roundtable
revealed that 75% of businesses do not know what the fourth industrial revolution is, yet they are investing in digital technology, such as remote servicing machines.
The threat is that UK manufacturing businesses are not investing in technology to the same high levels as Germany, US or Japan, she warned. “They are currently much better than us at it, and we need to get up to speed. We need a long-term strategy for the industry.”
EEF’s Jim Davison agreed: “There is definitely a lack of understanding in the UK as to its relevance and how to grab the current technological opportunities.”
Uptake of technology differed greatly between industry sectors. Larger, multinational companies were already harnessing fourth revolution opportunities, such as cobots – robots that interact very closely with humans – and use of Big Data.
“There’s lots of ad-hoc stuff happening, but some industries just can’t see a way of doing it. British industry has the fourth industrial revolution tools, but people are not thinking about using them in a strategic way to drive commercial benefit.”
Watts: “From today’s discussion, I can see our business does need to move forward and do things better. But it’s also a case of how much do we spend, and on what?”
Joe Jeffers used to work in companies manufacturing life jackets and dry suits.
“There has been investment in automation to replace hand-cutting by scissors, but like the fashion industry, the human element was needed to sew and produce bespoke work. It has to be a balance between technology and the human element. I can’t see that changing soon.”
“Robotics is definitely coming in more and more though,” stated Murray.
Davison said British productivity was challenged by its lack of investment in equipment, processes and systems, and the government had a supportive role to play in that. “We have got
to start moving, and moving quickly because we have got a real job of catch-up.”
Arnott cited recent industry studies that estimate that the UK could add about £20 billion to the UK economy by 2020, if it spent as much on new digital technology as Germany does.
She agreed with Davison that businesses seemed to lack understanding about it, how best to invest in it and where to obtain advice and funding. “Certain niches such as the automotive and motorsport industry excel at using technology though.”
Yes why is that? Murray asked Barrington.
“We are early adopters. It’s innate to our industry. We are competitive, not constrained by the same market forces, and the nature of our sector attracts innovation and people who are willing to try new things,” she replied.
The Motorsport Industries Association, supported by the Government, had also campaigned successfully for ‘horizontal innovation’ to add value to its manufacturing – 3D printing, simulation, Big Data etc – which companies adopted in order to win races. That innovation has since trickled down into the Americas Cup racing, defence and marine sectors.
Grand prix computational fluid dynamics innovation was now even being used in architecture and street planning to avoid dangerous gusts of wind.
“We need to take that sort of useful technology into wider spheres, supply chains, skillsets because ultimately it will help us all through an improved UK economy.”
Lawyer Lynn Knight exampled a sign-making company that had ditched its bedrock machinery of 10 years ago in favour of digital and laser equipment. “The change is fascinating.”
“Because its CEO and the company have been in the sector for 40 years it can see what the next stage is, and it has not been afraid to become early adopters and market leaders.”
THE BUSINESS MAGAZINE – SOLENT & SOUTH COAST – NOVEMBER 2016 Is a fresh type of
manufacturing persona needed?
“Yes, definitely,” recruitment consultant, Benjamin Wiggins answered. “Companies need to keep upskilling their workforce to make sure the gap between their current skills and digital technology does not get any bigger, because 20-year-old engineers with 30 years experience don’t exist. Technology and skills need to move forward as one, or standards and deadlines will not be met.”
Wiggins mentioned recent ARM research that showed employers believed candidates were attracted by more money, whereas candidates rated higher salaries as third behind interesting work and career progression opportunities. “So, employers can capture good employees in different ways. They just need to sell their businesses better.”
Major brand marketing helped larger corporates with talent recruitment, but SMEs suffered from lack of recognised branding. Fortunately the merging of digital technology with manufacturing design and assembly would help boost interest in the sector overall.
Davison: “The general perception of our industry is not accurate. The public image of modern manufacturing businesses does not reflect the skills, opportunities, environment, services and products that they are creating, which can today offer fascinating careers.”
Arnott agreed and asked “How do we change that?”
Barrington: “There is a misconception that manufacturing is dirty, and for engineering you have to be good at maths. As a country we don’t sell enough the creativity and amazing things that are happening in these industries.”
There is no silver bullet, said Davison, but the industry does need to publicise its achievements better and ‘rebrand’ itself.
Jeffers also highlighted the value of the ‘Made in UK’ manufacturing accreditation on products, which “sell themselves
Continued overleaf ...
businessmag.co.uk 37
Martin Watts
Kate Arnott
Jim Davison
Lynn Knight
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