The Windy Path to Digital Connectedness


Mike Dennis

December 17, 2015

The implications of the Internet of Things (IoT) on the enterprise is certainly a hot topic these days. As employees, clients, and customers become more digitally connected, it’s inevitable that this will create a need for organizations to become even more intelligent, connected, and adaptive as ever before. This entails organizations becoming lean to optimize production speeds and improve the quality of their end products. But it doesn’t just stop there. In the manufacturing industry, the value of IoT extends beyond speed optimization and quality improvement processes to an end-to-end process where data can flow across design, sourcing, manufacturing, customer usage, and back again. This is what is called “connected lean.”

How do organizations achieve “connected lean” to derive more value from data? Below, I’ve highlighted the critical elements:

1)      Remove friction so that transactions can move smoothly from engineering to manufacturing

2)      Each industry is at a different level of digital maturity, but they’re all concerned with long-term system improvements

3)      Gaining top-line support from leadership to smooth the path to connectedness

Data communication is no longer a one way street. As the digital era advances, we are seeing an increasingly connected world where “things” are able to participate in a two-way communication with other data. The physical is being digitized and we are moving from connecting people and devices to connecting machines to machines. Will your organization keep up with this change?

For more information on this concept, please read my article “The Effects of Digital Connectedness on America’s Manufacturing Industry” or contact me at Connect with me on LinkedIn and Twitter.

Michael Dennis is a Principal for Capgemini’s Manufacturing sector and is based in Atlanta.

This article was written by Mike Dennis from CapGemini: Capping IT Off and was legally licensed through the NewsCred publisher network.

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