公司规模
SME
地区
- America
国家
- United States
产品
- InetSoft’s Style Scope
技术栈
- SQL
- Excel
- PowerPoint
实施规模
- Enterprise-wide Deployment
影响指标
- Productivity Improvements
- Customer Satisfaction
技术
- 分析与建模 - 实时分析
- 功能应用 - 企业资源规划系统 (ERP)
适用行业
- 航天
适用功能
- 离散制造
- 质量保证
用例
- 实时定位系统 (RTLS)
- 预测性维护
服务
- 软件设计与工程服务
关于客户
Brenk Brothers 成立于 1989 年,位于明尼苏达州弗里德利,是一家精密机械加工公司,经常从事精密公差(小于 .0005 英寸)CNC 铣削(包括第五轴功能)、车削和线切割加工。他们不断壮大的高技能机械师团队与航空航天、飞机、国防、数据存储、医疗、印刷和泵行业密切合作,提供降低成本的建议,同时改进功能和可制造性。Brenk Brothers 提供传统的客户服务和最新的技术,不断投资和运营最新的先进制造设备,以更短的时间和更低的成本制造出更好的零件。
挑战
在采用 InetSoft 的 Style Scope 之前,Brenk Brothers 的信息传递主要包括为与高管的月度会议制作的报告。这些相对简单的报告是通过手动运行 SQL 查询生成的,然后将数据导出到 Excel 进行手动修改和图表构建,然后将其转换为 PowerPoint 演示文稿以获得更好的显示效果。这个繁琐过程的问题是,如果报告中有某些地方不太对劲,或者出现了新的信息需求,他们就必须从头开始,编写新的 SQL 查询并重新启动该过程。有时,对于一份报告,必须重复多次。这促使他们寻找一种 BI 工具,使最终用户和 IT 部门的分析和信息传递更加容易。虽然 Brenk Brothers 不想要一种需要大量 IT 时间进行修改的工具,但他们也不希望依赖 BI 供应商为他们进行修改。
解决方案
从第一次演示开始,Brenk Brother 的员工就对 InetSoft 的易用性印象深刻。他们意识到,使用该工具,他们不仅可以构建自动化月度报告的仪表板,还可以轻松修改这些仪表板以适应新的业务问题,甚至不需要技术帮助。虽然 Style Scope 主要用于高管监控,但该工具的直观功能和 DIY 灵活性激发了整个组织的各种应用程序。早期使用该工具的一种方式是在整个车间的监视器上建立实时优先级列表,在信息进入中央 ERP 系统时显示信息,让管理人员和工人以清晰的视觉方式查看和了解各种计划的进展情况。与之前的报告相比,这需要手动从 ERP 系统导出数据并进行处理。自从部署 InetSoft 以来,Brenk Brothers 现在有 30 个活动仪表板,大多数与某种优先级管理有关。
运营影响
数量效益
Case Study missing?
Start adding your own!
Register with your work email and create a new case study profile for your business.
相关案例.
Case Study
Airbus Soars with Wearable Technology
Building an Airbus aircraft involves complex manufacturing processes consisting of thousands of moving parts. Speed and accuracy are critical to business and competitive advantage. Improvements in both would have high impact on Airbus’ bottom line. Airbus wanted to help operators reduce the complexity of assembling cabin seats and decrease the time required to complete this task.
Case Study
Aircraft Predictive Maintenance and Workflow Optimization
First, aircraft manufacturer have trouble monitoring the health of aircraft systems with health prognostics and deliver predictive maintenance insights. Second, aircraft manufacturer wants a solution that can provide an in-context advisory and align job assignments to match technician experience and expertise.
Case Study
Aerospace & Defense Case Study Airbus
For the development of its new wide-body aircraft, Airbus needed to ensure quality and consistency across all internal and external stakeholders. Airbus had many challenges including a very aggressive development schedule and the need to ramp up production quickly to satisfy their delivery commitments. The lack of communication extended design time and introduced errors that drove up costs.
Case Study
Developing Smart Tools for the Airbus Factory
Manufacturing and assembly of aircraft, which involves tens of thousands of steps that must be followed by the operators, and a single mistake in the process could cost hundreds of thousands of dollars to fix, makes the room for error very small.
Case Study
Accelerate Production for Spirit AeroSystems
The manufacture and assembly of massive fuselage assemblies and other large structures generates a river of data. In fact, the bill of materials for a single fuselage alone can be millions of rows of data. In-house production processes and testing, as well as other manufacturers and customers created data flows that overwhelmed previous processes and information systems. Spirit’s customer base had grown substantially since their 2005 divestiture from Boeing, resulting in a $41 billion backlog of orders to fill. To address this backlog, meet increased customer demands and minimize additional capital investment, the company needed a way to improve throughput in the existing operational footprint. Spirit had a requirement from customers to increase fuselage production by 30%. To accomplish this goal, Spirit needed real-time information on its value chain and workflow. However, the two terabytes of data being pulled from their SAP ECC was unmanageable and overloaded their business warehouse. It had become time-consuming and difficult to pull aggregate data, disaggregate it for the needed information and then reassemble to create a report. During the 6-8 hours it took to build a report, another work shift (they run three per day) would have already taken place, thus the report content was out-of-date before it was ever delivered. As a result, supervisors often had to rely on manual efforts to provide charts, reports and analysis.