CASA COMPLETE
FOR MANUFACTURING COMPANIES, TRADE AND SERVICE PROVIDERS
casa complete offers all companies the opportunity to create a complete and comprehensive planning, forecast or scenario calculation at the push of a button.
PLANNING EFFICIENCY
SHORTEN THE PLANNING PERIOD BY 70% AND INCREASE YOUR FLEXIBILITY AND TIMELINESS OF PLANNING
All changes in any sub-plans are automatically synchronized with all sub-plans, creating an overall plan that is coordinated across all sub-plans. This applies to one-off, repeat and series manufacturers as well as to project manufacturers of piece and process production
MANUFACTURING COMPANIES
Products are manufactured according to defined parts lists or recipes and work plans and sold to any number of markets over a longer period of time, the life cycle.
PLANNING EFFICIENCY
SHORTEN THE PLANNING PERIOD BY 70% AND INCREASE YOUR FLEXIBILITY AND TIMELINESS OF PLANNING
All changes in any sub-plans are automatically synchronized with all sub-plans, creating an overall plan that is coordinated across all sub-plans. This applies to one-off, repeat and series manufacturers as well as to project manufacturers of piece and process production
CHALLENGE
SOLUTIONS
Constantly changing sales and production figures due to the dynamic market situation with an impact on all areas of the company
Accept the change only when the effects have positive effects in all sub-plans or require changes in sales.
The synchronization of all operational sub-plans enables the impact on procurement,Capacity requirements, personnel requirements, inventories, contribution margins, company and profit center results (MER), balance sheet, cash flow, consolidation, liquidity and key figures at the push of a button.
Loss of sales due to delayed launch of new products. E.g. due to lack of capacity in product development
Integrate control of development projects into corporate planning
Early allocation of capacity to the relevant product developments by supporting the development gates and linking sales and revenue planning with development planning. Statement of contribution margins at risk due to delays.
Rejects and rework in work plans and parts lists disrupt scheduling
Only take scrap and rework into account in the calculation
BOMs and work plans that are used for scheduling are “freed” from scrap and rework and are only taken into account in the evaluation (determination of manufacturing costs).
Intercompany requirements are not taken into account in a sufficiently differentiated manner
Determine intercompany requirements from the group BOM
In casa complete, the factory parts lists are combined into a group parts list and the automatic breakdown for IC requirements is carried out
Permanenter Kostendruck erfordert Material- und Fertigungszeitenreduktion
Define and pursue goals for cost reductions
Planned time and material savings can be easily taken into account for each cost center or workplace, material number or material group and their achievement can be monitored.
SERIES and PROCESS MANUFACTURING
The mapping of manufacturing processes with several target products from one manufacturing process (joint production) and with circular material can also be mapped in casa complete.
CHALLENGE
SOLUTIONS
Production quantities arise for which there are no sales quantities. Selling is difficult and often only possible at the lowest prices
to 1.: Show unsold quantities in every planning
Due to the co-product situation, the material inputs required by the sales structure lead to production quantities that are higher than the requirements of the co-products. If the "unsold quantities" are known in good time, these can still be developed into salable products, the process can be changed or the main product can be reduced.
The circular materials that are not taken into account lead to incorrect manufacturing costs
Regarding 2: Circular materials must be taken into account in the calculation
Since circuit materials usually have different effects on different products of the joint production process, their value is of great importance in the calculation of the process if you want to Determine contribution margins from the calculated manufacturing costs, which are suitable as a basis for decisions.
Implement a coherent method for evaluating co-products
Regarding 3: Co-products are not valued in line with the market
There are methods for evaluating co-products that result in a valuation in line with the market. One of these is to distribute the manufacturing costs among the individual co-products according to the current sales prices or market prices and/or to calculate parts using HK.
If the raw material quality changes, the plan specifications can no longer be adhered to
Make production cost deviations plausible
Show the difference between the process costs with the planned raw material content and the process costs with the current raw material content as raw material process deviations.
Unplanned product changes lead to high additional costs in production, which are caused by sales
High effort to convert from one product group/variety to another has a major impact on the result
Before the decision to convert is made, conversion costs are compared with the contribution margin possible through the additional sales and the “benefit” is quantified as a basis for the decision.
INDIVIDUAL MANUFACTURING AND PROJECT MANUFACTURING
In these types of production, there is only a very limited ability to learn from past mistakes. Everything has to be done right immediately. Sales, development and production must act in complete coordination.
CHALLENGE
SOLUTIONS
The costs of the projects are getting out of control and cannot be passed on to the customer
Have the offer calculation carried out by design, procurement and production
The offer calculation on which the offer to the customer is based is confirmed as feasible by design and production and serves design and production as a target for the project. Deviations from the target are taken into account in the affected areas.
An offer calculation that is sufficiently differentiated and understandable for everyone forms the basis.
The project calculation must remain within the scope of the offer values
Approval of the design only gradually, after compliance with the targets from the offer calculation for the respective design status.
To do this, the offer and project calculations (during the construction) must be compared and used as a basis for the decision.
Production is measured against the project calculation according to the design
The project calculation is within the scope of the offer calculation and can therefore serve as a specification for production.
Offer, project and final calculations are presented in a comparable structure and refer to corresponding savings or overruns.
Materials are only procured after the corresponding design stage has been approved
Material requirements must be within the scope of the offer before the construction of the stage is released.
Identifying the targets for procurement supports compliance with them. The approval process prevents overruns.
The cause of deviations cannot be located
Create calculation comparisons in the same structure from the offer to the project to the final calculation
The causes and responsibilities for deviations can be made transparent. Regardless of this, the deviation avoidance strategies described in the previous points are the essential components for improving results.
Offer calculations have a different structure than the project plan and actual calculations
Harmonization of the calculation structures for all calculations for an order/project
In casa complete, the calculations of the different areas can be displayed according to the same structure and thus compared.
The work in progress is not sufficiently differentiated and depicted correctly in time
Cost structures on the timeline
With the help of the cost structures on the timeline, the values of the projects in progress can also be shown in the plan.
Based on sales planning, performance planning is difficult or impossible
Formation of cost and performance structures from the actual projects of the past
By condensing the actual projects according to strategic groups and markets, cost and performance structures are created per 1000 currency units of sales. These can be valued with the sales of the period and lead to the delayed material and service requirements, which are valued with the prices and cost rates of the planned period and represent the receipt in the WIP.
TRADE
The different sales channels, price models, conditions, sales reductions and special individual sales costs make a contribution margin calculation per item and customer difficult.
CHALLENGE
SOLUTIONS
The costs of the projects are getting out of control and cannot be passed on to the customer
Have the offer calculation carried out by design, procurement and production
The offer calculation on which the offer to the customer is based is confirmed as feasible by design and production and serves design and production as a target for the project. Deviations from the target are taken into account in the affected areas.
An offer calculation that is sufficiently differentiated and understandable for everyone forms the basis.
The project calculation must remain within the scope of the offer values
Approval of the design only gradually, after compliance with the targets from the offer calculation for the respective design status.
To do this, the offer and project calculations (during the construction) must be compared and used as a basis for the decision.
Production is measured against the project calculation according to the design
The project calculation is within the scope of the offer calculation and can therefore serve as a specification for production.
Offer, project and final calculations are presented in a comparable structure and refer to corresponding savings or overruns.
Materials are only procured after the corresponding design stage has been approved
Material requirements must be within the scope of the offer before the construction of the stage is released.
Identifying the targets for procurement supports compliance with them. The approval process prevents overruns.
The cause of deviations cannot be located
Create calculation comparisons in the same structure from the offer to the project to the final calculation
The causes and responsibilities for deviations can be made transparent. Regardless of this, the deviation avoidance strategies described in the previous points are the essential components for improving results.
Offer calculations have a different structure than the project plan and actual calculations
Harmonization of the calculation structures for all calculations for an order/project
In casa complete, the calculations of the different areas can be displayed according to the same structure and thus compared.
The work in progress is not sufficiently differentiated and depicted correctly in time
Cost structures on the timeline
With the help of the cost structures on the timeline, the values of the projects in progress can also be shown in the plan.
Based on sales planning, performance planning is difficult or impossible
Formation of cost and performance structures from the actual projects of the past
By condensing the actual projects according to strategic groups and markets, cost and performance structures are created per 1000 currency units of sales. These can be valued with the sales of the period and lead to the delayed material and service requirements, which are valued with the prices and cost rates of the planned period and represent the receipt in the WIP.
SERVICES
In these types of production, there is only a very limited ability to learn from past mistakes. Everything has to be done right immediately. Sales, development and production must act in complete coordination.
CHALLENGE
SOLUTIONS
Sales revenue planning takes place at different levels
Since the information can, for example, be planned for A customers and A products at the customer product level and for C customers only in total, this is also supported by casa complete
Since planning can be done at any level, the system always distributes to the customer, product and period levels. This means that the quantities and values as well as their changes can be displayed at any time on all combinations of compression criteria.
Outbound freight cannot be assigned to items and customers
Lime. Accruals allow detailed billing
% rates and quotas per group (e.g. product group and region) lead to the automatic debiting of all individual items in the plan and actual. These values are compared with the actual actual values at the level that can be easily accounted for (e.g. country).
Assigning the warranty is problematic
Calculation of lime. Warranty
% rates per product group lead to automatic debiting of the individual items. These values are compared with the actual warranty values, broken down into groups down to the individual product, in a phase-shifted manner. A pro rata billing takes place before the first warranty claim.
Sales revenue planning is carried out for all areas according to a wide variety of structures
The most diverse requirements are supported by the casa complete standard
For example, if a retail chain in one region can be planned at the branch and product group level and in another region only overall but per product, this is supported and still creates the basis for further planning processes.
Bulk prices are difficult to take into account when planning
Sales planning also allows scaled prices to be taken into account
Set sales limits and their prices automatically lead to the graduated prices being taken into account when calculating sales.
ALL COMBINATIONS OF COMPANY TYPES
The methods that are particularly important for individual types of companies are available to every company in any combination. This means that companies that find themselves in several company types are able to use all the functions they need for all company areas in parallel.
CHALLENGE
constantly changing sales and production figures due to the market situation
Control of product development
Flexibility in the provision of capacities
Achieving corporate results within the framework conditions of liquidity
Controlling the profitability of products and markets
SUCCESS STORIES