INSIGHTS by WARGITSCH TRANSFORMATION ENGINEERS download area
Whitepaper: Digital Transformation Engineering
What drives companies to become more digital? Together with Sebastian Seutter, we have picked out the sector of industrial engineering to set HUMAN, ENTERPRISE ARCHITECTURE & PRODUCT into the context of intelligent digital ecosystems.
Whitepaper: Transformation Engineering
We share our experience of 12 years of transformation work and why WARGITSCH TRANSFORMATION ENGINEERS’ integrated transformation management framework increases the chances for transformation success.
Showcase: IT Powerhouse APAC
What drives companies to become more digital? Together with Sebastian Seutter, we have picked out the sector of industrial engineering to set HUMAN, ENTERPRISE ARCHITECTURE & PRODUCT into the context of intelligent digital ecosystems.
Showcase: Infrastructure Transformation
Client started a global transformation of a Wide Area Network, previously from heterogenous multi-supplier network towards a globally standardized MPLS network.
Showcase: EU GDPR IT Program
Project management and communication support for the implementation of GDPR (General Data Protection Regulation) in Group IT.
Showcase: IT Analysis
The client company recognized a misfit between the new business strategy / new business structures and the current IT organization. At the same time, there was an increasing frustration level about the business-IT collaboration.
Showcase: IT Transformation
What drives companies to become more digital? Together with Sebastian Seutter, we have picked out the sector of industrial engineering to set HUMAN, ENTERPRISE ARCHITECTURE & PRODUCT into the context of intelligent digital ecosystems.
Showcase: Service Oriented Organisation
Client started a global transformation of a Wide Area Network, previously from heterogenous multi-supplier network towards a globally standardized MPLS network.
Lean Working Culture Part 2: Everything starts with values
When it comes to external presentation, companies today can hardly do without the establishment of values or ethical and moral principles – especially if they have committed themselves to lean management. But what do values such as “teamwork”, “respect”, etc. mean concretely for daily work?
Lean Working Culture Part 1: Quality before Efficiency
Those who have ever been on a Lean or TPS Study Tour in Japan know it: If you visit a Toyota assembly plant, every car that leaves the assembly line is immaculate! In this series you will learn interesting facts about the background of the work culture at Toyota.
Lean Working Culture Part 4: Work basics
When Toyota says that the quality of the processes depends on the quality of the employees, the company does not only mean the professional qualifications and the TPS mindset. Because, in order to be considered as a master of work there, it is also necessary to master the basics of work.
Lean Working Culture Part 3: Professionalism by attitude
When visiting a Toyota assembly plant, a large sign hanging from the ceiling with the inscription “Good product, good thinking” (jap.: よい品よい考え) immediately catches the visitor’s eye. Lean experts instantly think of basic principles from the Toyota production system. But what do they mean by this at Toyota?
Lean Working Culture Part 5: Teamwork and the role of the leader
At Toyota, teamwork is the working mode par excellence. It is fundamentally different from our idea of teamwork. But how do steep hierarchies, such as those found at Toyota, and teamwork fit together? What role do the managers play in this context?