How Gerhard Schubert GmbH Structured Its Service Operations
Service in mechanical engineering has changed. In the past, it was about reacting quickly when something happened. Today, customers expect problems not to arise in the first place - or at least to be detected early.
They want to understand what is happening, they want access to information, and they want processes that work without constant follow-up.
Many companies face exactly this problem. They have systems. Often several. But these systems don't work together. Information is scattered, processes are not seamless, and at the decisive moment clarity is missing.
Gerhard Schubert GmbH faced exactly this situation.
Starting Point: Strong Service, but Too Many Individual Solutions
Service is a central part of Schubert's business and contributes significantly to revenue.
At the same time, a system landscape has developed over the years that covers many functions but is not seamlessly integrated. There were solutions for bills of materials, for machine data, for evaluations. Each sensible on its own. But together they did not form a closed system.
The real challenge was therefore not to introduce yet another tool, but to connect the existing building blocks in a way that creates a functioning overall process.
The Step to the Platform
Schubert consciously decided against another standalone solution and instead chose to integrate the existing systems with each other.
With Transaction-Network, a platform was introduced that establishes exactly this connection. Existing applications were not replaced but integrated and transferred into a common structure.
The goal was clear: a central access point for the customer and a seamless view of all relevant information and processes.
What Has Changed in Daily Operations
The biggest change is not in individual functions but in the way work is done.
Information is no longer scattered but bundled in one place. Machines are mapped as digital units, including documentation, bills of materials, and technical relationships. The user no longer navigates through different systems but through a seamless structure.
This has a direct impact on daily work.
A service technician finds the right information faster because they no longer have to search. A customer can track what is happening with their machine without having to contact multiple people. And processes that used to run via email or phone are now handled in a structured way through the platform.
Spare Parts and Procurement Without Media Breaks
A concrete example is the spare parts process.
The customer can identify components directly from the machine structure. This reduces errors and saves time. At the same time, it was taken into account that many companies use their own purchasing systems.
Via an OCI connection, orders are transferred directly from the ERP system to the platform. The web shop thus does not replace existing processes but extends them. The customer remains in their familiar workflow while the connection to the platform is established in the background.
Transparency Instead of Queries
Another point is collaboration in service.
In the past, a problem often meant several loops: the customer reports, service asks follow-up questions, information is gathered, responsibilities are clarified. This costs time and leads to uncertainty.
Today, the customer can create a ticket directly. The relevant information is already in the system or is captured in a structured way. At the same time, they can see what is happening, who is responsible, and what the current status is.
The result is not a new feature, but a different way of working. Fewer queries, fewer loops, more clarity on both sides.
It was clear to us that we could not continue developing service with more and more individual solutions. What was decisive was creating a structure in which all information converges and processes work seamlessly. With the platform, we have achieved exactly that. Our customers now have direct access to their machines and processes, and we can respond much faster and more precisely. This fundamentally changes collaboration in service.
Uwe Galm, Head of Service, Gerhard Schubert GmbH
The Real Challenge Was in the Data
One point is often underestimated in such projects.
Technology is rarely the problem. Data is.
For a platform to work, bills of materials must be complete, data must be consistent, and structures must be built seamlessly. This is exactly where a significant part of the work lay at Schubert as well.
Only on this basis is it possible to truly automate processes rather than merely digitizing them.
The Next Step Is Already Defined
The introduction of the platform was not an endpoint but the beginning of further development.
Planned next steps include:
- guided maintenance processes directly on the 3D model
- integrated ticket management without media breaks
- digital training offerings for customers
- new models in the spare parts area, such as 3D printing
This clearly shows where service is heading. Not as a collection of individual functions, but as an interconnected system.
Conclusion
The central insight from this project is simple but decisive:
Service can no longer be meaningfully organized through individual tools. It needs a structure in which data, processes, and stakeholders are brought together.
Only then does what customers expect today emerge: transparency, reliability, and speed in everyday operations.
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The complete case study of Gerhard Schubert GmbH - including project background, implementation, and results.