Digital transformation typically begins when growth causes existing systems to struggle. That’s exactly what happened at FF Fémfeldolgozó Zrt.
Zenith Vanguard, a new partner, stepped in to turn complexity into structure and speed. In this Master Talk, Zenith Vanguard’s Project Manager discusses the triggers for change, their initial findings, and how the digital transformation program is changing FF Zrt.’s operations.
Q: FF Zrt. launched a large digital transformation program. What triggered this complex change? Why did this become strategically important now?
Project Manager: Every serious change starts in the same place. The old way of working reaches its limits. At FF Zrt., for example, it became clear that the existing operations could no longer support rapid growth. The real turning point came when the leadership team openly acknowledged that things that had been managed separately for years now had to work as one. This realisation sparked the digital transformation program. That’s also where our partnership began. Zenith Vanguard joined forces with the management team to support delivery.
Q: FF Zrt. has a strong foundation in manufacturing and engineering expertise. What was the starting point from a digital perspective? What were the real challenges?
PM: The company’s growth and international expansion quickly exposed gaps in the existing systems. Existing systems could not keep up with customer demand, and different business areas operated independently. The level of automation was not sufficient. Data structures were incomplete or scattered. In this context, it is typical that knowledge remained locked within teams due to silo type working. The ERP system mainly functioned within limits. HR, IT, and finance processes relied heavily on manual steps. These processes were difficult to oversee and control. The biggest issue was simple: manufacturing, engineering, and finance had no shared digital language. To scale properly, systems, processes, and people had to connect.
Q: What was the original goal of the program? What should digital transformation deliver for FF Zrt.?
PM: The reason is simple. We needed to speed up operations, make them clearer and more accurate. Digital transformation was never just about technology. Our goal was to create a unified, Microsoft based environment and transform the ERP system into a comprehensive operational platform. At the same time, we wanted to transform the way people work. We moved away from isolated knowledge and slow decision making processes. We aimed to establish clear lines of responsibility and enable faster execution.
Q: What are you actually building? Where will people notice the biggest changes?
PM: The work touches almost every part of the company’s operations. Document management is moving towards the structured use of SharePoint. Collaboration tools such as Teams and Planner support daily work. We designed the structure to support Copilot in the future. Data security and governance were also introduced from the outset.
HR has started to move away from manual processes with a new digital time and absence system. Order management has moved into Business Central. Automated workflows were introduced for supplier and customer processes.
The Business Central upgrade became a central part of the programme. We redesigned processes from planning through to finance. We rebuild the manufacturing bill of materials (BOM) logic. We cleaned up the master data. Production reporting is redesigned so that teams can work digitally instead of relying on manual reports.
In engineering and product development, we digitized drawings and technical data. That created the base for a future product configurator. The target was always practical: faster development, faster approvals, and faster production.
Q: What operating model does Zenith Vanguard use to make this work? What makes your approach different?
PM: We never approached this as an IT rollout. This is a business change. We are building on three simple ideas. First, we foster strong partnerships with company leaders and experts. Then clear program control with real milestones and active risk management. Finally, we involve teams early on to ensure the change sticks.
We involve early adopters and run pilot cycles. We collect feedback quickly and refine it. We deliver clear, focused training sessions and prioritise user adoption. If people don’t use the system, the project will fail.
Q: What internal benefits will this digital transformation bring to FF Zrt.? And how will customers be affected by this change?
PM: Decisions are made more quickly internally and responsibilities become clearer. Processes are easier to follow. Administration becomes more automated. There is much stronger control between the manufacturing and finance departments. Manual, ad hoc work drops. The reaction time to customer needs becomes shorter. At the same time, the company is preparing for Copilot and AI supported work.
For customers, the change is immediate. They will receive quotations more quickly. Order handling becomes more accurate. Lead times become shorter and more predictable. Communication becomes clearer. The service is easier to follow.
Q: What is the ultimate goal for FF Zrt. that this program is intended to achieve?
PM: The target is simple. It is a company where processes are connected, data is trustworthy, and teams speak the same digital language. Technology supports this, but people drive it. At Zenith Vanguard, we’re proud to be part of FF Zrt.’s digital transformation.