Production and logistics – the combination of these two areas represents a balancing act. From an external perspective, customers expect rapid response times as well as highly individualized and top-quality products. Yet internal expectations are rising at the same time, for companies place a premium on profitability, delivery performance, and securing their expertise over the long term. This balancing act carries a high level of risk. Production and logistics have to be able to respond with a package of suitable measures. Porsche Consulting has developed methods that generate long-term competitive advantage. Our strategies have proven themselves for our clients for many years now.
- What is the production strategy that will best support our company’s aims with respect to customers, finances, employees, and markets?
- Where do we manufacture our products?
- How can we become even more efficient and further reduce costs?
- Which components do we make ourselves, and which are better left to suppliers?
- How can we speed up our response times?
- How can we manufacture our products to precisely fulfill our customers’ expectations?
- How can we reduce high inventory levels and eliminate inflexible logistics structures
Strategies and solutions
Production specialists and industry consultants work together on our expert team. They are equally versed in the language of managers and of employees on the shop floor. They develop innovative strategies and solutions, and accompany their clients through to successful implementation – or in short, through to their real satisfaction.
A successful production strategy benefits the overarching company strategy. Keeping an eye on the aims for customers, finances, employees, and markets, it defines appropriate initiatives for production. Typical questions include: How are the production processes structured? How is the production network designed? Which components are made where, and what are the specializations of the individual sites? How are production operations set up in organizational terms? The product concept and the development interfaces are also examined in precise detail. Implementation of the production strategy is continuously monitored with the help of key performance indicators and adapted to changes in framework conditions.
The only way to ensure long-term success is to regularly examine one’s own processes and to systematically strive for improvement and synergies. Ad hoc solutions are not a viable alternative. Porsche Consulting supports companies in defining and structuring their ideal production system. The consultants rely on interlinked methods, instruments, standards, and key performance indicators in order to further optimize the production system on a continuous basis. In doing so, they draw on long years of experience at Porsche. Key steps in their projects include workshops for continuous improvement, further qualification programs for employees, and optimization of the production layout.
The Porsche consultants develop individual project plans for their clients in order to continuously reduce the costs in direct and indirect production processes. They start with a comprehensive analysis in which they determine the relevant cost drivers and how they are interconnected with waste in the processes. They then determine which cost reduction targets should be reached for which departments and processes. And finally, they define the right measures and set up a control system to monitor them. With the help of a project management office (PMO), they continuously check and control all the activities. This is what ultimately results in a measurable increase in efficiency.
Reliable delivery dates play a major role in the purchasing decisions of many customers. Manufacturers often pay a high price in order to provide this service – for example in terms of high inventory levels, special transport measures, and hectic last-minute rescue operations. Porsche Consulting works with clients to establish processes and rules of the game, in order for clients to increase their flexibility and planning stability and to achieve a high level of delivery performance. Together with the companies, it interlinks the control processes for sales, production, and procurement on a trans-divisional basis. This prevents supply bottlenecks and delays.
Time is money. The Porsche consultants have identified different factors for success in order to start up production within the shortest period of time. This also includes viable organizational structures with clear priorities for coordinating production, quality, planning, and maintenance. In addition, it is important to plan the requirements for personnel at an early point in time and to ensure a consistent level of qualification. The availability of reliable technical systems during the design and set-up stages also provides stability. Moreover, ramp-up management should be interlinked in optimum ways with the development department and supplier management. It is important that these new processes be securely anchored in the organization over the long term. The consultants guide the implementation of these and additional measures for successful start-up management.
Excessive inventory levels become a burden, and structures that have evolved over time can act as a brake on flexibility. To avoid this, Porsche Consulting supports companies in designing and implementing comprehensive supply chain management strategies. The consultants’ expertise is based on long years of project experience in the automobile and automotive supplier, aviation, and consumer goods industries, as well as in working together with logistics service providers. Instruments that have proven their worth in practice make the supply chain more efficient, lower costs, improve delivery service, and reduce inventory levels. These methods reveal their effects not only in ongoing series production but also back in preparing for and starting up production.