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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 (120 min)

15:30 Coffee break (30 min)

16:00 Definition of the guidelines and action fields Moderation (60 min)

17:30 Feed bake the participants (30 min)

18:00 End of workshop

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Corporate and Environmental Analysis

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Corporate and environmental analysisMarket, Product, Competition

suppliers

markets

customers

products

competitors

actual future trends

5 6

7 8

11

9 10

1 2

3 4

1. What / Where are your current markets?

2. What / Where are your markets to be in the

future?

3. Who are your present (key) customers?

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?

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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Corporate and environmental analysisMarket, Product, Competition

suppliers

markets

customers

products

competitors

actual future trends

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Corporate and environmental analysis Success Factors of the Products

today future

e3-Q

competition

1 2

3 4

5

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.)

- 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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Corporate and environmental analysis Success Factors of the Products

actual future

Your company

competition

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Corporate and environmental analysis Change Driver for production

Change drivers /

triggers

Impact /

measures

in

the

past

product (Product Structure)

quantity

marketing action

technologies

markets (segmentation)

delivery times

in the

future

expected

1 2

3

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?

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Corporate and environmental analysis Change Driver for production

change drivers / triggers impact / measures

in

the

past

in the

future

expected

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Vision, Targets und Strategies

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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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Targets and Strategy DefinitionCorporate Vision, Targets and Strategy

1. Vision of brand and corporation ELV

2. Vision for the site

3. Meta targets of theCorporation for the site

4. Corporate Strategy for the site

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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Targets and Strategy DefinitionCorporate Vision, Targets and Strategy

Vision of brand and Corporation

Vision for the site

Meta targets of theCorporation 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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Suitability Analysis Site Sales

Targets

Strategy

Weaknesses of the existingfunctions

Strengths of the existing functions

Requirements for future functions

Restrictions

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Suitability Analysis Site Production

Flexibilität, Prozesssicherheit, Neue Produktionstechnologien, Automatisierungsgrad, Sauberkeit, Wandlungsfähigkeit (alles auf Rädern), Qualität, transparenter Transport, Bestände

Prozessorientierung, Modularisierung, Segmentierung, Automatisierung, Outsourcing, Wandlungsfähigkeit

Maschinen alt/neu; Personalstamm; Technologieeinsatz

Targets

Strategy

Strengths of the existingProduction

Requirements for thefuture production

Restrictions

Weaknesses of the existingProduction

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Suitability Analysis Site Logistics

Control principle, stock strategy, procurement strategy, one-piece-flow, structuring principle, Central / Distributed Storage (good entry, manufacture, shipment)

Procurement, control, shippingmacro-and micro-logistics

Targets

Strategy

Strengths of the existinglogistics

Requirements for thefuture logistics

Restrictions

Weaknesses of the existinglogistics

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

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

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Suitability Analysis Site Staff

Targets

Strategy

Strengths of the existingfunction

Requirements for thefuture function

Restrictions

Weaknesses of the existingfunction

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Suitability Analysis Site IT

Targets

Strategy

Strengths of the existingfunction

Requirements for thefuture function

Restrictions

Weaknesses of the existingfunction

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Suitability Analysis Site Quality

Targets

Strategy

Strengths of the existingfunction

Requirements for thefuture function

Restrictions

Weaknesses of the existingfunction

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Suitability Analysis Site Buildings, Site und Architecture

Targets

Strategy

Strengths of the existingbuildings/site

Requirements for the futurebuildings/site

Restrictions

Weaknesses of the existingbuildings/site

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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

• Marketing

• Sales

• Research & Development

• Production

• Logistics

Sub Project Responsible Due DateProcess

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Design Fields Support Processes

• Human Resources

• IT

• Quality Management

• Controlling & Finance

Sub Project Responsible Due DateProcess