by Gary Mintchell | Aug 13, 2024 | Manufacturing IT, Operations Management
I wrote about my interview with Pico MES CEO and founder Ryan Kuhlenbeck a few days ago. He evangelizes for a resurgence of manufacturing in America. His company provides a different look at MES—low-code/no-code and starting with the tools and building up rather than a top-down complex software application requiring large expenditure and a bevy of consultants.
He hinted at this release during our talk. He cites budgetary constraints as a major impediment to many companies adopting digitalization of their processes.
From their blog post:
To restore U.S. manufacturing as a global leader in productivity, bold changes are required. That’s why starting today, all manufacturers will be able to use Pico MES’ digital work instruction suite of tools for free. Every manufacturer who signs up will receive a cloud-based instance with capabilities to build worker guidance instructions, create digital process flows, and assign stations. The only restrictions will be on the number of stations and operators (we’re not a charity, larger factories can pay a nominal fee), and the data tools that drive up our costs.
This is not a free trial with a time limit. This no-cost model supports our mission of modernizing the supply base and taking cost out of the equation.
The more frictionless an application, the more likely it will be used (speaking from harsh experience).
Our goal is to make the first step of a factory’s digitization journey as frictionless and scalable as possible without leading to a dead end. Digital work instructions are a key component when initiating this transformation. By offering these solutions for free, we are furthering our mission to make factory modernization standard within the sector.
And a further explanation.
One of the easiest ways to drastically reduce human variability is to give all operators a set of standardized work instructions with images and videos to guide their step by step processes. This then becomes interactive operator guidance that’s engaging and enjoyable while impacting retention. It becomes a teacher, ensuring the right information is present at the right time. Pico users then tie those instructions into connected tools and business systems, further amplifying gains and ensuring true continuous improvement.
Does it actually work? Case study.
Tier 1 auto supplier passes safe launch in 2 weeks
Pollington Machine Tool is a family-owned contract manufacturer with fabrication, metalworking, and final assembly capabilities that serves customers in aerospace, defense, and automotive. Recently, the company became a Tier 1 automotive supplier for an electric vehicle OEM. It was apparent that passing the safe launch qualification phase with traditional paper-based work instructions was going to be a challenge.
To pass the safe launch qualification, Pollington needed to manufacture 4,000 assemblies with zero defects – 2,000 for the left side and 2,000 for the right. Essentially, they had to prove a consistent, repeatable process for production. However, after three months of trying, they had not yet succeeded.
Pollington manufacturing engineer Chris Stewart said, “We’d complete hundreds of assemblies only for one to be missing a clip. That reset the counter to zero, and we’d start over to assemble 2,000 units.” Paper instructions in physical binders proved insufficient for operators to learn and be consistent in building complex assemblies.
To complicate things more, skilled labor is difficult to find in the tiny town of Marion, Michigan (approximate population of 900 people). Pollington relied on Spanish-speaking factory operators with an onsite interpreter. Despite having a well-documented process, improvements were needed to expedite the completion of the safe launch as production volumes ramped up.
There was also a need to improve traceability for faster response, in the event of a quality concern. Engineering Manager Brian Priddle said, “As a Tier 1 in automotive, you must have tight traceability. If there’s a quality concern, you need to be able to react very quickly to identify and isolate those parts. The OEMs need answers in minutes to keep their production lines running.”
Stewart added “Through the old way of doing everything on paper, it’s kind of hard to find the information you need if there are questions.” Searches could take hours.
Pollington implemented digital work instructions from Pico MES. The software easily uploads images with annotations and video explanations along with translated work instructions, guiding Pollington’s operators through each step of the side rail assembly. Before advancing to the next operation, the software verifies that all torque values and sequences have been followed. Stewart said, “It is easy to follow along with the instructions. You could build the assembly without any prior training.”
Visual worker guidanceThe visual worker guidance prompts the factory operator on what to do next, and if they are building product correctly. It is a gatekeeper in the background, and not disruptive to their daily flow of things.
For its pilot station, Stewart said, “We spent about a week developing our system. Then, we spent two to three days making sure everything was in place, including training. In less than two weeks, we were analyzing the manufacturing data.”
Priddle said, “With Pico’s digital work instructions, we were able to pass the safe launch within 2 weeks. That was a big deal.”
In the past 12 months, Pollington’s digital transformation has been substantial:
- Connected 18 workstations
- Digitized 100 processes and migrated from paper instructions for assembly processes
- Integrated 56 tools into the assembly process for error-proofing and traceability
by Gary Mintchell | Aug 2, 2024 | Manufacturing IT, Operations Management, Productivity
How refreshing to talk to a true evangelist of American manufacturing. While I believe in international cooperation and market expansion, I recognize that as long as we have countries those countries will need a solid manufacturing base to survive.
The other day I received a pitch about a new company in the US trying to bring digital solutions to manufacturing—from small to large enterprises. This led to a conversation with Ryan Kuhlenbeck, CEO of Pico MES. His enthusiasm and evangelical fervor was a refreshing change from the usual corporate conversation. That was beyond even just a sales pitch.
Let’s set the stage. Human errors cause 80% of manufacturing defects, impacting employee retention, slowing efficiency & costing the industry $1T. On the brink of a huge labor shortage, factories need solutions that reduce headaches while improving quality standards.
Bosch-backed factory floor tech Pico MES is digitizing, error-proofing & increasing efficiency for the small/mid-sized factories (98% of the industry) at the heart of the American supply chain & providing a blueprint for how to transform our factories.
Ryan has worked at GM and Tesla. He told me that Elon drove an emphasis on data, something that he brings to his new company. He wants to fill the gap between enterprise and supply chain software.
The MES in the company name basically tells prospective customers that Pico’s application resides between the control/HMI layer and the ERP layer. He told me that their MES is bottom up rather than top down. They don’t try to use the complex integration of ISA 95. That requires too much custom code (and I’d add, too many consultants).
The Pico MES no code application (a recent theme) builds on a library of tools used in discrete manufacturing. The library is a digitization of all the information relevant to the tool. (Another thing he learned from Elon—the more digitizing, the better.) As they talk with prospects, “We see a lot of paper,” says Ryan.
Pico provides process workflows, worker guidance, traceability. The library includes videos to assist training and setup. The goal is to minimize setup and maximize work. The software is built on modularity for ease of use. Pico’s customers range from 6-person shops to large manufacturers—including some who manufacture semi-trucks.
Nothing theoretical here. All nitty-gritty shop floor tested systems.
by Gary Mintchell | Jul 29, 2024 | Manufacturing IT, Operations Management, Software, Workforce
Writer and computer science professor Cal Newport writes in his new book Slow Productivity about a condition we probably all have found ourselves mired in—pseudoproductivity. When I was younger we called it “busy work.” That is work designed to make us appear busy even while accomplishing almost nothing.
I began doing promotional work for a company called Quickbase this year. This company was completely new to me. They develop software for manufacturing and construction industries—ERP, Project Management, MES, and the like. Their competitive differential is no code. When you purchase their solutions you don’t need a few consultants and huge computer system.
They have defined an enemy to productivity they call “gray work.” Their solution is designed to render gray work moot.
Recently, Quickbase surveyed 2,000 workers in the United States and United Kingdom on the state of work and productivity. 54% of respondents reported that it’s harder than ever to be productive day-to-day.
58% of respondents said they spend less than 20 hours per week on meaningful work—the truly important stuff that that drives actual results. And 45% of respondents say they are spending 11+ hours per week doing nothing but chasing information from different people across multiple systems.
And despite our best technological innovations and intentions, more tools do not necessarily make things better—an immense nine out of 10 respondents report feeling overwhelmed to some degree by the sheer amount of software solutions they use daily—the very solutions that are supposed to increase productivity.
Now overlay this with the fact that 66% of respondents report that their organizations are actively increasing investments in software designed to theoretically enhance productivity, work management, and collaboration, and it adds up to a productivity gap that is growing every day. What can we do about it? You’re about to find out.
You can download the report at this link. It is worthwhile reading. And thinking about. And figuring out how to implement solutions that eliminate (or minimize) gray work or pseudoproductivity.
by Gary Mintchell | Jul 22, 2024 | Manufacturing IT, Operations Management
I told the publicity person that finding new technologies to write about in this market segment is as rare as a dry day in April here in Illinois. This case study falls a little short of my vision for Automation World when we began 20 years ago. I wanted to make the team of people the heroes of the story, not the product. This splits the difference.
My history with manufacturing software dates to 1977. I’ve seen a lot. The early Wonderware solved many problems. Inductive Automation entered the fray in 2003 upping the ante. I began with the early version of MES. Thankfully the ERP “revolution” eluded me. I wrote a bit about that last week. MES is incredibly complex and difficult. Companies have been working on ways to make it easier to implement especially over the last decade. ERP still tries to do too much with too little overall vision.
But…check out this case study sent to me by Plex (a Rockwell Automation company). The company tries. What do you think?
This case study was written by Plex. I hate to take the lazy way out, but this works.
Specializing in roll forming, stamping, laser welding and more, Advanced Vehicle Assemblies, LLC creates efficient products and solutions for the automotive industry. With four locations in both the United States and Mexico, Advanced Vehicle Assemblies is reimagining the production of complex metal assemblies with the use of multiple in-house forming and joining methodologies.
- Established real-time production reporting
- Increased insight into inventory tracking
- Enhanced visibility across production
THE SEARCH FOR A NEW SYSTEM
With over 500 employees across four locations, Advanced Vehicle Assemblies, LLC (AVA) is known for its unique, complementary manufacturing processes that enable the production of complex metal assemblies. Founded in 2021, AVA has expanded significantly and now ships approximately 52.2 million parts annually.
AVA split from its former sister company in June 2020 and this transition kicked off an urgent search for a new ERP system.
They were temporarily covered under a shared service agreement from their previous affiliation, but the end date was nearing. As a result, the company looked for an ERP solution that minimized hardware maintenance — a stark contrast to their previous experience — and could be implemented within their tight timeline.
Alongside the frequent maintenance required by the old ERP system, AVA also faced the fact that the old system did not include Manufacturing Execution System (MES) integration.
The absence of real-time production reporting and inventory tracking led to reliance on manual processes, causing significant delays and a lack of trust in the collected data. As AVA aimed for rapid independence and organizational rebuilding following the split, the selection of a new ERP system became a critical aspect of their strategic focus.
As it navigated the intricate landscape of ERP options during the summer of 2020, AVA conducted surveys, evaluations, and demonstrations to help identify their top priorities with the help of user feedback. Despite the tight timeframe, the culmination of this rigorous process led them to select Plex as their new ERP system in late 2020. This choice marked a pivotal step for Advanced Vehicle Assemblies, LLC as they embraced a new ERP system that promised to streamline operations, enhance efficiency, and support their journey towards becoming a thriving, independent enterprise.
AN ACCELERATED TIMELINE
Embarking on their ERP system revamp journey, AVA utilized the Milan, Michigan facility as their first Plex implementation site in December 2020. This location shared the outdated ERP system with AVA’s sister company, adding an extra layer of complexity to the transition. Knowing time was of the essence, Milan aimed to go live on Plex within an ambitious 60 days.
To ensure a successful transition, AVA enlisted the support of Plex implementation services, who assigned a project manager to the Milan site. This project manager brought a deep understanding of the project’s parameters and the urgency of a rapid go-live timeframe. To bolster their eff orts, the Plex team tapped on outside consultants to assist with the critical data cleansing phase as it was loaded into Plex. Employee training sessions and workshops were also prioritized, acknowledging the importance of preparing users for the impending changes.
As the go-live date loomed, an impressive collaboration unfolded, with up to seven Plex team members present at the Milan location during each shift. This emphasis on teamwork from all sides underscored the collective commitment to a successful implementation.
Despite the challenge of a 60-day timeline, the Milan site successfully implemented Plex within the desired timeframe. Employees showcased resilience and adaptability as they mastered the main Plex functions, navigating the natural learning curve that comes with migrating to a new manufacturing solution.
NEWFOUND INSIGHT & DATA
The Plex implementation brought about a transformative wave of improvements for AVA, revolutionizing their operational landscape. One of the most notable enhancements was the establishment of real-time production reporting and inventory tracking. The newfound ability to access data in real time instilled a heightened sense of awareness of inventory for AVA, enabling employees to address issues promptly, fostering agility in their responses and elevating overall operational efficiency.
Furthermore, the implementation of Plex significantly augmented visibility across production. With operators more engaged and proactive on the shop floor, AVA witnessed quicker problem resolution. The benefits of Plex extended beyond the shop floor as it empowered AVA to successfully grow its business while maintaining a lean operational structure, minimizing the need for additional personnel to manage the Plex ERP system. Additionally, key Performance Indicators (KPIs) became more visible and dynamic, seamlessly integrating into Plex as native components rather than being extracted from external Excel sheets.
Plex also eliminated the necessity for financial consolidation software, streamlining processes and making contextual data easily available. The intuitiveness of the Plex system unlocked this accessibility, making it easy for users to navigate and find the information they need. The cloud-based nature of Plex, coupled with its highly configurable background settings, provided a foundation of flexibility that empowered AVA to continue to test and implement improvements. This adaptability positioned Plex as a transformative tool that not only met AVA’s original expectations for their ERP system but exceeds them into the present and future.
LOOKING AHEAD WITH PLEX
After the Plex implementation, Advanced Vehicle Assemblies, LLC has gone on a revolutionary journey marked by significant improvements across various facets of their operations. The shift from an outdated ERP system to Plex resulted not only in material improvements but also newfound capabilities and efficiencies. Perspectives have also evolved across departments, emphasizing the importance of collaboration and data utilization.
For AVA, the most significant achievement with Plex has been the ability to attain complete independence. Upon completion of the implementation, internal surveys affirmed the success of Plex as it earned high marks for reliability, speed, and ease of use. The adoption and integration of the software extends beyond that of the Milan, Michigan location, with AVA employees able to take on the remaining Plex implementations internally with little to no Plex support required on site.
As AVA looks towards the future, the success of the Plex implementation stands as a testament to the company’s resilience and adaptability, setting the stage for continued growth and operational excellence for years to come.
Plex, by Rockwell Automation, is a leader in cloud-delivered smart manufacturing solutions, empowering the world’s manufacturers to make awesome products. Our platform gives manufacturers the ability to connect, automate, track, and analyze every aspect of their business to drive transformation. The Plex Smart Manufacturing Platform includes solutions for manufacturing execution (MES), ERP, quality, supply chain planning and management, asset performance management, production monitoring, process automation and analytics to connect people, systems, machines and supply chains, enabling them to lead with precision, efficiency and agility.
by Gary Mintchell | Jul 18, 2024 | Manufacturing IT, News
Aras invited me to their annual customer event this year. Energy and ideas abounded. The next edition will be held in Boston March 31-April 3, 2025.
Aras, a leader in product lifecycle management (PLM) and digital thread solutions, today announced today the date for its annual event, ACE 2025, taking place March 31-April 3, 2025, in Boston at the Hilton Boston Park Plaza.
Celebrating Aras’ 25th anniversary, ACE 2025 marks a milestone year by inviting its community to Boston, where it all began. This special occasion promises to be an unforgettable gathering of industry leaders, innovators, and enthusiasts showcasing how leading organizations are transforming engineering and PLM with Aras.
ACE 2025 spans a total of four days, including both pre- and post-event days that offer training opportunities and technical discussions. The main event takes place on the second and third days with a keynote and sessions focused on the latest in PLM and digital thread innovation. Attendees will gain insight from top leaders and industry experts on technology and industry trends reshaping the business of transformation.
“ACE 2025 offers a unique opportunity for our community to come together and discuss how we leverage digital technologies to design, build, and manage products,” said Roque Martin, CEO, Aras. “As we celebrate our 25th anniversary, hosting ACE in Boston is a special moment for us. The Aras community is a source for inspiration and education for innovative strategies that apply PLM and digital thread solutions to support sustainable growth in an increasingly dynamic world.”
by Gary Mintchell | Jul 15, 2024 | Manufacturing IT, Operations Management
The CTO and co-founder of a tech company chanced to have lunch with me at a conference several years ago. After I asked about technologies that would become important, I mentioned the series of conference themes that seemed to chase the latest fads. He told me that the company does what it does, and that conference themes reflected both the current conversations and the company’s strengths.
My boss induced me into manufacturing software in the late 70s exploring the benefits of a single repository of manufacturing data. The name of that software space has changed at least four times since then. The technologies have become immensely more powerful. The applications remain just as unwieldy to install and use.
Tim Ferriss has been rerunning past podcasts celebrating 10 years of podcasting. This week he featured venture capitalist Ann Miura-Ko. The conversation initially aired in 2018 (and I probably noted this then) and the comment remains relevant. “Enterprise software sucks.” It’s still complicated without providing useful guidance and assistance for users.
These thoughts came to mind when I saw a blog post attempting to explain the latest software—Namespace. The writer explained it as one unified place for all manufacturing data. Professional LinkedIn commenter and serial entrepreneur Rick Bullota commented, “Isn’t that what Lighthammer did 20 years ago?”
Sort of, yes.
Technology moves on. We collect more data. We store more data. We compute more data faster. We even invent new terms such as artificial intelligence (AI).
But, intelligence? I think not.
Executives often bring in high-priced consultants to make sense of the data. They just do a lot of complicated mumbo-jumbo providing a few answers, collecting their fees, and leaving.
I think we still try to solve the problem I worked on 45 years ago as the “kid in engineering”. And, I think we’ve been actually solving the wrong problem.
