In an industrial environment where every decision can define the fate of a company, “Industrial Scientist” emerges as a beacon of innovation and problem solving. This book, written by the renowned specialist in process optimization, Cesar Eduardo da Silva , is a true manual for anyone who wants to transcend the limits of conventionality and leverage efficiency and quality in the sector. With an enviable trajectory, leading more than 2,500 projects in renowned companies such as WEG and Electrolux, Silva shares his experiences and methods that promise to transform industry professionals into true scientists capable of facing and solving the most complex challenges.
Differentiating itself from other texts of the genre, “Industrial Scientist” proposes a deep dive into the development of an innovative mindset, using creative logic and the scientific method to not only face, but anticipate problems, increasing the competitiveness and sustainability of industrial processes. The book not only addresses techniques for continuous improvement, but also discusses contemporary dilemmas such as the disconnect between the promises of Industry 4.0 and the reality of professional skills, offering a path to true preventive innovation and operational excellence. An indispensable work for professionals who seek not only to adapt to changes, but to lead them, “Industrial Scientist” is the key to unlocking a new level of success and efficiency in the industry.
How would you describe the importance of the “Industrial Scientist” approach to efficiency and productivity in industry?
It is an alternative and intelligent approach to increasing business productivity, as it uses a method based on critical and creative reasoning. These skills can be perfected in industry professionals who bring solutions never imagined using the method. Are you doing the best you can with the resources you have?
What were the main challenges you faced when leading optimization projects in large companies?
Several, perhaps one of the biggest is the ego of some managers, the vanity of some people, and the lack of discipline for action. Let me explain: Ego: When management changes, you often see the new manager destroying what the previous one did, whether by eliminating investments, firing people or cutting back on “coffee”.
About vanity: You often see beautiful speeches at the opening of improvement programs in companies, however what matters are the actions taken. Vanity is observed when the company manager directs his team to carry out actions that will benefit him to the detriment of actions that benefit the company.
In your book “Industrial Scientist”, you mention the need to combine critical thinking, creativity and scientific rigor to achieve exceptional results. How do these elements manifest in your practical experiences?
In our 2500 projects carried out in the industry, we were able to observe the variation in people’s performance when executing projects, and in recent years we have paid more attention to the 5% that are well above the average. As good scientist trainers, we were able to decipher the method we call Logical Creativity in their behavior, and we realized that they used these elements in their daily lives. The book contains details of what these 5% well above the average do in practice, illustrated with real examples of how they did it.
You address the importance of preventive innovation in your work. Could you explain more about this concept and how it can be applied in the industry?
This is one of the concepts in pillar 1 of Logical Creativity. We observed this concept being applied in practice by the 5% above the average. They used it to always be one step ahead of others. In a case that is in the book, one of the Industrial Scientists was ordered to cut 10% of his budget, so using the method he created a project that allowed him to cut 50% in the cost of a certain spare part (maintenance), without changing quality, which put him a step ahead of his peers who obediently cut 10% without thinking.
In a standard market, how can the industry differentiate and stand out? What are the main aspects that must be considered in this process?
Everywhere you look, everywhere you are there is a product from some industry. The Industrial Scientist highlights the industry that adopts the method because it becomes more efficient, costs less, has better quality and becomes more innovative. The professional becomes highlighted as he also becomes more innovative, generates value and, as a result, is valued.
You mention the Industry 4.0 dilemma with 0.4 people. Could you give us more details about this dilemma and how it affects current industrial dynamics?
Industry 4.0 encompasses a broad system of advanced technologies such as artificial intelligence, robotics, internet of things and cloud computing that are changing forms of production and business models. These technologies generate an absurd (and cheap) amount of data. The big question I ask is who will interpret the data that is being generated? Who will guide artificial intelligence for specific use in your business? Who will ask the AI the good questions? Who will discern which data is useful and which is junk (signal and noise)?
I see in 2024 industries with directors who, at the first sign of a drop in sales, fire the people who earn the most, or invest in training their staff. This is a beautiful example of an industry 4.0 with a 0.4 manager. In this scenario, what is the point of a welding robot with AI if the management model is from the 70s?
How do you suggest that professionals use creative reasoning in environments that do not stimulate creativity?
Many professionals I saw using creative reasoning did not consider themselves creative. However, we realized that when we started talking about the concepts of creativity in projects, such as openness to serendipity, or exaltation of ideas; people started to be more creative.
You have to prepare and train to be creative, and this is perfectly viable for people who want to be better at what they do. A practical tip for the reader is: Exercise curiosity, ask not only “how” something works, but also “why” it works. That alone changes your point of view a lot.
In your book, you address the question of when giving up or delaying is the best course of action. Could you share practical examples or guidelines on how to make this decision?
Some projects reach a point where they are no longer viable, either economically or even in terms of timing. The big question is to use critical thinking to understand. I’m talking about the Concorde fallacy, which was a project that came to a point where it had spent so much more money than planned that its leaders decided to complete it at any cost. And everyone knows the result: there haven’t been any Concorde planes flying for a long time.
This violates one of the axioms of Swiss investors: “When you are losing in a tug of war to a tiger, let go of the rope, as you can always buy a new rope. I can’t say the same about your arm.” The great skill to be developed in professionals, therefore, is critical and creative reasoning.
You highlight the importance of developing a shift in perspective to promote resource saving and waste reduction in industry. How can professionals initiate this change in their daily practices?
In addition to common cost accounting, where we carry out economic studies to verify the economic viability of a project, costs must be seen in the form of value. What value does that given cost to the company deliver and to whom. And here I’m not just talking about money, for example: If you create a space for people to have coffee in your company, it will favor some points of creative reasoning, such as the incubation of ideas. Most people go to cafes to take a break or de-stress, and this is the best time to exchange ideas and unlock many issues that previously seemed insoluble for that professional. If you cut this “cost” in your company in the very short term you will save money, and in the long term you will have great losses, so when talking about costs start thinking beyond money.
For professionals looking to stand out and innovate in their areas of expertise, what initial steps would you recommend, based on the teachings in your book “Industrial Scientist”?
Just like products, questions also have quality. Some are low, others are acceptable, and others are very good. Try to improve the quality of the questions you ask in your daily life. Try to improve your net network (another concept of creative reasoning) by going to professional events, taking courses, talking to experts, reading books… This way you improve the good professional you already are, this is the spirit of the Industrial Scientist.
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