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The 2021 global chip shortage bears testimony that the industry’s perceived capabilities have fallen short on reaping the full potential of digital transformation and automation.
The Pygmalion effect of expecting the best results can be a key to deriving the benefits of change in a company. Knowing the company’s own value chain, placing clear expectations internally and in-line with a future, more digital self, followed by choosing the right MES and driving results through capable, motivated leadership, will deliver a digitally transformed enterprise.
While some industries, such as non-essential goods, were brought to a complete halt, other industries supplying goods to battle the disease (the Pharmaceutical, Clinical Diagnostic and Medical Device sectors), were expected to scale rapidly to meet the global demand for their products.
What is the right MES for MedTech digital transformation? Looking at the structure of manufacturing in MedTech—normally multi-site, multi-plant with complex supply chains, it is not a simple answer. How does one implement an MES across multiple manufacturing plants, separated not just geographically but perhaps by operational style, IT infrastructure, work culture, and process technology?
What in the world does the IKEA effect have to do with software, and more specifically with MES? A truly modern MES application should, by virtue of its design, have the IKEA effect built in and as a part of its standard outlay.
As the medical device industry grows despite the pandemic (current research shows a 7% market growth) the need for an MES for process oversight and guidance becomes an even stronger argument.
Companies which approach digital transformation from a strategic standpoint and pursue the step changes required for enabling this new revolution reinvigorate their value chain and have the opportunity to achieve unprecedented results from their operations and extended supply chain.
How to start an Industry 4.0 project? It seems rather direct—start small, prove the concept, and then scale. The problem is more than two-thirds of these projects fail. Why—because there wasn’t an overarching strategy set for the transformation.
It is only after the top management realizes the need to implement an MES, or to update the existing legacy system, that the MES project starts to take shape. With it comes complexity and fear of failure; so, to alleviate those fears, today we will explore ways in which you can ensure that your MES project is a success.