Performance Management
Implementation of a cross-company and
systematic target system to promote
continuous improvement.
Adapting to new situations and challenges is critical to the success of any company. The future has many faces: leaner processes, agile ways of working, systematic digitalisation, operational excellence, targeted change management, improved leadership.
- Mastering profound transformation
- Managing & implementing change sustainably
- Actively shaping cultural development
- Achieve agile, faster, better results
- Become and remain fit for the future
- Systematically optimise day-to-day business
OUR OFFERS
Efficiency programmes
Systematic reduction of waste in
order to increase profitability
(lean management).
Agile process optimisation
Streamlining, digitalisation and automation to
increase process performance on the basis
of Lean Six Sigma.
Organisational & corporate development
Strengthening an efficient attitude and structure
against the backdrop of constantly changing
challenges.
Change Management
Design and implementation support
for complex change processes.
Transformation programmes
Designing and supporting comprehensive
reorganisations to adapt to new realities.
Culture Development
Through targeted culture & future development
we create the conditions for long-term
lasting competitiveness.
Process digitalisation
New solutions through digitalised processes and the
realisation of relevant customer requirements.
Shopfloor management
Sustainable management of optimised value
optimised value chains at the point of action.
Transformational development
Adapting to new realities by actively shaping the future
The current need of many companies to realign themselves usually requires a holistic and systematic approach. Individual measures are at best a start but rarely the solution for fundamental and sustainable improvement or transformation. The prerequisite for this is a functioning performance management that involves the entire organization and enables collective development. KEY VALUES transformation consulting creates the basis for suitable action programs and targeted change. This also applies to the digitization of business units, processes and digital customer contact. Our digital audit includes an inventory and derived measures for a realistic and value-adding digitization and a learning organization. But emissions also need to be measured, evaluated and documented in the area of corporate sustainability. We will be happy to show you how this can be designed as data-based as possible and integrated into the organization.
Efficiency programmes: Data-based efficiency improvements in a short time
Data is one part of the truth, interpreting it in context is the other. Digitisation without digital data is hardly imaginable today. We rely on data analyses with state-of-the-art software as the basis for better decisions. Our efficiency programmes cover the entire value chain from cross-company data collection to measurable efficiency increases and effort minimisation. This includes the mapping of actual company processes, the identification of cost drivers or missing parts, the early detection of risks in the supply chain, unproductive waiting times or unnecessary transport routes.
Setting the course for professionalisation – Business & Operational Excellence
Many companies and employees suffer from inefficient process management, conflicting goals, measures that fizzle out, inadequate control mechanisms, inadequate measurability and evaluation, unused opportunities and high risks. All of these are fundamental weaknesses in operational business operations and thus sustainable blockages to success. Business and Operational Excellence focuses on essential direct and indirect customer and market requirements, requirement priorities, functional analyses, alternative rough concepts, as well as permanent optimisations at product and process level. This also includes the streamlining of processes.
Go new ways
Transformation management
Getting big changes on the right track
Sustainable change processes are a major challenge today. As a rule, they are cross-company with different stakeholders and interests. They take both companies and employees out of their comfort zone, overwhelm many employees and can paralyse entire companies instead of moving them forward. This makes it all the more important to provide clear orientation in transformation processes: Mission statement, rationale, approach, participation are just a few key terms of an internal navigation system for successful transformation.
Process analysis and process design – measurable optimisation of interaction
Implementing change but leaving everything as it is – that doesn’t work. Often it is cumbersome processes, their lack of documentation and visualisation, inadequate control, interface problems or lack of integration that hinder companies on a daily basis and drive employees to despair. A systematic process analysis and a process design adapted to the situation help to stabilise the “backbone of the company” and to coordinate all resources productively. Process management does not mean having the right tool or the right IT, but that processes are designed efficiently and effectively. Agile process optimisation can also be a good starting point here.
Shaping the future together.
Mastering transformation
Preserving the tried and tested and making everything else better
Accompanying transformation processes means specifically supplementing internal competencies with external knowledge, methodology and experience. KEY VALUES is a sparring partner, auditor, initiator and supporter of project management.
Securing operational capability – managing operational excellence
Pragmatic implementation does not take place in the delivery of extensive power-point presentations, but rather jointly “on-the-job”. Only in this way can we jointly ensure the lasting effectiveness and successful implementation of new goals, strategies, processes, structures and steering mechanisms. It is also crucial that companies do not allow themselves to be imposed with just any master plan, because every company is different and therefore needs a “tailor-made suit” and not an “off-the-peg solution” that does not fit at all.
Culture and future programmes can turn visions into reality – but not magic.
Lost touch? Situation tense? Trench warfare instead of consensus on goals? Sometimes a fundamental culture and future programme is the last chance to become competitive or sustainable again. When waterfall organisations get in their own way or board members sit out urgently needed changes before retirement, in short: when all efforts to improve seem to fail, a fundamental reorientation is necessary. Everything is put to the test and first the conditions for a new start are created. In a transformation process that usually lasts several years, the necessary measures are assessed according to priority and feasibility.
