From the author:
Meeting the challenges
There is simply no free capacity, which can be targeted with the innovations of the 4.0 era.
Regardless, the rapid development behind industry 4.0, the fourth industrial revolution, is unstoppable. It is considered a decisive factor for future corporate success. In order to Company do not stand still or even fall by the wayside in the innovation competition, it is important to face the new challenges at an early stage.
The way to industry 4.0
The adjustments to the industry 4.0 have to take place parallel to already existing projects in the company and are therefore in the middle of the multiproject business.
Important: Only when change itself is viewed and accepted as a full-fledged and future-oriented project can companies make their way to Industrie 4.0 holistically.
3 Steps for the customization process
To ensure that the necessary adjustment processes are not stalled, a well thought-out approach is required:
A simple, tight-minded control, clear and robust priorities, enterprise-rather than range-optimization, and a focus on speed ensure that projects flow in three steps:
1. Keep WIP level low
If the workload (WIP) is too high, projects block each other. In order to be significantly improved, the company reduces the work-in-process to a meaningful level and then ensures that the reduced WIP level is maintained.
Therefore, some of the projects are first “frozen”, which speeds up the processing of the projects that have not been frozen. The frozen projects can then be gradually “thawed” again in a controlled manner. When starting the new projects, make sure that the work in process does not “splash up” again. For this purpose, the projects are staggered based on their strategic priority at the company's bottleneck.
2. Necessity: individual collateral!
Collateral is required in the project business, without which no project can even be anywhere near reliable. If employees are assessed on an individual deadline, they (and their managers) plan for and use significant individual collateral.
However, the projects on the schedule require more time than is actually necessary and are also not reliable. In order to optimize significantly, the company implements a work in which the fastest possible processing of each started task is at the forefront.
3. Long-term improvement
To improve significantly, the company provides resources and all management functions (resource, project and top managers) with clear, robust and synchronized operational priorities. The consequence of this is that ...
- Resource Manager: Start projects in the right order for the company, equip them optimally with resources and protect the employees from disturbances that support multitasking.
- Project Manager: take care of the preparation of non-started project processes and support the resources in the execution of active processes.
- senior executives: can be excluded from project realization and only intervene where their support can make a significantly accelerating contribution.
Conclusion: Speed and reliability are in demand
As 4.0 becomes more customized and custom solutions in the industry, the ability to deliver projects reliably, agile and quickly becomes more important. The reality, however, looks very different:
Especially in (information) technology-oriented companies the reliability and speed of the projects decreases - despite the use of so-called agile methods. A new, simple and flexible multiproject management is required. Projects 4.0 can flow when companies learn to think new in some areas and have the courage to go new ways. They are therefore prepared for the challenges of the fourth industrial revolution.
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German edition: ISBN 9783965960725
English version: ISBN 9783965960732 (Translation notice)
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