In my experience spanning IIoT implementations in electronics and industrial manufacturing, PLM engagements across automotive, medical, and general manufacturing, and advisory and workshop engagements across multiple sectors, I have seen a framework so consistent it has become predictable.

An organisation invests in IIoT. Sensors go on machines. A platform ThingWorx, Ignition, AWS IoT, gets deployed. Dashboards appear. Management is impressed. Six months later, the dashboards are still running. Nobody is acting on them.

The technology worked. The transformation did not.

The reason is almost never the IIoT platform. It is what was missing underneath it.

IIoT gives you data. PLM gives it meaning.

IIoT tells you what is happening on the shop floor right now, machine states, cycle times, and energy consumption. This is powerful, but it’s only half the story. To derive actual value, you must answer: What should be happening? The expected cycle time for a specific product variant, the approved digital work instructions, the engineering change released last shift, and the Bill of Materials tolerances, this information doesn’t live in your IIoT platform. It lives in your PLM system.

Without a “Digital Thread” connecting PLM to the shop floor, your IIoT implementation is a window into a process whose definition is scattered across email threads and institutional memory. You aren’t measuring against a standard; you’re measuring against noise.

You are not measuring against a standard. You are measuring against nothing.

Field Evidence: The High-Mix Production Challenge

During an IIoT integration for a global electronics manufacturing leader’s High-Mix Low-Volume lines, I saw this play out. Their assembly process generated mountains of data, but decisions were still being made on retrospective reports compiled days later.  By implementing a unified dashboarding (Thingworx) environment, we integrated data from the factory floor edge to the enterprise level, connecting MES, Asset Management, and Inventory. The “moment of clarity” didn’t come from the sensors, but from the standardization. Because their product data was structured in PLM, the IIoT dashboard could finally show deviation from a known engineering standard.

This methodology is a cornerstone of my work, documented in my book, “Product Lifecycle Management (PLM): A Digital Journey Using Industrial Internet of Things (IIoT).” This work, recognized with the 2020 Taylor & Francis Award for Outstanding Professional Book, validates that the “Digital Thread” is only as strong as its weakest link. If your PLM backbone is non-existent, your IIoT journey has no destination.

When it goes wrong

This is not always how it goes. Earlier in my career, I worked with a global appliance manufacturer that had invested significantly in Windchill, a capable, enterprise-grade PLM platform. Senior leadership set a Go-Live date and drove toward it. What they did not do was map the existing processes, align the engineering stakeholders, or build the organisational readiness to use what they had deployed. The result was predictable: engineers bypassed the system, CAD data errors proliferated, and change management collapsed. The platform was running. The discipline was absent. Those two things are not the same and confusing them is the most expensive mistake a manufacturer can make.

The ownership problem that nobody names

In most organisations, IIoT is treated as an IT project. Corporate IT claims the implementation, connects the sensors, builds the dashboards, and hands it over.

I have seen this up close. In one engagement, I told the Engineering team directly: you are the runner. This process, this data, this implementation, it belongs to you. Within days, corporate IT arrived and overruled that position. They would drive the implementation.

Sensors got connected. Dashboards got built. But the people who understood what the data meant, who knew what a deviation in cycle time actually indicated about the process, which engineering change had introduced a new variable, which BOM revision applied to today’s production run, those people had been moved aside.

The result? A technically successful implementation that produces data nobody trusts enough to act on. For Industry 4.0 to move into Industry 5.0 (Human-Centricity), a concept I explore in my book Industry 5.0: The Future of the Industrial Economy, the practitioner must own the data. It is about human-machine collaboration, not human replacement by automated dashboards.

IIoT without Engineering ownership is a window nobody is looking through. PLM without Engineering ownership is a database nobody maintains. Both fail for the same reason; the wrong function is driving.

The Industry 4.0 readiness question nobody asks

Before any manufacturer invests in IIoT, sensors, or smart factory infrastructure, there is one question that should come first. I ask it in every initial engagement:

Can you give me a complete picture of your current CAD, PLM, ERP, and PLC environment?

The answer tells me everything about whether an Industry 4.0 initiative will succeed. Not the technology answer, the confidence of the answer. Whether the people in the room know immediately what systems they have, who owns the data in each, and how those systems currently talk to each other.

In most SME engagements, the honest answer is: we cannot fully describe it. The systems exist. The discipline connecting them does not.

You cannot build a smart factory on top of that. You can connect sensors to machines. You can build dashboards. But without a disciplined PLM backbone, clean product data, structured BOMs, traceable process definitions, your IIoT implementation will generate noise instead of insight.

Industry 4.0 does not begin with sensors. It begins with structured product knowledge. PLM is where that structure lives.

Three things to check before your next IIoT investment

If you are planning an IIoT initiative or wondering why your current one has not delivered, ask these three questions before spending another rupee or dollar on connectivity:

1. Does your engineering BOM reliably reach your ERP without manual intervention? If not, your product data foundation is already broken. IIoT will not fix it, it will expose it.
2. Do your process instructions on the shop floor reflect the latest engineering release, automatically, not manually? If not, your IIoT platform is measuring against outdated standards.
3. Does Engineering own your IIoT implementation, or does IT? If IT owns it, the people who understand your process are not driving the transformation. And the dashboards will stay beautiful and unactioned.

PLM is not the trendy part of Industry 4.0. Nobody puts it on a conference keynote slide next to cobots and digital twins. But it is the backbone that determines whether everything else works. Without it, your smart factory is smart infrastructure built on fragile foundations.

About the Author :

Mr. Uthayan Elangovan
Founder & CEO – Neel SMARTEC

Author of the PLM & IIoT Trilogy

Mr. Uthayan Elangovan is the Founder of Neel SMARTEC, a strategic advisory practice specializing in PLM, IIoT, and Industry 5.0 transformation. With 20+ years of hands-on experience, he provides vendor-agnostic guidance to help manufacturers bridge the gap between engineering discipline and shop-floor reality.

Mr. Uthayan Elangovan is definitive trilogy on industrial digital transformation includes:

Smart Automation to Smart Manufacturing: Industrial Internet of Things (Named one of the “Best Manufacturing Automation books of all time” by BookAuthority).

Product Lifecycle Management (PLM): A Digital Journey Using Industrial Internet of Things (IIoT) (2020 Taylor & Francis Award Winner for Outstanding Professional Book).

Industry 5.0: The Future of the Industrial Economy.

Mr. Uthayan Elangovan is currently authoring the forthcoming Handbook of Product Lifecycle Management (PLM): Fundamentals, Components, and Implementation Best Practices (CRC Press, Taylor & Francis).

Mr. Uthayan Elangovan is Bestowed with the following Licenses & Certifications:

https://www.linkedin.com/in/uthayanelangovan/details/certifications/ 

Mr. Uthayan Elangovan is Accorded with the following Honors & Awards:

https://www.linkedin.com/in/uthayanelangovan/details/honors/

Mr. Uthayan Elangovan can be contacted at :

LinkedIn |  E-mail | Instagram | Blog

About Neel SMARTEC

Neel SMARTEC is a founder-led, vendor-agnostic consulting practice helping manufacturers accelerate Industry 4.0 and Industry 5.0 adoption – through PLM strategy, IIoT integration, and ERP alignment.

Neel SMARTEC founded in 2018 by Mr. Uthayan Elangovan  – author of three  published books on PLM, IIoT, and Industry 5.0, and winner of the Taylor & Francis Award for Outstanding Professional Book – the practice is built on one principle: you get senior expertise on every engagement, not a delegated junior.

Neel SMARTEC operate as a Business-as-a-Service model — on-demand, remote-first, with no vendor partnerships, no commission incentives, and no bloated overhead. Recommendations are based purely on what fits your business, budget, and goals.

What Neel SMARTEC do:

→ PLM Strategy, Assessment & Implementation (Windchill, OpenBOM etc)
→ ERP Advisory & Implementation (Katana ERP)
→ IIoT Integration & Smart Manufacturing
→ NPD/NPI Process Governance & Automation
→ Vendor-Agnostic Platform Selection
→ Industry–Academia Collaboration & Research

Who Neel SMARTEC work with:

Manufacturers across automotive, electrical, medical, industrial, and electronics sectors — from global OEMs to growth-stage SMEs — in India and internationally.

Neel SMARTEC can be contacted at:

Support | E-mail | Partnership | E-mail (2) | Website | LinkedIn | X | Medium | Pinterest | FaceBook | Phone : +91-95380 47356

The post Key Role of PLM in IIoT appeared first on Industry4o.com.

The productivity ceiling today is poor human-machine interaction, not lack of automation.

(Aligned with the European Commission Industry 5.0 vision)

So what : The factories that win combine human judgment + machine intelligence,  not one versus the other.

Industry 5.0 Changes the Goal of Manufacturing

Efficiency alone is no longer enough;  human-centric value now defines competitiveness.

(Reinforced by World Economic Forum and EU Industry 5.0 frameworks)

So what : Industry 5.0 is not more tech,  it’s better alignment between people, machines, and purpose.

Humans and Robots Now Do What Each Does Best

Division of labor, not substitution, unlocks the next productivity curve

So what : Industry 5.0 replaces the “automation vs jobs” debate with automation for better jobs.

Where Human-Robot Collaboration Actually Works

Productivity gains now come from redesigning work, not just automating tasks.

So what : Productivity no longer comes from automation alone, it comes from designing work around collaboration.

Collaboration Delivers Resilience, Not Just Productivity

Resilient factories outperform purely automated ones in volatile conditions.

As highlighted by McKinsey and Deloitte, human-machine collaboration is now a competitive differentiator, not a cultural experiment.

So what : Collaboration creates robust factories, not brittle ones.

Human-Centric AI Is the Real Breakthrough

AI doesn’t remove humans from the loop; it makes their decisions smarter

So what : The highest ROI AI systems are collaborative, explainable, and operator-centric. From autonomy to augmentation

Industry 5.0 Makes Factories More Resilient, Not Just Efficient

Resilience beats pure efficiency in a world of constant disruption

So what : Industry 5.0 turns factories from brittle efficiency machines into adaptive, shock-resistant systems.

Industry 5.0 Is a Leadership Choice, Not a Technology Upgrade

Technology enables collaboration; leadership makes it real.

So what: Industry 5.0 leadership is not about choosing humans or robots.
It’s about designing systems where both win together.

Closing Takeaway

The future factory is not dark and empty. It is intelligent, collaborative, and human-centric.

Factories that understand Industry 5.0 won’t just be automated, they’ll be adaptable, resilient, trusted, and future-ready.

About the Author :    

Mr. Gulshan Kumar Saini
Senior Director
Samsung Electronics

Mr. Gulshan Kumar Saini is a global manufacturing, operations excellence, and smart factory transformation leader with over 30 years of leadership experience at Samsung Electronics, spanning senior roles across India, Vietnam, Korea, Russia, and the United States.

Mr. Gulshan Kumar Saini currently serves as Senior Director – Smart Factory at Samsung Electronics India, where Mr. Gulshan Kumar Saini spearheads enterprise-wide digital transformation initiatives across advanced manufacturing lines for consumer electronics and durables.

Mr. Gulshan Kumar Saini leads the deployment of AI-driven manufacturing systems, industrial robotics, IIoT platforms, machine vision, advanced analytics, and Digital Twin technologies to drive next-generation factory performance.

Mr. Gulshan Kumar Saini is widely recognized for delivering large-scale automation, step- change productivity improvements, and sustainable cost, quality, and efficiency gains in high-volume, high-complexity manufacturing environments. Across his career, Mr. Gulshan Kumar Saini has successfully led global NPI programs, greenfield and brownfield plant setups, capacity expansions, lean transformations, and multi-country manufacturing excellence programs.

Mr. Gulshan Kumar Saini is a PMP-certified professional and Six Sigma Black Belt, Mr. Gulshan Kumar Saini also holds an MBA in FinTech from BITS Pilani, combining strong digital, financial, and operational acumen to translate technology into measurable business outcomes.

Mr. Gulshan Kumar Saini is Bestowed with the following Licenses & Certifications

https://www.linkedin.com/in/gulshan-kumar-saini/details/certifications/

Mr. Gulshan Kumar Saini is Accorded with the following Honors & Awards

https://www.linkedin.com/in/gulshan-kumar-saini/details/honors/

Mr. Gulshan Kumar Saini can be contacted at:

Linked In | E-mail

The post Industry 5.0 : Humans & Robots appeared first on Industry4o.com.

People keep asking whether Industry 5.0 makes sense while Industry 4.0 is still incomplete. The question reflects a flawed assumption. Industrial revolutions never wait for full adoption. They start the moment a new capability rewrites how the physical world can be operated.

The history of progress is clear: revolutions start when a new capability changes what’s possible, not when the previous one is fully deployed. Electricity didn’t wait for steam to disappear.

Today, that new, game-changing capability is Industrial Agentic AI: Autonomous systems that can perceive, reason, plan, coordinate, and act in real-time, across your complex environment. These agents don’t just “do 4.0 better.” They directly solve the existential problems that Industry 4.0 simply could not.

So, you’ve invested millions in sensors, IoT, data lakes, and Software Systems (ERP, MES, etc.), You’ve laid the foundation for Industry 4.0.  But if you are like most executives, the digital promise feels… incomplete.

The gap between vision and reality is costing you. Is this why we’re even talking about Industry 5.0 when 4.0 is still in progress? The short answer is: Yes.

The 6 Crushing Pain Points Industry 4.0 Left Unsolved (And what 5.0 Must Fix)

For over a decade, billions were invested, but real, crippling barriers slowed progress. These are the problems your competitors might now using Agentic AI to tackle:

1. The Existential Workforce Crisis

Your best OT experts are retiring &you can’t hire enough automation or AI talent. Your operation runs on undocumented tribal knowledge. Industry 4.0 digitized data didn’t reduce the cognitive load on your scarce human talent. Industrial AI Agents can finally take over that cognitive load, acting as an autonomous expert layer to augment, not just assist, your remaining staff.

2. The Know-How Drain

Your most valuable IP lives in the heads of your senior technicians and process engineers. When they leave, that knowledge walks out the door. Industry 4.0 captured data, not engineering logic. Agentic AI introduces reasoning engines and operational memory, safely transferring critical human expertise into verifiable, machine intelligence.

3. The Unacceptable ROI Pressure

You were promised fast ROI but got long integration cycles, vendor lock-in, and excessive custom development. Executives are done with slow time-to-value. Autonomous Agents self-optimize, integrate faster, and radically reduce the need for constant, expensive manual configuration. This is the first realistic path to scalable, verifiable ROI in industrial digitalization.

4. The Global Competitiveness Gap

While your firm is still integrating, competitors are moving exponentially faster. China is running fully autonomous “dark factories.” GCC countries are orchestrating city-scale autonomous infrastructure. If your region delays adopting autonomy, the gap doesn’t just widen, it accelerates into an unrecoverable chasm. Industry 5.0 is no longer about “efficiency;” it’s becoming a competitive survival mechanism.

5. The Sustainability Mandate (Beyond Just Reporting)

You need to achieve carbon reduction, energy efficiency, and resource optimization. Industry 4.0 gave you data dashboards. Industry 5.0 Agents move beyond reporting: they autonomously coordinate assets, shift loads, and plan sustainable operations in real-time, making sustainability a continuous optimization loop, not a quarterly exercise.

6. The Innovation Speed Limit

“It takes months or years to deploy a new process.” Why? Siloed data, manual integration, and human bottlenecks in the decision chain. Industrial Agentic AI automates experimentation, runs thousands of scenario validations in digital twins, and coordinates cross-system changes. It can collapse innovation cycles from months to days or even hours. No 4.0 technology can do that.

Why Industry 5.0 is NOT Industry 4.x ?

The difference isn’t semantic, it’s functional:

• 4.x systems are AUTOMATION: They execute predefined, static logic.
• 5.0 systems are AUTONOMY: They set and adapt their own logic to achieve a goal.
• 4.0 is REACTIVE. You see what happened on a dashboard.
• 5.0 is ANTICIPATORY. The agent acts to prevent or improve what’s about to happen.

This leap demands a new social contract: Industry 5.0 puts human governance at the center, requiring explainability, traceability, human-in-the-loop rules, and safety envelopes that 4.0 systems never needed.

Your Path Forward: From Tasks to Purpose

This is not a “jobs versus no jobs” debate. This is about elevating your workforce.

The choice is:

• Humans do repetitive, high-stress tasks…. Or,
• Humans define purpose, oversight, creativity, and critical thinking.

Industry 5.0 is designed to augment people, not displace them. Your operations must adapt. Let machines manage complexity while humans define the purpose.

Does Industry 5.0 make sense while 4.0 is still ongoing? Absolutely.

Industry 4.0 digitized the factory. Industry 5.0 makes it autonomous.

Is your industrial strategy ready for this shift?

If you are an executive, policymaker, or industrial strategist grappling with workforce shortages, not knowing where to start with Agentic AI, or how to design human-centric governance for autonomy, let’s connect.

I’m always open for a 15-minute virtual discussion on practical industrial transformation.

About the Author :

Mr. Omid Givehchi
Advisor – Smart Industries,
ATELIC

Mr. Omid G. is a digital technology leader with extensive experience in industrial software, emerging technologies, and sustainability-focused solutions.

Mr. Omid G. is currently serving as MD Smart Industries at Atelic, contributing to the development of an enterprise operating system for autonomy that integrates IT and OT data to drive efficiency and autonomous workflows across sectors such as energy, healthcare, manufacturing, and smart cities.

Mr. Omid G. with over a decade of experience, expertise spans Artificial Intelligence (AI), Internet of Things (IoT), and Innovation Management.

Mr. Omid G. is committed to leveraging advanced technology to deliver  scalable, intelligent, and sustainable solutions, aligning with organizational goals and global environmental responsibility.

Mr. Omid G. is Bestowed with the following Licenses & Certifications :

https://www.linkedin.com/in/omidgi/details/certifications/

Mr. Omid G. is Accorded with the following Honors & Awards : 

https://www.linkedin.com/in/omidgi/details/honors/

Mr. Omid G. can be contacted at:

LinkedIn | E-mail 

About ATELIC 

Atelic AI provides the enterprise operating system for autonomy.

Atelic enable Energy, Healthcare, Manufacturing, and Smart Cities to build agentic systems that fuse IT and OT data, reason in real-time, and execute autonomous end-to-end workflows.

Atelic can be Contacted at :

LinkedIn | Website | E-mail

The post Industry 4.0 isn’t Finished. So why Industry 5.0? appeared first on Industry4o.com.

Reflections and learnings from Two Decades of Industrial Transformation

After implementing automation solutions across three continents and founding technology ventures over 20+ years, I’ve learned a hard truth: universal automation solutions don’t exist. What works in labor-scarce Germany fails spectacularly in labor-abundant India.Today, as Indian industry rushes toward Industry 4.0, we risk adopting Western solutions to Western problems—ignoring our unique strengths and social realities.

The Western Automation Trap

Western automation emerged from the demographic crisis—aging populations and shrinking workforces. Germany’s Industry 4.0 addresses a projected 6 million worker shortage by 2030.Japan’s Society 5.0 tackles a society where adult diapers outsell baby diapers.

India’s reality is starkly different:

When you have abundant labor, adopting labor-replacement technologies creates social catastrophe, not competitive advantage.

The Technology Tsunami: Converging Disruptions

Current automation differs fundamentally from past industrial revolutions. AI, robotics, IoT, and machine learning now converge to eliminate entire job categories within months, not years:

The exponential improvement curve means decisions made today have vastly different implications than five years ago. What required PhD expertise now runs on smartphones. Million-dollar systems cost hundreds of thousands today, tens of thousands tomorrow.

The Unemployment Time Bomb: Quantifying the Crisis

Based on my analysis of Indian industrial sectors, automation adoption could displace:

Lessons from Global Automation Experiments

My implementation experience across emerging markets provides sobering precedents:

The Inequality Amplifier: Mathematics of Wealth Concentration

Automation requires massive capital only large corporations can afford:

This creates a “barbell economy”—wealthy technology owners at one end, massive unemployment at the other, shrinking middle class between. In India’s caste-conscious society,where occupation determines social status, this threatens fundamental social structures.

Geographic concentration compounds the problem:

The Democratic Governance Challenge

Mass unemployment plus extreme inequality overwhelms democratic institutions designed for gradual change. When private automation decisions determine employment for millions,democratic systems appear powerless to protect citizen interests.

Potential outcomes:

My Strategic Framework: Human-Centric Automation

Twenty years of implementation experience suggests a three-tier approach:

Prerequisites: Comprehensive retraining, social safety nets, economic alternatives

Sectoral Intelligence: Where to Apply Automation

High-Value Targets:

Human-Centric Enhancement:

Protection Zones:

The Innovation Paradox: Why Over-Automation Reduces Competitiveness

Excessive automation paradoxically undermines innovation capacity. Human creativity requires active engagement with real problems—precisely what automation eliminates.

India’s traditional strengths at risk:

Over-automated organizations become:

Policy Recommendations: Building India’s Automation Framework

Immediate Actions:

Employment Impact Assessment: Mandate studies for automation projects above ₹10crore

Graduated Tax Structure: Higher taxes for job-displacing automation, incentives for job-enhancing technology

Strategic Skills Investment: Focus on human-machine collaboration rather than replacement

Medium-term Initiatives:

Innovation Ecosystem Development: Fund research into “appropriate automation” forIndian conditions

Social Safety Net Expansion: Unemployment insurance, retraining programs,entrepreneurship support

Regional Development Balance: Ensure automation benefits don’t concentrate on existing tech hubs

Long-term Vision:

Technological Sovereignty: Develop indigenous automation capabilities serving Indian social and economic objectives

Export Leadership: Position India as developer of inclusive automation technologies for emerging markets

The Competitive Advantage of Measured Adoption

Contrary to conventional wisdom, India’s human-centric approach could create sustainable competitive advantages:

Flexibility Benefits:

Market Differentiation:

Cost Realities:

Three Future Scenarios for India

Scenario 1: Aggressive Automation Adoption

Outcome High productivity, massive unemployment, social unrest, political instability

Risk: Short-term economic gains, enormous long-term social costs

Scenario 2: Technology Resistance

Outcome: Employment preservation, economic stagnation, eventual forced adjustment

Risk: Delayed rather than solved fundamental challenges

Scenario 3: Strategic Human-Centric Integration

Outcome: Balanced productivity growth with social stability

Requirements: Unprecedented policy coordination and social investmen

Benefit: Both economic competitiveness and social cohesion

The Entrepreneurial Opportunity: Leading Inclusive Innovation

My recent ventures focus on “appropriate automation”—technologies achieving 60-80% of full automation benefits at 30-40% of the cost while preserving employment. Early market response suggests significant export potential to other developing economies facing similar challenges.

India’s potential leadership areas:

Collaborative robotics for labor-abundant environments

AI-assisted human decision support systems

Flexible manufacturing technologies balancing efficiency with employment

Human-centric industrial design and implementation

Conclusion: Wisdom Over Speed

Industrial leadership isn’t about adopting technologies fastest—it’s about adopting them most intelligently. India has an unprecedented opportunity to demonstrate that technological progress and social development can be mutually reinforcing rather than competing objectives

The choice is clear:

● Follow others down a path that may not serve our interests

● Pioneer a uniquely Indian approach balancing technology with humanity

● Lead global development of inclusive industrialization models

● After two decades of implementing industrial transformation across diverse economies, I’m convinced the future belongs not to the most automated nations, but to those that most intelligently integrate human creativity with technological capability.

● India has all necessary ingredients—abundant human resources, growing technological capacity,democratic institutions, and entrepreneurial energy. The question isn’t whether we can afford this measured approach, but whether we can afford not to take it

● The stakes extend beyond our borders. Success demonstrates that inclusive industrialization is possible, providing a template for other developing economies. Failure means repeating others’mistakes and facing the social consequences that excessive automation has created elsewhere.

● The demographic dividend others see as temporary could become permanent competitive advantage if leveraged intelligently. The time to choose our path is now.

About the Author :

Mr. Chetan Kulkarni 
Founder and Director
Elansol Technologies Private Limited

Mr. Chetan Kulkarni as the Director of Elansol Technologies is passionate about leading a team of experts who are dedicated to providing cutting-edge solutions.

Mr. Chetan Kulkarni with 19+ years of experience in the field of Electronics, Embedded Systems, IoT & Industry 4.0 brings a wealth of knowledge and expertise to the table.

Mr. Chetan Kulkarni‘s customer-centric approach and experience with international clients have enabled to build pipelines worth millions of dollars.

Mr. Chetan Kulkarni have successfully handled IT-OT integration projects from lead generation to deliveries that have helped his clients to achieve their business objectives.

Mr. Chetan Kulkarni have presented technical papers at various forums.

Mr. Chetan Kulkarni is the winner in Emerson’s Technology Day 2011.

Mr. Chetan Kulkarni have also filed two invention disclosures, with one trade secret awarded.

Mr. Chetan Kulkarni  is Bestowed with the following Licenses & Certifications :

https://www.linkedin.com/in/chetan-kulkarni-32252618/details/certifications/

Mr. Chetan Kulkarni can be contacted at :

LinkedIn | E-mail (Official) | E-mail (Personal) 

About Elansol Technologies Private Limited

At Elansol Technologies, we empower industries to embrace the future of smart manufacturing and digital transformation.

Elansol Technologies is a one-stop solution partner for businesses seeking to implement advanced Industry 4.0 technologies—driving efficiency, productivity, and intelligent decision-making.

Elansol Technologies specialize in:

● Industry 4.0 Consulting & Implementation
● Industrial Automation & IIoT Integration
● AI-Powered Vision Systems
● End-to-End Smart Factory Solutions

Elansol Technologies mission is to bridge the gap between the physical and digital worlds. From upgrading legacy production systems to deploying real-time autonomous solutions using AI, ML, and IIoT, our experts deliver scalable, innovation-led outcomes tailored to your operational goals.

With a client-centric mindset and a passion for solving complex industrial challenges, Elansol Technologies is on a journey to become a global center of excellence in Industry 4.0 transformation.

Elansol Technologies can be contacted at:

LinkedIn | Website | E-mail (Sales) | E-mail (HR)

The post India’s Industrial Future appeared first on Industry4o.com.

Industry 5.0 Holds the Blueprint to Save Our Lungs – Here’s How!

In an era defined by Industry 5.0 – the human-centric convergence of AI, IoT, smart materials, and data-driven resilience – we have the unprecedented ability to transform our crumbling road infrastructure into living, breathing systems that protect public health and enhance quality of life. But are we leveraging this potential fast enough? The answer will shape not only cityscapes but the very breath we take every day.

Every breakthrough in personal predictive health – the wearables that monitor our hearts, the AI that anticipates illness – teaches us one critical lesson: early detection and proactive care save lives. Yet, outside our homes and offices, the roads beneath our wheels receive no such care. Dust clouds from damaged asphalt silently choke millions. Cracks left untreated become hazards, spreading pollution and risking lives.

Industry 5.0 offers us a blueprint for change. With IoT sensors embedded in roadways, AI-powered analytics for predictive maintenance, and innovative materials that self-heal and reduce dust, we can stop the slow erosion of our civic health. This is not theoretical – it’s actionable, measurable, and transformative.

This blog explores how, as leaders and citizens, we must move beyond blame and embrace a collective responsibility to apply this technology-driven foresight to the very streets that sustain our lives.

Every year – sophisticated sensors in our watches, shoes, and smartphones track our steps, measure our heartbeats, and gently remind us to breathe deep. Preventive and predictive health is the mantra for modern living – we invest in gym memberships, medical checkups, and “wearables” to spot trouble before it breaks us. We know: If you don’t maintain the system, the system fails you when you need it most.

But step outside your health-metric-enabled home and everything changes. The road beneath your feet or tires – crumbling, neglected, forgotten – becomes a silent adversary. Fine dust chokes the air, seeps into lungs, settles into bloodstreams, and silently chips away at lives. The World Health Organization warns that over 4.2 million deaths each year are linked to ambient air pollution, much of it rooted in poor urban infrastructure and dust from broken roads.

The Hidden Illness Under Our Wheels

We are taught to blame the car—and certainly, emissions must fall. But the silent killer is the dust that rises with every passing vehicle, kicked up from roads that should have been rebuilt years ago but weren’t. In India’s megacities and beyond, air quality regularly soars into “hazardous” territory, even in the absence of industrial smog or crop burning! It’s the roads, not just the vehicles, that are quietly shortening our breaths, one day at a time.

• Traffic congestion and poor roads are not just logistical annoyances – they drive stress, anxiety, and even depression among commuters and families.
• Patients with asthma and children forced to limit outdoor play suffer measurable harm – productivity falls, healthcare costs rise, and lives are quite literally shortened.

The Industry 5.0 Solution: Predict, Prevent, Protect – For All

Industry 5.0 is about re-centering technology where it matters – people. We have the tools: sensors in roads as well as in watches, AI platforms that flag risk in asphalt as easily as they flag risk in ECGs. In fact, cities piloting IoT-based predictive maintenance have cut road repair costs by 30% and dramatically improved air quality and safety. Smart, data-driven infrastructure is not just a technophile’s dream—it is a public health imperative.

The Call to Action: Let’s Move Beyond Sympathy

This is about more than infrastructure – it is about dignity, health, and the possibility of a full life for every commuter, child, and elder. Every expert on urban air and health, from WHO to local clinics, agrees: cleaning our civic “arteries” is as critical as keeping our personal arteries clear.

We already know how to do it. The question isn’t technical ability – it’s collective will. And every board member, civic leader, and technologist has a seat at this table.

References:

https://eiscouncil.org/the-psychological-impact-of-infrastructure-failures/

https://www.openvia.io/5-technologies-we-will-use-on-the-roads-in-the-futu/

https://adenikeadenaya.com/2024/01/29/485/

About the Author :

Dr. Preeti Jain 
Director – Finance Forecasting & Planning Reinvention
Accenture

Technology strategist and leader, Dr. Preeti Jain is driven by a simple yet powerful mission: to redefine how global enterprises operate at the intersection of AI, analytics, and innovation. Her isn’t just about implementing new tech, it’s about architecting the future of work itself. She specializes in translating visionary concepts into measurable, high-impact outcomes, particularly in large-scale transformations delivery.

Dr. Preeti Jain is a firm believer that the next wave of business value won’t come from incremental improvements, but from a radical rethinking of core processes. This is why Dr. Preeti Jain is focused on embedding Gen x Agentic AI into the very fabric of business, pioneering new ways for teams to leverage next-gen tools for unprecedented efficiency and insight.

Dr. Preeti Jain leadership philosophy is built on the principles of purpose-driven innovation and constructive d!sruption. Dr. Preeti Jain empower teams to move beyond conventional thinking and embrace new technologies as catalysts for growth and positive change.

Beyond the Corporate Sphere, Dr. Preeti Jain is an author, speaker, and civic advocate, passionate about shaping a smarter, more inclusive future.

Dr. Preeti Jain insights on Industry 4.0/ 5.0 technologies, advanced business analytics, AI/ML, including her first-author publications in A-category journals, and recognition as an International Icon 2025, Young Achiever in Women LeadHERship, reflect a deep commitment to sharing knowledge and advancing the conversation.

Dr. Preeti Jain believes that true innovation must serve both business and societal progress.

Dr. Preeti Jain is Bestowed with the following Licences & Certifications :

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Dr. Preeti Jain is Accorded with the following Honors & Awards :

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Dr. Preeti Jain can be contacted at :

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The electronics industry is being fundamentally reshaped, taking it beyond mere digital optimizations into converged, cognitive, and always learning ecosystems. This revolution changes the way we innovate, make, and connect, ultimately empowering individuals and driving progress.

This article explores how:

Introduction: Engineering the Future of Electronics—Beyond Smart, Toward Self-Optimizing and Human-Empowered

The electronics sector is undergoing deep structural change to become an integrated, cognitive, and adaptive network that actually learns. Working extensively with world electronics leaders, I’ve witnessed firsthand how engineering, manufacturing, and supply chain operations are being rewired as smart, real-time feedback loops.

We are moving towards the Immersive & Intelligent Electronics era. In this space, transformational technologies such as Generative AI, Digital Twins, Augmented/Virtual Reality (AR/VR), AI/Machine Learning (AI-ML), Internet of Things (IoT)/Edge computing, and high-end Automation/Robotics are mission-critical drivers for the entire product life cycle. This is not theory; we are seeing it get delivered at production scale, transforming every phase:

This article outlines the way to design and deploy advanced systems globally. It shares insights from real-world projects, complex business software integrations, and robust design-to-delivery processes. For business executives and engineering strategists, the message is evident: we are infusing intelligence into the entire end-to-end value chain—chips to ultimate customer experience. This is not just about making smart products, but an intelligent, responsive, and resilient future.

Product Development Reimagined: From Concept to Cognitive Design

Product development in semiconductors, Power & Automation Equipment, Network Equipment Providers (NEPs), Office Products & Computers (Digital office), Medical Devices/Equipment, Consumer Electronics and Home Appliance is being reimagined. The classical, linear design process is giving way to a smarter, agile, hyper-collaborative method. With AI-driven design automation, virtual reality engineering environments, and material informatics coming together, design is becoming more cognitively oriented.

Generative AI: The Cognitive Engine of Next-Generation Design

Generative AI (GenAI) revolutionizes design from reactive engineering to forward-looking, cognitive innovation—the “brain” of the digital factory for design. GenAI iterates over millions of design options, optimizing power dissipation, thermal characteristics, manufacturability, signal integrity, and cost, all while adhering to precise product requirements. McKinsey predicts that AI can release trillions of dollars of value across sectors, radically changing product development.

In fabless semiconductor companies, GenAI rapidly cycles through System-on-Chip (SoC) floor planning to achieve demanding Power-Performance-Area (PPA) goals. It’s able to search billions of gate-level place-and-route configurations for optimization, supporting intelligent hardware co-design of AI/ML models. In medical devices, it’s critical to designing ultra-miniature, high-reliability PCBs with optimized component density and thermal profiles. NEPs leverage it to optimize electromagnetic performance in complex antenna arrays, simulating complicated signal propagation. In consumer electronics, GenAI redefines product enclosures, engineering the best ergonomics and thermal balancing.

Future-proof solutions such as Synopsys.ai, Cadence Cerebrus, and Ansys Discovery embed intelligence directly within Electronic Design Automation (EDA), simulation, and optimization flows. This accelerates design cycles from months to days through automating iterative tasks. Industry trends validate that GenAI reduces EDA cycle times dramatically and increases yield predictability. Anomaly detection engines based on AI also accelerate GenAI, anticipating problems such as heat dissipation or EMI compliance weeks ahead of physical prototyping—a key pain point in eliding expensive re-spins. The outcome is a fundamental shift: from “what if” to “what’s optimal” at breathtaking speed.

Advanced Materials & Informatics: Designing from the Atom Up

Materials for high-performance electronics are no longer passive substrates; they actively propel functional innovation. From Gallium Nitride (GaN) and Silicon Carbide (SiC) for EV charging and smart grids, to flexible, biocompatible polymers for medical sensors, selection of the material determines the cutting edge of product innovation.

Material Informatics—a data-driven strategy—facilitates materials discovery and optimizes properties at an unprecedented speed. This is accomplished by applying computational simulations and machine learning methods to massive databases of materials to make predictions about behavior and create new compositions. The engineers can optimize manufacturability, sustainability, and performance simultaneously. Using computational simulations, the engineers create very light, impact-resistant composites for drones, high-dissipation alloys for data centers, and flexible substrates for foldable consumer electronics. New technologies such as neuromorphic sensing technologies set boundaries for edge AI and energy efficiency. The design of products now begins with smart material selection, allowing innovation in industries.

Digital Twins: The Living Blueprint of the Electronics Lifecycle

Digital Twins have moved from being static CAD models to real-time, updating virtual duplicates of the entire product lifecycle. The next-generation Product Lifecycle Management (PLM) solutions such as Siemens Teamcenter, PTC Windchill, and Dassault Systèmes 3DEXPERIENCE drive this change. These “living models” use real-time information, physics-based simulation, and runtime telemetry. IDC predicts the worldwide Digital Twin market to grow over $75 billion by 2027.

Immersive Collaboration: Design Engineering within the Design Metaverse

Virtual and Augmented Reality (VR/AR) technologies transform multidisciplinary team collaboration into the creation of a “design metaverse.” Environments such as NVIDIA Omniverse, Unity Reflect, and Autodesk VRED enable globally distributed teams to collaborate naturally on virtual prototypes at full size in real-time 3D spaces, supporting concurrent engineering. The global VR market is growing at an explosive pace, projected more than $22 billion by 2025 (IEEE Spectrum).

Manufacturing Processes Transformed: The Cognitive Factory Floor

Having managed extensive digital transformations of electronics plants firsthand, I can say categorically: the factory is no longer a one-dimensional assembly line. It is vibrant, smart, and constantly evolving in real-time through the entire range of electronics manufacturing. This is the concrete reality of Industry 4.0 and its follow-on waves—a master plan that I’ve implemented actively for unprecedented strength and resilience.

IoT & Sensors: The Factory’s Central Nervous System

Ubiquitous IoT sensors are the “Muscles of Precision & Flow” of modern electronics manufacturing. They collect granular data around the clock, providing the real-time rhythm of the business, enabling proactive rather than reactive management. IDC forecasts industrial IoT (IIoT) manufacturing outlay will expand steadily, fueling efficiency and predictive maintenance. Vibration sensors on key equipment in semiconductor fabs anticipate maintenance, protecting precious wafer yields. For Power & Automation Equipment, IoT data forecasts electromechanical failure, enabling proactive maintenance. NEPs monitor motion of components to avoid bottlenecks. Even in Medical Device cleanrooms, advanced environmental sensors measure air quality, temperature, and humidity to satisfy strict regulatory requirements.

Industrial IoT platforms such as Siemens MindSphere, PTC ThingWorx, and GE Digital Predix provide the substrate for processing this fine-grained real-time data. Most importantly, Edge-AI offerings (e.g., AWS IoT Greengrass or Azure IoT Edge) run computing on the shop floor. Local processing reduces latency to make ultra-low latency decision-making possible for precision robotics, autonomous quality inspection, and adaptive machining. For example, an Asian EMS plant reduced unplanned downtime by 15% through using Edge AI for predictive maintenance on SMT machines.

Automation & Robotics: Precision Collaboration at Scale

Modern robots have evolved from stand-alone automatons; today they are true human collaborative tools, absolutely necessary to scale complexity and accuracy in manufacturing. Advanced robots perform precise operations, ranging from micro-soldering sensitive semiconductor parts to high-volume pick-and-place of consumer electronics. At the same time, specialized cobots enhance human operator accuracy, collaborating together. Such human-robot collaboration, facilitated by AR for intuitive guidance, is Industry 5.0’s people-first principle—a strategic imperative to maximize effectiveness and worker engagement.

In medical device assembly, robotic precision for high-precision work is supplemented by human dexterity for fine manual tasks. For power & automation equipment, rugged automation pushes large, heavy parts around with precision, improving safety and speed of assembly. High-speed adaptive automation allows Network Equipment Providers to quickly handle multiple product variations and speed New Product Introduction (NPI) cycles. This potent combination of robotic automation and human ingenuity significantly boosts throughput and quality. For example, a leading European electronics OEM achieved a 12% increase in line efficiency by integrating cobots for complex assembly tasks.

Manufacturing 4.0 & Cyber-Physical Systems (CPS): The Orchestrated Production Engine

As an SAP S/4HANA and Smart Manufacturing Strategist, Manufacturing 4.0 principles are the very core of intelligent factories. They allow for Cyber-Physical Systems (CPS), in which process and machine worlds meet and collaborate. Leading Manufacturing Execution Systems (MES) such as SAP Digital Manufacturing, Siemens Opcenter APS, and Rockwell Automation Factory Talk Production Centre are the shop floor’s orchestrating layer, crunching the critical orchestration between enterprise planning (ERP) and real-time execution.

These MESs, which are natively tied to real-time IoT information and high-performance ERP solutions (like SAP S/4HANA), enable intelligence for autonomous decision-making. In semiconductor manufacturing, this equates to dynamically adjusting process parameters against real wafer quality feedback, maximizing yield. For Power & Automation Equipment, MES manages complex assembly sequences with stringent quality gates and complete material traceability. In Network Equipment Provider manufacturing, these systems fine-tune machine settings or re-route products for high-mix, high-volume manufacturing.

For Office Products & Computers, MES supports perfect component traceability and optimized assembly for mass customization. In Medical Device manufacturing, it applies rigid batch control, delivers secure audit trails to satisfy GxP standards (e.g., ISO 13485 and FDA 21 CFR Part 820), and supplies automated notification of parameter drifts—essential to patient safety. In Consumer Electronics, these systems deliver prognostic maintenance of vital equipment, minimizing downtime. Si-View (a purpose-built MES for test and electronics assembly) interfaces perfectly with ERP and PLM, delivering unparalleled design-to-production traceability and automated fix processes. Such end-to-end orchestration makes the cognitive factory unconquerable.

Resilient Supply Chain: From Visibility to Self-Healing Networks

I’ve seen many supply chain disruptions. Old methods don’t work anymore. We need adaptive, digitally-connected, self-optimizing networks using Supply Chain 5.0 designs to handle today’s challenges.

Blockchain is essential for trustworthy tracking in supply chains. My insights underscore the critical necessity for immutable traceability. For electronic components and semiconductors, blockchain verifies origin, prevents counterfeiting, and ensures ethical sourcing by offering an immutable ledger. For healthcare electronics, blockchain provides an unalterable piece-by-piece audit trail that is essential for regulatory compliance and patient safety. Circularise type of technologies also allows safe and decentralized information exchange for circular economy use cases. Gartner forecasts that by 2025, 30% of supply chain manufacturers with more than $1 billion in revenue will leverage blockchain for supply chain traceability. We have already observed EMS providers lowering warranty claims due to counterfeit components by 8% by employing blockchain-based provenance tracking.

AI-based Demand Sensing and Simulation: From Reactive to Predictive Resilience

As a Digital Transformation Leader, utilizing AI has been key to enabling companies to shift from reactive operations to anticipatory actions, avoiding supply chain volatility. For consumer electronics, this translates to correctly anticipating unexpected surges in demand in order to maximize inventory, resulting in up to a 10% drop in excess stock. For network equipment, AI-driven simulations predict component shortages, facilitating dynamic re-planning and secondary sourcing, and playing a large role in network resilience. This is done via sophisticated demand data models and predictive analytics inputting into planning systems.

IoT-empowered Warehousing and Logistics: Dynamic Control and Real-time Visibility

Our implementations use IoT in ways far beyond low-level location tracking, transforming logistics by delivering nuanced, real-time visibility into inventory and movement. For valuable items such as semiconductor parts or medical equipment, real-time condition monitoring avoids expensive in-transit damage. In power & automation machinery equipment, IoT streamlines heavy shipment routing and tracking of high-value assets. For office and computer equipment, dynamic assignment of inventories optimizes warehousing efficiency and ensures accurate, on-time delivery. An Asian semiconductor logistics company enhanced delivery accuracy by 15% by implementing IoT sensors on shipments.

Control Towers and Digital Threads: Choreographing the Self-Healing Network

Modern supply chains use advanced systems called Supply Chain Control Towers, often with platforms like SAP IBP or Kinaxis Rapid Response. These systems offer a complete, global view, helping manage everything from complex, long-term projects (like automation equipment) to hundreds of computer parts. They connect all the moving pieces, providing a single view of complex relationships.

A continuous digital thread ties everything together, allowing for quick adjustments and real-time risk management across complicated supplier networks. All your different business systems, like those for planning, warehousing, and transport, are connected through APIs, creating a unified data picture.

The outcome is truly a closed-loop supply chain that learns, adapts, and self-heals. This is not an evolutionary step; it is a systemic, sustainable competitive advantage for electronics OEMs, ODMs, and EMS suppliers in an inherently unpredictable world.

Ethics and Compliance Dilemmas in the Intelligent Ecosystem

While the intelligent ecosystem is unrivaled for efficiency and innovation, it also requires vigilant ethical examination and strict compliance. Systemic IoT deployment has data privacy concerns, requiring rigorous cybersecurity and GDPR or CCPA compliance. Higher automation requires futuristic retraining and upskilling initiatives for fair labor transition. Compliance is not optional; it’s mandatory. Conformance to industry standards (ISO, IEC) and regulatory requirements (FDA for medical devices, ISO 26262 for automotive safety) is vital for product reliability, safety, and marketability. Folding these issues into each deployment stage guarantees sustainable, responsible innovation. This is tackled through the deployment of strong data governance structures and secure API management for system interoperability.

USE CASE DEEP DIVE: PCBA Manufacturing Optimization for a Global EMS Company

A worldwide Electronics Manufacturing Services (EMS) company struggled with fluctuating OEE (Overall Equipment Effectiveness) and excessive rework in its PCBA plants. In response, they embarked on an enterprise-level digital transformation initiative incorporating a number of core technologies:

This advanced technology helped the EMS company significantly improve efficiency, quality, and responsiveness, setting a new benchmark for smart manufacturing.

Conclusion: The Human Imperative in an Intelligent Future

The electronics industry’s transformation is profoundly human. Progress lies in intelligent ecosystems where AI, Digital Twins, and advanced automation empower people and foster substantial progress. This resilient future, built on NextGen ERP, Manufacturing 5.0, Agentic AI, and a connected Digital Thread, holds immense promise. Leaders in electronics must adopt these solutions today to unlock sustainable competitive edge and create a more adaptive, human-centric world.

About the Author :

Mr. Shivam Mhapankar PMP®ITIL®
NextGeN ERP Account & Business Development Executive -Hi-Tech Industry
IBM Consulting

Mr. Shivam Mhapankar is a Digital Transformation and SAP S/4HANA Program Leader with over 25 years of experience driving innovation across the Hi-Tech Electronics industry.

He collaborates with global discrete industry organizations to integrate AI, IoT, Digital Twins, and NextGen ERP into intelligent, resilient operations.

Renowned for seamlessly blending strategy with execution, Shivam leads complex, multi-region programs that consistently deliver measurable business outcomes at scale.

Mr. Shivam Mhapankar PMP®ITIL® is Bestowed with the following Licenses & Certifications :

https://www.linkedin.com/in/shivam-mhapankar-9a79731b7/details/certifications/

Mr. Shivam Mhapankar can be contacted at

E-mail | E-mail | LinkedIn | + 91-99308 61764

Also read Mr. Shivam Mhapankar earlier article :

The post Engineering the Future, Intelligently & Sustainably appeared first on Industry4o.com.

Expanding the Horizon: Industry 5.0 and MSMEs

In a rapidly evolving industrial landscape, MSMEs and SMEs must continuously innovate to maintain their competitive edge. Industry 5.0 is not merely an upgrade; it is a paradigm shift that enhances human ingenuity with technological advancements. By integrating advanced robotics, artificial intelligence, and sustainable practices, MSMEs can achieve agility, customization, and efficiency while retaining a human-centric approach.

The Role of AI and Big Data in MSME Transformation

Artificial intelligence and big data analytics play a crucial role in Industry 5.0 by enabling predictive maintenance, demand forecasting, and process optimization. These technologies help MSMEs move beyond reactive strategies and adopt proactive measures that enhance productivity.

For instance, a leather goods MSME in Chennai implemented AI-powered demand forecasting to adjust production schedules dynamically. This not only reduced inventory holding costs but also improved cash flow management. By leveraging data-driven insights, MSMEs can streamline supply chains, minimize waste, and enhance customer satisfaction.

Skill Development and Workforce Transformation

One of the significant shifts in Industry 5.0 is the focus on human-robot collaboration rather than full automation. This necessitates upskilling employees to work alongside advanced machinery and AI-driven systems. Governments and private enterprises are investing in reskilling programs to equip the workforce with technical and analytical skills.

For example, an electronics MSME in Pune partnered with a local technical institute to train workers in AI-powered quality control systems. The outcome was a 30% reduction in defects and a significant boost in production efficiency. Such initiatives underscore the importance of continuous learning in the new industrial era.

Sustainable and Smart Manufacturing

Industry 5.0 prioritizes sustainability through energy-efficient manufacturing and circular economy principles. MSMEs can reduce carbon footprints by adopting green technologies such as IoT-enabled smart grids and AI-driven energy management systems.

A furniture MSME in Rajasthan switched to smart energy meters and AI-driven optimization for its manufacturing processes. The result was a 20% reduction in electricity consumption and lower operational costs. By integrating sustainability into business strategies, MSMEs not only contribute to environmental conservation but also attract eco-conscious customers.

Government Initiatives in India for Sustainable MSMEs

The Indian government has launched multiple initiatives to promote sustainability among MSMEs, encouraging them to adopt green technologies and reduce their carbon footprint. Some of the key initiatives include:

How MSMEs Can Benefit from Government Initiatives

To take full advantage of these programs, MSMEs should:

By integrating sustainable and smart manufacturing strategies, MSMEs can future-proof their operations, improve profitability, and contribute to India’s green economy.

Blockchain for Transparency and Trust

Blockchain technology is another transformative tool for MSMEs under Industry 5.0. It enhances transparency in supply chains, secures transactions, and prevents fraud. By using blockchain, MSMEs can build trust with suppliers and customers while ensuring compliance with global standards.

A spice export MSME in Kerala adopted blockchain to trace product origins, ensuring authenticity and quality. This move significantly improved its brand reputation and opened new international market opportunities. Blockchain fosters trust and efficiency, making MSMEs more resilient in a competitive global market.

Future Prospects: The Road Ahead

While the adoption of Industry 5.0 presents immense opportunities, challenges such as high initial investments, technology integration complexities, and cybersecurity threats must be addressed. Governments and industry bodies must provide support through funding programs, policy frameworks, and digital literacy initiatives.

For MSMEs, the roadmap to Industry 5.0 should include:

Conclusion

Industry 5.0 is the bridge between technology and humanity, emphasizing collaboration, sustainability, and innovation. For MSMEs, this new era offers a pathway to resilience, enhanced customer engagement, and sustainable growth. By embracing AI, robotics, and green technologies, MSMEs can redefine success and thrive in an increasingly digital and competitive world. The future belongs to those who adapt and innovate—Industry 5.0 is the catalyst for this transformation.

About the Author :

Dr. Subhashini Suresh is a distinguished academic and research professional with a Ph.D. in Management and over 25 years of experience spanning academia and industry.

Dr. Subhashini Suresh has held leadership roles in premier institutions, contributed extensively to research with multiple patents, journal publications, books, and serves as a research guide and consultant.

Dr. Subhashini Suresh is also a seasoned educator, currently associated with Edgewood College (USA). Her work integrates AI, finance, education, and innovation.

Dr. Subhashini Suresh is recognized with numerous awards including the Academic Excellence Award 2023 and National Faculty Award 2021.

Dr. Subhashini Suresh is Bestowed with the following Licenses & Certifications :

https://www.linkedin.com/in/dr-subhashini-suresh/details/certifications/

Dr. Subhashini Suresh is Accorded with the following Honors & Awards :

https://www.linkedin.com/in/dr-subhashini-suresh/details/honors/

Dr. Subhashini Suresh is awarded with the following Patents :

https://www.linkedin.com/in/dr-subhashini-suresh/details/patents/

Dr. Subhashini Suresh can be Contacted at :

Topmate | LinkedIn | E-mail

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Abstract:

In the ever-evolving landscape of industry, mastering the integration of Information Technology (IT) and Operational Technology (OT) is no longer a luxury but a necessity for staying competitive. This article introduces the Index of Convergence (IoC), a groundbreaking metric designed to measure and predict the effective synergy between IT and OT. By detailing the application of the IoC across various industries, from automotive manufacturing to healthcare and retail, this piece underscores the tool’s versatility and pivotal role in guiding enterprises towards optimal operational efficiency and innovation.

Introduction

In today’s rapidly evolving industrial landscape, the seamless integration of information technology (IT) and operational technology (OT) is more than just a goal – it is a necessity to remain competitive. However, quantifying the success of such integrations remains a challenge for many leaders. Enter the Index of Convergence (IoC), a revolutionary metric designed to measure and predict harmony between IT and OT, guiding enterprises toward a future of greater efficiency and innovation.

The Challenge

Imagine leading a company and investing heavily in technologies like IoT, cloud computing, and advanced analytics. The potential is immense, but how can the real impact of these investments be measured? How do you adjust strategies in real time to ensure these technologies are not only present but effectively transforming your operations? This is where IoC comes in: it offers a very clear metric to validate your digital strategies and optimize your technology investments.

The Index of Convergence (IoC):

IoC is not just another business metric; It is a strategic beacon in the digital era, since it locates the dynamic progress that the company has from Industry 3.0 to Industry 4.0 while the projects that are part of the roadmap are implemented; This is achieved by integrating key performance indicators such as interoperability, overall equipment effectiveness and sustainability, IoC provides a comprehensive snapshot of your current operations and predicts future efficiencies.

Leveraging Predictive Analytics:

We utilize advanced predictive analytics to project the trajectories of digital transformation. By deploying two sophisticated models, the Index of Convergence (IoC) establishes a solid decision-making foundation:

1. Multiple Linear Regression Model:

This model utilizes the formula,

represents various metrics such as interoperability and equipment effectiveness. By analyzing current data, it predicts future levels of IT and OT integration, enabling businesses to understand how decisions made today will impact outcomes tomorrow.

2. Time Series Forecasting Model (ARIMA):

Using the formula.

This model is optimized for identifying and following trends over time. It forecasts the effects of operational changes on future performance, making it an essential tool for long-term strategic planning.

The regression model shows slightly higher forecasts, suggesting greater optimism based on specific measured data, while the ARIMA model, based on historical trends, suggests a more conservative estimate. The comparison of the two methods has allowed us to have options for conservative or optimistic decision making.

Practical Application:

An example may be the automotive sector, where IoC can be used to gain detailed insights into your digital transformation efforts. Some elements that are taken into account for the IoC calculation are: interoperability, overall equipment effectiveness (OEE), human-machine collaboration (HMC), asset resilience (RA), sustainability (S), physical asset connectivity, enablers technological, value. added to the business, etc. Using the IoC, the factory can predict an increase in their digital transformation score, allowing them to make strategic adjustments and optimize the ROI of the technology.

Broader Industry Adoption:

The flexibility of the IoC allows it to be adapted across multiple sectors:

Healthcare: Hospitals could use IoC to streamline the integration of electronic medical records with real-time patient monitoring systems, improving patient outcomes through better data-driven decisions.

Retail: Retail chains can deploy the IoC to evaluate and enhance the synergy between e-commerce platforms and physical stores, ensuring seamless customer experiences.

Manufacturing: Beyond automotive, manufacturers in electronics, textiles, and other sectors can use the IoC to optimize machine performance, reduce downtime, and accelerate production cycles through more effective IT-OT alignment.

Conclusion:

The Index of Convergence is transforming the way industries approach IT and OT integration. By providing a measurable, predictive framework, the IoC empowers leaders to navigate their digital transformation journeys with greater confidence and strategic foresight. As industries continue to evolve, the IoC serves as a critical tool, ensuring that technological advancements lead to tangible improvements in operational efficiency and business outcomes. Moving forward, we will explore further applications and success stories, showcasing how this powerful tool is reshaping the industrial world.

About the author:

Dr. Alejandro Cortés Leal, PhD.
Professor, Researcher & Disseminator of Industry 4.0
UNIR México

Dr. Alejandro Cortés Leal Ph.D is a professor, researcher and disseminator of Industry 4.0.

Dr. Alejandro Cortés Leal main line of research is Intelligent Maintenance, Wireless Sensor Networks and Worker 5.0, where non-intrusive technologies are used. He has a Master’s Degree in Information Technology, as well as a Specialty in Advanced Manufacturing.

Dr. Alejandro Cortés Leal has participated as an Engineering and Master’s professor and he is currently Coordinator of the Master’s Degree in Industry 4.0 at the International University of La Rioja in Mexico. He belongs to a research group that aims to conceptualize and design 5G/6G networks for Industry. He has participated in automation and industrial digital transformation projects, and carries out training and consulting on Industry 4.0 for Latin America through the digitalisco initiative:

Dr. Alejandro Cortés Leal, PhD. seek to improve the economy by promoting the digital and human transformation.

Dr. Alejandro Cortés Leal, PhD. research and disseminate issues of Industry and Society 4.0 and 5.0 as well as their concerted application in companies.

Dr. Alejandro Cortés Leal, Professional Ethics ( Seasonal )

Universidad Panamericana

Dr. Alejandro Cortés Leal – Consulting, Training & Projects (  Freelance )

Digitalisco

Dr. Alejandro Cortés Leal, PhD. is Bestowed with the following Licences & Certifications :

https://www.linkedin.com/in/alexcortesleal/details/certifications/

Dr. Alejandro Cortés Leal can be contacted at:
LinkedIn | E-mail | YouTube

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Industry 5.0 is the next in Businesses. While many Businesses are still busy developing methods for interconnecting new technologies to improve efficiency and productivity — the guiding principle behind Industry 4.0 — the next phase of industrialization is already upon us.

It’s much more than simply connecting business processes. It’s the next evolution in Business Process Management. To adopt I 5.0, it’s important to understand the principles behind it and the implications.

Industry 5.0 – A possible definition

The term Industry 5.0 refers to people working alongside robots and smart machines. It’s about robots helping humans work better and faster by leveraging advanced technologies like the Internet of Things (IoT) and big data. It adds a personal human touch to the Industry 4.0 pillars of automation and efficiency.

In a business environment, robots have historically performed dangerous, monotonous or physically demanding work, such as welding and painting in car factories and loading and unloading heavy materials in warehouses. As machines in the workplace get smarter and more connected, Industry 5.0 is aimed at merging those cognitive computing capabilities with human intelligence and resourcefulness in collaborative operations.

There are industrial robots that work safely and effectively alongside humans. Whereas industrial robots have traditionally operated separately from workers and behind safety cages, the co-working robots were first deployed alongside human workers in 2008.

The pairing of human and humans opens the door to countless opportunities in Business Management. Industry 5.0 are still in relative infancy. However Businesses should strategize ways to integrate humans and machines in order to maximize the benefits that can be reaped as the movement continues to evolve.

Industry 5.0 is about co-existence and not as substitute for Humans.

Generally, use of robotics is deemed an opportunity to reduce headcount and replace employee performing repetitive tasks. Contrary to this, successful businesses understand human abilities, value of human intuition and problem-solving capabilities, and therefore, the need for collaborative co-existence.

Considering Robots, people productivity is viewed inferior. However, there are always difficult situations, and the employees make judgements often. Many a times, not having people has complicated issues making them difficult to resolve.

Tesla CEO Elon Musk tweeted “excessive automation” at his company was a mistake, and “Humans are underrated.”

While robots are much more consistent than humans and better at precision work, they’re inflexible and incapable of the adaptability and critical thinking that define us as humans.Working together with people, robots can fulfil their designated purpose of providing assistance and making our lives better. Universal Robots uses the term “cobots” for collaborative robots to emphasize the importance of people in robotic technology.

Industry 5.0 will make Businesses a place where people work collaboratively to create a more personalized and human experience for employees and customers.

Industry 5.0 for optimal balance of efficiency and productivity.

The objective of Industry 4.0 is to interconnect machines, processes and systems for maximum performance optimization. Industry 5.0 takes such efficiency and productivity a step further. It’s about refining the collaborative interactions between humans and machines.

Diverse business sectors across industries are benefitting from the principles and products engendered by Industry 5.0. Of course there are bound to be hesitations in adopting I 5.0, especially when protection of people livelihood is important. But the gains far exceed the fears and ensure much better market buoyancy.

Usually in Business Processes, automation is used to relieve people of physically and mentally demanding, repetitive work. In I 5.0 Craftsmanship and robotics complement each other and co-exist.

There are many examples wherein capacities and capabilities have improved by integrating robots into its Business Processes, efficiency apart. There are many ways by which co-working can improve quality and delivery, consistently more than merely using either people or robots.

Industry 5.0 recognizes that man and machine must be interconnected to overcome Business Complexities dealing with increasing customization through an optimized Business Management Process, improving effectiveness than just efficiency.

Industry 5.0 is a Necessity

Once technology is used to make a process more efficient, it is important to sustain it without revisiting conventional ways of doing Business. It’s like use of computers instead of typewriters.

Industry 5.0 is the Business Worlds next leap. Given the efficiencies that can be gained, I 5.0 is here to be adopted for overall social welfare and benefits. Collaborative co-existence of Human and Machines are inevitable, though the pace is left to be decided. Businesses should embrace digitalisation wholeheartedly for the sake of consumers, society and employees.

There are issues to be addresses too. Use of excessive automation in populous countries and its ramifications are yet to be gauged in full. However, in terms of larger benefits for economies to become competitive, not much of an option exists.

Sometimes, fully integrated systems are vulnerable to systemic risks such as total network collapse. Many a times, extreme connectivity results in new social and political structures, which might lead to un-acceptable hegemony. Therefore, it is required to meticulously plan and prepare for Business and Social needs, based on expected outcomes.

It may not be enough only for Businesses to gain from Collaboration and Co-existence of Humans and Machines. Overall success will depend on the ability of the Socio Economic system to absorb such developments from Country’s perspective in terms of sustainability for people gains.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., PhD

Managing Director & CEO – European MNC
Chairman – Shri Avinashiappar Trust
Vice President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

He is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

He Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

He is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

His Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Member:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

He can be contacted at :

Mobile : +919487946900

Email : nithin.devaraaj@gmail.com, dr.n.devaraaj@gmail.com

LinkedIn : https://www.linkedin.com/in/dr-nithyanandan-devaraaj-95612338/

Twitter : https://twitter.com/dr_n_devaraaj

Facebook : https://www.facebook.com/drnithyanandan.devaraaj.7

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier article

The post Industry 5.0 : Co-create and Co-exist appeared first on Industry4o.com.

Of late Artificial Intelligence has become the fulcrum of numerous transformative changes, because of this extensive usability, it is now inextricably connected with our typical daily life. Starting from healthcare to weather prediction and portfolio optimization, it is present everywhere. On the contrary the perception about its offerings is not so promising, to the extent it has raised some serious concerns about the fairness of its decision-making processes across numerous domains. We have limited choices on how the same will be accepted, as majority of our ecosystem is inequitable and exclusionary. This has become a challenge to implement AI with fairness and get a response from the end users the same way. Information service professionals need to be well versed with these ethical nuances as they work with AI applications extensively. Recent research has indicated that there are still some impediments, among the most severe concerns, explainability, data biases, data security and privacy and group specific discrimination in the evaluation process are a few so called noteworthy abnormalities. This has also been observed that the growing use of AI has a profound environmental impact. AI/ML models generate a large amount of carbon footprint and that adversely impact environmental ecosystem. Hence it is imperative that environmental ethicists and technology experts must make salient contributions.

In the current context we will try to evaluate the favorable outcome of human and machine collaboration in the view of industry 5.0 using Hunt-Vitell (H-V) theory. Though Hunt Vitell model intended for marketing domain, later it evolved more because of its distinct socio- economic relevance. More from a generic model perspective it enumerates ethical decision making from the context of behavioral marketing. However, Hunt–Vitell model establishes how ethical decisions are predicated not from the potential benefits only, essentially it states deontological evaluations are also critical that deduce norms and values, which are the backbones of trustworthy decision-making process. Ethical decisions in business interactions are a long-debated topic and plenty of researchers have worked on the same. The Hunt-Vitell (H-V) model of marketing ethics has been validated by many researchers. This model explains how people make ethical decisions. In the current context AI is trying to replace humans and applying algorithmic decision-making techniques. However, when we perceive this from Industry 5.0 perspectives, it focuses more on human and machine synergy. Machine should never replace human rather it must accommodate human centricity to augment the process holistically.

As it is depicted below, information is disseminated from the source and processed through computing platforms to produce final task output. For many end-users AI system appears to be a Blackbox. How the decision support system is working that needs a clear explainability. Many a times the training data fed to generate the models itself are the sources of unconscious
human biases. We will see how Hunt Vitell model can help to bolster the human machine synergy.

Deontology is an ethical theory that helps to distinguish ethical intent that substantiates right decision making is certainly a prerogative for the end users and it is a responsibility for the AI system designers. When both work in absolute synergy, information may be captured through any of them, most importantly enrichment should be collaborative. Purposive collaboration is the bridge between ethically responsive behavior that comes from human enables machines to create ethical context for the resolutions. Ethical aspiration is the driving force that will help combine the two and acts as a catalyst to enable debiasing techniques.

In other words, we can infer Human oversight is must for algorithmic decisions. Here human plays a role of ensuring quality and seamless delivery. It’s very important to have “human in the loop” for automated decision-making (Jones, 2017; Wagner, 2019). It’s not apparent how much oversight is required for human algorithms interactions. The researchers usually express reservations in limiting human oversight, specifically related to end user’s overdependence on algorithmic advice (Engstrom et al., 2020).

Above diagram represents how a comprehensive human machine collaboration can be implemented. We see at every stage of AI lifecycle human centricity is ensured. This is the best possible approach that can be thought of to protect unethical outcomes. To make it even simplified human supervisory lens is rechristened as a cohesive synergy. Ideally it should be an iterative process till the quality is met. We can safely refer this as trapped loop.

It resonates on the AI dependence on the human generated data derived from multiple and disparate data sources which are used and synthesized accordingly. Even after that it’s difficult to control as external ecosystems consume this data through different channels, that affects the information for future algorithms, therefore it represents a close loop that hinders controls on the decision support systems. Therefore, it’s an arduous task to design innovative operating model that will ensure better interactions between human and machines, that is the primary intention for industry 5.0.

Finally, AI is often verified and validated with multi layers of oversight, including external regulations and internal governance. A regulation is a government rule enforced by law. The periphery of regulations is changing dramatically, and it’s essential to understand primary pillars of regulation to design, build, and implement AI legally and ethically. Regulations and governance should be risk based, contextual, and can ensure assigning responsibilities to the parties those are highly exposed. To have a successful model industry 5.0 should focus to earmark these interstices.

About the Author:

Mr. Raja Basu

Mr. Raja Basu is a Senior consulting professional in the Technology
Consulting space specializing in financial services. He is a highly accomplished industry professional who has worked for numerous global clients. He has special interest in ethical use of AI and Sustainability.

Mr. Raja Basu is a Professional Mentor ( Industry ) in XLRI PGDM ( GM ).

Mr. Raja Basu is pursuing his doctoral program from XLRI Jamshedpur in the Information Systems area.

Mr. Raja Basu can be Contacted at :

Email : rajab05@email.iimcal.ac.in

LinkedIn : https://www.linkedin.com/in/rabasu/

Mr. Raja Basu is Accorded with the following Honors & Awards :

https://www.linkedin.com/in/rabasu/details/honors/

Mr. Raja Basu is Bestowed with the following Licences & Certifications :

https://www.linkedin.com/in/rabasu/details/certifications/

Mr. Raja Basu is Volunteering in the following International Industry Associations & Institutions :

https://www.linkedin.com/in/rabasu/details/volunteering-experiences/

Mr. Yogesh Khadilkar

Mr. Yogesh Khadilkar is a Senior Management professional with around 22
years of experience in Business Development. He has been in the Information Technology space since 2000 and has worked with leading IT MNC’s, managing critical customers and partners relationships.

Mr. Yogesh Khadilkar is currently pursuing his doctoral studies at XLRI, Jamshedpur in the Marketing area.

Mr. Yogesh Khadilkar can be Contacted at :

Email : yogeshjkhadilkar@gmail.com, yogesh3112@gmail.com

LinkedIn : https://www.linkedin.com/in/yogesh-khadilkar-a60b423/

The post Human Machine Synergy appeared first on Industry4o.com.

However, is this a new industrial revolution? For those following the global applicability of digital transformation and have been witnessing the slow transition from Industry 3.0 to Industry 4.0 in most of the countries, this would seem absurd and immature. What’s the hype all about, then?

Industry 5.0, Society 5.0, Energy 5.0 : what’s behind a definition?

According to the official EC definition“Industry 5.0 provides a vision of industry that aims beyond efficiency and productivity as the sole goals, and reinforces the role and the contribution of industry to society… It complements the existing “Industry 4.0” approach by specifically putting research and innovation at the service of the transition to a sustainable, human-centric and resilient European industry.”

A few years earlier, Japan publicly talked about the vision for Society 5.0, “a human-centred society that balances economic advancement with the resolution of social problems by a system that highly integrates cyberspace and physical space.” In the below figure we can see a depiction of this vision and how it facilitates the society’s “3E+S” key factors:

• Energy security (degree of self-sufficiency)
• Economic efficiency (cost of electrical power)
• Environment (greenhouse gas emissions)
• Safety

As expressed above, energy is expected to play a key role in the aspiring future of human societies. And to distinguish it from Industry 4.0’s endeavour for cheaper energy and higher productivity, we would go on with giving the below description:

Energy 5.0 includes all those digital transformation advancements and mental shifts around the Energy sector, which enable the realization of a more human-centric, energy efficient and sustainable future for the human societies.

Where is energy consumed?

In the below IEA’s graph (International Energy Agency) shared by McKinsey, we can observe how energy has been consumed by various industries over almost three decades.

• Power generation
• Transportation
• Buildings
• Industry
• Agriculture

To understand how digital transformation developments can help realize Energy 5.0 vision in a practical way, we’ll have to take a closer look to each one of those sectors, starting from the less energy-consuming ones.

Energy 5.0 in the Agricultural sector

The developments in agriculture revolve around the water-energy-food nexus. Any changes to one of those factors, will affect the others. To assist in the fulfilment of Society 5.0 values, the equilibrium should always be in favour of high-quality food, while utilizing fewer resources (water, energy) and keeping emissions as low as possible.

Whether the application field is a greenhouse or large-scale farming, digital transformation technologies can help with smarter water management and precision farming.

IoT sensors for moisture, temperature and actual weather conditions may provide critical information, so that AI-powered, cloud-based platforms will generate suggestions for more rewarding and cost-effective irrigation patterns.Drones could possibly add to the analytics by air-scanning the plants for deficiencies and spot-watering when needed. Having complete visibility of the status of growing seeds and plants, farmers will consume more water or heating energy only when it’s necessary.

To add to the low-energy profile, smart water management systems should be consisted of high-efficiency components (motors, pumps and variable speed drives) and be powered by local renewable energy sources, such as wind farms and solar parks.

Energy 5.0 in the Industrial sector

The industrial sector is a more difficult application field for Energy 5.0, as it’s positive result for the society and the environment is not depended so much on technological break throughs, but more on the development and use of alternative energy sources to fossil fuels.

Hydrogen is a valid solution, as it can provide substantial energy when burnt, leaving behind only water. However, we cannot find it free in nature.

In the Energy 5.0 context, the only acceptable production method is the one from 100% renewable resources. However, producing “green hydrogen” comes with a high cost (appr.£8.31/kg), which makes its extensive use non-viable.

Alternative options to power the industry would include nuclear and fusion energy, but there are always concerns regarding safety. Digital transformation technologies with the use of ultra-sensitive sensors and AI-predictive analytics can take away some of them, but it would be difficult to decide such a deployment at scale. Moreover, having everything digitally controlled and connected to the grid, enhances the risk of a cyber attack.

Energy 5.0 in the Buildings sector

Buildings, especially commercial ones, have traditionally been a huge consumer of electrical energy.Asa European Commission 2020 report on Energy Efficiency in Buildings confirmed, they are responsible for about 40% of the total EU energy consumption and36% of the total EU greenhouse gas emissions. Hence, any improvement in building’s energy management, could significantly affect the overall energy consumption of a residential area.

Industry 4.0 technological developments facilitated the digitalization of building and energy management systems. IoT sensors can now monitor energy consumption, lighting, temperature and transmit real-time data to the central control (usually cloud-based) platform for analysis and automatic decision-making. Therefore, applications like heating, cooling, lighting, water distribution are handled with much higher efficiency. In some cases, edge analytics can shorten the time required for corrective actions, plus save energy from data storage and transfer to and from the cloud.

What really matters for Energy 5.0 though, is another dimension of the digital transformation in the buildings sector.These smart facility management platforms can be used for the improvement of the indoor air quality, keep track of safe distancing, monitor sound levels and predict health or safety threats.Therefore,building operations don’t only become more energy efficient, but they can also improve the life of the inhabitants or workers and protect public health.

This is highly regarded in the Society 5.0 context, but also in the ESG framework (Environmental, Social, Governance). Introduced by a World Economic Forum multi-corporate alliance, ESG reporting and profiling is expected be a determining factor of how businesses will be funded from now on.

Energy 5.0 in the Transportation sector

The human societies have already started moving towards an electrically powered transportation. Others by leading, the rest by following, it appears that this will be the norm for both private and public transportation.

Electric railways have been used for years and there are fairly mature technologies for reliable and cost-effective power transmission. With the other means of transportation though, things are not that simple.

As far it concerns Electrical Vehicles (EV), although most of the car manufacturers released battery-powered cars, vans and buses, there is lots of investment pending to provide reliable networks with adequate recharging capacity. Until this happens, EV transportation cannot be implemented at large.

Another great concern is how power availability can be guaranteed at all times. Therefore, advanced energy storage technologies will play an important role, as well as the creation of reliable energy coupling between different power supply systems.

Finally, regarding to shipping and aviation, it seems very difficult to imagine them being fully powered by electrical energy, as very big energy storage systems aren’t easy to handle on-board. Green hydrogen is expected to help making these means of transportation more environmental-friendly, but – as we explained above – producing hydrogen solely by renewable resources at acceptable costs is very far from being achieved.

What we also need to point out, is that to implement Energy 5.0 in the transportation sector, where humans and merchandise will be moved around reliably and with safety, consuming less energy, primarily provided by renewable sources, the digital transformation of the grid should reach new levels of capabilities.

Energy 5.0 in the Power Generation & Distribution sectors

Transitioning to“greener” societies requires drastic changes on how power is generated and distributed.Governments would need to invest heavily in renewable sources (wind farms, photovoltaic parks, mass geothermal heating systems, hydro-electric power stations), to decrease their depend encyon carbon-emitting fuels. At the same time, innovation in battery systems will allow big volumes of excessive energy to be stored,especially when the weather conditions permit the renewable power generation systems to produce more energy than requested to cover the immediate consumption demand. Unless these two transformations progress together, people will feel insecure about trusting their safety and well-being in “green” power sources. And ultimately, the ambitious Net-Zero 2050 goal will remain a far-fetched dream.

What’s even more critical to a smooth power supply transition is the seamless cooperation of local and central power generating sources in a hybrid system. The digitally transformed grid control systems should be able to constantly monitor key operational data, analyse them in real-time using AI-predictive algorithms, identify potential risks of failure and instantly decide which is the best allocation of energy resources.

By implementing the above, the smart inter network coupling will reliably exchange power between different grid entities – from are as with abundant energy, to those of higher demand– and guarantee adequate power supply to every location.

It goes without saying, that the smart grid needs to prioritize the consumption of energy supplied by renewable sources, then the one from lower-CO₂ emitting sources (i.e.hydrogen and natural gas power plants)and finally from the heavy-CO₂ emitting ones (i.e. coal power plants). By progressively incorporating more zero and low-carbon power generation sources, the electrical supply network will remain reliable and cost-effective, making this a sustainable and permanent transition.

The path to a more human-centric society with low environmental impact goes through the development and application of digital transformation technologies. The mental shift required, however, is equally important. Following the Energy 5.0 initiative is a practical way of taking advantage of the possibilities offered by advanced technologies for the transition to more empowered human societies and the preservation of our planet.

About the Author :

Mr. Haris Tsotsos is an Industry 4.0 – 5.0 engineer, with over 20 years of international sales experience, who now provides digital business development services for companies in the digital transformation technologies field.

He holds an MEng in Electrical & Computer Engineering and an MSc in Data Communication Systems.

For over two decades, he has been selling advanced technical solutions for multinational tech organizations. During his last 12-year employment by ABB’s Motion & Robotics division as a senior sales engineer, he was involved in the design and delivery of Energy Efficiency, Industry 4.0 and IoT projects in the Industrial, Energy and Water management sectors. He also had the opportunity to present motions systems, energy efficiency and IIOT solutions in live training sessions and webinars.

Since July 2020, he is a freelancer and helps companies in the Industry 4.0, IoT, SaaS and Automation markets to showcase their expertise and built a robust client pipeline, by delivering result-driven copy writing, web content, case studies and digital business development services.

He can be contacted at:

E-mail:     haris@spark2action.​com

LinkedIn:  www.linkedin.com/in/haristsotsos 

Website:   www.spark2action.com

The post Energy 5.0: How digital transformation in the energy sector will affect future manufacturing, environment and societies appeared first on Industry4o.com.

During 2007-08 we initiated capacity expansion of our plant with a capital outlay of Rs 25 Bn. It was a fully integrated & automated, remote-controlled using ‘Centre of Excellence’ or ‘Control Tower’, state of art technology  complete with sensors capable of reducing work force by 90% of 4000+ strong work force, probably the technology what we are talking about today. The only difference, though vertically integrated, we were not horizontally connected with the market using IIoT.  However, I was pleasantly surprised to learn, our young generation were highly informed when I hear them saying- “Internet of Things is the future”. 4/5 years down the line when I wanted to learn more about Industry 4.0 & the technology, I contacted these people. To my utmost surprise, they confessed to have no idea! What they wrote in social media was on the basis of hearsay. Even today as Consultant, when I visit industries and ask people across hierarchies, I am told they have no idea about Industry 4.0. This was exactly reported by PwC in their 2020 report. Various seminars & workshops by so called IT experts, Tech Companies, Consultants etc carries same glossaries what I read in various global articles & science journals.

Nevertheless, Industry 4.0 is said to work with high speed internet connectivity. In India, where we still get 3G in the name of 4G, where 5 G is still to be rolled out, full technological roll out and its application does not seem possible before year or two. Globally, where top consultant like McKinsey etc are still struggling to find various use cases of technology at Industry level; it appears we are still at nascent stage. Going by Michio Kaku, a renowned US based physicist- Have you evidenced augmented reality? Have you seen transparent paper rolling out of your mobile device on your table top where you can make designs and then roll in your device? Have you encountered Robotic Doctor on your drawing room wall asking you to scan your body with the help of mobile sized device and diagnosed your health condition suggesting medicines? Have you encountered any smart city or smart factory yet? He talks about analysis of business activities as facilitated by technology but is miles away. Yes, I have seen Industries investing huge money & fast adopting technology/ IIoT post pandemic and integrating the plant but with no knowledge of its potential use. With no experience yet, use of hi-tech, sophisticated, tough & complex Industry 4.0 glossaries by some is bit scary! In an investment sensitive country, I have a feeling we should inspire Industry Leaders with perfect use cases, performance pillar, benefits & returns instead of scaring them. All Industry Leaders are not tech savvy but all of them have to adopt the technology sooner than later for sustainability & growth. Even US being “Number One” in digital competitiveness,  is still struggling with right use cases, not to speak about augmented reality and what Michio Kaku has spoken about innovative ability of technology.

Without use of Technology, India has been successful in inventing effective vaccines for corona virus earlier than globally known US pharma companies. Why China has failed in vaccination program despite having the technology? To my mind, what matters most is the skill & ability more than technology.

Assuming or propagandising Technology can entirety replace human intelligence is absurd & baseless! India cannot afford to pay pension to each person for sitting idle given the size of population, neither can country like US! That being so, education system, work experience, banking system etc will collapse alongside whole economic system! Wrong notions being built for extreme capitalism & protectionism measures will ultimately defeat globalisation leading to imposition of trade barriers and ultimately deprive them of global trade & commerce defeating wealth creation opportunity.

Competency & wisdom lies in use of plain & simple words to the extent technology can practically be understood & strategized in the system & be realistic. Inspiring the society to create space within themselves for doing more taking advantage of the technology can work wonder. All cannot be tech/IT skilled.

Revisiting the core

Using my expertise, I have been researching on use of technological tools & its utilisation ever since 2012/13. Technology or no technology, fundamentals of business has to remain, rather, is set to be intensified with the help of technological disruption. As consultant, I am offering my highly specialised service on operations for last five years now. My four decade industrial leadership across diverse industries has helped me reach to the core integrating technology. Though not being a tech person, I find I am second-to-none & most successful in guiding manufacturing industries through performance pillar relevant to technology and developing Industry 4.0 ecosystem.

If  Industry 4.0 is all about technology & it’s tools, the changes set in motion by Industry 5.0 is already irreversible- leveraging companies to explore & develop it’s capability to integrate human-machine interface and create talents to foster effective, sustainable and safe production scaling growth practicing fundamentals of manufacturing for efficiency & excellence that otherwise is crucial even without technology. I leverage Industry 5.0 exploring what has been ignored for more than three decades, chartering unchartered unlocking organisational potential and prepare them for the journey to Industry 4.0.

Most humbly, I would like to ask tech experts- Can Technology alter business economics?

Let us remain focussed in what industries want. Not all tools of AI are required by all industries. Application & choice of various tools varies from sector to sector based on industry dynamics. Generalising the matter, let us not confuse the industry or scare them of investment. The tool required by assembly plant is not required by process industry. What health/medical or Retail sector requires is not required by manufacturing sector & vice versa. Let us be more specific & realistic to help industry & economy grow!

This write up is all about Manufacturing entities.

In my previous articles I have been very specific from both business & technology point of view. I would prefer to reiterate-

Business Leaders worldwide expect their organization to capture competitive advantage. Globalization & Digitization has pushed the organization in a direction that represents new normal of uncertainty. Survival or growth of enterprise depends on capacity to generate wealth across value chain. Sustainability is rapidly becoming a strategic priority for businesses.

It is now amply clear that technology of Industry 4.0 is creating new opportunities and challenges in operational front providing operational insights for achieving Operational efficiency. In being more specific, machine can only give us insights & perspectives to reach to a solution and not the judgement or ingenuity. People will. Human Brilliance, Human Skill & Human ingenuity will always be required by the world more and more….more intensely. Machines are not inborn intelligent. They are made intelligent by people to do the routine task and accelerate error free decision making process while accelerating production. It’s a journey from Knowledge Economy to Wisdom Economy. For judicious utilisation of the technology, we must be equipped with economic intelligence, business intelligence & decision intelligence capabilities. This requires economic reasoning skill to read operational economic fine prints.

While we all are busy talking about technology, no one is speaking about how to use it, inter-alia, business practices & modules that could benefit organisations and/or how to develop capabilities/skills relevant to the technology. While we all say required skills are not available but we fall short of spelling out required skills or shy away in developing required skills! Global experts limit themselves to soft skills but prefer to ignore basic skill to work with. This is more important in a situation where basic fundamentals are not being practiced across industries. I wonder repetition of ERP of 2000 era. Due to no knowledge of first digitization process during 2000 and after, ERP has remain a backend office tool with capacity utilisation of about 25-30% in 99% of industry.

Let us not be misguided by western world to copy & produce misguiding contents. Let us use our own logic to succeed. UNIDO in 2017 has said, western world is closely monitoring strategy being adopted India & China. As per their own submission, Industry 4.0 & digitization has been formulated to reverse FDIs from developing nations and create disparity between developed & developing countries. US ranks number 1 in digital competitiveness and India is ranked at 44. How US is benefitted? They are still dependant of other countries. So far as skill preparedness is concerned India ranks at ‘Number One’. Let us utilise our skill in strategizing our growth through perfect use of technology instead of complicating the matters.

Incidentally, how many of industries have been able to appoint Data Scientists? The profile seeks to be an IT Expert with knowledge of mathematics & statistics along with domain knowledge. But the fact remains, no leader can wear all the hats to claim he has due knowledge across all domain i.e Materials, Production, HR, Accounts & Finance, Industrial Engineering, Costing, Operational Research etc? The salary on offer about a year & a half back was around Rs 1.5 Cr mostly by e-tailers. How many of them could get this profile or could afford? Can you get or afford to become bankrupt?

The world of Algorithm that enables machine to capture predictive data requires huge expertise to anticipate macroeconomic & micro economic changes. Macroeconomic changes cannot be limited within algorithms. Do we have such expertise to assume fast changing economic conditions? No. So let us be practical and focus on customizing our strategy on broader economic terms developing capabilities to add economic value across operational segment and meet social challenges while remain connected with world in a way that enables us to understand & capture economic shifts and work at tandem.

The shift & our findings

As said earlier the purpose of technology is to bring operational efficiency, inter-alia, improve productivity across resources & be cost efficient with competitive advantage so far as manufacturing sector is concerned besides facilitating product design and enabling 3D printing to accelerate production. Improving connectivity with the world- with supply side and demand side is also facilitated to capture real-time data, enabling required changes, fast decision making process and offer fast service to customer/s.

Technology or no technology, Operational efficiency is central to success. But organisations have failed to strike balance between top line & bottom line. Although each and every unit produced by us carries equal amount of profit, but profit is never proportionate to change in sales. Manufacturing being an economic entity, the solution to problems lies in economic principles and not accounting principles.

However, as manufacturer, since last three decades we have been appointing CEOs having expertise in sales. We have succeeded in accelerating sales, may be to the extent of 30-40 times or even more but have grossly ignored bottom line that is governed by factors and resource behaviour to adversely affect our return, at least not to the satisfaction. Economic performance analysis of most of the industries has revealed a very poor state of affairs through years. Sample study of about 250 industries gives a very worrisome picture. Total operational cost for a healthy company is supposed to be less than 80% whereas on an average it is found to be 95%+ in most of manufacturing entities. Surprisingly, for goods produced by any manufacturing entity, channel partners namely Distributors, Stockists & Retailers have the opportunity to earn 10 & 20% respectively as commission while the entity that produces it earns little over 5% despite meeting statutory hurdles! They have the right to earn more which must be explored.

As per Capgemini, if sales has the capacity to generate prize money of 10%, operational analytics has the capacity to generate more than 30%. Capgemini in its 2017 report said- more than 75% of global industries have shifted their focus from “Customer Analytics” to “Operational Analytics”.

However Operational Analytics has been grossly ignored for real-time control measures. As per Times of India report, Kolkata Edition dtd 25^th April’22 – Post pandemic there is a shift as confirmed by one of the Leadership search firm. They have found 34% of the candidates that were appointed as first-time CEOs were from operation. Firms MD said- Operations is churning out more CEOs than in the past. A number of organisations prefer making budding CEOs, first COO as they get better grooming while being exposed to different facet of business as well as a deeper understanding of internals.

Operation & supply chain, as part of value chain has never got the importance that it deserves as told by Lupin Global President (HR), Mr. Yashwant Mahadik.

Glad, we are in right track now! Here again working superficially will not help- Industry Leaders must decide- Operation Management or Operational Efficiency?

Provided further, many industries are said to be fast adopting tools of AI post pandemic. This is basically done for two reasons- One to avoid dependence on workforce and second to accelerate production.  While former requires competent workforce to create “Centre of Excellence” or “Control Tower” to guide the production process and the machine that may increase employment cost if not used judiciously, later is likely to meet limitations so far as production capacity is concerned in the short run and is always subject to demand of the product. Incomplete use of technology without measures of effective return could be disastrous.

As a customer, let me ask you a very pertinent question- Why should I buy your product? What value does your product offer? Quality remains a constant factor, what competitive advantage does your product offer over others? Incidentally, customers are willing to pay higher price for a product with higher value!

As manufacturer, if you have no capacity to add value to your own organisation, can you add value to your customers? Yes, you have the option to add value to your own organisation as well as your customer/s creating “Strategic Functions including Strategic  Marketing” – whether you are in B2C or B2B business model. You are no more liable to sell only the product. Customers of today require more….. for being loyal to you. Brand value has no importance today. What is important today is-What value your product offers against my hard earned money. “Shrinkflation” is no answer as adopted by US companies after being Number One in digital competitiveness.

PwC in their one of the report published during early 2020 has said-

“Mere adopting tools of AI will not yield desired results unless supported by robust performance pillar…. It further said- More than 90% of CXOs have no idea about requirement of tools of AI and risk associated with it…” 

Looking forward

Efficiency lies in judicious utilisation of resources. Higher cost of finance is the result of higher investment due to poor factor performance / governance that often results in payment crisis..

Many Industries have Operational Specialist. Despite this organisational efficiency ratio dwindles with extremely poor factor output/productivity-most often less than 1.0. This means their operational investment is bound to be very high. They are running at greater financial risk unless they plug the leakages finding reasons and the gap. Operational Efficiency is all about measuring efficiency of profit earned as a function of operating cost through use of various Econometrics- a statistical study of economic data to give empirical content to economic relationship between the factors to ensure common scale growth. This is missing across industries. Industries have to determine & optimize cost while plugging leakages for being relevant.

Mere working superficially with Lean, inter-alia, TPM will never yield any satisfactory result. Organisations must know effective use of economic Kaizens. Manufacturing is a dark place, shrouded in clouds. Manufacturing is more than assembly of parts or preparing input basket for value added product. Manufacturing is governed by multiple factors which in turn are governed by ever changing macroeconomics. Costs are ever changing across shifts, batches, days, weeks, months & years. Organisations have to continuously investigate variables before they decide on fixed cost investment. Cost of ignorance is much higher than cost of production & cost of quality.

Developing capability to read operational economic fine prints through use of economic reasoning skill with an ability to neutralize ever changing macroeconomic implications at micro level of operation is the key & first step towards journey to Industry 4.0. This beside, the team must also know-

• What is the reliable source of data
• What to do with huge data
• On what operational economic parameters these data need to be analysed.
• How to use the technology for predictive maintenance
• How to integrate machine and the production for collecting variety of data to ensure “0” breakdown, stoppages, outages.
• How to create strategic functions

And many more…..

Scaling is a growth related to common scale.  Growth & growing business complexities are directly proportionate to shrinking leadership ability. There exists an extraordinary connection between economy & investment results. Leaders who ignore the economy set themselves to fail. Decision makers who understand the economic stress point fair the best.

Organisations have to ensure policy shift, ideological changes and adopting scientific methodology to critically analyse operational economic parameters reading operational economic fine prints with economic reasoning skill.

Creating strategic functions and creating space for new analytical & strategic roles across hierarchy is the requirement of Industry 4.0 era for deep analysing governing factors. Era of “Managing the Resources” through control & command has gone. Organisations have to work at tandem “Enabling the Resources” for higher productivity across resources. Efficiency of productivity rises with availability of huge data to analyse based on various economic parameters. Organisations can no more be governed by Accounting principles which is proficient in book adjustments. Working on cost silos, organizations have to follow the economic principles to ward of intangible operational losses.

There is no ONE-SIZE-FIT-ALL solution to deal with the problems of all the industries. Not all tools of AI will be required by every industry.  The choice of tools of AI & economic tools like Economic Intelligence Tool, Business Intelligence Tool & Decision making process depends upon dynamics of the organization & the business. Nevertheless, organisations must follow AI investment rule- 60% on capacity development, 30% on tools of AI and 10% on various Algorithm.

No better than existing set up of any organisation knows the dynamics and the requirement. ERP has been facilitated by techies that are now used as backend office tool. In this case too, Techies can only support with infrastructure development under organisational guidance.

However,  infrastructures  can easily be developed & adopted in-house to save huge cost on Capex developing “Modelling Scientists” & “Decision Scientists”. The project savings (Capex) could be around 90%. On the other hand, developing capabilities for operational efficiency with an ability to optimize cost across operation as facilitated by tools of AI has the power to yield around 30% on Opex- a huge ROI.

Use Cases

Business today is no more limited to conventional norm of selective improvement. Organisations today require holistic improvement & transformation through fundamentals & risk laden reboot with a goal of achieving dramatic results altering its future trajectory. Efficiency lies in maintaining standard limit, cost determination, achieve cost-efficiency for competitive advantage while measuring profit earned as a function of operating cost through use of Business Intelligence & Economic Intelligence tools & techniques, like-

Business Intelligence – Strategic & Scientific Business Planning based on demand factor, Reverse Costing, Strategic pricing, Lean Costing, Strategic Resource Planning, Strategic Audit, Loss Cost Matrix, Value Stream Mapping, Macro economic Convergence etc

Economic Intelligence – Factor Variance, Factor Productivity Index, Total Factor productivity, Total Cost Performance Index, Measuring Production Cost, Marginal Cost Analysis & Control, Efficiency Ratio, Wealth Generation as a measure of Organisational GDP etc.

No technology has the power to alter Business Economics, rather it has the power to facilitate & foster much to the delight of Industry Leaders, Stakeholders & Customers. Be ahead in the race…

About the Author:

Sculpted through 40 years of rigorous work imprisonment leading changes from close economy to open economy & reducing gap between market orientation and performance relationship that moulded Manoj Trivedi through passion of excellence and enabled him to walk through world of opportunities to pay back to the world. Backed by Operational Research &  Materials/Supply Chain Management accolades, in his present role as Consultant, he is Second-To-None leveraging Industry 5.0 through operational efficiency & preparing manufacturing entities in the journey to Industry 4.0. His exclusive expertise has been used & retained by several national & international forums beside many manufacturing entities. Engaging with manufacturing entities & its talents, he helps them unlock potentials and  grow organically with fundamentals & scientific  rationale developing  capabilities relevant to 21^st Century business perspective and Industry 4.0 ecosystem while customizing Operational strategy for Operational Efficiency based on industrial  dynamics & economic performance analysis. He strategizes developing economic moats across operational segment with the help of his specially designed Technique of Economic Engineering & Econometrics.

He can be contacted at :

LinkedIn : manoj-trivedi-65421316

Corporate LinkedIn : iglobal-research-and-analytics

Twitter : MANOJKRTRIVEDI

FaceBook : manoj.trivedi.927

Instagram : https://www.instagram.com/manoj.k.trivedi/

Mobile : +91 90518 31961 / +91 62912 05502

E-mail : trivedi.k.manoj@gmail.com

Corporate E-mail : corporateiglobalresearch@gmail.com

Web : https://manojkumartrivedi.business.site/

Also read his earlier articles:

The post Industry 5.0: Fostering Business Economics with Industry 4.0 appeared first on Industry4o.com.

There has been long debate on what should be the right mix of Man and machine for Manufacturing.

There has been enough evidence to suggest that while Industrial Revolutions, right from Industry 1.0 to Industry 4.0 has significantly helped in scaling up manufacturing and its digitalization somehow 3 Cs ( Creativity, Cognitive Ability and Compassion) had been somewhat missing.

This becomes further critical in given situation of worldwide spread of pandemic COVID-19 where in right mix of Man and Machine at manufacturing site , physical distancing and overall Compassion (Karuna as Per Buddhism principles) is so important.

Industry 5.0, or the fifth industrial revolution, will revolve around the interactions between man and machine. Greater collaboration between the two is expected as cognitive computing will be better equipped to work alongside human intelligence.

Industrial robots will be a critical component of the fifth industrial revolution. While much of what defines Industry 5.0 involves a human’s ability to customize and personalize a product at a mass scale, this is only possible with advanced robotic capabilities. By fully and efficiently automating the entire production process, humans are left free to create and innovate without having to worry about production constraints.

Unlike in Industry 4.0 where robotic capabilities take centre stage, industrial robots will take a back seat to human intelligence in Industry 5.0.

They will remain a critical component, however, enabling entirely new production methods.

While we’re still in the process of realizing the true vision of Industry 4.0, it’s become clear what’s on the horizon. Industry 5.0, while still out of reach for now, will bring major changes for manufacturing.

Industry 4.0 starts to move towards Industry 5.0 when you begin to allow customers to customise what they want.

How has been Journey to Industry 5.0 revolution?

Below Journey of Manufacturing processes can help us understand all the Industry revolutions until Industry 5.0.

What is Industry 5.0 and Why is It Required?

Industry 4.0 is about automating processes and introducing edge computing in a distributed and intelligent manner. Its sole focus is to improve the efficiency of the process, and it thereby inadvertently ignores the human cost resulting from the optimization of processes.

This is the biggest problem that will be evident in a few years when the full effect of Industry 4.0 comes into play. Consequently, it will face resistance from labor unions and politicians, which will see some of the benefits of Industry 4.0 neutralized as pressure to improve the employment number increases. However, it is not really necessary to be on the back foot when it comes to introducing process efficiency by means of introducing advanced technologies. It is proposed that Industry 5.0 is the solution we will need to achieve this once the backward push begins.

Furthermore, the world has seen a massive increase in environmental pollution beginning from the Second Industrial Revolution. However, unlike in the past several decades, the manufacturing industry is now more focused on controlling different aspects of waste generation and management and on reducing adverse impacts on the environment from its operation. Having environmental awareness is often considered a competitive edge due to the vast amount of support from government; international organizations like the UN, WHO, etc.; and even an ever-growing niche customer base that supports environmentally friendly companies. Unfortunately, Industry 4.0 does not have a strong focus on environmental protection, nor has it focused technologies to improve the environmental sustainability of the Earth, even though many different AI algorithms have been used to investigate from the perspective of sustainability  in the last decade. While the existing studies linking AI algorithms with environmental management have paved the way, the lack of strong focus and action leads to the need for a better technological solution to save the environment and increase sustainability. We envisage this solution to come out of Industry 5.0.

Bringing back human workers to the factory floors, the Fifth Industrial Revolution will pair human and machine to further utilize human brainpower and creativity to increase process efficiency by combining workflows with intelligent systems. While the main concern in Industry 4.0 is about automation, Industry 5.0 will be a synergy between humans and autonomous machines. The autonomous workforce will be perceptive and informed about human intention and desire. The human race will work alongside robots, not only with no fear but also with peace of mind, knowing that their robotic co-workers adequately understand them and have the ability to effectively collaborate with them. It will result in an exceptionally efficient and value-added production process, flourishing trusted autonomy, and reduced waste and associated costs. Industry 5.0 will change the definition of the word “robot”. Robots will not be only a programmable machine that can perform repetitive tasks but also will transform into an ideal human companion for some scenarios.

Providing robotic productions with the human touch, the next industrial revolution will introduce the next generation of robot, commonly termed as cobots, that will already know, or quickly learn, what to do. These collaborative robots will be aware of the human presence; therefore, they will take care of the safety and risk criteria.

They can notice, understand, and feel not only the human being but also the goals and expectations of a human operator. Just like an apprentice, cobots will watch and learn how an individual performs a task. Once they have learned, the cobots will execute the desired tasks as their human operators do. Therefore, the human experiences a different feeling of satisfaction while working alongside cobots.

About the Author:

Mr. Prawesh K Jha
GIC Practice Leader – Blockchain Services,
IBM Consulting.

IBM India Pvt. Ltd.

He can be contacted at

Email : prawesh.jha@gmail.com

LinkedIn : prawesh-k-jha-8659134

The post Industry 5.0 – A Human Centric Smart Manufacturing appeared first on Industry4o.com.