A Rockwell Automation guide to using big data

Rockwell Automation suggests mining companies consider implementing a scalable approach for the management of analytics at an enterprise, system and device level.

This will allow companies to produce, analyse and react to information as close to the source as possible.

Elliott says companies will be significantly more agile by having scalable analytics, giving them faster decision making, improved network speed and performance, the ability to solve problems when they occur, and less risk and cost.

“(The data then) doesn’t have to move up to the cloud and back again depending on where your operations are, and most mining companies have operations all over the globe in remote places,” he says.

“Issues like latency become a problem there where you simply cannot have the same level of performance in one location to another.”

The second approach of Rockwell Automation for taming big data is to help ensure it is given to the right people, for example, mine managers will get the information they need separately from what a maintenance technician receives.

Elliott says there is now a lot of technology available that enables mining companies to transfer the right data to their people in a simple and intuitive way.

“It is really no surprise that someone running a mining operation uses different data to someone in maintenance. However, it is the same data that they look at, but it is just put together in a different way for their specific needs,” Elliott says.

For the mine manager, the information may be presented on a high-level operations data platform, whereas the maintenance technician will receive specific data covering the status of operating assets.

The third approach of Rockwell Automation is to provide the data in the right context so it is used in an efficient way to benefit operations.

Elliott says legacy systems at organisations often create a data “scavenger hunt” where hours are wasted and there is unnecessary equipment downtime because the right information can’t be found when it is needed.

He urges companies to develop systems that work together, something that is also increasingly possible with advances in technology.

“Today’s technology can help you pull together data from completely disparate sources in a simplistic way and give it to people as they need it,” Elliott says.

“You can drastically reduce downtime when a failure occurs or when a maintenance activity takes place have the information required to perform that activity.

“Instead of having your equipment down for multiple hours you are potentially reducing that to a single hour period depending on what the nature of it is.”

The final approach of Rockwell Automation is to develop a data management system that creates meaningful interactions between people.

Elliott says technology should not be viewed as a panacea in this regard and organisations often need to address a multitude of other areas first.

Rockwell Automation, however, points to a technology like virtual reality (VR) as an initiative that has the ability to create these interactions.


For example, VR can enable a virtual walk-through and flyby assessment of conveyor systems on mine sites without requiring a field person to personally inspect the equipment.

Elliott is convinced these approaches will work for mining companies navigating a digital transformation, but reinforces that they should not approach them alone.

He says forming partnerships with industry and technology groups will help guide companies through the process.

“Create meaningful partnerships with your suppliers and industry peers where you have aligned outcomes and accountabilities that really enable you to step-change the speed at which you implement technologies and pursue initiatives,” Elliott concludes.