KNORR-BREMSE: CHANGE & PM SUPPORT
From the conceptual design of a change management communication plan to the operational project management
Project description
Knorr-Bremse AG is rolling out a new product lifecycle management system across all its sites worldwide. For more than 5000 employees, this means changing processes and workflows that have been in place for over 20 years. Since the existing PLM system forms an integral part of the company’s everyday operations and due to the significant intervention into the workflows involved, it is being replaced by the new system gradually and in regular cycles. To prepare the employees for the impending changes and to familiarize them step by step with the new tool, large-scale change management measures must be centrally initiated and controlled from the Munich site.
Approach & Project Modules
1
Change Management Support
For the duration of the project, worldwide change management measures were designed, controlled, and executed. The main focus was on intensive communication with users, and ensuring acceptance and competencies with regard to the new system.
2
Implementing a Project Management Office
To control the project and relieve the burden on employees, Tiba set up a PMO and took over responsibility for all project management activities.
Our Services
- #Operative Change Support
- #Change Management Consulting
- #Operative Project Management Support
- #Project Management Office
Result
- Flawless project implementation in terms of time, scope, quality
- Key administrative project tasks performed to relieve the employees
- All affected key users supported by personal and individual communication
- Uncertainty and fear avoided by targeted change measures
“The Rail Division of Knorr-Bremse is replacing its PLM system. This involves a fundamental rearrangement of the daily work of thousands of engineers. Tiba and the employees it deployed supported the project with professional project control, project management and change management in order to organize the far-reaching tool change, involve the affected users intensively, and maximize the project’s success.”
