The real turning point wasn't the dashboard. It was the moment a 30-year shift supervisor at the Monterrey plant pulled one of our engineers aside, pointed at a chart, and said: "I knew that machine was going to fail. I've known for two weeks. Nobody listened to me before."
The model surfaced what the floor already knew. The plumbing made it impossible to ignore. That's the pattern we keep finding: technology rarely creates insight in industrial operations — it ratifies the operator's intuition and makes it visible to people three layers up the org chart.