如何数字化您的运营？

制造数字化是迈向企业长期可持续发展的一步。它将在十年后对您的业务产生重大影响。因此，您不能对数字化转型采取无头鸡的方法。具有长远眼光的冷静决策是前进的明智之举。

Cortizo 是欧洲铝和 PVC 系统制造商，为建筑和制造业建造系统。尽管他们拥有一些数字基础设施，但他们在向现代行业范式转型时面临一些挑战。随着公司的快速发展，他们在扩展数字系统时遇到了问题。这也使得收集和处理大量数据成为一项巨大挑战。除了这些挑战之外，他们还自己承担了通过较小的 IT 团队减少业务中断的责任。

首先，他们实施了用于机器监控和数据收集的物联网系统。一旦这些系统到位，他们就会投资于数字基础设施来处理大量数据。这包括来自 Oracle 和 VMware 的云基础架构。他们还投资了用于高速数据传输的 UFFO 存储。所有这些都与先进的机器学习和人工智能工具相结合，为云基础架构提供了强大的分析能力。他们还建立了系统来实现分析结果。所有这些结合起来，将决策延迟减少了大约 90%。循序渐进的战略实施帮助他们实现了令人印象深刻的绩效改进和成本节约。

 

您必须对数字化采取谨慎的战略步骤。要做的练习是明确数字化的目标。您公司的期望必须以黑白的形式写下来。您必须评估公司当前的资源和能力。完成对期望和当前能力的详细评估后，您必须制定数字化路线图。该路线图应包括技术、时间框架、实施成本和测试成功实施的指标。由于战略评估，Cortizo 能够以正确的顺序实施他们的系统。这在实施过程中优先考虑了不同的技术。

建立数字能力

现有范式中的工厂在孤岛中运行。这将随着工业 4.0 而改变，它将为一个大型互连系统带来跨功能的能力。这将包括从供应链管理到客户反馈，这只有通过强大的数字基础设施才能实现。在全面实施数字化之前，您必须获得或开发必要的数字能力。

获得数字能力的一个方面是拥有数字人才。如果没有一系列精通技术的员工，数字化转型的努力就不会成功。另一方面是建立数字治理。公司现有的治理结构不适用于数字基础设施。这必须打破和重塑，才能顺利过渡到数字原生存在。组织结构也必须重塑，以促进跨职能整合。




以下是我司【主营产品】，有需要可以发来帮您对比下价格哦!

主营：世界品牌的PLC 、DCS 系统备件 模块

①Allen-Bradley(美国AB)系列产品》

②Schneider(施耐德电气)系列产品》

③General electric(通用电气)系列产品》

④Westinghouse(美国西屋)系列产品》

⑤SIEMENS(西门子系列产品)》

⑥销售ABB Robots. FANUC Robots、YASKAWA Robots、KUKA Robots、Mitsubishi Robots、OTC Robots、Panasonic Robots、MOTOMAN Robots。

⑦estinghouse(西屋)： OVATION系统、WDPF系统、MAX0系统备件。

⑧Invensys Foxboro(福克斯波罗)：I/A Series系统，FBM(现场输入/输出模块)顺序控制、梯形逻辑控制、事故追忆处理、数模转换、输入/输出信号处理、数据通信及处理等。Invensys Triconex: 冗余容错控制系统、基于三重模件冗余(TMR)结构的现代化的容错控制器。

⑨Siemens(西门子)：Siemens MOORE， Siemens Simatic C1，Siemens数控系统等。

⑩Bosch Rexroth(博世力士乐)：Indramat，I/O模块,PLC控制器,驱动模块等。

◆Motorola(摩托)：MVME 162、MVME 167、MVME1772、MVME177等系列。

PLC模块，可编程控制器，CPU模块，IO模块，DO模块，AI模块，DI模块，网通信模块，

以太网模块，运动控制模块，模拟量输入模块，模拟量输出模块，数字输入模块，数字输出

模块，冗余模块，电源模块，继电器输出模块，继电器输入模块，处理器模块。

Digitization of manufacturing is a step towards the long-term sustainability of your firm. It will have a significant impact on your business a decade down the line. Due to this, you cannot take a headless chicken approach towards digital transformation. Level-headed decisions with a long-term perspective are the only sensible way to move forward.

Cortizo, the European manufacturer of aluminum and PVC systems, builds systems for the architecture and manufacturing industries. Though they had some digital infrastructure, they had some challenges transforming to the modern industry paradigm. They had problems scaling digital systems with the rapid growth of the company. This also made collecting and processing large volumes of data a big challenge. In addition to these challenges, they also took it upon themselves to reduce business disruption with a smaller IT team.

First, they implemented IoT systems for machine monitoring and data collection. Once those systems were in place, they invested in digital infrastructure to process large amounts of data. This includes cloud infrastructure from Oracle and VMware. They also invested in UFFO storage for high-speed data transfer. All of this coupled with advanced machine learning and AI tools, powered analytics on cloud infrastructure. They also had the systems in place to realize the findings from analytics. All this combined, reduced latency in decision-making by roughly 90%. The step-by-step strategic implementation helped them achieve impressive performance improvement and cost savings.

Strategy

You have to take cautious strategic steps towards digitization. The first exercise to do is to clarify the end goals of digitization. The expectations of your firm have to be penned down in black and white. You have to take stock of the current resources and capabilities of the firm. Once a detailed evaluation of expectations and current capabilities is done, you have to create a road map for digitization. This road map should include the technologies, time frame, cost of implementation, and metrics to test successful implementation. Cortizo was able to implement their systems in the right sequence because of strategic evaluation. This gave priority to different technologies during their implementation.

Build digital capabilities

Factories in the existing paradigm run in silos. This will change with industry 4.0, it will bring cross-functional capabilities to one large interconnected system. This will range from supply chain management to customer feedback, which is only possible by a robust digital infrastructure. You have to acquire or develop the necessary digital capabilities before full-fledged implementation of digitization.

One aspect of gaining digital capability is having digital talent. Without a range of employees well-versed in technology, digital transformation efforts will not take flight. The other aspect is setting up digital governance. The existing governing structures of firms do not work with digital infrastructure. This has to be broken and remolded for a smooth transition to a digital native existence. Organizational structure also has to be reshaped to facilitate cross-functional integration.