Aequator AG – Coffee machines for the perfect coffee enjoyment
Aequator AG, based in Arbon on Lake Constance in Switzerland, is much more than just a manufacturer of coffee machines. Since its foundation in 1933 by Alfred Meyer, the company has developed into an internationally recognised synonym for Swiss precision, durability and innovation in the field of professional coffee and hot beverage vending machines. The people in charge attach great importance to quality, reliability and efficiency – values that are reflected not only in the products but also in the internal processes. In order to further optimise production and warehouse logistics, Aequator decided to introduce an electronic Kanban system.
When manual processes slow down the spirit of innovation
The decision to opt for a digital solution at Aequator did not come from nowhere. The company was already an experienced user of Lean principles and had been using a manual Kanban system for some time. This is a crucial point: Aequator understood the philosophy and advantages of consumption-based pull control. The employees knew the logic of control loops and the importance of visual signals for a smooth flow of materials.
“So the problem was not in the why of Kanban, but increasingly in the how,”
describes Roger Hartmann, Head of Process Planning, the situation at the time.
The manual system, which had once enabled efficiency gains, had reached the limits of its performance and was increasingly becoming a brake on the desired agility and precision.
The invisible costs of inefficiency
The reasons that prompted Aequator to look for an electronic Kanban system were, at first glance, classic operative weaknesses:
- the desire to reduce errors,
- the compensation of missing automatisms and
- the reduction of general workload.
On closer inspection, however, these points reveal deep strategic challenges that went far beyond the pure process.
The decision for an e-Kanban system was therefore the logical and also necessary step.
A strategic decision for specialisation and partnership
The goal was to move from a reactive, error-prone process to a proactive production control system that meets the technological ambition of Aequator.
The choice fell on the IKS e-Kanban system. Interestingly, Aequator AG was made aware of manufactus by its ERP partner PSI AG, as other specialised e-Kanban providers could not be found at that time.
This introduction by an already established and trustworthy technology consultant was a decisive advantage. It created a basis of trust from the outset. 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, signalling that IKS not only convinced technologically, but was also cooperative and capable of integration.
Success Factors in the Introduction
One of the biggest hurdles when introducing new enterprise software is the fear of long, costly and disruptive implementation projects. Aequator’s experience refutes this prejudice in an impressive way. After the IKS system was available, the actual introduction and commissioning only took one to two weeks.
“This exceptionally short timeframe 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 optimisation does not necessarily have to be long and rocky,”
Mr. Hartmann summarises the positive experiences with the e-Kanban implementation.
However, the speed of implementation was no coincidence, but the result of a targeted methodology that focuses on the most critical points of such a project. Aequator itself identified two central challenges, the successful management of which was decisive for the success of the project:
- the takeover of certain master data and
- the realisation of a booking interface to the ERP system from PSI.
Ultimately, manufactus sells not only software, but a proven, low-risk and fast methodology for digital transformation. The implementation process itself becomes the product. The successful and rapid introduction at Aequator proves that the most common pitfalls in software projects – data migration and system integration – can be elegantly mastered through a pragmatic, customer-oriented and collaborative approach. This sends a strong message of security and reliability to every future customer.
The new digital nervous system of Aequator manufacturing
After the successful implementation, IKS became the central control instrument for the entire 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 components from the warehouse to delivery to the individual assembly stations. IKS acts here as a digital nervous system that records consumption at 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 demonstrated by its ability to master complexity. The solution implemented at Aequator is not an island system for a few critical parts, but a comprehensive platform that covers the entire internal material supply controls. The dimensions are impressive, as 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 operative advantages 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 every day. Mr Hartmann sums this up briefly and concisely:
“IKS makes our everyday work much easier. Working without IKS is unthinkable for us”.
This statement shows that the system has fully met expectations and is now an integral part of daily operations. At the same time, Aequator is already looking beyond its own factory gates. As a potential next step, an “extension to certain suppliers” is being considered. This vision is the logical next step on Aequator AG’s Lean journey.