Sustainability

Ecological sustainability in production does not only cause a positive contribution to environmentalism, but also leads to a longterm improvement of the companies’ competitiveness. Due to a lack of transparency, many companies face difficulties rating their own resource efficiency. This article deals with the introduction of a ratio system, which allows companies to evaluate the efficiency concerning their usage of resources. This enables companies to enhance their consumption transparency. Besides, this article discusses the challenges of using ratio systems and the comparison of ratios in general.

A German study from the ifaa-trendbarometer shows that approximately 80 % of the interviewed experts assign the “Continuous Improvement Process” (CIP) a high or very high priority for the success in the “shop floor” [1]. The sustainable implementation of the CIP into an existing production system and the continuous use of CIP in daily business are associated with multifarious problems. This presents a major challenge for many companies in their operational production management. The following case study introduces a planning model, which considers the usual practical problems and helps for an appropriate approach in three phases to the CIP.

The potentials of a resource efficient production become the focal point of interest of production companies. Necessary for a permanent change are qualified and motivated employees. This article describes the requirements for the change such as a fundamental shift in values and a position specific qualification. Furthermore, relevant steps for establishing an efficient working organisation are presented.

The supply with critical raw materials (CRM) is one of the most urgent future tasks for the society. In order to achieve prioritization scientific studies were conducted, and the European commission founded the European Innovation Partnership on Raw Materials (EIP). The aim is to form networks among the relevant stakeholders in this societal area and to foster targeted actions to bundle the optimal technical know-ledge and capabilities of the European Union as well as to develop the required technologies for the exploitation or substitution of CRM. Distinct work packages and measures were decided in a so-called strategic implementation plan (SIP), which is going to be implemented until the year 2020 and is dedicated to lead the EU to technology leadership in this area of CRM supply. An important aspect of the EIP on Raw Materials is communication, regular mutual exchange of knowledge and opinions of the stakeholder and the formation of information platforms, which will play a key role ...

When seeking to leverage potentials in core working processes, the development of coherent standards, methods and capabilities too often remains underrepresented. Every task-owner needs to be able to define the exact extent and origin of deviations in operational processes via KPIs. A systematic design of management- and support-processes supports transparent structures and standards throughout the company and leads to significant and sustainable improvements of critical working routines and their outcomes. In our article, we offer an outline on how to systematically build shared capabilities in order to induce measurable improvements - in immediate results as well as in crucial cultural aspects.

To remain competitive in a globalized market, enterprises must consider sustainably aspects. The classic aims of quality, costs and time are extended by aspects of the ecological, economic and social quality. The challenge to cope with these new dimensions aiming at long term success is raised by the turbulent influences in a global market with varying demands. A new factory typology, the so called urban factory, pursues the aim to exhaust the potentials of an interlinking of factory and town efficiently. The aim of this topology is to improve the competitive situation of enterprises. In this case the synergetic use of material and energy sources is in focus.

Small and medium enterprises (SME) in Germany are in a good mood. More than 90 % of the SMEs are in an appropriate economic situation reports the Bundesverband mittelständische Wirtschaft (BVMW). About 38 % of these companies expect a higher turnover in 2014 [1]. But there is one real problem the companies are faced with: the lack of skilled labour.

Nowadays factories have to withhold an ever rising pressure to succeed. Customer demands become more demanding and goods have to be available within shorter lead times and lower prices. Flexibility, reliability and resilience are key factors for companies. Against this background, there is a need in companies for constant analysis of their business processes. This is an addition to a paper that was published in the last issue of this journal. The first part focused on the general possibility of the two methods “Dortmunder Process Chain Model” and production characteristics curves and how they could be used to analyse factories in different detail levels. In this second part the focus is set more on the perspectives that both models base on. On the one hand there is the order flow perspective of the “Dortmunder Process Chain Model” and on the other hand the resource perspective of the production characteristics curves that have to be aligned.

Nowadays factories have to withhold an ever rising pressure to succeed. Customer demands become more demanding and goods have to be available within shorter lead times and lower prices. Flexibility, reliability and resilience are key factors for companies. Against this background, there is a need in companies for constant analysis of their business processes. The process perspective that was established in the industry since the 1980s will be addressed in the following by using the “Dortmunder Process Chain Model”. A permanent preparedness for change relies on being able to report about the plant’s status quo at all times. Therefore valuation methods and key figures are needed that represented by production characteristics curves in this paper. After an introduction to these two topics, the combination of both to one process based valuation method will be outlined. The intended methodology will represent a holistic decision model for plant controlling. This approach is being ...

The development of information and communication technologies (ICT) is progressing rapidly and is seen in today‘s economic action as a key driver of innovation. Future industrial production is characterized by a high degree of customization of products and a strong production flexibility. The rapid development of the Internet has contributed especially in recent years in the private life of merging the real with the virtual world and will get stronger in the future of industrial sector. This paradigm shift is referred to as Industry 4.0. This paper gives an overview of the Industry 4.0 and represents the potential of the transformation process.