They support companies that are thinking about dual-use production. "People have to be at the center"

• Bartłomiej Haczek, who participated in the European Economic Congress , points out that the idea is for humans to be at the center, in close cooperation with machines, with robots. This is the idea of ​​Industry 5.0.
• Industry 5.0 goes beyond the idea of ​​Industry 4.0, as it is based on the implementation of new technologies and concepts that contribute to the transformation of the functioning of manufacturing companies.
• The difference is the role of humans in the production process. Industry 4.0 focused on automation, digitalization, and machine integration, while humans receded into the background. Industry 5.0, on the other hand, brings humans back to the center. Here, cooperation between humans and technology comes to the fore.

- We are now returning to human-centrism. The idea is to put humans at the centre, in close cooperation with machines and robots - explains Bartłomiej Haczek, Sales Director at High Technology Machines, in an interview with the WNP portal. - Using elements of artificial intelligence, which is to support us. But we do not want it to replace us. We need to act agilely and manage processes wisely. We cooperate with companies that want to enter dual-use production. The idea is for a company that manufactures products for civilian applications on a daily basis to be able to quickly retool its production and support companies in the arms sector, because there is a need to increase production there. As a technology company, we are able to improve competences - emphasizes Bartłomiej Haczek.

"We help clients raise the technological level of their plants"

Bartłomiej Haczek points out that the issue of developing the machinery park also arises here.

- We help clients raise the technological level of their plants, but we also raise the capabilities of their staff. Also, to help create leaders of change - says Bartłomiej Haczek. - We operate in each of these areas. We want to be recognized as a competence center that supports manufacturing companies in Poland in reaching a higher level of readiness for the production of precision components for dual-use applications, as well as current production, where competitiveness must be constantly sought. Not only in Poland, but also on foreign markets - concludes Bartłomiej Haczek.

- Our role as High Technology Machines is to improve our customers' processes - says Bartłomiej Haczek.

He also points out that it is also important to take care of staff development and improving competences. So that these human competences keep up with the possibilities that modern technologies bring.

- For it to be full cooperation and communication between man and machine, between robots and people - emphasizes Bartłomiej Haczek. - All this must work together to be able to create things that are up to new challenges. Another important factor is the flexibility that companies need to be able to quickly change over. We must take care to build our competitiveness not only on the Polish market, but also on the global market - adds Bartłomiej Haczek.

"We help optimize processes, increase the use of machines and devices"

Bartłomiej Haczek points out that the utilization rate of machines and devices should be increased, which unfortunately often remains at a low level. There is still much to be done in this area.

- We start from the audit level. First, we need to verify the production capabilities and their level of utilization - explains Bartłomiej Haczek. - We help determine the starting point and open up the perspective of development opportunities. Together with the company presidents and managers, we choose the directions in which we develop. At the same time, there is an indication of how specific processes can be supported. Of course, we focus on the field of machining. We help optimize processes, increase the use of machines and devices, or implement processes in a new way. It is important that there is the possibility of easy changeover - adds Bartłomiej Haczek.

The issue of openness of managers to change is important here. If these people have been building companies for years, there is sometimes resistance to introducing changes. Therefore, they need to be reached with the message that these changes will be beneficial for further development.