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[post_title] => Cloud PLM Webcast with Engineering.com
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[post_date] => 2019-12-04 12:46:10
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[post_content] => 
Is trading off security to enjoy the benefits of the cloud worth it? Is the cloud-security tradeoff necessary? Why are some manufacturers still uneasy about adopting cloud software for product innovation and engineering?
There are clear benefits, but the transition started slowly. For a while, one of the most significant inhibitors to cloud adoption was a lack of “apples to apples” capabilities between traditional applications and those available on the cloud. But that disparity is no longer the issue as the market has evolved. So what’s leaving manufacturers hesitant about cloud migration?
For some companies we speak to, security still makes them uncomfortable starting their cloud transformation. It’s an important issue and one that they must consider. Let’s take a look at how companies perceive the security-cloud benefits tradeoff, the reality of the situation, and what they can do to objectively evaluate risks and rewards.
Read the full guest post in the Digital Transformation section of the Siemens PLM Community blog. The post covers the cloud-security tradeoff and how to evaluate security and mitigate risk in order to enjoy the implementation, operational, business, and strategic benefits of the cloud.
You can also learn more in our Cloud Security Discussion with Siemens EVP Bob Jones video interview.
Please enjoy the latest in a series of Tech-Clarity guest posts including The Subtle Shift to “Why Not Cloud?”, Cloud Engineering Software: More than Just Engineering Software on the Cloud, and Why Not to Justify Cloud Engineering Software.
[post_title] => The Cloud-Security Tradeoff for Product Innovation and Engineering Software (guest post)
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[post_date] => 2019-12-03 10:20:06
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How can smaller companies and design teams manage CAD data without taking away from their time to innovate and respond to customers? Smaller companies and design teams compete based on innovation and agility but face many of the same challenges in managing 3D CAD files that their larger competitors do. CAD Data Management for Small Companies and Design Teams is designed to help companies with five and fewer designers address CAD Data Management complexity.
Please enjoy the summary below. For the full report, please visit our sponsor SOLIDWORKS (registration required).
Table of Contents*
Addressing CAD Data Management Complexity- Managing CAD is Challenging Regardless of Size
- CAD Management Difficulties Hamper Productivity
- The Persistent Struggle with Broken CAD Assemblies
- Smaller Companies Lack the Tools to Manage CAD
- Missed Targets are Common, but not Inevitable
- Managing CAD Helps Even the Smallest Companies
- Automating CAD Processes Improves Performance
- CAD Management Benefits and Research Conclusions
- About the Research
- Acknowledgments
Managing CAD is Challenging Regardless of Size
CAD Management Challenges Managing CAD data is challenging. Respondents for this survey indicate that they suffer from typical data management challenges. They report issues with CAD data management basics – controlling, accessing, and sharing design data. The most commonly reported difficulty is searching for information. Far too often, technical resources struggle to find the CAD files they need to do their job. Respondents also face multiple challenges related to managing CAD files, including file conflicts, uncontrolled revisions, file duplication, and data loss. Many companies also report trouble collaborating because of difficulty sharing designs with others.
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:
- 28% more likely to work on the wrong revisions. This is likely because they have less formal processes and tools.
- 40% less likely to have issues with duplicate data. This may be due to the simplicity of their organization and less reuse of designs across regional and organizational boundaries.
CAD Management Difficulties Hamper Productivity
Challenges Cause Business Impacts Data management challenges are certainly frustrating to engineers. In some ways, though, they are so common that many simply consider them the cost of working with 3D CAD. But the impact is more than just an individual nuisance.
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.
CAD Management Benefits and Research Conclusions
Benefits of CAD Data Management CAD data management solutions provide the ability to control, access, and share CAD data. Extended PDM can go beyond this and offers greater value to include more communication / collaboration, enriched / extended product data, process automation, and a project / program focus. PLM offers even broader benefits. Those with Five or Fewer Engineers Report Important Benefits
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:
- Smaller companies looking to improve product development performance should implement a design data management solution
- These companies should look for a solution with automation for basic processes like revision control and check in / check out
- Companies should start small, but make sure to leave themselves room to grow in the future by extending their CAD Data Management solution
You can download a PDF of the Escalating Cloud Value Along the Path to Cloud Adoption and Maturity infographic here, courtesy of Siemens.
[post_title] => Escalating Cloud Value by Adoption & Maturity (infographic)
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[post_date] => 2019-11-14 10:16:38
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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).
Table of Contents*
- Midsized Manufacturers Stuck In-Between
- The Allure of Simple Solutions
- “Simple” Simply Falls Short for Midsized Manufacturers
- Collaborate for Successful New Product Development
- Manage Products and Programs Holistically
- Start Fast, Plan for the Future
- Consider the Cloud
- Get Started with the Right PLM Solution
- Acknowledgments
Midsized Manufacturers Stuck In-Between
Midsized Companies Compete on Speed and Agility Midsized manufacturers are taking advantage of growth opportunities armed with a combination of product innovation, agility, smart manufacturing, and digitalization. But developing successful products today is complex. These smaller companies have to innovate and introduce new products quickly and efficiently to compete with larger competitors. PDM May not be Enough, PLM May be too Much
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:
- Product and organizational complexity drive them beyond basic PDM capabilities
- A full-featured PLM implementation may feel out of reach
Get Started with the Right PLM Solution
Get Started to Gain Value Core PLM can quickly add value to midsized manufacturers by helping them combat complexity, improve productivity, and collaborate. Recognize the potential value of a fully featured PLM with all of the bells and whistles, but be honest with yourself about whether your company can afford the time and effort to get there (at least right away). Start Small Start with the basics and get value quickly, but avoid the shortcomings of simple file sharing solutions that fall short for complex products and product development environments. Look for a solution that allows you to design in the context of your products in real time, but also in the context of processes and product development projects. In addition, look for PLM with automatic CAD and project updates to keep engineers focused on innovation instead of managing files and tasks. Leave Room to Expand Finally, make sure to leave room to grow as your business dictates, using the initial implementation as a foundation for greater value and improvement.
*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
- Operational advantages that allow them to improve performance and reduce IT resource needs
- Business advantages to lower cost and reduce risk
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:- Shorten job turn-around time with an integrated toolset
- Reduce tool cost by eliminating errors
- Improve tool quality
- Improve integration of the supply chain and communication throughout the development process
[post_title] => Moldmakers: Design and Produce Tools Faster
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[post_modified] => 2024-01-11 21:21:23
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[post_date] => 2019-10-15 08:00:24
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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
- Digitalizing Product Innovation
- The Digital Innovation Imperative
- The Business of Innovation is Challenging
- Innovating and Developing Products is Hard
- Identifying the Top Innovators
- Top Performers have Higher Digital Innovation Maturity
- Innovation Leaders Leverage Digital Twins
- Higher Performing Innovators Employ a Digital Thread
- Top Performers Exhibit Digital Manufacturing Maturity
- Top Innovators Adopt Digital Innovation Platforms
- Conclusions
- About the Research
- Acknowledgments
The Digital Innovation Imperative
Digitalization is Disrupting Everything The message from strategic advisors is clear. Go digital or die. Andrew Vaz, Global Chief Innovation Officer for Deloitte, predicts that “In today’s world of exponential change, organizations that get too comfortable with the status quo are at major risk of disruption.” Accenture’s CEO, Pierre Nanterme, shares that this is already happening, “Digital is the main reason just over half of the companies on the Fortune 500 have disappeared since the year 2000.” This is a fundamental shift that can’t be taken lightly. Digitalization is Mandatory Digitalization is impacting industrial companies regardless of whether they produce a piece of equipment, a device, a vehicle, a marine vessel, a consumer good, a building, or some other physical item. We believe this shift will have major consequences. Our research concludes that “the manufacturing industry is changing rapidly and companies have to digitalize or risk losing their market position.”
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?
Top Performers have Higher Digital Innovation Maturity
Analyzing Top Performers’ Innovation Advantages Researchers used the performance bands to understand how digital maturity correlates with innovation performance. In addition to financial performance, Top Performers report higher capabilities compared to their competitors in their ability to:- Get new / changed products to market quickly
- Design innovative products
- Meet market cost requirements
- Develop high-performance products
- Deliver high-quality / reliable products
- Digital Twin
- Digital Thread
- Digital Manufacturing
- Digital Innovation Platform
Conclusions
Industry is Transforming Digitalization is fundamentally transforming the manufacturing industries. The shift is allowing manufacturers to improve quality, agility, and innovation to disrupt their markets. Companies that embrace this change will find new opportunities and distance themselves from their competition. Those that continue to focus solely on tactical issue will fall behind. Top Performing Innovators have Higher Digital Maturity Digital product innovation is critical to company success and profitability. Digitalizing product innovation helps companies better bring new / changed products to market, design innovative products, meet market cost requirements, develop high performance products, and deliver high quality / reliable products. The end result is significantly greater revenue and margin growth. Top Performers are achieving superior levels of performance with higher digital maturity, including increased adoption of digital twin, digital thread, and digital manufacturing techniques. Support Digital Maturity with a Digital Product Innovation Platform Top Performers support digital approaches like the digital twin with digital technology. These leading companies are digitalizing data and processes to improve product innovation performance. These capabilities are available from digital innovation platforms that combine digital data and processes with the right capabilities to design, optimize, and validate products. In addition, these platforms bridge the gap to help companies ramp up production effectively and efficiently. Digital Opportunities Extend Beyond Product Development The analysis from this survey investigates the benefit of improving product innovation and product development through digitalization. The benefits of digitalization, and digital innovation platforms, go well beyond this into the full lifecycle of a product. Digitalizing product innovation is a great place to start and build a foundation to grow on. 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] => Digital Product Innovation Maturity (survey results) [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => digital-innovation [to_ping] => [pinged] => [post_modified] => 2022-11-14 22:28:50 [post_modified_gmt] => 2022-11-15 03:28:50 [post_content_filtered] => [post_parent] => 0 [guid] => https://tech-clarity.com/?p=7958 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 1 [filter] => raw ) [9] => WP_Post Object ( [ID] => 8222 [post_author] => 2 [post_date] => 2019-10-07 10:07:00 [post_date_gmt] => 2019-10-07 14:07:00 [post_content] => How does your product innovation process stack up against our digital maturity assessment framework? How can you digitally transform product innovation to improve business performance? Tech-Clarity is excited to announce our new Assessment Center with the introduction of the Digital Product Innovation Maturity Assessment.
Digital Maturity Assessment Framework
The assessment helps you understand how your company compares to others in four critical pillars of our digital maturity assessment framework for product innovation:- Digital Twin
- Digital Thread
- Digital Manufacturing
- Digital Innovation Platform
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.
Digital Product Innovation Analysis
The analysis calculates your digital innovation maturity based on a short, 5-minute questionnaire. Your company can easily compare your performance to average and leading businesses against our digital maturity assessment framework. Registered users gain access to a personalized report with tailored recommendations to guide their digital innovation transformation. The report includes exclusive early access to our upcoming survey report, Improve Product Innovation and Profitability through Increased Digital Maturity. Thank you to our sponsor, Siemens Digital Industries Software. You can learn more from Siemens about digital transformation on their website.Digital Maturity Assessment Framework Definitions
The digital maturity assessment framework uses the following digital innovation pillar definitions:- A digital twin is a virtual model of a physical item. The model represents a specific product, configuration, piece of equipment, plant, city, or other physical asset with enough fidelity to predict, validate, and optimize performance and behavior.
- The digital thread ties product information, decisions, and history together in a structured, integrated way that captures product innovation throughout the product lifecycle and incorporates streamlined design creation by sharing and/or reusing design data across the stages of innovation.
- Digital manufacturing is the application of digitalization to the design, optimization, validation, and commissioning of production.
- A digital product innovation platform supports integrated, digital product models coupled with integrated applications to design, optimize, validate, and collaborate on products. It supports digital twins, the digital thread, and digital manufacturing.
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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] => 2025-04-22 11:28:33 [post_modified_gmt] => 2025-04-22 15:28:33 [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 ) [11] => 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.How to Justify the Cloud Transition
With all of the value available, it’s no wonder that companies are moving to the cloud. How do they support the decision shift to cloud solutions? Some may justify the change solely on infrastructure cost savings. We believe, however, that the most important thing about justifying the switch to cloud engineering software is not to do it at all. What!? To be clear, the point we’re trying to make is “don’t justify cloud engineering software, justify engineering software deployed on the cloud.” Maybe we’re mincing words, but there’s a clear message to our advice. Before justifying cloud engineering software, understand the value the solution can provide and make sure you get the right engineering software. Only then should you start to think about the right deployment option. Additional analysis on data from a recent survey shows that manufacturers agree.
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).
Table of Contents
- It’s Time to Get More from Product Data Management
- Design Data Management Challenges Persist
- Data Management Challenges Hamper Performance
- Challenges, Impacts will Increase with Complexity
- Top Performers Beat NPD Targets, Waste Less Time
- Top Performers Rely Less on Informal Technology
- Top Performers Extend PDM
- Weighing the Cloud PDM Option to Improve ROI
- PDM Provides Extendable Value
- About the Research
- Acknowledgments
Design Data Management Problems Persist
Back to the Basics: Finding Files For those that work with CAD files every day it’s probably no surprise to see “finding the right information” and “wasted time searching for data” are challenges reported by almost one-half of respondents. Many companies struggle with the basics of PDM; controlling, accessing, and sharing product data.
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.
Data Management Challenges Hamper Performance
Challenges Have Significant Business Impacts Design data management challenges cost businesses time and money. They also limit the amount of time engineers and designers can focus on innovation. Too Much Wasted Time The most common impact of data management challenges is ”wasted time and effort.” In fact, the survey shows that companies waste an average of 20.3% of their technical resources’ time on nonproductive data management tasks. That’s about one work day a week of non-value-added time. Some companies report even more waste.
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.
PDM Provides Extendable Value
PDM Provides Tangible Business Benefits PDM provides significant value by helping companies control, access, and share product data. PDM helps companies reduce non-value-added data management time and better hit their product development targets. It’s important to note that the benefits are not only available to the select Top Performers, but to all. PDM Provides a Platform for Future Value PDM implementations – and value – can expand over time. Only about one-third of respondents implemented PDM in a single implementation. Over one-half implemented in multiple or phased projects, while a small number adopted a continuous improvement approach. PDM value increases as companies extend usage. Companies can extends PDM in multiple directions to gain more value, including:- More people / roles
- More departments
- More locations
- More processes
- More product details
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.
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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:
- The value of frontloading CFD in the design process
- Use cases where frontloading CFD adds value and why
- How to avoid challenges to make frontloading CFD adoption easier
[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).
Table of Contents
- Customization is Compelling
- Customization Offers Business-Level Benefits
- Customization Growth Continues
- Customizing Products is Challenging
- Challenges Lead to Negative Business Impacts
- Customization Prep Reduces Innovation Time
- Identifying Top Performers in Customizing Products
- Top Performers Better Exploit Customization Benefits
- Top Performers use More Modern Configurators
- Top Performers Provide a Compelling Experience
- Next Steps
- About the Research
- Acknowledgements
Customization Offers Business-Level Benefits
Personalization Aimed at Profits
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.
Customization Growth Continues
Configuration Continues to Climb Our data shows that product configuration has been growing significantly for at least a decade. Will growth continue? We asked responding companies how much the amount of configuration / personalization / customization in their products changed over the last five years, and how much they expect it to increase over the next five. Results show that the level of customization will continue to grow.
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!
Conclusions and Next Steps
Product Customization is Growing and Creating Business Value This survey confirms our prior research in finding that product personalization has been growing for some time. Beyond that, this survey indicates that the growth will increase over the next five years. Based on our experience and the findings from this research, we believe that product customization is a compelling business strategy that spans manufacturing industry segments. Responding companies that offer customized products report sales growth and margin expansion. Companies that report higher performance than their competition in designing, selling, and delivering customized products – the Top Performers – share that they achieve even greater profitable growth. Top Performers Take Different Approaches, Reap Higher Benefits Analysis of the Top Performers shows that they are more likely to use product configurators to support selling personalized products. Beyond that, they also use them differently in four basic ways. In particular, they:- Use configurators with more modern capabilities
- Provide a visual, 3D, interactive configuration experience
- Provide a compelling, customer-centric customization experience
- Connect product configuration with commerce
*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 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).
Table of Contents
- Disruptive Forces Threaten Business Sustainability
- Business Risk and Disruption are on the Rise
- What Drives Long-term Company Success?
- What’s Driving Company Strategy?
- Innovation Basics and Beyond Lead to Success
- Workforce Development is Critical to Success
- Economic, Environmental, and Social Sustainability
- Executives Must Lead Their Companies to Succeed
- Execution Faces a Variety of Barriers
- Sustainability has Unique Challenges
- Managing Change is a Multi-Faceted Issue
- Conclusions and Next Steps
- About the Research
- Acknowledgments
Business Risk and Disruption are on the Rise
Market Reinvention is Increasing Surveyed executives share that their markets have experienced increased business risk and disruption over the last five years. About three-quarters of companies say this turmoil has increased, with almost one-quarter saying it has increased “significantly.”
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.
What’s Driving Company Strategy?
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.
Conclusions and Next Steps
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).
THE ROLE OF SIMULATION DURING DESIGN
How Simulation Helps
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.
WHY INVEST IN SIMULATION FOR DESIGN ENGINEERS?
Design Better Products Companies invest in simulation for design engineers for a variety of reasons (see graph). Comparing responses from 2018 to 2016 reveals a trend that simulation is becoming more intertwined with the design process. Better insight for design engineers remains a top reason to invest in simulation, with even more companies citing it in 2018 than 2016. Unfortunately, "quality issues" was not an option choice in 2016, but in 2018, over 1/3 of respondents are investing in simulation to find problems during the design process rather than at the end.
SELECT THE RIGHT SIMULATION FOR YOUR NEEDS
Based on industry experience and research for this report, Tech-Clarity offers the following recommendations to select the right simulation solution for your design engineers:- Empower design engineers with simulation tools to help guide their decisions.
- Understand your needs for a simulation solution.
- Consider how the needs of a design engineer are different from those of an analyst.
- Focus on how simulation can best integrate with the design process to improve design decisions.
- Select a simulation solution that will be easy for your design engineers, integrates with your existing CAD tool, and supports existing workflows.
- Consider a solution that makes it easy to set up an analysis and includes features that minimize preprocessing steps and provides quick results.
- Ensure the solution supports design optimization.
- Select a vendor who can provide the required support resources when needed.
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.
Table of Contents
- What to do When Your PDM is No Longer Enough
- A Guide for Upgrading from PDM to PLM
- Recognizing When the Time has Come for PLM
- When You’ve Outgrown Your PDM
- Path 1: A More Capable PDM
- Path 2: Upgrading to PLM
- What to Look for to go Beyond PDM to PLM
- 1) Manage the Whole Product
- 2) Support Product Development Processes
- 3) Expand Support of the Lifecycle
- 4) Extend to more People, Departments, and Roles
- 5) Integrate PLM into the Systems Ecosystem
- New Service and Vendor Considerations
- Special Considerations
- Next Steps
- Acknowledgments
A Guide for Upgrading from PDM to PLM
The Purpose of this Guide Like all of our buyer’s guides, this eBook is intended to help manufacturers make the right decision when they select a new solution. When companies need to move beyond their current PDM, the information in this guide will help them choose the right course of action. It complements our Expanding Beyond Your Outgrown PDM System guide that explains how to move from a basic PDM system to a more capable PDM solution. Understanding the Structure of the Guide The guide focuses on how to know it’s time for PLM, where to find PLM requirements, and some key things to look for in order to achieve the most value from the transition. The guide covers functional requirements, but also highlights what’s needed for successful implementation, adoption, and support. It also puts forward criteria to identify the right vendor partner.
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.
Recognizing When the Time has Come for PLM
When PDM Capabilities Aren’t Enough The PDM Buyer’s Guide encourages manufacturers to “consider future needs” and “build a foundation to grown on” when they select a PDM system. Sometimes that advice wasn’t followed. Other times, business circumstances dictated implementing a less capable solution.
But more often, a solution that fulfilled company needs at a certain point in time just isn’t enough anymore due to:
- Product complexity
- Product development complexity
- Growth
- Globalization
- Outdated software
- Increased product innovation maturity
- The need to achieve value beyond product development
- The need to support digital transformation
Next Steps
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.
Create Digital Continuity in Product Development
Focus on Consumer Needs Bringing successful products to the consumer is challenging. It starts by targeting the right customer needs, which should permeate the innovation process and become the central theme throughout. It then demands an orchestrated effort drawing contributions from an array of people inside and outside of the enterprise. The program has to harness their input efficiently and effectively in order to compete in today’s crowded global markets. Target Product Performance and Quality At the heart of the innovation process and the consumer experience is the product itself. The product must deliver the value the consumer seeks in a pleasing and effective way. It must deliver on the customer promise with quality, while complying with a wide variety of local requirements. Develop the Full Offering But there’s a lot more to developing a winning product than a great formulation or product specification. A successful commercial product has to deliver the right marketing messages and brand perception. It has to be offered in packaging that pleases consumers, and provides the details they need to make an informed buying decision. All of this together builds the experience that will keep consumers buying again and again.
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 *
- The CPG Innovation Imperative
- Create Digital Continuity in Product Development
- Innovating Along an Integrated Digital Thread
- The Enterprise – Innovation Conundrum
- Help R&D Create Value
- Allow R&D to Design in Context of the Whole Product
- PLM Creates The Digital Thread for Enterprise Value
- An Innovation Platform Streamlines Digital Thread Creation
- Collaborate Along the Digital Thread
- Simplify and Accelerate Publishing Product Documentation
- Start Improving Value with the Value Digital Thread
- Acknowledgments
Start Improving Value with the Digital Thread
Recommendations CPG companies have the opportunity to step up their product innovation processes and productivity to compete in crowded, competitive markets. In order to do that, they can leverage the digital thread to:- Enable individual contributors with the right tools
- Integrate design tools within a product innovation platform that serves as the digital thread backbone
- Keep resulting information in context from early ideas through production and commercialization
- Make product information readily searchable to leverage product IP company wide
- Enable easier, more social collaboration
- Automate and streamline product documentation
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.
The Digitalization Imperative in Food & Beverage
Competition is Heating Up
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.
Leverage Digital Enablers to Compete
Digitalization is the key to Remaining Competitive Companies are responding. A recent Tech-Clarity survey shows that more than one-half of companies say that digitalization / digital transformation initiatives are “important” if not “critical” to their business strategy. The study also finds that over 90% of manufacturers believe the IoT is likely to contribute to their business strategy, with over one-half saying the same for the Digital Twin. These initiatives, enabled by analytics, can provide significant business benefits to manufacturers. They aren’t new concepts, but they are coming of age and are now within reach of manufacturers large and small. Model and Simulate Performance with the Digital Twin The first capability we’ll discuss is the digital twin. As the name implies, it is a virtual model that represents a physical asset like a product or plant. The digital twin is a complete model that allows companies to accurately simulate performance. It can be used to help predict and optimize product and production behavior virtually to get designs right.
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.
Apply the Digital Twin in the Food & Beverage Industry
Leverage the Digital Twin Concept Digital enablers are providing value across many industries. Food and beverage companies have found many creative ways to gain value from the digital twin concept. Although most food and beverage companies already have mass amounts of data, they have trouble unlocking the value from it. They are now using analytics and the digital twin to gain intelligence from the data instead of simply storing it away in historians. Develop a Digital Twin of the Product One powerful way to apply the digital twin in food and beverage is to develop digital product models. These digital definitions represent formulas and recipes with all of their variations and can be used to predict product characteristics like nutritional values, adherence to marketing claims, and regulatory compliance. A full model includes production requirements to allow rapid recipe transformation to shift production between plants and adapt to site-specific production equipment.
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.
Connect the Physical and Digital Twins
Connect Digital and Physical Twins with the IIoT Digital twins are much more valuable than static models. Modeling and simulating plant performance is not new to food and beverage companies. Production control and monitoring systems are also familiar technologies. While each are valuable, real transformative change comes from tying the digital twin together with actual physical twin performance data collected from the IIoT. Give Meaning to IIoT Data The value of the digital twin comes from connecting the virtual and the physical environments. This provides visibility to real-world performance data from sensors on production and packaging equipment collected via the IIoT and provides the context to interpret the information. For example, time series data is meaningless without an understanding of intended performance. This connectivity helps companies monitor actual performance to optimize the health and condition of a piece of equipment or the plant, and gain insights into how the physical assets actually perform. It also helps companies gain perspective from the market and the supply chain. Identify and Address Anomalies and Issues Manufacturers can learn a lot from discrepancies between simulated performance predicted using the digital twin and actual performance measured on the physical twin. Identifying these variances can identify issues in the plant that can be diagnosed and remedied to bring performance back into plan.
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.
Streamline R&D and NPDI with the Digital Twin of the Product
Develop a Holistic Product Model First, let’s look at R&D and NPDI. Developing a fully digital product specification helps streamline R&D and product development. Digital R&D organizations can start with requirements and add ingredients, labels, and packaging to develop a fully digital specification. Developing the formula digitally allows downstream departments like Marketing or QA to get started in parallel and add their own information to the model. Working in parallel enhances speed, but more importantly provides visibility so decisions impacting others are recognized and evaluated early while there is still time to change. For example, Compliance can see a change to the formulation to determine if packaging or labeling must be updated to reflect the impact on ingredient listings, nutritional facts, certifications, or claims.
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.
Optimize Plant Assets and Production Plans
Leverage Plant Models to Plan and Optimize Production How do these models improve performance? A digital twin of the plant lets food producers get the most out of their plant investments. Digital twins of the plant model production capabilities with enough fidelity to predict behavior and performance. For example, a beverage company could simulate sequencing, changeovers, tanks, pipes, batch sizes, filling, and packaging. They can also incorporate business factors such as seasonal or geographic variability of products and ingredients. These twins can be used to simulate, iterate, and optimize everything from material flows to equipment. This allows planners to optimize processes digitally before committing to a production plant, changing a line, or commissioning a new product. Twins eliminate bottlenecks, avoid quality issues, reduce cost, and reduce changeover times before committing to physical assets. This get things right the first time and build in the flexibility to react more quickly to changing consumer demands.
Get More from Production Equipment with IIoT (and Analytics)
Keeping a Virtual Eye on Production Equipment Let’s explore how to apply the connected digital twin. Although food and beverage producers likely have a control system and/or a data historian that captures large volumes of data, they typically have little understanding of how equipment is performing or when it may have an issue. The IIoT lets food and beverage companies monitor the performance and health of their critical production assets in real-time so they can receive alerts and rapidly identify, diagnose, and correct issues before the problem escalates. Gaining Equipment Intelligence An IIoT platform with analytics goes beyond simple alerts. It allows plant personnel to connect, aggregate, filter, and analyze information from sensors and existing control systems to drastically improve uptime and performance. One proven way to gain value is moving away from preventative maintenance to a more predictive model. For example, companies can replace scheduled preventative maintenance based on operating hours or a reactive break-fix approach by using the IIoT and analytical algorithms to identify equipment behavior that precedes a failure.
Enhance Quality and Productivity
Gaining Insight and Intelligence on Production Beyond monitoring a piece of equipment, food and beverage companies can monitor production as a whole. For example, IIoT data can be shared in a dashboard to make key production KPIs like cycle times or yield visible so operators can quickly identify issues. The IIoT platform can detect anomalies and provide alarms so plant operators can correct issues as they occur, if not earlier. IIoT data can also provide intelligence to help managers benchmark lines, plants, and geographies for continuous improvement. And, it can help close the loop between R&D and the plant by comparing actual versus predicted batch specifications. Associating Production Parameters with Quality Outcomes Combining information from production equipment with lab results can help provide insights into potential quality drifts that leads to scrap or rework. By correlating actual batch results with equipment settings, ingredients, suppliers, personnel, or environmental factors that may be impacting quality or throughput manufacturers can find and alleviate root causes.
Compete as an Optimized Supply Chain
Benchmark Your Manufacturing Network Digital twin value goes beyond the enterprise. Companies can learn a lot by comparing production across multiple facilities. Plants can share IIoT data with corporate headquarters or a center of excellence through the cloud. Analyzing product data across the network, whether it consists of their own plants or contract manufacturers, can help identify regional variances. Further analysis may uncover additional insights that can be used to identify issues or share best practices to ensure high productivity and product consistency across the globe. Close Information Gaps in the Supply Chain Digital companies compete as a supply chain. For example, they can work closely with ingredient suppliers on R&D or collaborate with retailers on promotional packaging. Or, suppliers can proactively share specifications for natural ingredient shipments so that formulators can begin to modify recipes based on data like actual moisture or sugar content. Digitalization allows companies to better share information to improve agility, productivity, and quality.
Next Steps
Getting Started The value of the digital twin to Food and Beverage companies is significant. To get started, food and beverage companies can choose between a number of valuable initiatives that leverage the digital twin, IoT, IIoT, and analytics. For example, they can:- Apply the digital twin of the plant to optimize production planning
- Simulate production on the digital twin to optimize plants in the virtual world before committing to physical assets
- Monitor equipment to gain equipment intelligence and improve uptime
- Use IIoT and analytics to shift from preventative to predictive maintenance
- Monitor production to rapidly identify and correct quality or productivity issues
- Connect with the market and the supply chain via the IoT to gain advanced insights into market trends and consumer preferences
- Leverage measured results from the physical twin to improve simulations by providing the digital twin with observed production scenarios and parameters
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.
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