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End-to-end process analysis in the context of an S4/HANA rollout

Any decision to roll out an ERP system has far-reaching consequences. First and foremost, it requires a high level of resources for implementation and high costs. But is the effort worth it? To find out for and with our customer, the BLSG consultants organized a series of workshops. In a review of all logistical and value-adding processes of the JIT/JIS automotive supplier, the project team defined all end-to-end processes covered in the ERP and evaluated the savings potential both monetarily and qualitatively. The process description also proved helpful in the subsequent rollout for qualification, testing and acceptance. So there were no obstacles in the way of a successful SAP implementation!

Digitization in logistics – from project definition to trouble-free rollout

An Eastern European automotive plant is gearing up for e-mobility. In the course of this, an automated warehouse is being built. In the process, investments are being made in digitization. From goods receipt to the automated warehouse, via order picking on tugger trains to the production line, each package is seamlessly traceable and intelligently controlled. BLSG is playing a leading role on the board: We ensure that the various IT systems, from the retrieval system to the transport control system, the material flow computer of the automated warehouse and the warehouse management system, all work and interact smoothly with each other. BLSG consultants manage the project from order clarification via technical conception to implementation, including the following start-up support. In addition, we set up master data and logics in the systems and advise and qualify key users. This is how digitization works in practice!

Lean Organization at special machine manufacturer

As part of a lean implementation project, our client was faced with the question of how the company organization could best support customer-oriented action and lean processes. Our answer: introduction of a process-ideal organizational structure, qualification and use of agile collaboration models as well as development and implementation of a corporate mission statement as a guide for employees.

Implementation of SAP S/4 Hana for the production of electric vehicles and batteries

The transformation from combustion engine to the battery-powered electric motor poses major challenges for the automotive industry. In the course of this, numerous new production sites are being built for the manufacture of e-vehicles.

A trend-setting decision in this context is the IT system design of such a new plant. To identify the optimal system, BLSG supported a German premium OEM in the selection of the ERP for production & logistics. In addition to FIT/GAP analyses based on master process lists, various scenarios were evaluated and compared based on specific criteria (e.g. costs, resources, opportunities, risks, etc.).

The final scenario, which is technically feasible and meets the requirements, is based on SAP S4 Hana. The approval process for the budget as well as the required resources was supported by BLSG through various committees up to board level.

Lean implementation at a special machine manufacturer

What do you do when you see a need for optimization in many areas of an organization?

One good option is a comprehensive Lean Assessment by BLSG to make deficits transparent and to launch tailored improvement initiatives: We look at all areas, from lean leadership & culture to lean processes (shopfloor and administration), customer orientation and lean organization. Therefore we conduct interviews on all hierarchy levels, work out weak points with the process experts and determine and interpret relevant key performance indicators.

At a special machine manufacturer, the assessment revealed important areas for action in the project management standards, in the lack of transparency regarding deadlines and other performance KPIs, and in a lack of error and improvement culture. In an optimization project lasting several months, we were able to work together with the employees of the organization to not only solve the biggest operational problems, but also to achieve a positive change in the mood and culture of cooperation.