Why are Supply Chain Planning system leaders looking to PlanetTogether?
Supply chain management is a complex task these days, requiring consideration of many different elements and the links that connect them. At the same time, it is an extremely important task that has a huge impact on gaining a competitive advantage. What role do APS-class systems play in successfully managing this area? And how does PlanetTogether help global SCP system leaders develop modern tools to optimize processes and build flexible, integrated supply networks for the 21st century?
Which IT systems are worth implementing in a manufacturing company? How do they work, what are their functions and how can they help our business grow? In what order to implement them? Read and organize your knowledge of ERP, MES and APS systems.
Is Planning Production in Excel an Optimal Solution?
The well-known Excel has been used in companies, institutions, and even our households for decades. Simple yet versatile, it has played a key role in the success of many businesses. Using Excel for manufacturing management has streamlined daily operations in numerous factories and helped take significant steps toward improving processes. But in today’s world, are spreadsheets still fit for the 21st century?
Production scheduling can significantly impact not only a company’s daily operations but, more importantly, its financial performance. Success or failure in this area often hinges on the proper arrangement of individual tasks. So, how to plan efficiently? Can it be done using spreadsheets, or is it better to turn to more modern solutions?
Motivation is a vital success factor for any digitalization project. Today, we are going to take a step further and delve into the topic of investment planning.
Depending on the process being digitalized and the scale of investment, the planning of investments may vary.
The first group of projects comprises the so-called Low Hanging Fruits or Quick Wins. These initiatives usually follow a predictable or standardized course, focusing on a narrow set of functions or a specific implementation area. They often require minimal customization. In view of the above, planning them does not pose a significant challenge, as the steps involved can be executed in an agile manner and closed within a few two-week sprints.
The second group encompasses complex, extensive projects where the analysis stage might (and, to my mind, should!) occupy a substantial portion of the time allocated for their execution. This approach allows for better action planning, the creation of valuable Use Cases, and, most importantly, reduces the emergence of the so-called New Requirements Discovery Loop. This loop can otherwise divert the project back to the design phase, considerably extending the delivery time. IBM’s research has demonstrated that dedicating additional time to analysis can reduce the overall duration of the project by 30% to even 50%, potentially delivering value twice as fast in extreme cases.
The third group consists of projects that are most often (though not always) very large and, above all, critical. These projects impact business continuity, interfere significantly with processes, or are related to critical infrastructure or security. For this group, analysis is frequently conducted as an individual project, completed with delivering a specification, concept, or a technical project. This approach facilitates more effective management of factors influencing the level of risk associated with implementation.
Let’s clarify that performing an analysis, which examines and identifies needs, including hidden ones, does not necessarily imply an expansion of the project scope. On the contrary, a well-executed analysis often helps reduce the scope through appropriate prioritization of requirements and a Pain-Gain analysis.
There is also a scenario which I would classify as Group Zero. In this case, we are not solely planning a specific investment but rather determining the steps towards Digital Transformation. Roadmaps provide invaluable help in this area, outlining the paths we need to take to achieve the predetermined business goals.
If you’d like to learn more about Digital Transformation Roadmaps, explore our ImFactory Knowledge Zone, where you will find a wealth of informative articles. Also, feel welcome to reach out to us via the Consultation Form or on LinkedIn.
Board Member, Head of Product and Digital Consulting
At ImFactory, he also acts as a Project Manager and consultant. He is responsible for shaping the vision for the development of IT systems in production environments. He supports companies in assessing their digital maturity and helps them plan their digital transformation.
A graduate of the Gdańsk University of Technology, he completed a degree in Automation and Robotics and completed postgraduate Lean Six Sigma Black Belt studies. He is the author of numerous publications under the #EffectiveDigitization banner. He shares his knowledge on production efficiency, digital transformation, MES/MOM systems, and digitalization roadmaps.
He combines technical knowledge with an understanding of business processes, effectively supporting companies on their journey to the Digital Factory.
Michał Zieliński’s articles and webinars are available in the ImFactory Knowledge Base.
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