SiccaDania
Case: Industrial machinery manufacturing
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Case: How to meet demand from business – in the 4th industrial revolution
With its head office in Esbjerg, Denmark, Babcock & Wilcox Vølund manufactures, constructs, maintains and operates renewable energy plants. Babcock & Wilcox Vølund has designed and built more than 560 waste-to-energy lines around the world – and a remarkable number of them are still in use, many decades after they were built.
Babcock & Wilcox Vølund is a subsidiary of Babcock & Wilcox, headquartered in the US – Charlotte, N.C., a global leader in energy and environmental technologies and services for the power and industrial markets, who has been transforming this industry for 150 years. Read more at www.volund.dk.
Mid-2015 Babcock & Wilcox Vølund implemented an ambitious global growth strategy, largely depending on a high level of business agility in terms of growth both in the number of employees as well as mergers and acquisitions.
With more than 700 employees and 40 business critical high-end engineering applications – workspace mobility, centralization and operational excellence were key drivers for realizing the growth strategies. A technical and organizational change project was needed.
THE CHANGE PROJECT: PLANNING AND TRANSFORMATION
Babcock & Wilcox Vølund took action with all parties involved from management to the user. In the below use case, it is outlined how a change project became a success at all levels – from strategic to tactical and operational levels, with Citrix, the Lean-On Application Accelerator Platform® and services, as critical components.
Increasing market demands to meet intense global competition, made management implement, prioritize and focus policies on the following strategies:
Enablement of:
The goal was to implement an IT technical platform that could support the above strategic ambition. The above strategic ambition was broken down into the overall following procedures to be implemented:
Babcock & Wilcox Vølund found that the Lean-On Application Accelerator Platform® could fulfill all the requirements, and super users, the IT department and management all became involved in the process.
The business does not earn money from maintaining infrastructure but from having users working effectively in the business-critical applications each and every day. Hence, on an operational level and on a day-to-day interaction, priorities are fully on maintaining a unique user experience that can keep the users productive and effective in their daily work tasks in the business-critical applications. This means keeping what you promise to the users, and having something better for the users, making their work-life easier and more effective. In order to enable great consistency in terms of the above, it was necessary to have the following workflows in place:
“The Citrix technology and the Lean-On Application Accelerator Platform® and services have very much been a change project for our organization. In the change process the users should be able to see an improvement from the workday they are coming from, otherwise they will not be committed. As for management – they need to be able to see a fulfillment of their growth strategies in order to be committed. Globally, the Lean-On Application Accelerator Platform has enabled that for us. We can now fulfill corporate growth strategies and improve productivity for the users, worldwide.”
Lean-On and Babcock & Wilcox Vølund, have made transformation easy and users happy. When the entire HR legal and contractual procedure has been completed, 25 new knowledge workers can now be onboarded within a few hours, no matter the location, from Slovakia to India.
42 high-end engineering applications from graphic intensive Autodesk Inventor and PDMS to compute intensive HPC applications such as Rohr2 and Ansys Fluent are running on the platform today.
