EUROPE trainings for all levels of hierarchy and initiated a shop floor management initiative to make sure this could be communicated on a daily basis – we are always trying to support our staff and are doing as much as we can to help them .”
Manufacturing transformation Since implementing these fundamental changes , the company has been able to focus substantially on reducing lead times while increasing volume flexibility , which has had , amongst other things , a profound effect on its ability to exceed the demands of its customers .
Buchwald explains : “ To be really prepared and to have different abilities to our competitors , we need to have all necessary parts before final assembly . With this concept , we really try to use the customer order as the consumption trigger and then , based on this order , we do an assembly on what the customer really needs - our customer then has the opportunity to choose between a large variety of hardware and software based options – and this combined with stable lead times whatever high the demand is .”
“ We started with the vision for one day turnaround time production and supply chain with a clear belief to invest in flexibility instead of a forecast process and to reduce logistics cost and cost of sale to increase EBIT ”
– Markus Fischer , Director of Corporate Supply Chain Management , Memmingen plant
www . rohde-schwarz . com 69