
Is our movement through the landscape of the Industrial Revolution 4.0 a sprint or an endurance run?
In this blog, we provide a self-reflection on the agile approach to digital transformation in NEDCON's manufacturing processes and on our relationship to Industry 4.0.
Point zero
When the first reflections on the Industrial Revolution 4.0 (2011) appeared, our starting point was a situation where we were just redesigning production concepts in the context of the automation and robotics of the time. We were still in the Industrial Revolution 3.0 phase, but we saw the changing situation as an impulse that significantly accelerated our readiness to implement cyber-physical systems. It was a real sprint at first but it was coordinated focusing on implementing industry standards to enable the beginning of our digital transformation journey.
From brownfield applications to fully integrated solutions
Prior to Industry 4.0 considerations, the world of operational technology (OT), which includes automated and robotic manufacturing, operated largely from IT, even at NEDCON. The domain of this phase was the vertical digital interconnection of the two worlds of OT and IT, specifically linking systems like FIELD and SAP/ERP on the principles of the so-called automation pyramid. This involved several applications on the so-called MES (Manufacturing Execution System) layer linking the digital information flow in both directions. The most important application include Order Processing, Condition/Energy Monitoring, Measuring Documents Management and the current implementation of Real-Time OEE (Overall Equipment Efficiency). The new Real-Time OEE system will replace the digital application that does not operate in real-time. Of course, it is illogical to disrupt functional technologies, so it was a challenge to connect older brownfield equipment to the systems. Today, all that remains is a more global integration of the solutions developed, completing the hierarchical display of information (plant view) and taking leaps towards greater mobility.
The traditional view of MES is probably not enough today
The implementation of the MES layer initially seemed to be a clear and tangible goal. However, the eternal spin of digitalization continues to shift the target. The automation pyramid is undergoing significant changes in the vertical direction. On both the Field and the MES layer, we are preparing the IIoT interconnection, and the assistance function for the human-machine interface. We preferably want to use applications from IIoT platforms that are connected to producing and processing data, unlike the well-known applications on mobile devices. In the beginning, we were aiming more towards a monolithic system, perfectly tuned for our needs. However, there are a number of benefits to being part of the Industry 4.0 digital ecosystem. The very top of the digital ecosystem pyramid has changed due to that its tip is no longer solely consisting of an ERP, but a Business Intelligence (BI) layer that provides advanced reporting and analytic capabilities over production data. This is one of the current themes of NEDCON's digitization of manufacturing.
Digital transformation is not just vertical
Staying on track means not only working on current projects, but constantly shaping the next visions and steps to achieve them. At this point the paths begin to branch. The future is no longer just vertical, but also horizontal data competency. We can no longer rely on production data alone to find optimal production conditions, but we must also connect to other robust data platforms such as Integrated Planning, TQM, etc. Many of these platforms provide data in unstructured formats, such as a voice recording of a maintenance worker's report on a machine. This data often requires semantic analysis to convert it into a more structured format that is suitable for further analysis. Orchestrating disparate data between different (un)structured systems is one of the biggest challenges of this phase. NEDCON is strengthening its data engineering capabilities to take full advantage of the potential of the BI layer, including analytics using AI from horizontal data systems. This approach is essential for finding fundamental correlations and causalities, enabling optimization not only throughout the manufacturing lifecycle, but eventually the entire supply chain. We are intensively focusing on this fundamental topic in our analyses of the possible next steps in the digital transformation of manufacturing.
One more dimension as a bonus
Finding correlations and their underlying causes provides valuable insights, but it does not by itself solve decisions about how to optimize, let alone enable complex systems and processes to self-optimize/adapt. For this, the existence of digital models is needed, both of objects/systems and processes. At NEDCON, mathematical modeling of processes is still in its early stages. We intend on developing massively in the use of 3D graphical and functional models of both plant operations and equipment utilization - their digital twins. So far we have only talked about the affinity between operational and information technology (OT-IT). Now we have to talk about a new dimension, engineering technologies (ET) and in particular the IT-OT-ET convergence. If we want to fully exploit the potential of robust tools such as deep learning and artificial intelligence, this new dimension must be a priority in our digitalization strategy.
What are the biggest risks and what are the biggest challenges to succeed?
Here are the essential ones:
• Creation of a long-term vision and applying a structured framework to consolidate issues.
• Underestimation of the data expert role, especially the absence of data engineering and so-called Citizen Data Scientists specialists with business knowledge and basic competence in analytics.
• Shifting organizational mentality to adjust the organization to a situation where some aspects are difficult to explain, or the solution is not known in advance.
• Backbone processes and platforms must be robustly digitalized and, where possible, horizontal.
• The role of managers and the relationship with the team must shift in agile methods.
So, what is the answer to the question in the headline?
Using a sports analogy, a multiple-stage bicycle race is probably the best comparison. Our digital transformation roadmap is divided into stages with clear destinations. It is critical to prepare for each stage while having a clear vision and strategy for the entire race. The digitalization race can be won even if you don't win a single stage. You just need to always position yourself optimally. Every stage is different and the agility and tactics of the team determine the success. And moreover, on the premiums and before the finish line, sprints are no exception!
If you are not satisfied with the answer to the question, try asking an AI to read this blog. Maybe it can find you a better answer...
Milan Bartoň