Digitalization breeds the need for data and connected devices. Trusted connections and data are required for success. Siemens invited a diverse group of press, analysts, podcasters, and bloggers to Munich this week (November 26-28) to discuss cybersecurity and the Charter of Trust.
I will use the words of Siemens below to discuss the rationale for the Charter of Trust. However the idea is that if users cannot trust their data and connections, they will never go further into digitalization and therefore not realize the anticipated benefits.
Some of the analysts and others in the conference had trouble understanding how something seemingly vague and not specifically standards-based would work. I think they missed the point. First, standards are good, but they take a long time to develop. What was needed was not another new standard. What is needed is for many companies to agree to a set of principles and then commonly work toward them for the mutual benefit of the industry, users, and society.
Eva Schulz-Kamm, Global Head of Government Affairs at Siemens AG, and Rainer Zahner, Global Head of Cybersecurity Governance at Siemens told us the digital world is changing everything. Billions of devices are connected by the Internet of things. That holds great potential for everyone, but also great risk. The risk of exposure to cyber-attacks. The risk of losing control over the systems that run our infrastructures. Cybersecurity is therefore crucial to the success of our digital economy – because only if the security of data and networked systems is guaranteed will people actively support the digital transformation. Then explained why Siemens has initiated the Charter of Trust.
Siemens’ 171 years of experience have also shown that the best way to make a lasting difference isn’t as one company, but as an industry – not only as one nation, but as part of a global community. In modern history, competitor businesses have forged standards together that have carried the world from one industrial revolution to the next – including the unfolding digital transformation of industry. Countries without clear-cut geopolitical alliances have come together to forge cross-border agreements that grow trade and advance peace.
It’s in this spirit that Siemens launched the Charter of Trust earlier this year at the at the Munich Security Conference, a longstanding forum for business and government leaders to discuss geopolitical issues. Since then, several more global companies saw the value of the Charter of Trust, and signed on. These companies committed to create the first-of-its-kind global alliance focused on answering a very important question: How do we secure critical infrastructure – from our factories to our power grids – in the digital age?
We also are carrying an important message together: that when we talk about security today, it isn’t just about diplomacy and resolving military conflicts – it is increasingly about cyber attacks that seek to undermine our democratic and economic values.
The Charter of Trust then begins with these three goals:
- protecting the data and assets of individuals and businesses;
- preventing damage to people, businesses, and infrastructures;
- building a reliable basis for trust in a connected and digital world.
“We know at the outset that a one-size fits all approach won’t work. We have instead agreed to 10 principles – from ensuring the highest levels of responsibility for cybersecurity within every company, to securing supply chains, products, and working with governments. Together, we will develop and continuously improve coordinated strategies and shared standards to protect critical infrastructures, public facilities and private companies.”
Charter of Trust members: The AES Corporation, Airbus, Allianz, Atos, Cisco, Dell Technologies, Enel, IBM, Munich Security Conference, NXP Semiconductors, SGS,. Deutsche Telekom, Total and TÜV SÜD.
Last week I gave a short presentation at a breakout session of the Industry of Things East World event in Orlando. This podcast is a recap of the talk done in a slightly different style. As the fourth speaker in the afternoon surveying the audience, I switched styles to one I hope kept everyone awake.
I wanted to talk about data. Why we collect it. How we can use it. And good management practices. All in fewer than 20 minutes. Allowing time for a decent discussion at the end.
It’s not the technology; it’s what you do with it. Here are companies (and their engineers) who have done some cool projects with HMI/SCADA software. Inductive Automation has selected the recipients of its Ignition Firebrand Awards for 2018. The announcements were made at the Ignition Community Conference (ICC) in September.
The Ignition Firebrand Awards recognize system integrators and industrial organizations that use the Ignition software platform to create innovative new projects. Ignition by Inductive Automation is an industrial application platform with tools for the rapid development of solutions in human-machine interface (HMI), supervisory control and data acquisition (SCADA), manufacturing execution systems (MES), and the Industrial Internet of Things (IIoT). Ignition is used in virtually every industry, in more than 100 countries.
The Ignition Firebrand Awards are presented every year at ICC. The award-winning projects are selected from the ICC Discover Gallery, which features the best 15 Ignition projects submitted by integrators and industrial organizations.
“Once again, we had a lot of variety with the Firebrand Award winners this year,” said Don Pearson, chief strategy officer for Inductive Automation. “Many industries were represented — automotive, oil & gas, food & beverage, water/wastewater, and more. It was great to see quality projects in all kinds of settings.”
“It’s inspiring to see the creative applications people are building on top of the Ignition platform,” said Travis Cox, co-director of sales engineering for Inductive Automation. “Every year, people create some really interesting projects, and this year was no exception.”
These Ignition Firebrand Award winners demonstrated the versatility and power of Ignition:
- Brown Engineers (Little Rock, Ark.) took a unique approach to improving the filter backwash process for a water treatment plant at the City of Hot Springs. Brown used the Ignition SCADA platform to dramatically improve the automatic backwash, conserve water, improve water quality, and initiate collection of filter data needed to extend regulatory run-time limits. See the video here.
- ECS Solutions (Evansville, Ind.) and Blentech Corporation (Santa Rosa, Calif.) partnered on a project that brought a unified platform to JTM Food Group’s new state-of-the-art plant in Harrison, Ohio. The result was a SCADA system that included the full spectrum of process automation. The Ignition application includes material management, formulation control, batch processing, and process control. See the video here.
- Open Automation SRL (Santa Fe, Argentina) improved operations for a Cargill-owned animal nutrition plant. The project used Ignition to increase efficiency, productivity, and traceability without increasing labor. Greater access to data, less paper, and improved product quality were just a few of the benefits. See the video here.
- Roeslein & Associates (St. Louis, Mo.) helped global automotive supplier Dana Incorporated increase productivity by 30 percent at some of its sites. The project provided real-time statistical analysis and visualization of machine data to enable better and faster decision-making. The flexible solution can be leveraged by Dana in numerous additional plants. See the video here.
- Tamaki Control (Auckland, New Zealand) created a comprehensive clean-in-place scheduling system for the largest yogurt-manufacturing facility in the world: the Chobani plant in Twin Falls, Idaho. The solution increased visualization and made it much easier for operators to share information. It can also be leveraged for other uses at Chobani plants. See the video here.
- Weisz Bolivia SRL (Buenos Aires, Argentina) solved weather-related data-communication problems for the largest offshore oil operation in Argentina. Results included better access to data, easier reporting to a government agency, and streamlined processes. See the video here.
Information on all 15 Discover Gallery projects can be found here.
This week is Emerson Global Users Exchange week in San Antonio—with a quick side trip to Houston and a tour of some refineries implementing IoT applications with Hewlett Packard Enterprise. The theme of the week is Digital Transformation just where I reside—at the convergence of OT and IT.
Emerson Automation Solutions (new-ish name for Emerson Process) continues to flesh out its drive to help customers achieve “Top Quartile” performance through Digital Transformation.
It doesn’t just talk digital transformation. The company builds out its offering through product development, services / engineering, and acquisitions. Similar to other major suppliers, it has been making strategic acquisitions rather than taking minor stakes in companies.
Mike Train, Executive President, set the themes and talked about his optimism in the business and industry. Train was recently promoted to COO of Emerson Corporation and introduced Lal Karsanbhai as the new Executive President of Emerson Automation Solutions.
My friends at Putnam Publishing are doing the show daily this year. Flash back to 8 years ago when I was still at Automation World nursing a torn quadraceps muscle doing the show daily in San Antonio. You can see the news from the team here.
Peter Zornio laid out the logic of an “Actionable Roadmap” at a subsequent press conference. The company’s PlantWeb ecosystem continues to grow and develop becoming the key element of Emerson’s Digital Transformation strategy. Below is from the press release.
The Digital Transformation Roadmap includes consulting and implementation services to help companies develop and execute a tailored digital transformation plan to reach Top Quartile performance.
“Our customers have different starting points and levels of maturity when it comes to evaluating and implementing digital transformation strategies,” said Lal Karsanbhai, executive president of Emerson Automation Solutions. “Emerson’s proven digital transformation approach provides the ultimate flexibility while pinpointing the optimum path for each customer, based on their objectives, readiness and overall digital maturity.”
In an Emerson study of industry leaders responsible for digital transformation initiatives, merely 20 percent of respondents said they had a vision, plus a clear and actionable roadmap for digital transformation. Additionally, 90 percent stated that having a clear roadmap was important, very important or extremely important. Absence of a practical roadmap was also cited as the No. 1 barrier for digital transformation projects; cultural adoption and business value round out the top three barriers to progress. While all respondents were actively conducting pilot projects, only 21 percent had moved beyond that stage into new operating standards.
Leveraging customer engagements with successful digital transformation programs, Emerson defined a structured, yet flexible approach to help customers focus on priority areas with a practical roadmap tailored to their business needs and readiness. The goal is to help companies use technology to reach Top Quartile performance, measured by optimized production, improved reliability, enhanced safety and minimized energy usage.
“There is a clear global urgency among executives to harness innovation to improve performance, but many companies feel stalled for lack of a clear path,” Karsanbhai said. “Customers who engage with our operational certainty consultants quickly gain clarity on their best bets for digital transformation and a realistic implementation plan to accelerate time to results.”
Digital Roadmap Combines Technology with Industry Expertise
Emerson’s Digital Transformation Roadmap has two focus areas: business drivers and business enablers. Business drivers look at capabilities and performance relative to industry benchmarks in key areas: production management, reliability and maintenance, safety and security, and/or energy and emissions. The business enabler focus looks at capabilities in organizational effectiveness and systems and data integration. For each, Emerson has identified detailed criteria to measure customer performance along the digital journey – from conventional to best-in-class to the highest level: digitally autonomous operations.
Companies can start the digital transformation journey wherever they are, from starting small in one facility to address key issues, such as pump health or personnel safety mustering; to exploring companywide programs across an entire business driver, such as reliability of critical assets; to driving enterprise-wide adoption of cloud-based technologies and analytics for overall business transformation.
Emerson’s Operational Certainty Consulting Group provides a host of services, from Digital Transformation Jumpstart workshops to deep-dive change management to deployment and adoption of new digitally enabled toolsets. Customers partner with Emerson not only for its consulting expertise, but also to implement its Plantweb™ digital ecosystem, which offers a robust software, data analytics, and product technology and services portfolio to solve real-world problems while improving plant performance.
Emerson’s proven capability is bolstered by a global implementation team that includes more than 80 solutions architects and analytics integration engineers, backed by a project and service engineering workforce that exceeds 8,400. Important foundations for digital transformation have been established with producers around the world. For example, Emerson has collaborated with customers to deploy more than 37,000 wireless network installations and over 175 integrated reliability platforms and applications, to name a few.
Browsing LinkedIn, something I seldom do, I saw this image from a company called Seebo. “Where IoT Projects Fail.” Interesting, but can’t these be summed up in a word or two?
Try “management” or “leadership”.
The recurring theme I’ve found in my consulting and qualification process for a client concerns not really understanding what Internet of Things (IoT) means. Nor do they always understand realistically what benefits could accrue. Or what technologies fit.
A client one time hired me to justify a decision already made—in their minds at least—about acquisitions that would enter them into the IoT market. Another looked for use cases and settled on one not understanding the complexity of that use case.
On the other hand, a wise CTO once explained to me about themes for the company’s annual conference. One year might be IoT and another digitalization. He said they looked at the current themes in the market and then figured how their products fit, and presto—a theme.
If you are in an IoT project or contemplating one as a user or looking at a product and service plan as a supplier, step back and try using good basic management first. Organizing, defining, staffing.
Here is the list from the image:
- Failure to capture business opportunities
- Unclear and incomplete use cases
- Systems are too complex to communicate
- Missing critical data
- Unable to extract actionable insights
- Unable to identify root cause of product malfunctions
- Ensuring market-fit and early buy-in
- High cost of mistakes
- Prototyping products not technically or financially feasible
- Skills or capacity gap
- Aligning and syncing teams
- Detailed and complete spec docs and keeping them up-to-date