Table of Contents

INTRODUCTION 4
I. Leveraging Data in Manufacturing 6
IS DATA BEING USED PRODUCTIVELY IN THE MANUFACTURING INDUSTRY? 6

DATA-DRIVEN DECISION MAKING IN MANUFACTURING - THE WAY FORWARD 6

THE HINDERING CHALLENGES 7

II. Key Strategies for Data-driven Manufacturing -

The Digital Roadmap 8
TYPES OF DATA ANALYTICS 8

THE MANUFACTURING DIGITAL ROADMAP 10

III. Lead & Develop Manufacturing with Data 19

INTRODUCING FACTORY COCKPIT 19

STARTING YOUR MANUFACTURING DIGITALIZATION JOURNEY? 20

 INTRODUCTION
Digitalization has become an indispensable necessity in the
manufacturing industry, transforming traditional processes into
innovative and streamlined operations. With rapid advancements
in technology, manufacturers are recognizing the crucial role
of digitalization in enhancing productivity, efficiency, and
competitiveness. From leveraging data analytics and automation
to embracing the Industrial Internet of Things (IIoT) and artificial
intelligence, digitalization empowers manufacturers to optimize
their operations to quickly adapt to the demands of their customers.

In this guide, we’ll provide a fundamental understanding of the

digital roadmap in manufacturing, while also walking you through
the steps of such a process.

YOU WILL FIND THE ANSWERS TO THE QUESTIONS DISPLAYED ON THE

NEXT PAGE
 WHAT ARE THE RESOURCES?

CONNECTIVITY What resources are currently available in the manufac-

turing industry? How to start utilizing such existing po-
tential of one’s equipment and information?

WHAT IS HAPPENING?

VISIBILITY How can manufacturers start their digitalization

journey? What are the most relevant steps?

WHY IS IT HAPPENING?
TRANSPARENCY
What is the digitalization roadmap for manufacturing? What
are the challenges in adopting data analytic practices?

WHAT IS GOING TO HAPPEN?

PREDICTIVE
CAPACITY What are the relevant types of data analytics?
What are the tools that could be used?

HOW TO SELF-OPTIMIZE?

ADAPTABILITY How to meet the challenges of the future and the constantly
changing operating environment?
I. Leveraging Data in Manufacturing
As industries become increasingly interconnected and technologically advanced,
the ability to effectively leverage data holds the key to enhanced operational
efficiency, informed decision-making, and overall competitiveness. Leveraging
data in manufacturing allows businesses to uncover valuable insights, optimize
processes, identify potential bottlenecks, and innovate in ways that were previously
seemingly impossible. It goes without saying that the potential is there, clearly, for
manufacturers to start taking advantage of their current materials. Nevertheless,
the question has to be asked: how effectively is the data being used? What data to
analyze, how to bring them together, and, ultimately, how to leverage the data in
manufacturing?

IS DATA BEING USED PRODUCTIVELY DATA-DRIVEN DECISION MAKING

IN THE MANUFACTURING INDUSTRY?
The current landscape of the manufacturing
industry suggests that manufacturers do have
data available, even a lot of data: from ma-
chines themselves, from IT systems such as
ERPs, APS, MES, and more. However, despite
the huge amount of data generated, most of
it tends to go to waste, simply because there
is no proper collection and processing proce-
dure for it. Due to the nature of the industry,
most processes are quantifiable at almost ev-
ery level, and with the proper process for han-
dling data, the potential for development and
growth for manufacturers is abundant.
According to a study in 2021 by World Econom-
ic Forum and Boston Consulting Group (BCG),
72% of manufacturing executives considered
advanced data analytics are more important
now than they were three years ago, but only
39% had successfully scaled data-driven use
cases beyond the production process of a sin-
gle product. These numbers show that manu-
facturers are becoming increasingly aware of
the need for utilizing data for their production,
yet probably lacking means for it.
IN MANUFACTURING - THE WAY
FORWARD
One of the key benefits of leveraging data in
manufacturing is the ability to make informed
decisions based on real-time insights. With
sensors, connected devices, and machinery
embedded with data collection capabilities,
manufacturers can gather a wealth of informa-
tion about their production processes, equip-
ment performance, and overall operational
metrics such as utilization rate, overall equip-
ment effectiveness, availability, etc.
Not mentioning data analytics yet, having the
transparency and visualization to the data
can already give manufacturers the compet-
itive edge of visibility and transparency, being
able to see and understand what is happening
in the shop floor, the ability to detect bottle-
necks as well as improvement ideas from the
existing workflows. Only then, this data can
be analyzed to identify patterns, trends, and
potential bottlenecks, enabling manufacturers
to make proactive decisions and take correc-
tive actions promptly. By having access to re-
al-time data, manufacturers can optimize their
production schedules, adjust resource alloca-
tion, and mitigate risks, resulting in improved
productivity and reduced downtime.
72% of manufacturing executives con-
sidered advanced data analytics are
more important now than they were
three years ago, but only 39% had suc-
cessfully scaled data-driven use cas-
es beyond the production process of a
single product.
THE HINDERING CHALLENGES
I NS U F F I C I EN C Y
As mentioned earlier in this guide, one com-
mon challenge to effective data management
is the lack of suitable/ appropriate tools. Many
manufacturers may not have the sufficien-
thardware, software, or network capabilities to
collect and store data effectively. Data is avail-
able but are also scattered and siloed. With-
out integrations between different systems
and technologies, it becomes challenging to
consolidate and derive meaningful insights
from the existing database.
I NS EC U R I T Y
Manufacturers dealing with sensitive data, in-
cluding intellectual property and customer in-
formation, face security risks. Concerns about
data breaches, cyberattacks, and unautho-
rized access can hinder data collection and
management efforts.
UN R EL I A B I L IT Y
Meaningful data-driven decision-making must
be based on accurate and quality data. How-
ever, manufacturers may encounter issues
such as data inconsistencies, inaccuracies,
and incomplete data sets from all the different
data sources. This could result in poor data
entry and processing, leading to unreliable in-
sights. Decisions made using such false infor-
mation may do even more harm to the manu-
facturer’s production than usual.
UNW ILLINGNESS
It is indeed not an easy task to start imple-
menting data integration and analytics tools to
one’s production. Effective data management
requires investments in technology infrastruc-
ture, skilled personnel, and ongoing mainte-
nance, which pose resistance due to financial
resources. In addition, employees in the man-
ufacturing industry may resist new technolo-
gies due to lack of understanding and unfa-
miliarity, as well as fear of job replacements/
displacements. This would result in further in-
vestments in time and resources for employee
training and new management strategies for
better employee engagement. All of this cre-
ates unwillingness to start the digitalization
process of manufacturers, leading to them
sticking to old methods of working.
7
II. Key Strategies for Data-driven Manufacturing
- The Digital Roadmap
Understanding the general landscape of data in manufacturing, the current chal-
lenges, and most importantly the importance of leveraging data, manufacturers now
need to familiarize themselves with the journey of digitalizing their production and
start embracing the first steps on this manufacturing digitalization road. With this
guide, we aim to give you the fundamental ideas on how to start building the
strategies for data-driven manufacturing.

TYPES OF DATA ANALYTICS

DE SC R I P T I VE A N A LY T IC S DIAGNOSTIC ANALYTICS

This is the most basic, fundamental type of
data analytics that focuses on understanding
and summarizing historical data to gain in-
sights into events and trends that happened,
helping businesses gain insights into their op-
erations and overall performance. Descriptive
analytics functionalities include data visualiza-
tion, summary statistics, and exploratory data
analysis.
This is the next branch of analytics and goes
beyond descriptive analytics in a way that fo-
cuses more on examining data and on digging
deeper into causes and reasons behind spe-
cific outcomes or events. Diagnostic analytics
allow for answering the “why” and “how” ques-
tions related to the data patterns and trends
seen from the collected data.
PR ED I C T I VE A N A LY T IC S
Starting from this step of analytics, historical
data, statistical algorithms, and machine learn-
ing techniques are utilized to, as the name
suggests, make predictions about unknown or
future events. The primary objective of predic-
tive analytics is to go beyond understanding
past and current data to forecast what is likely
to happen, using statistical models and algo-
rithms to analyze data and identify patterns.
PRESCRIPTIVE ANALYTICS
Going a step forward from predictive analyt-
ics, prescriptive analytics not only forecasts
future outcomes, but also suggests the best
course of action to achieve the desired objec-
tives. Prescriptive analytics utilizes advanced
algorithms and mathematical models to ana-
lyze large datasets and simulate different sce-
narios to recommend the most optimal actions
for the users.
9
 THE MANUFACTURING
DIGITAL ROADMAP
VALUE

TIME
CONNECTIVITY VISIBILITY TRANSPARENCY PREDICTABILITY ADAPTABILITY

Despite the challenges posed above, it is still undeniable that manufacturers should start build-
ing more agile factories with digital manufacturing, so as to not waste the potential they already
have with all the existing data foundation, to refine their operations and prepare for future im-
provements. In order to do so, it is important to understand the steps as well as the fundamental
components that fulfill each step of the process. In this guide, we go through this process from
the perspective of manufacturing.

11
1. CONNECTED - SETTING UP THE
DATA COLLECTION PROCESS
DATA FOUNDATION - DEFINE D ATA
AND SOURCES

With the enormous data amount that manu-

facturers might possess, it is important for
them to define and determine the specific data
points that are relevant to their manufacturing
operations and objectives. This could include
information such as production metrics, equip-
ment/ resource performance, quality control
measurements, inventory levels, and mainte-
nance data.

In addition, you as manufacturers need to

define the potential sources from which you
can collect the desired data. Depending on
what system one might have already in place,
sources of data may vary among different
manufacturers. However, the common data
sources in manufacturing include:

Operational systems: such as Man-

ufacturing Execution Systems (MES),
Enterprise Resource Planning (ERP)
systems, Advanced Planning and Sched-
uling (APS), and other software applica-
tions used for planning and managing
production.

Machine connectivity: The machines

themselves provide vital information
such as operational data, including ma-
chine uptime, downtime, cycle times,
etc., how frequently the machines are
used and whether they are being fully
utilized. Data related to the specific man-
ufacturing process that the machines ex-
ecute is also recorded.

Manual Data Entry: Data collected man-

ually by operators or technicians through
forms, checklists, or logbooks.

Historical Databases: Existing databas-

es or data repositories where historical
data may already be stored, such as past
production records or maintenance logs.
Another important step when determining
data and data sources is to inspect data avail-
ability and accessibility. Factors such as ease
of access, data format, and data compatibility
with one’s data collection method and infra-
structure should be taken into consideration,
so that you can decide whether any sources
would require additional integration or more
efforts for extraction. Ensuring these elements
work seamlessly should make the next steps
for setting up the equipment and connections
easier and smoother.
FAC TO RY M ON ITO R IN G – GE T
CO N N EC T ED
Once the data is in place, you can start setting
up the connection between the data sources
and the data integration/ acquisition system.
In this phase, the necessary network infra-
structure is required to ensure connectivity
among the tools, and the network should be
configured to allow for seamless and secure
data transmission.
What is the next step after data is collected
and transferred? Where should you store the
information? How to make use of such data
and turn them into something meaningful and
beneficial? These questions tend to come, not
actually at this phase but at the very beginning
of the digitalization journey. At this point, you
should already have decided on the storage
and analytics solution for the collected data.
This could involve setting up a local database
or leveraging cloud-based platforms that pro-
vide storage, analytics, and visualization ca-
pabilities. Whatever the solution is, you must
ensure that the chosen solution aligns with
your monitoring objectives and offers the scal-
ability and functionality required.
DATA VI S U A L IZ AT IO N – S E E
WH AT ’ S H A P P E N IN G
The monitoring system should provide re-
al-time visualization of the collected data. For
manufacturers, it is important that dashboards
and reports present key metrics and insights
in a user-friendly and actionable format so
that it is easy for anyone to use: from opera-
tors in the shop floor, to production managers,
maintenance managers, and factory directors
or business managers. That way, the factory
would be supported from the very foundation-
al level of shop floor operations to the deci-
sion-making level of directors and business
leaders, everyone from every step of the pro-
cess is aware of the information and can col-
laborate to solve problems as well as develop
the production. All are made possible with the
collected data.
EXAM PLE USE CASES FOR DATA
VISUALIZATION IN THE SHOP
FLOOR
There could be an endless list of use cases
for data visualizations in manufacturing due
to the possibilities of how to combine and in-
terpret data in ways that help improve manu-
facturing. And as mentioned above, different
users might use the data differently based on
their job description, however with a common,
holistic goal of optimizing their manufacturing
process.
Shop floor operations
Good data visualization could allow for more
effective everyday operation in the shop floor.
For example, operators can proactively pre-
pare setups, materials, and tools for their up-
coming jobs based on daily goals and targets
shown on the monitoring tool. With the infor-
mation of machine status and activities, ma-
chine stops can be minimized as resources
are prepared and machine tool issues can be
attended in a timely manner.
Production & Business Management
Planning and scheduling data can be present-
ed together with real-time, actual progress of
the production, so that production planning
and goal setting could also be more accu-
rate. Reports and analysis KPIs such as lead
times, process times, and cycle time help you
improve resource utilization, production flow,
and delivery accuracy. In addition, production
efficiency metrics such as OEE, TEEP, MTBF,
and MTBR allow you to monitor your produc-
tion, machine time and shift performance and
the impact of your development activities.
13
2. PREDICTIVE - ANALYZING AND
INTERPRETING DATA FOR INSIGHTS:
WHAT CAN BE SEEN FROM THE DATA
GATHERED
AD VA N C E D AN A LY T IC S –
UN D ER S TA N DIN G C A U S E S A N D
I M PA C T S
With advanced analytics, root causes of
breakdowns can be identified more easily with
statistical modeling or causal analysis tech-
niques to determine the factors contributing
to breakdown events. Users can also analyze
the relationships between equipment perfor-
mance, production parameters maintenance
activities, and other relevant variables.
Understanding the root causes of breakdowns
in manufacturing is like diagnosing an illness.
Just as a doctor needs to identify the underly-
ing causes of a patient’s symptoms to provide
effective treatment, manufacturers must un-
derstand the root causes of equipment break-
downs to implement appropriate solutions.
Imagine a patient experiencing recurring
headaches. Without understanding the un-
derlying cause, simply taking painkillers may
provide temporary relief, but the problem per-
sists. However, with a thorough understand-
ing of the root cause, such as a sinus infection
or a nutritional deficiency, targeted treatments
can be administered, addressing the source
of the problem and providing long-term relief.
Similarly, in manufacturing, comprehending
the root causes of breakdowns allows man-
ufacturers to implement precise solutions
that not only repair the current malfunctions,
but also prevent future disruptions, optimize
equipment performance, and enhance overall
operational efficiency.
M AC H I N E L EA R N IN G , A I MOD E LS –
PR ED I C T I N G WH AT WIL L H A P P EN
With the ability to analyze vast amounts of
data, identify patterns, and make intelligent
decisions, it is not exaggerated to say ma-
chine learning and AI technologies are, and
will revolutionize the manufacturing industry
in a lot of ways.
By analyzing real-time and historical data
from sensors, equipment, and maintenance
records, machine learning algorithms can de-
tect patterns and identify potential equipment
failures before they occur. This enables manu-
facturers to schedule maintenance proactive-
ly, reduce unplanned downtime and optimize
maintenance resources. Another aspect or
application of machine learning in manufac-
turing lies within the quality control sector,
where machine learning models can identify
patterns and correlations that indicate poten-
tial quality issues. Manufacturers can use this
information to implement real-time monitoring,
detect anomalies, and take corrective actions
to ensure consistent product quality.
For AI technologies such as computer vision
and robotics, manufacturers can use them to
eliminate manual inspection and reduce hu-
man error. For example, computer vision sys-
tems can analyze visual data from cameras
and sensors to perform tasks such as qual-
ity inspection, defect detection, or assembly
verification. In addition, AI could also be used
for production flow simulations and scenario
tools. This can result in improved accuracy,
productivity, and consistency.
Continuing with the doctor – patient analogy
from above, similarly to how doctors analyze
symptoms, medical history, and diagnostic
tests to identify the underlying causes of dis-
eases and come up with the appropriate med-
ication/ treatment, machine learning models
analyze vast amounts of data in manufac-
turing to uncover patterns, correlations, and
anomalies. Manufacturers then also play the
doctors’ role by deciding on what “treatment”
to take for their “patients” – machines, equip-
ment, and resources.
Understanding the root causes of
breakdowns in manufacturing is like
diagnosing an illness. Just as a doctor
needs to identify the underlying caus-
es of a patient’s symptoms to provide
effective treatment, manufacturers
must understand the root causes of
equipment breakdowns to implement
appropriate solutions.

15
3. PRESCRIPTIVE - IMPLEMENTING tive analytics in manufacturing, where phys-
DATA-DRIVEN IMPROVEMENTS ical products are enhanced with embedded
sensors, advanced data analytics capabilities,
and connectivity. These smart products can
This is the highest level of data analytics, and
collect real-time data from their surroundings,
it can prepare manufacturers for challenges
analyze it on the device or through cloud-
ahead and anticipate problems even before
based systems, and respond intelligently to
they arise. Prescriptive analytics employs
the insights they derive. Even though the re-
data from sources such as statistics, machine
al-time data-driven responses capability of
learning, and data mining, to anticipate poten-
such products are leveraged in different lev-
tial future outcomes and recommend the most
els of analytics in manufacturing, they help
optimal course of action. It goes beyond pro-
create a foundation for preparing the data for
viding raw data and offers actionable insights;
prescriptive analysis. On the other hand, the
if predictive analytics tell its users what could
prescriptive analytics system can also provide
happen, prescriptive analytics go a step fur-
the recommended actions and insights back
ther and tell manufacturers what should hap-
to the connected products in real-time. These
pen.
products then can respond instantly to the rec-
ommendations, triggering actions, or sending
With such capabilities, it is not too difficult to
alerts and notifications to operators or mainte-
imagine how prescriptive analytics can inno-
nance teams.
vate decision-making, not only in manufactur-
ing processes but also in other parts of the
A few technical considerations for leveraging
business. It’s like being a prophet, allowing
real-time data-driven responses for prescrip-
manufacturers to see what outcomes or ef-
tive analytics include:
fects could possibly be achieved with what
decisions. However, as powerful as it is, pre-
Algorithm optimization: it goes without
scriptive analytics can be very difficult to man-
saying that the machine learning algo-
age and maintain properly, since it requires
rithms used for prescriptive analytics
suitable data infrastructure, as well as many
must be optimizaed regularly for real
other variables and tools to be executed cor-
time execution to ensure quick response
rectly.
times.
CO G N I T I V E & IN T E L L IGE N T
Scalability: The data infrastructure
CO N N EC T ED P R OD U C T S – R E A L-
must be scalable to handle the massive
TI M E D ATA D R IV E N R E S P ON S E
amounts of real-time data generated by
numerous connected products in a man-
Cognitive and intelligent connected products
ufacturing environment.
play an important role in preparing for prescrip-
DI G I TA L F EE D B A C K L OOP
AU TO M AT I O N – N E W S E RV IC E S
AN D B U SI N E S S MO D E L S
Another possibility enabled by prescriptive
analytics the continuous monitoring and feed-
back loop, where the analytics tools contin-
uously monitor the outcomes of the recom-
mended actions as well as gather feedback
from the connected products and manufactur-
ing processes. This feedback can be used to
validate the effectiveness of the recommen-
dations and refine the prescriptive analytics
model.
In addition, continuous monitoring and feed-
back loops can also contribute to the develop-
ment of new services and business models,
based on the following:
Market understanding: the monitoring
of customer behavior, preferences, and
usage patterns provides manufacturers
with real-time data on market trends and
demands. This data allows companies to
identify emerging needs and opportuni-
ties, leading to the development of new
services that align with customer expec-
tations.
Personalization: By analyzing real-time
data from connected products, manufac-
turers can use predictive analytics to an-
ticipate customer requirements and tailor
services to individual preferences. This
personalization enhances the customer
experience, fosters brand loyalty, and
creates new revenue streams through
premium or subscription-based services.
Product Lifecycle Management: Con-
tinuous monitoring of products through-
out their lifecycle provides manufacturers
with valuable feedback on product per-
formance, reliability, and customer usage
patterns. This information informs prod-
uct design improvements, helps iden-
tify opportunities for feature enhance-
ments, and supports future product
iterations or new product development.
Above are only a few among many ways
manufacturers can utilize prescriptive ana-
lytics for improving/ developing new services
and business models for their manufactur-
ing production business. The ability to adapt
and innovate based on continuous feedback
and data-driven decision-making would allow
manufacturers to remain competitive and suc-
cessful in the dynamic and rapidly evolving
manufacturing landscape.
17
Like a conductor guiding the symphony,
data-driven decision-making leads
manufacturing to excellence. Being able to
utilize and analyze real-time data, manu-
facturers can make proactive adjustments,
better forecasting, and an orchestra of
insights to optimize their production per-
formance.
III. Lead & Develop Manufacturing with Data
INTRODUCING FACTORY COCKPIT

As can be seen from the information above, data connectivity, collection, and ana-
lytics are neither easy nor straightforward tasks. While the challenges might have
been realized and acted upon with different approaches, tools for data manage-
ment in manufacturing are not yet familiar to manufacturers. Even when different
data systems are in place, information could be scattered and siloed without ef-
fective communication among each other. Therefore, we have developed Factory
Cockpit, a solution that integrates and analyzes data from shop floor devices and
manufacturing IT systems, bringing transparency and situational awareness to its
users. With 40 year of expertise in factory automation, we believe this solution is the
next step for manufacturing, pioneering the digitalization journey for manufacturers.

Built exactly on such an idea of bringing Within manufacturing, it is always import-

data from shop floor devices and IT sys-
tems together under one comprehensive
platform, Factory Cockpit provides re-
al-time situational awareness, visualiz-
es and analyzes the data, allowing you
to make well-informed decisions on your
production. As a result, the production pro-
cess becomes more transparent across
the factory and supply chain partners, pro-
viding tools for continuous learning, da-
ta-informed production development and
decision-making within the manufacturing
context of the solution’s users.
ant to utilize and optimize the existing
equipment, be it the systems, machines
themselves, or the information they carry.
However, an “optimized” process does not
mean there is no extra space for improve-
ment. It is important to remember that
there is always a higher level of efficiency
to strive for. Factory Cockpit could be the
platform that, together with its users, con-
tinuously scale and develop the status of
your production as new goals are created
for maximizing your manufacturing.

19
 INTERESTED IN STARTING YOUR
MANUFACTURING DIGITALIZATION
JOURNEY?

CONTACT US: WWW.FASTEMS.COM/FACTORY-COCKPIT/BOOK-A-DEMO

Topi Judén Jussi Pekkala

Head of Business, Sales Manager
Digital Manufacturing Digital Manufacturing

tel: +358505927750 tel: +358504473307

email: topi.juden@fastems.com email: jussi.pekkala@fastems.com