Measure the outcome after production was done. If there were too many bad units, find the root cause and fix it. Of course that had a high cost in potential scrap. So…
Find sensors and intermediate measurements which could be taken during processing, track whether those measures varied from some average operating range. If they did, figure out why and fix it. Better, but the approach was still reactive resulting in some production loss. So…
Big teams of data engineers and scientists were pulled together, given access to years of sensor, maintenance and log data and attached to teams of equipment experts. Months later, after significant data engineering, model development and validation, emerged a bespoke, single purpose model which could predict upcoming issues but which was detached from existing decision making workflows. Now this needed to be repeated for every equipment and process in the plant while also retrofitting the predictions into the plant’s standard operations. In the meantime, hopefully, business didn’t change so much that the work had to be repeated.
Yes. Scaling up the high expertise, high touch methods typical of predictive analytics in manufacturing to dozens of problems around a single plant is not feasible from either a financial or schedule perspective. This is a dead end. However, we think that achieving the goal of widespread predictive analytics is possible but requires rethinking the previous approach.
Instead of asking how to scale the current approach, ask what must be true to achieve pervasive predictive analytics in manufacturing.
When the cost per solution is high, the value of solving the problem must be high. This makes starting projects difficult because, oftentimes, it isn’t clear which problems are valuable enough. It is also not clear how much of a solution can be obtained and what the value of a partial solution is.
Lower cost means less risk to experiment. More experiments mean more positive ROI applications can be found.
Achieving low cost per problem involves addressing a number of factors:
2. The approach must be able to support a wide range of use cases..
Not every project will succeed but if the cost per project is low, then it is possible to try a large number of them. By having diverse, empowered teams working in their areas of expertise, it is possible to increase the number of successes as long as the approach being used can accommodate that diversity without expensive customization.
We’re building that system! Watch this space for more.