interview with Corinne LE GUYADER and Vincent ROMAIN
On November 4, 2024, with the Go Live of the 4th phase of its ERP implementation, Manitou Group completed the final phase of the global deployment of its IT system based on the Infor M3 ERP.
Feedback on a monumental digital transformation project completed under the direction and management of this project by:
- Ms. Corinne LE GUYADER: VP, ERP & Process Redesign Projects
- Mr. Vincent ROMAIN: Project Manager/PMO Cube Program
interviewed on this occasion.
Can you briefly explain what the different phases of this project consisted of?
The first phase of the project, conducted from September 2016 to the end of June 2018, established the core model of the solution while reverting to a standard version of the tool (over 80%) in an on-premise solution in V13.4. This was achieved through a process redesign and sometimes even certain internal organizations when necessary.
Thiscore model, at this stage, was deployed across all French, Belgian, and Brazilian sites. In addition to returning to the ERP standard, this first phase of the project also allowed for the deployment of a single portal for our customers, combining the functionalities of machine configuration and order taking as well as those of after-sales service.
The second phase of the project involved deploying the core model (within the ERP scope) at the Italian subsidiary Manitou Italy, which was using a different ERP than M3, as well as building a core model for the Warehouse Management System (WMS).
The entire solution was then deployed in our Indian subsidiaries during a third project phase.
The fourth and final phase involved deploying the core model for the American subsidiaries, including two production sites, a spare parts center, and two PDIs.
Can you tell us about the composition and organization of the Manitou Group teams for this final phase of the project?
We first visited the four sites: the headquarters in West Bend, Wisconsin, the spare parts center in Chicago, and two factories in South Dakota. The factories were not computerized: IFS was deployed only at headquarters. We therefore decided to organize four kick-offs. One at each site.
The project teams that worked on the deployment in the United States are the same as those that carried out the deployment of the Indian subsidiaries, but reinforced. This allowed us to capitalize on the experience and skills acquired during the previous phases of the project.
Travel was significant for the teams. Every three months, the French team (19 people) traveled to the United States.
We also created a local team in the United States of 17 key users. They came to France three times for two weeks. This really helped to create links between the teams. France and US, but also among the American key users. These exchanges and trips generated a true emulation within the American teams, who invested in the project and were very satisfied.
Throughout the project, we were supported by the Authentic teams. They supported us both in France and in the United States.
Can you tell us about the Go-live?
For the go-live, we brought in 70 people from France over a period of six weeks. Long-time users of the solution in France provided support to the local teams during the first weeks of startup. The project teams took turns every two to three weeks, ensuring responsiveness in problem-solving. With this setup, we started all sites at the same time.
During the first four weeks, we organized daily progress meetings in all areas. We communicated the status of the applications, the anomalies, the number of open tickets, and their progress.
We encountered some load issues, but it was not due to the system: it was more of an organizational adjustment problem. In the end, everything went very well. By the end of December, we completed the revenue reporting and conducted the validation of the financial audits without any issues..
What points were particularly crucial during the project?
The area where we faced the most challenges was finance. But Authentic provided us with all the skills and support we needed and we were able to start without any problems. Our teams have further gained skills and we are now autonomous in all areas. The experience and skills acquired by our teams during the project in India were crucial to the success of the U.S. deployment.
One of the biggest challenges of these projects was the standardization of data. We had hundreds of thousands of items that might not have the same reference from one country to another. The migration of this data, given the volume, could take several days. Therefore, we had to find a way to synchronize the start with the data migration.
Another major point was the migration of interfaces. It was not enough to migrate from IFS to M3: we also had to take over all the interfaces of the surrounding applications. That is more than 24 applications. We also had to start our new PLM!
This project has been a realtechnical and organizational challenge.
What do you particularly remember about this last deployment and the project in general?
With this last deployment, Manitou Group now has the same tool for all its subsidiaries around the world. M3 is now the heart of the system. This common foundation will allow for the deployment of many solutions in the future and provide consolidated information through BI tools. We have also set up a system of IT coordinators: one in France and one in each country. And, in order to maintain the coherence of the information system and support its evolution, we have created a reference cell, led by the business units, to stay on course. Everything is in place for the development of Manitou Group.
A project of this scale is also a great and beautiful human adventure. The French teams had to adapt to American culture, and vice versa, and this happened gradually and very naturally.
The American IT team, initially on IFS, transitioned to M3. Its members had to familiarize themselves with a new product. They rose to the challenge, embraced the project, and trained. And everything went very well. Some key functional users even joined the IT department, which gained in cross-functionality. We now have solid IT support in the United States.
This project has truly created a sense of belonging to Manitou Group. We had a high turnover rate in the United States. Today, our key users are still in their positions.
When the adventure ended, we had to think about the next step for the project team and find the best opportunities in operational services. This period was delicate: returning to daily operations after several years of project work was not easy. The teams were very close-knit and happy to work together. There was an adaptation period. This long-term project has really helped strengthen cohesion: our teams are closer than ever.
How did the Manitou Group teams and the Authentic teams collaborate?
We maintain a true relationship of trust and sustainable partnership with Authentic. We have completed these four projects with them, and they have been supporting us for a long time.
Whenever we need support or encounter an issue, they are there to assist us and provide solutions.
" We maintain a true relationship of trust and sustainable partnership with Authentic. We have completed these four projects with them, and they have been supporting us for a long time. "
About MANITOU
Manitou has over 60 years of experience, a presence in 140 countries, 10 production sites, and 7 logistics centers for spare parts. As the flagship brand of Manitou Group, its headquarters is located in France, in Ancenis – Loire Atlantique.
Manitou Group is committed to addressing the challenges of its time. That is why it continues to develop a large number of innovations capable of improving machine performance, increasing user comfort, reducing the TCO of equipment, and their environmental impact. All through their main brands: Manitou & Gehl.
With a revenue of 2.7 billion euros in 2024, Manitou Group currently employs 6,000 employees in 140 countries.
More information on the site: Manitou Group
