The Quality Manager at a privately-held injection molding company faced a critical issue: freeing staff from non-value-added data manipulation activities. The quality team inspected samples of complex products using a Coordinate Measuring Machine (CMM) and manually entered data into a statistics package for analysis. This process was time-consuming and error-prone, requiring a half-time job on each of two shifts. The company leadership aimed to redirect staff from these tasks to more productive activities by automating the data collection process, thereby reducing measurement errors and freeing up staff for more valuable work.

A Vice President of Operations for a US-based electronics manufacturer found his team struggling to identify opportunities to improve their business. Turf wars were common, as were racks of components waiting for rework and retesting. Bright, motivated engineers worked independently to optimize their domain. In doing so, they competed with each other for resources, missed common problems that spanned their areas of responsibility, and were unable to prioritize the most important issues for the entire organization. The organization lacked timely, accurate, unbiased visibility into the performance of the entire manufacturing floor. The VP envisioned a single standard to aggregate, contextualize, analyze, and visualize manufacturing performance in real time.

Palmer Foundry faced significant challenges in meeting customer quality assurance guidelines due to data being scattered across multiple spreadsheets and laptops, making it difficult to access and analyze. The company also had limited statistical process control (SPC) skills and an overburdened IT department, which made the introduction of new software a concern. Despite their success in delivering high-quality products, Palmer needed to prove their quality control processes to meet industry guidelines and customer requirements. They saw an opportunity to adopt a manufacturing intelligence system to improve decision-making and business strategy.

Reducing the excessive workload associated with the operations and responsibilities resulting from the certifications, and making it easier to comply with and document the requirements of the regulations are some of the needs we will satisfy with the tool. In addition, El Sauce saw that the SE EHSM Suite was the tool it needed to support the organization’s integrated management system. One of the points that attracted the construction company’s attention was that the documentation would be brought together in one place. The company will be able to access information in the system no matter where the offices are. By bringing the information together, one of the results that will be achieved with the tool will be simplified access to information, as well as fewer printed documents and forms in circulation.

The company needed software so as to lower the costs of implementing the ISO 9001, ISO 14001 and Accreditation 17025 quality certificates. Moreover, Empresa Municipal de Aguas de Gijón lacked a tool to control management of documents related to quality certificates.

Engie faced significant challenges with their outdated document management methods. The manual control of documents was not only time-consuming but also led to decreased productivity and posed a risk to their Quality Management System and Information Security. The inefficiency in handling documents manually resulted in wasted energy and compromised the overall quality of their operations. The need for a more efficient, secure, and automated document management system was evident to overcome these operational hurdles.

According to Suzan Kelly Oliveira, Data Protection and Process Manager at Grupo Tiradentes, the group's main challenges were managing quality processes and disseminating the area's work to the rest of the company. The organization used a number of tools to manage quality, which made control impossible and resulted in high costs. The fragmented approach to quality management led to inefficiencies and a lack of cohesive control over processes, which was a significant hurdle for the group.

According to Andrea Fernanda Ribeiro, Santa Rita's IT supervisor, attending patients safely has been the hospital's goal over its more than 40 years of history. The hospital faced challenges in maintaining continuous safety in patient care while also striving to achieve and maintain certifications such as ONA Full Certification and ISO 9001. These certifications are crucial for ensuring the quality of health care services and establishing quality management models. The hospital needed a solution that could automate processes, improve efficiency, and support regulatory compliance to meet these goals.

FGV needed to store all of the documents that are sent by its schools and business units in order to manage this collection of documents and remain in compliance with directives from the Ministry of Education and Culture.

DeKalb Metal Finishing identified inefficiencies in their business operations that were affecting process quality and increasing costs. The company needed a robust solution to streamline processes, enhance quality, and reduce operational costs to maintain their commitment to quality, sustainability, and ethics.

The objective of improving project management for new product creations and monitoring the organization’s strategic performance prompted Data Traffic to adopt SoftExpert Excellence Suite. Certified with the ISO 9001 Standard, Data Traffic sought a solution that would facilitate the control of quality system documents and give the company’s head office and branches the same benefits in terms of system use. The solution needed to allow for strategic project management, including the monitoring of phases facilitated by online access. Additionally, the company required a system that could map and automate critical processes and manage transit control equipment electronically.

Universidade Anhembi Morumbi was looking for a solution to automate and enhance its processes. One example of this was the Ombudsman process, which used e-mail based processes that made control and tracking hard, as well as the Class Discipline Transfer process, where stages such as validating information were done manually.

UNIT needed to automate and enhance management and traceability of building and property maintenance, which was done by opening calls with the Shared Services Center or CSC.

The company currently manufactures about 60 different types of diesel engines for industrial applications, in addition to equipping vehicles with capacities ranging from 1,000cc to 30,000cc, including pickups, trucks and heavy tractors. Isuzu currently has an annual production of 16 million units. The company's processes were not controlled in a standardized manner, making it difficult to manage responsibilities, meet deadlines and assess results. In this context, the Company began looking for a tool to improve operational efficiency, aimed at improving workflow, document and KPI management.

Plimor, one of Latin America's main transport companies, faced challenges in implementing its strategic planning based on the Balanced Score Card (BSC) methodology. The company needed a solution that could help control strategic actions and initiatives, detect deviations in performance, and manage high-risk events. Additionally, Plimor required a system that could integrate with its existing ERP and provide easy-to-read reports for effective performance management.

Universidad Nacional de Colombia - UNAL sought to consolidate an Integrated Quality System by strengthening process-based management and continual improvement.

Hyundai Motor Company faced a significant challenge in managing its extensive documentation while ensuring compliance with ISO 9001 standards. The company needed a robust solution to automate document management processes, streamline operations, and maintain high-quality standards. The existing manual processes were time-consuming, prone to errors, and did not meet the stringent requirements of ISO 9001. This situation necessitated a comprehensive solution that could handle the complexity of document management across multiple locations and departments, ensuring consistency and compliance.

The company identified the need to conduct all the Group's management in a global fashion and integrate the Oracle and SoftExpert systems to facilitate integrated management.

Nidec needed a solution that could manage their customer requests globally. Laiz Maia, Nidec Global Appliance's technical support specialist in the Quality area, emphasizes that the company needed a system that was easily accessible by all plants in the group. They were looking for an online system that could document all the root cause analysis actions and action plans.

In addition to controlling documents and managing corrective and/or preventive actions, Mercado de Valores de Costa Rica needed to manage quality audits and indicators. For this reason and due to the constant concern with maintaining the standards demanded by the ISO 9001:2008, the organization went in search of an integrated solution that could fulfill all the requirements associated with its quality processes.

Infarmasa was looking to tighten its control of documents related to its quality management system, making document processes more streamlined, reducing paper costs and providing greater fluidity to communications on document statuses.

The search for improvements for the quality management system at the Infarmasa Corporation, one of Peru's largest pharmaceutical industries, was justified by its need to control the documentation related to the quality management system in terms of emission, revision, distribution, filing and validity. The company needed to streamline document processing, had excessive costs with paper, and also needed to increase the fluidity of communication on the status of the documentation.

One of ITS System’s needs was to register all existing processes for further control and maintenance. Besides that, the company needed to reduce document hard copies and digital copies, have centralized information to obtain maximum re-usage of existing content, and allow independent area maintenance.

At the end of 2014, Adami's board of directors hired a consultant to implement a model of governance by indicators. In 2015, the Planning department, in conjunction with the Information Technology department, decided to invest in solutions that would allow for a more dynamic form of management. The goal was to optimize corporate governance, improve process efficiency, and ensure regulatory compliance. The company faced challenges in managing and standardizing information across its various business units, which included Chemical-Mechanical Paste, Forestry, Timber, Paper, Packaging, and Electrical Energy sectors.

The accelerated growth of the company and search for competitiveness prompted Cifarma to seek an efficient online document management system with cutting-edge resources. They needed to save time and boost efficiency in document control while also managing equipment maintenance effectively. The company faced challenges in unifying processes across its units, ensuring document security, and complying with regulatory norms.

Tecnosulfur faced the challenge of manually controlling and distributing over 300 physical documents, as well as managing its Quality Management System (QMS) procedures, work instructions, and specifications for products and raw materials. Additionally, the control and processing of nonconformities were also done manually through paper forms. This manual process was time-consuming, labor-intensive, and prone to errors, leading to inefficiencies and potential nonconformities in audits.

A few years ago, the team began looking for an in-memory computing platform that supported secure internode communications in their server cluster. In their growing business environment, performance and resilience were critical top-of-mind issues. They needed real-time visibility into the transactional flow between nodes. They felt that pursuing an in-memory solution would provide them the performance levels they needed, but they also needed extremely high levels of business continuity. They also felt they could leverage an in-memory technology as a caching mechanism on the database data for their microservices. Just as importantly, regulatory compliance was a factor in their initiative. Regulations like the Payment Card Industry Data Security Standard (PCI DSS, or sometimes just PCI) was an inherent part of their business. Having a platform that could simplify their compliance effort and reduce the risk of violation would be ideal. One requirement of PCI is implementing processes and technologies that will protect cardholder data from unauthorized access. This generally includes a combination of authentication/ authorization controls plus encryption. The former ensures that only authorized personnel can access the data when going through legitimate access points. The latter ensures that the data is protected from a wide variety of system breaches like “eavesdropping” (i.e., when a hacker captures network traffic of transmitted data between nodes).

The lockdowns triggered by the coronavirus pandemic provide a timely example of the value of the partnership. The stay-home orders enacted across the globe quickly and dramatically changed business foot traffic. As the pandemic subsides or flares up in various regions, it is critical for advertisers to have live insights into what people are actually doing in order to cost-effectively target campaigns and promotions.

Charter knows that the customer expects those services and more. Customer satisfaction continually expands to include better reliability, competitive pricing, and exciting new features. By extension, the growing expectation is to continually understand and react quickly to the customer. Charter recognized the advantage of being able to instrument, collect, and continually analyze the performance of its platforms to drive improvements in both the product and each customer’s experience.

TrueCar, a digital native company, sought a better solution for analyzing real-time clickstream data to detect anomalies in user activity. The existing data warehouse and business intelligence stack did not provide the required low latency. Additionally, TrueCar was concerned about the cost of scaling to support analytics on large and growing amounts of streaming data. They wanted to make analytics available not just to analysts but also to business users in diverse functions such as marketing and finance, without the time and risk of building an end-to-end analytics capability from scratch.