Efficiency Increase

Increasing efficiencies can be done holistically or focused to gain the potentials. Following are examples of solutions.

Introduction Lean Management

The term lean management describes on behalf of all other terms, the systematically deal with the waste in all business processes and ideally in the sense of a supply chain management  (integrative approach to the overarching planning and control of goods and information flows along the value stream from the procurement of the raw material through various stages of production and distribution up to the delivery of the final products).

The value-added ratio of a company is on average about 5%. This means that 95% of all process steps are waste and have to be eliminated or at least reduced. In order to increase the added value, the economy in the 1970s until 1990s dealt primarily with the REFA concept. Doing so, the added value should be systematically increased by analyzing the work processes. The success was moderate, since the added value could only be increased by a few percentage points.

Since then, a variety of company concepts have been developed: virtual companies, market-oriented production, lean organization, fractal factory, just-in-time, segmentation, total quality management, lean production, agile value chains, business reengineering, six Sigma, Kaizen and not to forget industry 4.0. There is no end at all!
All concepts are concerned with Lean Management and, ultimately, with the topic of waste and added value, all of those are based on a special corporate culture.

Process Optimization

The process optimization ensures in organizations and companies that the efficiency and effectiveness of existing business, production and development processes and the use of resources required is continuously improved (esp. With the help of IT tools).

Quality Management
strategies – methods – techniques

Who does not know it, the empirical rule of 10? The costs increase by a factor of 10 from planning, through product development, work preparation, product production to final inspection and product utilization. As sooner a fault is recognized in the system and is permanently switched off, the greater the savings potential.

We support you and your company in the successful foundation of corporate quality management, the development of successful, holistic quality philosophy, the introduction of quality-driven improvement programs (e.g. kaizen, lean management, error prevention) to the development of modern, integrated management systems.

5S

The 5S method is a 5-step approach to systematically and sustainably implement an improved and standardized organization of your workplace.

5S is the starting point for waste reduction and therefore part of the Continuous Improvement Process (CIP). 5S is not a once-only “cosmetic” clean-up, but the start of a continuous improvement process. The aim is to design the workplaces so that the work can proceed smoothly.
Searching, as well as too long transport routes and waiting times should be avoided to enable working without wastage.
A clean and tidy working environment is also the basis for quality work.

  • 5S creates and maintains an organized, clean, safe and efficient workplace where maximum performance is possible.
  • 5S is the basis for continuous improvement using others lean tools.
  • 5S allows anyone to distinguish at a glance between a standard and discrepancy.
  • 5S involves the employees who work in the respective process directly in the improvement activities.

We have a special focus on the involvement of all employees at all levels (shop floor, administration, management) because its absolute necessity. All participants are involved in the personnel development training and training activities. Afterwards, they are fully self-responsible for their own workplace. The decision-making authority is at the employee level in order to establish a strong and permanent commitment to the CIP.

Factory Planning

In many companies, the factory layout has over time clearly removed from the original planing due to new investments and reorganization / rearrangements of equipments.
As a result, most of the projects in factory planning are not green field planning, but rather restructuring and reorganization. The principal layout as well the detailed plans are based on the requirements of the ideal layout.

In the case of green field planning in practice, the search for the right location and administration often take place in parallel with the operations planning, layout and blue prints, even if this is not the best practice. Since the location is defined, the rough layout and material flow  can be done but bottom-up. Both plans can be parallelized.

We plan together with your stuff, defining the procedures and work-flows and lay down criteria for the evaluation.

Supplier Development

The requirements for the procurement of a company are manifold. Short product lifecycles, increasing product diversity and complexity, and the increasing globalization of supply chains require efficient procurement management, the use of effective procurement methods and the employment of companies with new concepts such as purchasing 4.0, supplier integration and risk management in order to achieve optimum production performance.

We support you in developing and optimizing your procurement processes, for example the topics competitive security, R&D-partnerships, categorizing suppliers, flexibility and hedging during purchasing planning, single / dual / multi-sourcing. For this we use individually methods such as Value and Cost Analysis, Open Book Calculation, quality audits and FMEA.

 

Introduction of CIP / Kaizen

Successful and sustainable change processes always begin with the behavior and attitudes of people. The methods used and the organization give the company its structure.
Kaizen (change for the better) is not a method, but a management philosophy. The employees are motivated and enabled to constantly improve their work processes. Characterizing is the PDCA (Plan, Do, Check, Act) cycle. There are different approaches (sources) to derive improvements:

 

 

In many companies, a powerful, employee suggestion system can be used, in which the employees is additionally rewarded for their ideas and participates in the economical success.

We support and advise you comprehensively in all areas of planning and implementation of CIP / Kaizen towards operational excellence. Corporate culture makes all the difference!

Organizational Development

Since the middle of the 20th century, many specialists have been working on the topics of organizational development. The ability to create serious organizational changes and adapt to new environmental conditions, ensures the long-term survival of companies.

To this extent, crises (the term crisis must be taken only by the taste of a disaster, because there are many different factors such as the crisis of innovation, the growth crisis, the sales crisis, the leadership crisis) or extreme situations that promote the innovative capacity and the development processes of companies. However, those who want to permanently establish changes in the culture of an organization must actively involve the employees in the process and inspire them for changes.

The organizational form must become part of the company culture and style of leadership. We work with you to develop a sustainable approach to organizational development and supporting you to significantly improve the target acceptance of your employees. Only those who are fully identified with planned changes will also make an active contribution to the implementation of these changes.