SLB, a global leader in the oil and gas industry, was facing challenges in its People Analytics team. Despite being a technology-centric company, the benefits of technological advancements were not reaching all business units. The People Analytics team, created in 2018, was struggling with scalability issues. Data scientists and engineers were working in isolation, preparing and transforming the same data without sharing insights, leading to a delay in project completion. The lack of a common platform for project recycling was causing a loss of time to market, discovery, and high-value projects. The team was also grappling with the challenge of applying machine learning to their vast talent pool, which required investment in learning and training, compliance monitoring, and stakeholder engagement.

84.51°, a retail data science, insights, and media company, was faced with the challenge of creating more personalized and valuable experiences for shoppers across the path to purchase. This included the entire customer journey, from initial awareness to activation, retention, and beyond. The company's goal was to leverage 1st-party retail data from over 62 million U.S. households to fuel a more customer-centric journey. However, the sheer volume of data and the complexity of creating personalized experiences for such a large customer base presented a significant challenge. The company needed a solution that would enable better production, deployment, and interpretation of data science models to meet its objectives.

The IT department of the Herning Kommune operates like an in-house service provider for all the municipal division IT departments, from administration to schools, road maintenance, retirement homes, waste collection and many other essential services. With a distributed workforce of approximately 9000 employees and only 500 employees working within city hall, the Herning Kommune IT departments are responsible for the smooth and safe IT operation of city services for 85,000 residents. Herning Kommune is a committed VMware customer, using vCloud Director to extend services to all the divisions within the municipality. Mikael Korsgaard Jensen, Server Manager, Herning Kommune is responsible for running the infrastructure for the municipality.

Even though the University of Urbino’s origins extend back hundreds of years, the academic institution has an advanced IT infrastructure with modern-day requirements similar to a large enterprise. When it came to computer security, university faculty and administration were increasingly frustrated by the performance of two former antivirus solutions, ESET Nod Antivirus and Trend Micro. Users complained about system slowdowns and, more seriously, attempts to eliminate viruses were not always successful. The IT department determined that a solution with a lighter footprint would serve their needs better. Cloud deployment would keep users secure while freeing staff from server maintenance.

Regional banks must protect millions of dollars in assets, keep costs low, and comply with industry regulations. Thomaston Savings Bank faced increasing cyber threats and needed stronger security protection for their assets, particularly network security. They also confronted issues with power consumption for their servers, blowing circuits, and trouble cooling machines in the data center. To address these challenges, they decided to virtualize many of their servers, necessitating the need for virtualization-aware network security.

Hornsby Shire faced significant challenges in maintaining consistency and accuracy in risk reporting across its various departments. The lack of a standardized approach led to potential downstream risks for Workplace Health and Safety (WHS). Different departments used their own versions of risk assessment forms, which created inconsistencies and inefficiencies. Additionally, the manual process of re-keying data into the Council's Electronic Document Management System (EDMS) was time-consuming and prone to errors. This situation necessitated a more streamlined and automated approach to risk management and data handling.

In the last decade or so, technology has dramatically changed the way schools communicate with parents, and share and publish information. BCE hosts School websites, Parent Portals, and mobile apps to assist with this communication process and to more readily provide access to school forms, newsletters and student reports. This two-way communication also allows Parents to communicate more easily and readily with the school via the Parent Portal, to change personal details, advise of student absences etc. There’s an immediacy that did not exist previously which goes hand in hand with the expectation that there be less reliance on phone calls, paper forms and verbal advice. ParentSMSTM is a vital part of BCE’s communication strategy. BCE has worked with OneBlink for 6 years to provide an SMS service that directly links to the School and Student Administration System. BCE has continued this association in launching ParentSMSTM in 2016. It forms an integral part of BCE’s attendance policy to fulfil each school’s duty of care to students and parents.

The New South Wales Food Authority (NSWFA) faced significant inefficiencies in their field operations. With a team of 50 field workers responsible for conducting inspections, investigating complaints, and ensuring compliance with food regulations, the process was cumbersome and involved a lot of duplication. Field staff spent three days a week in the field and two days in the office, sorting through up to 300 forms and checklists per visit. This manual process required printing information before visits and entering data into the system only when back in the office. The need for a more efficient, mobile solution was evident, but the technology to support such a transformation affordably was not available until recently.

Investor management and tracking of investment applications manually were tough tasks for Assetmonk as the company grew. The paper and telephonic based processes followed while capturing some of the critical information such as personal details, financial details, property details, and transactions related to payments were unsafe. Assetmonk faced data security issues, operational inefficiencies, and lack of visibility into onboarding activities, making it impossible to achieve a comprehensive investor view across touchpoints. In turn, Assetmonk faced higher costs, slower investor conversions, and a loss of competitive edge.

In addition to the core banking processes, SUCO Bank followed many other processes which were unique to its organization. For example, a monthly appraisal management system based on set goals and targets, lead management, procurement management and more. These processes were either email or paper-based, making them error-prone, slow, and non-transparent. The turnaround time for these processes was long because of the manual handling and the bank was looking for a solution to reduce this time. There were a number of ready-to-use software available in the market for every process, but being a non-IT organization, instead of buying a different solution for each process which may or may not be configurable as per the bank’s needs, SUCO wanted one general-purpose automation platform that could be used to automate all processes as per their unique needs and become their single source of truth for all the information. This would mean that the bank would have to manage only two platforms – one for core banking and another one for all remaining applications.

Navayuga Infotech (NIT) was using a legacy application to manage overall business processes across various departments. The application was developed several years ago and did not keep pace with the evolving business scenario. Therefore business was looking to upgrade the legacy application through use on in-house developers or replace it with a new system. Both options required significant effort, cost, and time. NIT approached Quixy for the right solution.

Active Pharmaceutical Ingredients (APIs) and other raw materials are critical to all pharmaceuticals. They are the catalysts that activate treatment and hence the companies spend a lot of time and money to choose the right suppliers for these materials. It is crucial for the company to ensure the overall procurement process is efficient and the materials are sourced from the right suppliers in time and are also quality checked and assured. Vance & Health wanted to ensure a faster and efficient procurement process in order to lead in such a competitive market. Hence, it was vital that they have a customized and flexible solution to automate their procurement system and eliminate the inaccuracy and uncertainty of manual processes.

Processing and delivering safe and quality shrimp to its customers is the core focus at Nekkanti. The processing plants produce thousands of tonnes of processed shrimp annually for export in various value-added forms. Naturally, there were numerous workflows associated with the overall food processing and support processes. The organization was facing several challenges with these processes, which included:\n\nPaper-Based Data Processing: At each stage of seafood processing, data was recorded using paper-based forms. The manual recording system led to errors and discrepancies for both data related to the material being processed and the workforce involved in the processing. This form of data recording also led to issues for HR, as the workforce was divided across locations, type, efforts, shift process, etc. They had to depend on the paper-based effort tracker followed by the supervisor, which was quite tedious and time-taking.\n\nInformation Silos Proliferation: As the discrepancies and errors happened across various processing stages, it became challenging to pinpoint the root cause of the issue. During reconciliation, the company found discrepancies when comparing the raw material to the end product. Due to the silos, there was no single source of truth, and rectifying discrepancies became very difficult.\n\nIssues in Performance Measurement: Due to the obliteration of accurate and effective data, it was becoming quite challenging to manage resources effectively and measure the performance of the workforce involved and the various stages involved in the process. Even for quality control, the company had to rely on paper-based data for different processing stages such as grading, soaking, and freezing.

Solar Turbines’ costing team fields cost modeling requests from anywhere across the company’s global supply chain. This task includes storing and organizing all the data inputs and parameters necessary to creating, validating, and completing manufacturing cost models in the most efficient manner possible. Solar Turbines’ cost team needed a tool to generate robust manufacturing cost models and power a strategic move to fact-based supplier negotiations. They selected aPriori as a tool that could not only use digital manufacturing simulation to model product costs but provide the data management tools necessary to create an organizational repository for tracking and validating key cost data.

Arrival’s goal of developing unprecedented cost-competitive EVs fuels an organizational culture dedicated to driving down the cost of products wherever possible. Their cost engineering group wanted to implement systematic use of a manufacturing cost modeling tool capable of supporting this mission-critical focus on cost optimization. The Arrival Microfactory would also require these cost modeling capabilities to work quickly when scaling up new facilities, reflect regional variations in manufacturing cost drivers, and support manufacturability and cost analysis that could be configured to reflect the capabilities of local suppliers. Finally, it would need to bring the automation necessary to align with plans for an agile cost engineering team that can work cross-functionally across different manufacturing processes. Microfactories will be used to support not only localized supply chains, but products tuned to customer needs in local markets. Henry Ford famously proclaimed that customers could have cars “in any color as long as it is black.” Arrival plans to overcome this longstanding tension between cost and customization. Their vehicles can be custom-tailored to the functional and budgetary requirements of different regions, organizations, and use cases. The scale of traditional automotive manufacturing means that designs are only viable if they can command large global sales volume for years at a time. Because the Microfactory enables sustainable unit economics even at smaller production volumes, Arrival has the freedom to produce vehicles purpose-built for end user needs. If these needs change, the Microfactory has the agility required to adapt in short order.

As a new business creating a new design with a new team, a new factory, and a new supply base, the number one priority for LEVC was getting to market quickly with a high quality product. This drove a focus on delivery at the expense of an integrated manufacturing costing strategy. The closer they got to launch, the more apparent it became that they hadn’t put as much into the cost management side of the vehicle as they should have. It was during this time that LEVC committed to developing a cohesive cost strategy going forward. Once this priority was established, LEVC realized they needed some type of tool and process to help identify where they could reduce costs both internally and with suppliers in the future.

For any contract manufacturer, accurate and timely project quoting is a critical success factor. It can make the difference between winning and losing business and making and losing money. And like many others, SFI’s estimators used its own unique blend of different cost calculators, spreadsheets and off-the-shelf cost management tools. It was all very manual and time consuming. In most cases, SFI’s Cost Estimators had to analyze a series of 2-D drawings and then add in each, different attributes, runs rates, parts and labor costs. A big project with 500 different parts could takes weeks or more to quote. In some cases, SFI was getting 3-D models from customers and then taking the time to turn them into 2-D prints. This created a lot of unnecessary extra work and extended the quoting time frame from days to weeks. All this manual effort meant more time spent responding to customer quote requests, more overhead, difficult tradeoffs on priorities and even “no-quoting” some jobs which negatively impacted potential future business. SFI’s estimating team felt it was always playing catch up. Every customer wanted their quotes yesterday because they were likely already behind on their own schedule.

To deliver smooth operations and cater to the demand generated by retailers, manufacturers, and online customers, SCBT group built a Hybrid integration solution that leverages BizTalk Server and Azure Services to manage high volume global transactions. Because of the growing demand and the complexity of the integration solution, SCBT team faced the need to make sure every transaction is monitored and the system processes these transactions fluently. The SCBT hybrid integration solution, running on top of Microsoft BizTalk Server is one of the most complex integration solutions in the world. This solution manages all of Microsoft’s worldwide, physical manufacturing and supply chain operations. To maintain high availability of the integration solution, SCBT team maintains 16 different BizTalk Server Groups. Each BizTalk Server Group with its own BizTalk and SQL Servers is responsible for discrete activities that can work independently and in tandem. The SCBT integration solution processes over 30 million B2B transactions (including multiple message formats like X12, EDIFACT, XML, SWIFT) per month with 2000+ partners spanning across all business domains. Message sizes range from 5 KB to 40 MB, and the data growth is at a rate of 6 TB per month. As the number of retailers, manufacturers, and customers increase, the need for centralized monitoring solution has increased too.

Facebook has helped shape the social networking phenomenon and today is a leading force with nearly one billion users logging on every day. The company’s progression led them to outgrow not only their physical space in downtown Palo Alto, but the IT systems in place to support their operations. A solution was needed to help manage their rapid expansion. Additional functionality was also needed to aid with the expansion to overseas offices.

General Dynamics AIS Integrated Space Systems faced the challenge of transitioning from a highly paper-based and manually controlled manufacturing process to a digital, paperless environment. The complexity and criticality of their work, which involves producing high-reliability space hardware, required a comprehensive system to control workflow, provide checkpoints, and house detailed data. The existing process was labor-intensive, with information and data distributed across multiple locations and numerous manual checkpoints. This setup was not only inefficient but also prone to errors, which could compromise the integrity of the hardware costing tens of millions of dollars per unit. The need for a streamlined, integrated system became evident to ensure superior control of product workflow, engineering change incorporation, and to support continuous improvement efforts.