ChowNow Revolutionizes New Hire Training with Mindtickle

Sub-Zero faced the largest product launch in the company’s history:It wanted to launch 60 new products as scheduled while simultaneously opening a new “greenfield” production facility, yet still adhering to stringent quality requirements and manage issues from new supply-chain partners. A the same time, it wanted to increase staff productivity time and collaboration while reducing travel and costs.

For the development of its new wide-body aircraft, Airbus needed to ensure quality and consistency across all internal and external stakeholders. Airbus had many challenges including a very aggressive development schedule and the need to ramp up production quickly to satisfy their delivery commitments. The lack of communication extended design time and introduced errors that drove up costs.

The usual practice for car repairs at a Porsche car dealership is to have a factory representative or regional engineer visit to help diagnose the problem, and sometimes a faulty assembly is shipped back to company HQ for damage analysis. All that costs time and money for customers and dealers alike. 

Mitsubishi sought to improve supplier relationships on a global basis and to offer an easy-to-use solution to interact with them. In August 2004, Mitsubishi selected Covisint’s platform to help improve sharing of information and collaborative business processes with its global suppliers. Covisint enabled Mitsubishi to provide its suppliers with immediate access to information and applications to obtain more collaborative working relationships

Enjoy a beer on the upper Texas Gulf Coast, and you can probably thank Del Papa Distributing Company. Founded more than a century ago, the company today distributes 10 million cases of beer annually, from 30 suppliers. More than 375 employees work at headquarters in Texas City and two other distribution centers. The family-owned company has a simple aim: to be a great beer distribution company. So when Del Papa set out to build a new 27-acre headquarters, company leaders thought about how technology could contribute to its greatness. “We wanted the new distribution center to have a single, secure network we could use for physical security, communications, collaboration, and even monitoring the temperature of our inventory,” says Steve Holtsclaw, Manager of Information Systems for Del Papa. The old building, in contrast, had separate networks for voice, data, video, and physical security. Separate networks were expensive and got in the way of business. For example, personnel could only monitor video surveillance cameras from certain workstations. And Wi-Fi performance in the warehouse area wasn’t reliable enough for the voice-activated order-picking system.

The GSL SMART Lab, a collective effort of the GSL College of Medicine and the GSL College of Nursing and Health Science, was facing a challenge in providing superior training to healthcare professionals. As clinical medicine was becoming more focused on patient safety and quality of care, the need for medical simulation to bridge the educational gap between the classroom and the clinical environment was becoming increasingly apparent. Dr. Sandeep Ganni, the director of the GSL SMART Lab, envisioned a world-class surgical and medical training center where physicians and healthcare professionals could learn skills through simulation training. He was looking for different simulators for different specialties to provide both basic and advanced simulation training. For laparoscopic surgery, he was interested in a high fidelity simulator that could provide basic surgical and suturing skills training for international accreditation as well as specific hands-on training in complex laparoscopic procedures for practicing physicians in India.