The leap in quality of the manufacturing of the future requires a new deal of skills 4.0, first of all not to leave workers behind, given that in our country only 42% of adults have basic digital skills. Secondly, looking at young people, it is necessary to restore centrality to technical-scientific education, providing for legal recognition between ITS and the University. Thirdly, we need to change gear on continuous training, designing new structures and new forms of incentives for the workers of tomorrow. To these are added two other proposals, namely the quantitative objectives on digital training and 4.0, creating systems for measuring and monitoring performance and investment for the rebirth of the Italian Mezzogiorno.
Research
These are the five proposals born from the reflection triggered by the study “Skills and Competences for Intelligent Manufacturing”, carried out by The European House – Ambrosetti in collaboration with Philip Morris Italia. The data was collected with interviews with the top management of regions, educational institutions, ITS, social partners, universities, trade associations, competent ministries as well as surveys aimed at over 150 companies. “This study represents a very important starting point for elaborating the training offer of our Institute for Manufacturing Competences that we will inaugurate in Bologna next to our factory in the second half of the year, to support the development of advanced skills for the professions of the future in the world manufacturing. For me and for the more than 30,000 people of Philip Morris’ Italian supply chain, it is a pride to contribute to a project for the development and identification of skills for the manufacturing of the future “, explained Marco Hannappel, president and CEO of Philip Morris Italy, member of the Advisory Board in a seminar attended by Valerio De Molli, managing partner & CEO of The European House – Ambrosetti, Professor Giorgio Ventre of Federico II of Naples and Professor Alberto Di Minin of Scuola Superiore Sant’Anna of Pisa.
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The challenge of integrating company and territory
If the smart factory now seems to be an essential guideline for international competitiveness, it poses some system challenges, such as the integration between company and territory and the increasingly strong integration between hard and soft skills. However, one in five companies among those interviewed said they had difficulty in finding suitable professional figures, while 13% complained of a lack of skills among their workers. Moreover, among the employed in Italy, less than one worker out of two participates in training courses and almost half of the problems encountered within companies concern the ability of management to understand, direct and manage the changes that can be enabled by technology.
The shortcomings of traditional training
Data science, with 27% of companies saying it, is the first of the critical issues, followed by advanced IT skills, indicated by 18%, programming, by 16% and project management, by 13%. If we then look at the misalignment of traditional training channels, schools and universities, companies express a very strong dissatisfaction with the skills of graduates, as 88% say, and graduates, as 54% say. “Italy is a manufacturing power on a global level and the surplus of 111 billion euros generated by our industries is a cornerstone of our economic system – says De Molli -. The research carried out clearly highlights the fragility of the training system in support of the opportunities offered by Intelligent Manufacturing and suggests clear and incisive action proposals aimed at making the development of skills a development engine for the country system “. The theme, in fact, is not only qualitative. In fact, the study reveals important shortcomings also from a quantitative point of view: only one young Italian out of six studies Stem disciplines.
The centrality of needs analysis
However, in order for the interventions to be effective, it is essential to invest in understanding the phenomena on which we want to intervene before acting. This study highlights the areas on which it is possible to make a difference with actions aimed at developing certain skills – observes Di Minin -. There are two keywords that characterize these skills. The first is being empowering. Skills become enabling when they are at the center of a system of relationships, which enhances them by integrating them. The second key word is complementarity. The digital transformation we are experiencing places us in the need to identify the complementarities between skills. We are also noticing this from our observatory at the Sant’Anna School. There is no Open Innovation if companies do not base their alliance strategies on the combination of distinctive and complementary knowledge. This analysis by The European House – Ambrosetti, starting from the point of view of the main operators in the sector, provides us with a concrete map to help rediscover the centrality of the territories on whose manufacturing and digital development we want to bet ».