可口可乐斯威士兰，南非希望找到一种能够实现以下结果的解决方案： - 在一年内减少 20% 的能源消耗。 - 制定一系列战略举措，争取企业管理层的承诺并提高员工意识，同时帮助实现部门目标并投资于有助于能源管理的工具。 - 制定一系列战术举措，以优化车间的能源使用。这些措施包括仅在非高峰时段为叉车充电和运行冷藏室，仅在工作时间运行除尘器以及根据某人的存在来设置灯光和空调。 - 提高对工厂和其他流程的了解。 - 为某些进程启用有限的非侵入式控制功能。

- 避免资产故障并减少设备停机时间- 识别系统和设备行为的细微变化- 获得新出现设备问题的预警- 实时监控整个车队的关键资产的运行状况和性能- 改进维护计划 y 获取知识以优化工厂人员之间的信息共享

奥升德运营必须访问多个软件系统，才能以有效和安全的方式管理日常运营。这些系统生成大量数据，其中包含与管理系统、业务系统中的规划和成本信息以及能源消耗有关的关键信息。因此，奥升德管理层面临着创建相关报告以反映其运营流程整体环境中的绩效衡量的挑战。该公司以前的流程需要手动收集和分析数据，但效果不佳，因为收集的信息是事后生成的，而且过于复杂，无法在整个组织内协作使用。

赢创计划建造一座新的 6 号蛋氨酸工厂，并正在寻找更有效地完成这一过程的方法，并确保它与他们现有的在线数据管理基础设施相集成。

皮马县面临以下挑战： - 每天管理超过 6000 万加仑的污水，以支持该地区超过 100 万人口。 - 在警报响起时立即采取行动，提醒操作员注意工厂内的问题 该解决方案应该能够启用以下功能： - 确保获取当前劳动力的机构知识，以便对未来的操作员进行有效培训 - 采用有效的态势感知策略使人员能够有效地了解和解决设施的运营问题 - 由于资产分布在 700 多英里，运营管理很困难

作为恰蒂斯加尔邦的新首府，打造首个环境可持续的智慧城市。使用优化的解决方案来满足公民和企业的需求。通过安全、高效、可持续的市政设施和规划系统提高生活质量。

作为恰蒂斯加尔邦的新首府，打造首个环境可持续的智慧城市。使用优化的解决方案来满足公民和企业的需求。通过安全、高效、可持续的市政设施和规划系统提高生活质量。

New Belgium Brewing, the third largest craft brewery and eighth largest overall brewery in the U.S., was facing challenges in meeting the growing demand for its products. The brewery lacked real-time information on unscheduled downtimes at various equipment areas, which caused production slowdowns. The production staff were continually reacting to unscheduled downtime at equipment areas. Management needed to address gaps in methods and processes to drive improvements. The bottling operation lacked the ability to predict capabilities to effectively commit brewery staff to specific production goals.

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.

Adani Transmission Limited, part of the Adani Group power and utilities conglomerate, is responsible for designing, engineering, constructing, operating, and maintaining electricity transmission networks across India. The company was tasked with a demanding project that involved the construction of hundreds of towers to carry transmission lines for an inter-state high voltage transmission line project from the new NTPC power plant in North Karanpura. The project required four different types of towers, each with unique detailing. The challenge was to work effectively across the whole design, manufacture, and construction process with no margin for error.

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.

The Infineum Group, a producer of additives for lubricant oils, was facing challenges in maintaining safety and productivity in their petrochemical plants. The proximity of the plants to inhabited areas made it essential for the sites to be safe and reliable at all times. The company was also struggling with the detection of critical indicators, such as vibrations or the presence of foreign particles, which automatic instruments do not usually detect effectively. The company wanted to maximize the value of the time and experience of the field operators. The company's goal was to increase the plant’s availability by anticipating any potentially damaging situations, optimize operators’ efficiency and reliability during inspection activity, and limit production downtimes to scheduled maintenance only.

Fauji Fertilizer Company (FFC) was facing a challenge of training their personnel on the newly-commissioned Distributed Control System (DCS) to reduce operational incidents, increase uptime and equip operators to respond to emergencies. The company also wanted to maintain a high level of performance for experienced operators and new hires alike. Another challenge was to quickly and effectively prepare new plant operators to work in actual control room and field environments. The company was also facing manpower challenges due to upcoming retirements and anticipated higher attrition rate. The company needed a solution that could expose new hires to critical and emergency scenarios that happen only infrequently.

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.

Hawaiian Commercial & Sugar Company (HC&S) is a major provider of raw sugar in Hawaii, producing about 200,000 tons annually. However, the company faces stiff competition from larger mainland sugar companies and makers of artificial sweeteners, which have been taking large bites out of the mature sugar market in recent years. To maintain its share of that market, HC&S offers its own specialty sugar brands, which cost more to produce. Therefore, efficiency becomes doubly important to achieve HC&S’s necessary cost-competitiveness. HC&S also makes something else, a “product” that it not only sells, but also uses to increase its efficiency. A fibrous residue called bagasse is used at HC&S as fuel to generate steam and electricity. Most of the steam is used to generate electricity, while the exhaust steam is funneled back into the sugar-production process. Electricity produced at the plant is also recycled back into sugar processing, with the excess power being sold to the local electric utility.

Amalgamated Beverage Industries, a division of South African Breweries (SAB), was faced with the challenge of improving the overall production performance and accelerating the commissioning of a new packaging line to effectively address the annual summer demand for soft drinks. The facility needed to conform to Pack ML standards to ensure efficient operation of facility manufacturing equipment. The automation system had to work with existing SAP process order applications and daily production reporting facilities. The company wanted to capture all downtime data using the OMAC model of open control technologies for manufacturing applications. Another challenge was that the software project was being implemented at the same packaging line it was to monitor while it was being commissioned. During commissioning of a new factory line, all focus and effort is centered on this process. However, Amalgamated was challenged to implement both the hardware component and the software simultaneously.

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.

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.

Amadori Group, a leading food processing company in Italy, faced challenges in optimizing temperature management during meat processing steps. The company needed to ensure traceability, with exact temperature data for every step: processing, stocking, and preservation. They aimed to deploy a system that improves plant efficiency. However, they faced difficulty in software migration from an outdated version to a highly innovative and scalable system. They also needed to create a temperature control system that adjusts according to the external weather conditions. The most sensitive part of production was the correct management of temperature, both in the processing and in the stocking and preservation steps. Temperature must be kept constant in the cold stores used in the preservation of slaughtered meat in order to prevent it from quickly spoiling.

Xcellerex, a company revolutionizing the way biopharmaceuticals and vaccines are developed, manufactured, and commercialized, faced the challenge of integrating complex technology with ultra-high levels of functionality. The company aimed to create a biomanufacturing platform that employs single-use technology, controlled environment modules, process automation, and electronic batch records. The goal was to address the growing demands in the biomedical market space for more effective biopharmaceutical manufacturing processes and develop a solution that would define a model for improving how biopharmaceuticals, vaccines, and other therapeutics are developed, manufactured, and commercialized.

Aibel, a leading service company in the upstream oil & gas industry, was tasked with the engineering, procurement, and construction of a 22,500 ton drilling platform for a global energy company called Equinor. The project was massive in scale and required collaboration from over 850 engineers from all over the world. The challenge was to manage this large-scale project across multiple international offices and deliver the platform on time and under budget. The scale of the project was such that it was unsupportable by most software.

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.

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.

Hendrick Motorsports’ manufacturing complex contains six buildings, each with its own inventory warehouse. These include separate buildings for each individual racing team’s facilities. As each car is tested and modified for optimum performance on varying racetracks, its crews use parts from these buildings. Documenting the performance of each part in each possible race car configuration is important. Hendrick Motorsports (HMS) had been tracking these activities manually, which was tedious, time consuming, and costly. Scott Lampe, chief financial officer for HMS, is responsible for optimizing resource use for both on-track performance and cost. Toward this end, he implemented the Microsoft’s Business Solutions-Dynamics SL financial program, which he wanted to integrate into a single, compatible system to manage inventory, track parts usage, and maintain a historical profile of car performance. This integration required overcoming the following challenges: Coordinating information across 6 warehouses that are operated as independent entities, Tracking usage of approximately 150 components on each car, Monitoring performance reliability, Getting the system up and running within 4 months.

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.

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.

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.

Fujirebio Diagnostics, a trusted source of innovative solutions in clinical diagnostics, was facing challenges with its existing paper-based GMP record system and manual process. The company was spending significant time each day manually reviewing reports. The paper-based system was not only time-consuming but also vulnerable to reporting errors. Moreover, any new system implemented had to enable the company to remain in compliance with federal regulation.