Figure 18. View of the Inspection Instructions as Seen by an AGCO employee.
Time to Value. Improved On-The-Job Training. AGCO envisioned employing 3x3 training metrics:
every operation would have three people able to execute it, and every person would be able to do three
operations. In the pre-Glass era, the company was never able to execute this approach because of the
high complexity of the tasks involved. The new tool cut the learning curve in half. Any operator can now
move from one work station to another, as long as they have instructions with them.
Improvement in Digital Manufacturing. The project became a means to an end to define drive data-
driven processes. Every small task in operation and assembly is timed and monitored, moving AGCO to
a predictive analysis stage.
Agco improved agility through digital manufacturing. The focused effort improved quality, and drove
cost improvements. What started as a journey to minimize IT costs of breaking tablets paid big
dividends for the company.
Product Platform Rationalization Over the last decade, Campbell Soup Company drove improvement faster than their peers. decade.
One of the reasons was material rationalization and product simplification.
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