LNS Research regularly hosts quarterly executive roundtables to present some of our latest research, facilitate conversations among industrial leaders, and provide benchmarking opportunities for our member community. In our most recent executive roundtable, we discussed some of our latest research on the evolution of Industrial Transformation (IX) and the Vision-to-Value pivot.
Read MoreCategories: Continuous Improvement, Lean Manufacturing, Business Process Management (BPM), Industrial Transformation / Digital Transformation, Industry 4.0 / Smart Manufacturing
Building business cases is often the first of many challenges today’s industrial companies have to face as part of their Industrial Transformation (IX) programs. The ideal business case should help companies identify and prioritize the correct problems and provide a clear roadmap for the solution.
Read MoreCategories: Business Process Management (BPM), Industrial Transformation / Digital Transformation, Industry 4.0 / Smart Manufacturing, IX Platform
Data from LNS’s surveys related to asset performance management (APM) and the Industrial Internet of Things (IIoT) all point to improvement in operational performance as the key driver for investment in those two areas. LNS believes that the pursuit of better performance is captured in our definition of Operational Excellence. Operational Excellence is the second step of LNS's Digital Transformation Framework, following setting Strategic Objectives for Digital Transformation and the precursor to defining an Operational Architecture. The biggest mistake that most companies make is that they don’t take the time to establish what Operational Excellence means to their business. Even those that do have an idea of what Operational Excellence looks like for their business still risk making critical mistakes when trying to capture that definition and communicate it throughout the organization. Failing to pursue Operational Excellence is a recipe for mediocrity. Don’t make these five mistakes in your pursuit of Operational Excellence.
Read MoreCategories: Operational Excellence, Business Process Management (BPM)
In the first post of this series, which was written on Apriso's Manufacturing Transformation Blog, I described a common problem many manufacturing companies face today, the lack of a robust IT platform for orchestrating end-to-end business processes. As was shown in my real world example, many companies have some maturity in areas like ERP or PLM, but this does not necessarily extend across the entire value chain. In fact, there are often major gaps in manufacturing, quality, distribution, sales, and service.
Categories: Enterprise Quality Management System (EQMS), Manufacturing Operations Management (MOM), Business Process Management (BPM)
One of the blogs I frequently read and occasionally guest post on is Apriso's Manufacturing Transformation Blog. Chris Will, Chief Technology Officer at Apriso, recently posted an article on the ownership of product traceability in the supply chain. I've known Chris for many years and, over much of that time, I have been working closely with him on technology strategies for product traceability.
Categories: Enterprise Quality Management System (EQMS), Business Process Management (BPM), Traceability
What’s interesting about the current manufacturing environment is the increased weight that executives are putting on collaboration. Not to say that group efforts weren’t a focal point in the past, but it’s being leveraged quite differently today. While developing information and processes has always been important, it wasn’t until the convergence of IT and manufacturing software that market leading organizations began taking it to the next level. A perfect example: Enterprise Bill of Process (eBOP).
Categories: Manufacturing Operations Management (MOM), Business Process Management (BPM)
