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1 industrie 4.0 levier de la transformation.pptx

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1 industrie 4.0 levier de la transformation.pptx

  1. 1. Industrie 4.0 Les leviers numeriques de la transformation Club Logistique Sud Ouest
  2. 2. Introduction Industrie 4.0 et industrie 3.x La rencontre du virtuel et du réél Moderniser l’appareil productif Excellence operationnelle et competitivité
  3. 3. Les domaines et technologies de l’appareil productif
  4. 4. © CGI France SAS 2011. All rights reserved La conception Produit-Process recouvre l'ensemble des outils et des services d'ingénierie aidant à la conception de pièces, de produits finis, de process, de lignes de production et d'usines. D'une conception produit et process séparée, ce domaine évolue vers une conception largement modélisée et simulée, et surtout conjointe produit/process. Ainsi, l'usine virtuelle consiste à simuler la production d'un bout à l'autre des chaînes de production, permettant d'anticiper les sources potentielles de surcoût ou de non qualité, de pré-paramétrer les machines et équipements afin de réduire les coûts de mise en service d'un nouveau process ou d'une nouvelle ligne.. Les Domaines 4 Conception Produit Process
  5. 5. © CGI France SAS 2011. All rights reserved Le deuxième domaine de l'appareil productif est constitué par le pilotage et le contrôle de l'appareil de production. Trois critères de performance ont été distingués pour mieux préciser les opportunités de modernisation qui lui sont propres : le système de commande (de la commande numérique à l'interconnexion avec l'amont et l'aval de l'usine, en passant par la planification et le pilotage centralisé de la ligne de production), la traçabilité des capteurs de conditions (motion) de la production en passant par le suivi unitaire des pièces produit et la gestion des flux physiques (de l'automatisation de la logistique interne à l'interconnexion logistique externe). Les Domaines 5 Pilotages Controles
  6. 6. © CGI France SAS 2011. All rights reserved Les opérations de fabrication (coeur de la transformation) ont été identifiées comme le troisième domaine caractérisant l'appareil productif. Là aussi, deux critères de performance ont été distingués : la précision (de l'optimisation des techniques existantes, comme l'usinage grande vitesse ou la découpe laser, aux machines intelligentes auto- correctrices) et la flexibilité (des machines multi-supports multi-opérations à la fabrication additive). Les Domaines 6 Opérations de fabrication
  7. 7. © CGI France SAS 2011. All rights reserved Le quatrième domaine recouvre les services liés à l'appareil de production. On y trouve les services d'intégration des différents composants de la ligne de production et les services d'installation et de maintenance des machines de production. Les Domaines 7 Services
  8. 8. © CGI France SAS 2011. All rights reserved Le cinquième domaine, nouveau venu, regroupe les technologies numériques à l’origine du bouleversement de l’Industrie. Sans ces nouvelles technologies, l’Industrie 4.0 n’existerait pas. Difficile d’imaginer une telle révolution sans les apports du Cloud Computing que ce soit pour stocker des données, travailler en collaboration avec des postes distants ou l’utilisation de logiciels en mode SaaS ; sans le BigData Analytics qui améliorera la production via une maintenance prédictive à distance ou permettra d’augmenter son efficacité énergétique ; sans l’Internet Industriel des Objets, ces cyber-objets autonomes aptes à prendre des décisions locales. Les Domaines 8 Les technologies numériques
  9. 9. © CGI France SAS 2011. All rights reserved Relever les defis du decloisonnement des organisations, de l’empowerment, de la multidisciplinarité des équipes autonomes investies d’un pouvoir de decision local , de la formation dans l’action, du changement de modèle de management et de la coeducation intergenerationnelle. Les Domaines 9 Organisation du travail
  10. 10. Au global, au niveau de maturité future correspond une plus grande intégration des différents domaines de l'outil de production. Cette intégration passe par une approche produit/process globale, davantage d'interconnexions entre les machines, l'amont et l'aval de l'usine, mais aussi entre le produit en cours de fabrication et l'outil de production lui-même pour que celui-ci s'ajuste. Synthése sur l’industrie 4.0
  11. 11. Ces technologies transverses qui font exploser les silos : la convergence à tous les étages au service du changement de paradigme industriel
  12. 12. Internet Industriel des objets • Des cyber-objets autonomes aptes à prendre des décisions locales. • Un concept de l'hyper connectivité qui est encore loin de trouver sa place dans les lignes de production, même si elles devront s’adapter pour produire, justement, ces nouveaux produits IdO. • Potentiels Suivre en temps réel un produit tout au long de sa vie et de remonter les informations sur son état et son environnement est un vecteur formidable d’innovation et améliorer la conception de la génération suivante, anticiper les pannes… Meilleure visibilité sur les procédés, des communications directes plus rapides, une distribution optimale des données et des traitements, une réactivité accrue Maintenance prédictive Logistique : s’il manque un composant, l’outil peut de lui-même décider de stopper ses activités, de passer une commande pour réalimenter le stock et alerter les responsables « Ford : un navigateur d'usines qui autorise, via des outils comme Google Earth, d'aller dans une usine, de cliquer sur une machine pour connaître ses caractéristiques... avec la possibilité de prendre contact avec une personne physique présente sur le site ». Une approche retenue par Ford qui, disposant déjà des maquettes numériques de ses sites de production, modélise ses différents sites d'assemblage en 3D. C’est la possibilité d’amener de l’intelligence au plus près des composants/cybers-systèmes, avec pour ces derniers la capacité de décision locale plus prompte.impliquent d'appréhender différemment les applications d'entreprises et l'écosystème connecté pour optimiser les processus métier existants, améliorer la prise de décision et ouvrir le champ des innovations »
  13. 13. Cloud Computing D’abord la gestion et la conception : Venues du monde informatique, il est normal que les premières et principales applications se trouvent plutôt dans la partie gestion, conception (calcul numériqué,PLM, CAO) …que dans la production pure. Dans le domaine industriel, les premiers à avoir été intéressés par le Cloud furent les utilisateurs de logiciels et applications métiers (calcul numérique, PLM, CAO, collaboration...). Ensuite la Production Les entreprises utilisant le Cloud dans la partie Gestion/Conception/Simulation se sont tournées vers les autres postes de l’entreprise et notamment la production ( virtualisation du poste de travail avec les bonnes confi gurations du poste de travail descendront via le Cloud ). . Il est illusoire de vouloir tout mettre dans le Cloud et en particulier ce qui est local. Enfin l’usine connectée Derrière le terme d’Industrie 4.0 se cache l’Usine digitale connectée. La « forme » de ces Usines de demain sera variée, Ce sera la fin des méga-usines desservant le monde, au profit d’infinité d’usines à taille humaine collaborant. 73 % des utilisateurs en entreprise travaillent avec des collaborateurs de différents fuseaux horaires et de différentes régions au moins une fois par mois.
  14. 14. Big data : le big deal • La chaine de valeur des capteurs, des objets connectés , du cloud et du big data • Le data Mining • Les 4 V : vitesse, variété, véracité, valeur . • Big data commercial et big data industriel : la contextualisation de la donnée • Les applications industrielles Energy harvesting Maintenance predictive ( commandes numériques pour les moteurs de machines outils, météorologie, automobile connectée) Pilotage de l’activité économique :
  15. 15. La Maturité des technologies...... Autant pour les technologies précédemment détaillées (conception, contrôle/commande, production…), il était possible de parler des évolutions dans le temps, certaines technologies ayant pratiquement un siècle d’existence, autant pour les nouvelles technologies issues, pratiquement en totalité, du monde numérique, la maturité et le niveau des connaissances restent limités. D’où une maîtrise différente en fonction de la typologie des entreprises proviennent de groupes industriels qui, le plus souvent, ont plusieurs sites implantés mondialement. l'inverse, le nombre de PME est restreint, ce qui semble logique eu égard à l’offre de services encore limité. Le Ministère du Redressement Productif dans son plan « Usine du Futur » va même jusqu’à prendre en compte le parc machines actuel, et souhaite dans un premier temps que les entreprises se mettent à niveau avant de s'attaquer au 4.0. Il est donc primordial qu’elles intègrent la notion de 4.0 dès l’origine, qu'elles en comprennent les enjeux car l'architecture qu'elles vont mettre en place devra être cohérente avec les évolutions futures.
  16. 16. Mais avant tout, libérer les hommes et les organisations !!!

Notes de l'éditeur

  • Within all industries, there is a clear need for organisations to have a Human Capital Strategy to retain business and IT systems knowledge – in government there is a challenge around a changing workforce and the fact that there is a shortage of skills in certain key areas, such as security. The workforce is also becoming increasingly mobile and with this comes a variety of challenges to ensure the right people have the right information securely at the right time.

    Security is a key driver for government organisations. The volumes currently being invested by governments in Europe & Canada on this topic do seem small considering the scale of the potential threat. In many senses, investing in cybersecurity tools, processes and skills is an insurance policy, but it is one that governments are increasingly recognising. For government organizations, they need to assess, monitor and protect against external and internal threats more effectively, whether it relates to national security or protecting data of citizens, employees and military personnel. When it comes to security, our government clients often want to know “How can I ensure I spend my budget wisely on the right level of security and get the most from my investment? Growing demand for third party support means a growing requirement for secure data and systems in the hands of external partners. A shortage of security skills in the public sector compounds the issue, and places a duty of care on providers to demonstrate that they act appropriately, and compliant with regulatory frameworks.

    Government agencies have transformed the way they interact with citizens by aggressively ramping up their use of web and contact center channels. But agencies are now looking at taking the next step in terms of delivering a more personalized service to citizens, based on a better understanding of their current service requirements and interaction with public sector bodies. Within the topic of citizen-centric services, there is a strong focus in this area on self-service, allowing benefits for both citizens (rapid access, ease of use) and providers (cost efficiencies, re-direction of the workforce). The key enabler to successful deployment of Citizen Centric Services initiatives across public services is effective data management. Canada is a world leader in C-CS, with a wide range of services and information already offered online, particularly at state/local level. Europe is diverse: some countries are mature in C-CS, others have different priorities. US has seen a focus on C-CS among local and health bodies, but drags at federal level.

    The amount of data generated and the number of information sources is increasing (including ‘unstructured’ data such as CCTV footage, voice recordings etc.). Meanwhile, the costs of data storage continues to fall. This virtuous cycle is encouraging public sector bodies to make use of this rapidly expanding data pool. While big data is an immature market in general, the public sector is ‘behind the curve’. . Data from across agencies need to be combined - be it police, justice or intelligence agencies. The combined data needs to be interpreted, joined up and then distributed securely. Helping departments to facilitate the flow of data between departments to drive more joined-up thinking and behavior (e.g. healthcare, social care and tax/benefits)

    Beyond big data, there is a growing interest in ‘open data’, and sometimes on a compulsory basis (as is the case in the City of New York following enactment of Public Law 11). Demand for better use of public data to enhance citizen services is growing. CGI’s credentials in secure data exchange (e.g. smart meters, ‘Medicare’) position us to handle sensitive data. And more and more real time data needs to be with the man in the street or the battle field during operations

    IT modernization delivered through new delivery models are transformational programs where new technology solutions in the area of cloud, BI, mobility and security are combined. In the area of IT modernization, public sector austerity measures makes cloud computing increasingly attractive: UK councils face cuts of up to 27%, prompting Westminster Council’s ‘Infrastructure Free’ initiative to cease operating its own infrastructure by 2015. Central initiatives such as: France’s ‘G-Cloud’ data centre will provide standardized services to citizens & public servants. UK’s ‘CloudStore’ framework of pre-approved offerings with defined security credentials has seen a slow early rate of adoption from government agencies. Cloud is being used as a platform for new and more efficient ways of working, such as shared ERP delivery in Norwegian municipalities. Security is a major factor in how public sector bodies engage with cloud, prompting providers to develop models that comply with local data security needs (CGI and KMD building private cloud environments in data centers built locally to address the public sector market (both partnering with Microsoft).

  • Within all industries, there is a clear need for organisations to have a Human Capital Strategy to retain business and IT systems knowledge – in government there is a challenge around a changing workforce and the fact that there is a shortage of skills in certain key areas, such as security. The workforce is also becoming increasingly mobile and with this comes a variety of challenges to ensure the right people have the right information securely at the right time.

    Security is a key driver for government organisations. The volumes currently being invested by governments in Europe & Canada on this topic do seem small considering the scale of the potential threat. In many senses, investing in cybersecurity tools, processes and skills is an insurance policy, but it is one that governments are increasingly recognising. For government organizations, they need to assess, monitor and protect against external and internal threats more effectively, whether it relates to national security or protecting data of citizens, employees and military personnel. When it comes to security, our government clients often want to know “How can I ensure I spend my budget wisely on the right level of security and get the most from my investment? Growing demand for third party support means a growing requirement for secure data and systems in the hands of external partners. A shortage of security skills in the public sector compounds the issue, and places a duty of care on providers to demonstrate that they act appropriately, and compliant with regulatory frameworks.

    Government agencies have transformed the way they interact with citizens by aggressively ramping up their use of web and contact center channels. But agencies are now looking at taking the next step in terms of delivering a more personalized service to citizens, based on a better understanding of their current service requirements and interaction with public sector bodies. Within the topic of citizen-centric services, there is a strong focus in this area on self-service, allowing benefits for both citizens (rapid access, ease of use) and providers (cost efficiencies, re-direction of the workforce). The key enabler to successful deployment of Citizen Centric Services initiatives across public services is effective data management. Canada is a world leader in C-CS, with a wide range of services and information already offered online, particularly at state/local level. Europe is diverse: some countries are mature in C-CS, others have different priorities. US has seen a focus on C-CS among local and health bodies, but drags at federal level.

    The amount of data generated and the number of information sources is increasing (including ‘unstructured’ data such as CCTV footage, voice recordings etc.). Meanwhile, the costs of data storage continues to fall. This virtuous cycle is encouraging public sector bodies to make use of this rapidly expanding data pool. While big data is an immature market in general, the public sector is ‘behind the curve’. . Data from across agencies need to be combined - be it police, justice or intelligence agencies. The combined data needs to be interpreted, joined up and then distributed securely. Helping departments to facilitate the flow of data between departments to drive more joined-up thinking and behavior (e.g. healthcare, social care and tax/benefits)

    Beyond big data, there is a growing interest in ‘open data’, and sometimes on a compulsory basis (as is the case in the City of New York following enactment of Public Law 11). Demand for better use of public data to enhance citizen services is growing. CGI’s credentials in secure data exchange (e.g. smart meters, ‘Medicare’) position us to handle sensitive data. And more and more real time data needs to be with the man in the street or the battle field during operations

    IT modernization delivered through new delivery models are transformational programs where new technology solutions in the area of cloud, BI, mobility and security are combined. In the area of IT modernization, public sector austerity measures makes cloud computing increasingly attractive: UK councils face cuts of up to 27%, prompting Westminster Council’s ‘Infrastructure Free’ initiative to cease operating its own infrastructure by 2015. Central initiatives such as: France’s ‘G-Cloud’ data centre will provide standardized services to citizens & public servants. UK’s ‘CloudStore’ framework of pre-approved offerings with defined security credentials has seen a slow early rate of adoption from government agencies. Cloud is being used as a platform for new and more efficient ways of working, such as shared ERP delivery in Norwegian municipalities. Security is a major factor in how public sector bodies engage with cloud, prompting providers to develop models that comply with local data security needs (CGI and KMD building private cloud environments in data centers built locally to address the public sector market (both partnering with Microsoft).

  • Within all industries, there is a clear need for organisations to have a Human Capital Strategy to retain business and IT systems knowledge – in government there is a challenge around a changing workforce and the fact that there is a shortage of skills in certain key areas, such as security. The workforce is also becoming increasingly mobile and with this comes a variety of challenges to ensure the right people have the right information securely at the right time.

    Security is a key driver for government organisations. The volumes currently being invested by governments in Europe & Canada on this topic do seem small considering the scale of the potential threat. In many senses, investing in cybersecurity tools, processes and skills is an insurance policy, but it is one that governments are increasingly recognising. For government organizations, they need to assess, monitor and protect against external and internal threats more effectively, whether it relates to national security or protecting data of citizens, employees and military personnel. When it comes to security, our government clients often want to know “How can I ensure I spend my budget wisely on the right level of security and get the most from my investment? Growing demand for third party support means a growing requirement for secure data and systems in the hands of external partners. A shortage of security skills in the public sector compounds the issue, and places a duty of care on providers to demonstrate that they act appropriately, and compliant with regulatory frameworks.

    Government agencies have transformed the way they interact with citizens by aggressively ramping up their use of web and contact center channels. But agencies are now looking at taking the next step in terms of delivering a more personalized service to citizens, based on a better understanding of their current service requirements and interaction with public sector bodies. Within the topic of citizen-centric services, there is a strong focus in this area on self-service, allowing benefits for both citizens (rapid access, ease of use) and providers (cost efficiencies, re-direction of the workforce). The key enabler to successful deployment of Citizen Centric Services initiatives across public services is effective data management. Canada is a world leader in C-CS, with a wide range of services and information already offered online, particularly at state/local level. Europe is diverse: some countries are mature in C-CS, others have different priorities. US has seen a focus on C-CS among local and health bodies, but drags at federal level.

    The amount of data generated and the number of information sources is increasing (including ‘unstructured’ data such as CCTV footage, voice recordings etc.). Meanwhile, the costs of data storage continues to fall. This virtuous cycle is encouraging public sector bodies to make use of this rapidly expanding data pool. While big data is an immature market in general, the public sector is ‘behind the curve’. . Data from across agencies need to be combined - be it police, justice or intelligence agencies. The combined data needs to be interpreted, joined up and then distributed securely. Helping departments to facilitate the flow of data between departments to drive more joined-up thinking and behavior (e.g. healthcare, social care and tax/benefits)

    Beyond big data, there is a growing interest in ‘open data’, and sometimes on a compulsory basis (as is the case in the City of New York following enactment of Public Law 11). Demand for better use of public data to enhance citizen services is growing. CGI’s credentials in secure data exchange (e.g. smart meters, ‘Medicare’) position us to handle sensitive data. And more and more real time data needs to be with the man in the street or the battle field during operations

    IT modernization delivered through new delivery models are transformational programs where new technology solutions in the area of cloud, BI, mobility and security are combined. In the area of IT modernization, public sector austerity measures makes cloud computing increasingly attractive: UK councils face cuts of up to 27%, prompting Westminster Council’s ‘Infrastructure Free’ initiative to cease operating its own infrastructure by 2015. Central initiatives such as: France’s ‘G-Cloud’ data centre will provide standardized services to citizens & public servants. UK’s ‘CloudStore’ framework of pre-approved offerings with defined security credentials has seen a slow early rate of adoption from government agencies. Cloud is being used as a platform for new and more efficient ways of working, such as shared ERP delivery in Norwegian municipalities. Security is a major factor in how public sector bodies engage with cloud, prompting providers to develop models that comply with local data security needs (CGI and KMD building private cloud environments in data centers built locally to address the public sector market (both partnering with Microsoft).

  • Within all industries, there is a clear need for organisations to have a Human Capital Strategy to retain business and IT systems knowledge – in government there is a challenge around a changing workforce and the fact that there is a shortage of skills in certain key areas, such as security. The workforce is also becoming increasingly mobile and with this comes a variety of challenges to ensure the right people have the right information securely at the right time.

    Security is a key driver for government organisations. The volumes currently being invested by governments in Europe & Canada on this topic do seem small considering the scale of the potential threat. In many senses, investing in cybersecurity tools, processes and skills is an insurance policy, but it is one that governments are increasingly recognising. For government organizations, they need to assess, monitor and protect against external and internal threats more effectively, whether it relates to national security or protecting data of citizens, employees and military personnel. When it comes to security, our government clients often want to know “How can I ensure I spend my budget wisely on the right level of security and get the most from my investment? Growing demand for third party support means a growing requirement for secure data and systems in the hands of external partners. A shortage of security skills in the public sector compounds the issue, and places a duty of care on providers to demonstrate that they act appropriately, and compliant with regulatory frameworks.

    Government agencies have transformed the way they interact with citizens by aggressively ramping up their use of web and contact center channels. But agencies are now looking at taking the next step in terms of delivering a more personalized service to citizens, based on a better understanding of their current service requirements and interaction with public sector bodies. Within the topic of citizen-centric services, there is a strong focus in this area on self-service, allowing benefits for both citizens (rapid access, ease of use) and providers (cost efficiencies, re-direction of the workforce). The key enabler to successful deployment of Citizen Centric Services initiatives across public services is effective data management. Canada is a world leader in C-CS, with a wide range of services and information already offered online, particularly at state/local level. Europe is diverse: some countries are mature in C-CS, others have different priorities. US has seen a focus on C-CS among local and health bodies, but drags at federal level.

    The amount of data generated and the number of information sources is increasing (including ‘unstructured’ data such as CCTV footage, voice recordings etc.). Meanwhile, the costs of data storage continues to fall. This virtuous cycle is encouraging public sector bodies to make use of this rapidly expanding data pool. While big data is an immature market in general, the public sector is ‘behind the curve’. . Data from across agencies need to be combined - be it police, justice or intelligence agencies. The combined data needs to be interpreted, joined up and then distributed securely. Helping departments to facilitate the flow of data between departments to drive more joined-up thinking and behavior (e.g. healthcare, social care and tax/benefits)

    Beyond big data, there is a growing interest in ‘open data’, and sometimes on a compulsory basis (as is the case in the City of New York following enactment of Public Law 11). Demand for better use of public data to enhance citizen services is growing. CGI’s credentials in secure data exchange (e.g. smart meters, ‘Medicare’) position us to handle sensitive data. And more and more real time data needs to be with the man in the street or the battle field during operations

    IT modernization delivered through new delivery models are transformational programs where new technology solutions in the area of cloud, BI, mobility and security are combined. In the area of IT modernization, public sector austerity measures makes cloud computing increasingly attractive: UK councils face cuts of up to 27%, prompting Westminster Council’s ‘Infrastructure Free’ initiative to cease operating its own infrastructure by 2015. Central initiatives such as: France’s ‘G-Cloud’ data centre will provide standardized services to citizens & public servants. UK’s ‘CloudStore’ framework of pre-approved offerings with defined security credentials has seen a slow early rate of adoption from government agencies. Cloud is being used as a platform for new and more efficient ways of working, such as shared ERP delivery in Norwegian municipalities. Security is a major factor in how public sector bodies engage with cloud, prompting providers to develop models that comply with local data security needs (CGI and KMD building private cloud environments in data centers built locally to address the public sector market (both partnering with Microsoft).

  • Within all industries, there is a clear need for organisations to have a Human Capital Strategy to retain business and IT systems knowledge – in government there is a challenge around a changing workforce and the fact that there is a shortage of skills in certain key areas, such as security. The workforce is also becoming increasingly mobile and with this comes a variety of challenges to ensure the right people have the right information securely at the right time.

    Security is a key driver for government organisations. The volumes currently being invested by governments in Europe & Canada on this topic do seem small considering the scale of the potential threat. In many senses, investing in cybersecurity tools, processes and skills is an insurance policy, but it is one that governments are increasingly recognising. For government organizations, they need to assess, monitor and protect against external and internal threats more effectively, whether it relates to national security or protecting data of citizens, employees and military personnel. When it comes to security, our government clients often want to know “How can I ensure I spend my budget wisely on the right level of security and get the most from my investment? Growing demand for third party support means a growing requirement for secure data and systems in the hands of external partners. A shortage of security skills in the public sector compounds the issue, and places a duty of care on providers to demonstrate that they act appropriately, and compliant with regulatory frameworks.

    Government agencies have transformed the way they interact with citizens by aggressively ramping up their use of web and contact center channels. But agencies are now looking at taking the next step in terms of delivering a more personalized service to citizens, based on a better understanding of their current service requirements and interaction with public sector bodies. Within the topic of citizen-centric services, there is a strong focus in this area on self-service, allowing benefits for both citizens (rapid access, ease of use) and providers (cost efficiencies, re-direction of the workforce). The key enabler to successful deployment of Citizen Centric Services initiatives across public services is effective data management. Canada is a world leader in C-CS, with a wide range of services and information already offered online, particularly at state/local level. Europe is diverse: some countries are mature in C-CS, others have different priorities. US has seen a focus on C-CS among local and health bodies, but drags at federal level.

    The amount of data generated and the number of information sources is increasing (including ‘unstructured’ data such as CCTV footage, voice recordings etc.). Meanwhile, the costs of data storage continues to fall. This virtuous cycle is encouraging public sector bodies to make use of this rapidly expanding data pool. While big data is an immature market in general, the public sector is ‘behind the curve’. . Data from across agencies need to be combined - be it police, justice or intelligence agencies. The combined data needs to be interpreted, joined up and then distributed securely. Helping departments to facilitate the flow of data between departments to drive more joined-up thinking and behavior (e.g. healthcare, social care and tax/benefits)

    Beyond big data, there is a growing interest in ‘open data’, and sometimes on a compulsory basis (as is the case in the City of New York following enactment of Public Law 11). Demand for better use of public data to enhance citizen services is growing. CGI’s credentials in secure data exchange (e.g. smart meters, ‘Medicare’) position us to handle sensitive data. And more and more real time data needs to be with the man in the street or the battle field during operations

    IT modernization delivered through new delivery models are transformational programs where new technology solutions in the area of cloud, BI, mobility and security are combined. In the area of IT modernization, public sector austerity measures makes cloud computing increasingly attractive: UK councils face cuts of up to 27%, prompting Westminster Council’s ‘Infrastructure Free’ initiative to cease operating its own infrastructure by 2015. Central initiatives such as: France’s ‘G-Cloud’ data centre will provide standardized services to citizens & public servants. UK’s ‘CloudStore’ framework of pre-approved offerings with defined security credentials has seen a slow early rate of adoption from government agencies. Cloud is being used as a platform for new and more efficient ways of working, such as shared ERP delivery in Norwegian municipalities. Security is a major factor in how public sector bodies engage with cloud, prompting providers to develop models that comply with local data security needs (CGI and KMD building private cloud environments in data centers built locally to address the public sector market (both partnering with Microsoft).

  • Within all industries, there is a clear need for organisations to have a Human Capital Strategy to retain business and IT systems knowledge – in government there is a challenge around a changing workforce and the fact that there is a shortage of skills in certain key areas, such as security. The workforce is also becoming increasingly mobile and with this comes a variety of challenges to ensure the right people have the right information securely at the right time.

    Security is a key driver for government organisations. The volumes currently being invested by governments in Europe & Canada on this topic do seem small considering the scale of the potential threat. In many senses, investing in cybersecurity tools, processes and skills is an insurance policy, but it is one that governments are increasingly recognising. For government organizations, they need to assess, monitor and protect against external and internal threats more effectively, whether it relates to national security or protecting data of citizens, employees and military personnel. When it comes to security, our government clients often want to know “How can I ensure I spend my budget wisely on the right level of security and get the most from my investment? Growing demand for third party support means a growing requirement for secure data and systems in the hands of external partners. A shortage of security skills in the public sector compounds the issue, and places a duty of care on providers to demonstrate that they act appropriately, and compliant with regulatory frameworks.

    Government agencies have transformed the way they interact with citizens by aggressively ramping up their use of web and contact center channels. But agencies are now looking at taking the next step in terms of delivering a more personalized service to citizens, based on a better understanding of their current service requirements and interaction with public sector bodies. Within the topic of citizen-centric services, there is a strong focus in this area on self-service, allowing benefits for both citizens (rapid access, ease of use) and providers (cost efficiencies, re-direction of the workforce). The key enabler to successful deployment of Citizen Centric Services initiatives across public services is effective data management. Canada is a world leader in C-CS, with a wide range of services and information already offered online, particularly at state/local level. Europe is diverse: some countries are mature in C-CS, others have different priorities. US has seen a focus on C-CS among local and health bodies, but drags at federal level.

    The amount of data generated and the number of information sources is increasing (including ‘unstructured’ data such as CCTV footage, voice recordings etc.). Meanwhile, the costs of data storage continues to fall. This virtuous cycle is encouraging public sector bodies to make use of this rapidly expanding data pool. While big data is an immature market in general, the public sector is ‘behind the curve’. . Data from across agencies need to be combined - be it police, justice or intelligence agencies. The combined data needs to be interpreted, joined up and then distributed securely. Helping departments to facilitate the flow of data between departments to drive more joined-up thinking and behavior (e.g. healthcare, social care and tax/benefits)

    Beyond big data, there is a growing interest in ‘open data’, and sometimes on a compulsory basis (as is the case in the City of New York following enactment of Public Law 11). Demand for better use of public data to enhance citizen services is growing. CGI’s credentials in secure data exchange (e.g. smart meters, ‘Medicare’) position us to handle sensitive data. And more and more real time data needs to be with the man in the street or the battle field during operations

    IT modernization delivered through new delivery models are transformational programs where new technology solutions in the area of cloud, BI, mobility and security are combined. In the area of IT modernization, public sector austerity measures makes cloud computing increasingly attractive: UK councils face cuts of up to 27%, prompting Westminster Council’s ‘Infrastructure Free’ initiative to cease operating its own infrastructure by 2015. Central initiatives such as: France’s ‘G-Cloud’ data centre will provide standardized services to citizens & public servants. UK’s ‘CloudStore’ framework of pre-approved offerings with defined security credentials has seen a slow early rate of adoption from government agencies. Cloud is being used as a platform for new and more efficient ways of working, such as shared ERP delivery in Norwegian municipalities. Security is a major factor in how public sector bodies engage with cloud, prompting providers to develop models that comply with local data security needs (CGI and KMD building private cloud environments in data centers built locally to address the public sector market (both partnering with Microsoft).

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