Humans and ‘Digit’
There are a few of them. And not just in Russia. There are still very few people in the world who live in a new paradigm with its elimination of borders which divide our society, interstate and transnational projects and cross-sectoral technologies and with the humanization of technical and managerial spheres. ‘Digit’ here has a role of the main tool for the implementation of these processes. As any tool it, in the course of things, should become more perfect, adaptive, and more accessible for the development of users. Digital leaders are those who will be the first to master ‘digit’ and guide its further development. And since, according to the same new paradigm, competitors are no longer competitors, but partners in its continuous development, they unite and learn from each other. One of the first and quite successful examples of such associations in Russia is the club of leaders of digital manufacturing, created last autumn on the initiative of Autodesk in Russia and the CIS, Solver Group and the Club of Manufacturers of the Skolkovo School of Management.
The ordinary session of this club was held within the framework of the exhibition "Metalworking-2019". During the whole exhibition week at the stand of "Solver" worked an "Intellectual Chalet" — a platform where members and guests of the club from among the leaders and specialists of Russian and foreign high-tech industrial, engineering and consulting companies shared practical cases and theoretical developments, one way or another related to digitalization. Here are just a few key topics of the club session: machine learning and artificial intelligence in business processes and production; network distributed production and CNC marketplaces; digital enterprise development platforms; methods of digital transformation of manufacturing enterprises, the activities of international development centers, the experience of using digital services by manufacturing companies of the new generation.
Digital transformation is certainly also about innovation, because it is itself a process innovation. For the Russian industry, innovation is a rather sick topic: it has already become a common statement that there are many inventors in our country, but few inventions, that Russians are excellent inventors, but they are never innovators. Like, another mentality. However, is it really right to accept these theses as an axiom? The publication of a previous issue of Intelligent Manufacturing Journal comes to my mind; it was related to the problem of increasing labor productivity in Russia. It cited the following example: Western and Asian
companies with a strong corporate culture, do not complain about Russian workers in their local industries and the Russian mentality. At least, it does not prevent them from building a business in Russia. Toyota plants in the Leningrad region and Volkswagen in Kaluga region operate at the level of European and Japanese standards. Labor productivity there is the same or close to the Japanese and German. That is, when global companies here transfer their corporate culture in its pure form, including a system of motivation, and train staff everything turns out. So, the key words in this example are corporate culture. This is a basic condition for increasing productivity and successful innovation. Excessive monopolization in our strategic sectors is a significant brake on innovation processes. The same relates to the Military-industrial complex, which is still largely outside the market. Monopolization balances the efforts both to form a corporate culture and to conduct the research necessary to find a new one. As a result, industrial innovations in our country are mostly of a private nature, its initiators are mainly small companies of a new generation. This was once again demonstrated during the session of the leaders of digital manufacturing: most of the representatives of such companies told about innovative cases with the use of digital services.
This is about practice. The founder and the first editor of Intelligent Manufacturing Journal - Gennady Klimov, many times expressed the idea that digitization is not just the introduction of a disruptive technology, but primarily the result of a complex system of interaction between digital leaders with society and its formal and informal institutions. It it was confirmed n the theoretical part of the discussion of the problems of digitization as innovation. And the problems of digital transformation are the problems of forming a new socio-cultural paradigm. And this work is not only for existing enterprises — the personnel of the new formation for them should be cultivated literally from the school bench.
Equally important is information support for digital transformation. It should be noted that despite the crisis, Russian and world producers do not spare money for exhibitions and conferences. In the business program of the first half of the year — the largest forums "Metalworking", ROSMOULD, "INNOPROM", ExpoElectronica should also be noted, 3D FAB + PRINT RUSSIA, as well as SKOLKOVO ROBOTICS — the largest event in Eastern Europe dedicated to robots and artificial intelligence. Key positions on these business platforms are held by state corporations, large private players affiliated with the state, as well as foreign manufacturers.
Industrial forums remain centers of competence and communication. But at the same time, in our digital age, professional communities in social networks with their informal communication and General attitude to calling things by their proper names, as well as specialized sites on the Internet (for example, ORDERFOX. com — international exchange of machines, components and services). Intelligent Manufacturing Journal has long started to dive into social networks, which allows you to keep a direct link with many businesses, development institutions, professional communities. This helps us to keep abreast of the latest technological trends and position ourselves as an integration platform for traditional industries, IT and innovative technologies. Join us!