TE Connectivity Transforming manufacturing through automation manufacturingglobal.com
M AY 2 0 1 9
Chantier Davie
Bringing IoT to shipbuilding
Samsung and AT&T explore 5G capabilities
ENHANCING PRODUCTIVITY AT TC TRANSCONTINENTAL SVP John Adams on how the flexible packaging business leverages digital transformation to remain sustainable
TOP 10
Automotive manufacturers
FOREWORD
W
elcome to the May edition
focused 5G ‘innovation zone’, which
of Manufacturing Global!
has been developed by AT&T,
“We’re always looking at how
we can enhance productivity and expand our capacity to enable growth,” says John Adams,
Samsung Electronics America and Samsung Semiconductor. Manufacturing Global sits down with two key leaders behind the ground-breaking project to find out
Senior Vice President
how 5G can deliver a rage
& Managing Director of
of advantaged.
TC Transcontinental’s Advanced Coatings
Don’t forget to take
business. Indeed, the flexible packaging company is looking at how it can leverage
a look at our in-depth John Adams, SVP & Managing Director TC Transcontinental
company reports on TE Connectivity, Chantier Davie Canada,
digital transformation
Siemens and Daimler.
to remain sustainable.
For this month’s Top 10 list,
In this issue, Adams explains how
we’ve brought you a selection of
supply chain management is vital
the biggest and best automotive
to this transformation journey.
manufacturers, as well as distilling
“Procurement has been critical to
the most important industry events
identifying partners that can enable
to make sure you have a ticket for!
us to achieve our productivity and innovation aspirations,” he comments. Elsewhere, we’ve taken a look at America’s first manufacturing-
Enjoy the issue! Sean Galea-Pace sean.galea-pace@manufacturingglobal.com
w w w.ma nufa c t uri nggl o b a l. com
03
Click the home icon (top right of page) to return to contents page at anytime
EDITOR IN CHIEF
SEAN GALEA-PACE MANAGING EDITOR
OLIVIA MINNOCK
PRESS PLAY! WHEN YOU SEE THE PLAY BUTTON ICON, CLICK TO WATCH OUR VIDEO CONTENT
CREATIVE DIRECTORS
DANIEL CRAWFORD STEVE SHIPLEY CREATIVE TEAM
FRAZER JONES LUCIE MILLER ERIN HANCOX ALICIA LOLOTTE PRODUCTION DIRECTOR
DANIELA KIANICKOVA
Wherever you see these icons in the magazine click to be directly connected via social media
DIGITAL VIDEO DIRECTOR
JOSH TRETT DIGITAL VIDEO PRODUCER
EMILY AMOS
05
SOCIAL MEDIA MANAGER
CALLUM RIVETT PROJECT DIRECTORS
MANUEL NAVARRO STUART IRVING CHARLOTTE CLARKE ARRON RAMPLING JUSTIN BRAND OPERATIONS DIRECTOR
ALEX BARRON GROUP MANAGING DIRECTOR
CLICK NOW TO SUBSCRIBE FOR FREE
JAMES PEPPER CHIEF OPERATIONS OFFICER
ANDY TURNER PRESIDENT & CEO
GLEN WHITE
Visit the ManufacturingGlobal.com website and sign up to receive exclusive access to one of the world’s fastest growing business news platforms. IF YOU LIKE US
PUBLISHED BY
FOLLOW US!
CONTENTS
12 Transforming supply chain strategies
26
36
HARNESSING 5G TO DRIVE OPERATIONAL EXCELLENCE WITHIN MANUFACTURING
Transforming packaging with GE Digital
48 Cognitive predictive maintenance transforms manufacturing
56
70 TOP 10
Automotive manufacturers HOW DOES SUPPLY CHAIN MANAGEMENT AFFECT MANUFACTURERS?
84
Events & Associations
CONTENTS
88
TE Connectivity
106 Chantier Davie Canada
120 Siemens
142 Daimler
Covering every angle in the digital age The Business Chief platforms offer insight on the trends influencing C and V-level executives, telling the stories that matter
CLICK TO SUBSCRIBE FOR FREE
w w w.bu si nessch ief.com
12
Transforming supply chain strategies WRITTEN BY
SEAN GALEA-PACE PRODUCED BY
TOM VENTURO
M AY 2 0 1 9
13
w w w.ma nufa c t uri nggl o b a l. com
T C T R A N S C O N T I N E N TA L
John Adams, Senior Vice President & Managing Director of Transcontinental Advanced Coatings, discusses how his business segment is operating in the manufacturing industry amidst significant digital transformation 14
W
ith the world’s leading companies undergoing digital transformations to accelerate operations, it’s becoming
fundamental that businesses employ the latest technological advances to sustain success in the manufacturing industry. John Adams, Senior Vice President & Managing Director of the Advanced Coatings business segment within flexible packaging company TC Transcontinental, discusses his procurement strategy and how his team leverages technology to disrupt and lead the manufacturing sector. “Procurement has been critical to identifying partners that can enable us to achieve our productivity and innovation aspirations,” explains Adams. “We’re always looking at how we can enhance productivity and expand our capacity to enable growth. You can’t have a strong growth strategy without a smart investment strategy.” M AY 2 0 1 9
15
w w w.ma nufa c t uri nggl o b a l. com
T C T R A N S C O N T I N E N TA L
“ Procurement has been critical to identifying partners that can enable us to achieve our productivity and innovation aspirations” 16
— John Adams, Senior Vice President & Managing Director Transcontinental Advanced Coatings
M AY 2 0 1 9
With technology considered a key component of Transcontinental Advanced Coatings’ procurement strategy, Adams believes it’s important that his business segment utilize technology in the right way – especially when it comes to safety. “When we think about how we use technology, we think about what the strategic priorities of the business are and decide where we need to invest. Safety is always our top priority,” he says. “Since we use a range of solvent based techniques in our manufacturing processes, it is imperative that we ensure our work environments are safe from any risk of fire at all times.
CLICK TO WATCH : ‘TC TRANSCONTINENTAL – 2019’ 17 As a result, we invest in a range of
the business operates a converting
technologies for the detection
and distribution facility in China,
of different solvents, monitoring of
serving its customers on a global scale.
humidity control, dissipation of static
Having been with the company since
throughout the production line, and the
March 2016, Adams is proud of the
safeguarding of equipment to make
considerable growth achieved in the
sure that we have a safe environment.”
past three years. “When I joined, it was clear to me there was the potential for
OPERATING IN THE MANUFACTURING SECTOR
large expansion of the business,
Transcontinental Advanced Coatings
market segments we serve,” says
operates ISO-certified manufacturing
Adams. “Approximately half of our
facilities at its headquarters in
business globally is tied to the medical
Matthews, North Carolina, and it’s UK
segment, inclusive of advanced wound
plant in Wrexham, North Wales. Also,
care products. With favorable global
primarily due to the nature of the key
w w w.ma nufa c t uri nggl o b a l. com
T C T R A N S C O N T I N E N TA L
18 growth trends in healthcare, inclusive
ion batteries on an explosive growth
of a growing aging population and
trajectory, we’ve started to think about
increased access to medical care,
things such as consumer electronics,
that segment represents an expanding
cell phones, and the automobile space.
market worldwide — it’s a great area
I think it’s important to consider the
to be a market leader in.”
key drivers of segment growth and the
To set TC Transcontinental apart
underlying fundamentals of the
from rivals, Adams understands the
business. What do people want? For
requirements of his customers to
example, they want a phone to charge
ensure the business can continue to
faster and for the charge to last longer.
transform in an ever-changing market.
We work with customers to create
“We’re able to work intimately with our
energy storage solutions for such
customers to develop and commer-
products. We can apply very thin
cialize differentiated solutions, rather
coatings to substrates that become
than just being a commodity product
the building blocks for power transmis-
supplier,” says Adams. “With lithium-
sion and storage devices.”
M AY 2 0 1 9
E XE CU T I VE PRO FI LE
John Adams, Senior Vice President & Managing Director John Adams joined Coveris Americas in 2016 as the Vice-President of Sales and Marketing for the global Advanced Coatings business and was promoted to the Vice-President and Managing Director role for the organization later that year. Following the acquisition of Coveris Americas by TC Transcontinental in 2018, John was named Senior Vice-President and Managing Director of the Advanced Coatings business segment.Before joining TC Transcontinental, John spent over five years with Danaher Corporation as a Vice-President of Sales and Marketing for a global industrial controls business group comprised of 6 business units covering the Americas, Europe, and Asia. Also, he spent over 15 years at Teradyne, Inc., holding roles of increasing responsibility in engineering, marketing, and general management. He holds a B.S. in Mechanical Engineering from Worcester Polytechnic Institute, and an M.S. in Manufacturing Engineering and an MBA from Boston University.
w w w.ma nufa c t uri nggl o b a l. com
19
T C T R A N S C O N T I N E N TA L
ESTABLISHING KEY PARTNERSHIPS In May 2018, TC Transcontinental completed the acquisition of Coveris Americas, inclusive of the Advanced Coatings business segment. Recognized as one of the top 10 converters of flexible packaging and other value-added products in North America, Coveris Americas manufactured a range of flexible plastic and paper products such as bags and pouches, shrink films, coextruded films and coated substrates and labels. “TC Transcontinental had been 20
focused on diversifying its printing and media assets to ensure its long-term growth and initiated its strategic shift in 2014 with a first acquisition in the flexible packaging industry,” explains Adams. “That leveraged manufacturing as their core competency and they invested in approximately six smaller acquisitions, generating about CAD $300mn in annual revenues. When Coveris Americas became available; it was a great opportunity for TC Transcontinental to continue the transformation of the company. Now, packaging is the largest sector of TC Transcontinental, and it’s become the engine of the company’s strategic M AY 2 0 1 9
21
$2.6bn Approximate revenue (CAD)
1976
Year founded
9,000
Approximate number of employees
w w w.ma nufa c t uri nggl o b a l. com
LFL MONITORING. Control Instruments’ PrevEx is the optimal analyzer for lower flammable limit monitoring (LFL/LEL). It increases productivity, while using the least amount of energy AND maximizes your uptime, ultimately reducing production costs. www.controlinstruments.com
celebrating 50 YEARS 1969-2019
SLITTER REWINDERS - SHEETING EQUIPMENT - CUSTOM CONVERTING EQUIPMENT LAMINATORS - CORE CUTTING EQUIPMENT - CONVERTING SERVICES Introducing our latest highly-productive and effective
DTSR
This duplex turret slitting machine is capable of slitting master rolls with a diameter of up to 35” to a minimum .50” slit width at 800 fpm.
Roll Dimensions
Slits multiple materials Roll width: Slits 30” (500lb.) wide rolls Slitting method: Multiple Unwind Dia.: 35” Productivity Rewind Dia.: 15” Enhancing Features Speed: 800 fpm Integrated glue tabbing system Convenient touch screen controls Interchangable shafts for various core diameters Automatic tension controls Automatic edge guiding system (+/-3”)
We are a designer and builder of custom converting equipment solutions to maximize your manufacturing productivity. Our expertise focuses on challenges in web handling that include slitting, sheeting, core cutting, impulse sealing, unwinding, rewinding, laminating and stacking applications.
www.pinnacleconverting.com |1720 TOAL STREET |CHARLOTTE, NC, 28206 | 704-376-3855
“ When we think about how we use technology, we think about what the strategic priorities of the business are” — John Adams, Senior Vice President & Managing Director Transcontinental Advanced Coatings
to aid with solvent vapor monitoring. “EW Process has been able to monitor the full range of solvent products that we use to ensure we don’t have any issues,” says Adams. “In our operations, safety is always our number one priority. Control Instruments is the one supplier we can depend on to provide comprehensive LEL sensing solutions that ensure the full range of solvent vapors resulting from production are precisely monitored through the equipment. This capability is paramount to ensuring we have no risk of combustion prior to exhaust entering our
shift. The Coveris Americas acquisi-
thermal oxidizer for final destruction.”
tion has allowed the company to become a leader in the North Ameri-
REMAINING SUSTAINABLE
can flexible packaging market, and
With sustainability crucial to the long
provides a strong, stable environment
term growth of all businesses, TC
for us to continue our growth.”
Transcontinental has several targets in
Transcontinental Advanced
mind in a bid to continue to thrive in the
Coatings business is in a rapid growth
manufacturing industry. “It’s about
phase, and as a result is focused on
having a strategy rooted in strategic
optimizing the performance of existing
markets, and ensuring that the
operations, and making the strategic
segments we’re in have fundamentally
investments necessary to enable
sustainable long-term growth trends.
growth. As an example, with safety as
As an ISO certified company, we
a top priority, TC Transcontinental has
ensure we have a high degree of
established a critical partnership with
process control, and explicitly
EW Process and Control Instruments
prioritize where we will grow and w w w.ma nufa c t uri nggl o b a l. com
23
T C T R A N S C O N T I N E N TA L
invest, and where we will not.” To achieve a sustainable future, TC Transcontinental values the importance of building and developing a capable team to deliver a market-leading level of customer intimacy and responsiveness, staying ahead of rivals technologically, and achieving mutual and collaborative success with our customers. “It’s important that we recruit strong people and put a lot of energy into building, investing and helping our associates to stay ahead of the curve, in terms of training and capabilities,” explains 24
Adams. “We’re constantly bringing in new hires from universities to provide us with new ways of thinking. Thanks to this talent, combined with the best new technologies, we are innovating and developing next-generation environmentally sustainable solutions. TC Transcontinental’s unwavering commitment towards sustainability means that we are always looking at limiting our environment footprint and reducing waste.” New technologies are critical to staying ahead of the curve in terms of quality and delivery performance. “Two key capital investment strategies involve the implementation of in-line M AY 2 0 1 9
vision systems, ensuring 100% visual inspection of our products throughout the production process, and deployment of IoT 4.0 technologies, providing us with advanced notice of impending capital maintenance needs to minimize unplanned downtime and optimize maintenance spending,” notes Adams. Looking to the future, Adams believes there is significant room for Transcontinental Advanced Coatings to grow over the next few years. “We see the opportunities for substantial organic growth, and we intend to add additional capacity to our coating facilities in the near and mid-term as we optimize utilization of our existing capacity,” summarizes Adams. “Many of the partnerships that we have are long-lasting, and we continue to build off that as well as part of our growth strategy to help support our partners in the next generation of developments.”
w w w.ma nufa c t uri nggl o b a l. com
25
LEADERSHIP
26
HARNESSING 5G TO DRIVE OPERATIONAL EXCELLENCE WITHIN MANUFACTURING WRITTEN BY
CATHERINE S TURM AN
AT&T, SAMSUNG ELECTRONICS AMERICA AND SAMSUNG AUSTIN SEMICONDUCTOR HAVE LAUNCHED AMERICA’S FIRST MANUFACTURING-FOCUSED 5G ‘INNOVATION ZONE’. WE SPEAK TO TWO KEY LEADERS BEHIND THE GROUND-BREAKING PROJECT
M AY 2 0 1 9
27
LEADERSHIP
28
I
ndustry 4.0 is set to revolutionise
the manufacturing sector. From
to deliver a myriad of advantages. Partnering with Samsung
artificial intelligence (AI), aug-
Electronics America (SEA) and
mented reality and Industrial Inter-
Samsung Austin Semiconductor
net of Things (IIoT), the emergence
(SAS), global telecoms giant AT&T
of 5G technologies will set the stage
has sought to develop America’s
for the evolution of Smart Factories.
first manufacturing-focused 5G
Unlocking new revenue streams,
Innovation Zone. Located at
promoting increased flexibility and
Samsung Austin Semiconductor in
driving seamless digital connectivity,
Texas, the facility will undertake
the use of data analytics will also
ground-breaking studies to take a
lead to the emergence of agile net-
closer look at the potential 5G will
works, where 5G’s low latency and
bring to manufacturers and enable
high bandwidth capabilities will work
the roll out of an essential roadmap
M AY 2 0 1 9
“ 5 G BRINGS GAMECHANGING NEW ADVANCEMENTS, SUCH AS SUPER LOW LATENCY, ULTRA-HIGH SPEEDS AND ENHANCED BANDWIDTH” — Wilf Norrlinger, Vice President, Samsung Electronics America’s Networks Division 29
in developing Smart Factories
bringing 5G to an industrial environ-
of the future.
ment, we partnered with Samsung
“5G is a new technology and with
Austin Semiconductor — one of the
wwit arrives game-changing new
country’s largest and most technically
advancements, such as super low
advanced facilities of its kind in the US.”
latency, ultra-high speeds and
“Collaborating with AT&T on this
enhanced bandwidth. It’s an ideal
project also made sense when building
technology for the smart factory
out the unique capabilities of this
environment, and we envisioned this
Innovation Zone, so we could create a
environment as being typical for 5G
testbed to define relevant use cases
deployment,” comments Wilf Nor-
that represent the smart factory of the
rlinger, Vice President, Samsung
future. We will begin in the innovation
Electronics America’s Networks
zone, and then bring it to the factory
Division. “Once we saw the potential of
floor in later phases.” w w w.ma nufa c t uri nggl o b a l. com
LEADERSHIP
Connecting industrial systems,
30
“We are excited to expand upon our
leveraging data and embracing
recent commercial networks agree-
automation to enhance operational
ments with AT&T to bring 5G technolo-
performance will no doubt lead to
gies to the forefront of industry. As a
increased productivity at every stage.
leading provider of mobile and wireless
Combining AT&T’s 5G wireless
services to businesses, AT&T has a
technology with Samsung’s 5G
deep expertise in developing solutions
network equipment, all parties will look
for enterprise verticals.,” states
to develop innovative products,
Norrlinger. “We were announced as a
services and solutions, following
5G vendor for AT&T last fall, and by
various 5G studies. Areas of focus
partnering on testbeds like this, we‘re
include the utilisation of 4K video as a
seeking ways to advance 5G use cases
sensor, the use of analytics to improve
to accelerate new market opportunities.”
plant security and detection response,
Working alongside the tech giant on
Industrial IoT (IIoT) sensors that
an array of digital initiatives, Shiraz
monitor for environmental and
Hasan, AT&T’s VP of Industry Solutions
equipment conditions, as well as
and Marketing admits that his passion
location services to improve safety.
for all things tech has led him to remain at the forefront. From the growth of the wireless industry to the development of business to business (B2B) and business to consumer (B2C) applications for smartphones and iPads, he explains that pioneering technologies, such as 5G, will continue to disrupt outdated business models. “Approximately 16 years ago, there was this concept around wireless data, where initial data networks that were General Packet Radio Services (GPRS) were very exciting and considered the most
M AY 2 0 1 9
CLICK TO WATCH : ‘WILF NORRLINGER SHARED WITH TECHREPUBLIC HOW 5G IS GOING TO INFILTRATE AND CHANGE EVERY INDUSTRY’ 31
advanced things,” he says. “It has been
network where data is being gener-
an exciting journey, not just internally,
ated, instead of in a centralised data
but also externally watching this
processing warehouse,” it works to
market evolve.”
break down various applications,
Building a global 5G ecosystem, as
extend its real-time data processing
well as defining profitable use cases
capabilities, and localise data
will no doubt unlock increasingly
application traffic.
connected manufacturing competen-
“Being one of the largest providers
cies. AT&T recently announced a new
in the Internet of Things (IoT) space,
multi-access edge compute (MEC)
this is something that appears in all
solution as part of their 5G for Busi-
industries” explains Hasan. “We take
ness strategy. Defined by Hewlett
a multi-prong approach to security
Packard Enterprise as “the practice of
and have the ability within our cellular
processing data near the edge of your
networks to route wireless traffic w w w.ma nufa c t uri nggl o b a l. com
LEADERSHIP
by assigning private IP addresses. That could be a subnet that a customer provides us. So, that traffic is never visible on the internet at all.” “There are latency improvements when you are able to route the traffic within the facility and keep information local, where we can process information much faster,’ Hasan continues. “It also caters towards the security element to the information that’s very proprietary in a manufacturing environment. It’s something we’ve done on traditional cellular networks, 32
but with 5G, we can route that traffic from those sensors within the factory and keep it local to that location.” Norrlinger adds: “5G promises to have a significant impact on Industry 4.0 connected manufacturing. It has the power to unlock new experiences in areas such as augmented reality (AR), machine learning and artificial intelligence (AI) applications, intelligent robotics, and predictive maintenance. Combined with compute power at the edge, this Innovation Zone will strive to show how’s manufacturing’ can evolve and strengthen the overall industry.” “If you have an edge computing solution installed, all the machineM AY 2 0 1 9
“ AT&T HAS A DEEP EXPERTISE IN DEVELOPING SOLUTIONS FOR ENTERPRISE VERTICALS” — Wilf Norrlinger, Vice President, Samsung Electronics America’s Networks Division
generated data that’s coming off your assembly line can be kept local. That same solution can also offer a Wi-Fi experience,” continues Hasan. “If employees are utilising it for browsing, that traffic can ride the macro network, and a multi-edge compute solution enables users to differentiate between these two types of traffic,
The 5G testbed will be located at Samsung Austin Semiconductor, featuring AT&T’s 5G wireless technology with Samsung’s 5G network equipment
and decide how to manage each type of data strand.” With more and more devices being connected, the concept of edge computing remains critical across the manufacturing space. The amount of information that endpoints generate continues to rise, therefore the utilisation of this technology will allow information to be processed rapidly, and to a high standard. “For instance, IIoT sensors can monitor environmental and equipment conditions, such as vibration, temperature and speed, on top of location services, to improve safety,” says Norrlinger. To give an example, in an assembly line there’s certain levels of vibration that’s expected. As long as the particular area of assembly line is performing within defined parameters, sensors can successfully collect that information. w w w.ma nufa c t uri nggl o b a l. com
33
LEADERSHIP
5G TE C HNOLOG IES FACTS
• The emergence of 5G technologies will set the stage for the evolution of Smart Factories • The Innovation Zone will work to develop Smart Factories of the future • The 5G testbed will deliver significant insight into how to improve manufacturing and system performance
• C onnecting industrial systems, leveraging data and embracing automation will lead to increased productivity at every stage • AT&T’s 5G network launched in 12 US cities in 2018, making it the first operator to establish a mobile network underpinned by 5G
34
“However, if it breaches those
Taking its 5G capabilities one step
parameters and the vibrations have a
further, AT&T’s 5G network launched in
significant impact, immediate action
parts of 12 US cities at the end of 2018,
can be taken based on the information
making it the first operator to establish
that gets processed,” affirms Hasan.
a mobile network underpinned by 5G
“Lower latency is available with 5G,
technology. With plans to extend the
where edge computing can allow us to
technology to parts of another 9 US
do things like this. Manufacturers can
cities by the end of 2019, other
therefore, gain access to predictive
providers, such as T-Mobile and Sprint
information regarding the performance
are quickly following suit. “We’re
of factory equipment, reducing potential
looking forward to the handsets which
downtime across the factory floor and
will be also become available in the
ensures companies are increasingly
second half of 2019, which come from
proactive rather than reactive.
Samsung,” notes Hasan. “It’s creating
M AY 2 0 1 9
35
an experience for our customers
improved reliability and latency. But it’s
that allows them to do things they
not just faster speeds – it’s a network
haven’t been able to do in a mobile
that makes a connected, near real-time
environment before.”
world possible, and we anticipate 5G
Providing ample opportunities to transform the capabilities of manufac-
technologies will help accelerate this,” concludes Norrlinger.
turers, the adoption of 5G will drive essential change and support the ongoing growth of the Smart Factory. Edge computing will also allow for enhanced decision making. “The network of the future impacts the entire user experience, including faster speeds, greater coverage, and w w w.ma nufa c t uri nggl o b a l. com
D I G I TA L F A C T O R Y
Transforming packaging with GE Digital 36
Filing its second IPO and achieving ₏1.7bn turnover, Swiss packaging maker SIG Combibloc’s focus on Digital has completely transformed the lives of its employees, as well as its customers WRITTEN BY
M AY 2 0 1 9
CATHERINE S TURM AN
37
w w w.ma nufa c t uri nggl o b a l. com
D I G I TA L F A C T O R Y
R
enowned for its unique technology and the creation of innovative, environmentallyfriendly packaging solutions, SIG Com-
bibloc’s range of packs, flexible filling machines
and world class engineering has sought to address the challenges within an ever-evolving consumer market. No longer solely price driven, consumers are demanding products which not only cater to their busy lifestyles, but for goods and services which are healthy, sustainable and value for money. Placing increased pressures on the food packaging industry, technology is playing a significant role in the adherence of food safety standards, as well 38
delivering filling and packaging flexibility within manufacturing operations. According to the The McKinsey Global Institute, data-driven organisations are 23 times more likely to acquire customers, six times as likely to retain customers, and 19 times as likely to be profitable. A lead figure in the digital transformation and global IT at SIG, Senior Vice President Corporate Development & Digital Transformation, Christian Alt has looked to fully connect SIG’s lines to guarantee further efficiencies. Utilising high volumes of data to improve asset efficiency and overall equipment effectiveness (OEE), SIG not only sells packaging materials or equipment, but a complete end-to-end solution to its customers. “It’s important for the customer to have a partner that is not just completing a transaction, but will M AY 2 0 1 9
39
help optimise their filling lines, where they then also have packaging material and services to ensure the right quality of filled products on time in full,� states Alt. Generating high volumes of data, he explains that SIG for more than 20-years has developed its own efficiency control system that connects its filling lines and provides line monitoring capabilities to its customers. In order to move to the next level of IoT and predictive analytics and machine learning, SIG looked to collaborate with a technology leader w w w.ma nufa c t uri nggl o b a l. com
D I G I TA L F A C T O R Y
“ GE Digital have a number of trusted and proven digital solutions and tools available,and it’s applying these solutions together with our domain expertise in food and beverage packaging that makes it a winner in our industry” 40
— Christian Alt, Senior Vice President Corporate Development and Digital Transformation, SIG Combibloc
to support the development of an integrated solution, particularly in the field of filling line asset optimisation, combining asset performance management (APM) with field service management (FSM). “Studying the market, we weren’t just interested in another FSM tool. We were interested in an integrated APM/FSM tool to help us to monitor the assets and then manage the strategies per component. There were solutions out there, but not too many that can run in an integrated way,” explains Alt. M AY 2 0 1 9
Narrowing down a long list of providers, GE Digital was ultimately selected, alongside its cloud-based Predix APM and ServiceMax solutions. “At the beginning, we were solely looking for an integrated solution - we weren’t looking for a strategic partnership at that time. However, by going through the process, it became very important to us. GE Digital have a number of trusted and proven digital solutions and tools available, and it’s applying these solutions together
CLICK TO WATCH : ‘SIG & GE DIGITAL: A PARTNERSHIP FOR DIGITAL TRANSFORMATION’ 41
with our domain expertise in food
a digital platform strategy, from digital
and beverage packaging that makes
assets and services at our customer’s
it a winner in our industry,” he adds.
factories to our own production sites
GE Digital’s integrated solutions, but
worldwide, and linking all to our digital
most importantly, its people and cultural
packaging solutions called ‘Connected
mindset were a number of essential
Pack.’ Making sure we’re able to provide
factors, expresses Alt. Working closely
a unique ID on every aseptic carton
to deliver an integrated solution which
pack that our customers run through
is now being rolled out worldwide, both
our filling lines, and then managing
parties are keen to kickstart other
that data to allow brand owners,
elements within SIG’s digital strategy to
retailers and consumers to use our
provide enhanced equipment productiv-
platform for engagement and commu-
ity and greater operational efficiency.
nication,” he says.
“From the beginning, we have defined
Bolstering its digital marketing w w w.ma nufa c t uri nggl o b a l. com
D I G I TA L F A C T O R Y
efforts, each unique QR code, printed at SIG’s factories or at its customers premises, has seen consumers further interact and engage with brands within the delivery of SIG’s connected packs. Such technology has also allowed consumers to interact with brands, find products easier, engage in loyalty programmes or lucky draws, highlighting further possibilities for retailers. Additionally, its integrated track and trace system has sought to provide a comprehensive analysis across the 42
product journey; from raw materials, processing and filling to quality checks and logistics operations, boosting quality control, efficiency and consumer trust. “Each brand has its own strategy, but in the end, brand owners and retailers all need that unique ID which sits on the packaging. This is where we foresee a lot of potential, to sit in the middle with packaging and provide a platform where brand owners and retailers can build their relationships with consumers in a new way,” adds Alt. “In terms of which printers are we using, the kind of integration into manufacturing execution systems (MES) we are bringing, where we store M AY 2 0 1 9
€1.7mn Approximate revenue
1853
Year founded
5,000
Approximate number of employees
our data - big retailers will push for standardisation, where we can use blockchain to really deliver full credibility for tracking and tracing. Wherever there are issues of authenticity or quality, this technology is highly relevant. Connectivity, big data, analysing data and making our operations run better is essential.� With the mid-term aim to deliver further digital innovations, such as remote service and 3D-printed spare parts, SIG will remain a key player in influencing consumer purchasing as a result of its commitment to sustainability. The first company to launch a non-aluminum containing barrier within its aseptic carton packaging, its manufacturing operations fill 9,000 large-format carton packs per hour, 12,000 medium sized carton packs, as well as 24,000 small carton sizes in the same time frame, the business continues to look at ways to removing all materials which go against its recycling efforts. “20 years ago, it was good to have aluminum in the structure, but these days everybody knows how much energy goes into producing aluminum. Our packaging has always been fully w w w.ma nufa c t uri nggl o b a l. com
43
D I G I TA L F A C T O R Y
“ We’ve now gone further to ensure we have 100% FSC certified liquid paper board.We now also have our Signature Pack, which is 100% linked to plant-based renewable material” — Christian Alt, Senior Vice President Corporate Development and Digital Transformation, SIG Combibloc
44
recyclable, but the recycling rates in
However, although the business
certain regions worldwide still have
has advanced significantly with regards
potential to go up further. A polymer-
to providing innovative, sustainable
based barrier already has a much lower
packaging, it remains commonplace
CO2 footprint by approximately 30%,”
for costs to initially creep upwards
notes Alt. “In 2001, we launched our
as a result of introducing processes
first aluminum free aseptic carton pack.
or materials. Switching to sustainable
We were ahead of our time, but today it
options has also presented further
is a huge asset. We’ve now gone
ethical challenges for manufacturers,
further to ensure we have 100% FSC
where cutting down rainforests which
certified liquid paper board. We now
grow sugar cane which is then convert-
also have our Signature Pack, which
ed to polymer, for example, is an area in
is 100% linked to plant-based renew-
which SIG has aimed to tackle through-
able material.”
out implementing sustainable sourcing
M AY 2 0 1 9
45
to optimise its environmental footprint.
our competition. It’s important that it
“We’re making our operations more
provides benefits to our customers
efficient, logical, intuitive, more user
first, and only then to ourselves. It’s
friendly, and to a certain extent of
also just a fact that if you’re not
course, digital can help to improve
embracing digital, and if you’re not
our environmental profile,” states Alt.
using it to make your own unique
All machines at SIG house the lowest
selling points (USPs) even stronger, it
rate of waste, below 0.5%, the lowest
will not work. It’s not something that’s
industry standard, delivering significant
standalone, it’s integrated, and only
speed and efficiency.
something that will succeed if you can
“I think what’s always relevant is why we’re doing this, to stay relevant, to further develop the advantages that we deliver to the customers, versus
generate that added value - otherwise, it’s just a fad. At SIG, success is fully measured by its commitment to continuously w w w.ma nufa c t uri nggl o b a l. com
D I G I TA L F A C T O R Y
“ We’re making our operations more efficient,logical, intuitive,more user friendly” — Christian Alt, Senior Vice President Corporate Development and Digital Transformation, SIG Combibloc
46
M AY 2 0 1 9
improve its processes to the benefit of its customers, with added value firmly at its centre. Its people-focused culture and innovative mindset has seen the business fully transform its capabilities, where more than 500 field service engineers have been placed at the helm to support customers anytime, anywhere, in order to ensure the delivery of smarter factories and guarantee customer satisfaction. “We are generating big data, and we have the predictive analytics and machine learning algorithms in place. We’ve already built a platform team, because it’s not just relevant out in the field of customers, it’s also relevant in our own plants, in our own assembly sites, in R&D, it changes how we understand how our machines work out in the field, so that we can also develop better solutions,” says Alt. Continuously working on its processes to further configure and improve its service delivery, SIG remains on a journey to deliver intelligent, connected factories which deliver the highest efficiency, flexibility and quality.
w w w.ma nufa c t uri nggl o b a l. com
47
TECHNOLOGY
48
Cognitive predictive maintenance transforms manufacturing New innovative technologies are transforming manufacturing at an unprecedented rate, where sophisticated analytics are leading to significant advances across the sector WRITTEN BY
M AY 2 0 1 9
RUBAN PHUK AN
49
w w w.ma nufa c t uri nggl o b a l. com
TECHNOLOGY
T
oday’s manufacturing sector is at the centre of transformation. Technology has fundamentally changed manufacturing processes
leading to smart production cycles that produce
smart end products. Like most industries, the manufacturing industry, has been reaping the benefits of data analytics to optimise production processes and boost productivity for years. Smart machinery and equipment carrying sensors and data points that can generate and log a vast volume of data are nothing new. What is, however, changing the game in the sector is the ability to analyse, visualise and productionise 50
this data to create real business value. Artificial Intelligence (AI) and Machine Learning (ML), in particular, are shifting the manufacturing paradigm from ‘fast reaction’ to a truly cognitive predictive model for maintenance.
ENTER COGNITIVE PREDICTIVE MAINTENANCE Recalls, faults and broken parts make headlines around the world, costing brands millions of pounds in repairs and significant reputational damage. Data analytics has so far offered manufacturers valuable insights in terms of identifying and understanding the root cause of a past problem and prevent similar occurrences in the future. This approach has been effective but requires significant investment in data scientists to analyse the data. In addition, organisations often focus on historical M AY 2 0 1 9
“ AI and Machine Learning are shifting the manufacturing paradigm from ‘fast reaction’ to a truly cognitive predictive model for maintenance” — Ruban Phukan, VP of Product at Progress, DataRPM
51
w w w.ma nufa c t uri nggl o b a l. com
TECHNOLOGY
“ 80% of the problems and faults are new and unknown to most industries. Unless the signs for these 80% of the problems are detected early on, modelling on past failure patterns cannot be effective enough� 52
— Ruban Phukan, VP of Product at Progress, DataRPM
failure to draw learnings and spot patterns that will help them identify past failures or faults that are likely to reoccur. Although this process can provide useful insights, it is important to note that only about 20% of the problems that occur in the field are in fact repeat problems. This means that in reality, 80% of the problems and faults are new and unknown to most industries. Unless the signs for these 80% of the problems are detected early on, modelling on past failure patterns cannot be effective enough. Data analysis performed by AI-powered platforms, on the other hand, enables manufacturers to move to the next level. Manufacturers are able to track multiple components of heavy machines and identify highly localised and contextual signals that indicate future potential problems, especially those that are new and unknown. These micro-anomalies and small changes that can go undetected in the quality check process can be identified automatically as they occur and be responded to before they lead to current or future defects. Thanks to ML, these
M AY 2 0 1 9
CLICK TO WATCH : ‘PROGRESS: COGNITIVE FIRST’ 53
platforms are able to teach them-
During the initial manufacturing
selves continuously and go beyond
process, cognitive predictive mainte-
the macro-patterns that the human
nance can identify and share alerts on
brain tends to spot. In this way,
in-line defects. This allows for prob-
breakdowns or faults can be predicted
lems to be addressed long before the
ahead of them occurring and sparking
product goes to market. Similarly,
product recalls or causing downtime.
when it comes to large industrial equipment where understanding and
LOOK AFTER THE ENTIRE PRODUCTION LIFECYCLE
assessing the health of the machine in
Predictive maintenance is most
ing, ‘Digital Twins’ can provide the
effective when it is deployed as a
answers.
holistic approach across the various touchpoints in the production process.
minute detail is essential yet challeng-
This technology enables machines to be paired with a digital double that w w w.ma nufa c t uri nggl o b a l. com
TECHNOLOGY
54
mimics actions and environments,
The role of predictive maintenance,
as well as their working conditions
however, does not stop once the
and depletion. Thanks to sensors
product is out of the factory. Once in
that generate the data and AI and ML
the market, the cognitive predictive
that enable the automatic processing
maintenance model can be derived
of the data, manufacturers can
from multiple data sources, like data
understand the health and readiness
collected from connected devices
of equipment down to the molecular
and service records, test data on
level. In this way, even the tiniest of
parts that have been replaced and
issues that would otherwise be
even social media. This data can be
missed during a manual inspection
used to identify and solve problems
process can be detected and
faster, to either avoid a recall alto-
addressed.
gether or at least initiate it sooner.
M AY 2 0 1 9
“Cognitive predictive maintenance has the potential to untie the manufacturers’ hands and deliver real ROI by eliminating production and post-purchase problems and inefficiencies” — Ruban Phukan, VP of Product at Progress, DataRPM
TOWARDS AUTONOMOUS MAINTENANCE
55
manufacturing industry operates.
Cognitive predictive maintenance has
What is even more impressive is that
the potential to untie the manufactur-
as technology advances continuously,
ers’ hands and deliver real ROI by
the end game is to achieve autono-
eliminating production and post-pur-
mous maintenance where the
chase problems and inefficiencies.
machines maintain themselves and
With product recalls, missed SLAs
seek expert intervention only when
and operational inefficiencies
necessary. Judging from the pace of
becoming a thing of the past, the
innovation, this technology might not
manufacturing sector can deliver
be that far-off.
unprecedented customer experience, higher margins, lower risks and a complete transformation of how w w w.ma nufa c t uri nggl o b a l. com
S U P P LY C H A I N & O P E R AT I O N S
56
HOW DOES SUPPLY CHAIN MANAGEMENT AFFECT MANUFACTURERS? The supply chain is being disrupted across the manufacturing industry as part of evolving consumer demands: Oliver Wight EAME’s Liam Harrington and Birgit Breitschuh discuss the long term effects of these changes WRITTEN BY AND
M AY 2 0 1 9
LIA M HARRINGTON BIRGIT BREIT SCHUH
57
w w w.ma nufa c t uri nggl o b a l. com
S U P P LY C H A I N & O P E R AT I O N S
M
anufacturing is undergoing a fourth revolution as automation and computing collaborate with
increasing complexity. Innovations such
as the Internet of Things (IoT), advanced robotics, analytics and big data, jump-start an organisation’s performance, improving customer satisfaction as supply chain management applies these developments to enable ‘Supply Chain 4.0.’ These pave the way for opportunities for value creation, collaboration and improved margin, but a business can’t benefit without the capabil58
ity to act upon them. Success is dependent on automated, well-connected systems from cashpoint to manufacturer, guided by impeccably organised behaviours and processes within a well-structured organisational framework. With volatility and unpredictability now the norm, rather than the exception, an optimised go-to-market strategy is pivotal so the supply chain can respond rapidly to constantlychanging market conditions. A mistake that many companies make is trying to just optimise the front-end of the supply chain – focusing on improving forecast and planning accuracy, or reducing inventory for example. They fail to realise that to reap the benefits, the entire supply chain needs to be optimised M AY 2 0 1 9
59
with a full restructure to sufficiently serve the front-end; from the consumer all the way back through to suppliers’ suppliers.
BOARDROOM RESHUFFLE Historically, Supply Chain has always languished further down in the organisational hierarchy, reporting to Operations, rather than Operations being part of Supply Chain and its role has been limited to delivering the right quantities at the right time, at the lowest cost. Not anymore. The best in business elevate their supply chain to the senior executive team, realising that it’s capable of w w w.ma nufa c t uri nggl o b a l. com
S U P P LY C H A I N & O P E R AT I O N S
60
‘ S UCCESS IS DEPENDENT ON AUTOMATED, WELL-CONNECTED SYSTEMS FROM CASHPOINT TO MANUFACTURER, GUIDED BY IMPECCABLY ORGANISED BEHAVIOURS AND PROCESSES WITHIN A WELLSTRUCTURED ORGANISATIONAL FRAMEWORK”
so much more than just supply and demand balancing. Their success isn’t just measured in low inventory costs; it’s measured in terms of driving the optimisation of sales. Ultimately, you can’t save your way to prosperity. Turning profits of pennies into profits of pounds, or cents into euros and dollars, is rooted in increased revenues and margin growth; although there is certainly merit in streamlining processes, that’s not where the big bucks are made. With reduction of costs usually supply chain orientated – surplus inventory, exorbitant shipping costs or inefficient processes – Supply Chain has been limited in its opportunities to proactively pursue bigger profits. To boost sales, it really is as obvious as ensuring that the supply chain is structured in a way that can anticipate and fulfil what the customer wants now, and what they will want in the future. This can only be achieved by properly integrating Supply Chain into the wider organisational framework. By offering supply chain executives a seat at the leadership table, organisations can have true cross-organisational transparency, with all members
M AY 2 0 1 9
CLICK TO WATCH : ‘IBP & SUPPLY CHAIN OPTIMIZATION: OLIVER WIGHT IN CONVERSATION WITH AIMMS’ 61 of the leadership team given access
accordingly. However, modern day
to the necessary insights to optimise
consumers are no longer the affable,
the business as a whole. With an equal
easily-impressed and continually
voice and equal accountability, Supply
content customers that they once
Chain becomes truly invested into
were. Increasingly demanding,
the business and will begin to seek
customers have moved online, with
out opportunities to actively generate
internet and mobile shopping becom-
revenue.
ing first choice for many, lured by the promises of next or even same-day
RAPID RESPONSE
delivery. It’s now about when and
Success is inextricably linked with
how, rather than what or who.
customer satisfaction. If an organisa-
For many customers, the online
tion meets consumer demand, or
channel is the fastest growing. How-
exceeds consumer expectation they
ever, a disorganised, disconnected
will see their revenue figures respond
supply chain will result in dissatisfied w w w.ma nufa c t uri nggl o b a l. com
S U P P LY C H A I N & O P E R AT I O N S
62
‘A PPLIED IN THE CONTEXT OF LARGE MULTI-NATIONAL ORGANISATIONS, PLANNING CONTROL TOWER DECISIONS ARE MADE CENTRALLY, SYNCHRONISING WHAT’S BEING MADE IN MULTIPLE FACTORIES AND WHAT’S DISTRIBUTED TO MULTIPLE MARKETS’ customers, lost sales and surplus
towers manage and monitor the
inventory. There needs to be a con-
multiple autonomous events at airports
crete go-to-market strategy in place,
– take-offs, landings, on-the-ground
and that’s impossible without an
transport and logistics etc. By tracking
integrated end-to-end supply chain.
independent but parallel events, the
End-to-end supply chain is about
control tower can improve perfor-
managing the supply chain in an
mance, respond in real-time to
organised way, and this is where the
projected or unexpected events and
concept of planning ‘control towers’
ensure operations run as expected.
emerges. Predictably, its origins are
And avoid potential disasters.
in the world of aviation, where control M AY 2 0 1 9
When applied in the context of large
63
multi-national organisations, planning
the decisions being made benefit the
control tower decisions are made
organisation as whole, enabling them
centrally, synchronising what’s being
to optimise the allocation of products
made in multiple factories and what’s
and services.
distributed to multiple markets.
Cottoning onto this concept, a number
Decision-making isn’t devolved to a
of software solution providers now
local level, rather, it all stems from one
offer IT packages which include
centralised source with access to
a ‘Control Tower’ module. Most often,
insights for the whole organisation,
these are cloud-based data-storage
rather than just a single sub-division.
systems that enable companies to
This way, businesses can ensure that
leverage their end-to-end supply chain w w w.ma nufa c t uri nggl o b a l. com
S U P P LY C H A I N & O P E R AT I O N S
visibility performance by using real-time data analytics for optimised performance. The most sophisticated systems not only provide visibility, but also respond to disruptions and provide collaboration capabilities and functionality to automate processes and controls everything from optimum products distribution to temperature of perishable products monitoring. However, if organisations continue to operate on internal customer methodology or just by optimising the front-end of the supply chain, they are never going to be able to 64
improve to the extent that they can realistically afford to compete.
INTEGRATED BUSINESS PLANNING The solution may be straightforward – an optimised end-to-end supply chain – but it’s not simple, and the steps to achieving this require more effort than many organisations are willing to put in. When it comes to business improvement, opportunities are typically disguised as hard work, so they often go unrecognised. Organisations are quick to buy into ‘miracle’ products, rather than commit to a complete overhaul of their practices - they’re willing to spend time and money on systems but won’t spend on the actual transformation they need to make to M AY 2 0 1 9
the supply chain itself. Without doubt, technology advancements have significant merit, but they need to be implemented alongside a thorough transformative strategy to ensure sustained success. This is where Integrated Business Planning (IBP) proves pivotal - it’s a process which ensures early focus on any potential gaps in business performance, allowing organisations to predict and respond positively to changing conditions over the next 24-36 months. Furthermore, it allows business leaders to allocate critical resources - people, equipment, inventory and materials - in the most profitable way. However, it’s essential to realise that although IT systems need to complement an existing IBP process, IBP in the 21st century is also inextricably reliant on the data these IT systems capture. IBP facilitates effective long–term demand planning and management, but data analytics enables control of short-term variability. In a volatile, consumerdriven and unpredictable environment, this control is invaluable. Demand Sensing provides real-time consumer insights to enable organisations to immediately detect and respond proactively to changes in demand within the execution window. By leveraging analytics and the w w w.ma nufa c t uri nggl o b a l. com
65
S U P P LY C H A I N & O P E R AT I O N S
latest mathematical algorithms, it creates an accurate picture of changing demand, based on the current realities of customer behaviour. These early indicators allow organisations to react in-the-moment, responding accurately and efficiently to create an ever-improving customer experience. Efficient demand sensing and execution processes take the chaos out of short-term planning. They’re levers which ignite actions to real-time signals or responses of customers and 66
with lightning-fast reactions, companies improve customer service and
‘ D ECISION-MAKING ISN’T DEVOLVED TO A LOCAL LEVEL, RATHER, IT ALL STEMS FROM ONE CENTRALISED SOURCE WITH ACCESS TO INSIGHTS FOR THE WHOLE ORGANISATION’ M AY 2 0 1 9
increase sales revenue. But this is only possible with an integrated, end-toend supply chain.
GOOD IS THE ENEMY OF GREAT Many organisations can become good, but few become truly great - the deciding factor is rooted in the determination and goals of the leadership team. There needs to be a realisation that being prepared for the future isn’t instantaneous improvement,
67
it’s continuous transformation. By setting the agenda, providing
will be flexible enough to accommodate the trends of the future and
the resources and leading the way to
ambitious enough to survive them.
transformation, business leaders can
The higher the ambition, the more
inspire the cultural change they need
significant the goals that can be
to create success. A strong leadership
achieved, and this requires leaders
and team-based culture enable
who are driven by an insatiable
organisations to react quickly and
desire for success.
with agility, in response to a constantly changing market and customer dynamic. Leaders need to provide the vision for the business - a vision that w w w.ma nufa c t uri nggl o b a l. com
Premier Partner
Associate Partners
Award Sponsors
Corporate Table Partner
Business Intelligence Partner
JAPANESE DESIGN & BUILD CONTRACTOR www.kajima.pl
Auditor
Fashion Partner
Media Partners
Supporting Partners
PR & SM Partners
Vodka Partner
Wine Partner
Digital Marketing
Venue Partner
For further information please contact: Craig Smith / +48 604 144 769 / craig@EuropaProperty.com Anna Kaliszewska / +48 601 382 667 / anna@EuropaProperty.com
Beer Partner
Jury Members 2019
Marek Foryński
Kris Bledowski
Karel Zeman
Wolfram Braun
Panattoni Head of BTS Group
MAPI Council Director and Senior Economist
CBRE Global Investors Poland Head of Investment Operations Poland
AVON Operations Poland Vice President Global Manufacturing
Katarzyna Pyś-Fabiańczyk
Phil Goss
Courtney Fingar
Adam Zawadzki
Exeter Property Group Director Leasing and Development CEE
Perła Browary Lubelskie Vice-president of the Management Board
fDi Magazine Editor-in-Chief
Toyota Motor Europe Senior Project Leader
Philippe Beurtheret
Michał Nowicki
Łukasz Niesłuchowski
Bruno Lambrecht
CEETRUS General Manager Hungary
RECARO Director Quality and Deputy General Manager
Rockwell Automation Country Sales Director
CFE Poland General Manager
Dorota Raben
Preston Smith
Marek Potoczny
Adam Janus
CLIP Group Member of The Board
CDDI Founder & Executive
Valeo Group Industrial Projects Director
DHL Head of Real Estate Solutions CEE
T O P 10
TOP 10
Automotive manufacturers worldwide
70
Manufacturing Global counts down its top 10 automotive manufacturers worldwide WRITTEN BY
M AY 2 0 1 9
SEAN GALEA-PACE
71
w w w.ma nufa c t uri nggl o b a l. com
T O P 10
72
10
Suzuki Japan
Founded in 1909, Japan-based Suzuki has around 35 production facilities in 23 different countries and 133 distributors in 192 countries. The firm employs over 45,000 people and is one of the biggest automotive companies in Japan. Suzuki manufactures a range of different products including four-wheel drive vehicles, wheelchairs, automobiles and outboard marine engines. In March 2019, Suzuki and Toyota announced a joint venture to develop a new hybrid electric vehicle in the UK set to be based on Toyota’s Corolla model, according to The Guardian.
M AY 2 0 1 9
73
09
Groupe PSA France
The French company operates under the Peugeot brand and is the biggest PSA brand in Europe and worldwide. Based in Paris, Groupe PSA is considered Europe’s second-biggest automaker. The company’s brands include Citroën, DS, Ambassador, Opel, Peugeot, Vauxhall and Aixam. With approximately $84bn in revenue, the firm is set to enter the North American market in 2020.
w w w.ma nufa c t uri nggl o b a l. com
T O P 10
74
08
Fiat Chrysler (FCA) Italy / USA
Formed following the merger of Fiat and Chrysler in October 2014, FCA operates through two main subsidiaries FCA Italy and FCA US. With $133bn in revenue, the company holds its legal office in Amsterdam, the Netherlands, in addition to operating its main office in London. FCA’s subsidiaries include Jeep, Alfa Romeo and Maserati.
M AY 2 0 1 9
75
07
Honda Japan
Founded in 1948, Honda is recognised globally as one of Japan’s leading automakers. With 45% of Honda’s vehicles manufactured in the US, the company has 31mn unit sales worldwide. The company is renowned for being the world’s largest motorcycle manufacturer and it has held the position since 1959. Honda is also considered the top producer of internal combustion engines by volume, with over 14mn internal combustion engines produced annually.
w w w.ma nufa c t uri nggl o b a l. com
T O P 10
76
06
Ford USA
The US automotive manufacturing giant, Ford, was first established by Henry Ford in 1903 and holds its main headquarters in Michigan, USA. The company is the second largest US-based automaker and accrued approximately $156bn in revenue in 2017. Ford employs around 202,000 people worldwide and manufacturers 64% of its vehicles in the US. In March 2019 it was announced that Ford has begun to expand production of its all-electric vehicles through the launch of a new $900mn facility in Michigan, according to BBC News.
M AY 2 0 1 9
77
05
General Motors USA
As the biggest US-based automotive manufacturer by total revenue, General Motors operates in 37 different countries with its core automobile brands being Chevrolet, Buick, GMC and Cadillac. The company employs approximately 180,000 people worldwide and has 396 facilities on six continents globally. Formed in 1908, the firm produces around 10mn vehicles worldwide. In March 2019, it was announced that General Motors would make a $300mn investment at its Orion Assembly Plant in Michigan and create 400 jobs as it develops a new electric vehicle, according to CNBC.
w w w.ma nufa c t uri nggl o b a l. com
T O P 10
78
04
Hyundai South Korea
Formed in 1967, the company is the biggest automaker in South Korea and features at number four worldwide. Having unveiled the biggest integrated automobile manufacturing facility globally in Ulsan, South Korea, with an annual production capacity of 1.6mn units, Hyundai employs approximately 75,000 people and sells vehicles in 193 countries. Hyundai is the parent company of Kia Motors, following its acquisition in 1998.
M AY 2 0 1 9
79
03
Nissan Japan
As the second-largest automaker in Japan, Nissan has been a key part of the Renault-Nissan-Mitsubishi Alliance since 1999. The company is considered to be the world’s biggest electric vehicle (EV) manufacturer and had produced approximately 320,000 all-electric vehicles as of April 2018. Nissan is also responsible for other brands such as Infiniti, Nismo and Datsun. It is expected that all vehicles of its division, Infiniti, will become hybrid or fullyelectric vehicles as of 2021.
w w w.ma nufa c t uri nggl o b a l. com
T O P 10
02
Toyota Japan
Just missing out on the top spot is Toyota with around $265bn in revenue. The Japanese company is a market leader in the distribution of hybrid electric vehicles and
80
is also a leading firm in hydrogen fuel-cell vehicles. Toyota has a number of divisions including Lexus, Ranz, TRD, Gazoo Racing and Daihatsu. The firm produces over 10mn cars annually and is listed on the stock exchanges of New York, London and Tokyo.
M AY 2 0 1 9
81
w w w.ma nufa c t uri nggl o b a l. com
T O P 10
01
Volkswagen Germany
Topping the list is the Germany-based automaker Volkswagen with a revenue of around $278bn. The company had approximately 10.8mn global sales in
82
2018 and employs approximately 302,550 staff worldwide. Volkswagen’s main market is in China and the firm generates 40% of its sales and profits there. Volkswagen has a range of major subsidiaries including Audi, Bentley, Bugatti, Porsche, SEAT and Lamborghini.
M AY 2 0 1 9
83
w w w.ma nufa c t uri nggl o b a l. com
EVENTS & A S S O C I AT I O N S
The biggest industry events and conferences WRITTEN BY SEAN GALEA-PACE from around the world
10–12 JUNE 2019
84
15 MAY 2019
The Manufacturing Finance Summit
15th Anniversary Manufacturing Leadership Summit
[ OXFORD, UK ]
[ HUNTINGTON BEACH, CALIFORNIA ]
The Manufacturing Finance Summit
Now in its 15th year, the Manufacturing
sees the UK’s largest gathering of
Leadership Summit invites individuals
manufacturing finance professionals.
from all areas of the manufacturing
80 like-minded executives will explore
sector. With close to 60% of attendees
how the finance sector is impacting UK
situated in senior level roles, opportu-
manufacturers, from automotive, aero-
nities for networking with c-suite
space, defence, electronics, food and
executives, general managers, vice
drink and FMCG. With attendees given
presidents and directors will remain
the option to choose which speaker
central to those who wish to gain key
they listen to, the summit offers free-
insights from manufacturing leaders.
dom of choice revolving around three
Last year, notable companies such as
conference streams: Risk, Capital and
Bosh, Caterpillar, Dell, Cisco and Ford
Innovation.
attended this popular event.
M AY 2 0 1 9
19–20 JUNE 2019
AI & Big Data Expo 2019 [ RAI, AMSTERDAM ]
The leading Artificial Intelligence (AI)
85
and Big Data conference and Exhibition in Europe, this year’s AI & Big Data Expo is set to attract more than 2,000 attendees. Showcasing next genera-
19–22 JUNE 2019
attendees will hear from speakers on
Manufacturing Expo 2019
how to take their business to the next
[ BANGKOK, THAILAND ]
level by implementing AI and Big Data.
Over 85,000 industrialists in manufac-
With four co-located events, and more
turing and supporting industries in the
than 300+ speakers and exhibitors,
Association of Southeast Asian Nations
businesses will gain increased brand
(ASEAN) are set to meet with technol-
exposure, showcase their products
ogy providers at 2019’s Manufacturing
and take advantage of further net-
Expo. Last year’s event saw more than
working opportunities.
90,000 people in attendance.
tion technologies and strategies,
w w w.ma nufa c t uri nggl o b a l. com
EVENTS & A S S O C I AT I O N S
09–11 JULY 2019
86
The Global Manufacturing & Industrialisation Summit (GMIS) [ YEKATERINBURG, RUSSIA ] The Global Manufacturing and Industrialisation Summit is now in its second iteration and is certainly
14–16 AUGUST 2019
Vietnam Manufacturing Expo 2019
not to be missed. The event focuses
[ HANOI, VIETNAM ]
on innovation and Fourth Industrial
Although Vietnam’s Manufacturing
Revolution technologies in the global
Expo released limited information
manufacturing sector. In particular,
regarding its event for 2019, over 200
the conference will look at the UN’s
brands from 20 countries were in
Sustainable Development Goals and
attendance in 2018. More than 7,000
the role of nature inspired technolo-
industrialists looked at how investing
gies in manufacturing. This theme
in new technologies could transform
will be explored through interactive
their traditional manufacturing plants
debates, sessions and workshops.
into world-class production factories.
M AY 2 0 1 9
30 SEPT– 03 OCT 2019
18 SEPT 2019
Canadian Manufacturing Technology Show
Industry 4.0 Exchange
[ TORONTO, ONTARIO ]
[ DERBY, UNITED KINGDOM ]
Serving more than 90,000 manufac-
Sponsored by renowned companies
turing businesses in Canada,
such as Epicor and Sage Enterprise
contributing CAN$610bn to the local
Management, the Industry 4.0
economy, the Canadian Manufacturing
Exchange event brings together Manu-
Technology Show (CMTS) is the
facturing IT professionals, architects,
country’s largest manufacturing event,
CIOs, CTOs and more to look at ways
welcoming leaders across the auto-
to enhance supplier performance and
motive and aerospace industries
the advantages of innovative technolo-
worldwide. Workshops, tours, exhibitor
gies and range of software solutions
demos, presentations and panel
to drive long-term growth. Attendees
discussions will be on offer, which will
can attend a range of sessions, cover-
explore key pain points, as well as
ing topics such as ‘connecting the
solutions which can solve modern day
digital supply chain’ to mastering ‘the
manufacturing challenges in order
challenges of modern manufacturing
to take manufacturing industry into
with ERP.’
a new age.
w w w.ma nufa c t uri nggl o b a l. com
87
88
TE Connectivity: Transforming manufacturing WRITTEN BY
JOHN O’HANLON PRODUCED BY
TOM VENTURO
M AY 2 0 1 9
89
w w w.ma nufa c t uri nggl o b a l. com
TE CONNECTIVITY
The automation of manufacturing processes is driving the rapid development of the products of tomorrow: Roberto Lu, Vice President – Technology: Automation Manufacturing, Global Operations, explains how…
B
ack in 1941, Aircraft Marine Products (AMP) was founded, as so many companies were, as part of the technical leap
forward catalyzed by war. The need for rapid 90
development and deployment of new ships and aircraft spelt the death of labor intensive manufacturing practices such as manual soldering of electrical connections, and AMP – which would later become TE Connectivity – established itself on its ability to develop solderless connectors that could be changed quickly but without losing the ability to pass current reliably in demanding conditions. 78 years on, this market has transformed very much to TE Connectivity’s advantage. The company is still adding value at the interface between devices and solving the problems presented at those interfaces. Electronics are ubiquitous. Domestic appliances, automotive, aerospace, energy, manufacturing, medical devices and more all call for specialized and smart connectors to enable transformations through the internet of M AY 2 0 1 9
91
w w w.ma nufa c t uri nggl o b a l. com
TE CONNECTIVITY
“ Our production today is all about automation and semi-automation” — Roberto Lu, VP Technology, TE Connectivity
things (IoT), machine learning (ML), automation and robotics. This places TE Connectivity firmly among the essential global companies that most people haven’t heard of, sitting behind the label on your smartphone, your transportation, all of your internet activity and every experience you have. It develops and manufactures switches, cable assemblies, relays, antennae and many more product categories as well as critical connection solutions for fiber optics. Today the company employs 80,000 people, makes 220bn products a year,
92
achieved sales of $14bn in 2018 and has 130 manufacturing and engineering centers around the world. AMP was acquired by Tyco International in 1999, becoming part of Tyco Electronics in a 2007 restructure. In 2011, however, it rebranded itself as TE Connectivity partly to reflect its approach to the market and partly to avoid confusion with other Tyco companies. This happened under the leadership of Tom Lynch, CEO from 2006 until 2017 and now Chair of the Board. Attracting talent was an important part of the former Motorola CFO’s strategy, as was shown in 2011 M AY 2 0 1 9
CLICK TO WATCH : ‘ENGINEERING THE FUTURE’ 93 when he reached out to a high-flying
about the company at the time. I was
Boeing executive to fill the newly
attracted by the breadth of TE’s global
created job of Vice President –
reach and the realization that it is
Technology: Automation Manufactur-
present wherever there is a signal –
ing, Global Operations.
whenever you call someone you are going through TE products!”
CAPTIVATED BY CONNECTIVITY
Having no predecessors, at first Lu
What persuaded Roberto Lu to take on
worked on his own and without a budg-
this challenge? “Tom had brought in
et. “I travelled extensively in the first
Rob Shaddock as CTO from Motorola:
weeks and I was amazed at the number
they saw they needed someone to run
of opportunities that I saw to contrib-
manufacturing technology so they
ute on the manufacturing technology
created my job. I hadn’t planned to
side,” he explains. As a part of the
leave Boeing, but I was really captivat-
global corporate headquarters
ed by TE, though I didn’t know much
organization, reporting to the CEO w w w.ma nufa c t uri nggl o b a l. com
TE CONNECTIVITY
94 through the head of operations, Lu’s responsibility covers all the TE
acronym stands for automation!” This nimble approach typifies the
segments: Communications, Trans-
company and its leadership, he
portation and Industrial. Today he has
continues. “Back in 2012 it was quite
a team of 50 engineers located in the
visionary of the company to see that
USA, Mexico, Europe and China but
automation was going to be such a big
his organization had to be built from
deal. We have to give this credit to our
scratch. “In March 2012 I inherited a
leaders because who can estimate
small team and was allocated a budget
what is going to happen a few years
– my boss asked me what I wanted to
down the road? That is another reason
call it, so I said AMT. At the time that
that I really like this company: the
stood for advanced manufacturing
leaders are not only interested in this
technology but we rethought that,
quarter’s performance on the stock
taking into account the rapid growth of
exchange market but also looking
automation, and now the A in the
forward years down the road to see
M AY 2 0 1 9
where we’ll be in the long term.” You can buy TE products across the
stage to solve connectivity issues before the product is made. Team
counter or even online through
members from TE Connectivity work
distributors or the company’s website.
full time at the engineering and
However, most of TE’s business
production facilities of nearly all
comes from engagement with OEMs
of the world’s global auto and aircraft
with whom the company works closely
makers. There’s also a high percent-
to develop solutions for next-genera-
age of TE content within the critical
tion products, right from the concept
control functions that maintain the
E XE CU T I VE PRO FI LE
Roberto Lu, Vice President – Technology: Automation Manufacturing, Global Operations TE Connectivity (NYSE: TEL) is a $14bn global industrial technology leader. TE connectivity and sensor solutions are essential in today’s increasingly connected world. TE collaborates with engineers to transform their concepts into creations – redefining what’s possible using intelligent, efficient and high performing TE products and solutions proven in harsh environments. He works closely with the company’s manufacturing and operation leaders to advance TE’s overall manufacturing capabilities in automation, artificial intelligence and machine learning technologies. He charters TE’s global manufacturing technology strategies and roadmaps, which guide the company’s manufacturing technologies, initiatives, and the overall development of new manufacturing processes. Manufacturing technologies from his team reach more than 102 TE factories in EMEA, the Americas and Asia.
w w w.ma nufa c t uri nggl o b a l. com
95
TE CONNECTIVITY
$14bn Approximate revenue
2004
Year founded
80,000
Approximate number of employees 96
M AY 2 0 1 9
97
w w w.ma nufa c t uri nggl o b a l. com
The Next Best Thing To AI
FANUC SCARAs with Integrated Intelligence Our SCARA robots are fast, precise, easy to use and an affordable solution to maximize your productivity. Equipped with integrated intelligence like iRVision, our SCARAs lead the way in high-speed assembly. When you’re ready to automate, count on FANUC’s products, expertise and lifetime support.
888-FANUC-US www.fanucamerica.com/scara
© 2019 FANUC America Corporation. All Rights Reserved
M AY 2 0 1 9
“ We have 8,000 engineers working on connectivity solutions” — Roberto Lu, VP Technology, TE Connectivity
speed and stability of the 350+ kph Beijing to Shanghai high speed train link, Lu says. It’s worth noting that TE Connectivity is among the biggest foreign employers in China, where it has more than 2,000 engineers working on product research and manufacturing development. The competitive advantage of vertical integration can’t be overstressed. A major transportation organization, for example, wanted connectivity solutions to deliver fast streaming of media content. Weight reduction and efficient operation were key criteria. “They came to me with the next question: what about manufacturing technology and were we going to manufacture in a low cost location with a lot of manual labor? I could assure them that we have 11 patents on this product family manufacturing technology. We own it. Our production today is all about flexible precision automation and semi-automation. Our customer can rest assured that TE can not only produce the parts to the satisfaction of the customer but that we have our manufacturing technology in-house and they have access to our technical team members including myself!” w w w.ma nufa c t uri nggl o b a l. com
99
TE CONNECTIVITY
INNOVATE AND AUTOMATE As the leader of a global center of excellence in assembly automation, including manufacture and assembly, innovation is important to Lu. “We must lead with the next ready-to-deploy technology otherwise the innovation pipeline runs dry, and that is bad business. The opportunities presented by IoT are taking us in many directions. At our engineering centers we have top grade engineers developing innovations that will be needed in transportation, for example, as driverless cars 100
and even ships and aircraft become a reality. We have 8,000+ engineers working on those connectivity and sensing solutions. Out in the field their concern is to build customized solutions for major connectivity platforms, and work on the production floor to implement these solutions.” As we have seen, the IP the company possesses aids the customization of solutions – once a successful implementation has been established at one site, it will be rolled out at multiple sites, saving time and money. On the manufacturing side, his team is constantly working on improving performance and finding new soluM AY 2 0 1 9
tions: one of the biggest challenges (and market opportunities) is presented by high-speed communications. In this field alone, he says, TE holds more than 200 global patents. Here automation has been the key. “In many product categories we are achieving over 99% first-time-right pass rates. There’s no way that can be achieved through manual processes, and our customers really appreciate that reliability. We have developed spatial intelligence machine learning capability for a variety of our products, with at least 18 deployments across sites of various business units. We use artificial intelligence to learn what is done right and what is not: there’s deep learning behind our processes and our inspections to increase our speed and quality.” In 2011, Roberto started to draw up technology roadmaps to chart forward development, and today he and his team continue to use this approach. A year later, with the support of Rob Shaddock and Tom Lynch, he introduced TE Connectivity to the global RoboCup competition. With so much talent residing in its engineers, dispersed as they are, it was necessary to find collaborative routes to w w w.ma nufa c t uri nggl o b a l. com
101
TE CONNECTIVITY
102
innovation. “Innovation is a team sport,
NEVER-SATISFIED CURIOSITY
and it’s everybody’s job,” said Rob
One of Lu’s great strengths is his
Shaddock, former CTO and Lu’s boss
desire to learn. Since bagging his first
at the time. Teams participating in
degree in 1985 at Taiwan he gained
RoboCup use vision-guided robots to
four more advanced degrees from
improve TE production processes and
American universities including a
provide significant ROI. Lu’s AMT team
doctorate in industrial engineering.
runs robotics courses for the partici-
There’s continuity from his work at the
pating team members, training them in
Boeing Company, where he worked for
working with new applications such as
over 13 years, and his present role in
collaborative robotics. The first
that they both involved manufacturing
competition took place in 2012 and it
technology research and development
has run annually ever since.
– though the transition was not an
M AY 2 0 1 9
obvious one. “I was honored to work alongside so many innovators at Boeing and was one of the first few engineers working on the Boeing 787 in 1999. We had to develop our internal processes because on something like that there’s nobody you can ask!” Involvement with something as high profile as the 787 Dreamliner, and the experience of working at Boeing, where they say ‘The sky is not the limit – it is Boeing’s playground’ was “awesome”, according to Lu. “In my Boeing days I was very fortunate to have outstanding leaders and managers who inspired me.” The company became his own playground, he
“ Insatiable curiosity became a drive for me to seize every opportunity to contribute to Boeing locations globally” — Roberto Lu, VP Technology, TE Connectivity
admits. Poring over the internal maps of Boeing’s many locations he set himself the task of getting into every building on every manufacturing and fabrication site and finding out what happens there. A tall order, but he managed to do them all bar one. “Insatiable curiosity you may say, but that curiosity became a drive for me to seize every opportunity to contribute to Boeing locations globally.” He had every expectation of retiring as a senior Boeing Fellow when he was approached by Tom Lynch, who w w w.ma nufa c t uri nggl o b a l. com
103
TE CONNECTIVITY
104
he regards as the model of an inspirational leader. Perhaps he recognizes a
capabilities than we know.” In 2015 at a global leadership event
kindred drive and curiosity in a
for the top echelon of the company Lu
corporate finance leader prepared to
was listening to a dinner presentation
leave his dream job as CFO at
when he heard a story unfolding that
Motorola to turn around the reputation
was rather like his own. “I realized that
of Tyco electronics. “It’s Tom who
this was actually my story: then my
has made TE Connectivity the really
name was announced and I had to
strong performance company it is
quickly gulp down my food and go up
today. He likes to inspire everyone,
on the stage to be presented with a
with the message that we have better
black leather jacket! The jacket is like
M AY 2 0 1 9
105
a pilot’s jacket – it means you are a
made more mistakes than I would like
solo flyer, and it is a great honor, rather
to admit to! The key thing was that
like a lifetime achievement.”
I recognized them and accepted they
Despite this and many more achieve-
were part of my growth.”
ments, like the publication of his book on ASCL models in production engineering, Lu is refreshingly ready to admit he doesn’t know it all. Don’t be afraid to make mistakes as long as you learn from them, he says. “I am thankful to TE Connectivity because I have w w w.ma nufa c t uri nggl o b a l. com
106
CHANTIER DAVIE: INTRODUCING CONNECTED FLEETS AND IOT WRIT TEN BY
SOPHIE CHAPM AN PRODUCED BY
JA MES BERRY
M AY 2 0 1 9
107
w w w.ma nufa c t uri nggl o b a l. com
C H A N T I E R D AV I E C A N A D A I N C .
Canada’s largest shipbuilder, Chantier Davie Canada, reveals how it is updating its technology to connect a shipyard the size of a small town
E
stablished in 1825, Chantier Davie Canada has been building ships for almost 200 years but has just started
to take the first steps on its digital transformation journey. The shipyard is the largest, highest capacity, and most experienced in 108
Canada. Davie Shipbuilding has a vision of being the nation’s “premier shipyard providing national strategic capability when it comes to the digital transformation,” claims Jeremy Citone, Technology Director of Chantier Davie Canada. “The yard has recently delivered the most complex vessel ever built in North America, and we are now focusing on innovating new ferries which use clean energy.” “Being in a company with so much history, it’s a challenge in itself. Facilities are more than 2 kmsq. With its 56 buildings, it is really like a small town. When the shipyard reopened in 2012, it was 10 years behind with technology. Everything needed to be updated, from security, IT infrastructure to introducing Internet of Things,” notes Citone. Despite M AY 2 0 1 9
109
w w w.ma nufa c t uri nggl o b a l. com
DEVELOPED FOR DEMANDING ENVIRONMENTS The TFIE-1 IP industrial intercom station is a rugged device, designed for harsh environments and meets industrial and offshore requirements.
IP TECHNOLOGY The intercom station is fully digital and offers crystal clear audio with high output through a 10 W internal amplifier and 78 mm speaker, offering up to 100dB SPL. TMonitoring and selfdiagnostics of critical functionality. FLOWIRE TECHNOLOGY Flowire connectivity for simplified cabling and extended range. MATERIAL Robust hardware design makes this product fit for rough environments.TFIX intercoms are made in Carbon-fiber reinforced polymer. ENVIRONMENTAL Operating temperature: -40째C to +70째C Storage temperature: -40째C to +70째C Operating humidity: 10% to 95% RH (non-condensing) Storage humidity: 10% to 95% RH (non-condensing) Air pressure: 600 hPa to 1200 hPa IP-rating IP-66, IEC/EN 60529
ACCESSORIES Accessories include: Handheld PTT mic, Headset with PTT and Handset with PTT.
Developed for the Industrial, Oil & Gas and Maritime segment.
www.zenitel.com
CLICK TO WATCH : ‘CANADA’S NEXT AUXILIARY OILER REPLENISHMENT SHIP – EPISODE ONE’ 111 the numerous changes being made
were facing: to provide information
around Davie, its workers are entirely
when an where it is needed within our
involved and committed. “Major
environment.”
technology changes are always tricky
“The use of technology not only
to introduce. However, our workers
enables the shipyard to be more efficient,
are embracing the new tools they are
but it also makes the company more
provided with.”
sustainable, as it is able to move on
Citone notes that for him live information is key – while engineers are behind computers designing
from paper-based practices which are riskier and less reliable.” Citone reveals that the shipyard’s
ships, the supervisors are onboard.
technologies are well on track to reach
“But how can you ask someone to be
Industry 4.0 levels. Over the past 3
efficient onboard a ship under construc-
years, he has introduced and fostered
tion if they don’t have access to that
a culture which has the goal of becom-
information? That’s the challenge we
ing a smarter and virtual shipyard. w w w.ma nufa c t uri nggl o b a l. com
C H A N T I E R D AV I E C A N A D A I N C .
“In five years I see the implementation of AI for shipbuilding. AI will allow us to use our workforce smarter” — Jeremy Citone, Technology Director of Chantier Davie Canada 112
“We are now 3D scanning incoming
the 3D models,” he adds. Augmented
ships, both inside and outside. When
reality technologies allow them to be
we have a virtual ship, we can measure
onboard and visualize the ship the way it
it from the office. We can select the
will look like once completed. All piping,
best spot for a piece equipment. That
equipment, and lighting systems are
allows us to work around the clock with
displayed on top of what the camera
engineering companies all over the
sees directly on the tablets onboard
world,” Citone explains. As part of the
the ship. This way, the supervisors can
firm’s digital transformation journey,
understand and show the workers
supervisors have been equipped with
what to do and where to do it.
tablets, and Wi-Fi has been installed
“I believe live information and reporting
across the site. “With the tablets, our
is key. In-house developed apps allow
supervisors are able to draw on top of
the supervisor to have a clear view of
M AY 2 0 1 9
the progress made onboard and keep track of their budget per task. All tablets are connected to the main cluster and are regularly updated with any revisions as it is used. This reduces risks and mistakes” Efficiency, according to Citone, is the most important aspect of the company’s digital transformation journey. “However, as we are based in Canada, the labor is quite expensive compared to all of our international competitors. Therefore, our employees need to be very efficient and technology-driven.” However, Citone notes that live information is being used even further: “For every ship, we collect as much E XE CU T I VE PRO FI LE
Jeremy Citone After finishing his second Master’s degree in Computer Science in California, Jeremy was head hunted by the INOCEA group in Monaco to take on a role of a system engineer. His vision for shipyard technology led him to Inocea-owned Chantier Davie, the largest shipyard in North America. In 2017, just a few years after joining the company, he became the head of the IT department. Today, Jeremy works on implementing his vision by bringing high-end technology to the shipbuilding industry
w w w.ma nufa c t uri nggl o b a l. com
113
C H A N T I E R D AV I E C A N A D A I N C .
114
production data as we can. This live
recent major conversions, the Replen-
data allows us to update our norms for
ishment at sea vessel MV Asterix.”
the planning. I would like to see the end
While building the Asterix, the
of the averaging. With lots of data, we
company also prioritized cybersecurity,
now have the capability to get to a level
and designed an entire network for its
of accuracy we couldn’t dream of before.
connected ships. “Ships are more and
A good example of the marine industry
more connected to the internet; the
transformation is one of our most
engines, navigation chart systems,
M AY 2 0 1 9
715
Ships built at Davie
1825
Year founded
348
Metre Drydock
integrated management system are
strides forward, creating a training
all connected for maintenance and
system that resembles a video game.
updates.” Those technologies cannot
“It’s something completely new that
be implemented without having
we’ve never seen before in the marine
a shipyard mastering those technolo-
industry. We partnered with Race-
gies,” he continues.
Rocks, a Canadian company based in
On its journey toward Industry 4.0, the company has made significant
Vancouver that designs training systems in the style of video games. We gave w w w.ma nufa c t uri nggl o b a l. com
115
C H A N T I E R D AV I E C A N A D A I N C .
116
“ Ships are more and more connected to the internet; the engines, navigation chart systems, integrated management system are all connected for maintenance and updates” — Jeremy Citone, Technology Director of Chantier Davie Canada
M AY 2 0 1 9
117
w w w.ma nufa c t uri nggl o b a l. com
C H A N T I E R D AV I E C A N A D A I N C .
“ We gave them a 3D model of our ship and they made a video game out of it” 118
— Jeremy Citone, Technology Director of Chantier Davie Canada
M AY 2 0 1 9
them a 3D model of our ship and they made a video game out of it,” says Citone. “The crew can sit down with their computers in their rooms and train on how to extinguish fires, operate equipment and follow procedures. Some training will display a virtual replenishment at sea console. The console is fully functional, every single button works – if they were to push the wrong button, the simulation will fail.” Using one-of-a-kind technology to train its staff marks the direction the shipyard is going in, “In 5 years I see the implementation of AI for shipbuilding. AI will allow us to use our workforce in an optimal fashion. We currently have accurate feedback on how long it takes to complete each job based on complexity, material availability, and manpower. Planning won’t be based mainly on rules: we will be able to predict schedules using actual shipyard capabilities. And that’s a game changer for Canada.”
w w w.ma nufa c t uri nggl o b a l. com
119
120
M AY 2 0 1 9
WORKING TO SOLVE WHAT MATTERS WRIT TEN BY
M ARÍA COBANO-CONDE
PRODUCED BY
M ANUEL NAVARRO
w w w.ma nufa c t uri nggl o b a l. com
121
SIEMENS
HOMERO JAVALERA, DIRECTOR OF OPERATIONS, EXPLAINS THE TRANSFORMATION THE MONTERREY PLANT UNDERWENT WITH THE LATEST TECHNOLOGICAL INNOVATIONS
S
iemens enjoys a privileged position as one of today’s leaders in the industries of technology, health-
care, and solutions for the processes of electrification and digitalisation. 122
Siemens may be defined as an actor that understands what truly matters in today’s society: the extreme urbanisation of the planet, globalisation, digitalisation, climate change, and the ageing of the population are some of the hot topics for which Siemens creates solutions that leverage change. All this is focused on the creation of a catalogue and implemented in three cornerstones: automation, electrification, and digitalisation. Its production plant in Monterrey (Mexico) is going through a digitalisation renewal process that is making its manufacturing processes more agile and efficient – it’s truly a factory from the future. Homero Javalera, director of Operations in Siemens Mexico, has been at the forefront of M AY 2 0 1 9
Homero Javalera, Director of Operations for Siemens Mexico
123
w w w.ma nufa c t uri nggl o b a l. com
SIEMENS
“SIEMENS HAS AN IIOT (INDUSTRIAL INTERNET OF THINGS) OPERATIVE SYSTEM CALLED MINDSPHERE, AND OUR 3.0 VERSION IS IN THE SERVERS OF AMAZON WEB SERVICES” — Homero Javalera, Director of Operations for Siemens Mexico
124
M AY 2 0 1 9
the plant’s operations for four years, a labour that has earned him awards as renowned as the Global Siemens AG Award 2016 (Werner von Siemens Award) for the best global performance, the biggest recognition awarded by Siemens in the entire corporation.
THE COMBINATION OF TWO BUSINESS AREAS The most relevant development that Javalera may have had in his adminis-
CLICK TO WATCH : ‘SIEMENS — MANIFIESTO INTERNACIONAL’ 125 tration to date has been the fusing together of two production plants into
$220mn and over 20mn units per year.” Javalera delves into the plant creation
today’s Monterrey plant, where work is
process: “What we did was bring two
done in three different areas. “I took
factories together into one – we had
care of the transfer of two business
a single type of product here, and then,
areas and the coordination of the
we brought over two more from two
whole team, a task that consisted of
different factories. Now, we have three
building warehouses, hiring 1,000
types of products in Monterrey:
people, implementing ERP (Enterprise
residential circuit breakers, industrial
Resource Planning), redirecting the
circuit breakers, and safety switches,”
entire supply chain and all the suppli-
Javalera analyzes. “This isn’t just
ers, contacting internal clients and
a manufacturing facility; it’s an Investi-
investors, buying new equipment, etc.
gation and Development center as we
We have 1,500 employees in the
design and launch new products here
factory, and we sell approximately
as well. We have a group of researchers w w w.ma nufa c t uri nggl o b a l. com
We make ideas happen. Becoming the best product development partner Mock-up Service. Mock-ups that look, feel and work like the real thing.
PremCast. A premium, high quality vacuum casting service from ARRK
Rapid Prototyping Solutions, 3D Printing, CNC, and more.
Tooling & Molding Service. Quality low volume production.
One of the world’s largest product development specialists ARRK Product Development Group. ARRK is one of the world’s largest product development specialists. Our origins date back to 1948 in Osaka, Japan and its evolution into a global leader of product development. Nowadays, company operates 20 locations worldwide, with over 3,300 employees. Full-line product development services. At ARRK, we believe in combining the newest, latest, and greatest technologies with master craftsmanship to bring your products to market quickly and costeffective. We offer a comprehensive range of product development solutions that include 3D printing, Rapid Prototyping, Mock-ups, LVP, Molding and Tooling. With over 66 years of experience in additive technologies, ARRK has amassed a wealth of knowledge to assist designers and engineers from a wide range of industries which include medical, consumer electronics, automotive, aerospace, and defense.
www.arrk.com contactus@arrk.com
SIEMENS
conducting advanced materials investigations using nanotechnology, and another group doing Investigation and Development with the supply chain group from Global Procurement in the areas of automation and digitalisation here in this organisation as well.” “This is truly a company doing complex things, a company facing today’s most complex challenges. It generates technology to address issues such as climate change, energy distribution, clean energy generation... our portfolio 128
is vast in that sense. We also address the issue of the planet’s extreme urbanisation, and to do so, Siemens’s catalogue serves, for example, mobility, trains, smart buildings, and energy consumption control in urban concentrations. We have the opportunity to contribute that to our clients. Digitalisation is a global trend and a priority for Siemens. Through our portfolio, we provide solutions for our clients, and we’re also developing our internal systems. For example, we’ve grown very much in comparison to previous years with clients such as Amazon, Facebook, and Microsoft given the investments they’ve made in infrastrucM AY 2 0 1 9
“SIEMENS IS MIGRATING TOWARDS BECOMING A COMPANY THAT IS THOROUGHLY ABOUT DIGITAL TECHNOLOGY” — Homero Javalera, Director of Operations for Siemens Mexico
ture such as data centers. The world is going electric, and Siemens has this whole catalogue.”
DIGITAL TRANSFORMATION FROM THE INSIDE Siemens Mexico doesn’t create innovation for its clients only, but it also applies it to its production processes. The radical changes in the plant’s production lines were a result of introducing the most relevant trends in digitalisation to maximise resources. Javalera explains
how this change developed. “The change has been exponential in the last years, not so much before then. Ten years ago, we made very slow changes as needs would arise and according to the available technology. Now, we have a deeper understanding of digitalisation and automation; technology is more readily available, and new generations are entering the labour market with different skills in digitalisation.” “Change in the past three or four w w w.ma nufa c t uri nggl o b a l. com
129
Proud Partner of Siemens Monterrey MX Digital Transformation
Smart Man Manufacturing www.InnovarSystems.com www.Innovar
The Siemens Mexico management team
131
years has been exponential indeed
transition and application of digital
since, 10-15 years ago, we hadn’t done
technologies: “Digital Factory is our
what we’ve been doing lately. For
division leading us through the
example, mobile technology already
digitalisation process – they have the
existed then, but today, new communi-
entire portfolio, and it’s quite vertical.
cation protocols in mobile technology
It includes the physical elements
allow for the exchange of data in
necessary to connect the machines
massive amounts and at unbelievable
and generate data as well as the
speeds. This way, data from thousands
elements for interconnectivity and
of connections in your production lines
industrial networking purposes. Our
may be connected in real time and be
Siemens PLM division has an entire
used in a very valuable way.”
software portfolio for the different
Siemens Mexico has its own team of experts in charge of leading the
stages in our digitalisation, and it also has the design software Siemens NX w w w.ma nufa c t uri nggl o b a l. com
SIEMENS
COMPAN Y FAC TS
• Siemens Mexico employs 1,500 collaborators in its Monterrey plant • On average, Siemens Mexico generates $220M in revenue, and it sells 30M units per year
132
1847
Year founded
372,000 Number of Siemens employees globally
$95bn+ Revenue in fiscal year 2017
M AY 2 0 1 9
Siemens building in Monterrey, Mexico
to create digital twins of industrial processes and/or products such as cars, airplanes, circuit breakers, etc.” By executing a circular strategy, Siemens uses these same digital processes to leverage the efficiency of the products it offers to market. “For example, you can monitor the efficiency of our electricity generation turbines in real time. You can monitor the efficiency of the electric distribution and make decisions on the spot. Also in real time and through customised solutions tailored to your needs, you can monitor and distribute energy in a smart way in cities and buildings. Even at the production line level, through Siemens’s portfolio of software and hardware, you can know which engine is consuming more energy, or you can know what the peak times of energy consumption are in a smart building to implement energysaving projects,” he concludes.
INNOVATION APPLIED TO MANUFACTURE PROCESSES In Siemens’s Mexico particular case, the application of digital innovations is accomplishing a very high level of w w w.ma nufa c t uri nggl o b a l. com
133
SIEMENS
CLICK TO WATCH : ‘SIEMENS MÉXICO— DIGITALIZATION’ 134 satisfaction with processes, produc-
of dollars by preventing potential
tion, and manufacturing. Javalera
failures from errors in the design of
offers exclusive information on this
the productions lines. Moreover, once
newly obtained acceleration: “We can
it’s running, you can make sure its
save on months of prototype develop-
efficiency is as close as possible to the
ment, long hours of engineering, and
efficiency you expect from production,
lots of money in materials and tools
emphasising automatic management
by simply creating digital twins for the
of the client’s demands, where we have
products before launching them.”
much less human intervention.”
“Before ordering new machinery
In matters of production execution,
and investing hundreds of thousands
we monitor the performance of the
of dollars in equipment, simulations
lines in real time, and we receive
are designed by computer right at the
an immediate response whenever
production line to determine what is
a problem arises. Regarding quality
really needed. This saves up thousands
and product safety, in very critical
M AY 2 0 1 9
“ O UR DIGITAL FACTORY IS LEADING OUR DIGITALISATION” — Homero Javalera, Director of Operations for Siemens Mexico
135
processes, we accomplished having
need to do a maintenance intervention
deep and detailed traceability at an
so the machine won’t fail. In the future,
individual level for each of the 30 million
we’re moving up to a prescriptive level
units we make every year. We have
in such a way that the system itself will
a “birth certificate” for every one of
give instructions, carry out maintenance
them, a matrix code that is unique for
activities automatically, and even
every product. All of that is available in
create purchasing orders [for parts]
the cloud, and we can make inquiries,
promptly. Whenever the replacement
analyse, improve, monitor, etc. through
part is ready in the warehouse, it will
applications.”
create and send a maintenance work
“For machine maintenance, we’re
order to be executed.”
installing additional sensors, connectivity modules, HMIs, and PLCs. We are
SOLID ALLIANCES WITH COLLABORATORS
getting them connected so they can let
Siemens Mexico is proud to offer its
us know in a predictive way when we
avant-garde innovation to clients as w w w.ma nufa c t uri nggl o b a l. com
SIEMENS
136
“GENERATING TECHNOLOGY TO TAKE CARE OF ISSUES SUCH AS CLIMATE CHANGE, ENERGY DISTRIBUTION, CLEAN ENERGY GENERATION... OUR PORTFOLIO IS EXTENSIVE IN THAT SENSE” — Homero Javalera, Director of Operations for Siemens Mexico
M AY 2 0 1 9
137
w w w.ma nufa c t uri nggl o b a l. com
SIEMENS
renowned as Microsoft, Facebook, BMW, General Motors, and Ford, and this is thanks to its collaboration with top companies as well as with partners and suppliers. This has been evidenced by the recent association of Siemens with Amazon Web Services, the digital giant: “Siemens has an IIoT (Industrial Internet of Things) operative system called MindSphere, and our 3.0 version is in the servers of Amazon Web Services. These servers have a superior processing capability when 138
compared to what we have internally and to what we’ve seen from other potential partners.” “Amazon’s processing capability is brutal; it’s very fast, and it can process a huge amount of data simultaneously. Our operative system is installed there. We already started by implementing the first application, and we plan on connecting over 550 pieces of equipment. Every piece of equipment will have at least 10 connection points; that is, over 5,500 connection points that will generate millions of data.” The company also enjoys an excellent collaborative relationship with its suppliers, such as ARRK, for example. M AY 2 0 1 9
A specialist in product development, it has been a global supplier of prototypes and production tools for Siemens since 1997, working jointly in many different divisions including Siemens Medical. This year, it has been in charge of the largest version of a toolkit for a single provider. In great measure, said collaborations drive digitalisation in Latin American, enriching and leveraging transformation. Javalera analyses the digital disruption situation in the region: “Here, we see it at our operation’s level. Job positions are truly changing. The demand for process engineers is decreasing, and so is the demand for data entry clerks, inspectors, etc. However, there is a higher demand for programmers, applications developers, and people who know about automation, PLCs, industrial networks, and big data analysis.” “That is a challenge; there will be a huge demand, and there won’t be enough people to fulfill it. We’re going to need to hurry up, both the industry and universities, in order to develop the necessary skills. Another important challenge is implementing a big part of w w w.ma nufa c t uri nggl o b a l. com
139
SIEMENS
the innovation in digitalisation. The industry needs to be more willing to invest and experiment without the burden of traditional accounting. The value is clear, and it does exist, but on occasion, it will be difficult to calculate an immediate return of investment.” Siemens Mexico has defined its strategy to continue transforming itself in the future: “Siemens is migrating towards becoming a company that is thoroughly about digital technology. Regarding software and digital 140
services, we grew 20% last year, with a revenue of over $5.78 billion – Siemens is already the eight largest software company in the world in terms of size. We’ve acquired over $11.55 billion in software in the last 10 years. We’ve also
Homero Javalera and Miguel Guerrero
increased our investment in investigation and development significantly in the last few years. Almost $7 billion will
“In California, we have the Next
go to Investigation and Development
47 division, which works as a kind of
every year. This includes both the
catalyst for startups. For the next five
digital and automation areas as well
years, Siemens sets aside $1.16 billion
as the areas of additive manufacturing,
for Next 47, and it’s mainly working
autonomous robots, blockchain
with 3D printing, IoT, robotics and
applications, Artificial Intelligence,
drones, artificial intelli-
advanced materials, and energy
gence, augmented reality,
storage among others.
and virtual reality.”
M AY 2 0 1 9
Collecting the Global Siemens AG Award 2016 (Werner von Siemens Award) for best global performance, the highest recognition granted by Siemens
141
“We are not only helping with capital, but Siemens connects these startups with either our partners or with Siemens itself to see how to implement their proposals in the industry. We also get them closer to both the industry and potential clients,� concludes Javalera.
w w w.ma nufa c t uri nggl o b a l. com
MERCEDES-BENZ BRASIL
142
Reinventing the automotive industry
WRIT TEN BY
M ARÍA COBANO-CONDE PRODUCED BY
M ANUEL NAVARRO
M AY 2 0 1 9
143
w w w.ma nufa c t uri nggl o b a l. com
MERCEDES-BENZ BRASIL
Mauricio Mazza, CIO at Mercedes-Benz Brazil, offers the keys to Daimler’s digital transformation through innovation, sustainability and employees
D
aimler AG belongs to that select group of companies that has had the privilege of forging history.
144 The history of the automobile began in 1886 with Daimler’s first motor carriage and Carl Benz’s three-wheeled vehicle. Since then, Daimler has been synonymous with tradition, quality and innovation. This stamp is printed in its five divisions: Mercedes-Benz Cars, Daimler Trucks, Mercedes-Benz Vans, Daimler Buses and Daimler Financial Services. Mauricio Mazza, CIO at Mercedes-Benz Brazil, one of the companies of Daimler AG, explains the great responsibility of the company in Brazil as the leader in innovation in the automotive industry.
M AY 2 0 1 9
145
w w w.ma nufa c t uri nggl o b a l. com
MERCEDES-BENZ BRASIL
THE BASIS FOR THE FUTURE, IN THE CULTURE SHIFT Daimler founded its Brazilian production plant in 1956, in the city of São Bernardo do Campo (São Paulo). It was one of the first automotive manufacturing companies that decided to start operations in the country, thanks to the opportunities in the truck manufacturing market. Mazza begins: “The community had a strong participation in making this possible, as we covered the heavy need for transportation through trucks 146
and buses to move people and goods
M AY 2 0 1 9
“ As a company, Daimler has confidence that our history and our culture are strong assets that we have to use” — Mauricio Mazza, CIO at Mercedes-Benz Brasil
CLICK TO WATCH : ‘MERCEDES-BENZ MUSEUM: AWAKEN YOUR INNER CHILD’ 147 around. I think the company has very
culture, that allows us to continue
strong ties with Brazil and what makes
growing while being relevant for the
us unique, besides this strong link, is
economy of Brazil,” Mazza analyses
that we have a very broad portfolio of
about the beginnings in Brazil.
products that has, in many ways, adapted to the Brazilian reality.” “We also have dense penetration
From this strong market position, Daimler is going through a deep cultural change in its strategy and internal
in the different logistics areas in the
culture. That change, of course, is
country: transportation for retail,
based on innovation. “We always had
for agribusiness, for oil and gas, for
a very strong culture of innovation;
chemicals and for several different
I think this is something that in the DNA
types of industries is essential. That
of Daimler, ever since the founding of
has positioned us uniquely in terms
the company. We always had strong
of knowledge of the market, relation-
engineering departments here in Brazil
ships with key players as well as the
particularly; it was something very w w w.ma nufa c t uri nggl o b a l. com
important in the company, and we live
big investments that we are deploying
up to those standard.”
to redesign our plant. We believe that
“It’s not innovation per se and alone,
every innovation is important and
but innovation applied to the busi-
that it belongs to everybody. All the
ness that moves into efficiency. We
employees in the company.”
have the recognition mechanics, the and from the whole board on really
INNOVATION IN MANUFACTURING ENGINEERING
developing innovative solutions that
As Mazza states, innovation at all levels
don’t necessarily need to be big and
is the key to Daimler’s transformation
expensive. It does not matter if it is
in Brazil: “We have been making a huge
a small detail on the shop floor or the
investment for the last two years in
support from specific departments
E X E C U T I V E P R OF IL E
149
Mauricio Mazza graduated in Mechatronics Engineering in 1999 from the Polytechnic School of the University of São Paulo, Brazil. For over 16 years Mauricio has worked as a consultant, helping clients through the challenges of business and technology innovation, enabling them to become more relevant and valuable. Whilst always valuing and respecting everyone’s insight — client or colleague, analyst or VP — Mauricio’s down-to-earth yet empowered approach allows him to contribute at both operational and executive levels, building relationships rooted in credibility and trust. Mauricio developed his skills serving different clients, industries and cultures, with over three years of international experience working in the US and Europe, besides multiple locations within Brazil.
w w w.ma nufa c t uri nggl o b a l. com
MERCEDES-BENZ BRASIL
150
M AY 2 0 1 9
C OMPA N Y FA C T S
• Daimler divisions are Mercedes-Benz Cars, Daimler Trucks, MercedesBenz Vans, Daimler Buses and Daimler Financial Services • In 2017, the Group sold around 3.3 million vehicles and employed a workforce of more than 289,300 people in the world • The history of the automobile began in 1886 with Daimler’s first motor carriage and Carl Benz’s three-wheeled vehicle • Daimler sells its vehicles and services in nearly all the countries of the world and has production facilities in Europe, North and South America, Asia, and Africa • In 2017, Daimler generated €164,330mn in revenue
w w w.ma nufa c t uri nggl o b a l. com
151
MERCEDES-BENZ BRASIL
redesigning and rebuilding our own factory. We are trying to rebuild our production lines and our logistics infrastructure around the new digitalisation and automation capabilities that are there in the market, or that we are pioneering or inventing.” “In general, we are driving around 15% to 20% efficiency with the new layouts of the logistics and production. Previously, we had two assembly lines, but we amalgamated them into one single line that is more efficient 152
than the other two combined with more flexibility” – explains Mazza – “We are applying the same concepts of flexibility and digitalisation to the assembly lines for chassis, engines, trucks, gearboxes and cabins.” Besides that, for even further enhancements in its digitalization strategy,
is not only on the company and the
Daimler Brazil is partnering with tech-
employees, but also for the client, as
nology giants such as Microsoft, IBM,
we have a parallel improvement in
T-Systems and additional partners such
terms of quality, failure prevention,
as start-ups and niche players such as
vehicle testing and a series of activi-
Semantix as well as hardware/automa-
ties to create better, more technologi-
tion solution partners like Durr.
cally advanced and safer products.
Subsequently, the positive effect
Our customers are the first ones to
of this transformation is spreading
benefit and we believe that by the
across all stakeholders. “The effect
time Brazil recovers as an economy,
M AY 2 0 1 9
153
our production figures will probably increase significantly, because we are in a better position to fulfil our customers’ requirements, more efficiently.”
PEOPLE, PLANET AND PROFIT Sustainability, as a driving force for change, is also a priority for Daimler in Brazil and part of its culture shift. As Mazza explains: “People, Planet and w w w.ma nufa c t uri nggl o b a l. com
“ We have a very strong culture of innovation, ever since the founding of the company” — Mauricio Mazza, CIO at Mercedes-Benz Brasil
ronmental regulations, but also going further and trying to offer something really relevant for society and the local community around us.” This approach is ingrained in the sales strategy of the company, as Mazza explains: “It needs to make economic sense – we believe that we have to not only focus on being green, on being environmentally correct, and empowering our people. We need to do that in the direction of maintaining the company’s profitability while ensuring that the initiatives are profitable for sale on this journey.”
Profit, the three Ps, is a framework out in the market. You have to make
PARTNERSHIP IN A CUSTOMERCENTRIC ERA
a combination of these three dimen-
As Daimler Company in Brazil we are
sions to be successful in terms of
laying a very clear vision for the future,
sustainability.”
challenges lay ahead. This includes the
that has been more and more used
“In São Bernardo we have our huge
manufacturing of e-vehicles, and car-
manufacturing plant, and also a hos-
rying on with building trust in the brand.
pital sponsored by the company and
“Electrical is definitely a very strong
a firefighter station that not only serve
component of the strategy. Daimler
the company but also the local com-
launched the fully electric vehicle called
munity around the plant. We are, in
EQC in Stockholm on September, 4th
both ways, from a people and a planet
– our first 100% electrical vehicle.”
perspective, very concerned and active not only to withstand local envi-
“The electrification of the powertrain is not our only priority, but we also w w w.ma nufa c t uri nggl o b a l. com
155
MERCEDES-BENZ BRASIL
“ I think every company in the automative industry is facing one very big challenge: reinventing themselves” — Mauricio Mazza, CIO at Mercedes-Benz Brasil
156
M AY 2 0 1 9
have to understand how we can make the usage of our products more efficient both economically for our customers and the environment. We want to make sure our vehicles are shared and that they have a better occupation of the capacity of the equipment and the assets. This is definitely a significant
part of our strategy that is not only
one in the market will be able to offer
a long-term dream but a dream that is
solutions by himself to all kinds of prob-
turning into reality as we speak.�
lems that our customers could have.
For Mazza, liaising with Daimler’s
It involves collaboration, partnership
customers in Brazil is an integral part
and a combination of strengths and
of facing the future: “I think the key
openly talking about your weaknesses
message is to be open to listen, and be
and where you can improve. All this
humble enough to understand that no
technology and the wider trends need
157
w w w.ma nufa c t uri nggl o b a l. com
Welcome to the
Visioneering
Group
Digital solutions are only as good as the minds behind them. Dürr combines creativity with experience and focuses on developments in the usability of your system. More efficiency, more flexibility, more sustainability – that’s the direction of tomorrow! www.durr.com
to be used to become really customercentric to solve your customer’s problems or requirements and fulfil their expectations, comprehensively.” “I think every company in the automotive industry is facing one very big challenge: reinventing themselves. That is, trying to understand how the future will look; what the future is holding for us in the next 20, 30 years. What will the role of mobility be in a new fully digital society, and how can digital change impact our business? I think one important challenge
M AY 2 0 1 9
1956
Year Mercedes-Benz do Brasil founded
+ 10,000 Approximate number of Mercedes-Benz do Brasil employees
CLICK TO WATCH : ‘MERCEDES-BENZ | PEÇA PARA UMA ESTRELA’ 159 is to understand the digital mechanics of the industry.” “As a company, Daimler has confidence that our history and our culture are strong assets that we have to use. We are also very aware that the past success is no guarantee of a future success, so we have to be very smart, to be very alert and to be very sensitive to the changes that are going on in the market,” concludes Mazza.
w w w.ma nufa c t uri nggl o b a l. com