为了开发新的宽体飞机，空中客车公司需要确保所有内部和外部利益相关者的质量和一致性。空中客车公司面临许多挑战，包括非常激进的开发计划和快速提高产量以满足交付承诺的需要。缺乏沟通会延长设计时间并引入导致成本上升的错误。

为实现全球领先地位，东洋勘探开发需要加强产品开发团队之间的协作。该公司已经拥有一个产品生命周期管理 (PLM) 系统，但它需要一个平台来促进协作并在大规模生产之前改进问题检测。

随着越来越多的制药和医学实验室寻求从手动转向自动化生物样品处理和移液过程，以更有效地运行并应对不断增长的压力，对 Flow Robotics 液体处理机器人的需求正在稳步增长。这家丹麦制造商需要一个高性能平台来帮助扩大其机器人的生产并加速其产品开发过程。

东洋轮胎对其业务有着宏大的计划。它认识到随着汽车制造商开发新的交通方式以及围绕互联汽车和城市不断取得进步，汽车行业正在发生重大变化。随着新一代电动汽车的上市。在寻求为不断发展的汽车制造新一代轮胎的过程中，东洋轮胎需要加快其产品开发流程，并将创新置于其活动的核心，以开发与行业和消费者期望相适应的新产品和技术。为了支持这种新方法，东洋轮胎决定建立一个新的模拟过程和数据管理 (SPDM) 系统，以支持其创新工作。

Branch Technology 需要能够帮助其处理复杂几何形状的软件，以便为各种不同的数字制造方法生产许多组件。它还希望实施一种消除数字制造瓶颈、易于更新并产生高保真零件的数字工艺。

开发创新天线以在具有挑战性的环境中实现可靠的高速数据链路随着世界变得越来越紧密，5G 和卫星宽带为以前无法访问的地区和环境提供无线连接。这些技术通过允许几乎在任何地方的高速数据，有望彻底改变从通信和娱乐到工业、物流和医疗保健的领域——到 2028 年，仅 5G 就有望实现高达 6640 亿美元的服务。 [1]利用这种潜力将需要能够应对新挑战的新型天线。前几代移动技术倾向于使用全向天线和类似的设计，这些设计只是从尽可能多的方向提供覆盖。但是，这些设计不适用于卫星宽带和毫米波 5G 的未来。为了让卫星互联网正常工作，最终用户——他们可能在地面上、在移动的汽车或船只上，甚至是飞机上——需要对卫星有持续的视线。卫星本身在天空中移动，用户可能会在卫星之间反复切换。 5G 的问题也类似。前几代使用的全向方法并不合适，尤其是对于毫米波 5G 中使用的非常高的频率。在这些频率范围内，从 24 GHz 到 53 GHz，波通过空气和其他材料的损耗要高得多。 ALCAN Systems 成立于 2016 年，其使命是为蜂窝和卫星通信创建低成本的智能天线系统。他们开发了一种使用相控阵天线的创新方法，使用液晶显示 (LCD) 技术来精确控制元件之间的时间延迟和相移。与传统的相控阵相比，LCD 技术可以制造得更紧凑、更高效、更便宜，并且可以在与 LCD 电视相同的生产线上制造。

为应对IC设计行业复杂的供应链，GUC希望采用灵活创新的商业模式，作为整合IP供应商和IC设计合作伙伴的关键设计枢纽。然而，该公司必须首先理清其内部流程。项目状态报告被证明是不准确的，因为项目信息是每周手动更新的。管理产品问题需要很多资源，解决问题的知识既没有积累也没有编入数据库。 GUC 需要不断地与晶圆制造商、封装厂、测试厂和其他业务合作伙伴进行沟通、协调和协作。因此，它需要一个全面的项目管理集成平台来处理错综复杂的内部和外部业务流程。

富士通面临的挑战是收集客户对日益复杂的产品的需求，开发解决方案，并按不断加快的进度对其进行测试。为了避免对过时的设计进行测试，富士通的员工需要更好的方法来随时了解可能影响正在运行的测试的需求和设计的持续变化。由于要管理大量文档，因此进行、跟踪和交流更改既困难又耗时。缺乏可见性使得需求和测试团队难以保持同步，并且查找存储在静态文档中的数据是一个耗时的过程。

Lenovo's ThinkPad line of laptops is known for its aesthetics and durability. However, the challenge lies in ensuring that the laptops are not only portable but also durable. The laptops face demanding loads and forces even when they’re just being carried from place to place. It’s important for the covers to be stiff enough, with minimal deformation, so that the rear cover will protect the display, while the base cover protects the motherboard. Another challenge was to reduce the thickness of the keyboard assembly without losing the traditional keystroke feel.

General Mills France, a subsidiary of a world-leading food company General Mills, wanted to increase its share of the ice cream market by expanding its Häagen-Dazs premium ice cream brand to respond to consumers’ increased inclination for snacking. The company needed to design the most efficient and innovative merchandising strategy to launch its expanded line of Häagen-Dazs ice cream. The key to success was innovative merchandising. The company engaged with major French retailers to implement the most effective way to position and merchandise its products to maximize category growth and brand revenue.

Shanghai MicroPort Orthopedics was looking to expand into new orthopedic products. They were particularly interested in total knee replacement (TKR) implants and wanted to compare the performance of fixed-bearing and mobile-bearing designs. The company wanted to conduct its own research and development to bring out innovative products. However, traditional methods of testing prototype designs in the lab using a bench-top device called the Kansas Knee Simulator (KKS) were costly and time-consuming.

Tetra Pak, the world's largest supplier of aseptic packaging, was faced with the challenge of ensuring the integrity of aseptic packaging by modeling the complex fluid-structure interaction of the filling and sealing process. This included the packages, liquid, and machines. The company wanted to control the process completely, which required an in-depth knowledge of the loads and forces involved. The packaging process was designed to be as simple as possible, but this simplicity posed tremendous engineering challenges. The packaging material was very thin and flexible, which made for large deformations under pressure changes. The cross-section of the tube rapidly changed from circular cross-section to fully closed when folded. Most importantly, there was a strong fluid-structure interaction to be modeled that had to take into account the changing pressure waves in the fluid and their effects on the packaging material.

The mining industry is facing a challenge with the increasing size of datasets as mining companies develop and expand existing properties. The large data size has made it difficult for mining software to keep pace, often taking hours or even days for geology and mine planning applications to update models. This delay in updating models can lead to inefficiencies in production scheduling and increased costs. For instance, if waste material is sent to processing, the mining company will spend unnecessary money without a return and create unnecessary wear on equipment, shortening its life cycle and driving up maintenance costs.

Doosan Infracore, a globally renowned player in the industrial equipment industry, aimed to become one of the top three global machinery suppliers by 2020. To achieve this, the company needed to improve the productivity and product quality of its 14 subsidiaries and R&D centers in the US, China, Norway, and the Czech Republic. The company faced challenges in reducing product development time, errors, and rework, and improving data integration and security throughout the product lifecycle. Their existing PLM system, a collection of heterogeneous, tailor-made, in-house software applications, generated data incompatibility issues from one site to another, making it difficult to address these challenges.

Panasonic Home Appliances, a specialist in household appliances, faced a challenge of reducing product development lead time dramatically. The company needed to transition from 2D drawings to 3D design to meet the increasing demand for induction heated (IH) ranges and other IH-at-able cooking appliances. The spike in demand for IH ranges beginning around 2000 and new competitors quickly hitting the market, Panasonic knew it needed to adopt Product Lifecycle Management (PLM) technology quickly. With its customers demanding greater product variation, Panasonic understood that to remain competitive it must demonstrate consistent improvement in the functionality and quality of its products. Panasonic also knew that it must reduce costs and shorten development lead-time.

Wittur, a leading manufacturer of elevator components, modules and systems, faced a challenge following a series of acquisitions. The company needed to leverage the massive amount of diverse data across its globally-located plants and to increase part reuse. As it acquired companies and established production plants and sales organizations around the world, Wittur found itself faced with a diverse IT environment that prevented its employees from easily finding and leveraging all of its information. Data was stored in different legacy SQL databases each with their own material codes, norms and structure, which had to be sifted through individually. This was extremely time-consuming. Another challenge was to reduce the number of duplicate parts in its system. The engineers were having difficulty finding existing parts for new projects, so they preferred redesigning them, even though, in many cases, a similar part existed. This continuous duplication of parts required additional storage space. It also drove up costs as redesigning a part includes R&D, manufacturing, testing, logistics and inventory, all activities that could be avoided if they could just find an existing part to fit the bill.

Chitkara University in Chandigarh, India, was faced with the challenge of providing its students with a multi-disciplinary education while encouraging initiative and entrepreneurship through projects and contests based learning. The university wanted to increase the employability of its students and enable them to design products that bring value to society. The university also wanted to help Indian companies gain a competitive advantage in the global marketplace by producing students proficient in technologies used globally. The university's student-centric approach and focus on innovation and entrepreneurship required a platform that could support these objectives.

Enquip, a Brazilian company that develops and manufactures industrial equipment for use in cargo handling solutions, was seeking to optimize its manufacturing processes and make better use of its existing hardware and machines. The company faced a key challenge in expanding and improving the management of its engineering data, a function that was previously limited due to integration and programming issues with production equipment. Enquip required an integrated PLM solution that was both robust, came with technical support, and was easy to integrate into existing software solutions.

NSE Composites was tasked with analyzing loads, stresses, and fatigue for an innovative, sweep-twist wind turbine blade design that is targeted to capture significantly more energy on light-windspeed sites. The basic physics and economics of wind turbine blades are relatively simple. Their power output is roughly proportional to the square of blade length. This relationship pushes designers to create increasingly longer blades for harvesting additional kilowatts. Secondly, as blades get longer, weight increases—by approximately the cube of the length—leading to higher raw material costs. This correlation sends designers in search of weight-efficient geometries that are strong and rigid enough to weather the increased loading inherent in longer blades.

Tyco Fire Protection Products needed to provide its new production factory in the Czech Republic with easy access to up-to-date design information. The factory was not originally part of Tyco, but belonged to a manufacturing company producing electronic products for various customers including Tyco. After the factory was purchased by Tyco, it needed to transition from its older ENOVIA MatrixOne system to Tyco’s ENOVIA Version 6 application, part of the 3DEXPERIENCE Platform from Dassault Systèmes. The transition had to be done quickly as Tyco management announced that MatrixOne would no longer be accessible after three months.

Zvezda, a leading Russian toymaker, faced challenges in maintaining its lead in the domestic market and securing its entry into the international market. The company needed to reduce product development time and modernize its operations with state-of-the-art technology used in modern toy manufacturing. The company's traditional methods based on outdated drawing technology were insufficient for creating exact replicas of modern aircraft, which have exceptionally sophisticated interior layouts. Increased competition in domestic and international toy markets forced Zvezda to adopt a new strategy that ensures technological support of its production process. The company's main business goals, such as constantly replenishing its stock, improving product quality, and focusing on innovation, necessitated the implementation of a more powerful system for automated design.

Maschio Gaspardo, an Italian agricultural equipment manufacturer, was facing the challenge of meeting the diverse needs of farmers across the globe. The company needed to implement a flexible business environment to rapidly develop a full range of products tailored to farmers’ diverse needs. The demand for customized equipment and services was increasing due to varying local farming needs such as size of land or soil composition. Moreover, the growing demand for organic food and sustainable farming methods had changed the way the land is cultivated. The company's customers expected them to provide precision farming solutions through innovative equipment delivered fast without compromising on quality. To meet these challenges, Maschio Gaspardo needed to transform its business and improve collaboration among design, sourcing, production, and service teams.

West Virginia University (WVU) was tasked by U.S. Homeland Security to develop large inflatable plugs for use in emergency situations requiring the closing of vehicular tunnels or other large cylindrical structures. The challenge was that refining prototypes in a test facility was complex and time-intensive. The need for such a plug was driven by incidents such as the flooding of New York City’s subways during Hurricane Sandy, a truck fire in the Mont Blanc Tunnel, and the release of sarin gas in the Tokyo subway system. The idea was to set up inflatable structures, either permanently or temporarily, in multiple locations where an emergency was anticipated.

Pol-Eko-Aparatura, a leading Polish producer of laboratory equipment, was facing the challenge of meeting the demands of its growing customer base without increasing cost or compromising quality. The company was operating in a highly specialized laboratory equipment market, facing stiff competition from neighboring Germany. While lower product costs due to lower Polish wages gave Pol-Eko-Aparatura a competitive advantage over its German rivals, it was not enough to guarantee success. Therefore, the company focused on reducing time-to-market while maintaining high standards of design quality. The company was using a third-party CAD system, which was not efficient enough to meet their needs.

TÜV SÜD, a leading global technical service corporation in Filderstadt, Germany, is responsible for independently testing, inspecting, and certifying nuclear facilities for licensing by the German government. The company needed to ensure the safety of nuclear plant reactors by identifying and correcting problems that threaten the longevity of the plants. The systems, structures, and components of nuclear plants can change with time and use. Components can wear out, corrode, or degrade; instrument and control systems may become obsolete as technologies evolve. The properties of critical materials may change through heat and neutron irradiation. Identifying and correcting longevity issues can extend the operating license of a plant by several decades, which is why upgrading older facilities is a major focus of nuclear regulatory bodies and plant operators.

Messier-Bugatti-Dowty, a global leader in aircraft landing and braking systems, faced the challenge of finding customized solutions for each client as rapidly as possible, often across continents. The company operates in a cross-cultural, multi-site environment with technicians and engineers working in different countries who do not necessarily speak the same language and who, in the past, were using different methods and tools. Each of their sites in Gloucester (UK), Montreal and Toronto (Canada), and Bidos (France) had their own industrialization processes and tools, making data exchange difficult and collaboration practically non-existent. The company launched a Manufacturing and Engineering Data System (MEDS) project to streamline development processes by rationalizing information systems at landing gear production sites.

KT&G, a leading tobacco manufacturer in South Korea, was facing challenges in managing and sharing product data across its different offices. The company's brand planning team is based in Seoul, the R&D team and production factory are in Daejeon, and the packaging facility is in Chonan. The development of new products involved many steps, each requiring coordination between these different locations and management of massive amounts of information and product data. Without an effective data management system, managing and sharing the right data was a serious challenge. The company needed to implement improvements to its development process in order to effectively manage product information and its flow from one location to another.

INNODESIGN, a top ten design firm in the world, was facing a challenge in accelerating its creation of innovative products to satisfy rapidly changing consumer tastes. The company needed to improve the sharing of design ideas and streamline its design processes. The company's CEO, Youngse Kim, believed that new ideas and speedy design processes were the most important factors that contribute to a product’s victory or failure in any market. He wanted to provide Korean startups with a place they could go to obtain design expertise and financial assistance, if needed, to get their projects off the ground when starting their own businesses.

A. Zahner Company, a US-based architectural engineering, manufacturing, and construction firm, was facing challenges in designing more complex geometries and improving communication between project stakeholders. The company was at the forefront of a shift in architecture to digital construction, using Building Information Modeling and digital definition to improve transparency and reduce errors. However, the iterative process of architectural projects often led to communication issues between different groups. The company needed a solution that would allow for efficient collaboration and communication, as well as the ability to design complex geometries.

The article discusses the challenges faced in hip replacement surgeries, particularly in cases where the patient has outlived the lifespan of the hip prosthesis, which is typically between 15 to 20 years. When a prosthesis fails, a revision surgery is carried out to replace the components. However, a significant challenge faced during implant revision surgery is that the pelvic bone stock is often significantly reduced. Ten-year failure rates of primary hip replacements are estimated at 11.4%. This number more than doubles to 25.6% in case of revisions. In over 58% of those revision failures, the acetabular component is involved. To deal with these challenges, a custom approach is most suitable.