June 1, 2021

Industry 4.0 Tools

Industry 4.0 Tools

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. 

In episode 27 of the podcast, the topic is: Industry 4.0 Tools and Analytics. Our guest is Carl B. March, Director, Industry 4.0 at Stanley Black & Decker.

In this conversation, we talk about what industry 4.0 means, the importance of upskilling the entire manufacturing industry, and the lessons from Stanley Black & Decker's digital transformation journey.

After listening to this episode, check out Stanley Black & Decker (@StanleyBlkDeckr): https://www.stanleyblackanddecker.com/ as well as Carl B. March's profile on social media: https://www.linkedin.com/in/carlbmarch/ 

You may want to also be aware of the 'Israel meets New England' smart manufacturing event on June 9 and its organizers, the Israeli Trade Mission and Amhub New England:

Trond's takeaway: Industry 4.0 requires a mindset shift, not just technology adoption. It's not just about you--whether you in this case is a big company or a top leader--rather, it is about bringing people, partners, SMEs, and the entire ecosystem along. To do so openness to learn, having a strategic roadmap so not chase all shiny objects, and investing in lighthouse factories that can illuminate the possibilities are each important ingredients. 

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 20, The Digitalization of Körber, episode 14, Bottom up and Deep Digitization of Operations, and episode 9, The Fourth Industrial Revolution post-COVID-19

Augmented--upskilling the workforce for industry 4.0 frontline operations.

Transcript

#27_Industry 4.0 Tools and Analytics_Carl B. March

[00:00:00] Trond Arne Undheim, host: [00:00:00] Augmented reveal stories behind a new era of industrial operations, where technology will restore the agility of frontline workers. In episode 27 of the podcast, topic is industry 4.0 tools and  analytics our guest is Carl B March director industry 4.0 at Stanley black and Decker. In this conversation, we talk about what industry 4.0 means the importance of upskilling, the entire manufacturing industry and the lessons from Stanley black and Decker's digital transformation journey.

[00:00:38] 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 [00:01:00] and airs at 9:00 AM us Eastern time every Wednesday, Augmented the industry 4.0 podcast.

[00:01:12] Carl, how are you?

[00:01:12]Carl B. March: [00:01:12] I'm doing great Trond, good to see you.

[00:01:16] Trond Arne Undheim, host: [00:01:16] Yeah, this is fantastic. We spent a lot of times together Carl. We've gotten to know each other, this industry 4.0 is bringing us together.

[00:01:24] Carl B. March: [00:01:24] A bit done and there's just so much going on in the space, especially here in new England. It's an exciting time.

[00:01:32] Trond Arne Undheim, host: [00:01:32] Yeah, for sure. Carl, I wanted to talk a little bit about you and your background. You're an engineer and now you're deeply see, steeped in, in industry 4.0, what, maybe I'll just ask that question. Why did you become an engineer and how did you end up where you are right now? Was it an obvious path for you or did you always want to go into kind of Manufacturing?

[00:01:55] Carl B. March: [00:01:55] Yeah I guess from the beginning I was always a tinker. Just in growing up on and the [00:02:00] hanging around mechanical equipment  my desire was always break and fix. Eventually I got wind of a teacher who, in fact it was my music teacher. And he asked me, what did I want to do?

[00:02:12] I said that I wanted to, break and fix equipment and do all of these things. And he said you want to be a mechanical engineer and so I kept that with me from maybe nine years old and that's the path I went. Eventually I did my first degree in mechanical engineering, and then eventually I did an automotive systems engineering graduate degree.

[00:02:35] Trond Arne Undheim, host: [00:02:35] Wow. And so then in the beginning you were headed for the automotive industry.

[00:02:40] Carl B. March: [00:02:40] Know it was always a desire, our own cars my father he had old cars that needed to be fixed. And where I'm from where we're in the Caribbean, I'm from Jamaica originally. It, wasn't one of those luxuries that you had where you just disposed of your vehicles once they start given some problems. So we fixed the cars, [00:03:00] so that's what we had to do. And it's hard.

[00:03:04] Trond Arne Undheim, host: [00:03:04] So you ended up with a bunch of cars then not just fixing them, but you ended up with a bunch that are

[00:03:09]Carl B. March: [00:03:09] exactly and taking parts from one and put it on the other.

[00:03:14]Trond Arne Undheim, host: [00:03:14] Yeah. Oh, that's funny. That's funny. So you did that for a while and you were in automotive which is an exciting field in and of itself and then you went into consulting for a bit as well. So you've done and done a little bit of,

[00:03:26] Carl B. March: [00:03:26] So the interesting thing is once I did my first degree, which was mechanical engineering, I had the opportunity to start working in the manufacturing environment and I actually started off in mining and refining.

[00:03:37]So I was in aluminum refining for awhile and then I went back into the automotive degree and then coming out of that it was the wonderful time in Detroit where everything was a bit uncertain. Though I started off in automotive there after that degree I went back to my roots of reliability engineering, which is more along the lines of operational excellence in the [00:04:00] manufacturing environment.

[00:04:00]Trond Arne Undheim, host: [00:04:00] It's fascinating today because automotive has gone through the circle. It really has. It's like it's no, nobody who's were to guess that the money was going to go from like glory days to like it's all over to a Renaissance of mobile. 

[00:04:17] Carl B. March: [00:04:17] So I've gotten the opportunity to observe that especially as a consultant, as I eventually went into consulting more than half of my 20 plus years in manufacturing has been in the consulting space.

[00:04:30]So yeah w hile consulting that's where I really started to see many sectors from the very advanced sectors in aerospace and automotive down to, the, what we call basic materials, which is, going back to the dirt, the mining and the refining pieces and just seeing the range of technology adoption across all fields as it relates to operational excellence was an eye-opener for me. And then, when I think about, this topic of industry 4.0. , which really has [00:05:00] not been that old it's not a, it's not an old topic. It's really came about in 2011 or so.

[00:05:06]Which was the mid, mid of my consulting career and that's when I made a pivot in my consulting where I started to focus a lot more on the technology enablement within these respective spaces.

[00:05:18]Trond Arne Undheim, host: [00:05:18] Let's dig deeper into it because you're indeed you're a Stanley black and Decker. You run a lot of their industry, 4.0 activities, especially on the analytics and the value stream side. But let's get into the topic more because as you said, 2011 is not a long time ago and I hear industry 4.0, by the way, seems to be more of a European term than a, an American though. Here is like smart manufacturing, because manufacturing is, that is the main thing, but Stanley, you guys somehow chose the international term for industry four point. Oh, why don't you for the benefit of all of us just.

[00:05:54] Tell us how you define it.

[00:05:55] Carl B. March: [00:05:55] So industry 4.0 is just terminology referring to the [00:06:00] fourth industrial revolution. It, it stems back to the first industrial revolution having to do with mass production and steam being used as a driver then eventually it went into the second where we started to get some computers in the space and started to be able to take advantage of some of those things, the third having to do more with automation.

[00:06:21]So we started to put a lot more robots and robotics within the manufacturing space and interestingly, then we started to do a little bit more sensitization. But in, in, in the 2011 or 2010 period of time, that's when we started to make a lot of advances in big data cyber-physical systems. So that's where those applications started to come into the manufacturing environment. AI AR artificial intelligence, anything related to analytics in the manufacturing environment, that's where we're starting to consider the industry 4.0. And one other thing, t here are probably three main elements for [00:07:00] that differentiates the fourth industrial revolution from its predecessors. One is vertical integration. Vertical integration is what we call it from the top floor to the shop floor. You're able to pass data back and forth and get information on what's happening at any given time.

[00:07:16]At whatever level it is in your production process. The second is horizontal integration, and that's where you start to look across your value chain. So you're looking at data coming from your supplier and data coming from your customer and the data within your own manufacturing environment.

[00:07:34] And then the third one is integrated product life cycle. So this is one of the most interesting pieces of industry 4.0 in that you're actually getting feedback. Even though the customer doesn't even know you're getting that feedback and you're getting feedback into your product life cycle and your product sign and you're designing it to manufacture well and, to basically fulfill the purpose of the end [00:08:00] consumer.

[00:08:00] So all of that, that, that feedback loop that's taken place there a nd what enables it is a part of what we refer to as industry 4.0.

[00:08:14] Trond Arne Undheim, host: [00:08:14] That's super interesting and can you comment a little bit on how that translates then into Stanley black and Decker's digital transformation journey? Because, arguably and I meant to have it here. I have  have bunch of in my arsenal, I might actually run and go get that.

[00:08:31]They, weren't always digital mine happens to be battery operated and I, hopefully I can run and get it in a second. I really wanted it in this tape but it has been a journey for you as well. And I guess it's a continuing journey because sensors and all that stuff, it takes quite a bit to transform an entire kind of suite of products into the, into a set of connected arguably kind of industry for tools. So I'm curious, where [00:09:00] would you say you guys are in that transformation process and how ready is the world for a fully kind of sensorized reality where everything is connected.

[00:09:10] This kind of, I guess that the maximal vision of industry 4.0, which is this idea of industrial internet of things, where everything is starting to connect and yield analytics because you took the In some, these are also difficult things to do, right? The vertical integration, all of these things are difficult, but this full vision we are a step away from that so far, right?

[00:09:36] Carl B. March: [00:09:36] It's not all, but it has not all become a reality as yet. And as you can imagine, the maturity and is going to be different depending on the sector, the industry. That you're dealing with. If we, if I was to look back for a second on, on the journey that we've had, that standard doc and Decker I joined the company maybe about three years ago when we made a very interesting pivot  in the way that we're approaching industry [00:10:00] 4.0, I'll speak on that in a second.

[00:10:01]But prior to that point in time, standing back on deck has always been, I'm an innovator. In the space, right? I'll be we do make tools and we are the number one tools company in the world. But we also serve a lot of our other businesses automotive and aerospace in particular in providing fasteners, et cetera.

[00:10:19]And.  as a result of this this diversity it was, it made sense for a company like ours with a hundred plus sites to be able to start working in smart manufacturing. And th e process was that there were a couple of chores and sites that, that were given a bit more license , to integrate industry 4.0 elements within their their four walls and they were referred to as lighthouse factories. So it was very decentralized not very organized from the standpoint of having certain standard that has would scale well. And this is where we started to see a lot of productivity gains efficiencies in, [00:11:00] within those sites.

[00:11:01] Then in 2017 we did a study internally and determined that, let's go after this with  in the right way, which is to organize ourselves to have a program. And that's as a result of organizing on this program, that's where I came in as one of the one of the first few hires within the program to centralize what we're doing.

[00:11:24] And then I ended up leading our analytics value, stream Wells, add value streams related to connected factory automation, et cetera. And that's where we started to go after it in the right way. And I think as a result of that the gains that we've had and the learnings that we've had over the past three years have been tremendous.

[00:11:43] And if you compare this to the typical approach, especially that I've seen in my consulting years, is that there's a term that was coined by either McKinsey or the world economic forum. I can't remember now, but called pilots purgatory. A lot [00:12:00] of companies I observed they'll start something, they'll start one use case here, another use case there and nothing linked.

[00:12:08] And they'll do some form of pilot, but it never scales. It will, it would fizzle out in some way somebody would move on from one role to the next, the interest isn't there. So as a result of that, there they will continuously stay in the same place and there would be no roadmap for movement.

[00:12:28] Trond Arne Undheim, host: [00:12:28] And how do you avoid that destiny of the pilot purgatory? There are many theories on how to do that and I would say probably every manager of some seniority would say yeah, I know about that.

[00:12:42] Carl B. March: [00:12:42] Yeah. If we're honest with ourselves it's very easy to fall into pilot purgatory because first of all, the first. It's very easy to move after the first shiny object or the next shiny object that catches our eye. That's just the way human nature is. One of the things that we've done we've learned [00:13:00] is the value of having a strategic roadmap and especially related to industry 4.0 one of the things that I'm currently working on with with our small to medium size enterprises, small to medium-sized manufacturers is where trying to enable them with two things.

[00:13:18] One is the assess yourselves, and we are currently using a framework from Singapore called Syria, which is smart industry readiness index. We're making that available to our small, to medium sized enterprises. For us to work with them on that assessing where are you with respect to these 16 dimensions of industry 4.0, and you don't need to be at the very top band for every anyone of these really. You need to look at where you are with respect to peers, with respect to the best practices and with respect to where you need to be to meet your business objectives. So once you do the assessment, If we are able to filter that out in terms of what should be [00:14:00] prioritized on the strategic roadmap.

[00:14:03] The second thing that we're offering is given what we've done so far. We have a wealth of experience in this space, as well as what we've gathered in terms of partners who have been giving us use cases that can apply to these 16 dimensions were then able to work with the minor fracture to then.

[00:14:22]Specify. This is what you're, the roadmap should look like over the next three to five years, if that's your planning horizon, right? You focus on these elements first, these dimensions first, but more specifically, these specific use cases and these use cases are foundational. These use cases will provide you with some return that will help to fund the rest of the program, et cetera.

[00:14:44] So I think those two things between the assessment and having the strategic roadmap are critical enablers to avoiding this pilot purgatory.

[00:14:57] Trond Arne Undheim, host: [00:14:57] That's fantastic. We'll talk a little more about Siri [00:15:00] hopefully later, because it relates to the work you and I are doing with the world economic forum and NRM hub network. And we're, we were hoping to bring it in really a to play in new England across the sector but before we get to that, I wanted to ask you a couple of questions about this physical manufacturing facility, where I believe you actually work out of sometimes in, in Hartford, this I guess 23,000 square foot center.

[00:15:27] So there's a physical  advanced manufacturing center, like a its own little kind of demo  factory and training center also, for your smart factory initiatives, how did that get started? What it's the middle of the pandemic, but what do you intend to use it for and what were you using it for before the pandemic?

[00:15:45] Cause I'm assuming you've had a quiet.

[00:15:48] Carl B. March: [00:15:48] Yes, we have. We have, we've had quite a quiet beer over the past year and some but yeah. In 2019 we opened the space and what we actually did I'm referring back to [00:16:00] when we started to go about this in a different way in 2017 we had one of four, our key leader, Sunni Bangalore, who was brought in from the outside to,  lead this program. And he was named the VP of our industry for by now, since then, he has been also named the CTO for global operations, but this is one of 'em was one of suit his visions in that we will not only have the team to do this in industry 4.0 enablement in a standardized and centralized way, but we would also  have Innovation space, right?

[00:16:35]That you can physically touch feel experience elements of industry 4.0 all the way from automation. So you'd see the robotics, you'll see the author, the automated mobile robots. You'll see the   automated conveyors the machine centers, all of these things. And as well as data flowing back and forth, and the analytics [00:17:00] being displayed, all of these things were intended to be experienced because I'm within our own factory network.

[00:17:09]The expectation was that, some of what we've been, we'll be trying to get to our sites would be and we wanted to make sure that individuals, especially plant leaders would be able to come in and really feel and experience what good looks like. At the same time it was also a vision of our four CEO as well as A CFO to use the space within the Hartford.

[00:17:31]. The Hartford was chosen as a location for a specific reason because we wanted it to work with the city. We wanted to work with with with the state, our own making Hartford some central innovation hub for new England and hopefully in the nation. So that's where this space came into being, and it was on, we had a grand opening in April of 2019.

[00:17:54]So it was not all, it was always intended for us internally, but it was always intended for [00:18:00] the public. In a measured way to be able to come in and experience it and then finally, I'd probably say that, in terms of what we're thinking going forward, we hope to get back into the space sometime soon.

[00:18:12] We hope to obviously reopen to manufacturers in the region but then we also want to be able to utilize more of our partners as well, our technology partners, so that they too can show some of their solutions in the space as well.

[00:18:27]It's  so important, I think to emphasize the technologies. Because of the danger in the shiny objects that you just addressed before, that it is precisely for that reason because when you have this experience or experiential sense of what the technology can accomplish. And on the shop floor, there is so much of that right. Robots, right? It's very visceral, it's very visual and tactile. You can clearly much more easily see how you could adopt it. So it sounds quite important too, to have a demo factor. [00:19:00] What do you think is the path forward? So you said you guys are engaging with a bunch of different actors that are not your sort of obvious partners.

[00:19:12]You're engaging with SMEs in a deep, deeper way than before. You're also you have startups engagements, but at a very early stage with the Stanley and tech stars accelerator. So you're engaging with organizations that are very different than the mother than the mothership.

[00:19:27] Why are you, do you have such a distributed story?

[00:19:30] Yeah I think a lot of this comes from the innovative culture that we live in recognize that innovation comes from many places, disparate sources. And we recognize that we w we know we won't know everything. We don't know everything.

[00:19:45] And especially when we're trying to break new ground, we need to be able to tap into all the resources that we can in order to do so in a relatively efficient, but also agile and quick way. So a couple of years probably also [00:20:00] coinciding with the 70 2017 time period. We started working with a group called tech stars.

[00:20:05]And as some might know, Techstars is a international is an international organization that, that basically incubates relatively new startups and help them along the way. And there's some partial investment generally with the program. But our first round of investments in Techstars it it was companies that were focused on additive manufacturing.

[00:20:29] All right. The current round, which is just completed maybe a few weeks ago, a couple of weeks ago. It had cohorts that were related to artificial intelligence analytics, mostly. And we had a couple of robotics ones in there as well. Low-code robots which all of this is really to ensure that we're able to keep a pulse on everything that's going on.

[00:20:51] So to your earlier question about the shiny object Ticket noticing the shiny object is not a bad thing because you have to keep your pulse on [00:21:00] what's going on. And as people innovate and as more and more people enter the space and as more things are democratized and commoditized you want to make sure that you're able to pull in what's needed at any given time.

[00:21:12] So that's what we've been trying to do on different, in different ways. Within our industry 4.0 program specifically within our tech Techstars program. And then we also have another group called Stanley ventures, which also directly invest in some startups as well. We're doing it from multiple friends.

[00:21:31] Okay.

[00:21:31]Trond Arne Undheim, host: [00:21:31] That's interesting. I wanted to get into the learning aspect and maybe the humbling part here is both for you and I'll speak for myself, but we're expected to both be experts on industry developments and then somehow simultaneously be evangelists for the same, which is two intermixed roles in industry, always, but it's complicated. How do you feel like you are able to stay on top of all these things? Because it's the one thing as a company, as Stanley to have all these investments, to have [00:22:00] all these things available, theoretically, that you could pull from, but then now as an individual, just wanting to address.

[00:22:07]How you would just to take that as an example how do you engage? Because you and I are both engaged, and we're supposed to be those leaders and we are building networks that we'll get into in a second that are helping us do that. But how do you reflect around your own ability to cut this balance between looking at all the shiny objects, making sure you don't miss any of them.

[00:22:30] And then advising in not only your company and implementing stuff, but then also be an advisor to the general ecosystem about what is worth looking at and where are things in the maturity scale to keep everything

[00:22:42] Carl B. March: [00:22:42] yeah, it can be difficult and that's where we have to strike a balance. When we did, when we started off our program, we recognized that we couldn't build everything internally. So we had to rely on a robust partner ecosystem probably having somewhere close to 30 plus different partners doing [00:23:00] any one given thing at any one time. And then, the learning that we got from that was that as a result of that, we're able to get in.

[00:23:07] We were able to get. Further quicker. We're able to understand a little bit more about the space and what's truly revolutionary and what isn't right. And then river recognized over time that, we still have to have some portion of our time still spent evaluating what's new and coming out.

[00:23:28] Now the problem for we're able to do that because we are organized in a way to do that and we have processes around that. Then we have individuals who are more focused on innovation versus deployment and we're probably able to do that because we're a larger company and this is just how we're set up.

[00:23:46] Now, the concern that we have is for manufacturing in general is that the majority of the space is made up of small to medium size enterprises, which don't have that luxury. They have very few individuals.

[00:23:58] Trond Arne Undheim, host: [00:23:58] Yeah. It's just not possible

[00:23:59]Carl B. March: [00:23:59] [00:24:00] It's possible for them to do it, which is why I'm, we've made the pivot and said to ourselves, if we're trying to uplift the entire system and as you say are rising tides lift all boats, if we're to uplift the entire manufacturing sector and the manufacturing ecosystem, we need to focus on. Those who make up the majority of it, which is 95% plus smaller to medium size enterprise and we can filter through some of the noise for them and what, how we do that is, is provide a consolidated technology map against a framework.

[00:24:31] So that. They don't have to go through the filtering and figuring out what's good. What's not how much is this going to be worth to me, et cetera, because we've actually done some of that for on our own. And then we just provide to them that based on where you are and your dimensions that you need to focus on, these are the four or five use cases for that specific dimension.

[00:24:54] Now let's talk through. And filter, let's cut to the chase here. How much will this be worth to you [00:25:00] right now? What would it be? The return on your investment based on what this costs and based on what it will give back to you in terms of impact value. And I think being able to assist in that way I think is critical to get in it gets in everyone else a bit more involved in industry 4.0.

[00:25:20] Trond Arne Undheim, host: [00:25:20] Yeah. And to that point, right? You and I are both engaged in, so one of those 30 partners, I'm assuming you would count the world economic forum as part of those. And you and I are both engaged in the advanced manufacturing platform , there bunch of initiatives. We're not going to cover all of those but there's one in particular that you and I are.

[00:25:40] They're responsible for here in new England, which is the advanced manufacturing hub, which is a global network of organizations, which where the forum itself, which also is a centralized, started out with a centralized organization right. Of, of the largest firms. So the likes of Stanley black and Decker in all fields have realized a [00:26:00] version of the same thing that you were saying, that if the entire world of it industry is gonna really take up industry 4.0. They also need to work in a distributed way on the, these networks that we have joined in with. Maybe you could just give your version. What do you think am hub new England is and should be doing? And what are some of the things you were excited about that we are.

[00:26:21] Starting to launch it because it's very new, it got picked up last year, launched under the worst possible conditions during a pandemic. Try that launched the social network during a pandemic and you'll, and you'll realize tricky task is, but anyway, we're here to we're into it.

[00:26:38] There's still a pandemic and we're doing some virtual events. What are you excited about? Am hub new England.

[00:26:43] Carl B. March: [00:26:43] So I think that the wonderful thing about the network is that we're not the first ones going this, this is a ever expanding network within the world economic forum. And everyone knows the World Economic Forum, like you said is a collection of all the leaders of the top [00:27:00] companies.

[00:27:00]And then, we're focused on the manufacturing space. So we're talking about the top manufacturers in the world coming together and trying to figure this out. And the advanced manufacturing hubs I think we're probably close to 13 or so now in the network. It, it changes numbers every now and again, but it's, we're not the first and we've definitely had the opportunity to learn from some of our predecessors.

[00:27:22]We've had others in the U S that have been at this for a couple of years before we have that we're learning how they've integrated with public. Public organizations, so integrated with the county and the state that, and and nonprofit institutions in the region to be able to go after their objectives.

[00:27:43] So that's one of the things that we're obviously trying to do bring our public organizations and get them involved along with the private we've also recognized, and I think we've had a passion within our own. Grew up here are all in upskilling recognize that this is a critical factor for [00:28:00] enabling manufacturing in our region.

[00:28:02]We need to not only deploy and get new technologies, but we also need to upskill our workforce to meet the demands of these new technologies in our environment. So from my perspective, I'm trying to we have a lot of work to do. We fortunately have a lot of manufacturers.

[00:28:19] Most of them small within the region who are interested and who are enthusiastic about what the path ahead of us looks like. And I think,  within next couple of months, or the next few months as we continue to engage that community we will be able to provide them with more opportunities to upscale and get to where they need to be with respect to their workforce.

[00:28:48] Trond Arne Undheim, host: [00:28:48] It's fascinating, y ou said the world economic forum has a bunch of related activities, but it's also true and I just interviewed someone that's the podcast episode that's actually coming out this morning. It [00:29:00] was on the panel that you are on my clothes and Marcy as well. So about manufacturing in new England, because clearly there's a established network and ecosystem here already. So we're building on  and this happens, I think, in all of the new England states and Connecticut's for sure, you and I have been engaging with some of the actors there's trade associations. There is state and federally funded organization  like the MEP system and various other kind of manufacturing networks.

[00:29:30]I mean from my point of view, it's it's not substituting for all of this is just partnering with all of them and just trying to to join the efforts that they are already doing, but from the perspective of kind of a global picture. So it's getting, hopefully if we succeed the best of breed, essentially making sure that all of the activities that we are putting on, make local sense here in new England showcase new England.

[00:29:58]So there's a a [00:30:00] showcasing aspect of this and we have a lot, I think, to be proud of. They're Stanley black and Decker, clearly a behemoth really in, in just industrial tech and, in, a manufacturing sector worldwide, but there are a lot of other companies, also startups contributing and, making headway.

[00:30:16] And then we have a lot to learn. I wanted to maybe just discuss for a second, this event that we're putting on in June here on Israel meets new England. What do you think is.the attraction of having two regions meet so in this case, it's Israeli, in other events we, we might bring in, like you said, Siri folks from Singapore, who you were working with to, to measure, progress and benchmark in the field.

[00:30:39] Or we could collaborate with even, with Michigan, which is another, major us manufacturing hub, or it could be italy or Spain or Soma many of the other networks that exist worldwide, what do you think the attraction is to gain that kind of thing?

[00:30:53]Carl B. March: [00:30:53] I think, over time we've recognized that there gone are the days when you, [00:31:00] when we think innovation is restricted a particular country or region or anything like that. I think we're very much aligned on the fact that technology and innovation in the industry 4.0 space is not restricted. So it makes sense that when we think about sharing of best practices, That we go all over the world and that's a part of the reason why, if you think about the world economic forum, it has a global network of advice, manufacturing, hubs, right?

[00:31:30]Each hope may focus a little bit differently. On slightly different topics, some will overlap, but there are also tapping into the expertise and the the ideas from their local regions with the intent that we will go across regions and share with each other. So this upcoming event I think is a wonderful one.

[00:31:49]I'm sponsored by the advance manufacturing hub here. In that it's allowing us to see a couple of 'em, or have a conversation with a couple of innovators from [00:32:00] another region and in this situation, this Israel but in the future, we will use other regions as well to bring them in hear a little bit more about what they've been working on, what has been important in their region, which might be slightly different from us. And then, have a bit of a discourse between us around what the future holds for technology and innovation in general.

[00:32:22]Trond Arne Undheim, host: [00:32:22] Let me profit from that segue into the future. What is next for you in the digital factory? And what does the next decade look like for you in terms of I guess your own business, connected industrial tools, perhaps, you're very engaged with the networks and the maker movement and, broadly your thoughts and kind of industrial tech and where we're, where that's heading.

[00:32:43] And maybe even some comment on the, on this up-skilling challenge that you mentioned. What will happen to all of these things? It's a mixed bag of challenges that they're all somewhat related, right? You can't have progress in technology without the skilled labor force and all that stuff.

[00:32:57]And somewhat dependent on technology development, [00:33:00] but what do you see happening here? Are we entering at least at the very least a decade where Manufacturing will leap forward somewhat faster than it has done before. Will it start to change this impression that manufacturing is hard and difficult and, we're dealing with a slow moving system or do you see that's going to still be the case.

[00:33:21] Carl B. March: [00:33:21] Quite optimistic. I  think based on what I've seen at least see more of the past three years, I think the way that manufacturing has moved. It's, it gives me optimism that, there, there will be a significant leap. In,  what we're doing going forward, right? There was, it took a little bit of time as I said, from 2011, till about maybe 2016, 17 for people to start to really gain a certain amount of interest and get past a bit of skepticism, right?

[00:33:51] At this point, there are enough proven use cases across the board. That individual companies and individuals recognized that [00:34:00] this is not just. My shiny new object are fly by night. Use case. These are things that are here to stay and will be critical to business going forward.

[00:34:08]So I think as a result of that first of all there will be quite a bit of acceleration of efforts. The second thing is we did cry upon them make and its effects and everything else but I have to say that there are certain mindsets that have been shifted as a result of the experience.

[00:34:28]There's a, there's more of a need and interest around being able to monitor and you're remote operations. So now people are more interested in connectivity, than they were before. They're there, they're more interested in insights and analytics than there were before, because no, they can't necessarily be by the machine, by the production process, by the production line 24, seven or 24 hours a day.

[00:34:53]But instead they can benefit from all of these technologies that will allow them to get the most out of their equipment. [00:35:00] They also recognize that, workforce how important the workforce is. We always decry automation as taking away jobs, but I'll say no. In fact the studies that have been been done that they show that those who lead in innovation actually.

[00:35:16] Also have an uptick in in, in workforce of some 50%, instead of what the, instead of what the opposite, which is what the myth would typically tell you. So all of these things come in together I think will help us move forward, quicker going forward. And then the third piece that I mentioned finally are on the ops upskilling going forward.

[00:35:37] It's absolutely critical that we upskill our workforce in the U S for many years, and we've seen the charts and the data around the amount of retiring workers in the manufacturing sector. So we have a lot of skills and knowledge that will believe in manufacturing and have already left.

[00:35:56] So to replace those individuals, we need [00:36:00] individuals who will. Who of the younger younger demographic who with one come in with knowledge of processes, but the ones that are coming in, they're not interested in our grandfather's factory. They're more interested in what can I do differently in this space with the use of technology and innovation to do twice as much work in half as much time.

[00:36:25]Which is a good thing. We want them to come in with that mindset and I think . With the advancements in technologies, we'll be able to do that. But what would be critical? Is to be able to upskill them, give them the right skill sets around these technologies around the production processes, as well as there's going to be a tremendous amount of marketing and PR to get folks interested in Manufacturing.

[00:36:47]Because manufacturing is is a very exciting sector. It's buzzing. And it's actually has quite a lot of open jobs, frankly that need to be filled, but we need to up-skill [00:37:00] individuals to fill those jobs.

[00:37:03] Trond Arne Undheim, host: [00:37:03] You have just listened to episode 27. Oh, the Augmented podcast with host Trond Arne Undheim.

[00:37:08] The topic was industry 4.0 tools and analytics. Our guest is Carl B. March director of industry 4.0 and Stanley black and Decker. In this conversation, we talked about what industry 4.0 means. The importance of up-skilling the entire manufacturing industry and the lessons from Stanley black and Decker's digital transformation journey.

[00:37:32] My takeaway is that industry 4.0 requires a mindset shift, not just technology adoption. It's not just about you, whether you in this case is a big company or a top leader rather. It is about bringing people, partners, SMEs, and the entire ecosystem along to do so openness to learn having a strategic roadmap.

[00:37:58] So not to chaise [00:38:00] all shiny objects and investing in lighthouse factories that can eliminate the possibilities are each important ingredients. 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 20, that digitalization of Körber episode 14, bottom up and deep digitalization of operations and episode 9, the fourth industrial revolution post COVID-19. Augmented upskilling the workforce for industry 4.0 frontline operations.

 

Carl B. March

Director, Industry 4.0, Stanley Black & Decker

Carl B. March currently holds the position of Director, Industry 4.0 at Stanley Black & Decker. In this role, he leads the Analytics value stream and is responsible for sponsoring and leading how the company engages externally with sharing and scaling Industry 4.0 best practices. Over the course of his career, he has spent more than 20 years in Manufacturing in various roles in operations, Operational Excellence, Technology and Analytics.

Carl has a wealth of experience in the areas of Maintenance, Asset Management, Reliability Engineering, and Lean Operations. He also holds an undergraduate degree in Mechanical Engineering and a graduate degree in Automotive Systems Engineering. His list of publications include technical papers written for the ASME International Mechanical Engineering Congress as well as the IMechE International Journal of Automobile Engineering and other industry periodicals and reference texts. Carl has had had proven success in numerous industry sectors, in the application of optimization methods leading to higher levels of equipment reliability, operability and maintainability. His passion and focus has been in the transfer of knowledge in Reliability and Asset Optimization Techniques, RCM, TPM, Lean, Root Cause Analysis and Reliability Excellence to clients and teams worldwide seeking to achieve manufacturing distinction.

Carl also attained a significant level of professional recognition as a licensed Professional Engineer (PE), a Certified Reliability Engineer (CRE) by the American Society for Quality, a Certified Maintenance and Reliability Professional (CMRP) by the Society of Maintenance and Reliability Professionals and a Certified Smart Industry Readiness Index (SIRI) Assessor by the SIRI Institute.