A greenfield manufacturing facility uses fully automated, networked machines to track every order in real time. Every quarter, a Kaizen event analyzes three months of operational data, sets specific KPIs, and prioritizes fixes. The cycle repeats through Q1, Q2, and Q3 to drive continuous improvement.
We had a system that went in and it completely modernized the way that a facility worked. It was a greenfield facility and it took it of where everything was automated, everything talked, everything had basically performance metrics. You were doing full order execution and tracking. Awesome. And so we're like, hey, we're gonna come back. And we're going to baseline assess you of how you are doing your operations. And then at the end of the first quarter, we're gonna use the data that you have amassed over the 3 months, and we're gonna do a Kaizen event. We're gonna figure it out what we're going to be attacking prior to coming. We're gonna get the right group of people on site. We're going to take what we learn in that event and create a KPI around it. to show that not only was it fixed, but here is the difference that it was making. And then we're gonna continue tracking that. And at the end of Q2, we're gonna come back again, another event, another thing fixed off of the data, track it within it. Same in Q3.
