What’s the one constant for manufacturers today? Change. The market is uncertain, and disruptions continue. Manufacturers cannot control demand for their products. Yet, with the right foundational technologies, they can respond confidently. Hear Tech-Clarity’s Julie Fraser, VP of Research for Operations and Manufacturing at Tech-Clarity, and Allan Fine, Manager Sage X3 Field Sales Engineers, as…
- The Smart Product Imperative
- The Continuing Smart Product Revolution
- What's Driving Smart Products?
- Beyond Smart Equipment to Digital Business Models
- Multi-faceted Business Benefits
- Smart Products Improve Profitability
- Business Challenges
- Technical Issues
- How Can Companies Improve Performance?
- What Do Top Performers Do Differently?
- Top Performers Have More Integrated Systems
- Conclusions
- About the Research
- Acknowledgments
The Smart Product Imperative
How Can Companies Improve Performance?
Identifying the Top Performers Researchers used our performance banding process to understand what companies that excel at profiting from smart products do differently. Respondents were asked to compare their performance as compared to their competition over the prior 24 months in a number of business metrics for smart products:- Revenue growth
- Profit margin expansion
- Service cost reduction
- Customer retention
Conclusions
Smart Products are Mandatory Smart products are important or critical to the long-term profitability of most manufacturers. The vast majority of companies surveyed have transitioned to smart products and about one-half of their equipment, devices, and machines are smart. The Benefits are Compelling The transition to smart products provides significant business benefits, including double-digit revenue increase and cost reduction. The leaders, the Top Performers, are gaining even more significant gains from smart equipment, including on average:- 43% revenue growth
- 20% cost reduction
Table of Contents
- Predictive Quality
- Risk-based Approach
- The Next Level of Risk-Based Approaches
- Feedback Loops
- Data Flows for Good Decisions
- Manufacturing Data Platform
- Advanced Quality Analytics
- Predictive Quality Recommendations
- Getting to Action
- Software for Predictive Quality
- Conclusions
- Recommendations
- Acknowledgements
Predictive Quality
Beyond Traditional Quality Systems- Margin: Lower costs through reduced scrap, rework, sampling and testing
- Speed of new products: Improve design for manufacturability and quality (DFM/DFQ)
- Risk: Realize regulators’ vision of minimizing both regulatory non-compliance harm and potential health hazards
- Cycle time: Products move in the process envelope with complete documentation at every step
- Quality: Fewer non-conformances during production
- Field outcomes: Reduced customer complaints, adverse events, and in-use products issues, and ability to quickly improve
Conclusions
Predictive quality allows a medical device manufacturer not only to comply, but to improve its business results. Building on the risk-based approach to more fully encompass the complete quality system, including production, is a logical next step. Yet, traditional software approaches leave too many gaps in the information flow. Predictive quality is only possible when medical device manufacturers have an agile, responsive, and integrated manufacturing data system to support it. The platform must pull in many data streams, put them in context, and conduct effective predictive analysis. It must integrate both to OT and enterprise, creating feedback loops at many levels. There are companies starting to do that today. Medical device industry leaders are building out the information systems to enable automated release. So, beyond documentation of the process and product, the system will understand whether all processes stayed within the designed envelope to ensure a high-quality product result. Companies that can step into this next level of predictive quality will have advantages in speed, regulatory compliance, cost, and confidence. *This summary is an abbreviated version of the research and does not contain the full content. Please visit our sponsor Critical Manufacturing for the full research (registration required). If you have difficulty obtaining a copy of the report, please contact us. [post_title] => Predictive Quality for Medical Devices (eBook) [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => predictive-quality-ebook [to_ping] => [pinged] => [post_modified] => 2022-11-14 22:28:25 [post_modified_gmt] => 2022-11-15 03:28:25 [post_content_filtered] => [post_parent] => 0 [guid] => https://tech-clarity.com/?p=10670 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [5] => WP_Post Object ( [ID] => 10650 [post_author] => 2 [post_date] => 2021-07-13 14:36:29 [post_date_gmt] => 2021-07-13 18:36:29 [post_content] =>Table of Contents
- Business Risk and Disruptions Have Grown
- COVID-19 Disruption Brought Surprises
- Some Are More Prepared For Future Disruptions
- 2021 Returns to Balanced Response to Disruption
- Actions and Strategies Realigned (Exiting Crisis Mode)
- Strategic Drivers Return to Long-Term Sustainability
- Importance of Technology To Long-Term Success
- A Wide Variety of Technologies Are Strategic
- Pursuing A Variety of Tech-Supported Initiatives
- Executing Initiatives Is Still A Challenge
- Technology Adoption Challenges
- Conclusions and Next Steps
- About the Research
- Acknowledgments
Risk and Disruption Countered By Transformation
The Crisis Is Passing, But Business Risk and Disruption Persist In 2019, our Executive Strategies for Long-Term Business Success1 study found that business risk and disruption had increased for about three-quarters of survey participants over the prior five years. Clearly, business risk and disruption are not new. In 2020, our Business Sustainability (and Survival) Strategies 20202 research found that the COVID-19 disruption led many organizations to go into survival mode. The impact of the pandemic was unpredictable and had a more prolonged impact than other recent disruptions including earthquakes, tsunamis, volcanic activity, hurricanes, and human-created events like terrorism and armed conflict. Although they remained committed to important strategic initiatives like digital transformation and innovation, they lost focus on other essential pillars of long-term business sustainability. Although some are still struggling personally and professionally, our 2021 survey of 246 organizations finds that many organizations have emerged stronger because they innovated and implemented new technology to survive. The result is a market divided into organizations that are more agile and prepared for the next disruption and others who are at significant survival risk.2021 Returns to Balanced Response to Disruption
Survival Mode 2020 In 2020, we shared how organizations were responding to the disruption. The results were simultaneously encouraging and discouraging. We saw that organizations enhanced their activity on some long-term business sustainability priorities while putting others on the back burner. We believe this was a short-term survival tactic. We learned that organizations were:- Accelerating digital transformation
- Maintaining investment in innovation and agility
- Decreased attention, slowed down, or even put on hold developing the workforce of the future and improving environmental impact
Importance of Technology To Long-Term Success
Conclusions and Next Steps
The Crisis Is Subsiding Our 2021 survey finds that responding to COVID-19 disruption is no longer the most pressing inhibitor to focusing strategy on long-term business success and profitability. Researchers found that company strategies are now more balanced and organizations can better address all of the pillars of long-term business success – including those related to corporate responsibility. Stronger Capabilities During the disruption, many organizations accelerated digital transformation, enhanced innovation, and increased their agility. They also adopted new, digital technologies and ways of working to better collaborate and support remote work. In many ways, those organizations that invested in these types of digital transformation are better prepared for the next disruption. Risk, Disruption, and Opportunity Despite the reduced impact of the current disruption, business risk skyrocketed between 2019 and 2021. The disruption led to new risks like new competitors. Further, organizations still need to address rapidly evolving business models, new technology adoption, environmental concerns, socio-economic issues, and political uncertainty. Be Better, Adapt, Or Risk Being Obsolete Now that the short-term crisis has passed, organizations can focus on the three pillars of long-term business sustainability. But organizations must remain agile, continue to transform, and learn to be prepared to respond to future disruptions. They must continue to adopt new technology and business models, despite initiative execution and technology adoption challenges. Lastly, they must remember to maintain a balanced strategy that includes product and service innovation, workforce development, environmental stewardship, and corporate social responsibility. *This summary is an abbreviated version of the ebook and does not contain the full content. For the full research, please visit our sponsor Dassault Systèmes. If you have difficulty obtaining a copy of the research, please contact us. [post_title] => Business Sustainability and Transformation Strategies (survey results) [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => transformation-strategies-ebook [to_ping] => [pinged] => [post_modified] => 2022-11-14 22:28:57 [post_modified_gmt] => 2022-11-15 03:28:57 [post_content_filtered] => [post_parent] => 0 [guid] => https://tech-clarity.com/?p=10650 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [6] => WP_Post Object ( [ID] => 10610 [post_author] => 2 [post_date] => 2021-07-07 10:26:47 [post_date_gmt] => 2021-07-07 14:26:47 [post_content] =>Table of Contents
- Digital Thread Context and Definition(s)
- Digital Thread Maturity
- The Business Value of Extending the Digital Thread
- Merge Product Threads with Customer Experience
- Identify Hurdles to Extending the Digital Thread
- Not an "All or Nothing" Proposition
- Reduce the Barriers
- Conclusion
- Next Steps
- Acknowledgments
Digital Transformation Unlocks Customer Value
Digital Transformation Drives Greater Customer Intimacy and Profitability Our research shows that 95% of companies view digital transformation as either important or critical to the long-term success of their company. The survey further finds the only thing more critical to a company's long-term business success than digital transformation is their customer relationships. This eBook explores extending the digital thread into the operational phase of the product lifecycle – capturing the current, as-is configuration of the product and how the customer actually uses it. Read on to learn how capturing the customer experience helps manufacturers gain new levels of intelligence and insight into products and customers so they can develop stronger customer relationships and drive higher levels of profitability.Digital Thread Maturity
- The approach, ranging from maintaining basic history in spreadsheets and text documents to more rigorous, structured data approaches
- The scope, starting from developing a partial picture and expanding to capture information from more disciplines
- The lifecycle, representing a variety of maturity that ranges from only design and engineering phases to extension to the in-use phase
Next Steps - Incorporate the Customer Experience
Extend the Digital Thread Extend the digital thread to the customer experience to achieve even greater value:- Develop a more intimate understanding of the customer and product experience.
- Create new value from increasing profitability with lower costs and higher revenue from spares, suppliers, upgrades, replacements, and cross-selling opportunities.
- Unlock new potential by closing the loop for continuous improvement.
Table of Contents
- Executive Summary
- What It Takes to Succeed
- What Holds Engineers Back?
- Consider the Variety of Engineering Problems
- Better Insight Early on Will Improve Products
- Identifying Top Performing Companies
- Make Design Decisions Easier
- Benefits Regardless of Product Complexity
- Benefits of Analyzing Multiple Physics
- Best Practices for Multiple Physics
- Access What You Need, When You Need It
- Recommendations and Conclusions
- About the Research
- Acknowledgments
Executive Summary
Engineering Is Critical to SuccessRecommendations
Recommendations and Next Steps- To win over customers, ensure engineers are empowered measure KPIs and make the right design decisions that will lead to high quality, reliable, innovative, top-performing products.
- Recognize the variety of materials, components, and subsystems engineers must work with and analyze in the context of the entire product.
- Empower engineers to solve a wide variety of engineering problems while considering the complexity of the components and materials involved.
- Simulate multiple physics to get a more accurate and realistic insight into product performance.
- Ensure design engineers have access to the simulation licenses your company has so that they can simulate a variety of physics.
Table of Contents
- True to Continuous Improvement
- OEE: Beyond the Number
- OEE for Everyone
- How Advanced Manufacturing Enhances CI
- More, Faster Data for the CI Process
- Everyone Engaged
- OEE to Improve in the Ways that Matter Most
- Acknowledgments
Introduction
A New Normal for Overall Equipment Effectiveness and Continuous Improvement Overall Equipment Effectiveness (OEE) and Continuous Improvement (CI) are not new approaches, but the conditions in which manufacturers deploy them are. Today’s conditions include remote working, constant change, new competitors, and business uncertainty with large quantities of data that are not always used. Fortunately, many new technologies support CI processes and improve the accuracy, timeliness, and ability to act on OEE measurements. As a result, new opportunities for improving business results will arise from using digital analytics-based CI approaches.OEE to Improve in the Ways that Matter Most
Digital Advances to Boost the Basics With today’s new conditions, it is time to get back continuous improvement intentions, but do it with advanced digital analytics. Those primary intentions revolve around eliminating waste through process improvements that can impact the business. Digital matters because it delivers speed and accuracy of analysis for insights from OEE. Those characteristics enable high confidence in decisions, focused understanding of where losses occur, and thus greater improvements. *This summary is an abbreviated version of the research and does not contain the full content. Please visit our sponsor PTC for the full research (registration required). If you have difficulty obtaining a copy of the report, please contact us. [post_title] => Getting Beyond Percentages to Insights with OEE (eBook) [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => insights-with-oee-ebook [to_ping] => [pinged] => [post_modified] => 2022-11-14 22:28:22 [post_modified_gmt] => 2022-11-15 03:28:22 [post_content_filtered] => [post_parent] => 0 [guid] => https://tech-clarity.com/?p=10556 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [9] => WP_Post Object ( [ID] => 10541 [post_author] => 2 [post_date] => 2021-06-21 17:31:10 [post_date_gmt] => 2021-06-21 21:31:10 [post_content] =>- Igor Tsinman, Co-founder and President of AMC Bridge,
- Oleg Shilovitsky, Co-founder and CEO of OpenBOM
- Marc Lind, Sr. Vice President, Strategy of Aras
- Lynn Allen, Global Technology Evangelist of Dassault Systèmes.
Table of Contents
- Introducing the Guide
- Why Digital Thread?
- Supporting the Digital Thread
- 1) Managing Engineering Data
- 2) BOMs, Configurations, and DMU
- 3) Production Planning
- 4) Part and Supplier Management
- 5) Product Traceability and Closed-Loop Quality
- 6) Enterprise Change
- 7) Secure Collaboration
- Implementation and Adoption
- Special Considerations
- Vendor Considerations
- Conclusions and Next Steps
- Acknowledgments
Executive Overview
The Digital Thread is Essential Over three-quarters of manufacturers view the digital thread as either important or critical to achieving their business strategy. These industrial companies view the digital thread as a fundamental way to improve performance and gain an advantage over their competitors. Our research, however, shows that only about one-quarter of companies have implemented a digital thread initiative. Having a comprehensive digital thread is moving from an advantage to a competitive necessity. But many companies struggle to define their needs and start an initiative. This guide introduces the top 7 fundamentals that manufacturers should consider to implement and support their digital thread, along with some key solution requirements to support them.Why Digital Thread?
Business Benefits of the Digital ThreadConclusions and Next Steps
Achieving the Business Value of the Digital Thread The digital thread is crucial to business performance and competition for today’s manufacturer. We believe that those companies that adopt the efficiencies and traceability available from the digital thread have an opportunity to outperform their competitors. In fact, our research shows that Top Performers, those that outperform their competitors across key product development metrics, are almost two and one-half times as likely to have already implemented a digital thread initiative. Secure the Foundation of the Digital Thread with PLM The digital thread starts in Engineering and PLM is the foundation. Our survey finds that Top Performing companies are 2.4 times as likely to view PLM as critical to supporting the digital thread. PLM supports the basics of data management, processes, and collaboration that make up the seven foundational necessities of the digital thread. But PLM provides much more than that, supporting more advanced capabilities, integration, and technologies that will allow manufacturers to extend the value of their digital thread over time and continue to create competitive advantages. But they can start with the fundamentals and grow their capabilities – and value – over time. Get the Right PLM and Get Started As with any technology, it’s important to recognize the importance of not only software capabilities but also factors like implementation, adoption, vendor considerations, industry needs, and specific company needs. Most importantly, manufacturers should get started because the window where the digital thread provides an advantage is closing as basic digital thread maturity becomes the industry norm. *This summary is an abbreviated version of the research and does not contain the full content. Please visit our sponsor PTC for the full research (registration required). If you have difficulty obtaining a copy of the report, please contact us. [post_title] => Seven Building Blocks of the Digital Thread (eBook) [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => digital-thread-fundamentals-book [to_ping] => [pinged] => [post_modified] => 2022-11-14 22:28:22 [post_modified_gmt] => 2022-11-15 03:28:22 [post_content_filtered] => [post_parent] => 0 [guid] => https://tech-clarity.com/?p=10513 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) [11] => WP_Post Object ( [ID] => 10507 [post_author] => 2574 [post_date] => 2021-05-24 09:55:29 [post_date_gmt] => 2021-05-24 13:55:29 [post_content] => Are your manufacturing workers safe? Many companies don’t know. Yet, the risk of not knowing workplace safety is high. The global COVID-19 pandemic has brought a new focus to the health and safety of onsite frontline employees. Those workers are in high demand, and part of knowing who is at risk comes down to their training, certifications, and qualifications. Another part is analyzing the types of issues that commonly arise in each work area and having preventive measures in place. A modern and proactive enterprise approach to health and safety software and processes is essential. For many companies, it’s quite different from the piecemeal and reactive processes currently in place. Watch this webinar with Tech-Clarity’s Julie Fraser and ComplianceQuest’s Michael Bower to learn more. Enjoy this important discussion about the rightful place of health and safety in your company’s strategy. Hear about ways to lower workplace safety and health risks.Table of Contents
- Challenges Facing Manufacturers
- What Are Digital Work Instructions?
- Ten Ways Digital Work Instructions Help
- 1. Connectivity to Existing Systems
- 2. Single Point of Access
- 3. Traceability from Engineering to Manufacturing
- 4. Supports Roll out of New or Customized Products
- 5. Real-Time Process Control
- 6. Analytics to Optimize Work Instructions
- 7. Hardware Agnostic
- 8. User friendly and Easy to Adopt
- 9. Good Vendor Support
- Select the Right Solution for Your Needs
- Acknowledgments
What Are Digital Work Instructions?
Industrial Internet of Things (IIoT) The IIoT integrates many technologies in a factory. It can create a digital thread across the product lifecycle, enabling traceability to support greater efficiency, improve quality, and support regulatory compliance. For many, investments in IIoT will likely create a competitive advantage, especially during a downturn. There are many different approaches to start with IIoT adoption. One way is with digital work instructions.Select the Right Solution for Your Needs
Recommendations Based on industry experience and research for this report, Tech-Clarity has identified the following criteria to select the right solution for digital work instructions:- Connectivity to existing systems
- Single point of access
- Traceability from engineering to manufacturing
- Supports roll out of new products or customized products
- Real-time process control
- Analytics to optimize work instructions
- Hardware agnostic
- User friendly and easy to adopt
- Good vendor support
About the Event
In addition to Michelle, other speakers will include:- David Long, President, Vitech: Beyond Digital: Bridging the Divides
- Dr. Bobbi Young, Systems Engineering Fellow, Raytheon: Digital Transformation: Composing Your Digital Future
- Dr. Charles Krueger, CEO, BigLever: Product Line Engineering in the New Digital Age
- Eric MacKnight, Staff Engineer, GE Aviation: General Electric Aviation’s Use of Product Line Engineering and Model-based Systems Engineering
- Panel Discussion
- Sandy Friedenthal, Co-lead for OMG SysML V2 Submission Team: Model-Based Systems Engineering (MBSE) and the Digital Transformation
- Rick Flores, Technical Fellow, General Motors & Halim Ragab, Engineering Specialist, General Motors: Application of PLE in MBSE for an AUTOSAR-based Digital Supply Chain
- Bill Schindel, President, ICTT System Sciences: The Forces of Modularity: Macro and Micro Patterns in the Innovation Ecosystem
- Rowland Darbin, INCOSE PLE Working Group Chair: INCOSE Product Line Engineering International Working Group Perspectives on Modern Feature-based PLE
- Dr. William Donaldson, President & Founder, Strategic Venture Planning: We need to talk: Enabling the Conversation Between Business and Engineering about Organizational Change for Digital Transformation, Digital Engineering, and PLE
- Roger McNicholas, VP, General Dynamics Mission Systems: Application of PLE to US Army Live Training
Table of Contents
- Introducing the Buyer's Guide
- The Digital Thread Imperative
- What to Look for to Streamline Engineering
- What to Look for to Closed-Loop Quality, Continuity
- Digital Thread Business Value
- Considerations by Role - Engineering
- Considerations by Role - Manufacturing
- Considerations by Role - Quality
- Considerations by Role - IT
- Considerations by Role - Service
- PLM is the Digital Thread Backbone
- Special Considerations - Emerging Technologies
- Implementation Considerations
- Vendor Considerations
- Conclusions and Next Steps
- About the Research
- Acknowledgments
The Medical Device Digital Thread Imperative
Business Strategies Demand a Cohesive Digital Thread Over three-quarters of companies say that the digital thread is either important or critical to achieving their business strategy. About one-half of medical device manufacturers indicate they have already implemented a digital thread initiative, most likely to meet design control mandates such as Design History File (DHF) and Device Master Record (DMR) and rapidly changing, region-specific regulatory requirements such as EU Medical Device Regulation (MDR). Medical device manufacturers report a variety of important goals for their digital thread initiative (see chart). They are 30% more likely than other manufacturers to pursue compliance, for example seeking audit-ready data. They are investing in reducing errors and adverse events to improve patient outcomes, all while trying to control the cost of quality and compliance overhead. While definitions vary, medical device manufacturers are looking for quality, compliance, and streamlined engineering from the digital thread. Streamlined Engineering The digital thread streamlines design by allowing product development teams to share and reuse design data across the stages of innovation. Design continuity along the digital thread allows engineers to add their design information to a cohesive model, directly incorporating and extending design data from prior steps – allowing them to efficiently design for regulatory management. Continuity, Closed Loop Quality The digital thread ties product information, decisions, and history together in a structured, integrated way that captures product innovation and knowledge throughout the product lifecycle. It establishes traceability from early in the front end of innovation through development, manufacturing, service, and field operation. This continuity ensures data-driven handovers between departments and support for evolving global regulations, initiatives, and standards including the FDA’s Case for Quality (CfQ) and Quality System Regulation (QSR), ISO 13485, and the new EU MDR/EU IVDR.Conclusions and Next Steps
Invest in the Digital Thread Invest in the digital thread to streamline engineering and create digital continuity. Top Performers are 2.6 times as likely to view the digital thread as critical to supporting their business strategy. Extend the Thread across the Lifecycle Adopt a comprehensive scope that incorporates cross-departmental data. Top Performers are more likely to include manufacturing, quality, and service plans in the scope of their digital thread, and enrich it with actual data from the IoT. Leverage PLM as the Digital Medical Device Backbone for Closed-Loop Quality, Continuity, and Streamlined Engineering- Connect and communicate with equipment or products
- Monitor and analyze data and performance
- Notify and act on the findings
Table of Contents
- Digital Transformation Demands Development Agility
- Examining Digital Transformation Gaps
- Challenges
- Filling Digital Transformation Gaps
- IT Capabilities
- Exploring Low-Code Development
- Benefits
- Conclusions
- About the Research
- Acknowledgments
Digital Transformation
Digital Transformation Puts Pressure on Development Digital transformation is crucial to the success and profitability of today’s industrial companies. But transitioning to a digital business exposes shortfalls and creates gaps in most companies’ software ecosystems. Manufacturers must fill the gaps in their company’s processes, organizational approaches, and systems. Developing solutions to meet digital demands puts significant pressure on application development to do more – and do it faster! How can manufacturers improve the way they develop software applications to fill their digital transformation gaps and achieve their business strategies? We surveyed over 300 manufacturers to find out.Digital Transformation Demands Development Agility
Business Risk Survey respondents share that the digital transformation trend in manufacturing impacts companies in many ways. Digitalization creates business complexity and risk that challenge company viability. Our research shows that about three-quarters of companies shared that business risk and disruption increased for their market over the last five years, and a full one-half of companies with over 10,000 employees said that it had grown “significantly.” These risks demand rapid responses. Demand for Agility The most commonly reported business benefit is the flexibility to work anytime / anywhere, reported by two-thirds of participants. This is followed by ease of collaboration. This capability, along with the ability to have more integrated workflows as reported by about one-half of companies, allows OEMs and the supply chain to work together more efficiently and effectively. This is particularly important for Automotive companies given the global nature of their business, the need to be agile, and the integrated nature of the automotive value chain. Impact on Software Development Digital transformation’s impact on software needs is dramatic. It creates the need to update legacy solutions built for different times and increases the demand to integrate systems and people. It generates the need for new kinds of solutions, including personalized solutions that provide simpler, more focused “apps” that help users accomplish a task and the need to implement new technologies such as Artificial Intelligence (AI) and Augmented Reality (AR). Companies can’t expect to meet these demands if they continue developing solutions in the same way they have been.Conclusions
Digital Transformation Gaps Manufacturers are keenly aware that digital transformation increases business complexity and risk. Digitalization increases the speed of change, demands more agility, and creates the need for more (and faster) software development. The vast majority of companies have gaps across the digital transformation initiatives they are pursuing. Few companies can fill these gaps very well. This disadvantage is partly due to technical challenges and partly due to their poor ability to collaborate with critical subject matter experts. Filling Gaps with Low-Code Companies must fill their gaps and they are doing so by both building and buying solutions. Low-code development provides them with the ability to build custom their solutions faster. It also enables companies to integrate and extend their COTS solutions more rapidly. Although still in early adoption, low-code development addresses companies’ technical challenges, creates development agility, and supports collaboration so manufacturers can efficiently modernize legacy systems and deploy new applications. The result is that manufacturers using low-code development are better able to fill their digital transformation gaps. We believe that low-code development is a critical capability to explore to drive overall digital transformation efforts. *This summary is an abbreviated version of the ebook and does not contain the full content. For the full research, please visit our sponsor Siemens (registration required). If you have difficulty obtaining a copy of the research, please contact us. [post_title] => Can Low-Code Fill Gaps in Digital Transformation (survey results) [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => low-code-digital-transformation [to_ping] => [pinged] => [post_modified] => 2024-09-09 20:46:55 [post_modified_gmt] => 2024-09-10 00:46:55 [post_content_filtered] => [post_parent] => 0 [guid] => https://tech-clarity.com/?p=10320 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) ) [post_count] => 20 [current_post] => -1 [in_the_loop] => [post] => WP_Post Object ( [ID] => 10761 [post_author] => 2574 [post_date] => 2021-08-12 12:57:48 [post_date_gmt] => 2021-08-12 16:57:48 [post_content] =>All Results for "All"
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Are your manufacturing workers safe? Many companies don’t know. Yet, the risk of not knowing workplace safety is high. The global COVID-19 pandemic has brought a new focus to the health and safety of onsite frontline employees. Those workers are in high demand, and part of knowing who is at risk comes down to their…
The Low-Code Technology “Breakthrough” (guest post)
Some see low-code as a promising new technology, but is it really new? No. Is it promising for digital transformation? Our survey says yes. Please enjoy the summary below or see Jim Brown’s full guest post on the Siemen’s blog to learn how the low-code technology “breakthrough” helps fill digital transformation gaps. Digital Transformation Gaps…
The Power in the Hidden Factory: Unlocking the Untapped Potential in Manufacturing Operations (webcast)
Could your production operation be more productive? Sometimes it’s difficult to tell, despite having plenty of data. Sometimes, metrics like overall equipment effectiveness (OEE) don’t even help uncover the hidden factory. Yet, OEE can and should pinpoint opportunities. Find out how to improve more reliably in this June 2021 webcast. Listen in to Tech-Clarity’s Julie…
Buyer’s Guide for Digital Work Instructions
With increasing demands for highly skilled operators, yet a shortage of workers with those skills, what can manufacturers do to boost manufacturing productivity? With workforce shortages, market volatility, and rising costs plaguing most manufacturers, many are turning to new ways of operating, and digital transformation is playing a pivotal role. Digital work instructions can be…
How Software Enables Industrial Additive Manufacturing (webcast)
What role does software play in the maturation of additive manufacturing to industrial scale? This live webcast, hosted by Jim Brown and Igor Tsinman, President of AMC Bridge, explores the symbiotic relationship between additive manufacturing technology and the software applications that work cohesively with them. The panel includes Igal Kaptsan – General Manager Software of GE…
Michelle Boucher Speaks at Big Lever’s Momentum 2021 Symposium
What role should feature-based Product Line Engineering (PLE) play in a digital transformation strategy? On May 11-12, 2021, Big Lever will be holding their Momentum 2021 Symposium and this question will be the underlying theme of the event. Tech-Clarity’s Michelle Boucher will join the list of speakers and she will explore the question, why should…
PLM for the Medical Device Digital Thread (buyer’s guide)
How can PLM enable medical device companies to streamline engineering and create digital continuity with a cohesive medical device digital thread? What should they look for in a PLM solution to improve closed-loop quality and patient outcomes while meeting complex, regional compliance demands? This eBook takes a deeper dive into the data from our original, cross-industry digital thread study to…
Fill IoT Gaps with Low-Code (guest post)
How can low-code help fill digital transformation gaps to help companies achieve the value of IoT opportunities? Jim Brown’s guest post on Siemen’s blog shows how companies can fill IoT gaps with low-code applications. Below is a short summary, click here to read Jim Brown’s full guest post on the Siemen’s blog. Digital Transformation Creates Opportunities Today’s…
Can Low-Code Fill Gaps in Digital Transformation (survey results)
Digital transformation creates, exposes, and widens gaps in processes, organizational approaches, and systems. This leads 96% of industrial companies to say they need to create and implement new software more quickly. Addressing these application shortfalls is critical to long-term business success. Is developing applications with low-code the answer to filling the gaps? We surveyed over…