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In 2019, they expanded licensing and usage of Octave Reliance across the entire organization.",{"data":234,"content":235,"nodeType":218},{},[236],{"data":237,"marks":238,"value":239,"nodeType":217},{},[],"Since implementing Octave, they have seen a massive reduction in defects per unit and cut their cost of quality by roughly 35% and tens of millions of dollars.",{"data":241,"content":242,"nodeType":247},{},[243],{"data":244,"marks":245,"value":246,"nodeType":217},{},[],"Challenge","heading-1",{"data":249,"content":250,"nodeType":218},{},[251],{"data":252,"marks":253,"value":254,"nodeType":217},{},[],"In 2010, the largest diesel-electric locomotive producer for freight and passenger applications in North America began experiencing significant quality “excursions” — product failures in their locomotives that made it out to customers in the field. The failures were chronic and cost upwards of $100 million annually, but they had no insight into why the failures were happening or a plan to prevent them.",{"data":256,"content":257,"nodeType":218},{},[258],{"data":259,"marks":260,"value":261,"nodeType":217},{},[],"Also, these failures occurred during “infancy,” or the first 90 days of a locomotive’s life after delivery to customers.",{"data":263,"content":264,"nodeType":218},{},[265],{"data":266,"marks":267,"value":268,"nodeType":217},{},[],"According to their global quality manager the failures were chronic and were costing them upwards of $100 million per year.",{"data":270,"content":271,"nodeType":218},{},[272],{"data":273,"marks":274,"value":275,"nodeType":217},{},[],"Further compounding the problem, they had lost staff and resources due to the economic downturn in 2008. The problem grew serious enough that senior management at the division asked manufacturing, quality and supply chain professionals to go into the field and perform root cause analysis to get to the bottom of all the problems.",{"data":277,"content":278,"nodeType":218},{},[279],{"data":280,"marks":281,"value":282,"nodeType":217},{},[],"Before the drive to consolidate and connect its quality management environment, they had a host of quality management systems (QMS) — 30 different tools in more than 60 locations — that ran the gamut from spreadsheets to databases to old mainframe applications. Unfortunately, these legacy systems were not connected. They could not share data, run system-wide reports or use advanced analytics to gain a complete and interactive picture of a quality management environment. As a result, they had no means to evaluate and remediate their quality issues effectively.",{"data":284,"content":285,"nodeType":247},{},[286],{"data":287,"marks":288,"value":289,"nodeType":217},{},[],"Solution",{"data":291,"content":292,"nodeType":218},{},[293],{"data":294,"marks":295,"value":296,"nodeType":217},{},[],"They decided they needed a single, enterprise-wide QMS to capture quality problems before showing up in a customer’s rolling stock. Fundamentally, they wanted a single quality management system that would encompass all of their quality processes.",{"data":298,"content":299,"nodeType":218},{},[300],{"data":301,"marks":302,"value":303,"nodeType":217},{},[],"“The first step was investing in people and building a new team of experts on quality processes. Then we sought out a quality management solution that would cover multiple quality processes — everything from your standard QMS to shop floor facing solutions and a tool to manage our supply chain and ensure quality excellence with our suppliers in one single connected application,” said their senior manager, data and analytics.",{"data":305,"content":306,"nodeType":218},{},[307],{"data":308,"marks":309,"value":310,"nodeType":217},{},[],"They kicked off the process with a cross-functional team of leaders in the supply chain, QMS, manufacturing and business management. The team was tasked to define global quality management processes for the entire organization. Next, the team gathered systems requirements and reviewed potential QMS software candidates. 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An added benefit of the integrated systems is that they can be deployed globally to achieve consistency and uniformity for team training.",{"data":319,"content":320,"nodeType":247},{},[321],{"data":322,"marks":323,"value":324,"nodeType":217},{},[],"Results",{"data":326,"content":327,"nodeType":218},{},[328],{"data":329,"marks":330,"value":331,"nodeType":217},{},[],"In 2011, their freight train manufacturing business unit purchased Octave Reliance and 400 user licenses. Today they have a daily concurrent peak usage of approximately 600 users, and this number is growing as they continue to expand.",{"data":333,"content":334,"nodeType":218},{},[335],{"data":336,"marks":337,"value":338,"nodeType":217},{},[],"“Every week, we see incremental user growth in the use of the platform and, now that our footprint has doubled with our recent expansion, they’re also very excited to start using [Octave Reliance],” said their senior staff technical product manager. “We have gone from all of these legacy apps to one enterprise application that has over 30 different integrations to our ERP and our manufacturing execution systems, even our legacy mainframe systems. Today, we are pushing a lot of data to our data lake and doing some interesting analytics work, thanks to this unified view of our data. 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For any defect to be closed out, staff must swipe their employee badges at the kiosk, and that defect closure data is then transferred back to Reliance.",{"data":382,"content":383,"nodeType":218},{},[384],{"data":385,"marks":386,"value":387,"nodeType":217},{},[],"The kiosk visualization delivers a tremendous amount of data to business and operational leaders who may be less versed in the production process than day-to-day production staff. As a result, management can make well-informed decisions quickly and easily. 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