The new power of corporate influencers

How employees change the way companies communicate.

• Author: Winfried Ebner and Klaus Eck
• Publisher: Redline Verlag, 2022
• Pages: 224
• ISBN: 9783868818703

Are employees who blog about their company a curse or a blessing? This question is only asked by those who still believe in controllable communication. It is precisely such companies that need corporate influencers as authentic multipliers. Winfried Ebner and Klaus Eck appeal to those responsible for relevant programs and to potential corporate influencers themselves. A little less quoting from other works would have done the book good, also less PR quotes from corporate bloggers and more example posts instead. Still, a good read for an introduction to the topic.

True Facts

What really helps against conspiracy narratives.

• Author: Katharina Nocun and Pia Lamberty
• Publisher: Quadriga, 2021
• Pages: 160
• ISBN: 9783869951140

Do you know someone who is just getting deeper and deeper into a conspiracy belief? Or are you concerned about what the increasing prevalence of conspiracy narratives is doing to our society? Constructive engagement with conspiracy narratives is still a niche topic. But if you want to do something to counter the spread of conspiracy narratives, the first step is to better understand the issue. In True Facts, you'll find an introduction to this, which simultaneously sheds light on the background and provides actionable tips. Required reading!

Future-oriented personnel development

Establish a value-based learning culture in companies.

• Author: Christian Flesch
• Publisher: Haufe Verlag, 2023
• Pages: 260
• ISBN: 9783648169292

Disruptive events such as climate change, new artificial intelligences and the corona pandemic have greatly changed old structures. Many things have become more complex, nothing seems constant anymore. Economist Christian Flesch explains how you can nevertheless put a company's human resources development on a firm footing. Flesch sheds light on competencies and ways of thinking that will be more in demand in the future, and he gives tips on how HR departments can prepare for a new way of working.

Shadow organization

Agile management and unwanted bureaucratization.

• Author: Stefan Kühl
• Publisher: Campus Verlag, 2023
• Pages: 144
• ISBN: 9783593517322

Wouldn't it be wonderful if the only thing that mattered at work was what you can do, not who you are? That's exactly what the holacracy concept promises. Role expectations are to be defined so precisely that in the end it doesn't matter who fulfills them. Unfortunately, the proponents of the method have done their sums without the alphatians, muckrakers and hallway radio operators who continue to operate in their shadows even after the new doctrine of salvation has been promulgated, says organizational researcher Stefan Kühl. His book clearly shows that management fads always promise more than they can deliver.

To always have the right answer at hand, you first need one in production: Transparency - at the touch of a button. Together with the Responsiveness it is one of the primary targets that a company must pursue. Transparency and responsiveness are in turn the prerequisites for Economic efficiency - the third target variable in the magic triangle of perfect production. Only when the processes of a manufacturing company can be controlled via fast control loops can efficiency be increased and thus competitiveness ensured.

Small cause, big effect

A practical example illustrates the relationships: A tiny metal chip in the oil can cause an oil pump to fail. As a result, the bearing is damaged and causes the complete failure of a machine. The machine comes to a standstill, the order is not completed on time and, in the worst case, a penalty is imposed because the delivery date is exceeded. This is still the way things are in many factories.

In transparent, responsive and economical production, the scenario would be different. The shift supervisor would only have to take a look at his production IT to see which machine he can switch to in the event of a malfunction (transparency). Thanks to system support, he could reschedule orders with just a few clicks (responsiveness) and meet the delivery deadline (cost-effectiveness). It gets even better: if the possibilities of modern manufacturing IT were used, the machine would never have broken down in the first place. Predictive maintenance is the magic word. The seamlessly recorded machine and process data could be precisely analyzed to proactively maintain machines and avoid unplanned downtime.

Four building blocks of perfect production

The case described shows that the goal of perfect production is inevitably linked to digitization. But for the successful transformation to a smart factory, it is not enough to install the latest production equipment and a manufacturing execution system (MES). The framework conditions must also be created to use manufacturing IT effectively. A holistic approach is therefore dedicated to the following aspects:

1. Value Stream Management 4.0
2. Lean value streams
3. Lean support functions
4. Sustainable process improvement

These four building blocks have proven their worth in helping companies achieve perfect production step by step. They aim to identify weak points and avoid them in the future.

Module 1: Value Stream Management 4.0

The first module essentially comprises value stream mapping 4.0 and value stream design. It is therefore used to record, analyze and redesign the processes. In addition to the manufacturing process and the material flow, special attention is paid to the information flows and the planning processes. After all, they control the manufacturing processes, where every minute counts. The findings of the 360-degree analysis are presented in a value stream diagram. In order to be able to quickly evaluate the information visualized in this way, a lead time diagram is created and the process efficiency is calculated as a measure of the cost-effectiveness of the overall process. For the area of information flows and planning processes, for example, the number of tools used and the degree of digitization are determined.

Now the facts about the processes in production and the production-related environment are clear. Questions about the manufacturing process, the information flow, the planning process and the (IT) tools used can be answered and the next steps derived from them: a value stream design with a target concept and a roadmap to implement the target concept.

Building block 2: Lean value streams

The second module aims to establish lean production processes, i.e. to consistently implement the target concept developed in the first module. This goes hand in hand with eliminating waste. The seven common types of waste, based on Taiichi Ohno, the former production manager at Toyota and founder of lean production, include: Overproduction, waiting, transportation, inefficient machining, warehouses, redundant movements and defects. These can be supplemented by the lack of employee involvement and motivation, and waste caused by information interfaces. After all, the active involvement of employees is the be-all and end-all for the successful implementation of lean value streams.

Building block 3: Lean support functions

The third module deals with the production-related support functions, i.e. rough and detailed planning and their integration into the production processes. A striking example is the optimization of planning: Production is often roughly planned in the ERP system on the basis of calendar weeks. Detailed planning for workstations and machines is then carried out to the day or shift on the planning board in the foreman's office or in Excel. It is obvious that transparency and responsiveness in the sense of fast control loops fall by the wayside. Since actual capacities and backlogs are not taken into account, production orders or deadlines are created that are simply not feasible. An integrated planning tool of a Manufacturing Execution System provides a remedy. It helps to create transparency and responsiveness. After all, in perfect production, not only the material but also the information must flow.

Building block 4: Sustainable process improvement

Once the processes have been streamlined and digitized, the fourth building block is about implementing the changes sustainably in the company and successively achieving further improvements. And this is done virtually on the side in day-to-day production. It is important to define goals according to the SMART method and to select the right key figures to measure the achievement of goals. This is followed by the establishment of control loops and cyclical auditing. This ensures that processes are adapted to changes in a timely manner and that the change processes generally do not disappear from the agenda again without the potentials being exploited.

MES as the basis for the Smart Factory

In the four building blocks of perfect production, the Manufacturing Execution System plays an important role as the basis for the Smart Factory. Because if the relevant lean methods are flanked by suitable MES functions, this is the best prerequisite for making good progress in the project. Since an MES records manufacturing data in real time, it is ideally suited for implementing short response times and fast control loops in production. The example mentioned at the beginning with the metal chip in the oil and the resulting machine failure shows how important it is to detect malfunctions quickly and take countermeasures in good time. The prerequisite for this is permanent monitoring of production - from the deadline situation to the machine and tool status to personnel availability and product quality.

The five most important MES tasks to realize fast control loops are:

• Monitoring of production in real time: In order to record the data automatically, machines and other peripherals are connected directly to the MES via interfaces. However, manual data acquisition is also possible. Store floor data collection provides a quick overview of the current schedule situation, while machine data collection contributes information on the status of machines and systems. The operator can see at a glance in the system whether the machine is running (green) or not (red) and can react to a standstill without losing time. For planning, for example, personnel capacities and the qualifications of the employees are also immediately visible.
• Short-term reaction to events: Escalation management makes it possible to react to events at short notice. In addition to the machine malfunction already mentioned, exceeding or falling below the limit value of a quality characteristic can also lead to the quality representative being notified. Or the setter is informed as soon as the tolerance limit of a process value is violated. In the event of a machine stoppage, an MES can be used to quickly simulate the alternative actions and reschedule the orders by drag-and-drop. The same applies to personnel planning.
• Calculation and visualization of key figures: No process improvement without key figures: A Manufacturing Execution System is the ideal tool for calculating and visualizing key figures. It can not only display the standard key figures such as efficiency, OEE index or adherence to delivery dates. For example, process efficiency and lead time can also be determined from the recorded data. In addition, data can be compared over different time periods. Each company level receives the information it needs.
• CIP support: The best way to work on avoiding malfunctions or improving unstable processes is with the help of an MES, in line with the continuous improvement process (CIP). The PDCA cycle can be accelerated considerably because the data is available at the push of a button. Thanks to the greater level of detail of the information, more potential can be uncovered and improvements can be realized more quickly.
• Data provision for ERP systems: An MES reports the relevant data from production to the higher-level ERP system at defined time intervals - and thus closes the control loop. Based on such data as the actual capacity utilization, production is regulated in the medium to long term. The information is also used for commercial post-calculation and maintenance of master data.

When all four building blocks of perfect production have been implemented and a Manufacturing Execution System realizes and organizes fast control loops, you've made it: You're a whole lot closer to the three target dimensions of transparency, responsiveness and efficiency in production. You are making optimum use of the potential of your systems, know the most common causes of malfunctions, and know which machine you can switch to if a small metal chip in the gear oil throws your production planning into disarray.

 

Author:
Jürgen Rieger is a member of the management board of Perfect Production GmbH and author of the reference book "Die perfekte Produktion. Manufacturing Excellence in the Smart Factory." Perfect Production Ltd. accompanies manufacturing companies on their way to perfect production and is part of the MPDV Group. 

This article originally appeared on m-q.ch - https://www.m-q.ch/de/fertigungs-it-der-weg-zur-perfekten-produktion/

We are witnessing something like the ignition of the second stage of Artificial Intelligence. With the spectacular emergence of ChatGPT, it has arrived in the consumer space: AI is now usable by everyone. It has thus reached a stage that is typical for the adaptation of groundbreaking technologies. The car experienced the breakthrough to a vehicle suitable for the masses around 100 years ago with the invention of the starter motor and Henry Ford's assembly line production; the computer became a private consumer item at the beginning of the 1990s thanks to Gordon Moore's famous law and the availability of ever smaller, more powerful and cheaper components. And now AI.

Arrived at the tipping point

Autocrats, military leaders, intelligence agencies and tech companies are excitedly kicking up their heels and dreaming of unimagined power options and profit margins. That may be their job, but it's certainly our job to keep an eye on them - and, if necessary, give them a good rap on the knuckles. Because they're right about one thing: artificial intelligence has what it takes to turn everything upside down. The term "disruption," which has been used so inflationarily in recent years, doesn't come close to describing its innovative explosive power. The question is whether we will let it happen to us. In his latest book, political scientist Herfried Münkler, professor emeritus at the Institute of Social Sciences at Humboldt University in Berlin, describes the greatest danger for liberal democracies: growing passivity, indifference and disinterest in the political process among the population. Fatally, this also applies to the critical approach to new technologies - and ends in fatalism. If self-organizing drone swarms hunt for people via face recognition, it's too late, there's no turning back.

AI: Every potentate's wet dream

AI has the potential to develop into probably the greatest assault on individual freedom as we have experienced since the end of World War 2. The taming and shackling of war has become an existential task for mankind in the truest sense of the word, at the latest since the first atomic bomb. Nor should the control of AI development and application be left to IT experts, the military and corporations, i.e. to the supposedly free play of forces and markets with their hypertrophic momentum. There is far too much at stake for that. We would not let a hungry pride of lions decide whether to ban the hunting of gazelles. To put it disparagingly: AI is every potentate's wet dream. As I said, it is about nothing less than our freedom and self-responsibility as individuals. Granted, it would be the first time in history that a new technology would not be perverted. But if we no longer had the optimism to finally cut this knot, we might as well put the slavery ring on ourselves. Technology has to serve people, not the other way around.

Helplessly at the mercy of dynamics?

Perhaps the most depressing thing about the current situation is the helplessness with which we face its dynamics. What effect is the moratorium called for by the AI expert group around Elon Musk supposed to have? Six months of forced vacation for developers? And what should happen in the meantime? Neither despots nor greedy corporations will let this stop them. And we can't expect any help from politics. Anyone who lets even the German cloud (Gaia-X) degenerate into a laughing stock that is hushed up has sufficiently documented his incompetence when it comes to IT. And even if they were, what could Switzerland, Germany or Europe do? We are already miles behind and prefer to breathe short shrift. A gloomy scenario.

Author:
Andrea Wörrlein is Managing Director of VNC in Berlin and a member of the Board of Directors of the VNC AG in Zug. VNC is a global software company that develops open source-based applications for communication and collaboration in large enterprises. 

This article originally appeared on m-q.ch - https://www.m-q.ch/de/ki-entwicklung-hat-ihren-kipp-punkt-erreicht/

Many still remember their first Nokia cell phone. Almost everyone had one. That was the time when making calls was still the core use of these devices and losing the charging cable didn't lead to an immediate panic attack because the battery easily lasted three days. What didn't last long was Nokia's success when a certain Mr. Jobs presented the iPhone in 2007. The rest is history. From then on, in business circles, the Nokia case was the prime example of how to drive a brand to the wall by making the wrong decisions against technological progress. The Nokia brand was also forgotten - at least by the end consumer. However, those who steadily attended the Mobile World Congress (MWC) in Barcelona - the most important B2B platform for mobile communications and network technology - found that Nokia had by no means disappeared from the scene. Rather, they were evolving into the innovative B2B network technology company they are today.

The logo: unchanged since 1979 - until now

Interestingly, despite all the innovation, one thing always remained the same: the Nokia logo. It has existed in unchanged form since 1979. Until now. At this year's MWC, the brand shone in a completely new look. More colorful, more gaudy, more luminous, more digital. And the new logo: angular, bulky, with patchy letters - devised by the global agency Lippincott.

A logo that heated up the minds of the industry. It seemed as if everyone hated it. This is interesting, since most people may have associated the old logo with little more than nostalgic feelings. Why Nokia took this step makes sense: they are no longer the cell phone manufacturer they once were. And the clientele they address thinks ahead and not back. They have learned to perceive the invisible as reality - just like the digital networks that surround us. And that's exactly what the new Nokia logo symbolizes very intelligently: It allows itself the courage to take a gap - and our brain does the rest.

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* Heinrich Paravicini is founder and creative director of Mutabor.

In his address at the opening of the two-day event, ICV Chairman Prof. Dr. Heimo Losbichler addressed the current challenges facing controlling and introduced the theme centers of this year's congress, which were dedicated to these urgent areas. His appeal to all attendees: "We must meet the transformation in controlling with flexible and agile leadership." Afterwards, various keynote speakers provided insights into their day-to-day controlling work. For example, Hans-Jürgen Kalmbach, CEO of the Hansgrohe Group, shared insights from the global player in the bathroom and kitchen industry with the audience and addressed the role of controlling in business transformation. The topic "Better Growth - Growth in Volatile Times" was presented by Dr. Andreas von der Gathen, CEO of Simon-Kucher & Partners Strategy & Marketing Consultants GmbH. Jens Ropers, Partner ofCA controller akademie devoted himself to FICO transformation and showed, among other things, that not all companies have a real FICO vision. And finally, Dr. Kay-Uwe May, Head of Transformation, Performance Management and Organization, German Railways AGwas particularly pleased that the rail strike had been averted. He was thus able to give a motivated talk on the transport turnaround and convey his message to the participants: "Climate change needs a modal shift".

Presentation of the ICV Controlling Excellence Award

A highlight of the first day of the conference was the awarding of the ICV Controlling Excellence Awards. The award will go to Merck KGaA in 2023. "Enabling High-Impact Culture in Financial Steering" is the title of the project with which the team secured the prestigious award. The "radical way" of dealing with the experience that traditional planning processes reach their limits convinced the jury team headed by Prof. Dr. Utz Schäffer. From Switzerland nominated was TX Group AG with their "Predictive Forecasting" project. As in Merck's winning project, the starting point was the realization that the forecasting process reaches its limits in a dynamic environment and ties up enormous resources. The core of the TX Group's solution is the introduction of predictive analytics to support the creation of forecasts. However, the nomination was not in recognition of the technical solution or the good algorithm, emphasized Utz Schäffer in his laudatory speech. Rather, it was the fast, inexpensive implementation without external support in a medium-sized company that was convincing. Especially as the TX Group's controlling team did not end with the improved generation of the forecast, but also used the change to further develop the corresponding controlling processes and to strengthen business partnering, and "is thus doing in an exemplary manner exactly what many of you are facing as a challenge", Schäffer categorized the significance of the project as a blueprint for other companies.

Controllers between corporate control and self-management

Discussions then continued in three topic areas. The first topic centered around cost and price management in a stagflation environment, while Alexander Bauer and Fabian Egger from the Emmi Group presented the connection between sustainability and controlling in their company in a second topic area. The third topic center revolved around "Planning - saying goodbye to old habits?" Here, too, the focus was on forecasting and how software solutions can provide support here.

The second day of the 47th Congress started again with an address by Prof. Dr. Heimo Losbichler. He summarized the key messages of the first day and noted, "In the turn of the times, we don't have to throw everything overboard that has proven itself. Many things will accompany us, but adjustments are necessary, especially in planning and budgeting."

This was followed by further keynotes on topics such as sustainability, cost control, energy transition and operational controlling. At the end, controllers were also the focus of a presentation: Prof. Dr. René Riedl, Professor of Digital Business & Innovation at the Upper Austria University of Applied Sciences, Steyr Campus, Associate Professor of Business Informatics at the Johannes Kepler University Linz and Scientific Director of the Neuro-Information-Systems Society Vienna, reported on "Digital Stress: Research Findings and Practical Implications". Among other things, he addressed IT-based interruptions and e-mail stress and dealt with the phenomenon of videoconference fatigue.

The next Congress of Controllers will be held on April 29-30, 2024.

Source and further information

This article originally appeared on m-q.ch - https://www.m-q.ch/de/controller-sind-bereit-fuer-zeitenwende/

The result is a contemporary logo that cleverly combines the "F" with the district's coat of arms. Art director Anatole Comte, who is responsible for the new design, explains: "When redesigning the logo, it was important to us to retain the history of FC Wollishofen and honor traditions. That's why the old community and current neighborhood coat of arms - a symbol for Wollishofen - continues to form the basis after the redesign. The most important thing about the new logo is that it immediately creates a connection, a commonality between the viewer, the club and its members, and the neighborhood."

CEO Matthias Koller is also pleased with the result: "Being allowed to design a new brand identity is always a great project. For the 70th anniversary of FC Wollishofen, I offered a board member to redesign the club logo, which was getting a bit long in the tooth. Of course, without anything in return, because as the father of a junior, I value the club's work and the commitment of its coaches and officials enormously."

However, the project was not implemented entirely without a quid pro quo; for a short time now, a poster directly under the Sonnau sports field scoreboard and an advertisement in every match booklet have been drawing attention to the services of Publicis - and the Publicis logo is emblazoned on the first team's jerseys.

The new logo can now be seen on all FC Wollishofen jerseys as well as on the locally posted match sheets.

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Responsible at FC Wollishofen: Michel Korzepa (FCW Board Member). Responsible at Publicis Zurich: Anatole Comte (Art Director), David Lübke (Creative Direction), Matthias Koller (Overall Responsibility).

By retrofitting with sensors, industrial companies can make their existing machines and systems fit for modern data analytics solutions. In addition to conventional vibration, temperature and current measurement technology, this also includes new acoustic sensors. This type of sensor is particularly well suited for monitoring the condition of plants and predictive maintenance.

For example, companies can use acoustic sensors to record the noise of critical plant components such as motors, bearings or gearboxes and evaluate it using machine learning algorithms. This enables them to detect unusual noise developments that indicate the imminent failure of a component. Through timely maintenance, they can then prevent the machine or plant from coming to a standstill.

There are numerous factors to consider when implementing acoustic sensors. Companies should pay attention to these:

1. Selection. Companies should choose sensors whose frequency ranges are as close as possible to the signal they want to detect. This allows them to avoid costly oversizing, because the larger a sensor's frequency band, the more expensive it is. If the sensors are exposed to moisture or dirt, they should meet the appropriate IP protection classes.
2. Installation. The acoustic sensors should be placed in such a way that they are exposed to as little disturbing ambient noise as possible. If experts can detect anomalies with their human hearing, this is a good indication that the sensors are placed in such a way that the machine analysis will also be successful.
3. Data storage. Companies should check whether they need to continuously record the noise of the monitored component or always have the recording started by a trigger - for example, when the noise exceeds a certain critical decibel limit. Then they can save storage space and costs. They also have the option of storing the audio files on inexpensive media and only storing the metadata in comparatively expensive databases.
4. Data processing. Even if companies do not store the full signal from the sensors, but a processed form, they can save costs. One such form is spectrograms that visualize acoustic signals. They have the added advantage that they can be analyzed with the sophisticated machine learning algorithms that are available today for images.
5. Privacy. Depending on the specific application, acoustic data may contain sensitive information, such as conversations between employees. Companies can filter out such information or prevent its recording from the outset by placing the sensors correctly.

"Acoustic sensors have the potential to add value in many use cases," explains Sebastian Lienert, Data Scientist at LeanBI. "For a successful implementation, companies should follow a holistic concept that includes the selection and placement of the sensor technology as well as the storage, processing and protection of the data. This concept must be tailored to the individual use case. One-size-fits-all solutions do not exist."

Source and further information: www.leanbi.ch​

This article originally appeared on m-q.ch - https://www.m-q.ch/de/vorausschauende-wartung-mit-akustiksensoren/

The Family business Création Baumann faced various brand strategy challenges recently. Brandpulse conducted a comprehensive brand analysis and laid the foundations for repositioning the brand in a brand strategy workshop with Création Baumann.

The new value proposition "Innovative textile solutions for interior design", the high technological competence as well as the drive for permanent self-optimization are now expressed in a brand logo revised by Brandpulse with matching design elements and a future-oriented imagery. The brand's high aesthetic standards, coupled with timelessly modern design, led to a clear and reduced design language in the branding.

Based on the newly developed brand design, Brandpulse defined the layout and application principles, developed a design framework concept as well as guidelines for the use of the imagery.

The three-day folk festival with numerous fairgrounds in the heart of Zurich offers with a varied program a connecting platform for young and old. From various stages, the traditional costume exhibition to the traditional costume parade as a highlight, the festival invites you to celebrate and participate.

Conceived as an intergenerational and tradition-conscious event, Aroma Creative focuses on young talent in addition to experienced professionals. "Training the Next Gen is a matter close to Aroma's heart. It was therefore obvious for us to assign our apprentices to the nationally shining project with appropriate support," says Philipp Häcki, Art Director and Next Gen expert at Aroma. Thus, the visual appearance - from the logo to the print products - an independent and need-based visuality was created.

The poster is a tribute to Swiss poster art of the early 20th century, when painters were still hired to design posters. A traditional costume woman from Appenzell in the Innerrhoder working day costume is shown. Her black winged cap of a headdress is juxtaposed with the punk's mohawk haircut, symbolizing a cosmopolitan city. The poster was conceived by Aroma and realized by illustrator Olivia von Wattenwyl from Bern.

"Today's unveiling of the motif marks the start of our festival, which was last held in 2010. Around 7,500 active participants are looking forward to a big, well-organized festival," says Max Binder, former President of the National Council and President of ETF2024.

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Responsible for Federal Festival of Traditional Costumes: Max Binder (President), Johannes Schmid Kunz (Managing Director ETF2024), Ursula Hänni (Communication Department). Responsible at Aroma: Lukas Meier (overall responsibility), Philipp Häcki (art direction), Ariya Fischer (apprentice P3D, specialization creation), Moorea Derradj (apprentice graphic designer EFZ). Illustration: Olivia von Wattenwyl.

While AI solutions like ChatGPT have dominated the headlines for months, many companies are still struggling to build up the necessary expertise to leverage the potential of (hyper)automation for themselves. A study by OTRS AG, the manufacturer and service provider for the Enterprise Service Management Suite of the same name, also came to this conclusion. In an online survey for the study "OTRS Spotlight: IT Service Management 2023", 600 business owners and senior executives in Germany, the USA, Brazil, Mexico, Singapore and Hungary took part. 

Germany: The tools are there, but the expertise is lacking

In principle, our northern neighbor is well positioned when it comes to process automation: More than half of German companies (55 percent) have invested in tools to automate their business processes. However, 42 percent of them lack the necessary expertise to use them, according to the study. Only 24 percent of those who have already invested in business process automation (BPA) are also already actively using artificial intelligence (AI) or machine learning as part of their daily tasks and workflows. A further 29 percent of the BPA pioneers have already invested in tools for this purpose, but have not yet actively used them due to a lack of expertise, according to another result of the survey. One in five German companies that have not yet invested in BPA tools cites a lack of the necessary skills in the team to address the issue as the reason. 

IT teams are the driving force behind business process automation

The expertise needed to drive forward the automation of business processes lies primarily in the IT departments or is being expanded there: In a good third of companies in Germany, it is they who are currently actively involved in this (35 percent). They are followed at some distance by logistics (22 percent) and administration (21 percent). In the international ranking, facility and office management rank second and third behind IT. In one in five companies in Germany, no department is currently actively looking at automating business processes. However, one fifth of all German companies also intend to invest in BPA in the next twelve months. Slightly more than a third of those that have already done so also want to start integrating AI and machine learning into their business processes in the next two to five years (36 percent).

Automation works: reduced costs, increased adaptability

Executives in Germany who have already automated business processes primarily expected cost savings (22 percent) and the ability to adapt more quickly to changes (20 percent). Increased employee satisfaction was cited by 15 percent as their top expected benefit, and 13 percent each expected primarily time savings and increased customer satisfaction from their investments in BPA. Reducing data errors (9 percent), accelerating business growth (5 percent) and improved security handling (4 percent) were the biggest anticipated benefits for only a few.

To a large extent, the effects were realized to the expected extent. German executives most frequently observed increased adaptability (22 percent) and cost savings (20 percent) as the greatest benefits since their BPA measures. Fifteen percent each noted time savings, reduced data errors and increased employee satisfaction as the greatest realized benefits. Seven percent noted increased customer satisfaction as the greatest actual benefit, and the same number noted faster business growth.

Dearly-held manual processes block the path to automation

A lack of know-how in the company is by no means always the reason for not yet having invested in business process automation tools despite these advantages. More than a quarter (27 percent) of those who have not yet invested in them in Germany believe that manual processes are sufficient for them. 22 percent cite not having found a suitable tool as the main reason for their reluctance to invest in BPA tools. 16 percent cite not having had the time to deal with it yet, as it seems to be a big project.

Andreas Bender, VP Consulting at OTRS AG, warns: "Companies that completely stick to their manual processes will lose competitiveness in the medium term. Pioneers are already saving costs through automation, are more agile and work more efficiently. As AI solutions and machine learning advance, they will continue to extend this lead. Managers should therefore put their manual processes to the test and optimize and automate them wherever possible in order not to lose out. As with any project that changes work processes, they should make sure that their employees are actively involved in the change process and that they take part in it. Automation only succeeds when people and machines work together."

Source: www.otrs.com

This article originally appeared on m-q.ch - https://www.m-q.ch/de/automatisierung-von-geschaeftsprozessen-oft-fehlt-das-know-how/

The Swiss Federal Inspectorate for Heavy Current Installations ESTI carries out market surveillance throughout Switzerland. This is carried out in accordance with the Ordinance on Low-Voltage Electrical Products (NEV; SR 734.26). Electrical products for household, office, trade and industry are randomly tested for conformity and safety. According to the latest report, 1375 electrical appliances were recorded for inspection on the Internet and with on-site inspections at points of sale. Further checks were carried out directly at manufacturers' premises, through follow-up inspections and on the basis of reports from private individuals as well as from professionals in the electrical sector. In total, 210 products showed formal or technical defects, which corresponds to 15% of all inspected electrical products. Of these, 123 products were found to have safety-related defects that could lead to potential hazards such as electric shock, scalding, smoke development or fire.

94 Sales bans issued

If there is a potential risk to persons or if the proof of conformity is missing or incomplete, the ESTI can prohibit a product from being made available on the market. In the year under review, 94 sales bans were issued for these reasons. The products affected were various household and office appliances, LED lights, chargers, power banks and domestic batteries. Various products for industrial use in potentially explosive atmospheres (ATEX zones) in industry and commerce were banned. In addition, numerous electrical appliances with an unauthorized foreign plug were again affected by a sales ban.

The supply of electrical appliances with a foreign plug (in particular a Schuko plug) is generally prohibited in Switzerland, as live parts can be touched when attempting to plug the appliance into the socket or through incorrect manipulation of the plug connection. In addition, such plug connections can be overloaded during operation and thus cause a fire. Consumers should reject such electrical appliances directly at the point of sale and can contact ESTI using the contact form at http://www.esti.admin.ch submit a notification. In 41 cases, economic operators in Switzerland have withdrawn defective products from the market in cooperation with ESTI. In 13 cases, these recalls or safety warnings were additionally published on the communication channels of the Consumer Affairs Bureau FOC at http://www.konsum.admin.ch respectively http://www.recallswiss.admin.ch published. These were travel adapters, insect killers, solar panels, dehydrators, various LED lights, various lithium batteries and travel chargers.

Non-compliant electrical appliances: beware of non-European online platforms

Due to the rapid technological development, ESTI also received numerous inquiries from manufacturers, dealers and private individuals about charging stations (wallboxes) and charging cables for electromobility, components for photovoltaic systems (inverters, solar modules, grid-connection units, etc.), plug-and-play photovoltaic systems up to 600W power, power banks and house batteries for private and residential use, and the new Swiss IP55 household plug-in system for wet areas.

ESTI points out to exercise caution especially when purchasing on non-European platforms and websites without a reachable Swiss contact address of the operator. Consumers are responsible for the dangers and risks posed by the device. Caution is also advised with bargains: Often such offered devices are inferior goods with incomplete product tests, which are or can become unsafe over a longer period of operation due to inferior electrical components and rudimentary construction. For consumers, this is hardly recognizable by eye.

Pay attention to safety signs

When purchasing electrical appliances, consumers can look for a correct Swiss plug, accessible and competent customer service, comprehensible operating instructions and test marks affixed to the appliance. One recognized Swiss test mark is the voluntary safety mark of ESTI (see below). Devices certified with the safety mark are available at http://www.esti.admin.ch published. Devices with recognized test marks demonstrate higher standards of product safety and thus offer consumers added value.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/esti-zunahme-der-nicht-konformen-elektrogeraete-auf-dem-markt/

Beginning of February m&k already reported on the successful performance of Twint in 2022. Last year, the mobile payment provider was, among other things, the top performer in terms of supported brand awareness, brand consideration, and customer satisfaction. The results are based on continuous brand tracking by the market research institute Link, which has been monitoring 200 of the most important brands on a weekly basis since fall 2021 and measuring them from a consumer perspective representative of the population.

Since the end of 2022, the study has also been surveying which brands are talked about positively or negatively in each case, whether in advertising or on social media, but also in conversations with friends, (work) colleagues and relatives. In this case, the source (e.g., advertising, newspaper article, or personal conversation) from which one has heard something negative or positive about a brand also moves into the background. This type of combined attention is also called "buzz", whereby a distinction can be made between "positive buzz" and "negative buzz".

In the first four months of the year or so, the mobile payment provider Twint has had the strongest positive buzz. It leads the ranking of all 200 brands in terms of both absolute peak and average positive buzz. On average, one in ten people said they had heard something positive about Twint in the past 7 days. The highest values were achieved at the end of February / beginning of March in calendar weeks 8 and 9. The peak value here was just under 17 percent of the sample surveyed representative of the population. During this period, the Twint brand was present in the media due to its ongoing success story ("Payment app on the road to success"., "Once ridiculed, Twint now has over 5 million users"). Interestingly, during this period there was not only the peak of positive "buzz", but also that of negative (4 % of respondents). Thus, the reported news did not seem to excite everyone. However, as can be seen in the chart, the positive tenor predominates, as can be read from the green line running significantly higher in each case (see Chart 1). The buzz score (positive buzz minus negative buzz) is by far the highest for Twint, averaging 9 percent.

More negative reporting, more negative attention - and vice versa

SBB and Migros follow in the next two places, each averaging around 9 percent positive buzz per week. In terms of negative buzz, it is the two (former) big banks and the chocolate brand Toblerone that are also discussed in this medium. was reported in detail. Looking at the buzz score - the average difference per week between positive and negative attention - another brand makes it into the top 3: the snack manufacturer Zweifel. It is striking that the negative buzz shows stronger fluctuations than the positive buzz. One reason for this is probably the so-called "negativity bias". On the one hand, people pay more attention to negative news, which in turn leads many media to report more on negative news in order to increase that attention. Positive news about brands is therefore likely to make it less into the news and thus into the conversations of the population - quite the opposite for negative news, which was clearly demonstrated by the takeover of Credit Suisse by UBS.

Figure 2 shows the most controversial brand, SBB: On the one hand, SBB stands out positively to 9 percent of respondents on average; on the other hand, it also attracts negative attention from about 9 percent of respondents. Not visible in Figure 2, but also attracting increased negative attention among the population were Netflix (6.2 %) and Comparis (5.8 %), among others.

Netflix No. 1 on the Swiss streaming market - but for how much longer?

Netflix is another brand that is represented in the Flop 5 in terms of negative buzz. The streaming provider reached the maximum value of the key figure, which has been measured since the end of December, in mid-February, when it became public that Netflix, in its more than 25-year company history, had For the first time in Europe, additional fees are charged when customers share their account with other households.. This shows the all-time low (since the start of measurement in September 2021) of the willingness to pay more for Netflix: Only 3.8 percent of the population was then willing to pay a higher price compared to comparable providers. Even among current Netflix customers, this figure was only just under 10 percent. The perception of quality, the positive basic attitude and brand trust, however, did not suffer - at least in the short term. Compared to the last quarter in 2021, however, these key figures are all pointing downward among Netflix customers (-7.7 percentage points for special quality, -12.7 percentage points for positive basic attitude toward the brand and -5.2 percentage points for special brand trust).

The negative trend is not surprising insofar as the topic of account sharing has been present in various media for a long time and time and again. As early as spring 2022, it became apparent that Netflix would soon put a stop to account sharing. Other providers such as Disney+ or Prime Video are also being critically assessed by their customers and are losing their assessment level (Disney+) or can at most maintain it (Prime Video). Among other things, this is probably related to the increasing competition; for example, Paramount+ has been another competitor in the DACH region since the beginning of December. The more providers there are on the market, the more difficult it will be to stand out positively. At the moment, Netflix is still by far the clear No. 1 in the Swiss streaming market. How this gap will develop remains to be seen. One thing is certain: Link's brand tracking continues to monitor.

Method profile

- Population: Swiss resident population aged 15 to 79 years
- Around 250 interviews per brand per calendar week and brand segment
- Research method: online interviews
- Quotation/weighting: interlocked by age, gender and region
- Random samples from the Link Online Panel, 100 percent of which are actively recruited through representative telephone surveys, reaching more than 97 percent of the relevant population; survey participants are excluded from follow-up surveys for at least three months at a time
- Survey period: 19.12.2022 to 30.04.2023
- Project management: Link, Zurich; Stefan Reiser, Managing Director Marketing Research

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