The Hoshin Kanri method has helped the Hirschvogel Group to become not only a leader in technology, but a cost-effective one at that. 

The project in summary 

Initial situation 

Automotive supplier Hirschvogel is realigning its main plant in Denklingen to take the leap into the age of electromobility. 

Procedure 

A Hoshin Kanri project with five objectives: Job security, increasing green business, improving productivity, increasing delivery reliability, reducing inventory. 

Result 

Establish a new corporate culture with optimized processes, solution-oriented collaborations and elimination of inefficiencies. 

The original Hirschvogel Group plant in Denklingen has been supplying the automotive industry with precision parts for decades. So, exactly how can a company with expertise in manufacturing components for combustion engines make the leap into the age of electromobility? In the words of plant manager Markus Obholzer: “To maintain the site for the long term, we need to prepare for tomorrow today.” A mammoth task, considering that we employ a workforce of almost 2,000 in Denklingen. The question was not whether, but instead how Hirschvogel would go about this change in terms of maintaining its position as a technology leader, securing jobs in the region and achieving cost leadership at the same time. 

Working together with Staufen AG, management selected the Hoshin Kanri method (Japanese for “compass management”) for the change project and defined five main objectives: Job security, increasing green business (focus on e-mobility), improving productivity, increasing delivery reliability, reducing inventory. The staff was involved in all of this from the beginning. The goal was to establish a new corporate culture, where problems are no longer escalated, but solved at the source directly instead. Parallel to process optimization, Hirschvogel is pushing ahead with its digitalization strategy as well. A digital shop floor management was introduced as the core of its operational excellence efforts.  

“We were fully aware that we would only be able to implement a change project on this scale with an experienced partner. “This is why we brought Staufen AG on board.” 

Markus Obholzer
Director of the Hirschvogel-Plant in Denklingen

The Hirschvogel facility in Denklingen has changed its working methods in many respects and is currently on a steady course of optimization. “Our goal is to cut inventory numbers in half while maintaining high delivery reliability and reducing throughput times by 50%,” says plant director Obholzer. These are not pie-in-the-sky dreams, but instead are based on progress that we have already achieved, which are showing measurable results in corporate reports. The Hirschvogel motto “new thinking, proven action” embodies change in practice, enabling the organization to future-proof the location and the Hirschvogel culture. Hirschvogel’s transformation is an inspiring example of how a traditional company is not only able to survive, but also overcome change through bold steps and intelligent strategies. 

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Portrait Uwe Vogel

Uwe Vogel

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Phone: +49 7024 8056 0

E-Mail: kontakt@staufen.ag

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