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tisement feature


Why Indu


The phrase “IndustIndustry 4.0” has pr The phrase “Industry 4.0”


y Industry 4.0 is an e olution, not a r ed


s, and is largely hailed as the next industrial “r


ustry 4.0 is an evolution, not a revo ution 0 has proliferated acrosstrs trade, business and national press in r


years, and is largely hailed as the next industrial “revolution”. However, in the UK Industry 4.0 hasn’t been embraced as widely and as quickly in comparison to our European counterparts. Andr w Minturn, Business De elopment and St tra egic Product Manager at Bosch Re he barriers to implementation and offers practical advice on how best to appr


hasn’t been embraced as widely and as quickly in comparison to our European count Andrew Minturn, Business Development and Strategic Product Manager at Bosch Rexroth explores the barriers to implementation and offers practical advice on how best to approach Industry 4.0.


, in the UK Industry 4.0 p


ts. h Indu


There is cur ently a general understandin hat Industry 4.0 r to the “digitalisation” of a business’s infrastructure, but there has yet to be any consistent standards or definitions applied to what emains an arguably aguv


eiscurrently a general understanding t othe “digitalisation” of a business s infrastr


e has


ttobeany consistent standards or definitions applied to what remains an arguably vague concept for businesses worldwide. Yet, what is becoming cle


t, what is becoming clear is that Industry 4.0 will fundamentall define how a country such as the UK does business within the next etoten years.


e conceptfor businesses orldww ear is that Industry 4.0 will funda


amentally


define how a country suchasthe UK does business withinthe ne five to ten y


The difficulty lies in the UK’s understanding of what Industry 4.0 actually is. All manufacturing companies, whe her large or small, e under constant pressurefor heir prt er cost and a ailable quic


y manufactur sasanumbrella t mforatoolkit of a ailable technology to enable them to deliver these requirements.


mto deliver these requir . Barriersto Industry 4.0 implementation he e


Barriers to Industry 4.0 implementation Governments around het to encoura he ado tiop th


The media hype around In


disseminatethe mes ended eff


businesses. A comple e digital o


The difficulty lies in the UK’s understanding of what Industry 4.0 actually is. All manufacturing companies, whether large or small, are under constant pressure for their products to be better quality, lower cost and available quicker.. Industry 4.0 should be seenIndustry 4.0 should be seen by manufacturers as an umbrella term for a toolkit of available hnology to enable them


oducts tobebe er q uality


more slowly than hoped – especially in the UK. “The Big Bang”


o encourage the adoption of digitalised manufacturing. Despit he excitement and e slo


it tdiincreaement and incr ased media coddieased media coverage, this is prog y than hoped – especially in the UK.


ndustry 4.0 has certainly helped to


nments around the world arecreating strategies and policies ge t


world are creating strategies and policies n of digitalised manufacturing. Despite erage, this is progressinggressing


The media hype around Industry 4.0 has certainly helped t disseminate the message across UK industry, but it has also had a somewhat unint businesses.


what unintended effect of an all-or-no hing mentality among A complete digital overhaul, no matter the size of the business, ced businesses to undertake. It is vital that businesses pering any possibility of moving f


haul, no mat t


is an enormous task that would pr resourced businesses out stand such an appr


strat Scalability Scalability


A concern for many will be the feasibility of scaling digital at of their current operations. Th


A concernfor many will be t fhe easibility of scaling digital hnologies to matchtha


tainly vary from business to business, but many manufactur remain unawarethataran di alisation of their infra xisting equipment.


technologies to match that of their cur ent operations. The suitability of one’ suitability of one’s manufa certainly var fry om busine emain una git


he


s manufacturing en e that a range of t


The costofimplementation The cost of implementation


Whether the business holds an “all-orher the business holds an “all-or lity


t eiscur all-or-nothing” or “one-siz hing one-siz hing” or “one-size-fits- ze-fits-


all” mentality, cost will remain a primary concern. While severalse eral eports ha e highlighted a willingness in industry toin est, t emain some doubts o er the affordability of certain Industr 4.0-based t hiring staff. F


stry


hnologies, as well as the costoftraining and/or et


nonin estment of Industry 4.0. demonstratethe r


all” menta , cost will remain a primary concern. While s reports have highlighted a willingness in industry to invest, there remain some doubts over the affordability of certain Indus 4.0-based technologies, as well as the cost of training and/or hiring staff. Furthermore there is currently limited data available to demonstrate the return on investment of Industry 4.0.


y limited dataa ailable t


o download a full copy of the report, A acpr ctical roadmap A practical roadmap for the implementation of Industry 4.0 and to ch Re


To download a full copy of the r fo


, please visit


or the implementation of Indus ry about how Bosc jour


about how Bosch Rexroth can assist in your Industry 4.0 journey, please visit:


h can assis t in y http://bit.ly/Industry40WP http://bit.ly/Industry40WP


and t our


o find out more Indus


find out mor try 4.0


digitalisation of their infrastructure, without the need to replacereplace exis ting equipment.


hnologies exist to support t e, without the need tor


acturing environment to Industry 4.0 will essto business, but many manufacturers nge of technologies existto supp astr


onment to Industry 4.0 will portthe


is an enormous task that would prove difficult for even the most undertake. It is vital hat businest h is unnecessar


ter he size of the busiiness, e difficult for e en the


e mos sses


t


understand such an a opproach is unnecessary, and may actually actually be hampering any possibility of moving forwards with an Indu strategy.


y be ds with an Industry 4.0ustry 4.0


sage across UK industr , but it has also had a ect of an all-or-nothing mentality among


wide.


g that Industry 4.0 refers e, but t


Readiness


Readiness It is impor


It is imp tant oret ot


h explor us rt y 4.0.


ortant to remember that Industry 4.0 does not just r hnologies within automation, cloud or Edge computing and data sharing. It also encapsulates organisational restructuring – ving from a physom a ph sical to a digital infrastr collaborative, data-reliant en-reliant environment.


emember that Industry 4.0 does not justrefer


to technologies within automation, cloud or Edge computing and data sharing. It also encapsulates organisational restructuring – moving fromaph sical to a digital infrastructurewithin a more collaborative, data-


e within a mor


This, therefore, requires each employee at an individual level to change their minds


This, t e, r q


hange their mindset and adopt one that is, not only open t change, but open t


hange, but open to the concepts that Industry 4.0 embodies.try 4.0 embodies. Step-by-step appr


ep-by-step app oach


othe conce ts hat Industp proach


The best w y to implement Industry 4.0 is t ost benefit, suchasim


4.0 capabilities b antage bein


infrastr he so-called “F


els of quality and consistency. Astep-b -step appr The adv


A h will bl b i


The bestway toimplement Industry 4.0 is through a gradual process. This means prioritising the areas in which digitalisation ould offer the mo


ough a gradual


ocess. This means prioritising the areas in which di alisationgit would offer the most benefit, such as improving productivity or levels of quality and consistency


ving productivity or


A step-by-step approach will enable businesses to expand Industry 4.0 capabilities by building on its initial digitalised capabilities. The advantage being that the solid foundations of technology, infrastructure and skills can be laid, facilitating the final move into the so-called “Factory of the Future”.


ill enable businesses oet expandI d Industr


y building on its initial digitalised capabilities. ng that the solid foundations of t


hnology


e and skills can be laid, facilitating the final mo e int o y of the F


es eachemplo ee at an indiviidual le el t set and adopt one that is, notonly open to


d across trade, business and national pressinrs in recent olution”. Ho


olutionl


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