For a production company, even small adjustments in the logistics flow make a world of difference. Let alone what a completely new software can mean. That is, if it is properly selected, configured and introduced into the workplace. A story of expertise, cooperation and perseverance.
With Steven Vander Gheynst, business applications consultant atideds, Isomo brought a decisive project leader on board to their internal project team. “ That was important to me. An experienced and independent expert can perform that role perfectly, every time remind the necessary people of their responsibilities. Steven kept an overview and kept everyone alert to their tasks and deadlines ,” says Isomo owner Thierry Vereecke.
Sustainable vision, on every level
Isomo is a leading Belgian manufacturer of expanded polystyrene (EPS), popularly known as Styrofoam. The generally accepted name Isomo for the product group shows the importance of the production company. They produce high-quality insulation materials for roofs, walls and floors. In addition, the company supplies tailor-made EPS packaging and technical applications, with a focus on energy-efficient construction and sustainability . A powerful ERP system contributes to... agile production environment , with easier changes to the setup and with a clear view of the planning.
“Our ERP had limited spatial insight. The result: no optimal cutting patterns and too much material loss."
-Thierry Vereecke, CEO isomo
Isomo is also committed to a sustainable approach in the digital field, including with the change in their software. The former ERP system had shortcomings, such as limited spatial insight. As a result, it could not create optimal cutting patterns and there was too much material loss. One of the Isomo employees drew up a transformation plan. “He left the company before we made the final decision and started implementing Business Central. Fortunately, IIDEDs quickly stepped into the breach.””, Thierry looks back.
Neutral expert at the wheel
Steven Vander Gheynst joined the Isomo team as independent project leader. For example, Isomo did not have to include a specialized profile on the payroll. Ideads usually steps in during the ERP selection procedure, which has already been completed here. Steven was a project leader both the people of Isomo and the integrator sharp. During weekly follow-up meetings, with clear plans and at more formal moments.
“ At least as important as the implementation were the evaluation and testing ”, Steven emphasizes. “ Each implemented piece was evaluated by a key user. Only then did we roll it out to colleagues on the work floor. The employees are still in training. Some worked the old way for many years. Getting them involved in a new story requires some effort and patience, but it will certainly work out .”
From paper receipts to powerful WMS
It is one of the biggest changes in the production environment warehouse management system (WMS) of the new ERP. Where until recently paper receipts, manual stock counts and the search for the location of the right raw materials were common, everything is now done with scanners and barcodes.
“ We really started from scratch." says Celine Bossuyt, production planner. “ The locations within production didn't even have names or codes. So it started with dividing, naming and providing indications. We hung up signs with the numbering and barcode, which employees scan today to go through the production steps. This has many advantages compared to the paper receipts of the past, especially in terms of transparency, efficiency and overview. Like this everything is now done digitally, from order form to invoicing.”
The impact is clear. In the past, employees had to walk for at least 6 months to find everything and to be able to load a truck alone, today they do this with the scanner already after 2 hours . Moreover, entering the same data multiple times in different systems is a thing of the past. Everything communicates with each other, with one small margin of error and greater efficiency as a result.
In the past, it took 6 months of training to be able to load a truck alone, but today employees can do this after just 2 hours, using the scanner.
Celine Bossuyt
Production planner
Change management and reporting
Many employees at Isomo have had long careers. They have a lot of knowledge and are very familiar with the methods and processes in the production environment. “ That is an asset and a pitfall at the same time ", says Steven Vander Gheynst. " Human capital disappears when employees leave the company. One of the targets was theirs to secure knowledge in the digital ecosystem . The second task: get everyone involved in the new story. Stimulating that change in mindset and challenging people to work in a better way gives us energy at IeIDs .”
The change management therefore took a firm hold of Ideas, from the key user to all the people on the floor. Including training, testing and reporting. “ Every change has a da l,” Charlotte Favril, general manager at redactie, frames the current challenge. “ Isomo has now passed that point. Now we are reaping the benefits in practice. Thanks to our combination of expertise, commitment and pragmatic approach, Ideas became one for Isomo reliable sparring partner , both during implementation and in the further optimization of their digital ecosystem. We will happily continue to take on that role. No longer in the form of a permanent presence at the company, but as sounding board and helper n. ”
It is the new WMS most visible and tangible result , but not the only one. The implementation is a work in progress. The thorough preparatory work opens up many possibilities. So is the reporting now in full rollout l and everything is ready for, among other things, cost price and actual costing based on data capture in the workflow.
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