What will the change mean for employees?
Tostmann: All employees at each plant must take the lean principles to heart and act accordingly. We will change or eliminate inefficient processes. At the same time, we will prepare our team for new production methods and jobs that will come about through electrification and digitalization. This is why we are investing heavily in the qualification of our employees. Alongside that, the ergonomic design of the workplace is also changing. Already during planning, we ensure workflows are ergonomically correct and can also be easily managed by an aging workforce. This is how we are preparing for demographic change.
How will you measure the success of the new strategy?
Cisek: For each action area, we have defined KPIs that apply uniformly across all factories. In this way, we establish a high level of comparability, also among our plants. At any given time, we can see where progress is being made and where setbacks occur. KPIs include factory costs per vehicle or hours per unit, i.e. the hours needed to produce a vehicle. Furthermore, we measure the strategy’s success in terms of how quickly we transfer effective solutions and best practices to other factories.
Tostmann: Our goal is clear: By 2025, we want to increase productivity by 30 percent in comparison to 2018 in all plants of the Volkswagen brand. We also hope to achieve a marked improvement in our environmental indicators – by 45 percent compared with the reference year 2010. What’s important here is that further efforts are needed to remain competitive post-2020. In an industry comparison we are currently mid-range with our production processes. With TRANSFORM.TOGETHER, we intend to catch up and be one of the best in the industry in productivity.
Thank you very much for the interview and: Good luck!