More transparency in planning with the SAP project system

At the start of the project, PackSys was using an SAP system, which also utilised the project system in initial stages. Projects were created in the system, but without the simultaneous consideration of capacities and deadlines. Production was mapped via order networks. Production orders were created for the production of a machine depending on the assembly and the parts list structure.

The departments involved, such as purchasing, design and service, used their own planning tools and processes to plan and organise their activities, which made it difficult at the time to carry out projects across deadlines, costs and services.

The product complexity of a customised machine manufacturer like PackSys is a fundamental challenge. This is because there is often a lack of a quick overview of the current project situation in order to initiate particularly important actions that influence the entire project on the basis of facts.

Standardised structure for every machine produced:

At PackSys Global, upstream and downstream production processes were to be mapped in a standardised structure as part of more detailed and comprehensive production planning (single point of truth). In this context, the order networks used in production were dispensed with and all activities, from incoming orders to warranty services, were transferred to the project system. Additional objects related to the project, such as service and production orders, should no longer be maintained in the project system.

More precise planning depth:

In order to reliably meet delivery deadlines once promised to the customer, even if staff availability fluctuates or the procurement of parts becomes more difficult, it is necessary to visualise the dependencies between individual activities and to carry out realistic scheduling with a forecast of the customer delivery date. Cross-departmental coordination of all activities and a capacity-based view across the entire value chain lead to greater planning depth and transparency in planning.

Introduction of personnel resource planning:

An existing cross-departmental solution was to be used for personnel scheduling and integrated into the SAP system via an interface. This enabled the comprehensive scheduling of appointments and capacities for all parties involved. 

Standardised structure for machine and service projects:

So-called ‘machine projects’ include all steps from the design to the sale of a machine, i.e. new business. Service projects’, on the other hand, involve warranty services, maintenance, retrofitting, etc. The aim here was to create a standardised project structure for both types of project.

• Comprehensive schedule overview: delays are recognised before they actually occur. Buffers and delays are displayed down to individual detailed activities.
• Increased adherence to deadlines for customers: Information on the schedule can be communicated to the customer accurately and reliably.
• All activities, objects, costs etc. for a machine are summarised within a project, even in the intercompany process.
• Demand management is transparent and takes place directly from the project.
• The project manager can ensure that the project is completed on time, on budget and on budget and that the necessary resources and funding are optimally provided.