Analysis of the Impact of the IPAT Software on Operational Efficiency at the Launch Steering Department and Proposal for Interdepartmental Adoption at BMW Plant Debrecen

Abstract

This thesis assesses the impact of the Integrated Planning and Transparency (IPAT) software on the operational efficiency of the Launch Steering planning process at BMW Group Plant Debrecen and develops a structured proposal for its interdepartmental adoption, with particular focus on Total Vehicle Validation (ATG). The study is motivated by the increasing complexity of multi-project ramp-up planning in modern automotive production and the limitations of Excel-based workflows, which require repetitive manual synchronization with corporate systems. The thesis first outlines the Launch Steering planning process and its key interfaces, then identifies administrative inefficiencies from a Lean Office perspective, such as version-controlled file management and duplicate data handling. It documents the IPAT workflow as a project portfolio management tool, compares it to the previous Excel-based approach, and translates the results into a practical adoption concept for ATG to improve planning transparency and prototype vehicle utilization. Methodologically, the study combines time-based process analysis of non-value-added administrative work, Lean waste identification, and current–future state process mapping. Additionally, a cross-plant survey of IPAT users validates whether the observed improvements extend beyond the Debrecen case and captures less quantifiable effects such as reduced Excel dependency, lower error rates, and adoption readiness. Performance is measured using Operational Administrative Efficiency OAE and the Process Efficiency Factor PEF. The results indicate that shifting to an IPAT-centered planning approach significantly reduces administrative workload by eliminating duplicate documentation, manual data transfer, and rework caused by version inconsistencies. In the Debrecen case, planning activities require approximately one-third of the original effort (PEF = 0.32), corresponding to a 68% time reduction and an estimated saving of 57 hours. Survey results support these findings, showing consistent perceived improvements in transparency, traceability, reduced Excel dependency (~3.33/5), fewer human errors (~3.36/5), and overall efficiency (~3.46/5), while perceived time savings (~2.9/5) remain limited due to partial adoption and ongoing Excel use. The thesis concludes that IPAT provides a scalable foundation for planning in Launch Steering, with benefits increasing as implementation matures and Excel dependency declines. Its application beyond the department is feasible by integrating ATG through structured planning tasks, which can enhance the whole prototype planning process.