Manufacturing - August 2022

August 2022 | manufacturingdigtal.com

DIVERSE MANUFACTURING WORKFORCE TIPS TECHNOLOGY/ AI AND DATA-DRIVEN INSIGHTS AT WORK AT APSEN TECHNOLOGY AI & AUTOMATION/ MIKA TIENHAARA OF ROCSOLE ON MANUFACTURING AND AUTOMATION SUSTAINABILITY/ RICK WINICK HONEYWELL’S VP OF AUTOMOTIVE REFRIGERANTS ON EVS

MICROSOFT’S ÇAĞLAYAN ARKAN EXPLORES THE SUPPLY CHAIN FEATURING:

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The Manufacturing Team EDITOR-IN-CHIEF

HELEN ADAMS CHEIF CONTENT OFFICER

SCOTT BIRCH

PRODUCTION DIRECTORS

GEORGIA ALLEN DANIELA KIANICKOVÁ PRODUCTION MANAGERS

PHILLINE VICENTE JANE ARNETA MARIA GONZALEZ

CHEIF DESIGN OFFICER

MATT JOHNSON

CEATIVE TEAM

OSCAR HATHAWAY SOPHIE-ANN PINNELL HECTOR PENROSE SAM HUBBARD MIMI GUNN JUSTIN SMITH REBEKAH BIRLESON JORDAN WOOD DANILO CARDOOSO CALLUM HOOD MARKETING MANAGER

KAYLEIGH SHOOTER

VIDEO PRODUCTION MANAGERS

MARKETING DIRECTOR

KIERAN WAITE

JASON ANDIKA-SMITH

DIGITAL VIDEO PRODUCERS

MEDIA SALES DIRECTOR

MARTA EUGEND ERNEST DE NEVE THOMAS EASTERFORD DREW HARDMAN JIINGXI WANG JOSEPH HANNA PROJECT DIRECTORS

CRAIG KILLINGBACK MIKE SADR

JAMES WHITE

MANAGING DIRECTOR

LEWIS VAUGHAN

CHIEF OPERATIONS OFFICER

STACY NORMAN CEO

GLEN WHITE

FOREWORD

Democratised technology and diverse workforces in manufacturing In August’s Manufacturing Digital, we look at how AI can help manufacturers skip mundane tasks and how automation can lower emissions, as well as the future of electric vehicles and Microsoft’s continued journey to help both businesses and individuals thrive Hello Manufacturing Digital readers,

“We share the

manufacturing industry’s Top 10 tips for building diversity within a company to create a stronger, wiser workforce”

It’s good to see you again and welcome back to another jam-packed issue!

This month, we spoke to a variety of leaders from the manufacturing sector, to get new perspectives on emerging technologies. Çağlayan Arkan, Microsoft’s VP Global Strategy & Sales Lead for Manufacturing & Supply Chain, explains ‘the art of possible’ and how Microsoft’s mission to democratise technology helps businesses to operate. Rick Winick, Honeywell’s VP and General Manager of Automotive Refrigerants, discusses getting electric vehicles on the road and managing power consumption. Rocsole’s Mika Tienhaara explores lowering greenhouse gas emissions from the manufacturing industry with automation, and, at Aspen Technology, Mike Brooks explains how AI helps manufacturing workforces and prevents downtime.

Lastly, we share the manufacturing industry’s Top 10 tips for building diversity within a company to create a stronger, wiser workforce.

Keep looking up and ploughing on,

MANUFACTURING GLOBAL MAGAZINE IS PUBLISHED BY

HELEN ADAMS

Helen.Adams@bizclikmedia.com

© 2022 | ALL RIGHTS RESERVED

manufacturingglobal.com

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CONTENTS

Our Regular Upfront Section: 10 Big Picture 12 The Brief 14 Timeline: The Opiod Crisis 16 Trailblazer: Herbert Deiss 18 Five Minutes With: Art Figueroa

24

Claroty

Protecting society with cyber-physical security

38

Cloud Edge

Microsoft’s Çağlayan Arkan explores the supply chain

46

Tech Mahindra

Facilitates the digital transformation journey

58

Sustainability

Rick Winick Honeywell’s VP of Automotive Refrigerants on EVs

66

Ai and Automation

Mika Tienhaara of Rocsole on manufacturing and automation

74

82

AI and data-driven insights at work at Aspen Technology

Tips for a diverse manufacturing workforce

Technology

Top 10

MARCH8.COM

IS HERE Telling the stories of driven, ambitious women in business and society...

VIS IT NOW

E D U C AT E • M OT IVAT E • E L E VAT E

VI SI T N OW

BIG PICTURE

Brent De Ranter instagram instagram.com/brentderanter

10

August 2022

Vietnam Vietnam’s multilateral free-trade agreements and competitive labour costs are making it a more attractive option for manufacturers to export their jobs to than neighbouring China, which has been hampered by lockdowns and ongoing political strife. Manufacturing contributes to one third of Vietnam's GDP.

manufacturingdigital.com

11

THE BRIEF “OUR GOAL IS TO ENSURE CLIENTS HAVE THE DATA, SUPPLY CHAIN TOOLS AND BLOCKCHAINBASED SOLUTIONS FOR MANUFACTURING TO MINIMISE WASTE”

BY THE NUMBERS The manufacturing industry is making an effort to diversify, with BAME representation at just 5%

5%

Jinender Jain Senior Vice President and Sales Head UK and Ireland Tech Mahindra READ MORE

HONEYWELL’S VP OF AUTOMOTIVE REFRIGERANTS DISCUSSES ELECTRIC VEHICLES Rick Winick, Honeywell’s VP and General Manager of Automotive Refrigerants, discusses electric vehicles, chemical manufacturing technology and range anxiety

“WHILE INDUSTRY 4.0 SAW CONNECTIVITY, INDUSTRY 5.0 HARNESSES SMART DEVICES” Simon Chassar CRO Claroty READ MORE

READ MORE

MIKA TIENHAARA OF ROCSOLE ON MANUFACTURING AND AUTOMATION

The manufacturing industry contributes almost a quarter of anthropogenic GHG emissions. With automation, Rocsole’s Mika Tienhaara, an innovator and manufacturing entrepreneur, believes that this can change READ MORE

AI AND DATA-DRIVEN INSIGHTS AT WORK AT ASPEN TECHNOLOGY Mike Brooks has worked across the world in the manufacturing sector. He’s been with AspenTech for six years and uses AI to reduce downtime READ MORE

12

August 2022

 CODECLAN Digital skills academy CodeClan offers manufacturers the skills they need to outperform automation – from transferable skills to specific ones in manufacturing

Microsoft’s Çağlayan Arkan explores the supply chain “My job is to help all customers to rethink how they operate, rethink their workforce – supply chain, security, data, cultural shifts, as well as anything and everything that they worry about,” said Çağlayan Arkan, Vice President, Global Strategy and Sales Lead, Manufacturing & Supply Chain at Microsoft . Arkan is excited to be at the front of the digital age and a part of Microsoft’s transformation.

“I’m so fortunate to be doing what I’m doing, because it’s a historical point,” he explains.

“Microsoft has one of the most ambitious and broadest mission statements, and that really is very attractive.“Technology has changed both personal lives and how businesses operate.

It’s part of Microsoft’s mission, in terms of, ‘we democratise technology and now, we’re going to democratise digital transformation’.

Being part of that, being able to influence something that is so impactful – I don’t know how life gets any better.”

 NTT DATA & MICROSOFT AZURE A new report on migration and supply chains from NTT DATA explored how manufacturing enterprises can leverage the power of Microsoft Azure, to increase flexibility and resilience  CHINESE MANUFACTURING Lockdowns, politics and trade wars are getting in the way of China’s position as the ‘factory of the world’. Companies are leaving the country for other productive Southeast Asian countries, like Vietnam, Japan and Indonesia  RISING COST OF RAW MATERIALS Bibby Financial Services helps SMEs to grow. New data from BFS shows that inflationary pressures are stretching manufacturers, with 38% describing themselves as ‘just about breaking even’.

W I N N E R S AUG22

L O S E R S

manufacturingdigital.com

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TIMELINE

THE OPIOID CRISIS In the 1990s, opioids were prescribed for pain management, as they reduce the nervous system’s reception of pain and increase feelings of pleasure.

Opioids became very popular – and addictive. Higher doses can slow heart rate and breathing, which is where they become dangerous. Since 1999, over 500,000 people have died from an opioid overdose.

1993

1996

A prescription for pain

The arrival of OxyContin

Drug use, addiction and overdoses have devastated communities and families for centuries, but this is a whole new scale.

In the 1990s, doctors began prescribing opioids for pain management. It wasn’t till 1993 when doctors noticed a rise in overdose deaths, especially from those mixing the opioid with other substances.

Purdue Pharma, which is owned by the Sackler family, began selling the opioid OxyContin in an aggressive marketing campaign, claiming users could take their lives back from chronic pain, with little risk of addiction. It took just a few years for annual sales to reach US$1bn.

14

August 2022

2022 US court rules drug distributors not responsible for opioid crisis

2013 Synthetic opioids

2007 Purdue Pharma charged for downplaying the risk of addiction in OxyContin

‘The Third Wave’ arrived when addicts began to overdose on manmade opioids, designed to mimic natural ones.

For example, Fentanyl is much stronger than heroin. Dealers will sell their pills, cocaine or heroin itself, laced with fentanyl for a stronger hit.

Users are unaware and this causes an overdose.

A judge ruled in favour of drug distributors, AmerisourceBergen Drug Co., Cardinal Health Inc. and McKesson Corp., in a lawsuit which accused them of causing a health crisis in Cabell County, where 10% of the population is or has been addicted to opioids

A federal court heard that Purdue Pharma misled regulators, doctors and their patients on the potential of developing an addiction from OxyContin.

Purdue Pharma was charged with misbranding and downplaying the risk of addiction. Three executives plead guilty and Purdue Pharma settled US$635mn. manufacturingdigital.com

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TRAILBLAZER

Herbert Deiss – one of the world's best CEOs at Volkswagen In October 1958, Herbert Diess was born in Munich.

At the city’s University of Applied Sciences, Diess studied vehicle technology in 1977and later took on mechanical engineering at Munich Technical University, where he graduated in 1983.

D

r. Herbert Diess went on to work as a scientific assistant at the Institute for Tool Machines and Plant Management of the university which he had just graduated from. In 1987, he secured a doctorate in the field of assembly automation. He then worked at the Assembly Automation Department of the Institute for Tool Machines and Plant Management.

Diess moved to Spain in 1990 and was appointed Technical Director, Planning and Maintenance, of the Robert Bosch plant in Treto, where he later became General Manager.

16 August 2022

Working in the UK with BMW In 1996, Dr. Herbert Diess joined BMW AG in his beloved Munich as Director, LongTerm and Structural Planning and later he worked in the Engineering and Technology Division.

At BMW’s Birmingham plant in the UK, Diess took on the role of Director. He worked around the country, moving later to Oxford and was also appointed Director of BMW Motorcycles.

Volkswagen AG By 2015, Diess felt like a change and moved to Volkswagen AG. In his first role, he was appointed to the Supervisory Board of Volkswagen AG as Member of the Board of Management and

Chairman of the Board of Management of the Volkswagen Passenger Cars brand.

Two years after Diess was appointed, the Volkswagen Group overtook Toyota as the largest car manufacturer in the world.

In 2017, the Japanese lean manufacturer produced 10.18mn vehicles, while Diess and his global team produced 10.31mn. The following year, Diess was made Chairman of the Board of Management of Volkswagen.

Electric vehicles at the Volkswagen Group Despite reigning supreme in car production, Diess is aware that the automobile industry

must make radical changes for electric vehicles in order to reach Germany’s sustainability goals.

"The customer needs the correct infrastructure to be put in place to live with the cars,” Diess said at the Financial Times’s Future of the Car summit.

Yet work to achieve this has been impacted by COVID-19 and now Russia’s invasion of Ukraine. While Diess has said he supports maximum sanctions against Russia, he has also warned that “another supply chain disruption could cause scarcity of energy and inflation.”

“ This transition into EVs has certain constraints. The plan to get to 50% EV by 2030 is extremely ambitious” 10.31mn

Under Diess’ management, Volkswagen beat Toyota as the world’s biggest car manufacturer.

In 2017, Toyota built 10.18mn vehicles, while Volkswagen produced 10.31mn. manufacturingdigital.com

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FIVE MINUTES WITH...

ART FIGUEROA

VICE PRESIDENT OF OPERATIONS AND QUALITY, NA & EMEA AT SMITH ART FIGUEROA MANAGES OPERATIONS, ANTI-COUNTERFEITING EFFORTS, SECURITY AND CORPORATE SUSTAINABILITY EFFORTS. HE LEADS TEAMS FOCUSED ON AUTOMATION TO PROVIDE CUSTOMERS WITH SOLUTIONS AND TO HELP RUN SMITH’S OPERATION HUBS EFFICIENTLY.

Q. HI ART! PLEASE INTRODUCE YOURSELF AND YOUR ROLE.

» “I currently serve as Vice

President of Operations and Quality, NA & EMEA at Smith, where I manage our operations, logistics, anticounterfeiting efforts, security, facilities, and corporate sustainability efforts. Day to day, I focus on making sure that a quality product ships to our customers in a timely manner.

As part of our ongoing continuousimprovement efforts, I lead various teams that are focused on automation, systems, processes, and training, all in an effort to provide our customers with timely solutions and to help run Smith’s state-of-the-art operations hubs around the world even more efficiently.”

Q. TELL US ABOUT YOUR EDUCATION AND CAREER PATH.

» “Over the course of my 18-year

career at Smith, I have held several roles, all with increasing levels of responsibility. I previously served as Manager and then Director of Security and Facilities, overseeing our corporate security efforts and global real-estate transactions. Before I joined Smith in 2004, I was in management at Securitas, a security services provider, and at Questia. I received my Bachelor of Arts in political science from the University of Houston.”

18

August 2022

“I PREFER TO CONSIDER THEM NOT AS CHALLENGES BUT AS OPPORTUNITIES TO MAKE SOMETHING BETTER”

Q. WHAT IS SMITH?

» “Founded in 1984, Smith sources,

Q. WHAT LED YOU TO THIS INDUSTRY?

» “My interest in this industry is

rooted in the dynamic and everchanging nature of the distribution business model. There are so many factors that influence a supply chain, such as domestic and global economic uncertainty, natural disasters and shortages. I wanted to be part of an organisation that would challenge me and allow me an opportunity to grow professionally. Smith presented the ideal opportunity.”

manages, and distributes the electronic components that go into everything from mobile phones and computers to appliances and automobiles.

“In 17 cities around the world, our employees communicate in 50 languages and dialects and buy and sell components 24 hours per day. Smith is always moving: helping manufacturers navigate market shifts; customising supply chain solutions; testing components using cutting-edge technology.

“Smith’s testing and logistics hubs in Houston, Hong Kong, and Amsterdam cover critical areas like quality management, counterfeit prevention, and environmental safety. Smith’s operations, purchasing, and sales worldwide are seamlessly integrated with the company’s global IT infrastructure, offering real-time, global inventory and logistics visibility.” manufacturingdigital.com

19

FIVE MINUTES WITH...

Q. TELL US ABOUT AUTOMATION IN OPERATIONS.

» “Quality control is at the core

of Smith’s business, and many of our automation capabilities help maintain a safe and secure supply chain. Our products go through key quality checkpoints even before they’re sourced with our in-house-developed, advanced supplier rating system.

Smith’s procurement teams support counterfeit mitigation by comprehensively vetting suppliers on the front end before purchasing products. Once the product arrives at our operations facilities, Smith approaches quality assurance proactively, from visual inspection to destructive and nondestructive testing in our certified labs. Over the past year and a half, we have invested over US$2mn globally in equipment and process automation inside our three state-of-the-art distribution centres.”

Q. WHAT HAS BEEN YOUR GREATEST CHALLENGE AT SMITH?

» “I prefer to consider them not

as challenges but as opportunities to make something better. As an organisation, we are always looking ahead and constantly searching for ways to improve our processes and capabilities. Our goal is to consistently exceed customer expectations.”

Q. DURING YOUR TIME HERE, WHAT HAS BEEN YOUR BIGGEST LESSON?

» “Over the course of my career at

Smith, I have learned many lessons, but the biggest lesson is to maintain open and continuous lines of communication across all levels – both internally, within the organisation, and – most importantly – externally, with our customers. Transparency and honesty are critical elements of communication and provide the foundation for successful partnerships.”

“QUALITY CONTROL IS AT THE CORE OF SMITH’S BUSINESS AND OUR AUTOMATION CAPABILITIES HELP MAINTAIN A SECURE SUPPLY CHAIN” 20

August 2022

Q. HOW DO YOU SEE SMITH EVOLVING OVER THE NEXT 12 MONTHS?

» “Smith will continue to evolve

with the industry as it grows and innovates to keep meeting our customers’ requirements for their technological products.

“Evolving at Smith typically means investing in our people, places, and processes around the world.

We opened our Global Services hub in Houston earlier this month, and, later this year, we will open a warehouse in Singapore. Our expansion into growing markets such as IT asset disposition and sourcing semiconductors for other rapidly innovating industries such as healthcare and automotive sectors have driven us to acquire more distribution space.

“Our global teams look forward to being a resource for companies during the ongoing semiconductor shortage and beyond.” manufacturingdigital.com

21

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Creating Digital Communities

24

August 2022

CLAROTY

PROTECTING SOCIETY WITH CYBER-PHYSICAL SECURITY WRITTEN BY: GEORGIA WILSON PRODUCED BY: GLEN WHITE

manufacturingdigital.com

25

CLAROTY

Simon Chassar, CRO, Claroty, reflects on the last two years, the maturity landscape of those in critical infrastructure sectors and Industry 5.0

I

In the business of building technology to protect critical infrastructure environments, Claroty’s core mission is to secure the cyber-physical systems used to run hospitals, power grids, oil pipelines, water utilities, and many other essential services that we depend on every day.

“We have unique skills and a unique technology platform that is specially designed to detect, manage, and protect all connected devices within the four walls of an operational site, whether it’s industrial, medical, or commercial,” says Simon Chassar, chief revenue officer, Claroty.

“Claroty has evolved significantly since I joined. When I started, the company was on a growth trajectory. There was an increase in the number of attacks in the critical infrastructure environments and increasing regulation. In the years following 2013, there has been a 3900% increase in ransomware attacks in these environments.

“Since joining, we have established a structured organisation, increased our headcount and client base, and grown our revenue year on year by 100%. All of that growth has helped us to stay ahead of threats and to better serve our customers, protecting them from malactors taking advantage of the weaknesses within the critical infrastructure.”

26

August 2022

2015 Year founded

450+ Number of employees

Example of an image caption manufacturingdigital.com

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CLAROTY

Simon Chassar TITLE: CHIEF REVENUE OFFICER INDUSTRY: INDUSTRIAL CYBERSECURITY LOCATION: SURREY, UNITED KINGDOM

EXECUTIVE BIO

Simon Chassar is Chief Revenue Officer at Claroty, where he leads the global sales organisation including territories, partnerships, sales engineers, sales development, and revenue operations. He brings more than 20 years of IT industry experience across the go-tomarket on hardware, software, and services at multinational organisations such as NTT, Cisco, Avaya, VMware, and Actifio. Prior to joining Claroty, he served as CRO of the security division of NTT, where he ran a sales channel, and marketing organisation of more than 300 people, delivering over $1.5 billion in revenue across products and services. Chassar is part of the World Economic Forum for Oil & Gas Security.

28

August 2022

“ Since joining, we have established a structured organisation, increased our headcount and client base, and grown our revenue year on year by 100%” SIMON CHASSAR

CHIEF REVENUE OFFICER, CLAROTY

Claroty: protecting society with cyber-physical security

On the cusp of a revolution: Industry 5.0 From the mechanisation of production through to automation and connectivity, the industrial sectors are on the cusp of a new evolution: Industry 5.0.

“While Industry 4.0 saw connectivity of the end-to-end processes, Industry 5.0 harnesses all these other smart devices out there to effectively drive the optimisation of factories and production; humans and intelligent devices through connectivity,” says Chassar.

He adds, “Increasingly, we are seeing those in the industry look at how they can optimise further by reducing waste, accelerating production, reducing energy, and improving health and safety through greater connectivity – not only in production, but across different functions and supply

chains, as well as automating functions where possible.

“We are on that cusp now, where more organisations are heading in this direction regarding their future strategies. But, with greater connectivity of machines comes greater exposure to new kinds of cyber threats, which the machines are often not equipped to withstand. Ensuring that connectivity goes hand-in-hand with security is imperative for ensuring the safety and resiliency of the world’s critical infrastructure.”

The maturity landscape of those in the industrial sector Although most organisations (60%) are only now going through the awareness phase and beginning to understand that they have these connected assets in their industrial environments, many continue to struggle to determine how they communicate or where they are located. manufacturingdigital.com

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Digital Safety + Process Integrity = Cybersecurity for Industrial Environments With over 100 years of combined OT/IT Industrial, Enterprise and C-suite experience, Velta Technology helps clients: • Take proactive steps to protect Operational Technology (OT) from adverse cyber events • Discover and correct vulnerabilities relating to physical outcome producing equipment • Facilitate internal discussions between OT, IT, and the C-Suite to ensure cybersecurity ownership on the plant floor

Velta Technology Get Safer Sooner.

Industrial Environments, IIoT and Digital Safety Craig Duckworth, President and Co-Founder of Velta Technology, discusses IIoT, cybersecurity and partnering with Claroty to stay on top of the industry Craig Duckworth is the President and one of the co-founders of Velta Technology, providing Digital Safety, operational integrity, and cybersecurity for industrial manufacturing and critical infrastructure environments. “Communication between IT and Operational Technology (OT) teams is vitally important, and we believe OT needs to own the safety and security of the plant floor. IT security tools and solutions can’t be overlayed onto equipment in the Industrial Control System (ICS) environment. The two environments and skillsets to successfully manage and protect are very different.”

Velta Technology’s partnership with Claroty Velta Technology’s leadership team made the strategic decision to work only with top industrial cybersecurity companies – with Claroty a leader in asset visibility and

asktheexperts@veltatech.com

monitoring solutions for industrial networks.

“We bring value to Claroty’s clients because of our deep understanding of the inner working of OT and IT environments, and the full potential of their industrial security solution. Velta Technology is not an IT cybersecurity technology company trying to move into the OT space. We understand process integrity and the inherent risks of plant floor equipment, which are unique to industrial environments. We help our mutual clients fully embrace what Claroty and our expertise at Velta Technology can offer.”

A unique Velta Technology advantage is their team. “Our leadership team has over a hundred years of OT practitioner experience, and team members are degreed engineers that understand process integrity, ICS environments, and how to maximize Claroty’s solutions within the OT space,” said Duckworth.

The Future of IIoT and OT according to Velta Technology Over the next year, Duckworth sees Velta Technology poised for continued growth as a market leader. “Our deep understanding of the Claroty platforms combined with our rich knowledge of Industrial Control Systems, allows Velta Technology to highlight the value of Claroty and what they do for the OT space.”

Learn more

“Because of this, many organisations were not prepared for the last few years and remain unprepared for the years to come,” explains Chassar.

“Currently, only 30% of organisations actually understand their assets, know how they communicate, and where they are located – and even fewer, 10%, have full vulnerability awareness of every single asset within their production and operational environments, understanding how they communicate and how they can mitigate threats,” he adds.

32

August 2022

While awareness is on the rise, the industry needs to be quicker if it is to successfully tackle malactors as they enhance their sophistication and maturity level.

“In most cases, malactors or cyber criminals are effectively mimicking what would be a normal OT operator: they get inside the environment, start to learn and understand it – and, in most cases, more so than the companies themselves. So the discussion now at a boardroom level is how the industry can mitigate these risks because it is now a question of business continuity,” says Chassar.

CLAROTY

“While Industry 4.0 saw connectivity of the end-to-end processes, Industry 5.0 harnesses all these other smart devices out there to effectively drive the optimisation of factories and production between humans and machines” SIMON CHASSAR

CHIEF REVENUE OFFICER, CLAROTY

“Compliance and governance are also driving this need for organisations to take action and develop a standard framework.”

Innovations in cybersecurit When it comes to innovation, Chassar is seeing clear investments being made in Claroty’s deep domain expertise area within industrial environments.

“Organisations are innovating in network policy segmentation, user identity permissions, and network policy management to mitigate risks,” he says.

“I’ve also started to see more innovation in secure access, making sure that organisations have specific tools to access the physical systems' environment for every user and that can only be accessed by that user. This reduces the possibility of back door risks to the industrial environment.”

Being prepared for a cyber attack “If an organisation doesn’t have a policy or project underway, then they should start one immediately,” says Chassar.

He explains that it is imperative to understand where the assets are, how they communicate, and where they are most vulnerable. Once they start this process, the organisation needs to get to at least the same level of understanding as the criminals in order to manage this risk. manufacturingdigital.com

33

Intelligent Cybersecurity since 2012

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Kudelski Security OT/ICS Solutions

CLAROTY

CLAROTY AND ITS PARTNERSHIPS “The next step on from this is to look at who has access to the environment and control that access. Knowing who’s connected, when, where, and to what system is critical. Then organisations should look at how to respond to and recover from potential attacks, and, finally, look at how they can detect attacks,” explains Chassar.

Chassar also emphasises the importance of deploying the best technology. “With one hour of downtime having the potential to cost

“ With this greater interconnectivity of machines comes greater exposure to risk, so we have to make sure that we protect these newly formed connections”

Dedicated to building a safer society and protecting all critical infrastructures and industries, Claroty strives to build the best technologies to maintain the supply of essential products and services – healthcare, fuel, energy, food, water – by protecting them from threats as they become increasingly interconnected.

“Our aim is to build the best technology and provide the best research to make everyone aware of the vulnerabilities out there and report on what the cyber criminals are up to, so our partners are critical to our delivery.

We have an array of partners working with us, from advisors to system integrators, managed services and automation vendors,” says Chassar.

“We have a broad range of partners that help our customers to protect themselves against the adversaries out there to create a safer society.”

SIMON CHASSAR

CHIEF REVENUE OFFICER, CLAROTY manufacturingdigital.com

35

“ Currently, only 30% of organisations actually understand their assets, know how they communicate, and where they are located – and even fewer, 10%, have full awareness of the risks and vulnerabilities affecting these assets and how to mitigate them” SIMON CHASSAR

CHIEF REVENUE OFFICER, CLAROTY

36

August 2022

CLAROTY

80%

of respondents experienced an attack

47%

reported an impact on their OT/industrial control system environment More than 60% paid the ransom

52%

paid more than US$500,000

90%

disclosed the incident to their shareholders or authorities

60%

are centralising both OT and IT governance under their CISO

62%

are supportive of government regulators enforcing mandatory and timely reporting of cybersecurity incidents that affect IT or OT/ICS/XIOT systems The global state of industrial cybersecurity independent survey results, 2021: Resilience amid disruption, Claroty

a manufacturer £5mn, deploying the best technology that you can helps you gain a full understanding of the risks and vulnerabilities within your environment. It can also help to identify early signs of anomalous behaviour, so that you can find out if a process is not operating as it should be before any damage is done,” says Chassar.

What does the future hold?

Over the next 12 to 18 months, Chassar expects to see an increase in the volume of regulations centred around critical infrastructure environments. “There are already many regulations underway in the United States, Australia, and Germany, and I believe that this will, in turn, drive the next wave of reporting compliance,” says Chassar.

“I expect to see more innovation when it comes to the Extended IoT (XIOT) which will drive IT security and control vendors to partner with domain specialists – like Claroty – to deliver a much more holistic cybersecurity strategy.

“Collaboration and shared knowledge will be a key trend in the future to enrich each other's understanding of a very complex environment.

“I also see society placing more demand on factories to be faster and more efficient in the way they produce goods, as well as being more eco-aware by using less energy and reducing waste. With this, though, an increasing number of physical systems will become connected that will need protecting.

Finally, I see a greater use of cloud technology as we see Industry 5.0 accelerate and organisations look to how they can be more interconnected with end-to-end efficiency, as well as be more energy efficient.”

manufacturingdigital.com

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CLOUD EDGE

MICROSOFT’S ÇAĞLAYAN ARKAN EXPLORES THE SUPPLY CHAIN Çağlayan Arkan, Microsoft’s VP Global Strategy & Sales Lead for Manufacturing & Supply Chain, gives his take on digital factories and ‘the art of possible’ WRITTEN BY: HELEN ADAMS

Ç

ağlayan Arkan leads Microsoft’s manufacturing and supply chain business globally, helping manufacturers run complex global supply chains.

“My job is to help all customers to rethink how they operate, rethink their workforce – supply chain, security, data, cultural shifts as well as everything and anything that they worry about.”

As manufacturing moves from the industrial age to a digital age, Arkan is inspired by the role that Microsoft plays within the partner ecosystem.

“I’m so fortunate to be doing what I’m doing, because it’s a historical point,” he explains.

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August 2022

It’s an experience Arkan rightly deserves: after working across Türkiye and now based in Bellevue, Washington, he has had a hand in manufacturing from all sides. After undertaking internships and projects on factory floors, he went on to gain an MBA in Industrial Engineering.

“I had over a decade of entrepreneurial time, owned a bunch of companies with partners, walked away from that and joined Siemens. That was me coming back to automation, energy, manufacturing and high tech.”

Now, Arkan is a part of Microsoft’s transformation.

CLOUD EDGE

manufacturingdigital.com

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CLOUD EDGE

“ There’s no right or wrong way to start, and it has to make sense for your business” ÇAĞLAYAN ARKAN

VP GLOBAL STRATEGY FOR MANUFACTURING & SUPPLY CHAIN AT MICROSOFT.

“Microsoft has one of the most ambitious and broadest mission statements, and that really is very attractive for people like me, that are all about leading with their vision and helping others,” said Arkan, but he is clear he was most excited about the technology at the company.

“Technology has changed both personal lives and how businesses operate. It’s part of Microsoft’s mission, in terms of, ‘we democratise technology and now, we’re going to democratise digital transformation’.

Being part of that, being able to influence

something that is so impactful – I don’t know how life gets any better.”

The ‘art of possible’ and smart manufacturing at Microsoft Arkan’s observations from time spent travelling around the globe, talking to customers every day of all sizes and different verticals, have led him to understand that not all leaders understand what Microsoft technology has to offer.

According to Arkan, in an ideal world, if everyone knew what technology had to offer, we would already have a sustainable world, with sustainable operations and supply chains.

“We would have moved our workforce to the digital age and reskilled them,” he asserts. manufacturingdigital.com

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CLOUD EDGE

“ Manufacturing is about growth, employment, innovation” ÇAĞLAYAN ARKAN

VP GLOBAL STRATEGY FOR MANUFACTURING & SUPPLY CHAIN AT MICROSOFT.

It is part of his job at Microsoft to create awareness and inform everyone, from individual users to large enterprises, about how to become a digital entity.

“My role is to meet them where they are, go through their journeys and move them towards their own ‘art of possible’, however they define it,” Arkan says.

Kawasaki partnered with Microsoft to build industrial robots and, in doing so, started with their own digital twins of their industrial robots.

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“We put them in a manufacturing environment, created a digital twin of that manufacturing environment, including robots, and then ended up moving to a metaverse view of assets, all coming together in a virtual environment.”

That’s the new world. The pandemic has taught manufacturers that manufacturing can no longer be kept in what Arkan calls the ‘Dark Ages’.

“That was the past. Everything was offline.

Every data source was siloed and everything was manual. Well, until the pandemic happened. Now, everyone wants to have business continuity and resiliency and, for that to happen, those remote capabilities, digital twin capabilities, and smart manufacturing capabilities are important.”

But why does it matter?

Çağlayan Arkan presents the Art of Possible: Reimagining the future of manufacturing with AI

“Because manufacturing is about growth. It’s about employment. It’s about innovation. It’s about competitiveness at all levels, not limited to enterprises. Then, in this world, you have to do all of that very, very sustainably, and you have to ensure cybersecurity.”

All of those require partnerships and Microsoft is ready in terms of whatever is required from technology.

“We’re empowering our customers to actually think about the business and how they want to differentiate themselves, how they want to change their own culture and bring their people together in that journey.”

Supply chain challenges at Microsoft At this point, supply chain challenges in manufacturing are no longer front page

news. What the manufacturing sector has seen is lack of visibility in supply chains.

“I don’t know how many conversations I had with customers in terms of ‘I can’t see my inventory. I don’t know if my contract manufacturers are manufacturing for me, my tier one, tier two suppliers’ – how do you find your goods and how do you still reroute, reinsure? All of that is all about visibility, being able to not only react, but also predict things. All of those are things that we’re working on.”

For Microsoft, the greatest supply chain challenge has been managing its data.

“I think today, in supply chains, there are two things that are very critical to figure out. One, we talked about the data challenges on the plant floor. Supply chain includes the manufacturing operations, manufacturingdigital.com

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CLOUD EDGE

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CLOUD EDGE

not only the enterprises, but also the tier one, tier two, even tier three suppliers – so other manufacturing operations that are manufacturing for you. Then you have your logistics providers, you have your warehouses. Depending on what business you’re in, you go to sales, distribution, retail, all of that. It’s a much bigger data challenge.

That is something that we’re working on, in terms of what we call trusted data and being able to provide that data platform to enable supply chains,” explains Arkan.

The other one is, of course, security.

Microsoft is taking care of all aspects.

“Those are the two things that are at the highest level. Then, of course, how do you transform your supply chain and become more intelligent? We call it ‘systems of intelligence’.”

How does Microsoft build those and where do they start?

“We will always say there’s no right or wrong way to start, and it has to make sense for your business,” says Arkan. “Look at your challenges or your opportunities, and then start somewhere and start quickly. Pick your technology partner, because no one can go it alone today.”

All of that requires a lot of intelligence and intelligent systems. Microsoft has it covered.

“We’re empowering our customers to think about how they want to change their own culture and bring their people together” ÇAĞLAYAN ARKAN

VP GLOBAL STRATEGY FOR MANUFACTURING & SUPPLY CHAIN AT MICROSOFT.

manufacturingdigital.com

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FACILITATES THE DIGITAL TRANSFORMATION JOURNEY

Tech Mahindra's Pune Campus in India

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TECH MAHINDRA

WRITTEN BY: TOM SWALLOW PRODUCED BY: BEN MALTBY manufacturingdigital.com

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TECH MAHINDRA

Jinender Jain, Senior Vice President and Sales Head UK and Ireland at Tech Mahindra, explains how it supports the client digital transformation journey

E

very consumer sees digital transformation across multiple facets of society. But as a consumer, it is not always apparent just how much technology plays a role in the development of society and the services consumed en masse on a daily basis.

The digital ecosystem goes beyond phones, computers and other digital products to include the infrastructure behind the scenes that ensures services are operational on a consistent basis to frequent the demand of a growing digital ecosystem. Global consumption of coffee is becoming increasingly more digital; the way we consume advertisements relies on digital media products; and, for anyone still purchasing items with cold, hard cash, digital payment is a process of the future and will develop at a fast, secure rate.

All of the digital solutions that create ease for consumers also produce benefits for business, which is where the demand for technology expertise comes in. One of the leading solutions’ providers, Tech Mahindra, is a leading provider of digital transformation, consulting, and business re-engineering services and solutions firm that makes up part of the Mahindra Group. Headquartered in Mumbai, India, the firm has a global reach, with 1,224 customers around the world, serving 90 countries as they undergo their digital transformations.

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Example of an image caption manufacturingdigital.com

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TECH MAHINDRA

Tech Mahindra facilitates the digital transformation journey

“A year ago, we were talking about the tailwinds becoming headwinds”

Leading the support “Some of the services for businesses operating that you consume, in the UK and Ireland, some of the banking Jinender Jain, Senior that you do, is all Vice President and Sales underpinned by services Head, UK and Ireland, at that we provide to our Tech Mahindra, manages clients, and this is one of client relationships the amazing areas that across different business we help our customers verticals in the nation, serve their customers JINENDER JAIN SENIOR VICE PRESIDENT AND SALES including banking and better,” Jain explains.

HEAD UK AND IRELAND, financial services and “Tech Mahindra is TECH MAHINDRA insurance, healthcare a very purpose-led and life sciences, as well organisation, extremely as retail and manufacturing. focused on our customers. The philosophy The firm prides itself on being a world that we have is the philosophy that Mr leading organisation in the digital space, Mahindra outlined, and that philosophy is leveraging a network of associates in the Rise,” Jain says.

UK and overseas to service its clients.

“Rise means accepting no limits, changing Jain explains how the company is faster and helping our customers achieve embedded in its clients’ processes and the purpose they set out for.” how it has an indirect impact on the One of the major facets of expertise consumer’s experience. at Tech Mahindra is manufacturing, 50

August 2022

TECH MAHINDRA

particularly the digital transformation of the automotive sector, which plays to its strengths as Mahindra Group operates the largest tractor manufacturer in India. This is but one of the areas the company has excelled in over the years since Mahindra Group’s founding in 1945.

As it responds to the trends in the industry, the firm also considers the effects of the global transition to digital with more emphasis on supply chain resilience and better management of resources. Jain also cites COVID-19 and the Ukraine crisis as examples of supply chain volatility and how businesses must prepare for eventualities beyond their current capabilities.

The company has very much witnessed and supported this along with healthcare as the two critical industries affected by the coronavirus pandemic. As a result, the use of blockchain, 5G, artificial intelligence and cybersecurity solutions hold wider applications within its industries and the company’s goal is to ensure that clients are using them to their benefit.

“Our goal is to work with clients very closely to ensure that they have the right data, analytics, supply chain tools and principles, blockchain-based solutions, and the right processes are in place for manufacturing to minimise waste.

Associates

1,224

Customers across 90 countries

TITLE: SENIOR VICE PRESIDENT AND SALES HEAD, UK AND IRELAND INDUSTRY: IT SERVICES LOCATION: LONDON, UNITED KINGDOM Jinender is an accomplished sales leader, expert in Digital Transformation and Solutions, with an outstanding record in securing major Multinational accounts, ideating services and achieving exponential high margin revenue growth.

Global Client Partner for GE. He has published papers on CAR-T therapy and Supply Chain in the past.

Jinender is passionate about running and has participated in London marathon couple of times. He is a member of Mensa and loves reading and playing chess.

EXECUTIVE BIO

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TECH MAHINDRA

Tech Mahindra's office at Queen Victoria Street, London

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It also ensures that supply chains are resilient, and products and services are delivered to their end clients without any delay and in a fast fashion,” says Jain.

Jain also explains that there are two trends among its manufacturing clients that are challenging the ways in which they operate, and Tech Mahindra sees these barriers with the goal of pushing through them to encourage success for its customers.

One of the core reasons why businesses come to Tech Mahindra is agility.

“They want to deliver to their customers in an agile fashion and change faster. They want the customers to have the ability to design a service or car themselves and deliver the products,” says Jain.

Jain also explains that, while its clients want to provide their customers with agile services,

Tech Mahindra's campus in Chennai, India

“ Over the past 13 years the Tech Mahindra – IFS partnership has evolved from us being an implementer of IFS solutions to being a co-developer, a co-creator of industry specific solutions for our global clients” JINENDER JAIN

SENIOR VICE PRESIDENT AND SALES HEAD UK AND IRELAND, TECH MAHINDRA

they aim to improve their own efficiencies to create more flexibility in production.

“They also want to make sure that their factory operations are able to relate and adapt very quickly to any disruption. As such, just-in-time principles on which

manufacturing was built earlier along the theory of constraints, essentially ensures that you have to have a level of competency as well as capability in-house, across the globe; to have resilience built in,” Jain explains.

Overcoming supply chain challenges in manufacturing requires data and intelligence to understand trends in the industry and ensure a constant flow of resources required for production.

Providing a great example of how supply chain disruption can affect a production line, Jain emphasises the need to gather industry data and assess the integrity of certain supply chains, while also planning contingencies in the event of shortages.

This is a particular risk that can be seen in the automotive sector, with companies struggling to procure semiconductors amid the shortage during COVID-19. manufacturingdigital.com

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TECH MAHINDRA

Discussing the technology leader’s ethos behind the factory of the future, this will be achieved in accordance with its four ‘beds’, which describes the approach towards a digital, more sustainable future.

The first aim of this strategy is to digitise manufacturing processes to make them leaner in terms of greenhouse gas (GHG) emissions and is something the firm takes very seriously as it makes a positive impression on the planet. Secondly, the internet of things (IoT) plays a critical role in achieving this as it leverages smart products to provide real-time updates on system inefficiencies and failures.

“ Our goal is to work with clients very closely to ensure that they have the right data, analytics, supply chain tools and principles” JINENDER JAIN

SENIOR VICE PRESIDENT AND SALES HEAD UK AND IRELAND, TECH MAHINDRA

Another of the four beds is centred around reliability and ensuring that all supply chain issues are taken care of whether take involves insight or planning to integrate production quality, production design and field warranties into the equation. Finally, the company is a keen advocate of mobility and the sharing economy.

Digital transformation is a partnership endeavour As the brainchild of a partnership, it is clear that Tech Mahindra recognises the importance of partnerships in achieving business goals. The firm works closely 54

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TECH MAHINDRA

with another technology organisation, IFS, recognised for its leading enterprise software solutions and one of the longest standing partners of the business.

Similar to the rest of the organisation, Jain believes that “partnership is the key to collaborating, co-creating and delivering the goods and the services that our clients need”.

He continues to express the importance of integrating partners in everyday business processes. “For example, to build a car you need parts, software, hardware, PLM software; so many different things.

You need more than a hundred plus things to build one car. I think this is how we work collaboratively and we help co-create. We anticipate the needs of the business based on the industry trends and how the market is behaving,” Jain says.

“Over the past 13 years the Tech Mahindra – IFS partnership has evolved from us being an implementer of IFS solutions to being a co-developer, a co-creator of industry specific solutions for our global clients.”

Tech Mahindra and IFS have a focussed approach to the market and the industries in which we operate, and this allows us to deliver greater value to customers who in turn deliver greater value to their customers.

IFS is uniquely positioned in the market thanks to IFS Cloud – a single, composable technology platform that enables customers to differentiate on service. With specific industry solutions and capabilities for asset management and ERP, what makes IFS really stand out is how this combines with the company’s leading service management capabilities. Never before has there been such high expectations on how a company serves its customers, which makes IFS Cloud’s ability to deliver amazing Moments of Service™ hugely compelling – for many customers, it is their own basis of differentiation. manufacturingdigital.com

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This is well aligned with Tech Mahindra’s goal of helping clients become market leaders and be prepared for what’s coming NXT.NOW. What sets IFS apart is their use of the Business Value Engineering (BVE) framework which creates a tailored success map and engagement model, individual to each customers.

“The BVE frameworks enables this partnership to jointly agree on the scope, value discovery workshops and identifying key drivers for improvement along with client, which is critical to build incremental value for our client.

“Together with IFS, we have delivered value to 30+ clients, helping them unlock 56

August 2022

value out of their ERP investments.

Tech Mahindra’s true strength lies in our depth of the practice, the strength of our relationships with IFS and long-standing mutual customers.

“With one of the largest pools of Certified IFS Consultants and the ability to service customers globally, training and upskilling forms an integral part of our partnership.

Jointly, we have initiated an upskilling programme and identified 50+ Tech Mahindra resources to become IFS-certified on the customised curriculum created by IFS.” The partnership with IFS allows Tech Mahindra to leverage the adverse conditions of the market as it thrives on solving the

TECH MAHINDRA

“Some of the services that you consume, some of the banking that you do, is all underpinned by services that we provide” JINENDER JAIN

SENIOR VICE PRESIDENT AND SALES HEAD UK AND IRELAND, TECH MAHINDRA

business challenges that its customers are facing. Jain refers to this with a great analogy about headwinds and tailwinds.

“A year ago, we were talking about the tailwinds (opportunities) becoming headwinds (challenges or threats), but, in our opinion, digital technology in any product and service is going to grow,” Jain explains.

“If there are economic headwinds, they actually become tailwinds for us. Everyone who wants to service their clients, be it a bank, mortgage application or interest rates, everyone wants to serve them better despite the economy doing so badly.”

While technology adoption is on the rise, there are still many areas to implement

solutions and, as Jain highlights, technology is only integrated into 20% of various products and services, with there being scope to increase this to 50 or 60%. In certain native applications, technology integration can be increased to 100%, which is a major door that the industry is prepared to open.

“I think that revolution is starting to grow,” Jain says. “We are seeing the demand and requirements from various clients who want to optimise themselves and become more efficient.”

Jain believes that the future of technology will be driven towards the programmes that are receiving heavy investment, while Tech Mahindra’s ‘TechMVerse’ will bring together technologies like imaging, video analytics, augmented and virtual reality, and geospatial technology. Excitingly, these new technologies will be embedded in all industries and solutions for the future.

manufacturingdigital.com

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Rick Winick Honeyw VP of Automotive Refrigerants on EVs 58

August 2022

well’s

SUSTAINABILITY

Rick Winick, Honeywell’s VP and General Manager of Automotive Refrigerants, wants to reduce ‘range anxiety’ and get more electric vehicles on the road WRITTEN BY: HELEN ADAMS

F

ounded in 1906, Honeywell International Inc. is a Fortune 100 company headquartered in Charlotte, North Carolina, which focuses on aerospace, performance materials and a range of technologies. Well known for its thermostatic heating control, the company now hopes to do its part in cooling the planet down with efficient electric vehicles (EVs).

Rick Winick, Honeywell’s VP and General Manager of Automotive Refrigerants, caught up with Manufacturing Digital to tell us more.

From chemical manufacturing to Automotive Refrigerants at Honeywell Winick has had a long career in the chemical manufacturing industry, with roles in research and development, business management, marketing and sales. He now serves as Vice President and General Manager of Automotive Refrigerants at Honeywell.

One attitude that’s changed since Winick held this position is the attitude towards electric vehicles.

“Attitudes toward electric vehicles have changed considerably over the last several years,” said Winick.

“Consumer adoption of light EVs has accelerated significantly in just the last three to four years in Europe, China and the United States. EV technology has also seen major advancements allowing more carmakers to enter the EV market with new models offering different designs, longer ranges and lower manufacturer's suggested retail prices (MSRPs). Automakers are regularly announcing aggressive plans to expand EV options over the next five to ten years, and continue to drive enhancements in battery technology and driving range.”

manufacturingdigital.com

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SUSTAINABILITY

“ Energy efficient refrigerants support thermal management systems that minimise power consumption while providing thermal control of the EV’s cabin” RICK WINICK VP AND GENERAL MANAGER, HONEYWELL

Despite rising popularity, the EV market is facing various challenges, from concerns about the exploitation of cobalt miners in the Democratic Republic of Congo to protests from residents close to EV factories who are concerned about the factory’s wastewater disposal.

“There are major challenges for the EV manufacturing industry,” explains Winick.

“This includes extending driving range and driving down the MSRPs of their new EVs to accelerate penetration. The average selling price for a traditional car in the UK is in the £14,000 range, while a well-equipped EV often sells for £44,000 or more.

“As EV makers continue their work to reduce battery power drain and overall vehicle cost, they’re looking for solutions that manage power consumption most effectively.”

Lower GWP refrigerants used in mobile air conditioning systems can support EVs, Winick says.

“All carmakers are dealing with the global phasedown of high-global-warmingpotential (GWP) refrigerants called hydrofluorocarbons (HFCs). As a result, they will need to transition production to economic, lower-GWP solutions. manufacturingdigital.com

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SUSTAINABILITY

“Honeywell invented HFO-1234yf and now offers Solstice® 1234yf – a highly effective HFC replacement product that has the best balance of overall properties allowing thermal control optimisation in EVs. The product is globally available, field proven and requires very minimal changes under the bonnet to use in a light vehicle.

EV models equipped with heat pumps that use HFO-1234yf have the capacity to efficiently cool motors, batteries and other electronic components, as well as heat and cool the cabin.”

“ EV makers continue their work to reduce battery power drain and overall vehicle cost”

Electric vehicles and range anxiety In the modern age, anxiety levels are up – the media reports on natural disasters, terrorism and acts of war with great speed, but it also details what the world could look like if the planet continues to heat up. This

RICK WINICK VP AND GENERAL MANAGER, HONEYWELL

the planet against pollution. This includes eating a plant-based diet, rejecting fast fashion, travelling by train instead of plane, and using public transport to commute. But many people don’t want to give up the freedom and comfort of owning a car – and that’s where switching to an Electric Vehicle comes in, though that comes with some level of anxiety in itself: ‘Range anxiety’.

Join Us in Building a More Sustainable Future

has led to ‘Eco Anxiety’, where people have become frightened about environmental catastrophe. Many are, as a result, changing their lifestyle to do their part in supporting 62

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SUSTAINABILITY

“Range anxiety alludes to the fear that an EV will run out of power before reaching the driver’s destination or a suitable charging station,” explains Winick. “While charging away from home has become more accessible, with fast-charging Level 3 stations now available at many motorway service stations, car parks and on-street locations, research continues to show that range anxiety is still among the top reasons consumers hesitate in making the switch

to EVs. Batteries themselves have been a primary focus for reducing range anxiety.”

Currently, the range of some EVs can be dependent on outside temperatures – meaning that many drivers have the potential of running low on battery in inclement weather conditions far before they would ordinarily anticipate to do so.

According to Winick, the uptake of more energy efficient refrigerants will encourage the uptake of Electric Vehicle usage.

manufacturingdigital.com

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SUSTAINABILITY

“Energy efficient refrigerants such as HFO-1234yf support thermal management systems that minimise power consumption while providing thermal control of the EV’s cabin and electronic components,” explains Winick.

“Over the last 50 years or so, carmakers have typically used a single refrigerant globally in all models and in all regions due to the challenges that come with using multiple refrigerants in the same 64

August 2022

“ Range anxiety alludes to the fear that an EV will run out of power before reaching the driver’s destination” RICK WINICK VP AND GENERAL MANAGER, HONEYWELL

assembly plant. HFO-1234yf is an effective and efficient refrigerant that can be used in both internal combustion engine (ICE) vehicles and in EVs.” Almost every European and American EV maker has concluded that HFO-1234yf can be used effectively in EV heat pump heating, ventilation and air conditioning (HVAC systems).

“By using a heat pump that runs on a refrigerant such as HFO-1234yf, instead of

using an electric heater, the efficiency and range of the EV can be improved, helping to reduce range anxiety,” says Winick confidently.

The EV manufacturing industry will face its present challenges head on and Honeywell is ready. Each year, more efficient methods are put to work to uplift the potential of electric vehicles and reduce range anxiety; Honeywell will continue to search for new solutions to bring this reality closer and make it attainable for consumers. manufacturingdigital.com

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Mika Tienhaara of Rocsole on manufacturing and automation

The manufacturing industry contributes almost a quarter of anthropogenic GHG emissions, something MIKA TIENHAARA of Rocsole wants to change with automation WRITTEN BY: HELEN ADAMS 66

August 2022

AI & AUTOMATION

M “ Learning from mistakes is essential; the sharing culture is critical” MIKA TIENHAARA

ika Tienhaara is an innovator and serial entrepreneur in the manufacturing, energy and automotive sectors. He works internationally from Oslo, Norway, while Rocsole is headquartered in Eastern Finland. The company is an academic spin-off from the University of Eastern Finland, a leading institute for electrical tomography/inverse problems.

“Our mission at Rocsole is to make global industries safer, better, and cleaner,” explains Tienhaara.

“Enterprises have a lot of inefficiencies and accept the status quo of complex and harsh operating conditions, that actionable insights from data are not possible to generate and that there’s a high amount of downtime and unplanned shutdowns.”

Rocsole is challenging this mindset, because by bringing higher efficiency and reducing the number of shutdowns, the industries with the highest carbon emissions and toxic pollution can reduce their carbon footprints.

“We are an essential part of the netzero road map,” says Tienhaara. “Our unique real-time insights can enable our customers to be more energy-efficient and remove bottlenecks. I work with a global reach, as most of our customers are international and we also have many other international partners.”

CEO, ROCSOLE

manufacturingdigital.com

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“ Many manufactured goods at a large scale are required for the electrification and energy transition” MIKA TIENHAARA CEO, ROCSOLE

Tienhaara studied mechanical engineering and manufacturing/production technology in Sweden. He also has a M.Sc. in Energy technology. He started his career in the automotive industry, then later transferred to the energy industry.

At Rocsole, Tienhaara has done previous exits and commercialisation of more than 30 products and technologies, and was recognised as a thought leader in entrepreneurship and startups.

“As a leader, it is about building world-class teams with customer drive and hands-on mentality, seeing my team grow with my expertise and capabilities. It is vital to have a strong mission that relates to the big critical topics that are part of shaping the future.

In Rocsole, I am the CEO, with the aim of scaling up the company to a market leader with global reach.”

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AI & AUTOMATION

Automation and the route to net zero Being an innovative startup/scaleup, you also need to build industry collaborations to succeed with an impact at scale.

“We have industrial partners such as Shell Ventures and Repsol Ventures on the investor side,” said Tienhaara. Rocsole is also a member of the ABB Synerleap and NVIDIA Inception innovation ecosystems.

Recently, the World Economic Forum selected Rocsole for the 2022 cohort of Technology Pioneers.

Being a company established in Finland, the country with the cleanest air in the European Union, Rocsole already has rigid regulations around its carbon emissions. The company has also removed most of its chemical usage.

“We are, for the time being, running an evaluation of waste management. Later this year, we are moving to a new facility and looking at how we can get a completely clean energy supply for our facility needs,” says Tienhaara. “In the coming year, we should also get complete ESG monitoring.

De Barometer - Rocsole

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AI & AUTOMATION

“ Our mission at Rocsole is to make global industries safer, better, and cleaner” MIKA TIENHAARA CEO, ROCSOLE

We are helping customers with ‘carbonbusting’, but we also need to ensure our operations can get to a net-zero situation.”

Within the company, Tienhaara is also keen on utilising appropriate automation.

“First of all, automation can reduce or entirely remove the need for people to move to and from sites, which is one part of reducing emissions. Automation can improve productivity, be more resourceefficient and reduce waste, leading to reduced emissions.”

However, the global manufacturing industry as a whole stands for about 24% of anthropogenic GHG emissions – something Tienhaara wants to change.

“Many manufactured goods at a large scale are required for the electrification and energy transition, like smart chips. But we need to ensure that the manufacturing processes are improved, for instance, with the unique process insights that Rocsole can provide.”

Rocsole uses smart processes to support automated, digitalised and unmanned platform operations, which Tienhaara sees as necessary steps for improved energy efficiency.

“With Rocsole’s unique, actionable insights, we enable process control improvements for harsh and complex conditions,” he says. “Deposits, solids, and various oil-water emulsions are making instrumentation malfunction. These situations are also making operations run to failure due to the lack of useful data.

We can step in to make process controls more robust and reliable, creating more comprehensive data insights. We generate data with the help of our sensors.”

The data gathering can be done over cloud services and having the connectivity, Rocsole can also do startups and field support remotely. Reducing the transportation of people also reduces the carbon footprint. But Tienhaara knows that there are more ways for manufacturing and industrial automation to become greener. manufacturingdigital.com

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AI & AUTOMATION

“Energy efficiency is a key factor and a fast track to reducing carbon emissions,” says Tienhaara. “With better data sources, automation can be improved to create actionable insights. An important parameter

is to challenge the status quo and existing mindsets – think out of the box and dare to share your operational performance and bottlenecks. We need to collaborate and innovate to make the big leaps.”

“ Every team member should feel safe to share and contribute to improving the company” MIKA TIENHAARA CEO, ROCSOLE

AI & AUTOMATION

34%

of anthropogenic GHG emissions come from the energy industry,

24%

from manufacturing

The biggest challenge at Rocsole As a startup and disruptive innovator, there have been many hurdles and challenges along the way for Rocsole. But Tienhaara says passion and grit will get you through the fires.

“I would point out that the biggest challenge is probably to have the right people with the right attitude at the various phases of building a company. But I do think we have been able to recruit and retain a fabulous team. Learning from mistakes is essential; the sharing culture is critical, built on openness and honesty so that every team member feels safe to share and contribute to improving the company.”

Over the next year at Rocsole, Tienhaara anticipates more structural challenges, as well as recruiting more talented people.

“The times are exciting and not without challenge,” insists Tienhaara. “But we are ready to tackle those and see how we learn from those experiences.” manufacturingdigital.com

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AI AND DATA-DRIVEN INSIGHTS AT WORK AT ASPEN TECHNOLOGY At software development company Aspen Technology, Mike Brooks is invested in using AI to remove mundane tasks for his workforce and prevent downtime WRITTEN BY: HELEN ADAMS

MIKE BROOKS

GGGGGGGLOBAL DIRECTOR ASSET PERFORMANCE MANAGEMENT, ASPEN TECHNOLOGY

M

ike Brooks has been in the manufacturing industry for a long time. He’s seen a lot, and he’s still learning. Brooks started his career at Esso in England, in advanced process control and operations planning. Later, in Canada, Brooks completed large projects on upstream oil drilling facilities.

In 1986, he moved to the USA and worked for Chevron with industrial IT projects. He’s been with AspenTech for six years now, as Global Director of Asset Performance Management.

“It's been an exciting career for me,” he says.

“I get to learn new things all the time.”

Brooks has always had an interest in learning about mining, but one educational experience stands out.

“I was 16, and I went on a trip into a mine underneath the North Sea. I went 4,000 feet down. The ceilings were five feet high and dripping water. That's the day I decided I was not going to be a mining engineer.”

Instead, Brooks went to Newcastle University to study chemical engineering but that, too, included a deep learning curve.

TECHNOLOGY

The Self-Optimizing Plant

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TECHNOLOGY

“ YOU'RE LIFTING THE COMPETENCE OF THE STAFF TO A HIGHER LEVEL. THE SOFTWARE DOES ALL THOSE MUNDANE THINGS LOWER DOWN” MIKE BROOKS

GLOBAL DIRECTOR ASSET PERFORMANCE MANAGEMENT, ASPEN TECHNOLOGY

“I didn't do so well in my first year,” Brooks admits. “I partied too much and those kinds of things. They asked me to take a year out, and I went to Bradford instead. After four years there, I ended up coming fifth out of 200. So it was quite a turnaround for me.”

Manufacturing and AI software at AspenTech AspenTech has been around since 1981, when it started creating digital twins, a piece of software designed to emulate real processes.

“We do all aspects of manufacturing operations now, from the design part to operations and maintenance,” said Brooks.

“It's been primarily in process industries, but, more recently, we got into other industries such as metals and mining.

We've done some transportation. We've actually broadened the portfolio of what AspenTech did and now can do.”

According to Brooks, new companies are more tech-savvy and they're no longer welcoming older practices.

“They want you to learn on the job. They watch the videos to see how it's done.

Those are the types of kids we've got –

but another serious aspect is that we see huge retirement in our industry and that's problematic for us.”

While many manufacturers reach the age of retirement naturally, some are retiring early as the workload involves so much technology, employees can’t keep up with it.

AspenTech were aware of this, so they made their software easier for employees with lower skills to use and advised those people to return the learning.

“We're trying to put the expert on the inside, not having them on the outside,” said Brooks.

Another thing that has confused – and even frightened – some employees in manufacturing is the use of advanced

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TECHNOLOGY

Digitalisation in Mining

software, but Brooks is adamant that this is to make employees’ lives easier.

“Almost like robots, they're going to do the hardware, the stuff that's boring and which takes a long time. The stuff where humans might make a mistake, because they do that over and over. This has been basically replicated all over AspenTech products.”

The idea is that as a result, humans can do what they do best: offer judgement and make decisions about what needs to be done.

“In the end, you're actually lifting the competence of the staff to a higher level.

The software does all those mundane things lower down,” said Brooks.

Robots aside, how else can such technology protect the industry?

“With technology that supersedes human capability, the tech can compute hundreds of thousands of options in a short time.

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It can look at patterns and learn patterns of behaviour in many more dimensions than humans can. If something happens and you then don't see the results within a few seconds, humans have lost it. There are some things it can do that humans can't.”

From that, businesses may be able to get much more efficient work processes.

Science fiction tells us that AI will be used to outwit humanity, but Brooks sees it as a way to uplift humans.

“You're not expecting that AI technologies are going to take over the world. This isn't 2001: A Space Odyssey! We are actually doing a lot of Research and Development to basically lift the bar on that.”

Data insights and continued learning in manufacturing At AspenTech, the company knows that data-driven insights can increase reliability.

TECHNOLOGY

“ WE'RE TRYING TO PUT THE EXPERT ON THE INSIDE, NOT HAVING THEM ON THE OUTSIDE” MIKE BROOKS

GLOBAL DIRECTOR ASSET PERFORMANCE MANAGEMENT, ASPEN TECHNOLOGY

TECHNOLOGY

“ THE SUPERIOR PRODUCTS PREDICT PROBLEMS

BY EXAMINING MULTIDIMENSIONAL PATTERNS IN THE SENSOR SIGNALS” MIKE BROOKS

GLOBAL DIRECTOR ASSET PERFORMANCE MANAGEMENT, ASPEN TECHNOLOGY

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“What I like to talk about is availability, especially availability to plan,” says Brooks.

“You want to be sure that, when you put the equipment in place, it's going to work reliably for a certain length of time. Often in a refinery, it's called a turnaround, and they run them every four years. So they expect it to run for four years, then they can pull it apart, service it and repair it. That's the general expectation.”

Predictive maintenance tools can also help to increase reliability by avoiding downtime – something the industry has seen a lot of over the past few years. As they say in every industry, time is money. But in manufacturing, a little warning can help a great deal, especially for the supply chain.

“The earlier you can do it, the better position you put them in. The superior products actually predict problems by examining multidimensional and temporal patterns in the sensor signals coming through, in ways that humans can’t.”

Manufacturers try to recognise those patterns in machine learning, so businesses can understand early and take action.

During his time at AspenTech – which included the height of the COVID-19 pandemic – Brooks has learned some powerful lessons, including about how he works best.

“My favourite thing, and the thing that's been best for me, is to be in front of people, to talk about and understand their problems, and make sure that that gets fed back into the product. You have to know them intimately. You have to know their work process in order to make the right products.

Otherwise, you're just throwing technology at people and that doesn't work.” Whatever comes next for the manufacturing sector, Brooks will find something to learn. manufacturingdigital.com

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TIPS F MANU WORK Manufacturing businesses want to build diversity within their workforces. Here are our Top 10 tips for a team that’s varied, cohesive and, above all, diverse WRITTEN BY: HELEN ADAMS There used to be a time when it was considered standard for the global manufacturing workforce to be filled entirely with local men, working with a cigarette between their teeth. Nowadays, the manufacturing industry offers a career to every kind of person (and AI program), to anyone and everyone who’s interested in technology – especially if they can solve problems and pay close attention to detail.

Yet statistics show that women are still a minority in manufacturing and BAME representation on Boards within the industry is intolerably low, at just 5%.

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TOP 10

FOR A DIVERSE UFACTURING KFORCE

TOP 10

10 DON’T FEAR CHANGE The manufacturing sector has evolved over the years and it will continue to do so in future.

Gone are the days of child labour and twelve-hour shifts; now is the time of diversity and AI. So, don’t fear the next step – whatever it is. Employees should be encouraged to ask questions and make suggestions. Whether it is a social move, a technological breakthrough, or a mix of the two (such as video meetings), don’t fear change, but work alongside it.

09 NETWORK Women make up only 29% of the UK’s manufacturing workforce.

The popular saying, ‘you cannot be what you cannot see’, here suggests that a networking event for women in manufacturing – or similar – could help to encourage new recruits and interns, with wisdom passed on from their peers.

By joining events put on for women in the sector and having the space to speak with those who have been in the sector longer than they’ve been alive, women can find guidance and peer support.

TOP 10

07 08 LEADERSHIP RULES According to Arungalai Anbarasu, Chief Technology and Strategy Officer at Waygate Technologies, building a diverse manufacturing workforce comes down to leadership that is authentic, resilient, inclusive, disruptive and empathetic.

“THE KEY IS EMPATHY AND AUTHENTICITY,” SAID ANBARASU. “THIS BUILDS A TRUSTFUL RELATIONSHIP THAT THEN BREEDS A FRUITFUL PARTNERSHIP WHERE WE UNDERTAKE CHALLENGES AND FULFIL TRANSFORMATIONAL ACTIVITIES SUCCESSFULLY” Leaders who want to build a diverse workforce should look at themselves and their own circles first, determining how their own behaviour can inspire long-term change.

BE CLEAR ON THE BENEFITS OF DIVERSITY Coen Huesmann is the Vice President of Consulting Services Manufacturing Centre of Excellence at CGI. Experience has taught him that there’s real strength in diversity – from which the manufacturing sector has a lot to benefit.

“I LIKE TO WORK WITH DIVERSE TEAMS BECAUSE I THINK THEY MAKE BETTER DECISIONS, REACH BETTER GOALS AND ARE MORE INNOVATIVE,” SAID HUESMANN. “BEING INCLUSIVE ALLOWS YOU TO BUILD BRIDGES WITH DIFFERENT STAKEHOLDERS. I THINK THAT’S WHAT LEADERS ARE FOR: TO BRIDGE THOSE GAPS”

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TOP 10

05 DIVERSITY WILL SUPPORT THE RECRUITMENT SHORTAGE

06 TEAM UP Peter Reganato is the CEO of 1822 Denim, a fashion company that aims to make textile manufacturing more sustainable and inclusive.

“1822 DENIM WAS BUILT ON THE PILLARS OF INCLUSIVITY, SUSTAINABILITY AND TECHNOLOGY. OUR GOAL IS TO CHALLENGE INEFFECTIVE SIZING NORMS. AT 1822 DENIM, WE SERVE CUSTOMERS OF ALL BODY SHAPES, PROVIDING A WIDE VARIETY OF STYLES IN AN ABUNDANCE OF SIZES”

The recruitment shortage in manufacturing can be solved by opening up opportunities to diverse new recruits.

In the Skills and Demand in Industry report published by the Institution of Engineering and Technology, it was reported that the lack of diversity in these fields has contributed to the recruitment shortage.

87% of respondents admitted to a lack of LGBTQIA+/BAME diversity initiatives, and just 15% said they made an effort to retain women in engineering and technical roles.

Sustainability and inclusivity have a lot in common and, as such, are stronger working together on the road to diversity.

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TOP 10

04 CREATE A CAREER DEVELOPMENT PROGRAMME FOR STAFF Barratt Developments plc was founded in 1958, Newcastle, when women in the office were still a rare novelty. In stark contrast, the company board is now 50% female and is building a diverse manufacturing workforce of female leaders through its female leader career development programme. As part of the programme, staff are invited to take part in a reciprocal mentoring programme. Barratt Developments has also expanded its familyfriendly policies in order to retain its talented female employees.

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03 UPHOLD ACCOUNTABILITY AND TRANSPARENCY Chemical manufacturer PPG is headquartered in Pittsburgh and was founded in 1883. Since then, the face of manufacturing has changed.

PPG has enforced accountability and transparency throughout the company in order to diversify its workforce for the long term. PPG has created a biannual Diversity, Equity & Inclusion scorecard, as well as a network for senior leaders to serve as DE&I ambassadors. The manufacturer also started a pilot programme using labour market data to build diverse candidate slates in its recruitment process.

02

TOP 10

SHOW EMPLOYEES THAT DIVERSITY IS A CLEAR SOURCE OF SUCCESS

Toyota is the largest car manufacturer on earth, and the company has cited its diversity as a source of its success – claiming an inclusive mindset ‘paves the way for greater innovation and encourages diversity of thought’.

“Toyota’s goal is to ensure that diversity, inclusion and racial and social justice apply equally to all, and we must continue doing what we can to make our communities a better place,” said Tetsuo Ogawa, President and CEO, Toyota Motor North America.

Toyota encourages constructive dialogue to guide its actions as it continues to improve how it contributes to society and ‘inspire unity’ in every aspect of Toyota employees’ lives, as well as the communities in which it works.

‘Toyota can, and will, find new and meaningful ways of doing this by working together with our community partners and stakeholders’, reads a Toyota statement on diversity.

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DIVERSIFY ALONGSIDE NEW TECHNOLOGY TO PREPARE FOR THE FUTURE General Motors has moved to diversify its workforce, committing US$10mn to support inclusive organisations, adding ‘be inclusive’ to the company’s employee behaviour handbook, and building cultural ambassador teams.

“I am encouraged by how many other companies share our goal of creating a better future.

Technology transformations often leave people behind.

At GM, the transition will be equitable and inclusive, with our longstanding leadership fostering diversity,” said Mary Barra, Chairman and CEO, General Motors.

The General Motors assembly plant is located in Arlington, Texas, which, in 2022, ranks among some of the most diverse U.S. cities according to a study by WalletHub, a financial website.

“Sometimes, people don’t like to change. But change could bring a positive impact, not only on yourself but also people around you,” said Sheila Collins, a 34-year GM veteran working as a quality inspector in Arlington.

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