Guided SAP Structure Synchronization


At Tadano, the sky is often the limit in the proverbial sense: for around 75 years, the lifting machines and cranes from the Japan-based group of companies have played an important role in the construction of high-rise office buildings, highways and wind turbines around the world. The company is proud of its hoists, which are designed to work reliably even under the toughest operating conditions. With sites in Zweibrücken and Lauf an der Pegnitz, and around 1800 employees, Tadano is also represented in Germany. The sites are regarded as competence centers for the development and production of Tadano all-terrain, city and crawler cranes. This presence is the result of the earlier acquisition of two crane manufacturers - Faun and Demag.
As part of the integration of Demag into the Tadano Group, the "One ERP" project was launched in October 2020 to harmonize the ERP systems of the two locations into a consistent whole and make them fit for future requirements. The harmonization project not only put the ERP and SAP systems of the two locations to the test, but also the corresponding processes. The overarching goal: seamless coordination and collaboration between all upstream and downstream processes and functions.
In focus: parts list management
BOM management emerged as one of the focal points: in view of the data complexity at Tadano, efficient handling of this was crucial for ensuring quality, costs and efficiency. Until then, the German sites had operated on the basis of the single BOM approach: design and production managed all BOM data and information in one BOM. One challenge for everyone was the fact that both sides had different process-related requirements in terms of the structure, scope and type of information that the BOMs should contain. Complex coordination processes and conflicts were inevitable.
Guided structure synchronization
The envisaged solution: a change from a single BOM approach in BOM management to an eBOM (engineering BOM) and mBOM (manufacturing BOM) approach, i.e. the creation of design and manufacturing BOMs. This was intended to take optimum account of the function-oriented design and process-oriented manufacturing view of the products. SAP GSS was chosen as the technological solution to support this scenario: with "Guided Structure Synchronization" (GSS), source structures from one application area, such as design, can be transferred to target structures in another application area, such as manufacturing.
GSS supports a continuous synchronization process, takes the change of structures into account with each synchronization and updates the target structure. This means that not only the BOM separation, but also the handover to manufacturing should be optimally addressed. The eBOM and mBOM approach at Tadano was not only linked to purely operational requirements. The change was also intended to support overarching, strategic goals: greater process efficiency through better process flow in design and production; improved time to market through faster and better quality results in both areas; and improved collaboration through greater autonomy of the teams in design and production. This should also minimize process costs in the company as a whole.
"We knew our challenges and had a clear objective in terms of technology and results. But it was also clear that we needed a strong partner to guide us through the implementation and migration process," explains Thorsten Hemmer, IT Project Manager. "We were familiar with the expertise of Coristo (a subsidiary of Cenit) in the field of SAP GSS, and so we came together directly," adds Thorsten Hemmer.

Thorsten HemmerIT Project Manager, Tadano
Despite the leap of faith, Coristo carried out a feasibility study to prove the viability of specific aspects. Hemmer explains: "Before the start of the project, three main challenges emerged for us: the creation of different lists, i.e. mBOM and eBOM, from a single BOM and the migration of the data to the new architecture. In addition, we were working with parameter-valid valuations in the BOM. However, this functionality is not standard in SAP GSS. From a technological point of view, it was therefore necessary to prove that this aspect could also be implemented."
Four waves to the result
In order to implement the planned introduction and migration project in the best possible way in terms of technology and processes, the process was divided into four project phases, or "four waves" as the project participants called them. Each wave included goals and milestones to be achieved. The main focus of the first wave was on the conceptual aspect: "It was essentially about preparing the introduction of SAP GSS and the precise definition of the corresponding tool functionalities," recalls Thorsten Hemmer.
During this phase, the eBOM-mBOM process was also examined in detail - in particular the process definition and the identification of critical use cases at Tadano. An important process stage for all those involved was the migration of the BOMs, which was the subject of the second process wave: this was the actual introduction of an eBOM-mBOM separation at Tadano. Among other things, it was important to consider the specific constellations between eBOM and mBOM when creating the mapping, the software and process-related support of the migration concept and the consolidation of the eBOMs and mBOMs in the target system. "The migration was an intensive topic for six months," explains Christian Markus, Senior PLM Consultant at Coristo. This phase was crucial to the success of the overall project.
The subsequent testing, a detailed examination of the use cases in the overall process, marked the third phase of the project. Here, the experts from Tadano and Coristo focused on the definition of specific test cases, the testing itself and the subsequent documentation. The declared aim of this phase was to optimize defined processes and tools. Central use cases, such as mass changes, corresponding applications, scenarios for split positions and their conflict handling, came under increased scrutiny.
During testing, further requirements and specifications gradually emerged, which also had to be incorporated into the software solution. "In this case, too, we relied heavily on Coristo's expertise and advice. Implementing the GSS is not enough. The software had to be enabled separately for specific requirements and use cases," says Thorsten Hemmer. "We actually did a lot of development work on the GSS solution. We intervened in the functions of the solution at relevant points and flanked them with corresponding reports.
This was in order to optimally record the processes relating to the parts lists and their monitoring at Tadano. 70 to 80 percent of the adjustments related to users and processes," summarizes Christian Markus. As people as users play a decisive role in the success of the project, the project team paid particular attention to training and "taking along" the future users of SAP GSS. It was not just about introducing a new BOM type, but also about the fact that the maintenance of production BOMs was historically anchored in the design department. With the migration to the eBOM-mBOM scenario, this activity was transferred to the work preparation department. Not only did processes change, but also the distribution of tasks in the processes.
Focus on the user
"It was important to us that our colleagues accept the tool. After all, with the dissolution of the single BOM approach and the introduction of eBOM and mBOM lists, a rethink was necessary. At the same time, this new way of thinking also had to be implemented in a new tool. In this change process, topics such as acceptance and usability were extremely important for us," confirms Thorsten Hemmer.
The go-live of SAP GSS and the eBOM-mBOM concept followed around a year after the start of the collaboration between Tadano and Coristo. Thanks to the detailed project preparation and implementation carried out in advance, the project team achieved a first-time-right result. "We then supported Tadano in hypercare mode for around two months and are still active in an advisory capacity in day-to-day business. We continue to work together on process and tool improvements, albeit without the pressure of a go-live," summarizes Christian Markus.
Parts list separation and SAP GSS
Around 15 months after the introduction, we are interested in the current status of the GSS and bill of materials: Have the expectations of the project been met, have the goals been achieved? "The benefits of introducing SAP GSS and BOM separation extend far beyond the technological innovation: as a BOM is the linchpin of our products, the introduction of eBOM and mBOM has been central to future-proof production and is now an important component. Everything that comes from the design department has to go through SAP GSS," is Hemmer's initial summary.
However, he emphasizes that change management naturally also affected the processes after the go-live. "In addition to the software and process expertise, the active involvement of all affected departments from the outset was important for the success of the project, especially work preparation," continues Thorsten Hemmer. The introduction of SAP GSS meant an enormous change for the design, production and work preparation departments. Today, however, SAP GSS is indispensable and is one of the core pillars of production.
One of the other results: In regular operation, the teams benefit from a significant reduction in technological and process-related interfaces. On the one hand, this clearly benefits the overarching "One ERP" principle, the one ERP system used company-wide. On the other hand, the teams involved recognize that it is not only the separation of structures that brings degrees of freedom and qualitative improvements, but also the fact that clear role assignments now exist in accordance with the structures.
One example: "By separating eBOM and mBOM, releases from the design department can be separated from the run-in time of a change in production. Both departments can now work more efficiently with less coordination effort," says Thorsten Hemmer. However, around a year and a half after the go-live, the company has actually reached the point where it can practically experience the benefits of the project. It is only now that processes are right, improvements can take effect and advantages can be expanded.