Effectively countering increasing cost and performance pressure
CHALLENGE
Companies are operating in an increasingly complex, uncertain and challenging environment. The demands on operational and indirect processes in terms of adaptability and performance are constantly increasing. It is essential to increase performance with stable and at the same time flexible processes and thus to secure competitiveness in the long term.
Our contribution to your success: excellent processes throughout the company, meeting the highest quality standards, at low cost with top delivery performance. With a noticeable effect on your P&L.
Typical themes
- Optimization of end-to-end value streams according to lean management principles
- Functional excellence in sales, research & development, procurement, production and service
- Increase of competitiveness and yield by reduction of manufacturing costs
- Reduction of overhead & overhead costs in direct and indirect areas
- “Grow without growing”: securing planned growth with existing resources
- Global operational excellence through implementation of a value creation system
- Factory planning according to lean principles
- Increasing market share through fast, agile and efficient time-to-market strategies
- Sustainable increase in performance and safeguarding of liquidity through strategic efficiency programs
- Quality enhancement and process improvement through Lean Six Sigma programs in the manufacturing and service industries
Consistently focus on value creation
Goal is a perfectly coordinated production system
There is hardly any other corporate function in which employees can be taught the role of added value and waste as practically and quickly as in production. Optimization is used as the basis for helping Lean philosophy permeate the entire production process, and from there it affects the whole company.
No matter whether it is an individual assembly bay, an area of the factory or network of sites – the ideal value stream and minimal lead time are the focus of optimization. Lean Production combines a variety of principles. The desired effect is primarily the result of a harmonious interplay of these approaches. The goal is implementing a perfectly coordinated production system.
By concentrating on what matters most – value-chain processes – you bring losses and waste down to a minimum. You can reduce your inventory and the related storage costs, and you will produce higher quality with greater productivity. You introduce flatter hierarchies while giving your employees more responsibility and competence. This increases employee satisfaction and initiates a culture in which you live sustainable improvement.
Your benefit
Improved competitiveness through
- High productivity
- Low manufacturing costs
- Low inventory and capital commitment
Improved delivery performance
- High delivery reliability
- With short lead and delivery times
- With stable high quality
High customer orientation through
- Speed and reliability in order fulfillment
- Flexible response to changing customer requirements
- Process excellence across all corporate functions
Study “COMPANIES IN CHANGE 2022”
CHANGE READINESS INDEX 2022
For the “Companies in Change” study, we surveyed a total of 363 companies in Germany in the Fall of 2021, a good third of whom are from the mechanical and plant engineering industry, the electrical industry and the automotive sector.
More about Operations Management
Punker GmbH
Punker GmbH has been producing fan wheels of all sizes in steel and aluminum in northern Schleswig-Holstein on the Baltic Sea since 1954. The company generates a turnover of €43 million. Its approximately 1,000 customers come from a variety of different sectors – from air conditioning and household appliance to railway technology industries. The number of variants is correspondingly high and the batch sizes vary just as much.
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Using the crisis as an opportunity to maximize the potential for optimization in the production
While some industries are experiencing an economic boom, others are confronted with a standstill. Staufen consultants Christian Schurr and Thomas Müller advise to use the crisis and to now prepare for the post-crisis phase. In the following interview they summarize which measures executives and specialists could take, in order to switch from “lock-down” to “ramp-up” mode after the crisis.
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Barberini GmbH
The Italian management contracted Staufen AG as an experienced consultant in the manufacturing industry. Staufen was asked to take a close look at the company as a whole, identify the reasons why it was in such economic crisis and draw up a business plan to successfully re-align the company.
Read moreUsing the crisis as an opportunity to maximize the potential for optimization in the production
While some industries are experiencing an economic boom, others are confronted with a standstill. Staufen consultants Christian Schurr and Thomas Müller advise to use the crisis and to now prepare for the post-crisis phase. In the following interview they summarize which measures executives and specialists could take, in order to switch from “lock-down” to “ramp-up” mode after the crisis.
Read more