Transparency to business processes

Ovako Imatra Oy Ab wanted to upgrade its business processes and collect data as a visual package that is easy to interpret. The company has sought a new angle in co-operation with Tieto’s business consultants.

Ovako Imatra Oy Ab specializes in manufacturing low-alloy steel bars for the demanding automotive and engineering industries. It manufactures more than 300 grades of steel in Imatra, and the most important raw material is recycled scrap metal. The factory employs 650 people, and alongside Finland its main market is in Scandinavia and Central Europe.

With the help of Tieto’s business process services, Ovako Imatra aims to gain rapidly a good overall picture of the status in order-delivery chain. It is easy to base decision-making on measured facts and verified information on the material situation in the supply chain.

Scattered information into one package

According to Ovako Imatra’s IT Manager Paavo Kaartinen, the key idea was to gather the information that was scattered around the organisation into one visual package that was easy to interpret for everyone.

“We were starting a project to renew our enterprise resource planning system. We also wanted to study our business more extensively and think about how the information coming from the organization could be analyzed to support decision-making.”

From look to the past to anticipation of the future

The indicators measuring performance often look to the past – for example, to orders already supplied. In Tieto’s service to enhance management of business process efficiency, the aim is to anticipate events and help the customer to make changes in time.

At Ovako Imatra the information from the various data systems did not allow the company to anticipate possible problems in supply.

“However, customers value reliable delivery and early anticipation of changes in the schedule. The information that supports response to development needs has been difficult to notice from the reports. Through Tieto’s business process services, everything can be visualized easily. Problems are brought up in discussions, and everybody sees the situation in the same way. That makes decisionmaking easier,” says Market Controller Kari Puittinen.

Reliability is a competitive advantage

According to Kaartinen, Tieto has been proactive and innovative in the development and brought up new ideas. The functionality, delays, and defects of the production process have been assessed in a new way.

“By developing our business processes, we enhance the company’s competitiveness. Ovako Imatra’s brand image as a reliable supplier and the goods being delivered to the customer when promised are important. At its longest, the time between an order and a delivery might be several months. We must respond to the customers’ changing needs flexibly without delays. Managing overall capacity is essential,” says Kaartinen.

In Kaartinen’s opinion, the system portal has made it easier to analyze and develop business processes.

“Maintaining competitiveness begins with eliminating unnecessary activities. It comes from good planning and anticipation. In planning and situation meetings, it is easier to see what actions must be taken when everybody is using the same data.”

Challenge
Ovako Imatra wanted upgrade its business processes, gather the information that was scattered around the organisation into one visual package and gain rapidly a good overall picture of the status in order-delivery chain.

Solution
Ovako Imatra decided to utilise Tieto’s business process services. The parameters used for developing the business processes are derived directly from the company’s strategy. The tool for this is Tieto’s Business Process Performance Concept. It combines strategy-based performance management, the necessary training and orientation period, and a portal that supports them. With the portal, the customer can study the business indicators directly.

Results
Through Tieto’s business process services, everything is visualized easily. System portal has made it easier to analyze and develop business processes. Problems are brought up in discussions, and everybody sees the situation in the same way. This has made decision-making easier.

In the supply chain the decision-making is based on measured facts and verified information on the material situation. This helps to manage the overall capacity and to respond to changing customer needs.