Virtual factories based on an elaborate network of pre-produced goods and assembling by system suppliers are considered to be a royal path for lean production. Especially in the high-tech industry, there are already companies that do not have their own production. Focused on a presumed need, products are developed and made external.
Integration and Integrity
The result is companies with low capital commitment. Organizations without their own manufacturing capacities are the one extreme, the other is 100 percent in-house - at least in the models of economists.
High data quality is the A and O
In reality, the contribution of the manufacturing industry varies from industry to industry and in individual product areas. Often, the share of in-house production in the manufacturing sector is less than 50% and for individual products it is only 10%.
Different angles
Companies from the plant and mechanical engineering sector face the requirement that they must control and coordinate the entire process of the value chain in detail. In a first step, all necessary internal and in a second
Interlinking strategy and operational business
Step to integrate the external data sources with business partners and suppliers in order to obtain a comprehensive and reliable view of the core activities in the value chain. The complete integration and integrity of the data together form the indispensable technological foundation.
With the necessary consistent information from internal and external data sources, companies are able to uncover inefficiencies in almost real-time and continually improve key processes: designing and constructing plants and machines, materials and inventory management, production, Quality control, supply chain design, demand forecasting and planning, as well as supplier search and tracking. One of the goals is the higher efficiency in the value chain - from the raw material through the logistics to the end customer.
Increased competition and increasing cost pressure increase the efficiency requirements throughout the manufacturing industry. Thus a very good data quality and a reliable numerical system become an existential necessity.
For a more effective business management, powerful solutions for forecasting, planning and reporting are indispensable. Performance management, for example, is based on the methods of the Balanced Scorecard and offers an excellent starting point.
In contrast to the purely quantitative management tools from financial accounting and accounting, which focus on financial, past-oriented variables, corporate performance management integrates qualitative metrics, as can be achieved with the methods of the balanced scorecard Br>
The objectives are a holistic view of essential company functions and the control of the performance of a company. In this view, the performance includes both the service delivery and the process flow as well as the result.
The performance management experts agree that a holistic approach is a mix of financial results, process efficiency, quality and customer satisfaction. Ultimately, it is a matter of moving the entire company from a purely reactive attitude towards the historical and the present (analysis and reporting) to anticipatory and therefore future-oriented actions and measures.
The origins of the strategic management system of the balanced scorecard are based on the work of Harvard professors Robert S. Kaplan and David P. Norton at the beginning of the 1990s. In the basic form, a Balanced Scorecard consists of four perspectives: the financial, process, customer and potential perspective, each of which is subdivided into the objectives, key figures, targets and measures.
The implementation of a Balanced Scorecard is derived from the company strategy and corporate objectives, for example a 10% increase in sales in the coming fiscal year or the opening up of new sales markets. For a target / actual comparison, verifiable specifications are formulated in the form of key figures. A distinction must be made between clearly quantifiable key figures and purely qualitative, comparative key figures.
A navigation system for companies
For example, the following perspectives are evaluated:
The weakness of many balanced scorecard applications is the gap between the strategic and the operational level. In order to achieve optimal planning, monitoring and control of business processes at the strategic and operational level, a closed cycle is necessary at both levels with a clearly defined interface.
The process design and the definition of strategic and operational key figures, so-called key performance indicators (KPIs) are interlinked. Milestones at the strategic level are the actual analysis, the definition of corporate objectives, the definition of target values, the process design and the associated KPIs.
On the operational level, the design of the processes determines the planning of the performance, the execution and monitoring of the processes, the reporting, the analysis of the results and finally the adaptation of the plans and processes
Performance management pursues a proactive approach: By closely linking the strategic and operational level and the alignment to current business processes, faulty developments can be detected more quickly and corrections can be initiated in time.
This leads to the concept of the "Continuous Improvement Process" (CIP) in companies. The KVP encompasses the continuous further development of the product, process and service quality. Factors such as cost reduction, acceleration of business processes and quality improvement in internal processes and external processes play an important role here.
In conjunction with performance management, the KVP has the goal of anchoring the strategic targets in all areas of the company and ensuring day-to-day implementation. Performance management is thus becoming a navigation system for companies.
The Balanced Scorecard is one of the methods to efficiently ensure target orientation at all levels of the process model, up to the operational decoupling and control. The WebFOCUS Performance Management Framework (PMF) of Information Builders is, for example, certified by the Balanced Scorecard Collaborative (BSC).
With PMF and comparable solutions, companies are able to graphically depict their business processes and strategies and to monitor their effectiveness with balanced scorecards, qualitative success factors, cause-effect diagrams, as well as customized dashboards, and to optimize the strategy with the operational Business
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