{"id":685,"date":"2021-09-16T15:41:00","date_gmt":"2023-10-18T15:41:07","guid":{"rendered":"https:\/\/www.salesforce.com\/?p=685"},"modified":"2023-10-18T17:35:28","modified_gmt":"2023-10-18T17:35:28","slug":"why-canadian-manufacturing-is-poised-for-a-data-driven-transform","status":"publish","type":"post","link":"https:\/\/www.salesforce.com\/ca\/blog\/why-canadian-manufacturing-is-poised-for-a-data-driven-transform\/","title":{"rendered":"Why Canadian Manufacturing Is Poised For A Data-Driven Transformation"},"content":{"rendered":"\n

When Michael Janney was working as a CIO at a manufacturing company, he once asked his colleagues in sales what seemed like an innocuous question: when it came time to meet with a key account, how did they prepare?<\/p>\n

\u201cThe answer was\u2014 and this is typical in the manufacturing sector \u2014 \u2018Well, I call customer service,\u2019\u201d Janney, who is now Vice-President of Industries at Salesforce, recalled in recent virtual event<\/a> hosted by Canadian Manufacturers & Exporters (CME<\/a>). \u201cThe customer service team would then have to log in to multiple systems, that were siloed from each other and sales’ access, in order to provide them the information they needed in order to visit a customer.\u201d<\/p>\n

For Janney, this was just one example of how manufacturers need to think differently about the opportunities they have to pursue business transformation by embracing digital technologies. <\/p>\n

Traditionally when manufacturers think of data, for instance, their minds might immediately go to the plant floor, Janney said: How can they get more efficient with the assets they use? <\/p>\n

While there\u2019s plenty of advantages to be had in focusing there, Janney said they should also be thinking about how technology could help them become more strategic in the way they leverage business and operational data. <\/p>\n

\u201cJust think about marketing data,\u201d he suggested. \u201cWhat are the marketing trends, how are we making sure we\u2019re meeting customers where they need to be met? More importantly, how do we analyze this and other types of data, like sales, to get predictive and improve the maintenance of the assets?\u201d<\/p>\n

The Urgency To Stay Competitive<\/b><\/h3>\n

Though organizations in other industries may have adopted digital technologies to enhance their sales, marketing and service operations already, the manufacturing sector may still be in the early stages of the journey. <\/p>\n

According to Matt Poirier, the CME\u2019s Director of Trade Policy, this may be in part because of all the other challenges facing the sector, including the impact of economic fluctuations and an increasingly tight labour market. The stakes for Canadian firms that want to stay competitive may be particularly high. <\/p>\n

\u201cOur sector\u2019s past performance on investment, such as technology, machinery and equipment has lagged our global peers,\u201d he said. \u201cIt\u2019s a chronic and significant problem and structural to Canadian business.\u201d<\/p>\n

David Linton, a partner with BDO Canada who provides consulting to manufacturing firms, noted that some firms are taking important steps by embedding sensors on equipment and connecting them as part of the Internet of Things (IoT). However that means they\u2019ll have even more storehouses of information to sort through and act upon. <\/p>\n

\u201cBig data is not a trend. We\u2019re not going to reduce the volume of data we\u2019re going to be collecting in future years,\u201d he said. \u201cThis is an onward and upward kind of journey.\u201d<\/p>\n

Canadian manufacturers should be setting goals to both analyze the historical data they\u2019ve already collected and choose the right tools to use it to inform their decision-making, Linton added.<\/p>\n

Making The Cultural Shift<\/b><\/h3>\n

This might be something of a cultural shift for manufacturers that haven\u2019t traditionally thought of themselves as data-driven organizations, said Kim Waslovich, Senior Client Director at Toronto-based consulting firm Slalom<\/a>. <\/p>\n

\u201cAs we work with organizations here in Canada in manufacturing, we really try to get them to think about how to maximize that data to drive benefits in their organization,\u201d she said. \u201cThis is not about collecting data for the sake of data.\u201d<\/p>\n

Instead, Waslovich recommended an approach based on a bold vision for making use of data, as well as ensuring data is accessible and transparent to all the stakeholders who need it. Other key elements of a data-driven strategy include \u201cguardianship,\u201d or the ability to trust the data you have, and teaching \u201cdata literacy\u201d so that it can be well-understood by the right people. <\/p>\n

Janney said Canadian manufacturers could start small with pilot projects to become more accustomed to digital transformation. At his previous employer, for example, using a platform like Salesforce for Manufacturing<\/a> could break down the silos and allow sales people to get immediate insight into customers\u2019 service histories.<\/p>\n

\u201cThey could see the order status \u2014 whether it\u2019s scheduled or awaiting scheduling. They can look at that information even if they were sitting in the parking lot of the customer before they walked into the building,\u201d he said. \u201cThat meant the customer service team\u2019s time was freed up to focus on external customer issues.\u201d<\/p>\n

Technology Fit For The Job<\/b><\/h3>\n

The good news is that technology has matured to surface both operational and business data and bring it together in ways that bring insights to benefit the entire manufacturing organization, Janney said. This includes platforms like Mulesoft<\/a> to assist with data integration, or Tableau<\/a> to visualize and more easily comprehend data, he said. <\/p>\n

Operationally, this means that manufacturers can hone their ability to predict when a piece of machinery is likely to break and plan for maintenance during scheduled downtime, helping to minimize unscheduled downtime. On the business side, it means they\u2019ll get a more accurate read on marketing data or sales win rates to drive greater opportunities with prospects.<\/p>\n

\u201cThe customers you\u2019re serving could be internal or external,\u201d Janney said, \u201cbut this is really about how to take all of this data and make sense of it to benefit the customer \u2014 to really change their experience for the better.\u201d<\/p>\n

<\/span> <\/p>\n","protected":false},"excerpt":{"rendered":"

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