We know you are reading our blogs. Some of you comment on them. Some of you comment privately to others. Some of you probably read them and think whatever your thoughts are.
Here is your opportunity:
Peter and Chet and Paul and Kevin and I will continue to write blogs about whatever “we” think is the relevant topic of the week.
But, we would far rather write about what you think is important. Let us know that. What do you want us to do with this blog, and what do you want us to talk about?
By the way -- my Final Four choices got broken pretty early. And it was a pretty great season, yes? I picked the top 1 seeds from each group, so hey, I was wrong. But I had good rationale for my choices. As does the rest of our Cisco manufacturing team. Try us, ask away, engage us. You won’t be sorry.
So here we are, in the middle of March Madness. Lots of people that don’t normally follow college basketball, but still a great social environment and an opportunity to get together and pretend we know the teams we all picked in our brackets. Sometimes we pick based on “loyalty” and other times there are other reasons. We all have various “borders” we deal with every day.
So, bring onBorderless Networks. In the manufacturing area we still tend to think of a “border” between the factory and the business. After all, how can those people in the front office know what we need in the factory, right? Well, that separation gets smaller and smaller every day. Why? Because we’ve blurred the border. Sure, there are appropriate firewalls and security between the various layers. But every day we run into people that tell about needing data from the plant, from the machine, from the supplier, from the sales force, from the channel, from the customer. And sometimes we’re not in the office, we may be at home, at a different supplier, in an airport, at a concert or ball game with our kids.
The point becomes, there is data there and I am not there but I need to make a call and affect my plant productivity or answer a question from my CEO because there is a big opportunity or a major customer disappointment about to happen.
My distant relative - Flight Lieutenant KJP Granger (Royal Air Force) and his DH82A Gipsy Moth - did the forerunner of RFID save him from being shot down?
Some of the best technological advances are made during times of conflict. Sad that it should be so, but the silver lining is that many of the advances are focused on defending, protecting and shielding people. Active RFID, the kind of solution provided by Cisco and AeroScout, in many ways started out that way.
Looking back decades to WWII, radar was already being developed in ernest by the British in the run-up to the second world war. Many countries were developing radar at that time, but most folks agree that Robert Watson Watt, later Sir Robert, was the prime mover-and-shaker. It took US marketing (in the form of the US Navy) to coin the term RADAR, for radio detection and ranging.
So where does Context Aware Location RFID come in? Well, whilst radar itself was useful, the British needed to know whether those planes coming over the English Channel were returning Spitfires and allied bombers, or attacking Luftwaffe aircraft. It was the same Watson-Watt that helped produce the ‘Identification friend or foe’ (IFF) system that used a transponder on the allied aircraft that was ‘excited’ by the radar system and actively sent back a signal to the base saying friend. My own cousin, Flight Lieutenant KJP Granger, Officer Trainer RAF, was grateful for that!
Now fast forward decades to today. The technology for today’s RFID is a little different, but the concept is the same. So let’s keep the aeronautical theme going and talk about Boeing and its use of RFID.Read More »
Last week at the ODVA Annual Conference--as part of ODVA’s announcement of a new energy initiative and white paper--Cisco’s Bryce Barnes roused a packed-house audience representing ODVA’s ~200 industrial and automation suppliers with a compelling speech on the immediate need for Optimization of Energy Usage (OEU™) in the Production domain. Energy consumption statistics for the industrial sector are staggering, most estimates suggesting half of the world’s total delivered energy, and that amount is projected to increase by 40% over the next 25 years. For Manufacturers, energy typically constitutes the first or second highest portion of product variable costs, and most manufacturing companies now report as part of their governance a sustainability strategy that is core to their overall business strategy. Furthermore, volatility of energy markets--closely linked to the stability of governments, international relations and policies--raises the risk profile for continuity of supply, production and satisfaction of customers. Optimizing energy consumption, minimizing energy costs and mitigating energy risks are clearly top of mind business imperatives for the Manufacturing CEO.
Mark Wylie discusses the importance of energy optimization to sustainable manufacturing operations. Check out Mark’s December blog on factory energy management.
This year for Christmas my wife gave me the wonderful gift of membership to our local gym, and in addition, a discounted gift pack of 8 personal trainer sessions. My first reaction was to be offended by the gesture until I gazed at the sincerity on her face and the “keg” below my chest. So, instead of wallowing in self pity. I proceeded to pull out and dust off my 1998 Brooks track shoes, my knee high athletic socks and my 2000 Los Angeles Laker’s Championship head band, and proceeded to walk out the door on my quest for a new and improved six pack.
How does this story relate to manufacturing? Well let me explain.
I did not make it out the door before my teenage daughter glanced at me, chuckled and stated, “Dad. Where are you going with that outfit? And where did you get those shoes!!!”, “You need some new “stompers” (translation for the tweet challenged generation…new shows. Oh and I needed the translation.) She directed me to the NikeID website to find some new “stompers”
Nike -- Custom Solution
Global manufacturing stalwarts like Nike and Harley Davidson are re-engineering their plants to address the growing trend of custom “productization.” Where customers can personalize and customize their product with unique detail and style. Customers end up paying a little more for this service, but in many instances it turns out to be more reasonable than exclusive branding. Is Custom Automation the new craftsmanship of the 21st century? If so, what is required to implement this new paradigm into a viable business and operational reality -- a sort of Industrial Intelligence? Read More »