Applied Automation - Spring Edition 2022

SPRING EDITION

2
Contents
3 — How to launch a successful predictive maintenance
program
11 — Six critical components of integrated cybersecurity for
industrial control systems (ICS)
18 — PLCs power industrial data integration
27 — How automation can help with high demand
30 — The Benets of Edge Computing
35 — Cybersecurity-centered systems and fundamentals
43 — Creating value from advanced analytics to improve
operations

How to launch a
successful predictive
maintenance program
Six critical components of
integrated cybersecurity for
industrial control systems
(ICS)
PLCs power industrial data
integration
How automation can help
with high demand
The Benets of Edge
Computing
Cybersecurity-centered
systems and fundamentals
Creating value from
advanced analytics to
improve operations
3
How to launch a successful
predictive maintenance program
An approach that keeps people at the center of the digitalization project has
a better chance of success
A
predictive maintenance program (PdM) anticipates the future state of physical
assets and makes timely and better-informed maintenance decisions. PdM — as
well as the idea of Industry 4.0 — depends on achieving a convergence of information
technologies (IT) and operational technologies (OT). We believe bringing together
people, process and technology is the key to a successful predictive maintenance
program. If you look at Industry 4.0 tools in general and at predictive maintenance
specically, one of the key metrics it can impact is the overall equipment effectiveness
(OEE) of an operation, which includes uptime, performance speed, and quality, as well
as labor productivity.
Digitalizing and implementing such tools has immediate impact on providing real-time
data analytics and prediction to the maintenance and quality function, as well as sig-
nicantly improving labor productivity. It shifts the mindset from a reactive, potentially
manually driven operation to a more predictive, prescriptive and proactive operation
(see Figure 1).
But it’s not just about improving uptime. It’s also about linking to other systems with-
in the operation, especially maintenance systems, spare parts systems, maintenance
scheduling and labor allocation, so management can achieve predictive insights. Spare
parts on hand can be reduced, which also reduces overhead for the business. More
proactive scheduling and even predictive spare parts replenishment is possible. The

How to launch a successful predictive maintenance program
4
How to launch a
successful predictive
maintenance program
Six critical components of
integrated cybersecurity for
industrial control systems
(ICS)
PLCs power industrial data
integration
How automation can help
with high demand
The Benets of Edge
Computing
Cybersecurity-centered
systems and fundamentals
Creating value from
advanced analytics to
improve operations
vision is driving toward near-zero downtime and near-zero waste
within the manufacturing space and directly impacting the busi-
ness in a positive and protable way.
So, where to start? How does one set up a successful predictive maintenance program
that can lead to a direct impact on the business bottom line?
Dene “digital,” establish a core purpose
A PdM or any other digital program can’t be launched in an organization without know-
ing exactly what digital means. A critical rst step is attaining a common denition of
“digital” for the organization.
Figure 1: The predictive
maintenance opportunity.
Courtesy: IoTco

How to launch a successful predictive maintenance program
5
How to launch a
successful predictive
maintenance program
Six critical components of
integrated cybersecurity for
industrial control systems
(ICS)
PLCs power industrial data
integration
How automation can help
with high demand
The Benets of Edge
Computing
Cybersecurity-centered
systems and fundamentals
Creating value from
advanced analytics to
improve operations
One favorite for the authors is: “Digitalization is a nearly instant, free and awless abili-
ty to connect people, devices and physical objects anywhere.” Admittedly, it’s a broad,
simple denition, but it’s all about connectivity and sharing information. It’s at the core
of data management and helps create program identity.
With a common denition in place, the next task is to dene the core purpose of the
initiative: establishing the “why.”
We’ve all been around initiatives where the “why” wasn’t clearly established, and they
all fail. It’s important to make it clear what the purpose is — and what it isn’t. The goal
is not implementing new technology because there is new technology to implement.
Rather, it’s solving real business issues. It’s creating new core competencies and inte-
grating business functions that will improve the bottom line.
We’re applying technology and newer processes into mainstream manufacturing where
they hadn’t been before. At the end of the day, this is a different way of thinking. If the
bottom-line goals of the program are not constantly kept in view of all its participants,
the long-term success of the program will remain elusive.
Assessing before executing
Consider these rst steps for digital transformation of an enterprise. With that initial
framework in mind, Let’s look at using PdM as a specic transformation worth pursuing.
After establishing the core purpose for stakeholders, identify targeted outcomes and
digital focus areas that suit that purpose. This calls for assessment of the status quo.
It’s done with a team that includes the plant manager (or an appointed deputy) and