Readable

Full capacity utilization in production – an illusion – what to do?

You have a produc­tion. Multis­tage. There are diffe­rent areas. They have diffe­rent machi­nes. These machi­nes have been purcha­sed at diffe­rent times. And have diffe­rent capa­ci­ties. Run by people. With diffe­rent capa­bi­li­ties. Your produc­tion is filled with orders. Diffe­rent orders. Some are more labor inten­sive than others. Larger parts require diffe­rent hand­ling than smal­ler parts.
Septem­ber 10, 2021/by Carl U. Bauer

Why engineering has to be managed differently and how it works

There are key figu­res for the manage­ment of sales. Inco­ming orders. Turno­ver. Easy to measure and in a way also asso­cia­ted with propor­tio­nal work. It is obvious that large orders require more effort than small orders. This is how you can manage sales.
August 26, 2021/by Carl U. Bauer

Simple truths about manufacturing

If produc­tion runs more ratio­nally and the produc­tion volume remains constant, then you need fewer employees in production
if you need fewer employees in produc­tion, but more in plan­ning, then
nevert­hel­ess, fewer employees are needed over­all and
the produc­tion staff may not be the ones who are good at plan­ning and
August 11, 2021/by Carl U. Bauer

Transparency in Manufacturing

The craft­sman begins an object and finis­hes it to the end. He knows what to do, how long it takes approximately.

He does ever­y­thing hims­elf. When there is a supporter, let´s call him A, who works for him, the craft­sman sets the pace. In case of doubt, A must wait. But if the craft­sman has to wait, he helps A so that the work progres­ses faster.
July 8, 2021/by Carl U. Bauer

Incomplete production data – what next?

It is not uncom­mon to meet manu­fac­tu­ring compa­nies that do not have the data in stock that you want. And where proces­ses are in use that can be impro­ved. From a point of view of theory, the demand is  to first gene­rate all neces­sary data. For that purpose a subset of orders is recor­ded on time-sheets. These sheets record detailed data on indi­vi­dual orders. A smal­ler number of such orders are then gene­ra­li­zed. The gene­ra­liza­tion serves as “plan data”, which will then be made the basis for future plan­ning. Actual data is then recor­ded and compared with this “plan data”. Conclu­si­ons are drawn from the comparison.
July 15, 2021/by Carl U. Bauer

What is your name? – About how products are called

What is your name? This ques­tion is one of the first when 2 stran­gers meet and want to get closer into cont­act. We learn early on how important names are, and we try very hard to learn names correctly for us in any case. With the name we asso­ciate the person.
July 29, 2021/by Carl U. Bauer

Variable remuneration – why and how?

Varia­ble remu­ne­ra­tion is sold as a means of impro­ving the perfor­mance of the indi­vi­dual. I don’t believe so.

Those who receive the highest varia­ble remu­ne­ra­tion are those who are paid the most anyway. If you have to moti­vate them through extra payments or increase their perfor­mance, why do they have a respon­si­ble posi­tion in the company at all?
Octo­ber 7, 2021/by Carl U. Bauer

Pricing

Prices. Too high in the eyes of sales, too low in the eyes of cost accoun­ting. The means of control­ling to convince the boss: monthly, quar­terly and annual results. The means of sales to convince the boss: joint visits to the custo­mer. And now?

In prin­ci­ple, the solu­tion is simple: diffe­ren­tia­tion within pricing.
Septem­ber 24, 2021/by Carl U. Bauer
[/av_one_full av_section] 

Let’s start a conversation!

 

Dr.-Ing. Carl U. Bauer | Manage­ment Consul­tant | 45527 Hattingen
Phone: +49 151 5076 9595 | Email: cube@cube-consulting.eu | Cont­act

 Imprint | Cont­act | Privacy

© 2022 CUBE Consulting