Customers must have the appetite to get better. It’s kind of like training: We do it all the time, but does everybody follow it the whole time? Once you train somebody, do they always stick with it? No. So it must become a discipline.
You must be invested in taking the intelligence and acting on it. Really, when customers start seeing the benefits, it’s like the flywheel effect: You build a few little success stories and see how a little change made you way better. You get a little bit of that, and it builds on itself. Then, the wheels start turning and customers are like: ‘Well, if we did that, what else could we do?’ Then, you start finding other things.
It’s a slow build, but we see people start, for example, with an idle time reduction program. They don’t want machinery idling for more than 30 minutes, so they want to know when it is. After they do that they ask: ‘Now what can we do?’
Everyone starts their journey a little differently, but it is a journey – and it kind of builds on itself. Taking that first step is critical. You’ve got to walk before you run.
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