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From YouTube: Industry 4.NOW - How to Leverage Industry 4.NOW technologies to Empower your Employees!
Description
No matter how far automation goes, manufacturers will always need people. Operators will fill roles that cannot be automated, completing complex tasks and making intuitive decisions.
People are and will continue to be our most important resource, giving them the tools they need to do their jobs effectively and augment their intuition and impact will be our most important task.
We also need to ensure that we help them stay safe, get help and raise alarm when required.
In this session, we will cover how Industry 4.NOW technologies and concepts can help us:
1. Know what’s happening on the floor, so we are ready for changes / challenges as they spring up
2. Use AI to make informed decisions faster
3. Access live data from sensors, assets, and products and connect that to business data to help reduce delays and response time, while operating a safe and secure work environment for our employees.
Speaker: Vipin Gandhi, Innovation and Advisory Lead, SAP India.
We are looking forward to hosting you in the session tomorrow.
A
As
I
was
saying,
we
we've
been
doing
this
five
part
series
today
is
the
fourth
penultimate
session
of
the
five
part
series
around
industry:
four
dot.
Now
we
started
with
the
panel
discussion,
which
kind
of
sent
the
context
about
what
is
industry
4.0?
Why
is
it
important?
We
had
some
very
eminent
panelists
talk
about
how
the
potential
that
industry
4.
now
has
from
from
transforming
your
business
perspective
and
subsequent
to
that,
we've
been
deep
diving
into
one
particular
area
of
business,
where
industry
fallout
now
can
have
a
significant
impact.
A
So
the
first
one
that
we
did
was
intelligent
asset
management.
Where
we
spoke
about
how
industry
4.0
technologies
can
actually
help.
You
maintain
your
assets
in
peak
conditions
without
ensuring
that
there
are
no
breakdowns,
also
ensuring
that
there
are
no
unrequired
or
non-required
maintenance
activities
being
carried
upon
on
them,
because
every
one
of
the
activities
in
terms
of
maintenance
actually
results
in
shutdown
as
well
downtime
as
well.
So
that's
what
we
spoke
about
in
the
first
session,
the
second
first
deep
dive,
the
second
deep
dive.
A
We
had
was
around
building
intelligent
products
where
we
spoke
about
how
you
can
act,
how
customers
are
actually
using
some
of
the
industry
4.9
technologies
to
kind
of
create
new
business
models
to
create
new
revenues
to
even
save
lives.
We
spoke
about
the
example
of
a
bridge
which
sends
out
signals
when
the
bridge
is
unsafe
for
usage,
which
then
helps
the
company,
which
maintains
the
bridge
to
kind
of
come
look
at
it,
stop
the
traffic,
maintain
it
and
then
re-allow
traffic
to
flow
through
it.
A
We
spoke
about
how
someone
can
actually
move
from
selling
boilers
to
selling
hot
air
as
a
service,
and
things
like
that,
so
that
was
building
intelligent
products.
So
today
we
are
talking
about
how
industry
4.9
technologies
can
actually
empower
your
people,
not
just
empower
your
people
to
make
better
decisions,
but
also
ensure
that
they
have
a
safe
and
secure
environment
in
which
to
work.
A
A
B
Thank
you
conversation.
Thank
you
thanks,
mukesh
good
morning,
everyone.
Thank
you
for
the
time
that
you're
giving
us
today.
I
hope
we
will
be
able
to
make
it
worthwhile
and
at
the
end
of
this
session,
we
will
probably
get
into
a
question
answer
kind
of
a
time
where
we
can.
You
know,
discuss
this
a
little
more.
I
would
like
to
hear
from
you
on
what
your
views
are
and
what
is
it
that
you
are
doing
in
your
organization
on
this?
B
This
came
out
of
a
sort
of
a
tragedy
that
happened
and
which
is
where
you
know
we
started
thinking
of
how
we
can
avert
this
tragedy.
How
this
should
not
happen
anytime
in
the
future?
What
has
happened
is
fine,
we
learn
with
it,
we
change
with
it
and
then
we
don't
let
it
happen
in
the
future.
Something
similar
is
what
I'm
going
to
be
presenting
here
today.
B
How
do
we
do
things
which,
where
we
are
averting
the
tragedy
to
the
human
life,
which
is
probably
the
most
important,
most
valuable
asset,
that
an
organization
can
possibly
have
that
you
know
is
going
to
add
value
to
the
organization
as
well.
Now,
here
are
a
few
scenarios
that
I
have
experienced
to
myself
in
one
of
the
scenarios.
A
B
Line
right,
yeah,
I'm
still
on
the
first
slide.
I'm
I've
not
moved
forward.
Okay!
So
sorry,
sorry
about
that,
so
this
person
is
doing
some
electrical
maintenance.
He
has
climbed
up
a
pole
and
he's
doing
certain
things
that
are
required
to
be
done
to
restore
electrical
connection
suddenly,
for
some
reason
he
experiences
a
current
and
people
earlier.
You
know
later
said
that
this
might
be
a
pseudo
current.
B
Where
you
know
you
don't
actually
get
that
current,
you
don't
actually
get
the
shock,
but
you
feel
that
you've
got
the
shock
because,
because
of
the
place
that
you
are
in,
he
falls
down
from
there
and
since
there
is
nobody
around,
he
sustains
a
lot
of
injury.
It
takes
us
some
time
to.
You
know,
identify
where
he
is
and
then
take
him
to
the
hospital.
But
then
it
is
too
late
by
then
scenario
number
two
that
there
is
a
pipe
manufacturing
plant
in
u.s
that
wellspan
has
and
a
worker
tries
to.
B
B
The
third
scenario
is:
when
you
know,
if
you,
if
you
have
ever
seen
or
you
know,
visited
the
ajar
facility
of
wellspawn,
this
is
also
a
textile
manufacturing
facility.
So
there
are
three
shifts
there
and
each
shift
there
are
about
5
000
people
moving
in
and
5
000
people
moving
out.
So
some
people,
these
5
000
people,
are
actually
signing
into
the
job
and
5
000
people
who
are
signing
out
of
the
job
showing
I
mean
ending
their
shift
and
then
coming
out
it.
B
It
took
them
about
45
minutes
to
let
these
people
come
in,
mark
their
attendance,
get
get
through
the
security
checks
and
then
go
in
and
start
working
now,
because
it
is
a
pretty
big
area
that
we
are
talking
about.
They
would
take
anywhere
between
10
to
15
minutes
to
from
the
gate,
to
walk
to
their
location
where
they
are
supposed
to
be
operating,
which
means
that
about
45,
50
or
maybe
an
hour
was
wasted
time.
B
There
was,
there
was
nothing
they
were
doing,
which
was
productive,
which
was
adding
to
the
output
or
the
value
of
the
organization.
So
that
set
me
thinking.
How
is
it
that
we
can
improve?
All
of
these
pieces
reduce
this
45-50
minutes
to
maybe
four
five
minutes
if
possible,
and
that
is
again
where
we
we
got,
you
know
sort
of
thinking
on
how
to
do
it.
So
what
I'm
going
to
talk
about
are
some
of
these.
B
These
pieces,
like
I
just
mentioned,
and
I'm
trying
to
summarize
the
conversation
I
just
had
with
all
of
you.
What
is
it
that
the
business
wants?
They
want
to
ensure
that
there
is
worker
safety.
They
want
to
ensure
that
we
are
real
time
aware
of
what
the
worker
is
doing
or
what
the
worker
is.
A
worker
is
not
in
a
health,
hazardous
condition.
B
So
so
now
these
people
are
so
you
know
fanatically
passionate
about
these
pieces,
so
you
need
to
keep
be
compliant
with
all
the
rules
that
are
the
law
of
the
land.
How
do
we
help
them,
make
better
decisions,
and
how
do
we
get
them
to
improve
efficiency,
deliver
more
with
less
effort,
and
you
know
sort
of
then
therefore
curtail
costs
so
the
so
both
the
top
line
and
the
bottom
line
you
know,
goes
up
for
the
organization
now.
B
This
is
what
we
are
going
to
be
talking
about
in
the
in
today's
discussion.
What
we
are
going
to
show
you
is
geofencing.
How
do
you
put
in
variables
so
that
you
can
monitor?
How
are
you
exposed
to
the
environment?
How
do
you
contain
that
exposure
if
there
are
any
deviations,
rules
etc
which
are
getting
flouted?
You
know
that
in
real
time,
and
therefore
you
avoid
those
things
to
happen.
B
Notifications
coming
in
if
there
are
any
challenges
that
the
the
the
workers
are
facing.
If,
let's
say
for
an
example,
if
there
this
person,
who
was
who
had
climbed
on
a
pole,
to
do
some
maintenance
had
he
been
wearing
one
of
these
devices,
he
would
have
been
spotted
and
in
real
time,
and
he
would
have
been
taken
in
the
right
time
at
the
right
time
to
the
hospital
and
his
life
would
have
been
saved.
B
So
we
put
in
a
sensor
into
the
helmet,
we
put
a
another
sensor
into
the
jacket
that
safety
belt
also
had
a
head
sensor,
which
was
actually
a
light
sensor.
So
if
you
wear
this
safety
belt,
then
the
light
would
get
blocked
and
there
will
be
no
beeping.
That
will
happen.
But
if
that
that
belt
is
open
and
or
you
have
not
worn
that
belt,
then
there
is
a
beeper
that
you
know
sort
of
sounds
off
to
say
this
belt
is
right
now,
not
not
in
the
place
where
it
should
be.
Now.
B
What
is
what
are
these
sensors
doing?
So
we
actually
created
a
cube
of
one
one
and
a
half
inches
by
one
and
a
half
inches,
and
this
was
then
embedded
into
the
helmet
and
the
and
the
jacket.
What
was
these
this
device
measuring?
So
it
was
measuring
the
speed
of
the
person
and
or
in
all
three
excesses,
which
means
he's
is
traveling
too
fast
horizontally
on
a
road
he's
moving
up
up,
which
means
he's
climbing
a
certain
thing.
It
could
be
a
cliff.
B
It
would
also
measure
the
temperature
light
noise,
oxygen
deficiency,
the
environmental
parameters,
carbon
monoxides,
etc,
and
then
send
it
back
into
the
into
the
hub
for
us
to
analyze
what
is
happening
to
this
individual
person
with
a
with
a
gps
sensor,
we
could
find
out
his
location
at
any
point
in
time
and
we
we
would
see.
We
could
see
him
on
a
google
map
when
he
is
moving
or
doing
certain
work,
his
bio
vitals,
meaning
his
heart
rate
and
body
temperature,
etc
were
also
being
sensed
now.
B
What
we
are,
what
we
have
done
now
is:
we
have
taken
care
of
his
person,
which
means
that
the
heart
rate
body
temperature
etc.
We
know
where
he
is
located
and
we
know
the
environment
around
him
and
what
is
he
possibly
trying
to
do
or
he's
doing
on
the
job?
So
these
are
the
pieces
that
you
know
that
one
single
one
and
a
half
by
one
and
a
half
embedded
into
a
helmet
or
a
jacket,
was
able
to
give
us
all
of
these
data.
Now,
what
do
we
do
with
this
data?
B
Please
see
that
he
gets
attention,
he
is
brought
into
safe
zone
and
therefore
his
life
is
saved.
So
all
of
this
coming
into
a
hub,
an
analysis
being
done
and
then
actions
being
taken
which
are
relevant
for
for
that
kind
of
an
this
thing.
So
you
alert
the
employee
to
say
your
your
speed
is
too
high
or
your
temperature
is
going
up
or
your
heart
rate
is
going
up.
You
need
to
rest,
you
need
to
you
need
to
slow
down
whatever
the
case
might
be.
B
A
call
goes
to
the
emergency
emergency
center
so
that
the
medical
facility,
if
required,
is
immediately
made
available
and
people
around
him
are
also
alerted
so
that
the
first
response
reaction
can
can
possibly
take
place.
Now.
All
of
this,
if
you
look
at
our
our
practices
or
practices
in
u.s
europe,
a
sector
everywhere
where
all
of
these
are
these
are
very
important.
There
are
incidents
created
which
are
you
know,
categorized
in
various
categories.
To
say
was
this
hazardous?
B
Was
this
life
threatening
or
whatever,
and
therefore
you
have
now
got
a
complete
analysis
of
the
activity
that
is
happening,
the
hazards
that
are
there,
the
alerts
that
are
being
raised
and
therefore,
with
an
analysis
of
this
kind
of
a
data,
you
can
easily
determine
whether
whether
we
are
within
the
norms
are
we
compliant
compliant?
Are
we
saving
lives?
Are
the?
Are
we
putting
people
in
a
hazardous
zone
and
if
we
are
because
that
is
the
nature
of
the
business,
then
are
we
keeping
them
safe?
B
Are
we
doing
enough
for
the
safety
of
those
people
for
the
health
of
those
people
right?
Normally,
these
would
be
used
on
maintenance
workers,
mine
workers,
mines,
especially
the
under
under
undercast
mines,
worker
safety,
for
of
any
kind
and
driver
safety.
Also,
if
he
is
nodding
off,
then
we
know
that
he
is
nodding
off
and
therefore
can
probably
ask
him
to
you,
know:
sort
of
stop
his
journey,
take
some
rest
and
then
then
move
forward.
Now.
All
of
this
is
not
just
a
standalone
piece
of
technology
that
we
put
into
place.
B
B
There
are
also
certain
rules,
regulations
that
we
need
to
follow
like
we
said
earlier,
and
these
rules
and
regulations
can
be
built
in
so
that
we
are
in
a
position
to
monitor
whether
we
have
flouted
those
rules
or
not.
So
if
you
look
at
the
dashboard
for
the
connected
worker,
this
is
how
it
looks
like
now.
It
is
giving
me
the
risk
monitor.
It
is
giving
me
a
real-time
monitor
of
this
thing.
B
What
are
my
tasks
possible
tasks
that
I
need
to
do
to
improve
the
situation,
and
then
there
is
the
master
data
piece
where
you
are
maintaining.
What
are
the
hazards?
What
are
the
upper
limits,
lower
limits?
What
are
the
jobs
that
are
inherently
hazardous
and
therefore
more
focus
needs
to
be
brought
in
there
and
also
manage
workers.
C
B
They
are
if
they
need
medical
attention
or
any
other
such
facility,
so
normally
what
we
do
is
that
we
would
create
a
exposure
limit
for
every
single
thing,
so
it
could
be
noise,
it
could
be
stress,
it
could
be
the
fatigue,
it
could
be,
the
heart
rate,
etc.
So
all
of
these
are
put
into
place
using
these
these
forms,
and
then
the
monitoring
starts.
The
sensors
are
there
to
pick
up
that
data
and
them,
and
we
are
constantly
in
real-time
monitoring
and
ascertaining
that
they
are
within
a
certain
upper
and
lower
limit.
B
B
So
once
we
have
done
that,
we
have
now
got
all
the
details
to
maintain,
monitor
and
help
the
employee
stay
safe,
stay
compliant,
and
you
know,
adhere
to
the
to
the
rules
when
they
are
safe
when
they
don't
feel
free,
don't
feel
the
stress
when
they
are.
You
know,
devoid
of
the
ex,
the
feeling
that
you
know
there
might
be
a
hazard.
That
might
be
something
that
might
happen
to
him.
Then,
obviously
the
productivity,
you
know,
jumps
up
because
he's
in
a
good
state
of
mind,
he
knows
he's
taken
care
of.
B
B
So
so
we
have
discussed
putting
enough
sensors,
which
is
the
iot
part
of
it,
analyzing,
monitoring
that
data
and
giving
a
response.
So
this
is
an
entire
cycle
where
we
are
responding,
getting
insights
and
correcting
things.
So
over
a
period
of
time,
things
would
get
better
as
we
respond
to
the
exceptions
that
keep
coming
up
in
the
organizational
work.
B
B
The
other
part
of
the
story
also
was.
When
we
started
doing
this.
There
was
another
requirement
that
came
in
from
the
shop
floor
managers
to
say
you
are:
we've
been
only
talking
about
the
50
minutes.
They
are
spending
between
the
gate
and
their
workstation.
Once
they
come
here,
I
normally
have
to
roaster
them.
I
need
to
tell
them
what
is
the
work
we
are
expecting
them
to
do,
which
might
take
another
15-20
minutes
so
effectively
about
75
minutes
of
the
productive
time
is
getting
getting
utilized
in
things
that
are
not
productive.
B
So
how
do
you
help
me
with
that?
So
this
is
what
we
configured,
and
this
is
something
that
is
working
now
on
at
various
organizations.
What
we
are
saying
here
is
this:
that
we
are
giving
a
identity
card
to
the
employee.
All
employees
have
an
identity
card,
we
are
putting
in
a
ble
chip
or
a
sensor
or
an
rfid
depending
on
what
might
be
the
use
case.
B
Now
it
is,
it
is
now
morning
time
and
he
is
supposed
to
now
go
for
start
his
journey
for
work.
Let
us
assume
that
there
is
a
a
company
bus
which
is
going
to
pick
him
up
in
remote
areas
like
anjar.
This
is
a
normal
practice,
even
here
in
mumbai,
a
lot
of
organizations
pick
up
their
employees
and
take
them
to
the
workplace,
the
offices
etc.
So
let
us
assume
that
he,
it
is
money
time
he
has
won
his
uniform.
B
B
There
is
an
alert
sent
to
the
shop
floor
manager
of
this
particular
person
to
say
that
this
person
has
now
embarked
the
bus
and
in
probably
30
minutes
of
time,
he'll
be
at
the
gate
at
the
factory
gates
and
then
maybe
another.
Whatever
time
it
takes.
We
are
trying
to
reduce
it
to
five
minutes
from
50
minutes.
He
will
be
available
for
you
to
get
him
to
work.
B
So
now
the
shop
supervisor
or
the
floor
manager
now
has
an
intimation
of
how
many
people
are
coming
in
how
many
people,
with
what
kind
of
capabilities
are
coming
in
and
how
many
people
he
can
deploy,
so
that
his
gangs
of
doing
things
properly
for,
for
that
particular
shift,
is
complete
and
is
available
for
for
utilization
or
for
productive
work.
As
soon
as
he
comes
in
so
now
he
can.
B
Now
we
have,
we
have
monitored
the
employee,
embarking
the
bus,
entering
the
bus
and
coming
in
at
the
factory
gate
for
an
example
now
from
here.
The
other
challenge
that
we
are
now
you
know
going
to
address
is
how
do
5000
people
enter
the
enter
the
gates
and
5000
people
exit
the
gate
without
having
to
take
those
45-50
minutes.
So
what
we
did
was
with
the
sensors
that
were
already
available
for
them
in
the
in
the
id
card.
We
created
a
geofence,
so
there
are
no
gates.
B
B
B
People
are
just
simply
walking
past
that
geofence
and
the
the
attendance
is
getting
registered,
which
means
that
whatever
time
was
being
taken
is
now
brought
down
to
zero,
there
would
be
there
would
be
challenges
like
tailgating
etc,
being
done
for
which
we
knew
that
we
could.
We
could
read
these
sensors
and
identify
if
there
were
two
sensors
moving
too
close
to
each
other
or
two
sensors
put
in
once
one
person's
body.
So
we
could.
B
We
could
know
all
of
that,
and
we
could
then
identify
that
this
person
has
walked
in
with
two
sensors
at
the
same
time,
which
means
that
he
is
probably
marking
an
attendance
for
other
person
as
well,
which
means
that
we
are
now
in
a
position
to
mark
this
attendance
and
without
wasting
time.
Like
I
said,
and
then
he
moves
on
to
the
shop
floor
now
this
this
distance
between
the
factory
gate
and
and
the
plant
where
he
is
going
to
be.
You
know
doing
this.
This
work
is,
let's
say
five
minutes.
B
We
can't
avoid
that.
We
can't
reduce
that,
but
as
soon
as
he
reaches
there,
there
are
people
that
the
job
is
ready
for
him
to
be.
You
know,
sort
of
being
ready
to
become
productive
for,
for
that
particular
day,
which
now
means
that
he,
instead
of
that
45
minutes,
we
have
reduced
that
time
to
five
minutes
and
we
have
identified
people
coming
in
now
this
this
this
facility
that
we
created
then
got
extended
to
many
other
pieces.
B
Now
what
are
those
pieces?
These
are
extensions
of
the
situations
that
that
people
will
find
themselves
in
in
a
factory
and
what
are
those
pieces.
So
the
data
for
payroll
now
is
getting
collected
at
at
the
level
of
the
geofence
right,
and
then
this
data
is
ready
to
be
transferred
without
any
any
any
more.
You
know
work
on
it.
B
B
This
is
where
you
know
we
started
putting
in
sensors
in
the
machines
to
find
out
how
close
he
has
been
to
the
to
the
machine
and
for
what
period
of
time.
So
what
is
his
actual
productive
time,
and
what
is
the
time
that
he
is
sort
of
wandering
here
or
there
or
is
not
focusing
on
the
on
the
machine
or
the
work,
and
also
combined
that
with
the
data
that
these
machine
itself
is
generating.
B
Therefore,
it
is
taking
more
time
for
him
to
react
to
this
thing
is
now
getting
calculated,
and
we
know
that
this
time
has
been
a
waste
of
productivity.
Therefore,
how
do
you
take
corrective
and
corrective
measures
so
that
this
time
gets
time
becomes
productive
and
time
becomes
something
that
is
adding
value
to
the
organization?
B
B
And
this
then
experiment
started
where
we
put
in
some
of
the
workers
to
operate
two
machines,
because
we
exactly
knew
how
much
time
they
were,
they
were
needed
for
a
particular
machine.
So
this
started.
These
people
started
handling
two
machines
and
we
found
that
this
was
going
good.
There
was
no
stoppage
unnecessary.
B
You
know
waste
of
time
in
in
monitoring
these
machines
or
when
they
were
stopped.
The
the
person
could
immediately
attend
to
both
those
machines
simultaneously,
which
then
led
to
a
third.
You
know
machine
coming
into
play
to
say:
let
us
see
if
that
also
can
be
possibly
done
so
can
he
possibly
handle
three
machines
at
the
same
time
that
also
you
know,
sort
of
got
successful
and
instead
of
handling
one
machine,
sorry
workers
started
handling
three
machines.
B
After
this
we
found
that
the
the
productivity
was
reducing,
because
there
is
a
distance
between
these
machines.
There
is
a
reaction
time
and
therefore
the
the
gain
out
of
getting
him
to
work
on.
Fourth
machine
was
now
diminishing
and
therefore
it
became
a
standard
practice
to
handle
for
three
machines
by
the
same
person.
Now.
What
is
what
is
this
doing
here?
The
productivity
per
person
is
improving
and
therefore
your
cost
per
person
per
ton
of
whatever
your
manufacturing
is
going
down
and
when
this
is
going
down.
B
Obviously
your
top
line
bottom
line
is
also
improving
and
increasing.
Obviously-
and
needless
to
say,
we
have
discussed
this
earlier.
The
safety
factor
for
these
people
also
was
taken
care
of
now
we
have
in
the
series
that
we
have
done
and
practically
on
the
shop
floor
also
what
we
were
able
to
do
was
digitize
or
you
know,
sensorize
the
machines
so
that
we
get
information
from
the
machine
we
have
been
able
to
sensorize
the
worker
he
now
we
are
not.
B
B
Second,
is
the
person
data
coming
from
this
this
sensor
that
we
have
put
into
his
id
identity
card
and
third,
is
the
product
data,
the
data
of
data,
which
is
generated
to
say
that
now
this
product
has
been
manufactured
to
this,
to
the
levels
or
to
the
quality
that
is
required.
It
has
been
heated
to
a
certain
temperature
or
it
has
been
passed
through
the
processes,
etc.
B
Now,
when
we
combine
these
three
data,
what
is
it
that
we
are
getting?
What
we
get
is
a
very,
very
complete
picture
of
how
things
are
happening
and
where
are
the
gaps,
and
this
is
where
I
will.
I
would
like
to
you
know,
narrate
to
you
another
example
which
which
resulted
in
a
reduced
capex
for
the
organization.
Now,
what
is
it
that
we
did?
B
B
Now,
with
this
data
combined,
there
was
a
proposal
from
the
team
to
say
that
we
need
to
improve
or
increase
the
capacity
in
view
of
the
orders
that
are
pending
and
the
time
that
we
are
taking
to
fulfill
those
orders,
it
would
mean
that
our
customers
would
not
be
happy
because
we
are
going
to
be.
We.
B
Now,
where
is
that
remaining
65
time
going?
So
we
started
putting
this
data
together
and
found
that
there
were.
There
were
failures
that
were
happening.
The
machine
was
getting
stopped
either
for
reasons
which
are
controllable
or
for
reasons
that
are
not
controllable.
What
were
the
controllable
reasons
that
the
person
is
not
available?
There
is
no
person
available
near
the
machine
to
handle
the
breakdown
that
has
happened
or
to
efficiently
operate.
What
is
the
operation
happening
at
that
particular
machine?
This
is
a
this
is
a
controllable
impact
right
there
there
was.
B
There
was
another
controllable
reason
that
there
is
no
raw
material
available,
so
the
machine
cannot
operate
right
now.
The
third
one
could
have
been
was
that
you
know
that
the
the
accessories
or
the
consumables
required
for
that
machine
are
not
available.
They
have,
they
have
been
consumed
completely,
and
somebody
has
gone
to
pick
them
up
or
somebody
has
given
given
a
phone
call
to
somebody
to
deliver
those
that
material,
although
and
has
stopped
the
machine.
B
B
There
was
no
raw
material
available
that
that
was
addressed
by
you
know
ensuring
that
the
planning
gives
the
raw
material
at
the
proper
time,
and
now
now
that
we
have
the
sensor
we
have,
we
can
see
it
on
the
screen.
We
should
be
aware:
10
minutes,
15
minutes
before
the
raw
material
finishes
and
therefore
deliver
it
in
right
time
to
the
machine
so
that
it
does
not
need
to
stop
for
the
uncontrollable
part.
We
have
discussed
this
in
the
earlier
sessions.
A
couple
of
sessions
back,
we
started
doing
the
predictive
maintenance
piece.
B
Now
we
were
able
to
see
when
a
certain
part
was
not
behaving
properly
or
the
machine
was
not
behaving
properly.
It
was
exceeding,
or
either
the
upper
limit
or
was
reaching
the
lower
limit,
and
when
such
things
happened,
we
would
take
the
machine
into
shutdown,
not
breakdown
and
correct,
that
immediately,
when,
when
there
was
a
non-productive
zone,
that
was
there
between
changes
of
shifts
or
or
whatever
that
case
might
be.
Ultimately,
we
were
able
to
increase
the
productivity
by
a
good,
fifty
percent,
which
means
that
we
were
now
from
thirty
five
percent.
B
B
So,
basically,
this
along
with
now
today's
fact
that
you
know
we
need
to
be
more
sustainable.
We
need
to
be
more
productive,
etc.
Can
now
like
we
have
discussed
again
in
in
the
past
this
thing,
and
we
are
going
to
discuss
in
the
last
last
session
as
well,
is
that
we
can
bring
a
huge
impact
in
all
of
these
things.
Putting
this
data
together,
analyzing
it
monitoring
it
and
not
just
reacting
on
what
has
happened
in
the
past,
but
also
forecasting
and
predicting
what
might
happen
in
the
in
the
future.
A
A
Maybe
you
know
I
can
kick
start
with
a
question
of
my
own
yeah.
Everything
that
we
spoke
about
today
within
was,
from
the
perspective
of
you,
know,
making
sure
that
the
employees
are
safe
so
that
they
can
focus
not
necessarily
on
their
safety
but
on
on
the
productivity
that
of
their
own
personal
productivity
right.
B
Yes,
so
see
like
I
was
saying
there
are
three
sets
of
data
that
we
have
now
available,
and
this
data,
when,
when
a
human
being
has
an
operator,
has
in
front
of
him,
he
would
be
able
to
take
better
decisions
now.
What
does
that
mean?
This
means
that
he
has
let's
say
14,
that
there
are
some
parameters
which
are
not
within
control
on
the
machine
which,
which
means
either
the
machine
is
going
to
fail,
or
if
it
is
the
product
related
data
or
the
operations
related
data,
then
the
product
is
not
going
to
be
good.
B
It
will
fail
the
quality
test
earlier.
What
used
to
what
would
have
happened
is
that
this
would
get
produced
or
take
taking
the
the
entire
time
that
is
required
to
produce
it,
taking
all
the
resources
that
that
are
required
to
produces
and
produce
it.
You
know
utilizing
all
the
money
that
is
required
to
produce
it
and
then
post
facto
there
would
be
a
quality
check
and
somebody
would
reject
it
to
say
this
is
not
a
good
quality:
rework
it
or
reject
it.
Now.
B
What
is
happening
is
that
we
have
the
real
time
information
on
all
of
these
pieces,
so
if
there
is
something
that
is
going
to
happen
like
I
said
either
the
machine
is
going
to
fail
or
the
or
the
product
is
not
going
to
be
of
the
right
quality.
Then
these
can
be
stopped
right
there
and
then
without
having
to
you
know,
sort
of
waste,
the
raw
material,
the
time
the
resources
and
the
money
to
completely
produce
it
and
then
reject
it
right.
B
B
The
operator
can,
you
know,
set
it
set
the
machine
to
those
parameters
and
obviously
for
every
single
time
he
could
get
those
that
most
optimized
golden
batch
for
production.
That
is
the
second
thing.
Third,
is
you
need
to
keep
maintaining
the
machine
if
you
need
to
you
know,
get
productivity,
also
products
that
are
good
in
quality.
B
The
sensor
data
that
we
again
discussed
in
last
few
sessions
would
help
us
find
out
when
we
need
to
stop
the
machine
or-
and
you
know,
sort
of
correct
it-
maintain
it
grease
it
oil
it
or
whatever
change
certain
parts
repair.
Certain
parts
which
is
again
where
you
are
getting
an
alert
before
time
from
the
data
to
you
know,
help
the
take
a
decision
or
on
whether
to
operate
or
not
at
a
larger
scale.
A
Leads
to
two
follow-up
questions
I
mean
I'll
continue
to
ask
questions
as
if
nobody
else
raised
their
hand
or
unmute
yourself
and
ask
your
questions.
So
I
have
a
lot
of
questions.
There
is
a
question
on
the
chat.
What
challenges
do
you
foresee
in
terms
of
adoption
implementation,
a
technical
and
organizational
level,
and
is
there
any
illegal
angle
attached
to
this
as
an
obstacle,
as
well
from
a
privacy
perspective.
B
B
We
started
talking
about
it
with
the
workers
right,
so
so
telling
them
that
you
know
this
is
what
we
are
thinking
of
doing.
What
do
you
think
is
going
to
be
the
problems
that
you
that
you
will
face,
or
is
this
going
to
help
you?
You
know,
get
better
at
productivity,
make
more
productivity
go
home
early
because
you
are
finishing
the
job
or
in
time,
etc,
and
that
is
where
people
were
aware
that
there
was
such
thing
coming
in
and
because
we
were
getting
feedback
from
them.
B
They
virtually
became
a
part
of
this
entire
project,
which
is
where
they
thought
this
was
their
project
and
not
something
that
has
been
pushed
down
their
throat
right
from
the
top.
So
that
was
one
thing
from
the
organizational
change
management.
There
is
a
specific
incident.
I
would
like
to
mention
here.
B
Probably
in
a
month's
time
you
tell
me
how
am
I
going
to
feed
the
four
four
people
I
have
in
my
family,
so
this
became
a
slightly
emotional
piece
right,
because
this
person
thinks
that
I'm
going
to,
I
am
working
towards
kicking
him
out
of
the
organization
and
he'll
be
homeless,
foodless
and
his
family
is
going
to
suffer
now.
This
guy
was
not
in
a
position
to
even
read
or
write
his
name
and
then
that,
therefore
he
thought
these
equipment
that
have
been
brought
in.
He
would
not
be
able
to
operate.
B
So
we
took
him
into
into
a
separate
classroom
kind
of
a
session.
We
handed
over
the
device
to
him
started
telling
him
slowly
one
bit
at
a
time
of
what
he
needs
to
do,
how
he
needs
to
handle
it
by
the
time
we
were
10
days
into
that
classroom
session.
He
was
feeling
a
little
bit
more
comfortable
it
on
this
thing
and
he
start.
B
We
then
put
him
on
the
shop
floor
and
whatever
he
was
doing
in
12
hours,
he
was
able
to
complete
in
eight
nine
hours
of
time
and
this
time
slowly,
you
know
reduced
so
that
he
was
able
to
come
in
at
the
right
time
and
go
home
at
the
right
time,
so
that
impact
you
know
can
be
brought
in
people
can
be.
You
know
convinced
that
there
is
something
in
that
in
this
whole
new
thing
for
them
and
therefore
they
should
adopt
it.
So
this
is
this.
B
B
A
A
Then
the
resistance
is
really
high
as
humans,
we
tend
to
pick
these
intentions
up
really
really
quickly
right
and
that's
something
that
st
has
stayed
with
me,
because
if
you
approach
all
of
these
productivity
processes
from
the
point
of
view
of
reducing
head
count
or
only
solely
from
the
purpose
of
reducing
overhead
cost,
the
resistance
that
you
will
find
for
these
initiatives
is
much
higher.
Whereas
if
you
approach
this
from
a
perspective
of
you
know,
how
can
we
make
the
livelihood
of
everyone
better
and
keep
that
as
your
primary
objective?
A
B
Yes,
so
so
mukesh,
what
I'll
do
is
I'll
come
to
the
legal
in
a
bit.
I
will
continue
the
thread
that
you
have
picked
up
and
there
is
also
a
question
from
srinivas
on
how
do
you
handle
the
people's
resistance
towards
monitoring
the
time
so
closely
in
canteen,
restroom,
etc?
So
what
you
have
said
also,
you
know,
extends
into
into
this
question
now
in
in
my
experience,
what
we
did
was
we
never
told
them
that.
B
Why
were
you
there
for,
let's
say
70
minutes
instead
of
60
minutes
or
whatever
in
the
canteen,
and
why
did
you
go
10
times
to
the
restroom
and
wasted?
Let's
say
five
minutes
per
visit?
You
wasted
this
much
time
we
never!
You
know
ever
came
out
with
a
report
saying
this
is
the
time
you
are
spending
there.
Then
you
need
to
cut
it
down.
What
we
would
instead
do
is
that
the
canteen
time
you
are
aware
right
and
the
restroom
time.
B
Also,
you
are
aware
you
have
that
data,
but
when
a
machine
would
fail
and
production
would
go
down
for
that
day,
we
would
go
back
to
him
and
say
hey
today.
Your
productivity
has
not
been
good.
What
was
the
reasons
you
think
you
have
reduced
the
productivity
and
how
do
you
think
you
can
improve
it?
He
would
give
you
reasons
that
he
thought
were
legitimate,
but
he
would.
He
would
never
tell
you
that
you
know
I
was
after
canteen.
B
I
went
for
a
you
know,
quick
nap
in
the
in
the
in
the
garden,
but
when
you,
when
this
discussion
was
happening,
if
we
would
bring
out
that
data
and
say
that
hey,
I
think
you
are
not
near
the
machine
for
from
one
o'clock
to
two
o'clock.
So
I
believe,
if
you
were
here
this,
this
productivity
downturn
would
not
have
happened.
The
machine
would
not
have
failed
or
whatever
the
case
might
be,
and
therefore
please
ensure
that
you
are
near
the
machine.
B
B
Know
the
the
question
of
what
is
in
it
for
me
started
coming
in.
He
was
seeing
that
if
he
was
producing
more,
he
was
taking
home
more
and
if
was
he
was
using
more
technology.
He
was
going
home
early
spending
time
with
his
family,
so
that
is.
That
is
the
piece
I
believe
most
of
our
organizations
miss
out
on.
We
we
put
in
a
technology
and
then
we
think
that
it
is
going
to
get
adopted
automatically.
A
The
same
kind
of
maintenance
is
also
required
for
humans,
which
we
tend
to
forget,
because
our
bodies
are
probably
the
biggest
assets
that
we
have.
You
know
in
a
manufacturing
kind
of
an
environment
and
that
kind
of
ties
into
what
srini
has
also
asked
in
terms
of
reliability
of
sensors
on
the
body
and
the
functions
other
than
your
friends
and
all
right,
oh
so,
shiny's
saying
audio
is
lost.
I
don't
know
what
happened.
We
are
able
to
hear
me
right
with
him
yeah.
A
I
can
hear
you
yes,
okay,
so
maybe
you
know
both
put
together
reliability
of
sensors
on
body
other
than
geofins,
and
also
how
can
all
of
this
technology
enable
us
to
also
make
enough
rest
and
allow
the
human
body
to
kind
of
recuperate?
I
know
it's
not
something
that
everyone
thinks
about
when
someone
thinks
about
industry
4.0,
but
it
just
came
for
me
when
you're
talking
about
maintenance
and
all
of
that.
B
So
let
me
start
with
budget,
which
will
also
flow
me
into
the
question
that
you
are
asking
for:
okay
right,
so
the
budget
budget
can
be
anything,
but
my
my
experience
and
recommendation
would
be
that
you
start
start
small.
Do
an
experiment,
get
people
to
understand
what
you're
trying
to
do,
what
your
intentions
are
and
therefore
that
change
management
part
starts
right.
So
I
started
very.
Very
small.
B
B
They
already
had
got
a
feedback
from
their
people
to
say
this
is
a
good
thing
and
it
is
going
to
benefit
us.
So
we
started
with
a
very
small
budget
and
then
you
know
gradually
rolled
it
out
and
therefore,
ultimately,
the
people
who
were
approving
the
budget
were
also
happy
that
there
were
certain
rois
that
they
were
getting
there
was.
There
is
a
return
that
they
are
going
to
get
on
the
money
they
are
spending
and
the
people
who
are
happy
that
they
are
also
benefited
out
of
this
technology.
B
The
moment
to
a
promoter
or
an
investor.
You
show
that
his
money
is
going
to
get
a
return.
His
money
is
going
to
come
back
to
him
with
a
certain
multiple
they
are,
they
are
very
willing,
and
they
are
very
happy
to
you
know,
give
you
that
money
second
part
of
this
answer
is
that
in
today's
times
it
is
imperative
whether
you
like
it
or
not.
B
When
you
spend
more
time
with
your
family,
there
is
that
stress
reduction
starts,
although
not
tangible,
but
you
know
that
that
the
productivity
improves
because
of
these
things.
So
that
is
my
answer
to
this
thing,
or
there
is
another
question
on
how
reliable
are
sensors
on
the
body
in
functions
other
than
geo
fencing.
So
we
have
found
to
be
found
these
sensors
to
be
very,
very
effective.
There
is
a
certain
range
within
which
they
they
work.
A
A
B
Did
in
the
sense
that
you
know
you
start
small,
you
deliver
a
pilot,
see
that
there
is
an
roi.
So
there
are
two
people
watching
that
roi
one
is
the
investor.
You
are
your
promoters
or
the
people
who
are
investing
in
this
thing
and
the
other
ones
are
people
who
are
ultimately
going
to
use
this
technology
because
they
always
have
this
question
that
we
discussed
what
is
in
it
for
me.
B
So
with
that
pilot
with
that
small
investment,
you
are
able
to
convince
both
the
investors,
as
well
as
the
users
that
there
is
value
in
it
and
then
only
you
sort
of
roll
out
to
the
other
pieces.
If,
if
we
are
to,
you
know
sort
of
give
the
number
terms
of
budget,
that
would
be
difficult
because
it
will
vary
from
use
case
to
use
case.
But
you
can
start
with
a
very
very
small
budget.
Do
a
small
pilot
and
get
the
get
the
results
for
everybody
to
see.
A
In
fact,
I
was
having
a
conversation
with
manish
choksi
as
part
of
the
indus
thought
leader
series,
and
I
asked
him
a
similar
question
in
terms
of
you
know:
how
do
you
justify
roi
for
some
of
these
technology
initiatives,
and
his
answer
was
also
very
similar
to
what
you
said.
You
know,
roi
and
budget
is
very
subjective.
A
If,
if
you
were
given
two
options,
one
you
know
was
to
invest
a
crore
rupees
and
get
back
five
crores
in
five
years
or
invest
the
same
one
crore
and
get
back
the
same,
get
back
two
and
a
half
gross.
Let's
say
in
one
year
which
one
would
you
prefer
of
course,
logically,
the
cfo
will
prefer
the
second
option,
because
it's
faster
a
return
on
investment
and,
of
course
that
can
be
reinvested
and
got
like
that.
So
it
is
not
the
quantum
of
money
which
is
important.
A
It
is
what
impact
it
has
on
the
business
that
is
important
and
also
the
scale
determines
the
budget.
How
big
is
your
project?
How
small
is
your
project?
How
how
many
different
scenarios
do
you
want
to
enable
one
of
the
advices
that
he
had?
Was
that
pick
one
one
which
has
the
highest
impact
on
both
the
stakeholders
that
you
mentioned?
Just
you
know
the
user
as
well
as
the
investor
and
do
it
well?
B
Sorry,
I
would
like
to
invite
everybody
else
to
join
this
conversation.
Ask
you,
can
open
up
your
mics
and
talk
about
your
own
feedback,
your
own
experiences
and
whatever
else
you
are
trying
to
do
right
now
and
if
there
are
any,
you
know,
guide
guidelines,
your
own
experiences
happy
to
learn
from
them.
B
D
B
C
B
See
the
reason
why
I
asked
you
this
question
is
that
if
you
start
from
anywhere
other
than
the
center
and
what
is
the
center
for
a
for
a
organization
like
yours
which
is
into
manufacturing,
is
the
manufacturing
facility
itself?
If
you
start
anywhere
other
than
that,
you
are
going
to
falter
and
there
you
will
face
challenges
in
extending
or
expanding
or
moving
out,
so
you
have
started
at
the
right
place
in
my
experience.
B
Second,
one
is:
how
do
you
find
out
the
right
platform
to
do
this?
Now?
Platforms
are
available
plenty.
There
are
hyperscalers
that
is
sap.
There
are
a
lot
of
people
who
are
giving
you
that
platform
to
handle
this.
Now
you
need
to
identify
what
are
the
outcomes
that
you
need
right
so
again,
I
will
draw
on
to
my
own
experience
to
tell
you
how
I
would
have
gone
with
this
thing.
So
let's
say
you
have,
because
you
are
into
manufacturing,
you
might
want
to.
B
You
know,
understand
the
cnc
machines
you
might
want
to
target
just
the
cnc
machines
first
and
find
out
when
they
are
going
to
fail,
predict
that
failure,
the
life
of
the
machine,
etc.
Right
that
could
be
the
starting
point
identified
two
or
three
of
them
and
say
that
you
know
for
these
two
machines,
which
are
very
critical
for
me.
If
these
go
down,
my
production
stops
and
then
you
identify
that
one
first
target
could
be
that
I
am
going
to
monitor
the
health
of
this
machine.
B
Second,
I
am
going
to
find
out
if
this
is,
if
any
part
of
this
or
any
component
of
this
machine
is
going
to
fail.
Third,
I
am
going
to
monitor
the
performance
every
single
day
and
see
if
there
are
any
spikes
or
there
are
any
anomalies
that
are
generated
when
doing
a
certain
kind
of
machining
or
handling
a
certain
kind
of
material
handling,
a
certain
kind
of
process.
B
B
B
Yeah
sure,
so
I
do
a
lot
of
this
kind
of
a
work
with
with
our
customers.
In
your
case
with
eminem,
we
have
done
a
similar
work.
We
went
into
productive
quality
as
well
about
two
years
ago,
so
what
we
do
is
we
will
come
and
talk
to
you
about
what
is
the
data
available,
so
you
will
share
with
us
whatever
data
is
available
for
these
focused
and
I'm
going
to
continue
with
this
cnc
example.
So
for
this,
what
are
the
data
available?
And
there
are
three
types
of
data
that
we
need?
B
B
So
you
are
not
just
validating
the
platform.
You
are
also
validating
your
data.
You
are
also
validating
the
work
that
the
machine
is
doing
right.
So
therefore,
you
know,
then
you
can
get
on
to
a
good
start
to
say
I
have
validated
the
history
back.
Testing
has
been
done
now.
Let
us
start
giving
it
new
data
and
this
predictive
asset
insights
pai,
as
we
call
it.
I
will
start
throwing
live
alerts
to
you
will
start
telling
you
that
there
is
a.
B
D
A
A
So
maybe
we
have
not
done
a
round
of
introduction
or
I
I'm
pretty
sure
that
we've
not
done
any
networking
that
I
wanted
to
do
as
part
of
this
series.
So
if,
if
it
is
okay
with
everyone,
can
I
ask
you
to
each
unmute
yourself
and
just
give
us
the
name
of
your
company
that
you
work
for
what
is
your
role,
and
maybe
you
know
one
or
two
sentences
in
terms
of
what
industry
4.
A
A
C
From
jaideep
is
limited,
so
we
are
basically
based
out
in
mp
in
law.
Recently
we
have
done
the
sap
esperanto
migration
and
currently
we
are
doing
the
base
stabilization
of
our
core
modules.
Then
probably
we
will
think
of
this
iot
and
computing
other
stuff,
so
because,
prior
to
doing
that,
I
have
to
also
educate
myself
like
what
all
the
things
which
I
need
to
understand
understand
the
business
use
case
so
that
we
can
get
the
promoter
interest.
Also
in
line
with
us
and.
A
For
this
session,
thank
you
so
much
arun
for
your
kind
words
and
at
any
point
in
time,
if
you
think
that
we
can
support
you
in
any
which
ways
just
drop
a
note
and
you
can
bring
me
anytime,
you
want
and
we
can
have
a
conversation
as
well.
Thank
you.
Thank
you.
Thank
you,
dharmendra
goyal.
Would
you
like
to
quickly
introduce
yourself.
A
Okay,
so
looks
like
people
are
camera
and
mic
shy
anyway.
So
if
there
are
no
further
questions,
I
think
it's
okay.
I
do
not
want
to
put
anyone
on
the
spot.
I
can
stay
on
for
the
next
five
minutes
or
so.
If
someone
wants
to
unmute
yourself
and
have
a
conversation
between
me
and
begin,
you
can
stay
on
and
we
can
have
a
conversation
as
well.