Bøker av Otto Wassermann

I Short Version For Readers In A Hurry.- 1. The Market.- 2. The Objectives.- 3. The Supply Chain Concept.- 4. How to design the supply chains in your company to be on time and on schedule.- 4.1 The main cause of tardy supply chains.- 4.2 The vision of an enterprise that is consistently on time.- 4.3 Realizing an enterprise that is continuously true to schedule.- 4.3.1 Supply chain management (SCM).- 4.3.2 Visualization of the supply chain.- 4.3.3 Realistic supply chain planning.- 4.3.4 Planning and control that eliminate bottlenecks and waste.- 4.4 Your enterprise is now an attractive supply chain partner.- 5 Be even more successful with inter-company supply chains.- 5.1 What good is a supply chain that consists of optimized individual firms?.- 5.2 The lucrative supply chain partnership.- 5.3 What needs to be done?.- 5.4 The advantages of supply chain implementation.- 5.5 There is no Good unless it is done.- 6 What other benefits can you derive from the supply chain concept?.- 6.1 Lower your artificial overhead costs.- 6.1.1 Perform a value analysis of your supply chains.- 6.1.2 Dimension your overhead and engineering departments to meet demand.- 6.1.3 Control your overhead and engineering just like your value adding workforce.- 6.1.4 Identify your "cost drivers".- 6.1.5 Lower overhead costs permanently.- 6.2 Better decisions on the basis of process costs.- 6.3 Lower the break-even point for your enterprise.- 6.4 Organize storage levels in your supply chains.- 6.5 determining your inventory volume yourself.- 6.6 Your employees as entrepreneurs.- 6.7 An organization structure geared to the supply chain.- 7. Fine tuning your enterprise with Supply Chain Management (SCM).- 8. Evaluation of economic efficiency.- 9. Prospects of the supply chain concept.- 9.1 The supply chain-compliant software environment.- 9.2 System leaders offer single-source supply chain accelerators.- 9.3 Real-time control of the supply chain.- 10. Notes on the following detailed chapters.- II. The Intelligent Enterprise.- III. The intra-corporate Wassermann Supply Chain Philosophy.- 1. Objectives of the intelligent enterprise.- 2. The tasks.- 3. The basic elements of the Wassermann Supply Chain Philosophy.- 3.1 The human element at the heart of things.- 3.2 The efficiency rule.- 3.3 The 20/80 rule.- 3.4 The simulation concept.- 4. Revenue and time-saving potentials within supply chains.- 5. An incredibly profitable vision.- 5.1 The proactive harmonization of resources.- 5.2 The continuous reduction of throughput times.- 5.3 Quintessence for a profitable enterprise.- 5.4 The backlog-free performance process.- 6. Actual Situation: the performance process riddled with bottlenecks and waste.- 6.1 Cause 1: No one feels responsible.- 6.2 Cause 2: The inaccuracy of basic data.- 6.3 Cause 3: Imminent bottlenecks are not identifiable.- 6.3.1 The fatal consequence of backlog.- 6.3.2 The unrealistic logic in planning of most ERP systems.- 7. Professional Planning and Control.- 7.1 Supply chain management.- 7.2 Visualization of the supply chain.- 7.3 Requirements for realistic and feasible planning.- 7.3.1 Supply chain simulation.- 7.3.2 Bottleneck workplaces.- 7.3.3 Primary data for the supply chain simulation.- 7.3.4 Output of the Supply Chain Simulation.- 7.4 Intelligent planning and control.- 7.4.1 Complete resource harmonization.- 7.4.2 Guaranteed on-time, feasible work on hand.- 7.4.3 Paperless control.- 7.4.4 Snow and rain events.- 7.4.5 Simple acknowledgment.- 7.4.6 The unnecessary electronic control station.- 7.4.7 Accurate planning and scheduling for your suppliers.- 7.4.8 Trigger production documents.- 7.4.9 Expert groups in a customer/supplier relationship.- 7.4.10 Your process drivers react immediately to changing market demands.- 8.The proactive delivery and inventory policy.- 8.1 Reasons of excessive capital tie-up.- 8.1.1 Throughput times which are much too long.- 8.1.2 The performance process that has yet to be harmonized.- 8.1.3 The unspecific, ove...

Niemand auf der Welt kennt die Schwachstellen im Unternehmen besser als jene, die seit Jahren tagtäglich darin arbeiten. Und sie haben längst gute Ideen, wie sie diese beseitigen würden. Außerdem beneidet uns die ganze Welt um die gute Ausbildung und Disziplin unserer Mitarbeiter. Deshalb nutzen die ¿Wassermänner¿ das Wissen, das Engagement und die Ideen dieser wertvollen Menschen zum Aufbau hocheffizienter Unternehmensorganisationen. Vorbild für hocheffiziente Unternehmensorganisationen sind dynamische Startups sowie inhabergeführte Kleinunternehmen. Trotz ihrer sehr begrenzten Markt- und Finanzmacht lehren sie die etablierten Unternehmen mit ihrer Schnelligkeit, Flexibilität, Effizienz und unbedingter Kundenfokussierung immer wieder das Fürchten. Also organisieren die ¿Wassermänner¿ etablierte Unternehmen um in einen lukrativen und attraktiven Verbund hocheffizienter Kleinunternehmen. So gelingt es, der wertvollen Erfahrung, Markt- und Finanzmacht der etablierten Unternehmen die wettbewerbsrelevante Schnelligkeit, Flexibilität, Effizienz und Innovationskraft der Kleinunternehmen hinzu zu fügen. So entstehen offensichtlich unschlagbare Unternehmensorganisationen.