The World Economic Forum announces the addition of 10 new factories to its global Lighthouse Network, a community of manufacturers that are showing leadership in applying Fourth Industrial Revolution technologies to drive financial and operational impact.
The factories join a network of 16 existing lighthouses across multiple geographies and industries. They serve as beacons to guide others to overcome challenges in upgrading systems and applying cutting-edge technologies such as artificial intelligence, big data analytics and 3D printing. The factories were selected based on their success in integrating these technologies to increase efficiency and drive innovation.
“The global Lighthouse Network offers an unrivalled opportunity not only to highlight the transformational efforts of the world’s most advanced manufacturers but also, more importantly, to create a shared learning journey that will help manufacturers around the world, across value chains and of all sizes to access and capitalize on the positive potential of the Fourth Industrial Revolution,” said Francisco Betti, Head of Advanced Manufacturing Industry, World Economic Forum.
The new lighthouses are:
Arçelik (Ulmi, Romania): This greenfield factory is a product of the Arçelik use-case laboratory, where it was designed twice as fast as previous-generation factories. Since coming into existence, automation of low-value tasks has reduced operational costs by 11%.
Ford Otosan (Kocaeli, Turkey): This site leverages digital manufacturing and advanced automation to move beyond lean, increasing its output by 6% and employee engagement by 45% without additional capital expenditure investment.
Nokia (Oulu, Finland): Nokia’s fully digitalized 5G factory focuses on bringing together design and production to introduce new products. Implementing a range of 4IR solutions, connected by a private wireless network, this site improved productivity by 30%, and now brings products to market 50% faster than before.
Petrosea (Tabang, Indonesia): Challenged by its remote location, this mining service provider deployed multiple Fourth Industrial Revolution use cases (e.g. optimized truck dispatch, real-time monitoring, drone surveys) that transformed the mine from a loss-making entity into a profitable one in just six months.
Posco (Pohang, Republic of Korea): This plant leverages artificial intelligence to drive productivity and quality improvements in the steel industry. It is building its own smart-factory platform through a collaboration with a local ecosystem of academia, SMEs and start-ups.
Groupe Renault (Cléon, France): This Renault site uses a wide range of Fourth Industrial Revolution technologies (e.g. cobots, virtual reality) to support operators, eliminate waste, reduce energy consumption and automate repetitive tasks.
SAIC Maxus (Nanjing, China): A challenging market environment drove this site to implement a new model for mass customization. Digitalizing the value chain end-to-end, from customers to suppliers, through an integrated digital thread resulted in improved sales and reduced costs.
Schneider Electric (Batam, Indonesia): One of Schneider Electric’s nine smart factories, this location developed a full spectrum of Fourth Industrial Revolution solutions (e.g., IIoT platform) that were then shared with the wider Schneider Electric community, including customers and partners, thereby improving the operations of the entire ecosystem.
Tata Steel (Kalinganagar, India): This greenfield steel plant is helping to set a new standard for the speed at which a factory can achieve full capacity from complete nascency. It also improved time-to-market by 50% thanks to significant investments in digital and analytics solutions, as well as capability-building to develop the digital skills of a relatively junior and inexperienced team.
Zymergen (Emeryville, USA): A digital native, this bio-engineering site is using robotics and artificial intelligence on processes that have traditionally been highly manual, resulting in the doubling of its innovation rate.
“The 10 new lighthouses confirm that frontrunners in the Fourth Industrial Revolution draw a competitive advantage from either innovating their production system or by innovating their entire value chains and offering new products and services that were not possible before,” said Enno de Boer, Partner and Head of McKinsey & Company’s Global Manufacturing Practice, which collaborated with the Forum on the project. “For example, Zymergen brought robotics and AI to their bio-engineering labs, doubling innovation rates and allowing product innovations that were previously unthinkable.”
One of the key elements of the Lighthouse Network is its commitment to discovering and elevating solutions that can be scaled up in cost-effective ways across companies and industries.
“What all frontrunners have in common is that they work hard to find ways to scale,” Enno de Boer said. “For example, Tata not only cracked the code on how to bring predictive maintenance to 50,000 different machines, but they also mastered the challenge of rolling out best practices to a site with a relatively inexperienced site team, supporting them with world-class data insights. Not imaginable before, the site is a benchmark in their network for productivity and time-to-market.”
The lighthouses have also agreed to share their knowledge with other manufacturing businesses, helping them successfully adopt the technologies of the future.
“The World Economic Forum’s Fourth Industrial Revolution lighthouse programme promotes collaboration, benchmarking and new ideas for the digital transformation of industries in a practical way that generates faster adoption of digital technologies and increases the efficiency of manufacturing,” said Peter Herweck, Executive Vice-President, Industrial Automation, Schneider Electric. “Our smart factory in Batam, Indonesia, has benefited enormously from the Forum programme and we are delighted to continue to be a part of this programme and share our learning and solutions with the wider industrial ecosystem.”
“Our Oulu 5G facility is an example for our enterprise customers to realize the vision of industrial automation in the era of Industry 4.0,” said Kathrin Buvac, President of Nokia Enterprise and Chief Strategy Officer.“Leveraging our own technology, including private wireless networks, edge cloud and IoT analytics, resulted in significant productivity gains of 30% for our factory as of today already.”
Digitalization: key to implementing an inclusive and sustainable economic model in Latin America
Latin American manufacturing has been hit hard by the COVID-19 pandemic in 2020, with significant decreases in industrial production, intra-regional trade and exports compounding existing barriers to growth. However, accelerated digitalization prompted by the crisis offers an opportunity for transformation, closer intra-regional cooperation and trade integration, according to a webinar panel of experts convened by the Global Manufacturing and Industrialisation Summit (GMIS) Digital Series on “Latin America and the Caribbean: Manufacturing and Economic Growth in the post-Covid-19 Era”.
Silvia Hooker Ortega, Manager of International Affairs at the National Society of Industries in Peru, observed that enterprises in several Latin American countries had re-shored capital, worsening regional trade and production, with a fall of 22 per cent in exports expected regionally. “This challenge consists of rethinking previous models of development and moving towards more sectoral models, where we can invest in capacity-building and research in order to generate regional value chains that allow us to grow in the region, generate decent employment and ensure that a crisis such as the current one does not affect us so drastically in the development of our countries,” observed Hooker Ortega.
Clemente Ruiz Durán, National Researcher of the National Council of Science and Technology (CONACYT) and professor at the National Autonomous University of Mexico, noted that digitalization had allowed the region´s economy to continue functioning. He stated that public investment in digitalization would enable sustainable energy, mobility, communication and transport systems. Ruiz Durán also urged pairing initiatives between micro, small and medium enterprises (MSMEs) and large firms for integration in regional value chains, and training programmes. “I propose to turn our eyes towards Latin America instead of the rest of the world,” he said. “I believe that this is a great opportunity and if we do it well, it can be the beginning of a redefinition of industrial development in Latin America,” concluded Ruiz Durán.
Tomás Karagozian, President, UIA Joven/Unión Industrial Argentina, stressed the importance of a regionalized economy, advocating for increased dialogue and consensus in order to “overcome recurring crises that we go through every four to five years.” Karagozian noted that, while digitalization had accelerated during the pandemic, and the region is poised to benefit from productivity increases, Latin America continues to face issues of management and leadership, and value chain integration. “I believe that we must all work on digitalization and (…) towards stronger and more consolidated productive matrices at local level with a great regional connection, and with global participation in terms of information exchange, digitalization and sharing of experiences,” urged Karagozian.
Concluding the discussion, Diego Masera, Chief of the Regional Coordination Division for Latin America and the Caribbean at the United Nations Industrial Development Organization (UNIDO), said the crisis as an opportunity to move towards sustainability, social equity and the achievement of the Sustainable Development Goals. “Indeed, this crisis provides an opportunity to change our approach to the development of manufacturing in the region. In this regard, we must focus our energies on supporting more inclusive, sustainable and people-centred development,” he urged.
Use Growth Services to Create an Anti-Cyberbullying Campaign
While the increasing use of the internet and a good chunk of our social lives going online has benefited us in many ways, it has also given rise to a whole new set of problems that we have yet to find solutions to. One of the more pressing matters amongst these is cyberbullying. The problem with cyberbullying is that online platforms’ anonymity and nature allow these situations to get out of hand really fast. We can use social media to campaign against and raise awareness about cyberbullying. It is a good idea to use growth services such as SimplyGram growth service to get your anti-cyberbullying campaign to reach more people.
The Dangers of Cyberbullying
While many people might dismiss cyberbullying as something that can easily be avoided, in reality, it may even be more dangerous than traditional bullying. Because an online space is always available, a child can’t escape bullying by, for example, avoiding school because it will follow them home. Cyberbullying can go from insults to widespread harassment, and as more and more people start using the internet and social platforms, this problem only becomes worse.
Cyberbullying and cyberharassment tactics include doxxing and publishing people’s personally identifiable information online without consent, leading to their security being compromised. It can also include other tactics like trolling that may appear less severe but can cause an equal amount of emotional and mental distress to the victim. Information on social platforms can also be easily faked, and many people don’t look for verification either. People’s tendency to ‘ride the wave’ also means that harassment can grow to extreme levels, with hundreds of people bullying one person based on false information.
Using Social Media Growth Services to Fight Cyberbullying
To fight cyberbullying, the first step is to spread awareness. Many people don’t take internet activity seriously, resulting in cyberbullying being even more harmful to the victim. Using social media to create an anti-cyberbullying campaign, you can help people understand how hurtful cyberbullying can be and how to prevent it.
The first step to do this is to understand who your target audience is. In the past, bullying was often associated with school settings, but many adults can also be caught up in harassment with the changing online environment. What’s important is to pick a target audience, such as a specific school, and address issues within that demographic.
By using growth services such as SimplyGram, you can expand and spread your campaign’s reach, allowing more and more people to see cyberbullying for the toxic, abusive act it is, rather than dismiss it as child’s play on the internet. By spreading awareness and reaching more people with a growth service, you can help the victims to speak up. They will know that they will be taken seriously, and their problems will not be swept under the rug.
Cyberbullying has often resulted in many people harming themselves, falling into depression and self-isolation, and in some extreme cases, even suicide. A good social media campaign supplemented by an organic growth service will prevent these things from happening. These services grow your social media outreach, which means your campaign will be more effective. By growing your follower base with real people and using the right hashtags made specifically for the campaign, you can reach more and more people and help weaken the growing problem of cyberbullying.
UN agencies uphold human rights considerations in COVID-19 data collection
The United Nations and 15 of its agencies have underlined their support for data collection during the COVID-19 pandemic which respects the right to privacy and promotes development.
Mobility data derived from phones, emails and social media, for example, can assist in both monitoring the spread of the virus and in implementing activities the UN is mandated to carry out, according to their joint statement issued on Thursday.
However, they warned that vast amounts of sensitive data, both personal and non-personal, can be collected through digital contact tracing and general health surveillance.
“This could have significant effects beyond the initial crisis response phase, including, if such measures are applied for purposes not directly or specifically related to the COVID-19 response, potentially leading to the infringement of fundamental human rights and freedoms”, they said.
“This concern is especially pressing if some emergency measures introduced to address the pandemic, such as digital contact tracing, are turned into standard practice.”
Critical role of human rights
In May, the UN Secretary-General issued a policy brief highlighting how human rights are critical to shaping pandemic response, as they put people “centre-stage” while also preserving human dignity.
The UN entities stressed that in the context of the pandemic, any data collection by the UN system should be rooted in human rights and applicable international law, data protection and privacy principles.
“Any measures taken to address the COVID-19 pandemic should also be consistent with the mandates of the respective UN System Organizations and take into account the balancing of relevant rights, including the right to health and life and the right to economic and social development”, they said.
Data collection precedent
In this regard, they outlined five points, including that data collection should be lawful, limited in scope and time, and necessary to specified legitimate purposes for pandemic response.
They also underscored the need to ensure confidentiality, security and proper destruction or deletion of any data.
“A coordinated and inclusive global UN-wide response rooted in solidarity is necessary to contain the pandemic and minimize its negative impact across the world,” the UN partners said.
Although the statement addressed the challenges of the current pandemic, they suggested that it may serve as a precedent for using data to respond to any future crises.
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