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Increasing Overall Performance
Up until now the approaches which have been described have touched upon the multidisciplinary optimization of elements from the value chain. W&P, however, offers solutions in terms of comprehensive optimization approaches for various parts of the company (i.e. factories, subsidiaries, divisions) or the entire company. Accordingly, these comprehensive approaches can be broken down into the following three categories:
- Cost Reduction Programs:
In our current crisis, many companies are unfortunately confronted with substantial and partially radical cost cutting programs. As a result, all cost structures are under examination. HR can reduce costs by abandoning contract workers, short-time work or - at the end of the day - rationalization programs. At the same time, if feasible, a targeted process analysis based upon the optimization of processes, i.e. in the supply chain should be conducted because blindly decreasing the headcount most often leads to a considerable loss of know-how, which greatly inhibits the growth of a company during a growth phase. Material costs, i.e. with design-to-cost and working capital management or vendor programs can be decreased. Third-party service costs can be reduced for example by way of targeted insourcing.
- Programs for Increasing Performance:
Often the best and purposeful solutions are performance increasing programs, which offer an intelligent combination of cost optimization and performance design. The foundation is a comprehensive process analysis, which demonstrates the places where process inefficiencies do not lead to competitive costs and where resources and know-how development can lead to an improved competitive position. It is fair to say that such programs often leave considerable impact on the employees, even when the number of workers remains the same or increases. Because for the most part it is determined that the employees from the no longer applicable process cannot simply be utilized in new programs. Also, further qualifications only solve a part of the problem.
- Reconfiguration:
Reconfiguration is understood to be the basic realignment of a company or a corporate area resulting from an adjustment or change to the business model. Examples include the basic task of the production function of many mobile telephone providers in recent years and their outsourcing to service providers such as Flectronics. Accordingly, the company understands itself to be a brand manager, which primarily differentiates itself through production definition and its marketing.
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