德国可口可乐欧洲合作伙伴公司 (CCEP DE) 经营复杂的饮料市场，为大约 325,000 名零售和餐饮服务客户提供服务，每年装瓶和销售 35 亿升矿泉水和软饮料。供应链的复杂性以及对生产和物流劳动力不断增长的需求给该公司约 7,000 名员工带来了重大挑战。作为“适应未来”战略的一部分，CCEP DE 正在寻求数字解决方案，以减轻员工的负担并增强公司的竞争力。该公司的目标是在商店引入数字助理，类似于销售组织中使用移动设备的员工网络。目标是为员工提供电子说明和交互式检查表，帮助他们遵守所有规范和标准并防止错误。

Grupo Bimbo, a global Mexico-based CPG company and the largest bakery in the world, was facing costly inaccuracies within their delivery operations. After introducing third-party delivery platforms, they were spending thousands on remedying customer complaints. The company needed to identify the source of the complaints and gain a full picture of where they were losing revenue. However, their paper-based systems could not provide the critical and actionable insights needed, such as visibility into the journey between production, handoff, and delivery, sources of errors such as mismatched orders or damaged products, and identification of costly inefficiencies, such as production errors and waste.

Silgan Plastic Food Containers (PFC) 是高阻隔塑料包装领域的全球领导者，面临着多项运营挑战。尽管是行业领导者，该公司仍面临与透明度和任务管理相关的问题。文档流程完全基于纸质，导致不清楚谁负责哪些任务以及何时完成。缺乏透明度影响了运营结果。移交职责也是一个挑战，尤其是当团队成员缺席时。由于这些问题，错过的任务很难解决。此外，Silgan 每年还需要进行一次大型审计和多次小型审计。然而，纸质归档系统使得查找必要的文件成为一个耗时且困难的过程。

Grupo Bimbo, a global Mexico-based CPG company and the largest bakery in the world, was facing challenges in implementing higher safety standards across its 20 plants in 10 countries. The company's existing systems were unable to provide access and control over key insights such as safety incidents and investigations, progress of best practice SOP implementation, and real-time visibility and data into safety performance. This lack of visibility and control was hindering the company's ability to make proactive decisions to prevent workplace incidents and implement organization-wide changes.

Grupo Bimbo S.A.B. de C.V., the world's largest bakery, faced a lack of standardization across critical components of its safety program. This included safety incident investigations, safety observations, and good safety processes. The team identified an opportunity to improve safety performance by generating more insight into the safety program through standardizing operational procedures. They were already using Parsable Connected Worker® in the manufacturing side of the business and wanted to leverage this technology for safety. The challenge was to implement standardized safety program components in a multilingual environment across 20 plants in 10 countries.

Holcim 是创新和可持续建筑解决方案的全球领导者，在优化其水泥、骨料、沥青和预拌混凝土地点的现场检查和例行检查方面面临着挑战。尽管拥有现代技术，但像 Holcim 这样的重工业仍然依赖部落知识、过时的纸质程序，并且缺乏准确的实时数据。这种传统的工作方式导致了许多问题，例如如何进行检查、正确的顺序、所需的设备以及上次完成的时间。随着安全和可持续发展措施的不断发展，新员工和资深员工都面临着这些挑战。手动文书工作不仅繁琐、缓慢，而且容易出现错误，例如记录丢失或丢失，或者更糟糕的是，工作根本没有完成。

The global brewery was facing issues with the receipt of brewing ingredients and materials. They were visually spot checking trucks that delivered these materials and often found mismatches between Bills of Lading, Ship Tickets, and even delivery locations. There were instances where they received the wrong materials or someone else’s materials which then hindered production and showed a lack of accountability. The company needed to accurately capture data and digitize processes in order to optimize operations. They wanted to collect and analyze quality data faster, and allow inspectors to report inconsistencies right away. They also wanted to provide quality managers and their teams with greater visibility and control over real-time data captured.

The global brewery was focused on product development, which resulted in the adoption of digital transformation processes taking a back seat. One of the major challenges was enabling operators on the floor to complete autonomous maintenance tasks, like clean/inspect/lubricate (CIL). The brewery had industry-standard CIL steps documented on laminated sheets of paper. However, these were rarely used and contained outdated images and information. There was no way to track if operators were completing the process or not – the data on CIL completion rates across teams and machines was inadequate. This resulted in a lack of confidence that the machines were being maintained at an optimal level and the inability to accurately track the completion of this critical procedure.

Scientific Drilling, a leading provider of directional drilling equipment and services, aimed to become the 'ultimate partner in wellbore placement'. To achieve this, they focused on tool performance, strategic cost reduction, and process optimization. Rob McKee, SVP of Manufacturing and Product Support, was tasked with driving the reliability component of these performance improvements. The team recognized the need to integrate in-depth data analysis into their repair processes at Scientific Drilling’s motor shops. They aimed for digital workflows for standard assembly, disassembly, and repair procedures, actionable insights and quick visibility into quality workflows, near real-time data collection during repair operations, 100% conformance to process standards, and measurable improvements in cost and reliability.

The company, one of the largest dairy manufacturers in the world, was facing hurdles in scaling its operations to meet growing demand. Outdated procedures and processes led to inconsistent data capture, impacting operational productivity, quality, and employee safety. The company's largest site produces different types of drinkable yogurts. For every batch of finished product, samples are sent to the quality lab for microbiology and physico-chemical testing. All lab results were recorded on paper and created large binders of data, which were then manually entered into SAP every 24 hours, leaving room for human error. The data reporting process took anywhere from seven to 30 days to uncover trends or identify if the production line was complying with quality standards. Additionally, a single safety inspector would walk around a production facility to conduct safety rounds and create Safety Behavior Observations (SBOs). These reports were filled out inconsistently and would sometimes get lost, resulting in considerable safety insurance premium costs.