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    QUESTION TIME Process Industry 4.0: Chances and risks

    USER REPORTS Enterprise mobility at Puralube Germany

    JUST THE TOOL! Helmet cameras for the Ex area

    No. 2/2015


    High-tech solutions from BARTEC are used around the world. As the world market leader in explosion protection, BARTEC continuously invests in new technologies and new markets.

  • to the new Co-CEOs of BARTEC, Marcus Eisenhuth and Heiko Laubheimer, about their joint vision, and mark our coopera- tion with the FTD Group with a revolution- ary new development in mobile field device management.

    I hope you enjoy reading this issue.

    Yours sincerely,

    Daniela Deubel Director of Global Corporate Communications

    Smart factories, industrial internet, Indus- try 4.0 – this issue focuses almost entirely on digitalisation, networking and collabo- ration. In our panel of experts, you can find out about the potential that these trends of- fer, how far along the road the process in- dustry has already come, and why neither users nor solution providers can afford to ignore them.

    In addition to the consequences of these developments for explosion protection, we would like to show you a pioneering enter- prise mobility project being implemented at Puralube Germany to help the company gain complete process control over the pro- duction of its premium and sustainable base oil products. Last but not least, we speak


    03 12








    EDITORIAL INTERNATIONAL Mobile field device management: New cooperations and solutions

    QUESTION TIME Process Industry 4.0: Interview with Prof. Leon Urbas from Dresden University of Technology

    INTELLIGENT Enterprise mobility - connect, protect, improve

    USER REPORTS Puralube Germany aims for full process control

    JUST THE TOOL! The Orbit X helmet camera - small, wireless, hi-res

    A HELPING HAND BARTEC takes part in the MobiPro-EU apprenticeship project

    AND FINALLY The weird and wonderful factors behind good connections

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    PAGE 04


    Prof. Leon Urbas, Director of the Institute of Automation at the Dresden University of Technology

    Dear Reader,EDITORIAL

    INSIDE Change of leadership at BARTEC: Marcus Eisenhuth and Heiko Laubheimer set out their goals


  • Prof. Urbas, the term Industry 4.0 is on everyone’s lips in Germany. What devel- opments have there been at an interna- tional level?

    Urbas: The term originally comes from a German research project, but is now used to refer generally to the digitalisa- tion of industrial value creation networks. The changes in production and processing

    caused by information and communication technologies are leading to greater produc- tivity, efficiency and flexibility. At EU level, we have the “Horizon 2020” initiative with the “Factories of the Future” programme. The “Advanced Manufacturing 2.0” initi- ative in the USA also focuses on re-indus- trialisation through bringing value creation chains back to the country. China’s current

    annual plan also places great emphasis on automation.

    Why are the benefits of this not yet in reach for many businesses?

    Urbas: Digitalisation, by which I mean the optimisation and innovation of pro- cesses using IT and communication tech- nologies, has a wide range of uses. This

    “THERE IS NO PATENTED RECIPE.” The digitalisation of value creation chains is different in every business. That’s according to Professor Leon Urbas, Chair of Process Control Engineering and Director of the Process Systems Engineering Working Group at the Dresden

    University of Technology. We speak to Professor Urbas about “Process Industry 4.0”.

    Interview: Hans-Peter Bayerl /// Photos: Markus Hintzen


  • rebuild their plants before they achieve the desired result. A digital plant can help re- duce the workload by around 25 per cent. Some companies are already working flat out to implement this.

    Where do you see the biggest hurdles? Urbas: Small and mid-sized companies

    do not have the workforce required to both understand and connect automation and information technology. You also have to come to terms with the complexity of the new mechanisms of action. As an educa- tional institution, one of our tasks is to train creative minds for digitalisation. The ever-falling cost of IT and communication technologies is opening up whole new pos- sibilities here.

    But I think the greatest obstacle is en- abling companies not just to follow rapid technological developments, but to proac- tively shape them. Organisations that focus only on continuously developing their prod- ucts and services will inevitably miss this.

    Teaching through research: Dresden University of Tech-

    nology tests process modularisation in its engineering


    What is the best way to advance digitali- sation? With systematic working groups or experimentally?

    Urbas: The advantage in having many working groups, especially in Germany, is their thoroughness. Other approaches are

    more casual but can also deliver important information thanks to a higher hit rate. On the other hand, you cannot force speed in fundamental research. Ideally everything works and expands on existing knowledge, and the winner is the one who earns money with it.

    In special products, the trend is towards the mega-factory. How does this fit with modular automation?

    Urbas: In digitalisation, we differentiate on a number of levels. These range from the simulation-based, full-system optimi- sation of conventional plant networks all the way to plug-and-produce designs for quickly creating a continuously operated, process-intensified plant for a certain prod- uct that may be produced in that plant for half a year. Industrial parks represent another level, where molecular value cre- ation chains are spread out over a number of sites. Here, too, digitalisation can help better coordinate processes and accelerate product development. There are still ques- tion marks over who makes the respective decisions, as well as the future allocation of roles between humans and computers.

    What are the typical projects that we will see in the next five years?

    Urbas: There are already early adopters founding new industry branches, such as in the production of reactor modules for bio- technical processes as an element between process control and reactor design. We are also seeing pilot projects at both large and small companies focusing on the potential of future automation architectures, inte- grated engineering and the digital plant.

    What do solutions partners like BARTEC need to do in the era of Industry 4.0?

    Urbas: They have to deal with the dis- ruptive potential of information and com- munication technologies, particularly as these become more mainstream. Beyond this, it will be important to enter into in- novation partnerships with users, in order to give them the best possible support in achieving their future goals. ///

    means that Industry 4.0 is not a patented recipe, but rather a tool that can be used to leverage potential in individual sectors. This is different for every company, which makes it difficult to define. We find many similar situations earlier on in industrial history. After the invention of the combus- tion engine, for example, the established carriage manufacturers were convinced that they were going to be the ones who would build the cars of the future. But the companies who were really successful were those who understood that building a car is something completely different. It’s exactly the same in the process industry. There are well-managed and highly customer-focused companies doing well on the market who will only survive in the long term if they keep on top of the disruptive innovations of digitalisation.

    For example? Urbas: Our institute is currently re-

    searching modular automation. The ben- efits in terms of product variability and adaptability have already been proven for low-margin specialisms, even if they have yet to rouse interest for larger scale produc- tion facilities. But there is still a lot of evi- dence that suggests the basic mechanisms, in combination with the corresponding information models from a digital system, can also be transferred to world-scale sys- tems.

    So the key question for every compa- ny is this: will I still be able to survive in the markets of tomorrow if these are even more volatile and have changed as a result of individualisation, greater flexibility and interconnection? In the automotive indus- try, the ones who survived were the ones who learned to master their product variety.

    Can you put a number on this potential benefit?

    Urbas: Unfortunately there is very little in the way of figures, but the