
Document Management within the Information Process
Optimise processes, obtain information and keep track of supplier documentation.
– that's how our colleague Sascha must have sounded like or something similar when he received a new inquiry from one of our customers. We had already successfully developed some documentation together, so he would have expected a similar enquiry during this phone conversation.
Develop numbered folder structures with defined terminology as well as a document list with identical numbering for consistent allocation.
Introduce a visual status system in the lists so that the completeness and processing status of each trade can be understood at a glance.
Coordinated process design with clear communication paths, standardised notification emails and fixed time windows for submission, feedback and reviews.

The customer I spoke with that day is a subsidiary of a large logistics service provider, responsible for the construction and maintenance of goods distribution centres in Germany.
During our previous collaborative projects, our task was to describe the goods distribution centres – sorting systems with conveyor belts (several hundred metres long) and very complex reading and controls technology – in the form of the required operating manuals.
In this case, as in all others, it was essential that we had access to information about the technology being documented, the components used and the system’s overall functionality. The flow of information was consistently good; it was only the sheer volume of documentation for a plant of this scale that occasionally posed a challenge for both our customer and us. Looking back, it is not surprising that we suddenly started discussing a subject like document management, and I had to ask the question I mentioned back at the beginning of this article. Our collaboration has grown from “simply” creating documentation into providing much more comprehensive support. In a current project, we are not only entrusted with the preparation of an operating manual, but specifically with the timely request for documentation of all purchased components from suppliers; to check them for completeness, to file and manage them. This enables us to make a significant contribution to reducing the burden on our customers: on the one hand, by taking responsibility for requesting and managing the documents; on the other, by gaining an early understanding of the technology installed and independently obtaining much of the information we will need later.
Admittedly, the beginning of the project was much more complex than we had expected:
Fifteen Project Engineers, in their function as Trades Representatives, had their own “local” system for storing, naming and checking the required documents.
The situation was made more difficult by the fact that there was no uniform naming for identical documents or document types, which meant that they were named differently at different points within the system.
Since the storage of the documents was not always centralised, it was necessary to gain an overview of almost one thousand documents, as a basis for further work.

The various Trades Representatives first provided us with all the documents already available via e-mails, USB sticks, and various other storage sources centrally, so that we could finally sort and organise them all – no small task, given the very large number of documents.
In order to create uniformity and transparency for the future, we developed a filing system made up of numbered sub-folders with defined terminology, in cooperation with the Project Engineers. From then on, an extensive document list with identical numbering helped to quickly record the current status of the documents, using a visual traffic light system.
In the next step, we developed a new process design for future document control and coordinated it with the project stakeholders. An essential part of this was, on one hand, the communication channels we had specified (e.g. via the visual status change in the individual document lists for each trade), and on the other hand, the strictly specified information content of the notification e-mails to all Trades Representatives.
The controlled specification of timeframes for the delivery of documents for the suppliers/manufacturers, but also the specification of feedback deadlines and review timeframes for the Trades Representatives (and external inspectors) led to a significantly faster and more transparent processing of the documents.

After several months of on-going support from kothes for all the parties involved, the processes are now slowly beginning to take shape. We’re very pleased that the suppliers, in particular, have already recognised the advantages of our work several times, in terms of transparency and time. We’re also pleased that our customer has really been won over by solution, and they’ll be using our system for documentation control, right from the beginning of their next major project.
The answer to my question back at the beginning was therefore "Yes" in this case – we’re permitted to contact all suppliers. And "yes" was also our answer to the question, as to whether we can support our customer during this project. We’re very happy to be able to optimise and relieve the burden for this type of project, and we’re also looking forward to many more exceptional projects in which we can contribute our knowledge – and the experience we’ve gained.
We will get back to you as soon as possible.

