After relocations of production areas, surprises often become apparent, which no relevant role has considered in this form and intensity. From our point of view, it is not even possible to identify all aspects in advance, so that reacting to performance losses in the production environment will be a permanent discipline.

The present case was a prime example that a relocation of a production area does not work if you copy organization, plant technology, system connection and employee roles just one to one. The onsite conditions and the specific composition of the production tasks always reveal proprietary challenges that might not have led to negative effects at all with the experience gained at the parent plant, but at the new location can lead to a standstill in production. In order to then be able to guarantee security of supply, methodically transparent but nevertheless pragmatic procedures are required in order to be able to both increase output and reliably incorporate quality requirements into the products. From our point of view, location-specific paths then also result in opportunities, on the basis of which the entire company can benefit again.