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Variant Management

How diversity leads to success

Efficient variant management in mechanical engineering

Optimization for more efficiency


The customer, and therefore the market, determines success. So we analyze the specific market and its requirements for your product, the external variance. We do the same with regard to the internal variance of your products.

What really gives you a competitive advantage? Where do I need to be flexible in processing? What is easy to manufacture or assemble, and what is time-consuming?

Consistent structuring as the basis for process optimization.

We structure the entire process that a product goes through in your company. Whether CTO (Configure To Order) or ETO (Engineer To Order) or a mix of both. What requirements does the process place on sales, design, purchasing, production, external suppliers and assembly? How can these requirements be met?

To control product variance, products are modularized according to functional aspects. The process-side requirements must be fulfilled:

  • on the part of sales: configurability in the direction of technical feasibility, offer
  • on the part of design: configurability and good adaptability of the modular system (ETO)
  • on the part of purchasing: Strategic suppliers are known and qualified, quick inquiries are possible thanks to access to current 3D models and drawings.
  • Production: parts list engineering, production parts list
  • External suppliers: up-to-date and correct drawing and parts list content
  • on the part of commissioning: up-to-date assembly instructions

The structures are then set up accordingly.
In many industries, mechanics, electrics, electronics and software are rapidly converging. The focus is therefore often on the development and maintenance of a mechatronic product structure. The modular product system must also be designed on an interdisciplinary basis.

A second focus is on product variance. Where the market absolutely demands it, processes and structures in the company are adapted and optimized.

  • Where is variance an absolute competitive advantage?
  • Where must the respective design be easily adaptable in order to meet product requirements efficiently (ETO) and must configurability from the modular system be maintained without design adjustments (CTO)?
  • How should systems be aligned and used? Where does automation make sense, where not?

Product standardization creates more calm in the process flow.

Where the variance leads to high internal costs, for example because the design effort is too high or a manufacturing process does not exist, the sales department is able to guide the customer and argue in regulated standards before offering and agreeing to individual solutions. In addition, the development of a market-oriented product or modular system ensures greater calm in the process flow. Sales and technology agree on standards, options and expected customer requirements and can think and act together in the direction of the market. Also for the future.

The core of variant management:
the master concept

The introduction of a master concept, which often replaces the copying of old orders, is key.
The master concept is customer- and order-neutral and prevents products from becoming ever more complex and contribution margins from becoming ever lower.


Project examples on the subject of variant management

Further project examples

 

Request a non-binding initial consultation now


My name is Helmut Bekic. I am a DLP consultant and would be happy to take a look at your current variant management. Let's identify the potential together and see what improvements you can make and through what measures.

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