01 // 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.

03 // Marketing

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.

05 // 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

07 // Production

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.

09 // 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.

11 // 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.