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Georgia pacific image plus paper vs4/25/2023 ![]() Essentially, according to Shah, it's about democratising that process. Georgia-Pacific has been using SAS to go from being very Python and R specific to a more user-friendly, GUI-based platform, where you don't necessarily need a highly trained data scientist. There aren't that many in the world and most folks who do know how to write in Python and R, they're really good model builders, not necessarily a good programmer. ![]() Therein lies the challenge - data science as a skill set is really hard to hire. We constantly need to do more with those models or make better models. That's where we're looking at and actively using we talked about. Across all of that equipment, terabytes and petabytes of data is produced. Shah said that Georgia-Pacific, unsurprisingly, has a lot of equipment, which it needs to try and operate as smoothly as possible in order to reduce risk. When looking at the company's entire manufacturing operation, Georgia-Pacific divides it into three verticals - process health, asset health, and finally, safety. Georgia-Pacific has been making use of the SAS platform for over the past year, focused on three particular areas. That's why, being able to bridge that knowledge gap, without necessarily spending decades in the mill, but really start looking at IoT data, and then of course integrating AI on it, to figure out what matters and what should be done differently, to stay ahead of trouble? From a process upset, safety, or from a competitive landscape, digital transformation is not really an ‘option', it's really a necessity. When you have 30% of your workforce that know how to make those equipment work and you continue to lose that - particularly as you look at forward-looking, it becomes even tougher. We need to rely on data, AI, and more fact based decisions in general, right? What we've been very aggressively pushing is how do we integrate more data and analytics into our everyday decisions? I'll give you one example, where over the last decade we've lost a lot of our subject matter experts and folks who knew how to run our equipment really well, via attrition, retirement, or otherwise. He said:Īt the highest level of our organisation, the message was pretty simple. Shah explained that the use of data in decision making becomes particularly important when you consider the difficulty in retaining a high knowledge-base workforce. ![]() In addition to this, by making use of the SAS platform, Georgia-Pacific has been able to further democratise the use of data and reduce complex modelling times by more than half. Speaking this week at SAS's Global Forum virtual event, Roshan Shah, VP for collaboration and support center operations at Georgia-Pacific, explained how the company is predicting outages and improving safety via the use of complex data models. However, whilst you might not guess it at first, the use of data is key to Georgia-Pacific's operations and market competitiveness. The company has 30,000 employees, operates out of 180 locations worldwide and has invested $9.4 billion into its operations since 2013. As one of the world's leading makers of tissue, the company has seen a 120% increase in demand during the health crisis as households continue to stockpile toilet paper.Īnd making tissue, pulp and packaging is big business. Even if you haven't heard of Georgia-Pacific, you'll very likely have relied upon the products it makes - particularly during the COVID-19 pandemic.
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