Outcomes , Insights and Best Practices from IIC Testbeds : MQM Testbed Respect the Client and Work with Them
Originally , the client was not in favor of modifying the existing production because of the interruption that would occur and the additional burden which would be placed on personnel working in the field . For the people in the production line , the initial collaboration was somewhat problematic because any change added to the production line would potentially impair the productivity . In order to gain the trust and cooperation of operators , the team adopted rules to minimize the impact on the operators . For example , systems could only be tested after work shifts ended . The system would then be re-stored before the next shift began . After several iterations , the production line managers became supportive and helped to conduct the testbed in more constructive manner . While technology is very important , how everyone works together is even more crucial .
Let Results Speak for Themselves
The testbed team ’ s efforts improved the accuracy of positively identifying passed equipment - from 95 % to 99 % accurate . The testbed team achieved a more significant improvement in the accuracy of identifying false positives which climbed from 50 % to 95 %.
Haier management was so impressed with the results of the testbed that they are now exploring where they may apply this process to other production lines . The testbed team proposed a solution and convinced management to try a modified process . They had experienced some setbacks initially but they re-evaluated the situation , modified their process quickly and returned with newer and better solutions . Eventually , the team persevered and delivered a solution with outstanding results , in the promised time frame . At the end , the testbed team delivered a real IIoT implementation with tangible results for Haier Group .
Throughout the life of a testbed , as lessons are learned , adjustments are made and results are generated , testbed teams must be always thinking about the next broader step . For a project to be successful , the technical directive the testbed is intended to address must be in the forefront of everyone ’ s mind .
Engineering the Trust
When starting a new project , it is imperative to understand the needs of the end user . During the course of this testbed , the partners ’ input was solicited , discussed , explored and implemented . They were educated about the process and kept apprised of the results . This fosters trust .
The testbed team took the necessary time to cultivate that trust . The IIRA was very helpful in this regard because once the principles of the IIRA were shared , the testbed team could clearly develop their plan to modernize the existing production process . The team showed Haier what was missing from their current process and showed them how the proposed solution would solve their problem . There is no magic bullet or onesize-fits-all approach . It takes hard work and collaboration among all partners .
COLLABORATION WITH IIC MEMBERS
When the MQM Testbed proposal was delivered , the testbed team had already started the preparation to design the whole project . The first step was to look at the entire project and then focus on the welding section . With this focus , the whole project was designed in the Huawei Shannon Lab in
- 28 - March 2018