Contents:

Overall Orientation Strategic Management Introduction The Concept of Strategy and Strategic Management The Strategy Process Assessment of External Factors Assessment of Internal Factors in the Company Assessment of Strengths and Weaknesses against Opportunities and Threats Formulation of Strategy Technology Strategies Implementation of the Strategy New Management Concepts Introduction Common Aspects of Modern Management Ideas Overview of Different Management Concepts Using Modern Management Ideas Total Quality Management Lean Production Management of Change Introduction Forces that Influence Companies Resistance or Joint Commitment The Importance of Information Employee Expectations Development of Employee ‘Competence’ Importance of One’s Own Though Processes Importance Aspects of Good Management Conclusion. Process Consultancy Introduction The Company/Consultant Relationship Consultancy Roles Communication and Learning Communication Techniques Some Consultancy Techniques Tact and Diplomacy Practical Psychology Diagnostic Phase General Strategic Business Analysis Introduction Business Analysis General Strategic Analysis Information Gathering Introduction The Interview Process Selection of Interviewees Questionaires Conducting the Interviews Processing after the Interviews Standard Questionaire Prioritisation of Goals, Issues and Options Introduction Establishment of Goals Issues/Options List Prioritisation of Issues/Options Prioritisation, A Numerical Method. Financial Key Ratio Analysis Introduction Financial Key Ratios The DuPont Model Use of the DuPont Model for Ratio Analysis Use of Modifies Boston Matrix. Product/Market Priorities Introduction Product/Market Priorities: An Example Identify Product/Market Combinations Assigning Priorities to Product/Market Combinations – Business Considerations Competitive Strategies Buying Criteria Key buying Criteria and Fundamental Buying Criteria Buying Criteria: Main Principles Tools for Operational Analysis Introduction Activity Analysis Information Analysis Implementation of the Activity and Information Analysis in Practice Material Flow Analysis SWOT Analysis Problem Solving Introduction Different Phases of Problem-Solving Creative Problem-Solving Formulation of Issues Analysis of Causes Generating of Ideas and Possibilities Brainstorming ‘Wallcharting’ as a Key Technique Selecting Participants Strategies and Action Plans Establishing Strategies and Action Plans Introduction The Strategy and Planning Process Drawing Up and Action Plan Project Implementation Critical Success Factors for Project Implementation Suggested Structure for Strategic Plan Concluding Remarks The Planning Process, Identification of Measures, Success Factors Introduction Organisation/Control of the Planning Process Identification of Specific Measures Success Factors Assessment of Options using Cost/Benefit Analysis Introduction Rough Cost/Benefit Analysis Quantification of Benefits Detailed Time and Cost Estimates Investment and Liquidity Analysis Risk Factors and Risk Assessments Introduction What is Risk? How to Carry Out a Risk Analysis and Established Risk Management Implementation Risk Financial Risk Risk Related to Cost/Benefit Estimates – sensitivity Analysis Key Issues in Risk Identification Implimentation Project Implementation Introduction Consequences of Strategic Innovations What does the Implementation Process Involve? Funding Planning and Organisation Company-Internal Organisational Activities Supplier-Oriented Technical Activities Company-Internal Technical Activities Follow-Up Evaluation Critical Success Factors for the Implementation of Measures Introduction Critical Success Factors in the Preparatory Phases Critical Success Factors in the Implementation Phase Specification of Requirements Introduction Why Compile a Specification of Requirements? Evaluation of Alternative Requirements Contents of a Specification of Requirements Characteristics of a Good Specification of Requirements Pitfalls to Be Avoided When Drawing Up Requirements Who Should Work on Drawing Up the Specification? Pitfalls to Be Avoided when Drawing Up the Specification Quality Assurance Project Planning Introduction The Planning Process Project Organisation Reporting and Follow-Up Project Scheduling Organisation of the Schedule Establishing the Schedule Follow-Up and Monitoring against the Schedule Checklist for Individual Schedules General Topics Financial Management and Accounting Systems Introduction Financial Management/Accounting Principals of Accounting Balance Sheet Profit and Loss Account Financial Control Systems Project Financing Introduction Calculating the Capital Requirement Types of Loan Financing Equity Financing Drawing Up the Loan Application Marketing Introduction Market Strategy Resources of Marketing Personal Sales Integrated Customer-Based Product Development Introduction Product Development Strategy Integrated Customer-Based Product Development Product Safety Examples Product Technology Overview Introduction Production Engineering Computer Numerical Control (CNC) Design for Manufacture (DFM) Computer-Aided Design (CAD) Computer-Aided Manufacture(CAM) Automated Assembly Materials Handling Electronic Data Interchange (EDI) Just-in-Time Manufacture (JIT) Computer-Integrated Manufacturing (CIM) Organisation of the Production Process Structural Organisation Fundamental Principles of the Operational Organisation: Process Orientation Relevant Process – Chains in Production The JIT Philosophy within the Lean Production Philosophy Regional Headquarters for Order Management as One Tool to Lean Production Segmentation of Production Introduction of Teamwork Human Resources Introduction Changing Society The Learning Society Employee Resources The Demand of the Enterprise on the Employee The Employees Demands on the Enterprise The Economic Dimension The Organisation’s Role The Changing Nature of the Personal Function Labour/Management Relations Union/Management Relations as a Process of Psychological Growth Conditions of Effective Leadership in an Industrial Organisation Summary The Need for Competence-Building Introduction Analysis of Organisational Structure Competence-Building and Training Organisational and Personnel-Related Consequences Information Technology Introduction Information Analysis Analysis of Existing Systems Data Processing Technology Platform Information Required by Operational Management Industrial Co-operation/Networking/Clusters Introduction When Are Industrial Co-operation Projects the Right Approach? Phases of the Co-operation Process Scheduling a Co-operation Process Handling the Relationship with the Board and Management Pitfalls in the Co-operation Process Analysis of Motives for Co-operation Searching for Co-operation Partners Conclusion Purchasing Introduction Specifications Purchase Orders Purchasing Management Vendor Assessment Vendor Rating Overall Orientation Strategic Management Introduction The Concept of Strategy and Strategic Management The Strategy Process Assessment of External Factors Assessment of Internal Factors in the Company Assessment of Strengths and Weaknesses against Opportunities and Threats Formulation of Strategy Technology Strategies Implementation of the Strategy New Management Concepts Introduction Common Aspects of Modern Management Ideas Overview of Different Management Concepts Using Modern Management Ideas Total Quality Management Lean Production Management of Change Introduction Forces that Influence Companies Resistance or Joint Commitment The Importance of Information Employee Expectations Development of Employee ‘Competence’ Importance of One’s Own Though Processes Importance Aspects of Good Management Conclusion. Process Consultancy Introduction The Company/Consultant Relationship Consultancy Roles Communication and Learning Communication Techniques Some Consultancy Techniques Tact and Diplomacy Practical Psychology Diagnostic Phase General Strategic Business Analysis Introduction Business Analysis General Strategic Analysis Information Gathering Introduction The Interview Process Selection of Interviewees Questionaires Conducting the Interviews Processing after the Interviews Standard Questionaire Prioritisation of Goals, Issues and Options Introduction Establishment of Goals Issues/Options List Prioritisation of Issues/Options Prioritisation, A Numerical Method. Financial Key Ratio Analysis Introduction Financial Key Ratios The DuPont Model Use of the DuPont Model for Ratio Analysis Use of Modifies Boston Matrix. Product/Market Priorities Introduction Product/Market Priorities: An Example Identify Product/Market Combinations Assigning Priorities to Product/Market Combinations – Business Considerations Competitive Strategies Buying Criteria Key buying Criteria and Fundamental Buying Criteria Buying Criteria: Main Principles Tools for Operational Analysis Introduction Activity Analysis Information Analysis Implementation of the Activity and Information Analysis in Practice Material Flow Analysis SWOT Analysis Problem Solving Introduction Different Phases of Problem-Solving Creative Problem-Solving Formulation of Issues Analysis of Causes Generating of Ideas and Possibilities Brainstorming ‘Wallcharting’ as a Key Technique Selecting Participants Strategies and Action Plans Establishing Strategies and Action Plans Introduction The Strategy and Planning Process Drawing Up and Action Plan Project Implementation Critical Success Factors for Project Implementation Suggested Structure for Strategic Plan Concluding Remarks The Planning Process, Identification of Measures, Success Factors Introduction Organisation/Control of the Planning Process Identification of Specific Measures Success Factors Assessment of Options using Cost/Benefit Analysis Introduction Rough Cost/Benefit Analysis Quantification of Benefits Detailed Time and Cost Estimates Investment and Liquidity Analysis Risk Factors and Risk Assessments Introduction What is Risk? How to Carry Out a Risk Analysis and Established Risk Management Implementation Risk Financial Risk Risk Related to Cost/Benefit Estimates – sensitivity Analysis Key Issues in Risk Identification Implimentation Project Implementation Introduction Consequences of Strategic Innovations What does the Implementation Process Involve? Funding Planning and Organisation Company-Internal Organisational Activities Supplier-Oriented Technical Activities Company-Internal Technical Activities Follow-Up Evaluation Critical Success Factors for the Implementation of Measures Introduction Critical Success Factors in the Preparatory Phases Critical Success Factors in the Implementation Phase Specification of Requirements Introduction Why Compile a Specification of Requirements? Evaluation of Alternative Requirements Contents of a Specification of Requirements Characteristics of a Good Specification of Requirements Pitfalls to Be Avoided When Drawing Up Requirements Who Should Work on Drawing Up the Specification? Pitfalls to Be Avoided when Drawing Up the Specification Quality Assurance Project Planning Introduction The Planning Process Project Organisation Reporting and Follow-Up Project Scheduling Organisation of the Schedule Establishing the Schedule Follow-Up and Monitoring against the Schedule Checklist for Individual Schedules General Topics Financial Management and Accounting Systems Introduction Financial Management/Accounting Principals of Accounting Balance Sheet Profit and Loss Account Financial Control Systems Project Financing Introduction Calculating the Capital Requirement Types of Loan Financing Equity Financing Drawing Up the Loan Application Marketing Introduction Market Strategy Resources of Marketing Personal Sales Integrated Customer-Based Product Development Introduction Product Development Strategy Integrated Customer-Based Product Development Product Safety Examples Product Technology Overview Introduction Production Engineering Computer Numerical Control (CNC) Design for Manufacture (DFM) Computer-Aided Design (CAD) Computer-Aided Manufacture(CAM) Automated Assembly Materials Handling Electronic Data Interchange (EDI) Just-in-Time Manufacture (JIT) Computer-Integrated Manufacturing (CIM) Organisation of the Production Process Structural Organisation Fundamental Principles of the Operational Organisation: Process Orientation Relevant Process – Chains in Production The JIT Philosophy within the Lean Production Philosophy Regional Headquarters for Order Management as One Tool to Lean Production Segmentation of Production Introduction of Teamwork Human Resources Introduction Changing Society The Learning Society Employee Resources The Demand of the Enterprise on the Employee The Employees Demands on the Enterprise The Economic Dimension The Organisation’s Role The Changing Nature of the Personal Function Labour/Management Relations Union/Management Relations as a Process of Psychological Growth Conditions of Effective Leadership in an Industrial Organisation Summary The Need for Competence-Building Introduction Analysis of Organisational Structure Competence-Building and Training Organisational and Personnel-Related Consequences Information Technology Introduction Information Analysis Analysis of Existing Systems Data Processing Technology Platform Information Required by Operational Management Industrial Co-operation/Networking/Clusters Introduction When Are Industrial Co-operation Projects the Right Approach? Phases of the Co-operation Process Scheduling a Co-operation Process Handling the Relationship with the Board and Management Pitfalls in the Co-operation Process Analysis of Motives for Co-operation Searching for Co-operation Partners Conclusion Purchasing Introduction Specifications Purchase Orders Purchasing Management Vendor Assessment Vendor Rating