by Gary Mintchell | Jan 8, 2016 | Asset Performance Management, Automation, Data Management, Operations Management
I chatted this week with two executives from GE Digital. Jeremiah Stone is the General Manager – Industrial Data Intelligence Software at GE Digital, and Jennifer Bennett is the General Manager – Manufacturing Software Solutions (Brilliant Factory) at GE Digital.
The conversation opened with the idea that it’s about data. Companies must become data-driven. But then it’s also beyond data. Not all data sets are equal. And it’s not just about finding anomalies–it’s really about finding that data and anomalies that matter most to business success.
Then we went a direction that I’ve never gone with GE before–remote monitoring and diagnostics (RM&D) targeted to reliability engineers. The often overlooked skillset of reliability engineers, and how their knowledge offers a distinct competitive advantage to companies battling it out in the industrial market.
As the advantages from unlocking big data insights continue to benefit enterprises of all sizes, data scientists – the gatekeepers and analysts of this data – have become an increasingly popular career choice. In fact, The Harvard Business Review proclaimed data scientists to be “the sexiest job of the 21st century.” But with more advanced Remote Monitoring and Diagnosis (RM&D) technologies being utilized to find and address problems before they happen, reducing the costs of planned and unplanned downtime, the emerging industrial superstars are reliability engineers.
This list summarizes our conversation:
- RM&D in the cloud uncovers the gap of reliability-centered maintenance and operations. This new technology shines a light on an old problem for customers– frustrations around the fact that they’re not able to executive consistently on maintenance and operations.
- Successful asset monitoring is more than just software. Organizations have a false sense of security that if they install monitoring software, they instantly have a handle on their operations. But the real secret in handling the complexity that monitoring creates with RM&D is the reliability engineers that can run and interpret the technology.
- Identifying anomalies in RM&D is not the problem. Identifying anomalies that matter to operations is the problem. RM&D create numerous alerts so it’s hard for an organization to know which ones to really focus on. Reliability engineers have the expertise to shift through the notifications and identify false positives, telling their organizations which ones to ignore and which ones to pay attention to.
- Cloud-based business strategy is becoming less about technology and more about knowledge sharing. The benefits of utilizing cloud technology are increasingly becoming centered on the fact that organizations can internally share and learn from a pooled knowledge base, no matter the location. The cloud offers a way for reliability engineers to capture and preserve knowledge that is crucial to the business’s ongoing success.
Stone said that this idea ties in to GE’s strategy itself. As disciples of Deming, the company is data driven, and a lot of that means remote monitoring and diagnostics for GE’s fleet. Incorporating technologies such as those from the SmartSignal acquisition, company engineers and managers are now excited. With the RM&D, they now can execute on goals, avoid failure, achieve greater reliability, and be more proactive. “Now we are excited to bring tools we use to the rest of the industrial world.”
Today’s RM&D enables excellence in manufacturing from a larger, systemic view, in order to deliver business advances, added Stone. Now engineers and managers can look at the entire scope/span of problem, not just one process or loop. “We help companies on the journey beginning with an assessment of where they are and what they want to achieve. We offer professional services to help them figure out what are outcomes they want to achieve. Not just getting connected to get data but doing it in a way that makes sense.”
Bennett pointed to the variety and complexity of data. “The problem has been all data has been in silos, but the value is upstream and downstream. Some challenges in manufacturing are often quite complex. Data flows from contexts requiring tracking back to cause. The platform we’re building on Predix brings data together. We can make insightful decisions. In RM&D we’re looking at history records, maintenance records, and the like. In the past we relied on people who have knowledge and experience for data. Now we can combine and analyze.”
We started discussing workforce and the challenges of recruiting and retaining younger people. Stone noted that young people today are looking for autonomy, mastery, and purpose. “What was magic 20 years ago isn’t now. We find a sense of curiosity in new people and a desire for a job with meaningful impact.”
One improvement in the job situation is the ability to spend more time problem solving and less time gathering data. According to studies, a typical data and analytics project required 80% of the time just collecting and collating data. Stone noted, “Our focus is on dramatically minimizing amount of time to get the data so people can start moving toward problem solving and analytics. Traditionally reliability engineers have been frustrated by availability of data. We are talking about taking it from calendar time to wrist watch time. Then we give collaborative capability. Both newer and more senior engineers are delighted with this new possibility to spend more time problem solving.”
by Gary Mintchell | Jan 6, 2016 | Operations Management
Tim Sowell of Schneider Electric Software (Wonderware) thinks out in front of the curve. His customer contacts help keep him on his toes. His new year’s kick-off blog post revealed four key areas for the coming year based on a conversation with a customer.
These insights should turn our attention away from media glitz and toward doing real work using technologies plus insights.
You might ask what about “big data” and the “internet of things” but these are technologies that will be part of the enabling system for a new operational solution.
In his previous blog he had asked, “how much transformation was happening?” He received a comment from a friend saying the momentum of change is well underway, and happening at increasing pace.
There were 4 areas that he felt his business and associated industry where trying grapple with to stay ahead.
1/ Agility of effective, valued products and brands to the market. So the challenge of “new product Innovation” and then “New Product Introduction” and delivering it to the market at the correct margin to be competitive in timely manner is a whole focus. His comment was this is the core competitive advantage that his company identifies.
2/ Operational Workforce transformation. He agrees with me that too much focus has been on the “aging workforce issue” and that most of HR and Operational teams have missed the bigger transformation, and that is the one of new generation work methods and transformation in workspace that goes with it. He felt like his company woke up to this mid way thru last year when they could not just not fill positions, but are having significant challenges in retaining talent, not within the company but in roles. He felt like initially people thought that would just get a transition to a new workforce yes younger of different experience. But they had not realized that way in which people will work, think, interact, and gain satisfaction will also change. [I think this is a key insight. For years I have written and spoken about getting past the “aging workforce” discussion. In many cases companies had to bring previously laid off engineers back as contractors in order to get essential engineering done. They just couldn’t get the new people needed using the same old tools and methods. Gary]
3/ “Planet Awareness, Image”. He raised this as a real strategy for evolving the brand of the company to been seen as proactive to the environment, to attract further “feeling satisfaction” of customers. He also stated that government regulation, and increasing costs of disposing of waste, and energy costs also are now seen a significant bottom line costs, and must be managed more efficiently. But during this discussion, it was also clear that the perception of being “proactive to the environment” in use of energy, carbon footprint, environment etc was also a key strategy for attractive talent to work in the company. [This idea has been coming for many years. I am happy to see it gaining traction in a major company. I think leadership in our industry that attracts bright, young people must tap into larger societal themes. Gary.]
4/ Transparency across the total product value chain. [Technology has been moving us this direction for some time. Once again, human work is catching up to the technological capabilities. Gary]
It was clear that the 4 strategies was really about changing the way in which the company manages and executes operational work, no matter how big or small.
Pillars of Operational Solution approach:
- Everyone having access to information and knowledge no matter their state or location, this means internet becomes a part of the solution backbone.
- Cyber Security is very much top of mind, both in strategy to secure, manage, to contain cost and risk.
- Data validation/ and contextualization, if transparency and faster decisions are required how do you gain consistent information across different sites. \
- Delivering a new “operational Workspace/ experience” that has embedded knowledge that does not get stale, and enables imitative learning for a dynamic and collaborative workforce.
by Gary Mintchell | Dec 14, 2015 | Automation, Workforce
John Bernaden recently retired as Director of Corporate Communications at Rockwell Automation and vice-chairman of the Smart Manufacturing Leadership Coalition. He’s still keeping his mind active in the manufacturing space. Here is a piece on LinkedIn on automation and jobs and robots with a whimsical title. Check out the comments (one by me).
Add your comments there or here.
I have written a few pieces on this topic myself: here, here, and here.
John tends to like Andrew McAfee, whom he got to speak at a session once. McAfee is OK, but he gets pessimistic and then the only way he can see out of his box is to start talking something akin to socialism–government hiring or something.
Demographic trends favor robots
Other things I have bee reading and listening to suggest that we are coming to a shortage of workers (check demographic trends) and the need to care for an increasingly elderly population–therefore we’ll really need robots and other automation.
I also believe that the human spirit is one of endeavor. We will make work. There could be an entirely different economy coming–maybe more knowledge work on one end and more craft work on the other. Even now we have a need for craftsmen in a variety of trades.
by Gary Mintchell | Nov 9, 2015 | Automation, News, Technology
My grandson was asking about why can’t we build a better light bulb and design better batteries. He’s eight. If he keeps asking the big questions, he’ll have a good future.
I told him that there would always be problems to solve, that’s why we would need engineers and scientists. He asked, what kind of questions. I told him about the need to develop robots that could work with people. This technology will become increasingly useful to help an aging population cope with physical limitations. It will also help production when we (shortly) face a declining workforce.
I like to point to the work of Rethink Robotics. It recently announced that its Sawyer robot, the company’s second smart, collaborative robot designed for a wide range of factory environments, is available for purchase and is being deployed by manufacturers across the globe. Announced in March, Sawyer is a single-arm, high-performance robot created to handle machine tending, circuit board testing and other precise tasks that have been difficult to automate with existing robots.
Weighing only 19 kilograms (42 pounds), Sawyer features a 4kg (8.8 lbs.) payload, with seven degrees of freedom and a 1260mm reach that can maneuver into the tight spaces and varied alignments of work cells designed for humans. Its high resolution force sensing, embedded at each joint, enables Rethink Robotics’ compliant motion control, which allows the robot to “feel” its way into fixtures or machines, even when parts or positions vary. This characteristic enables a repeatability that is unique to the robotics industry, and allows Sawyer to work effectively in semi-structured environments on tasks requiring 0.1mm of tolerance.
Sawyer offers a unique combination of features that distinguish it from other conventional and collaborative robots, including compliant motion control, embedded vision with a built-in Cognex camera and Rethink’s Robot Positioning System, a component of the proprietary and industry-leading Intera software platform. Powering both Sawyer and Rethink’s first collaborative robot, Baxter, the Intera system makes deploying the robots far easier than typical industrial robots. While traditional robots typically take an average of 200 hours to program and deploy, Sawyer can be deployed in under two hours and can easily be trained by typical factory technicians – not roboticists.
Sawyer is purpose-designed for enterprise-level deployments, with a useful life of 35,000 hours of operation. The robot is IP54-rated, making it ideal for harsh factory environments. Since its introduction, Sawyer has been field tested extensively at leading manufacturers’ sites around the world, and is currently being deployed on production lines in many of those facilities.
The process improves the efficiency of the product line while allowing GE’s employees to handle the more dexterous and cognitive work needed to complete the task.
General Electric has been testing Sawyer over the past month and will deploy their first robot in a GE Lighting plant in Hendersonville, North Carolina. A prime example of true human-robot collaboration, Sawyer will be on a production line positioning parts into a light fixture as a GE employee completes the assembly. The process improves the efficiency of the product line while allowing GE’s employees to handle the more dexterous and cognitive work needed to complete the task.
“The ability to deploy a smart, collaborative robot like Sawyer provides a significant flexibility advantage to our production team, while still meeting our world class quality, precision and speed standards,” said Kelley Brooks, global advanced manufacturing & engineering leader at GE Lighting. “Utilizing this technology is an integral part of our Brilliant Factory initiative to connect all parts of the supply chain from product design, to engineering, to the factory floor and beyond in order to deliver customized LED solutions for our customers.”
Sawyer is also set to be deployed in Steelcase Inc.’s (NYSE: SCS) Grand Rapids factory, where it will work in tandem with the company’s welding machine. Sawyer will work to pick and place parts in pairs of two, enabling a completely autonomous welding process. The robot’s small footprint, long reach and higher payload capacity make it ideal for the Steelcase team. In addition to handling changes in parts and lines seamlessly, Sawyer’s IP54 rating allows the robot to work in manufacturing environments with liquids and particle hazards present.
“Having already deployed several Baxter robots successfully, we’ve seen the value that collaborative robots bring to the factory floor,” said Edward Vander Bilt, leader of innovation at Steelcase. “These robots are the game-changers of modern manufacturing, and Rethink Robotics is leading the evolving relationship between humans and machines that allow each to do what they do best.”
Sawyer is a significant addition to the company’s smart, collaborative robot family, which also includes the groundbreaking Baxter robot that defined the category of safe, interactive, affordable automation. Sawyer is available for purchase in manufacturing environments throughout North America, Europe and Asia-Pacific.
“After announcing Sawyer in March, the worldwide demand we have seen for the robot has been overwhelming,” said Rethink Robotics President and Chief Executive Officer Scott Eckert. “Manufacturers around the globe understand that Sawyer opens the door for a wealth of new applications and opportunities to improve their business, and they are eager to get it onto their production floors.”
by Gary Mintchell | Nov 6, 2015 | Asset Performance Management, Automation, Manufacturing IT, Operations Management, Technology
I have written before about how Zebra Technologies Corporation has grown into an IoT supplier through some strategic acquisitions. An integral part of the overall IoT ecosystem is asset intelligence application.
The company has introduced its next-generation ET50 and ET55 tablet computers, which combine the consumer styling with the enterprise-class features necessary to increase workforce productivity. With a choice of the Microsoft Windows 8.1 or Android 5.1 (Lollipop) operating system (OS) and two different display sizes, businesses can choose the modern enterprise-grade tablet that best meets their application needs and technology strategy. This brings enterprise asset intelligence to the mobile worker.
KEY FACTS
- Operating Flexibility to Empower Business Applications: The ET50/55 is the first Zebra tablet computer available with the Microsoft Windows 8.1 OS and is Windows 10-ready. Windows gives access to legacy ERP systems and commonality to desktop solutions. The Android version of the ET50/55 tablet computer comes standard with Zebra’s Mobility Extensions (Mx) providing enterprise-class security; device management and data capture capabilities. The Android tablets are also equipped with Zebra’s AppGallery – an Android enterprise app store providing ready-to-use apps.
- A Business Tool with an Enterprise-Class Accessory Ecosystem: Tablets need the right accessories to make them enterprise-grade productivity tools. New vehicle mount cradles are ideal for service technicians; delivery drivers and salespeople on the road while a forklift mount can handle most warehouse environments. Advanced scanning capabilities are available that can accurately and rapidly capture photos, NFC tags, bar codes in virtually any condition and on practically any surface. Hot-swappable batteries augment the built-in battery and deliver 24 x 7 power to field service, transportation and logistics, retail, warehouse, manufacturing and government employees.
- Features Designed for Enterprise Mobile Workforces: The ET50 features Wi-Fi connectivity while the ET55 adds 4G LTE cellular connectivity, and both models offer an advanced capacitive touch display that enables gloved or ungloved usage and the ability to use a stylus or a finger for annotating and capturing signatures. All configurations are designed to MIL-STD specification for drops to concrete and have IP65 sealing.
- Enterprise-Class Services: Zebra OneCare Essential Services provide device diagnostics and coverage for normal wear and tear as well as accidental damage to internal and external components, significantly reducing unforeseen repair expenses.
