Honeywell released three announcements while I am still recapping the ARC Forum. There are one or two more to go. Thèse regarded maintenance management, simulation, and safety under the umbrella of Connected Plant.
The first is a new offering as part of Honeywell Connected Plant that allows customers to more effectively manage the maintenance and operations of their industrial equipment. The new Honeywell Connected Plant Asset Performance Insight connects the customers’ assets and equipment to the cloud, and applies analytical models from Honeywell and its partners, so that customers can avoid unplanned downtime and unnecessary maintenance.
“In today’s competitive business climate, in which asset capacity is often sold out, equipment performance is key to increased profitability,” said Richard Shaw, general manager, Honeywell Connected Plant. “With operational and maintenance-induced equipment failures accounting for most of the unplanned downtime, industrial companies are looking to digital transformation and IIoT to make sense out of huge amounts of data. Honeywell Connected Plant and our new Asset Performance Insight will help our customers operate more strategically and effectively.”
Honeywell designed the Asset Performance Insight solution to be rapidly deployed to customers through pre-configured templates. These templates are based on the company’s deep industry experience and real-world customer challenges enhanced with advanced analytics. The offering can also be configured and tailored to customers’ specific needs, making it extremely flexible.
The second is a cloud-based simulation tool that uses a combination of augmented reality (AR) and virtual reality (VR) to train plant personnel on critical industrial work activities. With as much as 50 percent of industrial plant personnel due to retire within the next five years, the Honeywell Connected Plant Skills Insight Immersive Competency is designed to bring new industrial workers up to speed quickly by enhancing training and delivering it in new and contemporary ways.
Honeywell’s advanced training solution combines mixed reality with data analytics and Honeywell’s 25 years of experience in worker competency management to create an interactive environment for on-the-job training. It uses Microsoft’s HoloLens, the world’s first and only self-contained holographic computer, and Windows Mixed Reality headsets to simulate various scenarios for Honeywell’s C300 controller – such as primary failure and switchovers, cable and power supply failure – that train and test personnel on their skills.
“Megatrends such as the aging workforce are putting increased pressure on industrial companies and their training programs,” said Youssef Mestari, program director, Honeywell Connected Plant. “There is a need for more creative and effective training delivered through contemporary methods such as Immersive Competency, ultimately empowering industrial workers to directly improve plant performance, uptime, reliability and safety.”
Simulating specific job activities through virtual environments, which are accessed through the cloud, Honeywell’s solution offers a natural way to interact and communicate with peers or a trainer. Similar to a flight simulator, trainees can safely experience the impacts of their decisions. This approach improves skill retention versus traditional training methods by up to 100 percent and reduces the length of technical training by up to 66 percent. Additionally, the employees’ training progress is tracked as part of a formal competency management system.
And wrapping up is a new solution for real-time safety monitoring of workers in plant and remote operations. Honeywell Connected Plant Skills Insight Personal Gas Safety helps to protect lives and enable faster response in case of hazardous leaks or worker injury.
The solution’s wearable gas detectors monitor gas, radiation and dust, and are tightly integrated with Honeywell’s distributed control system, Experion® Process Knowledge System (PKS). In case of harmful exposures, man-down or panic alarms of workers in the field, accurate, automated alarms now alert control room operators in real time. In addition, safety teams can take advantage of powerful tools embedded in Experion PKS to provide detailed trending, reporting and data analysis of the gas detectors to further ensure safe operations.
“Monitoring worker safety and ensuring proper response to emergencies are top priorities for industrial producers,” said Adrian Fielding, marketing director, Integrated Protective Solutions for Honeywell Process Solutions (HPS). “Personal Gas Safety gives plant operators eyes and ears in the field to improve their situational awareness, helping avoid potentially life-threatening conditions while also providing workers with the assurance that help will be on the way quickly if they need it.”
Rockwell has had a strong training program for many years. I took my first week-long class in 1991 or 1992. Altogether I have taken about six classes—controls, PLCs, drives, motor control centers, software. I know how intense the training can be.
Last week I posted a podcast of thoughts from Rockwell Automation’s annual series of events held the week prior to Thanksgiving. Now I’m in Spain at yet another conference and trying to get caught up on posts before I start a flurry of posts from here.
So first—training, diversity, and education.
When the company showed off some graduates of its new Academy of Advanced Manufacturing and they talked about the intensity of the three month program, memories came back.
ManpowerGroup and Rockwell Automation celebrated the first military veterans to graduate from the Academy of Advanced Manufacturing and secure high-paying jobs in the rapidly-evolving manufacturing industry.
The 12-week program launched in August combines classroom learning with hands-on laboratory experience. Veterans are trained in Rockwell Automation’s state-of-the art facility in Mayfield Heights, Ohio for in-demand jobs in advanced manufacturing. All of the graduates have job offers and more than half have multiple job offers that significantly increase — some graduates even doubling — their previous salaries.
“This program felt like it was made just for me,” says Travis Tolbert, U.S. Navy veteran and academy graduate. “It focused on controls and automation, which is something I’ve always wanted to do, but was never able to do until now. The academy helped me take my military skills and understand how I could make them relevant for jobs outside of the Navy.”
“In recognition of Veterans Day, on behalf of Rockwell and ManpowerGroup, we thank all our veterans for their service,” said Blake Moret, CEO of Rockwell Automation. “We are honored to recognize our first military veterans to graduate the Academy of Advanced Manufacturing. We’ve seen their unique combination of core work and tech-savvy skills evolve to successfully position them for careers in the industry. We’re confident this program will help solve a challenge critical to the growth of advanced manufacturing.”
If the accomplishments and future prospects of these veterans didn’t bring a tear or two, you had to have no feelings.
Rockwell Automation has been announced as a 2017 Catalyst Award winner. The Catalyst Award honors innovative organizational approaches that address the recruitment, development and advancement of women and have led to proven, measurable results.
“We are thrilled to receive this recognition from Catalyst for our Culture of Inclusion journey, demonstrating our commitment to our employees, customers and community,” said Moret. “Our people are the foundation of our company’s success, and so we must create an environment where employees can and want to do their best work every day.”
The Culture of Inclusion journey began in 2007 with senior leaders renewing their commitment to diversity, inclusion and engagement. This was in response to employee data showing that women and people of color at the company had lower retention rates than white men, and there were gaps in the levels of representation for key demographics. A driving force of this strategy is the knowledge that in order to effect sustainable change, the dominant group—in this case, white men—must be aware of the impact of their privilege, be engaged, and partner with women and underrepresented groups in a meaningful way.
Results: Between 2008 and 2016, women’s representation in the U.S. increased from 11.9% to 23.5% among vice presidents, from 14.7% to 23.2% among directors, and from 19.3% to 24.3% at the middle-manager level. At the most senior leadership levels, women’s representation doubled, increasing from 11.1% to 25.0% among the CEO’s direct reports and from 11.1% to 20.0% on the board of directors. In addition, the Rockwell Automation voluntary turnover is well below the benchmark average for women.
On the Automation Fair show floor, Jay Flores, Rockwell Automation global STEM ambassador, led me on a tour of the FIRST Robotics area and explained how Rockwell is continuing its commitment to the program.
It announced a $12M, four-year commitment to FIRST—For Inspiration and Recognition of Science and Technology—founded to inspire young people’s interest and participation in science and technology.
Over the past 10 years, Rockwell Automation has provided more than $15M of broad-based support to address the critical need to fill science, technology, engineering and math (STEM) jobs that drive innovation. Many of these jobs go unfilled because of both the lack of awareness of the kinds of high-tech jobs available and the lack of skills to qualify for today’s needs.
“Through our technology and people, we are helping to inspire the next generation of innovators to fill the talent pipeline for our customers and for our company,” said Moret. “Our strategic partnership with FIRST helps us increase our reach and visibility to STEM students around the world.”
In addition to being a global sponsor of the FIRST LEGO League program and sole sponsor of the FIRST Robotics Competition (FRC) Rockwell Automation Innovation in Control Award, nearly 200 Rockwell Automation employees around the world donate their time for the FIRST programs, and more than 300 employees volunteer for the organization in other capacities. The company also donates products integral to FIRST program games and scoring. These product donations are specifically used for the FIRST Robotics Competition playing fields and scoring systems, and they are included within the parts kits teams use to build their robots.
“This generous, multiyear commitment from Rockwell Automation will allow us to focus on the strategic aspects of our partnership while continuing to help scale our programs and expose students to a broader range of industry-leading products and applications,” said Donald E. Bossi, president, FIRST. “The company has a long, rich history of supporting FIRST.”
Last week was Rockwell Automation week. I have one more major manufacturer show for the year—Discover Madrid with Hewlett Packard Enterprise next week.
I recorded a quick podcast recap of the week. I have so much material to digest, that I am still working through it.
Three quick points:
1. There was no discussion of the Emerson proposed acquisition of Rockwell. [My view after a few hallway conversations-very few-is that David Farr, Emerson’s CEO, needs to do something drastic to improve his performance. Emerson has been divesting lately, and his performance is below that of his legendary predecessor. He catches Rockwell with a CEO who have been in office just a little over a year. Maybe he thought he could surprise Moret and get a steal? What if the board prefers Moret to run the combined Emerson Rockwell company? Farr as chairman and Moret as CEO? Weird but interesting thought.]
2. Rockwell’s training is rigorous and thorough. I’ve been through at least 5 classes myself (controls, PLCs, drives, motor control centers, software). I know. Interesting and moving presentation on a joint effort of Manpower and Rockwell training veterans for second careers.
3. Open and scalable. I spent an hour learning about Rockwell’s new adoption of OPC UA. Then at least 1.5 hours on Rockwell software where the key word is scalable. The new analytics application appears to be well done and powerful (I only saw a demo during the keynotes and had some conversations, but it looked good).
You can subscribe to the podcast on iTunes or Overcast or you favorite pod catcher. I’d really appreciate a good rating and some referrals. It has a good audience considering the size of the market.
Slowly catching up with podcast / video (you can see these on my YouTube channel and subscribe on YouTube or iTunes) reports on my travels. While I was at the Emerson Global Users Exchange, I sat in a panel session led by Mike Boudreaux on IoT. The session was packed–as are all IoT sessions at conferences.
During Q&A from the audience, people were curious about how to justify IoT projects. Good answers from end user Tom Madilao of Chevron in Singapore and Peter Zornio, CTO of Emerson Automation. Essentially target a proof of concept application with a defined benefit.
Emerson took us on a tour of a new facility with a $10 million training facility during the week. Fascinating. Wish I could have videoed it–but photos were not allowed.
Part of the media / analyst program at Emerson Global User Exchange 2017 was a tour of a manufacturing facility and state-of-the-art (or beyond) training center. The Shakopee, MN facility includes final assembly of pressure sensors, product design (which we didn’t see), and an Interactive Plant Environment training center. The latter itself is a $10 million investment. This is one of two (Charlotte, NC being the other) while a third is planned in Houston.
The Interactive Plant Environment training center includes a classroom and a production facility. The facility includes tanks and pipes, valves, sensors and instrumentation, water and air. No steam or corrosive chemicals, of course. It helps customers and students simulate real life process conditions through hands-on learning in a safe environment. The IPE boasts a breadth of Emerson products where students can increase skills and knowledge through real-life scenario-based labs. Students are taught an aspect of instrumentation and then given a work order. They don hardhat, safety glasses, steel-toed shoes and enter the “plant” to perform the work—whether it be trouble shooting or calibration or whatever.
Students have the opportunity to better understand best practices and troubleshooting techniques from the mentorship of certified Emerson instructors. It is as if they are immersed in a typical plant environment (minus smells and mud) where they can replicate the most common, as well as unexpected, operational scenarios.
This is a great example of forward thinking in the training field. It is also impressive that Emerson continues to make these investments. Emerson alone among its competitors at this time is showing momentum and growth.
The first thing we saw past the lobby was a Collaboration Center. Looking like a high-tech conference room, this Center enables customers to learn to manage remote operations and interact with experts located anywhere in the world. There is one display for video conferencing. Another digital wall includes capability to display a variety of information that people in the room can interact with. The displays may include weather maps with maps of facilities. Or perhaps a “heat map” of wireless installations. This should be a great productivity booster.
Production facility is an excellent example of Lean Manufacturing. We saw an excellent Kanban system as well as many other examples of the visual factory, 5S, and more. I just love seeing the spreading adoption of lean. It’s great for workers, as well as, great for the bottom line.