Why can’t I activate cutcom during rough(_only) operations in a volume roughing sequence. This is only possible when using “profile related” rough_option.
A solid carbide mill can be regrinded, so the new diameter is less than the diameter programmed. This difference is picked up by the cutter compensation on the machine, but there is no possibility to activate it with cutcom in the volume roughing sequence.
One can set all necessary parameters in the volume roughing sequence, but it has no effect or it does not work for rough_only. How can I solve this?
Businesses are failing to prepare for a future led by Artificial Intelligence (AI), virtual reality, augmented reality and holograms, Servion Global Solutions has warned.
While automation has played a role in customer experience for some time, industries are reaching a tipping point – not only are intelligent machines on the verge of taking over, but consumers want them to. Indeed, Servion predicts that, by 2025, AI will power 95% of all customer interactions, including live telephone and online conversations that will leave customers unable to ‘spot the bot’. At the same time, consumer expectations that businesses use visual technologies such as virtual and augmented reality, and holograms, are set to skyrocket. Businesses that fail to prepare for this future now face a severe risk of being left behind by their competitors.
“Quite simply, everything has become commoditised – with organisations struggling to compete on price and product offerings, delivering a better customer experience has become the only differentiator,” commented Shashi Nirale, SVP&GP EMEA at Servion Global Solutions. “Businesses are realising that keeping customers is more profitable than acquiring new ones. If customers aren’t satisfied, the business can suffer a deathly blow to its bottom line. Consumers today already expect automated tills at the supermarket, automatic answers to simple queries on the phone and online, and automated payment at the car park – by the next decade they will expect so much more. Businesses that can only offer the option of struggling against a simple, automated chatbot or answering service will soon find themselves left by the wayside.”
Gartner has predicted that, by 2020, customers will manage 85% of their relationship with the enterprise without interacting with a human. However, in the following decade, even these simpler apps and automated systems will be replaced with advanced AI technologies designed to improve the overall customer experience by being proactive, anticipating customer needs and engaging on an emotional level. Ultimately, only five percent of customer interactions will require human involvement at all. At the same time, technologies such as holograms, virtual and augmented reality, are already seeing a boom in popularity. Interactions such as viewing a holiday rental property in virtual reality; solving technical issues through augmented reality; or greeting shoppers and demonstrating products by hologram will become not just luxuries, but part of the expected customer experience by 2025.
“Businesses that don’t adopt these technologies will become irrelevant in less than a decade,” said Sameet Gupte, CEO of Servion Global Solutions. “The challenge is not deciding whether to adopt, but how to do so quickly and successfully. Success means integrating all communications channels, and being able to add more as they appear. To do this, businesses need to take a holistic view: bringing all communication channels, data and technologies together in a single ‘hub’ that controls all customer interaction. By taking this approach, organisations can ensure they have control over the customer experience, whether it takes place in person or with an AI in virtual reality. Ultimately this means a better customer experience and a business that is ready for the future.”
FinancialForce, the leading Cloud ERP vendor on the Salesforce Platform, today announced the appointment of Fred Studer as Chief Marketing Officer. Studer, former NetSuite CMO, will lead all aspects of FinancialForce’s global marketing efforts.
A photo accompanying this announcement is available at http://www.globenewswire.com/NewsRoom/AttachmentNg/f579999f-f593-4454-bbfe-93dc85565585
Studer’s appointment comes on the heels of another strong year for FinancialForce, in which the company grew more than 40% and reached the $100 million annual revenue run rate milestone. It also follows the recent appointment of former Salesforce senior executive Tod Nielsen to the role of CEO.
“As an enterprise insider with extensive experience in the ERP space, Fred is an ideal marketing visionary who will propel FinancialForce as we move to our next phase of our growth,” said Tod Nielsen, CEO of FinancialForce. “He has a proven track record in building and leading world-class global marketing teams that will be key to cementing our leadership position in the ERP market.”
According to IDC Research, the global ERP software market is expected to exceed $68.4 billion in total revenue in the next five years, with business applications and cloud computing platforms reaching significant inflection points. As a result, more companies are challenged to redefine strategies, business models and customer engagement in order to thrive in the digital economy. Studer’s hire reflects FinancialForce’s drive to build on innovation, leading customer success and services programs, and to address increasing enterprise demand.
“The new model of marketing in the cloud era is about getting aligned with the customer. When you look at Fred’s successes in the industry, that mentality is the underpinning of his actions. Fred has developed a vision of marketing that pushes the scope of today’s adaptive marketing, marketing through the customer rather than to the customer. In his ability to rethink strategy, especially on a global scale, Fred’s philosophy ultimately engenders a global marketing program that is customer-engaged at its core,” said Paul Greenberg, Managing Principal of The 56 Group and author of CRM at the Speed of Light
Studer joins FinancialForce with over two decades of senior leadership experience at notable companies with tenures at Gigamon, NetSuite, Microsoft and Oracle. Most recently at Gigamon, Studer led a brand refresh, improved sales productivity and channel activation. As CMO of NetSuite, he redefined the company’s enterprise strategy and led worldwide marketing initiatives that drove awareness and product adoption.
“All organizations are recognizing that Cloud ERP technology is essential to evolving their business, yet many are still grappling with the transition. FinancialForce simplifies this by helping companies modernize without complexity, delivering a product uniquely attuned to their needs. I’m thrilled to be a part of FinancialForce as it continues its growth trajectory and I look forward to engaging with customers and delivering on our unique customer brand promise,” said Fred Studer, CMO of FinancialForce.
Prior to NetSuite, Fred spent 8 years as General Manager of the U.S. Microsoft Office and Dynamics Businesses. Thereafter, Fred led worldwide marketing, go-to-market strategy and headed the execution of Microsoft Dynamics’ CRM and ERP lines. Responsible for a multi-functional team, Fred’s leadership and drive proved instrumental in the team’s ability to deliver innovative business and marketing strategies on a global scale.
Source: Nasdaq GlobeNewswire
By Phil Lewis. Vice President, Solution Consulting EMEA at Infor.
As manufacturers strive to be on the front line of innovation, they must stop, look, listen and plan their strategy for being the Digital Enterprise of the future. It doesn’t happen overnight, but if manufacturers haven’t started thinking beyond on-premise ERP confined to their own four walls, and examined concepts such as the Internet of Things, Big Data, Mobility and Cloud deployment, they run a risk of soon becoming obsolete.
Defining digital enterprises and the disruption
Digital enterprises are defined by the interconnected, advanced IT solutions which allow manufacturers to use data to be highly strategic, proactive, customer-centric and profitable. Typically, several interoperable solutions are involved, and they are often cloud-based. While many manufacturers have adopted next generation solutions and started to reap the benefits, many analysts believe this disruptive advance in manufacturing is in its infancy. Businesses have only just begun to fathom the potential and engage.
Most analysts agree the full scale disruption is coming; it is only a matter of timing and scope. In a recently published paper, Deloitte commented, “In today’s highly connected world, digital strategy is business strategy. It’s developing new digital capabilities and integrating them across the organisation.”
Elsewhere, Accenture cites a recent survey which examines how businesses, including manufacturers, view this impact. The report states that 81 percent of respondents agree “in the future, industry boundaries will dramatically blur as platforms reshape industries into interconnected ecosystems. Huge efficiencies can and will be gained as businesses continue to master digital technologies internally.”
One element ties all of the definitions and views together: data. The growing influence of meaningful data is the driving force behind this paradigm shift to modern manufacturing and the factory of the future.
Digital Enterprise Stepping Stones
Becoming a Digital Enterprise by 2020 requires advanced planning. It is no simple task, nor is there an “off-the-shelf” product in a box that will suddenly transform a manufacturer into a high performing Digital Enterprise. It is a process, one that often involves multiple phases, outside expertise, investments, and top-level commitment. Without C-level support and backing, which includes a budget, any such plan is doomed to fail. Following this buy in and commitment, there are then common stepping-stones to reaching the status of Digital Enterprise:
1. Prioritise goals and set strategy
Any business undergoing change MUST know what the business wants to achieve and why.
- Be specific with objectives to measure progress toward them.
- Set realistic goals. Don’t over inflate benefits or ignore possible challenges.
- Keep customer satisfaction as a central part of this strategy.
- Include in the strategy definitions of success and how you will measure progress.
- Prioritise and choose goals so the business can achieve early wins in order to build support.
2. Create teams, exploit expertise
Digital transformation success demands clearly defined roles of team members and expectations. This can’t be a low-priority project that gets intermittent commitment.
- Establish a cross-functional team with representatives from every department involved.
- Establish one definitive leader with decision-making capabilities.
- Invest in team building and empowering internal personnel to conduct research and become expects of specific subjects or tasks, such data analysis, configuration tools, or quality control systems.
- Break roles into manageable segments, being careful to not overload one team member or department.
- Involve skeptics as well as enthusiasts. Differing perspective can help bring a balanced panoramic view to the project.
- Turn to industry experts, consultants and product vendors to assist with highly specialised areas. Don’t reinvent the wheel.
3. Optimise market opportunities
Successfully transforming manufacturers must develop an in-depth understanding of the target market, including buyer profiles, buying triggers, and the buying decision process.
- Explore new markets, regions, demographics, and vertical niches.
- In addition to considering expanding, also consider contracting — or specialising on a vertical industry or niche market in order to focus resources.
- Select initiatives that support efforts to reinforce current market positions as well as capture new opportunities. Be opportunistic, while keeping a strategic perspective and grasp of realistic expectations.
- Pursue the opportunities where a business can create product differentiation and offer unique value propositions.
4. Implement, while controlling risk
Successful companies often use a phased approach to deployment of major initiatives, such as becoming a Digital Enterprise. A phased implementation approach provides early wins and chances to refine strategies over time.
- Start with foundational concepts then build from there.
- Get the basics right before moving to more advanced strategies. For example, when deploying a process to automate reaction to sensors, a business must first make sure it can collect and contextualise the data — before the business can begin on automating response to the data.
- Start with technologies which will be used across multiple applications. For example Business Intelligence is used in nearly every application of a Digital Enterprise.
- Consider strong analytics and reporting tools as the prerequisites for moving on to more applications of data.
- Monitor for quality and security issues. As with any new initiative, integrity of data, quality, and security must be considered. Involve experts to minimise risk.
5. Evaluate and refine
Perfection is seldom achieved on the first attempt. Continuous improvement is an important concept that remains critical in manufacturing.
- Evaluate progress at predetermined milestones, making course corrections as needed.
- Keep the whole organisation informed on progress. Celebrate achievement and accept suggestions for improvements.
- Don’t set the goals too low. As expertise improves, so should expectations.
- Measure new revenue or gains versus investment to calculate return. ROI can be less tangible characteristic, such as customer loyalty, recognised leadership, or positioning as the expert company in the field.
These five steps are merely highlights of a path to becoming a Digital Enterprise. Each specific industry within manufacturing will undoubtedly have variations and specific must-do steps which need to be introduced, such as any industry mandates, testing or compliance issues to manage.
Each company will find its own cadence of “plan, research, enact, evaluate” that makes sense for their organisation and stakeholder expectations. One size does not fit all, nor can a cookie cutter format for modernisation be prescribed and expected to be followed precisely. But, based on a thorough evaluation of the data, strategy and opportunity behind digital transformation, it is clear that there is a lot more beyond ERP.