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1Z0-348 Oracle Manufacturing Cloud 2017 Implementation Essentials

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Oracle Oracle Manufacturing Cloud 2017

Oracle Cloud functions drive Carbon's Quest to lead in 3D Printing and Additive Manufacturing | Real Questions and Pass4sure dumps

REDWOOD SHORES, Calif., Jan. 12, 2017 /PRNewswire/ -- Carbon (Carbon, Inc.), whose CLIP (continuous Liquid Interface construction) expertise allows industrial consumers to 3D print manufacturing grade add-ons, has selected Oracle Cloud applications to modernize its programs, seriously change business procedures, and support be sure a relaxed, scalable, and linked cloud suite for the subsequent phase of the business's boom. Oracle's Cloud applications will permit Carbon to retain a aggressive edge in the dynamic additive manufacturing market by helping to enhance enterprise agility, lower expenses, and cut back IT complexity.

Working on the intersection of hardware, utility, and molecular science to carry on the promise of 3D printing, Carbon sought a cloud answer that may well be configured to its enterprise needs and will maintain tempo with its predicted speedy increase both domestically and globally. Carbon chosen Oracle business aid Planning (ERP) Cloud, Oracle Human Capital administration (HCM) Cloud, Oracle supply Chain management (SCM) Cloud, and Oracle service Cloud over SAP because of the energy of Oracle's integrated breadth and depth of choices, embedded analytics, and the contemporary, easy-to-use interface of its purposes.

"As they evaluated their company needs, they knew they vital a future-proof cloud-based mostly answer that may scale as they grow. no longer handiest did they want a revenue-able product, but they additionally obligatory a revenue-capable business firm," stated Chris Hutton, director of business operations at Carbon. "Oracle's Cloud purposes assist make sure their enterprise tactics are seamless if you want to focal point on providing the ultimate event to each consumer."

Carbon's deployment of Oracle's comprehensive and contemporary suite of Cloud applications will streamline business strategies, and optimize collaboration and efficiencies in here techniques:

  • Oracle HCM Cloud will enable Carbon to leverage talent and team of workers administration choices to deliver an engaging and collaborative HR event, and enhance how they locate and retain first-rate personnel
  • Oracle SCM Cloud will assist seriously change give chain operations to optimize can charge, provider degrees, and the deliver chain network
  • Oracle Manufacturing Cloud will streamline manufacturing strategies via visualizations and real-time views into shop flooring operations and work orders, whereas controlling fees
  • Oracle ERP Cloud will enable finance to spend more time on larger-value activities, akin to inspecting consequences and advising the enterprise on strategy
  • Oracle service Cloud will support differentiate Carbon's manufacturer with intuitive, enticing experiences throughout the cloud for clients and personnel alike
  • "Carbon has a vision to permit each member of their enterprise to have a finished 360-degree view of each and every client. they are joyful to work with them to ensure their Cloud applications bring this visibility to guide their ongoing success," stated Gretchen Alarcon, group vp of product strategy at Oracle. "Oracle's business-grade Cloud applications work collectively seamlessly to empower all and sundry from a relationship supervisor to Carbon's CEO to see how all elements of the business are performing."

    Oracle promises the business's broadest suite of enterprise-grade Cloud features, together with software as a carrier (SaaS), Platform as a service (PaaS), Infrastructure as a provider (IaaS), and facts as a service (DaaS).

    For additional information, discuss with Carbon, Oracle Cloud, and attach with Oracle Cloud on facebook and Twitter.

    About CarbonCarbon is working on the intersection of hardware, utility and molecular science to carry on the promise of 3D printing, enabling creators to consider past the limitations of conference to design the ingredients and items so that you can pressure the companies of the future. Carbon's continuous Liquid Interface construction technology (CLIP) changed into delivered simultaneously at TED 2015 and to the scientific group on the cover of Science journal (Science, March 2015). In April 2016, Carbon added the M1, its first industrial CLIP-based additive manufacturing computing device, created as a complete solution for the subsequent era of design and manufacturing. to date Carbon has acquired $141 Million in funding. For extra assistance please visit or follow Carbon on Twitter @Carbon.

    About OracleOracle offers a complete and totally built-in stack of cloud purposes and platform capabilities. For more tips about Oracle ORCL, +0.07% consult with

    TrademarksOracle and Java are registered trademarks of Oracle and/or its associates. different names could be logos of their respective house owners.

    To view the original edition on PR Newswire, seek advice from:

    supply Oracle

    Copyright (C) 2017 PR Newswire. All rights reserved

    Westchester group college makes use of Oracle Cloud to Modernize schooling journey | Real Questions and Pass4sure dumps

    neighborhood college deploys Oracle student Cloud to recruit and interact students throughout an increasing portfolio of researching courses

    REDWOOD SHORES, Calif., April 17, 2019 /PRNewswire/ -- Westchester group college is enforcing Oracle scholar Cloud options to guide its aim of providing purchasable, fantastic and economical education to its distinct community. both-year public faculty is affiliated with the State college of ny, the nation's greatest comprehensive public college equipment.

    Oracle brand (PRNewsfoto/Oracle)


    To preserve pace with quickly-changing group of workers necessities and scholar expectations, institutions reminiscent of Westchester community college are evolving to enhance scholar results and operational efficiency. This trade calls for each a new mannequin for teaching, studying and analysis, in addition to more desirable tips on how to recruit, engage and manage college students throughout their lifelong learning journey.

    "we're committed to scholar success, academic excellence, and group of workers and economic development. To carry on these promises they essential to leverage the most desirable know-how to modernize their operations and the way they interact with their students," stated Dr. Belinda Miles, president of Westchester group faculty, Valhalla, N.Y. "by expanding their Oracle footprint with Oracle student Cloud they could be capable of aid a diverse array of academic courses and gaining knowledge of alternatives including continuing education, while providing improved experiences to their students."

    Oracle scholar Cloud options, including pupil management and Recruiting, will integrate seamlessly with Westchester's present Oracle Campus pupil counsel system. With Oracle student management, the college should be capable of more desirable inform present and potential students about classes and features, and Oracle pupil Recruiting will improve and simplify the student recruitment system. The faculty will even be the use of Oracle pupil Engagement to better talk with and engage latest and potential students.

    "Oracle student Cloud enables organizations similar to Westchester to advertise an more and more distinctive array of educational courses for a success life-long researching," observed Vivian Wong, GVP larger education development, Oracle. "we're delighted to partner with Westchester on their cloud transformation event."

    helping the whole student lifestyles cycle, Oracle pupil Cloud is an entire suite of better education cloud options, including scholar administration, pupil Recruiting, pupil Engagement, and scholar monetary Planning. As a set of modules, designed to work as a suite, institutions are capable of select their own incremental direction to the cloud.

    further materials

    About OracleThe Oracle Cloud presents an entire suite of integrated functions for income, service, advertising, Human resources, Finance, provide Chain and Manufacturing, plus highly-automatic and relaxed technology 2 Infrastructure featuring the Oracle autonomous Database. For more suggestions about Oracle (ORCL), please consult with us at

    TrademarksOracle and Java are registered emblems of Oracle and/or its associates. different names could be logos of their respective house owners.

    View normal content material to down load multimedia: use of-oracle-cloud-to-modernize-training-adventure-300833425.html

    Evosys Wins the distinguished Oracle HCM building partner of the year Award at Oracle modern company journey 2019, Las Vegas | Real Questions and Pass4sure dumps

    MINNEAPOLIS--(business WIRE)--Apr sixteen, 2019--At Oracle’s Annual contemporary business experience convention this yr Oracle HCM development offered a global Award that recognizes the HCM development accomplice of the 12 months.

    This press unlock facets multimedia. View the complete unencumber here:

    David Bowin (Sr. Director Product method - Oracle), (appropriate) gifts the HCM development associate of the 12 months award to Mike King, SVP Evosys (centre) and Matt Collins, Evosys (left) (image: company Wire)

    Evosys turned into honored to get hold of this award this year which recognizes Evosys as a strategic international implementation associate who is closely aligned with the Oracle HCM construction firm.

    The award was presented to Evosys for working closely with the Oracle HCM building group by means of investing enormously in early adopter initiatives, besides providing strategic implementation information, technology solutions and a success international tasks.

    In offering this global award to Mike King, SVP Evosys Newbury North the us, on behalf of Umang Nahata, CEO Evosys, David Bowin Senior Director Product strategy Oracle announced:

    “we are excited to respect Evosys as their HCM building companion of the 12 months for 2018.we adore partners like Evosys who are 100% invested in offering Oracle solutions. With over 300 Oracle HCM clients, Evosys is a global implementation partner who has developed a robust cloud methodology and complimentary options to support their HCM customers in their flow to the cloud.Evosys changed into on board with Oracle’s HCM Cloud imaginative and prescient from the onset and has made massive contributions and investments with the building team.”

    according to this award Umang Nahata CEO Evosys, commented:

    “Oracle and Evosys share a standard imaginative and prescient of offering maximum measurable cost to their shoppers each all through and post implementation. The extremely shut relationship that they now have with the Oracle HCM construction team supports this imaginative and prescient and they seem ahead to continuing to increase this relationship for the collective benefit of each their present and future consumers.”

    About Evosys

    Evosys, an Oracle Platinum associate with 13 years' experience focuses exclusively on Oracle Cloud implementation and consultancy. Evosys is without doubt one of the quickest-growing to be partners, with 950+ Oracle cloud shoppers who have adopted SaaS and PaaS solutions. With international operations in 30+ international locations, Evosys has a capacity to execute over 2200+ tasks simultaneously. To find out more:

    About Oracle

    The Oracle Cloud presents a complete suite of integrated functions for revenue, service, advertising, HR, Finance, SCM and Manufacturing, plus a cozy & automatic Infrastructure that includes the autonomous Database. recognize extra:

    View source version on

    CONTACT: Mike King (Sr. VP North america, Evosys)


    key phrase: u.s. NORTH america MINNESOTA

    trade key phrase: expertise statistics administration web software

    source: Evosys

    Copyright company Wire 2019.

    PUB: 04/16/2019 09:00 AM/DISC: 04/sixteen/2019 09:00 AM

    Copyright company Wire 2019.

    © 2019 The associated Press. All rights reserved. This material can also not be posted, broadcast, rewritten or redistributed.

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    The 5 Best Supply Chain Management Certifications | real questions and Pass4sure dumps

    IT professionals looking for a great field to conquer should consider the supply chain, which drives the retail and manufacturing industries globally. Experts recommend one or more of these five certifications as a surefire ticket to supply chain management success.

    For those looking for lots of opportunity and action, supply chain management is a terrific focus for an IT career. Gartner estimates that the total supply chain management market for software topped $13 billion in 2017, up 11 percent from 2016. This includes an abundance of software applications designed for the supply chain, the web of vendors and suppliers who design, build, ship, and deliver component parts and finished goods of all kinds.

    IT professionals can find jobs in managing systems and tracking activity, quality, and schedules across the entire supply chain. Plus, there is plenty more work to be found building and maintaining systems to manage that supply chain, from raw materials all the way to post-delivery customer support and service.

    In general, supply chain management (usually abbreviated as SCM) breaks down into several separate but interlocking disciplines, including:

  • Planning and procurement
  • Logistics analytics
  • Manufacturing
  • Visualization and reporting
  • Sales and operations
  • Throughout the entire SCM lifecycle, analytics (big data) plays an important role. Such analytics support improved strategic decision-making, help organizations improve their market positions, and offer optimized returns on investment that often lead to accelerated growth and higher profits. Because there's big money in the supply chain, there's also lots of opportunity, particularly for those who possess the technical skills to extract analytical insights from the wealth of data involved.

    When evaluating prospective SCM IT candidates, employers increasingly look to certification as a measure of interest and excellence as well as a commitment to formal processes and quality controls. In this article, they dig into five SCM-related certifications they consider to be leaders in this field today. They are:

  • Certified in Production and Inventory Management (CPIM)
  • Certified Supply Chain Management Professional (CSCP)
  • Certified Professional in Supply Management (CPSM)
  • ASQ Certified Six Sigma Black Belt (CSSBB)
  • Oracle E-Business Suite Supply Chain Certified Implementation Specialist
  • These credentials are intermediate to senior level in terms of their depth and breadth of coverage, and in their assumed levels of knowledge, skills, and experience for qualified candidates. At the end of this article, they offer additional certification options. That's because the SCM field is large and growing, with numerous other options that interested IT pros can choose from.

    Supply chain management jobs cover lots of territory, and they include such titles as SC analyst, SC developer, SC administrator, SC architect, and more. Average salaries for SCM professionals vary widely by location and specialty. That said, salaries for CPIMs range from a low of under $30,000 to a high of $117,000, with a median of about $57,000, according to SimplyHired's salary estimator. The CPSM scored the highest salary, at more than $125,000. A general search on "supply chain manager" produced the following annual salaries: $54,000 (low), $90,000 (median), $149,000 (high).

    If you're seriously interested in supply chain management, certification is a great option to advance your career. A variety of experts from the field, including a SCM project manager at Boeing, a three-member panel that included SCM practitioners and consultants, and a market research firm, all identified certifications as anywhere from helpful to essential for aspiring SCM professionals. They can't help but do likewise here.

    Before digging into the minutiae of their top five SCM certifications, look over their informal job board survey. This data reports the number of job posts nationwide for which their featured credentials were mentioned on a specific day. These numbers should give you a good grasp on the relative popularity and demand for each of these certifications.

    Job Board Search Results (in alphabetical order, by certification) Certified in Production and Inventory Management (CPIM)

    The CPIM comes from the Association for Operations Management, aka APICS. It was originally called the American Production and Inventory Control Society, whence its acronym comes. Now, some 60 years after it was founded, APICs is an international body that includes arms devoted to production, inventory control, supply chain management, and transportation and logistics. As such things go, the CPIM has been around for a long time, having first been offered in 1973. More than 100,000 people hold this credential. [Take a Certified in Production & Inventory Management Practice Test at Udemy]

    The CPIM seeks to identify individuals with a strong working knowledge of supply chain management concepts and best practices. The subject matter covered in the certification training and testing includes demand management, procurement and supplier planning, material requirements planning, capacity requirements planning, sales and operations planning, master scheduling, supplier relationships. There is also a strong emphasis on quality control and continuous improvement methods and practices.

    CPIM Facts and Figures Certification Name Certified in Production and Inventory Management (CPIM) Prerequisites & Required Courses Training is required, but may be self-paced ($1,240 and up) or in the classroom ($1,750 for members; $1,980 for nonmembers and up) Number of Exams Two Exams: CPIM Part 1 and Part 2, which cover five major topic areas (also define in-class modules taught for this curriculum)Basics of Supply Chain ManagementMaster Planning of ResourcesDetailed Scheduling and PlanningExecution and Control of OperationsStrategic Management of Resources Cost of Exam Learning bundles that include training plus exams add $440 to the above prices. Annual association membership (dues are $220) is also required. URL Self-Study Materials APICS sells online training, practice tests and exams through its CPIM page. Local APICS chapters offer instructor-led training at regular intervals. Certified Professional in Supply Management (CPSM)

    The CPSM is issued by the Institute for Supply Management, or ISM. On its history page, the organization claims "more than 100 years of experience." They also claim that more than 60,000 CPSMs have been earned, though this number includes both lapsed and current credentials.

    The ISM takes the certification process very seriously. It uses practicing SMEs and performs detailed job task analyses to determine what topics to cover on its exams. SMEs also write candidate questions, then review them as a committee, to select questions for inclusion on exams. Question banks are subject to ongoing psychometric analysis so they accurately test for real-world skills and knowledge, and reflect candidate's analytical, understanding, and problem-solving abilities.

    The CPSM is valid for three years, after which holders must apply for recertification, along with documentation for 60 hours of approved continuing education hours (CEHs as ISM calls them).

    The ISM provides a CPSM FAQ that documents average costs to earn the credential: $1,200 to $1,800 for ISM members; $2,000 to $2,400 for nonmembers. Topics on the three required CPSM exams come from a variety of domains, and are fully documented in the CPSM FAQ and its Exam Specifications.

    The ISM wants CPSMs to have a strong grasp of all major topics, trends and technologies, and best practices as they relate to supply management. In addition, ISM also offers a CPSD (Certified Professional in Supplier Diversity) credential, which seeks to help organizations engage in supplier diversity.

    CPSM Facts and Figures Certification Name Certified Professional in Supply Management (CPSM) Prerequisites & Required Courses Three years' full-time supply management experience in a non-clerical, non-support role, plus a regionally accredited bachelor's degree. Alternatively, five years of like experience (nonclerical, nonsupport) is also acceptable. Courses are optional. Number of Exams

    Three Exams:Exam 1 – Foundation of Supply Management (2:45, 165 questions)Exam 2 – Effective Supply Management Performance (2:45, 165 questions)Exam 3 – Leadership in Supply Management (3:00, 180 questions)

    Exams may be taken at Pearson VUE testing centers or by prior arrangement with ISM for on-site training/testing combinations.

    Cost of Exam $229 for ISM members; $379 for first exam for nonmembers (includes price of membership in the cost; subsequent exams will be at member cost.) Annual membership is required and costs $210 to join, and $190 thereafter to maintain. URL Self-Study Materials ISM offers a range of exam-preparation materials, including study tips and study materials that include a reading list, three volumes of study guides ($79/$119 member/nonmember and up), self-study workbooks, practice tests, and more. A variety of bundles is available, and members qualify for discounts. Certified Supply Chain Professional (CSCP)

    The CSCP is another certification from APICS (it also sponsors the CPIM certification). This credential has been available since 2006, and more than 21,000 professionals from around the world have earned it since then. The stated goal of the certification is to help professionals demonstrate their supply chain skills and knowledge and to develop "more streamlined operations." Eligibility requirements for the CSCP require that candidates meet at least one of the following criteria:

  • Three years of related business experience
  • Bachelor's degree (or international equivalent degree or level of study)
  • Candidate holds the CPIM, CLTD or CSCP, CTL, CFPIM, CIRM, SCOR-P, C.P.M., CSM or CPSM certifications
  • As with the CPIM, candidates must complete training to take the exam. Self-study options are available through the CSCP Learning System (PLUS members pay $995; CORE or nonmembers pay $1,380). Instructor-led online courses are available from Fox Valley Technical College. Instructor-led training is available through various APICS training partners, starting at $3,095 ($3,295, which includes APICS membership). APICS also offers another certification aimed at supply chain logistics: the CLTD (Certified in Logistics, Transportation and Distribution).

    CSCP Facts and Figures Certification Name Certified Supply Chain Professional (CSCP) Prerequisites & Required Courses Training is required, but may be self-paced ($995/$1,380 and up) or in the classroom ($3,095 for members; $3,295 for nonmembers and up) Number of Exams One Exam (3:30, 150 multiple-choice questions)Available through Pearson VUE (authorization to test form must be completed to purchase the exam) Cost of Exam PLUS Member $695CORE Member/Non-member price: $915 (retake $450 [all categories])Annual association membership of $220 also required  URL Self-Study Materials  APICS sells online training, practice tests and exams through its CSCP page. Local APICS chapters and other training outlets offer instructor-led training at regular intervals. ASQ Six Sigma Black Belt Certification (CSSBB)

    There are several sources for Six Sigma certification. They chose one of the most popular as their exemplar here. But the number of available jobs undercount the total demand for Six Sigma-certified Black Belts, because there's more than one authorized sponsor for this kind of certification.

    That said, all Six Sigma Black Belts should be able to explain Six Sigma philosophies and principles as well as the systems and tools that support them. Also, such a person must demonstrate team leadership, thoroughly understands team dynamics, and is able to assign and manage team member roles and responsibilities. [Take a Six Sigma Black Belt Course on Udemy]

    Six Sigma Black Belts deeply understand the DMAIC model (define, measure, analyze, improve and control) as it relates to Six Sigma principles and practices, particularly as it relates to manufacturing and service delivery. They also possess basic knowledge about lean enterprise concepts, and can identify non-value-added elements and activities. They also know how to use specific tools and techniques.

    CSSBB certification requires two completed projects, each with a signed affidavit. Alternatively, a person with three years' work experience in one or more areas of the certification's body of knowledge, plus a single signed affidavit, may also qualify. Recertification is required every three years. ASQ and other certifying organizations offer other Six Sigma credentials as well, for those interested in quality control and lean enterprise principles.

    CSSBB Facts and Figures Certification Name Certified Six Sigma Black Belt (CSSBB) Prerequisites & Required Courses Training is required but may be self-paced ($995/$1,380 and up) or in the classroom ($3,095 for members; $3,295 for nonmembers and up)

    Number of Exams

    One Exam, two forms:Computer-based (4:30, 165 multiple-choice questions)Paper & pencil (4:00, 150 multiple-choice questions)Detailed info appears in the CSSBB brochure (PDF format)Exams are made available on specific dates for both types, see date information on the CSSBB page under the CBT and Special Administration headings. Cost of Exam ASQ Members: $388Nonmembers: $538Retakes: $388 URL Self-Study Materials ASQ lists Training, Books (a detailed reading list) and other resources on the CSSBB page. Oracle E-Business Suite 12 Supply Chain Certified Implementation Specialist: Oracle Purchasing

    Not only is this Oracle credential a real mouthful, it's one of the most popular, as measured by specific mention in the job posting sites. Although this certification is more narrowly focused than the other five designations – it takes purchasing for the supply chain as its primary topic – it appears to be in high and general demand. That likely reflects Oracle's dominant position in the enterprise database market, as much as it reflects the importance of best purchasing procedures and practices within the broader field of SCM.

    Somewhat atypically, Oracle does not require training to earn this credential, though several optional courses are available:

    Only a single exam is required to earn this credential, as further explained in the Facts and Figures section. Oracle offers numerous other certifications under the E-Business Suite 12 Supply Chain and other headings, including:

    Oracle offers a variety of single-exam implementation specialist credentials that cover many, if not most, job roles associated with designing, building, and maintaining database applications to address supply chain topics and technologies. The details, while specific to one such exam, generally describe what anyone seeking one of the preceding SCM-related credentials is likely to encounter.

    Visit the All Certifications page at Oracle University to see everything that's available in Oracle's enormous certification program. Dozens of items there, primarily under the Applications and Oracle Cloud headings, focus on SCM topics and technologies.

    Oracle E-Business Suite Procurement Facts and Figures   Beyond the Top Five Supply Chain Certifications

    Once you go outside their top five picks, there are still plenty of SCM certification options from which IT pros can choose to pursue their career development and advancement options. SAP, for example, offers three Application (Solution) Consultant SAP SCM credentials: one on Planning & Manufacturing, one on ERP Procurement (Material Management), and one on ERP Order Fulfillment (Sales Order Management). Taken en masse, these three items almost matched the job counts for the Six Sigma Black Belt that finished in last place in their top five, so these credentials have some market presence and heft.

    Relative newcomer Kinaxis, which offers multiple certifications for its RapidResponse product, may also be worth a look. Their current credentials cover people who solve business issues using simulations (called Contributors); developers who build and modify RapidResponse resources, such as worksheets, dashboards, and alerts (called Authors); and people who install, configure, and maintain RapidResponse systems users and data (called Administrators). Learn more about their offerings on the company's Certification Program home page.

    Other SCM certifications are no doubt available in this busy and active marketplace. As always, they suggest that you look at any other player's program (and business) longevity, the size of their certified population, and the rigor of their certification program (Do they do job task analysis? Psychometrics? Formal item evaluation and screening?) before investing your hard-earned money and precious time into such offerings. But with SCM such a potent force in the workplace, we're convinced it's a great focus for a long and interesting IT career.

    Case study: Hits and misses in an actual IIoT implementation | real questions and Pass4sure dumps

    Figure 1: MacLean-Fogg Component Solutions makes fastener components and engineered plastics.

    (Source: MacLean-Fogg)

    The Industrial Internet of Things (IIoT) takes time. Unlike a light switch, the IIoT has no toggle button to turn it on and off. Each company has its own needs and requirements to optimize a business model or perhaps even create a new one. Some companies build IIoT systems and strategies and then leverage the success of those implementations to go further. Such is the case at MacLean-Fogg, an Illinois-based manufacturer founded in 1925.

    “Through 2014, they had controls engineers and automated processes,” explains Chris Misztur, software architect and IIoT evangelist at MacLean-Fogg Component Solutions, which makes fastener components and engineered plastics (Figure 1). It’s one of two organizations within the company—the other developing power systems. The company has evaluated and implemented various IIoT technologies that have made a major difference in its decision-making.

    At MacLean-Fogg, an ongoing enterprise-resource-planning (ERP) implementation across 40 divisions drove the need for better business practices and insights into the shop floor, explains Scott Masker, business systems engineer at MacLean-Fogg. Using the company’s 5C approach—connect, collect, combine, compute and convey—to the IIoT, MacLean-Fogg decided between cloud IIoT services and open-source middleware.

    “We do lean training in-house for all of their 3,000-plus employees,” explains Misztur. “In 2015, IT got involved in IIoT because a lot of legacy hardware needed to be replaced. As I was doing lean-professional-training homework, I couldn’t find any of the data. And, when I could, it was just noise and didn’t make sense. So they started giving operations more and more data to look at (Figure 2). And finally in 2016 business units started to see the advantages of the data.”

    Figure 2: As operations started seeing more and more data, finally in 2016 business units started to see the advantages of the data.

    (Source: MacLean-Fogg)

    MacLean-Fogg and its ERP-implementation team captured the current state and transitioned to the JD Edwards system, while removing non-value-added activities from processes along the way. “The paradigm shift from ‘we have been doing it like this for years’ to ‘there is always a better way’ has been best exemplified throughout the ERP project,” explains Misztur. “Any improvement starts with baselining current performance and setting procedural standards. The standards have been set by the people closest to the work and a predictable process is half the battle. Scale-performance and tolerance are examples of high-level dashboards they have created from shop-floor events mixed with business, system and network data. These information sets have allowed multiple roles within the organization to arrive at decisions with higher confidence.”

    The IIoT team is able to optimize data-gathering techniques and identify network infrastructure bottlenecks. The IT director can identify capital expenditures based on geographical factory location. The business analyst can review end-user testing accuracy and the transactional-data-integrity overview. Engineering and quality control gain insight into equipment capability and process deviations.

    “Overall, the interdepartmental communication within the business has increased in quantity and quality,” says Misztur. “Real-time information that cuts across multiple business contexts makes it much easier to start a conversation and attack one problem at a time.”

    White paper: Five Key Elements for Effective IIoT Implementation

    Continuous improvement

    Figure 3: Standardization of ERP across all factories allowed MacLean-Fogg to finally see the horizon with a wide-angle lens.

    (Source: MacLean-Fogg)

    MacLean-Fogg, like other organizations employing continuous-improvement kaizen strategies, would often hold week-long meetings, but then nothing would get done. Misztur and Masker saw the opportunity for IIoT to change that.

    “At the company level, they set objectives,” said Misztur. “First, they had to eliminate noise. Symptoms are not problems. They had to capture the data closest to the process, remove human intervention from data collection and be sure to capture only the data that was needed—no more and no less.”

    Five factors have played into the birth of MacLean-Fogg’s IIoT initiative. “The first one is the ongoing lean activities, where clean and accurate data is key to problem-solving,” explains Misztur. “Second, standardization of ERP across all factories allowed us to finally see the horizon with a wide-angle lens (Figure 3). The disparate business processes and legacy technologies really hindered any kind of long-term planning and ubiquitous adoption. Third, the emergence of low-cost hobbyist electronics has opened up innovation and communication between IT and engineering. Proving an idea no longer requires a full-size panel, while some responsibility has shifted from the controls engineer to a well-rounded IT professional. Fourth, IT has never made the company any money. They must do what they can to contribute to the value of their products. Lastly, with all the IoT hype going around for the past couple of years, they thought it was great timing to seize the opportunity ourselves. In truth, the philosophies behind lean manufacturing and innovation, IIoT included, all speak to the reorganization capabilities of a company that must be flexible enough to withstand high-speed change.”

    MacLean-Fogg decided not to go with an off-the-shelf IIoT platform. “The data center contains ERP, integration and messaging, so the analysis is separate,” explains Misztur. “There was a concern for latency and security. They had to build strong vendor relationships, and they had to support existing data-collection initiatives.”

    The solution was to push standardization across the organization and develop employee partnerships through the 5C approach. “By connecting, collecting, combining, computing and conveying data, they turn it into information, which then becomes knowledge,” says Misztur. 

    Data, data everywhere

    Figure 4: MacLean-Fogg needed data from machines and they knew that OPC-UA was the bridge between industrial and enterprise systems.

    (Source: MacLean-Fogg)

    On the data side, MacLean-Fogg employs solutions from a multitude of vendor partners, including Rockwell Automation EtherNet/IP, Beckhoff’s TwinCAT, Telnet, the ESP8266 Wi-Fi module, Raspberry Pi, and the KepServerEX connectivity platform. “To convert that data to information, they developed their own Kepware Proxy middleware to connect to Oracle, JD Edwards, Microsoft BizTalk, Ignition and NiceLabel,” explains Misztur. “On the knowledge end, they use Splunk.”

    With so many potential technologies to implement, the process of discovery and investigation can be a chicken-and-egg process. “The question is akin to ‘How do you get Google to return the correct answer?’" notes Misztur. “Well, ask the right question.” If you do, the cyclical process then involves research, communication, trial and error and more research.

    “We went into the project with very limited requirements, knowledge and a wide-open scope,” explains Misztur. “We needed data from machines and they knew that OPC-UA was the bridge between industrial and enterprise systems (Figure 4). They began their research on both fronts: functional and technical. Seeking internal opportunities for improvement was first on their list. Once they had a list of use cases, they were then able to narrow down the scope but stick to very generic terminology that left a lot to interpretation.”

    MacLean-Fogg then looked at the communication side and evaluated multiple protocols of how to best bridge the shop floor to IT. “We settled on MQTT and HTTP protocols and built a proof-of-concept bridge into Kepware’s OPC-UA.

    Figure 5: Once MacLean-Fogg had a couple pieces of equipment on-line, it realized that, by bridging the plant floor and IT, it was merging the operational/business datasets with the machine datasets into a single stream of information.

    (Source: MacLean-Fogg)

    MacLean-Fogg then communicated with Kepware’s R&D department, which has been working on the functionality and made it available for review. “The functionality was exactly what they have been looking for and gave us a huge leap forward,” says Misztur. “Once they had a couple pieces of equipment on-line, they quickly realized that, by bridging the two worlds together, what they were actually doing is merging the operational/business datasets with the machine datasets into a single stream of information (Figure 5).”

    The next step was to contextualize the information so it made sense to different roles within the organization. “We looked into different bodies of research and knowledge, such as the European Commission, Fraunhofer Society, Industrial Internet Consortium, Digital Manufacturing and Design Innovation Institute, IEEE IoT, OPC Foundation and Open Connectivity Foundation,” says Misztur. “The needle in the haystack was the book, 'Enabling Things to Talk.'" The book is a result of efforts surrounding the IoT-Architecture project (IoT-A), which is the European Commission’s flagship project in the European Union’s Seventh Framework Program for Research and Development with respect to establishing an architecture for the Internet of Things.

    “It is a very academic read, and, while now on the fourth pass of the book, I am still finding new material and constructing interpretations that could lead to application and implementation,” admits Misztur. “The premise, however, is that every physical object can have multiple digital representations, just like your car is represented digitally by the VIN, license plate or bank loan. The combination of all three passive representations might be of value to the repo man, while only the license plate might be of value to law enforcement. The story continues with more evaluation of enterprise products that might ever-so-slightly fit with the physical-digital paradigm. Eventually they built a proof of concept that actually stuck for the past year and dubbed it Kepware Proxy, acting as a shim between machines and enterprise.”

    ALSO READ: 5 insider tips to access the IIoT Hits and misses

    report cover with sponsor sb

    Where do you stand with digital transformation? Nearly 300 professionals share their perspectives on harnessing the Industrial Internet of Things in their sister brand's Smart Industry 2017 State of Initiative Report.

    With so many diverse implementations, MacLean-Fogg has seen many hits and overcome a few misses.

    “We wanted to integrate their scale integration system into the enterprise system,” says Masker. “We started with RF-Smart’s workflow software for scanning work orders, operations and scales and then going through the Kepware Proxy server. Part-weight tolerances are being checked. There’s notification of out-of-sample weights, as well as validation of weights. They can even check on the availability of analytical tools for engineering to maintain part weights.”

    Some of the first-year big hits were in sorting/packaging, torque testing and fact-finding, while a counting application missed and needed adjustment.

    For sorting and packaging, MacLean-Fogg started with RF-Smart software, which then sends the data to the Kepware proxy and stores it in the database. “As the boxes come down the line, a sensor throws information to the proxy server,” explains Masker. “There’s centralized data collection for the entire department. Everything’s automatic, and operation is autonomous. The box triggers the label printing, but the user has the ability to intervene, if needed. It also gave us SCADA data, so they could build a dashboard to tell us what’s running, what’s not running and when things will ship.”

    There’s also remote machine status, not to mention performance indicators. “The dashboard is a monitoring tool for the entire department,” says Masker. “The dashboard was the first time the manufacturing group came to us and requested something. Now that the business has seen the value in it, it’s starting to gain steam.”

    Torque testing was another big hit. “It literally took about a day to mock out the screen and get a prototype,” explains Masker. “And they sold it to their boss in 5 minutes. They were able to spend the money for the Ignition software, rather than spend weeks and weeks writing code. It took less than a week to go from prototype to deployment, and the tags were easily brought in from the PLC.”

    Splunk data analytics also were implemented to enable fact-finding and monitoring of IIoT performance.

    While the technology implementations may not have changed MacLean-Fogg’s business model directly, it is starting to see more movement toward a new mindset of what is possible, rather than settling for what is available. “For instance,” explains Misztur, “a small group started meeting on the possibility of eliminating weight-counting product and pulled us into the meetings to determine if some of their ideas were obtainable. This is much different then calling IT in to ask them to come up with the idea.”

    Much of MacLean-Fogg’s documentation of what’s worked also can be found at

    Mike Bacidore is the editor in chief for Control Design magazine. He is an award-winning columnist, earning a Gold Regional Award and a Silver National Award from the American Society of Business Publication Editors. Email him at

    CIO interview: Ian Fisher, CIO, DHL UK&I | real questions and Pass4sure dumps

    DHL is leading a series of IT-based initiatives in the UK and Ireland to improve operations and customer service, while developing and maintaining the required skills to grow the business into new markets, sectors and products.

    To deliver the firm’s business strategy, dubbed Focus, Connect & Grow which runs until 2020, UK and Ireland CIO Ian Fisher is managing a range of projects he hopes will help differentiate the company, both in terms of IT and logistics.

    “At DHL, their IT strategy is driven by the business strategy. We’re a significant player in the logistics business. In terms of supply chain, we’re the largest company in the logistics sector and they want to be seen by their customers as the best,” Fisher tells Computer Weekly.

    The company’s core business is warehousing and transportation and the inbound to manufacturing supply chains. The main technology suppliers supporting that activity are JDA, Manhattan, Oracle and HP, as well as and HCL and CSC for IT services. 

    According to Fisher, the main area of focus for the IT team is the JDA warehouse management system in the UK and Ireland, which is also used in other parts of the world. It is the company’s core business application, as is Manhattan’s Warehouse Management System in Asia-Pacific and the US. 

    DHL is now working with JDA on bringing additional functionality to enable customers to manage their inventories more efficiently and ensuring they’ve got the right products available for their customers, which should be delivered by the end of 2016.

    Optimising the fleet 

    The company is also rolling out Oracle’s Transport System suite across 10,000 vehicles in the UK and Ireland. One of the two elements of the platform, Connected Freight Exchange, has already been introduced to 800 users. It enables fleet visibility and ensures orders moving around the country are matched with available vehicle capacity. 

    “This optimises vehicle fill and also reduces the number of vehicles on the roads. It improves their green footprint and also ensures maximum efficiency for their customers,” says Fisher. “We’re managing millions of euros of freight through just that element.”

    The second element of the Oracle suite is a transport application that employs the in-cab technology and comprises route optimisation and planning features. This implementation, which will continue into the second quarter of 2017, allows the automation of allocation of vehicle delivery loads and trips, as well as the allocation of vehicles to trips.

    “This will enable us to automatically update the drivers with their deliveries and collections for that day. Then they will track them through those routes and give us positive confirmation as they move through that delivery and collection cycle,” says Fisher. 

    “This also means we’ve got real-time information to feed to their customers, and ensures they have full visibility through the supply chain managed by DHL,” he adds. 

    Enhancing in-cab technology 

    DHL is also working on improvements around in-cab technology. The technology provided by Microlise is aimed at better managing fuel efficiency, as well as the location of vehicles and orders they are carrying. Customers also get real-time updates of their collections and deliveries. 

    In addition, the platform manages driver behaviour to ensure fuel efficiency and road safety, in aspects such as breaking and acceleration patterns, as well as whether they use cruise control and how fast they go around corners. Forward-facing cameras have also been fitted into part of the fleet as an additional road security measure. 

    Another aspect of the technology also includes proof of delivery functionality, through a mobile app, as well as tracking vehicles around the country. It also has temperature control features and door-opening sensors to ensure security and quality management of sensitive products. 

    “We’re hoping the technology will prove valuable and become mainstream in the organisation”

    Ian Fisher, DHL


    The platform already covers a number of items regarding vehicle usage and maintenance, but Fisher says DHL wants to take it further within the coming year and introduce features that will help it predict vehicle issues in a more proactive fashion. 

    “The future of this technology linked to the internet of things will be the ability to manage component parts of the vehicle with a view to proactively maintaining their lorries prior to a failure,” says Fisher.

    “So what we’ll start to see over the coming months is real-time indications of any engine warning systems or any errors with the vehicles that they can then look to pass on to our engineering teams to resolve,” he adds. 

    “We’re trying to keep their fleet running on the roads as consistently and as often as possible. To do that, we’re looking at using the data in the vehicle to proactively manage any maintenance activity that would be required. We’re looking to introduce that over the next 12 months.” 

    Mobile evolution 

    DHL has a portfolio of about 40 mobile apps that are being used by customers worldwide, such as the estimated time of arrival (ETA) app launched this year, which enables some clients getting items such as food to obtain advanced notifications of delivery times.

    DHL is also working on an internal warehouse space sharing app, which is on trial in mainland Europe and will soon be tested in the UK.

    The tool gives real-time information about space available in the company’s warehouses, which allows DHL to optimise and position ad-hoc, temporary needs of customers, particularly within retail during the Christmas peak. 

    “[The tool] enables us to offer the best locations for their customers and their inventory before it goes on to their stores or customers,” says Fisher.  

    When it comes to mobile hardware advancements, Fisher says his sector is seeing the rise of the rugged mobile phone. Zebra supplies the devices to DHL, which are essentially mobiles with additional protection to make them more robust in an industrial and operating environment. 

    “In the warehouse, they have rugged scanners and originally had them in their vehicles too. With the new technology and introduction of apps, we’re moving to mobile phones, to very low-cost devices,” he adds. 

    “Now we’re seeing that mobile phones, while they are effective, also still have the tendency to be broken fairly easily.” 

    Driving innovation

    In terms of emerging technologies, Fisher and his team are looking into a number of options in addition to the work carried out in partnership with suppliers. Deutsche Post DHL also has a global innovation team with innovation centres in Germany and Singapore, where new technologies in the logistics and supply chain industry are demonstrated and researched.

    DHL has just gone live with an augmented reality trial for picking operations in its Doncaster warehouse for a consumer customer. The technology entails warehouse operatives wearing glasses, that create an augmented view of where they’re supposed to go to pick products, combined with a voice confirmation feature which tells operatives where to go. The operative then confirms the picking by voice, while the glasses can read barcodes on products and scan them back into the system.

    “That creates a very hands-free environment with ‘vision picking’, as they call it, to improve safety and efficiency in the warehouse. We’re hoping the technology will prove valuable and become mainstream in the organisation,” says Fisher.

    As a group, DHL is also piloting drones to improve security and inventory management across its warehouses, and when it comes to data, Fisher is interested in the potential of predictive analytics.  

    “We’re starting to look at trends of previous movements of products and how they believe that will impact their plans for future ones. We’re in the very early stages of this and are just trying to find the right technologies,” says Fisher, adding that DHL is trialling a number of big data tools. 

    “It’s early days to name partners, but these tools will really help us mine this significant amount of data they have in the organisation,” he says. 

    Fisher adds that DHL is always looking to sources of innovation externally and looking at what the wider logistics industry and other industries are doing. 

    “Our own [customers] are actually probably a bigger influence on us because they work with so many sectors that just watching how their industry uses technology is a great influencing force on us and how they can apply that to their own business model.” 

    Ensuring development and diversity 

    Some 360 people work in IT at DHL in the UK, and according to Fisher, developing the team is an essential component of the success of his strategy. To that end, a training programme is being delivered to help people understand their role within the wider organisation, facilitated by professional trainers and senior management. 

    “We are providing staff with a training course that helps them understand their strategy, their objectives, their customers’ objectives, and how it’s important they maintain three essentials. Those essentials are being right first time, having a can-do attitude and passion,” says Fisher. 

    “Certainly from an IT point of view, they are looking to be a lot more customer-focused, and therefore are becoming the interpreters of business requirements to IT value. IT staff are now able to communicate that effectively to their customers and operations teams to ensure they get the best out of the IT systems they use,” he adds. 

    “They are complicated systems, which support some very complex business models. This approach is aimed at empowering them to deliver through the value of IT.” 

    When it comes to skills shortages, Fisher says this isn’t just a UK issue, but a global problem. In his sector, this is worsened by the fact DHL’s core platforms are specialist, industry-specific applications, so finding the right level of skill and capability is a challenge. 

    “We’ve worked hard to ensure we’re training and bringing the best people in the company on-board, because that gives us a real commitment and strength to deliver this successfully,” says Fisher. 

    “We’ve taken on the responsibility to ensure we’re skilling up the people in those strategic tools to deliver the best that they can get out of these products,” he adds.

    Another big challenge when it comes to people in IT at DHL is gender balance, a problem that Fisher is very focused on tackling.  

    “IT is not the easiest area to attract females into, and the IT within logistics can make it even trickier. They are driving on a big programme to ensure they are appealing to the right [female] talent out there to come and work for DHL, particularly to come and work for DHL IT,” says the CIO. 

    According to Fisher, DHL has slowly increased the percentage of females in IT up from 17% to 19% since 2014, but the aspiration is to get that up to 30% for 2020. 

    To achieve this, the firm has taken actions such as completely rewriting all the role profiles for every function in IT to ensure that the descriptions attract everyone equally. 

    “We’re then going to start recruitment manager training, to ensure all of the people responsible for recruiting within the IT function are trained in the role profiles, and that they understand the importance of a balanced team,” says Fisher. 

    “We are also sending some targets to their internal resourcing centre and the external agencies they use. The quality of the candidates they provide must enable us to shortlist at least one female for every role,” he adds.

    “This is about the right talent for the right role. This is not about being discriminatory to anybody. It’s about ensuring we’ve got the right people on the shortlist.” 

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