Service area
Performance is created where the process runs.
We at Röhrig Industrie Consulting analyse processes at the point of value creation — in manufacturing, logistics, work preparation and order processing. We cut friction, put binding standards in place and anchor steering systems that keep running after the mandate.
Scope of work
- Value stream and process analysis in production, logistics and administration
- Bottleneck, set-up time and lead time optimisation
- Lean management and standardisation of workflows
- Shop floor management and daily steering routines
- KPI and metric systems from the board down to the line
- Material, scrap and quality cost programmes
- Inventory and working capital management
- Organisational development: roles, interfaces, responsibilities
- Enabling managers and anchoring it in normal operations
Processes that have grown over time are rarely badly planned. They have been adapted to special cases for years, until set-up times, rework and coordination loops became normal. So we do not start with a target picture but with a survey on site — value stream, cycle, bottleneck, material flow and the interfaces between sales, work preparation, production and maintenance. Out of that comes a list of levers priced in euros rather than in maturity points: lead time and on-time delivery, material usage and scrap, inventory and tied capital.
Work proceeds in a fixed order: first the causes with the largest contribution to the result, then the standardisation that holds the effect — defined workflows, clear roles and a management system that makes deviations visible the same day. Lean methods are a tool, not a programme name. Every measure gets a target figure, a deadline and an owner, and is tracked against plan in controlling so the effect stays stable after the mandate ends.
Typical situations
- Productivity and lead time
- Utilisation is high, on-time delivery is weak anyway. Bottleneck analysis, set-up time reduction and matched cycles bring lead time and delivery reliability back into a plannable corridor.
- Material cost and quality
- Material usage, rework and quality costs run over plan without anyone naming the causes. We make them visible per product group and process step, and remove the causes together with the line.
- Inventory and tied capital
- Inventory ties up liquidity without securing delivery capability. Planning rules, lot sizes, replenishment times and safety stocks are reset and tracked in the reporting.
- Steering without effect
- The metrics exist but lead to no decision. We reduce them to the few that steer, anchor them in standing meetings and connect them to clear escalation rules.
Engagement model
- Reporting cadence
- Weekly in the line, monthly in the steering committee
- Steering
- Cash and KPI steering
- Typical duration
- 3–9 months