| | October 20146CIOReviewCopyright © 2014 CIOReview, Inc. All rights reserved. Reproduction in whole or part of any text, photography or illustrations without written permission from the publisher is prohibited. The publisher assumes no responsibility for unsolicited manuscripts, photographs or illustrations. Views and opinions expressed in this publication are not necessarily those of the magazine and accordingly, no liability is assumed by the publisher thereof.CIOReviewOCTOBER - 27 - 2014CIOReview's circulation is audited and certified by BPA International (Audit Pending). Mailing AddressCIOReview44790 S. Grimmer Blvd Suite 202, Fremont, CA 94538T:510.402.1463, F:510-894-8405 October 27 - 2014, volume SE 23 Published by CIOReview To subscribe to CIOReviewVisit www.cioreview.com Editor-in-Chief Pradeep ShankarEditorial StaffSalesT:510.565.7564 VisualizersStephen ThomasArpita GhoshMANUFACTURING TECHNOLOGY SPECIALCIOReviewDaniel Craigdaniel@cioreview.com Kevin Morriskevin@cioreview.com Lawrence Tselawrence@cioreview.com Christine WoodMatthew JacobSandeepaSonia SacharAlex D'SouzaJoshua ParkerRaj KumarShirley FaithPV AcceleratorTM reveals hidden profit opportunities in the capacity utilization trade-offs facing sales, operations and finance."Understanding which products are profitable is an eye-opener, and this puts it at their fingertips as part of the business planning process." -- Gartner Research VP Supply Chain Group "Setting up the PVA Appli-ance was amazingly simple. It took our people no more than 15 minutes. Easiest install ever." --Zhu Te Feng, IT Director, Wolong Electric Motors Group (China)PV AcceleratorTM allows sales and operations to make decisions together, given competing priorities, on what to sell and produce to make the highest profit. Increase your cash contribution by 1 to 4% of revenue.Clients can go live with their own data loaded in PVA in one week, with no drain on IT resources.Contact us to preview PVA with your data­ info@profitvelocity.comwww.profitvelocity.comSame machines. More profit...fasterFor manufacturers with high product/customer variety© Copyright 2014 Profit Velocity SolutionsProfitVelocitySolutions-CIO-Review-Ad-v1.indd 19/23/14 11:32 AMManufacturing is stronger and more productive than at any time in history. It accounts for more than 17 million American jobs. For the first time ever, manufacturing contributes more than $2 trillion to the U.S. economy. That's 12.5 percent of America's GDP. By shifting toward a future of rapid advancement and innovation, U.S. manufacturing is on the cusp of an historic revitalization.With significant deployment of microprocessor driven automation of production, production planning, management and control of shop floor, most processes characterize a high level of dependency on accurate processing and delivery. Set against this backdrop, there seems to be profound rethinking, among the manufacturing leaders of production models, operational processes and supply chain structures.Today, many manufacturing companies operate on thin margins, so wringing every drop of efficiency out of your equipment is crucial to profitability. Manufacturing continues to do more with less, employing lean and agile techniques to optimize operations and maximize product availability.More manufacturers depend on a growing number of new and disruptive technologies to support their mission and maintain competitive advantage. This has put tremendous pressure on CIOs, who must now respond quickly to evolving markets, think in terms of revenue objectives and truly run IT as a business. This means they need to support greater speed, agility and efficiency, even while ensuring quality, compliance and security. The task is daunting.At the same time, CIOs in manufacturing firms are struggling to deal with rise in IT complexity driven by more users, increased locations, new applications, and adoption of cloud computing. As manufacturers embrace trends like Cloud Computing, Unified Communications and BYOD, IT leaders need to deal with rise in IT performance problems such as `application downtime'. If not, they ultimately risk falling productivity. Manufacturing leaders must also satisfy shifting customer and regulatory requirements, drive product and process innovation, and anticipate the impact of potentially disruptive technologies on their business and operating models.On that note, we present to you this special edition on technology for manufacturing industry. We hope this special edition triggers a thought process among manufacturers to reinvent their organizations, align processes for tomorrow and key technologies they should be investing in.Pradeep Shankar Editor-in-Chief editor@cioreview.comRevitalizing Manufacturing Editorial
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