OK, the headline came from IHS Markit | Technology, an Informa Tech market analyst company. The answer from me.
One of the value adds of analyst firms is to provide market research studies. Where once I received industrial market information from just one analyst firm, now several send me updates. Helps round out information. But these are always estimates, and prone to some error. It’s a good guide though.
This research looks at Industrial Internet of Things (IIoT) nodes. It also does the analyst thing of providing some guidance on implementation. The research is interesting. The guidance requires another post on management practices, I think. However, what I’m hearing is that some executive reads about IIoT and picks an unlucky person to head up the project. A pilot project is authorized, mostly completed, and mostly forgotten.
Notes from the Report
The global IIoT business is arriving at a tipping point, with the industry reaching a connectivity milestone next year that will pave the way for market-changing events like the proliferation of cloud-based technologies. These developments will help propel annual IIOT node shipments to 224 million units in 2023, a 100 million unit increase from 124 million in 2018.
However, despite the industry’s progress, about half of all IIoT deployments are failing. All too often, these deployments are being hamstrung by planning breakdowns, including the failure to set reasonable objectives and to gather support and cooperation from critical personnel within organizations. Without addressing these issues, the global IIoT market could face major challenges in reaching its growth potential.
The connection inflection
Industrial assets have traditionally employed fieldbus for connecting to the industrial network, and while Ethernet solutions have been in place for a couple of decades, their adoption has been slow. However, after years of making progress in the market, Ethernet is set to displace Fieldbus as the primary network medium for the first time in 2020. Ethernet will account for 43 percent of IIOT node shipments next year, compared to 41 percent for Fieldbus.
“There are now more than 1 billion connected devices on factory floors around the world,” said Alex West, senior principal analyst, industrial technology, at IHS Markit | Technology. “This massive installed base is about to reach a tipping point, with Ethernet overtaking Fieldbus in 2020. The proliferation of Ethernet is enabling the transmission of larger volumes of data. This will ultimately bring in technologies like the cloud that are going to supercharge the IIOT business.”
Connecting to reduce downtime
The arrival of a faster connectivity solution will allow manufacturers to utilize cloud-based solutions to reduce downtime.
“One of the really significant challenges faced by industrial companies is unplanned downtime,” West said. “Just to quantity that challenge, it’s estimated in the automotive industry that $20,000 to $30,000 per minute is lost through unplanned downtime. New applications enabled through IIoT, maintenance and asset-health monitoring, are really helping overcome these challenges. We’ve estimated around a 30 percent average saving or reduction in unplanned downtime can be achieved through industrial IoT solutions.”
The benefits of IIoT solutions facilitated by enabled devices can be realized across the entire lifecycle of production, from product design, to monitoring inventory levels in the supply chain.
For example, Harley Davidson, a few years ago was facing business challenges in terms of fulfilling customer requirements. By improving the connectivity of its plant, the company was able to reduce the time to meet new orders filled from 21 days down to six hours.
Addressing IIoT deployment fails
While faster connectivity holds great promise for expanding the IIoT market, the reality is that current deployments are failing as often as they succeed.
“At the proof-of-concept phase, about half of IIoT projects are failing—which is acceptable for companies attempting to be agile and trial new applications,” West said. “However, there is a similar failure rate when companies move to the deployment stage. This means companies are investing enormous sums in these projects but aren’t getting the payback they expected.”
The failure of a project is defined as not meeting the customer’s expected payback. Many times, the high failure rate can be attributed to inflated expectations. A total of 50 percent of companies expect to see payback within one year, although many of these projects can take much longer to generate returns.
IHS Markit | Technology recommends manufacturers take the following steps to increase their chances of IIoT success:
- Specify the project by determining in advance which exact challenges you want IIoT to address.
- Start small, with some pilot projects of concepts to see how the technology can be utilized.
- Go right to the top, with senior-level management support for projects.
- Get the urge to converge, by ensuring support from all relevant functional groups.
- Leverage your people power, by getting staff involved with deploying the technology and encouraging them to view IIoT not as a threat, but as an augmentation to their job capabilities.
Presentations abound at Emerson Global Users Exchange. Attendees can choose to take deep technical dives into Emerson products, get overviews and trends of technology and the industry, and even personal development. Yes, there was even a 6 am fitness time with either running or Yoga.
Where’s “The Edge”? Yes, you can use good presentation skills for career success. Building Your Personal Brand through Digital Transformation–or social media an networking. Here’s a recap of the 2019 Emerson Global Users Exchange based upon several sessions I attended led by people I’ve known for a long time–Dave Imming, Mike Boudreaux, and Jim Cahill.
Presentation Skills for Career Success
Dave Imming, VP for QC at Emerson presented (well) about making good presentations as essential for career success.
First off–It’s important. Even in your first years as an engineer, you may be presenting ideas to management or even presenting at conferences. These help you become recognized and show your knowledge and ambition.
There are three steps to developing and presenting.
First, you must create a story. I’d emphasize even in a technical presentation making it flow. As you create your story, first you must determine the objective of the presentation. What are you trying to convey? Note: do this with pen and paper. Don’t create slides, yet. Next determine your audience. You must have a clear idea of whom your are talking to. The presentation will be different for your engineering team and for management. Hint: don’t create slides, yet. Now, determine your Key Points. [When I prepare, I use PostIt Notes so I can arrange them easily. Hint: stay away from the computer and don’t create slides, yet. Now you can construct your Story Line. How are you going to develop your ideas. [This is where I arrange and rearrange the PostIt Notes.] Oh, yes, don’t create slides, yet. You can research the Rule of 3 or 7 basic plot lines to help. Now Outline and still don’t create slides. FINALLY create your slides. Do not use text heavy or dense charts. Text should be 30 point. Find interesting and illustrative pictures with maybe a few words superimposed.
Refine and Rehearse—Do this verbally, aloud, several times. First with yourself several times, then to a friend
Stand and deliver—Most important is to have confidence, even while experiencing normal nervousness. Preparation breeds confidence. If you know the key points per slide-especially the first few to get into the groove-then your confidence will grow. Move with intention, do not pace like a caged animal. Make eye contact with one audience member at a time and hold for at least 5 seconds. That establishes connection with the audience.
Sean Riley, Global Director of Manufacturing and Transportation at Software AG, discussed Industrial IoT (IIoT) implementation in industry with me a couple of weeks ago. Now, a survey sponsored by Software AG has been released revealing that manufacturers are not scaling IIoT across the enterprise due to failure to invest in predictive analytics and innovative integration strategies.
The shocking thing to me about the survey is that it mirrors survey results over the past three or four years. Executives and managers recognize a problem further even acknowledging that this is something that could cost them competitively against the market even putting them out of business. Yet, they cannot figure out how to do it right. They whine about how tough it is.
Sounds to me like a new crop of leadership is needed.
There are good practices taught some 40 years ago when I took a deep dive while implementing my first IT project. Things like understanding the system first. Bringing all the departments in on the plans, work to be done, and benefits we all would get. Some recommendations from Software AG sound that familiar—breaking silos, bringing IT and OT organizations closer together (a management problem, not a technical one), transparency in the project roll out.
The survey of over 125 North American manufacturers primarily in the heavy industry and automotive sectors revealed inability to scale IIoT investments across their enterprises results in losing millions of dollars in potential profits.
The survey also revealed that the vast majority of manufacturers queried report that their IIoT investments are limited – locked in one small department or sector of their company – preventing these organizations from sharing the power of IIoT across their enterprises.
Other key findings include:
- 80% of all survey respondents agree that processes around IIoT platforms need to be optimized or they will face a competitive disadvantage but very few are doing this
- IT-OT integration is considered one of the most difficult tasks – with 57% of automotive manufacturers stating that this has prevented them from realizing full ROI from their IIoT investments
- 84% of automotive and heavy industry manufacturers agree that the most important area of IIoT is “monetization of product-as-a-service-revenue.” However, optimizing production is still important with 58% of heavy industry and 50% of automotive manufacturers agreeing with that statement
- Curiously, defining threshold-based rules is considered almost as difficult as leveraging predictive analytics to scale IIoT. More than 60% of respondents stated that defining threshold-based rules was as difficult as integrating IT systems and IoT sensors into existing control systems.
“Manufacturers place a high value on IIoT, but they are encountering serious difficulties in unlocking the complete intended value to unleash their innovation across their organizations,” said Riley. “Fortunately, there is a way for them to quickly and easily resolve this problem. By investing in the right IT-OT integration strategy that leverages sensors, predictive analytics, machine learning, control applications, and product quality control, manufacturers can fix this problem in less than 6-12 months while realizing other key benefits, namely extended equipment lifetime, reduced equipment maintenance costs and accessing more accurate data for production-quality improvements.”
Riley outlined five best practices for manufacturers to follow when looking to scale their IIoT investments across their enterprises and realize immediate profits and competitive advantage. Those best practices are:
1. Ensure clear collaboration between IT and the business by leveraging a step by step approach that starts focused and has clear near term and long- term objectives to scale
2. Create a transparent roll out process and don’t let other plants or departments move ahead outside of it
3. Give IT the ability to connect at speed with a digital production platform that is proven to be successful
4. Leverage a GUI driven, consistent platform to enable an ecosystem of IT associates, business users and partners around the platform
5. Enable the plant or field service workers to work autonomously without continual support from IT through GUI driven analytics, centralized management and easy, batch device connectivity and management
Riley also stated that it is critically important for manufacturers to select the best possible IIoT integration platform supported by key enabling technologies like streaming analytics, machine learning, predictive analytics and a larger ecosystem. Software AG’s Cumulocity IoT platform recently received the highest use case scores from Gartner Group in the brand new “Critical Capabilities for Industrial IoT Platforms” report which included Monitoring Use Case, Predictive Analytics for Equipment Use and Connected Industrial Assets Use Case for its IoT.
The Software AG IIoT Implementation survey was completed in Q2 2019 by Software AG and an independent third-party research house. The survey queried nearly 200 respondents at large manufacturing companies across automotive, heavy industry, high-technology, electronics, pharmaceutical and medical device industries. The respondents were primarily senior executives leading Manufacturing or Information Technology with the breakdown of 50% Managers, 38% Directors and 13% Vice Presidents or higher.
Software AG product
The press release contained some information about the company’s IoT platform—Cumulocity.
Being device and protocol agnostic allows it to connect, manage, and control any “thing” over any network. Cumulocity IoT is open and independent, letting customers connect to millions of devices without being locked into one single vendor.
Senior leadership among leading automation companies has been regularly shifting during the past few years. ABB, Emerson Automation, GE Digital, Honeywell Process, Rockwell Automation have all experienced changes. Sometimes a few.
ABB’s board evidently didn’t like the direction former GE executive Joe Hogan was taking the company and looked closer to home to bring in Ulrich Spiesshofer. He accomplished some massive restructuring, but apparently his results did not match the expectations of the board, so he was replaced by Board Chair Peter Voser.
In today’s announcement, the Board of ABB has unanimously appointed Björn Rosengren, as Chief Executive Officer. He will join ABB on February 1, 2020 and succeed CEO, Peter Voser, in this role on March 1, 2020. At that time Peter Voser will revert to his position at ABB solely as Chairman of the Board.
Björn Rosengren (60), a Swedish citizen, is a highly experienced, international executive and leader of industrial businesses. He has been the CEO of Sandvik, a high-tech global engineering group, since 2015. During this time, he has overseen the successful implementation of a decentralized structure and improved both the profitability and financial strength of Sandvik. Prior to that, he was CEO of Wärtsilä Corporation, which manufactures and services power sources and other equipment for the marine and energy markets (2011-2015) and spent some thirteen years (1998-2011) in a variety of management roles at Atlas Copco, a world leading provider of sustainable productivity solutions.
“The Board is pleased that Björn Rosengren will be taking the lead at ABB, bringing with him a proven track record of value creation and exactly the managerial skills ABB needs during the next stage of its transformation,” said ABB Chairman and current CEO, Peter Voser. “After undertaking a thorough search, the Board is convinced that Björn Rosengren is the best candidate for the role. He understands how to establish successful decentralized organizations, empower people and demonstrates the culture of cooperation and high performance. Together with our strong management team, he will drive ABB’s strategy and deliver long-term value to all our stakeholders.”
CEO-designate, Björn Rosengren, said: “I am honored to have the opportunity to join ABB, a truly global technology leader, after I have completed my current commitments. At such a pivotal time for manufacturing industries, ABB must continue to best serve the needs of global customers with a unique technology and digital solutions portfolio to help enhance their productivity. I look forward to working with my new colleagues around the globe to enhance value through the delivery of the group strategy and fully empowering our businesses and people.”
Short take: OSIsoft appoints Michael Siemer President and Wolfgang Kuchen Senior Vice President of Sales and Marketing revamping the senior management ranks.
OSIsoft, a leader in data technology for critical operations, recently announced these new appointments. I had thought that the transition from founder Pat Kennedy to his daughter running the operations was well under way. But Kennedy took on some VC investments a couple of years ago [https://themanufacturingconnection.com/2017/06/osisoft-announces-softbank-investment-fund-internet-things-infrastructure-growth/]and I’m betting that the investors were looking for experienced leadership to grow their investment.
Siemer, an energy industry veteran with extensive experience in leveraging software technologies to transform complex industrial operations, comes to OSIsoft from Devon Energy Corporation, a North American oil exploration and production company, where he served as Vice President of Engineering, Exploration and Production, Data and Analytics. Siemer led many enterprise-wide digital transformation efforts at Devon, including initiatives around field automation, data management, advanced analytics, decision support and strategic innovation. Prior to Devon, Siemer worked at SandRidge Energy, a startup E&P energy company, and prior to SandRidge he was employed for 18 years with 3M/Imation.
Kuchen, meanwhile, brings more than 20 years of experience providing financial, strategic and operational leadership in challenging business environments. Most recently, he served as President of Allergy Research Group (ARG), a Kikkoman portfolio company in the healthcare professional market. Prior to ARG, he was responsible for the growth and acquisition strategy at Soho Flordis International, a global healthcare company based in Australia.
Both Siemer and Kuchen will also serve on OSIsoft’s newly formed Executive Committee. Siemer will officially begin on September 1, 2019 while Kuchen will begin on August 1, 2019.
“Customer satisfaction has always been one of our most important principles at OSIsoft so we are very excited to bring in executives like Michael and Wolfgang who have experience in the type of digital transformation initiatives that many of our customers are starting to implement,” said Dr. J. Patrick Kennedy, CEO and founder of OSIsoft. “They will play a pivotal role in our growth as we enter a new decade.”
39 Years of Digital Transformation
Founded in 1980, OSIsoft has consistently been focused on software that lets people collect, understand and use data from critical operations, i.e. data generated by the production lines, safety equipment, power grids, and other systems that are at the foundation of their success. OSIsoft’s PI Systems acts as a data infrastructure, enabling individuals from across an organization to quickly obtain real-time insights into operations to save costs, increase productivity, develop new products or extend their capital investments.
OSIsoft customers have used PI System technology to predict wind turbine failures, increase output at a mine site by $120 million, reduce the power consumption of a supercomputer center at a national laboratory, deliver water services to millions of new customers in a major metropolitan city, boost the fuel efficiency of cruise ships and improve the quality and consistency of beer, among other accomplishments.
Over 1,000 leading utilities, 80% of the world’s largest oil and gas companies and 65% of the industrial companies in the Fortune 500 rely the PI System in their operations. Worldwide, over 2 billion sensor-based data streams are managed by the PI System.
“It is an honor to join OSIsoft. The company has long been recognized as a leader in industrial innovation and a critical partner for improving the performance of real-time operations,” Siemer said. “OSIsoft has earned an admirable level of trust with its customer base through technology-leading software and a genuine and consistent emphasis on service and support. My own experiences as a customer of OSIsoft are a big part of why I’m here. I look forward to working with the team and expanding upon the success they’ve achieved.”
“Data is the foundation of digital transformation and OSIsoft’s PI System is the gold standard for turning system data into an asset that people can use to make better decisions, improve their competitiveness and get the most out of their operations,” said Kuchen. “The impact of the PI System is set to expand rapidly.”