In the depression period, the company has succeeded in standing up the crisis and responding flexibly to the turbulences in the disturbed manufacturing sector. Thanks to their flexibility and long-standing investment and innovation strategy, the company comes out of the crisis even stronger. Among other things, this strategy highlighted a necessity of starting ERP solution innovation. The existing ERP solution is built on the SSA Baan ERP (sometimes also Baan5) technology implemented in the company in 2005.
Ms. Renata Ježková, Financial Manager of DIOSS Nýřany, acting as well as the internal project manager for the ERP system advancement project says: “Baan5 covered a great majority of our needs but at the moment of a successor of that solution entering into market we realized that further investing into Baan5 would be inefficient. Our new business partners also required changes in some processes, which had to be taken into account, too. Analyzing all aspects then resulted in a decision to implement the changes on the new Infor ERP LN technology already.”
In her opinion, DIOSS Nýřany puts special emphasis on the implementation of a so-called Main Plan that will serve especially for production plan and sales plan consolidation purposes. Renata Ježková further describes the benefits of the intended implementation: “We continue to abandon the existing financial system, external to Baan5, and we will use the abundant Infor ERP LN functionality in this area. Moreover, I must not forget to mention such important part of the automotive process management as the EDI-based call-off order administration functionality. In this very area the savings are probably most visible because compared to the quite costly and time-consuming implementation of those features in Baan5, in the Infor ERP LN version this is included in the standard functionality.”
In the 2005 to 2008 years prior to the depression period, the company was engaged in simple product assembly projects and related operations management. Renata Ježková comments: “These activities were the first hit by the crisis, so we had to change some of our attitudes. Thanks to the extended quality management features as well as complex ERP system introduction we succeeded in transferring to much more sophisticated types of component production for railway cars, and subsequently in becoming an automotive subcontractor.“