Making The Digital Thread A Reality

John Clemons is a Solution Consultant for Rockwell Automation. He's been working in the field of Manufacturing Technology for over 30 years.

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​From my observations, in the manufacturing industry, new technologies are powering human-centric collaboration across the value chain, from design and production to operations and beyond.

​​Agentic AI, wearable technologies and digital twins are examples of technologies that are changing how work is performed in the manufacturing industry—not by replacing people, but by amplifying their impact. However, I've found that many manufacturers are hard-pressed to apply these technological advances to connect data, systems and processes in ways that support people enterprise-wide.

In my view, what enables people and these new technologies to work together effectively is the digital thread. At the foundation of the digital thread is data that is integrated, contextualized and organized. With the digital thread in place, siloed and static data give way to a continuous flow of information that connects products and processes across manufacturing and the enterprise.

But the digital thread is not always easy to implement. Building on earlier articles that explored what the digital thread is, how it creates business value and the systems and technologies behind it, this article focuses on implementation challenges and how to overcome them.​

Cybersecurity

As manufacturers adopt new technologies and build a digital thread to enable more proactive operations, connectivity across systems increases cybersecurity exposure.

Creating the digital thread requires integrating large volumes of data and moving that data across the enterprise. As this information is contextualized and organized, its value increases, along with the potential for data loss, unauthorized access and operational disruption.

As a result, manufacturers must treat cybersecurity and data privacy as enterprise-wide imperatives. The same connectivity that enables improved visibility and decision-making also increases organizational risk. Manufacturers must move beyond simple prevention and toward a resilience-focused approach. They shouldn't treat practices such as zero trust architecture, threat modeling, penetration testing and immutable ledgers as optional. The NIST Cybersecurity Framework ("Identify, Protect, Detect, Respond and Recover") provides a practical starting point.

Data Silos

Data silos can create a “my data” mindset across organizations. People often end up relying on the data generated or stored in their own silos to make decisions and recommendations. However, deeper insights come from the intersection of product, process, quality and operational data, which often remain fragmented.

The digital thread plays a critical role in breaking down these silos by enabling a shared, consistent view of the data across the enterprise. While operators, supervisors, quality engineers and management might disagree over what actions to take, they can rely on the same underlying facts.

Legacy Systems And Integration

Starting the digital thread journey doesn’t mean manufacturers have to replace all legacy systems with modern systems. In fact, manufacturers may not replace any legacy systems at all—yet still be tasked with creating a digital thread.

Integrating legacy systems can be time-consuming and costly, but it’s often necessary to sustain long-term performance and competitiveness. These systems contain valuable product, process and operational data, and access to that data is often key to whether the digital thread succeeds or falls short.

Reliability And Robustness

Many solutions perform as expected in lab settings, prototype or proof-of-concept phases. AI applications immediately come to mind, but many other technologies present challenges when deployed on the shop floor, where conditions are significantly different than in a controlled lab. Shop-floor demands are greater, with far less room for error.

That means any new technology must be reliable and robust. The shop floor leaves little tolerance for failure, as people depend on technology to perform safely, consistently and without disruption. New technology must withstand production operating conditions. It must also be fast, because people and manufacturing processes cannot wait for systems or data to catch up. The shop floor is not static—it is always changing—and any new technology must be agile enough to adapt to those changes.

While some technologies may perform well in controlled environments, they may struggle at scale and volume. This makes rigorous testing in real‑world environments essential, along with the time needed for performance tuning during implementation and ongoing operations. Manufacturers should only deploy new technology when it can reliably meet those demands.

Implementation Complexity

The digital thread involves large volumes of data, numerous integrations and many moving parts. A failure in one area can limit its effectiveness. That complexity goes beyond technology; it can affect how the organization operates. Understanding this complexity and developing specific plans to manage it is key to the digital thread’s success.

Workforce considerations add to this complexity. People may be resistant to change, particularly when it comes to new technologies, and skills gaps can exist. Communication, training and organizational change management are all key to success on the shop floor, including on‑the‑job, peer and ongoing training, not just classroom instruction.

Looking at the digital thread in its entirety can be daunting, but building it in a piece-by-piece fashion helps manage the complexity. Building resilience into the digital thread is also critical to making sure it doesn’t adversely impact operations. Using industry standards and common technologies, architectures and designs all help manage complexity and keep the digital thread intact.

Investment And ROI

The digital thread requires investment, but building it does not mean replacing everything. In many cases, organizations already have the systems and much of the data they need. The challenge is in the data not being readily available, contextualized or integrated. Manufacturers' focus must be on integrating data and removing silos, not replacing legacy systems for new technology.

Return on investment (ROI) remains critical, but it extends beyond simple payback. When implemented effectively, the digital thread can deliver measurable gains such as increased productivity, reduced costs and improved quality, while also strengthening operational resilience and reducing risk. Manufacturers must build a business case that reflects this broader, risk-adjusted ROI and demonstrates clear business impact.

Identifying Common Obstacles And Leveraging Proven Strategies Is Key

A well-implemented digital thread can deliver strong returns. For many companies, I believe the business case is compelling and the payback period will likely be relatively short. Increased productivity, reduced costs, improved quality and fewer errors are all possible benefits.

The digital thread is not without challenges, but understanding those challenges is half the battle. Identifying common obstacles and applying some proven strategies goes a long way toward making the digital thread a reality.

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