Managing Automation - September 2007 - (Page 14)

managingautomation FREE E-NEWSLETTERS Sign up Today! news managingautomation.com maonline Go online for daily news updates in perspective Smith. “I had some concerns about how they would negotiate the services versus product aspects of the acquisition, and, while it’s a bit of tightrope, it seems they are doing a good job of walking it so far.” — Stephanie Neil Alliances, Executive Appointments, Mergers & Acquisitions, Products Newsletters Include: MA Daily News Alert Hot off the press news exclusives written by MA Editorial MA Membership Alert The latest industry research, products, news and web events Progressive Manufacturer Compete in the new global economy for years to come Viewpoint Provocative and inspirational, features the opinion columns in print with exclusives online www.managingautomation.com/ newsletters Subscribe Today! ® About 1,700 attendees at Maximo World 2007, which took place in July, saw IBM officials unveil the Maximo/Tivoli roadmap, including a converged configuration management database (CMDB), to be delivered in November, as well as common user interfaces between asset types. Leveraging the J2EE framework on which both platforms are built, IBM is marrying the management of IT infrastructure — including network monitoring, security, and best-practice processes for applications management that Tivoli provides — with physical assets that Maximo covers — such as desktops, industrial equipment, and delivery fleets. From now on, all assets will be treated equal. “The lines are blurring between operating and IT assets,” Zollar said. “They need to be supported and managed in a single, consistent way.” That vision is clear, according to users attending the conference. “I get the sense that IBM wants to move the product further and offer better performAl Zollar ance,” Maximo user Bob Kingston, assistant director for the Clark County (Nev.) Department of Aviation, told Managing Automation. “I was excited when I realized this acquisition was not to stomp out competitors, but improve the greater good of everything.” Still, with version 7 of Maximo, which will include enhancements for work orders of linear assets such as oil pipelines, railroad tracks, or roads, set to roll out next year, there’s confusion about how upgrades will happen. MRO Software had always enlisted the help of consultants for application deployment. IBM, however, has the wherewithal to do the integration itself. That could disrupt systems integration partnerships and change billing structures. “There’s an apprehension about what this means to bottom-line billing of consulting services and where industry-specific consultants really fit. Customers are confused about that,” Kingston said. IBM says that many large system integrators, such as Electronic Data Systems, Inc., which is an IBM partner, will remain, while smaller shop scenarios will be worked out case by case. The good news is that IBM is committed to Maximo. “I am encouraged by the ongoing investment IBM is making in the Maximo organization and product,” says AMR Research analyst Alison STUDY: MORE WORK NEEDED TO LURE NEXT-GEN TALENT M anufacturing is losing its appeal when it comes to the next-generation talent pool. This group, loosely defined as being born between 1982 and 1993, will represent 50% of the workforce by the year 2025, yet it’s doubtful they will want to work in a factory, unless something is done to change its image as a dark, dirty, and dangerous place. Based on a recent report by Deloitte Consulting LLP’s Manufacturing Industry group, these upand-coming youngsters, dubbed Generation Y, are looking for job challenges that foster growth, tap their strength and interests, and enhance performance through training and technology. While most modern manufacturing environments require strong technology, flexibility, multitasking, and problem-solving skills, Gen Y’ers — who grew up with computer games, the Internet, and a sense of empowerment — don’t view a career in the plant as a rewarding opportunity. Recruiting from other areas of the world won’t solve the potential skills shortage in the United States, Deloitte says, as some of the most important skills needed in the factory of the future include leadership, teamwork, and a mastery of the English language — areas that were often cited as insufficient in other countries. Therefore, it’s time for manufacturers to take a new approach and enlist the help of their human resources departments to attract the “Y-Factor.” Deloitte suggests emphasizing what the new talent pool values most: long-term career development, a sense of purpose at work, access to mentors, work-life flexibility, a techsavvy environment, and open social networks. “Companies that can overcome the challenge of managing a diverse workforce through well-crafted human resources strategies will have created a unique competitive advantage for themselves,” Leah Reynolds, Deloitte’s national practice leader for generational change and total rewards communication, wrote in the report. — S.N. http://managingautomation.com http://www.managingautomation.com/newsletters

Table of Contents Feed for the Digital Edition of Managing Automation - September 2007

Contents Take 1 Europe’s Automation Chiefs Upbeat on ’08 Business Prospects Vendor Coalition Pushes Human Element of SOA Wireless: Users Still Approaching with Caution One Year Later, IBM Shows Plan for MRO’s Maximo Study: More Work Needed to Lure Next-Gen Talent Executive Q&A Notes Cover Story: 2008 Companies to Watch Special Report: The 2007 Progressive Manufacturing High Achievers Progressive Manufacturer of the Year Business Model Mastery Innovation Mastery Customer Mastery Supply Network Mastery Data & Integration Mastery Education & Training Mastery Operational Excellence Mastery Leadership Mastery Transformation: Orchestrating the Multi-Tier Supply Network Integration: The Timeless Quest for Accurate Data Industries: Maintenance No Longer on Schedule Product Scan Advertiser Index Next

Managing Automation - September 2007

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.