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Some metrics were never meant to survive in a Lean world. OEE and absorption accounting might sound smart on paper, but they push the exact behaviors that wreck flow, bury quality issues, and inflate inventory. The result? A system that looks efficient but delivers chaos. Mark DeLuzio breaks down how these outdated measures keep companies locked in batch production and bad habits. He shares firsthand stories from the factory floor and the boardroom, including a jaw-dropping moment with a CFO who learned the hard way that ROI is not a reason to keep machines running at all costs. This episode is for anyone tired of playing metric games that look good in reports but hurt performance where it matters. If you've struggled to explain why certain KPIs feel off in a Lean environment, you'll walk away with clear examples and a smarter alternative to measure what actually matters.
Business unplugged - Menschen, Unternehmen und Aspekte der Digitalisierung
If inspection is the bottleneck in your shop, you're not alone—and this episode might just be your blueprint for breaking through it. We sat down with the team behind MAESTRO, the latest release from Hexagon's Manufacturing Intelligence division, to explore how a complete reinvention of the coordinate measuring machine (CMM) is shifting quality control from a necessary evil to a productivity enabler. MAESTRO isn't just faster or sleeker—it's smarter. Built from the ground up with the realities of today's shops in mind, it tackles challenges like workforce shortages, inconsistent programming skills, and disconnected systems. With Shawn Thelen and Jörg Deller from Hexagon joining us, we get into how this all-digital, automation-ready CMM uses no-code software, digital twins, and smart integration to become a seamless part of the production process. We loved hearing how Hexagon developed five key user personas to design MAESTRO for real people—not just ideal conditions. Whether you're a seasoned metrologist or a machine operator cross-trained on quality, this system aims to make measurement intuitive, reliable, and lightning-fast. And if you're on the road to lights-out manufacturing, the implications are huge. With real-time MES integration, remote diagnostics, and even the ability to support automatic offset corrections, MAESTRO isn't just measuring—it's making decisions. For shops serious about throughput, this episode shows how smart metrology can finally keep pace with the rest of your operation. Segments (0:00) How Hexagon is turning quality into a power play (3:31) Introducing today's guests(s) and topic (5:57) Stationary metrology vs portable metrology (6:25) Why CMMs haven't evolved—and what Hexagon is doing about it (10:02) Building MAESTRO around five real-world user archetypes (13:06) Voice-of-the-customer feedback and shaping product features (15:15) Real shop struggles: why CMMs feel like a "necessary evil" (22:06) MAESTRO's digital twin and no-code environment explained (27:08) How MAESTRO integrates with MES and enables smart automation (28:46) OEE, bottlenecks, and the role of metrology in real ROI (32:25) MAESTRO in practice: speed, feedback, and the smart machine eye (36:36) Getting closer to lights-out: standard protocols and future-proofing (39:50) Where and when you can see MAESTRO live Resources mentioned on this episode Connect with Shawn on LinkedIn Connect with Jörg on LinkedIn Follow Hexagon Manufacturing Intelligence on LinkedIn Learn more about MAESTRO Connect With MakingChips www.MakingChips.com On Facebook On LinkedIn On Instagram On Twitter On YouTube
Esto es un extracto de la Tertulia de AutoFM que se emite cada jueves en Onda Cero Comentamos cómo ha afectado el apagón a la industria española, especialmente a la de la automoción y detalles sobre el rearranque de las fábricas de coches en España. • Parón industrial masivo tras el gran apagón en la Península • El corte eléctrico del 29 de abril dejó sin suministro a España y Portugal, forzando paradas de emergencia en refinerías (Petronor Muskiz, Repsol Tarragona, Cepsa/Moeve) y activando antorchas de seguridad con visibles columnas de humo. • Las plantas siguen detenidas y no hay fecha de reactivación; el impacto económico aún no se ha podido cuantificar. • Automoción: más de 4 000 vehículos sin producir y líneas paralizadas • Ford Almussafes, VW Landaben, Seat Martorell, Ebro Factory y otros centros detuvieron todas las cadenas a las 12:30 h; generadores propios no cubren la demanda total. • Fabricantes evalúan añadir turnos de fin de semana en mayo para recuperar atrasos; de momento se descartan ERTE y se aplicará bolsa de horas. • Efectos en siderurgia, química y proveedores • La siderúrgica Celsa y firmas petroquímicas de Tarragona interrumpieron operaciones de alto consumo energético. • Proveedores de componentes de automoción y otras grandes industrias también frenaron producción a la espera de restablecer el sistema eléctrico. • Sector farmacéutico y pymes: resiliencia parcial • Multinacionales como Grifols y Boehringer mantuvieron actividad gracias a grupos electrógenos; patronales aconsejan priorizar comunicaciones y seguridad con generadores propios. • El incidente revela la vulnerabilidad del tejido productivo ante interrupciones súbitas y la dificultad de reiniciar plantas complejas. • Riesgos sistémicos y contexto • Red Eléctrica investiga la causa del colapso; la dependencia de renovables y el papel crítico de la nuclear vuelven al debate. • El apagón llegó días después de que Repsol alertara de un gran fallo de suministro en Cartagena, subrayando la necesidad de planes de contingencia energética. 1. Activación del Plan de Contingencia y Comité de Crisis 1.1 Inmediatamente después del blackout, convoque al Comité de Crisis (Dirección de Planta, Mantenimiento, EHS, Calidad, IT/OT, Producción, Utilities). 1.2 Compruebe que el Manual de Plan de Contingencia Eléctrica (versión vigente) esté a mano en sala de Control. 1.3 Designe a un Coordinador de Re-arranque que centralice la comunicación con el Centro de Control Eléctrico (REE o distribuidora local) y con los responsables de área. 2. Aseguramiento inmediato de la seguridad operacional 2.1 Verifique que todas las líneas se encuentran mecanicamente bloqueadas (paros de emergencia, enclavamientos de prensas, robots en posición segura, válvulas neumáticas cerradas). 2.2 Confirme la activación de UPS y grupos electrógenos críticos (servicios contra-incendios, servidores MES/ERP, iluminación de evacuación). 2.3 Realice un pase de seguridad por todas las áreas de alto riesgo: soldadura robotizada, cabinas de pintura con compuestos volátiles, pits de prensas y fosos de catforesis. 3. Evaluación del estado de suministro y calidad eléctrica 3.1 Reciba confirmación oficial de la energía de retorno (grid OK). 3.2 Revise parámetros de calidad: tensión (±5 %), frecuencia (49,8-50,2 Hz), THD (0,95). 3.3 Realice pruebas de carga gradual en CCMs secundarios antes de energizar MCCs de proceso. 4. Inspección eléctrica y de utilidades internas 4.1 Compruebe interruptores de potencia, fusibles, barras y tierras en subestación 30/6 kV y celdas de media tensión. 4.2 Inspeccione transformadores de distribución: nivel de aceite, temperatura y ΔP en bombas ONAN/ONAF. 4.3 Verifique arranque secuencial de compresores de aire, grupos de refrigeración, calderas y HVAC de cabinas. 5. Revisión de equipos de proceso y sistemas de control 5.1 Realice checklist mecánico-eléctrico en: • Prensas Transfer & Tandem: nivel hidráulico, enclavamientos, finales de carrera. • Robots soldadura: home position, circuitos de agua/glycol, pinzas. • Catenarias de pintura: tensiones de cadena, sensórica de posición. • AGVs y EMS: estado de baterías, comunicaciones Wi-Fi/5G. 5.2 Reinicie secuencialmente PLCs y Safety-PLC; valide checksum de programas y tiempos de ciclo. 5.3 Arranque servidores MES, SCADA y dispositivos IoT; compruebe sincronismo con ERP; habilite interconexión EDI con proveedores Just-in-Time. 6. Pruebas en vacío y con “racks testigo” 6.1 Ejecute “dry-run” de cada línea (sin piezas) para observar vibraciones, paradas inesperadas o alarms críticas. 6.2 Introduzca racks testigo (carrocerías dummy, bastidores de tren motriz) y realice el primer First-Off controlado por Calidad. 6.3 Liberación gradual: Soldadura > Pintura > Montaje final > Pruebas de pista interna. 7. Validación de Calidad y recalibración de procesos 7.1 Dimensional: pase de carrocería por CMM y láser gap-flush; tolerancias ISO 8062/8015. 7.2 Pintura: ensayo de espesor (μm), adhesión (cross-cut), brillos (GU) y cabina clase A. 7.3 Powertrain: correas de rodaje y dinamómetro en banco EoL; correlación con SPC histórico. 7.4 Ajuste fino de parámetros si se detectan derivas >1 σ respecto al CP/CPK nominal. 8. Reactivación de logística interna y externa 8.1 Reinicie kanban y milk-run; notifique a proveedores Tier 1/Tier 2 el ETR (Estimated Time to Resume). 8.2 Verifique que almacenes automatizados (AS/RS) y shuttle conveyors funcionan con inventario correcto. 8.3 Establezca plan de recuperación de volumen: horas extras, turnos de fin de semana, line-balancing temporal. 9. Comunicación y reporting 9.1 Informe interno a Dirección y casa matriz: duración de parada, líneas afectadas, producción perdida, OEE estimado, coste preliminar. 9.2 Parte a autoridades laborales/regionales si procede (>4 h de parada o activación de plan de emergencia). 9.3 Comunicación transparente a clientela OEM (si planta de componentes) o red comercial (si planta vehículo completo) con nuevo week-plan de envíos. 10. Revisión post-evento y acciones de robustez 10.1 Reunión “hot-wash” 24 h después: listado de incidencias, MTTR, piezas dañadas, mejoras de mantenimiento predictivo. 10.2 Actualizar Plan de Continuidad de Negocio: • Capacidad mínima de back-up (generadores diésel >20 % demanda pico). • Protecciones de sobretensión y almacenamiento energético (BESS). • Prácticas ciberseguras OT-IT (segmented VLAN, firewalls, backups off-line). 10.3 Programar simulacro anual de pérdida total de red para verificar tiempos de respuesta y ajuste de roles. Todos los podcast: https://www.podcastmotor.es Twitter: @AutoFmRadio Instagram: https://www.instagram.com/autofmradio/ YouTube: https://www.youtube.com/@AutoFM Contacto: info@autofm.es
www.iotusecase.com#GenAI #SmartManufacturing #PredictiveMaintenance Special episode recorded live at Hannover Messe: Together with Scott Kemp from SoftServe, we take a look at real industrial projects – including use cases from SCHUNK, Continental, and NVIDIA. The focus: smart data infrastructures, predictive maintenance, and practical AI applications on the shop floor.Podcast episode summaryHow can smart maintenance, AI, and global IoT infrastructures be put into practice – despite labor shortages and complex machinery? Scott Kemp, Head of Manufacturing Services, EMEA, at SoftServe discusses these challenges with Ing. Madeleine Mickeleit, sharing insights from projects with SCHUNK, Continental, and NVIDIA.SoftServe demonstrates how scalable IoT backbones and AI applications deliver real value – for example, an AI assistant at Continental that reduces MTTR and boosts OEE by 10%. With SCHUNK, SoftServe co-developed an IoT backbone spanning the entire machine portfolio, enabling end customers to perform maintenance with the help of assistive functions.This comes to life in the practical example from OptoTech: Product Owner Vineeth Vellappatt offers a look into an AI-supported grinding process on the SM80 machine – including error detection, parameter analysis, and concrete recommendations for action.Technologically, SoftServe combines structured sensor data with unstructured knowledge (e.g. SOPs), embedded into a RAG model for fast information delivery – implemented across Microsoft Azure, NVIDIA Omniverse, AWS, and more. Standards like OPC UA and Unified Namespace lay the foundation for scalability.At the core: compensating for knowledge loss, empowering new workers, monetizing services – and turning AI from a buzzword into productive reality. SoftServe follows practical frameworks like “Double Diamond Thinking” and Proofs of Technology instead of just POCs. The episode kicks off with a short impulse from Onuora Ogbukagu (Deutsche Messe AG).-----Relevant links from this episode:Madeleine (https://www.linkedin.com/in/madeleine-mickeleit/)Scott (https://www.linkedin.com/in/scottkempmba/)SoftServe (https://www.softserveinc.com/en-us)SoftServe Assessment (https://azuremarketplace.microsoft.com/en-us/marketplace/consulting-services/softserveinc1605804530752.digital_shopfloor_rapid_2_days_assessment-preview?tab=Overview&flightCodes=6871e3e649584bd2862e2c7a0f379bd5)OptoTech Lösung (https://www.optotech.net/en/product/detail/sm-80-cnc-tc~op25967)Jetzt IoT Use Case auf LinkedIn folgen
"The power before was in the hands of those having the information, the power in the future will be in those giving the information."In this podcast, Alexandre Saagian, Senior Manager at Accenture, discusses the convergence of digitalization and operational excellence in industry. The conversation explores the current trends, challenges and opportunities of digital transformation for industrial companies. Alexandre focuses on the importance of balancing technological solutions with practical use and organizational considerations to ensure ensure quality management and a successful digitalization project.Hosted by Ausha. See ausha.co/privacy-policy for more information.
Our guest is Joern Steinbeck and we discuss his GenAI approach with LLaMA. Joern explains in the podcast how he uses the LLM for OEE optimisation and what he has learned.
On this week's EMBARGOED!, host Tim O'Toole and Miller & Chevalier's Melissa Burgess, with guest Don Pearce, currently a Senior Advisor with Torres Trade Advisory and a retired BIS Special Agent, discuss the role of BIS Special Agents in enforcement actions, plus updates to BIS enforcement policies, recent enforcement actions, and best practices for industry. Roadmap: Introduction The role of BIS Special Agents in enforcement actions (compared with the roles of other agencies like HSI or OEE personnel involved in reviewing disclosures) How to respond to outreach or a visit from a BIS Special Agent and related tips Providing tips and investigation leads when industry suspects a customer is attempting to divert products: When should industry approach BIS once it identifies red flags? What kind of information is useful? Thoughts about the 2022–present changes to BIS enforcement and voluntary self-disclosure policies, including September 2024 regulatory changes Highlights from the newest Don't Let This Happen to You Interesting features or lessons to learn from recent enforcement actions ******* Thanks to our guests for joining us: Don Pearce: https://torrestradeadvisory.com/team/donald-pearce/ Melissa Burgess: https://www.millerchevalier.com/professional/melissa-burgess Questions? Contact us at podcasts@milchev.com. EMBARGOED! is not intended and cannot be relied on as legal advice; the content only reflects the thoughts and opinions of its hosts. EMBARGOED! is intelligent talk about sanctions, export controls, and all things international trade for trade nerds and normal human beings alike. Each episode will feature deep thoughts and hot takes about the latest headline-grabbing developments in this area of the law, as well as some below-the-radar items to keep an eye on. Subscribe wherever you get your podcasts for new episodes so you don't miss out!
Matt Sobieski discusses the process of helping a manufacturing plant improve its performance by understanding the problem statement and 47 different analyzes. He suggests talking to the plant manager or head of operations to understand the biggest challenges, cost buckets, operational constraints, and capacity constraints. Diving into One of 47 Analyzes Matt explains more about the 47 analyzes, one of which is the cost of goods sold, breakdown, and margin analysis, which helps in understanding the cost structure of the plant. This includes examining production, backlogs, inventory levels, and other factors. In the case of an agricultural manufacturing company during the pandemic, the focus was on streamlining their ordering process to increase productivity. Matt also discusses the importance of understanding the big cost buckets, such as labor, materials, waste, and inventory management. He shares a case where a client had issues with their cost per unit, where they could not get their arms around their cost per unit. The data provided by the client was not high-quality, and it was difficult to differentiate between different lines. Matt shares a few ways to address this issue. Dealing with an Inflationary Environment In the current inflationary environment in the US, costs have been increasing, particularly labor costs. Consultants can help plants by asking questions and providing a fresh perspective to understand why material costs and overtime costs are high. This can lead to better scheduling and equipment utilization, which can help reduce costs and improve productivity. One example of this is an agricultural manufacturing plant where the plant manager was unaware of the importance of morning production meetings. By asking open-ended questions and being curious about how things run, consultants can identify areas for improvement. Overall Equipment Effectiveness Operations professionals should always have a plan for the day and recover from deviations when necessary. Asking open-ended questions and understanding the fundamentals of operations can help identify areas for improvement. One analysis that consultants like to use is the overall equipment effectiveness (OEE), which is a measure of overall equipment effectiveness. OEE is calculated by comparing the performance of different pieces of equipment and identifying areas for improvement. Matt goes on to explain how the analysis of OEE is defined and quality calculated. He stresses that it is crucial to calculate the correct OEE and quality first time, as not all units are produced correctly. It is important to ensure that the correct approach is taken when analyzing OEE data. Identifying Waste in Manufacturing Plants Matt discusses the concept of identifying waste in manufacturing plants, including the classic seven or eight types of waste. They highlight the importance of removing waste to improve efficiency and productivity. One such type is intellect, which involves people using their brain power inefficiently. To identify waste, they suggest using GEMBA (Go where the work is happening) to observe people and their actions. One example is an automotive plant that had a production cell with two operators, causing a lot of motion. To address this, they moved parts from one end of the line to the middle, reorganizing the path for forklift drivers. This resulted in faster unloading times for parts coming in and out of the area. Matt emphasizes the impact of simple things like moving parts to central locations and reducing the time spent on unloading parts and shares an example that helped eliminate waste and improve efficiency and productivity. The Importance of Fresh Perspectives when Addressing Issues in Supply Chains Matt shares an example of a company that had to print labels for products and then wait for them to be printed. To address this, they developed a Kanban system where labels were printed ahead of time for all SKUs, eliminating the need for waiting for labels. This solution was cost-effective and efficient, as it saved labor costs. He also discusses the importance of managing risk in supply chains, particularly during the pandemic. He highlights the importance of understanding the risk associated with individual suppliers, which can help in making informed decisions about ordering buffer stock, onboarding another supplier, or building capability in-house. Matt explains the importance of eliminating single sources of failure in manufacturing. He cites examples of poor performing plants and underinvestment in automation and offers suggestions on factors that need to be analyzed and used to understand what drives failures. Asset Management Analyzes The discussion moves on to asset management analyzes, such as make versus buy, capex, effectiveness, equipment and technology, and life cycle management, which are crucial for businesses to understand their costs and make the right capital investments. Capex is important in determining the cost of repairing a machine versus replacing it, especially in a constrained environment like manufacturing. Assessment utilization is also important, as it helps businesses optimize their equipment usage and preventive maintenance. For example, an aluminum manufacturing plant faced a bottleneck in its cold mill, which was fixed by running longer strands of the same material. This allowed the plant to maintain a lower OEE while maximizing asset utilization. About Matt Sobiesky As an independent consultant at McKinsey, Matt focuses on operations and capability building. He has experience working with clients struggling with cost reduction, capacity increase, or growth readiness. He has worked with a colleague who is known for his expertise in Lean methodology and has a network of manufacturing professionals eager to help them solve their biggest problems. Matt's passion for operations stems from his background in operations and his passion for helping clients improve their operations. He has worked with clients who are aspirational and want to be the best of the best, and he is eager to help them achieve their goals. Timestamps: 02:00: Understanding Cost Structures and Early Analysis 05:25: Challenges in Cost Bucket Analysis 07:05: Insights from Cost Bucket Analysis 10:06: Overall Equipment Effectiveness (OEE) Analysis 16:35: Identifying and Eliminating Waste 18:55: Supply Chain and Procurement Analyzes 25:34: Technology and Automation in Manufacturing 29:08: Asset Management and Capex Effectiveness 33:12: Matt Sobieski's Current Practice and Contact Information Links: LinkedIn: https://www.linkedin.com/in/matthewsobieski/ https://umbrex.com/resources/how-to-analyze-a-manufacturing-company/ Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.
In this episode of Manufacturing Hub, hosts Dave and Vlad sit down with Tom Hechtman, CTO of SEPAsoft, to discuss the evolution of Manufacturing Execution Systems (MES) and the future of AI in manufacturing. Tom shares his journey from being a systems integrator to co-founding SEPAsoft, and how the company has leveraged the Ignition platform to deliver a comprehensive suite of MES solutions, including OEE, SPC, and batch management.The conversation dives into the complexities of transitioning from integration services to software development, the challenges companies face with AI and machine learning in manufacturing, and the critical importance of clean data for effective AI implementation. Tom also introduces SEPA IQ, SEPAsoft's latest innovation, designed to simplify data acquisition and transformation, making AI more accessible to manufacturers. This episode is packed with insights on the future of automation, the role of MES in digital transformation, and practical advice for companies looking to scale AI solutions in their operations.******Connect with UsSeapasoftVlad RomanovDave GriffithManufacturing HubSolisPLC
In this episode, Executive Editor Theresa Houck tells you what topics we're covering in the next edition of The Journal From Rockwell Automation and Our PartnerNetwork magazine — our October issue. Our print magazine mails October 15, and our digital issue launches October 26. Learn about upcoming stories on: How to modernize plant operations. What's coming at the 2024 Automation Fair event. How to select edge computing technology for oil & gas operations. How to improve OEE through predictive maintenance. Why VFD cable choices & installation matter. And as always, get your family-friendly, silly Joke of the Day. Resources: To subscribe to our 4 print magazines (Feb., May July and Oct.), e-mail Anna Hicks at ahicks@endeavorbusinessmedia.com. Subscribe to our 4 digital magazines by visiting http://rok.auto/thejournal-subscribe. If you like “Automation Chat,” please leave us a 5-star rating and a review. Automation Chat is brought to you by The Journal From Rockwell Automation and Our PartnerNetwork magazine. Find us on LinkedIn. Find us on Facebook. Find us on X (Twitter). ** Named “Best Podcast” 3 Consecutive Years! 2022-2024 Apex Award of Publication Excellence.
How do you take a boutique doing a healthy $2m a year and transform it into an industry leader at $40m. In this episode of Climb In Consulting, Nick is joined by Mark Palmer, former Managing Director of OEE Consulting, to share his story of having done just that. Mark's journey is a fascinating one, but also one that nearly didn't happen. Had it not been for a chance meeting at a dinner party, Mark would have been on his way to McKinsey, and his story with OEE would never have begun. Fortunately for Mark, and for you listening, that chance meeting did happen and it led him on a journey to building OEE. A journey that he shares all of his advice, lessons, and learnings from in today's episode. This conversation is packed with value, from the importance of client focus and collaboration to fostering a culture where successes and failures are shared by the whole team. Get ready to unlock the secrets to building – and scaling - a client-centric boutique consultancy, as we explore: How Mark's unique background equipped him for success in consulting. The strategies Mark and his team used to achieve phenomenal growth. Mark's approach to building a thriving team environment as well as strong client connections. This episode has so much in it to equip you to build a thriving consulting career - be that within a consultancy or leading your own. Reach out to Mark: https://www.linkedin.com/in/markpalmeroee/ Books, magazines, and websites mentioned in the show: Create Space: How to Manage Time and Find Focus, Productivity and Success by Derek Draper I'm Ok, You're Ok: A Practical Approach to Human Psychology, by Thomas Harris The Strategy of the Dolphin: Winning Elegantly by Coping Powerfully in a World of Turbulent Change, by Dudley Lynch and Paul L. Kordis Blackbox Thinking by Matthew Syed
In this episode, we connect with Jim Toman of system integrator Grantek to explain the overall equipment effectiveness (OEE) formula, how to calculate it for a typical manufacturing line, how to apply the results to improve production operations, and why the long-standing OEE metric continues to be relevant in the age of new and advancing industrial optimization technologies.
Industrial Talk is onsite at SMRP 31 and talking to George Williams, Founder and CEO of ReliabilityX about "Resilient and Sustainable Reliability - People, Process and Systems". Here are some of the key takeaways from our conversation: Industrial innovations and trends with industry legend George Williams. 0:04 Industry legend George Williams joins Scott MacKenzie at SMRP 31 to discuss innovation and problem-solving in the industry. Empowering organizations for reliability and sustainability. 1:12 George Williams, Founder and CEO of ReliabilityX, discusses the importance of empowering employees for reliability success Scott MacKenzie agrees, highlighting the need for leadership guidance and training to build confidence and direction Empowering people, not just focusing on assets, is key to sustainable reliability improvement. George explains that organizational goals and business drivers are important to understand when addressing plant reliability, and that procurement's focus on cost savings can lead to lower quality and reliability issues if not managed properly. George provides an example of how a simple equipment failure can be caused by a people issue, rather than the equipment itself, highlighting the importance of understanding how people contribute to plant reliability. Improving manufacturing efficiency and OEE. 8:25 Scott MacKenzie and Speaker 3 discuss the importance of evaluating a manufacturing plant's capability and potential for improvement. George explains that their approach involves assessing the plant's design rates, conducting time studies, and providing solutions to exceed expectations. George shares a success story of evolving a manufacturing client's production from 3.9 million pounds to 4.9 million pounds in just 12 months, with no third shift or weekend shifts. The client's OEE (Overall Equipment Effectiveness) increased from 45% to 85%, with $3,000 in materials spent to solve a problem upstream in the plant. Industrial reliability and process improvement. 14:06 Scott MacKenzie and Speaker 3 discuss the potential for significant gain in a production line, with Speaker 3 highlighting the importance of sales and pressure on the plant to produce more. George shares a success story of reducing cost to produce by 24 cents on one line, despite pushback from leadership changes and egos getting in the way. George emphasizes the importance of focusing on people, processes, and systems for sustainable reliability. George's team at ReliabilityX is doing a great job, with contact information available on industrial talk and smrp.org. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation....
They discussed the role of OEE, the role of AI and how to measure success of AI projects. The Industrial AI Podcast informs you weekly about trends, people and ides in the space of Industrial AI. Thanks for listening. We welcome suggestions for topics, criticism and a few stars on Apple, Spotify and Co. We thank our partner Siemens **OUR EVENT IN JANUARY ** https://www.hannovermesse.de/de/rahmenprogramm/special-events/ki-in-der-industrie/ Article Wired https://www.wired.com/story/openai-buy-ai-chips-startup-sam-altman/ Contact Kevin Clark https://www.linkedin.com/in/clarkk/ We thank our team: Barbara, Anne and Michael!
Last month, MTD magazine visited RODIN Machining in Holland, a company that claims their entire customer process – from customer registration and work preparation to production and invoicing is almost 100% automated with sharp delivery dates. We went along to see what was behind this manufacturing utopia – it turns out that FASTEMS is a crucial factor in achieving this nirvana. By Rhys Williams About an hour north of Amsterdam in the town of Opmeer is RODIN Machining, a Dutch contract manufacturer that is said to be the first fully automated turning and milling company in the world. To achieve its incredible levels of automation, the company has fully embraced robotisation, self-learning software and artificial intelligence. This was the perfect setting for RODIN and FASTEMS to host an Open House event to demonstrate what can be achieved with the visionary application of leading technology. Along with 300+ guests and dignitaries, MTD magazine couldn't wait to take a look around! A start-up business like nothing ever seen before, RODIN is aptly named after François Auguste René Rodin, the 19th century French sculptor who is considered the founder of modern sculpture. An artist with a craftsman-like approach to his work with a unique ability to model complex shapes - the parallels between the artist and the Dutch company are not coincidental. To celebrate the opening of the new facility, the company was presented with one of Rodin's most famous sculptures, ‘The Thinker'. And this is where the story starts…. The Thinkers and the Drinkers Founded by Gem Bot, Dennis Oud, Paul Mooij and Ruud Appel, the expertise of the entrepreneurs resides in software and data engineering and subcontract sheet metal manufacturing. As owners of a successful sheet metal business, the entrepreneurs asked why the sphere of machining had yet to reach the levels of end-to-end automation found in the sheet metal industry. The concept was borne, and the entrepreneurs set about turning the idea into a reality. Coming at the challenge without machining expertise provided a fresh approach that was met with an element of bemusement at EMO 2021. The team laid out their vision and spoke to several exhibitors at the show – and the vision of an automated factory was met with an almost dismissive condemnation. The entrepreneurs presented their plan to Mazak at EMO and confirmed that if they would support RODIN's journey, RODIN would buy their machines. As RODIN Director Ruud Appel tells MTD magazine: “We wanted to create an autonomous factory without people and only robots. Everyone told us that it wasn't possible, but we wanted to stretch the bounds of what was possible. So, we started gathering a group of leading suppliers like FASTEMS in CNC automation and asked them searching questions – ‘Have you thought about doing it like this?' and ‘Why do you always do it like that?'. We wanted to know why everybody thought that historical processes were the only way to proceed. We really wanted to change the mindset.” Without a customer base or a factory to work from, RODIN decided to take the ‘leap of faith'. “We needed machines that were as versatile as possible and we needed FASTEMS to create the integrations and automation with cutting tools, tool data, workholding, grippers, chucks and software like ERP and CAD/CAM. RODIN and FASTEMS worked together to calculate how to get the most machines into the factory space and create the optimal workflow. There were many iterations and when we were settled upon a final design layout, we set about building the factory and teamed up with our partners to realise the project.” “We are all about partnering. We needed machines, automation, robots and software – and software and database integration was one of the most important things,” says fellow director Paul Mooij, who is truly superb with software, AI, data management and creating one big loop. “FASTEMS, Mazak and our other partners have done this hundreds of times before – but we wanted to make it smarter than ever before. Smart in a way that all systems communicate with each other. We have only improved upon the existing tricks, not developed them. Along the way, we were met with a lot of ‘you can't do that', ‘that is not possible' and ‘it's always been done like that'. Our team and our partners agreed that every time we heard those negative phrases, the perpetrator would have to buy the drinks. A lot of people bought beers –which usually yielded solutions, and we managed to change the mindset and have the project delivered.” How it works According to RODIN, the process is as simple as signing up as a customer online and then uploading your part design. Talking us through the system, Ruud says: “Customers can upload their 3D design and a PDF file with the tolerances 24/7 and then select material type, quantity and delivery date. A quotation will be delivered in 30 seconds. Upon quotation approval, automated manufacturing starts immediately. Your project is put into the ERP system and as automated as possible, it is turned into machine and robotics programs by the CAM engineers. There are limitations on part sizes, and we typically produce volumes from tens to thousands – but that is it. We are not about shaving seconds off volume production, but creating a steady high-mix flow that will run 24/7 unmanned. While a typical CNC machine runs 1500 to 2000 hours a year, the FASTEMS logo says ‘8760' referring to the hours in a year – and that is where we want to be with our spindle hours.” As a start-up, RODIN already works with a wide variety of clients in the construction, machine building, coachbuilding, furniture manufacturing, shipping, automotive industry and petrochemical industries. The components are as diverse as you could imagine, producing everything from simple to complex with a huge volume, material and dimensional mix. What's on the shop floor Factory construction only started in September last year with rigging for the machines commencing in January 2023. Now, the new shopfloor has a state-of-the-art FASTEMS Agile Manufacturing System (AMS) running down the centre of the factory, capable of highly autonomous production in advanced milling and turning applications. Material is purchased in pre-cut billets and manually loaded to pallets that have jig plates to accommodate different-sized billets. The pallet then enters the AMS where material is stored until it is called by Fastems' Manufacturing Management Software (MMS) as part of a production order. The FASTEMS system will then determine which machine is available and then deliver the raw material pallet to it while set-up changes are completely automated. Discussing this, Ruud adds: “We have to have human interaction while creating the CAM file, loading/unloading the AMS and also pre-setting the cutting tools – but more than 90% of the process is automated.” Once parts are programmed with CAM software, they are dropped into the FASTEMS MMS that will automatically generate a production plan based on order due dates, inventory balance or recurring batch runs to ensure the timely delivery of parts. The MMS forecasts the optimised production workflow, days in advance by preparing resources to minimise machine waiting times and WIP. The MMS also provides real-time production monitoring, tracking key performance indicators from OEE, machine tool utilisation and available resources. Once the CAM programme is in the MMS and the billets are loaded, the parts are then scheduled for production. When called, a pallet capable of holding up to 1000kg will travel through the 512 pallet FASTEMS AMS to one of the machining cells. The AMS is configured with a two-machine milling cell on one side of the AMS and a two-machine turning cell on the other side. The milling cell incorporates two 5-axis Mazak Variaxis C-600 machines that receive components from a robotised part-loading cell: the universal smart fixture devices are automatically prepared and delivered by another robot to the Variaxis machines to eliminate human interaction. The cell has a complete range of SCHUNK robot grippers that are automatically changed depending on the workpieces being scheduled and delivered to the machine. You would typically think that this level of automation has everything covered, but it doesn't end there. The system is capable of automated re-gripping for flipping the parts over from OP10 to OP20 – before re-entering the machining cell for complete 6-sided machining. Of course, RODIN doesn't want to have an operator manually inspecting the parts, so intermediate probing and adjusting the finishing pass is typically part of the cycle. Once the part is completed, it is returned to its pallet. When the pallet is full, it is returned to the FASTEMS AMS where it will reside until its scheduled delivery date. Like always, the cutting tools must be monitored and changed with optimal frequency. Here, RODIN opted for a fully integrated tooling solution where the Variaxis' 30-position ATC acts as a short-term buffer and the robot proactively loads/unloads tools from an 800-position long-term storage unit that is part of the FASTEMS AMS. Once tools have reached their designated machining hours, they are automatically moved to a tooling station where they are manually removed, replaced, re-set and re-installed for the robot to collect new tools. On the opposite side of the FASTEMS AMS is a two-machine turning cell with Integrex i-350H S turning centres supported by a FANUC robot. Configured slightly differently from the milling cell, the robot runs between the two machines loading/unloading components, cutting tools, interchangeable chuck jaws as well as its different gripper configurations to produce a wide array of parts. The cell will also automatically machine soft jaws to accommodate pending jobs. Whilst the FASTEMS AMS at RODIN currently has a two-machine turning cell and a two-machine milling cell on each side of the AMS, the system has been configured for RODIN to add four additional machines on each side. With the next phase of ordering machine tools set to commence in 2024, RODIN will determine the type and size of Mazak machines to add to the FASTEMS AMS based on its clients and workload – all of which is being continually monitored by the ingenious FASTEMS MMS software the company utilises. Whilst the four entrepreneurs remain tight-lipped about the future of the business, not wanting to divulge more than the obvious plans for filling the Opmeer facility to its capacity of 12 machines that will run virtually unmanned 24/7 – it is evident that RODIN has sculpted a blueprint for automated success with FASTEMS that is completely scalable. In the next issue of MTD magazine, we speak with FASTEMS Sales Director for EMEA, Leigh Tricklebank to discover what the pain points are for subcontractors – and how to overcome them.
This week's guest is John Abplanalp. Ron and John discussed all things productivity, including OEE, engaging employees, and more. An MP3 audio version of this episode is available for download here. In this episode you'll learn: John's favorite quote (4:11) His background (5:37) How they approach OEE (13:51) Reducing the national debt through exporting (20:43) Engaging employees (23:31) Finding the obstacles and bottlenecks (25:55) John's take on AI (28:06) Practical tips for leaders (30:08) Podcast Resources Right Click to Download this Podcast as an MP3 Get All the Latest News from Gemba Academy Our newsletter is a great way to receive updates on new courses, blog posts, and more. Sign up here. What Do You Think? How do you increase your own productivity?
Do you want to know how effectively your system delivers value to its customers? What are your measures for availability, productivity, and quality telling you?Join us as PMI Director Consultant Barry Byrne talks about OEE, and highlights the significance of having a robust data collection process, which allows for a better understanding of the “six big losses” when output isn't as expected or on schedule.Want to know more about this topic? Check out these related resources:Podcast: System Transformation Using TPM On-Demand Webinar: Black Belt Tools with a Kick Video: Using the Kano Model to Listen to Your Customer More from PMI: Learn, share, and thrive at PMI's Goals to Results Conference on 25th September 2024.Register your interest for more information and to access early bird bookings. Dive into our Knowledge Hub for more tools, videos, and infographics Join us for a PMI LIVE Webinar Follow us on LinkedIn Take your improvement career to the next level with PMI's Lean Six Sigma Certifications - now available in two new and accessible formats, built around you. Explore On Demand >> Explore Distance Learning >>
More and more we seek brands and products to help us conserve energy, save money, and make a positive impact on the planet. Every purchase is powerful. ENERGY STAR Canada's Director of Program Support and Modernization, Burt James, joins episode 123 of thinkenergy to chat ways we can harness that power. From energy-efficient products to how ENERGY STAR programs help reduce greenhouse gas emissions, save electricity, and even improve the quality of our lives. Listen to the conversation today. Related links ENERGY STAR Canada: https://natural-resources.canada.ca/energy-efficiency/energy-star-canada/18953 ENERGY STAR Canada on LinkedIn: https://www.linkedin.com/showcase/energy-star-canada/ ENERGY STAR Canada on X (formerly Twitter): https://twitter.com/ENERGYSTAR_CAN ENERGY STAR Canada on Facebook: https://www.facebook.com/ENERGYSTARCanada/ To subscribe using Apple Podcasts: https://podcasts.apple.com/us/podcast/thinkenergy/id1465129405 To subscribe using Spotify: https://open.spotify.com/show/7wFz7rdR8Gq3f2WOafjxpl To subscribe on Libsyn: http://thinkenergy.libsyn.com/ --- Subscribe so you don't miss a video: https://www.youtube.com/user/hydroottawalimited Check out our cool pics on https://www.instagram.com/hydroottawa More to Learn on https://www.facebook.com/HydroOttawa Keep up with the Tweets at https://twitter.com/thinkenergypod ---- Transcript: Dan Seguin 00:06 This is Think Energy, the podcast that helps you better understand the fast changing world of energy through conversations with game changers, industry leaders, and influencers. So join me, Dan Seguin, as I explore both traditional and unconventional facets of the energy industry. Hey, everyone, welcome back. Did you know that your wallet can help you reduce your energy footprint? Energy efficient products have become powerful tools and conservation and energy reduction efforts as people around the world become more aware of the impact their purchasing choices have on the environment. Consumers increasingly want electronic devices and appliances that use less energy to help save money on their energy bills, create a more sustainable future for people and the planet and are less wasteful and subsequently reduce greenhouse gas emissions. More and more people want to do business with brands that are just as concerned about these things as they are and they're using their wallet to send that message. More than ever, we have come to realize the power our wallets hold, we are dictating what is manufactured and produced because of how we think about and use energy. Over the last few decades and perhaps this last decade in particular, more of us are concerned about our own impact and contribution towards climate change. Enter ENERGY STAR Canada, a voluntary partnership between the Government of Canada and industry to make high efficiency products readily available and visible to Canadians. Providing simple, credible and unbiased information so consumers like us can make well informed decisions in the US alone ENERGY STAR and its partners have reduced greenhouse gas emissions by 4 billion metric tons since 1992. And save the equivalent of 5 trillion kilowatt hours of electricity. You likely know and recognize and have Energy Star products in your home already. Its logo has become a trusted symbol, particularly in the appliances space, but there's a lot more that they do then you may not be aware of. So here's today's big question. In what ways can we harness the power of our wallets to make a positive difference for our planet and what other opportunities exist through programs like ENERGY STAR to lessen our impact on the environment, and even human health? Joining us today is Bert James. He's the Director of Product Support and modernization at ENERGY STAR from the Office of Energy Efficiency. Hey, Bert, welcome to the podcast. Bert James 03:10 Pleasure to be here. Dan Seguin 03:11 Now. Maybe you can start by telling us how the ENERGY STAR brand came to be and why it's become such a trusted symbol. Bert James 03:21 Thanks for the question, Dan. The Energy Star program was actually started in the early 1990s by the US Environmental Protection Agency, but was first brought to Canada in 2001. In an international partnership and our can through the Office of Energy Efficiency are the stewards of the program in Canada. It's a voluntary partnership between the Government of Canada and program participants to make high efficiency products, homes and buildings available and visible to consumers and businesses. The product program is probably the one that people are most familiar with. And it was the first member of the ENERGY STAR candidate family. There are more than 80 types of products available and 1000s and 1000s of products, we have over 1000 program participants in the product space alone. Later on in 2005. We brought in the ENERGY STAR for new homes program in 2017. ENERGY STAR for industry in 2018, Energy Star certification became available for commercial and institutional buildings. And how did it become such a trusted symbol, I think through consistent performance more than anything else, it's recognized by a strong majority, like more than 80% of Canadians know what that little blue star means whenever they see it. It's government backed, which I think gives it some credibility or at least I'd like to think so there are transparent and really strict efficiency specifications as well which makes the program reliable and the products themselves are subject to post market verification in that, you know, it's not just about what you say your product will do, but it's actually about how your product performs. So there are proven savings. The market is quite saturated I think with Energy Star products. In terms of a price comparison, there's no difference in Most product categories and by purchasing one provided that it fits your design style, you know, you're going to save money if you purchase an energy star product. Dan Seguin 05:08 That's very cool. Now, how does your rating system and our guide fit into this equation? Bert James 05:15 So the inner guide rating system does kind of dovetail with ENERGY STAR, but they are separate pieces. In the world of residential homes. There is an EnerGuide rating system that compares individual homes from an energy performance perspective against other homes and then issues a rating ENERGY STAR for new homes, by contrast, is actually a reflection of the energy performance as it relates to the building code. In the world of appliances. Energy Star has a certain technical specification or and I guess, to elaborate a little further on that each product must have a certain energy performance, whereas EnerGuide is more just a measure of that energy performance. It's not a standard per se. It's just a reading. Dan Seguin 05:59 Thanks for the clarification. Okay, but we're seeing a trend where the residential real estate industry is moving towards multi tenant construction. In Canada, two out of three homes built today aren't multifamily. And in Ontario alone, nearly 700,000 households live in condos. Now, does this present a challenge or an opportunity for the Energy Star program? Bert James 06:28 Well, I like to see everything as an opportunity then. So I would definitely put this into that category. I think the biggest challenge, if I may, is to kind of work within this situation where we find ourselves where we need to build more homes. I think there is a shortage of housing on the market. When we choose to build homes, we would like them to be as efficient as possible. And that's where ENERGY STAR can come in. From a certification standpoint. Many people live in multifamily homes now, or multi unit residential buildings or condo buildings. And of course, we encourage them all to use Energy Star products within their homes. But more broadly for whole buildings. We do have an Energy Star certification program for multifamily high rises in Ontario. It's a certification program for new construction that recognizes buildings that are at least 15% more efficient than those built to the provincial energy code and meet some other program requirements. But as we focus a lot on housing supply in this country, it is sometimes hard to talk about efficiency whenever we just need to get homes built. And so we you know, we see it as a challenge in terms of keeping energy efficiency in the spotlight whenever these homes get built, and also an excellent opportunity to promote the work that we do here within OEE. Dan Seguin 07:46 Okay, the ENERGY STAR is mostly known for residential homes and appliances. But you're also in the industrial and commercial space. What programs exist to help these sectors reduce greenhouse gas emissions? Bert James 08:02 This is a question where my answer might be long, I'm going to try and keep it as concise as I can. So there are a number of initiatives in both the commercial and industrial space. And I'll start with the commercial space energy star that has a tool called Portfolio Manager, which is a benchmarking tool. It's been with us this is actually the 10th anniversary this year is the 10th anniversary of the use of portfolio manager. And what Portfolio Manager allows you to do is measure your buildings performance as compared to other buildings that are in a similar class, it spits out a score and that score allows you to compare how your building will perform overall, in terms of reducing greenhouse gas emissions, a building that has a higher score consumes less energy and is more efficient in terms of keeping the heat in and so through the use of a portfolio manager a building owner can actually evaluate how their building performs as they construct it. But also if they were to do some retrofits to see how much better the building actually performs itself in the world of commercial residential or condo buildings. Portfolio Manager is obviously another tool that people could use but we also do have this pilot program in Ontario that does recognize buildings that are more energy efficient. So in the world of industrial players ENERGY STAR has two components. There is an energy star challenge and then a certification process. The challenge for industrial facilities is to reduce their energy consumption by 10%. Within five years, if you achieve this goal, you receive ENERGY STAR recognition and you can display the ENERGY STAR challenge for industry logo while 10% might not seem like a big achievement over the course of five years, the amount of electricity that some of the these facilities consumed is really quite substantial and a 10% drop in energy use can lead to some significant changes to the bottom line for these facilities. From a certification perspective, Natural Resources Canada recognizes the most energy efficient Canadian facilities with ENERGY STAR for industry certification. So industrial facilities located in Canada can earn the certification and display the energy star symbol. And it is done through an energy performance indicator that allows you to benchmark your facility's performance against those across Canada and the United States, it generates a score and those with the highest scores are eligible for certification. Dan Seguin 10:28 Okay, what makes ENERGY STAR certified buildings unique? Bert James 10:34 So ENERGY STAR certified buildings are, as I mentioned, in the residential space, the multi unit buildings they perform at least 15% better than the standard as described in the provincial energy code and ENERGY STAR certified buildings are just they are of higher energy performance. And you can feel it whenever you're in some of these buildings. And you can definitely see it through the control systems that are in place to manage energy within them. There are really some fantastic innovations happening in the building space with respect to heat and energy recovery. And these all help to improve the energy performance and ultimately improve the score through Portfolio Manager and that's what sets them apart is that they are higher performing buildings. You know, here in Ottawa, there are a couple of buildings that have recently been announced as net zero buildings whenever they are finally going to be built. That is the highest standard that we are looking at right now. But overall, you know, cut and dried, the difference between the ENERGY STAR certified building and one that is not ENERGY STAR certified is its energy performance. Dan Seguin 11:34 Burt, are you able to unpack for listeners, what is the process to being certified? Bert James 11:41 To be eligible for Energy Star certification, a building must earn a certain score through the ENERGY STAR Portfolio Manager access to Portfolio Manager is free. And I want to be clear that it does not require an engineering degree in order to operate it, it is something that a building manager can come in and use if it receives a certain score of 75. That means that it's operating better than at least 75% of similar buildings nationwide. So the entire process is done within the portfolio manager tool. Once you register for an account, you benchmark your building by using metered energy data. It's asking, you know, building operators for the data that they already have, which can be entered into the tool manually, or in some cases that can actually be automatically uploaded into the tool. Once you obtain your score. If it is 75 or higher, then you can submit an online certification application, have it verified by a licensed professional and then submit it to Natural Resources Canada, and then the last step for us is just to review that application. And if it is certified, the building receives an ENERGY STAR deckle to display on the building and also gets listed on in NRcan's online registry. Dan Seguin 12:50 Now I'm curious about your signature program, the Canada Greener Homes Grant. What can you tell us about it, and how retrofit factors into your work? Bert James 13:02 So the Canada Greener Homes Grant was launched in 2021. And I think in government time, that still makes it a relatively new program. It is obviously a program to incentivize home energy retrofits in the residential space across Canada. You know, the program itself was designed to improve the energy performance of home so there is a focus on improving the building envelope and also some of the equipment that exists within the home. When I say building envelope, I don't just mean you know the walls I also mean the windows and doors. And as it relates to energy star to be eligible for one of the grants, consumers or homeowners must install ENERGY STAR certified products into those spaces. There's also opportunities to add insulation to swap out furnaces for heat pumps and there are other aspects. So the retrofitting of homes is a very important factor for us as we work towards, you know, a net zero economy by 2050. The building sector accounts for a significant percentage of Canada's greenhouse gas emissions primarily related to space and water heating and retrofitting those buildings is an essential component of how we get to net zero energy star certainly plays a role in in supporting homeowners by putting high performing products in and ultimately can help us down the road of consuming less energy and reducing greenhouse gas emissions in cases where if you are heating with a natural gas furnace, having high efficiency Windows keeps that he didn't and you will burn less gas overall and reduce your emissions associated with it. Dan Seguin 14:40 Bert, more and more municipalities and communities are looking for ways to reduce costs and greenhouse gas emissions. What is the ENERGY STAR Portfolio Manager and who is the target audience? Bert James 14:55 So the Portfolio Manager is a free tool you know, it's run by the United States Ba, they are the ones that the custodians of the tool can have certainly modified the tool, you know, for our own context, the target audience for Portfolio Manager are building operators. And so they are the people who have access to the water consumption, the energy consumption, waste generation, all of those things come into the portfolio manager tool, and we, you know, we target our work towards, towards the building operators and the building managers to get their information into it, it is really quite something but we have more than 40% of all commercial space across Canada is already found in the portfolio manager tool, and that date that is increasing all the time. And we have some good news stories from provinces, municipalities who are actually mandating the use of the tool in order to demonstrate energy performance in their jurisdictions. So like I said, the tool itself is free, it is quite easy to use, and but it is targeted towards the people who actually have access to that information about how a building currently performs and how it operates. Dan Seguin 16:07 That's great, Bert. Now how does the federal budgets focus on energy and decarbonisation, the economy affects your work? Bert James 16:09 Well, it is my work in many ways. I mean, energy efficiency is a central component of how we get to net zero by 2050. I like to think that there are three pillars to this : decarbonisation, which is the actual, you know, elimination of fossil fuel build burning devices. There is electrification, which is the conversion of certain things to electricity from a fossil fuel device, but then there's also energy efficiency. And so the less energy that we can use in order to operate, you know, a building an industrial facility or a product to the easier it is to to electrify that, and ultimately here in the Office of Energy Efficiency, that's, that's our goal, we want people to use high performing devices, we have many success stories around this, you know, we the efficiency of a refrigerator built in 2023 is, you know, many multiples ahead of of a refrigerator built, you know, 25 or 30 years ago. Similarly, incandescent light bulbs are actually getting harder and harder to find, and at some point in time, they will likely be regulated out of existence. So you know, the energy is the lifeblood of our economy, how we use that energy and the efficiency with which we use that energy is, I think, going to be a major indicator of our success as we move towards a full decarbonisation of the economy and reducing our emissions from coast to coast. Dan Seguin 17:47 Now has the main social driver to buy Energy STAR shifted from energy saving, to, let's say, planet saving? Bert James 17:56 That's a very good question. And I would say, our focus is still on saving energy, all energy has a cost. And if we can reduce the amount of energy that we consume, then ultimately we are going to save some money along the way. In Canada, we have a very clean electricity generation grid. And so but there are certain jurisdictions where even within this country where we still burn fossil fuels in order to generate electricity, if we can consume less energy, we will burn less fossil fuels in those jurisdictions. But I would say that the focus for the Energy Star program remains on remaining within energy performance and saving money and through the savings of energy, ultimately, are we going to be saving the planet along the way, I'd like to think that we are contributing positively in that way. But for us here, the focus has always been on just increasing the efficiency of the products that we are responsible for and helping Canadians make smart decisions with respect to where they live, work and play. Dan Seguin 19:03 Got a follow up question for you, Bert. What trends are you seeing and what are you learning from consumers through their purchasing decisions? Bert James 19:12 We are seeing I mean, I think greener homes are an excellent example. To go back to that question. We have seen nearly a doubling of program participation in energy star as a result of the incentives that are available through the greener homes grant. So people speak with their wallet sometimes, and by putting Energy Star products into greener homes, we've seen a significant uptick in the purchasing of fenestration products or windows and doors within the ENERGY STAR space. You know, we are are very proud of what we've done in the lighting space in particular, because we you know, ENERGY STAR lighting at one point in time was it was LED lighting and I think before that it might have there might have been some other model But we have largely moved away from incandescent lighting entirely. So, you know, we see people who are interested in purchasing a product, the concern that we tend to hear from Canadians is around cost differential. So they might not want to purchase a product, even if it's going to save them energy if it costs more money. And this is where I really love the Energy Star program. Because if you're buying a ceiling fan, there's no difference in cost between an ENERGY STAR ceiling fan and another ceiling fan. And this is the same thing across products like televisions, computer monitors. And so people don't need much of a push in order to buy a more efficient product. The concern that they have is obviously if there is a cost differential, this becomes a bit more of a pressing concern whenever we start to talk about housing, because obviously we want people to buy high performance housing. But there's a limit to how much more people are going to be willing to pay for a high performing house as compared to one that might not be an ENERGY STAR certified new home. Dan Seguin 21:04 Okay, Burt, what role does ENERGY STAR have in achieving Canada's net zero emissions by 2050? Bert James 21:15 Well, I can give you the most recent numbers that I have in 2022. Alone, ENERGY STAR certified products saved enough energy to power over 320,000 homes for a year or the equivalent of removing 680,000 cars from the road. Improving energy efficiency contributes firsthand to reducing greenhouse gas emissions and is an important part of Canada's national approach to addressing climate change. The program supports Canadians in reducing energy consumption and improves efficiency across multiple sectors of the economy. The program assumes a multi pronged approach to advancing these environmental objectives from manufacturing, distribution and purchasing, obviously, as we have discussed residential housing both single family homes and multi unit homes promoting high efficiency and high efficiency performance in the commercial and institutional buildings and challenging industry to push efficiency even further. So I think ENERGY STAR absolutely has a role to play. It is an aspirational standard. But you know, through program participation, and through the work that we do with our various stakeholder groups, we have the power to leverage that brand to influence people to make good purchasing decisions that will ultimately lead them to, you know, reduce their energy consumption, reduce their greenhouse gas emissions, and and hopefully get us towards net zero by 2050. Dan Seguin 22:37 Now, let's move on from role to goals. What are some of your own internal goals with respect to net zero? Bert James 22:47 Well, you know, here in the Office of Energy Efficiency, Net Zero is sort of our shining star, it's the one that we're trying to work towards, we continue to push standards higher and hire on the regulatory side of things. To make products more and more efficient. Obviously, we can't push too far too fast. Because sometimes the products just don't exist to have an energy performance that we know where they need to be. And so we are constantly seeking opportunities to identify product types to improve the standards overall. I know we work in close and close contact with the US EPA who are developing new standards for ENERGY STAR for new products that are coming ahead. And so what we want to do is, is just, we want to do everything that we can to make sure that energy efficiency stays front of mind as we are making purchasing purchasing decisions that we're providing information to people about the importance of of energy efficiency, and really supporting what is a robust labor market for energy efficiency as well, you know, the greener homes, you know, to go back to that has really helped to incentivize the retrofit market with a focus on energy efficiency, I think we we should be very proud of jobs that are created the economic activity that gets created out of that because the environment and the economy are not distinct things, more and more they are becoming one of the same in terms of you know, addressing environmental challenges are is an excellent economic opportunity. And I think ENERGY STAR has a role to play in that space. Dan Seguin 24:25 Okay, time for a little bragging bird. What are some of Energy STARS or the office of Energy's efficiencies greatest accomplishments? Bert James 24:35 Well, I'll start with ENERGY STAR. Certainly, there are a couple of things that I wanted to point out too. One is that we will be sunsetting the ENERGY STAR requirements for most lighting products. This is to pat ourselves on the back Mission Accomplished story we brought in the ENERGY STAR standard, which was led lights and that standard has what was originally aspirational has now become the industry standard. And we are going to be decommissioning the ENERGY STAR standard because most products are built to it anyways, the overwhelming majority of lighting products that you find meet that standard. And so that's a very good news story for us. Similarly, the EPA has indicated that we will be decommissioning standards related to the performance of fossil fuel devices and burning devices such as furnaces or hot water heaters, because the technology for electric electricity or electric heating and cooling as well as electric water heating have advanced to a point where, you know, our focus is going to become improving that energy performance and, and getting away from consideration around fossil fuels in the world of commercial buildings. Another great story for energy portfolio managers, as I mentioned, is that approximately 45% of commercial buildings by floor space are benchmarked through this through the Portfolio Manager tool, you know, the more that we can get into Portfolio Manager, it's a bit of a game, right? So for building operators, you know, whether you are operating a school or a hospital, you know, a medical clinic, you can compare your facilities, energy performance against other facilities. And the more that we can put into Portfolio Manager, the better we understand the performance of our building stock and look at ways to that we can ultimately improve if I look at the Office of Energy Efficiency, certainly, you know, we've launched a number of very successful programs over the course of the years greener Homes has issued hundreds of millions of dollars worth of grants already, but something that I would like to to advocate for is that, you know, OEE also plays a key role of as regulator, so we have saved a lot of energy, and we've phased out some poor performing products such as light bulbs, but we use our regulatory role to support building operators to support industry to support manufacturers, and we have a couple of very well known products in enter guide, both the inner guide that shows up on your appliances and enter guide for houses. These are very well known and web and highly recognized programs. And nothing beats brand recognition whenever it comes to programs such as this. Dan Seguin 27:13 Lastly, Burt, we always end our interviews with some rapid fire questions. Are you ready? Bert James 27:21 Okay, I guess I'm ready as ready as I'll ever be. Yes. Dan Seguin 27:25 So what are you reading right now? Bert James 27:28 So I have to confess, Dan, that outside of work, I'm not a big reader. I tend to listen to podcasts. I'm an auditory learner. And so I love the podcast medium, what I'm listening to on podcasts right now, and a couple of things. I love current affairs. And so I listened to Current Affairs podcast quite a bit. Most recently, I, you know, kind of dived into a couple of different topics related to the use of artificial intelligence. And one that is, you know, I would say more of a guilty pleasure than anything else, which is just listening to interminable amounts of sports podcasts. So I, so I read all day, every day for work. And whenever I get to the end of my work day, I tend to turn that skill in my brain off and I tend to listen more than read. Dan Seguin 28:17 What would you name your boat if you had one? Or maybe you do have one? Bert James 28:21 I do have a boat. It is a canoe and the canoe's name is Worth My While. Dan Seguin 28:29 Who is someone that you truly admire, Bert? Bert James 28:32 Well, the first person that comes to mind is my mother. Of course, I am a mama's boy, if you can't tell from that statement. My mother is 80 years old, and could write a book on how to fit 25 hours into your day. She is quite incredible. You know, Dan, just to just take a step back, I work with the smartest group of people I've ever known right now. And I look around me and, you know, not just within the management community that I'm part of, but people up and down throughout this organization, I really admire their commitment to the organization, their commitment to the work that they do, and the dedication that they show. So I feel very fortunate to be a public servant, and particularly in the role that I'm in right now just to be surrounded by experts in their fields, both technical experts, policy experts and just leaders in the truest sense of the word. And those are the so if I had to say pick anyone to admire would probably be them. Dan Seguin 29:30 Now, what is the closest thing to real magic that you've witnessed? Bert James 29:35 Well, I actually had - and you can tell me after the fact that this is something that I am not allowed to talk about on the podcast - but I had something truly amazing happen to me about a week and a half ago. I was in Algonquin Park, and I was fishing and I ended up catching a fish and he decided that we were going to have it for lunch. And so in the process of cleaning a fish, I opened it up and a live baby snapping turtle fell out of its belly. And it was the most amazing circumstance that I think I've ever been part of. And if that's not a podcast, suitable material, I've got lots of other experiences. But I cannot get over how magical it was that I happened to be on that beach at that time and to liberate it. So we named the turtle Lucky. And we put the turtle into a safe space for a little while, then we went back and checked on him for a day or so. And then the turtle had disappeared and had gone off. We assumed greener pastures, but that is the closest thing to magic that I have ever experienced. You know, but if that's not a podcast, suitable material, I've got another example for you. Dan Seguin 30:49 Okay, now, as a result of the pandemic, many of us are guilty of watching a lot more Netflix and TV. What is your favorite movie or show? Bert James 31:01 So similar to my answer about what I am reading, I don't tend to watch a lot. I spend my day in front of screens and a good portion of my day on camera leading meetings, et cetera. The most recent Netflix show that I really got into was Ozark which was, which was a pretty, you know, dark and brooding show at times. But I found it quite compelling in terms of television. I tend to stick to sporting events, most of the time. That's where my interest lies. It's not that I don't enjoy television. It's just that for some reason, sitting in front of yet another screen, whenever I've spent a good portion of my day in front of screens, doesn't really resonate with me. Dan Seguin 31:48 Lastly, what's exciting you about your industry right now, Bert? Bert James 31:53 Well, I think there is an increasing amount of media attention being paid to energy efficiency, you know, not just from a technological perspective, because there's quite a bit of information in the news right now about heat pumps and the possibilities that heat pumps bring to reducing greenhouse gas emissions. What I think is really exciting about it is that it feels somewhat like a coming of age moment in that the world of energy efficiency has been creating jobs for decades. But more and more, I think people are starting to recognize the potential that this sector has from a research and development angle, you know, the potential job opportunities that it creates, and both the public and social benefits that come with energy efficiency as well. And so there does seem to be a recognition of what energy efficiency can bring to the economy. And I love talking about my work, not just with you with anyone who will listen, and I really feel like we are at a turning point, just because of, you know, some of the environmental challenges. I think climate change being the challenge of our generation, and just looking at the enormous potential that exists within this sector to make life better, measurably better for Canadians and for people around the world. Dan Seguin 33:18 If our listeners want to learn more about you or your organization, how can they connect? Bert James 33:23 So if you're looking for information about ENERGY STAR, if you go search online for ENERGY STAR Canada will bring you directly to our web presence. If you're looking for more information about the Office of Energy Efficiency, I would counsel people to do the same. I don't often direct people to our website. It's not something that you know, is going to wow you but there is a great amount of information in there really quite relevant information. It can help people find incentive programs within their own jurisdictions. It can help people learn about the products that they want to buy or are considering buying. And it can help greatly from an education standpoint to help people learn about the benefits of energy efficiency in their home and at their office. Dan Seguin 34:08 Well Burt, this is it, we've reached the end of another episode of the Think Energy podcasts. Thank you so much for joining me today. I hope you have a lot of fun. Bert James 34:18 I did. I did. How should I say this? It's nice to be on the other side of the speaker. I listen to a lot of podcasts, yours included, and I love to inform myself in this way and whatever I can do to promote my work, which I am intensely proud of. I am happy to do so. Dan Seguin 34:34 Cheers. Thanks for tuning in for another episode of the think energy podcast. Don't forget to subscribe and leave us a review wherever you're listening. And to find out more about today's guests or previous episodes, visit thinkenergypodcast.com I hope you'll join us again next time as we spark even more conversations about the energy of tomorrow
#LangzeitHistorisierung #Echtzeitanalyse #ITArchitekturwww.iotusecase.comIn der 110. Folge des IoT Use Case Podcasts tauchen wir tief in die Welt der MDA/PDA-Lösungen ein und erfahren, wie zwei Branchenführer ihre Kräfte bündeln, um Innovationen voranzutreiben.Folge 110 auf einen Blick (und Klick):[13:45] Herausforderungen, Potenziale und Status quo – So sieht der Use Case in der Praxis aus[24:55] Lösungen, Angebote und Services – Ein Blick auf die eingesetzten TechnologienZusammenfassung der PodcastfolgeSebastian Creischer von ICONICS und Maren Beckmann von ContiTech teilen in dieser Podcastfolge spannende Einblicke in ihre Zusammenarbeit. Als ContiTech eine fortschrittliche MDA/PDA-Lösung suchte, stießen sie auf ICONICS, ein Unternehmen, das für seine weltweite Präsenz und seine universelle Softwarelösung bekannt ist - von kommerziellen bis hin zu kritischen Infrastrukturen.Ein Schwerpunkt dieser Episode liegt auf der Datenaufnahme und -analyse. Durch lokale Pufferung und Komprimierung der Daten wird die Netzwerkauslastung minimiert. Die Datenanalyse, unterstützt durch Statistik und spezielle Formeln, ermöglicht es, wichtige Kennzahlen wie OEE oder CO2 pro gefertigtes Teil in Echtzeit zu berechnen. Maren betont die entscheidende Rolle von Key Usern, die nicht nur Daten analysieren, sondern auch komplexe Zusammenhänge erkennen und Probleme identifizieren. Sebastian hebt die Fähigkeiten von ICONICS in der Echtzeitanalyse und universellen Konnektivität hervor, während Maren die praktische Anwendung und Implementierung aus der Perspektive von ContiTech beleuchtet.---Relevante Folgenlinks:Sebastian Creischer (https://www.linkedin.com/in/sebastian-creischer/)Maren Beckmann (https://www.linkedin.com/in/maren-beckmann-013977209/)Madeleine (https://www.linkedin.com/in/madeleine-mickeleit/)Jetzt IoT Use Case auf LinkedIn folgen
This episode features the brilliant Patrick Brett. Patrick is a Digital & Data Analytics Engineer at Cognizant. With an engineering background, Patrick reveals how he started to branch into coding and data. He recommends how a business can focus on its data. How to store and display big data using cloud services as a starting point. He talks about how he developed an OEE (overall equipment effectiveness) process that allows the business to analyse the most common pitfalls of products and how they could improve to the process to reduce refunds etc.. He used Spotfire to visualise the data for the wider team giving them real data on the effectiveness of products within the business. Patrick talks about pulling together all his skills to develop the scoreboards app - real-time live scores for GAA matches. This a good episode for anyone looking to understand big data options and coding areas like web scrapping with python.
Who is Sorin?Sorin is CEO of SantinelaSantinela is an integrated Management Environment for production facilities, unlocking their full potential. It covers diverse functionalities specific to the management of production facilities, as a transversal platform designed by the workforce for the workforce.Key TakeawaysHow to help manufacturers improve their digitalization. 1:45The right process isn't it. 4:41Advice on how to improve your processes. 8:06Understanding the interconnectivity of processes and implementation. 11:53The importance of diversity in process improvement. 14:52Bringing people from the shop floor into the planning process. 19:30Valuable Free Resource or ActionFind out more about Santinela at www.Santinela.comA video version of this podcast is available on YouTube :_________________________________________________________________________________________________Subscribe to our newsletter and get details of when we are doing these interviews live at https://TCA.fyi/newsletterFind out more about being a guest at : link.thecompleteapproach.co.uk/beaguestSubscribe to the podcast at https://link.thecompleteapproach.co.uk/podcastHelp us get this podcast in front of as many people as possible. Leave a nice five-star review at apple podcasts : https://link.thecompleteapproach.co.uk/apple-podcasts and on YouTube : https://link.thecompleteapproach.co.uk/Itsnotrocketscienceatyt!Here's how you can bring your business to THE next level:If you are a business owner currently turning over £/$10K - £/$50K per month and want to grow to £/$100K - £/$500k per month download my free resource on everything you need to grow your business on a single page :It's a detailed breakdown of how you can grow your business to 7-figures in a smart and sustainable way————————————————————————————————————————————-TranscriptNote, this was transcribed using a transcription software and may not reflect the exact words used in the podcast)SUMMARY KEYWORDSdigitalization, processes, process improvement, factory, understand, people, organisation, important, problems, therese, roadmap, question, point, big, shop floor, continuous improvement, company, spending, talk, websiteSPEAKERSSorin Petcu, Stuart WebbStuart WebbHi and welcome back to it's not rocket science five questions over coffee. I'm here today with Simon Pesci. Sarin is the CEO of Centinela. They're a agency which is dedicated to making the manufacturing of efficiency greater and improving it through process improvement and using digitalization to do that. So I'm really excited about this, because this is something I've done in my past. So I'm really excited to welcome Soren today to the to the podcast, and sorry, welcome to It's not rocket science five questions over the coffee, which I have in front of me, I know you've got one as well. Excellent, excellent news. Well, I'm sorry,Sorin Petcuyou're enjoying a lot of stuff from my cup of tea, coffee, whatever.Stuart WebbYeah, whatever it takes to get through. Sorry, tell us a little bit about the sort of the customers you're trying to help with these with this great way of trying to digitalize some of the some of the work that's going on today and in process improvement.Sorin PetcuSo first of all, Stuart, thank you very much for having me. On today. So since 2003, I've been passionate about helping manufacturers to improve their manufacturing waste, let's put it like this. And after maybe 2005 2006, I started to see that there are lots of possibilities for digitalization in companies, and especially in the manufacturing businesses. And I've been working for different companies in food and beverage, so we are more specialised in food and beverage. And in 2016, I started to do consulting work. And I found out that food and beverage companies they were far behind, and they're still far behind in comparison to other to other industries, in terms of digitalization, digitalization is a very, very big word I would say. And what is happening is that manufacturers have some challenges, and they try to understand them. But to put in a very simple way, if you have a factory, a factory is like a black box, right. And if you look in, in the box, if you if you look at the box, you have inputs and your outputs. And in the box, if you don't understand it, as I was saying is a black box, you need to do something to be as efficient as possible to get those outputs the best way possible at the right time, the right quality, the right quality, you know the right quantity and stuff based on the inputs you get. So the challenges that they have, especially in this difficult and changing times is, I believe, to understand what they need to do to have the right digitalization. So how do you get from a process that is pen and paper in many, many factories and what we really want to do at something nela we really want to help manufacturers no matter the size, so there are small, medium or big. So the point is, how do you help them understand or generally they have a big problem to you know, to not look at the holes in front of the bike, but to look in the long term because they don't have time there are firefighting many times. And to think about how to optimise the processes, they have and digitalize them. This I believe are big challenges that they face in digitalization. Besides all the other challenges they have to face you know, with the inflation with Labour with whatever. So if we talk about digitalization, is about how you get the right processes, the right processes, not the wrong processes, digitalized and reliable Yeah,Stuart Webband that's the key isn't it? Sorry. And because I remember back in when I was one of the first companies I started was was was working with workflow technologies and we've talked about getting the right work to the right person at the right time. So so the problem that that many factories face. Is that right process, isn't it, which is the right process because you can pull a lever to digitalize a process which does not affect the if the efficiency of the factory does it you can, you can you can spend a lot of time and effort processing and working on a process which actually doesn't have as big an impact as you expect it to. So it is that right process, isn't it? And some, I would guess, of your customers have spent a lot of time trying to digitalize a process and then discovered it didn't have the effectiveness that they expected it to have.Sorin PetcuYeah, so the most interesting case I've I've seen many times in factories is that they tried to digitalize to digitise processes that are not, as you're saying that are not necessarily that important to the business. But most of all, they don't have the right processes in place, like the daily management system in a factory is critical. I call it the backbone of the factory. If if you don't have the right process in the in the shift, you know, the shifts, eight hour shifts, if you don't have the right meetings in the morning, if you don't talk about the right things in the morning, you know, the KPIs the actions from the day before the day the priorities of the day if you don't have the right processes and continuous improvement, right. What do you digitise you digitise some firefighting system, that will never give you the right results? So this is, I believe, the best example I have, and I've seen it in multiple multiple factories. So we go there to some basics of of management processes, let's put it like this.Stuart WebbYeah, yeah. And it is that problem of, of knowing, which is the right lever to pull, isn't it the growth lever, the big lever that you pull, which is the greatest growth lever for any, for any factory to improve its efficiency.Sorin PetcuFrom from our experience is that, you know, factories have systems like ERP warehouse management, quality system that they need for the for the whole, for their survival, and from a legal standpoint, and then they have the assets, right, they have the lines, and those lines have to produce in a reliable way. They also have the teams of course, that need to be trained, they need to know what they're doing, they need to have reliable processes, standardised work and stuff like this. So, in our experience, the biggest lever to improve efficiency and effectiveness, let's put it like this and productivity in a factory is by making sure that the lines and the assets run properly, and they produce the right quality product at the right time. And there you start with the holes with a whole package of methodologies for continuous improvement that you can of course apply and afterward digitise, right. But the biggest one I would say is the is the way the lines run the OEE, as general people call it, you know, but generally people call itStuart Webbso and I'm just gonna show on the screen now the your the link to your your company, LinkedIn profile. Now, there's some interesting stuff going on there. And then your website, or other any free piece of advice you have on the website that you can help people to understand exactly how they can make use of this obvious thinking, in order to get them to sort of understand that the way they should start to, to attack and to to approach these problems.Sorin PetcuYeah, well, we don't necessarily have these things on the website. But together with Leila, that was your that you invited last week, we were trying to make these messages come across to as many people as possible in the near future. But I would say if you want to improve your processes and digitise your processes, that's something along the way we think is the following. So first of all, don't think short term. So short term is you can cherry pick, but you won't see the whole stuff, you won't have the time to do a holistic approach. What is really important is to understand your problems, map your processes, understand your problems, create a roadmap, this is really important. There are some companies that you know, there are a pen and paper and they have some processes that sometimes are not the best one so they can be improved. And they're already thinking about deep learning AI but without necessarily understanding the full extent of all this. So Yeah, the way we think is, you know, you depending on the maturity, you must learn how to walk, then you must learn how to run, right. So understand your processes, understand and build your roadmap, talk to the people in their own your company, and the especially the ones that are impacted by the change, because fear of change and not not understanding the change can be a very big roadblock. And sometimes, you know, without any sustainable proof, so he's just about the feeling of people, right how they see the change. So afterwards, make sure that the roadmap is made in a pragmatic way, because your resources are limited, right? And take a look at what you were saying before about the things that mostly impact your business. But without you can cherry pick, but you can cherry pick from the roadmap, you don't cherry pick just to cherry pick, right? So and make sure that you plan the improvements, and that you have some way to track the success. And once you understand your needs, and you create your roadmap, only then you look for the suppliers that might help you. And one more thing, the suppliers, I would say that there's really two things very important about the suppliers, the hidden costs, sometimes are there. And the second one is get the supplier that can also help you not only from if we talk about digitalization, don't take a supplier that can only help you from an IP perspective. But also from a methodological aspect. It's goodStuart Webbpoint, I'm just going to show one point that somebody has pointed out on LinkedIn, which is a great point about changing the roadmap taking from your roadmap, which is thing. But there's a great comment that's coming in from Therese Batista, which is unless you understand the interconnectivity of the various processes, and proper implementation of change management, any change can lead to chaos. And as a really good point, because I do remember in one particular project in which I was involved in one company that I was involved with, for a while, the management decided to apply some some really interesting technology to one process. And all they did was made rubbish, effectively move, not rubbish knowledge move through the organisation much faster. I mean, I did say to them, I said, Look, I hate to tell you this, guys, I'm going to use a bad word, you just made the ship flow faster, rather than actually, rather than it clearing out what you should have done and actually get the right that these people had just just picked the wrong interconnectivity on various processes. And what they'd ended up with was a bigger mess that was now just flowing much quicker through the organisation. So it's really important. And Theresa makes a FIPS is picking suppliers to look at their understanding of compliance with ESG. That's really, really key, isn't it?Sorin PetcuAbsolutely. Absolutely. And I, again, talking about talking about things that that you have witnessed, I've also witnessed to SAP implementation some time ago, a long time ago. And I heard there was a consultant that was saying crap in crap out sorry for my word, right? So whatever you make sure you put the right data in there and without affecting the people that input the data, and also thinking about what's in it, about what they think you know, what's in it for me, because if you just asked me to put some numbers in, then it doesn't have my work. It doesn't help the digitalization process in any way.Stuart WebbSorry, news, there have been a particular book or something which has affected your thinking that you you'd like to share with with the people that are we're talking to at the moment, that would help them to understand some of some of what you're saying.Sorin PetcuYeah. So first of all, I would say that in order to have good digitalization processes, you must understand the continuous improvement process. If the organisations that, listen to us today, have the possibility to take to take a step back from the daily business, you know, and think a little bit about the continuous improvement roadmap that they'd like to implement. I think that some very good books would be TPM for process industries, which is, which is like, that was one of the first books I've ever read about, you know about TPM. It's really great. Then you have the Toyota way, which is also really good and it gives you but At one point here, it for both books. We are Europeans or from the US or certain things do not necessarily apply, as well as they would apply in Japan, for example, because we're not that. How do you say? Yeah, let's say that we have another way of thinking, right?Stuart WebbThe culture is different, isn't it? There's no point in pretending that you're right the process improvement is culturally dependent. You cannot employ process improvement in a culture, which is determined not to necessarily think in a particular way, Ken Yeah,Sorin Petcuexactly. But these two books they can give you hints about the steps to take. And you have to adapt them to the culture and to the into the company you're in. Right. So but these are two books that are really great. And the third one I've just started was white digital transformation fails. by Tony Sultana, I just have it in a document here. They this guy, I've just started it. So he's from Procter and Gamble, and Procter and Gamble, they are really well known in the industry for having some very good processes. So and I think that they've made it and they are making it the right way. Yeah. So I think that we can learn some things from theirStuart WebbSinem. I'm gonna throw in a question which is coming from the audience. So we can have a debate around this. But it's a question about how would you engage colleagues on equality, diversity, inclusion and belonging? What what do you think are important considerations for organisations to take into account to enable things like equality and diversity to get embedded during the sort of process improvement activities that you're, you're talking to your customers about? Wow, that's a long question. It's a it is a long, and we could talk for many hours about it. So let's,everybody by having a long debate, but I mean, the importance of diversity and equality are quite important in process improvement, because a lot of what you're doing at the moment can seem to disadvantaged people unless it's brought in so that people understand the change and understand how their part within it isn't. And bringing people along is a really important part of process improvement activities.Sorin PetcuSo all my life I've so one of my first one of my first credos, let's say in life is that I want to help people money comes, money comes if people are happy at the workplace, if they come to work, you know, liking the fact that they come to work that day. So, and in manufacturing, the manufacturing industry, the operator the technicians, the people on the shop floor, they are the ones that are really making the production happen, management is a supporting function. So, we do believe well, me and my colleagues, we do believe that equality and listening to people on the shop floor and making their lives easier and having good teams you know, that are motivated and happy to come to work. These are key to any digitalization and to any process improvement. Digitalization if it comes top down without explaining anything to the to the organisation will fail in probably more than 80 to 90% of the cases. So, diversity, inclusion belonging are really really important in all of this, but how do you engage? I would say I don't know if we can engage at the global level ourselves, but each organisation or small medium or big company, they should engage their colleagues you know, so, they should think that and operate operator is equal to a manager, you know, and their needs are equal. And moreover, a production line cannot run for the moment cannot run without an operator but it can run without the manager.Stuart WebbYeah, I have been involved in a number of change initiatives within organisations and the one thing that I nearly always advocate for where I where I where I can, I can help management to understand is to have people from the shop floor be involved in the planning process, because it's those people on the shop floor who have most understanding of where the changes will in fact impact on people. And, and I think that without bringing those people into the planning process and actually making the part of the team, you are going to be pushing against the forces, which actually, you can't understand from the boardroom, you don't understand. And actually having that person sort of tell you about where the real problems are, will enable you to make the the digital change so much easier, because you will actually be helping those people to make their lives easier and happier. And, and and, you know, sometimes that is about inclusion, sometimes it's about, it's about belonging. And I know that Theresa just made a great point that they have not given consideration to employ people with more skills. And and that's something that is part of this process as well, isn't it? It's bringing those people back into those skilled those skill areas.Sorin PetcuGreat points you both made, either in writing or verbally, I would like to add something here. So first of all, what is happening is that, you know, that you have I've seen over over time, two types of management in factories, yeah, top down. So basically, most of the decisions are taken at the top level of the factory, and the operators on the first line managers don't necessarily have any influence over the decision. But this is the not this is not the right or let's say the most successful, the most successful and the most inviting way of working. So in what we do at Santa nella, we try to invert this pyramid where operators team leaders, first line managers take most of the decisions. And we have, I have a great example from our of our customers that has implemented a ticketing module that we have with like, with a chat inside and people can work together. And just imagine that in over three is operators, with technicians, with team leaders with technical team leaders, they have worked on more than 100,000 tickets in a 150 person plant. Okay. So this is an extraordinary involvement of people in solving problems and the data, the the solutions, the problems, operators, know them, technicians know them. And most of the time, they also have the right solutions for the problems. Instead of getting an engineer like myself going there and creating, like the friends, they lose the night guys. So a guest station, right to solve a small problem. So these guys have a lot of experience, we should listen to them, and make sure that their lives and their opinions are respected.Stuart WebbGreat point. Listen, sorry, we could talk all afternoon about this. And I'm very conscious of keeping you away from doing something which I'm sure is really important in your business at the moment. So I'll bring it to an end. By asking you if there is a question that I hadn't yet asked you. Well, what would you have liked me to have asked you? And then obviously, you need to give us the answer to the question that you would have liked me to have asked you?Sorin PetcuWell, I would I would say that something really important to ask, but not necessarily myself, but maybe the manufacturers, I would have a question for the manufacturers, you know, in these in these really challenging times I was talking about the inputs, the inputs are getting more expensive, you don't find them at cetera, et cetera, right. So these are things that you can control up to a point. But every manufacturer is taken into account, the way that continuous improvement implemented a good continuous improvement programme, you know, what Lean Manufacturing, TPM, whatever, plus the digitalization, what implementing these things would bring to them in terms of resilience and come competitivity let's put like this. And this, I think that this is a question. Not that you haven't asked me, but I think that it's a pretty important question too, for manufacturers to think about maybe at the end of our session. So how have they thought about continuous improvement and digitalization? Have they taken these into account to help them get more competitivity and productivityStuart WebbBrilliant Sauron. Thank you so much. You know, I gotta I gotta finish by by thanking you for your time. Just to show one more comment from Therese, we what we're trying to do with this, in case you haven't guessed, guys, we're trying to remove the silos to give more exchange of information. Because for me, you know, removing silos in businesses is gonna lead to greater and I'm somebody who spends a lot of my time thinking about innovation. And one of the things that I find that too many companies think is that innovation is somehow just happens. Innovation doesn't just happen. Innovation happens to come from having conversations like this, potentially with sort of, you know, different viewpoints. And that brings together new ways of doing things. So I just love having people like sarin, come on and talk and give us their insights into things. Sorry. And thank you so much for spending a few minutes with us for talking about what you do at Santa nella, I would encourage you all to get onto the Santa nella website, which is here at Santa nella.com. And if you can't get on Santa nola.com, because your LinkedIn person, then get back to the LinkedIn website, which is Santa Ana, oh II on LinkedIn. And I really appreciate you, you coming on and spending a bit of time with us today. Sorry, if you're one of the people who comes on and listens to these things, please join our newsletter, where I send out an email which basically says who is going to be coming on, you can get details of that at HTTPS forward slash forward slash link the complete approach.co.uk newsletters, so that's link dot the complete approach.co.uk forward slash newsletter, go onto that website. And just subscribe to the newsletter. And you will get the notification coming and spending some time like people like Therese has done today. And being able to ask questions of our guests like sarin and future guests. Sorry, thank you so much for spending a few minutes with us really appreciate your insight. Love theSorin Petcupleasure, real pleasure to be with you. Thank you very much for the invitation. NoStuart Webbproblem. We could talk all afternoon and my coffee would go cold and I don't you need to get back to your job. Thank you so much for joining. Appreciate it.Sorin PetcuHave a great Day. Bye bye bye bye Get full access to It's Not Rocket Science! at thecompleteapproach.substack.com/subscribe
At the heart of The Prophets' vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here Supply chain operators are more likely to ask a superior for help or relay critical information to a colleague if it feels like shooting a text to a pal about where to grab dinner after the game. Truly connected workforce solutions combine accessibility and accountability by employing familiar tech (like iPads) with real-time performance tracking displayed throughout the workplace.In this episode of Supply Chain Prophets, Kevin Shayer of Allied Wire & Cable reveals some of the biggest successes and challenges he experienced shaking up the status quo and implementing QAD Redzone, a connected workforce system that ushered in a new culture and exceptional results. Themes discussed in this episode: Attracting newer generations to the manufacturing industry is a critical challenge for supply chain companies vying to stay relevant and secure talent. “Industry 5.0” means that companies need to add real value to the employee experience that results in engaging, fulfilling and meaningful work. Real-time dialogue between workers, managers, and leadership needs to happen consistently, and across all shifts in the manufacturing industry. Implementing connected workforce solutions sometimes means radically changing engrained workflows, which means change management efforts need to be unified and carefully orchestrated. Workplaces with high visibility performance tracking dramatically increase overall equipment effectiveness (OEE). Featured on this Episode Name: Kevin ShayerTitle: Vice President Operations and Supply Chain, Allied Wire & CableAbout: Kevin brings over 24 years of supply chain leadership experience to his role at Allied Wire & Cable, where he has helped to revolutionize their processes through implementing connected workforce solutions. Kevin has a background spanning multiple disciplines and a servant leadership style that motivates team members at all levels to achieve tangible results. Connect: LinkedIn Episode HighlightsTimestamped inflection points from the show[3:11] Texting FTW, LOL: Apple TVs displaying progress like a scoreboard, iPads at each station, and the ability to message co-workers at any level in a familiar way all create an environment that encourages authentic participation and meets people where they are. [4:35] Green bar, gold star, can't lose: Kevin's team emphasizes positive reinforcement by celebrating accomplishments through visible stats and addressing issues in real-time. [9:00] Checkered flags replace carrots: In addition to engagement and communication, Kevin credits the gamification of workflows for incentivizing productivity. “Everybody is competitive — our goal is to help everybody win,” he explains. [15:47] Collaborating and empowering: Democratizing dialogue with tools and language that Gen Z relates to, utilizing connected workforce...
In this week's episode, John Oskin, CEO of Sage Clarity Solutions, emphasizes the need to use OEE to identify losses and stratify them to determine their causes, recommends excluding planned maintenance from OEE calculations, and stresses the importance of real-time feedback and intelligent root cause analysis using AI and digital twin concepts. Oskin also notes that while AI is changing every industry quickly, there is still a human element required to understand and use the data. The biggest takeaway that John hopes listeners will take from the discussion is to start taking action today to advance their asset management digitization strategy.
Coming in at #25 is the Ferio Tego Elegancia. When Michael Herklots and Brendon Scott, formerly of Nat Sherman, launched Ferio Tego Cigars, a big part of the story was that Herklots and Scott had acquired the brands formerly owned by Nat Sherman International. The other side of the equation was that they would also be launching two cigars under the Ferio Tego name. Today we turn our attention to the Elegancia which cracks the Top 25. The Ferio Tego Elegancia comes from the Quesada Factory, a longtime manufacturing partner. The blend consists of a shade-grown Ecuadorian wrapper over a blend of Dominican and Nicaraguan tobaccos. The Elegancia comes from the Quesada's TABADEX factory located in the Dominican Republic. The Elegancia comes in one size - a 6 x 50 Toro. The Ferio Tego Elegancia delivered a mix of vanilla, cream, citrus, cedar, hay, earth, and mixed pepper. The cigar delivers a nice amount of complexity. It's a dialed-back cigar delivering mild to medium flavors countered by mild strength. It's perhaps the fact that this cigar is on the milder side which works in favor of the experience. This is Ferio Togo's first appearance on a Cigar Coop Countdown. It also is the first first-time company to land on the Countdown. For those keeping score, this is the second cigar thus far from the Dominican Republic to land on the 2022 Countdown. Full Report: https://wp.me/p6h1n1-oeE
Tune in as Martin Cloake, CEO of Raven.ai, the automated contextualization and OEE software for manufacturers speaks about #ai, #industry40, #manufacturing, #continuousimprovement, and #digitaltransformation
As the digital transformation of the process industries advances, innovative solutions are easing OEE pain points and making way for more flexible methods of applying OEE on an enterprise level. To learn more about how digital transformation is allowing manufacturers to extract new value from this tried and true metric, Keith Larson is joined by Joe Reckamp, principal analytics engineer for Seeq. Read the transcript: https://controlglobal.com/21437418
Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is "Augmented Lean Prelaunch." Our guest is Natan Linder (https://www.linkedin.com/in/linder/), in conversation with host, Trond Arne Undheim. In this conversation, we talk about the background of our co-authored book, Augmented Lean (https://www.amazon.com/Augmented-Lean-Human-Centric-Framework-Operations/dp/1119906008), a human-centric framework for managing frontline operations, why we wrote it, what the process has been like, the essence of the Augmented Lean framework, and the main lessons of this book for C-level executives across industry. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you like this episode, you might also like Episode 96 on The People Side of Lean with Professor Jeff Liker (https://www.augmentedpodcast.co/96). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Industrial revolutions are rarely chronicled as they are happening, but this industrial revolution will be. There is an ongoing shift in the way technology and workforce combine to produce industrial change, and it is happening now. We are lucky to be situated in the middle of it. And I personally feel fortunate that I was brought along for the ride. It has been a life-changing experience to realize the power and impact of living through a shifting logic of manufacturing and, perhaps more importantly, to realize that as excited as we can be about automation, an augmented workforce represents the best combination of the most important technology we have which is human workers themselves with the second best machines that humans create. The fact that making humans and machines work together is no trivial task has been pointed out before but documenting what happens when it does go well in the biggest industrial companies on the planet feels like a story that deserves to be told. Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Augmented Lean Prelaunch. Our guest is Natan Linder, in conversation with myself, Trond Arne Undheim. In this conversation, we talk about the background of our co-authored book, Augmented Lean, a human-centric framework for managing frontline operations, why we wrote it, what the process has been like, the essence of the Augmented Lean framework, and the main lessons of this book for C-level executives across industry. Augmented is a podcast for industrial leaders, for process engineers, and for shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Natan, good to have you in the studio. How are you today? NATAN: I'm great. How are you? It's been a minute. TROND: It's been a little minute for us. It's crazy with book launches. It takes a little out of you. And you are running a company in addition to that, so you had some other things on your plate too. NATAN: Yep, running a company and having a book coming is an, I don't know if an artifact, but definitely, company is a lot about changing the status quo. And the book tries to capture a movement. So I think they go along nicely. TROND: Yeah, Natan. And I wanted to bring us in a little bit and converse about why this book was written. Certainly, that's not my benefit. You brought it up to me. But what were we thinking about when writing this book? So I want to bring it back to way before I came into the picture with the book because it was your idea to write a book. What was on your mind? What were the main reasons that you thought I really want to write a book? NATAN: When I was coming up as an engineer...and my background, I'm not a pure manufacturing production type engineer, but I've been around it my entire career just because of the type of products that I've been involved with whether it's mobile phones, or robots of all sorts, 3D printers. So you get to spend a lot of time in these operational environments, shop floors, machine shops, and the like. And when we started working on Tulip, it was pretty clear pretty quickly that there's a moment that is emerging in operations that no one has captured the story. And this is back even; I don't know, maybe five or six years ago. We are maybe one or two years old, and I'm already starting to think about this post-lean, or classical lean movement that I'm sure is happening. That really is the genesis of the book in the early, early days. And fast forward to when we started talking, I think we got Tulip off the ground. But really, that was a platform to meet all those different people who helped operations transform digitally, whether it's all sorts of consultants, or academics who are researching operations, or business leaders, you know, tons of factory managers and the engineers that work with them, and the executive, so a whole bunch of people. And they're all basically talking about the same thing and the deficiencies in lean, the complexity of technology, and how they're trying to change, and it is so difficult. So I think that's a good description of the landscape before diving in to try and capture what the book attempts to capture. TROND: Yeah, Natan, I remember some of our early discussions. And we were dancing around various concepts because clearly, lean is a very broad perspective in industrial manufacturing focused on reducing waste and many other things. It's a broad concept that people put a lot of different things into. But I remember as you and I were thinking about how to describe this new phenomenon that we do describe in the book, we were thinking a little bit that a lot of these new influences come from the digital sphere. So there's also this term agile. There are some people who say, well, you know, let's just replace lean because it's an outdated paradigm. And I remember you were quite adamantly arguing that that's not the case. And this goes a little bit to the message in our book. We are in no way really saying that lean isn't relevant anymore. NATAN: On the contrary. TROND: Tell me a little bit about that. NATAN: A really simple way I think to frame it is that whether you're practicing lean formally or some variant of it, of lean, or Six Sigma, or some program that formalizes continuous improvement in your operation...and we're talking about frontline operations. We're talking about factories, and labs, and warehouses, and places like that. You are practicing lean because this is how the world..., even if you're not doing it formally; otherwise, you're not competitive. Even if you're in a bank or a hospital, you might be practicing lean. And that's where agile comes to the picture, and it was adopted widely by operations practice in general and pushed into areas that are not pure manufacturing. So, in a way, lean is a reality. Some organizations are more formal about it, some are less, but definitely, they're doing it. Here's the issue, and this is the main thesis of the book. When lean came about...and we know the catalyzing text. We know the teaching of Taiichi Ohno. We know about The Goal. We know about The Machine That Changed the World. And those are seminal texts that everybody reads. And we know about Juran and lots of great thinkers who thought about operations as a data-driven game, some from the school of thought of quality, some from pure operation research, some from how do you put emphasis on classic just-in-time, Kanban, Kaizen, all those continuous improvement things. But at the end of the day, all of that thinking, which still holds true, was not done when digital was top of mind, where data is everywhere, where people need to live in such data ecology. It was done, so to speak, in analog times. And it doesn't mean that the principles are wrong, but it doesn't mean they don't need to get augmented. And this is maybe the first time where this idea of augmentation, which, to me, augmentation is always about...I always think about augmentation from a people's perspective or an org perspective. It's just a collective of people. That's where it starts, and that's where we had something to say. So that's one aspect to think about. The second big one is actually very simple. It's kind of like; we heard ten years of industry 4.0 is going to change everything, and all we got is this lousy OEE graph. And that's kind of like a little tongue-in-cheek on we were promised flying cars, but we only got 140 characters. I mean, come on, stop talking about industry 4.0. It's like, who cares? If the tools and digital techniques and what have you is not adopted by the people actually doing the work, that then collectively, one engineer, another engineer, another operator, a team lead, the quality lead, and so on come together to transform their org, if that's not happening, then that's not sustainable transformation, and it's not very relevant. Again, augmentation. TROND: Right. And I think, Natan, that's where maybe some people are surprised when they get into this book. Because it would be almost tempting to dismiss us as traditionalists in the sense that we are not really going whole hog into describing digital as in and of itself, the core of this principle. So there is a little bit of a critique of agile as an idea that agile or using that as a kind of a description for all digital or digital, right? That digital doesn't change everything. And I guess I wanted to reflect a little bit on that aspect because I know that you, as a business leader now hiring a lot of people, we are spending a lot of energy bringing these two perspectives together, and it's not very obvious. You can't just take a digital person who is completely digital native and say, "Welcome to the factory; just do what you do. And because you do things better than everyone else, we are now going to adapt these factories." How do you think about that? In factories, you could conceive it as the IT versus OT, so operational technologists versus information technologists and the various infrastructures that are quite different when those two things come into play. NATAN: So my frame of reference is the most value...and it's a very engineery frame of reference because I'm an engineer at the end of the day. It's like, the most value gets unleashed when people truly change how they work and adopt a tool, and that's true for operations and manufacturing. But, by the way, it's also true for the greater business perspective. And a lot of people, when I talk to them about Augmented Lean, really take us to the realms of what is the future of work, and I think it's very timely. We're kind of in a post-COVID reality. Working remote has changed many things, working with data. Big ideas like citizen development, you hear them all over the place. And use of advanced platforms like the no-code/low-code that allow people to create software without being software engineers become a reality. So there's a much broader thing here. But if I focus for a second on what you're asking, the way I see it is when people truly change how they work, it means that they believe, and that belief translates into action, that the tool that they're using is the best way to do something. And they become dependent and empowered by it at the same time because they're not willing to go back to a state where they're not thinking and working with data, or back to the clipboard, or back to being dependent on an IT department or a service provider to give them some technical solution. People have become more self-sufficient. And it turns out that if you do that, and sometimes people would refer to that as you let people hack or go nuts in the factory floor or in whatever operational environment, that could be a concern to people, and that's a fair observation for sure. And that's where when you look at the book, when we were kind of constructing the framework we call Leader HG where HG stands for hack and govern... We are used to Silicon Valley startups being like, oh yeah, you all just need to hack. And that's a very glorious thing, and everybody understands that. And they want them to hack when they are a 50,000-person software company. They're still hacking, but they're doing it in a much more structured way, in a much more measured way. So even in hacking, there's governance. And in operational environment, governance is equally important, if not more, because you're making real things. That is something we've observed very empirically. Talking to a lot of people seeing what they do, it's like, yeah, we want the best ideas from people. How do we get it? What do we do? We tried this approach, that approach. And I think we were sometimes very lucky to be observers to this phenomena and just captured it. TROND: Yeah. And I wanted to speak to that a little bit. I want to thank you, actually, for bringing me into this project because you and I met at MIT but from different vantage points. I was working at Startup Exchange working with a bunch of very, very excellent MIT startups in all different domains, and you were an entrepreneur of several companies. But my background is more on the science and technology studies but also a management perspective on this. But I remember one of the things you said early on to me was, "I want to bring you in on this project, but don't just be one of those that stays at the surface of this and just has like a management perspective and writes future of work perspectives but from like a bird's eye view. Come in here and really learn and go into the trenches." And I want to thank you for that because you're right about many things. This one you were very right about. And this clearly, for me, became a true research project in that I have spent two years on this project, a lot of them in venues and factory floors, and discussing with people really at the ground level. And for me, it was really a foundational experience. I've read about many things, but my understanding of manufacturing, frankly, was lacking. And you could have told me as much, but I actually, frankly, didn't realize how little I knew about all of the factors that go into manufacturing. I had completely underestimated the field. What do you say to that? NATAN: It's interesting because I feel like the last two years, everything I think I know [laughs], then I found out that I don't know enough. It just kind of motivates you to do more work to figure out things because it's such a broad field, and it gets very, very specific. Just listening to your reflection on the past couple of years, the reality is that there is a gap in the popular understanding of what operations and manufacturing is all about. People think that stuff comes from some amorphous factory or machine that just makes the things. And they usually don't see, you know, we have those saying, like, you don't want to see how the sausage is made, which is obviously very graphic. But you also don't see how the car is made unless you're a nerd of those things and watch those shows like how things are made, but most people just don't. And they don't appreciate the complexity and what goes into it and how much technology and how much operation process it consumes. And as a society and as a set of collective economies and supply chains, it is so paramount to what's actually happening. Just take things like sustainability or what happens with our planet. If we don't learn to manufacture things better and more efficiently with less people because we don't have enough people in operations, for example, our economies will start to crumble. And if we don't do it in a way that is not just sustainability from the perspective of saving the planet, also that, but if we don't become more efficient in our supply chains, then businesses will crumble because they can't supply their customers with the product that they need. And this thing is never-ending because products have life cycles. Factories have life cycles. And the human species, that's what we do; we take technology, and then we turn it into products, and we mass produce it. That's part of how we survive. What we need is we increase awareness to this. And I think The Machine That Changed the World and Toyota Production System unveiled those concepts that you need to eliminate waste to build better organizations, to build a better product, to have happier customers; there's something really fundamental there that did not change. The only thing that changed is that now we're doing it in a reality where the technology is out there; data is out there. And to wield it is difficult, and there is no escape from putting the people who do the work in the center. And to me, if we are capable of doing that, the impact of this is recharging or rebooting lean in the classic sense for the next three decades. And that's my personal hope for this book and the message we're hoping to bring in. We would love people to join that call and fly that flag. TROND: Yeah. I wanted to take us now, Natan, to this discussion. A lot of people are saying, "Oh, you got to market manufacturing better, and then people will come to this area because there are interesting things to do there." But more broadly, if we think about our book and why people should read that, my first reflection is building on what I said earlier that I didn't realize not just the complexity of manufacturing but how interesting it was. My take after two years of studying this is actually that there's no need to market it better because it is so interesting and fundamental for the economy that the marketing job, I think, essentially has already been done. And it's just there's a lag in the system for new employees, new talent. And society overall realizes how fundamentally it is shifting and reconfiguring our society. But I guess I want to ask you more. What is the reason a C-level executive, whether they work in manufacturing, in some industrial company, or really, if they work in any company that is interested in what technology and manufacturing is doing to their business reality...how they can implement some of those ideas in their business. What would you say to them? I mean, is our book relevant to a business leader in any Fortune 500? Or would you say that our messages are kind of confined to an industrial setting? NATAN: I think it applies to all of them. And the reason is that these types of roles that you're describing, folks will best be served if they learn from other people's experience. And what we tried to do in the book is to bring almost an unfiltered version of the stories of their peers across various industries, from medical devices, to pharmaceuticals, to classic discrete manufacturing, all sorts of industries. And they're all struggling with the same kind of stuff. And so those stories are meaningful and can contextualize the thinking of what those C-levels are actually trying to cope with. What they're really trying to do, everybody, I'd say, is why do people think about and talk about those big terms of digital transformation? It's really because they want to make sure their companies don't stay behind or, in other words, stay competitive. This stuff is an imperative for organizations that have real operations that span digital and physical, and I don't know many that don't. Of course, there are some service industries that don't have anything but still have operations. You can't avoid handling the subject and what it entails. It entails training your people differently. It entails defining technology stacks. It entails connecting using various technologies, protocols, what have you, across organizations and finding value in this data so you can make good decisions on how you run your billing cycles, or how you order your stock to build, or how you ship your end product and everything in between. And I don't think that the book is groundbreaking in the sense that we're the first people who ever thought about it. But I think if we've done anything, is we've observed long and hard. And we've listened very carefully to what people are telling us that they did, and they struggled. And it's a timely book. And maybe in a decade, it's a classic, and, wow, these are good stories. And it's like reading about the first people booting up mainframes or PCs. And if that happens, I'm actually pretty happy. But you know why I would be happy? Trond, let me tell you something, it's because technology, like, the human needs change much slower than how technology evolves and gets deployed, but still, good technological-driven transformation take a long time. TROND: That's exactly what I was going to say is that the future is an interesting concept because what's tomorrow to some people is today for others. So you say we're not writing about something that's so new or unique but to industry overall and to some manufacturers, what we're writing about is the future because they haven't implemented it yet. To some of Tulip customers, to some of the great companies that we have researched in the book, whether they be J&J, Stanley Black & Decker, DMG MORI, a lot of other companies in medical device side, and also smaller and medium-sized companies, even some startups that are implementing some the Augmented Lean principles, to them, this is of course not the future. And maybe, you know, we're not saying that leaders who try to implement Augmented Lean need to change everything around; we're saying common sense things. It's just that; clearly, all of industry is not human-centric, right? There are parts of industry where you adjust 80% to your machines, and you make economic decisions purely based on the infrastructure efficiency improvements you're trying to make. I guess what we're saying is the innovation argument; people are the most innovative, and you have to restructure around your workforce, even if you are making machine and robot investments. NATAN: Yeah, automation would always require strong reasons to automate that, you know, some of them are complexity, safety risk, things like that or throughput to like how much product do you need and that kind of stuff. But even if you have the best automation, you typically have people around it, and nothing is just only machine-driven or only human-driven. The reality is that most stuff gets made through a combination of several manufacturing technologies working in unison with people at the beginning, middle-end doing things from the planning, to running automation setups and machinery, to taking the output, doing assembly, doing tests, audits and checks, and packaging, and logistics, and at the end of the day, human-intensive type of operation in most of the areas we roam, at least. And as such, to think that in this day and age you don't focus on people is to me nuts when all those people carry a supercomputer called a smartphone in their hand and have uber-connected homes with a million CPUs streaming all this data, and we call that media, whatever. And they're so accustomed to interfacing to their world and their businesses through that. And you and I are Gen Xers, and let's just think about the generation that comes after us and after us. These are digital natives par excellence. They expect as much, and organizations that don't do that, whether they choose the Augmented Lean approach or any other approach, they're just not going to have employees. That's a little bit of a problem. TROND: Yeah. But it's important what you're saying in one respect which is there are many reasons to dismiss a book, a management book, a technology book. And one could be like; all these people are just that. And one, I guess, gut reaction when people look at the title or perhaps hear some of the things that you and I are saying is that, oh, these people are Luddites; they're against technology. But I wanted to, certainly on my end, just to state very clearly there's nothing in our book that's against technology. We're simply saying to optimize for the simplest technology, that is, you know, to our great inspiration here, who was a big inspiration, I know, for you and now for me because you brought her into my sphere. Pattie Maes' perspective from MIT on Fluid Interfaces and the importance, you know, no matter what advanced technology you're going to bring into whatever context, if that context of the technology, the use interface is not a fluid interface, you are simply doing yourself a disservice. You could have bought a $1 million CNC machine or maybe a $10 million whatever robot, but it has to work in your own organization, and this is just so important. So we're not against technologies. We're just saying these investments will be made. But you have to think about other things as you're making those investments. So I just wanted to make that point and hear your comment to that. NATAN: Yeah, look, I have a slightly...I guess a complementary angle to this is like when you think about it; I think that technologically democratized organizations in the day and age we living in the future. And what makes, I think, Augmented Lean span beyond the frontline operation perspective is because it tells a story of democratizing operation where fundamentally before lean...and we're talking about the mass production era. Mass production came from a military structure, you know, divisions, and battalions, and commanders, and ranks, and all that kind of stuff. Enters lean, and democratization starts. Forget technology. It starts because suddenly everybody on the Gemba Walk, you know, the walk where they have an equal voice to find problems on the shop floor, and list them up, and think about a solution, everybody has a voice. So these are fundamental things that shifted things like how you manage your warehouse, or how you do just-in-time, or how you are supposed to do continuous improvement. But you have to collect data to prove that this improvement is actually worthwhile doing. And this is exactly what agile took, and this is exactly the transition you saw in, well, because the market moves so fast and the internet is here, and clouds are real, why don't we not spend two years in a bunker doing waterfall software development? And, boom, we're now talking sprints and all that kind of stuff. And no one is even questioning that. And that's a lean approach we call agile, lean approach to how you do software development. And what I'm trying to say is, de facto, when I run a day in a company, like, I talk to my peers, and my leaders, and folks I work with on a daily basis. Everybody talks, yeah, we're on an operation sprint. We are on a marketing sprint. We are on a whatever sprint. What is that? That is a democratized organization with specific leaders owning functions and owning interfaces using tech stacks all over the place: the marketing stack, the sales stack, the HR stack, whatever. And where we roam also, we're part of the operational or OT stack, and that's what they're doing. And all this book is doing is saying, like, hey, it's actually happening. Let's give this a name. Let's put the beacon on this. Let's try and find what's the commonalities. Let's get the best stories that share the successes and the failures. We have plenty of failures there in the book that teach you something at this moment in time and set up the next decade. This next decade to me, is seminal. It's not very different to when technologies reached maturity, like clouds and what have you. 10, 15 years ago, you're talking about this thing, cloud, some people will go like, "What cloud? What are you talking about?" That's done. That's the disappearing edge of technology. Now we say AI and all that kind of stuff. And then the problem gets solved and disappearing, you know, it's like, so that's going to happen. I just think we gave it a good name and a good description at this point in time. TROND: Natan, I love the...personally, I'm a runner. I love the metaphor of a sprint, and for a couple of reasons, not just because I know what a sprint is and what it takes. But I love the fact that a sprint in a management context refers to sprinting partly together because it's a team-based effort. So some people need to sprint a little faster in certain aspects of that team process in order to deliver things that the team needs. But rounding up and thinking about how people can sprint with us, Natan, how should people think about learning more? So, obviously, reading the book. It's available on every bookstore, and Wiley published it, and it should be everywhere. There's even an e-book. But beyond that, what are your thoughts about how people can get in touch, join the movement, join the sprint of thinking about Augmented Lean? Which by the way, there is no one Augmented Lean principle. It's a menu of choices. There are ways that you can engage. There are ways you can implement it. It's not like a one, three-step process that everybody has to do. But there are ways that people can connect. We have this Augmented Podcast. What are your thoughts if people are gelling with this message? NATAN: I can talk about my heart's desire, okay, and my hallucination around this. And this is like, really, kind of living the dream and making sure democratization continues. If we are successful, at the moment, we are starting a movement. And there are millions of people who self-identify as lean Six Sigma quality professionals out there that know exactly what we're talking about viscerally. They spend their days trying to solve problems like that. They pore over data; they train people. They are the people creating the reports and trying to kind of help their organization take another step and another step in the never-ending journey of continuous improvement. We need to work on a much larger manifesto for Augmented Lean, and this is not for you and me; this is for a greater community to come together. So my recommendation is if you dig this and this is something you want to do, you know where to find us; go to augmentedlean.com. There's a contact email, our contact information. And I guess we can share it for that purpose somewhere in Augmented Podcast or our various other channels. And tell us what you think. And just join us. We're not sure exactly...we're starting from the excitement around launching the book with our close network of partners, and friends, and customers, and collaborators, and all our network. And it's a very exciting moment for us. But we're going to open it up, and it's going to be in the book tour, and it's going to be in various conferences. And the first law of creating a movement is show up. So I'm calling everybody to show up if you're okay with lean and the way it's going so far for you and Six Sigma. But if you feel the need to change and observed or experienced some of the stuff we're talking about in Augmented Lean, come tell us about it, and let's shape it up and get people together. The internet is the best tool on the planet to do that, and we'll get it done. Stay safe. TROND: Right. So, on that note, I want to round us off. I think that it should at least be clear from this conversation that both of us strongly feel that there are greater things ahead for industry and that manufacturing is not just a relevant piece of society, but there are things happening here that are coalescing that we are describing in the book, but that will happen independently of us and the very few examples we were able to put into the book. And folks that are interested in exploring what that means for them as individuals, as knowledge workers in the factory floor, or as executives who just want to be inspired the way people were inspired by the Toyota lean movement or other movements, they should come and contact us. Natan, thanks for spending the time today. NATAN: Yeah. Thanks, Trond. Always a pleasure. Will see you very soon. TROND: You have now just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Augmented Lean Prelaunch. Our guest was Natan Linder, in conversation with myself, Trond Arne Undheim. In this conversation, we talked about why we wrote a book and why C-level executives should read it. My takeaway is that industrial revolutions are rarely chronicled as they are happening, but this industrial revolution will be. There is an ongoing shift in the way technology and workforce combine to produce industrial change, and it is happening now. We are lucky to be situated in the middle of it. And I personally feel fortunate that I was brought along for the ride. It has been a life-changing experience to realize the power and impact of living through a shifting logic of manufacturing and, perhaps more importantly, to realize that as excited as we can be about automation, an augmented workforce represents the best combination of the most important technology we have which is human workers themselves with the second best machines that humans create. The fact that making humans and machines work together is no trivial task has been pointed out before but documenting what happens when it does go well in the biggest industrial companies on the planet feels like a story that deserves to be told. Thanks for listening. If you liked the show, please subscribe at augmentedpodcast.co. And if you liked this episode, you might also like Episode 96 on The People Side of Lean with Professor Jeff Liker, who wrote the best-selling book, The Toyota Way. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us because we would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects the people, machines, devices, and systems used in a production and logistics process in a physical location. Tulip is democratizing technology and is empowering those closest to operations to solve problems. You could find Tulip at tulip.co. Augmented — industrial conversations that matter. See you next time. Special Guest: Natan Linder.
Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In episode 43 of the podcast (@AugmentedPod), the topic is: Digitized Supply Chain. Our guest is Arun Kumar Bhaskara-Baba, Head of Global Manufacturing IT, Johnson & Johnson.In this conversation, we talk about why J&J puts operators at the center of its strategy, the empowerment effect of frontline operations apps, the evolution of personalized production, and how supply chain becomes an integral part of product development.After listening to this episode, check out J&J as well as Arun Kumar Bhaskara-Baba's social medial profile: J&J (@JNJNews): https://www.jnj.com/ Arun Kumar Bhaskara-Baba: https://www.linkedin.com/in/bhaskarababa/Trond's takeaway: "Operators are the key to the next phase of industrial evolution, that which involves the deep digitalization of manufacturing, its supply chain, production capacity, personalization, and with that the reinvention of factory production itself.Thanks for listening. If you liked the show, subscribe at Augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like episode 21, The Future of Digital in Manufacturing, episode 27, Industry 4.0 Tools or episode 10, A Brief History of Manufacturing SoftwareAugmented--conversations on industrial tech. Transcript: TROND: Augmented reveals the stories behind a new era of industrial operations, where technology will restore the agility of frontline workers. In Episode 43 of the podcast, the topic is Digitized Supply Chain. Our guest is Arun Kumar Bhaskara-Baba, Head of Global Manufacturing IT at Johnson & Johnson. In this conversation, we talk about why J&J puts operators at the center of its strategy, the empowerment effect of frontline operations apps, the evolution of personalized production, and how supply chain becomes an integral part of product development. Augmented is a podcast for leaders hosted by futurist Trond Arne Undheim, presented by Tulip.co, the frontline operations platform, and associated with MFG.works, the manufacturing upskilling community launched at the World Economic Forum. Each episode dives deep into a contemporary topic of concern across the industry and airs at 9:00 a.m. U.S. Eastern Time, every Wednesday. Augmented — the industry 4.0 podcast. TROND: Arun, how are you? ARUN: I'm doing great. How are you, Trond? TROND: Oh, it's wonderful to see you and hear you. I'm very excited. This is a big interview. You have really big responsibilities, Arun. We're going to get to that in a second. But global manufacturing that is a wide, wide topic. ARUN: Yes, indeed. But the bigger responsibility, but more importantly, what we are privileged is how we are impacting the lives of patients and customers around the world with our products. That comes with the privilege to work in the healthcare environment. TROND: Well, I'm glad you said that because as we're sort of tracing, I want to ask you a little bit about how you got to where you are. And I know from public records, at least, that you have part of your schooling in India. So you grew up in India, my assumption is, and you got your computer degree there. You worked in India for a little while for the Tata system. And then you made your way over to Michigan. You have your MBA from there. And then, from what I understand, you then had a bit of a career in automotive and then moved on to Dell. And this brings us to J&J. How did you end up in the U.S.? And how was that journey for you? You've come quite a bit of ways. ARUN: Yes. It's interesting that you asked how I ended up in U.S. For me, it was a choice of either going to Japan or to U.S., And I'm a vegetarian, so for me, U.S. was a better choice. Growing up when you're a kid, you have two years of experience, the decisions that you make, some priorities. TROND: That's funny, but you told me, Arun, that you came here with a briefcase and a $10 bill. ARUN: Yes. I was going to go -- TROND: That's, I guess, not an unusual immigrant story, but it is still quite striking. ARUN: Absolutely. I grew up in a very small middle-class family. So when I landed, I landed with a briefcase and a $20 bill, actually two $10 bills. And out of that, one $10 bill I still have as a reminder of where I started. TROND: Wow. And I cut your career a little short because you have had the opportunity to work in all of the BRIC countries, essentially. And you now manage teams across, I think, at least 28 countries. And that brings us, I guess, up to present day where I was alluding to this, but you have a very wide responsibility. We're going to talk about some of it. Can you tell me a little bit about your current role? ARUN: So, my team supports all the manufacturing operations for J&J across the globe. So we have 100-plus manufacturing plants in pharmaceutical, consumer, medical devices, and vision products. As I mentioned earlier, I am privileged to be in healthcare to serve our patients and customers. We are in 28 countries; my team is spread across. And it's a very humbling experience to really work in a global team and continue to support our operations across the world. TROND: Well, not only that 28 countries, but I understand you operate about 100 manufacturing sites, some obviously state of the art, very big and sprawling, others actually very small or at least mid-size and have all kinds of other issues. And J&J, you know, what is the breadth of products you make? I mean, you make vaccines. You make knees, artificial knees. What else do you guys make? ARUN: This is amazing. I used to work for Ford Motor Company and Dell. Definitely, they are also very strong in manufacturing. However, the manufacturing processes are very similar. It is either assembly process, marketing and manufacturing at Dell. I come to J&J, and any type of manufacturing, you say we got it. Whether you talk about process manufacturing or discrete manufacturing, we have that. So in the pharmaceutical area, we produce biological products where we actually grow live cells and make medicine out of it, as you mentioned, the vaccines and biological products. We also have big chemical products where we actually use big chemical reactions to produce the drugs. In medical devices, we have artificial knees and hips, which are more like a foundry operation. You take a mold, you put it in an artificial knee, and make it happen. And we have sutures that we produce. And in the consumer side, we have different types of liquids, gels, and tablets that we produce. And finally, in vision care is where we produce our lenses in a very high-velocity manufacturing. So if you look at the breadth of the manufacturing processes and products we support, we support almost every aspect of manufacturing. TROND: Well, this brings us to today's topic because we're going to talk a little bit about digitizing these operations, the supply chains, the whole thing, and think about what digital means to all of it, whether it's in pharma 4.0, or indeed, you know, manufacturing and industry 4.0. Can you maybe just kick us off a little bit and say what does digital mean to your business today? And what is your main take on how to approach it? ARUN: The first thing is really I see digital as a means to an end. So if you think about it, it's really why digital is the first and then why digital. We need to be very clearly understanding why we want to digitize. We are in the journey to transform our supply chain so that we can put our patients, our customers at the center of the supply chain and how we can get our products to our customers in a fast, nimble way and in an affordable way. If you think about healthcare, the key is affordability as well as the ability for us to deliver what they need where they need it. And if you think about even the vaccines that we are producing now, we are manufacturing only in some locations, but we have to distribute them everywhere, whether to sophisticated networks like U.S. or developing areas where we don't even have a lot of transportation like Africa. So how do we put the customer and the patient at the center? And how can we actually serve them in a much more faster way and in an affordable way? So that is the why behind our supply chain journey. And digitization is a very critical component of that transformation. How do we provide that end-to-end connectivity so that we can reach our customers and patients? How do we understand what is happening in the markets and react to those things quickly as well as respond quickly using digital? And then ensure that we are delighting our customers beyond just our products, that we have world-class products. But how do we make sure that we are delivering the same customer experience to our patients and customers? So for us, the work from the digital side is how do we build that end-to-end connectivity so that we can reach our customers and we can sense and respond very quickly? And finally, how do we make sure that we significantly improve your customer experience? TROND: I want to pick up on a couple of things, but let me first ask a basic question. I mean, when I think supply chain, I think back to business school where I was teaching for a while, and I think kind of a fairly dry subject that was a specialty subject. You either cared about it, and then you wanted to become an expert and obviously dominate the field. But now you're speaking of it as if it is a much more integrated part of product development, which I think that was certainly taught as two separate courses, even in the very immediate past. But do you think of the supply chain as completely integrated with what you do, what you produce? ARUN: Absolutely. If you think about where the healthcare is headed, if you think about personalized healthcare, if I'm taking a knee right now, we ship like six or seven knees to the surgeons so that they pick the right knee during the operation. And we are getting to a place where we take the picture of the knee, get it back, and make the product, and then 3D print it and give it to the surgeon. Or if you think about how we are personalizing where we are taking the blood from the patient and making the product that is very specific to the patient and shipping it to them. So this whole flow of here is my R&D, and then it goes to supply chain, and then we deliver it versus it is now becoming a connected world where this all comes together. So it's really a very integrated part of product development and supply chain. So we really look at that end to end. And then digital is the one that is actually accelerating that journey. Because I can now connect all of these things as a digital thread and then really push the envelope forward. TROND: But producing for a batch of one, I mean, it's enormously challenging at scale, no? ARUN: Yeah, absolutely. That is the trick, right? How do I produce that batch of one? And if you think about the future, where we can actually get to that and where we can produce batch of one for almost everything that we do is where we are headed. You're right; there are significant investments in terms of our manufacturing operations and the equipment that we need. And there is that balance between the scale that you need to have versus the personalization that is needed. And the balance is I don't think the pendulum can go either one way or the other. But really, we still have a lot more to move to the personalized level. How do we really become a full supply chain so that we can produce that batch of one wherever possible? And look at that from the customer and patient's angle, right? If you have somebody who has a traumatic surgery going on and they have a bone that we need to fix...and it is not the same from one trauma to another trauma. There you can't come back and say, okay, here is a batch of things that I'm producing, and I'm going to give it to you. So the customer expectations are also changing. As a patient and as a consumer, their expectations are also changing. And so we are moving to that batch of one. And how do you do it for different products? And how do you do it for different manufacturing processes is going to be tailored to that business model and then the product. TROND: So another thing that one might assume when we speak about this, because okay, batch of one, but it has to be an advanced system, and it's covering the globe. I mean, historically, if a factory has machinery or systems and digital technologies, it is a very monolithic, massive system. I understand that you have taken at least some care these days to focus on the operators. Why is that so crucial to you? And what does that mean for the kinds of technologies that you're putting into your factories nowadays? ARUN: So that's a very good question. If you think about where manufacturing is headed so that we can drive that flexibility, that approach so that we can quickly respond, we have to relook at our manufacturing operations. That means they need to be a lot more nimbler and a lot more flexible. And a lot of technologies are emerging, and that's all driving. But for us, at the end of the day, it all comes back to that operator. We are here to serve the operator. We call it #operatorrules. Because think about this, we can do all these flexible things. We can bring in automation. We can bring in robots and all of it. At the end of the day, there is an operator at the line who is making it happen. So how do we make sure that we put the operator at the center and then create the experience for the operator so that it makes it a lot easier? If you take any of our plants, the technology is growing very fast. We used to have an ERP system. The operator has to deal with an MES. The operator then has to look at the equipment interface that the equipment provider has given. Now I'm coming from technology and saying, okay, here is the smart glass. Wear the smart glass, and you can look at everything. Think about the operator, how complex we have made the operator's life. So we are trying to take a step back and say, how do we, first of all, make it simple? Number two is how do we empower them? So far, we all said that, oh, technology is either manufacturing engineering or the OT or IT people. We held the keys for the technology. But how do we really empower the operators so that they can make it flexible and then they can make it nimble? So that gives you the velocity that we need at our manufacturing operations. TROND: It's striking when you think about at least digital technologies now clearly. There have been machines in factories for centuries. I mean, that was sort of the various industrial revolution. So there have, of course, been machines that could be operated by operators to some degree. But the kind of control and the detail-level customization that's now becoming possible doesn't come naturally, does it? It takes a lot of attention to create those kinds of platforms. How do you see that evolving? For example, we said you have over 100 different sites, some of them large, others much smaller; what sort of approaches are you taking to experiment with these solutions? ARUN: So it's purpose-driven experimentation. Because to your point, when we have these large, fully automated factories, the key is how fast I can introduce new capabilities into that operation. Whereas when I go to a middle-tier factory with semi-automated or not as much automated, it is a very target problem-driven. I have an OEE problem. Let me figure out how do I experiment to bring the technology. But at both the spectrums, the key is to make sure that there is a good, robust architecture principles. There is good, robust security, and then there is a good data architecture. But from a solutions point of view, how do we make sure that these are modular? Think about the mainframe days where you need to know all those to run the application to now you have apps on your device. So how do we break these monolithic technologies that are running the operations into smaller apps by bite-sized chunks that we can actually deploy very quickly or pull it out? And that gives me the flexibility to say for a large site; I'm going to deploy all these 100 apps so that they can run it as a suite. Whereas when I go to a smaller site, I might only deploy two of those applications for a specific problem. So it's kind of like really breaking down by, number one, by purpose. Number two, having a good consistent architecture. And number three, really breaking these monolithic things into smaller apps and nimble apps that we can drive. TROND: I know that you've tried some of Tulip's solutions. Tulip is an app system. But clearly, the bar to completely replace any number of advanced technologies that have developed over literally decades is not done overnight. How do you see the journey that app developers on the manufacturing shop floor...what sort of journey are they going to have with you to prove themselves over time to gradually solve many of these very ambitious problems? I mean, you describe them pretty eloquently, but they're different in each factory, like you pointed out. And we're dealing with operators, some of whom are very advanced and have taken all kinds of industry 4.0 courses and others who have not. So this is a bit of a journey. ARUN: Yeah, it is a journey, but there are similarities in this journey. If you think about maintenance of the equipment, it used to be a stronghold of those engineers that are sitting somewhere, and they get to the equipment when there is help needed. Look at where we are now. With operator asset care, we are empowering the operators to own that equipment and drive it. So that is the same journey that we have to go through from the digital side. And the key is, first of all, making sure that we have platforms like Tulip and others that help us to be able to quickly develop those apps, of course, in a very consistent framework. Especially for us when we are in a regulated industry, some of those framework and validation things become extremely critical. How do you set those boundaries? The second thing is educate the operators so that they feel empowered that they own the work that they are doing, and they can shape it in the way they need to do it and to continue to train them. And then the third level is to really train the rest of the organization. The management and then the operations leaders all need to be digitally savvy to drive that and then see the value. So it is a journey, but you need to be very clear about why we are doing it and putting the operators at the center and helping them. The thing that is going to help us is this whole COVID pandemic situation. If you think about the digital savvy of almost the entire world, it has significantly improved. Every operator, whether we like it or not, yeah, they might not have a degree, but they know how to order their Uber Eats. They know how to use an app. So we are seeing digital literacy coming up very fast. So this is a great opportunity for us to drive that transformation. But you're right; it is a journey. TROND: But you also mentioned regulated industry. I mean, to what extent can some of these apps kind of slide in between the cracks and do stuff that was never covered by regulation? And to what extent do you actually need to take very, very good care that you are, I guess, also updating the regulations and knocking on the doors of governments and telling them that "Look, there's an app for this too."? [chuckles] And we need to upgrade the regulatory framework to take that into account. So it seems to be a bit of both. ARUN: Yes, you absolutely hit the nail on the head. You need to do both. One is, first of all, have a good, robust architecture. That's why the platforms like Tulip will need to ensure that the architecture is robust so that it has enough control so that we can drive this validation and qualification, those things, and giving the parameters of the freedom for the operators within those constraints. And let's not forget cybersecurity, which is a huge thing, especially when we come to the OT cybersecurity as well. And on the other side...sorry. TROND: No, no, go ahead. On the other side... ARUN: On the other side, we need to continue with the regulators and work with the regulators to make sure that they understand what we are doing. We are now working with the regulators to educate them on real-time release. How can we actually use the data rather than having to produce these samples and batches as opposed to relying on continuous data that is coming that shows that your process is in compliance? So working on both sides with the framework so that it is robust as well as regulators to make sure that they understand how the technology is transforming. At the same time, the compliance is improving. Think about it, when you're doing samples, one, you're taking one sample from a batch. But when you're doing continuous sampling, you have the whole sample, whole product batch data you have in your hands. So we'll continue to work with them to make sure that the regulators are also coming with us on that journey. TROND: How is pharma 4.0 going? I mean, the acronym is the same as industry 4.0. Is 4.0 actually happening, or are we still in 3.0? ARUN: In pharma-world, I would say we still have 2.0 to 3.12 to 3.33. And there are some great examples where we have the 4.0 when I talk about what we are doing with the personalized solutions when we talk about how we are bringing IoT to the forefront, how we are doing real-time release with digital twins of our whole process. Now we have digital twins, even for bioreactors, which are very difficult to characterize. So yes, the journey is there. The key is to keep in mind why we are doing it to really make sure that we have the patients that are waiting for our products in mind and then really transform around to support them. So the journey is continuing. Yes, there are very good examples for pharma 4.0. But are we there yet? No. But is everybody working together to get there? Yes. TROND: Let's talk a little bit about this operator and the training of an operator because training the workforce is something I ask a lot of the people who come on this podcast about just because technology is one thing but training people on the technology to implement it in a fruitful way is a whole other challenge. What approach are you taking at the whole J&J complex when it comes to training your existing future and even training your ecosystem around you? ARUN: A couple of things there; one is, first of all, making sure that you start with the user experience in mind and design everything from there. So you need to start with the design aspect. The second thing is how do we make it simple? The more simple you make it, the less training. How many people are getting trained on how to use an iPhone? So really, how do we make it simpler? But actually, in the future, I'm thinking...and this I actually got from one of your podcasts, Trond, is, are we going to get to a point where there is no interface? So can we get our apps to a state where there is no interface, then your training becomes a lot more part of the evolution rather than you have to go; oh, now I need to learn this, and I need...no, it should be so intuitive. It's like gesturing with my hands. So how do I get to that state? Hopefully, that state comes in soon, as you've been discussing with some of them. But for me, it is really how do we keep on making it so simple that it becomes intuitive? And it starts with the design, where you put the operator at the center and design around the operator. TROND: Can we talk a little bit more specifically about the digitized supply chain? Because it is such a core to what you're up to. And I know that there are some characteristics that you care about the most one of them I think you mentioned to me was being very responsive. But what are the priorities when you are redesigning a supply chain? What are the kinds of things that are top of mind for you? And where do you start? ARUN: You start with the customer experience. How do we make sure that that is clear on how it is impacting the customer experience? Now to help with the customer experience, how do we drive that responsiveness in your supply chain so that you can respond very quickly to what is happening at the demand side, the customer side, and then link it back? Then the next one is really the resiliency. How do we build that resiliency in supply chain so that we can react very quickly? If there is one thing that COVID taught us is that resiliency in our supply chains actually helped the world in one way to survive this pandemic and continue to survive. So how do we drive that resiliency in the supply chain? TROND: What do you think about these very traditional concepts that have been part of...and, you know, you had the start of your career in automotive. Lean management is something that everybody wanted to copy, and the Toyota processes and a lot from the country you chose not to study in [laughs] essentially because you weren't convinced they were vegetarian enough. But anyway, what do you think about the heritage from lean and mixed in with some of the agile tradition from software? Is that altogether creating a new paradigm? And what does that look like, and who's describing it? If you would maybe describe where some of your influences come from when you are designing such a large organization around these principles. ARUN: At the heart, the lean principles and agile principles are still really valid. Like, if you think about lean, what it is saying is think about the floor, eliminate the waste, and continue to improve and zero defects as possible. So that mindset has to be there for us to even look at digital. What digital is doing is actually helping us to implement lean even faster. How do you get there? Now, from responsiveness, and we talked a lot about the responsiveness, and reacting, and resiliency that requires this agile mindset, this traditional boundaries of I'm going to go from plan, source, make, deliver. This is becoming a network. The only way you can survive in that network is having that agile mindset where we bring people together very quickly, get the problem solved, deliver that MVP, and don't look back and then move on to the next one. So the agile principles around bringing the teams together very quickly to focus on the key priorities and delivering on the MVP aligned with the lean thinking to make sure that there is no waste and we are really getting the floor done actually is a great combination of these two. And these are the two things that need to come together even for us to roll out the digital solutions very quickly in our operations. And COVID has been a great example if you think about how we came together to deliver a product for the instruments in a very quick way across the world in a virtual way. It has been a great example that shows that it can be done. So that's where the lean foundations and then the agile mindset are extremely critical, even for us to drive this digital transformation. TROND: If you think about how this was built, what are some of the best influences that help you along the way? We talked a little bit about startups that bring the app mindset and maybe some of the agile thinking. It doesn't necessarily come from startups, but certainly, it does exist with startups. Where are these industry practices that you are increasingly embodying at J&J? Where do you think they come from? ARUN: Actually, they come from many places. And for startups, really one of the places where we can actually see how their mindset is there in terms of test and learns, and learning from failure, and more. And even I'm looking at some of the journeys like how companies like Tulip are evolving as well. Especially those companies from a startup to accelerating phase, that's where we are seeing a lot of the learnings that we can learn. And one of the big things that we at J&J look at is how can we look at our CEO and saying, "Hey, we need to act like a 135-year-old startup."? So how do we actually look at it? And to your point, where we are looking for, we are looking for everywhere; one is really those startups. But more importantly, those startups that got that first phase and are now accelerating, that's where all the processes need to come together. And then, at the end of the day, we still have to be reliable. And we are in a regulated industry. So how do we make sure that the patient safety, product quality are the top priority and our processes are reliable? That's where the established companies also help us on how we continue to drive that. TROND: Yeah, because that's what I guess I wanted to drive to because there is an established idea in the established industry to look for industry best practices. And in the manufacturing space, there are these lighthouse projects. Companies on their own might have lighthouse projects that are especially good. And the World Economic Forum has lighthouse factories. In fact, they have designated places around the world where they have tracked and figured out that they are of sufficient quality to put up as inspirational lighthouses for others. What is your view on how well that works as a practice? For example, you have 100 sites. Is it possible to tell one site to become more like Site A? Because look at site A how well they're doing. Isn't that also a bit of a challenging message to communicate? ARUN: Yeah. TROND: No one likes to be like, all right, I understand. [laughs] My golf swing is not up to par, I get it. I need to look at my neighbor over here. It's not always a fantastic message. ARUN: [laughs] But speaking of that, actually, we have five sites that are lighthouse sites. And we have one that is going to come up with one of the projects that we're working on as well is in one of the sites with Tulip for the lighthouse site. But the thing is, knowledge grows by sharing. The more you share, the more you're going to grow the knowledge and the faster the adoption is going to be. You're absolutely right. It does not mean that just because this is a lighthouse site, they are at a pedestal, and then everybody else is in another place. I actually look at it the other way around. What did those lighthouse sites do that we can actually copy and paste, so I don't have to reinvent? And then I can focus on something else as well. So the lighthouse sites are helping us to really share that knowledge so that we can learn from one another. We can build on it. And then we eliminate the need for us to redo the things that they have gone through. But you're absolutely right; that doesn't mean that those are the only sites that are doing everything and everybody else is not. But sometimes, the copycats that are coming behind the lighthouse might be the best of things because they can get lighthouse practices and implement and then really show that they can actually transform their manufacturing operations much more faster. TROND: Well, and that's true in the history of manufacturing that you can actually leapfrog. It is still a field where if you do many things right, you definitely make a difference. I wanted to shift tact a little bit, Arun, and move to coming years. What are some of the industry developments that you are the most excited about? So we've talked generally about digital. We've talked about personalization. What are some of the things that are going to be most crucial to get right and even just like in the year ahead? It's been a very...it's been a wild ride in the last 12 to 15 months. What's going to hit us in the next year, and what are you focused on? ARUN: So let me break it into a few different areas. One is purely from the technology side of it. If we look at how 3D printing is going to evolve and how it is going to help us to change significantly, how the digital twin and digital threads that are coming up fast that we can actually connect. And then, more importantly, how the machine learning and AI models that are coming up that help us to be responding very quickly. So I'm very excited about those areas, how 3D printing is transforming our operations, how we are able to bring digital twins, digital thread, and machine learning to really drive that end-to-end thread all the way to the customer. The second area is, from a mindset point of view, is how resiliency and responsiveness has become kind of like a norm. If you think about the COVID pandemic, what it has done is how that resiliency and responsiveness has become a norm. So how do we actually drive that and don't lose that as we come out of the pandemic and then go forward? And the final one is I'm going to go back and harp on the culture side of it. How do we drive that culture where we let operators be empowered and learn from it and let them be the kings? And we also have the operator hashtag #operatorrules. And we support that culture change, the digital change, and which is really going to be accelerated because they are becoming more and more digital savvy. So there is the technology aspect. And there is actually the responsiveness. And finally, how do we drive the digital savvy across the organization? TROND: So my last question, and I don't know how fair that question is in the context that you're in, because I could imagine that given the amount of factors that are moving at any given moment, very long-term thinking seems perhaps a little farther away from your everyday life. Because there are so many things that could go wrong literally every minute. But if you permit yourself and me to think a little bit longer term, towards the next decade, are these things on the digital side, you know, digital twins, and AI, and machine learning, and 3D printing, as this decade moves to a close, are there other things on your horizon as well that will even more drastically transform the landscape? I mean, are digital factories going to be really coming into the scene and really transforming the way? Are we going to recognize a factory even in the next decade? Or am I kind of overblowing this, and things are just fairly complicated, and it's going to take quite a long time to shake out and integrate all these technologies with all of the workforce challenges and cultural challenges that you just pointed out? ARUN: Imagining the future, first of all, I really love the idea of almost no interface, intuitive use of technology. Can we get to that? That's one. The second thing is, yes, there will still be big manufacturing areas. Some of them are tied to the physics and biology, so we cannot change, but everything else can actually significantly change. And if you think about can we actually do a factory in a box very quickly for vaccine production in a developing world that cannot afford and we deploy it very quickly? So will we get to a point where it becomes more of Lego blocks that we can assemble very quickly and get it up and running and everything has an equal and digital model that we really don't have to worry about it? It is not about the digital twin of my operations. But if I take the digital twin of my patient's body and the digital twin of operations, think about how easy it is for me to actually respond to that personalized request or personalized medicine. Since you let me imagine and let my thoughts flow a little bit more broadly, it's really bringing the digital equivalence. So can I actually take my digital equal and to respond to the digital twin to get the personalized product for me either in a batch of 1 or even maybe a batch of 10 if batch of 1 is not possible? So the factories of the future, yes, some of them might not significantly change, but most of them will be that flexible way to bring them together for specific product or specific customer and being able to re-assemble very quickly to do something else. And then the intelligence, can it move to the equipment so that the equipment itself can rearrange itself based on the customer base? But then, what is the implication to the workforce? And what is the implication to the operators? So this way of getting those operators to be a lot more digital savvy and really helping to manage this complexity will be a great foundation. But at the same time, that is something that we all need to watch. Yes, all of this can happen. But we need to watch for how do we bring our people together? TROND: Yeah, and I could just imagine putting myself back in my old government days, scratching my head about self-regulating systems in the medical field, right? [laughs] ARUN: Yes. TROND: That would seem to be a little bit of a challenge as well. So there are so many interesting challenges. But it seems to me that even if you are occupied every minute with operational challenges and even just digitizing a supply chain without fundamentally changing its logic, it's going to take all men and women on deck. It's a cultural challenge. It is not just a technology challenge. ARUN: Absolutely. It is. It is a cultural challenge. TROND: Well, look, it's been fascinating to hear, and I hope I can check back in with you. It seems to me that if we had had this interview just even just 15 months ago, some of these challenges might have looked a little bit less rosy, and we wouldn't have been discussing about the next decade. I'm assuming that a lot of things for you in your business have really, I guess, opened up throughout this pandemic. Is that right? ARUN: Yeah. TROND: Some of these opportunities just weren't there before. ARUN: Absolutely. A lot of the acceleration...first of all, we are privileged to serve our patients. And we have a big part in helping the world get through the pandemic, our vaccine. And even how we have brought in digital twin into our vaccines in a very faster way was enabled by the pandemic situation. The whole digital acceleration of some of our solutions that were sitting on the shelf for almost six to nine months, the demand for them grew up within the first few months of the pandemic. So the digital acceleration of our operations has happened. The third thing, as I said earlier, is the digital savvy of our day-to-day citizen is helping us to bring these much more faster to our patients and customers around the world. TROND: That's a very interesting statement. Because when you cannot innovate faster than your end client, then you're really dealing with the total ecosystem here. You actually depend on your end client to be caught up with all of these technologies. It's a fascinating challenge and probably very important too because there isn't a little bit of an insurance policy there, no Arun. Because if you cannot be more advanced than your end user is, at least you have the time to, or you have to take the time to educate the end user and get their real feedback on what needs to happen. So that leaves me on an optimistic note, and if you have any last statement...I certainly thank you for your time. And if you have a last challenge, you know, there are so many challenges where you could launch, but if you think to your fellow industry executives, what is the one thing maybe you want to leave them with what you think is a shared challenge that people should focus more on in industry these days? ARUN: Keep the operator at the center #operatorrules. Let's make sure that we empower them. We help them to be as digitally savvy as possible. That will actually help us to move these needles much more faster. TROND: Arun, I thank you so much. It's been a pleasure. And I hope I can invite you back someday. ARUN: Definitely. It has been great, Trond. TROND: You have just listened to Episode 43 of the Augmented Podcast with host Trond Arne Undheim. The topic was Digitized Supply Chain. Our guest was Arun Kumar Bhaskara-Baba, Head of Global Manufacturing IT at Johnson & Johnson. In this conversation, we talked about why J&J puts operators at the center of its strategy. My takeaway is that operators are the key to the next phase of industrial evolution that which involves the deep digitalization of manufacturing, its supply chain, the production capacity, personalization, and with that, the reinvention of factory production itself. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 21: The Future of Digital in Manufacturing, Episode 27: Industry 4.0 Tools, or Episode 10: A Brief History of Manufacturing Software. Augmented — conversations on industrial tech. Special Guest: Arun Kumar Bhaskara-Baba.
Caroline Williams is Director of Open Executive Education at Saïd Business School, part of the University of Oxford. She is responsible for the vision and success of their Open Executive Education (OEE) portfolio. Under Caroline's leadership, OEE is ranked second in the world for quality of executive education by the Financial Times, earning first place in the UK for six consecutive years. Caroline's career has taken her from developing and managing large scale media campaigns to running the research team for a major Think Tank. Committed to supporting Diversity and Inclusion initiatives, Caroline is part of a global network of thought leaders creating opportunities for women from all sectors to experience high quality executive education. Saïd Business School is the proud sponsor of the Women of the Future Programme. Please note that this podcast was recorded in March 2022. ------------------------------------------------------- For more information on the Women of the Future Programme, Awards and initiatives, please visit: www.womenofthefuture.co.uk
Maps & MetricsWhen Jd Marhevko speaks about how to measure performance, apply solutions and improve overall quality, suppliers listen. Currently, Vice President of Quality for a major Tier 1 automotive supplier, Jd built her reputation over decades in the automotive industry. Starting college at just 16, Jd studied engineering, which she saw as a road out of poverty. Around the same time, she rebuilt her first engine on a fishing trip with her grandfather, a Chrysler employee and operations expert, after she accidentally dropped their boat's motor in the water. The award-winning quality guru offers her sage advice on this episode of Automotive Supply Chain Prophets. She believes that silos — whether good or bad — are culturally dependent and that without looking at leading indicators, lagging indicators can create a reactive environment. Themes discussed in this episode: The effects of recent supply chain disruptions on problem-solving for OEMs How offshoring has given suppliers leverage in a time of shortages Quality and delivery as a single, intertwined metric The importance of geographic diversity when it comes to supply chain contingency planning Why automotive supply chain leaders need to apply lean management to their systems https://auto-supply-chain.captivate.fm/24-processes-free-downlaod (At the heart of The Prophets' vision are “The 24 Essential Supply Chain Processes.” What are they? Find out, and see the future yourself. Click here ) Featured Guest: Name: Jd Marhevko Title: Vice President of Quality, Major Tier 1 automotive supplier What she does: Jd is a revered expert in Quality, working in Operations and LSS efforts for almost 30 years. Jd is an ASQ Fellow, Shainin Medalist and in 2016, was recognized as one of the top 100 women in manufacturing by NAM. She holds an ASQ CMQ/OE, CQE, CSSBB and is an ASQ Certified Trainer. Jd has co-authored 5 books on Quality and Lean Management systems. Connect: https://www.linkedin.com/in/jd-marhevko-3932615/ (LinkedIn ) Episode HighlightsTimestamped inflection points from the show [1:00] A standout: Quality expert Jd Marhevko is an ASQ fellow, a https://asq.org/about-asq/asq-awards/shainin (Shainin medalist), was named a “Notable Woman in Manufacturing” by Crain's Detroit in 2018, and in 2020, was inducted into the https://www.womeninmanufacturing.org/women-in-manufacturing-hall-of-fame (Women in Manufacturing Hall of Fame). [2:31] Early exposure: Jd grew up working with her grandfather, a tool and die maker for Chrysler for 46 years and an operations expert. At his behest, Jd rebuilt her first engine after she accidentally dropped their boat's motor into the water while they were fishing. [4:35] A realignment: Jd's most recent assignment was remote and globally distributed. Of the many disruptions the industry has experienced in recent years, Jd says the cumulative effect hasn't been negative but has forced “an intensive readjustment to Agile problem-solving.” [6:52] Delivery is the sum of its parts: Jd sees quality and delivery as inseparable metrics in that “delivery incorporates and includes quality of that product in that definition of delivery.” [10:51] Transactional analysis: Jd thinks the most effective tool to break down silos in an organization is, “https://asq.org/quality-resources/lean/value-stream-mapping (value stream mapping) of the transactional activities.” [13:46] Preventing a reaction, preparing a response: Organizations should track lagging and leading indicators. Jd says that only tracking lagging indicators fosters, “a very reactive environment.” [15:09] Some favorite leading indicators: Leading indicators Jd recommends OEMs track include operational equipment effectiveness (OEE), maintenance KPIs and the upfront supply chain. [18:38] Check your sources: If COVID taught us anything about contingency...
Summary KeywordsTPM, equipment, maintenance, operators, step, call, losses, measurement, conversations, problem, create, performance, asset, OEE: overall equipment effectiveness, cycle, years, conditionIntroductionWelcome to episode 98 of the Enterprise Excellence Podcast. This episode is focused on the book TPM, a foundation of operational excellence. I am so pleased to have with me today the authors of that book Mr Peter Willmott, John Quirke and Andy Brunskill. The knowledge and background in Enterprise Excellence among my three guests is extensive and large. It is such a pleasure to have them on the show to discuss such an amazing book to help organisations achieve greater operational excellence. Let's get into the episode. Peter, John, and Andy, thank you for joining us today. We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.Two Minute Tip41:59minPeter for yourself, what would be a two-minute tip that you would give an organisation on this around TPM? Yeah, a two-minute tip. One thing that Andy mentioned, right, was the OEE best of the best. We didn't mention a world-class OEE. The book dispels some of the myths around the fact, many.. six myths, but one of them is that 85% is a world-class OEE. The problem is 30 years ago, whatever it was, we didn't let the Japanese gentleman who said that finish off the statement. We run out of the room. without listening to his actual statement. He said world-class of 85% is typically for a manufacturing operation that has significant number of changeovers. Yeah? And what Andy's saying is we have to look inside the OEE and come up with an interim target of the best the best? The second point is for me, TPM allows the leader to take the vision and values off of the notice board, hand it to the operators and maintainers and say with conviction. Say, with our proactive, visible and ongoing support, you can make a difference, because we're going to ask your opinion, about the best way of doing things here.Links Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com.SA Partners can be contacted at https://sapartners.comLinkedIn Profiles of our guests:John Quirke - linkedin.com/in/john-quirke-76375113Andy Brunskill - linkedin.com/in/andybrunskillTheir book TPM is available on Waterstones.What's next?Join our membership page to access great resources that we and our guests have made available.Join our community beginning in April 2022. www.enterpriseexcellenceacademy.com.3. Have a look at the SA Partner's video for a visual explanation of the TPM steps: https://sapartners.com/11-step-tpm-process-cycle-1-3/SA Partners
Good morning #reliabilitygang!This episode we go deep into reliability at Ravago building solutions, James Curson and Nick Thornton discuss how condition monitoring has vastly improved OEE on site and also how its helped them personally with the challenges of running a plant that is constantly running with limited maintenance windows.We would like to thank Ravago Building Solutions for letting be a part of their reliability Journey.
UnPACKed with PMMI continues its look back at PACK EXPO East with PMMI Media Group's Automation Guru Dave Greenfield from Automation World and Packaging World's Natalie Craig. The pair highlight exciting machinery finds from the show floor, ideal for emerging brands looking to make their first inroads into packaging via form/fill/seal. Greenfield also breaks down the emergence of automation software as a tool for everything from determining OEE to helping operations lay out a clear case to the executive suite on why automation spending almost always reveals immediate ROI. Support the show (https://pmmi.org/my-pmmi)
Join us every week where we answer your questions on Industry 4.0, IIoT, and digital transformation. Today we are talking about Use Case #03 for the UNS Use Case Series! We also talk about the differences in OEE for continuous vs batch vs discrete processes. OEE Resource Referencedhttps://www.bevywise.com/blog/oee-calculation-manufacturing-process/ Thanks for watching! Join our community Discord Server
This week's guest is Gregg Miner. Ron asked Gregg about his personal lean journey and JELD-WEN's lean journey. Gregg also shared some great advice on goal setting. An MP3 audio version of this episode is available for download here. In this episode you'll learn: The quote Gregg likes (3:10) Gregg's background (4:04) How long it took to get to that point (11:58) About his work at JELD-WEN (12:57) The moment Gregg was convinced about lean (15:12) Breaking down a problem (19:15) Setting goals (21:58) JELD-WEN's practice with TPM and OEE (24:50) Their work specifically with OEE (26:53) Advice for a new leader (29:16) The CEO's background (30:57) Podcast Resources Right Click to Download this Podcast as an MP3 Gregg on LinkedIn What Do You Think?How do you go about breaking down problems?
This week's podcast episode is all about Improving your OEE that is your overall equipment effectiveness. You won't want to miss Rick Bernett share from his 30+ years of operations management experience. Rick Bernett has 30+ years of operations management experience from a variety of manufacturing environments including high volume low mix, high volume, high mix, and job shops from several different industries including food, consumer electronics, and metal fabrication. If you're ready to learn and leverage best practices from your peers, check out our Operations Peer Group by visiting www.mfrall.com/peers Special thanks to this episode's sponsor, Konik. Whether you're seeking a direct-hire or contract employee, Konik's technical talent network can quickly build a high-caliber team to meet your needs. Contact them today at https://www.koniknetwork.com
What if printers and converters could eliminate downtime altogether? Some future day, right? Nope. The future is now thanks to Industry 4.0. Early adopters of the technology throughout in the graphics industry prove the unprecedented potential of unlocking the power of data at their fingertips. One of the industry innovators leading this transition is Baldwin Technology.Its Industry 4.0 platform, AMP IoT, quickly connects the data from machines, accessories, MIS software and workflow to obtain a holistic view of production and overall equipment efficiency (OEE) regardless of the assets' make, model or vintage. Baldwin's Steve Metcalf, Chief Marketing and IoT officer, and Jake Schwertel, Engineering Supervisor and Chief Technical Architect of the AMP IoT platform, gave host Tyler Kern the low down on this Industry 4.0 transformation. Metcalf said that a piece of production equipment often never reaches its full potential. Finding ways to reduce errors and increase usage can provide bottom-line benefits for many industries, not just graphics.“ Industry 4.0 has become popular in the last five-to-ten years, mostly as technology has advanced,” Schwertel said. “And it's allowed us to gain access to all of the data of what's going on, on the shop floor. Everything from like a print's web speed to the curing power, and everything in between.” Utilizing this data creates the ability to calculate overall equipment efficiency across all assets in real time. Aggregating that data from production equipment and putting it into context to develop insights and action plans is what makes platforms like AMP IoT such a critical tool.“What AMP as an IoT platform is doing is extracting that information and putting it into a meaningful context,” Metcalf said.
In this week's episode of Red Pill Revolution, we take a deep dive into the recent Q&A with the President of the United States. Deciding himself beyond any reasonable logic that he is "Exceeding All Expectations". We also discuss what is going on in Russia and why. All that and MORE on this week's episode! ----more---- FOLLOW US ON SUBSTACK FOR OUR COMPANION NEWSLETTER THAT INCLUDES ALL EPISODE LINKS, VIDEOS, ARTICLES, AND BREAKING NEWS FROM THE TRIAL Red Pill Revolution Merchandise ----more---- Subscribe to the links below to stay up to date with the Podcast! YOUTUBE APPLE PODCASTS SPOTIFY & everywhere else you get your podcasts Follow us on Instagram for daily updates! Transcription: Welcome to red pill revolution my name is Austin Adams Red pill revolution started out with me realizing every thing that I knew everything that I believed everything I interpret about my life is through the lens of the information I was spoon fed as a child religion and politics history conspiracy Hollywood medicine money food all of everything we know was tactfully written to influence your decisions and your view on reality by those in power now I'm on a mission a mission to retrain and reeducate myself to find the true reality of what is behind that curtain and I'm taken your ass with me welcome to the revolution hello and welcome to red pill revolution my name is right on my shirt if you're watching this video and if not my name is Austin at its head how to know how you from the shirt in the mall I think it was like seven dollars to some random store that music was too loud and I don't know how you pass a shirt with your name on it for seven dollars and not get right so anyways there's logic but this is episode number 13 of reptile revolution and thank you so much for joining me I really can't tell you how much I appreciated that this only being on episode number 13 only being relatively new only three months into this I found out that you guys and that the nation in this world the country that I'm in and out and all over the world we have others like 29 different countries is listening and this it's unbelievable to me how thirsty the world is for this information so without further ado episode number 13 of Red pill revolution today we are going to talk about on some very very recent events and things that happened breaking news today and that's it's good to be a very current episode for you guys so I hope you enjoy the very first thing that were to talk about is the Prime Minister Boris Johnson going into their newest release of a basically releasing themselves of all other covert restrictions were to talk about you know kind of the history around that and how that feels to be of the United States who had that kind of broke apart from Great Britain and now to see the totalitarianism has kind of wore a new hat under our banner and there were also going to talk it almost at length today a lot of this is going to be about the actual Biden interview that was today that if you don't know tomorrow I believe this is the anniversary the very first year of the Biden administration and he did a about an hour long interview hour and 20 minutes I believe about it is longer than I think I've seen him answer questions his entire presidency so what will dive into some of those questions some of the information number to talk about the Russia situation so stay tuned to the awesomeness and be some great information for you guys and I hope you enjoy it a first as always I need you to go ahead and press that little button on your screen just the one that says is such an ass I believe it starts to sob subscribe some like that in a boat just just press that for me real quick I appreciate it your awesome I know you just did it anyway so you know thank you so much appreciate it go ahead and subscribe if you haven't already ever seen a week we put on new episodes on whether current events whether it's historical accounts and just kind of reframing your mind to understand interview today in some of the ways that people have been manipulated in the past and try to kind of clear that clear that slate kind of that you know those glasses that you were given through no the history that we were given in school through our parents on this kind of all misshapen something will have express a subscribe button in every school beaver and putting out episodes and if you haven't already go ahead and join our sub stack honor substack and see every single video with the links to everything that I'm talking about today on all the articles on the CIA documents all that stuff right and are such that every single day that the very next day after I release the podcasts I release the podcast companion which includes all of the videos all the articles all documents on even some bonus material and prevention were to be start putting out some more video content thereto but you can't get unless you subscribe now if you do subscribe you can there's a couple different options a person to do is subscribe for free I appreciate that it's it's obvious local to be able to connect the guys and share with you what you know the information that I'm interested in the topics I'm interested in Obsessing over for the week and then I also do a deep dive article where I write out you know pages and pages of information that I'd look into to go over the topics that I discussed in the podcast at length in an actual in a written setting so if you subscribe in a paid subscriber for just seven dollars a month is about 100 a dollar and 50's scene of 70 something cents a week if your pace of driver you get the deep dive you only the deep dive if your pits 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Sub stack with the podcast companion that's all I got so the first video that were in a jump into today is going to be a Boris Johnson the Prime Minister talking about the newest update on the covert restrictions and I find it to be if if you know the history of the United States I hope you do at least that to a certain sense Howell puzzling alarming this is and how all of our founding fathers must be just absolutely rolling over in their graves are now realizing what has happened to this nation so let's go ahead and watch that together so this morning the company concluded that because of extremely bruised the company together with the way the public responded to the plan B measures we can return to plan a in England and alive Plan B regulations to expire bad as a result from the start of Thursday next week monitoring certification will end bad relations kind of pools choose to use the NHS could be possible momentarily but we will end the compulsory use of pregnancy justification in an from no government is no longer asking people what from home and speak to their employers about arrangements returning to the office and having looked at the to Leave the cabinet concluded the once regulations lapse the government will no longer mandate wearing thanks mom and dad is Mrs. Baker from tomorrow from tomorrow we will no longer reply please multiply both rooms in the development risk is usually removed regardless on the use committal errors in the country at large who continues to suggest use of face coverings and include the product places the tickly when you come into contact with people you don't normally meet we will trust the judgment liberties and bad for the lies anyone who chooses the Weber the government rule so ease restrictions on visits to Canada my micro movement is interested social Set up plans in coming this wow that sounds like a party I want to be there that you compared to what were about to watch with Biden talking that seemed they were all hike the only sound like they had some beers before they went home for home but you know every every seal time is unlike the real reason the glass when he gave a new restriction that was relieved and those are like people who are a part of the of their you know government system so that's pretty funny how they were just reacting but you heard it is there that you know England is now going away from any mass mandates are going away from any mandatory vaccination you know showing your vaccine card to be able to work throwing away from working from home the going away from you school restrictions or mandates for children anything at all that they're going away from all these things into me that that the part of that that's so alarming when you know you will you think about the I states that sound it feels like we you know that a country forever right it feels like the world has never existed without the America has had especially with the way that you know Western culture is influence the world but this is the case with the world of fear where we are one of the fairly as newest countries in the world write what were what 300 years old or so right in 1776 2022 we don't do the math where a very new country and into see that you know within several of you know several hundred years few hundred years not even several right we completely lost away right we are now you know that that that we are what we so feared right we are our government now has become one that is more totalitarian than the one that hundreds of thousands if not millions of people from all over the world fleet from fleeing from you know that the The Queens monarchy and the totalitarian ways that they had it in the UK and in Great Britain and you know the area so it's crazy to me and into think about what what what our founding fathers think what what would they think right now they were real George Washington's rose up from the dead and you know was sitting here watching the discussion of Joe Biden talking about other than a key keep restrictions and how you need 1/3 booster and you know all of these restrictions are remaining in place and yet England the Queen of England and parliament and in this prime minister decided to completely relieve their citizens of any you know of their totalitarian you know decisions for them I couldn't I can imagine what they would think I absolutely cannot fathom how they would feel knowing that while you know that today's Great Britain is is completely mandate free United States still is imposing vaccine mandates for healthcare workers which is a whole another conversation that we really should get into the fact that that's you know that that the healthcare workers that that the individuals that that the single sector of the country who is educated specifically on making medical decisions is no longer able to make medical decisions not only you know further patients but but specifically for themselves for their own medical decisions for the for their body and I know a lot of people were affected by this you know nurses doctors and surgeons there's a will that is so many people who are who are going to affect this and in and truly with us to come down to you know talking about the chain of events that connect happen with this in a come down to us is healthcare workers no longer being employee who hold that belief to be true and in art manipulated bolt based on your finances or or job position there can if they're not at work for the hospital settings and in order to have a shortage of 11 if talking there and there to complain about that shortage in an opinion on the people were unvaccinated will know it was because your dumb ass decided to let people who are vaccinated and covert positive still work but you won't even let the people who had covert and have immunity and have antibodies you are unvaccinated not work who aren't sick it it actually makes no sense so crazy to me the fact that were sitting here watching you know the Prime Minister Boris Johnson talk about their done with any mandates done with any restrictions and you on that same day are president of the United States right now is sitting in front of a group of reporters and saying how you know you need to get boosted right it it's crazy so let's go ahead and will dive into that conversational quick let's go ahead and him and watch some of the videos of the Biden you know kind of compare and contrast you know that party in the pub with Boris Johnson to what were going to see here with Biden because it is kind of a stark difference and when we go into these you know this these questions and answers with Joe Biden it is truly you know it's it's it's all concerning to me is no other way to put it so concerning to me that somebody will with that what little mental capacity and capabilities of this man has left to even finish a sentence let alone make world changing decisions in a time of were more on the cusp of of potential war between Russia and Ukraine and the effects of this can have on NATO and the effect this can I have on the United States and you know the fact that this man is in power mid in the IBCs nonpower righties be manipulated in and he couldn't you know it if you didn't have these cue cards in front of a maneuver to see that on his video you're in a see if everything the time he has a list of people that he supposed to call on for questions in the he obviously it probably is a probably because he Artie has it in front of him and you can tell is looking at this piece of paper to answer these questions so but what you know what's jumping to well at present Biden on the coronavirus we are tragically approaching nearly 1 million Americans who died and I'd like to ask you why it is during your three and half hour virtual summit in November with the Chinese president he didn't press for transparency and also whether that has anything to do with your sons involvement in an investment firm controlled by Chinese state owned entities the answer is that we did did reach the question of transparency I spent a lot of time with she the fact is that they're just not just not being transparent transparency on the coronavirus origins yes so Biden just said no that the original question asked by this guy wasn't in fact a soft focus towards the end we didn't wasn't calling specific young people they were kind of taken a Mike but he said to him you know why why did you not push for transparency and he wasn't very specific in the initial question obviously but that's why he elaborated mid response by Joe Biden to make sure that he is sure that he wants to answer this question this way so what this reporter said was why did you not push for transparency regarding the origins of coven 19 and does it have to do with the fact that your son is taking millions of dollars from Chinese corporations which are directly attracted attached to the Chinese communist party why did you push for transparency regarding this leaking from a lab is what he just asked is it because your son is taking millions of dollars from this countries government and he says I did push for transparency and then will wash this year and he and he asked him again right hey can you clarify I mean on coalbed the origins and he says yes I asked for transparency and they didn't give it to us so even Joe Biden and as he just showed in the way that he answer this question Joe Biden the president of the United States is now admitted to questioning the origins of coven 19 and believes enough to ask China Chinese officials if it came from a lab in Wuhan is what he just admitted to all while every a single person is still being censored for talking about this on social media all while you know people within Senate and Congress are being ridiculed for even mentioning the idea of a coming from a lab fee all while media outlets are key-wording you know pod casters injured Joe Rogan's and in imminent sub stack writers and who are talking about these things honestly are the president of the states just said that he believes it enough to ask the leader of the Chinese communist party whether or not it leaked from the lab and he said they won't give us transparency and then says not should about Hunter Biden obviously but let's let's watch it through transparency on the coronavirus origins yes and you did do have virtual summit is the reason your press staff was unaware of that and what did you say to the Chinese president and they weren't with me the entire time look I made it clear I thought that China had an obligation to be more forthcoming exactly what the source of the virus was in working yes so there's a full answer he just admitted to specifically questioning the Chinese Communist Party regarding the origins of covert 19 now where do we go from here what is that mean for all of the censorship all of the narrative enforcers all of the fact checkers that have come in and say that this is a unfounded conspiracy theory right are we going to fact check those people do they have to tell the truth down to they have to redact that information and correct your information say hey the president of EI states actually looking at this seriously maybe we should two or were they also look at the whole time and because their narrative has broke down so much and because of those military documents that were released by project Veritas recently have they had the step back and say yes we are investigating this and were investigating a very seriously because you know when you guys said it you know it must've been wrong but until we say it's truth is not truth that's why you can't do those things in Avon still doubt in people sold much by doing that right that you know the media companies that have me know that that the fact checkers the narrative enforcers have have lost the people they've lost the people over pushing these narratives that they knew the entire time were incorrect or factually incorrect and then beat you with you no censorship stick if you said shut about it where do we go from here write what is this me and if he gets the coal it in a product in a in a and in front of reporters of every single media outlet every single media major media outlet that's allowed to be in their right is in their and he's answering this question talking about the origins of covert 19 this should be everywhere and I guarantee you this from what I saw this is not a specific question that everybody was raising answer questions about so far and then maybe they will and hopefully that will but I haven't seen this clip anywhere you I seen a few clips, I had to watch this entire thing an hour and 10 minutes this is an hour and 10 minutes and and 30 you know 34 seconds now is the end of it but I'm B was on minute he was answering a question so you want to watch the whole thing but none of this information is anywhere and nobody's mention the fact that the president of the United States just admitted to questioning the Chinese communist party regarding the origins of covert 19 that coming from a lab in Wuhan but if I put this spoke about Instagram tomorrow or wherever tomorrow you know that is can I get no views to them to get shadow band for even using those words right even still today after a present address the situation in front of all of the major media companies but you can't talk about right you're not allowed to say those words right you're not allowed to question her narrative it's unbelievable so the Nexium wanted to show you here is a little bit of a Freudian slip I think with Biden IIII do think that there was a little bit more to what the statement is him him will talk about what it could been here so so watch this clip and in and see if you see what I see let's let's look at 12 if you don't mind you counted the number of Americans who are now fully vaccinated with two shots but some of your own medical advisor say if people aren't fully protected unless they had that third shot a booster why hasn't this White House changed the definition of fully vaccinated to include that third booster shot is it because the numbers of fully vaccinated Americans would suddenly look a lot less know that all is this this this this is because this is become clear clear and every time I speak of I say if you've been vaccinated get your booster shot everybody get the booster shot it's the envelope the optimum protection you could have protected very well with two shots if the supplies are anyway protected did you see it to see what he just said there was a parent a parenting of the interview with the Pfizer CEOs directly who said if you have two shots you have virtually no immunity but if you have three shots you you got a good chance and that's why he said Pfizer there make no mistake about it this man just did that this man being the president of the art students just had a Freudian slip a subconscious slip from him at some point seeing that clip Joe Biden at some point saw the president the CEO of Pfizer talking about how two shots makes you not very immune and in three shots that booster really does it for you but then he backtracks on it that's why he is soon as he said Pfizer he realizes that he messes up and he immediately starts to backtrack because you know in and in the you have to kind of you know understand that what he is going on in his brain is not generally what going on to me and yours is not this continual train of thought and all this that you hear from him is him you know this the same way that you know I forget the name of word and you know somebody has to interject and tell it to me because I'm you know have a you know a brain far this man's entire life is a brain for everything that comes out of his mouth he has no idea what he's gonna say next that's why you see there was there were some slip-ups between his is conversation about Russia there were some slip-ups about his conversation regarding obviously in this case the Pfizer and the boosters and I truly do believe I truly do believe that Joe Biden saw the clip saw the clip of the CEO of Pfizer stating that two vaccines were are now ineffective and that there is a need for 1/3 for any effectiveness because the Pfizer CEO said the rubric gives it very little protection if if any at all about two vaccines but three vaccines that booster is really going to get you there although what we found out now is the third vaccine the boost that the boost as they're calling it which is the stupidest marketing ploy in the in history the boost it really gives you immunity right now that this one until it doesn't and then we cavalrymen have another one for you and you better take that one to routes are not fully vaccinated and in now year you're on the team of the conspiracy theorists so let's look at that again the number and actually watch that Pfizer quit because I think this is important I are truly 100% believe that you know kind of breaking down the way that this man's monkey brain is working over there or not lack there of working with it what he just did was reference that video with the Pfizer CEO and you'll see why in a second if you haven't seen the video ready to watch us again make note of his speech pattern here make note of how he uses the word Pfizer specifically and make note of the sentence structure because he almost directly parrots the Pfizer CEO so watch it one more time and then we'll watch the Pfizer CEO specifically talking about it and then we'll talk about that it's the level of the optimum and every time I speak of I say if you been vaccinated get your booster shot everybody get the booster shot this the envelope the optimum protection you could have your protected very well with two shots if the supervisor anyway checked but you are better protected with the Bush definition right now five and if you didn't just hear that that was the reporter reminding him the actual question because he went off in a tangent referencing this this Pfizer CEO statement regarding two boosters he and he tries to correct this Pfizer statement because obviously there was some conversation around how this is you know fueling the disbelief within the vaccine in in his war room with his constituents with his advisers so you see him trying to you know subconsciously you know I don't know if this was his doing or someone else's but he either had a Freudian slip and he is mentioning this Pfizer CEOs conversation where he says that to vaccines do nothing and that you need 1/3 and he tries to combat the CEO of this company while mentioning this company's name and save is incorrect so he's directly and I don't know whether it was a Freudian slip and he was just trying to me was parroting the CEO statement just in a way that he thought was positive instead of negative or if he was directly trying to combat that no I don't think that he is smart enough to do that I think that he was spit in and you know it's it's hard with Joe Biden that you know he he's it it's hard to look at him and not have a little bit of empathy for this old man who has no right being in this position who is obviously severely declining mentally and it you know is dementia or Alzheimer's or whatever it is that he has is going to progress as a result of all the stress and knowing all these things and I truly do default in of the fact that his wife is allowing him to go through all this is is horrible because you anyways back back to it let's let's go ahead and watch that the Pfizer CEOs statement here and then I did actually have to go to I had to go to rumble for this and into to get this video because you obviously cannot find on YouTube with the and although the three doses of optional for very limited production equipment the city does the the author reasonable protection against hospitalization and best in a given phase is a very good thank less protection against infection now we are working on their own new exertion for version 1.1 with the Doppler thought that would cover all is well and the gifts we are waiting to get the final results deliver suit will be ready in March so we know we know the first two didn't work but this third one is going to work and didn't know we know that one's going to work so were coming out with another one so just adjust or talk again about that speech pattern with Joe Biden in and how this was subconsciously or consciously that's less believable to me I was subconsciously referenced by our president let's look at that first name again them go back and look at your Bidens I think this is is is it you have to kind of break it down this way because it was you know 10 seconds of a statement so real quick we know the three different doses of optional for very limited production in Frederick three though he didn't the authors reasonable protection against hospitalization and best leaving engineers is very and less protection against ear infections now if you go back and listen to Joe Biden talk about it one last time here check did very well with two shuffle of the year booster shot everybody get the booster shot this the envelope the optimum protection you could have protected very well with two shots if the supplies are annually protected but you are better protected with the bush and and so you see it that's exactly what is happened there he was in his mind trying to kind of is wires were cross but he was referencing this Pfizer CEO statement that's been via you pusher on the Internet with millions and millions of you that by now I guarantee it where he is saying that you know two shots looking to do it for you what will building with a will Pfizer in a neutralizer in there because Ito has his wires are crossed here but I found that to be really interesting that there was this little Freudian slip and you see him immediately backtrack and immediately stop us to a sentence and immediately change the topic once he says the word Pfizer because he realized what he was doing interesting don't know exactly what to make of it like I said it could have been the subconscious thing could've been a conscious thing but either way that's exactly what just happened there alright so the next thing to look at is going to be one of the statements that he made regarding you know whether or not he's outperformed him it what his expectations are so it was watch this clip here inflation is up to your signature domestic legislation is stalled in Congress if you hours from now the Senate never consented to deal with voting rights and voting of buddy before much later going to fail color 19 is still taking the lives of 1500 Americans every day and the nations divisions are just as wrong as they were a year ago did you overpromise to the American public what you can achieve in your first year in office and how you plan to course correct going forward are you such a look I didn't overpromise food but I have probably enough outperform what anybody thought would happen the fact of the matter is that Ruth situation where we have the conflict so he says I have not come I've actually outperformed what anybody thought it yet because we thought you'd be dead by now Joe we thought you'd be dead by now and in that we thought Pamela Harris was good to be part of the power you're right you absolutely outperformed all expectations because we absolutely thought you had much less time on the clock than you showed us with the last 365 day but other than that he doesn't even go into it into why he believes that he's outperformed you know his expectations are to be the only way that that's true because he has of is it you know they they pull it up on on disclosure run the 4110 that was watching earlier that his approval ratings at 40% which a 40% approval rating for president basically means you know that the widely accepted you know in the political science widely accepted percentage for for basically a completely ineffective president is like 41% is generous and 43% is like yet you're not can anything past nobody believes in you you don't have this way no you see it later on when he's talking about Russia that that everything that this man says is just you know pillows day that he's throwing in a in a gunfight the fact that he wants to sit there and smugly say they know I've outperformed everybody's expectations. Yeah maybe your right hip but not in the way that you think no so I just thought that was funny they that he thought that you know he's done so incredible of a job at this point that you know we we don't even have to talk about it because he doesn't talk about it in this entire interview did the whole time he shows you how bad he is tactfully at answering questions and this is the reason he's been hidden away and in the video some probably some you know scientific institution whether you know testing all sorts of you know chemicals on him to see if they can bring back his livelihood or his liveliness and ability to speak or actually maintain a sentence structure but there's a reason they bring keeping us away from him for so long throughout this entire year because this is probably one of the only times I've seen him outright stand and answer questions or knowing all of his his poor operator tries at being funny like oh you're an optimist highlight no I get it but still need it it's it's sad to see it in and it's crazy to me that you know he did the part of the best thing when you when you read about leadership and you read about the qualities of a leader in anything you you have to have read about leadership and if you do if you read about any books about leadership you know any books Jaco will link you know he has it in the title for you extreme ownership right if things aren't going the way that you want them to taking extreme ownership for those things that have not gone the ways that you want them to tends to put you in a better light in the public eye right but sitting here and acting like there's no problem saying you outperformed all expectations when you have a 40% approval rating one of the lowest of any president ever especially one who got more votes than any other president in the entire history of America doesn't look good right so in note to me it is it's really telling it's really telling how you know it his is his poor ability to to lead and in his terrible way of of trying to you know in insight some kind of like confidence in the public I don't know what he was trying to do here you know is that the public would've what you know in anything he does a certain percentage of the right is going to disagree and say that he's doing terrible and no but if you would came out here and said I know things are going great I know you know inflation as is unbelievably high I know were on the cusp of watching Russia just obliterate Ukraine and working to do nothing about it I know that you're paying more in gas than you have since I was in office last you know I know these things I understand these things I'm doing the best that I can today to try and make the situation better for you better for our country and better for your family but doesn't do that he says I know everything's great everything is great don't don't look at those numbers to look at the statistics unless they come from my website no don't don't look at those those are real what's real is what I'm telling you and everything is great right the people are smarter than that people don't appreciate being gas lit by the president of the United States we know things are going great were well aware of this Joe Biden where were we very clearly no you are not doing a great job we very clearly that we leave in the polls the polls that they put up in this video say that you have a 40% approval rating how is that exceeding all expectations what what was your expectation for your approval rating especially after beginning more votes than any president history imagine that one year one year into getting more votes than any president in history 80 whatever million votes that he got and you have one of the lowest approval ratings of any president ever how does that work how does it work how how does that even happen right and then for you to sit here stare at a camera securities people asking real people asking you these questions real Americans concerned about the on the job you're losing because they're they're not willing to you know bend on their moral compass for what they inject into their body real people were concerned about how to pay it for five dollars a gallon especially if Russia invades Ukraine the gastric prices may skyrocket how are you gonna stand in front of a group of people it did not even just a group of people obvious is hundred people this is the entire world is watching us and pollutants watching us earnestly in front of everybody all of the government leaders of the entire world and say I am doing great close your eyes don't pay attention all the stuff is happening I'm doing wonderful all you have to do is believe me in in in it so amazing to me that what he ran on was unity what he ran on was you know the divisiveness of the Trump presidency and you know America has been divided for the last four years and I'm the one to bring them together but all he's done every speech every every quote that I've seen from him regarding you know when he is talked about the January 6 Museum to her right when when he discussed that no when he discussed president from calling him a loser this was recently this is like a month ago is not even a month ago to three weeks ago and then cut comes on here in the inns even still pointing fingers to to to trump today saying that he is the reason that he can't get anything past no ownership at all and in a night I gotta take this philosophy in the Sabia site engine for you but I cannot take this philosophy that you know it even if it's not 100% my fault even if there's there's there's things that I credit it couldn't have changed about a situation and things that were out of my control in in in things that you know happened that I couldn't have corrected an inmate a better outcome with used it to me a full philosophically you know at least in the way that I need to live my life or at least are in the framework that I need to operate in went when I'm you know in a day-to-day basis to try to move the needle of my life towards a better direction instead of a worse direction is always taking ownership always taking ownership of the things that you do even if it is specially for the pricing I state the people are asking you policy questions but even if not even if it's about parenting or even if it's about you know work or even ask about you know your business or you know whenever you know passions that you're trying to grow whatever that is if things are going your way you will have to take ownership 100% have to take ownership for those things because if you don't that is out of your control there's nothing you can do even if there is there is things that are out of your control within that situation the outcome always has to be your fault because it is not your fault when things go wrong it's not your fault when things go right and you can never take ownership for the good things so in order to take ownership for the good things that happen you in or in order to be able to actually celebrate when things go right in your life you have to absolutely take ownership when things go bad in your life and if you don't you can always use that scapegoat you always have a scapegoat you never have to look deep into yourself and then kind of take a in a fine tooth comb to your personality or or or to your belief systems or to your work ethic or or to your you know whatever it is that you need to work on your never going to be able to work on those things if you don't address that there there right and this is from my coparenting perspective this is from an individual perspective this is from a no but but but even more so if you're the President of the United States you have to take ownership when things don't go right and if you don't people are to believe in you because when are you to tell me that you're doing a bad job would you ever tell me if you're doing a bad job right if if inflations up whatever percentage of this right now and gas is up you know to four dollars and you know the cost of me and then literally everything else within the eye states are skyrocketing and shelves are empty but the price in the eye states sitting or saying everything's going great okay if every if you're doing your job and everything is going right then what is wrong what what what could be the problem then if it's not you the present United States who is at the helm who is who has the reins of the country or Lisa supposed to it is not you than what is it because if it's a systematic flaw within the way that our country is being operated outside of the presidency which as you know obviously with whether governments run and how many layers there are is probably more likely that there's obviously a some systematic problems but the only variable that changed between when things were going well with our economy and are in a worldwide no buy-in and in our relationships with Russia and China were going well was it was not that long ago almost approximately to the day 360 with exactly 365 days ago and if you think that is a coincidence that less than you know 300 or so day 365 days within the did the presidency changing that Russia has for the last however many months I'm sure it's been at least 6 to 8 to 10 probably since the day he took office been planning this attack because they know that the president Biden doesn't have the balls to do anything about it he said to send troops there is a disease but you know this Sunday is probably drew a beautiful bowl should ask picture of it in no a stick figure for Vladimir Putin that sitting above his desk you know he can't do anything right he can't do these things because the people that are controlling and will allow it rights of the SSA here in Goa were going to give sanctions and you'll see that when we look at the very next topic which is going to be the Russia situation because in I'm rushing to take a little bit deeper of a look into the Russia situation because it's not something I'm super familiar with why these things are happening why they're going to war allegedly no obviously allegedly because is not generally the reason that are given the public whether going to war, in the last week they said there was there was some proposal or some CIA document or governmental agency that said they were concerned about Russia committing a false flag and using it as an excuse to go after Ukraine I'm that was last week and now they're saying it's a for sure thing we believe is going to go into Ukraine sorted a dive into that and in just a moment here but you know to me watching this you know the President of the United States sit here and in the and push off any responsibility any responsibility all for the things that happen within our country specifically in the last year is terrifying to me not terrifying because obviously you know to to me at it's more so just shows his you know it is terrifying I guess because Russia is about to go to war with Ukraine for after the just that it's almost a for sure thing they believe is in a good war and whether they go into war a little bit or a lot of it is independent our reaction not don't go to war right so the fact that he's pushing off any and all responsibility any responsibility for things that have gone wrong over the last year should be concerning because at what point will you take response building if you're not taking response ability publicly are you taking response ability privately at least do you believe that you can change the way that were the direction of our country is going because if you don't leave leave office goal it let somebody come in office was actually to make a change in the change for the better with the right intentions not the intentions are to make third drug addict pedophile disgusting son the most money with so many who's gonna come in and do what's right for the country some who's gonna come in with beliefs for where they actually want to see our country go police or where they want to see their their their children lives and in the direction of their children's lives go and in education systems and in it and the problems that are really within our country it be be push in a better direction in a factual item he shown that he's been an officer's benefit in some form of politics for hundred and 65 years at this point no most of you know since the Jesus was president it it's it's crazy to me that that that nobody in and again I'm note and nothing anybody push back on this tea took no responsibility for any of the negative things and you can sit here and look at charts you can sit here and use math statistics real science data on facts to figure out that what he's done so far has been not good every major plan he promised to pass including the bill back better plan which is basically just Trojan horse to siphon money to to directly to the Chinese communist party by a getting out of Afghanistan in allowing the the Chinese government to make a deal with the Taliban to have the rights to all of the lithium deposits in Afghanistan one of the most lithium rich countries in the world and then in the same two months that you left Afghanistan submit a bill to allow for a $6000 tax grant to people working up by those lithium batteries from the Chinese, his party through electronic vehicles I wholeheartedly believe that's what the Afghanistan retreat was about the Afghanistan failure was about was relieving our duty to protect Afghanistan and allowing China to because they did that they they they made a deal with and what was it weeks not even of us leaving Afghanistan and not only did we do that but we left them how many billions of dollars worth of military equipment and then the China came in and specifically made a deal for all the lithium deposits and within two months the bill back but are planning to build back better plan it includes believe it $6000 grant federal grant tax money that you earned and paid our government they are basically just siphoning back to China so not only did they give them the lithium on the backs of the deaths of every military soldier who fought against Al Qaeda who fought against the Taliban who fought against ISIS in those areas on that that that that the the coffins of those who fought against the that the terrorists were over there there are now going to not only give them billions of dollars of the most advanced military equipment in the world then there going to spoonfeed China all of the lithium in Afghanistan and then they're going to buy it back from them at a $6000 per person grant of a yield or money that you paid the government for through taxes I don't know where that sentence started but I know this bill back but her stuff is bull ship crazy crazy to me that that was included in that bill and not written immediately within two months two months of the bill of of us leaving Afghanistan that build back better plan had that within the within so let's let's let's go into this a little bit let's find out why may be Russia is actually considering going to war or is going to go to war with Ukraine look at could possibly mean for NATO relationships what that could mean the United States and me and you and why Russia is even doing that in the first place so first were to watch the quick video of Biden talking about it them were in a read an article that I found that hopefully gives us some good and for information on so go ahead and watch it they in June you said was about Pres. Putin I think the last thing he wants now is a Cold War that since then of course you see them gather these troops hundred thousand troops around Ukraine the Secretary of State said today he thought he could invade it at any moment you seen the cyber attacks and you see the demand of the of a sphere of influence in which you would withdraw all American troops in nuclear weapons from what used to be the Soviet bloc so I'm wondering if you still think that the last thing he wants is a Cold War and has your view of him changed in the past few months and if it has and he does invade what would your posture be to really move back to the kind of containment policy that use also often when you were still in the Senate the answer is that I think he still does not want it is number two do I think you've test West test United States and NATO as significantly secure yes I think you will but I think will pay serious and dear price for that he doesn't think now cost ones can cost and I think you regret having done now whether or not I think that the how can I say this public for I think that he is dealing with what I believe he thinks is the most tragic thing that's happened to mother Russia and that Berlin wall came down the Empire has been lost near Broadus John Tschetter Soviet Union has been split home but think about what he had is it time zones burning 200 and will not freeze again naturally a situation where he has a lot of oil and gas but he is trying to find his place in the world between China and the West and so I'm not so sure that he has David I'm not so sure he has certain what is my guess is she will move in he has to do something and by the way I've indicated to the two things he said to me that he wants guarantees one is Ukraine 11 report NATO in two that NATO or the there will not be strategic weapon station in decree we can work out something in the second case attend and what he does long Russian line is well Russian border in the European area on the first piece we have a number of treaties international in Newark suggest that you get to choose who you want to be with but the likelihood that Ukraine is going to join NATO in the near term is not very likely based on watch for work they have to do in terms of democracy and a few other things going on and whether or not major allies in the West vote to bring Ukraine in right now so there's room to work if he wants to do the but I think as usual he's going to I probably should garnish I think it will hurt too bad Fayetteville so IA just kind of gave us why at least a roundabout way or maybe a snippet of what why this is happening and it sounds you know that that the things that he dissected and what Biden just said was well we may veto he wants to things from us in only we were knocking at give him everything he wants will make maybe will give him the second one the second one being you know not having NATO weapon eyes military or weapons in Ukraine specifically obviously because it may be a threat to Russia and then you know he says it was a week maybe we can sit down work that went out but but you know the first one he wants is that Ukraine will be a part of NATO and I think I think that were probably not to do that either so what he just said this reporter is working to give them everything that he wants to ensure no maybe not even to ensure that but just to give them everything he wants when I can fight back when I can do any thing about this were to give him everything he wants he decided he has to demands and working to fill them all like way to go so buddy buddy did kind of outline may be why this this is happening a little bit sounds like Hooton feels threatened by the idea of NATO having weapons in Ukraine or Ukraine being used two position weapons closer to Russia and Ukraine specifically having the opportunity to join NATO and I hopefully will find out in this article that I'm reading right after this that will read together why a specifically it's a problem if Ukraine goes to NATO and forgive me if you are you know much more educated on this topic I'm I'm glad you are but is not one that I've been following super close down even know where to find out hopefully how long this is even going on for this to be an issue but my very educated on so hopefully if you are educated on it was get educated together and if you are educated on it awesome let's see if we find out something that you don't already know so let's go ahead and read this article I think you should go go listen to majority of that that Joe Biden questioning I do think it's interesting I think it's interesting insight into why you know there are maybe why he was So far away from us for so long and also kind of the dissent structure and where his mental capacity is at right now and in kind of you know there was some interesting questions that were asked and he danced around virtually all of them without you know any day doesn't even Nestlé dancer on these things you just like kind of babbles because he forgot the question and then never actually answers it and then gets confused and then call some deals and it was basically the theme of what happened through this questioning but there there was one more portion of that that I thought maybe we could listen real quick there was a female reporter who it basically question him and in pride a little bit further because she was thought it was interesting how he said it's good to our our response is going to depend widely on what they do so let's see maybe what let's pull this question up here and then will go ahead and read that article on what is actually going on in Russia so here is this part and then maybe we'll talk a bit more about that and dive in the article sanction they I wanted to follow up briefly on a question asked by Bloomberg you said that Russia would be held accountable if it invades and it depends on what it does it's one thing if it's a minor incursion and we end up having to fight about what to do and what not to do are you saying that a minor incursion by Russia into Ukrainian territory would not lead to the sanctions that you have threatened writing effectively giving prudent permission to make a small incursion into the country question so to most important thing to do regulations coupons number two the ideas that we would do anything to split data which would be a profound impact on one of I think, in fact one subject we can would be a big mistake so the question is if it's a something significantly short of a significant invasion were not significant major military forces coming across for example okay it's one thing to determine that if they continue to to use cyber will we we can respond so well but outside they have FSP people is now writing down outlandish visa undermine solidarity in Ukraine about Russian trying to promote Russian interest but it's very important that we keep everyone in NATO that's what I'm spending a lot of time doing and there are different for differences NATO what countries are willing to do depending on what happens the degree to which I will be cleared the serious imposition of sanctions relative to dollar transactions the things are things that are going to have a negative impact on the United States as well as the negative impact in the economies of Europe as well a devastating impact on rush and so I got to make sure everybody's in the same page as immovable I think we will if there's something that is Werther's Russian forces crossing the border killing Ukrainian fighters etc. the that changes everything but it depends on what he does is take action when extent invariably get total unity rush on the new from quick went on Iran alright so as though he had a few things therewith always interesting to me and hit the heat did I'm proud of him Joe Biden if you're listening to this podcast and now the likelihood is probably very great that you are good job I'm am very impressed that you will start of a sentence and at one point you even came back to the original point of the question and and finish your thought there that was very impressive to me I applaud you and it's it's prayer is always a game raise like in the every time he starts a sentence as it can alike go off on this crazy tangent and then we do have no idea where he's going or how he got to this point and in the what question he's really thinks he's answering her mother is actually answer the question and I think I was probably the only time where he actually payments back and said you know it depends on what he dies them to what extent were to be able to have total unity within NATO and you know what response what I have so we actually did finish that when I'm very impressed Joe Mr. Pres. but so to me in on the next thing that he talks about there the first thing I should do with the way he open that is big when they say powerful the most powerful countries in the world cannot bluff so to me if you ever played poker maybe I'm wrong when it comes to international relations in war but usually it's the biggest countries who can bluff the most if you have all of the chips usually is much easier for you to block people out because you know how little chips they have right from Aveeno analogy standpoint right if you have all the chips and then you have more chips than anybody and there's two of you who have the chips right you know the and there's six people who don't have very many chips you can throw in three chips and affects everybody out you might have 30 of them write this now it is going to farm sorry that the basis is if you have all dam chips you get the bluff all you want right they did that you don't get the you know if you're not generally bluffing if you're very low on ships and I don't know if that run through with you I'm sorry but I did to me made sense the lease when I started that thought and Lisa came back around to it right but to me if I get you note what if you if you're the largest when can you bluff then in knowing and why does it have to be a bluff why do we have to be bluffing that if you go in the no obliterate a country that has very very little means to defend themselves without us supporting them and giving them weapons and troops in Indo black ops military to help them complete real missions and train them which is what will and that happening like always ends up happening when these things happen it it if you know if you can't bluff white what you have to bluff buys that a problem lies the problem if someone is going to invade another country and they shouldn't do that morally you know that maybe that gets into the multinational way that we dip our hands and all these you know wars so made may be we shouldn't be but but but again you know I I found that statement to be interesting you know we can't block for America America's been bluffing for a very long time and a lot of different situations this would be the first time so that was interesting and then the last thing that he said you know was kind of dance around the question eventually came to a point where you know maybe he realized what the actual question was so let's dive a little bit deeper into what is actually going on in Russia memo to read this article to you and then we'll talk about it so just a few minutes left here so steer it stay with me you're doing great I hope you learning something real quick we are just hitting our here you been listening to me for a while and in the you heard me the very beginning I asked you to subscribe and if you did I think you if you have I think you even more but if you haven't even listen for an hour and I know that you're enjoying this and know that you want to press the subscribe button so go ahead and do so if you're still listening and you are subscribed thank you so much go subscribe on YouTube right differs right on YouTube and you're subscribed on Apple podcasts Unilever five-star review of appreciate that a ton and off all the sub stack Burgundy putting out all of the videos that we just watched everything one of them all the videos all the interviews all of the portions of the interviews the specific timestamps the actual you know the article that were to be discussing here all of it is going to be released within a day or two on sub stack so I think that's pretty cool right if I liked up a podcast I thought you know to be really cool to be able to give you guys that information so I'm go follow the subsectors for you to sign up that podcast companion is free the deep dive that were to be going into a maybe on some of these questions that he was asked and some of the information we talked about today the longform article them to be writing up is a part of that paid subscriber base at seven dollars a month a dollar Evan the something a week so go ahead and subscribe if you're free subscriber and you like that podcast companion go ahead and pay the seven dollars and I get in on the deep dive articles that were to be putting out every week now it is only for pates drivers so this article was one that I found I just typed into… Why is Russia invading Ukraine and in I thought it might be a good idea using specific subs that myself to find some in the panic creators who had an independent opinion that was maybe tied to a large media organization and see what they had to say about it so I typed in sub stack why is Russia invading Ukraine this is what comes up so is an article by Henry Bolton Henry Bolton according to his own self is the BRI T PAC chairman British pack German former national politician political leader Amber exit campaigner previous a British Army Capt. and some other things that he says about himself so this was written on January 18 yesterday at the height on Tuesday of the situation so to start off this article is named the likelihood is that Russia will invade Ukraine here's why and what the objectives are likely to be Russia has deployed an estimated 100,000 to 125,000 troops around 75% of Russia's total ground combat power to Ukraine's eastern border Pres. Putin has issued demands and threats to Ukraine and NATO has launched's waving cyber attacks against Ukraine and has increased the rhetoric aimed at his domestic audience all the signs are that the Kremlin is poised to strike but will day and if so at what and why in addition to the Black Sea deposits in the Caribbean waters Ukraine has massive gas reserves in the east of the country I know I said that what that east of the country in particular the huge use a method or pronounce it why use the IVS KE use the avast ski field with these deposits Ukraine holds 5,400,000,000,000 m³ of gas the third largest reserves in Europe when Russia occupied the Crimea in 2014 Ukraine lost in Russia gained the huge gas deposits under the Scythian section of the Black Sea shelf the Black Sea shelf deposits had been under exploration for several years and Ukraine finally awarded the licenses of for their expert exploration in August 2012 Ukraine did not possess the technology or expertise to exploit the deposit itself they are very deep into the contracts were inevitably going to go abroad given the very close association between the Ukrainian Pres. Victor Jan new show Vic and Pres. Putin the Kremlin expected the contracts will be issued to the Russian energy giant gas broom but the Kremlin should have foreseen a problem until the Russian occupation of Crimea in the down buzz in eastern Ukraine Ukraine imported almost all of its gas from Gasper gas from had in turn impose numerous price hikes in Ukraine Ukraine's gas distributor NAFTA gas has struggled to pay the bills but 2014 NAFTA gas owned gas from old gas from $4.5 billion in US currency because of the repeated price hikes and resulting tensions between gas perm and NAFTA gas Ukraine had been trying to establish order other non-Russian supplies return to Europe for them and when the contract licenses were issued for the expectation of Ukrainians gas they went not to gasp Rome and Russia but to the group that led by American Exxon Mobil but to a group led by American Exxon Mobil but in including Dutch British Royal Dutch Shell and Romanian OMD Pro pressroom working with Ukrainian state company natural I'm sorry for all the pronunciation that there was a lot of Ukrainian words and companies in the meantime as I say Ukraine was looking to diversify its gas supply here enters the Europe European Union and one of the causes of Russian anger towards the UV Europe at the time in 2013 import about 39% of its gas from Russia in 2019 it was 41% was going up the last seven years nine years and much of the gas to Ukraine wanted to import from the EU was in fact redirected Russian gas gastro contracts new energy importing companies forbade such redirection and resell it in 2006 the clauses were removed because they infringed are in article 81 of the European community treaty and restrictive business practices legally this meant that your company's had every right to reexport gas no matter where they got it from indeed the Ukraine that now imports most of its gas from Hungary and Poland but can anyone really see Pres. Putin accepting such things passively so it sounds like there's been this kind of gas for this like resource a mineral war you know it's interesting talking on the backs of the idea of Afghanistan being left for China with lithium deposits to B passes the bill back that a plan which is to give them the 6000 diagram per person and with millions and millions people buying electric cars that would mean when millions and billions and trillions of dollars to China from your tax dollars that we gave up Afghanistan for interesting but I digress as an aside as an aside I know how I feel about the skies writing as an aside maybe it's because he's from Britain you know the UK or something member is from where you from is the brick picture so whatever that culture shimmies British so maybe they say that Britain given the very close association let's see if we can find where we were at as an aside consider the Russian involvement in resisting the pro-EU made in protests and KE of 2013 the context of access Ukrainian gas access the Ukrainian gas fields is a large part of the reason that the Kremlin was and is still so sensitive our Ukraine closing up to the European Union so it sounds like I got mineral war between the Eno European Union Russia and you know even the United states being in on it with Exxon so wind when in 2014 Russia occupied commedia Ukraine lost the Black Sea hydrocarbon fields that some list of names there in a minute butcher in that were under the promising exploration and if we look at the fighting in the East the country thousand 14 you carry nearly lost the town of slope and ask him backed rebels the so-called republics so let's go on low before more here so says the let's look briefly at what happened if Russia had not occupy Korea let's move on don't care about that so I might rush initiate hostilities again Ukraine in fact hostilities between Ukraine and Russia backed rebels in the East have never quite ceased but if we assume based on the above that the crime was objective in 2014 and 15 was to secure Ukraine's gas deposits in the Black Sea and east of the country so as to extend the maintain economic and political leverage over EU economies and if we assume that those objectives were not fully reached pro-Russian rebels failed to retain their occupation and therefore control over the massive use it Visco Ashfield use zip sky gas-filled and then yes hostilities at some point are likely combat indications so what is pointing us to the fact that this could happen right why do people believe it is going to be up for sur
Sasha Ilyukhin, SVP of Customer Service Operations at Tetra Pak, dives into OEE and the goals OEM's try to achieve with these measures. What is the importance of properly harvesting data as the first step in the journey? Is it better to build strategic partnerships rather than the do it yourself approach? How about sustainability in service, data driven decision making's role in improving mutual trust, and the need for proactive maintenance? Why does equipment gets more expensive as it ages, and should we focus on people over the technology? Tune in to find out!
WBSRocks: Business Growth with ERP and Digital Transformation
Due to the proliferation of IoT devices in manufacturing environments, the number of access points prone to attack has increased significantly. And while the OT environments don't have as thicker the code base as the IT environment, OT environments are less secure than IT. The lack of education in how to write production-ready software and a greater push for efficiency have been the reasons why OT devices are more prone to attack with higher safety consequences. In today's episode, our guests, Corey White and David Cundiff from Cyvatar share their insights into how the tradeoffs for greater efficiencies and OEE may be driving cybersecurity issues in the OT environments. They also take a deep dive into a car manufacturer's story where they ended up losing millions of dollars due to a ransomware attack within 8 hrs of attack. Finally, they describe the mechanics of ransomware, how the codebase in OT and IT differ, and why OT devices are harder to secure and more prone to attacks than IT due to the lack of standardization and skillsets of OT operators.For more information on growth strategies for SMBs using ERP and digital transformation, visit our community at wbs.rocks or elevatiq.com. To ensure that you never miss an episode of the WBS podcast, subscribe on your favorite podcasting platform.
What do industrial marketers need to know about CRM tools? Here's a hint: technology improves your overall equipment efficiency (OEE), and an ERP streamlines your inventory and production schedule. A Customer Relationship Management system provides data for how long it takes to get through your marketing funnel or a sales cycle, information about your close rate and why deals don't close, such as responsiveness or competitor price.
In this live stream, Walker Reynolds and Zack Scriven answer your questions on Industry 4.0, IIoT, and Digital Transformation. 0:00 Introduction 3:20 Highbyte and UNS Gateway 14:00 How to synchronize time-series data? 20:10 UNS Gateway Logo? 22:25 Community Member Shout Out! 23:33 Water Utility case study for UNS 24:55 Integrating GIS with SCADA / UNS (Oil & Gas Example) 34:20 Integrating different systems with UNS 38:22 What information should live on the edge? 41:35 ISA-95 Maintenance Model? 46:58 What is OEE used for? 56:55 Does lack of repair parts hurt availability? 1:00:20 Intrinsic vs Extrinsic Motivation 1:04:40 The most important thing in Manufacturing 1:10:20 Can ThingworX be used as the Unified Namespace? 1:10:30 Can Kafka be used as the Unified Namespace? 1:12:10 Do I need a degree to be a Systems Integrator? 1:14:23 Do customers really need OEE? Or would production efficiency be enough at first? 1:15:48 Does EMQ create self-replicating nodes? 1:16:30 Tesla's Automation Problem in 2018 1:18:40 Firebrand Award-Winning Project Review
0:00 Introduction 2:00 Community Updates 5:30 FrameworX University Launch Event
This is a fun season wrap up where we're reviewing our previous podcasts and looking ahead to 2021!Industrial Automation - It Doesn't Have To... Be EngineeredelliTek's pre-engineered Smart Servo Actuators and Robotic Work cells are designed to help manufacturers save money. You do what you can do and elliTek can fill in the gaps. There are plenty of manufacturers that can program their own machines. This is a means of them being able to use their in-house capabilities to 1) reduce costs and 2) empower them to do what they can do well and leave this other stuff for whatever reason they don't want to do to elliTek.Industrial IoT - It Doesn't Have To... Be OverwhelmingIndustrial IoT, Industry 4.0, Digitization, Digitalization, MES, Cloud & Hosted servers, ERP, HMI, KPI, OE, OEE, OLE, OPC, OT... these are just a few industry terms and acronyms that Brandon explains for the rest of us. Industrial Automation - It Doesn't Have To... Be UnsecureThis episode was in conjunction with Brandon's interview with Food Engineering magazine "Keeping machines and OT networks and IT safe from cyber-attacks". We talk about cyber security including some vectors or points of entry for ransomware/malware attacks, as well as how manufacturers can protect their networks.Industrial Robotics - It Doesn't Have To... Be ComplexAdding automated robotic systems to a factory can save money, create higher-quality parts, and increase production. We review the types of robots and how they're used in manufacturing. Sometimes adding an automated robotic system doesn't make sense - the wiggle jiggle example. That was Episode 6 "Industrial Automation - It Doesn't Have To... Be Hopeless".Industrial Automation - It Doesn't Have To... Be MyopicThis was another acronym filled episode. We talk about the important Key Performance Indicators (KPIs) manufacturers can look at in order to get the bigger picture. Not every solution is the best solution, but sometimes it's the best for the situation. You don't have to have an automated system to get your KPIs. You can still go out with a stopwatch and measure your uptimes and downtimes and take those indications. The point is - just do it so you can make educated business decisions.Industrial Automation - It Doesn't Have To... Be HopelessWe review a few projects that were beneficial to our customers and why. An IoT Based project was for Traceability (also called Skip Check). The customer was thankful they didn't have to upgrade all of their equipment and legacy PLCs. The Smart Assembly Pack Out System helped a customer integrate to their ERP system. A Material Handling & Management system managed the ingredients. Lastly, we hear Brandon's Brandology about the 4 Reasons to Automate.Industrial Automation - It Doesn't Have To... Be UnpredictableFor this episode, we interviewed Keary Donovan, owner of Pathways7. We delve into Keary's academic white paper "3 KPI Considerations for Maintenance and OEE". Keary has a unique perspective of KPIs from a maintenance perspective. Looking ahead to 2021, Brandon anticipates more automation so manufacturers can accommodate the six foot social distancing rule.
This episode of elliTek's Industrial Automation podcast is about Predictive Maintenance. We are talking with a special guest, Keary Donovan. Keary is the owner of Pathways 7. Pathways 7 is a consulting firm helping SMEs (Small and Medium-sized Enterprises) capitalize on up-to-date information systems so they can become more competitive. Keary recently published a white paper about Predictive Maintenance titled "3 KPI Considerations for Maintenance and OEE." During this podcast, we interview Keary. You will hear more acronyms, as well as references to "Tennessee Talk." You will need to listen to the episode to learn what "Tennessee Talk" is, but here is a glossary for the acronyms in the order in which they were discussed during the podcast.OEE: Overall Equipment EffectivenessOOE: Overall Operations EffectivenessTEEP: Total Effective Equipment PerformanceKPP: Key Performance ParametersTPM: Total Productive MaintenanceCMMS: Computerized Maintenance Management SystemStayed tuned throughout the entire episode to hear, Keary's insights into the interdepartmental conflicts and how those conflicts can be resolved.
Myopic is being short-sighted -- unable to clearly see things that are far away. elliTek's mission is one of empowerment. We want manufacturers find a way to better position themselves moving forward. Our hope is that this podcast provides helpful perspectives.This episode is about the tendencies we can have as human beings to focus on one piece of the puzzle but miss the picture as a whole. Brandon shares a customer experience where the customer's focus was on the "squeaky wheel". You'll be surprised to hear what happened.You'll also hear the important Key Performance Indicators (KPIs) used in manufacturing and why they're important. Key Performance Indicators are anything that has to do with the performance of your process and gives an indication of that.Brandon gives helpful definitions and examples for some industry terms listed below. Process Data - A machine, cycle, process, or manufacturing process. Processes have faults and those are called downtime events.Production DowntimeProduction Volume QA - Quality Assurance. Where quality and production come together.Production Costs - The cost of raw materials and labor, plus electricity, cleanroom environment (if necessary), and the equipment being used.OEE - Overall Equipment Effectiveness. Process based indicators that assess the scheduled efficiency. OEE basically decides how many good parts can be made across a time.OOE - Overall Operations Effectiveness. Operational efficiency KPI that decides how many good parts could have been made.TEEP - Total Effective Equipment Performance. Uses OEE and OOE to track the overall effectiveness of whatever it is being measured. TEEP measures the performance across all time, 24/7. It's used to make decisions such as adding another production line, identifying if a line is being underutilized. OA - Overall Availability. This indicator is part of OEE, Overall Equipment Effectiveness.Product Data - Any data that has to do with the product being made. Traceability ties into product data. Used to improve your processTraceability - It's like a VIN on a car. It's used to retrace - see every process the product went through.Six Sigma - A quality program. A perfectly quality built and fully assembled ready to ship part. Defect Flow Out Prevention - Eliminating the opportunity for the defect to have ever occurred.Zero Defects - Part of Defect Flow Out Prevention. Zero Defects is removing the possibility of building a perfectly bad part. Process Skip Check - Ties in with traceability. The next machine process is alerted as to whether or not the part passed, failed, or didn't even go through the previous process. If the part failed or didn't go through the previous process, the next process is not given permission to stat. Process Skip Check is a method of Defect Flow Out Prevention. This leads to a cost savings, because a perfectly built bad part still uses resources and materials and ends up in the scrap bin. If the bad part is caught midstream, it can minimize the amount scrapped out.elliTek's Workflow Manager which is part of the IIoTA™ Platform allows users to easily build their processes, connect them for certain part numbers, and do one to many - many to one relationships. The Workflow Manager gives users the ability to do Traceability.Dashboard tools to create drag & drop web-based dashboards to view the KPIs listed above for a specific assembly line or lines are included in the IIoTA™ platform.Lastly, there's no need to fear databases! Listen to the full episode to find out
Industry 4.0 Community Live Stream w/ Walker Reynolds Recorded on 7/30/20 Walker Reynolds will be engaging with the community and answering questions from our LinkedIn Page!
Welcome to this week's episode of The Mindset Mentor Meets Podcast which hears Angela interviewing Mark Palmer, CEO at Gobeyond Partners, part of Webhelp. About our guest Mark is the CEO of Gobeyond Partners (part of Webhelp), a market leader in customer experience, customer journey design and operations transformation. Mark started his career in France in 1992 working for Valeo (a CAC 40 automotive group) where he spent 9 years of his career. Mark started in production management, established a successful business improvement academy in Paris, became the Key Account Director for Japanese manufacturers in Europe and went onto run the UK Division, appointed on his 30th Birthday. His final role at Valeo was as the global management development director. Mark joined OEE Consulting in 2001 and became MD in 2008. From 2008 > 2018, the firm grew into a mid-tier player and quintupled in size - working with some of the UK's best-known organisations. The business was sold to Webhelp in 2018. OEE then merged with Webhelp's professional services business to form Gobeyond Partners. Mark has a degree in French and an MBA from Cardiff Business School. About this show Mark shares his proudest moments which include how he tackled the difficult task of making people redundant which on first hearing might sound shocking but he goes on to tell us HOW he went about this thankless role with heart and by doing the right things in the right way. The response from the people demonstrates they felt. He generously talks about the lessons he has learnt along the way, including after a sleepless night wondering how he was going to sort out a mess he and the team were in, he created a new way of working based on co-creating value with clients and placing the client at the centre of the narrative. Mark is cool with showing his vulnerability and says its absolute okay to fail and be 'a bit rubbish sometimes', which is something that will make many of us breathe a sigh of relief. This half hour is packed with open and honest reflection. About the Host Angela Cox, Mindset Mentor is an award-winning behavioural change life coach. She works with leaders and professionals helping them to stop being stuck, build the belief and unleash their absolute potential. To find out more about working with Angela visit http://www.angela-cox.co.uk To follow on social media http://www.linkedin.com/in/angelacoxmindsetmentor http://www.instagram.com/mindset_mentor_angela_cox http://www.facebook.com/mindsetmentorangelacox You can purchase Angela's book, Enough here... https://www.amazon.co.uk/Enough-proves-achieve-an
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