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
Martin Becker
PartnerSTAUFEN.AG
Martin Becker was a Consultant at the Fraunhofer Institute for Industrial Engineering, he worked on the organization and design of lean order fulfillment processes direct and indiret areas), production systems and future-oriented plant and factory concepts for customers in the automotive, electronics and consumer goods industries. He worked intensively on the principles and ideas of the Toyota production system and has applied these and other factors for example at Brose; in the design of the European location strategy.
Since 2007, he has advised Staufen AG customers from various sectors such as mechanical engineering, the production industry and foundries. He manages and supervises projects for the holistic design of factories and processes according to Lean philosophy. Focus is on the consistent lean order fulfilment of incoming orders till delivery in direct and indirect areas). Martin Becker was able to gain international experience, among others at Schott AG in Asia, USA and Europe.
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.
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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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