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Customer: Automotive Supplier

The customer develops and manufactures outstanding components using hydroforming. As a technology leader, the company supplies leading automobile manufacturers and their suppliers with ready-to-install components for chassis, bodywork, and exhaust systems. Additionally, the company is a globally leading manufacturer of household appliances, offering a wide range of products, including washing machines, dishwashers, and refrigerators. It operates in over 50 countries and is headquartered in Germany.

What problems were identified at the start of the project?
In terms of logistics, there were difficulties with the reliable provision of materials and adherence to the batch sequence. In addition, high storage costs due to excess stock and inefficient range adjustment led to difficulties, while a lack of delivery concepts made it difficult to plan and carry out production.
Inconsistencies arose regarding downtimes and waiting times due to different batches, and the lack of process documentation and inadequate process descriptions exacerbated these difficulties. The presses lacked effective KPI systems, and the visualization of quantities and data collection were prone to errors.
Quality assurance was also inadequate due to a lack of clearly defined quality indicators.
In production planning, there were issues with suboptimal batch sizes, an inefficient batch sequence, a lack of synchronization of production and unadjusted target specifications.

How was the problem solved?
As part of the process optimization and Lean management implementation, production data visualization was introduced across all presses. This included the installation of part counter displays and the introduction of documentation for downtimes and waiting periods at all presses. Based on the collected data, a detailed analysis of downtime and waiting periods was conducted to develop and implement appropriate measures for increasing efficiency. In parallel, a pilot project was launched to implement production planning in the ERP system for Hydroforming Press 1 and Press 2. To support this transition, new planning rules were introduced, and a comprehensive clean-up and update of old orders in the system were carried out. The introduction of Lean management served as a fundamental approach to optimizing planning processes and increasing overall efficiency.

What results were measured after the collaboration?
To measure the improvements, data from the previous year was used. Over a two-month period in the current year, changes were documented, figures analyzed, and compared to the previous year’s data. Through targeted measures, an average improvement of 30% per machine was achieved.

Customer: Consumer Products

A supplier of the customer was known for its extensive expertise, ranging from initial concept and design to mass production and spare parts supply. The core competencies were particularly in the development and manufacturing of injection-molded parts and glass fiber-reinforced plastics. Additionally, the supplier specialized in the refinement and production of assemblies for white goods. These comprehensive capabilities allowed the company to offer innovative and high-quality solutions tailored to demanding customer requirements.

What problems did the customer face before the project started?
Due to mismanagement, lack of transparency, and insufficient communication and information with its customers, the company encountered financial difficulties and had to file for bankruptcy. The main task was to maintain business operations and production, particularly to prevent interruptions in the mass production for our customer. Additionally, there was the challenge of relocating certain production parts to a different supplier.

How was the problem solved?
Through enhanced monitoring measures, effective personnel management, and efficient material control, production at the supplier was maintained until a new supplier could be found. Close and daily coordination with all parties involved was crucial. The relocation of production to the new supplier was meticulously and carefully planned, ensuring that there were no interruptions in the customer’s mass production and that the launch of a new product series proceeded smoothly.

What results were measured after the collaboration?
The production relocation was successfully carried out without any interruptions to the customer’s mass production. The schedule was strictly adhered to, the timely release of new production processes was ensured, and the quality for mass production was maintained.

Customer: Consumer Products

The customer produces the full range of modern household appliances across 37 factories worldwide. Their product portfolio includes stoves, ovens, range hoods, dishwashers, washing machines, dryers, refrigerators, and freezers, as well as small appliances such as vacuum cleaners, coffee machines, and food processors.

What problems did the customer face before the project started?
The issue was multi-faceted. On one hand, the output of several factories needed to be adjusted to meet the new sales forecast for the coming year, which required a significant increase in production. It was unclear which suppliers could handle a 20% increase in production, and at the same time, there was a need to optimize and increase output within the company's own factories to meet the heightened demands.

How was the problem solved?
As part of the production optimization, a comprehensive supplier optimization was carried out to increase production capacity flexibility. This included establishing logistics agreements with suppliers to cover fluctuations of ±15% and set appropriate lead times. Stabilization and enhancement of manufacturing were achieved through the introduction of reproducible processes both internally and externally with suppliers. Measures such as standardizing series launches, optimizing shift planning, and adjusting production capacities in close coordination with the Sales and Development Departments were implemented. Bottleneck suppliers were identified, and their capacities were increased through targeted actions. At the same time, setup times and material flows were optimized, and shop floor management was introduced to enhance workforce productivity. These improvements were realized in close collaboration with management, plant management, and the works council.

What results were recorded after the collaboration?
After implementing all measures, production capacities were successfully adjusted to meet the new forecast. All critical suppliers were identified in time, and comprehensive preparations were made to handle the increased demand. This included setting up additional shifts, acquiring more tools and machines, and implementing quality improvement measures that led to a reduction in waste. These optimizations significantly improved both supply reliability and production performance.

Customer: Electrical Engineering

For 40 years, the company has been driving technological trends and advancing the development of renewable energies. As a global leader in photovoltaic system technology, the customer has played a crucial role with their innovative inverter technology in transitioning renewable energies from a pioneering phase to being widely recognized as a fundamental component of the global energy supply.

What problems did the customer face before the project started?
The issue was that the annual inventory process in the repair centers was extremely time-consuming, often taking up to three months, and inventory discrepancies increased each year for unexplained reasons. There was a lack of structured inventory planning, including necessary preparations. Additionally, there was no warehouse management system, and errors in the SAP system went undetected.

How was the problem solved?
A comprehensive inventory workflow was developed, and a specific action plan was created for each warehouse location. Guidelines for conducting the inventory were drafted, inventory managers were appointed, and clearly defined tasks were assigned. Adjustments were made in the SAP system to reduce effort and minimize discrepancies in advance. For example, erroneous Kanban quantities in SAP were corrected, and a work instruction for SAP booking processes was created to prevent future errors. Excess stock ("dead stock") was eliminated before the counting process. A structured timeline for each building and warehouse location helped significantly reduce inventory times.

What results were recorded after the collaboration?
As a result, inventory times were reduced by 80%, and production downtime during counting was minimized. Process improvements led to a 20% reduction in inventory discrepancies in the following year, significantly reducing the issues.

Customer: Plant Engineering

Two SMEs, a traditional company and a university spin-off, are about to merge strategically to optimize synergy potentials. Together, they have over 75 employees, more than 20 years of experience, and operate over 130 combined heat and power (CHP) plants. This collaboration combines decades of expertise with innovative energy technology to strengthen their market position and develop sustainable solutions for the future.

What problems did the customer face before the project started?
The potential synergies in the planned merger were unclear, and existing process issues complicated the integration. Additionally, the joint strategy was not yet developed, and key positions were vacant. One company used an inventory management system that was poorly integrated with financial accounting and CRM, necessitating a decision on whether to adapt it or replace it with a new system. Simultaneously, both companies faced overload in procurement due to increased sales, requiring additional staff and more expertise in material management.

How was the problem solved?
The optimization of the entire material and information flow through value stream analysis mapped out the company integration. Operational processes were stabilized, and gaps in order processing, goods receipt, planning processes, and intralogistics were closed. A standardized order processing system with clearly defined milestones from quotation to invoicing was established. The ERP system GDI was upgraded after initial process improvements. The management team received comprehensive consulting on strategy implementation, including organizational restructuring and planning an ERP system change. Employees were prepared for the new organizational structure through coaching, and responsibility was successfully transferred to the new leadership team after its establishment.

What results were recorded after the collaboration?
The synergy potentials were clarified, and deep-rooted process issues were resolved. By the end of the mandate, the merger strategy was defined, the inventory management system was modernized, and a strategy for the ERP replacement was communicated.

Customer: Solar Industry

The company is a pioneer and technology leader in Perovskite-Silicon tandem cells. Founded in 2010 as a spin-off from a university, it focuses exclusively on the development and commercialization of this technology. The research and development center in the UK, along with the pilot and production facility in Germany, facilitate the accelerated transfer of technology into large-scale industrial production of Perovskite-Silicon tandem solar cells.

What problems did the customer face before the project started?
The transition from the development center to mass production of cells posed significant challenges. The lack of expertise in serial production greatly complicated implementation. Additionally, the absence of a comprehensive ERP system impacted the integration and efficiency of production processes. Connecting an external workstation for module assembly and coordinating various production systems, including discrete and process manufacturing, added to the complexity. These factors required a strategic realignment and targeted measures to ensure a successful transition to mass production.

How was the problem solved?
To successfully implement the digitalization project for a complex ERP system, including MES integration, PPS system, and maintenance tools, an interdisciplinary team was formed. A comprehensive current state analysis was conducted along the entire value chain through workshops with all involved departments to identify missing process structures. Based on these findings, the team developed new target processes for manufacturing. These processes were documented in a requirements specification that served as the basis for applying for funding. Additionally, a complete redefinition of processes from order placement to customer delivery was developed. The application for the required funding was meticulously prepared, and a comprehensive cost estimate for the digitalization of the ERP system, MES integration, and necessary training was created. This structured approach laid the foundation for the successful execution of the digitalization project.

What results were achieved after the collaboration?
The target process description for the manufacturing workflow, including the integration of an external contract manufacturer, is now complete. Based on this detailed process definition, the full application for funding was successfully prepared. This structured approach ensures efficient implementation of the digitalization project and sets the stage for a smooth integration of new systems into the manufacturing processes.

Customer: Consumer Products

The company is a global leader in household appliances, offering a wide range of products including washing machines, dishwashers, and refrigerators. Headquartered in Germany, it operates in over 50 countries.

What problems did the customer face before the project started?
The company faced production issues despite having high inventory levels and excessive material reach. This discrepancy led to high inventory holding costs and inefficient capital utilization, as stock did not meet current demand. Critical parts were missing, causing production delays and supply shortages.

How was the problem solved?
ion3 addressed the production issues with targeted measures. Outdated materials were phased out, material planning was optimized, and production planning was made more efficient. Logistics audits identified weaknesses, quality management immediately flagged defective materials, and procurement assessed supplier capacities. A fixed planning horizon improved accuracy, and flexible material shifting allowed for quick adjustments. Additionally, better supplier integration reduced lead times. These steps improved inventory alignment, optimized supply capabilities, and increased production efficiency.

What results were achieved after the collaboration?
The company achieved significant success by optimizing material planning and production processes. Material reach was reduced by 2 days, leading to more efficient inventory management and better stock utilization. At the same time, delivery fulfillment improved substantially, rising from 76% to 97%. This increase reflects the enhanced ability to fulfill customer orders on time and reliably, which not only boosted customer satisfaction but also sustainably strengthened the company's competitiveness.