The industry continues to be confronted with enormous challenges: Deregulation, increasing globalization with balanced localization, increasing cost and competition, new technologies, new markets and fields of application and last but not least, digitization. How can the new trends for this industry regarding Industry 4.0, optimization and flexibilization of production, approaches to modularization of products but also of production and processes, agile approaches and lean management be addressed and implemented? We support you effectively and efficiently in the conception, introduction and long-term improvement, always with the aim of increasing profitability. We use interdisciplinary teams that also bring experience from industries that have been dealing with these new trends for a long time.

  • Chemical Industry

    The networking of production facilities through Industry 4.0 increases the efficiency and effectiveness of processes, making them more flexible and economical. However, the prerequisites for this are transparently designed business processes, a process landscape optimized according to lean methods, platform-based value-added networks using modern approaches to modularization, agile approaches and motivated employees. In research and development in the fields of product and process development, systematic processes derived from customer benefit can also be further optimized through our Lean Innovation approach. Finally, the aim is to better control the ever-increasing complexity.

  • Energy Industry

    The energy sector includes energy producers, energy providers and plant and system construction. The challenges we are jointly facing are further cost reduction, process optimization based on lean management approaches across the entire value chain, digitalization, electromobility and decentralization of power generation. Additionally we can support plant and system suppliers in optimizing development processes and creating variant-optimized product structures, e.g. by modularization and platform design.

  • Process Industry

    The challenges in the process industry continue to be energy and resource efficiency and the use of new technologies, with the goal of optimizing throughput while maintaining the highest process quality. In recent years, increasing modularity, integrated process design and digitalization have been added. We support you in the stabilization and redesign of business processes, the description and optimization of the process landscape through agile approaches and lean management approaches and the sustainable introduction of a continuous improvement process.

Further information

    • Process optimization and cost reduction for a German steel manufacturer

      A German steel manufacturer aimed to further optimize its processes and thus achieve significant cost reductions. By introducing a process landscape and establishing shopfloor management, these goals became feasible. On the basis of a jointly developed concept and the implementation of first pilot projects in the direct and indirect areas of the company, first experiences could be gathered. The implementation concept was expanded on the basis of the experience gained and a train-the-trainer approach was set up. This ensured that the introduction of process optimization and shopfloor management could be sustainably introduced into the company.

    • Evaluation of suppliers in terms of sustainability, delivery capability and scalability

      The e-mobility division of a major energy provider wanted to be prepared for the growing global demand for charging stations for electric mobility. Existing suppliers and also potential new suppliers were to be evaluated by an audit with regard to sustainability, supply capability and scalability. The audit consisted of two parts: on the one hand, a production audit with a corresponding maturity model and fields of action that can be directly derived from it, and on the other hand, the I4.0 Maturity Index, also equipped with a maturity model and with the possibility of directly deriving fields of action. Both audits were applied in different plants worldwide. The result was a clear recommendation for action for the suppliers to be prioritized.