Cooper Tire RPA & Digital Process Automation Drive Innovation NPD
Cooper Tire needed a Digital Process Platform (DPP) solution that would keep their SAP ERP system as their system of record, and the hub for all their master data. CPS provided both Robotic Process Automation (RPA) and workflow expertise in creating a proactive data governance while keeping their ERP system as the hub.
A business decision was made to change ERP systems from PeopleSoft to Epicor. Accomplishing that change with minimal impacts to end users was the goal. Kichler Lighting leveraged Digital Process Platform (DPP) to automate and improve the ERP interface and streamline processes that were redundant, required collaboration or were user challenging.
Facing the challenge to replace their existing BPM platform, Stark DD had to decide on a future-proof digital process platform that could provide cloud and/or on-premise integrations. A key requirement was a concurrent licensed platform with the ability to integrate SharePoint, ERP and/or CRM platforms.
To improve business profitability, digital transformation and decreased cycle times, Evoqua needed to update their SAP ERP environment and underlying data quality. Learn how, in a rapid time frame, data cleansing and process automation was achieved. By automating workflows and streamlining their process, their master data team is clear when they are assigned tasks and action is required. Visibility of their processes is also raised through dashboards for cycle time and throughput management and improvement.
Modern Cloud 3D CAD Enables Rapid New Product Innovation and Impactful Cost Reduction for Kichler Lighting
Kichler Lighting was searching for ways to bring greater speed and agility to their new product development engineering operations. Their global engineering landscape and the fast-paced, competitive pressure of product development had rendered the current solution ineffective.
Procurement and invoice processing is important to manage and govern in all businesses, and especially if the business supplies the military. HDT had a strategic priority to consolidate and automate invoice processing from invoice receipt to posting payables to SAP. Read how a lean solution encompassing PSIGEN OCR and Winshuttle provided high ROI, auditability, transparency and efficiency.
Moen innovates! Their design innovators and engineers continually tweak, evolve and create products. The Prototype Lab is an integral part of product innovation. Learn how Moen and CPS innovated by leveraging an already paid for platform, Winshuttle Foundation, to replace and greatly enhance the retiring prototype software to enable the Moen product ideas to flow!
Kichler Lighting has made impressive improvements to their internal productivity by automating processes with CPS Winshuttle Workflow. However, the first questions that arise once an automated workflow is in place are: “How are we doing?” “Are we as efficient as we can be?” “Are we using automation in the most efficient manner and what can be improved?” Learn how Kichler uses the CPS PROCESS BI App to take process automation to higher returns.
Moen Incorporated, an SAP customer since 1998, is the number one faucet brand in North America. Based in North Olmsted, Ohio, the global company manufactures and sells a full line of kitchen and bath products including sinks, showerheads, and a wide range of accessories. Innovation is a hallmark of the company — founder Al Moen invented the single-handle faucet in 1939 and earned more than 75 plumbing patents in his career — and new products are always being launched. From concept to market, that entails numerous capital requests that must first be submitted for approval and eventually recorded into Moen’s SAP ERP transactional system of record.
The Kichler customer service team’s review process for product questions involved arduously resolving inquiries through paper, email and phone calls between technical support service representatives, product managers and engineers. The process was hard to track, time-consuming, and challenging to determine who had the ball and whether it was too late to measure against the client’s original request. This process involved over 50 people in four departments.