Digitize ineffective communication channels between food services
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In a multi-million dollar manufacturing plant, process flow is critical for optimum results and maximum productivity. A single bottleneck can disrupt workflow, interfere with the functioning of multiple processes and result in losses for a manufacturer. Aberdeen Research states that 82% of companies have experienced unplanned downtime, caused mostly by industrial bottlenecks. Unplanned downtime can cost a company nearly a quarter of a million dollars an hour!
Bottlenecks are caused by a number of reasons – namely, congestions during product flow, an overworked resource, a manufacturing process that lacks throughput, temporary blockcades and operations impeding production. These examples are commonly witnessed in manufacturing plants, and the ongoing challenge for plant operators is to ensure assets are utilized to their maximum capacity without giving way to any hindrance in workflow. The Theory of Constraints validates the presence of bottlenecks fairly well – it hypothesizes that every complex system, including manufacturing processes, consists of multiple linked activities, one of which acts as a constraint upon the entire system – the constraint activity is the “weakest link in the chain”
Bangalore-based IoT startup SwitchOn has decoded how to identify this weakest link in the supply chain and consequently help companies overcome bottlenecks – by using Artificial Intelligence to predict multiple case scenarios and events, enabling real-time manufacturing intelligence from the shop-floor to the top-floor.
Founded by Aniruddha and Avra Banerjee, SwitchOn uses efficient edge computing systems to continuously analyze high-frequency data streams of vibration, temperature and energy consumption in manufacturing plants. This is done by providing “Digital Twins” of heavy assets, whose insights industries can use to monitor plant activity, predict availability and performance bottlenecks in advance.
Digital Twins and Other Technologies That Diagnose Your Plant
SwitchOn can start from legacy equipment or smart equipment to completely digitize them and expose high-frequency data patterns. SwitchOn builds Edge-Compute systems that process data on the shop-floor to reduce the operating costs and increase the vigour of products without having to work with multiple system integrators. The hardware is installed atop the equipment to retrieve data from the equipment in realtime. The company has built proprietary AI-based digital twins of multiple assets operated in the manufacturing industry to understand how the assets operate in the real-world environment. It can automatically recognize operating modes of the assets to identify and predict failures in assets as well as performance bottlenecks.
In addition, there is a scalable workflow created by SwitchOn that allows customers to collaborate on challenges that can be automatically recognised, making it simpler for customers to collaborate with stakeholders ranging from the shop-floor operator to the upper management.
SwitchOn Raises $1 Million in Seed Funding
Earlier this week, SwitchOn made headlines for raising $1mn in seed funding from pi Ventures, India’s first Applied Artificial Intelligence, IoT and Blockchain focused early stage venture fund. Reports claim that Axilor and investors from The Chennai Angels also participated in this round. The company is expected to utilize these funds for strengthening edge-compute architecture and focus on market adoption in overseas markets in Asia Pacific and EU.
The Advent of Scalable, Market-Friendly Solutions in IoT
The fundraise for SwitchOn signals a significant turn for the automation industry in India. According to pi Ventures’ founding partner Manish Singhal, one of the key attractions of SwitchOn was their clear understanding of technology and consumer needs, as well as a minimally intrusive solution – the need of the hour in industrial IoT.
Moreover, SwitchOn’s unique algorithms tap into a combination of vibration data, electrical data and other signals to produce a “Digital Twin” of an asset – allowing for a variety of data for the benefit of the operator such as predictive maintenance, operational transparency, and machine availability.
The additional USP would also be the non-invasive nature of the product, which appears to be in vogue in the industry. According to McKinsey, advances in computer power, software development and networking technologies have made assembly, installation and maintenance of sensors and related products easier.
Plug-and-play technologies with the ability to compute numbers and generate data is a massive value add in industrial setups.
SwitchOn – A Reliable Ally in Factories
The product has already been tested in various industrial setups:
SwitchOn is incubated out of the NASSCOM Center of Excellence IoT Bangalore.
Hello, there from Beyond the Lab!
So, here’s one about Smart Cities.
The Government announced 100 cities as Smart Cities – and there’s been hectic activity in this space.
Our short video takes a look at this space.
Would love to know what you think. Do drop in your comments or email at firstname.lastname@example.org
The post Beyond The Lab: Smart Cities appeared first on NASSCOM Community |The Official Community of Indian IT Industry.
Until a few years ago, the buzz around deeptech was in limited circles. Technologies like AI and computer vision among others were restricted to research labs, educational institutions and select technology companies.
Today, the scenario is wildly different.
Innovation is at an all-time high, evident from the mushrooming of product startups, technology-aware investors, incubators and of course, a strategic advancement in deep tech innovation by enterprises.
Ahead of countries like UK, Germany and Israel, India is the third largest startup ecosystem in the world. Enterprise SaaS, and deep tech startups are largely responsible for India’s status catapulting as an innovation hub. Globally, there are around 3,500 AI startups, based on data from Statista. In India, there are atleast 700 advanced tech startups with AI being one of the fastest growth segments. NASSCOM data reveals that in 2018 alone, there was a 50% increase in the number of advanced tech startups in the country, specifically in areas like AR/VR, IoT, data analytics, blockchain and AI.
So what has changed in India?
A multitude of things. It’s not like the Indian tech industry was averse of new technologies. The 90s initiated a period of economic growth in India thanks to the boom in process outsourcing with this surge continuing well into the first few years of the 21st century. But, the economic crisis of 2008 drastically changed the landscape of the software industry.
The turn of the current decade brought a wave of innovation in India’s technology sector, forcing the industry to explore its USP.
Was it going to continue its legacy as one of the world’s largest outsourcing hubs or was it going to be the next innovation destination?
A number of factors contributed to India gravitating towards fostering innovation in technology, beyond being known as the world’s most cost-efficient outsourcing hub – globalisation of the IT industry, exchange of ideas and industry culture, exposure to innovation overseas and the returns it fetched from a monetary perspective, and finally, a sustained government impetus especially through initiatives like Digital India.
There is immense potential in India’s startup ecosystem today due to the high calibre of engineering graduates from premier institutions and the return of quality data scientists to India. There is a high level of problem solving capabilities, applicable to a high-growth-high-potential market like India. A cursory look at the Indian deep tech startup ecosystem will reveal some common trends – majority of the founders are either young graduates from premier institutes like IIT and IISc or Silicon Valley-returnees, who have spent years developing their skills in data science. And this is where the golden opportunity lies. Enterprises are keenly observing the quality of technical talent present in the ecosystem, as these professionals bring with them a wealth of knowledge and domain expertise in technology – and this is instrumental for a product company to thrive the initial wave of euphoria surrounding startups.
Young startups have already managed to find the perfect amalgamation of technology, especially AI and data science, solving a specific industry challenge – something that has taken IT veterans years to accomplish.
Most startups have a strong idea of solving a particular business problem, and are also working towards building IP. They have realized that IP is what determines their worth, and are seriously looking into filing patents. Where these companies face challenges is establishing scalability of solutions, profit margins, run adequate product testing, and devise competent go-to-market strategies.
This is where enterprises come in.
Over the years, almost every major technology and product company has turned its attention to startups. Be it Bosch, Qualcomm, Intel, NetApp and Walmart among many others, these are some of the most in-demand facilities for product startups to be associated with. These companies are providing startups with a host of facilities to improve product, enhance scale, build profitability, network with quality investors and conduct test-runs for products.
Major enterprises, banking on their stronghold on a specific industry, can provide startups a much-required impetus to strengthen product offerings. World-class accelerators and startup promotion programmes and initiatives are able to provide a strong foundation for fledgling product companies to scale.
Startups and small enterprises can now utilise state-of-the-art labs in GICs and other companies, harness in-house leadership expertise, access cloud credits and open source technologies. Startups can use these as tactical advantages, and focus their energies on problems that can be solved using technology.
Technology companies are now looking for companies that can build products with open APIs for easy integration into their existing data frameworks. The future of innovation in India is possible in harmony, not silos. The Innovation Quotient (IQ) of startups, combined with the seasoned expertise of large-scale enterprises can accelerate India’s position as the next major innovation hub in the world.
At the outset, we would like to congratulate the Securities and Exchange Board of India (SEBI) for taking this positive step towards seeking public comments on an important piece of regulation. As the representative of the information technology industry, we also thank SEBI for this opportunity to present our views and suggestions on the Discussion Paper on Framework for Regulatory Sandbox, which will encourage FinTech to act as an instrument to further develop and maintain an efficient, fair and transparent securities market ecosystem.
Based on inputs from our members and other stakeholders, we have prepared our response, which reviews the various aspects of the draft rules along with our comments and suggestions.
1. Exclusion from sandbox testing
In the draft guidelines, SEBI has provided a list of circumstances under which the solutions/products will not be permitted to be tested in the Regulatory Sandbox. This includes, testing the proposed FinTech solution in an offline test environment before applying for testing in the regulatory sandbox. Failing to meet the limited prior testing of solution should not be a reason to disqualify a participant from entering the sandbox. Most of the FinTech companies especially the start-ups do not have scope for offline testing of solutions before entering or applying for the sandbox.
Suggestion: Limited offline testing of the solution before applying for testing in the regulatory sandbox should be optional for the applicants. There should be a provision for participant firms to test their solutions virtually without entering the real market, if needed. We completely agree with the idea of promoting limited-scale testing of new products in the sandbox, however, there are situations when a test environment does not exist or is barrier in terms of entry into the sandbox. In such cases, there should be a provision for participant firms to test their solutions virtually without entering the real market.
2. Duration of the sandbox testing stage
The duration of the sandbox testing stage is proposed to be a maximum of nine months with a maximum extension (upon request) of three months. While we understand that this time period is greater than the six months’ duration considered as ‘appropriate duration for testing’ by the UK’s Financial Conduct Authority (FCA), it seems to be less in the Indian context given the geographical spread of our country, languages and different levels of access to technology and capital market instruments. Thus, this may not be a viable time frame.
Suggestion: We would like to suggest that applicants should themselves specify the expected time frame for the test and the SEBI should then decide the time frame based on the need to the company. An upper time limit of one year may be provided which should be extendable by another six months based on the merits of such request, if any, from the applicant.
3. Regulatory exemptions
There is a lack of clarity on the legal and regulatory relaxation that would be provided to FinTech companies during the sandbox period. The framework provides a list of requirements that may merit relaxation. It includes, net worth, track record, registration fees, SEBI guidelines, such as technology risk management guidelines and outsourcing guidelines, and financial soundness. While the list is “not exhaustive”, it is not clear what is intended to be covered under “specific regulatory requirements which may be considered for relaxation on case-by-case basis” by SEBI.
Suggestion: SEBI may consider regulations, which enable an effective sandbox and allow it to provide waivers from specific regulations for the sole purpose of testing. As part of the sandbox tools, it can also guide the entity on how the SEBI regulations may apply to the proposed innovation. UK, for example, provides for such tools including – limited authorisation for the purpose of testing, waiver or modification of rules and ‘no enforcement’ action letters. We suggest that SEBI should consider inclusion of these tools to make the sandbox truly useful.
4. Exit strategy
While the proposed framework suggests that the applicant may employ an exit strategy upon completion of testing, it does not outline what should be entailed in the exit strategy.
Suggestion: An acceptable exit and transition strategy should be clearly defined in the event that the
proposed financial service has to be discontinued, or can proceed to be deployed on a broader scale after exiting the sandbox. There should also be an exit plan to ensure a smooth exit from the market in case sandbox participant fails. The companies should have an exit strategy for the pilot run if it has to be terminated without success. This should be presented to SEBI.
5. Submission of information and reports
The draft guidelines says that during the testing period in the sandbox, SEBI may require the participant to submit information relating to the test. The term “information relating to the test” is ambiguous.
Suggestion: SEBI may consider providing an illustrative list of the kind of information that is needed for its regulatory goals.
6. Rights and obligations of the user
The proposed framework says that in the event the user encounters a serious issue or problem while using the solution, the user shall report the same to SEBI, immediately. We are of the view that it is better to have an option for users to send proposals / suggestions / feedback not just in case of serious issues, but for all regulatory concerns. This feedback could be useful for the regulator to take appropriate responses while formulating regulation post exit.
Severe penalty in addition to revocation of approval will be levied on those firms, which implement solutions in the sandbox that are based on Intellectual Property (IP) theft, says the draft rules. IP theft in the context of FinTech may be further detailed by SEBI as software by itself is not patentable in India. However, software can be patented if it is part of an invention that is both inventive and capable of industrial use. Software patents are one of the most contentious issues in Intellectual Property Rights.
7. Need for public consultation
In order to ensure transparency in the regulatory development process through the sandbox, we suggest that SEBI should conduct regular public consultations. While SEBI collects a lot of information as part of regulatory sandbox process, such information is not often made available publicly. SEBI should have a principled disclosure policy, especially when it comes to new regulatory innovations, as it helps all stakeholders to share their views on evolving technology. This norm is adopted in most of the countries and it would serve as an important component in terms of regulatory development process adopted by the regulatory sandbox. For example, in Australia, the Payment Systems (Regulation) Act 1998 requires the Payments System Board (PSB) to conduct public consultations in matters where it proposes the imposition or variation of an access regime or standard. In particular, the PSB is required to publish a notice summarising the purpose and possible effects of its actions, invite people to make submissions within a specified time and consider any submissions that are received.
8. Need to appoint a mentor
Even as the draft guidelines says that SEBI may issue individual guidance to the applicant according to the specific characteristics and risks associated with the proposed solution, we are of the view that ideally a mentor should be allocated to every selected company by SEBI. The move will enable these companies to better understand the regulatory framework and also get hand holding during the different stages of testing.
9. Sandbox approval process
The regulations should provide for a sandbox approval process, which is transparent and has industry participation. We suggest:
1. Application submission (format of to be published by SEBI)
2. Evaluation of the application (a panel should be formed comprising of SEBI and industry representatives. The role of the industry representatives should be to provide inputs on the nature of innovation and the potential benefits to the consumers.)
Publication of approved innovations along with reasons based on which the said innovations were selected.
1. Publication of rejected innovations along with reasons based on which the said innovations were rejected.
2. Publication of progress reports and results of the innovation testing and lessons learnt.
For IT teams, accustomed to traditional methods of separate development and operation, DevOps can be a daunting reorientation. The silo structures, which have been established for years, hardly seem to break up.
DevOps strategies are closely tied to the aspiration to bring new products to market faster and faster. In addition, a collaborative and communication environment significantly improves workflows. However, the implementation of DevOps requires a corresponding culture in the company.
Every change in the company must start with the support of the management level. DevOps is originally a grassroots movement the desire of developers to automate and change the way they work together. However, management must enable this fundamental cultural change and, moreover, ensure that it is organized.
Ultimately, this means maintaining consensus between the departments, which exactly means DevOps for the entire company. The senior management now recognizes that it relies on DevOps for the company to compete. The problem, however, is that managers often do not know how to tackle it.
At the beginning of DevOps, the question arose: “We are the developers, how do we get the management on board?”. Today the management wonders, “We want to do DevOps, how do we get the developers on board?”. One of the mistakes that many companies make is the creation of a completely new position especially for DevOps, rather than effectively merging the existing departments and involving as many DevOps stakeholders as possible.
The human factor of DevOps
The biggest challenge is that people are reluctant to change, for fear of failing. The success of DevOps is based on creating a collaborative environment in which employees trust each other. Companies need to be lean and create a safe environment in which employees approach the business without fear and experimentation.
Every company is able to implement DevOps, but it can be difficult to convey the benefits of transforming everyone on board. The key to DevOps implementation is to establish the DevOps culture in the enterprise. Once this is done, skilled workers, mostly developers, are needed to drive implementation. These should bring the following ten skills:
The post 10 success factors for the DevOps culture appeared first on NASSCOM Community |The Official Community of Indian IT Industry.
A few years ago, patients had to wait in long queues in hospitals waiting for their turn, it was taking a lot of their time and also adding to their transportation costs.
The digital revolution and subsequently the mobile revolution has undergone a major change in the past few years.
Before we know the key reasons why healthcare apps have become such an important necessity, let’s know some important facts and stats. As per Statista, the healthcare sector is estimated to become one of the top revenue contributors and is anticipated to reach a figure of $58.8 billion, jumping from $25.39 billion in 2017.
A report by Research 2 guidelines, states that there are 325k healthcare apps available and another survey from Accenture Consultants points out that the no. of downloads has doubled in the past 2 years.
Patients will use their smartphones to track their health status reports. Doctors can meet their patients where they already are by accessing patients’ portals, that’s easily accessible through mobile devices.
With the patient portal mobile app, the patients will be able to connect instantaneously with the doctors from anywhere and schedule appointments. Patients will be able to track medications they are supposed to take and make sure they don’t miss their medications.
With customized health care apps, people living in rural and far-flung areas can get the best health services. On-demand healthcare apps, enable them to book an appointment with doctors and buy medicines online without having to go anywhere. Additionally, patients will stay updated with new health tips via push notifications.
The Internet of Things, if merged properly with Healthcare Apps can serve crucial critical needs of the patients easily. Medical equipment will have IP addresses and that itself will serve many purposes. IoT will open the doors for simultaneous and instantaneous monitoring, in case of uninterruptible medical emergencies. IoT will ensure that information exchange is totally erroneous-free.
One of the major benefits of healthcare apps is that they assist in reducing medical bill costs. There won’t be expensive bills, as hospitals won’t be able to charge skyrocketing fees at their will.
Healthcare apps will assist patients to monitor their health at a more personal level. Patients can check their salient health parameters, such as calculating their blood pressure, blood sugar level, cholesterol levels, and heartbeats.
This is the prime benefit of healthcare app development. Busy healthcare providers can leverage e-Prescriptions so that they can serve the urgent need of their patients. With a mobile EHR (Electronic Health Record) app, medications can be prescribed to patients electronically irrespective of location and time.
With e-Prescription, the medical practitioner can send the prescription details directly to the medical store or pharmacy if the patient is seriously ill and can’t go by himself/herself.
The healthcare apps can help to execute tasks easily and won’t require many conventional efforts. To sum it up in one sentence, healthcare apps are a win-win for all, the patients, the doctors, medical staff, hospital administrators and they also help to increase brand value and brand awareness of a business. Do consult a leading mobile app development company to develop your healthcare app and utilize its full benefits.
Over the last decade, India’s GCC juggernaut has been firmly established – a journey that began as a back-office support centre has now emerged as the centre on innovation for many MNCs. Global macro-economic developments (H1-B visa issue, Brexit, etc.) are furthering the cause for offshoring to India and increasingly, MNCs are establishing India as their second largest delivery centre outside their headquarter locations.
India’s GCC segment revenue stood at $28.3 billion in FY2019, a 21% share in total exports revenue and it employs over 1 million people. GCCs have matured to enable breakthrough innovation for their parent companies, thus providing a sustainable competitive edge. They are also setting the digital roadmap (AI/ML, Big Data Analytics, IoT, RPA, etc.) for their parent companies and are the key source of digital talent.
In terms of geographic representation, North America headquartered companies account for 70% of GCCs in India followed by Europe (20%). APAC headquartered companies are also increasingly looking to set up GCCs in India. Currently, there are about 100 GCCs from this region; leading the charge are Japan, Singapore and China.
Often, new centres being set up in India are designed as Centres of Excellence (CoEs): In various digital technologies – analytics, blockchain, AI, etc. – focused on growing competencies; Strategic CoEs (product management, state-of-the-art labs) or Market oriented (developing products for emerging markets).
Going forward, GCCs have begun to showcase their autonomy as they increasingly take ownership of complete product portfolios and digital initiatives. They are also extending their span of control to become multi-function global centres.GCC 3.0 – Spotlight On Digital, Partnerships, New Delivery Models & Future Skills
Climate change is preponderant and is going to affect India and the world, technology is the only means left for us to feed many more with much less.
Jatin Singh is Founder & Managing Director at Skymet Weather Services Pvt Ltd and Founder & Director at Gramcover.Jatin launched Skymet in 2003 with the intention of providing reliable and accessible weather forecasts. Skymet has close to 7500 Automated Weather Stations (AWS), 27 lightning detectors and 200 air quality sensors installed across the country. In addition, Skymet has set up about 400 agricultural sensors that enable farmers to understand their crops at a micro scale and thereby maximize their yield.
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