The document discusses how manufacturing companies can undergo a digital transformation to improve operational efficiency. It explains that digital transformation involves increasing interconnectivity between business units, gaining granular data insights from processes, and automating repetitive tasks. Case studies show how design changes, supplier relationships, and fault detection can benefit from these approaches. The conclusion emphasizes that digital transformation is a multidisciplinary effort requiring technology and business expertise to strategically leverage data and drive business performance.
17 Must-Do's to Create a Product-Centric IT OrganizationCognizant
Tightening IT-business alignment and embracing Agile, DevOps and Lean Startup principles, while transcending traditional project management disciplines by incorporating product engineering rigor, are critical to creating an effective, digitally enhanced business.
Leveraging IT to create business agility: Why leading IT organisations are re...3gamma
CIOs are under pressure. Some analysts are even predicting the end of the CIO role. In the light of digitalisation and an ever-increasing need for business agility, IT is becoming an embedded part of the business. Information technology is no longer just a utility but a deeply integrated driver of products and services within most companies. An ever-changing environment means that old assumptions on how to deliver IT services need to be revisited if the IT organisation is to remain relevant.
The Data-To-Business bridge model for business development organizationsMathieu Rioult
This is a methodology to extract, justify, apply and track actionable insights from a structured dataset and a cross-departments exchange. Please find its summarized mechanism below.
A simple “coordination & action” concept based on four pillars, their related key actions and two strong principles that feed your organization everyday: Growing Cells & “comestible” Fuel. Human Beings interacting and learning collaboratively & Structured data understandable and exploitable by them.
Thanks to both and the D2B bridge, your organization will be able to identify and implement actionable insights that will positively impact your overall business growth and organizational processes. Moreover, your organization will build by itself a learning machine that each individual will beneficiate from. Actions run by someone’s God Feeling appear now as obsolete. For sure, Alone, we go faster. But together, we go farer.
Outcome-Focused IT Delivery: The Next Step in the Continuous Improvement JourneyCognizant
As enterprise IT organizations adapt to a rapidly changing landscape, they need to align "bottom-up" delivery assurance techniques and maturity models with "top-down" business priorities to enable innovation to blossom.
Accelerating Machine Learning as a Service with Automated Feature EngineeringCognizant
Building scalable machine learning as a service, or MLaaS, is critical to enterprise success. Key to translate machine learning project success into program success is to solve the evolving convoluted data engineering challenge, using local and global data. Enabling sharing of data features across a multitude of models within and across various line of business is pivotal to program success.
17 Must-Do's to Create a Product-Centric IT OrganizationCognizant
Tightening IT-business alignment and embracing Agile, DevOps and Lean Startup principles, while transcending traditional project management disciplines by incorporating product engineering rigor, are critical to creating an effective, digitally enhanced business.
Leveraging IT to create business agility: Why leading IT organisations are re...3gamma
CIOs are under pressure. Some analysts are even predicting the end of the CIO role. In the light of digitalisation and an ever-increasing need for business agility, IT is becoming an embedded part of the business. Information technology is no longer just a utility but a deeply integrated driver of products and services within most companies. An ever-changing environment means that old assumptions on how to deliver IT services need to be revisited if the IT organisation is to remain relevant.
The Data-To-Business bridge model for business development organizationsMathieu Rioult
This is a methodology to extract, justify, apply and track actionable insights from a structured dataset and a cross-departments exchange. Please find its summarized mechanism below.
A simple “coordination & action” concept based on four pillars, their related key actions and two strong principles that feed your organization everyday: Growing Cells & “comestible” Fuel. Human Beings interacting and learning collaboratively & Structured data understandable and exploitable by them.
Thanks to both and the D2B bridge, your organization will be able to identify and implement actionable insights that will positively impact your overall business growth and organizational processes. Moreover, your organization will build by itself a learning machine that each individual will beneficiate from. Actions run by someone’s God Feeling appear now as obsolete. For sure, Alone, we go faster. But together, we go farer.
Outcome-Focused IT Delivery: The Next Step in the Continuous Improvement JourneyCognizant
As enterprise IT organizations adapt to a rapidly changing landscape, they need to align "bottom-up" delivery assurance techniques and maturity models with "top-down" business priorities to enable innovation to blossom.
Accelerating Machine Learning as a Service with Automated Feature EngineeringCognizant
Building scalable machine learning as a service, or MLaaS, is critical to enterprise success. Key to translate machine learning project success into program success is to solve the evolving convoluted data engineering challenge, using local and global data. Enabling sharing of data features across a multitude of models within and across various line of business is pivotal to program success.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Selecting a Software Solution: 13 Best Practices for Media and Entertainment ...Cognizant
When selecting commercial off-the-shelf software (COTS), companies in the increasingly digitally-based media and entertainment industry need to develop a detailed advance plan, obtain support from all stakeholders and continuously monitor vendor performance against critical expectations, best practices and business requirements.
Every day and in many ways, companies are creating smarter spaces that we call work and home. Here are seven examples that demonstrate how space is truly the new frontier in the digital era.
Artificial Intelligence in Financial Services: From Nice to Have to Must HaveCognizant
AI is moving beyond experimentation to become a competitive differentiator in financial services — delivering a hyper-personalized customer experience, improving decision-making and boosting operational efficiency, our recent primary research reveals. Yet, many financial services companies will need to accelerate their efforts to infuse AI across the value chain while preparing for the next generation of evolutionary neural network technologies to keep pace with more forward-thinking players.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
White paper achieving the most economically advantageous applications solutio...Newton Day Uploads
This is a White Paper that I produced in 2010 on the subject of how organizations have the potential to always achieve the most economically advantageous application solution for their business by insourcing IT thanks to the evolution of near-real-time applications authoring.
As businesses continue through this evolution, IT begins to recognize increasingly significant benefits. In terms of value, the focus on management and automation yields a reduction of operating expenses, as automation of manual tasks enables the IT organization to operate more efficiently.
Operating Model Design in a Digital WorldRobert Cade
Operating Models have defined the way that we work and operate for centuries. A good set of architectural blueprints are essential to successfully build a new office. The same is true if you want to build a successful business; you need a good set of blueprints on which to lay the foundations and undertake the detailed design and implementation. In other words you need an Operating Model.
Like modern office designs, businesses are responding to digital stimuli and the changing needs of their customers. Digital is taking the world by storm, transforming everything in its path. Those who transform reap the benefits; those that don’t get left behind. So, just as the blueprints for offices have changed in the digital age, the blueprints for businesses – their Operating Models – also need to evolve.
Creating an Agile Enterprise ArchitectureCognizant
With the proliferation of digital, the function of enterprise architecture is more critical than ever. Getting there requires a strong, agile enterprise architectural foundation that can embrace a fail-fast/fail-safe approach to the IT charter of stronger business alignment, while ensuring that services are delivered fast and friction-free to meet the needs of today’s dynamic business objectives.
3gamma insights - Managing techonlogy in an ever-changing environmentJens Ekberg
oday, IT organisations need to manage an integrated, diverse and complex portfolio of technologies delivered both internally and via external partners. The ability to manage technology in this ever-changing environment creates competitive advantage. Complexity and the rapid pace of technological change create a need for a disciplined, structured and business-aligned technology integration strategy.
In this paper, 3gamma presents an approach on how to align your organisation’s technology with your business strategy.
The Role of IT in Supporting Mergers and AcquisitionsCognizant
Involving IT teams early and often during mergers and acquisitions can help enterprises realize more value from the operational and market synergies that bring businesses together.
Core Transformation: How Pekin Insurance Modernized Its Systems on AWS - FSI2...Amazon Web Services
Pekin Insurance has undertaken a strategic core transformation program to increase revenue and accelerate product rollout. This program requires modernizing Pekin's core systems, including policy, claims, and billing, by leveraging Guidewire Software and other insurance applications. To meet this requirement and become more agile, Pekin worked with Deloitte to devise a cloud-first strategy of shifting to a hybrid cloud model with AWS and adopting DevOps methodologies. In this session, AWS, Pekin, and Deloitte outline the benefits of running core Insurance systems like Guidewire on AWS. They also explore ways CIOs can transform organizations by converging emerging born-in-the-cloud technologies with business-centric DevOps operating models.
Executive Managers of organizations from different industries and sectors always strive to find solutions to improve the way their organizations are run. There will come a time when they realize that technology has effective & efficient solutions to assist them in achieving their corporate objectives. Business Solutions such as Enterprise Resources Planning Systems, abbreviated as ERP (MRPII), represent computer software technologies and management information systems (MIS) that link all departments in one automated system (some of them web-based). Around 61% of ERP implementation projects fail according to international & local statistics derived from studies conducted by consulting firms. The audience of this magnificent event is decision-makers who are considering starting selecting, implementing, using, or even changing an existing troublesome ERP system. Throughout the presentation many enlightening topics will be covered including:
What\'s an ERP System (A Business Solution or an IT System or both)?
Other MIS Systems: Business Intelligence (BI), Enterprise Asset Management (EAM), Content & Doc Management, etc.
Benefits of ERP Systems including samples of business functions.
Examples of ERP Systems and which organizations use them.
The right process for ERP selection.
The importance of team effort, goal-setting, planning and step-by-step execution
Success factors and how to apply them.
Failure excuses and how to avoid them.
ERP Software Licensing & Pricing Schemes
Out of all ERP Modules why\'s the HRM software unique in the Gulf Region?
Examples of HRM Systems & their integration to ERP Systems
In addition to other related topics
Target Audience:
• Management & Re-engineering Consultants
• Executives Members of the Boards of Directors (& VPs)
• Managing Directors, General Managers & their replacements
• Departmental Directors
• Section Heads/Supervisors
• Involved & Interested People
Note: Special section for Human Resources Managers to discuss HR Information Systems
Business Process Re-engineering (BPR) How to fight Maverick Rebel. A too frequently overlooked cause preventing process optimization. This is one of the causes why too big companies are having issues which must be addressed DATA QUALITY ASSURANCE - DQA a typically overlooked domain.
Datamonitor Decision Matrix Selecting A Business Intelligence Vendor (Competi...Cezar Cursaru
SAS is the clear market leader as it leads technology assessment, dominates user sentiment and exerts considerable market impact. SAS offers a great portfolio of both basic and advanced functionality, backed up by a dependable support capability. Its stable financial footing, superb vision and lead in advanced analytics all imply that SAS is well placed to continue as the Business Intelligence market leader.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
Selecting a Software Solution: 13 Best Practices for Media and Entertainment ...Cognizant
When selecting commercial off-the-shelf software (COTS), companies in the increasingly digitally-based media and entertainment industry need to develop a detailed advance plan, obtain support from all stakeholders and continuously monitor vendor performance against critical expectations, best practices and business requirements.
Every day and in many ways, companies are creating smarter spaces that we call work and home. Here are seven examples that demonstrate how space is truly the new frontier in the digital era.
Artificial Intelligence in Financial Services: From Nice to Have to Must HaveCognizant
AI is moving beyond experimentation to become a competitive differentiator in financial services — delivering a hyper-personalized customer experience, improving decision-making and boosting operational efficiency, our recent primary research reveals. Yet, many financial services companies will need to accelerate their efforts to infuse AI across the value chain while preparing for the next generation of evolutionary neural network technologies to keep pace with more forward-thinking players.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
White paper achieving the most economically advantageous applications solutio...Newton Day Uploads
This is a White Paper that I produced in 2010 on the subject of how organizations have the potential to always achieve the most economically advantageous application solution for their business by insourcing IT thanks to the evolution of near-real-time applications authoring.
As businesses continue through this evolution, IT begins to recognize increasingly significant benefits. In terms of value, the focus on management and automation yields a reduction of operating expenses, as automation of manual tasks enables the IT organization to operate more efficiently.
Operating Model Design in a Digital WorldRobert Cade
Operating Models have defined the way that we work and operate for centuries. A good set of architectural blueprints are essential to successfully build a new office. The same is true if you want to build a successful business; you need a good set of blueprints on which to lay the foundations and undertake the detailed design and implementation. In other words you need an Operating Model.
Like modern office designs, businesses are responding to digital stimuli and the changing needs of their customers. Digital is taking the world by storm, transforming everything in its path. Those who transform reap the benefits; those that don’t get left behind. So, just as the blueprints for offices have changed in the digital age, the blueprints for businesses – their Operating Models – also need to evolve.
Creating an Agile Enterprise ArchitectureCognizant
With the proliferation of digital, the function of enterprise architecture is more critical than ever. Getting there requires a strong, agile enterprise architectural foundation that can embrace a fail-fast/fail-safe approach to the IT charter of stronger business alignment, while ensuring that services are delivered fast and friction-free to meet the needs of today’s dynamic business objectives.
3gamma insights - Managing techonlogy in an ever-changing environmentJens Ekberg
oday, IT organisations need to manage an integrated, diverse and complex portfolio of technologies delivered both internally and via external partners. The ability to manage technology in this ever-changing environment creates competitive advantage. Complexity and the rapid pace of technological change create a need for a disciplined, structured and business-aligned technology integration strategy.
In this paper, 3gamma presents an approach on how to align your organisation’s technology with your business strategy.
The Role of IT in Supporting Mergers and AcquisitionsCognizant
Involving IT teams early and often during mergers and acquisitions can help enterprises realize more value from the operational and market synergies that bring businesses together.
Core Transformation: How Pekin Insurance Modernized Its Systems on AWS - FSI2...Amazon Web Services
Pekin Insurance has undertaken a strategic core transformation program to increase revenue and accelerate product rollout. This program requires modernizing Pekin's core systems, including policy, claims, and billing, by leveraging Guidewire Software and other insurance applications. To meet this requirement and become more agile, Pekin worked with Deloitte to devise a cloud-first strategy of shifting to a hybrid cloud model with AWS and adopting DevOps methodologies. In this session, AWS, Pekin, and Deloitte outline the benefits of running core Insurance systems like Guidewire on AWS. They also explore ways CIOs can transform organizations by converging emerging born-in-the-cloud technologies with business-centric DevOps operating models.
Executive Managers of organizations from different industries and sectors always strive to find solutions to improve the way their organizations are run. There will come a time when they realize that technology has effective & efficient solutions to assist them in achieving their corporate objectives. Business Solutions such as Enterprise Resources Planning Systems, abbreviated as ERP (MRPII), represent computer software technologies and management information systems (MIS) that link all departments in one automated system (some of them web-based). Around 61% of ERP implementation projects fail according to international & local statistics derived from studies conducted by consulting firms. The audience of this magnificent event is decision-makers who are considering starting selecting, implementing, using, or even changing an existing troublesome ERP system. Throughout the presentation many enlightening topics will be covered including:
What\'s an ERP System (A Business Solution or an IT System or both)?
Other MIS Systems: Business Intelligence (BI), Enterprise Asset Management (EAM), Content & Doc Management, etc.
Benefits of ERP Systems including samples of business functions.
Examples of ERP Systems and which organizations use them.
The right process for ERP selection.
The importance of team effort, goal-setting, planning and step-by-step execution
Success factors and how to apply them.
Failure excuses and how to avoid them.
ERP Software Licensing & Pricing Schemes
Out of all ERP Modules why\'s the HRM software unique in the Gulf Region?
Examples of HRM Systems & their integration to ERP Systems
In addition to other related topics
Target Audience:
• Management & Re-engineering Consultants
• Executives Members of the Boards of Directors (& VPs)
• Managing Directors, General Managers & their replacements
• Departmental Directors
• Section Heads/Supervisors
• Involved & Interested People
Note: Special section for Human Resources Managers to discuss HR Information Systems
Business Process Re-engineering (BPR) How to fight Maverick Rebel. A too frequently overlooked cause preventing process optimization. This is one of the causes why too big companies are having issues which must be addressed DATA QUALITY ASSURANCE - DQA a typically overlooked domain.
Datamonitor Decision Matrix Selecting A Business Intelligence Vendor (Competi...Cezar Cursaru
SAS is the clear market leader as it leads technology assessment, dominates user sentiment and exerts considerable market impact. SAS offers a great portfolio of both basic and advanced functionality, backed up by a dependable support capability. Its stable financial footing, superb vision and lead in advanced analytics all imply that SAS is well placed to continue as the Business Intelligence market leader.
Dear Central Texas:
The *(AlfredaLoveshow.com)& (Stellargospelmusic.com) is blessed to announce that we will host Santa's Toy Workshop with Santa this year. This once a year event will give your family the opportunity to shop for high quality gifts for friends and family.
Gift items start at less than $1.00 with most in the $1.00 to $5.00 range. Our hours will be decided upon soon. Please check our websites soon, radio & newspapers. The store will be here for only 2days. It is the best & most affordable prices for the holidays. It is over 2000 items to select from and we will give some of the proceeds to St. Judes Hospital.
I know that there is an organization seeking non profit groups for coat donations. Please contact me: Emonya_Love@yahoo.com and I will let you know which organization need some. Also to the businesses and groups, if you arw looking to find gifts and items for a sponsored child, you dont want to miss this.
Also, someone told me they may have some Turkey legs at my event. Just to give you a preview of some Turkey legs, look below. Mark your calendar. Come take a picture with Santa and save money. We have marked everything from 50-80 percent and it is all new items.
Emonya_Love@yahoo.com
Może nie jest to "10 rzeczy, które powinieneś wiedzieć o Instagramie", ale znajdziecie tutaj kilka najważniejszych zasad obowiązujących na Instagramie (wybór subiektywny).
Oryginalna wersja regulaminu dostępna tutaj: https://help.instagram.com/478745558852511
Driving Digital Supply Chain Transformation - A Handbook - 23 MAY 2017Lora Cecere
Insights on driving a digital transformation based on research on new technologies, advisory work with clients, and quantitative research projects. This is a short handbook to help companies get started on their journey to define the digital supply chain.
Digital has brought about change in everything we do.
Your business needs to adapt to changing customer
dynamics and respond to competitive forces in real-time.
Your customers, partners, and suppliers are on their toes
and they expect you to be up and running too.
Thus, IT leaders have to imbibe the concept of the platform ecosystem and think in terms of creating the “platforms that cohesively work internally and externally to enable a
multimodal connect for delivering digital enterprise.”
Take following steps to Platformize:
1. Build Contextual Process
Platform
2. Integrate mobility and social in
process applications
3. Deliver Process Experience
4. Elevate Orchestration
5. Loosely Couple resources
6. Create and Carry Process
Context
7. Practice Platform Governance
8. Think Big, Start Small, Earn
quick wins, Expand
9. Leverage Agile Methodology
and Accelerators
For more information visit: http://www.newgensoft.com/
We are providing the Training and Services of Digital Consultancy based in Lahore Pakistan and all over the world
For further Info visit our website
www.digitalmarketingtrust.com
Contact us: 03000969171
We are providing the training based in Lahore Pakistan and all over the world for further visited or website www. digital marketing trust.com. contact us 03000969171
The new digital era and the promise of complete machine to machine transformation isn't a mystery, but does require mastery of some "easier said than done" IT CPMO practices. IT executives, consultants, and change agents will benefit from using these CPMO transformation strategies
Creating a Capability-Led IT OrganizationCognizant
It's time for a new approach to IT, in which business prioritize, nurture and execute on a defined set of capabilities, thus moving past incremental improvement, to competitive differentiation.
We are providing the training and services of Digital Marketing based in Lahore Pakistan and all over the world for further info visit our website:
www.digitalmarketingtrust.com
By focusing on organizational enablers and robust software engineering practices, e-commerce companies can shorten the development lifecycle, outmaneuver the competition and remain relevant in the eyes of customers.
The ecosystem equation collaboration in the connected economy @harvard biz @i...Diego Alberto Tamayo
IT infrastructure will play a vital role in enabling organizations to become
connected economy leaders. With an IT infrastructure designed for cognitive workloads, you can
act at the speed of thought. It accelerates technology breakthroughs through open architectures
that foster collaborative innovation. Finally, it works with your cloud platforms to extend the value
of your systems and data. Put it all together and instead of observing change unfold, you can seize
the opportunities created by the connected economy.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
Operational Excellence through Digital in Manufacturing IndustriesCapgemini
Digital Tools Can Help Manufacturing Companies Cut Costs by 30%
Manufacturing companies have historically had an on-off relation with technology. Most have aggressively adopted traditional technologies such as Enterprise Resource Planning (ERP). However, they have been slow in adopting recent digital technologies such as big data analytics, real-time order confirmation, Web-EDI among others. Moreover, most have adopted technologies to varying extent creating a connectivity gap in their operations. We believe digital technologies will help manufacturing companies in eliminating this gap.
Our research and project experience indicate that by adopting digital tools, manufacturing companies can cut costs by as much as 30% by enabling savings on capital costs, labor field force among other key cost elements.
How Evolven Blended Analytics Is Helping to Transform IT Efficiency and ValueEvolven Software
This report will examine more closely how and why blended analytics adds value. It will also introduce Evolven’s distinctive analytics capability in context with a deployment interview showing strong benefits in change, performance, and in particular, in facilitating a DevOps initiative through superior levels of insight and automation.
2. Table of
Contents
• Executive Summary
• Interconnectivity
• Granularity
• Automation
• Case – Design change and
inventory integration
• Case – Supplier scorecards
• Case – Early fault detection
• Takeaways
3. Executive Summary
History has taught us that during times of massive technological
change, the companies best able to harness technological
advancement are the ones to survive the test of time. While the
specifics of today are different from the days of the cotton gin or
the locomotive, the business fundamentals remain the same,
adapt or perish. Beneath the hood of today’s leading companies is
a massive effort to integrate and extract value buried within today’s
manufacturing sector via digital transformation. Make no mistake,
this development is a direct challenge to every competitor in the
field, and looks to fundamentally alter the landscape of profitably
doing business on a go forward basis.
The second lesson that can be extracted from a careful reading of
history is what isn’t there, namely the companies that have fallen
by the wayside as technological champion’s wake, and this digital
change will be no different. The story of these forgotten
companies isn’t a quick wind down, but the story of sales declines,
evaporating profit margins, and eventually disappearancefrom the
books of history altogether. The subtle takeaway is that while in
retrospect, its’ obvious that the assembly line or other
transformative technologieswould emerge as the dominant
strategy of the age, it wasn’t so obvious at the time, and there
were many, many companies that fell as a result.
4. Today that same dynamic is upon us, and those companies
who can connect the dots, and recognize the emergence of
these digital trends can react and emerge as champions to
fight another day.
At its most basic level, digital transformation is a fundamental
realignment by a company to best take advantage of
technological innovations. While the idea of digital
transformation is not a new one, the maturing technological
landscape is only now evolving to the point where many of
the ideas are now feasible. This paper examines the idea of a
digital transformation in the context of a manufacturing
company, and how this sector of the economy can extract
value from technology.
Manufacturing companies are typically most focused on
operational efficiency, and as such, process improvement is a
key emphasis, as can be illustrated by past innovations such
as the Assembly Line or Six Sigma techniques. The key focus
in a digital transformation for a manufacturing company is
also on operational efficiency, and ways to streamline the
company.
“
Digitaltransformationis a
fundamentalrealignmentby
a companyto best take
advantageof technological
innovations
“
5. This paper will examine 3 broad categories of changes that a
digital transformation can take. First, interconnectivity and the
ability to distill any change within an organization into a
related and measurable change in value to the organization,
potentially through Net Income, Earnings per Share(“EPS”),
or Net Present Value (“NPV”). Second, the ability to drill down
into granular detail to examine process improvement on a
part by part basis, or value delivered by each individual FTE
in an operation. Lastly, the ability to automate processes that
otherwise involved manual processing, leading to expensive
errors, as well as unnecessary (and expensive) labor
expenses.
6. Interconnectivity
The digitally transformed company acts as a globally optimized
unit, with each segment operating within the context of a greater
global company, and an overriding focus on lasting value
generation. Prior to digital transformation, even the best run
segments can only strive to operate at their own local optimal
point, but without taking into consideration the strengths or
weaknesses of other segments within the same supply chain.
The barrier to interconnection within this context can be for many
different reasons such as different ERP systems, accounting
practices, or sheer complexity, but with careful planning, and
leveraging the power of analytics consistent global planning
analysis can emerge from the seamlessly integrated data assets.
Through process maps and consistent measurement, the value
associated with changes such as design, or labor expenses can be
interpreted within the context of value, instead of simply looking to
manage towards an annual budget. to read your content and proof
it for basic grammar and spelling.
7. Granularity
Process capability improvement is the key tool that a Digitally
Transformed Manufacturing company uses to streamline the
operation. Every process within a plant is naturally designed with
tradeoffs, and has inherent defect and waste levels associated
with it. Prior to digital transformation, these key metrics were
buried within the individual machines, or simply unmeasured. The
best practices of one employee on the shop floor might be lost in
the shuffle, or the most efficient method for {welding a pipe} could
be left unnoticed.
The ability to extract, measure and analyze previously untouched
data sources provides an unmatched tool for process
improvement. This technique essentially pairs up sophisticated
optimization planners with shop floor level processes, and looks to
design individual process flows for efficiency. Overall, through
interconnectivity and efficient data processing, every shop floor
decision can be evaluated through the lens of value created or
destroyed on a magnified and systematic level.
8. Automation
The third category of change necessary to execute a digital
transformation is automation. Simply put, automation is meant to
repeatedly process data through the lens of a business expert, and
consistently apply that logic across an organization. Most
Companies have data available, but much of it is inconsistently
calculated, and easily misinterpreted. Within a complex supply
chain, different parties can and will categorize data differently,
making performance comparisons across segments a difficult
proposition.
Digital transformation requires that data at each business unit is
processed via a set of rules, essentially translating it into a uniform
data structure. This procedure is completed over and over again,
making it available for future analytic use cases. Given that the
grand plan for digital transformation is full supply chain integration,
the building blocks in question must be standardized, and the key
to unlocking that promise is in the practice of consistent business
logic automation.
9. Case – Design change and inventory integration
A key problem with design change cost calculation is that changes
are calculated in a vacuum, and do not take into account the
complexity of the supply chain factors that go into value creation.
Typically, when calculating the impact of design changes in a
manufacturing process, the combined cost of the new parts,
combined with the labor input is calculated and compared to
historical figures, and then determined to be the value added to the
operation for all new units. These figures are simply multiplied by
the # of expected sales over an annual basis, and determined to
be cost out associated with the design change. However, without
an integrated financial system to account for inventory effects, it is
impossible to determine when the design change will actually take
place, as excess inventory associated with the legacy design may
still have to be used.
Inventory is one example where there is potential for disconnect,
but generally as different elements within the supply chain are
changed and altered, there are significant cascade effects that are
each highly predictable by business experts entrenched within
their specific segment, but impossible to manage in a holistic
fashion without an integrated system of business rules and digital
integration. Overall, design changes, and cost out calculations are
critical when designing changes for efficiency within a
manufacturing operation, but supply chain considerations are just
as critical to the end value calculation, and need to be treated as
such to make an optimal decision in a systematic way.
10. The intersection of two complex global supply chains as
represented by supplier relationships is a key point of interest for
the digitally transformed enterprise. Regardless of the company’s
position as the buyer or supplier within the negotiation, the party
with the better understanding of the aggregate relationship is in the
best position to extract concessions in purchase negotiations. In
many cases, an overall supplier relationship includes hundreds to
thousands of different touchpoints, but without anyone holding an
understanding for the overall consolidated relationship. Essentially,
the buyer has hundreds to thousands of different negotiations,
each potentially leaving value on the table that could otherwise be
extracted from the transaction.
Most organizations have vendor managers who attempt to
consolidate and manage relationships at a global level, but there
are significant technological problems that make this sort of
analysis tedious, if not impossible. At best, most business
segments are content to optimize their vendor management at a
local level, leaving the gains associated with the global relationship
unrealized. The key problem with developing a consolidated
supplier relationship is that it requires each of the ordering systems
to be integrated with each other, outputting global ledger available
to consolidate. With the complexities as outlined in this paper, this
seemingly simple task begins to grow in complexity, and becomes
an impossible task if not for digital transformation.
Case – Supplier Scorecards
11. Fault detection and maintenance intervals are a critical component
of any manufacturing operation, and with the integration of data in
place, sophisticated analytical methods can predict costly
breakdowns on a systematic basis. The pool of data generated
from large manufacturing machines is a treasure trove for the
company who is able to acquire, analyze, and quickly act on the
results. This level of analytics requires 3 critical components: data
acquisition, process monitoring and anomaly detection, and user
visualization.
While most of the data as generated from industrial machines is
difficult to act upon, taken as a whole and examined for anomalies
on a systematic basis, that same data can be used to predict
costly breakdowns as illustrated below.
Potential technological infrastructure capable of handling the process.
This final case represents the convergence of a digitally
transformed company capable of ingesting, analyzing and acting
upon data in a highly effective manner to achieve mission critical
business goals.
Case – Early Fault Detection
12. Takeaways
By leveraging technology and cutting edge analytical tools,
Manufacturing Companies are making efficiency gains in areas
that were once out of reach. Much of the data necessary to
analyze every aspect of the modern company is available, but
developing a strategy to utilize it is the overriding goal of digital
transformation. While many companies are hoping to react to the
data overload, the Digitally Transformed companies have
positioned themselves to actively ingest it, and leverage it to
dominate the marketplace.
Today’s economy requires top companies to react quickly to
threats or opportunities, but few are equipped to do so. Those
companies able to act quickly and efficiently will be the ones who
rise to the top, and lead the economy forward into the Digital Age.
Throughout the course of history, the companies best able to utilize
the tools available to them were the ones who lasted the test of
time, and the others fell by the wayside.
13. Much like other industrial transformations, a digital
transformation is a multidepartment effort, and needs to be
orchestrated by a team of expert professionals
knowledgeable not just in technology, but more importantly
the underlying business fundamentals. While fluency in the
technology is a prerequisite, the knowledge associated with
how it all fits together as a business unit is a critical
component of the overall plan. If there is one takeaway from
this study, it is that technology itself is not the solution, but it
is an enabler that will allow your team to shift the
fundamentals driving your business to push forward and
compete in this rapidly changing marketplace.
Kavi Global strives to bring together the brightest minds in
technology, business, and operational research in order to
achieve the right blend of perspectives to help your business.
A digital transformation is a multi-departmental challenge,
and as such, we’ve built our company around that principal of
multi-talented teams. We look to achieve visibility of all angles
for a company, and insight towards solving specific problems
associated with individual situations. If you’re looking to
undertake a digital transformation of your company, please
reach out, we’d love to discuss.
“ A digital transformation is a multidepartment
effort, and needs to be orchestrated by a team of
expert professionals knowledgeable not just in
technology, but more importantly the
underlying business fundamentals
“
14. Rely on a proven
Call KaviGlobal…
Contact us at:
847-387-6760
Big Data Partner
For a free analytics
consultation