Team Lead, Product Management OPTIRA

What do you particularly appreciate about RODIAS GmbH?

Although RODIAS has been on the market for several decades, there are always projects where you can still experience the “start-up flair”.

How would you describe the team spirit?

The mixture of long-time IT experts and young graduates brings a great dynamic into the teams.

What do you like most about your work?

On the one hand the creative work in development and on the other hand the close cooperation with our customers.

Is your performance adequately rewarded?

Reward is not only ensured through payment, but also through respectful interaction and a positive feedback culture.

Would you recommend RODIAS GmbH as an employer to a friend?

Natürlich, ohne Einschränkung 😉


Software Developer, Framework Development

What do you appreciate most about RODIAS GmbH?

I especially appreciate the collegial atmosphere and the interaction with each other. I felt comfortable and accepted here from the very beginning.

How would you describe the team spirit?

Through Corona, everything is a bit difficult because many of my colleagues are in the home office. However, it’s not a problem at all to make contact through teams or to get help. The team spirit is very positive and accommodating, both throughout the company and in the smaller team environment.

What do you like most about your work?

I have learned a lot in the short time I have been working here. I am encouraged to pursue my goals and voice my opinion. Both our CEO and my direct supervisor encourage me to develop freely as a professional.

Is your performance adequately rewarded?

Yes, I am very satisfied with the salary and the personal recognition I receive here.

Would you recommend RODIAS GmbH as an employer to a friend?

Yes, in any case.


Working Student, Solution Delivery Maximo

What do you particularly appreciate about RODIAS GmbH?

There are flat hierarchies here. This means that you are at eye level with all employees. I appreciate that very much. Everyone treats each other with respect.

Wie würdest Du den Team-Spirit beschreiben?

I work in the Maximo team. The work here is super professional. We always have a very solution-oriented approach. The communication among each other is always there. Everyone is totally helpful if you ever get stuck somewhere. I was welcome in the team right from the start.

What do you like most about your work?

What I like most is that I am integrated immediately and that my work is used directly by the customer. This makes me an addition to the team. For me, this is a meaningful activity that I also enjoy.

Is your performance adequately rewarded?

I am very satisfied with my pay. I could choose my working days as a student trainee flexibly. I am held in high esteem here. Constructive criticism is always welcome.

Would you recommend RODIAS GmbH as an employer to a friend?

Not only would I recommend RODIAS, I have also already recruited my friend Max. He is now also part of the RODIAS family. Max is also very satisfied here.


Software Developer, Business Solution Open EnBW

What do you appreciate most about RODIAS GmbH?

I have been employed here since 34. I have always liked it very much, and I have always been satisfied, also with my colleagues. Furthermore, I have been able to reduce my working hours very flexibly for family reasons. That was never a problem. I have also been a member of the works’ council for a long time. In this job, I am also not aware of any case where colleagues had problems with reducing their working hours.

How would you describe the team spirit?

The exchange with colleagues works well, and I have always felt comfortable.

What do you like most about your work?

I really enjoy programming and delving into complex problems. Here I can work very independently and organize my work.

Is your performance adequately rewarded?

Overall, I am satisfied.

Would you recommend RODIAS GmbH as an employer to a friend?

I would do that in any case.

GIS is one of the innovation leaders in 2018

Überlingen – For the 25th time, the TOP 100 competition selected the most innovative companies of German SMEs. One of these innovation leaders this year is the GIS – Gesellschaft für integrated system planning mbH. This was the result of the analysis of the scientific director of TOP 100, Prof. Dr. med. Nikolaus Franke. As a mentor of TOP 100, Ranga Yogeshwar honored the company from Erlangen together with Franke and compamedia on June 29, 2018 at the award ceremony in Ludwigsburg within the framework of the 5th German SME Summit. In the independent selection process, the company impressed with 50 employees, especially through an impressive turnaround.

The GIS – Gesellschaft für integrierte Systemplanung mbH has a troubled time behind itself. Until 2011, the medium-sized enterprise founded in Erlangen in 1984 was exclusively active in the field of nuclear energy. Operators from all over German-speaking countries counted on maintenance and repair software from GIS. After the German government decided on the energy turnaround, the top innovator had to look for new business fields – and passed this challenge with flying colors.


Meanwhile, the 50-member IT company supplies maintenance software to names like DHL, Daimler, Volkswagen and BASF. The foundations of this success are the add-ons developed by GIS for systems such as IBM-Maximo, Infor EAM and SAP EAM. These add-ons ensure effective data management and guarantee that every user can access exactly the data he needs at any time. “An employee in charge of maintenance does not want to carry out 25 individual searches. He wants to be informed at a glance about the condition of his machine. ” Ansgar Niehof convinced. “We ensure that users get all the information without having to search manually on several systems,” Niehof continues. With innovations like these, the medium-sized company has managed the turnaround in the past – and is now a member of the TOP 100 circle for the first time.


And here’s the “Best of Film” with the most beautiful moments of the 5th German SME Summit


TOP 100: The competition

Since 1993, compamedia has awarded the TOP 100 seal of approval for outstanding innovation and above-average innovation success to medium-sized companies. Since 2002, the scientific direction has been in the hands of Prof. Dr. med. Nikolaus Franke. Franke is founder and director of the Institute for Entrepreneurship and Innovation of the Vienna University of Economics and Business. Mentor of TOP 100 is the science journalist Ranga Yogeshwar. Project partners are the Fraunhofer Society for the Promotion of Applied Research and the BVMW. As media partners, manager magazin, impulse and W & V accompany the company comparison. More information at

Based on predictive risk analytics, supported by condition monitoring and sensor data capturing, large improvements can be made with respect to equipment availability. Improved equipment availability usually leads to a direct increase of production output and profitability of the company.

Key element and starting point of the process is an understanding of the underlying mechanisms which lead to equipment failure, the so-called Failure Modes. Examples are corrosion, ageing or wear of components. Existing data of assets are often a good basis for imp0lementing asset performance management.

Solution modules for implementing Industrie 4.0 topics

Implementing APM is done in three steps and then continuously pursued.

  1. Actual state analysis of the plant’s performance
  2. Evaluation and prioritization of detected risks and so-called “Windows of Opportunity”
  3. Implementation of integrated optimization measures to increase efficiency, effectivity and safety /security

Transferring reactive maintenance towards proactive maintenance and the resulting increase of availability of systems and components due to predictive maintenance is achieved by the combination of several methodologies such as:

  • Reliability analysis (RCM – Reliability centered maintenance)
  • RBI – Risk-based inspections
  • FMECA – Failure mode, effects, and criticality analysis

Roadmap for implementing Asset Performance Management

By using intelligent and smart algorithms APM solutions allow instant analysis of existing maintenance measures and intervals. The seamless integration of APM in GiS’s EAM solutions enables continuous optimization of maintenance, repair and overhaul. Achievement of cost reduction and the increase of availability and reliability lift your organisation to a higher level.

Together with our clients, GiS has learned over many years that sustainable „Asset Performance Excellence“ is not done by stringing together smaller projects but longlasting management task which has to be fulfilled by all levels of the organization. This way the management of production relevant assets can turn into a real competitive advantage.

How do you ensure that

  • operations are done in a safe and compliant way?
  • ROI and/or reduction of costs are achieved?
  • the risk of equipment failure is significantly decreased?
  • asset reliability, availability and utilization are increased?
  • decisions are based on real data?

Smart algorithms enable APM solutions a fast analysis of existing maintenance measures and -intervals. The integration of APM in the enterprise asset management solutions of GiS empower your company to continuously optimize maintenance. Achieved cost reduction and an increase of availability and safety lift your organization to a higher level.


What goals shall be achieved?
What KPIs will be used to evaluate the achievement?
Who will be involved in the initial project?…


Registration of systems, components, operating materials, inventory etc. Typically these data are already available but have to be consolidated in one central system.


Systematic registration of possible failures of components and their impact on production. This is done by experts and industry best practices.


Ranking of critical assets based on failure probability and expected impacts shown in a risk matrix which visualizes the critical assets.


Planning and bundling of optimization measures and implementation in company’s maintanance strategies.


The performance of a plant und its components/assets is continuously monitored by KPIs. Deviations of set point values can be mitigated with optimized and modified measures.

Industrie 4.0 requires maintenance 4.0

Author: Dipl.-Ing. Michael Lex, Associate, Senior Consultant and Project Manager, GiS – Gesellschaft für integrierte Systemplanung mbH

Industry 4.0, the so-called fourth industrial revolution, represents the digital networking of processes and value-added chains.

For companies on the road to industry 4.0, it is essential to think quickly about a suitable strategy for proactive maintenance. The necessary intelligent sensor and actuator technology is already available and is available with a wider range of new devices, machines, and systems. It is now necessary to collect, analyze and use the acquired data by means of networking via the Internet of Things and to use it for the necessary consequences with regard to maintenance, ie to derive the optimum value-added flow.
»Maintenance 4.0« analyzes and describes ways of opening up a further step towards the optimization of the maintenance measures and strategies by digitizing, monitoring and evaluating production facilities. In doing so, the maintenance activities will focus more on “avoidance of failures” and “ensuring the capability to function”.

It is recommended to start with smaller implementation projects at the beginning of »Maintenance 4.0«, so that internal experience can be gained and a corresponding change management can be built up. For their successful implementation, the employees play an important role: the state of an installation is no longer assessed on the basis of their perceptions but on the basis of the available data in conjunction with the corresponding evaluation and analysis tools.

In the case of wind turbines (wind turbines) for example, “maintenance 4.0” is necessary, among other things, because of the large-area distribution of the plants. WEA from General Electric (GE) is equipped with an average of 130 sensors, which deliver up to 900 signals per second, thus enabling the monitoring of 500 to 600 operating parameters. This information is prepared using approx. 150 analysis and decision-making algorithms and compared with the operating data of a total of approximately 26,500 wind turbines from GE Wind. This is followed by the necessary maintenance measures. The annual maintenance costs were thus reduced by about 10 percent, repairs and downtimes were avoided and consequently a higher yield could be achieved over the entire lifecycle of a WTG.

In contrast to conventional power plants, the power stations are older than 20 years and are therefore not so strongly penetrated by sensors, such as modern wind turbines. However, sufficient data is available for “maintenance 4.0” via the process computers and individual sensors.

Energy-related and associated personnel reduction, also in the field of maintenance, forces the power plants to implement optimization potentials in maintenance. In the sense of the “Maintenance 4.0”, the maintenance personnel were given full access to the data of the process computers in a gas power plant to determine the plant state and the maintenance measures of some critical aggregates and processes to be derived from it.

Thus, the first prerequisites could be created to initiate the transition from a preventive to a condition-oriented maintenance strategy for critical aggregates and processes, to optimize the use of personnel and, in part, to take account of the changed market situation.

If the results of the analyzes result in a need for action, a work order can be initiated automatically via an EAM software and the necessary maintenance measures can be initiated.

Maintenance of conventional Power plants in the course of time

Altered operations of conventional power plants, resulting from the politically enforced submission, away from the capacity market to the capacity reserve, require a new orientation of the power plant operation.

Massive cost reductions, including in the field of maintenance, are an inherent consequence of the new economic challenges associated with this. With the enormous reduction in the power plant, and thus also the maintenance personnel, a change in the maintenance strategies can be observed. If previously preventive maintenance measures (faults) were the focus of the maintenance activities, this now changes to a condition-oriented maintenance strategy (proactive maintenance – avoidance of failures).

The requirements for an EAM software resulting from the failure-oriented maintenance are already fulfilled by the current EAM software solutions by means of the service request (fault message) and the workorder (work order).

With respect to proactive maintenance, the premises for the power plant operators have changed elementarily: The condition of an installation / component has to be evaluated in a much more detailed way and the resulting measures derived.

This process is to be achieved under the term “industry 4.0” and derived therefrom “maintenance 4.0” among other things by increased use and exchange of process and machine data as well as their evaluation and analysis. In addition to the availability of the data in particular, an extended qualification of the employees is necessary in order to ensure a sound use and evaluation of the available data.

The requirements for an EAM software resulting from the measures for failure-oriented maintenance (malfunction) are already covered by the current EAM software solutions by means of the service request (fault message) and the workorder (work order).

For the first steps in the direction of “Maintenance 4.0”, the data of relevant plant areas, whose process and machine data are not yet recorded electronically, can also be determined and processed manually. In the further integration of machines / systems and apparatus into the system, the amount of data that is generated and analyzed is very fast to reach dimensions which are beyond a purely local processing. Here, the need arises to set up a production DB, which is fed via interfaces with the resulting data. Data, which are then processed and processed by analysis programs and on the basis of which the necessary maintenance measures can be derived and initiated by the EAM software.

In order to implement the philosophy “Maintenance 4.0” (proactive maintenance strategy), the connection of a production database to the EAM software is indispensable. This means that the degree of automation can be increased and thus the reduced headcount in the area can be met.



If one mentions document management during the maintenance phase, this often means only the administration of technical documents such as drawings, technical specifications or test specifications. This usually also represents the extent that is managed in a document management system (DMS). Technical documents are mainly prepared before commissioning a plant or provided by the manufacturer. During the operating phase, these are processed in revisions via a quality-assured release process.

In addition, there are operational documents which are produced in large numbers during the planning and execution of maintenance work. These include, for example, work orders, inspection or test reports. These documents are often only available in paper form and are not archived in a document management system. After completion of the documentation of a maintenance work, the operational documents are also completed. There is no subsequent revision.

For example, a technician needs different documents to perform an inspection job. This includes the inspection order as well as the inspection protocol to be completed. In the case of more extensive inspections, an inspection instruction and, if necessary, technical drawings are added. In order to assess the results of the on-the-spot inspection and, if necessary, carry out additional measures, the results of the last inspection would be helpful.

In the example mentioned, both technical and operational documents are required to carry out maintenance work. To facilitate access to all documents, it would be helpful if all documents were accessible from one place. If operational documents are not digitized, the central access can not be realized.

“In contrast to technical documents, the number of operational documents is growing rapidly, resulting in a great deal of effort in digital archiving.” “The production of the operating documents is not subject to a quality-assured document management process, but is carried out parallel to the maintenance process, which means that operational documents can not be stored in a quality-assured DMS archive.” “Operational documents contain signatures and hand entries which can not be digitized automatically.”

All these are often reasons for not archiving operational documents digitally. However, there are several, already established solutions for the digitization of operational documents with which these arguments can be weakened. In particular, solutions that prevent or reduce media breakages are the key to the digital archiving of operational documents. One of these is the use of mobile solutions.

The use of suitable mobile devices can completely dispense with documents in paper form. On a mobile device, all necessary documents can be kept in digital form (also offline). If the screen size is sufficient, paper forms can be played back on mobile devices 1: 1. The input with a pen including handwriting recognition is now also standard. This makes it easier to switch to digital documents for technicians.

By the digital recording of the operative documents all collected data can be analyzed. Thus, inputs from the inspection log can be compared with the target specifications from the specification or the results of the last inspection (s). In the case of a deviation, the device points directly to the technician. In this way, for example, error inputs can be corrected on site and thus data, and document quality can be improved. If rework is necessary due to deviations, these can also be signaled on site and carried out by the technician. This saves additional paths and speeds up the maintenance process. Also, faults detected on the spot, including photographs or by other persons, can be recorded directly digitally.

With the completion of the maintenance work, all data are available in digital form so that the operative document can be digitally archived with minimal effort. Additional documentation steps, e.g. The manual recording of paper forms is omitted. Signatures such as e.g. Which are carried out on paper so far can also be carried out on a mobile device and archived in such a way that a signature on paper can be dispensed with.

Author: Andreas Rosemann, Head of Sales at GiS – Gesellschaft für integrierte Systemplanung mbH


The selection of a suitable EAM system is not automatically derived from the existing ERP system.

Author: Michael Lex, associate and authorized signatory of GiS Gesellschaft für integrierte Systemplanung mbH

An ever-tougher competition for the best practices in all areas of the company, accelerated innovation cycles, fast and successful alignment to rapidly changing market requirements, permanent optimization of value-creating processes in company workflows – these are the scenarios that companies face today. As maintenance is a key factor in the value added and thus also in the increase in yields, the use of IT-supported systems becomes indispensable.

Enterprise Asset Management (EAM) is an important component of “Intelligent Maintenance” (Industry 4.0). This term is used to summarize topics such as condition monitoring, process / real-time data acquisition, diagnostic systems, smart data, mobile data acquisition, EAM, etc. to form a holistic IT-based approach.

Depending on the type of industry and the orientation of the company, the individual topics have to be weighted differently.

How to select the right EAM system

The choice of the EAM system, its form, configuration and its introduction strategy influence its successful deployment.

Companies often choose an EAM system that is part of the ERP system in use. However, since this is not always the best choice, many companies, despite the use of, for example, an SAP ERP solution, choose an EAM system such as, for example, IBM Maximo. Necessary interfaces between EAM and ERP systems nowadays are no longer a problem, as they are standardized in the portfolio of powerful EAM systems and cover the commercial aspects of maintenance management.

Intelligente Instandhaltung Bereiche

Introduction and use of an EAM system

The introduction of an EAM system is not limited to the IT-supported implementation of a company-specific maintenance strategy, which includes significantly more functionalities, which must be set up in different ways and depth, depending on the company’s orientation and the associated maintenance. Interfaces to condition monitoring, mobile data collection etc. are also to be included here (maintenance 4.0).

In order to be able to adequately serve all facets of maintenance, the powerful EAM systems on the market contain a variety of functionalities. Key features of typical EAM systems include plant management, order management, material management, procurement management and contract management.

Intelligente Instandhaltung Implementierung