“ROMMTECH-3S” Ltd is a fully private Bulgarian company. It was created as a joint Dutch-Bulgarian venture on 17th May 2007 by Rommens Instrumenten-en Apparatenbouw B.V. and Security Smart Systems Ltd.
Their work includes producing electronic and electro-mechanical products, injection-moulded plastic details, metal sheet processing and cable looms. Their most recent work has been in manufacturing LED lamps.
For what reasons did you decide to introduce a process of digital transformation?
We implemented the e-invoice in order to facilitate our staff and to minimise mistakes related to our work process. This helped our management team to keep better track of personnel. The ERP system enabled us to monitor resources and time, and to optimise prices.
Did you face problems during the implementation of the digital transformation? How did you handle these?
At first there was the human obstacle – elderly employees resisted change (while younger ones were quick to understand). There were also technical mistakes that arose out of the transition from paperwork to digital files. We also faced difficulties adjusting the new software to our local server.
Where do you see the biggest benefits for your company after starting the process of digital transformation?
Our accounting department was helped by using e-invoices, and supplies and management tasks were made easier by the ERP system. We are currently implementing a visualisation software which we think will greatly help to management team and the industrial engineers. It will gather information from all our databases and visualise it in graphs, meaning that management will be able to monitor company processes on all levels.
Which new technologies and tools are you using and why did you choose these?
We have implemented a system for recording business hours so we can keep better track of employee attendance. We also have a system for controlling entry, which increases security. We make use of e-invoicing and our email is located on a cloud server.
Were you confronted with sceptical employees during the implementation? Which level of the business did this resistance come from?
Yes, there were sceptical employees, mainly at lower positions in the company. They found change hard and resisted innovation.
How did you convince them of the new strategy?
Employees saw for themselves that they could now better track their working time and improve their efficiency (as many of them are paid per hour or per unit).
What did you want to achieve by implementing this process of digital transformation? What are your future plans?
We plan to implement BI (Business Intelligence software), which will give management faster and easier access to information and will facilitate big data information processing. […]
What advice do you have for an organisation that is just starting or wants to start a process of digital transformation?
Firstly, they should be very careful when choosing their software. They should spend enough time researching in order to choose the type of software that suits their needs, and should also take advice from other companies in their business sector. Organisations should also spend enough time properly educating their employees.
What risks have you identified that have not yet been solved through the process of digitalisation?
There are mistakes due to inadequate training. Some colleagues still resist innovation and digitalisation. There is also a risk of hardware failure, which is why we need to have trained IT specialists. There are also risks in regard to data protection which should be minimised by proper antivirus software. Administrative measures are also taken in regard to admission rights.