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Customer Results

See Case Studies
Company

US Airforce, Ogden Air Logistics Center 572nd AMXG, C130Production Line

Aircraft Maintenance, Repair and Overhaul

BEFORE
  • Turnaround time 240 days.
  • 13 aircraft in repair cycle.
AFTER
  • Turnaround time 160 days.
  • Seven aircraft in repair cycle.
  • 75% fewer defects.
Company

Tata Steel

Plant Maintenance and Upgrade

BEFORE
  • 300-500 days for boiler conversion.
  • Routine maintenance took too long.
  • 11 day planned shutdown.
  • $2M revenue generated per day.
AFTER
  • 120-160 days completion time.
  • (68% faster)
  • Shutdown achieved in 8.8 days.
  • $4M revenue gained.
Company

TAP Portugal

Aircraft Maintenance, Repair and Overhaul

BEFORE
  • Completed a C-check in 16 days on average.
AFTER
  • Completed a C-check in 12 days on average.
  • Freed up capacity saved $260,000 in outsourcing costs.
Company

Delta Airlines, Inc.

Aircraft Engine Repair and Overhaul

BEFORE
  • 476 engines produced per year.
  • Four to eight weeks piece-part cycle time.
  • 60 days landing gear turnaround time.
AFTER
  • 586 engines produced per year (23% increase).
  • 30% reduction in engine turnaround time.
  • 15 days piece-part cycle time (70% reduction).
  • 25% increase in throughput.
  • 30 days landing gear turnaround time (50% reduction).
  • $60M monetized in assets from reduced turnaround time.
  • Ongoing improvement:
  • 10 days piece-part turnaround time (30% further reduction).
Company

US Airforce, Warner Robins AirLogistics Center C-5 ProductionLine

Aircraft Repair and Overhaul

BEFORE
  • Aircraft throughput was 33.
  • 36 aircraft on station.
AFTER
  • Aircraft throughput increased to 44 in the following year (33% increase).
  • 24 aircraft on station, 12 aircraft returned to Air Force.
Company

ABB Halle

Transformer Repair and Overhaul

BEFORE
  • 42 projects completed.
  • On-time delivery was 68%.
AFTER
  • 54 projects completed in the following year.
  • On-time delivery improved to 83%.
Company

Dr. Reddy’s Laboratories

Pharmaceutical New Product Development

BEFORE
  • Six projects completed per quarter 20% projects on time in 12 weeks.
  • 85 global generics and PSAI filings FY 09.
  • 85 product launches FY 09.
  • 915 days cycle time for full development.
After
  • 11 projects completed per quarter (83% increase).
  • 80% projects on time (60% increase).
  • 110 filings in the following year (30% increase).
  • 149 launches in the following year (75% increase).
  • 563 days cycle time for development in the following year (40% faster).
Comapny

Hamilton Beach Brands, Inc.

New Product Development For Home Appliances

Before
  • 34 new products per year.
  • 74% projects on time.
After
  • Increased throughput to 52 new products in the 1st year, and to 70+ in the 2nd year, with no increase in head count.
  • 88% projects on time.
Company

Terumo Heart Inc.

Medical Device Development

Before
  • Laser Cover Welding Qualification project ran for 2 years.
After
  • Similar project ran for only 6 months.
  • 90% on-time delivery (within one week)
Company

US Department of Defense Procurement Organization

Processing of Purchase Requests

Before
  • Long delays in processing requests.
  • Long cycle times.
After
  • Delays reduced by 40%.
  • 76% reduction in cycle time.
  • 29% increase in throughput.
Company

Boeing Space & Intelligence Systems

Satellite Design and Assembly

Before
  • Reflectors were the constraint in Antenna and Satellite delivery.
  • Electronic units were late, delaying Satellite subsystems.
  • Classified Government program was behind schedule and losing money.
  • Operation was losing $200M a quarter.
After
  • Doubled Reflectors throughput and reduced cycle time by 28%, alleviating delivery constraint.
  • Increased productivity in Antenna Assembly and Test by 64% and subsequently another 26%.
  • Reduced cycle time for Electronic units, allowing subsystems to finish 30% faster.
Company

Amdocs

Customer Experience Systems Customized SW Development for Telecommunications

Before
  • Market pressure to reduce cost and cycle time.
  • Eight projects in crisis requiring CEO level attention.
After
  • 14% increase in revenue/man-month.
  • 20% reduction in cycle time.
  • No projects in crisis in the following year.
Company

Hyatt Hotels

New Hotel Projects

Before
  • Execution rate was 40% of planned rate in the finishing stage.
After
  • Execution rate was doubled through synchronization between 40 contractors, vendors and consultants.
Company

Vardhman Special Steels

Hot Strip Mill Expansion Project

before
  • Industry standard of 12 months for a similar project.
  • 2 Shutdowns planned.
After
  • Project completed 1.5 months ahead of management target.
  • Shutdowns completed on-time with added scope.
Company

Airgo Networks

Next Generation Wireless Technology Product Development

Before
  • Cycle time from first silicon to production for 1st generation was 19 months.
After
  • Cycle time from first silicon to production for 2nd generation was 8 months.
Company

BHP Billiton

Iron Ore Asset Development Projects

Before
  • 25,800 man-hours of engineering design work had to be completed in 8 months.
  • Historical delays of 2 weeks and man-hour overruns of 20%.
After
  • Project finished 3 weeks early.
  • Productivity increased by 25% with only 19,500 man-hours needed.
Company

Emcocables

Manufacturing Plant Construction

Before
  • 11 months industry standard project duration.
After
  • 7 months to project completion (55% additional revenue 4 months earlier).
Company

Emesa

TGV Station Construction

Before
  • 6 months left to deliver, and project was 5 months late.
After
  • Completed 11 months of work in six months. Project on time (€5 M penalty avoided).
Company

Thyssen Krupp

Automotive Assembly Systems

Before
  • 70% of projects were late.
  • High overtime and outsourcing.
After
  • Lateness reduced by 50%.
  • 63% gains in productivity.
  • 15% more projects completed.
Company

Skoda Power

Steam Generators

Before
  • 20 casings per year.
  • 60% on-time delivery.
After
  • 27 casings per year (30% increase).
  • 90% on-time delivery.
  • 20%-30% faster cycle time.
Company

Eircom

Telecommunications Network Design & Installation

Before
  • On-time delivery was less than 75%.
  • Average cycle time was 70 days.
After
  • Increased on-time delivery to over 98%.
  • Average cycle time reduced to 30 days.
Company

ABB Cordoba

Power Transformers

Before
  • Engineering cycle time was eight months.
  • On-time delivery was 85%.
After
  • Engineering cycle time reduced to 3 months.
  • On-time delivery improved to 95%.
  • 16% increase in manufacturing throughput (revenues).
Company

Airbus Defence and Space

Engineering and Manufacturing Payloads for Telecommunication Satellites

Before
  • 24 installation drawings per week in design office.
  • 41% engineering cost overrun in customization of new payloads.
After
  • 32 installation drawings per week (33% increase in throughput).
  • 6% engineering cost overrun (85% reduction).
Company

Ismeca Semiconductor

Semiconductor Handling Systems

Before
  • 84 days overall cycle time.
  • 24 days production cycle time.
After
  • 64 days overall cycle time (25% reduction).
  • 10 days production cycle time (60% reduction).
Company

US Navy, Fleet Readiness Center Southeast, F-18

Aircraft Maintence and Upgrades

Before
  • Produced six aircraft a year before implementation.
  • WIP of 36 aircraft on station.
After
  • Increased annual throughput by 81% (from 6 aircraft to 11).
  • Reduced WIP from 36 aircraft to 17 aircraft.
  • Grew engineering and support capacity to maintain 30 aircraft per year, up from 21.
CUSTOMER

Army Fleet Support

Helicopter Maintenance, Repair and Overhaul (For Flight Schools)

CUSTOMER

Army Fleet Support

Helicopter Maintenance, Repair and Overhaul (For Flight Schools)

CUSTOMER

Army Fleet Support

Helicopter Maintenance, Repair and Overhaul (For Flight Schools)

Start delivering your projects on time.

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Our customers

“We had a 20% increase in just capacity alone. A 23% increase in engine production. A 10-26% reduction in overall turnaround times on four of our lines. An 18-38% reduction in engine assembly and disassembly times.”

Gregory Mayes, General Manager Delta Airlines

“We’ve been underway in that process now for a year, and we have already increased the depot throughput by 40%.”

Rear Admiral Michael Manazir US Navy

“We were able to see an 18% reduction in our cycle time. From a projected 17-month effort to finishing in 14 months, meeting customer expectations. We also have seen a 30% reduction in the planned assembly time of this piece of hardware. We delivered our systems hardware 14 months earlier than in the past.”

Steven Pryor (Director) Spirit AeroSystems

“The first thing we saw is that per project, we can shorten the timeline by 20%. We are finishing this year without a crisis in any of our projects. We are delivering in shorter time. It costs us less. We are supporting our customers on the one hand and supporting our top line on the other.”

Shalom Passy, Executive VP Amdocs

“We were able to reduce our cycle time by roughly a half on our design phase, deliver with higher quality and less angst in the organization, and actually achieve more than we would typically achieve in that phase.”

Rob Fuller, Director of Engineering Siemens Gamesa

“Our critical plate supplies were late by nine months. Our fabrication contractors mobilized only 60% of the required workforce. Yet we finished the shipyard in a record 28 months, only four months late against our ambitious initial goal.”

PR Prabhu Sr. Vice President L&T Shipyard

“What impresses me about Realization, is that they act more like partners to my business. They really understand my business requirements in detail and provide me control of my entire portfolio and great insights into the way forward.”

Mr. Renil Gorgri (Director) Aarti Industries

“Within a month, our project management team had complete visibility of bottlenecks. Even when new bottlenecks emerged, there were no surprises. We’re completing major milestones on time and implementing SMART Project Delivery on other thermal power plant projects.”

Ajay Shukla (AGM) National Thermal Power Corporation of India

“We were able to complete a Hot Strip Mill shutdown in 8.8 days against our planned shutdown of 11 days.”

Sudipto Sarkar, Head (Technical) HOT STRIP MILL

“We had a 20% increase in just capacity alone. A 23% increase in engine production. A 10-26% reduction in overall turnaround times on four of our lines. An 18-38% reduction in engine assembly and disassembly times.”

Gregory Mayes, General Manager Delta Airlines

“We’ve been underway in that process now for a year, and we have already increased the depot throughput by 40%.”

Rear Admiral Michael Manazir US Navy

“We were able to see an 18% reduction in our cycle time. From a projected 17-month effort to finishing in 14 months, meeting customer expectations. We also have seen a 30% reduction in the planned assembly time of this piece of hardware. We delivered our systems hardware 14 months earlier than in the past.”

Steven Pryor (Director) Spirit AeroSystems

“The first thing we saw is that per project, we can shorten the timeline by 20%. We are finishing this year without a crisis in any of our projects. We are delivering in shorter time. It costs us less. We are supporting our customers on the one hand and supporting our top line on the other.”

Shalom Passy, Executive VP Amdocs

“We were able to reduce our cycle time by roughly a half on our design phase, deliver with higher quality and less angst in the organization, and actually achieve more than we would typically achieve in that phase.”

Rob Fuller, Director of Engineering Siemens Gamesa

“Our critical plate supplies were late by nine months. Our fabrication contractors mobilized only 60% of the required workforce. Yet we finished the shipyard in a record 28 months, only four months late against our ambitious initial goal.”

PR Prabhu Sr. Vice President L&T Shipyard

“What impresses me about Realization, is that they act more like partners to my business. They really understand my business requirements in detail and provide me control of my entire portfolio and great insights into the way forward.”

Mr. Renil Gorgri (Director) Aarti Industries

“Within a month, our project management team had complete visibility of bottlenecks. Even when new bottlenecks emerged, there were no surprises. We’re completing major milestones on time and implementing SMART Project Delivery on other thermal power plant projects.”

Ajay Shukla (AGM) National Thermal Power Corporation of India

“We were able to complete a Hot Strip Mill shutdown in 8.8 days against our planned shutdown of 11 days.”

Sudipto Sarkar, Head (Technical) HOT STRIP MILL
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