Inhaltsübersicht
- 1 With structure for efficient production
- 2 Definition of production strategy
- 3 Difference between manufacturing and production
- 4 Fields of action of the production strategy
- 5 The most successful manufacturing strategies
- 6 Lean manufacturing in the production strategy
- 7 Create and implement a production strategy
- 8 Challenges in choosing and implementing a production strategy
- 9 Sustainable success with a digitally supported production strategy
- 10 FAQ Manufacturing strategies
With structure for efficient production
In a market environment characterized by global competition, a shortage of skilled workers and increasing demands on quality, delivery times and costs, strategic decisions in production are becoming increasingly important.
Companies that want to design their production processes efficiently and align them with their corporate goals cannot do without well thought-out production strategies.
But what makes a successful production strategy, what types are there and how can they be implemented in practice?
In this article, we will give you a well-founded overview and show you how the tepcon “instructor”, our software solution, supports you in the successful implementation of your strategy.
Definition of production strategy
The production strategy is an integral part of the overarching corporate strategy. It describes the long-term orientation and planning of production activities to achieve production targets such as efficiency, quality, flexibility and cost optimization.
The strategy forms the foundation on which operational processes, technologies, personnel and systems are then aligned.
Difference between manufacturing and production
Although the terms are often used interchangeably, a clear distinction is helpful: manufacturing primarily refers to the physical production of products, i.e. the actual technical implementation process.
Production is defined more broadly and also refers to upstream planning, control and administrative processes – such as resource planning or the embedding of supply chains. A well thought-out production strategy must take both levels into account.
Production strategy is not the same as production concept, method or process
Many manufacturers confuse strategic orientation with operational concepts or methods.
While lean manufacturing or just-in-time production, for example, represent specific approaches to optimization, the production strategy goes one step further: it determines which goals a company pursues with which means and how it positions itself on the market in the long term. In other words, it defines the overarching framework into which methods and processes can be meaningfully integrated.
Fields of action of the production strategy
The implementation of a production strategy is only successful if it includes all relevant fields of action. These range from technological issues and organizational considerations to the integration of digital tools. Each of these fields places specific demands on planning, control and communication – at the same time, they offer a wide range of opportunities for optimization.
A good strategy takes into account not only technical feasibility, but also the availability of resources, skills development in the human resources area and the ability to react flexibly to changes in the market. Only by combining these factors can production processes be sustainably improved and corporate goals efficiently achieved.
The most important fields of action of a production strategy:
- Production technologies and machines: Which technologies enable quality and cost targets to be achieved?
- Personnel and skills: What skills are required to implement the strategy?
- Structures and production processes: How are processes organized, controlled and documented?
- Flexibility and resource management: How can resources be deployed in such a way that market changes can be responded to quickly?
- Integration of digitalization: Which digital tools – such as the “instructor” – increase the transparency, control and efficiency of your processes?
The most successful manufacturing strategies
Choosing the right manufacturing strategy is a crucial step on the way to sustainable production. It is important to consider the individual framework conditions and objectives of your company – such as product diversity, customer requirements, delivery times, cost structures and available resources.
Different approaches offer different strengths: While some strategies enable maximum flexibility, others focus on standardization, speed or cost reduction.
In practice, success often lies in the intelligent combination of proven methods – provided they are aligned with the company’s objectives and existing processes.
Different types of manufacturing strategies
There is no universal recipe for success – successful manufacturing strategies are always tailored to the specific requirements of the respective company, its products and customers. Nevertheless, it is possible to identify typical approaches that have proven themselves in practice.
- Make-to-order, contract manufacturing: Production only begins after the order is received – suitable for individual products, with a high degree of flexibility.
- Make-to-stock or make-to-stock production: Products are manufactured to stock – ideal for high demand forecasts and short delivery times.
- Assemble-to-order, final assembly according to order: Components are prefabricated, final assembly takes place according to customer order.
- Engineer-to-order, design to order: customized solutions, high complexity, long lead times.
Lean manufacturing in the production strategy
Lean manufacturing is a proven production strategy concept that focuses on the continuous improvement of processes and the consistent minimization of waste.
The aim of this strategy is to achieve maximum added value with the lowest possible use of resources. It is not just about reducing stock levels or waiting times – it is about a holistic focus on efficiency, quality and customer benefit in production.
Lean manufacturing requires clearly structured processes, the active involvement of employees and a corporate culture based on continuous improvement.
As part of a comprehensive production strategy, lean manufacturing can provide significant competitive advantages – especially when combined with digital tools such as the “instructor”, which ensure transparency and standardization.
The just in time concept jit
A central component of many lean approaches is just-in-time (jit) production. It aims to provide materials and components exactly when they are needed in the production process – no earlier, no later. This not only reduces inventories and tied-up capital, but also increases the speed of response and lowers production costs.
However, the just-in-time strategy requires a high degree of planning security, smooth processes and reliable supply chains.
Digital systems provide crucial support here: they create the necessary transparency, enable precise control and help to identify and avoid errors at an early stage – essential prerequisites for the successful implementation of just-in-time jit in industrial practice.
An illustrative example of the successful implementation of lean manufacturing with just in time could look like this:
AP&S International GmbH, a manufacturer of special machines for microchip production, optimized its production processes with the help of the tepcon “instructor”.
By using digital, structured instructions and mobile access to relevant documents, the construction time was reduced by more than 50% and a doubling of the output quantity and quality improvements were achieved. The tepcon “instructor” also promoted transparency and efficiency, made it easier to train foreign employees and facilitated a quality matrix.
Digital work instructions and test protocols helped to standardize processes without errors and to instruct staff efficiently.
Just-in-time delivery of precisely timed components to the assembly lines can also help to minimize waste and maximize production capacity.
Want to know more? Then download our customer's case study here!
Create and implement a production strategy
First steps on the way to greater efficiency for your production processes
The path to a successful manufacturing strategy begins with a well-founded analysis: What products and services do you offer? Which market requirements must be met? What business objectives are you pursuing? Based on these questions, you develop a customized strategy set that aligns your production goals with your business objectives.
The development and implementation of a sustainable production strategy requires a structured approach with clearly defined stages that logically build on each other.
The first step is a comprehensive analysis of the current state of the existing production systems – processes, structures and resources are systematically evaluated.
The next step is to define concrete goals and measurable key figures, for example in relation to product quality, delivery times or production costs.
Based on this, suitable strategies and methods can be derived, such as lean manufacturing or just-in-time production.
This is followed by detailed planning of the implementation – including realistic time frames, defined budgets and clear responsibilities.
After all, the integration of digital solutions is a decisive success factor: the “instrcutor” supports your company in documenting, controlling and continuously improving processes.
Our digital tool creates the necessary substance for transparency, standardization and quality assurance. It documents processes, makes deviations visible and enables effective knowledge management – important prerequisites for successful strategy implementation.
Challenges in choosing and implementing a production strategy
Despite the numerous advantages, the introduction of a production strategy often presents companies with major challenges.
It can become difficult at the following points:
- Resistance within the company: Changes in structures, processes and responsibilities are often met with skepticism – this is where communication is crucial.
- Complexity of implementation: The establishment of new production systems, the optimization of existing processes and the training of personnel require time, resources and clear planning.
- Lack of transparency: Without a reliable database, success cannot be measured and decisions cannot be made on a sound basis.
- Insufficient integration: Strategies fail if they are not integrated into existing processes and systems.
This is where the particular value of digital tools becomes apparent: they reduce the barriers to entry, enable real-time transparency and promote adherence to the planned strategy – from planning to implementation.
Book a demo of the "instructor" directly!
Sustainable success with a digitally supported production strategy
As we have seen, production strategies are far more than abstract planning concepts. They are the operational backbone of a future-oriented company. They enable production to be systematically aligned with market requirements, customer needs and corporate goals. Just-in-time production, lean manufacturing and other approaches offer proven ways of making production efficient, flexible and customer-oriented.
With our tepcon “instructor” software, we offer you a tool that brings the necessary structure, transparency and flexibility to your production processes – from digital work instructions and process documentation to standardized quality assurance. In this way, you create the conditions for successfully implementing your strategy and achieving sustainable competitive advantages.
Whether you are a manufacturer of complex components or a supplier of modular products – with a clear strategy, digitally supported processes and a dedicated team, you can make your production fit for the future.
Let's work together to make your production strategy the driving force behind your success.
FAQ Manufacturing strategies
Established production strategies include make-to-order, make-to-stock, engineer-to-order and assemble-to-order. These are supplemented by strategic approaches such as just-in-time (jit), lean manufacturing or mass customization. Such manufacturing strategies help companies to manufacture their products efficiently and in line with market requirements – with advantages in terms of costs, quality and delivery times, for example.
The business strategy defines how a company intends to achieve and secure its market position. Manufacturing strategies are production-related sub-strategies derived from this. They create operational substance by formulating concrete goals for the manufacture of products – for example, for the use of machines, minimization of inventories or reduction of waste.
Manufacturing strategies describe the long-term orientation of production processes. They define how products are to be manufactured with a view to quality, efficiency and flexibility. Aspects such as market requirements, customer needs, resource availability and best practices are incorporated into the development process.
A typical example is the introduction of a jit strategy to reduce stock levels. Other examples include lean concepts to minimize waste or modular systems to adapt to customer-specific products – all of which have specific advantages and disadvantages.
