PROFITABILITY AND COMPETITIVE ADVANTAGES THROUGH LEAN ORDER FULFILLMENTA White Paper from Staufen AG
ORDER FULFILL MENT
2 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
3 Summary
4 Individualization forces mechanical engineers to change
4 Meeting customer expectations
4 Focus on product instead of customer as king
6 Orderfulfillmentascoreprocess
6 Definitionoftheorderfulfillmentprocess
7 Designandcomplexityoftheorderfulfillmentprocess
dependontheorderclasses
7 AssemblytoOrder(ATO)andMaketoOrder(MTO)
7 EngineertoOrder(ETO)
8 DeveloptoOrder(DTO)
9 Importanceoftheorderfulfillmentprocessforthesustainable
successofthecompany
10 Deliveryperformance
10 Costs
10 Quality
11 CharacteristicsofaLeanorderfulfillmentprocess
12 Procedure and methods for introducing a Lean
orderfulfillmentprocess
13 1. Disturbance-Free
13 2.Flow
13 3.Rhythm
13 4.Pull
14 Thedesignoftheorderfulfillmentprocessisamanagementissue
16 Leanorderfulfillmentinpractice:TheexampleofAerzen
19 Conclusion
Content
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 3
ThemechanicalandplantengineeringindustryinGermanyisfacingmajorchanges.The
focusisnolongerontheproductasamasterpieceofGermanengineering,butoncom-
pleteproduct/servicepackages.Whatisneededaresolutionproviderswhoknowtheir
customers'needsandprocessesinsideoutandofferthemtailor-madesolutions.
Achangethatisnoteasytomanageformechanicalandplantengineers.Especiallyas
customers are also becoming more demanding. They demand ever shorter delivery
timeswithhighdeliveryreliabilityandamaximumdegreeofindividualityandflexibility.
Asaresult,manycompaniesintheindustryfindthemselvesinaprecariousconflictof
objectives:Althoughtheywanttoaccommodatetheircustomersasmuchaspossiblein
allrespects,theystrugglewithfrictionallosses,clarificationloopsandrescheduling.The
result:Companies'processflowisstagnatingmoreandmore,andcostsarerising.At
thesametime,technicalprogressincreasesthecomplexityofproductsandprocesses.
Themainleverformeetingthechallengesaheadliesinoptimizingorderfulfillment.This
is thebackboneof plant andmechanical engineering. It determinesboth theperfor-
manceperceivedbythecustomerandthefinancialsuccessofthecompany.
Althoughitisherethatallinterfacestothecustomeraremanaged,mechanicalandplant
engineersdonottypicallyattachtoomuch importancetoorderfulfillmentprocesses.
Aself-perceptionas"ingenious inventors" insteadof"customerunderstanders" isstill
predominantincompanies.Manycompaniesarealsonotfullyresponsiblefororderful-
fillment.Rather,alackofcentralcoordinationpromotesdepartmentalandsilothinking.
This typeoforganization is thereasonwhydepartmentalobjectivesareoftensought
insteadofoveralloptimization.Frustrationisthenaccordinglyhigh,whenthe"customer
asking"looksforthecorrectpartnerinvain.
This problem can be solved by consciously designing the order fulfillment process
according to the principles of Leanmanagement. The focus here is on a consistent
orientation toward value creation from the customer's perspective, from incom-
ing orders to successful commissioning. As a result, throughput times can be re-
ducedby 20 to 35 percent anddeadlines can bemet atmore than 95 percent. This
increases customer satisfaction, customer loyalty and lowers costs, thus making a
lasting contribution to the company's success. The order fulfillment process is in-
creasingly becoming a core competence of successful mechanical and plant engi-
neers. This white paper shows what distinguishes the order fulfillment process and
thedetailsofwhichapproachesareavailabletocompanies.
Summary
4 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
Individualization forcesmechanical engineers to change
Meeting customer expectations
Customershavebecomemoredemandingandsetnewstandardsintermsofdelivery
performance.Theyseekcustomizedconsultationandproductdesignaswellasaccom-
panyingservices.
Thefocusisthereforenolongerexclusivelyonproducts,butalsoonknowledgeofcus-
tomerprocesses.Ininternationalcomparison,customersexpectmechanicalandplant
engineerstotransformintosystemandsolutionproviders.
Inordertoremaininternationallycompetitiveasacompany,thisdevelopmentmustbe
recognizedandintegratedintobusinessprocesses.Mechanicalandplantengineersare
forcedtobringtheirbusinessmodels into linewith increasedcustomerexpectations.
However, thedemandtooffer individualizedservices requiresahigh levelofprocess
competence.
Thecurrentstudy"BestStrategy2018,"forwhichmorethan200companiesweresur-
veyedbyStaufenAG,underlinestheimportanceofcustomerproximityasafactorfor
economicsuccess.Thesecompaniesareamongthetopperformerseitherintheirindus-
tryorintheirsegment.Aclearstatementfromworldmarketleaders:Customerproxim-
ityisandremainsthemostimportantfactorforsuccess(seefigurep.5).
Focus on product instead of customer as king
Until now, thinking in the field ofmechanical andplant engineeringhas beendriven
primarilybytechnology.Thefocusisonimprovingthepropertiesofanexistingproduct
inordertobringituptothecurrentstateoftheart.Withthisapproach,thecustomer's
needsoftenonlyplayarolewhenitcomestosales.
Itisthereforeimportanttoconsistentlyalignallareasofthecompanytoincreasingcus-
tomer value. This requires specific knowledgeof theprocesses and real problemsof
thecustomers.Thisistheonlywaytoofferthemtherightcombinationofproductsand
services.Thisalsoincludesqualityfeaturesandfunctionsoftheproductsaswellasthe
appropriate services.
German companies still tend to over-engineer. Whereas very complex, high-quali-
ty solutions are often important for domestic customers, this does not necessarily
alsoapplytocustomersinothermarkets.Inordertoremaincompetitiveheredespite
growingcompetition,forexamplefromAsia,standardvariantsmustalsobeoffered.
Itshouldalsobenotedthatcustomers'purchasingbehaviorisalsoundergoingchange.
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 5
Theynolongerwanttocoordinateawiderangeofsuppliersbutratherhavesolutions
fromonesource.Theyareincreasinglyresortingtointernationalprocurementnetworks.
Atthesametime,customershavebecomemoreprice-sensitive,punishdeliverydelays
moreseverelythanbefore,demandclausesonplantavailabilityorpassrisksontotheir
suppliers.Formachineandplantengineers,thisnotonlyleadstogreatercostpressure,
butalso,amongotherthings,to increasingdemandsonproductdevelopmentandall
fulfillmentprocesses.
0 % 20 % 60 % 100 %80 %40 %
Customerproximity
Product range
Innovationstrategy/capability
Corporateculture
Humanresourcespolicy
The following factors contribute to the company's success:
Industryevaluation: Mechanical and plant engineering
12% 37% 45% 6%
57% 40%
43% 40% 15%
12% 50% 35%
42% 52% 6%
veryhigh high lower none
2% 1%
0%
2%
3%
6 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
Order fulfillment as core process
Definition of the order fulfillment process
Theorderfulfillmentprocessrepresentstheentiretyofallinter-
disciplinaryproceduresandprocesses,whichareprovidedtoful-
fill concrete customerneeds in the contextof the supplyofan
industrialproductaswellastheassociatedservices.Theprocess
beginswithacustomerrequirementandincludesallengineering,
procurement, transport, productionandassemblyprocesses in
additiontothespecificationofthescopeofsupply.Itendswith
thestableoperationalreadinessofamachineorplantatthecus-
tomer'ssite.Inordertomeetcustomerneeds,itisnecessaryto
optimizethecomplexorderfulfillmentprocess.
Theprocessrunsinphases(genericstructure),butinpracticeit
isdesignedinacustommanner,dependingontheproductand
customer. It requiresasuperordinateorientation,planningand
control.
Offer&Negotiation
Orderclarification
Procurement
Assembly
Construction& Commissioning
Engineering
Manufacturing
Packaging&Shipment
Invoice
Order fulfillment is a complex sequence of of activi-
ties that are required in order to
fully process a customer order.
Productdevelopment
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 7
Design and complexity of the order fulfillment process depend on the or-der classes
Inmechanicalandplantengineering,adistinctionismadebetweendifferentor-
derclasses.Theydependonthedegreeofindividualizationoftheproduct.
Assembly to Order (ATO) and Make to Order (MTO)
Inthe"AssemblytoOrder"orderclass,productsareassembledfromvariousassemblies.
Subassembliesaremostlyproducedinstockwithoutordersandareonlyassembledac-
cordingtocustomerspecificationsafterreceivingtheorder.Whenselectingtheassem-
blies,dependenciesmayoccur.ATOenablesavarietyofdesiredandtechnicallypossible
endproducts.Duetothemodularcharacteroftheproductstructure,thedesigneffort
islowtonon-existent,dependingonthemanufacturer.MaketoOrderrepresentsanin-
creaseinthisorderclass.Here,componentsandassembliesareprocuredandproduced
to order.
Engineer to Order (ETO)
Traditionally,thedesignandmanufacturingprocessesofETOproductsareonlyinitiated
aftertheorderhasbeenreceived.Thus,ETOischaracterizedbyahighpercentageof
customer-specificpossibilitiesforcustomization.Dependingoncustomerrequirements,
componentscanbeadaptedorredesigned.Thisresults inan increasingdesigneffort
andagreaterneedforclarificationwiththecustomer.Thisalsoincreasesthecomplexity
oftheorderfulfillmentprocess.
"Order process: the process of fulfilling customer orders from the
time the customer places the order until the supplier receives pay-
ment for the service."1
1 Gabler Wirtschaftslexikon, Keyword: Auftragsabwicklung [Order fulfillment], https://wirtschaftslexikon.gabler.de/defini-
tion/auftragsbwicklung-29192/version-252805, accessed on 10/30/2018
8 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
OrderclarificationOrderclarificationOrderclarification
Develop to Order (DTO)
TheDTOorderclassfocusesonplantengineeringinthefieldofmechanicalandplant
engineering.ComparedtoETO,inadditiontodesignandmanufacturingprocesses,new
productdevelopmentsareonlyinitiatedaftertheorderhasbeenreceived.Thisresults
inveryhighcomplexityoftheorderfulfillmentprocess.DTOalsodiffersfromETOina
broaderrangeofadditionalservicepackagessuchasprocessconsulting.
Procurement
Assembly
Engineering
Manufacturing
Offer&Negotiation
Packaging&Shipment
Productdevelopment
Invoice
Manufacturing
Procurement
Packaging&Shipment
Invoice
Procurement
Productdevelopment
Assembly
Offer&Negotiation
Construction& Commissioning
Construction& Commissioning
Engineering
Engineering
Construction& Commissioning
Manufacturing
Productdevelopment
Packaging&Shipment
Procurement
Invoice
Offer&Negotiation
Assembly
Assembly/MaketoOrder
Engineer to Order
DeveloptoOrder
Incomingorder
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 9
Thesuccessofacompanyisdecisivelydeterminedbytheorientation,designand
organizational embedding of the order fulfillment process. The quality triangle
andthethesesbasedonitunderscoretheconnectionbetweenaLeanorderfulfill-
mentprocessandpositiverevenueandcosteffects.
"Success comes to those who can deliver the required
quantities in the required quality at competitive prices at the
times requested by the customer and make a profit."2
2 Markus H. Dahm, Aaron D. Brückner, Lean Management im Unternehmensalltag, Springer Fachmedien
Wiesbaden GmbH, 2017, p. 54 und Tobias Wille, Lean Thinking, Springer Fachmedien Wiesbaden GmbH, 2016, p. 57
Customer requirements
CostsDelivery performance
Quality
Importance of the order fulfill-ment process for the sustainable success of the company
10 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
Delivery performance
AorderfulfillmentprocessdesignedaccordingtoLeanprinciplesincreasesthedelivery
performanceperceivedbythecustomerthroughshorterdeliverytimes,increasingad-
herencetodeliverydatesandincreasedflexibility.Thisresultsinmoreintensivecustom-
erloyaltyandincreasedcustomersatisfaction,whichultimatelyincreasessalesandthe
market share.
Costs
Processflowsarecloselyalignedtotheneedsofthecustomer:Onlyanorderfulfillment
processthatisgearedtocustomerneedscanbelean,efficientandthuscost-optimized.
Companiesthataligntheirorderfulfillmentprocesswiththevaluestreaminaperfor-
mance-orientedmannerachievehigherresults,havelowerchangeandadjustmentcosts
andlessreworkontheproduct.Costscanbeforecast, influencedandallocatedmore
quicklyandtransparently.
Quality
Anorderfulfillmentprocessgearedtotheneedsofinternalandexternalcustomerscre-
atesthebasisforincreasingthevalueoftheproductsintheinterestsofthecustomer.It
thusformsanindispensablefoundationforthebusiness,suchasconsultationtailored
tothecustomer'sneeds.Thisresultsindecisiveuniquesellingpointscomparedtothe
competition-thequalityofserviceincreases.
Increased customer satisfaction leads to a closer customer relationship: Customers
becomeregularcustomers,theirrecommendationraterises,thewillingnesstoaccept
higherpricesgrows,thehitrate increases-and inreverse,acquisitionandmarketing
costsfallsustainably.
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 11
TheclassicLeanapproach,i.e.toincreasetheshareofvalueaddedandminimizewaste,
alsoappliestothealignmentanddesignoftheorderfulfillmentprocess.Valuecreation
isdefinedby the increase invalueof theproduct from thecustomer'spointof view.
Activities that increase thebenefit exclusively from themanufacturer's point of view,
butdonotdirectlyaddvalueforthecustomer,arenotvalue-addingandaretherefore
definedaswaste.
WhatcharacterizestheLeanorderfulfillmentprocess:
Uninterruptedandloop-freemethodofworking.
Clearrules,rolesandresponsibilitiesforinternal
customer-supplierrelationships;cleartransferpoints.
Transparency:Atalltimes,target/actualdeviationsinthedimensionsquality/cost/
deliveryperformancearetransparent.Progressandstatusaredefinedatalltimes.
Planability:Datesandcostscanbeplannedcorrectly.
Allactivitiesintheorderfulfillmentprocessleadtothefulfillmentof
customerrequirements,thereisanequalunderstandingofindividualareaswith
regard to standards and customer needs.
Changes in the target state and deviations from it are
immediatelycounteractedwiththerightresponse.
Resourcesareevenlyutilized.
Production and procurement meet the customer's needs
Characteristics of a Lean order fulfillment process
12 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
Procedure and methods for intro-ducing a Lean order fulfillment process
The Lean order processing process is designed ac-
cording to the Lean features
Disturbance-Free, Flow, Rhythm and Pull.
1. Disturbance-Free
» Earliestpossibleorderclarification(frontloading)
» Definingstandardsand rules
» Definedqualitygatesandqualitycriteria (inthedirectandindirectarea)
» DefinedTCR3 and interfaces
4. Pull
» Procurement strategies dependent on thedeliverytimerequirementsofthemarket
» Reduction of the order throughput timefortheapplicationofoptimal procurement strategies
2. Flow
» Continuous processing of the ordersandworkpackages
» Segmenting the orders according to theircapacity
» FIFOduringtheorderprocess » Creatingspatialproximity inthesequentialsteps
3. Rhythm
» Planningwithcoordinated capacities
» Evencontrol of orders
» Planningofindirectactivities accordingtodefinedtimeunits
» Timingandsynchronizationof activitiesintheorderfulfillmentprocess
4 CharacteristicsofLeanprocesses
3 TCR: Tasks, Competencies, Responsibilities
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 13
1. Disturbance-Free
Adisturbance-freestateischaracterizedbyalowleveloferrors.Asaresult,reworking
ormissingpartsarerare.Therearenoqueriesorcorrections.Informationaboutmate-
rialsisavailableattherighttimeintherightplacewiththerightquality.Clearrulesare
defined and implemented.Disturbance-free forms the basis for optimizing the order
fulfillmentprocess.
Themethodsforachievingdisturbance-freeincludeworktemplates,qualitygates(incl.
frontloading)andclearTCRs.
2. Flow
Thestateoftheflowisreachedwhenthereisnowaitingtimefortheinventoryofgoods
orinformationbetweenindividualwork/processsteps.ApplyingtheFIFOprincipleen-
suresthatordersdonotovertakeeachotherandareprocessedcontinuously.Defining
orderclassesenablesoptimalprocessingofordersinprocessesthatarespecificallyde-
signed for them.
3. Rhythm
Thestateisreachedwhenworkpackageswithuniformprocessingtimesresultin(oper-
ational)resourcesbeingcontinuouslyutilized.Processesaswellastheorganizationasa
wholearealignedtothisandoscillate,sotospeak,withthetakttime.
4. Pull
BasedonthethreeLeanprinciplesmentionedabove,thePullstatecorrespondstothat
ofaself-regulatingsystem.Processingofworkpackagesistriggeredbyconcreterequire-
mentsthatarisefromfollow-upprocesses.
14 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
The design of theorder fulfillment processis a management issue
The performance of the order processing process depends to a large extent on the
managementoftheemployeesandtheorientationofthesystem.Thusthedesignand
sustainableimplementationoftheprocessisamanagementissue.
Organizationandmanagementstructuresinfluencetheefficiencyandtransparencyof
performance aswell as the success of the order fulfillment process. A value stream-
orientedorganizationidentifiesitselfwithcross-divisionaldeviationmanagement.Shop
FloorManagementwithtypicalbuildingblocks,suchasroundsofregularcommunica-
tionandescalationroutinesareadditionalhelpfultoolsforleaders.
Inorderforthetoolsandmethodslistedheretoachievetheirfulleffect,astructured
management and leadership system should also be established, supported by Shop
FloorManagement.Moreandmoreleadersareusingthismethodtosetpriorities,make
decisions,empowertheiremployeesandofferthemsupport.Inotherwords:Leadership
canbeexperiencedonsiteanddirectlybytheemployees.Leaderstransferthiswayof
workingtotheirteamsthroughtheirroleasamentor.Stepbystep,thecorporateculture
undergoesnoticeablechanges.
Detailsandthestatusofordersaswellaspossibledeviationsarealwaystransparent
andareregularlythefocusofinterdisciplinaryregularcommunicationalongthevalue
stream.
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 15
07/05 07/12
07/05
Order boards offer a visualization
Orderboard
Problem-solving Measures
Orderprocessing
Deviation
Order processing
Customer MechanicalEngineeringSample
Customernumber 4711
Incoming order 06/14
Contact J. Doe
Delivery date 10/25
Responsibility H. Schmidt
Targetdeadline 06/30 10/08 10/10 10/13 10/18 10/2507/25 08/08
06/30 07/15FinaldeadlineActual
16 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
Lean order fulfillment in practice:The example of Aerzen
Aerzener Maschinenfabrik GmbH from Southern Lower Saxony is one of three wor-
ld-wide leading application specialists with regard to conveying and compression of
gases.Thefamilybusinesscelebratedits150thanniversaryin2014,buttheoutlookfor
thefuturedidnotsitwell: Increasinglyvolatilemarkets, intensified internationalcom-
petitionandnewcustomerrequirements-thesewerethechallengesthefamily-owned
companywasfacing.
Accordingtothemotto"traditionthroughchange"Aerzendecidedtomakegroundbrea-
kingchanges.Twoyearslater,thechangeprocesswasasuccessandthecompanywasfit
forthefuture.Infigures,thismeans:Theleadtime,whichisimportantforthecustomer,
decreasedbyanimpressive33percent.
Inadditiontoorderfulfillment,theprojectalsofocusedonassembly,logisticsanden-
gineering.Theparticularchallengewasthereforetoredesignallfourareasatthesame
time.Thismadeitpossibletocoordinatealltheprocessesinvolvedwitheachotherand
toalignthementirelytothetakttime.
Theheartof theprojectwasconsequentlyorder fulfillment.TodayAerzenordersare
dividedintoclassesandtheyareclockedwithstandardizedleadtimesthroughoutthe
company.Inthefuture,errorsthatcarryoverintosubsequentprocessescanbeavoided.
Atthestartoftheproject,theleadtimewasaroundthreeandahalfmonths-butonly
twoweeksofthatwasactualprocessingtime.Therestconsistedofquestions,clarifica-
tionandidletimes.
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 17
"The management is the driver of such a transforma-
tion. It must inspire leaders and employees for this
kind of project and explain it in many ways: What's
the goal of Lean and why are we doing this?"
Klaus-Hasso Heller
Managing Partner,
Aerzener Maschinenfabrik GmbH
18 WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING
Not only do the processes and the organization have to be right at Aerzen, but also
themanagementperformance.ThecompanythereforebeganimplementingShopFloor
Managementalongtheentireproductvaluestreamatthesametime.Thislaidthefoun-
dationforthepromptdetectionoffuturedeviations inorderfulfillmentandtheearly
resolutionofproblems.
Thelevelofsuccessisimpressive:Today'smanagersspendsignificantlymoretimeon-si-
teandcandevelopprocessessustainablyandentirelyintheinterestsoftheircustomers.
Communicationbetween theupstreamanddownstreamproduction areas also func-
tionsmuchbetterthanbefore.Employeesandmanagementthuslaidthefoundationfor
Aerzentobeabletosuccessfullyassertitselfontheworldmarketasafamilybusiness
in the future.
Results from the first pilot project:Lead time in the assembly pilot:
–40 %Technical malfunctions in the production
pilot:
–70 %Processing time in order fulfillment:
–33 %Lead time in the logistics pilot:
–75 %
WHITE PAPER: ORDER FULFILLMENT IN MECHANICAL AND PLANT ENGINEERING 19
ConclusionGermanmechanicalandplantmanufacturersstillpayfartoolittleattentiontothe
important aspect of order fulfillment. However, with aggressive competitors and
newdigitalbusinessmodels,thiscanquicklypayoff.Evencompaniesthatareused
tosuccessshouldalsoreinventthemselvesinthisrespect-byconsistentlyorienting
their processes and organization towards customer benefit and thus focusing on
valuecreation.
Inordertoimplementsuchaprojectsuccessfully,itrequiresaclearorientationand
consistent leadership.Allprocesseswithinthevaluestreamwith interfacestothe
customermustbeputtothetest.ALeanorderprocessingprocesscanthenbede-
signedbasedontheLeancharacteristicsofdisturbance-free,flow,rhythmandpull.
Theeffort isworth it,becauseorderfulfillment is immediatelyreflectedintheba-
lancesheet. Increasingcustomersatisfactionand loyalty formthebasis foraper-
manentlypositiverevenuesituation.Additionalcoststhatariseinthecompanyasa
resultofastagnatingprocessflowcanalsobeprevented.
Bothmechanicalandplantengineersandtheircustomersbenefitfromachievable
success,suchasthereductionofleadtimesby25to35percent,adherencetosche-
dulesatover95percentandincreasedplanningcapability.Thesimultaneouschan-
geincorporatecultureisaccompaniedbyanewunderstandingofleadership.The
consistent introduction of Shop FloorManagement creates the basis for this and
providesthenecessarytools.Asaresult,cooperationischaracterizedbyimproved
communicationandincreasedcompetenceandresponsibility.
Allof this formsthefoundationforachange inmentality inmechanicalandplant
engineeringinGermany,inwhichfulfillingcustomerwishesisnolongerperceivedas
chore,butratherasanultimatediscipline.
PUBLISHER
STAUFEN.AGConsulting.Academy.Investment
Blumenstraße5D-73257Köngen [email protected]
Beata SpitzPrincipal
[email protected]+49702480560
AUTHOR/CONTACTPERSON
INSIDE EVERY COMPANYTHERE IS AN EVEN BETTER ONE.
ABOUT STAUFEN
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