Manufacturing Global – July 2020

The power of data driving smart factory capabilities J ULY 2 0 2 0

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G E T A DE M O

FOREWORD

W

elcome to the July edition

of Manufacturing Global!

This month’s cover features Benjamin

Elsewhere in the magazine, we talk to industry experts to discuss the future of manufacturing with a digital workforce, as well as speak to Joe

Moey, VP of Siemens APAC on the

Gerstl, Director of Digital Product

company’s adoption of advanced

Management at GE Digital, on using

manufacturing technologies in the

smart MES to optimise production

region. “This company is at the cutting

with IoT, machine learning and

edge of technology and I’m glad to be

analytics solutions.

back in Asia because this is the growing manufacturing hub of the world.”

03 Finally, our Top 10 this month ranks consultant firms for the manufacturing

Other leaders that feature in the

industry based on revenue.

magazine include the Head of Digital

Do you have a story to share? If you

Operations at Henkel Adhesive

would like to be featured in an upcoming

Technologies, Dr Nick Miesen, on the

issue of Manufacturing Global, please

company’s digital transformation of

get in touch at

the supply chain and the power of data.

“Companies are realising there’s a lot of

georgia.wilson@bizclikmedia.com

tough work in adopting digital strategies and that there’s no silver bullet. If your

Enjoy the read! Georgia Wilson

processes aren’t standardised and you don’t have the basics in place then worrying about the ‘sexy’ tech like AI or VR just won’t work - you’ll stay locked into the experimental phase.” w w w.ma nufa c t uri nggl o b a l. com

BEGIN YOUR DIGITAL TRANSFORMATION JOURNEY AK Consulting specialises in the improvement and automation of business processes by delivering innovative solutions enabling enhanced workflow, governance, compliance, visibility and productivity for both local and global organisations across all industries.

Analysis & Benchmarking

Modelling & Documentation

Process Automation

Governance & Compliance

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Reviewing Strategy & Performance

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05

PUBLISHED BY

PRODUCTION DIRECTORS

Georgia Allen Daniela Kianickovรก

Manuel Navarro Stuart Irving MEDIA SALES DIRECTOR

EDITOR-IN-CHIEF

PRODUCTION MANAGER

Georgia Wilson

Owen Martin

EDITORAL DIRECTOR

DIGITAL VIDEO PRODUCERS

Matt High CREATIVE DIRECTOR

Steve Shipley CREATIVE TEAM

Oscar Hathaway Erin Hancox Sophia Forte Sophie-Ann Pinnell

Kieran Waite Sam Kemp MARKETING DIRECTOR

Leigh Manning DIGITAL MARKETING EXECUTIVE

Jack Grimshaw PROJECT DIRECTORS

Karl Green

James White DIGITAL MEDIA DIRECTOR

Jason Westgate CHIEF OPERATIONS OFFICER

Stacy Norman PRESIDENT & CEO

Glen White

CONTENTS

ACCELERATING INDUSTRY 4.0 MANUFACTURING

10 26

40

56 70 84 Optimising manufacturing with smart MES

Digitally innovative manufacturing consultants

sustain peak performance.

Benchmark your actual process and asset performance data against your expected performance with Honeywell Forge for Industrial, for better decisions that impact reliability, safety and profitability.

For more information, please visit: www.honeywellprocess.com/iiot

120 Tech Mahindra

102 Henkel

152 Terex Corporation

134 SMC

xx

10

J U LY 2 0 2 0

Accelerating Industry 4.0 manufacturing WRITTEN BY

WILL GIRLING PRODUCED BY

K ARL GREEN

w w w.ma nufa c t uri nggl o b a l. com

11

SIEMENS

Benjamin Moey,VP of Siemens APAC, discusses how the company is fostering the adoption of advanced manufacturing technologies in the region

S

iemens has a reputation which is near-synonymous with technological innovation and visionary leadership in

the industrial manufacturing sector. The largest business of its kind currently operating in Europe, 12

the German company has enjoyed longstanding success in the manufacturing community since 1847. However, far from resting on its legacy, Siemens continues to take on truly global precedence as it expands to new markets and takes on region-specific challenges. This attitude couldn’t be expressed better than the work it is currently exhibiting in the Asia-Pacific (APAC) area, particularly Singapore, with which the company has enjoyed a long and prosperous entrepreneurial partnership since 1908.

When Benjamin Moey joined the company in 2014 as the Head of Strategy and Business Development, he says that it was the unique value that Siemens brings to the APAC region which drew him in: “It was a unique opportunity. I think this company is at the cutting edge of technology and J U LY 2 0 2 0

13

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SIEMENS

“ I think this company is at the cutting edge of technology and I’m glad to be back in Asia because this is the growing business hub of the world”

14

— Benjamin Moey, Vice President (Advance Manufacturing, Digital Industries, APAC), Siemens

I’m glad to be back in Asia because this is the growing manufacturing hub of the world.” A microelectronics engineer by training, Moey has enjoyed a varied career, including roles in strategic marketing, investment management the UK and Head of Strategy at Rolls Royce Energy (Asia Pacific). After starting with Siemens, he was soon promoted to Director (Mergers & Acquisitions) at the company’s Energy Division in Orlando, Florida, before rising to his current position as Vice President (Advance Manufacturing, Digital Industries) of the APAC branch.

It is this full-spectrum experience, from

J U LY 2 0 2 0

Ingenuity drives us CLICK TO WATCH

|

1:27

15 engineering to finance, strategy, R&D

from the hardware which gained its rep-

(research and development) and finally

utation. “There has been a lot of change

to mergers & acquisitions (M&A), that

in mindset at the management level

he believes primed him for leadership

and we have begun transitioning our-

at Siemens. “I’ve been around,” he

selves to be more digitally focused,” he

says, “and I think that the combina-

explains.”In the last four years, we have

tion of these diverse and international

been acquiring software companies in

experiences, as well as my MBA at the

the industrial space and today we are

London Business School, has really set

one of the leaders in that sector.” The

me up for my current role.”

transformation started in 2014 when

Moey’s wide breadth of experience

the company set out its 2020 vision,

and penchant for change came to the

which focused on a trinity of techno-

company at a crucial time; deciding to

logical changes within manufacturing:

fully embrace the exciting, new digital

electrification, digitalisation and auto-

era, Siemens has started to diversify

mation. Instrumental to ushering in this w w w.ma nufa c t uri nggl o b a l. com

new era for Siemens was the creation of ‘Next47’. A new unit receiving €1bn in funding over a five-year period, it is dedicated to fostering digital disruption and developing fourteen core technologies of the fourth industrial revolution (Industry 4.0), including robotics, AI (artificial intelligence), VR (virtual reality), cybersecurity and many more.

Popularly conceived as a holistic integration of digital tech and the means of production, Industry 4.0 generates an exciting vision of the future, wherein self-optimising systems change the work/consumer dynamic forever. The possibilities of this paradigm shift, Moey claims, can be observed in two recent projects undertaken by Siemens, one in Vietnam and the other in Singapore. “Vinfast (a subsidiary of a Vietnamese Conglomerate Vingroup) had aspirations of building

E X E C U T I V E P R OF IL E :

Benjamin Moey Title: Vice President Company: Siemens Industry: Technology Location: Munich Benjamin Moey, Vice President at Siemens, heads the company’s Advance Manufacturing Transformation Centre (AMTC) based in Singapore.

Currently leading business development activities in the APAC region, Moey has been a strong advocate for innovative technology, having started out as an R&D process engineer in the semiconductor industry.

their own automobile plant to serve the local market,” he says. “Vinfast approached us in Vietnam asking ‘can you come and figure this out for us?’

Siemens, using the industrial software tools at our disposal and our knowledge of automation, designed and developed a digital twin of the factory. w w w.ma nufa c t uri nggl o b a l. com

17

SIEMENS

C O MPAN Y FACT S

EOS - “Siemens and EOS have been partners for almost a decade. It was the first company that we started the journey of 3D printing with at our Munich office. Since then, Siemens has acquired at least 50 or 60 EOS printers for serial production; we’ve worked very closely with them and helped to improve and optimise their machines for our own industrial manufacturing.

In particular, we use EOS’ Additive Manufacturing machines to print our gas turbines components. This has accelerated our joint ventures and our alliances. Siemens is keen to demonstrate the power

J U LY 2 0 2 0

of 3D printing, and that makes EOS a vital partner for us.” Benjamin Moey, Vice President (Advance Manufacturing, Digital Industries, APAC) JTC - “JTC is a local government entity that focuses on building industrial estates within Singapore. It’s a key partner to us because they are creating the possibilities and consolidating advanced manufacturing to sync with the West. JTC is helping us to make Singapore a nucleus for Industry 4.0 and beyond.” Benjamin Moey, Vice President (Advance Manufacturing, Digital Industries, APAC), Siemens.

19 Vinfast virtually commissioned it prior

imagination: Aquaculture 4.0. A

to the actual build.” Digital twin is

fish farm in Singapore approached

software which can replicate physical

Siemens to enquire how AI might be

assets in order to perform qualitative

able to help its business. Setting up

research before commencing a full

cameras to monitor fish growth pat-

project. Integrating IoT (internet of

terns, Siemens was able to compile

things), AI, machine learning and ana-

data that could be analysed by AI

lytics, Siemens’ digital twin enabled

software to find optimisation potential.

it to complete the project within 21

“Few people realise that digitalisa-

months - “It’s amazing how digitalisa-

tion is not just applicable to standard

tion and our tools have enabled this to

manufacturing facilities or production

happen within such a short period of

lines,” Moey posits. Although still in the

time,” Moey adds. The second project

data collection phase, he believes that

was slightly more unusual, yet it exem-

Aquaculture 4.0 has the potential to

plifies the diversity of the company’s

increase capacity ten-fold. w w w.ma nufa c t uri nggl o b a l. com

Transform your business with industrial 3D printing Digitization is rapidly impacting the manufacturing world.

Make the decisive step towards an advanced and agile production with industrial 3D printing – including connected part and data flow.

www.eos.info

Projects and results like these

APAC region reach its full potential

could not be produced without the

by introducing next-gen manufactur-

technology to enable it or the inno-

ing techniques. “ASEAN probably

vative workplace culture to drive it.

accounts for about 20% of the world’s

Siemens, states Moey, possesses both

manufacturing revenue and growing;

of these valuable assets. Frequently

these manufacturing companies need

the two come together and this has

help and Siemens is ready to be part

led to some of the company’s greatest

of their growth story,” Moey says.

achievements. Prime examples include

A unique venture in the global market,

MindSphere, Siemens’ cloud-based IoT

the goal of AMTC is to bridge the gap

platform for connecting assets within

between developing and matured

an integrated, analytical platform, and

industrial practices, particularly with

its AMTC (Advance Manufacturing

regard to the adoption of 3D printing.

Transformation Centre) concept. The

Siemens hopes that helping compa-

latter was developed to help the

nies accelerate the adoption

J U LY 2 0 1 9

a low risk, low investment basis at our “ There has been a lot of AMTC facilities,” he continues. change in mindset at It’s a noble, exciting idea and one the management level which Moey has no illusions will be and we have begun transitioning ourselves to easy. “Each company’s journey will be more digitally focused” be different. But, we will have the

— Benjamin Moey, Vice President (Advance Manufacturing, Digital Industries, APAC), Siemens

right equipment builders, certification bodies, government authorities and researchers to help them get started,” he enthuses. Siemens’ goal with AMTC

is to create an ecosystem of partners and technologies to support customof advanced manufacturing tech-

ers with turnkey solutions and expert

nologies through simplification,

guidance. The company achieves this

digitalization and collaboration “can

by building strong relationships with

help them translate their prototype

its core partners/suppliers, such as

designs into industrial-scale produc-

EOS and JTC, as well as by leveraging

tion and truly harness their benefit on

the cream of the startup community

w w w.ma nufa c t uri nggl o b a l. com

21

SIEMENS

22

1847

Year founded

€87.bn+ Revenue in Euros

385,000 Number of employees

J U LY 2 0 2 0

with next47. “We invest a lot in startups and support them because they are at the forefront of technology,” Moey explains. “Siemens helps them to mature, develop and support our ecosystem as a whole - many times we end up acquiring them fully.” The company is interested in working with equally open-minded companies which have an innovative approach to the industry; Moey considers it essential that they share this vision.

That brings us back to Industry 4.0 and Siemens’ place within it. For Moey, AMTC and the company’s work in the APAC region are leading to a new paradigm of manufacturing and customer consuming which comically dubs ‘the lazy economy’. Detailed, optimised and intelligent, ‘the lazy economy’ could change our purchasing habits significantly. “IoT is helping us deliver what consumers want when they want it and to deliver it on time using advanced manufacturing technologies like 3D printing. One day, IoT might help us understand how much food you have in your fridge and schedule deliveries accordingly,” he says. The realisation of such a thoroughly connected w w w.ma nufa c t uri nggl o b a l. com

23

SIEMENS

system could dramatically increase consumption efficiencies by making products quickly to order. The challenge for the regional market, he claims, is the ready availability of cheap labour which makes companies interested in adopting next-gen manufacturing techniques lose incentive. However, Moey considers this to be a generational reservation, one which may not hinder younger businesses. “Once the new wave of leaders emerge, because they’re 24

more exposed to these technologies, they will have the right mindset and take things to the next level.”

“AMTC has been established to accelerate the adoption of advanced manufacturing technologies through simplification, digitalization and collaboration” — Benjamin Moey, Vice President (Advance Manufacturing, Digital Industries, APAC), Siemens

J U LY 2 0 2 0

25

Siemens is primed to equip this next

to do so. “The changes happening

generation of APAC enterprise innova-

now are here to stay,” he summarises.

tors with the technical and systemic

“I think people will evolve their mind-

advantages that they’ll need to be

set in terms of how they deal with

competitive. The company has already

change. The most important thing

made notable progress in achieving

for them to understand is that digital

this aim with AMTC and its mastery of

transformation can be a gradual pro-

Industry 4.0 technology. Accelerating

cess; it doesn’t have to be overnight;

the adoption of advanced manufactur-

we need to constantly move and

ing in the region is Moey’s staunch goal

upgrade to really take on the chal-

and he wants to make it clear that a

lenges of tomorrow.”

partnership with Siemens is a significant step for any company that wishes w w w.ma nufa c t uri nggl o b a l. com

D I G I TA L F A C T O R Y

26

J U LY 2 0 2 0

THE FUTURE OF MANUFACTURING WITH A DIGITAL WORKFORCE WRITTEN BY

GEORGIA WILSON

w w w.ma nufa c t uri nggl o b a l. com

27

D I G I TA L F A C T O R Y

Manufacturing Global talks to industry experts on adopting industry 4.0 technology in a digital workforce to transform the manufacturing industry WHAT IS A DIGITAL WORKFORCE? Defined by Deloitte as “the natural evolution of the workplace”, a digital workforce encompasses all the technologies that workers within an organisation use to get work done in a modern workplace. The types of technology range from HR application and core 28

business applications to emails, instant messaging, enterprise social media and social meeting tools.

“Because most organisations already use many of these components, you generally do not have to build the digital workplace from the ground up.

In fact, if your staff respond to emails from smartphones, check their pay stubs online or digitally enter a sales opportunity, you may be closer to operating a digital workplace than you think,” says Deloitte. “As workplaces continue to evolve and employee expectations shift, organisations that do not embrace the digital workplace risk falling behind.”

WHY ADOPT A DIGITAL WORKPLACE STRATEGY? With figures reporting multiple business benefits relating to talent attraction, productivity, employee J U LY 2 0 2 0

29

w w w.ma nufa c t uri nggl o b a l. com

D I G I TA L F A C T O R Y

Capgemini Innovation Unleashed 2019: Industry 4.0 and innovation in the digital factory CLICK TO WATCH

|

21:02

30 satisfaction, employee retention

● Employee Satisfaction

and communication, more and more

Organisations with internal social

organisations are committing IT

media tools found a median 20%

budgets that support a digital

increase in employee satisfaction

workplace strategy.

● Employee Retention When employee engagement

● Talent Attraction

increases, there is a corresponding

64% of employees would choose

increase in retention of staff of up

a lower paid job if they could work

to 87%

remotely

● Communication Tools

● Employee Productivity

Information workers prefer newer

Organisations are 7% more

communication tools, over traditional

productive with if they have strong

ones

online social networks than those without J U LY 2 0 2 0

Source: Deloitte

“ Because most organisations already use many of these components, you generally do not have to build the digital workplace from the ground up” Deloitte

approach to designing a digital workforce, Deloitte details that there are four components that leading practices are adopting within their digital workforce framework: Collaborate, communicate, connect The concept of a digital workforce is to provide employees the capabilities to do their job in a collaborative,

To support these trends Deloitte

communicative and connected way.

emphasises the importance of provid-

The aim of this component is to forge

ing employees with the tools they

productive business relationships

require to collaborate, communicate

to enable knowledge sharing across

and connect with each other.

the organisation.

“You need to coordinate your tech-

Technology

nology groups and investments to

Technology – the enabler of the

avoid the traps of siloed implementa-

digital workforce. The key to being

tions and disparate ownership. You

successful with this component is

should adopt clear roadmaps to en-

to assess the needs of employees in

sure your digital workplace delivers

order to adopt the right tools required

measurable business value while

to do the job.

mitigating risks and adhering to compliance requirements,” comments Deloitte.

THE FOUR COMPONENTS FOR A SUCCESSFUL DIGITAL WORKFORCE FRAMEWORK Although there isn’t a ‘one size fits all’ w w w.ma nufa c t uri nggl o b a l. com

31

D I G I TA L F A C T O R Y

The best strategies for building a digital workforce from three leading expert

Capgemini

32

“As with anything new, implementation is often a challenge, especially the development and roll-out of hybrid skills among employees. These include hard and soft, multi-disciplinary and cross-functional skills, as well as industrial and IT/digital competencies.

“Business leaders are acutely aware of these challenges and we’re already seeing many working hard to address them. Hiring processes and training practices should also evolve with the dynamic and changing landscape.

The most successful businesses have a robust strategy in place to support and develop both their human and digital workforce – one that’s aligned with their overarching business strategy, so that one complements the other.

“There’s not one single approach to building a digital workforce.

J U LY 2 0 2 0

Each company will have to design and deploy its own journey, mixing cross-functional career paths, upskilling, recruitments and ecosystems in a way that’s relevant to their sector and market conditions. The best practice is to implement new technologies across the board to ensure proper integration. Finally, retaining and understanding the importance of the human element is crucial; the technology itself is a tool which needs to be monitored and corrected by humans.”

Jean-Pierre Petit, Director of Digital Manufacturing, Capgemini

GE Digital “Digital workers need tools that help them engage so they can leverage powerful analytics and intelligence

for critical decision making. They also need the ability to respond to real-time data made available through mobile computing, crossplatform connectivity, and knowledge sharing software for faster, more focused reactions. The digitisation of work processes to encapsulate specific knowledge is key to driving effectiveness of the digital workforce.

This software can help manufacturing workers collectively share vital information and better operate, analyze and optimise processes.”

Alicia Millinger, Senior Product Marketing Manager, GE Digital

Epicor Software

a strategy and implementation plan in place. To make digital transformation initiatives a success, no matter how big or small the change, manufacturers need to put key measures in place to manage the transition.

Whilst the choice of new technologies can be overwhelming and daunting for even a seasoned professional, businesses shouldn’t lose sight of why they are investing in technology and should always keep business objectives in mind— what your competitor is doing might not be the right approach for you.

Jumping on the bandwagon or adopting new technology too quickly could be detrimental in the longterm, if the process is not well thought-through or fit for purpose.”

Andy Coussins, SVP and Head of International, Epicor Software

“The success of digital transformation isn’t just about investing in the right technology. As with any large-scale project—from a change in working location to a company merger—the impact on the people involved needs to be a key consideration when putting w w w.ma nufa c t uri nggl o b a l. com

33

D I G I TA L F A C T O R Y

“ Today, this approach of having workers with only in-depth linear knowledge is not sustainable given our changing workforce” In many cases, the more workers, the

34

Alicia Millinger, Senior Product Marketing Manager, GE Digital

better a system ran because each

Governance, risk and compliance

of the process. One of the benefits

Within a digital workforce, technology

of this approach is that the operator’s

is underpinned by appropriate

deep understanding of the process

controls. The digital workforce

and system leads to quick problem

requires support via governance

resolution with a level of intelligent

structures, management processes,

understanding of the issues with

information policies and industry

the machine or process. Today, this

regulations.

approach of having workers with

Measurable business value

only in-depth linear knowledge is not

and drivers

sustainable given our changing

Like any other initiative, business needs

workforce.” commented Alicia Millinger,

drive the digital workforce. In order to

Senior Product Marketing Manager,

see the benefits of a digital workforce,

GE Digital.

the organisation’s overall strategy should guide the direction of the digital workforce.

APPLYING THE DIGITAL WORKFORCE TO THE MANUFACTURING INDUSTRY “Traditionally, workers often learned from previous operators, sometimes through trial and error, and worked within a predefined set of parameters.

J U LY 2 0 2 0

worker would focus on and become an expert of a specific machine or part

“The idea of the digital workforce is a key element of the Fourth Industrial

35 which is becoming ever more preva-

THE BENEFITS OF A DIGITAL WORKFORCE IN MANUFACTURING

lent,” adds Jean-Pierre Petit,

“A digital workforce using the latest

Director of Digital Manufacturing,

technologies, can help manufacturers

Capgemini. “Automated systems

thrive and survive many of the workforce

and robotics in manufacturing are

challenges they currently face,”

enabling employees to focus their

comments Andy Coussins, SVP and

skill sets on more value added and

Head of International, Epicor Software.

evolved tasks by taking up some

“Many manufacturing businesses claim

of the more repetitive processes.

that they are seen as old-fashioned

As we look to the future, data-ena-

(23%), with a further quarter (25%)

bled and data-driven methods will

saying they’re not viewed as being

continue to play a major role with

a ‘young person’s industry’. If the

particular focus on remote, collabo-

sector is to become more attractive

rative, virtual, mobile and augmented

to prospective employees, these

ways of working.”

impressions need to change. Embracing

Revolution (Industry 4.0), and one

w w w.ma nufa c t uri nggl o b a l. com

D I G I TA L F A C T O R Y

“ It is imperative for manufacturers to take a digital-first approach” Jean-Pierre Petit, Director of Digital Manufacturing, Capgemini

36

the use of digital technologies can

fectiveness in operations, while

help industrial businesses get

consistently increasing company

noticed by young people, and garner

know-how. In addition, it also improves

more interest in the employment

health and security at work by leveraging

opportunities on offer.”

simulated and virtual technologies be-

However, despite concerns around

fore entering physical operations. This

a digital workforce being a threat to

allows processes to be tried and test-

jobs, Petit ensures that “it is actually

ed before they are put into action,

designed to support and augment

giving employees the confidence that

the work currently being done by em-

they’ll work correctly on the field.”

ployees and not to replace the value

Agreeing with Coussins and Petit,

provided by humans in the overall

Millinger explains that “the modern digi-

ecosystem. A digital workforce helps

tal workforce consists of multi-faceted

to build efficiency by design and ef-

employees with increased roles and

J U LY 2 0 2 0

37

responsibilities within the plant, acting

and understand the system to solve

as a digitally-enabled expert solving

problems quickly and effectively,”

mission critical problems in real time.

comments Millinger.

Empowered by software, digital workers

“It is imperative for manufacturers to

not only operate machines, but are able

take a digital-first approach. Equipping

to analyse and optimise their perfor-

employees with new ways to establish

mance.” Ultimately this can enhance

alternative digital environments to work

efficiency and provide a critical advan-

and collaborate, which can be very

tage to the manufacturer. “The adoption

useful especially in sensitive times like

of digital software solutions can drive

the current COVID-19 situation but also

operational excellence by enabling

long term,” adds Petit.

workers to leverage analysed data from

The challenges of adopting a digital

many sources, make objective decisions

workforce in manufacturing and the

based on complex, real-time information,

technology to combat these challenges w w w.ma nufa c t uri nggl o b a l. com

D I G I TA L F A C T O R Y

38 When it comes to the challenges of

raw data, enabling them to be more

a digital workforce Millinger highlights

intelligent problem solvers. Advanced

that “most manufacturers have an in-

features such as alarms, historical trend-

credible volume of data collected from

ing and predictive analysis are helping

various systems. This can often lead to

them drive higher value of events and

data collection paralysis where workers

process information, increasing produc-

have too much to work with, without the

tivity for the manufacturer.”

ability to focus on what’s critical or to

However, Coussins adds that “as

leverage meaningful information for

digital transformation gains momentum,

optimised decision making. Software

being able to utilise these new and

systems can provide reliable visualisa-

emerging technologies will be one of the

tion and control of devices, as well

biggest hurdles for manufacturers and

as informational and analytical tools

smart factories—as well as change re-

that offer a key advantage – reducing

sistance. To ensure people are ready

the need for the plant worker to interpret

and willing to embrace the technologies

J U LY 2 0 2 0

Helping employees understand the reason for a business’s investment will make it easier to overcome any potential resistance to new processes. Once they have buy-in, manufacturers then need to help their workforces digitally upskill, in order to pave the way for modernised business operations.”

Other technological trends that experts are seeing within the manufacturing industry when it comes to digital workforces include: distributed architecture and intelligence, hardware and software integration, advanced data services, artificial intelligence (AI),

“ A skilled and agile workforce that can successfully use these technologies will enable manufacturers to rise to the challenges presented

by Industry 4.0” Andy Coussins, SVP and Head of International, Epicor Software

internet of things (IoT), 5G, nano technologies, quantum computing and distributed ledger technologies.

“A skilled and agile workforce that can successfully use these technologies will enable manufacturers to rise to the challenges presented by Industry 4.0. These companies will then, in turn, be in a strong position to navigate the ever-changing economic and international business environment,

associated with a digital workforce, it’s

improve productivity, and drive future

crucial that management make staff

business growth,” concludes Coussins.

feel like they have a personal and professional stake in the changes being made. w w w.ma nufa c t uri nggl o b a l. com

39

A I & A U T O M AT I O N

40

Tackling the manufacturing challenge with data and AI WRITTEN BY

J U LY 2 0 2 0

M ARCUS L AWRENCE

41

w w w.ma nufa c t uri nggl o b a l. com

A I & A U T O M AT I O N

Manufacturing stands to make considerable progress through Big Data and AI, but the complex challenges of the industry have slowed uptake

“I

n manufacturing, you’re under pressure to continuously improve quality while

reducing costs and increasing productivity,”

says analytics software and solutions leader SAS. This remains as true as ever in the digital age, and technological advances 42

have conspired to tackle the challenge more effectively than ever before.

Even a cursory glance makes it plain that, of all the industries to be shaken up by digital transformation, few have been transformed more visibly and dramatically in recent years than manufacturing. This journey, from Henry Ford’s workforce-intensive production lines to the increasingly people-free environments of modern factories, has been heavily accelerated by the advent of Big Data. Harvesting information from manufacturing operations, equipment and machinery, sales patterns and demand fluctuations enables leaders to strategise for greater efficiency, output and safety. The Industry 4.0 vision of smart factories that run with minimal human input J U LY 2 0 2 0

43

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Spark innovation with Data Culture Learn how top companies develop people and process to succeed in the data era.

Organizations are investing trillions of dollars to become more data-driven, but only 8% successfully scale analytics to get value out of their data. What separates the top performers from the rest?

Learn more at tableau.com/data-culture Bisson, Peter, Bryce Hall, Brian McCarthy, and Khaled Rifai. “Breaking Away: The Secrets to Scaling Analytics.” McKinsey Analytics. McKinsey & Company, May 2018.

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Future Manufacturing 4.0: Toyota innovation, robotics, AI, Big Data.

Futurist keynote speaker CLICK TO WATCH

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9:27

45

whilst yielding higher productivity,

success. “With Big Data analytics no

profitability, and reliability is enormously

longer being a ‘nice to have’ option,

attractive, but realising this goal brings

companies must identify the right

equally sizeable challenges that must

opportunities to improve plant

be overcome.

efficiency and generate insights,” Capgemini said in a November 2018

THE DATA WAVE

blog post. “Big data analytics would

Back in 2018, leading consultancy and

then provide the competitive edge

outsourcing services provider Capgemi-

companies need to succeed in an

ni identified manufacturing as having

increasingly complex environment.”

among the most considerable potential

With vast volumes of data – a mass

for operational improvement through

that increases exponentially for opera-

Big Data, going as far as to say that its

tions making use of Internet of Things

adoption is vital for continued business

(IoT) powered technology and the w w w.ma nufa c t uri nggl o b a l. com

A I & A U T O M AT I O N

“ The difficulty that MES brings is that it is difficult and costly to upgrade, given the level of customisation” — NelsonHall

gigabit-per-second transfer speeds of 5G – comes immense complexity.

Not only must organisations zero-in on the value of a broad data set, but they must turn that nascent value into actionable insights before they’re superseded by newer and more relevant data. Often, raw data must be married with the telemetry of other systems for its worth to be extracted, and this know-how on a human level is difficult to come by.

THE CASE FOR AI

46

Around the globe, trained data scientists are in high demand and short supply and, even with a fleet of top data analysts, the true value of an organisation’s data is locked behind the lengthy time for complicated analyses to be undertaken, the likelihood of human error, and the

J U LY 2 0 2 0

47

need for deeply considered data

efficiency and productivity, scales opera-

implementation strategies. The need

tions to real-time demand and improves

for immediacy and accuracy, particularly

safety, uprooting the problems posed

with the widespread data skills gap,

by a shortfall in expertise whilst building

can be answered by another emergent

value. It can even catch problems before

technology: artificial intelligence (AI).

they arise through predictive mainte-

Its algorithmic calculations and

nance, something that would require

analyses tailorable to the needs of

a considerable labour force and time

specific operations yield results that are

allocation without the promise of accu-

both more accurate and rapidly available,

racy that AI provides.

enabling enterprises to turn that data into informed action that improves

“Predictive maintenance is one area where IoT, Big Data and analytics are w w w.ma nufa c t uri nggl o b a l. com

A I & A U T O M AT I O N

making a significant impact,” says Debbie Heaton-Bowen, Partner at Oliver Wight EAME. “Although it originated in the 1990s, the advent of advanced technology has meant that the capabilities of predictive maintenance have recently been ‘supercharged’, particularly in the manufacturing sector with smart factories becoming a reality.

Unplanned downtime and poor maintenance can cost companies millions, but IoT-enabled sensors can detect when machinery needs a check-up, 48

preventing the development of a more serious fault which would cause costly disruption. Not only does predictive maintenance identify errors missed by the human eye, but it also makes solely data-driven decisions to improve the lifespan of machinery, lower service costs and increase operational efficiency for healthier profits.”

Elsewhere, robotics are another trend in the industry that shows considerable promise, and AI is vital to their value proposition when deployed across manufacturing processes. “When integrated correctly, these robotic units can amplify people’s skills and strengths to increase workplace efficiency and J U LY 2 0 2 0

improve the employee experience,” says Prasad Satyavolu, CDO of Manufacturing and Logistics at IT services leader Cognizant. “They are already being deployed across manufacturing organisations, from inserting shock absorbers or cutting meat on a traditional assembly line, to drones acting as the eyes of security officers patrolling a vast container yard. In doing so, the new breed of autonomous co-workers is freeing up humans to take on higher value work. Researchers at MIT found that human-robot teams working for BMW were approximately 85% more productive than humans or robots working alone.”

AI can thus simultaneously bridge skills gaps and maximise the time available for skilled workers to focus on tasks where they can add more value.

THE CHALLENGES OF AI UPTAKE Despite the clear opportunities it presents, management consultancy McKinsey notes that AI uptake has been notably slow in the manufacturing industry. “While AI technologies have made tangible improvements to supply chains and administrative w w w.ma nufa c t uri nggl o b a l. com

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A I & A U T O M AT I O N

“ A successful data-driven transformation strategy needs to consider a comprehensive view of various factors including organisational culture, customers, employees, and technology” — Rohit Gupta, VP and Head of Manufacturing, Logistics, Energy and Utilities, Cognizant

50

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functions, they have so far had scant presence in production,� McKinsey says, noting that this slow adoption has been triggered in part by a heavy reliance on expertise and knowledgeable workforces, which is somewhat ironic given the capacity for AI to redirect this expertise to less repetitive processes.

The reliance on skilled workforces in itself is cause to accelerate AI’s integration in the industry.

Actify identifies 10 Big Data uses In 2018, product data intelligence firm Actify identified 10 Big Data use cases for manufacturing, and those cases remain relevant in 2020. Among them, risk management, improved product quality, tracking, data-driven growth, predictive and preventative maintenance, and optimised transportation can each be supercharged by combining Big Data with a robust AI strategy.

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A I & A U T O M AT I O N

“Since variations in operators’ qualifications can affect not only performance

measure of modification to make them

but also profits, AI’s ability to preserve,

compatible with the data-harvesting

improve, and standardise knowledge is

tech of today. Meanwhile, the questions

all the more important,” McKinsey says.

of sourcing the most impactful data

“Moreover, since it can make complex

sets, how best to interpret them and

operational set-point decisions on its

implement the findings vary not only by

own, AI is able to reliably deliver predict-

company but by departments and teams

able and consistent output in markets

as well.

that have difficulty attracting and retaining operator talent.”

Along with this reliance on human 52

past two decades require some

Research firm NelsonHall notes that the adoption of MES (Manufacturing Execution Systems) increases this

capital, many factories rely on legacy

complexity further. MES has been

machinery that predates even the

enabling firms to digitise their operations

internet, and those introduced in the

and access data more readily for years,

INDUSTRY 4.0: BIG DATA CLICK TO WATCH

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2:11

“ Predictive maintenance is one area where IoT, Big Data and Analytics are making a significant impact”

more complexity where many operators are seeking to streamline and slim down their tech infrastructure to increase flexibility and agility.

TACKLING THE CHALLENGE HYDRA

— Debbie Heaton-Bowen, Partner, Oliver Wight EAME

Clearly, the challenges of successfully

but the deep customisation of each

expertise, and legacy infrastructure

facility’s own MES means compatibility

must each be addressed to facilitate a

and integration with other technologies,

seamless move to Industry 4.0. AI alone,

such as the analytics software that

sadly, cannot solve the headaches

collates and analyses data from myriad

of successfully implementing the

sources, is a considerable challenge.

data-based technologies that will

“The difficulty that MES brings is that it is

drive manufacturing into Industry 4.0.

difficult and costly to upgrade, given the

Industrial IoT, robotics, digital twins,

level of customisation,” says NelsonHall.

and predictive maintenance have

“Also, MES governs the production of

all rapidly gained traction as powerful

a plant, so they are critical systems and

modernisation tools for manufacturing,

harnessing manufacturing data sets are huge: strategy, telemetry, integration,

therefore require rigorous development and implementation, testing, and roll-out.

In other words, they are comparable to mainframe applications: as long as they are running, no one really wants to touch them too deeply.” Circumventing this problem is thus often done through the addition of complementary systems, such as that provided by Dassault, Siemens, PTC and the like, adding yet w w w.ma nufa c t uri nggl o b a l. com

53

A I & A U T O M AT I O N

Hitachi Solutions’ Top 5 mistakes Hitachi Solutions has identified the top five mistakes that manufacturers amake with data analytics. ● Thinking big data is too expensive and complicated ● Failure to set business objectives prior to investing in data analytics ● Starting too big 54

● Failing to properly prioritize data analytics projects ● Not engaging in Process Mining

each made possible by Big Data and AI,

initiatives, and instead needs concen-

but as with their forebears they each

trated focus, medium to long-term

require considerable strategic consid-

planning, sponsorship, and investment

eration to be truly successful. The

directly from business leaders,” says

human touch, and operational alignment,

Rohit Gupta, VP and Head of Manufac-

are key.

turing, Logistics, Energy and Utilities

“A successful data-driven transfor-

at Cognizant. “Manufacturers need

mation strategy needs to consider a

to assess their current level of digital

comprehensive view of various factors

maturity, understand the business and

including organisational culture,

technical challenges, and clearly envision

customers, employees, and technology.

a roadmap to thrive in this digital

This cannot be achieved through isolated

paradigm. This must be an iterative

J U LY 2 0 2 0

55

approach, working towards developing

tech ecosystems are predicated on

a foundation that can support scalable

a bigger focus on outsourcing and

and sustainable growth and build data

the knowledge that outside expertise

capabilities within the organisation with

is often superior in a tech space that

clear milestones.�

gets more granular by the day.

Outside help is a huge accelerator,

Manufacturing is deeply complex and

and SAS, McKinsey, and Capgemini

one size can never fit all, but leverag-

to name but a few have done much to

ing the expertise of leaders across

bridge the technological and strategic

the data and AI spaces is sure to

gaps of enterprises and manufacturing

overcome the challenges posed and

powerhouses looking to make the leap

unlock the enormous potential of

into the smart future. After all, today’s

Industry 4.0. w w w.ma nufa c t uri nggl o b a l. com

TECHNOLOGY

56

HOW AUTOMATION CAN HELP MANUFACTURERS NAVIGATE COVID-19 WRITTEN BY

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GEORGIA WIL SON

57

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TECHNOLOGY

Industry experts discuss the evolution of automation in manufacturing and how it can help the industry navigate the challenges of COVID-19

F

irst emerging on 31 December 2019, just a few months ago, COVID-19 has changed the ways in which organisa-

tions around the world, in all business sectors, conduct their operations.

58

While the manufacturing industry today still faces the many challenges that it had before, such as changing customer demand, the need for faster production lines and increasing the efficiency of operations with industry 4.0, the ‘new normal’ that is emerging from the impact of COVID-19 is highlighting an even greater need for smart manufacturing operations and the importance of technology to maintain flexible and agile operations, as manufacturers around the world experience halts in production.

EMERGING CHALLENGES DUE TO COVID-19 With COVID-19 presenting further challenges to the industry such as health and safety; supply chain shifts impacting sourcing and J U LY 2 0 2 0

59

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Henkel, has achieved substantial savings in energy consumption, waste reduction and improved Overall Equipment Effectiveness (OEE) through the adoption of technology from our Operations and Optimisation Management and Monitoring and Control portfolio.

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An overview of Nestlé’s manufacturing, distribution and safety measures during COVID-19 CLICK TO WATCH

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distribution; supplier resilience: labour

mote workforce. Smart factories and

shortages; and changes in consumer

offices will increase, allowing critical

behaviour, “all lead to innovations,” says

functions that currently need to be

Rajaram Radhakrishnan, Senior Vice

overseen in person to be monitored

President and Global Markets Leader

remotely or, at a minimum, by fewer

of Manufacturing, Logistics, Energy

people,” adds Radhakrishnan. Further

& Utilities at Cognizant. In particular “the

adding to the Radhakrishnan’s com-

vast change in consumer behaviour

ments Prasad Satyavolu, Chief Digital

brought on by COVID-19 – especially

Officer, Manufacturing and Logistics

the need to reduce human contact – will

at Cognizant, says that “automation

undoubtedly lead to more automation

provides the capability to improve

and virtualisation. We will see advance-

the ease of operations, not only for

ments in how IoT and augmented and

customers but also employees,

virtual reality better enable the non-re-

partners and suppliers of the manuw w w.ma nufa c t uri nggl o b a l. com

TECHNOLOGY

R O C K W E L L A U T O M AT I O N

“Rockwell Automation is the largest company in the world that is dedicated to industrial automation and information.

For more than 100 years, Rockwell Automation’s keen focus on technology innovation, domain expertise, and integrity 62

and corporate responsibility fuel its success. Rockwell Automation is committed to enabling the next generation of smart manufacturing and its mission is to improve the quality of life by making the world a more productive and sustainable place.” – Sebastien Grau, Regional Sales Director Middle East & Sub Saharan Africa at Rockwell Automation

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“ We are seeing an array of rapid advances in automation such as the use of robotics, artificial intelligence, digital twins and machine learning, which are all enabling machines to perform a wide range of work activities�

Sebastien Grau, Regional Sales Director Middle East & Sub Saharan Africa, Rockwell Automation

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TECHNOLOGY

64

facturing sector, and when integrated

this crisis, and those that will inevitably

correctly, automation can amplify

occur again. Automation has evolved

people’s skills and strengths to increase

into having a greater focus on flexibility,

workplace efficiency.”

scalability and process adaptability,

When it comes to the effective

becoming a tool to optimise efficiency

deployment of automation in response

through manufacturers’ ability to adapt

to the outbreak, Alan Duncan, Senior

to demands,” adds Duncan.

Industry Strategy Director at Blue a pandemic, or similar catastrophic

THE BENEFITS OF AUTOMATION FOR MANUFACTURERS

events, the focus should be on machines

“Over the past two decades, automa-

autonomously running mundane,

tion in manufacturing has seen a large

day-to-day tasks with people intervening

transformation,” says Sebastien Grau,

based on experience and complement-

Regional Sales Director Middle East

ing the machine with strategic actions.

& Sub Saharan Africa at Rockwell Auto-

Ultimately, it’s machines and people

mation. “Today, we are seeing an array

working together that will get us through

of rapid advances in automation such

Yonder highlights that “in the case of

J U LY 2 0 2 0

“ In the case of a pandemic, or similar catastrophic events, the focus should be on machines autonomously running mundane, day-to-day tasks with people intervening based on experience and complementing the machine with strategic actions”

as the use of robotics, artificial intelligence, digital twins and machine learning – which are all enabling machines to perform a wide range of work activities.”

Grau adds that “with automation, manufacturers can get much greater access to data, work smarter and respond faster with the industrial internet of things (IoT).

Automation allows for improved collaboration and efficiencies, as well as the capability to produce actionable information which allows workers to make better and faster decisions with

Alan Duncan, Senior Industry Strategy Director, Blue Yonder

scalable analytics.”

Adding to the benefits of automation that Grau highlighted, Duncan further BLUE YONDER

“Blue Yonder (formerly JDA)

We partner with manufacturers

is an end-to-end supply chain

to aid their growth and efficiency,

management technology company.

and achieve faster time-to-value

We have over thirty years of both

and maintain a lower total cost

logistics efficiency expertise and

of ownership while providing

deep domain knowledge of the

customers the best products and

industries we serve, which includes

services.” – Alan Duncan, Senior

manufacturing, where we work

Industry Strategy Director at

with the likes of Bosch, Heineken

Blue Yonder

and Volvo.

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TECHNOLOGY

“ Now more than ever, [security is] critical for all organisations, regardless of sector or region” Rory Duncan, Security Go-to-Market Leader, NTT Ltd.

responding to these incidents when they have already occurred.”

THE CHALLENGES OF ADOPTING AUTOMATION While automation can provide the industry with multiple benefits, the technology does come with its own share of difficulties. “One of the main challenges faced is security,” says Grau. “The inter-

66

details that “the time and human brain

connection of systems is a key feature

power saved will enable manufacturers

in industrial digitalisation, however, this

to focus on increasing efficiency,

transformation represents a security

productivity and accuracy on the

challenge in terms of data protection.”

manufacturing side of operations.” In

In a recent report conducted by NTT

addition, a vital benefit that will help the

– the 2020 Global Threat Intelligence

industry be better prepared not only as

Report (GTIR) – the report concluded

the impact of COVID-19 further unfolds, but in the event of any future crises, is the technology’s ability to “help keep processes more robust in the event of staff turnover or shortages, so that supply chains are able to continue to operate efficiently, as well as help to predict problems before they arise, which increases the ability to navigate disruptions months in advance. It allows businesses and manufacturers to keep one step ahead with regard to customer buying behaviour rather than simply J U LY 2 0 2 0

that In the UK and Ireland, manufacturing

“Despite efforts to layer up their

was the most attacked sector, repre-

defences, many organisations are

senting almost a third of all attacks, while

unable to stay ahead of attackers,

technology was the most attacked

while others are struggling to do the

sector globally. While manufacturing

basics like patching old vulnerabilities,”

is harnessing innovative technology to

reports NTT.

increase the efficiency of their opera-

“Manufacturing regularly appears

tions, particularly amidst the outbreak

as one of the most attacked industries

of COVID-19, so are the attackers. The

globally, most commonly linked to intel-

GTIR revealed that the attackers are

lectual property (IP) theft,” adds NTT,

innovating faster than ever before.

however the industry is also increasingly

“Developing multi-function attack tools

facing “financially motivated data

and using artificial intelligence (AI),

breaches, global supply chain risks and

machine learning capabilities and

risks from unpatched vulnerabilities.”

investing in automation techniques,”

Commenting on the report, Rory

with 21% of attacks globally taking

Duncan, Security Go-to-Market Leader,

the form of a vulnerability scanner.

NTT Ltd. highlighted that “the biggest

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TECHNOLOGY

“ When integrated correctly, automation can amplify people’s skills and strengths to increase workplace efficiency” Prasad Satyavolu, Chief Digital Officer, Manufacturing and Logistics, Cognizant COGNIZANT

“Cognizant is one of the world’s leading professional services companies, transforming clients’ 68

business, operating and technology models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innovative and efficient businesses. Headquartered in the U.S., Cognizant is ranked 193 on the Fortune 500 and

worry is that security has lagged behind in this sector, potentially exposing systems and processes to attack.

Poor OT security is a legacy issue; many systems were designed with efficiency,

is consistently listed among

throughput and regulatory compliance in

the most admired companies

mind rather than security. In the past, OT

in the world.”- Prasad Satyavolu,

also relied on a form of ‘security through

Chief Digital Officer,

obscurity’. The protocols, formats and

Manufacturing and Logistics,

interfaces in these systems were often

Cognizant

complex and proprietary and different

J U LY 2 0 2 0

from those in IT systems, so it was

69

difficult for attackers to mount a

security into the fabric of their enterprise

successful attack. As more and more

architecture and organisational culture.

systems come online, hackers are

The current global pandemic and the

innovating and see these systems

flow of trusted and untrusted information

as ripe for attack.”

used to mask the activities of cyber

Duncan also stresses that “now more

criminals has shown us that they will

than ever, it’s critical for all organisations,

take advantage of any situation. Organi-

regardless of sector or region, to pay

sations must be ready to respond to

attention to the security that enables

these and other threats in a constantly

their business; making sure they are

evolving landscape.”

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S M A R T M A N U FA C T U R I N G

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Optimising manufacturing with smart MES WRITTEN BY

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GEORGIA WIL SON

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S M A R T M A N U FA C T U R I N G

Joe Gerstl, Director, Digital Product Management, GE Digital, on using smart MES to optimise production with IoT, machine learning and analytics solutions

W

hen it comes to manufacturing operations, each step within the

production process creates vast quantities

of data, including: asset data (real time sensor and measurement results), manufacturing 72

data (real time feed of manufacturing execution events) and enterprise resource planning data (the financial impact to an organisation).

With this information, manufacturers can track, control and document this data within a real-time manufacturing execution system (MES), allowing organisations to optimise production by understanding current conditions on the plant floor, reducing setup time, accurately capturing cost information, increasing machine uptime, reducing waste, and better managing inventories.

As this adoption and acceleration of industry 4.0 technologies continue to revolutionise the manufacturing industry,

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“ Smart MES allows manufacturers to operate, analyse and optimise their business through insights powered by data integration, the Industrial internet of things (IIoT), machine learning, and predictive analytics” — Joe Gerstl, Director of Digital Product Management, GE Digital

through digitised standard work or SOPs. Lean programs of the past would see significant gains, but then the gains would slowly erode. Smart

now more than ever ‘smart solutions’

MES helps manufacturers maintain

are vital for effective implementation

the momentum and drive consistency,”

of these types of innovative technolo-

says Joe Gerstl, Director of Digital

gies. “While not new, lean manufactur-

Product Management at GE Digital,

ing is a goal for many manufacturers

who further explains that maximising

in today’s economic climate. Modern

overall equipment effectiveness (OEE),

lean programs utilise digital technolo-

improving production scheduling and

gies to close the loop on continuous

ensuring product quality by leveraging

improvement and maintain changes

real-time production data are some of the benefits of lean manufacturing.

“Companies can also consolidate and transform manufacturing data across plants for hybrid on-prem/cloud

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S M A R T M A N U FA C T U R I N G

Manufacturing Execution Systems (MES) from GE Digital in Action CLICK TO WATCH

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2:33

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storage, analysis and analytics to

coordinate across the supply chain,”

optimise processes across assets,

adds Gerstl. For manufacturers Smart

ERPs and other manufacturing data,”

MES is a solution that brings together

comments Gerstl.

the digital world with the physical

Other trends Gerstl has seen when

world in a connected enterprise, with

it comes to lean manufacturing include

this in mind Gerstl explains that “Smart

manufacturers looking to accelerate

MES allows manufacturers to operate,

their time-to-market and improve

analyse and optimise their business

just-in-sequence performance on

through insights powered by data

a global scale. “This kind of solution

integration, the Industrial Internet

supports lean operations by building

of Things (IIoT), machine learning,

the product right the first time, for

and predictive analytics. This allows

genealogy and traceability to meet

holistic end-to-end performance

regulatory compliance needs and

management.”

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“ While not new, lean manufacturing is a goal for many manufacturers in today’s economic climate” — Joe Gerstl, Director of Digital Product Management, GE Digital

77

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S M A R T M A N U FA C T U R I N G

78

THE CHALLENGES, BENEFITS AND BEST STRATEGY FOR ADOPTING SMART MES SOLUTIONS

limited, making it difficult to carry

While manufacturers are keen to

Often, due to corporate acquisition

drive this adoption of ‘smart solutions’,

and consolidation, manufacturers

plants face a multitude of challenges

have several facilities, all with different

in implementing any new system or

types of equipment, including various

enhancing an existing system. Gerstl

sizes and ages. Companies therefore

highlights that “aging infrastructures,

have no common process for gather-

greater productivity challenges and

ing and analysing information, and no

tighter budgets need to be considered

internal expertise to integrate systems.”

as profitability pressures rise. What’s

Another challenge the industry is

out infrastructure modernisation, expansion, and technology upgrades.

more, with budget restrictions,

facing includes a widening talent gap,

resources for plant systems are often

forcing manufacturers to replace

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D ID YOU KNOW

Top three benefits of smart manufacturing execution system (MES) solutions Reduce costs By aligning resources, energy, and efficiency management via an MES solution manufacturing operations can reduce inventory, identify costly production gaps, lower energy and utility waste, and gain insight into throughput and critical processes.

Improve quality MES solutions capture robust quality data and related traceability information, while performing analysis on process-oriented data

and product-oriented data, and classifying materials.

Speed production By harnessing MES solutions manufacturers can improve on-time delivery performances and respond optimally and with agility to late stage changes, gain up-to-date visibility of all workin-progress orders, get more successful new product introductions (NPIs), and shorten design-to-delivery cycles.

Source: GE Digital

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S M A R T M A N U FA C T U R I N G

experienced professionals with a younger workforce, “The new generation of workers are experienced with modern technologies such as smartphones but don’t have manufacturing domain expertise or experience with manufacturing software. Manufacturers are losing the institutional knowledge of their more seasoned workforce, so they need to turn this human-based knowledge into a digital asset through the use of work process management systems that capture domain expertise 80

and drive consistent processes across the entire business – all facilities, all systems.”

When faced with these challenges, Gerstl explains that GE Digital would

“ For many manufacturers around the world, Smart MES is a solution that brings together the digital world with the physical world in a connected enterprise” — Joe Gerstl, Director of Digital Product Management, GE Digital

J U LY 2 0 2 0

always recommend that a manufacturer finds a partner that has experience in their industry, with their manufacturing challenges, and has a proven product that can address their issues. “By identifying your business outcomes – boosting operational effectiveness, improving performance, driving precision, or ensuring quality – manufacturers can assemble a multi-generational plan that not only addresses these challenges, but doesn’t disrupt the business while implementation and testing are in process,” in order to successfully achieve the benefits that smart MES can provide, including reduced costs, improved quality and faster production.

By aligning resources, energy and efficiency management in manufacturing operations, Gerstl explains that companies can reduce inventory, identify costly production gaps, lower energy and utility waste, and gain valuable insight into throughput and critical manufacturing processes. “Smart MES solutions also capture robust quality data and related traceability information while performing same-time analysis on w w w.ma nufa c t uri nggl o b a l. com

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S M A R T M A N U FA C T U R I N G

“ Today’s plants face a multitude of challenges in implementing any new system or enhancing an existing system” — Joe Gerstl, Director of Digital Product Management, GE Digital

82

in some industries. And, improved

HOW GE DIGITAL CAN HELP THE MANUFACTURING INDUSTRY IMPLEMENT AND MAINTAIN SMART MES SOLUTIONS

on-time delivery performance,

GE Digital has several services and

line change agility to respond to

solutions for those within the manufac-

supply chain challenges and more

turing industry looking to implement

successful new product introduc-

and maintain their Smart MES solutions,

tions are also facilitated by Smart

working with a global ecosystem of

MES software.”

experienced services partners.

that data to reduce waste and rework as well as reduce recalls

J U LY 2 0 2 0

opportunities to reduce losses and increase operational efficiency, and our team helps to develop multi-generational plans through our implementation services, to marry existing investments to the right process enhancements and technology.”

Once implemented, GE Digital can help organisations maintain mission critical machines from one of its managed services remote locations around the world using model-based predictive-analytic technology. “Our education services also help to ensure teams are leveraging the solutions with training and certificate programs, while our support services, supports manufacturers to ensure that the solutions operate at the highest efficiency, all while mitigating risks. And, finally, our cyber security services provide industri“Together, we start the engagement

al-grade security for a wide range of OT

with Advisory Services that, in collabora-

network and application topologies.”

tion and cooperation with the manufacturer, help plan the implementation that aligns with specific desired business outcomes,” comments Gerstl. “We incorporate best practices used at GE’s own plants, to provide manufacturers with even more insight into w w w.ma nufa c t uri nggl o b a l. com

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T O P 10

Digitally innovative manufacturing consultants

84

Manufacturing Global ranks its top 10 consultant firms for the manufacturing industry based on its revenue WRITTEN BY

GEORGIA WILSON

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T O P 10

Bain & Company: Operating Model CLICK TO WATCH

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3:05

86

10

Bain & Company US$4.5BN

Working with ambitious clients, Bain & Company’s ambition is to build a future that redefines industries. Founded in 1973, the organisation helps multiple sectors unlock new opportunities and solve industry challenges. When it comes to the manufacturing industry, Bain & Company strives to “conquer complexity, make better decisions and seize high-value opportunities,” by helping to improve every aspect of a manufacturer’s operation with a tailored approach.

1973

YEAR FOUNDED J U LY 2 0 2 0

CEO

MANNY MACEDA

09

McKinsey & Company US$10.5BN

Dating back to 1926, McKinsey & Company was established with the ambition to “help organisations across the private, public, and social sectors create ‘change that matters’.” In partnership with its clients, McKinsey & Company strives to change mind-sets, and build capabilities that help organisations and people thrive. For the manufacturing industry McKinsey & Company’s endeavours can be broken down into six key areas: • Develop winning strategies

• Identifying skill gaps and

for supply chain and

building capabilities

manufacturing operations

• Drive a quality culture for a

• Capturing end-to-end value

competitive advantage

with a holistic approach to

• Leverage opportunities

transformation

from digital and autonomous

• Transforming processes to

supply chain

increase productivity

1926

YEAR FOUNDED

CEO

DAVID BENTLEY

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87

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Capgemini: Digital Manufacturing Overview CLICK TO WATCH

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3:07

89

08

Capgemini US$15.38BN

Harnessing innovative technology, Capgemini helps clients address opportunities as cloud, digital and platforms evolve. Within the manufacturing and industrial industry, Capgemini prides itself on its “unique position to help manufacturers innovate and stay competitive.�

With its expertise in consulting, technology and engineering services, Capgemini draws on this experience, combining this with its network of global applied innovation exchanges and a strong ecosystem of partners to enable smart manufacturing maturity via digital innovation.

1967

YEAR FOUNDED

CEO

PAUL HERMELIN w w w.ma nufa c t uri nggl o b a l. com

T O P 10

07

Cognizant US$16.8BN

Believing “technology must not only support your business. It must advance it,� Cognizant strives to make products smarter, customer experiences more exceptional, people more productive, processes more profitable and systems more powerful. Recognising that each industry has its own unique challenges when it comes to digital innovation and disruption, Cognizant helps its customers combine digital strategies alongside its industry knowledge, human sciences and design and technology expertise, to make manufacturing operations more agile.

90

1994

YEAR FOUNDED

CEO

BRIAN HUMPHRIES

Cognizant: The Future of Manufacturing CLICK TO WATCH

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2:41

91

06

Tata Consultancy Services US$22.03BN

Since its founding in 1968, Tata Consultancy Services (TCS), has worked to combine its technology expertise and business intelligence to drive change and deliver results ‘helping clients create the future’. For manufacturers TCS helps the industry to monetize connected products, connected operations and connected customers, via its extensive range of solutions.

1968

YEAR FOUNDED

CEO

RAJESH GOPINATHAN w w w.ma nufa c t uri nggl o b a l. com

A fresh approach to customer engagement Delight your customers, every step of the way. You’ll know what we mean when you try our products:

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KPMG: Industry 4.0 CLICK TO WATCH

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2:35

93

05

KPMG US$29.75BN

Operating for over 150 years and taking on several names before adopting the KPMG moniker in 1987, KPMG has a worldwide presence which they continue to build upon with a clear vision and core values.

While the consultant provides its services for many industries, KPMG specialises in automotive, aerospace and defence, engineering and industrial products, and metals sectors for the manufacturing industry.

1870

YEAR FOUNDED

CEO

WILLIAM B. THOMAS

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T O P 10

EY: Smart Factory CLICK TO WATCH

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1:57

94

04

EY

US$36.4BN

With a purpose to build a better working world, EY believes that the insights and quality services it provides “helps build trust and confidence in the capital markets and in economies the world over.”As part of its services for the manufacturing industry, EY strives to help organisations across their entire enterprise to advance their technology with efficiency and innovation. “With the EY Smart Factory methodology at the foundation, the teams help clients achieve operational efficiency across the enterprise to build a better tomorrow.”

1989

YEAR FOUNDED J U LY 2 0 2 0

CEO

CARMINE DI SIBIO

03

PwC

US$42.4BN

Founded in 1998, PwC’s purpose is “to build trust in society and solve important problems.“ For the manufacturing industry PwC strives to “help businesses evolve and thrive in a changing world, where disruptive technologies and talent challenges are taking centre stage,” by providing guidance in multiple areas including: revenue growth, inventory costs, supply chain management, M&A, product lifecycle management, sales and operations management.

1998

YEAR FOUNDED

CEO

BOB MORITZ

95

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E M E A | A P A C | | APAC N O R T H | A EMEA MERICA AMERICAS FIND OUT MORE

FIND OUT MORE

T O P 10

98

Accenture: Achieving Success in Digital for Manufacturing & Operations CLICK TO WATCH

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28:31

02

Accenture US$43.2BN

“Accenture Strategy helps manufacturing clients merge technology and business strategy to stay competitive in a constantly changing world,” by combining business and technology to help its clients gain insight into the global manufacturing network.

Accenture also helps manufacturing clients to integrate networks and drive operational excellence to meet cost and quality objectives as well as drive strategy and execution with the latest thinking in technology and digital.

“Cross-industry expertise. Unmatched innovation. World-class tech and talent. We bring it all together to deliver tangible business outcomes for our clients,” the company says.

1989

YEAR FOUNDED

CEO

JULIE SWEET

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T O P 10

01

Deloitte US$46.2BN

Via its dedicated professionals throughout the world, Deloitte collaborates to provide audit and assurance, consulting, financial advisory, risk advisory, tax and other related services.

100

Deloitte prides itself on its ability to deliver “innovative, practical knowledge and experience to help companies in the fields of Industrial Products, Aerospace & Defense and Construction improve overall business performance.”

For the manufacturing and industrial industry, Deloitte offers 360° thinking for industry-specific depth, both local and global, including an understanding of the balance between concept and execution.

1968

YEAR FOUNDED

J U LY 2 0 2 0

CEO

RAJESH GOPINATHAN

101

Deloitte Insights: Industry 4.0: Exploring the world of connected enterprises CLICK TO WATCH

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2:37

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HENKEL ADHESIVE TECHNOLOGIES: DATA-DRIVEN DIGITAL TRANSFORMATION 102

WRITTEN BY

MATT HIGH PRODUCED BY

LEWIS VAUGHAN

J U LY 2 0 2 0

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HENKEL ADHESIVES

Head of Digital Operations, Dr Nick Miesen discusses digital transformation of operations and the power of data

A

passion for digital technology, and it’s power to drive business optimisation and operation excellence, underpins much

of Dr Nick Miesen’s career. Miesen, who has more than 12 years’ experience in areas as diverse as 104

aerospace, chemicals, supply chain and manufacturing, and fast-moving consumer goods, brought that experience to Henkel Adhesive Technologies at the start of this year. Since, he has been responsible for driving digital change in the organisation’s operations, supporting Smartfactory capabilities roll-out across the organisation and leading the company’s Global Digital Quality programme.

As one would expect, Miesen is well versed in the latest digital technologies. He is also a vocal proponent of the importance of perfecting the operational basics that underpin those technologies. “Looking retrospectively at the concept of digital transformation, particularly four or five years ago when I was working at AkzoNobel, there was a fair amount of hype around digital. That’s over,” he says. “Companies are realising there’s a lot of tough J U LY 2 0 2 0

105

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HENKEL ADHESIVES

work in adopting digital strategies and that there’s no silver bullet. If your

“ The foundation of any digital transformation is the people”

processes aren’t standardised and you don’t have the basics in place then worrying about the ‘sexy’ tech like AI or VR just won’t work - you’ll stay locked into the experimental phase.”

Miesen elaborates on the ‘digital

— Dr Nick Miesen, Head of Digital Operations, Henkel Adhesive Technologies

backbone’. This refers to the infrastructure, strategies and processes in place that enable technology adoption to be maximised and bring operational excellence. “It’s really

106

important to not be blinded by new

J U LY 2 0 2 0

Henkel Adhesives: Don’t Let A Little Fastener Become a Big Problem CLICK TO WATCH

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0:51

107 innovations,” he states. “From my perspective, the foundation of any digital transformation is the people - I’d rather have 1,000 highly capable individuals trained in the basics than a couple of master coders. That strong foundation across the organisation lets you build out the entire decision making process, to properly analyse and problem solve and achieve the low hanging fruit first. There’s a bigger picture, of course, and a full strategy but only focusing on that just isn’t a sustainable approach to building operational excellence.” w w w.ma nufa c t uri nggl o b a l. com

HENKEL ADHESIVES

108

In January this year Miesen joined

of that digital backbone I mentioned.

Henkel Adhesive Technologies as

We have a major programme finalising

Head of Digital Operations and was

to consolidate all SAP systems and let

tasked to build on the digital work

us house all our data in a single system.

before within operations. Michael

That’s a great starting point for digital,

Merget, currently Head of Operations

and not something I’ve seen in other

and Supply Chain, started a few years

companies I’ve worked with.

ago with the digital quality program.

“But, objectively, I saw very early on

The business, which is a leading solu-

that there was the potential to do much

tions provider for adhesives, sealants

more with the data,” he continues.

and functional coatings globally, was

“For example, there was a lot of data

already in a strong position digitally, he

around introducing new platforms and

says. “I found the business to be really

systems, and some utilisation of that

advanced, and quite visionary in terms

data. That’s really where I saw my role

J U LY 2 0 2 0

E X E C U T I V E P R OF IL E :

109

Nick Miesen Title: Head of Digital Operations Company: Henkel Industry: Adhesive Technologies Location: Amsterdam Red thread in Miesen’s career is data for business optimisation, from Operational Excellence (L6S) to Digital Transformation.

He has over 12 years’ broad industry experience in aerospace, chemical and FMCG. Miesen worked in various roles, mainly in innovation or supply chain, at the Dutch National Aerospace Laboratory (NLR), Deloitte, AkzoNobel and Heineken. In 2016 he cofounded an Advanced Analytics startup, Jugaad.

In the beginning of 2020 he started as Head of Digital Operation at Henkel Adhesives Technologies. He holds a PhD in Aerospace Engineering, a MSc in Physics & Astronomy and is certified (Master) Black Belt. w w w.ma nufa c t uri nggl o b a l. com

Beyond Indu

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HENKEL ADHESIVES

coming in - to take advantage of and

“ The high-level strategy is to build digital operations”

build on the great work that has already been done, to bring in those low hanging fruits and build out the basics in the best way.”

Since joining Henkel, Miesen has led the company’s Global Digital Quality programme, which aims to

— Dr Nick Miesen, Head of Digital Operations, Henkel Adhesive Technologies

predict and improve product quality; he has strategised, planned and deployed digital programmes and sought out opportunities to introduce new technologies to the business.

112

“The high-level strategy is to build digital operations,” he says. “But, it’s important to be very clear on what that actually means.

“First and foremost, it’s about the seamless flow of data both ways that’s the backbone,” he continues.

“But within that are several smaller objectives. You need connectivity, for example. So, data needs to be transferred and centralised and then you need visualisation of all that data. That plays into the global digital quality function I am responsible for, as if you can have a global solution whereby we can track and visualise any variations in quality of material input and finished J U LY 2 0 2 0

113

goods. Having the whole organisation

using the data collected to model

globally able to visualise all that data

processes, from the simple to the

gives the ability to make better deci-

very complex. “You start with simple

sions and work towards operational

linear regressions, then move along

excellence, and create customer value.”

the level of complexity so that you

With this step in place, Miesen

can gain greater understanding by

explains that the focus shifts first

using statistical analysis,” he says.

towards being more predictive and

“The next step is to add intelligence

then bringing greater intelligence

to those statistics, which enables you

and algorithms into the process. The

to analyse, prove, predict and under-

former, he explains, revolves around

stand anything. w w w.ma nufa c t uri nggl o b a l. com

HENKEL ADHESIVES

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115 “Those, for me, are the key steps in the sequence of building that digital

“ We move from simple data to advanced data analytics, and as we do it the supply chain becomes increasingly digitised for us, our suppliers and our customers”

supply chain. We move from simple data to advanced data analytics, and as we do it the supply chain becomes increasingly digitised for us, our suppliers and our customers. It’s quite conceptual but it’s a very clear and defined process.”

While for Miesen the process is clear there are, he concedes, still challenges

— Dr Nick Miesen, Head of Digital Operations, Henkel Adhesive Technologies

to overcome in digitising a supply chain operation. “We still have data in different systems and formats. The biggest hurdle is getting that data into the w w w.ma nufa c t uri nggl o b a l. com

HENKEL ADHESIVES

right place and in the right order. To a degree, the analytics and visualising of the data is the easy part. The big challenge is found in knowing which sets of data to address first, in trying to align the different ambitions and functions of the various stakeholders and standardising the operations process. If we do that, it’s really the biggest step to take forward.”

Henkel’s size, too, poses challenges to operational excellence.

Miesen and the team are responsible 116

for optimising operations across 140 sites. “I don’t need to explain that, to implement a digital journey across so many facilities means you have to work smart. This is why we’re adopting a Smartfactory approach, which includes a manufacturing execution system (MES), a robust ERP layer and a host of other smart tools,” he explains. “It’s a really powerful technology to have available, particularly as we have a long-term strategy to move towards different levels of automation at our sites.”

Of course, since Miesen joined the company in January, the world has seen significant disruption as a result J U LY 2 0 2 0

1876

Year founded

€20bn+ Revenue in euros

52,000 Number of employees

w w w.ma nufa c t uri nggl o b a l. com

117

HENKEL ADHESIVES

of the global COVID-19 pandemic. For businesses in every sector, the impact has been enormous, forcing a shift in both how existing operations are carried out and, in a broader context, in the implementation of new technology. Naturally, Henkel prioritised the safety and wellbeing of its employees while ensuring it could continue to operate and supply its customers.

“The biggest change, like everyone else, was in facilitating a remote working environment,” says Miesen.

118

“I think, collectively, we are all very proud of Henkel’s response to the crisis, particularly across such a broad and diverse business. It’s definitely brought several new technologies

“ Data is power and to have that database in place will enable the next step”

into the picture too, as well as refocused everyone’s views on using technology. For example, things like augmented reality innovations have come into focus with us deciding to use Microsoft’s HoloLens system, which will facilitate remote work-

— Dr Nick Miesen, Head of Digital Operations, Henkel Adhesive Technologies

J U LY 2 0 2 0

shops, remote audits and more. More broadly, I think this will change some of the more conservative thinking around technology and business.”

119

Disruption aside, Miesen is resolute

database in place will enable the next

in his commitment to Henkel’s digital

step - to the lab, to the testing facil-

journey. His immediate focus remains

ity and intelligent modelling. That’s

on building an innovative digital sup-

where you’ll see the real benefit of

ply chain while changing the way that

this journey, it will absolutely keep us

Henkel does business to be more

ahead of the curve.”

agile and lean. “If we build our processes to be better and use our data in the most effective way, this will feed into our product development processes and our understanding of exactly what the customer wants.

Data is power and to have that w w w.ma nufa c t uri nggl o b a l. com

Powering future factories WRITTEN BY

JOHN O’HANLON PRODUCED BY

MANUEL NAVARRO 120

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TECH MAHINDRA

Tech Mahindra’s Head of Aerospace and Defence Manufacturing, Debasis Bisoi, on IoT, Blockchain, AI, and the Factory of the Future

N

obody who knows India can be unaware of Mahindra. The logo appears on the front of buses, trucks, motorcycles, com-

mercial vehicles, SUVs and cars, as well as the ubiquitous three-wheelers (available since 2018 in all-electric format). Mahindra is one of India’s 122

great industrial dynasties, a global brand today, with factories in South Korea, South Africa, the US, Australia and China, and a strong presence in defence and energy. Its Chairman, Anand Mahindra, is the grandson of JC Mahindra, one of three family members who founded Mahindra & Mahindra as a steel trading organisation in 1945.

Anand Mahindra is also the founder of Tech Mahindra. An early entrant into the burgeoning though incipient industrial electronics market in 1983, the company was started as a JV with British Telecom, subsequently buying out this partner, growing organically and by acquisition, and today having a presence in all of the world’s principal industrial markets. Tech Mahindra is the highest ranked non-US company in the Forbes Global Digital 100 list, employs more than 131,500 J U LY 2 0 2 0

123

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TECH MAHINDRA

“ Our Aircraft Health Monitoring System (AHMS) is a solution that uses real-time data captured through integrated sensors throughout an aircraft parts to enhance reliability and safety” 124

— Debasis Bisoi, Vice President Manufacturing Vertical, Digital and IOT Solutions

professionals across 90 countries and includes a number of Fortune 500 companies in its global client list of over 190 companies.

As you’d expect from a subsidiary of a group rooted in vehicle making, manufacturing is one of the biggest verticals in Tech Mahindra. The business is focused on the three key trends it has identified as facing manufacturers in the 21st century: the explosion of intelligent devices and increasing human/robot collaboration; leveraging the power of new technologies to meet the growing demand for mass customisation; and tackling the exponential growth of content consumption – that is, the power of data driving rapid IT/OT convergence.

Of course, global manufacturers are aware of these trends, but putting them to the service of businesses and customers remains a huge challenge.

Tech Mahindra’s four ‘big bets’: factories and SCM, smart products, reliable aftermarket (integrating field warranty with product design and production quality), and mobility and experience, will have the most transformational effects on customers’ businesses

J U LY 2 0 2 0

Celebrating Change & ChangeMakers; the Digital ChangeMakers CLICK TO WATCH

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2:16

125 – and the enterprises that will create

‘factory of the future’, with an emphasis

the future are those willing to bet on

on aerospace, defence and process

technologies that will disrupt industries

manufacturing. “I’m responsible for

and will create new opportunities. The

setting the key directions for these

company collaborates with disruptive

sub-verticals, developing strategic

new age technology players, startups,

plans, identifying focus areas, improv-

and academia globally, drawing them

ing solution offerings, identifying

together with academics and custom-

mid-term course corrections, improv-

ers at its annual TechmNxt.i forum.

ing win ratios and developing teams,”

Leading these initiatives since 2012

he explains. “I also work extensively

from Tech Mahindra’s Bengaluru

on mergers and acquisitions and

HQ is VP, Debasis Bisoi. His passion

engage in providing thought leader-

is developing and delivering digital

ship to our manufacturing clients.” His

manufacturing solutions and strategic

team has co-authored more than 180

initiatives in areas like IoT and the

patents and disclosures for these w w w.ma nufa c t uri nggl o b a l. com

TECH MAHINDRA

126

clients, addressing their digital disrup-

leveraging cutting-edge cloud

tion issues and ‘pain points’ with the

computing, sensor, IoT and big data

backing of Mahindra’s many centres of

technologies to perform deep analyt-

excellence and strategic partners.

ics of the aircraft’s health status. The

Bisoi is keen to point out his unit’s

unit collects aircraft operation and

contribution to its high profile custom-

performance data from every system

ers. “A good example is our Aircraft

during flight. Examples include avion-

Health Monitoring System (AHMS).

ics, flight controls, fly-by-wire, landing

This is a solution that uses real-time

gear, braking systems, environmental

data captured through integrated

control systems, thrust reversers,

sensors on aircraft parts to enhance

engines, electrical systems, auxiliary

reliability and safety.” Among many

power units (APUs) and more. On the

clients, the system was adopted by

ground, the AHMS system performs

a Canandian aircraft manufacturer,

the detailed analysis of the transmitted

J U LY 2 0 2 0

on-board data to support a wide vari-

to advanced automation via chatbots

ety of operational decisions.

and improved strength deployment

In that case, Tech Mahindra engi-

inventory (SDI) scores, the team

neered a system solution. It is just as

improved first-call resolution (FCR)

effective in the business process field,

from 74% to 91% and introduced auto-

though. For another client, this time a

mation that reduced turnaround time

major Swedish car manufacturer, the

for requests by 75%. Monthly request

problem was centred around global

numbers went down by 3,500.

dealer support and access manage-

In the world of process manufactur-

ment – the company was dealing with

ing, Bisoi continues, his team partnered

40,000 requests and 20,000 calls a

with the largest global chemical manu-

month. By setting this client on the road

facturer in its journey from a monolithic 127

E X E C U T I V E P R OF IL E :

Debasis Bisoi Title: Vice President Manufacturing Vertical, Digital and IOT Solutions As VP in manufacturing vertical Debasis Bisoi heads Tech Mahindra's digital initiatives, solution offerings, verticalisation, top-line growth and key customer relationships in aerospace and process manufacturing industry verticals. He provides leadership to key alliances in the IoT and cognitive space, ventures and strategic initiatives. Bisoi is responsible for Tech Mahindra’s first and largest and multiple subsequent digital relationships in the manufacturing vertical, including solutioning, sales and delivery. He has been instrumental in incubating and growing digital manufacturing, the factory of future, IOT relationships spanning business development, solutioning and delivery. He was an IOT thought leader finalist in the first IOT Congress in 2016 w w w.ma nufa c t uri nggl o b a l. com

TRANSFORMING MANUFACTURING WITH NEXT-LEVEL TECHNOLOGIES. Tech Mahindra + Dell Technologies

In a progressive market changing environment, the manufacturing vertical is fuelling innovation in several industries. Deep expertise and a collaborative approach can successfully manage complex global supply chains, coste�ective manufacturing facilities, and multifaceted product lifecycles, thereby de�ning the industry leaders of the future.

Next-level technologies will enable manufacturers to roll out new applications, such as advanced monitoring and diagnostics, machine performance optimization, and proactive maintenance.

There are certain partnerships that are industry rede�ning, like the powerhouse collaboration between Tech Mahindra, part of the Mahindra Group, the $15 billion Indian conglomerate and Dell Technologies, who transform IT from edge to core to cloud. Together, we are o�ering leading edge solutions that alter outcomes in the manufacturing industry. To help Aerospace and Defense, Automotive, Durable Goods, Industrial Equipment, and High Tech Manufacturers succeed, Tech Mahindra Services and Dell Technologies provide a unique combination of domain knowledge and technology-based solutions. Our IT and business process solutions are speci�c to each customer's needs and focus on delivering real business results.

The Aircraft Health Management System (AHMS) – Analytics platform It's vital that every aircraft is in peak operational condition, ensuring this takes a monumental amount of technology.

The Tech Mahindra - Dell Technologies o�ering comes with Cloud to Ground Solution, Data Extraction, Complex Data Visualization and Data Analytics.

This solution had to address a set of diverse challenges. The biggest was that it had to work on a Public Cloud based Analytics Platform with the ability to support the customer's data sovereignty demands. Built on Dell Technologies validated and ready solution architecture, this used Hadoop to gain deeper insights and enhance data-driven decision making, rather than designing a solution from scratch. Flexible and scalable, the solution starts with a small platform, and grows as capacity demand increases.

The bene�ts were signi�cant. A 20-25% Improvement in aircraft availability and 17% Improvement in First Time Fix rate.

Hot & Cold Storage. Infra for ADAS Solution.

Tech Mahindra and Dell Technologies come together to o�er OEM and Tier-1 enterprises an end-to-end ADAS/Autonomous vehicle consulting, solutions and system integration service. This includes infrastructure (including Hot, Warm & Cold storage), software, applications, annotation services, software & hardware validation, vehicle integration, testing, etc. 8 out of 10 top global auto OEMs incorporate this solution today.

ADAS development demands signi�cant solution integration. The challenges are many, when building an e�cient data management infrastructure and software, which can handle incoming semi -structured, unstructured camera and sensor data in the range of petabytes. This joint solution delivers massive scaling, from 10s of TB to 10s of PB. It is also simple to manage, with uncomplicated volume & single �le systems ensuring extreme performance at scale.

Process HistorianData Management solution This solution re�ects Tech Mahindra's decades of experience working with manufacturing companies, integrating its in-depth knowledge of technology platforms, understanding of business needs and worldclass delivery capability, combined with Dell Technologies proven eco-system to o�er end-to-end IT and engineering solutions.

This is evident in the modern data center which enables extra data to be stored with a smaller footprint and archival. The ease of management and the modern and scalable platform keeps much of the data online, delivering a far higher level of data management.

Workspace as a Service. WaaS. Rising adoption of BYOD across various industries, ease of deployment, scalability, quick availability, combined with the increasing demand for a�ordable virtual desktop virtualization are all boosting the growth of WaaS, organizations are realizing the bene�ts of WaaS that enables them to become less constrained by geography and reduce infrastructure managing costs, while maintaining their employee experience.

Tech Mahindra Dell Technologies WaaS o�ers the best user experience keeping costs low and o�ering extra agility. This solution classi�es the user personas and creates a platform without duplicating the investment made by the customer. It uni�es the remote access system to a common virtual platform using WaaS framework. This joint solution enables your employees to run the latest versions of their productivity applications on any device without any capital costs. It also comes with Dell Secure Works security monitoring.

The Tech Mahindra Dell Technologies alliance is committed to o�ering feature rich solutions that empower greater productivity and e�ciency. Focusing on shared goals, this partnership feeds o� synergies and the result is that a broad spectrum of clients across the manufacturing vertical accelerate innovation.

w w w. te c hm a h in d ra . co m

w w w.te c hno l o gyma ga z in e. com

TECH MAHINDRA

“ The Factory of the Future is about positive environmental impact in terms of reduced waste and carbon footprint” — Debasis Bisoi, Vice President Manufacturing Vertical, Digital and IOT Solutions

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throughput, higher utilisation, flexible manufacturing lines, reduced timeto-market, and higher visibility across other enterprise applications like MES, SCM, and ERP. It is also about new digital technologies and their smooth alignment with human capital and change management, and achieving the desired target state.

He adds: “FoF is about positive environmental impact in terms of reduced waste and carbon footprint. Digital Fabric enables horizontal integration across the product development and value chain, and vertical integration CIO organisation to a product-centric

across manufacturing. It ensures a true,

business, also serving as a key inte-

extended digital enterprise.” As a major

gration partner for acquisitions. “Our

client, the Mahindra Group vehicle

current focus areas in manufacturing

plants also benefit from a partnership

are automation and data exchange

with Tech Mahindra. “We have a very

to facilitate Tech Mahindra’s Factory

active engagement with Mahindra &

of Future (FoF), a smart factory with

Mahindra in its digital transformation

cyber-physical systems, IoT, cloud com-

journey. We identify key solutions areas

puting and cognitive computing as the

on FoF initiatives, and work jointly in

core enablers. Our solution empowers

building proofs-of-concept (PoC’s)

clients to adopt these technologies and

and scaling up.” Tech Mahindra has

overcome the traditional problem of vis-

implemented end-to-end Industry 4.0

ibility across the plant and enterprise.”

solutions at the Chakan factory near

The FoF at its core, he explains, is

Pune, one of India’s largest and most

about automation and robotics, quality

automated car plants, including PoCs, w w w.ma nufa c t uri nggl o b a l. com

131

TECH MAHINDRA

SCADAs, historians, simulations and IT tools like the MES, PLM, ERP, integrating them with the shop floor systems.

Digital transformation can be a minefield for companies large and small, Bisoi acknowledges in conclusion. “Tech Mahindra has observed that only 30% of pilots end up reaching scale across the entire organisation: that means companies are failing to capture value from 70% of their pilots. We have identified two steps that can help them overcome 132

‘Pilot Purgatory’. The first is our ‘digital foundry model’. We start with the ideation phase, by identifying all use cases

“ A future-proof, scalable, sustainable network architecture is built to handle the data explosion arising from new age digital disruptions” — Debasis Bisoi, Vice President Manufacturing Vertical, Digital and IOT Solutions

that create value and build PoCs and MVP for cases with good RoI. Only then do we build an agile, product aligned solution for them. Next is to upgrade their factory network infrastructure. A future-proof, scalable, sustainable network architecture is built to handle the data explosion arising from new age digital disruptions.”

At present, in common with the rest of his team globally as well as everyone in India able to do so, Bisoi is working from home. With leading-edge digital

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$4.9bn Revenue in US dollars

131,522 Number of employees

communication systems and develop-

develop, mass produce and distribute

ment tools at their command, the work

low cost personal protection equip-

of IT professionals is less disrupted

ment (PPE), a powerful branded hand

than those with indispensable work

sanitiser, and even a newly designed

among the community. The impact of

respirator, all specifically targeted at

the global pandemic on the group’s

the needs of India’s people. The indig-

manufacturing plants themselves has

enous ventilator, developed in March,

been met with exemplary and char-

sells at less than 7,500 rupees (not

acteristic Indian compassion allied to

even $100), the hand sanitiser at under

the group’s agility and flexible manu-

400 rupees per litre, or around $5.

facturing capacity. Anand Mahindra was quick to repurpose large sections of R&D and production capacity to w w w.ma nufa c t uri nggl o b a l. com

133

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SMC Corp of America: delivering competitivity through IT WRITTEN BY

MARCUS LAWRENCE PRODUCED BY

MIKE SADR

w w w. m a n u f a c t ur in g gl o b a l . c o m

135

S M C C O R P O R AT I O N O F A M E R I C A

Michael Loggins, Global VP of IT at SMC of America, discusses the strategic and technological shifts driving the pneumatics leaders’ performance

S

MC, founded in Japan as Sintered Metal Corporation in 1959, is one of the world’s foremost pneumatic technology

developers and manufacturers with operations in 81 countries. In 1972, the SMC Corporation of America subsidiary was founded on the basis of providing local delivery and strategy for the 136

American market, with that expertise yielding a considerable degree of autonomy as the business grew over the following decades. In recent years and owing to shifts in customers’ technological capabilities and expectations, that localised strategy has changed.

“Every subsidiary was focused almost solely on the customer base within their country,” says Michael Loggins, Global Vice President of IT at SMC USA. “Over the last several years, more and more companies have become unbound by geography - they work and get things done wherever they need to. We’ve created programmes to deal with the largest of those companies that have become global in nature to understand how we can be a better seller to them, to coordinate

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S M C C O R P O R AT I O N O F A M E R I C A

“ We want to make sure we continue to understand our local market, but our customers are expecting us to be and act like a global company” — Michael Loggins, Global Vice President, IT, SMC Corporation of America

our efforts from a manufacturing standpoint and so on.”

These moves towards supporting global customers were only the beginning of a considerable shift in the way SMC operates. “Those major, globalised companies represent a small fraction of our customer base.

We want to make sure we continue

138

to understand our local market, but our customers are expecting us to be and act like a global company so we’ve been trying to figure out the best way to do that. With changes made over the last year, we’re ready to pivot into fully becoming a globally operating company.”

Recirculating chillers and heat exchangers are installed to provide thermal stability for applications in industrial and applied sciences from laser cutting, welding, marking and plastic injection molding. Lab science and analytical equipment applications include: mass spectrometry, gas chromatography, MRIs, CT scanners, radiation therapy machines and other medical equipment.

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SMC Corporation Overview CLICK TO WATCH

|

1:58

139 Loggins joined the firm in 2006

an IT perspective will be thorough,

as Manager of IT Operations and

considered, and effective. The crux

progressed through a handful of

of his projects and strategies, he

roles within the organisation before

says, is to use IT as the differen-

becoming Global VP of IT in December

tiator that supports SMC’s strategic

2019. The newly-created position is

competitiveness.

an expansion of his recent role as

“The responsibility we’ve taken

Director of IT from 2012 to 2019 which

in IT is to build the infrastructure on

was overlapped by an additional posi-

technological, operational, staff, policy

tion as European Director of IT from

and procedural levels; whatever it

2017 to 2019. With this experience and

takes from an IT standpoint to ensure

understanding of IT that transcends

we can share data and work with each

borders and SMC’s traditional model,

other geographic boundaries in a

Loggins’ leadership is well placed

productive manner,” he explains.

to ensure the necessary shifts from

“We want to make sure that we’re not w w w. m a n u f a c t ur in g gl o b a l . c o m

Engineering Led. Customer Focused, Women Owned Lucidia IT provides solutions to help their customers adopt and support advanced technologies within today’s cloud first world.

SHOW ME MORE

S M C C O R P O R AT I O N O F A M E R I C A

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The CQ2 compact cylinder is the world’s bestselling pneumatic cylinder and is supported globally.

The CQ2 is available in 15 bore sizes from 12mm to 200mm. It comes standard with male or female piston rod threads. 42 standard options make it one of the most versatile cylinder series on the market.

For mounting flexibility, it is possible to mount auto switches on any of the 4 surfaces.

a global company as a facade, but that

technologies such as IoT, automation,

we actually operate as one in front of

and the data streams that tie opera-

our customers and other subsidiaries

tions together as other major triggers

whilst enabling SMC to maintain its

for the transformation. “Our custom-

status as the world leader in pneu-

ers are changing,” Loggins notes.

matic manufacturing components.”

“You’re not just solving a mechanical

Loggins highlights the infusion

problem any more, you’re also solving

of tech capabilities with sales and

a data problem, a connectivity problem,

marketing, the use of authentically

a whole range of technological vari-

produced YouTube videos showcas-

ables.” Throughout the transformation,

ing the firm’s offering, and the need to

SMC has ensured that its product

react to the growing scope of smart

delivery meets the full suite of these

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“ The cool thing, especially from an agile cultural standpoint, is that we’re not leading RPA’s implementation, the other areas of the business are guiding it” — Michael Loggins, Global Vice President, IT, SMC Corporation of America

needs, maximising value to customers by providing a single source of solutions that operate as moving parts of SMC’s product ecosystem, cutting the need for multiple vendors exerting influence on process success.

Enacting change began with assessing and understanding value at a cultural level, guided by the need from a company standpoint for IT to add value both internally and externally.

“One of the hardest questions from a cultural standpoint has been: how do you determine value without inherent,

E X E C U T I V E P R OF IL E :

Michael Loggins Title: Global Vice President of Information Technology Industry: Industrial Automation Location: Indiana Michael Loggins is the Global Vice President of IT at SMC Corporation of America. Having joined in 2006 as a Manager of IT before rising to the Director of IT position in 2012. In 2017, this position was coupled with an additional role as European Director of IT, with both concluding in 2019 so he could assume his new and current position. w w w. m a n u f a c t ur in g gl o b a l . c o m

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M O S E R I T. C O M

CONCENTRATED ON TECNOLOGY

FOCUSED ON RESULTS LEARN MORE 

quantifiable indicators of this given to us for specific projects? How do you deliver against that value? We’re not picking tasks apart or doing large, epic, seemingly endless projects. We’re trying to break that down and ensure value at the point of delivery.”

Loggins says that implementing

1972

Year founded

1,160 Number of employees

KPIs to measure deliverable value is a key project and a considerable chal-

new metrics, he says, can be a point

lenge, particularly as the traditionally

of friction, but they are essential to

structured and mechanically-minded

effectively communicating the value

organisation has operated for many

that SMC delivers. “Uptime, delivery

years on the basis of metrics relative

and lead-times have always been

to those qualities. The introduction of

captured but have not previously been

How does the SIF-400, the training system for Industry 4.0, work?

CLICK TO WATCH

|

4:18

145 viewed through the lens of what they

could only be scaled by adding more

mean to the culture or to the value

people.” The introduction of robotic

we provide.”

process automation (RPA) began in

From a technological standpoint,

Europe under Loggins’ leadership,

Loggins notes automation as one of

and is now being implemented for

the key and recent elements of the

the US operations as well. “The cool

transformation. “SMC’s bread and

thing, especially from an agile cultural

butter is making components that

standpoint, is that we’re not leading

allow other manufacturers to auto-

it, the other areas of the business

mate their processes. Despite that,

are. They’re assessing the processes

a lot of our back-end, knowledge-

they want to be automated while we

based processes are still very manual,

provide the guidance and solutions

time consuming and require large

for them to conduct their own system

systems to complete the work at

development and do what they need

scale. As we grew, those processes

to do.” w w w. m a n u f a c t ur in g gl o b a l . c o m

S M C C O R P O R AT I O N O F A M E R I C A

146

“ We’re not picking tasks apart or doing large, epic, seemingly endless projects.

We’re trying to break that down and ensure value at the point of delivery” — Michael Loggins, Global Vice President, IT, SMC Corporation of America

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S M C C O R P O R AT I O N O F A M E R I C A

THE WORLD IS CHANGING Is your business positioned for

the new unknown?

Businesses across nearly every industry are entering uncharted territory filled with a variety of digital transformation challenges that demand a flexible, integrated, and business-focused strategy and execution roadmap.

At RoundTower, we’re a Hybrid Cloud Integrator. And that means we can quickly and accurately assess your most critical present needs along with your future business goals to expertly tailor and manage a comprehensive business-first solution for success in the real world.

888-679-0752 | www.roundtower.com Š 2020 RoundTower Technologies, LLC. All rights reserved. RoundTower Technologies is a registered trademark of RoundTower Technologies, Inc. | HQ : 5905 E. Galbraith Rd, 3rd Floor, Cincinnati, Ohio 45236

“ With changes made over the last year, we’re ready to pivot into fully becoming a globally operating company” — Michael Loggins, Global Vice President, IT, SMC Corporation of America LU CI DI A I T AN D DELL

The streamlining of processes through automation offers enormous benefits both to SMC and its customers, with faster delivery and the labour saved for its workforce being crucial. The core of the transformation, Loggins says, is SMC’s people. “Aptitude is important but attitude is critical,” he says and, as drivers of the transformation on the ground, SMC’s staff have been rewarded with an increase in knowledge-based tasks in tandem with the reduction of repetitive ones, and positive shifts in work-life

“Lucidia IT and Dell have been our infrastructure partners for around 10 years, and over the last three years they’ve been integral to designing and building our next generation end user compute platforms in the US and now, of course, globally.

We’re in the process of building data centres in Europe and we’re in the architecture and design phase for Asia, and both Lucidia and Dell have done a great job of partnering with our teams to make sure they deliver exactly what we need.”

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S M C C O R P O R AT I O N O F A M E R I C A

150

M O SER CO N SU LT I N G

“Moser originally came in to help SMC build security, governance and compliance frameworks around three years ago. Since then, we have been leveraging Moser Consulting to help with governance, risk and compliance maturity for our projects across

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the globe. We’re trying now to scale our US-implemented framework and programmes with additional maturity across the globe, and Moser is essential to this. Moser has a great deal of talent, and its culture is very similar to our own which helps with adaptability.�

151

balances. This focus on employees

behaviours that Loggins and his

ensures high retention, and there

team have been seeking to imbue

is considerable mobility between

across operations.

different business units that enable a breed of cohesion that is only possible through mutual understandings between departments. Not only that, but these qualities ensure the workforce is adaptable, emblematising the Agile methodologies and w w w. m a n u f a c t ur in g gl o b a l . c o m

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Terex’s supply chain digitalisation approach WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

CAROLINE WHITELEY w w w.ma nufa c t uri nggl o b a l. com

T E R E X C O R P O R AT I O N

Colby Mayberry, Director of Logistics APAC at Terex, discusses Terex’s digital transformation journey in the supply chain space

C

olby Mayberry is Director of Logistics APAC at Terex. He has experience working in several different markets such

as North America, Europe and now Asia. Mayberry recognises that each market poses a different challenge. “One of the biggest things that I’ve learned is that if you had a strategy six months ago 154

in China then it’s no longer valid,” says Mayberry.

“This is due to the speed that the market changes.

You have to be quick, dynamic and on your feet to adapt to the requirements of the market. You can’t afford to just assume it’s a phase and will go away like in other markets.” That proactive and agile approach is a key pillar to Mayberry as he and his team comes up with all sorts of creative solutions to adapt to the ever changing environment.

“We could have a simple problem such as the wifi being down but within 20 minutes everyone has their phones out hot-spotting,” explains Mayberry.

“I find that kind of thing extremely encouraging because it shows you don’t need to have a bar chart on everything. Sometimes, the best solutions are determining what needs to be fixed, testing the solution and making it all work out.”

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T E R E X C O R P O R AT I O N

“ You have to be quick, dynamic and on your feet to adapt to the requirements of the market” — Colby Mayberry, Director of Logistics APAC, Terex

Over the past few years, Terex has made great strides in its digital transformation journey. “Two years ago, I’d have just said that we were trying.

But now, it’s becoming an absolute necessity,” says Mayberry. “The biggest thing we’re centered around is IoT and it’s a massive part of our journey as we look to innovate and drive change in the marketplace. Most of our major product lines are equipped with telematics systems.” Terex’s telematic systems are not only providing

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Genie *Lift Connect Launch CLICK TO WATCH

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1:54

157 information to the users but also giving

looks cool. It’s all about defining the

Terex access to the usage data to pro-

problem that we’re going to solve.”

vide new opportunities for supporting

The value of partnerships are a key

our customers. Mayberry understands

area of interest to Mayberry. Terex

the importance of leveraging technol-

has formed strategic relationships

ogy that makes a difference rather

with Hoegh Autoliners, UECC and

than utilising it for technology’s sake.

Land Transport. “We really went

“We can always tell how well received

through a transformational journey of

any of our technology is because of

what we would consider a strategic

customer feedback,” affirms Mayberry.

sourcing initiative,” says Mayberry.

“Before introducing any new systems,

“Through that, we’ve launched a series

we must work out why. We have to

of bids for different markets and types

always ask ourselves: ‘what problem

of freight to choose not only provid-

are we trying to solve?’ We can’t just

ers that will offer us good value, but

implement technology because it

will also compliment our business. w w w.ma nufa c t uri nggl o b a l. com

T E R E X C O R P O R AT I O N

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“ Sometimes, the best solutions are working out what needs to be fixed and trying whatever you can to see if it works” — Colby Mayberry, Director of Logistics APAC, Terex

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Over the past few years, we’ve put

same customer urgency that we do as

an increased focus on aligning our

well as treat customers the same way,”

values with our partners. These part-

says Mayberry. “Whereas locally, it’s

nerships are the next level of what

all about adaptation. Take Australia

is needed in the logistics industry,

for instance, that’s a very customer-

whether that’s on the inbound side

focused market. If you have someone

to get raw materials to the factory

driving a truck and they’re upset or not

or the outbound side to get the unit to

in a good mood, then it could impact

the customer.” Mayberry understands

your next sale. So, when we’re looking

the importance of differentiating global

for partners we’re looking at how they

and local providers and believes both

train their staff, run their day to day

are influential. “With a global provider,

operations and solve problems. It’s key

it’s about having the ability to react in

that any potential partnership stands

all of the markets. They must have the

up and doesn’t just look good on paper

E X E C U T I V E P R OF IL E :

Colby Mayberry Title: Director of Logistics

Company: Terex

Industry: Lifting equipment Location: Asia Pacific region He currently leads the APAC region, optimising supply chain routings and selecting carriers to support business growth and stability globally. He has worked across supply chain functions for Terex on three continents, leading system implementations as well as aftermarket purchasing departments for their Aerial division. He is an active member on the Western Washington University supply chain board. a s ia . b u s in e s s c hie f. c o m

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T E R E X C O R P O R AT I O N

162

“ The biggest thing we’re centered around is IoT and it’s a massive part of our journey as we look to innovate and drive change in the marketplace” — Colby Mayberry, Director of Logistics APAC, Terex

but that they can actually perform the business too.”

Mayberry is well aware of the latest trends in the logistics industry, particularly from an environmental point of view. “New environmental standards are affecting a range of different markets. We must always ensure we’re transparent with our partners; we know there are new structures that are being put in place but how are they planning for it? Are they ignoring the changes and hoping it goes

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163

away? Are they investing in technol-

initiatives such as one-day delivery,”

ogy to combat it? That is really where

he explains. “We know that’s not eco-

strategic discussions are important

nomical, however, it might be what the

because it encourages collabora-

market is demanding. We’re working

tion.” Sustainability is a key topic area

on solutions that satisfy the customer,

for Mayberry and he recognises the

environment, and cost.”

challenge of competing with giants

Looking to the future, Mayberry has

such as Amazon and staying true to

an idea of what the future will hold

Terex’s sustainability drive. “Emissions

for the logistics industry over the

from ships and airlines are one of the

next few years. “I believe there will

biggest contributors to air pollution

be increased pressure for real-time

so we must be conscious of that,

information,” says Mayberry. “You do

particularly when Amazon introduces

have that Amazon-esque experience w w w.ma nufa c t uri nggl o b a l. com

T E R E X C O R P O R AT I O N

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where you can track packages, however, the shipping industry is still quite far behind. Digitalisation will start to become more transparent; whether that be standardising our radio frequency identification (RFID) tracking on the ocean freight side or clearances becoming more efficient by utilising new technology like blockchain. We’re also starting to see more creative solutions, particularly in terms of reverse logistics. It’s all centered around how we can reuse and recycle more because logistics can be quite wasteful. Being carbon neutral will be a huge thing and I expect the logistics industry to be under increased pressure which will likely drive prices up to a degree as well. However, it’s up to us and our partners to work together and strategise a way to prepare for the upcoming future. Increasing efficiency while being more environmentally friendly remains the biggest challenge but something we continually work towards.”

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165

You see a shipping terminal.

We see the missing container that will shut down production.

C3.ai transforms Manufacturing. Š 2020 C3.ai, Inc. All Rights Reserved. is a mark of C3.ai, Inc.