Apr 12, 2019

By Dan Jamieson, Manufacturing.net Sixty percent of global manufacturers will use analytic data recorded from embedded devices to optimize manufacturing and supply-chain operations by 2021, according to market intelligence firm IDC. That’s because small, inexpensive computing hardware (such as low-cost wireless radios and sensors) can wirelessly monitor and transmit data instantly on the state of any machine. In fact, with the perpetual mandate to cut costs, operate more efficiently, achieve greater visibility into processes and minimize supply-chain risk, all manufacturers should begin investing in IoT technologies—if they aren’t doing so already. IoT’s many benefits can transform your business and set you apart from your competitors. There are risks, to be sure, but they can be mitigated so long as the project is carefully and deliberately managed. Fortunately, that’s what competitive manufacturers are already good at. First, let’s take a look at the value the IoT can bring to your manufacturing floor, where seamless operations depend on reliably functioning machinery. Increase Visibility and Simplify Operations Smart industrial appliances can help increase visibility and simplify business operations: Increase visibility — With smart sensors, businesses can monitor important assets at every stage of the supply chain and report this information to a centralized database. Simplify operations — Businesses can use smart sensors to locate and assess inventory levels. Predictive Maintenance Capabilities Can Mitigate Disruptions Furthermore, manufacturers can eliminate error-prone service inspections with IoT technology. For example, smart sensors can anticipate problems before they become larger issues by relaying real-time analytics on a machine’s performance. Data collected from a machine, such as current or vibration, combined with real-time alerts allows manufacturers to engage in predictive maintenance, minimizing disruptions and work stoppages, which in turn increases asset utilization and mitigates the risk of missed deadlines, increases in production costs and reputational damage. In this scenario, best practices call for integrating a wireless connectivity module (Cellular or Wi-Fi-enabled, aka a smart sensor) that can communicate the status of the machine and its parts to humans on a cloud-based interface. These connectivity modules can also send and receive over-the-air (OTA) software updates even after the device has been deployed. A use case such as the one described above can yield the following benefits: Enhanced...

Jul 25, 2018

By Jeff Reinke, Industrial Equipment News (IEN) Edge computing’s ability to supply real-time, plant-floor data will continue to drive it forward. The Industrial Internet of Things has unlocked a number of opportunities that the manufacturing sector can now leverage in streamlining operations, improving quality and cutting costs. However, perhaps the most unique benefit of the IIoT has been the ability to customize the application of these technologies according to the needs and preferences of a specific enterprise – even as the number of solutions falling under the scope of IIoT continues to expand. To discuss one such example, IEN recently sat down with John Fryer, senior director of industry solutions at Stratus, to discuss best practices for leveraging IIoT capabilities with Edge Computing strategies.  Jeff Reinke, IEN Editorial Director: The concept of a connected enterprise has been around for a while, but what do you think were the driving factors that brought the term “Internet of Things” into manufacturing’s lexicon? John Fryer, Senior Director of Industry Solutions, Status: Firstly, we should not forget that “connectivity” and “analytics” have been key components of industrial automation implementations since the first uses of digital controls over 40 years ago. PLC’s have been used to control plant floor activities in many industries, but often in isolated silos. The key elements of the “Internet of Things” are ubiquitous connectivity, almost unlimited computing power and advanced analytics, often using machine learning and artificial intelligence technologies. The advent of the Internet has driven exponential growth in digital connectivity, primarily in human to machine interaction. In recent years, this has been extended to machine-to-machine interaction and the introduction of machine learning to enable automated control of “things”. Perhaps the best examples are self-learning thermostats in homes, which can also be connected to safety systems, such as fire alarms.  Providing plant-wide connectivity with standard technologies, such as Ethernet (or variants) and using the Internet Protocols (IP) enables interconnection of disparate systems, both within the plant, and between plants and Enterprise systems. This makes it easier to deploy additional computing power at the Edge, within a plant, or in the Cloud, and to apply analytic and machine learning technologies to improve a whole range of production and business processes....

Sep 20, 2017

By Anthony Bourne, Industrial Equipment News Manufacturers need to think carefully about how they position IoT and other disruptive technologies, and how they communicate the benefits. Digital Transformation (DT) is coming of age. In the recent Digital Change Survey commissioned by IFS, 80 percent saw themselves as “enabled, enhanced or optimized” to leverage DT. Even more impressively, 89 percent said they had “advantageous” or “adequate” funding in place for digital projects—a clear acknowledgment that the time of disruptive technologies is here. But why are businesses investing? Where do they see the big profits? And how successfully are they selling digital change throughout their organizations? Beyond Efficiency The survey found that over a quarter (27 percent) of companies say digital transformation makes them more competitive. Additionally, 29 percent see the main benefit as accelerating innovation and 28 percent feel that growth opportunities in new markets are the primary advantage. Companies using digital transformation to ask far-reaching strategic questions—like “can I use it to get myself a bigger share on the market, or increase my product portfolio?”—are making the most of the long-term, strategic opportunities. They’re sensing how it can transform even seemingly small tactical decisions into key strategic differentiators. But these companies are in the minority. The largest group in the survey, 47 percent, still see the main benefits of DT as “improving internal process efficiencies”, which makes me wonder: do companies really see the full potential? Innovation can make or break a company, and study after study foregrounds it as a C-level priority. So why doesn’t it appear to be a driver for digital transformation? Considering technology investments, this could mean that the majority of funds are invested in making internal processes more effective and thereby failing to enable innovation. Improved internal efficiency as the key reason to explore DT is, in my view, too short sighted. It fails to exploit the strategic benefits and makes it more difficult to win the understanding and commitment of the staff. Overcoming Fear of Change Despite plenty of good news, the survey still reveals that 42 percent of respondents view aversion to change as the main barrier to digital transformation. Companies need to think carefully about how they position...

Jan 20, 2017

“How A 10-Minute Conversation With A Machine Saved $12 Million” By Colin Paris, Manufacturing.net A call comes through on my tablet. It’s a familiar digital voice letting me know that one of GE’s power generation turbines installed at a utility customer’s power plant was experiencing a change in its operating profile. This change was causing a critical part to wear more rapidly than usual. It would not necessarily cause a problem today, explains the caller, or even in the coming months. But further down the line, it could become an issue that would reduce the overall performance of the power plant and lead to more expensive repairs. That voice on the other end of the line is not a human operator. It is the turbine’s Digital Twin, an exact digital replica of the physical machine built with artificial intelligence algorithms that allow it to see, think and act just like human beings do. In my ten- minute conversation with this Digital Twin, we figure out a solution that would save $12 million for the customer with a simple adjustment in how the turbine operates. The drop-off in performance and higher repair costs will be avoided thanks to a few simple changes the Twin itself recommended based on its assessment of historical data, other turbines in this fleet, and its deep knowledge of the physical stress on the turbine in question. The Internet ushered in the world of connectedness on a level no one had previously imagined. Today, that connectedness has spread from human-to-human, to human-to-machine, to machine-to-machine, and we’ve given it a new name – the Internet of Things. We see the IoT in the home, when we talk to Amazon Echo’s Alexa or to Google and ask them for information or to perform a simple task. To understand those questions and requests, Alexa uses a dictionary that is gained from Wikipedia – and its capabilities are developing quickly, since much of the digital infrastructure of the consumer IoT is already in place. The industrial IoT is developing even quicker, despite exponentially higher technological and regulatory complexities. Industrial devices – like a power generation turbine, a jet engine, a locomotive, or an MRI machine...

Jun 7, 2016

“Microservices in Manufacturing: Giving Operators the Tools + Power they Need to Drive Efficiency” By Andre Wegner, Founder/CEO at Authentise, LinkedIn Full automation in production won’t be achieved in one fell swoop. Instead it’s a series of improvements that, with careful diligence and built on the right backbone, will make the long-awaited seamless art-to-part digital thread a reality. Fortunately, emergent software architecture backs this trend. We’ve got the greatest clients in the world – they’re always looking for ways to improve and teach us a lot along the way. Here are some of the things we’ve learnt from them so far: What they have: All of them have production management systems honed over years of experience, whether it’s in Additive Manufacturing (AM) or otherwise. They have processes, often encoded in software, and experienced people to make sure things run smoothly. In short: They have proven operational excellence time and time again, otherwise they wouldn’t be in business. What they want: Automation of dreary tasks so they can focus on more interesting ones. Transparency in the effort so they can seek ways to improve (and they can represent their achievements to management). What they don’t want: Something that completely disrupts the way they work or gives them multiple system/buttons to learn and use. In short: A monolithic enterprise suite that they have to learn. These goals and the way they go about them, put our clients in step with their organizations. By deploying automation, this unrelenting pursuit to improve makes their organizations as whole more agile. The piecemeal nature in which they deploy it also maintains the basic pillars of manufacturing: uptime and security. There is also a focus on action, not just insight, which we have also observed in manufacturing as a whole. Nevertheless, differences abound: Unlike organizations, individuals or small teams may lack access to the tools to fulfil their vision. Unlike individuals, organizations don’t always know what’s needed to drive efficiency at ground zero. Technology can help bridge the gap (finally, as one commentator pointed out), and its evolution towards microservices prove why (see box). Microservices enable products and processes to evolve on the spot, which is appealing in a manufacturing setting that requires incremental improvement. Building...