This document summarizes the error-proofing solution a leading heavy machinery manufacturer implemented and standardized on in order to greatly reduce product defects due to improperly fastened bolts in transmission systems. Electric assembly tools called nutrunners are used by assembly line workers to fasten bolts to a predetermined torque measurement. Their decision to implement a manufacturing execution system (MES) or manufacturing operations management (MOM) software to both ‘monitor’ and ‘control’ all aspects of the assembly tools and line worker processes yielded unprecedented results by reducing bolted joint failures and Warranty claims by 94%.

Fujitsu Network Communications, a leading optical solutions provider, faced challenges in managing customer requirements for increasingly complex products, developing solutions, and testing them on accelerating schedules. The company's document-based system made it difficult to reuse requirements and communicate them to downstream groups, necessitating a shift from a document-centric approach to a data-centric one. Managing large numbers of documents was time-consuming and lacked visibility, making it hard to keep the requirements and test teams in sync. The company was also experiencing issues with testing requirements or writing test cases for requirements that had been modified or no longer existed. Fujitsu needed a solution to eliminate these inefficiencies and streamline its processes.

A Medical Device Manufacturer was faced with the challenge of scaling up production for a new product introduction (NPI) within a 6-month timeline in a new greenfield assembly facility. The goal was to increase production from a few units a month built by engineers to hundreds of units a month by frontline workers. The engineering team needed to enable the frontline workers to assemble the units and record their activities at each step of the way via an eDHR for compliance purposes. The team foresaw challenges around overwhelming new staff with changing instructions and recording information. They concluded that using paper-based SOPs and history records was not a viable or efficient solution for onboarding a completely new team.