In the HecknerGroup, we understand crisis management by definition as the systematic handling of crisis situations with focuses in production, assembly and logistics – both internally at the customer and in the supplier network.
Crises arise both in companies and in their sub-areas, such as in projects. Several different aspects can indicate a crisis – for example, when the usual strategies and modes of behaviour no longer work or the available resources are not sufficient to deal with the situation.
For us, a crisis is characterised by a problematic decision situation, often connected with an intensification, which, in the earliest case of occurrence, has not yet earned the name “crisis”. Concrete crisis situations often have their origin in incorrect or insufficient planning and processing of strategic company decisions.
OUR PRODUCTION IS REACHING ITS CAPACITY LIMITS. SHOULD THE STANDARD BE EXPANDED FURTHER? OR WOULD GREENFIELD PLANNING BE BETTER? HOW DO LOGISTICS WORK IN A DECENTRALISED OPTION? WHEN WILL WE BEGIN TO SEE RESULTS?
In an advanced case, the situation already begins to intensify: a supplier is not performing and regularly falls behind? The supplier is permanently in bottleneck management – a significant improvement is not in sight? Here, deploying a task force to normalise and stabilise the situation is often the most effective method.