The multitude of individual departments and specialized teams at Continental Tire had resulted in a scattered landscape of processes and software solutions. A variety of Product Lifecycle Management (PLM) tools had been used over the years, in many cases created by the development engineers themselves using Excel. Although all these departments were working on the same projects, exchanging information with each other was very complex, cumbersome and an obstacle to effective collaboration.
Continental Tires implemented a collaborative IT system for its Product Lifecycle Management based on cplace. cplace enables consistent overall program management, mapping and managing most of the cross-departmental relationships and interactions in one system. This has dramatically simplified the management of both, the diversified product portfolio and the enormous complexity of the product engineering process. Today, the cplace solution is in use around the world in the Research and Development, Product Planning, Supply Chain, Ramp-Up Planning and Production departments of Continental Tire.
Mittlerweile ist die cplace Lösung weltweit in den Fachbereichen Forschung und Entwicklung, Produktplanung, Supply Chain, Anlaufplanung und in der Werkswelt bei Continental Reifen im Einsatz.
Smooth interlinking of all technology and product development-related processes
R&D Supply Chain
Powerful scheduling features enable complex time series planning
Individual task and time schedules for more than 1500 employees
Comprehensive high-level program management reflects interdependencies between individual schedules
Optional dynamic schedule updates in response to changing workflows
Supports collaboration between business and IT for optimum results
Continental Tire begins to synchronize all PLM processes across divisions.
The company launches the implementation project for a collaborative Product Lifecycle Management software system.
Nine months before go-live, a pilot phase is initiated to allow selected departments to work with the software.
The entire project has taken two years and has been achieving clear quality improvements