DELMIA Ortems, collaborative manufacturing planning and production scheduling software solutions

DELMIA Ortems  Agile Manufacturing range of advanced planning software successfully complements the traditional ERPMES, PLM and SCM management systems. They add the power of contraint-based finite-capacity resource optimization, and synchronization of production flows – from raw materials through finished products.



Customers

Testimonials

 

With MS Excel, it used to take us 3 hours to do a single planning run that covered more than 400 SKUs. Now, we can do several planning runs in 1.5 hours only. We have also reduced our inventory by 15% by applying our standards using the Ortems tool. And there are other gains from production optimization, only sometimes more difficult to quantify, because we see them over the long term; for instance, the savings on operator-level labor cost and on changeovers.



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Laurent Cavard, CEO, Altho
Thanks to Ortems we settle a very efficient central team and create a position of Supply Chain Manager. Now everyone is sharing a monthly Sales and Operational Plan and an optimized and reliable weekly Production Plan. We manage and pilot our plant, anticipate the load, smoothen the opening of our production lines which optimize the labor cost.

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Thanks to Ortems’ solutions we have gained both effectiveness and industrial performance. It is now much easier to respect our customer delays and this has increased our service level. We gained in productivity by 10 points, reduced our set up times by 50% and reduced our waste down to 2%.

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We have reduced our raw material & semi-finished product stocks. We have also improved our customer delays.

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The move to an automated Ortems solution –away from a “manual” Sage ERP X3 combined with MS Excel spreadsheets– has enabled quick and easy repositioning of work orders and delivered substantial efficiencies and time savings. We operate multi-customer packaging lines, and occasionally we took on additional orders without really forecasting the related load, which caused delays and customer dissatisfaction. Ortems provides us with a graphical and collaborative solution that lets all of our planning and sales administration teams work together and share an interactive schedule. Today we are in the burn-in phase for our MPS for the 27 packaging lines, and we are considering extending it to our production mixers.



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Le groupe Novares a  choisi Ortems pour standardiser et optimiser le processus de planification de la production dans ses 26 usines de fabrication d’équipements automobiles réparties dans 18 pays. À l’issue d’une première étape de définition et de validation du modèle de base dans l’un de nos sites espagnols, 15 usines sur trois continents ont déployé cet environnement avec succès en seulement 10 mois .see the video
Frédéric Marcotte, Supply Chain Senior Manager, Novares Group.

Ortems has let us gain productivity on the order of 1 day per month, and improve our service level to nearly 100%. The administrative planning load was reduced significantly – with administrative planning time cut by a factor of 8, for a more effective schedule over twice as long a scheduling horizon.



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Every day we download dynamic data from SAP (customer needs, inventory, Work Order), the planner thanks to Ortems readjusts the planning for the next 3 to 4 days to come, this allows us to have a real time visibility and to send the information updated back in SAP. Now, every planner will have more time and will focus on the organization and critical information with the same tool.Ortems, brings serenity to the work shop. We avoid now production disruptions as we are able to anticipate and react to them . These unpredicted events can have damaging economic consequences and jeopardize effective production planning”.

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We have reduced our planning time whilst broadening our product portfolio and making it more complex. We have also improved our sourcing of raw  material by 10%

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In 1.5 years the order-fill ratio or refill rate, i.e. the availability of complete true-to-order kits on time for reassembly, rose from 30% to 90%. Over the same period of time, work-in-process was cut drastically, almost in half, going from 8,800 parts to 4,200 parts, due in particular to increased versatility and planning all WOs to meet the identified needs.



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