As I started to explore in the first post of this series, many companies seem to be strategically lost among the various digitization initiatives and are experiencing severe difficulties in achieving results from the investments made.
Whether it's MES, Batch Recipe Management System, or EMI portal, they all are subjected to the "make versus buy" argument or sometimes, the "repurposing" of existing applications to make do. Let's examine the reasoning.
If there’s one thing over everything else that’s going to ruin your plans for manufacturing excellence, it’s uncertainty. And that is something we have in abundance right now.
It is with great pleasure that we note that the 2020 Gartner Critical Capabilities Report for Manufacturing Execution Systems, recognizes Critical Manufacturing with the highest product scores for three use cases.
As the data sources grow in size and variety, things get more complicated, and the Data Warehouse implementation projects become extremely long and prohibitively expensive, since they imply a normalization of all business data. But there are alternatives.
The urgency of response to Covid-19 and the market whiplash are causing MedTech companies to rethink their product mixes to either innovate or partner with other technology companies to answer the pandemic needs. MES has reinforced its place as a critical component in GMP for these companies.
While manufacturing increasingly relies on near real time data for decision making, it requires solutions that can rapidly generate and process huge amounts of data. Edge solutions are a critical element of the entire data platform.
There are several reasons why MES needs Implementation Providers. These are companies focused on providing services, with a MES practice developed over many years, often with a strong MES-specific project methodology in place, and having the success of the project as the main objective.
Dark data has no immediate value and does not translate into useful information, even when orchestrated and organized. Yet you should store it. This post explains why and how
Industry 4.0 and automation & robotics have grown in importance in today’s manufacturing landscape. What role do these technologies have in improving process efficiency and capacity? Chris Parsons, Critical Manufacturing, explains how manufacturing execution systems (MES) can improve process capacity.
Contrary to what happened in the previous industrial revolutions, manufacturing has lagged in implementing the base technologies underlying the transformation. Why has it been so conservative and slow to adopt big data?
Innovative medical device companies are embracing the Industry 4.0 paradigm for smart manufacturing to support outcome based models. They recognize that they cannot manufacture and market next generation, disruptive and personalized products with last generation processes and legacy systems.
Augmented-Reality (AR) is very much part of the digital revolution in manufacturing. By simply donning a hands-free headset, workers can add a virtual layer of contextual information on top of what they see before them along with detailed information about a machine or process.
Recognize a paradigm shift in technology that affects your line of business and re-organize to take advantage of it, in spite of the short term pain. It is worth the risk to be the first mover, to gain an advantage over the competition and wow the customer.
It’s not unusual to have concerns about progress to plan when the majority of resources will be working remotely. That’s why we’ve decided to share our practices and experience in these trying times.
A highly automated factory is also inherently more resilient. In times of crisis, such as with the Coronavirus COVID-19 epidemic that the world is experiencing today, a highly automated factory is far more likely to continue manufacturing operations than a factory with low automation.
IT and OT each manage different aspects of a plant’s functioning. Equipment data is the domain of OT, and it becomes far more valuable when it goes into an IT environment for context and analysis. Only with IT and OT working in harmony can a plant achieve optimal performance.