与Ramachandran S的服务

Jeff Kavanaugh:Welcome to the Knowledge Institute Podcast, where we talk with experts on business trends, deconstruct main ideas and share their insights. I'm Jeff Kavanaugh, head of the Infosys Knowledge Institute, and today we're here with Ramachandran S, lead for manufacturing and engineering at the Knowledge Institute.

Jeff Kavanaugh:Ram, thanks for joining us today.

Ramachandran S:很高兴来到这里，杰夫。感谢您让我参加演出。这是我的荣幸。

Jeff Kavanaugh:Ram, prior to joining the Knowledge Institute team, you managed technology implementations and manufacturing, quite a few of them looks like, tell us a bit about your career before joining Infosys.

Ramachandran S:当然，杰夫。我在地球割草设备部门的制造业中开始了我的职业生涯，卡特彼勒现在已经接管了该部门。那是我职业生涯的坚实基础。我在商店的地板上度过了一段时间。然后，我继续采用专门用于制造的数字技术。作为数字化计划的一部分，我在通用电气中度过了近十年，例如产品生命周期管理或PLM和供应链管理。在Infosys之前，我作为分析师或顾问的旅程在IDC制造业见解中脱颖而出，在那里我发现了自己的写作热情。现在，我从一开始就一直在IKI担任工程和制造业的领导，我们继续学习，我们很乐意继续分享。

Jeff Kavanaugh:伟大的。好吧，我们可能会仅仅谈论您的经历。我认为今天的时候，我们将把您的专业知识集中在服务主题上。实际上，我相信您合着了关于即将到来的高级制造书的服务的一章。当今的对话涵盖了制造业的服务趋势，以及组织如何有效采用它。让我们开始潜入。我敢肯定，我们的许多听众都熟悉服务的话题。如果我们通过订阅，Netflix或Spotify的镜头进行交流，您如何为我们提供工作定义，尤其是用于制造业？

Ramachandran S:服务基本上是产品的捆绑和必要的服务，其中包括支持和将产品运营到一个合并产品中的知识。例如，作为消费者，我可以与汽车制造商进行服务安排，而不是购买汽车作为产品。我对汽车的所有权不感兴趣。我只想用它开车去办公室回家。因此，我每月支付订阅费，无论使用如何。汽车制造商负责其维护，维修和保险。有时，如果我不喜欢汽车的颜色或型号，我会获得额外的灵活性，例如汽车交换。它等同于所谓的SaaS或软件作为IT世界中的服务。我没有开发应用程序并将其部署在我自己的服务器上，而是将其作为中央云上的服务消费。服务与制造业类似。

Jeff Kavanaugh:Well that's a lot. It's hard to imagine subscribing to a car, especially the whole stereotype of the purchase you go through, maintenance and then holding onto it for a long time. I suppose it's the logical next step from a lease. And certainly we're seeing this a lot more in manufacturing. Be more specific about your upcoming book on the chapter you authored on servitization. Can you tell us about who's publishing it, how it came about and what you hope to accomplish with it?

Ramachandran S:This book is on advances in digital manufacturing systems. It is jointly published by the University of Nottingham and IIT Madras. Springer is the publisher. Multiple experts from both the industry and the academy have contributed chapters on upcoming trends in manufacturing. Servitization is definitely one such happening trend. From IKI we had earlier published some articles and points of view on servitization. The professors had read them and approached us. I'm happy that Infosys is contributing a chapter on servitization. We are expecting the book to be ready sometime in September. Most of the contributors have already submitted their chapters. The editorial process should be fast going forward.

Jeff Kavanaugh:Ram, we talked about automotive. What other industries have adopted servitization? And can you share an example?

Ramachandran S:当然，杰夫。Asset intensive industries are the early movers in adopting servitization. They have complex bulky products that are difficult to operate and maintain, like aircraft engines, turbines and locomotives. Therefore, in case of servitization, the risk of operation of these products is shifted to the equipment maker who knows the product the best. It is not easy to operate and maintain a turbine or an aircraft engine, for that matter.

Ramachandran S:Rolls Royce is one such example for the aircraft engines. Their Power by the Hour initiative is more than half a century old. That's a long time. Rolls Royce earns close to half its revenue from the program. This is even before technologies like the internet of things or IOT became popular. Airlines pay Rolls Royce on a pay per use or hourly basis for the actual hours an engine has flown on an aircraft. Rolls Royce is responsible for maintenance and uptime of the engine. This is an example where servitization has been successfully deployed as a business model on a large scale. It is a mutually beneficial arrangement, both for Rolls Royce and the airlines. For customers, which is the airlines in this case, the spend changes from a large investment or a CAPEX to a monthly operating expense or an OPEX.

Jeff Kavanaugh:The auto industry has not been as successful adopting servitization as some other industries, at least not in a large scale. What are the barriers that's holding automotive back?

Ramachandran S:如今，几乎所有主要的车辆制造商都有一个正在进行的服务计划，或者他们尝试了在美国或欧洲特定城市的特定模型的飞行员。有一些最初的打ic。经销商担心他们会被排除在这个商业模式之外。例如，保险费率因州而异。因此，一个尺寸适合所有方法不适用于自动EMS。他们学习了一些经验教训，有些重新启动了该计划。

Ramachandran S:我认为缺少的是操作规模。我们称其为“章节”一章中的逃生速度。我们专门为汽车行业进行了信封计算的快速回扣。公司需要预先投资这项技术，并准备在服务时每月现金流量。传统上，这是当时的销售时收入而不是笨拙的一次收入。在这种情况下，服务盈利，它必须越过最低阈值。

Ramachandran S:And what is this threshold that I'm talking about? This threshold is in terms of the percentage of vehicles sold, approximately 30%, or one third of the vehicles manufactured, should be sold on a subscription model for it to be sustainable and profitable in the long run. The actual number can vary depending on the model of the car and the features in the plan. But today car makers earn a very small revenue share, a single digit percentage of their total revenue. So there is still a long way to go but everybody's talking about it.

Jeff Kavanaugh:Servitization seems to cover this broad spectrum, many aspects of a product. And of course with a product life cycle all the way from conceptualization to end of life. Can you comment on how servitization impacts these different stages?

Ramachandran S:Servitization as a business model impacts the aftermarket or the post sales stage significantly. In a traditional sale model once a car is sold, there is no guarantee that the post sales revenue from the sale of spare parts and services would come to the original car maker. I can take my car to anyone for service. But servitization ensures the post sales revenue. It bakes this revenue into the subscription fee that customers pay. Servitization, therefore, changes the automotive business from a transactional business to one of ongoing engagement with customers. Having said that, other stages should also be transformed.

Ramachandran S:Servitization impacts every stage in a product lifecycle from conceptualization of a product to its end of life or environmentally safe waste of handling and disposing it. For example, in the design and manufacturing stage, products should be built for reliability because the manufacturers are not responsible for the performance of a product. Supply chain should be more responsive to deliver spare parts on time. But the biggest impact of servitization on the life cycle of a product is in the after market segment.

Jeff Kavanaugh:We talked about automotive and after market piece, let's take a step back. What are the different flavors or varieties of servitization that you see in business today?

Ramachandran S:服务的口味不同。最简单的是基于平面订阅的模型，每月费用，无论产品使用情况如何。它与租金不同，该租金用于较短的时间段。在打印机的情况下，还有其他型号，例如纸张使用或纸页打印机。施乐是这样的商业模式的先驱。在涡轮机发电等行业中，有基于结果的业务模型。GE Power与客户有这样的安排。GE保证涡轮机和效率的特定正常运行时间，这直接影响客户的顶线和底线。如果没有实现结果，则有一些与此结果相关的惩罚和激励措施。

Jeff Kavanaugh:Let's talk about tech for a moment. How do digital technologies enable the adoption of servitization?

Ramachandran S:Digital technologies are a key enabler for servitization starting from the internet of things or IOT to make products close loop or connected. Once a product becomes connected, it enables remote monitoring and management. Manufacturers can know about the product usage and its condition by measuring vital parameters and patterns of behavior. Analytics and machine learning can be used. Products are getting mechatronic in nature or a combination of mechanical and electronic systems. Most of them have a chip onboard and a significant amount of code. The amount of code is going up day by day as we speak. So that way products are getting smarter. They take some decisions locally without contacting a central computer or a human expert. That way digital technologies are becoming a key enabler for servitization.

Jeff Kavanaugh:您认为，一旦您通过流程或人或财务经验来超越了技术，您会最大的障碍？

Ramachandran S:我认为这项技术已经证明和效果able, Jeff. It is the people part that needs change. On the finance part, one barrier is a change management and cash flow. In case of the sale of products, there is a large cash flow at time of sale. But in case of servitization, there is no such lump sum cash, but there'll be small, but regular continuous flows of cash throughout the life of a product. It can be a CFO's delight if implemented on a large scale. The aftermarket segment is assured for the equipment maker. Revenue from sale of spare parts and post sales are baked into the subscription rate. Organizations should get used to this. Asset financing companies, either captive or third party, can act as intermediaries to cushion this and take care of the finance part. That way product makers can focus on the product and not worry about the finance part.

Jeff Kavanaugh:As we bring this to a close, it's important to take away some actionable items and what are some recommendations, two or three things, that leaders can do to make servitization successful for their company?

Ramachandran S:一个建议是不要停止与技术implementations. Instead, business leaders need to take a close look at technologies to fully benefit from them in the form of new business models like servitization. Servitization itself is an opportunity for ongoing deep customer engagement across the life of a product and not just stop with the one time sale of products. I think change management and agility are key ingredients too. There is change happening from all directions. Customer preferences are changing. Products are getting complex. Therefore, there is inflation in the price and they become unaffordable for many customer segments. So that's where business models like servitization will play a key role for manufacturers in the near future, if not already. Organizations that are agile and adopting chain will find servitization to be beneficial.

Jeff Kavanaugh:伟大的。Well, as we mentioned at the beginning, this is an important concept, topic. It is a full chapter in the upcoming book. Can you mention one more time the name of the book and when it's due to release and how people can find a copy?

Ramachandran S:The book should be ready for release towards the end of September, Jeff. The name of the book is Advances in Digital Manufacturing, published by Springer. The best place to know the latest status and pick up a copy is to follow IKI on social media specifically on LinkedIn. We will make sure to keep our followers and business leaders who share their valuable inputs with us updated on the status. We look forward to feedback from the readers after they get a chance to read it. Professor Thorsten from West Virginia University, Kishore Jayaraman, who's the Rolls Royce president for India and South Asia, Professor Kulwant Pawar from the University of Nottingham, Professor RK Amit from IIT Madras, Professor Vinit Parida from Lulea University in Sweden, and many more business leaders have been supportive of this book chapter. I wanted to take this opportunity to thank them for their valuable inputs. We will continue to collaborate with them on servitization as a topic.

Jeff Kavanaugh:You can find details on our show notes and transcripts at Infosys.com/IKI in our podcast section. Ram, thank you so much for your time and sharing your perspective on servitization.

Ramachandran S:It was a pleasure, Jeff. Thank you so much for having me on the show.

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