NRF is known worldwide for its cooling systems and radiators, which are used in almost all machines and engines in which cooling is required.
An outdated and complex ERP system was used as well as other systems that do not work together. There were also bad experiences with the technology / IT implementations in the past, which resulted in the company doing too much manual work. Nimble Institute helped map out the current situation and arrive at a vision for the future. Together with NRF we went on a journey to realize this vision in a new and optimized IT architecture.
The challenge at NRF was on the ‘soft’ side of the organization. “Bad experiences from the past are a guarantee for our future,” that was the way of thinking. The ERP system did not support the execution of the work processes, resulting in many manual actions and too much inefficiency in the process.
Initially, the solution was to create a digital vision with management and the board. The vision spans several years and not only monitors the technological development of the product, but also that of the organization. Based on that vision, the mindset was worked on. Nimble organized sessions in which a core team worked intensively on the digital mindset. Eye-openers have provided insight into what technology can do. A future strategy was determined together with the team: where will this technology bring NRF in the short, medium and longer term?
With regard to the implementation, a digital business platform has been started, integrated with an AX ERP system. This means that the lead time for executing an order has been reduced by a factor of 50% and the large flow of the products can be executed completely digitally (100% reduction of labor). More importantly, the customer experience has improved as email communication goes through the platform. Sending drawings, work orders and information and drawings that must be approved by a customer before production can start: everything is carried out in a digital business platform.
NRF has undergone a transition in the same period. The organization has been reorganized, activities have been moved to Poland and Spain. The digital platform is also a solution here and offers support. The management can see centrally what is being carried out in the decentralized organizations: what the status is, lead times, etc. The management team is regarded as a customer.
Decentralized, production and implementation are supported both directly and indirectly. In addition to the administrative tasks and the indirect organization, TPM technology (total productive maintenance) has also been added to the platform, which means that there is no integral need for a separate application for maintenance activities. These are performed on the platform, including long-term planning, predictive maintenance and self-directed maintenance, with instructions for maintenance tasks being offered directly to the employee through the platform. Think of minor maintenance tasks that must be performed periodically by the employee. The registration of the output and the instruction as well as any additional orders that must be placed on the basis thereof can now be executed by the employee himself.