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How to make change real and alive? We act according to the motto “Not just talking, do it!”. It makes sense to start with an initial event such as seminars, workshops or keynotes, in which employees get in touch with approaches, methods and all relevant key messages. But afterwards the magic needs to get real. The learned contents must be applied otherwise the knowledge will be gone.

How to proceed? What fits to your entrepreneurial challenges? Here you find some examples of anonymously described projects. We have picked a choice of representative projects from administration and production areas. Are you interested in a specific implementation? Please do not hesitate to contact us.

Development of a flow-based concept in an area of technical revision of machine components

Branch: Industry

– Analysis of current state
– Estimation of future customer demand
– Value Stream Design based on current state analysis and customer expectations
– Calculation of required capacity
– Design of a step-by-step plan for implementation
– Implementation of the developed concept
– Stabilisation
– Introduction of Shopfloor Management

Measurable benefits:
– Walk ways -89%
– Reduction of labour costs (by avoided recruiting) -9% per year
– Reduction of costs for external added value -75%

Non-measurable improvements:
– Better visibility of deviations and further improvement potentials
– Improvement in ergonomics
– Higher satifaction of employees due to a better work environment

Development of a long-term target state based on a previously described vision

Branch: Nutrition

– Analysis of strengths and weaknesses
– Analysis of expected changes within the next 5, 10 and >15 years
– Definition of customer values (emotional needs) of the present and the future
– Transfer of solutions (products and services) towards assumed customer values
– Questioning of present product and service portfolio and adjustments
– Development of solutions which need to be newly developed or improved
– Definition of projects for reaching the new process landscape including an implementation plan
– Transfer to implementation according to the cultural environment

Measurable benefits:
These cannot be derived in this project stage. It is an investment in future potentials during and after implementation.

Improvements reached:
– Solid foundation for transfer of ownership of the company
– Clear orientation and prioritisation for projects to be implemented in all areas of the entire organisation
– Monetary benefits were reached by the defined improvement projects as a consequence of the BlueSky development
– New market potentials

Implementation of the supermarket principle for customer anonymous make-to-stock products

Branch: Energy supply

– Analysis of customer demands and process parameters (e.g. replenishment time, withdrawal peaks, deviations, etc.)
– Calculation of total stock per material number
– Plausibility check of results
– Development of a standard for information transfer (by physical Kanban) and levelling rules
– Implementation for just one product family as a first step
– After stabilisation transfer to further product families
– Stabilisation of the entire process
– Replacement of the physical Kanban by a digital process

Measurable benefits:
– Reduction of stock -23% 
– Reduction of stock fluctuations – 17%, so further reduction gets possible
– Reduction of days with material number on stock-out -89%
– Reduction of expedited transports -89%

Non-measurable improvements:
– Improved transparency in stock area
– Less search effort for employees
– Smoothed process in production
– Suddenly required (re-)prioritisation disappeared
– Improved motivation of employees

Implementation of a takt-based production process based on customer demand and required process design

Branch: Industrial production

– Analysis of customer demand and calculation of required takt time
– Time measurement in the current state process
– Line balancing based on time measurements and calculated takt time
– Confirmation of feasibility by working tests
– Technical adjustments and process optimisation
– Finalisation of concept
– Implementation and stabilisation

Measurable benefits:
– Increase of output  +58%
– Reduction of required labour -40%, new recruitment was avoided
– Reduction in throughput time -45%
– Increase of on-time delivery +77%

Non-measurable improvements:
– Improved transparency
– No more prioritisation required
– Improved ergonomics
– Simplified qualification of labour by the possibility of stepwise workplace qualifcation

Leadership teams of different subsidiaries were qualified in terms of a common customer understanding

Branch: Public authority

– Understanding of current weaknesses and potentials
– Development of a 2-day seminar based on interactive and creative elements (no PowerPoint karaoke)
– Pilot training with internal CI-team
– Adoption and finalisation
– Before conducting the training, alignment with the corresponding manager and modification of the training concept (if required)
– Conduction of the training on site
– Transfer of the learned contents to the real-life environment by transfer projects
– Comprehensive training documentation
– Support for transfer projects in the real-life environment of the corresponding leadership team

Measurable improvements:
These are not measurable in this phase of the project. It is an investment in increased effectivity by an improved common customer understanding and the ongoing transfer projects, which also contain monetary benefits.

Improvements reached:
– Less discussions, hence less disturbing meetings
– Improved team spirit at the corresponding subsidiaries
– Increase of motivation of employees also by sense of achievement within the transfer projects
– Improved understanding of a common approach and common customer understanding

An entire division is empowered to identify their own problems and to solve them intrinsically.

Branch: Public authority

– Analysis of most common problems by development of a prioritisation procedure (driven by customer’s view)
– Qualification to recognise and to describe problems
– Introduction to structured problem solving tools (PDCA cards, A3 logic)
– Transfer of the methods to the identified problems and problem solving by small teams
– Deriving of measures by the problem solving teams
– Prioritisation of all measures
– Implementation of the first measures by defined cross-functional teams
– Frequent reflection of the progress and coaching of the teams

Measurable improvements:
Several improvements out of the solved problems such as
– reduction of required time to clarify deviations
– stabilisation of throughput times
– increase of customer satisfaction rates
– improvement in reachability for customers calling the service lines
– reduction of waiting time for customers

Improvements reached:
– Improved error culture: problems are mentioned and made visible
– Increase of intrinsic motivation to solve problems instead of waiting for others
– Higher transparency of real deviations
– Improvement of a common customer understanding and according problem prioritisation

Did we spark your interest or do you have further questions? Do not hesitate to contact us.