THE CUSTOMER IS KING
CONSUMERS ARE POSING EVER HIGHER REQUIREMENTS OF THE FOOD INDUSTRY
Today, when we go into a supermarket or to the discounter, our expectations are clear: well-filled shelves and refrigerator cases; selection of manufacturer brands and private labels; constant shape, color, freshness; and all of this preferably at a sale price. That ideally, the food is healthy and produced sustainably.
So that customers’ expectations can also be fulfilled in the future, storage times must be shortened in the food industry, throughput times reduced still further, and processes further optimized. Germany’s fourth-largest industry (more than 6000 companies with approximately 595,000 employees) is faced with great challenges.
Approximately 90% of the companies are small and medium-sized operations. Remaining competitive also means taking advantage of the latest trends and offering a broad selection of products.
Shorter production batches, shutdown and changeover times, and qualified employees are the success factors here. Furthermore, Industry 4.0 is forcing small and large companies to re-think and use data intelligently. Increasing complexity and short shelf-life in the food industry pose new challenges for companies. This requires new leadership behavior.
Our industry experts will help you establish process and leadership excellence and so to increase value creation. Process optimization always comes before successful digitalization; for both, our experts with experience from numerous digitalization projects will provide you with guidance and resources. Our solutions will help you successfully master the challenges of the industry and further develop your company for the long term.
Arturo Medellin
General Manager
STAUFEN.AMERICAS SA de CV
Phone: +521 444 1418722
Mail: a.medellin@staufen.mx
Arturo Medellin
General ManagerSTAUFEN.AMERICAS SA de CV
Arturo Medellin has over 20 years of Lean experience in the automotive industry. His career steps led him from the position of a manufacturing engineer over several steps to the position of a plant manager where he received the award ‘Best Lean Plant 2000‘. During his consultation activity Arturo Medellin supported well known companies and their international plants implementing consequently the Lean philosophy. His working relationship with Dr. Jeffrey Liker enabled him, amongst others, for the position of the vice president Latin America of the TOYOTA Way Academy. Since 2012 Arturo Medellin works for Staufen AG, since October 2016 he is General Manager of Staufen Americas located in Mexico City.
Read moreStaufen concepts and solutions
- Optimizing processes – securing process stability
- Establishing a change in the leadership culture
- Implementing innovations more quickly and benefiting from competitive advantages
- Greater customer orientation thanks to agile product development
NEW COFFEE CULTURE BY LAVAZZA
INTERVIEW WITH MICHELE GALBATI (HEAD OF MANUFACTURING, LAVAZZA)
In 1895, Luigi Lavazza opened his first shop on Via San Tommaso in Turin. Like none other of his time, he knew how to make incomparable mixtures of coffee from various origins. With inventiveness and passion, he and his descendants created a group of companies that now operates around the world. Read the whole interview:
Centro Carni Company – We are Italian. Good food is our passion.
Interview with Nicola Pilotto (Director of Administration and Finance, Centro Carni Company S.p.A.)
Centro Carni Company is one of the most important Italian companies in the field of meat processing, based in Tombolo in the province of Padua. The history of the company dates back to the late 1890s. Since 1993 the company has been constantly growing, from the marketing of frozen products to the national and international trade in fresh products. Read the whole interview: :
STRATEGIC COOPERATION WITH THE GERMAN INSTITUTE OF FOOD TECHNOLOGIES (DIL)
In hardly any other industry than in the food industry do companies have to master a greater balancing act between absolutely stable processes and the pressure of short-cycle innovations. In the future, Staufen AG and the German Institute of Food Technologies (DIL) will cooperate as partners to ensure companies’ viability for the future by combining scientific and methodological know-how with in-depth practical knowledge.
THE FOOD & BEVERAGE TEAM FROM STAUFEN
The Food & Beverage Team from Staufen AG is made up of “old hands” from the food industry, who have experience in introducing Lean Management and Leadership Excellence and therefore know what is important in practice.
AXEL DAVILA LAGE, PRINCIPAL, STAUFEN.AG
Improving individual sections of the farm-to-fork process is not enough to meet the challenges of the future. A holistic view from the customer’s perspective with all players at eye level is necessary: FoodChain³
Eric Timmer, Senior Expert, STAUFEN.AG
In the food industry it is not possible to simply stop the production line when a problem occurs. Therefore, it is important that problems are quickly and visibly reduced. This makes the employee the first problem solver and his manager an important supporter and mentor.
Christoph Hoppmann, Project Manager, STAUFEN.AG
The food industry deals with up to 40% avoidable food losses. A structured application of a range of tried and tested lean methods, such as TPM (Total Productive Maintenance) helps you achieve process excellence. Leadership excellence ensures long-term success.
Hannes Voigt, Project Manager, STAUFEN.AG
The food industry is experiencing profound challenges – price wars in addition to increased demands on the product. In order to survive, the entire value chain must be taken into account, from the harvest to the consumer (end-2-end). Ultimately, the goal must be to eliminate material losses and waste entirely – with qualified employees and the right leadership culture
MARIUSZ ŻEK, PROJECT MANAGER, STAUFEN.POLSKA
Material losses are one of main focus points in every food company. Basic condition of all machines assured thanks to properly defined processes, preventive and predictive tasks and planned inspections leads to elimination of those losses.
