White Paper
Operational Excellence in Process
Industries
Abstract
Todays process manufacturers are faced with a
volatile economy, intense competition and rising
energy/material costs. Improving operational
for margin purposes, but also for long term
success. Cost reduction and quality/productivity
improvement have now become key levers for
gaining competitive advantage.
Operational excellence is the pursuit of conducting
business in a manner that continuously improves
the quality of goods and services, reduces
to achieve competitive superiority. From a
core manufacturing point of view, there are
three pillars of operational excellence; they are
production planning & control, manufacturing
execution and operational effectiveness of people,
processes and assets. Tight coordination among
these three pillars is required in order to achieve
overall operational excellence.
In this paper we highlight the key elements for
operational excellence in process industries,
as well as an incremental approach that
manufacturers can take to achieve success. Some
in due course of their journey of operational
excellence are also listed in this paper.
solutions overview
Overview
Global competitiveness is placing tremendous
pressure on cost, quality and responsiveness to
customer demands. Some of the key challenges
in the process industry are lack of visibility and
control into manufacturing exceptions and events
orders and carry out production operations in a
predictable manner. Managers and production
personnel cannot measure, monitor, and
control performance in real time across people,
are expended in quality - genealogy- related
documentation, tracking and auditing to ensure
compliance.
To be successful, it is important to understand
how to leverage information technologies/
systems and automation, to provide visibility,
of the process operations.
Several analysts reports and surveys in recent
pressures for process manufacturers:
Need to reduce operating costs
Need to reduce process operations variability
Global competition from low-cost sources
Regulatory compliance (FDA, EPA, OSHA, EU)
Inability to meet market demands
 Need to improve reputation / brand value
Environmental impact
Analyst also report that a very large percent of
manufacturers see a need to reduce operating
costs. These costs are rising due to a number of
factors, including the following:
1. Lack of manufacturing operational visibility,
which leads to slow response time to
deviations, resulting in quality issues, rejects,
reworks, etc.
2. Loss of targets due to firefighting and
execution of unplanned hot orders.
3. Excessive cost of adhering to quality
standards and overall compliance.
4. Too much time wasted in gathering
information / reports from multiple systems,
leading to poor productivity.
5. Disparate systems at the enterprise and
shop floor, leading to data redundancy, with
the same shop floor data being entered into
various systems in order to keep them up-to-
date with the manufacturing cycle. Moreover,
these information silos lead to localized
decision making, which negatively impacts
the overall operations.
In order to overcome such challenges, it is critical
to initiate programs with a holistic approach to
enable continuous improvements along the three
pillars of operational excellence.
Operational Excellence
Operational excellence is a systematic approach to
attaining world-class performance in productivity,
quality and delivery of services and/or goods. It is
the goal of achieving superior yields, lead time and
through-put while eliminating waste. Operational
Excellence is centered around three main pillars:
Production planning & control
Manufacturing execution and
Operational effectiveness of people, processes
and assets.
solutions overview
Figure 1
Let us take a look at each of the three pillars in
detail from a business capability angle.
1. Production Planning & Control
In the production planning phase, production plans
and schedules are driven by accurate demand
capture/forecasting capabilities. The production
planning takes into account business objectives
and manufacturing and supply constraints in
order to maintain required inventory levels and
certain pre-defined service levels. The production
schedule executed at the plant level needs to
keep the plan in sync with the entire supply chain
plan, ensuring optimal asset utilization. In this
phase, one often needs to manage supplier quality
and deviations between forecasts and planned
deliveries. Additionally, one needs to know what
got executed so that changes can be made to the
production plans in the planning stage. This would
necessitate real-time visibility into operations,
resources and assets.
2. Manufacturing Execution
The business capability required in this phase
would be the ability to generate feasible and
executable production schedules that take into
account bottleneck information from the shop
floor in real time. It should have adequate quality
controls embedded for in-process and finished
goods inspection. It should have the ability
to adapt to schedule changes and to react to
unplanned downtimes. Additionally, it requires
a mechanism to minimize deviations in quality,
performance and occurrence of downtimes
along with means to analyze root causes so as
to avoid recurrences. Apart from production
execution capabilities the ability to comply with
the regulatory and corporate requirements need
2
to be put in place. A complete traceability and More often than not, we find that these three
genealogy functionality needs to be enabled as pillars operate in functional silos with little or no
the products move through the manufacturing coordination. Different systems and software are
value chain. Finally, execution details such as used to enable these processes. These systems
consumption, yield, deviation, etc. need to be include various Enterprise systems (ERP, SCM),
communicated with the enterprise systems in plant floor IT systems (MES, LIMS, QMS, Historians
order to close the loop for the production plans. etc) and process control and automation
3. Operational Effectiveness of People, systems (SCADA, PLC, DCS etc). While disparate
Processes and Assets point solutions are required to address critical
In addition to planning and execution, the functionalities associated with planning, asset
effectiveness of people, processes and assets management, quality and execution, without
plays an important role in overall operational interoperability and integration it is extremely
excellence. The overall equipment effectiveness difficult if not impossible to drive operational
(OEE) of assets needs to be monitored at excellence in an on-going manner. A holistic
the plant level. OEE consists of availability, approach that takes an unified systems view, as
performance and quality. Availability reflects depicted in Figure 3, is critical in the drive towards
equipment and process uptime; performance an overall continuous performance improvement.
reports the speed of production as compared 4. Seven Best Practices for Consideration
with design standards; quality indicates process
yield through that equipment. These elements Operational excellence is not a destination, but
constitute benchmark the manufacturing assets a journey. There is no quick and easy way of
effectiveness. Similarly, processes need to be achieving it, nor are there any rules or procedures
leaner, agile and adaptable to change with no that guarantee it. Here we have developed an
waste or non-value added activities. Finally, approach that could be helpful in embarking your
people need to be empowered, trained and journey of Operational excellence.
provided with the right amount of data so as to 1. Integration of Manufacturing Systems:
successfully perform their job functions within One of the first steps towards operational
the organization. excellence is to bridge gaps between
enterprise systems and shop floor systems.
The enterprise planning system creates
production plans and this information needs
Quality
Manufacturing to be passed to the manufacturing execution
Operations

Order
systems. After execution, the shop floor
Scheduling
system has to provide information about
Production
Planning goods produced, yield and other similar
Maintenance
data back to the enterprise system, so that
replanning and adjustments can be done
Figure 2. Traditional Approach
to future plans. It becomes critical for a
ucti on Planning & C
closed loop data exchange between these
Prod ont
rol systems. The complexity would increase if
another supply chain and a quality system
were introduced to the equation. Given the
Ma

F low
ial
nu f

er growing number of point solutions, it becomes

Inf
C on

actur
t
Ma
orm

imperative for not only data integration but

Informati on Flow
ti nuous Performan

ing Executi on
ati on Flow

Operational also a thorough Process integration. The

Excellence
integration should focus on single version of
w
Flo

ial truth wherein data will always reside in the

ter
ce

Ma
source system while transactional data will
Im
pro

be flow among various systems. Functional

ve

nt
m
e

ss silos like quality, maintenance, production,

ene
cti v
Operati onal Eff e
warehouse, etc. need to be fully integrated
Figure 3 Operational Excellence Theme and Approach for agile functioning of these departments.

solutions overview 3
 Let us take an example of OEE (overall
equipment effectiveness), which is one of
the major key performance indicators that
market leaders in the process industry
have been monitoring. OEE = Availability *
Performance * Quality. Availability reflects
equipment and process uptime. Uptime
data regarding the equipment is generally
recorded at the respective control system
level. For example PLCs or Scada. More
availability means more can be produced from
the same set of equipment. Performance
reports the speed of production as compared
to design standards. Performance data
resides in the MES (manufacturing execution
system) wherein data for each production
order gets recorded as the orders are
executed and completed on the plant floor.
Performance signifies your through-put time
and the thorough-put time, the more you can
produce within the given design standards.
Quality indicates process yield through that
equipment. This data is generally recorded
at the QMS (quality management system)
level where quality data gets recorded at
various stages of the production order (In-
process inspection, finished goods inspection,
etc). Overall, PLCs/Scada system needs to
be connected to OPC servers or historians.
They in turn will provide availability or uptime
data. Integration of these OPC servers
or historians with MES, QMS and core ERP
will provide a seamless integrated platform
to compute quality and performance
parameters, which can effectively compute
the OEE.
2. Response & Agility The figure 4 is a value
time curve where X axis indicates time
Business
Value Event
Net Value
Action
Taken
0 Time
Action Time
Figure 4. Value Time Curve DM Review, Hack-
solutions overview
while Y axis indicates value of the response
provided. At an initial time, a business event
occurs for any business process. And at a
later time an action is taken to respond to
the event. Notice that the later the action
is taken, the lower the value of response
that is provided. It depicts the latency in a
response for a business event.
Process manufacturers need to respond
quickly to various events taking place
across the value chain in the organization.
For example, an event such as a material
shortage or a machine breakdown needs to
be immediately addressed, as it could delay
an impending customer order leading to poor
customer satisfaction. Alerts/notifications
along with access to all critical information
needs to be delivered to the maintenance
supervisor in real-time so that corrective
action can be initiated immediately.
Additionally, production supervisor needs
to be alerted, so that if possible, the order
could perhaps be split or moved to a different
production line in order to produce by the
promised delivery dates.
It is of utmost importance to provide real
time shop floor alerts to various concerned
personnel with the organization for an agile
response to an event. Moreover, automated
workflows for escalation should be provided
so that people higher up in the hierarchy
could respond with easy to access tools as
the situation warrants. Business workflows
can also be triggered based on certain types
of events so standardized actions / rules are
applied for problem solving.
3. Performance Visibility: Once the integration,
as mentioned above, is achieved, the next
important aspect getting the data analyzed,
aggregated from multiple systems and to
the right person at the right time. This would
not only give the user with actionable data
through which various events, workflows can
be triggered at the same time. It empowers
the users to take real time decisions for
the shop floor based on exact factual
data. Moreover, role-based dashboards to
operators, supervisors and plant managers
will provide them with accurate optimum
data for enhanced decision support. For
4
 example, operator knows the exact batch to
start, the supervisor has visibility into all the
batches that are currently running across all
the production lines, plant manager knows
if the delivery dates are going to be met for
the respective batches / orders.
4. Business & Operational Alignment with
Scorecards & Dashboards : People within
the organization are unaware of the business
objectives or goals that are pursued at the
CxO level and how these goals or objectives
get affected by various routine activities
performed at the operational level. For
Operator
Manager
Supervisor
Role Based Dashboards
Figure 5. Dashboard Exam-
example, if an organization has made heavy
investments in equipment they will be more
inclined to measure the ROI at the CxO level.
They need to eventually measure equipment
at the plant level. This in turn means a close
check on the availability (downtime), quality
and performance of the equipment. Hence,
these parameters need to be monitored
and controlled at the operator or supervisor
level in order meet the business objective
at the CxO level. Benchmark KPIs should
be defined along with KPI trees at different
operational levels to provide performance
visibility. Drill-down capabilities should be
provided in order to get to the problem areas
that are affecting the KPIs. A scorecarding
system (perhaps based on a balanced
scorecard approach) can be very effective in
making performance visible, thereby forcing
an emphasis on visibility of performance
targets and actual performance and
encouraging an environment of increased
accountability.
5. Platform-Based Approach: While many of
the above mentioned steps will definitely
help towards achieving operational
excellence, organizations must not overlook
solutions overview
the importance of various technological
considerations to achieve success. Initially,
after the existing IT systems are studied,
white spaces from a functional gaps
standpoint need to be identified. In certain
cases, point solutions may be required to
bridge the gap between various functional
business processes. Even though technology
platform used for single point solutions
could be best suited for this requirement, but
it may not be ideal for the entire landscape.
Hence, the overall landscape of IT systems
needs to be studied from various angles
to come up with the best-fit technology
platform for the overall requirement. A
platform-based approach is always effective
in creating building blocks of various point
solutions on top of the platform. This kind of
approach is more manageable and scalable
as more and more solutions, can be added
to the platform in the long run, keeping the
same core technology.
Factors such as cost, network connectivity,
interoperability, data security, M2M (machine
to machine) integration, wireless/mobile
solutions, Web-based application etc. also
need to be considered. There could also be a
need for a centralized or decentralized type of
architectures depending upon the requirements,
as each of them have their own set of advantages.
Data polling intervals needs to be defined on
the usage of the data that gets collected. For
example, data displayed for an operator would
be almost real-time since it requires exact and
immediate data in the range of milliseconds from
the control systems. On the other hand, the
production planner may not require frequent
data for planning purposes so their data updates
could occur just once in an hour or so to monitor
the actual execution. For critical operations in
process industries, redundancy options need to be
considered for continuity of business operations.
Additionally, the technology platform selected
should enable cost-effective development,
deployment and most importantly, sustenance of
the solution landscape in the long run. In short,
proper due diligence is required and only then
can the technology platform achieve the right
level of collaboration and excellence.
5
6. Modeling and Simulation : Modeling and
simulation of operations and processes
play an important role in your journey of
operational excellence.
Major advantages of performing simulation
modeling of key operations include:
a. Identification of bottlenecks and the ability
to predict asset maintenance patterns,
which helps in optimal asset performance
and utilization.
b. Experimentation without distribution to the
production. Design of experiments can be
run on significant factors and its interactions
with each others to decide on optimal
settings for maximizing the production yeilds
c. Ability to test concepts prior to
implementation on the shop floor.
d. Effective training of plant technical personnel
in handling abnormal events, leading to
better risk management and improved plant
safety.
e. Helps identify cause and effect relationships,
and helps a better understanding and control
the process.
f. Modeling is key to scale-up and transfer of
processes from the engineering domain
to the operations domain in an efficient
and agile manner. This will also enable the
realization of designed optimal processes
on the production floor and help continuous
improvements to the processes based
on data-driven feedback from production
operations.
7. Collaboration and Management: As
the industry professionals work in a
rapidly evolving technical field, they gain
tremendous experiential knowledge, only
some of it formally documented and shared.
With the problem of the aging workforce
and next-generation workers coming on
board, it becomes increasingly important
to effectively transfer the vast knowledge
and experience of the existing workforce.
There is a growing need for much better
collaboration and knowledge management.
The newer trends of Web 2.0 and Enterprise
solutions overview
2.0 technologies, as well as constructs
such as blogs, instant messaging, mash-
ups, search, tagging, Wikis, and always-
connected mobile devices could perhaps
be the way forward to address such issues.
The new-generation workforce is more often
already exposed to using such gadgets out-
side the work environment and is more likely
to adopt if not expect these enablers in their
work environment as well.
Enterprise 2.0 capabilities provide for
effective enterprise search and discovery,
and informs users when enterprise
information, that matters to them, has
been published or updated. It can act as a
knowledge management tool where people
log their experiences and make it searchable,
thus providing enhanced discoverability
of information for other people to benefit
later on. Web 2.0 can be used to collect
and bind the collective intelligence of
users with blogs and Wikis, and allow
process manufacturers to add a whole new
dimension of data sharing and collaboration
within the existing systems and processes.
Discussion threads could be started to bring
to the table the collective experience within
an organization. Such valuable information
can be shared across multiple sites across
the globe through shared portals accessible
from anywhere including control rooms.
This could perhaps help to reduce the time
to volume for the entire company and
also coordinate a new product launches
in all markets simultaneously. Higher
collaboration and knowledge sharing will
provide a more efficient, productive and
intelligent workforce, which is a step toward
operational excellence.
An Incremental Methodology
Typical key resource bandwidth and change
management reasons would suggest that any
approach to improving operational excellence be
done in an incremental, rather than a big-bang
fashions. Starting of course with the low-hanging
fruit that can provide immediate benefits. The
intent, also, is to succeed in one plant/area and
let that fuel the need for others to follow suit as
well as apply lessons learnt.
6
 Figure 7 shows an incremental approach for
moving from a budding stage to an advanced
stage in achieving operational excellence
benefits. Initially, you may want to look at the
white spaces to bridge the gap among systems
Figure 7. Incremental Methodology for Operational Excellence
from a business functionality perspective. Based
on the gap analysis and impact assessment, basic
point solutions need to be developed. The key
focus would be on gathering real-time data from
the shop floor, collecting process parameters
and analyzing the cause and effect relationships
to better understand the process. This could
provide the operator with greater control and
visibility over the operations. As you move
up the operational excellence path, one could
possibly look at interoperatability between these
point solutions. Data can be exchanged within
these systems to ensure a thorough process
integration. The data collected from multiple
systems can assist in providing real-time decision
support to various roles within the organization.
This could be in the form of event-based alerts,
notifications, role based dashboards, workflow
triggers, workflow escalations, etc. Now, is the
stage where you have a much better control and
visibility into your manufacturing operations.
One could take a step further and start
operational performance benchmarking wherein
one could start comparing key performance
indicators with industry peers (best/average). It
helps identify the strength and weakness areas,
and, accordingly, improvement strategies can be
focused.
From a platform-based point of view, more and
more process manufacturers are considering
service oriented architectures (SOA) wherein an
applications business logic or individual functions
are modularized and presented as services for
consumer/client applications. These services
are loosely coupled in nature; i.e., the service
interface is independent of the implementation.
Application developers or system integrators
can build applications by composing one or more
services without knowing the services underlying
implementations. This allows enterprises to plug
in new services or upgrade existing services in
a granular fashion to address the new business
requirements, thereby safeguarding existing
IT infrastructure investments. With such
a framework in place, it becomes easier for
process manufacturers to respond with agility to
changing business needs.
As you take a step further in your operational
excellence journey, more and more intelligence
can be built within these systems. Real-time
decision support based on intelligence gathered
from multiple sources can help launch newer
quality and continuous improvement programs.
The bottom-line is that, as you move up the ladder
of achieving operational excellence, you will see
a significant increase in the benefits along with
the reduction in deployment costs, thus giving
you an enhanced ROI.
Key Benefits
Some key benefits achieved by the process
industry in the course of its journey toward of
operational excellence are:
1. End-to-Visibility into Operations
Complete transparency across the
value chain.
Reduced costs by cost-effectively and
efficiently managing the end-to-end
operational processes.
Accelerated decision making with
complete visibility into operations
performance.
Actionable data for the right person at
the right time.
2. Highly Efficient Operations
Integrated and standardized operations.
Automated tasks, alerts, notifications
for proactive resolution.
Fast access to relevant data from
multiple sources.
3. Compliant Operations
 Reduced cost of quality (rejects,
reworks, etc).
Reduced cost of compliance.
Delivering high-quality products
and services with integrated quality
standards.
Integrated quality management with
operations, ensuring regulatory, legal
and environmental standards.
4. Industry Leadership
Improved customer service by
delivering on promises.
Sustained superior performance by
ensuring continuous improvement of
processes and systems.
Easy adoption of initiates such as. Lean,
Six Sigma, etc.
Ability to innovate industry best
practices.
Conclusion
One of the major market pressures today in
process industries is to cut down on operational
costs and drive towards achieving operational
excellence. There are various ways and means to
embark on the journey of operational excellence.
A tigher coordination is require between the
three pillars of operational excellence, which are
production planning and control, manufacturing
execution and operational effectiveness of
people, processes and assests. We recommend
seven best practices for achieving operational
excellence benefits. As a first step, start
connecting your shop floor to the top floor, which
will bring in a greater deal of visibility and control
over your operations. Provide alerts and trigger
workflows based on business events to decrease
the latency of response and thus avoiding major
downstream problems. Access to relevant data
and automated data transfers improves quality
and productivity. Hence, providing role-based
dashboards to operators, supervisors, plant
managers and senior management will ensure
actionable data and appropriate visibility at
each level within the organization. Moreover,
the scorecards and key performance indicator
dashboards should be aligned with business
objectives and strategic goals of the organization.
Modeling and simulation of processes play an
important role in understanding and controlling
the process. Web 2.0 and Enterprise 2.0
solutions overview
capabilities should be incorporated for an
efficient, productive and intelligent workforce.
A phased approach in achieving excellence
maturity is beneficial, as lessons learned can
be incorporated in the future stages and hence
reduce the risk of failures.
Cognizants Footprint
Cognizant has very strong experience and
expertise in delivering operational excellence
solutions in the process industry. Cognizant
has strong expertise in the manufacturing IT
landscape, from the L1 - sensor level to the L4
enterprise level.
Sensors to Enterprise Expertise
L4
Enterprise Applications
Created integrated solutions involving SAP
ERP and MES
Implementation and roll-out of MES and EMI
Solutions for global manufacturers
Created industry specific value scenarios
addressing specific challenges
Partnered with a global automation player to
develop next generation enterprise L3
manufacturing intelligence solutions MES/ LIMS/ SQC/ SPC
Developed industry leading batch
management solutions for global
automation solution provider
Developed an industry leading steady state
simulation solution for a global automation Developed SPC solutions based on Microsoft
player O P E R A T I O N S I N F O R M A T I O N N E T W O R K
and clients proprietary technologies
L2
Implemented Optimized Automated Test
Providing sustenance services for all DCS HMI/ SCADA
solutions of a leading automation player A U T O M A T I O N N E T W O R K System for Safety Critical product of a
PLC / DCS leading automation player
DCS Migration from Windows XP to
Windows 7 platform
Developed drivers to integrate D I S C R E T E & P R O C E S S D E V I C E
C O M M U N I C A T I O N N E T W O R K
DCS solutions to a variety of
third party products
L1 Developed Device Type Managers
(DTMs
I/O / Devices / Sensors
Developed Device Descriptors for various
field devices Developed Asset Management System
Packages
Temperature Flow Sensor Level Sensor Control Valve
Sensor
L0
The Production Process
Figure 8. Cognizants Footprint
Customer Success Story
Cognizant has been involved in many
engagements in which we have helped customers
in their journey towards operational excellence.
We have not only addressed various customer
pain points, but we have also delivered superior
results. One such customer engagement is
discussed here.
Figure 9. Mitsubishi shop-floor application
8
Mitsubishi Polyester Film LLC (MPF) is the U.S Better control to prevent wrong
operation of Mitsubishi Polyester FilmGroup and disposition.
is one of the worlds largest merchant market Better conversion and yield information.
producers of polyester film.
Improved tractability.
Systems used: User friendly and ease of maintenance.
Enterprise level: SAP Financials, third-
party planning and scheduling system, Solution Accelerators
custom-built applications.
Cognizant has built accelerators to help
Factory level: Rich manufacturing customers mitigate the risk of adoption and
environment with supervisory control to help reduce implementation efforts with
(SCADA) and distributed control resuables and templates.
systems (DCS).
Need for achieving operational excellence The following is a list of solution accelerators
maturity: build:

1. Technology obsolescence and lack of Closed loop Performance Management

for F&B Industry
integrated systems (20 year old system
handling tracking of material flow). Packaging Execution and Performance
Management for F&B Industry
2. Mixture of homegrown and packaged
solutions. Real-time Quality Assurance for Metals
Industry
3. Difficulties in interfacing the material flow
Integrated Execution and Analytics for
tracking system to modern applications. Specialty Chemicals Industry
4. High cost incurred in maintaining the Proactive Deviation Management and
systems. Quality Assurance for Pharmaceuticals
Industry
5. Difficulty in supporting urgent requirements.
Batch Execution and Analytics for F &
B Industry
Cognizant developed a single planning and
scheduling system based on the .Net platform, Integrated Batch Execution for Pulp
and Paper Industry
containing sophisticated business rules. This
system was interfaced with other system: order One such solution accelerator is discussed below.
to cash, film production (FMF) and product This is a Order Trace solution, an order to be
specification for automatic data transfer and tracked back to its detailed genealogy, along
calculation. with labor and equipment used for producing the
Some key considerations while redesigning order.
were:
OrderTrace Solution
Quick response to business events.
Business drivers for the OrderTrace solution
Visibility into operations and include:
performance.
Provide visibility into production and
Integration of manufacturing systems. quality performance across the value
chain.
Business and operational alignment.
Built-in product and process
Cognizant developed a single planning and traceability into the manufacturing
scheduling system based on the .Net platform, process.
containing sophisticated business rules. This Integrate product and process
system was interfaced traceability data with enterprise
application.
Scalable and extensible reporting
solution. Increase responsiveness to non-
conformance incidents.
Automated functions, reducing data
errors.
Real time interfacing with other
systems.

solutions overview 9
Solution Architecture Solution Highlight
Easy and single-window access to all relevant
data associated with an order execution.
Fast response to customer queries and
compliance with regulations.
Standardized search functions to assist in
processing information.
Contextualization of business data with
process data and analytics.
Data access from multiple data sources and
meaningful information visualization.
Traceability from recipe creation to execution.
Figure 10. Solution Architecture

Sample Dashboards
References
1. http://www.pharmamanufacturing.com/

2. Global Manufacturing Operations

Management, Aberdeen Group, 2008.

3. Boosting Process Industrys Supply Chain

Performance: A Case for Visibility and
Control, Aberdeen Group , 2009.

4. Manufacturing 2.0 Its Time to Rethink

Your Manufacturing IT Strategy, White
Figure 11. Sample Dashboards Paper, Microsoft, 2009.

About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process
outsourcing services, dedicated to helping the worlds leading companies build stronger businesses. 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 workforce that embodies the future of work. With over 50
delivery centers worldwide and over 118,000 employees as of June 30, 2011, 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 for more information.

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