| Mannheim, March 2006 | |
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Dear Reader,
Welcome to our first newsletter in 2006. Last year we reported on the start of our SCM activities at Uniq – today we can report on the initial results of this project. Another current topic are the challenges of implementing integrated planning at Coca-Cola HBC. We also have news on various projects involving Siemens AG: We are supporting Siemens A&D in the project and program management of its worldwide e-business activities. In addition, j&m has accompanied the strategic realignment of the engineering tool architecture at Siemens A&D CD. j&m sees excellence in PLM as an important factor that sets us apart from the competition. This is why we are presenting one facet of PLM – the start of production – as the centerpiece of our special. We are very pleased to announce that j&m has received the “SAP Partner Special Award 2005” as the most successful partner of SAP Switzerland. Special thanks to our Swiss subsidiary and congratulations on their 5th anniversary. As ever, we hope you enjoy reading our newsletter and we are always available if you have any questions. Dr. Andreas Müller Member of the Management Board, responsible for Marketing/PR |
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Integrated volume and factory network planning at Coca-Cola’s Hellenic Bottling Company (CCHBC)
The largest drinks bottler in Europe The Coca-Cola Hellenic Bottling Company which is based in Athens is one of the largest bottlers of non-alcoholic drinks in Europe. Stretching from Ireland across Switzerland to Russia, from Estonia to Nigeria, the company employs around 35,000 people. Process Standardisation In the course of its rapid growth, especially in Eastern Europe, CCHBC has consistently standardized and harmonized its core processes across 26 countries, thereby increasing and improving its sustainable competitive position. j&m Management Consulting was able to provide support in important and complex areas – especially in defining comprehensive planning processes (e.g. budgeting, volume planning) and common data structures, as well as in the implementation process by means of SAP APO, SAP BW and the integration with SAP BPS. A common planning tool for all countries The biggest challenge was how to implement an integrated and common planning tool throughout the entire company across all 26 countries. All of the diverse market situations and organisational structures had to be included and represented. For CCHBC, whose markets are in some cases distinctly different from one another (e.g. Switzerland and the Ukraine), this is no mean undertaking. It requires real flair. At the same time, SAP BW was established as the lead system to provide key performance indicators, serving as a managerial “cockpit”. “j&m really impressed us with its comprehensive competencies in the areas of SCM and financial planning, in its flexibility and excellent understanding of partnership. j&m contributed significantly to our project success.” Clyde Pereira, CIO CCHBC Further information can be obtained from Mr. Peter Harder, Managing Director Switzerland, j&m Management Consulting AG by telephone on +41 79 471 39 13 or by e-mail p.harder@jnm.com. _________________________________________________________________________________ |
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Lean SCM – Food producer Uniq Northern Europe puts its company-wide demand planning process into operation
In February j&m completed the mapping of demand planning processes and the implementation of the planning software “Demand Solutions” at Uniq Northern Europe, producer of gourmet salads, spreads and fish specialties (brands: Nadler, Hopf, Lisner, Johma, Pfennigs, Türk & Pabst). These activities are part of a comprehensive lean SCM program at Uniq. Lean SCM combines the classical methods of lean management with the philosophy of modern SCM concepts. The creation of demand planning at all Uniq Northern Europe production locations (Germany, Netherlands, Belgium and Poland) involved two planning horizons:
“A core element of process improvement was the introduction of weekly and monthly “Consensus Meetings,” which led in particular to greater coordination between Sales/Marketing and Operations, thereby improving the quality and forecasting accuracy of the demand plan for the long term.” Dr. Dirk Zantow, Planning and Distribution Manager, Uniq Northern Europe. “A medium and long-term demand plan with a high level of accuracy is the basic prerequisite for a smoothly running supply chain. With Demand Solutions, j&m provided a quick and cost-effective solution that fully meets our requirements.” Axel Nagel, Director Supply Chain, Uniq Northern Europe If you would like any further information Mr. Klaus Ballas, Partner, j&m Management Consulting AG, will be happy to help. He can be reached at +49 (0) 621 12 47 69 - 0 or by e-mail k.ballas@jnm.de. _________________________________________________________________________________ |
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Program Management for E-Business Activities of A&D Division, Siemens AG
A world dominated by automation, in which technologies are continually converging, requires solutions that continuously improve productivity and, in doing so, cost-efficiency. With over 51,000 employees worldwide, Siemens A&D is constantly setting new standards with innovative products, systems, factory-wide complete solutions and service and support for manufacturing and process automation and building services engineering, thereby providing the customer with a maximum potential for increased productivity. This is supported by e-business procedures, including the A&D Mall, which 24,000 customers in 41 countries use to process a sales volume of over 2 billion euros. In the future, functional, globally-oriented customer requirements will have to be implemented even faster. The related growth and increasing complexity – in both operations and support – will have to be underpinned by a future-oriented e-business architecture. To meet this challenge, Siemens A&D has started a program to convert e-business applications to a service-oriented IT architecture using new technology in order to meet global requirements. j&m is supporting Siemens A&D in setting up the program management for this. 
Efficient Scope Management ensures the bundling, coordination and control of all current and planned activities and projects. A global roadmap guarantees that requirements, budgets and resources are properly coordinated. Tried and tested j&m procedures, methods and tools ensure the success of the planned worldwide migration of existing e-business solutions to the new platform. These include Quality and Project Management, Issue & Change Request Management, as well as Change Management and Communication. “As a result of our cooperation with j&m’s experienced consultants we very quickly achieved transparency across all existing activities, generating synergies and achieving our strategic goals efficiently.” Josef Lermer, Director of Program Management, Global e-business Platform, Siemens A&D (More information on e-business at Siemens A&D.) If you have any questions relating to the article, please contact Mr. Stefan Bley, Partner, j&m Management Consulting AG by telephone on +49 (0) 621 12 47 69 - 0 or by e-mail s.bley@jnm.de. _________________________________________________________________________________ |
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Strategic Realignment of Engineering Tool Architecture at Siemens A&D CD
The Automation and Drives (A&D) division of Siemens AG has approximately 51,000 employees worldwide and develops and produces not only automation and drive technology, but also switching and safety technology, power distribution systems and communication systems. The A&D CD (Low-Voltage Controls and Distribution) division provides a complete range of products and solutions for low-voltage switching technology for switching, protecting and distributing. Internal and external A&D users are supported with various software tools when using the product range. In order to transfer these A&D CD engineering tools to an architecture with a secure future and to realize cost reductions, the “Further Development of the Tool Landscape” strategic project was created. 
The first task of this project, implemented by A&D CD and j&m, was a comprehensive analysis of the functional requirements, the framework conditions and the technical basis for the existing tools. In the second stage, tried-and-tested software methods were used to integrate the results into a platform-oriented target architecture (see chart). Finally, the financial and time-based workload for the implementation were estimated and a corresponding roadmap was developed, taking into account current development work. Standardization of the architecture enables flexibility when meeting requirements. “Due to the structured procedure with j&m architecture methods, we were able to lay the foundations for a comprehensive implementation project. As we progress along the roadmap, the available tools and new elements will be added as components of the new architecture.” Dr. Ralf Franke, Siemens A&D CD If you have any questions relating to the issue, please contact Mr. Stefan Bley, Partner, j&m Management Consulting AG by telephone on +49 (0) 621 12 47 69 - 0 or by e-mail s.bley@jnm.de. _________________________________________________________________________________ |
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Cooperation between j&m and iTAC in the area of “adaptive manufacturing”
In the future j&m will be working together with software producer iTAC Software AG in the area of “adaptive manufacturing.” “Adaptive manufacturing” makes it possible to react flexibly within a production environment to changed market and customer requirements. easy works, a standard solution developed by iTAC, provides special traceability features and serves as a Manufacturing Execution System (MES) to connect the IT systems of the business world with the IT systems of the production world. This, combined with j&m’s many years of consulting experience, provides a comprehensive solution for the customer. You'll learn more about adaptive manufacturing in our next newsletter. Further information can be obtained from Mr. Karsten Ötschmann, Partner, j&m Management Consulting AG by telephone on +49 (0) 621 12 47 69 - 0 or by e-mail k.oetschmann@jnm.de. _________________________________________________________________________________ |
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Special: Start of Production: Balancing Development and Production
Many companies have gone to a lot of effort to define their processes and archive them in various folders. But which companies actually implement these processes? The reason they don't is often the contradiction between process and structure. Core processes in companies do not run vertically but horizontally to the structure. This means that they are also running transverse to the significant interfaces. Interfaces are unavoidable in an organization. As soon as the product creation process reaches these interfaces, it hits a wall. The best example is the start of production: the development department only works towards one goal – the development of the best possible product from a technical standpoint. Production, in turn, is not concerned about the requirements of the development department. Its task is to ensure maximum utilization of the production equipment as this is how production is measured. 
In the place of departmental and hierarchical interests, the process flow is becoming increasingly important. Hierarchies that have developed traditionally are functionally oriented. If you do not want to modify this orientation, then you have no choice other than to position processes against the strength of the structure. In order to do this, processes must be defined consistently, disregarding the interests of individual areas. This is only successful if employees are consistently included in the change. The prevailing area-oriented mentality can be dispelled using various measures. Here are two examples:
If you have any questions, please feel free to contact Mr. Claus Ritter, Senior Manager, j&m Management Consulting AG by telephone on +49 (0) 621 12 47 69 - 0 or by e-mail at c.ritter@jnm.de. |
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