A cosmetics manufacturer was challenged with meeting production promise dates and order commitments due to a lack of visibility into raw materials requirements and a cumbersome manual planning process.  They installed a material planning system and trained their planners and saw an increase in promised delivery dates from 30% to 90% in less than a year.

An electronics manufacturer purchased an ERP software system that was not working for their business. This created manual processes and silos of data that critical roles adopted to circumvent the system. Gaps were identified and remediated. In addition, change management procedures and outside project management were put in place to unify the team with clear roles and processes defined for each function and since have improved production performance by 20% and employee satisfaction by 25%.

A food manufacturer was having difficulty in managing the assets in his facility. Machines were breaking down constantly, halting production and creating backlogs in the delivery of goods. They implemented IoT controls on the machines to read the cycles, ingested the data for visual analytics, and established preventative maintenance plans and schedules. They have reduced downtime on critical machines by 55% and have automated the maintenance notification process.

A pharmaceutical manufacturer was writing off over 1 million dollars in inventory annually and was unable to identify the reasons. There was significant employee turnover in the warehouse as well. Inventory was not being consolidated in warehouse locations due to no methodology. Full physical inventory counts were being performed monthly impacting vendor warehouse performance. By implementing strict inventory controls and tracking as well as defining counting procedures, location definitions and automation through barcoding, data collection and auditing they moved to  a sopt count and now have 95% inventory accuracy and last year wrote off less than 50K of inventory.

The CEO of an plastics manufacturer was asked by his board of directors to champion a digital transformation of his accounting, distribution and manufacturing operations to meet the objectives set forth by the equity firm. A path was presented that would define a step-by-step approach to achieve the goals in cost effective increments with defined ROI at each stage. In two years they have transformed from a company that did not understand where to start this process to one that has a clearly defined and digestible plan with proven progress to meet the requirements of the board. The board publicly announced their satisfaction with the approach and speed in which digital transformation is occurring in the company, and uses this message as a sales tool against competitors.