INDUSTRIES
LOGISTICS SERVICE
AUTOMOTIVE & JUST IN SEQUENCE
SMES & INDUSTRY
FMCG, RETAIL & E-COMMERCE
AFTERMARKET
AEROSPACE
FASHION
PAPER & FURNITURE
THE CUSTOMER REFERENCES
FREDERIK BEELAERTS
Logistic Facilitations I.C.
“Over the course of my career I have encountered few highly qualified and efficient contract logistics experts that are able to deliver from concept development to implementation on plan and on budget: Hartwig Meinen and Thorsten Wuttke are amongst them.”
MARTIN FRIEDRICHSEN
Head of Vehicle Safety Development - AUDI
“Vehicle Safety at Audi AG pursued the outsourcing of logistics processes in order to focus on the core tasks of highly specialized complete vehicle crash execution. In a professional, compact analysis, the team of experts from DIE LOGISTIKMACHER not only showed the possibilities of suitable outsourced services as well as demarcations from the internal critical processes with high demands on process quality, but also provided important information on further optimization potential that went beyond the actual objective.”
THE SUCCESS STORIES
OPERATIONAL EXCELLENCE ALS MOTIVATOR
Effective implementation with a full order book.
"Implementing a system for operational excellence is more than just theory. It's the art of getting management and employees excited about a shared vision. You have to be an expert in creating positive momentum and making every step of this journey an experience. Management plays a key role: it must not only support the principles, but also exemplify them and actively drive their implementation. Because without their commitment, success is not possible."
Hartwig Meinen
- Grown building structures lead to nested processes and material flows.
- Inventories serve as a buffer to reduce bottlenecks and conceal the real process problems.
- There is a lack of expertise and key figures for shopfloor-orientated management.
- Employees' trust in management and consultants is low due to failed preliminary projects.
- Reduction in demand due to a volatile construction industry.
The starting point for this operational excellence project was a clear definition of objectives and basic training for management and employees. In the selected pilot areas of logistics and production, we introduced lean management principles such as 5S, visual management and PDCA, which served as a stable basis for continuous improvement. The introduction of shop floor boards and management based on key figures enabled managers to present information transparently and make data-driven decisions. Translated with DeepL.com (free version)
After six months, the pilot areas were successfully implemented and served as multipliers and training centres. Production was controlled on the basis of key figures and could be smoothed, which led to increased employee satisfaction.
68% COST REDUCTION THROUGH TRAINING
Effective onboarding with a volatile order situation.
"Professionalising the training and education of operational employees directly raises considerable potential in your productivity. Structured feedback loops enable continuous improvements in all processes and have at least the same lasting positive effect on costs.
The high level of employee satisfaction and attractiveness as an employer is more than just a good side effect!"
Alfred Endörfer
- Use of temporary staff to compensate for the highly volatile order volumes des Verpackungs- und Versandzentrums,
- The familiarisation and training time was up to 10 AT at 80% productivity.
- Low AK availability due to high selection criteria.
- Training costs too expensive and of insufficient quality.
Screening and simplification of action steps (physical and systemic), development and professionalisation of a training and education team, development of a training centre with realistic workplaces. Structured feedback loops from the operational area and quality assurance for ideas and potential. Close monitoring of learning progress - success checks, in a second step setting up virtual workplaces for basic/standard activities.
After 6 months, the training time is reduced from 10 AT to 5 AT, in step 2 to 3 AT. This reduces training costs by 68% and increases overall productivity by 20%.
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