Stuttgart/Bietigheim-Bissingen. The management consultancy Porsche Consulting GmbH, Bietigheim-Bissingen, has grown enormously over the 15 years of its existence: It had a team of four when it was established in 1994 but has since developed into a renowned medium-sized international management consultancy company with 222 employees and sales of EUR 61.4 million in the 2008/2009 financial year.
The subsidiary of Dr. Ing. h.c. F. Porsche AG, Stuttgart, is specialized in the optimization of processes, organisations and products in all fields of business and work. Its consultants concentrate on identifying every form of waste (such as redundant tasks, superfluous stock-keeping, unnecessary waiting times) and then reducing them and increasing efficiency in the long-term through the introduction of a continuous improvement process.
In Japan, this principle, which focuses on value add from the customer's perspective, is called 'Kaizen' – 'change for the better'. In English, this is referred to as 'Lean Management' – the organization of leaner structures and processes. The outcome is an efficient transfer of resources with tangible results, which customers and consumers consider useful and accordingly will honor.
Porsche Consulting not only has competent consultants with relevant professional experience in a whole range of industries, but also uses methods that have already proven to be of outstanding worth in the parent company and are recognized as exemplary at an international level: In contrast to other management consultancy companies, Porsche Consulting can demonstrate the suitability of its concepts for practical application using the experiences made in the highly efficient production of sporty premium vehicles at the innovative Porsche plants in Stuttgart-Zuffenhausen and Leipzig.
The Bietigheim-based management consultancy was established as the result of the restructuring and improvement process that was initiated at the beginning of the 1990s in automotive manufacturing at Porsche AG. The founding idea was to offer the experience gained during restructuring as a consulting service to external clients too. It soon emerged that there was a great need and thus a corresponding demand for this service at both national and international levels. 'Today, Porsche Consulting has its own subsidiaries in Italy and Brazil. A third of our activities are already carried out abroad', says Eberhard Weiblen, Managing Director of Porsche Consulting, which manages some 250 projects every year for around 150 clients.
The range of industries is broad: In addition to automotive suppliers, the consultancy company's clients include the aviation and aerospace, construction and shipbuilding industries, food manufacturers, service providers, IT companies, the entire health sector plus public sector authorities. Weiblen still sees enormous potential in the optimization of processes: 'It is not enough to simply improve just one element to achieve maximum efficiency. Sweeping changes are only possible with a continuous improvement process for the entire system.' Which is why, according to Weiblen, the future of process consulting lies in the urgently required streamlining of complete systems – for instance, in the health sector, in education or in the broad field of networked mobility.
Note: Picture material on Porsche Consulting GmbH is available to accredited journalists in the Porsche press database on the Internet at http://presse.porsche.de/.
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