Services→

Organisational & resource efficiency

Organisational and resource efficiency arises where structures, processes and resources are aligned. Existing potential is then used better and friction is reduced, and the company's performance is strengthened for the long term.

Glasfassade aus geknickten Paneelen, in denen sich Wolken und Himmel spiegeln

Growing complexity, limited resources, and increasing demands for speed and quality require an organization that continuously evolves.

Clear structures, efficient processes, and the targeted use of available resources form the foundation for sustainable performance and implementation capability.

Organizational and resource efficiency creates the conditions necessary to effectively align tasks, responsibilities, and resources. This focuses on both the organizational structure and the workflows, as well as the deployment of personnel, financial, and technological resources.

How can an organization become adaptable and future-proof?How can an organization become adaptable and future-proof?

A high-performing organization is defined by its ability to adapt to new requirements. Clear structures, effective decision-making processes, and the targeted use of resources create the foundation for implementing change, supporting growth, and securing the company's long-term future viability.

Would you like to improve your organizational and resource efficiency?

Schedule an appointment
Open-plan office with rows of desks, monitors, and office chairs
Making organisation and processes fit for the future

Building blocks for organisational & resource efficiency

Organisational analysis & efficiency assessment

We analyse organisational structures, responsibilities and interfaces in order to make inefficiencies, friction and unused potential visible. This creates transparency about where improvement is needed and where to act.

To organisational analysis and optimisation
Optimising processes, roles and resources

We analyse tasks, responsibilities, capacities and existing workflows, and create transparency about where resources contribute most to value creation. Building on that we simplify, standardise and improve processes, create clear accountabilities and reduce friction. The result: more efficient workflows, a balanced workload and better collaboration along the entire value chain.

Increasing transparency and the ability to steer

We create the basis for well founded decisions through clear information flows, suitable key figures and transparent steering mechanisms. Developments become visible early and resources are steered more deliberately.

Digitalisation as a lever for efficiency

We identify digital potential along the value chain and support the roll out of suitable solutions. The result: fewer media breaks, less manual work and less missing information.

To putting digitalisation & AI to work
Collaboration & interface management

We improve collaboration between areas, teams and functions, reduce the effort spent on coordination and create clear interfaces. Information then flows reliably, decisions are taken faster and the performance of the organisation is strengthened for the long term.

PROJECT EXAMPLES

Organizational & Resource Efficiency

Select a topic area
Process optimizationOrganizational efficiency improvement

Moving away from person-dependent production processes

Industry: Custom manufacturing of steel structural components

Our role: Consultant

Project objectives

  • Removing interruptions in the production flow
  • Avoiding scrap and duplicated work
  • Ensuring the best possible use of resources
  • Ensuring quality and on-time delivery
  • Increasing efficiency

Key results

  • Systematic identification of processes and workflows that have evolved over time
  • Identifying isolated digital solutions implemented to date
  • Structured recording of existing solution ideas from key users for improving workflows
  • Reorganization of processes and workflows to improve the flow of information to subsequent process steps
    • For example, in purchasing, to optimize procurement in terms of quantity, price, and delivery dates
    • For example, in intralogistics, to manage storage areas for semi-finished and unfinished goods within production
  • Improved on-time delivery through better material availability
  • Reduced scrap through documented change management
  • Lower material costs through optimized order quantities
  • A foundation for introducing end-to-end business software and AI building blocks

Approach

  • Analysis of the current production process through structured interviews with key users
  • Recording management's strategic direction for future development, including sales and production sites
  • Analysis of software solutions used in design and production
  • Simplified process visualization to identify bottlenecks, specifically highlighting where manual intervention is required due to ambiguity and how missing information is obtained
  • Expert discussions with key users to clarify the content of individual process steps
  • Reorganizing activity-based process steps into data-driven end-to-end processes, including preparation
  • Introduction of business software that meets the requirements
  • Changing the flow of information by systematically enriching order data during the production process, including status information on production steps
  • Implementation of process changes and demonstration of efficiency gains by measuring lead times, on-time delivery, and scrap rates

Improving organizational efficiency

Industry: Manufacturing company in the timber industry

Our role: Consultant

Project objectives

  • Increasing competitiveness
  • Developing an implementation plan to increase organizational efficiency
  • Improving existing core processes and cross-departmental interfaces using a four-dimensional model

‍‍

Key results

  • Organizational efficiency improved by 27% at the contribution margin 2 level through better lead times
  • Improved working capital through reduced stock levels, which increased liquidity and enabled the use of early payment discounts
  • A shared mindset among production team leaders and a common understanding of quality and efficiency
  • Closing the manual gap between order preparation and machine production by digitally connecting machines (NC data)
  • Introduction of paperless production at machine and manual workstations through the digital availability of parts lists, production plans, and labeling
  • Increased transparency in purchasing through early notification of material and assembly requirements, enabling the utilization of purchasing advantages
  • Improved feedback on withdrawals to manage stock levels, and time tracking to determine work-in-progress
  • Baseline documentation for auditors and simplified inventory management

‍‍

Approach

  • Analysis of the current state: identifying potential for improvement in existing core processes and locating media breaks
  • Development of adjustments, including a calculation of efficiency gains
  • Detailed alignment with process owners and development of revised process steps, including the information required at each stage
  • Development of process adjustments, taking into account machinery, IT infrastructure, and the requirements of controlling, accounting, and quality management
  • Implementation with a pragmatic, value stream-oriented system of key performance indicators to measure efficiency gains at the company level

‍‍

Discover more categories

Strategy
Organizational Analysis & Optimization
Process Analysis & Optimization
End-to-End Process Logic
CONTACT US

We take our time.
For your future.

Get in touch! After a personal consultation, you will know exactly what THE MAK'ED TEAM can do for your company.

We look forward to hearing from you.
Thank you! Your submission has been received!
Oops! Something went wrong while submitting the form.