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  "documentTitle": "Rethinking the course to manufacturing’s future",
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      "text": "Our Methodology\n\nAccenture surveyed 552 experienced factory managers and engaged 15 heads of production in detailed qualitative interviews between August and December 2024. Those taking part in the survey and research represented automotive manufacturers, automotive suppliers, industrial machinery manufacturers, industrial equipment manufacturers, electrical equipment manufacturers, heavy equipment manufacturers, commercial aerospace manufacturers and commercial aerospace suppliers. The research covered factories ranging in scale from 100 workers to more than 5,000, and from locations in the US, Europe, China, India and Japan.\n\nWe focused our research on factory managers because of their vantage point and because they are the ultimate arbiters of whether their vision of the future will become a reality. These individuals are responsible for informing strategic corporate decisions and for translating those decisions into real-world operations.\n\nCompany examples that are not sourced are based on Accenture client experience.",
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      "text": "The real differentiators will be flexibility, sustainability and intelligence—qualities that will rest on a factory’s ability to move beyond traditional automation and embrace the seamless convergence of advanced robotics, data, AI and digital tools.",
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      "text": "What will the most competitive factories look like in 2040? The answer won't just be determined by cost efficiency and quality levels; in fact, high marks on both are table stakes. The real differentiators will be flexibility, sustainability and intelligence—qualities that will rest on a factory's ability to move beyond traditional automation and embrace the seamless convergence of advanced robotics, data, AI and digital tools.",
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      "text": "To outline the best path forward, we drew on our survey findings, coupled with our own client experience. Since the usual planning period for factories in our surveyed industries is about five to seven years, anything beyond that is generally thought of as a “vision.” Taking the vision of 2040 articulated by our survey respondents as our starting point, we set out to close the gap between what's in their sights in the next five to seven years, and what's beyond in terms of planning and actions.",
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      "text": "This report follows that structure. The first major section articulates the 2040 vision—what the factory of the future could look like. Subsequently, it outlines guardrails for the steps that factory managers need to take across four areas: Workforce, Automation, AI optimization and Digitalization. In each, the key is balancing near-term efforts with the foundational needs for the factory of the future.",
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      "text": "We call that state hyper-automation. It's a viable goal—in fact, it's the inevitable competitive path, according to the 552 factory managers who recently participated in Accenture's in-depth, global survey (see box, “Our Methodology,” for detail). However, getting there won't be easy, as most factories face a battery of challenges, including workforce shortages, complex brownfield environments and slow adoption of AI-driven processes.",
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      "text": "Today's opportunity to shape the future of manufacturing",
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