Charles Peppler

The Problem A high volume electronics manufacturer operating with a lot size of one needed a comprehensive Computer Integrated Manufacturing (CIM) system to manage complex assembly operations. The facility ran multiple automated assembly technologies including chip shooters, robotic assembly, and laser marking — all operating as isolated islands with no unified data infrastructure. CAD drawing […]

The Problem A manufacturer operating in a high-mix, low-volume environment needed to optimize their supply chain and assembly operations for mass customization. Material replenishment was managed manually, creating delays and inventory inaccuracies. There was no systematic way to manage demand pull across the shop floor, and purchasing had no real-time visibility into material consumption at

The Problem A Ford Motor Company manufacturing facility operated motor starter test cells with no automated data collection or integration with their Manufacturing Execution System (MES). Test results were recorded manually, creating data accuracy issues and delays in production reporting. There was no RFID-based part tracking and no direct interface between test cell equipment and

The Problem A major manufacturing facility operating under GE’s Factory of the Future initiative needed to integrate an Automated Storage and Retrieval System (ASRS) with existing production infrastructure. An automated guided vehicle (AGV) system picked up and delivered air craft engine components and distributed these to automated machining centers. The Approach Capnetix designed and implemented

The Problem GeneXP Biosciences needed to integrate data from robotic laboratory equipment and laser scanning systems into a unified reporting platform. Raw instrument data was being collected in incompatible formats across multiple devices, requiring manual transcription and reconciliation — a slow, error-prone process that created bottlenecks in their research pipeline. The Approach Capnetix designed and

The Problem A private equity firm had acquired two lumber processing facilities and needed to unify operations under a single ERP system. The two plants ran incompatible legacy systems with no shared data infrastructure. Management had no visibility across facilities — inventory, labor, and production data all lived in separate silos with no way to