Production Alignment and Optimization
Today’s production systems are complex and difficult. The variety and the dynamics within the systems, as well as the sheer amount of design parameters are just barely manageable. Especially when the product spectrum is very broad and profound and the production facilities located globally, most known optimization approaches fall short. These approaches usually miss the integrated view from market to product to production, and thus neglect
the complexity and dynamics of the system.
When examining production plants, normally a multitude of procedural and structural deficits can be found. The problems manifest themselves in long lead times, poor internal and external delivery performance, too much inventory, and unit production costs that are too high. The occurrence of those deficits varies by industry. To circumvent them, the automotive industry introduced so-called “production systems”, which claim to perfect production including all elements without waste. The first example that comes to mind is the “Toyota Production System”. Other global corporations have used the same ideas and implemented them to fit their systems (e.g. MercedesBenz, Ford, Siemens). The majority of companies in other industries, (such as machine tool manufacturing and pharmaceutical), are currently just in the beginning stages of implementing such programs.
However, these approaches often fall short of anticipated results because the complexities and dynamics of the systems are not captured.
Areas of Application
When examining production plants, normally a multitude of procedural and structural deficits can be found. The problems manifest themselves in long lead times, poor internal and external delivery performance, too much inventory, and unit production costs that are too high. The occurrence of those deficits varies by industry. To circumvent them, the automotive industry introduced so-called “production systems”, which claim to perfect production including all elements without waste. The first example that comes to mind is the “Toyota Production System”. Other global corporations have used the same ideas and implemented them to fit their systems (e.g. MercedesBenz, Ford, Siemens). The majority of companies in other industries, (such as machine tool manufacturing and pharmaceutical), are currently just in the beginning stages of implementing such programs.
However, these approaches often fall short of anticipated results because the complexities and dynamics of the systems are not captured.
- Best practices in production and supply chain management
- Complexity oriented production and sourcing strategy
- Distribution of value added (make or buy)
- Selection and planning of the location (Global Footprint)
- Lean production
- Variation management in the production
- Facility - new and replanning
- Complexity suitable optimization of production planning and steering
- Process optimization within supply chain management
- Reorganization within the acquisition
Methodical Fundamentals
- “Operational Excellence” – database with more than 160 participating
production locations of the pharmaceutical industry - Benchmarking-database tool manufacturing
- Benchmarking-database mechanical and plant engineering Study
- “Global Footprint”