IEM (Independent Eyewear Manufacturing)

All production data collection and analysis activities were performed manually. This meant that workers and managers had to transcribe information on paper or in spreadsheets, a method that not only required a significant expenditure of time and resources, but was also subject to errors and inaccuracies. In addition, the lack of an automated system slowed communication between departments, causing delays in production and difficulty in identifying inefficiencies.

Without a digital monitoring system, IEM was unable to obtain real-time data on the status of production. This meant limited control over the costs of individual production phases and inefficiencies in the various departments. Any problem, such as a malfunction of the machinery or a delay in production, could only be identified after hours or days, compromising the company's reactivity and the ability to intervene promptly to resolve critical issues.

Every production order had to be accompanied by detailed paper documentation, including style and color specifications. This manual process was not only slow and inflexible, but also increased the risk of errors and misalignments in production stages. Each change or update required reprinting new documents, increasing resource consumption and the risk of delays. The lack of an integrated digital system also hindered order tracking and the efficient management of customized customer requests.