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Transition to Manufacturing 5.0: Challenges and Opportunities for a Digital Future

Explore the evolution of manufacturing from mechanization to IoT and Industry 5.0. Discover the impact on the economy, job market, and skills required. Learn about the transformation to a digitally integrated enterprise, embracing the new occupational job ladder and competencies needed in Manufacturing 5.0.

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Transition to Manufacturing 5.0: Challenges and Opportunities for a Digital Future

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  1. Moving to Manufacturing 5.0

  2. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • Are there four? • IndustryWeek-Netsuites • Mechanization • Electricity • IT • IoT • German Machine Tool Industry • Mechanical • American System • PLC • Cyber-physical systems Source: Norsworthy, John R. & Diana H. Tsai. 1998. Macroeconomic Policy as Implicit Industrial Policy. Springer

  3. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • ECONOMY

  4. John Glenn College of Public Affairs & • Ohio Manufacturing Institute Sept. 2017, Growth in average manufacturing hourly earnings 2.14% • Growth in hourly earnings is slowing, especially in manufacturing • Dollar has increased in value • From Jan 2012 to Dec 2017: • Trade weighted value of the dollar: 19.2% • Dollar to Yen: 45%

  5. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • Three phases of manufacturing employment: • Global sprint to East Asia 2000-2003 • Structural decline based on labor cost & new markets • 2) Great Recession and the auto-led recovery 2007 to 2013 • 3) Digital recapitalization: 2013 on Monthly manufacturing employment relative to January 205 Levels Global sprint to East Asia 2000 to 2003 Great Recession & Auto Recovery 2007 to 2013 Digital Recapitalization 2013 Jan 2000: 17,284,000 Jan 2005: -3,027,000 -17.5% Jan 2010: -2,797,000 -19.6% Oct 2017: 1,021,000 8.9% Source: US Bureau of Labor Statistics

  6. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • Domestic Auto Production Monthly, SA Dropping Blue line: Monthly production at an annualized rateRed line: Unit change over the previous 12 months

  7. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • Migration to Industry 5.0 has begun • It is slow and productivity growth has stalled Promise of increases in real output per worker continuesImprove U.S. competitive position; NextLean 2.0 is emerging;Challenge development strategies for emerging market economies Source: US Bureau of Labor Statistics

  8. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • New orders of Nondefense capital goods • 12-month dollar change • 2005 to 2017 Not much going on after the revival of he auto industry

  9. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • 12 Month Percent Change in Shipments of Nondefense Capital Goods, Excluding Airplanes Shipments Picked up starting in Janaury Blue line: Value of Shipments Red line: Annual Percent Change

  10. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • Manufacturing Capacity Utilization: Is 75% new normal? Digitally integrated production will increase utilization of existing space

  11. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • The challenge of the digital enterprise • ERP, IoT, Industry 4.0, & Manufacturing 5.0

  12. John Glenn College of Public Affairs & • Ohio Manufacturing Institute Machines: Digitally controlled & integrated Production: Digitally integrated with supply chain Supply chain: Digitally traceable NextLean: Digital utilization and integration Enterprise Resource Planning System [ERP]: Digital integration with customers Productivity Physical output will take quantum leaps Mass customization becomes possible The Holy Grail ~ Printable Dies The Holy Nightmares ~ Cybersecurity, Systems Integration, Grid and competitive electricity markets • What is Manufacturing 5.0? Part of the The Digitally Integrated Enterprise

  13. John Glenn College of Public Affairs & • Ohio Manufacturing Institute Where do SMMEs fit?

  14. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • The Digital Enterprise

  15. John Glenn College of Public Affairs & • Ohio Manufacturing Institute Internet of Things

  16. John Glenn College of Public Affairs & • Ohio Manufacturing Institute Manufacturing 5.0

  17. John Glenn College of Public Affairs & • Ohio Manufacturing Institute The New Occupational Job Ladder

  18. John Glenn College of Public Affairs & • Ohio Manufacturing Institute Industry 5.0 Skills Industrial Maintenance Technician Near-future revolves around digital integration • Manufacturing 5.0 Competencies • Engineering technologists & manufacturing generalists • Problem solving • Digital computation • Mechanical engineering • Electrical engineering • Metals and materials • Process engineering: translate complex, continuous processes into something that can be programmed on & across a machines.

  19. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • Manufacturing 5.0 Worker Skills & Competencies • Connect heads and hands • Understand both business and technology • Identify and solve issues in advance • Think deductively and experimentally • Understand that soft skills are as important as technical skills • Interpersonal aptitude • Ability to work in diverse teams • Lead a team: Service leadership • Communicate: calculate, speak, write, visualize

  20. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • The Charge: Solve the Immediate Work on the Important • Immediate: Skilled machinists in all forms • Management forgot how to train • Paying the price for 20 years of disinvestment • Challenge of qualifying workers • The donut hole ~ transferring knowledge • Important: Industry 5.0 Skills • Mechatronics; Industrial Maintenance Technician • Engineering technologist • Digital integration ~ From digital factory floor to ERP • Next generation continuous improvement • Important: Plant Leadership

  21. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • The Manufacturers’ Workforce Challenges • Demographics • Slow growth rates • Replacing the Boomers • Four Manufacturing Workforce Challenges • Immediate: Traditional occupations • CNC, welding, possibly tool & die, etc.  • Looming: Manufacturing 5.0 skills • BenefitsBlock to flexible hiring • Finding plant-level leadership and filling the donut hole

  22. John Glenn College of Public Affairs & • Ohio Manufacturing Institute • Thank you Ned HillThe One-handed Economist: http://nedhillonehandedeconomist.com Email: Hill.1973@osu.edu

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