Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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Restructuring of value chains from high in-house production to average level and tackling the increasing supply chain management tasks - a typical challenge for Russian industry

2009 , Mertins, K. , Schallock, B.

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Montageorganisation und Auftragssteuerung für Investitionsgüter

2003 , Mertins, K. , Schallock, B. , Schütz, H. , Martin, H.

Der Bericht zeigt Maßnahmen zur Effizienzsteigerung in der Montageorganisation eines Unternehmens der Investitionsgüterindustrie, die eine der Stärken der deutschen Industrie darstellen. Es soll anderen Firmen Hinweise geben, wie ein systematisches Vorgehen angewandt werden kann.

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Unique design simulation game for shop floor workers empowerment

1996 , Mertins, K. , Schallock, B. , Heisig, P.

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Menschliche Eigenschaften als Bestimmungsgrößen in der Fabrikwissenschaft

1994 , Mertins, K. , Schallock, B.

The engineer drafts structures and operating means for the factory as a sociotechnical system. Here, he is influenced by his notion of human properties. In this article, the significance of comprehensive working tasks is derived from fundamental properties of man as a target-oriented and social being, followed by an explanation of the successes in productivity of teamwork. The model of work for which responsibility is assumed may accelerate, among other factors, the development of a "European way" to more productive factories.

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Logistics performance improvement and synchronization of material flow and money flow

2007 , Mertins, K. , Rabe, M. , Schallock, B. , Weinaug, H.

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Prospektive Organisationsbewertung

1997 , Mertins, K. , Schallock, B.

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Reengineering auf der Basis von Geschäftsprozessen

1995 , Mertins, K. , Edeler, H. , Schallock, B.

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Supply Chain Management in regional networks by third party services

2006 , Mertins, K. , Schallock, B.

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Evolutions and perspectives of production management philosophies

1996 , Mertins, K. , Schallock, B.

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Innovative Arbeitsstrukturen in der Automobilzulieferindustrie - zwei Fallbeispiele

1994 , Wolf, G. , Rahlmeyer, H.-H. , Mertins, K. , Schallock, B.

Two case studies. Reacting to the growing pressure from their customers, many car component suppliers have carried out considerable organizational changes in the last years. Improvements were mostly made by establishing customer-focused and self-organized units. The cases presented in this article show a company structure (VDO), where customer-related units fulfil demanding entrepreneurial tasks, and a shop floor reengineering (Ymos), where self-organized groups with total time autonomy have led to remarkable quality improvement and productivity increase.

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