Appendix C 1 Suggestion Workshop Target Definition
09:00 Welcoming and target of the workshop
(10 min)
Expectations of the participants
(10 min)
09:30 Impulse paper (Overview Modern Factories)
(45 min)
10:30 Coffee break
(15 min)
10:45 Corporate and environmental analysis
(60 min)
11:45 Vision Targets and Strategies
(60 min)
12:45 Lunch
(45 min)
13:30 Aptitude test of the location
15:30 Coffee break
(120 min)
(30 min)
16:00 Definition of the guidelines and action fields Moderation (60 min)
17:30 Feed bake the participants
18:00 End of workshop
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(30 min)
Corporate and Environmental Analysis
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Fig. 1
Corporate and environmental analysis
Market, Product, Competition
1. What / Where are your current markets?
actual
2. What / Where are your markets to be in the
future
trends
future?
3. Who are your present (key) customers?
markets
1
2
customers
3
4
products
5
6
competitors
7
8
suppliers
9
10
4. What will be your future customers?
5. What products / services you offer today?
6. What products / services you offer in the future?
7. What are your present competitors?
8. What will be your future competitors?
11
9. Who are the current suppliers?
10. Who could in future be a supplier?
11. What influences, trends and developments are
important for your current or foreseeable markets/
customers / suppliers and competitors?
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Fig. 2
Corporate and environmental analysis
Market, Product, Competition
actual
future
trends
markets
customers
products
competitors
suppliers
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Fig. 3
Corporate and environmental analysis
Success Factors of the Products
1. What distinguishes your products or services
today compared to those of your competitors.
(Features / Features / Features). Why
customers buy from you and not from the
competition?
2. What will your products or services
distinguish in the future compared to those of
your competitors? (characteristics / specials /
features)
Why should you and future customers
do not buy from the competition?
3. What distinguishes the products or services
compared to your competitors? Why
customers buy from the competition?
4. What in future could distinguish the products
or services of your competitors over yours so
customers buy in the future from the
competition?
5. What influence can be envisaged, which are
currently or in the future for your products and
services important?
(materials, production technologies, customer
requirements, quality, production costs,
ousourcing etc.)
today
e3-Q
future
1
2
5
competiti
on
3
4
- Derivation of success factors (the importance of
competitive factors for the business position)
- Strategic success factors (these are important
for the current success of the company)
- Critical success factors (those correspond with
an distinct weakness of the company)
- Balanced competitive factors
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Fig. 4
Corporate and environmental analysis
Success Factors of the Products
actual
future
Your
company
competition
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Fig. 5
Corporate and environmental analysis
Change Driver for production
1. What were the main drivers in the past
which led to changes in your production?
How frequently do they appear?
2. How did the change drivers affected the
production concept, what measures have
been taken?
3. What are the main drivers that will change
in the future your production? With what
frequency its occurance is expected?
Change drivers /
triggers
in
the
past
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product (Product Structure)
quantity
marketing action
technologies
markets (segmentation)
delivery times
1
in the
future
expected
Impact /
measures
2
3
Fig. 6
Corporate and environmental analysis
Change Driver for production
change drivers / triggers
impact / measures
in
the
past
in the
future
expected
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Fig. 7
Vision, Targets und Strategies
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Fig. 8
Key Questions
From the brand and corporate vision the following questions are derived:

What is the vision for the site from the perspective of stakeholders
(owners, customers, employees, suppliers, investors and the region)?

What are the meta targets for the site? (global, local)

What is the strategy for the site? (global, local)
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Fig. 9
Targets and Strategy Definition
Corporate Vision, Targets and Strategy
1.
What is the vision of your company? (Leader,
definitely overnight, fast followers, best
partner in ..., a leading innovator)
2.
What are the meta targets of your company?
(Sales, return, delivery times, market share,
products, productivity, inventory turns,
inventory reduction, system capacity, quality,
versatility, volume / output, compared with
competition, etc.)
3.
Which strategy do you follow to achieve these
goals? (Cost leadership, pioneering strategy,
cooperation strategy, imitation strategy, niche
strategy, technology leadership, zero-defect
strategy, continuous improvement, process
orientation, emergency strategies such as
redundancy, scalability in small increments,
modularity, cost advantages, production
starts)
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1. Vision of brand and
corporation ELV
2. Vision for the site
3. Meta targets of the
Corporation for the site
4. Corporate Strategy for the
site
Bild 10
Targets and Strategy Definition
Corporate Vision, Targets and Strategy
Vision of brand
and Corporation
Vision for the
site
Meta targets of the
Corporation for the site
Corporate Strategy for the
site
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Planning Frame

The planning framework determines which objects should be treated
in the master plan and accordimng to which guidelines this should take
place.

On the basis of the defined objects, targets, strategy, strengths and
weaknesses are observed and from that future requirements are
generated.
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Fig. 12
Suitability Analysis Site
Sales
Targets
Strategy
Weaknesses of the existing
functions
Strengths of the existing
functions
Requirements for
future functions
Restrictions
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Bild 13
Suitability Analysis Site
Production
Targets
Flexibilität, Prozesssicherheit, Neue Produktionstechnologien,
Automatisierungsgrad, Sauberkeit, Wandlungsfähigkeit (alles auf
Rädern), Qualität, transparenter Transport, Bestände
Strategy
Prozessorientierung, Modularisierung, Segmentierung, Automatisierung,
Outsourcing, Wandlungsfähigkeit
Weaknesses of the existing
Production
Strengths of the existing
Production
Requirements for the
future production
Restrictions
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Maschinen alt/neu; Personalstamm; Technologieeinsatz
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Suitability Analysis Site
Logistics
Targets
Delivery time, inventory level (production, storage), inventory turns, cycle
time, utilization, delivery reliability, prority rules, no multiple handling,
software (yes / no), cranes, forklifts, etc. (yes / no), material flow length,
transport routes
Strategy
Control principle, stock strategy, procurement strategy, one-piece-flow,
structuring principle, Central / Distributed Storage (good entry,
manufacture, shipment)
Weaknesses of the existing
logistics
Procurement, control, shipping
macro-and micro-logistics
Strengths of the existing
logistics
Delivery time, inventory level (production, storage), inventory turns, cycle
time, utilization, delivery reliability, prority rules, no multiple handling,
software (yes / no), cranes, forklifts, etc. (yes / no), material flow length,
transport routes
Requirements for the
future logistics
Restrictions
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Suitability Analysis Site
Staff
Targets
Strategy
Weaknesses of the existing
function
Strengths of the existing
function
Requirements for the
future function
Restrictions
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Suitability Analysis Site
IT
Targets
Strategy
Weaknesses of the existing
function
Strengths of the existing
function
Requirements for the
future function
Restrictions
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Suitability Analysis Site
Quality
Targets
Strategy
Weaknesses of the existing
function
Strengths of the existing
function
Requirements for the
future function
Restrictions
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Suitability Analysis Site
Buildings, Site und Architecture
Targets
Strategy
Weaknesses of the existing
buildings/site
Strengths of the existing
buildings/site
Requirements for the future
buildings/site
Restrictions
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1.6
• Guide Lines for Factory Design
• Working Packages
• Evaluation Criteria
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Guide Lines for the Development of the Site
Here the main guide lines for the development of the site are set.
Examples (without scoring or weighting)
• Appearance adequate to the brand
• Create an attractive working environment
• Sustainable construction
• Minimize energy consumption
• Map the process chain
• Communications fostering structures
• Follow Lean management principles
• Ensure changeability at all levels of the site (work place, cell, segment,
building, location)
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Working Packages
• The work packages specify which specific sub-projects must be set up.
• For this purpose, time and cost targets have to be defined.
• From that follows a rough project plan with project organization and
responsibilities
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Design Fields Core Processes
Process
•
Marketing
•
Sales
•
Research &
Development
•
Production
•
Logistics
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Sub Project
Responsible
Due Date
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Design Fields Support Processes
Process
•
Human Resources
•
IT
•
Quality
Management
•
Controlling &
Finance
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Sub Project
Responsible
Due Date
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