Helping industrial OEMs reduce engineering and design cost, time to market, and improve equipment uptime through smart value redesign and engineering support

1. Engineering Solutions
Helping industrial OEMs reduce engineering and design cost, time to market, and
improve equipment uptime through smart value redesign and engineering support
Gianni Giacomelli
Senior Vice President, Genpact
Suresh Iyer
Vice President, Engineering and Supply Chain, Genpact

2. A Global Business Process Services Leader: Process
Transformation and Outsourcing, Analytics, Technology
What
we do
How
we do it
We help leaders of some
of the largest enterprises
transform and run
their processes and
operations, including
the very complex and
industry-specific
Unbiased, agile combination
of process science, related
technology and analytics limits
upfront costs and enhances
future adaptability
Right critical mass:
•
we are large (64,000+ global
staff) but our solutions
appropriately flexible
•
our top management is
directly involved in our client
partnerships
Our
impact
We help enterprises to be
more competitive by
becoming more
intelligent: adaptive,
innovative, globally
effective and connected…
…by enabling tighter
management of costs,
risks, regulations,
and supporting growth
The results: US$22B* of impact for 800+ global clients
PROCESS • ANALYTICS • TECHNOLOGY
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3. THE CHALLENGE
PROCESS • ANALYTICS • TECHNOLOGY
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4. Engineering leaders face crucial strategic and operational
challenges
•
PROCESS • ANALYTICS • TECHNOLOGY
Addressing new geographies, often with different
regulatory and safety standards, leading to dynamic
equipment reliability, robustness, and safe-failure
specifications
Adopting to new and evolving technologies is necessary
but costly; new materials and processes can lead to
quality and reliability issues
•
Operational
challenges
•
•
Strategic
challenges
Cost/margin pressure due to high competitive intensity,
frequent “design-to-cost” requirements and reducing time to
market
Lack of in-house capacity to support variable engineering
needs and time critical projects e.g. plugging safety issues
Sourcing and supply-chain issues e.g. vendor analysis,
should costing, negotiations are difficult with frequently
changing specifications
•
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4

5. Challenges > Cost/margin pressure
Most cost reduction opportunities lie in the conceptualize and
design stages of product lifecycle; not easy to exploit
PROCESS • ANALYTICS • TECHNOLOGY
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5

6. Challenges > Lack of in-house capacity
Varying design engineering volumes and skill requirements
across equipment lifecycle makes operating model difficult
Product development cycle and time
Peak shaving with flexible
resourcing is crucial, helps
rationalizing engineering cost
Design Engineering Resource Intensity
HIGH
New Product Development
FundMED amental
Research
60%
Validation, Maintainability &
reliability
testing
engineering
engineering
10%
5%
Aftermarket
service &
MRO
10%
15%
LOW
Launch –
4 Years
Launch –
2 Years
Launch
Year
Launch
+2 Year
Source: Genpact experience
PROCESS • ANALYTICS • TECHNOLOGY
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7. These issues lead to multiple concerns for industrial OEMs
Reduced time to
design and
deliver
Mastering
global, complex
supply-chain
Drastically reduced time to develop new machines due to pressure
from competitors, while ensuring that these machines can operate at
close to 100 percent uptime
• Globalization of product development –adapt and localize;
Optimization of development process; Speed to design and deliver;
Sustainability
• Basis of competition is shifting toward delivering excellence in
service and parts management
Stress on
reliable
innovation
OEMs are facing an increasing number of new requirements, such as
more flexible machines that can be rapidly adapted to new products or
formats, as well as for machines that can be easily integrated into existing
plants
Need for flexible
resourcing
model
Project nature of demand, along with engineering and design intensity due to
higher product standards and performance expectations need right-skilled,
scalable, and flexible resourcing model; Need lower factor costs or lowcost country locations
PROCESS • ANALYTICS • TECHNOLOGY
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8. THE SOLUTIONS
PROCESS • ANALYTICS • TECHNOLOGY
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9. Genpact’s Engineering Solutions help Industrialize the end to end
engineering lifecycle
Concept Design and
Finalization
• Business opportunity
identification support
• Concept design
– Digital mock-up
– QFD
• Preliminary design
– Technical risk assessment
– Predictive analysis
– 3D design modeling
• Engineering analysis
• Sourcing strategy
Detailed Design,
Prototype, and Release
• Detailed design
– BoM, tooling, and mfg. process
– Test cases and protocols
• Prototype and release
– Pilot assessment
– Verification and validation
support
– First article approval,
engineering release
– Manufacturing release and
master data update
• Should costing
• Supplier approval
Sustenance
• Reliability engineering
• Value engineering
• Ongoing sourcing analysis and
support
• Design changes implementation
Technical Documentation
• Product documentation
• Field data management
• Regulatory compliance
documentation
Engineering Process and IT Optimization
• Process diagnostics
PROCESS • ANALYTICS • TECHNOLOGY
• Process redesign
• Engineering IT, e.g., CAD
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10. e.g. non-core activities in the new product development
process can be optimally supported through a flexible model..
Areas that could be optimally addressed through flexible right shoring support
Develop digital
mock-up for
product concept
Conduct Quality
function
deployment (QFD)
studies
Technical Risk
and compliance
assessment
Design tooling &
manufacturing
process
Develop 3D
designs
Update Bill Of
Materials (BOM) &
Product literature
Reverse engineer
designs of
competing
products
Develop and test
prototypes of new
product
Sourcing &
Procurement
PROCESS • ANALYTICS • TECHNOLOGY
Test pilot batch
and analyze
findings
Release
engineering
drawings
Conduct
forecasting &
demand planning
Supply
Chain
Product Design
Develop digital
mock-up of
concept design
Identify and qualify
suppliers
Manage Supplier
Master data
Manage pilot
purchase orders
process
Optimize/manage
inventory
Conduct shouldCost analysis
Develop Sourcing
Strategy
Qualify new
suppliers
Negotiate price,
terms
Negotiate price,
terms
Manage purchase
Order process
Manage purchase
Order process
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10

11. .. and same can be applied to the product redesigning process
as well
Reverse engineer
competing
products (if
applicable)
Conduct Value
Engineering for
available products
Prioritize cost and
weight reduction
opportunities
Develop digital
mock-up for
redesign
Develop and test
product prototype
Sourcing &
Procurement
PROCESS • ANALYTICS • TECHNOLOGY
Test and analysis
pilot batch
Re-design tooling
& manufacturing
process
Conduct Risk &
Compliance
assessment
Update Bill Of
Materials (BOM) &
Product literature
Revise 3D design
models
CAx customization
Release
engineering
drawings
Supply
Chain
Product Re-design
Areas that could be optimally addressed through flexible right shoring support
Conduct
forecasting &
demand planning
Optimize/manage
inventory
Implement
Change-in-Design
Identify and qualify
supplier (if
required)
Update supplier
Master data
Manage pilot
purchase orders
Conduct shouldCost analysis
Develop Sourcing
Strategy
Qualify new
suppliers
Negotiate price,
terms
Negotiate price,
terms
Manage purchase
Order process
Manage purchase
Order process
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12. ‘Industrialization’ enabled by Six Sigma and Quality helps in..
Resourcing
•
•
Access to talent pool of right resources to perform the task
Rapid ramp up time to align resources
Iterations
•
•
Error proofing and improved turn around time for fixes
Process testing to identify deviations, reasons and fixes
•
Lean and Six sigma based approach to constantly improve
process performance levels & benchmarks
Timeliness
•
•
Robust project management techniques
Deliver beyond service level agreements
Issue resolution
•
•
Process FMEA to predict weak linkages
Workflow approach for technical issue resolutions
Initiatives
Governance
• Ensure approved information goes to downstream processes
Building Quality into Product design
PROCESS • ANALYTICS • TECHNOLOGY
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13. ..significant improvements in engineering process and IT
Process
diagnostics
Process
redesign
Engineering IT
As-is end-to-end
process study
Engineering processes
benchmarking
ECAD and MCAD library
management
Spend Assessment and Process
Metrics Analysis
KPIs and Metrics for
engineering processes
NC programing, CAD library
Management
Engineering systems landscape
and data infrastructure
Strategic alignment,
KPIs and Metrics
Legacy platform conversion
Process transformation strategy
and implementation
PLM and CAD tools
implementation
Key metrics: Improved cycle time, Improved response time, Variance to want time, Lead time,
Data availability and accuracy
Tools/methodology: Genpact SEP methodology for process diagnostics; Leading engineering
PLM tools, CAD tools
PROCESS • ANALYTICS • TECHNOLOGY
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14. CONTACT GENPACT TO EXPLORE THE
“ART OF THE POSSIBLE”
PROCESS • ANALYTICS • TECHNOLOGY
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15. About Genpact
Genpact Limited (NYSE: G) is a global leader in transforming and running business processes and
operations, including those that are complex and industry-specific. Our mission is to help clients become
more competitive by making their enterprises more intelligent through becoming more adaptive,
innovative, globally effective and connected to their own clients.
Genpact stands for Generating Impact – visible in tighter cost management as well as better management
of risk, regulations and growth for hundreds of long-term clients including more than 100 of the Fortune
Global 500. Our approach is distinctive – we offer an unbiased, agile combination of smarter processes,
crystallized in our Smart Enterprise Processes (SEPSM) proprietary framework, along with analytics and
technology, which limits upfront investments and enhances future adaptability.
We have global critical mass – 62,000+ employees in 24 countries with key management and corporate
offices in New York City – while remaining flexible and collaborative, and a management team that drives
client partnerships personally.
Our history is unique – behind our single-minded passion for process and operational excellence is the
Lean and Six Sigma heritage of a former General Electric division that has served GE businesses for
more than 15 years.
For more information, visit www.genpact.com. Follow Genpact on Twitter, Facebook, and LinkedIn.
PROCESS • ANALYTICS • TECHNOLOGY
© 2014 Copyright Genpact. All Rights Reserved.
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16. Thank You
Gianni.giacomelli[at]genpact.com
Suresh.iyer[at]genpact.com
www.genpact.com/home/solutions/industrial-solutions/engineering-services