A featured contribution from Leadership Perspectives, a curated forum for enterprise technology leaders, nominated by our subscribers and vetted by the CIOApplications Editorial Board.
Chief Operating Officer at Jensen Precast
Driving Innovation in Precast Concrete
As the COO, my responsibility is to drive growth, enhance profitability, and drive achievement of strategic objectives. This often leads me into areas that brush against technology. I work closely with our technology-related processes, which include PDM/PLM, business intelligence, HRIS, web and commerce, ERP, engineer-to-order, and CRM/CPQ systems. I also help strategize data acquisition using tools like data structures, IoT and PLC.
Technology Challenges in Precast Concrete Manufacturing
Precast manufacturing supports the construction industry, where technology adoption lags advanced industries such as automotive and aerospace. One of the biggest challenges Jensen is addressing in recent years is data management. The precast industry is behind in digital transformation, with many small to mid-sized companies still relying on paper-based or disconnected digital processes. For example, the underground civil sector primarily operates with two-dimensional product and project data, which lacks the capability to integrate with the original design intent.
Areas of our business that have traditionally been paper-based include quality control, safety, and engineering. We have taken steps to digitize, but progress has been cumbersome, and the work is ongoing. While simply storing and retrieving scanned documents is a good first step, it does not constitute true digitization. The desired outcome is to directly connect to key attributes within business processes for enhanced accessibility, greater actionability, and more granularity which facilitates faster adaptations.
Another challenge is the lack of advanced, industry-specific software. For example, we still rely on applications that require specific hardware and software configurations and cannot accommodate a Windows update. We need to collaborate with the advanced technology that is available, but substantial integration work is needed to achieve the holistic and multi-dimensional results we’re aiming for.
While AI is a buzzword across various industries, precast manufacturing has only just begun to consider these changes. A significant amount of foundational 'pick-and-shovel' work is still needed to enable the integration of advanced technologies. Addressing these challenges head on is crucial for innovation.
Technological Advancements
One recent advancement is our transition to three-dimensional product design, which incorporates granular attribute, bill-of-material and document data stored in PDM databases.
After establishing a solid foundation of digitizing products, we’ve advanced toward digital twinning our factories. This includes three-dimensional representations of our plants, along with the machinery and equipment. We are in the initial phases of measuring real-time data, such as heat and temperature, for equipment to ensure operation and predict maintenance. Finally, we are piloting a process digital twin using AI-powered cameras to give operators real-time feedback on process adherence.
Construction Project Management as an Opportunity
Construction is inherently susceptible to change. From completion of plans to the delivery of materials, numerous revisions occur, often leading to duplication and reauthoring of project and product data. Contributors include unidentified completeness gaps, inconsistencies between plans and specifications, a lack of understanding of precast capability, and messy translation of design intent between design and execution. There is also a regular occurrence of custom material, which requires design and approval before procurement. Contractors often face shifts in material needs during construction, varying from their initial plans.
Everyone is excited about AI, which has immense potential. To be effective, we need to feed models our data which is collected through sensoring, IoT and data structuring.
Construction project management presents an opportunity to leverage technology to delivery for faster responses across the supplier-to-contractor interface. Rather than relying on weekly meetings, data dumps, and manual re-entry, adopting digital solutions that automatically sync information cross-platform could help reduce data loss and miscommunication. While some projects use BIM for construction planning, it’s typically not utilized for underground development. If BIM standards were used, we could reduce inefficiencies and delays currently affecting the industry. Digitizing and automating processes could make construction projects more predictable, efficient, and cost-effective.
Another trend is the desire to move toward digital interactions, since people are accustomed to self-service tools in their personal lives. However, on complex construction projects, the idea of a simple 'add to cart' model for self-service transactions is oversimplifying. Transactions involve reviewing plans, providing quotes, and navigating burdensome submittal processes before a sale occurs. That said, aspects of project management—such as scheduling product deliveries—could clearly benefit from self-service. The future of our business lies in rethinking technology to enable digital interactions, work more closely with customer project management systems, reduce data loss, and speed up communication.
Advice to Peers
Navigate technological advancements and explore innovations with a discerning eye. With a vast array of software available, avoid jumping on the latest trend or employing flashy but useless software. Instead, focus on solutions that genuinely benefit your business. Start with exploratory work and develop minimum viable products to test effectiveness. Once a technology shows promise, assess real-world benefits before committing fully to deeper implementations.
Maintain a clear vision while balancing external partnerships with internal capabilities. The right consultants can set a strong trajectory for new initiatives, but relying solely on partners to implement your vision can be risky. Ensure you're equipped to guide them. Build in-house expertise and facilitate knowledge transfer from partners to foster continuous improvement—the foundation of beneficial change that will meet your customers' demands.
Finally, recognize that technology requires ongoing investment. Once your processes and technologies begin delivering value, dedicate resources to their growth. Remember: technology is not static—it requires constant nurturing; if it’s not growing, it’s dying.
