Generally, Manufacturing Operations Management (MOM) software is thought of primarily as a collection of applications that manage production and related operations and activities. This is certainly true—the core intended purpose of MOM applications is to connect, aggregate, and federate shop-floor automation activities, along with all of the additional production workflows and supporting activities to the larger ERP and reporting software of the enterprise.
Recently LNS Senior Associate Mehul Shah and I had the pleasure of attending and speaking at Infusion 2014 in sunny Marina Del Rey near Los Angeles, CA. The event, a semiannual manufacturing intelligence conference held by InfinityQS, shows users of the software how to give their metrics meaning, identify areas for improvement, and turn manufacturing information into actionable data.
In the push to remain competitive on a global scale, manufacturing organizations have had to evaluate their production operations and shore up any areas where costs can be decreased and profitability maximized. These include lowering risk, improving customer responsiveness and service levels, obtaining a higher return on assets, and others.
With today’s competitive global economy, it’s no surprise that manufacturing and industrial companies are constantly trying to cut costs and improve productivity. It’s often in the ability to deliver a product at a marginally lower cost, quicker time, higher quality, or a combination of factors that separates market leaders from the rest of the pack. However, after taking care of the so-called “low-hanging fruits,” identifying areas for improvement becomes increasingly difficult.
Recently, we had a conversation with a large food and beverage manufacturer about quality management and software strategies. Topics of the discussion included Enterprise Resource Planning (ERP), Enterprise Quality Management Software (EQMS), Manufacturing Execution Systems (MES), and Statistical Process Control (SPC) software.
In our last post we examined the challenges many companies face with Statistical Process Control and SPC Software. We showed, through example, how many companies struggle to gain buy-in for SPC among operators and middle management. We also showed how many of these companies fail to support initiatives at the enterprise level with the necessary leadership, process, and technology business capabilities
Many of my recent posts have focused on Enterprise Quality Management Software (EQMS) and Hazard Analysis and Critical Control Point (HACCP) Software. In this post I want to explore the traditional approach to Statistical Process Control or SPC Software that many companies have taken as well as some of the common challenges these companies run into.