Stanley Black & Decker required transparency of real-time overall equipment effectiveness and line productivity to reduce production line change over time.The goal was to to improve production to schedule, reduce actual labor costs and understanding the effects of shift changes and resource shifts from line to line.

Asset to be monitored: Wire Compactor that produces Steel RebarCustomer Faced The Following Challenges:Dependent upon machine uptime.Pressure cylinders within the compactor fail to control compression and speed causing problems in binding the coil.Equipment failure occurs in the final stage of production causing the entire line to stop, can you say bottleneck?Critical asset unequipped with sensors to produce data.

The company manufactures packaging films on made to order or configure to order basis. Every order has a different set of requirements from the product characteristics perspective and hence requires machine’s settings to be adjusted accordingly. If the film quality does not meet the required standards, the degraded quality impacts customer delivery causes customer dissatisfaction and results in lower margins. The biggest challenge was to identify the real root cause and devise a remedy for that.

The leading CPG company operates several warehouses, mostly closer to the last distribution point (Large retailers). Products in various categories are packaged in specific delivery or display cartons at these facilities. As most CPG businesses consist of high volume with low margins, optimizing every operation and effective utilization of resources add up to profit margins. The key problem at these warehouses is the lack of visibility into reasons for machine breakdowns or idle time, thereby delay in delivery. The sunrise meetings lead to post-mortem of delivery issues like delay or quality. The customer wanted to implement real-time line monitoring and alert system to gain control over downtime issues and implement improvement measures.

A global manufacturer seeks to improve production yield at polymer mixing process.The company’s polymer mixing process was producing output of inconsistent quality, with yields sometimes dipping as low as 50%.The scrapping of poor batches created huge costs and was crippling production capacity.Dynamic product specification in addition to variation in a range of production parameters causing the trouble.

When UTC Aerospace required a solution to manage assembly line workers with no previous manufacturing experience, it decided to try something new that set a precedent for its future manufacturing operations management (MOM) strategy.

 Brooks Brothers frequently launches new business initiatives, which helps the company stay competitive in the retail industry. The organization needed a more agile way of quickly testing these new projects. “When we embark on a new initiative, as with anything in the retail industry, it has a short timeframe from the initial idea to solving business needs, as driven by consumer preferences,” says Philip Miller, director of infrastructure and technical engineering at Brooks Brothers. “We’re very good at deploying technology that will exist for the long term in our data center, but we’ve struggled to spin up resources for testing new projects. We wanted to become more agile in moving concepts into an environment we could easily access and possibly move into production.”The organization was also seeking a more cost-effective way to manage its SAP HANA in-memory database management system, which would support a new customer relationship management (CRM) application. “We wanted to save money when we implemented the CRM system on SAP HANA, and we also wanted to be able to test out new projects on that platform,” says Miller.