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13 Countries, One Mission<\/h2>\n\n\n\n
A look back: Former Dichtomatik sites in 13 countries have undergone the business integration project since it went live on March 1, 2020 in Sweden. Whenever possible, each of the former Dichtomatik companies were legally merged into the FST national subsidiaries. The projects were clearly structured, and the same core team always handled them (see box).<\/p>\n\n\n\n
In mid-2020, the team was confronted with the effects of the coronavirus pandemic during the second migration in Hungary: It had to handle the migration process remotely due to travel restrictions. From that standpoint, the integration project in Shanghai turned out to be the most difficult of all. During the strict Chinese lockdown, not even local coworkers were allowed inside the facility at first. Entry was finally permitted during the second phase. Though the staff could gather as a group, they were closed off from the public and could not leave at night. \u00adMattresses became a standard office furnishing.<\/p>\n\n\n\n
A precise timetable was created for all the countries across the entire project. On average, a new country took its turn every quarter. At times, the team had to press ahead with migrations in two facilities at once. Mexico was not the only country to get a production process tailored to Freudenberg Xpress\u00ae. There were other facilities earlier. An additional attribute was added at the last stop in Mexico: Regulations on electronic invoicing required special adaptations to the processes and systems.<\/p>\n\n\n\n
Grew Together As A Family<\/h2>\n\n\n\n
\u201cTogether with outside advisors and supporters inside the company, we have become a well-practiced team. We also had valuable helpers at all the sites over the more than three years. So we would always take the local characteristics into account. We were on schedule right to the end. The entire project was a complete success. It moves us forward. It was a team accomplishment for the entire organization. We grew together as a family,\u201d Kersten said.<\/p>\n\n\n\n
He sums up the project\u2019s key benefits with the words \u201cease of transaction.\u201d Purchases are now much more convenient for customers. They now get everything \u2013 Freudenberg as well as Dichtomatik products and services \u2013 from a single source, from a single contact person, with one ordering process, and with one invoice online using the EASY platform, if desired.<\/p>\n\n\n\n
Internal efficiency and transparency improve when all the facilities operate in a uniform system landscape according to uniform process standards. The changes are also bringing new opportunities for staff development and jobs.<\/p>\n\n\n\n
And what\u2019s next? The team still exists and is taking on new projects. \u201cThe SAIL rollout was the first step on the division\u2019s digitalization and automation journey. Now let\u2019s do more,\u201d Kersten said. The mission is to optimize the standard FST process model \u2013 the technical term is \u201ctemplate\u201d \u2013 for Industrial Services\u2019 activities.<\/p>\n\n\n\n
It does business on a much smaller scale \u2013 even down to a single part \u2013 than the auto industry does with its large orders and volumes. To manage it profitably, administrative processes should be automated as much as possible, and extensive human interventions eliminated. \u201cThe \u2018fun\u2019 is just getting started,\u201d he said. \u201cWe are working on the ongoing optimization of all the system\u2019s administrative processes, ideally automating them. The task is now to leverage this potential creatively and innovatively.\u201d<\/p>\n\n\n\n
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<\/figure>\n<\/div>\n\n\nThe SAIL team was responsible for organizing the business integration of the former Dichtomatik sites into FST\u2019s Industrial Services Division. Sebastian Gr\u00fcnschloss led the team until the end of 2021, followed by Jonas Kersten, who had been a\u00a0team member, on January 1, 2022. Marie Schwarze, Daniela Schiebel, Anne Kompter and J\u00fcrgen Pusche were on board from the start. Tabea B\u00fcber (currently on parental leave) later joined them, followed by Mathias Prei\u00dfler and Susanne Jankowitsch. Overall management of the SAIL project fell to J\u00fcrgen Wei\u00df, CFO, Industrial Services, Melanie Parthenis (project management and infrastructure) and Mathias Arnold as an external advisor on technical IT questions.<\/p>\n<\/div><\/div>\n