Today's manufacturers require a carefully crafted and implemented mobile strategy that allows them to overcome organizational silos ... rapidly connect personnel, processes and data ... share information seamlessly ... and enable critical decision support when and where required.

1. How Mobility on the Shop Floor
Transforms Manufacturing Operations
A properly crafted and implemented mobile strategy can provide
access to critical shop-floor data on-the-go; eliminate waste; improve
issue resolution and responsiveness; and enhance collaboration among
stakeholders near and far.
Executive Summary
Manufacturing organizations are well aware that
they need to become more agile and adaptive
in order to remain profitable and competitive in
the global economy. Many are already adopting
technologies that can help them better manage
processes and respond faster to market needs
without compromising the safety and security of
human and plant assets.
Among these technologies, mobile computing
has emerged as one way manufacturers can
streamline processes across various organiza-
tional functions, and realize significant operation-
al improvements and productivity enhancements
along the entire value chain.
This white paper describes how manufacturers
can use mobile technologies to enable consider-
ably greater flexibility in transferring data from
the shop floor, to engineering, and to the frontlines
of the organization. Using this next-generation
approach, manufacturers can deliver greater
capabilities to various stakeholders (managers,
supervisors, operators, engineers and marketing
personnel) and provide critical decision support
when and where it is required.
The Manufacturing Imperative
In today’s dynamic business world, manufactur-
ers in every industry are under huge pressure
from various stakeholders across the value chain
to build organizations that are agile and flexible
enough to meet the high demands of a global
market. To achieve this objective, manufactur-
ing companies must find ways to operate in more
efficient, more cost-effective ways.
To accelerate time to market, control costs and
provide capabilities that enhance products and
services and improve the customer experience,
manufacturers are applying methodologies such
as Lean, Six Sigma, total productive maintenance
(TPM) and quality management (e.g., ISO9001) for
example, to streamline processes. They are also
leveraging a variety of technologies to measure
performance data, guide continuous process
improvement, sustain competitive advantage and
increase value for all stakeholders.
Technologies applied in manufacturing are
continuously evolving — promising to optimize
resources, transform processes, facilitate innova-
tion, and enhance the way companies drive busi-
ness growth by improving the customer experi-
• Cognizant 20-20 Insights
cognizant 20-20 insights | august 2013

2. 2
ence. Key to this evolution is the SMAC Stack,™
which includes social, mobile, analytics and cloud
technologies.
• Social networking offers a platform for an
organization’s workforce and leadership to
exchange ideas, troubleshoot problems and
interact with employees to make enterprise-
wide improvements. Social tools can be used
for shop-floor activities such as production-
line quality control, design access and prob-
lem-solving. These tools can also help foster
collaboration and knowledge sharing; improve
research and development (R&D) practices;
enhance product training and product
marketing, and obtain customer feedback.
• Mobile technologies can accelerate the
delivery of business information, and man-
ufacturers now consider it a critical tool for
integrating people, processes and data across
different business silos. Also, recent advances
in mobile technology are liberating information
from the confines of the desktop and making
it possible to deliver it to the organization’s
frontline. This allows marketing and sales
teams to make more informed decisions in real
time and perform critical transactions — all
while on move.
• Big data analytics can uncover hidden
patterns and derive unknown correlations
from large volumes of existing complex data,
as well as provide a means for visualizing
findings in a meaningful form. Manufacturers
can integrate data from marketing, customer
responses, R&D and operations to expose
product and quality gaps; optimize operations;
manage factory scheduling; refine mainte-
nance planning; improve workforce scheduling
and deployment; track components, and
perform predictive analytics.
• Cloud computing allows manufacturers
to process, store, retrieve and analyze
large volume of data in real time — across
platforms and beyond shop-floor and top-floor
boundaries. All with the promise of reducing
overhead, lowering prices and accelerat-
ing installation — with easier scalability and
better collaboration. While many sections of
manufacturing plants can easily shift to cloud-
based systems, companies are cautious due to
security, performance and reliability concerns.
Reviewing the Manufacturing
Enterprise
In manufacturing, product-development activities
and production systems are highly distributed
across plants and geographies. Each manufactur-
ing function uses a diverse set of non-integrated
point solutions from multiple vendors to keep
track of overall production responsibilities and
manage manufacturing operations from central-
ized locations.
These non-integrated point solutions not only
make it difficult for manufactures to maintain
data consistency and integrity; they also make
it costly to update foundational technologies for
achieving critical management goals, such as
uniformly measuring key performance indicators
and deploying best manufacturing practices in a
responsive, efficient and uniform manner.
Also, most functions of the manufacturing
enterprise (the shop floor in particular) rely
on paper documents and templates to capture
transaction and status data from the field, and
to prepare task lists. The information captured
from paper documents is then manually entered
into central databases and stored in various data
formats in different systems. This process can
lead to various issues, including error-prone data
entry, poor work quality, delayed response, a lack
of real-time visibility and overall dissatisfaction
with the results.
Furthermore, as manufacturers grow in size
and complexity, their ability to leverage data to
improve organizational performance, address
market needs and enhance employee delivery
capabilities rapidly diminishes.
These factors inhibit the agility and flexibility
needed to develop new products, manage orders,
plan and schedule production, manage the
workforce and enhance customer services.
Mobile Technologies: Trends
in Manufacturing
The rapidly changing mobile landscape can offer
manufacturers the capabilities needed to gather
accurate information, make processing speed
a competitive advantage, and capitalize on the
intelligence and knowledge gained from every
interaction across the value chain (see Figure 1).
cognizant 20-20 insights

3. Key indications of mobility’s staying power
include:
• Rapid advancements in device computing
cycles — better processing power, improved
user interfaces, smaller form factors, lower
prices and expanded services — are expected to
reduce user frustrations.1
• According to a recent study by Internation-
al Data Corporation (IDC), the world mobile
workforce population is expected to reach 1.3
billion by 2015, representing 37.2% of the total
global workforce.2
• According to another IDC report, smartphone
shipments are expected to reach 957 million
units this year, up 33% from last year.3
• Upwards of 80% of the Fortune 100 companies
will either use or test the iPad for viability to
handle particular business functions.4
These trends suggest that smartphones and
tablets will soon play key roles across all manu-
facturing business functions. Engineers, super-
visors, quality managers, executives and other
stakeholders will be using mobile devices not only
to view business data and make key decisions, but
also to see graphical representations of real-time
work center performance … manage warehouses
… scan barcodes … print labels … analyze and
approve user steps in work processes … perform
quality inspections … and improve customer
services, for example. On the go.
Mobile technology can free up the workforce from
their desks — enabling them to integrate major
improvements into the workspace by redefining
the way they access information, collaborate
on key internal and external transactions, and
embrace more productive and efficient ways of
working.
By combining their existing technologies with
mobile devices, manufacturers can build simple
and intuitive solutions that enable users to com-
municate and collaborate anywhere, anytime.
Figure 2 illustrates the key benefits manufactur-
ers can achieve with mobility.
Assessing Mobility Solutions for
Manufacturing
Since the beginning of this decade, mobile
solutions have been used by many corporations.
However, adoption of mobile solutions in manu-
facturing has lagged behind because of stringent
requirements for industrial-strength devices (e.g.,
heat, shock, water and dirt resistant) and the
sub-par return on investment (ROI) delivered by
previous generations of hand-held solutions.
Recent advances in mobile technologies provide
the essential capabilities manufacturers need
to make critical decisions, using real-time and
historical data available in existing heteroge-
neous systems when and where it is required —
in product R&D, on the shop floor, in the field, in
3cognizant 20-20 insights
Where ‘Going Mobile’ Makes Sense
Source: Cognizant
Figure 1
Current State
Problem
Benefits
User
Quality inspector uses paper for
performing inspection.
Supervisor has to use either a computer,
or review various paper documents to
approve or reject deviations.
Maintenance operator uses paper
documents for performing his daily round
inspection or preventive work execution.
Store operator issues/receives spares,
then uses the desktop to perform
transactions.
Engineering manager uses desktop for
reviewing part changes and performing
task actions (approve or comment).
Supervisor/plant manager has to use
phone or terminal to get WIP status or
production status.
Field person uses phone to describe the
problem to the remote consultant and
has the remote expert suggest solution.
Supervisor has to use desktop to
readtask and perform action
against same.
Quality Inspector
Quality
Supervisor
Maintenance
Operator
Store Operator
Engineering
Supervisor
Plant Manager/
Production Supervisor
Remote Support
Consultant
Production
Supervisor
• Loss of productivity.
• Inaccuracy of data
due to human error.
• Higher time requirement
for review.
• Lower product quality.
• Delay in response.
• Unsatisfied worker.
• Improved Productivity.
• Improved Work Quality.
• Responsive
Worker/Supervisor.
• Real-time Enterprise.
Mobility
Solutions

4. cognizant 20-20 insights 4
the conference room, and in sales and support. A
leading utility company in Europe is successfully
employing mobile solutions for work management
and inventory management by integrating
IBM Maximo, an enterprise asset management
solution, with a mobile antenna framework. The
mobile solutions enable users to report time and
work via the app, measure performance metrics
and analyze data.
Additionally, the high-resolution, built-in camera
features of the current generation of mobile
devices can be used to read barcode/QR codes.
This can facilitate faster and more precise
decision making at the point of need, as well as
enable better collaboration among teams.
Developing and implementing an effective mobile
strategy in manufacturing requires a compre-
How Mobility Benefits Manufacturers
Source: Motorola Solutions Barometer 2011
Figure 2
0% 10% 20% 30% 40% 50% 60%
57.3%
40.7%
40.3%
38.2%
35.8%
35.6%
32.3%
31.5%
28%
25.8%
25.6%
21.9%
19.4%Improve regularly and/or regulatory compliance
Reduce downtime
Improve product quality and/or consistency
Lower labor costs via automated processes
Increase customer/partner satisfaction
Decrease delivery time
Improve on-time delivery rate
Increase production efficiency
Improve order fulfillment accuracy
Decrease employee/manual errors
Improve supply chain performance
Improve business revenue/sales results
Increase employee productivity/efficiency
Putting Mobility to Work for Manufacturers
Source: Cognizant
Figure 3
Integrated View
Flexibility
Security
Scalability
1
2
3
4
5
6
• Eliminate waste in existing systems.
• Improve business productivity.
• Build competitive advantage.
• Employ extensions for complete integration with
heterogeneous systems.
• Bring data closure when, where and to whom it is needed.
• Afford access to real-time and historical data.
• Enable stakeholders to participate in inspection,
approval, reporting and decisions.
• Use across platforms, form factors and operating systems.
• Account for ongoing architectural changes in cloud, big data
and social technologies.
• Ensure that sensitive corporate and production data are protected.
• Implement mobile strategies and policies to ensure compliance,
protection and support.
• Consider technological complexity and the need for a
new technology stack.
• Build sufficient flexibility to adopt to future technologies
by balancing capability and cost.
Access
Information in
Real Time
Productivity
Improvements

5. cognizant 20-20 insights 5
hensive study of an organization’s business
processes, and assessment of the manufac-
turer’s strengths and pain points. Such a study
will help determine the opportunities available
across functions, define a clear mobility adoption
road map, identify solution areas that will see an
immediate impact, and confirm/deploy solutions
in areas that can demonstrate significant ROI
rapidly, and act as a tool for implementing further
large-scale changes.
Also, implementing a mobile strategy in manu-
facturing should take into consideration various
parameters (see Figure 3) that will help bridge
the technology gaps in non-integrated systems
and ensure more agility and efficiency in manu-
facturing.
Figure 4 illustrates scenarios where mobility can
be applied to deliver value for various stakehold-
ers in the manufacturing enterprise. The following
identifies existing system barriers, and highlights
mobile-based enablers that have the potential
to bring manufacturing-wide improvements in
process, collaboration, productivity, performance,
profitability and revenue.
• Product lifecycle management: Manufactur-
ers have come a long way from storing engi-
neering and product data in multiple systems
that complicated the data access process.
Leading manufacturers have invested in
product lifecycle management (PLM) tools to
centralize data storage and improve the way
they innovate, design, develop and manage
the product creation process — enabling these
businesses to enhance products, processes and
profitability.
However, PLM tools often confine engineers
to their offices to review, update and approve
designs, even though they are expected to
have access to engineering product data 24x7
— when and where it is needed — to analyze
and make engineering changes, update design
documents, collaborate with teams, and
approve and sign off on design.
Mobile solutions can facilitate the expansion
of the existing PLM infrastructure — giving
engineers access to design data when and
wherever needed — to support faster, sounder
decision making and contribute more to
continuous product development, program
management and innovation.
Mobile solutions can also help shop floor
personnel gain access to product data, manu-
facturing plans and processes, as well as quality
information, for example, to view up-to-date
information required to assemble or disassem-
ble equipment for maintenance and repair.
• Control plant and equipment: Depending on
their size and process complexity, manufactur-
ers invest heavily in state-of-the-art process
control systems (PLCs, DCS, SCADA, etc.) and
human-machine interface (HMI) technology.
These investments provide plant personnel
with the ability to visualize, monitor and control
Where Mobility Plays Across the Manufacturing Enterprise
Figure 4
PLM
EAM
MES, EMI
LIMS
DMS
OPC
MIMOSA
eSignature
S95
B2MML
21
CFR
Part
11
Mobile Functions
EMS Key products
Standards
Maintenance Management
• Daily round management
• Work management
• Spare management
• Work instruction delivery
• Augmented reality Quality Management
• Quality inspections/Audits
• Deviation cockpit
• Quality buy-off
• Quality sampling
Manufacturing Intelligence
• Production
• Performance
• Maintenance
• Inventory
• Engineering
Control Plant and Equipment
• Real-time information
of equipment
(Scan image/barcode)
• Product traceability
• Recipe execution
• Production reporting
Inventory Management
for Production
• WIP tracking
• Material management
(part picking, etc.)
• Material receipt/issue
Field Service Management
• Customer Information Data
• Warranty/Contract Data
• Asset information
• Job status reporting
• Knowledge and
experience sharing
• Time sheet submission
Product Life-Cycle
Management
• Engineering Change
Management
> 3D Drawing
• Plan building using
> Part explorer
> Approvals
Historian/OPC Server
Smart Manufacturing
Audit trail

6. cognizant 20-20 insights 6
plant assets, analyze production data and noti-
fy plant personnel in the event of a problem.
This translates into less downtime, improved
production and the abil-
ity to manage increasingly
complex operations.
The need to monitor the pro-
cessandpossiblycontrolthe
operations of the industrial
systems from virtually any-
where is becoming hyper-
critical. Manufacturers are
demanding that control-
system product vendors
develop interfaces that
can extend and expand the
functionalities of existing SCADA and PLC sys-
tems to include mobile devices.
The interfaces of mobile devices with high
processing power can be used to access plant
data through high-speed wireless networks
— arming engineers and management with
heightened visibility and full control of their
automation systems, and enabling remote
coordination of engineering maintenance
activities.
Also, with the advances in cellular networks and
the growth of the Internet, wireless devices are
increasingly finding their way onto the manu-
facturing shop floor. Wireless devices offer the
capability to export machine data for machine/
plant HMI, process monitoring and real-time
collection of process data. Smartphones
or tablets can act as a natural platform to
connect to the wireless devices from anywhere,
visualize process data and control equipment
in real time.
Additionally, smartphones and tablets fitted
with data-acquisition devices can offer a more
flexible standardized option to replace fixed
functionality devices. Mobile solutions built
with intuitive buttons, knobs and controls that
mimic standard portable devices (for example,
voltage or current meter) can easily replace the
typical handheld portable devices with fixed
functionality and enhance engineers’ interac-
tion with plant equipment.
• Maintenance management: In manufacturing,
production assets require periodic inspection
and routine maintenance to ensure their avail-
ability and reliability. Most manufacturers still
use paper documents to identify specifications
of these assets and obtain details of required
maintenance activities. This can result in
longer downtime, higher maintenance costs,
inaccurate information and deviations from
regulatory compliance.
So it is important for manufacturers to provide
relevant information and communication capa-
bilities to technicians when and where they
need it. When on the go, technicians should
be able to receive alerts and notifications
about plant process events and assigned tasks;
identify plant information and asset locations;
verify tools and spare parts availability; access
knowledge bases; capture data, and report
work status to the central system in a timely
manner — wherever they may be. This will
enable them to have all the information needed
to perform maintenance more efficiently and
effectively.
Rugged mobile devices that use standard
operating procedures (SOPs) for independent
tasks have emerged in warehouses, distribu-
tion centers and in areas of field operations.
Nonetheless, these devices are costly, difficult
to configure and complex to maintain. Also, the
need for a designated technology stack has
restricted large-scale adoption.
On the other hand, conventional smartphones
and tablets are in a unique position to replace
costly rugged devices and deliver all the
information technicians need to do their jobs
better. Mobile solutions developed for these
devices can give maintenance technicians
access to critical information in the field. The
built-in features of standard mobile devices,
such as high-resolution cameras, GPS, wireless
and Bluetooth, allow technicians to execute
key tasks — thereby lowering service costs,
improving knowledge, reducing paperwork,
cutting equipment downtime and enhancing
overall service efficiency.
In particular, smartphones and tablets are
finding their place in work management, work-
force management, inventory management,
and online and offline data entry.
• Quality management: Improving decision-
making processes, managing time-to-mar-
ket complexities, delivering more value and
ensuring consumer satisfaction are primary
concerns for manufacturers. Developing
quality standards and continually improving
response times are therefore critical to staying
competitive.
Through these standards, manufacturers can
streamline quality processes to reduce variabil-
ity and delays … improve collaboration across
In particular, smart-
phones and tablets
are finding their place
in work management,
workforce management,
inventory management,
and online and offline
data entry.

7. cognizant 20-20 insights 7
the enterprise … combine quality, planning,
budgeting and forecasting processes … and
provide timely, quality data for critical decision
making. These efforts create a feedback loop
that aligns day-to-day operations with key
business goals to achieve best-in-class perfor-
mance.
Mobile solutions can be used to help embed
quality processes across the entire manufac-
turing value chain — from quality inspection of
incoming parts to verification of label printing
and order dispatch. Mobile-based quality
management can help in effectively implement-
ing quality assurance programs and accurately
executing the quality inspection process. It can
also facilitate in-process optimization, collabo-
ration, business planning and decision making.
• Inventory management for production: Man-
ufacturers use a diverse range of processes
and inventory management systems to gain
visibility into their day-to-day business needs,
reduce inventory cost, optimize working capital
and provide a unified customer experience
through the whole order-management process.
In particular, key operational activities in
warehouse management include the receiving
and issuing of raw material for production, and
spare parts management for maintenance.
Large warehouses and distributed material
storage shelves across the warehouse require
operators to move around to locate parts using
paper documents. This makes it necessary for
manufacturers to manage complex material
identification systems to locate, identify and
verify that the right material is issued to service
the order or perform maintenance on time.
Mobile solutions can leverage built-in camera
features to scan QR codes/barcodes and access
material specifications from back-end systems
while on the move. This level of mobility can
help improve material tracking and handling,
reduce manual tasks and costs, and help ensure
that the right level of inventory is available at
all times to manage production and mainte-
nance.
Mobile solutions can be used to provide
accurate data and insights to improve visibility
and gauge future demands. They can also
ensure that the right material is available to
the team to manage production and improve
customer services.
• Field services management: Product compa-
nies typically have a strong services model for
delivering continuous, on-time maintenance to
customers, and bringing in additional revenue
through upsell activities. To ensure optimal cus-
tomer services across their product range, com-
panies usually employ a large number of field
technicians with varied skills and competencies
to perform preventive maintenance.
However, some manufacturers struggle to offer
an integrated infrastructure that provides field
technicians with clear, simple procedures for
performing maintenance, accessing informa-
tion on spare parts, checking the availabil-
ity of parts, confirming warranty and contract
information, and connecting with remote back-
office personnel for support and scheduling.
These capabilities can incur high service-
delivery costs and extend asset downtime —
ultimately resulting in customer dissatisfac-
tion. Also, some manufacturers face challenges
in retaining the knowledge and experience
of their field workforce, which can further
increase service costs.
Mobile solutions should be designed to send
real-time alerts and notifications to field tech-
nicians. This can significantly improve respon-
siveness and issue resolution, and enable
deeper collaboration among technicians and
engineers. Mobile solutions can also provide
transaction capabilities to field technicians —
allowing them to accurately locate customers
via GPS, use RFID/QR code scanning to identify
the asset type and specifications, and feed job
information and report job status to back-office
personnel for consolidation.
This type of integrated service enables
providers to gather more insights, and respond
faster and with more accuracy to problems
typically facing customers — from frequency
of maintenance, to the efficiency of the
workforce, to parts inventory requirements.
Service providers can also establish tools to
help improve customer service and enhance
their competitiveness in the market while
lowering operating costs.
• Manufacturing intelligence: It is becoming
more and more evident that having access
to production status, assets performance,
plant utilization, downtime factors and
various other key performance indicators
(KPIs) using real-time and historical data can
enable executives, sales teams and production
managers to act swiftly — in tune with market
demand and with greater agility.
Mobile solutions can bring these capabilities to all
stakeholders by integrating data from a diverse

8. cognizant 20-20 insights 8
Source: Cognizant
Figure 5
Mobile Strategy Focus Areas
set of applications deployed by operations across
the extended manufacturing enterprise. This
enables frontline teams to make key strategic
decisions, manage customer relationships better
and drive significant value across the business
portfolio.
Looking Ahead
We suggest that manufacturers take a phased
approach to mobility as they seek to transform
shop-floor operations, improve product/service
delivery, better manage core assets and the
workforce, and share insights from the diverse
array of systems across the enterprise. We
believe that mobile solutions can extend the value
of existing infrastructure investments, enhance
existing processes, make the most of an organi-
zation’s workforce, and equip manufacturers with
the tools they need to leverage social networking,
big data analytics and cloud computing technolo-
gies. We strongly contend that “the time is now”
for manufacturers to embrace mobile solutions as
one of the key elements of their overall business
strategy.
Defining a mobile strategy that is aligned with user
needs, the business strategy and current mobile
best practices should specify clear ownership,
and the participation of a cross-discipline team.
This is a crucial first step to achieving opera-
tional excellence. Such a strategy should focus
on business transformation, the user experience,
systems and governance, and consider the
needs of people, processes and technologies
(see Figure 5).
From there, developing a mobile strategy requires
a deep understanding of the specific challenges,
drivers and opportunities your organization faces.
We have developed a five-step approach to help
manufactures create a robust mobility strategy
(see Figure 6).
Most manufacturers have the technological
insights and capabilities to prepare a mobile
strategy. However, their resources often reside
in silos, which can result in a lack of focus. Meth-
odological rigor is required to transform mobile
opportunities into positive business outcomes.
Engaging a strategic mobile partner with a
proven track record in mobility can help create
an accurate picture of current systems and a
strategy for delivering mobile solutions that are
properly orchestrated to transform the manufac-
turing enterprise.
Business
Transformation
User Experience Technology Governance
• Focus on the
opportunity to deploy
mobile solutions
across manufacturing
functions, such as
quality, inventory,
production, etc.
• Identify how these
solutions will reshape
the way current
operations are
performed.
• Determine how to
create a mobile
experience aligned
to user needs.
• Enable
improvement to
productivity while
eliminating waste
in the existing
system.
• Integrate strategy for linking
mobile solutions with non-
integrated shop-floor systems.
• Define the technical
architecture and application
blueprint required to support
mobile user needs today and in
the future.
• Leverage the power of new
mobile technologies. including
NFC, camera, GPS, augmented
reality.
• How to plan, refine
and prioritize mobile
initiatives over time.
• How to manage
access to real time
information on
assets and services
anywhere/anytime.

9. cognizant 20-20 insights 9
A Five-Step for Developing a Mobile Strategy
Source: Cognizant
Figure 6
Footnotes
1
Morgan Stanley report on Internet trends, Slide 49 in the report available at
http://www.slideshare.net/CMSummit/ms-internet-trends060710final.
2.
International Data Corporation (IDC) data point quoted in article of businessnewsdaily available at
http://www.businessnewsdaily.com/1863-mobile-workforce-2015.html.
3.
International Data Corporation (IDC), “IDC’s worldwide quarterly mobile tracker,” reported in
www.eweek.com. Article available at http://www.eweek.com/mobile/smartphone-shipments-to-rise-
33-percent-in-2013-idc/.
4.
IQMS, “Mobility in the Manufacturing Workspace: 8 must have mobile application qualities to increase
operational efficiency.”Available at http://panorama-consulting.com/wp-content/uploads/2010/02/
Mobility_in_the_Manufacturing_Workplace.pdf, page 2.
5
4
3
2
1
Sustain and Optimize: Establish a team of cross-disciplined stakeholders
and empower them with clear mobile governance processes. The team
should review, monitor, evaluate and deploy mobile initiatives to ensure
smooth user adoption.
Define and Develop: Engage with key stakeholders across business units to evalu-
ate the business objectives and define a mobile deployment strategy by clearly
articulating the vision and goals; capability requirements; a solution roadmap; risk
and dependencies; investment, and a process for reviewing benefits and reporting.
Evaluate and Prioritize: Evaluate each of the mobile initiatives with a balanced
cost vs. benefit analysis — taking into account mobile technologies, security needs, user
experiences, project priorities, system integration needs and ROI estimates.
Gather: Engage with cross-discipline stakeholders to determine the business needs and
identify gaps where building mobile capabilities will prove strategic and drive mindshare
among users.
Assess: Manufacturers require different approaches based on the maturity of current systems and
processes. Assessing the maturity of these systems and processes should consider the focus areas —
business transformation, user experiences, technologies and governance — to help address existing
challenges and build a future-proof mobile strategy.
References
• Motorola EMS business and intelligence. “Enterprise mobility barometer 2009.” June, 2009. Available
at http://www.barcoding.com/pDF/2009_Enterprise_Mobility_Manufacturing_Barometer.pdf.
• Gartner. “Annual CIOs survey — 2012.” January, 2012. Available at
http://www.gartner.com/newsroom/id/1897514.
• International Data Corporation (IDC). “Top 10 predictions: IDC Predictions 2012: Competing for
2020.” December, 2011. IDC#231720 Volume 1. Available at http://cdn.idc.com/research/Predic-
tions12/Main/downloads/IDCTOP10Predictions2012.pdf.
• Gartner. ”iPads and Beyond: Top 10 Business Applications for Tablets 2012.” September 27, 2012.
Available at http://my.gartner.com/portal/server.pt?open=512&objID=202&mode=2&PageID=5553&r
ef=webinar-rss&resId=2075131&srcId=1-2920760834&prm=sr_wb_itmcr.
• IQMS. “Mobility in the Manufacturing Workspace: 8 must have mobile application qualities to
increase operational efficiency.” Available at http://panorama-consulting.com/wp-content/
uploads/2010/02/Mobility_in_the_Manufacturing_Workplace.pdf.

10. About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-
sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in
Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50
delivery centers worldwide and approximately 164,300 employees as of June 30, 2013, Cognizant is a member of the
NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing
and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.
World Headquarters
500 Frank W. Burr Blvd.
Teaneck, NJ 07666 USA
Phone: +1 201 801 0233
Fax: +1 201 801 0243
Toll Free: +1 888 937 3277
Email: inquiry@cognizant.com
European Headquarters
1 Kingdom Street
Paddington Central
London W2 6BD
Phone: +44 (0) 20 7297 7600
Fax: +44 (0) 20 7121 0102
Email: infouk@cognizant.com
India Operations Headquarters
#5/535, Old Mahabalipuram Road
Okkiyam Pettai, Thoraipakkam
Chennai, 600 096 India
Phone: +91 (0) 44 4209 6000
Fax: +91 (0) 44 4209 6060
Email: inquiryindia@cognizant.com
­­© Copyright 2013, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is
subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.
About the Author
Pawan Kale is a Principal architect within Cognizant’s Engineering and Manufacturing Solutions Practice.
He has worked in the manufacturing operations management space for the last 15 years. His areas of
expertise include building message oriented middleware-based solutions on various platforms, such as
Rockwell, Invensys, Apriso, GE IP, SAP ME/MII, along with new technologies such as enterprise mobility
and cloud. He holds a bachelor’s degree in chemical engineering U.D.C.T from Mumbai-India Pawan. He
can be reached at Pawan.Kale@cognizant.com.
Venkateswaran (Venki) Kumar is a Senior Consultant within Cognizant Business Consulting. He has
extensive experience in energy, consumer goods and life sciences industries. He has worked and
managed strategic and tactical projects for customers across geographies. As an industrial automation
and technology expert with 10 years of experience, his primary areas of expertise include strategy
development and implementation, build solution strategy, organization design, operational excellence
and innovation. Prior to Cognizant, Venki was employed by IXL Center and by Honeywell. He holds
a bachelor’s degree in Instrumentation and Control Engineering from Madurai Kamaraj University,
India and an M.B.A from Hult International Business School, Boston-USA. Venki can be reached at
Venkateswaran.Kumar@cognizant.com.
Acknowledgments
The authors would like to thank Ratna Sarma Kolachana, who heads Cognizant’s Controls and Operation
Management sub-practice within its Engineering and Manufacturing Solutions Practice, and Phanib-
hushan Sistu, who heads the Center of Excellence within Cognizant’s Engineering and Manufacturing
Solutions Practice, for their contributions to this white paper.
• Mckinsey & Company. “Making Smartphones Brilliant: Ten trends.”June, 2012. Available at
http://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/High%20Tech/PDFs/Making_
smartphones_brilliant_March_2012.ashx.
• “Can Manufacturing Go Mobile?” September 28, 2011. Available at http://www.manufacturing.net/
articles/2011/09/can-manufacturing-go-mobile.