One workspace. Every moving part under control.

The employee opens the “Transport damage” form on the intranet, selects shipment and supplier from the object list and uploads photos straight from the tablet.

The submission becomes an issue of type “Claim” with all fields, photos and links to shipment and supplier.

The quality lead assesses the damage, purchasing approves the claim and the automation sends the request to the supplier.

On the board the team sees all open claims by status. Once the credit note arrives the issue is closed; the dashboard shows the damage rate per supplier.

Every vehicle and device is captured with its own schema: licence plate, location, inspection date, maintenance interval, lease contract and owner.

An automation checks all inspection and maintenance dates daily and creates a maintenance ticket for the workshop 30 days before they are due.

The workshop sees all upcoming jobs on the Kanban board, documents the work and attaches inspection reports to the asset.

Dispatch and fleet management see live which vehicles are available, which are in maintenance and what each vehicle costs.

Each new site gets a space created from the “Site roll-out” template – with predefined work packages, checklists and roles.

The project lead plans trades, dependencies and milestones in the Gantt chart. The critical path shows which delay puts the opening date at risk.

Construction, IT and HR see their work packages as tasks. Plans, permits and layouts live in the space’s wiki.

All running site projects appear on one timeline in the portfolio. The management letter sums up status and risks.

Incident, service request and change each get their own fields, priority logic and workflows – based on ITIL, adapted to the company.

Automations turn emails and Teams messages into tickets. Alternatively, staff report incidents through an intranet form.

The service desk works on a Kanban board with swimlanes by priority. Escalations happen automatically when SLA times are exceeded.

Tickets about security incidents or HR matters are visible only to authorised people through ticket security.

Hardware, servers, software licences and contracts are created as asset types with suitable fields and linked to each other: laptop → user → licence → contract.

Every incident or change ticket references the affected object, so a device’s history is fully traceable.

Calculated fields add up licence costs per department and cost centre; comparing purchased and assigned licences reveals over- and under-licensing.

The dashboard shows expiring maintenance contracts and licences; an automation creates the renewal task for purchasing in good time.

Requesters fill in a dynamic form: depending on the risk class, additional fields such as a rollback plan or test evidence are required.

The built-in approval process routes the change to the CAB or the responsible experts – with deadlines, comments and a complete history.

The ITIL processes are modelled as a process hierarchy; each level links to the matching wiki page with policies and templates.

After implementation, the AI assistant Robert generates a structured wiki entry from the ticket history – release notes included.

HR creates the new employee and starts the “Onboarding” process, which automatically generates tasks for IT, facilities, the department and HR itself.

An automation creates the equipment ticket 10 days before the start date, the access permissions 3 days before and the welcome meeting on day one.

HR sees on a board per new hire which steps are done. Managers only get their own tasks.

On exit the mirror process runs: revoke access, collect devices, hand over knowledge – with evidence for each step.

HR builds an employee portal in the corporate design from ready-made blocks, with request forms, news and policies.

Forms show the relevant fields depending on the selection – a training request asks for costs and benefits, a home-office request only for the period.

Every request runs through the approval process; requesters can see the status at any time without asking.

Policies and FAQs live in the HR wiki, visible only to the right groups through page permissions.

Skills, certificates, roles and teams are maintained as object lists and linked to employees – including certificate expiry dates.

The portfolio shows which projects start in the coming months and which roles they need.

Time-reporting widgets compare planned and available capacity – bottlenecks and overload are visible at once.

Salary, appraisals and health data are visible only to HR through field-group-level permissions.

Epic, story, bug and task get their own fields such as story points, component and acceptance criteria – each team can adapt its types.

Boards are created in seconds using filter logic: a sprint board for the team, a bug board for QA, an overview board for the product owner.

Developers see branch and reviewer on the card, the PO sees priority and customer reference – same issues, different views.

Automations sync commits, pull requests and build status to the issue. On merge, the status changes automatically.

When a release is completed, the AI assistant Robert creates structured release notes as a wiki page from the included tickets – ready for review and approval.

Diagrams are created with the draw.io integration directly in the wiki and linked to the related processes and component objects.

Wiki pages are linked to tickets and processes: whoever works on a ticket sees the relevant docs without searching.

Specifications, test reports and diagram exports live in Files, right on the ticket or wiki page.

Existing Jira projects come over via one-click migration – tickets, comments, attachments and workflows. Complex setups are supported by guided migration.

Automations link GitHub, Slack, Teams, calendars and Drive: data flows both ways, and every run is traceable in monitoring.

Every function is available through the documented REST API – for your own scripts, pipelines and internal tools.

Through the native MCP interface, your own LLM assistants securely access tickets, wiki and objects – with the permissions of the respective user.

Through a form in the innovation portal, every employee submits ideas – with a problem statement, expected benefit and effort estimate.

Each idea runs through a workflow: screening → assessment → concept → decision. At every gate, a committee assesses it against fixed criteria.

Approved initiatives are prioritised and scheduled in the portfolio by strategic contribution, budget and resource needs.

The management letter sums up pipeline, progress and risks; the dashboard shows number of ideas, lead time and success rate.

Test series, single experiment, sample and prototype are created as objects with their own fields – parameters, material, batch, result – and linked to each other.

Preparation, execution and evaluation are tasks attached directly to the experiment object. The team works on a board per lab.

Test protocols are written as wiki pages from a template; measurement data and images live in Files – all on the object, without media breaks.

Dashboards summarise results across test series; on request, Robert writes the summary for the project report.

The WBS mirrors work packages and milestones exactly as in the application; Gantt planning with a baseline records the approved plan.

Employees book hours directly on tasks in the work package – time-reporting widgets provide evidence per person and period.

The built-in risk matrix and stakeholder management document assessments and measures – a mandatory part of many funding reports.

Progress, deviations from the baseline and timesheets are exported as PDF and archived in the wiki.

The deviation is captured via a form: product, batch, process step, classification. Depending on criticality, additional fields appear.

The “Deviation” issue type runs through assessment → root-cause analysis → CAPA → effectiveness check. Each status change requires defined roles and information.

QA assessment and approval are read-only for other roles. Sensitive deviations are shielded through ticket security.

Every change is recorded with user and timestamp. The dashboard shows open CAPAs, deadlines and recurring deviations.

Each SOP is a wiki page with versioning, approval status and page permissions. Drafts are only visible to authors and QA.

SOPs are attached to the process steps they describe. Whoever works on a task in the process sees the valid SOP right next to it.

When a new version is approved, an automation creates training tasks for all affected roles – with a deadline and read confirmation.

The dashboard shows training status and upcoming reviews per SOP; inspectors get the evidence at the push of a button.

Each device is recorded with qualification status, calibration interval, tolerances, location and owner; certificates are attached as files.

Automations create calibration and requalification tickets in good time and lock the equipment status when a date is exceeded.

The technician records measurements in the ticket, attaches the protocol and sets the status; QA approves.

The dashboard shows all equipment with status, next due date and history – the basis for every inspection.

Each substance is an object with H/P statements, hazard pictograms, storage class, storage location and quantities; the valid SDS is attached as a file.

A Site Studio portal makes the register searchable for all employees – even from a tablet on the shop floor.

Automations flag SDSs older than a defined age and create review tasks for the hazardous substances officer.

Operating instructions in the wiki link to the substance objects; safety briefings are evidenced as tasks with confirmation.

Site → plant → assembly → component is modelled as an asset hierarchy with technical data, spare parts and documentation.

Operators report faults through a form at the terminal – select the component, describe the symptom, attach a photo. The ticket lands on the maintenance board.

Maintenance plans automatically generate tasks by interval or operating hours; the team schedules them on the board and documents the work on the asset.

Dashboards show downtime, MTBF and maintenance costs per plant and provide the basis for replacement investments.

A short form – at the terminal, on the intranet or on mobile – captures incidents, near misses and unsafe conditions with photo and location.

Every finding from a report or audit becomes a task with an owner, deadline and effectiveness check.

Actions and incidents are assigned to the HSE processes; procedures in the wiki are linked directly.

Reporting rate, open actions, overdue deadlines and trends per area are available live to the HSE team and plant management.

The “8D report” issue type guides you step by step through D1 to D8; each step is a workflow status with required fields that must be completed before moving on.

Supplier, part number, batch and affected vehicles are linked as objects – repeat defects per part are visible immediately.

Automations remind suppliers and the quality team of D3 containment actions and D5 deadlines and escalate when they are exceeded.

The finished 8D report is exported with one click. The dashboard shows claim rate and response time per supplier for the rating.

Every project starts from a space template with the APQP phases as work packages and the gateways as milestones.

The Gantt plan with dependencies and critical path is frozen as a baseline; deviations are highlighted in colour.

FMEA-relevant risks are assessed in the risk matrix, stakeholders are tracked with influence and expectations – both part of the gateway reviews.

All launches appear on one timeline in the portfolio; the management letter gives plant management a compact update on status and risks.

A Site Studio portal on the line terminal takes improvement suggestions, faults and shift handovers via form.

Each suggestion becomes an issue on the line’s Kanban board: idea → assessment → implementation → standardised. The team follows progress in the shop floor meeting.

Work instructions and standards are versioned in the wiki and displayed at the terminal – laminated notices are no longer needed.

OEE, scrap and lead time are visualised on the dashboard from the captured data; the automation reports deviations to the shift lead.