Cooley Group shifted from gut-feel decisions to data-driven operations in eighteen months by adopting Overall Equipment Effectiveness as a company-wide metric. Plant managers, production teams, and operators now align around specific targets for downtime, quality, and performance instead of working without shared goals.
I came to the company, not that it was me, but it was our journey together. I think Cooley Group has really grown into more of a data-driven culture. And for instance, you hear the term and the metric OEE thrown around a lot these days. You know, that is something that we developed about a year and a half ago that we created as kind of our north star for all of our facilities. So this is something that we use to create baselines, to create goals for our plants, whether it be downtime goals or quality goals or performance goals. And our teams, our plant managers, our production teams, all the way down to operators understand this metric. And we all work towards specific goals for each of those components. So that's, that's not, that's not something we were doing 2 years ago. So this is, I would say that creating a goal and working, working towards it when we really weren't in the past, not altogether at least, has, has really been a really nice step forward over the past year and a half or so.
