Easy-Laser - Measuring the impact of a new ERP system

Easy-Laser AB, headquartered in Sweden, is a global leader in laser measurement and alignment systems for industrial applications. Known for high-precision tools designed for industries where accuracy and reliability are essential, Easy-Laser holds its internal operations to the same high standards.

So when their aging on-premises ERP (Enterprise Resource Planning) system began to limit data quality and traceability, Easy-Laser partnered with trusted RamBase partner Ariser to implement a modern solution. In May 2024, they went live with RamBase Cloud ERP.

This article explores Easy-Laser’s ERP journey so far— from system selection and implementation challenges to measurable improvements in traceability, efficiency, and operational performance.

Legacy system with lack of traceability and poor data quality

Urban Engström Lindskog, who has been with Easy-Laser since 2007 and currently serves as Chief Digital & Information Officer, played a key role in both the legacy ERP system and the transition to RamBase.

He describes the old on-premise system as increasingly misaligned with Easy-Laser’s evolving needs. In addition, they had developed standalone solutions that worked in isolation but lacked traceability. This disconnect between processes ultimately hindered their growth. 

"The old system was clearly lacking in terms of traceability in the production. And then there was the lack of data quality. We initially had a project going where we tried to get control of these things, but we eventually realized that we had to start looking for a new, modern system", says Engström Lindskog. 

Urban Engström Lindskog,
Chief Digital & Information Officer at Easy-Laser

Choosing Ariser and RamBase Cloud ERP

Easy-Laser initiated a structured ERP selection process, compiling a detailed requirements specification and a long list of potential vendors. Interestingly, RamBase wasn’t on the initial list.

"One of my colleagues received an email from Ariser by coincidence. After reading about RamBase online, we saw that it ticked a lot of boxes — so we added it to the list," Lindskog recalls.

What followed was a structured and rigorous RFP and evaluation process, during which a wide range of vendors were thoroughly assessed. Despite competing with several well-known and established solutions, RamBase Cloud ERP—together with implementation partner Ariser—ultimately stood out as the best fit for Easy-Laser.

While some considered it a bold move to choose a relatively new player in the Swedish market, Urban Engström Lindskog reflects on the decision-making process:

"The new system had to be cloud-based — that was non-negotiable. RamBase also offered a clear, predictable licensing model and addressed many of the pain points we had identified."

Facing implementation challenges with resilience and results

Although the excitement of selecting a new system and envisioning a better technological future was high, Easy-Laser—like most complex organizations—quickly discovered that implementing a new ERP system is an undertaking that is both demanding and impacts nearly every aspect of the organization. 

"We cannot hide the fact that the implementation process was very demanding. I think that we - like many others - underestimated the resources needed to implement a new system, while at the same time pushing on with your daily tasks.", says Lindskog. 

With that, Lindskog reflects on several key learnings from the implementation — particularly the need to rethink certain parts of their operations in order to address long-standing pain points.

By focusing on the main operational processes that take up 90 % of the daily tasks, Ariser helped the implementation stay on track and aligned with the business’s core needs. 

While it was important to improve what hadn’t worked in the past, Lindskog also reflects on the value of maintaining and building on the processes that were already effective.

Better traceability and control often requires more steps

As the implementation process was ongoing, the company was experiencing growth, which introduced new regulatory and reporting demands. These moving targets required frequent adjustments during implementation, adding to the overall complexity.

Some process changes led to a perception that work had become slower. For instance, introducing serial number tracking directly into the ERP system improved traceability but increased administrative overhead.

"We felt that certain processes became slower. But that's because we added more control and traceability — and naturally, that requires more steps.", Lindskog acknowledges.

End result: A stronger foundation for the future

Though the road to implementation presented its fair share of challenges, the organization has seen positive outcomes. 

“We went live in May 2024 and delivered a very good financial result that month. With a new ERP system, that’s not a given.” says Lindskog.

Today, the organization runs on a modern ERP platform that ensures strong data integrity, enhanced traceability, and a deeper understanding of its core business processes. The project has not only modernized internal systems but also strengthened the company’s operational foundation — setting the stage for sustained growth and adaptability.

Measuring success 

As Lindskog explains, the organization took a business-first approach when defining success:

“From the beginning, we focused on identifying the areas in which we wanted to see improvement — regardless of which system we ended up choosing. The metrics we developed were based solely on the outcomes we wanted to achieve for the business.”

While a few original goals are still in progress, the tangible impact of the new ERP system is already evident. Rather than relying on gut feeling, the organization now uses hard data to validate the transformation.

The results so far include:

• Zero inventory discrepancies — a significant achievement compared to before.

• 23% reduction in production planning time, allowing for greater operational flexibility.

• 50% decrease in time from order to confirmation, speeding up customer response.

• 25% faster financial closing, enhancing reporting capabilities and strategic decision-making.

• 40% reduction in purchasing administration, streamlining workflows and saving time.

But what’s the value of these metrics if they don’t lead to a better, more engaged organization overall? According to Lindskog, employee experience was also a central focus of post-implementation evaluation.

"More satisfied people was a goal for us. We therefore measured the trust people put in the ERP system. We wanted it to increase by 25 %, but it actually increased by 42%!", he says. 

While there is still room for continued improvement, the organization is clearly moving in the right direction. 

“Although the implementation has been challenging and there are still areas we're working to improve, I can confidently say that I see nothing but great potential and high expectations for a bright future with RamBase,” Lindskog concludes