CI

MANUFACTURING
LEADERSHIP JOURNAL
Fac to r i e s o f th e Fu t u r e

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FOLLOWING
THE DIGITAL
THREAD INTO
THE FUTURE
The concept of the digital thread
holds the promise of integrating the
manufacturing enterprise in a
way never before achieved. But
manufacturers must understand the
challenges as well as the rewards of
this transformative paradigm shift.
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B y To m H e n n e s s e y

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MANUFACTURING Feature/ Following the Digital Thread into the Future /4/8 CI
LEADERSHIP JOURNAL

Fac to r i e s o f th e Fu t u r e
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and sensors, 3D printing and visualization, fordable and flexible. Advanced analytics
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..................................... .. augmented and virtual reality, cloud com- and machine learning help us draw valuable
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........................................ puting, robotics, and digital manufacturing insights, predictive models, and simulations
platforms like Manufacturing Execution from massive amounts of data. Precise, real-
PTIMISTIC DESCRIPTIONS OF FACTORIES OF THE FU- Systems (MES), Manufacturing Opera- time, contextual data is generated by sen-
ture may sound like science fiction. Yet, the promise of end-to-end tions Management (MOM), and Product sors on products and equipment, consumed
digital integration in manufacturing, from initial design to mainte- Lifecycle Execution (PLE). by cyber-physical and control systems, and
nance and overhaul, is emerging through advances like the Industrial Building on this momentum, the Na- fed into algorithms and analytics solutions
Internet of Things (IIoT), smart manufacturing, and automation. tional Institute of Standards and Tech- to create models, simulations, and forecasts.
One of the primary visions driving the transformation of manufac- nology (NIST) recently launched a Smart Accenture has projected that the IoT eco-
turing is the concept of the digital thread. The digital thread links systems used to execute Manufacturing Systems (SMS) Test Bed, system will expand rapidly over the next
and track design, engineering, manufacturing, and MRO (maintenance, repair, and over- a model factory that will facilitate and test four years: 212 billion sensors, 50 billion
haul), establishing a seamless flow of information from product conception to delivery and digital thread implementations and en- connected devices, and 2.5 billion connec-
beyond. This type of closed loop integration employs data and analytics across the entire abling technologies. The test bed includes: tions to wireless networks.
product lifecycle, optimizing efficiency, op- a computer-aided technologies laboratory Manufacturers are using advanced 3-D
erations, and maintenance. decision-making at all levels, more effec- running software tools to control design, printers to produce prototypes and intri-
The concept of the digital thread was tive collaboration throughout the supply fabrication, inspection, data, verification cate components, including some that
spearheaded by the military aircraft in- chain, and powerful, real-time business in- and testing; a real-world manufacturing would otherwise be impossible to pro-
dustry, from its desire to improve the per- sights. In complex manufacturing, deliver- facility equipped with CNC machine tools duce. This additive manufacturing ap-
formance of future programs by applying ing the right information to the right place and precision inspection devices; and on- proach enables powerful design flexibility,
lessons learned. The concept has quickly at the right time is essential to every core line data streaming, collection, storage, speeds time to market, and controls costs
Tom Hennessey is vice taken hold beyond the aerospace and de- process, including change management, and publications services. Participants can for custom products; medical device mak-
president of marketing
at iBASEt. Hennessey fense industry, powered by advances in quality, compliance, and supply chain experiment with the digital manufacturing ers are leveraging this approach to create
holds an MBA from the
University of Southern digital and cyber-physical manufacturing visibility and control. The digital thread process, search a repository of SMS Test breakthrough products. 3-D design and
California and a BS de- systems, predictive analytics, automation, should provide a formal system for con- Bed data, and even try replicating model visualization solutions enable the cre-
gree in management
from Northeastern and the IIoT. Manufacturers—especially trolled interplay of authoritative technical products previously fabricated via digital ation of digital twins, virtual copies of a
University.The com-
pany is a member of
those producing complex, highly engi- and as-built data, with the ability to access, threads in their own facilities. manufacturer’s product that are referenced
the Manufacturing neered products in the aerospace, electron- integrate, transform and analyze data from throughout the product lifecycle. Digi-
Leadership Council.
................... ics, medical device, nuclear, and industrial disparate systems into actionable infor- Enabling the Digital Thread tal twins are repositories of data from all
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................... equipment industries—are striving to le- mation. Product lifecycle data should be ll the components required to be- stages of manufacturing, from design to
verage these advances to transform the way tracked and analyzed from design, pro- gin developing a digital thread inspection and maintenance, and as such
they orchestrate and optimize business, curement, testing, production, field opera- framework are readily available. are essential components of the digital
digital, and physical processes. The digital tion, and sustainment services. Data storage and cloud computing are af- thread. These standardized digital 3-D
thread will link and enhance those process- For those with “boots on the ground,”
es horizontally across smart factories and achieving this level of machine and data in-
vertically throughout the value chain. tegration may seem daunting—not to men- ......................................................
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The digital thread is the communica- tion the human factor. There are certainly ......................................................
tion framework that enables a seamless, many inherent difficulties and obstacles in
connected data flow and integrated view such a transformative endeavor. Yet, the
The digital thread is not being
of a product or asset throughout its life- digital thread concept is not being devel- developed or adopted in a vacuum.
cycle. Connecting and integrating across oped and adopted in a vacuum. It has arisen
traditionally siloed functions (e.g., design, from a powerful convergence of enabling
It has arisen from a powerful con-
engineering, production) supports better technologies: big data analytics, the IIoT vergence of enabling technologies.
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MANUFACTURING Feature/ Following the Digital Thread into the Future /6/8 CI
LEADERSHIP JOURNAL....................
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Fac to r i e s o f th e Fu t u r e
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relationships, and configuration manage- legacy equipment), machines and comput-
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........................................ The Model-based
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........................................ ment functions. To manage resources for ing systems, and machines and operators
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........................................ Manufacturing Enterprise
........................................ production, manufacturers use ERP. ERP have to be established, tested, and secured.

models streamline the interpretation and
transmission of product-specific data
throughout the product lifecycle, dramati-
cally reducing the time and error-prone hu-
man interaction required by 2-D systems.
NIST researchers estimate that moving
from 2-D, paper-based methods (still used
C
loud computing may not be as
new and exciting as robotics and
virtual reality, but it is one of
the primary drivers of the digital thread
framework, and smart manufacturing in
general. On-demand, scalable informa-
tion technology services can be quickly
architecture is transaction-based and or-
ganized around production resources.
While the ERP system utilizes product
data and process plans contained in the
PLM system, the architectures of ERP and
PLM are fundamentally different. PLM
provides “the what”: modeling, BOM
Improving interoperability across indus-
tries and vendors should be a top priority;
government and industry organizations will
have to step up and lead the way to unified
standards, alliances, and open platforms.
Balancing Risks and Rewards

by 90% of small manufacturers) to 3-D
digital manufacturing can cut production
time by as much as 75 percent.
In similar fashion, augmented and vir-
tual reality solutions are helping designers,
engineers, and factory technicians work
with machines and execute complex pro-
cesses with deeper access to visual sche-
matics and models. These advanced solu-
tions create next level interfaces to simplify
human-machine interaction, deliver real-
time, contextual data about machine per-
formance, streamline maintenance and
deployed, easily managed, and connected
via APIs and open standards to machines,
data stores, and enterprise integration
platforms. These platforms lie at the heart
of the digital thread: performing data ag-
gregation and analysis, triggering controls,
recording operations and performance,
and automating workflows across the shop
floor and throughout the value chain. As
the various functional types of manufac-
turing systems become more closely inte-
grated, the digital thread becomes more
fully realized.
F
management, process planning, process orging ahead with the required in-
simulation, and engineering change man- vestments can be a financial and
agement. ERP provides “the when, where, cultural challenge for manufactur-
and how much”: scheduling, financials, ers who have spent decades optimizing and
and inventory. But to have a fully func- fine-tuning traditional systems. Measuring
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tioning digital thread manufacturers also ROI in new paradigms is inherently tricky, ...................
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need “the how”. That’s what PLE provides but such extensive transformations require
Forging
through process execution, process con- top down buy-in from executives and boards.
trol, quality assurance, traceability, and Those leading the way will have to prove that
ahead with
deviation handling. digital integration won’t break the factory or the required
value chain—or break the bank. investments
A Number of The risk involved in any type of digital can be a
Integration Challenges financial
transformation is significant. In com-

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repair, and virtually test the impact of Enterprise Resource Planning (ERP) and s solution providers improve the plex industries, it can downright painful. and cultural
changes. Robotics and automation like- Product Lifecycle Management (PLM) sys- integration of these types of en- Workforce issues loom large—there aren’t challenge for
wise ease the burden on humans, creating tems are considered fundamental for mod- terprise systems with each other enough appropriately skilled workers, and many manu-
safer and more ergonomic operating con- el-based manufacturing enterprises, but a and with the other enabling technologies retraining requires time and resources. facturers.
ditions, speeding production, increasing genuine digital thread cannot exist without discussed, the seemingly futuristic pros- The continuous Big Data collection and
precision and quality, and reducing errors a PLE platform. To develop, describe, man- pect of the digital thread coalesces into real analysis that underpins the digital thread
and downtime. Robotic components and age, and communicate information about digital transformation of the product life- requires data science, cybersecurity, and
automated processes produce digital re- their products from conception to end-of- cycle and supply chain. There are equally IT skills that are in high demand across all
cords of configurations, calibrations, di- life, manufacturers use PLM. real challenges and obstacles to address types of businesses and public agencies.
agnostics, and performance—all of which PLM architecture is object-oriented along the way, cyber security and other The already beleaguered manufacturing
loop back into the digital thread. and structured around products, product fundamental technical difficulties chief workforce has been resistant to automa-
among them. Securing sensors, machines, tion, justifiably fearing job losses. Extend-
data, networks, and cyber-physical sys- ing the digital thread into the supply chain
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...................................................... tems is paramount to the sustainability of will require overcoming myriad obstacles,
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the whole endeavor. including basic supplier readiness. SMEs,
Improving interoperability across Manufacturers of highly engineered including smaller manufacturers that de-
products in defense, aerospace, medical liver components and subassemblies to
industries and vendors, cybersecurity, devices, and energy are acutely sensitive larger enterprises, lack the resources to
and standards and open platforms are to security concerns, for obvious reasons. retrain, retool, and implement advanced
Connections between machines (including systems. On a grander scale, global crises,
keys to the success of the digital thread.
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economic trends, and political upheavals
send ripple effects through multinational
supply chains. All of this, of course, has to
be managed under intense market pressure
and regulatory oversight.
Yet, progress marches on. As with the
broader digital transformation in com-
merce and communication, those who wait
on the sidelines for an easier time to join
the march may be left out entirely. The po-
tential benefits, both near- and long-term,
................... are undeniable and compelling. Quality,
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................... control, and risk can be precisely managed
The biggest in real-time across the enterprise. Busi-
value with ness, production, and compliance prob-
lems are solved faster, better, and cheaper.
the digital
Decision support becomes more granular,
thread lies
and is harmonized across the factory and
in the re-
throughout the supply chain. The digital
markably thread brings customers, vendors, and sup-
improved pliers closer, tying them into holistic feed-
capacity back and evaluation loops. People, ma-
to manage chines, and other resources are put to more
product con- efficient use, with optimization driven by
figurations. better metrics and predictive performance
analytics that flag pending issues before
they cause outages or quality defects.
For complex manufacturers, many of
which are digital thread pioneers, the big-
gest value lies in the remarkably improved
capacity to manage product configura-
tions and change management across the
entire value chain and product life cycle.
These capabilities allow companies to en-
sure faster time-to-market, more success-
ful new product introductions, and flexible
reactions to customer needs. Closing the
loop on engineering changes promotes
conformance to customer specifications
and regulations, assuring that as-built con-
figurations precisely match as-designed.
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It also ensures that knowledge and docu-
mentation of changes are communicated
upstream and downstream, preserving in-
tegrity with optimal efficiency. From the
shop floor to the C-suite, the digital thread
framework enables visibility, consistent
practices, continuous products and pro-
cess improvement, and efficient compli-
ance with exacting quality and compliance
standards (e.g., ISO 9001, AS9011, and
FDA’s 21 CRF Part 11 and Part 820).
Connecting Quality
and Compliance
Q
uality management is a key fea-
ture of the digital thread. In
complex discrete manufactur-
ing, especially, the tolerance for faulty
parts and products is near zero, for ob-
vious life-and-death reasons. Closely
managing quality throughout the entire
manufacturing process using integrated
systems that embed proofing and inspec-
tion practices and verify the certifications
of personnel, tools, and machines saves
time, reduces waste, and protects enter-
prise reputation.
High-profile quality failures like the
Takata airbag recall have prompted Gart-
ner, ISO, and others to issue urgent calls
for greater focus on supply chain visibility
and quality control. Likewise, regulatory
compliance is an ongoing headache for
many industries. Within the digital thread
framework, quality and compliance activi-
ties are more closely linked. Related data
collected and analyzed at key points can
be used to predict, prevent, and detect er-
rors. Corrective actions can be automated,
documented, and propagated through the
supply chain to avoid repetitive or cascad-
ing errors. The tracking and traceability of
these inspection and remediation process-
Feature/ Following the Digital Thread into the Future /8/8 CI
Fac to r i e s o f th e Fu t u r e
es improves audit readiness and stream- and demonstrate ROI, to cement top floor
lines callbacks when necessary. buy-in, and to focus on low-hanging fruit
that has a high probability of visible suc-
The Journey to Digital cess. For example, many enterprises start-
Manufacturing Maturity
ed their journey with optimizing logistics,
D
iving in to paradigm change re- using sensors to provide contextual, real-
quires strategy and planning. time information about supplies and ship-
In the case of digital transfor- ments.
mation, it also requires infrastructure On a broader scope, participate in the
readiness. Initial steps on the journey to development of industry standards work-
realizing the digital thread include imple- ing towards interoperability and open plat-
menting enterprise systems (integrated forms (e.g., DMDII, MESA, NNMI, the
MES suites), maturing IIoT capabilities, Industrial Internet Consortium). Learn
and evolving supply chain infrastructure. from the NIST SMS Test Bed and similar
Build foundational value by focusing on projects. Get involved in workforce pipe-
leveraging the data generated by design, line development and retraining initiatives.
engineering, production, quality, com- Manufacturers cannot afford to ignore
pliance, and MRO processes. In a recent the swelling tide of opportunity and dis-
Capgemini survey, 61% of executives and ruption created by the power of digital
senior decision makers acknowledged transformation and integration. Around
that data is now a driver of revenues, and the world, concerted efforts are underway
becoming as valuable to their business as to revolutionize design, production, and
their existing product and service lines. extended services. Germany’s Industrie 4.0
Start by evaluating readiness factors: and China’s Made in China 2025 initiatives
infrastructure, finances, risk profile, and are turning up the pressure on the U.S. and
workforce skills. Examine both assets and other manufacturing centers. The global
weak points thoroughly, and develop strat- manufacturing sector is a $10 trillion dol-
egies to leverage or remediate these factors lar behemoth. The digital industrial revo-
in the context of digitizing operations. De- lution will unleash tremendous value and
velop specific milestones and strategies for innovation over the next 10 years. Jumping
reaching them. Look for expert help from in now, with a focus on bringing the digital
established consultancies, IT vendors, and thread to fruition, will ensure competitive-
cloud service providers. ness and resilience for years, even decades,
Use pilot projects to prove concepts into the future. M
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The digital thread brings
customers, vendors, and suppli-
ers close, tying them into holistic
feedback and evaluation loops.