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In today’s industrial sector, the demand for reliable, efficient, and space-saving electrical solutions is critical, particularly in the challenging environments of Australian industry. 

To address these needs, APS Industrial has launched the APS Power 3 Phase and Neutral RCBO, specifically engineered to meet the stringent requirements of Australian applications.

Purpose-built for Australian industry

The APS Power 3 Phase and Neutral RCBO (Residual Current Breaker with Overcurrent) is an addition to the APS DB family of distribution boards. This device has been purpose-built for Australian conditions, incorporating features that enhance both usability and safety. 

The APS Power RCBO is compliant with the Australian/New Zealand Standard AS/NZS 61009.1, demonstrating its alignment with key regulatory requirements for performance and reliability.

Key features and specifications

One of the standout features of the APS Power range is its 10 kA interrupting capacity, which provides robust protection against overcurrent situations. 

This high interrupting capacity is crucial in industrial settings, where the potential for electrical faults can be significant, according to APS. 

Additionally, the Type A RCD tripping characteristic ensures that the device can effectively detect and disconnect in the event of a residual current fault, further enhancing safety.

The APS Power range includes nine models, with current ratings ranging from 6A to 63A, each equipped with C curve overcurrent protection. 

According to APS, this selection allows for versatile applications across different industrial environments, catering to varying load requirements.

Another advantage of this RCBO is its fixed 30 mA residual current sensitivity setting. 

This sensitivity level is considered optimal for ensuring the protection of human life and equipment, particularly in environments where electrical hazards are a concern. 

Coupled with a toggle-free operation, users can expect seamless functionality without the risk of accidental switching.

Compact design for space efficiency

Space constraints are a common challenge in distribution board installations. The APS Power 3 Phase RCBO is designed with this in mind, measuring just 54mm in width. 

This compact design allows for maximum space-saving in distribution boards, making it easier to accommodate multiple devices without compromising on safety or performance.

To further facilitate installation, each RCBO is supplied with a 900 mm long neutral reference lead (in blue). 

For more information on the APS Power 3 Phase and Neutral RCBO, visit apsindustrial.com.au.

_{The content of this article is based on information supplied by APS Industrial. Please consult a licence and/ or registered professional in this area before making any decisions based on the content of this article.}

The post Enhanced safety and efficiency with APS Power 3 Phase & Neutral RCBO appeared first on Australian Manufacturing.

In response to growing demands for sustainable practices, BOC has outlined a comprehensive approach to decarbonisation, focusing on providing diverse solutions tailoured to meet the needs of various industries. 

In an exclusive interview with Australian Manufacturing, Vesna Olles, director of Clean Energy and Strategy at BOC, emphasised the necessity of supporting all low-carbon pathways to assist organisations in reducing emissions.

“We understand that organisations and industries need a range of decarbonisation solutions to reduce emissions and believe support is needed for all low-carbon pathways,” said Olles. 

“We are helping industries adapt their processes and operations and are working with the transport and off-grid power sectors to help them reach their decarbonisation targets.”

With over 80 years of experience in hydrogen production and distribution, BOC is positioned at the forefront of Australia’s decarbonisation journey. 

The company specialises in the production, storage, and supply of hydrogen for transport and off-grid applications, as well as providing oxygen to enhance fuel efficiency in heavy industries—a critical step in the hydrogen pathway.

Addressing industry needs

BOC’s extensive experience in the hydrogen supply chain uniquely positions the company to support manufacturers facing challenges related to storage, reliability, cost, and safety. 

In collaboration with partners, BOC is exploring opportunities for large-scale hydrogen production to bolster domestic supply, particularly for hard-to-abate sectors such as manufacturing. 

The company is also actively involved in developing local manufacturing capabilities, including hydrogen buses and remote hydrogen fuel cell power generators.

“Hydrogen has a critical role to play in the future of Australian manufacturing,” Olles noted. 

“It is a key decarbonisation pathway for sectors like chemical manufacturing, heavy transport, and steelmaking. Positioning Australia as a leading producer of hydrogen and its derivatives will create significant opportunities for our manufacturers.”

Overcoming decarbonisation challenges

Despite the promising outlook, the decarbonisation journey for Australian manufacturers is fraught with challenges, primarily the high costs associated with transitioning to renewable energy sources. 

Olles pointed out that reducing the costs of renewable electricity and electrolysers is essential for the green hydrogen industry to thrive. 

Additionally, she highlighted the need for supportive government policies and incentives to encourage early-stage hydrogen projects.

“The biggest challenge for Australian manufacturers is the cost to decarbonise,” said Olles. “We need the cost of renewable electricity, which is used to produce green hydrogen through electrolysis, to come down. The green hydrogen industry must work on developing and improving the cost curve to lower the overall cost of green hydrogen.”

Successful partnerships and projects

BOC has initiated several projects aimed at driving decarbonisation through hydrogen solutions. In partnership with Linde Engineering, BOC is advancing cutting-edge hydrogen technologies in Australia. 

Key projects include an offtake agreement with AGIG’s Hydrogen Park South Australia, which transports green hydrogen to Whyalla for BOC’s argon production and hydrogen bus trials.

The company is also engaged in larger initiatives, such as the South Australian Government’s proposed 200 MW hydrogen plant in Whyalla, where BOC and ATCO Australia were selected as preferred partners to execute the Hydrogen Jobs Plan.

Another project is the Illawarra Technology Hydrogen Hub in Port Kembla, currently in the design phase and aiming for a final investment decision.

For more information on BOC’s decarbonisation strategies and hydrogen solutions, visit its website.

The post BOC pioneers decarbonisation efforts in Australian manufacturing appeared first on Australian Manufacturing.

Article by James Robinson, Head of Services for Asia Pacific at SYSPRO

The Australian Industrial Manufacturing, Fabricated Metals and Engineering sectors make a significant contribution to our economy, playing a vital role in industrial development, aiding economic growth and employment.

According to data from the Australian Government’s Jobs and Skills Australia (JSA) department, manufacturing overall employs approximately 6.3 per cent of the Australian workforce.

Encouragingly, the manufacturing sector has shown resilience and growth over the past year, adding 14,800 new workers, a 1.7 per cent increase as of May 2024. Similarly, the Australian Bureau of Statistics (ABS) reported a 1.9 per cent increase in manufacturing turnover in the year leading to June 2024.

These statistics highlight the sector’s potential, but they also reveal a pressing issue: skilled labour shortages remain a significant challenge that must be urgently addressed with strategic solutions to sustain the current growth trajectory.

The impact of labour shortages on the Industrial Manufacturing sector

Despite recent positive employment numbers, the Industrial Manufacturing sector struggles with a lack of skilled talent. JSA data shows that median weekly earnings in manufacturing are $1,512, falling short of the all-industry median of $1,600. This wage disparity means the Industrial Manufacturing sector must reconsider its compensation strategies to attract and retain talent, especially in a competitive labour market where skilled workers have options across other industries.

However, attracting talent by increasing wages creates a catch-22 for Industrial Manufacturing companies. Raising salaries can lead to higher overheads, reduced profit margins and increased product prices, which could drive inflation. This presents a delicate balance for manufacturers, especially those in Australia’s Industrial Manufacturing sector, which already faces high operational and wage costs compared to global competitors.

According to our Global CFO Manufacturing Survey, 86 per cent of Australasian respondents reported that labour shortages are the most significant bottleneck causing instability in their business. The lack of skilled workers adds pressure to day-to-day operations, disrupting supply chains. Over half of respondents noted that securing skilled talent is a significant barrier to maintaining smooth supply chain operations.

How ERP systems help mitigate labour shortages

Enterprise resource planning (ERP) systems have emerged as a powerful solution for IME manufacturers grappling with skilled labour shortages. While finding qualified workers is becoming increasingly tricky, manufacturers can turn to technology to optimise their existing workforce, enhance efficiency and ultimately mitigate the impact of labour shortfalls.

An ERP system provides Industrial Manufacturers with a unified platform that integrates various business functions such as finance, procurement, production, inventory management, and human resources. This interconnectedness is critical for streamlining processes, reducing redundancy, and increasing departmental transparency.

When implemented effectively by a manufacturing specialist, ERP systems can significantly reduce manual work, enabling industrial manufacturing companies to maintain high productivity levels despite having fewer workers. Here are three key ways ERP system can help an industrial manufacturing company.

Workforce optimisation and efficiency

ERP systems offer powerful analytics to help industrial manufacturing companies optimise their existing labour force. These systems enable manufacturers to forecast labour needs, track employee productivity and identify inefficiencies.

With real-time data, industrial manufacturing companies can make informed decisions about staffing levels, allocate resources more effectively and even implement cross-training programs to upskill existing employees.

Optimising the workforce becomes essential in an environment where skilled workers are scarce. ERP systems can help identify bottlenecks and offer solutions, such as reallocating workers to high-priority areas or adjusting production schedules to align with available resources. This level of agility is crucial for industrial manufacturing producers trying to maintain productivity during labour shortages.

Enhancing decision-making through data-driven insights

One of ERP systems’ greatest strengths is their ability to provide data-driven insights. By consolidating information from different departments into a centralised platform, ERP systems allow managers to gain a holistic view of the business. This real-time visibility can be precious when dealing with labour shortages.

For instance, if a manufacturer is experiencing production delays due to a lack of skilled workers, ERP data can quickly identify the root cause of the problem, whether it’s an issue with scheduling, training, or resource allocation. Managers can then adjust their strategies accordingly, using ERP insights to make data-driven decisions that mitigate the impact of worker shortages.

Supply chain resilience

Labour shortages affect production and can have a ripple effect on the entire supply chain. With fewer workers available to manage logistics, inventory control and procurement, the risk of supply chain disruptions increases. ERP systems can help industrial manufacturing, fabricated metals and engineering companies build more resilient supply chains by providing end-to-end visibility and automating critical processes like order tracking, supplier management and demand forecasting.

By leveraging ERP systems, Industrial manufacturers can anticipate disruptions in the supply chain and adjust their production plans accordingly. For example, if a worker shortage delays the production of a critical component, the ERP system can reroute resources to ensure other areas of the production line remain operational. This level of flexibility is crucial for maintaining supply chain continuity, especially in an environment where labour shortages are unpredictable.

Conclusion

The Australian IME sector is at a pivotal moment. With demand for their goods on the rise and technological advancements pushing the industry forward, IME producers have a unique opportunity to thrive. However, labour shortages remain a critical challenge threatening the sector’s ability to scale and compete globally.

ERP systems are vital solutions in navigating this complex challenge. By automating processes, optimising workforce utilisation and enhancing supply chain resilience, ERP systems enable Australian IME manufacturers to do more with less. For those who fully leverage a manufacturing ERP system, it could represent the difference between stagnation and sustained growth in the global economy.

The post Strategies to combat the skilled labour shortages in the complex industrial manufacturing and engineering sectors appeared first on Australian Manufacturing.

At the recent HUAWEI CONNECT 2024, Zhang Ping’an, executive director of the Board of Huawei and CEO of Huawei Cloud, emphasised the importance of adopting an “AI-native” mindset for enterprises worldwide.

In his keynote speech, titled “Thrive with the Cloud: Reshaping Industries with AI,” the Huawei Cloud CEO discussed the significance of seizing opportunities in the “intelligent era” and using artificial intelligence to build competitive advantages.

AI-native mindset: At its core

The concept of an AI-native mindset suggests a fundamental shift in how businesses approach their operations and strategy. It implies not just implementing AI technologies as add-ons to existing processes but also reimagining business models and workflows with AI at their core.

As AI technologies advance, companies that proactively integrate these tools into their core operations may find themselves better positioned to innovate and compete in an increasingly digital marketplace.

For Australian manufacturers and other industries, this means rethinking everything from supply chain management to product development through an AI-centric lens.

According to Ping’an, adopting an AI-native mindset comes in four key steps.

Step 1: Embracing AI and developing enterprise AI platforms

Ping’an emphasizes that enterprises should actively embrace AI, open up industry scenarios and develop enterprise AI platforms. This approach enables AI to serve their core business effectively.

For businesses worldwide, this can mean identifying key areas where AI can improve efficiency or product quality and even preparing the workforce for AI integration through training and upskilling.

Step 2: Building AI-native cloud infrastructure

Ping’an asserts that enterprises must develop AI-native cloud infrastructure tailored to their specific needs. The CEO then introduced CloudMatrix, a system designed to interconnect and pool diverse computing sources, including CPUs, NPUs, DPUs, and memory.

In terms of manufacturing, this suggests the importance for business leaders to reassess the current IT infrastructure and consider scalable, AI-ready cloud solutions.

Step 3: Establishing knowledge-centric data foundations

To leverage AI capabilities fully, enterprises must establish knowledge-centric data foundations. Huawei Cloud has addressed this need by upgrading its DataArts platform, offering customers AI-oriented and knowledge-centric data infrastructure. This underscores the importance of not just collecting data, but also ensuring its quality, accessibility and integration into AI systems.

Step 4: Building suitable AI models for business applications

This step focuses on developing AI models that are precisely tailored to specific business applications. Ping’an challenges the common misconception that larger AI models are inherently superior, emphasising that a one-size-fits-all approach using a single foundation model is impractical for addressing diverse business needs. To illustrate this point, he highlighted Huawei’s Pangu Models 5.0, which are available in a range of sizes with parameters scaling from billions to trillions. This versatile series is designed to meet a wide spectrum of business application requirements.

What AI-native mindset means for Australian manufacturers

An AI-native mindset is not merely about adopting new technologies. It is about fostering a culture of continuous adaptation and learning. As AI continues to evolve rapidly, the question for Australian manufacturers is no longer whether they should embrace AI but how quickly and effectively they can integrate it into their core operations.

The post Huawei’s 4-step ‘AI-native’ mindset: A blueprint for industry transformation appeared first on Australian Manufacturing.

Creating public spaces that are both functional and engaging is a primary goal for architects and designers, with timber playing a crucial role in shaping these environments. 

The material’s appeal lies in its durability, versatility, and the sensory experiences it offers. Research indicates that wood resonates with us on a sensory level – its natural textures and warmth evoke feelings that are difficult to replicate with other materials.

“One of the main challenges in designing public spaces is finding materials that can withstand heavy traffic while still maintaining their aesthetic appeal,” said Stuart McGonagle, Sales & Marketing Manager of Big River Group. 

He added, “Through new technologies, we’re able to push the boundaries of what timber can achieve, which in turn is allowing architects and designers to create environments that not only stand the test of time but also contribute to the user experience through a good blend of practicality and sensory appeal.”

Timber as a driver for community engagement

Timber not only enhances aesthetics but also fosters community connections. Its warm tones and natural textures evoke comfort, drawing people in and encouraging them to linger. Big River Group’s products, such as ArmourPanel and ArmourCab, are renowned for their ability to create inviting environments.

The Munro Development and Narrm Ngarrgu Library and Family Services in Melbourne exemplifies this trend. Designed by Six Degrees Architects, it extensively features Spotted Gum ArmourPanel, creating spaces that feel connected to nature. 

This project has received accolades, including the 2024 Dimity Reed Melbourne Prize, showcasing how timber can enhance the emotional and functional qualities of public spaces.

Another notable project is the Koorie Heritage Trust at Federation Square, where the collaboration of Lyons, Greenaway Architects, and Architecture Associates integrates timber to tell cultural stories. 

The thoughtful use of ArmourPanel enhances the sensory experience, allowing visitors to connect deeply with the architecture.

Aesthetic and functional qualities of timber

Timber’s authentic aesthetic qualities make it an ideal choice for public architecture. Big River Group’s range of timbers, including Blackbutt and Hoop Pine, provides finishes that enhance both visual appeal and functionality.

The Berninneit Cultural and Community Centre on Phillip Island exemplifies this approach, connecting various community spaces around a central courtyard. The use of laminated mountain ash and Spotted Gum creates a warm and inviting atmosphere, ensuring durability in high-traffic areas.

“Architects appreciate the unique grain and warm tones of our timber products, which provide a sense of intimacy and connection to nature,” McGonagle stated. 

“Each ArmourPanel sheet, with its preserved unique grain structures, offers an individual and natural look, making no two sheets alike.”

Sustainability and innovation in timber use

Beyond aesthetic and functional advantages, timber offers significant environmental benefits. “We are committed to sustainability,” McGonagle emphasised. 

“Big River uses locally sourced materials and all our products are manufactured under stringent quality control standards. Our focus is on designing products to reduce carbon footprints and enhance energy efficiency, in line with the goals of today’s architects and designers,” he added. 

The Berninneit Cultural and Community Centre, designed to Passivhaus standards, is a prime example of how timber can create low-energy, thermally efficient buildings. 

Additionally, the Melbourne Indigenous Transition School Boarding House, designed by McIldowie Partners, showcases how ArmourPanel supports cultural narratives while enhancing sustainability.

For more information, visit Big River Group.

The post Timber use expands in public architecture and community spaces – Big River Group appeared first on Australian Manufacturing.

Australia has long been a formidable player in global trade, with its exports spanning diverse sectors from agriculture and mining to education and technology.

Amid challenges posed by the COVID-19 pandemic and subsequent global supply chain disruptions, Australia’s export strategies have evolved to meet the demands of a post-pandemic world. 

One particularly successful strategy has been the diversification of export markets, with a focus on expanding partnerships beyond traditional markets like China, and strengthening ties with new regions such as Southeast Asia, India, and Europe.

The shift towards diversification

For years, Australia’s export economy has been heavily reliant on China, with exports to the nation accounting for nearly 40 per cent of the total share pre-pandemic. However, geopolitical tensions and pandemic-induced disruptions highlighted the risks of over-reliance on a single market. This led to a proactive shift by the Australian government and industries towards diversifying export destinations.

In response to this, the Australian government launched initiatives such as the Agriculture Trade and Market Access Cooperation (ATMAC) and Export Market Development Grants (EMDG) to encourage exporters to explore new markets. By providing financial assistance and market intelligence, these programs helped Australian businesses tap into high-growth markets like India, Japan, Vietnam, and South Korea.

Case Study: wine exports to Southeast Asia

One of the most remarkable stories of success comes from the wine industry. Historically, China was Australia’s largest market for wine exports. However, when tariffs were imposed on Australian wine in 2020, the industry faced a sharp decline in sales to China.

Rather than crumble, Australian wine producers pivoted towards Southeast Asia, particularly Singapore and Thailand, which saw a 70 per cent increase in demand for Australian wines by 2023.

The Australian Grape & Wine Incorporated and Wine Australia organisations played key roles in this transition. With the help of EMDG grants, they launched targeted marketing campaigns and invested in creating digital trade platforms to reach new customers in these markets. 

By promoting the quality and diversity of Australian wines and fostering partnerships with local distributors, they rapidly grew their export footprints.

Strengthening ties with India

Another critical aspect of Australia’s recent export success lies in its renewed focus on India. The India-Australia Economic Cooperation and Trade Agreement (ECTA), signed in 2022, marked a new era for trade between the two nations. 

This agreement eliminated tariffs on over 85 per cent of Australian exports to India, with sectors like coal, alumina, and horticulture benefitting the most.

Australia’s minerals sector, for instance, saw a significant uptick in coal exports to India. India’s fast-growing economy and rising energy demands have made it a key destination for Australian thermal coal. 

In the financial year 2023, exports of Australian coal to India surged by 50 per cent, positioning India as Australia’s third-largest coal market. This success reflects the strategic alignment between the two nations’ economic priorities.

Leveraging Digital trade and innovation

One of the key enablers of Australia’s export strategy post-pandemic has been the emphasis on digital trade. The Australian government recognised that digital technologies could offer new ways for exporters to engage with international markets and overcome the logistical challenges posed by the pandemic.

Through programs like the Digital Services Trade Strategy (DST), the government aimed to help businesses leverage digital platforms to facilitate cross-border trade. 

Exporters in sectors like fintech, edtech, and digital health have been able to expand their reach into key markets in Southeast Asia, the Middle East, and North America.

Edtech companies, for example, saw increased demand for their services in India and Indonesia. The ability to deliver education solutions online allowed Australian edtech firms to build new customer bases in regions where traditional education delivery was disrupted. 

This innovative approach helped many businesses not only survive but thrive in an increasingly digital global marketplace.

Sustainability as a selling point

Australia’s success in exporting goods and services post-pandemic also stems from the global emphasis on sustainability and green growth. 

With more countries prioritising sustainability in their economic recovery strategies, Australian businesses have capitalized on this trend by aligning their exports with these demands.

The mining sector has increasingly promoted its sustainable mining practices, while the agriculture sector has emphasised its clean and green credentials. Australia’s clean energy exports—particularly green hydrogen—are set to grow exponentially as countries around the world strive to meet net-zero emissions targets.

In May 2023, Australia signed a Memorandum of Understanding (MoU) with Germany to collaborate on green hydrogen production and export. 

This partnership positions Australia as a future powerhouse for renewable energy exports, with Germany set to become a key market for Australian green hydrogen by 2030.

A blueprint for resilience

Australia’s recent export success story is a testament to the nation’s resilience and adaptability in the face of global challenges. Through proactive diversification, strategic trade agreements, digital innovation, and a focus on sustainability, Australia has secured its place as a dynamic player in global trade. 

This approach offers valuable lessons for other countries seeking to navigate the complexities of a post-pandemic global economy. By embracing new opportunities and pivoting when necessary, Australia’s exporters have not only weathered the storm but are now well-positioned for continued growth in the coming decade.

The post Australia’s export boom: How diversification and innovation are driving success appeared first on Australian Manufacturing.

Bidirectional charging, particularly vehicle-to-grid (V2G) technology, is emerging as a critical component of Australia’s energy transition. 

A new report commissioned by the Australian Renewable Energy Agency (ARENA) and prepared by enX, titled V2X.au: Opportunities and Challenges for Bidirectional Charging in Australia, offers an in-depth look at the vast potential of this technology in the country. 

The report outlines how V2G technology could play a crucial role in supporting Australia’s National Electricity Market (NEM) and overcoming some of the energy challenges the country faces as it shifts towards renewable energy.

The potential for V2G in Australia

V2G technology allows electric vehicles (EVs) to send stored power back to the grid, functioning as mobile batteries. This could be a game changer for Australia’s energy storage needs. 

According to the report, by 2050, the projected energy storage capacity of the country’s EV fleet could be four times larger than the total storage required by the NEM. 

With just 10 per cent of this capacity in use, it could meet 37 per cent of Australia’s storage needs, reducing the need for large-scale battery infrastructure and offsetting around $94 billion in storage investments at today’s prices.

Economic and consumer benefits

One of the major findings of the report is the potential for V2G to provide significant economic benefits for both consumers and the broader energy market. The cost of enabling V2G is relatively low, as it requires only a marginal increase in the cost of a V2G-capable EV charger. 

Additionally, the battery comes as part of the vehicle, making it a highly cost-effective solution compared to large-scale battery storage.

In residential contexts, V2G could enable households to save on electricity costs, especially when paired with time-of-use (ToU) or dynamic pricing tariffs. 

The report’s modelling shows that in some cases, EV owners using V2G could make a profit by selling energy back to the grid at peak times, especially in regions like New South Wales and South Australia.

Challenges to adoption

Despite its immense potential, Australia is currently lagging behind other countries in terms of adopting V2G technology. 

The report highlights several obstacles, including a lack of a cohesive policy framework, complex regulatory standards, and limited engagement with international standards development. 

Unlike jurisdictions like California, South Korea, and parts of Europe, Australia’s policy and technical landscape remains fragmented, making it a difficult market for original equipment manufacturers (OEMs) to introduce V2G products.

In addition, the Australian energy market’s regulatory frameworks are not yet fully prepared to handle the widespread integration of V2G technology. 

The current AS 4777.2:2020 standards for grid-connected inverters, which apply to solar and stationary batteries, are not yet adapted for bidirectional EV chargers. This has created hurdles for manufacturers who are unable to get their products certified for the Australian market.

The way forward

To fully harness the benefits of V2G technology, Australia needs to take a number of steps. The report suggests that the country adopt a national V2G strategy as part of its broader EV policy. 

This strategy should prioritise the adoption of flexible network tariffs that support bidirectional energy flow, along with reforms to grid connection standards to accommodate V2G?.

Moreover, early-stage commercial trials and targeted funding initiatives from ARENA could help facilitate the development of the necessary supply chain infrastructure. 

International collaborations on standards and product homologation are also crucial to overcoming Australia’s current regulatory bottlenecks.

The potential for V2G technology in Australia is enormous, with the capacity to reshape the country’s energy market and accelerate its transition to renewable energy. 

However, significant policy, regulatory, and technical challenges must be addressed to unlock these benefits.

The post The future of bidirectional charging in Australia appeared first on Australian Manufacturing.

As the world pivots towards sustainability, Australia’s manufacturing sector faces significant challenges in ensuring long-term water security. 

Kristi McLachlan, regional director, Water Australia Asia at Hatch, a global engineering and project delivery firm, has shared her insights on the critical role of water management in driving the success and sustainability of manufacturing in Australia.

Lack of holistic water security perspective

Australia’s manufacturing sector is grappling with a fundamental challenge: the nation lacks a whole-of-society perspective on water security, not just for drinking but also for industrial and commercial needs. 

McLachlan emphasised that this is a pressing issue that needs to be addressed immediately and into the future. “With the focus on a Future Made in Australia driving the renewables transition and the move to ‘net zero,’ water is a fundamental piece of the puzzle in the production of hydrogen and in the supply chain for transmission, generation, and storage,” she said.

One of the most concerning aspects, according to McLachlan, is the tendency to use water for one activity, only to create a cascade of other issues. “Our modus operandi is to shift risks rather than solve problems,” she explained. 

For instance, the sector often overlooks the potential of wastewater, which is typically discharged into the environment or stored in large dams.

McLachlan urged a rethink: “Wastewater is still a resource – it doesn’t necessarily have an ‘end of useful life.’ Other manufacturing industry players or even operators in other industries may have a use for it.”

The critical role of water in manufacturing sustainability

The urgency of prioritising water management cannot be overstated. As Australia drives towards an energy transition, the demand for water is increasing, particularly in the production of green hydrogen. “We’ve seen projects stopped due to the lack of consideration of water sources,” McLachlan noted. 

The push for rain-independent water sources, such as desalination plants, is growing, but these solutions are capital and power-intensive.

Moreover, McLachlan highlighted the growing importance of supply chain transparency from a social licensing perspective. 

“Water consumption and management is becoming increasingly a part of that consideration,” she said, adding that water authorities are tightening regulations on contaminants and organic matter in trade waste discharge, significantly driving up operating costs.

Quantifying water requirements in manufacturing

Water requirements vary across different manufacturing processes, influenced by factors such as climate, geography, and technology. McLachlan provided detailed insights into the water usage associated with various industries:

• Clothing production: The textile industry is notoriously water-intensive, with approximately 2,700 litres of water needed to produce a single cotton T-shirt. Manufacturing a pair of jeans takes about 8,183 litres of water.
• Food manufacturing: The water footprint of food production is equally staggering. For instance, it takes about 628 litres of water to produce a single litre of cow’s milk, compared to 371 litres for almond milk and 28 litres for soy milk. Grain crops also demand significant water, with 5,000 litres required for 1kg of rice.
• Hydrogen production: Hydrogen production requires a substantial amount of water, with 9-11 litres needed to produce 1kg of green hydrogen through electrolysis. Cooling water requirements can further increase the water demand, making hydrogen production a highly water-intensive process.
• Mining extraction: Mining operations are also heavy water users, with 500,000 litres required to extract and process a tonne of copper. Gold extraction demands about 1,060 litres of water per gram of gold. 

Steps to reduce water and consumption waste

Manufacturers must collaborate and innovate to reduce water consumption and waste. McLachlan suggested critiquing conventional practices and embracing new technologies. 

“Examples exist where we are looking at dry processing in mining, operating chemical processes at higher concentrations, and designing for zero discharge facilities,” she explained.

Moreover, the need for industrial processes that use less water should be at the forefront of manufacturers’ thinking. McLachlan advised that manufacturers explore shared practices and resources within their regions and industries to drive efficiencies and contribute to a circular economy.

Managing water requirements for hydrogen production

As the manufacturing sector pivots towards hydrogen as a clean energy source, managing the significant water requirements becomes critical. McLachlan advocates for a broader systems view of water resources, emphasising the potential of repurposing wastewater for hydrogen production. 

“When considering the water required for hydrogen production, a lot of the process water must be high purity. The current sources of high-purity water are almost fully allocated, which means conflicts and potential social license questions,” she warned.

Desalination plants, while providing climate-independent water sources, come with high costs in both capital and energy. Therefore, manufacturers must carefully evaluate the best use cases for these plants to ensure resilience without compromising sustainability.

The future of water security in Australia’s manufacturing industry

Looking ahead, McLachlan sees the intersection of the circular economy and Industry 4.0 technologies as key to enhancing water security in Australia’s manufacturing sector. “We can go better than traditional and conventional water usage and reusage practices,” she asserted. 

The rising costs of water sourcing and treatment are already driving a shift in how water is managed, presenting an opportunity for innovative approaches to contribute to a water circular economy.

McLachlan also highlighted Australia’s geographical advantages and technological capabilities as factors that can be leveraged to ensure long-term water security. 

“Our manufacturing sector is small but tight and open to digital transformation and disruption,” she said, pointing to the potential of machine learning and remote sensing in optimising water treatment processes.

The post Strategic water use in manufacturing: A blueprint for Australia’s future appeared first on Australian Manufacturing.

Despite being a cornerstone of Australia’s economy, the country’s steel manufacturing industry is currently facing a critical juncture amid intense global competition.

Professor Cori Stewart, CEO of the Advanced Robotics for Manufacturing (ARM) Hub, says the country’s productivity is at a 60-year all-time low, with the steel manufacturing industry at the epicentre of these challenges.

Australia’s manufacturing landscape today, particularly steel manufacturing, is a mix of traditional practices and emerging technologies. And while it continues to produce high-quality products, the entire sector still finds itself grappling with a multitude of issues, such as rising energy costs, environmental regulations, and an ever-increasing need for efficiency.

Professor Stewart says these challenges mean companies need to move beyond “business as usual” and adopt innovative strategies to be globally competitive. According to her, the answer lies in fully embracing the critical role of artificial intelligence (AI) and automation in Australia’s steel manufacturing sector.

Driving competitiveness and growth

It goes without saying that AI and automation are no longer just buzzwords in manufacturing. They are not just merely enhancing existing processes, but revolutionising the entire landscape. AI-driven systems can optimise production schedules, predict maintenance needs, and enhance quality control, leading to significant cost savings and increased productivity. Automation, on the other hand, eliminates the need for humans to handle dangerous or repetitive tasks, enhancing worker safety and freeing up human resources for more complex, value-added activities

“In the highly competitive steel industry, AI and automation is helping Australia realise business growth and competitiveness, commercialise research and development, address skills shortages, and compete in an economy that is rapidly decarbonising,” says Stewart.

Capitalising on green energy demand

The transition to a low-carbon economy presents both challenges and opportunities for the Australian steel industry.

According to the ARM Hub executive, the continuous growth in the manufacturing industry, particularly in steel production, was likely because of the global shift towards sustainable practices. However, she argued that the industry must embrace technological advancements to fully capitalise on these opportunities.

Addressing productivity challenges

Aside from Australia’s productivity levels being a cause of concern, manufacturers are also facing a low adoption rate of robotics. Out of 38 developed countries, Australia ranks 35th in robot population density in the sector. This represents a substantial gap in technological integration that puts Australian manufacturers at a significant disadvantage compared to their global counterparts.

Such lag in robotics adoption has far-reaching implications. Manufacturers in countries with higher robot density can benefit from increased productivity, improved quality control, and enhanced operational efficiency.

These advantages translate into lower production costs, faster throughput and rollout to market, and greater flexibility in meeting customer demands – all crucial factors in the highly competitive global steel market.

Creating upstream value in Australian manufacturing

Citing success stories in Australia’s AI and robotics integration, Stewart pointed to Boeing Australia’s delivery of the Ghost Bat autonomous warfighting aircraft and the automation of more than 700 Caterpillar, Komatsu, and Hitachi haulage trucks in the Pilbara mines.

“This is the kind of high-value, highly skilled industry Australia needs. We need it to back our steel industry and therefore we need to nurture our local tech capability.”

Looking to the future, Stewart advocates for a shift in focus towards creating upstream value in manufacturing, especially in steel production.

“Often we hear about companies creating downstream value (how they create jobs or attract vocational education training (VET) educated staff or low skilled workers) and we also need to ask different questions about how to create upstream value using highly skilled jobs, jobs that may not even exist yet but will soon; indeed it means companies investing more in high-value skills and high-value products than they are likely to now.”

All for a competitive edge

As a cornerstone of Australia’s manufacturing industry, the steel sector’s performance serves as a barometer for the overall health of Australia’s manufacturing capabilities. The integration of AI and robotics is not just an option; it is a necessity for its survival and growth in an increasingly competitive global market.

To address this crucial topic, leaders of the Australian steel industry will gather at the upcoming Australian Steel Convention 2024 in Brisbane from 8 to 10 September 2024. A highlight of the convention will be Professor Cori Stewart’s presentation titled “Finding Your Productivity Edge with Robots and AI.” For more information, visit steel.org.au.

The post Why the Australian steel industry needs to forge an AI-driven path appeared first on Australian Manufacturing.

Australia’s workforce is undergoing a transformative shift as automation technologies rapidly advance. The integration of artificial intelligence (AI), robotics, and machine learning across various sectors is reshaping the work landscape, impacting productivity, employment, and the nature of jobs. 

The rise of automation in Australia

Automation in Australia is not a new phenomenon, but its pace and scope have accelerated in recent years.

The advent of AI and machine learning has allowed for the automation of complex tasks that were previously thought to be the exclusive domain of human workers.

This shift is particularly evident in sectors such as manufacturing, logistics, healthcare, and finance, where repetitive tasks and data analysis can now be performed more efficiently by machines.

According to a report by the Committee for Economic Development of Australia (CEDA), up to 40 per cent of jobs in Australia could be automated by 2030, affecting over 5 million workers. 

While this presents challenges, it also opens up new opportunities for innovation and growth, particularly in areas such as advanced manufacturing, cybersecurity, and AI development.

Manufacturing and logistics

The integration of robotics and AI-driven processes has led to the creation of smart factories where production lines are increasingly managed by automated systems.

In logistics, automated warehousing and drone delivery are becoming more commonplace, reducing costs and increasing efficiency.

One notable example is the rise of Industry 4.0, which refers to the automation and data exchange in manufacturing technologies.

Australian companies like Siemens and Bosch are leading the way in implementing these technologies, enhancing productivity and competitiveness on a global scale.

Healthcare

The healthcare sector is experiencing a significant transformation with the adoption of automation technologies.

AI-powered diagnostic tools, robotic surgery, and automated administrative processes are reducing the burden on healthcare professionals and improving patient outcomes.

The use of telemedicine, accelerated by the COVID-19 pandemic, has further expanded the role of automation in healthcare.

Finance and banking

In the finance sector, automation is streamlining operations, from automated trading systems to AI-driven customer service chatbots.

Banks are increasingly adopting blockchain technology for secure and transparent transactions, while AI is being used to detect fraud and assess credit risks.

Companies like the Commonwealth Bank of Australia are leveraging AI and machine learning to provide personalised financial services, enhancing customer experience and operational efficiency.

Upskilling and workforce development

To address the challenges posed by automation, the Australian government and industry leaders are focusing on reskilling and upskilling initiatives. 

Programs such as the Manufacturing Industry Skills Alliance are working to identify the skills needed for the future workforce and develop training programs to meet these needs. 

Additionally, vocational education and training (VET) programs are being adapted to include digital skills and technology-based learning.

Looking ahead, the future of work in Australia will be shaped by the continued integration of automation. 

While the transition may be challenging, it also presents an opportunity to create a more efficient, productive, and innovative economy. 

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