Robotics opportunities v6
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CSIRO is Australia's national science agency with over 5000 staff located across 57 sites. It undertakes $500M in externally funded research each year and is recognized as a top research institution globally. The Queensland Centre for Advanced Technologies (QCAT) is CSIRO's largest research precinct focused on resources industries. Data61 is CSIRO's data innovation group focused on areas like AI, IoT, robotics, and cyberphysical systems. There are many employment opportunities in robotics across fields like computer science, engineering, data science, and various industry applications like mining, manufacturing, agriculture and more.
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Robotics opportunities v6
- 2. CSIRO - Snapshot 62% of our people hold university degrees 2000 doctorates 500 masters CSIRO undertakes $~500M of externally funded R&D each year Top 1% of global research institutions in 14 of 22 research fields Top 0.1% in 4 research fields Highest number of citations per scientist in Australia Darwin Alice Springs Bakers Hill Atherton Townsville 2 sites Rockhampton Toowoomba Gatton Myall Vale Narrabri Mopra Parkes Griffith Belmont Geelong Hobart Sandy Bay Werribee Wodonga Newcastle Armidale 2 sites Perth 3 sites Adelaide 2 sites Brisbane 6 sites Sydney 5 sites Canberra 7 sites People = 5000+ Locations = 57 Budget = $1B+ Murchison Cairns Melbourne 6 sites Infra = $3.5bn Patents = 3000+ Partners = 1300+
- 3. QCAT - Queensland Centre for Advanced Technologies ● CSIRO’s Queensland Centre for Advanced Technologies (QCAT) is Australia's largest integrated research and development precinct for the resource industries. ● The establishment of the Centre flows from an agreement between the Australian and Queensland Governments in 1990 to expand and diversify the research and development activities undertaken by CSIRO in Queensland. ● The Centre commenced operation in 1992 and was officially opened in 1993. Following the construction of new facilities, Stage Two was opened in 2000. ● QCAT is a world class research and development precinct recognised for the excellence of its contribution to the mining, energy and manufacturing industries. ● Our goal is to increase the international competitiveness and efficiency of Queensland’s and Australia’s resource based and related industries. ● Staff – 340+ (Data61, Mineral Resources, Energy, Land and Water)
- 5. DATA61ENERGYHEATH AND BIOSECURITY CSIRO Business Units OCEANS AND ATMOSPHEREAGRICULTURE AND FOOD MINERALS MANUFACTURING LAND AND WATER
- 8. Archaeological Sites 3D SLAMTropical Rainforest Research UGV Navigation Historical Sites Architectural Documentation Mining Infrastructure Inspection UAV Mapping
- 9. Persistent Mobile Autonomy ASVs Science Rovers Autonomy, Planning Navigation & Control LGR C2H2 and CH4 Analyser CO2 and CH4 LGR gas intake GPS IMU Lidar Large-Scale UGVsAUVs Legged Robots UGVs Medium UAVs
- 10. BIA5 Titan ROCOS Comms bridge GUI Emesent Drone: Launch from Titan Georgia Tech MissionLab: Beyond Comms State Machine Sensing DARPA SubT Autonomy Navigation Sensing Multi-Agent Communication Dynamic Platforms UQ PhD Planning Behaviors 360⁰ (4x) Cameras DeNet + Embeddings LiDAR Object Detection *sponsors Topological Map Dropped Ubiquity Nodes Hexapod ESP32: Testing & Validation ↑ TRL Nav ( Fast motion & Neg Obstacles)
- 11. Employment Opportunities in Robotics Social Science - Ethics Human Factors Design / Materials Engineering Mechatronics Computer Science Data Science AI/ML Medical / Service Manufacturing Agriculture Construction Infrastructure Defense / Biosecurity Mining / Energy New Service and Manufacturing Industries UNI TAFE Schools SME OEM Adoption Support Creation AROSE: Australian Remote Operations in Space and on Earth
- 12. Smiling Curve of Value
- 14. Australia’s Advantage The biggest force acting on our business is low-cost competition from foreign producers. The only way we can succeed is by building smarter versions of our product and finding smarter ways to deliver it.
- 15. The Paradox If all the value is in pre and post production AND we are significant cheaper that our competitors – why is there such little demand?
- 16. A1. Proximity to Production Additive Manufacturing Internet of Things The 4th Industrial Revolution
- 17. A2. Cultural Bias of Work Farmer Miner Soldier Worker
- 19. We need to redefine Work It all comes back to the definition of ‘manufacturing’. What we end up exporting may not be a finished product, it may be a software package for a machine in another country.” —Jeff Connolly, CEO, Siemens Australia and New Zealand
- 23. How do we add value? Commodity Product Platform Services
- 24. Commodities
- 25. Products
- 26. No Collar Workers • Agile Culture - No fixed role descriptions - Augmentation not automation • Tech Fluency - Factory Floor to Laptop • HR for Humans and Machines - Focus on workflows New ways of working - human/machine collaboration
- 27. Skills required SLAM - Simultaneous Localization and Mapping Robotic Operation System Mission Planning Perception Backpack
- 28. Industry 4.0 (or the 4th Industrial Revolution) Transform John Broadbent @ Industrial Internet Summit
- 29. The 4th Industrial Revolution Its not about the technology Business Model Transformation That is revealed by connected value chains Which are enabled by Digital Technology (CPS) That is revealed by connected supply chains That is revealed by knowledge value chains
- 30. Knowledge Value Chains • “Knowledge Workers” are motivated by Autonomy, Mastery and Purpose • → Individual's contribution to innovation MUST be acknowledged • "Entrepreneurs" are motivated by demonstrating their value and will take ownership and control of innovation • → Individual's contribution to innovation WILL often be hidden or obscured The Challenge – competing forces https://www.youtube.com/watch?v=u6XAPnuFjJc Iron Law of Oligarchies Particularly this knowledge
- 31. How do we build sustainable knowledge values chains ? • Trust is critical • Transparent and open communications • Innovation Provenance • Can we use Blockchain ?? Or – how do we resolve the iterative prisoner’s dilemma? https://ncase.me/trust/
- 32. Trust across the planet Australia has a competitive advantage https://ourworldindata.org/trust BUT ??
- 33. So what is the problem? • We have a zero-sum view of the market - I can’t collaborate with my competitor • Our industrial ecosystem is immature - “Invisible, Fragmented and not Connected” - We find it very difficult to find one another. • RIMA is funded to 8.1M€.So we need to create Australian Tech Clusters and Networks
- 34. Efforts to Support the Robotics Industry in Australia Interested in creating a strong and sustainable robotics manufacturing industry in Australia
Notas do Editor
- We have a strong track record of commercial success. Our work has impacted the daily lives of Australians and those around the world. These are some of our top inventions.
- At CSIRO we take the issue of delivering positive impact at ‘scale’ seriously, and that focus now sees more than 50% of our total research effort conducted by assembling our researchers, others in key University partnerships along with industry, community and government stakeholders, into large-scale, cross-cutting research programs we call National Research Flagships. We currently lead 11 Flagships with our last two having come on board in June 2012 (Biosecurity, Digital Productivity). As a whole, our Flagship program is one of the largest scientific research programs ever undertaken in Australian. All of these Flagships are aimed at addressing one or more of the major innovation challenges facing Australia. They are goal driven, time bound and actively managed research programs. Fast failure and options approaches to research help ensure the focus is as much on the pathway to impact as it is on research outcomes. Engagement with end users and markets is central to this approach and if we don’t have a clear view of the end in mind, then we don’t keep doing the research. Stopping and understanding the pathway to impact is fundamental to the Flagship approach as it will most likely change the research or the way we need to do it. Biosecurity Flagship overview (June 2012) Goal: Support of Australia’s social, environmental and economic wellbeing by reducing the incidence of pest and disease incursions ($7B) and increasing the effectiveness of incursion mitigation and eradication responses ($14B) by 2042. Climate Adaptation Flagship overview Enabling Australia to adapt more effectively to the impacts of climate change and variability and informing national planning, regulation and investment decisions Goal: Equip Australia with practical and effective adaptation options to climate change and variability and in doing so create $3 billion per annum in net benefits by 2030 Digital Productivity and Services Flagship overview (June 2012) Grow productivity in Australia through frontier services innovation and unlocking the value of broadband communications. By 2025, the Flagship will create $4 billion in added value per annum for the Australian economy by developing and delivering more efficient and innovative services that improve citizen wellbeing and prosperity Energy Transformed Flagship overview The Energy Transformed Flagship is developing clean affordable energy solutions and transport technologies for a sustainable future Goal: To improve the affordability, reliability and grid integration of renewable energy technologies; to provide the transport sector with sustainable fuels and energy solutions; and to improve the way Australia uses energy at home Food Futures Flagship overview The Food Futures Flagship aims to transform Australia's international competitiveness in the agrifood sector through the application of frontier technologies to high potential industries. By applying frontier technologies to high-potential industries, the Flagship's goal is to add A$3 billion annually of value to the Australian agrifood sector. The Flagship’s research is focused on the three main areas of future grains, Australian seafood and beef and quality biosensors Goal: To transform the international competitiveness and add A$3 billion annually to the Australian agrifood sector by the application of frontier technologies to high-potential industries Future Manufacturing Flagship overview The Future Manufacturing Flagship aims to lead the development of cleaner advanced materials and manufacturing technologies to enable manufacturing companies to grow Australia’s future productivity and prosperity Goal: To improve the flexibility and efficiency of production through new enabling technologies; to reduce energy consumption and lower emissions – towards zero-waste manufacturing; to help manufacturers create wealth from new products and services in new markets Minerals Down Under Flagship overview The Minerals Down Under Flagship is planning to help transform the Australian minerals industry with revolutionary new technologies and ideas to solve technical challenges that will be associated with Australian mining operations in the future Goal: To assist the Australian minerals industry to exploit new resources with an in-situ value of A$1 trillion by the year 2030, and more than double the associated services and technology sector to A$10 billion per year by 2015 Preventative Health Flagship overview Preventative Health Flagship is working to improve the health and wellbeing of Australians through research into prevention and early detection of common chronic diseases Goal: To improve the health and wellbeing of Australians and save $2 billion in annual direct health costs by 2020 through the prevention and early detection of chronic diseases Sustainable Agriculture Flagship overview The Sustainable Agriculture Flagship is focussed on reducing the carbon footprint of Australia’s land use whilst achieving the productivity gains needed for prosperous agricultural and forest industries and global food security Goal: To secure Australian agricultural and forest industries by increasing productivity by 50% and reducing net carbon emissions per unit of food and fibre by at least 50% between now and 2030 Water for a Healthy Country Flagship overview The Water for a Healthy Country Flagship is a national research program addressing one of Australia’s most pressing natural resource issues – sustainable management of our water resources. Goal: To provide Australia with solutions for water resource management, creating economic gains of AU$3 billion by 2030, while protecting or restoring our major water ecosystems Wealth from Oceans Flagship overview The Wealth from Oceans Flagship, together with its research partners, is providing Australia with a key capacity to discover, protect and realise the benefits of our ocean territories. Goal: To position Australia by 2020 as an international benchmark in the delivery of economic, social and environmental wealth based on leadership in understanding ocean systems and processes
- The 4th Industrial revolution is enabled by the cyber-physical systems (CPS). This figure show that CPS lies at the intersection of Robotics (Autonomous Systems), IoT (Distributes Sensing Systems) and AI (analytics, decision sciences). Click 1: A Cyber-Physical Systems lies at the intersection of three research domains: AI, Robotics and IoT, Click 2: Which all have an impact upon living organisms (us). Click 3: In this diagram, a robot can be split into three classes: Smart robots - which has a set of preprogramed behaviours, Embodied AI - in which the robots can learn to change their behaviour; and Drone - in which the change in behaviour is controlled by a human. Likewise, an IoT system can split into three: Traditional sensor networks with fixed behaviours Emdedded AI - where the intelligence (new learnt behaviour) is distributed through the network (some times called the FoG), and Wearable - where humans (or animals) form part of the sensor network. Click 4: It is the intersection of these domains that creates a CPS Click 5: The role of Life is to provide the social/emotional content of intent and value. Click 6: The CPS is supported by a number of components
- The infrared is an image of two computer monitors.
- The infrared is an image of two computer monitors.
- Advanced Manufacturing A Roadmap for unlocking future growth opportunities for Australia NOVEMBER 2016
- ADVANCED MANUFACTURING A NEW DEFINITION FOR A NEW ERA 2017 Advanced manufacturing is currently defined by the Australian Government as “any manufacturing process that takes advantage of high-technology or knowledge-intensive inputs as an integral part of its manufacturing process”
- ADVANCED MANUFACTURING GROWTH CENTRE SECTOR COMPETITIVENESS PLAN 2017 TAKING AUSTRALIAN INGENUITY TO THE WORLD
- Advanced Manufacturing A Roadmap for unlocking future growth opportunities for Australia NOVEMBER 2016
- Advanced Manufacturing A Roadmap for unlocking future growth opportunities for Australia NOVEMBER 2016
- Advanced Manufacturing A Roadmap for unlocking future growth opportunities for Australia NOVEMBER 2016
- https://www.standards.org.au/getmedia/29653164-cd4d-43f0-9afc-e8db58710f2e/Industry-4-0-Recommendations-Report.pdf.aspx
- If country A employs most of its workforce on mining and agriculture, while country B on engineering and robotics, it is clear that country B has substantial more efficiency, therefore increased GDP. Country B has two notable advantages. Firstly, its workforce will produce machinery to automate production (which will directly increase output). Secondly, with the same workforce size, workers from country B have more free time to further improve their skills. AI: The Wealth of Nations
- Culture. Chances are, your company culture is grounded in humans working in defined roles, performing specific tasks within established processes. These workers likely have fixed ideas about the nature of employment, their careers, and about technology’s supporting role in the bigger operational picture. But what will happen to this culture if you begin shifting some traditionally human roles and tasks to bots? Likewise, will workplace morale suffer as jobs get redesigned so that technology augments human performance? Finally, is it realistic to think that humans and technology can complement each other as equal partners in a unified seamless workforce? In the absence of hard answers to these and similar questions, workers and management alike often assume the worst, hence the raft of “AI Will Take Your Job” headlines. The no-collar trend is not simply about deploying AI and bots. Rather, it is about creating new ways of working within a culture of human/machine collaboration. As you begin building this new culture, think of your hybrid talent base as the fulcrum that makes it possible for you to pivot toward the digital organization of the future. Workers accustomed to providing standard responses within the constraints of rigid processes become liberated by mechanical “co-workers” that not only automate entire processes but augment human workers as they perform higher-level tasks. Work culture becomes one of augmentation, not automation. As they acclimate to this new work environment, humans may begin reflexively looking for opportunities to leverage automation for tasks they perform. Moreover, these human workers can be held accountable for improving the productivity of their mechanical co-workers. Finally, in this culture, management can begin recognizing human workers for their creativity and social contributions rather than their throughput (since most throughput tasks will be automated). Tech fluency. As companies transition from a traditional to an augmented workforce model, some may struggle to categorize and describe work in a way that connects it to AI, robotic process automation (RPA), and cognitive. Right now, we speak of these tools as technologies. But to understand how an augmented workforce can and should operate, we will need to speak of these technologies as components of the work. For example, we could map machine learning to problem solving; RPA might map to operations management. But to categorize technologies as components of work, we must first understand what these technologies are, how they work, and how they can potentially add value as part of an augmented workforce. This is where tech fluency comes in. Being “fluent” in your company’s technologies means understanding critical systems—their capabilities and adjacencies, their strategic and operational value, and the particular possibilities they enable.6 In the context of workforce transformation, workers who possess an in-depth understanding of automation and the specific technologies that enable it will likely be able to view tech-driven transformation in its proper strategic context. They may also be able to adjust more readily to redesigned jobs and augmented processes. Today, many professionals—and not just those working in IT—are dedicated to remaining tech fluent and staying on top of the latest innovations. However, companies planning to build an augmented workforce cannot assume that workers will be sufficiently fluent to adapt quickly to new technologies and roles. Developing innovative ways of learning and institutionalizing training opportunities can help workers contribute substantively, creatively, and consistently to transformational efforts, no matter their roles. This may be particularly important for HR employees who will be designing jobs for augmented environments. HR for humans and machines. Once you begin viewing machines as workforce talent,7 you will likely need to answer the following questions about sourcing and integrating intelligent machines into your work environments: What work do we need to do that is hard to staff and hard to get done? What skills do we need to accomplish the work? How do we evaluate if a prospective hire’s skills match the skills we are looking for? How do we onboard new members of the workforce and get them started on the right foot? How do we introduce the new “talent” to their colleagues? How do we provide new hires with the security access and software they need to do their jobs? How do we handle changes to access and audit requirements? How do we evaluate their performance? Likewise, how do we fire them if they are not right for the job? These questions probably sound familiar. HR organizations around the world already use them to guide their recruiting and talent management processes for human workers.