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Tego AIP for Hospitals

Tego’s Asset Intelligence Platform (AIP) solution delivers efficient hospital asset management processes and outcomes for both management and clinical staff alike.

Learn how you can drive improved quality of care, staff efficiency, and cost containment through effective asset utilization. From capital equipment uptime and condition management to automatic electronic replenishment of consumable inventory, a cost effective asset intelligence platform can get you there fast.

Learn more about how MROHistorian can generate value for your business – view the brochure below.

Digitized Rail – Executives See Maintenance as High Priority

In a recent survey of rail industry executives about the future of digitization in rail operations, it is not a surprise to see that 100 percent of respondents expect digital investments to reap a positive change for their businesses in the short term. The more interesting factor lies within how they expect the change to take shape.

Specifically, the industry sees the highest potential for digitization coming within the specific areas of train control and asset maintenance; there is less enthusiasm, however, for the role of digital change within infrastructure and rolling stock itself.  Do you agree – take our 2 min survey here.

From this, we can infer a number of potential digitization gains that loom largest in the minds of rail operators. Notably, they seek:

Better Turnaround Time – due to the high volume nature of rail transport and especially public transit, asset downtime significantly affects the level of service and exposes visible shortcomings in the public eye. If an operator can use a digital approach to alter the dynamics of maintenance turnaround, it surely will.

Safety – Operational safety is at a premium in the high-passenger-volume arena of public transit. Small issues can quickly turn into outsized negative effects. Executives see digitization as a very real avenue to bolster their safety metrics.

Workforce Education and Expertise – Like many of its industrial peers, the rail sector is not immune to the effects of an aging workforce. Workers with 30+ yrs of experience are poised to take the information they hold in their brains with them when they retire unless organizations find an efficient way to capture and standardize it. Digitization can accelerate and bolster the process of transferring knowledge and training younger workers with “on the job” insight and instructions.

48 percent of rail industry executives see an unbelievably high potential for digitally supported maintenance. Tego has a cost-effective, easy to install solution – to learn about Tego’s asset intelligence platform for transforming rail maintenance and life cycle operations, visit this page.


To schedule a demo and see if Tego can improve the performance of your rail organization, contact us here.

MRO Historian – Business Benefits and ROI Considerations

Validate your ROI with Tego MROHistorian

Understand how OEMs and MRO organizations can realize significant operational savings with MROHistorian – the plug-and-play solution that enables capital-intensive industries to digitize their asset management processes. The business benefits of capturing digital data on assets, parts and components range from reducing labor cost and improved turnaround times, to increased equipment utilization, improved regulatory compliance and enhanced part authenticity and brand security.

Learn more about how MROHistorian can generate value for your business – view the brochure below.

The Link Between Asset Management and Skills Gap Mastery: A Q&A with Tim Butler

“… there really is a sociological aspect to all of this, where some companies will spend tens of millions of dollars on a new system that ultimately fails because the workers on the edge won’t use it.”

In a ranging conversation with Ian Wright at Engineering.com, Tego’s CEO Tim Butler touches a litany of vital considerations when it comes to building an APM strategy that drives business metrics that matter. From quality assurance, to productivity, to workforce engagement, it is not just about connecting assets together. It is about making them smart.

In other words, enabling things to be smart means putting data about a given asset on the asset itself. This can be its birth records, maintenance history, operating instructions, or any other information about how, when and why employees have interacted with it. The asset becomes a repository for information, not just an endpoint that’s flowing information to the cloud. Instead, information can be read from and written to the asset throughout its life, without requiring any cloud connectivity.

That is what makes an asset smart.

Highlights from the conversation include:

The real change with the introduction of PCs was an increase in flexibility. Does that apply in this case as well?

Yes. Think about what we learned in the last 30 years: suddenly, we’re walking around with tablets and phones that have levels of connectivity that were unheard of a few decades ago. Now, I can walk up to an asset and interact with it using my phone or tablet. I can query it and get information from it or write information to it; I’m using the functional and analytic capabilities of those tools to actually do analytics right there at the edge.

Cybersecurity is a major concern associated with the IoT. Does the kind of pervasive asset intelligence you’re talking about introduce new security risks?

From our perspective, it actually provides a new layer of security because all these assets are off the grid. We can enable up to 16 different types of access, where some employees have read/write access, others can only read some types of information and still others can only access  a different set of information. So, you can partition the information in ways you couldn’t before. The technologies we’re familiar with—in terms of password protection, encryption and authentication—can all be applied here, now that we have the storage to be able to do it.

Do you believe this technology can help address the skills gap in manufacturing? If so, how?

If you’re wondering how manufacturers are going to get the next generation of workers—who typically don’t use pen and paper—to actually use digital information, one of the critical elements is having that information at the source, or the edge.

It’s all about automating the process so that people can do it more easily and efficiently—which brings training costs down—making the information as accessible as possible, and it’s about making the information transferable and usable across the organization.

If you’re giving your workers something that basically turns them into automatons, you’re going to have trouble. The flip side is that you still need to replace them in the next ten years. But, if you enable real data on the edge, you’re starting that digitalization, but the knowledge and experience of your technicians feeds that. Now the older workers are saying, ‘Oh, this isn’t going to replace me. I’m actually going to be able to show people how smart I am, because now it’s much easier for me to broadcast that across the company.’

Read the full article here.

To learn about Tego’s asset intelligence platform for high-value edge computing, visit this page.

To schedule a demo about Tego’s role in local data strategy, contact us here.

Zero PM – Pipe Dream or Edging Toward Reality?

A recent article in Pharmaceutical Online on aseptic processes caught our attention, where the Parenteral Drug Association dared to ask the question, “What can be done to achieve zero particulates in parenteral manufacturing?”

The headline took us down a few veins of an important thought-exercise:

1) By presenting the query in these terms, does the PDA know something the rest of of us do not know about the prospects for such a standard?

2) Does discussion of this topic by a high-profile organization portend stricter regulations to come for PM threshold limits?

3) Is the PDA going to provide exact specifications for steps manufacturers can take to achieve zero particulates and sterility assurance?

When reading the piece in its entirely, however, none of these threads received the attention we believed they might. In fact, in the end, the author lands on the most predictable conclusion possible: detection and removal of all particulate matter is not a particularly feasible target for pharmaceutical manufacturers. (See what we did there?).

It is the causes she cites, however, that ended up being the greater surprise.

She seems to pin the core of the issue on the presence of significant variation in manufacturing processes, inspection methods (visual and subvisible), and risk assessments across the industry, and even among multiple sites within a single organization. This “lack of consistency in manufacturing processes,” she says, is what most impedes the effort.

To that, we’d argue it is not necessarily a simplified manufacturing process that will create better knowledge, awareness and protection against the presence particulate matter. Rather, it is a realized digitization of process and safety controls related to environmental monitoring, both within the facility and up and down the value chain, which can serve to materially mitigate the risk of a sterility breach, and limit damage if it occurs.

The author goes on to call out an urgent need to identify defects “at the time of manufacture,” as this can provide valuable insight about where particulates came from, and how to reduce them in the future. To us, this advice stems from a misguided assumption. Aseptic manufacturers aiming to exclude contaminants already do a pretty good job of identifying the presence of impurities. The trouble, it could be said, is they do this job too well.

Paradoxically, whenever an operator handles passive air monitoring equipment such as agar collection media, it opens the door to the possibility of needlessly wasted product, by way of false-positive contamination reports. It is unrealistic to expect a process that does not require humans to complete the job but, in an environment as critically sensitive as aseptic manufacturing, it may be time to move on from a multi-touch workflow that inherently sets the stage for frequent non-conformance alarms. (In this case, post-manufacture contamination of cleanroom monitoring equipment).

The reasons for this are clear. Every time a manufacturing run has a flagged concern, it costs a cool $16,000 just to launch an internal investigation. And the cost of sending a batch to waste that would otherwise be of good quality but for a post-production non-sterility event is $500,000.

Beyond the hard costs, any batch that gets held for investigation, whether it’s contaminated or not, goes to extend the time-to-market timeline. Anything that can be done to limit the chances of contamination during the collection process will reduce the instance of false-positives, remove an entire cost center, and allow products to be released sooner. There are simply fewer flagged batches to contend with.

Going touchless alters the workflow to reduce the number of steps human operators have to take in the course of their job that might lead to a contamination event. It’s that simple. But, how?

Tego’s entire raison d’etre is to allow progressive data to be placed directly onto physical, static assets so that industries can solve long-standing challenges. In aseptic manufacturing, the idea is for passive viable air monitoring equipment to come to life with computing power so that staff members can complete plate collection through a more streamlined procedure, which means they don’t have to touch as many of the plates, or touch them as many times.

In keeping with the PDA’s call for a more uniform approach, better internal collaboration, and open communication between manufacturers, suppliers, and regulatory agencies, touchless environmental monitoring could indeed “increase the feasibility of products being manufactured essentially free of particulate matter.” But, even if such a vision remains aspirational, reduced instance of false-positive contamination is not a bad outcome, either.

How efficient is your process of particulate-spotting?

To learn more about Tego’s touchless monitoring solutions for cGMP environments, please visit this page.

To schedule a demo of Tego’s gamma-proof technology for your aseptic facility, contact us here.

IoT Data’s Human Component: A Q&A with Tim Butler

“…for companies who are grappling with IoT integration … edge computing is becoming a prime opportunity for enhanced employee performance and contribution to the whole.”

Thus begins Tim Butler’s Q&A session with the incomparable David Marshall of VM Blog, who knows quite a bit about the important technology trends and what they mean to business practitioners.

Pegged to the recent AWS launch of Greengrass, an initiative that takes on many of the same issues that Tego’s been working for years to solve, Tim provides ranging perspective on the value that edge computing stands to unlock. Highlights from the session include:

Why did AWS choose to launch on-premises compute solution?

Greengrass seems to explicitly acknowledge that constant data connectivity on edge devices isn’t easy, and it isn’t cheap. Instead, an approach that focuses on the “T” in the IoT (i.e. the “Thing”), which turns parts, components and other objects into smart conveyors of information, does not require constant connectivity or complex software integrations. The trick is in finding an easier way for these things to share their data, which is where AWS appears to be devoting its attention.

Does Greengrass give the IoT a boost to “cross the chasm” into large-scale digitization initiatives?

Wider recognition of the value of placing intelligence on the “T” in the IoT is analogous to companies realizing in the 1980s and 90s that moving away from mainframe computing architectures to desktop PCs could empower their companies to accomplish more. Instead of being locked into singular work streams from their “dumb green” digital terminals, employees could now read, write and store data locally, further their knowledge and understanding, broaden their work context, and produce more powerful daily outcomes.

How do you see the human dynamic changing as edge computing gains steam?

In today’s work environment, it is not uncommon for an employee at the edge to start to feel disconnected, or to feel like they’ve been made into an automaton. However, when data travels with an object, and that object becomes progressively more informed each time it interacts with a human, a funny thing happens. Humans can suddenly absorb and contribute to the organization’s intelligence in ways that add more meaning and context to their roles.

We believe edge computing will yield a better sense of engagement for employees at the edge, empower them to more personally contribute more often to a final outcome. It may just become the perfect expression of man and machine working together.

Read the full article here.

To learn about Tego’s asset intelligence platform for high-value edge computing, visit this page.

To schedule a demo for how Tego can improve your local data strategy, contact us here.

Aviation Week – “Slow Adoption” of Digital Technologies, Despite Vast Potential for Value Creation

In the February issue of Aviation Week, aerospace corporate performance thought leader Dirk de Waart comments on an ongoing trend in aviation: airlines have been slow to adopt digital technologies, despite the promise these new approaches hold to improve equipment uptime and squeeze new efficiencies out of day-to-day operations. The digital focus, he notes, has been largely centered on customer experience matters by leveraging the surge of smartphones to offer what is perceived to be a more personalized level of service. Understandably, airlines are locked into the business of winning customers over, given the tremendous choice air travelers have, and the cutthroat competition that now exists over cost.

Dirk goes on to highlight several specific issues that are holding digitization back:

  • Fragmentation among operational functions and lack of singular, focused ownership to define and implement a cross-functional digital strategy.
  • No articulated return-on-investment in terms the finance organization can understand.
  • Change management challenges that stand in the way of productivity improvements.
  • A perceived chasm between OEMs’ digital promises and what they can deliver. Airlines are asking manufacturers to collaborate more tightly on the digital challenge, hone their understanding of airlines’ operations and develop downstream, value-add solutions that will “talk” to the legacy airline infrastructure.

It is his final point that really caught our attention. At Tego, we have worked with aerospace OEMs for years to digitize information, data and records directly on the parts and components of an aircraft, turning them into smart assets. Such digitization is already allowing for tighter, more accurate supply chain collaboration and pre-delivery inspection upstream, as well as much more efficient maintenance programs downstream. MRO organizations are thus able to effortlessly, digitally read and add data to OEM parts as those parts move through their lifecycles. MROs use these digital records to speed up overhaul processes, drive significant efficiencies and cost savings, and get better visibility into the service life of a plane’s parts and components, thus maximizing their useful life. (Early asset retirement is a perennial drag on the bottom line).  Airlines also take advantage of these digitized smart assets. They are now able to digitally inspect and monitor components and parts to drive significant process efficiencies and address compliance, safety and operational requirements.

There’s a larger inference to be made here about what it is that’s creating barriers to digital technology adoption: basing the IoT discussion on the “I” in the IoT, as opposed to the “T” seems to be one of the major stumbling blocks. A fully connected infrastructure requires large-scale, expensive systems roll-outs and could very well be fueling much of the “where do we start” mentality that Dirk references. We see it as bit ironic, however, when you step back to realize the value from digitization does not require sensors or IP connections. Instead, an approach that focuses on the “T” (i.e. the “Thing”), and turns the parts and components into smart assets carrying their own information, does not require constant connectivity or complex integrations. It enables real transformation from simply making information and intelligence available for consumption by humans and various systems at the asset level, without the significant investments or process disruptions.

What we have seen occur by way of personal computing in the past 30 years for people and processes, is now happening to Things. Embedding information and documents directly into things creates smart assets and distributed intelligence, where data can freely flow to — and be pulled off — of objects. This is the real linkage toward enabling people to do their jobs better, faster, and with greater situational awareness. When that happens, the concept of “disruption management,” where airport, fleet, crew and passenger data come together simultaneously to fully optimize airline operations, may just start to see the light of day.

Read the full Aviation Week article here.

The State of IoT Survey

The State of IoT/Smart Assets Adoption Survey

How do your IoT efforts stack up? Compare yourself to your peers.

Your Opinion Needed on “The State of IoT / Smart Assets Adoption”

Complete our 10 minute survey and see how you stack up!

In addition to getting the results first, you will be entered for a chance to win an Amazon gift card if you share your answers before the close date!*

We aim to reveal where the IoT is proving itself as a game changer and where it still lags behind. Is the promise of the Internet-of-Things (IoT) actually adding value at your company? Are you delaying implementations or forging ahead with it?  Are you keeping up with your peers and competitors?

To begin, start here:


All information will be kept STRICTLY confidential and all participants will receive results in aggregate form.

* Expected study close date is February 28, 2017, subject to change.

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