The concept of Industry 4.0, while initially promising, encountered various challenges and limitations that ultimately led to its partial failure. Despite its emphasis on automation, data exchange, and manufacturing technologies, it often overlooked the human element, neglecting the crucial role of workers in the production process. Concerns also arose about its environmental sustainability and societal impact, highlighting the need for a more holistic approach to industrial development.

The emerging concept of Industry 5.0 represents a significant departure from traditional industrial models, emphasizing a holistic approach to production that prioritizes human-centricity, sustainability, and resilience. While the exact implications and disruptions of Industry 5.0 remain uncertain, recognition of its potential to bridge the gap between the physical and virtual worlds is growing. In this context, Industry 5.0 embodies a broader purpose that extends beyond profit generation. It underscores the need for industrial practices to align with societal and environmental considerations, emphasizing responsible innovation that benefits all stakeholders, including investors, workers, consumers, and the environment.

A key facet of Industry 5.0 is its human-centric approach, which places human needs and interests at the forefront of the production process. This approach leverages technology to accommodate the requirements of workers, ensuring their well-being and fundamental rights are upheld. Sustainability is another critical tenet, necessitating the implementation of circular processes and resource-efficient technologies to reduce waste and environmental impact. Resilience also plays a vital role in Industry 5.0, advocating for the development of robust industrial systems that can withstand disruptions and support critical infrastructure, particularly in times of crisis. The concept promotes the establishment of adaptable production capacities and flexible business processes, fostering a resilient and crisis-ready industrial landscape.

Ultimately, Industry 5.0 is defined by its commitment to societal goals, prioritizing the well-being of industry workers and ensuring environmentally sustainable production practices that align with the planet’s natural boundaries. The transition to Industry 5.0 promises a wealth of benefits not only for companies but also for workers. Benefits span the spectrum from enhanced talent attraction and retention to improved energy efficiency and heightened overall resilience.

There are some possible dangers inherent to the shift. Industry needs to ensure sustained competitiveness and relevance by adapting to evolving global markets and societal shifts. While there might be a short-term risk of temporarily losing competitiveness to those not yet embracing Industry 5.0, strategic timing and coordinated investments can help mitigate this potential setback. The most significant peril is the failure to engage with the broader societal transition towards sustainability, human-centricity, and resilience, risking competitiveness in the long run.

Human-Centric

Industry 5.0 represents a paradigm shift that addresses the concerns and challenges associated with the concept of the ‘dark factory’, one where humans are not needed. By prioritizing the human-centric approach, Industry 5.0 integrates advanced technologies to enhance the capabilities and well-being of workers, thereby dispelling the notion of a dark, automated workplace devoid of human presence. This shift towards Industry 5.0 represents a profound transformation in perspective, with a notable shift from a technology-driven to a human-centric approach. This necessitates the incorporation of societal constraints, ensuring no one is left behind. Consequently, the industrial sector must establish a secure and empowering work environment, respect human rights, and develop specific skill sets for workers.

Withing the framework of Industry 5.0, the industry worker assumes a significantly elevated position, viewed not as an expense but as an investment in the company’s growth. This reorientation necessitates a commitment to the advancement of employee skills, capabilities, and well-being, signalling a departure from the traditional practice of balancing worker costs with financial revenues. Moreover, it underscores the critical role of technology in serving the diverse needs of industry workers, empowering them and fostering an inclusive work environment. Addressing workplace safety and inclusivity, Industry 5.0 leverages advancements in robotics and AI to mitigate physical risks and streamline complex tasks, thereby reducing workplace accidents. Technologies like AI, virtual and augmented reality, and wearables also contribute to safeguarding workers’ mental health, emphasizing the importance of maintaining a balance between work and well-being.

A key area where Industry 5.0 yields significant benefits is in attracting and retaining skilled talent. Given the challenges of filling positions that demand digital and multi-disciplinary skills, the focus on accommodating the preferences and values of the millennial workforce is crucial. Research has found the millennial generation is more inclined towards socially responsible and environmentally conscious companies, prioritizing workplace environments that align with their values and offer a sense of purpose. Companies need to adapt their practices, fostering a culture of social responsibility and sustainability to remain competitive in the hiring market.

Sustainability

The 5.0 concept involves leveraging innovative green technologies, driven not only by environmental concerns but also by the potential for enhanced corporate image and cost savings on energy and materials. While industrial production often demands more energy and contributes to increased carbon emissions, innovations and smarter production planning can reverse this trend. Despite notable improvements in energy efficiency across various sectors, the pace of progress in energy-intensive industries has recently slowed, necessitating more targeted research and innovation efforts in this domain.

Resilience

Industry 5.0 champions increased resilience in the face of disruptive changes, both geopolitical and environmental. By fostering adaptive strategies at various levels of value chains and industrial systems, industry players can manage vulnerabilities and minimize the impacts of unforeseen circumstances. Leveraging digital technologies, such as real-time risk monitoring and cybersecurity measures, can bolster industry resilience, ensuring smooth operations even in the face of technical disruptions and cyber threats. The emphasis on resilience is growing, particularly in light of the disruptions caused by the pandemic and the intensifying frequency of extreme weather events attributed to climate change.

Maintenance 5.0

The shift from Maintenance 4.0 to Maintenance 5.0 mirrors the broader transition occurring in the industrial landscape. Maintenance 4.0 focuses on the integration of digital technologies, such as the Internet of Things (IoT), data analytics, and predictive maintenance, to optimize industrial maintenance processes. It emphasizes the use of advanced data-driven techniques and automation to enhance equipment reliability and reduce downtime. Maintenance 5.0 takes this a step farther by incorporating a more human-centric approach, aligning with the principles of Industry 5.0. Maintenance 5.0 also prioritizes sustainability and resilience in maintenance operations. This shift is critical in the face of the dual challenges posed by the COVID-19 pandemic and the escalating impact of climate change. As Maintenance 5.0 increasingly aligns with sustainable and resilient principles, it will become a cornerstone for ensuring the long-term viability and adaptability of industrial processes, mitigating the adverse impacts of global crises on operational efficiency and overall productivity.

Human-Centric Orientation

Maintenance 5.0 goes beyond the traditional focus on machines and processes to prioritize the well-being and involvement of maintenance workers. This approach acknowledges the critical role of human expertise in maintaining industrial systems and promotes the integration of workers into the digitalized maintenance ecosystem. It aims to empower workers through the use of innovative technologies, offering them opportunities for skill development, greater autonomy, and involvement in the decision-making process. It also ensures a safe and inclusive work environment, utilizing technologies to mitigate workplace risks and prioritize workers’ physical and mental well-being.

Sustainability

Maintenance 5.0, as an evolution of the maintenance paradigm, emphasizes the integration of sustainability principles within its framework. It recognizes that maintenance practices play a vital role in achieving sustainable development goals, aligning with the broader efforts to minimize environmental impact, conserve resources, and promote social well-being. The concept of sustainability within Maintenance 5.0 underscores the adoption of sustainable practices, such as resource-efficient maintenance processes and circular economy principles, to optimize resource utilization and minimize environmental impact. By implementing predictive and preventive maintenance strategies, industries can reduce unnecessary waste and conserve energy, thereby contributing to the global efforts towards sustainable development.

The sustainability dimension of Maintenance 5.0 encompasses the following key aspects:

• Environmental impact reduction: Maintenance 5.0 emphasizes the adoption of eco-friendly practices to reduce the environmental footprint of industrial processes. This includes the efficient use of resources, waste reduction, and the implementation of sustainable technologies that contribute to a circular economy.

• Energy efficiency: Sustainable maintenance practices focus on optimizing energy consumption and minimizing the carbon footprint of industrial operations. This involves the use of energy-efficient technologies, the adoption of renewable energy sources, and the implementation of energy management systems to reduce overall energy consumption.

• Lifecycle management: Maintenance 5.0 promotes the concept of lifecycle management, which involves considering the entire lifecycle of assets and equipment. This approach integrates sustainable practices throughout the asset lifecycle, from design and production to operation, maintenance, and eventual decommissioning or recycling.

• Circular economy integration: Maintenance 5.0 actively supports the integration of circular economy principles within industrial maintenance processes. This involves extending the life of assets through effective maintenance, refurbishment, and reuse, as well as promoting the recycling and repurposing of materials and components to minimize waste and resource depletion.

By incorporating these sustainability dimensions, Maintenance 5.0 not only enhances operational efficiency and asset performance but also contributes to the overall sustainability goals of organizations, aligning with global efforts to promote environmentally responsible and socially conscious industrial practices.

Resilience

There is a clear need for resilient maintenance strategies that can swiftly adapt to changing circumstances and address disruptions in the industrial landscape, thus ensuring the continuous and reliable operation of critical infrastructure, even during unforeseen crises. Simply stated, resilience in Maintenance 5.0 refers to the ability of industrial organizations to anticipate, adapt to, and recover from various disruptions and challenges that may arise within their operational environment. It emphasizes the implementation of proactive strategies and advanced technologies to ensure the continuous and efficient functioning of critical assets, even in the face of unexpected events or adverse conditions. Resilience is crucial to maintain operational stability, minimize downtime, and sustain productivity, thereby enabling organizations to remain competitive and sustainable in the long run.

Some key aspects related to resilience in Maintenance 5.0 are the following:

• Predictive and preventive maintenance: By integrating predictive maintenance techniques, such as condition monitoring, data analytics, and real-time asset performance tracking, organizations can proactively identify potential equipment failures or operational inefficiencies before they escalate into significant disruptions. Implementing preventive maintenance protocols based on predictive insights allows companies to address issues early, minimizing the risk of costly downtime and ensuring the uninterrupted operation of critical assets.

• Risk management and contingency planning: Effective risk management is a fundamental component of resilient maintenance practices. Organizations need to identify potential vulnerabilities within their operational processes and develop comprehensive contingency plans to mitigate the impact of unforeseen events, such as natural disasters, supply chain disruptions, or technological failures. By establishing robust risk assessment frameworks and implementing adaptive strategies, companies can enhance their ability to respond to and recover from various operational challenges while maintaining overall system resilience.

• Data-driven decision-making: By leveraging advanced data analytics and intelligent automation, Maintenance 5.0 enables organizations to make informed and data-driven decisions regarding asset management and maintenance strategies. By harnessing the power of Big Data and AI-driven insights, companies can optimize maintenance schedules, streamline repair processes, and prioritize resource allocation, thereby enhancing the overall resilience of their maintenance operations. Data-driven decision-making empowers organizations to respond swiftly to changing operational conditions and proactively address emerging maintenance needs.

• Adaptive and flexible maintenance processes: Resilience in Maintenance 5.0 emphasizes the development of adaptive and flexible maintenance processes that can accommodate evolving operational requirements and changing environmental conditions. By fostering a culture of continuous improvement and agility, organizations can optimize their maintenance strategies in response to dynamic market demands, technological advancements, and regulatory changes. Implementing agile maintenance methodologies enables companies to swiftly adapt to new challenges and opportunities, ensuring the efficient and sustainable operation of their assets.

• Technology integration for enhanced resilience: Leveraging advanced technologies, such as IoT devices, digital twins, and cloud-based monitoring systems, enables organizations to build resilient maintenance frameworks that facilitate real-time asset tracking, remote diagnostics, and predictive maintenance scheduling. Integrating smart sensors and interconnected systems within industrial facilities enhances the overall visibility and control of critical assets, enabling organizations to proactively identify potential issues and swiftly address them, thereby minimizing the risk of operational disruptions and ensuring continuous asset reliability.

By incorporating these key aspects, organizations can strengthen their resilience in Maintenance 5.0, fostering a robust operational framework capable of withstanding challenges and uncertainties while ensuring the sustainable and efficient functioning of critical assets.

Conclusion

Overall, the shift from Maintenance 4.0 to Maintenance 5.0 represents a transformational journey from data-driven and automated maintenance practices to a more holistic approach that integrates the well-being of workers, sustainability, and resilience into the core of maintenance operations. By embracing Maintenance 5.0, industries can ensure the optimal performance of their equipment and the empowerment and safety of their maintenance workforce, while contributing to a more sustainable and adaptable industrial ecosystem. In essence, the comprehensive adoption of Industry 5.0 principles in Maintenance 5.0 can pave the way for a sustainable and adaptive industrial landscape, not only providing economic benefits but also promoting environmental consciousness and societal well-being.

Text: Prof. Diego Galar  /  Prof. Ramin Karim   /   Prof. Uday Kumar   Images: stockphoto, Diego Galar

Juha Ryödi, Vice President of Life Cycle Services at Vaisala Oyj, sees that technological change will inevitably affect not only the work of maintenance professionals, but also the image of the maintenance industry. This is a good thing, especially now that the industry fears a growing labour shortage in the future due to retirement trends and cuts in training spending in technical fields.

Ryödi says that new modern technologies and maintenance tools are making the job of a maintenance technician more specialised than routine tasks. New technologies are also making the industrial maintenance sector an attractive career option for young people entering the engineering field. The potential of machine vision, for instance, is being widely explored and tested in the manufacturing industry today. Many believe that it has almost limitless potential for use in condition monitoring and, for example, in improving the efficiency of logistical operations.

According to Ryödi, new technologies are also bringing a new level of transparency to maintenance operations. Consequently, the results of maintenance activities are more readily visible to other organisations.

– I think maintenance is becoming a fascinating field because it was a somewhat “dark
area” for many years. Thanks to today’s technologies, we can now view maintenance as a productive unit that adds value to the company, rather than just being seen as an obligatory expense, Ryödi says.

Technological progress has not yet reached its full potential

Despite recent progress, technological advancement has not yet reached its full potential, Ryödi states. Much of this is because companies have not yet been able to fully monetise their maintenance services to customers because the benefits of maintenance are more long-term than quick wins.

At the same time, the maintenance sector – like many other sectors – still struggles with the challenge of recruiting sufficient qualified personnel, especially tech-savvy younger generations equipped with the skills needed to adopt new technologies effectively.

– However, as the baby boomer generation retires, skills and knowledge must be transferred and replicated within organisations. This will require adopting different systems and, for example, new digital tools. It will also create future competitive advantage and scalability, which will act as drivers for the evolution of the service business, says Ryödi.

The time for cost efficiency is here, Ryödi continues. On the other hand, industry is undergoing a major energy transition that is creating new investment needs. This situation is creating even more demand for the efficiency of maintenance operations and, ultimately, the adoption of new technologies.

– Traditionally, industrial maintenance has been viewed as a necessary but costly function. It typically involved routine inspections, repairs, and downtime management. However, the advent of cutting-edge technologies is reshaping this narrative, turning maintenance from a liability into a strategic asset.

Modern facilities are hybrid

Factories of the future are forward-looking manufacturing facilities that take full advantage of Industry 4.0 opportunities. Factories of the future focus on digitising their processes, making the most of new production technologies, and managing energy and materials increasingly circularly. What do such factories look like today?

Ryödi stresses that although the word “hybrid” is currently a very overused term, it could be used as a metaphor when describing factories of the future.

– Increasingly, factories are looking for solutions where technology enables as much as possible but still under human control in some aspect – either in terms of physical assembly or through a process control system. The Covid pandemic has greatly boosted the potential for, for example, remote monitoring. Meanwhile, various types of measuring and data collection are a growing trend that allows scaling knowledge in factory control, for example.

What is the role of machine learning in factories of the future?

Machine vision is a very quality-focused technology in industry, and many applications are still related to quality, quality monitoring and reporting, Ryödi says.

Machine vision still has much potential, especially when combined with AI-based decision-making, as different cameras and sensors are becoming more accurate and faster. One exciting area to follow is chip manufacturing and how machine vision will be able to serve – and potentially control – these very high-frequency processes even more efficiently in the future.

Are manufacturing facilities moving towards full automation?

Ryödi notes that there are still relatively few factories that can be called fully automated due to the level of intelligence of the technology and its replicability in relation to repeatable processes. Meanwhile, manufacturing chains are currently struggling a bit to find their place on a global scale. This affects the level of automation in industry because increasing the level of automation means making significant investments, and large investments almost always mean showing a return on investment.

However, at the same time, evolving technology is enabling more and more, and as component shortages ease, the prices of industrial robots, for example, will continue to decline and accelerate their uptake. Highly repeatable and heavy processes have already achieved a high degree of automation. However, how, and when they reach a fully automated level remains to be seen.
How will the role of the maintenance manager change in a fully automated factory?

The role of a maintenance manager is crucial in ensuring the smooth and efficient operation of machinery, equipment, and facilities within an organisation. Their primary responsibilities have traditionally included a wide range of tasks to preserve assets, minimise downtime, and promote safety and reliability.

Ryödi anticipates a definite shift in the role of maintenance managers within organisations as automation levels continue to rise.

– I think there is a clear trend here to be more proactive in understanding and planning. Many industries, such as pharmaceutical manufacturing, will soon move to so-called continuous processes instead of batch production, and this will also change the role of maintenance to be more proactive and planned.

– In the future, the maintainer will have to be able to interpret more data and better plan their work, and, on the other hand, to carry out and document it very accurately. However, many things remain constant, such as understanding mechanics or electrical engineering. This is still highly valued.

– A skilled workforce enables us to overcome the small margins that distinguish us from other countries in comparison, Ryödi says.

All eyes on information security

Juha Ryödi adds that although technological change will benefit the sector, it is not without risk. One of the biggest fears associated with increasing automation is currently security.

– In my opinion, information security is the most significant single risk now. Whenever we talk about automation and its connectivity and integration with different systems, we must consider information security and its requirements.

The so-called Hyppönen’s law is also good to remember in maintenance (If It’s Smart, It’s Vulnerable – Mikko Hyppönen), Ryödi says. Mikko Hypponen is a global security expert, speaker, and author. He is the Chief Research Officer at WithSecure and Principal Research Advisor at F-Secure.

Maintenance tools, such as maintenance systems, have become much more cloud and web-based, and on the other hand, many practical tools or customer processes are connected to the web.

– A major transformation is taking place, but so far there have been relatively few security incidents. This is partly because the interconnection of different systems and tools is just reaching its acceleration point, and partially because industrial companies are taking information security risks very seriously. In maintenance, it is also worth remembering that the responsibility of maintenance workers is often greater than that of many others. Maintenance personnel may have greater access to many systems, which puts them in a more critical position.

Juha Ryödi, Vice President of Life Cycle Services at Vaisala Oyj 

Juha Ryödi has studied automation and electrical power engineering alongside his job and commercial studies (MBA). He started his career at the automation and power engineering technology giant ABB as a plant engineer in the year 2000. After ABB, Ryödi joined Sataservice Oy, a provider of maintenance and optimisation services to industry.
“I have been working more or less continuously in the engineering field since I turned 18,” Ryödi says.
In 2017, Ryödi joined Vaisala to be responsible for technical services globally. Ryödi is a keen sportsman and played competitive ice hockey in his youth.

Text Nina Garlo-Melkas   Images Vaisala Ltd., SHUTTERSTOCK