March 2019

41 www.drivesncontrols.com March 2019 EXECUTIVE VIEWPOINT n Industry 4.0, to the extent that our new technical director, Dr Frank Melzer, has agreed to lead the steering group for Industrie Strategie 4.0. This work will include overseeing the output of the workgroups developing the standards and implementing the infrastructure behind the strategy. The development of open standards is a key enabler for the increasing ease of capturing data and opening up communications between devices and systems. Today’s examples include the use of Ethernet, OPC-UA, TSN and EtherCat. At the field level, the rapid increase in the uptake of IO-Link is increasing the amount of data that can be exchanged dramatically, as well as making it much easier to use “smart” sensors. You only need to look at leading international trade shows such as SPS IPC Drives or the Hannover Fair to see that the number of innovations is increasing each year. There is nothing mature or tired about our industry sector! All of these changes pose a big challenge: how we ensure that, as individuals, we remain informed and relevant for tomorrow. For most of us, the limit on our ability to absorb new information is time. Acquiring knowledge and experience takes time away from operational pressures, and must be built step-by-step. Therefore, we need to create the space to understand the technological changes and to learn how to apply the new products, systems and services. We also need the tools – the learning materials and hardware to practice in a safe environment. Within Festo, this has always been the domain of our training division – Festo Didactic. Initially established to train in-house, it is now the largest technical training company in its field, training more than 40,000 engineers every year – young or old, new or experienced – to build their knowledge from mechanics, through to fluids, electrical and electronic disciplines. This culminates in complete cyber- physical, production lines where all the latest Industry 4.0 technologies can be explored and combined. Access to systems such as these, supported by trainers and facilitators, are essential if we are to develop as we must. As managers, we must also ensure that our teams understand the evolution of the technologies that surround them – the “mega trends” – and our strategy and objectives. We can then inspire our staff to identify how they can best utilise these technologies. However, change that is too fast is destabilising and can quickly create insecurity that comes across as disengagement. We have to anticipate and be aware of what can appear to be disengagement, but is actually fear of change or fear of the impact of change. It is within us to ensure that our people do not fear being displaced or left behind, but are excited by the opportunities. I feel it is my role to help create an environment where we can prepare our people for the future, building confidence in the application of the latest technologies. Only we can create the environment for growth and self- development. n with level 3+ engineering skills will be needed through to 2024 and the annual shortfall is projected to be at least 59,000 4 . This creates a real dilemma for established manufacturing and engineering firms who are struggling to replace their ageing workforce or enhance their existing operations with fresh talent. Developing staff and promoting from within should be the industry standard, but as manufacturing businesses have expanded, it has become more difficult to fill roles. What’s more, with much of the workforce in long-standing businesses approaching retirement age, many innovative firms have been in danger of losing entire skill sets. But there is an answer. Rather than viewing them as a temporary quick fix, apprentices should be seen as what they are – a new pipeline of valued talent. Giving apprentices a broad exposure to a business and the support and supplementary education they need means there is no question of them leaving the business or failing to gain employment. When done correctly, it can be a seamless transition into a lifelong career – at Omron, we have a 100% apprentice retention rate. Finding talent at home However, apprenticeships are just the starting point – continued investment in developing staff and intending to keep people for a long time is key. By placing apprentices in roles deemed “at risk”, firms can plan for the future, finding suitable candidates for roles that can be challenging to fill. Apprentices may not have all the skills from the offset, but they can benefit from learning in-depth the theory behind a role, while being able to apply this to practical situations that bring value to the business. Looking to the future With current and former apprentices making tangible differences to businesses across the sector, engineering and manufacturing apprenticeship schemes continue to grow. At Omron, we’re looking to develop a graduate scheme, and are undergoing a detailed skills analysis to highlight future staff and knowledge shortages and take steps to address them now – before they affect the business. Automation may be the future, but it relies on good staff to make it work. Put simply, apprentices are crucial to the future success of the whole industry. Unless businesses invest in young people to close the skills gap and plan for whatever the future might bring, the whole sector will suffer the consequences. n 1,2 Industrial Digitalisation Review 2 YouGov 4 PPMA BEST