The global manufacturing and logistics network is the operational core of every industrial company. In order to be able to react flexibly to both continuous and abrupt changes in market and customer requirements and to grow profitably at the same time, a permanent and controlled further development of the production systems is necessary.
This requires strategies and concepts that focus on process excellence, cost efficiency, innovation, a lean, customer-oriented organization and consistent digitization. This is the basis for manufacturing and logistics networks to make their contribution to securing the long-term competitiveness and profitability of a company.
This task is more than demanding. The manufacturing strategy must be derived from the corporate strategy and operationalized, the cost structures must remain lean while increasing flexibility, the opportunities arising from technological development and Industry 4.0 must be used in a targeted manner, and the increasing complexity must be mastered and reduced at the same time. In addition, employees must be qualified and empowered so that they can perform these tasks with confidence.
This requires a perspective that encompasses every relevant aspect of the industrial value chain: from strategic decisions and the development of the global production map (Global Manufacturing Footprint) to technologies, systems, processes and qualifications in the factory and the supplier network.
ROI-EFESO is one of the most recognized specialists for industrial transformation and best practice design of manufacturing and logistics.
Our comprehensive methodical know-how, technical and industry expertise as well as detailed knowledge of the relevant technologies, concepts and best practices around LEAN and Industry 4.0 make us an ideal partner in this demanding environment.
In detail, our range of services in the field of production and logistics covers the following topics:
Quality improvement in the automotive industry
A premier league for factories. Manchester United’s goals are the same every year: to win as many titles as possible. No matter whether it’s the league, the FA Cup or the Champions League. The board members, sponsors and fans expect this. The team delivers. Titles bring economic success, enhance the image and increase the market value. However, the competition is getting tougher and the pressure is growing. When United are involved in all three competitions at the same time, it shows in their league position. The goals of the board members in German automobile companies are certainly even more ambitious, the targets are much tougher and the competition far more dramatic.
OPEX: Worldwide Operational Excellence Initiative
The ROI OPEX model: activating excellence forces. You learn from mistakes – this applies to people as well as companies. The important thing is that this leads to continuous improvement. In industry, this falls under the heading ‘operational excellence’, or OPEX for short. Instead of resorting to off-the-shelf solutions, companies should develop their own strategies here. Just like the group from the steel industry that, in this case, successfully implemented the ROI OPEX model at its plants.
Standards for operational excellence in an international factory network
Do you speak OPEX? Can you improve on a success story? Certainly, if you have a sense for the right fields of action. An automotive supplier is well-established worldwide, with around 20 successful plants in Asia, Europe and North America. Thanks to good customer proximity, the sites have developed good business relationships over the years and organised their production processes independently. But now it was time to share this knowledge among themselves. The method: by introducing OPEX (operational excellence) together with ROI across the entire operation area.
Cost reduction/restructuring due to market changes
Mastering the turnaround. Good balance sheets can create comfort zones. Responding to attacks from competitors? Increasing flexibility in the event of fluctuations in demand? Maybe in five years. If the threat is then suddenly particularly major and acute, many companies prefer to react with drastic measures in one or a few places. This is usually not sustainable. But there are other ways to do this, as a ROI project for restructuring a company in the plant and mechanical engineering sector shows. The company tackled all the urgently needed changes and thus returned to the road to success.
Factory of the Future
From the drawing board to handing over the keys. Special plant engineering can be a volatile business when it involves very small lot sizes, highly specialised customer requirements and extreme complexity. Conflicting business objectives of stakeholders, fragmented supply chains and varying costs make planning extremely difficult for companies. They are forced to work within restrictive frameworks that leave very little room for economic manoeuvre and are subject to wildly fluctuating incoming orders.
Reduction of complexity through standardization
Weaving success for China. In China, the label ‘Made in Germany’ stands for innovative power, quality and the high development skills of the manufacturers. This applies to vehicles and household appliances, but also to the textile machines on which garments from T-shirts to haute couture are created for the world market. But the security of their specialisation niche, from which textile machine manufacturers have benefited so far, is eroding.
To bring quality management to a new level of performance, the right combination of proven measures and new technologies must be found. ROI's lean supply chain management approach enables companies to evolve in many ways in terms of quality.
Lean Training / Shop Floor Management
Lean practices on the shop floor. As part of the ROI lean training program, an industrial group improved its added-value processes at over ten locations. The program did more than just round out the different levels of knowledge that managers had about lean thinking. It also translated theory directly into working practices on the shop floor by taking a multiplier approach – and it started on the very first day of training.
Quality in production
Expanding horizons: Raising awareness about quality. The highest expectations for quality are part of everyday life in the pharma and life sciences industry. One medical technology manufacturer wanted to reduce its error rate on a production line for electric specialty pumps by a factor of ten through improved quality management. Together with ROI, the company identified the right approach and increased quality in a way that is scalable to other product lines.
Digital Shopfloor Management
Performance increase on the shop floor. Should every employee receive shift planning via smartphone? Or the plant management can compare solution proposals on a virtual dashboard in real time in the event of disruptions in the production flow? Thanks to the available IoT technologies, these and many other work simplifications of a digital shop floor management can be easily implemented today. Automobile manufacturers in particular like to take advantage of the opportunities offered by digitization and already have various systems in use, at all stages of maturity.
Intralogistics: Outlook into 2030
Technological landmarks for ideal logistics. Does a data goggle speed up picking? Or is an investment in a pick by light system more worthwhile? Up to now, new technologies for intralogistics have not been high on the priority list of companies. This is because the cost share of logistics is lower than that of other work areas and their need for digitization is generally greater.
Smart Factory Planning: Smart Planning for smart Factories
What does the ideal factory of the future look like? Do products there control their manufacturing completely independently? Or is it more about the perfect choreography of people and machines? When planning a "Smart Factory", companies often lose themselves in different ideas about which technologies or organizational forms represent the best possible way into the future. A "big picture" of where the journey is to go and how the implementation can function in concrete terms is seldom available.
Lean Transformation: Premium processes instead of fire fighting
In the Lean Production System of an automobile manufacturer, a premium model with high variant spread and vertical integration came off the assembly line. But then the new Director of Manufacturing set the goal of introducing two additional series on the same line within just five months.
Manufacturing Excellence: Optimizing instead of improvising
More power for the organization. The worldwide demand for thermosets is increasing, especially in the aerospace, automotive and energy sectors. A manufacturer of thermosetting resins has positioned itself as an international market leader in the chemical industry by supplying these customers with a wide range of innovative technologies, solutions and special products. In order to be able to react even more efficiently to market changes and customer requirements in the future, the company is realigning its production network.
Target image for the transformation to Smart Factory
End-to-end supply chain digitalisation in the healthcare sector. Putting together and ordering the desired product according to your own needs at the click of a mouse in the online configurator: these customer requirements must not only be met by companies in the consumer goods industry. This interaction is also highly relevant for manufacturers of medical, customisable products. However, whether assistants, support stockings or other products expand the B2C business in this way depends on the digital maturity of the logistics and production processes.
Streamline production and logistics
Eyewear manufacturer Thélios synchronizes its value chain and reduces its WIP by 35 percent. The Italian group Marcolin S.p.A. has been designing, manufacturing and distributing sunglasses and optical lenses for renowned brands such as Tom Ford, Bally, Moncler, Sportmax and Ermenegildo Zegna for 60 years. In 2018, it sold more than 14 million pairs of glasses through 150 distributors in 125 countries.
Factory and logistics planning
An automotive supplier consolidates three parts warehouses into an existing fourth warehouse. Three distribution centers of a company from the automotive industry were to be integrated into an existing fourth one. With the support of ROI-EFESO, the company mastered this task in eight weeks. For this purpose, it developed five solution scenarios with different degrees of automation ("minimal investment" to "fully automated") including layouts and monetary evaluation.
OPEX: Redesign of the organization
A company in the chemical industry wants to increase the total capacity of its polymer production by more than 50% with a new plant complex. Together with ROI-EFESO, it is gearing its organisational structure towards growth and profitability and realising an annual benefit of more than EUR 1.5 million through process improvements.