1. Analysis Reveals Waste
   End-to-end process mapping reveals inefficiencies—often, two-thirds of capacity is not value-adding.

1. Target Structure as the Basis for Key Performance Indicators & Continuous Improvement Clear key performance indicators are necessary for further developing processes. Well-defined interfaces and production lines lay the foundation for autonomous decision-making. Continuous improvement can yield annual savings of 3–5%.

1. Clear interfaces speed up processing
   ‍Interfaces and collaboration must be regulated and considered on a case-by-case basis.

1. Target Processes: Standardization & Best Practices
   In workshops with employees, we review existing processes. Standardization allows us to specifically reduce non-value-adding activities—efficiency gains of up to 20% are possible.

1. Distinguishing Between Case Types Creates Structure
   Differentiating between case types or application types enables efficient processes—for example, regarding submission, turnaround times, process steps, and qualification requirements.

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1. Submission Quality
   Consistent submission guidelines, clear interfaces, and sales qualification
2. ‍Smooth Production
   Consistent order structures and role-based staffing
3. Standardization
   Bundling of standardized tasks for best-practice-oriented processes

1. Improving Inspections Quality management reduces inspection efforts

1. KPI-based Management Using capacity management and productivity metrics to enable teams to manage themselves
2. Continuous Improvement
   A clearly defined continuous improvement process with defined roles, target values, and key performance indicators