ADG, part of Duke's Corporate Information Services, faced the challenge of unifying space information that was scattered across various homegrown systems. Different departments tracked space data for different purposes and at varying levels of detail, leading to inconsistencies and inefficiencies. The Medical Center Architect's Office used ARCHIBUS for planning and construction, while the Plant Accounting department relied on a flat-file database. Additionally, many large Medical School departments maintained their own separate systems, further complicating the task of creating a unified institutional space system.

With an extensive portfolio of properties, HBOS faced significant challenges in allocating and tracking space usage on a daily basis. The company, being the UK's largest mortgage and savings provider and a leading general insurer, required innovative solutions for its space management needs. A previous in-house attempt to develop a database for this purpose was found to be restrictive, costly, and eventually unsupported, necessitating the search for a more effective replacement.

Caterpillar embarked on a multi-year, multi-location project to implement a world-class Enhanced 911 (E911) system at its facilities in Peoria, Illinois. The company aimed to improve emergency response times and collect more real-time occupancy data. The challenge was to integrate various systems and applications to ensure accurate and efficient emergency response and occupancy monitoring. The project had to comply with federal, state, and local requirements, including OSHA, ADA, and state-mandated E911 laws.

Remove the need for personal vehicles for transportation around a large industrial complex and increase traffic safety. Improve mobility for employees and visitors at BASF’s Ludwigshafen Site while reducing traffic.

As part of its ongoing commitment to deliver safe, wholesome and trustworthy products, Michael Foods maintains a strong focus on the wants and needs of its customers, introducing innovative, value-added food technology and customer solutions across the enterprise. In its manufacturing facilities, the quality assurance teams were practicing Statistical Process Control (SPC) to improve the operational efficiency of processes and machines. However, data collection was largely performed manually; the analysis software was developed for quality assurance rather than statistical analysis and didn’t offer the necessary capabilities to truly understand the value of the collected data. The Michael Foods quality assurance team wanted to improve its overall statistical approach to quality and reduce the amount of product that was being lost through overpacking.

Trek needed a way to quickly and reliably monitor weights in the OCLV carbon molding area. There was no effective system in place to do so, and Trek was looking to automate this function. Though weight data was already being collected in the carbon molding area, they needed to implement a paperless system to help the operators respond in real time to out-of-control signals. Improving Trek’s use of SPC in the OCLV molding area was another way of ensuring their 'Best in Class' status as a bicycle manufacturer. In the aluminum machining area, measurements were being recorded with a pencil and paper, and there was no electronic repository for storing these records. Calculating control limits and periodically checking the process capability were time-consuming and tedious.

In the semiconductor industry, any variation is undesirable. TEL NEXX’s chip-manufacturing customers require strict variation control. To meet customers’ needs and expectations, TEL NEXX strives to learn and continually improve its processes. Historically, TEL NEXX relied almost entirely on manual data collection and quality control, and operators had to enter data into spreadsheets for report generation. These systems were time-consuming and required rechecking to avoid errors. To run reports in the consumables area, for example, Hart had to locate specific spreadsheets and analyze them for answers. When customers submitted inquiries, response times could be slow. With management looking to modernize and improve data collection and response, a move to InfinityQS® ProFicient™ offered many benefits and opportunities. But the transition had to occur in a way that supported operator adoption and didn’t disrupt production.

Due to the speed at which the company needs to operate and the high stakes that come with treating hospital patients, iMIX needed a robust enterprise quality management system (eQMS) to ensure that every product it shipped met the highest quality standards. Not only would the right eQMS system protect the company against liabilities, it would also make it easier to pass audits, which are conducted regularly by Medsafe, New Zealand’s FDA-like regulatory agency. To meet its goals, iMIX needs to balance its commitment to high quality standards with the ability to operate with agility.

As the pandemic began shutting down the world, The Dot experienced an increase in the mission-critical nature of the organization. Several key healthcare and medical device clients began enlisting the company’s services to help secure their supply chains and ensure they could continue bringing life-saving products to market. To give these clients peace of mind, The Dot needed a quality management solution that would give customers visibility into their manufacturing processes so they could determine whether the CMO’s approach to quality met their standards.

Fix the Mask was created in response to the COVID-19 pandemic. As the virus began shutting everything down, people around the world started scrambling to get masks to protect themselves and their communities. Unfortunately, many of these masks were loose-fitting, which gave virus droplets a path to potentially spread. Seeking a way to give everyone an N95 fit, Sabrina Paseman, CEO of Fix the Mask, and her sister, Katherine, put their brains together and invented the Essential Mask Brace, the nonprofit’s flagship product. As they began trying to bring the product to market, Paseman quickly realized how difficult it was to check every box and get the FDA’s blessing.

Founder and President Graham Taylor began his career in quality as an associate quality engineer in 2007. Having spent over 15 years in the medical device and pharmaceutical worlds, he recognized the importance of an optimized QMS as he set up Helix. At a previous role, Graham battled the time and effort demands of a paper-based quality system, which included constant circulation, completion, and filing of paper documents. A single FTE, a full 10% of labor costs, was swallowed up by quality admin demands. With Helix as a blank slate, Graham wanted to sidestep the effort of paper and build an efficient, easy-to-run quality system from the company's first days.

eClinical Solutions could get by with a paper-based quality management system while they were still a small, single-site operation. Things began to change as the company expanded its growth (including its Indian operations), widened its hiring radius and embraced more remote work, and as COVID-19 arrived. The company moved to a trial master file-based content management platform but found it lacked the extra QMS functionality they needed, such as full CAPA and training management. It was clear eClinical Solutions needed a holistic, purpose-built eQMS. VP of Quality & Compliance Evan Grunbaum and his team started to search for a tool which would eliminate their manual ceiling and free up the company to scale.

UPMC was experiencing issues with messy data impacting their quoting system, reporting, and ability to merge records. The data quality problems were exacerbated by multiple Salesforce integrations and data entry from three main sources: manual entry from sales reps, web form submissions, and in-store entry. This led to numerous duplicates and inconsistencies, making it difficult to enhance their systems and maintain accurate records.

In early 2015, the UK Department for Education (DfE) decided to expand the Adoption Support Fund (ASF) across England after a successful prototype phase with 13 local authorities. However, the prototype service relied on manual processes that were not scalable to meet the needs of 152 local authorities. The need for an IT solution to support the local authority application process was clear, but initial estimates for the project were six months, and additional staff would be needed to administer applications during development.

As software slowly moved from enabling client’s lab operations to impacting lab research outcomes, it formed the basis of their labs competitive difference. Additionally, the client needed unhindered control/ access to the research data they own. Buying a packaged application (COTS) wasn’t the best way forward since vendor customization for packaged applications are expensive and they are commercially available even for client’s competitors to use (no competitive difference). They needed a custom application without the development delays and high costs that come alongside.

The client was using an Order Management System built using Oracle Forms and Reports. The System was developed and continuously enhanced for the last 20 years. While it met the functional requirements, it was difficult to use and required specialized skills to maintain. The System also could not keep up with modern day requirements around mobile workforce support, rapid changes as per business needs, and low cost of maintenance. The existing technology was outdated as well. Thus, the business was looking to invest in future proofing the technology. However, the existing application had business assets that spanned two decades. These assets were important and needed to be reused in the new platform. This included business logic and application.

The client, a global jersey wear apparel industry leader based in South Asia, faced significant challenges with their Order Management System, which was built using legacy Oracle Forms and Reports. The system, although functionally adequate, was difficult to use and required a skilled workforce for maintenance. It was not in sync with modern-day requirements, such as mobile workforce support and dynamic business needs, leading to high maintenance costs. The business sought to invest in future-proofing technology while reusing important business assets gathered over two decades, including business logic and application-specific data.

Snapdeal’s business and platform model is anchored by an innovative system enabling sellers to list their products, manage inventory and make pricing changes in real time while shoppers can review and rate sellers on issues such as shipping, delivery and returns. But challenges on how to maintain their platform’s real-time performance as the business scaled up 200 times arose. Sellers need to push their updates in real-time, and consumers demand a highly responsive online experience. With every page click, Snapdeal combines the updates from shoppers and sellers to display the most relevant products, as well as rankings for all the sellers that are offering the product by price, delivery time, and customer satisfaction. To support its inventory and pricing system, Snapdeal initially deployed MongoDB NoSQL database servers with data in DRAM as a cache in front of MySQL. The Snapdeal application used write-through techniques to update information first in MySQL and then in MongoDB, and it processed reads from MongoDB. However, as the business scaled and more sellers made price adjustments on more products, the MongoDB response times shot up from 5 milliseconds to over a second compromising the consumers’ shopping experience and leading to lost revenue opportunities. Worse, price changes were not always reflected in real-time.

The SiteScout Platform, a demand-side platform (DSP) for real-time bidding and reporting, works with massive volumes of logged cookie matches and user data profiles to distribute targeted display ads with RTB functionality. To further maximize the penetration and reach of ads, SiteScout also offers a number of advanced DSP features, including auto-optimization, retargeting, and mobile traffic support. The demands of the DSP are heavy, requiring low-latency replies, high availability, and the ability to scale, as well as the ability to replicate data across multiple data centers. Early on, SiteScout recognized that a NoSQL database would be best suited for handling its large scale amounts of data. However, the first NoSQL database the company implemented failed to meet SiteScout’s performance demands. The initial NoSQL database was not a true, multi-threaded database, limiting the ability to effectively utilize the machine specification, which was a hugely limiting factor.

madvertise needed a highly scalable, fault-tolerant database solution to support real-time targeting and mobile identifier fusion functionality. The database had to handle ad hoc data with a built-in decay rate, support frequent data updates, and maintain low latency while processing tens of thousands to hundreds of thousands of queries per second. Existing database solutions failed to provide sustained or predictable throughput and lacked a thorough recovery process, leading to load balancing issues and memory restrictions.