Industrial Transformation Blog

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.

LNS Research has defined Industrial Transformation (IX) as the proactive and coordinated approach in leveraging digital technologies to create step-change improvement across the value chain. By definition, we are contrasting IX from such Continuous Improvement (CI) programs as Lean or World Class Manufacturing (WCM) by its focus on step-change. Further, we consistently note that IX is particularly challenging as solutions must be deployed across a manufacturing network that is diversified by manufacturing models, culture, Operational Technology (OT), and digital maturity.

Industrial Transformation (IX) is the proactive and coordinated approach in leveraging digital technologies to create step-change improvement in industrial operations. Industrial Transformation has become a very real phenomena across industrial operations. More than two thirds of companies surveyed have implemented, are currently implementing, or plan to implement an Industrial Transformation (IX) program. The worldwide COVID pandemic is not slowing IX down with 78% of companies maintaining or accelerating their programs in the face of the economic turmoil created by the pandemic. IX Leaders are three times more likely to be increasing their IX budget in face of the pandemic.

In my last blog on Data Contextualization, we talked about data contextualization at various levels in the OT Ecosystem architecture, particularly in the Operational Data Lake. LNS Research is increasingly hearing the term “Data Hub” used to describe the processing, conditioning, contextualization, persistence, and access functionality so key to data management and one’s ability to scale the New OT Ecosystem. Questions we frequently hear are:

Every year, LNS Research analysts put forth predictions around the Industrial Transformation (IX) topics where we focus our research. In December 2020, I made five predictions for 2021. This year I am going to make only one prediction – in multiple parts – but I will drill into that one prediction more extensively. To help you to decide whether my multi-part prediction for 2022 is worth considering, I am concluding this blog post with an assessment of how I did in my 2021 predictions (spoiler alert: by my count, I was 4 out of 5 but you can decide).

As the year 2020 ended, LNS Research published a set of three Research Spotlights highlighting the three alternative architectural paths available for manufacturers around Industrial Transformation (IX). In the 3^rd Spotlight we introduced the concept of Industrial Transformation Strategic Partners. As part of the run-up to the release of the LNS Research IX Strategic Partners Solution Selection Matrix™ let’s revisit our definition of IX Strategic Partners, highlight the criteria we use to evaluate these vendors, list the vendors, and conclude with advice to manufacturers.

In a recent blog post, our fearless leader, President and Principal Analyst Matthew Littlefield, noted that, “Although no one can argue with the technological innovation and productivity gains that lighthouse plants demonstrate, our data shows that including lighthouse plants as part of your Industrial Transformation (IX) program does not correlate to success.”  This post builds on that earlier post and drills into when lighthouse strategies can be effective and what is an alternative strategy more correlated to success.

We all know the reality of discrete and batch manufacturers. If you walk into virtually any manufacturing plant, you will find literally hundreds of manufacturing computing applications being utilized. A few of those applications, ERP most prominently, are generally supported by the corporate IT staff. A wider number of those applications, automation and MES, are typically supported by operations itself via the OT team or the “shadow IT” team (the manufacturing engineers, etc., that are providing day-to-day support to these systems). The vast majority of applications are custom – often built in Excel, Access, or Java – and are not well-supported and virtually impossible to deploy across sites. And, the picture gets worse: despite all these applications, operational personnel are still looking for more technology to help reduce manufacturing costs and improve quality.

Part of the fallout from the COVID-19 pandemic has been a resurgence of the Environment, Health and Safety (EHS) business function. Anyone paying attention has seen that the management (or mismanagement) of EHS-related operational risks can directly impact business continuity, for better or worse. Now more than ever, license to operate, let alone profitable operations, depend on effective management of safety, health, and environmental risks.   

LNS Research first introduced the term Industrial Transformation (IX) in our research on Industrial Transformation Readiness in 2018. We chose the moniker to specifically distinguish from the existing Digital Transformation term as we see IX as an important but distinct subset of the broader Digital Transformation umbrella. Our definition of Industrial Transformation states that IX is a proactive and coordinated approach in leveraging digital technologies to create step-change improvement in industrial operations.