Kontinuierliche Verbesserung

Status quo is equal to moving backward

Continuous improvement is an evolutionary journey—not just the current state—for situations, systems, and processes. Today’s organizations are awash with data, providing endless opportunities to build incremental efficiencies in many areas.

To maximize improvement opportunities, CI initiatives focus efforts around specific objectives in order to drive targeted improvements.

Was ist Diagnostik?

Inject clarity and speed while ensuring the right results are achieved

  • Doing nothing is not a viable option! 

    To thrive you must continuously improve and refine all aspects of your business. Success is found in identifying the best areas for improvement to maximize value creation with the limited resources you have available.

  • Prioritize what’s most important

    Finding the most direct route to the best improvement opportunities yields greater results in an accelerated timeframe. Executing too many projects in an unfocused manner diminishes the potential for value.

  • Build and support analytic thinking skills

    Understanding how to use data to support analytic problem solving and decision making enables employees to pursue improvements and identify potential risks and opportunities.

  • Without sustainability, performance will regress

    After a period of time, people tend to revert back to the previous norm. Sustainability must be built into improvements so that change continues to be reinforced and measured going forward.

CI is more than transformational, enterprise-level changes

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When structured, analytic problem solving and decision making work in concert with Six Sigma and Lean initiatives, organizations maximize continuous improvement efforts to build quality and efficiency and to drive out waste.



After a major capital investment at its biscuit factory at Papakura, Griffin's needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime and planning deficiencies. Overall workflow was not conducive to producing at the lowest possible conversion cost.


Verbesserung der betrieblichen Effizienz


Verbesserung der Produktionsrate


Für die Gesamtergebnisse wurde die Betriebseffizienz (OE) - das Maß für die Leistung der Anlage im Verhältnis zu einer theoretisch maximal erreichbaren Durchsatzrate - zur Erfolgsmessung herangezogen. Um eine OE von 100% zu erreichen, muss die Anlage mit ihrer maximalen theoretischen Durchsatzrate ohne Ausfallzeiten und Produktabfall laufen. Am Ende des KT-Einsatzes erreichte die Anlage dies:


Reduction in change over time


BAE Electronic Solutions in Manassas, Virginia, was using multiple troubleshooting approaches with inconsistent, time-consuming results—and clients were noticing.


Savings from 10 largest applications


Anträge in 18 Monaten


In 18 months, BAE Manassas documented 68 applications, with the 10 largest yielding over $2 million in savings. Positive cultural changes came from increased interaction among the technical team, improved productivity and better morale. Customer quality assurance audits reported marked improvements in BAE’s ability to troubleshoot issues quickly.


Fokker wollte den Reifegrad seiner Problemlösung erhöhen. Dies bedeutete, die Qualität und Vollständigkeit der Informationen über Probleme zu verbessern, die Ursachenanalyse zu beschleunigen und die richtigen Personen zur richtigen Zeit einzubeziehen.


Million Euro decrease in spin-off costs


Verringerung der Nichtkonformität in 3 Jahren in bestimmten Abteilungen


Success has been measured in a drastic reduction in non-conformities which is saving millions of Euros yearly. A proactive culture has replaced the “firefighting” of reactive problem solving.

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