Manufacturers and others working through the COVID-19 crisis and planning to regain their competitiveness will rely on data analytics more than ever. But they’ll need a smarter, more strategic approach to prevent the most common cause of failure. Fortunately, the problem is more human than technical in nature, and it’s fixable.
The Fourth Industrial Revolution or Industry 4.0 brings among other things IoT data visibility, fueling more and better data modeling, machine learning, deep learning and Big Data. For purposes of this discussion, I’m committing a transgression here, lumping these together as “analytics” despite the technical distinctions. In reality, things just keep converging so that instead of plain-old IoT, more attention is going to the newly-coined AIoT, or artificial intelligence of things.
When deployed in tandem, artificial intelligence (AI) and the internet of things (IoT) can bring powerful new capabilities and competitive advantages—a net effect that’s greater than the sum of its constituent parts. How much more powerful AIoT is than vanilla IoT at tackling organizational improvements? Take a look at the percentages inside the little orange circles:
Those surveyed said that among the benefits sought for their IoT efforts, increased revenue topped the list, regardless of geography, industry or company size. AI turbocharges that effort. (More details in the full article.)
AI, analytics: old news
Since my early-1990s coverage of early analytics and AI in such applications as statistical process control and machine vision, solutions have evolved with compute power and cloud services. The practice can now reach data anywhere, including networks bridging sites within single sites, across multiple sites or throughout enterprises and supply chains.
In seeking improvements, top officers of the company need to instill a pervasive culture of improvement. True, improvements can be made in the silos of R&D, engineering, production, sales, finance or other functions, but still should be guided by market signals and customer demand, not just the blind pursuit of efficiency or cost-cutting. Without that holistic approach, line managers down can fall victim to the parable of the vision-impaired persons and the elephant. In short, things aren’t always as they seem.
If such talk seems a generality, it’s also very real. Plant managers, for instance, can achieve operational excellence, but so can their counterparts in competing organizations — the technology is a known commodity available to all. This diagram from ARC Advisory Group analytics specialist and VP Mike Guilfoyle helps illustrate the scenario — which gets more play in a Smart Industry story (hitting print and online channels at month’s end):
Where are the gaps in your apps?
The market’s flooded with analytic sellers and solutions. Here are for deceptively simple considerations that might help uncover how to find growth opportunities; where to find the greatest needs; how to approach solutions and who will support a cycle and culture of improvement:
Imagining I were in your shoes, I came up with a thought exercise with four very basic questions that might be a good first step closing the opportunity gap in your application of analytics:
1. In every sector and at every level, organizations generate massive amounts of presumably (or potentially) visible IoT data — so where are most data generated throughout your entire digital universe that you can, or should be measuring?
2. For every area that can be measured, analytics solutions (or platforms) can be bought, adapted or created to yield greater insight — so where are there gaps in your management and automation systems across your value chain(s) that if filled, will yield the greatest visibility for tracking and potential improvement/innovation?
3. Every business and operational system in the IT/automation marketplace must include some provision for the use of analytics — so how capable are your systems to perform analytics via native functions, third-party partnerships or via a suitable level of standard integration capability?)
4. Every application of analytics requires a sustainable ecosystem of training and support for better decision-making and ongoing innovation — so do you have a sustainable culture of improvement, with suitable lifecycle support structures in place via in-house and/or reliable external resources?
How are you approaching analytics?
Can you help me support the cause of progress? Share your thoughts and anything allowable…I’ll work with you and your organization to see how we can get the word out.