Industrial Automation Is Paying the Price for Failing to Think Big and Invest Bigger:Globaldata – AiThority

The industrial automation sector was not in a great place before COVID-19 struck, having been slowed by flat capital expenditure and declining industrial production, says GlobalData, a leading data and analytics company.The virus has since closed factory after factory worldwide with workers sent home. The reality is that despite much hype over the years, advanced factory automation has not been substituted for human workers at scale.

David Bicknell, principal analyst, Thematic Research at GlobalData, comments: By the time it expires, COVID-19 may have served to at last accelerate an investment in factory automation when the global economy eventually rebounds. But that will take a while.

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Organizations that invested in robotics as part of their automation strategy will have found themselves more likely to keep on running when COVID-19 struck.

Bicknell continues: The fallout from COVID-19 will now focus organizations on the need to automate faster in the medium term, not least to help bridge the productivity gap. Projects like Industrie 4.0, which encompass both the cyber and physical worlds, will attempt to tackle the worlds continuity productivity shortfall. It is a pressing task, made all the more urgent by COVID-19. Had business moved with more alacrity and determination when it had the opportunity, it would be in a different place. Those that missed the boat will have the motivation to prepare themselves better for future crises.

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Inside Chinas COVID-19 clogged supply chain and beyond, its clear that preventing future plant shutdowns means making a greater investment in robotics and automation. In recent years, China has bought more robots than any other country, especially collaborative robots (co-bots). It will now have to start putting them to work.

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Industrial Automation Is Paying the Price for Failing to Think Big and Invest Bigger:Globaldata - AiThority

Automation May Take Jobsbut AI Will Create Them – WIRED

Chances are youve already encountered, more than a few times, truly frightening predictions about artificial intelligence and its implications for the future of humankind. The machines are coming and they want your job, at a minimum. Scary stories are easy to find in all the erudite places where the tech visionaries of Silicon Valley and Seattle, the cosmopolitan elite of New York City, and the policy wonks of Washington, DC, convergeTED talks, Davos, ideas festivals, Vanity Fair, the New Yorker, The New York Times, Hollywood films, South by Southwest, Burning Man. The brilliant innovator Elon Musk and the genius theoretical physicist Stephen Hawking have been two of the most quotable and influential purveyors of these AI predictions. AI poses an existential threat to civilization, Elon Musk warned a gathering of governors in Rhode Island one summers day.

Musks words are very much on my mind as the car I drive (its not autonomous, not yet) crests a hill in the rural southern Piedmont region of Virginia, where I was born and raised. From here I can almost see home, the fields once carpeted by lush green tobacco leaves and the roads long ago bustling with workers commuting from profitable textile mills and furniture plants. But that economy is no more. Poverty, unemployment, and frustration are high, as they are with our neighbors across the Blue Ridge Mountains in Appalachia and to the north in the Rust Belt. I am driving between Rustburg, the county seat, and Gladys, an unincorporated farming community where my mom and brother still live.

I left this community, located down the road from where Lee surrendered to Grant at Appomattox Court House, because even as a kid I could see the bitter end of an economy that used to hum along, and I couldnt wait to chase my own dreams of building computers and software. But these are still my people, and I love them. Today, as one of the many tech entrepreneurs on the West Coast, my feet are firmly planted in both urban California and rural Southern soil. Ive come home to talk with my classmates; to reconcile those bafflingly confident, anxiety-producing warnings about the future of jobs and artificial intelligence that I frequently hear among thought leaders in Silicon Valley, New York City, and DC, to see for myself whether there might be a different story to tell.

If I can better understand how the friends and family I grew up with in Campbell County are faring today, a generation after one economic tidal wave swept through, and in the midst of another, perhaps I can better influence the development of advanced technologies that will soon visit their lives and livelihoods. In addition to serving as Microsofts CTO, I also am the executive vice president of AI and research. Its important for those of us building these technologies to meet people where they are, on factory floors, the rooms and hallways of health care facilities, in the classrooms and the agricultural fields.

I pull off Brookneal Highway, the two-lane main road, into a wide gravel parking lot thats next to the old house my friends W. B. and Allan Bass lived in when we were in high school. A sign out front proclaims that Ive arrived at Bass Sod Farm. The house is now headquarters for their sprawling agricultural operation. Its just around the corner from my moms house, and in a sign of the times, near a nondescript cinder-block building that houses a CenturyLink hub for high-speed internet access. Prized deer antlers, a black bear skin, and a stuffed bobcat adorn its conference room, which used to be the family kitchen.

W.B. and Allan were popular back in the day. They always had a nice truck with a gun rack, and were known for their hunting and fishing skills. The Bass family has worked the same plots of Campbell County tobacco land for five generations, dating back to the Civil War. Within my lifetime, Barksdale the grandfather, Walter the father, and now W.B. (Walter Barksdale) and brother Allan have worked the land alongside a small team of seasonal workers, mostly immigrants from Mexico.

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Automation May Take Jobsbut AI Will Create Them - WIRED

AP Automation helps prevent the growing finance fraud problem – MSDynamicsWorld.com

Fraud is a growing concern for businesses around the world. According to the 2020 AFP Payments Fraud & Control Survey, 81 percent of businesses indicated that they experienced payments fraud in 2019. Accounts Payable (AP) is particularly vulnerable to fraud because its where invoices are approved for payment, but conversely, its also where fraud can be prevented. Fraud is a very costly problem. An average company can lose about 5% of revenue annually due to fraud, or about $3.7 trillion for businesses globally, according to The ACFE [Association of Certified Fraud Examiners] Global Fraud Study.

Fraud can crop up in different parts of the AP process from entering a new vendor in the vendor master file to processing an invoice and can be perpetrated from internal or external sources or a combination of the two. For example, an employee could create a fake vendor account or make changes to an existing one, routing payment to another bank account. Other fraudulent practices include creating a fake bill either for a new or existing vendor issuing duplicate or multiple invoices, or overcharging an invoice and pocketing the difference.

AP departments can spot fraud through some telltale signs, such as consecutive invoice numbers, invoices with P.O. boxes only, and those from unknown vendors. Other tipoffs include a check amount that is just under the threshold requiring a second approver, or a larger cost that is split up into smaller invoices to avoid hitting that threshold.

The good news is that AP departments can implement best practices to help prevent fraud. Following are four such strategies that leading AP leaders are implementing in their organizations:

Since fraud is primarily perpetrated by humans, AP departments can significantly prevent fraud by removing humans from the process as much as possible. The goal is to achieve straight-through processing, in which an automated system handles all steps and validations according to set rules, and sends the invoices directly to payment without any human intervention. In reality, typically there are exceptions that dont match the rules in the system, or instances where critical invoice information is missing. Because of this, while organizations aim to have their automated system handle an increasing number of invoices, humans are still needed to handle exceptions.

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AP Automation helps prevent the growing finance fraud problem - MSDynamicsWorld.com

AI and Automation’s Impact on the Workforce – HR Exchange Network

For years now, human resources professionals have heard about artificial intelligence and automation with increasing frequency, and with good reason. The two closely-related technologies are being used for more and more tasks within organizations. Most are used to replace humans engaged in repetitive processes; things that are completed the same way over and over again. The implementation of one or both technologies can have positive impacts on the bottom lines of companies.

While thats a positive point for employing the technology what is the impact to workers? Are they displaced, replaced, or repurposed within the organization?. During a presentation as part of the HR Exchange Networks HR and Future of Work online event, Southern New Hampshire Universitys vice president of research and insight, Dr. Jerome Rekart, took a look at Southern New Hampshire University research that not only explains the opinion landscape around the technologies, but looks at whether or not companies are prepared to handle the human impact of the continued proliferation of artificial intelligence and automation.

From a consumer perspective, artificial intelligence is already rampant in daily life. Apple users are using Siri to answer simple questions and even conduct some tasks; dictating a text message or playing music. Amazons family of Echo devices are much the same. When put in the context of human resources, AI is a bit more focused in that the technology replaces some type of cognitive path or makes [a job] easier.

Automation is not much different. Through AI, automation occurs when a machine does some kind of physical task over and over again.

As mentioned earlier, there are mixed opinions on whether the adoption of these technologies is a good thing or a bad thing for the workforce. Dr. Rekart pointed to two separate pieces of research that draw a stark contrast between two significant groups: employees and employers.

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Last year, Gallup, in a partnership with Northeastern, surveyed employees about their opinions regarding artificial intelligence and found that 70 percent believed AI would, in the long run, kill more jobs than it will create. Conversely, McKinseys research a year earlier focused on corporate leaders. They were asked whether or not AI would force a reduction in the workforce. Only six percent said it would; meaning 94 percent said they didnt believe that it would necessitate a reduction at all.

Given that most experts believe that AI and automation will have drastic effects on most if not all organizations, Dr. Rekart asked the question: how do HR leaders perceive AI and automation will impact their organizations over the next five years?

Consistent with expert opinion, Rekarts research found that 68 percent of respondents said there will be some type of impact. Looking closer at the breakdown of that grouping, 32 percent of respondents expect to be affected by both AI and automation, while 20 percent expect to be only affected by AI and 16 percent only automation. That said, how do organizations feel about the impact of technology? Will it be of great benefit to the organization and its employees or will it be a detriment. Dr. Rekarts research points to a beneficial impact.

The first question posed to respondents focused specifically on the companys bottom line. Rekart says the results were overwhelmingly positive.

Almost 80 percent said that it would be either somewhat or very positive.

But the next question was even more intriguing.

When we asked the next question, Rekart continued, we saw a slight reduction there... but almost the exact same numbers.

But when asked whether they felt there would be a displacement of employees within their organization, many respondents indicated that they did anticipate such an effect. In fact, the average across all HR leaders shows that it is believed that almost one-third of labor will be displaced by AI or automation within the coming five years.

So where will most of the displacement come? According to Dr. Rekarts research, most will come from

All of that said, it begs the question: how are HR leaders preparing for the impact of artificial intelligence and automation. According to Dr. Rekart most arent.

When asked have you or your organization begun to plan for employee displacement by AI or automation, a little more than 58 percent said no.

So how do companies begin to prepare their workforce? There are several different ways. Four Dr. Rekart suggested were:

In his research, Dr. Rekart put that question to HR professionals. Nearly 60 percent said they would provide some type of upskilling opportunity. Going deeper, Dr. Rekart wanted to know how, specifically, those organizations planned to deliver that upskilling.

Nearly 80 percent said they would provide professional development and/or training. Others pointed to providing tuition assistance/reimbursement for college coursework while others said they would provide opportunities to earn badges/non-degree credentials.

Given that information, Dr. Rekart wanted to know what advice HR professionals would give employees whose job is likely in danger of being displaced by AI or automation? Nearly 35 percent pointed to getting new skills or training. In comments related to that finding, HR professionals pointed to the need for employees to begin reading about AI and trying to outsmart the technology by finding a job it will never be able to do. But for Dr. Rekart, all comments were summed up in the following statement:

So how do we move in that direction? Dr. Rekart said, We all have to recognize AI and automation are going to affect off our jobs. He also said things such as professional development, upskilling, and education/tuition assistance/reimbursement will have positive benefits including productivity, loyalty and return-on-investment. Finally, Dr. Rekart said, Many organizations are trying to be responsive to the workforce, to its needs and to the changes that the organizations are feeling.

Want to know more about this topic? What Dr. Jerome Rekarts full presentation here.

Photo courtesy: StockPhotoSecrets

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AI and Automation's Impact on the Workforce - HR Exchange Network

Improving the Power Grid with Blockchain – Automation World

Blockchain has been making big news in the industrial automation sector over the past few years for its potential to address critical issues ranging from the industrial supply chain and food and pharmaceutical safety to OEM-to-manufacturer contract management. Now the distributed ledger technology is being used to optimize the power grid.

Artemis Technology Group's MartinezArtemis Energy Services andOSIsoft recently announced a partnership to securely track, trace, and trade energy while optimizing the electric grid. According to the two companies, this partnership is based on using Artemis Energy Services blockchain technology to interact with real-time data provided by OSIsofts PI System software (which collects, analyzes, visualizes, and shares high-fidelity, time-series data from multiple industrial sources). This combination of technologies is expected to lead to a field-proven 20% increase in overall grid efficiency and utilization, according to a statement from the two companies. This efficiency gain will reduce the need for new fossil-based energy sources and utility grid system upgrades. [This combination of technologies] will create an entirely new marketplace that has the capability to serve both a single individual as well as the complex regulatory and operational authorities that govern and manage energy markets.

Addressing the transformational potential of the blockchain technology from Artemis in the energy sector, Richard Beeson, CTO of OSIsoft, said, The energy-focused platform that Artemis is leveraging went live in July of 2019 [and it] is a purpose-built application for this specific segment of the industry. The electric grid has been called the most complex machine man has ever built. As such, the requirements for this application are significant and the work we are doing now with the data, operations, transactions, and services segments will help define a new future for a grid that has historically operated in a unidirectional flow into one that can be bi-directional and also recognize single phase operation of assets.These are dramatic shifts for this industry, and these new technologies presented by our consortium of companies are the first to be able to effectively enable this future.

Amanda Martinez, CEO of Artemis, explained that the Artemis Transaction Engine is able to transact directly with the real-time information that the OSIsoft PI system manages and create real-time transaction tags to be included in the chain.This allows dynamic operation, real-time settlement, and 100% transparency with the grid operators and regulators, she said.

Asked how the Artemis Transaction Engine differs from standard blockchain technologies, given the complexities of the energy grid, Martinez noted thatArtemis was founded by energy experts who have spent their entire careers helping shape this industry.This (the Artemis Transaction Engine) is an application built by and for the energy industry, not by a software company looking to leverage a market facing extreme pressure to innovate and modernize. Other blockchain applications [were first developed as] a solution based on a particular industry segment, market, or structure, [leading the developers to] go in search of the data and customers to enable the solution they have built.Artemis purpose built our application around the data and fundamental physics of [grid] operation.Therefore, regardless of the continent, country, or market construct, this purpose-built application can be immediately implemented.

OSIsoft's Richard BeesonWith regard to the 20% increase in overall grid efficiency and utilization" cited in the two companies release about their partnership, Besson explained that electric networks are designed and operated based on a cascading set of worst-case assumptions.For example, operating on the hottest day possible in a 20-year planning horizon with the heaviest load and with the loss of their single biggest resource.By considering distributed energy resources (DER) as part of the solution instead of the problem, a utility can make use of these resources at the edge of the grid and increase the average amount of electricity flowing in the existing network year-round.So instead of the system being utilized at 43% on average like it is today around the world, we can help that number move above 60%or even higherfor areas with large-scale DER penetration.Our application helps recognize all of the values of DER, not just a few of them, and this allows for grid services, utilization, efficiency, and a plethora of other benefits to be realized.

Other technologies playing a part in this consortium include software from PXiSE Energy Solutions and DERNetSoft. As you can imagine, the data required for every facet of this solution needs to be in place to allow any of the additional segments to be effective, said Beeson. The purpose of our consortium is to provide each of the necessary elements with what we feel are the best-in-class providers, so that a network provider has a fully capable end-to-end solution for a proof-of-concept deployment.

Beeson added that refinements to the transaction engine are being made by Artemis now, based on work with network providers and industry experts, with deployment of the combined technologies expected to take place in the second half of 2020.

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Improving the Power Grid with Blockchain - Automation World

Remote Working: What It Means For RPA (Robotic Process Automation) – Forbes

With the rapid spread of the COVID-19 pandemic, companies have been scrambling to adopt remote working technologies. The biggest beneficiaries of this, of course, are the developers of web conferencing systems. During the first quarter, Zooms daily user base skyrocketed from ten million to 200 million.

We are in the midst of a massive shift in how we work that happened almost overnight, and were never going back in many ways, said Craig Malloy, who is the CEO of Lifesize.

Lets face it, with sudden investments in new technologies, why will companies abandon them when the virus runs its course?It does seem far-fetched. In other words, companies will likely be less focused on business travel and there will continue to be more employees who will have remote working arrangements.

Such changes will certainly have wide-ranging impacts on other tech sectors.Just look at RPA (Robotic Process Automation).The technology allows for fairly easy automation of repetitive and tedious processes.

Demand for RPA was already very high before the world shifted to working from home, Mike Beckley, who is the CTO and co-founder of Appian.And while RPA isn't a great way to help homeschool the kids, it is a great way to quickly change a legacy process. How many companies have had to adjust their paid leave and sick day policies in the last two weeks due to COVID-19? It's easier to program a bot than to rewrite your HR and Finance systems.

Vadim Tabakman, who is the director of technical evangelism at Nintex, believes that RPA can solve really tough problemsand quickly when managing remote workforces.New hires can be provided with bots to help them access parts of the systems they arent used to yet and have trouble finding, he said.Imagine a new employee needs to create a new task in a CRM system they have never used.You could show them how to get there, but if its something they only do occasionally it may not stick. Instead, provide them with a bot that performs all the necessary clicks and keystrokes to take them to exactly to the spot they need to be in the CRM system.

Or consider UiPath, which has been creating solutions to help with remote working.Here are some examples:

We can think about the benefits from RPA in multiple ways, said Vijay Khanna, who is UiPaths Chief Corporate Development Officer. In the front office and call center, customer contact is critical and call volumes have spiked dramatically. Freeing up front-line agents in the call center or similar functions can help them spend more time with customers resolving issues that are otherwise just adding to the stress that customers are shouldering in the current environment. Helping customers when they need it most can be a remarkable differentiator for all companies. Next, in the back office, having bots to tend to much of the repetitive work that might have forced an employee to come to the office in these difficult times has the added benefit of both keeping that employee safe and ensuring that work still gets accomplishedthis is extremely important in considering some of the compliance requirements in highly regulated industries.

RPA still has considerable risks with remote working.If anything, companies will need to engage in even more planning with their systems.Enterprise grade security needs to be baked into any RPA platform from the start, which helps provide greater resilience and business continuity, said Jason Kingdon, who is the Executive Chairman at Blue Prism.

There will also need to be more attention paid to managing bot development and deployment.Otherwise there could be much more sprawl across an organization, lessening the benefits of the technology.This is why its important to have a Center-of-Excellence or COE (you can learn more about this from one of my recent Forbes.com posts).

You need to have a group of champions who control the system, and monitor what bots are being built and who is building them, said Tabakman.Its best to provide regular training around bot design and consider an approval process, where your champions review bots before theyre deployed. Youll want to ensure that a bot being created doesnt create more problems than it solves, such as bots that go into infinite loops, resulting in more work for IT teams.Making sure your bots are successful will minimize the strain on IT, which is already spread thin, and help businesses continue to run well.

And yes, having an RPA platform that is web-based and allows for low-code will also be key. This is because customers cannot bring in partners, cannot deploy new servers, and, in some cases, do not have developers on staff, said Charles Lamanna, who is the CVP of the Citizen Developer Platform at Microsoft. Much like other enterprise software, if the RPA solution is a fully managed SaaS, it is easy for bot authors and bot consumers to still get value even when they are off the corporate network.

AI has been top-of-mind for RPA vendors. But expect even more urgency as this technology will be essential for remote working environments.

An example of what we will likely see is from Automation Anywhere. The company recently launched its Discovery Bot, which uses AI to map and optimize processes by tracking keystrokes, mouse movements and other actions within applications (heres one of my posts about this offering).

There will also likely be more development with process mining.This technology analyzes log files to visualize processes and find the bottlenecks.

With remote working, there will need to be a rethinking of processes, said Yousuf Khan, who is the CIO of Automation Anywhere.

Tom (@ttaulli) is the author of Artificial Intelligence Basics: A Non-Technical Introduction and The Robotic Process Automation Handbook: A Guide to Implementing RPA Systems.

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Remote Working: What It Means For RPA (Robotic Process Automation) - Forbes

McKinsey: what is the future of automation? – Supply Chain Digital – The Procurement & Supply Chain Platform

What does the future hold for automation in logistics? Lets find out

An ever-growing number of logistics and parcel companies are turning to automation to meet the demand of e-commerce. Supply Chain Digital explores McKinseys report, Automation in logistics: Big opportunity, bigger uncertainty and looks at some of the key reasons why automation is transforming the industry.

Machine learning is becoming an essential new technology for many logistics organisations as they seek greater efficiency and evaluate the quickest and most effective routes to market. Many key trends are pushing automation to the top of the logistics CEOs agenda, according to McKinsey, based on three factors: a growing shortage of labour, increasing demand from online retailers and intriguing technical advances. McKinsey Global Institute believes that the transportation and warehouse industry possesses the third highest automation potential of any sector. McKinsey found over 50 technologies that could further automate some part of the supply chain, such as advanced robotics in warehousing, analytics for transport and IoT/smart-sensor applications. Logistics companies face one crucial question: which technology will produce the greatest return on investment? Automation and robotics is one area of McKinseys three game-changing supply chain technologies.

According to this research, todays automation systems are more flexible than ever before. Fast-picking systems can now handle 1,000 to 2,400 picks every hour, due to advanced vision technology that enables them to handle objects presented in arbitrary positions. Technology empowers warehouses to handle fast-changing multichannel and omnichannel requirements and accelerate service levels to support same-day and next-day delivery.

It is estimated that by 2030, most operations could be automated as AI takes over the more simple and repetitive tasks that humans previously performed. McKinsey anticipates fully automated high-rack warehouses that see autonomous vehicles patrolling the aisles. By equipping managers with augmented reality (AR)-glasses, companies will enable full visibility over the entire operation and the coordination of people and robots together. Warehouse-management systems will keep track of inventory in real-time and ensure it is linked up with the ordering system. McKinsey believes there are 10 technologies that could change how a warehouse conducts operations.

McKinseys 10 prominent technologies that could transform warehouse operations:

Multishuttle system - This is often used with an automated storage and retrieval system (AS/RS) that transfers goods, usually on pallets, in three dimensions to store and retrieve items without human intervention.

Analytics tool - Algorithms that enable operators to analyse performance, identify trends and make predictions that inform operating decisions, as well as using machine learning to improve over time.

Optical recognition - This is a sensor that scans items to apply sortation and other logistics. This includes a conveyers laser-guided vehicles and camera-based movement of drones.

Conveyor connection - A connection between two disparate conveyor systems that utilises decision logic to influence item flow.

Management system - Analytic and digital systems that merge analytics, performance reporting and forecasting tools to allow managers to easily control a full system, such as a warehouse.

Smart storage - This allows advanced analytics and digital tools to place and retrieve items in the most efficient way, adjusting storage media based on the product, picking and order characteristics.

3D printing - This process creates parts by adding layers of a material (usually metal or plastic) to develop a shape. 3D printing is also called additive manufacturing.

Swarm AGV robots - These are autonomous vehicles that operate freely and on digital tracks to bring items to a picking station based on instructions from the order-flow software.

Smart glasses - These are glasses that augment and assist reality of the users. Smart glasses help reduce the inefficiencies of searching.

Picking robot - This is a system with robotic arms that replicates a human picking motion.

To achieve success in logistics, all companies in the sector must meet two critical areas: speed and variety. In order to meet same-day delivery requirements, more automation in picking, packing and sorting is necessary. Large e-commerce giants such as Amazon and JD.com have established their own logistics credentials over the past few years. In 2019, Amazon introduced one-day delivery and has accelerated its interest in the logistics space, as featured in Supply Chain Digitals article in Novembers magazine. McKinsey believes that if Amazons logistics unit was its own separate company, it would be considered the fifth largest 3PL firm worldwide. JD.com launched a logistics park powered by 5G networks that it says will enhance site operations and drive its IIOT strategy. Amazon and JD.com deploy their own in-house logistics first through several lucrative niches, like parcel delivery in dense urban areas, as well as expanding other areas. This drive by the major organisations is to create more warehouses in the last mile and provide same-day delivery means logistics companies have to remain lean and agile to keep up with the competition, particularly due to the speed of deployment amidst a digital transformation industry-wide.

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McKinsey: what is the future of automation? - Supply Chain Digital - The Procurement & Supply Chain Platform

Global Automation Testing Industry – Yahoo Finance

NEW YORK, April 8, 2020 /PRNewswire/ --Automation Testing market worldwide is projected to grow by US$17.6 Billion, driven by a compounded growth of 17.7%. Functional, one of the segments analyzed and sized in this study, displays the potential to grow at over 17.9%. The shifting dynamics supporting this growth makes it critical for businesses in this space to keep abreast of the changing pulse of the market. Poised to reach over US$13.7 Billion by the year 2025, Functional will bring in healthy gains adding significant momentum to global growth.

Read the full report: https://www.reportlinker.com/p05797956/?utm_source=PRN

- Representing the developed world, the United States will maintain a 15.7% growth momentum. Within Europe, which continues to remain an important element in the world economy, Germany will add over US$672.8 Million to the region's size and clout in the next 5 to 6 years. Over US$563.1 Million worth of projected demand in the region will come from Rest of Europe markets. In Japan, Functional will reach a market size of US$631.3 Million by the close of the analysis period. As the world's second largest economy and the new game changer in global markets, China exhibits the potential to grow at 22.6% over the next couple of years and add approximately US$4.4 Billion in terms of addressable opportunity for the picking by aspiring businesses and their astute leaders. Presented in visually rich graphics are these and many more need-to-know quantitative data important in ensuring quality of strategy decisions, be it entry into new markets or allocation of resources within a portfolio. Several macroeconomic factors and internal market forces will shape growth and development of demand patterns in emerging countries in Asia-Pacific, Latin America and the Middle East. All research viewpoints presented are based on validated engagements from influencers in the market, whose opinions supersede all other research methodologies.

- Competitors identified in this market include, among others,

Story continues

Afour Technologies

Applitools Ltd.

Astegic Inc.

CA Technologies, Inc.

Capgemini SE

Cigniti Technologies Ltd.

Codoid

Cygnet Infotech Pvt. Ltd.

IBM Corporation

Infostretch Corporation

Invensis Technologies

Micro Focus International PLC

Microsoft Corporation

Mobisoft Infotech LLC.

Parasoft

QA Mentor, Inc.

QASource

Ranorex GmbH

SmartBear Software, Inc.

Testim.Io

Tricentis GmbH

Read the full report: https://www.reportlinker.com/p05797956/?utm_source=PRN

I. INTRODUCTION, METHODOLOGY & REPORT SCOPE

II. EXECUTIVE SUMMARY

1. MARKET OVERVIEW

Automation Testing Market: PreludeGlobal Competitor Market SharesAutomation Testing Competitor Market Share Scenario Worldwide(in %): 2019 & 2025

2. FOCUS ON SELECT PLAYERS

3. MARKET TRENDS & DRIVERS

Accelerating Time-to-Market: A Critical Advantage of AutomationTestingGrowing Use of Mobile Devices and the Increasing Need forMobile Testing Present Opportunity for Automation TestingMarketStable Growth in Smartphone SalesGlobal Smartphone Shipments in Million Units for the Years 2016through 2024Despite Declining Sales, Marginal Recovery of Tablet ShipmentsForecastGlobal Shipments of Tablets in Million Units for 2014 throughQ1 2019Rising Adoption of DevOps in Organizations Fuels Demand forAutomation TestingCritical Trends Impacting the Automation Testing MarketArtificial Intelligence and Software Test Automation: Pushingthe Boundaries of TestingWith IoT Adoption Rising in Various Industries, AutomationTesting Becomes an Essential Aspect of IoT TestingOpportunity for Automation Testing for IoT Devices: AnnualRevenues of IoT Market in $ Billion for the Years 2018, 2020,2022 and 2024Role of the Cloud in Transforming Automation Testing in IoTIndustryCodeless Automation Testing: The Future of Automation TestingPerfecto Unveils Smart Codeless Automation Testing SolutionEver Growing Fragmentation of Devices and Operating SystemsEnhances Importance of Automated Cross Browsers TestingA Glance at Top Cross Browser Compatibility Testing ToolsMobile Testing Automation Witnesses Revolutionary InnovationsRegression Test Automation: Designed to Reduce RiskRobotic Process Automation: A Popular Automation Testing ToolFunctional Automation Testing Essential to AscertainAppropriate Working of Specific Functions in the Real WorldA Review of Popular Functional Automation Testing ToolsAutomation of Performance Testing Cycle Aids in FasterDetection of Faults and Accelerates Time-to-MarketSelect Performance Automation Testing Tools: A ReviewSecurity Automation Testing: Impact of DevSecOpsBig Data Automation Testing ToolsChallenges Confronting Automation Testing MarketSelect Automation Testing Tools: An OverviewSelenium: The Most Popular Automation Testing ToolAppium and Espresso: Widely Used Automation Testing FrameworksA Glance at the Top Mobile Automation Testing ToolsPRODUCT OVERVIEWAutomation TestingTypes of Automation TestingBenefits of Automation TestingDifference between Manual Testing and Automation Testing

4. GLOBAL MARKET PERSPECTIVE

Table 1: Automation Testing Global Market Estimates andForecasts in US$ Million by Region/Country: 2018-2025Table 2: Automation Testing Global Retrospective MarketScenario in US$ Million by Region/Country: 2009-2017Table 3: Automation Testing Market Share Shift across KeyGeographies Worldwide: 2009 VS 2019 VS 2025Table 4: Advisory & Consulting (Service) World Market Estimatesand Forecasts in US$ Million by Region/Country: 2018 to 2025Table 5: Advisory & Consulting (Service) Market WorldwideHistoric Review by Region/Country in US$ Million: 2009 to 2017Table 6: Advisory & Consulting (Service) Market PercentageShare Distribution by Region/Country: 2009 VS 2019 VS 2025Table 7: Managed (Service) World Market by Region/Country inUS$ Million: 2018 to 2025Table 8: Managed (Service) Historic Market Analysis byRegion/Country in US$ Million: 2009 to 2017Table 9: Managed (Service) Market Share Breakdown of WorldwideSales by Region/Country: 2009 VS 2019 VS 2025Table 10: Implementation (Service) Potential Growth MarketsWorldwide in US$ Million: 2018 to 2025Table 11: Implementation (Service) Historic Market Perspectiveby Region/Country in US$ Million: 2009 to 2017Table 12: Implementation (Service) Market Sales Breakdown byRegion/Country in Percentage: 2009 VS 2019 VS 2025Table 13: Other Services (Service) World Market Estimates andForecasts by Region/Country in US$ Million: 2018 to 2025Table 14: Other Services (Service) Market Historic Review byRegion/Country in US$ Million: 2009 to 2017Table 15: Other Services (Service) Market Share Breakdown byRegion/Country: 2009 VS 2019 VS 2025Table 16: Planning & Development (Service) Market OpportunityAnalysis Worldwide in US$ Million by Region/Country: 2018 to2025Table 17: Planning & Development (Service) Global HistoricDemand in US$ Million by Region/Country: 2009 to 2017Table 18: Planning & Development (Service) Market ShareDistribution in Percentage by Region/Country: 2009 VS 2019 VS2025Table 19: Support & Maintenance (Service) Geographic MarketSpread Worldwide in US$ Million: 2018 to 2025Table 20: Support & Maintenance (Service) Region Wise Breakdownof Global Historic Demand in US$ Million: 2009 to 2017Table 21: Support & Maintenance (Service) Market ShareDistribution in Percentage by Region/Country: 2009 VS 2019 VS2025Table 22: Compatibility (Testing Type) Geographic Market SpreadWorldwide in US$ Million: 2018 to 2025Table 23: Compatibility (Testing Type) Region Wise Breakdown ofGlobal Historic Demand in US$ Million: 2009 to 2017Table 24: Compatibility (Testing Type) Market ShareDistribution in Percentage by Region/Country: 2009 VS 2019 VS2025Table 25: Functional (Testing Type) World Market byRegion/Country in US$ Million: 2018 to 2025Table 26: Functional (Testing Type) Historic Market Analysis byRegion/Country in US$ Million: 2009 to 2017Table 27: Functional (Testing Type) Market Share Breakdown ofWorldwide Sales by Region/Country: 2009 VS 2019 VS 2025Table 28: Other Testing Types (Testing Type) World Market byRegion/Country in US$ Million: 2018 to 2025Table 29: Other Testing Types (Testing Type) Historic MarketAnalysis by Region/Country in US$ Million: 2009 to 2017Table 30: Other Testing Types (Testing Type) Market ShareDistribution in Percentage by Region/Country: 2009 VS 2019 VS2025Table 31: Performance (Testing Type) Potential Growth MarketsWorldwide in US$ Million: 2018 to 2025Table 32: Performance (Testing Type) Historic MarketPerspective by Region/Country in US$ Million: 2009 to 2017Table 33: Performance (Testing Type) Market Sales Breakdown byRegion/Country in Percentage: 2009 VS 2019 VS 2025Table 34: Security (Testing Type) World Market Estimates andForecasts by Region/Country in US$ Million: 2018 to 2025Table 35: Security (Testing Type) Market Historic Review byRegion/Country in US$ Million: 2009 to 2017Table 36: Security (Testing Type) Market Share Breakdown byRegion/Country: 2009 VS 2019 VS 2025

III. MARKET ANALYSIS

GEOGRAPHIC MARKET ANALYSISUNITED STATESMarket Facts & FiguresUS Automation Testing Market Share (in %) by Company: 2019 & 2025Market AnalyticsTable 37: United States Automation Testing Market Estimates andProjections in US$ Million by Service: 2018 to 2025Table 38: Automation Testing Market in the United States byService: A Historic Review in US$ Million for 2009-2017Table 39: United States Automation Testing Market ShareBreakdown by Service: 2009 VS 2019 VS 2025Table 40: United States Automation Testing Market Estimates andProjections in US$ Million by Testing Type: 2018 to 2025Table 41: Automation Testing Market in the United States byTesting Type: A Historic Review in US$ Million for 2009-2017Table 42: United States Automation Testing Market ShareBreakdown by Testing Type: 2009 VS 2019 VS 2025CANADATable 43: Canadian Automation Testing Market Estimates andForecasts in US$ Million by Service: 2018 to 2025Table 44: Canadian Automation Testing Historic Market Review byService in US$ Million: 2009-2017Table 45: Automation Testing Market in Canada: Percentage ShareBreakdown of Sales by Service for 2009, 2019, and 2025Table 46: Canadian Automation Testing Market Estimates andForecasts in US$ Million by Testing Type: 2018 to 2025Table 47: Canadian Automation Testing Historic Market Review byTesting Type in US$ Million: 2009-2017Table 48: Automation Testing Market in Canada: Percentage ShareBreakdown of Sales by Testing Type for 2009, 2019, and 2025JAPANTable 49: Japanese Market for Automation Testing: Annual SalesEstimates and Projections in US$ Million by Service for thePeriod 2018-2025Table 50: Automation Testing Market in Japan: Historic SalesAnalysis in US$ Million by Service for the Period 2009-2017Table 51: Japanese Automation Testing Market Share Analysis byService: 2009 VS 2019 VS 2025Table 52: Japanese Market for Automation Testing: Annual SalesEstimates and Projections in US$ Million by Testing Type forthe Period 2018-2025Table 53: Automation Testing Market in Japan: Historic SalesAnalysis in US$ Million by Testing Type for the Period2009-2017Table 54: Japanese Automation Testing Market Share Analysis byTesting Type: 2009 VS 2019 VS 2025CHINATable 55: Chinese Automation Testing Market Growth Prospects inUS$ Million by Service for the Period 2018-2025Table 56: Automation Testing Historic Market Analysis in Chinain US$ Million by Service: 2009-2017Table 57: Chinese Automation Testing Market by Service:Percentage Breakdown of Sales for 2009, 2019, and 2025Table 58: Chinese Automation Testing Market Growth Prospects inUS$ Million by Testing Type for the Period 2018-2025Table 59: Automation Testing Historic Market Analysis in Chinain US$ Million by Testing Type: 2009-2017Table 60: Chinese Automation Testing Market by Testing Type:Percentage Breakdown of Sales for 2009, 2019, and 2025EUROPEMarket Facts & FiguresEuropean Automation Testing Market: Competitor Market ShareScenario (in %) for 2019 & 2025Market AnalyticsTable 61: European Automation Testing Market Demand Scenario inUS$ Million by Region/Country: 2018-2025Table 62: Automation Testing Market in Europe: A HistoricMarket Perspective in US$ Million by Region/Country for thePeriod 2009-2017Table 63: European Automation Testing Market Share Shift byRegion/Country: 2009 VS 2019 VS 2025Table 64: European Automation Testing Market Estimates andForecasts in US$ Million by Service: 2018-2025Table 65: Automation Testing Market in Europe in US$ Million byService: A Historic Review for the Period 2009-2017Table 66: European Automation Testing Market Share Breakdown byService: 2009 VS 2019 VS 2025Table 67: European Automation Testing Market Estimates andForecasts in US$ Million by Testing Type: 2018-2025Table 68: Automation Testing Market in Europe in US$ Million byTesting Type: A Historic Review for the Period 2009-2017Table 69: European Automation Testing Market Share Breakdown byTesting Type: 2009 VS 2019 VS 2025FRANCETable 70: Automation Testing Market in France by Service:Estimates and Projections in US$ Million for the Period2018-2025Table 71: French Automation Testing Historic Market Scenario inUS$ Million by Service: 2009-2017Table 72: French Automation Testing Market Share Analysis byService: 2009 VS 2019 VS 2025Table 73: Automation Testing Market in France by Testing Type:Estimates and Projections in US$ Million for the Period2018-2025Table 74: French Automation Testing Historic Market Scenario inUS$ Million by Testing Type: 2009-2017Table 75: French Automation Testing Market Share Analysis byTesting Type: 2009 VS 2019 VS 2025GERMANYTable 76: Automation Testing Market in Germany: Recent Past,Current and Future Analysis in US$ Million by Service for thePeriod 2018-2025Table 77: German Automation Testing Historic Market Analysis inUS$ Million by Service: 2009-2017Table 78: German Automation Testing Market Share Breakdown byService: 2009 VS 2019 VS 2025Table 79: Automation Testing Market in Germany: Recent Past,Current and Future Analysis in US$ Million by Testing Type forthe Period 2018-2025Table 80: German Automation Testing Historic Market Analysis inUS$ Million by Testing Type: 2009-2017Table 81: German Automation Testing Market Share Breakdown byTesting Type: 2009 VS 2019 VS 2025ITALYTable 82: Italian Automation Testing Market Growth Prospects inUS$ Million by Service for the Period 2018-2025Table 83: Automation Testing Historic Market Analysis in Italyin US$ Million by Service: 2009-2017Table 84: Italian Automation Testing Market by Service:Percentage Breakdown of Sales for 2009, 2019, and 2025Table 85: Italian Automation Testing Market Growth Prospects inUS$ Million by Testing Type for the Period 2018-2025Table 86: Automation Testing Historic Market Analysis in Italyin US$ Million by Testing Type: 2009-2017Table 87: Italian Automation Testing Market by Testing Type:Percentage Breakdown of Sales for 2009, 2019, and 2025UNITED KINGDOMTable 88: United Kingdom Market for Automation Testing: AnnualSales Estimates and Projections in US$ Million by Service forthe Period 2018-2025Table 89: Automation Testing Market in the United Kingdom:Historic Sales Analysis in US$ Million by Service for thePeriod 2009-2017Table 90: United Kingdom Automation Testing Market ShareAnalysis by Service: 2009 VS 2019 VS 2025Table 91: United Kingdom Market for Automation Testing: AnnualSales Estimates and Projections in US$ Million by Testing Typefor the Period 2018-2025Table 92: Automation Testing Market in the United Kingdom:Historic Sales Analysis in US$ Million by Testing Type for thePeriod 2009-2017Table 93: United Kingdom Automation Testing Market ShareAnalysis by Testing Type: 2009 VS 2019 VS 2025SPAINTable 94: Spanish Automation Testing Market Estimates andForecasts in US$ Million by Service: 2018 to 2025Table 95: Spanish Automation Testing Historic Market Review byService in US$ Million: 2009-2017Table 96: Automation Testing Market in Spain: Percentage ShareBreakdown of Sales by Service for 2009, 2019, and 2025Table 97: Spanish Automation Testing Market Estimates andForecasts in US$ Million by Testing Type: 2018 to 2025Table 98: Spanish Automation Testing Historic Market Review byTesting Type in US$ Million: 2009-2017Table 99: Automation Testing Market in Spain: Percentage ShareBreakdown of Sales by Testing Type for 2009, 2019, and 2025RUSSIATable 100: Russian Automation Testing Market Estimates andProjections in US$ Million by Service: 2018 to 2025Table 101: Automation Testing Market in Russia by Service:A Historic Review in US$ Million for 2009-2017Table 102: Russian Automation Testing Market Share Breakdown byService: 2009 VS 2019 VS 2025Table 103: Russian Automation Testing Market Estimates andProjections in US$ Million by Testing Type: 2018 to 2025Table 104: Automation Testing Market in Russia by Testing Type:A Historic Review in US$ Million for 2009-2017Table 105: Russian Automation Testing Market Share Breakdown byTesting Type: 2009 VS 2019 VS 2025REST OF EUROPETable 106: Rest of Europe Automation Testing Market Estimatesand Forecasts in US$ Million by Service: 2018-2025Table 107: Automation Testing Market in Rest of Europe in US$Million by Service: A Historic Review for the Period 2009-2017Table 108: Rest of Europe Automation Testing Market ShareBreakdown by Service: 2009 VS 2019 VS 2025Table 109: Rest of Europe Automation Testing Market Estimatesand Forecasts in US$ Million by Testing Type: 2018-2025Table 110: Automation Testing Market in Rest of Europe in US$Million by Testing Type: A Historic Review for the Period2009-2017Table 111: Rest of Europe Automation Testing Market ShareBreakdown by Testing Type: 2009 VS 2019 VS 2025ASIA-PACIFICTable 112: Asia-Pacific Automation Testing Market Estimates andForecasts in US$ Million by Region/Country: 2018-2025Table 113: Automation Testing Market in Asia-Pacific: HistoricMarket Analysis in US$ Million by Region/Country for the Period2009-2017Table 114: Asia-Pacific Automation Testing Market ShareAnalysis by Region/Country: 2009 VS 2019 VS 2025Table 115: Automation Testing Market in Asia-Pacific byService: Estimates and Projections in US$ Million for thePeriod 2018-2025Table 116: Asia-Pacific Automation Testing Historic MarketScenario in US$ Million by Service: 2009-2017Table 117: Asia-Pacific Automation Testing Market ShareAnalysis by Service: 2009 VS 2019 VS 2025Table 118: Automation Testing Market in Asia-Pacific by TestingType: Estimates and Projections in US$ Million for the Period2018-2025Table 119: Asia-Pacific Automation Testing Historic MarketScenario in US$ Million by Testing Type: 2009-2017Table 120: Asia-Pacific Automation Testing Market ShareAnalysis by Testing Type: 2009 VS 2019 VS 2025AUSTRALIATable 121: Automation Testing Market in Australia: Recent Past,Current and Future Analysis in US$ Million by Service for thePeriod 2018-2025Table 122: Australian Automation Testing Historic MarketAnalysis in US$ Million by Service: 2009-2017Table 123: Australian Automation Testing Market Share Breakdownby Service: 2009 VS 2019 VS 2025Table 124: Automation Testing Market in Australia: Recent Past,Current and Future Analysis in US$ Million by Testing Type forthe Period 2018-2025Table 125: Australian Automation Testing Historic MarketAnalysis in US$ Million by Testing Type: 2009-2017Table 126: Australian Automation Testing Market Share Breakdownby Testing Type: 2009 VS 2019 VS 2025INDIATable 127: Indian Automation Testing Market Estimates andForecasts in US$ Million by Service: 2018 to 2025Table 128: Indian Automation Testing Historic Market Review byService in US$ Million: 2009-2017Table 129: Automation Testing Market in India: Percentage ShareBreakdown of Sales by Service for 2009, 2019, and 2025Table 130: Indian Automation Testing Market Estimates andForecasts in US$ Million by Testing Type: 2018 to 2025Table 131: Indian Automation Testing Historic Market Review byTesting Type in US$ Million: 2009-2017Table 132: Automation Testing Market in India: Percentage ShareBreakdown of Sales by Testing Type for 2009, 2019, and 2025SOUTH KOREATable 133: Automation Testing Market in South Korea: RecentPast, Current and Future Analysis in US$ Million by Service forthe Period 2018-2025Table 134: South Korean Automation Testing Historic MarketAnalysis in US$ Million by Service: 2009-2017Table 135: Automation Testing Market Share Distribution inSouth Korea by Service: 2009 VS 2019 VS 2025Table 136: Automation Testing Market in South Korea: RecentPast, Current and Future Analysis in US$ Million by TestingType for the Period 2018-2025Table 137: South Korean Automation Testing Historic MarketAnalysis in US$ Million by Testing Type: 2009-2017Table 138: Automation Testing Market Share Distribution inSouth Korea by Testing Type: 2009 VS 2019 VS 2025REST OF ASIA-PACIFICTable 139: Rest of Asia-Pacific Market for Automation Testing:Annual Sales Estimates and Projections in US$ Million byService for the Period 2018-2025Table 140: Automation Testing Market in Rest of Asia-Pacific:Historic Sales Analysis in US$ Million by Service for thePeriod 2009-2017Table 141: Rest of Asia-Pacific Automation Testing Market ShareAnalysis by Service: 2009 VS 2019 VS 2025Table 142: Rest of Asia-Pacific Market for Automation Testing:Annual Sales Estimates and Projections in US$ Million byTesting Type for the Period 2018-2025Table 143: Automation Testing Market in Rest of Asia-Pacific:Historic Sales Analysis in US$ Million by Testing Type for thePeriod 2009-2017Table 144: Rest of Asia-Pacific Automation Testing Market ShareAnalysis by Testing Type: 2009 VS 2019 VS 2025LATIN AMERICATable 145: Latin American Automation Testing Market Trends byRegion/Country in US$ Million: 2018-2025Table 146: Automation Testing Market in Latin America in US$Million by Region/Country: A Historic Perspective for thePeriod 2009-2017Table 147: Latin American Automation Testing Market PercentageBreakdown of Sales by Region/Country: 2009, 2019, and 2025Table 148: Latin American Automation Testing Market GrowthProspects in US$ Million by Service for the Period 2018-2025Table 149: Automation Testing Historic Market Analysis in LatinAmerica in US$ Million by Service: 2009-2017Table 150: Latin American Automation Testing Market by Service:Percentage Breakdown of Sales for 2009, 2019, and 2025Table 151: Latin American Automation Testing Market GrowthProspects in US$ Million by Testing Type for the Period2018-2025Table 152: Automation Testing Historic Market Analysis in LatinAmerica in US$ Million by Testing Type: 2009-2017Table 153: Latin American Automation Testing Market by TestingType: Percentage Breakdown of Sales for 2009, 2019, and 2025ARGENTINATable 154: Argentinean Automation Testing Market Estimates andForecasts in US$ Million by Service: 2018-2025Table 155: Automation Testing Market in Argentina in US$Million by Service: A Historic Review for the Period 2009-2017Table 156: Argentinean Automation Testing Market ShareBreakdown by Service: 2009 VS 2019 VS 2025Table 157: Argentinean Automation Testing Market Estimates andForecasts in US$ Million by Testing Type: 2018-2025Table 158: Automation Testing Market in Argentina in US$Million by Testing Type: A Historic Review for the Period2009-2017Table 159: Argentinean Automation Testing Market ShareBreakdown by Testing Type: 2009 VS 2019 VS 2025BRAZILTable 160: Automation Testing Market in Brazil by Service:Estimates and Projections in US$ Million for the Period2018-2025Table 161: Brazilian Automation Testing Historic MarketScenario in US$ Million by Service: 2009-2017Table 162: Brazilian Automation Testing Market Share Analysisby Service: 2009 VS 2019 VS 2025Table 163: Automation Testing Market in Brazil by Testing Type:Estimates and Projections in US$ Million for the Period2018-2025Table 164: Brazilian Automation Testing Historic MarketScenario in US$ Million by Testing Type: 2009-2017Table 165: Brazilian Automation Testing Market Share Analysisby Testing Type: 2009 VS 2019 VS 2025MEXICOTable 166: Automation Testing Market in Mexico: Recent Past,Current and Future Analysis in US$ Million by Service for thePeriod 2018-2025Table 167: Mexican Automation Testing Historic Market Analysisin US$ Million by Service: 2009-2017Table 168: Mexican Automation Testing Market Share Breakdown byService: 2009 VS 2019 VS 2025Table 169: Automation Testing Market in Mexico: Recent Past,Current and Future Analysis in US$ Million by Testing Type forthe Period 2018-2025Table 170: Mexican Automation Testing Historic Market Analysisin US$ Million by Testing Type: 2009-2017Table 171: Mexican Automation Testing Market Share Breakdown byTesting Type: 2009 VS 2019 VS 2025REST OF LATIN AMERICATable 172: Rest of Latin America Automation Testing MarketEstimates and Projections in US$ Million by Service: 2018 to2025Table 173: Automation Testing Market in Rest of Latin Americaby Service: A Historic Review in US$ Million for 2009-2017Table 174: Rest of Latin America Automation Testing MarketShare Breakdown by Service: 2009 VS 2019 VS 2025Table 175: Rest of Latin America Automation Testing MarketEstimates and Projections in US$ Million by Testing Type: 2018to 2025Table 176: Automation Testing Market in Rest of Latin Americaby Testing Type: A Historic Review in US$ Million for 2009-2017Table 177: Rest of Latin America Automation Testing MarketShare Breakdown by Testing Type: 2009 VS 2019 VS 2025MIDDLE EASTTable 178: The Middle East Automation Testing Market Estimatesand Forecasts in US$ Million by Region/Country: 2018-2025Table 179: Automation Testing Market in the Middle East byRegion/Country in US$ Million: 2009-2017Table 180: The Middle East Automation Testing Market ShareBreakdown by Region/Country: 2009, 2019, and 2025Table 181: The Middle East Automation Testing Market Estimatesand Forecasts in US$ Million by Service: 2018 to 2025Table 182: The Middle East Automation Testing Historic Marketby Service in US$ Million: 2009-2017Table 183: Automation Testing Market in the Middle East:Percentage Share Breakdown of Sales by Service for 2009, 2019,and 2025Table 184: The Middle East Automation Testing Market Estimatesand Forecasts in US$ Million by Testing Type: 2018 to 2025Table 185: The Middle East Automation Testing Historic Marketby Testing Type in US$ Million: 2009-2017Table 186: Automation Testing Market in the Middle East:Percentage Share Breakdown of Sales by Testing Type for 2009,2019, and 2025IRANTable 187: Iranian Market for Automation Testing: Annual SalesEstimates and Projections in US$ Million by Service for thePeriod 2018-2025Table 188: Automation Testing Market in Iran: Historic SalesAnalysis in US$ Million by Service for the Period 2009-2017Table 189: Iranian Automation Testing Market Share Analysis byService: 2009 VS 2019 VS 2025Table 190: Iranian Market for Automation Testing: Annual SalesEstimates and Projections in US$ Million by Testing Type forthe Period 2018-2025Table 191: Automation Testing Market in Iran: Historic SalesAnalysis in US$ Million by Testing Type for the Period2009-2017Table 192: Iranian Automation Testing Market Share Analysis byTesting Type: 2009 VS 2019 VS 2025ISRAELTable 193: Israeli Automation Testing Market Estimates andForecasts in US$ Million by Service: 2018-2025Table 194: Automation Testing Market in Israel in US$ Millionby Service: A Historic Review for the Period 2009-2017Table 195: Israeli Automation Testing Market Share Breakdown byService: 2009 VS 2019 VS 2025Table 196: Israeli Automation Testing Market Estimates andForecasts in US$ Million by Testing Type: 2018-2025Table 197: Automation Testing Market in Israel in US$ Millionby Testing Type: A Historic Review for the Period 2009-2017Table 198: Israeli Automation Testing Market Share Breakdown byTesting Type: 2009 VS 2019 VS 2025SAUDI ARABIATable 199: Saudi Arabian Automation Testing Market GrowthProspects in US$ Million by Service for the Period 2018-2025Table 200: Automation Testing Historic Market Analysis in SaudiArabia in US$ Million by Service: 2009-2017Table 201: Saudi Arabian Automation Testing Market by Service:Percentage Breakdown of Sales for 2009, 2019, and 2025Table 202: Saudi Arabian Automation Testing Market GrowthProspects in US$ Million by Testing Type for the Period2018-2025Table 203: Automation Testing Historic Market Analysis in SaudiArabia in US$ Million by Testing Type: 2009-2017Table 204: Saudi Arabian Automation Testing Market by TestingType: Percentage Breakdown of Sales for 2009, 2019, and 2025UNITED ARAB EMIRATESTable 205: Automation Testing Market in the United ArabEmirates: Recent Past, Current and Future Analysis in US$Million by Service for the Period 2018-2025Table 206: United Arab Emirates Automation Testing HistoricMarket Analysis in US$ Million by Service: 2009-2017Table 207: Automation Testing Market Share Distribution inUnited Arab Emirates by Service: 2009 VS 2019 VS 2025Table 208: Automation Testing Market in the United ArabEmirates: Recent Past, Current and Future Analysis in US$Million by Testing Type for the Period 2018-2025Table 209: United Arab Emirates Automation Testing HistoricMarket Analysis in US$ Million by Testing Type: 2009-2017Table 210: Automation Testing Market Share Distribution inUnited Arab Emirates by Testing Type: 2009 VS 2019 VS 2025REST OF MIDDLE EASTTable 211: Automation Testing Market in Rest of Middle East:Recent Past, Current and Future Analysis in US$ Million byService for the Period 2018-2025Table 212: Rest of Middle East Automation Testing HistoricMarket Analysis in US$ Million by Service: 2009-2017Table 213: Rest of Middle East Automation Testing Market ShareBreakdown by Service: 2009 VS 2019 VS 2025Table 214: Automation Testing Market in Rest of Middle East:Recent Past, Current and Future Analysis in US$ Million byTesting Type for the Period 2018-2025Table 215: Rest of Middle East Automation Testing HistoricMarket Analysis in US$ Million by Testing Type: 2009-2017Table 216: Rest of Middle East Automation Testing Market ShareBreakdown by Testing Type: 2009 VS 2019 VS 2025AFRICATable 217: African Automation Testing Market Estimates andProjections in US$ Million by Service: 2018 to 2025Table 218: Automation Testing Market in Africa by Service:A Historic Review in US$ Million for 2009-2017Table 219: African Automation Testing Market Share Breakdown byService: 2009 VS 2019 VS 2025Table 220: African Automation Testing Market Estimates andProjections in US$ Million by Testing Type: 2018 to 2025Table 221: Automation Testing Market in Africa by Testing Type:A Historic Review in US$ Million for 2009-2017Table 222: African Automation Testing Market Share Breakdown byTesting Type: 2009 VS 2019 VS 2025

IV. COMPETITION

AFOUR TECHNOLOGIESAPPLITOOLS LTD.ASTEGIC INC.CA TECHNOLOGIESCAPGEMINI FRANCECIGNITI TECHNOLOGIESCODOIDCYGNET INFOTECH PVT. LTD.IBM CORPORATIONINFOSTRETCH CORPORATIONINVENSIS TECHNOLOGIESMICRO FOCUS INTERNATIONAL PLCMICROSOFT CORPORATIONMOBISOFT INFOTECHPARASOFTQA MENTORQASOURCERANOREX GMBHSMARTBEAR SOFTWARETESTIM.IOTRICENTIS GMBHV. CURATED RESEARCHRead the full report: https://www.reportlinker.com/p05797956/?utm_source=PRN

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Global Automation Testing Industry - Yahoo Finance

Algorithms and automation – Council of Europe

The Council of Europe today called on its 47 member States to take a precautionary approach to the development and use of algorithmic systems and adopt legislation, policies and practices that fully respect human rights.

In a Recommendation on the human rights impacts of algorithmic systems, the Council of Europes Committee of Ministers issued a set of guidelines calling on governments to ensure that they do not breach human rights through their own use, development or procurement of algorithmic systems. In addition, as regulators, they should establish effective and predictable legislative, regulatory and supervisory frameworks that prevent, detect, prohibit and remedy human rights violations, whether stemming from public or private actors.

The recommendation acknowledges the vast potential of algorithmic processes to foster innovation and economic development in numerous fields, including communication, education, transportation, governance and health systems. In the current COVID-19 pandemic, algorithmic systems are being used for prediction, diagnosis and research on vaccines and treatments. Enhanced digital tracking measures are being discussed in a growing number of member States relying, again, on algorithms and automation.

At the same time, the recommendation warns of significant challenges to human rights related to the use of algorithmic systems, mostly concerning the right to a fair trial; privacy and data protection; freedom of thought, conscience and religion; the freedoms of expression and assembly; the right to equal treatment; and economic and social rights.

Given the complexity, speed and scale of algorithmic development, the guidelines stress that member States must be aware of the human rights impacts of these processes and put in place effective risk-management mechanisms. The development of some systems should be refused when their deployment leads to high risks of irreversible damage or when they are so opaque that human control and oversight become impractical. Serious and unexpected consequences may occur due to the growing interdependence and interlocking of multiple algorithmic systems that are deployed in the same environments.

As a matter of principle, States should ensure that algorithmic systems incorporate safety, privacy, data protection and security safeguards by design. States must further carefully consider the quality and provenance of datasets, as well as inherent risks, such as the possible de-anonymisation of data, their inappropriate or decontextualised use, and the generation of new, inferred, potentially sensitive data through automated means.The guidelines underline the need for governments to endow their relevant national institutions responsible for supervision, oversight, risk assessment and enforcement with adequate resources and authority. They should also engage in regular consultation and cooperation with all relevant stakeholders, including the private sector, and foster general public awareness of the capacity and impacts of algorithmic systems, including their risks.

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Algorithms and automation - Council of Europe

Algorithms and automation: new guidelines to prevent human rights breaches – Council of Europe

The Council of Europe today called on its 47 member States to take a precautionary approach to the development and use of algorithmic systems and adopt legislation, policies and practices that fully respect human rights.

In aRecommendation on the human rights impacts of algorithmic systems, the Council of EuropesCommittee of Ministersissued a set of guidelines calling on governments to ensure that they do not breach human rights through their own use, development or procurement of algorithmic systems. In addition, as regulators, they should establish effective and predictable legislative, regulatory and supervisory frameworks that prevent, detect, prohibit and remedy human rights violations, whether stemming from public or private actors.

The recommendation acknowledges the vast potential of algorithmic processes to foster innovation and economic development in numerous fields, including communication, education, transportation, governance and health systems. In the current COVID-19 pandemic, algorithmic systems are being used for prediction, diagnosis and research on vaccines and treatments. Enhanced digital tracking measures are being discussed in a growing number of member States relying, again, on algorithms and automation.

At the same time, the recommendation warns of significant challenges to human rights related to the use of algorithmic systems, mostly concerning the right to a fair trial; privacy and data protection; freedom of thought, conscience and religion; the freedoms of expression and assembly; the right to equal treatment; and economic and social rights.

Press releaseAlgorithms and automation: Council of Europe issues guidelines to prevent human rights breaches

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Algorithms and automation: new guidelines to prevent human rights breaches - Council of Europe

Box bolsters cloud security with automated malware detection – VentureBeat

Cloud giant Box is adding automated malware detection to Box Shield, the companys machine learning-based security platform that prevents data leaks and detects threats. This fits into a broader trend that has seen automation increasingly infiltrate the cybersecurity realm, but it also comes as more people are working from home and at greater risk of external and internal threats.

Box Shield launched in private beta back in August ahead of its full public launch two months later and was initially centered around two core capabilities. Smart access allows admins to define custom labels and policies to control specific actions among employees, such as content and link sharing, the ability to add external collaborators, and file downloading. Threat and data breach detection automatically issues alerts for threats such as compromised accounts, data theft (insider threats), and abnormal behavior, including account access from suspicious locations.

With the new automated malware detection features, Box Shield is moving beyond suspicious user behavior and into scenarios where malicious content may already have been uploaded to a Box account. Malware has become one of the costliest security incidents facing businesses, noted Box chief product officer Jeetu Patel.

Indeed, according to Verizons 2019 Data Breach Investigations Report (DBIR), malware is responsible for 28% of all data breaches. A separate Accenture report found that malware and malicious insiders accounted for a third of all cybercrime costs in 2018, representing an average cost to impacted organizations of $2.6 million and $1.6 million, respectively.

Following a service update thats rolling out shortly, when Box Shield identifies a file it believes to contain malware it will automatically alert the end user and place restrictions on file sharing and downloads. Users will still be able to preview and edit files online they just wont be able to move the file to their desktop or spread the malware (if it exists) to other users machines.

Additionally, Box Shield will notify the relevant security teams, who can view the various malware alerts from within the Box admin console.

The timing of these new features is notable, as the COVID-19 pandemic has created a fertile landscape for bad actors targeting people who are working from home on insecure networks. Even before the current crisis, more businesses were embracing remote working, with employees often using multiple devices including personal phones and laptops to connect to their companys cloud-based systems.

People are collaborating from more devices and remote locations than ever before, so security teams need telemetry and visibility into potential threats across their environment, said Boxs chief information security officer, Lakshmi Hanspal. Automation and security innovations that are intuitive for users can massively reduce the burden on security teams and enable faster response.

The new malware functionality will be available in Box Shield later this month.

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Box bolsters cloud security with automated malware detection - VentureBeat

Automated Industrial Technologies takes stab at prototypes to help with ventilator shortage – Lynchburg News and Advance

A Forest-based engineering and manufacturing firm is working to create a prototype of a mass ventilator system it hopes could treat 50 patients at one time as the global fight against COVID-19, the disease caused by the novel coronavirus, continues.

The prototype is still under development by Automated Industrial Technologies and would require U.S. Food and Drug Administration approval, said Wes Payne, direct sales representative AIT.

AIT, which manufactures industrial machinery and automation for customers in various industries, does not normally produce ventilators, Payne said.

"Our system could save thousands of lives if we can get it out. Typically its always been one ventilator per person and the country needs tens of thousands more, he said.

Hospitals around the country have been seeking more ventilators as the number of COVID-19 cases is expected to rise in the coming weeks. Although most people who contract COVID-19 have mild symptoms, some become seriously ill and require hospitalization.

Some states have begun sharing ventilators to try to meet the need. For example, the Associated Press reports, Oregon and Washington have committed to sending ventilators to New York, which has been especially hard hit by the pandemic and has logged more than 6,200 deaths as of Thursday afternoonfrom COVID-19.

As of Thursday in Virginia, according to the Virginia Hospital & Healthcare Association, there were 285 patients who either have tested positive for COVID-19 or who are awaiting test results using a ventilator. Virginia has 2,734 ventilators available.

Gov. Ralph Northam has said Virginia's anticipated number of COVID-19 cases has not yet peaked, and he expects a surge in between late April and late May.

At Automated Industrial Technologies, the mass ventilator prototype came from President and CEO Gary Sill on March 25, who Payne said wanted to help.

That was Garys whole mindset about this, he said. We cant just sit by when we have the capabilities to be a part of a solution and help save lives. So he made it our goal to utilize what we have and be part of the good of the country and hopefully the world.

About five employees were pulled from other projects to work on the prototype, and as of Thursday, it was almost completed. Payne said the firm already had all the tools and manufacturing systems to create the prototype.

The emergency use ventilation system is designed for a tent, gymnasium or another kind pop-up hospital that would service a large bay of patients instead of individual rooms.

The entire system has a main supply which each individual would be fed off of with their own settings, Payne said.

Its designed to be portable and deployed in emergency situations so it can be shipped easily, he said.

The firm is currently reaching out to government agencies and health care networks that might be interested in adding the system to its emergency supply.

Were not looking to get rich off it, but were obviously still a business, Payne said.

Once the prototype is complete, it will need an Emergency Use Authorization, or EUA, from the U.S. Food and Drug Administration, Payne said.

We need funding, donations, investments because we are footing the bill all on our own, he said. We are estimating the project will take $150,000 to get a final product approved and ready for commercialization.

He hopes the approval will come through by April 20.

Rachael Smith covers local businesses and nonprofits. Reach her at (434) 385-5482.

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Automated Industrial Technologies takes stab at prototypes to help with ventilator shortage - Lynchburg News and Advance

737 Max: Boeing usually downplays automation but MCAS made its crisis – Business Insider – Business Insider

The global aircraft industry is essentially a duopoly a decades-long transatlantic rivalry between the US' Boeing and France's Airbus which, as trends change or one is hit by hardship, have continually overtaken each other to temporarily reign as the biggest in the world.

And over those decades, it has been certain philosophies in design and management that have kept the two distinct. The fundamental difference comes down to how those philosophies cause pilots to fly those planes.

Over history, Boeing was known for embracing pilot control over fully automated systems, while Airbus, its French-headquartered, but pan-European rival, pioneered such technology. Both viewed their strategy as fundamental to safety, ending up with similar safety records as a result.

But now, a new automated system that helped bring down two of Boeing's 737 Max planes, and pilots' claims that the company didn't tell them about that system, have caused the biggest crisis in the manufacturer's history. It hemorrhaging cash and trying to appease angry airlines and lawmakers, who could use the crashes to change the rules of aviation forever.

When the first Boeing 737 Max plane crashed in Indonesia in October 2018, killing all 189 people on board, pilots were concerned.

Families of the victims of Lion Air flight JT 610, visit an operations centre to look for personal items of their relatives in October 2018. Ulet Ifansasti/Getty Images

They saw news reports and preliminary information from the investigation that noted that a new automated system in the Max planes had misfired, leaving the pilots on board panicked and unable to regain control of the plane.

In the US, pilots from the Allied Pilots Association, the union that represents American Airlines pilots, turned their anger to Boeing executives, saying they had no idea the automated system was on the planes they were flying.

One pilot said: "I would think that there would be a priority of putting explanations of things that could kill you."

The purpose of the technology called the Maneuvering Characteristics Augmentation System, or MCAS was, of course, not to kill pilots.

The system was actually designed to help keep the 737 Max level in the air and prevent the plane's nose from pointing upwards, which is a situation that could cause the plane to stall.

It was installed because the 737 Max featured newer, heavier engines than previous 737 models, which had the potential to cause the issue.

Employees walk by the end of a 737 Max aircraft at the Boeing factory in Renton, Washington, US, in March 2019. REUTERS/Lindsey Wasson/File Photo

Boeing then offered assurances that a second crash would not happen, audio from that meeting showed, and said that it had not wanted to "overload the crews with information that's unnecessary" about the plane.

But then, five months later, a second 737 Max plane crashed in Ethiopia, killing the 157 people onboard

Separate investigations into both crashes found that MCAS malfunctions meant the pilots simply could not control the plane, with the final report into the Lion Air crash finding the pilots tried more than 20 times to stop the plane's nose pointing down before it crashed into the sea at 450 mph (724.2 kph).

The findings brought representatives for pilots and cabin crew to Congress, where they told lawmakers that Boeing not giving pilots enough information about the MCAS system was the company's "final fatal mistake."

Family members of those who died aboard Ethiopian Airlines plane sit with pictures of their loved ones during a Senate Commerce Committee hearing in October 2019 as then-Boeing CEO Dennis Muilenburg testified about the crashes. Win McNamee/Getty Images

Such hearings prompted flight crews to say they didn't want to fly on the plane anymore, even when it returns to the sky after its updates are approved by global aviation regulators.

In addition to the wider questions about automation in the industry that the MCAS has raised, a cruel irony has emerged in the aftermath of the crashes: Boeing was known as the planemaker that shunned very powerful automated systems, and trusted the skill of pilots.

An Airbus A350-1000 and a Boeing sign at the 2019 Paris Air Show. REUTERS/Pascal Rossignol

Najmedin Meshkati, an engineering professor at the University of Southern California who studies the role humans play in aviation safety, described the companies as traditionally having "two design philosophies."

"The level of control they give to the pilot and transparency they're totally different. That's why I was unpleasantly surprised when the Max crashes happened. I thought Boeing even violated its own kudos and design philosophy."

An Ethiopian police officer walks past debris of the Ethiopian Airlines Flight ET 302 plane crash in March 2019. REUTERS/Baz Ratner

And Christine Negroni, an air-safety specialist and the author of "The Crash Detectives," a book about aviation disasters, said "the great irony is that it was Boeing who held back and had this idea that 'We feel the human in control is the best way to go about it. That's our philosophy.'"

To suggest that Boeing has not embraced automation would be deeply misleading. The company uses it across its fleet, and has done so for decades. The two plane makers have similar safety records, and aviation has only become safer since new technology has been introduced.

But experts say the key difference is this idea of pilot communication, as well as how had long wanted pilots to ultimately be in control.

Now, they say, MCAS appears to have totally overthrown that commitment.

The cockpit of a 737 Max plane. Associated Press

Alan Diehl, a former investigator with both the US's National Transportation Safety Board and FAA, told Business Insider: "I think why the pilots were understandably so upset with Boeing because, historically, Boeing insisted that they would keep the pilots in the loop."

Pilots and aviation industry experts describe the fundamental difference between Boeing and Airbus as being one about pilot control.

"Boeing always wanted to keep the pilots more in the loop," Diehl said.

"I think so many of the pilots felt they were betrayed by Boeing when they found out about the MCAS because they didn't know really what the function was, or how it worked, and most importantly how to shut it off, or when to shut it off."

Indeed, with the Max, Boeing maintains that pilots were able to override the automatic actions and disable MCAS with manual switches. But pilots say they were unaware of the system itself, never mind how to disable it.

Diehl noted that "automation has crept in to Boeing products" over time. He described MCAS as "a new level of, I don't want to say dis-information, but lack of information. "

"It was almost a total information blackout," he said.

Chris Clearfield, founder of risk management consulting firm System Logic, a licensed pilot, and co-author of "Meltdown," a book about handling catastrophes, noted that "both Airbus and Boeing planes have an incredible amount of automation."

"Both are really fundamentally highly automated aircraft. I think the difference is that Boeing's design philosophy has always been that the pilots have direct access to the flight controls. Airbus has always put a lot of filtering between that."

Undelivered Boeing 737 Max planes are parked idly in a Boeing property in Seattle, Washington, on August 13, 2019. David Ryder/Getty Images

Mark Goodrich, an aviation lawyer and former aeronautical engineer and test pilot who focuses on automation, said that Boeing and Airbus' philosophies had been coming together long before MCAS.

"The philosophies were dramatically different. But they're not dramatically different anymore. And they have come together. Boeing took a very traditional approach for a long time," he said.

Airbus' A320 plane, unveiled in the 1980s, was the first plane to have two highly influential pieces of technology called fly-by-wire and flight envelope protection still used to automate parts of flight.

Fly-by-wire a system that allows pilots to input plane commands into a computer instead of a using mechanical levers or dials and flight envelope protection, which stops pilots from pushing the plane beyond certain control limits, have now become more or less standard in the industry.

But Michel Guerard, Airbus' vice president for product safety, told Business Insider that when Airbus introduced them "you had people who didn't like it."

"There was an argument about this in the early days," he said.

An Airbus assembly plant in Seville, southern Spain. Reuters

But now versions of fly-by-wire and flight envelope protection can be found on Boeing planes, and Guerard said that most planes now, including from Boeing and Airbus, "pretty much look the same in terms of automation. "

What people think about when it comes to the difference between Airbus and Boeing, then, comes from those early approaches, Guerard said.

"The story about our philosophy being different from Boeing," he said, "comes from the days when we had the A320, which was the first fly-by-wire and flight envelope protected aircraft."

But even as Boeing embraced some automated systems, it is still holding back more than Airbus.

Fly-by-wire on Boeing planes still has physical levers and gives feedback to the pilot that feel like older, manual controls.

And when it comes to flight envelope protection, for example, Boeing can pilots can "push the envelope" bringing the plane beyond those limits with a lot of effort.

Guerard describes the envelope system as born from the idea that there a range of controls and actions that are safe to do during a flight, and a range of controls and actions that are not.

A worker fits a part to a wing of a partially-finished passenger plane of the A320 series in an assembly hall at the Airbus factory on July 14, 2017 in Hamburg, Germany. Sean Gallup/Getty Images

Pilots have control within those limits, but cannot totally override the plane's authority to go beyond them, because there is apparently no safe reason for them to do so: "The crew is not permitted to crash the aircraft, basically."

Both approaches have fans and detractors in the industry, and both have been credited for both saving lives and contributing to accidents.

John Lauber, the former Chief Product Safety Officer at Airbus, told Business Insider that much criticism of automated technology in planes is "nonsense," and that Airbus data shows that "each succeeding generation of aircraft is safer than its predecessors" as a result of it.

But, he said, automation poses its own challenges for safety if not designed and implemented properly, or if pilots are not properly trained. "But the safety record clearly shows that properly done cockpit automation significantly enhances the safety of aircraft operations," he said.

The 737 Max crisis has allowed Airbus to regain the title of the world's biggest planemaker. But the boost to Airbus has been minimal thanks to the nature of nature of the industry, where planes are ordered years in advance.

Boeing has spent months working on updates to the MCAS system, so it will take information from more than one plane sensor and can only activate once during flight. Boeing also reversed its position after long arguing that simulator training was not necessary for pilots.

The updates mean giving pilots more control, changing MCAS so it "will never provide more input than the pilot can counteract using the control column alone." Boeing says it will make it one of the safest-ever plane.

Investigators look at the debris from the crashed Ethiopian Airlines Boeing 737 Max plane in March 2019. Jemal Countess/Getty Images

Boeing is also reflecting more widely on the very way it builds planes, establishing a committee to review its design and development of planes, including reexamining how the company designs cockpits and expects pilots to interact with controls.

Peter Pedraza, a Boeing spokesman, said it has resulted in "immediate action" to strengthen safety.

But the fallout from the Max crashes may ultimately be overshadowed by a new crisis for Boeing, as countries around the world lock down their borders and demand for travel plunges due to the coronavirus, threatening the world's airlines and potentially causing them to cancel orders or stop placing new ones.

The virus, combined with its existing Max problems, has already pushed Boeing to offer voluntary layoffs to employees and note that it is in "uncharted waters."

Boeing CEO Dave Calhoun at a ceremony at the White House in January 2020. MANDEL NGAN/AFP via Getty Images

Boeing could also take this moment as a basis to turn to automation more than ever before.

In November, when he was still the company's chairman, Dave Calhoun, Boeing's new CEO, said:"We are going to have to ultimately almost almost make these planes fly on their own."

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737 Max: Boeing usually downplays automation but MCAS made its crisis - Business Insider - Business Insider

BAL Earns Prestigious ‘CIO 100’ Award for Innovative Use of Intelligent Automation in Immigration Services – Yahoo Finance

Significant investment in AI and automation maintains BAL's position as the technology and innovation leader in immigration law

DALLAS, April 8, 2020 /PRNewswire/ -- Berry Appleman & Leiden LLP (BAL), the leading immigration law firm in the world, will be honored at this year's CIO 100 Symposium for its work bringing innovative AI and automation technology to the legal industry.

Berry Appleman & Leiden LLP Logo

The award recognizes 100 organizations for their achievements in technology innovation. Winners' initiatives are evaluated by a team of external judges on their use of leading-edge IT practices that produce measurable results. The award is an acknowledged mark of enterprise excellence. CIO recognized BAL for its innovative Intelligent Automation program portfolio, which combines artificial intelligence (AI) including natural language processing, machine learning, and decision networks with robotic process automation (RPA) to enhance quality, speed, and client experience.

"This extraordinary honor comes as a result of years of targeted investment in developing next generation technologies," said Vince DiMascio, BAL's CIO. "Our firm demands the best tools for our people and our clients, and I'm very proud to say that, thanks to our groundbreaking work in this area, the technical promise of automation is now being realized in a practical way."

"Our goal is to enable BAL legal teams to focus on the client experience. Automation of certain repetitive administrative and clerical manual tasks allows them to do just that," explains Edward Rios, BAL Partner and Innovation Leader. "By leveraging RPA to accomplish these processes, both internal and client-facing teams are able to dedicate themselves to higher-value and more client-focused interactions, strengthening the underlying service relationship while also improving operational efficiency. We're delighted to be celebrated by CIO 100 as an organization that understands how to use the latest technology in innovative ways."

BAL partnered with UIPath, Accelirate, and Synaptiq to enhance business processes using intelligent automation with the goal of driving productivity, eliminating errors, and allowing legal teams to focus less on mundane tasks and more on their clients.

"The possibilities are endless when it comes to automation; but not all automation is created equal," says Ashley Fleischer, BAL Automation Project Manager. "That's why we've partnered with the best minds in AI and automation to develop the most effective solutions in the immigration field."

BAL will be recognized at the CIO 100 Symposium & Awards Ceremony on Aug. 19 at the Terranea Resort in Rancho Palos Verdes, CA.

About Berry Appleman & Leiden LLP

BAL is singularly focused on meeting the immigration challenges of corporate clients around the world in ways that make immigration more strategic and clients more successful. Established in 1980, the firm provides unmatched immigration expertise, top-notch information security and leading technology innovation such as its Cobalt digital immigration services platform. In 2018, the firm formed a strategic alliance with Deloitte UK to create the world's first global immigration service delivery model. BAL and its leaders are highly ranked in every major legal publication, including Best Lawyers, Chambers, The Legal 500, and Who's Who Legal. See website for details: http://www.balglobal.com.

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Rockwell Automation taking measures to address COVID-19 pandemic – Greater Milwaukee Today

MILWAUKEE Rockwell Automation, Inc. said Wednesday it is taking some measures such as eliminating discretionary spending during the coronavirus pandemic.

Blake Moret, chairman and chief executive officer, stressed the importance of employees well-being.

Rockwell Automation operates from a strong financial position. While our fiscal second quarter sales held up well despite significant pressure from China in the quarter, we expect that as COVID-19 impacts more countries and economies, we will face lower demand in many of our served industries for a period of time, Moret said. As a result, we are taking preemptive actions to align the companys cost structure with this environment. We are doing so in a way that minimizes workforce reductions and enables us to continue making strategic investments in technology and domain expertise that are important to Rockwell Automations success over the long-term.

In response to the COVID19 pandemic, Rockwell Automation currently anticipates no payout for its incentive compensation plans for fiscal 2020, is eliminating discretionary spend across the organization, and is instituting other temporary cost actions that will be effective in most worldwide locations by the beginning of May.

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Rockwell Automation taking measures to address COVID-19 pandemic - Greater Milwaukee Today

COVID-19 to bring in higher automation & digitalisation in Indian automotive sector: ETAuto Roundtable – ETAuto.com

In a situation like coronavirus crisis, automation and robotics could reduce dependence on human labour and increase productivity, preventing the chances of future plant shutdowns.New Delhi: The coronavirus pandemic may drive enhancement of automation, digitalisation and artificial intelligence(AI) in the automobile sector in post COVID era in order to improve resilience to future pandemics, industry experts said at ETAuto Roundtable on 'COVID-19 Lockdown: 5 Essential Aspects for the Auto Industry'.

The coronavirus can be a wake-up call for supply chain managers and manufacturing companies as plant operation remain suspended amidst 21 days lockdown with an air of uncertainty if it will be lifted post that. The resumption of work may also face difficulties keeping in mind the health of employees and availability of workforce in the massive automobile factories.

In a situation like this automation and robotics could reduce dependence on human labour and increase productivity, preventing the chances of future plant shutdowns.

Vinod Aggarwal, MD and CEO, VE Commercial Vehicles said, "All these concepts like IoT, AI and digitalisation will become extremely relevant going forward and are going to define the new way of working. This lockdown provides us an opportunity to adopt these new trends, especially digitalisation.

Taking a leaf out of China's automotive industry where 90 percent OEMs have resumed production after the lockdown was lifted and more than 80 percent recovered capacity production, Vinay Raghunath Partner and Leader, Automotive Sector, EY India said, "Going digital and technology will have a significant role to play in the supply chain, manufacturing and procurement side not just in the shop floor.

As per Raghunath, many Tier-1 players might adopt technologies around industry 4.0 to leverage IoT capabilities and building efficiency and visibility via digitalisation. Assets that are repetitive can be managed in a seamless manner using robotics and automation solutions.

However, the financial position of the companies remains central to this shift in business model of the automotive industry, asserted David Sanders, Global Advanced Manufacturing & Mobility Leader, EY.

Sanders said, "It depends on how the financial position but I am going to say that there will be a lot of changes happening on the supply chain side with a focus on localised assembly operations because disruptions are going to sustain."

COVID-19 pushed Chinese companies to deploy robots and automation technology as the coronavirus engulfed the nation. During the early stage of the outbreak, some semiconductor and flat panel factories in Wuhan, the epicenter of the epidemic, were able to maintain relatively normal production due to high levels of automation. Other countries might be following the suit upon production resumption.

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Automation – The Car Company Tycoon Game on Steam

We held back on launching Automation into Early Access until the game had a solid, fleshed-out core which the main tycoon part of the game will be based on. We also wanted to make sure we can offer enough content and polish to warrant presenting and selling the game to a larger audience.

Previously we offered an early access version of the game via our website, but this sales platform and distribution channel has been outgrown by the steadily increasing interest in the game, becoming complicated to manage for a small team like ours.

Finally launching the game on Steam Early Access makes possible to speed up development with any additional income, allowing for quicker content addition (car bodies, engines, etc.) than otherwise possible. It also allows us to get additional manpower to the team to tackle the huge job of game balancing and AI programming.

Last but not least, with the major milestones of completing the car designer and engine designer under our belt, the implementation of multiplayer features means using the Steam API for network communications, saving us a lot of double work associated with developing our own networking code first.

We're not known for being good with estimates, but always deliver and are good at avoiding feature creep. Our development process focuses on milestone builds that introduce new features every ~3-4 months and are both beta-tested and reasonably polished-up. Any major problems with these milestones are addressed quickly in hotfixes before we move on to the next milestone.

Quick Facts About Development:

Since Mid 2015, a portion of our team has been focused on porting Automation over to Unreal Engine 4, and currently all team members are focused on that version. Using UE4 as a basis is giving us the developers the tools to develop Automation better, faster, and maintain it far into the future.

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Automation - The Car Company Tycoon Game on Steam

Bridging the Network Automation Skills Gap – DevOps.com

With the introduction of network programmability and APIs for everything from management systems to devices themselves, the modern network landscape has evolved to being managed like software. This shift from hardware-focused networks to software-centric functions has had a profound effect on network management techniques and skillsets required to keep pace with the changing ecosystem.

A recent EMA survey notes that skills gaps associated with network automation are an issue for 96% of enterprises. Even respondents with significant network automation initiatives in place felt their solutions stretched the abilities of their network teams. Network automation can expose skills gaps where network engineers might lack experience with new tools and software development. At the same time, application development teams, who likely would be included in building an in-house network or automation software solution, will also lack networking skills. Hybrid skills with both development and networking expertise are rare and available only at a premium.

This journey to network automation can be difficult, especially given the required technical skills that are not in abundance within many organizations. Simplifying network automation and empowering a broader set of participation through capabilities to easily create and manage automation workflows presents a key opportunity for organizations to not only mature efforts around network automation, but to also execute against broader business digital transformation objectives.

The key to democratizing network automation and bridging the skills gap is to provide NetOps teams with the ability to easily design and build network automation without having to re-tool, build custom code or learn specialized software skills. There are four key elements required to effectively democratize network automation in the enterprise.

Automation is typically accomplished through writing code in a particular programming language. For a person without any programming skills (or even minimal skills), they must first learn how to code before they can even attempt their first automation task. This is very difficult in terms of time and interest. Additionally, many network engineers see the amount of work it would take to learn to write code, and become disinterested. There has to be a new set of tools and methodology to empower these people to automate their work without the long road of learning to become programmers. Its important to invite as many people to the automation table as possible including IT, security, cloud and NetOps teams, to streamline business processes.

Capture Network Tribal Knowledge

Within the organization, there is already existing embedded tribal knowledge that is incredibly valuable. By harnessing and transferring that knowledge into an automation workflow without a lot of programming, it provides an accelerated path to network automation. The goal is to leverage traditional network automation and management practices (Scripts, CLI) for re-use across the organization.

Network engineers with years and years of experience have a valuable set of processes and procedures theyve built up inside their heads, and this wealth of information is a valuable asset. Unfortunately, this information is rarely documented and is normally passed on by activity and word of mouth. This is the type of tribal knowledge that needs to be captured, preferably through automation workflows that can be used in a task, documented in the workflow and modified over time to improve it or change it as the infrastructure changes.

Integrate DevOps Principles

Augment network automation with CI/CD pipelines and API services. These are well known solid principles that are already used in other domains outside of networking and pay big dividends when applied to the automation of complex networks. When we look along the horizon of the network automation journey, these same CI/CD practices will be adopted by future networking teams and allow them the same advantages of reliability and velocity within the network.

Enable Cloud Architect Participation

It is important to have networking people that can understand the networking constructs of the cloud, as well as cloud teams that understand how it integrates and operates within the network. Enabling cloud architect participation in network automation will allow for the real-time feedback and control of cloud-based applications and infrastructure critical to modern networks.

Cloud networking is increasing in complexity and will soon require the skills and experience of network engineers to help solve the problems of cloud networking. Traditionally, cloud and networking teams have been separated because their technology domains have been siloed and there was very little interaction required between the teams. As technologies like SD-WAN have been adopted, the line of responsibility between cloud and network teams has blurred. Cloud and networking teams will need an automation platform that can be used by both to create workflows and automate between both domains. Business technology decisions are forcing these two groups together, and they must have a way to use their own tools, but also have a platform to collaborate automation between them.

As applications and services are becoming more complex, distributed and require connectivity and policy enforcement across a diversity of domains (such as cloud, SD-WAN, data center, wireless and network applications), the management of these network concepts requires us to re-think how we have traditionally managed networks. As network automation plays an increasingly larger role in enterprise networks, a byproduct of the complexity is a skills gap that threatens to slow or stymie enterprise initiatives.

By making the onramp to network automation easier for non-developers through capturing tribal knowledge, integrating DevOps principles and enabling cloud architect participation, enterprises better ensure a successful migration to network automation across multiple domains.

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Yard work: Automation strolls out the warehouse door – ZDNet

Logistics and fulfillment centers have adopted automation at a blistering pace since Amazon acquired Kiva back in 2012. The inside of a modern fulfillment warehouse looks like a carefully orchestrated dance between human workers and a number of robots, including autonomous mobile carts and pick-and-place machines.

But the distribution yards outside logistics warehouses have been run largely the same way -- by humans -- for years. That's about to change as logistics robots head outside.

A company calledOutrider, which launched in 2017 and has been operating in stealth, recently closed $53 million in funding and deployed initial pilots of its Outrider System, a solution focused on autonomous yard operations for logistics hubs.

Think Tetris. Strategically, that's a bit what it's like constantly keeping semi-trailers coming and going with freight. The space between the warehouse doors and public roads, however, is a chokepoint at even the best-run logistics centers. Humans oversee the yard, and the processes are manual, inefficient, and often hazardous.

Robots can do better, or so argues Outrider.

"Logistics yards offer a confined, private-property environment and a set of discrete, repetitive tasks that make the ideal use case for autonomous technology. But today's yards are also complex, often chaotic settings, with lots of work that's performed manually," said Andrew Smith, founder and CEO of Outrider. "This is why an overarching systems approach with an autonomous truck at its center is key to automating every major operation in the yard."

Outrider's solution automates the repetitive, manual aspects of yard operations, including moving trailers around the yard, moving trailers to and from loading docks, hitching and unhitching trailers, connecting and disconnecting trailer brake lines, and monitoring trailer locations. At scale, Outrider will deliver yards that are more efficient, safer, and more sustainable.

"We're constantly looking for ways to transform our company and the way we get work done, especially making work safer and more efficient and productive," said Annant Patel, Vice President of Automation Transformation at Georgia-Pacific. "Yard operations has been one of our opportunities, and Outrider has been a great partner to help us automate our pilot site."

The automated system is made up of three components: Advanced yard management software, autonomous zero-emission yard trucks that feature vision-based robotics, and site infrastructure. The sales pitch is that the Outrider System integrates with existing supply chain software used by large enterprises. It's the same pitch that robotics companies like Fetch have made to warehouses. Companies can go live with automation without major retrofits and be online exceptionally quickly.

"Modern distribution yards won't be just autonomous, they'll be electric," continued Smith. "Electric yard trucks are easier to operate and maintain than their diesel counterparts, and they lend themselves to better computer control. Our mission is to work with customers and suppliers to rapidly retire the more than 50,000 diesel-polluting yard trucks currently operating at logistics hubs throughout the U.S."

Outrider has been active helping define the next-generation standard for Level 4 Autonomy System Design.

"Outrider is introducing the transformational technology required for large, logistics-dependent enterprises to keep pace," said Jake Medwell, Founding Partner at 8VC. "We consider hundreds of investment opportunities in the logistics space every year. Our decision to be an early investor in Outrider was an easy one. Andrew's vision and plan for the industry are highly compelling, and he's mobilized an unmatched team to execute."

The company is based in Golden, Colorado.

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Yard work: Automation strolls out the warehouse door - ZDNet

Five Steps To Get Started With Robotic Automation – Forbes

This past summer, McKinsey reported that 88% of businesses want to implement more robotic automation. However, its hard to know where to start, because planning and implementing that automation project can seem daunting. What processes in my plants should I automate first? How do I calculate my ROI? How do I handle high-mix, low-volume processes? How will my workers react?

If you are an enterprise or conglomerate, things are even more complex. Which parts of my business are most conducive to automation? How do I replicate successes across my entire organization?

These are the questions that many business owners and stakeholders have asked me, everyone from tier-one automotive suppliers to 10-person machine shops, from small businesses to Fortune 100 enterprises. Here are the five steps I share with them to make their automation rollout smooth, cost-effective and repeatable.

1. Find The Low-Hanging Fruit

When looking for opportunities to automate, companies often gravitate to the most difficult tasks. The rationale behind this is simple: Automation can be complex and time-consuming; therefore, companies look for the highest-reward applications that are worth the effort. What I tell my clients is that the processes they should look to automate:

Are low in complexity.

Underuse people.

Cause bottlenecks in production.

Involve dull, dirty or dangerous work.

Whenever I visit a factory, I say the same thing: Show me a relatively simple process where a worker is spending more than half their time waiting for another process to finish, or where production is being bottlenecked by the availability of labor, or where that worker is constantly in reach of heavy machinery, and we should talk about automation.

2. Automate Incrementally

There is value in the large-scale automation of processes, but usually, a production process is a mix of menial, relatively simple, repetitive tasks and complex tasks that require significant worker knowledge and expertise. It is a mistake to try to automate this entire process because automating the tasks that require significant expertise will inevitably require a huge investment in time and money.

Instead, a better approach is to find the easy-to-automate tasks of that larger process and start with those. If after you have succeeded in those initial tasks you expand the scope of automation, you can do so incrementally.

3. Focus On Your People

Whenever I visit a factory, I ask the same questions about each process I see: How long does the process take, and how much time does a worker spend doing that process?

Take machine tending as an example, where a worker takes a few seconds to place raw material in a machine that then takes time to process that material (through material removal, heat, pressure, etc.). When the machine is done, the worker removes the finished part. Now, if that process takes 10 minutes, then chances are that worker is tending many of those machines or has a different task to do during the intervening time.

However, if the process takes less time, then the worker may not be able to leave that work station. This means that with automation, there may be an opportunity for that worker to do more value-add tasks that leverages other skills of that worker.

4. Aim For 80%, And Iterate

Being agile is not an excuse for delivering something that doesnt work. The 80% solution has to provide value and an acceptable ROI, but it also doesnt have to be perfect. The mantra here needs to be My automation solution must provide an acceptable amount of value over the nonautomated process, and then I can improve that over time. This allows you to extract value out of your automation system immediately before it is perfect, and then reap greater rewards as that project goes through continuous improvement.

5. Advertise Your Success

Once youve been successful at automating your first process, it becomes easier to automate your next task. In my experience, most low-hanging-fruit tasks are not unique, and by automating one instance of that task, youve likely created a template for automating more tasks throughout your factory or even your company.

The key, though, is to advertise your success to the rest of your organization so the automation benefits can be replicated. Once you create buy-in around a solution, with concrete evidence about its positive effects in the business, the rest of your organization will be chomping at the bit to copy it.

Dont Wait; Dive In

The hardest part of most projects is taking that first step. I have used these five steps to help many manufacturers begin their automation journey, starting from their first cell and building up to entire automated lines. Dont wait until you have a master plan be agile. Kick things off today by looking for that first low-hanging project, and use it as a quick win to act as the foundation for your widespread automation success.

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Five Steps To Get Started With Robotic Automation - Forbes