Category Archives: Manufacturing Execution System

Defining the ERP and MES Connection

When problems crop up in production, savvy manufacturers immediately search for a solution.

Many turn to manufacturing software like Manufacturing Execution Systems (MES) or begin looking to their existing Enterprise Resource Planning (ERP) system for the functionality they are missing. Confusion creeps in at this point. As software providers expand their offering through development and acquisition, the lines blur between MES and ERP.

Removing the confusion and clearly defining the roles of the MES and ERP will eliminate this problem and help as companies plan for the future of their business.

The Role of the MES and ERP

Just as no accountant should ever use an MES to balance the books or run financials, no ERP will ever offer the functionality necessary for complex manufacturing. It can’t be done.

The MES delivers the workflow-based functionality required for discrete manufacturing. With a system based around the production value chain, it manages work and operations, and links data in a production cycle. Mistakes and quality escapes are flagged, allowing rework paths to be implemented. You can send a bill through an MES, but it’s not the optimal solution to billing.

The front office requires transaction-based functionality for financials, customer management and human resources. Data is input and tagged, creating data links, but at that point the process stops. There’s no workflow control because it’s not necessary. You could track a change order in a transaction system, but inefficiencies will cause the shop floor to struggle.

Some companies market their products as a “Manufacturing ERP.” They offer minimal manufacturing functionality tacked onto their core ERP product, often as a pricey module. It looks great in demos and claims to support some production processes, but a transaction system will never deliver the workflow control and visibility discrete manufacturers need. The inefficiencies result in “workarounds” your operators develop to overcome features that don’t work.

Fitting your Software Systems Together

Many companies initially turn to their ERP for manufacturing solutions, mistakenly believing a single software solution will lower costs and IT requirements. It doesn’t. A supplier selling an MES and ERP solution has either put a shiny “MES” veneer on top of basic ERP functionality or purchased an existing MES and completed an integration that you can’t control and they won’t be updating. You end up with an expensive solution with built-in inefficiencies, expensive upgrades, and gaps in manufacturing functionality.

The ERP and MES are separate, standalone systems that work best together when the user (your company) designs the integration points. This way, your front office has a software solution designed and built for their needs. Similarly, the shop floor and production team have the specialized functionality, visibility and control to keep up with the pace and complexity of manufacturing.

Since you aren’t buying expensive modules or customized functionality to awkwardly extend a software solution, you lower the overall cost. You have a clear upgrade path for both the MES and the ERP, and never struggle with an outdated solution.

Your company works from an integrated, cohesive production and business database. The reports use accurate data, sourced from the systems best positioned to collect and intelligently link information to increase production and efficiency while cutting costs.

Getting Started with Data-Driven Manufacturing

Once you’ve decided to eliminate inefficiency and embrace data-driven, smart manufacturing with a system like Quantum, the next question is where to begin.

Many mistakenly believe a software infrastructure project must start with the ERP, but the truth is it often makes more sense to implement an MES first.

Companies report a much quicker ROI for manufacturing software. The right manufacturing system will cost significantly less than an ERP, can be installed quickly and will pay immediate dividends through cost savings, and lower scrap and waste. The MES will reduce the scope and cost of the ERP by clearly defining the requirements of the enterprise system. With the MES in place, you won’t be pressured to purchase additional modules or software.

With manufacturing software you shield production from the disruption that often accompanies an ERP installation or upgrade. You can safely update other software when you are ready, with the comfort that your production data and shop floor are secure.

Want to know more, or see what benefits you will discover with manufacturing software? Contact CIMx for a free shop floor analysis with one of our Application Engineers. As always, the report is yours even if you decide Quantum isn’t the system for you.

What Quantum MES Can Do for You

By David Oeters, Corporate Communications at CIMx Software

The internet can be a confusing place for anyone doing research – especially for manufacturers researching Manufacturing Execution Systems (MES).

Research leads to more questions than solid answers. Finding the truth among lofty, but hollow, claims from ERP vendors that don’t know production can be a challenge. To clear up confusion, we’ll explain exactly what Quantum can do for you and other discrete manufacturers that are struggling to manage and improve production. Companies need solutions, not questions, to meet the complex demands of modern manufacturing.

Connecting the Shop Floor to the Top Floor

Quantum MES provides a data-driven edge for manufacturers by intelligently linking the shop floor to the top floor.

In the past, companies would struggle to manage production processes. Errors would be found only after manufacturing was complete, requiring expensive and time-consuming rework. Rampant inefficiencies, mistakes and non-productive work were common. Getting the big picture on shop floor was difficult, if not impossible. Data and information on production was either lost, inaccurate, or kept in isolated databases.

Without timely and accurate production data or process control, the company struggled to solve these problems. With scheduling based on guesswork and not capacity analysis, change orders requiring a printer and a red sticker, and a shop floor grappling with inefficiency, measurable improvement is difficult.

Companies using Quantum efficiently manage production operations by ensuring critical data and information is accurate and available when and where it is needed. The software eliminates guesswork and confusion with a built-in communication system. All aspects of the production process are integrated as everyone on the team uses the same and most up to date information. Many processes are automated, eliminating the source of errors and ensuring operators focus on production.

Smart Tools for Manufacturing

Since the software maps to and mirrors existing production operations, manufacturers find it easy to begin using the tools in Quantum, immediately improving operations. There are no extra modules or additions in Quantum, so you’ll have:

  • Built-in Finite Scheduling delivering real-time WIP dashboards to eliminate production and shipping uncertainty;
  • A closed-loop Quality System to identify non-conformances as they happen and automate rework to ensure timely delivery;
  • Process Conformance supporting standardized processes to dramatically increase accuracy and reduce production time;
  • Document Control that eliminates paper by digitizing work processes to remove errors;
  • Asset Management to track business assets throughout the manufacturing value chain, providing complete traceability for the most demanding regulatory requirements.

These tools are part of the complete manufacturing solution in Quantum. Since the software simplifies and enables the capture of relevant data across the production cycle, integrated Data Analytics delivers insights in real time to support data-driven business decisions that accelerate the benefits of the software. Visualization and feedback loops provide a critical foundation for Smart Manufacturing. With Quantum, your business will synchronize and integrate business operations from the top floor to the shop floor.

With industry-focused configurations, enterprise and multi-site options, and turnkey implementation and training – Quantum delivers error-free manufacturing and enterprise wide visibility for companies of any size at a price you can afford. Contact CIMx today to see what Quantum can do for you.

Good Samaritans, Guarantees and Paperless Manufacturing

By Kristin McLane, President of CIMx Software

The core of customer service in manufacturing software is ensuring the system works as promised. By focusing on the sale, many companies lose sight of customer service.

We never really think about customer service unless there’s a problem. It’s too bad, because manufacturing software suppliers are missing out on an opportunity…

I realized this when I lost my FitBit. I was on a bike trail near my house when my FitBit fell out of my pocket.  This was no fault of the device – I put it in my pocket to count steps as I rode, and ended up losing it on the side of the trail.

There wasn’t much I could do but mourn my lost fitness partner. It motivated me to get up from my desk and take extra steps.

Amazingly, a few days later FitBit let me know a Good Samaritan found my lost device and mailed it back to the company, asking if they could locate the owner – me.  And they did!

But the remarkable story doesn’t end there.  Fitbit began testing the watch before they sent it back and discovered it wasn’t working.  It seems humidity or weather caused a problem, so FitBit provided a newly-refurbished model to me at absolutely no cost… not a single dollar!

That level of customer service caught my eye.  How could CIMx make customer service a focus?

Focusing on the Customer Experience

For CIMx, Customer Service starts with the sales process.  Our goal is to solve problems, and not just sell software.

Computer devices around 3d small person.

Fake product demonstrations create confusion for many manufacturers. Illustration by http://www.colourbox.com

Many manufacturers are confused by industry-speak and fake product demonstrations offered by other suppliers.  To demonstrate functionality, some suppliers show a video or use software more like a video game than a manufacturing system.  They have to, because they’ll need months of service work and “configuration” to get their product to match your specifications and expectations.

Consider it the shiny video gloss on an ugly system.  There is a core software product there, but it’s not ready for public consumption until they sell you configuration services.  This leads to confusion when the product delivered is nothing like the system at the demonstration.

The savvy prospect knows this.  We often hear we are the only vendor to show a live product demonstration – planned paths and paths driven by real-time questions.  We recently spent 5 hours going through product questions on a live system.  The prospect told us they had never seen a live manufacturing system until that day.  How many times have you seen a multi-hour software presentation built around live Q&A without a single product failure?  We are proud of what our software can do.

We know manufacturing, software, MES and Paperless Manufacturing. When you work with us, you aren’t talking to just another salesperson, but an expert in the field.  We spend time answering questions and educating prospects because we know how frustrating it can be working with a company so focused on the sale they only tell you what you want to hear.

To be honest, there were times in the past where we focused so much on educating we lost a sale.  These days, we’re still known for our consultative approach.  No, we are not consultants, but we play the role because we know manufacturing and technology so well, in addition to offering an amazing software system.  Consultants are paid for their time.

We help manufacturers navigate the confusing (and potentially frustrating) process.  We help them understand what they really need, and how to avoid pitfalls that could destroy any potential ROI or benefit of a system.

A Guarantee for Paperless Manufacturing

We also guarantee both our products AND our services.  Let me say that again.  We provide insurance for you that what you buy is what you get.  We were the first and still the only company I know in our industry that even comes close to this offer.  When we put a proposal together, we stand behind it.  We will deliver on-time 100% of the time.  We will deliver 100% of what we promise.

To me, that’s the core of exceptional customer service. When you purchase a product, you are investing resources and taking on risk the product may fail, or not meet your needs. Without offering a guarantee like that, the supplier is putting all the risk on you. They are being a salesperson and not a partner.

In my mind, FitBit embodies this concept of customer service.  They promised to be my partner in physical fitness.  And in helping me even when I failed (and lost my Fitbit), they went above and beyond in that promise.  They helped me even when I couldn’t help myself.

I’ll be a FitBit customer for life.

Being a partner in manufacturing and technology is our goal with every customer and prospect interaction, helping create CIMx customers for life.

Want to learn more, or talk to an expert about your manufacturing needs?  Contact CIMx today for a free shop floor analysis and see what paperless manufacturing can do for you.

Outlook and Email is not Manufacturing Software

As many manufacturers outgrow their process plan solution, some end up using email to manage their critical production processes.

By Kristin McLane, President of CIMx Software

Do yourself a favor.  Pick a day this week and look at your Outlook Inbox.  How many messages do you get a day?  Do you know how to find that?  If not, here are directions.  How many messages are in your Inbox right now?  How many remain unopened?

3d small people - angry

Relying on email or messaging software will create more production problems than they solve. Illustration by http://www.colourbox.com

On any given day, I’m receiving several thousand emails.  Over 95% end up in my spam filter.  The other 5% are distributed based on content, some going into automated folders for review later, or directed to the main folder for immediate review.

Without these filters and rules, email can be overwhelming.  Even with my systems and my rigorous controls, problems happen and messages are lost or misplaced.  I can’t rely on Microsoft Outlook to run my business.  Yet, there are manufacturing shop floor systems out there that run your shop floor using the same tools.

We sit right in the middle of our industry – MES and manufacturing software.  We are used in the very largest companies in the world to put rockets into space, huge commercial planes into the air and are with you during critical, invasive hospital procedures.  We’ve worked with soap, wire, carbon fiber and glass.  We’ve completed medical and aerospace audits and we’ve even worked with wood cabinetry.

The largest manufacturers in the world might call on us to implement an enterprise system that connects one or more large-scale facilities into standard processes or even cross-plant performance reporting.  Smaller and mid-size businesses might use us to keep track of orders on their shop floor and tell their customers ship dates for products.  And all the companies in between need us to keep their shop floors working smoothly, productively and with few if any errors.

As these smaller and mid-size businesses try to push their revenues up, they find they’re outgrowing their software tools. The job shop system that ran routings around the floor falls short when they try to expand the product line or customize orders for customers.  So many of these manufacturers look for a quick-fix, and turn to email-based shop floor solutions that use Outlook as a messaging tool to help.  Ouch.

Outlook is not the right tool for this.  Sure, mail has the little red flag to mark something as important and even “read receipt” messaging to make sure that your colleague received the information.  But should you use it as a tool for production?  Hardly.  Email is unresponsive, unhelpful and generally slow in terms of production planning and shop floor work.

When looking for a tool that will help with production and the shop floor, consider this:

  • Email should not, be your primary means of communicating an issue. If the operator or worse, your Quality Engineer, is constantly monitoring their screen for email alerts or notifications that an important message awaits, they do not have their eyes on your actual production – which is bad news.  Our system, similar to many, can send an email when a certain process finishes, a problem arises or someone’s waiting on approvals or a piece of work.  We hope, however, that the email is well-aged by the time the engineer looks at it.
  • Ask the software supplier where and how, specifically, Outlook or messaging of any kind is used within the product. Ask them to describe how important issues are handled and what happens when one team needs to speak to another. You don’t want production delayed while the shop floor waits for someone to read a critical message.  A system without push technology might lead to workers wandering the shop floor rather than running jobs at their work centers.
  • Consider how the system captures messages in the production record. A system using email as a primary means of communication is probably not adding them to the final build record or the record that’s created is simply a string of these communications reported without a connection to the associated work completed.  That can be a problem, especially when you need an accurate production record.

In the end, a quick fix may seem an easy solution, but open you to greater risk and other production problems. Need more help?  Reach out and tell us what you need.  You’ll find that we open every email that gets through the filter, but you’ll probably have more luck, just like your shop floor, in not relying on Outlook for your most critical items.

How to Increase Efficiency with New Employees Using MES

An MES or Paperless Manufacturing system offers the most effective resource in onboarding new manufacturing production employees.

By David Oeters, Corporate Communications with CIMx Software

We recently spoke to a manufacturer about implementing an MES. Business was booming, new orders were coming in and a system would solve many of their problems. They needed to increase production, decrease scrap, and track orders with better scheduling and production records.

Even so, they were reluctant to implement the software because they weren’t sure how to train their employees, new and old, on the system. “It’s going to be complex,” they told us. “I don’t know if we can manage everything.”

MES and Complexity

I won’t lie… some MES are complex.

There are systems with multiple pull down menus, floating windows, disconnected data, and a bazillion fields to fill out for the simplest function in the system.

But, if you have a modern system focused on supporting productivity and offering automated functions, you have an MES that reduces complexity in the manufacturing process.  In fact, with some systems (like Quantum) users can be trained in an afternoon.

There is no better way to onboard new employees than with an MES, especially one designed to minimize complexity like Quantum.  Consider this:

  • Improved planning.

With a strong MES, planning can be improved with additional, contextualized information such as visual work instructions, safety instructions, and best practices. You can ensure workers are using only the most relevant information. Rather than teaching new employees how to navigate paper packets that may (or may not) have all the information they need, they automatically receive the information they need, when they need it.

  • Procedural Enforcement.

With procedural enforcement, you can be sure the shop floor is doing the correct work at each step in the process.  Procedural enforcement creates a behavioral system that makes best practices second nature.  The system walks new workers through process steps accurately and correctly.

  • Automated tolerance checks.

Automated tolerance checks identify quality escapes immediately, mitigating quality problems with new employees and offering on-the-job quality training. New employees learn immediately what causes a quality problem and can adjust the behavior before it becomes a habit. Real-time analytics build collaboration and process improvement for new employees.

  • Contextualized data collection

Data collection is a critical step in production visibility and quality standards, but it’s often an afterthought. Notes are scribbled on the traveler after the work is done, and is more guesswork than precision. An MES makes it easy for employees to easily collect critical data at the precise moment in the production process, often automating data collection.  This eliminates the guesswork and lets new employees focus on their work.

  • System familiarity.

Today, many young people, the largest source of new employees, grew up using software systems like Quantum and MES.  They are comfortable accessing information in the software, completing work in conjunction with the system. The training with an MES, a modern MES, will be significantly less than trying to teach paper-based manufacturing that is more tribal knowledge than process.

Increasing Productivity with Paperless Manufacturing

Rather than fighting against technology, it’s time to embrace the advantages offered by manufacturing software and a modern, user-friendly MES.

You shouldn’t see new employees as a reason to avoid change, but a time to implement, especially as the younger generations have become more and more comfortable with using software and technology in their work. Not only is paper less efficient, but training is guesswork with no standard or platform to provide a foundation for production.

Want to learn more, or see how easily you can implement a paperless manufacturing system? Contact CIMx today for a personalized shop floor analysis. We’re always happy to help.

Are There “Gentlemen’s Rules” in MES Sales?

Many software suppliers are more focused on the sale than the solution when working with customers.

By Kristin McLane, President of CIMx Software

Twenty-something years ago, software demos gave potential customers a good idea of the system they were buying.

Today, as software functionality continues to expand and teams of consultants scramble for profit (read our blog on Tesla for more on that), it’s difficult for manufacturers to know what they are purchasing.  The skill in selling software has grown faster than the market’s ability to discern fact and fiction.  The rules in the software market have gotten skewed, and without rules, how do we play (or purchase a system)?

Gentlemen’s Rules in Cycling

I was an avid cyclist.  After competing for 18 years on the cycling circuit in the US, I’m content now to watch the Tour de France in a comfortable armchair.

MES and the Human Element

Does your implementation team really know the software and your processes? Illustration from http://www.colourbox.com

The Grand Tour is an amazing spectacle.  If you live in France, the month of July is dedicated to the sporting event.  It is called one of the most grueling sporting events in the world.  For 21 days straight, almost 200 cyclists (usually 22 teams of 9 riders) compete in road stages that make Death Valley seem leisurely.

In cycling, there’s always been an unwritten gentlemen’s code of conduct. If you are a rider, a competitive one, you know it.  And you live by it…

Cycling is, at its heart, a team sport.  Inevitably, the entire group (the peloton) doesn’t ride together – the group will split as the race speeds up or the hills get steep.  In these situations, the gentlemen’s code ensures:

  • you never attack the leader if he or she is down;
  • you work together and everyone takes a turn, and;
  • if you’re not able to work with the group, you may sit on the back (where there’s less wind and it takes less effort) but you won’t participate in the sprint or receive points on the day.

The code subtly manages the race.  You don’t win if you can’t do the work.  Unfortunately, it doesn’t seem like the software industry has a similar rule…

As a customer, you want to get the best product for your business.  The purpose of the demo(s), the Request for Proposals (RFPs), and the other stages of the software purchase process is to determine how well the system will serve your manufacturing needs.  The process should let you “try out the team,” who will be providing your new system, ensuring only a company that can do the work will earn the job.

But, that’s not how it works today.  Many suppliers use resellers so they never work with an end user. Other suppliers are so big, there are layers and layers of bureaucracy between you and the people who really know the software.  Most customers only meet the sales team, and are introduced to a few people on the installation project leads – a team focused on sales and collecting commission or service charges, and not meeting the goals of the implementation.

How are those implementations working out?  How many companies suffered with a poor software installation when the salesperson (who was well-liked liked) made promises the solution couldn’t keep?

Implementing a Code of Conduct for Software Sales

Confidence Button Shows Assurance Belief And Boldness

Are you confident your team is focused on shop floor improvement? Illustration by www,colourbox.com

Let’s go back to my gentlemen’s code theory.  If the sales team tells is focused on closing the sale, are they really worried about what your needs will be in the future?  When you have an issue, are they there to help you, or are they counting on your service charges each time a problem comes up?  Are the sales or implementation team best positioned to answer your questions?  You never even meet the real software experts (if there are some).  In fact, it’s not in the interest of some companies to review every option or potential problem before an implementation, because their sales model is based on the additional service charges they’ll be getting from you.

I’m not suggesting you find a better salesperson.  It certainly helps the process, but I think you need to look deeper.  With the increase in consultants, and the constant attrition in the marketplace as smaller companies are eaten by the monolithic software enterprises, the “team” concept in software sales has disappeared.  As software companies absorb functionality from other systems, finding someone, anyone, who understands the software enough to provide adequate, or useful, support, is almost impossible. This leads to higher cost, additional complexity, and a software product that never works the way it was sold.

A gentlemen’s code of conduct would help eliminate many of these problems.  Consider this:

  • The software supplier should walk a customer through the entire implementation process (eliminating those “surprise” service charges that creep into many projects).
  • No system should be installed without an upgrade path. Systems shouldn’t fade into obsolescence.  (Read more about it here.  It’s critical.)
  • The software supplier should offer a guarantee and benchmarks for the system and implementation. They should take some risk in the project, and not expect the customer to carry the burden.
  • No product should require a manufacturer to completely change their processes and work instructions. Too often the shop floor ends up serving the software, rather than the software supporting production.

I’m sure every person who has ever worked with a software supplier could add to this list, but it’s a start, and we need to start somewhere.

Will Your Supplier Go the Distance?

We should all work for our customers like members of a cycling team.

This year’s Tour has been one for the books.  Last week’s stage to Mont Ventoux reminded me of a software installation gone awry.  With winds topping 60 to 100 kms/hr, race officials cancelled the last 6 kilometers of the race.  None of the teams complained, even though the decision hindered the advantage of the top climbers.  Unfortunately, many people had camped on the side of the road for those final 6 kilometers, and as word spread, those people waiting at the top started to make their way down the mountain.  The crowded roads caused the leader to crash badly.

If something like this happened during an MES implementation, many suppliers would sigh and extend the schedule, halt production on the shop floor while they fixed the problem, or call procurement with more service charges.  Installation is a tricky process and things go wrong.  Is your software vendor willing to change the requirements or project plan when problems happen?  How painful will the service charges be?  How will they work with you?

If you have a problem, will your team (if you even have one) do what the leader did on Mont Ventoux?  With a wrecked bike and watching other groups pass him as he waited for a team car, he began to run.  Running in the Tour de France?  In 25 years, I’d never seen it.  He did what it took to keep the winning jersey with Team Sky.  And he delivered.

That’s the difference between working with a team focused on your goals and with people who really care about your success and the product they offer, and working with just another software reseller.

How to Manage the Smart Manufacturing Revolution

For companies still reluctant to change in the face of the next industrial revolution, there are simple strategies you can take to position your company for success.

By David Oeters, Corporate Communications at CIMx Software

There’s a famous quote by Albert Einstein that has particular relevance to modern manufacturing – “Insanity: doing the same thing over and over again and expecting different results.”

The convergence of Information Technology (IT) and Operations Technology (OT) is having a profound effect on manufacturing. The days when IT resources could get by without ever having stepped on a shop floor are gone. Operations can no longer refuse to put another “damn computer” on a work center.

In fact, more and more companies are actively pursuing IT/OT integration.

The motive for this convergence is simple – if the end goal for a manufacturing organization is improved production and profit, there are a wealth of solutions and benefits to be found in IT.

According to the Wall Street Journal, many manufacturers are beginning to see themselves software firms, hiring software and computer experts rather than mechanical engineers. “… the transformation of the nation’s factories by digital technology is not only remaking the sector’s hiring needs, but altering how it needs to operate.”

IT is shaping how the supply chain operates, how products are designed and produced, and influencing how manufacturers add value in the marketplace. According to ARC, an analyst firm, “…IT-OT integration is a necessary step, and one that will pay dividends. The results… will, ‘increase the value of existing infrastructure, provide both new opportunities and risks for manufacturing, and allow the reinvention of the relationship with the customer.’”

Process Improvement graph.

Managing change is the difference between success and failure. Illustration by http://www.colourbox.com

Managing a Smart Manufacturing Strategy

Unfortunately, many manufacturers decide to manage change by doing the same thing, over and over again. Instead of addressing the root cause of production struggles with a Smart manufacturing solution, they contort existing processes to get by. Their strategy comes down to doing nothing.

The market is moving past paper-based manufacturing and ineffective Legacy MES. Software companies and industries that serve manufacturing no longer offer the inefficient tools these companies are clinging to. Over time, the divergence between companies that embrace change and those waiting will become so profound as to be unsustainable.

For companies still waiting, there are simple steps to managing the Smart Manufacturing revolution:

  • Foster collaboration between IT and OT. Adding an IT resource to your OT team will not only provide an important resource for the shop floor, but also train your IT team in how the shop floor operates. Over time, this collaboration will begin paying dividends as the company better synchronizes internal projects.
  • Remove paper and paper-based processes from production. Paper causes errors, is difficult to manage, and cannot support modern Smart manufacturing. With a phased implementation, you can begin eliminating paper with a flexible MES in as little as 3 months. Start by digitizing your travelers, a simple task for modern MES, and you’ll also increase production visibility.
  • Consolidate your production information. Many companies struggle with production data kept in multiple locations. Engineering will have a database. Operations will keep their data on paper travelers, while Quality stores their own records. With Smart manufacturing, you need to consolidate data in a secure, accessible location – most often a comprehensive production database. A single source of production truth eliminates much inefficiency companies often struggle to contain.

Doing nothing is not a viable strategy for managing change.  Even for manufacturers unsure or reluctant to take action, there are simple steps you can take that will position the company for success in the future.

Want to learn more, or see how an MES, the foundation for a Smart manufacturing, can help you? Contact CIMx for a free shop floor analysis and receive a personalized report that will become the core of your own improvement strategy.