Engineering solutions

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

Gianni GiacomelliSenior Vice President, Genpact

Suresh IyerVice President, Engineering and Supply Chain, Genpact

PROCESS • ANALYTICS • TECHNOLOGY 2© 2014 Copyright Genpact. All Rights Reserved.

A Global Business Process Services Leader: Process Transformation and Outsourcing, Analytics, Technology

We help leaders of some of the largest enterprises transform and run their processes and operations, including the very complex and industry-specific

What we do

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

How we do it

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


THE CHALLENGE


Engineering leaders face crucial strategic and operational challenges

Strategic challenges

• Cost/margin pressure due to high competitive intensity, frequent “design-to-cost” requirements and reducing time to market

• 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

• 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


Challenges > Cost/margin pressure

Most cost reduction opportunities lie in the conceptualize and design stages of product lifecycle; not easy to exploit


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

Source: Genpact experience

New Product Development

60% 10% 5%

15%

Aftermarket service &

MRO

Maintainability &reliability

engineering

Validation, testingengineering

Fund-amentalResearch

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4 YearsLaunch –

2 YearsLaunch

YearLaunch +2 Year

Peak shaving with flexible resourcing is crucial, helps rationalizing engineering cost


These issues lead to multiple concerns for industrial OEMs

• 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

Mastering global, complex supply-chain

Reduced time to design and deliver

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

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 low-cost country locations


THE SOLUTIONS


Genpact’s Engineering Solutions help Industrialize the end to end engineering lifecycle

• Business opportunity identification support

• Concept design– Digital mock-up– QFD

• Preliminary design – Technical risk assessment– Predictive analysis – 3D design modeling

• Engineering analysis • Sourcing strategy

Concept Design and Finalization

• 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

Detailed Design, Prototype, and Release

• Reliability engineering• Value engineering• Ongoing sourcing analysis and

support• Design changes implementation

Sustenance

Technical Documentation

• Product documentation • Field data management • Regulatory compliance documentation

Engineering Process and IT Optimization

• Process diagnostics • Process redesign • Engineering IT, e.g., CAD


e.g. non-core activities in the new product development process can be optimally supported through a flexible model..

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Reverse engineer designs of competing products

Conduct Quality function deployment (QFD) studies

Develop digital mock-up of concept design

Develop and test prototypes of new product

Identify and qualify suppliers

Test pilot batch and analyze findings

Design tooling & manufacturing process

Update Bill Of Materials (BOM) & Product literature

Release engineering drawings

Manage Supplier Master data

Conduct forecasting & demand planning

Su

pp

ly

Ch

ain

Manage pilot purchase orders process

Conduct should-Cost analysis

Optimize/manage inventory

Develop digital mock-up for product concept

Technical Risk and compliance assessment

Develop 3D designs

Develop Sourcing Strategy

Negotiate price, terms

Manage purchase Order process

Qualify new suppliers



Areas that could be optimally addressed through flexible right shoring support


.. and same can be applied to the product redesigning process as well

Prioritize cost and weight reduction opportunities

Identify and qualify supplier (if required)

Update supplier Master data

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&

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Conduct Value Engineering for available products

Reverse engineer competing products (if applicable)

Develop and test product prototype

Test and analysis pilot batch

Re-design tooling & manufacturing process

Update Bill Of Materials (BOM) & Product literature

Release engineering drawings

Conduct forecasting & demand planning

Su

pp

ly

Ch

ain

Manage pilot purchase orders

Develop Sourcing Strategy



Develop digital mock-up for redesign

Conduct should-Cost analysis

CAx customization

Implement Change-in-Design

Qualify new suppliers



Optimize/manage inventory

Conduct Risk & Compliance assessment

Revise 3D design models

Areas that could be optimally addressed through flexible right shoring support


‘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

Initiatives• 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

Governance • Ensure approved information goes to downstream processes

Building Quality into Product design


..significant improvements in engineering process and IT

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

Engineering IT

NC programing, CAD library Management

ECAD and MCAD library management

PLM and CAD tools implementation

Legacy platform conversion

Process redesign

Engineering processes benchmarking

KPIs and Metrics for engineering processes

Process diagnostics

As-is end-to-end process study

Spend Assessment and Process Metrics Analysis

Engineering systems landscape and data infrastructure

Strategic alignment, KPIs and Metrics

Process transformation strategy and implementation


CONTACT GENPACT TO EXPLORE THE “ART OF THE POSSIBLE”


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.

http://www.genpact.com/

http://twitter.com/

http://www.facebook.com/pages/Genpact/105635026136729

http://www.linkedin.com/company/210064?trk=tyah

Thank You

Gianni.giacomelli[at]genpact.com

Suresh.iyer[at]genpact.com

www.genpact.com/home/solutions/industrial-solutions/engineering-services

http://www.genpact.com/home/solutions/industrial-solutions/engineering-services

Engineering solutions

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