Even though many states are loosening restrictions and are starting to open back up again, the implications of the COVID-19 Read more
Awareness of the importance of the OEE metric has been growing among small business owners and managers. Many small manufacturers Read more
The industrial internet of things, IIoT, is when “smart” sensors are used to boost and upgrade manufacturing and industrial processes. Read more
2019 has proved that the manufacturing industry is continuing to grow and evolve at an explosive rate. As a result Read more
Saving time and money is a top priority for manufacturers across the industry and automatic data collection does just that. Read more
At the time being, how is your production line doing? Is it running efficiently? Any downtime? Can you identify the Read more
The Lean methodology focuses on removing non-value-adding activities and waste to reduce complexity and cost. The Lean approach provides foundation Read more
we identified several key issues with our manufacturing line. Once corrected, our efficiency sky rocketed from 39% to 75%.
- Pat Kinnee, Splenda Continuous Improvement Engineer
so I consider it a win. Now we’re in a position where our other plants are interested in implementing the software.
- Pete Szelwach, Plant Manager at Lassonde Pappas and Company, Inc.
Changeovers that used to take 33 minutes now only take 23. With around two each day, that time really adds up. Before using the software, we were 20 minutes into our morning shift before lines started running, and we’ve cut it down to just 8 minutes. Overall efficiency has spiked from around 45% to an average of 60%. Seeing the data has really helped us create a culture of ownership and accountability. Everyone watches the measurements and does their best to make sure things are running efficiently, because they can see the impact. With the help of Thrive, we’ve had zero overtime during our busy season. That’s a company first! Now that we’re meeting production goals, we can be proactive and schedule time to take lines down for preventative maintenance.
- Rollie Everson, Maintenance Supervisor, Amsoil
“Not only did it offer everything the more expensive system did but it is a fraction of the price. We were even able to customize to our facility far within our budget.”
”After 2 years I was still able to teach them a few big things about the software that they didn’t know about. A recent major success they had was they were able to reduce their downtime by 17 whole shifts per year by making a small tweak in a process. Instead of stopping a machine to make a fabric slice for 1 minute, they slowed the machine down to make the slice while the machine was moving. They also noticed how much downtime changeovers caused so their scheduled department reduced their changesovers from 6 to 1 per week.”
- Steve Kaiser, Operations Manager, Sage Products
by giving the operator real-time visibility, they took more ownership and responsibility for the machine’s output. As a result, it made the operator think twice about shutting down the line. ‘Can I correct this issue without shutting the machine down?
- John Batten, President, NHI Pullies Inc
as we identified that our change overs were the main source of downtime. Using this data to determine and implement solutions we were able to move from 12 hours shifts to 8 hour shifts. It also helped us reduce our quality issues by identifying sources of inefficiency.
- Mark Hennigan, Director of Operations, CHG
The planned downtime function immediately identified excessive breaks and created accountability for the line running. Management now has real-time data.
- Keith Frazier, Maintenance Supervisor, Skyline Steel
in our break rooms and on our supervisor’s computers have created a real sense of urgency and ownership to improve our plant’s performance. You can’t argue with a 50 inch TV in the break room that updates every second.
- Jerry McConnell, Lineage LogisticsSchedule a 35 Minute Demonstration
