Overall equipment effectiveness

But plenty of clients are starting at the assessments and kind of roadmap phase.

Plenty of clients are starting with the implementation side of things, taking a look at one line, one OEE pilot, and that's a perfectly good place to start as well.

Good perspective.

Really kind of gives the full gauntlet of what we're trying to do here.

Where was damage happening in a bottling process? SmartSkin provided the answer.

Before SmartSkin, plants measured the output, OEE, speed of line, container damage, but they never knew what was causing those numbers.

We help them measure container handling.

The initial concept was that we could reduce glass breakage, but reducing glass breakage is the very tip of the iceberg.

It's one application for our technology.

Really, what we do is we help plants understand container handling, which is something that they were never able to do before.

So plants measure OEE, which is operational efficiency, But that's the output of all these other factors.

So they never understood why their OEE was down or what was causing them to damage their

No, when I say autonomy, they have accountability for their P&L.

They have accountability for the OEE numbers.

They have accountability for their quality and accountability on their gross margin.

They are still getting the support from our home corporate office.

Just really settling in with that and then taking a bead and letting it work for a while.

The second one to me is OEE.

So we've tackled several foundational items like our quality rate.

We did a big project a couple of years ago where we went from like 85% first pass yield and now we're at 96%, which with tight tolerances, we're very proud of.

Look at your technology, too, as part of this processes and systems.

Is my ERP system giving me what I need? Is my manufacturing excellence system or OEE tracking giving me what I need? You need to assess your processes and your systems.

Are they working and not working for you versus what you would expect? from a plant or an operation like yours.

So again, working, not working on processes and systems.

We made shampoo, Pantene, and Head & Shoulders back in the day.

And they run 380, 400 bottles a minute on that line, and our job was to drive OEE.

and i remember telling people at that time again as a young leader hey you need to have your head on a swivel like these were literally my words you need to have a head on this well you need to be looking to see where the next thing's going down and get there before it causes the line to go down but what that created was this hustle culture of like we were manhandling the results if you will and so they were they were incredibly reactive so our our time between going down and going back up it was really really short but the problem was we were still going down And when you pull off the energy or the focus, those aren't unsustainable.

And I'm telling people to hustle and move and move faster culturally versus the opposite, which is, hey, let's focus on why are we going down and let's figure out how do we extend the length of the run so you can actually see what happened when you went down and look and observe.