下载PDF
Global Engineering Company Accelerates Productivity
技术
- 分析与建模 - 预测分析
- 功能应用 - 企业资源规划系统 (ERP)
适用行业
- Professional Service
适用功能
- 商业运营
- 质量保证
用例
- 过程控制与优化
- 预测性维护
服务
- 系统集成
- 软件设计与工程服务
挑战
In 2013, Lionbridge was invited to review the company’s Manufacturing Engineering (ME) activities, which are supported by approximately 2000 Mechanical Engineers plus management resources. Post-review it became clear that approximately 15-20% of the designated engineering time was taken up by essential but non-engineering deliverables. This resulted in inflated costs, wasted high-skill, high-value engineering hours, and lost momentum on key programs.
关于客户
This power and propulsion company is renowned the world over for its peerless engineering. However, an internal review revealed it was sacrificing highly skilled Manufacturing Engineering (ME) talent to accomplish important, but administrative tasks. The company partnered with Lionbridge to review tasks and workflows and developed an outsourced solution that enabled non-engineering administrative tasks to be completed by dedicated teams at significant savings.
解决方案
Lionbridge identified several areas where these non-core activities could be offloaded to skilled non-engineering resources at a fraction of internal ME rates. After a carefully planned launch, the company achieved immediate ROI: significant cost savings, program acceleration, and productivity gains without additional headcount. In 2016, Lionbridge was asked to optimize the capture and conversion of customer Computerized Measurement Method (CMM) data into a suite of reports to be reviewed by various Management Teams throughout the business. This work was previously carried out by a Qualified Manufacturing Engineer at the full ME cost rate. Lionbridge developed and deployed a bespoke automated conversion and reporting tool, reducing the task time to 312 hours per year, an efficiency increase of 80% and combined with the reduced cost for the Lionbridge Technical Administrative resources, delivered a solution at approximately 10% of the in-house solution.
运营影响
数量效益
相关案例.
Case Study
UBM plc: Taking the pulse of the business and engaging employees with a far-reaching strategic transformation
UBM, a leading global events business, was undergoing a significant strategic transformation named 'Events First'. As part of this transformation, the company was preparing to complete the largest acquisition in its history - Advanstar, a US-based events and marketing services business valued at more than USD970m. The company faced the risk of human capital flight if it was unable to effectively engage top talent with the new strategic direction. UBM needed to make significant structural, process and systems changes, uniting its previously autonomous regional businesses. The challenge was to ensure all of its employees were engaged and aligned with the new future vision.
Case Study
Wittmann EDV-Systeme launches IT monitoring services
Small and medium-sized businesses often lack the know-how and resources required for thorough IT system monitoring. Wittmann EDV-Systeme wanted to launch a solution to plug the gap – enabling it to improve its own competitiveness and that of its customers. IT landscapes are becoming ever more complex and outsourcing is gaining popularity, IT systems must nonetheless remain easy-to-use and extremely reliable at all times. Automated, round-the-clock system monitoring therefore represents an immensely valuable proposition for companies: downtime for business-critical applications can be avoided, and IT systems remain available at all times.
Case Study
Uncovering behavioral insight to help reward and retain the best employees
The HR services company, an IBM client, was facing the challenge of understanding the factors underlying personal employment choices. They wanted to offer their clients unprecedented insight into what motivates employees and prospective job candidates. However, their existing systems were not capable of handling the surging data volumes collected from a wide range of different data sources. With the total volume likely to keep on growing, the firm looked for a solution that could meet current needs and scale to meet tomorrow’s demands.
Case Study
Infosys achieves a 5–7 percent effort reduction across projects
Infosys, a global leader in consulting, technology, and outsourcing solutions, was facing significant challenges in application development and maintenance due to its distributed teams, changing business priorities and the need to stay in alignment with customer needs. The company used a mix of open source, home-grown and third-party applications to support application development projects. However, challenges resulting from distributed teams using manual processes increased as the company grew. It became more and more important for Infosys to execute its projects efficiently, so they could improve quality, reduce defects and minimize delays.
Case Study
Flex Contact Center: Supporting rapid business growth with IBM Connections Cloud and IBM Verse
Flex Contact Center, a professional services company offering telesales, call-center, anti-attrition, back-office, helpdesk and collection services, has grown rapidly since its establishment in 2009. With operations in 12 sites across two states and four cities in Brazil, the company employs more than 11,000 people. However, the company realized that to prevent barriers to future expansion, it was essential to make it as easy as possible for its people to work together effectively—even if they were based in separate geographical locations. Traditional approaches to collaboration—based on email and phone calls—threatened to reduce productivity. Flex Contact Center wanted to enable better collaboration and communication across its workforce, but did not want to make large investments in infrastructure.
Case Study
PureFluent: Connecting to partners and customers through the cloud for enhanced productivity
PureFluent, a translation services company, was facing challenges in managing its translation and document review processes. The company often received files in uneditable formats from customers, which required staff members to transfer text to word processing or spreadsheet documents. During the translation process, maintaining version control was a challenge because PureFluent sent work to hundreds of translators in multiple geographic locations. It was also time-consuming for staff to manage the large volume of emails and FTP transactions required to submit translations for customer review and ensure the integration of requested changes. Furthermore, staff were spending significant time hunting through their emails for specific attachments.
