Andonix

Name: Andonix
Address: 18615 Sherwood Avenue, Detroit, MI, 48234, US
Telephone: (888) 479-7239

AI Connected Workers to Hold Machines and Processes Accountable

06/29/2026

From pilot to multi-line adoption in under 6 months. +14 OEE points validated on the floor. But numbers only tell part of the story.

On June 2nd, we gathered at BorgWarner Saltillo for our Digital Improvement Workshop — and what we found there was something you can't put in a dashboard: a team that has fully embraced transformation as their own.

We ran working sessions with the key operational teams, aligned on the road ahead, and — most importantly — stopped to recognize the people who log into AndiX every day, shift after shift, and make this digital transformation a living, breathing reality on the shop floor. Their consistency, their buy-in, and their willingness to lead change from where they stand is what turns a tool into a true transformation.

A huge thank you to the BorgWarner Saltillo team that made this workshop happen, to the leaders who championed this initiative, and to every single person who has been part of this journey.

BorgWarner

03/30/2026

Most manufacturers don’t have a data problem. They have a truth problem.

Machine data tells you what the equipment did. Process data tells you what was supposed to happen. But Human Truth tells you what actually happened on the floor—what operators saw, what they tried, and what solved it.

That’s the layer most systems miss.

And when Human Truth disappears at the end of the shift, the organization loses learning, slows root cause analysis, and keeps solving the same problems again.
The real opportunity is to unify Human, Machine, and Process Truth into one management system.

That’s how problem-solving becomes searchable, repeatable, and cumulative.
DM me and I’ll share the framework.

Where do you see the biggest gap today between data collection and operational learning?

"

03/27/2026

If you want fewer defects, don’t start with slogans.

Start with the supervisor system. I tied this to two simple pieces:

Management fundamentals: (motivation, critical thinking, communication/coordination/follow-up, discipline/integrity)

The 3 Zeros: Zero defects manufactured. Zero defects received by the customer. Zero customer cost recoveries.

The line I try to reinforce in every operation: “Tell me the truth, tell me now.”

Every problem is solvable if we get involved.

I have a one-page workflow template (shift routines + prompts).

DM me and I’ll share it.

Which part breaks most on your shift—communication, coordination, or follow-up?

"

03/25/2026

"If you’re trying to improve a line, stop starting with opinions.

Start with the 7 Ms.

I call this cell/line the “atomic unit” of manufacturing—and it’s always configured by:
Manpower, Machinery, Materials, Method, plus Management, Measurements, and Money.

When you map these, the constraint usually becomes obvious: wrong method, unstable machine, inconsistent material, or misaligned metrics.

I use a one-page 7 Ms template to run faster line diagnostics with plant teams.
If you want it, DM me and I’ll share the framework.

Which M is the biggest constraint in your plant right now?

"

03/23/2026

Some of the biggest operational wins don’t come from new technology.

They come from fixing the system in front of you.

A co-presenter shared an offshore oil example that stuck with me: The maintenance delay wasn’t caused by a complex technical failure. It came down to a disorganized toolbox filled with “mystery tools.”

The team applied 5S. They sorted and labeled the drawer in about 10 minutes.

That reduced maintenance turnaround by 2 full days, improved quality, and was worth more than $40M annually on a single rig.

That’s the point: Before we talk about digital transformation, leaders need to make sure the fundamentals of operational excellence are in place.

I’ll keep sharing examples like this in the series.

Where are you seeing simple system problems get treated like technology problems?

03/20/2026

"If you’re a CEO thinking about AI for efficiency, start here: The “left side” of your business model.

It’s the functions, materials, partners, and process flow that power the value proposition on the right side.

AI can streamline that loop—but the trade-off is real: tools + time + training… and the risk of disrupting a mature flow.

That’s why I use Horizon 1/2/3 logic: protect the core (H1), pilot change in a lane (H2), then scale what proves out (H3).

If you want the one-page “Left-Side Modernization” worksheet (H1–H3 prompts + risk check), DM me and I’ll share it.

Where would you pilot first—people, process, or partners?

"

03/18/2026

If you’re scaling a manufacturer, you need an operating map—not more meetings.

This 5-part structure is the cleanest one I’ve seen:
Suppliers (materials + equipment)
Manufacturing Core (the 7 Ms: people, machines, methods, etc.)
Product Engineering / R&D (innovation + process advantage)
Administration (HR + Finance costs)
Growth Engine (Marketing + Sales)

Once you can see the system, you can stop “fixing ops” in isolation.

I have a one-page template to map this (owners + KPIs by box).

DM me and I’ll share the framework.

Which box is out of balance for you right now?

03/16/2026

Most growth plans fail before ex*****on even starts. They assume the market will do the heavy lifting.

My rule: if your market isn’t growing, the only way you grow is by taking share from competitors.

The alternative: find (or carve out) a niche with real tailwinds—ideally 10%+ annual growth—and win a piece of new demand.

This is why strategy starts with the business canvas and one brutal question: Are we in a growing segment or a zero-sum one?

Follow for the series.

What market growth rate are you underwriting in your 2026 plan?

03/06/2026

The mistake I see CEOs make: Treating cost leadership and differentiation like an either/or.

My “dual advantage” strategy is the opposite: charge a premium and manufacture cheaply and sell at volume.

Apple is this clean example: they subcontract manufacturing, yet stay efficient and low cost. Premium product. Massive volume.

Whether you build in-house or outsource, operational excellence still matters.
It’s how you protect margin while you scale.

If you’re trying to build a “dual advantage” playbook for your business, DM me and I’ll share the simple worksheet we use to map premium + cost levers.

Which side is harder for you right now—price power or cost reduction?
*****on "

03/04/2026

Most CEOs think strategy is the hard part.

In manufacturing, ex*****on at the right cost is the hard part.

My point is simple: once you choose a strategy, operations are mandated by it.
And with inflation + shifting inputs, competing on low cost is close to mandatory.
Which means operational excellence is not optional.

It’s the capability that sustains advantage: run stable processes, reduce waste, protect productivity, keep quality high.

Follow for the series.

CEO question: where does ex*****on break first in your operation when costs start moving—materials, labor, uptime, or yield?

Address

18615 Sherwood Avenue
Detroit, MI
48234

Telephone

(888) 479-7239

Website

http://www.andonix.com/

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