THE FOUR DIMENSIONS OF COMPETITIVENESS
Becoming digital, efficient, sustainable, and resilient all at once is a major challenge for many companies today.
However, the Staufen “Future Industry” study shows that boards and management teams in industry have clearly set their strategic compass. The foundation for a sustainable, change-ready and resilient business is and will remain operational and digital excellence. When set up in this way, a multi-faceted challenge for a company can become a multi-faceted opportunity.
ABOUT THE STUDY
For the “Future Industry” study, Staufen AG surveyed more than 400 industrial companies in Germany, Austria, and Switzerland in the first quarter of 2023.
DIGITALIZATION REMAINS THE NUMBER ONE ISSUE FOR THE INDUSTRY
When it comes to digitalization, it’s no longer a question of if – it’s only a question of how. The majority of companies still answer this question for themselves with measures to increase efficiency.
key-Insights
- Current economic developments continue to drive digitalization.
- Lean Management makes companies efficient and fit for the future.
- One in two companies is still struggling to determine its footprint.
- Four out of ten companies now only award contracts to green suppliers.
- A resilient supply chain network: Digitalizing processes is a priority.
LEAN MANAGEMENT AS A SOLID FOUNDATION
Lean Management is a very effective lever for companies to reduce costs, achieve their own growth goals, and improve their competitive capability in the long run. A cooperative leadership style and goal-oriented communication are indispensable here.
However, many companies are still leaving a lot of lean potential untapped on the road to efficient value creation.
SUPPLY CHAIN NETWORKS WITH POTENTIAL
Since the painful experiences of the past few years of multiple crises, it has become clear that the supply chain networks of the vast majority of companies still have a great deal of efficiency potential. In order to survive in the face of international competition, it is essential to raise the level of communication with customers and suppliers to a new level – for example, with the help of digitalization.
However, many organizations have yet to take full advantage of digital opportunities.
WE LEARN IN THESE CRISES THAT TAKING A LONG LOOK BACK IS NOT VERY SUCCESSFUL. INSTEAD, CHANGE SHOULD BE DRIVEN BY RAPID ADAPTATION.
Michael Glieden
Vice President Production & Supply Chain, SCHOTTEL GmbH
HOLISTIC DESIGN OF END-TO-END PROCESS EXCELLENCE
THE FOUR ELEMENTS LEAN, DIGITAL, GREEN, AND RESILIENCE
The framework provides a sensible regulatory framework that helps companies set the right priorities to remain competitive in the future. The figure introduces our holistic approach to consulting and shows the wide range of topics where and how we can support our customers. The focus is on our mission: excellent processes, excellent leadership, and, as a result, excellent results. The four elements Lean, Digital, Green and Resilient play a central role as both drivers and tools for optimally configured end-to-end processes.
HAVE QUESTIONS? CONTACT US!
We hope that this study will provide you with some valuable ideas on how your company can successfully continue on this path, and we look forward to speaking with you.
Michael Feldmeth
Project ManagerSTAUFEN.AG
Michael Feldmeth has implemented various Lean projects in the automotive industry as well as in mechanical and plant engineering. His projects included the restructuring of the entire order processing. The focus of the projects was the optimization of the production processes as well as the associated administrative processes. Due to the production of cooling systems and special machines, he was able to achieve a significant increase in efficiency and flexibility of production by reorganizing the manufacturing according to Lean principles and by training the employees. Most recently, he worked at Robert Bosch GmbH in the Central Department for the Development and Coordination of the Bosch Productions System. He was responsible for the further development of the production system according to the future requirements of the manufacturing industry. Michael Feldmeth has been working for Staufen AG since 2014. Since 2019 he is employed as a Project Manager.
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Canan Jungel
PrincipalSTAUFEN.AG
Canan Jungel has been working as a consultant and trainer in the international project environment at Staufen AG since 2014 and has been responsible for the successful implementation of supply chain projects in a national and international environment as Head of Supply Chain Network Management (SCNM) since 2021. Canan has more than 8 years of consulting experience in lean transformation projects in direct and indirect areas of various industries. Her references include the holistic design and implementation of inventory reduction programs for 1st tier automotive suppliers, the cross-location introduction of store floor management in direct and indirect areas as well as the implementation of logistics systems, layout planning and control concepts. She demonstrates her high level of training expertise in the design and implementation of lean expert and in-house training courses as well as customer-specific qualification programs as part of our Staufen Academy.
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