APQP Implementation for a Global Rail Systems Provider

Facing recurring quality failures, delivery delays, or rising costs? So was a global rail systems leader — until they reimagined their project execution strategy.

With operations across trams, subways, and high-speed trains, the company was struggling with late-stage failures during design, manufacturing, and testing. The root cause? A lack of standardized quality planning and risk management across their global operations.

The Goal

Adopt a "left-shift" strategy by embedding Advanced Product Quality Planning (APQP) into every stage of New Product Introduction (NPI) — to catch issues early and drive consistent delivery excellence.

The Omnex Solution

Omnex led a structured transformation through three key phases:

• Assessment & Gap Analysis
• On-site evaluations, FMEAs across design and process stages, and leadership interviews.
• Implementation Roadmap
• A detailed rollout plan, including a 65-page APQP Project Management Handbook aligned with NPI stages.
• Global Training Rollout
• A 12-course curriculum across Europe, the UK, and North America, covering APQP fundamentals, FMEA, risk management, and leadership facilitation.

Bonus Initiative: During the project, Omnex conducted a rapid-response investigation into a battery box safety failure—visiting multiple countries, conducting root cause analysis, and integrating lessons learned into the broader APQP strategy.

The Results

• APQP-integrated NPI process across global sites
• Early risk identification and proactive issue resolution
• Standardized training and tools across the organization
• Stronger internal and supplier collaboration
• Improved delivery, safety, and customer confidence

See the Full Transformation

Download the Case Study Now to discover how strategic APQP deployment led to greater reliability and performance across a global rail portfolio.

Author

Dave Watkins

Dave Watkins is the Executive Vice President and Director of International Operations for Omnex, Inc., Dave has a wide range of experience encompassing full profit and loss responsibility in General Management, as well as manufacturing, production, Human Resources and distribution management in a variety of industries. His experience includes extensive work with Ford Motor Company including being on the Ford QOS Development Team (QOS Wheel Team) and assisting with the implementation of Ford Q1. His Ford experience also includes FCSD and GPDS including helping develop and deploy new product launch in multiple companies globally.