IoT Intangibles: Increased Customer Loyalty

There are so many direct, quantifiable benefits of the IoT, such as increased quality (that 99.9988% quality rate at Siemens’s Amberg plant!) and precision, that we may forget there are also potential intangible benefits.

Most important of those is customer loyalty, brought about by dramatic shifts both in product designs and how they are marketed.

Much of this results from the IoT lifting the veil of Collective Blindness to which I’ve referred before: in particular, our prior inability to document how products were actually used once they left the loading dock. As I’ve speculated, that probably meant that manufacturers got deceptive information about how customers actually used products and their degree of satisfaction. The difficulty of getting feedback logically meant that those who most liked and most hated a product were over-represented: those who kinda liked it weren’t sufficiently motivated to take the extra steps to be heard.

Now, by contrast, product designers, marketers, and maintenance staffs can share (that critical verb from my Circular Company vision!) real-time data about how a product is actually operating in the field, often from a “digital twin” they can access right at their desks.

Why’s that important?

It can give them easy insights (especially if those different departments do access and discuss the data at the same time, each offering its own unique perspectives, on issues that will build customer loyalty:

  • what new features can we add that will keep them happy?
  • can we offer upgrades such as new operating software (such as the Tesla software that was automatically installed in every single car and avoided a recall) that will provide better customer experiences and keep the product fresh?
  • what possible maintenance problems can we spot in their earliest stages, so we can put “predictive maintenance” services into play at minimal cost and bother to the customer?

I got interested in this issue of product design and customer loyalty while consulting for IBM in the 9o’s, when it introduced the IBM PS 2E (for Energy & Environmental), a CES best-of-show winner in part because of its snap-together modular design. While today’s thin-profile-at-all-costs PC and laptop designs have made user-friendly upgrades a distant memory, one of the things that appealed to me about this design was the realization that if you could keep users satisfied that they were on top of  new developments by incremental substitution of new modules, they’d be more loyal and less likely to explore other providers.

In the same vein, as GE has found, the rapid feedback can dramatically speed upgrades and new features. That’s important for loyalty: if you maintain a continuing interaction with the customer and anticipate their demands for new features, they’ll have less reason to go on the open market and evaluate all of your competitors’ products when they do want to move up.

 

Equally important for customer loyalty is the new marketing options that the continuous flow of real-time operating data offer you. For a growing number of companies, that means they’re no longer selling products, but leasing them, with the price based on actual customer usage: if it ain’t bein’ used, it ain’t costing them anything and it ain’t bringing you any revenue!

Examples include:

  • jet turbines which, because of the real-time data flow, can be marketed on the basis of thrust generated: if it’s sitting on the ground, the leasee doesn’t pay.  The same real-time data flow allows the manufacturer to schedule predictive maintenance at the earliest sign of a problem, reducing both its cost and the impact on the customer.
  • Siemens’s Mobility Services, which add in features such as 3-D manufactured spare parts that speed maintenance and reduced costs, keeping the trains running.
  • Philips’s lighting services, which are billed on the basis of use, not sold.
  • SAP’s prototype smart vending machine, which (if you opt in) may offer you a special discount based on your past purchasing habits.

At its most extreme is Caterpillar’s Reman process, where the company takes back and remanufactures old products, giving them a new life — and creating new revenues — when competitors’ products are in the landfill.

Loyalty can also be a benefit of IoT strategies for manufacturers’ own operations as well. Remember that the technological obstacles to instant sharing of real-time data have been eliminted for the supply chain as well. If you choose to share it, your resupply programs can also be automatically triggered on a M2M basis, giving an inherent advantage to the domestic supplier who can get the needed part there in a few hours, versua the low-cost supplier abroad who may take weeks to reach your loading dock.

It may be harder to quantify than quality improvements or streamlined production through the IoT, but that doesn’t mean that dependable revenue streams from loyal customers aren’t an important potential benefit as well.

Libelium: flexibility a key strategy for IoT startups

I’ve been fixated recently on venerable manufacturing firms such as 169-yr. old Siemens making the IoT switch.  Time to switch focus, and look at one of my fav pure-play IoT firms, Libelium.  I think Libelium proves that smart IoT firms must, above all, remain nimble and flexible,  by three interdependent strategies:

  • avoiding picking winners among communications protocols and other standards.
  • avoiding over-specialization.
  • partnering instead of going it alone.
Libelium CEO Alicia Asin

Libelium CEO Alicia Asin

If you aren’t familiar with Libelium, it’s a Spanish company that recently turned 10 (my, how time flies!) in a category littered with failures that had interesting concepts but didn’t survive. Bright, young, CEO Alicia Asin, one of my favorite IoT thought leaders (and do-ers!) was recently named best manager of the year in the Aragón region in Spain.  I sat down with her for a wide-ranging discussion when she recently visited the Hub of the Universe.

I’ve loved the company since its inception, particularly because it is active in so many sectors of the IoT, including logistics, industrial control, smart meters, home automation and a couple of my most favorite, agriculture (I have a weak spot for anything that combines “IoT” AND “precision”!) and smart cities.  I asked Asin why the company hadn’t picked one of those verticals as its sole focus: “it was too risky to choose one market. That’s still the same: the IoT is still so fragmented in various verticals.”

The best illustration of the company’s strategy in action is its Waspmote sensor platform, which it calls the “most complete Internet of Things platform in the market with worldwide certifications.” It can monitor up to 120 sensors to cover hundreds of IoT applications in the wide range of markets Libelium serves with this diversified strategy, ranging from the environment to “smart” parking.  The new versions of their sensors include actuators, to not simply report data, but also allow M2M control of devices such as irrigation valves, thermostats, illumination systems, motors and PLC’s. Equally important, because of the potentially high cost of having to replace the sensors, the new ones use extremely little power, so they can last        .

Equally important as the company’s refusal to limit itself to a single vertical market is its commitment to open systems and multiple communications protocols, including LoRaWAN, SIGFOX, ZigBee and 4G — a total of 16 radio technologies. It also provides both open source SDK and APIs.

Why?  As Asin told me:

 

“There is not going to be a standard. This (competiting standards and technology) is the new normal.

“I talk to some cities that want to become involved in smart cities, and they say we want to start working on this but we want to use the protocol that will be the winner.

“No one knows what will be the winner.

“We use things that are resilient. We install all the agents — if you aren’t happy with one, you just open the interface and change it. You don’t have to uninstall anything. What if one of these companies increases their prices to heaven, or you are not happy with the coverage, or the company disappears? We allow you to have all your options open.

“The problem is that this (not picking a standard) is a new message, and people don’t like to listen.  This is how we interpret the future.”

Libelium makes 110 different plug and play sensors (or as they call them, “Plug and Sense,” to detect a wide range of data from sources including gases, events, parking, energy use, agriculture, and water.  They claim the lowest power consumption in the industry, leading to longer life and lower maintenance and operating costs.

Finally, the company doesn’t try to do everything itself: Libelium has a large and growing partner network (or ecosystem, as it calls it — music to the ears of someone who believes in looking to nature for profitable business inspiration). Carrying the collaboration theme even farther, they’ve created an “IoT Marketplace,” where pre-assembled device combinations from Libelium and partners can be purchased to meet the specific needs of niches such as e-health,  vineyards, water quality, smart factories, and smart parking.  As the company says, “the lack of integrated solutions from hardware to application level is a barrier for fast adoption,” and the kits take away that barrier.

I can’t stress it enough: for IoT startups that aren’t totally focused on a single niche (a high-stakes strategy), Libelium offers a great model because of its flexibility, agnostic view of standards, diversification among a variety of niches, and eagerness to collaborate with other vendors.


BTW: Asin is particularly proud of the company’s newest offering, My Signals,which debuted in October and has already won several awards.  She told me that they hope the device will allow delivering Tier 1 medical care to billions of underserved people worldwide who live in rural areas with little access to hospitals.  It combines 15 different sensors measuring the most important body parameters that would ordinarily be measured in a hospital, including ECG, glucose, airflow, pulse, oxygen in

It combines 15 different sensors measuring the most important body parameters that would ordinarily be measured in a hospital, including ECG, glucose, airflow, pulse, blood oxygen, and blood pressure. The data is encrypted and sent to the Libelium Cloud in real-time to be visualized on the user’s private account.

It fits in a small suitcase and costs less than 1/100th the amount of a traditional Emergency Observation Unit.

The kit was created to make it possible for m-health developers to create prototypes cheaply and quickly.

Siemens’s Mobility Services: Trains Become IoT Labs on Wheels

George Stephenson's Killingworth locomotive Source: Project Gutenberg

George Stephenson’s Killingworth locomotive
Source: Project Gutenberg

As those of you who know rail history understand, with Stephenson as your last name, you’re bound to have a strong interest in railroads! Add in the fact that I was associate producer of an award-winning documentary on the subject back in the early 70’s, and it’s no wonder I was hooked when I got a chance to meet with some of Siemens’s top rail executives on my trip to Barcelona last week (Disclaimer: Siemens paid my expenses, but didn’t dictate what I covered, nor did they have editorial review of this piece).

What really excites me about railroads and the IoT is that they neatly encapsulate the dramatic transformation from the traditional industrial economy to the IoT: on one hand, the railroad was perhaps THE most critical invention making possible 19th century industry, and yet it still exists, in recognizable but radically-evolved form, in 2016. As you’ll see below, trains have essentially become laboratories on wheels!

I dwelt on the example of the Union Pacific in my e-book introduction to the IoT, SmartStuff, because to CIO Lynden Tennison was an early adopter, with his efforts focused largely on reducing the number of costly and dangerous derailments, through measures such as putting infrared sensors every twenty miles along the rail bed to spot “hotboxes,” overheating bearings. That allowed an early version of what we now know as predictive maintenance, pulling cars off at the next convenient yard so the bearings could be replaced before a serious problem. Even though the technology even five years ago was primitive compared to today, the UP cut bearing-related derailments by 75%.

Fast-forward to 2016, and Siemens’s application of the IoT to trains through its Mobility Services is yielding amazing benefits: increasing reliability, cutting costs, and even leading to possible new business models. They’ve taken over maintenance for more than 50 rail and transit programs.

While I love IoT startups with a radical new vision and no history to encumber them, Siemens is a beacon to those companies firmly rooted in manufacturing which may wonder whether to incorporate the IoT in their services and strategy. I suspect that its software products are inherently more valuable than competitors from pure-play software firms at commercial launch because the company eats its own dogfood and applies the new technology first to the products it manufactures and maintains — closing the loop.

Several of its executives emphasized that one of the advantages Siemens feels they enjoy is that their software engineers in Munich work in a corner of an old locomotive factory that Siemens still operates, so they can interact with those actually building and maintaining the engines on a daily basis. When it comes to security issues, their experience as a manufacturer means they understand the role of each component of the signaling system. Dr. Sebastian Schoning, ceo of Siemens client Gehring Technologies, which manufactures precision honing tools, told me that it was easier to sell these digital services to its own client base because so much of their current products include Siemens devices, giving them confidence in the new offerings. GE enjoys the same advantages of combining manufacturing and digital services with its Evolution Series locomotives.

The key to Siemens’s Mobility Services is Sinalytics, its platform architecture for data analysis not just for rail, but also for industries ranging from medical equipment to wind farms. More than 300,000 devices currently feed real-time data to the platform,   Consistent with my IoT-centric “Circular Company” vision, Sinalytics capitalizes on the data for multiple uses, including connectivity, data integration, analytics, and the all-important cyber security — they call the result not Big Data, but Smart Data. As with data services from jet turbine manufacturers such as Rolls Royce and GE, the platform also allows merging the data with data from sources such as weather forecasts which, in combination, can let clients optimize operating efficiency on a real-time M2M basis.  

With the new approach, trains become IoT laboratories on wheels, combining all of the key elements of an IoT system:

  • Sensing: there are sensors on the engines and gearboxes, plus vibration sensors on  microphones measure noises from bearings in commuter trains. They can even measure how engine oil is aging, so it can be changed when really needed, rather than on an arbitrary schedule.
  • Algorithms to make sense of the data and act on it. They read out patterns, record deviations & compare them with train control systems or vehicles of the same type.
  • Predictive maintenance replaces scheduled maintenance, dramatically reducing down-time and catastrophic failure.For example: “There’s a warning in one of the windows (of the control center display): engine temperature unusual. ‘We need to analyze the situation in greater depth to know what to do next  — we call it  ‘root cause analysis,” (say) Vice-President for Customer Support Herbert Padinger. ‘We look at its history and draw on comparative data from the fleet as a whole.’ Clicking on the message opens a chart showing changes in temperature during the past three months. The increased heat is gradually traced to a signal assembly. The Siemens experts talk with the customer to establish how urgent the need for action is, and then takes the most appropriate steps.”  He says that temperature and vibration analyses from the critical gearboxes gives Siemens at least three days advance notice of a breakdown — plenty of time for maintenance or replacement.  Predictive maintenance is now the norm for 70-80% of Siemens’s repairs.
  • Security (especially important given all of the miles of track and large crowds on station platforms): it includes video-based train-dispatch and platform surveillance using its SITRAIL D system, as well as cameras in the trains. The protections have to run the gamut from physical attacks to cyber attacks.  For security, the data is shared by digital radio, not networks also shared by consumers.

When operations are digitized, it allows seamlessly integrating emerging digital technologies into the services. Siemens Digital Services also included augmented reality (so repair personnel can see manuals on heads-up displays), social collaboration platforms, and — perhaps most important — 3-D printing-based additive manufacturing, so that replacement parts can be delivered with unprecedented speed. 3-D printing also allows dramatic reduction in parts inventories and allows replacement of obsolete parts that may no longer be available through conventional parts depots or even — get this — to improve on the original part’s function and/or durability, based on practical experience gained from observing the parts in use.  Siemens has used 3-D printing for the past last 3 years, and it lets them assure that they will have replacements for the locomotive’s entire lifespan, which can exceed 30 years.

The results of the new approach are dramatic.

  • None of the Velaro trains that Siemens maintains for several operators have broken down since Sinalytics was implemented. Among those in Spain only 1 has left more than 15 min. behind time in 2,300 trips: .0004%!
  • Reliability for London’s West Coast Mainline is 99.7%

  • Perhaps most impressive, because of the extreme cold conditions it must endure, the reliability rate for the Velaro service in Russia is 99.9%!

Their ultimate goal is a little higher: what Siemens calls (pardon the pun) 100% Railability (TM).

And, consistent with what other companies find when they fully implement not only IoT technology, but also what I like to call “IoT Thinking,” when it does reach those previously inconceivable quality benchmarks, the company predicts that, as the software and sensors evolve, the next stage will be new business models in which billing will be determined by guaranteeing customers availability and performance.

PS: I’ll be posting more about my interviews with Siemens officials and the Gartner event in coming days.

2nd day liveblogging, Gartner ITxpo, Barcelona

Accelerating Digital Business Transformation With IoT Saptarshi Routh Angelo Marotta
(arrived late, mea culpa)

  • case study (didn’t mention name, but just moved headquarters to Boston. Hmmmmm).
  • you will be disrupted by IoT.
  • market fragmented now.

Toshiba: How is IoT Redefining Relationships Between Customers and Suppliers, Damien Jaume, president, Toshiba Client Solutions, Europe:

  • time of tremendous transformation
  • by end of ’17, will surpass PC, tabled & phone market combined
  • 30 billion connect  devices by 2020
  • health care IoT will be $117 billion by 2020
  • 38% of indiustry leaders disrupted by digitally-enabled competitors by 2018
  • certainty of customer-supplier relationship disruption will be greatest in manufacturing, but also every other market
    • farming: from product procurement to systems within systems. Smart, connected product will yield to integrated systems of systems.
  • not selling product, but how to feed into whole IoT ecosystem
  • security paramount on every level
  • risk to suppliers from new entrants w/ lean start-up costs.
  • transition from low engagement, low trust to high engagement, high trust.
  • Improving efficiencies
  • ELIMINATE MIDDLEMAN — NO LONGER RELEVANT
  • 4 critical success factors:
    • real-time performance pre-requisite
    • robustness — no downtime
    • scalability
    • security
  • case studies: energy & connected home, insurance & health & social care (Neil Bramley, business unit director for clients solutions
    • increase depth of engagement with customer. Tailored information
    • real-time performance is key, esp. in energy & health
    • 20 million smart homes underway in GB by 2020:
      • digitally empowering consumers
      • engaging consumers
      • Transforming relationships among all players
      • Transforming homes
      • Digital readiness
    • car insurance: real-time telematics.
      • real-time telematics data
      • fleet management: training to reduce accidents. Working  w/ Sompo Japan car insurance:
    • Birmingham NHS Trust for health (Ciaron Hoye, head of digital) :
      • move to health promotion paradigm
      • pro-actively treat patients
      • security first
      • asynchronous communications to “nudge” behavior.
      • avoiding hip fractures
      • changing relationship w/ the patient: making them stakeholders, involving in discussion, strategy
      • use game theory to change relationship

One-on-one w/ Christian Steenstrup, Gartner IoT analyst. ABSOLUTE VISIONARY — I’LL BE INTERVIEWING HIM AT LENGTH IN FUTURE:

  • industrial emphasis
  • applications more ROI driven, tangible benefits
  • case study: mining & heavy industry
    • mining in Australia, automating entire value train. Driverless. Driverless trains. Sensors. Caterpillar. Collateral benefits: 10% increase in productivity. Less payroll.  Lower maintenance. Less damage means less repairs.
    • he downplays AR in industrial setting: walking in industrial setting with lithium battery strapped to your head is dangerous.
    • big benefit: less capital expense when they build next mine. For example, building the town for the operators — so eliminate the town!
  • take existing processes & small improvements, but IoT-centric biz, eliminating people, might eliminate people. Such as a human-less warehouse. No more pumping huge amount of air underground. Huge reduction with new system.  Mine of future: smaller holes. Possibility  of under-sea mining.
  • mining has only had incremental change.
  • BHP mining’s railroad — Western Australia. No one else is involved. “Massive experiment.”
  • Sound sensing can be important in industrial maintenance.  All sorts of real-time info. 
  • Digital twins: must give complete info — 1 thing missing & it doesn’t work.
  • Future: 3rd party data brokers for equipment data.
  • Privacy rights of equipment.
  • “communism model” of info sharing — twist on Lenin.

 

Accelerating Digital Transformation with Microsoft Azure IoT Suite (Charlie Lagervik):

  • value networking approach
  • customer at center of everything: customer conversation
  • 4 imperatives:
    • engage customers
    • transform products
    • empower employees
    • optmize operations
  • their def. of IoT combines things/connectivity/data/analytics/action  Need feedback loop for change
  • they focus on B2B because of efficiency gains.
  • Problems: difficult to maintain security, time-consuming to launch, incompatible with current infrastructure, and hard to scale.
  • Azure built on cloud.
  • InternetofYourThings.com

 

Afternoon panel on “IoT of Moving Things” starts with all sorts of incredible factoids (“since Aug., Singapore residents have had access to self=driving taxis”/ “By 2030, owning a car will be an expensive self-indulgence and will no longer be legal.”

  • vehicles now have broader range of connectivity now
  • do we really want others to know where we are? — privacy again!
  • who owns the data?
  • what challenges do we need to overcome to turn data into information & valuable insight that will help network and city operators maximize efficiency & drive improvement across our transportation network?
  • think of evolution: now car will be software driven, then will become living room or office.
  • data is still just data, needs context & location gives context.
  • cities have to re-engineer streets to become intelligent streets.
  • must create trust among those who aren’t IT saavy.
  • do we need to invest in physical infrastructure, or will it all be digital?
  • case study: one car company w/ engine failures in 1 of 3 cars gave the consultants data to decide on what was the problem.

Circular Company: Will Internet of Things Spark Management Revolution?

Could the IoT’s most profound impact be on management and corporate organization, not just cool devices?

I’ve written before about my still-being-refined vision of the IoT — because it (for the first time!) allows everyone who needs instant access to real-time data to do their jobs and make better decisions to share that data instantly —  as the impetus for a management revolution.

My thoughts were provoked by Heppelmann & Porter’s observation that:

“For companies grappling with the transition (to the IoT), organizational issues are now center stage — and there is no playbook. We are just beginning the process of rewriting the organization chart that has been in place for decades.”

If I’m right, the IoT could let us switch from the linear and hierarchical forms that made sense in an era of serious limits to intelligence about things and how they were working at thaFor companies grappling with the transition, organizational issues are now center stage—and there is no playbook. We are just beginning the process of rewriting the organization chart that has been in place for decades.t moment, to circular forms that instead eliminate information “silos” and instead give are circular, with IoT data as the hub. 

This article expands on that vision. I’ve tried mightily to get management journals to publish it. Several of the most prestigious have given it a serious look but ultimately passed on it. That may be because it’s crazy, but I believe it is feasible today, and can lead to higher profits, lower operating costs, empowering our entire workforces, and, oh yeah, saving the planet.

Audacious, but, IMHO, valid.  Please feel free to share this, to comment on it, and, if you think it has merit, build on it.

Thanks,

W. David Stephenson


The IoT Allows a Radical, Profitable Transformation to Circular Company Structure

 

by

W. David Stephenson

Precision assembly lines and thermostats you can adjust while away from home are obvious benefits of the Internet of Things (IoT), but it might also trigger a far more sweeping change: swapping outmoded hierarchical and linear organizational forms for new circular ones.

New org charts will be dramatically different because of an important aspect of the IoT overlooked in the understandable fascination with cool devices. The IoT’s most transformational aspect is that, for the first time,

everyone who needs real-time data to do their jobs better or
make better decisions can instantly 
share it.

That changes everything.

Linear and hierarchical organizational structures were coping mechanisms for the severe limits gathering and sharing data in the past. It made sense then for management, on a top-down basis, to determine which departments got which data, and when.

The Internet of Things changes all of that because of huge volumes of real-time data), plus modern communications tools so all who need the data can share it instantly. 

This will allow a radical change in corporate structure and functions from hierarchy: make it cyclical, with real-time IoT data as the hub around which the organization revolves and makes decisions.

Perhaps the closest existing model is W.L. Gore & Associates. The company has always been organized on a “lattice” model, with “no traditional organizational charts, no chains of command, nor predetermined channels of communication.”  Instead, they use cross-disciplinary teams including all functions, communicating directly with each other. Teams self-0rganize and most leaders emerge spontaneously.

As Deloitte’s Cathy Benko and Molly Anderson wrote, “Continuing to invest in the future using yesteryear’s industrial blueprint is futile. The lattice redefines workplace suppositions, providing a framework for organizing and advancing a company’s existing incremental efforts into a comprehensive, strategic response to the changing world of work.”  Add in the circular form’s real-time data hub, and the benefits are even greater, because everyone on these self-organizing teams works from the same data, at the same time.

You can begin to build such a cyclical company with several incremental IoT-based steps.

One of the most promising is making the product design process cyclical. Designers used to work in a vacuum: no one really knew how the products functioned in the field, so it was hard to target upgrades and improvements. Now, GE has found it can radically alter not only the upgrade process, but also the initial design as well:

“G.E. is adopting practices like releasing stripped-down products quickly, monitoring usage and rapidly changing designs depending on how things are used by customers. ‘We’re getting these offerings done in three, six, nine months,’ (Vice-President of Global Software William Ruh said). ‘It used to take three years.’”

New IoT and data-analytics tools are coming on the market that could facilitate such a shift. GE’s new tool, “Digital Twins,” creates a wire-frame replica of a product in the field (or, for that matter, a human body!) back at the company. Coupled with real-time data on its status, it lets everyone who might need to analyze a product’s real-time status (product designers, maintenance staff, and marketers, for example) to do so simultaneously.

The second step toward a cyclical organization is breaking down information silos.

Since almost every department has some role in creation and sales of every product, doesn’t it make sense to bring them together around a common set of data, to explore how that data could trigger coordinated actions by several departments? 

Collaborative big-data analysis tools such as GE’s Predix, SAP’s HANA, and Tableau facilitate the kind of joint scrutiny and “what-if” discussions of real-time data that can make circular teamwork based on IoT-data sharing really achieve its full potential.

The benefits are even greater when you choose to really think in circular terms, sharing instant access to that real-time data not only companywide, but also with external partners, such as your supply chain and distribution network – and even customers – not just giving them some access later on a linear basis.  For example, SAP has created an IoT-enabled vending machine. If a customer opts in, s/he is greeted by name, and may be offered “your regular combination” based on past purchases, and/or a real-time discount. That alone would be neat from a marketing standpoint, but SAP also opened the resulting data to others, resulting in important logistics improvements. Real-time machine-to-machine (M2M) data about sales at the new vending machines automatically reroute resupply trucks to those machines currently experiencing the highest sales. 

With the IoT, sharing data can make your own product or service more valuable. With the Apple HomeKit, you can say “Siri, it’s time for bed,” and the Hue lights dim, Schlage lock closes, and Ecobee thermostat turns down. By sharing real-time IoT data, each of these companies’ devices become more valuable in combinations than they are by themselves.

Hierarchical and linear management is outmoded in the era of real-time data from smart devices. It is time to begin to replace it with a dynamic, circular model with IoT data as its hub.

Game-changer! AR Enables IoT merging of physical and digital

Several months ago I wrote about an analogy to the world of business prior to the Internet of Things,  in which a metaphorical illness called “Collective Blindness” affected every human for all time, so that we were unable to peer inside things. We just accepted that as an inevitable limitation, creating all sorts of work-arounds to try to be able to cope in the absence of real-time information about things of all sorts.

I then said that the Internet of Things would allow us to end Collective Blindness, getting — and sharing — the real-time data we’d need to make better decisions and work more precisely.

Now I’ve seen the tool that allows us to end that Collective Blindness: PTC’s Augmented Reality (AR), tool, Vuforia.

At last week’s PTC Liveworx conference, there was a mind-blowing demo of Vuforia by Terri Lewis, director of solutions and tech at Caterpillar, as it applied to the company’s XQ Gen Set, a portable power generator for job sites and special events.  As PTC CEO James Heppelmann reiterated several times, the software is creating

a single new reality that’s physical and digital at the same time….. and democratizing AR.”
(my emphasis)

Used as a sales tool, Vuforia Studio Enterprise lets the customer look inside the product, as contrasted with a static brochure.  That’s neat, but what’s really incredible is how it lets maintenance people peer inside the device, and do so in a way (as Heppelmann said, “humans prefer to use sight an sound simultaneously”) that is much more effective in terms of zeroing in not only on what’s wrong, but also these specifics (such as replacement part numbers, etc.) to quickly repair them.  Incidentally Heppelmann and Harvard Prof. and biz guru Michael Porter are collaborating on another article, this one on how to apply AR in a business setting (turns out that Porter is a member of the PTC board, and in the past few years he’s been using it as a lab to evaluate business use of the IoT).

Another example of Vuforia’s work in maintenance demonstrated at the conference was by Flowserve, the world’s largest flow control company. Vuforia helps them manage devices in real-time (the person at the pump can see what is actually happening), cutting the number of repair trips from three to one, because they are able to diagnose the problem at the beginning, and bring the replacement parts with them. Then they can do do real-time simulations to see if the problem has been solved. The company believes they saved $2 billion in excess repart costs in 2015 alone.

 Vuforia Studio AR lets users set up augmented reality simulations in minutes without writing code, and can also be used in product design review.

I had a chance to try the XQ Gen Set visualization with an AR headset myself, and it was as powerful as promised.

I must admit the first time I tried on an AR headset — and almost jumped on one of the other users because I was jumping back to avoid falling several hundred feet off a sharp cliff into the ocean — I was amazed by the realism, but didn’t really think much about its serious business uses.  PTC’s Vuforia Studio AR made me a believer: it’s helping us cure Collective Blindness, and AR will be yet another tool to bring about unprecedented precision and efficiency in every aspect of manufacturing and product maintenance!

Liveblogging #IoT @ #Liveworx 2016

1st up is Jim Heppelmann, PTC CEO and co-author w/ Michael Porter of the great 2-part HBR series on IoT strategy & tactics.

But 1st, few words from David Pogue, the great consumer tech writer: imagine his surprise when he sees his kids at home in CT have cranked the Nest 2 66 degrees. So he turns it up, LOL.

Heppelmann:

  • part of a fundamental transformation
  • one of biggest game-changing technologies of our time
  • things evolving from being simple physical products to complex systems, systems of systems
  • “single new reality that’s physical and digital at the same time”
  • example of rapid change: Augmented Reality & Virtuality combined with IoT: Terri Lewis, director of solutions & tech at Caterpiller — XQ Gen Set — rental power for job sites & sport events — “asset utilization” big deal for rentals & for the customers — can operate from a remote device (iPad in this case). PTC’s new product is Vuforia Studio Enterprise — “democratizing AR.” When used as a sales tool, lets customer look inside the product, vs. a static brochure.
  • humans prefer to use sight and sound simultaneously: he & Porter are working on another article on adding AR to business setting.
  • analytics: analytics is the new refinery for data, which is the new oil.  Announcing Thingworx Analytics. Example: Flowserve, an industrial products company.World’s largest flow control company. Helps to do real-time management of the device. It now takes only 1 repair trip to fix assembly rather than 3 before, because they know the actual problem at beginning. Do real-time simulations to see if it was solved.  Augmented Reality allows the person right at the pump, to see what is actually happening — that wasn’t possible before. Radically reduces time & money necessary to get it back online — reducing what was a $2 billion loss in 2015 alone.
  • New announcement: HPE industrial, hardened server to run such a system.
  • Engineering products: working with a group of local STEM kids in a robotics competition, FIRST Robotics. Use AR as part of the design review process, using Google Cardboard & Agile Engineering process. Team demo’s it.
  • He thinks they are THE company for digital/physical convergence.

Michael Campbell, Vuforia Studio AR:

  • augmented reality without writing code
  • reduces the CAD data set by 150x to optimize it, but protects all the visual richness
  • use in design review
  • can create compelling AR in a few minutes! Woo!
  • can actually put the digital info on the physical product itself.  Creo Illustrate for tech illustrators: step-by-step illustrations (wow, would that be great for product assembly and repair uses!). Intuitive interface, drag-n-drop.

 

Live Blogging from SAP’s SCM CRM IoT 2016 – Day 2

Greg Gorbach, ARC Advisory Group, Industrial Internet of Things:

  • ARC is an analyst firm, in Boston.
  • new service models
  • new products
  • new production techniques
  • new business processes
  • new competitors
  • new partners
  • new workers
  • new business opportunities.
  • innovation improves competitiveness: value-based competitiveness raises value of output.
  • Drivers:
    • reduced machine or asset downtime
    • more rapid service response
    • improved process performance
    • improved personnel productivity
    • reduced machine or asset lifecycle costs
    • improved asset utilization/RoA
    • opportunity for business innovation
    • ability to sell products as a service
  • manufacturing momentum for digital transformation: factors include 3D printing, IoT technologies, changing economies of scale, new service models
  • goal is digital transformation
  • software transitioning from monolithic to microservices

Richard Howells, SAP:

  • IoT is all about re-imaging things:business process, customer experiences
  • SAP solutions for IoT
    • SAP Connected Assets
    • SAP Connected Manufacturing
    • SAP Network Logistics Hub
    • SAP Augmented Reality Solutions
  • SAP Predictive Maintenance and Service: leverage operational insights to drive innovation & new business models
    • Deere putting sensors everywhere, doing predictive maintenance of tractors. In some cases, leasing instead of selling, so they have incentive to keep it operating.
    • Kaeser Compressors
    • Asset Intelligence Network
    • Connective Manufacturing: leveraging big data to drive new insights into operations.
      • Example of Harley Plant in York, Pa.  Many new design options (1,700 options), but do 25% more bikes with 30% fewer people. Went from 21 days for a custom cycle top 6 hours.
      • Pepsi: improving asset utilization with SAP Connected Manufacturing: collect all downtime and loss data in real time.  Went from 65 to 85% asset use.
    • SAP Networked Logistics Hub
    • SAP AR Warehouse Picker
    • SAP AR Service Technician

Where is IoT going??

  • 68% of companies see IoT being strategic or transformational to their business.
  • 78% plan to invest in IoT  in next 24 mo. — 24% already have.
  • Increasing productivity and improving customer experience are top business benefits
  • Challenges to deploying IoT include unclear ROI, lack of industry standards, costs, and data security.

 

Next was my presentation on “Getting Started With the IoT,” in which I emphasized that companies that have hung back from the IoT are still in the majority, but had better heed John Chambers’ warning that they’ll be toast in just a few years if they don’t start now.  I emphasized that an ideal early focus is to build the efficiency or “precision” of your existing operations, and to build operating safety (especially in inherently dangerous settings such as construction sites), then move on to more radical transformation.  I cited GE’s rather modest goal (I think they’re understating it, based on their own internal results) of a 1% increase in productivity for the IoT as something that most companies could achieve, and then talked about GE’s Brilliant Factories as a model for increasing operating efficiency, zeroing in on my favorite example, the Durathon Battery plant, where a sensor on every battery and 10,000 on the assembly line give them tremendous flexibility to cope with differing situations and to increase efficiency.  Finally, I suggested that the companies begin to rethink the role of their products and to begin considering the “circular enterprise” vision I’ve articulated as they look to the future.


 

Kris Gorrepati, SAP “IoT: from Big Data to Smart Data to Outcomes.”

  • OK, I’d never heard of a Brontobyte before…
  • “IoT relevant to all industries.” Agreed.
  • Amazon Dash service (Whirlpool now building it in!)
  • Uses same curve that other SAP guys do: from connect to transform to reimagine (latter being empowering new biz models, value-added products and services.
  • HANA Cloud Platform for the IoT.

Live Blogging from SAP’s SCM CRM IoT 2016

I’m back in Sodom and Gomorrah in the desert, AKA Las Vegas, to speak at another SAP IoT conference: SCM CRM IoT 2016, and to live blog again!

Keynoters: Hans Thalbauer, sr. vp of extended supply chain solutions at SAP, and Dr. Volker G. Hildebrand, global vp or customer engagement & commerce for SAP Hybris:
Hildebrand:

  • theme: move beyond traditional CRM: look at entire customer journey
  • you have to meet customer expectations for convenience, relevance, reliability, and in real-time.
  • real lesson from Uber: customers upend markets, not companies; carry power of internet in their pocket; if you’re fighting alone, you have no chance of success;
  • when London cabbies went on strike, Uber membership went up 850% in 3 days.
  • “74% of execs. believe digital transformation is improving value for customers”
  • must thinking beyond CRM: 2 of 3 companies don’t think their CRM doesn’t support their future needs for customer engagement.
  • blend marketing & commerce.
  • personalization is key to digital commerce.
  • beyond service: customer served before, during & after buy; flawless field service. 53% abandon online purchase if they don’t be quick answers to questions.
  • why no app from cable provider allowing you to get assistance Uber-style? Instead, hold on phone.
  • One-to-one future is here.
  • Omnichannel selling
  • By 2020: 1 million fewer B2B sales reps (@Forrester)
  • EY: enabled collaboration with 15,000 client partners
  • “Engage your customers like never before:” commerce, marketing, service & sales.

Bob Porter, Pregis (protective packaging):

  • liked ease of use with Hybris (vs. Salesforce)

Thalbauer (digital transformation of supply chain):

  • end-consumer driven economy
  • very related to IoT
  • tech adoption accelerating
  • biz model transformation
  • instant notification if the equipment malfunctions
  • change of business transformation
  • disruption in every aspect of business:
    • customer-centric (demand sensing, omni-channel sales, same-day delivery)
    • individualized products (configured products, digitalized inventory, lot size of one)
    • resource scarcity (talent, sustainability, natural resources)
    • sharing economy (social networks, business networks, asset networks)
  • sweet: combo of 3-D printing at warehouse & Uber-based model for final delivery.
  • extended supply chain demo: sweet (literally): 3-D printing of chocolates at high-end stores! — wonderful example of IoT data-centric enterprise
  • SAP increasing pace of innovation
    • fastest-growing planning solution in history
    • only live logistics platform in the market
    • product innovation platform re-defined
    • demand-driven manufacturing
    • digital assets.

Next up: Sacha Westermann, Port of Hamburg, on how it uses IoT to streamline operations, improve efficiency & reduce accidents through “smartPORT”:

  • it’s very big (largest port in Germany), and very complex! Ships, rail (largest rail hub in Europe), trucking. 24/7.
  • big emphasis on environment: need to reduce emissions, improve sustainability.
  • can’t expand area, but must be able to handle more volume.
  • key factor is connectivity between all parties.
  • smartPORT includes energy & logistics.
  • smart maintenance: use mobile to call up SAP order & create messages, take photos. Example of malfunction with a drawbridge. Technician got new button from stock, installed it, customers didn’t even know there was a problem.
  • port monitor: digital map with all info to operate the harbor. Mobile version on iPad.
  • SmartSwitch for rail: sensors on the switches to measure conditions. Automated data flow to maintenance company.
  • dynamic info on traffic volumes: combines all real-time data on traffic. Detects available parking spaces. Created “PrePort Parking” as holding area for trucks that are early or late. Trucks park bumper-to-bumper for maximum efficiency.
  • special traffic lights: cycle changes based on real-time traffic flow. Warning messages if pedestrians cross.
  • smartROAD: smart sensing of the bridge-structural load — identifies interdependencies and to do predictive maintenance.
  • Take aways:
    • good application requires lot of data
    • must share data
    • data privacy critical for confidence
    • everyone gets just info they need
    • more participants, higher the benefit for each
    • open interfaces basic
    • application must be self-explanatory

Next up: me!, on 4 Essential Truths of IoT & how that translates into strategy.


 

Mike Lackey, IoT Extended Supply Chain, SAP explaining their IoT strategy & direction, with emphasis on “driving customer value”:

  • he’s using universe of 75 billion connected devices by 2022.
  • case study: STILL, the smart lift truck from Germany. Forklift sold as service, based on weight of materials carried. They will communicate among themselves, M2M.
  • “It is not about Things, it is about what the Things can do to radically transform business processes!”
  • oil & gas: reducing spills. They worked with the company that made the platform that failed in Deep Horizon — hadn’t been maintained in years.
  • Burbury: want to know exactly what you looked at, share the info among their stores. Creepy: invasion of privacy??
  • UnderArmour: why do you have to wear a band — build sensors right into clothes.
  • Hagleitner (I reported about them at last SAP event) provides supplies for corporate washrooms, etc. Paradigm shift: sensors let them know which dispensers need new materials. “big washroom data
  • applications: drive adoption with a few killer applications. Differentiate with “Thing to Outcome”
  • cloud: leading cloud experience for customers and partners at lowest TCO
  • platform: open big data platform. high-value services for SAP, customer & partner
  • Kaeser Compressors also made paradigm shift: no longer sell air compressors, but air — must guarantee it works constantly. Million data points per compressor daily. Differentiates them from competitors.
  • one tractor company now can recommend to farmers what they should plant based on data from sensors on the plows.
  • Asset Intelligence Network: great example of data sharing for mutual advantage. To be released soon.
  • Enables connected driving experience.
  • SAP IoT Starter Kit can get you started.

Digital Twins: the Ultimate in Internet of Things Real-Time Monitoring

Get ready for the age when every product will have a “digital twin” back at the manufacturer, a perfect copy of not just the product as it left the factory floor, but as it is functioning in the field right now. That will be yet another IoT game-changer in terms of my 4th IoT Essential Truth, “rethink products.”

Oh, and did I forget to mention that we’ll each have a personal body twin from birth, to improve our health?

For the first time we’ll really understand products, how they work, what’s needed to improve them, and even how they may be tweaked once they’re thousands of miles from the factory, to add new features, fix problems, and/or optimize efficiency.

Key to circular organizations

Even better, the twin can play a critical role in accomplishing my vision of new circular organizations (replacing obsolete hierarchies and linear processes), in which all relevant departments and functions (and even supply chain members, distribution networks and customers, where relevant) form a continuous circle with real-time IoT data as the hub).  Think of the twin as one of those manifestations of the real-time data to which all departments will have simultaneous access.

GE Digital Twin visualization

               GE Digital Twin visualization

I’ve often remarked how incredible it was that companies (especially manufacturers) were able to function as well as they did and produce products as functional as they were despite the inability to peek inside them and really understand their operations and/or problems. Bravo, industrial pioneers!

However, that’s no longer good enough, and that’s where digital twins come in.  In a WSJ blog post this week, General Electric’s William Ruh, my fav IoT visionary/pragmatist, talked about how the company, as part of its “Industrial Internet” transformation, is making digital twins a key tool:

“Every product out there will have one, and there will be an ability to connect a system, or systems of digital twins, easily. The digital twin is a model of an asset, a product such as a jet engine or a model of the blades in a jet engine. Sensors on those blades pull the data off and feed them into the digital twin. The digital twin is kept current with the data that is run off the sensors. It is in sync with the reality of the blade. Now we can ask what is the best time to change the blade, how the blade performs, options to get greater efficiency.”

Proof of the pudding?

Ruh says they’ve created a wind turbine and twin they call the “Digital Windfarm,” which generates 20% more electricity than a nearby conventional turbine.

PTC is also working on digital twins. According to the company’s Executive VP for Digital Twin, Mike Campbell,:  “It’s a model that uniquely represents a physical occurrence in the real world. This one-­to­one mapping is important. You create a relationship between the digital data and a unique product occurrence from a variety of sources: sensors, enterprise data on how it was made, what its configuration was, its geometry, how it is being used, and how it is being serviced.”

Predix

The key to digital twins is GE’s “Predix” predictive analytics software platform, which the company is extending across its entire product line. As always, the key is a constant stream of real-time data:

“weather, component messages, service reports, performance of similar models in GE’s fleets—a predictive model is built and the data collected is turned into actionable insights. This model can perform advanced planning, such as forecasting a ‘plan of the day’ for turbine operation, determining a highly efficient strategy to execute planned maintenance activities, and providing warnings about upcoming unplanned maintenance events, all of which ultimately generates more output and revenue for the customer.”

Digital doppelgängers

Here’s where the really sci-fi part kicks in: Ruh also predicts (Predix??, LOL) that GE’s medical division will soon create digital twins for you and me — at birth!

“I believe we will have a digital twin at birth, and it will take data off of the sensors everybody is running, and that digital twin will predict things for us about disease and cancer and other things. I believe we will end up with health care being the ultimate digital twin. Without it, I believe we will have data but with no outcome, or value.”

And, frankly, there’s also a spooky aspect to what GE’s doing, working with retailers to create psychographic models of customers based on their buying preferences. I’m dubious on that account: I do appreciate some suggestion about what might interest me, especially books, based on my past purchases. On the other hand, a couple of weeks I shopped for — but didn’t buy — biz cards online. Now, I get AdSense ads for these cards everywhere — even on this homepage (sorry for stuff that isn’t IoT, dear reader) Get over it, OK? Count me out when it get’s down to really granular psychographic profiles — too many risks with privacy and security.

I suspect digital twins will become a staple of the IoT, yielding critical real-time info on product status that will enable predictive maintenance and, as Ruh has written elsewhere, speeding the product upgrade process because, for the first time, designers will know exactly how the products are functioning in the field, as opposed to the total lack of information that used to be the norm. Stay tuned.