“Only when businesses create a culture that empowers everyone to have access to data and insight that drive actions will they be positioned to truly transform.”
– Colin Masson, Global Industry Director for Manufacturing and Distribution at Microsoft
As technological advancements are made in manufacturing, companies are embracing data as a key component of their business strategies. In fact, according to a 2016 Honeywell study, 68 percent of manufacturers are currently investing in data analytics, while 46 percent say implementing these processes is no longer optional in our fast-changing world.
But does big data bring real benefits to the table, and is it really worth your time and money?
Analytics often come in the form of dashboards, which can provide information about nearly every aspect of your business, including supply chain, quality management, sales and marketing, and administration. Having this information at your disposal equips you with tools necessary to make better, more well-informed decisions – not just in six months or one year from now, but often in real time.
For example, with the appropriate systems in place, a single dashboard is capable of detecting and analyzing product defects by type, time, region, and other factors. Think of how this method of monitoring would allow you to address quality concerns and issues more quickly, as you could find the root of the problem within a few clicks (instead of wasting money and manpower on traditional solutions that might not always get it right).
Having these capabilities also means keeping better track of equipment and employee performance. Are your machines producing less and less quality product? Are you utilizing your resources appropriately and effectively? Do you need to hire more help? Having data to support the answers to these questions can prevent key issues from arising later.
Finally, you can tailor this information to different types of employees. While owners, managers, and C-level executives may want reports and dashboards that act as summaries, it’s likely that developers, IT staff, and analysts will want different sets of data for different purposes. However, while various sets of data relate to different things within the company, all data should (at some point) be analyzed as a whole, as this is the best way to determine correlations that cause issues in several parts of the business.
Know more about how big data can play an important role in your business by calling Linda Barita at 216.391.7766 or sending us an email. Our Growth Advisory team would be happy to help you take the next step on your journey to making your plant a safer, more efficient place to work.
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or firstname.lastname@example.org
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for