Kohler GmbH
Kohler GmbH, based in Neckarsulm, is an established specialist in C-parts management, fastening technology and intelligent logistics solutions. As a reliable partner for industry and trade, the optimization of procurement and logistics processes is at the heart of its corporate philosophy. To ensure its competitiveness and continuously improve processes for itself and its customers, the company decided to digitize its proven Kanban system. The introduction of an e-Kanban system played a crucial role in this endeavor.
Established Pull Processes as a Foundation
A key factor in the success of Kohler’s digitalization project was that the company did not start from scratch. A manual, card-based Kanban system was already in use before the introduction of the IKS. The company was therefore already familiar with the philosophy of pull management and the principles of lean management. However, the strategic decision to further develop and optimize processes led to the consideration of elevating this system to a digital level. The primary motivation was to increase efficiency, enhance transparency, and sustainably strengthen competitiveness in a dynamic market environment. They were looking for a solution that met modern requirements while being easily integrated into existing processes.
“The challenge for Kohler wasn’t to embed a completely new way of thinking and an unfamiliar process model within the company, but rather to take an already established and functioning process to the next level,”
tells Thomas Barbara, Head of Supply Chain Management.
Strategic Imperative for Digitalization
After careful evaluation, Kohler chose the IKS e-Kanban system from manufactus.
“There were two key reasons for this: the ease of use of the software and the moderate cost. This combination made IKS the ideal solution for Kohler GmbH’s requirements,” says Barbara.
The system implementation process is currently not yet fully completed, which allows for an agile and gradual rollout across the organization. The following table compares the limitations of the manual system with the potential of an electronic solution such as IKS and illustrates how digitalization specifically addresses the strategic goals mentioned by Kohler.
| Manual Kanban (initial situation) | IKS E-Kanban (solution) | |
| Signal transmission | Slow; physical transport of the Kanban card | Real-time; immediate digital transmission via barcode scan |
| Process transparency | Low; local and delayed | High; global and immediate visualization of the entire Kanban situation |
| Analysis | Manual; complex, periodic | Automated; at the click of a mouse, in real time |
| Error susceptibility | Medium; manual input errors | Low; high process reliability through unique digital identification |
| Scalability | Limited; high administrative effort per new kanban loop | High; easy connection of new customers or suppliers via web portals |
| Customer integration | Low; customer is a passive recipient | High; proactive customer involvement and full transparency regarding supply |
Success Factors for Implementation
Practical experience revealed a particularly important aspect for a successful implementation: documentation and employee training.
“It became clear that a simple and understandable handout on how to use the system is crucial. This ensures that all employees – even those covering for vacation or sick leave – can operate the system confidently and error-free,” stated Ms. Stoltenfeldt, Assistant for Central Sales Services.
The easy accessibility and comprehensibility of the instructions is therefore a critical factor for acceptance and smooth operation.
Qualitative Successes in Day-to-Day Business
IKS currently supports the pull processes between the outgoing warehouse and various customers who are supplied using the Kanban principle (customer Kanban). Although implementation for additional customers is still ongoing, the positive effects of the change are already clearly visible. Kohler sees the following significant benefits, which increase customer satisfaction, from using IKS in daily operations:
Faster processing of Kanban orders: The digital processes significantly accelerate the entire order processing process.
Increased transparency: Customers benefit from better traceability and transparency of their orders.
Efficient evaluations: The system enables faster and easier analyses of Kanban processes, enabling more informed decisions and continuous process optimization.
Goals and Perspectives
Kohler GmbH has a clear vision for the future of the e-Kanban system. The key goals are:
- The conversion of all Kanban customers to the manufactus IKS system to utilize its advantages across the board.
- The final implementation of an interface to further deepen system integration and increase the level of automation.
With the introduction of the IKS e-Kanban system, Kohler has taken an important step toward digitalization and process optimization. The results so far are promising and form a solid foundation for the further expansion of the system.
“Digitizing our Kanban processes with IKS is an important step toward increasing our efficiency and providing our customers with even better service,” Barbara concludes.
Kohler is an excellent example of how a company is optimizing its operational processes and positioning itself for the future through the strategic implementation of the e-Kanban system IKS.