Better Insights Lead to Better Manufacturing Management

Summary

Introducing new technology, especially for a 100+ year old manufacturer, can be intimidating. Oftentimes, it means changing core processes and workflows core to daily operations while balancing the demands of the business. This is why many manufacturers often find themselves in an “in-between” state when it comes to technology adoption and usage on the shop floor, in the back office and in the head office.

While not deliberate, it can make for an unwieldy mix of paper-based processed and other outdated record collection methods alongside newer digital tools that creates siloes of data and information. Those siloes mean there are multiple sources of information throughout the company, disconnected from other systems and making it difficult to gain a big picture view. Lacking that, it is impossible to gain key insights for decision-making to get ahead of production delays, machine maintenance, personnel and safety, impacting operations and revenue.

Picture the impact of an unplanned machine shut down when all the key stakeholders–the shop floor, customer service, accounting, suppliers and more are working from inconsistent information. Scrambling to realign production and deliveries and keep customers satisfied without incurring unnecessary charges is challenging on a good day. The long-term ripple effects can carry into the next several days, weeks or even longer.

When information sources are not integrated throughout the manufacturer’s business, it leads to delays and creates productivity gaps. These productivity gaps may require employees to work double time to catch up on reconciling data, using workarounds and chasing information across systems, projects and teams. The lost time is known as “Gray Work,” and can take up to 11 hours or more each week of a manufacturing employee’s time, according to a recent survey.

Another common Gray Work issue is the introduction of a new process or method on the shop floor. It is often demonstrated on a whiteboard, which is not much better than paper-based processes. If the new method is not digitally captured, that knowledge can’t be widely and accurately shared.

These are a few reasons why manufacturers are moving to work management platforms. They allow information captured digitally to be stored, accessed and shared from a central location among teams. The upsides are better planning, fewer surprises, easier succession planning and the elimination of Gray Work.

Here are ways that manufacturing leader NSK–a 100-year-old manufacturer–navigated its digital transformation using a work management platform from Quickbase to enhance productivity, safety and innovation.

Navigating digital transformation at NSK

NSK is a global company that makes bearings, automotive components and precision machinery products. In 2006/2007, NSK began its own digital transformation journey, starting with a mandate that all new equipment be data-driven and capable of data capture. Like many manufacturers, NSK faced the challenge of integrating legacy systems with modern technology.

Taking a pragmatic approach, NSK assessed existing equipment based on performance and failure tolerance. Older machines still operating within acceptable limits are maintained with basic monitoring processes. For workflows, NSK sought to balance current performance metrics against opportunities where modern analytics can drive improvements, focusing on the most challenging processes where database-driven approaches can enhance efficiency.

This shift was accompanied by adopting CAD and 3D modeling practices to create digital twins for accurate measurements and specifications. The focus now is on predictive maintenance, identifying potential machine failures before they occur.
 

Data, not ‘gut feelings’ drive decisions 

Throughout the automotive industry, digital transformation has enabled a shift from “gut feel” decision making to reliance on connected data. Replacing verbal shift handoffs and disconnected spreadsheets, an integrated data-driven approach enables smarter decisions.

For example, by capturing data from shop floor processes and machines and integrating it with additional critical information from across the company on a work management platform, NSK makes strategic decisions faster. These include determining the best course of action regarding machine usage, maintenance and replacement.
 

Using technology to reinforce safety 

NSK’s digital transformation also enhanced its safety measures, transforming their "Take A Minute for Safety" program using digital kiosks to log employee observations of shop floor conditions, hazards and employee behaviors. The kiosks replace paper forms with a digital version, building an app using low/no code tools available on its work management platform. This transition allows for quick action on safety observations, tracking issues through completion with dashboard-driven reports that monitor maintenance, repairs, training and other key information. And, since the data is connected, it is easy to share best practices and document site conditions.
 

Setting a foundation for AI

Now able to collect and connect data to identify efficiency opportunities, NSK has built a foundation for supporting the strategic use of AI. The manufacturer envisions AI playing a significant role in automating data collection and analysis, further enhancing productivity measurement processes. This approach ensures that time and resources are not wasted on digesting vast amounts of data but are instead used to effectively calculate critical KPIs.

NSK’s digital transformation has been rooted in continuous improvement. By connecting real-time data on a work management platform while supporting critical legacy systems, the company can more easily identify and seize new opportunities, get ahead of potential issues and drive productivity without creating staff burnout.