[PDF] eurostar standard premier seating chart
[PDF] eurostar standard premier vs business premier
[PDF] eurostar table seats
[PDF] eurostar train paris to italy
[PDF] eurostar train rome to paris
[PDF] eurostat nuts code list
[PDF] eurovision 2019 france entry youtube
[PDF] ev3 advanced programming pdf
[PDF] ev3 box robot building instructions pdf
[PDF] ev3 lessons pdf
[PDF] ev3 projects for beginners pdf
[PDF] ev3 robot building instructions pdf
[PDF] ev3 robot building instructions pdf 31313
[PDF] evaluate definition math
[PDF] evaluate solution definition
MADE
SMARTER.
REVIEW 2017
2MADE SMARTER. REVIEW 2017
8
Appendix 1
133
Digital Points of View
by Industry sector 5
Part 2
28
What are the opportunities for the UK
from Industrial Digitalisation? 9
Appendix 2
176
International Government
industrial interventions 6
Part 3
70
What is stopping the UK
achieving the IDT vision? 4
Part 1
17
Introduction to Industrial Digitalisation
7
Part 4
83
How can Industry and Government work
together to address these barriers? 3
Our Recommendations
12 2
Executive Summary
6
Becoming a global leader in
Industrial Digitalisation by 2030
1
Foreword
4
Professor Juergen Maier,
CEO Siemens UK
CONTENTS
11
Appendix 4
224
Industrial Digitalisation Benets
Analysis - Approach and Methodology
12
Appendix 5
228
Acknowledgments
10
Appendix 3
195
Overview of key IDT technologies
3MADE SMARTER. REVIEW 2017
1
FOREWORD
PROFESSOR JUERGEN MAIER,
CEO SIEMENS UK
4MADE SMARTER. REVIEW 2017
I have been working within the British industrial sector for over thirty years, and have always been impressed with our capabilities as a nation. But, at the same time, I have been disappointed that we haven't reached our full potential and have left too many of the opportunities arising from the Third Industrial Revolution to other nations. It has therefore been an absolute honour and pleasure to lead the Made Smarter Review, which we hope will form the basis of a sector deal and become a key pillar of the UK's emerging Industrial Strategy. I believe that it can make a real difference in helping the UK take a much more significant leadership role and a much greater slice of the opportunities arising from the
Fourth Industrial Revolution.
This independent review, which began in January of this year, has attracted immense enthusiasm and a substantial contribution from the business and academic communities. In ten months, we have engaged with well over 200 organisations across the UK, including small businesses, leading universities, as well as global inward investors from various industrial sectors. It has been a pleasure to work with such an experienced team of industrial leaders. As a leadership team, we have sought to create a set of proposals that will equip the UK with the means to fully embrace the next industrial revolution. From the outset, we were clear that this review needed to result in some bold and far-reaching recommendations. I believe that, with the publication of this report, we have done so. But I also believe that this review should be seen as the start of a long journey for the UK. Our proposals don't seek to answer every question about how we drive and embrace digitalisation. Rather, they seek to establish the institutional framework and ecosystems that will spur the next generation of domestic technological innovation. The review covers multiple industrial sectors and, while this has increased its complexity, it has made our analysis comprehensive. The business community believes the recommendations offer a once-in-a-generation opportunity to boost productivity, create new and exciting businesses, generate new jobs, support rising wages, and increase exports. In the review, we have focused on the following strategic challenges: the increased pace of adoption of industrial digital technologies, the faster innovation of these technologies, and a need for stronger and more ambitious leadership to transform UK industry. As a result, we have developed three game-changing recommendations (plus one support recommendation), which can be summarised as: Adoption. Build a national digital ecosystem that will be significantly more visible and effective and that will accelerate the innovation and diffusion of industrial digital technologies. This includes a National Adoption Programme to be piloted in the North West, focused on increasing the capacity of existing growth hubs and providing more targeted support. Critical to the success of our recommendations will be the upskilling of a million industrial workers to enable digital technologies to be adopted and exploited through a single Industrial Digitalisation Skills Strategy. Innovation. Refocus the existing innovation landscape by increasing capacity and capability through 12 Digital Innovation Hubs, 8 large-scale demonstrators, and 5 digital research centres focused on developing new technologies as part of a new National
Innovation Programme.
Leadership. Establish a national body, the Made Smarter UK (MSUK) Commission, comprising industry, government, academia, further education, and leading research and innovation organisations, which would be responsible for developing the UK as a leader in industrial digitalisation technologies and skills, with a mandate to develop the UK's own Industry 4.0 domestic and global brand.
Foreword -
Professor Juergen Maier,
CEO Siemens
5MADE SMARTER. REVIEW 2017
We have called our proposals, and the brand for this initiative, "Made Smarter". Ultimately, this is what industrial digitalisation is all about - how manufacturers can start their own industrial revolution by using digital to make things smarter, better, and faster. I would like to thank the business leadership team who have advised, supported, and committed to our recommendations. I must especially thank the hundreds of you that reached out directly to share your experiences of digitalising your businesses. Some of the most valued contributions came from smaller businesses working at the coal face of the changing technology landscape. I also thank the University of Cambridge and the University of Newcastle for providing academic input, as well as the CBI, the Manufacturing Technologies Association, and the Royal Academy of Engineering for their tremendous support. I also want to highlight key input and resources provided by the Digital and High Value Manufacturing Catapults in support of our work. Finally, special thanks to Accenture for providing the project management resources for this review and for coordinating the input from numerous working groups and pieces of research to bring together our thinking and recommendations. We have answered the call of government to set out a vision for growth and increased productivity. Industry is committed to working in partnership with government through a sector deal to revive UK manufacturing, and firmly believes that only this combined package of measures, which go beyond business as usual and historical offerings, will achieve the level of ambition needed for the UK to be a world leader of the Fourth Industrial Revolution. My call to action is now for government and the business community to come together and embrace these proposals. I believe they represent a very positive agenda that we can all get behind, especially in these times of economic and political uncertainty. Focusing on the long-term challenge of the new industrial revolution will bring us together as a nation and make our country more prosperous. I very much look forward to the opportunity of helping the UK take a much stronger role in the Fourth Industrial Revolution as we get to work and take these recommendations forward.
6MADE SMARTER. REVIEW 2017
2
EXECUTIVE SUMMARY
BECOMING A GLOBAL
LEADER IN INDUSTRIAL
DIGITALISATION BY 2030
7MADE SMARTER. REVIEW 2017
Becoming a Global Leader in Industrial Digitalisation by 2030 This report summarises the findings and recommendations of the Made Smarter Review (previously referred to as the Industrial Digitalisation review), which was announced in the
Industrial Strategy Green Paper in January 2017.
With this review, UK industry has answered the call of government to set out a vision for growth and increased productivity across the manufacturing sector by unlocking the potential of Industrial Digital Technologies (IDTs). The review received an active contribution from more than 200 organisations, including the Productivity Leadership Group (PLG), the Artificial Intelligence (AI) and Robotics and Autonomous Systems (RAS) Review teams, and the Additive
Manufacturing Strategy Group.
Industry has put forward a set of recommendations that it firmly believes, if delivered as a combined package of measures, will achieve the UK's ambition of becoming a world leader in the Fourth Industrial Revolution by 2030. Delaying action will not only perpetuate the current productivity challenges within UK industry, but erode the opportunity for the UK to be an early adopter of transformational technology.
THE UK OPPORTUNITY FROM INDUSTRIAL DIGITALISATION
Digital technologies are transforming industry. In a 2017 report, the World Economic Forum identified a $100 trillion opportunity for both industry and society through the adoption of these technologies. 1 Each day, around five million devices link up with each other, with the internet, or with both. There are around 6.4 billion data-communicating objects in the world today. And by 2020, this number is forecast to explode to around 20 billion. 2 Emerging technology breakthroughs in fields such as AI, robotics, and the Internet of Things are significant in their own right. However, it is the convergence of these IDTs that really turbo-charges their impact. The potential size of the prize is huge. IDTs offer the promise of recapturing the UK's industrial spirit as a nation of 'creators and makers': Raising UK productivity and international competitiveness; Creating new, higher-paid, higher-skilled jobs that add value to society and positively offset the displacement of poor productivity and poorly paid jobs; Strengthening UK supply chains and creating new value streams;
Addressing regional economic disparities;
Increasing exports through competitiveness;
Creating a new vibrant technology market serving UK industry and attracting FDI; Improving the resource efficiency of the UK's industrial base, making it more resilient to global resource supply disruptions and reducing its environmental impact through more efficient manufacturing and industrial processes and more optimised supply chains. 1 Digital Transformation Initiative Unlocking $100 Trillion for Business and Society from Digital Transformation January 2017 in collaboration with Accenture 2 Industry X.0 Realizing Digital Value in Industrial Sectors- Eric Schaffer 2017
Executive summary
8MADE SMARTER. REVIEW 2017
The work undertaken for the Made Smarter Review found that the positive impact of faster innovation and adoption of IDTs could be as much as £455 billion for UK manufacturing over the next decade, 3 increasing manufacturing sector growth between
1.5 and 3 percent per annum,
4 creating a conservative estimated net gain of 175,000 jobs throughout the economy 5 and reducing CO2 emissions by 4.5 percent. 6
Overall, from
the data and evidence collated, we are confident that industrial productivity can be improved by more than 25 percent by 2025. We are clear that the faster adoption of technology will result in greater investment and in more manufacturing taking place in the UK. For example, The automation of manufacturing processes, coupled with real-time process monitoring and re-engineering, can result in radical improvements in cost efficiency and accuracy, allowing work to move back to the UK from low-wage economies and strengthening UK supply chains; Technologies such as additive manufacturing can fundamentally change the supply chain, and mean that competitive advantages afforded by high volumes and low labour costs are replaced by advantages like proximity to market and the opportunities to make products unique to each customer. These technologies will deliver multiplier effects, creating new businesses and jobs throughout the UK economy. These effects include: The potential for new industries and services to be created by harnessing the data and insights flowing from digital technologies, including real-time management of assets such as trains, jet engines or wind turbines; The opportunity for the UK to be a leader in the development of digital technologies themselves, in areas of strength such as artificial intelligence, blockchain and virtual reality; The need for support for this new economy from new and improved services and infrastructure in areas like cybersecurity, fibre networks, 5G, and remote monitoring.
CAN THE UK BECOME A LEADER IN IDT?
The UK already has a strong combination of leading-edge R&D and a number of high- performing sectors in the application of digitalisation in design, manufacturing, and servitisation. For example, Aerospace is already supporting the development and adoption of the specific technologies which will define the industrial digitalisation revolution, including additive manufacturing, collaborative robots, AI, data analytics, and virtual and augmented reality (VR and AR). Manufacturers such as Unilever and AB sugar are leaders in the application of IDT to address sustainability. Within the food and drink sector the UK is seen as a global leader in refrigeration monitoring systems via the IoT and in food safety and traceability systems. The UK has the strongest AI and machine learning market in Europe, with over 200 SMEs in the field (compared to just 81 in Germany and 50 in both the Nordics and France). The UK is investing significantly in key areas of infrastructure like renewables (owing to strong incentivisation in this sector), which provides an opportunity to stimulate the creation of new local supply chains with a high rate of IDT adoption. 3 ACCENTURE REPORT: 2017 Industrial Digitalisation Review Benets Analysis. 4 BCG; Is UK Industry ready for the Fourth Industrial Revolution. Jan 2017 5
MSR working group report on jobs and the economy
6
MSR sustainability working group report
9MADE SMARTER. REVIEW 2017
But the adoption and application of technology is not consistent across all industrial sectors. Although the UK is well placed to do so thanks to its rapidly growing digital sector, it is not currently capitalising on that potential advantage by applying these technologies in a coordinated and strategic way in an industrial setting. We see an opportunity for the UK to differentiate itself in this digital industrial revolution. The relatively flexible and competitive UK labour market has allowed many companies to achieve world-class productivity at lower levels of automation. This will provide an evenquotesdbs_dbs14.pdfusesText_20
[PDF] Review of Eurostar DPPP - Office of Rail and Road