FEATURE Cover story: Sensors & Industry 4.0
THE PATH TO INDUSTRY 5.0
True progress comes from ensuring that workers are actively involved in shaping technological solutions rather than being passive recipients of imposed changes
THE PATH TO INDUSTRY 5.0
Yushiro Kato, co-founder and CEO, CADDi, says the future of manufacturing does not lie in replacing human workers, but in enhancing their capabilities through the human-centric innovation at the heart of Industry 5.0
T
he promise of Industry 4.0 was clear: automation, robotics, and internet integration would drive
productivity in manufacturing. Companies poured billions into new technologies, expecting a stark revolution in operational performance. However, despite these investments, productivity gains have been marginal, employee turnover has increased, was never a failure of technology, but rather, a human expertise.
While Industry 4.0 prioritised digital technology, it neglected the human element. Many companies adopted new tools without considering how workers would interact with and a disconnect between leadership and the workforce. The focus on automation often came at the expense of adaptability, creating failed to engage employees in meaningful ways. As a result, rather than streamlining operations, these technologies often created new bottlenecks.
Industry 5.0 aims to correct this by emphasising collaboration between humans and technology. It recognises that people remain the most valuable asset in manufacturing and that technology should support rather than replace human expertise and decision-making.
18 April 2025 | Automation
One of the primary challenges in manufacturing today is not a lack of skilled workers but a culture that does not align with the expectations of the modern workforce. Younger professionals are not avoiding manufacturing because they lack talent or interest. Instead, they are deterred by outdated workplace structures, rigid hierarchies, and environments that fail to foster innovation. A cultural shift is necessary – one that prioritises engagement, learning, and empowerment alongside technological integration. Manufacturing’s struggle with digital tools is another critical factor in the shortcomings of Industry 4.0. Many solutions introduced under its framework integrate, and counter-intuitive for workers on the ground. Engineers and technicians work rather than leveraging existing meant to provide. If technology does not simplify tasks and enhance decision-making, its potential remains unrealised. The key to successful digital transformation is ensuring employees can easily access and use the tools without unnecessary complexity. Industry 5.0 addresses these challenges by designing technology with human automation are no longer seen as ends but
as means to empower workers. The most ensure that employees have seamless access to data, streamlined interfaces, and tools that support their expertise. Companies that have embraced this approach are increased productivity, lower costs, and higher employee satisfaction. Manufacturing environments prioritising human-centric innovation achieve greater operational The transition to Industry 5.0 is not about coining a new term but about adopting a new mindset. The goal is to create a manufacturing environment where people and technology work together in true partnership. Businesses must measure success, not just in terms of automation rates or software adoption, but in employee engagement, ease of use, and overall
Manufacturing leaders now have an opportunity to reshape their industries by putting people at the centre of technological progress. Those who prioritise human- centric innovation will attract and retain top and resilience. The future of manufacturing lies in ensuring that technology serves the workforce, rather than dictating its limitations.
CADDi
us.caddi.com
automationmagazine.co.uk
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