Helping Thermo Fisher Keep Pace with Demand

Written By: Jordan Coffman
  • 3/13/2023
  • Read Time : 3 min

Real Production Improvement: Resolving Every Variable

 To establish and maintain a competitive advantage, every modern manufacturer must work constantly to unlock its full productive potential. Initiatives to drive continuous improvement and strengthen performance management are mission-critical, and depend on the ability to leverage, calibrate and resolve thousands of variables, not only on the production line, but across the enterprise.

Production Improvement. Enterprise Impact. 

PTC has teamed up with leading global manufacturers to improve how products are conceived, produced, and serviced since 1985. In a recent webinar, PTC introduced the “next generation of digital performance management (DPM),” and shared how the new approach has helped leading customers achieve productivity levels they’ve never seen before. 

Process Improvement. Enterprise Impact. 

Thermo Fisher Scientific is an established multinational innovator in scientific instrumentation and reagent chemistry. Dan Fallin, Senior Process Manager at Thermo Fisher, joined PTC to discuss his own experiences as an early adopter of PTC’s approach. Thermo Fisher’s experience provides a lens through which you can understand, assess and forecast DPM’s potential to drive your own business to new heights through improved manufacturing efficiency.   

Thermo Fisher Scientific: Maximizing Existing Assets

Thermo Fisher’s Grand Island, NY facility is one site where the company establishes proofs of concept for new digital tools and systems being considered for broader application across the company. It’s here that PTC’s DPM was first put through its paces, on what Dan described as a “high profile, high process” production line.  

In the recent webinar with PTC, Dan described how significant the impact of PTC DPM has been upon their transformation journey to optimal, digitally fluent manufacturing. “When we first implemented DPM, our overall equipment effectiveness (OEE) value was below middle of the road, as compared to companies of our size, in our industry. What (DPM) does is shed light on where the opportunities for improvement are.”

Dan described how DPM has allowed Thermo Fisher to keep pace with market demand for a new, unexpectedly popular product, reaping the enterprise-wide rewards of that success. “The product growth has been exponential – and demand for the product incredible.”

He continued by explaining how crucial it is, before making big investments into capital equipment, to maximize the capabilities of every existing asset. Upon implementation of DPM, “our aspirations were to basically double the OEE figure, and it’s safe to say we reached 75% of that – in six months.”   

True Manufacturing Transformation

Consider the challenges you’re facing in the context of what Thermo Fisher experienced in just the opening phases of its work with DPM.  The company cites improvements at least 10% so far, and is moving closer to 20% by the day. 

The business impact of such changes, to many manufacturers, will equate to millions of dollars in revenue – not to mention better time-to-market, stronger quality metrics, and happier customers. These are the kinds of results sure to resonate inside any enterprise.

Learn How Manufacturers are Driving CI

DPM is making it possible for manufacturers to identify, analyze, and improve bottlenecks, and validate the financial impact of improvements.

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About the Author

Jordan Coffman

Jordan Coffman is the IoT Director of Sales and Strategic Initiatives. Jordan creates integrated solutions to accelerate digital transformation for customers in the manufacturing industry. She empowers customers to redefine how they manage physical processes, products, and people with powerful technologies such as IIOT and AR.

Before joining PTC, Jordan held various positions at General Electric where she was responsible for delivering software solutions from ideation to implementation, supporting a range of Brilliant Factory initiatives. Her experience at GE has given her foundational knowledge to several manufacturing verticals, in a global environment. She has a Bachelor’s Degree in Business Information Systems and an executive degree in Business Administration from the Kelley School of Business at Indiana University.