What’s a recent example of how you identified a new technology partner?
“That’s an easy one and a plug for MAPI because it came out of a conference. I go to the more technical discussions at these events, and people share different solutions that they are using at their companies. I’ll take those notes and go off and discover on my own. I use a lot of industry groups like this to learn who's using what. Some of it comes through industry partners, and I have a pretty good network for talking with folks within other companies that are doing similar things.”
What are the most important success factors for bringing smart manufacturing changes to scale?
“I look for solutions that exist within industry, such as OEM solutions in the market, and expand based on what our needs are, allowing us to scale. In the past, we’ve done some custom solutions and one-offs within factories, however the IT infrastructure often can’t scale to something that many sites can use.”
“How do I introduce it? Primarily through introduction calls. I'll start with the discussion of an OEM, identifying an application within our company that fits. What I look for immediately is if the solution is secure. Since we're in space and defense, a lot of commercial solutions use cloud and don't have the security needs we have for government contracts. I wouldn't pursue those. Some are ready or could use some changes. At that point, I engage the sites, bring in the solution and, if we're convinced, normally a pilot will follow.”
Aside from security, what other challenges do you face expanding these smart initiatives internally?
“The next major challenge is often getting time and attention from the [factory] sites. They have a lot going on and I'm talking about initiatives that may be a couple of years down the line—a long-term vision that may be where we want to be with our factories five to 10 years out. To pull away from the day-to-day work and start thinking strategically and long term has been difficult, especially being remote right now. It’s a challenge to get that attention globally through video versus being there in person.”
“There is a push from the top saying this is important. Moog has said collectively that we need to enhance our digital strategy. I accelerate this by identifying a point of contact at the sites, somebody within your organization whom I can work with a little bit more intimately, one-on-one. Once I have that point of contact, then I can usually move things more quickly versus trying to work with multiple people at a site.”
“I seek out those people, I call them zealots, who are super excited about new technology and implementing change. You learn that they are the change agents, the people that can really drive initiatives through as long as they are supported by management. It doesn't have to be the manager either, it could be a manufacturing engineer that's eager to try something new.”
REFLECTING ON COVID-19 AND OTHER LEARNINGS
How has COVID affected your smart manufacturing priorities? What's the outlook?
“From a capital and resource planning perspective, it's slowed us initially when we were figuring out the larger impact of COVID on the business. Within our Space and Defense Group, business really hasn’t slowed. We’ve kept pace and even, in some cases, picked up. We took a pause and now we're back to business as usual.”
“From an outreach and strategic perspective, I had been exploring different technologies, which would have included trade shows and discussions with peers. That's changed and moved to online and it’s working okay. However, you lose a little bit by not going to trade shows, and you miss out on seeing the technology. It’s slowed a few things in our discovery.”
“Something else I was planning this year was to visit all of our manufacturing sites to educate folks on what the plan is and what the different technologies are. Travel restrictions have been very difficult, so a lot is remote, which has slowed the pace as well. I always say it's like talking to silhouettes on screen.”
“I don't expect it to change much into the spring with travel. We're being creative and looking at how to do more remote and continue to engage and push along strategic initiatives.”