Albert Craiss GmbH & Co. KG is testing a new approach to shop floor management. Over the past 22 months or so, the hierarchy at the Schwandorf warehouse has had a flatter structure, tasks are distributed openly across all levels and the focus of all activities is on optimising the value chain. In order to measure success, all processes are continuously and systematically checked. This has significantly improved both the quality of the services and the working atmosphere. The logistics service provider at the Schwandorf site will go on testing this enhanced leadership concept until March. If the positive first impressions are confirmed, the adaptations will also be implemented at other locations.
“We are always striving to increase the satisfaction of both our customers and our employees. That is why we regularly check to see whether technical or structural innovations can help us improve even further," says Jörg Schneider, Director of Contract Logistics at Albert Craiss GmbH & Co. KG. This was the background against which the logistics service provider allowed Nils Ebert, a dual studies programme student, to examine the existing shop floor management at the Schwandorf site, starting in March 2018, and to expand it using other available means. He identified the potential of lean management approaches for Craiss in a number of academic papers. "The results of his studies convinced us that we should be breaking up the old structures," says Schneider.
Work processes were adapted in the wake of this, with the focus no longer being on departmental or company goals but on the activities needed to meet customer requirements. Hierarchies were flattened in order to achieve this. Managers no longer merely control processes but also actively support, challenge and encourage workers on the shop floor. In addition to this, the flow of information was improved across all levels, and tasks were allocated clearly and openly. The entire value-added process is also controlled in a structured way using, for example, KPIs (Key Performance Indicators) and value stream analysis.
Initial results show that the new shop floor management is fulfilling its purpose: Craiss has increased productivity in Schwandorf. Decisions are made more quickly, resources are used more efficiently and work processes are almost trouble-free. "The value-added process is more stable than it was before and it is easier for us to go on improving our services," says Schneider. But it's not just the customers who benefit. The working atmosphere is also more pleasant. Employees at all levels are more relaxed with one another and show greater motivation.