In this case study, you’ll learn how Tacony tackled problems at the plants, reduced lead time by 150%, and saw a 9x return on investment.
Integrating Mingo into Tacony produced big results, transforming the company’s efficiency and productivity numbers.
“Before we implemented Mingo, we had a 14-week backlog in our West Chicago furniture plant, and the inefficiency of the backorders was significant,” said Nick Hinman, Vice President of Corporate Strategy.
With insight into production, standardization in place, and an understanding of key metrics, Tacony was able to gain a balance in the labor to work and not to overproduce if not necessary.
“Really, it eliminates excuses,” said Ben Wohlschlaeger, Business Process Optimization Manager. “When all of the data is there, you can’t argue with it anymore.”
Tacony is now able to collect and report on data in real-time.
“I receive emails about the previous day’s performance every morning at 6 am and I can see what happened yesterday. I can quickly compartmentalize what to be worried about or what not to be worried about,” Nick said.
“And I follow up for more of a detailed update for what’s causing the issues,” he added.
Tacony took initiative in implementing Mingo beyond operations, extending it to distribution, too. The company wanted to know exactly how efficient they were at getting things out the door.
“What we’ve always lacked is knowing how efficient we are on the warehouse level,” Nick said.
Now, Mingo provides the full picture of how product moves through the plant to the warehouse, and eventually, to the hands of customers.
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The real-time tracking towards a goal will tell you how many you’ve completed. You know from the minute you press the start button in the morning if you’re tracking towards your goal.
“One of the main reasons we moved to Mingo,” Nick said, “other than visibility, is the incentive tracking standpoint,” he said.
Nick added, “It allows us to track actual to expected performance in operations, distribution, even the warehouse, based on the Mingo reporting which helps support the incentive program payout.”
For Tacony, Mingo is also a goal tracking software to understand what’s going on at an operational level.
“From my perspective, metrics are different based on the product because each product itself is different and has different ways to measure the efficiency, and there is a complexity to it, but the way we built it, it’s very easy to interpret,” said Nick, “Because green means green across the board at Tacony, whether you’re building it customized or building it to the shelf.”
If an operator looks at the operator screen or scoreboard, and it’s red, they immediately know they need to get back on track, enabling the operator to be in control of their own progress.
“You know from the minute you press the start button in the morning if you’re tracking towards your goal.”
With the “know where you stand mentality”, management can easily walk around, make decisions quickly, and “win the day” by moving a bit of production around to hit the target.
“We have the ability to really dive into jobs and efficiency that way,” Ben said. “It’s powerful data.”
Mingo creates a work environment that encourages communication and employee empowerment.
“From my perspective, the real-time reporting at the manufacturing level is the biggest benefit. I don’t know of an ERP system that does it well or gives real-time data of how your operations are functioning and be able to provide data in a simple format, even in emails at 6 am,” Ben said.
The ability to centralize the data and give manufacturers like Tacony what they need to make decisions is key.
“For me, it’s the centralization and standardization of the data and the concept of pushing data rather than pulling,” Nick said.
“Mingo has been transformative in an accountability and transparency standpoint. It’s a tool that allows us to improve rather than a tool for discipline or poking holes in what’s not going right, and we use it as such, as a continuous improvement tool.”