Professional Documents
Culture Documents
Supplier 1
Distribution
Process Control Process Supervision Center
Warehouse
Source Contract Manufacturer
Manual Process
Information Flow
Supplier 2 Material Flow
Figure 1
Alig
Align
gned
ned Harmo
arm
armo
monized
onize
nize Standa
and
anda
dardiz
ardized
rdiz Co
Colla
Collabo
Coollabo
lla oratio
oratio
oration
ation
on
on
Visi
sion Proc
r cess
s Syst
y temm
Plant(s)
P la )
Other Warehouse
Enterprise Customers Organizations and Vendors
Figure 2
corporate IT, plant IT, plant users, owners of on addressing current plant situations, as
various strategic initiatives, such as Lean Six described in this document.
Sigma, etc.).
• Technology services and agile methodology to
• A phased approach to align plant(s) with the help transform plant operations management
enterprise vision and a defined roadmap to in alignment with the transformation roadmap.
reach a future state.
Plant(s) of the Future
• The ability to identify strategic actions that
Plants of the future will need to be seamlessly
address current plant challenges and align with
integrated with the extended supply chain and
the overall vision.
innovation cycle, operating with greater agility
• And, perhaps most importantly, the wherewith- and efficiency (see Figure 3, next page). All plants,
al to choose a credible partner that can help in including contract manufacturers, will need to
realizing overall transformation goals. work as a single ecosystem to fulfill customer
demands, thereby improving customer satisfac-
Cognizant’s ONEPlant Services Help tion across the board. Role-based and secure
Transform Plant Operations plant information/transactions will be available
Our ONEPlant transformation framework and anytime, anywhere and in real-time, on any device
services offer a unified approach to transform (mobile, laptop or desktop computer, wearable,
plant operations. Importantly, they enable manu- etc.). Plant operations will automatically adjust or
facturers to achieve an integrated enterprise by respond to adverse events within the supply chain.
strategically aligning technology, processes and
people toward a common vision and goal (see Plant, product and machine Code Halos will aid
Figure 2). in predictive intelligence and drive proactive
actions. As such, new SMAC Stack technologies
Key components of our ONEPlant services will become an integral part of operations tech-
include: nologies. Experts will be able to remotely work
with floor operators in a collaborative manner to
• A maturity framework to assess the current improve efficiency, with remote experts able to
state and define the transformation roadmap. not only view the real-time health of plants but
• Strategic
actions that are part of the trans- also identify machine failure locations through
formation road map. These actions focus video and photo sharing.
Validation
Feedback
Customer
Faster Release Ecosystem
Real-time & Dynamic Scheduling
Innovation
Maintain
Deliver
MSB MSB Rapid
Retire
App1 AppN App1 AppN
Fulfillment
Warehouse Warehouse
Plant A Contract Manufacturer Plant N
Distribution
Center
Supplier/ One vision & strategy across the ecosystem
Source Vendor ty
Base Quali Simplified & harmonized plant operations processes
Standardized operations technology Information Flow
Material Flow
Figure 3
MATURITY LEVELS
Level 5 Enterprise-wide Predictive & Optimizing
Predictive & Optimizing
Plant-wide Orchestrated & Agile
Level 4
Orchestrated & Agile
Standardized Reap benefi
efits
Level 3
Standardized
Repetitive Re
eap benefitits Predictive planning and
Level 2 operations execution with
Repetitive
Reap
p benefitss Aligned enterprise and continuous improvement
Level 1 extended enterprise
Functional Improvement
v
Standardized processes with Agile and
and technology with collaborative process
Aligned vision with aligned operations
tactical capabilities within plants
Vision and strategy updates
Figure 4
Solution realization:
OT support
Technology & Design, build, test & pilot Solution deployment:
integration New technology prototype/pilot: Global rollout & release management IT/OT synergy and
services Mobility, wearable, analytics improve cost
Remote operations
Training & change management management
Figure 5
Quick Take
Advancing Plant Operations Transformation
Many of our clients already follow a comprehensive approach Benefits
for plant operation transformation, although some are at
A structured and comprehensive transformation initiative
the early stages of their transformation journey. Examples
typically delivers multiple benefits:
include:
• With improved maturity, plants will see improvements
• The world’s largest research-based pharmaceuticals com- in various KPIs, such as manufacturing cycle time, time
pany has begun its transformational journey of converg-
to change or experiment with new processes/products,
ing electronic batch record system, quality management,
flexibility for order variations, inventory turns, energy
inventory management and plant performance, along with
efficiency, scrap, overall equipment effectiveness, yield
an enterprise SAP initiative. We helped with solution real-
and quality compliance.
ization and are deploying it across 70-plus sites.
• With a step-by-step approach, the enterprise will see early
• A global diversified manufacturer known for its innovative benefits due to new business capabilities supported by IT
products across segments is starting its journey of trans-
capabilities.
forming its manufacturing operations management, along
with an SAP initiative. We helped define the operations • Businesswill be able to compare multiple plants and
management roadmap by blueprinting the production, benchmarks in terms of capabilities and KPIs. This will help
quality and inventory processes, with a specific focus on improve KPIs, adoption of best practices and collaboration.
functional segregation of processes between multiple • A framework approach helps to align IT transformation,
systems. informed by a Lean Six Sigma initiative.
• One of the world’s leading consumer goods company in • Simplification and standardization during solution design
the healthcare space is in the process of enterprise trans- and build will help reduce rollout time for solutions within
formation, which is driving change within plant operations the enterprise. This, in turn, will help to reduce rollout
management. We have been engaged in standardization costs and enable early business benefits.
and solution deployment for QMS and MES systems, with a
focus on compliance management, device history records • Operations technology rationalization will help reduce
total cost of ownership by reducing support service costs,
and quality management.
as well as software license costs.
• Process templates and tools aligned with • Align and establish support from stakehold-
various industry standards (ISA 95, ISA 88, ers for the transformation program, both
PAS 55, ISO 22400, MIMOSA, SCOR, APQC, from the business (corporate business owners
etc.). as well as plant operations owners) and IT.
Looking Ahead • Establish an understanding of the current
Amid a new era of growth, manufacturing has state of plant operations management and
a crucial role to play in moving both developed set common goals for the desired future state.
and developing economies forward. In this new
era of manufacturing, businesses need to realign
• Develop a PMO and core team to manage the
transformation program.
their strategy to address the challenges of agility,
efficiency and volatility. We believe that to partici- Cognizant ONEPlant helps manufacturers prepare
pate in a new growth phase, manufacturers must and transform plant operations management
align their information and operations architec- across the enterprise, adapt to new-age manu-
tures and processes from the plant floor to the facturing and gain competitive advantage in the
top floor. Powerful new technologies such as the global manufacturing industry.
SMAC Stack and IoT, powered by proactive Code
Footnotes
1 Industry 4.0 is a project funded by the German government to promote the computerization of the
manufacturing industry, http://www.bmbf.de/de/9072.php.
2 “How Mobility on the Shop Floor Transforms Manufacturing Operations,” Cognizant Technology
Solutions, August 2013, http://www.cognizant.ch/InsightsWhitepapers/How-Mobility-on-the-Shop-Floor-
Transforms-Operations.pdf.
3 For more on Code Halos, read “Code Rules: A Playbook for Managing at the Crossroads,” Cognizant
Technology Solutions, June 2013, http://www.cognizant.com/Futureofwork/Documents/code-rules.pdf,
and the book, Code Halos: How the Digital Lives of People, Things, and Organizations are Changing the
Rules of Business, by Malcolm Frank, Paul Roehrig and Ben Pring, published by John Wiley & Sons, April
2014, http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118862074.html.
4 See “Informed Manufacturing: the Next Industrial Revolution,” Cognizant Technology Solutions, April
2014, http://www.cognizant.com/InsightsWhitepapers/Informed-Manufacturing-The-Next-Industrial-Rev-
olution.pdf and “Informed Manufacturing: Reaching for New Horizons,” Cognizant Technology Solutions,
September 2014, http://www.cognizant.com/InsightsWhitepapers/informed-manufacturing-reaching-for-
new-horizons-codex980.pdf.
5 “IDC FutureScape: Worldwide Manufacturing 2015 Predictions,” IDC, December 2014,
http://www.idc.com/getdoc.jsp?containerId=IDC_P32121.
6 Jeff Bennett, “GM Takes Google Glass on a Test Drive,” Wall Street Journal, Aug. 5, 2014,
http://blogs.wsj.com/digits/2014/08/05/gm-takes-google-glass-on-a-test-drive/.
7 “Has MES Come of Age,” Gartner/MESA joint presentation, December 2014,
https://services.mesa.org/ResourceLibrary/ShowResource/47eff093-b4f9-417e-9aa1-1ddbf3e82757.
8 “MESA White Paper 43: Applying Global MOM Systems in a Manufacturing 2.0 Approach,”
MESA International, April 2013, https://services.mesa.org/ResourceLibrary/ShowResource/f00b70ce-
5637-4027-a14d-4bf7c0209eee.
Puneet Raitani is a Consulting Manager within Cognizant’s Engineering & Manufacturing Solutions
Practice, with more than five years in the practice. Puneet has an engineering degree in mechanical
engineering and an M.B.A. in marketing and systems from T.A. Pai Management Institute, Manipal,
Karnataka. He can be reached at Puneet.Raitani@cognizant.com.
V. Rajagopal is a Manager, Business Development, within the Cognizant Engineering & Manufacturing
Solutions Practice, with more than five years of experience. He has an engineering degree in mechanical
engineering and an M.B.A in marketing and systems from ICFAI Business School, Hyderabad. He can be
reached at Rajagopal.V@cognizant.com.
Acknowledgments
The authors would like to thank the following Cognizant associates within the Engineering & Manufac-
turing Business Unit for their contributions to this white paper: Frank Antonysamy, Senior Director;
Phani Bhushan Sistu, Senior Director; Ratna Sarma Kolachana, Senior Director; Rajesh Sahasrabudhe,
Director.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business
process outsourcing services, dedicated to helping the world’s leading companies build stronger business-
es. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction,
technology innovation, deep industry and business process expertise, and a global, collaborative work-
force that embodies the future of work. With over 75 development and delivery centers worldwide and
approximately 211,500 employees as of December 31, 2014, Cognizant is a member of the NASDAQ-100,
the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and
fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.
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