by Gary Mintchell | Oct 9, 2015 | Marketing
If I haven’t seemed my usual prolific self, business has gotten in the way. Next week I’ll be at Emerson Exchange and life will start getting back to normal.
We constructed this Website to support advertising, but I decided not to directly sell advertising. That despite the fact that page views and click throughs are not bad relative to other sites.
All of a sudden, I got swamped.
Part of my work (hint) is individual research and analysis of pieces of the market. People seem to like my analytical capabilities. I have a couple of contracts that have kept me busy.
My long-time part-time job is assigning soccer referees to high school contests. This year has seen more changes and problems than ever before. I’ve always dealt with sportsmanship issues, but this past week has just about seen a record.
I also work with companies on various aspects of marketing–social media, inbound ideas, messaging, focus points (another hint). Some of that picked up.
Finally, I began to do a little angel investing. One of my investments needed marketing help–so, there I am learning the consumer side of Facebook for marketing. Check out High Grounds Cafe on Facebook.
Looking forward to some good industry news from Denver next week. Maybe I can try stirring up something that I didn’t from Sacramento a couple of weeks ago. I also have a pile of stuff to digest, analyze and report on. Coming soon!
Have a great fall weekend (or spring for my Brazilian friends).
by Gary Mintchell | Oct 7, 2015 | Asset Performance Management, Internet of Things, Operations Management, Technology
UPDATED: Carpenter’s title changed after I wrote this. Also GE Intelligent Platforms is now called GE Digital.
GE now bills itself as the “digital industrial” company. It has realized the benefits of technologies such as the Watchdog Agent developed by the Center for Intelligent Maintenance Systems for monitoring and prognostics and the Industrial Internet of Things within its own manufacturing processes—especially aircraft engines.
Evidently it now all starts with the “digital thread.” To understand what was meant by this term, I was chatted with Rich Carpenter, Chief of Strategy Technology Strategist for GE Intelligent Platforms Digital.
I asked if this was essentially just a marketing term. “The digital thread is a way to describe a concept,” he told me. “People have become good at “leaning” out the manufacturing process. Now we are leaning out the entire new product introduction cycle. They are optimizing to the end of the path from design to engineering. Closing that loop and carrying forward to manufacturing.”
Companies have accumulated big data infrastructures, so they are also leaning out interactions between digital silos by managing the data flows. This enables remote diagnostics.
Carpenter also mentioned a process I’m beginning to hear around the industry. First you connect things—people, sensors, machines. Then you collect and analyze the data you get from the process. Finally given all this, you can begin to optimize the process.
Official word
Here is a definition from GE, “While the Industrial Internet may be unchartered territory to some manufacturers, early adopters are starting to understand the benefits of the ‘Digital Thread – a web of data created the second they initiated their Industrial Internet journey. The digital thread is the result of several advanced manufacturing initiatives from the past decade, creating a seamless flow of data between systems that were previously isolated.
“This data is essentially the manufacturing health record, which includes data from everything to operator logs to weather patterns, and can be added to as needed. For example, you could compile the digital threads across multiple plants to get a full understanding of the efficiency and health of particular processes and product lines. This record provides data context and correlations between downtimes and outside factors, allowing operators to be proactive in their maintenance strategies.”
Health
I especially appreciate the term “manufacturing health record.” That’s a term Jay Lee at the IMS Center used often in the first phase of prognostics and the Watchdog Agent—a consortium that GE played an active part in.
Digital twin
We’ve heard of cyber-physical systems, and then Industry 4.0 which is a digital manufacturing model based upon it. Now we have a new term, “digital twin” which Carpenter says is a new way to describe a real world physical asset. Then, trying to optimize it, we’ll create a digital representation—a model based on statistics or physics. We run the model, then apply successes of the simulation in the real asset. Then feedback the information.
News release predictive analytics
GE held a conference in September that I could not attend. So, I talked with Rich Carpenter and some marketing people and obtained these press releases. These technologies and applications reveal where GE is heading as a Digital Industrial Company—and where it can take its customers, as well.
GE’s predictive analytics solution, SmartSignal, will be available as part of GE Digital’s Asset Performance Management (APM) solutions on the Predix platform, the purpose-built cloud platform for industry. SmartSignal powered by Predix will deliver anomaly detection with early warning capabilities that is SaaS-based and therefore at a lower cost and at a higher speed, making it accessible to a broader range of distributed equipment.
“Until now, advanced equipment monitoring and predictive anomaly detection capabilities have only been available to enterprises with significant resources, both in terms of machinery expertise and capital,” said Jeremiah Stone, General Manager, Industrial Data Intelligence Solutions for GE Digital. “Because of this, insight gained through predictive analytics has been limited to high value assets due to these cost and knowledge barriers.”
Companies see condition-based maintenance as a means to cut existing operations & maintenance costs. With SmartSignal powered by Predix, they will be able to capitalize on cloud and Big Data platforms to drive more efficient and productive operations.
“There is an unmet need in the industry for a cloud platform that supports the unique requirements of industrial data and operations,” said Harel Kodesh, Chief Technology Officer and Vice President & GM of Predix. “GE Predix is the first cloud platform to meet these demanding requirements. By leveraging GE’s deep domain expertise in information technology and operational technology, Predix provides a modern cloud architecture that is optimized for operational services like asset connectivity, managing and analyzing machine data, and industrial-grade security and regulatory compliance.”
Today, SmartSignal technology provides early warning detection for more than 15,000 critical assets in customer operations. According to May Millies, Manager of Power Generation Services, Salt River Project, “SmartSignal has us listening to the right data and using that data to impact our work operations.” Salt River Project provides reliable, reasonably priced electricity and water to more than two million people in Central Arizona. Integrating data to improve visibility into operations was a key to maintaining their standing with customers. “Now that we have realized the incredible performance of the software and how strong and robust it is, we are improving asset utilization across the enterprise.”
Brilliant manufacturing
In a second announcement, GE announced the next version of its Brilliant Manufacturing Suite. Field-tested and optimized within GE’s own factories, the suite maximizes manufacturing production performance through advanced real-time analytics to enable all manufacturers to realize GE’s Brilliant Factory vision.
“Today’s demands on manufacturers are driving an unprecedented rate of change, innovation and agility,” said Jennifer Bennett, General Manager for GE Digital’s Manufacturing Software initiatives. “Manufacturers are challenged to decide what to build, how to build it, where and when to build it, and how to efficiently maintain it. We believe that the key to optimizing the full product life cycle from design to service is through analytics of data that has been traditionally locked inside corporate silos.”
GE’s Brilliant Manufacturing Suite allows customers to begin to realize their own vision of a Brilliant Factory. Integrating and aggregating data from design to service and leveraging analytics to support optimal decision-making allows manufacturers to drive improvements in end-to-end production. Analyzing data in context and providing the right information at the right time allows for better decision support throughout the manufacturing process. Data-driven analytics encompassing machines, material, people and process will transform the factories of today into Brilliant Factories.
GE’s next generation Brilliant Manufacturing Suite includes:
- OEE Performance Analyzer – available for early access today, it transforms real-time machine data into actionable production efficiency metrics so that Plant Managers can reduce unplanned downtime, maximize yield and increase equipment utilization.
- Production Execution Supervisor – digitizes orders, process steps, instructions and documentation with information pulled directly from ERP and PLM systems. Factories are able to ship higher quality products and deliver new product introductions faster by getting the right information in the right hands to focus on the highest priority manufacturing tasks.
- Production Quality Analyzer – real-time identification of quality data boundaries that catch non-conforming events before they occur. Quality engineers can analyze this information to identify patterns and trends that enable factories to ship higher quality products faster.
- Product Genealogy Manager – builds a record of all personnel, equipment, raw materials, sub-assemblies and tools used to produce finished goods. Service personnel can respond to customer and regulatory inquiries with confidence, knowing who, what, when, where and how for an individual shipment.
by Gary Mintchell | Oct 5, 2015 | Automation, Motion Control, News, Technology
The Association for Advancing Automation (A3) today published a white paper entitled “Robots Fuel the Next Wave of U.S. Productivity and Job Growth” in which data from the Bureau of Labor Statistics and a wide range of manufacturing firms document how and why increasing the use of robots is associated with increased employment.
Key statistics from the A3 white paper show that during the non-recessionary periods – 1996-2000, 2002-2007, and 2010-2014 – general employment and robot shipments both increased. Since 2010, the robotics industry in the United States has grown substantially. Even during this period of record-breaking robot sales, U.S. employment increased. This new data is in stark contrast to media coverage and a perception that increasing use of robots causes higher rates of unemployment in the U.S.
At a glance:
- Robots save and create jobs
- Robots take care of the dull, dirty, or dangerous jobs
- Robots extend workplace functionality, improving the bottom line
- Robots are reviving American manufacturing
- Robots create better, safer, higher paying jobs
“We are seeing concrete shifts in the factors that resulted in cuts to the U.S. manufacturing work force over the past few decades,” said Jeff Burnstein, president of A3. “Manufacturing automation increasingly provides the flexibility in the variety of tasks robots perform to drive improvements in overall product quality and time to market.”
Burnstein concluded, “One of the biggest challenges we now face is closing the skills gap to fill jobs. Robots are optimizing production more than ever, increasing global competitiveness, and performing dull, dirty and dangerous tasks that enable companies to create higher-skilled, better-paying, and safer jobs where people use their brains, not their brawn.”
Correlation does not equal causation
The white paper overlays graphs of robot sales and US employment. I asked Burnstein if he is trying to show causation from the correlation. He said that was not the intent. “It is not so much to show causation as it is simply to refute the argument,” he told me in an interview preceding the release. Taking the argument that robots cause unemployment, one would expect climbing robot sales to be reflected in declining employment. Statistics do not support that supposition.
Anecdotal evidence
As companies seek to bring manufacturing operations stateside while remaining cost-competitive, they continue to turn to automation to help lead the new wave of productivity and job growth in the U.S.
“The whole premise for our company is to bring manufacturing back to this country, and our new robot fits perfectly with that master plan,” said Geoff Escalette, CEO of faucet-maker RSS Manufacturing & Phylrich in Costa Mesa, California. “Our robot not only makes it possible to increase production speed without buying additional CNC machines, but also helped us open up 30 percent more capacity on existing machinery.”
Robotics also helps companies stay competitive when seeking new talent—particularly those who are interested in long-lasting careers working with technology.
“It’s really an opportunity for us to grow,” reports Matt Tyler, president and CEO of Vickers Engineering, a contract precision engineering manufacturer in Michigan. “Because we have robotics and are able to compete on a global scale, it makes the U.S. more competitive in manufacturing, and that’s good for all of us.”
The white paper includes notes from other manufacturers who both acquired additional automation and people.
The Association for Advancing Automation is the global advocate for the benefits of automating. A3 promotes automation technologies and ideas that transform the way business is done. A3 is the umbrella group for Robotic Industries Association (RIA), AIA – Advancing Vision + Imaging, and Motion Control & Motor Association (MCMA). RIA, AIA, and MCA combined represent some 850 automation manufacturers, component suppliers, system integrators, end users, research groups and consulting firms from throughout the world that drive automation forward.
by Gary Mintchell | Oct 2, 2015 | Leadership
On my other blog, I write about leadership regularly on Fridays. I saw an article that came through an email newsletter that spurred some thinking. See if you relate to this.
You got shipped off to some type of leadership training. Maybe it was for work. Maybe for church. Maybe for another type of organization.
You attended the training. It was long. The coffee was less than satisfactory. The pastries were stale. The leader was pumped up on something that made him or her optimistic to the point of causing gagging. You recorded a bunch of cute sayings from old leaders in your conference notebook. The talks seemed like they belonged in some sort of old-fashioned tent revival meeting.
You went home. The boss asks what you learned. You show her the notebook with notes.
Nothing changes.
I have been to so many of these that I’m lucky to be able to lead a kid to a candy store!
So the article title on the email newsletter caught my eye. Why Leadership Training Is So Much BS. It is in a manufacturing trade journal called Industry Week written by an acquaintance, Steve Minton. He interviewed Jeffrey Pfeffer author of Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time (Harper Business, September 2015). I’ll have to buy the book, now. Maybe I can score an interview.
Minton writes:
“But a steady diet of inspiration fables, Pfeffer warns, also misleads and does little to improve organizations.” He contrasts the state of leadership training with medical education, which strives to base its teaching on carefully measured studies and their results.
“No wonder medical science has made significant strides in treating many diseases while leadership as it is practiced daily all over the world has continued to produce a lot of disengaged, dissatisfied, and disaffected employees,” he writes.
What can businesses do to improve their leadership development efforts? Pfeffer told IndustryWeek that companies first need to change their evaluation criteria. Too much development work either is not evaluated or evaluated on the basis of enjoyment of the course.
“What are we trying to accomplish in leadership development? If we are trying to attain higher levels of employee engagement, higher levels of trust in leaders, higher levels of job satisfaction, lower levels of turnover, more people succeeding and having more people ready for leadership positions, then those are criteria you ought to use to evaluate your efforts,” he stresses, “not whether or not people had a good time, whether or not they liked the donuts, whether or not they thought the speaker was inspiring.”
Companies must also have people teaching these programs who have at least some expertise in leadership, he adds.
I continue to see people go off to leadership training only to memorize stories and tips. Putting the knowledge into practice is left to chance.
Thinking about various leadership training experiences I’ve had, I’d have to agree about using some sort of science. There was a class in 1981 that has stayed with me–and experience has proved it over again. The trainer displayed a 2×2 matrix. Feel for people (good, poor) versus Intellectual control of emotions (good, poor). Top performing leaders? Feel for people didn’t matter much. Intellectual control of emotions was the key ingredient.
Other than that, I’ve found that better leadership training is done in smaller groups over time. This allows time for trial and error and feedback.
Think Yoda teaching the young Jedi Luke Skywalker.
Find your Yoda. Or, find your Luke.
Me? I’m looking for another Luke to bring along.
by Gary Mintchell | Sep 29, 2015 | Data Management, Manufacturing IT, Software
I’m still pondering the whole HMI/SCADA market and technologies. I’m still getting a few updates after the Inductive Automation conference I attended in California and the Wonderware conference in Dallas that I missed.
The two have traditionally been referred to in trade publications together.
Today, I think three or four things are blending. Things are getting interesting.
SCADA is “supervisory control and data acquisition.” The supervisory control part has blended into the higher ends of human-machine interface. Data Acquisition software technology is a key platform for what we are today calling the “Industrial Internet of Things.” I’ve heard one technologist predict that soon we’ll just say “Internet.”
Data acquisition itself is a system that involves a variety of inputs including sensors, signal analyzers, and networks. The software part brings it all under control and provides a format for passing data to the next level.
HMI also involves a system these days. Evolving from operator interface into sophisticated software that includes the “supervisory control” part of the system.
Some applications also blend in MES and Manufacturing Intelligence. These applications, often engineered solutions atop the software platforms, strive to make sense of the data moving from HMI/SCADA either using it for manufacturing control or as a feed to enterprise systems.
Wonderware has been an historical force in these areas. Its original competitor was Intellution which is now subsumed into GE’s Proficy suite. The other strong competitor is Rockwell Automation. All three sell on a traditional sales model of “seats” and/or “tags.”
Inductive Automation built from enterprise grade database technology and has a completely different sales model. It is driving the cost of HMI/SCADA, and in some ways MES, down.
Competitors can meet that competition by either pursuing a race to the bottom or through redefining a higher niche. The winner of the race to the bottom becomes the company built from the ground up for low individual sales price.
Wonderware announcements
All of that was just an analyst prologue to a couple of items that have popped up from Schneider Electric Software (Wonderware) over the past couple of days.
To my mind, Tim Sowell is addressing how some customers are taking these platforms to a new level. Writing in his blog last weekend, Sowell notes, “For the last couple of years we have seen the changing supervisory solutions emerging, that will require a rethink of the underlying systems, and how they implemented and the traditional HMI, Control architectures will not satisfy! Certainly in upstream Oil and Gas, Power, Mining, Water and Smart Cities we have seen a significant growth in the Integrated Operational Center (IOC) concept. Where multiple sites control comes back into one room, where planning and operations can collaborate in real-time.”
I have seen examples of this Integrated Operations Center featuring such roles as operations, planning, engineering, and maintenance. But this is more than technology—it requires organizing, training, and equipping humans.
Sowell, “When you start peeling back the ‘day in the life of operations’ the IOC is only the ‘quarterback’ in a flexible operational team of different roles, contributing different levels of operational. Combined with dynamic operational landscape, where the operational span of control of operational assets, is dynamically changing all the time. The question is what does the system look like, do the traditional approaches apply?”
Tying things together, Sowell writes, “Traditionally companies have used isolated (siloed) HMI, DCS workstation controls at the facilities, and then others at the regional operational centers and then others at the central IOC, and stitched them together. Now you add the dynamic nature of the business with changing assets, and now a mobile workforce we have addition operational stations that of the mobile (roaming worker). All must see the same state, with scope to their span of control, and accountability to control.”
The initial conclusion, “We need one system, but multiple operational points, and layouts, awareness so the OPERATIONAL TEAM can operate in unison, enabling effective operational work.”
Intelligence
Here is a little more detail about the latest revision of Wonderware Intelligence to which I referred last week and above.The newest version collects, calculates and contextualizes data and metrics from multiple sources across the manufacturing operation, puts it into a centralized storage and updates it all in near-real time. Because it is optimized for retrieval, the information can then be used to monitor KPIs via customizable dashboards, as well as for drill-down analysis and insights into operating and overall business performance.
“Wonderware Intelligence is an easy-to-use, non-disruptive solution that improves how our customers visualize and analyze industrial Big Data,” said Graeme Welton, director of Advansys (Pty) Ltd., a South African company that provides specialized industrial automation, manufacturing systems and business intelligence consulting and project implementation services. “It allows our customers to build their own interactive dashboards that can capture, visualize and analyze key performance indicators and other operating data. Not only is it more user-friendly, it has better query cycle times, it’s faster and it has simpler administration rights. It’s an innovative tool that continues to drive quality and value.”
Wonderware Intelligence visual analytics and dashboards allow everyone in the operation to see the same version of the truth drawn from a single data warehouse. The interactive and visual nature of the dashboards significantly increases the speed and confidence of the users’ decision making.
