Could your overall equipment effectiveness (OEE) metrics do more to accelerate improvement? Most manufacturers’ can, but not necessarily by doing what they have been doing. Read our eBook, Getting Beyond Percentages to Insights with OEE, to learn more. Please enjoy the summary* below. Please visit our sponsor PTC for the full research (registration required). For related…
- 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 ) [1] => 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 Thread

Conclusions 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 ) [3] => 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 ) [12] => WP_Post Object ( [ID] => 10309 [post_author] => 2574 [post_date] => 2021-03-08 19:30:42 [post_date_gmt] => 2021-03-09 00:30:42 [post_content] =>



Table of Contents
- Executive Overview
- Opportunity Brings Challenges
- Retooling to Lifecycle Management Strategies
- Identifying the Top Performers
- Business Capabilities Matter
- Top Performers Manage Product Data Better
- Organizing and Supporting People for Success
- Semiconductor’s Complex Technology Landscape
- Tech-Clarity PLM Value Maturity Model
- Digital Continuity from PLM
- How Semiconductor Companies Differ from Their Customers
- Conclusions
- Recommendations
- About the Author
- About the Research
- Acknowledgments
Overview
Gaining design wins and getting each product into the market profitably is a puzzle. Solving that puzzle repeatedly and reliably is an enterprise- and ecosystem-wide endeavor that requires retooling semiconductor innovation to support that scope. Some appear to have done that. We identified these companies as Top Performers: the companies with the best revenue, profit margin growth, and revenue from products less than two years old. They think and act more holistically. Top Performers have better capabilities for ecosystem collaboration and IP protection, waste less time in product development processes, and have faster time to market. These leaders accomplish their higher performance through better use of commercial technology, including PLM. They have better access to data and digital continuity. Top Performers also exhibit higher digital maturity, managing and sharing data across partners and disciplines. The Top Performers show a way forward for semiconductor, electronics, and high-tech companies.Conclusions
Every aspect of life increasingly depends on semiconductors and electronics to become smarter. Opportunity is growing. Yet to seize it, companies must retool innovation in not only product technology but also enterprise and ecosystem processes. Remember, success rests on achieving product quality, reliability, performance, innovativeness, and cost all at once. Beating the competition in all those ways is no small feat. Top Performers’ Holistic View What differentiates Top Performers from Others is how much they have done to ensure their business and product innovation work effectively. They are better at cross-functional and multi-partner processes than others. Rather than settling for trade-offs, they have developed capabilities to balance all the objectives. They can design successful innovative products while at the same time being efficient and protecting their IP. This balanced view and set of capabilities enable them to get to market faster and more confidently with lower operating costs.

- managing their product data, whether BOMs, BOPs, simulation data, or IP
- digital continuity
- data access through the lifecycle
- using PDM or PLM technologies
- collaboration across their enterprise, ecosystem, and product lifecycle.






Table of Contents
- Cost and Margin
- Workforce Productivity
- Material Costs
- Asset Costs
- Energy Costs
- Cost of Quality
- Safety and Compliance Costs
- Recommendations
- Acknowledgments
Cost and Margin
Age-old Manufacturing Challenges Margins matter. Ever since people began turning materials into higher-value goods and selling them for a living, lowering costs has been an objective for manufacturers. In the margin equation (simplified to income minus expenses), costs are often the easiest to control. For manufacturers, operating costs are a logical place to seek improvement. Manufacturing inherently has a set of input costs: workforce, materials, machinery, energy; lowering those costs improves operating margin. Problems with quality, safety, or compliance can add to the margin squeeze. Smarter Manufacturing to Lower Costs Each advancement in production methods and information technology has allowed better and less expensive production. Previous moves from artisans to steam power to mass production to control automation have each done this. Costs continue to drop with the transition to IT in operations and today’s IoT-connected distributed intelligence. Yet those savings require initial investments to create a smart connected factory. New technologies offer specific ways to reduce costs. We’ll show them in six primary areas:- Workforce productivity
- Materials
- Assets
- Energy
- Quality
- Safety & Compliance


Recommendations
Continuing Cost Reductions Cost improvements are crucial for manufacturers to remain profitable in the “new normal.” Fortunately, technologies for every level are now available to reduce operating costs across all six dimensions. Capabilities to bolster include sensing, monitoring, communicating, analyzing, predicting, and displaying operational data and performance indicators. As with previous generations of manufacturing technology, adding new technologies can create incremental – and sometimes dramatic – cost reductions. Some are one-time savings; many continue to reduce costs. Actions to Get Started While every company’s cost structure and situation is different, there are some things every manufacturer should do.- Examine operating costs and focus efforts on significant needs or easy-to-identify wastes.
- Add IoT sensors to gather more data where critical opportunities lurk.
- Provide workers with as much support as possible through work instructions and remote expert support on-line or through AR goggles.
- Use all data feeds available to monitor materials, processes, and equipment precisely.
- Assess energy and quality in detail and add guidance or monitoring to keep costs in line with revenues.
- Consider compliance and EH&S systems – are you still facing risks?
- Consider how new technologies in this paper will integrate with and leverage current automation and software systems.


Table of Contents
- Choosing the Right PLM
- Introducing the Buyer's Guide
- The Digital Thread Imperative
- What to Look for to Streamline Engineering
- What to Look for to Create Digital 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 Digital Thread Imperative
Business Strategies Demand a Cohesive Digital Thread
Conclusions and Next Steps
Invest in the Digital Thread








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 ) [comment_count] => 0 [current_comment] => -1 [found_posts] => 727 [max_num_pages] => 37 [max_num_comment_pages] => 0 [is_single] => [is_preview] => [is_page] => [is_archive] => [is_date] => [is_year] => [is_month] => [is_day] => [is_time] => [is_author] => [is_category] => [is_tag] => [is_tax] => [is_search] => [is_feed] => [is_comment_feed] => [is_trackback] => [is_home] => 1 [is_privacy_policy] => [is_404] => [is_embed] => [is_paged] => [is_admin] => [is_attachment] => [is_singular] => [is_robots] => [is_favicon] => [is_posts_page] => [is_post_type_archive] => [query_vars_hash:WP_Query:private] => effc300d48bc3c4978faf0cab45aeaae [query_vars_changed:WP_Query:private] => 1 [thumbnails_cached] => [stopwords:WP_Query:private] => [compat_fields:WP_Query:private] => Array ( [0] => query_vars_hash [1] => query_vars_changed ) [compat_methods:WP_Query:private] => Array ( [0] => init_query_flags [1] => parse_tax_query ) )All Results for "All"
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Tech-Clarity is pleased to announce that we are expanding our research team and extending our coverage of Digital Innovation, Digital Transformation, and Additive Manufacturing. Well-known industry thought leader and research analyst James White is joining Tech-Clarity as Vice President of Digital Innovation Research. James brings with him decades of experience in Digital Enterprise specializing in…
James White
James White is the Vice President of Digital Innovation Research for independent research firm Tech-Clarity. He covers the Digital Enterprise specializing in Digital Transformation, Design Innovation, PLM, Industrial Additive Manufacturing, BIM, and other solution areas for manufacturers. He began his career in special purpose machine design before moving into the CAD/CAE/PLM industry focused on heavy…