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.

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.

Nabtesco Corporation, a Japanese company known for its unique technology in robotic reduction gears, faced a challenge when expanding into energy harvesting equipment such as wind turbines and solar energy collector trackers. The company needed to ensure sufficient gear strength and long-term endurance in gusty conditions for their wind turbines. The yaw and pitch drives in a wind turbine engage with a pinion gear, which transmits power from the drive to the nacelle or blade. The rotation angle between drive and pinion gear teeth is particularly small, so repeated contact over time, particularly under the stresses of high winds and tower vibration, has the potential to damage tooth surfaces and cause assembly breakdowns. The engineers at Nabtesco needed to balance the contact between ring and pinion teeth to reduce the 'normal' stress of rotation and the sheer stress of the teeth against each other. Decreasing the stress on teeth improves their durability and that of the entire assembly as well.

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.

Plastic Technologies Inc. (PTI), a leader in plastic package design services, was seeking a more cost-effective and efficient alternative to extensive physical prototyping and testing. The company wanted to help its customers lightweight plastic container designs and aid in root-cause analysis of product failures. The focus was on designing lighter-weight versions of current packaging to reduce costs and meet consumers’ demand for more sustainable products. However, achieving the optimal design that can offset lightweight material composition with a structure that still meets stringent performance requirements was a challenge.

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.

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.

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.

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.

Arburg, a leading manufacturer of injection molding machines, faced the challenge of bringing its products to market faster, while increasing quality and lowering costs. The company's product range and the modular design of its machines placed high demands on IT services. Under the motto “securing the future with process optimization using standard IT solutions”, Arburg's CIO and his IT team worked closely with the operations departments to radically rethink the company’s IT infrastructure. The goal was to build a process-oriented IT infrastructure with virtual product management to improve time to market and increase development-to-delivery speed two-fold.

Korsö Båt, a family-run boatbuilding company, wanted to leverage its extensive boatbuilding knowledge and expertise with the proper software tools. The company faced stiff competition and its biggest challenge was to combine utility and good looks as every customer wanted to have the best boat. The company relied on its extensive knowledge and experience gained through years of designing boats. However, it needed a technology solution that could help it meet customer demands and stay ahead of the competition.

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 Fédération Internationale de Football Association (FIFA) has set detailed regulations about the materials, substructure, installation, testing, and certification of artificial turf for playing fields. This means that turf manufacturers have to consider a multitude of factors when designing their products for performance and safety. These factors include the make-up of the individual blades to mimic the look and playing-feel of natural grass, the type of yarn/fiber to use, the shape of the fiber, its height above the field surface, its density per square meter, stiffness and dissipative behavior. All these factors affect wear, safety, and playing characteristics. Furthermore, what’s below the visible surface of the grass is just as critical. The fiber travels down through infill made of rubber or thermoplastic granulate, which provides shock absorption, controls rebound and prevents skin damage caused by sliding. Beneath that are additional layers of rubber and sand and, finally, the backing in which the grass blade is imbedded.

Mammut Sports Group, a Swiss mountain sports specialist and producer of alpine equipment and apparel, was facing challenges in accelerating their product innovation and managing their product information in compliance with norms and environmental regulations. The company was managing a highly diverse product portfolio and was using numerous Excel files to manage all their stock keeping units (SKU), which was time consuming and error-prone. The process of juggling between so many files eventually became complicated and information was hard to find. The company decided to consolidate all their product information in one unique system to improve coordination and to have better visibility within their product catalogue.

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.

Renault, a global automotive company, was seeking an enterprise-wide PLM solution that would effectively address issues of standardization for its processes and design tools. With more than 40% of its engineers located outside of France in “technocentres” in Romania, India, Korea, South America and Spain, the company needed a global engineering tool that would allow its designers to effectively and efficiently collaborate around the globe. Renault also sought a solution that would allow it to easily access and manage all of the company’s data – from product design and process to simulation, testing and resources information – while ensuring its traceability. The company wanted a single PDM that could be deployed worldwide to cover all of Renault’s needs for data management across product, process, simulation and performance.

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.