Business Excellence


Schema Business Excellence

Keeping the focus on clients, employees and processes form the basis of the excellence philosophy. It provides the foundation of process management and should become the attitude of the entire company:

Business Excellence
1 Kundenorientierung
  • angepasste Qualität: Erfüllung der Kundenanforderungen
  • werthaltige Prozesse sind auf den Kunden ausgerichtet
  • Etablierung von "on time" / "in quality" / "in volume"
2 Prozessorientierung
  • Schaffung von fliessenden Prozessen, welche Probleme zu Tage fördern
  • Elimination aller Bestandteile, welche nicht werthaltig sind
  • Verwendung von pull-Systemen (S & OP), um Überproduktionen zu vermeiden
3 Mitarbeiterorientierung
  • Aufbau von Führungskräften, welche den "Mindset" mittragen und vorleben
  • Respektierung, Entwicklung und Forderung der Mitarbeiter
  • Generieren von Mehrwert für die Organisation
  • Vermeidung von Blindleistungen
  • bewusste & angepasste Verwendung der Arbeitskapazität

Capacity Demand

Business excellence focuses on customers, processes and employees. The process is flexible in catering to customer needs. However, because the isolated (mechanical) process cannot be seen in isolation, it follows that the employees’ work input must be taken into account as well. This is a tricky business, as it often involves interfering in habits and established ways of doing things. Read how you can implement this flexibility simply – without antagonising the workforce.

Annual working hours have what we believe is an undeservedly bad reputation among company employees. That’s why we say straight away: annual working hours are not the same as a zero hours contract! While zero hours contract workers only get the hours they worked paid out at month end, the employer always pays the fixed monthly salary once annual working hours have been introduced.
The first priority is to give managers flexibility in assigning work to their employees and in keeping to departmental planning goals. Furthermore, this flexibility must be monitored at the company level to ensure that working contracts are always within the law.
This is why a “traffic-light system” is used for each area of application. A colour-coded account at department level serves as a simple variable for S & OP and ensures that all required employees are present if needed to satisfy production capacities. In this way, short notice emergency solutions can be avoided – hiring temporary workers, for example, which should not only be avoided because of the higher cost, but also because of the lack of knowledge.
The colour-coded accounts at employee level enable line managers to plan the working hours of their employees individually to the department’s targets, and gives them a certain cushion (flexible band to ensure targets are met). On the one hand, this freedom is constricted by two factors: if the need for hours exceeds a certain internal limit (e.g. +/- 80 hours for an employee) the extra need must be approved by someone in a senior position (executive management as a rule). On the other hand, the legal limits must be clearly and understandably explained to the line managers (for example, employees may work no more than 55 hours in a week, even if they have enough of a cushion in their colour-coded account).
As for the employees, the colour-coded accounts give them a quick and easy way of checking the balance of their hours whenever they want. Experience shows that, especially in the case of minus hours, this visual set-up is hugely important as the shortfall or surplus in hours within a period time frequently give rise to uneasiness.
The following overview should make this clear:

Annual working hours model
  • the total working hours covers the maximum permissible working periods allowed by the employer/legislation
  • service hours are defined by the employer for each department
  • individual working times are organised by the department in such a way that the defined service hours are covered
Logo von S & OP.
  • colour-coded accounts are introduced at the department and employee levels
  • at the same time, target working hours are set for a planning period at the department level and compared with current values...
  • ...employee overtime is managed

S & OP

S & OP will connect the sub-processes of process analysis, structuring and working hours model as described above and from this will develop a highly efficient supply chain process with the following goal:

“The development of unlimited demand and comparison with capacity limitations, customer requirements and financial targets to maximise profitability.”

First and foremost, the deployment of S & OP at the supplier permits forecasting suited to the customer’s needs. If the customer does not have requirement figures, kanban standards could also be reliably met.

Agitaris has adapted S & OP from its application in big industry to the needs of SMEs and will introduce this management tool in your company with our guarantee of success.

informations about S & OP: