Turbocharging the TurbinesSiemens Power and Gas

Industrial Goods

Companies that specialize in mechanical engineering and electronics are some of the driving forces in today’s economy. They employ nearly two million people in Germany alone. The quality of their highly individualized products and projects, which is based on excellent development work, has given them a top-notch international reputation. Their edge in quality and innovation requires a firm commercial foundation – in a business characterized far more by individual projects than by series production. This in turn produces some concrete entrepreneurial tasks.

Key questions

  • A project-based business with individual products and solutions versus a faster, more flexible, more reliable, and more favorably priced delivery system: how do we manage this balancing act?
  • How can we reduce waste and costs on a lasting basis?
  • What working conditions do our engineers need to become even more efficient and innovative?
  • How do we localize hidden strengths to provide an additional boost to innovation?
  • How can perfect service generate additional value for customers and producers?
  • How can we minimize risk and ensure success when entering new markets?

Strategies and solutions

Our international team of experts has many years of experience in the industry. Its more than 60 consultants form project teams to develop and implement strategies. They have achieved a milestone in the conversion from island to continuous production. They also create excellent processes throughout the entire company, which yield increases in productivity of more than ten percent.

Mechanical engineering and electronics companies that do project-based business need to handle sharply fluctuating levels of incoming orders. Up until the turn of the millennium, they were able to cushion this with high inventory levels and lengthy delivery times. Today, however, their customers are no longer willing to accept long waiting periods. While it used to be routine to take 12 to 18 months from order to delivery, that figure is now down to around 12 weeks. To achieve these short delivery times, it is essential to mutually coordinate all of the individual processes. Porsche Consulting does this by adjusting key levers. In supplier management alone, this can cut procurement times nearly in half. But the greatest effect is achieved by optimizing all the processes throughout all the company departments.

Companies that do not produce new inventions will not be able to survive over the long term. As such, European manufacturers are guarding their tradition of introducing premium products to the world market and maintaining their customers’ interest by continuously producing innovations. At the same time, levels of complexity are rising: mechanics, electronics, software – ever more and increasingly complex disciplines are involved in product creation. The automobile industry can serve as a model here in terms of speed, transparency, and efficiency. One example would be agile, innovative development methods based on simulation and digitization.

In this industry, customers demand individual solutions while manufacturers operate within tightly defined boundaries. The credo for successful results is the following: as standardized as necessary, as individualized as possible. A modular principle saves money via economies of scale which are otherwise only possible in production systems with high unit numbers. In Porsche Consulting’s projects of this type, the use of shared components has enabled companies to achieve up to 60-percent standardization, which in turn has led to cost reductions of 20 to 30 percent. At the same time, key performance indicators for quality and delivery reliability have increased markedly.

The first machine is sold by the sales department, and the second by the service department. After-sales has a major influence on customer satisfaction. Structured field data also provide a veritable fount of important information on how to continuously improve products. With the help of Porsche Consulting, medium-sized companies set up new after-sales strategies that enable them to serve their customers worldwide even better and more rapidly than before. And larger companies that are already represented globally grow all the more with their customers. After-sales consists not only of machine start-up and maintenance, but also of comprehensive care packages with strong support from digital services.

The Porsche sports car company has been using mixed production lines as a matter of course to make car models with steering wheels on both the left and right sides. Similarly, producers of machines and electronic devices will be handling country-specific variants such as special regulations and traditional operating formats. This will also take the qualifications of the respective workforces into account. Together with our clients, we lay solid preparations to create the conditions for healthy growth in promising markets. With intercultural backgrounds and deep insight into local practice, our consultants help shape the right strategies for entering new markets. We also lend support when products need to be adapted to different market conditions.


Dirk Pfitzer

Senior Partner

Phone: +49 711-911-12835
E-Mail: Dirk.Pfitzer@porsche-consulting.com
Am Flughafen
60549 Frankfurt am Main

Gregor Grandl

Senior Partner 

Phone: +49 711-911-32332
E-Mail: Gregor.Grandl@porsche-consulting.com
Moosacher Straße 84
80809 München