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 INDUSTRY 4.0: The Fourth Industrial Revolution

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INDUSTRY 4.0: The Fourth

Industrial Revolution
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Digitalization is gradually transforming the way we

produce products. Referred to as “Industry 4.0” in
Europe, the “Industrial Internet of Things (IIoT)” in the
United States, or just “smart manufacturing”, this
transformation represents the fourth revolution that
has occurred in manufacturing. The rst industrial
revolution was all about mechanization through water
and steam power; the second industrial revolution
was about mass production and assembly lines using
electricity; the third industrial revolution was about
the adoption of computers and automation; and the
fourth industrial revolution is about enhancing the

use of computers and automation with smart and
autonomous systems fueled by data and machine
learning. In other words, Industry 4.0 optimizes the
computerization of Industry 3.0. It is surely not a
marketing buzzword, for shifts are happening in
manufacturing.

Introduction of computers in Industry 3.0 proved to be

disruptive mainly because a completely new
technology had been added to various processes. In
Industry 4.0, computers are connecting and
communicating with one another to make decisions
without human involvement. Cyber-physical systems,
the Internet of Things and the Internet of Systems are
being combined to make Industry 4.0 possible and the
smart factory a reality. Smart machines are getting
smarter as they get access to more data; and with the
support of these machines, factories will become
more productive and ef cient and less wasteful.

What’s Industry 4.0 all about?

The new digital industrial technology or Industry 4.0

enables manufacturers to gather and analyze data
across machines, which inevitably entails more
ef cient, more exible and faster processes for the
production of higher quality goods at reduced costs.
Technology experts say that this manufacturing
revolution will not only increase productivity and
change economics, but also foster industrial growth
and modify workforce’s pro le. They claim that these
changes in manufacturing would ultimately change
the competitiveness of companies and regions.
Advanced digital technology is already in use in
manufacturing; but combined with Industry 4.0, it will
transform production in an unbelievable way. This
combination will enhance ef ciencies and make a big
change in traditional production relationships among
producers, suppliers and customers. It will also
change the relationship between human and

machine.

Building blocks of Industry 4.0

The vision of the industrial production of the future,

Industry 4.0 is powered by nine technology advances.
Many of these advances are already used in
manufacturing; but with Industry 4.0, they will
transform production – isolated optimized cells will
come together as a fully integrated, automated and
optimized production ow.

Let’s look at the nine technologies that are considered

as the building blocks of Industry 4.0:
1. Big data and analytics
2. Automated robots
3. Simulation
4. Horizontal and vertical system integration
5. The Industrial Internet of Things
6. Cyber security
7. The cloud
8. Additive manufacturing
9. Augmented reality

Big Data and Analytics:

In the manufacturing world,
analytics based on large data has
emerged only recently. It optimizes
production quality, saves energy
and improves equipment service. In the Industry 4.0
scenario, the collection and comprehensive
evaluation of data from various sources will become
standard to support real-time decision-making.

Automated Robots:
Robots are becoming more and more autonomous,
cooperative and exible, and it will not be long before
 they start interacting with one
another and work safely with

humans and learn from them. These
automated robots will cost less and
have a wider range of capabilities
than those used in manufacturing today.

Simulation:
Robots are becoming more and
more autonomous, cooperative and
exible, and it will not be long
before they start interacting with
one another and work safely with humans and learn
from them. These automated robots will cost less and
have a wider range of capabilities than those used in
manufacturing today.

Horizontal and Vertical System

Integration:
With Industry 4.0, companies,
departments, functions and
capabilities will become much more
cohesive, as cross-company, universal data-
integration networks evolve and enable automated
value chains.

The Industrial Internet of Things:

With the Industrial Internet of
Things, many devices will be
enriched with embedded computing
and connected using standard
technologies, thereby allowing eld devices to
communicate and interact both with one another and
with more centralized controllers as required. In
addition, it decentralizes analytics and decision-
making, enabling real-time responses.
 Cyber Security:
Because increased connectivity and

use of standard communications
come with Industry 4.0, the need to
protect critical industrial systems
and manufacturing lines from cyber-security threats
will become stronger. Hence, secure, reliable
communication and sophisticated identity and access
management of machines and users will be essential.

The Cloud:
With Industry 4.0, more production-
related undertakings will need
increased data sharing across sites
and company boundaries. As a
result, machine data and functionality will
increasingly be deployed to the cloud. Even systems
that monitor and control processes may become
cloud-based.

Additive Manufacturing:
This technology has improved by
leaps and bounds in the last
decade. With Industry 4.0, the
existing additive-manufacturing
methods will be widely used to produce small batches
of customized products that offer construction
advantages like complex, lightweight designs.

Augmented reality:
Augmented-reality-based systems
support services like selecting parts
in a warehouse, sending repair
instructions over mobile devices,
etc. In the future, companies will make greater use of
augmented reality to provide workers with real-time
information to improve decision-making and work
procedures.


Digital Manufacturing

What has been the impact of digitalization on

industrial production? McKinsey’s Digital
Manufacturing Global Expert Survey 2018 reveals two
interesting developments taking place in digital
manufacturing: organizational commitment and clear
progress and stagnation. The survey presents three
key ndings that characterized the industry’s
development in 2018.

It was found that most manufacturing companies

consider Digital Manufacturing a top priority and
themselves ahead of the game. On average, 92 percent
of respondents reported that they were either on the
same level as or ahead of their peers when it came to
Digital Manufacturing. The survey shows that a clear
majority of manufacturing companies have already
successfully piloted digital solutions. In each area of
Digital Manufacturing – connectivity, intelligence and
exible automation – most of the respondent
reported (at least) piloting solutions within their
organizations. Across industry sectors and categories,
Digital Manufacturing solutions are adopted
consistently. In many cases, companies are piloting
multiple digital solutions simultaneously. The global
average is eight solutions, but the number varies
widely by country. While Indian manufacturers report,
on average, piloting more than 10 Digital
Manufacturing technologies at any given time,
companies in Japan are, on average, piloting only
about four. Also, an analysis of implementation
success over time reveals that signi cantly more
companies are reporting successful piloting. Yet while
success rates in implementing Digital Manufacturing
solutions increases strongly in China, the USA and
even Japan, piloting success among German
companies has stagnated. Many companies have

signi cant activity underway, but are not yet seeing
meaningful bottom-line bene ts from production.

The survey also found that for most companies,

advancing beyond the pilot phase is still a big
challenge. Even when companies report signi cant
number of pilots, most cite signi cantly less progress
in terms of broader rollout. So, while pilots are
common, companywide rollout is still rare. In fact, the
gap between the piloting and rollout is signi cantly
larger than the gap between perceived relevance and
piloting, suggesting that scaling is a bigger hurdle
than getting the ball rolling.

An analysis by sector shows that the newer, more

technologically advanced areas of the manufacturing
sector (for example, industrial automation) are
further ahead in the implementation of Digital
Manufacturing than older, more established areas
such as paper and packaging.

The results of the Digital Manufacturing Global Expert

Survey 2018 clearly indicate that most companies are
still struggling to move successfully from the piloting
point solutions to delivering sustainable impact at
scale. Success stories for capturing sustainable
impact at scale are still few.

What Industry 4.0 can do for the paper

industry?

Today’s paper industry seems quite ready to engage in

the fourth industrial revolution. The pulp and paper
industry is changing rapidly. Both consumer and
market needs have evolved, and policy pressure and
global competition have increased. So, to remain
competitive, the industry has to innovate. Innovation
can address not only processes, services and
products, but also business models, workforce
training and education. As a result, the industry sees

great potential in digitalization.

Industry 4.0 and the Indian Paper Industry

In India, automation was not introduced until the

early 1990s. It was initially introduced in some of the
areas having sensors, Proportional Integral Derivative
(PID) loops and stand-alone systems. Automation was
rst applied to quality control systems, then to
process control and nally to the rest of the process.
Currently, automation is not just limited to
manufacturing processes; it is applied in data
management of various operations and functions.

Many paper manufacturers in India are of the opinion

that Industry 4.0 came rather late to the paper
industry. They also believe that the industry is yet to
take the whole ‘automation’ experience to a new level,
which means going beyond the process. They claim
that automation, digitization, data analytics, robotics,
etc., have been instrumental in solving problems that
have been dif cult to overcome through manual
interventions. Industry 4.0 and data management will
help the industry control and bring down cost.
Digitalization can prove to be bene cial especially in
areas such as energy, ef ciency, productivity,
reliability, safety and quality. However, the need of
the hour is to integrate all the functions within the
industry. Indian industries, especially the paper
industry, have miles to go in the area of automation.
Indian manufacturing technology analysts say that
although quite a few companies in India continue to
be reluctant to invest in new technologies, Industry
4.0 cannot be overlooked, as digitalization can bring
real bene ts for the industry.

The Challenges
Economists Erik Brynjolfsson and Andrew McAfee
claim that the fourth industrial revolution could

disrupt labor markets. The net displacement of
workers by machines might worsen the gap between
returns to capital and returns to labor. They say that it
is also possible that the displacement of workers by
technology will result in a net increase in safe and
rewarding jobs. They also say that in the future, talent,
more than capital, will represent the critical factor of
production. This will give rise to a job market
increasingly segregated into “low-skill/low-pay” and
“high-skill/high-pay” segments, which in turn, will
lead to an increase in social tensions.

Indian manufacturing technology analysts believe

that in order to face the challenges posed by Industry
4.0, companies in India need to upgrade the talent in
their factories. They must invest in upskilling the staff
and expanding their capabilities. They also need to
invest in changing the existing work culture; and to
keep workers relevant, it is necessary to upskill them
in areas of analytics and digital technologies.
Continual upskilling will prepare them for the
changing environment and make them ready for
future learning.

“For us, the Industrial Internet is

evolution, not revolution,” says N. K.
Jain, Director Sales (Asia Pacific) at
Valmet India.
 

Paper Mart: Will Industry 4.0 bring considerable

bene ts to the pulp and paper industry, especially
the pulp and paper industry in India?

N. K. Jain: Industry 4, Smart Factory and Industrial

Digital Support are the names used by different
suppliers enabling companies to connect their DCS
system through VPN or other tools to their system and
collect data on ef ciency, productivity, consumption,
down time, etc., for analysis and areas of
improvement – something that the companies may
not be able to properly analyze and deal with. This
type of support de nitely gives valuable feedback;
and without much capital investment, they can
increase productivity and reduce the operational cost.

PM: The process of automation and digitization has

begun in the paper industry, but the industry is yet to
take this whole experience to a new level, which
means beyond the process. Do you agree with this
observation? Please elaborate.

NKJ: Yes, I fully agree with this observation. As you

already know, the Indian industry varies much in
capacity with small machine with old technology, very
less automation and control and even no Distributed
Control System (DCS). It is dif cult for companies to
get information online or data for analysis. They
depend on human skills and their knowledge of the
process. But now equipment like Machine Drive
Control System (MCS), Quality Control System (QCS)

and DCS help them to get more information than that
gathered through other ways. With new developments
in areas like the Internet and computer technology,
such as cloud storage, it is easy to store a huge
amount of data and analyze it in a systematic way.
This gives you information that can be used for
correction and improvement.

PM: How receptive has the pulp and paper industry in

India been to Industry 4.0? Do you think the demand
for your new products and solutions is likely to
increase in India?

NKJ: Actually, the real Industry 4.0 has neither been

discussed nor implemented in the Indian industry.
Consultancy rms like McKinsey and E&Y are telling
the industry who can offer it data analysis and
guaranteeing it some improvement in productivity,
ef ciency and consumption. Some big mills can afford
it, but it is still much less than what the process
designer and supplier can do. In my opinion,
awareness is coming more and more from the
competitive market.

PM: Is Industry 4.0 technology affordable enough for

developing countries?

NKJ: Yes, it is not expensive if the customer has

automation in place.

PM: Do you customize your products and solutions to

the needs of your customers in India?

NKJ: Yes. For us, the Industrial Internet is evolution,

not revolution. We constantly develop new digital
solutions to take our customers’ performance forward
by utilizing our unique combination of process
technologies, automation and services. We have
products like performance improvement, data
analysis, remote support, scanning of the problem,
etc.


PM: Are you currently developing more cutting-edge

products and solutions for the pulp and paper
industry? Please elaborate.

NKJ: Valmet currently has a strong infrastructure and

technical expertise to serve its customers with the
help of Industrial Internet. We have over 500 online
connections with over 70,000 I/O tags monitored. We
have been offering advanced remote analysis services
to our customers for a long time.

PM: Don’t you think automation will increase

joblessness, especially in developing economies?

NKJ: I don’t think automation will increase

joblessness. It only helps to improve the performance
of the mill and the individual. In the coming few
years, more advanced automation technologies and
more diagnostics will be embedded into the
customer’s processes, keeping information security a
high priority at the same time. Furthermore, mobile
and remote services will be developed to the next
level, ensuring the customer full mobile access to all
information anytime and anywhere.

“As the IIoT will be a core topic in the

future to maintain and enhance the
ability to compete, Andritz has combined
its innovative IIoT solutions, which are
already field-proven in many reference
plants, under the technology brand
‘Metris’, which covers all Andritz digital
solutions,” says Sridhar Gopalan,
Managing Director & CEO, Andritz

Technologies Pvt. Ltd.

Paper Mart: Will Industry 4.0 bring considerable

bene ts to the pulp and paper industry, especially
the pulp and paper industry in India?

Sridhar Gopalan: The terms Industrial Internet of

Things (IIoT), industry 4.0. and Smart Factory are
omnipresent nowadays, and not just in the industrial
environment. Companies’ expectations of greater
plant ef ciency and increased pro tability by
networking machines and applying such technologies
as Smart Sensors and Big Data Analytics have high
priority. As the IIoT will be a core topic in the future to
maintain and enhance the ability to compete, Andritz
has combined its innovative IIoT solutions, which are
already eld-proven in many reference plants, under
the technology brand “Metris”, which covers all
Andritz digital solutions.

The economic bene ts of using intelligent digital

solutions in the pulp and paper industry are:

Increased plant ef ciency and pro tability

Optimized usage of resources
Constant and high product quality
Avoidance of production downtime and unplanned
shutdowns
 Maximum user-friendliness; for example, easy
control via smart phone or tablet PC


The operational bene ts of using digital technology

for India’s pulp producers include:

Stable quality of production

Better decisions by better informed operators
Clearer information exchange between operating
teams
Maximization of equipment lifetime and
optimization of maintenance schedules
Minimization of downtime due to preventive
maintenance

PM: The process of automation and digitization has

begun in the paper industry, but the industry is yet to
take this whole experience to a new level, which
means beyond the process. Do you agree with this
observation? Please elaborate.

SG: Yes, a lot of digitalization has already happened

and has become part of modern plants; however,
there is still much more that can be done. Current
digitalization efforts tackle process ef ciency and
optimization by big data analyses, sensing plant
conditions beyond the pure process and safety-
related tasks, integration into ERP systems and linear
robotics. In the future, the expectation is that
systems, machines and humans will perform the
required tasks in a cooperative manner with mutual
guidance and smart interaction.

At Andritz we already have a very effective solution

that combines our extensive knowledge of the
industrial processes with the very latest in digital
technology. Metris Optimization of Process
Performance (OPP) is a service contract that has been
proven to improve the performance of a variety of
production systems. Metris OPP is a risk-free
investment with guaranteed results. It is based on
continuous developments in the three main Metris

technologies – Smart Sensors, Big Data and
Augmented Reality – and improves production
systems by analysing a huge amount of data collected
throughout the operation. Under the basic pricing
model, charges are only incurred once concrete
savings have been realised. Metris OPP has helped
customers worldwide to save millions.

PM: How receptive has the pulp and paper industry in

India been to Industry 4.0? Do you think the demand
for your new products and solutions is likely to
increase in India?

SG: Yes, we are expecting the demand of digital

technology in general to increase, as it brings
performance and process ef ciency improvements to
any production facility, independently of their
location. With Metris digital solutions, Andritz has
been developing a very special ecosystem offering a
plurality of tailored solutions to the pulp and paper
industry. Metris OPP is eld-proven in various
industry applications word-wide and enjoys a high
reputation and customer satisfaction.

PM: Is Industry 4.0 technology affordable enough for

developing countries?

SG: I would turn around the question – can

developing countries afford to not invest in Industry
4.0 and digital technology? Most often investments in
digitalization pay back quickly due to the improved
process and plant performance. India has got a highly
skilled and well-educated workforce with some of the
best IT engineers in the world – thus industry 4.0 may
constitute an opportunity to employ those high
potentials in the domestic ecosystem and avoid
having them leave the country.
We are on the cusp of the Fourth Industrial
Revolution, where automation of manufacturing

processes is upgraded with smart autonomous
systems capable of self-cognition, self-optimization
and self-customization. Industry 4.0 is affecting all
sectors and disciplines. It will also have a huge impact
on developing countries, due to new economic forces
in the global market.

PM: Do you customize your products and solutions to

the needs of your customers in India?

SG: All our Metris products are tailored specially

according to our customers’ needs, independently of
their location. With or exible Metris OPP platform,
we can develop together with our customers the right
digitalization concept according to the demands and
possibilities on site.

PM: Are you currently developing more cutting-edge

products and solutions for the pulp and paper
industry? Please elaborate.

SG: At Andritz we are constantly working on more

integrated and interoperable solutions and services
that aim to maximize the bene t of customers
throughout the lifetime of all pulp and paper
equipment.

PM: Don’t you think automation will increase

joblessness, especially in developing economies?

SG: I think the jobs will shift, but humans will remain
in the loop for the foreseeable future. Automated
tasks will become more tailored to typical human
skills, for example, exibility and creativity, whereas
machines will take over more and more dangerous
tasks. Nonetheless, different levels of skills will be
required from maintenance to engineering which will
not fully be replaced by automation robots.
 


“Exactly for the same reasons and

experience as in the cases of
communication and the Internet
revolution, no industry can afford to stay
away from being on the Industry 4.0
bandwagon,” says Madhav Vemuri,
President-Industrial Automations and
Country Service Operations, ABB India
Limited.
Paper Mart: Will Industry 4.0 bring considerable
bene ts to the pulp and paper industry, especially
the pulp and paper industry in India?

Madhav Vemuri: De nitely. Automation and

sensorization are all about data, and data drives
transparency leading to fact-based decision-making
in real time. Most of the applications for existing
control systems, Level 2 supervisory systems and MES
systems focus on process control and optimization.
However, the most important aspects of the data and
analytics-driven insights are how they become an
extension of existing control loops to deliver
signi cant incremental value in operational ef ciency,
asset integrity, quality, safety and business excellence
for the Indian pulp and paper industry. With erce
competition and shrinking margins, production at any
cost is de nitely not the desired approach for the
industry. So, sweating the production assets in a
constructive way will remain the order of the day,

which means that leveraging the bene ts of Industry
4.0 will allow papermakers to have deep and objective
insights into asset condition/status early in time. This
in turn will drive key decisions for inventory,
production scheduling, OPEX, investments,
debottlenecking initiatives, etc.

ABB Ability™ is our uni ed, cross-industry digital

offering — extending from device to edge to cloud —
with devices, systems, solutions, services and a
platform, all enabling our customers to know more,
do more and do better, together. ABB Ability™
connects our customers to the power of the Industrial
Internet of Things and, through our services and
expertise, goes further by turning data insights into
direct action that “closes the loop” and generates
customer value in the physical world.

PM: The process of automation and digitization has

begun in the paper industry, but the industry is yet to
take this whole experience to a new level, which
means beyond the process. Do you agree with this
observation? Please elaborate.

MV: First, let’s acknowledge the great vision and

progressive leadership demonstrated by the Indian
pulp and paper (P&P) sector in embracing the new
technologies and techniques, particularly from the
equipment standpoint, to remain energy-ef cient and
environmentally compliant. However, isolated efforts
embracing Industry 4.0 shouldn’t be misread as a
re ection of the general awareness and acceptance,
let alone the maturity of the Indian P&P sector at
large. Only a part of the delivered functionality and
features of the installed control systems are really
used. Alarm management, loop performance
management, integrated asset view, etc., are simple
examples of the potential that could be unleashed
with very minimal efforts and strong management
commitment. The operational technology and

information technology (OT-IT) integration is another
area which remains majorly unexploited, except for
Enterprise Resource Planning (ERP) interface and a
few key performance indicator (KPI) dashboards and
reports. Breaking the current paradigms, Industry 4.0
will drive a holistic and integrated value chain
approach vis-à-vis the current islands of standalone
systems and disconnected, if not contradicting,
objectives.

PM: How receptive has the pulp and paper industry in

India been to Industry 4.0? Do you think the demand
for your new products and solutions is likely to
increase in India?

MV: Exactly for the same reasons and experience as in

the cases of communication and the Internet
revolution, no industry can afford to stay away from
being on the Industry 4.0 bandwagon. So, there will
de nitely be an adaption of the next level solutions
and technologies to be Industry 4.0-compliant, of
course with different degrees of scope and scale. I
strongly believe that this Industry 4.0 transformation
will have a signi cant pull for new gen products,
sensors, systems and solutions. We are well
positioned to seamlessly deploy more custom-
con gured, impactful and affordable solutions across
the huge brown eld installed base, while the
standard new generation Industry 4.0-enabled
solutions will be right by default, from the
procurement and design phase for green eld projects.

PM: Is Industry 4.0 technology affordable enough for

developing countries?

MV: Sure, they will remain affordable even in

developing countries like India, provided we take a
holistic view of the investments by moving away from
price-focus to sustained value generation. While some
Industry 4.0 initiatives and components are self-

funding with very attractive ROI projections, others
value drivers like resource productivity and overall
reliability may not necessarily get translated into ROI
estimates. Hence, it’s extremely critical to take a
pragmatic and progressive approach to having a blend
of such quick ROI projects and few ecosystem build-
up actions for an optimal cash- ow scenario to be
prepared for the high ROI opportunities that the
future holds.

PM: Do you customize your products and solutions to

the needs of your customers in India?

MV: ABB’s global experience from diversi ed sectors

and applications is the key to developing and
deploying the time-tested and robust Industry 4.0
solution portfolio. With a unique blend of huge
process domain know-how and equipment
knowledge, ABB’s process and equipment models and
analytical solutions are proven and standard.
However, every single customer installation has
something unique and calls for some amount of
customization. The trick here should be not to
reinvent the solution, which will let go an opportunity
of leveraging the synergies of the scale and skills, but
to leverage deep industry experience to apply
con gurability to meet varying customer needs.

PM: Are you currently developing more cutting-edge

products and solutions for the pulp and paper
industry? Please elaborate.

MV: It’s a continuous process at ABB. We invest around

1.5 billion USD per year on R&D activities. For
example, we are focused on leveraging solutions like
digital twins and augmented reality to bring a new
level of visualization and problem-solving to mills. All
that ties to our focus on helping papermakers create
the modern, digital mill which is laser focused on
leveraging process intelligence for rapid issue

resolution and improved productivity. As a company,
ABB Ability will remain the agship solution suit,
helping our industry customers to accomplish digital
transformation seamlessly and elegantly.

PM: Don’t you think automation will increase

joblessness, especially in developing economies?

MV: Introduction of robots in the German automobile

industry in the mid-twentieth century created similar
doubts and concerns, but we are a witness to what
happened ultimately. Similarly, Internet banking is
another example: People thought that digitalization
and e-commerce would take away jobs across the
banking sector, but Internet banking gave rise to other
manifestations of employment. So, we should not be
afraid of technological advancements, as they not
only enhance the quality of life in general, but also
improve the employment conditions for our
workforce.

Industry 4.0 will surely change the nature of jobs and

tasks that people currently do, but that doesn’t mean
that the number of jobs will be reduced. Indeed, job
pro les and working practices will change, leading to
a safer and healthier working environment. To that
extent, Industry 4.0 brings in an urgent and profound
need for the reskilling/upskilling of our workforce to
better leverage digital capabilities and transform how
routine or labor-intensive actions are performed.

“Industry 4.0 is sometimes seen as a

cost. But if you view it from a long-term
perspective, something that an
entrepreneur should do, you will instantly
know that it is a saving,” says Simon

Lorenzetti, Area Salesman, A.Celli
Group.

PM: Will Industry 4.0 bring considerable bene ts to

the pulp and paper industry, especially the pulp and
paper industry in India?

Simon Lorenzetti: Yes, I am sure that Industry 4.0 will

push the growth of the Indian pulp and paper
industry. I think that this innovation can give the
opportunity to India to jump from its current
technology position to the number-one position. The
market is constantly looking for systems that require
less human intervention, that are capable of
programming maintenance activities and that can be
consistently monitored by all stakeholders. That’s why
A.Celli Group offers software and hardware solutions
to optimize production and maintenance processes
with a view to Industry 4.0, developing advanced DCS
controls, innovative industrial automation
applications and integrated packaging systems,
primarily involved in the market of machine
manufacturers for the world of tissue and nonwovens.

Our goal is to optimize production and maintenance

processes with a view to Industry 4.0:

Find out which production is highly critical (wound

meter, small diameter and slippery product).
 Verify how much we can run with a speci c
production without creating a bottleneck.

Predict the extra time of the rewinder (compared
with the line). By mixing this information with the
stock station’s capacity, we can know how long we
can resist a speci c production.

We can now ef ciently smart plan the production to

adapt it to a speci c plant and to avoid a bottleneck.
This will be done in a smart way. We are not making it
according to the production planner skills and
experience but according to data consistency. The
system during the production will help the operator
to make smart choices such as cleaning time and
optimization of the full production sequence.
Machines can now be pushed as much as needed for
a speci c production and not always at the maximum
in order to preserve them. Machine performance can
be set as required.

PM: The process of automation and digitization has

begun in the paper industry, but the industry is yet to
take this whole experience to a new level, which
means beyond the process. Do you agree with this
observation? Please elaborate.

SL: Yes, we endorse this observation. The process is

the rst step towards automation. Consider an
example. All the good things done during the
production can be destroyed by applying the wrong
label or by losing it. The label is really important as it
is the nished reel ID carrying all the information
related to the product. Label mismatching or even
worst lost/not applied can result in a big reject by the
nal customer.

In order to verify the correct application of the label

and its data consistency, we have the Label
Veri cation system which is used to verify data
consistency by checking the real data on the label,
comparing it with the one supposed to be printed,
which comes directly from the plant’s Enterprise

Resource Planning (ERP). The system can make sure
that the bundle is correctly labeled by adding tools to
check label presence and data consistency to get rid
of human errors.

PM: How receptive has the pulp and paper industry in

India been to Industry 4.0? Do you think the demand
for your new products and solutions is likely to
increase in India?

SL: The pulp and paper industry in India is growing

day by day. I think that in a few years, if the trend will
remain constant, India will become one of the rst
countries in terms of technology innovation and
development. Many researchers are saying that India
has all the potential to be the “new China” in terms of
development capacity. We are ready to catch the
booming of the Indian economy for the next 20 years.

PM: Is Industry 4.0 technology affordable enough for

developing countries?

SL: Industry 4.0 is sometimes seen as a cost. But if you

view it from a long-term perspective, something that
an entrepreneur should do, you will instantly know
that it is a saving. You see, the initial cost of
automation is not huge and from the rst day of
operation you start saving money.

Here are some of the bene ts that Industry 4.0 can

bring for the pulp and paper industry:

Energy saving due to automatic controls of power.

Saving on raw materials (pulp, water and chemicals)
due to optimization of machine input.
Few or no production interruptions due to brakes.
Optimized maintenance process.
Improved nal-product quality.
No mistakes with labeling and the shipment process.
PM: Do you customize your products and solutions to
the needs of your customers in India?


SL: We always work for our customers. This is why we

let them guide us on what they are looking for in the
project. There are many different possible solutions,
so a fair collaboration from the beginning is a must
for us. We are a medium-sized company, and that
enables us to be exible. We usually involve our
customers in the process of choosing the best
solution for them.

PM: Are you currently developing more cutting-edge

products and solutions for the pulp and paper
industry? Please elaborate.

SL: A.Celli Group is constantly investing in R & D

especially on automation. By adding new control tools
on the machine, such as sensors and speci c
instrumentation, we can control the overall machine
conditions with our condition monitoring and then we
can even check the energy consumption (energy
monitoring). Moreover, just a few months ago, A.Celli
developed, in partnership with Tecnoferrari, R-WAY
AGV, which is extremely easy to install and maintain. It
was designed to simplify the ows and processes of
production sites where there is a strong emphasis on
complete automation. R-WAY AGV is an automatic
guided movement vehicle that enables continuous
production and can guarantee absolute safety for the
operators and the structure. It is exible, fast and
smart. In keeping with Industry 4.0, it interacts and
communicates with data analysis and tracking
systems and meets the speci c and individual needs
of the manufacturer. In addition, A.Celli has a new
“sister” company called Extreme Automation which
focuses mainly on Industry 4.0. The nal aim is to
improve quality and ef ciency of the whole
production chain, thereby reducing costs for the
customer.
PM: Don’t you think automation will increase
joblessness, especially in developing economies?


SL: I think that this view is not correct. The

‘Automation 4.0 disruption’ has already created
thousands of new jobs related to the IT world. And
this is de nitely true for India which is a hub for IT
engineers. According to a research analysis carried
out by McKinsey Global Institute, automation will
never substitute human work but it will help to
increase human safety and the productivity of the
industry. This will push up economic growth, thereby
creating new jobs and increasing human well-being.

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