
LS ELECTRIC
PLM Case Studies
Reforming individual tasks at the field level: Achieving an ideal workflow in just 10 months.
LS ELECTRIC is part of the LS Group, which was spun off from the internationally renowned LG Group. The LS Group comprises 17 companies, including LS Cable & System and LS-Nikko Copper. LS ELECTRIC holds the No. 1 market share in South Korea in the field of industrial power equipment and automation devices.
The company offers a wide range of products, including low-voltage devices such as circuit breakers and electromagnetic contactors, medium-voltage devices like VCBs and molded transformers, and ultra-high-voltage power systems such as switchgear, RMUs, and GIS.
In the field of automation equipment, LS ELECTRIC provides inverters, PLCs, and HMIs, while also expanding into rapidly growing industries such as solar power generation. The company has also ventured into areas like EVs (electric vehicles) and RFID technology, demonstrating its commitment to innovation and growth in emerging industries.

Table of Contents
Background and Objectives
In make-to-order businesses like plant equipment production, projects must be managed from initial inquiries and estimates to design, production, and installation. These processes require collaboration not only within the company but also with external partner companies for procuring equipment and resources. Ensuring clear communication of project schedules and progressing without delays is essential. Additionally, cost control and profitability for each order must be safeguarded under all circumstances as a critical mission.
To meet these stringent requirements, Dynamic Task Manager was implemented to establish the following capabilities for managing each order contract:
-
Integrated Management of Schedules and Costs
-
Project Cost Control through ERP System Integration
-
Comprehensive Monitoring of Project Progress

The Work Breakdown Structure (WBS) was organized into management levels, with the 4th level clearly defined as the "Work Package." This level is used to manage procurement, manufacturing, and costs. Key cost elements—"Order Cost," "Target Cost," and "Planned Cost"—are set and linked to tasks managed in the ERP system. The ERP system gathers actual performance data entered by departments (SPGs) and compares it with the target costs, allowing adjustments to the "Planned Cost" when necessary.
To monitor project progress from start to finish, the system provides an overview of each project's order process, key milestones (gates), and phase details, organized by department (SPG). Project managers also have tools to track overall project schedules and identify potential cost risks, ensuring better management and decision-making.
Impact of Implementation
By sharing and visualizing ongoing business processes on a common platform, tasks that were previously managed individually have been seamlessly connected within a unified database. This integration enables not only project managers but also individual engineers to monitor each other's work while maintaining an awareness of overall project management. It fosters a culture where all team members work with a management-oriented mindset, enabling cross-departmental and cross-functional process management.
Additionally, the introduction of EVM (Earned Value Management) charts supports early identification and response to cost overrun risks, providing decision-making support. This system extends beyond project planning and progress monitoring to include budget and cost management functions.
Despite the comprehensive nature of this system implementation, the project achieved a full release within approximately 10 months from initiation, marking a significant success in streamlined execution.
LS ELECTRIC Company Overview
Business Overview:
Power Solutions, Power Equipment Business, Automation Solutions
Established:
1974
