X

Bosch Automotive, a division of the global technology and service provider Bosch, was facing significant communication challenges in its Charleston plant. The plant, which specializes in powertrain and e-motor parts, was using two-way radios for communication. This method was inefficient as it limited associates to reaching only one person at a time. The lack of a streamlined communication system was hindering the plant's productivity and efficiency. Additionally, the plant was about to face a new product startup, which required a rapid ramp-up from setup to full-time production to customer delivery. The plant also had a performance-based pay system, but lacked a clear way to track and showcase the skills and proficiency levels of its associates.

Bunge, a global leader in the food and agriculture industry, was facing challenges in operational efficiency, worker engagement, and communication. With over 23,000 associates, 300+ facilities, and a presence in more than 40 countries, the company needed a solution to directly connect workers with standard operating procedures (SOPs) and facilitate communication. The primary goal was to reduce unplanned downtime, streamline shift handovers, and improve the quality of inspections. The company was also looking for a way to improve the mean time between failures (MTBF), which would lead to longer intervals between major equipment breakdowns. The challenge was to find a solution that could address these issues efficiently and effectively.

C.H. Guenther, a large food manufacturer with a history of over 150 years, faced significant operational challenges in their Pioneer Frozen Foods plant in South Carolina. The plant, which employs over 200 people and has four main production lines, relied heavily on radio and face-to-face communication among workers. The lack of technological devices on the shop floor led to limited visibility and inefficiencies, with many issues going unnoticed and unresolved. A recurring problem on one of their lines, where the product was not being correctly deposited into the packaging, was causing regular three-minute stops. These minor stops, while seemingly insignificant, added up to approximately 40 hours of lost production time over a year. Additionally, the plant faced potential downtime due to a lack of trained employees to operate a new workstation.

Plastico Dise, a manufacturer of plastic packaging products, was facing challenges in managing issues on their production lines. The company was struggling with frequent machine stops and lacked visibility into the reasons behind these stops. The issue management and resolution process was cumbersome and inefficient. When operators encountered a problem, they had to contact maintenance through internal telephones and intercoms. The maintenance team would then log the issues, download work orders to a spreadsheet, print and post the paperwork order schedules to a blackboard in the workshop. This manual process was time-consuming and left room for optimization. Additionally, quality, continuous improvement, and IT issues were reported via email, leading to communication difficulties and tracking issues. The company was operating in silos with limited visibility due to the existence of two separate issue reporting systems.

Royal Canin, a global provider of pet nutrition, faced several challenges at their Polish plant. The onboarding process for new hires was complicated and time-consuming, involving multiple departments and lacking clear organization. The leadership had no visibility into the process, making it difficult to refine and improve. Additionally, the company struggled with paper-based documentation and an unfriendly document management system. Work instructions were hard to access and difficult for associates to read. Updating instructions, especially before audits, was labor-intensive. The company also lacked data on associate progress and capabilities, hindering their ability to measure and analyze employee development. Furthermore, Royal Canin faced challenges in reporting and managing safety issues using paper forms. Analyzing data was a tedious task, as information had to be manually transferred into Excel files or other platforms before staff could extract any meaningful insights.

FrieslandCampina, a renowned dairy company, was facing operational challenges in its packaging department. The department, which operates in three shifts, required constant monitoring of a range of parameters on the packaging machines to ensure optimal functioning. Additionally, with each new production run, a new parameter list had to be completed. Until recently, these values were manually recorded on paper lists and stored, which was a time-consuming and inefficient process. The shift leader had to spend a significant amount of time filing these paper lists, and referring back to the values for a specific machine on a specific day was a cumbersome task. The paper-based process was not only inefficient but also prone to errors and lacked real-time accessibility.

Metafor, a metalworking subcontractor with a wide range of products, faced a significant challenge in configuring robots for each new product on the factory floor. The process was time-consuming and required extensive coordination between operators and the welding manager. The use of paper-based work instructions often led to misunderstandings or were ignored altogether, causing inefficiencies and potential errors in the production process.

Pfizer Puurs was facing challenges in improving workflow efficiency and standardization in their line clearance operations. The traditional methods were not providing line operators with the necessary information at the right time, which was affecting the overall efficiency of the operations. Additionally, the operators had to use their hands to access the information, which was not ideal during inspections. The varying levels of experience among operators also posed a challenge in terms of training and information accessibility. Furthermore, Pfizer Puurs was looking for a solution for remote monitoring and line clearance activities.

Philips Lighting (now Signify), a global leader in lighting solutions, aimed to become the world's only conventional lighting manufacturing plant network. However, its operations in Turnhout, Belgium, a high-wage country, needed to be as efficient as possible to realize this ambition and embrace the Industry 4.0 evolution. The company had already implemented Lean manufacturing, with employees constantly seeking ways to eliminate waste and improve processes. However, the old PDA used for monitoring and carrying out preventative maintenance tasks on up to 200 machines was slow, unwieldy, and difficult to manage. It was not adaptable to include new items or delete obsolete ones, could only record current measurements, and offered no historical data. The PDA was inadequate for the task at hand.

Adaptive Insights, a SaaS business with over 4,000 customers, faced a significant challenge in training its end users and partners on its suite of financial planning tools. The company's small team of three, led by Sr. Content Developer for Education & Development, Diane, was tasked with creating all the training content for both live and self-paced training sessions. The live training sessions were conducted during the Adaptive Insights user conference, where around 1,000 end users were trained. The self-paced training, managed in Litmos, catered to over 9,000 end users and 1,500 partners. The team found it inefficient and challenging to create and manage the vast amount of visual training material using Word and Litmos. The process was time-consuming, and it was difficult to create separate guides for instructors and attendees during live sessions.

Advanced Tech, a leading technology company, was on the verge of rolling out new software across its organization. The Business Systems Manager, David, was tasked with overseeing this massive implementation. However, he faced significant challenges with the existing options for training employees. The creation and organization of training materials were proving to be a daunting task, and tracking its usage was equally challenging. David was in dire need of a solution that would simplify the process of creating, organizing, and delivering software training to his employees.

The B2B technical helpdesk, supporting over 400 different estates across the hospitality, leisure, and service sectors, faced a significant challenge in managing its vast array of policies and procedures. With over 10,000 sites across more than 400 customers, the helpdesk needed a more efficient way to onboard new clients, support existing ones, and retain its staff. The technical teams had their processes and documents scattered across multiple platforms, including SharePoint, Wikipedia, and ITSM system. While these platforms provided support guides, they were not efficient in helping the technical agents find the resources they needed quickly. This inefficiency resulted in customer delays, inconsistent customer experiences, and longer call handling times. The guides, often generic overviews, were complex and confusing, slowing down the agents as they had to search for specific procedures to resolve tickets. Furthermore, due to the complexity of each customer and the large number of products and features supported, training new agents was a lengthy process, taking up to 6 months on average.

Baxter Healthcare, a Fortune-500 contact center, was faced with the daunting task of launching a new operation in 120 days. The company had recently acquired a new call center and decided to move the contact center to nearshore (Mexico) from offshore (India). The director was tasked with launching the contact center in Mexico within the stipulated deadline. The challenges were manifold. They had to hire and train all new agents and trainers, a total of 30 personnel. The operations director and his team had no prior experience with the product or the company they had just acquired. The existing documentation was completely out of date. Everything was new and they had a short four-month window to get a call center up and running for the new product. Moreover, all the training had to be done remotely.

Brigham Young University - Idaho (BYU-Idaho) faced a common challenge in the education sector: teaching students, parents, and faculty how to use campus technology. The primary issue was content creation. Arlen Wilcock, BYU - Idaho's Faculty Technology Consultant, and his team were using Adobe InDesign to create PDF guides. However, InDesign was not intuitive for all student employees, limiting the number of staff who could create documentation. This resulted in a bottleneck in content creation. Additionally, the format of their documentation, being confined to PDFs, was another challenge they faced.

Cloudbeds, a rapidly growing hospitality management software company, was facing significant challenges in creating and integrating documentation. The company's VP of Customer Success & Services, Colin Slade, and his team were struggling with the speed and quantity of content they could produce using their existing tools, Google Docs and Word Docs. The team was tasked with documenting a large amount of material, both internal and external, and found it particularly challenging to integrate screenshots into their documentation. The need for a more efficient and effective solution for their document generation issues was evident. They required a tool that would allow them to create content and documentation quickly, easily, and with integrated screenshots.

connectFirst, a Canadian credit union, was preparing for a significant expansion by merging four credit unions. This expansion aimed to deliver a consistent member service experience across 40+ branches in Alberta. However, this meant that connectFirst needed to standardize policies and procedures accessible to all of their 740 employees. The challenge was to harmonize documents scattered across four divisions, each with its own banking system and processes. Furthermore, these divisions had been documenting policies and procedures using different tools, including OneNote, SharePoint, and Word docs, which made it difficult to edit documents and find necessary articles. With the expansion, they needed each of their 40+ branches to have access to up-to-date information.

Broxap, a British manufacturer and supplier of high-specification street furniture and outdoor equipment, was facing a significant challenge in managing its vast archive of images and digital assets. These assets were stored in a restricted access library, which was only accessible to the graphics team. Over time, as employees with knowledge of this system left the company, it became increasingly difficult for the remaining team members to locate specific images and files. This was due to the complex structure of folders and subfolders in the library. Furthermore, as part of their digital transformation strategy, Broxap was keen on enhancing its website and e-commerce offerings. This required a more efficient and accessible system for managing their digital assets, which would fit in with their existing tech stack, including Magento.

Cottar’s Safaris, located at the edge of Kenya’s famous Masai Mara National Reserve, offers unique and sustainable safari experiences. To promote their services, they rely heavily on photographs and videos that depict the unique atmosphere of their safaris. Over the years, Cottar’s has amassed a substantial library of images and videos, which are essential for travel agents to paint a vivid picture of the safari experience. Initially, the company used Dropbox to share this content with external partners. However, as the requests for images and videos became more frequent, this method became unsustainable. The challenge was to modernize their growing content library and make it more accessible to travel agents and other partners.

Ferronordic, a global service and sales company specializing in construction equipment and trucks, faced a significant challenge in managing its digital assets. With operations spread across Germany, Kazakhstan, and Russia, the company's marketing efforts involved multichannel marketing, social media events, and targeted email campaigns. These activities generated a vast amount of content, including customer testimonials and 'job stories' that needed to be stored for review and future production. However, the company's approach to asset management was inefficient and disorganized. Assets were difficult to locate and were not being utilized to their full potential. The lack of a centralized system to organize and view content resulted in a significant portion of costly images going unused. The company needed a solution to consolidate and organize its growing library of assets, with features such as link sharing, the ability to upload and tag large numbers of assets, and support for multiple users in multiple languages.

Fractal Design, a leading manufacturer of premium PC hardware, was facing a significant challenge in managing and controlling the distribution of digital assets related to product launches. The company works with a global network of distributors and resellers to launch its innovative products. However, ensuring these partners received the necessary assets to create quality product listings for their online stores was proving difficult. Initially, Fractal Design relied on Dropbox to share assets, but this method lacked the control and visibility they needed. The company then attempted to implement a digital asset management (DAM) platform, but this first attempt was disappointing and did not meet their specific needs.

Fy!, a fast-growing startup that collaborates with artists and designers to build a unique homeware and art marketplace, was facing a significant challenge in managing their extensive library of inspirational photos. As a content production facility for their network of independent artists and suppliers, Fy! was dealing with hundreds, if not thousands, of content creators who were providing photos and videos for the products they sell. These images were crucial for promotion, social media presence, and the e-commerce site. However, their existing system of saving media to Google Drive was proving inadequate. The files were organized, but only a few people knew where they were, and Fy! was rapidly outgrowing a system that relied on one or two gatekeepers. They needed a solution that could efficiently store, search, and share their expanding library of images and videos.

Giant Bicycles UK, the world's largest bicycle manufacturer, was facing a challenge in delivering key assets to over 300 retail partners efficiently. The small marketing team was struggling to automate the process, which would allow retailers to easily browse and download approved brand content. The goal was to create a simple workflow for retailers to access important imagery and product information, thereby making it easier for them to work with Giant Bicycles UK. The company had an extensive retailer list, and ensuring everyone was aligned with products and branding was a significant challenge. The team was relying on Google Drive for digital asset storage, but they needed a better way to maintain consistency for their brand while providing easy access for retailers.

Heinen’s Grocery Store, a family-owned grocer in the Midwest, was facing a significant challenge in managing their content creation process. With over 20 stores in different cities, the marketing team had to create multiple versions of assets for weekly promotions, resulting in a vast amount of content that needed to be found and shared efficiently. The marketing team was responsible for all materials showcasing products in-store and online, and they contracted external designers to create the artwork. However, the team faced disruptions in their workflows due to an unorganized system of storing and sharing graphics, imagery, and videos. If a team member needed a specific graphic that they didn’t commission, it was difficult to locate it, leading to productivity barriers.

iAM Learning, a UK-based e-learning content provider, was experiencing rapid growth, serving five times as many customers as they did a few years ago. Their unique approach to e-learning, which involves character-driven storytelling and high-quality animations, led to an increasing demand for their services. However, the company faced challenges in managing and sharing their rapidly growing collection of digital content. Initially, they managed their content manually using tools like Dropbox, which was manageable with a small team. However, as the business scaled, more people, including customers and partners, needed to access the same content, necessitating a more efficient management system. Additionally, iAM Learning wanted to deliver finished e-learning content to customers in a more polished package, enhancing the user experience.

Journey Beyond, Australia's largest experiential tourism business, faced a significant challenge in managing content for its thirteen distinct tourism brands. The company relied heavily on digital content, including photographs and videos, to showcase its unique experiences to customers. However, managing this content was a daunting task due to the distinct look, feel, and audience of each brand. The design team, which included in-house creatives, remote designers, and agency support, needed a comprehensive tool to manage the vast array of digital assets. The goal was to scale content production without overburdening the small creative team and to ensure that the right content reached the right people at the right time.

Kevin Barry Art Advisory (KBAA), a renowned art advisory firm, was facing challenges in managing its vast collection of first- and third-party artwork. The firm's art advisors needed an efficient way to search their collections to deliver unique art experiences to their clients. However, the content was bottlenecked at various levels across the organization, leading to a 'game of telephone' where one person would direct another to a different person to locate a specific piece of art. This process was not only time-consuming but also lacked intuitiveness and required a lot of investigative digging. The teams also needed a centralized place to find project photos of previous art installations, up-to-date logos, client presentations, and style guidelines. The challenge was to implement a digital asset management system that was simple to use, easy to train new users on, and could function as an 'internal Pinterest' for navigating in-house and third-party artwork.

Lalique, a world-renowned luxury brand, faced the challenge of managing its assets consistently across its global subsidiaries and departments. The company operates in different countries, utilizing several ERPs and information systems across its offices in North America, Europe, and Asia. The digital team in Switzerland identified an opportunity to handle product and brand assets more efficiently by implementing a digital asset management (DAM) platform. After a successful trial period with the perfume department, Lalique decided to expand the use case to other areas of the business. However, the team was unsure if they had the right DAM solution in place for the task. They needed an alternative DAM solution that would be easier to implement across multiple departments and provide more flexibility for the users.

Logitrans, a leading manufacturer of internal lifting equipment, faced a significant challenge in marketing its products and supporting the sales process. The company provides customized solutions to its customers, which are marketed through a network of dealers worldwide. However, these dealers were often unaware of the availability of new products due to the lack of a centralized system for managing digital assets. Marketing and sales teams struggled to locate and share information about products with potential customers. The problem was further complicated by the fact that each branch office had its own content system and archives, with content stored on local drives or multiple cloud storage accounts. This resulted in no single source of truth for the organization. Additionally, the lack of structure in uploading and categorizing assets, coupled with the multilingual nature of the content, made searching for specific assets difficult.

Maserati MSG Racing, a Monaco-based team and one of the founding teams of the Formula E racing series, was facing challenges in managing and organizing their digital assets. The team needed a way to consolidate and organize digital assets to quickly locate media for promotional purposes and share content with trusted partners. The hectic Formula E race schedule often features back-to-back races in different parts of the world, requiring their website and social media content to be constantly updated in real-time. The marketing department was receiving daily requests for digital assets from partners and media, necessitating a system to keep them organized and allow quick and easy access to time-sensitive content. Without a central library where partners could search for assets, the team had difficulty fulfilling content requests quickly. This often led to miscommunication and delays.

Mathnasium, a math learning service provider with over 900 franchise locations in North America, was facing a significant challenge in managing its marketing materials. The company had outgrown its in-house digital asset management system, leading to a disorganized distribution of marketing assets across shared drives, Dropboxes, and other platforms. The company needed a robust system that could not only house and organize all its marketing collateral but also be user-friendly for its franchisees. The challenge was to find a solution that could accommodate the level of customization Mathnasium required without being too complex for franchisees to adopt.