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With the September issue, Smart Manufacturing introduces Collective Intelligence, a new initiative under which we gather experts in one room to go deep on one important topic. We focused this first roundtable on the intractable problem of the workforce skills gap.

GE Appliances (GEA) has been designing and manufacturing consumer appliances for over 125 years. The iconic brand, headquartered in Louisville, KY, employs nearly 6000 people, a number that rose to 12,000 employed globally after its acquisition by Haier, making the company part of the largest appliance manufacturer in the world.

Manufacturers continue to be bombarded with an onslaught of technology terms, as well as different ideas on where to begin and how to proceed. This confusion has slowed the adoption of new technology. Yet a big opportunity for a huge increase in efficiency awaits.

It’s a familiar scenario at the factory. Quality issues have reared their ugly heads, requiring rework, causing backorders, delaying shipments, and driving tense daily customer calls. Meanwhile, the team works to address production issues using a mix of day-old post-mortem reports, shop-floor observations captured on notepads, and other operational data summarized on spreadsheets and sticky notes.

In today’s booming software landscape, you see highly dynamic teams quickly iterating to develop and improve their products. Yet while the world’s software creators have learned to “move fast and break things,” hardware developers are still (slowly) moving to adopt a more agile product development methodology.

For many years, the knowledge economy and traditional industries like manufacturing appeared to be on parallel tracks. Now those tracks are converging.

VKS [Visual Knowledge Share] develops an electronic work instruction solution designed to improve quality, productivity, and efficiency.

Metrology for medical devices needs to become more capable as those devices get more varied and complex. Manufacturers must inspect dental implants, coronary stents, orthopedic joints, and implanted electronic devices. Surgeons are increasingly using intricate, sometimes one-off, surgical tools. There is also a growing number of consumable items, such as hypodermic needles, made on rapid production lines. They all need ever more precise quality control.

Urschel Laboratories has come a long way since its founder William E. Urschel introduced the gooseberry snipper to Michigan canneries in 1910. Today, the company’s innovative machines are used by virtually every food processing manufacturer worldwide to slice, dice, trim, grate, and process foods that are stored in pantries and refrigerator shelves. For the record, Urschel’s gooseberry snipper machine handled the removal of a stem and thick bud appendage from the berry.

Industry 4.0 is inevitable, and everyone is looking to find a way forward. But manufacturing leaders who focus only on the technology involved will be frustrated—because the new industrial revolution is just as much a culture and people thing as it is a technology thing.