“How Montanhydraulik is mastering the transformation process”

Motion2Performance as a starting point

The transformation process, known internally as “Motion2Performance” (M2P), began at the end of 2023 with a broad-based strategy development initiative that involved managers in the strategy work from the outset. For many of them, this was a new experience. Several workshops were held to define the strategic priorities and goals for 2030, with a focus on market expansion, digitalization and standardization, organizational development, greater integration of international subsidiaries, and sustainability. The strategy for achieving the corporate goals defined in M2P is being operationalized through rigorous project management, which ensures structured implementation in day-to-day business. Change management and accompanying communication are key success factors in the transformation program. For this reason, one of the first measures taken was to establish a Strategy & Project Management Office (S&PMO).

Montanhydraulik brought Staufen consultants on board to design the transformation program, operationalize the strategy, and support the establishment of the S&PMO.
“For this change, I don’t need glossy slides, I need concrete progress. The team of up to ten consultants led by André Zofka brings technical expertise to the table, talks to our experts on an equal footing, and develops practical solutions. Staufen is such a good fit for medium-sized companies because the consultants are happy to be on the shop floor themselves,” emphasizes Jens Ennen.
The focus is on topics such as change management, lean production, purchasing optimization, and growth-oriented sales initiatives.

More transparency, efficiency, and team spirit

The results so far speak for themselves: thanks to the established flow production system, the lead time for a series product, for example, has been reduced from nine to around three weeks – and in the future, the aim is to reduce it to just a few days. In addition, circulating inventory has been reduced by 65%. For the main product group, rocker cylinders, the variety of main components has been reduced by 50 to 80% through a common parts concept and the establishment of a design guideline. At the same time, significant savings have been achieved in the main product groups through the application of various sourcing strategies in purchasing.

A shift in thinking is also noticeable in sales and in the cooperation between international locations. Teams work with clear goals and KPIs, while managers take responsibility and drive projects forward independently. The day-to-day business-driven organization has become more project- and change-oriented. “Data transparency and a reliable basis of figures are necessary to measure progress in areas such as quality, productivity, or delivery capability in manufacturing. That’s why we created the role of ‘Head of Digital Transformation’ to structure and standardize digital processes.”

But change does not come without friction. “There is still a lot of potential in our process landscape and in implementing the lean concept, both in production and in administrative processes. Today, processes can be solved more efficiently and elegantly than with emails or large conferences,” Ennen admits openly. In particular, the transition from established structures to new, digital processes and overcoming silo thinking require patience and perseverance.