Daniel Küpper
Managing Director & Partner
Cologne
Daniel Küpper coleads Boston Consulting Group’s global work in lean and manufacturing, leads the firm’s Operations practice in Germany and Austria, and also leads the Innovation Center for Operations in Central Europe. He is also a core member of BCG’s Center for Digital in Industrials.
Since joining the firm in 2004, Daniel has focused on operations, primarily lean and manufacturing. He has led numerous projects defining manufacturing strategy—including the achievement of deeper value and better make-or-buy decisions—and optimizing manufacturing networks.
Daniel has worked extensively on the issue of how manufacturing plants can operate at maximum value and foster continuous improvement. This includes implementing lean production systems and driving cost improvement projects. He also has specific expertise sharpening processes in direct and indirect manufacturing and in making the best use of assets—including technology assessments, industry 4.0, and advanced robotics.
Before joining BCG, Daniel worked in research facilities at MIT and RWTH Aachen University.
Companies may finally be able to achieve the long-awaited step change in the industry’s development—if they act collectively, rather than individually.
BCG’s Daniel Küpper shares takeaways from the discussions in Davos including applying the science of organizational change by creating a sense of urgency and building repeatable, scalable, capabilities within the organization.
To succeed in a future of electric vehicles, manufacturers must understand and prepare for the profound effects of this transformation on operations and labor requirements.
Manufacturers can implement win-win actions in their production and logistics operations that benefit the environment and create financial value.
CEOs should respond proactively, act decisively, and provide a clear agenda. Focusing on five priorities now is key.
This five-pronged approach to reopening has proved to be effective, even as companies tailor their return to their specific culture and context.
True masters of digitization use shared data to improve existing applications of technology as well as to implement applications that would not otherwise be possible.
Digital tools can greatly enhance quality management—but to fully capture their value, manufacturers must also develop change management, communication, and teaming skills.
Manufacturing operations increasingly require data sharing and collaboration across complex networks of companies and machines. Is blockchain the solution to these challenges?
It’s not enough to establish the right organizational structure. Companies must also attract and retain digital talent and overcome the limitations of legacy IT systems.
