They were able to quickly quantify enough improvement that the Guidewheel system paid for itself—plus driving an additional $1,000-$2,000/month in savings. Here we share the three steps they followed to quickly achieve those results.
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Regardless of the motivation to reduce scrap, the best way to ensure high quality is by catching the problem quickly and at the earliest stage possible in the manufacturing process.
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Case study: “We're going to continue seeing labor shortages and challenges, but the only solution isn’t just to hire people, it's reconfiguring your workflows based on operational data in order to maximize the resources that you have.”
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Specific FactoryOps use cases such as preventing problems through real-time alerting, making meetings more efficient through shared visibility, and driving more profit to the bottom line through changeovers were recently highlighted in Plastics Technology, Plastics Today, and Smart Industry.
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“In my experience, generally two thirds of the performance gaps are very low hanging fruit that you can address by focusing and creating organizational alignment and ownership, doing root cause analysis and implementing corrective actions.”
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Especially when a team has been using paper or spreadsheets for years, it can be hard to imagine how old habits might change to make use of real-time systems. This manufacturer found a way to engage the full team around real-time alerts to reduce changeover time by 89% and to get back 1.7+ hrs/day of run-time on their critical bottlenecks.
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Over the course of five months, the team worked together across these three departments - production, finance, and maintenance - to reduce downtime across their machines from an average of 6.8 hours/day per machine to 3.4 hours/day. This 50% reduction in lost production time resulted in a meaningful improvement in throughput and margin.
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Tired of speculating about what was causing them to miss production targets, an established plastics manufacturer searched for a system that could solve their challenges. Here is the story of how they reduced lost production time >50% and went from speculating to knowing with certainty how to consistently achieve their goals.
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He didn’t mind the extra work - frustrating as the spreadsheets were - but he felt the urgency of taking action to get a handle on his downtime. In the challenging economic climate, every minute lost added up into an important cause of loss to the bottom line.
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In manufacturing, improving changeovers is frequently one of the biggest levers to increase profits. This story describes how one family-owned plant was able to reduce changeovers by 26% - and the impact this had for their bottom line.
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This article featured by Stanford University’s d.school highlighted how Guidewheel has continuously improved the manufacturing operations cloud to align with manufacturers’ priorities.
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In manufacturing, finding the right talent can be challenging. Here’s an example of how one manufacturer used systems to not only bridge the talent gap, but also achieve unexpected results.
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The manufacturing ops cloud gives small and mid-size manufacturers the advantages that usually go only to elite manufacturers, but without the complexity, huge investment, and frustrating implementation.
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