A Cooley Group manager explains how digitizing analog production data revealed that some long-held manufacturing practices were actually sub-optimal. By making real-time data visible to operators and managers, the company is closing the knowledge gap that once required years of senior operator experience.
I think from my experience, our senior operators that historically we as managers have believed that what is in their head and the way they run a production line is the best way. Historically, this problem that we have here this transfer of knowledge from our senior operators to the new generation that's coming in, at least our plants at Cooley Group, has been looked at as a huge issue. But now that we have more information about our process and now that we have have turned sort of analog information into digital information. We have real-time information now. We are seeing that there's, there's more to it than what's in our senior operators' heads as the best way. There's actually, um, you know, that's actually not the best way with You know, with this new information. So, you know, I think that, you know, now that we have this visibility, we have the visibility as managers, our operators have the same visibility. Everyone in the operation is seeing that there are some things about our process that we've never known, that, you know, that we're just learning that, you know, these insights are residing in these datasets once we figure out how, you know, how to leverage these datasets.
