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Automotive

With the right turning of the productivity wheel.

Overcapacities of approximately 20 percent have led worldwide to further decreasing profit margins.  Often in the last five years has less than one percent of the automotive industry achieved a profit margin adequate to cover even the cost of invested capital.  Furthermore, the hope of escaping diminishing returns through the growth of emerging markets has yet to be fulfilled.  The markets in Asia, South America and Eastern Europe have themselves only slightly boosted global sales.

Automotive manufacturers can only counteract this situation with a reorganizing of their business models.  Here, the aim is to optimize areas of business decisive for the future, such as value-adding, driving of innovation and organization, and point-of-sale inspection.  The level of in-house production is a key question for the future.  In the past, nearly all manufacturers have outsourced the production of essential components in order to minimize their vertical range of manufacturing.  For instance, Asian manufacturers are achieving great success with worldwide joint ventures.  But reintegration of individual components can be wise, since profits can also be achieved in production.  This is shown by suppliers who have achieved an average profit margin from between five to seven percent.

No less important is organizational control.  All companies in the automotive industry suffer from increasing complexities.  The big automotive manufacturers are present throughout all markets world-wide and must meet the increasingly diverse customer segments with an ever-increasing line-up of models.  Each company must further develop its culture in order to be more competitive.

The strategic redirecting of existing manufacturing processes is one of our core competencies.  We scan defined processes for our customers and, taking into account existing restrictions, compile lean production processes, corresponding logistics concepts, and efficient material flows.  We create transparency through the use of lean concepts and methods in internal plant workflows.  Material flow reorganization leads to clear interfaces within processes, a reduction in operational steps, and the freeing-up of occupied space in plants.  The synergy of reorganization has a positive effect on the further dynamic growth of the companies.  We consult and support our customers with the introduction of new processes until complete integration is realized in the plant.  The implementation support during the installation of for example Kanban, E-Kanban or the setup of supermarkets in production is all based on standardized procedures.