Welcome Dr Clive Hickman Chief Executive, Manufacturing Technology Centre
Keynote: Made Smarter – one year on Prof. Juergen Maier Chief Executive, Siemens UK
Progress in Digital Manufacturing: The UK national perspective Chair: Prof. Juergen Maier Marcus Burton, Vice President, MTA & Director, Yamazaki Mazak Stephen Phipson, Chief Executive, EEF ‘The Manufacturers’ Organisation Clare Porter, Head of Manufacturing, Department for Business, Energy and Industrial Strategy Prof. Sam Turner, Chief Technology Officer, High Value Manufacturing Catapult
Keynote: The international industry perspective Marcus Burton Vice President, MTA & Director, Yamazaki Mazak
Digitalising Manufacturing 2018 International Industry Perspective: Manufacturing Transformation Marcus Burton • Yamazaki Mazak • Manufacturing Technologies Association (VP) • CECIMO (Chairman Economic Committee)
Yamazaki Mazak Corporation • Family owned business – Founded in 1919 • Turnover: – More than $ 2.6 billion US • No of Employees :> 7,000 – >1,200 in Europe • 11 Production Plants: – 6 Japan, USA, Singapore, Europe (UK), 2 China – European facility established in 1987 – 29,000m 2 – Manufacturing for the European Market • 78 Technology Centres in 22 Countries • Installed base in excess of 195,000 Machines – More than 55,000 in Europe – 50% manufactured in Europe • Over 250 different models produced • Serving industries that touch our daily lives .
Development of Manufacturing Systems 1970’s • Long throughput (measured in “weeks per operation”) • Complex production planning • High work in progress inventory • High supervision – Progress chasing - Poor quality “Spaghetti Work flow”
3 rd Ind. Rev 1980’s Development of Manufacturing Systems Manufacturing Manufacturing Machine Tool Environment Philosophy Requirements • Increased competition • Group Technology • CNC machine tools (Cellular Manufacture) • Increased labor costs • CNC lathes with milling • Total Quality • Higher quality • Flexible Manufacturing Management producers (Japan) Systems • Just in Time • Microprocessor revolution
3 rd Ind. Rev 1990’s – 2000’s Development of Manufacturing Systems Manufacturing Machine Tool Manufacturing Environment Philosophy Requirements Increase in competition Six sigma (Motorola) Multi-tasking Increase in labor costs Business Process Re- Cyber Factory and •Fall of “Iron Curtain” Engineering flexible automation •Free trade agreements Outsourcing and transfer •European single market to Low Cost Countries Wide variety of parts in •Technology revolution small batch sizes •M&A Lean = Globalisation •Skill shortage Machine Tool Requirements for Machine Tool Requirements for •Migration Lean Manufacturing Lean Manufacturing Easy to use Proprietary Multitasking Minimum Set-up High Quality / Reliability Skill shortage Low data, some Change-over time Some “Intelligence” connectivity Some Automation
Innovation in Manufacturing Systems – Transformation……… Manufacturing Manufacturing Environment Philosophy 2020 ….. Societal benefits – Customisation at zero Re-shoring – Meaningful incremental cost employment Digital Manufacturing Sustainability “Smart Generation” Digital Twin New business models Machine Tool Requirements for Machine Tool Requirements for Lean plus…… Future Manufacturing Future Manufacturing Connectivity Intelligence Flexible High Quality / Reliability Advanced Multi-tasking Wireless/Cloud Advanced Automation Open sensors High data
Industrial Digital Technologies (IDT) Cloud based secure 1. Robotics and automation networks 2. Additive manufacturing 2 1 Factories 3. The Industrial Internet of Things (IIoT) Smart Smart 4. Virtual reality and augmented reality Materials Products 5. Artificial intelligence machine learning and data analytics RFID RFID
IDT Drives New Business Models – not “stand alone” iSmart Factory • Control of manufacturing • Productivity improvement • iSmart solutions for customers New Business Models • Software and Data Analytics • Augmented reality technology support • Predictive Maintenance through AI • Servitisation
Major UK Issue: Productivity since 2009 Productivity Gap • Skills • Investment
Major UK Issue: Productivity since 2009 Increased Productivity People requires Education Digitisation and Productivity & Skills = New Business in Innovation & Models Investment • Business transformation Technology • Survival ! Equipment Automation
UK Industrial Strategy White Paper
– International Perspective • International Agenda – Standards – Collaborative R&D – Digital Innovation Hubs (e.g. Catapults) – Digital Single Market • National Agenda – Digital Infrastructure – e.g. 5G – Skills – Investment incentives – Start-ups and Innovation – Adoption: Digital Innovation Hubs for UK SME
Standardisation: Example:Connectivity for Machine Tools
Coordination of National Initiatives 1. Standardisation and Reference Architectures 2. Engagement of SME’s and Test Beds 3. Policy – recommendations to European Commission
– International Perspective • International Agenda – Standards – Collaborative R&D – Digital Innovation Hubs (e.g. Catapults) – Digital Single Market • National Agenda – Digital Infrastructure – e.g. 5G – Skills – Investment incentives – Start-ups and Innovation – Adoption: Digital Innovation Hubs for UK SME
National Agenda Digital Economy and Society Index (DESI) - 2018
Adoption by SME’s
My Recommendations • Support and implement “Made Smarter” recommendations • Promote collaboration at international level • More collaboration from technology providers for Systems Integration and standardisation • DIH to demonstrate the application and integration of technologies usable by SME (Innovation in application) – As opposed to leading edge technology research • Tackle the skills shortage – “digital apprentices” SME placements • Ensure NEW funding supports ADOPTION by SME’s
Digitalising Manufacturing 2018 International Industry Perspective: Manufacturing Transformation Marcus Burton • Yamazaki Mazak • Manufacturing Technologies Association (VP) • CECIMO (Chairman Economic Committee)
Ennio Chiatante , Panel One: Head of Digital Transformation, Comau Progress in Digital Manufacturing: Faouzi Grebici , Senior Global Business Development, Omron International collaboration and learning Valentina Ivanova , ‘Industrie du Future’ Alejandro Nieto , Vice President Global Sales, Softtek Ernst Stöckl-Pukall , Head of Division – Unit IVA5 Digitisation, Industrie 4.0, Federal Ministry of Economic Affairs & Energy, Germany Chris White , Director, Institute for Industrial Strategy, Kings College London
Keynote: Digitalising Manufacturing: Grasping the opportunity by upskilling our talent Christian Warden Head of Skills Development, MTC Advanced Manufacturing Training Centre
Digital alising M sing Manufa ufactur cturing: ng: Gr Gras aspi ping the oppo the opportu tunity ty by by upsk upskil illin ling our our talent talent Christian Warden – Head of Skills Development Lina Huertas – Chief Technologist, Digital Manufacturing Harald Egner – EU & Research Partnership Manager Digitalising Manufacturing 2018
Often, d n, digi gital talisati ation i on is inter erpr preted a eted as a techn hnol ology ogy driven p en proces ess, l , leav aving ng peopl ple e as a an a after ertho thought. ught.
From om a an indi dividual dual’s p perspec pecti tive, , a perc rceived t thre reat can b become a a rea reality. Self-fulfilment Uncertainty needs Self- Thread actualisation Alienation Psychological Esteem needs needs Belongingness and love Fear needs Basic Safety needs needs Unemployment Physiological needs
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The The UK has has al already eady l los ost not jus not ust j jobs obs, but but whol hole e indus ndustrial al sec ector ors, in n pr prev evious ous tec echnol hnologi ogical al rev evol olut utions ons.
We e ar are e al already eady m mak aking ng the s he shi hift happen i happen in n addi additive m e manuf anufac actur uring. g. A wav ave e of of tal alent ent is gai gaini ning ng the he right ght skills thr hroug ough h novel nov el and and struc uctur ured ed cu curric rricula la at t AMT MTC.
The U UK mus ust s t swi witc tch t h to a people c centred a approach, based o on upskilling, t to gra rasp the o opportuni tunity ty o of digi gital talisati tion. on.
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