Bormioli Pharma

Alessandro Gazzotti is in-charge of the 9 plants of Bormioli Pharma across Europe that specializes in the production of glass and plastic packaging. Currently, he is the operations director at Bormioli Pharma and uses his extensive knowledge to help in innovation and address ever-growing sustainability issues.

A little bit about your role and responsibilities as the Operations Director at Bormioli Pharma:

I joined Bormioli Pharma five years ago. My first position was in industrial process development. I was in charge of ensuring the implementation of the four-year business plan at the right time and in the right way. After two years, I took on the role of Operations Director. Currently, I have full responsibility for our nine production plants. We have three different technologies: molded glass, where we have two large plants dedicated to container production; glass conversion, with two plants in Germany that produce vials; and plastic production, which includes closures, bottles, and accessories across five plants. These are the three different ways we are implementing digitalization and industry 4.0.

At the beginning of our journey with Bormioli Pharma, we decided to move quickly into innovation while maintaining a keen interest in detail. We started by understanding the technologies that could impact our business processes and the changes needed in terms of realization, management, software skills, and cost. It was crucial for us to assess our current level of digital maturity, identify existing skills, and develop a multi-year roadmap to drive innovation and transformation at Bormioli Pharma.

How do you foresee the impact of the fourth industrial revolution (Industry 4.0) on the glass industry, particularly in terms of manufacturing processes and automation?

I believe the opportunities are enormous. This transformation represents a radical change in the way glass manufacturers conduct business. From an operational perspective, it involves integrating two existing technologies: communication technologies and operational technologies. The combination and integration of these two technologies can create an ecosystem that enhances the competitiveness of companies.

“We have three different technologies in order to implement digitalization and industry 4.0”

Firstly, digitalization increases a company's capacity to meet the demand for customized products by improving agility and ability.

Secondly, industrial sustainability is closely linked to digital transition. The ecological transition cannot be achieved without digital technology. Digitalization enables a comprehensive understanding of the manufacturing and production process, facilitating the adoption of greener and more efficient processes. This is especially critical in glass production, where energy consumption and emissions are typically high.

Thirdly, digitalization allows for the reduction of repetitive activities with no added value, enabling the focus on high-value tasks. Companies must drive this shift. I can provide my own example.

Lastly, by improving productivity and production quality to minimize scrap and waste, digitalization helps minimize production costs.

Based on your interactions with leading companies, what challenges do you observe in this space?

One challenge is the significant difference in speed between technological innovation and the manufacturing sector. Technological innovation progresses rapidly, while the manufacturing sector often struggles to keep up due to the limited pace at which it can implement changes.

Another challenge lies in selecting the right partners to navigate these technologies. This is crucial, as solid, robust, and experienced partners can greatly assist a company's digital transformation.

Additionally, having the right skilled individuals within the company is essential.

Where do you see the industry heading in the coming years?

I believe artificial intelligence (AI) is the most intriguing technology for our sector. Thanks to increased computer capacity and the availability of vast amounts of data, AI can be leveraged for vision applications and image classification. We employ numerous machines to inspect our products at every step of the production process. By using AI for image detection and recognition, we can obtain critical information regarding product quality, traceability, and problem-solving during production.

Do you have any specific advice for your peers or other industry leaders?

I believe it is crucial to change people's mindset. To fully complete the transformation, a different cultural approach is necessary. Making innovation a structural factor of the company and changing the cultural approach toward digitalization are the most important aspects. This advice applies to my peers, urging them to adopt the right approach to transformation.