Leadership

Suggestions, techniques, strategies and ideas for optimizing time management are dime a dozen. But not all of these general methods can really change the long-term and structured way of utilizing time. One fails mostly because the method is not implemented consistently or the technique cannot be transferred to the daily routine. In order to change in the long run, prior knowledge and customization to the individual requirements are essential. This is shown by new findings of scientific research. The bottom line is that there are some really helpful techniques when it comes to time management but that the problem mostly is not starting new strategies but maintaining them.

Through their diversity of competences and knowledge, heterogeneous new product development teams have a high potential for innovativeness. On the one hand, team diversity helps to deal with complex tasks and to improve the development of new products. On the other hand, a high level of diversity can lead to communication and cooperation barriers within the team, obstructing teamwork and hence hindering creativity and innovativeness. Therefore, finding the right constellation in this conflict between diversity and communication - exploiting the benefits whilst avoiding the hindrances - contributes to helping develop the full potential for innovation. This paper describes the different influences of diversity on the innovativeness of NPD teams and gives practical implications for managing heterogeneous teams.

Reacting quickly to rapidly changing market needs is, unsurprisingly, a basic requirement for profitable manufacturing. Why turn what is common sense into a science? Agility is the new buzzword. But is it merely „old wine in new bottles“ like so many things in the field of logistics or is it an interesting or even the decisive approach towards ensuring profitable production? Agility in its final perception is an organizations’ ability to swiftly and specifically utilize all available forces in order to fulfill an order. That is to meet requirements with agility. Agility and the excessive focus on detail and planning are oxymorons which are frequently found in both individuals and scientific literature. Agility is the manifestation of good leadership and is pretty much the opposite of planning optimization, high detailing and comprehensive forecasts which is why it is so difficult to describe it within the classic mainstream of logistics research. What really makes production ...

The current discussion on sustainability lacks a firm foundation on a clear and unambiguous definition of this pivotal concept. This impedes a concentrated discussion among scientists as well as politicians and managers on a subject-matter concerning the future of mankind. It gives room for hollow commitments of companies claiming publicly to be „green“. The article therefore starts by proposing a clear and unambiguous definition which can fill this gap. Based on this preliminary work the author argues that logistics cannot become sustainable if it remains in a position where it only has to ensure the demands of other departments’ means (especially those of marketing) thus neglecting fundamental interdependencies. Logisticians often claim systems thinking as the dominant perspective of their work. Based on a practical example the author shows that systems thinking can only work as a door opener to sustainability if it is applied to the company as a whole.

Today knowledge is the company’s main resource. To be competitive, companies need qualified employees who are able to use their knowledge for solving problems. Especially in the field of product development it is essential that relevant knowledge is available. Knowledge Management is one important module of the concept of Lean Development. The Sulzer Mixpac AG has established Lean Development in its structure, while knowledge management has been introduced to the organization. This article provides background information. Sulzer Mixpac has followed the Toyota principle: “Before we build cars, we build people!”

The mould and die industry is characterized by permanently rising competitive pressure. Competitiveness has to be increased with higher productivity through declined machining times and costs as well as the same or higher quality of the products to be machined. A key technology to reach these objectives is the 5-Axes HSC machining of sculptured surfaces, whose potentials are currently used but not bailed out. Therefore the main objective of the BRAGECRIM pro-ject “Holistic Optimization of Sculptured Surface Manufacturing” (HoliMan) is to identify and exploit the production accuracy and efficiency increasing potential. In this project Brazilian and German researchers work together on the holistic optimization of sculptured surface manufacturing by considering the significant impacts of the manufacturing process on the work-piece quality.

The demands on military personnel during international missions are subject to major change. There is a need for proactive and decisive soldiers from all armies who are willing to take on responsibility. This requires  change in both the education and training as well as in the handling of directives and restricting rule systems. Comparisons with leadership needs in the economy are desirable.

The author worked for a food company as a member of the board of directors over nearly 30 years. He shows the approach to the development from an old fashioned company with over 100 years of tradition into a modern and successful enterprise. As a tool for a restructuring process, the company chose to “involve the employees in decision making”. Apart from the approach to this process, the author shows that this way of employee involvement allows generating significant financial improvements.

Companies are established, grow and prosper and also go bankrupt during the course of a lifetime. However, how can it be possible that a company selling the same products in the same market manufactured by the same employees shortly after coming very close to bankruptcy subsequently turns into a flagship company? Is it possibly that only very subtle differences combined with the attitude of those involved are the factors which make a difference? Firm goals and brilliant leadership are the keys to successful business reengineering. Leadership is much more than mere management. An example taken from the machine-building industry emphasizes the significance of leadership for success.

The strong geographical dislocation of automotive production networks is responsible for the increasing traffic volume between Western and Eastern Europe. The limited volume of shipments of individual companies often prevents them from accessing cost-efficient and highly productive transportation networks. This paper depicts then great potential of novel regional, cross-company transport bundling for enterprises and it proposes a simulation and evaluation model as well as an organisation model for a cross-company co-operation.