Manufacturing devices central of computer networks, systems, complexes and electronic digital machin
The Internet, a global network of networks, is a remarkably complex technical system built on the creative contributions of scientists around the world from the s to the present. Throughout its evolution, the Internet and other networks have been promoted by governments, researchers, educators, and individuals as tools for meeting a range of human needs. A combination of high-level policy and grassroots improvisation has produced social benefits including easier and more widespread access to computers and information; increased scientific collaboration; economic growth; the formation of virtual communities and an increased ability to maintain social ties over long distances; the democratization of content creation; and online political and social activism. Such problems continue to demand creative solutions from scientists, policy makers, and citizens. Several general themes characterize the technical development of the Internet. First, from the s to the present there has been a steady increase in the size of data networks and the variety of services they offer.
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What is Industry 4.0?
For many industrial manufacturers, what was once a clear path to success is now fraught with uncertainty. Making equipment for a wide array of industrial activities — such as big construction projects, large industrial facilities, oil and gas fields, and refineries — has for years been difficult to navigate, but major companies often used their size to sidestep obstacles.
The strength of having multiple product lines covering the full gamut of industrial operations frequently allowed industrial manufacturers to eke out profits from some segment of their customer base even as slowdowns imperiled other sectors.
But juggling business in this way is no longer a viable strategy, particularly if a company relies on traditional machinery for its revenue streams, as many industrial manufacturers do. Customers increasingly seek improved efficiency and production transparency from connected technologies and digitization. Their loyalty to companies that fail to offer innovative products is waning. Equally important, the inherent advantages of large, diversified organizations — such as lower cost of capital and sophisticated talent development and recruitment programs — are diminishing as capital market efficiency improves lending outcomes for all participants and increasing information transparency provides windows into attractive new jobs across the corporate landscape for the best prospective workers.
A significant portion of new sales growth for industrial equipment manufacturers will come from connected equipment with sensors, actuators, and analytical insights that can exchange critical data with other machines and computer networks. Twitter LinkedIn. These trends have been slowly emerging over the past few years, but the pace has quickened for digitized devices particularly. By our reckoning, a significant portion of new sales growth for industrial equipment manufacturers in the immediate future will come from connected equipment with sensors, actuators, and analytical insights that can exchange critical data with other machines and computer networks in real time via the cloud.
Indeed, 72 percent of manufacturing companies surveyed by PwC said they are dramatically increasing their level of digitization and expect to be able to be ranked as digitally advanced by , compared with just 33 percent today. Also additive manufacturing, incorporating 3D printing, is rapidly catching on and transforming business models in the industrial world.
This less wasteful and more efficient new production approach potentially rewrites the book on minimum product runs, the need for warehousing, plant location and design, and maintaining spare parts. Yet, despite aggressive and optimistic projections for advances like the Internet of Things IoT and additive printing and their impact on customers, industrial equipment manufacturers have barely dipped their toes in the waters of these aspects of Industry 4.
Even those industrial equipment makers that have embraced IoT technology and are taking proactive steps to prepare for this new industrial digital ecosystem face barriers. Lack of standardization in this relatively new arena makes research and development efforts arduous and expensive, especially since this equipment will be implemented in complex operating environments requiring coordination among multiple facilities, users, and networks. Moreover, customers, fearing technological obsolescence of freshly purchased equipment, are reluctant to take a chance on products that require long testing periods and learning curves.
That goes against the grain of industrial manufacturers, whose traditional business models called for developing products with elongated life cycles. There is no single cookie-cutter solution to these challenges. The primary aim at this point should be to get out in front of the digitization trend via strategies that let you free up capital to invest in emerging technologies that will enable a potentially significant revenue stream in the future. Despite initial intentions, these acquired product lines fail to decisively improve company performance, while their dissimilarity impedes efforts to develop common technology platforms for equipment to communicate.
For many industrial manufacturers, organizational reengineering by aggressively reshaping and resizing their portfolios represents a profound change. We have mapped out two paths to consider for starting the process of rightsizing your portfolio and navigating toward a more digitally oriented future. These paths are largely complementary and may even overlap. By divesting unneeded parts of overly diversified product portfolios, industrial manufacturers can achieve a number of critical outcomes:.
Recently, some industry players have begun to take the divestiture path precisely to address one or more of these imperatives. GE is also exploring the possibility of spinning off its healthcare information technology businesses, and in the past few years it has pruned its portfolio by shedding NBCUniversal, its plastics division, and most of GE Capital.
Similarly, in October , Honeywell announced its intention to simplify its broad portfolio by spinning off two stand-alone, publicly traded companies: one from its transportation systems business and the other from its Homes product portfolio and ADI global distribution business.
The decision was part of a rigorous portfolio review that will allow Honeywell to focus on high-growth businesses related to aerospace, commercial building products, performance materials, and safety products. Which brings us to the second route that companies could travel.
There are stages of digital maturity that some industrial manufacturers are already beginning to go through. At the minimum, digital novices are linking up with innovative companies in limited, nonexclusive relationships to access certain necessary technologies but have no comprehensive digital strategy. Other companies are vertically integrating some bespoke digital technologies into their product and service offerings.
The goal is to use the data from this Schindler proprietary tool, which will cover the comings and goings of more than 1 billion people a day, to identify potential service issues before they occur and launch new products based on customer behavior. In other words, their developed technologies should ultimately serve the strategic direction of the company as manifested by the products and services the company is poised to deliver now and in the future.
In addition, new digital divisions should help to inject more entrepreneurship into the organization while allowing the parent corporation to command higher multiples, closer to the levels that technology companies have grown used to. Rather than going all-in on digital divisions initially, some industrial companies may prefer to start small, with a team of perhaps a half-dozen to a dozen people possessing digital and design expertise, as well as commercial capabilities, and representing various organizational functions such as data analytics, architecture, or software development.
Although the incubator would be highly collaborative with other business units, it should have relative autonomy to facilitate a more entrepreneurial culture and avoid any legacy biases or distractions during the proving-out phase of the digital products and business lines. The overall advantages of a digital unit include more agile and timely product design, a departure from traditional operating models.
For example, prototyping, a method first used by software companies, allows the startup teams to quickly develop and test new products and capabilities without the delays inherent in large organizations, which are often bogged down by layers of management and protocols.
In addition, these teams could test the market with so-called minimum viable products, which have sufficient features to attract early adopters who can provide feedback for subsequent full-fledged versions of equipment or devices.
Such pilot products can also assess customer sentiment for specific innovations and measure their value in the marketplace as well as to the industrial manufacturer itself.
To be sure, making the incubator concept work requires a lot of foresight. But sticking with them can reap long-term benefits, as digital units are scalable and able to grow in both size and resources as IoT adoption and penetration speed up. Of course, the more ambitious digital units represent huge investments that can take years to pay off. Consequently, to facilitate the development of new technologies and conserve resources for developing innovative proprietary products internally, some industrial manufacturers and large technology companies are joining forces in nonprofits to test broad applications and processes in the IoT arena, as well as to promote the IoT concept globally.
Gleanings and results from joint efforts like IIC are intended to be used by digital divisions for their bespoke design efforts. Technological transformation is meaningless without a culture that enables risk taking and change, and talented employees who can manage, implement, and sustain a specialized portfolio of products and services in a cutting-edge and connected manufacturing world.
Whichever IoT investment strategy industrial manufacturers choose, succeeding over the long term requires organizational overhaul to attract the best teams, as well as investment in the existing workforce to help longtime employees build the skills necessary to keep up with the digital revolution.
But a program of rapid change, hiring, and firing in response to every market bump will likely fail. Instead, the goal should be to identify critical current and future talent needs that the organization must nurture even while managing the shareholder demands faced by public companies. Industrial manufacturers must get out in front of this war for talent. These businesses need to start building workplaces and processes to attract and retain the most skilled and educated workers before the next big wave of hiring hits.
Success will depend largely on the digital IQ of leaders and their teams. The makeup of the workforce will need to change drastically, but transformation can be hard on individual employees. Leaders must deploy and enhance change management capabilities to help ease their people through this radical disruption, working closely with teams across all functions before, during, and after implementation.
Once they have embraced the decision to go full forward with IoT and connected technologies, industrial manufacturers need to navigate their way along these paths with precision and care. But, again, the one option they do not have is to continue standing still.
Marian H. Stephen Eddy. Barry Jaruzelski. All rights reserved. Please see www. As the drumbeat for digitization grows louder, industrial manufacturers must develop new strategies for IoT technology investment. Route B: Digital divisions There are stages of digital maturity that some industrial manufacturers are already beginning to go through. Building a culture of resilience and speed Technological transformation is meaningless without a culture that enables risk taking and change, and talented employees who can manage, implement, and sustain a specialized portfolio of products and services in a cutting-edge and connected manufacturing world.
To create this nimble new workplace, industrial manufacturing leaders need to do the following: Start attracting talent now, and be more open about where they will find their best employees. In a recent PwC study of the German workforce, 89 percent of respondents said digitization will demand hiring of new employees with the necessary qualifications, while 81 percent said they are having difficulty finding qualified candidates.
Creative solutions to fill the talent gap include hiring people who are not necessarily prepared for a career in industrial equipment — indeed, who may have preferred a job in Silicon Valley or someplace attractive like that — but are technologically savvy and potentially a great asset for a manufacturer in transition.
Allow these new hires to work with experienced industry personnel to build a healthy mix of talent on each team. Invest in education and training. Other countries, including Germany, have gotten this right by adopting apprenticeship systems that educate workers on the job.
In-house training as well as external partnerships will also help to prepare the existing employee base to program, operate, and maintain the robots and digitally enabled machinery they will be standing alongside in the production lines. Remake the workplace culture. Industrial manufacturers must compete fiercely with tech companies and startups to attract more millennial talent.
These workers tend to prefer flexible work environments that are light on hierarchy and encourage creativity and risk taking. Download 0. The road ahead Once they have embraced the decision to go full forward with IoT and connected technologies, industrial manufacturers need to navigate their way along these paths with precision and care.
Industrial Ethernet Switches
A computer is a machine that can be instructed to carry out sequences of arithmetic or logical operations automatically via computer programming. Modern computers have the ability to follow generalized sets of operations, called programs. These programs enable computers to perform an extremely wide range of tasks. A "complete" computer including the hardware , the operating system main software , and peripheral equipment required and used for "full" operation can be referred to as a computer system. This term may as well be used for a group of computers that are connected and work together, in particular a computer network or computer cluster.
Imagine a world in which engineers can interact with 3D models in an immersive environment, where machines and products communicate with each other, and where products wend their way independently through the production process. This is Industry 4. Right now, in factories around the globe, manufacturers are attempting to wrap their heads around the magnitude of change involved with Industry 4. The Fourth Industrial Revolution of connected, smart factories, is creating new ways to design and produce products, changing the way companies operate and revolutionizing the role humans will play in the labor economy. Humans are programmed to invent and create, and to always progress.
The road ahead
The result is huge pressure on industry: Companies have to prepare for the Internet of Things if they are to succeed in global competition for the long term. For the digital factory, powerful and future-proof networks form the core of this data communication. They are what enable all assets involved in the value-added process to be seamlessly integrated. They permit a seamless exchange of data both horizontally and vertically. And they can grow along with the increasing volumes of data. As a consequence, they are an indispensable prerequisite for all companies that want to share the journey into the digital future. The vision of complete digitalization is based on nothing else than the fact that the real world is simulated in a virtual environment. To this end, data and information is continuously read from sensors, electronic devices, machines and systems and transmitted to intelligent systems which create a digital twin of the actual environment.
AI & Human-Machine Interface: New Business Models
Describes the individual capabilities of each of 1, unique resources in the federal laboratory system, and provides the name and phone number of each contact. Includes government laboratories, research centers, testing facilities, and special technology information centers. Also includes a list of all federal laboratory technology transfer offices. Organized into 72 subject areas. Detailed indices.
Zyfra develops industrial digitalization technologies, invests in such products and improves the Industrial Internet of Things and Artificial Intelligence environment. We promote readymade industry solutions in predictive analytics and data analysis, tech processes optimization, machinery and floor staff monitoring. To make effective decisions, you need objective information. The first step to increasing productivity is real-time personnel and equipment monitoring.
The Future of Jobs and Jobs Training
Automation, robotics, algorithms and artificial intelligence AI in recent times have shown they can do equal or sometimes even better work than humans who are dermatologists , insurance claims adjusters , lawyers , seismic testers in oil fields , sports journalists and financial reporters , crew members on guided-missile destroyers , hiring managers , psychological testers , retail salespeople , and border patrol agents. Moreover, there is growing anxiety that technology developments on the near horizon will crush the jobs of the millions who drive cars and trucks, analyze medical tests and data , perform middle management chores , dispense medicine , trade stocks and evaluate markets , fight on battlefields , perform government functions , and even replace those who program software — that is, the creators of algorithms. People will create the jobs of the future, not simply train for them, and technology is already central. It will undoubtedly play a greater role in the years ahead.
In fact, calculation underlies many activities that are not normally thought of as mathematical. Walking across a room, for instance, requires many complex, albeit subconscious, calculations. Computers, too, have proved capable of solving a vast array of problems, from balancing a checkbook to even—in the form of guidance systems for robots—walking across a room. Before the true power of computing could be realized, therefore, the naive view of calculation had to be overcome. The inventors who laboured to bring the computer into the world had to learn that the thing they were inventing was not just a number cruncher, not merely a calculator. For example, they had to learn that it was not necessary to invent a new computer for every new calculation and that a computer could be designed to solve numerous problems, even problems not yet imagined when the computer was built.
Where machines could replace humans—and where they can’t (yet)
Springer Shop Amazon. Mechatronic Design in Textile Engineering. In addition to the introductory sections on the mechatronics concept and design methodology and the impact of advance in technology on the mechatronics concept; the importance of the mechatronic design in the textile industries is highlighted, together with many examples. These include: mechatronics in the design of textile machinery, such as 3-D braiding; weaving and LAN systems for weaving; yarn tension compensation; texturing; spinning: measurement automation and diagnosis, knowledge-based expert systems; automated garment manufacture and assembly; and apparel manufacture. The book is unique in that it brings together many applications of mechatronics in textile machinery and system design. In that respect it will serve as a reference book for designers as well as for students of textile technology and engineering. Advancements in Technology and its Impact on the Future Developments.
Today's world runs on computers. Nearly every aspect of modern life involves computers in some form or fashion. As technology is advancing, the scale of computer use is increasing.
Future-oriented Industrial networks
Gathers in one place descriptions of NIST's many programs, products, services, and research projects, along with contact names, phone numbers, and e-mail and World Wide Web addresses for further information. It is divided into chapters covering each of NIST's major operating units. In addition, each chapter on laboratory programs includes subheadings for NIST organizational division or subject areas.
Computer , device for processing, storing, and displaying information. Computer once meant a person who did computations, but now the term almost universally refers to automated electronic machinery. The first section of this article focuses on modern digital electronic computers and their design, constituent parts, and applications. The second section covers the history of computing.
Machine to machine M2M is direct communication between devices using any communications channel , including wired and wireless. More recent machine to machine communication has changed into a system of networks that transmits data to personal appliances. The expansion of IP networks around the world has made machine to machine communication quicker and easier while using less power. Wired communication machines have been using signaling to exchange information since the early 20th century. Machine to machine has taken more sophisticated forms since the advent of computer networking automation  and predates cellular communication.
For many industrial manufacturers, what was once a clear path to success is now fraught with uncertainty. Making equipment for a wide array of industrial activities — such as big construction projects, large industrial facilities, oil and gas fields, and refineries — has for years been difficult to navigate, but major companies often used their size to sidestep obstacles. The strength of having multiple product lines covering the full gamut of industrial operations frequently allowed industrial manufacturers to eke out profits from some segment of their customer base even as slowdowns imperiled other sectors. But juggling business in this way is no longer a viable strategy, particularly if a company relies on traditional machinery for its revenue streams, as many industrial manufacturers do. Customers increasingly seek improved efficiency and production transparency from connected technologies and digitization. Their loyalty to companies that fail to offer innovative products is waning.
After having worked with an automation and electronic products manufacturer in the implementation of smart sensors and AI platforms for a Human-Machine Interface, I realized how this industry could transition from products to services…. Indeed, the growing maturity of Machine Learning is impacting the development of Industry 4. Based on these elements: How can you drive innovation, flexibility and growth at a global scale in such a fragmented environment?