Huiying and Jialiang  created a virtual reality-based digitized reality software application for Chinese classical equipment. It outlines the management approaches, procedures, and requirements for linked activities. It serves as a benchmark for the use of virtual reality simulation technologies in the area of cultural heritage stewardship.
There has been a complete and broad growth from the preservation of cultural artifacts to the exhibition of digital applications in the area of cultural heritages with the extension of the breadth and depth of digital applications in the area of cultural identity. From graphical and picture collection to 3D scanning and perhaps even holographic projection technology, the gathering of historical artifact information has advanced significantly. Web page technologies, virtual reality (VR), and three-dimensional restorations are all examples of networking display methods. Most of these technologies rely on a connection with high bandwidth and low latency, as well as on the power of the cloud. Many of these new-age technologies are hindered by the present wireless networks (e.g., Wi-Fi, 4G, and 3G) that enable them. The following are a few of the most important issues:(a)With a stronger focus on the integration of BIM with FM, the future SFM will primarily use BIM as a visualization and information source model. In addition, high bandwidth is needed to facilitate smooth real-time analysis of emerging FM technologies like AR/VR/MR, image analytics, drones, computer vision, and cloud computing. Consistent high-bandwidth service is not available on the existing wireless networks(b)Latency is the time it takes for a device to send and receive data before it can be used. Future cloud-based systems, AR/VR/MR, drones, and computer vision will all need low latency. Weak latency requirements cannot be met by wireless networks already in use today. Thus, the integration is designed for low-bandwidth purposes
The 5G framework is set up at the start of the procedure. Lower latency, stability, and ultrahigh velocities are just a few of the advantages of 5G networks. Such lower latency opens up new possibilities for augmented and virtual reality technologies in a museum. Individuals may no longer be constrained by bandwidth or geography. Independent artists and arts organizations may be able to experiment with immersive technologies that can connect anybody at any time or place with fewer technological obstacles if 5G is applied more broadly across sectors. Low latency is essential for a clear connection and presentation of the interactive experiences, and 5G has a good chance of providing a remarkably consistent, quicker connectivity. It is supposed to alleviate network congestion because it is substantially better at delivering larger volumes of data. Users are allowed to enjoy a greater, more seamless, and much more dependable experience thanks to 5G. It would also allow the most complex tasks to be realized that would have been unachievable previously due to high file sizes and network issues.
Another leap in productivity in the economy will be unleashed by these new and better products. In addition, producing them will reshape the value chain yet again, by changing product design, marketing, manufacturing, and after-sale service and by creating the need for new activities such as product data analytics and security. This will drive yet another wave of value-chain-based productivity improvement. The third wave of IT-driven transformation thus has the potential to be the biggest yet, triggering even more innovation, productivity gains, and economic growth than the previous two.
Autonomous products can also act in coordination with other products and systems. The value of these capabilities can grow exponentially as more and more products become connected. For example, the energy efficiency of the electric grid increases as more smart meters are connected, allowing the utility to gain insight into and respond to demand patterns over time.
Smart, connected products have the potential to shift rivalry, opening up numerous new avenues for differentiation and value-added services. These products also enable firms to tailor offerings to more-specific segments of the market, and even customize products for individual customers, further enhancing differentiation and price realization.
A variation of product-as-a-service is the shared-usage model. Zipcar, for example, provides customers with real-time access to vehicles when and where they need them. This substitutes for car ownership and has led traditional automakers to enter the car-sharing market with offerings such as RelayRides from GM, DriveNow from BMW, and Dash from Toyota.
Another example is shared bike systems, which are springing up in more and more cities. A smartphone application shows the location of docking stations where bikes can be picked up and returned, and users are monitored and charged for the amount of time they use the bikes. Clearly, shared usage will reduce the need for urban residents to own bikes, but it may encourage more residents to use bikes since they do not have to buy and store them. Convenient shared bikes will be a substitute not only for purchased bikes but potentially for cars and other forms of urban transportation. Smart, connected capabilities make such substitutions for full ownership possible.
Smart, connected products are shaking up traditional supplier relationships and redistributing bargaining power. As the smart and connectivity components of products deliver more value relative to physical components, the physical components can be commoditized or even replaced by software over time. Software also reduces the need for physical tailoring and hence the number of physical component varieties. The importance of traditional suppliers to total product cost will often decline, and their bargaining power will fall.
Smart, connected products offer major improvements in predictive maintenance and service productivity. New service organizational structures and delivery processes are required to take advantage of product data that can reveal existing and future problems and enable companies to make timely, and sometimes remote, repairs. Real-time product usage and performance data allows substantial reductions in field-service dispatch costs and major efficiencies in spare-parts inventory control. Early warnings about impending failure of parts or components can reduce breakdowns and allow more efficient service scheduling. Data on product usage and performance can feed insights back to product design, so that firms can reduce future product failures and associated service required. Product usage data can also be used to validate warranty claims and identify warranty agreement violations.
How should a company determine which smart, connected capabilities to offer? First, it must decide which features will deliver real value to customers relative to their cost. In residential water heaters, A.O. Smith has developed capabilities for fault monitoring and notification, but water heaters are so long-lived and reliable that few households are willing to pay enough for these features to justify their current cost. Consequently, A.O. Smith offers them as options on only a few models. In commercial water heaters and boilers, however, adoption of such capabilities is high and rising. The value of remote monitoring and operation to commercial customers that often cannot operate without heat and hot water is high relative to their cost, and so these features are becoming standard. Note that the cost of incorporating smart, connected product features will tend to fall over time, as is the case in water heaters and boilers. When deciding what features to offer, then, companies must continually revisit the value equation.
A feature that requires quick response times, such as a safety shutdown in a nuclear power plant, requires that the software be embedded in the physical product. This also reduces the risk that lost or degraded connectivity slows down response.
However, as with the two previous IT waves, the difficulty, skills, time, and cost involved in building the entire technology stack for smart, connected products is formidable and leads to specialization at each layer. Just as Intel has specialized in microprocessors and Oracle in databases, new firms that specialize in components of the smart, connected products technology stack are already emerging, and their technology investments are amortized over many thousands of customers. Early movers that choose in-house development can overestimate their ability to stay ahead and end up slowing down their development time line.
These choices will evolve over time. In the early stages of smart, connected products technology, the number of capable and robust suppliers has been limited, and so companies have been faced with the imperative of in-house or custom development. Already, however, best-of-breed vendors with turnkey connectivity solutions and product clouds, secure high-performance application platforms, and ready-to-use data analytics are emerging. This makes it increasingly challenging for in-house efforts to keep up and can turn an early lead into a disadvantage.
Product data is fundamental to value creation and competitive advantage in smart, connected products. But collecting data requires sensors, which add cost to the product, as does transmitting, storing, securing, and analyzing this data. Companies may also need to obtain rights to the data, adding complexity and cost. To determine which types of data provide sufficient value relative to cost, the firm must consider questions such as: How does each type of data create tangible value for functionality? For efficiency in the value chain? Will the data help the company understand and improve how the broader product system is performing over time? How often does the data need to be collected to optimize its usefulness, and how long should it be retained? 2b1af7f3a8