The greatest minds in manufacturing and technology have been swapping strategies, tips and tricks for enabling operational technology (OT) and information technology (IT) convergence for years. For most organizations, however, that “Aha!” moment has yet to materialize, and many leaders are wondering if and when they’ll finally close the IT/OT gap and achieve Industry 4.0 connectivity across their operations.
I have previously shared my predictions for IT/OT convergence, but the issue is still extremely relevant and perhaps more important than ever in today’s post-COVID environment. More industrial “things” are on the internet than ever before and real-time access to secure data is absolutely critical for quick, accurate decision-making.
It’s easy to blame the IT/OT gap on either side of the coin, but the truth is that IT/OT convergence has always been possible — and still is today. The problem isn’t with specific assets or how they’re being implemented. The real issue is that most companies are approaching convergence all wrong. So, let’s discuss why.
What is IT/OT Convergence, Really?
Gartner defines IT/OT convergence as “IT/OT integration”, which makes sense because convergence is the integration of OT assets like MES or SCADA that control physical processes with back-end software and hardware. Think ERP, business finance and PLM.
As I state in my predictions for IT/OT convergence article, “IT/OT integration is the end state sought by organizations (most commonly, asset-intensive organizations) where instead of a separation of IT and OT as technology areas with different areas of authority and responsibility, there is integrated process and information flow.”
Sounds good. And it is, because when IT and OT work together, companies can expect benefits such as:
- A less siloed IT and OT environment where the departments work together using a shared set of standards and platform
- Faster time to market for new products
- IoT devices enabling deep evaluation of critical resources and associated downtime
- A reduction in operational and development costs
- Improved visibility and auditing, which streamlines regulatory compliance
- OT sharing maintenance data in real-time and supporting automation
- Deploying OT resources more efficiently to cut down on energy and resource consumption
The benefits are clear, yet IT/OT convergence remains elusive for many companies. Here’s why.
IT/OT Convergence isn’t a Technology Problem — It’s a Business One
Approaching IT/OT convergence from a technology perspective makes sense at first glance. After all, the first thing a manufacturer wants to know about any potential IIoT platform, edge computer or middleware is: Can it ubiquitously and securely bring any and all the data from everywhere all the time?
This question is rooted in the belief that data is everything. Data is extremely important, but anyone who has ever had to make a decision on the fly knows the truth: The right data outweighs big data every time.
Manufacturing is one of the most data-intensive industries. There are hundreds of machines on the factory floor and they generate about 5 million gigabytes of data every week. That’s an incredible amount of data and, realistically, most of it is probably irrelevant. Too much of the wrong data can also be a problem, especially when it comes to getting specific information fast.
Instead, organizations need to think about how they plan to apply that data — and that’s where the need for a change in culture starts to become clear.
Security Has to be Part of the IT/OT Convergence Discussion
This goes without saying, but the issue has to be raised because security can be a significant barrier to progress when approaching IT/OT convergence from a technology perspective.
That’s not to say security isn’t essential. It’s just that IT and OT assets face different threats and, as I mention in my earlier article, “adherence to an unimpeachable technical approach to the IT / OT duality can at best slow down progress toward a workable solution and at worst scuttle the entire opportunity.”
A report from Deloitte shares the same sentiments. From a security perspective, “IT/OT convergence is not a technical problem. The challenge is in overcoming culture and governance issues, which are difficult to get right,” states the team from Deloitte.
OT and IT security teams are afraid OT/IT convergence will bring them into the “security wild west,” says Deloitte. “As a result, IT/OT convergence needs to be a business initiative, rather than a separate IT or OT project.”
IT/OT convergence, done right, should enable a higher level of security across an enterprise — not stall progress. Top-down leadership is required and this, again, becomes a conversation about a change in culture.
An Application-Centric Approach to IT/OT Convergence
No relationship is perfect all the time, but an issue here or there is less likely to snowball into a major problem if everyone involved understands and respects the other parties’ unique needs and perspectives. The same is true for IT and OT integration projects, which is why applications are a great place to start.
Applications like ERP and PLM are usually acquired by IT, but extend into the OT environment. With an application-centric approach, IT and OT groups can minimize friction and unlock the greatest benefits of convergence.
IT and OT groups utilize the same applications but perceive them differently. The IT culture of centralization is a driver for standardization, which streamlines maintenance and support while increasing efficiency. This desire for uniformity and centrality, however, doesn’t translate well to an operational environment.
Per my predictions article, “One size fits all mentality runs counter to the individual plants’ reality. The day-to-day operations are based on the job at hand. The activities needed to produce a product grow out of and up from the processes necessary in that manufacturing.”
The desire for a comprehensive approach can often be a hindrance. These types of projects often start with a spreadsheet with a row for each piece of equipment. In most cases 80% of the benefits are associated with a handful of critical resources. It feels unnatural for an engineer to exclude equipment from the approach but the diminishing returns to be all inclusive should be heeded.
There are, however, many non-equipment centric aspects of an operational application that work well in different operational environments. An organization, for example, could capture and report progress in the order fulfillment process across multiple facilities.
“Extending the ERP solution to facilitate this operational activity can both provide the centralized group (IT) real benefit and will be accepted by the plants (OT) because it requires minimal tailoring to an existing required activity.” I go on to say, “This approach will create mutual value and avoid the friction based on a centralized edict to use a common MES that does not match the individual plants reality.”
A granular, application-centric approach to convergence can help companies realize tangible benefits and identify additional opportunities for integration. Predictions for the future aside, IT/OT convergence has always been feasible and still is. Leaders just need to focus on the job at hand.
