Maximising the Value of Manufacturing Execution Systems
A Case Study conducted with MESTEC
Case Study Authors:
Nicole Ballantyne (MESTEC), Dr Susan Lattanzio and Prof. Linda Newnes (University of Bath)
Context
Manufacturing Execution Systems (MES) provide valuable data-driven insights that enable companies to manage critical functions such as planning, scheduling, tracking, and quality control more effectively. However, the question remains: are organisations fully realising the potential value of their MES systems? And if not, what is stopping them and what action can be taken?
Objective
In the manufacturing sector, data is a valuable asset for supporting decision-making and improving efficiency. MES provide a key tool for accessing these critical insights. However, as with many digital technologies, unlocking their full potential can be challenging. In our discussions with MES technology suppliers, they believed that organisations could gain more value from their systems – but lacked the empirical evidence to pinpoint where value was being lost. Our aim was to identify the factors limiting the value of MES. With this evidence, technology providers and manufacturers could take steps to optimise performance and fully unlock the benefits.
Approach
An Engineering Masters student conducted this research in collaboration with our industry partner, MESTEC. Over the course of the 3-month project, they reviewed more than 900 ticket logs—records of issues reported by manufacturing companies to the MES provider—and compiled and analysed detailed questionnaires completed by MES users from various manufacturing companies.
Insight
The factors limiting the value of MES were grouped into five categories: programming, design, interaction, server errors, and users. Since the focus of P-LD is on people, the insights presented here address the user-related challenges.
User errors in the ticket logs fell into two main types: performing actions incorrectly, such as closing, deleting, or scrapping stock or orders, and failing to use or understand certain functions, like assigning shifts, setting up new products in the MES, or filtering reports to meet specific data requirements.
Based on the ticket logs, questionnaire analysis, and insights from mini case studies undertaken, here are five key recommendations to improve MES value:
Resistance to change: Resistance to change was shown to cause under-utilisation and user errors. Implementing strategies to reduce resistance can minimise errors and maximise MES value.
Training: Insufficient training was linked to an ineffectively used system. Ensuring sufficient training could reduce user errors, increase awareness of functionalities, and improve the value the MES brings.
User Guides: Insufficient documentation was highlighted as a challenge for users to remember how to use all the functions. Comprehensive documentation can mitigate this and provide a reference for users to understand how to operate all functionality.
Time: MES overseers lacked the time to implement system improvements despite having ideas. Scheduling time for such projects could significantly enhance the value delivered by the system.
Continuous Improvement: Users who actively sought to improve their system experienced fewer user errors. Creating a culture that encourages users to challenge the current system, could lead to greater MES value.
Impact
“The challenges of implementing and extracting value from a MES stem from a combination of technical, organisational, and operational issues. The system itself is highly complex and must align with the nuances of each manufacturing process. Success requires careful planning, clear objectives, strong leadership, and ongoing commitment to refining the system over time. It’s not just about installing software but about embedding a digital tool into the core operations of a business.
The work that was completed in this project gave us confident confirmation that the investment we had made in recruiting a technical writer to improve our documentation was wholly valid! It was a pleasure to work with Archie, who worked autonomously and with a maturity far beyond his years. We look forward to working with the team again.”
Nicole Ballantyne, Head of Customer Success, MESTEC
For further information on this case study please contact the P-LD at P-LD@bath.ac.uk
Acknowledgement
The work reported in this paper was supported by the Made Smarter Innovation: Centre for People-Led Digitalisation, at the University of Bath, University of Nottingham, and Loughborough University. The project is funded by the Engineering and Physical Sciences Research Council (EPSRC) Grant EP/V062042/1.