Due to the exogenous growth strategy of a nursing home group, the company did not have a cross-divisional ERP system.
For the restructuring of a company, GHK was commissioned to set up a sustainable business model for the future.
Due to the exogenous growth strategy of a nursing home group, the company did not have a cross-divisional ERP system for the individual nursing homes. As a result, redundant master data was created in different systems. Uniform structures, responsibilities and workflows were missing. A company-wide controlling system that could define the relevant key figures was impossible under these circumstances.
By implementing a cross-divisional ERP system, GHK was able to reduce the redundant master data to a minimum and significantly increase the efficiency of the company. In this context, the actual status of the individual work processes was of great importance in order to create the subsequent target concept for the introduction of a cross-divisional ERP system.
To this end, GHK optimized the reporting and controlling processes in the next step to have up-to-date data on the individual nursing homes. Uniform monthly and annual financial statements with all relevant data were possible after the conversion and led to an increase in efficiency in controlling through defined key figures.
Thanks to GHK's consulting services, the company became one of the largest nursing home groups in Germany. Two years later the company was successfully taken over by a French investor.
GHK was commissioned by a food production company to set up a sustainable business model for the future in order to secure its competitiveness.
The challenges of the project were that the company had been producing losses for years and that there were no control instruments for the management. The company still lacked an uniform ERP system that could demonstrate the company's transparency and only limited know-how about the decisive success factors.
By advising and taking over the responsibility as interim manager, GHK ensured the sustainable improvement of results. The costs could be reduced - through a sustainable positioning of the company. At the same time, GHK introduced a cross-divisional ERP system with digital processes, which was able to secure the company in the long term and increase the efficiency of the company.
In the carve-out project of Auto-Pflege-Zentrum GmbH (APZ) from the TÜV SÜD Group, GHK contributed their many years of experience in the field of business transformation. Complex issues, such as the start of operational processes or the future IT infrastructure, were handled by GHK and implemented in cooperation with the employees. GHK provided operational support for labor-intensive steps such as corrections, master data maintenance and training, as well as data extraction and cleansing.
GHK was continuously available as the reliable contact for the clear and smooth communication between the IT service provider and the individual company units during the introduction phase of the new ERP system. The employees of GHK had the task of coordinating the requirements of the individual company units with the IT service provider, supporting them and bringing them together in the right places. Thus, it was already guaranteed that the requirements were received coherently and correctly in terms of content during the conception phase. Detailed questions regarding individual requirements were already clarified in advance.
The project was successfully completed - without budget overruns due to change requests and above all within the tight time frame of six months.