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
PrincipalSTAUFEN.AG
As an experienced consultant and project manager in the fields of operational excellence and Lean Management, Dr. Michael Feldmeth holds a doctorate in engineering and is a trainer at Staufen Academy. He specializes in mechanical and plant engineering, automotive and vehicle construction, and medical technology. He has extensive expertise in plant development, factory design and in optimizing direct and indirect business processes.
Michael has experience of restructuring in the areas of production (manufacturing and assembly), logistics and order fulfillment, practical Shop Floor experience and a sound technical understanding of production processes.
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
PrincipalSTAUFEN.AG
As an experienced consultant and project manager in the fields of operational excellence and Lean Management, Dr. Michael Feldmeth holds a doctorate in engineering and is a trainer at Staufen Academy. He specializes in mechanical and plant engineering, automotive and vehicle construction, and medical technology. He has extensive expertise in plant development, factory design and in optimizing direct and indirect business processes.
Michael has experience of restructuring in the areas of production (manufacturing and assembly), logistics and order fulfillment, practical Shop Floor experience and a sound technical understanding of production processes.
Sebastian Nett
Project ManagerSTAUFEN.AG
Sebastian Nett has a Master of Science in Industrial Engineering/Production Technology. He is a trainer at Staufen Academy. Sebastian Nett has a holistic perspective and a strong strategic, process-oriented and entrepreneurial outlook. His industry expertise is in the mechanical engineering, electronics and automotive industries. He also boasts a proven track record of successfully implementing integrated Lean Transformations, including P&L and cash-flow mapping.
Sebastian has acquired professional experience in integrated transformation projects and as a project or sub-project manager of larger consulting projects and has shaped and optimized global production networks.
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