The levers for your inegrative company development

Masterclass workshops on November 24, 2021

We translate insights from the presentation into practice, allowing you to apply the tangible knowledge to corporate transformation on the topics of processes, leadership and results.

Expect maximum practical focus in a group with a limited number of participants. Revitalize your own improvement process with renewed focus through insights from benchmark companies.

Select from 6 online workshops and 2 in-person workshops:

BestPractice Tour 1: LEADERSHIP EXCELLENCE

Effective leadership to impact performance & culture

Ort: online
Tour: 12:30 PM – 5:30 PM (CET) in Englisch

The success of any corporate transformation stands and falls with the performance and mindset of your leadership. Regardless of the business model or competitive environment, additional skills and capabilities are in demand, including adaptability and learning speed.

Experience international Best Practice companies – from China to Europe to America.

Successful leaders give you a tour: from the first “Operational Excellence” implementation projects to the development of consistent systems for value creation and leadership. Live on the shop floor, they give honest insight into leadership initiates available throughout the corporation as well as new plant organizations.

You will learn about company-wide planning and control systems that integrate management and employees in a systematic cascading process. Learn how companies were able to adjust quickly to the entirely new conditions last year. How the challenges of measured change, systematic empowerment, and enduring trust were met. The impact of lean leadership on business results and what lessons need to be learned to deal with crises.

Note: The virtual company tours scheduled for the afternoon will be in English.

Your hosts:
Gianfranco Migliarotti
Gianfranco Migliarotti
HR Director & CFO,
Endress+Hauser Sicestherm srl, Pessano
Rene Rohne
René Rohne
Director Continuous Improvement Program,
MTU Aero Engines AG, München
Michael Galler
Michael Galler
VP Operations, Director of Sales Operations,
RITTAL Electro-Mechanical Technology Co., Ltd., Shanghai
Ulrich Peters
Head of Production,
MTU Aero Engines AG, München
Moderators:
Eric Timmer
Eric Timmer
Senior Expert,
STAUFEN.AG
Remco Peters
Remco Peters
Partner,
STAUFEN.AG

Workshop 2: SUPPLY CHAIN EXCELLENCE

Supply chain network management and sales & operations planning excellence

online
9:00 AM – 5:00 PM

Supply chains are increasingly developing into multidimensional, complex and global value chains. As such, they now go far beyond the traditional and linear understanding of purchasing and logistics. In the future, competition will take place between entire networks and no longer between individual companies. Consequently, the ability to manage complex value networks is increasingly taking on more importance. Supply chain networks that focus sufficiently and flexibly on the customer will come out on top.

In an interactive environment, you will develop an understanding of end-to-end approaches. Project experience reports from a wide range of industries will show you the different modules in the value chains. In addition to the basic principles, you will explore network configuration and supply chain segmentation approaches.

The supply chain network strategy and the management of network coordination place high demands on employees, communication and cross-divisional and cross-company thinking. Accordingly, planning plays a significant role in end-to-end networks. We allow you to dive deeper into the Staufen “Sales & Operations Planning” approach. Based on the practical example of tk Elevator USA, you will gain valuable ideas you can directly implement in your own company.

Victoria Frank
Project Manager S&OP
Brian McGovern
Director Forecasting & Scheduling,
TK Elevator Manufacturing USA
Juergen Endress
Jürgen Endress
Senior Partner,
STAUFEN.AG, Stuttgart
Thomas Spiess
Geschäftsführung,
STAUFEN.INOVA AG, Zürich

Workshop 3: PROCESS EXCELLENCE

How process mining & automation can accelerate your journey to operational excellence

online
9:00 AM – 5 PM

The events of last year accelerated the introduction of digital technologies by years. Processes and corporate functions must be constantly subjected to scrutiny to ensure a company remains competitive and efficient. Yet, even in the most successful companies, executives still find it difficult to recognize and eliminate obstacles on their path to optimizing corporate performance. Process mining is a must for companies to be able to respond as quickly as possible to changed supply chains and customer requirements. Bring transparency to your processes and identify any inefficiencies that would prevent your company from working at fully capacity! Step away from snapshots and move towards a holistic view of all process variations and thus to specific business results.

In collaboration with Celonis, the market and technology leader for process mining and execution management systems (EMS), we offer insight into intelligent execution of end-to-end processes – from analysis to strategy & planning to daily management, course of actions and automations. In our simulation, experience a successful rollout across complex process chains and markets, while successfully minimizing the risks of system migration initiatives. Derive key insights for your visual and day-to-day management so you can respond quickly by proactively initiating a recommended course of action before any process issues can impact your KPIs.

The EMS helps you streamline and automate transaction processes so your employees can focus on work that adds value. Using specific applications as an example, you will experience how companies use their EMS to dynamically prioritize their orders – based on optimal processing time and for automated exception handling.

Robert Mayer
Senior Partner Manager DACH,
Celonis
Marcel Pohlmann
Training Specialist,
Celonis
Bettina Wittig
Associate,
STAUFEN.AG
Frank Krueger
Frank Krüger
Senior Partner,
STAUFEN.AG

Workshop 4: COLLABORATIVE EXCELLENCE

Real collaboration in global value creation networks

online
9:00 AM 5:00 PM

Collaboration between colleagues, hierarchies and companies, whether local or global, is a critical success factor for all organizations and value networks. The quality of the collaboration has direct and consistent impact on your key performance indicators. But how can quality be measured, represented or even improved? How can you organize collaboration and leadership without being overwhelmed by massive amounts of data and many different communication channels?

Siemens Healthineers and RECARO Aircraft Seating report on how they managed to push the boundaries of traditional Shop Floor Management and be successful in taking the next consistent step towards digitalization. Experience the benefits of digitalization up close, while also digitalizing your existing Shop Floor Management together with an interactive approach. In the simulation, we walk through the cascades together, generating metrics, solving problems, and initiating measures without once changing the medium. Increase your project throughput by 30%, shorten time-to-market by up to 50% and reduce non-quality related costs by up to 25% with end-to-end digital Shop Floor Management in just one day!

Lena Schmausser
Lean Expert Siemens Healthineers,
Siemens Healthcare GmbH
Joachim Ley
Executive VP Supply Chain,
RECARO Aircraft Seating GmbH & Co. KG
Jens Roos
Jens Roos
Project Manager,
STAUFEN.ValueStreamer GmbH
Dr. Andreas Romberg
Geschäftsführer,
STAUFEN.ValueStreamer GmbH

„We see Lean as the central topic, not just a method or tool, but rather a philosophy. Industry 4.0 can be beneficial in our industry, but we set the main focus on lean.”

Dr. Mark Hiller – Managing Shareholder, RECARO Aircraft Seating GmbH & Co. KG

Workshop 5: TEAM EXCELLENCE

Effective leadership and self-organized work in an agile environment

online
9:00 AM – 5:00 PM

The complexity of the environmental factors affecting our businesses is becoming increasingly opaque. The speed at which we are confronted with it is picking up speed. Organizations have been juggling with challenges that up until now have been fully unknown, and having to overcome them is making their day-to-day business even more complicated.

At the same time, the topic of agility is taking center stage, and is also showing up in every company’s agenda. Yet, what problems can we solve with agility and where does it fail – and how does agility support a company’s holistic value stream orientation? What is the core of agile collaboration in self-organized teams? Who, in fact, makes the decision if everyone can decide? In particular, what role does the personal attitude of managers and employees play? In this context, what are the distinguishing features of effective leadership and what is the significance of corporate culture?

A wide array of companies has already resolved issues like these successfully and have achieved outstanding success. Together we take a look behind the scenes of the success factors. In the process, you will experience an agile approach in your own actions, get into the necessary mindset and focus on a variety of aspects of effective self-organization and distributed leadership.

Jörg Faulstich
Senior Expert,
STAUFEN.AG

Workshop 6: QUALITY EXCELLENCE

World class technical problem solving & manufacturing analytics

online
9:00 AM – 5:00 PM (CET)

Note: The workshop will be held in English.

Manufacturing companies often do not know how to profitably use or process all the data from their production process. They rely on complex, expensive tools that simply collect information from operators or machines. It can take weeks to figure out why a manufacturing process is malfunctioning. In the highly competitive environment, however, waiting days or even weeks for a solution is not enough!

And yet every company has some sort of challenging technical problems that remain permanently unsolved. Many resort to putting out fires and implementing workarounds. But what does this short-term sprint mean for a marathon? When the dust settles, where do you stand in terms of sustainable problem solving? And how can you develop topic experts and provide guidance to your “gurus” at the same time?

360° visibility of your overall processes is necessary to effectively elevate your company’s performance. Quality initiatives are usually focused on a top-down approach. Top-level KPIs derived from this reflect this approach: first-pass yield (FPY), scrap and rework costs. However, numerous bottom-up projects must be set in motion to achieve the overall goal. And these lower level KPIs are much closer to physical product and machine parameters such as force, torque, pressure, tension, etc.

We provide insight into company cases where long-standing technical problems were solved by breaking paradigms and using advanced manufacturing analytics methods. Learn how to leverage operational/event data and technology to ensure quality, improve performance & yield, reduce costs, and optimize supply chains. Transform your factories into self-running and -recovery units by using new technologies.

Muamer Cviko
Project Manager,
STAUFEN.Quality Engineers GmbH
Carlos Hernandez
Partner,
STAUFEN.Quality Engineers GmbH
Juan Ignacio Quinonero
Principal,
STAUFEN.Quality Engineers GmbH

Workshop 7: TRANSFORMATION EXCELLENCE

Holistic corporate and organizational development

Stuttgart / Köngen
9:00 AM – 5:00 PM

Digitalization, remote work, competitive pressure, rising complexity, poor earnings – many companies are facing challenges, some of which are existential. Nevertheless, great opportunities are also emerging. In many situations, however, simply optimizing processes and coaching managers is often not (no longer) enough to be successful.

In order to survive on the competitive market, companies must consistently question themselves, partly reinvent themselves and fundamentally transform themselves. Transformation! A big word that foreshadows a challenging undertaking and a rocky road ahead. What is needed? Competitiveness and future viability in terms of business model, strategy, structures, processes and collaboration. Moreover, a clear understanding of the problem, focus on a common set of goals, determination and directed force for change across the organization, increasing value creation from the customer’s perspective, development of a performance-promoting and appreciative corporate culture, and a long-term rise in the company value.

Dr. Dirk Bayas-Linke
Principal,
STAUFEN.AG
Markus Franz
Senior Partner,
STAUFEN.AG
Rainer Völker
Partner,
STAUFEN.AG

Workshop 8: PERFORMANCE EXCELLENCE

Performance improvement & predictive restructuring – why the worst-case scenario must become the norm

Stuttgart / Köngen
9:00 AM – 5:00 PM

The banking crisis of 2008/09 seems harmless now when looking back. Once it was over, the economy began to climb steeply. Towards the end of the boom phase, the symptoms of a crisis increased. The megatrends of digitization, e-mobility, and sustainability set signs of imminent upheaval in many market segments – and a cocktail of risks emerged. The pandemic forces companies to face an additional challenge: making enormous adjustments in (cost) structures in the short term, but at the same time avoiding major losses in terms of investments made and competencies developed in the medium term. They also require substantial financial muscle.

As a result, strategic goals, particularly with regard to profitability, can only be achieved with maximum effort. Continued success in the market requires sustainable cost savings to be generated along the entire value chain.

Learn how to effectively respond to increasing market volatility and design your existing production systems for increased flexibility. Cost-cutting is not enough and will lead to weaknesses along your entire process landscape in the medium term. Top-down financially identified gaps in earnings must be backed up as part of an iterative procedure – through potentials from process optimization, and through targeted elimination of waste in the operating areas (bottom-up). Find out how you can examine and readjust holistic value streams as well as business units. In addition to production, this primarily involves indirect upstream or downstream areas.

Christian Möllers
Partner,
STAUFEN.AG
Christian Sprenger, Partner, Staufen AG
Christian Sprenger
Partner,
STAUFEN.AG
X
X