Introduction

Digital Engineering Transformation enables product-driven enterprises to improve R&D efficiency, reduce engineering costs, and accelerate innovation across complex product portfolios. In large-scale product engineering organizations, fragmented testing environments, growing software backlogs, and rising maintenance costs limit productivity and slow time-to-market.

This case study highlights how Digital Engineering Transformation helped a multinational digital printing and document management corporation consolidate engineering operations across software, hardware, and mechanical domains. By standardizing testing frameworks, improving integration workflows, and optimizing engineering structures, the organization reduced costs, improved quality, and extended product lifecycle performance. As a result, engineering shifted from reactive maintenance to structured, innovation-led delivery.

Customer

The customer is a well-known American multinational corporation specializing in digital printing, document management, and business services. The organization operates globally with a large-scale product engineering workforce supporting printer portfolios and digital systems.

With growing product complexity and global scale, the engineering organization required a more efficient and standardized approach to testing, defect management, and lifecycle optimization.

Business Objective

The primary objective was to achieve significant cost savings through engineering efficiency and consolidation. At the same time, the organization aimed to reduce the backlog of software and system defects.

Leadership also sought to lower product run and maintenance costs while extending product lifecycle across printer portfolios. Additionally, the company needed to accelerate time-to-market for new features without increasing R&D spending.

Ultimately, the goal was to improve engineering productivity while maintaining innovation velocity and product quality.

Scope of Services

The engagement focused on end-to-end digital engineering and testing across software, hardware, and mechanical domains.

Software development testing covered C, C++, Java, Unix, and Solaris technology stacks. Hardware development testing included Cricut systems, PCB, FPGA, and ASIC components. Mechanical engineering testing addressed design drawings, 3D CAD models, and FMEA processes.

System integration testing ensured coordinated product design and feature development across domains.

Finally, engineering consolidation initiatives improved scalability, standardized quality processes, and increased delivery efficiency across the global product portfolio.

Benefits

• Improved engineering efficiency through consolidation and standardization

• Faster defect resolution and reduced software backlog

• Lower product maintenance and operational costs

• Extended product lifecycle across printer families

• Higher R&D throughput without increased engineering spend

• Faster delivery of product features

• Sustained innovation supported by Agile delivery models

Impact

• $100M+ cost savings for the engineering organization

• 30–40% reduction in software backlog

• 20% reduction in product run and maintenance costs

• 10–25% extension in product lifecycle

• 30% faster time-to-market

• $700M+ overall business impact

• 400 innovation disclosures filed

• 345 patents filed

• 1,200 engineers engaged

• 100,000 sq. ft. lab space and 30 Scrum rooms supporting Agile delivery

Customer

Unified product engineering transformation for digital printing and business services became a strategic priority for a well-known American multinational leader in digital printing, document management, and business services. Operating globally with a large product engineering organization, the customer faced rising R&D costs, fragmented testing environments, and slower product releases. To remain competitive, the organization needed a unified engineering operating model that could improve quality, reduce cost, and accelerate time-to-market across software, hardware, and mechanical domains.

Business Objective

The customer aimed to:

• Modernize the end-to-end product engineering lifecycle

• Consolidate software, hardware, and mechanical testing into a single model

• Reduce engineering and maintenance costs

• Improve product quality and defect detection

• Accelerate time-to-market for new products

• Increase reuse of platforms and assets

• Extend product lifecycles while improving R&D output

• Free up capacity for innovation rather than reactive maintenance

These goals defined the roadmap for a unified product engineering transformation for digital printing and business services.

Scope of Services

BXI Technologies delivered a comprehensive engineering transformation program.

• Designed a unified operating model for end-to-end product engineering

• Integrated testing across:

  • Software: C, C++, Unix, Java

  • Hardware: PCB, ASICs, FPGAs

  • Mechanical: 3D CAD, FMEA

• Established a 24×7 production engineering lab

• Consolidated fragmented environments and testing pipelines

• Implemented backlog reduction and defect management programs

• Introduced platform investment and risk–reward financial models

• Set up an agile innovation hub, allocating 30% of effort to innovation

• Automated lab operations and testing workflows

Benefits

The unified engineering model enabled the organization to:

• Standardize testing across software, hardware, and mechanical domains

• Improve visibility into defects and product issues

• Reduce engineering and operational costs

• Accelerate release cycles with fewer defects

• Increase reuse of platforms and engineering assets

• Adopt an agile, innovation-led operating model

• Consolidate global lab operations into a single framework

• Allocate more capacity to innovation instead of maintenance

Impact

• $700M+ total business impact

• $100M+ cost savings through efficiency and consolidation

• 30–40% reduction in bug backlog

• 20% lower product run and maintenance cost

• 10–25% extension in product lifecycle

• 30% faster time-to-market

• R&D output increased from 10 to 12 product families at lower spend

Introduction

Large product engineering organizations often struggle with fragmented testing environments, rising maintenance costs, and slowing innovation. This case study highlights how Product Engineering Lifecycle Modernization enabled a global leader in digital printing and document management to unify software, hardware, and mechanical engineering under a single operating model—accelerating R&D output while reducing cost and complexity.

Customer

A well-known American multinational leader in digital printing, document management, and business services, operating globally with a large and complex product engineering organization responsible for long-lifecycle, mission-critical products.

Business Objectives

The customer initiated a Product Engineering Lifecycle Modernization program to fundamentally improve how products were designed, tested, and sustained. Key objectives included:

• Consolidate fragmented engineering and testing environments

• Modernize the end-to-end product engineering lifecycle

• Reduce engineering and product maintenance costs

• Accelerate time-to-market for new product families

• Improve product quality and reduce defect backlogs

• Extend product lifecycles through platform-led engineering

• Shift investment from reactive maintenance to innovation

Scope of Services

The customer’s engineering landscape was highly fragmented across labs, platforms, and testing pipelines, creating inefficiency and limiting innovation.

Key Engineering Challenges

• Siloed testing pipelines across software, hardware, and mechanical teams

• Growing bug backlog impacting product stability

• High production program maintenance costs

• Slow-release cycles and delayed time-to-market

• Legacy infrastructure and low reuse of platform assets

• Limited investment capacity for innovation initiatives

Unified Engineering Transformation

BXI delivered a comprehensive modernization program covering:

• Unified process design for end-to-end product engineering

• Integrated testing model across:

  • Software: C/C++, Unix, Java

  • Hardware: PCB, ASICs, FPGAs

  • Mechanical: 3D CAD, FMEA

• 24×7 global production engineering lab

• Platform investment cost model

• Risk–reward financial model

• Agile innovation hub (30% of engineering capacity)

• Environment consolidation and automation

• Structured bug backlog reduction program

Benefits

• Unified engineering execution across disciplines

• Standardized and automated testing pipelines

• Platform-driven product development model

• Improved visibility into product defects and quality issues

• Stronger cost control across engineering programs

• Adoption of an agile operating model

• Faster releases with fewer defects

• Increased engineering capacity for innovation

• Consolidated and optimized global lab operations

Impact

• $700M+ total business impact

• $100M+ cost savings through efficiency and lab consolidation

• 30–40% reduction in bug backlog

• 20% lower product run and maintenance costs

• 10–25% extension in product lifecycle

• 30% faster time-to-market

• R&D output increased from 10 to 12 product families at lower overall spend

These outcomes enabled the organization to redirect investment from reactive maintenance to long-term platform innovation.

Introduction

Global IT Service Delivery Transformation plays a critical role for manufacturing enterprises that operate across regions, time zones, and production environments. In large steel organizations, uninterrupted IT support directly affects plant operations, workforce productivity, and business continuity.
As operations expand globally, fragmented service models often reduce responsiveness and accountability. Therefore, enterprises must shift toward centralized control and standardized delivery.
This case study explains how Global IT Service Delivery Transformation helped a multinational steel manufacturer centralize operations, establish clear ownership, and deliver consistent 24/7 IT support. As a result, the organization improved service efficiency, responsiveness, and employee experience across manufacturing and commercial locations.

Customer

The customer is a multinational steel manufacturing enterprise operating in 26 countries, with a commercial presence in more than 50 countries.
Additionally, employees work across five continents, supporting large-scale manufacturing and global business operations.
The organization is recognized as Europe’s second-largest steel producer and depends on reliable IT services to support critical production environments.

Business Objective

The customer aimed to standardize IT service delivery across its globally distributed enterprise.
First, the organization wanted to provide consistent 24/7 IT support across regions.
At the same time, it needed to coordinate support for more than 300 applications across multiple delivery sites.
In addition, the customer required reliable on-premise IT support at critical manufacturing locations.
Because of this, leadership sought centralized operational control with clear ownership and accountability, while also improving service efficiency through process and technology optimization.

Scope of Services

The engagement focused on transforming IT service delivery through a centralized operating model.
BXITech provided 24/7 service desk support for more than 300 applications across four delivery locations.
Meanwhile, on-premise IT support was delivered at three key manufacturing facilities to ensure operational continuity.
A dedicated Operations Management Centre in Mumbai enabled centralized coordination and governance.
Furthermore, multilingual support ensured effective service for a globally distributed workforce.
The scope also included service desk consolidation and workforce rebadging. As a result, the organization achieved single accountability.
Finally, process and tooling optimization improved resolution speed and overall service quality.

Benefits

As service delivery became centralized, operational workflows improved significantly.
Standardized practices enabled faster issue resolution and reduced complexity in managing global IT operations.
Moreover, a unified service delivery model improved accountability across teams.
Employees also experienced quicker and more reliable IT support, which improved day-to-day productivity.

Impact

• Gate pass processing became 95% faster, reducing operational delays.

• First Call Resolution (FCR) improved by 20%, increasing service efficiency.

• 60% of staff were rebadged, enabling a single-accountability service model.