Bayernhafen Group
The Controlling Boss and the Laptops-for-Blue-Collars Principle
The total quantity of goods trans-shipped at the six locations of the Bavarian Inland Ports, Aschaffenburg, Bamberg, Nuremberg, Roth, Regensburg and Passau is the same as that of the Baltic Sea ports Lübeck and Rostock combined.
Changes make waves
The change from federal administration to being a service company in a free and dynamic market has meant increased demands on controlling. Management has become less centralized and is based on delegation. The staff now have budget responsibility - the cafeteria boss just as much as the foremen at the six ports.
The Laptops-for-Blue-Collars Principle
The principle of training foremen in matters of cost and performance led to the coining of the phrase "Laptops-for-Blue-Collars." As the expression suggests, the task was to make it easier for a lot more employees than before - and, above all, different types of employee than before - to handle figures and reports.
Different approaches, different tasks
What the then Head of Controlling Alexander Ochs (today Commercial Director) required of the solution reflected today's challenges in controlling and DeltaMaster's special architecture:
All-in-one suite instead of various individual tools
"Instead of several individual tools, I wanted just one software for browsing, reporting, ad hocs, statistics and analysis. This is the only way to keep down training and administration costs, to keep statements from drifting apart from each other and to ensure that everyone is speaking the same language."
Different functions on the user pyramid
"We have passive recipients of reports - primarily those responsible for cost centers, and those who actively request information, in particular the Executive or professional analysts in Central Controlling. For every user level, DeltaMaster provides a different, appropriate functional scope."
The Head of Controlling
"With the new possibilities for presenting, drilling down and previewing, we now even enjoy carrying out the monthly deviation checks. Previously, a member of the team at each location would spend a whole day once a month creating reports. That is now a thing of the past."
The Chief Executive
"The most important thing for us is our liquidity - we need the information to be available at the touch of a button. It is very important to be automatically advised by the system of deviations or anomalies."
The Head of Maintenance
"The budget didn't use to interest me; I only used to see requirements from a technical point of view. With the new solution, you pay a lot more attention to the costs than you used to and you get a feeling for the bigger picture."
Pay-off in two years: "Controlling at a Dynamic Service Provider - An All Wheel Drive System for the Bavarian Inland Ports" [in German]
is report 12/2003
Bayernhafen Group
The Controlling Boss
and the Laptops-for-Blue-Collars Principle
Gühring
Mastering complex product ranges
Hapag Lloyd
Ships the size of soccer fields
Pascoe
85 years of tracking nature's secrets
Pfizer
Actively observing the competition
Schott Lithotec
Quality Control of millionths of a meter
Siemens COM
200,000 customers at their fingertips by means of analysis
Siemens Real Estate
6400 soccer fields of real estate
Siemens Telekommunikations Service
Company-wide Service Controlling
Wolfcraft
The Mediators
The total quantity of goods trans-shipped at the six locations of the Bavarian Inland Ports, Aschaffenburg, Bamberg, Nuremberg, Roth, Regensburg and Passau is the same as that of the Baltic Sea ports Lübeck and Rostock combined.
Changes make waves
The change from federal administration to being a service company in a free and dynamic market has meant increased demands on controlling. Management has become less centralized and is based on delegation. The staff now have budget responsibility - the cafeteria boss just as much as the foremen at the six ports.
The Laptops-for-Blue-Collars Principle
The principle of training foremen in matters of cost and performance led to the coining of the phrase "Laptops-for-Blue-Collars." As the expression suggests, the task was to make it easier for a lot more employees than before - and, above all, different types of employee than before - to handle figures and reports.
Different approaches, different tasks
What the then Head of Controlling Alexander Ochs (today Commercial Director) required of the solution reflected today's challenges in controlling and DeltaMaster's special architecture:
All-in-one suite instead of various individual tools
"Instead of several individual tools, I wanted just one software for browsing, reporting, ad hocs, statistics and analysis. This is the only way to keep down training and administration costs, to keep statements from drifting apart from each other and to ensure that everyone is speaking the same language."
Different functions on the user pyramid
"We have passive recipients of reports - primarily those responsible for cost centers, and those who actively request information, in particular the Executive or professional analysts in Central Controlling. For every user level, DeltaMaster provides a different, appropriate functional scope."
The Head of Controlling
"With the new possibilities for presenting, drilling down and previewing, we now even enjoy carrying out the monthly deviation checks. Previously, a member of the team at each location would spend a whole day once a month creating reports. That is now a thing of the past."
The Chief Executive
"The most important thing for us is our liquidity - we need the information to be available at the touch of a button. It is very important to be automatically advised by the system of deviations or anomalies."
The Head of Maintenance
"The budget didn't use to interest me; I only used to see requirements from a technical point of view. With the new solution, you pay a lot more attention to the costs than you used to and you get a feeling for the bigger picture."
Pay-off in two years: "Controlling at a Dynamic Service Provider - An All Wheel Drive System for the Bavarian Inland Ports" [in German]
is report 12/2003
Bayernhafen Group
The Controlling Boss
and the Laptops-for-Blue-Collars Principle
Gühring
Mastering complex product ranges
Hapag Lloyd
Ships the size of soccer fields
Pascoe
85 years of tracking nature's secrets
Pfizer
Actively observing the competition
Schott Lithotec
Quality Control of millionths of a meter
Siemens COM
200,000 customers at their fingertips by means of analysis
Siemens Real Estate
6400 soccer fields of real estate
Siemens Telekommunikations Service
Company-wide Service Controlling
Wolfcraft
The Mediators
