“Industry 4.0 and the Fourth Industrial Revolution (4IR) are terms that have become part of virtually every conference and conversation around manufacturing”, writes Heman Kassan, chief commercial officer of Technodyn. But when one looks beyond machine-to-machine communication, the Internet of Things and robotic process automation, the success of any 'new' shift in processes comes down to how well organisations embrace the 5Ms (man, machine, material, method and measurement).”
The golden thread running through each component is data and the ability to integrate it into a centralised environment where predictive analytics can be applied. 'Smartening up' machinery is already being done by digitally fingerprinting the boards in a system. This makes for more accurate identification and is less prone to human error.
Connectivity chain
Of course, the data being generated means very little if there is no link back to the systems managing the manufacturing processes. Connectivity becomes a crucial communication tool that provides a reliable flow of data from the equipment to the control room. This can significantly improve the asset's lifespan as the sensor data can send alerts when proactive maintenance must occur when machinery is not performing optimally, or if there are any other potential red flags. When combined with the appropriate software, the equipment becomes part of a digital supply chain that gives decision-makers complete visibility of all aspects of their operations.
As more advanced technology becomes available, the software can be used to 'upgrade' the manufacturing equipment. This way, processes can further be refined and optimised to get the maximum benefit from the hardware.
Continuous change
Industry 4.0 and 4IR must be seen as integrating a variety of automation, data exchange, and manufacturing technologies to push the boundaries of what is possible in a manufacturing environment.
Intelligence remains key in this regard, as it is the insights generated by data analytics, such as those inherent in software systems like IFS cloud, that will enable organisations to identify problem areas as well as bottlenecks in the process. This analytics is also used to improve the performance of the existing environment as manufacturers look to inject a performance-driven culture into factory floors when the competitive landscape is increasingly cluttered.
This does not mean a manufacturer should rush in and blindly implement new technology for its own sake. Instead, it requires the company to take stock of the existing technologies and how any potential change can enhance or disrupt operations. A manufacturer should also consider starting small; perhaps a particular supply chain is running slowly or causing operational difficulties. Using 4IR technologies to identify the bottleneck in that specific supply chain can provide the manufacturer with the quick win needed to convince leadership to embrace Industry 4.0 more readily.
Ultimately, the transition is a continuous process of changing and enhancing the existing environment with more agile tools and technologies to drive business advantage.
