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
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.
Operational Excellence is not the sum total of each of the many single measures
An Operational Excellence strategy is the product of process improvement, employee empowerment and managing an organization’s financial performance. This interplay is what ultimately leads to what we at Staufen understand as Operational Excellence.
With this in mind, building a resilient, customer-oriented and sustainable organization that is successful and profitable in a constantly changing world is based on three pillars:
Process improvement:
We analyze and optimize all core and support processes along the entire value and supply chain in an end-to-end approach. Here, we also use digital applications and analysis methods.
Employee empowerment:
A tailored organizational development program will motivate employees while effectively empowering and qualifying specialists and managers. At the same time, the corporate culture is aligned towards continuous improvement.
Managing financial performance:
Analyzing business indicators and processes enables us to prioritize improvement programs and evaluate the success and effectiveness of the measures. This is done while accounting for the current corporate situation.
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.
1ST PLACE FOR STAUFEN AG IN THE “OPERATIONS MANAGEMENT” CONSULTING SECTOR.
This is the result of the renowned industry study “Best Management Consultants 2024” by brand eins and Statista. This confirms the company’s sustained excellence, as Staufen has already been one of the absolute pioneers in operations management for the past five years.
This strong performance is the result of a holistic consulting approach: Based on operational excellence, the backbone of successful companies, our consultants address the mostly technology-driven megatrends, helping our clients to position themselves for the future on the top issues.
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