Case Study: Poul Johansen Maskiner

In 2021, PJM worked intensively to implement a brand-new ERP system based on Microsoft Dynamics 365 Business Central.

9altitudes implemented the industry-specific accelerator, 9A Advanced Manufacturing for BC, built on Dynamics 365 Business Central. Enhanced with a few ISV solutions for improved WMS management, shopfloor support, and an integration between BOM design and ERP, this created a robust platform that supports the company’s future growth. Now they are ready for more projects and expansion—using the same streamlined processes.

PJM faced challenges with rapid growth and a highly fragmented IT landscape, where outdated systems lacked integration. This resulted in inefficient reporting tools, which clearly hindered effective business decision-making.

The solution, delivered by 9altitudes, involved nearly every department and function at PJM, including production, procurement, and inventory management. In the video, key project participants share their experiences.

PJM had long aimed to replace its outdated Navision system with a modern ERP that provides better insight and control over their production processes. Their solution is built on our project management add-on for Microsoft Dynamics 365 Business Central, complemented by third-party modules for warehouse management and time tracking.

Greater transparency was a key goal

One of the primary objectives of the new ERP system was to ensure more transparency around the actual cost of the machines PJM designs and manufactures. Achieving this required detailed documentation in purchasing and inventory, along with better tools to track every component’s journey from purchase to installed solution.

Project phases

Every project starts by defining the scope of the new system. All company processes are reviewed—from mechanical design to assembly and finally invoicing the finished machine. The scope is broken down into manageable parts, such as which departments to involve and in what order.

Morten Uldal Damm, project manager at 9altitudes, explains: "In our project model, we call these phases 'sprints.' To focus on specific areas like inventory or production, we hold workshops with project participants that culminate in cross-organizational flow tests to ensure the entire infrastructure works. After that, there is typically a training period of up to a month for super users before going live."

With the system live, new ideas and requests naturally emerge. 9altitudes has tried to accommodate some within the project scope, while others have been added to a wishlist for phase two—such as additional financial modules.

We’ve assigned a dedicated operations consultant from 9altitudes to the project—an expert who can launch new features and ensure strong ongoing collaboration.

Three tips for success

Morten Uldal Damm offers advice for making a large project like this succeed:

1. Don’t underestimate the time and resources needed.
   Every hour spent in meetings typically requires at least 2.5 hours of prep or follow-up. Many clients underestimate how much time projects take—fortunately, PJM understood this from day one.
2. Appoint an experienced internal project manager fully dedicated to the task.
   PJM did this. Although it can be a tough role, it’s crucial for keeping commitments on both sides.
3. Choose the right super users for each area.
   The right people with deep knowledge ensure the final solution fits the business perfectly. That’s been the case here, with a strong solution and a smooth project.