(From left to right in the photo: Jussi Minni, Jimi Voutilainen, and Piritta Näsman)

In November 2025, JTK Power transitioned to a new ERP system. The system was delivered by Monitor ERP. The system change is part of the Koncentra Group’s unified operating model. The decision was influenced by the Group’s positive user experiences and by Monitor’s ERP system being well suited to the needs of the manufacturing industry.

Projects start with a decision – “There is never a right time to change systems”

An ERP change is often viewed as a massive undertaking that consumes the time and resources of a company’s key personnel. It is associated with a significant increase in workload and is also a considerable financial investment. At JTK Power, the new ERP system was received positively.

“There probably is never a ‘right time’ to change systems, but once the decision is made, it becomes a project with a schedule that everyone starts to follow”, says Piritta Näsman, Production Planner at JTK Power and a member of the ERP project team.

“Our goal with this project was to reduce manual work and improve process transparency. We are now able to operate under one system instead of two”, says Jussi Minni from JTK Power, who served as the project manager.

As part of the project, interfaces with the design software, plasma cutting nesting software, and payroll systems were unified. Products and bills of materials can now be created directly in Monitor from the PDM system, and the relevant work phases can be sent straight to the plasma cutting software. In addition, piecework payment calculations and their cost impact can now be handled directly within the ERP system.

The new system has increased transparency in reviewing processes. Time is saved as purchasing and procurement, supplier management, goods receipt, and inventory management now form a clear, coherent whole, with the process visible to all parties and departments.

The ERP project initiated process development

An ERP project is often perceived as merely a system replacement. In practice, it involves renewing the entire company’s ways of working – harmonizing processes, improving the flow of information, and clarifying roles and responsibilities.

“When a customer has the willingness to develop existing operating models and the courage to dismantle structures that no longer work, an ERP change provides a clear framework for implementing change. At JTK, the ERP transition worked extremely well because the personnel were very open to reviewing their own processes and exploring new alternatives”, says Jimi Voutilainen from Monitor ERP.

“After go-live, we did reflect on whether we could have prepared for everything even better. However, during the process, issues emerged that we would not have been able to identify in advance, but which we have now addressed”, Näsman notes. 

Key success factors – people

The ERP project progressed in a systematic manner, with the entire project carefully scheduled. The entire JTK Power project team was committed to their tasks, which were completed on schedule.

“You always wish you had more time for a project than you actually do. But once deadlines are set, they really get people moving. When the system goes live, learning accelerates quickly. A very positive surprise has been how well our own team has adopted the ERP system – we truly have a great work community here. The support from Monitor has also been excellent. Their team knew their responsibilities precisely, and tasks did not need to be passed around unnecessarily. That created confidence and made the cooperation smooth”, Näsman and Minni say.

“The go-live phase is always carefully prepared to avoid major surprises. We invest heavily in this phase by providing immediate support, and in JTK’s case, three people were on-site to ensure a smooth implementation. Key success factors include the customer’s active involvement, thorough training in the test environment, and repetitions carried out already a couple of weeks before the actual go-live. In addition to the project team, management commitment is crucial – all of these were well in place at JTK,” Voutilainen explains.

From the customers’ perspective, the ERP change is expected to result in even faster customer service. ERP development work at JTK Power will continue as planned in cooperation with Monitor ERP.