Description
- The company conducts projects which are the implementation of installation works
- Each construction is different, the scope is determined individually each time
- The company has several branches in Poland
- The company employs over 100 employees
- The company has an FK system from Comarch XL
Before implementation
- Invoices held by employees at various locations in the company
- Information about orders in various places, stored with employees
- Orders for larger items
- Invoice circulation about 4 weeks - problems with finding related documents
- Out-of-date project costs visible with a delay of one month
- No control of budget changes
- No project budget forecast
- Paper-based processes
- Service - no data on labor consumption and order categories
- No information about the availability of employees
- No information about the due and used leave.
After the implementation of Shodann
- Invoices are sent to one central box from which they are collected by the Shodann system.
- There are no lost invoices. Immediate determination of the status of completion and space for each
invoice
- 90% of invoices are registered electronically
- Site managers document the disappearing robots by taking photos with the Shodann app
- Project managers keep the project budget in real mode with costs and revenues written down over
time
- The data is up-to-date. Real-time data driven reports
- Each budget change is recorded
- The system integrated with Comarch shows all financial items
- The reports always show the current margin of the project including all costs and revenues
- Project manager fully responsible for the margin and result of the project
- All service orders classified
- Employee portal. Availability of each employee visible on a shared calendar
- Employees have full access to their vacation history and other absences
Description
An international branch of one of the world's leading suppliers of glass and automotive glass
manufacturer
In Poland, the company has 2 production plants and employs over 1000 people
Before implementation
- No standardized process of industrialization of new products (New Product Introduction)
- No system to report working hours for individual projects
- No system for managing the project portfolio
- No system to identify, prioritize and execute the cost reduction program
After the implementation of Shodann
- Central planning and execution system for the industrialization of new products
- Optimizing and increasing the efficiency of implementing new products based on reported working
hours
- Standardization of the execution of the cost reduction program
Description
- The company produces next-generation products for DNA / RNA sequencing
- The company currently employs around 500 employees from various fields
- The company has a modern production plant
- The company is carrying out advanced works on a medical product intended for diagnostic use (e.g.
COVID, zika virus, etc.)
Before implementation
- No system to manage the entire project portfolio (PPM)
- No central system to manage operational excellence
- No system to identify, prioritize and execute cost reduction initiatives
- No system for planning and reporting KPI (Key Performance Indicator)
After the implementation of Shodann
- The system is used as a tool to implement the company's strategy through projects
- Planning and reporting of key KPIs
- Standardized and easy-to-use system for managing a Continuous Improvement Initiative
- Centrally reporting savings
- Combining the DMAIC (Lean Six Sigma) roadmap with Agile methods
- Standardization of R&D (Research and Development) projects
Description
- The company carries out the shipowner's order and designs reconstruction of ships and new yachts
- Each order is a separate project and depending on the size of the project, it is carried out from
6 to several dozen employees
- The company has several branches. The company employs approximately 200 people
- The company has the Comarch Optima system
Before implementation
- Invoices stored in different places
- A multitude of different systems, partial information, time-consuming preparation of reports on
the current project margin
- No real possibility of budget control by project managers. Out-of-date project costs. No control
of budget changes
- No information on employee availability available to project managers
- Employee departures last from several days to several months and are settled with a delay
- There is no information about the due and used leave for employees
After the implementation of Shodann
- 90% of invoices are registered electronically. Invoices downloaded from one central mailbox
- Scope planning takes into account the current availability and workload of employees in real time
- Project managers keep the project budget. Reports always up to date
- The project manager is fully responsible for the margin and the result of the project
- Each budget change is recorded
- The system integrated with Comarch shows all financial items
- The reports always show the current margin of the project including all costs and revenues
- Entering the costs of business trips on an ongoing basis
- Employee portal. Availability of each employee visible on a shared calendar
- Employees have full access to their vacation history and other absences
