Aequator AG – Coffee machines for perfect coffee enjoyment
Aequator AG, based in Arbon on Lake Constance in Switzerland, is much more than far more than justr a manufacturer of coffee machines. Since its foundation in 1933 by Alfred Meyer, the company has developed into a an internationally recognized synonym for Swiss precision, longevity and innovative strength in the field of professional coffee and hot beverage vending machines. Those responsible place great importance on quality, reliability and efficiency – values, which are reflected not only in the products, but also in the internal processes. To further optimize production and warehouse logistics Aequator decided to introduce an electronic Kanban system.
When manual processes slow down the spirit of innovation
Aequator did not opt for a digital solution from nothing. The company was already an experienced user of Lean principles and had been using a manual Kanban system for some time. in use. This is a crucial point: Aequator understood the philosophy and the advantages of a consumption-based pull control system. The employees were familiar with the logic of control loops and the Importance of visual signals for a smooth material flow.
“So the problem was not the why of Kanban, but increasingly the how” ,
Roger Hartmann, Head of Process Planning, describes the situation at the time.
The manual system, which had once enabled efficiency gains, had reached the limits of its capabilities and was increasingly becoming a brake on the agility and precision that the company was striving for. the desired agility and precision.
The invisible costs of inefficiency
At first glance, the reasons that prompted Aequator to look for an electronic Kanban system were classic operational weaknesses:
- the desire to reduce errors,
- the compensation of missing automatisms and
- the reduction of the general workload.
On closer inspection, however, these points reveal these points, however, reveal profound strategic challenges that went far far beyond the mere process.
The decision to implement an e-kanban system was therefore the logical and and necessary step.
A strategic decision for specialization and partnership
The goal was to move from a reactive, error-prone process to a proactive production a proactive production control system that meets the technological Aequator’s technological ambition.
The e-Kanban system IKS was chosen. Interestingly enough Aequator AG was made aware of manufactus by its ERP partner PSI AG, as other specialized E-Kanban providers were not found at that time.
This introduction by an already established and trusted technology consultant was a decisive advantage. It created from a basis of trust right from the start. It underlines the importance of a strong partner ecosystem in which specialists pool their expertise to create the best possible overall solution for the customer. The recommendation by PSI was a seal of approval that signaled that IKS not only convincing in terms of technology, but also in terms of partnership and capable of integration.
Success factors for the introduction
One of the biggest hurdles when introducing new business software is the fear of long, costly and disruptive implementation projects. Aequator’s experience disproves this prejudice in an impressive way. Once the IKS system was available, the actual introduction and commissioning took only one to two weeks.
“This exceptionally short time frame of the project is a clear testimony to the well thought-out architecture of the IKS system and the professionalism of the implementation process. It signals to potential customers that the path to digital process optimization does not necessarily have to be long and rocky”,
Mr. Hartmann summarizes the positive experiences with the introduction of E-Kanban.
However, the speed of implementation was no coincidence, but the result of a targeted methodology that focused on the most critical points of such a project. Aequator itself identified two key challenges that were crucial to the success of the project:
- the transfer of certain master data and
- the realization of a booking interface to PSI’s ERP system.
At the end of the day, manufactus doesn’t just sell software, but a proven, low-risk and fast methodology for digital transformation. The implementation process itself becomes the product. The successful and rapid implementation at Aequator proves that the most common pitfalls in software projects – data migration and system system integration – can be overcome with a pragmatic, customer-oriented approach. and collaborative approach can be elegantly mastered. This sends a strong message of safety and reliability to every future customer.
The new digital nervous system of Aequator production
Following its successful implementation, IKS became the central control instrument for all internal logistics at Aequator. The system currently only supports the internal processes that take place between the warehouse and production. This includes the complete material flow from the provision of raw materials and and components from the warehouse through to delivery to the individual assembly stations. Here, IKS acts as a digital nervous system that consumption on the line in real time and automatically ensures the necessary replenishment, creating a closed and self-regulating material cycle.
The true performance of such a system is revealed in its Ability to master complexity. The solution implemented at Aequator is not a stand-alone system for a few critical parts, but rather a comprehensive platform that covers the entire internal material supply controls. The dimensions are impressive, as there are currently more than 2,500 control loops and almost 4,800 kanbans are active in IKS.
A blueprint for digital transformation in manufacturing
While the operational benefits are measurable and important, the strongest proof of the success of a project often lies in the statements of the People who work with the new system on a daily basis. This summarizes Mr. Hartmann summarizes briefly and concisely:
“IKS makes it easier for our day-to-day work immensely. Working without IKS is unthinkable for us”.
This statement shows that the system fully meets expectations and is now an integral part of daily processes. At the same time, Aequator is already looking beyond its own factory gates. As The potential next step will be an “extension to certain suppliers” is being considered. This vision is the logical next step Step on the lean journey of Aequator AG.