Your employees are the key to your success!
Sample areas for IT & Tools in mechanical and plant engineering
Roles in project business
For a successful customer project in mechanical and plant engineering, many departments must work together productively. What roles do you need for the project business, how should they be organised and how should the processes at the department interfaces be designed?
Project communication and change management
Employee motivation in change processes
When change projects become difficult, this often boils down to the “human” factor. Today, the necessity of change management is recognised almost everywhere, however there is a lack of project communication within the business. Here, the first mistake is that the “What” and “How” of the project is discussed in detail, but not the “Why”. Yet the latter is crucial if employees are to make sense of a change process. You can only achieve optimal results if the affected employees can identify their personal opportunity from the change (“What’s in it for me?”).
The role of the communicator in the project
The second mistake is viewing the project communication as a (tiresome) project management task. We believe that a project manager does not necessarily make a good project communicator, because they themselves are often affected by the changes. We therefore advocate for a separate communication role within the project. This person identifies all the relevant stakeholders as early as the project preparation phase and ensures that these stakeholders are provided with suitable information for their target group throughout the whole project.
Organisational­ and Change Management
Are you leading your company through change and facing the challenge of breaking down resistance? Our systemic consultants support you in this process.
Mechanical and plant engineers must compete globally in terms of costs, and therefore must permanently improve their productivity. Corresponding improvement programme where employees can put forward their suggestions are widespread but unfortunately, they frequently don’t bear fruit, on a chronic scale. How can you motivate employees to participate in and put forward their ideas for productivity programmes? Benefit from our experience from a prize-winning Siemens project: PUMA Boost (Produktivität Umsatz Material Assets, i.e. productivity, revenue, material, assets).
Very few mechanical and plant engineering companies carry out a “Lessons Learned” workshop once a customer project is complete, even though this is best practice. If the workshop is carried out, it frequently amounts to those involved passing the buck to one another for problems that occurred. We can show you how to organise, prepare for and carry out a Lessons Learned workshop in the optimal way; how to avoid the popular “finger-pointing” and how you can learn from successes instead of from mistakes.