Despite a good deal of investment over the years, the manufacturing and engineering sectors are a long way from widespread operations in ways that could be described as ‘Industry 4.0’. For many, the daily pressures from supply chain prices, fluctuating demand, personnel shortfalls, and the cost of investment are preventing the required transformation.

Yet factories with fully connected infrastructures, where OT and IT are unified, are able to scale and adapt, working more efficiently in rapidly changing markets. The facilities that will prosper in the long term are those that have committed to sustainability, have an empowered and flexible workforce, and possess a technology infrastructure that allows a responsive, data-fueled basis on which to face the future.

While 92% of manufacturers place digital transformation at the core of their strategy, the disparities in approach to and motives behind the technological investment of the C-suite, OT operations professionals, and the IT department need to be examined and resolved. This article looks at the similarities and differences between stakeholders’ priorities and assesses the three areas – workforce, OT automation, and data (IT) – that can be transformed to move companies to an Industry 4.0 operating model.

Before we begin, however, it’s worth noting that a unified strategy requires an approach to digital transformation that transcends departmental boundaries. Responsibility for the implementation of any transformative project lies in the collective, and success depends on successful collaboration between executives, OT, and IT, each of which brings specific details and priorities to the table. Accepting this and working on that basis gives the transformation journey the best chance of a successful outcome.

The Augmented Workforce

As levels of automation increase in manufacturing, the onus is on equipping and training staff to use increasing amounts of powerful technology in their daily work. Augmenting the workforce with mobile technology like handheld scanners, portable IT, and RFID has several significant positive impacts across all operations, not least of which is the increase in speed and efficiency of the individual worker. Other advantages to the rest of the business include:

– a safer workplace where manual tasks are achieved faster and with less physical activity,
– better time allocation, allowing employees to concentrate on higher-value tasks,
– a defined career path based on upskilling and continuous training on the technology used at work,
– two-way data flows mean (i) staff tasks can be allocated and monitored by management software, and (ii) shop-floor workers’ technology will update central systems with real-time information.

In addition to handheld devices, the biggest planned investment in the next five years will be in RFID, according to Zebra Technologies’ Manufacturing Vision Study, a battle-tested technology that allows for mass scanning and identification of items at scale. Indeed, material handling and logistics are now critical on the shop floor, where seemingly minor improvements in workflows can save significant costs and increase operator efficiency.

Mobile computing and scanning technologies are central to successful manufacturing operations. They lower the risks of errors by reducing manual tasks and creating an innovative environment in which human staff thrive.

The Automated System

Any deployment of automated systems faces several challenges, in addition to the need for the investment to begin producing an ROI as quickly as possible. Companies rightly focus, at least initially, on high-value, customer-centric solutions that optimize labor. In addition to freeing up staff for more complex tasks, automated systems help strategic decision-makers meet SLAs, optimize available workspaces, and offset the effects of pressure on the labor market.

Operational technology staff are often the prime movers in this area of transformation, concerned with reducing production line errors and creating a flexible and scalable environment. Deployment without major infrastructure changes is an important consideration to keep operational impacts to a minimum, as are site safety and security during and after the automated systems land.

In the modern factory, IIoT devices form the backbone of data-driven operations, with system attenuation and monitoring in real time. OT’s integration into the larger IT network can create a facility-wide data picture, with suitably equipped human operators providing input and feedback along the full length of the production line.

New technologies such as 3D vision and AI offer transformative advantages to early adopters, but it’s important to note that stepwise progress along the digital transformation journey remains a safer bet than a giant leap (and investment) into the unknown.

Identifying the best areas for possible efficiency gains is a collaborative process between C-suite, operational, and information technology decision-makers. The implementation of a single cobot, site-wide handheld scanning system, or a limited AMR (Autonomous Mobile Robot) rollout could be the ideal middle ground that balances investment, risk, and outcomes.

Aggregated Data Assets

The convergence of on-site operational technology and IT is a critical element for Industry 4.0. The amalgamation of these two areas of technology is complex – many automated systems in place represent a significant investment and may be based on outdated, although highly effective technology.

Legacy OT systems may not have been designed to coexist on modern TCP/IP networks and, therefore, require considerable reworking to be fully integrated with newer systems.

To achieve real-time visibility and transparent operations not only should OT and IT integrate at a network level, but the data input and output formats need to be compatible. In many cases, such deep integration is neither practical nor sensible, especially from a security point of view. But there are significant gains to be made in quality assurance by using after-market sensor tags (barcode or RFID), readers like handhelds or static scanners, and machine vision. Instead of re-engineering expensive and sensitive plant installations, other technology can help identify and isolate issues and inefficiencies, reduce downtime, and improve productivity.

The manufacturers’ priorities laid out in the Manufacturing Vision Study favor investment in IT infrastructure management. 45% of survey respondents in the C-suite placed IT infrastructure management at the top of their priorities list. Comparatively, only 34% stated that Manufacturing Execution Systems were to be prioritized.

These figures point to a stepwise approach to digital transformation, with high-risk, high-investment projects given lower priority. That’s testament to the power of relatively modest outlays on technology, with which manufacturers can create a data-focused oversight of all operations. The enhanced transparency into operations through real-time tracking of materials and assets improves efficiency immediately and forms the basis of a facility that’s responsive, agile, and able to scale to demand changes.

Conclusions

Common preconceptions around the traversal to Industry 4.0 practices in manufacturing are that it requires a huge investment, and that it is achieved in one giant step.

By taking a collaborative approach with key stakeholders in IT, OT, and the C-suite, companies should instead identify the areas of the business that would yield the best returns in terms of efficiency gains with the lowest outlay. In many cases, equipping staff and manufacturing systems with mature technologies can create the kind of data-based workflows that are the key to next-generation practice.

The challenges evident in the sector, such as staffing pressures and unpredictable supply chains, can be overcome by creating a system in which technology is put to practical use every day to solve everyday problems. In a tiny minority of cases, significant investment in systems like AMR and cobot production lines is necessary. But in the majority of manufacturing and engineering facilities, getting the basis of a digital workflow in place will be more effective, and certainly come at a lower price.

Using scanning and tracking hard-/software in today’s organizations is the fastest and most cost-effective method of bringing operations in line with Industry 4.0 ideals. To read more about the challenges faced and ways past the impasses experienced by companies across the world, check out the Manufacturing Vision Study, available in executive summary form here.

Zebra Technologies is the world’s premier supplier of handheld and mobile automation solutions for a range of industries, including manufacturing, utilities, retail, and aviation. Contact a local representative to find out how the company’s products and services can help you instigate your own digital transformation in manufacturing.