Following is an abstract from a new research project about the adoption of Maintenance 4.0 and Machine Learning based Predictive Maintenance. The study was conducted by Emory University students and sponsored by Presenso.
The objective of this question is to identify the extent to which:
1) there are formal processes for planning within industrial plants.
2) industrial plants have the capabilities to test / pilot solutions.
3) there are formal processes for program execution and roll-out.
> The highest rated answer relating to planning was that formal planning processes are in place (4.1/5.0).
> Conversely, the lowest rated answer was about whether formal processes are in place for developing requirement documentation— business, functional, technical (3.7/5.0).
Analyst Reports / Third-Party Research Findings
Little research has been conducted into whether industrial plants have processes in place to support planning, project management and change management. At the same time, there is a significant body of research that is not industry-specific and that indicates the criticality of effective planning to the success of projects. Over 90% of companies use standardized project management practices. However, only 20% are highly effective at change enablement.
- Forty-two percent of organizations do not fully understand the value of project management.
- Those companies with mature “Value Delivery Capabilities” are more likely to achieve greater project performance. Sixty-four percent of “High Maturity” companies completed projects on time. This is compared to 36% for “Low Maturity” companies.
- Only 12% of companies with High Maturity Capabilities reported project failure. The percentage failure for the Low Maturity Capabilities category is 21%.
- The biggest contributing factor to project failure is poor communications.
Within industrial plants, there appear to be better processes for higher-level planning than processes for implementation of new initiatives. The lowest scored competencies were project management and formal processes for developing requirement documentation.
Industrial plants deploying Maintenance 4.0 should not underestimate the difficulty of planning for disruptive change. As a starting point, formal planning processes with an assigned budget and resources are needed. Ideally, a cross-functional project management team should include representatives of Operational Technology, Informational Technology and Operations & Maintenance (O&M). The team should include an executive sponsor committed to implementation and project evangelists or change agents who understand the organization’s dynamics.
At the onset of implementing Maintenance 4.0, a thorough organizational readiness assessment is conducted to identify a realistic view of future organizational challenges.
Finally, Maintenance 4.0 should be built to scale for the long term and aligned with the organization’s strategic goals. Vendors should not be excluded from the planning processes, and solution selection should be based on objective specifications.
Further Reading and Guidance from Presenso
How to conduct an IIoT Predictive Maintenance PoC
Industry Thought Leadership Series: The Integration of IIoT Analytics and Execution