Manufacturing at ABB: A Shining Star of Industrial Transformation Best Practices

Posted by Tom Comstock on May 31, 2019

As we study Industrial Transformation (IX) at the macro level, we seek leaders among industrial companies for further insights. We recently interviewed one of those leaders, ABB’s Chief Digital Officer, Guido Jouret, who reinforced our best practices findings from the recent IX survey.

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Categories: Case Study, Culture, Industrial Transformation / Digital Transformation

Aligning Technology with Business Goals at Lockheed Martin

Posted by Matthew Littlefield on November 03, 2017

Digital Transformation is taking off in the fighter jet industry and Lockheed Martin’s F-35 program is a valuable example of taking a disciplined approach to connecting strategic objectives and technology selection.

Over the past three years, the company — like many other industrial and manufacturing organizations — has faced pressure to cut costs and ramp production. In 2014, Lockheed Martin began planning a major upgrade of its plant-floor software to scale production. This involved an assessment of its 80+ homegrown software applications and highly-customized commercial complex assembly manufacturing solution (CAMS) and manufacturing execution system (MES). Needless to say, this software hodgepodge presented risks and limitations, as the company set about overhauling and updating its mission-critical manufacturing systems.

Click here to speak to Matt Littlefield

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Categories: Case Study, Industrial Transformation / Digital Transformation, IT/OT, Operational Architecture

4 Key Insights on Revolutionizing Quality from Jabil's VP

Posted by Mehul Shah on June 11, 2015

To be a world class quality organization there are many things that an organization needs to do right. Companies need to have the right set of streamlined process supported with the systems and technology. However, the most critical attribute for a world class organization is always its people and the culture of the organization.

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Categories: Case Study

Breaking Down Campbell’s Process Data Initiative [Executive Q&A]

Posted by | Research Team | on March 06, 2014

It’s no surprise that data-driven businesses make better decisions. So, with the amount of data surging through the manufacturing environment, professionals from the shop floor to the top floor should have everything needed to optimize production, right? Unfortunately, because of the fractured IT landscape found in many enterprises, more often than not this isn’t the case.

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Categories: Manufacturing Operations Management (MOM), Case Study

How a VP of Quality Improves Poor Quality Costs [Executive Q&A]

Posted by | Research Team | on February 25, 2014

Among the hundreds and sometimes thousands of manufacturing metrics and key performance indicators (KPIs) across plants that require attention, how do senior leaders responsible for quality prioritize what is most important for achieving upcoming performance targets and also for improving performance in the future?

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Categories: Enterprise Quality Management System (EQMS), Case Study

A Lesson in Risk-Based Supplier Quality Management [Executive Q&A]

Posted by | Research Team | on January 31, 2014

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Categories: Enterprise Quality Management System (EQMS), Case Study, Supplier Quality Management (SQM)

Why Supplier Relationships and Defining Quality Matter [Executive Q&A]

Posted by | Research Team | on January 14, 2014

While managing supplier quality may be equally as important as it was a decade or two ago, it’s becoming an increasingly challenging task as today’s economy continues to globalize. More often than not, behind every company producing a complex product there’s a complex supply chain. This growing number of factors to manage can be overwhelming and even detrimental to quality. Fortunately, many market leaders have figured it out.

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Categories: Enterprise Quality Management System (EQMS), Case Study, Supplier Quality Management (SQM)