U.S. Venture, a company operating in diverse industries such as automotive aftermarket, energy, and technology, faced significant challenges in managing and analyzing customer data due to its complexity. The company struggled with creating enterprise tools and processes that could eliminate silos and promote collaboration. The Data and Analytics team at U.S. Venture, established in 2018, initially focused on data warehousing and basic reporting. However, they soon realized the need for advanced analytics at scale. The team faced difficulties in maintaining models and disparate data sources, which could quickly become unmanageable without the right people and tools. Additionally, the team's data scientists and analysts were using a varied set of tools and coding mechanisms, leading to a lack of standardization and collaboration. The individual team members built their own components that lived in different places and were created via their own tools, saved on personal computers, with no visibility for other team members about where projects were and how they were created or functioned.

For a 3C product supply chain enterprise, the monthly labour cost of manual visual inspection exceeds 2 million, the proportion of quality inspection personnel accounts for 20%~40%, and there are quality problems such as missed inspections. At present, manual quality inspection is faced with the problems of quality, cost, response to special scenarios, and information integration. The details are as follows:Quality: The subjective factor of manual quality inspection has a great influence on the judgment result, and there will be a problem of missed inspection based on visual fatigue; Production status of a 3C product supply chain enterprise.Information integration: There is no effective accumulation and utilization of production data, and subsequent process reengineering and quality analysis cannot be promoted, and the adaptation to automated production processes is weak.Cost: The turnover of personnel is high, resulting in high training and labour costs, and it is difficult to recruit workers.Efficiency: Traditional machine vision uses programmed computing logic for visual inspection, which has poor anti-interference ability for such complex surface inspection, high false detection, and heavy workload for personnel re-judgment.

In the assembly workshop of an automobile OEM, the last process of automobile production still needs to rely on a lot of manpower to assemble the body. For the scene of lamp inspection, due to the mixed production inspection, the inspectors completely rely on experience to inspect the model. In addition, due to the serious light interference on the assembly line, the inspectors also need to avoid the interference of external light sources on the detection of vehicle lights, and the detection cycle is short, which also has high requirements on the inspection speed of the inspectors.At present, traditional manual quality inspection faces the problems of quality, special scene response and information integration:1 Quality: In manual quality inspection, experienced quality inspectors are required to know exactly which parts are equipped with which models based on 20+ types of vehicles. The requirements for human experience are high, and new employees are unfamiliar with models. There will be problems with missed inspections.2 In the case of a strong light source for a long time, it is necessary to take relevant human protection to prevent the eyes from being exposed to the light source for a long time.3 Information integration: at present, it is impossible to match the material of the model and the lamp, and the material deviation cannot be traced.

Stagecoach Group, one of the world's largest public transport groups, was facing a significant challenge in improving the sustainability of its operations. The company, which operates approximately 8,400 buses across the UK and carries around 2.5 million passengers daily, had set a goal to significantly reduce its fleet transport CO2 emissions by 3%. However, achieving this ambitious aim was proving to be difficult. Stagecoach needed a solution that would not only help it meet its emission reduction goals but also reduce fuel consumption, decrease vehicle wear and tear, and enhance passenger comfort and safety. To address these challenges, Stagecoach turned to GreenRoad, a provider of driver behavior and fleet performance management solutions.

Essex Furukawa, the world’s largest manufacturer of magnet wire/winding wire, faced a significant increase in demand due to the rapid shift of global automakers towards electric power. The company needed to maintain its market leadership by increasing throughput and uptime while delivering high-quality products. The challenge was to meet the growing demands without compromising the quality of their products. The magnet wire they produce for electric vehicle motors must meet exacting standards to withstand years of severe stress, including high heat, high electrical current, and fast switching frequencies. Essex Furukawa leadership recognized the need for a digital transformation of their manufacturing plants to collect and analyze production data for predictive maintenance and continuous operational optimization.

Streamline platform for efficient developmentDeutsche Bank wanted to shorten development cycles to get products to market faster. But its restrictive infrastructure made integration difficult and application development slow. Managing thousands of servers and databases hindered growth and the adoption of emerging technology. “Many operating systems were being used across multiple datacenters,” said Emma Perkins, PaaS portfolio manager at Deutsche Bank. The bank also wanted to replace its traditional waterfall processes with a DevOps approach. To meet these needs, Deutsche Bank sought to establish a PaaS that would streamline development and management, reduce risk, and scale easily to support more agile work across its business.

FITme, a Korean-based company specializing in manufacturing implants for facial reconstruction, faced a significant challenge in scaling up their processes for mass personalization. The conventional process of fitting a ready-made silicone implant onto bone structure with manual carving was time-consuming and lacked precision. Surgeons had no tool to analyze patients' scan data and relied solely on photographs. This led to side effects such as bending and movement of the implant, resulting in patient dissatisfaction. The medical tourism industry in Korea was rapidly rising, and FITme had to meet higher demands and reduce lead time. The process of designing custom nasal implants that conformed to the variable shape of patient nasal profiles was a daunting and repetitive task for design engineers. It took up to three months to adequately train new engineers in designing patient implants, which was also expensive.

Volvo Group Trucks Central Europe, a distributor and service provider for Volvo Trucks and Renault Trucks in Germany, faced a significant challenge in training and supporting their geographically dispersed field technicians. These technicians frequently needed to be updated on the latest models and repair procedures. Experienced technicians also had undocumented repair procedures and best practices that needed to be transferred to new technicians. Any downtime in maintenance directly translated into a loss of business for Volvo's customers. The company had a limited number of Product Quality Engineers (PQEs) spread across various geographic locations. When repairing a truck, technicians often sought remote assistance from PQEs. However, using a tablet or smartphone for this purpose was inconvenient as technicians had to use their hands to hold the device during the remote assistance call, making it difficult to conduct repairs simultaneously.

Yancey Bros. Co., a Georgia-based company and the oldest Caterpillar® dealer in the US, was facing a challenge with its existing network infrastructure. The company had been using VeloCloud® SD-WAN bundled through its telco provider, but the expensive multiprotocol label switching (MPLS) connectivity was no longer a viable solution for its increasingly complex network. The company wanted to work with multiple partners who could provide flexibility, reliability, redundancy, and low-cost connectivity. Additionally, Yancey Bros. needed better visibility into network data to adjust policies and route appropriately. With over 30 remote sites and no technical employees at these sites, it was crucial for the centralized team of 12 to have real-time visibility into network traffic.

The customer, an American vehicle and clean energy product manufacturer based in California, approached nVent SCHROFF with a unique requirement. They needed traditional protection for both rack-mounted and non-rack mount devices used for their battery charging, discharging, and thermal performance measurements. The challenge was to provide a solution that could accommodate both types of devices and also allow for customization on a cabinet by cabinet basis. The customer wanted the flexibility to decide what custom options they needed for their testing equipment, depending on the specific requirements of each cabinet.

IDI Independent Distributors Inc., a Canadian-owned business serving the industrial and safety industries, faced a challenge in providing its members with high-quality, enriched product information. The company recognized that its members needed a central repository for data to deliver consistent and trusted product information across various channels. However, smaller individual distributors lacked the resources to deploy a full Product Information Management (PIM) solution independently. IDI decided to invest strategically in a data management solution to help its members compete effectively in the digital marketplace with high-quality content. The goal was to build a vast repository of rich product content and digital assets to aid its members in growing their business across channels.

March Networks, a leading provider of IP video surveillance software and systems, was facing challenges with its legacy data architecture. The company had numerous point-to-point integrations that were difficult to maintain and often required custom coding. This complex web of integrations was slowing down the company's operations and making it difficult to streamline processes. The company decided to implement Salesforce CRM to support its customer pipeline, but the integration between Salesforce and SAP, the system of record for their accounts, was critical and complex. The company also needed real-time integrations to support its website and online portal, which were tied to Salesforce. The challenge was to modernize the company’s data processes and applications to align with March Networks’ growth ambitions, while also making integration processes more reliable and less prone to failure.

The U.S. Department of Housing and Urban Development (HUD) reports over half a million homeless people on the streets in the United States on any given night. The Community Technology Alliance (CTA) has been working since 1991 to collect data on homelessness and match individuals to available housing and services. However, as CTA's mission evolved, it faced the challenge of enabling housing providers and human services agencies to exchange data, eliminating the need for clients to contact multiple organizations or provide their information multiple times. CTA also aimed to help communities comply with the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009, which requires a coordinated or centralized assessment and placement system to prioritize access to housing and services. Compliance is demonstrated using an Annual Performance Review (APR) that community agencies submit to HUD. Communities that don’t comply risk losing their homeless assistance grants.

While launching the product, the client was looking for a partner to outsource the entire software product development process to complement their audio and product engineering competency. The client reached out to Mindtree as their partner of choice to engineer the whole gamut of desktop, web, and mobile applications that help their users to interact with the device.The primary functions of the applications were to enable:The system integrator to configure the product as per the meeting room’s specificationsEmpower IT, admins, to remotely manage the networked devicesFacilitate end-users to customize the device configuration to suit their meeting experience.

Abu Dhabi National Energy Company (TAQA), a diversified utilities and energy group with multiple vertically integrated operating units and US$49 billion in assets, was facing several challenges. For over a decade, TAQA had outsourced the management of its critical business processes, run on Oracle E-Business Suite, to Oracle Managed Cloud Services. However, in 2020, the company decided to adopt a multicloud strategy to address key issues. These included the need to improve system availability and reduce outages, enhance security compliance requirements, and implement a disaster recovery site for Oracle E-Business Suite. TAQA, being an Oracle Database, Oracle Middleware, and Oracle applications customer since its inception in 2005, decided to stick with the technology provider it knew best.

Comcast Corporation, the second largest broadcasting and cable television company in the world by revenue, was facing significant challenges due to the volume and variety of operational and billing data. With over 20 million customers across 40 states, the company needed to establish standardized processes and automate data flows to overcome a wide range of billing, finance, compliance, supply chain, and marketing challenges. In 2009, the company was dealing with massive amounts of data that were causing major revenue assurance challenges. The customer billing review interface required the processing of a billion records every month, within very tight timeframes. The company’s decentralized accounting and finance operations, with 20 different regions and 30 different accounting practices, further compounded these issues.

The Fortune 200 IT Services Company, a global organization with 130,000 employees across 80 countries, was seeking new ways to differentiate its services in a crowded market. The company had an extensive back catalog of digital transformation projects, but had limited visibility of what they had delivered before. They wanted to exploit these projects more readily to win business. The challenge was to map and match their capabilities to what they were hearing from the client, and what the clients were saying in their strategy papers and company reports. They aimed to present the ideal recommendation and create the most effective transformation roadmap in real time, during client meetings.

Nikko Chemicals, a specialty chemicals manufacturer in Japan, was facing several challenges in its cloud operations. The company was struggling with the time-consuming integration of logs from disparate sources, which resulted in restricted operational visibility. There were also security concerns related to cloud migration and the management of Software as a Service (SaaS) applications. Additionally, the company had limited manpower and resources for managing its cloud infrastructure. These challenges were hindering the company's business continuity strategy, which aimed to run a secure, scalable, hassle-free, and fully visible cloud operation.

Honda Manufacturing of Alabama (HMA), the largest light truck production facility of Honda, was facing a significant challenge in terms of data utilization. Despite generating a vast amount of data from the assembly floor, the plant lacked the ability to leverage this data for insights into parts, equipment, and machines. This lack of visibility forced the team to adopt a reactive approach to troubleshooting, which was inefficient and often led to machine failure or interruptions in the production line. The inability to predict and proactively address issues was hindering the plant's efficiency, safety, and profitability.

Terex Corporation, a global manufacturer of lifting and material processing products, identified a unique opportunity to differentiate their product and enhance customer experience by integrating telematics technology into their crushing and screening equipment. These machines, which are highly specialized and valued in the hundreds of thousands of dollars, operate in harsh and often remote environments. The setup and tuning requirements for these machines vary from site to site, as no two ores or rocks are identical. Failure to properly tune these machines can result in the final processed material not meeting the desired specification. The cost, complexity, and remote nature of crushing and screening operations made a compelling case for the introduction of telematics. Terex aimed to provide the market with innovative features and add more value to their product.

Thales, a global leader in aerospace, space, defense, ground transportation, and security, was facing the challenge of keeping up with the rapidly changing world. The company needed to stay committed to building innovative solutions that would not only benefit their customers but also their business. The challenge was to transform their approach to technology in a way that would allow them to grow and maintain their position as a global leader in their respective fields.

The client, a provider of services including design and management of social media programs, development of digital engagement strategy, and strategic consultation on international security, was in need of a solution that could help them analyze and visualize social media data. They wanted to offer their customers detailed analyses and visualizations of social media data to help them make informed decisions. The challenge was to create a visually appealing and fast application that could visualize, analyze, and generate market trend reports. The application needed to be scalable to accommodate the ever-growing dataset.

Sony Italia, a branch of the global electronics giant Sony Corporation, was facing a significant challenge with its IT infrastructure. The company had consolidated most of its IT infrastructure into two data centers in the U.K, but Sony Italia opted to maintain its local server infrastructure for high performance and ease of maintenance. However, as data volumes and user numbers grew, the servers began to experience reduced performance and reliability. The company had 30 physical servers, but with limited budgets, replacing all of them was not feasible. Additionally, Sony Italia was concerned about the increasing heat output and electricity consumption in the data center. The company had already virtualized about half of its infrastructure, but needed a more cost-effective solution to extend these benefits.

A US-based fintech company that offers a cloud-based customer success platform for logistics service providers was facing significant challenges in their pricing and RFP process. The company was struggling to analyze the variables that impact pricing and required an intelligent system that could predict the optimal price that aligns with their business objectives. The existing RFP and pricing workflow was inefficient, leading to delays in determining lane-level pricing and bid analysis for shipping contracts. Additionally, the process of analyzing large amounts of internal and external data from various sources was time-consuming, leading to a low bid win rate.

Infor, a company that builds business software for specific industries in the cloud, faced a significant challenge. With a workforce of 16,000 employees and over 90,000 customers spread across more than 170 countries, Infor's software is designed for progress. However, its business model, which involved licensing state-of-the-art software applications to run on customers’ own IT infrastructures, was proving to be a hurdle. One of their customers, Tal Apparel, was using legacy in-house IBM AS/400 computer systems. These systems were strained beyond their capabilities and were unable to run the newer Infor software. This situation posed a significant challenge for Infor, as it was hindering the progress and efficiency of their software deployment.

Automotive supplier Continental was faced with the challenge of saving time, reducing costs, and standardizing the development process across its globally dispersed development sites. The company also had to meet the requirements of the functional safety standard ISO 26262. This necessitated a global effort to standardize the development process during every phase and at every geographic site, using common processes and tools. The challenge was not only to streamline and standardize the development process but also to ensure compliance with safety standards across all its development sites.

Steelcase, a renowned manufacturer of office furniture, has always viewed technology as a key differentiator in its business. The company recently introduced Workplace Advisor and Personal Assistant, a space sensing network and mobile app designed to help organizations harness big data to optimize the workplace. However, as Steelcase operates globally and distributes through a network of independent and company-owned dealers, as well as selling directly to end-users, the company faced challenges in securing its data both on-premises and in the cloud. The company had been using the Microsoft Azure platform for its web infrastructure and was developing a cloud-based e-commerce system using Amazon Web Services (AWS). However, the security controls and visibility provided with these cloud platforms were basic and not to the level of sophistication that Steelcase's policies required.

Load and cluster sensor data for use in a predictive modelTrain a machine learning model to predict chiller failureDemonstrate speed of development and deployment by completing project in < 1 week

SoftBank, a leading global telecommunications company, was seeking innovative ways to expand their business and better serve their customers. With the proliferation of IoT sensors and connected devices across virtually all industries, SoftBank recognized the need for a platform to develop real-time applications to leverage these technologies and address everyday city life challenges. They aimed to create a testing ground for developing, deploying, and integrating real-time applications for various city functions such as food delivery, security monitoring, personalized billboards, automated cleaning, public transportation, and more. This led to the creation of Port City Takeshiba, a real-life sandbox in the heart of Tokyo, Japan. However, orchestrating all these different city systems and providing a seamless experience for both employees and visitors to Takeshiba required a reliable way to develop and deploy real-time smart city applications.

IGEL Technology, a global provider of innovative and powerful thin client solutions, was looking to transition from a hardware manufacturer to a software provider. The company aimed to deliver complete solutions for software-defined endpoints, facilitating secure access to virtual and cloud-based working environments. IGEL's IT Manager, Tim-Oliver Felsen, believed that the future of IT workstations would be heavily reliant on cloud services due to their user-friendliness, flexibility, cost benefits, and efficient management. The company had previously relied on an external service provider that operated a Citrix infrastructure for most of its IT users. However, IGEL wanted to take the next step and transform its virtual workplaces into real Cloud Workspaces.