Tailored Processes for the Precious Metals Industry

The challenge
As part of a carve-in project, the parts electroplating business unit was to be mapped in the SAP system as an independent legal entity. The electroplating unit needed to be clearly separated organizationally while remaining fully integrated into group controlling. The aim was an independent structure that fits seamlessly into existing group processes.

A tailored structure, aligned with the group
After analyzing the existing processes, itprocess worked with Wieland Galvanik to define the requirements for the new company code and the associated organizational units. Group guidelines were taken into account, and the necessary SAP customizing and organizational structures – in particular the logistics setup – were implemented. Integration and functional testing ensured a smooth implementation and led to a successful go-live.

The result
The electroplating unit was seamlessly put into operation as an independent entity. Clear structures and transparent processes provide the desired organizational independence, while integration into the group structures ensures control and transparency at group level.

The challenge
The digital maturity of FORESTADENT’s organization, processes and system landscape was to be assessed in a structured way, with the aim of deriving clear priorities for the next steps in digitalization.

Analysis, opportunities and a clear roadmap
Together with key stakeholders from management, IT and business departments, itprocess analyzed the existing organization, processes and system landscape. From this, opportunities for optimization and concrete areas for action were identified and prioritized in a customized roadmap. The basis for this was itprocess’s Digital Roadmap service.

The result
The roadmap created a clear and transparent foundation for further digitalization. Among other things, it gave rise to a project to optimize and digitalize the logistics concept, which was subsequently implemented successfully.

The challenge
As FORESTADENT’s revenue grew, so did the demands on its logistics. Key information such as storage bins, batches and stock levels was partly managed outside of SAP. The aim was to map logistics processes end to end in SAP and create a reliable foundation for picking, production supply and shipping.

Mobile scanning directly in SAP
Together with FORESTADENT, itprocess integrated the logistics processes – from goods receipt and production through to shipping – into an end-to-end, SAP-based warehouse management system. Storage bins, stock levels, packaging as well as batch and shelf-life management are now handled centrally in SAP. For mobile scanning, itprocess developed a custom Fiori scanner app for FORESTADENT that supports employees directly in their logistics tasks. Transport and production staging are also handled with system support based on the pull principle.

The result
Fully digitalized, efficient logistics. Manual handoffs between systems and duplicate data storage have been eliminated, and stock levels and batches can be tracked in real time. Guided processes increase reliability and traceability while creating a flexible foundation for future logistics requirements.

The challenge
ADMEDES operates in the medical technology sector and is subject to strict audit and validation requirements. Central to these are the Device Master Record (DMR), which serves as the master documentation for a product, and the Device History Record (DHR), which documents the manufacturing history of a specific product or batch. The required information had previously been compiled manually from various sources. The aim was to reduce this effort and generate the required documents automatically from existing SAP and document management data.

An SAP report that brings all information together
Together with ADMEDES’s QM specialists, itprocess developed an SAP report that automatically consolidates and outputs the relevant data. It draws on sources including material master data, production orders, SAP documents and quality inspection records.

The result
A significant reduction in workload and noticeably faster audit preparation. The automated compilation of information increases legal certainty and customer satisfaction, frees up internal resources and ensures fully digitalized documentation stored in SAP.

The challenge
In the stamping technology division, logistics processes were to be mapped end to end, taking batch management into account – from goods receipt and production supply through to goods issue. The aim was a holistic logistics concept that supports the stamping process at batch level, simplifies the flow of materials and makes raw materials, semi-finished and finished products clearly identifiable.

A holistic logistics and batch concept
Based on SAP Stockroom Management, itprocess set up production supply via production supply areas and defined batch levels. Confirmations and material requests are handled via terminals and a mobile scanner app for handheld devices. Materials and storage units are physically labeled, and deliveries with batches are recorded and tracked end to end using SAP Handling Unit Management.

The result
Logistics processes defined end to end in SAP that meet the requirements of a modern automotive supplier. Standardized labels and documents ensure consistent workflows, while mobile data capture replaces paper-based processes with digital solutions.

The challenge
In tool manufacturing, numerous processes are mapped via network activities in project management. As order volumes grew, so did the complexity. At the same time, project and production processes were to be more closely integrated and the creation of master data made more efficient.

From the project system to production
itprocess moved the network activities from the Project System to PP and set up project-related production orders for individual parts. These are generated directly from the project and confirmed via scanners or time recording – while maintaining full transparency of project costs. Master data is created largely automatically via a VISI interface. The solution is embedded in the broader context of the S/4HANA conversion, the Digital Roadmap and batch management.

The result
End-to-end integration of projects and production reduces complexity and improves control. Confirmations are handled more efficiently, while automated master data processes cut manual effort and improve data quality at the same time.

The challenge
For DIEHL Metering, the next step was to prepare its SAP system landscape for future technological and strategic requirements across its international group. With mainstream maintenance for SAP ERP coming to an end, the move to SAP S/4HANA became the central project. A transformation spanning six countries, several company codes and a high volume of data called for careful planning and close international coordination. The objective was to modernize the system while keeping business operations stable and operational processes largely unaffected.

Brownfield conversion, coordinated internationally
In a comprehensive Readiness Check, itprocess analyzed the system landscape, data structures and cross-country process dependencies. As the processes were already largely standardized, a brownfield conversion was chosen. Several sandbox, development and test systems enabled extensive test migrations as well as performance, integration and regression testing. The actual conversion was carried out within a carefully coordinated go-live window over a single weekend.

The result
A powerful SAP platform built for the long term for all participating subsidiaries – with minimal production downtime. The new platform processes large volumes of data significantly faster and creates greater transparency across national and company borders. At the same time, it provides the technological foundation for further harmonization, digitalization and innovation.

The challenge
HÄHL’s SAP system landscape was to be prepared for future technological and strategic requirements. The upcoming end of maintenance for SAP ERP provided the ideal opportunity to take this step with a migration to SAP S/4HANA. The objective was to establish a modern system landscape while keeping the impact on existing processes to a minimum.

The proven path: S/4HANA brownfield conversion
In a Readiness Check, itprocess analyzed the existing SAP landscape and evaluated the possible transformation approaches. As the processes were already largely standardized, a brownfield conversion in several phases was chosen. Once the sandbox and test environments had been set up, the technical conversion followed, with extensive integration and migration testing through to a successful go-live. This also laid the foundation for future optimization and innovation.

The result
A powerful SAP system landscape built for the long term. Faster data processing and real-time analytics open up new possibilities for day-to-day work, while SAP Fiori provides a modern, user-friendly interface. Simplified processes and data models form the basis for future digital business scenarios.

The challenge
As an international mechanical engineering company, WEBER was already using SAP in Germany and wanted to bring its international subsidiaries onto a unified ERP landscape as well. The goal was to harmonize processes, systems and data across the entire group and create a shared foundation for further international growth.

One template, rolled out in phases
WEBER and itprocess developed a structured, phased approach for the rollout. A system and process template formed the foundation – from process analysis and prototyping through fit-gap analyses to testing and go-live. Implementation combined remote and on-site phases. This approach could then be reused for further international rollouts, including in the USA as well as at sites in China and France.

The result
A unified SAP system landscape across all locations, with standardized processes, greater transparency over costs and revenues, and more efficient collaboration between the international entities.

The challenge
As part of its growth strategy, Swissplast AG had acquired a new production facility and wanted to integrate it into its existing SAP ERP landscape quickly and seamlessly. The aim was to align the new site with the established processes of the main plant from day one, creating a unified basis for the group’s further development.

Proven processes as a blueprint
The processes and templates already established at the Swiss main plant served as the basis for the rollout. From analysis and customizing to testing and go-live, implementation followed a proven pattern. This allowed the new site to be built on a consistent process and data foundation and integrated efficiently into the existing system landscape.

The result
Swissplast was able to fully integrate the new site into the group structure. Control, monitoring and reporting became more transparent at group level, laying the foundation for further integration and growth. At the same time, a proven approach is now in place that can be transferred to future sites as well.

The challenge
The wide range of variants at elumatec calls for structured order processing and efficient underlying processes. Working together with sales, product management and production planning, the order processing in SAP was further developed and the variant configuration restructured. The aim was to increase the level of standardization and create a reliable basis for further optimizing workflows.

Consistent processes, digitally supported logistics
Together with elumatec, itprocess further developed the processes from order processing through to warehouse logistics. The variant configuration was restructured and workflows were standardized in a targeted way. In the next step, a comprehensive warehouse and logistics concept with mobile data capture was introduced. As a result, processes are now supported end to end and responsibilities are more clearly defined.

The result
Leaner, standardized processes from order processing to the warehouse. Reduced maintenance effort, shorter lead times, greater transparency and clearly defined responsibilities provide an efficient foundation for day-to-day operations.

The challenge
proHeq’s warehouse logistics were to be separated from the existing group logistics and handed over to an external service provider. This required aligning existing workflows with the new partnership while achieving a high level of standardization. The aim was a lean, clearly structured solution that reliably supports collaboration with the logistics partner and remains flexible for future changes.

SAP standard for flexible logistics
itprocess connected the new logistics service provider’s warehouse management system via standardized SAP EDI interfaces. The SAP standard was used consistently, and custom developments were largely avoided. The result was a clearly structured interface solution that reliably supports data exchange between proHeq, SAP and the external logistics partner.

The result
Significantly simplified and standardized interface processes provide a flexible foundation for the outsourced warehouse logistics. The standardization achieved also makes future adjustments easier – for example, if the logistics service provider changes – and reduces the effort required for any re-implementation.