< Previous10 Product Selection and Applied Technology Handbook 2020Lessons for Building the Connected Worker tion) enable the connected worker to rectify issues in a timelier manner. LESSONS ON BUILDING CONNECTED WORKER CAPABILITY We’re working with multiple large-scale manufactur- ing clients who want to achieve the connected worker capability in their digital strategies. For anyone look- ing to venture into this space, our experience has pro- duced some valuable lessons: • We’re finding there’s not much software in this space yet. As with any digitization project, it’s still quite new. So be cautious of getting an off-the- shelf product that is advertised as having a mobile user interface (UI) and it not quite meeting the mark on usability. • Keep usability top of mind. The whole idea is to make someone’s work quicker and easier. If they’re having to fiddle with menu structures or squint to read the screen, you’re not going to achieve the gains you set out to. • Not everything is suited to mobile. Remember that desktop still has a place. For example, our beverage client’s product uses both desktop and mobile UI for different paperless quality sampling functions. • Foundational infrastructure such as a good Wi-Fi network and tight integration are fundamental. Addressing this depends on your current infra- structure—some might be able to simply add more access points, but others might require a major network upgrade. • As with any digitization project, you’ll need a digiti- zation strategy. If the majority of processes are still manual, you just can't go mobile! The connected worker capability is one part of an overall digital ecosystem. One client of ours is implementing a paperless quality system at the same time as mo- bile connectivity as part of its two-year digital roadmap. Connected worker capabilities have the potential to make work faster, more accurate, and convenient for operators and maintainters. Meanwhile, those capabilities give managers real-time holistic insights into how work is conducted. AW2005_Handbook.indd 10AW2005_Handbook.indd 104/29/20 10:00 AM4/29/20 10:00 AM11 Product Selection and Applied Technology Handbook 2020Lessons for Building the Connected Worker WHAT’S NEXT FOR THE CONNECTED WORKER? The rate at which this space is changing is unfath- omable. We’re already in talks with our clients about the next level of connectivity after wearables, in- cluding leveraging the likes of Google Assistant and Amazon Alexa for voice commands to free up workers’ hands—asking questions like “What’s my current machine speed?” or “When’s my next qual- ity check due?” Plus, we’re looking at how AR can be used for re- mote technical support by using tools like Microsoft HoloLens. Here, maintainers and remote support technicians can share views using cameras and AR to resolve issues and show standard operating proce- dures and machine drawings. If you take anything away from this article, it should be this: The connected worker is about making better use of resources by automating repetitive tasks and refocusing on more valuable tasks like continuous im- provement. Remember, it’s a small but powerful com- ponent of a digitization strategy. If you develop the right strategy and lay down foundational infrastruc- ture now, you’ll be setting yourself up to adapt this capability sooner than you might think. AW2005_Handbook.indd 11AW2005_Handbook.indd 114/29/20 10:01 AM4/29/20 10:01 AM12 Product Selection and Applied Technology Handbook 2020 I ndustrial robots can fill many different roles in the manufacturing environment, including weld- ing, painting, assembly, pick and place, packag- ing and labeling, palletizing, product inspection, and testing. As robotic systems become increas- ingly affordable and flexible, more factories are integrating robotics into their current processes. Nearly any repetitive task is a candidate for robotic replacement, but how do you know the best time to take the plunge into robotic systems? Answering the following four questions can help guide you and your team through the process: What is the long-term cost benefit? Many com- panies believe that the initial investment in auto- mating their processes will be too expensive. How- ever, the return on investment over the life of the robotic system is high. The best way to evaluate this concept is by conducting a cost benefit analysis— examining the pros and cons for all process options. Forecast the cost five, 15, or even 25 years from now. This will help identify whether the upfront cost will be recognized within the first few years or if the forecasted return on investment is farther down the road. Do you have the resources required? One of the costs of integrating a new robotic system and pro- cess into your manufacturing facility is time. Do you have the time and personnel needed to execute this new system? A solid integration plan is an essential component of a new robotic system. It is neces- sary to bring multiple subsystems or components together into one operation system. This requires a broad range of expertise in software, automation hardware, controls methodology, and much more. A reputable systems integrator is often worth the expense in order to expedite the new system’s implementation. Additionally, your key personnel will not be tied-up for the entirety of the project, Integrating Robots Into Your Manufacturing Environment Robots in the manufacturing environment are becoming much more prevalent, but it hasn’t gotten any easier to implement. These four questions will help your organization figure out if they’re ready for implementation. By Mark Sobkow, vice president, Manufacturing Systems, RedViking AW2005_Handbook.indd 12AW2005_Handbook.indd 124/29/20 10:02 AM4/29/20 10:02 AM13 Product Selection and Applied Technology Handbook 2020Integrating Robots Into Your Manufacturing Environment AW2005_Handbook.indd 13AW2005_Handbook.indd 134/29/20 10:02 AM4/29/20 10:02 AM14 Product Selection and Applied Technology Handbook 2020 allowing them to freely work on other things. Re- member, the longer it takes to implement your new system, the longer it will take to realize the return on your investment. Do you have a champion to carry out the proj- ect? A project champion is the person within the organization that is committed to the project’s suc- cess, and most successful projects are the result of a champion behind them. There are two key traits in the project champion: knowledge of the existing process and a commit- ment to implement a new process. The champion takes responsibility for identifying a need, sourcing a solution, and implementing the new automation process. By being intimately familiar with the old and new process, a champion can identify potential issues before they happen. They can also follow through to assure that the system can be safely and efficiently used. For ex- ample, ensuring that each team member required is properly trained and has complete cooperation from engineering and other departments within the organization. System integrators can help the champion by bringing on experts within each area of technology required for implementation. The advantage to using these experts—rather than your own personnel—is that they will not be distracted by corporate concerns like increased or decreased product demands, bottlenecks, etc. Is your equipment speaking to each other? Imple- menting an entirely new system and process into your factory is a huge change. Does your legacy system have the capability to communicate with your new robotic system? Does your key person- nel have the time and/or training to integrate these systems? A reputable system integration team is prepared for both vertical and horizontal integra- tion, making certain that each area of the facility can talk to each other, leaving less likelihood of equipment isolation. These questions will not only help you figure out where in the implementation process your organi- zation is at, but will also help make sure the imple- mentation of the new systems goes smoothly and without too many hitches. Integrating Robots Into Your Manufacturing Environment One of the costs of integrating a new robotic system and process into your manufacturing facility is time. A solid integration plan is an essential component of a new robotic system. AW2005_Handbook.indd 14AW2005_Handbook.indd 144/29/20 10:03 AM4/29/20 10:03 AMFull Page Ad.indd 73Full Page Ad.indd 734/30/20 9:45 AM4/30/20 9:45 AM16 Product Selection and Applied Technology Handbook 2020 ONE source. Unlimited sensor options. www.tesensors.com I have had several discussions with various ven- dors, distributors, and other integrators regard- ing Industrial Internet of Things (IIoT) products. I have read articles regarding whether or not IIoT is really coming. I am not sure if we’re all on the same page regarding what IIoT is and the communi- cations demands therein. If you believe we already have all the devices in our control systems, and IIoT is getting everything on Ethernet, and adding the cloud with Big Data analyt- ics and dashboards, then you’re focusing on analytics. That’s fine, but that’s not IIoT. That’s advancing analyt- ics that have been around for a while, which is a good place to be, but that is not necessarily IIoT. Cloud and Big Data analytics are important compo- nents of IIoT systems and smart manufacturing. So, it is indeed an advancement to get there. However, you cannot solve an IIoT system with software and the cloud alone any more than you can a control system. A control system needs control hardware with a control communications layer along with the equipment and devices we are controlling. Then software can contrib- ute. Likewise, an IIoT system is about the “things” first. Look up the Purdue Reference Model (PRM) used in ISA-95 and look at Level 0 and Level 1. That’s where we start an IIoT solution just like a control system, even if we know we are also implementing Level 3 solutions and integrating top to bottom. I don’t think this idea is foreign to most people read- ing this. However, there is a gap between Levels 0 and 1 in a control solution and the Levels 0 and 1 in an IIoT system. I have mentioned this before, but I want to bring a focus to it now. As control system integrators, we typically con- sider that we have the device-level communications (PRM Levels 0 and 1) covered. If new devices come into the system, we solve any communications hurdle and bring it into our system. Not all IIoT products will come back to the control system, though. For in- stance, a safety application using a camera should be integrated with control. Calculating inventory levels that a batching system uses as source raw material will be integrated to some degree. Safety inspections might not be. Security might not be. Accountability o erings might not be. Sensors might or might not be connected with IIoT Communications Though cloud and Big Data analytics are important components of the Industrial Internet of Things, don’t forget to start with the necessary communications layer and work your way up from there. By Michael Bachelor, President, Bachelor Controls AW2005_Handbook.indd 16AW2005_Handbook.indd 164/29/20 11:51 AM4/29/20 11:51 AM17 Product Selection and Applied Technology Handbook 2020 Simply easy! ONE source. Unlimited sensor options. www.tesensors.com IIoT Communications control. If a sensor contrib- utes to analytics but is not a tangible contribution to the control system, then it might just be clutter for the control system. If a sensor is remote, it might not make sense to add it to the control system. It might not make sense to connect drones to the control system. It might not make sense to tie trucks in the supply chain to the control system. Communications with enterprise resource plan- ning (ERP) systems, data- bases, cloud systems, Big AW2005_Handbook.indd 17AW2005_Handbook.indd 174/29/20 10:04 AM4/29/20 10:04 AM18 Product Selection and Applied Technology Handbook 2020 YOUR ONE-STOP SHOP FOR POSITION AND MOTION SENSORS Industry-Leading Encoders, Inclinometers, Linear Position Sensors: Built to Your Specs! Pick the mechanical properties, communications interfaces and performance parameters that are right for your job. POSITAL’s mass-customization manufacturing systems can build and deliver exactly what you need. Delivery within days, competitive prices. Minimum order quantity - one! The Versatility Champs www.posital.com Data, and other various software systems are important. Communi- cations with control systems and integrating with enterprise soft- ware is important. These are covered well. This does leave a gap, however. What about the Levels 0 and 1 in IIoT solutions that extend control systems or add products not even related to control? This gap between control systems and IIoT systems is met by a gap in communications as well. We know how to get our systems on Eth- ernet, hardwired, or via Wi-Fi. We know how to convert or bridge the gap to many different legacy plant floor networks and protocols of the past. What is new is thinking about things outside of that domain. We might have to think about communications such as cellular, redundant cellular, radio frequency (RF) and low-power RF, near field communi- cation, LoRaWAN, BLE (Bluetooth low energy), ZigBee, Thread (IPv6), CAN bus, long-range Wi-Fi, specialized new Internet of Things sensor modems, and more. This is a communications integration project by itself within an IIoT solution, and probably a proof-of-concept hurdle for many customers who are forward-thinking in this way already. Furthermore, once you can reach out and touch a thing, you will need to be able to speak its language as well. That might or might not hap- pen via a typical hardware module or OPC driver that control system integrators are used to. If engaging IIoT, engage it at the tangible hardware level first. IIoT is a bit like a control system, or a plant floor analytics solution ex- cept with more parts and pieces that could come in from a broader area and a larger context of business factors than operations. We have more things in more places to talk to over various networks that speak various hardware languages we are not necessarily used to. Solve problems for IIoT at ground level, going back to the days when com- munications were half of the battle. Then build up to the cloud from there where warranted. AW2005_Handbook.indd 18AW2005_Handbook.indd 184/29/20 11:51 AM4/29/20 11:51 AM19 Product Selection and Applied Technology Handbook 2020Smart Manufacturing—It’s Not (Just) About Technology C ompetition between suppliers of advanced manufacturing technologies has driven im- provements in delivery and quality while driving down costs. Though most new technology investments meet buyers’ specifications, too many fail to deliver the business impact that originally justified the investment. Worse, the cost of delayed impact can be hard to measure. Which means that most business leaders just feel frustration at the performance gap and don’t know where to turn. Business leaders rarely care about the technol- ogy in which they invest. They measure success on the bottom line. They want invested capital to in- crease profits. And they want those financial gains to happen in a timeframe that supports the busi- ness’s financial goals. When an investment fails to fully deliver on finan- cial goals, the cause usually has to do with factors adjacent to the installed technology, not the tech- nology itself. Automation-enabled capital equipment can require tight integration of capabilities across the organization. Higher-precision processes that produce higher-performing products (at lower cost) place demands on a broad spectrum of operational and support activities within the business. Left unad- dressed, these demands cause problems. Following are some key examples: • Manual processes that can be adjusted by trained operators to handle variations in incoming mate- rial become more sensitive to variations when automated. Procurement specifications that don’t incorporate tighter control of material Smart Manufacturing—It’s Not (Just) About Technology Increasing emphasis on smart manufacturing in industry is exposing an unfortunate truth. Too few investments in advanced manufacturing are generating returns in a reasonable timeframe. By Pete Kalish, director of business development, O’Brien & Gere AW2005_Handbook.indd 19AW2005_Handbook.indd 194/29/20 10:04 AM4/29/20 10:04 AMNext >