The Challenge:
Decrease inefficiencies in almost every business process
RAM® Mounts, a division of National Products, Inc., noticed systemic process inefficiencies in their ways of doing business. As the company was expanding rapidly, they also recognized that outdated systems would be much more difficult to scale, creating speed bumps along the road to expansion. From human resources functionalities to customer relationship management, paper solutions were no longer working. “On the assembly line, we had a paper-based system where you could lose orders. The paper would get wet or dirty, or workers would run out of ink and it just was not a very elegant way of doing things,” said Jake Parker, Director of Business Development at RAM® Mounts. Management decided it was time to move away from paper-driven processes to eliminate inefficiencies across the board.
For a while, management at NPI had been noticing systemic inefficiencies in many aspects of the manufacturing process, especially where products and manpower needed to be tracked. “We looked at our record of success in transportation, warehouses and other rugged environments and we thought we should be doing this too, we should be looking at places in our company where we could be more efficient,” said Parker. After an exhaustive internal review, a glaring need for paperless tracking especially came to light in the following areas:
- Payroll management and time clocks: Employees used to work with paper time clock cards. Sometimes employees would lose their cards or the cards wouldn’t scan, leading to time delays and hiccups. In addition, every time employees had to update payroll information or request sick or vacation time, they had to go through a cumbersome process with HR.
- Assembly line: The paper-based system for tracking orders meant employees would routinely lose the sheets, or the order forms might get wet on the shop floor or otherwise damaged. Workers wrote down process information on paper and at the end of the day had to enter this same information in their enterprise resource planning software. This duplication of effort also increased the chance of manual errors in data entry.
- Warehouse management: “As a manufacturer, we’ve probably got 4,000 different tools and the locations for all of them are very dynamic, so tracking them was a real challenge,” said Parker. Such challenges meant time wasted in hunting down the right products or even losing components because they were so difficult to track.
- Conference room scheduling: Scheduling meetings in conference rooms was a challenge because the paper-based system was not easy to follow and often led to conflict. Venues could also not be scheduled on the fly.
- CRM for sales: Salespeople on the go would make calls while on the road but still needed to get to a desktop computer at the end of the day to record details about the transaction. Basic CRM functions were not managed well on the road.
Being mired in paperwork for these basic functions predictably led to decreased productivity.