Manufacturing Digital Interview
Interview conducted by Rachel Brown
How do you stay up to date with what's happening in the manufacturing industry?
I stay intimately involved with what's happening in the industry. I participate in numerous industry associations, advisory groups, academic teams, research teams and even standards bodies.
I am part of the International Board of Directors for MESA (Manufacturing Enterprise Solutions Association) and ISA (International Society of Automation), a US registered expert for IEC (International Electrotechnical Commission) as a member of TC 65, and a Smart Manufacturing Advisor to CESMII.
These roles allow me to stay current with the latest trends and innovations, ensuring that I can share valuable to help make better decisions, and externally to guide the manufacturing community.
Most people know me as the Industry 4.0 guy – speaking, writing, and posting on stats and trends, industry benchmarks and best practices.
Tell us about your career path and what it's taught you about manufacturing industry
My journey began post-Purdue, armed with an electrical engineering technology degree, jumping into the industrial automation sector.
Early in my career, I honed my skills in sales, marketing, operations and strategy across various hardware, software and services companies.
A defining moment was my tenure at Grantek, an OT systems integrator, where I identified a golden opportunity in industrial safety, leading to a multi-million dollar profitable service revenue in under three years. Promoted to lead Grantek's Industry 4.0 initiatives, I built a team of innovators and business leaders, driving our push into the digital manufacturing space. This experience immersed me in fields from IoT to AI, contributing to industry associations, academic groups, advisory boards and research teams.
This laid the groundwork for my role at Microsoft, where I utilised my expertise to help top US manufacturers scale digital transformation efforts.
This led to my former role as Senior Director of Industry Strategy for Manufacturing at Hitachi Solutions, where I focused both on helping clients and helping the company.
Parallel to my professional growth, my LinkedIn journey started in 2021 during the pandemic. By strategically engaging and sharing insights, I transformed my online presence, amassing more than 100,000 followers and 50+ million views of content.
This personal digital transformation mirrored the industrial transformations I advocate, highlighting the importance of visibility, engagement and thought leadership in today's manufacturing landscape.
Throughout my career, I've learned that the manufacturing industry is ripe for innovation, yet it requires clear, practical strategies to navigate the complexities of digital transformation. My role has shown me that bridging the gap between visionary concepts and practical implementation is crucial for driving meaningful change and positioning manufacturers at the forefront of Industry 4.0.
How is industry 4.0 creating holistic change in the manufacturing industry?
Industry 4.0 is the nickname given to the fourth industrial revolution, which, as its name implies, is a complete revolution in the way the whole industry operates.
This can't happen with a single technology or a single use case. Instead, it's a collection of technologies coming together to create hundreds, if not thousands, of use cases that fundamentally uproot the way we work and provide value to customers.
With technologies like IoT, AI, Digital Twin, AR, VP, and big data analytics, the manufacturing industry is becoming smarter, more efficient and highly adaptable.
But here’s the key component: thriving in the era of Industry 4.0 isn’t about any single technology; it’s not just about having robots on the assembly line or a slick data dashboard; it’s about how these technologies work together to transform not just one organisation, but the way all organisations work within the entire industry.
Think of it like a sports team: one superstar can make a difference, but it’s the team working together that wins championships.
In Industry 4.0, the real power comes from integrating these technologies to streamline processes, boost productivity and deliver better value to customers. It’s a holistic approach that changes everything from the factory floor to the boardroom, driving innovation and staying ahead in a competitive market.
So, it’s not just about adopting new tech; it’s about rethinking and reshaping the entire way you do business.
What excites you most about Industry 4.0?
What excites me the most about Industry 4.0 is the boundless creativity and innovation it brings.
Unlike standard continuous improvement, which focuses on existing processes, Industry 4.0 re-invents the entire industry, transforming everything from production to customer engagement.
I enjoy inspiring people about what is possible with these technologies and then helping them see what is practical for their company. It's about empowering teams to think differently, embrace change and implement solutions that drive real value.
This human aspect—seeing individuals and organisations grow and innovate—is incredibly rewarding.
Industry 4.0 encourages us to embrace a future driven by innovation, ensuring we not only adapt to change but thrive in it, leading to a more resilient and forward-thinking industry.
What role does AI play in Industry 4.0 implementation in manufacturing?
AI, particularly generative AI, plays a crucial role in the future of Industry 4.0 implementation in the manufacturing industry.
Regardless of the maturity scale used—whether it's Acatech, SIRI, or others—the highest level of capabilities always revolves around autonomous operations.
Achieving these autonomous capabilities is largely dependent on AI.
AI, in general, augments and automates decision-making processes. It enables predictive maintenance, optimises supply chains and enhances quality control – all by analysing vast amounts of data in real time.
Gen AI takes this a step further by transforming how employees interact with systems and perform tasks. It reduces the need for extensive training by providing on-the-job assistance, guiding workers through complex processes and offering solutions to unforeseen problems.
Gen AI can create simulations, design new products and even generate code, making it an invaluable tool for innovation and efficiency. It helps employees learn faster and adapt to new technologies with ease, minimising the traditional learning curve.
By integrating generative AI, companies can ensure their workforce is always equipped with the latest knowledge and skills, driving continuous improvement and maintaining a competitive edge.
In essence, AI is the pinnacle of achieving full autonomy in Industry 4.0 and Gen AI significantly enhances this journey by revolutionizing workforce interactions and task execution.
What steps must manufacturers take to tailor Industry 4.0 technologies to their operations?
Manufacturers should start by conducting a thorough assessment using tools like SIRI (Smart Industry Readiness Index). This helps understand their current state and benchmark against industry peers.
Next, align Industry 4.0 initiatives with specific business goals, ensuring investments support strategic objectives.
Engage stakeholders at all levels to foster buy-in and a culture of innovation; prioritize scalable solutions by starting with pilot projects to test and refine technologies before full-scale implementation.
Continuous training and upskilling of employees are crucial as new technologies are integrated.
By assessing their state, aligning with strategy, engaging stakeholders, prioritising scalability and investing in training, manufacturers can effectively tailor Industry 4.0 technologies to their unique needs.
What are manufacturers missing about Industry 4.0?
First, they often fail to see the big picture of what’s possible. Instead of envisioning transformative changes, they focus on incremental improvements. Industry 4.0 is about reimagining entire operations, not just making current processes slightly better.
Second, there's a tendency to concentrate too much on the technology itself rather than the people who will use it. Successful Industry 4.0 implementation requires a shift in culture and mindset. It’s crucial to engage and train employees, fostering a culture of innovation and continuous improvement. Without this focus on people, even the best technologies can fail to deliver their full potential.
Lastly, manufacturers sometimes overlook the strategic alignment of Industry 4.0 initiatives with their overall business goals. It's essential to link technological advancements to specific objectives, ensuring that every step taken contributes to the broader mission of the company.
By seeing the big picture, prioritising people and aligning with strategy, manufacturers can fully leverage the transformative power of Industry 4.0.
Industry 4.0 both facilitates and causes problems for sustainability. How can we confront these challenges?
AI optimisation is a crucial skill in this context. High compute power not only drives up costs but also increases energy consumption.
To address this, companies are developing more efficient AI models and scaled-down versions, like Small Language Models (SLMs), which are less resource-intensive than Large Language Models (LLMs). It’s about deploying the right type of AI for the right application.
You don’t need the most powerful AI everywhere; sometimes, a simple machine learning model, trained in the cloud, can run efficiently on the edge. This approach minimises energy consumption while still delivering the desired outcomes.
For instance, predictive maintenance models can be lightweight and run locally on edge devices, reducing the need for constant cloud connectivity and large-scale processing.
By focusing on AI optimization and selecting appropriate models for specific tasks, manufacturers can harness the benefits of Industry 4.0 technologies without compromising their sustainability goals.
This strategy ensures technological advancements contribute to both operational efficiency and environmental responsibility.
You have a notable reputation on LinkedIn as a leading voice of manufacturing and Industry 4.0. What inspired you to start voicing your insights?
What inspired me to start voicing my insights on LinkedIn were a couple of things happening simultaneously.
Early 2019 is when I really submerged myself into the world of Industry 4.0, mainly because it was my job assignment at the time.
So, I took classes, read books, attended conferences, earned certifications, joined associations, networked with experts—the whole nine yards. In 2021, mainly driven by the pandemic, I decided to share these insights with the world.
I thought, "If this is new and helpful for me, I bet others don't know this and would like to know it." And when the pandemic forced most engagements to be virtual, I took advantage of the biggest platform where B2B professionals network and go to learn: LinkedIn.
Over time, this transitioned into sharing my own opinions, developments, insights and research. The pandemic forced everyone into the digital world and LinkedIn became the place for B2B networking and learning.
I capitalized on this by building LinkedIn into my daily routine—connecting with people, sharing my insights and engaging with others. This approach not only transformed my personal career but also significantly benefited the companies I’ve worked for since starting this journey.
How big a role does Industry 4.0 have to play in confronting challenges like the digital skills gap and global hiring crisis?
Ironically, Industry 4.0 both exacerbates and solves the digital skills gap and global hiring crisis.
While the revolution demands new skillsets, it also offers solutions.
Industry 4.0 isn't just about technology; it's a complete transformation of the industry.
This revolution changes how people work, onboard and what types of jobs are needed, shifting the focus to knowledge workers over physical, repetitive labour.
By automating routine tasks and enhancing remote collaboration, Industry 4.0 facilitates global hiring and upskilling, ultimately bridging the skills gap and improving workforce efficiency.
