LogoAutomotive Agile PEP Europe|December 02 – 03, 2020, Boston

There’s many different reasons why an Industrie 4.0 project can fail. It can go over budget, go behind schedule, not be accepted by the end users, be too complicated, or simply not work as advertised.

But there’s only one way an Industrie 4.0 project can be successful. And that if it adds real value to the manufacturing company. The value may be found in increased capabilities such as increased consistency, increased productivity, increased flexibility, or increased agility. Or the value may be found in reduced costs such as reduced labor costs, reduced material costs, reduced energy costs, or lower levels of rework and waste.

And, for an Industrie 4.0 project to be successful, it has to be about more than just the technology. It can’t be just a technology project. It has to be about delivering real benefits to the company.

Even if an Industrie 4.0 project comes in under budget, ahead of schedule, and has the newest and coolest technology on the market, if it doesn’t deliver real value to the company, it is a failure.

Join us in the Challenge Your Peers as we discuss many different techniques for finding payback for Industrie 4.0 projects:

  • Providing significant new capabilities and processes
  • Reducing capital costs and reducing operating costs
  • Empowering teams and improving decision-making
  • Creating new and better ways of doing business
  • Metrics and measuring both tangible and intangible payback
Session 2019

Arlene Weichert


Helping customers implement control and information technology that directly benefits their businesses through improvements to productivity, information visibility, and/or compliance.

Specialties: Process, Utilities, and Machine Automation,
Manufacturing IT,
Reporting and Visualization,
Interface to SAP and other enterprise software
Configuration Management

Chris Monchinski

Chair of Manufacturing Analytics WG

Chris is the Director of Manufacturing IT at Automated Control Concepts, Inc., an independent systems integration company. In this role, Chris is responsible for supporting the sales and project execution efforts that involve manufacturing information technology for ACC’s clients. Chris joined ACC in 1994 and presently leads the project strategy, design and execution efforts involving Supply Chain, Quality, and MES projects. Chris consults with key client accounts for ACC enabling clients to achieve their goals in all manufacturing IT initiatives. Chris is ACC’s representative to the ISA 95 committee on Enterprise-to-Control System Integration and is currently the co-chair of that committee. Chris is also currently a Managing Director of the ISA Standards and Practices board supporting the ISA 101 and ISA 88 committees. He is a frequent speaker at industry events, having presented at conferences such as World Batch Forum, Interphex and ISPE. He has a B.S. in Electrical Engineering from the New Jersey Institute of Technology and an M.S. in Computer Science from California State University.

John Clemons

Executive Committee

30+ year career blends education and experience in technology engineering, product / service innovation, project management and consulting services for world-class manufacturing enterprises.

Experienced in the food, beverage and consumer packaged goods (CPG) sectors; the oil, natural gas and alternative energy sectors; and the chemical and petrochemical sectors.

Champion of lean manufacturing, operational performance excellence, total quality and other paradigms that optimize productivity, efficiency and profitability.

Highly sought after speaker / presenter; frequent author of articles and white papers — co-author of “Information Technology for Manufacturing: Reducing Costs and Expanding Capabilities”, St. Lucie Press.

Amid the current industry transformation age, the need to follow a proven methodology to develop the transformation blueprint has quickly become the top priority for every manufacturer. MESA was founded with the aim of improving business results and production operations through optimized application and implementation of information technology and best management practices. With this objective in mind, MESA has developed strategic initiatives program that covers many areas of manufacturing best practices. The recent smart manufacturing focus has initiated a continuous drive towards tapping the best minds to create one stop learning resource for any manufacturers that intend to drive smart.

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