Success Stories

Our client’s success in meeting their goals is our most important objective.

Successfully Predicting Failures

Successfully Predicting Failures

Large airlines tie up millions of dollars each year holding inventory of excess parts in order to support the unplanned replacing of parts.  They spend millions of dollars each year moving those parts from one maintenance location to another in order to ensure that they have the parts on hand when they have to perform maintenance on their planes.

The stocking levels for the spare parts were often determined based on actual usage requirements and limited forecasts.  Not having the needed part on hand in the right maintenance location caused out of stock conditions which grounds aircraft that cost the airlines money, negative impacts consumer experiences, and negatively impacts the reliability numbers that the airlines are measured against.  In order to limit this, airlines hold excess inventory which costs them millions of dollars a year.  Without analytical tools, there was no ability to see trends in part usage aside from raw historical use. The airline was also not able to determine if maintenance should be done earlier than scheduled when the part and the plan were in the same location.

How We Solved It

Trillium was brought in to manage the requirements gathering, data mining, design and implementation of new Supply Chain Software and predictive analytics solutions and then coordinate the activities of 6 best of breed consulting companies to implement these new tools.  Trillium also designed and developed tools to simplify the integration of these new tools into the airlines legacy environment.  In addition, Trillium designed and developed key reporting components to support the clients decision making process.

Results

  • Management of over 450,000 bin locations is no longer a manually intensive and reactive activity.
  • Procurement of parts is now done objectively using forecasts with measurable error rates allowing departments to make decisions based on rel
  • Annual carrying cost for parts was reduced by over $100 million
  • Shipping costs were reduced by over $50 million a year transferring parts between maintenance facilities.
  • Tight integration with the existing legacy system reduces the risk of unnecessary overstocking and stock-outs.

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Large-Scale Workforce Management System

Large-Scale Workforce Management System

A premier railroad company in need of a workforce management overhaul must first build stakeholder buy-in. Despite its leadership in the transportation and logistics industry, the company was still using the antiquated method of roll call to track employee attendance in the field. This process failed to meet reporting regulations, such as who was present, what training or qualifications they have, what was accomplished, who was the project leader and how many hours they worked. The client needed to update and optimize workforce management processes and tools – a project that would impact approximately 10,000 workers in the field.

Although they wanted to move forward, they struggled to obtain agreement and alignment of key stakeholders. The absence of a comprehensive program picture, execution plan, program governance structure and communication plan—combined with an inability to clearly articulate the value of their business case—added up to a major obstacle to gaining senior management approval.

How We Solved It

Trillium developed a project roadmap that stakeholders could buy into and streamlined workforce management in the field

Results

  • Developed standardized requirements and governance to win senior management approval
  • Ensured compliance with government and union regulations on project reporting
  • Enabled more accurate and compliant attendance reporting in the field

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