Case Studies

What changes on the floor

Representative engagement summaries by sector, showing the type of problem we solve and how we approach it.

These engagement summaries are illustrative examples built to reflect the kind of work OpsVector performs. Client names and exact figures have been generalized; published case studies with named clients will replace these as engagements are completed.

Solar — Module Assembly

Cutting changeover time on a multi-SKU module line

Challenge

A solar module manufacturer running four panel formats on one line was losing over two hours a day to changeovers, with output falling short of committed shipment schedules during peak season.

Approach

We time-studied every changeover, separated internal from external setup steps, and rebuilt the sequence around a pre-staged tooling cart. Operators were trained on the new sequence and a visual changeover checklist was posted at the line.

Result

Changeover time dropped from roughly 38 minutes to under 15 minutes per format switch, recovering line hours without adding shifts or headcount.

Outcome snapshot

−60%Changeover time

9.5Recovered line hours / week

Battery — Pack Assembly

Closing an OEE gap on a bottleneck cell

Challenge

A battery pack assembler had installed new automated test equipment expecting a throughput jump, but the line still missed daily targets and no one could say exactly why.

Approach

We instrumented the cell for real-time availability, performance, and quality loss tracking, then used AI-driven anomaly detection to isolate the constraint in the data before touching the process. The pattern pointed to fixture wait time, not the test equipment itself.

Result

A fixture redesign and a small staffing adjustment at the constraint step improved cell OEE by double digits without further capital spend.

Outcome snapshot

+14 ptsCell OEE

$0Added capital spend

Wind — Component Fabrication

Standardizing work across shifts on a growing fabrication line

Challenge

A wind turbine component fabricator scaling to three shifts saw output and quality vary sharply by crew, with tribal knowledge concentrated in a handful of senior operators.

Approach

We documented standard work at each station with the senior operators, built visual work instructions, and set a shift handoff procedure to close information gaps between crews.

Result

New-hire training time to full production speed was cut substantially, and the output gap between the best and worst-performing shift narrowed to a fraction of its prior spread.

Outcome snapshot

−45%New-hire ramp time

↓Shift output variance

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