Companies operating across multiple sites frequently face the challenge of aligning historically grown, heterogeneous processes in the areas of service, maintenance, procurement, and logistics. Differing ways of working, fragmented system landscapes, and unclear responsibilities often result in information silos, inefficient interfaces, and limited transparency between locations. At the same time, demands for planning reliability, material availability, and digital control capabilities continue to grow.
In a project spanning six locations, a comprehensive cross-site process optimization initiative was implemented. The objective was to unlock efficiency potential, standardize workflows, and lay the foundation for seamless end-to-end processes.
Initial Situation: Different Processes, Common Challenges
A detailed analysis of all sites revealed significant differences in workflows, roles, and system usage. Site-specific approaches had evolved over the years, but were increasingly making the following aspects more difficult to achieve:
- Consistent planning and control
- Comparable performance metrics
- Efficient material supply
- Scalable digitalization of service processes
To align these structures, all existing processes were first thoroughly documented and then reviewed collaboratively with subject-matter experts, management, and employees.
Comprehensive Process Analysis Across Six Sites
MPC conducted an in-depth as-is analysis of processes at all six locations. The key focus areas included:
- Workshops with service, maintenance, procurement, and logistics teams
- Visualization of all processes using a standardized mapping framework
- Identification of manual activities and system touchpoints
- Analysis of lead times, interfaces, and role assignments
- Assessment of material and spare-parts supply chains
This systematic approach resulted in a complete end-to-end process overview – covering everything from service requests and material disposition through to documentation and reporting.
A critical success factor throughout was the active involvement of employees at all locations. This not only made existing knowledge transparent, but also significantly increased acceptance of the changes that followed.
Development of a Cross-Site Target Process
Based on the analysis, MPC developed standardized target processes for service, maintenance, procurement, and logistics. These were modeled using BPMN (Business Process Model and Notation) to establish a clear, consistent process understanding applicable across all locations.
Core elements of the target process included:
- Standardized workflows and clearly defined responsibilities
- Well-defined interfaces between service, scheduling, and warehousing
- Definition of centralized and decentralized tasks
- Integration of digital workflows into the existing ERP system landscape
The BPMN models subsequently served as the foundation for organization-wide rollout and further technological development.
Digitalization and Mobile Solutions as Efficiency Drivers
A central component of the project was the digitalization of service processes. Through the use of mobile devices, inspections, work orders, feedback, and documentation were captured digitally and directly on-site. The key benefits included:
- Significant reduction of manual activities
- Seamless, media-break-free information flows
- Real-time feedback for planning and scheduling
- Digital inspection checks and complete documentation
- Improved data quality for material planning and service KPIs
In parallel, MPC supported the technical integration into the ERP system, ensuring that processes, data, and digitally supported workflows were consistently interconnected across all sites.
Action Plan and Implementation: From Concept to Operation
To successfully introduce the new processes, MPC developed a structured implementation roadmap covering organizational, procedural, and technological measures, including:
- Rollout of standardized work instructions
- Training programs for employees at all locations
- Optimization of warehouse processes and inventory levels
- Harmonization of master data
- Introduction of digital tools and mobile applications
This structured approach ensured that all changes were sustainably embedded within the organization.
Performance Measurement and Continuous Control
To make success measurable, cross-site KPIs and quality gates were defined. Key indicators included:
- Service process lead times
- Equipment availability
- Material availability
- Schedule adherence
- Degree of process digitalization
This established a unified management and control framework that enables continuous benchmarking and sustained improvement across all locations.
Conclusion
The cross-site process optimization initiative spanning six service and logistics locations demonstrates how effective standardization, digitalization, and clearly defined responsibilities can work together to deliver measurable results. By analyzing existing workflows, developing BPMN-based standardized target processes, and introducing digital workflows, a consistent end-to-end process landscape was established, significantly improving transparency and efficiency.
The harmonization of roles, optimization of material supply, and the reduction of manual activities have led to noticeably lower workload in service, maintenance, procurement, and logistics. At the same time, standardized KPIs and quality gates provide a reliable basis for cross-site management and performance control.
Through a holistic approach, a scalable and future-proof process architecture was created – one that not only simplifies day-to-day operations but also lays the groundwork for further digital transformation initiatives.
As a result, the company now benefits from consistent end-to-end processes, significantly improved data quality, and enhanced decision-making capabilities – all key prerequisites for long-term competitiveness.