Workforce First Design for them or fail at

Industry 4.0

Jason Walker

Jason Walker is the CEO and co-founder of Waypoint Robotics. Waypoint is focused on making autonomous mobile

robots accessible to more people and companies. Prior to founding Waypoint, Mr. Walker was the co-founder and

Director of Operations at CyPhy Works (now Aria Insights). Mr. Walker also served as Lead Roboticist and Principal

Investigator for CyPhy Works’ contracts with agencies such as DARPA, NIST, and the National Science Foundation. Mr.

Walker has 18+ years of experience in product and business development, including B2B, consumer, and government

markets. Prior to co-founding CyPhy Works he was the quality, reliability, and testing manager for the Roomba

vacuuming robot at iRobot. Walker received a BSEE with a concentration in Robotics and Control Systems from

Kansas State University and is a lifelong entrepreneur.

Twitter: @ImRobotMechanic

Jason Walker Co-Founder & CEO Waypoint Robotics, Inc.

Where we are now

Real needs. Slow progress.

Low unemployment. High demand.

Bobby is pushing carts. Industry 4.0 on the doorstep. Yet...

Only 10% of companies that could benefit from robots have installed them.

Why?

The problem with robotics has been the robots

Historically, robots have been defined by their limitations: Complex, Inflexible, and Expensive.

Mobile robots are often challenged by real world conditions. They require sterile, controlled environments, and infrastructure additions.

Experts are needed for setup including mapping, route planning, and fleet management.

Accessibility is the key to unlocking robotics for SMEs.

What’s next in manufacturing: Industry 4.0 Robotics, automation, and IOT is the fourth Industrial Revolution

Flipping the skills gap on its head Design philosophy: Bobby First!

Bobby or Betty is the great worker who’s been at the company for 15 years and knows the job better than anyone.

The Bobby First philosophy is to design robots that are technologically accessible to the current workforce.

They can wield robotics technology with pride if tools are easy to master.

We suggest robotics companies should aim to empower the workforce, not replace them.

A workforce empowered with robots strengthens both the workforce & the robots

Technology as a progressive force:!!“Let us not destroy these wonderful machines that produce efficiently and cheaply. Let us control them. Let us profit by their efficiency and cheapness. Let us run them by ourselves.” !!!

!-- Jack London!

1908!

!"#$%&'"()%&"*+'%,"+*$#*''%,"

!!!!!!!!

-- Elon Musk!2018 !

!!

Benefits beyond measurable ROI

Workforce:Workers using great tools are more engaged in work they are proud of.They go home daily with more energy for their families & better quality of life. They have longer, more productive careers.

Companies:CROs who give workers great tools more easily attract and retain talent. They demonstrate a willingness to invest in their teammates. They get the benefits of automation and the loyalty of an empowered workforce.

Robotics companies should design for the workforce. CROs should buy products designed for the workforce.

It’s the workforce, stupid. Design for them or fail J

LeadingtheChange:DigitalTransformation&theWorkforceoftheFutureTue.February5|1:15PM-2:00PM|209A

CraigSalvalaggioVicePresident,OperationsAppliedManufacturingTechnologiesBIO:CraigSalvalaggioistheVicePresidentofAMT.HeleadsoveralloperationsofAppliedManufacturingTechnologiesalongwithsales,engineering,andtalentmanagement.Histechnicalskillsinautomationandroboticscombinedwithhisleadershipability,ledtohiscurrentrole.Hisstrategicmissionistocontinuedrivinggrowthanddiversityofboththeautomotiveandgeneralindustriesmarketsegments.Craigbringsover16yearsofautomationexperiencetoAMTandholdsaBSinmechanicalengineeringfromLakeSuperiorStateUniversity,amastersinoperationsmanagement,andanMBAfromKetteringUniversity.CraigisactivelyinvolvedintheRoboticsIndustryAssociation(RIA)asaboardofdirector,committeemember,andtheCo-ChairoftheCertifiedIntegratorCommittee.

SessionInformation

LeadingtheChange:DigitalTransformation&theWorkforceoftheFutureBytheendofthissession,youwill:•  Understandthebestpracticesonhowtowinthebuy-inofyourworkforce•  InformedoncriticalAutomationTechnologytoensureautomationandbusinessprocessesarecollaborativeandthe

futureisbuiltbyrobots,butdirectedbyhumans•  Bepreparedtorepositionyourworkforceinfrastructure•  Haveanoutlineonhowtocreateretrainingprogramsforyourorganization

Whatwe’llCover:1.  Workforce–ReadinessChecklistforCulturalBuy-in

2.  TechnologyGaps–CollaborationofAutomationandBusinessProcess

3.  Infrastructure–RepositioningyourWorkforce

4.  Re-TrainingPrograms-ValueandBestPractices

5.  Summary

Workforce TechnologyGaps Infrastructure Training Summary

DisruptiveInnovation

“Disruptiveinnovation,atermofartcoinedbyClaytonChristensen,describesaprocessbywhichaproductorservicetakesrootinitiallyinsimpleapplicationsatthebottomofamarketandthenrelentlesslymovesupmarket,eventuallydisplacingestablishedcompetitors.”http://www.claytonchristensen.com/

DigitalTransformation–Introduction

RefArticle:http://www.claytonchristensen.com/key-concepts/

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EconomicDriversforAutomation:•  TechnologyImprovements

•  NewMarketSegmentswithProvenApplications

•  Re-shoringGrowth

•  EnergyEfficientMaterials

•  HigherQualityandIncreasedUtilization

•  ConsumerMarkets

•  ProductLifeCycles

•  DemandforCustomization

•  ProductionCosts

•  QualityofWorkorUnsafeTasks

RefArticle:RIA.ORGDigitalTransformationinManufacturing:ChallengingTimes,ChangingBusinessModels

DigitalTransformation–Manufacturing

DigitalTransformation–Manufacturing

FutureTrends:•  IFR2020morethan1.7millionnewindustrialrobotswillbe

installedinfactoriesworldwide

•  DoubleDigitGrowthratesinunitssoldglobally

•  SmartFactoriesIndustry4.0-linkingthereal-lifefactorywithvirtualreality-willplayanincreasinglyimportantroleinglobalmanufacturing.

•  Smalltomid-sizeManufacturesadoptingtoAutomate

•  ServiceRobotsforProfessionalUse

RefArticle:IFR.ORGIFRforecast:global-industrial-robot-sales-doubled-over-the-past-five-years

1.ShouldyouAutomate?

Workforce TechnologyGaps Infrastructure Training Summary

DigitalTransformation–WorkforceBuyin

Facts:q  UnderstandingtheSkillsGap

q  Education–CollaborationwithIndustryonTechnologyTraining

q  EvolutiononJobTitles

q  Automationvs.Jobs

q  PreparingInnovativeTrainingandWorkforceDevelopment

RefArticle:RIA.ORGExploringManufacturingSkillsGapandWorkforceDevelopment

DigitalTransformation–WorkforceBuyin

InternalReadinessChecklist:q  Measures-People/Process/Data

q  CommunicationPlan

q  Training

q  Acceptance–TechnologyIntroduction

q  Safety

q  Results

1.ShouldyouAutomate?

Workforce TechnologyGaps Infrastructure Training Summary

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StoryTelling:q  Example1–FactoryLocation–LaborShortageq  Example2–FactoryProductivity–IncreaseThroughputq  Example3–FactoryofFuturePilotwithMixedTechnology–

Readiness

TechnologyGaps–AutomationMeetsBusinessProcess

TechnologyGaps–AutomationMeetsBusinessProcess

AdditionalConsiderations:q  Scalability

q  Flexibility

q  FacilityChanges

q  ManufacturingRisk(POP)

q  TechnologyRisk(POP)

q  Compatibility–AccommodateCurrentProduct

q  PackingMaterialsDesignChange

q  MaterialFlow

q  Re-OccurringSchedule

q  Re-OccurringCost

q  ProductRe-Qualification

q  Waste-Bi-Product

PossibleTechnologies:

q  Robotics–Traditionalvs.PowerandForceLimiting(PFL)q  Simulation–DiscreteEvent,PlantModeling,VirtualCommissioningq  AdditiveManufacturingq  HorizontalandVerticalIntegrationq  AugmentedRealityq  CloudandCyberSecurityq  I4.0–Edge,Fog,Cloudq  BigDataandAnalyticsq  ArtificialIntelligence(AI)

TechnologyGaps–AutomationMeetsBusinessProcess

TechnologyGaps–AutomationMeetsBusinessProcess

Definingtheplan:q  WhyAutomate?q  WheredoesAutomationmakesenseinyourprocess?q  WhatlevelofAutomationisappropriateforyourfacility?q  HowwouldAutomationbeacceptedinyourfacility?q  HowmuchwouldAutomationCost?IsthereaBusinessCase?

1.ShouldyouAutomate?

Workforce TechnologyGaps Infrastructure Training Summary

PreparingyourOrganizationforDigitalTransformation

ü  Corporateq Philosophy–InternalEngineeringorUseofPartnersq ProjectManagementq FunctionalandTechnicalSpecifications

ü  Facilitiesq OperationalLeadershipq TechnicalLeadershipq LaborSkillLevelq TrainingPrograms

TechnologyGaps–InfrastructureandCulture

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TechnologyGaps–InfrastructureandCultureProcessForSelection:

q ReviewAllBidswithStakeholdersq CompareScopeofWorktoSuppliedBids

q ClarifyALLdifferencesandBidLanguage

q CompleteDecisionAnalysisProcess(Must’s,Needs,Wants)

q InterviewIntegratorFinalist(Scope,Cost,T&C,Risk)

q AuditIntegratorSiteq FormalReviewInformationwithStakeholders

q SelectionoftheIntegrator

ProjectManagement:q  Expectations-ProjectKickOff–ExecutionTeamandProjectStakeholders

q  Communication-EstablishaProjectCadence

q  Schedule-EstablishaProjectSchedule(MilestonesandStakeholder

InteractionPoints)

q  AcceptanceCriteria–ClearlyDefineforALLMilestoneswithintheProject

TechnologyGaps–InfrastructureandCulture

1.ShouldyouAutomate?

Workforce TechnologyGaps Infrastructure Training Summary

UndergoaCultureTransformationExample:SteelMillUsingAI

q  CustomerSatisfaction–HighestQualityandOnTimeDeliveryq  EmployeeSatisfaction–EngageinMetricsandTrainingq  FocusonBusinessResults–InformationTransparencyq  UnachievableTargets-LeverageTechnologyandAIAnalyticsto

TransformanIndustry

DigitalTransformation–Re-TrainingPrograms

RefArticle:https://bigriversteel.com/innovation/ai

AutomationTeam-FactoryofTodayDigitalTransformation–Re-TrainingPrograms

AutomationTeam-FactoryoftheFutureDigitalTransformation–Re-TrainingPrograms

1.ShouldyouAutomate?

Workforce TechnologyGaps Infrastructure Training Summary

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ContactInformationCraigSalvalaggioVicePresident,OperationsAMTOrion,MichiganUSATel:+1(248)891-5173csalvalaggio@appliedmfg.comTwitter:https://twitter.com/appliedmfgtechYouTube:https://www.youtube.com/user/AppliedMfgLinkedin:https://www.facebook.com/Appliedmfg