Podcasts about Digital factory

Um estudo global da McKinsey com 450 empresas mostrou que metade delas não conta com talentos habilitados para operar as novas tecnologias que impulsionam a produtividade. Até de forma surpreendente, essa questão aparece à frente da falta de investimento como obstáculo à implementação da agenda digital. Neste episódio do McKinsey Talks, Jorge Cerezo, sócio da McKinsey e líder da Prática de Operações da América Latina, conversa com Henrique Dória, líder da área de Digital Factory da Unilever, sobre a Indústria 4.0 e o impacto positivo de investir no capital humano por meio de programas de treinamento e capacitação.Gostou desse episódio? Acesse nossa pesquisa e deixe seu comentário: https://www.surveys.online/jfe/form/SV_42Y2SdKFR7yGTEa

Dans ce podcast, Damien et Alizée reçoivent Tamara Sredojevic, product designer chez MAIF, et spécialisée en accessibilité numérique ! L'occasion de revenir sur son parcours atypique, ses actions au sein de la Digital Factory, sa vision et ses valeurs en tant que designer. Bonne écoute à tous et à toutes ! Transcription : https://www.lunaweb.fr/actualites/podcasts/sld-32-tamara-sredojevic-accessibilite-et-product-design/ — Générique : Julien Bellanger · https://www.julienbellanger.com/

The petrochemical industry has traditionally been slow to adopt new technologies, often hindered by legacy systems, risk-averse cultures, and scattered data. However, as global competition and sustainability pressures mount, companies like Nova Chemicals are turning to digital transformation to drive operational efficiency and sustainability. Nova Chemicals recognized the untapped potential in its decades of operational data and began its digital journey with a bold vision. By leveraging advanced tools, such as AI-driven predictive maintenance, the company has revolutionized its approach to reliability, maintenance, and operational performance. NovaChem's strategy involved carefully piloting digital solutions on redundant equipment to mitigate risks and build confidence, leading to transformative value—four times the initially estimated impact. In this episode, I speak with Ahmed Musa, Digital Transformation Leader at Nova Chemicals, who shares insights into how the company has structured its digital initiatives through its Digital Factory and corporate priorities. From overcoming challenges with legacy data systems to fostering a culture of innovation through “Nova Nature,” Ahmed reveals the actionable strategies and lessons learned on NovaChem's digital journey.  What impressed me the most was how digital tools not only reduce costs and emissions but also empower employees, enriching their roles with data-driven insights. About Ahmed Musa Ahmed Musa is an experienced Digital Transformation Leader with a deep background in chemical engineering. He holds a PhD in Chemical Engineering and has extensive practical experience in reliability, maintenance, and turnaround management. Since joining Nova Chemicals in 2014, Ahmed has been highly involved in the company's digital transformation initiatives, focusing on leveraging AI, data contextualization, and advanced analytics to enhance plant reliability and operational efficiency.  Contacting the Guest

Hexagon's Manufacturing Intelligence division has launched its new digitalisation solution, Digital Factory that has been designed to help manufacturers build highly accurate digital replicas of their factories. It enables manufacturers to optimise floor plans and pivot production lines for smarter and more sustainable future factories. With open interfaces that enable digital twins of shopfloor assets, this could save a global manufacturing company £35 million per year* by avoiding costly mistakes. Hexagon has expertise in delivering accurate reality capture and surveying equipment, software to visualise, explore and simulate scenarios in 3D, and collaboration workflows. Digitalisation technologies are a proven technology and have been used for over two decades in civil infrastructure, architecture and public safety, but their potential has yet to be fully realised in manufacturing. Digital Factory is a future-ready alternative to traditional factory planning that empowers more efficient collaboration between manufacturing and operations teams from anywhere in the world. Digital Factory leverages a comprehensive portfolio of hardware and software solutions that includes Hexagon's range of reality capture technology – such as the Leica BLK2GO handheld imaging laser scanner, the Leica BLK ARC autonomous scanning module for robotic and mobile carriers and terrestrial laser scanners like the Leica RTC360. These systems allow manufacturers to capture and create dimensionally-accurate point clouds of the factory floor using the Leica Cyclone software portfolio and Hexagon's Reality Cloud Studio, powered by the HxDR, manufacturers can easily collaborate and quickly process data from Hexagon or a customer's preferred scanning hardware to recreate up-to-date 3D spaces. Hexagon offers complete workflows to ensure manufacturers achieve the maximum value from scanning the factory and processing the data into actionable 3D models for various applications to managing the data in the cloud. It will also provide remote team collaboration, facilitating remote collaboration among key teams at any time, using cloud-based tools with analysis and modelling capabilities with on-demand data. The system will facilitate the planning and remodelling of factory layouts with accuracy and detail, capturing precise measurements of a factory and creating an exact and reliable digital model that can be accessed anytime from anywhere. Additionally, by testing out new machines, factory floor layouts and workflows in the virtual 3D environment, companies can quickly identify feasibility and emissions considerations, enabling them to better understand the potential benefits of new technology and make future-ready smart factories a reality. Nicholas Lachaud Bandres, VP of Industry Solutions at Hexagon commented: “Hexagon has developed a deep understanding of manufacturers' needs. Digital Factory allows users to bring the physical world into an accurate virtual sandbox of their factories on-demand. Collaborating with their team and suppliers, they can consider ‘what-if' scenarios to shape more effective plant designs and layouts and oversee implementation with irrefutable and accessible 3D plans. We're making the digital factory more affordable and accessible, and we're excited to see how our customers apply this to ramp up and remain competitive with smarter factories.”

This week's guest is Jeff Kramer (https://www.linkedin.com/in/jeffrey-kramer-a367906/), VP Technology & Digital Factory at Kason Industries (https://www.kasonind.com/). Jeff discusses why manufacturers struggle to develop a cohesive digital strategy, and lays out best practices around governance, data architecture, and bridging the IT/OT divide. He also explains why it's critical for organizations to empower their frontline personnel by using technology to enable a citizen developer approach. Augmented Ops is a podcast for industrial leaders, shop floor operators, citizen developers, and anyone else that cares about what the future of frontline operations will look like across industries. This show is presented by Tulip (https://tulip.co/), the Frontline Operations Platform. You can find more from us at Tulip.co/podcast (https://tulip.co/podcast) or by following the show on LinkedIn (https://www.linkedin.com/company/augmentedpod/). Special Guest: Jeff Kramer.

Dans cet épisode de QualityTime, Karim Hafsi reçoit Hayk Mnatsakanyan, CEO de rBlox, et Silvain Evrard, CEO de Zenity, pour parler de Cybersécurité en s'appuyant sur un micro-trottoir inédit. Hayk Mnatsakanyan est un véritable innovateur qui a su émerger et apporter des solutions novatrices dans le paysage complexe de la cybersécurité. Il est le co-fondateur et CEO de rBlox, une start-up qui développe une plateforme réseau offrant une gamme étendue de fonctions, y compris des mécanismes de sécurité et des protocoles de routage personnalisables. Hayk et sa startup se sont fait remarquer dans le secteur de la cybersécurité, si bien qu'en 2023 ils ont rejoint la Station F dans le cadre de la Thalès Digital Factory. Il nous en parle dans cet épisode. Silvain Evrard est un expert en Test avec plus de 20 ans d'expérience dans le domaine. Il est le co-fondateur et CEO de Zenity, une entreprise spécialisée dans le Test et la qualité des logiciels. Au cours de cet épisode, Hayk Mnatsakanyan et Silvain Evrard discutent des enjeux actuels de la cybersécurité, notamment la diversité des activités et des environnements auxquels nous avons affaire, la sophistication croissante des menaces, et l'importance de la sensibilisation à la cybersécurité. Ils partagent également leurs conseils pour se protéger contre les cyberattaques, notamment : * Utiliser des mots de passe forts et les changer régulièrement. * Maintenir tous les logiciels à jour. * Éviter de cliquer sur des liens suspects. * Vérifier l'authenticité des interlocuteurs avant de fournir des informations sensibles. Références : - TOR : https://www.torproject.org/fr/download/ - RIOT : https://tryriot.com/fr/ - Micode j'ai infiltré un réseau d'arnaqueurs aux SMS : https://youtu.be/6Jv0EzXdQbk?si=7xDOenyEC_pdy_w_ - La Police française épinglée pour avoir utilisé un logiciel de reconnaissance facial interdit par la loi : https://www.ouest-france.fr/societe/police/la-police-accusee-dutiliser-illegalement-un-logiciel-de-reconnaissance-faciale-la-cnil-va-enqueter-cad59bb6-8475-11ee-a734-df2049314fed Développement digital et cybersécurité Thème 1 : L'émergence de la cybersécurité dans un monde numérique en évolution La cybersécurité devient cruciale en raison de la diversification des activités et des environnements numériques. Les menaces d'espionnage, de sabotage et de criminalité ne cessent de croître. Le développement digital offre plus de points d'accès et de pénétration aux cyberattaquants. Thème 2 : Le rôle de rBlox dans l'innovation en matière de cybersécurité Hayk Mnatsakanyan, CEO de rBlox, a apporté des solutions innovantes dans le secteur de la cybersécurité. La plateforme réseau de rBlox offre des mécanismes de sécurité et des protocoles de routage personnalisables. Elle favorise l'établissement d'une confiance dans la distribution. Thème 3 : L'importance de la sensibilisation à la cybersécurité La sensibilisation à la cybersécurité est essentielle pour se protéger contre les cyberattaques. Les individus et les organisations doivent connaître les risques et les bonnes pratiques en matière de cybersécurité. Il est recommandé d'utiliser des mots de passe forts, de maintenir les logiciels à jour et d'éviter de cliquer sur des liens suspects. Thème 4 : La cybersécurité au quotidien pour le grand public Les utilisateurs doivent sécuriser leurs appareils, vérifier l'authenticité des sites web et signaler les e-mails suspects. Les mises à jour logicielles sont importantes pour les utilisateurs non techniques car elles corrigent les vulnérabilités de sécurité. Les smartphones sont des cibles privilégiées, et les utilisateurs doivent prendre des mesures pour les protéger. Bonne écoute ! --- Send in a voice message: https://podcasters.spotify.com/pod/show/zenity-test/message

In dieser Episode unseres „Block52“ Podcast spricht Philipp Sandner mit Andreas Albrecht von der Open Digital Factory der DekaBank. Andreas erzählt von der Entwicklung von den ersten Schritten in Richtung eines experimentellen Sparkassen-Coins vor einigen Jahren bis zum heutigen Innovationsmanagement in der DekaBank. Andreas erzählt von einigen seiner Projekte im Blockchain-Bereich und davon, wie Mitarbeiter an Blockchain-Anwendungen herangeführt werden können. Philipp und Andreas überlegen, wann wir unsere Finanzinfrastruktur auf der Blockchain abgebildet sehen werden. Welche Rolle werden Kryptowerte in den nächsten Jahren einnehmen? Abschließend geht Andreas auf die Frage ein, ob die Blockchain-Technologie eine Lösung für das aufkommende Vertrauensproblem der generativen KI sein kann.

For companies to win with digital transformation, they must expand digital twins to include digital process twins and digital factory twins. aPriori's CEO offers a case study in success with digital twinning.

Comment harmoniser innovation technologique et égalité des chances ? Emmanuelle Ertel, Directrice Générale d'Innovation&trust, la Digital Factory du groupe Tessi, explore cette question dans le dernier épisode de Canary Call. Elle travaille avec une équipe de 250 développeurs, s'engageant dans des domaines comme l'intelligence artificielle et le big data. Ensemble, ils explorent comment ces technologies peuvent soutenir des objectifs sociaux et environnementaux, tout en veillant à ce que leur production soit la plus responsable et sécuritaire possible.Emmanuelle met en évidence les défis auxquels les femmes dans la tech sont confrontées, insistant sur l'importance de briser les stéréotypes pour encourager plus de femmes à rejoindre ce secteur. Elle souligne que la diversité de genre n'est pas seulement une question d'équité, mais aussi un moteur clé de l'innovation et de la croissance économique.Sous sa direction, Innovation&trust s'engage dans le développement de logiciels éco-responsables. Elle cite l'exemple de leur collaboration avec Ethics, un data center respectueux de l'environnement, et parle d'EcoData, un outil qui mesure l'empreinte carbone des clients, illustrant son engagement envers des pratiques commerciales durables.Time codes : 1''10 : Introduction 10''00 : Les femmes dans la tech14''20 : Un militantisme pacifique22''15 : Les prochains étapes 23''10 : Tech et environnement 31''45 : Conseil aux candidat•e•s36''30 : C'est quoi ton Canary Call ? Liens de l'épisode :Le compte LinkedIn d'Emmanuelle ErtelTessi Pépites Shaker

Stanislas de Crevoisier is an expert in digital factories, a subject he has been delving into for 10 years. When he joined Technip Energies, he faced a new challenge: how to set up a digital factory using pre-existing teams, located in different places, dealing with different subjects, and using different technologies, methods, and tools?Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Stanislas de Crevoisier est un expert des digital factories, sujet qu'il creuse depuis 10 ans. Lorsqu'il est arrivé chez Technip Energies, il a dû faire face à un nouveau défi : comment monter une digital factory à partir d'équipes préexistantes, établies dans des lieux différents, traitant de sujets différents, et utilisant des technologies, des méthodes et des outils différents ?Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

En 2023, la transformation digitale est un passage obligé pour les entreprises, afin de répondre aux grands enjeux de compétitivité, de vitesse et de croissance. Alors que le numérique est partout, est-ce pour autant facile d'effectuer sa transition ? Selon une étude menée par McKinsey en 2022, 70 % des projets de digitalisation seraient un échec. En cause ? Un manque de communication, des délais non tenus et une prise en compte trop légère du facteur humain.Pour réussir sa transformation numérique, de plus en plus d'organisations mettent en place une Digital Factory. Cette structure intègre toutes les compétences de la chaîne de valeur digitale et les technologies de pointe. Elle permet de créer des produits digitaux, rapidement et avec un réel suivi dans la durée, tout en apportant de la valeur aux utilisateurs. Un dispositif unique et efficace, que Siècle Digital a décidé d'expliquer dans cet épisode sponsorisé, avec Emmanuel Valluche, Directeur conseil chez Kaliop et Benoît Salmon, Tribe Lead Tech chez Accor.Les épisodes de Culture Numérique sont disponibles sur Siècle Digital et les plateformes de streaming. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Gary talks about the successful integrations of software by Siemens since the 2007 acquisition of UGS. He reflects on early conversations with Siemens executives regarding the Digital Factory and then how far the company has traveled along that path becoming perhaps the most successful industrial automation and industrial software supplier.

Tu peux soutenir sur le podcast sur KissKissBankBank ou en mettant 5⭐️ sur Apple Podcasts ou Spotify ! François est Design Manager à la MAIF. Il découvre le design très jeune, grâce à l'ordinateur familial sur lequel il apprend à coder et créer des logiciels. Par la suite, il rejoint les Arts Décoratifs de Paris. Quand il sort des Arts Décos, la bulle internet des années 2000 n'a pas encore explosé et les graphistes spécialisés en multimédia sont extrêmement recherchés. François rejoint alors TPS, un concurrent de Canal Sat. Il y travaille sur la télévision interactive, ancêtre de la télévision connectée. Il conçoit des services interactifs, sorte d'applications pour donner la météo ou permettre de jouer via un décodeur satellite. Lorsqu'une nouvelle directrice de la communication rejoint l'entreprise, elle cherche à renforcer son équipe. François la rejoint alors et développe ses compétences sur le print. Lors du rachat de TPS par CANAL+, François quitte l'entreprise pour devenir indépendant. Il travaille alors dans l'édition. Mais, après 1 an, il est recontacté par CANAL+ pour rejoindre la direction artistique du groupe. Il décide alors de rejoindre l'entité qui travaille sur l'image de marque de la chaine depuis sa création. François y conçoit des images de marque pour les émissions de la chaine. Ensuite, François fonde le studio en charge de l'expérience client numérique. Le studio regroupe 7 personnes qui conçoivent l'expérience de myCanal sur une multitude d'appareils : web, mobile, téléviseurs, décodeurs, consoles de jeux, etc. Sachant qu'au même moment, Netflix débarque sur le marché français et rentre en compétition frontale avec le service de CANAL+. Enfin, CANAL+ était scindée en plusieurs entités numériques. Cet épisode est l'occasion de comprendre comment l'entreprise gérait une image homogène malgré une structure hétérogène.  Après 11 années chez TPS/CANAL+, François rejoint la MAIF. Une fois encore, il a à sa charge la performance et la qualité de l'expérience client. Pour cela, il gère une équipe d'UI Designers, d'UX Designers et d'UX Writers au sein de la Digital Factory de l'entreprise. François revient sur la constitution de son équipe, sa manière de travailler avec les autres rôles de l'entreprise, la manière dont il gère la cohésion de son équipe et de la cohésion avec les autres équipes design de l'assurance. Il aborde aussi la création et le maintient du Design System de la MAIF. On aborde aussi le parcours complexe d'un sociétaire de la MAIF qui peut interagir avec son conseiller, le site internet, les applications, etc. L'occasion d'aborder la relation entre les équipes design et celle de la relation sociétaire afin d'obtenir les meilleurs retours utilisateurs. Nous parlons également de l'accessibilisation des plateformes de la MAIF : Comment faire ? A quel rythme ? Par quels moyens ? Aussi, François aborde-t-il sa relation avec l'équipe communication de la MAIF, ainsi de le façon dont-il mène la recherche utilisateur? Enfin, on parle de la mesure de la réussite de l'équipe de François : comment s'assurer qu'un designer à bien fait son travail ? Les ressources de l'épisode MAIF Méthode de Design UX, Carine Lallemand & Guillaume Gronier Les autres épisodes de Design Journeys #39 Alexia Dupré-Doan, Design Lead @ Preto #51 Marine Boudeau, Responsable du pôle DesignGouv @ DINUM #58 Dezzie Dimbitsara, UX Lead @ Google Pour contacter François LinkedIn 

Digital Factories eliminate supply chain problems where there's a mismatch between buyers' knowledge and suppliers' capacity.

What if your costing solution wasn't adjacent to your business processes, but a core part of what made your company competitive? Mike Perrott from Flex shares his experience.

Implementing digital factory twins helped this manufacturer reduce costs amidst a labor shortage.

Many businesses are struggling to attract and retain skilled workers, with record numbers resigning or retiring. This is particularly true in the manufacturing sector. The Buzz 1: A Manufacturing Institute [MI] survey found that “The Great Resignation” is really more of a “Great Retirement.” 808,000 manufacturing job openings in February 2022 were down from January's 859,000 [U.S. Census Bureau]…Manufacturing quits rose from 315,000 in January to 337,000 in February, a new record. [rimanufacturers.com/the-great-resignation-or-great-retirement] The Buzz 2: MI's February survey of 3,000 Americans: 82% of respondents who left a manufacturing job in the past six months retired due to age or health-related reasons. The remaining 18% resigned or were laid off, but 73% of those are back to work in a different manufacturing job, 7% in a different industry and 20% are still looking. The Buzz 3: The manufacturing sector is increasingly viewed as crucial to economic and pandemic recovery, yet outdated public perceptions could be impacting recruitment of vital new workers [Deloitte–MI news release]. 83% of manufacturers surveyed cited attraction and retention of a quality workforce as top concerns. But most workers prefer retail and services over manufacturing jobs. As manufacturers look to automate their operations, are workers in the field and on the shop floor being left behind? Will digital technologies that inform and engage workers – digital signage, AR, VR – help companies access a wider labor pool and attract new workers? We'll ask Christophe Justeau, Andy Hancock and Johannes Papst for their take on Does A Digital Factory Attract New Workers?

In Zero RFQs, the need to request a quote is completely removed thanks to seamless integration between procurement and suppliers.

At the start of 2023, what threats are keeping execs up at night? CEO Stephanie Feraday reveals the biggest problems facing manufacturing today, and how aPriori is helping to solve them.

Chief Sustainability Officers face a huge task, with limited resources. New tech solutions can help CSOs understand and control the carbon footprint of their products.

Die Aurubis AG ist weltweit ein führender Anbieter von Nichteisenmetallen sowie einer der größten Kupferrecycler. Rainer Verhoeven, als CFO auch Mitglied des Vorstandes der Aurubis AG, blickt auf den Wandel des Traditionskonzerns zur Digitalorganisation. Neben den einzelnen Digitalisierungsfeldern und -prozessen erläutert er insbesondere die Idee der Digital Factory und zeigt auf, wie Digitalisierung zum entscheidenden Erfolgsfaktor wurde.   Interview auf atvisio.TV anschauen: https://www.atvisio.de/tv/der-multi-metall-produzent-aurubis-in-der-transformation/ Der Performance Manager Podcast ist der erste und einzige deutschsprachige Podcast für Business Intelligence und Performance Management. Controller und CFO erhalten hier Inspirationen, Know-how und Impulse für die berufliche und persönliche Weiterentwicklung. Weitere Informationen zu Peter Bluhm, dem Macher des Podcast, finden Sie hier: https://www.atvisio.de/unternehmen/ Unsere Bitte: Wenn Ihnen diese Folge gefallen hat, hinterlassen Sie uns bitte eine 5-Sterne-Bewertung, ein Feedback auf iTunes und abonnieren diesen Podcast. Zeitinvestition: Maximal ein bis zwei Minuten. Dadurch helfen Sie uns, den Podcast immer weiter zu verbessern und Ihnen die Inhalte zu liefern, die Sie sich wünschen. Herzlichen Dank an dieser Stelle!  Sie sind ein Fan unseres Podcast? Sie finden uns auch auf diesen Kanälen: Exklusive Xing-Gruppe zum Podcast: https://bit.ly/3eKubH6 Exklusive LinkedIn-Gruppe zum Podcast: https://bit.ly/2zp6q7j Peter Bluhm auf LinkedIn: https://bit.ly/2x0WhwN Peter Bluhm auf Xing: https://bit.ly/2Kkxhne Webseite: https://atvisio.de/podcast Facebook: https://www.facebook.com/ATVISIO/ Twitter: https://twitter.com/atvisio Instagram: https://bit.ly/2KlhyEi Apple Podcast:  https://apple.co/2RUMwaK Soundcloud: https://soundcloud.com/atvisio

From the DoK Day North America 2022 (https://youtu.be/YWTa-DiVljY) Abstract We develop systems to digitize the sheet metal industry with the belief that they should cooperate with each other in an open way. We are convinced that the future lies in creating a software ecosystem that interconnects all levels of the company and even manages to communicate with supplier and customer systems, making for more agile management throughout the entire value chain. One of our newer projects is providing a multi-tenant cloud service to our clients. The chosen database for the service we are developing is MongoDB. After testing with docker containers on virtual machines, we decided to finally host the service in Kubernetes because we wanted something to be able to scale at large for our clients being a service that will be consumed by a multitude of our clients, so to the database in order to reduce latency.

Many businesses are struggling to attract and retain skilled workers, with record numbers resigning or retiring. This is particularly true in the manufacturing sector. The Buzz 1: A Manufacturing Institute [MI] survey found that “The Great Resignation” is really more of a “Great Retirement.” 808,000 manufacturing job openings in February 2022 were down from January's 859,000 [U.S. Census Bureau]…Manufacturing quits rose from 315,000 in January to 337,000 in February, a new record. [rimanufacturers.com/the-great-resignation-or-great-retirement] The Buzz 2: MI's February survey of 3,000 Americans: 82% of respondents who left a manufacturing job in the past six months retired due to age or health-related reasons. The remaining 18% resigned or were laid off, but 73% of those are back to work in a different manufacturing job, 7% in a different industry and 20% are still looking. The Buzz 3: The manufacturing sector is increasingly viewed as crucial to economic and pandemic recovery, yet outdated public perceptions could be impacting recruitment of vital new workers [Deloitte–MI news release]. 83% of manufacturers surveyed cited attraction and retention of a quality workforce as top concerns. But most workers prefer retail and services over manufacturing jobs. As manufacturers look to automate their operations, are workers in the field and on the shop floor being left behind? Will digital technologies that inform and engage workers – digital signage, AR, VR – help companies access a wider labor pool and attract new workers? We'll ask Christophe Justeau, Andy Hancock and Johannes Papst for their take on Does A Digital Factory Attract New Workers?

Many businesses are struggling to attract and retain skilled workers, with record numbers resigning or retiring. This is particularly true in the manufacturing sector. The Buzz 1: A Manufacturing Institute [MI] survey found that “The Great Resignation” is really more of a “Great Retirement.” 808,000 manufacturing job openings in February 2022 were down from January's 859,000 [U.S. Census Bureau]…Manufacturing quits rose from 315,000 in January to 337,000 in February, a new record. [rimanufacturers.com/the-great-resignation-or-great-retirement] The Buzz 2: MI's February survey of 3,000 Americans: 82% of respondents who left a manufacturing job in the past six months retired due to age or health-related reasons. The remaining 18% resigned or were laid off, but 73% of those are back to work in a different manufacturing job, 7% in a different industry and 20% are still looking. The Buzz 3: The manufacturing sector is increasingly viewed as crucial to economic and pandemic recovery, yet outdated public perceptions could be impacting recruitment of vital new workers [Deloitte–MI news release]. 83% of manufacturers surveyed cited attraction and retention of a quality workforce as top concerns. But most workers prefer retail and services over manufacturing jobs. As manufacturers look to automate their operations, are workers in the field and on the shop floor being left behind? Will digital technologies that inform and engage workers – digital signage, AR, VR – help companies access a wider labor pool and attract new workers? We'll ask Christophe Justeau, Andy Hancock and Johannes Papst for their take on Does A Digital Factory Attract New Workers?

Can the housing crisis be solved by sustainability design? When sustainability design is put towards the problem of building construction, the result is modular solutions that ship more cheaply and assemble more quickly.

When it comes to costs and your supply chain, why get into difficult conversations with your suppliers when there's no way to win? That sort of mindset is why manufactures leave money on the table. Until now. Cost Engineer Daniel Chacon shares how to always win supplier negotiations by going in with a growth mindset, a well-rounded team, and a list of can't-argue-with facts.

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers.  In episode #4 of the podcast, the topic is: A Renaissance of Manufacturing. Our guest is Enno De Boer, Partner, Digital Manufacturing Lead, McKinsey.Augmented is a podcast for leaders, hosted by futurist Trond Arne Undheim, presented by Tulip.co, the manufacturing app platform, and associated with MFG.works, the manufacturing upskilling community launched at the World Economic Forum. Each episode dives deep into a contemporary topic of concern across the industry and airs at 9 am US Eastern Time every Wednesday. Augmented--the industry 4.0 podcast.In this conversation, we talk about What is digital manufacturing? How to transform operations strategy, best practices, specifically the World Economic Forum Global Lighthouse Factories. We also tackle future developments: How to stay up to date in this fast moving field? What's next?Trond's takeaway: is that manufacturing is indeed undergoing a renaissance. There should be a tremendous amount of excitement among policy makers, industry professionals, and frontline workers about the changes in play. Technologies are maturing. The digital factory is becoming a reality. For those who already took on board the lessons of lean manufacturing and are exploring the latest opportunities, automation has become augmentation. Yet, there's still a lot to learn. The World Economic Forum's Lighthouse factories is one place to seek inspiration.After listening to this episode, check out the World Economic Forum Global Lighthouse Network, McKinsey's Operations practice,  well as Enno De Boer's social profile. World Economic Forum Global Lighthouse Network: https://www.weforum.org/projects/global_lighthouse_network Enno De Boer (bio): https://www.mckinsey.com/our-people/enno-de-boer McKinsey Manufacturing & Supply Chain practice area (@mckinsey_mfg): https://www.mckinsey.com/business-functions/operations/how-we-help-clientsAugmented is a podcast for leaders in the manufacturing industry hosted by futurist Trond Arne Undheim, presented by Tulip.co, the manufacturing app platform, and associated with MFG.works, the open learning community launched at the World Economic Forum. Our intro and outro music is The Arrival by Evgeny Bardyuzha (@evgenybardyuzha), licensed by @Art_list_io. The show can be found at http://www.augmentedpodcast.co/ Thanks for listening. If you liked the show, subscribe at Augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like episode #1 on From Automation to Augmentation or Episode #2 on How to Train Augmented Workers. Augmented--the industry 4.0 podcast. Transcript: TROND: Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. Augmented is a podcast for leaders, hosted by futurist Trond Arne Undheim, presented by Tulip.co, the manufacturing app platform, and associated with MFG.works, the manufacturing upskilling community launched at the World Economic Forum. Each episode dives deep into a contemporary topic of concern across the industry and airs at 9:00 a.m. U.S. Eastern Time every Wednesday. Augmented — the industry 4.0 podcast. In Episode 4 of the podcast, the topic is A Renaissance of Manufacturing. Our guest is Enno De Boer, Partner and Digital Manufacturing Lead at McKinsey & Company. In this conversation, we talk about what is digital manufacturing? How to transform operations strategy, best practices, specifically the World Economic Forum Global Lighthouse Factories. We also tackle future developments: How to stay up to date in this fast-moving field, and what's next? TROND: Enno, how are you doing today? ENNO: Very good. TROND: I'm excited to have our conversation. First off, Enno, you're an interesting guy. You obviously have a tremendous amount of experience working with a lot of manufacturing factories through your work at McKinsey and also now directly at the World Economic Forum. But what got you into manufacturing? What sparked this interest? ENNO: I had always kind of a passion for real things, for products and everything. And my dad was an engineer. He was a researcher in the steel industry, and he wanted to get me into steel, but I thought I wanted to have something a little bit more sophisticated. So I got initially into automotive, got really excited about it. And then when you're in automotive, you need to go to the shop floor; that's where the real music is. So that's how I got into it. And then, from there, it took its toll, and I went into any industry, and I'm always passionate about manufacturing. TROND: Wow, that's where the real music is. Well, you ended up getting your master's and your doctorate in mechanical engineering. I think they're all from Dresden and from Aachen. So you've been around the academic side and now very much on the combination, I guess, of consulting and advising, but you enjoy getting into these factories and hearing the music, basically. ENNO: Yes, totally. I started my career at BMW, and it was amazing to see what product they are building, et cetera. And then, I moved to McKinsey, and it was always about the products and how can we make the products better? How can we get them better to the consumer, and also, how can we make literally the shop floor a better environment? And I think that's so exciting about what we're seeing at the moment with this digital revolution, and we're getting to that in a moment. But it's all about augmenting the operator and figuring out how do we take the dull, dirty, and dangerous work out of manufacturing and make it very exciting? I think it's one of the most exciting spots to be. For all the young people, I just say go into manufacturing. That's where all the fun technologies come to bear. Is it augmented reality, virtual reality? Is it digital twins? Is it AI? Is it digitization? Is it 3D printing? All of that is coming there. Tell me any other industry where that's happening. TROND: You know, I echo what you're saying. And it's almost incredible how long it has...well, how long it has taken, but how long it's taking for the wider world to realize how many things are actually coming to the fore in manufacturing right now. Give us a sense of what this environment looks like. Well, there are many buzzwords, but what is digital manufacturing? Let's start sort of simple here. ENNO: Yeah, digital manufacturing, actually, it's interesting. It's an interesting term. So when we worked with the World Economic Forum, we defined digital manufacturing as 110 use cases that are spread across...roughly half of them within the factory walls. And then something like predictive maintenance, very apparent, but then half of them also outside of the four walls. So how do you connect to product development, get your products faster developed? Most likely with virtual reality, with digital twins. How do you connect to the customer? How do you get customer orders in and immediately propagate them down to the shop floor and all the way back to the customer where the product lands? And you want to have this in one digital thread, how we call that. So that's very exciting. So that's digital manufacturing. It's very much about augmenting the operator. As I said before, it's not so much about this idea that was out there in the '80s and '90s about the lighthouse factory and full automation. Nobody is talking about this. This is really a concert of how we are bringing technologies to allow the operator to bring out better products in higher quality, in higher agility, and more sustainable. TROND: I know industry 4.0 is a big term. But at the forum, there's also this notion of this fourth industrial revolution, so very specifically calling it a revolution. How do you feel about those things? Are they even sort of perhaps wider terms than just focusing on the worker? ENNO: I think it's interesting. I think it's partly we have an evolution because the manufacturing sector you cannot change overnight. It's very complex to manufacture products, and you need many technologies. So it feels not like this is happening overnight. Though I would say now, with what we have gone through with this terrible pandemic over the last year, it has almost switched, and it totally accelerated the digital transformation. So I feel now it's becoming much more of a revolution because I'm seeing examples where innovation is not stopping anywhere. Like we have one lighthouse that we got new on the lighthouse platform from Alibaba. They took an entirely new stand on how do you do apparel manufacture? How do you produce jeans? Now, that sounds very simple and sounds very labor intense. They took a stand at this and fully connected it to the customer to get their ideas on how that would work, but then fully digitized it. And that allows them to create products, new apparel in only 30% of the time and also bringing it to the customer 70% faster than anything we have seen before. So there's a real revolution going on and a renaissance, I would say, of manufacturing and the art of the possible. I would say the limit is the sky. TROND: But you said lighthouse. When you say lighthouse, to me, I'm thinking of a navigational tower created out there in the ocean with lights and signals to navigate against. Give me a sense of what this metaphor means and what you have used when you built out this Lighthouse Network at the forum. What does it mean, and what's the purpose? And why this metaphor? ENNO: Yeah, and I think it's great that you're asking because I got a lot of questions at the beginning. "Is lighthouse the right word, Enno? Lighthouse is where we are driving on rocks. Is that not negative?" And I said, "No." It's like the light. We need always role models. We need examples that we can latch on. We need things that we can learn from, that are lighthouses. Lighthouses are a towering example. They are high. They are shining out, and they're shining the way. And I'm a sailor, so I love lighthouses. So when I'm coming to the coast and the first thing I see is this light. And it's going up, and it's leading me the way, and then I'm coming nearer. I get the contours. And that's a lighthouse. So what is the lighthouse? The lighthouse is, we said it's not a shiny object. Stop with these shiny objects. It's not about technology forward; that's wrong. It's not about building an ivory tower, and everyone is looking in very different. Three things we're looking for with WEF Lighthouse; first of all, we want to see impact at scale. Secondly, we want to see that unleashed by several use cases, several technologies that enable that, like really innovation there. And then, we want to see that this is sustainable, that there are the measures and the enablers below that is not only sustainable but also scalable. That is, for us, a lighthouse, and that's something that is exciting people. And they say, "Well, I want to..." I get every week a call "I want to have a lighthouse in my organization. How do I do this?" And that's exactly what we wanted to create. We wanted to create that everyone gets a feeling of what really is industry 4.0. TROND: Well, so then here's my question. How did this project get started, and how do you select lighthouses? And what exactly do you collect once you have selected lighthouses, and how is it that then it becomes helpful? Is it kind of a collection of videos from the sites? Is it interviews with the people who have designed the work processes there? What is it exactly? ENNO: Yeah, it started...as always, the first try is not working. [laughs] So when we started it, the first idea I had I said look, we need these lighthouses. We need examples. It's like in the old lean terms where we had Japan; we had Toyota, we had Honda, as ways to go for the manufacturing community to learn. I said, "We need to create the Japan of digital manufacturing." And the first answer that I got from a couple of executives where I was on an executive committee, they said, "Hell no. We'll not share our secret sauce. We're ahead, and we don't want that others learn from it." And I said, "I think that's wrong. You need open innovation. You need to share," Because this is such a dynamic environment where you can only stay ahead if you fully open collaborate, and learn from the best, and then stay ahead." And it turned out to be true. And then I found the World Economic Forum. They loved the idea. We started to build this app jointly. And it's now something that everyone in the manufacturing industry aspires. So that's how it started. It was a lot of work. So we started almost three years ago to build this with the World Economic Forum. And we still feel we're only at the very beginning. We have now 54 lighthouses and more than a dozen, actually, to be announced soon that are coming out. But if you put this into perspective, this is 50 out of 10 million factories, so a lot of work to be done. TROND: How many lighthouses should there be? ENNO: I think there should be many, many more. And I think every organization should have at least a handful or a dozen lighthouses. Because what we find is you need different lighthouses in an organization. You need maybe a lighthouse that shows you how you connect your product development to manufacturing. You maybe need a lighthouse on how do you connect to the customer? You need a really sustainable lighthouse. So there are already three. And then you need to start to use this lighthouse. A lighthouse is not a mean by itself. I think then you need to start that you get the entire organization to kind of moving to transform the entire value chain, the entire production network. So you could almost see that. And that's how I see it. I think we're very blessed with these lighthouses because, for me, they are a little bit of the window into the future. That should be the standard in three, four years for any manufacturer. So if you ask me, maybe 10 million so all the factories should become lighthouses. Now, every lighthouse will be a little bit different and needs to be built within its context. TROND: But are you saying that in order to qualify to be a lighthouse, there is an aspect that is better than the average? Because otherwise, you shouldn't be looking at it. Now I'm just trying to figure out, well, one, you how you select it, and on what features you select these things. And on the aspirational side, if I'm a factory owner or an organization and I think I'm inspired by what you're saying, how do I interact with this project? And how do I learn from the lighthouse? How do I build my own lighthouse? What is this thing? ENNO: So I think you're spot on. We said we wanted to create the Japan of digital manufacturing, that was a vision, and that is still to be true. So what we want to have on the platform is lighthouses that bring learnings to others, that are willing to share those, and that are towering, and these learnings are important and interesting enough that everyone can learn from it. So yes, it should be over the average. It should be better than anything. It should be a best practice. Yes, of course. We are not looking for someone who has invested a ton of money into technology and has not gotten any returns out of it. There are a lot of examples of that. We are looking for the ones who have smartly invested into technology, also driven the people transformation, also have driven a business transformation with technology and with that created impact at scale. That's the number one we're looking for: impact at scale. Number two is, is it driven through real technology innovation? And are these use cases there? And then is this sustainable? Is this just kind of a quick blip of a performance? Or is this something where we feel that this company is taking this lighthouse really to fully transform themselves and literally the cluster they are working in? TROND: Can you give me some concrete examples so some of these lighthouses? There are 54 that have been announced. I mean, that's too much to cover in one quick talk, but give me a sense of what kinds of things you already have in the portfolio. ENNO: Yeah, so we started initially with factory lighthouses, so the ones that are very factory. We had initially 16, and then we scaled this up. One example is, for example, Procter & Gamble, the Rakona site, really interesting, was about to be closed. They had one last chance, and the factory team was amazing. They said, "We go all in. If you let us do it, we will go in. We take the challenge." And they turned around the site with digital, with fully digitizing it. It was really on the bottom of the P&G manufacturing sites. It was a brownfield; I think 100 years old, very, very traditional. And they transformed it fully. And they are now one of the top performing sites in the Procter & Gamble network, which says something and which says that anyone who has the ambition and has the leadership and is going full in can do it. It's not a question of whether you're a greenfield; this is a brownfield. It's not a question of whether you're a new site or an old site. That's one example. Another good example, because we have quite a breadth there, I talked about Alibaba, a digital native company that fully went into apparel manufacturing to innovate apparel manufacturing. Another example is Henkel. They had very ambitious sustainability goals from the very get-go. They said, "We can only achieve that through digital transformation." They connected over 30 sites with a digital twin. They get really deep into the energy management, into predictive actions. And they were able to reduce their energy consumption by 38% and their water consumption by 25%, very sustainable example. Another one is Schneider Electric, and I could go on, who reduced their carbon footprint by 78%. So we're not talking about let's do another 10%. If someone comes to me and says, "Look, let's do another 10% of this," I say, "Okay, you most likely don't need [inaudible 18:08]. Think harder. How do you want to hit customer breakpoints? How do you want to do something really spectacular? And then let's build the full stack of digital together to innovate that." TROND: Well, you've already given out some secrets, I guess, around transforming operations strategy these days. Is a lighthouse strategy the first thing you recommend when you go into a company these days, or what is your approach? Because you are an operation strategy expert in manufacturing. Is that the first thing you suggest, or is it kind of to look inward? Or what is the first thing one should do today? ENNO: The first question I have is, what business impact do you need to drive? Because that determines everything because a lighthouse is not a lighthouse. So, first of all, I need to know whether you want to drive growth, whether you want to drive agility, mass customization, sustainability, productivity, or speed to market. Let me know that. And that's already a hard question because a lot of CXOs, CEOs, COOs say, "Well, I haven't thought about it. I thought I'm coming to you, and we're building a lighthouse." I say, "No, we're not building a lighthouse just for the lighthouse sakes." So let's figure out what is really the business impact you need, then let's go from there backwards and say, out of the 110 use cases that we have seen in the lighthouses, what are the ones that will really help you? Typically, it's 20 to 30, maybe 40 use cases that immediately will drive fundamental value. Let's take them. And then the most important thing is let's figure out how do we scale this? Because that's what has been the biggest challenge, and I would say that is what differentiates the 1% of the lighthouses, or less than 1% of the lighthouses, and the rest of the 99%. It's called pilot purgatory. We've seen thousands of flowers bloom approaches, pilots, over pilots, and they are not scaling. TROND: Why is there such a purgatory? Why is it so hard? And what did those 1% do that the others don't? ENNO: I think we are looking at this question for quite long. And I think it's partly; I would say, cultural in the manufacturing sector. The manufacturing sector in the past was the one that would...as a CEO, you're asked, okay, give me another 5% cost reduction and don't interrupt the production. There was no question of, okay, look at this strategically. Tell me about how manufacturing can be a competitive advantage. So really, the thinking and being strategic about manufacturing, I think that's one part. The other part that I think is cultural is lean has learned us...and lean is really a fundamental and important part of the digital transformation. But lean has learned us to disaggregate, to democratize, and to spread literally everything across all our production network and let everyone do a little bit of something. Now the problem is that we'll be coming back in the future, and this is great. Democratizing technology is the right thing to do. But at the beginning, to get this started and getting out of pilot purgatory, you need to have some kind of a guided approach that is strategic, that is focused, and that is building certain capabilities that most likely these companies have not in their networks. TROND: So are there really distillable, small nuggets of best practices in this field of manufacturing? Or is it so complicated that everybody has to....yes, they can look for paragons in the lighthouses. But you have also said one of the reasons you're so fascinated with this is you have to just hear the music. So what is the balance of, I guess, listening to your own music, really just figuring out what is happening in my own work process versus looking at other people's work process? What is the balance between the internal, the external, the inspiration versus the perspiration, I guess? ENNO: I think it's, like always, you need to start from where you are. And I think I'm glad that you asked this question. This is not about taking the lighthouse, and then that's my blueprint, and then let's just do it and copy it. No, it won't work. You need to start from where you are. So it starts with a diagnostic. It starts with, as I said earlier, it starts with what business goals. Everyone has different business goals. Then it starts with where's your situation? So how do you manufacture? There are thousands of different types of manufacturing. So what's your starting situation? What's your maturity? What's your capabilities? What's your tech capability? All of that and then build on that. I think there's for anyone a tailored journey on how do you then mobilize your people? How do you build the right capabilities in-house to be then really able to scale something? And there are a lot of learnings from the lighthouses how they have gone about it, how they have mastered to excite the shop floor. All of these lighthouses the people love it, so they get them excited. But you need to get the middle management also excited because they are sometimes I call them the clay layer or something. They're maybe not so excited about all this change. So you need to get them on board that it's really helping them to do their job better. So that's something you need to figure out. And then you need to figure out...that's another thing that is big is, in the past in manufacturing, we have already said, okay, the IT guys leave the IT guys where they are, and we're only calling them when we really need them. But you need to closely work with IT because otherwise, you cannot scale it. And then, you will need to work with OT like the operations technology so connecting the sensor. So there's a lot to do. And I think you need to find your own way, and the puzzle pieces are in the Lighthouse Network. You can find them there. And then, you need to put your puzzle together. TROND: I know you've worked with this for a long time. What are some of the surprises along the way that have shown up in your work? In your experience, what are some of the good and bad surprises that you have learned along the way, things that you didn't expect either when you built out the Lighthouse Network or as you have been spending time listening to this factory music? ENNO: Yeah, I saw a couple of surprises. So one biggest surprise for me is...so I'm German, but I came over to New York 10 years ago. And so I'm pretty now in the U.S. I'm rooting for the US. I'm also rooting for German engineering. But guess what? The U.S. is behind on adopting these technologies. And it's not behind on developing; it has fabulous startups. It has fabulous technology companies. But the digital transformation is not happening in the U.S., not as much as in China, and also not as much as in Europe. And we should ask all ourselves, why is that? How do we mobilize the U.S. manufacturing? That's for me, one, and I can tell you I have turned every stone in the U.S. and looked under every stone to find lighthouses here. But the fact is we have many, many more lighthouses in China. And the fact is also, if you look at them, they are freaking exciting. So we can learn from China. Is that a surprise? Yes, that is a surprise. That surprised me. TROND: Does this make you popular walking around in America when you point this out? ENNO: No, most likely not. But I want to help U.S. manufacturing. I'm totally excited about U.S. manufacturing. And I think there is all the capabilities. We have the technology here. We have the leadership. We just need to do it, just do it. And as you said, it's about getting the inspiration. I think we should very quickly look at what's out there, and then figure out a way, and then put real effort behind it. And the U.S. has shown that over and over again, once we rally around something, we can really achieve big things. TROND: But what is the problem here? Is it a technology fix or maybe an overconfidence in, you know, the U.S. has always been innovative, and we're leading everywhere and not looking at the human aspects? Or is it specifically a training challenge? Is it a misunderstanding of how some of these things work? Is it just the old outsourcing thing that people have just said, "Well, all of that stuff is going to happen in foreign factories anyway? It's not important here anymore"? Or how did it start, and how do you think we can get out of it here in the U.S.? ENNO: I think we have neglected manufacturing. We have neglected manufacturing in the entire Western world. We found an easy way to offshore and bring it to low-cost countries. A couple of decades ago, we have written off manufacturing and have said, okay, there will be a constant decline in manufacturing. Now, I did a study in Germany, I think ten years ago. And honestly, the result of the study was sobering because there was no digital and there were no ideas. We couldn't bring ideas together to innovate manufacturing. Now, I must say what I've seen now and what is possible is, well, you can be really competitive in the U.S. with manufacturing because the labor differential is not the core thing. But what you need to do is you need to invest, and you need to invest in the people. You need to build and rescale. And you need to augment with the technology, your people, and make sure that they get more productive. That's what you need to do, and then you can be productive. So I think there's something happening now, and I can see that it's really taking off. The conversations I had over the last six months, I would say, are fundamentally different from what I've seen before. So I'm very optimistic. TROND: That's great to hear. Next for me in my mind is you spend all of your time presumably on this. Where do you go to get your insight? How do you sharpen your teeth? Are there influencers to look at, or are there particular lighthouses? Or do you use yourself a lighthouse strategy? Or how do you digest all of the evolving manufacturing insight that's floating around? I'm just curious. ENNO: That's a great question. So first of all, I sometimes sneak into some of these factory visits, and I just do a real go see and see what they are doing. And I'm at the source [laughs], so I have the benefit. We have a big team, and they have walked all their shop floors. And I can let them walk first, and then they tell me, "Enno, this is the factory really," or "This is a supply chain that you should really see," and then I can do that. So that's one inspiration. I think another inspiration is we have an amazing industry 4.0 expert panel that we have created with the WEF that is literally selecting these lighthouses. And it's very independent, so I'm not on there to make this also very independent. But it's a power source. There are 30 individuals around the globe that I would say are the most experienced in industry 4.0, and it's some academics. I think the right portion of academics is important. But then it's also a lot of practitioners. And that's where I'm getting my inspiration. And then, I get my inspiration typically from client work. I'm spending time with CEOs with COOs. And we are at the moment building something truly amazing in the biotech sector, where we're literally bringing all the best of digital manufacturing to this client. And that's for me always an innovation with young teams, with people who really want to make a difference, and then with people who have really a lot of domain expertise. So I think also these teams of bringing the young, aggressive, technology-minded, and then bring the ones in manufacturing who have the domain expertise, who have seen this for 20-30 years, bringing this together in teams is a true inspiration. TROND: What about the future? Where are we heading? We've talked a little bit about it. You think it's a very exciting situation. Things are coming together. But we've also spoken about how long things take. Is there a danger now that the story has become one of revolution? And indeed, there are so many exciting things happening, yet they have taken a while. How do you see this? What's next? And how fast is the next going to evolve? We have talked a little bit about the U.S. being somewhat behind, at least from this lighthouse context, other places. How quickly is this entire thing kind of coming together? And what's the outlook really for manufacturing? ENNO: [laughs] I will give you not a timing answer because I built my first digital manufacturing startup in '99. And it was just 20 years too early, and it failed miserably. Because all the ideas were right and if I would have built it now, it would be maybe very successful but 20 years...so I will not give you an answer on timing. But I would say that we have audacious goals in the world. So number one, I think we really need to do something in terms of sustainability. The carbon footprint of manufacturing sector is 20%, 54% of the energy consumption worldwide comes out of the factory and out of manufacturing. And we've seen the lighthouse examples. We have maybe a dozen of lighthouses that make truly an impact on how we go to carbon neutral. So how do we scale this up? That's for me, one. And I would say we have the toolset. We have the examples. We have the role models. We need to grab it by the horns and do it. That's number one. I think number two is with this pandemic which is really bad, is there's a need for rethinking, and there's a need for growth. And there's a need on how do we master through a looming recession? And one thing we're seeing with the lighthouses is they're a true inspiration for growth. So how do you grow with best digital capabilities? So I think the good news is we have the toolbox. It's ready. We have a real momentum here. Now we need to get everyone on board and everyone doing their work because a lot of work is for the next years ahead of us. [laughs] But there will be also great outcomes out of that. So it's always worthwhile the journey. [laughs] TROND: So do I take it that for you, there is a true renaissance of manufacturing? I mean, the last Renaissance came after a plague, arguably, right? I mean, if you look at a very long historical perspective, the Renaissance came out of the Black Death; at least that's one version of the story. Without making that entire comparison, taking it too far, the Renaissance of manufacturing, it can happen, you think? ENNO: It is happening, and not can happen. It is happening. What I've seen is when it hit us in New York in March, my practice, we were doing usually physical shop floor visits, and we switch within the day to virtual. It was possible. We couldn't believe it before that it's possible. We went 100% virtual. I talked to CEOs that entirely managed their shop floor network from the couch in a way that they had their digital tools to really know what's going on because they couldn't go to the factory. So I think it's really happening. And if this pandemic has one positive, I think it gave us the pause and also the need to really rethink, and that's what is happening now. So, I see Renaissance, yes. And we have also seen how important some products are that we need those products. They are important for not only the well-being, but they are like life critical in part. So having that seen, it was a good wake-up call. And this will foster a lot of innovation in the coming years. TROND: Fascinating. Enno, thank you so much for this talk. I hope we can stay in touch. ENNO: Trond, it was a pleasure. Thank you so much. TROND: You have just listened to Episode 4 of the Augmented podcast with host Trond Arne Undheim. The topic was A Renaissance of Manufacturing. Our guest was Enno de Boer, Partner and Digital Manufacturing Lead at McKinsey & Company. In this conversation, we talk about what is digital manufacturing? How to transform operations strategy, best practices, specifically the World Economic Forum Global Lighthouse Factories. We also tackle future developments: how to stay up to date in this fast-moving field, and what's next? My takeaway is that manufacturing is indeed undergoing a renaissance. There should be a tremendous amount of excitement among policymakers, industry professionals, and frontline workers about the changes in play. Technologies are maturing. The digital factory is becoming a reality. For those who already took on board the lessons of lean manufacturing and are exploring the latest opportunities, automation has become augmentation. Yet, there's still a lot to learn. The World Economic Forum's Lighthouse factories is one place to seek inspiration. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 1 on From Automation to Augmentation or Episode 2 on How to Train Augmented Workers. Augmented — the industry 4.0 podcast. Special Guest: Enno de Boer.

High demand for electric vehicles bodes well for EV manufactures, but only if they can figure out how to deliver their product amidst supply chain shortages and fluctuating materials costs. Automotive is a competitive game, says GM veteran Craig McLeod. The winners of this race will be the manufacturers who leverage digital models to swap out materials on the fly and build their own moment-by-moment sustainable supply chain.

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In episode 21 of the podcast @AugmentedPod, the topic is: "The Future of Digital in Manufacturing." Our guest is Çağlayan Arkan, VP of Manufacturing Industry at Microsoft (@Caglayan_Arkan).  In this conversation, we talk about where manufacturing has been in the past, why manufacturing has been lacking a sense of urgency in the sense of industry 4.0 but how everything we know about manufacturing has changed. We also discuss workforce transformation, democratizing operational technology, and the future of industrial innovation.After listening to this episode, check out  Microsoft's manufacturing approach as well as Çağlayan Arkan's social media profile:Microsoft Cloud for Manufacturing: https://www.microsoft.com/en-us/industry/manufacturing/microsoft-cloud-for-manufacturing Çağlayan Arkan: LinkedIn, Blog: https://aka.ms/CaglayanArkanBlogTrond's takeaway: The future of digital in manufacturing is enormously impactful. Yet, even deep digitalization will not make workers obsolete. Rather, the challenge seems to be achieving a dramatic workforce transformation which also entails empowerment, upskilling, and autonomy through augmentation of frontline operations.Thanks for listening. If you liked the show, subscribe at Augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like episode 9, The Fourth Industrial Revolution post-COVID-19, episode 4, A Renaissance in Manufacturing or Episode 20, The Digitalization of Körber.Augmented--industrial conversations. Transcript: Augmented reveals the stories behind a new era of industrial operations, where technology will restore the agility of frontline workers. In Episode 21 of the podcast, the topic is The Future of Digital in Manufacturing. Our guest is Çağlayan Arkan, VP of Manufacturing Industry at Microsoft. In this conversation, we talk about where manufacturing has been in the past, why manufacturing has been lacking a sense of urgency in the sense of industry 4.0, but how everything we know about manufacturing has changed. We also discuss workforce transformation, democratizing operational technology, and the future of industrial innovation. Augmented is a podcast for leaders hosted by futurist, Trond Arne Undheim, presented by Tulip.co, the frontline operations platform, and associated with MFG.works, the manufacturing upskilling community launched at the World Economic Forum. Each episode dives deep into a contemporary topic of concern across the industry and airs at 9:00 a.m. U.S. Eastern Time every Wednesday. Augmented - the industry 4.0 podcast. Çağlayan, how are you today? ÇAĞLAYAN: I am very well. Great to be here. Thank you. TROND: So I am alerted to the fact that you're an outdoor person. And I wanted to cover that just because a technology discussion in manufacturing is not complete without a little bit of personality. And I think you said you are a backcountry skier. I was curious about this. ÇAĞLAYAN: I am. Skiing is my passion, one of them, but probably the one that makes me happiest, the one that I love the most. I like ski touring, and I like skiing the backcountry, the off-piste. I like climbing. I'm a very physical person. And on a similar note, I also am a cyclist. I'm a sailor, a windsurfer. I just love being out, and I love the wind on my face. TROND: So at some point in the future, when the pandemic is over and behind us, I think my next podcast with you we will simply go for a hike. ÇAĞLAYAN: Well, let's do it. But doing it with me has the following potential downside for you. The other piece of my outdoors work, or kind of world, if you will, is that I love miserable weather. I'm a winter person. I love my rain, my cold, my wind. [laughs] And people typically, even if they categorize themselves as outsiders, like outdoor people, they will just love fair weather, I don't. I'm not that person. I don't like the sun on my face. I don't like a lot of people out. I like trails to myself. I like mountains to myself. [laughs] If you're up for it, we'll do it together. TROND: Well, this is probably something you didn't realize. But I grew up in Norway, and there are no people. And we have plenty of bad weather. So admittedly, I don't live in Norway, so that could give you a clue. [laughter] But there is something there. ÇAĞLAYAN: All right, we're on. We're on. TROND: Yeah, we're on. Okay, so having settled that, I wanted to ask you this question. So we're going to talk about, I guess, the future and the current state, present state of manufacturing. But where has manufacturing been in the past? And by the way, when you think past, how far do you go back? I mean, is this just pre-COVID? Because I've heard you talk a little bit about manufacturing traditionally, and I want you to just give us a quick sense of where you think the industry was just a few moments ago. ÇAĞLAYAN: You started personally. Let me personalize manufacturing for me. I'm an industrial engineer with an MBA. And so, my whole education was in plants in the manufacturing environment. And I studied from operations research to metallurgical engineering, to electrical engineering, to construction, to electrical. You just name it. And so that has been something that I really really liked, the system's thinking, the optimization. I've done a lot in OR back in the day, linear and multiple. So maybe too much detail for now. But where is manufacturing? Manufacturing has been mostly manual siloed with a separation between information technology and the data estate that that brings to the table and operations technology that that brings to the table. Technology has never really been, particularly from an IT standpoint, top of mind. Digital transformation has not really been a sense of urgency in manufacturing because things worked. Yet people at the shop floor and things were working until the pandemic hit. So pandemic question, slap on the face for manufacturers. Business continuity none. You can't send people to the shop floor. You cannot operate. You don't see your inventory. You can't see your suppliers. You don't even know whether they're surviving or not, financially or otherwise. So it was a huge, huge, huge problem. But the silver lining of all of this is now there's acceleration into the transformation of manufacturing. Look, why is manufacturing important? Let's spend a minute on that. Manufacturing, unlike many other industries (And I kind of make fun of my peer industry leaders at Microsoft as well.), manufacturing is very real. Manufacturing creates employment. Manufacturing creates growth, builds the economy, builds capacity. Manufacturing is about innovation. Manufacturing is about competitiveness. So it is core to populations, countries. It's core to politicians, to business leaders, and it's just phenomenal. And so if you do things right in manufacturing, things work, including climate change, and sustainability, and a lot of other stuff. And if you do things wrong, you could see a lot of damage done. It collapses economies. It collapses, grids and stops, and creates a lot of disruption. So it is very real. And so I'm sorry I'm providing a long answer, but you can tell I'm passionate about it. It's very personal for me. But by and large, I'm actually excited about where we are. We are at an inflection point. And we'll see a lot of acceleration coming out of the pandemic, the crisis. And stuff we're working on is actually to ensure business continuity and resiliency. Those are the things that are the conversations going forward. TROND: Çağlayan, you took me in an interesting direction. I was just thinking as you were speaking, right before we go to the inflection, it's actually not just a little bit surprising but actually quite surprising that there haven't been any reported massive disruptions due to the pandemic. If you think about all of these mission-critical systems that we have around the world, in every manufacturing-related industry, how do you explain because, as you were saying, historically...and some of these silos are sort of still there, although obviously, we are at this inflection point so somehow already transitioned. But how do you explain that we haven't had more horror stories? And by horror stories, I guess I mean operations completely collapsing, or I guess grids falling apart, or that one manual worker couldn't go in. So X happened that they had never, never thought about. Why haven't we heard anything like that? Are those stories going to come out, do you think, or did nothing seriously happen? ÇAĞLAYAN: Well, it happened. I know for a fact because once this started, I started calling down on my customers, like, "How are you doing? What do you need?" For one, I think that from a table stakes standpoint, we've seen massive teams deployment because people wanted to communicate. They wanted continuity in terms of being able to talk to one another, being able to work, and then work from home, of course, because they couldn't go to their plants or to their offices. So there was a lot of pain. There was a lot of disruption. I talked to some of my customers, and they were like, billions of dollars are tied in inventory, and we have no idea where that sits. Again, they're disconnected from suppliers as well as their customers, and so there was disruption. But luckily, we've had some leaders actually having foreseen what is to come, or they were disruptors or at least early adopters. And they have taken pre-COVID pre-crisis steps for digital transformation. And I love my examples and partnerships where Erickson had started work pre-COVID in terms of digital manufacturing, Outokumpu, a leader in steel manufacturing, significant progress including during the pandemic, Airbus, Unilever. I mean, those are leading examples, only some of them. But you look at the World Economic Forum Global Lighthouse Network; there are so many lighthouse factories that are just like literally lighthouses for people to look at and look up to. That work started years ago. So there are some extremely encouraging examples. There are some very, very dark stories in terms of complete stoppage and horror stories. But by large, we are at a good place in terms of we understand the issues and we understand how to deal with them. And I think most importantly, that notion of time to value is accelerated in manufacturing. And we're coming from prohibitively expensive, I mean, we're talking hundreds of millions of dollars of IT projects that never end to now negligible cost and like 10-12 weeks, a couple of months, and then you stand up a digital factory capability. You have visibility into your supply chain by standing up a control tower. And then, in the case of Airbus or Alstom, you can have your 2,000 engineers still keep doing design and engineering work from home; examples go on. But we understand the issues. We have a very quick ability to build capability, to show that stuff works and you can operate remotely, et cetera, et cetera. TROND: But would you say that this is the definite end to, I guess what you were alluding to is kind of this pilot purgatory? Is COVID the definite end to pilot purgatory? Or is it just that this particular situation was so serious that everybody kind of scrambled, and most of them got it right? Or would you say that...I guess possibly because once you have made this transition, that is the hard work. Do you think that these pilots that everyone was waiting for will that problem disappear because people have learned that this is not the way to introduce technology? You sort of learned it the hard way. ÇAĞLAYAN: Oh, well, my view is if you take a step back, Trond, here's how I see it. One hundred years ago, we were by and large an agricultural society, and we had like 50% of the workforce in agriculture. Today we are by and large an industrial society. And we have like 2% of the workforce in agriculture, and we brought everyone along in terms of The Industrial Age. Today we are at the next junction; some call it industry 4.0, some call it other names. But we as a society assume...like humanity, we're moving from industrial to digital. So that's the higher order. Now, what's the role of the pandemic in this? I think it's that of acceleration. So in any major shift, there are behaviors and categories of actors or players. There are the disruptors. There are those who go and make a market, build a trend. And we have seen those, and we're still seeing them. They are the early adopters. We talked about some of them as well. And then there's going to be the slower adopters and the laggards. And then some of the laggards will not see the light of day or will not maybe exist after we transition to the new reality, new realm, or that notion of digital society. So what I'm saying is it was going to happen, those pilots or people's way, like, slow adopters' way of touching it, putting their toes in the water. For some, it's proving value and acceleration. Pandemic, again, that kind of disruption is going to accelerate and bring more to the table. But it certainly has a role to play. But the higher-level order is we are moving to a very, very different reality for manufacturers and supply chains and even as a society. TROND: Super interesting. Çağlayan, I've heard you talk earlier. And I guess we talked a little bit in the prep about whether this is a different wave of technology because I know you have some views on the democratization of basically operational technology because there are different waves of technology in manufacturing. And traditionally, like you said, the industry has been siloed. But one of the reasons the industry was siloed is that the technology then also turned into silos, arguably. And what is it about the technology these days? Is it getting simpler? Are you, for instance, in Microsoft spending more time on user interfaces than you were before? Or I guess even the introduction of your company so deeply into manufacturing is in and of itself a bit of a novelty. The tech players that weren't specialists are now going deep, deep into industry segments. Give me a sense of why this is happening. And what exactly is this democratization? Gartner calls it citizen developers. ÇAĞLAYAN: Yeah, that's one aspect of it. The way I see it is, very shortly, technology now works. TROND: [laughs] ÇAĞLAYAN: Honestly, I don't know, like five years ago, it just didn't. It was so hard for implementations, for integration, et cetera. It now works. There's virtually nothing technology cannot deliver today. It's up to the leader's vision, leader's ability to execute, and magic happens. There's so much at play right now, that's one. Secondly, technology is the business right now. I mean, technology was isolated. Trond, you will remember those days not too distant past. We had our own language. The CIO, it's like they were from Mars in the organization. [laughter] And they were not mainstream as an executive in the company. Company did their work, and CIO did stuff that nobody really understood. Now, technology is the business. I mean, if you look at any research, you will see that the mainstream business leader, whether it's the CMO, the Chief, Marketing Officer, Chief Digital Officer, Chief Financial Officer, whatever those may be, they're making more technology decisions and have bigger technology budgets than the technology people themselves. So that's the other piece that business is technology. Technology is business. The third piece is that the siloed nature of not only manufacturing, so many different industries, was because it was an application-led view into enterprises or into business. Now, it's data-driven work. And so data dictates everything, and data is actually end to end. So to the extent that you have a data architecture, enterprise-level data architecture, and a system-level approach to things, it's a completely different world. And to bring those three together as a business, you have to forget more than you remember. And then you have to reinvent yourself. And if you do that, everybody knows cliché examples here, but then you find yourself as a completely different company or services company or actually at the risk of being disrupted by competition in ways that were not thought of or unprecedented. So that's what's happening. So what we like to approach this whole kind of...I like to call this opportunity. It's a major opportunity. It's a huge inflection point. It's all about reinventing your business. None of that is about technology. Technology is a tool. It's a powerful tool. It's a tool that works. It's very capable. But it's about the business outcomes. Because we said, you have to reinvent your entire enterprise, starting from your culture, how you operate, your value proposition, all of that. It is where you start should be dictated by which outcome is most important for you, or the highest value for you, or the most burning for you. Whatever your drivers are, focus on the outcome. Go back to work to find the relevant data for it and get to that in weeks, literally seriously in weeks and get to the next outcome, the next outcome. And don't forget the people and culture. It's all about the people piece, and we can talk about that later. I think we should. But those are the things that I will say to your technology question. TROND: That's great. ÇAĞLAYAN: Focus on data, lead with culture, and always major prioritizations on the outcomes you want to drive. TROND: You said lead with culture, but it's not just company culture, I guess. It's the whole nature of the skills that are now needed in this new workplace. A lot of people are saying that that is changing and that the workforce needs are changing. So you initially said well, technology now works. So that's true, but what are the skills that then are needed? So okay, technology is easier. But what are some of the tasks that are, I guess, less relevant because of this influx of call it industry 4.0 type technologies? And what are some of the skills that are more relevant? And the frontline worker of the future, what should they be focused on? And your clients, what are they starting to teach their workforce? ÇAĞLAYAN: Great question. I will say at the highest level, Trond, it is a data-driven culture. I mean, in manufacturing, maybe other businesses and industries as well, we operate on the basis of past successes, habits. This has been delivering for me. This has been working for me, et cetera, or experience. You kind of listen to stuff. You kind of watch stuff. You anticipate stuff. And you're like, I've been doing this for 25 years. None of this has anything to do with data because, again, we established we were using less than 1% of our data, at least in manufacturing. Now the biggest cultural change is data-driven. And then once you go to data telling you what to do, data giving you predictions, data giving you systems of intelligence like the insights in terms of what to do, and when to do it, and how to do it, et cetera, then that dictates actually two things. Again, I'm trying to come down to it in terms of a hierarchy. Manufacturing had a skills gap, has a bigger skills gap in the face of digital. And we're not an attractive industry. The young generation does not see career opportunities in manufacturing. Actually, manufacturing is fantastic. It's real; it's innovative. So we have to change that, and so we're working on it. And secondly, the existing jobs, even if they may still be the most important jobs in manufacturing, those people have to learn new skills in terms of doing their jobs using technology. Let's see now a couple of examples. You talked about the frontline workers, first-line workers, or just shopfloor, the very people who get the job done. They typically did not use any technology. They were all mostly manual, what we called HMI, like Human-Machine interfaces, old, very, very, antique equipment, if you will, blue screens. I think anyone who's close to manufacturing will know that we used a lot of paper, et cetera. Today's frontline worker is actually acting on data, acting on predictions, double-clicking under the modern interface, and responding to traffic lights, responding to alerts. You got to be able to do those, wearing augmented or virtual reality devices. We call it mixed reality with the unique technology that we have in terms of HoloLens in our entire mixed reality platform. But you come to a job, and then you don't need to learn to do the job. You just wear your HoloLens. And the mixed reality platform will actually teach you how to do it with your two hands-free. If you're in the field service, someone at the back office, remote connections, or remote assist capabilities can actually guide you through as to how to deal with that; I don't know, grid asset, extruder, or packaging line because they know how to and you don't need to. And then this is the way you learn how to do stuff. So I guess the gist of it is some jobs will no longer exist. Most of the repetitive low-value-added jobs can be automated, robots, artificial intelligence, and other means in terms of process automation, et cetera. Most of the jobs, if not all of the jobs, will be rescaled in terms of technology. And at the highest level, probably 75 million jobs will go away. Again, this is a World Economic Forum study. One hundred thirty-five million new jobs will be created. What are those jobs? Data jobs, software jobs. And then how you do your design and engineering, you have to be able to understand AI-led generative design, additive manufacturing, 3D printing to be able to be successful. And so, all of that is a call to action for universities, policymakers, corporate learning officers, for all of us, and calls for partnerships to lean in. And again, I used agricultural example. Bring everyone along from the Industrial Age to the digital age. TROND: It's a fascinating challenge, and it's a big one. I was just curious; there's a lot of talk about middle jobs meaning jobs that are somewhere between more than high school but less than traditional college. But then you also have an echelon above that, of course, which traditionally certainly Microsoft was hiring into, which is more high-level cognitive jobs which required bachelors, and masters, and PhDs traditionally in computer programming. But I'm guessing now certainly in your field in sort of hybrid engineering studies where engineering plus IT. The middle jobs is a big challenge, even just from an operational point of view. It's hard to educate a billion people worldwide or whatever it is that we have to do continuously to keep the lights up. How is all that going to happen? And what sort of effort does this require? Can we use the existing institutions we have to do this? Or do you foresee that it's going to be a lot more on-the-job type of training in digital training? ÇAĞLAYAN: I'll say all of the above in the following ways; for one, we're already working with Purdue, University of Wisconsin, and many, many universities and education institutions. So for one, manufacturing-related jobs were kind of graduate jobs. We're trying to bring the curriculum to undergrad, if not high school, so there's that. So vocational training, et cetera, all of this is important. Secondly, we partner with the National Association of Manufacturers, MxD, Sesame, obviously Tulip, and many others in terms of call to action and doing institutionalizing, programatize, very, very important for all of that. Thirdly, I deliberately talked about corporate learning officers because a lot of people, tens if not hundreds of thousands of people in large corporations, actually had to learn new skills. And it is happening as we speak in multiple ways in many, many, many, many leading enterprises. But it's a huge part of the whole equation. And then, I talked about the World Economic Forum and the Global Lighthouse Network. Programs like that actually bring it to everyone's attention in terms of what is possible, and how it works, and how some leading institutions deal with it, which brings me to this notion of what I like to call art of possible. I think leadership at large, political leaders, enterprise leaders, any institution, education, leadership at large has to understand what I call the art of possible, and that is how technology has already transformed everyone's lives. And what is that leaders need to do differently? Starting from communication, setting new standards, to building the new curriculum, to encouraging everyone, bringing everyone along, and all the rest of it from cultural change to change management and defining the new normal. But by and large, just bringing everyone along. And so that is really, really important that we start that education and understanding with the leadership because it's all about leadership. It's all about them having the right vision and being able to execute to that. TROND: What is the role of actors such as startups? You mentioned Tulip. What are startups' role in the emerging manufacturing and frontline operations ecosystem? Tulip thinks of itself a little wider than manufacturing. But what is it that startups can do? Because clearly, this is a game, technology overall, and also industries. It's an industrial game. Industrial companies are massive traditionally. So the juxtaposition traditionally in the old world would be between the industrial conglomerates and then the SMEs. And the game was to get the SMEs to be useful providers and suppliers into the supply chain ecosystem was an educational challenge. But you now have startups somewhere in this picture as well. Can you address how you think these startups function in the ecosystem going forward? ÇAĞLAYAN: Yeah, I think the example that I would use is startups are like Tesla for automotive, Airbnb for hospitality. They're the disruptors. They have zero legacy. And so we're talking major change, major transformation. What happens in change? Lots of the legacy will drag their feet. They will want to protect status quo. They'll be slower. What startups do is they teach you the new normal. They teach you the art of possible, and they go on and do it. This is how you carry from years of implementation time to weeks. This is how you go from hundreds of millions of dollars to pennies and cents. And so Tulip and many, many others that I'm so excited to work together with, define the new normal. They make it happen. They go and make stuff. And actually, they are the ones who bring what I call art of possible to life. Let's take Tulip's example. Again, they go into the shop floor. And they look at that low-code/no-code citizen developers, a term that you used in this very conversation. And then they bring it to life in the context of manufacturing operations. And so suddenly, the human-machine interfaces are modernized. The legacy-heavy applications that do not necessarily connect the enterprise have changed, and there's a new workflow in place. And people just act on data and intelligence. The job is much easier to do, et cetera, and then you can build on it. And so what they do is just extremely important, actually much bigger than their sizes or the number of people that they employ. The role that they play is actually what's going to change economies. And this is one reason why we embrace and work very, very closely with the likes of Tulip at Microsoft through multiple, multiple tools and investments that we have from Microsoft for Startups to M12 and to many others. TROND: Yes, I understand. That's fantastic. However, it does remain the case that right now, you are a gorilla in the big space, and you do have a privileged position to analyze what you think is happening. So if you use that futurist hat that you have from your vantage point of a large player that does work with everyone, I guess, where is this now heading? You said it's a disruptive time. It's an inflection point. You were using big, revolutionary words. We're talking about industry revolutions. There's also some uncertainty, and we have been dealing with resilience issues. But you pointed out simplicity has improved. Where is all this taking us, all of these bits and pieces altogether? Where is the manufacturing industry heading? ÇAĞLAYAN: Manufacturing is very complex, and it's actually not one industry. So many industries are manufacturers. So let's kind of break it down and simplify to maybe customer-facing systems, sales, services, et cetera, design, and engineering making stuff which is really manufacturing, supply chains, and then maybe you look at people. In the customer systems, particularly the pandemic, taught us that online sales and delivery, omnichannel strategies, profit optimization, pricing, contact lifecycle management, all of that is here to stay. Connected field services or field services at large is going to be changed forever. Again, we talked about mixed reality, remote assistant, remote capabilities, all of that. So that is where that is headed. In terms of the design and engineering piece, we talked about AI-led generative design, where AI engines actually design stuff like mother nature. They don't have corners. They're not straight lines. So the existing manufacturing paradigms like welding, and bending, and et cetera, can go away, and 3D printing actually is very revolutionary in that it's the only way to actually make the stuff that is designed by AI engines which is faster, stronger, lighter, cheaper, et cetera. But again, you can only build them with the new 3D or additive paradigms, and so there's that. And obviously, from design and engineering, that whole design supply chain is moving to a virtual environment so that you do not have to send designs in paper when it comes to like...You look at Boeing, and they have like six million suppliers. You look at Rolls Royce, the same deal. And then what they do now is they send electronic drawings. You can validate. You can verify the source is correct. You can just keep building in the virtual environment, and you can run simulations and tests. I can go on and on, but that is completely disrupted and changed forever. Manufacturing as we know it is moving to...some call it lights-out manufacturing. But this whole remote capability being able to...business continuity, people at the shop floor being able to remotely operate, manage and monitor your assets, get predictions on them, actually have predictions visibility into your suppliers and be connected to their environment. Digital twins and digital threads are actually huge enablers from that perspective. So this whole kind of lights-out manufacturing conversation can happen. Again, technology is capable of delivering it. You have to optimize or rationalize for your own enterprise. Supply chains, completely moving to an autonomous and sustainable fashion. And then finally, at the highest level, what we're seeing perhaps the largest opportunity is go from your...even your own enterprise was siloed. Let alone your enterprise, go and reinvent the whole value chain that you operate in. We tend to think about industries, but actually, value chains are made up of multiple adjacent industries. Look at food; it starts with perhaps the farmer, but the farm equipment manufacturer, the likes of John Deere, Mahindra, et cetera, do play a huge role. There's a lot of data there. Then you look at warehouses, then you look at mills, and processors, and packagers, and shippers, and then you go all the way to retail. I've talked about seven different industries. The notion of I call it lead with opportunity as opposed to leading with risks. Share your data for the greater good. New value creation at the value chain level we haven't even begun starting that journey, really. And so, just some of the examples of how everything we know is already disrupted. Again, do all the leaders know, the world leaders know how to deal with it or where to take their enterprises, their people, their cultures, their businesses? And so that's kind of the conversation. TROND: Indeed it is. Disruption at the value chain level that seems to be at the core. And then I guess my last question for you really is to take this back to the human being because I know you think that fundamentally, this is not really about the technologies or even just the various industries at the center, and maintaining and constructing is the human being. The augmented human capabilities that these new structures and technologies enable, what does that look like? I mean, if you think augmented reality and mixed reality, HoloLens is like a beginning of that vision. But it seems like we're arguably going from a day where the idea was automate, but you have a vision of more augmenting, meaning you're supplementing the human as opposed to replacing them. How do you see the human being in this picture? What is going to be the role of the human worker? ÇAĞLAYAN: Well, it's going to be a combination of vision and maybe aspiration. But I'll say augmented society first because of diversity and inclusion. Let's start there. Let's bring everyone along. Let's not leave one person behind, wherever they may be, whatever background. Let's bring everyone along. And as a society, let's elevate everyone. Let's make everything accessible, technology, and data, and education, and health, and water, and safe food, all of that accessible to everyone. The new set of paradigms actually might create value at such a level in which we can give people more free time, more fulfillment, provide better work-life balance, provide other means of seeking reason and purpose in life and communicate and work together at very, very different levels. And so all of that is just, again, I think this whole kind of leader, art of possible, and what technology is capable of today. If we put the people in the center and go from there, I think we can remember these days as some of the best kind of inflection points in history. TROND: Wow, that's a great way to end. I thank you so much. This was a whirlwind of observations. [laughs] Thank you very much. ÇAĞLAYAN: Thank you. TROND: You have just listened to Episode 21 of the Augmented Podcast with host Trond Arne Undheim. The topic was The Future of Digital in Manufacturing, and our guest was Çağlayan Arkan, VP of Manufacturing Industry at Microsoft. In this conversation, we talked about where manufacturing has been in the past, workforce transformation, democratizing operational technology, and the future of industrial innovation. My takeaway is that the future of digital in manufacturing is enormously impactful, yet even deep digitalization will not make workers obsolete. Rather, the challenge seems to be achieving a dramatic workforce transformation which also entails empowerment, upskilling, and autonomy through augmentation of frontline operations. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player. View our YouTube channel and rate us with five stars. If you liked this episode, you might also like Episode 9: The Fourth Industrial Revolution, post-COVID-19, Episode 4: A Renaissance in Manufacturing, or Episode 20: The Digitalization of Körber. Augmented - upskilling the workforce for industry 4.0 frontline operations. Special Guest: Çağlayan Arkan.

Welcome to episode #86 of the Augmented Podcast (@AugmentedPod (https://twitter.com/AugmentedPod)). Today's episode will be a reflection on Season 2. Join host and futurist Trond Arne Undheim (@trondau (https://twitter.com/trondau)) as he reflects on season 2 of the Augmented podcast, diving into a few highlights from the season. Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. Technology is changing rapidly. What's next in the digital factory? Who is leading the change? What are the key skills to learn and how to stay up to date on manufacturing and industry 4.0? Augmented is a podcast for industrial leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (@trondau (https://twitter.com/trondau)), and presented by Tulip Interfaces (@tulipinterfaces (https://twitter.com/tulipinterfaces)), the frontline operations platform. In Season 2 we honed in, covering a specific topics relevant to manufacturing, such as marketing, frontline operations, reshoring, digital lean, startups, supply chains, pricing strategies, the manufacturing software market workers, the low code/no- code issue, diagnostic manufacturing, operational data, life science manufacturing systems, the industrial tech transformation outlook, the future factory, the evolution of lean, and industrial interoperability. As you can see, these ranged from technical topics to HR to investing to management principles--all of which go into operating and innovating in manufacturing and industrial tech. Guests featured in this episode: Joe Sullivan (@sullivan_joe (https://twitter.com/sullivan_joe)), host of The Manufacturing Executive podcast and founder of Gorilla 76 (@gorilla76 (https://twitter.com/gorilla76)) Lydia M. Di Liello (@LydiaDiLiello (https://twitter.com/LydiaDiLiello)), CEO and founder of Capital Pricing Consultants, and co-host of The WAM Podcast: Empowering Women in Manufacturing and Business. (@wam_podcast (https://twitter.com/wam_podcast)) Yossi Sheffi (@YossiSheffi (https://twitter.com/YossiSheffi)), Director, MIT Center for Transporation and Logistics (@MITSupplyChain (https://twitter.com/MITSupplyChain)) Harry C. Moser (@reshorenow (https://twitter.com/reshorenow)) founder and President of the Reshoring Initiative Dr. Gunter Beitinger (@beitgugb (https://twitter.com/beitgug)) (@Siemens (https://twitter.com/Siemens)) SVP of Manufacturing at Siemens AG, Head of Factory Digitalization and Head of Product Carbon Footprint/SiGreen Thanks for listening. If you like the show subscribe to augmentedpodcast. co or on your preferred podcast player. And rate us with 5 stars. If so, let us know by messaging us your thoughts. Hopefully, you'll find something awesome in this show or in other episodes. Please, if you do, let us know by messaging us. We would love to share your thoughts with other listeners. The Augmented podcast is created in association with Tulip, the connected frontline operations platform that connects the people, machines, devices, and the systems used in a production or logistics process in a physical location. Tulip is democratizing technology and empowering those closest to operations to solve problems. Tulip is also hiring. You can find Tulip at Tulip.co (https://tulip.co/) Please share this show with colleagues who care about where industrial tech is heading. To find us on social media is easy, we are Augmented Pod on LinkedIn and Twitter, and Augmented Podcast on Facebook and YouTube: LinkedIn: https://www.linkedin.com/company/augmentedpod Facebook: https://www.facebook.com/AugmentedPodcast/ Twitter: https://twitter.com/AugmentedPod YouTube: https://www.youtube.com/channel/UC5Y1gz66LxYvjJAMnN_f6PQ See you next time. Augmented--industrial conversations that matter. Special Guests: Dr. Gunter Beitinger, Harry C. Moser, Joe Sullivan, Lydia M. Di Liello, and Yossi Sheffi.

This week on the podcast, (@AugmentedPod (https://twitter.com/AugmentedPod)) we have Leon Kuperman, CTO of CAST.AI (@cast_ai (https://twitter.com/cast_ai)) Futurist Trond Undheim hosts (@trondau (https://twitter.com/trondau)), this is episode #85 of Season 2 and the topic is: Industrial Cloud Interoperability. In this conversation, we talk about cloud interoperability, whether it exists, why it's needed and what it could accomplish. We also get into the technical underpinnings, such as Carita, containerization and the outlook for public private and hybrid clouds as well as the vendors that supply advanced infrastructures. Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. Technology is changing rapidly. What's next in the digital factory? Who is leading the change? What are the key skills to learn and how to stay up to date on manufacturing and industry 4.0? Augmented is a podcast for industrial leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim, and presented by Tulip, the frontline operations platform. Trond's takeaway: A.I. is a silent enabler of collaboration between systems, which by the same token affects collaboration between people and organizations, its technical complexity often limits the debate about the subject in non-specialist circles, which is a shame given the pivotal importance of cloud infrastructure in today's computing environment, the relative progress made on interoperability will determine the course of products, flexibility, security, and productivity. Thanks for listening. If you liked the show, subscribe at Augmented podcast.co or in your preferred podcast player and rate us with five stars. If you liked this episode, you might also like episode #17 Smart Manufacturing for All (https://www.augmentedpodcast.co/17). Hopefully you'll find something awesome in these or in other episodes. And if so, do let us know by messaging us, we would love to share your thoughts with other listeners. The Augmented podcast is created in association with Tulip, the connected frontline operations platform that connects the people, machines, devices, and the systems used in a production or logistics process in a physical location. Tulip is democratizing technology and empowering those closest to operations to solve problems. Tulip is also hiring. You can find Tulip at Tulip.co. Please share this show with colleagues who care about where industrial tech is heading. To find us on social media is easy, we are Augmented Pod on LinkedIn and Twitter, and Augmented Podcast on Facebook and YouTube: LinkedIn: https://www.linkedin.com/company/augmentedpod Facebook: https://www.facebook.com/AugmentedPodcast/ Twitter: https://twitter.com/AugmentedPod YouTube: https://www.youtube.com/channel/UC5Y1gz66LxYvjJAMnN_f6PQ See you next time. Augmented--industrial conversations that matter. Special Guest: Leon Kuperman.

The threats facing manufacturing today – from labor shortage to materials prices to inflation – are not going away. Digital transformation can be a solution, but only if manufactures see the change through to the end. In this executive conversation, CEOs Stephanie Feraday and Jody Markopoulos reveal how they set up win conditions – and avoid pitfalls – for digital transformation.

When you're the CFO of a global manufacturer, the last thing you want for your predicted ROI is a question mark. Peter Riley, former CFO of Global IT for Caterpillar, says the best tech investments are the ones that take the surprise out of manufacturing. In this podcast, he calls out tech investments that are table stakes for manufacturers today.

5/18/22 Miklós Váradi, The Tiny Digital Factory Season 3, Episode 6Miklós Váradi, Product Manager at The Tiny Digital Factory, the gaming studio behind the motorsport racing game GT Manager.Not only do we chat about the challenges of releasing GT Manager worldwide during the pandemic, but also the different promotions related to the version of GT Manager available on Galaxy Store.Topics Covered: • The Tiny Digital Factory• GT Manager • Publishing on Galaxy Store • Marketing • Discoverability • Mobile Development • Galaxy Badges • Best of Galaxy Store Awards • Diversity and InclusionSamsung Developer ProgramVisit the Samsung Developer Program website at developer.samsung.com to learn more about developer opportunities and building a relationship with Samsung. Be sure to sign up for the Samsung Developer Newsletter to learn about the latest from the Samsung Developer Program. More Interviews! Like and subscribe to the Samsung Developers Podcast where ever you listen to your favorite shows. samsungdev.buzzsprout.com GuestMiklós Váradi, Product Manager at The Tiny Digital Factory LinkedInHelpful Links:The Tiny Digital Factory WebsiteThe Tiny Digital Factory YouTube The Tiny Digital Factory LinkedIn GT Manager Website GT Manager Facebook GT Manager Instagram GT Manager Discord GT Manager Galaxy StoreSamsung DevelopersWebsite Blog NewsForum Facebook Instagram Twitter YouTube LinkedInHostTony Morelan, Senior Developer Evangelist, Samsung LinkedIn

Matt Townsend:Matt has over 25 years of experience that combines a unique blend of both automotive industry shop floor and professional strategy roles that have formed his significant expertise within the manufacturing and automotive sectors. He specializes in a wide range of automotive industry disciplines including advanced product quality planning, statistical process control, and lean manufacturing. Matt's skills within those advisory service lines of digital transformation include supervisory control and data acquisition (SCADA), logic strategy, computerized maintenance management system (CMMS), and process data evaluation with process monitoring (track and trace).Remus Pop:Remus is a Director specializing in Digital Factory, Industry 4.0, and Industrial Internet of Things (IIoT). His experience includes leveraging technology to transform manufacturing systems for Industry 4.0, building out information technology infrastructures to support the Digital Factory initiatives, and defining strategies for connecting shop floor equipment. He has extensive experience working in the automotive manufacturing sector for Tier 1 suppliers. He also has experience in other industries including alternative energy manufacturing and material handling management.Greg Giles:Greg Giles is an Executive Director of Solutions Development for RedViking. He leads a team of electrical and software engineers who design and implement the Argonaut manufacturing performance platform and apps, including OEE/FIS, track and trace, error proofing, IIoT gateway, part kitting and sequencing, and the HMI bridge for third-party app integration. He graduated from the University of Michigan Dearborn with a B.S. in electrical engineering.

Quanti e quali sono i cappelli che indossano ogni giorno i CTO? Se da un lato le tante cose da fare permettono di non annoiarsi mai, dall'altro queste portano con se più rischi: fare più cose contemporaneamente può essere complesso e poco sostenibile nel lungo periodo. In questo CTO Lunch ne ho parlato con la Community del CTO Mastermind scambiandoci opinioni e consigli pratici. Ospite anche Fabio Bucci, CTO di Gellify. Buon ascolto! 🖖 HOST: Alex Pagnoni: imprenditore di servizio e di prodotto, https://www.axelerant.it/ (Fractional CTO), esperto di cloud, sviluppo software e marketing technologies. Sono speaker, content creator, conduttore del CTO Show e del CTO Podcast, fondatore della https://www.ctomastermind.it/community/ (community CTO Mastermind) (+460 CTO italiani). 🗣 GUEST: Fabio Bucci viene da una lunga esperienza come Software Team Leader in ambito B2B. Oggi Fabio è CTO e responsabile della "Digital Factory" di GELLIFY. Nel suo ruolo Fabio aiuta startup e clienti corporate nello sviluppo di prodotti e piattaforme digitali. 🤝 PARTNER: Quanto è difficile scalare il team di sviluppo? Se sei un CTO o un Leader Tecnologico sai benissimo quali sono le complessita di attirare e trattenere talenti. Per questo Alex Pagnoni ha creato il metodo Team Scaling di sviluppo collaborativo, in cui condivide le skill di una parte del proprio team tech, per aiutarti a scalare anche nei momenti più difficili. Per saperne di più, vai su http://www.teamscaling.it/ (www.teamscaling.it). Ringraziamo della partecipazione: Fabio Bucci (CTO di Gellify), Enrico Maria Cestari (CIO di Casavo), Enrico Vecchio (CTO di Audiencerate), Luca Maccarini (CTO di CercaOfficina.it), Roberto Luberti(AWS Cloud Architect di Overdata Sagl), Roberto Valletta (CTO di YouniteStarts). ⭐️⭐️⭐️⭐️⭐️ Il Podcast ti è piaciuto? Aiutaci a farlo a conoscere a altri CTO e leader tecnologici. Aggiungilo ai tuoi preferiti e lascia una recensione su Apple Podcast o su Podchaser!

Spesso tendiamo a intercambiare i termini progetto e prodotto tra loro. In realtà però queste due parole hanno significati completamente differenti! Come dice Fabio "se inizi a correre la maratona come corri i 100 metri non arriverai mai in fondo". Durante questo CTO Show insieme a Fabio Bucci, CTO di GELLIFY, ho parlato proprio della differenza tra prodotto e progetto, approfondendo tutti gli aspetti che devono essere implementati per costruire un prodotto di successo. Tra questi abbiamo parlato di: ✔️ Utenti e stakeholder: roadmap; ✔️ Output vs. Outcome; ✔️ Time to market e debito tecnico. 🗣 GUEST: Fabio Bucci viene da una lunga esperienza come Software Team Leader in ambito B2B. Oggi Fabio è CTO e responsabile della "Digital Factory" di GELLIFY. Nel suo ruolo Fabio aiuta startup e clienti corporate nello sviluppo di prodotti e piattaforme digitali. 🖖 HOST: Alex Pagnoni: CTO Mentor, Fractional CTO, imprenditore di servizio e di prodotto (Innoteam), esperto di cloud, sviluppo software e marketing technologies. Sono speaker, content creator, conduttore del CTO Show e del CTO Podcast, fondatore della community CTO Mastermind (+460 CTO, Leader Tech e aspiranti tali). 🤝 PARTNER: Stai cercando un supporto per prendere le decisioni tecnologiche più importanti per la tua Tech Company? Alex Pagnoni ha creato Axelerant proprio per aiutarti a velocizzare l'evoluzione della tua azienda, evitando errori pericolosi. Scopri un team di consulenti esperti a cui puoi affidarti per Check Up, Formazione o per il supporto continuativo di un Fractional CTO. Per saperne di più vai su http://www.axelerant.it/ (www.axelerant.it) . Aspettiamo di conoscerti! ⭐️⭐️⭐️⭐️⭐️ Il Podcast ti è piaciuto? Aiutaci a farlo a conoscere a altri CTO e leader tecnologici. Aggiungilo ai tuoi preferiti e lascia una recensione su Apple Podcast o su Podchaser!

Linda Ahn is a Product Designer at Scotiabank Digital Factory. She runs her own YouTube channel, where she makes videos on UX/Product Design, Lifestyle & career. We talk about Linda's career switch from medical to design, her side projects, good financial habits, future plans for content creation & more. SPONSORS BridgeUp: DM Prashant on Twitter to raise $100,000+ in non-dilutive capital Listnr: https://listnr.tech/?via=prashant Dukaan: https://mydukaan.io/ Recast: https://recast.studio/ CONNECT Linda Ahn: Twitter / Instagram / LinkedIn / YouTube Follow Prashant Bagga OUTLINE (0:32) Career switch from Medical to Design (16:55) Side Projects (21:28) Building network (32:59) Financial habits (38:08) Social media usage (42:55) Future plans for content creation (50:10) How Linda get into pottery --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

In this episode, Gio introduces Kyle Oberholtzer, the host of the second season of Behind the Ops, premiering March 24, 2022. Kyle joined the hardware team at Tulip 2 years ago and has recently transitioned to managing the Digital Factory, the demonstration shop floor at Tulip's HQ. From Lincoln Logs to edge devices, Kyle has always been in love with building things and can't wait to hear about all the cool things you've built too. 

„Die Entwicklung der digitalen Fabrik ist erst am Anfang einer exponentiellen Kurve, die sich in den nächsten Jahren schlagartig nach oben schrauben wird“, hält Hannes Hunschofsky, Managing Director beim EIT (European Institute of Innovation & Technology) Manufacturing, gleich zu Beginn dieser Folge fest. Roland Ambrosch, Head of Digital Factory bei Kapsch BusinessCom, ergänzt: “Die digitale Fabrik beginnt mit der Transparenz in der Produktion, und davon sind viele Unternehmen in Österreich noch weit entfernt.“ In dieser Folge beleuchten die beiden Experten auch den Wandel der Ziele, die mit der „digitalen Fabrik“ verbunden sind: „Ursprünglich war die Automatisierung die Antwort auf das hohe Lohnniveau, jetzt läuft alles unter dem Dach der Digitalisierung“, beschreibt Ambrosch die Entwicklung. „Während wir früher Maschinenbauer mit Wirtschaftswissen gesucht haben, geht es heute um die Kombination aus Soft- und Hardware-Wissen“, ergänzt EIT-Direktor Hunschofsky. Beide sind sich einig, dass es weiterhin qualifizierte Arbeitskräfte braucht, aber eben „mit ganz neuen Berufsbildern." „Wir dürfen die Mitarbeiterinnen und Mitarbeiter nicht verschrecken. Wir müssen ihnen Angst nehmen und sie ausbilden, damit sie zusätzliche Qualifikationen erlangen, um in der neuen Arbeitswelt ihren Beitrag leisten zu können“, hält Hunschofsky fest. Aus der Praxis berichtet Kapsch-Experte Ambrosch, dass speziell bei Qualitätssicherungen, die auf Simulationen beruhen sowie bei Instandhaltungsthemen die „digitale Fabrik“ besonders gute Anwendungsfelder hat. Als große Herausforderung sehen Hunschofsky und Ambrosch, dass die Gelder, die in die betreffenden Technologien gesteckt werden, in den USA und in China um ein Vielfaches höher sind als in Europa. Dazu kommt noch, dass die Struktur der kleinen und mittleren Betriebe zu einer geringeren Losgröße führt, die sich nicht so gut für die Automatisierung eignet. Die Chance sehen die Experten hier vor allem in zwei Faktoren: Das Setzen auf die innovative Kraft Europas bei Produkt und Produktion sowie die Vernetzung der Unternehmen, zum Beispiel mittels des europäischen Datennetzwerks „Gaia-X“.Literaturtipps zur Folge:Industry 4.0 for SMEs: Challenges, Opportunities and RequirementsImplementing Industry 4.0 in SMEs: Concepts, Examples and ApplicationsIndustry 4.0 for SMEs - Smart Manufacturing and Logistics for SMEsTaschenbuch Robotik-Montage-HandhabungWeiterführende Links zur Folge:MibaSchiebelHoerbigerMagazin AutlookGaia-XEuProGigant  

En este episodio del podcast nos acompaña un invitado muy especial, Felipe Mallea, Chief Technology Officer de Ripley Chile, también es Director de Ingeniería, Emprendedor, Mentor y como el mismo dice, un aprendiz de por vida. En este episodio Felipe y Jonathan conversaron acerca de los desafíos y oportunidades de construir y evolucionar una Digital Factory tomando en cuenta el contexto tecnológico latinoamericano y mundial. Más allá de la figura del proveedor Capacidades tecnológicas propias en retail Levantamiento de una Digital Factory Software propio vs. Software de Terceros ¿Por qué nacen los sistemas legados? Los desafíos de conformar equipos y atraer talentos Competencia global del talento Proyección de carrera para equipos de ingeniería Alinear la visión de la empresa y la autonomía del equipo Desafíos de la variedad de un contexto técnico ¡Y más!, te invitamos a disfrutar con nosotros de este nuevo episodio.

Maschinenbau-Sensation, Paare in der Krise und Digital Factory

Learn more about your ad choices. Visit megaphone.fm/adchoices

Wie war das außergewöhnliche Jahr 2020 für die Deloitte Digital Factory und was wird uns in 2021 erwarten? Um diese beiden Fragen zu beantworten, gehen wir gemeinsam mit Britta und Dejan in den Austausch. Sie berichten uns aus ihrer und der Perspektive der Digital Factory, auf welche Herausforderungen wir gestoßen sind, wie wir mit den Veränderungen umgegangenen sind, welche individuellen Lösungen wir für unsere Kunden generiert haben und welche zukünftigen Themen uns insbesondere in 2021 erwarten werden.

Matt Griffin and Cody Cochran of Azoth discuss the creation of “digital inventory” items, a method for preparing projects for immediate, on-demand part production.

Christoph Grimm ist zu Gast bei Joel Kaczmarek. Der Head of Digital Factory der Signal Iduna Gruppe berichtet von seinen Erfahrungen im Zusammenhang mit digitaler Befähigung. Außerdem erfährst du vom Experten, wie du dein Business digitaler gestalten kannst. Signal Iduna hat eine eigene Unit entwickelt, die dir hilft, z.B. datengetriebener zu arbeiten. Doch wie setzt man das überhaupt um? Du erfährst... 1) …die Entwicklungsgeschichte der Digital Factory 2) …wie die Digital Factory strukturiert ist 3) …Learnings, die Christoph mit der Digital Factory machen durfte 4) …mit welchen Features die Digital Factory in Zukunft an den Start geht

Unsere Digitale Fabrik bietet ein innovatives Umfeld, das die alte und die neue Welt der Supply Chain miteinander verbindet. Mit unseren Workshops, Best-Practice-Anwendungsfällen und Deep-Dive-Schulungen unterstützen wir Sie von der Definition der digitalen Strategie, über das Finden der richtigen skalierbaren Anwendungsfälle bis hin zur Transformation in ein digitales Geschäftsmodell. Aus Erfahrung haben sich viele Unternehmen bereits mit Industry 4.0 beschäftigt, kämpfen aber mit der Operationalisierung des integrierten Konzepts. Die Deloitte Digital Factory ist der perfekte Ort, um Ihre digitale Transformation zu beginnen. Sind Sie für das digitale Zeitalter gerüstet?

Hélène Clément, Directrice de BPI France Université et Thibaut de la Bouvrie, Associé Deloitte en charge de la Digital Factory, nous parlent de leur partenariat et des outils d'autodiagnostic à destination des entreprises dans ce nouvel épisode de Covid Insights ! 

DEEP Tech EP11. How To Setup Digital Factory in industry4.0 by IQMED PODCAST

Dans ce podcast, des rencontres avec les Data Managers du Groupe BPCE. Au fil des épisodes, vous apprenez à les connaître, et au fil des échanges, à mieux comprendre leur métier, leurs enjeux et ce qui les passionne au quotidien.  Aujourd’hui direction Nantes pour un échange avec Stéphane Repessé, Directeur Edition Data chez Informatique Banque Populaire et Directeur Data Plateform de la Digital Factory du Groupe BPCE Rendez-vous sur notre site web pour découvrir nos activités Digital et Data du Groupe BPCE http://89C3.com Et bonne nouvelle, nous recrutons ! Retrouvez toutes les offres d’emploi des entreprises du Groupe BPCE ici https://recrutement.bpce.fr/

Design Thinking is a term that many of us have heard, but what exactly does it mean, and how can financial brands benefit from this approach?Today we’re speaking with Janet Jones, a design thinker with an incredible range of experience in design, strategy, and innovation about design thinking for financial brands. Janet’s experience includes 25 years of interior design, as well as working as a strategic foresight consultant and an instructor in foresight and design, at OCAD. This experience led to working directly with financial brands as an innovator and the first design strategist with Scotiabank’s Digital Factory, to help implement a design-driven culture in the bank’s digital transformation. See acast.com/privacy for privacy and opt-out information.

We've all had to sit through long, dragging speeches and powerpoints. Bhaskar Chopra of Siemens shares tips to sharpen your presentation skills.

Andreas Haegele, Vice President IoT in Thales Global Business Unit Digital Identity & Security (DIS), discusses the inner-workings of the Digital Factory at Thales and how it is connected with the rest of the organization. Andreas details the organizational changes which Thales has undergone to run IoT successfully. He also discusses the role of digital ecosystems, challenges in attracting and retaining digital talent, and moving to a product-as-a-service business.This episode was recorded at the Innovation Roundtable workshop hosted by Procter & Gamble in Frankfurt on Value Creation with Connected Products & IoT.Visit InnovationRoundtable.online to watch this interview and hundreds of other presentations.

Dana Inc.'s Robert McKenna shares how the automotive industry supplier leveraged the IIoT in a new way. This transformation will prepare the company's manufacturing plants for the future and Industry 4.0. McKenna used their pre-existing eMaint CMMS system and Google Factory to digitalize its plants. Robert McKenna, Applications Specialist, Manufacturing Asset Management Lead, Dana Inc. Robert McKenna leads Dana Inc. Global Teams as an Applications Specialist and Manufacturing Asset Management Lead, driving the company's implementation of eMaint CMMS at all Dana plants. Robert is also working with Fluke to implement Fluke Connect at many of the Dana locations. He has 44+ years of experience in maintenance, starting as a Multi-craft Millwright and then moving into management roles as a Maintenance Supervisor, Maintenance Planner, and Maintenance Manager. https://www.accelix.com/community/reliability/how-dana-inc-is-becoming-a-digital-factory/ (Originally published on Accelix.com, 12/5/19)

Michael Pattinson is a Senior Rail Industry Leader and has an extensive career history in Project and Programme Management and Transformational Change and is now Head of the Digital Factory within Network Rail.  Network Rail is the owner, operator and infrastructure manager of Britain's main railway network, which includes 20,000 miles of track, 30,000 bridges, tunnels and viaducts and thousands of signals, level crossings and stations including 20 of the largest stations in the UK and employing around 40,000 staff and contractors.  In this episode, Michael talks about the influence his humble upbringing in the North East had on him and how it has shaped his leadership style today.  He also talks about the benefits that he sees in bringing Emergency Service professionals and Military leavers into the public and private sector and about three key factors for doing so:  We have an inbuilt sense of purpose Our skills and experience ARE relevant to business The importance of having different people, thinking differently within organisations He discusses the future of IT within Network Rail and the significant opportunities that will bring. He also gives some fantastic advice around CV's and interviews and the importance of making the right first impression but also how to deal with failure. Michael is a big supporter of the Blue Light Leavers Group, the emergency services and military personnel, previously kindly organising an IT careers evening for us and I promise, this is a great interview. Don't forget, you can join the Private Facebook group at : www.facebook.com/groups/bluelightleavers You can also access my free Emergency Service Professional's Guide to LinkedIn via this link: https://www.bluelightleavers.com/pl/95723 If you like what you've heard, please subscribe, leave a review and share and come and join us in our Private Facebook Group. --- Send in a voice message: https://podcasters.spotify.com/pod/show/bluelightleavers/message

At Georgian Partners, we usually talk about tech trends that impact the software industry. But in many cases, those trends are also having a major impact elsewhere. In this episode, Jon Prial talks with Kyle McNamara, EVP and co-head of Technology at Scotiabank, along with Dubie Cunningham, the VP of Innovation. Together, they discuss some of the major trends impacting the financial services industry and how Scotiabank is tackling disruption head on. You'll hear about: -Why Scotiabank created its Digital Factory (1:20) -The kind of talent that Scotiabank is recruiting for its Digital Factory (3:51) -Scotiabank's partnership with Kabbage (4:32) -What to look for when partnering with fintech companies (5:32) -The importance of mobile in the banking industry (8:11) -How blockchain is affecting banking (11:00) -Managing blockchain and privacy (11:58)

Test de l'enceinte connectée Djingo et de la télécommande vocale d'Orange en compagnie de Christophe Roux et son équipe. Ils ont développé à Sophia Antipolis l'assistant vocal d'Orange. Abonne-toi à ma chaîne YouTube ici : http://jbv.ovh/jeanviet --------- - Mon Instagram : https://instagram.com/jeanviet - Mon Twitter : https://twitter.com/jeanviet - Mon Facebook : https://www.facebook.com/jeanviet.info --------- #djingo #okdjingo #alexa Que peut-on faire avec Djingo ? - Passer et recevoir des appels téléphoniques en mains libres - Piloter la télé avec sa voix (programme télé, direct, replay, vod) - Lancer sa musique ou la radio juste avec sa voix - Piloter sa maison connectée + d'infos ici : https://djingo.orange.fr/ --------- Merci à Valérie, Christophe et son équipe de m'avoir permis de tourner cette démo de Djingo dans les locaux de la Digital Factory d'Orange. Merci à David pour les images de Drone de Sophia Antipolis. --------- Si tu veux devenir un bon YouTubeur, lis mon livre ici : http://jeanviet.info/youtubeur/ --------- Abonne-toi à ma chaîne YouTube ici : http://jbv.ovh/jeanviet --------- Musiques : Ex Boxer Fresh Start Get Outside Life could be a dream Loudness & Clarity

In this Episode of Oil & Gas This Week: Exxon Mobil's climate trial in New York may hinge more on intent than evidence, Halliburton, Repsol in Cloud Tech Agreement for E&P, Harbor Island crude terminal development underway on Texas Gulf coast, BP plans to build a $25 million pilot plant to test new technology, Total to bring together developers, data scientists at Digital Factory, US chemical production rises and EPIC crude oil pipeline announces third open season. Have a question? Click here to ask. Stories: Exxon Mobil's climate trial in New York may hinge more on intent than evidence Halliburton, Repsol in Cloud Tech Agreement for E&P Harbor Island crude terminal development underway on Texas Gulf coast BP plans to build a $25 million pilot plant to test new technology Total to bring together developers, data scientists at Digital Factory US chemical production rises EPIC crude oil pipeline announces third open season Weekly Rig Count As of 11/4/2019 - The American Rig count is 844 active rigs. IBM Giveaway Enter to Win Here! Sign-up for your chance to win a T-shirt with a unique serial number. This means each shirt is different making it an awesome collector's item! Plus it comes inside an official OGGN insulated tumbler. At the end of the year we will have a drawing to win our grand prize! This will be a pool of all of the serial numbers on the t-shirts! The grand prize will be announced a bit later in the year! Travel Sponsor BCD Travel – We simplify the conversation around managed business travel, showing you how to combine capabilities and services to deliver or improve on your program goals. Review your current program or design what it might look like in the future. Focus on a single area or make plans across the entire program. Wherever you are today, there's a solution to help you get where you want to go tomorrow. Get started. Quarterly Happy Hour OGGN is always accepting Happy Hour sponsors.  If you would like to get your company in front of our large young, professional audience, reach out to our Project Coordinator, Brooke Omachel by e-mail.

Published 2017/03/28 In this interview, we talk to Joris Hensen and Frank Pohlgeers from the Digital Factory of Deutsche Bank. We talk about the intention of Deutsche Bank to help build an ecosystem, by granting fintechs access via their API, but also for non-fintechs. Deutsche Bank is interested in cooperating with startups from fintech, what they call “near-banking” and “beyond banking” and is opening itself up to them. The bank is even working on a partnership program to help start an ecosystem. If you want to know more about the API of Deutsche Bank, you can learn more in the Developer Portal of DB. The interview was conducted by Joern and Gaurav from the startuprad.io team in Frankfurt, inside the Digital Factory of Deutsche Bank. During the interview, we talk about the winners of Deutsche Bank Hackathon API/OPEN. You can find our interviews with three of them here: DWINSFinchildWireAffiliated Links GlobalUSAEuropeGermanyCo-WorkingWeWorkWeWorkWeWorkWeWorkMarketing / SEO / Graphics / Sounds and moreFiverrFiverrFiverrFiverrEmail service?G-SuiteG-SuiteG-SuiteG-SuiteLearn more about our Affiliated Marketing here: https://www.startuprad.io/blog/affiliate-marketing-at-startuprad-io/ © Startuprad.io - All right reserved

Der Hype-Train zum Einsatz von Eyetracking bei Usability Tests ist definitiv durch und die Technologie ist nicht mehr oder weniger besonders wie Screensharing oder automatische Audio-Transkription. Bleibt also die Frage für all die die es noch nicht einsetzen: Soll ich jetzt auch endlich mir einen Eyetracker zulegen oder bei meiner Usability Agentur die Leistung dazu buchen? Das wollen wir heute beantworten. Einmal von der Seite des Eyetracking-Anbieters und einmal von der Kundenseite. Dafür konnten wir Dr. Tina Walber gewinnen. Sie ist Gründerin und Geschäftsführerin von Eyevido. Einer Firma, die eine Cloud-Eyetracking Software und Eyetracking selbst anbieten. Und Stefica Stefischa Sosisch Sosic, Sie ist Mitarbeiterin der Deutschen Bank und verantwortlich für das CustomerLab in der sogenannten DIGITAL FACTORY. In diesem Rahmen hat sie unzählige Usability Studien mit Eyetracking betreut. Tina uns Stefi geben am 24. Juli 2019, um 17 Uhr ein Webinar zu dem Thema und ihr habt zudem die Möglichkeit ihnen dort selbst Fragen zu stellen. Zu dem Webinar könnt ihr euch über www.germanupa.de anmelden. Solltet ihr das hier nach dem 24. Juli hören, könnt ihr unter der gleichen Adresse die Aufzeichnung ansehen.

In this interview, we talk to Joris Hensen and Frank Pohlgeers from the Digital Factory of Deutsche Bank. We talk about the intention of Deutsche Bank to help build an ecosystem, by granting fintechs access via their API, but also for non-fintechs. Deutsche Bank is interested in cooperating with startups from fintech, what they call “near-banking” and “beyond banking” and is opening itself up to them. The bank is even working on a partnership program to help start an ecosystem. If you want to know more about the API of Deutsche Bank, you can learn more in the Developer Portal of DB. The interview was conducted by Joern and Gaurav from the startuprad.io team in Frankfurt, inside the Digital Factory of Deutsche Bank. During the interview, we talk about the winners of Deutsche Bank Hackathon API/OPEN. You can find our interviews with three of them here: DWINSFinchildWire Folge direkt herunterladen

Guest: Professor Björn Johansson, Chalmers University of Technology “The digital factory is our laboratory… [whose] data comes from the real world”. In this episode, Professor Björn Johansson talks about virtual production and digital twins, and shares with us how digital tools (for instance, 3D imaging, discrete event simulation) can help improve the sustainability performance of factories. Björn’s research group aims at improving productivity and the circular-economy performance in not only automotive and aerospace, but also in the maritime, textile and electronics industry. Björn also discussed utilization strategies in research (publishing or patenting?), and the open collaboration pattern between research and academia in Sweden. Björn also remarked how awareness of the production system’s performance and behaviour leads to smarter decisions for sustainability. Answering the tricky question about the huge number of jobs’ displacement because of AI, Björn shares his positive outlook about the future, when industrial performance are optimized, people have new types of jobs and more time for leisure. Read more about: Björn Johansson, Professor of Sustainable Production at the Department of Industrial and Materials Science at Chalmers. Ecoprodigi, a flagship project to foster eco-efficiency in the Baltic Sea region maritime sector through digital solutions in vessel’s design and ship operations. BOOST 4.0, an EU project that aims at developing and testing models for data-driven Factory 4.0 through ten lighthouse factories. Opportunities of Sustainable Manufacturing in Industry 4.0 by T. Stock and G. Seliger, Procedia CIRP, Volume 40, 2016.

In this week's episode of Pivotal Insights, Jeff and Dormain speak with Stephane El Mabrouk from Thales. Stephane helped the company build what it calls its Digital Factory, an environment for Thales engineers and others to learn modern software development. It's all part of Thales' drive to better serve its customers with software.

In this week's episode of Pivotal Insights, Jeff and Dormain speak with Stephane El Mabrouk from Thales. Stephane helped the company build what it calls its Digital Factory, an environment for Thales engineers and others to learn modern software development. It's all part of Thales' drive to better serve its customers with software.

Hier ist der zweite Teil des Interviews mit Ira Holl. Ira Holl ist Leiterin der Digital Factory bei der Deutschen Bank. Wir sprechen über die Herausforderungen im Zuge der Digitalisierung und die Chancen auf neue Arbeitswelten. Vielen Dank, dass Sie sich diese neue Folge meines Podcast anhören. Ich würde mich sehr über eine positive Bewertung freuen, wenn Ihnen der Podcast gefallen hat. Für mehr Informationen zu dem Unternehmer X.0 besuchen Sie die Webseite: www.unternehmerxpunkt0.de

Die heutige Folge ist der erste Teil des Interviews mit Ira Holl. Ira Holl ist Leiterin der Digital Factory bei der Deutschen Bank. Wir sprechen über die Herausforderungen im Zuge der Digitalisierung und die Chancen auf neue Arbeitswelten. Vielen Dank, dass Sie sich diese neue Folge meines Podcast anhören. Ich würde mich sehr über eine positive Bewertung freuen, wenn Ihnen der Podcast gefallen hat. Für mehr Informationen zu dem Unternehmer X.0 besuchen Sie die Webseite: www.unternehmerxpunkt0.de

Digital transformation impacts many areas of our lives and has given rise to a booming digital economy. This new commodity of data is continually growing and changing. The challenge however, is how this digital transformation can be harnessed to do what we already do, but much better. Mathematics Applications Consortium for Science & Industry (MACSI) and Confirm, the SFI Research Centre for Smart Manufacturing hosted a panel of experts to tackle the topic: Chris Decubber, Technical Director at the European Factories of the Future Research Association (EFFRA), Dr Johan S Carlson, Director of the Fraunhofer-Chalmers Research Centre for Industrial Mathematics, Dr Joanna Jordan, Institute for Mathematical Innovation, University of Bath, Professor Barry O'Sullivan, Director of Insight the SFI Centre for Data Analytics, Prof James Gleeson, Co-Director of MACSI.

There's a lot of new technology coming out in the 3D printing industry, like 3D metal printers and now there's SLA desktop printers. Designers and engineers can now work with the machines using prototypes to figure out if their designs will come out the way they want it. This movement has created a demand for new capabilities, making outsourcing less of a challenge for designers and engineers. Jon Bruner sees 3D printers of this kind as a cool set of technology that can be used in immediate manufacturing that is the driving idea behind 3D Digital Factory. Learn how this ongoing program is looking at the digitalization of manufacturing, engineering and design.

Companies are beginning to use digital factories as incubators of more agile ways of working, often filtering the best attributes of the factory culture back to the larger organization. Read more > Listen to the podcast (duration: 21:43) >

Companies are beginning to use digital factories as incubators of more agile ways of working, often filtering the best attributes of the factory culture back to the larger organization. Read more > Listen to the podcast (duration: 21:43) >

Companies are beginning to use digital factories as incubators of more agile ways of working, often filtering the best attributes of the factory culture back to the larger organization. Read more > Listen to the podcast (duration: 21:43) >

Companies are beginning to use digital factories as incubators of more agile ways of working, often filtering the best attributes of the factory culture back to the larger organization. Read more > Listen to the podcast (duration: 21:43) >

Here is the great episode about IBM Storage Systems. We talk about data and the most comfortable place where to store them. Приглашаем подписчиков и наших всех зрителей узнать больше о системах хранения данных IBM. Наш гость - Никита Жаринов. http://ibm.biz/nzharinov

Siemans Digital Factory MD, Brian Holliday, talks about the latest generation of automotive design digital technology.

[[:encoded, "Siemans Digital Factory MD, Brian Holliday, talks about the latest generation of automotive design digital technology."]]

This time we discuss with Steven, our Europe Enterprise Sales Leader about the future of Multinational corporations in the digital era To get in touch with Steven https://www.ibm.com/connect/ibm/be-en/resources/steven_van_muijden/

This time we discuss with Steven, our Europe Enterprise Sales Leader about the future of Multinational corporations in the digital era To get in touch with Steven https://www.ibm.com/connect/ibm/be-en/resources/steven_van_muijden/

В этом сюжете нашего видео-подкаста моим гостем выступает менеджер отдела инфраструктурных сервисов IBM - Алексей Прасолов. Надеемся, наша беседа приоткроет завесу понимания того, что такое IBM Infrastructure Services, кому они нужны и адресованы, и сколько это стоит. Будем рады ответить на все ваши допольнительные вопросы в комментариях к этому видео Contact Aleksey Prasolov http://ibm.biz/aprasolov Contact Oleh Larchyk http://ibm.biz/olarchyk

Digital Factory EP3 - Olga and IBM Security by Digital Sales Centre Europe Bratislava

This is Digital Factory with Oleh Larchyk a new series of video/podcast organized by IBM Digital Sales. You will learn more about Digital Sales, IBM Digital, our Marketplace and offerings and what's ahead in the digital world. To know more subscribe to this channel or to our podcast on iTunes http://ibm.biz/ibmdigitalfactorypodcast

This is Digital Factory with Oleh Larchyk a new series of video/podcast organized by IBM Digital Sales. You will learn more about Digital Sales, IBM Digital, our Marketplace and offerings and what's ahead in the digital world. To know more subscribe to this channel or to our podcast on iTunes http://ibm.biz/ibmdigitalfactorypodcast

Daniel Malen, co-founder of Mark It Proud, talks about their Kickstarter campaign to create LGBTQ inclusive greeting cards. Jeff Marshall from Scotiabank reveals what it's like creating a Digital Factory start-up within a big bank. Plus, we get five tips on how to make the best of Facebook Live with our power friend, Luria Petrucci.