A survey of 500 APM practitioners reflects how more manufacturers recognize the business benefits of technologies like predictive maintenance (PdM) and the Industrial Internet of Things (IIoT) – and how these benefits will only amplify with AI enhancements. However, the report also comes with a warning: there needs to be more focus on increasing employee satisfaction.

The leading technology research and advisory firm ARC Advisory Group published the report ‘Advanced Asset Performance Management and Its Impact on The Workforce’. Based on an in-depth survey of over 500 end users from various industries in North America and Europe who follow an advanced Asset Performance Management (APM) program, the report contains many relevant recommendations for tracking key metrics, managing expectations around ROI, and scaling. 

However, the report’s key insights relate more to employee satisfaction and how embracing AI seems like the next logical step in continual improvement.

“About 90 percent of the respondents indicated that since the adoption of advanced PdM programs, they were able to add more assets to their asset management programs.” 

A Solid Business Investment – One That Keeps Giving

According to the report, the three top reasons for investing in an advanced APM solution are: 

1.  Improve maintenance practices
2.  Reduce safety incidents
3.  Improve employee job satisfaction

And happily, “the majority of survey respondents indicated that they are able to bring in continuous improvements to their asset management processes and practices as they have adopted advanced PdM practices. About 90 percent of the respondents indicated that since the adoption of advanced PdM programs, they were able to add more assets to their asset management programs.” 

“The one area that clearly needs attention is around employee satisfaction, where a greater number of participants indicated that the benefits were not realized. The same is true for employee retention.”

There Are Only Losers With Employee Dissatisfaction

“While business benefits are very well recognized, what remains to be understood is the impact of advanced APM technology adoption on the industrial workforce,” according to the report. 

“The one area that clearly needs attention is around employee satisfaction, where a greater number of participants indicated that the benefits were not realized. The same is true for employee retention.”

Hence, manufacturers need to examine APM programs more closely from an employee perspective and ensure these align more with employee needs. After all, in an industry already finding it hard to attract and retain talent, there are only losers when it comes to dissatisfied employees. Turnover can, in turn, lead to not only increased recruiting and training costs but also increased downtime and decreased production.  

“Many manufacturers recognized how AI-driven tools can be deployed to increase employee satisfaction through training and retention and skillset expansion. The use of AI can even work to attract talent.”

Can AI Provide More Than Purely Business Benefits?

Now, back to the good news. “AI is another key technology that will have a significant impact on how we manage our assets. Among a list of key areas that AI can impact, survey respondents felt process optimization and PdM benefit significantly with AI enhancements,” notes the report.

Many manufacturers recognized how AI-driven tools can be deployed to increase employee satisfaction through training and retention and skillset expansion. The use of AI can even work to attract talent.  

However, almost half of the respondents saw that the most significant potential for AI was process optimization. “With this asset management focused survey, it was interesting to see process optimization at the top of the list. This highlights the ongoing trend of Process Health and Machine Health coming together. As APM becomes closely tied with business goals, asset management professionals are also thinking about process optimization opportunities.”

Meanwhile: “As PdM becomes more effective, affordable, and easier to implement, end users are able to expand their PdM programs, this not only ensures better and comprehensive asset care but also simplifies asset maintenance and offers a helping hand for employees.”

In short: all this investment is great and will benefit the organization, but let’s not forget the human part. We must make sure that we aren’t just optimizing processes but also optimizing how we help our people become the best they can be. That’s when we will create a true win-win.

Read the full report: ‘Advanced Asset Performance Management and Its Impact on The Workforce’.

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Each year, from September 15 to October 15, the United States celebrates National Hispanic Heritage Month. This year’s theme is “Pioneers of Change: Shaping the Future Together.” We decided to ask Alvaro Cuba, manufacturing veteran and co-host of the Manufacturing Meet Up podcast, about his career journey from Peru to the U.S. and how he’s helped shape the future for other Hispanic Americans.

Alvaro Cuba’s love of engineering started at an early age. From cars to clocks, he wanted to understand how everything worked. He also wanted to improve everything – always looking for a more efficient way to complete a task. “Even the small things,” he says with a laugh. “I looked for a better, faster way to make my bed.” When he was old enough to head off to university, he didn’t hesitate to enroll at Pontificia Universidad Católica del Perú in Lima.

Moving to Lima was an important step for Alvaro. Growing up in Arequipa, a city nestled in the Andes, he appreciated the beauty of its family, culture, architecture, and food. But he also had an adventurous spirit and a desire to see what life was like outside his traditional community. 

“When I was a teenager, I spent a year in the U.S. as an international student,” Alvaro says. “I lived in Oregon, and it was a life-changing experience. When I came home, I realized how much I valued experiencing new people, places, and things.” 

Alvaro knew that studying and living in Lima would provide the platform he needed to pursue global career opportunities after graduation.

Growth Mindset

After earning his degree in Mechanical Engineering, Alvaro landed his first job with the global agribusiness company Bunge. Responsible for the energy and water supply for a huge manufacturing plant, he quickly realized how much he hadn’t learned in school. He went back to his alma mater and took the dean to task (you can hear him talk about that here.)

But lesson learned: after talking to the dean, Alvaro realized he was taught to think, solve problems, and find opportunities. He excelled in his role, eventually managing a staff of 16 people and delivering power services (steam, hydrogen, compressed air, and soft and de-mineralized water) to nine production plants. Bunge recognized his efforts and encouraged him to tackle a new challenge, as operations director of Nettalco, their largest textiles business in Peru, after training him in Brazil.

During this time, Alvaro learned how to manufacture cotton into yarn and yarn into fabric, as well as dyeing, cutting, knitting, and producing the final product. He also learned more about the people side of business, managing a much larger staff. But when Bunge began selling off units that weren’t directly related to their core business, Alvaro knew the time had come for him to move on and build his career somewhere else.

Pivot to Logistics, Procurement…and More

Alvaro’s next adventure took him out of manufacturing and into the world of commercial business. “Engineering encompasses everything from the supplier all the way to the shelf,” he says. “I was willing and open to try new things, so I began working for Carsa Group. They had several companies on the wholesaler and retailer sides. I got involved in procurement, supply chain, warehousing, transportation, customer service… and then I went to the ‘dark side’, working in sales and marketing,” he says with a laugh. Eventually, Alvaro became General Manager of one of the companies.

His work with Carsa in the automobile, electronic appliances, and apartment stores businesses exposed him to other countries and cultures. “It was the first time I started to be in contact with the wider world–with suppliers and operators from North America, Europe, and Asia. In addition to their presence in Peru, Carsa also had operations in Colombia, Ecuador, and Bolivia.”

Dot Com Detour

Alvaro was happy in his role, but the world was changing. It was becoming increasingly high-tech, and those innovations captured his interest.

“I told my wife, ‘The Internet is the future, and I want to be a pioneer’”, says Alvaro. So with his family’s blessing, he quit his job and went all in on the World Wide Web. Creating B2B, B2C, and hiring portals was exciting, and the company he worked for began making successful inroads in Peru. “But the dot come bubble popped here, just like it did everywhere else,” Alvaro remembers. It was time to blaze another new trail.

“Krafting” a New Path

Alvaro’s next adventure came with Kraft Foods. With his deep supply chain experience, they approached him to create and manage a new function. After just a year, he was asked if he’d relocate to Costa Rica and manage the supply chain for their Caribbean and Central American business. He and his family jumped at the chance.

“We spent three fantastic years in Costa Rica,” Alvaro recalls. And while it wasn’t always easy, the family focused on all the positives that came with their move.

“There are two kinds of thinking: a set mindset and a growth mindset. And to be successful at pioneering or shaping the future, a growth mindset is essential. You need to be willing to bring new ideas into the mixture, and think in new ways to solve problems,” he shares.

That growth mindset led to amazing opportunities for Alvaro. As he took on increasingly challenging roles, he moved again – to Brazil, Peru, Miami, New Jersey, Chicago, and Canada. Highlights of this time include:

• Leading a multifunctional team in northeast Brazil, reinventing how to conduct business there
• Merging Cadbury and Kraft’s supply chains in Canada…and then splitting them when Kraft decoupled from Mondelēz
• Joining Mondelēz and leading the Integrated Supply Chain team for Latin America from Miami while implementing TPM across the region
• Retiring from Mondelēz as SVP, Integrated Supply Chain for North America while based in New Jersey

In all, Alvaro moved seven times in 17 years. He served as a GM and an Operations – Supply Chain leader at country, regional, and worldwide levels. At every turn, diverse cultures, roles, and industries always enriched Alvaro’s perspective, providing him with a wealth of experiences and opportunities to learn and grow.

“More importantly, I have made friends for life all around the world,” Alvaro says.

Retired…Sort Of

Today, Alvaro and his wife Teresa live in Miami, while his children live in Canada and Finland. Although some people like to take it easy during retirement, the same cannot be said for Alvaro. In addition to co-hosting the Manufacturing Meet Up podcast and traveling six months out of the year, he sits on several boards and provides strategic business consulting. He is also an active volunteer with non-profits focused on social-environmental causes worldwide. His curiosity and openness to new experiences have led to new hobbies: Alvaro is learning to golf and surf.

He also has a passion for mentoring. 

“When I was working, I led Latin Councils in different opportunities, and I still mentor several people today,” Alvaro says. “Diversity is so important to business because the diversity of experiences and perspectives helps everyone look together at solving problems in a different way and come up with better options. For example, running a plant in Brazil is different than running a plant in the U.S. If a technician or manager from a Brazilian plant comes to the U.S. to work, that person will need to adapt. But that person will also bring new ideas of how to operate the U.S. plant. And vice versa: if they go back to Brazil, they will bring different ideas and approaches back to their original plant…everyone wins”

While the diversity of ideas is important, Alvaro’s mentorship of Hispanic manufacturing professionals goes deeper. 

“Sometimes, companies recruit talent but don’t provide the right coaching or guidance. I have seen cases where after just one month, people return to their home country because the culture shock was too much. An office in the U.S. is completely different than an office in Beijing or France or Peru. If you don’t help people read the culture and understand the nuances, they will struggle to be successful. So helping people through that will have a ripple effect, and give them the confidence to bring their diverse experiences, perspectives, and knowledge to the table to improve the business.”

Final Thoughts: Be Open, Be Curious, and Go for Growth

“Imagine if at any point in my career I had said ‘no, I’m not open to the next opportunity.’” Alvaro muses. “It would have been fine, but it would have also meant missing all the experiences that have been so enriching. Life brings us so many possibilities. By keeping an open mind and saying yes to the opportunities offered to me, I am always learning and growing.

I also believe curiosity is important. I am always looking at things, thinking about how they work, and how they can be made easier, faster, and/or better. Being curious and sharing that curiosity with others opens the door to collaboration, brainstorming, and growth.

I hope my career has paved the way for other Hispanics in the U.S. – and I am excited through mentorship to shape the future together.”

For more insights from Alvaro and co-host Ed Ballina, watch Manufacturing Meet Up on YouTube or listen on your favorite podcatcher below.
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We’ve been talking with factory floor workers – from operators to vibration analysts – about their experiences as early adopters of Augury’s AI-driven Machine Health Solution. Invariably, they began as skeptics. So, what ended up winning them over? Answer: it made their working day easier and more fulfilling. Read all about it!

Matter of Factory…

Unsurprisingly, those on the factory floor exhibit skepticism whenever they are offered an “innovative new tool”. While fear of change might play into it, the real reason comes down to experience: they’ve learned that such a “game-changer” often makes their jobs harder, not easier. So, skepticism is only healthy and natural.

Take Ronald… He’s a seasoned vibration analyst at a leading manufacturer. He’s open about his first impression of Augury: “When I first heard that Augury’s vibration system would be implemented at our site, I was a little scared about losing my job. I was also skeptical about the quality of the vibration analytics.”

Skepticism can become a problem when workers resist using tools and capabilities that can improve their working lives. So, we sat down with Ronald and a few other of Augury’s early adopters to understand how they overcame their initial hesitations and what advice they have for their peers. 

Fear Of The Unexpected (Eliminating Unplanned Downtime)

Meet Cyril… He’s been a reliability technician and specialist in rotating machinery at a Pulp & Paper manufacturer for over 23 years. “Before Augury, we only conducted vibration measurements and analyses on our machines according to a predefined schedule based on equipment criticality. Unfortunately, sometimes unexpected issues could arise between two vibration measurements on our equipment.”

Unexpected issues are never fun. And by eliminating these unforeseen situations, Augury won over many plant workers. As Jacob, a maintenance planner from a leading wood product manufacturer, , described his pre-Augury world: “I would get many phone calls, in the middle of the night with these ‘Oh, crap!’ type of failures. And if we could predict these breakdowns or avoid those on the front end, it makes everybody’s life easier.”

Fix What Needs To Be Fixed When It Needs To Be Fixed

Markus, a process engineer and team leader, also appreciates knowing the timeline. “Augury complements the know-how of our technicians by enabling us to schedule repairs when they are truly needed. We hear them say, ‘Okay, this machine is running rough, but you can wait until the next planned downtime to fix it.’ This approach helps us to avoid unplanned downtime and extend the lifespan of our machines,” says Markus. “And now, when a problem arises, we also are not stuck in the present. Instead, we can use data collected over the past years to determine when the issue started. Working together with Augury, we can more easily identify possible root causes.”

“Augury has allowed us to have continuous monitoring and thus greatly reduce the risk of unexpected breakdowns,” Cyril adds. “Following an Augury alert, we conduct an internal analysis and then exchange diagnostic information with Augury. Their expertise and experience aim to provide certainty before scheduling any corrective intervention. In three years, Augury has saved us numerous hours of downtime on our equipment.” 

Having Your Back Covered: 24/7/365

Josep oversees the continuous improvement maintenance and predictive department at his manufacturing plant. He also appreciates the 24/7/365 coverage. “If there’s an anomaly, our maintenance personnel are alerted. This allows us to anticipate failures and plan effective maintenance. Thanks to Augury, the machines are talking to us. Augury listens, and then tells us what needs to be done to improve that machine’s health.”

Sometimes, these alerts come when you least expect them, and that’s when trust comes into play the most. PJ, a Predictive Maintenance Technology Lead, shares one instance that would have cost his company a lot if Augury hadn’t already won him over: “We had a machine completely overhauled and rebuilt before turning it over to Production. A couple of hours later, it went into alarm. I went down there and checked it. I found the bolts were loose on the bearings, so I had them shut it down. We re-torqued everything, checked the alignment, and returned it to Production again. Had we not had a monitoring system like Augury, we could have lost the $250,000 we just spent on rebuilding it.” 

How The Trust Was Won

Ultimately, seeing is believing, and sharing experiences helps others feel more comfortable embracing new things. Jacob summarizes it best: “If it’s helping us and we’re seeing all these returns and downtime savings, then why not see if other plants want to do it. We can prove it to them if they are interested, and we can show the benefits of the system and how it works,” says Jacob. “We’re all under the same umbrella, and it’s raining outside, so let’s help each other out.” 

And what happened to Ronald and his fear of losing his job and his doubts about the tech itself? He was won over on both counts – and fast. “For me, it became clear: my job changed a little bit. But I still work as a vibration analyst. And I am happy to work with Augury’s system and, of course, the Augury team!”

Want to help others embrace new technology? Reach out to share your story from the factory floor.

The post From Skeptic To Believer: Straight Talk From The Factory Floor  appeared first on Augury.

Dave Penrith spent 35 years at Unilever, one of the world’s largest consumer goods manufacturers. He started as an apprentice on the floor and worked up to Chief Engineer. In his last role, he was fundamental in rolling out various AI-driven digital transformation projects. We always love talking to this Fast-Track Maverick, so we decided it was time for another chat – and this time, we’d focus more on the training and reskilling involved when driving innovation on the factory floor. Read and learn!

What sort of AI tech is the industry generally seeing?

Dave: Data analytics and data mining, which involve an algorithm extracting relevant data and contextualizing it for use, are two of the leading AI technologies in the manufacturing landscape today. These solutions are already changing manufacturing as we know it, and it’s just the beginning. 

AI drives faster, more varied, broader data analytics and, ultimately, more powerful execution. It is also a game-changer for manufacturing improvement programs. At first, there was a misconception that AI would replace the need for manufacturing improvement programs, but really, it has augmented these initiatives to be more impactful than ever before.   

Can you elaborate on how AI aligns with more old-school manufacturing improvement programs?

Typical objectives of manufacturing improvement programs include tackling quality control, optimizing processes, driving efficiency, managing inventory, empowering people, boosting yield, etc. Before the prevalence of AI, there was a lot of guesswork in how these programs moved towards these goals and inconsistencies between tenured industry talent. Current AI algorithms are more exact in their prescriptive insights. They can power more complex data analytics so manufacturers can see their progress toward these initiatives in real-time. 

Manufacturing talent involved in these improvement programs will have an augmented role with AI copilots, helping them drive more impactful results.

Read more industry insights from Dave Penrith: ‘If People Feel Safe, They Fly‘ 

Can you describe some of your first-hand experiences in bringing AI to manufacturing?

I have experience working with industrial AI solutions that tackle machine reliability (Augury’s Machine Health) and optimize production lines (Augury’s Process Health). When I worked for a global manufacturer, I also used AI to build a fully closed-loop digital twin on a piece of processing equipment. This project involved leveraging a comprehensive data set to assess the equipment’s trends and anomalies and building an algorithm to control the setpoints. We then took the human out of the loop and gave the algorithm complete equipment control.  

What new skills are needed for these types of AI?

Though the industry is often focused on bridging the technical skills gap, hard skills are not the problem. These skills can be defined and learned. Instead, I urge manufacturers to focus on soft skills first. I’ve talked to many companies about AI; some need help understanding it.

For this reason, these organizations are scared rather than curious. They also hope they can buy AI off the shelf, and it will do its job. Instead of giving in to fear, these companies must embrace curiosity and educate themselves on augmenting their people strategy with AI. 

“When adopting a disruptive technology like AI, some leaders get too focused on the technology when it’s the people’s journey that decides the pace of technological advancement.”

What has been your specific role in training manufacturing workers for AI?

I have extensive experience helping manufacturers build comprehensive upskilling initiatives. At my last company, I led a massive digital transformation, a common reason a manufacturer will kick off a complex upskilling initiative. At first glance, this digital transformation might seem straightforward because we developed the technology and capabilities in just a few days. However, technology is not the challenging aspect of these projects. It’s the people. This project required us to enact large-scale organizational changes, including upskilling existing staff and onboarding apprentices with digital expertise.  

I often lean on this experience when I advise other organizations undergoing similar transformations. When adopting a disruptive technology like AI, some leaders get too focused on the technology when it’s the people’s journey that decides the pace of technological advancement. It’s critical to look at an organization from top to bottom, understand the age-old problems you’re trying to solve for your people, and decide which tools will address them.   

“As an industry, we swing between old and new rather than operating somewhere in the middle. It’s time to break out of a pendulum mindset.”

How are companies re-training staff for AI on the factory floor?

Companies must do more re-training, which is the first gap we must fill. It’s essential to treat AI for what it is – a significant change – and then deploy robust training as part of your change management strategy. All too often, companies are anxious about a new AI initiative and believe they can buy AI and start reaping the benefits immediately. Instead, these organizations should look at what the most forward-thinking industry players are doing: taking a blended approach by adopting AI, adding new tech talent to their benches, and upskilling current employees. 

This approach works so well because it sits at the intersection of tradition and innovation. As an industry, we swing between old and new rather than operating somewhere in the middle. It’s time to break out of a pendulum mindset. AI and your most esteemed data scientists cannot solve deep machine problems if they work in a silo. But combining these experts and AI tools like Augury’s Machine Health with machinery engineers will solve problems. 

“In addition to helping end-users understand how the technology will improve their role without eliminating it, leaders must show confidence and support by providing a robust technology budget. As much as organizations invest in tech, they must also invest in the people training needed to adopt it.”

Can you offer some examples of companies taking this “blended approach”? What companies are incorporating AI into manufacturing well, and how?

Those successfully incorporating AI into manufacturing have gotten buy-in at all levels – from the C-suite to the factory floor and everywhere in between. These organizations have led a culture shift to show how AI can unlock untapped potential within manufacturing.

Large industrial manufacturers typically give their individual sites some autonomy to make their own decisions, so it’s essential to involve all levels in the change management aspect of AI rollout. Representation across departments and sites can ensure teams feel represented in their local cultures and can maintain their autonomy. 

In addition to helping end-users understand how the technology will improve their role without eliminating it, leaders must show confidence and support by providing a robust technology budget. As much as organizations invest in tech, they must also invest in the people training needed to adopt it.

Quite a few companies have successfully incorporated AI into manufacturing. You can check out a handful of customers’ success stories on Augury’s website. These testimonials show how certain companies generate buy-in across levels to transform operations, reduce downtime, boost productivity, and achieve rapid value and significant ROI in less than a year.

What skills are workers commonly being trained in, and how?

Manufacturing leaders train their teams on basic data handling and data science, going through advanced data science. But most will try to help their teams establish foundational knowledge first. One way to help workers develop this initial base is to allow them to look at data from different perspectives and learn from experience. 

One low-risk way I’ve done this in the past is by giving my teams access to business intelligence tools that allow them to display data sets in new ways. This approach enables workers to connect the dots between insights, quickly identify new patterns, become increasingly interested, and start self-learning. Once manufacturing leaders ignite curiosity in their workforces, they should provide additional training and educational materials to help their teams deepen their data science skills.  

“Time investment also varies by company and role, but spending too much time upskilling teams on new tech is impossible.”

Let’s talk about the bottom line. How much time and money are companies investing in AI, and why?

Budgets vary by company, but data from Augury’s latest State of Production Health Report indicates that AI budgets are on the rise across the industry. This study surveyed 500 executives across the U.S. and Europe with global revenues of $100M+ and found that 63% are increasing AI spending. These executives identified upskilling their workforces as a top manufacturing objective for leveraging AI, followed by increasing capacity and streamlining supply chain visibility. 80% are also optimistic that AI will positively impact workforce upskilling efforts.

Time investment also varies by company and role, but spending too much time upskilling teams on new tech is impossible. However, leaders mustn’t invest all their resources in upskilling their IT team to learn AI skills and ignore the rest of their workforce. Establishing a center of excellence that houses AI best practices is fine, but AI drives the most impact on the factory floor, so leaders must train those who will directly use AI. 

How are workers being trained to use Augury’s Machine Health?

Augury’s approach is robust, with multiple teams working on strategically, technically, and educationally to enable change management. The Customer Success Team works with manufacturing workers to develop long-term strategies for their success, whether optimizing maintenance budgets, increasing uptime, or improving workforce efficiency. The reliability success team helps users understand their asset criticality. It gives context to the machine alerts they receive and the recommended actions so that workers can trust the outputs. Augury’s team of category 3 and 4 (CAT III and IV) vibration analysts collaborate and provide feedback to workers in real-time to align with customers’ business objectives.

“Technology partners can undoubtedly participate in this process, working with manufacturers to gain confidence in their AI models, best practices, and training to upskill and educate manufacturing talent.”

Augury also offers customers access to The Endpoint, an online community where workers can connect with a network of peers to share success and information. The Endpoint also hosts an array of educational resources, with 200+ hours of technical training and on-demand tutorials so manufacturers can learn at their own pace. 

You talked earlier about organizations being “scared rather than curious” about AI… How can we help manufacturers become more curious and open to AI’s possibilities?

This comes naturally with validating the solution. Technology partners can undoubtedly participate in this process, working with manufacturers to gain confidence in their AI models, best practices, and training to upskill and educate manufacturing talent. And once a manufacturer understands AI’s measurable positive impact on their People, Profits, and Planet initiatives, why would they ever want to turn back?


 Read more industry insights from Dave Penrith: ‘If People Feel Safe, They Fly‘.

The post How Do You Prepare Manufacturing Workers For AI? appeared first on Augury.

People make the tech drive the results – and value – you require. That’s why Augury puts as much effort into the people side of the business as its technical solutions. People’s success is an intrinsic part of the solution. After all, we can make new ways of working possible by getting everyone on board and driving engagement. At Augury, we have an entire community of industry experts covering your back. We help you drive adoption at scale – and fast. We do this with all your stakeholders regardless of where you are in your digital transformation journey. 

At Augury we aim to be your strategic partner – that vendor who loves solving your problems. Based on years of experience, we have playbooks to drive your success throughout your entire customer journey. It’s our responsibility to provide you with all the tools, methodologies, and expertise you need to achieve your goals. And that’s why we involve a full package in the form of reliability teams, customer success teams, VAs, project managers, field teams, board members, ecosystem partners, and more. 

This is the essence of 360° Success. In other words, you are getting not only technology but also the success elements that will ensure you get the most value out of your investment.  

It’s not as if you are buying a one-off like a car. We will be that partnership that scales with you – nurturing a relationship built on trust. 

But how does this work exactly? Let’s break it down:

1) The Solution
2) Training & Knowledge
3) Enablement & Growth
4) Data & Feedback
5) Rewards & Recognition
6) Innovation

1) The Solution

Our end-to-end solutions are designed to intuitively work the way your team works – in the systems they already use. We provide accurate, reliable, and actionable AI-driven insights you don’t have to second-guess. When doubts do arise, we have our human experts – such as in-house vibration analysts – step in to help dig deeper. 

Meanwhile, the on-site support starts at the beginning. We help with the initial asset and risk assessment and the IoT set-up. Our Solutions Architects also ensure our tech aligns with your tech. 

Even with everything in place, we understand how even the best intentions can be thwarted, and we’re there to get you over that initial adoption hump. The goal is speedy and measurable ROI so everyone – from the factory floor to the C-suite – can recognize the measurable value the right tech can bring. 

And as you grow, we have our proven Fast Track Methodology for helping you deploy globally. 

2) Training & Knowledge

But yes, manufacturing today is a very complex and dynamic business. Indeed, as we pursue continual improvement, we must also embrace continual learning. So, we provide online training so your teams understand how to use the Augury platform to its maximum potential. In addition, we provide learning opportunities for your teams to grow their knowledge and skills around topics like vibration and AI. 

Again, we involve all stakeholders here – not just those directly responsible for running the machines. Our Industry Advisory Board is filled with industry leaders who share their experiences driving innovation and the required change management. Meet Dave Penrith, retired Chief Engineer at Unilever! Watch/listen to the expert podcast Manufacturing Meet-Up!

3) Enablement & Growth

We are continually expanding our online community, The Endpoint, as a place to empower your teams to grow their skills and knowledge. It’s where our partners, customers, and even students (those future manufacturing professionals!) can come together and discuss how we can best apply and expand new technologies on the factory floor. Conversations can be about a specialist technical matter or how to think differently about time-to-market. Over the last year, the Endpoint has become a connective thread between 360° Success and the rest of the ecosystem.

We understand the challenge of helping teams embrace a new way of working and we have built our services to be that partner in change management who makes sure the adoption happens and the value is delivered. 

4) Data & Feedback

We have ongoing conversations with our customers. You will receive online reporting, regular updates, check-ins, and QBRs from our reliability pros so you know what’s working in your program and what needs attention. On one level, our Reliability Success Managers work directly with those responsible on the floor. We also have Customer Success Managers who align with corporate leaders on the business impact and change management. 

It’s hard not to overemphasize the importance of change management when it comes to successfully embracing a new technology.  We understand the challenge of helping teams embrace a new way of working and we have built our services to be that partner in change management who makes sure the adoption happens and the value is delivered. 

In addition, since we work with so many customers, we are able to not only flag  trends, but also common challenges, for which we can offer methodologies and best practices on how to best overcome them.

In short, our people speak your language and understand the particular challenges of your vertical and what’s going on across the larger industry. 

In addition, since we work with so many customers, we are able to not only flag  trends, but also common challenges, for which we can offer methodologies and best practices on how to best overcome them.

5) Reward & Recognition

We support programs to reward early adopters and best performers to change behavior. It works, and it can even be a simple show of recognition and appreciation. Ultimately, people will drive transformation and the associated value. That’s why we want to build bonds that will allow us to really help our customers be successful – and grow professionally. 

6) Innovation

Based on your feedback, we aim for continued solution improvements and innovations – so we keep evolving as you evolve. We owe much to our early adopters at Frito Lay, Nestlé Purina, Colgate-Palmolive, and PepsiCo. In fact, we celebrate all our success stories. 

In addition, Augury isn’t only your partner, we also act as a gateway to the larger manufacturing ecosystem. We want to transform the industry and know we cannot do this alone. It takes everyone to point a ship in a different direction. 

And neither you nor Augury can be an expert in everything. Meanwhile our more significant partners – such as Grundfos, Baker Hughes, and Schneider Electric – can offer more extensive and interoperable platforms that can potentially fold in every specialized Best-In-Class solution – which can interact with each other and, in turn, drive more innovation. We’re also taking our knowledge and learnings and passing that on to our ecosystem so that we can all learn from each other and understand what works best with our products. 

So let’s do this together. After all, enjoying success while transforming the industry can be considered the ultimate team sport.

The post Augury’s 360° Success: We’re The Vendor Obsessed With Solving Your Problems – Full Stop. appeared first on Augury.

In the world of manufacturing, a well-organized storeroom is the unsung hero of production efficiency. Why? Because a strong program will help you lower inventory and reduce reliance on “hidden” stores and just-in-case parts. It’s also a critical part of any reliability improvement effort, ensuring that maintenance teams get the right parts in the right quantity in the right condition and at the right time. 

How is your storeroom contributing to operational success at your plant? Managed strategically, a spare-parts storeroom will help maintenance teams become more efficient, improving OEE, raise safety standards, and boost morale. 

As an Augury Presales Solutions Architect, I’ve had the privilege of interacting with many manufacturing sectors and stakeholders at every level, and I’ve seen the good and bad – from plants that lack any kind of storeroom strategy to those leveraging machine health data to streamline inventory efforts and parts ordering. 

No matter where you are in your journey, these best practices will set you on the road to success.

1. Build a storeroom team

• The primary goal of storeroom operation is to balance spare part inventory levels to protect against lost production, with the storeroom team providing for the efficient and effective delivery of parts. 
• Access to the store must be limited to authorized persons: The storeroom should have roles that align with the main functions of ordering, receiving, and issuing parts. While various organizations have different structures, these main functions must be covered to enable the smooth functioning of the storeroom. 

2. Optimize the storeroom environment 

• Be sure the storeroom gives you enough room to avoid congestion–the ability to find parts should be easy and include a defined catalog and storage process. 
• The area should be well lit and have designated working areas that enable the storeroom team to effectively execute their work tasks.
• Employ a regular process to support the 5S conditions in the storeroom.

3. Prioritize spare-part organization and upkeep

• Be sure spare parts and tools/equipment are inventoried, controlled, and available, and regularly inspect and replace them as needed; regularly review inventory levels to ensure they are accurate and in compliance–no hidden stashes of parts in remote locations or technician tool boxes/lockers.
• Establish an area that can help spare parts avoid degradation and maintain like-new condition, i.e., bearings stored to prevent damage, belts stored to prevent exposure to UV lights or from physical storage, shafts on motors and gearboxes should be rotated regularly, reduce humidity to prevent rust on metal components.
• Label hazardous cabinets designated for flammable items.

4. Establish inventory controls

• Establish inventory management practices such as cycle counts, obsolete part removal, non-moving-part level reviews. Document receiving practices with inspection to verify parts match specs.
• Put practices in place to maintain the integrity of the parts and bill-of materials (BOM) lists; implement a process for creating, updating, and maintaining BOMs for new equipment, new parts, and obsolete parts.
• Create an automatic reordering processes, after-hours support, and ordering for emergency work.
• Use machine health data to supplement usage and stocking levels.

5. Create a planned-work staging process

• Create a process to kit spare parts for planned work and pre-stage part kits and tools for planned work.
• Create a process to return unused parts to stores within 24 hours of work completion and a process to dispose or restock parts.
• Use machine health data to plan what work to do and when to do it based on machine and parts condition.

By having the right structure and management practices in place, the storeroom can help ensure the reliability performance for the site. Implementing the techniques listed above can help achieve those ends and make the storeroom a trusted component in the journey to production excellence. You can even start to utilize a partnered solution like Augury’s Parts as a Service (PaaS) program with DSV to get the right parts when needed.

If you’re looking for more great resources on machine health, join The Endpoint, Augury’s free online community. You can interact with or learn from other manufacturing pros, comb through knowledge base articles, and take online courses to keep your skills sharp. I hope to see you there!

The post Manufacturing Storeroom Management: 5 Critical Best Practices appeared first on Augury.

What is the perfect working and gathering space for a growing company? “Well, let’s start by not calling it an office,” says Danelle Dilibero, Augury’s VP of People, who has a global workforce wishing to collaborate in person more often. “Instead, we need to ask questions like ‘Is on-site the new off-site?’ and ‘How do we balance remote working with the human drive for direct contact?”

Avoiding The O-Word

The perfect working space comes down to the old saying that one-size doesn’t fit all. For certain jobs and/or people, working from home has provided the perfect balance of flexibility and productivity. For other jobs and/or people, it’s better – or even required if you are, say, a nurse – to be in-person. But for most, there’s an aspiration for a Goldilocks-Just-Rightness between the two. 

So, how do we accommodate all the flavors as we try to formulate a future-resistant gathering place for a growing organization?

Let’s start with the basics. Why might we need a shared workplace? Basically, there are two reasons: 

1. To offer a place to work to those who need it. After all, not everyone’s home is a comfortable or safe place to work. This is a very pragmatic reason. And also a very passive one.
2. To create a place for hospitable collaboration. We want our teams to get together for activity and bonding (and occasionally for all the teams to get together for a proper party). In this scenario, it’s less about daily working tasks and more about being actively together in the name of fostering organic conversations and decision making.

Did you notice I went three paragraphs without using the word “office”? Indeed, too many people think the productivity solution is in getting everyone back in the office – Greece is even bringing in the option of a six-day work week. At Augury, we know this won’t work for us. 

Better Together, But…

I’m not for or against working fully remotely, or returning to the office five days a week. Either can work in certain situations. Each company’s needs are unique to its business and people. In other words, this idea of “one size doesn’t fit all” also refers to companies – with each company needing to find its own way to work optimally.

In the case of Augury, we are a people-first company. We’re also a global company with employees spread thin worldwide. At the same time, I recently witnessed the power – and need – of bringing people together. Humans  are built to bond. And, we should also admit the enforced remote working brought on by COVID was also very artificial. 

So yes, we at Augury are committed to the middle path: hybrid. But how do you make that feel as natural as possible? Well, now we have a clean slate to rethink how to make the best of both scenarios. So, let’s take the time to get it right. 

“I certainly experienced that camp as a return to each other. But how do you capture this for the long-term?”

Augury at Camp: Capturing Fireflies

Earlier this year, we had an offsite where over 100 global employees came together at a lakefront camp. It was only about a third  of our company, but we had never done anything like this before. 

While we bonded over hikes and campfires, we also had a full schedule of training and workshops. Over the last three years, our company has evolved  with new team members, new customers, and new offerings and it was a good time to catch-up. For some attendees, this was the first time meeting face to face. Not only did relationships form, but I overheard someone say, “I just learned more in 30 minutes than I would have reading 30 Slack messages on this topic.”

As a recent joiner myself, I could relate. And I certainly experienced that camp as a return to each other. But how do you capture this for the long-term?  

“A long-term space should feel like home. The coffee is always waiting. That cool lunch spot is around the corner. In fact, that cool lunch spot could be in the space itself.”

A Home, Not A Hotel

This return-to-each-other mindset aligns with the number one reason people book coworking spaces in the US. According to a recent study, it’s not about getting out of the kitchen or changing the scenery. It’s about collaborating with colleagues. 

But a daily booking of a coworking space can give off a sterile vibe. You can often get lost in the logistics of the new: getting there, finding the best coffee, connecting to the Wifi and reserving a phone booth for the private conversation.

A long-term space should feel like home. The coffee is always waiting. That cool lunch spot is around the corner. In fact, that cool lunch spot could be in the space itself. 

Calibrating The Perfect Balance

Happily, Augury already has an in-house pioneer. Our spot in Haifa, Israel, where most of our R&D team is located, set up its own hybrid space that actively sought the balance between working from home and the magic that happens when the people we are working with come together to work in a shared space.

According to the designer, Augury’s Creative Manager Adi Shaul, “We still recognize the advantages of remote work – in terms of its potential to improve workflow, adapt to the global nature of our company, and benefit the life/work balance. During the pandemic, we certainly adapted more quickly to this remote working – and partying – than most companies. However, we also recognize the advantages of shared workspace in terms of inspiring team camaraderie and innovation.”

In short, each team has two set days a week – and of course, everyone is welcome to come more often. The space accommodates changing needs – from quiet areas to flexibility to open everything up for larger parties and gatherings.

Meanwhile, everyone comes for one set day every month. This day is different from other days – it truly represents that expression ‘onsite is the new offsite’. It’s the day of the all-hands office meeting. If there’s a holiday that month, this is the time they celebrate. There’s usually a special lunch or activity. It’s a day that’s very community-based and collaborative. It’s a day many look forward to. 

Not many companies can draw such direct inspiration. At the same time, this scenario works for Haifa – and it remains a work in progress. The US side of our organization is dispersed, and diverse, and this must be accounted for. 

“It’s a place where you feel comfortable putting down your bags. It’s a place where you feel ‘anchored yet not chained’.” 

Homebase As Anchor

So in our journey in finding the right formulation for our homebase locations, we already know a few things.

In short, we want to create an anchor for our employees. We want a place to feel a sense of a community outside of our home communities. And you certainly don’t get that same sense of community Slacking back and forth all day. This is a place that’s definitely not sterile or random. It’s a place where you feel comfortable putting down your bags. It’s a place where you feel “anchored yet not chained”. 

So, how do you find, bottle, and scale that?

We’re working on it. So, stay tuned…

Read more from Danelle: ‘How To Grow A Larger And More Diverse Manufacturing Workforce’.

The post Returning To Each Other – Not The Office appeared first on Augury.

Augury’s recent ‘Beyond the Line’ event showcased how the company’s tagline ‘Predicting A Better Future’ is now a self-fulfilling prophecy, writes James Newman, Augury’s Head of Product and Portfolio Marketing. “We are building what manufacturers need to create a better future. And with four core elements coming together, manufacturers can enter that future today.” 

Self-Fulfilling Prophecy

We unveiled our new Production Health blueprint during our recent ‘Beyond the Line’ event – showing how manufacturers are at a watershed moment in optimizing their production goals. In short, Augury, buoyed by its tagline “Predicting A Better Future,” is already building what manufacturers need to make this better future happen. 

Yes, it remains a work in progress – as any journey of continual improvement should be – but it’s already one offering value to our customers. Four core elements are now coming together that will transform our industry as manufacturers gain more control over achieving their goals.

1)    Machine Health 2.0
2)   Process Navigator
3)   Fusion Diagnostics
4)   Ecosystem

1) Machine Health 2.0 (The Ever-Evolving Foundation)

The blueprint builds on our long-established foundation of Machine Health. Augury has built its business and reputation on making unplanned downtime a thing of the past for our clients. While Machine Health is the foundation for everything that follows, it continues to become broader and deeper. For instance, we can now speak confidently about Machine Health 2.0 as we continue to make advances in infrastructure, improved IoT, and next-generation AI.  

2) Process Navigator (Looping In Clear Prescriptive Insights For Operations)

With precise and real-time actionable insights into the state of your machines, the next logical step is to have the same clarity and control over your Process Health. Our Process Navigator offers dynamic real-time simulation you can use to optimize your operations – and then change when needed. 

During the ‘Beyond the Line’ event, a comparison was made to the history of navigation. Too many manufacturers still rely on “paper maps” to negotiate their processes. But now we’ve gone beyond paper maps and even static GPS routes. We have achieved a Google Maps level of navigation for both machines and the processes: the ability to provide turn-by-turn instructions that adapt to “traffic conditions” and can be calibrated for one’s particular needs – be it speed, energy efficiency, or both. Indeed, you are now able to adjust your production process for multiple objectives.

The next step is supervised self-driving processes. (Tune in next year.) 

It allows us to know how processes are affecting machines and how machines are affecting processes – and not in retrospect, but in real-time.

3) Fusion Diagnostics (Breaking Down The Wall Between Maintenance & Operations)

It may sound fancy, but Fusion Diagnostics does what it says. It’s the connective tissue that allows the tearing down of the wall between maintenance and operations – call it a sledgehammer or a wrecking ball. Call it whatever you want. But it’s the unification we always needed. It allows us to know how processes are affecting machines and how machines are affecting processes – and not in retrospect, but in real-time.

With Machine Health, we already had turn-by-turn instructions on what to do about your machines. With the launch of Process Navigator for Process Health, you now have turn-by-turn instructions on what to do about your processes. And now, Fusion Diagnostics brings machines and processes together – which is entirely different from the two silos they live in today. We are bringing in two vast and complex data sets that AI can use to turn new and previously unseen connections into actionable insights with turn-by-turn instructions that impact the entire organization collectively and not in isolation.

Fusion Diagnostics reconnects all the teams that should have been connected from the beginning – giving them the insights that matter to both: optimizing production.

Do you want to manage your energy use? Go ahead. Do you want to manage waste to meet your sustainability goals? Go for it. 

Thanks to real-time operator-driven actions that respond to changing needs, every shift can deliver its best work. After all, your best route today might not be your best route tomorrow.   

“Unlike in Middle Earth, there isn’t, and there will never be, a single app or platform to rule them all. It’s only by the combined efforts that we will complete this vision of creating a better future.”

4) Ecosystem (No Solution Is An Island)

To attain that better future, you need to realize you can’t do it alone. No one can afford to be an island anymore. And now, with large partners in the ecosystem, we can offer customers more expanded capabilities much sooner than we dreamed of – whether that’s better synching capabilities with Baker Hughes, simplified technology stacks with Schneider Electric, or changing how you manage your assets with IFS Ultimo. 

And there’s so much more potential and partners we are – and will be – tapping into. Whether it’s automating parts-as-a-service or keeping your assets adequately lubricated, the sky is the limit. And it’s impossible to build all these possibilities ourselves. And certainly, it does not best serve our customers. Yes, we will stay focused on building the central capability set that drives value – see above – but meanwhile, we can also leverage entirely new ways of working – thanks to being part of a larger ecosystem.

To put it in another way (and with apologies to JRR Tolkien fans): Unlike in Middle Earth, there isn’t, and there will never be, a single app or platform to rule them all. It’s only by the combined efforts that we will complete this vision of creating a better future. 

A diverse and robust ecosystem will also allow your technologies to be as connected as your teams need to be. Looping in additional data sources will inspire yet more innovation through new techniques and AI capabilities. 

This is why the blueprint for full Production Health will never be finished. This is a house that will only keep growing.   

Conclusion: Upward and Onward

There will always be people who say, “Wouldn’t that be nice?” We can now say, “It’s already nice.” We are making that prophecy of a better future come true: not in three or ten years or Sunday, but in real-time. Now. The building blocks are now in place.

This doesn’t mean we’re done. There are lots of things to come. But for the first time, the vision is not just a wish but a reality.

Learn how to break efficiency barriers with an ever-evolving Production Health blueprint.
Or cut to the chase by reading the ‘Your Production Health Blueprint‘ one-pager.

Read Part 1 of Beyond The Line: ‘The Manufacturer’s Nightmare’
Read Part 2 of Beyond The Line: ‘A New Bag Of Tricks’
Read Part 3 of Beyond The Line: ‘Bringing The Manufacturer’s Dream To Life‘.

The post The Better Future We Predicted Starts Right Now appeared first on Augury.

Over at the Think Tank section of SupplyChainBrain, Augury growth strategist Brian Fitzgerald argues that the US can be an industrial frontrunner again if the focus stays on applying AI solutions to increase efficiency, improve sustainability and empower workers.  

This article first appeared on SupplyChainBrain on May 10^th, 2024.

The U.S. has the potential to reclaim its throne as one of the world’s largest manufacturing powerhouses — but not in the ways other countries, like China, have achieved this mission.

Fill The Labour Gaps By Winning The AI Race For Manufacturing

China has a manufacturing workforce of 212 million, which outnumbers those of the U.S., EU, Japan, Canada, Korea, India, Mexico and Vietnam combined. Yet China’s manufacturing activity has constricted in recent months, and the country’s Education Ministry estimates that the sector will face a massive worker shortage by 2025, which might give the U.S. an opening as it works to bring factories home.

“The U.S. will restore its manufacturing powerhouse status by leading where it’s already ahead: the artificial intelligence race.”

Still, naysayers think the U.S.’s industrial force will never catch up. In terms of manufacturing employment, they’re right — we’re not going to see 200 million workers take up careers in American factories overnight. 

But the U.S. will restore its manufacturing powerhouse status by leading where it’s already ahead: the artificial intelligence race. The country has initiated $249 billion in AI funding and employs the leading number of “top-tier” AI researchers, at 60%.

Educate People And Apply AI

AI’s potential for radical innovation in manufacturing is unmatched. In order to advance down the path to becoming an industrial juggernaut, American manufacturers must educate themselves on how AI can help meet their goals, including filling labor gaps and enhancing sustainability while driving efficiency, increasing profitability, and improving machine reliability. 

“AI-powered industrial co-pilots will be dynamic partners for both new and existing talent in the industry. These “assistants” will be able to help workers complete tasks more efficiently, increasing productivity and freeing up time for more advanced undertakings.”

AI will be a crucial solution for the U.S. as it looks to bring factories home. Not only does this disruptive technology drive efficiency with fewer workers in the mix, but it will attract an entirely new set of tech-savvy graduates who are excited to use AI on the job. 

Actionable Insights For Continual Improvement

For instance, AI-powered industrial co-pilots will be dynamic partners for both new and existing talent in the industry. These “assistants” will be able to help workers complete tasks more efficiently, increasing productivity and freeing up time for more advanced undertakings. These co-pilots are built on multiple advanced AI systems and, therefore, can make sense of complex production sensor data.

The insights gleaned from that data are used by plant workers to improve production processes and power faster machine repairs. While AI can do some human tasks faster and more accurately, the co-pilots won’t steal jobs. Instead, they’ll fill the critical gaps we’re seeing in the U.S., and cut down on menial tasks, so employees can focus on decision-making and strategy…

Read the full article at SupplyChainBrain.  

The post America’s Manufacturing Renaissance: The Key to Restoring Powerhouse Status appeared first on Augury.

Join us in paying homage to women who have made significant contributions to manufacturing over the years.

Women have long been part of manufacturing. Sadly, many of their names are lost to history. In this curated list, we focus on seven ladies whose creativity, determination, and sense of justice have paved the way for women (and men) in manufacturing today.

In the early 19th century, textile mills began springing up throughout the northeastern United States. The work was long (12-14 hours every weekday, with a half day on Saturday.) It was also grueling. Conditions were loud, hot, humid, and the air was choked with dust and lint.

Sarah Bagley was a weaver and one of the many mill girls who worked in this challenging environment. She even authored an essay titled “The Pleasures of Factory Work.” However, Sarah’s thinking shifted after a giant mill instituted a speed-up of work alongside a 20% pay cut. Seventy mill girls walked out on the job, only to be fired and blacklisted as a result of their protest.

In 1844, Sarah became president of the newly formed Lowell Female Labor Reform Association. She advocated for a 10-hour workday, which, unfortunately, she could not secure. Nonetheless, Sarah and all the mill girls laid the foundation for future labor reform and safer, more humane manufacturing work.

There’s nothing special about a brown paper lunch sack, grocery bag, or gift bag. Until you realize that bags used to be made by hand. It took the engineering mindset of Margaret Knight to create and patent a labor-saving machine that is still used, in a very similar form, to this day.

By all accounts, Margaret was a tinkerer from an early age. Her sleds were the envy of the neighborhood. At the tender age of 12, she began working in a textile mill. Witnessing the dangerous conditions, she invented a shuttle restraint system to protect workers from accidents while they worked on the loom.

Later in life, Margaret worked for the Columbia Paper Bag Company. In 1871, after spending time tediously folding paper bags by hand, she created an automated machine to make the process more efficient. Thankfully, she also meticulously documented the development of her invention. This came in handy when she attempted to patent her machine. In a court battle against Charles Annan, a coworker who tried to steal her idea, she proved decisively the machine was her intellectual property.

Margaret went on to patent over 25 more inventions, including a compound rotary engine. 

If you hate handwashing dishes, thank Josephine Cochrane for making your life easier. After experiencing the frustration of chipping fine china while scrubbing it in the sink, Josephine knew there had to be a better way. She got to work designing an enclosed system of high-pressure water jets and wire racks–and she displayed it to great acclaim in the Machinery Hall during the World’s Columbian Exposition in Chicago in 1893.

The dishwasher was hailed as a breakthrough invention, though initially, it only found a market among large institutions like restaurants and hotel kitchens. (Most individual consumers found it too costly and couldn’t supply the amount of hot water needed to run the machine.)

Eventually, Josephine began manufacturing her dishwashers, selling them across the country and as far away as Mexico. She received a patent for her machine and another patent posthumously for design improvements. After her death, the company she founded was acquired by the Hobart Manufacturing Company, which produced her invention under the KitchenAid brand. Today, dishwashers are commonplace in home kitchens. A recent report states that the global dishwashing machine market has generated approximately $27 billion in revenue! We think Ms. Cochrane would be pleased to see how many people have cleaned up with her creation.

Madam C.J. Walker did not have an easy life. Born Sarah Breedlove, she was one of six children born on a plantation to former enslaved people. She was orphaned young, married young, and became a mother (and a widow) at a young age.

Seeking to escape a life of poverty, she and her daughter moved to St. Louis in pursuit of new opportunities. It was there, possibly due to stress, that Sarah began losing her hair. She turned to a product called “The Great Wonderful Hair Grower,” created by Annie Turnbo Malone, a Black businesswoman. The product worked, and Sarah became a sales agent.

Eventually, Sarah moved to Denver and established her own line of specialized Black hair care products. She also married Charles Joseph Walker, an ad man, and her transformation to “Madam C.J. Walker” was complete.

Although her marriage didn’t last, her business did. Madam moved her manufacturing headquarters to Indianapolis. She employed 40,000 sales agents. She became a prolific advertiser and business owner, and her financial worth totaled more than $1 million. In addition to her manufacturing empire, she founded the National Negro Cosmetics Manufacturers Association in 1917. And perhaps most importantly, she used her fortune and voice to fund philanthropic ventures and support the NAACP’s work to end lynching and advance civil rights.

Before disposable diapers came along, mothers were waging a losing battle with laundry. Cloth baby diapers leaked on clothing and bedding, creating constant work. Marion Donovan was determined to solve this problem.

She was the right person to do it, too. Growing up in Fort Wayne, Indiana, Marion liked to hang out in the manufacturing plant where her dad worked. (Incidentally, her dad and uncle invented a tool to grind automobile gears.) While Marion wasn’t trained as an engineer, creative problem-solving was in her blood.

After giving birth to her first child, Marion got tired of all the laundry created by diaper leaks. She designed the “Boater,” a breathable yet waterproof diaper cover, and took it to various manufacturers. They laughed at her. Marion was not discouraged. She knew she had a winning invention and began manufacturing the Boater herself. The product was such a hit she patented it and sold her company and the rights to the Boater for $1 million.

She also began working on a truly disposable diaper. Again, she was laughed at when she shopped it around. It would take about a decade before a man, Victor Mills, made good on that dream, creating Pampers.

Nonetheless, Marion’s endless drive to make life easier led to 20 patents in her lifetime–including one to help women close the zipper on the back of their dresses. (Off to check Amazon for one of those!)

3M has been manufacturing innovative products since the early 1900s. One of their best-known products, Scotchguard, results from a happy mistake made by chemist Patsy Sherman and her colleague Sam Smith. 

Early on, Patsy knew she wanted a career. Her natural aptitude toward science led her to study chemistry and mathematics in college. After graduation, she worked at 3M, focusing on fluorochemicals – specifically, attempting to create a rubber appropriate for jet fuel lines. An accidental chemical spill onto a white canvas sneaker revealed some interesting properties of their latest attempt. The spot repelled oil, water, and other liquids, keeping that part of the shoe clean. Patsy and Sam saw the potential of this chemical in textile applications. Together, they patented what became Scotchguard, a major product in 3M’s portfolio to this day. They went on to collaborate and receive a total of 13 patents together.

In the 1950s, most women weren’t pursuing a college degree in chemistry. Edith Flanigen wasn’t like most women. She earned her master’s degree in inorganic physical chemistry from Syracuse University. She then headed off to work for the Union Carbide Corporation (now a wholly owned subsidiary of The Dow Chemical Company). 

At Union Carbide, Edith invented molecular sieves. These specially formulated materials are critically important in manufacturing, especially in the petrochemical and petroleum refining industries. They remove moisture and impurities, making them essential in pharmaceutical manufacturing as well. 

If that were all Edith had done, it would have been impressive. But she was not one to rest on her laurels. Edith invented or co-invented more than 200 synthetic materials. Her work with molecular sieves has been used in everything from purifying petroleum to environmental cleanup. She holds 109 patents and was the first woman awarded the Perkin Medal, America’s top honor in applied chemistry.

When asked about her amazing career, Edith said, “I was in leadership positions all through high school and college and on into my career with Union Carbide. I think a good trait of a leader is to recognize what each person brings to the table. And, by the way, we always had fun. In the early days, when the bosses went away on a trip, we would always have a peasants-and-peons party in the lab… I think it’s important to have happy people who get along together and have fun.”

Well said, Edith. Happy Women’s History Month!

Interested in reading more about women in manufacturing? Check out our interview celebrating International Women’s Day.

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