Maxion Wheels, a leading global wheel manufacturer, was facing challenges in standardizing work processes, improving training, and reducing content creation time. The company was on a path towards digital transformation, but bridging the gap between physical processes at manufacturing plants and information technology was complex. Creating work instructions took more than 4 hours, and quality control checklists were created and processed on paper by several people, multiple times per day. The company was looking for a platform to reduce instruction authoring time, improve ease of use, and digitize checklists to improve data collection. They also wanted to support their digital twin project and digitize not just instructions but work processes at their plants.

Orkla, a leading manufacturer of a diverse range of products including jams, chocolate, pizza, and ready-to-eat meals, was seeking ways to increase productivity and implement sustainable practices in their manufacturing operations. The company was dealing with the challenge of silent knowledge, which is the information and best practices that are kept in the heads of knowledgeable employees, instead of being recorded and evaluated in a standardized process. This was leading to inefficiencies and inconsistencies in their manufacturing processes. Additionally, Orkla was using a paper-based system for creating, editing, and distributing work instructions and SOPs on the shop floor, which was time-consuming and prone to errors.

Reyco Granning, an American heavy-duty suspension manufacturer, has been in the industry for over 90 years. As a family-owned company, they focus on efficiency and flexibility, which are crucial traits in a globally competitive industry. They rely heavily on their factories to maintain a high level of consistency and quality. However, the company faced the challenge of continuously improving its operations to stay competitive in the international market. This required growth in both processes and people. The majority of Reyco Granning’s processes on the shop floor are manual, ranging from welding, painting, and fabricating, to the assembly and packaging of their complex suspension systems. The company needed to empower its workforce to meet their ambitious continuous improvement and standardization goals.

Thermo Fisher's packaging department in Cincinnati, Ohio, was grappling with significant quality issues, primarily line clearance and inspection failures. These issues were causing inefficiencies and disruptions in their operations. The department was also struggling with the lack of a standard process across all shifts, leading to inconsistencies and misalignments between different groups and supervisors. The goal was to establish a standard process throughout the department, align all four shifts for better cohesion, and train operators to keep the line running smoothly.

Thermon, a global leader in heating, temperature maintenance, freeze protection, and environmental monitoring solutions, faced a significant challenge in training their frontline teams. The company needed a solution to standardize and streamline their training procedures, particularly for their kitting operations. The traditional methods were time-consuming and inefficient, leading to a longer time-to-effectiveness. Additionally, Thermon wanted to capture the expert knowledge of their tenured employees and reduce the amount of silent knowledge in their operations. They also needed to move employees in and out of new tasks or operations for a relatively short amount of time, requiring an agile solution.

ZEVx, a US-based company that develops e-mobility battery packs and powertrain solutions for commercial fleets, was facing a challenge in building a training program for their customers and partners. These individuals, in addition to converting vehicles, may also have to perform maintenance on the repowered vehicle. The company, headquartered in Arizona, serves customers all over the United States, many of whom are in different time zones. This geographical spread added to the complexity of delivering consistent and effective training. ZEVx needed a solution to document all the required steps for those performing vehicle conversions and maintenance, with a focus on improving the customer experience. They also needed to demonstrate compliance with industry-specific regulations, such as those imposed by the California Air Resources Board (CARB).

The manufacturing sector is facing a significant skills gap, with an expected 2.1 million unfilled jobs by 2030, costing trillions for the US alone. To address this, manufacturing companies are adopting smart manufacturing tools and work instruction software. However, the challenge extends beyond the industry to educational institutions, which need to prepare the next generation of workers for the modern manufacturing environment. Cleveland State University (CSU) is one such institution, aiming to train its engineering students on smart manufacturing tools and their applications. The challenge is to provide students with a comprehensive understanding of product design and manufacturing system design, and to prepare them to close the skills gap in their future companies.

Industrial Management and Engineering Group, LLC (IMEG), an engineering firm established in 2006, was in search of a software solution that could improve productivity, flexibility, safety, and efficiency for their clients. The ultimate goal was to enhance the competitiveness and profitability of their clients. However, finding a user-friendly digital work instruction solution that could also collect data at a relatively inexpensive cost and was easy to implement was a challenge. The global reality of worker shortages and supply chain disruptions further complicated the situation. The need for constant readjustments to account for assembly line discrepancies and the increasing adoption of Industry 4.0 best practices in manufacturing, which required a multifaceted approach to quality lean production, added to the complexity of the challenge.

KONE Coal Valley, a leading manufacturer of elevators and escalators, faced two significant challenges before their digital transformation. Firstly, their work instructions were distributed on paper within multiple binders, making it difficult to update and keep track of the best and most current practices. Secondly, with a significant portion of their workforce set to retire in the coming years, they had to hire a new generation of workers who lacked the necessary experience. The company needed a solution that would enable them to transfer the knowledge and experience of their senior employees to their new hires before they retired. These challenges were not unique to KONE Coal Valley alone but are common issues that many modern manufacturers face daily.

Mitsubishi Electric, a leading elevator manufacturer, faced a complex challenge when scaling up production for its new MOVE elevator system, designed specifically for the European market. The MOVE elevators were quite different from the standard Japanese model, requiring new assembly processes. The company needed to standardize these processes to ensure high-quality production and maintain its reputation for reliability. However, initial efforts to standardize the shop floor were burdensome for the experienced workers, who were more comfortable with their individual routines. Furthermore, the company lacked a reliable data capturing system that could provide valuable feedback for analysis. The challenge was to implement a system that could streamline the new step-by-step instructions for the MOVE models, capture data for analysis, and be easily accepted by the workforce.

Mobility Worldwide, a charity that builds carts for individuals with physical disabilities in resource-poor countries, faced significant challenges in scaling up its production. The organization aimed to double its capacity from 2000 to 4000 carts per year, but faced hurdles due to lack of standardization, absence of bills of materials, and a workforce made up entirely of volunteers unfamiliar with lean manufacturing. The Columbia site, which produces the majority of the carts, operates at only 50% utilization due to volunteers typically working 3-4 hours at a time. The organization also faced logistical challenges due to the rural locations where the carts are deployed, making it difficult to supply replacement parts. Quality assurance was another major issue, as without verification of proper builds, the charity was unable to meet the long-term needs of its recipients.

Republic Manufacturing, a leading producer of industrial blowers and vacuum pumps, was facing challenges in maintaining the highest levels of quality for their customers. Their inspection process was twofold, involving operators recording quality data and performing inspections during assembly, followed by Quality Control inspectors verifying the product once completed. This process, while ensuring quality, was time-consuming and complicated due to the use of paper-based inspection reports. The company was also struggling with training their workforce due to frequent product changes and variations. The traditional paper-based methods were not only inefficient but also prone to errors and loss of data.

Dinel Schneider Electric, a leading manufacturer of sensor technology, was facing challenges with their traditional paper-based work instruction system. The paper instructions were hard to manage, quickly became outdated, and were not efficient for a rapidly evolving corporation. The heavy reliance on text-based instructions made it difficult for operators to quickly understand their tasks and responsibilities. The company was seeking a solution to enhance the quality of their products and the efficacy of their workforce. They needed a system that could keep up with the pace of their innovation and provide clear, up-to-date instructions to their operators.

Valve Research & Manufacturing Company, a manufacturer of valves for various applications, was facing challenges with its outdated paper-based system for assembly instructions. The company had to deal with the cumbersome process of printing and distributing assembly instructions and engineering drawings to each operator. The operators then had to interpret these instructions without any visual aids. Whenever a revision was needed, it resulted in a chaotic process of tracking down jobs across the facility to update the paperwork. This was particularly challenging given the high precision components involved in the assembly process. The company also had to deal with the task of implementing real-time adjustments, which was a monumental task given the multiple job orders involved in each change. The paper-based system also required operators to leave their workstations to log each operation they were performing, which was time-consuming.

Alaska Pacific University (APU) was facing challenges with its Thomas Training Center on Eagle Glacier, a world-class training ground for Winter Olympic athletes and world championship cross country skiing hopefuls. The facility, originally built in 1987, was in need of infrastructure upgrades to improve energy efficiency and water conservation. The center, located on a remote glacier mountaintop south of Anchorage, also presented logistical challenges for the transportation of materials from sea level to the mountain apex. The project aimed to reduce the center's energy consumption, improve wastewater treatment, and enhance the overall experience for athletes and staff. The project was also constrained by the need to perform the majority of the work during the summer and fall of 2023.

The City of Alton, Illinois, was facing the challenge of reducing its carbon footprint and generating revenue while making use of a local closed municipal landfill site. The city was also grappling with the effects of global warming, including increased flooding, and was seeking ways to contribute to the solution on a local level. The city aimed to create local jobs, increase property tax revenue, and reduce greenhouse gas emissions. Furthermore, the city was striving to meet the clean energy transition goals laid out in the Illinois Climate and Equitable Jobs Act (CEJA), which sets a target for Illinois to reach 40% renewable energy by 2030 and 50% by 2040.

The City of Boston, under the leadership of Mayor Michelle Wu, was faced with the challenge of aligning its municipal operations with its carbon neutrality goals. The city had an inventory of 80,000 streetlights and other exterior lighting fixtures that were not energy efficient. The city's Renew Boston Trust (RBT), a self-funding finance mechanism, was tasked with the responsibility of converting all electric lighting to efficient LED fixtures. The city had already released a request for qualifications in July 2021 and selected the contractor Ameresco, Inc to conduct an audit of the exterior lighting. The audit involved recording the location, technology, condition, and other relevant data of the exterior lighting over a period of six months. The city also had to develop energy conservation measures to reduce the amount of electricity and natural gas used by the city’s streetlights, traffic lights, athletic field and park lights, and school department security lighting.

The City of Boulder has set ambitious targets in its Climate Action Plan, aiming for an 80% reduction in emissions from city buildings by 2030, and striving to become a net-zero city by 2035. To achieve these goals, the city needed a Facilities Master Plan (FMP) that would align with these targets and address the city’s aging building portfolio. The city partnered with Ameresco to quantify and baseline building performance in terms of environmental sustainability, social responsibility, and financial stewardship. The city's facilities portfolio, comprised of 75 facilities and approximately 1.8 million square feet of gross floor area, required a long-term capital plan and a quantification of the deferred maintenance.

The City of Memphis, in partnership with Memphis Light, Gas and Water (MLGW), was faced with the challenge of reducing energy costs citywide while enhancing operations and maintenance capabilities. The city had over 77,000 high-pressure sodium luminaires streetlights that were not energy efficient and required frequent maintenance. The city also aimed to reduce its carbon emissions and improve streetscape and nighttime visibility in a cost-effective and energy-efficient manner. Additionally, the city wanted to create job opportunities for local residents during the construction process and beyond.

The City of Missoula, Montana, was faced with the challenge of reducing its carbon footprint and moving towards its goal of carbon neutrality by 2025, as outlined in its Conservation and Climate Action Plan (CCAP) adopted in 2013. A significant part of the city's energy consumption and greenhouse gas emissions was attributed to its wastewater treatment plant. The city needed a solution that would not only reduce its energy consumption and emissions but also align with its sustainability goals. The city was also looking for a solution that required zero upfront capital funding.

GSK Consumer Healthcare, a leading global healthcare company, was facing the challenge of reducing its carbon emissions and moving towards more sustainable energy sources. The company's Oak Hill site in New York, which produces some of its iconic oral health brands for the US and Canadian markets, was heavily reliant on traditional energy sources, contributing significantly to the company's carbon footprint. The challenge was to find a renewable energy solution that could meet a substantial portion of the site's annual energy usage, thereby reducing its carbon emissions and aligning with the company's larger sustainability initiatives.

Brake Bread, a subscription-based and on-demand bakery in St. Paul, Minnesota, faced a significant challenge during the pandemic. The bakery, which had been delivering naturally leavened bread since 2014, saw a dramatic shift in its business model in March 2020. Previously, delivery accounted for only 25% of their business, but by September 2020, it had risen to 90%. The rapid increase in delivery subscribers, which tripled from 300 to 900 in just six months, put a strain on their existing community-supported agriculture (CSA) membership management software. The software was not equipped to handle the surge in demand, nor did it provide the necessary features such as real-time inventory, business data, marketing, payments, and delivery routing.

Danzeisen Dairy, a family-owned dairy farm in Arizona, had been successfully selling their products in local markets for over five years. However, they had been hesitant to venture into home delivery due to the hot Arizona weather and concerns about keeping the milk cold if customers weren't home. The onset of the coronavirus pandemic, which led to most people sheltering at home, presented an opportunity for the dairy farm to reconsider this decision. The challenge was to quickly set up a home delivery system that would ensure the milk remained cold during delivery, provide a smooth customer experience, and be easy for the staff to use. Additionally, they needed to integrate this new system with their existing retail operation, which ran on a distinct system.

Mad Giant Brewery, an award-winning beer producer based in Johannesburg, South Africa, faced a significant challenge due to the COVID-19 pandemic. The country imposed two separate alcohol bans, which left the brewery without revenue for months. The brewery's traditional business model, which involved selling their beers at their taproom and supplying to bars across South Africa, was severely impacted as people were no longer visiting these establishments. The brewery, known for its quick pace and innovative approach, needed to find a new way to reach its customers and maintain its revenue stream. The growing interest in home alcohol delivery in South Africa presented an opportunity, but the brewery needed a reliable and efficient platform to manage this new business model.

Tara Firma Farms, a Bay Area farm and CSA known for their pasture-raised meats, experienced a sudden doubling of their home delivery membership due to the pandemic. This surge in demand presented a significant challenge for the farm, which was using outdated CSA management software with limited functionality. The software was better suited for smaller, produce-only CSAs and required manual intervention for tasks such as offering discounts or analyzing sales data. The farm was also in the process of replacing their CSA management software, adding to the stress of managing the increased demand. Additionally, the farm discovered that they were undercharging for delivery and some delivery routes were not profitable.

Amuse, an e-commerce cannabis delivery business, was faced with the challenge of serving an underserved retail cannabis marketplace in California. The company's main strategy was to focus on delivery as a key channel and to provide a robust online product offering. However, as the company began to add more drivers and customers, they realized that they needed to invest in a platform that could handle an increasingly complex logistics operation. They were managing a massive volume of drivers and customers daily and expected this number to more than double by the end of the year. The challenge was to scale not necessarily with headcount, but with improved efficiency.

Asian Veggies, a next-day grocery delivery service launched in April 2020, faced a significant challenge in managing its rapidly growing delivery operations. The company was created as an ecommerce offshoot of Fresh Goods Trading, a wholesaler whose demand had dwindled due to the closure of restaurants and supermarkets at the start of the pandemic. Asian Veggies aimed to boost produce sales and provide city dwellers in NYC, New Jersey, and Long Island with delivery access to Asian specialty products. However, within a month of operation, the company realized the need for a quicker and easier way to route its multiplying deliveries. The existing process involved uploading a spreadsheet of addresses to a free software service, plotting the addresses on a map, and manually mapping out routes for drivers. This process was straightforward but time-consuming, taking up to 1.5 hours per day. Asian Veggies sought to simplify routing management, optimize routes based on traffic and ease, divide the delivery workload fairly among drivers, and facilitate easy communication between drivers and customers.

Bleu Diamond LLC, a top-rated cannabis delivery company in California, was facing significant operational challenges. Their goal was to become the 'Amazon of cannabis products' with a delivery time of under one hour within their 300-mile territory. However, their existing system of processing orders and coordinating deliveries was inefficient and outdated. They were operating through text messages and direct communication between drivers and dispatch, which was overwhelming for the dispatch team and resulted in increased staff turnover. The lack of a streamlined system also prevented the company's owners from focusing on the company's growth. Despite having the means and customer base to scale, they were unable to find time to focus on strategic growth due to the operational inefficiencies.

Carry Delivery, a small delivery startup based in New York City, was faced with the challenge of providing quick, convenient delivery services without contributing to the environmental footprint. The company, which offers same-day local delivery for retailers of various goods, was concerned about the carbon emissions associated with traditional delivery methods. The co-founder, Jason Ovryn, was particularly peeved by packages that travel through complicated transit routes, producing unnecessary emissions, and packages placed on extended transit routes, even if the store is nearby, resulting in lengthy shipping times. The challenge was to create a unique logistics model that would make delivery faster and cheaper, while also reducing the environmental impact.

Corodata, a records management company, was faced with the challenge of handling and delivering highly sensitive legal and medical documents. These documents required utmost discretion, privacy, and signatures, making the delivery process complex and delicate. The company's primary customers were medical facilities, law firms, and businesses that interacted with these entities, further emphasizing the need for a secure and efficient delivery system. The last mile delivery, which is the final step in a product's journey from the manufacturer to the customer, was particularly challenging. This stage is often regarded as representing around 50% of the total supply chain cost due to its many moving parts. Corodata needed a solution that would not only improve efficiency and reduce costs but also ensure the privacy and safety of the drivers and recipients.