User Case

The power of Simple: Use all in one solution to manage thousands of equipments, thousands of workers at ease

Manufacturing IT/ICT

A leading manufacturing company in the world

Stanley Black & Decker manufactures and sells various professional power tools and hand tools under the DEWALT brand. After nearly two decades of hard work, Stanley Black & Decker Asia has become the largest manufacturing base and R&D center of the Stanley Black & Decker Group.

The challenges

As the company continues to develop, four issues gradually surface in equipment management.
Too many production equipment, hard to manage in one platform
The distribution range of workshops and equipment is wide, and there is a phenomenon of "cross-factory area, cross-building, and cross-floor", which leads to the complexity and complexity of asset ledger and inventory management, maintenance and equipment status management, operation and maintenance personnel and skill management of corresponding equipment. The difficulty keeps increasing. In addition, the company has many types of automation equipment, different application data protocols, non-standard equipment data, and a lot of equipment maintenance data, all of which need to be managed urgently.
Spare parts management is difficult:
The company's spare parts and tooling fixtures adopt the storage management method of "three warehouses and five distribution points", involving a total storage area of 480 square meters, managed by six warehouse managers in two shifts, and 53,742 collections and distributions throughout the year.
Originally, the company used a PC-based collection system, which took a long time to approve and required a long distance to travel to collect. After pre-collection or super-collection, the phenomenon of "personal collection" may occur, and the system is difficult to reflect the actual amount of spare parts used and where they are used.
Difficulty in manufacturer management:
Whether it is a supplier of non-standard equipment or an MRO (Maintenance Maintenance, Repair, Operations) industrial product service provider, the company communicates with their needs, discusses specifications, places quotations and orders, ships, receives and makes payments through Communication is completed by phone or WeChat, meeting or email, paper documents, etc.
If during actual delivery, there are problems such as goods being inconsistent with specification requirements, delivery being delayed, etc., since there is no tracking of the overall process and information transparency is not high, reconciliation will require a lot of manpower and time.
Performance management gaps:
The entire process of equipment assets involves 8 departments (manufacturing engineering, procurement, warehouse, production, planning, quality, finance, personnel), approximately 2,175 personnel (designers, purchasers, users and maintenance technicians of equipment projects), 15 Several manufacturers (equipment manufacturers, tooling and fixture suppliers, and MRO industrial product service providers) cover a wide range and have a long cycle, resulting in low process efficiency, difficulty in recording behavioral data, and different data statistical caliber formats and management dimensions, making it impossible to connect Valid data leads to a "vacuum phenomenon" in KPI performance management.

Co-working with Anffy to build its all-in-one workflow management solution from zero, from nocode

Stanley Black & Decker Asia's upgrade ideas for equipment management follow the vertically integrated data design concept - let behaviors be traced by data, pay close attention to department process efficiency, and improve personnel skills and performance. In order to gradually realize the goal of [Digital Smart Factory], Stanley Black & Decker Asia kicked off the "Digital Intelligence Trilogy - Equipment Chapter".
A suitable equipment management system that wants to break through traditional inherent thinking and extend product functions must not only use Anffy to meet the basic business needs of process forms, intelligent assistants and data factories, but also need to make full use of API interfaces to connect equipment rooms and intelligent hardware with Anffy. The data.
The following figure is an Anffy system architecture diagram related to digital smart device management.
It is mainly divided into three steps:
1. Process sorting: Develop business forms based on Anffy, sort out and standardize processes, and achieve unified standards;
2. Equipment interconnection: By standardizing equipment PLC and IPC data type format specifications, equipment data can be connected and used immediately. Learn from market smart hardware solutions, design and produce exclusive smart hardware, and build real-time interconnection between software and hardware;
3. Data empowerment: Use APIs to connect existing systems, smart hardware and Anffy, leave traces of behavioral data, and connect vertical integration of data to achieve real-time triggering of data flow and report presentation, providing decision support for closed-loop management.

Performance enhanced, efficiency increased and cost 90% lowered

By leveraging Anffy products, Stanley Black & Decker Asia has made device management functions richer, smarter and more scalable. Specifically reflected in:
1. Equipment failure automatically triggers a repair report, no need to scan the QR code to report for repair;
2. Real-time updates on maintenance progress and precise control;
3. Extended to supplier relationship management (SRM) and smart warehousing management, through real-time sharing of smart cabinet usage and inventory data, suppliers can replenish goods independently, allowing users to use first and then place orders and pay monthly.
4. Operational data is more convenient and accurate, with automatic follow-up of related behaviors and closed-loop data management, and real-time performance management.

Industrial Scenarios and Solutions Cases

Scenario 1: Equipment interconnection improves repair operation and maintenance efficiency


In the past, equipment repair reports were notified through mini programs or phone calls and WeChat messages. Later, Anffy was used to build an equipment management application and scan the QR code to report for repairs. However, there is a large turnover of personnel in the manufacturing industry, and it is difficult to follow up on training. It is prone to problems such as late scanning of codes to report repairs, non-standard description of fault phenomena, and inaccurate and multiple processing of data. Coupled with the outdated spare parts management system, the overall maintenance work is inefficient, which will lead to production stagnation and delays.
Poor interaction between various devices is also not conducive to efficient management of the overall device. Because the device data cannot be read normally, diagnosis and predictive analysis of the device cannot be performed, and the connection and integration between devices also lack scalability. After equipment failure, it is impossible to report for repair in time, and there is a lack of closed-loop management for timely tracking.


Stanley Black & Decker Asia collected data from early equipment management and combined it with the needs of new management dimensions to sort out and standardize the data types and format rules of equipment PLC and IPC. It wrote its own programs to call industrial protocols and was compatible with Anffy for equipment connection for collection and storage. and processing industrial data.
After the update, the system can extract data on equipment operation and failure, output and detection yield in real time, automatically trigger the process by setting thresholds, generate alarm reminders, and provide timely remediation. It can also predict the operation of the equipment based on real-time monitoring of the data collected by the equipment, providing a basis for eliminating hidden dangers.
Drawing on the management model of taxi-hailing software applications, the maintenance work order adopts the order grabbing mode. After grabbing the order, the maintenance personnel automatically match the previous maintenance content according to the repair content description and refer to the fault description, prepare tools, etc. and go to repair; if no one grabs the order, , the system will record and mark the personnel who have no maintenance work, and push the superior manager to dispatch the order. If the order is not dispatched after the timeout, it will be automatically reported step by step; after the repair order times out, it will automatically trigger the push to the superior manager to facilitate the coordination of resources for support and collaboration. .

Key takeaways

1. The timely and accurate rate of equipment repair reporting is 100%, shortening the fault response time. The equipment automatically triggers two repair reporting rules according to the setting: a. The equipment failure shutdown alarm signal automatically triggers a repair report at a set time; b. The same fault occurs automatically after a set frequency.
2. When production and quality abnormalities occur, the rapid response time of personnel at all levels is shortened by 60%, improving the production rate. Through the real-time collection of equipment quality output data, the hourly output and quality are monitored. When it is lower than different thresholds, the process is automatically triggered to push information to relevant responsible persons and managers, and those who receive the push information need to report within the specified time. Reach on-site coordination to solve problems.
3. After adopting the order-grabbing mode for maintenance work orders, the performance appraisal will be 100% measured by data.
Scenario 2: Unmanned intelligent access improves manufacturer collaboration efficiency
In Stanley Black & Decker Asia's previous vendor management, supplier information creation and updates were first delivered via email and then entered into the system. MRO item requirements and sourcing management are communicated by phone or email. The integrity and timeliness of data need to be improved to stay within the boundaries of compliance and reasonableness.
There is also a lack of complete follow-up and reminders for the delivery and receipt of items, and paper documents need to be manually entered into the system. There is a 10 to 30-minute walk between the MRO spare parts warehouse and the workshop where it is used, and the approval cycle is long. Reconciliation and payment of invoices are also time-consuming and labor-intensive.
Use Anffy to build the [Supplier Management SRM2.0] application, allowing the data and processes between enterprises to be collaboratively interconnected. All item applications will be submitted to the procurement demand pool after approval and approval through the online process. The demand pool will initiate a unified inquiry and classify items according to the requirements. and supplier ratings, automatically screening three suppliers, and allowing suppliers to participate in the process through the [Internet Organization] function.
After the maintenance personnel put forward the demand for items, the system automatically matches the items within the supplier's business scope, pushes the inquiry information to the relevant suppliers, automatically compares prices and opens bids in the background, and automatically places the order after confirmation.
After the supplier completes receiving the order, the system automatically generates a to-be-shipped list during the stocking stage. When shipping, after the supplier selects the items to be shipped, a list of delivery orders to be invoiced is automatically generated. The delivery orders and invoices are in the specified format and are easy to scan and enter into the system.
At the same time, Stanley Black & Decker Asia independently designed and developed a smart cabinet for spare parts storage, drawing on the design concept of express cabinets. Under the maintenance work order, the maintenance personnel directly click to confirm the receipt of spare parts, and then scan their faces in front of the smart cabinet to automatically open the cabinet door of the items to be collected. A weighing sensor is installed in each cabinet to verify the actual collection and application quantity. consistency.
The cabinet adopts a split design that can be connected in series. At the same time, the size of the cabinet is relatively small, which can make full use of the small space near the workshop, greatly shortening the distance to receive spare parts, and achieving "quick access in one minute".

Key takeaways

Through the supplier SRM2.0 platform built by Anffy, the communication efficiency with suppliers has increased by 80%, the data integrity has increased to 100%, and the data query and traceability has increased by 100%.
Scenario 3: Leaving traces of behavioral data to enhance fairness in performance management


Previously, the process efficiency and coordination of various departments within the company were low. Ultimately, this was because there was no quantitative data support for the performance management of departments and personnel. Most evaluations were based on feelings or impressions, which failed to promote goal incentives and performance achievement. force. In addition, the company also has similar problems in its management of external suppliers, with insufficient traction capabilities.
Adhering to the design idea of vertical integration of data, we promote the continuous improvement of technology for leaving behavioral online data traces. Whether it is people within the company or external suppliers, they need to fill in information through Anffy's form, or the system automatically collects information in various collaboration processes.
After the collection is completed, the system uses big data analysis methods such as analysis, cleaning, integration, and clustering to realize the modeling and combination of relevant effective data to form a comprehensive performance assessment and the implementation of incentive measures. Employees' monthly performance appraisals can create a good team competition atmosphere and enhance the collective sense of honor of team members. All appraisal rewards become more fair and just, and employees have a full sense of trust in the company and managers.
Through periodic performance assessment of suppliers, the company can screen out high-quality suppliers based on the assessment results, thereby leading non-high-quality suppliers to develop in a high-quality direction, and ultimately improving the quality of supplied items and the service level of suppliers.


Stanley Black & Decker Asia uses Anffy to realize the interconnection of equipment and intelligent hardware, and the integration of multi-system and multi-device systems. Through data collection and process monitoring of early demand, suppliers, procurement, delivery reconciliation and payment, we will strengthen the automatic collection of multi-dimensional and complete data on equipment operation, maintenance, personnel, output and quality during the use of equipment.
Through the interconnection of SRM and smart cabinet software and hardware, the MRO spare parts management process is optimized, and decentralized storage makes full use of the production workshop space, saving 480 square meters of centralized storage space; self-service face scanning and "1-minute quick access" realize MRO spare parts Unmanned management saves 6 related personnel.
Utilize big data analysis methods such as analysis, cleaning, integration, and clustering to achieve 100% timely and accurate equipment repair reporting, increase repair response speed by more than 20%, reduce equipment procurement and maintenance costs by 30%, and reduce equipment failure rates by 18%. , process and output efficiency increased by 26%, and KPI performance management of suppliers and personnel was effectively implemented.
Anffy has been used to cultivate the IT capabilities of more than 60 business personnel and enhance digital awareness. In the future, we will continue to train business department personnel to build application modules independently, making development possible for everyone. In the next step, Stanley Black & Decker Asia plans to actively promote the application of enterprise interconnection functions with 1,030 suppliers, carry out data and process collaboration with external enterprises, and greatly improve the efficiency of cross-organizational collaboration.