Electricity + Control July 2019

INDUSTRY 4.0 + INDUSTRIAL INTERNET OF THINGS (IIOT)

Skills development A critical aspect of implementing new technologies is ensuring that they are understood and well used. For this reason Siemens invests substantially in upskilling its teams internally and in training customers. Typically, following design development and implementation, and in cases of retrofitting newer technologies to existing plant and industrial opera- tions, Siemens provides training, maintenance and support services. In-house and in working with cus- tomers it includes engineering upskilling so that new technologies and continuing innovations are shared and understood. In addition, technologies like virtual reality and augmented reality can be used to share knowledge and skills with remote sites. Universities and universities of technology need to be part of the programme. Leinen says tertiary education institutions are generally keen to embrace 4IR and the new skills it needs. This has opened up opportunities for partnerships like the Digital Mining Incubator that Siemens launched with the University of theWitwatersrand at the end of 2018. Leinen describes it as an interactive learning fo- rum where ideas and possibilities are discussed, explored and tested with customers, academics, students and Siemens’ own engineers and experts. For South Africa, he says, there needs to be genuine investment in the localisation of technology and the development of digital talent to enable a strong, future-oriented workforce. “It is essential for the country to move with technological developments if we are to participate and compete in the global economy. And it has to happen now,” Leinen says. “Although Industry 4.0 or 4IR is itself an unfolding process, we need to join the revolution, otherwise, in 30 years’ time, South African industry will no longer be relevant in the global marketplace.”

twin along the entire value chain – for products, production and entire systems. It also offers customers a key advantage in that it provides both the hardware and software for con- nected industries. It has been in the plant automa- tion sector from the start, as one of the early devel- opers of programmable logic controllers (following the original Modicon plc which came to the market in 1958). Hence it has an understanding of how industrial processes have changed and can change. “As a group Siemens strives to lead the market through innovation,” Leinen says. “That innovation is driven by customers’ requirements and technology enablers.” The group operates globally with different regional hubs responsible for their geographical markets. Leinen points out the advantages this offers in terms of local insights and market knowledge in the different regions. “It also enables us to be close to our customers and to ensure fast response times,” he adds. From its South African office, Siemens reaches into Africa. FromLeinen’s perspective, “Siemens, as a leader in digital industries, has an obligation to existing and new customers to keep pace with change, innovate ahead of the market where opportunities exist, build our own capacity and resources and share our knowledge and skills with our customers. “With our portfolio of products we support cus- tomers to achieve greater productivity and flexibility.” He says the company has seen in South African industry a willingness to change. “A lot of organisations are ready to change, it’s a question of how to make it real.” He adds that it’s important to acknowledge that as much as local industry feels possibly anxious about embarking on the digital transformation process – all industry players, globally, are at one point or another on the same learning curve that Industry 4.0 and the IIoT present.

… all industry players, globally, are at one point or another on the same learning curve that Industry 4.0 and the IIoT present.

Ralf Leinen, Siemens Digital Industries.

Siemens at Africa Automation Fair 2019.

Electricity + Control

JULY 2019

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