Connected factory across 40 plants on 18 countries' production lines.
The OEM had a world-class engineering culture but no single operational picture of its plants. We connected machines, quality stations, suppliers, and planning systems so plant managers could act on the same signal within minutes, not days.
The situation we walked into.
Each plant had optimised locally around its own MES, supplier cadence, and maintenance routines. That produced heroic local performance but made global planning brittle whenever a component shortage, quality excursion, or equipment issue hit multiple regions at once.
The client wanted more than dashboards. It needed plant supervisors, planners, and suppliers to work off the same operational model so schedule changes could happen mid-shift without creating hidden backlogs downstream.
A simplified view of the delivery shape, the control points that mattered, and the signals the client team used to keep the program on track.
The changes that made the outcome possible.
Industrial data layer
Machine telemetry, SPC systems, and maintenance signals were normalised into a shared manufacturing event model.
Supplier visibility
Tier-1 and critical Tier-2 suppliers published shipment and quality checkpoints into the same control plane.
Digital twin rooms
Plant teams used scenario boards to simulate changeovers, component shortages, and labour constraints before acting.
Edge operations
Low-latency analytics and local failover kept plants running even when wider network links degraded.
How the delivery moved from pilot to scaled operation.
Three-plant pilot
We proved uptime and quality use cases in one drivetrain, one body, and one final-assembly plant.
Global template
The OEM approved a reusable plant blueprint spanning data contracts, dashboards, and local operating roles.
Supplier integration
Critical supply-chain checkpoints were added so planners could see constrained components before shortages hit lines.
Scale and optimise
All 40 plants moved to common signal thresholds and the network operations team took over global support.
What changed after the transformation settled into the run.
Maintenance became proactive
Supervisors received failure signals early enough to shift crews and parts before stoppages cascaded across the line.
Planning freed trapped inventory
The OEM cut safety-stock bias because demand, supply, and quality signals finally lined up in the same hour.
Plants kept autonomy without fragmentation
Local leaders still tuned to site conditions, but they now did it within a global decision framework that scaled.
We finally stopped arguing about whose spreadsheet was right. The line and the planning room were looking at the same truth.Chief Digital Officer - Global industrial OEM
The Tata services behind this outcome.
Engineered by our London centre of excellence.
The industrial data layer, edge operations, and digital twin rooms behind this programme were built by our London Engineering Centre of Excellence - the same team behind our IoT, cloud-native, and Internal Developer Platform work.
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