SAFETY IN THE PLANT
Audits can prove challenging since data can be highly fragmented
challenging since data can be highly fragmented. It is common to find that it is already highly networked in part and is also often still gathered using tools such as USB sticks, or manually with pen and paper. From a technological point of view, the complexity is demanding, particularly since the systems on the shop floor were bought at different times and use a wide variety of protocols, network infrastructures and management processes. Older software solutions and devices were not originally designed for open IoT / industry 4.0 communication, as is standard today. Manufacturers will need to migrate
a colourful hodgepodge of hardware and software into a unified digital food safety program. Global standards and communication protocols, uniform ID coding and standardised transformation events will significantly reduce the level of complexity.
STEP 2: DEVELOP YOUR DIGITALISATION STRATEGY The key strategic questions are, which specific applications need to be mapped, and what are the company’s long-term digitisation goals? Is the company seeking merely regulatory and market compliance, is the focus optimising production processes, or is the company looking to move into IoT usage and industry 4.0? Each will require a different plan, schedule, and capital cost.
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www.engineerlive.com In this phase of strategic
development, a manufacturer should consult with suppliers and manufacturers of the systems installed on the shop floor. Many companies will be surprised
at what they are already capable of doing in terms of data acquisition and provision. The digitisation of food safety does not mean a complete system replacement as a rule. A simple device upgrade or the purchase of a software option is often sufficient. When selecting a suitable cloud data management provider, it is important to ensure that it is very familiar with the food safety landscape.
STEP 3: SECURE AND BUILD UP EXPERTISE All internal and external stakeholders who participate in the process must be identified. It is important to determine how much knowledge and know-how is available across the business and where it is available. In addition to evaluating your own company, a corresponding assessment and evaluation must also be conducted for all partners in the network who are involved in the applications and likely to be accessing them. Talking to the stakeholders in the value chain is an important part of the process. Based on this, an overview of the existing expertise and the knowledge gaps that have yet to be closed must be created.
STEP 4: INSTITUTIONALISE CHANGE MANAGEMENT The digitisation of food safety is a process that entails changes to working practices – it will impact a wide variety of departments including purchasing, production, procurement and marketing. The cultural change associated with this transformation process must be managed proactively and carefully. Employees must understand and accept that the higher level of data transparency required also includes those involved outside of their own company. Leadership quality and
demonstrated commitment to the project are required here in order to drive the changes forward. Operators are advised to put together a multi-stakeholder group to work out the common advantages of digitisation, while formulating common reservations and concerns. Senior executive sponsorship and a continuous exchange of information with the management teams on the progress of the transformation programs are essential to keep the change process on track and under control. A road-map with manageable, incremental and intermediate goals must be formulated.
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