Dr. Daniel Küpper ist Mitglied der Praxisgruppen Operations und Industrial Goods von The Boston Consulting Group.
Seit er im Jahr 2004 zum Unternehmen kam, fokussiert sich Daniel hauptsächlich auf die Bereiche Lean und Manufacturing. Er leitete zahlreiche Projekte, in denen er die Manufacturing-Strategie definierte – einschließlich der Erzielung profunderer Wertschöpfung und besserer Make-or-Buy-Entscheidungen – und die Manufacturing-Netzwerke optimierte.
Daniel befasste sich ausgiebig mit der Frage, wie Produktionsstätten mit maximaler Wertschöpfung arbeiten und kontinuierliche Optimierung fördern können. Dies beinhaltet die Implementierung von Lean-Production-Systemen und die Realisierung von Projekten zur Kostenoptimierung. Außerdem besitzt er spezifische Expertise in der Optimierung von Prozessen in der direkten und indirekten Fertigung und in der optimalen Nutzung von Assets – einschließlich Technologiebewertungen, Industrie 4.0 und Advanced Robotics.
Bevor er zu BCG kam, arbeitete Daniel in Forschungseinrichtungen am MIT und der RWTH Aachen.
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.
