Coco Cola Swaziland, South Africa would like to find a solution that would enable the following results: - Reduce energy consumption by 20% in one year. - Formulate a series of strategic initiatives that would enlist the commitment of corporate management and create employee awareness while helping meet departmental targets and investing in tools that assist with energy management. - Formulate a series of tactical initiatives that would optimize energy usage on the shop floor. These would include charging forklifts and running cold rooms only during off-peak periods, running the dust extractors only during working hours and basing lights and air-conditioning on someone’s presence. - Increase visibility into the factory and other processes. - Enable limited, non-intrusive control functions for certain processes.

- Avoid asset failures and reduce equipment downtime - Identify subtle changes in system and equipment behavior - Gain advanced warning of emerging equipment issues - Monitor the health and performance of critical assets fleet-wide in real time - Improve maintenance planning y Enable knowledge capture to optimize information sharing between plant personnels

Ascend operations must access multiple software systems to manage day-to-day operations in an effective and secure manner. These systems generate large sets of data which contain critical information pertaining to management systems, planning and cost information in business systems and energy consumption. As a result, Ascend management was challenged with creating relevant reports reflecting performance measures in overall context of their operational process. The company’s previous process entailed collecting and analyzing data manually which was not effective, since the information collected was generated after the fact, and was too complex for collaborative use across the organization.

Evonik was planning to construct a new methionine-6 plant and was looking at ways to more efficiently go through this process and make sure it's integrated with their existing online data management infrastructure.

Pima County is facing the following challenges: - Management of more than 60 million gallons of sewage each day to support the region’s population of more than 1 million people. - To take immediate action when alarms sound alerting operators to issues within the plant The solution should be able to enable the following feature: - To ensure capture of institutional knowledge of current workforce for effective training of future operators - To employ an effective Situational Awareness strategy enabling personnel to effectively understand and address operations of the facility - With assets spread out over more than 700 miles, operational management is difficult

The challenge was to construct a world-class greenfield smart city in Nava Raipur, the new capital of Chhattisgarh state in India. The goal was to create an environmentally sustainable city that would meet the needs of its citizens and businesses through optimized solutions. The city was to be designed with high livability in mind, focusing on operational efficiency in civic amenities and planning systems. The city planners aimed to enhance the quality of life of its residents through safe, efficient, and sustainable civic amenities and planning systems. The challenge was not just to build a city, but to build a smart city that would serve as a model for future urban development in India.

To deliver the first environmentally sustainable smart city as the new capital of Chhattisgarh state.To use optimized solutions to meet the needs of citizens and businesses.To enhance quality of life through safe, efficient, sustainable civic amenities and planning systems.

Promon Engenharia, a Brazilian engineering company, was facing challenges with system integration and design efficiency. The company was involved in multiple small to mid-sized energy projects in partnerships with local Owner Operators and construction firms. This required them to respond to varying customer requirements and interface with external systems quickly and efficiently at every stage of every workflow. Failure to do so would slow project progress and erode Promon’s profitability and reputation. The company's existing systems did not integrate well with other parties’ technology, and designers could not be self-sufficient with the current technology.

Tekfen Engineering, an international Turkish company, was facing challenges due to its global operations across different countries, time zones, and languages. The company was unable to visualize 3D designs, and the verification of design and data iterations required time-consuming face-to-face meetings. The document control procedures were complicated and required much verification. The work was often done across time zones and in multiple languages, which increased the risk of misinterpretation of data, drawings, changes, and specifications. The company was looking to improve the speed, quality, and profitability of its projects by taking intelligent design to the next level. The geographic spread of its projects and multiple requirements for inter-company collaboration dictated a re-evaluation of technologies used in the company’s design process.

Atkins, a leading design, engineering and project management consultancy, operates in Western Australia, a region known for its high cost of doing business. This necessitates the company to be particularly efficient in adding value to remain competitive in the global market. The majority of Atkins’ projects are brownfield ones with difficult access conditions and often inaccurate or incomplete-as-built information available. Traditional surveying techniques can be slow and costly. 3D laser scanning offers a quicker, cheaper and more efficient alternative; however, Atkins needed a 3D design tool that had tight point cloud integration.

Vista Projects, a Canada-based engineering firm, was facing challenges with their traditional approach to engineering. Their old conventional spreadsheet approach was unreliable and prone to errors. The company was also dealing with silos of activity and functions, which made it difficult to expedite projects. They were commissioned by a major Canadian oil & gas producer to deliver the FEED for a large-scale, greenfield, steam-assisted gravity drainage (SAGD) facility. The client wanted close collaboration with Vista to ensure that a compressed engineering schedule could be met and that data accuracy, transparency and security would be best in class.

Oceana, a new, medium-sized shipyard specializing in the production of AHTS, PSV and offshore supply vessels, faced several challenges in streamlining its ship production process. Accessing all the necessary information was difficult, and planning across all disciplines was unreliable. The production process was inefficient as people and systems worked separately, not together. The company also struggled with high production costs and assembly times. Furthermore, there were issues with material delivery, with incorrect materials being delivered to the wrong places at the wrong times.

KTY Engenharia, a company serving the oil & gas, energy, and infrastructure industries, was facing challenges in managing the vast amount of data involved in their engineering projects. The company was dealing with multiple projects concurrently, requiring regular contact with external partners and interoperability of tools used by all parties. The company was committed to continuously evolving and improving its working practices, and mastering the use of AVEVA tools was considered core to this strategy. One of the main concerns was the reliability and trustworthiness of information shared between documents. Large projects involved a complex interchange of documents and multidisciplinary information, where the slightest error could cause significant delays.

Chantier Davie (Davie), a diversified shipbuilder, produces various types of ships for both naval and commercial clients. The latest project, called ‘Resolve’, is the conversion of a 182.5-metre container ship into an auxiliary oil replenishment vessel for the Canadian Navy, to be completed in only 24 months, including design and delivery. To achieve the deadline for the complex rebuild, Davie had to evaluate existing tools and processes, to maximise efficiency across design, planning, supply chain and production. Before engaging with AVEVA ERM, Davie was facing several challenges in the planning and supply-chain domains. The challenges revolved around missing visibility of materials for planning, and around planning for the supply chain. Most of the systems used for supply chain and planning management were home-grown and supplemented with various Microsoft Excel sheets and Access databases.

Apply Sørco, a Norwegian engineering company, faced challenges in winning new contracts due to the existing time-consuming training process and the excessive amount of administrative work. Major clients demanded substantially lower costs, putting pressure on the company to reduce their prices and spend fewer man-hours per task. The company's major clients on the Norwegian continental shelf mandate their subcontractors to deliver data and information using AVEVA software, and the deliverables vary from client to client. The integration of these was not optimal, as it required numerous mouse-clicks, and the engineers had to switch between different software packages.

AVIC International Ship Development Company, part of AVIC International Holding Company, operates two shipbuilding bases in China. The company had been relying on local design software developed in China, which was adequate but lacked the sophistication of design tools offered by competitors in the shipbuilding sector. This was restricting the company’s growth in the cost-constrained market. In 2016, the company began an innovative strategic transformation to evolve from traditional commercial ship design to focus on higher-value vessels to build competitive advantage. AVIC won a construction contract for a new Stena RO-RO, 3100m long vessel, with a passenger capacity of 930. This huge project was a milestone for the Weihai Shipyard and the team came to understand that using their established locally-sourced design technology did not provide the integration, scalability and innovative tools they needed to deliver efficient design and to enable productive collaboration with their Finnish partners, Deltamarin, who were carrying out the detailed vessel design.

Sakhalin Energy, the operator of the world’s largest integrated oil and gas development, was facing challenges with its outdated contract management system. The system, which had been in use since the company's formation, provided a database where all tenders and contracts were tracked and their status monitored. However, it did not provide the operational teams full transparency of what was happening, nor did it offer the ability to report on tender and contracting activities. The company was also in the early stages of two major expansion projects and needed a solution that could manage and mitigate potential contract variations and claims associated with these projects.

Yamal LNG, a joint venture operating in the Russian arctic, faced several challenges in its project. The harsh climate made any setbacks dangerous and costly. The project involved many partners, making it difficult to keep documents up-to-date and approved by all. The need for manual checking of documents every 3-4 months was time-consuming and prone to errors. The process also precluded the simultaneous and common review of documents by teams which were geographically dispersed. The project's location within the Arctic Circle added an additional challenge, as even small delays could have a large impact on time scales if work is pushed into the arctic winter.

NIIK, a leading engineering company in Russia, was facing challenges in improving change management across departments and growing visibility of processes at the design supervision stage. Each change in a project required collaboration and coordination across multiple teams and disciplines. The existing working standards were failing to support the company’s ambitious goals and were not fit for purpose for a 21st-century industry leader. The process of updating new information from different design departments was holding up progress and pushing back delivery dates. There were misunderstandings between the design and procurement functions, leading to lost time, impacts on the bottom line, and implications for safety.

Roy Hill, a fully integrated 55 million tonnes per annum (Mtpa) iron ore operation in the Pilbara region of Western Australia, aimed to build a greenfield iron ore mine and mine process plant based on modern control room automation principles. The goal was to establish end-to-end visibility of the entire mining value chain from pit to port and create an organizational culture free from bureaucracy. The challenge was to avoid the organizational silos that many leading mining companies have evolved from and realize resource-to-market potential by avoiding hidden inefficiencies. The company also aimed to connect, automate, and control each component of the pit-to-port mining site from a control center located 1,300 km away from operations.

BLOM Maritime, a global organization offering 3D laser scanning, metrology, and engineering services, faced several challenges. The company had to deal with large amounts of data that demanded accuracy. They also needed fast and detailed digital visualizations of physical assets. The company aimed to increase collaboration, incorporate parameterized design, integrate engineering and design, improve efficiency, and reduce design time. However, the vast amount of laser-scanned data posed a challenge on how to exploit it to provide an accurate and trustworthy digital asset of the physical asset scanned, which can then be used as an engineering design platform.

Airbus Helicopters, a leading manufacturer of military, commercial, emergency service and private helicopters, was facing challenges in operating its product testing benches. The company needed a robust software platform and process applications to accurately and efficiently operate its product testing benches. The existing system needed to be replaced with a single, easy-to-use solution for supervising test beds and logistics. The new system needed to be open and extensible, capable of interfacing seamlessly with additional testing installations. The deployment of the new solution had to be done without jeopardizing the functionality of the overall testing centre.

Italpresse Gauss, a company that builds machines and automatic work cells for light alloy casting primarily for the global automotive industry, was looking to develop a custom HMI that operates with other OEM devices and software platforms. They also wanted to incorporate AR/VR technologies as an asset performance and remote support tool to support the company’s leadership position in Industrie 4.0. The challenges they faced included introducing Industrie 4.0 technologies to a traditional aluminum foundry industry, leveraging breakthrough AR/VR technology to pilot new asset performance management and operator training solutions, and delivering new concepts to market on an aggressive timeline.

Plascon, a successful paint and coatings company, was facing challenges in maintaining batch consistency and uniformity in their manufacturing process. The company had initially implemented Wonderware InBatch software in 1995, but as they expanded their product line, they realized the need for an upgrade. The existing technology infrastructure could not keep up with Plascon’s expanding business operations, leading to poor production efficiency, lack of detailed traceability, and a multitude of errors inherent in manual processes. Production scheduling became more difficult, and automated batch reports detailing the productivity process could no longer be produced for plant management. The new software infrastructure had to address key operational issues such as clearly defined batch recipes, detailed displays of batch status, and a reliable, semi-automatic mode of batching.

ST Powder Coatings, a producer of high-end, intricately customized thermosetting powder coatings, needed a software solution that could integrate information between the plant and business systems, and enable them to keep production efficiency and product quality consistently high. The company had a requirement to get the plant up and running as quickly as possible. They needed a very short development time to start shipping product within 4 months. The integration of information between the business system and the plant was key to ST Powder Coatings' ability to accurately fill its customers unique and variant orders. The software also needed to assist ST Powder Coatings quickly identify the source of product variations when a color does not turn out precisely how the customer expected.

PVC Compounders LLC, a manufacturer of PVC compounds in pellet form, faced several challenges in their operations. The company operates on a built-to-order model, keeping minimal inventory at their plant. This necessitated daily deliveries of raw materials and careful orchestration of the mixing process to ensure the right ingredients were incorporated at the right time. The company also had to manage extreme temperature fluctuations at their plant site in El Paso, Texas, which could affect the final product. Communication was another challenge, as many of their operators were non-native English speakers. The company's highest priority was ensuring that the recipe for each compound was accurate and consistent, and that plant operators had immediate access to these formulations.

Cray Valley, a global leader in the manufacture of resins, composites and coatings, needed to update the control and monitoring of its three alkyd resin production manufacturing lines. The existing technology architecture had become obsolete and was no longer supported by the original developer. The aging PLC control system and SCADA infrastructure had no available technical support, access to spare parts or software updates, putting the entire manufacturing operation at risk. The challenge was to convert the plant to a new system capable of ensuring total visibility throughout the production process in a controlled and timely manner. The project also had to be implemented quickly to avoid disruption of manufacturing operations.

sia Abrasives Industries AG, one of the world's leading manufacturers of coated abrasives, was facing challenges with its outdated and inconsistent systems. The lack of connection between the controls of the individual production units made the planning of various production processes and the management of the machines' setup highly laborious and inefficient. Moreover, manufacturing data was administered via different, non-compatible systems, leading to errors caused by media conversions. As process data accumulated locally, significant efforts had to be made for consistent quality control due to the lack of a common database. The company decided to introduce an extensive automation solution that facilitates production control and reporting.

CF Industries, one of North America’s largest agricultural fertilizer producers, had been using a homegrown maintenance planning and tracking application developed on IBM System/36 computers and later migrated to the IBM AS400 platform. This system was effective in managing maintenance activities but keeping it in pace with CF Industries’ growing business was proving to be expensive, with investments already well over $1 million. Management reasoned that migration to a Windows-based system would enable them to continue and expand their automation-driven maintenance process improvement, while providing a familiar, easy-to-navigate desktop environment, and a standard, Internet enabled platform on which to build future enhancements.

Baxter S.A., a global diversified healthcare company, needed to revise its manufacturing facility processes to incorporate automation methods into a new production line. The new automation system needed to assist Baxter in achieving U.S. Food and Drug Administration (FDA) 21 CFR Part 11 compliance regulations. The automation system selected for the new Baxter production line had to be fully compatible with Baxter’s existing architecture and systems. The company required that the new system integrate Profibus-connected smart sensors into the new manufacturing line process. Production management had to be centralised and include reporting, analysis, traceability and performance monitoring to adhere to FDA 21 CFR Part 11 regulations as well as European compliance standards.