Rail operators, OEMs, subsystem suppliers, their competitiveness initiatives must be conducted with respect for reliability, safety and passenger comfort by offering innovative functions with reduced weight, space, energy consumption and environmental impacts.
The increasingly frequent renewal of rail fleets forced to reduce the time, development and industrialization costs of the Business Award by the OEM to the FAI until the delivery of the first train set.
The profound transformation of the rail transport sector with the opening of markets to competition in the operation of networks and the supply of rolling stock requires innovative solutions at ever tighter cost levels for increased performance. Whether they offer trains, complex subsystems or standard equipment, IAC accompanies them to win new business awards and restore/increase their margins, by activating all the competition levers; within their different activities via robust and proven rail sector-specific approaches.
The goal is twofold:
-assess the competitiveness of your programs in upstream development up to the first trains delivered.
-defining and prioritizing competition improvement projects with the best Payback.
Designing modular, time-reduced, clinchable technology bricks and subsystems with minimal non-resistant costs (NRC) for adaptation to OEM programs.
In the upstream phase and up to the FAI milestone, delivery of the first trainsets and their approvals, control your development costs and arbitrate cost / performance compromises.
Structuring of the steps to optimize the overall budget of a program (RC and NRC) during the project phases to differentiate itself from the competition and win the tenders. Valuing and negotiating customer specification requirements (OEMs and operators), proposing trade-offs and making internal figures more reliable.
Conduct value analysis of budget developments and propose organizational optimizations to improve efficiency. Implement innovative operating modes on recent project tasks.
Optimize your program schedules by identifying alternative development logics in a Value Stream Mapping approach. Supervise your clients’s interventionism after the start-up and secure execution by implementing innovative Lean Engineering management practices.
Set up punching actions to restore margins, respond to OEM requests for lower prices and well negotiate their change requests (specification, design), via Redesign-To-Cost post design freeze and FAI initiatives.
Develop test strategies that minimize the full cost (current and non current) of your control and test plans. Challenge the added value of each test step and calculate the Payback of the means implemented.
Set up cross-functional competition actions to reduce your purchasing expenses by using a wide variety of levers: technical, sourcing, supplier workshops, etc.
Explain the market applications of your technical innovations and implement the relevant criteria and methods to select innovations for development.
Define a robust and transverse Innovation process for your organization and support your teams during its deployment.
Identify and exploit the concrete benefits of additive manufacturing to speed up your projects, increase the value of your products (in particular the reduction of costs, the reduction of costs and the reduction of costs);This will reduce the cost of your operations (tooling, parts inventory and after-sales service).
Deploying a methodology within your organization to control costs from the design phases: setting up the target process (activities, milestones, deliverables) and building teams’ skills through training modules.