01

CHANGE
 MANAGEMENT

01 // CHANGE MANAGEMENT


A change management program requires a dynamic approach to bring about a cultural change within a company. It is bottom-up oriented and to ensure it fully involves the employees at all levels with your organisation. Change management promotes an open information culture and thrives on interdisciplinary communication between consultant and the company. This ensures that changes are sustainable. Change management has an impact on the structure, processes and communication within companies.

“the difference between those who are committed and those who are not is the difference between the words, want and will”

Marvin J. Ashton

02

INNOVATION
 & PRODUCT 
DEVELOPMENT

02 // INNOVATION & PRODUCT DEVELOPMENT


Innovation transforms creative ideas into usable concepts for the future of a company. To ensure it does not only refer to products but also the way they are used by the customers.

Processes, the organisation and management of a company are exposed to ever faster challenges. Therefore, they are required to constantly innovate in order to improve the effectiveness and efficiency within a company.

We can help you to achieve this high innovative value by supporting you in the development of new tools.

We assist you in the development of innovative business models, in project management, in the structuring of innovation processes - from the first idea, the definition of a concept, the evaluation of the right concept up to the market launch.

03

Purchasing

03 // Purchasing

Purchasing not only has the task of procuring the necessary funds at a favourable price, but must be divided into 2 sections;

1) Strategic Purchasing

2) Procurement. It is an integral part of the Product Delivery Process (PDP).

Dependencies must be clearly defined, and conflicts of interest prevented. The different interests of the various departments must be focused and aligned consistently across an organisation.

We define purchasing in detail with you on a strategic and operational level by sharing with you about the necessary markets and synchronising market knowledge we have gathered over our years of experience.

Among other things, we support clients from the automotive and transport industry in pricing, price negotiations, development of commodity group strategies, determination of supplier and vendor strategies.

As a matter of principle, purchasing projects must be carried out in an interdisciplinary manner.

04

Strategy development

04 // Strategy development

Globalisation, increasing trade risks and digitisation mean that traditional strategies have to be reconsidered and flexibly adapted to market conditions.

Strategy development deals with the long-term direction of a company.

Strategy developments are the cornerstones of a successful transformation. The resulting decisions affect all corporate activities.

Due to our large network in the market as well as our experience from various international projects, we see the increasing market developments over the years and can adapt your needs to future market requirements with our knowledge and methods.

We help you to develop new business areas and form strategic alliances so that you can work more cost effectively. We increase the know-how output and thereby secure your decisive advantages over your competitors.

Each of these topics requires individual approaches and competences. We accompany you through all these changes and the necessary shifts.

05

Restructuring & Transformation

05 // Restructuring & Transformation

If unfavourable forecasts have a negative impact on market and cost structures, the company must be restructured. Ideally, this is a process that is future-oriented and steps with precaution brought about to minimise overall operational impact. Unfortunately, companies often only find themselves called upon to initiate this process when they become a case of restructuring.

The management and executives have to approve and significantly support restructuring, as restructuring is often accompanied by major cuts on the economic side. The entire management team, including the workforce, must become familiar with the new requirements and circumstances. We help you to master this process of rethinking.

Transformation processes should be driven forward regardless of the company's situation. Such a transformation is therefore a continuous improvement process that should be put to the test again and again.

06

Marketing & Sales

06 // Marketing & Sales

In a fast-moving and disruptive economic environment, good customer relations are of vital importance.

The combination of human aspects and digitalised systems makes personalised concepts increasingly important. In this context, marketing is to be understood as an overall corporate concept in which all relevant departments must be involved in an interdisciplinary way.

Sales identifies customer needs and accompanies the development of competitive products that can be offered at marketable prices.

We support our clients in implementing the appropriate marketing portfolio to achieve the best results. We work with you to develop marketing strategies and increase effectiveness and efficiency through the optimal marketing mix and related methods to best support product sales.

To ensure sustainability, the planning (including milestones and objectives), the organization, the entire management process, as well as control must be taken into account in the structure.

07

Operations

07 // Operations

Supply chains are becoming increasingly complex and difficult to maintain. As a result, companies need to redesign their business processes and establish efficient and waste-free control of the entire production process. The analytical processing of data and the meaningful integration of digitalization aspects are essential in this process.

Our core competence are processes and structures that determine the efficiency of the company. This includes the optimisation and reorganization of process flows in the direct, but also indirect value-adding areas - from procurement at the supplier, through the entire production process, to the qualitatively perfect delivery of the finished product to the customer.

All factors relevant to production must be taken into account: material flow, layout design, workplace design, tools and methods, etc.

We are guided by the LEAN principles, which are the supporting pillars of efficiency. As central elements of lean production, waste should be avoided along the entire value chain and the focus should be on the value stream.

Here we support you with the layout design, work with methods such as value stream design and set up your plant in a future-oriented manner.

08

Maintenance

08 // Maintenance

Maintenance is always crucial for the success of a company when it produces in a plant-intensive manner. The quality of maintenance management has a considerable direct and indirect influence on production costs in such capital-intensive companies.

Total Productive Management (TPM) is one of the basic modules in the Lean world and is essential to keep production running smoothly. In lean projects, maintenance has largely taken on a secondary role. This in turn has meant that the great productivity potential of maintenance has not been fully exploited.

Efficient production can only be achieved if the production equipment works reliably. Every equipment failure causes unnecessary additional costs, which can be avoided with a successfully implemented maintenance management. In total, the costs of production downtime are many times higher than the direct maintenance costs.

Maintenance has an immense influence on production with the increasing intensity of plant and equipment. Accordingly, the individual processes of maintenance management must be better interlinked. A significant part of the success of maintenance management is the effective communication of maintenance with production and the indirect areas. If this is improved and conflicts of interest are put aside, success is guaranteed.

In order to keep investment costs as low as possible, the existing machinery should be used optimally, the plant capacities should be used to the best possible extent and at the same time the overall maintenance costs should be reduced. The EBIT effectiveness must play a decisive role in this, as every measure must demonstrably lead directly or indirectly to this goal. Only in this way can effectiveness and efficiency be assessed.

Among other things, spare parts management is of particular importance here in order to implement preventive maintenance.

09

M&A

09 // M&A

In order to maintain or expand their position in today's fast-moving economic environment, companies often have to work with a variety of parties. We support our customers in taking these project steps safely and successfully by explaining market developments and showing possible forms of design.

We support our clients in the strategic and operative processes such as company valuation and the preparation of necessary due diligences in order to determine a real price valuation in its entirety.

A crucial point of the company takeover is the conduct of negotiations, which is to be regarded as the closing factor. The conduct of negotiations often fails due to a lack of understanding between the parties, is unnecessarily protracted or does not reach a conclusion.

We work together with renowned law firms, investors and banks, who take care of all questions regarding the financing of M&A transactions, drafting contracts and other legal issues.

10

Corporate Development & Finance

10 // Corporate Development & Finance

Entrepreneurial development must always take place in a holistic sense and in line with financing requirements in order to be profitable and employee-oriented in the future. This requires clearly defined structures adapted to the market goals to be achieved. An efficient management structure is a part of the organisational structure in order to win employees at every level as co-designers of change.

We support you in the analysis of your own current situation of customers and competitors, help you to evaluate the market, determine the sales opportunities and adjust the business model accordingly.

We are happy to be a partner for our customers when it comes to entering new business areas and financing them.

11

Risk Management

11 // Risk Management

In today's volatile environment, risk management has taken on unprecedented importance in a company.

Strategic goals must be continuously weighed up and adapted to market conditions. These can be caused by environmental influences, for example.

In addition, there are risks from a complex supply chain in the form of procurement bottlenecks, which have to be managed flexibly. In addition, there are technical risks, logistical challenges, digitalisation, redesign and constant product adaptation.

We offer, in relation to your strategic goals, the assessment of risks from identification to analysis. Based on the knowledge gained from the assessments, we jointly develop strategies and action plans in order to eliminate any deficits in the long term and minimise potential risks accordingly.

12

Logistics

12 // Logistics

Logistics as an elementary component of the product delivery process is often not sufficiently perceived in its importance. Due to the increasing complexity - promoted by digitalization and globalization - stringent process chains and backup solutions are absolutely necessary to survive economically on the market.

This applies to internal and external logistics chains. Performance, quality and cost reduction are in the foreground.

As part of Inbound logistics, procurement logistics is responsible for the timely procurement and delivery of the raw or semi-finished products required for the production process.

One part of "Operations", i.e. planning, management and control, is production logistics, which is responsible for ensuring internal transport and warehouse processes. This ensures smooth operations, which is also carried out by the material provision/kanban system.

Outbound logistics includes distribution logistics, which supports sales through service activities such as the distribution or delivery of finished goods. Recycling is the responsibility of disposal logistics, which is responsible for environmentally friendly, sustainable material disposal and must be given special consideration.

In order to tap the full optimisation potential in the logistics value chains, they must be evaluated by means of process analyses. This includes planning and control, as well as the flow of goods, information and people along the material flow.

13

Employees & Organisation

13 // Employees & Organisation

An optimal structure of the organization combined with an adapted integration of the relevant employees is the basis for being able to operate successfully on the market.

In many companies, the organisation does not withstand the growth.

This is one of the main reasons why an organisational structure must be in a constant process of transformation to remain agile. Otherwise, the organization will not be able to meet the demands of the constantly growing markets. Transformations must be employee oriented. Only if the employees are involved can the measures be sustainable.

Our many years of project experience have shown us time and again that employees must be actively involved in the upcoming changes from the very beginning in order to implement these changes in terms of content and structure with lasting success. Employees only feel part of the company and show their commitment to the company when there is an increasing willingness to perform, a sense of loyalty and a sense of duty. Our ability to motivate people for change is one of the success factors.

Because a course correction must be comprehensible. The team must be convinced of it. We show how the goals can be achieved more efficiently.

This wise approach will bring about a change in behaviour.

“Leave people better than you found them”

Marvin J. Ashton