Amazing how you doing?
How was the coffee?
I love coffee.
And I was so excited about the
morning sessions and everything
they talked about,
especially the coffee
and the connected coffee
machines. Because you know what?
Our coffee machines are
connected. And we use 1000 keto,
that's one tone of coffee every
month. As we do Sweden is only
the number two country in the
world when it comes to coffee
consumption, but I'm not going
to talk about coffee. I want to
talk about the world. I want to
talk about the three P's, the
people, the planet
and the profit.
First, a little bit Who? I
represent the company?
I come from Sweden.
slider. Yeah.
Hmm. I think I'm the first
Swedish speaker on the stage
today. I'm not sure if I'm the
only one but that gomati
Attaboy. I represent Sandvik,
very old Swedish company. I'm
not sure if it's big or not, but
we are 42,000 employees. We
operate in more than 160
countries around the world. And
yeah, we make some money. And we
have some turnover. And we love
people, by the way, people is
really, really important because
the company would be nothing
without people. And we have a
big focus on trying to get
gender balance. It's not easy
when you In the metal world, to
attract women, but we're doing
our best to get more women to
our company. We also care a lot
about this planet. And it's been
a lot of talk this morning. I
love your building. Wow. I wish
my office also was connected
with sensors and things. I'm
going to talk a lot about the
planet today because we really
think that it's important to
talk about the planet. And we
love recycling. So we buy back
the products that we actually
sell from our customers when
they're done using them, and we
recycle them. And then of
course, at the end of the day,
we hope to make some money. But
when you talk about profit,
profit is not only money, profit
can also be doing the right
thing at the right time, and
especially eliminating waste We
have three business areas within
sundeck. It all started 1862, up
in Sandvik. And it's a little
bit north of here. And that
business area today is called
SMT. Sonic materials technology.
It's steel. We were probably
maybe part of your life this
morning, because we produce 80%
of the world's razor blade
steel. And then we sell it to
different suppliers. Then we
have an area called SMRT
Sandvik, mining and rock
technologies. It's everything
underground mining equipment, so
we build the drilling equipment,
crushers, loaders and all these
things. And I represent an area
called the SMS. Not to text
message. It's a Sandvik
machining solution. And we've
been in your life since the day
you were born, because you're
all right now actually wearing
things or carrying things made
with our tools. But no one else
Have you ever looked at your
zippers by the way?
There is a very famous zipper
with three letters.
It says why kk that's like, I
see someone over here nodding.
That's like the Rolls Royce of
zippers.
One of our customers,
some of you might have flew to
Sweden in a plane. We work with
Airbus, Boeing, Royce, Royce,
GE,
those are our customers.
Then you know, who I represent.
Within SMS, we're 23 different
brands and we compete on the
market. I represent the brand
sent requirement. And I have
some brothers and sisters as
well called CFO and other
Swedish company. I have some
German brothers and sisters
called Walter and I have some
Italian brothers and sisters
called Dorner, promet Sandvik
Coromant, which I represent, we
are around 8000 And employees.
We have our headboard drop in
Sunday. Again, we operate in 150
countries of the world around
the world. And we release a lot
of new products.
There's a release coming up in
two weeks.
We're excited about that.
We have a new drill. Finally,
there's a new drill coming to
market I mean how hard can it
be? It's about making a hole.
But this is really special. So
remember I mentioned this drill
because there will be a lot of
talk about that drill. By the
way, when when we sell a drill,
we actually don't sell the drill
we sell the hole. Some of you
might have flew in with the
Airbus. They have the
unfortunate the stopping
building that way but the 8380
you know what I'm talking about
the big bird. They make 2.5
million holes in that plane when
they That, and we make two
drills for them. So they came to
us and they said, Can you make a
drill that's a little bit
faster. And our drill was only
one second faster than the
competitor. But you can imagine
times two and a half million
holes. That's a lot of time. But
there was a lot of interesting
discussions this morning. about
the future and the world is
changing and everything and our
world is really changing. My
world started with a light bulb
1942 Sandvik was not the first
company in Sweden to make
semantic core but that's that's
what we make the tools of. It's
almost as hard as a diamond.
They actually forget the steel.
Another famous Swedish company,
they were doing it 1933 but
sundeck took the decision 1942
to get into the carbide
business, so they bought the
light bulb company in Stockholm.
Some Swedish colleagues might
remember Luma lamp that was part
of konsum It's a store chain.
The thread in a light bulb is
tungsten, and cemented carbide
insert is like 8% tungsten
carbide. So really quick, we got
the competencies, thanks to the
light bulb, and that companies
have come to make cemented
carbide tips for our mountain
rails or rock drills. That's
what it all started with
drilling in the mountain making
holes. This building, by the
way, is still there, it still
looks the same. It's in
Stockholm, in Hama, byham. None
on the southern part of
Stockholm. It's what we call in
Sweden, it's a K Mark buildings
so you may not touch it. The
inside is really nice. It's
super fancy apartments, but the
outside it looked like it did
1942 so that's our route. And
since 1942 we've actually been
the market leader in metal
cutting tools. And we're not
only the market leader.
We are also the price leader.
I don't like the word most
expensive, but that's what I'm
trying to say. So, when you are
the market leader and the price
leader, of course the
expectations from our customers
are really,
really high.
They expect nothing.
But the best when they see us
the plant I work in because I
work in a production unit.
Something bought that 1951 it
was in those days a small
carpentry with the 18 people
making tables and chairs. Our
president in those days the man
with the glasses, Mr. William
Haugland. He went house hunting
the summer of 1951. And he found
this little factory and it's in
ximo. That's really it. I mean,
it's a village. If you blink,
you miss it. It's really in the
middle of nowhere but it's in
the center for us. We call it
the center of the world. It's
one and a half hour north of
Stockholm and one and a half
hour south of Sunday. So that's
where we have been. Are you with
me? You see the small village.
So for 68 years, we've been
everyday changing the way we
work. for 68 years we've been
everyday investing in new
machines. for 68 years we've
been coming up with new tools.
And for 68 years, we've been
hiring people.
Is there anyone from Japan in
here?
In Japanese, you would say
Ichiban that's number one. We
are number one in emo at this.
That's what we think. But the
world is changing. And the thing
is, the change in the world is
happening extremely fast.
Can you agree on that?
Can you agree on that?
She's not our biggest fan
for 57 weeks. Galia de has been
on strike. Since a couple of
weeks back, she is now in the
US. Last Friday, she was outside
of the White House and she I
think, actually she doesn't like
you either. She doesn't like
production, because she thinks
that we are destroying the
planet. And when Greta started,
it was just Greta, a 16 year old
student in Stockholm all alone,
but now it's spread. I mean,
it's every Friday. Do you know
what I'm talking about? I think
you've seen it. And we actually
we like agree
Korea does grandfather. He used
to work at Sandvik Coromant as a
controller, and glia does mother
used to sing in the sun
McCormack choir? But but that's
not really why we like we like
it because she has a point. And
it ties really, really good back
now going over in this direction
to your green building. Because
two years ago, we started at
Sandvik Coromant project we call
green factory and green
facilities. There is no, I saw
you have some sort of American
Standard of measuring how green
the building was. But there is
no global standard to measure if
a production is green or not. So
what we did, have you seen
this?
Have you seen this before?
Thank you for saying yes, it's
the 17 Sustainable Development
Goals from United Nation. It's
more than two years ago since
you agreed on this and some
victory We support seven out of
these 17. I don't know, do you
even know how many of this you
and your company supports? You,
I will give you some homework
you need to figure out, do you
support this because this is
important. So what we did, we
took the 17 SDG goals from the
United Nation. We took our
strategy, which is shaping the
future together, and the three
P's the people, the planet and
the prophets. And we looked at
how can we create something? How
can we create the tool to
measure if our production is
green or not? So what we came up
with was something super simple.
It was a excel sheet where we
look at safety, because safety
has the top priority in our
world. We look at resources, we
look at people working
environment, emissions, wastes,
buildings, infrastructure,
everything that goes around
around that thing, and also of
course, We looked at the
production, and then we school
ourselves. Everything is red
when you start and the greener
you get the higher scores you
get. And then you get the long
Action List with things you need
to do. I can just mention a few
things we've done. We don't
flush our toilets with drinking
water. We have a small pond
outside the factory. So we take
water from that pond, and
especially springtime, I need to
warn everyone that's coming
because when they open the lid
on the toilet, they think
there's something wrong with
these people they didn't flush.
Because you know, in Sweden in
the winter, it's quite cold so
the pond freezes. And when it's
ice on the pond, the water turns
brown and we flush the toilet
with brown. It doesn't look
nice, but it's good for the
environment. We have changed all
our company cars to electrical
cars. We have implemented our
own bus line between emo and
sandviken. So we really do a lot
of things and the last winter
was a very, very special winter
for us because we recycle heat.
We have invented a system Come
Together with another Swedish
company called moon dish. And
the system is called Desa. Cool.
We take heat, we have water and
ammonium. You can Google this by
the way Dead Sea cool, and use
it. Water, ammonium and hot air.
And then the summer we make cold
air to cool the plant and in the
winter water to heat the plant.
So last year, we connected the
two plants we have in the demo
with the central district
heating for the village of emo.
So we're actually now warming up
people's houses and shower water
with our manufacturing for free.
Instead of letting that just go
out in the air. We have 25
production units around the
globe. That's 16 sites. Yes. So
you know, Mo for instance, is
one site with three production
units, a power plant, a power
plant, an insert plant and a
tool plant. We have done the
assessment in all the 25 plants
around the world. And we are
around 4300 employees working in
production and we were 8000 in
total In the company, so more
than half of the people are
actually production people. And
I already said shaping the
future together. We mentioned it
a couple of times, because
that's really our strategy going
forward. We cannot shape the
future alone. We want to do it
together with you, together with
customers, together with
universities, with high schools,
with partners, suppliers. That's
why I'm really humbled to be
invited here by OSIsoft. One of
our suppliers. But how did this
all start? Really, really, I
think you all know this. Of
course, if I go back to the
first Industrial Revolution, it
was when the steam engine was
invented, right? Personally, I
think industry 2.0 meant more
for people. That was
electricity, because with
electricity, we could start mass
production. You remember the
Ford Model T line. I think
that's the most famous one. And
then that at the end of the 60s,
early 70s 1969, the third
industrial revolution that was
When we got the computer, and
automation for email, we bought
the first robot 1969. We love
automation. And we love data.
And that wouldn't have been
possible without the computers.
Then there is an industrial
revolution that people in Sweden
don't want to talk about. So I
call it industry 3.5. It was in
the 80s. Everyone thought, okay,
the solution to everything is to
move all the production to low
cost countries.
It didn't work.
That was not really the
solution. The cheapest place on
the planet right now. 2019 to
produce what we produce is in
GMO Sweden. It's amazing. Then
there's been a lot of talk about
the fourth industrial
revolution. And it's actually
been created by all of us
because the computer didn't self
invent itself for suddenly there
wasn't just two holes in the
wall and electricity came out.
It's it's invented by people and
it's the same with industry 4.0
if you can buy it, I I think all
of us would have bought it, but
you can't buy it. So we're
inventing it. The scary part,
though, is that the world is
shifting so fast right now. And
I'm a little bit surprised. Now
looking at my previous speakers.
You didn't mention the fifth
Industrial Revolution. I know
you're working on it, because
it's already here. The fifth
Industrial Revolution, if you
google industry 5.0 you will see
it's already here. I'm coming
back to it later on. But it's a
lot about cooperation between
man and machine. And that's the
scary part. It goes so fast. So
we need to be speaking with each
other. And unfortunately, I
wasn't here yesterday, and I
will not be here the rest of the
week, but I have some colleagues
that will be here, and they will
monitor everything because you
really need to suck everything
you can when it comes to
information. Because we have to
be prepared that we need to
change. You might remember this
Do you remember these computers
had a green screen it had a dot
matrix printer. And papers were
coming out. Do you remember it
floppies where you saved you can
store a very limited amount of
data. But it was a revolution
when it came, then I'm not
really the best friend of this
clicker. But today, you all have
enough power in your hand that
you could almost fly to the
moon. The phone is a super
powerful handheld device, and it
has really a lot of power. The
future. I'm looking forward to
that and I'm looking over there.
When will it come? The human
embedded computer. I meet a lot
of customers from all over the
world. Imagine if I could
download Chinese and I could
speak any language in the world.
So today Chinese tomorrow
Russian it would be fantastic.
I'm sure it's going to come. My
name. My name is Claude Nord.
And last year, I said this 150
times. I will say today again, I
I have the best job in the
world. Imagine to do this 50% of
your time. Talk about your
company. And now I'm looking at
my colleagues over there,
showing up the world's best
production. Wow. The other 50%
of my time I work with our
brand. On all the 25 production
units around the world. How does
it look? What do we show to the
customers what do we say What
don't we say?
But it says in the past.
In the past, I had the business
card
or you ready for the future
today
Let's see if we can get this
thing working. I take my phone,
we should now be connecting
something. Okay, so here's my
phone. It has an NFC reader.
I will start the scan,
I scan my hand
Wallah.
Up comes my arm doing some
charity riding for the Swedish
shark cancer. But here's my
business card. And of course, I
can't connect to the PI World.
So I have a little chip in my
hand
with 100 pages of information
and I can store anything I want
on that chip. So who needs a
business card? I could have
Power BI reports. I can have
anything I can open. I can even
open the doors. It's a little
bit scarier. I came yesterday
with train from Stockholm and
Sweden. I have to say it's
fantastic because I pay with my
hand. It's tied to my bank
account. So I just showed my
hand and they scanned it. Yes. I
say wow.
And there's 5000 of me with the
chips in Sweden.
Thanks for that.
Today when you speak about
manufacturing, it's a lot about
batching. I don't know the whole
world woke up when Lehman
Brothers went bankrupt. No one
wants inventory. I don't know if
you see that as well. Don't have
an inventory. It's all about
just in time, small batches.
It's also a lot about resources.
in production, we only have 1760
hours per year 8760. That's
20 473 65 you need to utilize
the people and the machine as
much as possible.
Then this, this is sad.
We have to stop destroying the
planet.
So the evolution going towards
the future is of course
automation. It's of course
digitalization and collecting
data And of course, VR, Mr. AR.
So some Microsoft, HoloLens is a
mixed reality, you can see the
real world and the virtual world
at the same time. The future
needs to be sustainable, it
needs to be green, we need to
save the planet. I always say
it's not only hardrock that
should save the planet, we
should do it also all of us. We
need to be super flexible.
Because we need to be prepared
to do a lot of different things.
We need to be prepared to work
together with machines. And you
can't forget that manufacturing
of the future needs muscles. No,
it needs brains. We need to
analyze the data. We need data
scientists. The future is also
AI. And I'm so happy about AI
because you can do so many
fantastic things, but you need
to have historical data before
you can start. Then we have Have
a lot of historical data. So
we're ready for machine learning
and AI, if you go to the
hospital, by the way in Uppsala,
and if you look on this, if you
have a brown.on your skin, you
want to know if it's a good one
or a bad one. In the past, it
was a doctor that was looking
and it said all that's, it's
okay, we don't need to do
anything or that's actually
could be cancer, so we better
take it away. Today, it's not a
doctor examining you in Sweden,
it's a robot. And the robot is
actually more accurate than the
doctor. So machine learning,
also in the medical world. So
what we need to do, we need to
reinvent ourselves. We need to
figure out new methods and new
ways of manufacturing because
it's going to change. We need to
start printing things and we
love additive manufacturing
April 1, I know it's not the
best day, but April 1 this year,
we launched the first world's
printed milling cutter and we
print it out of titanium. So we
have The whole department doing
additive manufacturing By the
way, we made a smash proof
electric guitar for the Swedish
famous guy in the Malmsteen.
He's very famous for always
smashing his guitars, but he
can't destroy that one. We
printed it out of stainless
steel and titanium. Just to
prove that we can do it. We also
one month ago, did the world's
very first printed industrial
diamond. So with that additive
manufacturing, it's just your
imagination, that's your
limitation. It's gonna be a lot
of post processing and a lot of
post machining instead of pre
processing and pre machining.
It's also
totally new ways of working for
the people.
It's absolutely changing and
it's going super, super, super,
super, super fast. So we have to
reinvent ourselves. And the
trick is, if I go back to
industry 4.0 there was a lot of
talk about big data And the
people and how to analyze the
data, how to get the right data
to the right person at the right
time. Lots of talk about super
advanced robots. Lots of talk
about smart factories, smart
buildings connected, and of
course, IoT. I wasn't even here
yesterday, but it matches so
perfectly. What a coincidence.
Or maybe not. But if I talk
about the industry 5.0 the next
Industrial Revolution, we talk a
lot about collaboration between
man and machine in our world. We
talk a lot about comas. And and
yes, you actually did mention it
because you spoke about AI. And
you spoke about sensors. We call
it safety, wearables, and
digital twins. That's why you
need to go up in the cloud.
It's so quiet in here.
I can't believe
it's quiet.
Okay, let me talk a little bit
more than about our plans what
we have done.
When the financial crisis hit
2008 2009, I was then a training
coordinator and we lost 60% of
our business overnight. We
didn't want to send the people
home. So we took the decision,
we will do training. So we
actually had the 205,000 hours
of training for the blue collar
workers. And what we did. We did
what I recommend you to do,
don't reinvent the wheel. We
went to Santa Talia that's south
of Stockholm to visit Scania.
And we spoke with Scania about
Toyota. So we have Scania
production system we have to
your production system. And we
then of course, create the GMO
production system. Our way of
attacking lien the base for
everything we do every day is,
of course, our company's core
value. And we call that our
diamond. And we worship the
diamond every day. The diamond
is located on a very solid
platform, which of course is
safety. in everything we do
every day safety has top
priority. We actually want our
people to be in better shape
when they go home that when they
came to work, that's why we have
32 sport activities for free
every week for the employees.
It's very important.
Also, it's very important to
have breakfast, lunch dinner, so
we can have it in our canteen. I
can pay with my chip by the way.
And we are good, but that's not
good enough. You need to
continuously work with
improvements. Within lean that's
called Kaizen. So we work with
Kaizen combined arms On Six
Sigma, five s smeared Fishbone
analysis root cause analyzes all
the fantastic tools from lean,
and we add data. Data is the key
to everything. And then you need
to have some sort of structure,
how to work with all these
improvements and how to analyze
the data. And then once again,
as I said, it's time to think
outside of the box. We have
since two years back a new
president of our company we've
been for 75 years. Our president
has been a middle aged to older
swedish man. But two years ago
when we turned 75% requirement,
we got young Belgium woman,
Nadine Kraus, and she says like
this GMO it's okay to make
mistakes because going to the
future, if you need to do
improvements. Sometimes you will
make mistakes just like this,
make the mistakes, cheap. make
them easy to fix. And don't
repeat them. Because if we don't
make mistakes, we don't
challenge ourselves enough. So
we need to be on the edge all
the time. And since 1942, market
share wise, we've been number
one, price wise between number
one, but I can also be very
honest, the distance to number
two is getting closer and
closer. So there's lots of
pressure on us to really change
the way we work change the way
we produce and come up with real
innovations when it comes to
tools. So our imagination should
be the only limitation in our
way of working. We have our own
school, because it's very hard
for us to find people with the
skills and competences that we
need. So we started this school
in 2007. And it's a three year
you start when you're 16 you
graduate when you're 19. And of
course done it A technical
training and the goal we have,
when they graduate, we hope that
50% of the students come and
work with us immediately. And we
hope that the other 50% goes to
the university and comes back
after five years, and it's
actually working. We also drive
all our projects, bottoms up,
not top down. So when we try to
implement thing, it's not like
the management team is saying,
This is what we need to do. We
actually let the work be done
from the floor. Because then
it's much stronger buy in from
all the people and they are
really creative. Don't ever
underestimate the power of your
people. I have to say the people
of your companies is your
company's most important asset
together with data. It's good
that I added that. I can see
their smiling their
communication is key, but it's
not easy to communicate. It's
also not easy to know what
skills are required tomorrow.
What do we need what will
competences for manufacturing of
tomorrow really need, we know
one thing, we need to be able to
work very close to the machines.
We need to utilize the machines
in the best possible way. So to
train and to get the right
skills and the right
competences, we actually, in
general have a pedal car
factory. So we build pedal cars.
And it's exactly what I'm
saying. We're building pedal
cars. This is to practice the
principles of lean to get team
building, to eliminate waste, to
work with the right thing at the
right time, and to really get
things going.
Now looking over here, and to
get things going, you need data.
We in emo, we love data. This is
true. It's not the type of what
you see on the screen. In demo.
We collect more than 400 million
data points every day. It's
insane and I know in the future,
we will laugh about it. Why on
earth? Are you collecting 400
million data points every day?
We do. 1200 analyzes every
second and I'm looking at my
colleagues responsible for those
Great job guys. They don't use
the 400 million data points that
we collect, we collect it, as I
said, because we can we store it
in the cloud, of course. And we
have so much historical data
now. So now we can take it to
the next step. We can go for
machine learning, we can go for
AI, because we've been
collecting it for quite some
while we have a concept we call
quality for me to use, so
everyone is responsible for his
or hers. Quality, you have to do
quality check before you deliver
to the next department. We work
in what we call flow groups. So
each group they're doing
everything ordering raw
material, delivering finished
products. We are great when it
comes to industrial design,
because we are what we call
production technology center. So
as I said, two and a half
thousand new products every
year. We industrialize dos. It's
one thing to do in the computer,
but we do it in the real world.
And that's a challenge for the
insert plant in demo. It's six
new inserts every day. That's a
lot of new product. And it's a
lot of challenges on the people.
This is you're not wearing a
pair of Microsoft HoloLens is
looking at the part of a turbo
hologram. Maybe that's something
you can use in the future. For
product development, we see
another really big thing for the
mixed reality imagine
maintainence department we have
a lot of machines. Most of them
are from Germany. And when they
break, sometimes they do. It
would be great to connect with
your whole lenses to the
supplier in Germany. They can
see what I see and they can give
me this instructions right in
front of me. It's one thing you
can do with them. So it's really
a lot of things. And
digitalization, you were talking
about this earlier, the
challenge with digitalization, I
mean two years ago Now I'm
looking at my colleagues. We had
something crazy going on, we
thought we should put 400 TV
screens all over the plant. We
need monitors everywhere we need
to show the numbers. We don't
talk about that today, because
everyone has a handheld device.
And when everyone has a chip,
you can imagine I just scan my
chip and I get the date that
it's interesting for me. So four
of us actually have these chips.
Because we're running a pilot
project to see what we can do. I
have a product production
manager, HR person and an
operator and myself, we test the
chips and there's 5000 crazy
people like us in Sweden. So we
really believe that the chip can
actually give me accurate data
for me. I can pull up any Power
BI report that I want from that.
We have a lot of machines. We
have more than 500 CNC machines.
We have more than 400 robots and
we still have people but in one
of the plants we only work to
shift. I work a morning shift
from 530 in the morning to two
o'clock in the afternoon. an
afternoon shift from two o'clock
to 1030. And then the night
shift from 1030 in the evening
to 530 in the morning, no people
it's eight hours, no people. And
that process thanks to the data
is stable. So now we're
questioning ourselves if we can
work eight hours in the night
with no people, why do we work
16 hours in the day with people?
Is that really needed? No. So
when you come and see us because
I hope you want to come to
chemo, it's the center of the
world. We will work for hours,
man and machine. machines will
run alone eight hours man and
machine for hours machine alone
eight hours.
Fantastic. But
no Swedish people want to work a
split shift. I don't want to
come in and work four hours in
the morning, four hours in the
afternoon. So the trick is
flexibility. The people need to
be able to do everything. I will
make drills for four hours and
the milling cutters for four
hours. Someone else will make
turning tools for four hours and
holding tools for four hours.
Flexi be late. Have you heard of
World Economic Forum? It took
place earlier this year in
Switzerland, in Davos before it
took place the World Economic
Forum together with a company
McKinsey scan the world. They
looked at the thousand of us
thousand different production
units in a lot of different
industries and what they were
looking for
how digital
is that factory
16
was selected. It's so funny that
that you were talking about
lighthouses. 16 were selected by
the World Economic Forum to be
called lighthouse factories. So
there's only 16 World Economic
Forum lighthouse is done. We
have some Thai lighthouses or
might tab in the future but this
is World Economic Forum
lighthouse out of those 69 or
European
And I think you see behind me,
the one
one is Swedish. And guess what?
It's us. We haven't understood
really the power of being a
lighthouse. It's really
something special. We got
selected for four things.
parametric design and
manufacturing. We invented that
25 years ago, digital thread
throughout the production
process 15 years ago, Microsoft
Power BI analytics that's like
two years ago. And the corporate
real time process control system
is something we've been
implementing during the last
years the best slide my
presentation Look at this. So
beautiful. Already in 2010, we
implemented by as those days it
was coresite. Now we have
vision. We implemented it for
proactive maintenance and in
2010. Really, the world was not
speaking about digital decision
and industry 4.0. For us, it was
about
the machines.
What you're looking at is 4
million euro.
Sometimes they break,
we equipped all the machines
with sensors
that we put there.
Because we wanted to know
there's a red.on one of those
grinding machines not feeling
bad. That red dot went
immediately to the maintenance
department. Hey, I'm not feeling
well today, please fix me. So
instead of us coming in the
morning and finding out Oh, the
machine broke down. We know
already the day before.
Tomorrow, it will break down. So
we need to take some actions. So
we love sensors and we love
data. These are the sintering
furnaces where we bake our
inserts. These are presses By
the way, in our plant in Puna.
In India, we've taken this to
the next level because we also
add that the sustainability part
of it We measure the electricity
consumption, the consumption of
compressed air. So we get an
environmental footprint and a
production footprint. These are
CNC machines, I can see exactly
which program I'm using which
tool I'm using how long I've
used that tool. And I hate to
admit it. But sometimes our
tools break. Even the world's
best tools can break. And if a
tool breaks, I want to know why
did it break? And thanks to pi,
I can go in and I can analyze
and I can see actually that
second that tool broke. Why did
it break? Was it something wrong
with the tool? Was it the
machine, or maybe it was a human
error? Maybe we did a typo. So
we did a mistake when we did the
programming. Then of course we
gather all we want to see how
the machines are performing. And
then we take all this data and
we make beautiful Microsoft
Power BI reports. We can pull
out the most use tools, I can
pull out the most broken tools.
I can connect all my production
units in the whole world. So I
connected the machines. I
connected the plants and then
don't ever forget your most
important asset. I also
connected the people, I took all
the people.
And I did my skill matrix. This
is a maintenance department, the
people working there, all the
skills twice per year, I sit
with my manager and I go through
my skills and competencies and I
actually rank myself from one to
five. Let's say I know how to
fix a ABB robot, and I'm a three
so that's what I tell my
manager. And if an ABB robot
breaks down, I search for ABB
and I get all the people that
have ABB skills. Don't forget
the people. It's been read for a
while now. So I have to stop.
I love to speak
Wish I could have stayed here
for hours.
But I have to say thank you so
much for listening to me and I
hope
I didn't scare you.
I hope
I got you thinking about the 17
Sustainable Development Goals.
We have to save the planet.
Think about the people think
about the planet. Think about
the profit. And do your
homework. How many of the 17
Sustainable Development Goals is
your company supporting? Thank
you very much.
