newtek nº 107 | Creating the future together

THE EXPERT’S VIEW “Automation and industrial robotics, a train in motion”

NEWS Ultra-precision technology to photograph outer space

SCIENCE, TECHNOLOGY AND KNOWLEDGE

PROJECT The value of individuals as a key element for success

JANUARY 2018 | No. 107

Creating the future together

INTRODUCTION Automation and industrial robotics are becoming key factors for the transformation of our businesses. We intend to prove this fact by presenting a number of real industrial cases.

Although the year has only just begun, IK4-TEKNIKER already has a clear goal: 2020. The 2020 framework for action has defined people as the key element for development at IK4-TEKNIKER. In addition, the organisation intends to optimise results with rigour and excellence as working guidelines backed by a firm commitment focused on enhancing the competitiveness of the Basque industry. In this edition of Newtek you will find details on our strategic plan.

2 | NEWTEK

INDEX

THE EXPERT’S VIEW

C04 Automation and industrial robotics, a train in motion

INTERVIEW

C06 Fco. Javier FernĂĄndez de Retana, Director of Institutional Relations at Aernnova Aerospace

NEWS

PROJECTS

C12 The value of individuals as C14 Technological development C08 Ultra-precision a key element for success geared towards meeting technology to photograph market demands outer space C10 Automation and industrial robotics solutions

JANUARY 2018

NEWTEK | 3

THE EXPERT’S VIEW

Automation and industrial robotics, a train in motion

Artificial intelligence alone will cause an additional increase in world GDP of 15.7 billion additional dollars in 2030, 6.6 million (42%) will be generated as a result of increased productivity and 9.1 million due to the effects on consumption.

The world economy will be 14% higher in 2030 as a result of the effects of artificial intelligence. This is reflected in the report ‘Sizing the price. What is the real value of AI for your business and how can you capitalize’, written by PwC. Worldwide, Japan and Germany are at the forefront of robot automation. The emergence of automation and digitalisation processes in their production systems has not only given them an acceleration rate additional to their economies. The turbocharging that robots have added to their production tasks has also created new jobs and spurred the foreign sector of both countries, which gives them an even more hegemonic status as exporting powers.

ENEKO UGALDE

The expert’s view: Eneko Ugalde.

Automation and Industrial Robotics Coordinator at IK4-TEKNIKER.

TOP 5 COUNTRIES TO USE ROBOTICS Manufacturing exports as a share of GDP PERCENTAGE OF GPD

The implementation of automation and industrial robotics in different sectors is changing production processes. Therefore, IK4-TEKNIKER works alongside companies in their search for the automation solution that best suits their needs.

45 40 35 30 25 20 15 10 5 0

CHINA

GERMANY

JAPAN

SOUTH KOREA

UNITED STATES

Source / Bloomberg.

Our vision of industrial automation and robotics

The two powers lead in robot automation; the fourth industrial revolution. So much so that their robots have begun to minimise their impact on employment.

According to the article “Reflections on industry 4.0 from the Basque case”, the Basque Country industrial fabric has great capacity for integrating the various technologies linked to the manufacturing activity, such as automation and process optimisation, a strength which is developed in companies and in engineering.

Several recent studies review the beneficial effects of productive robot automation. One of them is signed by the rating agency Moodys, which sees the European economic engine and the most industrialised economy in Asia as the most advantaged students in the robot revolution. In both cases, say its experts, the automotive industry has been the pioneer, although the process has spread in such a way that it has managed to create its own sector, that of robotic technology, which could modify the family income if, for example, as is already happening, digital automation reaches households to produce individual energy.

The technological needs of the manufacturing companies, in which robot automation implementation enables them to compete successfully in global markets, are met by proprietary and external engineering resources, also with the support of an extensive network of technology centres and universities, especially in terms of R&D activities, since they are at the forefront of technological knowledge, as evidenced by their participation in European top-level programmes.

Accumulated technological knowledge in the Basque Country varies, therefore, from more conventional metalmechanic aspects to those of an advanced ICT nature, considering

4 | NEWTEK JANUARY 2018

BIBLIOGRAPHICAL REFERENCES Navarro, M., Sabalza, X. (2016)

Reflexiones sobre la industria 4.0 desde el caso vasco.

Ekonomiaz: Revista vasca de economía, ISSN 0213-3865, Nº. 89, 2016, págs. 142-173 Herranz, D. (11/09/2017)

Japón y Alemania fían a la robótica el sostén de sus sistemas de pensiones.

Público.es Redacción COMPUTING (20/07/2017)

La Inteligencia Artificial será el motor del PIB mundial.

Computing.es

that access to the technology needed for the transit to Industry 4.0 would be guaranteed.

However, the development of Industry 4.0 requires an interdisciplinary and holistic vision.

In any case, when talking about automation, you cannot talk about an overall automation solution. A solution must be detailed for a specific approach, using technologies as diverse as artificial vision, advanced sensorics, industrial communications, robotics, PLCs, CNCs, etc. Each approach may have one or more solutions, but always aiming to find the most appropriate in each case. The needs and requirements that each client may have differ as much in the technical/technological as in the economic aspects.

When the application demands it, robots offer more flexible and reconfigurable solutions in the framework of automation.

The role of industrial robotics is key since it has considerably transformed some of the most well-known production processes such as welding, palletising and packaging, among others.

One important aspect to take into account before addressing an automation process is the return on investment that is expected to be obtained as a result. Automation can result p

in a significant investment, and it is necessary to assess all aspects from the economic, technological, etc. point of view before launching the process.

TECHNOLOGICAL STUDY

DEVELOPMENT OF PILOT SOLUTION

FEASIBILITY STUDY

SIMULATION AND DESIGN

IMPLEMENTATION AND COMMISSIONING

UPDATE AND FOLLOW-UP

In I this thi sense, a technological t h l i l and d overall ll feasibility f ibilit study t d must first be carried out that provides an understanding of the level of automation required to guarantee the best solution. The simulation and design, the development of a pilot solution, assembly and commissioning and continuous support for the correct operation of the system, and its updating and evolution, are key to improving the effectiveness of the processes, optimising the operation, reducing the times and costs,, and increasing g reliability. y

AN AUTOMATION PROCESS WOULD HAVE THE FOLLOWING SCOPE IN EACH OF ITS PHASES: TECHNOLOGICAL PROSPECTIVE. ds in i Diagnosis of the impact of automation trends ce the area of interest. The objective is to reduce technological risk and anticipate environmental nmenta changes.

FEASIBILITY STUDY. A comprehensive study of technical and economic econom feasibility totally independent and customised mised to implement a feasible automation solution tion to meet the requirements proposed. Independent approach to the solution with a specific analysis of the need for robot automation.

SIMULATION AND DESIGN. Models, technical documentation and manuufacturing plans to achieve the requirements established in the automation solution.

DEVELOPMENT OF PILOT SOLUTION. N. First functional implantation. Validation ion of the solution: Trials and tests. Optimisation n of the solution for industrialisation.

IMPLEMENTATION AND COMMISSIONING. IONING System operating according to the stipulated ulated requirements with the corresponding technical technica support documentation.

UPDATE AND FOLLOW-UP. Continuous support for good operation of the system, its updating and evolution.

JANUARY JANUAR JAN UARY Y2 2018 018

NEWTEK NEWT NE WTEK EK | 5

INTERVIEW

Collaboration and excellence

FCO. JAVIER FERNÁNDEZ FERNÁNDE DE RETANA

FCO. JAVIER FERNÁNDEZ DE RETANA Director of Institutional Relations at Aernnova Aerospace

Aernnova is a reference company in the design and production of aeronautical components that owes most of its success to the fact that you are deeply committed to digitising your processes. How are you addressing this approach in terms of Industry 4.0?

The aeronautical business is characterised by developing high added value products that are safe and meet high quality standards. Our aim has always consisted in achieving technical and operational excellence based on the intrinsic features of our end products.

To achieve this goal, Aernnova believes it is essential to use a number of new technologies that are being introduced on a massive scale by the Industry 4.0 revolution.

Apart from Sensoring Digitisation we are also talking about Big Data, Augmented Reality, Cloud, Predictive Quality, Collaborative Robotics, Additive Manufacturing and, of course, Cybersecurity.

We are firmly committed and are addressing this challenge because we know it is the path we must follow in the future.

6 | NEWTEK JANUARY 2018

Aernnova has been a member of the IK4-TEKNIKER Governing Board since 2013.

Could you describe what this collaboration has been like over these years?

Our company is Basque and we’re very proud about out our involvement as Trustees on the Boards of several members of the RVCT (Basque Network of Science & Technology), one of which happens to be IK4-TEKNIKER. There are several highly relevant lines of technological cooperation with IK4-TEKNIKER. On the one hand, new drilling solutions for composite materials and metal and micro-perforation and texturing of metal parts, particularly titanium.

On the other, additive manufacturing technologies. And, finally, several technological developments to be implemented on specific and highly customised applications connected to in-house production processes.

Mention must also be made of collaborative efforts already in progress within the framework of the HASI project by Aernnova to develop Industry 4.0 technologies and generate new manufacturing systems that are flexible, smart and efficient.

Fco. Javier Fernández de Retana is the Director of Institutional relations at Aernnova, a company that designs and manufactures aerostructures such as wings, stabilisers and fuselages in metal and composite materials for leading OEMs. During this interview, Fernández de Retana underscores the importance of collaborative work between the company and the technology centre to achieve excellence and develop innovative products and services.

To take a case in point, it was in November when you presented a joint approach to develop laser solutions that will enhance the competitiveness of the aeronautical business. How much value would be added on for Aernnova if your R&D strategy were placed in line with that of a technology centre?

To achieve further growth, Aernnova must win new contracts based on developing innovative products and services to showcase our outstanding technological capabilities.

To this end, we have released a concept called “Extended Technological Business”, an instrument that allows us to act ersitiees and and technology tech te chno nolo logy gy centres cen entr tres es in in as a driving force for universities the RVCT, for collaborativee y work by projects, mainly TECHNOLOGY MATURITY LEVELS in low TRLs. TRL9 n Technology centres, in particular, complementt d Aernnova in TRLs 4 and 5 by linking-up with uni-versities situated in thee lowest TRLs.

TRL8 TRL7 TRL6 TRL5 TRL4 TRL3 TRL2 TRL1

Your quest for excellence and high added value engineering has made you extend your activities to become a reference in the design and production of aerostructures at a global level. What sort of challenges will you face in the future? How significant will joint projects be when carried out with other companies and technology centres?

Aernnova’s main challenges are focused on becoming one of the world’s leading Tier 1 companies and a preferential supplier of its main customers: Airbus, Boeing, Embraer or Bombardier, among others.

INNOVATION

REAL ENVIRONMENT

DEVELOPMENT

SIMULATION ENVIRONMENT

RESEARCH

LABORATORY ENVIRONMENT

To walk down that path, we we obviously need to have operational excellence and op continuously improve our co technological capabilities teec alongside other companies, a lo universities or technoloun gical g ic centres to maintain what wh is an essential line of work wo for the company.

JANUARY 2018

NEWTEK | 7

Ultra-precision technology to photograph

outer space The technology centre is to develop monitoring and safety systems for the world’s most advanced telescope, the so-called the Large Synoptic Survey Telescope (LSST) to be c commissioned in Chile in 2020.

ssupplier to major international scientific facilities. The LSST, moreover, represents a very c big challenge for the organisation as monitob rring and safety systems can only incorporate cutting-edge technology. c

The ultimate goal of the Large Synoptic Survey Telescope (LSST) is to fully reveal all the sky that is visible from the Earth. IK4-TEKNIKER, in fact, is playing an outstanding role in this ambitious international project.

The technology centre’s extensive expertise in the field of ultra-accuracy has served to underpinned its role as an outstanding reference

8 | NEWTEK JANUARY 2018

T Together with the engineering firm GHESAE Empresarios Agrupados, responsible for d developing the telescope’s main structure, IIK4-TEKNIKER is to design and develop conttrol and safety systems, provide camera cab ble rotation and protective covers for the mirrors used on this outstanding state-of-the-art scientific facility.

One of the main difficulties researchers from the centre will have to address is related to the high level of accuracy and dynamics required by movements involving the telescope’s customised main axes (azimuth and elevation).

NEWS

The goal is to photograph dierent sectors of visible outer space in the shortest possible amount of time. The control system, therefore, must be able to attenuate any vibrations resulting from axial movement as speedily as possible to then immediately photograph the target area.

In addition to the control system, IK4-TEKNIKER is developing a safety device to ensure that the telescope is operated safely, not only to safeguard the investments made but also to provide a safe work environment for operators. The system monitors travel limits, excess speed settings, emergency pushbuttons and correct component operation.

ďŹ tted with equipment to scan the sky every 3 or 4 nights and deliver a picture that is forty times larger than the size of a full moon thanks to a 3,200 megapixel camera. The telescope, to be installed at an altitude of 2,700 metres, will analyse images in real time and detect any signiďŹ cant variations, from supernova explosions in other parts of the Universe to asteroids that might be heading towards the Earth.

IK4-TEKNIKER is also to provide the mobile protection cover used for the main mirrors by designing another innovative mechatronic system to protect optical components against falling objects, rain or dust.

LSST will feature a mirror measuring 8.4 metres in diameter (same width as a tennis court) with enough capacity to examine the entire visible sky. Consequently, it is to be

JANUARY 2018

NEWTEK | 9

NEWS

A more efficient and automated way of managing orders Created by Icon Fair from the Noun Project

Optimising order processing systems at warehouses and distribution centres.

IK4-TEKNIKER has been involved together with ULMA Handling Systems, a company specialising in logistic solutions and the Group of Robotics and Standalone Systems (RSAIT) of the University of the Basque Country (UPV/EHU) in the European project FLECOOP to automate and improve the efficiency of order processing systems, a somewhat most complex issue, as end-ofline interventions still have to performed manually at logistic distribution centres.

The European project, is addressing the use of product handling g robots that can work collaboratively in spaces where people are also present.

In order to meet all the above mentioned requirements, the end results consists in a flexible picking solution designed for warehouses in which robots assist technical staff in order processing and preparation tasks.

It is within the framework of this project that IK4-TEKNIKER has developed a pilot solution featuring an object identification system that combines 2D & 3D viewing techniques to achieve a more intelligent behaviour that is fully adapted to working conditions present in a collaborative environment.

10 | NEWTEK JANUARY 2018

Smart solutions to iimprove efficiency iin the logistics sector F Flexible robotic components tthat can work in collaborative environments. e T project came into being as a reacThe ttion to growing demands related to the market of internal logistics with regard m tto improving the efficiency and flexibilitty of handling and transport processes by introducing “cobots”, i.e., smart and b collaborative robots. c

Machining solutions for the wind power sector A machining and drilling centre for very large blades.

JATORMAN and IK4-TEKNIKER are designing and developing a machine that shortens the duration of high precision machining operations involving wind turbine blades measuring up to 75 metres in length.

JANUARY 2018

NEWTEK | 11

PROJECTS

The value of individuals as a key element for success Individuals, a crucial element to achieve the centre’s goals MERCEDES AJA

Mercedes Aja, Director of Persons and Organization at IK4-TEKNIKER, puts her stakes on people to further their motivation and leadership skills.

One of the 5 lines of the IK4-TEKNIKER 2020 Strategic Plan is geared towards getting “the best people”. It is certainly not the first time that, within our strategic formulation, we have actually dedicated a space to people. Compared to other organisations, we are a knowledge-intensive company and this confers a high degree of prominence to the IK4-TEKNIKER team. Therefore, excellence and competitiveness at a technological centre are focused on people or, perhaps, on people only.

This being so, what does getting the best people mean? how can we get them, how can know that this is so?, …

Obviously “getting the best people” does not only refer to human qualities, but to the work they do: this concept is connected to work that is well done, with the best possible contribution in terms of collective work at IK4-TEKNIKER. This can only be achieved by combining several aspects the centre will be focusing on over the next few years: attracting talent, training staff, motiving people more and improving leadership skills.

12 | NEWTEK JANUARY 2018

But this is no easy task. The reactivation of the job market, that is now continuously demanding high qualification profiles, has made job offers exceed the availability of talent, especially in some key specialities for the centre. This is why IK4-TEKNIKER must use all elements within its reach to reinforce is attractiveness as an employer organisation to hire the right people.

We must offer current and future employees opportunities, so they can further their training in terms of technical, management, relational and emotional matters. Paradigms change, technologies evolve (some undergo a revolution) and some work is being automated. Therefore, adapting no longer means

knowing how to respond, grow and coexist in this environment. The mere fact of being ready will be an advantage as regards doing things successfully and addressing new challenges. Offering prospects for a future in which people will be able to grow professionally and personally is no longer an option, but a key element to retain the best people. We must be aware of the fact that investing in the development of talent must be positive for people because retention is an illusion with a date of expiry. What now belongs to the past is the model of “working for the same company throughout your entire life”.

It does not suffice to survive in an environment undergoing continuous transformations or developments, or to be attractive, or to have a solidly trained workforce, although it is highly significant. For sure, we all know teams of professionals that are not especially brilliant but have achieved major successes through management actions geared towards good leadership practices (and the opposite). The world of sport, for instance, features many examples of this kind. Peter F. Drucker, one of the 20th century’s leading authors on management, once stated “Your first and most important task as a leader consists in taking charge of your own energy and then help to orchestrate the energy of those around you”. Getting the best people is one of the main pillars supporting good leadership. Working on listening, transparent communication and feedback will allow us to reinforce leadership and obtain the very best from people. It’s about discovering what motivates each person on the team and about listening.

It’s about providing clear and timely information, about offering contexts in which people know what is expected of their work and how this impacts the whole, so they con do things efficiently, learn from errors and allow them to modulate their contribution. “Orchestrating the energy of those around you requires, therefore, that you listen to the music each one plays

(what they do and moves them), and provide feedback to open up to new sounds and instruments (different points of view), focusing and aligning the teams until the end result is harmonic, i.e., a symphony (the goals to be achieved).

Continuing with the musical simile, you’ve probably hard a choir sing at some point in time. Think what it would be like if you were to hear each voice or string We must offer current separately or out of synch. and future employees It wouldn’t be the same, opportunities, so they would it? Or if you were to can further their training focus on each singer individually you might come in terms of technical, across wonderful soloists management, relational but also some people sinand emotional matters. ging out of tune. Each person has to make a contribution towards the whole and become responsible for offering their expertise to make things better. Not everybody is a soloist nor does everybody sing out of tune. A harmonic whole is achieved through diversity and by complementing people’s skills. In this context, the best people become co-responsible in terms of achieving the best global outcomes and involving themselves in the symphony and enjoying the applause generated by eagerness, motivation and a greater feeling of belonging to an organisation.

In short, the strategic approach based on “getting the best people” means we must be more emphatic when conjugating verbs related to attracting, training, leading, communicating and making people co-responsible in terms of the 2020 time horizon.

It is the gerund, therefore, and not the imperative or conditional tenses that will help IK4-TEKNIKER achieve the goals set in its Strategic Plan.

NEWTEK | 13

PROJECTS

ANA ARANZABE

Technological development geared towards meeting market demands The centre’s technological specialisation is aligned with companies’ real needs.

Ana Aranzabe, Director of Technology of IK4-TEKNIKER considers that working with scientific rigour and at the highest standard enables greater and better technological development which favours a transfer to the high added-value industry.

IK4-TEKNIKER’s technological development plan covering the next few years already features a very clear road map based to detect industrial demand and reinforce areas where market demand is more significant so the centre’s technological specialisation can be adapted to real business needs.

The road map intends to reinforce automation and robotics, metrology, sensor devices and multifunctional surfaces and, also focuses on additive manufacturing by applying manufacturing technologies to sectors where there is less automation such as in bioscience and nano-

14 | NEWTEK JANUARY 2018

Reinforcing automation and robotics, metrology, sensor devices and multifunctional surfaces.

technologies so that customers can be assisted in terms of their strategic approach with regard to Industry 4.0.

With all of these processes already in place, the 2020 Strategic Plan wants IK4-TEKNIKER growth to focus more on areas where there’s greater potential and market demand. To achieve this goal, it is necessary to provide specialisation in these areas.

There are four areas in which IK4-TEKNIKER must make a determined attempt to achieve internal growth over the next two years to ensure that knowledge is transferred to the Basque industry: maintenance, sensors, automation, robotics and laser manufacturing.

IK4-TEKNIKER, however, will not be setting out from scratch along this path: in the last years, the centre has recovered its position

as a European leader and an international reference in the ďŹ eld of robotics. It has also upgraded its oer in terms of maintenance in the framework of industry 4.0 and the Internet of Things (IoT) applied to manufacturing. The technology centre, moreover, has strengthened its position as a reference organization with regard to laser manufacturing technologies, sensors and surface technologies.

And in this new strategic period the technology centre has set itself a clear objective based on implementing a carefully measured technological specialisation process to address the needs of other companies and thus meet their requirements in full. Ultimately, the aim is to achieve a high degree of alignment of resources and specialisation to deal with future demands arising from the industry.

JANUARY 2018

NEWTEK | 15

PARKE TEKNOLOGIKOA CALLE IÑAKI GOENAGA, 5 20600 EIBAR · GIPUZKOA · SPAIN TEL: +34 943 206 744

www.tekniker.es