Category: connected worker

Industry 5.0, seriously?

This morning, an article landed in my inbox with the headline: “Why MES Remains the Digital Backbone, Even in Industry 5.0.” My immediate reaction? “You have got to be kidding me.” Honestly, that was also my second, third, and fourth reaction—each one a little more exasperated than the last. Sometimes, it feels like this relentless urge to slap a new number on every wave of technology is exactly why we can’t have nice things.

Curiosity got the better of me, though, and I clicked through. To my surprise, the article raised some interesting points. Still, I couldn’t help but wonder: do we really need another numbered revolution?

So, what exactly is Industry 5.0—and why is everyone talking about it? Let’s dig in.

The Origins and Evolution of Industry 5.0: From Japanese Society 5.0 to European Industrial Policy

The concept of Industry 5.0 emerged from a complex interplay of Japanese technological philosophy and European industrial policy, representing a fundamental shift from purely efficiency-driven manufacturing toward human-centric, sustainable, and resilient production systems. While the term “Industry 5.0” was formally coined by the European Commission in 2021, its intellectual foundations trace back to Japan’s Society 5.0 concept introduced in 2016, which envisioned a “super-smart society” that integrates cyberspace and physical space to address societal challenges. This evolution reflects a growing recognition that the Fourth Industrial Revolution’s focus on automation and digitalization, while transformative, required rebalancing to prioritize human welfare, environmental sustainability, and social resilience alongside technological advancement.

The Japanese Foundation: Society 5.0 as Intellectual Precursor

The conceptual roots of Industry 5.0 can be traced directly to Japan’s Society 5.0 initiative, which was first proposed in the Fifth Science and Technology Basic Plan adopted by the Japanese government in January 2016. This concept emerged from intensive deliberations by expert committees administered by the Ministry of Education, Culture, Sports, Science and Technology (MEXT) and the Ministry of Economy, Trade and Industry (METI) since 2014. Society 5.0 was conceived as Japan’s response to the challenges of an aging population, economic stagnation, and the need to compete in the digital economy while maintaining human-centered values.

The Japanese government positioned Society 5.0 as the fifth stage of human societal development, following the hunter-gatherer society (Society 1.0), agricultural society (Society 2.0), industrial society (Society 3.0), and information society (Society 4.0). This framework was designed to address Japan’s specific challenges, including rapid population aging, social polarization, and depopulation in rural areas. The concept gained significant momentum when it was formally presented by former Prime Minister Shinzo Abe in 2019 and received robust support from the Japan Business Federation (Keidanren), which saw it as a pathway to economic revitalization.

International Introduction and Recognition

The international introduction of Japan’s Society 5.0 concept occurred at the CeBIT 2017 trade fair in Hannover, Germany, where the Japanese Business Federation presented this vision of digitally transforming society as a whole. This presentation marked a crucial moment in the global diffusion of ideas that would later influence the development of Industry 5.0. The timing was significant, as it came just six years after Germany had introduced the Industry 4.0 concept at the same venue in 2011, creating a dialogue between different national approaches to industrial and societal transformation.

The Japanese approach differed fundamentally from the German Industry 4.0 model by emphasizing societal transformation beyond manufacturing efficiency. While Industry 4.0 focused primarily on smart factories and cyber-physical systems, Society 5.0 envisioned a comprehensive integration of digital technologies across all aspects of society to create what Keidanren later termed an “Imagination Society”. This broader vision included autonomous vehicles and drones serving depopulated areas, remote medical consultations, and flexible energy systems tailored to specific community needs.

European Formalization and Policy Development

The formal conceptualization of Industry 5.0 as a distinct industrial paradigm emerged from the European Commission’s research and innovation activities. In January 2021, the European Commission published a comprehensive 48-page white paper titled “Industry 5.0 – Towards a sustainable, human-centric and resilient European industry,” which officially coined the term and established its core principles. This document resulted from discussions held in two virtual workshops organized in July 2020, involving research and technology organizations and funding agencies across Europe.

The European Commission’s approach to Industry 5.0 represented a deliberate complement to, rather than replacement of, Industry 4.0. According to the Commission, Industry 5.0 “provides a vision of industry that aims beyond efficiency and productivity as the sole goals, and reinforces the role and the contribution of industry to society”. This formulation explicitly placed worker wellbeing at the center of production processes and emphasized using new technologies to provide prosperity beyond traditional economic metrics while respecting planetary boundaries.

Policy Integration and Strategic Objectives

The European conceptualization of Industry 5.0 was strategically aligned with three key Commission priorities: “An economy that works for people,” the “European Green Deal,” and “Europe fit for the digital age”. This integration demonstrates how Industry 5.0 emerged not merely as a technological concept but as a comprehensive policy framework addressing multiple societal challenges simultaneously. The approach emphasized adopting human-centric technologies, including artificial intelligence regulation, and focused on upskilling and reskilling European workers to prepare for industrial transformation.

The European Commission’s framework distinguished Industry 5.0 by its explicit focus on three core values: sustainability, human-centricity, and resilience. This represented a significant departure from Industry 4.0’s primary emphasis on efficiency and productivity, instead prioritizing environmental responsibility, worker welfare, and system robustness against external shocks such as the COVID-19 pandemic. The Commission argued that this approach would enable European industry to play an active role in addressing climate change, resource preservation, and social stability challenges.

Conceptual Evolution and Theoretical Development

From Automation to Human-Machine Collaboration

The evolution from Industry 4.0 to Industry 5.0 reflects a fundamental shift in thinking about the role of humans in automated production systems. While Industry 4.0 emphasized machine-to-machine communication, Internet of Things connectivity, and autonomous decision-making systems, Industry 5.0 reintroduced human creativity and collaboration as central elements. This shift emerged from practical experiences with Industry 4.0 implementation, which revealed limitations in purely automated approaches and highlighted the continued importance of human insight, creativity, and adaptability.

Industry 5.0 proponents argue that the concept represents an evolution rather than a revolution, building upon Industry 4.0’s technological foundation while addressing its human and environmental limitations. The focus shifted toward collaborative robots (cobots) that work alongside human operators, combining the precision and consistency of machines with human creativity and problem-solving capabilities. This approach recognizes that while automation can handle routine and predictable tasks effectively, complex problem-solving, innovation, and adaptation to unexpected situations remain distinctly human strengths.

Academic and Industry Perspectives

The academic and industry discourse around Industry 5.0 has emphasized its role as a corrective to what some viewed as Industry 4.0’s overly technology-centric approach. Scholars and practitioners have noted that Industry 4.0’s focus on digitalization and automation, while achieving significant efficiency gains, sometimes neglected human factors and societal impacts. Industry 5.0 emerged as a response to these concerns, advocating for a more balanced approach that leverages technology to enhance rather than replace human capabilities.

The concept has gained traction across various industries as organizations recognize the value of combining technological sophistication with human insight. This includes applications in personalized manufacturing, where human creativity guides AI systems to produce customized products, and in maintenance operations, where human expertise interprerets data analytics to make complex decisions about equipment management416. The approach acknowledges that successful industrial transformation requires not just technological advancement but also social acceptance and worker engagement.

Timeline and Key Milestones

The development of Industry 5.0 can be traced through several key phases, beginning with Japan’s internal policy deliberations from 2014 to 2016, followed by international exposure in 2017, and culminating in European formalization in 2021. The COVID-19 pandemic played a catalytic role in accelerating interest in Industry 5.0 principles, as organizations worldwide experienced the importance of resilience, human adaptability, and sustainable practices in maintaining operations during crisis conditions.

The period from 2017 to 2020 saw growing academic and industry discussion about the limitations of purely automated approaches and the need for more human-centric industrial models. This discourse was influenced by practical experiences with Industry 4.0 implementation, which revealed challenges in areas such as worker displacement, skill gaps, and environmental sustainability. The European Commission’s workshops in 2020 provided a formal venue for consolidating these concerns into a coherent policy framework.

Contemporary Developments and Future Trajectory

Since the European Commission’s formal introduction of Industry 5.0 in 2021, the concept has gained international recognition and adoption across various sectors. The approach has been particularly influential in discussions about sustainable manufacturing, worker welfare, and industrial resilience in the post-pandemic era. Organizations worldwide are beginning to implement Industry 5.0 principles, focusing on human-machine collaboration, environmental responsibility, and system robustness.

The concept continues to evolve as practitioners gain experience with its implementation and as new technologies enable more sophisticated forms of human-machine collaboration. Recent developments have emphasized the integration of artificial intelligence with human expertise, the application of circular economy principles in manufacturing, and the development of resilient supply chains capable of adapting to global disruptions. These developments suggest that Industry 5.0 will continue to influence industrial policy and practice as organizations seek to balance technological advancement with human and environmental considerations.

Evaluating Industry 5.0 Concepts

While I am naturally suspicious of version numbers on frameworks, and certainly exhausted by the Industry 4.0/Quality 4.0 advocates, the more I read about industry 5.0 the more the core concepts resonated with me. Industry 5.0 challenges manufacturers to reshape how they think about quality, people, and technology. And this resonates on what has always been the fundamental focus of this blog: robust Quality Units, data integrity, change control, and the organizational structures needed for true quality oversight.

Human-Centricity: From Oversight to Empowerment

Industry 5.0’s defining feature is its human-centric approach, aiming to put people back at the heart of manufacturing. This aligns closely with my focus on decision-making, oversight, and continuous improvement.

Collaboration Between Humans and Technology

I frequently address the pitfalls of siloed teams and the dangers of relying solely on either manual or automated systems for quality management. Industry 5.0’s vision of human-machine collaboration—where AI and automation support, but don’t replace, expert judgment—mirrors this blog’s call for integrated quality systems.

Proactive, Data-Driven Quality

To say that a central theme in my career has been how reactive, paper-based, or poorly integrated systems lead to data integrity issues and regulatory citations would be an understatement. Thus, I am fully aligned with the advocacy for proactive, real-time management utilizing AI, IoT, and advanced analytics. This continued shift from after-the-fact remediation to predictive, preventive action directly addresses the recurring compliance gaps we continue to struggle with. This blog’s focus on robust documentation, risk-based change control, and comprehensive batch review finds a natural ally in Industry 5.0’s data-driven, risk-based quality management systems.

Sustainability and Quality Culture

Another theme on this blog is the importance of management support and a culture of quality—elements that Industry 5.0 elevates by integrating sustainability and social responsibility into the definition of quality itself. Industry 5.0 is not just about defect prevention; it’s about minimizing waste, ensuring ethical sourcing, and considering the broader impact of manufacturing on people and the planet. This holistic view expands the blog’s advocacy for independent, well-resourced Quality Units to include environmental and social governance as core responsibilities. Something I perhaps do not center as much in my practice as I should.

Democratic Leadership

The principles of democratic leadership explored extensively on this blog provide a critical foundation for realizing the human-centric aspirations of Industry 5.0. Central to the my philosophy is decentralizing decision-making and fostering psychological safety—concepts that align directly with Industry 5.0’s emphasis on empowering workers through collaborative human-machine ecosystems. By advocating for leadership models that distribute authority to frontline employees and prioritize transparency, this blog’s framework mirrors Industry 5.0’s rejection of rigid hierarchies in favor of agile, worker-driven innovation. The emphasis on equanimity—maintaining composed, data-driven responses to quality challenges—resonates with Industry 5.0’s vision of resilient systems where human judgment guides AI and automation. This synergy is particularly evident in the my analysis of decentralized decision-making, which argues that empowering those closest to operational realities accelerates problem-solving while building ownership—a necessity for Industry 5.0’s adaptive production environments. The European Commission’s Industry 5.0 white paper explicitly calls for this shift from “shareholder to stakeholder value,” a transition achievable only through the democratic leadership practices championed in the blog’s critique of Taylorist management models. By merging technological advancement with human-centric governance, this blog’s advocacy for flattened hierarchies and worker agency provides a blueprint for implementing Industry 5.0’s ideals without sacrificing operational rigor.

Convergence and Opportunity

While I have more than a hint of skepticism about the term Industry 5.0, I acknowledge its reliance on the foundational principles that I consider crucial to quality management. By integrating robust organizational quality structures, empowered individuals, and advanced technology, manufacturers can transcend mere compliance to deliver sustainable, high-quality products in a rapidly evolving world. For quality professionals, the implication is clear: the future is not solely about increased automation or stricter oversight but about more intelligent, collaborative, and, importantly, human-centric quality management. This message resonates deeply with me, and it should with you as well, as it underscores the value and importance of our human contribution in this process.

Key Sources on Industry 5.0

Here is a curated list of foundational and authoritative sources for understanding Industry 5.0, including official reports, academic articles, and expert analyses that I found most helpful when evaluating the concept of Industry 5.0:

Remote Informal Communication

Additionally, organizations should promote informal communication as a vital aspect of team functioning, which could help reduce the pressure to constantly appear busy

Vanessa Begemann, Lisa Handke, Nale Lehmann-Willenbrock, Enabling and constraining factors of remote informal communication: a socio-technical systems perspective, Journal of Computer-Mediated Communication, Volume 29, Issue 5, September 2024, zmae008, https://doi.org/10.1093/jcmc/zmae008

Great little paper on informal communications in the remote workplace. The focus on the technology needing to be focused on (1) accessibility, (2) usability, (3) visibility, (4) selectivity, and (5) synchronicity is something that cannot be iterated enough.

I think one solution to a lot of what this article covers is a good, well defined, team charter.

The Team/Workgroup Charter, and When to Revisit

AI and Quality Profession Work

AI and its capabilities are big in the news right now, and inevitably folks start asking “What will this mean for my profession.”

The pharmaceutical GxP world is inherently slow to adopt new technologies. How many of my CxOs are still using 1990s technology? All of them. However, AI/ML has been showing up in more and more places so it is good to examine the potential to the Quality profession

It may seem counter-intuitive but the first place AI-powered software is making a difference is in improving the speed, accuracy, and efficiency of document review. From the eTMF to lab results to all the forms still used on the manufacturing floor, AI is already reviewing at a rate much faster than humans (and more reliably). Expect to see these options grow and become more part of offerings, such as your eTMF.

Trending is another place where AI/ML software is more capable than humans. Basically, anything that involves analysis will eventually be done by AI software, and will be done by software. We’re already seeing more and more automation be built into COTS and we will continue to see this trend grow.

So what won’t AI take the place of in the Quality Profession. Our real value is to strategize, understand causation, be creative, empathize and use common sense.

There’s a long way to go before AI can even do the things above. Have you asked one to write a policy on use of AI in GxP? Said policy would result in no AI ever being used in the GxPs.

Here is an example of a GxP policy for the use of AI to write SAS scripts, provided by an AI:

GxP Policy for Use of AI to Write SAS Scripts

  1. Purpose: The purpose of this policy is to provide guidance on the use of AI to write SAS scripts in compliance with GxP regulations.
  2. Scope: This policy applies to all AI systems and applications used to write SAS scripts for the analysis of data subject to GxP regulations.
  3. Responsibilities: It is the responsibility of all employees to comply with this policy and to report any non-compliance to the appropriate management.
  4. Compliance with GxP Regulations: All AI systems and applications used to write SAS scripts must be designed, developed, validated, and maintained in compliance with applicable GxP regulations.
  5. Data Integrity: All data used by AI systems to write SAS scripts must be accurate, complete, consistent, and attributable. Data must be protected against unauthorized access or modification.
  6. Validation: All AI systems used to write SAS scripts must be validated to ensure that they produce accurate and reliable scripts.
  7. Change Control: Any changes to AI systems used to write SAS scripts must be documented and approved through a formal change control process.
  8. Training: All employees involved in the use of AI systems to write SAS scripts must receive appropriate training on their use and on this policy.
  9. Audits and Inspections: All AI systems used to write SAS scripts are subject to internal and external audits and inspections to ensure compliance with this policy and with applicable GxP regulations.
  10. Continuous Improvement: This policy will be reviewed regularly and updated as necessary to ensure its continued effectiveness.

Awesome. I’ll circulate this beauty for approval right away.

Day 1 Afternoon- New Rules for Work Symposium

A Door Opens – Making Space for Innovation facilitated by Keith McCandless and Nancy White

“Notice and stop counterproductive behaviors that stifle creativity and innovation”

I felt they struggled to explain the concept of a TRIZ and the breakouts struggled to have an impact as a result. In hindsight, it was definitely a bit of my coming at the methodology a little too vigorously from my quality background. So a bit of an learning moment for me.

I’ll be contemplating this picture for weeks. There was a lot to absorb.

The NeuroScience of Teaming by Dr Michael Platt and Elizabeth Johnson

Start with the need to make time to socialize with coworkers at work. Back to the idea of fun.

Good relationships are critical in business. Finding ways to connect is critical for well-being. We are wired to connect.

The need to practice our social networking and skills. I feel that these days, so often I feel out of shape here after the last few weeks.

Our attention is one of the aspects of our neurobiology we have control over and through attention we can prioritize what our brain processes.

All about meeting structure comes back to managing attention. Discusses how eye contact causes processes in brain that link to team work and trust, and how this is an engineering challenge.

Importance of breaks.

All comes back to building relationships. I was interested in there is causal evidence here around synchronizing as a biomarker.

Perspective taking – shifting frame of reference to someone else’s.

Impact of the hierarchy on perspective taking. It’s not good.

Importance of empathy.

Facilitated Mixer: An Abundant Exchange

Fun experiment with 3 assumptions

  1. Visuals make everything easier to remember
  2. Small groups make valuable conversations easier
  3. We can create benefits that live beyond this workshop

Love the concept that the act of receiving help and knowledge is part of our being generous towards our peers. Thinking of abundance and applying it in professional development is a favorite topic of mine.

Deliberately thinking of what abundance I have that may help others fill their needs, and sharing what challenges I need help on was a powerful way to end my day.

Day 1 Morning – New Rules for Work Symposium

This will be my rough notes of the symposium.

Events should always walk-the-walk. What are we told we need to do?

  1. Ensure everyone understands the purpose, the desired outcome, the manner of interaction
  2. Cover the technology. Make sure there is room for mistakes and what to do when it happens
  3. Engage people early and often

The symposium started strong here. And it was great to see so many excited individuals ready to engage.

How to Unlock Creativity Through the Power of Play – Charlie Hoehn

Steve Job (or in this case Steve Jobs adjacent) anecdotes are usually a way to make me groan a little. The guy was not a good person to emulate. And anyone now associated with Tesla is probably someone I don’t want to meet.

I like the Stuart Brown quote of the “Opposite of play isn’t work it’s depression.”

Stresses the key of enthusiastically saying yes. Of co-workers as playmates and work as play.

We played storyspine.

Freedom, mastery and connection – three elements required for play.

Okay, people stop referencing JK Rowling! She’s a horrible person and does not deserve our attention.

Useful exercise a play history. What activities did growing up and did for fun. Jot them down and those are what you were intrinsically motivated to do. I did that here a while back – Story is critical, or why tabletop roleplaying made me the quality professional I am today – Investigations of a Dog (investigationsquality.com)

  1. Work is play
  2. Co-workers are playmates
  3. Office is a playground

If a leader refuses to be vulnerable and play it never feels right. Always an air of eggshells and fear.

Joy Bond – Psychological Safety

Be willing to play the fool

Delivering happiness.com – help for ROI discussions

  1. What stands in the way of you and team feeling safe to play?
  2. What activities would allow you to “play the fool” around your co-workers?

All work and no play leads to culture of fear. Leads to burnout.

Ways to make office creative

  1. Walking meetings
  2. Company outings during work
  3. Company potlucks during work
  4. Contests during work
  5. Playful cues with no obligations to use them

RECESS – The act of stepping away creates creativity

Great question – how do we incentive play in the workplace.

Started kind of weak (and I resicovered my dislike of quoting) but very valuable session. I’ll read his work.

When Virtual Communication Might Curb Creativity – Dr Melanie Brucks

“Can we collaborate when interact on-line”

Shared environment and visual focus and the influence on divergent thinking and convergent thinking is pretty interesting. The mimicking of experiences.

The rating scale for creativity is fascinating. Something we talk about a lot in idea management. Need to followup on this.

Great science dose to start thinking about creativity and work.

Understanding the Power of Environmental Space on Creativity, Collaboration, and Innovation – Matt Chadder

Environmental space capturing attention is a critical thing for design of workspace. I’m shocked we aren’t talking about this more in Lean circles.

I need to read more about this. There’s something deep here for GxP spaces and human error reduction.

Rest spaces – the company cafeteria – as the number one place to manage stress. Looking forward to discussing that in a continuous improvement issue. No surprise hospitals are Matt’s reference.

Environmental spaces to reset culture (3-4 days to seed the new behavior)