The use of IT in manufacturing is as unavoidable as it is challenging. On the one hand, the complexity and speed of processes in manufacturing can no longer be effectively controlled without powerful systems. The right IT solutions provide rationalisation, automation and transparency; they also increase responsiveness and efficiency. And last but not least, they provide the basis for the transformation of classical factories into smart factories.
On the other hand, IT systems also inevitably increase the overall complexity of the system – because their main focus is management and not the reduction of complexity. In this way, poorly managed IT systems may drive up not only the costs and vulnerability of manufacturing and achieve the opposite of their actual goals. But they also thwart the objectives of lean initiatives aimed at reducing Waste, complexity and inefficiency: The flow principle, which is a key component of Lean Management, is often difficult to reconcile with order-based push systems. Therefore, the question as to how the principles of lean manufacturing can be reconciled with the use of classic ERP and MESsystems, PDM/PLM solutions and IoT or Industry 4.0 elements is a focal point for IT projects in the manufacturing industry.
The ROI approach links the strengths of classic IT, Industry 4.0 technologies and lean initiatives: Slimline, robust and largely self-controlling manufacturing processes with simultaneous use of modern information technology. In our projects, we ensure that the feasibility and economic efficiency of the concepts is also ensured with regard to IT, the possibilities of existing IT systems are optimally exploited and that the targeted use of MESsystems and IoT platforms enables continuous networking of products, machines and employees. ROI draws on extensive expertise to support complex process, organisational and SAP transformation projects with a special focus on SAP S/4HANA transformation:
- Monitoring the entire process from the design of the IT architecture through implementation planning and supplier selection up to operational implementation, the start of manufacture and the accompanying change management
- Definition of the optimal migration and implementation approach in terms of costs, benefits, risk and speed and the necessary adjustments to organisation, leadership and employee qualification
- Mass customisation through horizontal and Vertical integration of IT solutions and the use of assistance systems
- Digitisation of manufacturing management (e.g. shopfloor management) and problem-solving processes (e.g. Continous Improvement Process/PDCA)
- Implementation of predictive quality and Predictive Maintenance
- S/4HANA migration, Standardisation of SAP systems and process harmonisation
- Use of S/4HANA in the real-time planning of cross-plant manufacturing processes
- Use of Big data for forecasts, simulations, and scenario comparisons
- Building up innovative IoT services by connecting sensors, products and machines