Digital Transformation

TRANSITION OF A FAMILY OWNED COMPANY IN THE CONTEXT OF DIGITAL CHANGE

Challenge

The management and owner of a family-owned business in the automotive industry asked us to advice in the digitalization of their administration and production. The project aims the modernization of the companies processes against the background of leading the company into the next generation and enabling further growth.

OUR APPROACH

The project included amongst others the introduction of a new ERP System, the use of analytics tools as well as the realignment of the personnel strategy on the basis of realigned processes. For the introduction of the new ERP system, the as-is processes were recorded, analyzed, adapted and then mapped in the system. Central task was managing implementation partners in terms of time, cost and quality. We also accompanied staff training and acceptance management.

In the course of the implementation further optimization and digitalization potentials were raised. Analytical tools where amongst others used for setting up a dashboard for controlling order and production quantities. The digitalization of the administration function necessitated a restructuring and reallocation of tasks. In addition to the conceptual design and implementation support, we have also assumed responsibility for recruiting suitable personnel.

VALUE TO THE CLIENT

The digitalization of business processes as well as the use of analytical tools enables an efficient control of the company by the management.

The right conditions were set to make use of the opportunities offered by digital change and thus enable further growth and a future-proof positioning of the company.

With the implementation of our modernization and digitization concept, we have set the conditions for realizing possible succession strategies.

WHAT COMES NEXT

The digitalization and the reallocation of tasks within the administration have to be further anchored within the organizational function. Further digitalization potential within the production must continue to be exploited. Once the digitization measures have been implemented, the definition and subsequent implementation of the succession strategy will follow.