GG Group Streamlines Budget Allocation and Process Standardization with K2 Software
Technology Category
- Functional Applications - Computerized Maintenance Management Systems (CMMS)
Applicable Industries
- Paper & Pulp
Applicable Functions
- Maintenance
- Product Research & Development
Use Cases
- Supply Chain Visibility
- Time Sensitive Networking
Services
- Testing & Certification
About The Customer
GG Group, also known as Gebauer & Griller, is a leading global manufacturer of cables, wires, and cable harnesses. The company's products are used in most of today's vehicles and many of the world's elevators, transformers, motors, and photovoltaic arrays. Founded in 1940 as a family-run trading agency for raw materials and semi-finished products, GG Group has since expanded its product lines and office locations into 13 different locations, including the United States, Germany, India, China, and Mexico. The company employs 4,500 people across the globe.
The Challenge
GG Group, a global manufacturer of cables, wires, and cable harnesses, faced significant challenges in its budget allocation and process standardization. The company relied heavily on spreadsheets and paper forms to prepare budgets and allocate resources, which resulted in a lack of visibility and wasted time in status meetings. The company's operations were fragmented due to various methods of project management employed by its employees. Additionally, GG Group faced the challenge of ensuring consistency across its 4,500 employees worldwide. The company's key engineering process, Variant Development, was heavily dependent on individual employees and their personal knowledge of various processes. This resulted in a process that took six to 12 months and required more than 100 employees across multiple locations.
The Solution
GG Group implemented K2 Software to transform its financial approval process and Variant Development. The software accelerated the financial approval process, cutting the time for investment requests in half and saving a significant number of employee hours each year. This led to faster business decisions, more strategic funding allocation, and instant visibility into operations. In terms of process standardization, K2 Software automated up to 60 individual process steps in Variant Development. This resulted in product variations being fully tested and ready for production on time. The software also ensured that all employees followed the same standardized processes, removing inconsistencies and redundancies. The automated workflows managed themselves, freeing up employees to be more efficient and ensuring consistent product quality.
Operational Impact
Quantitative Benefit
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