Providing a Service Platform Across the Enterprise with Aras PLM to Streamline New Product Development Process
公司规模
1,000+
国家
- Japan
产品
- Aras Innovator
- Elysium CAD connectors
技术栈
- Model-based architecture
- Private cloud environment
实施规模
- Enterprise-wide Deployment
影响指标
- Cost Savings
- Digital Expertise
- Productivity Improvements
技术
- 平台即服务 (PaaS) - 应用开发平台
- 平台即服务 (PaaS) - 数据管理平台
- 平台即服务 (PaaS) - 设备管理平台
适用行业
- 航天
适用功能
- 商业运营
- 产品研发
- 质量保证
服务
- 云规划/设计/实施服务
- 软件设计与工程服务
- 系统集成
关于客户
Kawasaki Heavy Industries Ltd. (KHI) is a leading manufacturer of equipment for the aerospace, energy, industrial equipment, power, transportation, and shipping industries. With 34,000 employees on six continents and over $13 billion in annual revenue, KHI serves a global customer base in dynamically changing markets. The company’s aerospace division designs and manufactures products ranging from aircraft to satellites, while the transportation division delivers the Shinkansen and New York subway cars. KHI’s ship and offshore division produces gas carriers, large tankers, and advanced submarines. The energy solutions division provides global markets with energy equipment and management systems. KHI is also active in high-level engineering technologies, including environmental and recycling plants, industrial plants, precision machinery, industrial robots, and infrastructure equipment. In the consumer products segment, KHI produces motorcycles, watercraft, all-terrain vehicles, and other leisure and power products under the Kawasaki brand.
挑战
Kawasaki Heavy Industries (KHI) faced significant challenges in managing product information and processes across its diverse industrial segments. Each segment had developed its own systems for CAD data management, requirements management, and other engineering processes, leading to inefficiencies and increased costs. The lack of real-time communication and collaboration between departments further exacerbated the problem, making it time-consuming to share product information across disciplines. KHI needed a unified PLM platform to support its engineering business company-wide, streamline new product development, and optimize system-related costs.
解决方案
KHI selected and implemented Aras Innovator in an in-house Platform-as-a-Service (PaaS) configuration to achieve a more standardized and unified product development environment. Aras Innovator was chosen for its flexibility, scalability, and ability to support the unique processes of KHI’s various business units. The platform’s model-based architecture allowed KHI to perform customizations without complex programming, making upgrades faster and easier. KHI engaged Aras implementation partner ADS Inc. to help transform its vision into reality, leveraging the technical expertise and specialized utility tools provided by ADS. The Elysium CAD connectors were used to integrate Aras PLM with CATIA, enhancing the platform’s capabilities. KHI deployed Aras PLM in a private cloud environment, enabling easy support for different companies within the group.
运营影响
数量效益
Case Study missing?
Start adding your own!
Register with your work email and create a new case study profile for your business.
相关案例.
Case Study
Airbus Soars with Wearable Technology
Building an Airbus aircraft involves complex manufacturing processes consisting of thousands of moving parts. Speed and accuracy are critical to business and competitive advantage. Improvements in both would have high impact on Airbus’ bottom line. Airbus wanted to help operators reduce the complexity of assembling cabin seats and decrease the time required to complete this task.
Case Study
Aircraft Predictive Maintenance and Workflow Optimization
First, aircraft manufacturer have trouble monitoring the health of aircraft systems with health prognostics and deliver predictive maintenance insights. Second, aircraft manufacturer wants a solution that can provide an in-context advisory and align job assignments to match technician experience and expertise.
Case Study
Aerospace & Defense Case Study Airbus
For the development of its new wide-body aircraft, Airbus needed to ensure quality and consistency across all internal and external stakeholders. Airbus had many challenges including a very aggressive development schedule and the need to ramp up production quickly to satisfy their delivery commitments. The lack of communication extended design time and introduced errors that drove up costs.
Case Study
Developing Smart Tools for the Airbus Factory
Manufacturing and assembly of aircraft, which involves tens of thousands of steps that must be followed by the operators, and a single mistake in the process could cost hundreds of thousands of dollars to fix, makes the room for error very small.
Case Study
Accelerate Production for Spirit AeroSystems
The manufacture and assembly of massive fuselage assemblies and other large structures generates a river of data. In fact, the bill of materials for a single fuselage alone can be millions of rows of data. In-house production processes and testing, as well as other manufacturers and customers created data flows that overwhelmed previous processes and information systems. Spirit’s customer base had grown substantially since their 2005 divestiture from Boeing, resulting in a $41 billion backlog of orders to fill. To address this backlog, meet increased customer demands and minimize additional capital investment, the company needed a way to improve throughput in the existing operational footprint. Spirit had a requirement from customers to increase fuselage production by 30%. To accomplish this goal, Spirit needed real-time information on its value chain and workflow. However, the two terabytes of data being pulled from their SAP ECC was unmanageable and overloaded their business warehouse. It had become time-consuming and difficult to pull aggregate data, disaggregate it for the needed information and then reassemble to create a report. During the 6-8 hours it took to build a report, another work shift (they run three per day) would have already taken place, thus the report content was out-of-date before it was ever delivered. As a result, supervisors often had to rely on manual efforts to provide charts, reports and analysis.