A Maturity Model for Assessing Industrial Performance Management. Case Study: a Painting Industry

¹ Laboratory of Industrial Technologies and Services, High school of technologies Sidi Mohamed Ben Abdallah University, Fez Morocco
² Laboratory of Computer Science, Systems, Processing of Information and Knowledge Savoie Mont Blanc University, BP 80439, 74944 Annecy, France
³ Industrial Engineering Department Pontificia, Universidad Javeriana, Bogota, Colombia

^* abdelaziz.ouazzanichahidi@usmba.ac.ma

Abstract

Nowadays, manufacturing industries are challenged by the mass customization needs, the increase of market competitiveness, the volatility of a globalized market and the high technological evolution. In front of these complex and multiple issues, industries must adapt to remain performant and to follow the digital transformation that the market is experiencing. This study deals with the wide topic of industrial performance management and its evolution regarding Industry 4.0 specifications. Indeed, many questions are asked in this context that concerns the “digital transformation” of the industrial system, highlighting the need of maturity models, i.e., models that could assess, as a preliminary step, the readiness of such systems to this transformation, believing that such an assessment will be the point of departure of all the potential evolution that could be allowed by Industry 4.0 tools and paradigms. The presented work will focus in particular on maturity assessment of the performance management of industrial systems. The suggested idea is to be inspired by a maturity model that is commonly used in software engineering, namely the "Capability Maturity Model Integration CMMI". In this sense, after a brief recall of the industrial performance management basis, the CMMI is introduced as well as its adaptation to the industrial performance management characteristics. A case study concerning a Moroccan SME paint company, whose submitted problem concerns the quality improvement of their product and the link between the control of the production lines and the achieved compliance rates, is then carried out. Some concluding remarks are finally proposed, regarding the relevance of the use of the CMMI, among other maturity models, and the actions to carry out for the performance management transformation.