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has highlighted the need for 5G technology. It also caused the use of virtual reality in businesses with most organizations offering employees and opportunity to work from home. Industries leaders’ immediate response to the crisis was to go digital and leverage Industry 4.0 solutions. Unfortunately, the potential asymmetry in adoption in the wake of the pandemic has caused some companies globally to freeze their I4.0 initiatives to preserve cash. Many manufacturers now focus primarily on survival and on reducing the damage caused by a pandemic. The financial crisis for producers is already leading to a significant reduction in non-essential expenditure and less needed investment. In a survey undertaken by KAM/ KPMG, manufacturers have had to rapidly change focus. The top three priorities for the majority of businesses before Covid-19 were to increase profitability, increase revenue and increase domestic market share. These strategies have now been pushed down the agenda and are overtaken by 78% were focused on reducing costs, 61% retaining jobs, and 53% improving cash flow. Companies are now on the recovery path and it is believed that as more businesses emerge from the crisis, the case for further digitization at scale will likely be stronger than ever.
3.2 The significance of Industrialization and Manufacturing sector to the Kenyan economy Manufacturing has been recognised as the main engine for vibrant growth and the creation of the nation’s wealth and:
a) Accounts for the bulk of world exports (77 per cent in 2014), is less exposed to external shocks, price fluctuations, climatic conditions and unfair competition policies and the price of manufactured goods tends to be more stable than that of commodities.
b) Has the potential to create strong forward and backward linkages with other sectors of the economy such as pharmaceutical, agriculture machinery and capital good and the services sector such as banking, insurance, communication and transport.
c) Has the potential to offer employment opportunities directly or indirectly.
d) Generates externalities in technology development, skill creation, and learning that are crucial for competitiveness. For instance, manufacturing is the main vehicle for technology development and innovation at various levels. Globally, 95% of firms’ R&D expenditure is undertaken within the manufacturing sector.
e) The internationalization of production and geographical distribution of the activities of multinational corporations (MNCs) has benefited manufacturing in the developing world more than other sectors of the economy. The trend towards the vertical disintegration of production activities means that developing countries have higher chances of integrating into global value chains.
Given the strategic importance of the manufacturing sector in Kenya, it must adjust to the challenges posed by COVID-19 and industry 4.0. As we work towards rebound strategies, we need to develop structures that work for the economy in the presence
or absence of a crisis. The manufacturing sector has continued to develop solutions to keep the economy moving, such as ensuring that there is no shortage of supplies and partnering with the government to develop rebound strategies.
3.3 Status of Technology, Innovation and Industry 4.0 in Kenya
Research and innovation are key to sustained industrial growth and manufacturing, to move past the initial successful stages which are often largely the result of foreign direct investments (FDI). It enables greater product diversification and competitiveness in the long-run. In Kenya and the wider East African Community (EAC), R&D is still weak. Kenya is at the early stages of industrialization, with activities mainly oriented towards the absorption and adaptation of foreign technologies into existing production structures and processes, including adaptive design of products for local markets. Some firms undertake reverse engineering imported capital goods; learn about performing maintenance and repair operations, and production/adaptation of spare parts.
3.4 Implications of I4.0 Post COVID-19
Under the current circumstance most manufacturers have the following priorities today: Phase 1 – Survival; Phase 2 – Recovery; Phase 3 – Renewed work in a new post-crisis life. The goal of all manufacturers is to get to Phase 3 as soon as possible at the lowest price. When we define for the Phase 3 an Operating Model, we need to consider the experiences of the crisis period and try to build a more resistant and agile business. I4.0 enables;
a) Visibility of real-time availability of raw materials, finished products, people and property using artificial intelligence and machine learning to continually review and reschedule activities and Robotic Process Automation (RPA) to support labour intensive activities.
b) Remote work and collaboration. Beyond basic contact- and location-tracing mobile apps and videoconferencing applications, machine-vision algorithms and wearable technologies, are also helping maintain safe distancing.
c) Manufacturers to automate data collection by adding sensors or directly tapping into machines’ programmable logic controllers (PLCs) to collect data and display it on live dashboards enabling monitoring factory performance remotely in real time. They can deploy interventions when needed remotely.
d) Utilization of mobile technology and augmented/ virtual reality to enable workers to more easily perform tasks for which they have not been trained. This could help with skills shortages due to isolation or restart of production technologies with digital twins and remote support from OEMs would improve resource availability.
e) 3D printing of spare parts stuck in the supply chain. f) Use of autonomous electric vehicles and AGVs to reduce dependence on people and to further help
with social distance.
4. Recommendations and Conclusions
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Engineering in Kenya Magazine Issue 002