Process optimization in medium-sized companies

The challenge

The internal processes and procedures of small and medium-sized companies are subject to at least the same requirements as those of large groups, but they have far fewer human and financial resources at their disposal. The mapping of internal processes, and their digitalization can be a decisive production factor. In our experience, medium-sized companies lack experienced translators to implement meaningful, digital processes. In-house IT is usually not in a position to do this, as it often lacks a complete view of the operational context. This is where we come in! We do not sell software or hardware. We help you digitize your processes the way you wish. No matter which systems you have in use and what they can or cannot do, we are interested in the process as you wish. We ensure that the systems involved take the data to where it is needed or where it is already available or collected. We often notice a certain operational blindness in the IT departments of medium-sized companies, possible causes of which are historically grown IT structures, from the time when IT did not yet affect the company's success so much.

Example 1

One of our customers repeatedly caused problems loading the trucks, as the cargo space of the vehicles should be optimally equipped with the transported goods, also with regard to the size and weight of the load. All packaging units were elaborately distributed on the loading ramps first and then spent in the trucks with a lot of experience and good eye of the loader. Since the dimensions and deliveries were known in the customer's ERP system (in the case of SAP), we supplemented the ERP system with the following functionalities. The cargo was sensibly sorted and recorded in advance and the packaging units were marked according to the loading sequence. Since then, this works on every loading ramp and the loading master can check the correct order on the monitor.

Example 2

As a power plant operator, one of our customers is subject to various guidelines, especially if the plant needs to be revised. All trades must be advertised and provided with the correct texts in GAEB format. In practice, 2 engineers take care of this, who also monitor the technical revisions. First, those responsible pursued the idea of depositing this function of tender texts in their SAP® system by developing it in the SAP® customer namespace. After detailed examination, we advised our customer not to make this request. Reason: Our customer's SAP® system was not intended for this solution and the functionality would have to be completely developed. At that time, our customer's engineers used third-party software that specialized precisely in this concern and was accordingly gladly used. However, the integration of third-party software into the customer's SAP® system was virtually non-existent. Our solution was to let the engineers continue to use the special software, to transfer the information relevant to SAP® from the special software to SAP and to transfer information from SAP® to the special software. The solution cost only a fraction once and additional license costs were saved. In the event of a later, possible use of another third-party software, only the interface would have to be adapted. We have been serving the customer since 01.01.2005.

Unsere Lösung bestand darin, die Spezialsoftware durch die Ingenieure weiter benutzen zu lassen, die für SAP® relevanten Informationen aus der Spezialsoftware in’s SAP zu übertragen und Informationen aus dem SAP® an die Spezialsoftware zu übergeben. Die Lösung kostete einmalig nur ein Bruchteil und zusätzliche Lizenzkosten wurden eingespart. Bei einem späteren, möglichen Einsatz einer anderen Fremdsoftware, müsste lediglich die Schnittstelle angepasst werden. Den Kunden betreuen wir seit dem 1.1.2005.

Further examples and areas of application