PERFORMANCE IMPROVEMENT THROUGH DIGITAL TRANSFORMATION
Even though there is enormous potential in data analysis, according to the current Staufen study “Digitalization 2024”, many companies do not fully exhaust all of available options available. Oftentimes, the technical entry hurdles seem too high, the interventions in corporate culture too much. The plan can succeed, though. This should, however, be approached from two sides: companies must push ahead with their digitalization as part of a data strategy while simultaneously using operational excellence to create the basis for putting data-driven decisions into practice in a way that adds value.
Michael Feldmeth
Project ManagerSTAUFEN.AG
Michael Feldmeth has implemented various Lean projects in the automotive industry as well as in mechanical and plant engineering. His projects included the restructuring of the entire order processing. The focus of the projects was the optimization of the production processes as well as the associated administrative processes. Due to the production of cooling systems and special machines, he was able to achieve a significant increase in efficiency and flexibility of production by reorganizing the manufacturing according to Lean principles and by training the employees. Most recently, he worked at Robert Bosch GmbH in the Central Department for the Development and Coordination of the Bosch Productions System. He was responsible for the further development of the production system according to the future requirements of the manufacturing industry. Michael Feldmeth has been working for Staufen AG since 2014. Since 2019 he is employed as a Project Manager.
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About the study
For the “Digitalization” study, Staufen AG and its partner AppliediT, which specializes in the acquisition and analysis of data, surveyed 417 industrial companies in Germany, Austria and Switzerland in the fourth quarter of 2023.
MANY COMPANIES GET LOST IN THE FLOOD OF DATA
In order to be able to make full use of the data potential, the information that in most cases comes from a range of different sources must be analyzed together. Six out of ten participants in the study, however, still currently have trouble recognizing the interconnections between their data.
DIGITAL TRANSFORMATION REQUIRES A NEW MINDSET AND FUNDAMENTALLY CHANGES EXISTING PROCESSES. IN MANY CASES, THE ENORMOUS OPPORTUNTIES ARE NOT BEING FULLY EXHAUSTED.
JUERGEN KROMER
Vice President Production RKS, RITTAL RKS KLEINSCHALTSCHRÄNKE GMBH
KEY INSIGHTS
Digital shears: While every second company is ramping up its digital activities, cost pressures are forcing every fifth company to implement cost savings.
Dashed expectations: Just shy of a fifth of the companies have in the past registered noticeably favorable effects from digitalization in the areas of quality and costs.
Lack of clarity: Six out of ten companies do not understand how their data is interconnected.
Shaky strategy: Moreover, in more than three quarters of companies, their strategies are derived from existing data – although many do not understand the underlying interrelationships.
Enormous potential: Three out of four companies expect a professional analysis of their data to deliver a major boost in terms of organizational efficiency.
Required support: Many companies are suffering from both a lack of human resources and also the necessary analytical skills. Companies recognize that they will have to step up their game here – in part with the help of outside support.
From culture to AI: A data-based corporate culture is needed for digital solutions to be fully effective. This also forms the basis for the use of artificial intelligence.
TheRE IS A LACK OF KNOWLEDGE AND SKILLS
Despite the fact that industrial companies generate a wealth of data, there is often a lack of skills and human resources to effectively monitor, analyze, and use this data in practice.
WE USE THE FIGURES TO SOLVE OPERATIONAL PROBLEMS AND ELIMINATE QUALITY DEVIATIONS, SOLVE GUARANTEE PROBLEMS, AND IMPROVE INEFFICIENT PRODUCTION LINES.
IGNACIO QUIÑONERO FERRER
MANAGING DIRECTOR, APPLIEDIT S.L
HAVE QUESTIONS? CONTACT US!
Michael Feldmeth
Project ManagerSTAUFEN.AG
Michael Feldmeth has implemented various Lean projects in the automotive industry as well as in mechanical and plant engineering. His projects included the restructuring of the entire order processing. The focus of the projects was the optimization of the production processes as well as the associated administrative processes. Due to the production of cooling systems and special machines, he was able to achieve a significant increase in efficiency and flexibility of production by reorganizing the manufacturing according to Lean principles and by training the employees. Most recently, he worked at Robert Bosch GmbH in the Central Department for the Development and Coordination of the Bosch Productions System. He was responsible for the further development of the production system according to the future requirements of the manufacturing industry. Michael Feldmeth has been working for Staufen AG since 2014. Since 2019 he is employed as a Project Manager.
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Sebastian Nett
Associate ConsultantSTAUFEN.AG
Sebastian Nett was able to gain experience with the holistic approach of lean management during his studies at RWTH Aachen and KTH Stockholm. During his internship in project management at Daimler AG, the theoretical skills could be used in practice. He was involved in steering column development for various model series. He wrote his master thesis on the evaluation of product allocations in the design of global production networks at the WZL of the RWTH Aachen University. After graduation, he supported Tier1 customers as an application engineering consultant regarding the matching properties of connectors and terminals.
Since 2018 Sebastian Nett has been a consultant for Staufen AG, supporting his customers in holistic lean transformations in the electronics and automotive industries. He analyzes processes end-to-end by using value stream analysis and design, reduces complexity in production processes through suitable segmentation of the underlying product portfolio and designs and optimizes production and logistics processes of the product value streams.
Carlos Hernandez
Senior Expert
STAUFEN.AG
Phone: +49 7024 8056 0
E-Mail: carlos.hernandez@staufen.ag
Sebastian Perez Pena
Senior Consultant
STAUFEN.INOVA AG
Phone: +49 7024 8056 0
E-Mail: sebastian.perez@staufen-inova.ch
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