At Go Beyond Summit 2026, Philip Iannucci of Owens Corning joined Braincube CEO Laurent Laporte for a discussion about what it takes to turn manufacturing data into operational value.
The session connected directly to a central theme from Laurent’s opening keynote. For years, manufacturers have invested in systems that collect, store, and visualize information. Those systems became the memory of the plant.
But memory is not the same as understanding.
As Laurent put it, many industrial systems were “built to remember, not to act.” The next opportunity is helping teams understand what is happening, know where to focus, and take action while there is still time to improve performance.
Moving from access to action
Philip described how Owens Corning has worked to move beyond simply making data available.
The company invested in regional support, stronger plant-level ownership, and daily routines that bring data into the way teams already work. That shift helped move analysis closer to the people who understand the process best.
Instead of relying on a small central team to interpret everything, plants became more active participants in using data to solve operational problems.
Building trust in the plant
For data to change daily decisions, teams need to trust what they’re seeing.
Dashboards make process information visible and easier to monitor. That value grows when operators, engineers, and leaders can connect those signals to real production issues, validate what is happening, and see the impact of their actions.
This was one of the strongest lessons from the session. A stronger data culture is built through repeated use, clear standards, local ownership, and confidence that the information reflects what is really happening in the process.
Helping teams respond sooner
Manufacturing conditions never stand still. Weather, raw materials, demand, and equipment conditions all shift throughout production.
When those inputs change, teams need guidance that keeps up.
Owens Corning’s story showed how live process context can help teams move from opinion-based discussions to clearer, evidence-based action. Instead of waiting until performance losses become obvious, they can see when something is starting to drift and respond sooner.
That’s where the broader Real-Time Process Optimization message comes in. The goal is not more data for its own sake. It’s helping teams identify the process levers that matter, adapt as conditions change, and uncover hidden margin by keeping performance closer to optimal in daily operations.
Turning information into impact
This session made one point clear: the next phase of manufacturing performance will depend on how well teams can turn information into action, and data into dollars.
Doing that requires people who trust the data, routines that bring it into daily work, and systems that help teams focus on the right actions at the right time.
For manufacturers looking to close the gap between average and potential, the real opportunity is building a stronger connection between what the plant knows and how the plant runs.
