Hamlet employees received deliveries from a truck driver via paper which they then manually entered into their ERP system.
It was the same story with quality management including the use of manual test samples and operators establishing quality check procedures. Hamlet lacked visibility to its data, and, because many of its data sources were disconnected, they were largely unable to use that data to plan and take actions.
Beyond being disconnected, Hamlet’s data lacked context. Operators lacked guidance regarding how to drive processes and, in the absence of documentation, relied mainly on their individual knowledge and experience.
This operator knowledge was localized and not shared among the broader team. Hamlet did not understand why the process sometimes slowed and the impact of various operator actions. They lacked the ability to compare and consolidate the multiple data sources on which production is dependent, such as concentration factor, volume output, protein, moisture, etc.
Finally, in the warehouse area, the use of silos was not optimized. Operators managed storage without guidance, and the warehouse itself was organized with handwritten notes. Scheduling was manual and posed frequent challenges for customer relation and production personnel.
#5 Conduct a Value Workshop to Secure Buy-in and Evaluate Potential Gains Against the Picture Developed in Step #4
Armed with the assessment, Hamlet conducted a value workshop to analyze from both technical and business perspectives its process flow from raw material receipt through finished goods.
Representatives from all departments participated, which not only facilitated broad buy-in but enabled the team to clearly understand the interconnectedness of their individual processes.
As an outcome of the workshop, the team reinforced its vision for a digitized manufacturing process that would connect its disjointed processes.
One of the central questions concerned the appropriate roles that ERP and Manufacturing Operation Management (MOM) should play within the new system.
Ultimately, Hamlet chose for their MOM to be independent of their ERP so that they could maximize the control and stability of their process digitally in the manufacturing space.
#6 Develop and Socialize a Comprehensive Plan and Schedule
Timing can change, but priorities and responsibilities should be clear and agreed upon by all.
Hamlet developed a functional requirement specification to establish clear project milestones and pricing. They also dedicated the project manager full-time to the project as a single point of coordination and leadership. Looking back, Hamlet views this assignment as key.
#7 Establish an Infrastructure for Change Management and Inter-Company Communication
Never underestimate the importance of regular communication in progression of a project. Hamlet’s goal of communicating plans, progress, and actions to internal teams was achieved by the creation of MyHP with the help of Rockwell Automation.