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The Importance Of Automation For Networked Manufacturing And Digitisation

The Importance of Automation for Networked Manufacturing and Digitisation

Automation is more than the automatic measurement of surface roughness and shape parameters. Find out why in this article by Bruker Alicona.

With the trend to increasingly implement quality assurance—and thus metrology—as an integral part of production, the requirements on measurement systems have also changed. Modern measuring systems must be fully automatable so that they can be operated at any time. In addition, complex components with tight tolerances require measuring systems that deliver robust, traceable and repeatable measurement results. Last but not least, an industry-standard interface technology is needed to enable networking and communication between all systems involved in a production chain. Manufacturers then receive real-time data on production trends and prevent rejects at an early stage—a first part is immediately a good part. 

Bruker Alicona is one of the first optical metrology supplier to intensively deal with these demands that come along with the implementation of a smart manufacturing production concept. Today, they offer tried and tested solutions based on the technology of Focus-Variation. 

The following is an overview of the automation options available. The range includes “simple” automated measurement up to the realization of smart manufacturing. 

Automatic Measurement of Dimension, Position, Shape and Roughness

Automation interfaces enable the automatic and user-independent measurement of micro-precision parts or smallest component features on large surfaces. Measurement of shape (distances, roundness, flatness, shape deviation, positional relationships) and roughness parameters as well as of cutting edge parameters (radius, contour, angle) is based on the interaction between an administrator for the teach-in of measurement programs and an operator who starts the measurement using single-button solutions.

The teach-in is designed for maximum user-friendliness and can be implemented in only a few steps without programming knowledge. The component to be measured is identified by means of a drop-down menu or barcode. The corresponding measuring program is started automatically, and the machine operator receives a measurement protocol including ok/not ok data. 

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Vietnam: A New Crossroad In Manufacturing Industry

Vietnam: A New Crossroad In Manufacturing Industry

Despite the negative impact of the COVID-19 pandemic in the first quarter of 2020, consumption index for the whole of Vietnam’s manufacturing registered an increase of 2.8 percent compared with the same period in 2019. On the other hand, the host of challenges due to the pandemic has caused the inventory index to grow by 24.9 percent year-on-year.

Nevertheless, the situation has sped up the decision of tech giants to shift production of their new phones, personal computers and other devices from China to Southeast Asia, including Vietnam.  In 2020, “Made in Vietnam” Pixel phones and Surface laptops are no longer tall tales, thanks to the decisive action of Google and Microsoft to minimise their overreliance on China for manufacturing. Vietnam remains a safe and attractive destination for outsider investors.

MTA Hanoi: The Leading International Event for Manufacturing in North Vietnam

As we foresee the blooming new era of development in ASEAN, especially in Vietnam—which has emerged as Asia’s next manufacturing hub—MTA Hanoi not only serves as a bridge linking the international manufacturing industry, but also plays as the platform that brings local and global manufacturers in touch with the latest updates in manufacturing industry, and offers direct access to innovative ideas and cross-border technologies including metal cutting, metal forming, sheet metal, metrology, test and measurement, cutting tools, tooling systems, and ancillary/supporting equipment.

MTA Hanoi is expected to be the biggest international manufacturing exhibition in North Vietnam, catering to every needs of the manufacturing community in country and beyond. Last year’s exhibition was attended by over 5,300 visitors who experienced cutting-edge technologies displayed by 158 exhibitors from seven different nations and regions. 

Spanning across 5,500 sqm of exhibition space, this year’s event will continue to feature a strong line-up of advanced products and cutting-edge technologies, in addition to many insightful concurrent events. Continuing 2019’s theme of Industry 4.0, MTA Hanoi 2020 is the perfect opportunity for visitors seeking to learn about digitisation and how to prepare and implement a business roadmap in this era of smarter manufacturing. Attendees will also be able to discuss future trends, technological challenges, and further steps to shape and strengthen Vietnam’s manufacturing industry.

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Smart Manufacturing For Increased Flexibility In Asia Pacific

Smart Manufacturing For Increased Flexibility In Asia Pacific

Digital transformation requires secure, reliable, seamless connectivity to all industrial assets, and the use of smart machine technology positions OEMs to more effectively meet the demands of manufacturers for more flexibility. Article by Kumaravelu Sokka, Rockwell Automation.

Flexible manufacturing is increasingly a requirement for machine builders to stay ahead of the curve and offer value-added solutions to their customers. The importance of integrating flexible, solutions-oriented software to the plant floor is particularly apparent in a region as diverse as Asia Pacific. Operating in the fastest-growing major region in the world, OEMs in Asia Pacific are challenged to evolve at a rapid pace as they are the driving force behind a huge variety of global production lines. With manufacturers in the region striving to meet increasing global demand, OEMs can bring significant added value to their customers by making their machines smarter, and their production lines more adaptable.

Advances in smart machine technology have brought about an era in which OEMs can build solutions that meet the needs of manufacturers now and in the future. Customers in the region benefit tremendously from a differentiated machine offering that leverages their existing platform and data, and delivers more insights and value as a result. Smart machines seamlessly connect the plant floor with the enterprise, and generate actionable intelligence that add an invaluable degree of operational flexibility.

Scalable analytics platforms such as FactoryTalk Analytics illustrate this as they leverage smart machine technology to provide advanced analytics capabilities, such as machine learning. OEMs can initiate this with minimal cost, ultimately helping their customers to use their operational data to generate actionable insights and empowering them for more responsive, informed decision-making about their business performance. This capability can be further supplemented with FactoryTalk InnovationSuite, powered by PTC, which connects disparate devices and machines on the plant floor. Integrating data from these different sources into a single model, this solution helps to detect any operational issues before they cause downtime and increases the overall efficiency of operations. 

Augmented Reality

The industry is also taking advantage of developments within the field of augmented reality (AR), in which OEMs can maximise the potential of their machines while improving the efficiency of operating and maintaining the machines both remotely and onsite. Implementing a series of step-by-step instructions to guide employees helps end users move closer to securing a competitive advantage, optimising resources by reducing employee training needs and improving downtime and changeovers. These are just a few examples of smart machine technology solutions that take companies to the next level of their digital transformation journey, and they’re being put into practice throughout the region.

Companies across Asia Pacific are transitioning from predominantly hardware manufacturers, to solutions-oriented providers of fully-digital production capabilities, equipped to meet the challenges and requirements of the IoT market growth. This is exemplified in the case of 3V, one of the leading machine builders in the automotive industry, which partnered with Rockwell Automation to optimise their processes with IIOT technology. Their integration of information solutions, analytics and AR allows them to improve production, and grants the flexibility to solve problems before they occur, reducing both downtime and the costs and risks associated with maintenance. The digital transformation will open up new revenue streams for them, and will garner return on investment for their customers.

Digital transformation requires secure, reliable, seamless connectivity to all industrial assets, and the use of smart machine technology positions OEMs to more effectively meet the demands of manufacturers for more flexibility. By optimising the use of data across existing platforms, productivity and visibility are improved, enabling customers to differentiate in the marketplace and bring solutions to life even faster.

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The Recipe For Centennial Success

The Recipe For Centennial Success

Ahmad Alshidiq speaks with Martin Reichenecker (Chief Sales and Marketing Officer and Spokesman of the Board) and Borries Schϋler (Chief Product Management and Engineering Officer) from The Hoffmann Group on the company’s recipe for its centennial success.

Martin Reichenecker (Chief Sales and Marketing Officer and Spokesman of the Board)

Borries Schϋler (Chief Product Management and Engineering Officer)

The Hoffmann Group is a leading system partner for quality tools, combining trading with manufacturing and service expertise. It supports over 135,000 customers with supply capability, assured quality and enhanced productivity in meeting all their needs for machining tooling, clamping, measuring, grinding, as well as workstations and storage and personal protective equipment.

This year, the headquarters based in Munich is celebrating its centenary with excellent prospects. In 2018, the Hoffmann SE with its subsidiaries achieved record sales of more than EUR1 billion, the number of employees grew to more than 3,000 and the company is continuing to grow organically. Hoffmann SE develops and steers the corporate strategy and orientation of the entire Hoffmann Group together with its long-standing partner companies. In 2018 the Hoffmann Group comprising Hoffmann SE and its partners generated a turnover of more than EUR1.4 billion and employed approximately 3,700 people.

100 years in the industry is a significant milestone. What has Hoffman done right to be an industry leader for such a long time?

Martin Reichenecker [MR]: For 100 years, we’ve been flexible with our offerings and products. Today, we are the number one in Europe in quality tools, cutting tools, hand tools, metrology, etc. I think what has brought the company success is we are always focussing on the clients´needs, trying things and learning fast. We’ve been pioneer in some fields of tools distribution. We had our first printed catalogue in back in 1936 and in 1998 we established the first web shop in the industry. There has always been a good combination of traditional, well used and modern aspects (in our offerings) which helped the company to reach a revenue of more than EUR1 billion in 2018. We are also serving many different industries, not just any particular one.

Borries Schϋler [BS]: We also employ the right people that grasp Hoffmann’s philosophy in serving our customers.

Any changes Hoffmann has made in this era of Industry 4.0 from what they offer previously?

MR: In 2009, we already had our first wave of digitalisation called 360-degree tooling and provided our customers with electronic tool files across a complete cutting tool assortment. And we also started building data-based solutions for our customers.

What’s your most breakthrough technology and why is it important to the industry?

MR: Two years ago, we launched the high performance drills GARANT Master Steel SPEED and FEED and opened up a new performance class allowing the customer productivity rates. It was not so normal that time. Another technology from Hoffmann is the TPC and the Parabolic Performance Cutting – a further development of ball-nosed slot drilling cutting and also known as barrel milling. These solutions offer customer high productivity.

BS: In August this year, we will be launching our new constant grid dimension. Today, different manufacturers have different grid dimensions for cabinets, work benches, trolleys and so on. And from Hoffmann, you will get all the items in the same grid dimension. This will offer you space for customisation and long-term investment protection, and this is a technical step ahead as it is a complete system. With the GARANT GridLine series, the Hoffmann Group is now the first supplier to offer a completely integrated modular concept in its product range, which includes even the smallest details such as partitioning materials and rigid foam inserts for drawers.

Hoffmann’s own brand GARANT is one of the biggest tool brands in Europe, it is the only brand with which you can completely equip the whole workshop. Customers have given trust to this brand and they know we are delivering everything – whether it is cutting tools, metrology, hand tools, grinding discs or workshop equipment.  With GARANT, you have one brand with the whole portfolio for your mechanical production.

Where do you see the biggest opportunity for Hoffman in the forthcoming years?

MR: Hoffmann became very international in the last 15-20 years, having expanded from countries in all over Europe to North America, and to Asia. We are a young and small player in some markets but the opportunity is huge for us. Product-wise, we still have a lot of ideas on what can be brought into the market. And last but not least, on process optimisation for customers. From application to ordering process, we want to optimise the whole process end-to-end.

What’s your strategy in Southeast Asia?

MR: We learned a lot about the market in the past year, and we discussed and adjusted our approach in the region – much focus is on Singapore, Malaysia, Thailand, Vietnam and Indonesia.

What is most important in addressing present-day challenges in digital manufacturing?

BS: I would take it a bit wider with digitisation, completely. I think digitalising internal processes can be handled; it’s just a matter of time and how many resources you have. In developing digital business models, you have to have the right people and certain creativity in your staff. For me, the challenge will be when you have a higher transparency of data and team members have to take bigger decisions in a shorter period of time. You have to have the right people who can perform this when time calls for it.

Milestones For The Hoffmann Group

1919 – Josef Hoffmann registered a company in Munich.

1932 – Franz Hoffmann joined his father’s company. He shaped the company for more than 60 years.

1936 – The first catalogue revolutionised the industry.

1973 – The introduction of the GARANT brand turned Hoffmann, the reseller, also into a manufacturer.

1993 – Foundation of the Hoffmann Gruppe, which has been called the Hoffmann Group since 2003.

1995 – First steps over the border: Hoffmann went international.

2000 – Started its online business.

2009 – Opening of Europe´s and the industry´s largest and most efficient logistics centre.

2018 – Further expansion: construction started on the LogisticCity in Nuremberg.

2019 – Hoffmann is preparing for the next 100 years: with digital products and services.



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Schunk Investing €85 Million In Expansion Of Production Facilities

Schunk Investing €85 Million in Expansion of Production Facilities

Gripping systems and clamping technology provider Schunk is investing around €85 million in expanding its production facilities in Brackenheim-Hausen, Mengen, and St. Georgen in Germany, and in Morrisville, North Carolina, in the United States.

Around 42,000sqm of total production and administration space is being created, starting with the US plant, where the new buildings were officially handed over recently. In addition to the production area expansion, Schunk Intec USA created a 4,000sqm administrative building, which features a Customer Centre, where users can experience Schunk’s components live and receive additional know-how in technology forums and workshops. The new building was inaugurated in early May with an official ceremony followed by a Family Day. Schunk has invested a total of almost €10 million in the expansion of the site.

Meanwhile, €40 million are being put into the Competence Centre for Gripping Systems in Brackenheim-Hausen, Germany. The extension covers an area of 22,000sqm and represents a doubling of the existing production area.

Schunk is investing another €30 million in the Competence Centre for Lathe Chuck Technology and Stationary Clamping Systems in Mengen, in the district of Sigmaringen, Germany. Here, 12,000sqm are to be added for production and R&D.

Around €5 million were invested at the St. Georgen site in Black Forest, where the production area was doubled with an increase of 4,200sqm.

“In the coming years, we will experience a boom in automation and digitisation worldwide, and we’ll only be able to handle this by having the right capacities,” said CEO Henrik A. Schunk.

For several years, the company has been successfully focusing on these two trends and concentrating its resources and know-how. Schunk expects high growth rates, especially for mechatronic and increasingly intelligent clamping devices and gripping systems.

The company also recently announced its cooperation with AnotherBrain, one of the world’s leading specialists in artificial intelligence (AI).


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ZEISS Acquires GOM To Furthers Its Goal Of Technological Leadership In Industrial Metrology And Quality Assurance

ZEISS Acquires GOM To Furthers Its Goal of Technological Leadership in Industrial Metrology and Quality Assurance

ZEISS is expanding the industrial metrology and quality assurance portfolio of its Industrial Quality & Research segment by acquiring GOM, a leading provider of hardware and software for automated 3D coordinate measuring technology. Both ZEISS and GOM have enjoyed strong growth in the past years and proved successful on the market. The aim is to further strengthen this leading technological position together, especially in the area of optical digitisation systems. The combination of existing products and solutions as well as joint innovations in the future will lay the foundation for shaping and entering new markets.

“Our growth strategy expressly mentions the targeted acquisition of highly innovative solutions, technologies and companies, which can reach their full potential as part of the ZEISS Group,” said Dr. Michael Kaschke, President & CEO of ZEISS. “By acquiring GOM and thereby expanding our solutions portfolio, we are bolstering the leading position of our Industrial Quality & Research segment and will be able to offer even better solutions for our customers. This is entirely in keeping with our corporate strategy, which is focused on our customers’ success.”

Combining the ZEISS product portfolio with the optical 3D measuring technology from GOM has the potential to create new opportunities and expand market access for Industrial Quality & Research. GOM offers cutting-edge solutions for surface digitisation, which will strengthen ZEISS in this area. Dr. Jochen Peter, Member of the ZEISS Executive Board and Head of the Industrial Quality & Research segment, explained: “With this acquisition, we are pursuing our goal of achieving a leading position in the area of surface measurement and digitisation. Customers and users in both areas will benefit from the strengths of GOM and ZEISS in the areas of software and hardware.”

“Being part of the ZEISS Group will open up new opportunities for GOM in the future, which will also positively impact the site in Braunschweig and our business partners. By pooling ZEISS and GOM’s process and solutions know-how, we can tap into new customer segments and applications,” said Dr. Detlef Winter, Managing Director of GOM.



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Interview With Andrea Ceretti, CEO At Faccin S.p.A

Interview With Andrea Ceretti, CEO at Faccin S.p.A

Asia Pacific Metalworking Equipment News is pleased to conduct an interview with Mr. Andrea Ceretti, CEO at Faccin S.p.A regarding current trends and outlook of the manufacturing and metal forming industry.

  1. Could you provide us with an overview of the current trends regarding the manufacturing industry?

There will be an increase in the demand of metal formed products in the market, but due to the current geopolitical situation, the high volatility will push metal fabricators to be as flexible and as reactive as possible. The metal industry will attempt to standardise as much as possible with measures like industry 4.0 in order to maximise the production capacity of each equipment, to apply energy saving measures and lobby/demand the governments for more tax reforms and incentives to stay competitive and improve the workforce development.


  1. With increasing digitalisation, how has Faccin kept up with these trends to remain competitive.

It is our core business to develop top technology to help manufacturers maximise from our machines and we realise industry 4.0 is one of the ways to capitalise on the technology we already provide. Our machines are ready for industry 4.0 thanks to SMART packages that offer features like systems diagnosis, teleservice, management control, drawing imports, rolling and production lot statistics and flexible network solutions between others, helping the manufacturers of today, face the challenges of tomorrow. Indeed, we have started thinking about industry 5.0 as our company attitude.


  1. What are the main challenges faced by this industry in Asia

The fluctuations in the market and the struggle to find skilled workers are driving fabricators to replace their old equipment with high quality gear, principally looking for accuracy and automation to increase their production output, which is precisely what our group proposes. We focus in providing metal forming companies with equipment that is of the maximum quality, powerful, cutting-edge and most importantly, accurate.


  1. How can they be overcome?

As steel prices increases and the margins grow smaller, accuracy is the answer. We design our machines to offer a return of investment centered on the accuracy of the forming process and avoidance of metal waste, always integrating powerful forefront technology that increases the output cycle and return of investment.


  1. Moving forward, where do you think the industry is headed in the next 5 to 10 years?

The metal forming industry in general is subject to the cycles of the market economy like any other industry. In today’s world, these cycles are much shorter than in the past and companies that do not adapt and do not prepare beforehand with the latest technology will struggle when the markets fluctuate. Today, it is emerging regions and their rising demand in energy like Asia that are backing the global growth in the demand for the metal forming industry.



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Using BIM For Construction QA/QC

Using BIM for Construction QA/QC

The construction industry’s lukewarm reception towards technology is a challenge that is well documented, and one that has held the market back from its full potential over the last couple of decades. According to KPMG’s Global Construction Survey, where over 200 major project owners and contractors rated themselves on technology adoption, only 8% of these companies emerged as “cutting-edge visionaries”. By B.K. Chew, Product Marketing Associate Manager, FARO Technologies.

WHILE this minority group adeptly made use of various solutions such as project management information systems (PMIS), automated digital workflows, data and analytics, and Building Information Modelling (BIM), most others have remained conservative, choosing to rely on ‘tested and proven’ methods of project management. Often, companies cite lack of certainty in reaping the full benefits of new technology, vis-à-vis the costs and risks involved. For some others, it is the mere reluctance of stepping out of one’s comfort zone that hinders innovation.

Digitisation & BIM Implementation

That said, market observers believe that a new day is dawning for the industry, as companies increasingly recognize the positive impact that digital technology has on the full life cycle of a building, beyond its construction stages. Government bodies around the world have begun promoting and mandating the use of BIM2, in hopes of transforming industry practice, improving productivity levels, as well as boosting integration and collaboration across the construction value chain.

In essence, BIM is a digital representation of the physical and functional characteristics of a project, which forms a reliable basis for decisions during the project’s life cycle—right from the conceptual stage through preliminary and detailed design phases, to construction and as-built (or maintenance and occupancy management) stages. This information can be shared with various project member groups on demand, providing greater transparency and traceability across stages. But perhaps most attractive of all, BIM implementation offers project owners tangible benefits such as shorter project timelines, less material wastage, and increased profitability.

An Easier Approach to QA/QC in Construction

Responding to the industry’s need for a simpler and better way to harness the capabilities of BIM, software developers today offer construction professionals the ability to continuously monitor a project with real-time comparisons against CAD designs. Project owners and contractors can now confidently manage all quality assurance and quality control processes on a single platform, throughout building and facility lifecycles.

The ability to ensure buildings and structures are constructed exactly to design specifications is of paramount importance to architecture, engineering and construction (AEC) professionals. By comparing 3D scan data with design models at each stage, project owners can detect incorrect placements or missing features (e.g. walls, columns, beams, pipes) before it is too late. This reduces prolonged hours of manual validation to mere minutes, making construction QA/AC analysis a breeze.

Keeping projects on schedule and minimizing any wastage within a project are also high priorities for AEC professionals. While cost and schedule overruns are the norm in the construction sector, companies should not be resigned to accepting them. Today, it is possible to perform accurate measurements quickly and easily on key elements of a project, as frequently as is necessary. Contractors can routinely inspect construction work for adherence to building standards, whether for floor flatness/levelness, beam camber, or wall plumbness. In the grand scheme of things, these measurement tasks can help accelerate project schedules and reduce expensive scrap and rework.

Beyond performing quality checks on building structures, project owners will find BIM useful for liability documentation, risk mitigation, and quality prefabrication. Comprehensive software solutions are now even equipped to verify shifts and movements, displaying changes over time with 4D analysis. AEC professionals can monitor adjacent buildings during construction and evaluate any site deformation (measure movement or settling over time). Additionally, companies can project design templates for prefabricated parts and assemblies with the help of a laser projector, or position structural elements and prefabricated parts in real time using laser trackers or total stations.

Shaking the Reputation

Slowly but surely, the construction industry will make headway in shedding its image as one of the least digitized sectors. As various members of the AEC profession open up to technology adoption, equipment and software providers will offer even more solutions to meet the industry’s needs, so that what seems impossible today may quickly become tomorrow’s reality.

Accenture’s Research Report Provides Insights On Effective Digital Technology Adoption

Accenture’s Research Report Provides Insights On Effective Digital Technology Adoption

SINGAPORE: Accenture’s “Delivering Digital Dividends” report identifies value-gaps that organisations should address when adopting and implementing digital technologies. This research report builds on Accenture’s “Combine and Conquer” report from last year, which identified the best combinations of digital technologies to drive maximum business impact. “Combine and Conquer” calculated that companies that implemented those technologies effectively could boost their market capitalisation by 28 percent, on average.

The goal of this new research report is to help clients realise such gains by becoming what Accenture refers to as “Industry X.0” businesses which are defined as organisations that combine digital technologies to drive exceptional efficiency gains, create new, hyper-personalised experiences and enable new business models to drive both top and bottom line growth.

While the report focuses initially on five technologies (artificial intelligence (AI), augmented/virtual reality, big data, blockchain and robotics) found to be widely relevant and applicable across industries, it can be applied to a variety of other digital technologies, including mobile computing, 3D printing and digital twin, among others.

The report has dentified five broad areas related to technology implementation, referred to as “value-triggers,” along with a series of sub-elements for each trigger. The five value-triggers are:

  1. Value Potential. This focuses on the potential costs savings and gains in market cap value that the technology can deliver.
  2. Talent Readiness. This looks at both the existing workforce — in terms of the availability of talent and skills required for development, integration and maintenance of the technology — as well as the current demand and supply for talent with the specific technology skillset.
  3. Capital Adequacy. This considers the growth in venture capital investment, as well as the number of mergers and acquisitions related to the technology over the past three to five years.
  4. Ecosystem Maturity. This analyses the availability of widely accepted standards and protocols for the technology,efforts made to address interoperability challenges, the number of consortiums (academic and industry-specific) formed to advance the technology and the number of start-ups focused on advancing the technology.
  5. Adoption Intensity. This considers a variety of sub-elementssuch as the number of use case applications built using the technology, the number of use cases that have made it to commercial deployment, the estimated growth in technology spend, the number of companies investing in and/or developing the technology or related offerings and C-suite perception of the technology’s ability to improve efficiencies and deliver new experiences.

The value-triggers form the core of the Accenture Digital Dividends Diagnostic, a tool that measures the advancement of the technology against each of the value-trigger sub-elements on a scale of one to five. In which the smaller the number, the lower the advancement of that technology in the context of the particular sub-element of the value trigger. The value-trigger scores can be assessed for specific industries. This enables an enterprise to take necessary measures toward bridging value-gaps in the context of technologies adopted. For instance, a company adopting a technology with a low ‘Talent Readiness’ score can start investing to either build the necessary talent pool within its organisation or tap ecosystems to acquire the talent.

“When investing in a new technology, businesses often focus inward within their enterprise and ignore external factors — such as the available talent pool or industry investment in the technology — that could help them decide if the implementation of the technology is viable or feasible within their organisation,” said Raghav Narsalay, a managing director at Accenture Research, who led the Delivering Digital Dividends research. “The Digital Dividends Diagnostic we developed as part of our research takes the guesswork out of where the roadblocks to technology adoption might be and provides a clear understanding of what you will need to do to manage the implementation of the technology.”

The report notes that disregarding even a single value-trigger can be costly. For instance, the research found that companies that managed the ecosystem value-trigger particularly well are known as “ecosystem engagers”  and could achieve cost reductions per employee that were 2.4 percentage points greater, on average, than those of other companies. Therefore, for the three year period between 2013 and 2016, this translated to cost savings of US$844 million for the ecosystem engagers, on average.

“Given that nearly half of executives surveyed as part of last year’s ‘Combine and Conquer’ research cited an inability to combine rapidly evolving digital technologies as a key obstacle to successfully transforming their business, our new research should help ease their implementation concerns,” Narsalay said.

Aidan Quilligan, a managing director at Accenture and global lead of its Industry X.0 practice, said, “Executives don’t have to understand all the ins and outs of a technology to get the most value from it, but they must understand the broader business landscape around the technology. While there are many excellent frameworks for assessing the internal digitisation readiness of a company, until now you were on your own if you wanted to run an assessment of the external factors that might influence your digital transformation. Our Digital Dividends Diagnostic now makes this possible, providing a framework to help you get maximum value from digital technologies.”


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Singapore Polytechnic And Shimadzu Prepare Energy & Chemicals Companies For Digitisation By 2020

To better prepare laboratory analysts and technicians for future roles in a digitised laboratory, Singapore Polytechnic (SP) and Shimadzu Corporation, manufacturer of analytical instruments and medical systems, will co-deliver training programmes at the newly launched SMARTLab (Scalable, Manageable, Automated, Regulated and Total-Compliant Laboratory), which is located in SP.

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