Making the value of technology clear
Addressing CAD Data Management Complexity
Smaller Companies Suffer as Well
The top CAD management challenges are relatively consistent across engineering teams including those as small as five or fewer engineers. The analysis only uncovered a couple of minor differences between the “five or fewer” respondents and those with twenty or more engineers. Smaller teams are:
Low Productivity is the Status Quo
The clear business impact of CAD management challenges is wasted engineering time and effort. This time is spent searching for data and fixing problems. Over three-quarters, (79%) of small companies indicate they struggle with this.
Companies with five or fewer engineers leverage a variety of design data management solutions ranging from core CAD management to PLM. Responses to an open ended question on benefits show that they primarily perceive the value of the basics – keeping data under control, making it easy to find, and being able to share it with others. The results reported include improved design efficiency and throughput.
Conclusion
Survey analysis leads us to conclude that design data management solutions including PDM, PLM, or more focused CAD / Engineering Data Management solutions help even the smallest companies hit their product development targets.
Recommendations
Based on our experience and the results of this research, we recommend that:
You can download a PDF of the Escalating Cloud Value Along the Path to Cloud Adoption and Maturity infographic here, courtesy of Siemens.
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What’s the right size PLM to fit a midsized manufacturer? When looking for PLM for SMB (small to midsized businesses) it's important to remember that midsized companies need capabilities, but have limited resources. Midsized manufacturers need to choose a PLM system that brings core product design and development capabilities within reach, but also offers room to grow value over time. This eBook explores how much PLM is right for midsized companies.
Please enjoy the summary below, or click the report to download a PDF overview.
For the full report on PLM for SMB, please visit our sponsor Dassault Systemes (registration required).
Product Lifecycle Management (PLM) software can help. It drives better product development performance by managing product-related data, processes, and projects. While smaller companies may be able to control, access, and share product data with relatively simple Product Data Management (PDM) tools, larger manufacturers rely on full-featured PLM systems.
Midsized companies may find themselves in-between because:
*This summary is an abbreviated version of the research and does not contain the full content. A link to download the full report is available above.
If you have difficulty obtaining a copy of the report, please contact us using the "Contact" link below.
[post_title] => PLM for SMB - Finding PLM to Fit Midsized Manufacturers (eBook)
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[post_content] => How can companies use the power of cloud computing to get more out of their simulation efforts? Tech-Clarity's Jim Brown shares his research on the value of simulation on the cloud in a lively web panel with Joby Aviation's Alec Clark and Jonathan Oakley of Dassault Systemes.
Read the guest post on the Dassault Systemes' Navigate the Future blog to get an overview of cloud value for product innovation and engineering and simulation on the cloud provides even greater value.
Watch the panel webcast to learn more about how to benefit from computing at the intersection of cloud and simulation courtesy of our sponsor, Dassault Systems (registration required).
Companies of all sizes are moving to the cloud, taking advantage of a variety of benefits. Many companies initially investigate the cloud to save money. Others want to focus their precious resources on designing and delivering innovative products instead of developing and supporting IT infrastructure. Regardless of the initial goal that drives their investigation, they can achieve value across multiple dimensions. Our research points to a number of important cloud benefits, including:
Implementation advantages that allow them to be more agile, accessing the capabilities and computing power they need when they need it
hurting profitability?
During this webinar, Tech-Clarity's Michelle Boucher shares some of her latest research on tool design and production. Daren Beeson from Siemens then shares examples of how tool shops have conquered the complexity of tooling design and production in the mold, tool, and die industry.
During this webinar, you will learn how you can:
[post_title] => Moldmakers: Design and Produce Tools Faster
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How can companies digitally transform product innovation to improve the way they conceive, design, and develop products to improve profitability and achieve or sustain market leadership? We surveyed over 150 companies to find out. Our new survey report, Improve Product Innovation and Profitability through Increased Digital Maturity, shares how digital product innovation is fundamentally reshaping the industrial landscape and creates an opportunity for industrial companies to leapfrog their competition. Companies that digitalize are gaining competitive advantages, disrupting markets, and challenging the status quo by driving new levels of innovation, agility, product performance, and quality.
For the full report, please visit our sponsor Siemens (registration required).
To see how your company stacks up against the leaders in innovation, take our Digital Innovation Assessment.
Table of Contents
Digital Product Innovation is Compelling
Many companies struggle, however, with where to begin their digitalization journey. Innovation is a smart place to start. Few things impact a company’s bottom line more than the results of their product innovation and product development processes. In fact, three-quarters of executive respondents report that product innovation is one of the most important factors impacting their company’s success and profitability. What could be a more strategic place to begin?
The online tool leverages our research showing that Top Performers in digital product innovation – those that achieve higher revenue growth, margin expansion, and product innovation – have higher levels of digital innovation maturity. Our analysis also shows these top innovators achieve better operational innovation results, including better ability to get products to market quickly, design innovative products, meet market cost requirements, develop high-performance products, and deliver high-quality products. This resource helps you understand how your company can improve digital innovation maturity to gain these business benefits.
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[post_title] => Privacy Policy [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => open [post_password] => [post_name] => privacy [to_ping] => [pinged] => [post_modified] => 2022-05-05 15:56:26 [post_modified_gmt] => 2022-05-05 19:56:26 [post_content_filtered] => [post_parent] => 0 [guid] => https://tech-clarity.com/?page_id=8206 [menu_order] => 0 [post_type] => page [post_mime_type] => [comment_count] => 0 [filter] => raw ) [10] => WP_Post Object ( [ID] => 8199 [post_author] => 2 [post_date] => 2019-09-18 11:50:33 [post_date_gmt] => 2019-09-18 15:50:33 [post_content] => How should manufacturers justify their transition to cloud engineering software? Cloud solutions offer value in implementation, operational, business, strategic, and other dimensions unique to design and product development. So why do we believe the decision shouldn't focus on the benefits of cloud engineering software? If you're guessing there's a twist, you're right, but we think it's an important distinction. Read the full guest post in the Digital Transformation section of the Siemens PLM Community blog to learn more about the benefits of the cloud. More importantly, understand the value of engineering software and why we believe companies need to take a "solution first" approach to their cloud transition. Please enjoy the latest in a series of Tech-Clarity guest posts including The Subtle Shift to "Why Not Cloud?" and Cloud Engineering Software: More than Just Engineering Software on the Cloud.
Read the full guest post for more information.
[post_title] => Why Not to Justify Cloud Engineering Software (guest post)
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How do top performing companies better leverage Product Data Management to hit their product development targets? We surveyed over 165 manufacturers and gained some telling insights. Our research finds that the current state of design data management continues to yield too many problems, too much wasted time, and missed product development targets. Top Performing companies, on other hand, spend less non-value-added time on data management and are better able to hit their product development goals. How do these Top Performing manufacturers improve product development performance and spend less time managing data? Let's find out.
Please enjoy the summary below. For the full report, please visit our sponsor Autodesk (registration required).
Putting Data into Context
The top data management challenges, however, go beyond managing files. They include change management and managing configurations and BOMs. These processes require more than controlling files, they demand the ability to put the data into a product context. This involves managing the complex relationships between parts and assemblies to accurately manage and communicate product details.
NPD Extends Challenges
Beyond core data management challenges, companies struggle when supporting new product development (NPD). NPD crosses both departmental and company boundaries, raising the stakes on data management. Not surprisingly, the top challenges stem from collaborating with others across the business and the supply chain, and managing designs along with their associated NPD projects. Challenges also include extending designs to incorporate manufacturing information and supporting cross-departmental processes.
Companies Routinely Miss NPD Targets
The impacts of these challenges also include missed deadlines and budgets. About two-thirds of companies routinely miss design due dates, project/program budgets, and time to market goals by more than 5%. About one-third miss quality targets at that level. Manufacturers lose time and money because of inadequate data management.
Get Started and Grow Value
PDM offers an opportunity for companies to get started and grow. Our research, “The Facts About Managing Product Data,” details that it doesn’t have to take a lot of time and money to implement PDM. Further, it shows that starting small doesn’t seem to hamper performance, an almost identical percentage of Top Performers start with limited scope as do Others.
Based on these findings, we recommend that companies start small, gain value, and then extend PDM scope and benefits over time.
*This summary is an abbreviated version of the research and does not contain the full content. A link to download the full report is available above.
If you have difficulty obtaining a copy of the report, please contact us using the "Contact" link below.
[post_title] => Extending PDM Beyond Design Data Management (survey results)
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[post_content] => Do you worry about overheating in your product designs? Are you sure you have specified the right pump for your system? Do you make design decisions related to air flow, heat transfer, pressure, and other related physical phenomena?
During this on-demand webinar titled, "Are you using CFD during design?" Tech-Clarity's Michelle Boucher and Chris Watson from Siemens explain different ways Computational Fluid Dynamics (CFD) may help you develop even better designs. During the webinar, you will learn:
[post_title] => CFD webinar : Are you using CFD during design?
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How can manufacturers grow profits by designing, selling and producing personalized products? Manufacturers have significantly increased the level of personalization in their products over the past five years, and customization will accelerate over the next five. Why? Companies across the manufacturing industries recognize that tailoring products drives increased differentiation, higher sales, and better margins. How can manufacturers take advantage of this trend to drive better top line growth and bottom line profits? We surveyed 285 companies to find out. Let’s take a look!
Please enjoy the summary below. For the full Growing Product by Personalizing Products eBook, visit our sponsor SolidWorks (registration required).
Customization is Compelling
People have been talking about mass personalization, lot sizes of one, customization, and other configuration strategies for years. Why does this strategy continue to show up in corporate agendas? It’s likely a natural reaction to limited choices dictated by mass production and cost reduction. But at a more basic level, it’s a simple matter of money.
We asked survey respondents to share the benefits their companies get from selling customized products. The results show that customization helps drive growth and profitability. The most commonly mentioned benefits, increasing sales and differentiating from competitors, grow the top line. But the benefits also extend to driving higher bottom line profitability. About one-half of respondents report they increase profit margins by personalizing.
Additional Goals
There are other drivers as well. For example, there are industries where customization is simply a necessity. In these cases, products typically need to fit into unique customer situations, like fitting a piece of equipment into existing plant infrastructure. Another example is that 84% of Aerospace & Defense respondents say configuration is an industry necessity, most likely to meet specific customer performance specifications.
Consumer-oriented companies, including Apparel / Footwear and Consumer Products, also report benefits related to consumer experience. In addition to increasing sales through customization, both are more likely than other industries to benefit from gaining a “cool factor” and offering a compelling website experience from personalization.
Almost three-quarters of surveyed companies say that the level of customization has increased over the last five years. Very few companies, only 3%, say it had decreased. Looking to the next five years we see a similar picture. In fact, about one-half say that customization will increase “significantly” over that time period. As we depict in the graph, it’s important to remember that future growth is in addition to the increases they’ve already seen!
Consumer Industries Growing Faster
Consumer-oriented companies are experiencing the greatest increases. Over 40% of Apparel / Footwear and Consumer Products companies have grown customization significantly, with almost three-quarters expecting significant growth! High Tech / Electronics also expects to grow more than average over the next five years. Personalization hasn’t reached its peak!
What is the impact of disruptive industry forces like digital transformation and sustainability on long-term business success, and how are companies responding? Companies are facing pressure from all angles, threatening their long-term survival and success. Business is digitalizing and customers are demanding more. The workforce is aging. Natural resources are increasingly constrained as populations grow and urbanize. New technologies like artificial intelligence and the IoT are creating opportunities but upsetting the status quo. As if that’s not enough to deal with, political uncertainty is the new reality.
What sustainability pressures are executives worried about and what strategies are they adopting in response? We surveyed over 150 executives from companies with greater than 1,000 employees to find out.
Please enjoy the summary below. For the full Executive Strategies for Long-Term Business Success research, please visit our sponsor Dassault Systemes (registration required).
Larger Companies Face Greater Risk
Larger companies are experiencing greater challenges. A full one-half of companies with over 10,000 employees say that risk and disruption have increased “significantly.” The status quo is changing, and market leaders are at risk of disruption while challengers have great opportunities.
Few are Exempt from the Impact
Today’s industrial revolution is extremely broad. Out of all of the companies surveyed, only 4% said that this market upheaval has decreased. No participants indicate it has decreased “significantly.”
It’s Time to Act
Executives have to sustain business performance despite these conditions – or better yet find a way to capitalize on the disruption. Let’s take a deeper look at the business sustainability challenges companies face and what they’re doing about it.
Executives are Looking to the Future
With disruption and competing needs, what do companies take into consideration when developing and executing their business strategies? The most commonly reported corporate strategy and initiatives drivers are new market opportunities and long-term growth objectives. In fact, only 13% of respondents indicate that short-term profits influence their direction, reflecting a longer-term horizon for these decisions.
Companies Respond to Outside Pressure
Executives also report that consumer pressure and non-governmental organization (NGO) reporting influence their strategy decisions, as do financial market perception and regulation.
Although the overall results show only about one one-third of respondents say regulation impacts strategy, C-Level execs are 40% more likely to view governmental regulations as a driver than VPs and Directors. In addition, companies with over 5,000 employees are almost twice as likely to drive strategy based on government regulation.
Regulation and Oversight Drive Sustainability
Corporate responsibility and environmental issues do not directly make the list of top strategic influences, but other driving forces such as consumer pressure, NGO reporting, and regulation influence these important issues indirectly.
The influences vary by regions. For example, North America is more focused on consumer pressure and regulation than the average across regions, while Europe is more focused on NGO reporting. These factors likely drive these markets toward sustainability.
Industry Risk and Disruption Demand Change
Global markets are undergoing major disruption. Companies have to adapt to survive and prosper into the future. Current shifts in business models, technology, the environment, and socio-economic factors can challenge leaders and provide challengers the opportunity to become a disruptor. One thing is certain, the status quo is changing rapidly.
Companies are Choosing their Sustainability Initiatives
Executives are identifying and prioritizing the actions they believe will take their businesses into the future. Today, companies are focused most commonly on economic sustainability, with a strong emphasis on product and service innovation. They are keenly focused on making the transition to digital business models in order to stand the test of time.
At the same time, they recognize the need for greater environmental and social responsibility, particularly reacting to regulatory demands. In addition, customer perceptions and NGO reporting are likely encouraging sustainable approaches.
Finally, executives recognize they need to invest in the workforce of the future. This includes getting the most out of existing resources as well as attracting and retaining new talent. In order to gain value from their human resources, they are also focused on the ability to capture company knowledge and know-how.
Putting Initiatives into Action
There are numerous initiatives underway, each with their own level of executive sponsorship, funding, enterprise change management, and technology support. Companies have to take on the challenge of prioritizing and supporting each of these initiatives in order to create long-term, sustainable business success. In particular, surveyed companies would benefit from more attention to enabling enterprise technology.
*This summary is an abbreviated version of the research and does not contain the full content. A link to download the full report is available above.
If you have difficulty obtaining a copy of the report, please contact us using the "Contact" link below.
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What should you look for in a simulation solution for design engineers in your organization? How do a design engineer’s needs differ from those of an analyst? Why should a company even invest in simulation for design engineers in the first place?
Tech-Clarity’s Simulation Buyer’s Guide for Design Engineers helps answer these questions. Based on a survey of 195 companies, this report reveals what Top Performing companies value most in a CAE solution for design engineers. While this report is not an exhaustive list of requirements, it serves as a guide to help you focus on the selection criteria that matter most to design engineers.
Please enjoy the summary* below.
For the full Buyer’s Guide, please visit our sponsor PTC (registration required).
What if you could improve your design efficiency by 7% or lower your lower your prototype costs by 10%? Our survey results found that Top Performing companies have experienced these benefits and more since their design engineers started using simulation. So what’s the best way to see similar results? Let’s explore that question.
How Design Engineers Use Simulation
Products have gotten so complex; it is hard to know how a design decision will impact the rest of the design. Simulation can provide insight, enabling you to evaluate different options, design with greater confidence, and ultimately engineer better products. It also helps you catch potential problems early on. As a result, there are fewer delays and less excess cost caused by problems discovered during test or production.
In fact, design engineers get so much value from simulation, 65% would like to conduct more simulations than they currently do. Results from Tech-Clarity's Revolutionizing Simulation for Design Engineers show that it is mostly the tools that hold them back, as many solutions are not particularly well suited for the needs of a design engineer. This buyer's guide reveals what to look for in a simulation solution to meet those needs.
What should manufacturers look for when they’ve outgrown PDM and need to “level up” to PLM? Product Data Management (PDM) is a critical capability for a manufacturer of any size. As our research shows, PDM helps companies achieve business benefits including increased efficiency, improved quality, reduced cost, and the ability to bring products to market much faster. At some point, however, most manufacturers find that their PDM system falls short of their growing needs. They face a decision to either upgrade to a more capable PDM system or “level up” to a broader PLM solution. How can they tell which direction is right for their business? What should they look for in a replacement PDM or a PLM solution?
This eBook explains how to recognize that you've outgrown PDM and offers several options to find the data and process management capabilities your company needs, whether it's time to find a more capable PDM or upgrade to PLM. It also provides practical advice on what to look for in a PLM solution, to ensure a successful implementation, and in a software partner.
Please enjoy the summary below. For the full Buyer's Guide, please visit our sponsor PTC (registration required).
Please also see our related Expanding Beyond Your Outgrown PDM Systems Buyer's Guide which shares the top ten signs you've outgrown your PDM system and what to look for in a more capable data management solution.
References to Other Buyer’s Guides
This guide doesn’t repeat requirements covered in our existing PDM and PLM guides, including guides for selecting basic or Extended PDM systems. Those guides already share the key requirements that we’ve found make a difference in achieving desired value. In order to prevent duplication, this guide references the others to help companies gather requirements to help manufacturers quickly identify the solutions to evaluate more closely.
But more often, a solution that fulfilled company needs at a certain point in time just isn’t enough anymore due to:
Leverage PDM Investments to Increase Value
Companies that have outgrown PDM can leverage their existing investment to take advantage of broader PLM benefits. The value is proven. Top Performing companies are more likely to have structured, collaborative systems like a more mature PDM or a PLM system. While PDM is often a productivity tool, PLM can drive new business value by helping to drive top-line growth.
Create a Foundation for Further Growth
As companies adopt a PLM system, it’s important to leave room to expand to more mature capabilities over time. Mature PLM systems support a variety of business processes and initiatives that translate to both top-line and bottom-line benefits. In addition, PLM scope continues to grow and expand to provide even more capabilities.
Consider a Platform for the Greatest Potential Value
We recommend that companies evaluate an integrated Product Innovation Platform (PIP) when moving to PLM. A PIP offers manufacturers the ability to expand from PDM today and create room to grow as they are ready to adopt more, or more mature, processes. A PIP with a modular approach will allow them to scale and add capabilities as they need them.
Final Words: Don’t Forget the Future
Finally, no company should select a solution without considering the cloud or digital transformation. PLM plays a vital role as the backbone of the digital manufacturing enterprise. In addition, cloud PLM solution adoption continues to increase. To ignore the realities of these two trends would be shortsighted.
*This summary is an abbreviated version of the report and does not contain the full content. A link to download the full report is available above.
If you have difficulty obtaining a copy of the report, please contact us using the "Contact" link below.
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How can CPG companies drive higher innovation performance and profitability by embracing the digital thread? Consumer Packaged Goods (CPG) companies live and die by product innovation. Delivering products that anticipate and meet market needs creates consumer loyalty and brand affinity. Developing a profitable product requires the combined knowledge of countless individuals, each contributing their expert input and domain expertise. Too often, though, their efforts are disjointed.
The Driving Innovation with the CPG Digital Thread ebook shares how consumer packaged goods (CPG) companies can streamline their product innovation and commercialization practices by innovating along the digital thread. It shares how companies can simultaneously enable R&D to innovate more efficiently while capturing the resulting IP as a reusable corporate asset by leveraging an integrated product innovation platform to create the digital thread.
Please enjoy the summary below or download the full eBook (registration required) from our sponsor by Dassault Systems.
Connect Manufacturing and the Supply Chain
The product must also be manufacturable, with ingredients that can be globally sourced. Production processes and materials must comply with a host of regulatory demands to avoid recalls and brand damage.
Tie it All Together for Digital Continuity
Each of these elements is dependent on the others, and all are critical to product success. Decisions need to take this into account, yet be made rapidly to meet aggressive time to market goals. Every aspect is crucial to developing a profitable product offering, and each has its own challenges.
Perhaps the biggest challenge, however, is that these facets are typically developed in relative isolation. Most CPG companies lack a continuous process and data flow that connects each of these activities in an overall product innovation context. Digital continuity, creating a seamless digital thread through product innovation, promises to revolutionize the way CPG companies develop – and profit from – innovation.
Table of Contents *
How can food and beverage companies use the digital twin and industrial IoT to dramatically improve production performance? This eBook shares the value of the digital twin and IIoT for companies that produce food and consumer packaged goods. Then, it shares some practical examples and advice to get started down the path to streamline R&D and new product development, optimize production plans, increase performance, gain production intelligence, improve quality, and compete as an integrated supply chain.
Please enjoy the eBook content below or download a PDF of the eBook here (no registration required) courtesy of our sponsor, Siemens Industry Software.
You can also learn more from Siemens about the Industrial Internet of Things on their website or view our complementary report Revolutionizing Plant Performance with the Digital Twin and Industrial IoT targeted for a broader range of industries.
Competing in the Food & Beverage market is getting increasingly challenging. New competitors are changing the rules of the game with digital processes that allow them to drastically improve speed, agility, quality, and the ability to tailor products to customer and market needs.
In the digital age, it’s no longer enough to be big. The barriers to entry have dropped as markets have transformed. Today’s markets are omni-channel, allowing even the smallest startups to gain access to consumers. Buyers’ preferences have also changed. They are more excited to try a new microbrew than consume the brand from their favorite, traditional mega-brewery. At the same time, customers are expecting food to meet their specific social, dietary, and regional preferences.
Competitive Disruption Puts Pressure on the Plant
The plant has to respond to these disruptions. Production and Operations Managers need to embrace digital, Industry 4.0 capabilities including the Internet of Things (IoT), the Industrial Internet of Things (IIoT), the digital twin, the cloud, big data, and analytics. These digital capabilities can help them increase capacity, optimize asset and resource utilization, and drive productivity gains. At the same time digitalization provides them speed and flexibility to quickly ramp up production to bring product innovations to market and shift more fluidly across different plants, lines, and regions to react to consumer demand.
Significantly Expand Digital Twin Benefits with the IIoT
The power of the twin increases dramatically by connecting physical twins with their digital, virtual models via the IIoT. This digital association allows real-time performance monitoring and feeds the digital thread for traceability. Connecting twins allows companies to actively monitor the physical world in real-time, in the context of the product or plant, so they can identify or predict issues ranging from equipment breakdowns to product quality exceptions. It also allows companies to compare actual with expected performance to validate and improve simulations.
Bring External Perspectives to the Plant with IoT
The IoT expands internal information with data from outside the “four walls” of the plant. It can aggregate data from other plants, the market, retailers, suppliers, and many other sources to help make decisions in a broader context. This connectivity reduces data lag between producers and the outside world and allows them to compete as an integrated, synchronized supply chain.
Add Market and Supply Chain Intelligence with Analytics
The complete digital toolkit also includes analytical tools. These solutions help companies gain market insight and identify trends early to get more advanced notice about market shifts. This information allows plants to react in a more optimal way because time affords them more options. In addition, predictive analytics in the plant can leverage IIoT equipment data to quickly diagnose and resolve equipment or production issues before they escalate and provide data to support continuous improvement programs.
Gain Greater Benefits with Digitalization
These digital enablers are all powerful tools on their own. The benefits, however, are much greater when they are leveraged together. A completely digital enterprise has fully connected product and production digital twins that enable automated commissioning and changeovers. They use the IoT and analytics to identify and capitalize on consumer trends ahead of the competition. Finally, they leverage the IIoT to continually improve performance to gain the highest levels of productivity and quality.
Create a Digital Twin of the Plant
Another highly valuable application of the digital twin is establishing virtual models of equipment, production lines, or plants. These models may include different levels of granularity for different purposes, from high level models for production flow to detailed machine models that can accurately simulate production performance. The models include a fully detailed representation of manufacturing capabilities so processes can be simulated, optimized, and validated virtually. The models help manufacturing engineers and planners improve production planning and plant design.
Improve Models, Plans, and Simulations by Replacing Assumptions with Facts
Connecting the physical and digital twins with the IIoT helps companies learn and continuously improve by interpreting real-world behavior. They can improve planning and optimize production based on observed behavior in the plant as opposed to calculated values. This lets planners use real-world results and scenarios to improve their simulations.
Extend Product Models to Production
Formulas can be extended with process steps and related production data to create a fully digital recipe. Digital recipes can then be transformed to meet local regulations and equipment availability. Maintaining an integrated model of materials and processes allows companies to readily adapt them to changing demands.
Recommendations
It’s time to leverage the IIoT to connect the digital and physical twins to improve availability and production performance. The most important recommendation is to get started, learn, and grow benefits over time. Food and beverage companies can start small and expand value by building on the foundation of their first initiatives.
It’s important, though, to consider needs like equipment connectivity, security, and analytics. Leveraging an integrated platform of digital solutions designed for the food and beverage industries can help. A platform approach also helps ensure that early investments are repeatable and can be used as a foundation for further value.
[post_title] => Revolutionizing Food & Beverage Production with the Digital Twin and Industrial IoT (eBook)
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Effective Tech Transfer is crucial to delivering innovative products to market. Can companies improve Tech Transfer through the use of digital data, processes, and technology? We surveyed over 200 companies to find out.
Please enjoy the summary below.
For the full report, please visit our sponsor BIOVIA Dassault Systems (registration required).
Table of Contents*
Digitalization is the Solution
Digital transformation is a proven approach for companies in the process industries. Our research shows direct benefits of digitalization in the laboratory and beyond. The research finds a clear correlation between developing better products and greater data and process digitalization in the lab. The research also found that the companies surveyed are much less digital BEYOND the lab, providing significant promise to improve Tech Transfer.
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