اسکیــــــــــــــنر جهــــــــــانــــــی

Industry 4.0 is the information-intensive transformation of manufacturing (and related industries) in a connected environment of big data, people, processes, services, systems and IoT-enabled industrial assets with the generation, leverage and utilization of actionable data and information as a way and means to realize smart industry and ecosystems of industrial innovation and collaboration. To examine the priorities of the high-tech strategy and come up with innovation recommendations, a working advisory group for innovation policy was created. The strategic reorientation, which, among others, would drive R&D priorities and involved several departments, included five core elements. Five years later, in 2011, Dr. Kagermann, Dr. Wolfgang Wahlster of the German Research Center for Artificial Intelligence (DFKI) and Dr. Wolf-Dieter Lukas from the Federal Ministry of Research and Education presented the results of the work of the advisory group across various domains, including Industrie 4.0, which from then on became broadly known. Japanese vehicles have had worldwide influence, and no longer have the stigma they had in the 1950s and 1960s when they first emerged internationally, due to a dedicated focus on continual product and process improvement led by Toyota as well as the use of the Five Whys technique and the early adoption of the Lean Six Sigma methodology.

In the 1960s and 1970s, Brother, along with Japanese companies Silver Seiko and Nakajima, were frequent targets of antidumping campaigns in the United States and Europe-for their low-priced manual typewriters. Still, there are several hurdles to take before the Industry 4.0 vision is realized in more companies than is the case today. As industrial assets and critical infrastructure (from critical power buildings to energy grids and more) get connected and attacks are on the rise in the traditionally rather isolated industrial environments the stakes and dangers of vulnerabilities and attacks are huge in industry 4.0 which requires an end-to-end ‘security by design’ approach. The goal is to enable autonomous decision-making processes, monitor assets and processes in real-time, and enable equally real-time connected value creation networks through early involvement of stakeholders, and vertical and horizontal integration. Yet, it’s not just IoT of course: cloud computing (and cloud platforms), big data (advanced data analytics, data lakes, edge intelligence) with (related) artificial intelligence, data analysis, storage and compute power at the edge of networks (edge computing), mobile, data communication/network technologies, changes on the level of, among others, HMI and SCADA, manufacturing execution systems (MES), enterprise resource planning (ERP, becoming i-ERP), programmable logic controllers (PLC), sensors and actuators, MEMS and transducers (sensors again) and innovative data exchange models all play a key role.

Yet, Industry 4.0 is not just an industrial policy issue. Industry 4.0 is not ‘something’ you realize overnight. In today’s fast-paced digital landscape, staying updated with the latest industry trends and developments is crucial for professionals in all fields. Since attacks increase and the consequences can be high it’s also recommended to not just focus on cybersecurity but to combine this with digital risk management, business continuity and other fields in what’s also known as cyber resilience and becomes a must as we keep transforming. These macroeconomic factors can be changes in market sentiment on the part of investors, such as a response to a particular event or piece of news. It is this segment of the market we wish to address. The global skincare market size was valued at USD 109.71 billion in 2023 and is projected to grow from USD 115.65 billion in 2024 to USD 194.05 billion by 2032, exhibiting a CAGR of 6.68% during the forecast period.

Moreover, the growing popularity of online eyewear retailers has provided convenient access to a vast selection of products and competitive pricing, further stimulating market growth. For example, in our recent conversations with CEOs, one trend that is likely to intensify postcrisis is the trend toward sustainability and the desire for more-responsible consumption-reinforcing the need for companies to provide clear, detailed information about their processes and products. Connecting production and high-quality services which would lead to so-called hybrid products. Mulally travelled in a Ford Escape Hybrid. It directly touches upon what we cover next: Industry 4.0, technologies and workers whereby the view is one of augmented capabilities, different skills, savings on human labor and so on, whereby the promise is one where workers with ‘obsolete jobs’ will find other work (emphasis ‘the promise’ as until now significant job losses have been the result of automation). Take a ‘cleansheet’ view of demand planning. Resist the temptation to push sales at the expense of margins, as a sales-focused approach will likely yield inaccurate demand projections and, consequently, large amounts of unsold inventory. Review your 2020 budget and inventory plans, assessing COVID-19’s impact on each region and business unit. At the same time, prepare to selectively support wholesalers and department stores by extending accounts-receivable terms and arranging inventory swaps.