OM in the News: Self-Checkout Era May Be Ending As Major Retailers Shut It Down

 

 

For over a decade, self-checkout was the retail future, speed, convenience, and cost savings. However nine of the largest retailers in the world are kicking these systems to the curb in an unbelievable reversal, reports MSM.com (June 30, 2025).

The numbers are brutal. Theft at self-checkout can be up to 65% higher than at regular lanes, with shrinkage hitting 3.5% of sales compared to just 0.21% with human cashiers. One study found 15% of users admit to stealing at kiosks, and 44% say they’d do it again. That adds up to over $10 billion in losses for food retailers each year. It’s not just career criminals. With no one watching, people blur the lines, blaming tech errors or telling themselves it doesn’t hurt anyone. With self-checkout transactions 16 times more likely to involve theft, stores are realizing the convenience comes at a staggering cost

As retailers like Dollar General and Walmart scale back self-checkout, the industry seeks a new approach balancing efficiency with personalized service. Self-checkout may save on payroll, but it comes with theft, tech breakdowns, customer frustration, and weakened brand loyalty.

Dollar General has taken one of the boldest steps away from self-checkout. Last year, the chain yanked self-checkout from 12,000 of its 20,000+ stores, dropping its earlier push toward 100% self-service locations. Its CEO  blamed “shrink,” or inventory loss, calling self-checkout the company’s biggest obstacle. Remaining kiosks now cap purchases at five items.

Five Below quietly pulled self-checkout from its highest-risk stores, revealing a tough truth, automation doesn’t work everywhere. Returning to staffed lanes did more to curb theft than adding extra security. The data showed that some neighborhoods saw massive spikes in shoplifting when kiosks went unmanned. So the company tailored its checkout systems based on local risk.

Walmart is testing a new tactic: limiting self-checkout access to Walmart+ members in select stores. It’s a bold shift that makes automation feel more like a premium perk than a standard option. The move helps reduce theft by tying kiosk use to verified customer accounts.

Amazon’s grand vision for cashierless shopping hit a wall last year when it dropped “Just Walk Out” from its Fresh grocery stores. The tech, which was supposed to track purchases automatically, relied heavily on human reviewers, over 1,000 people in India checking transactions manually. Some 70% of purchases needing intervention.

Classroom discussion questions:

  1.  Do you think self-checkout is going to fade away?
  2. What technology is needed to improve the system of self-checkout?

 

OM in the News: Starbucks Uses New Technology to Fill Orders Faster

 Starbucks says new technology is helping fix one of its customers’ biggest gripes: waiting too long for their coffee. A technology pilot at dozens of U.S. locations has shaved 2 minutes off the average time to make a beverage ordered inside cafes. Starbucks said 3/4 of orders at the test cafes’ busiest times were completed in 4 minutes or less, nearing its service-time goal, while not delaying mobile orders.

The company plans to soon expand the pilot to hundreds more of Starbucks’s 10,000 U.S. locations as it tries to recapture lost sales and improve customer sentiment. Starbucks is looking to jolt its business after reporting four consecutive quarterly declines in same-store sales. Customers have balked at the chain’s prices and lines, turning to rivals for cheaper and faster coffee, reports The Wall Street Journal (April 30, 2025).

Starbucks’ CEO has said it needs to improve its speed of service, particularly during the morning rush. Earlier this year, about half of in-store orders took longer than 4 minutes. Mobile orders averaged around 6 minutes to complete. Baristas currently handle orders on a first-come, first-served basis. The new algorithm will determine sequencing across cafe counters, drive-throughs and apps.

Starbucks also brought on six engineers who had worked for a software startup that helped restaurants better manage delivery orders. The team helped build the new proprietary order-scheduling algorithm in-house.

Starbucks is also using the new technology to experiment with scheduling specific pickup times for mobile orders. Baristas are learning to time the making of mobile orders based on factors such as order complexity, aiming to prevent drinks sitting out for minutes before a customer arrives. The new order-sequencing algorithm is “rules based,” following a predetermined “if-then” structure, rather than being powered by AI.

The company is harnessing technology in other areas, including improving its staffing levels. Currently it also has a 700-store pilot aimed at putting the right number of workers in cafes based on demand.

Classroom discussion questions:

  1. What process improvement tools in Chapter 7 could Starbucks use to improve ?
  2. From your own experience, what OM suggestions would you give the firm?

OM in the News: Israel, Terrorists, and Global Supply Chains

“Let’s call it Operation Chutzpah,” writes The Wall Street Journal (Sept. 23, 2024). If, as is widely believed, the Mossad detonated pagers and walkie-talkies used by Lebanese Hezbollah terrorists, killing dozens and wounding thousands, it will go down as an intelligence operation for the history books. This strike is the latest in a string of daring operations from the tunnels beneath Gaza to the heart of Tehran by The Startup Nation, as Israel is known in tech circles.

The Hezbollah terrorist group is funded by Iran

The attacks on Hezbollah this week using explosives planted inside electronics highlight the risks and vulnerabilities of technology supply chains. “Every board, every CEO, government, has now woken up today to the fact that products that we buy could be compromised,” said one CEO. “This is weaponizing of the supply chain.”

Many electronics manufacturers outsource production of relatively low-cost items such as pagers, which makes it difficult to track and verify the source of each piece within the final product. Companies often ship their designs for devices off to contract manufacturers who handle sourcing the components and assembly of the final goods.

“There’s multiple distributors, there’s multiple contract manufacturers, there’s multiple boards, there’s multiple locations. It’s just a really confusing array of people” in electronics supply chains, said a UNC prof in The Wall Street Journal (Sept 22, 2024). The complicated, multistep manufacturing process involving often far-flung suppliers introduces risk that parts inside finished products may be counterfeit or manipulated. The added tiers in outsourced manufacturing make it harder for buyers to know where the goods and their components are coming from.

Supply lines for everything from food and medicines to military material are perpetually targeted in armed conflicts, but this week’s attacks mark an audacious effort to embed itself within Hezbollah’s supply chain. Thousands of pagers carried by members of the terrorist group exploded. Then, the next day, walkie-talkies used by the group blew up  in terrorists’ hands across Lebanon. The attack not only damaged communications, but exposed to family and friends that the targeted individuals belonged to Hezbollah.

Western governments have also been cracking down on foreign-made equipment due to national security concerns about spying and cyberattacks. The U.S. just found Chinese cargo cranes used at seaports around the country had embedded technology that could allow Beijing to covertly gain access to the machines.

Classroom discussion questions:

  1. What can be done by the U.S. and other nations to prevent malware or other tools from damaging critical infrastructure?
  2. How was Israel able to manage this feat?

OM in the News: Is Blockchain Fading?

The value proposition of harnessing blockchain technology to transform supply chains is not new, as we discuss in Chapter 11 (see pages 451-2). The idea of a distributed ledger, that is transparent and immutable, lends itself to imagining a world where all participants involved in the process of producing, distributing, storing, selling, and consuming a product can view its origin and status in real time. The benefits of such traceability include improved food safety, reduced fraud and optimization in the distribution of scarce resources.

However, like any emerging technology, the early years of blockchain witnessed the launch of numerous projects and a wide variety of use cases with a mixed level of success. Reports conclude that as many as 92% of those early projects in blockchain have failed, writes Supply & Demand Chain Executive (June 4, 2024). While all early technical experiments don’t turn out as planned, it is critical to look at them closely.

There is a wide range of reasons why technology-led transformations fail: a lack of thorough strategy and planning or an inadequate understanding of what the market needs; insufficient time invested in truly understanding the problem definition; underestimating the time and effort needed for new regulatory frameworks; or simply not being able to access sufficient, affordable, talent at the right time.

These are all real challenges that are also applicable in the blockchain world. A major example is the Australian Stock Exchange blockchain project which was built to transform clearing and settlements. It started in 2016, originally planned for 2.5 years but finally dismantled in 2022. The team had set out to build a private blockchain infrastructure which proved too difficult.

Blockchain applications for supply chain rely on two primary elements: token services and decentralization. Token services, established by companies, facilitate real-time visibility throughout the value chain. Meanwhile, decentralization empowers independent entities to exchange and trust supply chain data securely, all while maintaining privacy. This type of visibility simplifies and automates the overall management of the supply chain and, in practice, reduces inefficiencies and intermediaries, which ultimately reduces overall costs.

But the concept of privacy in the context of a distributed ledger is often viewed as a paradox; that there is no room for privacy in a transparent world. Yet the true nature of a public blockchain operates with the goal of confidentiality.

Classroom discussion questions:

  1. Identify a major blockchain project that has failed.
  2. What makes blockchain success so difficult?

OM in the News: AI is Taco Bell and Pizza Hut’s “Secret Sauce”

Since the pandemic, fast-food chains have increased investing in technologies like digital ordering and more drive-throughs, betting those trends will last, reports The Wall Street Journal (April 2, 2024). Now, pressured by higher labor costs—including California’s new $20 minimum wage law—and inflation-weary customers, more fast-food operators are banking on AI to drive sales and help lower costs.

Yum Brands has worked to consolidate customer data for its four brands.

The explosive growth of generative AI, which has already made its way into sectors like healthcare and retail, is further accelerating the pace at which fast-food chains embrace cutting-edge technologies. While these restaurants have traditionally lagged behind other sectors in technology adoption, that is quickly changing. The chains are finding they must keep pace with increasingly tech-savvy consumers, while keeping labor and other costs in check.

Yum Brands’ “AI-powered”  artificial intelligence shapes nearly every aspect of how its Taco Bell, Pizza Hut, KFC and Habit Burger Grill restaurants are run. The fast-food giant has been increasing its investment in technology and automation. About 45%, or about $30 billion, of Yum’s sales are digital, double the level in 2019.
Yum’s SuperApp, a mobile app for restaurant managers to track and manage operations—Yum calls it “a coach in your pocket”—is testing a generative AI boost. Team members can ask the app questions like “How should I set this oven temperature?” rather than turning to training materials or tapping through an app interface.
The goal is for SuperApp, now in use in more than 8,700 Pizza Hut and KFC locations, to connect technology systems so managers can order ingredients and schedule shifts without leaving the app. SuperApp can also be updated as features are developed, such as with an augmented reality tool for teaching employees how to make new products like Pizza Hut Melts.
Like its competitors, Yum is also testing generative AI’s use for customers, such as voice AI for drive-through orders. The company is also looking into image-recognition AI to count cars and waiting times in a drive-through, as well as digitally linked and managed kitchen appliances
.
Classroom discussion questions:
1. How else could AI be used in managing a restaurant?
2. What is generative AI?

OM in the News: Amazon Integrates Drones for Faster Delivery

Amazon’s plan for drones operating out of the same buildings as traditional delivery vans shows its ambition to have the technology become a regular part of its day-to-day fulfillment operations, writes Supply Chain Dive (Oct. 20, 2023). “The integration aims to help Amazon streamline the retail experience, create a safer and more sustainable delivery model, and deliver products more quickly,” the company said.

An Amazon drone takes flight. Prime Air drones will start deploying at same-day delivery sites rather than standalone facilities

Meanwhile, the plan for new drone delivery locations in the U.S. and abroad expand Amazon’s efforts to scale the emerging transportation method. Amazon has been using drones for nearly a year to deliver packages weighing up to five pounds in one hour or less. In College Station, Texas, Amazon drones have delivered hundreds of household items since 2022.

Amazon noted it eventually wants its drones to fly thousands of times and deliver millions of packages annually for customers. However, the rollout for its drone program has been slow, complicated by reported safety challenges and limited delivery activity in addition to industry-wide hurdles to mass adoption. “We are working closely with national regulators and international regulators, and communities in the EU, Italy, the UK, and the U.S., to develop this program,” Amazon said. “We have committed the necessary time and resources to build a safe and scalable service.”

Amazon has the opportunity to scale up its drone delivery coverage quickly by stationing them at same-day delivery sites. The company plans to double the number of these smaller facilities, which are stationed near metro areas and use a streamlined fulfillment process, in the coming years. “Think of products that fit the size and weight capabilities of the drone — like cold medicines and batteries — we place them close to customers at these sites, which enables us to deliver them at our fastest speeds, and now it makes sense to make deliveries even faster via drones,” Amazon said.

Amazon plans to lean on its MK30 drone to make the deliveries, replacing its existing drones by the end of 2024. The new design can fly twice as far as previous Prime Air drone models, expanding the company’s drone delivery range.

Classroom discussion questions:

  1. What are the advantages of drone deliveries?
  2. Limitations?

OM Podcast #10: Technology in the Hospitality Sector

This week’s podcast is back in the restaurant and hospitality world, with Barry Render hosting Jordan Lomas, Senior Vice President of Information Technology for Darden Restaurants, the largest full-service restaurant company in the world.

 

 

Transcript

A transcript in Word of this podcast will download by clicking on the word Transcript above.

Instructors, assignable auto-graded exercises using this podcast are available in MyLab OM.  See our August 21st blog post with a recording of author and user Chuck Munson to learn how to find these, or contact your Pearson rep to learn more!  https://www.pearson.com/us/contact-us/find-your-rep.html

OM in the News: Robotic Harvesting Systems are Revolutionizing Farming

As we suggest in our text, the trade off between labor and capital investment is ongoing.

Harvesting Robots Are Making Big Leaps

The growing demand for food supply that derives from the continuously increasing population has made agricultural productivity growth an important priority. Labor availability pressure driven by demographics of an aging population, increasing urbanization, climate change and land degradation, as well as certain limitations regarding the arable land availability push forward slowly but steadily, the use of advanced agricultural technologies.

Incorporating such technologies into agricultural production benefits the overall productivity and in turn supports the economic development and growth. (For details, see this new 29 page report titled “A Survey of Robotic Harvesting Systems and Enabling Technologies.”) Additionally, automation in agriculture helps improve the difficult work conditions of farmers and agricultural workers that are generally linked to various musculoskeletal disorders.

Functionalities and hardware typically required by an operating agricultural robot harvester include: (a) vision systems, (b) motion planning/navigation methodologies (for the robotic platform and/or arm), (c) Human-Robot-Interaction (HRI) strategies with 3D visualization, (d) system operation planning and grasping strategies and (e) robotic end-effector/gripper design.

Application of robotic solutions for crop monitoring and harvesting has significant beneficial effects on production profits, enabling faster and easier automated harvest and increasing crop quality and yield. So the development of robotic technologies and their application in agriculture is becoming a growing topic of operations management interest.

 

Classroom discussion questions:

  1. Summarize some of the applications noted in this video and report.
  2. Why is this an operations management issue?

OM in the News: Retailers Tackle Cardboard Overload

The days of tiny online orders shipping to customers in oversized boxes are a step closer to becoming a thing of the past, writes The Wall Street Journal (April 4, 2023).

Big retailers are rolling out machines in their e-commerce distribution operations that make packages sized specifically to fit the items being shipped, potentially reining in some of the big volumes of cardboard generated as online shopping has grown.

Walmart is using machines from packaging-technology company Packsize that take dimensions needed to ship an item, then cut, crease and glue corrugated cardboard to make custom boxes. The machines then label and seal the packages.

Walmart said it has installed machines that churn out custom boxes at 12 of its fulfillment centers, and plans to add the technology to more. It has been able to cut down the amount of cardboard and filler material it uses per order by making individual boxes.

Amazon has also been increasing its use of made-to-fit packaging to ship items from books to shoes. It started using custom packaging in 2016 and is expanding its use of the technology.

Retailers traditionally have used boxes of set sizes to fill online orders, many of them not suited to the enormous array of products now available online. The push to deliver goods faster has also put a premium on speed in fulfillment centers, leading workers to stuff goods in the closest available boxes. But the speed and functionality of machines that make custom boxes has improved in recent years.

The accumulation of cardboard in households, trash heaps and recycling centers has been one visible result of the surge in online shopping in recent years. Each order has added to the boxes reaching Americans’ doorsteps, including containers that can be far bigger than the items inside.

Besides being better for the environment, the made-to-fit boxes can help companies cut shipping costs because the shipments take up less space in trucks and delivery vans.

Classroom discussion questions:

  1. How do companies benefit from better packaging?
  2. Are there other ways to improve packaging beside machines such as the one shown above?

OM in the News: McDonald’s Unveils First Automated Location

McDonald’s opened its first automated restaurant, with machines handling everything from taking orders to delivering the food – and dividing opinions everywhere, reports Fox Business (Dec. 24, 2022). 

OM in the News: Robots Go to Bat in Warehouses

Automatons from Nimble Robotics help fill orders at Puma North America’s warehouse

More robots that can pick up separate objects are moving from laboratories to warehouses as the technology improves and labor-strapped logistics operators look to automation to meet surging demand. Businesses are using software-powered robotic arms to sort clothing and e-commerce parcels, pack bread and industrial supplies, and pick electronics and consumer products from larger bins to prepare orders for delivery.

The technology isn’t replacing human workers anytime soon. But the latest steps show warehouse robots are evolving as the computer vision and software that guide them (see Chapter 7 in your Heizer/Render/Munson text) grow more sophisticated, allowing them to take on more tasks that have been largely done by people.

Puma is using several robotic arms to assemble orders of clothing and shoes at a distribution center in Torrance, Calif. The technology uses a combination of cameras, grippers and artificial intelligence to pluck items from bins that another automated system delivers to workstations usually staffed by people. Remote operators are on hand to assist if the robot has trouble picking up an object. The robots perform with about 99% accuracy, about as well as their human counterparts, and can run for two shifts straight.

Interest in robotic picking is up considerably in the pandemic as e-commerce orders have surged and competition for workers intensified, accelerating broader demand for logistics automation, writes The Wall Street Journal (Jan, 11. 2022). Last year SB Logistics opened a highly automated fulfillment center in Ichikawa, Japan. The center uses robotics technology to pick and pack items including electronics, household products and canned goods. The facility stores about 50,000 products, with robots doing about half the picking, and aims to eventually automate all operations.

Some businesses are deploying high-tech mechanical arms for other distribution work. Bimbo Bakeries uses robotic grasping technology to pick and pack bread. GXO Logistics is using a robotic arm equipped with camera vision to help speed up the order fulfillment process at a warehouse in the Netherlands.

Classroom discussion questions:

  1. What are the OM advantages of using robots in warehouses?
  2. The disadvantages?

OM in the News: The Rise of the Self-Driving Truck

Whatever type of vehicle arrives at the Bay Area headquarters of Aurora, the team can have it running without a driver in just 12 weeks. The transformation involves pulling apart the dashboard, fitting the vehicle with a stack of sensors and computer systems, then installing a “single umbilical” cord to communicate between the vehicle and the self-driving technology.

Aurora has integrated its robotic “Driver” into eight types of vehicle since its founding in 2017. But its system is proving most successful in heavy-duty trucks, which are now a main battleground for autonomous technology as the mass rollout of robotaxis falters. Partnering with Volvo Trucks, Peterbilt, and Kenworth, with a combined US market share of more than 50%, Aurora is a big force in driverless trucking.

truck2

The business case for disrupting the $800 billion U.S. trucking market is clear, writes the Financial Times (March 31, 2021). Two-thirds of America’s consumer goods are transported to market by truck, but laws limiting drivers’ shifts to a maximum of 11 hours mean longer journeys often take several days.

On average 20% of miles driven are empty and not generating revenue, but still generating gas emissions and pollution. The potential for automation to drive consolidation could be easily as big as for cars, as trucks drive 170 billion miles on U.S. highways every year.

Until recently, Silicon Valley has been slow to react to the opportunity. Since Google launched its self-driving car project in 2009, robotaxis have been the sector’s focal point.

A major benefit of self-driving trucks is that the technology they require is simpler to develop. For a driverless ride-hailing service to exist, the car needs to take passengers anywhere in the city. That would require continual mapping to stay up to date, whereas 18-wheelers spend the bulk of their time on the same highways. “It’s basically a straight road where you’re not really even shifting gears, much less having the opportunity to run into a building,” said one industry expert.

Classroom discussion questions:

  1. Why is the potential so great for self-driving trucks ?
  2. What are the weaknesses in using self-driving long-haul trucks?

OM in the News: Manufacturers Pivot to Fulfill an Urgent Need

Headline after headline, we are seeing a wide array of manufacturers embark on major pivots away from their daily offerings to produce an array of products out of necessity. Ventilators, masks, gowns, shields. As the COVID-19 pandemic continues to creep along, the list of products continues to grow. The pivots these organizations are embarking upon are not easy. They require strengths that do not always see the spotlight including a skilled workforce, diverse supply chain, a culture that thrives when facing adversity and strategic investments in technology, writes IndustryWeek (April 23, 2020).

As one Rockwell Automation exec explains: “This type of shift is possible only when operations have been designed and set up for agility.  It is dependent on tools and processes for supply chain planning, availability of materials and people, product lifecycle management, product specifications management, plant configuration flexibility, the flexibility of the manufacturing and equipment, quality control regimens, and tracking and tracing components the product is made up of.” With any new product comes new processes, a heightened importance for these processes to be closely followed, and the need to quickly adapt and scale best practices.

Here are 3 examples of successful pivots: At Naturepedic, expert sewers, together with 3D printing technology, allowed the firm to quickly pivot and produce face masks from organic cotton fabric that was used in the manufacturing of organic mattresses. Abundant 3D printers allowed CMD to pivot from plastic bag production to make the parts for face shields. Previous product development in healthcare gave Vecna Technologies a strong foundation in product development, rapid prototyping, and responsiveness to healthcare needs to quickly produce a ventilator.

Classroom discussion questions:

  1. How has the pandemic altered the product development stages in Figure 5.3 of your Heizer/Render/Munson text?
  2. How is 3D printing becoming an important OM tool?

OM in the News: The History of Supply Chains

In 1970, there was no FedEx, no internet, no PCs, no cellphones, no Amazon, no TSA, no 3D printers, no Google, and  no Uber, writes IndustryWeek (April 17, 2020). Nixon hadn’t gone to China yet, so offshoring wasn’t a major issue. There were no supply chain planning systems, no warehouse management systems, no UPC barcodes, no online marketplaces. It was a much slower-paced economy than the frenetic pace the supply chain moves at now.

In 1970 we didn’t even have anything called the “supply chain.” Although the basic concept of SCM dates back to the 1950s, the actual term “supply chain” wasn’t coined until 1982. How different running a manufacturing operation was in 1970. The EPA wasn’t introduced until late that year, OSHA didn’t launch until 1971, and the trucking and rail industries weren’t deregulated until 1980.

When we wrote the first edition of our textbook, Production and Operations Management, in 1988, we didn’t mention the following: (as they either hadn’t been invented yet or nobody had associated them with SCM): drones, the Internet of Things, same-day delivery, omni-channel distribution, machine learning, Uber-style freight transportation apps, blockchain, cobots, RFID, and virtual reality,

We also didn’t mention the impact the coronavirus would have on supply chains, or any of the other major disruptions we’ve seen in recent years, such as the swine flu of 2009, the Icelandic volcanic eruption of 2010, the Japanese earthquake and tsunami of 2011, or the three deadly hurricanes of 2017.  But we’ve learned that supply chains—and the people managing them—are incredibly resilient. In 25 years people will likely look back at how slow-paced supply chains moved in 2020. Will the convergence of GPS, RFID, wearable and supply chain visibility technologies lead to the point that everybody will carry some sort of ID chip that will make obsolete the idea of cash and credit cards?

Classroom discussion questions:

  1. What technologies have the potential to seriously impact current supply chains?
  2. Will the global move toward sustainability be impacted by the virus pandemic?

OM in the News: Eight Drivers for Manufacturing’s Next 50 Years

In the last several decades, we’ve seen major disruptions to the manufacturing environment. We experienced the “China Price,” which prompted offshoring of manufacturing operations, nearly decimating U.S. manufacturing. More recently we’ve seen the trend toward personalized products, resulting in smaller lot sizes, thus straining traditional economies of scale production. And the “Amazon Effect” of rapid turnaround in orders and delivery times of 2 days or less continues to challenge the longer lead times typical in manufacturing.

“What might manufacturing look like in 2030, or 2070?” asks Industry Week (Feb, 10, 2020). In the future we will still have large-volume, low-mix operations that will continue to harvest the advantages of economies of scale production. However, the competitive dynamics of manufacturing will change for a large portion of the traditional manufacturing world. Industry Week sees 8 drivers to the future:

1. Quality will still be Job 1, but how we achieve it will change. With sensors everywhere, critical operational variables will be exposed.

2. Economies of scale will coexist with economies of one production. 3D printing/additive manufacturing technologies will have matured and will be cost competitive.

3. Because of 3D printing, production will be more closely tied to either the location of these raw materials or the location of the customer.

4. Automation will continue to replace repetitive tasks, and the costs of robots and their control systems will decline to a point where even smaller manufacturers can take advantage of them.

5. Products will be made through naturalistic design and their materials will be functionally graded to combine materials in new ways.

6. Humans and digital tools will not only coexist; they will be tightly integrated through AI. Wearables and exoskeleton supports will increase human performance and improve safety.

7. Strategic partners will collaborate to create end-to-end solutions that manufacturers can deploy with limited tweaking.

8. Manufacturing operations will be guided by a unified architecture that links the edge (asset) to the cloud.

Classroom discussion questions:

  1. What changes do you think will take place in manufacturing in the next decade?
  2.  Where can 3D printing play a role in change?