Workforce First Design for them or fail at
Industry 4.0
Jason Walker
Jason Walker is the CEO and co-founder of Waypoint Robotics. Waypoint is focused on making autonomous mobile
robots accessible to more people and companies. Prior to founding Waypoint, Mr. Walker was the co-founder and
Director of Operations at CyPhy Works (now Aria Insights). Mr. Walker also served as Lead Roboticist and Principal
Investigator for CyPhy Works’ contracts with agencies such as DARPA, NIST, and the National Science Foundation. Mr.
Walker has 18+ years of experience in product and business development, including B2B, consumer, and government
markets. Prior to co-founding CyPhy Works he was the quality, reliability, and testing manager for the Roomba
vacuuming robot at iRobot. Walker received a BSEE with a concentration in Robotics and Control Systems from
Kansas State University and is a lifelong entrepreneur.
Twitter: @ImRobotMechanic
Jason Walker Co-Founder & CEO Waypoint Robotics, Inc.
Where we are now
Real needs. Slow progress.
Low unemployment. High demand.
Bobby is pushing carts. Industry 4.0 on the doorstep. Yet...
Only 10% of companies that could benefit from robots have installed them.
Why?
The problem with robotics has been the robots
Historically, robots have been defined by their limitations: Complex, Inflexible, and Expensive.
Mobile robots are often challenged by real world conditions. They require sterile, controlled environments, and infrastructure additions.
Experts are needed for setup including mapping, route planning, and fleet management.
Accessibility is the key to unlocking robotics for SMEs.
What’s next in manufacturing: Industry 4.0 Robotics, automation, and IOT is the fourth Industrial Revolution
Flipping the skills gap on its head Design philosophy: Bobby First!
Bobby or Betty is the great worker who’s been at the company for 15 years and knows the job better than anyone.
The Bobby First philosophy is to design robots that are technologically accessible to the current workforce.
They can wield robotics technology with pride if tools are easy to master.
We suggest robotics companies should aim to empower the workforce, not replace them.
A workforce empowered with robots strengthens both the workforce & the robots
Technology as a progressive force:!!“Let us not destroy these wonderful machines that produce efficiently and cheaply. Let us control them. Let us profit by their efficiency and cheapness. Let us run them by ourselves.” !!!
!-- Jack London!
1908!
!"#$%&'"()%&"*+'%,"+*$#*''%,"
!!!!!!!!
-- Elon Musk!2018 !
!!
Benefits beyond measurable ROI
Workforce:Workers using great tools are more engaged in work they are proud of.They go home daily with more energy for their families & better quality of life. They have longer, more productive careers.
Companies:CROs who give workers great tools more easily attract and retain talent. They demonstrate a willingness to invest in their teammates. They get the benefits of automation and the loyalty of an empowered workforce.
Robotics companies should design for the workforce. CROs should buy products designed for the workforce.
It’s the workforce, stupid. Design for them or fail J
LeadingtheChange:DigitalTransformation&theWorkforceoftheFutureTue.February5|1:15PM-2:00PM|209A
CraigSalvalaggioVicePresident,OperationsAppliedManufacturingTechnologiesBIO:CraigSalvalaggioistheVicePresidentofAMT.HeleadsoveralloperationsofAppliedManufacturingTechnologiesalongwithsales,engineering,andtalentmanagement.Histechnicalskillsinautomationandroboticscombinedwithhisleadershipability,ledtohiscurrentrole.Hisstrategicmissionistocontinuedrivinggrowthanddiversityofboththeautomotiveandgeneralindustriesmarketsegments.Craigbringsover16yearsofautomationexperiencetoAMTandholdsaBSinmechanicalengineeringfromLakeSuperiorStateUniversity,amastersinoperationsmanagement,andanMBAfromKetteringUniversity.CraigisactivelyinvolvedintheRoboticsIndustryAssociation(RIA)asaboardofdirector,committeemember,andtheCo-ChairoftheCertifiedIntegratorCommittee.
SessionInformation
LeadingtheChange:DigitalTransformation&theWorkforceoftheFutureBytheendofthissession,youwill:• Understandthebestpracticesonhowtowinthebuy-inofyourworkforce• InformedoncriticalAutomationTechnologytoensureautomationandbusinessprocessesarecollaborativeandthe
futureisbuiltbyrobots,butdirectedbyhumans• Bepreparedtorepositionyourworkforceinfrastructure• Haveanoutlineonhowtocreateretrainingprogramsforyourorganization
Whatwe’llCover:1. Workforce–ReadinessChecklistforCulturalBuy-in
2. TechnologyGaps–CollaborationofAutomationandBusinessProcess
3. Infrastructure–RepositioningyourWorkforce
4. Re-TrainingPrograms-ValueandBestPractices
5. Summary
Workforce TechnologyGaps Infrastructure Training Summary
DisruptiveInnovation
“Disruptiveinnovation,atermofartcoinedbyClaytonChristensen,describesaprocessbywhichaproductorservicetakesrootinitiallyinsimpleapplicationsatthebottomofamarketandthenrelentlesslymovesupmarket,eventuallydisplacingestablishedcompetitors.”http://www.claytonchristensen.com/
DigitalTransformation–Introduction
RefArticle:http://www.claytonchristensen.com/key-concepts/
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EconomicDriversforAutomation:• TechnologyImprovements
• NewMarketSegmentswithProvenApplications
• Re-shoringGrowth
• EnergyEfficientMaterials
• HigherQualityandIncreasedUtilization
• ConsumerMarkets
• ProductLifeCycles
• DemandforCustomization
• ProductionCosts
• QualityofWorkorUnsafeTasks
RefArticle:RIA.ORGDigitalTransformationinManufacturing:ChallengingTimes,ChangingBusinessModels
DigitalTransformation–Manufacturing
DigitalTransformation–Manufacturing
FutureTrends:• IFR2020morethan1.7millionnewindustrialrobotswillbe
installedinfactoriesworldwide
• DoubleDigitGrowthratesinunitssoldglobally
• SmartFactoriesIndustry4.0-linkingthereal-lifefactorywithvirtualreality-willplayanincreasinglyimportantroleinglobalmanufacturing.
• Smalltomid-sizeManufacturesadoptingtoAutomate
• ServiceRobotsforProfessionalUse
RefArticle:IFR.ORGIFRforecast:global-industrial-robot-sales-doubled-over-the-past-five-years
1.ShouldyouAutomate?
Workforce TechnologyGaps Infrastructure Training Summary
DigitalTransformation–WorkforceBuyin
Facts:q UnderstandingtheSkillsGap
q Education–CollaborationwithIndustryonTechnologyTraining
q EvolutiononJobTitles
q Automationvs.Jobs
q PreparingInnovativeTrainingandWorkforceDevelopment
RefArticle:RIA.ORGExploringManufacturingSkillsGapandWorkforceDevelopment
DigitalTransformation–WorkforceBuyin
InternalReadinessChecklist:q Measures-People/Process/Data
q CommunicationPlan
q Training
q Acceptance–TechnologyIntroduction
q Safety
q Results
1.ShouldyouAutomate?
Workforce TechnologyGaps Infrastructure Training Summary
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Readiness
TechnologyGaps–AutomationMeetsBusinessProcess
TechnologyGaps–AutomationMeetsBusinessProcess
AdditionalConsiderations:q Scalability
q Flexibility
q FacilityChanges
q ManufacturingRisk(POP)
q TechnologyRisk(POP)
q Compatibility–AccommodateCurrentProduct
q PackingMaterialsDesignChange
q MaterialFlow
q Re-OccurringSchedule
q Re-OccurringCost
q ProductRe-Qualification
q Waste-Bi-Product
PossibleTechnologies:
q Robotics–Traditionalvs.PowerandForceLimiting(PFL)q Simulation–DiscreteEvent,PlantModeling,VirtualCommissioningq AdditiveManufacturingq HorizontalandVerticalIntegrationq AugmentedRealityq CloudandCyberSecurityq I4.0–Edge,Fog,Cloudq BigDataandAnalyticsq ArtificialIntelligence(AI)
TechnologyGaps–AutomationMeetsBusinessProcess
TechnologyGaps–AutomationMeetsBusinessProcess
Definingtheplan:q WhyAutomate?q WheredoesAutomationmakesenseinyourprocess?q WhatlevelofAutomationisappropriateforyourfacility?q HowwouldAutomationbeacceptedinyourfacility?q HowmuchwouldAutomationCost?IsthereaBusinessCase?
1.ShouldyouAutomate?
Workforce TechnologyGaps Infrastructure Training Summary
PreparingyourOrganizationforDigitalTransformation
ü Corporateq Philosophy–InternalEngineeringorUseofPartnersq ProjectManagementq FunctionalandTechnicalSpecifications
ü Facilitiesq OperationalLeadershipq TechnicalLeadershipq LaborSkillLevelq TrainingPrograms
TechnologyGaps–InfrastructureandCulture
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TechnologyGaps–InfrastructureandCultureProcessForSelection:
q ReviewAllBidswithStakeholdersq CompareScopeofWorktoSuppliedBids
q ClarifyALLdifferencesandBidLanguage
q CompleteDecisionAnalysisProcess(Must’s,Needs,Wants)
q InterviewIntegratorFinalist(Scope,Cost,T&C,Risk)
q AuditIntegratorSiteq FormalReviewInformationwithStakeholders
q SelectionoftheIntegrator
ProjectManagement:q Expectations-ProjectKickOff–ExecutionTeamandProjectStakeholders
q Communication-EstablishaProjectCadence
q Schedule-EstablishaProjectSchedule(MilestonesandStakeholder
InteractionPoints)
q AcceptanceCriteria–ClearlyDefineforALLMilestoneswithintheProject
TechnologyGaps–InfrastructureandCulture
1.ShouldyouAutomate?
Workforce TechnologyGaps Infrastructure Training Summary
UndergoaCultureTransformationExample:SteelMillUsingAI
q CustomerSatisfaction–HighestQualityandOnTimeDeliveryq EmployeeSatisfaction–EngageinMetricsandTrainingq FocusonBusinessResults–InformationTransparencyq UnachievableTargets-LeverageTechnologyandAIAnalyticsto
TransformanIndustry
DigitalTransformation–Re-TrainingPrograms
RefArticle:https://bigriversteel.com/innovation/ai
AutomationTeam-FactoryofTodayDigitalTransformation–Re-TrainingPrograms
AutomationTeam-FactoryoftheFutureDigitalTransformation–Re-TrainingPrograms
1.ShouldyouAutomate?
Workforce TechnologyGaps Infrastructure Training Summary
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ContactInformationCraigSalvalaggioVicePresident,OperationsAMTOrion,MichiganUSATel:+1(248)[email protected]:https://twitter.com/appliedmfgtechYouTube:https://www.youtube.com/user/AppliedMfgLinkedin:https://www.facebook.com/Appliedmfg