Complexity Management 4.0 Strategy Day 2022 -

Digitalization is amplifying product and variant diversity. Customers want digital added value, new services and customized products. Industry 4.0 concepts, methods and technologies enable innovative manufacturers to satisfy this needs. But the complexity must be kept on a sensible cost level. Fast changing market conditions and regulations add to even more complexity.

To control and adjust the optimum level of complexity is decisive for profitability and competitiveness. It’s important to keep in mind that reduction of complexity isn’t always the desirable result, because certain levels of home-breed complexity can be positive by creating a specific competitive edge, like unique quality or product features.

Complexity Management enables us to honor all aspects of complexity and to avoid cost traps.

The Complexity Management 4.0 strategy day conveys to managers of the areas

Product Development
Engineering
Manufacturing
Process Management
Portfolio Management
IT/Data/BI
Product Management
Purchasing
Business Operations

With an intensive program of best practice lectures, use cases, workshops, scientific insights and networking, attendees learn about the latest methods, trends and best practices in complexity management.

Interactive Networking Format

Inspiring talks (Cutting-edge business cases, strategies, technology, best management practices, analysis, methods)
Workshops
Networking meetings
Online archive and community

Topics

Mastering the diversity of variants in the 4.0 age
Which strategy in complexity management? Standardize or react flexibly?
Methods to find complexity drivers
Determine the optimal level of complexity
Relationship between market and company complexity
Identify and avoid complexity cost traps
Agile development, agile organization, agile process framework
orchestration strategies
Market analytics as a key / new methods / big data / business analytics
Complexity management in product development and planning
Digital engineering in product development
Optimizing the product range and portfolio strategies
IoT and the market-driven development of networked products
Development of digital services and platforms
Modularity management and product architecture
Individualization and batch size 1
Data strategy
Product data, data integration, interoperability, standards
Platform strategies
Variant management tools
Optimizing process structure
Optimizing resource structure
Optimizing production network
Configuration management 4.0
Lean Six Sigma
Early BOM

Dr. Jens Paggel, Senior Transformation Lead, Continental Automotive Technologies GmbH

Stop Scaling Agility

Our products are becoming increasingly complex. We spend more and more effort for managing complexity and dependencies. It is time to stop, take a break, to re-think the situation, and to re-claim the time and effort spend for something more useful: value generation.
How? Let us learn from some innovative companies and follow the example of putting architecture and interfaces first. When we define interfaces first, we can eliminate complexity for a large part of our development organization. Make it complex for few and simple for many.
I will provide some simple rules and principles you might want to reflect upon.

Rainer Brehm, Head of Plastic Process Engineering, Geberit Produktions GmbH

Leading Generation Z in an environment of complexity

Beside all technical innovations to manage complexity there are still people that have to deal with these innovations. In the future we will have a lot of employees that come of the generation Z. What are the differences between generation Z and Y and how we have to handle them? How we have to adjust the culture of leadership and corporate identity to be attractive for this people?

Time	Activity
08:30	Start Registration
9:00	Opening
09:15	The Myth of System Analysis! How System Engineering Methods Help To Control Complexity Manuel Schneider-Scheyer, Director R&D Electronics BU, Varroc Lighting Systems
9:45
10:15	Stop Scaling Agility Our products are becoming increasingly complex. We spend more and more effort for managing complexity and dependencies. It is time to stop, take a break, to re-think the situation, and to re-claim the time and effort spend for something more useful: value generation. How? Let us learn from some innovative companies and follow the example of putting architecture and interfaces first. When we define interfaces first, we can eliminate complexity for a large part of our development organization. Make it complex for few and simple for many. I will provide some simple rules and principles you might want to reflect upon. Dr. Jens Paggel, Senior Transformation Lead, Continental Automotive Technologies GmbH
10:45	Coffee Break with Networking
11:30	Digital Engineering - Standardization, modularity management and effective engineering (time and cost reduction) Efficient engineering à automatic generation of design documents and 3D step models Simplification and optimization of the engineering process Digital engineering from batch size 1 to serial production Cost and time reduction, margin and revenue recognition (RevReq) increase Carsten Girth, Global Engineering Manager, Pall Corporation
12:00	How Metrics Impact Complexity We tested many metrics in the areas of software, portfolio and release management Only a few metrics have been suitable to measure our progress But also the non-suitable have been of use to increase Klaus Marquardt, Platform Program Manager, Draeger Medical
12:30	Lunch with Networking
13:30	Leading Generation Z in an environment of complexity Beside all technical innovations to manage complexity there are still people that have to deal with these innovations. In the future we will have a lot of employees that come of the generation Z. What are the differences between generation Z and Y and how we have to handle them? How we have to adjust the culture of leadership and corporate identity to be attractive for this people? Rainer Brehm, Head of Plastic Process Engineering, Geberit Produktions GmbH
14:00	Did complexity kill Lean Manufacturing? The complexities of the Just In Time, inventory-as-waste Supply Chain... ... and the changes that have made it look foolish at best, and dangerous at worst What we've learned: where do we need to rethink our lean principles? What we shouldn't forget: what is the place of lean in the 'New Normal'? John Boothby, Continuous Improvement Manager, Paxton Access Ltd.
14:30	Coffee Break with Networking
15:00	Complexity Management in Practice: Examples from R&D The two sides of business strategy: Standards and Flexibility Digital R&D: Platforms, Data & Engineering Processes High Performance: Agile way of working Ingo Gaida, Director Strategy Development Central R&D, Miele & Cie. KG
15:30
16:00
16:30	Closing Discussion and Wrap-up

Time	Activity
08:30	Start Registration
9:00	Opening
09:15	The Myth of System Analysis! How System Engineering Methods Help To Control Complexity Manuel Schneider-Scheyer, Director R&D Electronics BU, Varroc Lighting Systems
9:45
10:15	Stop Scaling Agility Our products are becoming increasingly complex. We spend more and more effort for managing complexity and dependencies. It is time to stop, take a break, to re-think the situation, and to re-claim the time and effort spend for something more useful: value generation. How? Let us learn from some innovative companies and follow the example of putting architecture and interfaces first. When we define interfaces first, we can eliminate complexity for a large part of our development organization. Make it complex for few and simple for many. I will provide some simple rules and principles you might want to reflect upon. Dr. Jens Paggel, Senior Transformation Lead, Continental Automotive Technologies GmbH
10:45	Coffee Break with Networking
11:30	Digital Engineering - Standardization, modularity management and effective engineering (time and cost reduction) Efficient engineering à automatic generation of design documents and 3D step models Simplification and optimization of the engineering process Digital engineering from batch size 1 to serial production Cost and time reduction, margin and revenue recognition (RevReq) increase Carsten Girth, Global Engineering Manager, Pall Corporation
12:00	How Metrics Impact Complexity We tested many metrics in the areas of software, portfolio and release management Only a few metrics have been suitable to measure our progress But also the non-suitable have been of use to increase Klaus Marquardt, Platform Program Manager, Draeger Medical
12:30	Lunch with Networking
13:30	Leading Generation Z in an environment of complexity Beside all technical innovations to manage complexity there are still people that have to deal with these innovations. In the future we will have a lot of employees that come of the generation Z. What are the differences between generation Z and Y and how we have to handle them? How we have to adjust the culture of leadership and corporate identity to be attractive for this people? Rainer Brehm, Head of Plastic Process Engineering, Geberit Produktions GmbH
14:00	Did complexity kill Lean Manufacturing? The complexities of the Just In Time, inventory-as-waste Supply Chain... ... and the changes that have made it look foolish at best, and dangerous at worst What we've learned: where do we need to rethink our lean principles? What we shouldn't forget: what is the place of lean in the 'New Normal'? John Boothby, Continuous Improvement Manager, Paxton Access Ltd.
14:30	Coffee Break with Networking
15:00	Complexity Management in Practice: Examples from R&D The two sides of business strategy: Standards and Flexibility Digital R&D: Platforms, Data & Engineering Processes High Performance: Agile way of working Ingo Gaida, Director Strategy Development Central R&D, Miele & Cie. KG
15:30
16:00
16:30	Closing Discussion and Wrap-up

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Cintona guarantees for the services stated on this website.
All tickets are transferable.
Cintona Ltd. is not liable for damages caused by technical malfunctions or force majeure like e.g. acts of God, war, riots, terrorist threats or activities, political constraints or trade disputes.
The regular cancellation fee is 25% of the invoice. In a period starting 4 weeks before the event the fee is 100% of the invoice.
Place of jurisdiction shall be Kreuzlingen, Switzerland.

Ticket includes

Access to all parts of the program (on-site or online, as you prefer)
Access to our networking app (if you like) to arrange meetings (on-site or online)
Access to online community with decks, videos and contacts
Full catering (for on-site participants)
Certificate of completion

This ticket is valid both for the conference onsite in Zurich or for a digital access via livestream. For the livestream we are using Cisco WebEx. Let us know your preferences until the event date. If you choose the livestream option, you will receive login data and technical instructions in the week before the event by Email.

Complexity Management is the Key for Competitiveness in the Industry 4.0 Age

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