Too many projects and not enough focus? 'Dare to choose'

5.0: Technology and People

The focus in the manufacturing world is shifting from pure automation to a more balanced approach that revalues the human factor. “Industry 4.0 is primarily technology-driven,” says Leendert Mijnders, Manager Business Consultancy Industry at ICT Group. “It’s all about data, connectivity and artificial intelligence. Industry 5.0 adds a societal perspective: sustainability, human collaboration and adaptability.”

This shift is driven by global developments that reach far beyond the factory floor. Roel de Backer, Director of Industry and Infrastructure at ICT Group, sees a clear trend. “Globalisation has become a key driver. AI enables better alignment of supply chains and more effective comparisons between production sites across the globe. These questions are now entering boardrooms. What used to be factory-level concerns are now strategic priorities.”

“We also think more carefully about the underlying business model and the value employees add to it,” says Mark van Lanen, Sales Director at ICT Group. “Whether a factory should operate fully autonomously depends entirely on the specific business case. For high-tech niche products like those made by ASML, the considerations are very different than for mass production in a highly competitive global market.”

Industrial Excellence

The key to successful implementation lies in what Mijnders describes as ‘industrial excellence’: the ability to optimise technological innovation, business processes, and human factors in unison. “You can invest in automating a sub-process, but sometimes it’s wiser to look at the bigger picture first.”

It requires a mix of strategic foresight and hands-on implementation. “We don’t just think about the factory of the future,” adds De Backer. “We also ensure that daily operations continue during the transformation. That demands both a helicopter view and in-depth knowledge of old and new systems. This approach ensures that investments lead not only to technological upgrades, but also to real improvements in productivity, sustainability and competitiveness.”

The Challenge of Modernisation

One of the biggest challenges for modern industry is integrating new technology into landscapes full of existing, often outdated systems. This calls for a pragmatic approach, Mijnders explains.

“Production machinery often has a depreciation period of up to 40 years, whereas software can become obsolete within five. The trick is to respond flexibly to market changes with machines that are still far from fully depreciated.”

ICT Group’s approach always starts with creating a clear picture of the current situation. “We begin with fundamental questions: where exactly is the company now, and how does it make money?” says Mijnders. “Based on that, we develop a strategic masterplan: which automation projects offer the most value? Sometimes the solutions are surprisingly simple — like an interactive dashboard that reveals insights that were previously completely hidden.”

Operators Have the Final Say

Implementing technology is one thing — getting people to embrace it is quite another. “These types of projects used to be approached almost exclusively from a technical angle,” says Mijnders. “Now we see that organisational culture is increasingly recognised as a decisive success factor.”

The influence of operators on the shop floor is enormous in practice. “When an operator says a new system isn’t working properly, everyone immediately gets nervous,” says Mijnders. “Business continuity is absolutely critical — and operators play a decisive role in that. On one hand, you want to keep projects manageable for operators, but on the other, every project must fit within the bigger puzzle of a data-driven organisation.”

Connecting with the shop floor

But how do you make sure that critical shop floor voice is truly included in digital transformation? “Organisations must understand what operators face daily — and what the board wants to see on KPI dashboards,” says De Backer. “We can design the most beautiful system, but if it doesn’t match what’s really happening on the shop floor, it won’t work. At the same time, involving every department without limits makes systems unnecessarily complex. Focus relentlessly on what’s truly essential: safety and productivity.”

Van Lanen recognises that operators often long for the systems they already know. “Striking the right balance is hard. Operator engagement is high, but change can trigger fear. We aim to avoid simply rebuilding old systems. It’s vital to explain why change is needed — and what the long-term goal is.”

Making expertise more effective

The integration of AI into control systems is changing how operators work, especially in complex environments. “Traditionally, operators had to make adjustments based on what various screens were showing,” says Mijnders. “But as factory processes become more complex, that’s increasingly difficult. The latest control systems now integrate AI assistants, allowing operators to ask targeted questions: Which sensors are behaving abnormally? What’s the impact? What action is needed? This makes their expertise far more effective.”

Data as the foundation for decision-making

A key step towards Industry 5.0 is the democratisation of data, says Mijnders. “We’re seeing a clear shift toward data self-service: how can we empower employees at all levels to perform their own analyses and build their own dashboards? The goal isn’t just to collect data, but to enable everyone in the organisation to extract value from it.”

“We’re increasingly working on data architecture, because that’s the foundation for standardisation and secure data handling. The challenge lies in how you present and make that data available via cloud services, while also ensuring strong governance. The space between raw data and actionable insight is becoming more and more important. Ultimately, the aim is to give people a hammer — instead of having to call the carpenter every time.”

Renovating while staying open for business

“Factories are overwhelmed by a flood of technological options and choices,” adds Mijnders. “The risk is overloading staff with too many simultaneous innovation projects, which helps no one. After a phase of experimenting with countless pilots, the time has come to make sharp choices: which initiatives truly contribute to sustainable profitability and future resilience?”

Is this a familiar situation: too many projects and not enough focus? “Then dare to choose,” advises Mijnders. “Select a strategic partner who can help you map out a clear path to a stronger competitive position five years from now. And always remember: you’re renovating with the shop still open — your core processes must continue to run under all circumstances.”

De Backer concludes that an effective approach always begins with the right insights. “At ICT Group, we always start by creating a snapshot: where is the company today, and how does it make money? From there, we can develop a masterplan for which automation projects add real value — and which risks need to be mitigated. That’s how we keep it practical.”

Smart Industry Summit on 25 June

For those keen to explore the practical applications of Industry 5.0, the Smart Industry Summit on 25 June is the perfect opportunity. The event — which already focused on Industry 5.0 two years ago — will showcase concrete demonstrations and solutions directly relevant to modern production environments.

“Visitors will discover the latest in human-machine collaboration and exchange experiences with peers facing similar challenges. The Summit is a natural extension of an industrial future where technology and human expertise enhance one another to the fullest.”

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