{"id":4136,"date":"2022-03-30T23:59:00","date_gmt":"2022-03-30T23:59:00","guid":{"rendered":"https:\/\/propulsionquebec.com\/nos-ressources\/balado-industrie-4-0-la-competitivite-au-service-des-travailleurs-et-non-linverse\/"},"modified":"2024-11-20T16:06:29","modified_gmt":"2024-11-20T16:06:29","slug":"balado-industrie-4-0-la-competitivite-au-service-des-travailleurs-et-non-linverse","status":"publish","type":"ressource","link":"https:\/\/propulsionquebec.com\/en\/nos-ressources\/balado-industrie-4-0-la-competitivite-au-service-des-travailleurs-et-non-linverse\/","title":{"rendered":"PODCAST (in French) \u2013 Industry 4.0: competitiveness benefiting workers (not the other way around!)"},"content":{"rendered":"
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After mechanization (1.0), mass production (2.0) and digital automation (3.0), the manufacturing industry is entering its fourth great wave, one where artificial intelligence and communication help machines make productivity gains while increasing the value of workers\u2019 roles. Two Fonds experts weigh in.<\/p>\n<\/div><\/div>\n\n

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If you compare how robotization (3.0) combined with globalization resulted in a lot of job losses in North America at the turn of the century, Industry 4.0 has a very different kind of human impact since it counterbalances the lack of candidates during the North American labour shortage.<\/p>\n<\/div><\/div>\n\n

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To listen to the podcast in French, click on the button below:<\/h2>\n<\/div><\/div>\n\n
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Find out more<\/a>\n<\/div><\/div>\n<\/div>\n<\/div><\/div><\/div>\n\n
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\u201cManufacturing industries had already made productivity gains by using robots, but with Industry 4.0, we layer on intelligence and communication; the entire business, not just the shop floor, is hardwired with the kind of sensors that allow automated machinery and software to coordinate their efforts automatically<\/em>\u201d says Nicolas du Parc, Investment Manager, Venture Capital and Technology for the Fonds.<\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>\n\n

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\u201cThis intelligence translates into greater productivity, reduced consumption of resources, and greater safety. Basically, 4.0 isn\u2019t in the business of replacing humans, but helping them in their work.<\/em>\u201d<\/em><\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>\n\n

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Increasing quality of life and safety<\/h2>\n<\/div><\/div>\n\n
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He gives the example of\u00a0Omnirobotic.<\/a>, a Laval firm and Fonds partner, that has integrated artificial intelligence in the robots currently in use in paint and powder coat processes.<\/p>\n<\/div><\/div>\n\n

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\u201cFor instance, in a plant that makes a large variety of parts to be painted, it\u2019s a human that currently does it, since it\u2019s impossible to reprogram a robot for each part. The worker doing the painting is exposed to volatile chemicals in the process, and then inspects the piece to make sure it is painted correctly. With Omnirobotic\u2019s technology, the robot will reprogram itself automatically depending on the geometry of the part, paint the part, and then the employee can carry out the inspection more safely without exposure to paint vapours,<\/em>\u201d du Parc explains.<\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>\n\n

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Because it\u2019s in solidarity with workers, whose savings it invests in local companies, the Fonds is sensitive to this human side of things, he adds.<\/p>\n<\/div><\/div>\n\n

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\u201cOur view on 4.0 is it\u2019s a chance for workers to develop their capabilities to better contribute to the company\u2019s productivity while flourishing in their work, with better quality of life and improved safety.\u00a0 In every one of our 4.0 related investments, we make sure that jobs will be maintained and that change will be positive for both people and the environment.\u201d<\/em><\/em><\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>\n\n

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A question of competitiveness<\/h2>\n<\/div><\/div>\n\n
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However, clarifies his colleague Martin Latreille, Investment Manager, Industries, the push for 4.0 is above all driven by a crying need for competitiveness by local businesses.<\/p>\n<\/div><\/div>\n\n

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\u201cCompanies have already lost ground against the Americans over the past 15 years. Furthermore, the pandemic has shown they would benefit from simplifying their supply chains so they are less dependent on external factors. So they not only have to optimize their production, but all their business activities: inventory, procurement, customer service, etc.,<\/em>\u201d Latreille says.<\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>\n\n

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He offers the example of Fonds partner\u00a0Maibec.<\/a>, which gained a lot by automating the packaging of the cedar shingles it sells throughout North America, and continues making improvements to its painting processes as well. According to Latreille, the L\u00e9vis company is the perfect example of the extent to which technological transformation will become the definitive factor in how competitive Quebec manufacturers will become going forward.<\/p>\n<\/div><\/div>\n\n

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Quebec expertise shines<\/h2>\n<\/div><\/div>\n\n
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The good news for Quebec companies who want to take the plunge is that they will find plenty of automation expertise locally. To name just a few such providers, there\u2019s Excelpro, a leader in automation and industrial electrical services with 275 employees and Worximity<\/a>, a Fonds partner company that optimizes the collection of production data for creating real time dashboards that help speed up decision making and reduce waste.<\/p>\n<\/div><\/div>\n\n

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Also, to promote networking between companies seeking to automate and those that can help, the Fonds has gotten involved in the Regroupement des entreprises en automatisation<\/em> industrielle<\/em> (REAI.<\/a>), an automation industry association. Its 135 members have a combined revenue of over $1.3 billion. That\u2019s the kind of initiative that has helped Quebec industry attain a 45% automation level, versus 39% in Ontario.<\/p>\n<\/div><\/div>\n\n

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\u201cIt\u2019s important to bring these players together, because keep in mind that these 4.0 technologies don\u2019t come ready out of the box, they are for the most part custom made.\u00a0 Then they have to be integrated into existing processes, not just at the technical level but on a human level, so you don\u2019t only need sufficient technical support but also an enlightened approach to change management,\u201d Latreille says.<\/em><\/em><\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>\n\n

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Nicolas du Parc cites the recent automation plans adopted by\u00a0Meloche Group.<\/a>, which looked great on paper but whose implementation depended on buy-in from staff.\u00a0 The Fonds connected the company with Asthuce Group, its team of multi-sector experts, that proposed forming discussion groups to help identify worker needs, understand their fears and come up with solutions going forward. This helped demonstrate the project\u2019s benefits to staff while letting them input their own improvements, something that\u2019s helped them adhere more easily.<\/p>\n<\/div><\/div>\n\n

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Strawberry towers and other visions of the future<\/h2>\n<\/div><\/div>\n\n
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\u201cThe role of the Fonds as a venture capital investor is to help local expertise flourish, and help manufacturers avoid having to go to Europe or Asia in search of solutions. We want to help prepare champions that are not only going to respond to local needs here at home, but also compete on global markets<\/em>,\u201d du Parc says.<\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>\n\n

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In Quebec, the typical 4.0 candidate is a manufacturer that produces a lot of different parts but in smaller volumes, also known as\u00a0High Mix, Low Volume\u00a0<\/em>producers. Almost three quarters fall into this category according to du Parc, in fields ranging from aerospace to manufactured homes to the jewelry industry.<\/p>\n<\/div><\/div>\n\n

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\u201cBeyond each company\u2019s individual efforts, our entire economy is being pulled to transform. We can imagine how, one day, instead of trucking in strawberries form California, we would grow them in the parking lot of the fruit store, without pesticides, in completely automated towers all year long with a very light carbon footprint. Bold players of this kind can come here and shake up our companies, but our own are just as capable of giving our companies a boost by strengthening their 4.0 efforts,<\/em>\u201d du Parc says.<\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>\n\n

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As far as change management is concerned, it must include involvement and communication according to Latreille.<\/p>\n<\/div><\/div>\n\n

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\u201cThe main 4.0 challenge is a human one, because it can have an unforeseen impact on the company culture. There are adjustments to be made, while supporting staff. Automating repetitive tasks is part of it, but which will have the greatest return? By studying the question together the members of an organization will find their most advantageous path going forward.<\/em>\u201d<\/p>\n<\/div><\/div><\/blockquote>\n<\/div><\/div>","protected":false},"excerpt":{"rendered":"After mechanization (1.0), mass production (2.0) and digital automation (3.0), the manufacturing industry is entering its fourth great wave, one where artificial intelligence and communication help machines make productivity gains while increasing the value of workers\u2019 roles. 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