5 Rules of Operative Optimization E-Book

Marcus Karl Haman

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Serie: production management for managers
• Sprache: Englisch
• Veröffentlichungsjahr: 2021

Seitenzahl: 40

Beschreibung

Especially in the crisis period it is observed again and again that undertakings, which rested in the sunshine of positive order position, they face in crisis period the icy frost of the market. The knowledge from several assignments as Interim Manager, also called manager for a period, or also addressed as industrial mercenary, is, that it requires rules to implement successful modifications. Not as a template but much rather as guide in order to find again and again to find the right path. Because what should be achieved lies on the hand. It is necessary to do the RIGHT things and to do the things RIGHTLY!

Leseprobe

An employee cannot be motivated; however, an environment can be created, wherein the employee motivates himself.

Marcus Karl Haman

Inhaltsverzeichnis

INTRODUCTION

5 RULES OF OPERATIVE OPTIMIZATION

FIND THE CORE COMPETENCE

THE COMPETENCE ONION

QUESTIONING IS PERMITTED!

A CASE STUDY

QUESTIONNAIRE:

IMPLEMENT TRANSPARENT KEY FIGURES!

CLEARING OF KEY FIGURES / LESS IS MORE!

KEY FIGURE DEFINITION BRINGS CLARITY

KEY FIGURE DEFINITION OEE (example)

OPERATIVE KEY FIGURES ARE NO SECRETS!

KEY FIGURES SHOW THE WAY

QUESTIONNAIRE:

CONTROL CIRCUITS ARE YOUR FRIENDS

DEFINE VALUABLE DISCUSSIONS

DEFINE YOUR CONTROL CIRCUITS

MANAGEMENT ON SITE

QUESTIONNAIRE:

REMOVE COMPLEXITY

IS EVERYTHING REALLY SO IMPORTANT?

SIMPLIFY YOUR LIFE

LET YOURSELF BE HELPED!

Internal Audits / Workshops:

Consulting an external specialist:

QUESTIONNAIRE:

DEFINE ROLES & RESPONSIBILITIES

CHANGE OF ORGANIZATION

WHO PLAYS WHICH INSTRUMENT?

The qualification matrix

The Flexibility matrix

CLEARNESS BRINGS PERFORMANCE

THE BRAKE OF SAFETY CONSIDERATIONS

QUESTIONNAIRE:

ABBREVIATIONS / LEGEND:

FURTHER PUBLICATION:

INTRODUCTION

Especially in the crisis period it is observed again and again that undertakings, which rested in the sunshine of positive order position, they face in crisis period the icy frost of the market. Orders break away, or are at least reduced and thus also the profits, which ensured the carefree business life in the comfort zone. Less orders and, less contribution margins inevitably produce in-house pressure to act. The negative spiral begins to rotate and before one makes a mistake, the slowly rotating negative spiral becomes a turbo and it appears, as if this could not be stopped any more. The fixed costs eat up the iron reserves of the company in the shortest possible period, and if then massive countermeasures are not implemented, follows that thing, which no businessman likes to see, namely the insolvency.

This can be counteracted in time with corresponding measures in the finance area as also in operative field of action of the core business. Preventively as also during the crisis, operative optimizations are possible and helpful, when it is necessary to make the undertaking better or more resistant to the market slumps.

And one thing in advance – Sitting out a crisis, this can be done by the least number of units and organizations. The reason for this lies in the fixed costs, which cannot be so quickly modified or adjusted. An undertaking in the productive environment can use 3 screws, in order to influence the operative costs positively. To keep the stocks as low as possible, to increase the productivity or the throughput, and to reduce the operating costs. In order to reduce the operating costs a little more analysis is required. Here the competence onion helps to illustrate all relevant and not so significant competences and processes. Processes cause costs as well as resources (employees). It should be considered as to which processes and competences are really required in an undertaking. Fixed costs influence the Cash Flow, i.e. the liquidity of the organization and during demanding times every Euro should be considered, much more than during the normal business period.

From several years of experience in business life it can determined that a number of undertakings can post very restricted reserves (Cash) and the survival of the unit assumes a critical status after 2-3 months of „LOCKDOWN“.

The knowledge from several assignments as Interim Manager, also called manager for a period, or also addressed as industrial mercenary, is, that it requires rules to implement successful modifications. Not as a template but much rather as guide in order to find again and again to find the right path. Because what should be achieved lies on the hand.

It is necessary to do the RIGHT things and to do the things RIGHTLY!

5 RULES OF OPERATIVE OPTIMIZATION

To define the rules is one thing, to implement the rules is quite a different challenge, especially since the entire organization must be involved and must be „fetched“ for the improvement trip. The inclusion of all the employees is the most important of all the prerequisites, followed by standards, the conversion of quality measures, short run/implementation and decision-making periods and not to forget implementation of continuous consequence -measures and to continuously develop the organization further. If the organization considers and ensures these conditions on a very broad basis, then the first important step is taken, and the 5 rules can be employed successfully with high probability.

The 5 rules of the operative optimization are not a rocket science and certainly do not require any special training, although a basic prerequisite must be brought in by the respective organization and this without the “if” and “but” – namely the will for change.