New technologies are taking companies to the next level

• Automatic collection of data from production processes and the use of artificial intelligence for this purpose creates enormous opportunities, also in the area of ​​prediction.
• In the past, when creating new lines, processes were simulated using cardboard models. This required significant financial outlay and offered no way to retrieve the data. Now, all this happens in the virtual world.
• The public sector has seen a quantum leap forward, driven by the pandemic and the need to provide remote services to residents. The mObywatel app is a prime example. Technology continues to create new opportunities, and the public sector should capitalize on them.
• We will discuss the digital transformation of Polish industry during the New Industry Forum (October 14-15, 2025) . Registration for this event is open .

What investments in the field of digitalization and other related elements of Industry 4.0, e.g. robotization, automation, have you made in the last five years?

"Digitalization is a key element of our strategy, both globally and locally. Therefore, in collaboration with the Fraunhofer Institute, we have developed a development path that encompasses six key areas, from computerization and connectivity to autonomous, independent process adaptability to changes."

This means that when implementing new projects, such as launching a production line, automation and robotics solutions are our priority, provided they are a worthwhile investment. This was the case with the production lines launched at the washing machine factory two years ago. We implemented numerous automated processes here, such as automatic bearing pressing stations and vat welding.

Additionally, we've automated our vision inspection stations, which we're currently refining to utilize artificial intelligence for the inspection process. We've also implemented a visualization system for the variant stations, displaying the parts required for installation in a given device – a significant support for our employees.

Another example is autonomous vehicles that deliver components to specific areas.

Automatic data collection creates enormous opportunities

"For several years, we've been focusing on automatically collecting data from production processes, and recently we've been using artificial intelligence for this purpose. The possibilities it creates are enormous, including in the area of ​​prediction. Therefore, by combining AI and machine learning, we'll know not only what happened in our processes, but also why."

We are considering further optimization and increasing the efficiency of our processes, primarily with the aim of reducing manufacturing costs.

What criteria dominate decisions about such investments? For example, targeted cost reduction, competitiveness, increased production or labor shortages, quality assurance, the predictions you mentioned, production planning and predictability, regulatory requirements, or customer demands?

- To some extent, all of the aspects you mentioned certainly influence the decisions we make, depending on the area in which we want to apply a given improvement or optimization.

When making decisions, we are guided by safety aspects of production, improving the quality of our equipment, and streamlining processes. These are key elements that directly translate into end-customer satisfaction. Cost effectiveness is also important to us. We invest in areas where they will generate a return.

Who are you collaborating with on digitalization? You mentioned the Fraunhofer Institute.

"The Fraunhofer Institute helped us define our strategy. We also collaborate daily with technical universities in the cities where we have our factories. The know-how of these universities translates directly into the development and implementation of new technologies . This collaboration not only involves students completing internships at our company, but also our employees serving as lecturers at technical universities. The passion and commitment of young people bring a fresh perspective on technological topics, often inspiring bold action."

Additionally, we participate in numerous conferences and panel discussions. These events provide an excellent platform for exchanging information, improving skills, and building networks.

Do you see any barriers on a national scale when it comes to this cooperation in introducing digitization?

"We're being proactive, seeking solutions through collaboration with technical universities. However, curricula need to be adapted to current business needs. I think this is happening, but it depends on funding opportunities. However, I don't see any significant regulatory barriers."

What are the current levels and effects of using collected data, especially production data?

- Something we've been working on for some time now is developing the potential of the Digital Factory . This solution is based, among other things, on a digital twin, which is a virtual replica of a real physical process.

In the past, we used cardboard engineering to simulate real-world conditions when designing new production areas. We tried to do this on a 1:1 scale. This wasn't necessarily done on the production floor due to space constraints, especially when remodeling existing stations.

Therefore, we used conference rooms, for example, to simulate the process, including material flows. Of course, this required financial resources, time, space, and a sufficient number of people. This method didn't allow for data recovery after the design process was completed, as the cardboard model was removed.

Now, all this happens in the virtual world, allowing for the development of a coherent, holistic solution for a new technology or a new area. This is extremely helpful in eliminating deviations and losses at the solution design stage.

Virtual simulation allows you to spot problems before the line is built

Through virtual simulation, we can identify problems before the process even occurs in real life . We invite direct production workers to participate in this process, where they begin their future work in a virtual world, wearing VR headsets.

The second topic is automated data collection, which provides insight into multiple process parameters . The question is: which of these parameters are crucial for process improvement and further refinement? We are conducting research and analysis to improve this process.

In this context, it is worth mentioning maintenance, where an approach based on predictive maintenance is important for us, i.e. we analyze data on potential failures or wear of components in the machine.

Prediction allows you to react before costly failures occur

This directly translates into optimizing maintenance schedules to ensure they are performed when needed. This approach allows us to respond before costly failures actually occur. We also use data collected autonomously during production processes for ongoing analyses, providing insight into the causes of problems.

We want to monitor machine downtime in real time and then pinpoint the cause of its downtime. Based on this data, we can create a Pareto advantage (a tool for visualizing and analyzing data based on the principle that 80% of results come from 20% of causes or effort – editor's note) in the long term, and address key issues using problem-solving methods. As a result, technology supports the development of a culture of continuous improvement, leading to waste reduction, savings generation, and cost improvement.

How do you assess the potential and risks associated with acquiring and exchanging data with B2B partners, i.e. suppliers and recipients?

We only exchange data necessary to complete transactions or business obligations. These processes are subject to data protection procedures and are constantly reviewed by the appropriate departments. They are conducted based on signed agreements that limit the scope of information to only the necessary data.

We have very effective control over what we share, with whom and for what reason.

How do digitalization and generally changes related to Industry 4.0 influence or will influence in the future the way organizational culture is managed in a company?

We view digital transformation as a long-term process that is strongly linked to change management—that is, managing change by building awareness, willingness to change, knowledge, and skills, but also by applying this knowledge and sustaining the results achieved. That's why we established an organizational unit called Digital Transformation. It operates both globally at BSH and locally in Poland.

New job positions have emerged due to digitalization . For example, we have digital project leaders and digital transformation leaders. In factories, positions such as automation and machine learning experts have emerged, for example in manufacturing engineering and maintenance. Employees are expanding their Industry 4.0 competencies in line with established development paths.

The entry of the younger generation into the market accelerates digitalization

We have also created platforms for building competencies and exchanging experiences. These are grassroots initiatives, one example being the community gathered around Power BI, which offers rapid data analysis, easy data integration, and interactive reporting. This allows us to provide organizations with training and build competencies in this area, drawing on available materials and the commitment of our employees, including internal trainers.

We're currently building a community for Power Apps users to enable them to create their own applications in the future. These changes are also a result of the presence of a younger generation in the workforce, who have grown up in the digital age and are demonstrating a need for digitization and digitalization of various solutions. We strive to create a space that fosters their development.

How do you assess the current system of educating personnel in specialties used in digitalization and Industry 4.0 in general? What changes are needed? What should be the role of the state and companies in this process?

The key to success in this area is close, partnership-based cooperation between the state, city authorities, municipalities, local governments, universities, and businesses. The parties must mutually understand each other's needs and goals and be able to adapt the education system to meet these needs.

We see very interesting initiatives, for example from the City of Łódź Office, which sent a survey to directors of vocational schools, secondary technical schools and businesses, asking how people entering the job market are perceived, whether they find employment easily, and if not, what the competence gaps are.

Such knowledge will help respond to existing needs in order to adapt teaching programs, especially at the level of vocational schools or secondary technical schools.

Building Industry 4.0 competencies is a huge issue

We're pleased with our collaboration with technical universities. Students leave with specific knowledge of the software available at universities. During their internships, they can both consolidate these skills and learn about the software we offer.

The education system for integrated Industry 4.0 is a challenge. These are vast issues, and building these competencies requires significant financial and time investment. In this area, cooperation between the state, universities, schools at various levels, and businesses is crucial.

In countries leading in digitalization, the public sector is also highly digitized. To what extent are the digitization of administration and state operations contributing to building a culture of innovation in society and supporting business in Poland today?

In the public sector, we've recently witnessed a kind of civilizational leap, paradoxically triggered by the pandemic. The need to serve residents while under numerous sanitary restrictions has led to the development of many new solutions.

An example is the mObywatel app, which allows us to handle some matters remotely. Technology is constantly creating new possibilities, and the administrative sector continues to receive many opportunities that it should take advantage of.

Of course, everything must be based on a long-term strategy to ensure the effectiveness of these activities, but digital transformation is certainly a great opportunity and possibility for the public sector as well .

How do you assess the level of awareness and protection against cyberattacks in industry? What actions should be taken, or rather, what actions should the government take in this regard?

Data security is very important to us. We focus on building awareness through education and training. We conduct internal audits to assess the level of security. Every new system we implement is validated against the highest security requirements.

However, if we are talking about the state and society, prevention is certainly the key action.

In terms of robotization, we're lagging behind the EU. Digital twins are still a rarity. There aren't very long queues at the data centers already established in the country. What, in your opinion, is the main reason for the slow digitization of Polish companies?

"There are many elements to this, including finances. Awareness of available solutions and the benefits they can bring to the organization is certainly key. It's important to invest where we can achieve a real return."

It's good to seek inspiration from others, be open to new solutions, and not be afraid of them. This is nothing other than change management.

We see no other path but to pursue digital transformation. Hence the previously mentioned long-term strategy, which guides our company's development in this area.

Of course, finances can be a constraint, especially for smaller companies with less capital at their disposal, but given global trends, doing nothing about it will cause these companies to fall behind.

What, in your opinion, are the reasons for the low use of artificial intelligence in Poland? For companies employing at least 10 people in European Union countries, Poland was ahead only of Romania in this regard.

"I think the topic of artificial intelligence is difficult because it's a process of accepting a certain change in the world we currently live in, in which we're accustomed to a certain approach and mechanisms. This certainly takes time. However, this is the direction in which we will develop as humanity globally, so we need to adapt to these changes."

At our company, we use AI to improve quality and safety, but also to prevent costs, for example, through predictive analytics in maintenance. We utilize the corporate ChatGPT, which simplifies certain aspects of our work. We also have chatbots and voicebots that we use in HR and service. We also utilize AI in administrative processes to shorten their turnaround times.

Do European and national digitalization megaplans, such as AI gigafactories, the use of artificial intelligence, and other strategies, offer any real support for digitalization? What should businesses expect?

"For now, we're just receiving the first media reports. They're certainly promising. However, we must also be aware that the effectiveness of these megaplans depends on how they are implemented, how transparent they are, how much funding is available, and how flexible the administration is. They must also be competitive with solutions already available on the market."

Is the new concept of Industry 5.0—combining technology, sustainability, and people-centricity, as well as companies' resilience to crises—an inevitable direction? Expectations for businesses and companies, both at the organizational and financial levels, are rising immeasurably with the introduction of Industry 5.0.

"The difference between Industry 4.0 and 5.0 is that a very strong human and environmental dimension is added, so that it serves people and society even more, rather than the other way around. This trend is inevitable, and to some extent, we are already observing it. Therefore, both tactical thinking and the ability to respond to current needs are crucial here."

Digital systems enable better energy management

We live in very dynamic times. New technologies emerge rapidly, and we adapt them to our environment, and then new solutions emerge. This process is moving us, and the environment in which we live and work, to a new level of maturity.

To meet these challenges, it's crucial to engage individuals who are adaptable to changing conditions and have the aptitude and willingness to learn. We strive to achieve this by designing career paths in the digital space.

To what extent does the digitalization of the Polish state and production and management processes support the implementation of sustainable development goals, i.e. ESG?

- In our case, I see this support on two levels - in the company's operations and the production of our devices, and in the products themselves delivered to the market.

Controlling buildings and facilities based on historical and current data regarding their operation is undoubtedly extremely useful. We utilize facility and infrastructure management based on continuous analysis and monitoring of key environmental and energy aspects, including temperature, humidity, and light access measurements.

We use similar techniques in our devices. Digital systems enable better energy management. For example, they enable devices to turn on when it's optimal based on current energy tariffs.

Cameras in ovens are able to recognize the food and automatically adjust the cooking process. They even turn off when they determine the dish is ready. This improves energy efficiency on the one hand, and improves cooking quality on the other. I think this is an extremely interesting area for our customers.