A lot of people assume that a product like Mingo will cost tens of thousands of dollars, take forever to implement, and be a total bear to roll out for adoption by employees. Let’s quickly dispel some of that thinking:
Will it cost too much? As long as it isn’t bundled with a more expensive system, standalone analytics doesn’t have to be expensive.
Will it take forever to implement? It will take around 55 hours of your time to implement and have your employees start using.
Will it be too complex? Mingo is built to be useful on the plant floor, as a tablet display in a manager’s hands, or as a historian to track trends and make evidence-based decisions in your operations meetings.
Surprisingly we also hear from organizations who worry that their company culture isn’t ready for it. “What will my people have to do to make the investment worthwhile?” In other words:
Will we have to change the way we operate? The short answer is no. If you want to make the most impact on your performance then do these three things. Most of the value Mingo brings is that it provides accurate, real-time data to the kinds of things you would do anyway, namely continuous improvement, production and scheduling meetings, and most likely some type of OEE reporting.
But once you start faithfully including better data in your routines, start to socialize and share that data in daily production meetings, and create triggered dashboard notifications and automated alerts, the company culture will change, but for the better.
Customers have told us that incorporating scoreboards on the factory floor alone raised performance and productivity.
Plant Managers will now have evidence to base their scheduling on and the ability to diagnose issues or variances by shift, cell, operator, and machine.
Your executives and the C-Suite can track overall OEE time, but will also gain the ability to drill down to costly bottlenecks, quality and scrap issues, and unplanned downtime and track those trends overtime.
These things help change company culture by delivering transparent reliable reporting from the plant floor.
Operators, managers, and leaders can be on the same page with habits and behaviors that contribute positively to the company, responding in real-time to the factors that cause loss in manufacturing. That’s the power of plant floor visibility.