In an environment of profound change, only companies that manage to produce flexibly and efficiently at the same time can be successful. Medium-sized companies in particular must therefore become "breathing companies" that are able to flexibly adapt their capacities to changing customer requirements and fluctuations in incoming orders. This is a major challenge for the organization of production and the entire value chain, but also for human resources management. Companies should have adaptation potential that can be activated quickly if necessary without costly measures. The resulting ability to react, together with flexibility, results in a company's ability to change. Production flexibility must be considered from a seasonal, economic and process-related perspective.
Selected questions on production flexibility:
- How do you design flexible, customer-oriented production?
- What is the importance of robust processes?
- How can you shorten set-up times?
- How can you decouple operating time and working time?
- Which working time models have a future?
- What is the significance of temporary employment?
See also: Work process; Working time arrangement; Change management; Efficiency; Leadership skills; Intelligent factory; Customer management; Market research; Organisation; Human resources management; Product management; Process optimisation; Re-engineering; Resource management Reference to QET guidelines: Q06 Change management; Q07 Human resources management; Q13 Succession; Q14 Resources; Q15 Processes; E09 Working time; T10 Suppliers; Q14 Resources