Industry 4.0 Magazine by GB Media & Events Ltd.

THE MAGAZINE FOR THE FOURTH INDUSTRIAL REVOLUTION

issue no. 6 - NOVEMBER 2018

IN THIS ISSUE Britain’s 4IR Opportunity An overview and assessment

Industry Focus – Automotive Digitalisation and the Future

Leadership and Skills

Inspiring the next generation

AR/VR in Industry 4.0 New realities of Manufacturing

Britain’s Manufacturing Future. We’re here to enable it The Factory of the Future is coming to Britain soon and we’re here to help make it happen. British businesses are already taking their first steps to remain competitive in a world where customers demand customised products, faster delivery and shorter lead times. As leaders in drive and control solutions, we offer the digital solutions you need to maximise the opportunity of Industry 4.0. The Factory of the Future is more than just a vision, so join us on our journey Now. Next. Beyond.

WE MOVE. YOU WIN. www.boschrexroth.co.uk/FOTF

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Industry 4.0 magazine

Thank you for reading The 6th edition of The Industry 4.0 Magazine. In this issue we take an in depth look at Britain’s 4IR Opportunity and the UK Government’s Made Smarter Review. The UK Manufacturing industry has differing views on the digitisation of manufacturing – we look at how the UK government and sector organizations can enable UK companies to understand and adapt to Industry 4.0. In our Industry Focus feature we have written about the UK’S automotive sector and how advanced technologies such as digital twins and VR and AR are transforming the industry. We look at the area of Leadership and skills as the digital and the real worlds are brought closer together, so the disciplines of IT and Engineering become more intertwined – giving rise to the notion of “the Digital Engineer”. Our new Industry 4.0 TV youtube channel has proven to be extremely successful and we continue to provide coverage of new technologies from exhibitions across our industry. The channel can be viewed on www.youtube.com/c/Industry40TV Thank you for reading The Industry 4.0 magazine and we look forward to receiving feedback and contributions from our readers. Kind regards,

THE INDUSTRY 4.0 MAGAZINE IS PUBLISHED MONTHLY BY GB MEDIA AND EVENTS - ORGANISERS OF THE INDUSTRY 4.0 SUMMIT PUBLISHER Gary Gilmour EDITOR Pav Baghla TEAM Matthew Pearsall Digital Manager Joe Illsley Designer All Editorial and advertising Enquiries to Digital@gbmediaevents.com +44 (0) 207 9932300 +44 (0)1642 438225 GB Media & Events, Wilton Centre, Redcar, North Yorkshire, TS10 4RF. GB MEDIA & EVENTS LIMITED GB Media and Events Limited is a company registered in England and Wales with company number 10114934 /Industry40news JOIN OUR INDUSTRY 4.0 NETWORK ON LINKEDIN linkedin.com/groups/8646038 www.industry40.news

Pav Baghla Editor The content of this magazine does not necessarily express the views of the Editor or publishers. The publishers accept no legal responsibility for the loss arising from information in this publication. All rights reserved. No part of this publication may be producted or stored in a retrieval system without the written consent of the publishers.

Britainâ&#x20AC;&#x2122;s 4IR Opportunity An overview and assessment

Leadership and Skills Inspiring the next generation

Industry 4.0 and the importance of Product traceability The scope for parts and raw materials traceability

INDUSTRY 4.0 TV Show Reviews

Industry Focus â&#x20AC;&#x201C; Automotive Digitalisation and the Future

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AR/VR in Industry 4.0 New realities of Manufacturing

Industry 4.0 Summit 2019 Participant Focus

BRITAIN’S 4IR OPPORTUNITY An overview and assessment

The opportunities for the UK presented by the Fourth Industrial Revolution are considerable and wide ranging. The direction is clear, but the path is sometimes obscured by a lack of accurate information about potential and by a lack of imagination to fulfil the vision. Industry, being dependent on investment, social and commercial constraints, moves along at different speeds and incorporates several different elements – some technologically advanced and some not – in the same facility. Whereas integration of automation implies a unity of systems as well as purpose, the reality does not always live up to the practicalities, let alone the dreams. That is where Government guidance and investment can help with the assistance and approbation of industry associations and research groups.

Britain pioneered the first industrial revolution, bringing with it significant social and economic change. As the ninth largest manufacturing country by output, Britain has the potential to be a leader in 4IR, Lorraine During, Business Environment Policy Advisor, EEF points out. The UK’s productivity performance may have flat-lined over the past decade, but 4IR is playing a key role in improving this performance, as well as preparing for the economy that we hope and expect to have. “Issues with digital connectivity, data security, staff skills, interoperability of technologies and lack of a culture towards change could prevent UK manufacturers from taking full advantage of the opportunities to improve productivity that 4IR presents. So, the transformation of the UK manufacturing sector will require multifaceted change and support from government, industry and other supporters of the sector such as technology providers, finance providers, business owners and outsourced support,” she explains.

Contrary to what some think, the first step in automation doesn’t have to be about making large investments in technology. “Companies can lay the foundations to prepare their companies for automation through methods such as giving IT a more strategic business planning role, changing company culture to enable openness towards change, and adopting a visionary approach to leadership. It is also important for companies to seek out best practice, and for those using the technologies successfully to share this best practice.” Engaging with organisations such as the Knowledge Transfer Network and the Advanced Manufacturing Research Centre can be useful in beginning the 4IR journey. “There has been some positive progress from government in recent months in areas such as delivering the full fibre digital infrastructure that 4IR will depend on. The Made Smarter campaign, and the recently announced Made Smarter Commission are key to harness the expertise necessary to improve 4IR take up across the manufacturing sector.

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“There has been some positive progress from government in recent months in areas such as delivering the full fibre digital infrastructure that 4IR will depend on.”

The Made Smarter Pilot in the North West has been good in helping SMEs in the area to use industrial digital technologies throughout their manufacturing processes and supply chains. The two future pilots in the North West and Cornwall will hopefully make similar progress. Challenges set in the Industrial Strategy Challenge Fund (ISCF) such as Robotics and Artificial Intelligence are also useful in helping to address the lack of understanding about the benefits of new digital technologies. The announcement in this year’s budget that there will be funds set aside for Made Smarter in the ISCF is important in the UK’s 4IR journey, and something that EEF has been campaigning for. This could be instrumental in helping to improve awareness of the benefits of 4IR as well as developing new methods of improving manufacturing productivity.”

However, more still needs to be done. For example, government must deliver a skills system that ensures lifelong learning and retraining. The planned National Retraining Scheme should focus on supporting existing employees to up-skill and re-skill in a way that can help them to be able to develop the skills needed to use these technologies, particularly to support those individuals whose jobs may be at risk of automation and wider digitisation. She says their vision is increased use of industrial digital technologies and techniques as part of the manufacturing processes and supply chains will boost productivity, with optimised use of resources. As the manufacturing industry continues to move towards the production of high-value goods and services and invest in new digital technology, the skills of the UK workforce will also evolve. Technological change will create higher level roles which are likely to attract higher wages, benefitting those employees who are able to build on their skill-sets to fill these roles.

BRITAIN’S 4IR OPPORTUNITY Lynne McGregor, Innovation Lead, High Value Manufacturing at Innovate UK said: “The fourth industrial revolution (4IR), or ‘industry 4.0’ has the potential to create impressive, new and sometimes unimaginable business opportunities for those who are innovative and agile. “Using digital technologies such as artificial intelligence, connected supply chains, sensor technologies and automation, makes companies more agile and better equipped to recognise opportunities and respond quickly to the quick pace of changing consumer demands, supplier conditions and technology innovations. “The use of these technologies across value chains will not only boost productivity for the companies and sectors involved, but for the entire UK economy. “Innovate UK and its partners have been working together for several years to develop and support companies with the adoption of digital manufacturing technologies. UK manufacturers are increasingly aware of the need to continually monitor and update their facilities and processes to increase efficiency, quality and remain competitive in a changing global economy. The encouragement of Government and agencies such as EEF and Innovate UK is not confined to investment, but includes the information, guidance and training required to take advantage of the opportunities presented. This also means taking the advice of the experts.

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The Government-commissioned independent report, The Made Smarter Review included three main recommendations. 1. Adoption: building a national digital ecosystem to be more visible and effective acceleration of the innovation and diffusion of industrial digital technologies. “This includes a National Adoption Programme to be piloted in the North West, focused on increasing the capacity of existing growth hubs and providing more targeted support. Critical to the success of our recommendations will be the upskilling of a million industrial workers to enable digital technologies to be adopted and exploited through a single Industrial Digitalisation Skills Strategy.” 2. Innovation: refocusing the existing innovation landscape by increasing capacity and capability through 12 Digital Innovation Hubs, eight large-scale demonstrators and five digital research centres focused on developing new technologies as part of a new National Innovation Programme. In addition, 3. Leadership: “Establishing a national body, the Made Smarter UK (MSUK) Commission, comprising industry, government, academia, further education, and leading research and innovation organisations, which would be responsible for developing the UK as a leader in industrial digitalisation technologies and skills, with a mandate to develop the UK’s own Industry 4.0 domestic and global brand.”

Video:

Juergen Maier, Chief Executive, Siemens UK what Industry 4.0 means for Britain

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BRITAIN’S 4IR OPPORTUNITY

Video:

Lynne McGregor of Innovate UK talks about how technology can enable the 4th industrial revolution

Professor Juergen Maier in his foreward said, “My call to action is now for government and the business community to come together and embrace these proposals. I believe they represent a very positive agenda that we can all get behind, especially in these times of economic and political uncertainty. Focusing on the long-term challenge of the new industrial revolution will bring us together as a nation and make our country more prosperous. I very much look forward to the opportunity of helping the UK take a much stronger role in the Fourth Industrial Revolution as we get to work and take these recommendations forward.” The Government seems to be responding to the recommendations positively. McGregor reports that, “In the Autumn Budget last week the Chancellor announced further support for research and development in this area when he announced funding of up to £121 million for Made Smarter to support the transformation of manufacturing through digitally-enabled technologies through the Industrial Strategy Challenge Fund. Further details of this will be announced in due course.” Key to industry strategy is understanding that the challenges presented by the 4IR are not a negative, but the stepping stones to opportunity.

www.eef.org.uk www.linkedin.com/company/eef www.twitter.com/EEF_Insights www.gov.uk/government/organisations/innovate-uk www.linkedin.com/company/innovateuk www.twitter.com/innovateuk www.siemens.com/uk/en/home.html www.linkedin.com/company/siemens www.twitter.com/Siemens 8

INDUSTRY FOCUS - AUTOMOTIVE Digitalisation and the future

The Automotive industry is often seen as a “bell weather” industry in terms of both the performance of the economy and technology innovation. Understanding how it is realising the potential of Industry 4.0 technologies offers valuable insights for us all.

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SMMT Digitalisation of the UK Automotive Industry

According to a report commissioned by SMMT and produced by KPMG, by fully embracing digitalisation, the automotive sector stands to gain £6.9bn every year by 2035. The cumulative total benefit to the economy could be £74bn by 2035. 9

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Credit: SMMT www.smmt.co.uk/reports/the-digitalisation-of-the-uk-automotive-industry

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SMMT International Automotive Summit 2018 - Mike Hawes, chief executive, SMMT

Chief Executive of the SMMT, Mike Hawes, has emphasised the dramatic changes affecting the sector: “Technology is creating a host of opportunities which allow for new innovations and the development of cleaner, more efficient and safer vehicles. The rapid development of the digital economy is changing consumer expectations and old business models are being adapted, changed and even scrapped as a result. And political change is creating new challenges for the automotive sector as the UK prepares for its withdrawal from the European Union. In the face of all this change, the primary objective of the automotive sector stays the same – to remain globally competitive.” 10

INDUSTRY FOCUS - AUTOMOTIVE

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Technology Leaders in Automotive The automotive sector is often characterised as being highly automated – images of robotic machinery on production lines come freely to mind. Compared to many industries, it is true the automotive sector is significantly automated. However, this isn’t true across the board, on every process, or across every aspect of the supply chain. Nor does it necessarily mean the automotive industry is a particularly early adopter of new technologies. The values involved in even the smallest delay to a production line mean automotive production can be a very risk-averse industry.

The lifetime of a line The average lifetime of a production line in the automotive sector is eight years. This is the typical point at which a vehicle model will be retired and replaced with a new model and a requisite new line commissioned. Since most lines are of a relatively new build – usually no more than eight years old – most of the lines are already “smart” and feature a high degree of automation. Nevertheless, Phil Hadfield, the UK Sales Manager for Rockwell Automation’s Utilities and Transport Team, argues there remain significant opportunities for the Automotive sector to leverage Industry 4.0 technologies to greater effect.

“Industry 4.0 technologies are all about harnessing information and presenting it to the right hands in the right form,” Hadfield explains, “in many respects this is already on the boil in the automotive sector. But while it might be being captured, some organisations are not doing much with it – so there are still opportunities to use data more effectively to inform better real-time decisions.”

Technology opportunities for the sector Alongside this high-level information piece, Hadfield says there are two other key elements of Industry 4.0 where he sees huge potential for the sector. “At the moment, the hot topic is digital twins. In the automotive sector, businesses are already investing in digital twin technology; we have a number of active digital twin projects underway with automotive manufacturers,” Hadfield tells Industry 4.0 magazine. “Looking further forward, I think augmented reality will offer huge potential. Although we are engineering solutions with MS HoloLens, for example, it’s not being deployed widely on the shopfloor yet. I expect this is something that will grow massively moving forward.” The key advantage that augmented reality offers is around the ease of delivering information, according to Hadfield. While MES and MIS systems are long-established in the sector, the current work to improve real-time information

could be even more valuable if paired with this type of solution. “The pay-off is the reduction of localised, fixed windows on the process, such as the existing shopfloor HMIs. It’s a natural progression to, instead of having an iPad, have augmented reality glasses. And delivering real-time process, predictive maintenance and equipment data direct to operators’ smart glasses will empower users to access relevant information much more easily.” Empowering shopfloor workers to make better decisions and to plan and execute maintenance more effectively is extremely valuable in an industry where even just a short delay to a line can have massive cost implications. 11

CASE STUDY Enhanced digital Andon production-issue reporting solution delivers actionable data for better decision making at Toyota Motor Manufacturing (UK) Ltd. TMUK has two manufacturing plants in the UK employing over 3,200 people. Representing a total investment in excess of £2.2 billion, the vehicle manufacturing plant is located at Burnaston in Derbyshire and the engine manufacturing plant at Deeside in North Wales. The first car, a Carina E, drove off the Burnaston production line in 1992.

Originating from the word for a paper lantern, Andon – which in English translates to ‘sign’ or ‘signal’ – is a term that refers to an illuminated signal which notifies others of a problem within the quality-control or production streams. It is a means of highlighting a problem as it occurs in order to immediately countermeasure the issue and prevent re-occurrence.

The Burnaston plant is the sole manufacturer of the Avensis model and the sole European manufacturer of the Auris and Auris Hybrid. The plant comprises a single assembly shop – which produces both models – and within this facility a number of information technology solutions are deployed to collate and deliver a wide variety of production management data.

It was the intention of TMUK to refresh its current Andon systems through a phased programme of hardware and application replacement and modernisation.

These IT solutions are used as the communication framework for a number of production programmes and philosophies, which underpin Toyota’s impressive worldwide manufacturing efficiency reputation. One such programme is the company’s Andon solution, which allows line operators to call for management help or temporarily stop the production line if they spot something that they perceive could have a detrimental effect on vehicle quality.

For this upgrade project, Toyota appraised a number of technologies from different vendors and approached Rockwell Automation to develop the new solution based on more up-to-date and open technologies. The existing Line Andon System comprised a number of technologies from multiple vendors and included a reporting system that was also made up of a mixture of systems and software suites. The new solution was to be made up of three core elements: a Line Andon system; a Real Time Andon reporting system; and hourly reporting and shop display boards.

The new Line Andon System is delivered by a number of stations (specific to each line) running FactoryTalk® View Station Site Edition (SE) on six physical PCs, but using video extender cables to connect to multiple monitors mounted above the line in full view of the operators and their supervisors. This system provides pull or line-stop indication to production line team leaders, giving them the ability to respond to team members’ concerns and avoid extended line stops. The new system gathers data from the line-control panels (LCP) for immediate reflection on local display screens as well as ensuring that data extracted from the LCPs is also made available for extraction, for use by the Real Time Andon and other systems. The Real Time Andon System uses virtual servers for FactoryTalk Historian Site edition (SE) running in conjunction with RSLinx®, FactoryTalk® VantagePoint® and Microsoft SQL servers. Relevant information from these servers can then be displayed on various client PCs as web reports and on the large shop display boards that are located at strategic points around the assembly shop.

TMUK now has a Digital Andon System that delivers exactly what it needs in terms of accurate, pertinent real-time operational information to both the line-side operators and their supervisors; speeding up the time taken to recover from a stop and to identify the root cause. In addition, the Historian functionality gives them the ability to predict where problems may occur and take preventative action. “The Rockwell Automation engineers are easy to work with,” says Alastair Moore, Section Manager Assembly Engineering at TMUK, “and the mutual respect means that both sides are willing to listen to each other... We are looking to expand the system into other areas and factories and then potentially into other countries such as France, with any improvements and lessons learnt from these projects being rolled back to us.”

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Digital Twins It isn’t only predictive maintenance that can power incremental improvements. Rockwell Automation is already working with customers to create and leverage digital twins of existing production lines to identify opportunities to improve the process. “In this industry, a half-second improvement to the Takt time can represent a revenue increase into the millions of pounds per year,” Hadfield says, “But in complex environments such as a car assembly line, it can be hard to trace the bottlenecks. Using a digital twin for analysis gives you an opportunity to stand back and identify the root cause of the problem. Very often the source is a different cell to the one where the effect is being felt.”

A new strategic partnership The potential of augmented reality technologies is one reason for Rockwell Automation’s recent investment in and strategic partnership with software company PTC. PTC’s highlevel Thingworx digital solution and Vuforia augmented reality solutions will complement Rockwell Automation’s existing software and hardware portfolio to provide one of the most comprehensive Industry 4.0 solutions for the automotive sector.

In addition to creating digital twins on “brownfield” sites, the company is also working on digital twins for “greenfield” sites. A digital twin can be created right at the inception of a new line, before the physical line is built. Engineers can then identify any flow issues or other potential problems or bottlenecks in the digital environment. “We can even digitally commission the line,” says Hadfield, “so much of the equipment has already been commissioned in the digital environment. This gives us an opportunity to iron out issues upfront and very quickly get the new line up and running. Compressing the time it takes to develop the line delivers huge cost savings. Then, once it moves into production, the digital twin shadows the real line, so we can continue to explore possibilities for improvement.” Hadfield acknowledges that some of the major opportunities from Industry 4.0 technologies for the automotive sector will be felt by the consumer – in terms of vehicle design and incar technologies. The most dramatic change affecting the sector is the move to electric vehicles. Producing the new vehicles will be require huge changes to the existing manufacturing infrastructure and lines will look very different. The prospect of using digital twins to optimise the development of these new lines could deliver massive competitive advantage for forward-thinking manufacturers.

INDUSTRY FOCUS - AUTOMOTIVE

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Video:

SolidWorks Tutorial #181: Cola Bottle

Developing the customer experience Hadfield says, at the same time, the long-term future of Industry 4.0 technologies in the automotive sector offers a massive opportunity to improve on the customer experience. Harnessing plant-side information to offer customers the opportunity to track their vehicle through the plant almost moves us back to the experience Rolls Royce customers would have enjoyed a hundred years ago. As well as being able to personalise their vehicle, consumers could see exactly who is working on it. Already, after the vehicle moves off the line, new connectivity pulls information from vehicles

to aid monitoring, maintenance and lifecycle management, prompting users to upgrade services or head to the dealership for a service. The move towards completely autonomous vehicles will bring even greater cultural change, predicts Hadfield. “We’ve reached the point where technology is no longer the limiting factor,” he says. “The only limiting factor is our imaginations.”

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The Future of Automotive Manufacturing Automation company COPA-DATA has a strong record in the automotive sector, counting Audi, BMW, Hyundai Rotem, Mini and Volkswagen amongst its customers.

Video:

Driving Digital Transformation for Smart Factories & Smart Cities

COPA-DATA points out that as well as facing some of its biggest-ever challenges through the advent of autonomous driving, electric vehicles, and car sharing, digitalisation is revolutionising automotive production at a breath-taking rate. At the same time, new players are entering the market and putting pressure on the major manufacturers with disruptive ideas and innovations. However, while COPA-DATA recognises that Industry 4.0 and the transition that is taking place in the automotive industry does bring challenges it argues, at the same time, manufacturers will gain huge opportunities.

The Increasing Importance of Ergonomics Dominik Hellinger, the consultant with responsibility for Technical Excellence in Automotive for COPA-DATA, makes the point that the improved ergonomics of industrial and production systems will be an important step towards Industry 4.0. “In the past, the ergonomic aspects of visualisation and the processing of data received very little attention… the focus was firmly on the ability of the system to run. In future, however, a focus on ergonomics will be unavoidable due to the changing nature and increasing complexity of production environments.” 16

This additional complexity in automotive production is being driven by changing customer expectations and a drive towards greater customisation. Greater customisation options for consumers require changes to the way in which production lines are organised and, consequently, for the software solutions designed to facilitate their operation.

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Tightly Meshed Processes and Systems Historically, automotive manufacturers have relied on flexible production and capacity management to manage model diversity as well as minimising the capital tied up in inventory. Lean production principles have been an important way to solve these challenges. Paired with “just in time” processes, they have ensured efficient manufacturing operations and supply chains. Purchasing, logistics and manufacturing are tightly meshed together so that the right components and materials are provided to each production stage at the right time.

It is this tight meshing of processes and systems, and the “just in time” delivery model that is raising such concerns over the impact of the Brexit withdrawal agreement on the sector – as well as fears over what a “no deal” scenario could mean.

From Just in Time to Just in Sequence All industries feel the pressure to deliver even greater productivity improvements in order to maintain competitive advantage. In automotive, this pressure is exacerbated by the increasing complexities of greater customisation – forcing an enhancement of the “just in time” model. Hellinger says, “Manufacturers have enhanced the JIT concept further, developing the justin-sequence (JIS) principle – also known as the ‘pearl chain’ process.” This sequential process requires the coordination of multiple sources and production arrangements with all parts needed for each work step provided in the correct order. Making sense of this increased complexity is what is driving the desire for improved system ergonomics, explains Hellinger.

“The data should be filtered and processed by the production system, meaning the user receives only essential and relevant information. The advantages of this are that no unnecessary information can sway decisions that a user makes, and the user is given a better overview of the process. The filtered information must be displayed in a way that allows the user to interpret and analyse information effortlessly and unambiguously.”

www.rockwellautomation.com www.linkedin.com/company/rockwell-automation www.twitter.com/ROKAutomationUK www.ptc.com/en www.linkedin.com/company/ptc www.twitter.com/PTC www.copadata.com www.linkedin.com/company/copa-data-headquarters www.twitter.com/copadata Find out more: www.copadata.com/en/process-control-system/automotive 17

Leadership and Skills

Inspiring the next generation

Addressing the Skills Challenge of Industry 4.0 Technology is only part of the Industry 4.0 story. The technological innovation is also driving and exposing a widening skills gap. How can organisations respond? A lot has been said about the jobs of the future – how soft skills will become more important as intelligent machines take on logical and repetitive work. According to CBRE, by 2025, fifty percent of the jobs of 2015 will no longer exist. Industry 4.0 technologies and approaches are a big part of the changing nature of work; requiring new skillsets of individuals and across organisations.

Skills to Create Competitive Advantage “Industry 4.0 isn’t just about buying a brand-new widget, it’s about how you exploit that and create a competitive advantage from it that’s important,” explains Jim Davison, Network Director at the EEF. The first learning hurdle is understanding where the opportunities are, Davison says. As a result, the EEF is doing a lot of work with its members to educate around how to align the available Industry 4.0 technologies with the strategic direction of the business. “For most organisations, some of these initiatives will require retraining, some recruiting, some a mix of the two,” Davison admits.

Like many organisations involved with training for industry, to meet the challenge, EEF is adapting its own training capabilities to help its members gain the skills of the future. “The traditional mechanical and electrical engineering skills are no longer enough on their own,” says Davison. “You need those skills and more. We need to prepare people for the whole area around the connected factory and the connected supply chain.”

Leadership and Skills

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The Digital Engineer As the digital and the real worlds are brought closer together, so the disciplines of IT and Engineering become more intertwined – giving rise to the notion of “the Digital Engineer”. Last month, we saw how Universities are adapting their Engineering course structures to take account of new and emerging skills requirements to ensure the next generation of students graduate as digital engineers. But this still leaves a skills shortfall in the short term. Neil Lewin, Learning and Development Consultant at industrial control and automation company Festo, makes the point, “Sixty-five percent of the 2030 workforce has already left education. How do we upskill these people?” It’s a challenge Festo is seeking to address through both its existing learning infrastructure and a new Festo Didactic initiative.

As with EEF, the Festo approach begins with educating users about the potential of Industry 4.0 technologies and exploring how they can support organisational objectives. This can then be supplemented with the opportunity to get hands-on practical experience with key Industry 4.0 technologies and explore what is possible. Through Festo Didactic and its modular Cyber Physical Factory systems, CP Factory, organisations can gain a vision for the future that will help to get people onboard with the Industry 4.0 journey. This is important, Lewin points out, because, “No initiative can succeed without buy-in.”

Are you Industry 4.0 ready? To support its one-day and two-day exploratory workshops, Festo has a quick quiz on its website to help you assess whether you are Industry 4.0 ready. Take the quiz: https://ip.festo-didactic.com/I4.0QuickCheck

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Qualification for Industry 4.0 with the CP Factory

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Festo Scharnhausen technology plant

The Factories of the Future While leaders in the connected factory space, such as Festo and Siemens, have the capital budgets and in-house capabilities to design and build their own Industry 4.0 lines and factories to explore and exploit the new technologies, this isn’t possible for most organisations. Davison says the challenge to help the other companies in the supply chain who don’t have the same budgets or skills is one with which EEF is currently grappling. It’s a challenge to which Neil Lewin at Festo is also sensitively attuned. Festo has hosted many organisations at its Scharnhausen Technology Plant, a working factory which doubles as a showcase for Industry 4.0 solutions. “At our Scharnhausen Technology Plant, new operators get familiar with the CP learning system before moving next door onto the production line. It runs side by side with the real factory so operators can hop off the line

for a session on the training equipment,” explains Lewin. “With Festo’s modular CP Factory systems, we are aiming to give smaller organisations a similar opportunity.” To achieve this, Festo is working with Universities across the UK to establish CP Factory installations that can showcase technologies more locally. Interested organisations can also purchase individual CPF components to use and apply knowledge on a small scale before the technologies appear in the factory. Through this, Festo is seeking to solve the problem of “where organisations can go to train for the factories of the future”.

Find out more: www.festo-didactic.co.uk/gb-en/learning-systems/ learning-systems-for-industry-4.0/?fbid=Z2IuZW4uNTUwLjE3LjIwLjE3ODM

Leadership and Skills

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Mind the Gap Lewin makes the point that, even before Industry 4.0, engineering in the UK was dealing with a huge skills shortage. “In the UK, we were already lagging behind in terms of mechanical and electrical engineering working as one,” Lewin says, “Now, Industry 4.0 is now adding a new set of skillsets to the mix. The biggest gap is the need for engineers with a good understanding of IT.” It’s a view with which Davison concurs. He argues that, here in the UK, the Industry 4.0 skills gap is overlaid by two further skills challenges. First, a historical underinvestment in the necessary industrial skills. Second, the potential for Brexit to disrupt the supply of skilled and semi-skilled workers. “We have a demographic challenge to contend with,” Davison says, “in the mid 80s and early 90s, as an industry, we stopped investing.

You see people retiring or in their early fifties coming up to retirement, then there’s a big gap before you start seeing younger faces again. This gap clearly illustrates the investment – or lack of it – government and industry has made over the decades. We now face the demographic challenge of how to replace the people who are retiring.” “Equally there is the issue of skills with Brexit. It isn’t only high-skilled people we need; we need medium-skilled people too – particularly if you overlay that with the ambition of developing domestic skills. The lead-time for that is five to ten years, what are we going to do as a country in the interim?”

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Huge Opportunities in the Longer Term While expressing concern about the need to look for creative ways to solve the skills gap problem in the short term, Davison stresses the longer-term opportunities. The need to replace a retiring skills base is an opportunity as well as a threat. “We don’t want to replace like with like,” he tells us, “Yes, you need to understand how to make things, how to engineer things, but we also need that digital understanding. And this digital piece has made the profession more interesting to people who might otherwise not have considered it.” It’s an opportunity that Neil Lewin at Festo experiences on a monthly basis through Festo’s active schools’ engagement programme. “Industry 4.0 has the power to make a career in engineering appeal to the younger generation,” Lewin says. “It has knitted the world they know with the practical world of engineering. When we go out into the schools, the students and the teachers are enthusiastic about it.”

Lewin acknowledges he’s battling a lot of misconceptions about the shopfloor being a “dirty” environment, a generation of teachers who have had little exposure to the world of engineering themselves, and schools in which cuts have meant good metal and wood-working workshops were ripped out years ago. However, the focus of industry and university leaders, as well as initiatives such as the Catapult centres, is helping to attract more homegrown talent into engineering. Lewin says, “Industry 4.0 is already attracting young talent and helping engineering change its image.”

Inspiring the Next Generation of Engineers Festo is sponsoring the Mechatronics stream at the WorldSkills UK show. The event runs at Birmingham’s NEC from 15th to 17th November 2018. It is the nation’s largest skills and careers event, and the Mechatronics stream will feature a full suite of Festo Didactic’s Industry 4.0 Cyber Physical Factory systems. As well as inspiring a new generation of workers, the show celebrates the best of UK talent. WorldSkills UK will be identifying skill-eligible students and apprentices to join its training programme and compete at WorldSkills, the world’s largest international skills competition, known as the “Skills Olympics”, in 2021. Find out more: www.worldskillsuk.org/book

www.festo.com www.linkedin.com/company/festo-didactic-inc www.twitter.com/didactic

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Contact Gary Gilmour, Event Director | +44 (0)1642 438 225 | info@industry40summit.com | |

Contact Gary Gilmour, Event Director +44 (0)1642 438 225 info@industry40summit.com Contact Gary Gilmour, Event Director | +44 (0)1642 438 225 | info@industry40summit.com

AR/VR IN INDUSTRY 4.0

New Realities of Manufacturing

We have always needed a way of peering into our manufacturing processes and its delivery but have lacked the technology until recent times. Now the means, such as provided by augmented and virtual reality (AR & VR), can add considerable reach to monitoring, inspection, maintenance, training, fine-tuning and safety. There are applications of virtual reality in robotics, workplace simulation for health and safety as well as inspection and simulation of a real environment for training and education. Augmented reality, meanwhile, is being applied to product design, assembly lines, manufacturing, materials handling, service and maintenance. Maintenance at large scale can be difficult without proper monitoring, which can be achieved by AR identifying problems within the structure of a machine.

Etienne Guillemot, CEO of AMA Xperteye, is confident about their place in industry. “VR and AR are going to enable humans to be more efficient, to collaborate and interact remotely and to have data accessible very fast,” he asserts. His company, AMA Xperteye, creates a remote collaboration solution for smart glasses, enabling humans to collaborate and interact remotely.

Smart manufacturing Automation has been well established in the manufacturing world Since the 1950s. “As robotics, cobotics and other technologies such as AI/machine learning advance, automation will continue to drive greater levels of output and productivity in industry,” Daqri’s Chief Operating Officer, Paul Sweeney predicts. “Increasingly, AR is being used to interface to automated production environments, as it provides a powerful means for human operators to carry out preventative and predictive maintenance on such automated lines, in addition to better accessing and executing maintenance and inspection checks and identifying trends which need to be monitored.”

VR and AR are key tools for training workers, accelerating the time to productivity, Sweeney explains, “AR also serves as a means to accelerate time to task completion and to decrease task error rate during actual task execution. All of this provides a huge opportunity to companies who adopt this technology.”

Remote Assistance “Remote Assistance (where two people share AR and typically an expert user can help another to proceed beyond an obstacle or problem) is perhaps the most prevalent use of AR Wearables today, as the ROI can be immediately seen - particularly in field services - where being able to connect with an expert through ‘you see what I see’ type 2 way communications can save the need to send support team onsite, giving the end user quicker response times and saving the supplier travel costs.” Sweeney’s company, DAQRI, designs and manufactures DAQRI Smart Glasses, which are professional-grade, safety-certified AR glasses along with DAQRI WORKSENSE - an AR productivity suite for the workplace. “These tools enable a workforce to start to use AR to carry out a number of functions such as viewing 3D models, dense-mapping / scanning an indoor environment, create and view AR work instructions, create and view AR Tags placed in the real-world environment, in addition to online AR sharing and collaboration,” he says. Technical Pre-Sales Executive and VR expert at EON Reality, Steve Bowden, sees AR and VR as perfect technologies to help support Learning, Training and Performing in the work space. “Company’s equipment, in fact entire production lines, can be duplicated with Digital Twins that can be interacted within a Virtual Environment. This can help staff learn about equipment before seeing the physical device, train on specific procedures and processes in a safe environment, and then improve performance by assisting them directly in the field with augmented instruction and guidance.” EON Reality has a long history of working with AR and VR technologies. Experience which created the AVR Platform and a suite of AR and VR products that can support the Learn, Train, Perform paradigm above.

“Products include: CreatorAVR, which can give learners the opportunity to learn about new technologies on their smart devices enabling learning to take place anywhere. The awardwinning Virtual Trainer immerses the learner in a virtual environment that faithfully recreates the real-word environment and equipment. Enabling them to practice and be assessed on complex and potentially dangerous tasks without any risk. The learner can be supported by a remote trainer who can guide them through the tasks step by step. In addition, trainer-less learning is also enabled through the use of a virtual smart tablet and environmental prompts. AR Assist enhances in field Performance, utilising wearables to give the field operative up-to-date information and access to remote experts that can guide them through unfamiliar processes. “Digital Twins can potentially communicate with simulated or real-time systems, this means that the digital twin can faithfully reproduce behaviour as it happens giving the user instant feedback. This can help optimise production processes before the physical production line is built, highlighting any potential issues early and enabling new process to be defined. Staff can be trained in production process, while the production line is still being built, reducing the time it takes to get a new production line operational.” 25

industry 4.0 Issue no 6 - November 2018

AR/VR IN INDUSTRY 4.0

The future of AR and VR The full potential of the technology has yet to be realised but is not hard to discern. AR & VR extend the reach of the manufacturer inside and alongside the product and their uses are set to continue and be utilised even more in the future. “AR will definitely be heavily used in industrial workplaces and will become more ubiquitous in everyday life as 5G rolls out and miniaturisation continues apace, making wearables smaller and more acceptable to wear in everyday environments,” predicts Sweeney. “After Industrial workplaces, we believe that AR will next be used in prosumer type applications (crossover between workplace and personal usage - such as high-end hobby or craft usage), making its way eventually to consumer applications (such as home DIY and car repair).” Bowden also believes AR and VR are going to become more prevalent in every walk of life: “VR technologies are becoming more affordable and accessible, both in the form of mass market head mounted displays (HMDs) and in large scale display systems, such as TVs and projectors. This could see these technologies built into the fabrics of building, both commercial and residential. Enabling more and more people to leverage the technology.

Video:

Xpert Eye Use Case in industry

AR wearable devices will become as ubiquitous as mobile phones seamlessly giving everyone the information they need when they need it.” Guillemot believes that within the next decade, AR and VR will be everywhere, whether in industry, healthcare, defence: “In ten years’ time, when we will look back, people will wonder how we used to work without such essential technologies.” This huge leap forward in knowledge and expertise has evolved to such an extent that it will never be possible or desirable to return to a pre-4IR state. It is something upon which, industry is increasingly dependent. The technology is available today and new applications are currently being explored. Industry is enriched by change and as it progresses fresh opportunities for the development of supporting technologies arise all the time.

Issue no 6 - november 2018

AR/VR IN INDUSTRY 4.0

industry 4.0

Video:

Capabilities of DAQRI Smart Glasses

www.amaxperteye.com www.linkedin.com/company/ama-xperteye-ltd.-londonwww.twitter.com/amaxperteyeinc www.eonreality.com www.linkedin.com/company/eon-reality www.twitter.com/EONRealityInc www.daqri.com www.linkedin.com/company/daqri www.twitter.com/DAQRI

Industry 4.0 and the importance of Product traceability The scope for parts and raw materials traceability

With the roll-out of Industry 4.0 and the industry’s new take on digital tools such as the Internet of Things and big data manipulation, the scope for parts and raw materials traceability has widened considerably. Early adoption is now an essential step on the road to full Industry 4.0 implementation, as Pryor Marking’s Alastair Morris explains.

the importance of product traceability Raw materials, parts and finished product traceability practices have traditionally been the province of highly regulated operations that are legally bound to demonstrate compliance, such as the pharmaceuticals, aerospace and automotive sectors. Now, as a much wider industrial base wakes up to the promise of Industry 4.0 and its impact on manufacturing economics and logistics, traceability issues have taken on much greater significance for companies operating at every stage along the supply chain. Traceability has always been a vital aspect of pharmaceuticals production and the supply of military, aerospace and automotive components which carry real risk of harm to end users not to mention supplier reputation - should a product have been compromised during the manufacturing process. However, Industry 4.0 sets a higher priority for traceability among more mainstream manufacturers; efficient production methodologies demand an unbroken, fully connected supply chain along which participants are able to track not just the movement of parts and materials in real time, but the history of their manufacture, the processes involved and the sources of the raw materials used in that manufacture.

With the evolution of Industry 4.0 and its requirements for the efficient collection and dissemination of manufacturing data, traceability is becoming an essential element of the manufacturing process, no matter at which level it happens to be deployed within the supply chain. Tracking individual parts throughout the entire supply chain’s manufacturing processes and beyond into distribution and the after-market are critical to the functioning of highly-automated ‘smart’ factories, cyber-physical production systems and interconnected supply chains that define the Industry 4.0 manufacturing operation.

the importance of traceability

Issue no 6 - november 2018

industry 4.0

The ‘smart’ factory or cyber-physical production system proposed by Industry 4.0 requires endto-end ICT based integration of production systems, from factory floor automation to the enterprise-resource planning system. In this seamless, paperless production environment where human interventions are infrequent or non-existent, parts identification and tracking will fundamentally underpin the operation. While manufacturers across all sectors to some extent track parts and material flow to aid planning and provide a relatively simple parts traceability capability, these processes often involve time-consuming administrative tasks standalone systems that are labour-intensive and which certainly do not provide the fast and efficient traceability solutions demanded by Industry 4.0. In today’s smart factories, it is more likely to be the production assets – not human operators – that determine capacities and product flow based on all manner of inputs from the supply chain and customer communities. For this to work, production machines must have an effective means of communicating with raw materials and parts in order to identify them and their origins from within the factory, as well as their onward destination following machining, an assembly operation or other manufacturing process. Industry 4.0 requires every component to be individually identifiable and located wherever it happens to reside within the supply chain. Information regarding origin, storage, state and location of materials, components and products must be instantly retrievable.

As well as providing the history or current status of a part, such comprehensive tracking of parts and components provides the basic tools for operational analysis, suggesting alternative and more efficient production paths and processes. So, as Industry 4.0 practices are embedded and the need to implement the accompanying integrated parts and materials tracking capability becomes more urgent, how are industries with little experience of, or investment in, traceability systems able to cope? Fortunately, as Industry 4.0 has rolled out among key enterprises across the world’s manufacturing economies, the necessary developments in coding and marking technologies have kept pace, and what was once considered the exclusive preserve of specialist manufacturers is now available to a much broader range of industries that seek to embrace Industry 4.0. High quality, readable coding and efficient data capture are essential elements of parts traceability. The process starts with a marking device that applies a unique and permanent identification (ID) tag to the part, which can be a barcode – typically in 2D or data matrix formats – or permanent readable texts and images. This is accomplished using a dot marking (peening) technique, which ‘prints’ text, lines or images on components as a series of closely spaced dot indentations, or by laser marking, which offers a non-contact alternative to dot marking to provide a high contrast mark on a wide variety of surfaces and substrates.

industry 4.0 Issue no 6 - November 2018

the importance of traceability

Once the part enters a sequence of machining or other processing stages its ID is captured in real time by a machine vision system and recorded on a centrally located server. This data is correlated with production planning systems, process by process to ensure no steps are missed, and that they are completed in the right order, thus accumulating a manufacturing ‘history’ for the part. When a part reaches an assembly cell, for example, it is scanned and checked against a bill of materials to confirm that it has arrived at the correct location, and that the appropriate assembly process is followed. At this stage, the part can be said to have full traceability thanks to the tracking of its unique identifier through various stages of manufacturing, enabling quality issues to be identified ahead of further assembly or finishing operations. While the sophisticated traceability systems of the past were costly to install and maintain, smaller systems such as those described above can prove particularly cost effective. Moreover, the security and peace of mind that a manufacturer will gain from ensuring traceability of parts through the whole manufacturing process will likely overcome any reticence that the manufacturer may have investing in such a system. One such system that marks components with a unique ID, then tracks them using advanced traceability software is available from the marking, identification and traceability solutions specialist, Pryor Marking Technology.

Manufacturing information, such as the timed progress of a component as it moves along the line, can be ‘logged’ against this unique ID to reveal process bottlenecks, as described above. Software packages are now available that can fully automate the marking process, network production sites and collate production data on a truly global scale. This software, used in conjunction with unique identification marks on each component and a reliable means of scanning these marks, aids quality control procedures and ensures that components are presented in the correct sequence for assembly or onward despatch to other locations for further processing. Traceability also offers significant advantages to production engineers tasked with analysing the events that may have ultimately led to a product recall. By tracking individual parts and storing a variety of production related parameters, it is possible to identify exactly how, when and where a problem occurred at the earliest opportunity. Speedy identification spots issues before they turn into major problems and could also mean the difference between recalling an entire month’s production and simply changing individual faulty parts. Industry 4.0 is a prime driver for the wider adoption of component tracking, data capture and networking, and as the technology is now more affordable it has become more accessible for smaller scale enterprises, and there is every advantage to gain from adopting these new ways of working, whatever the product and regardless of the size of the manufacturing operation.

Issue no 6 - november 2018

the importance of traceability

industry 4.0

Video:

Company Overview Pryor Marking Technology

About Pryor Marking Technology Pryor Marking Technology is a world leader in the manufacture and design of both traditional and innovative marking, identification and traceability solutions. Founded in 1849 in Sheffield, UK, a hub of manufacturing and the birthplace of stainless steel, the companyâ&#x20AC;&#x2122;s success is built on providing solutions for all manufacturing industries, with extensive expertise in aerospace and automotive standards.

Operating from sites in the UK, USA, France and India, Pryor serves an extensive customer base, supported by a comprehensive distributor network in countries across the globe

www.pryormarking.com www.linkedin.com/company/pryor-marking-technology www.twitter.com/PryorMarking

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Omron Industrial Automation is a leading manufacturer of technologically advanced automation products and worldwide supplier of application expertise. It is part of the global Omron Corporation, which has been anticipating and fulfilling social and industrial needs since 1933. With an annual turnover of $6.6bn and 39,000 employees, offering products and services in over 110 nations and regions, Omron’s has an extensive global network to meet the needs of our customers. Omron’s portfolio of automation products, which includes control, motion, robotics, visualistion, software, sensing, safety, machine vision & panel components provides a complete solution for manufacturers. Utilising common communication architectures between all devices, Omron provides seamless connectivity and simplified solutions for migrating information from the automation to IT environment, enabling us to realise the evolution to the smart, “connected factory”. To assist manufacturers, Omron has launched its i-Automation programme, which is intended to provide manufacturers with a consistent, reliable way of ensuring they can meet both consumer demands and the changing needs of industry. i-Automation is based on three ‘i’s - integrated, intelligent and interactive. Together these three pillars can combine to provide manufacturers with the highest levels of quality, sustainability and operational excellence that will help meet any future demands. Manufacturers face many challenges when moving towards an agile and flexible production environment. It is only when they are confident of meeting both the demands set by consumers and the markets that they can begin the journey to truly flexible manufacturing and the ultimate goal of the digital factory. Omron’s complete range of hardware and software products have been designed from the ground up to assist that process by providing the highest levels of integration, highly advanced intelligence capabilities and safe and easy interaction between humans and machines. The i-automation philosophy is the shortest and quickest route for manufacturers to surpass customer expectations and achieve manufacturing excellence.

industry 4.0 Issue no 6 - November 2018

Industry 4.0 Summit 2019

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Industry 4.0 TV Talks To Omron At The PPMA Show, Birmingham

EXHIBITOR

Invisible Systems Limited, design, manufacture and distribute, innovative wireless energy monitoring and control products, §sensors and software. We can provide a full end to end solution, or component only, for a wide range of applications from energy reduction to compliance monitoring. We continuously update our bespoke cloud software programme Realtime-Online™, ensuring it is both up to date with latest compliance and meets the changing needs for IoT data reporting. Invisible Systems Ltd, is a British company established over 14 years ok and is based in Cumbria. Using local resources and labour, we are both safeguarding UK jobs and reducing the Carbon Footprint of our solution. Invisible Systems work with a variety of organisations developing LoRa, LoRaWan and NB-IoT solutions to meet legislation compliance needs, critical asset monitoring, plus energy reduction and environmental monitoring. Our services include installation, technical site surveys and solutions from individual component level supply through to complete turnkey end to end solutions. Within the business, we are proud of the Core Competences we have developed which include; Electronic circuit design, firmware, cloud-based software programming and product manufacture. Invisible Systems Ltd, ‘Delivering Information’. I4.0 - How it works:

SHOW REVIEWS Industry 4.0 TV is the official channel of The Industry 4.0 Summit 2019 - Europeâ&#x20AC;&#x2122;s leading event for Industry 4.0. We regularly visit exhibitions and bring our viewers a snapshot of the latest technologies and solutions from cutting edge companies.

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Iot Solutions World Congress 2019

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