Thermax has been one of the early adopters of digitalisation. But do you think the Covid-19 pandemic has accelerated the adoption of digitisation and Industry 4.0 in the Indian manufacturing industry?
Digitalisation as a means to improve customer connect and process efficiency was already well known. However, the Covid-19 pandemic accelerated the usage and adoption of digital systems in many business and employee functions across the manufacturing industry not only in India but on a global level. The forced remote working that was induced due to the pandemic ensured that innovative means were adopted by many of the organisations to stay in business, whether for front end processes or the back end support. This called for systems that were enabled on cloud, that could be operated from anywhere and that provide a feel of touch and sense. Hence, the pandemic pushed organisations, including the manufacturing industry, to look towards digital technology to keep the business operations running during the physical lockdown of people and movement of goods.
Disruption has become the new normal today. And while technology obviously has a role to play in it, it still remains just the tool (albeit a very powerful one). Would you agree that disruptions and digital transformations are more about mind-sets first and then about their physical manifestations? How has been your experience at Thermax in this regard?
Digital technologies are the bedrock of process transformation. These technologies provide a platform to explore multiple and innovative options for carrying out the same functions. But, yes I agree with the suggestion that the technology platform is at the end an enabler and not a doer. The benefit has to be imbibed by the users and adopted in their daily routine for digital technology to succeed in delivering the results. The experience at Thermax has also been similar. Being a company whose process foundations are built on physical interactions, the apprehension before the lockdown was high. However, the quick turnaround of the entire company's modus operandi showed the agile mind-set in acclimatising to the new normal. Having said that, I would also like to point out that the newer technologies related to ML (Machine Learning), AI (Artificial Intelligence) and RPA (Robotic Process Automation) are areas that are becoming more and more popular. These technologies are adept at understanding and mastering the basic routine tasks as well as the adaptive intelligent tasks to a high degree of perfection, thus reducing the need of humans to intervene. Hence, over time I feel that even the human mind-sets of change will become lesser of a challenge to surmount.
Can manufacturing companies use AI, machine learning and data analytics to predict disruptions and develop training simulations to mitigate risks related to the health and safety of their workforce to increase organisational resilience?
Again the answer is yes. AI and ML thrive on data. The more the quantum of information, the better and more accurate the results. Hence, in an ideal scenario if all the relevant data points are available, then the technology can predict a similar occurrence to a high degree of accuracy. Given this, the predictive models can then be used in a variety of manner - from planning in advance, training of employees to modifying work conditions, which are more amenable to the predicted situation. But as these technologies become advanced, the best possibility will be if they are used by organisations to avert such catastrophes.
What kind of digitalisation projects have you undertaken at Thermax to make the company more efficient, agile and increase value to customers and stakeholders?
The digital scope that has been undertaken is very comprehensive. It covers both front end as well as backend value streams. Apart from the business functions, it also focuses on the digital engagement and experiences of the employees, Health and Safety and various manual process automations prevalent inside the company. To give some examples, we have implemented projects and systems across CRM, PLM and MES for all businesses.
How are you using technology to enhance the overall employee management processes at Thermax?
Employee engagement using digital media has been a focus at Thermax. My firm belief is that a digitalisation program can only succeed with external stakeholders only when the employees have confidence in them. This is possible only by providing them with digital experiences that help them in improving their daily tasks. We at Thermax have implemented state-of-the-art employee, learning and claims processes that are available both as a portal as well as mobile apps. Apart from these, various mobile apps have been released that take care of project operations, business dashboards, health, safety and carbon footprint reporting.
How do you look at the role of analytics and cybersecurity in digitalisation?
With the increase in digital channels and ease of data availability, the areas of cybersecurity and analytics have gained importance. First, let me talk about analytics. Data collection across all platforms have increased manifold. The data becomes unwieldy if it is not sliced and diced properly. The analytical tools come in handy to collate, summarise and show the data in understandable trends to enable decision making. Cybersecurity, as a topic has equally assumed importance in the digital era. The reason is very simple. The very concept of digitalisation stems from the fact of connecting data points across all process points and ensuring the transmission and access of information to people who want it, where they want it and when they want it. This ease of data transmission opens up the prospect of data theft and data misrepresentation tremendously. Data is really the new oil, and can play havoc in the wrong hands. Hence it becomes imperative to safeguard data access, data transmission, data storage and data interpretation. There are various safeguard measures available today, which not only talk about protection but also enable the entire concept of data leak prevention. As a summarising statement, digital success for any organisation is incomplete without adequate analytics and data protection.
Do you see blockchain technology coming to the fore in the manufacturing industry? Blockchain is a concept having a lot of potential but minimal used cases. The onus of proving the concept meaningful will lie in the testing of the technology in business processes more widely by not only the manufacturing industry but other industries as well.
What role will ‘Smart Factories' play in the success of the ‘Make in India' initiative, which aims to transform India into a global manufacturing power?
Smart Factory is a terminology used for describing a connected and intelligent factory. The hallmarks of a smart factory are having automated processes, which are able to provide operational information in real-time, and in turn can be analysed to improve the operating parameters. The more we compete globally, the higher will be the requirement to adhere to high quality and predictable outcomes. How well any organisation or factory is able to manage and perform within the acceptable matrices around them will decide the acceptance of goods manufactured in India. And, the best way to keep informed and be on top of operations will be to invest in Smart Factories.
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