～Research on manufacturing in the IoT / AI era (Industry 4.0) and responding to changes
in human roles～―Π-Type abilities and to promote "manufacturing DX"―Japan Machinery Federation: Specialized Subcommittee for Manufacturing Human
Resources Survey in IoT / AI Era

1. First of all
1-1. Recognition of the times
It has been nine years since the German Industry 4.0 came out in 2011. The wave ofdigital transformation (DX) of manufacturing (Industry 4.0) has begun around the world,
including the advanced manufacturing and industrial IoT in the United States, and the eraof the fourth industrial revolution has arrived (Figure 1). The Japan Machinery Federation
has traced these overseas trends over the years since 2014. Industry 4.0 has now shiftedfrom the discussion stage to the implementation stage. In the discussion that follows,
instead of calling it the "IoT / AI era," we have decided to call it the era of utilizing IoT /AI.

Figure 1: Digital transformation(DX)of manufacturing in the world.
Source:Nippon Steel Research Institute (NSRI)

1-2. Examination of manufacturing environment
In recent years, with the increase in geopolitical risks represented by the US-China
conflict, skepticism about globalization has emerged. In addition, the threat of natural
disasters is increasing day by day, and the demographics in Japan are also declining morethan estimated. These kind of uncertainties are considered to increase year by year.
Considering the business environment surrounding the manufacturing industry, thewave of vertical integration by IT companies such as GAFA is spreading to the1manufacturing industry. The wave of the fourth industrial revolution is affecting not only
manufacturing companies in the developed world, but also those in the developing world.
China, which has declared that it wants to become a world power in manufacturing, is also
putting a lot of effort into promoting digitalization, and with some fields coming out aheadof Japan, the leapfrog phenomenon is becoming a reality there.

1-3. Industry 4.0, DX and Manufacturing DX
The concept of Industry 4.0 has had a huge impact around the world, and similar efforts
have been extended to fields other than manufacturing. For example, logistics 4.0, small
and medium-sized enterprises 4.0, “Mittelstand“ 4.0, transportation 4.0, health and safety
4.0, labor and work 4.0, education 4.0, vocational training 4.0, continuous learning 4.0, andmany other 4.0s are advocated in each field. Thus, in various fields, utilization of digitaltechnology is progressing, which is called Digital Transformation (DX).
The Specialized Subcommittee has discussed and considered the path to proceed with
DX, taking into account the Japanese characteristics and history of the country. However,since this Specialized Subcommittee is a gathering of machine industry companies, it has astrong commitment to MONOZUKRI or Japan-specific "manufacturing" , we decided tocall it " Monozukuri DX” or “Manufacturing DX.

1-4. Only leaders can growAccording to the report of World Economic Forum, “ Forth Industrial Revolution
Beacons of Technology and Innovation in Manufacturing ”, it compares three groups,
companies adopting AI before others, their followers, and those who do nothing, andconcluded that only leading companies can grow and dominate the market (Figure 2). The
success or failure of the promotion of DX depends on whether you start to begin DX before
you discuss it. It is important to recognize that we are on the brink of whether or not toaddress DX.
A group of companies that
pioneered the adoption of AI
within the first five to sevenyears

A group of companies that will
follow their predecessors andadopt AI by 2030
A group of companies that
won't adopt AI until 2030
Figure 2 Changes in the index of the cumulative Cash Flow of the pioneering AI adopters
Source:：ＷＥＦ：White Paper January 2019 In collaboration with McKinsey & Company
2
Revolution Beacons of Technology and Innovation in Manufacturing1

Fourth Industrial

Examples of DX include collecting data using IoT and starting predictive maintenanceusing AI. These all correspond to the partial digital technology implementation stages in
the individual manufacturing processes. However, you need to be aware that if you aresatisfied with these steps, you will sooner or later lose competitiveness.
Rather than staying within the existing network, it is necessary to build a larger networkby connecting and expanding these networks one after another. In other words、not only
do we need to connect the various trading chains we already have with digital tools, but
we also need to expand more beyond traditional trading chains. On top of that, it isnecessary to establish a solid competitiveness and growth potential by networking as muchas possible chains (constructing an ecosystem).

２. The stance of this Specialized Subcommittee
2-1. A common sense of crisis in this Specialized Subcommittee
The Specialized Subcommittee has been working on DX issues for six years since theprevious committee. As a result, we began to feel a sense of crisis that if we did nothing, thevarious strengths unique to Japan that the postwar Japanese machinery industry had built
up would be eroded under the forth industrial revolution.
One of the great features of digital is its incredible speed. In other words, not only doelectronic devices carry information at high speed, but also the speed of business must be
adjusted to that speed. It is important to be able to cope with this change.

2-2. Why “Monozukuri DX “ or “Manufacturing DX”
The most important thing in manufacturing DX is how to adapt to the digital concept
and the speed of digital, while at the same time making it compatible with the basics ofmanufacturing. Is it possible to smoothly respond and adapt to the difficulty of balancing
this? It's an unprecedented challenge. At the same time, the challenge of manufacturing
DX is to enhance international competitiveness by incorporating technologies that makefull use of the characteristics of digital technology.

2-3. Digital characteristics that should be utilized
Digitalization is characterized by its overwhelming speed. It not only shortens processing
time, but also contributes to cost reduction. This is supported by the “hollowing-out effect”
that connects the "source of data" and the "use of data" and also by the advancement ofsoftware technology. Behind this are the following characteristics of digital: That is, (1) it
can be shared and analyzed immediately, (2) it can be copied and moved instantaneously,3(3) it has high reproducibility (restorability), (4) the moving cost is almost zero, (4)deterioration due to transmission and copying is extremely small, ⑥Easy data storage, ⑦
Low storage costs, ⑧Easy cooperation between companies.

３. What is Monozukuri DX?
3-1. Concept of Monozukuri DX
Let's consider “ Monozukuri DX ” . Here we take the production process of the
manufacturing industry as an example.
The point is that the purpose of promoting DX is not to “introduce DX”, but to discoverand solve the real problems in the production process. The problem to be discovered lies in
the gap between AS IS (as is) and TO BE (as it should be) (Figure 3). Once the problem isclarified, digital tools as a means of solving it are almost already in the world.
With dramatic technological progress, various simulations can be tried by making full useof software in cyber space. As a result, for example, it is possible to try even "a case that
could not be conceived in a test of a real machine".
In the conventional method, it took a lot of time to make a real machine in the real world.
However, in the world of manufacturing DX, it is possible to make a prototype that is as
close to completion as possible, in a very short time efficiently by utilizing simulations basedon “DT(Digital Twin). This is the concept of CPS (Fig. 3) in case of production process.
By utilizing digital technologies such as IoT, BD, AI, and “DT”, manufacturing can be donequickly and efficiently. Furthermore, by utilizing the technology of AM (additive
manufacturing), the manufacture of three-dimensional shapes that was impossible withconventional processing technology became possible.

Image of CPS

Observation of the current situation (understanding of gaps
from comparisons with the way things should be)
Current physicalworld(as is)

Targeting the data
to be collected

Manufacturing human resources
Mathematicalmodel peculiar to
manufacturing
such as 3D CAD

Building a sensor
network withsensors andcommunication
devices

Virtual world
with digitalmodel

Collection andstorage ofbig data

Simulation-basedsolution
outputDT(Digital
Twin or model)
construction
and simulation

Digital human resources
Construction of data model(generated from big data suchas operation data of production
equipment and sensor data)

To the physical world
as it should be.

Pre-processing of collected data
(scrutiny of data errors, omissions,deficiencies, inconsistencies, etc.)

Supporting knowledge creation with AI(data analysis, visualization, optimization,
prediction, etc.)

Figure 3 From AS IS to TO BE (by building CPS that makes full use of IoT, BD. AI)
Source:Nippon Steel Research Institute (NSRI)

4

3-2. The image of Monozukuri DX
The age of Monozukuri DX is an age of IoT / AI utilization. It is an era where you canbenefit from technological innovation represented by IoT / AI. An era where various evolving
digital technologies can be used both vertically and horizontally. To win the competition withthe world, the thorough DX and gaining the agility of digital technology will be the key to thegame in both corporate management and manufacturing. In other words, the era of competingon how to promote the DX to incorporate the speed of digital technology into the management
and production of the manufacturing industry has come. That is the most important point of
the manufacturing paradigm shift of the manufacturing industries.
Various networks are created by the Monozukuri DX. It spreads to the engineering chain,and further to the supply chain (SC) and products and services. In this way, smart factories,
smart SCs, and smart connected products and services are generated. This connection extends
from headquarters staff to internal factories as well as domestic and overseas factories, local
suppliers, universities , research institutes, even rivals and users.
A world of networks will be created one after another as so-called Connected Industries(Fig. 4). Once connected to the network , you can get the information you need when you
need it. It allows sharing of the visualized information. You can make decisions for overall
optimization. You can create new business through new digital networks. When this functionsorganically, it becomes an ecosystem, and its spread and overlap lead to the world of Society
5.0.
《Supply Side》

One Circle of Information

Open
Innovation

Visualization
inside the factory
Visualization of
Supply Chain

Network

Supply Chain

NetworkInbound logistics
Procurement, manufacturing and shipping

Network

Digitization

Factory
Factory

Digitalization of orderinformation

Connected Smart Factory

Network
Factory

Outbound logistics

Network

Network

Network

Cyber World
Network

Connected
Smart Products

Customermanagement,
usage studies,
production
planning,
production
preparation,
development
and design,
production
technology
etc.

Network

Network

Visualization with customers
Information on
the point of saleOne
Circleofoperating conditions
Information
Customers

One Circle of Information

and usage environment
information《Demand Side》
Figure 4: DX: A world in which related parties are connected under a circle of information
Source:Nippon Steel Research Institute (NSRI)

5

The dominant forms of thinking in the traditional manufacturing industry include
analytical Cartesian thinking that delves into various problems at the site in a "closed"
environment and deepens tacit knowledge related to the site. On the other hand, in the
manufacturing industry in the new era, in a world that is open and connected, emphasis isplaced on system thinking, design thinking, and the like that try to capture the whole, rather
than being captured by parts. In addition, emphasis is placed on Breakthrough Thinking
and speed in challenging the use of digital tools, creating new value, and searching forknowledge.

3-3. Direction for Manufacturing DX
Assuming a manufacturing environment in which only uncertainty can be reliably
foreseen, the most important strategy for corporate management is how to strengthen theability to respond to fluctuations. The concrete measures are hard to imagine other than
how to promote "Monozukuri DX" quickly. Speed is key. This is the true nature of the"Paradigm Shift of manufacturing industry “.
What we have assumed in the discussions of this subcommittee is neither "demanufacturing" nor "business model theory". Nor is it in a position to improve the
manufacturing industry as it is. By advocating " Monozukuri DX", we aim to become an"attractive manufacturing industry" for next-generation human resources.
The manufacturing industry at present includes, for example, problems such as “coldtreatment of non-managers such as professionals and technicians” or “consensus creation
by “ Nemawashi ”

inside the organization ” . On the other hand, the “ attractive

manufacturing industry ” can provide instantaneous visualization and decision-making
support through “information sharing between remote areas” by means of Monozukuri
DX. Moreover it makes it possible to try out new business that can emphasize the aspect of"I can challenge” and to have entrepreneurship.
The new manufacturing industry that we should aim for must be able to shift to anindustry that can attract young and talented male and female students in inter-industry
competition with IT companies and others. Whether the existing manufacturing industry
can be transformed or not depends on the success of "manufacturing DX" promotion.
Monozukuri DX needs to be based on the commitment to manufacturing as a machineindustry that reflects the national character and history of Japan. At the same time, we needto gain the speed of both business and works through digital transformation. Such efforts
will also transform the Japanese manufacturing industry in a way that appeals to students
seeking employment.

6

4. Key points in promoting Monozukuri DX
4-1. Discovery and expansion of cooperative areas and construction of Π-type capabilities
The Subcommittee focuses its discussions on the production process. This is because it
is considered to be a theme that is easier to take on the common playing field than the issuesof production and services. Based on that, we considered the role of human resources who
can promote Monozukuri DX, the necessary abilities, and the image of human resources.
The promotion of Monozukuri DX is to shift from a traditional, independent, closed,competitive world to an open and connected world(Figure 5). In order to discover and expand
the area of cooperation, it is necessary to build a new network called “ecosystem” that is“connected” by digitalization. The question is how quickly we can switch to a new world.
New eramanufacturing withspeed

supplychain

suppliers

Open

users

Connected
headquarters
staff

Digitalmanufacturingindustry
Mainly analogueemphasis on digital

Existing production
systemΠ-shaped teams and human resources
TAKUMI4.0:The ultimate Π-shaped talent

ClosedHuman resources for promoting
Monozukuri DX

Monozukuri DX

closed conventional
manufacturing

Figure 5: Image of Monozukuri DX (Digitalization of Manufacturing, Paradigm Shift)
Source:Nippon Steel Research Institute (NSRI)

In order to realize Manufacturing DX, it is necessary to cultivate Π-type skills that canbe used in both Manufacturing and Digital. However, Π -type abilities cannot be
obtained overnight. Therefore, a team of Π-type is formed by both experts, aiming toacquire not as individuals but as a team (group). This is the task at hand. On the other
hand, developing and supporting human resources aiming for Π-type skills (Π-typehuman resources) is a long-term issue.

4-2. "Type 2.0" aiming to build Π-type capability
Based on TAKUMI 4.0 advocated by the specialized subcommittee before the current
one 、 we focused on the acquisition of Π -type abilities in order to identify how
manufacturing professionals, such as modern artisans, can acquire knowledge and knowhow for using digital tools. The conventional word of “ Π -type “ was a name that
represented two specialized fields. An area that requires both mechanical and electrical
specialties is called mechatronics. This is an example of the conventional Π-type. In this"Monozukuri DX", we decided to describe it as "Π-type 2.0 "(Figure 6). This 2.0 means
7the following extensions of Π-type: That is, the entire flow of expansion from Π-type
team → Π-type learning → Π-type ability → Π-type human resources is called Πtype 2.0.

Π-type 2.0

Traditional Π-typeΠ-type teamTranslation andbridging personnel

broad knowledge

Digital literacy

Manufacturing literacy

Digital literacy

Manufacturing literacy

Digital fields

Manufacturing fields

Digital human resources

Manufacturing
human resources

Extension of Π-typeSpecialty B

Specialty A
Ex.Mechatronics

Learning in
Masteredas an
an organizationindividual

Learning inan organization

Mutual learning

Unlearning／Digital Mind

Figure 6: Traditional Π-type, Π-type extension, Π-type 2.0
Source:Nippon Steel Research Institute (NSRI)

4-3. The wall (gap) to overcome
In order for the manufacturing industry to utilize digital technology, the conditions(walls, gaps) for promoting Monozukuri DX must be overtaken. The Special
Subcommittee indicates the following four conditions (hereinafter referred to as “gap”) ,standardization gap, lean gap, mind gap, and skill gap. To fill the standardization gap, it isnecessary to standardize work and knowledge and create textbooks that are common in
the industry. To fill the lean gap, it is necessary to thoroughly introduce the lean
production method(TOYOTA Production Method). To fill the mind gap, you mustembrace the digital mind. To fill the skills gap, you must acquire digital skills. In order topromote Monozukuri DX, it is necessary to make efforts to bridge the four gaps.

4-4. From a traditional control management type to a flat Π-type organization
RTB (Run the Business) which is traditional organization firmly supports the profit baseof conventional manufacturing. On the other hand, CTB (Change the Business) paves theway to the next era, while taking charge of the planning and promotion of Monozukuri
DX(Figure 7).

8Management (CDO, etc.)
conventional business

DX promotion business
DX Promotion Team(Π-type)Accumulation of
DX achievements
Visualization of results/utilities

Progress of smart factory

Impact by DX
DX promotion

Progress of smart factory,
Progress in smarter engineering and supply chains
DX promotion
Efficiency, productivity, flexibility, variability
and business expansion

Figure 7: Division of roles between CTB and RTB
Source:Nippon Steel Research Institute (NSRI)

The CTB team gathers not only experts in various fields of manufacturing but also
various experts from the digital field. This team will be an autonomous decentralizedorganization that requires bold team management, such as repeated trial and error. It isnecessary to bring together each specialty in line with the team goal of promoting
Monozukuri DX.
Therefore, It will be a flat Π-type team instead of the traditional management andcontrol-type team.Its goal is achieved by bringing together the power of the team / groupmembers.
AI specialist
LeaderΠ-typeflat organization
Monozukuri
human resources

Network
specialist

Data
scientist

Figure 8:Image of a flat Π-type organization
Source:Nippon Steel Research Institute (NSRI)

4-5. Producer-type and support-type leader indispensable to the new organization
Producer-type and support-type leaders are suitable for CTB team leaders. Such leaders
are required to be of a type that is different from the types screened by conventional
personnel evaluation systems. The CTB team in charge of promoting manufacturing DX
has members who have their own specialties and it is necessary to fully utilize the talents ofeach member. The leader of the CTB team is required to build and create the team and its
9images so as to realize the goal of the CTB team, and is also to support the team member
with a sense of "like" to back up.
That is why the team itself should be a flat Π-type organization, not conventional
pyramid type.

5. What is required for Π-type ability
5-1. Digital mind, unlearning, and continuous organizational learning
Digital mind and digital literacy are the another Π-type abilities, other than Monozukuri
literacy, required to promote Monozukuri DX. Digital mind is a kind of strategic thinking
such as customer-oriented, idea-oriented, flexible and quick response to fluctuations, early
implementation while quickly repeating experimental verification, and minimal rework. It
is also the attitude and mindset to intentionally use such thoughts.
In order to acquire a digital mind, it is necessary to learn not only system thinking but
also design thinking, lean startup thinking, agile development thinking, and module
thinking. To organize and operate a Π -type team, it is difficult to extrapolate fromconventional ideas, experience and know-how. Therefore, it is necessary to once throw
away the inertia and practices bound by traditional knowledge (unlearning) and relearn
new ideas unique to digital (digital mind).
Unlearning is the elimination of stereotypes and beliefs, or the destruction of what wehave learned. Technological innovation in the digital field is progressing rapidly. It is aworld where changes which are so-called exponential functions, are taken for granted.
Unlearning as well as continuous learning ability as an organization is required.

5-2. Building of Π-type abilities and Securing and training Π-type human resources basedon the essentials of manufacturing
The development of human resources for Monozukuri DX depends on the constructionof Π-type ability that has both literacy of manufacturing and digital literacy. Therefore,
it is desirable to continue to secure the "requirements of manufacturing" and make themost of the digital characteristics without compromising the features of the conventional
manufacturing industry. In other words, it would be ideal to be able to freely use digitaltechnologies such as IoT and AI, VR / AR / MR, AM, and robotics as well as literacy inmanufacturing. From the long-term point of view in the Monozukuri DX, Π-type humanresources who wear "analog" as well as "digital" will play a leading role.
In the future, it will be the Π-types who will drive the manufacturing industry throughMonozukuri DX. They are digital natives and “excellent students”, oriented to scienceand mathematics. The future of manufacturing depends on the transformation into a10

“dreamy and attractive manufacturing industry” that can fascinate such young people.
We have to be able to compete with other industries. "Monozukuri DX" will penetrate
into various fields of the manufacturing industry and forces us to shed from thetraditional shell. It all comes down to the success of “Monozukuri DX”.

6. Challenges required for Monozukuri DX
6-1. Creation of professional qualification in Π-type abilities
The acquisition of Π-type abilities is a difficult task. Therefore, it is desirable to visualize
and systematize the levels ofΠ -type competence by classifying them into

beginner/intermediate/advanced/TAKUMI4.0.
Level-specific qualifications in Π-type competence can be a learning goal for thoseseeking to acquire Π-type competence. As a result, it is expected that the number oflearners who aim to acquire Π-type abilities will increase.
Digital Expertise
Procurement and development of human resources

Manufacturing
human resources
Mutual Technology Learning through Pairing

Π-type team leadersand members

Π-type Team
Increase in the numberof Π-type teams

Today's artisans
beginner

Π-typeorganizationpassing on the skills of artisanscooperating in the digitization of artisanshipintermediate

training successors(Narrow sense)

advancedcreating new artisanshipin the digital age

TAKUMI4.0 :The highest grade ofΠ type ability qualification. At thelevel of mastering the technicalskills of outstanding manufacturing,as well as mastering the use ofdigital technology.

the role of the master in the digital age(Broad sense)

Π-type abilities

Figure 9: Image of acquisition of Π-type abilities of manufacturing human resources
Source:Nippon Steel Research Institute (NSRI)

6-2. Education to face the Fourth Industrial Revolution
Historically, the Industrial Revolution required new education, and education haschanged its content in a corresponding way (Figure 10). From the 1st Industrial Revolution
to the 3rd one, it required a skilled worker and an engineer. Each industrial revolution has
been supported by human resources with expertise in "machinery," "electricity," and"information and electronics. The Fourth Industrial Revolution is a digital world and11requires Π-type combinations. The problems discussed most in the special sub committee
are about how traditional experts in each field can acquire "digital" , and to master Π-typeabilities.
Researchers anddevelopers ofadvanced digitaltechnologies

Users ofdigitalservices
DX walls

DX walls (Inadequate preconditions for proceeding with DX)
digitalMachinery Artisans

Professional Engineer by Field

Professional Engineer by Field

Higher education, dual expertise in manufacturing and digital, and literacy

Π-typeSkills Gap

Cartesian Thinking

Artisans

Professional
Engineer by Field

Artisans

Mechatronics

Electricity

Mind Gap

Monozukuri Literacy

Informatics/
Electronics

Breakthrough Thinking

Digitalserviceproviders

Digital Literacy

DigitalNeed for Continuing Education

STEM/MINT

secondary education
elementary education

STEM/MINT

Figure 10:Education,literacy and skill gap corresponding to each industrial revolution
Source:Nippon Steel Research Institute (NSRI)

It is necessary to consider and build the new education system in response to the 4th
Industrial Revolution. Companies should work together to build a continuing education
system. On the other hand, educational institutions must further focus on science andmathematics education and informatics education in order to face the Fourth Industrial
Revolution. For human resource development to acquire Π-type abilities, it is desirable tocombine industry-academia collaborative education, which is a combination of classroom
lectures and practical training.

7. At the end ～Promotion of manufacturing DX
The Monozukuri DX that is required in Japan today is not merely a “reform of the current
business ” or a level of aiming for the partial optimization “ Kaizen ” that Japanesecompanies have been good at so far. It is to review the current situation from the bottom of
it and to reorganize it into a new digital process that can achieve total optimization.
Furthermore, it is necessary to step into a radical change in the current business model. It is
to tackle "real reform" and "destruction and creation". This effort is a reform itself to survive
the era of speed competition without missing out on the paradigm shift. Already, Germany's“2030 Vision for Industrie 4.0” (March 29, 2019) states that Industry 4.0 has fundamentally“changed” its production mechanism.
12This subcommittee focuses on the importance of “Monozukuri DX”. In order to promote"Monozukuri DX", it is necessary to build Π-type ability quickly and steadily. Therefore,
we proposed "Π-type 2.0", which is an extension of the conventional Π-type concept. Thisis a concept that encompasses the entire flow from Π-type teams to Π-type learning, Π-type abilities, and Π-type human resources. Our aim is not to aim for DX itself, but tofreely use various digital tools based on the awareness of problems in the machine industry.
That's why we call it Monozukuri DX, not just DX.
What is the new way of learning that is required to develop the human resources in the new
era?
Continued learning in accordance with Π- type 2.0 is required for already employedpeople. The next generation needs an opportunity to experience the wonders of
manufacturing. In addition, it is necessary to reform the system of the school toward the
direction that places more emphasis on Π-type learning and practical education. On theother hand, one of Japan's new strengths in the era of Monozukuri DX will be the creationof a system that enables the conversion of advanced tacit knowledge generated by "Takumi(Master craftsman)" into formal knowledge. This "Takumi" needs to be regarded as "aperson who can always think about value" and is also a symbol of Japan's strength. In thelong run, such commitment to Monozukuri and the promotion of Π- type 2.0 will create
the dream and charm of the manufacturing industry.
What is most needed now is to spread the understanding of "unlearning" in order toacquire Π-type abilities in various fields. "Unlearning" is to relearn digital once you havewiped out the experiences and ideas you have been accustomed to. For example, in orderto further expand the areas in which each organization should work together throughMonozukuri DX, each stakeholder must be prepared to make a significant change in their
management attitude. Industry-wide common textbooks need to be developed so thatstudents can learn Π-type abilities.
However, in order to do so, it is necessary to deepen mutual understanding among
stakeholders and to engage in industry-academia-government collaboration. The
environment surrounding employment is diversifying, including the increase in the numberof “ overseas human resources ” , and it is necessary to improve the management
environment through the development of appropriate laws. This requires discussion not
only at industry associations but also at the national government level. To fill the13

standardization gap, lean gap, mind gap, and skills gap, it is necessary to share awarenessand take measures through industry-academia-government collaboration. In all cases,"unlearning" is essential.
Science and mathematics students who should support the manufacturing industry aresaid to be moving away from the industry. How to appeal to the wonderfulness of the
manufacturing industry to them. This is a major issue that companies should work togetheron.
In order for the manufacturing industry to achieve sustainable growth and development,
it is essential to transform into a dreaming and attractive manufacturing industry.
"Manufacturing DX" may be the last valuable opportunity left for that. The industry must
tackle reform for Monozukuri DX quickly.

14