Chelsea manager Maurizio Sarri got off to a winning Premier League start as new signing Jorginho slotted home coolly from the penalty spot in a 3-0 win at Huddersfield on Saturday.
Tottenham also made light of discontent over their lack of summer transfer activity by resisting a late Newcastle onslaught to win 2-1 at St James’ Park thanks to goals from Jan Vertonghen and Dele Alli.
Richarlison struck twice on debut for 10-man Everton to show he may justify his £50 million price tag and hold highly-fancied Wolves 2-2 on their return to the top flight.
And Watford, Bournemouth and Crystal Palace picked up 2-0 wins on the opening weekend of the season.
Chelsea have endured a turbulent pre-season with Sarri replacing fellow Italian Antonio Conte less than a month before the campaign got underway.
The Londoners also smashed their transfer record and set a new world-record fee for a goalkeeper in splashing 80 million euros (£72 million, $92 million) on Kepa Arrizbalaga this week after Thibaut Courtois departed for Real Madrid.
“The situation until now has been very difficult. On Monday four players from the World Cup arrived and then on Tuesday another two, so it’s not been easy for me at the moment,” said Sarri, who believes it will take two months for his side to be at their best.
But Kepa was rarely troubled in recording a clean sheet as the visitors’ greater quality told at the John Smith’s Stadium after a slow start.
“The game was more difficult than the result. If you see the result you think it was a very easy match but in the first half it was very difficult against physical opponents,” said Sarri.
Crucially Chelsea have held onto Eden Hazard, but while the Belgian was only deemed fit enough for a place on the bench following his World Cup exertions, N’Golo Kante was thrown straight into the side after starring in Russia for world champions France.
Kante has been deployed in a more advanced role due to Jorginho’s arrival and was on the end of Willian’s cross to open the scoring 11 minutes before half-time.
Moments later Marcos Alonso was upended inside the area and Jorginho cheekily slotted home after a hop in his run up wrong-footed Ben Hamer.
Hazard was introduced for the final 15 minutes and looked keen to make up for lost time as he teed up Pedro Rodriguez to round off the scoring.
- Pochettino pleads for unity -
Tottenham have had a much quieter summer after becoming the first Premier League side since the transfer window was introduced in 2003 to not make a single signing.
But manager Mauricio Pochettino has insisted he is happy just to have retained a host of players who excelled at the World Cup and it was two of them who handed Spurs all three points at Newcastle.
Vertonghen and Alli struck either side of Joselu’s equaliser for the Magpies with all three goals coming in the first 18 minutes.
“It is important to be strong from the beginning and have belief and convey a positive message,” Pochettino said.
“It is important the fans know the players need their help.”
- Promoted sides struggle -
At Molineux, Richarlison quietened criticism of Everton’s splurge to reunite him with former Watford boss Marco Silva as the Brazilian twice put Everton in front.
The visitors were reduced to 10 men five minutes before half-time when Phil Jagielka was shown a straight red card and Ruben Neves and Raul Jimenez hit back to salvage a point for the hosts.
Like Wolves, Fulham earned rave reviews for their summer business, outspending United and City, in signing 12 new players.
But there was no instant return on that investment as Jeffrey Schlupp and Wilfried Zaha scored either side of half-time to give Palace a 2-0 win at Craven Cottage.
Roberto Pereyra scored twice as Watford were too good for Brighton.
Bournemouth were also comfortable victors over promoted Cardiff thanks to goals from Ryan Fraser and Callum Wilson.
The next Industrial Revolution is here – driven by the digitalization of manufacturing processes
Technologies such as Industry 4.0, IoT, robotics and Big Data analytics are transforming the manufacturing industry in a big way.
The manufacturing industry across the world is seeing major changes, driven by globalization and increasing consumer demand. As per a report by the World Economic Forum and Deloitte Touche Tohmatsu Ltd on the future of manufacturing, the ability to innovate at a quicker pace will be the major differentiating factor in the success of companies and countries.
This is substantiated by a PWC research which shows that across industries, the most innovative companies in the manufacturing sector grew 38% (2013 - 2016), about 11% year on year, while the least innovative manufacturers posted only a 10% growth over the same period.
Along with innovation in products, the transformation of manufacturing processes will also be essential for companies to remain competitive and maintain their profitability. This is where digital technologies can act as a potential game changer.
The digitalization of the manufacturing industry involves the integration of digital technologies in manufacturing processes across the value chain. Also referred to as Industry 4.0, digitalization is poised to reshape all aspects of the manufacturing industry and is being hailed as the next Industrial Revolution. Integral to Industry 4.0 is the ‘smart factory’, where devices are inter-connected, and processes are streamlined, thus ensuring greater productivity across the value chain, from design and development, to engineering and manufacturing and finally to service and logistics.
Internet of Things (IoT), robotics, artificial intelligence and Big Data analytics are some of the key technologies powering Industry 4.0. According to a report, Industry 4.0 will prompt manufacturers globally to invest $267 billion in technologies like IoT by 2020. Investments in digitalization can lead to excellent returns. Companies that have implemented digitalization solutions have almost halved their manufacturing cycle time through more efficient use of their production lines. With a single line now able to produce more than double the number of product variants as three lines in the conventional model, end to end digitalization has led to an almost 20% jump in productivity.
Digitalization and the Indian manufacturing industry
The Make in India program aims to increase the contribution of the manufacturing industry to the country’s GDP from 16% to 25% by 2022. India’s manufacturing sector could also potentially touch $1 trillion by 2025. However, to achieve these goals and for the industry to reach its potential, it must overcome the several internal and external obstacles that impede its growth. These include competition from other Asian countries, infrastructural deficiencies and lack of skilled manpower.
There is a common sentiment across big manufacturers that India lacks the eco-system for making sophisticated components. According to FICCI’s report on the readiness of Indian manufacturing to adopt advanced manufacturing trends, only 10% of companies have adopted new technologies for manufacturing, while 80% plan to adopt the same by 2020. This indicates a significant gap between the potential and the reality of India’s manufacturing industry.
The ‘Make in India’ vision of positioning India as a global manufacturing hub requires the industry to adopt innovative technologies. Digitalization can give the Indian industry an impetus to deliver products and services that match global standards, thereby getting access to global markets.
The policy, thus far, has received a favourable response as global tech giants have either set up or are in the process of setting up hi-tech manufacturing plants in India. Siemens, for instance, is helping companies in India gain a competitive advantage by integrating industry-specific software applications that optimise performance across the entire value chain.
The Digital Enterprise is Siemens’ solution portfolio for the digitalization of industries. It comprises of powerful software and future-proof automation solutions for industries and companies of all sizes. For the discrete industries, the Digital Enterprise Suite offers software and hardware solutions to seamlessly integrate and digitalize their entire value chain – including suppliers – from product design to service, all based on one data model. The result of this is a perfect digital copy of the value chain: the digital twin. This enables companies to perform simulation, testing, and optimization in a completely virtual environment.
The process industries benefit from Integrated Engineering to Integrated Operations by utilizing a continuous data model of the entire lifecycle of a plant that helps to increase flexibility and efficiency. Both offerings can be easily customized to meet the individual requirements of each sector and company, like specific simulation software for machines or entire plants.
Siemens has identified projects across industries and plans to upgrade these industries by connecting hardware, software and data. This seamless integration of state-of-the-art digital technologies to provide sustainable growth that benefits everyone is what Siemens calls ‘Ingenuity for Life’.
Case studies for technology-led changes
An example of the implementation of digitalization solutions from Siemens can be seen in the case of pharma major Cipla Ltd’s Kurkumbh factory.
Cipla needed a robust and flexible distributed control system to dispense and manage solvents for the manufacture of its APIs (active pharmaceutical ingredients used in many medicines). As part of the project, Siemens partnered with Cipla to install the DCS-SIMATIC PCS 7 control system and migrate from batch manufacturing to continuous manufacturing. By establishing the first ever flow Chemistry based API production system in India, Siemens has helped Cipla in significantly lowering floor space, time, wastage, energy and utility costs. This has also improved safety and product quality.
In yet another example, technology provided by Siemens helped a cement plant maximise its production capacity. Wonder Cement, a greenfield project set up by RK Marbles in Rajasthan, needed an automated system to improve productivity. Siemens’ solution called CEMAT used actual plant data to make precise predictions for quality parameters which were previously manually entered by operators. As a result, production efficiency was increased and operators were also freed up to work on other critical tasks. Additionally, emissions and energy consumption were lowered – a significant achievement for a typically energy intensive cement plant.
In the case of automobile major, Mahindra & Mahindra, Siemens’ involvement involved digitalizing the whole product development system. Siemens has partnered with the manufacturer to provide a holistic solution across the entire value chain, from design and planning to engineering and execution. This includes design and software solutions for Product Lifecycle Management, Siemens Technology for Powertrain (STP) and Integrated Automation. For Powertrain, the solutions include SINUMERIK, SINAMICS, SIMOTICS and SIMATIC controls and drives, besides CNC and PLC-controlled machines linked via the Profinet interface.
The above solutions helped the company puts its entire product lifecycle on a digital platform. This has led to multi-fold benefits – better time optimization, higher productivity, improved vehicle performance and quicker response to market requirements.
Siemens is using its global expertise to guide Indian industries through their digital transformation. With the right technologies in place, India can see a significant improvement in design and engineering, cutting product development time by as much as 30%. Besides, digital technologies driven by ‘Ingenuity for Life’ can help Indian manufacturers achieve energy efficiency and ensure variety and flexibility in their product offerings while maintaining quality.
The above examples of successful implementation of digitalization are just some of the examples of ‘Ingenuity for Life’ in action. To learn more about Siemens’ push to digitalize India’s manufacturing sector, see here.
This article was produced on behalf of Siemens by the Scroll.in marketing team and not by the Scroll.in editorial staff.