Trelleborg, a Swedish corporation with a century-long history in engineering innovation, specializes in creating molded rubber components that enhance the comfort and performance of vehicles. The design and finite element analysis (FEA) group at Trelleborg's Engineering Center in Michigan, a small but highly productive team, was facing a significant challenge. They were trying to increase their throughput without adding more personnel or hardware. The team was attempting to utilize off-hour CPU cycles from the CAD workstations on an ad hoc basis. However, they were struggling with estimating how long each job would take on a specific machine so that another job could be set up to run behind it. The team needed a way to increase available CPU time to improve their productivity and efficiency.

GE's Oil & Gas business was facing a significant challenge in job scheduling for their applications. The gas turbine engineering group was upgrading its High-Performance Computing (HPC) resources, moving from an 8-CPU UNIX server to a 20-CPU HP ProLiant 380 cluster running Red Hat Linux. However, they encountered unexpected difficulties in job scheduling using open source code. The situation was becoming increasingly difficult to manage, causing delays in production. The group leader, Alessandro Ciani, was tasked with getting the cluster into production but was frustrated with the delays. The situation was urgent, and a solution was needed to ensure the system could be put into production.

Scania, a leading global manufacturer of heavy trucks, buses, and other heavy-duty engine applications, is known for its ability to highly customize its products. This customization process, however, posed a significant challenge for Scania's computer-aided engineering (CAE) departments. The engineers had to rapidly verify a large number of different variants with finite-element (FE) simulations. Automating the entire virtual model assembly process was a major goal for Scania. The process, which included tasks such as positioning hundreds of components, creating contact definitions, and building part connections with pre-strained bolts, was time-consuming and prone to error. In the past, Scania analysts used fully automated solutions, without the capability for user interaction during execution. This lack of automation interactivity often required Scania CAE analysts to manually modify and improve the truck input models, further adding to the time-consuming process.

Boeing's Integrated Defense Systems (IDS) business unit, the world's largest military aircraft manufacturer, was faced with the challenge of refining rotorcraft designs to reduce weight and enhance affordability, reliability, and manufacturing efficiency. The design of rotorcraft, aircraft kept airborne by rotating airfoils, is a complex balance of form and function. The primary goal is to provide maximum functionality at the lowest overall weight. Weight affects the rotor's capacity for vertical lift, which in turn affects the aircraft's range and ability to fly at safe altitudes. However, reducing weight can also make the aircraft a more survivable target for ground fire. Additionally, the stiffness of the airframe needs to be tuned to reduce vibration, which affects passenger stamina, weapons use, airframe durability, and onboard electronics operation. This is also a weight-related issue. Every pound saved is an opportunity for additional improvements in efficiency, performance, ballistic tolerance, soldier survivability, maintenance, and repairability.

TRW Automotive, a global technology company and a Tier One automotive industry supplier, was facing a challenge in its European engineering centers. The company's Chassis group, responsible for designing safety systems, was operating exclusively on desktop workstations and was seeking to increase compute power and streamline workflow. The group was also keen on not committing its limited internal IT resources to the development of a new CAE computing infrastructure. The challenge was to find a solution that could provide more compute power, improve workflow, and be implemented without straining the company's IT resources.

Emhart Glass Research Center, a leading international supplier of equipment, controls, and parts to the glass container industry, was facing challenges in their bottle creation process. The Center, which focuses on developing enhanced glassforming methods, increasing automation and improving yields, was struggling with the complexities of heat, fluid, and air issues in their modeling process. Senior Mechanical Engineer, Pierre Ngankeu, was tasked with performing multi-physics analysis on design concepts, with a focus on fluid dynamics and heat transfer during the molding process. However, the modeling and pre-processing were time-consuming, often taking days for each simulation. Pierre had to work with foreign CAD data, deal with meshing and density issues, and create the flow domain before analysis. Additionally, there was usually not a lot of data available for many of the processes, adding to the complexity of preparing models for simulation.

The machines and the spare parts need continuous monitoring and previously the software that client was using was not an effective one.Therefore, this whole system needs to be modified to smoothen the whole process of manufacturing where analytics, centralized database, and alert system are developed into the software in order to get notified about the critical aspects in the facility. ​Email, message, and notification:Notification to operator and engineer/manager after completion of upgradation of change over sheet with model number and quantity.Generate notifications if input/scanned data doesn’t match with the database values.Sheet assigning, sheet completion.

Quadient, a leading provider of omnichannel customer experience solutions, needed a way to unify and combine every single data type they work with to create machine learning applications that run in real time. This would enable its developers to build a SAAS cloud platform for enterprises to improve customer experience and achieve digital transformation through business automation. Its platform would then be able to predict events by ingesting data from several sources including real-time sensor data, historical data (like ERP and CRM), news, social media, flight tracking, and other sources — and then leverage AI and ML to interact with all that layered data to derive business interaction predictions. This enabled Quadient to provide new capabilities and additional value to its clients (particularly those in the insurance space). Prior to finding and leveraging Iguazio, Quadient tested several cloud platforms to unify, store, and provide a single interface for the various data types it wanted to work with (such as relational data, key values, time series, etc.)

Parkeon, a global supplier of parking and transit systems, wanted to leverage the vast volumes of data they had access to regarding city drivers' habits. They aimed to design a powerful parking availability prediction B2C application that could provide reliable predictions of parking availability and enrich the parking meter data to create greater intelligence. The challenge was to turn the parking meter data and geolocalized data into accurate predictions that could be used in a user-friendly mobile application.

Coyote, the European leader of real-time road information, faced a significant challenge in maintaining the accuracy of speed limit data within their embedded maps. This data is crucial for the functioning of their IoT devices and mobile applications, which warn drivers of traffic hazards and conditions. The company needed an automated, algorithm-based solution that could correct speed limit data and leverage the high volume of incoming data from their IoT devices to generate actionable insights and predictions. This also required instilling a data-driven approach within the company, where decisions are based on real-world data rather than standard analytics reports.

Watchfinder, a leading UK retailer of premium, pre-owned watches, was facing a challenge in re-engaging its site visitors who showed interest in their products but did not make a purchase. The company found that buying decisions often took time, spanning weeks or months, with less than 1% of visitors completing purchases on their first site visit. In addition to driving customers back to its site, Watchfinder also wanted to encourage customers to visit its new physical boutique in the London Royal Exchange.

Monitoring of the red-hot billets and comparing with its exact parameters with human efforts are very difficultThe advantage of this system is it elimanites human efforts and that results in the proper identification of the manufacturing errors ​Therefore, this whole system needs to be digitally operated with minimum human intervention for the simplified functioning of the whole process using AI/ML Also, crucial protection must be provided to the whole system at the hardware edge. ​

AI-Based Solution to Track Marketing ROIA UK based Digital Media startup involved in delivering highly advanced technology services and solutions to its clients all over the world. The company started its glorious journey to make the latest technology accessible to everyone. The customer is doing out-of-home (OOH) marketing and they wanted a tech-based solution to figure out how to improve the marketing ROI by analyzing the user demographics along with the ads which help to boost their business. Problem StatementTo increase the marketing ROI they wanted more details of the user which is practically difficult to get in out-of-home media marketing. So, Problem was how to optimize the marketing stands & marketing ROI of their clients, and the solution is by providing user demographic data along with geolocation.ChallengesThey wanted more details of the user which is practically difficult to get in out-of-home media marketing:A problem in finding the number of viewers of a marketing campaign.Getting the essential Demographics (gender, age, height, etc.) along with Geolocation.Inability to find the right audience to target. Thus difficulty in justifying the marketing return on investment.A problem in counting customers who have viewed the advertisement. For instance, when putting an ad or banner on a van, it is difficult to determine how many viewers have viewed the same or how many times the ad has been viewed by the same viewer, and difficult to find human count, car count, car size, etc.

Bentley Motors, a globally recognized luxury car brand, was facing a significant challenge in the wake of the automotive industry's unprecedented changes. The company, known for its bespoke luxury cars, realized the need for a transformation to ensure its long-term success. This transformation was not only about switching to an all-electric portfolio of vehicles by 2030 but also about implementing effective digital transformation throughout the company. The goal was to streamline operations, improve customer service, and solidify Bentley's position as a global automotive leader. The company also aimed to enhance its customer experiences, which are a key hallmark of Bentley, through a more data-driven approach. However, the challenge was to find a solution that could help them achieve these goals.

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.

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.

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.

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.

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.

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.

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.

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.

Clip-Lok International, a Copenhagen-based manufacturer of reusable, flat-packable wooden boxes, needed to secure its competitive edge by custom designing boxes that are cost effective, match the precise size and shape of their contents, and can be flattened for return shipment. The boxes are custom-made, posing many design challenges for the engineers. They had to design a box that has the optimum shape and size with respect to the products to be packaged, that is cost efficient to produce, assemble and flatten and that occupies as little space as possible during return shipment. These design challenges were met thanks to CATIA PLM Express.

KaVo, a leading provider of dental equipment, was seeking to enhance the detail and usefulness of its product assembly and technical documents. The company was using 3D CATIA models to create assembly drawings, which were then converted to PDF files for use by production workers. However, the information on the PDFs was not detailed enough to ensure high-quality assembly. KaVo needed an automated solution for producing 3D interactive work instructions and product illustrations to provide the level of detail required for accurate product assembly and technical documentation. This would help to reduce the time to market.

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.

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.

The challenge was to compress the development of a system of work for an Unmanned Aerial System (UAS) down to 90 days while providing the students of Wichita State University (WSU) a greater experience using real-life industry tools. The goal was to expose students to industry-related projects that provide them with learning that is not traditionally found in a textbook. The university aimed to be a model for applied learning and an economic driver for the community – where students can transition back and forth between the academic world and industry to work on real-world projects while they’re in school. The first fully collaborative project at the 3DEXPERIENCE Center is an unmanned aerial system (UAS), or drone, designed to handle multiple missions including search and rescue. The UAS was entirely designed and manufactured using Dassault Systèmes’ 3DEXPERIENCE platform and its Aerospace & Defense industry solutions.

Dassault Aviation’s Falcon Spare Parts department needed to provide a consolidated view of all spare parts information worldwide. The division was managing a global network of more than 80,000 spare parts which required precise logistical coordination. Over the years, each site has come to rely on its different solutions to locate the appropriate spare parts but, as a company, they did not have an overall and global view of their data. Moreover, these different solutions use different technologies – mainframe-based or client-server – which contributed to the isolation of each of their sites. To gain in efficiency, they needed a consolidated view of all their spare parts from any of their locations.

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.

Agnico Eagle’s Meadowbank gold mine in northern Canada was facing a challenge of integrating mine design and production schedules with geological modeling to increase in-house knowledge and ensure profitability. They were struggling with a competitive software solution for over a year and needed a more efficient and effective solution. The mine is Agnico eagle’s largest gold producer, with 1.8 million ounces of gold in proven and probable reserves since the open pit began in early 2010. The mine is one of the most complicated waste management sites in Canada with 14 dikes, 9 pits, multiple dumps and more than 100 haul routes. The mine was also looking to reduce production costs and needed to modify the long-range plans on-the-go ensuring they are up to date with current operations.