There is a supply chain platform in place to manage all
Horizontal Integration 3 customers’ order and the suppliers. Purchase Orders (PO)
and Invoices are generated through the ERP system.
Note to
Formulation data are recorded in paper and keyed into
Integrated Product
1 excel sheet. The information is shared across the
Lifecycle
departments through emails. The CSA should include
The repetitive production processes are carried out by full
Shop Floor Automation 3 automated robotics line. Material handling is managed by detailed notes to justify
the conveyor belt from the start to end of production line.
All enterprises processes such as invoicing, planning, sales the band, based on
Enterprise Automation 2 & marketing, purchasing etc are predominated executed
through the ERP system with limited human intervention. observations during the
The facility processes such as pH monitoring, air
Facility Automation 2 compressor, water treatment, etc are automated via the Evaluation Workshop
Building Management System (BMS)
or based on evidence
The machines are able to interact and exchange
Shop Floor Connectivity 2
information through the SCADA system. collected. The notes
The computer-based systems are able to interact and
Enterprise Connectivity 2
exchange data with one another.
should be factual and not
The facility equipment is connected to the local IT network subjective
Facility Connectivity 1
via VLAN.

The machines are able to generate an alert automatically in

Shop Floor Intelligence 2
the event of a deviation from defined target parameters
Computer-based systems are able to generate an alert
automatically in the event of a deviation from defined target
Enterprise Intelligence 2
parameters (i.e. delays in shipment, alert for missing target
financial targets, etc.)
The facility equipment is able to generate an alert
Facility Intelligence 2 automatically in the event of a deviation from defined target
parameters (e.g. error in the compressor output)
The company has a continuous learning and development
Workforce Learning & curriculum for the enhancement and expansion of
3
Development employees’ skillsets. There is a career development
pathway defined for all the job functions in the company
The management team understands the concepts of
Industry 4.0 and is informed of the technologies (e.g. Digital
Twin, Machine Learning, etc.) that could be implemented.
Leadership Competency 2
The management also understands the benefits (e.g. cost
reduction, productivity improvement, etc.) for Industry 4.0
implementation
Inter- and Intra- Teams are formed across the business functions to achieve
2
Company Collaboration common tasks and projects together. The company use

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project management platform to facilitate collaboration

across teams.

The company has formalized a long-term strategy and

governance to establish the Factory/Plant-of-the-Future.
The company has identified the priorities, formulate a
Strategy & Governance 2
roadmap to establish the Factory/Plant-of-the-Future.
Strategy or Industry 4.0 case studies are shown and
witnessed.

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ANNEX C:
Company Inputs for the Prioritisation Matrix Exercise
Sample - Table of
Company: Company A Contents of the
Cost Categories as a Percentage
Top KPI Categories (Select 5) OSA report
of Annual Revenue

Aftermarket
Services/Warranty
0 Asset & Equipment Efficiency X Note to CSA:
Depreciation 3 Inventory Efficiency X
The CSA should refer to
Labour 2 Materials Efficiency
this table of inputs when
Maintenance & Repair 1 Utilities Efficiency explaining the prioritised
Raw Materials & SIRI Dimensions to the
42 Workforce Efficiency X
Consumables
client, as these inputs
Rental & Operating Planning & Scheduling
3 X
Lease Effectiveness guide the identification
Research &
Development (“R&D”)
0 Production Flexibility of the prioritised SIRI
Selling, General & Dimensions. The CSA
Administrative Expense 6 Workforce Flexibility
(“SG&A”) should be able to draw
Utilities 2 Time to Market linkages between the
Transportation &
1 Time to Delivery inputs here and the PM
Distribution
results.
Planning Horizons (Select 1) Product Quality

Strategic Process Quality X

Tactical X Safety

Operational Security

Industry Group for Best-in-Class Benchmark (Select 1)

Energy &
Food & General
Aerospace Automotive Electronics Chemicals Logistics
Beverage Manufacturing
(Downstream)

Textile,
Machinery
Oil & Gas Medical Precision Clothing,
& Pharmaceuticals Semiconductors
(Upstream) Technology Parts Leather &
Equipment
Footwear

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OFFICIAL ASSESSMENT REPORT

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