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Realize measurable results, improvements quickly, efficiently and directly. Who can say no to that? The initial Corona shock has been overcome, but the aftermath is far from over. It hits companies hard and through no fault of their own. Almost worse is the uncertain future - which is also depressing the mood of employees. Most companies are forced to respond to this crisis with cost-cutting programs and reorganizations. Where is the hidden cost and optimization potential? How can they be tapped quickly?<\/p>\n
Wait and see is not an option <\/strong><\/p>\n From today's perspective, life with Covid-19 must become normal. The road to this goal is rocky. For many companies, it is a matter of maintaining their performance, protecting investments, enabling innovation and flexibly responding to major fluctuations in demand. Responsible management must quickly find sustainable answers to these challenges and act with an open mind to the future despite the current uncertainties. To ensure the long-term success of a company, strategy, processes and structure must be coordinated. It is crucial to recognize the right adjusting screws according to Pareto, 80:20.<\/p>\n The first step is a potential check of the business processes, from which the options for action are derived, prioritised and the results-oriented catalogue of measures is drawn up. The involvement of many years of experience and broad practical knowledge in combination with our own employees guarantee successful implementation. The aim is to implement the urgent and important measures promptly and to remain fit for the future.<\/p>\n One approach we recommend is based on the SPEED productivity program: systematic increase in productivity with the involvement of those directly responsible. Advantages are:<\/p>\n Quantified potential for improvement that can be implemented in the short term<\/p>\n Focus on pragmatic quick wins <\/strong><\/p>\n The costs in administration and operations are often a large part in the company. They consist of personnel, material and other costs such as rent, leasing, etc. as well as indirect costs such as depreciation, interest, taxes, etc. For short-term savings, usually only the personnel, material and individual other costs are relevant. Where are the right levers?<\/p>\n The search for a needle in a haystack <\/strong><\/p>\n The more complex production systems, supplier networks or indirect areas are structured, the more difficult it is to find hidden cost drivers and starting points for rapid optimization. This can be achieved by means of a systematic assessment along the lines of a police dragnet used to search for suspects. As in this case, certain characteristics are used as search criteria that either apply or do not apply. We use a similar procedure in our cost-efficiency approach in eight weeks.<\/p>\n 50 % of costs are hidden <\/strong><\/p>\n Companies looking for starting points to reduce their operational costs often face similar challenges when it comes to identifying hidden costs in their processes. The more complex the processes, the more diverse the possible influencing factors. On average, up to 50 % of direct and indirect costs are hidden. In order to efficiently identify these potentials, new methods and an external view are needed.<\/p>\n Procedure in five steps <\/strong><\/p>\n The focus is on a multi-stage, systematic assessment that examines all direct and indirect areas of the company. Similar to a dragnet search, data analyses are used to gradually narrow down the potential factors influencing costs. The potentials are then prioritized according to cost and savings. Depending on the size of the company, the team consists of several \"cost profilers\" or experienced management consultants.<\/p>\n With the procedure plan described here, an initial roadmap for raising cost potentials can be developed on site within three to five working days and then implemented together. This SPEED approach not only shows short-term cost savings, but also concrete approaches for sustainable, long-term cost optimization such as standardization, digitization, variabilization of costs, etc.<\/p>\n With appropriate practical support, you gain experience and know-how. External consulting experience coupled with your specific company knowledge is the way. A tried and tested process model helps.<\/p>\n <\/p>","protected":false},"excerpt":{"rendered":" Measurable results, realizing improvements quickly, efficiently and directly. Who can say no to that? The initial corona shock has been overcome, but the after-effects are far from over. Companies have been hit hard and through no fault of their own. Even worse is the uncertain future - which is also weighing on the mood of employees. Most companies are being forced to cut costs and [...]<\/p>","protected":false},"author":60,"featured_media":10166,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[3303],"tags":[4734],"class_list":["post-10165","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-qualitaetsmanagement","tag-10-2020"],"acf":[],"yoast_head":"\n\n
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