INDUSTRY 4 0
STRY 4.0.
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MAKING BRITAIN’S MANUFACTURING SMARTER F
irst came the dawn of m chanical m chines, succeeded by the introduction of electricity, quickly followed by the third industrial era, the advent of computers and the I ternet. Now as w enter the so-called fourth I dustrial Revolution, ndustry 4.0 i reality. In this article, M rtyn Wlliam
irst cam the dawn of mechanical machines, succeeded by the
troduction of electricity, quickly fol owed by the third i dustrial era, the advent of computers and the Internet. Now, as we enter the so-called fourth Industrial Revolution, Industry 4.0 is moving from buzzword to reality. In this article, Martyn Williams, managing director of industrial software provider, Copa-Data UK, examines what is needed to achieve Britain’s goal of becomng an Industry 4.0 leader i 2018. 2018, themanufacturing i dustry wi
oving frombuzzword to naging director of industrial
software provider, Copa-Data UK, exam es what i needed to achieve Britain’s goal of becoming an Industry 4.0 leader in 2018. In 2018, the manufacturing industry will see a higher adoption of iindustrial digital technologies (IDTs), think robotics, intelligent automation software and additivem nufacturing. These technologi available for a w ile, but greater accessibilitym ans th out-of-reach for small tom dium sizedm nufacturers.
see a higher adoption of
According to the Annual Manufacturing Report 2017, the majority of manufacturers believe that increased connectivity in their facilities will help to i crease their productivity.
nufacturing Report 2017, the m rity of
greater when repl ated on a national scale. assist i
supply chains and, ulti industrial digitalisation.
the country’s w rldw e com eti veness, strengthening ately, strengthening the UK as a world leader i
the industry recognising the
ndustrial digital technologies (IDTs), think robotics, intelligent automation software and additive manufacturing. These technologies have been available for a while, but greater accessibility means they are no longer out-of-reach for small to medium-sized manufacturers. According to the Annual
ey are no longer es have been
nufacturers believe that increased connectivity in their facilities will help to increase their productivity. However, the benefits of I Ts are even greater when replicated on a national scale. Increasing Britain’s output will assist in the country’s worldwide competitiveness, strengthening supply chains and, ultimately, strengthening the UK as a world l ader in ndustrial digital sation.
ever, the benefits of IDTs are even creasing Britain’s output
The country’s engineering skills shortage has been a hot topic of conversation for a whi e, but only recently i
The country’s engineering skills shortage has been a hot topic of conversation for a while, but only recently is the industry recognising the importance of increasing innovation — rather than just high investment. One of the recom endations of the Government’s review on industrial ade Smarter’, is to create a national Ski ls Strategy to identify ever, this will only w rk in tandem
the skills requirem nts in the U . H
By nature, engineers want to design, invent and create things. The increase in digitalisation on the factory floor has been widel
th investments that will encourage innovative behaviour. By nature, engineers want to design, crease i
digital ation on the factory floor has been widely criticised
vent and create things. The cri
ed
for removing the need for human intervention and, therefore, removing the n ed for h ghly- killed engin ers, but this view is msgu
for removing the need for hum n intervention and, therefore, removing the need for highly-skilled engineers, but this view is misguided. Digitalisation provides an opportunity for engineers to move away from
Digital ation provides an opportunity for engineers tom ve away from
portance of i creasing innovation—rather than j st high i vestment. One of the recommendations of the Government’s review on industrial digitisation, ‘digitisation, ‘Made Smarter’, is to create a national Skills Strategy to identify the skills requirements in the UK. However, this will only work in tandem with investments that will encourage innovative behaviour.
the menial, repetitive jobs that automation canm nage.
them nial, repetitive jobs that automation can manage. Instead, engineers must begin to use their expertise and talent for defining and eading the strategies and processes needed for such a high level of automation.
stead,
engineersm st begin to use thei expertise and talent for defining and leading the strategies and processes needed for such a high level of automation.
For Br ain to becom a pioneer of industrial technologies, the country
For Britain to become a pioneer of ndustrial technologies, the country
needs inspiring leadership, but management is not just about maintaining authority. Positive leadership requires a divestment of power by giving employees the authority to make decisions.
needs i spiring leadership, but m nagem nt i not j st about m taining authority. Positive leadership requires a divestment of power by giving employees the authority to make decisions. sider this: A
d person to make decisions about a particular piece of equipment. Despite this, the decision to repair or replace a machine is often passed to C-llevel. Our worldview limits the way we think and skews our understanding of the wider picture. But, to make the best decisions, the authority m st be shared with those that are m st i
Consider this: A machine operator in a factory is arguably the best qualqualified person to make decisions about a particular piece of equipment. Despite this, the decision to repair or replace a machine i often passed to evel. O r w rld iew limits the w
chine operator in a factory is arguably the best think a skews o
understanding of the wider picture. But, to m ke the best decisions, the authority must be shared with those that are most informed.
formed.
It is our responsibility to create the next generation of leaders — these are our apprentices, graduates and machine operators. However, as Bri ain’s industrial andscape i
our responsibi ty to create the next generation of leaders—these are our apprentices, graduates and machine operators. However, as Britain’s industrial landscape is changing so quickly, we cannot simply create replications of ourselves. As the factory of the future continues to adapt, our future leaders need get used to taking ownership of i business decisions.
changing so qui kly, we cannot si
create repl ations of ourselves. As the factory of the future continues to adapt, our future leaders need get used to taking ownership of important business decisions.
To become a pioneer of industrial digitalisation, Britain’s manufacturers need to i vest i
technology, encourage innovation and i spire the next era.
To become a pioneer of industrial digital ation, Britain’sm nufacturers need to invest in technology, encourage innovation and inspire the next generation. Britain may have been the first country to industrialise during the early 19th century, but, today, eader of the next i dustri
generation. Britainmay have been the first country to industrial e during the early 19th century, but, today, it has the potential to become a global leader of the next industrial era.
has the potential to become a global Copa-Data UK T: 029 2032 9175T: 029 2032 9175 ww
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