FreePoint Connect Unlocks New Connection Options (Kepware, OPC-UA)

We have taken another huge leap forward with our release of FreePoint Connect, which continues to connect machines of any age, brand, and type but now opens more connection flexibility and allows you to manage machines connected (through FreePoint Connect) right in ShiftWorx! Contact your Sales Representative today to find out more. 

Option One – Connecting through Kepware
Kepware is an industry leading industrial connectivity platform that can aggregate data from your machine controllers and PLC’s and send that data to FreePoint Connect.

Option Two – Connecting directly through the machine controller or PLC
FreePoint Connect allows your machine to directly communicate with ShiftWorx through OPC-UA. This machine to machine communication protocol removes the need for additional hardware to connect.

Option Three – Connecting through our FreePoint remote module (e.g. 4i)
Our “Black Boxes” will continue to provide non-invasive, secure, and reliable connections to any type or age of machine independent of machine PLC’s.

Contact FreePoint today to find out more. 

How FreePoint Connect Works Graphic (Click to Expand)

Freepoint connect How it works graphic

 

ShiftWorx Brings You A Digital Call Box/Andon Functionality at a Fraction of the Cost of a Traditional System

Call Box Screen

Did you know that in our commitment to driving operational excellence and continuous improvement through your shop, we have several additional ShiftWorx Modules that can drive your industry 4.0 and lean manufacturing initiatives? We have touched on enhanced customization capabilities for custom views and dashboard and how coupling Job and Operator data with Business and AI tools can create a wealth of new insight, but today we want to discuss a Digital Call Box Module that not only brings transparency into your process and improves your maintenance response but can be configured to function as a Digital Andon system.

Call Station Example

Our Digital Call Box/ANDON functionality enables operators to send messages (email and text messages) to immediately address issues involving machines (e.g. broken down, safety) with the push of a button. This enhances the clarity of your production process and flows of information on the plant floor by tracking the number of calls, mean time to respond, start time, and completion time of a call. Problems are visually identified so corrective action can be taken immediately.

Best of all, our easy-to-use and the customizable system can be configured with many of the benefits of an Andon solution without the additional costs. With a traditional Andon system costing thousands of dollars to set up and install, The ShiftWorx Digital Call Box/Andon system is even better because:

  • No Wiring
  • No Installation
  • No Labor
  • Immediate Notifications
  • Full Tracking and Reporting Capability

You get advanced reporting and all the advantages of an Andon system, at a fraction of the cost.

To See our Digital Call Box/ANDON system in action, reach out to us today. 

Andon Dashboard

Advantages of Andon Systems

Andon has a crucial place in any lean manufacturing operation or connected industry and provides numerous benefits through:

  • Transparency: – Employees are encouraged to react to problems so that quality, safety, and down time improve. Process owners are notified in real time.
  • Productivity: Problems are quickly noticed and resolved to ensure minimal production interruptions.
  • Empowering Employees: Operators are given the freedom and flexibility to categorize issues when they arise depending on their priority and take action,  instead of waiting on leadership. This increases accountability overproduction issues.
  • Reduce downtime: Operators and supervisors are better able to resolve manufacturing issues and keep the assembly line moving.
  • Cost and time: The Andon board allows for greater communication on the floor so that time is saved and labor is cut.

Ultimately, the goal of any Andon system is about removing anything that inhibits production flow. It is about responding to issues immediately, finding the root cause of the issue, and putting a permanent corrective action in place so that the issue never occurs again. By utilizing the ShiftWorx Digital Call Box/Andon Module, you will quickly be able to document routine production challenges and provide Shift Supervisors and Engineering Departments the knowledge of the frequency and severity of problems that interrupt workflow.

Contact us today to get a demonstration. 

Bridging the IIoT Technology Gap

One of the largest Industry 4.0 roadblocks we often observe rests in addressing the gap in knowledge and objectives that exists between the different levels in manufacturing organizations.

CEOs are usually well intended in adopting Industry 4.0 technologies, but they are not comfortable with the technology conversation, so they delegate down the chain to someone who is. The people deeply involved in IT, or considering advanced technologies, are usually far more technology focused than they are day-to-day manufacturing focused and sit several levels away from the CEO with different responsibilities and objectives that don’t necessarily tie directly to the organizational vision or overall performance.

FreePoint has spent the last few months analyzing this challenge we have developed a Value-To-Vision process and Self Assessment Tool with the help of some industry partners that can address ways to close the gap and assess your IoT readiness. Part of that process was to discuss with manufacturers and understand the roles and objectives of each organization and we have boiled those conversations into the persona chart (Pictured above). There are a few key take aways:

  • Individuals on the left side of the persona chart have very short term objectives – this hour, this shift, etc. They are more tactile, non-financial and have very specific measurements – how many strokes, how many parts, how many minutes…
  • The right side have long term and ‘fuzzy’ objectives (sustainability, keeping work in one plant or another, improving overall competitive position), which are usually financial.
  • In the middle, you have the people tasked with developing and deploying a technology adoption project. They are often disconnected from the vision (CEO) by several layers, and equally disconnected from the people doing the actual work.
  • Sometimes there may be a CTO in the picture, but they are generally not in the value-to-vision stream. Some companies have CIO’s (Chief Information Officers), and because their output (data, information) is consumed by the CFO and CEO, they are more likely to be in the value-to-vision stream.
  • The right side of the chart is the vision side. The left side is where value is actually created day-to-day.

Over the next few months, we will be sharing more information in conjunction with our industry partners. If you would like to have a preliminary conversation on closing the technology gap or review our self assessment tool, please reach out to us. 

Top 5 Ways Manufacturers Should be Using Their Data

If you’re already collecting data in your organization, great! However, if you’re collecting data, and dropping it into a repository where it’s never seen again, what’s the point?

There are many great articles written on how companies should use their data, but manufacturers are quite different than retailers, or service providers, of any business that deal directly with the end user customer of their product. According to a recent article in Forbes, the common Top 5 ways to leverage data for those kinds of companies is:

  1. Make more informed decisions
  2. Understand customers, and market trends
  3. Provide smarter products and services
  4. Improve internal operations
  5. Create additional revenue opportunities

For many manufacturing plants however – those that don’t design the products they build or sell to the end customer as those functions and responsibilities belong to their customers – some of the above don’t apply ‘directly’. In the case of point 2, “Understand customers and market trends”, for many factories it would be more important to understand their workforce and the trends within the work force. Most companies in this category would not get a chance to create additional revenue opportunities, but they could use data to drive operator engagement on the plant floor, by modifying behavior, and thus creating more production capacity (i.e. revenue), or decreased cost, which creates additional earning, or improves competitiveness, which may lead to more business.

Our Top 5 list for Manufacturers would be:

  1. Make more informed decisions
  2. Understand your current workforce, and future trends to attract the best
  3. Make quicker decisions to prevent adding value to waste
  4. Improve internal operations (Lean, CI, digitization of documents etc.)
  5. Put data into action in real time to modify behavior engage workers

Arguably the most important of these 5 however, is making more informed, data-driven decisionsRandy Bean, and Thomas Davenport of the Harvard Business Review state:

“Analytical decisions and actions continue to be generally superior to those based on intuition and experience.”

There are many business cases that support this assertion, and manufacturers serve as an excellent example. Since the advent of industry 4.0, it’s become easier than ever to obtain performance metrics from manufacturing equipment. However, simply generating data in a manufacturing environment does not improve efficiency or productivity. Rather, it’s how manufacturers use their data that enables improvement. By monitoring their machine data, communicating more effectively with their operators, and scheduling dynamically, manufacturers can identify and address process bottlenecks, eliminate wasted time, material or energy, and greatly improving their overall production. This this allows manufacturers to produce more with the same amount of resources – directly benefiting the bottom line.

FreePoint Technologies CEO Paul Hogendoorn

Paul Hogendoorn
Founder
FreePoint Technologies Inc.

FreePoint Technologies Is Now One of The Qualified Service Providers for CME

We are excited to announce that FreePoint Technologies has been approved as one of the Qualified Service Providers for the Canadian Manufacturers & Exporters (CME) Technology Assessment Program.

The Technology Assessment Program connects manufacturers in Southern Ontario with qualified experts and provides grants of up to $25,000 in reimbursable funds for creating a customized plan on how they can improve productivity by capitalizing on existing assets and implementing the latest advanced manufacturing technologies including hardware, software, and cloud computing.

As one of CME’s Technology Assessment Program qualified assessors, FreePoint will work with companies to create the customized plan and  upon completion of the assessment, will recommend an action plan that will enable manufacturers to make informed decisions to assess, purchase, adopt, implement, train and maintain new technologies.

“We are extremely excited to be selected as a Qualified Service Provider for the CME Technology Assessment Program.” Said FreePoint Founder Paul Hogendoorn. “This program will help manufacturers in Southern Ontario understand and make meaningful investment into technologies that provide actionable data driven insight to drive sustainable growth, increase production capacity and enhance employee engagement.”

Technology Assessments can focus on areas such as:

  • Productivity
  • Process flow
  • Quality (for example, ISO Certification)
  • Waste reduction
  • Environmental impact (various green certifications)
  • Energy efficiency (production level)
  • Information and management systems

POTENTIAL BENEFITS OF TECHNOLOGY ADOPTION

Lower Operating Costs

Digitization opens the door to the collection of data that can be mined to identify efficiencies in existing operations, decrease downtime, and monitor and guide production activity.

Increased Product Quality

Advanced technologies can help to root out errors and deficiencies in production, boost quality control, and lead to overall improvements in the production process.

Higher Innovation Capacity

Technologies like 3D printing and rapid prototyping speed innovation cycles and can unlock new abilities and capacity that were previously unavailable to producers.

Increased Customer Satisfaction

Digitization and advanced technology use can increase customer satisfaction by decreasing response times, creating more specialization and customization opportunities, and improving product quality.

For more information on the eligibility requirements and FAQ’s of the program please visit https://cme-mec.ca/technology_assessments/

Interested in finding out more, Reach out to us today.

FreePoint Founder Outlines Why Industry 4.0 is Not as Scary or Costly as You Might Think

FreePoint Technologies CEO Paul Hogendoorn

Paul Hogendoorn – FreePoint Founder

FreePoint Founder and Chair, Paul Hogendoorn has featured in CIO Application magazine’s Vendor Viewpoint and Manufacturing issue of their most recent publication with his most recent article “Why Industry 4.0 Is Not As Scary or Costly as You Might Think”

In this featured article, Paul outlines:

  1. While industry 4.0 represents the future of manufacturing, you can (and should) get started today and how to begin
  2. How it’s possible to connect to any machine – regardless of age and function.
  3. How to establish your baseline and drive production capacity improvements of up to 50+%

Throughout this article, Paul stresses why getting started today is important. Accounting for the new challenges COVID-19 has created, understanding when your machines are driving value-added work along with remote monitoring and reshoring supply chains; industry 4.0 is the catalyst to help you emerge from this pandemic ahead.

Manufacturers can do more to ensure their success by taking a systematic approach to industry 4.0 and digitization in their shop. By properly combining people and technology, manufacturers will be much better positioned to take full advantage of their industry 4.0 technologies and drive future growth. Industry 4.0 isn’t just the future state of manufacturing, it’s available and driving meaningful improvement in large and small manufacturing environments now. FreePoint makes this technology accessible today, to any manufacturer.

Read the full article here.

Don’t struggle to get the most out of your IIoT solution. Make sure you are leveraging both your people and your technology in order to ensure the highest levels of success in your organization.

 

FreePoint Technologies CEO Paul Hogendoorn

Kanban & Lean Manufacturing: Are They Relevant Today: Part 2

In Part 1 of our blog series, we defined Lean manufacturing and Kanban’s association. Today, we take a look at Toyota, the company that pioneered the concept and we answer whether Lean and Kanban are still relevant.

PUSH and PULL Manufacturing

The main focus of JIT is to pull production through the process as the customer actually takes what they want. The ideal flow being a single part manufactured as required; although this is not always possible with many processes without significant redesign or investment. This is very different from what most companies have traditionally done.

Traditionally production processes are scheduled, raw materials ordered and then manufactured to create stock based on a forecast of what the customer is expected to order. This is push production and is driven very much by the materials being fed into the start of the process and all processes being controlled through a schedule or MRP. This typically produces products in large quantities or batches and ties up a huge amount of your capital in stock and Work in Progress (WIP).

Pull production however works in reverse, when a customer takes a product from the end of your production process a signal is then sent back down the line to trigger the production of the next part. Just as a supermarket will fill the empty shelf each preceding process in the flow will request the parts that it needs from its preceding process. This process is controlled through the use of a Kanban.

push and pull manufacturing freepoint technologies

from https://www.industryweek.com/cloud-computing/push-vs-pull-manufacturing-kanban-pull-system-right-your-company

Kanban at Toyota

Cards of the Kanban methodology are used throughout the Toyota plants to keep inventory management lean — no cluttered warehouses, and workshops with sufficient access to parts.

Imagine that your workshop installs Toyota RAV4 doors and there is a pack of 10 doors in a bin near your workspace to be installed one after another, onto new cars. When there are only 5 doors in the pack, you know that it is time to order new doors. But you don’t have to do anything. An inventory replenishment manager, who we’ll call “Mary” whose job it is to check inventory levels of all bins in your shop area, notices that there are only 5 doors remaining in your bin. This is a “signal” that lets Mary know to replenish your RAV4 doors bin. Now, you have the peace of mind that new doors will be manufactured by the time you have used the remaining 5 doors. By the time you are installing the last door, another pack of 10 doors arrives. The result: Doors are only ordered when needed.

Toyota Woodstock, Ontario Plant.

This is how the Kanban system works all over Toyota production floors. There are no warehouses with spare parts laying around for weeks or months. All the employees work upon requests and manufacture only the necessary amount of parts. If orders increase or decrease, production is modified accordingly. The main idea of Kanban methodology cards is to scale down the amount of work-in-progress (WIP). Use only what is needed.

The Problems With Kanban

Kanban systems are excellent for consistent production levels of consistent parts, but can be challenging when inconsistency is the rule. Such inconsistency can mean heavier than normal demand caused by a large order or an unusual rush of many orders for specific parts. A Kanban system cannot typically see heavy demand coming down the pipe, thus causing out-of-stock conditions. Even with companies that use Lean manufacturing techniques, a Kanban system typically requires a constant, complex reassessment of Kanban stocking levels for components because of inconsistency, seasonality and other factors.

“Inventory buffers are also useful when uncertainty is high and disruptions in the transportation network are frequent.”

For the sake of quality, inventory levels are driven to as close to zero as possible in the Kanban system. However, sometimes inventory buffers are needed to guard against not only poor quality items from suppliers but also poor quality from internal processes. Inventory buffers are also useful when uncertainty is high and disruptions in the transportation network are frequent.

Even though lean processes are still at the heart of most manufacturing operations worldwide and are increasingly important in other industry sectors, including distribution and financial services today, it pays to ask the questions, “Is lean still relevant?” and “How does a lean enterprise also embrace investment in new technologies like 3D printing and the Internet of Things?”

Fred Thomas writes in, It’s Time for a Lean Manufacturing Makeover, “While the concept and best practices of the Lean production system remain intact, the implementation on the plant floor faces a major facelift. That’s simply because the entire manufacturing dynamic has transformed to include new technology, new global competition, new government regulations, and a hyper-connected world of intelligent devices and social networks that enable seamless communication between companies and their customers.”

Thomas argues that in order for manufacturers to remain agile, Lean methodologies must adapt and change, otherwise organizations will remain stuck in the 1950s and competitors will vault ahead.

Lean-Here to Stay

So, are Lean and Kanban still relevant? In a word, yes.

Kanban is just one of the methods a manufacturer can utilize to create a lean facility operation. It is, however, a step towards the right direction and a step worth taking. Lean has proven to be a very powerful tool for improving manufacturing performance: higher throughput, lower costs, faster response and increased agility. Lean can be applied to direct production, supporting services, administrative and engineering activities, and just about anything else.

Lean is a singular focus on improvement, and making the most of all resources—from materials, equipment, and technology to the skills and experience of employees. Kanban has branched out of the manufacturing world and has been used as another method for applying agility to an organization. It’s commonly used for customer service teams, business teams and even in people’s personal lives to manage their small business or home life.

lean manufacturing freepoint technologies

Lean manufacturing has a proven track record in improving manufacturing performance.

Lean Manufacturing is as relevant today as it was nearly 70 years ago. And Continuous Improvement is achievable through the repetition of these principles. Lean Manufacturing even impacts Six Sigma, as Lean Six Sigma has evolved into an approach taken to reduce waste, improve efficiency and drive profitability. Worldwide, companies today are looking to their supply chains to find cost savings. Those cost savings can be found by negotiating purchase prices with suppliers, but they can also be found in process optimization. If through the Lean process of waste reduction, you can drive manufacturing cycle times down or reduce scrap — you’re saving your company money beyond the basic cost of goods reduction.

Today’s manufacturers need to be up-to-date on practices like Lean Manufacturing, IIoT, Predictive Maintenance, Machine Learning and so much more. Have questions? We have answers. Contact us today.

 

Kanban & Lean Manufacturing: Are They Relevant Today: Part 1

While there is no such thing as “the perfect production system”, Kanban is an uncomplicated yet effective system for creating products.

What is Kanban and Lean?

The word “Kanban” is of Japanese origin and literally translates to “signal card.” Its literal meaning is that of a flag or sign, when you see that flag you know that it is time to manufacture the next part. Kanbans can take many forms, but in most production facilities, they will use Kanban cards or bins to control the process.

Kanban is a visual manufacturing production scheduling system for lean manufacturing and just-in-time (JIT) manufacturing. As part of a pull system, it controls what is produced, in what quantity, and when. The goal of Kanban is to identify potential bottlenecks in your process and fix them so work can flow through it cost-effectively at an optimal speed or throughput. With Kanban, you only produce what the customer is asking for and nothing more. It is a system of signals that are used through the value stream to pull product from customer demand back to raw materials. A Kanban system ideally controls the entire value chain from the supplier to the end consumer. In this way, it helps avoid supply disruption and overstocking of goods at various stages of the manufacturing process.

Lean manufacturing or lean production involves the minimization of waste within a manufacturing system without sacrificing productivity. So Kanban is a method of lean manufacturing. 83% of teams practicing Lean use Kanban to visualize and actively manage their work.

The Origins of Kanban

In the past, shopkeepers had to retrieve each customer’s items

Interestingly, Lean Manufacturing and the Kanban concept all have their origins starting with the American grocery store chain, Piggly Wiggly in Memphis Tennessee, back in the 1940s.

If you were to travel back in time to the early 1900’s, you would see products stacked on high wall-shelves behind the main counter. Products were retrieved for you buy a man standing behind the counter who was known as the “store clerk.” Women, who did all of the shopping, would bring in their grocery lists, and the Clerk would gather and assemble all of their items.

But it was Piggly Wiggly, the first true self-service grocery store, that changed the way people shopped for food. Instead of putting the burden on the shopkeeper to retrieve each customer’s items, the customers were given the opportunity to peruse the aisles and pick out whichever goods they wished.

The Piggly Wiggly at 79 Jefferson Avenue, in Memphis Tennessee opened the first supermarket, changing the grocery retail business forever

And the shopkeepers’ new responsibilities? Instead of dealing with each individual customer’s needs, they now monitored the shelves, restocking items when the “signal card” or the signal—an empty shelf—appeared. Once they saw the signal, they’d simply go to the storeroom to refill the shelf. It’s basically still the same method you see in grocery stores today. Where they might have had a few hundred items in the 1930’s, your average supermarket these days keeps over 42,000 items in stock. Each item has a place. When one is removed and its barcode scanned, an electronic record is kept, inventory levels monitored, and items are reordered and restocked based on a maximum amount of space available. So if a shelf holds ten gallons of milk, you stock to the maximum quantity stockable.

From Tennessee Grocery Stores to Japanese Factory Floors

Kanban and lean manufacturing freepoint technologies

Taiichi Ohno, Industrial Engineer, and Father of the Toyota Production System

During the 1950’s, Toyota engineers and executives paid a visit to Dearborn, Michigan to Ford’s River Rouge Factory. At the time Ford and GM were the largest automakers in the world and Toyota was not even a blip on the radar. After the visit, Toyota concluded that while Ford was massive in size and impressive, Toyota didn’t have the resources to match Ford’s production. So Toyota sought out another manufacturing method.

Just-in-Time (JIT) was implemented and designed at Toyota by Taiichi Ohno who took over 15 years to perfect their system. During the 1970’s many western visitors would bring back Kanban cards and want to implement the systems within their own manufacturing facilities, often with little real understanding of how they worked. It was not until the 1980’s that Kanban control really started to be understood in the West. In American supermarkets like the Piggly Wiggly, that Toyota managers discovered a different set of tools to govern their manufacturing processes: tight control over inventory quantities and storage space, and a better way to get service to the end-user (the milk rack). This was the origin of the material pull system. When you wander into any modern grocery store today, you are seeing the Kanban system in action.

When implementing factory floor solutions, choose a technology partner who understands lean manufacturing and knows how to enhance your technology solutions. At FreePoint Technologies, our team will ensure your plant has everything it needs to meet your demands and more. Contact us to learn more today.

____________

Join us in Part 2 of this blog series where we answer the question, “Are Lean Manufacturing and Kanban still relevant?”

How Trillium Metal Stampings is Using ShiftWorx Plus

We recently had the chance to sit down with Sarah Tebbutt, the Plant Manager at Trillium Metal Stampings in Kitchener Ontario, Canada and discuss how ShiftWorx can benefit manufacturers in the metal stamping, weld assembly, and electro/mechanical assembly industries through eliminating paper processes and gaining transparency in the data for machine operators.

Over their 30 years in business, Trillium Metal Stampings has supplied the automotive, appliance, construction, electrical, healthcare, locomotive and material handling industries with high-quality parts.

When we met Sarah at a GTA networking event hosted by EMC,  the team at Trillium Metal Stampings was looking to roll out their current ERP system to the plant floor but the licensing costs and the technical barriers didn’t make it the best option.  After seeing the capabilities of ShiftWorx Plus and speaking with our representative, she knew that the information shared through ShiftWorx was exactly what they wanted their operators to see.

Listen to more of what Sarah’s goals are for Trillium and implementing machine monitoring within the organization.

ShiftWorx Plus allows you to maintain your operations from a distance by logging and reporting on metrics ranging from job, operator and scrap, to parts, SKUs and more. You can also create custom, role-specific dashboards for your managers and supervisors; so everybody stays in the know, even from home. To find out how ShiftWorx Plus can help your shop drive improvement and help guide data driven decisions, book your demo today.

Observations of Manufacturing During the Pandemic

Data can reveal some interesting trends, and this is certainly true in manufacturing, where the aggregated data from approximately 100 factories equipped with FreePoint’s ShiftWorx system reveal some very interesting things over the course of the response to the pandemic. 

The first thing we saw was fairly obvious. We saw total “value adding activity” (productive activity) drop 43% from March 9th to April 5th, with the steepest decline between March 23rd and March 30th.

The second thing we saw was that it was not a unilateral 43% decrease across all manufacturers. Some manufacturers shut down, some slowed downs significantly, but many were able to continue through the period without any indication of a slow down. This too is understandable.

The third thing we noticed was very interesting, and something that will certainly cause some contemplation.

Machine Data

Pre-Covid

Machine data

Post-Covid

 

Notice the difference?

Of the companies we saw that were maintaining their overall productive activity, we often saw improvements in the productivity of the day shift, consistent levels in the afternoon shift, and a reduction or elimination of production activity on the weekends. Total productive activity, or “value adding activity” as we measure it, was the same for the whole week, with less or no time scheduled on the weekends.

This required some further digging.

Chart with pre-covid highlighted

Pre-Covid

Chart with two week period highlighted

Post-Covid

Pre-covid, we have often noticed that afternoon shifts in these companies regularly run more consistently day to day than the day shifts. In discussions with management and operators, the most common explanation offered is “simple, management’s not here on the afternoon shift”; there’s less interruptions, less schedule changes, less scheduled maintenance. In short, the work that needs to be done is scheduled for them to do, and then they are left to do it. The other suggestion offered is that different types of people are going to gravitate to the different shifts; those that like to be left alone to their work will gravitate towards the afternoon (or night shift), and those that require a more dynamic work experience (more things to do, more interaction with other people) prefer the day shift. The result though is the same – there’s more distraction and opportunity for disruptive activity on the day shift.

During the crisis respond period however, those distractions were reduced or eliminated. There were no visitors allowed in the plants, be they customers, suppliers, contractors or salespeople. Administration, sales and support staff, and many managers were asked to work at home, and they did. Problems that needed to be solved on the floor were solved by the people on the floor, which makes sense because companies best able to cope with trying times such as these are the companies with the best people.manufacturing machine connections

But, the requirement to work more outside of the plant presented an opportunity not wasted on many managers. After a short time of anxious adjustment (perhaps adrenaline withdrawal), when it became clear they could manage remotely and the sky wouldn’t fall without them there 50+ hours per week, they started to set their attention on larger thoughts and planning. Every good manager has a list of things they wished they had the time to really focus on, and now they have that time.

Strong manufacturers are going to come out of this stronger. I’m convinced the accelerated adoption of technology will be part of that (remote machine monitoring and paperless workflows), but its still a company’s people that make them strong, and will make them stronger yet. The benefit of removing distraction from the plant floor and letting good people focus on their job showed up in our data right away. The benefit of giving good managers the time needed to really concentrate and focus a bit more on the list of things they’ve always wanted to get around to will take a little longer to show up in the data, but I’m sure it will. Strong, resilient companies are built by strong, resilient people.

The data doesn’t lie!

FreePoint Technologies CEO Paul Hogendoorn
Paul Hogendoorn
Founder and Chairman
FreePoint Technologies Inc.