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High-speed markets place new demands on pricing in the industrial sector. Effective value & cost engineering creates the necessary conditions for this.
The more complex the manufacturing environment, the more difficult it is to identify potential cost reductions. New search methods help to identify them.
Along industrial value chains, there are various starting points for adapting one’s own cost structures. High Speed Adaptation supplies the tools.
The problem is not the crisis, but the uncertainty that precedes it. The ability to quickly adapt to volatile markets thus becomes a decisive competitive advantage.
Cultural differences between global locations can make it difficult to implement global standards. A ROI project shows how gamification approaches can counteract this.
When lean projects are rolled out globally, one thing counts above all: speed. Against this background, agile methods enable fast scaling.
For complex products with a high variety of variants, stand assembly is still often the method of choice. The example of MAPLAN GmbH shows how things can be different.
On-site management is a central Lean Management instrument. Supported by digital technologies, it becomes a springboard for industry 4.0 deployment in the enterprise.
Lean production is based on complexity reduction. Where it reaches its limits, industry 4.0 elements can enable new levels of efficiency. This effect can be experienced immediately in a simulation.
A Lean Transformation questions essential principles of the learned leadership behavior. In order to optimize processes in the shop floor, psychological resistance in the Management Board must first be overcome.