SIRI Assessor Training Course

SIRI Assessor
Training Course
Assessment Matrix Guidebook

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SIRI Assessor Training Course SIRI Assessor Training Course

1. Introduction COMMENTS

The objectives of the Assessment Matrix Guidebook are

to serve as a reference for the Certified SIRI Assessor
(CSA) to solicit inputs on the current state of a factory/
plant, and to relate its current state to an appropriate
Band.

During the Evaluation phase, it is recommended that

the CSA refers to the sample ‘Guiding Questions’ to
initiate discussions among participants with relevant
questions. The discussion and information provided by
participants will assist the CSA to assess the factory/
plant’s current state and correspond it to the selected
Band’s description.

During the Analysis and Review phase, the CSA should

cross-check the inputs from the participants and
correlate the description for each Band across the
16 Dimensions. The sample ‘Guiding Statements’ are
developed as a reference for the CSA to validate the
collected information against the relevant Band.

All rights® reserved. No part of this document may be reproduced, stored in a retrieval system, or transmitted in any form or by any
means electronic, mechanical, photocopying, recording or otherwise without prior written permission.

pg 2 pg 3
SIRI Assessor Training Course
2. Assessment Matrix
Guidelines
DIMENSION 1: Process – Operations – Vertical Integration
Vertical Integration is the integration of the processes and systems
across all hierarchical levels of the automation pyramid within a facility to
establish a connected, end-to-end data thread.
Guiding Questions
1. How does the operations team manage and execute the information
flow across all hierarchical levels of the automation pyramid (i.e. from
the enterprise planning level to the field level)?
2. How are the resource planning and technical production processes
managed and executed (e.g. Production, Quality, etc.)?
3. How are the machines in the shop floor managed and monitored (e.g.
quality performance, operating status, etc.)?
4. How is the quality data collected and managed?
5. How is data collected and analyzed to optimize operations processes
across the automation pyramid? Please describe the processes and the
tools used.
DIMENSION 1: Process – Operations – Vertical Integration
Band Guiding Statements
0 1. Standard Operating Procedures (SOPs) such as work
instructions and production planning are not defined for the
resource planning and technical production processes
SIRI Assessor Training Course
COMMENTS 1 1. SOPs are defined to manage and execute the resource
planning and technical production processes via analogue tools
COMMENTS
(e.g. paper-based work instructions, lot traveller, etc.)
2. Manufacturing records and quality inspections data are
managed through paper-based systems (e.g. log book) and
manually transferred to analogue tools (e.g. excel sheet)
2 1. Operations Technology (OT) and Information Technology
(IT) systems (e.g. Manufacturing Execution System (MES),
Enterprise Resource Planning (ERP), Warehouse
Management System (WMS) , Quality Management System
(QMS), etc.) are used to manage and execute resource
planning and technical production processes
2. Manufacturing operations are performed using IT and
OT systems (e.g. MES, Distributed Control Systems
(DCS),
Human-Machine Interface (HMI), Supervisory Control and Data
Acquisition (SCADA), etc.)
3 1. Resource planning and technical production processes are
connected via standard communication protocol and data
transfer is seamlessly executed and managed in the operations
environment
2. The IT and OT systems are integrated into a unified
operations system. The management, transfer and execution of
data are performed digitally
3. Production status is tracked and traced via devices attached
to the machines (i.e. real-time condition monitoring). IT and OT
systems are transfer data in a real-time state
4 1. Work orders generated from a purchase order are directly
managed, verified, planned and transferred to the shop floor for
autonomous production
2. Resource planning and technical production processes
are managed and executed automatically through IT and OT
systems (e.g. Advanced Planning and Scheduling (APS))
pg 4 pg 5
SIRI Assessor Training Course
4 3. Automated digital data collection and production workflows
(i.e. production system rapidly determine delivery date
variances through real-time key performance indicators and
dashboards and inform the managers to adjust production
planning)
5 1. Assets on the shop floor are embedded with the industrial
ethernet, and analytical capabilities to autonomously obtain and
analyze insights from operational data
2. Enterprise and production system independently exchange
information for controlling and optimizing the operation
autonomously
3. Big data and advanced analytics are used to optimize
processes (e.g. predictive maintenance, etc.) and adapt to
anomalies within the production environment
DIMENSION 2: Process – Supply Chain – Horizontal
Integration
Horizontal Integration is the integration of enterprise processes across
the organization and with stakeholders along the value chain.
Guiding Questions
1. How does the supply chain team manage and execute the
information flows across the organization and with stakeholders along
the value chain (e.g. Sourcing, Purchasing, Supply Chain Management,
Logistics, etc.)?
2. How are the enterprise processes managed and executed within the
internal stakeholders (e.g. Supply Chain Management, Purchasing etc.)?
3. How are the enterprise processes managed and executed with the
external stakeholders (e.g. Distribution, Logistics and Customers)?
4. How is the supply chain data collected and managed?
5. How is data collected and analyzed to optimize the enterprise
processes (i.e. Supply Chain Management)? Please describe
the processes and the tools used.
SIRI Assessor Training Course
COMMENTS 6. How is data collected and analyzed to optimize the enterprise COMMENTS
processes (i.e. Supply Chain Management)? Please describe
the processes and the tools used.
DIMENSION 2: Process – Supply Chain – Horizontal
Integration
Band Guiding Statements
0 1. Standard Operating Procedures (SOPs) such as procurement
and sourcing are not defined for the enterprise processes
2. The communication with suppliers and customers is through
informal methods (e.g. phone call)
1 1. SOPs are defined to manage and execute the enterprise
processes via analogue tools (e.g. paper-based purchase order,
fax, ledger etc.)
2. Enterprise processes data (e.g. Sourcing, Purchasing, Supply
Chain Management, Logistics, etc.) are managed in analogue
tools (e.g. paper-based, excel sheets, etc.)
2 1. IT systems (e.g. ERP, Supply Chain Management (SCM)
System, etc.) are used to manage and execute
enterprise processes
2. Purchase orders and delivery orders are managed and
executed with suppliers via IT systems (e.g. e-Procurement)
3 1. Enterprise processes within the organization are integrated
via the enterprise platform (e.g. supply chain platform) and
transfer is seamlessly executed and managed in the supply
chain environment
2. Enterprise processes are integrated with external suppliers
and customers (i.e. Electronic Data Interchange (EDI))
pg 6 pg 7
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4 1. Enterprise processes are connected via standard
communication protocol and data transfer is seamlessly
executed and managed in the supply chain environment (e.g.
Supply Chain Control Network)
2. Robotic Process Automation (RPA) is used to automate the
enterprise workflow processes (e.g. Logistic Management,
Procurement, etc.)
3. Inventory and consumables are automatically managed and
executed by enterprise systems
5 1. The enterprise processes are managed autonomously
through connecting data within factories and enterprises both
on the premises and across external supply chain
2. Big data and advanced analytics are being used to
optimize processes (e.g. suppliers performance management
dashboard, etc.) and adapt to anomalies within the supply chain
environment
DIMENSION 3: Process – Product Lifecycle – Integrated
Product Lifecycle
Integrated Product Lifecyle is the integration of people, processes
and systems along the entire product lifecycle. It encompasses the
stages of design and development, engineering, production, customer
use, service and disposal.
Guiding Questions
1. How is the product lifecycle data managed and executed along the
processes from its initial conceptualization to its eventual removal from
the market (i.e design, engineering, manufacturing, customer use,
service, and disposal)?
2. Explain the processes and the tools used for each product lifecycle
process.
SIRI Assessor Training Course
COMMENTS COMMENTS
3. How is the product information managed and executed to all
stakeholders when there is a change to the specifications of the product
(e.g. R&D, Design, Engineering, Manufacturing, Customer Service,
etc.)?
4. How does the company engage customers and manage feedback in
the development of New Product Innovation (NPI)?
5. How does the company engage customers and manage feedback in
the utilization of products?
6. How is data collected and analyzed to optimize the product lifecycle
processes? Please describe the processes and tools used.
DIMENSION 3: Process – Product Lifecycle – Integrated
Product Lifecycle
Band Guiding Statements
0 1. Standard Operating Procedures (SOPs) for processes along
the product lifecycle (e.g. design data, document control, bill of
materials (BOM), etc.) are not defined
2. Processes along the product lifecycle are managed and
executed based on individual knowledge and experience
1 1. SOPs are defined to manage and execute the processes
along the product lifecycle via analogue tools (e.g. paper-based
design data, product design history records filing, etc.)
2. Design and engineering data are documented in analogue
tools (e.g. paper-based, excel sheets, etc.)
3. Communication across the departments is managed through
analogue tools (e.g. email, paper, etc.)
4. Customer feedback is managed through analogue tools (e.g
phone calls, email, etc.)
pg 8 pg 9
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COMMENTS
2 1. Digital tools (e.g. CAD system, CAM system, etc.) are used to
manage and execute processes along the product lifecycle (e.g.
R&D, Design, Engineering, Manufacturing, Customer Service,
etc.)
2. All information for processes along the product lifecycle is
stored in digital form
3. Management of changes across the product lifecycle
processes is executed via digital tools (e.g. Product Lifecycle
Management (PLM) system)
4.Customer feedback is collected and managed via digital tools
(e.g. Customer Relationship Management (CRM))
3 1. Product lifecycle processes are integrated via a product
lifecycle management platform, data transfer is seamlessly
executed and managed in the product design, development and
manufacturing environment
2. Processes across the product lifecycle are integrated with the
enterprise systems (e.g. ERP) and customer portal (e.g. CRM)
4 1. Product lifecycle management platform automatically
manages and executes the changes in product specifications,
and govern the workflows with stakeholders
2. Robotic Process Automation (RPA) is used to automate the
processes along the product lifecycle
5 1. Digital twin and Big data solutions are being used to analyze
and optimize within a product lifecycle environment
pg 10
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DIMENSION 4: Technology – Automation – Shop floor COMMENTS
Automation
Shop floor Automation is the application of technology to monitor,
control and execute the production and delivery of products and
services within the location where the production and management of
goods is carried out.
Guiding Questions
1. Describe the degree and flexibility of automation within the location
where the production and management of goods is carried out.
2. How does the shop floor team monitor, control and execute the
production processes (e.g. surface mount technology (SMT) line,
fabrication, assembly etc.)? Please describe the type of equipment,
machinery and computer-based systems used.
3. How does the shop floor team monitor, control and execute the
support processes (e.g. quality inspection, maintenance, warehouse
etc.)?
4. How is material handling executed in the shop floor production and
warehouse area? Please describe the type of equipment, machinery and
computer-based systems used.
5. How is the shop floor data (e.g. quality, OEE,
throughput, maintenance, etc.) collected and managed?
6. How does the equipment, machinery and computer-based systems
modify, re-configure and re-task autonomously based on the changes in
working conditions?
pg 11
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DIMENSION 4: Technology – Automation – Shop floor
Automation
Band Guiding Statements
0 1. Repetitive production and support processes are not
automated (e.g. manual lathe, manual assembly, etc.)
1 1. Repetitive production processes are partially automated (e.g.
CNC machine) with the assistance of equipment, machinery and
computer-based systems
2. Material handling in the production and warehouse areas are
executed manually (e.g. manual forklift, gantry crane, etc.)
2 1. Repetitive production processes are automated with
equipment, machinery and computer-based systems (e.g.
Surface Mount Technology production line, pick and place robot
in the assembly line, automated refinery, etc.)
2. Material handling in the shop floor and warehouse areas are
executed manually (e.g. manual forklift, gantry crane, etc.)
3 1. Repetitive production processes are fully automated (e.g.
fully automated robotics line)
2. Material handling is partially automated in the production
and warehouse areas (e.g. automated guided vehicles
(AGV), automated storage/retrieval system (AS/RS), etc.)
4 1. Repetitive production and support processes are fully
automated across the production and warehouse using
equipment, machinery and computer-based systems
2. Production processes are reconfigured autonomously based
on changing requirements
5 1. The equipment, machinery and computer-based systems are
integrated across other computer-based systems with the use of
analytics to self-optimize processes based on the changes in the
working environment
SIRI Assessor Training Course
COMMENTS DIMENSION 5: Technology – Automation – Enterprise COMMENTS
Automation
Enterprise Automation is the application of technology to monitor, control
and execute processes within the location where the administrative work
is carried out. These processes include, but are not limited to, sales and
marketing, demand planning, procurement, and human resource
management and planning.
Guiding Questions
1. Describe the degree and flexibility of automation within the location
where the administrative work is carried out. Examples of administrative
work are sales and marketing, demand planning, procurement, human
resource management and planning.
2. How does the enterprise team monitor, control and execute the
enterprise processes (e.g. accounts, sales, marketing, inventory
management, human resource, etc.)? Please describe the computer-
based systems used.
3. How is the administrative information (e.g. inventory, lead time,
delivery time, etc.) collected and managed?
4. How does the enterprise computer-based systems modify, re-
configure and re-task autonomously based on the changes in working
conditions?
DIMENSION 5: Technology – Automation – Enterprise
Automation
Band Guiding Statements
0 1. The enterprise processes are not automated
2. Supplier Management Processes such as procurement,
planning and invoices are communicated to the suppliers using
manual tools (e.g. telephone, fax, etc.)
pg 12 pg 13
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COMMENTS
1 1. The enterprise processes are partially automated through
assistance of basic analogue tools (e.g excel). Data entry is
done manually
2. Supplier Management Processes such as procurement,
planning and invoices are communicated to the suppliers by
basic analogue tools (e.g. email)
2 1. The enterprise processes are automated through workflow
-based computer-based systems (e.g. ERP). Data entry is
managed by computer-based systems
2. Supplier Management Processes such as procurement,
planning and invoices are communicated to the suppliers by
workflow based digital tools (e.g. SCM, CRM, etc.)
3 1. The enterprise processes are fully automated through
computer-based systems (e.g. robotic process automation
(RPA), etc). Data entry is managed by computer-based systems
2. Supplier Management Processes such procurement, planning
and invoices are managed automatically by workflow based
digital tools (e.g. Supply Chain Control Tower)
4 1. The enterprise processes are fully automated through
automated computer-based systems and could be re-configured
easily to adapt to the new requirements
2. Supply Chain Management system is able to adapt to
changing requirements and make necessary adjustments in
the overall procurement, planning and invoices processes
automatically
5 1. The enterprise systems are integrated across the shop floor
and facility systems with the use of analytics to self-optimize
processes based on the changes in the working environment
pg 14
SIRI Assessor Training Course
DIMENSION 6: Technology – Automation – Facility COMMENTS
Automation
Facility Automation is the application of technology to monitor, control
and execute processes within the physical building and/or premises
where the production area is located. These processes include but are
not limited to the management of HVAC, chiller, security, and lighting
systems.
Guiding Questions
1. Describe the degree and flexibility of automation within the physical
building and/or premises where the production area is located.
2. How does the facility team monitor, control and execute the facility
processes (e.g. heating, ventilation and air conditioning (HVAC), lighting,
compressor, chiller, water treatment, etc.)?
3. How does the facility team perform maintenance on equipment,
machinery and computer-based systems (e.g. HVAC, lighting,
compressor, chiller, water treatment, etc.)?
4. How is the facility data (e.g. energy consumption) collected and
managed?
5. How does the equipment, machinery and computer-based systems
modify, re-configure and re-task autonomously based on the changes in
working conditions?
DIMENSION 6: Technology – Automation – Facility
Automation
Band Guiding Statements
0 1. The facility processes are not automated (e.g. on/off switch,
silo-controlled compressor, etc.)
2. The information across facility processes are collected and
managed via manual tools (e.g. paper-based)
pg 15
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COMMENTS
1 1. The facility processes are partially automated (e.g. Heat,
Ventilation and Air-conditioning (HVAC) with the assistance
of equipment, machinery and computer-based systems (e.g.
programmable logic control (PLC) systems)
2. The information across facility processes is partially
collected and managed via basic analogue tools (e.g. excel)
2
1. The facility processes (e.g. dust collector, pH monitoring, air
compressor, heater, water treatment, etc.) are automated via the
Building/ Facility Management System (BMS)
2. The information across facility processes is partially
collected and managed with digital tools (e.g. sensor, SCADA,
etc.)
3 1. The facility processes are fully automated and monitored
by equipment, machinery and computer-based systems (e.g.
Building Management System (BMS)
2. The information across facility processes is automatically
collected and managed with digital tools (e.g. sensor, SCADA,
etc.)
4 1. The facility processes that are fully automated using
equipment, machinery and computer-based systems are able to
re-configure to adapt to the new requirements
5 1. The facility systems are integrated across the shop floor and
enterprise systems with the use of analytics to self-optimize
processes based on changes in the working environment
pg 16
SIRI Assessor Training Course
DIMENSION 7: Technology – Connectivity – Shop floor COMMENTS
Connectivity
Shop floor Connectivity is the interconnection of equipment,
machines and computer-based systems to enable communication and
seamless data exchange, within the location where the production and
management of goods is carried out.
Guiding Questions
1. How does the shop floor team collect and retrieve shop floor data
(e.g. downtime, quality, maintenance, machine availability, etc.)?
2. How do equipment, machinery and computer-based systems
exchange information (e.g. job order status, cycle time, etc.)?
3. Describe and elaborate the type of communication protocol
implemented in the equipment, machinery and computer-based systems
(e.g. Fieldbus, Industrial Ethernet, Transmission Control Protocol/
Internet Protocol (TCP/IP), etc.)?
4. Describe and elaborate the security protocols (e.g. VPN, firewall,
DMZ, etc.) implemented in equipment, machinery, and computer-based
systems.
5. Describe the accessibility of equipment, machinery and computer-
based systems data on a real-time basis (e.g. remote monitoring).
6. How does the existing network configure and accommodate
any modifications made to the existing equipment, machinery and
computer-based systems?
DIMENSION 7: Technology – Connectivity – Shop floor
Connectivity
Band Guiding Statements
0 1. Equipment, machinery and computer-based systems are in
stand-alone mode and are not connected to the local IT network
2. No interaction or exchange of data between the equipment,
machinery and computer-based systems
pg 17
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1 1. Equipment, machinery and computer-based systems are
connected to the local IT network via a communication protocol
(e.g. Fieldbus, VLAN, etc.)
2. Information is transferred through a central data server
(e.g. manufacturing specifications are transferred through a
common server to the CNC machines)
2 1. Equipment, machinery and computer-based systems
interact and exchange information with the central production
monitoring and control systems (e.g. SCADA, MES, etc.)
2. Equipment, machinery and computer-based systems
exchange information with one another using standard
communication protocol (e.g., MT connect XML-based
standard, OPC UA, etc.)
3 1. Equipment, machinery and computer-based systems interact
and exchange information via a common encrypted network
platform (e.g. OPC Unified Architecture, DMZ, VLAN, etc.)
2. Penetration tests and risk assessments are regularly
performed, and Secure Sockets Layer (SSL) encryption is
used to secure the equipment, machinery and computer-
based systems
1. Equipment, machinery and computer-based systems
4
exchange information in real-time via wireless communication
(WIFI). Information can be accessed remotely (e.g. mobile
phones and tablets) using Application Program Interface (API)
2. When a parameter deviation is detected on the shop floor,
the shop floor or support team is immediately deployed to
troubleshoot remotely
3. Information from the shop floor is autonomously transferred
(e.g., order tracking via RFID) to the equipment, machinery and
computer-based systems on a real-time state
4. Data across the shop floor could be accessed on a real-time
state at any given location
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COMMENTS 5 1. The existing network could be configured and accommodate COMMENTS
any modification to the equipment, machinery and computer-
based systems (e.g. collaborative robot (COBOT) or plug-and-
play automated guided vehicle (AVG) into existing systems)
2. Scalable and platform-independent communication interface
to exchange information across various systems
DIMENSION 8: Technology – Connectivity – Enterprise
Connectivity
Enterprise Connectivity is the interconnection of equipment, machines
and computer-based systems to enable communication and seamless
data exchange, within the location where the administrative work is
carried out.
Guiding Questions
1. How does the enterprise team collect and retrieve enterprise data
(e.g. delivery schedule, sales forecast, demand planning etc.)?
2. How do computer-based systems exchange information between
the different enterprise processes (e.g. sales order, demand forecast,
product specification, purchase order, supply chain planning, etc.)?
3. Describe and elaborate the type of communication protocol
implemented in the computer-based systems for the exchange of
information with internal and external stakeholders.
4. Describe and elaborate the security protocols (e.g, VPN, firewall, DMZ,
etc.) implemented in computer-based systems.
5. Describe the accessibility of computer-based systems data on a real-
time basis (e.g. remote monitoring).
6. How does the existing network reconfigure and accommodate any
modifications made to the existing computer-based systems?
pg 18 pg 19
SIRI Assessor Training Course SIRI Assessor Training Course

DIMENSION 8: Technology – Connectivity – Enterprise COMMENTS COMMENTS

5 3. Scalable and platform-independent communication interface
Connectivity
to exchange information across various systems
Band Guiding Statements

0 1. Computer-based systems are in stand-alone mode and are
not connected to the local IT network
2. No interaction or exchange of data between computer-based
systems
1 1. Computer-based systems are connected to the local IT
network via a communication protocol (e.g. TCP/IP, etc.)
DIMENSION 9: Technology – Connectivity – Facility
Connectivity
Facility Connectivity is the interconnection of equipment, machines
and computer-based systems, to enable communication and seamless
data exchange, within the physical building and/or land plot where the
production area is located.

2. Information is transferred through a central data server (e.g. Guiding Questions

supply chain team can access the inventory level through a
connected server)
2 1. Computer-based systems interact and exchange data with
the enterprise platform (e.g. integrated enterprise platform)
3 1. Computer-based systems interact and exchange information
via a common encrypted network platform (e.g. integrated
enterprise platform)
2. Penetration tests and risk assessments are regularly
performed, and Secure Sockets Layer (SSL) encryption is
used to secure computer-based systems
1. How does the facility team collect and retrieve facility data (e.g.
energy consumption, compressor performance, etc.)?
2. How do equipment, machinery and computer-based systems
exchange information (e.g. clean room specifications)?
3. Describe and elaborate the type of communication protocol
implemented in the equipment, machinery and computer-based
systems (e.g. Fieldbus, Industrial Ethernet, Transmission Control
Protocol/Internet Protocol (TCP/IP), etc.).
4. Describe and elaborate the security protocols implemented in
equipment, machinery and computer-based systems.

4 1. Enterprise systems interact and exchange information in real-

5. Describe the accessibility of equipment, machinery, and computer-
time with internal and external stakeholders in real-time state
based systems data on a real-time basis (e.g. remote monitoring).
2. When a parameter deviation is detected on the enterprise,
the administrative or support team is immediately deployed to 6. How does the existing network reconfigure and accommodate any
troubleshoot remotely modifications made to the equipment, machinery and computer-based
systems?
3. Data across the enterprise could be accessed on a real-time
state at any given location

5 1. The existing network can be configured and accommodate

any modification to the computer-based systems

2. Fully integrated end-to-end planning system, comprising

real-time information along the entire value chain from sales
forecasts to production planning and logistics

pg 20 pg 21
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DIMENSION 9: Technology – Connectivity – Facility
Connectivity
Band Guiding Statements
0 1. Equipment, machinery and computer-based systems are in
stand-alone mode and are not connected to the local IT network
2. No interaction or exchange of data between the equipment,
machinery and computer-based systems
1 1. Equipment, machinery and computer-based systems are
connected to the local IT network via a communication protocol
(e.g. Fieldbus, VLAN, etc.)
2. Information is transferred through a central data server (e.g.,
temperature, humidity, compressed air, etc.)
2 1. Equipment, machinery and computer-based systems interact
and exchange information from central facility management
system (e.g. BMS, SCADA, PLC etc.)
2. Equipment, machinery and computer-based systems
exchange information with one another using standard
communication protocol
3 1. Equipment, machinery and computer-based systems interact
and exchange information via a common encrypted network
platforms
2. Penetration tests and risk assessments are regularly
performed, and Secure Sockets Layer (SSL) encryption is
used to secure the equipment, machinery and computer-
based systems
4 1. Equipment, machinery, and computer-based systems can
interact and exchange information in real-time via wireless
communication (Wi-Fi). Information can be accessed remotely
(e.g. mobile phones and tablets) using Application Program
Interface (API)
2. When a parameter deviation is detected on the facility, the
facility or support team is immediately deployed to troubleshoot
remotely
SIRI Assessor Training Course
COMMENTS COMMENTS
4 3. Data across the facility could be accessed on a real-time
state at any given location
5 1. The existing network can be configured and accommodate
any modification to the equipment, machinery, and computer-
based systems
2. Scalable and platform-independent communication interface
to exchange information across various systems
DIMENSION 10: Technology – Intelligence – Shop floor
Intelligence
Shop floor Intelligence is the processing and analysis of data to optimize
existing processes and create new applications, products, and services
within the location where the production and management of goods is
carried out.
Guiding Questions
1. How does the shop floor team process and analyze the shop floor
data (quality, machine performance, etc.)?
2. How do the equipment, machinery, and computer-based systems
detect and respond to anomalies?
3. How do the equipment, machinery, and computer-based system
notify the operators when there is parameter deviation, and provide
information on the possible causes?
4. How do the equipment, machinery, and computer-based systems
predict potential deviations from specifications or limits?
5. How do the equipment, machinery, and computer-based system
autonomously execute the decision based on the changes in full
operating conditions?
pg 22 pg 23
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DIMENSION 10: Technology – Intelligence – Shop floor
Intelligence
Band Guiding Statements
0 1. IT and OT systems are not used in the shop floor
1 1. IT and OT systems are used for data processing
2. Equipment, machinery and computer-based systems relay
messages based on PLC settings
2 1. Equipment, machinery and computer-based systems
generate an alert automatically in the event of a deviation from
defined target parameters
2. Digital dashboards for production performance visualization
and to notify operators of deviations from predefined
parameters (e.g. machine stoppage, poor quality, changeover
duration, etc.) based on captured PLC data
3 1. Equipment, machinery and computer-based systems identify
deviations and provides root cause analysis (e.g. condition-
based monitoring)
2. Implementation of a Statistical Process Control (SPC)
module to alert the operators in the event of deviation from the
required specification and provide the root cause analysis
4 1. Equipment, machinery, and computer-based systems predict the
future state of assets and systems using data analytics (e.g.
Predictive Maintenance, Predictive Planning, etc.)
2. Application of a time-series data analytics solution for robots
predictive maintenance by actively analyzing the multiple data
sets through IoT sensors
5 1. Equipment, machinery, and computer-based systems can
diagnose problems and predict future states using advanced
analytical techniques (e.g. AI, predictive analysis, natural
language processing, machine learning, etc.) and autonomously
execute decisions to adapt to changes in working conditions
SIRI Assessor Training Course
COMMENTS DIMENSION 11: Technology – Intelligence – Enterprise COMMENTS
Intelligence
Enterprise Intelligence is the processing and analysis of data to
optimize existing administrative processes and create new applications,
products and services.
Guiding Questions
1. How does the enterprise team process and analyze the enterprise
data (e.g. customer feedback, finance, supply chain, etc.)?
2. How do the computer-based systems detect and respond to
deviations?
3. How do the computer-based systems notify the relevant personnel
parameter when there is parameter deviation, and provide information
on the possible causes?
4. How do the computer-based systems predict potential deviations
from specifications or limits?
5. How do the computer-based systems autonomously execute the
decision based on the changes in full operating conditions?
DIMENSION 11: Technology – Intelligence – Enterprise
Intelligence
Band Guiding Statements
0 1. Computer-based systems are not in used in the enterprise
1 1. Computer-based systems are used for data processing
2. Computer-based systems perform tasks based on a defined
set of rules
2 1. Computer-based systems can generate an alert automatically in
the event of a deviation from defined target parameters (i.e.
delays in shipment, alert for missing target financial targets, etc.)
2. Digital dashboards for KPI visualization and to notify the
relevant personnel of potential deviations (e.g. target vs. actual)
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3 1. Computer-based systems (e.g. ERP, CRM, etc.) identify
COMMENTS
deviations and provides root cause analysis (e.g. delay in
shipment due to custom clearance)
2. Implementation of financial reporting system modules to
alert the relevant personnel during an event deviation from the
required specifications and provide root cause analysis
4 1. Computer-based system predicts the future state of assets
and systems using data analytics (e.g. market demand,
forecasting, supply chain planning, etc.)
5 1. Enterprise computer-based system diagnose problems,
predict future states using advanced analytical techniques (e.g.
AI, Big data analysis, etc.) and autonomously execute decisions
to adapt to changes in working conditions
DIMENSION 12: Technology – Intelligence – Facility
Intelligence
Facility Intelligence is the processing and analysis of data to optimize
existing processes and create new applications, products and services
within the physical building and premises where the production area is
located at.
Guiding Questions
1. How does the facility team process and analyze the facility data (e.g.
compressor, security, electricity, etc.)?
2. Describe how do the equipment, machinery and computer-based
systems detect and respond to anomalies?
3. How do the equipment, machinery and computer-based system notify
the relevant personnel when there is parameter deviation, and provide
information on the possible causes?
4. How do the equipment, machinery and computer-based systems
predict potential deviations from specifications or limits?
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5. How do the equipment, machinery and computer-based systems COMMENTS
autonomously execute decisions based on the changes in full operating
conditions?
DIMENSION 12: Technology – Intelligence – Facility
Intelligence
Band Guiding Statements
0 1. IT and OT systems are not used in the facility
1 1. IT and OT systems are used for data processing
2. Equipment, machinery and computer-based systems relay
messages based on PLC settings
2 1. Equipment, machinery and computer-based systems
generate an alert automatically in the event of a deviation from
defined target parameters (e.g. error in the compressor output)
2. Digital dashboards for production performance visualization
and to notify operators of deviations from predefined
parameters (e.g. machine stoppage, overheating, high HEPA
count, etc.) based on captured PLC data
3 1. Equipment, machinery and computer-based systems identify
deviations and provide root cause analysis (e.g. condition-
based monitoring)
2. Implementation of a building management system and
the application of data mining techniques to alert the
relevant personnel in the event of deviation from the required
specifications and provide root cause analysis
4 1. Equipment, machinery and computer-based systems predict
the future state of the assets and systems using data analytics
(e.g. predictive analytics based on the particle count alert for
cleanroom system)
2. Advanced digital process control systems (e.g. BMS) with
IoT enabled sensors to monitor, analyze and predict energy
consumption in real-time
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COMMENTS
5 1. Equipment, machinery, and computer-based systems
diagnose problems, predict future states using advanced
analytical techniques (e.g. AI, predictive analysis, natural
language processing, etc.) and autonomously execute decisions to
adapt to changes in working conditions
DIMENSION 13: Organization – Talent Readiness –
Workforce Learning & Development
Workforce Learning and Development (L&D) is a system of
processes and programmes that aims to develop the workforce’s
capabilities, skills and competencies to achieve organizational
excellence.
Guiding Questions
1. Describe the workforce learning and development processes for all
the employees in the company.
2. How are the training programmes for employees being identified?
3. Describe the feedback process before and after the training
completion. How are the training programmes being restructured and
improved based on the stakeholders’ feedback?
4. Describe your current workforce digital capability, skills and
competencies.
5. How integrated is the learning and development curriculum with the
business objectives in Industry 4.0 transformation?
6. How is the learning and development curriculum being constantly
revised based on the latest technology trends?
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DIMENSION 13: Organization – Talent Readiness – COMMENTS
Workforce Learning & Development
Band Guiding Statements
0 1. There is no formal learning and development curriculum to
onboard and train the workforce
2. The skillsets for the employee are acquired through informal
methods (e.g. observation, verbal communication, etc.)
1 1. There is a formal learning and development curriculum to
onboard and train new employees (e.g. On Job Training)
2. The training for employees is only limited to the skills required
to perform their own task
3. There is an annual structured training programme developed
for all employees
4. There is a structured skills competency matrix
2 1. The company has a structured learning and development
curriculum in place for employees
2. The company adopts continuous learning that upskills the
workforce on the new Industry 4.0 skillsets (e.g. data analytics,
Big data, etc.)
3 1. The company has a continuous learning and development
curriculum for the enhancement and expansion of employees’
skillsets
2. The learning and development curriculum is aligned with
the organizational objectives, and the company’s strategy and
governance
3. There is a career development pathway defined for all the job
functions in the company
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4 1. The company regularly analyzes the skill gaps of the
employees
2. The effectiveness of training programmes is being measured
and evaluated
3. The training programmes are restructured and improved
based on the stakeholders’ feedback
5 1. The learning and development curriculum is being reviewed
and revised regularly to incorporate requirements for future
skillsets
2. The company have formed partnerships with academic
institutions, technology providers, suppliers and customers to
accelerate the workforce’s digital capabilities
DIMENSION 14: Organization – Talent Readiness –
Leadership Competency
Leadership Competency refers to the readiness of the management
core to leverage the latest trends and technologies for the continued
relevance and competitiveness of the organization.
Guiding Questions
1.What is the level of management knowledge in terms of Industry
4.0 technology and trends (e.g. Big data, Cloud Computing, Machine
Learning (ML), etc.)?
2. Explain the difference between Industry 3.0 and Industry 4.0.
3. How does the management team identify and implement the Industry
4.0 concepts and technologies in the company?
4. Describe the Industry 4.0 projects implemented and the benefits
generated for the company.
5. How does the leadership team revise its digital transformation
framework accordingly based on the latest technology trends?
SIRI Assessor Training Course
COMMENTS DIMENSION 14: Organization – Talent Readiness – COMMENTS
Leadership Competency
Band Guiding Statements
0 1. The management team is unfamiliar with the most recent
trends and technologies (e.g. Industry 4.0, Big data, Machine
Learning (ML), etc.)
2. The management team is unable to describe the difference
between Industry 3.0 and Industry 4.0
1 1. The management team has limited knowledge of the latest
technology trends and its potentials
2. The awareness of the latest Industry 4.0 trends and
technologies is through ad-hoc channels (e.g. news, magazines,
etc.)
2 1. The management team understands the concepts of Industry
4.0 and is informed of the technologies (e.g. Digital Twin,
Machine Learning, etc.) that can be implemented
2. The management team is able to explain and describe the
benefits (e.g. cost reduction, productivity improvement, etc.) for
Industry 4.0 implementation
3 1. The management team is fully informed and has an
Industry 4.0 strategy to transform the company. However,
they are dependant on external partners on the advisory and
implementation of the Industry 4.0 concepts and technologies
2. The management team is working with external partners (e.g.
consulting firm, system integrator, solution providers, etc.) for
the implementation of the identified Industry 4.0 strategy in the
company
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4 1. The management team can apply the latest concepts to
enable improvements for more than one area of the business
2. The management team has successfully implemented the
pilot Industry 4.0 trial solutions in operations and can scale the
solutions to other business functions
3. Industry 4.0 knowledge enhancement team is established to
share the latest Industry 4.0 projects and success stories to all
employees
4. The company is recognized as an Industry 4.0 champion
within the industry and community
5 1. The employees are given autonomy to suggest and develop
Industry 4.0 initiatives
2. There is a digital transformation office setup with clear
ownership, roles and accountability
3. The management team proactively adapts its organizational
transformation framework based on the changing Industry 4.0
trends
DIMENSION 15: Organization – Structure & Management
– Inter – and Intra – Company Collaboration
Inter - and Intra- Company Collaboration is the process of working
together, through cross-functional teams and with external partners to
achieve a shared vision and purpose.
Guiding Questions
1. How are the communication and information shared across the
functional and cross-functional team? Please describe the process.
2. How are the communication and information shared across the
external partners (e.g. suppliers, customers, etc.)? Please describe the
methods.
3. How are formal channels being established in the company to work
on tasks and projects? Please describe the methods.
SIRI Assessor Training Course
COMMENTS COMMENTS
4. How are the teams being empowered by the organization to share
resources and work on tasks and projects?
5. How are the risks, responsibilities and rewards shared across cross-
functional teams and with external partners upon the delivery of tasks
and projects?
DIMENSION 15: Organization – Structure & Management
– Inter – and Intra – Company Collaboration
Band Guiding Statements
0 1. Teams work in silos and there is no communication between
teams
2. Communication and collaboration with the teams or external
partners happen on a casual, ad-hoc basis
1 1. Periodic meetings (e.g. tool box meeting, quality
improvement team meeting, etc.) are scheduled and conducted
within and across the teams
2. The updates and discussions of meetings are articulated
through emails or newsletters
3. There are standard operating procedures (SOPs) established
for communication with external partners (e.g. suppliers,
customers, etc.)
2 1. Teams are formed across the business functions to achieve
common tasks and projects together
2. The company use digital tools and platforms (e.g. project
management or process management tools, etc.) to facilitate
collaboration across teams
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COMMENTS
3 1. The teams have the mandate to alter or adjust certain
obligations and responsibilities, to reduce the barriers for
cooperation on joint tasks and projects
2. The procurement team is empowered by the organization
to develop initiatives together with different teams to generate a
demand forecast and planning for accurate inventory
management
3. The quality team is empowered by the organization to
collaborate with suppliers to improve the quality of raw
materials
4 1. The teams have the mandate to commit resources to both
discrete and longer-term tasks and projects
2. Risks, responsibilities and rewards are partially shared
between the teams for the delivery of tasks and projects
3. The employees are empowered to make decisions among
cross-domain teams in order to achieve the organization’s goals
5 1. The teams can be formed with flexibility and agility to
address problems that arise
2. Risks, responsibilities and rewards are predominantly shared
across the teams for the delivery of cross-functional projects
3. The teams are coordinating with suppliers in real-time
through remote systems for the implementation of projects.
Cost savings and benefits are shared with suppliers
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DIMENSION 16: Strategy and Governance COMMENTS
Strategy and Governance is the design and execution of a plan of
action to achieve a set of long-term goals. It includes identifying priorities,
formulating a roadmap, and developing a system of rules, practices and
processes to translate a vision into business value.
Guiding Questions
1. Does the company have the intention to establish a Factory/ Plant-of-
the-Future? Is it identified as part of the organization’s strategy?
2. Has the company developed or is developing a roadmap to establish
a Factory/Plant-of-the-Future? Please describe the roadmap and action
plans developed.
3. How does the company engage the employees on the initiatives
being developed to establish the Factory/Plant-of-the-Future?
4. What are the pilot initiatives being implemented in the company?
Please describe the pilot initiatives implemented.
5. Once the pilot initiative has been implemented successfully, how
does the company scale it to other areas?
6. How is the long-term strategy and governance to establish a Factory/
Plant-of-the-Future being refreshed and updated based on the latest
technology trends?
DIMENSION 16: Strategy and Governance
Band Guiding Statements
0 1. The company has no intention to establish a Factory/Plant-
of-the-Future and it is not identified as part of the organization’s
strategy
1 1. The company has an intention to establish a Factory/Plant-
of-the-Future and it is identified as a strategic focus in the
company’s current or future plans
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2 1. The company has formalized a long term strategy and COMMENTS

governance to establish the Factory/Plant-of-the-Future

2. The company has identified the priorities and formulated a

roadmap to establish the Factory/Plant-of-the-Future

3. The roadmap and action plans have been shared with staff
across all levels of the organization

4. Strategy or Industry 4.0 case studies are shown and

witnessed

3 1. The strategy and governance model to establish the Factory/

Plant-of-the-Future has been put into action

2. The company has started to roll out pilot initiatives in certain

functional areas

3. The company has a dedicated team to identify and review

milestone completions and target achievements against
timelines

4 1. The pilot initiatives are implemented successfully and scaled

up to include other secondary areas

2. The company has a dedicated team to identify the

opportunities for scaling the successful pilot initiatives to other
secondary areas

5 1. The strategy and governance model is being reviewed,

refreshed and updated by the management team to incorporate
the latest advancement in technology

2. All lessons learned are documented and considered for future

investments and strategies

pg 36 pg 37