With the technological advancement in manufacturing techniques in recent decades, a large amount of manufacturing data has been created. Some OEMs recognised the importance of such data and were able to capture and analyse the data to support their manufacturing planning and processes etc. and the application of lean principles. JCB is one of the world's top three manufacturers of construction equipment and produces a range of over 300 machines from 22 factories across 4 continents. Although a set of standardised manufacturing procedures and lean strategy are in place at all JCB plants throughout the globe, the diversity in people culture, supplier chain infrastructure, demand from the market etc. causes additional data analysis to provide a more substantial and dynamic data driven decision making process to face such challenges. Organizational infrastructure may require to be altered to accommodate the additional elements in data capturing, analysis and sharing with specific people or departments. A case study is presented to explain some of these data analysis techniques and the data management infrastructure currently employed within different JCB facilities across the globe to feed critical information into the decision making processes, such as globalisation, localisation, new product introduction, dynamic manufacturing capacity and capability for turbulent market demand and supply chain stability etc.