In just a few months using Braincube, Tire Company X achieved their objective and minimized waste by 35% within their target process. Optimizing this single process resulted in $1 million in savings per year.
Four years later, they have achieved these goals by completely revolutionizing how data is used in their organization.
In just two years, Sappi has made tremendous strides in its digital transformation journey and rolled out to multiple plants around the world. Learn how third-party solutions, successful change management, and engaged leadership helped Sappi find global digital transformation success.
Implementing Industry 4.0 at Votorantim Cimentos goes beyond their financial gains. They see it is as a necessity to bring knowledge and new discoveries to their day-to-day production.
Avril's implementation of Braincube led to better sales and storage predictions, individualized dashboards for employees to track relevant KPIs, and the autonomy to make continuous improvements based on changing business and economic needs.
A contextualized production data model enabled Owens Corning to experiment with variables without wasting resources. As a result, their process engineers and factory workers collaborate better during each phase of their production process.
Smurfit Kappa originally used Braincube to improve production efficiency after installing a new machine. Now they use Braincube to further improve efficiency at factories that are already highly efficient. As one of Braincube’s longest customers, they’re still finding success a decade later.
Teams were able to focus on optimizing processes, instead of be reactive to problems.
Braincube helped Safran collect and structure millions of data points from their production process. Armed with restructured databases, the Safran team continuously improves their production lines at each step of the manufacturing process.
Dow used Braincube to identify root causes to reduce unplanned events and better performance.
Cargill wanted to spend less money operating their oil boiler while maintaining steam output. Cargill’s internal analyses had yet to significantly impact the boiler’s efficiency because they couldn’t identify the optimal set points to improve boiler efficiency without decreasing steam output.