schott gib glass scm [shutterstock: 1437322208, Vera Larina]
[shutterstock: 1437322208, Vera Larina]
Logistics Press Release

Why Schott Chose GIB

Schott, producer of high-tech materials for special types of glass, chose GIB to improve their production system and gain a better overview of their stock planning and availability so that they could react quickly in critical situations.

Schott is a multinational group with roots in Germany active across various sectors, from flat glass for the home appliance market to glass phials for pharmaceutical packaging. Schott Italvetro is Schott’s Italian plant for producing flat glass for household appliances and is part of Schott’s flat glass business unit. In addition to the Italian plant, Schott has another 11 plants across the globe that produce tempered flat glass.

Before GIB was implemented, schedulers at Schott Italvetro would use an internal Excel file created on an ad-hoc basis in order to plan the numerous production lines at the plant. It was a homemade solution, and one which meant that the two schedulers could not complete their daily tasks efficiently due to the repetitive copying and pasting of items, manual data entry, and the many customizations undertaken by different users. Furrthermore, it was also difficult for other employees to consult the file in order to keep track of production progress, such as those in customer service or demand planners. 

The German parent company’s decision to adopt GIB Planning and Controlling tools across various plants was made easier thanks to development at a pilot site and then on-the-job training organized for all the other plants. This saved time and made implementation quicker as the knowledge and methods adopted at one plant could then be shared. This also made it possible to standardize production scheduling using GIB planning, mid- and long-term scheduling of client orders for demand planning using the GIB Planning Dashboard, and the management of materials and stock using GIB Controlling for all plants on a global scale. 

All plants were able to independently implement and develop these tools as standard, with reports being shared throughout the plant, information and best practices being exchanged among the various plants, and updated training sessions shared for the latest releases.

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