Efficiency Analyses: General Presentation
Within the framework of an efficiency analysis, the work processes are analyzed with regard to the best possible cost-benefit ratio of the results achieved and the resources used. The optimal result of an efficiency analysis occurs when the benefits outweigh the costs, but in reality this is often not the case. The term costs, which is regarded with an efficiency analysis, refers thereby not only to monetary and immediately resulting costs, but to all negative consequences of the action.
In efficiency analyses, mathematically or scientifically speaking, it is analyzed to what extent the input is well used for a planned activity or function (output). On the basis of an efficiency analysis, measures are determined with which targeted implementation of services can be achieved with a minimum of waste, costs or unnecessary effort to achieve a certain result. The goals of the efficiency analysis refer to very different inputs and outputs in the respective areas and industries.
The analysis of the efficiency (efficiency analysis) is based on the environment and the market in terms of possible further developments, the operation in terms of today’s corporate structures and strategies as well as on an analysis system of efficiency-determining parameters and efficiency ratios. In the course of the efficiency analysis, a company-specific target system is developed from these three components and the current actual situation is depicted.
During the efficiency analysis, the target system has to be adjusted in recursion loops analogous to the recording of the actual situation due to the strong dependency on the environment, the company and the relation of these two variables to each other during the efficiency analysis. The necessary potentials and measures can be determined after the final description of the actual situation and evaluated in their significance.
Effizienzanalysen im Detail
The implementation of an efficiency analysis
The implementation of the efficiency analysis has the goal of determining the potentials and measures for the respective enterprise on the one hand and creates at the same time the necessary conditions, in order to adapt and implement the methodical approaches of the individual concepts of a market-driven product development purposefully. The potentials and courses of action can be identified and determined at an early stage on the basis of the relative representation of the company.
Efficiency Analysis: Requirements
As part of a market and environmental analysis in the context of efficiency analyses, data regarding the environment must first be collected.
Starting point data about the company should have been collected as part of a company analysis.
The investigation system consisting of the influencing factors and the efficiency indicators should be oriented to the company’s own requirements according to the company analysis.
Implementation of an efficiency analysis
Findings from the environment and from the company are taken into account in the target system during the efficiency analysis. Portfolio representations allow a clear presentation of the relationship between these two data sets. On the abscissa, the market demands on the company are entered and the influencing parameters on the ordinate, which allow to react to the market demands accordingly. In the various portfolios within the framework of efficiency analyses, the position of the company in the various areas is compared with what is considered optimal in each case and, based on this, the responsibility for success is determined for the divisions involved. The responsibility for success of the individual divisions is then compared with the share of costs in sales. Major deviations are indications of potential and possible measures. In the course of the efficiency analysis, a target system tailored to the company is created, which, compared to the current state of the company, should lead to an implementation strategy that is optimally aligned in the long term.
Efficiency analysis: overview of the actual state
A first rough analysis of the essential aspects, the corporate strategy, the market position and the basic processes is carried out in advance of the efficiency analyses. In order to carry out the preliminary rough efficiency analysis, specific preliminary talks with the company management are recommended.
Once this initial analysis phase has been successfully completed within the framework of the efficiency analysis, the target system, any deviations from the target in the best possible form and the target distribution can now be mapped in a second step.
Efficiency analysis: recording of the actual state
In a first rough analysis of the efficiency analysis, the central influencing factors, the company strategy, the market position as well as the necessary processes are recorded. Structured interviews with the company’s senior management are particularly useful for this purpose.
After completion of the first analysis phase, the target system can now be presented within efficiency analyses in a first step, possible changes in content and organization can be determined for the optimal design and distribution of the responsibility for success, and thus the focus for the subsequent detailed analysis can be determined.
However, the influencing variables that are decisive for efficiency must first be recorded in their characteristics and assessed in relation to the determined target structure.
The data for the classification of the actual state, which are determined during the efficiency analyses, are completed in the detailed analysis phase and recorded in the necessary level of detail and the target system is further developed. For this purpose, for example, interviews with department heads and surveys of employees are systematically conducted. In addition to the personal individual interviews, group sessions are suitable for cross-departmental optimization. Questionnaires could be used to supplement the data collection in the context of efficiency analyses.
Efficiency analysis: Next steps
With the help of the list of efficiency factors, the distribution of competencies with regard to the responsibility for success and cost causation of individual departments and divisions, and by means of the illustration of causal relationships between market requirements and the operational situation, potentials and action measures are identified. These are summarized in a potential catalog and are presented and evaluated with regard to their meaningfulness and reasonable sequence of their realization.
Based on the analysis, the individual measures and methods can be quickly adapted to the respective requirements of the company. Depending on the type of dependency and interaction of individual measures and methods on the one hand and the efficiency of the general structure and the actual state of the company on the other hand, it makes sense to constantly question some of the impact factors and characteristics and thus use an instrument for controlling the implementation of measures during the introduction.
Efficiency analysis: advantages and disadvantages
+ Coupling of company and market analyses via portfolio representations
+ In principle, the analytical part of the method is always adapted to the company-specific situation during efficiency analyses by means of a constant target-performance comparison with the company’s own target system
– Due to the permanently necessary adjustments by means of recursion loops, this method is quite resource-intensive, since all business areas are examined
Motion-Mining® Efficiency Analyses
Identification of optimization potentials within the scope of efficiency analyses
Efficiency analyses within the MotionMining solution approach reveal hidden optimization potentials. The solution approach, based on the efficiency analyses, allows an evaluation of manual work with wearables (portable sensors, similar to fitness trackers) and a depth learning algorithm, better known as artificial intelligence. Work processes are automatically and anonymously recorded during the efficiency analysis, processed by artificial intelligence and converted into human-readable key figures. Currently, we distinguish between more than 60 different movement sequences in our ergonomics and efficiency analyses.
Usually such ergonomics and efficiency analyses, such as MTM, REFA or Leitmerkmalmethode, are carried out manually. These methods of ergonomics and efficiency analyses are therefore extremely time-consuming, specific and require a deeper understanding of the process. Traditionally, these ergonomics and efficiency analyses are, for example, recorded and then evaluated by a trained process engineer using a stopwatch and clipboard. Since the process engineer accompanies an individual employee throughout the entire duration of the ergonomics and efficiency analyses and uses photo or video analyses, among other things, for documentation purposes, such ergonomics and efficiency analyses are generally not anonymous. In contrast, ergonomics and efficiency analyses with motion mining are anonymous over the entire recording period and the subsequent analysis. When evaluating an efficiency analysis only average values are used, i.e. at least two data tracks are evaluated.