Raghav Saghal, President of Nokia Enterprise, Nokia, wrote a blog post on the World Economic Forum site positing seven critical investments for post-Covid intelligent factories.

The problem began with the Covid-19 outbreak disrupting supply chains and business continuity plans. Other challenges included running essential functions and business continuity plans for normal operations, giving workers safe physical access to sites and coping with a much-reduced workforce, and ensuring the timely support, supply and successful delivery of essential equipment.

We’ve been talking digital transformation and adopting digital technologies. Here Saghal draws some lessons.

Those looking to build resilience into their own manufacturing processes, must invest in capabilities that bring forth the best of IT and OT convergence. To this end, Nokia leveraged the following capabilities:

1. Guaranteeing resilience. Uninterrupted, low-latency connectivity of mobile assets and devices is key to delivering reliable digital communications. This was achieved using our own Digital Automation Cloud, a simple and secure private wireless network platform, and enabler to all other technologies. 

2. Gaining clear, real-time visibility across operations – without having people physically present on-site. We achieved this by recreating in-the-field conditions using exact replicas in lab environments leveraging “digital twins,” helping us test adjacent technologies and anticipate problems before they occurred.

3. Delivering real-time data visibility and visualization. We used automated data tools from our partner ecosystem to manage the huge amounts of data being analyzed every day.

4. Ensuring vital collaboration and decision-making. We used remote collaboration tools including for voice, video and instant messaging to maximize collaboration between and within global teams.

5. Knowing the location of critical assets on the shop floor. Beam telepresence robots on shop floors, steered by staffers at home, allowed for remote views, inspections and surveillance at ‘sending’ and ‘receiving’ factories.

6. Connecting to machines on the shop floor. Standalone surface mount technology (SMT) machines were accessed by experts using telepresence, remote access and collaboration with site-based and home-based workers using remote control application software to enable programming and Nokia’s visual and X-ray inspection.

7. Creating and sharing manual assembly steps. To guarantee quality control, we used virtual reality training to help employees learn assembly steps. 

While the digital transformation journey and business continuity plans for an asset-heavy industry is different than what’s needed for information-based, light-asset industries, planning is still key. In our case, pre-existing technology and workforce investments drove success, empowering and augmenting staff with the leadership, creativity and digital skills needed to successfully execute on existing business continuity plans.

To achieve the digital control and self-orchestration needed to stay buoyant and competitive – both in normal times and post-COVID – network reliability, performance, and predictability must be dramatically elevated across all assets and ecosystems with mission-critical networks and industrial automation solutions. 

Then, and only then, can information and operations technologies converge to deliver enterprise 

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