Albert Miller chairs the Digitalization Committee of the Federal Association of the German Foundry Industry (BDG) – 60 participants attended the inaugural meeting
With the new Digitalization Committee, the Federal Association of the German Foundry Industry (BDG) is sending a clear signal: digital transformation is becoming a key priority for the industry’s future. Albert Miller, Global Head of Digital Solutions at ABP Induction, is taking over as chair of the Digitalization Committee. In the interview, he talks about the reasons behind the new direction, his personal commitment, and his impressions of the launch – and why genuine collaboration is the key to success.
The digitalization of the foundry industry is gaining momentum. With the newly established Digitalization Committee, the BDG is for the first time creating a platform that regards digitalization not as a partial aspect, but as the strategic core of the industry. About 60 participants from foundries, research institutions, the IT sector, and the supplier industry gathered in Düsseldorf for the kick-off meeting to jointly analyze the current situation and develop concrete next steps. Albert Miller co-chairs the committee alongside Joshua Bissels (Pinter Guss) and Dr. Sebastian Tewes (BDG) and played a key role in shaping its focus.
Why, in your view, was it necessary to establish a new Digitalization Committee?
Albert Miller: The starting point was that there had already been a working group on the topic of Foundry 4.0 for several years. Our aim with the relaunch was to create a space for genuine exchange and collaborative work on the right questions. At the same time, the BDG deliberately decided to elevate the issue to a new level – moving away from a working group towards an independent expert committee. Digitalization is not a subtopic, but a central building block for the future of the industry.
Your thoughts on the committee’s first meeting?
Albert Miller: To be honest, it was an exceptionally strong start. What impressed me most was the atmosphere in the room. We had around 60 participants – and at the same time an incredible level of focus and involvement. There were no distractions, no side conversations; instead, there was genuine attention, active engagement, and a very open exchange. That is not something to be taken for granted, and it shows how great the need is to exchange ideas on these topics at eye level. The very fact that the event was fully booked and we even had to maintain a waiting list is, to me, a clear signal: the industry is ready to actively embrace digitalization.
There were also new formats introduced during the event. What was important to you in that regard?
Albert Miller: We deliberately wanted to move away from traditional lecture formats. Instead of “being spoon‑fed,” our aim was to create a genuine doer community. That’s why we opted for interactive formats: workshops in small groups, lightning pitches, a fishbowl discussion, live polls, and hands-on demonstrations. These formats enabled participants to actively engage and share their own experiences, challenges, and perspectives. The fishbowl discussion, in particular, was extremely dynamic—it remained interactive throughout the entire session, with many different perspectives. The key point is this: the best insights don’t come from pre-made presentations, but from structured discussions. We ended the first day on a special note: a live demonstration of how AI can be used in real-world work scenarios – not as a vision of the future, but as a practical tool. This surprised many participants and was a deliberate statement: We don’t just talk about digitalization – we put it into practice.
What insights did you gain from the two-day event?
Albert Miller: A key outcome was that digitalization in the foundry industry is now understood as a systemic issue. It’s no longer about isolated projects, but about the interplay of technology, processes, data, and organization. Specifically, we worked together to analyze the industry’s level of maturity across various dimensions – from sensor technology and data collection to the use of AI, IT security, and strategic integration. Another key point was addressing our “pain points.” The participants spoke very openly about where the biggest challenges lie – and at the same time, where they see the greatest potential. A tension that has repeatedly come to the front can be summed up in two statements: on the one hand, there is the fear of losing one’s job; on the other, there is a severe shortage of skilled workers. For me, that’s a central point: digitalization does not replace people. It makes scarce resources more effective and opens up new possibilities.
Was there a particular lesson from the meeting that stood out for you personally?
Albert Miller: Yes, definitely. The most important lesson I’ve learned is: “The best solution begins with admitting that you don’t know it.” That sounds simple, but in everyday practice it’s anything but self‑evident. Especially in an industrial environment, there is often the expectation to deliver quick answers. But complex systems cannot be fully grasped from the outside. Our task, therefore, is not to come up with ready‑made solutions. Our task is to create the right conditions so that companies can clearly define their own needs – and develop the appropriate solutions based on those needs. That is exactly what we set out to achieve with this committee.
What happens next?
Albert Miller: The committee is deliberately designed as a continuous format. There will be two meetings per year, supplemented by regular surveys and exchange formats between the sessions. An important next milestone is the German Foundry Day 2026 in May in Göttingen. There we will feed the results and insights from the committee back into the entire industry and continue the discussion. What drives me is this: At the kickoff meeting, we saw just how much energy and enthusiasm there is in the industry. We don’t want to let that energy fizzle out – instead, we want to translate it into concrete steps. That is the standard set by the committee, and that is the benchmark against which we measure ourselves.
