Carhartt, Inc. Automates End-to-End Processes

Carhartt was looking to solve how data from licensed goods (goods being manufactured by partners with Carhartt's logo) was exchanged, processed, validated, and ultimately sold on and syndicated out to other sales channels. The process was slow, disconnected, error-prone, and didn't provide the best experience for either Carhartt or their partners. CPS helped Carhartt streamline & automate their business processes with automated data entry into SAP, internal workflows and email notifications.


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CPS Cooper Tire  Business Process Automation

Cooper Tire Advances New Tire Innovation

Cooper Tire needed to find a way to get new products to market faster which was taking 24 months from idea to production. The goal was to reduce the time to 12-14 months. By reducing the tedious, manual data entry process from 120 hours to 5 hours with business process automation (BPA), they were able to reach their goal.


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Kichler Lighting CPS Future Proof Processes and ERP CRM Value

Kichler Lighting Future-Proofs Business Processes and ERP/CRM Value

A business decision was made to change ERP systems from PeopleSoft to Epicor. Accomplishing that change with minimal impacts to end users was the goal. Kichler Lighting leveraged Digital Process Platform (DPP) to automate and improve the ERP interface and streamline processes that were redundant, required collaboration or were user challenging.


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Evoqua CPS Streamline Mass Data Maintenance Workflow SAP

How Mass Data Maintenance and Form and Workflow Solutions Streamlined SAP Master Data

To improve business profitability, digital transformation and decreased cycle times, Evoqua needed to update their SAP ERP environment and underlying data quality.  Learn how, in a rapid time frame, data cleansing and process automation was achieved. By automating workflows and streamlining their process, their master data team is clear when they are assigned tasks and action is required. Visibility of their processes is also raised through dashboards for cycle time and throughput management and improvement. 


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Stark DD CPS Migrate Applications to Future Proof Platform

Stark County Board of Developmental Disabilities Migrates Applications to Future-Proof Platform

Facing the challenge to replace their existing BPM platform, Stark DD had to decide on a future-proof digital process platform that could provide cloud and/or on-premise integrations. A key requirement was a concurrent licensed platform with the ability to integrate SharePoint, ERP and/or CRM platforms.


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Kichler Lighting CPS Drive NPD and Data Flow

Kichler Lighting Drives New Product Development and Data Flow

Kichler lighting was searching for ways to bring greater speed and agility to their new product development engineering operations. Their global landscape and the fast-paced, competitive pressure of product development had rendered current solutions ineffective.


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CPS Digitally Fast Tracks MFG & IoT

Global Medical Company Digitally Fast-Tracks Manufacturing and IoT

A global medical company was searching for ways to streamline manufacturing processes, internet of things (IoT) enablement and allow rapid visibility into shop floor and manufacturing processes. Read how the CPS team assisted in automating the processes. 


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CPS Hands of Gratitude

Digital Transformation from Design to Production Lines

The CPS Digital Innovation Platform has been carefully created to digitally streamline the entire enablement process giving the gift of a customized hand to those in need. Imagine the impact we can make on your process if we can make a dent in this prosthetic hand urgency.


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HDT CPS Automate Invoice Processing

HDT Automates Invoice Processing with Military Efficiency

Procurement and invoice processing is important to manage and govern in all businesses, and especially if the business supplies the military. HDT had a strategic priority to consolidate and automate invoice processing from invoice receipt to posting payables to SAP. Read how a lean solution encompassing PSIGEN OCR and Winshuttle provided high ROI, auditability, transparency and efficiency.


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Moen CPS Improve New Product Introduction

Moen Fluidly Improves New Product Introduction

Moen innovates! Their design innovators and engineers continually tweak, evolve and create products. The Prototype Lab is an integral part of product innovation.  Learn how Moen and CPS innovated by leveraging an already paid for platform, Winshuttle Foundation, to replace and greatly enhance the retiring prototype software to enable the Moen product ideas to flow!


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CPS Kichler Illuminates Process Visibility to Drive Continuous Improvement

Illuminating Process Visibility Drives Continuous Improvement at Kichler

Kichler Lighting has made impressive improvements to their internal productivity by automating processes with CPS Winshuttle Workflow. However, the first questions that arise once an automated workflow is in place are: “How are we doing?” “Are we as efficient as we can be?” “Are we using automation in the most efficient manner and what can be improved?” Learn how Kichler uses the CPS PROCESS BI App to take process automation to higher returns.


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CPS Moen Capital Request Processes

Capital Request Processes at Moen Now Flow as Smoothly as Water from a Faucet

Moen Incorporated, an SAP customer since 1998, is the number one faucet brand in North America. Based in North Olmsted, Ohio, the global company manufactures and sells a full line of kitchen and bath products including sinks, showerheads, and a wide range of accessories. Innovation is a hallmark of the company — founder Al Moen invented the single-handle faucet in 1939 and earned more than 75 plumbing patents in his career — and new products are always being launched. From concept to market, that entails numerous capital requests that must first be submitted for approval and eventually recorded into Moen’s SAP ERP transactional system of record.


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Kichler Lighting CPS Reduce Costs and Paper with Process Platform

Kichler Lighting Reduces Costs and Paper with Radical Process Platform

The Kichler customer service team’s review process for product questions involved arduously resolving inquiries through paper, email and phone calls between technical support service representatives, product managers and engineers. The process was hard to track, time-consuming, and challenging to determine who had the ball and whether it was too late to measure against the client’s original request. This process involved over 50 people in four departments. 


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