Training and Consulting - Festo Didactic · · 2007-03-07Six Sigma _____ 22 Strategic personnel...

Training and ConsultingQualification Programmes

www.festo-didactic.com 3

Table of contents

Added Value Orientated Qualification ___________________ 4

The offer at a glance _________________________________ 5

Qualification programmes 2007

Expert programmes

Change Manager for Added Value Systems_______________ 8

Target engineering _________________________________ 17

Six Sigma _________________________________________ 22

Strategic personnel work ____________________________ 28

Manager programme

General business ___________________________________ 34

Master courses

MBA engineering management _______________________ 50

General booking conditions __________________________ 52

Dates, fees and services _____________________________ 53

Registration _______________________________________ 55

4 Serviceline 0800/3378682

Added Value Orientated Qualification

Integration of knowledge

and application The Training and Consulting qualification programmes are consistently targeted towards application and adding value. The methodical approach of work-integrated training enables participants to incorporate recently gained knowledge into their own applied practices immediately.

For experts and managers The qualification programmes were especially developed for employees in middle management, project managers, future executives and employees who are experts in their fields.

Implementation All qualification programmes have a modular structure. Specific projects from the operational working environment of the participants are completed in each module. Solutions to problems that can be directly applied within the respective company are developed. This yields a measurable return on investment for the company. The stages where participants must be present are brief. The project work is accomplished in parallel with full time working. Qualified experts from business and industry share their knowledge with the

participants and coach them whilst completing their projects. These include top experts from business and industry enabling participants to profit from the best possible know how, and they receive valuable input for far-reaching improvements. The methods of work-integrated learning generate creative solutions with a high level of usefulness for applied practice. The participants also have access to their solutions after the respective module has been completed. The networks created between the participants and the experts remain active and continue to be used to actively exchange information.

Qualification on three levels We offer qualification programmes for a variety of roles and tasks. You thus have the option of designing a complete, strategic personnel development package for your employees. The training courses are divided into the following areas: – Expert programmes – Manager programmes – Master courses The General Business programme modules can be booked individually. They

can be combined into different portfolios corresponding to the individual requirements in your company. The expert programmes may only be booked as a complete package. The modules and programmes are concluded with a qualification certificate.

Benefits for companies and

employees Employees create a basis for their own personal development within the company. They experience more success in their daily working lives through the practice-orientated improvement in their skills. New horizons are opened up for coping with management and specialised tasks. The problems associated with many years of specialisation can be overcome. Companies profit from an increase in productivity. The force of innovation is boosted immensely by developing and implementing specific solutions. The skills and thus the motivation of your employees is visibly increased. The "culture of knowledge sharing" that is often cited as being a prerequisite of knowledge management projects, is supported and strengthened by the way the qualification programmes have been designed.

www.festo-didactic.de 5

The offer at a glance

Code Topic area and title Page

Expert programmes

EXVM Change manager for added value systems 8

Consulting in your own company 9

Project management in consulting 10

Methods and tools of an added value system 11

From production system to added value system 12

Describing and optimising business processes 13

Organisations and the ability to change 14

Data analysis and methodology 15

Integrated logistics and supply chain management 16

EXTE Target engineering 17

Customer requirements as a basis for product conception 18

Developing product solutions and product structures 19

Systematic planning of product families and series 20

Integrated optimisation of the complete process 21

Six Sigma 22

EXSS-EM Six Sigma – Overview for decision makers 23

EXSS-GB Green Belt 25

EXSS-BB Black Belt 27

EXSP Strategic personnel work 28

Strategic knowledge management 29

Strategic personnel development 30

Strategic personnel management 31

Strategic personnel controlling 32

Manager programme

MAGB General business 34

MAGB-MAR Marketing 36

MAGB-PM Productivity management 37

MAGB-QA Quantitative analysis 38

MAGB-OB Organisational behaviour 39

MAGB-BSC Balanced scorecard 40

MAGB-FIN Finance 41

MAGB-ECO Economics 42

MAGB-BS Business strategy 43

MAGB-ETH Ethics 44

MAGB-ACC Accounting 45

MAGB-IPR General Business Supplementary Module: Knowledge management 46

MAGB-KM General Business Supplementary Module: Intellectual property and rights 47

Master courses

MBA engineering management 50


Expert Programmes end page


Change Manager for Added Value Systems

EXVM


Complex products and processes require competent employees who can deal with problems

and challenges and are able to shape their own working environment. Qualified employees are

also the prerequisite for anchoring new processes and structures in the company on a long

term basis. Converting strategic goals into tactical and operational plans and packages requires

equal degrees of professional, methodical and social skills.

The change manager is able to trigger optimisation independently, initiate projects and

communicate clearly at the executive level as well as at the operational level. Participants

acquire skills for

• Implementing the company goals in change projects and measuring the cost effectiveness

• Ongoing development of change projects and securing their sustainability

Modules Workshop Date Location

Consulting in your own company Introduction

Presentation

Sa. Feb. 10 2007

Fr. March 16 2007

Esslingen

Esslingen

Project management in consulting Introduction

Presentation

Sa. March 31 2007

Fr. May 11 2007

Esslingen

Esslingen

Methods and tools of an added

value system

Introduction

Presentation

Wed. May 16 2007

Thu. June 21 2007

Esslingen

Esslingen

From production system to added

value system

Introduction

Presentation

Sa. June 30 2007

Fr. July 27 2007

Esslingen

Esslingen

Describing and optimising

business processes

Introduction

Presentation

Sa. Sept. 8 2007

Fr. Oct. 12 2007

Esslingen

Esslingen

Organisations and the ability to

change

Introduction

Presentation

Sa. Oct. 27 2007

Thu. Nov. 22 2007

Esslingen

Esslingen

Data analysis and methodology Introduction

Presentation

Sa. Dec. 1 2007

Fr. Jan. 18 2008

Esslingen

Esslingen

Integrated logistics and supply

chain management

Introduction

Presentation

Sa. Jan. 19 2008

Fr. Mar. 1 2008

Esslingen

Esslingen

One year, eight expert modules with two one-day workshops each, coaching as required, self-

managed project work: approx. 15 – 25 hours per module

Per participant € 7,600.00 (plus VAT)

The price is reduced by 10% as of the third participant from one company.

If a larger number of participants from your company book this programme, we will carry out

the programme in-house as a company-specific solution adapted to your requirements.

Goals

Schedule/Locations

2007/2008

Time frame

Price

In-house



Consulting in your own company

Consulting in your own company presents a special challenge: you have to preserve and

change at the same time. While doing so, you must take into account that the "company as a

system" can react to change very differently than originally intended. The probability of making

decisive mistakes here is great.

A meeting to clarify the assignment at the beginning is important for recording specific

customer requirements and introducing activities for change. Measuring change and securing

sustainability are characteristics of high-quality consulting. Nevertheless, change can only be

successfully implemented if the employees understand it and individuals are encouraged to

participate and contribute their own ideas.

• Elements of assignment clarification (general conditions, setting, costs, etc.)

• Preliminary discussion with the customer

• Needs analysis for internal customer

• Assignment clarification and offer creation

• Agreeing upon goals with the internal customer

• Planning and concept creation

• Consultant-customer relationship

• The acquisition: Wanting, being permitted, being able

• Change: Measuring and documenting

• Concept check: Milestones and obstacles

Frank Menzel

Freelance corporate consultant cooperating with Festo Didactic in the areas of organisational

development and added value systems, system supervisor (SG), degree in Psychology, Political

Science and English

Focus of work: Corporate culture, cultures of change and change management

See Overview, page 8

Two one-day workshops, coaching as required, self-managed project work

approx. 15 – 25 hours

Contents

Sample content for company

projects

Experts

Dates/Location

Time frame



Project management in consulting

Projects that trigger significant changes are a part of daily life in a changing business world.

Essential goals such as closing profitability gaps, developing new business fields or cost-

reducing initiatives, must be realised quickly and efficiently so the company can survive.

"Clean" project analysis, including clear problem and goal definition, structured proposal of

alternatives, prioritisation and data collection driven by hypothesis, forms the foundation of a

successful project. "Soft" factors are just as important: How can reaching quick decisions

beyond the options offered by line organisations be secured? How should which stakeholders

be included? How can implementation be secured? When is external help useful? In this

module, typical approaches are introduced and discussed and selected frameworks and

structuring methods are applied based on company projects.

• Project controlling

• Defining project requirements and tasks

• Project structure and schedule, structure of the project organisation

• Capacity and resource planning

• Cost planning

• Quality planning

• Communication and documentation

• Loss of profits in an industrial company

• Cost reduction in personnel-intensive areas

• Implementation and controlling in institutions resistant to change

Dr. Florian Pfeffel

Freelance corporate consultant, personnel coach and university teacher, formerly Project

Manager at McKinsey & Company

Consulting focus: Strategy, organisation, marketing and cost reduction, regional development

projects (changing structures/growth strategies), consulting on questions of strategy,

marketing and costs for companies




Contents


projects

Experts

Dates/Location

Time frame



Methods and tools of an added value system

For successful companies operating worldwide, high quality products, market-orientated

prices, comprehensive service and quick delivery times no longer deliver competitive

advantages. In a region that is considered a high wage country by the rest of the world, fulfilling

these standards is not an adequate guarantee of a company's success.

Optimal quality, minimum costs, maximum delivery reliability and stable processes are the

goal. Above all, being successful today means reacting to changing requirements quickly and

improving continually in all areas. To achieve this, it is necessary to create standards for

production and logistics, and continually examine and improve them.

Formulating basic rules, describing modules, methods and principles and implementing them

as binding standards are the basis of this type of production system.

• Philosophy and increasing awareness

• Design principles

• Modules, methods and tools

• Organisation and rules of the game

• Goals and agreements

• Integrated improvement management

• Audit systems and key figures

• No-error principle

• Reduction in downtime caused by setup processes

• Elimination of primary problems in machine systems

• Eliminating quality problems

• 5 S at selected workstations

• Reducing processing times at selected assembly workstations

Klaus Lotz

Freelance corporate consultant, project manager, trainer and consultant for Festo Didactic

Training and Consulting, many years of experience as a production manager

Focus: Change processes in production, kanban signalling, process mapping, value flow

analysis.




Contents


projects

Experts

Dates/Location

Time frame



From production system to added value system

Companies whose goal is leadership in the areas of price, technology and service are forced to

subject their business processes to higher-level considerations and permanent optimisation.

World class is made possible only by striving for perfection and optimal processes. It is thus

essential to expand the indirect areas of a production system, such as product development

processes/engineering, work preparations, supplier or operational development.

• Structure and setup of an added value system in the context of the EFQM model

• Goal-oriented leadership and motivation

• Flexibility and bottleneck management

• Process and performance excellence

• Dynamic, organised improvement

• Adding value in administrative areas

• Optimising processes in indirect areas

• Critical success factors

• Preventive quality control

• Effective, efficient ramp-up management

• Value analysis

• Requirements catalogue for a new product

• Integrating QM as a component of an added value system

• Process analysis in a supporting process

Luk Bierens

Manager of the Training and Consulting business unit at Festo Didactic GmbH & Co. KG, prior to

that Senior Consultant at Toyota Motors, Porsche Consulting and Staufen Akademie, more than

ten years experience in the areas of effective management and integrated production systems




Contents


projects

Experts

Dates/Location

Time frame



Describing and optimising business processes

Business processes are the backbone of every company. These processes are often not

synchronised and run alongside the "official" organisation in a traditional, hierarchically-

orientated structural organisation, which automatically leads to losses due to friction and

inefficiency. The "process organisation" paradigm is an attempt to solve this problem.

However, confusion about the actual flow of processes within the company often gets in the

way, so that the approaches to process organisation often do not yield successful results.

• Typical business processes and their optimisation potential

• Description principles for business processes

• The business process in the organigram

• Typical conflicts between structural organisation and business processes

• The matrix organisation as an approach to solving conflicts

• The process model in ISO 9000

• Added value processes vs. knowledge processes

• Identifying the business process relevant for success and the associated key performance

indicators (KPI)

• Mapping business processes on an organisation model, including assigning areas of

responsibility

• Transition from innovation process to added value process

• Transition from added value process to customer processing process

Rüdiger Kunstmann,

Corporate Development Manager at Festo AG & Co. KG, more than 20 years consulting

experience in the systems engineering, process re-engineering and quality management areas

Specialisation: Management systems, process models and optimisation, risk management,

improvement processes




Contents


projects

Experts

Dates/Location

Time frame



Organisations and the ability to change

Permanent adjustment to market conditions presents a significant factor for the economic

success of companies. Although this realisation is not new, many managers are aware that

operational changes often cannot be implemented as quickly as originally planned. Delays

occur and priorities are set differently, resistance and conflicts occur almost on a daily basis,

even though it is recognised that processes and structures must be renewed or changed. This is

caused by the complexity and individual dynamics of the company. Working on improving

companies' ability to change is thus gaining in importance.

• What is the ability to change?

• Individual factors and their interaction

• Instruments for recording and describing

• Options for exerting an influence

• Deriving appropriate strategies

• Analysing and documenting the ability to change

• Creating company-specific strategies

• Designing change projects methods

Holger Regber

Project leader, trainer and consultant at Festo Didactic GmbH & Co. KG, degree in Career

Pedagogy, Electronic Technology/Electronics and Business Management

Focus of work: Training and consulting for optimising production processes in the sense of

streamlined production, project management as part of professional training processes,

supervising team development processes




Contents


projects

Experts

Dates/Location

Time frame



Data analysis and methodology

This module has the goal of providing the participants with a tool box for evaluating any project

(and ultimately, companies) for certain and uncertain expectations. Special topics are net

present value (NPV) and evaluating for uncertainty using the capital asset pricing model

(CAPM). In the second half of the module, how project evaluation methods can be integrated

into the total context of a value-orientated strategy (value management) and risk management

is shown.

• Introduction and overview

• Investment calculation and net present value (NPV) for certain expectations

• Risk assessment and evaluation

• Probability theory: Risk definition and modelling

• Valuation and costs of capital for uncertainty (CAPM)

• Decision tree procedure and real options

• Value management

• Measuring value creation at the company level

• Implementing and controlling value creation (value lever management)

• Essential features of risk management

• Expansion into a new market

• Uncertain investment in a new product

• Decision-making sequence of a strategic project

• Cost/benefit analysis

Prof. Dr. Ingo F. Scheuermann

Professor for Financing, Investment and Business Mathematics at Aalen University, owner of

PSC corporate consulting, consulting mid-sized and private equity portfolio companies on

questions of strategy and corporate finance, supporting company founders in creating business

plans and acquiring investors

Areas of research: Corporate finance, private equity (PE), financial economics, technology

transfer




Contents


projects

Experts

Dates/Location

Time frame



Integrated logistics and supply chain management

Despite the increase in worldwide competition caused by globalisation and the marked

increase in quality-, cost- and service-related requirements of products in recent years,

customers tend to assume that orders and customers requiring quick turnaround times can

receive prompt deliveries. Companies are forced to work closely with their respective suppliers

so that they can fulfil customer expectations in a cost-effective way. Suppliers are dependent

on orders downstream in the supply chain, and are thus extremely interested in properly-

functioning supply chain management.

• Reasons for necessary changes in the supply chain

• Supply chain management (SCM)

• Components of SCM

• IT for supporting the supply chain and SCM

• Resource planning and resource controlling

• Customer-controlled SCM

• Orientation of logistics in a business area

• Creating a feasibility study for introducing SCM

• Analysing the procurement subprocess

• Optimising SCM in a production process

Thomas Henkel

Proxy, Logistics Department Manager at Sick AG, teacher at BA Lörrach, instructor at Esslingen

University

Specialisation: Supply chain management, defining logistical processes, project management,

logistics strategy development, warehouse and material flow concepts, personnel concepts for

logistics




Contents


projects

Experts

Dates/Location

Time frame


Target engineering Methods for success

EXTE

Target engineering

Target engineering is a methods module for developing and implementing innovative and cost-

optimised products. It focuses on taking the complete added value chain into account and

optimising it. All relevant points from the marketing, development, procurement and service

areas as well as important suppliers are taken into account during the concept phase, then

refined and coordinated in an interdisciplinary process. An optimal complete solution is found

during a detailed examination of all important levers for control.

• Taking all relevant aspects in to account: from customer requirements to spare part

procurement

• Integrated procedure: From defining goals to achieving them

• Visualising the complete added value chain: From an idea to a product ready for the market

• Including all important areas: From marketing and development to production

• Systematically developing innovative solutions: From components and assemblies to the

product

• Creating sound decision-making documents for management

Participants learn how to use the methods of Target Engineering and apply what they have

learned to actual projects.


Customer requirements as a basis

for product conception

Introduction

Presentation

Sa. Mar. 3 2007

Wed. Mar. 28 2007

Esslingen

Esslingen

Developing product solutions and

product structures

Introduction

Presentation

Thu. March 29 2007

Mon. May 14 2007

Esslingen

Esslingen

Systematic planning of product

families and series

Introduction

Presentation

Tue. May 15 2007

Tue. June 14 2007

Esslingen

Esslingen

Integrated optimisation of the

complete process

Introduction

Presentation

Fr. June 15 2007

Thu. July 19 2007

Esslingen

Esslingen





Contents

Goals

Schedule/Locations

2007/2008

Price

In-house


Target engineering

Customer requirements as a basis for product conception

Systematically recording and evaluating customer requirements for a future product is an

absolute must for developing optimised solutions. Pragmatic examination of customers and

their requirements is required here, not endless market research. The best technical concepts

for a solution are then compared and evaluated.

• Markets, customer groups and target groups

• Recording market and customer requirements

• Deriving requirements and characteristics

• Analysing functions and evaluating

• Presenting portfolios and defining product goals

• Analysing and valuating existing concept and solution structures

• Evaluating risks and costs

• Recording deviations from cost and performance goals

• Analysing customer groups with specific requirements

• Recording and consolidating product characteristics and product clusters

• Deriving customer functions, characteristics and weighting

• Developing functional and technical requirements

Uwe W. Metzger

After studying communications engineering at Darmstadt Technical University, Uwe Metzger

held management positions at renowned industrial companies for more than ten years. He

founded I&R Concept Consulting in Grafing bei München in 2000. His customers are mid-sized

and large manufacturing companies, including Siemens and Airbus.




Contents


projects

Experts

Dates/Location

Time frame


Target engineering

Developing product solutions and product structures

Comprehensive product optimisation means change. Demanding product goals can only be

achieved through new, innovative solutions. Benchmarking, alternative product solutions or

technical functions, as well as tried and tested, practical procedures for systematically

generating ideas are important factors. The most important goals of the module are to develop

solution proposals for a future product that can be implemented and to derive decision-making

documents for top management.

• Creating an innovation check list

• Improving value and reducing manufacturing costs

• Benchmarking with product solutions and functions

• Developing ideas for product optimisation

• Designing value for developing innovative solution proposals

• Applying methods for systematically generating ideas

• Developing specific technical solution concepts

• Evaluating and setting priorities (performance fulfilment, cost valuation, goal achievement)

• Developing concept solutions for decision-making documents

• Developing innovative product solutions

• Applying methods for systematically generating ideas

• Developing product concepts and product structures

• Detailed treatment of relevant aspects: Costs of manufacturing, weighting, reliability

Wolf-Dieter Burkert

Senior Consultant and partner of I&R Concept Consulting

Focus of work: Target Engineering, target costing, design to cost and material cost reduction




Contents


projects

Experts

Dates/Location

Time frame


Target engineering

Systematic planning of product families and series

Today, products are usually closely related to existing product families and series. However,

carry-over parts, variants and options are often defined without systematically valuating the

costs throughout the entire product life cycle. The goal of the module is to pragmatically

develop a sound decision-making basis for variants and platform parts.

• Analysing existing product families or product series

• Recording platform and variant assemblies or components

• Estimating complexity costs for important assemblies or components

• Developing platform and variant concepts

• Recording technical questions and risks of implementation

• Taking relevant aspects into account (development, production, logistics, costs and risks)

• Simplified cost and risk analysis and valuation

• Developing decision-making documents for defining variants and options

• Developing platforms and variants

• Deriving technical and organisational interfaces

• Integrated optimisation and refinement

Uwe W. Metzger

After studying communications engineering at Darmstadt Technical University, Uwe Metzger

held management positions at renowned industrial companies for more than ten years. He

founded I&R Concept Consulting in Grafing bei München in 2000. His customers are mid-sized

and large manufacturing companies, including Siemens and Airbus.




Contents


projects

Experts

Dates/Location

Time frame


Target engineering

Integrated optimisation of the complete process

Implementing new products according to costs and schedule often fails due to later product

changes that could have been avoided. The goal of this module is to optimise implementation

planning while closely cooperating with all relevant specialised areas: production, logistics,

service, and important suppliers and system suppliers.

• Recording the requirements relevant for implementation

• Integrated make or buy decisions

• Selecting and cooperating with important suppliers

• Taking production processes and adjustments into account

• Recording relevant investment costs

• Interdisciplinary, coordinated implementation planning

• Taking production processes and technologies into account

• Developing production concepts and production-specific applications

• Defining in-house and third-party components

• Including system suppliers and suppliers

• Optimising supplier components and supplier-specific applications

Wolf-Dieter Burkert

Senior Consultant and partner of I&R Concept Consulting

Focus of work: Target Engineering, target costing, designing to cost and material cost reduction




Contents


projects

Experts

Dates/Location

Time frame


Six Sigma Zero-error production with Six Sigma

Six Sigma

Six Sigma is a method module that covers the complete added value chain. The market,

technology and organisation areas are most important here. All relevant aspects of these three

areas are taken into account in the concept phase and defined in an interdisciplinary process.

An optimal complete solution is found during an examination of all important levers for control.

Six Sigma, developed and optimised in cooperation with renowned partners after years of

practical project work, delivers a systematic method for developing and implementing

innovative, optimised products.

The module is for company managers. They will receive criteria useful in deciding whether or

not to introduce Six Sigma in their companies.

See Page 23

Certified training to be a green belt is an attractive supplementary qualification for employees

that is recognised worldwide. Six Sigma Green Belt training includes learning DMAIC 5-phase

project management based on a project from the employee's own company. Participants learn

"on the job", which leads to practical options for improvement and thus savings for the

company. The costs of the course are usually amortised as soon as the training project has

been completed.

See Page 24

There are black belts as well as green belts in the Six Sigma dictionary. They are full time

project managers. In order to secure know how transfer in all areas of the company, black belts

in the Six Sigma team act as internal corporate consultants for around two years before they go

back to their own business areas. In daily life, Six Sigma takes place at the operational process

level. Here it is important that employees and managers identify with the programme, are

trained and can fall back on the Six Sigma experts in the organisation.

See Page 26

Six Sigma – Overview for

decision makers

Green Belt

Black Belt


Six Sigma

EXSS-EM

Six Sigma – Overview for decision makers

This module is designed for managers who want to experience the logic behind the Six Sigma

process so they can judge whether this method-based improvement approach can support their

own corporate strategy, is compatible with their own company programmes or can be

effectively and efficiently implemented in their own organisational unit.

Knowledge and background information is imparted which is necessary for deciding whether or

not to introduce Six Sigma in their own company or organisational unit, and prerequisites for

successfully implementing Six Sigma projects.

• What is "Six Sigma"?

• What does Six Sigma provide (and what it does not)?

• DMAIC: Procedure and procedural logic

• Characteristics of successful Six Sigma projects, project selection criteria

• Roles and task areas when implementing Six Sigma

• Implementation strategies

• Prof. Dr. Klaus-Peter Muthig

Phaidros Management Consulting, Institute for Psychology, Methods and Evaluation (IPME),

Bremen University

• Thomas Wetterauer

Master Black Belt, Phaidros Management Consulting, Processes, Methods and Systems

(PROMESY) area

Courses Date Location

Introduction Sa. Feb. 17 2007 Esslingen

Introduction Sa. March 17 2007 Hamburg

Per participant € 650,00 (plus VAT)

Contents

Experts

Dates/Locations

Price


Six Sigma

EXSS-GB

Green Belt training course

This training course is targeted towards people who are responsible for planning and

implementing complex projects for improvement, directly reducing the costs of errors in

performance or clearly improving effectiveness of approaches to quality and/or process

management in their companies.

The goal of this training course is to enable participants to independently process and

successfully complete improvement projects as part of the Six Sigma systematic procedure

using appropriate (statistical) methods and tools.

During the three blocks of the 10-day training course, the strategic and economic benefits of

Six Sigma will be demonstrated to participants in an intensive dialogue based on numerous

examples and tasks. The DMAIC procedural approach to process and performance

improvement and skills for successfully applying the tools and (statistical) methods of the Six

Sigma approach will be taught.

Participants will work on their own improvement projects "on the job" between the three

training blocks so they can apply the course content and the methodical knowledge they

acquire.

After they have completed their own improvement project successfully, participants earn the

"Six Sigma Green Belt".

A requirement for participation in the training course is having independently completed a

suitable improvement project from the employing company. Because the financial expense of

the training course is usually amortised when the training project is completed, projects with a

high potential for savings should be selected. The EXSS-EM module provides assistance and

preparation.

Additional prerequisites: basic knowledge of statistics; experience in using

a laptop (bring your own laptop).

• Six Sigma: background and approach

• The DMAIC procedural approach

• DEFINE:

Project set up, project charter, SIPOC, VoC, factor selection

• MEASURE:

Sampling procedure, measuring system analysis, data acquisition and data collection

techniques

• ANALYSE:

Process analysis (basics), data analysis, graphical analysis, simple hypothesis tests

• IMPROVE:

Creativity techniques, assessment procedures, implementation strategies

• CONTROL:

Statistical process control (SPC), standardisation, quality and process management

Contents


Six Sigma

Actual improvement projects from the employing company


Phaidros Management Consulting, Institute for Psychology, Methods and Evaluation (IPME),

Bremen University



(PROMESY) area

Training modules Dates, 1/2007 Location

Green Belt Block 1 5/14/07 – 5/16/07 Esslingen







Ten days for the Green Belt Blocks 1 – 3 (3 + 3 + 4 days) training modules, coaching as required,

self-managed project work between training units





Company projects

Experts

Dates/Locations

Duration

Price

In-house


Six Sigma

EXSS-BB

Black Belt training course

The Black Belt training course has been designed to supplement the Green Belt training course.

The prerequisite for participation is to have completed a Green Belt training course at Festo or

proof of successful completion of a training course comparable to "Six Sigma Green Belt".

An additional requirement for participation in the training course, analogous to the prerequisite

for the Green Belt training course (EXSS-GB), is having independently completed a suitable

improvement project from the employing company.

The training course is divided into two blocks:

• Block 1 (Statistics add-on) provides more details on the methods learned in the Green Belt

training course in the area of statistical analysis of multiple coefficient analytical approaches.

In addition, selected topics on methods of the DMAIC procedural approach to process and

performance improvement will be taught in detail.

• Block 2 (Experimenter) is devoted to designing and analysing experimental trials. The focus

is on analysing measurements that were collected under replicable, experimental conditions.

Participants will have to work on their own improvement projects "on the job" between the two

training blocks so they can apply the course content and the methodical knowledge they

acquire.

After they have completed their own improvement project successfully, participants earn the

"Six Sigma Black Belt".

• DEFINE:

Six Sigma project management (supplement)

• MEASURE:

Data collection methods (supplement), distributions and distribution functions (supplement),

process capability (supplement)

• ANALYSE:

Data analysis and model design, multiple regression, non-linear and logistical regression,

designing experiments (full factorial trials, fractional designs, DoE), process analysis

(supplement), covariance analysis, response surface, non-parametric procedures

• IMPROVE:

Simulation, implementation strategies

• CONTROL:

Control charts (supplement), process management

Contents


Six Sigma

Actual improvement projects from the employing company


Phaidros Management Consulting,

Institute for Psychology, Methods and Evaluation (IPME), Bremen University



(PROMESY) area


Black Belt Block 1 (“Statistics add-on”) 9/17/07 – 9/19/07 Esslingen

Black Belt Block 2 (“Experimenter”) 10/8/07 – 10/12/07 Esslingen

Training modules Termine 2/2008 Ort

Black Belt Block 1 (“Statistics add-on”) 1/7/08 – 1/9/08 Esslingen

Black Belt Block 2 (“Experimenter”) 2/4/08 – 2/8/08 Esslingen

Eight days for the Black Belt Blocks 1 – 2 (3 + 5 days) training modules, coaching as required

(as agreed), self-managed project work between training units





Company projects

Experts

Dates/Locations

Duration

Price

In-house


Strategic personnel work

EXSP


New production processes, cost pressure, the introduction of knowledge management

systems, group work or new salary and wage systems – in times of economic change,

companies also require new approaches to personnel management.

In one study, PriceWaterhouseCoopers (PWC) came to the conclusion that good personnel work

makes a proven contribution to the success of a company. According to PWC, a large number of

companies still lack methods and processes for successfully implementing their personnel

strategy with suitable personnel management measures. Companies who said that they follow

an integrated personnel strategy in the survey have approx. 35 percent higher turnover and

approx. 12 percent fewer absences. These companies sack fewer employees, and adhere to

assessment and bonus systems that more favourably support their company goals.

In Community of Practice (CoP) – Strategic Personnel Work, specialists and managers from the

human resources area develop solutions to current problem areas of their work. The four

modules, Strategic Personnel Management, Strategic Personnel Development, Strategic

Knowledge Management and Strategic Personnel Controlling, cover all important aspects of

modern personnel work.

Based upon actual practice for practical application, CoP Strategic Personnel Work provides a

platform for exchanging experiences and benchmarking. Experienced experts from business

teach not only theory, but also transmit experience gained during practical operation.

The participants learn approaches and models for strategically targeted personnel work.


Strategic

knowledge management

Introduction

Presentation

Sa. Jan. 27 2007

Fr. March 16 2007

Stuttgart

Stuttgart

Strategic

personnel development

Introduction

Presentation

Sa. April 28 2007

Sa. June 16 2007

Esslingen

Esslingen

Strategic

personnel management

Introduction

Presentation

Sa. July 14 2007

Fr. Sept. 21 2007

Stuttgart

Stuttgart

Strategic

personnel controlling

Introduction

Presentation

Sa. Oct. 13 2007

Fr. Dec. 7 2007

Esslingen

Esslingen


For DGFP members € 3,850.00 (plus VAT)


Contents

Goals

Dates/Location

Price



Strategic knowledge management

Sustainably increases the efficiency and effectiveness of the core processes in the company.

• Structure of a knowledge management system

• Skill database

• Using customer potential

• Training organisations

• Feasibility study for the introduction of knowledge management

• Knowledge management as a means of improving service performance

• Knowledge management as a means of realising a global customer-orientated R&D

organisation

Dr. Patricia Spallek

Has managed the worldwide knowledge management area of Arthur D. Little with more than 30

locations worldwide for five years and consults as Senior Advisor. For more than ten years, she

has developed and supervised integrated knowledge management projects regarding

organisations, processes and IT. She is on the advisory council of several research projects

funded by the German Federal Government. Dr. Spallek studied chemistry at Karlsruhe

University and received a doctorate in Chemical Technology.



approx. 15 – 25 Hours

Contents


projects

Experts

Dates/Locations

Time frame



Strategic personnel development

Personnel development must be orientated towards results and added value.

• Personnel potential analysis

• Performance and skill management

• Value-adding skills development

• Diversity management

• Optimising PE processes

• Developing a culture of learning

• Introducing an objectives system

• PE as a contribution to adding value in the company

• Introducing target group-specific personnel development

• Introducing a manager development system

Norbert Hermann

MBA, after gaining industry experience at Otis International became the Head of the Personnel

Division for the BMW Group, Dingolfing production centre and was responsible for the BMW

Group worldwide as the Head of Management Qualification. Today he supports his customers

with consulting and training services on the topics of values and performance as a freelance

consultant. His focus is on improving manager and employee performance, demographic

changes in companies and targeted value management.




Contents


projects

Experts

Dates/Locations

Time frame



Strategic personnel management

The future of human resources lies in making a contribution to achieving company goals.

• Performance management system

• Personnel impact analysis

• Expanding employee participation

• Adjusting the salary and wage system

• Professionalising personnel management

• Strategic personnel planning

• Introducing a system for assessing performance and potential

• Optimising personnel marketing

• Making forms of working and occupations more flexible

Peter Boesl

MBA, since 1995 Head of the personnel area at WALTER Group and at the same time national

HR Manager of the Sandvik parent company since 2006. Prior to that, 12 years of experience at

Hewlett Packard and Bürkert Fluid Control Systems in various personnel functions. Focus of

experience: Personnel and organisational development, change management, recruiting fresh

talent




Contents


projects

Experts

Dates/Locations

Time frame



Strategic personnel controlling

Strategic personnel management calls for control aids.

• HRM key figure controlling

• Training controlling

• Change controlling

• BSC: learning and growth

• Controlling PE measures

• Measuring human resources

• Restructuring the personnel area

Prof. Dr. Silke Wickel-Kirsch

MBA, professor of personnel economy and organisations at FH Wiesbaden since 2002,

International Business Administration degree, received doctorate under Prof. Dr. Rainer Marr at

the Military University

Career: Assistant to the Head of the Organisation area at Bayerischen Vereinsbank AG, Munich,

Head of Personnel Controlling at Henkel KGaA, Düsseldorf, Head of Strategic Planning at

Bayerischen Vereinsbank AG, Munich




Contents


projects

Experts

Dates/Locations

Time frame


Manager programme end page


General business

MAGB-GB

General business

Today, management qualities that allow managers to react flexibly to the dynamics of the

market and develop targeted strategies that can be implemented successfully are in demand.

The mere acquisition of knowledge is no longer sufficient for developing these qualities.

Acquiring skills for taking action that can be used to benefit the company and individuals is

essential. The factors of time, costs and quality are more decisive than ever before.

The General business manager programme develops management skills at a high level in ten

modules, parallel to working full time. This enables participants to think as entrepreneurs

above and beyond their specialised skills, and to act and be able to make sound management

decisions.

Participants develop the content of the programme by setting tasks from their own working

environment, and implement these in operational projects. Qualified experts from a

network of renowned companies support them.

This innovative method enables participants to apply management tools directly and use them

to add value for the company. The programme thus links the

strategies and goals of the company to personal professional development.

• Expanding specialised skills for solving management tasks in a complex environment

• Improving social skills for professional team work, cooperation across departments and

companies within networks

• Continuously increasing productivity in the company by integrating knowledge management,

personnel development and organisational development

All modules from the General business programme (see page 35) can be taken individually or

combined into individual programmes.

Contents

Goals


General business


Marketing Introduction

Presentation

Sa. Dec. 9 2006

Fr. Jan. 12 2007

Esslingen

Esslingen

Productivity management Introduction

Presentation

Sa. Jan. 13 2007

Fr. Feb. 2 2007

Esslingen

Esslingen

Quantitative analysis Introduction

Presentation

Sa. Feb. 24 2007

Fr. March 30 2007

Esslingen

Esslingen

Organisational behaviour Introduction

Presentation

Sa. March 31 2007

Fr. May 4 2007

Esslingen

Esslingen

Balanced scorecard (BSC) Introduction

Presentation

Sa. May 5 2007

Fr. June 22 2007

Esslingen

Esslingen

Finance Introduction

Presentation

Sa. June 23 2007

Fr. July 20 2007

Esslingen

Esslingen

Economics Introduction

Presentation

Sa. July 21 2007

Fr. Sept. 14 2007

Esslingen

Esslingen

Business strategy Introduction

Presentation

Sa. Sept. 15 2007

Fr. Oct. 19 2007

Esslingen

Esslingen

Ethics Introduction

Presentation

Sa. Oct. 20 2007

Fr. Nov. 23 2007

Esslingen

Esslingen

Accounting Introduction

Presentation

Sa. Nov. 24 2007

Fr. Jan. 18 2008

Esslingen

Esslingen

Two one-day workshops per module, coaching as required, self-managed project work approx.

15 – 25 hours per module





Dates/Location

Time frame

Price

In-house


General business

MAGB-MAR

Marketing

Marketing is the core of modern business processes. Being able to know the market exactly

and develop market-orientated tools for acquiring customers are the basic prerequisites for

surviving in an environment of tough economic competition. Due to the increasing complexity,

discontinuity and dynamics of economic parameters, marketing plans that were successful

earlier are now obsolete and ineffective. Developing appropriate alternatives is often a big

challenge, especially for companies that may have to discard their old, familiar self-images and

view of the market to restructure themselves for the future. Mastering this cycle requires great

effort and detailed understanding of the forces which influence each individual component.

• Basic principles of marketing

• Four types of marketing

• Marketing management

• Operational marketing

• Seven steps to a marketing plan

• Customer relationship management (CRM)

• Customer satisfaction

• Marketing plan for opening a foreign market

• New business development

• Internal marketing for a new product

• Reorganising the sales and distribution structure

• Introducing integrated marketing in a company

Horst Kern

Managing Partner of Markenkern GmbH, member of the Cominno trainer and consultant

network

Career: Business Management and Business Psychology studies in Cologne and Tübingen,

managing positions in research, consulting and communication

Specialisation: Developing and maintaining brands, developing and implementing marketing

strategies, opening new markets




As individual module, per participant € 950.00 (plus VAT)

Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-PM

Productivity management

Analysing working and production processes, improving quality management and optimising

warehousing are some of the important tasks of productivity management in the technical area.

The human side deals with topics on personnel leadership, motivation and qualification. As a

result, productivity management delivers an integrated image of the company with respect to

its productive processes, whether for services or products.

• Operations research

• Capacity planning

• The 6 Ms of capacity

• Planning – What do I do when?

• Gantt diagram

• Critical path (CPM)

• Program evaluation and review technique (PERT)

• Value flow design

• TQM – Total quality management

• Deming cycle

• Increasing process efficiency

• Selecting a location focusing on material requirements planning

• Process improvement for increasing quality

• Creating a value flow design for a product family

• Customer-orientated realignment of the organisational structure

Holger Regber

Project leader, trainer and consultant at Festo Didactic GmbH & Co. KG, degree in Career

Pedagogy, Electronic Technology/Electronics and Business Management

Focus of work: Training and consulting for optimising production processes in the sense of

streamlined production, project management as part of professional training processes,

supervising team development processes





Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-QA

Quantitative analysis

This module has the goal of providing the participants instruments for evaluating any project

(and ultimately, companies) for certain and uncertain expectations. This especially applies to

investment decisions. Before companies tie up capital in larger investments, they should

carefully develop forecasts of the profitability of the invested capital to be able to valuate their

ROI. Possible alternatives should also be defined and their financial dimensions specified.

Special topics are net present value (NPV) and evaluating for uncertainty using the capital asset

pricing model (CAPM). In the second half of the module, how project evaluation methods can be

integrated into the total context of a value-orientated strategy (value management) and risk

management is explained.

• Introduction and overview

• Investment calculation and net present value (NPV) for certain expectations

• Risk assessment and evaluation

• Probability theory: Risk definition and modelling

• Valuation and costs of capital for uncertainty (CAPM)

• Decision tree procedure and real options

• Value management

• Measuring value creation at the company level

• Implementing and controlling value creation (value lever management)

• Essential features of risk management

• Expansion into a new market

• Uncertain investment in a new product

• Decision-making sequence of a strategic project

• Cost/benefit analysis

Prof. Dr. Ingo F. Scheuermann

Professor for Financing, Investment and Business Mathematics at Aalen University, proprietor

of PSC corporate consulting, consulting mid-sized and private equity portfolio companies on

questions of strategy and corporate finance, supporting company founders in creating business

plans and acquiring investors

Areas of research: Corporate finance, private equity (PE), financial economics, technology

transfer





Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-OB

Organisational behaviour

Organisational behaviour deals with the human side of the workplace.

Motivation, leadership and creativity are decisive factors for developing organisational

structures that support the development of employee potential as strongly as possible.

• Motivation

• Hierarchy of needs (Maslow)

• ERG model (Alderfer)

• Performance motivation model (McClelland)

• Hygiene model (Hertzberg)

• Leadership styles and systems

• VCM model

• Corporate culture

• Organisation models and structures

• 7-S model

• Learning organisation

• Life cycle of an organisation

• Resistance to change

• Systematically introducing project management

• Reorganising a business area

• Introducing telecommuting

• Forming virtual teams

• Introducing new forms of work organisation

Michael Huy

Freelance consultant for personnel and organisational development, formerly Head of Young

Talent and Manager Development in Training and Consultant/Project Head in Organisational

Development and Communication at DaimlerChrysler, founding member of the German Society

for Continuing Education and Supervision





Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-BSC

Balanced scorecard

Strategies are always developed under conditions of uncertainty. To achieve long term

competitive advantages, companies need strategies that can be integrated into daily corporate

life and function there as suitable controlling and leadership instruments. The Balanced

Scorecard (BSC) is a tool that transforms company strategy into a key figure system. The key

figure system is used to control the management processes (communication and continued

development of the strategy, corporate planning, incentive systems, strategic initiatives, etc.)

of a company or organisation and systematically orientate them towards future strategic

requirements.

• Benefits of the BSC

• BSC definitions

• Strategy and implementation

• Developing and introducing the BSC

• BSC as an instrument of communication

• The six main principles for implementing the BSC

• Measures and obstacles during implementation

• Feasibility study for implementing a BSC

• Implementing a Balanced Scorecard

• Implementing the BSC in a business unit

• Verifying and adjusting a Balanced Scorecard

Dr. Hermann Klinger

Business Development Knowledge, Festo AG and Co. KG, years of experience at Festo, inc.

Head of C-Master Network, Head of R&D Festo Didactic

Specialisation: Developing training systems, lifelong learning, knowledge management,

international cooperation





Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-FIN

Finance

Finances are the focus of company policies. The "proper" use of financial resources is crucial

for the survival of companies since they provide the foundation for future performance and

competitive ability. From an operational viewpoint, investment decisions are the central task of

strategic corporate management because of their sustainable impact on profitability, liquidity

and company growth.

• Fiscal analysis

• Key figure systematics

• Rating

• Capital and return

• Beta risk

• Efficiency limit

• Capital asset pricing model

• Capital markets

• Investment calculation

• Types of financing

• Capital structure

• Rating your own company

• Investment decisions as a process

• Rating key customers

• Calculating investment and financing

Dr. Hariolf Teufel

Head of the Central Savings Bank Function area at Landesbank Baden-Württemberg

Focus: Financing, financial consulting for small and mid-size companies





Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-ECO

Economics

Companies are not isolated units that can act independently of their economic and social

environment. Numerous macroeconomic and company-specific variables have an impact on the

economic performance of a company. The most important force here is the law of supply and

demand that keeps commodity, money, currency and labour markets in balance through

pricing, or creates new balances when imbalance prevails. The benefits theory should not be

underestimated for customer-orientated decisions or optimising cost/return. Estimating the

consequences of various economic approaches is essential for corporate planning. As part of

globalisation, it is important to understand foreign trade components themselves and their

complex interconnection.

• The importance of supply and demand for various markets

• Macroeconomy

• Microeconomy

• Opportunity costs and marginal utility

• Keynesian and monetary economic theories

• Key economic figures and mechanisms

• International economic events

• Macroeconomic analysis

• Microeconomic analysis

• General economic analysis

• Country analysis

• Macroeconomic factors influencing manufacturing costs

Jörg Angelmaier

Teaches "General Business Principles" and "Portfolio and Asset Management" at

Fachhochschule Neu-Ulm

Career: Sales Director at Real I.S., Munich, Funds Manager, Mutual Funds and Vice President

Asset Management at Landesbank Baden-Württemberg, Stuttgart; Deka Investment, Frankfurt

am Main





Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-BS

Business strategy

Consistently developing and implementing strategies is the prerequisite for making visions and

goals reality. Globalisation and its accompanying market changes demand that all participants

in the market face new challenges every day. Early strategic action is an essential prerequisite

for securing competitive advantages in time. The orientation of the strategies can take on any

form, depending on the company. A common characteristic of this orientation is the need to

estimate market forces correctly for successful positioning.

• Strategic thinking

• Strategic management

• Business strategy

• Strategy portfolios

• Cause-effect chain of strategic advantages

• Growth strategy

• Consolidation and retreat strategy

• Integration strategy

• Competitive strategy

• Corporate strategy

• Strategy for increasing profitability

Hans Georg Frey

Managing Director, Liebherr-Werk Ehingen GmbH

Specialisation: Strategic planning, worldwide sales of capital goods, structuring joint ventures

especially in low-wage countries





Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-ETH

Ethics

Until recently, ethics and corporate management were not considered to belong together. This

separation seems to be a thing of the past. Today, competitive advantages are not only

achieved through productivity but also through ethics, not only through power but also through

morals. Ethics has become a necessary component of corporate responsibility. Mangers often

make decisions with far reaching consequences, not only for the economic success of their

company but also for its natural and social environment. They are expected to deliver well-

developed, professional moral judgement and action skills as well as a high degree of

professional specialisation

• Business ethics

• Corporate ethics

• Needs and benefits of corporate social responsibility

• Ethics and human resource management

• Codes of conduct

• Intercultural management

• 360° feedback

• Ethics as a component of a business strategy

• Stakeholder analysis when foreign employees are hired

• Developing a code of conduct

• Opportunities and risks of introducing a 360° feedback system

Walter Stenzel

Managing director of Lekkerland subsidiaries and freelance consultant. Focus of consulting:

Sales and organisational development, merger and successor rules, coaching and mentoring,

team development, conflict solving and business mediation

Specialisation: Business ethics and knowledge management





Contents


projects

Experts

Dates/Location

Time frame

Price


General business

MAGB-ACC

Accounting

Accounting is one of the central areas of a company. As a controlling instrument, it enables

yields, capital assets, debt and the liquidity of the company to be monitored and planned.

Although managers do not need detailed knowledge of accounting, they should have a basic

understanding of how financial accounting, general accounting and creating monthly and

annual statements function, as well as their fundamental concepts. This knowledge gives them

a firm basis for making sound operational and strategic decisions. They will draw on strategic

information on the earning power of the company, the order situation, production capacity,

business development, liquidity and many other factors, whenever possible in comparison to

other companies in the same industry.

• Debit-credit statement vs. accounting

• Annual financial statements

• Accounting

• Profit and loss statement

• Working with key figures

• International financial reporting standards (IFRS)

• In-house accounting

• Analysing an annual financial statement

• Comparing annual financial statements according to the German Commercial Code and IFRS

• Selling a company

Thomas Brantner

KPMG Freiburg, bank training and MBA in Pforzheim, employee at KPMG Deutsche Treuhand

Gesellschaft since 1987

Area: Auditing





Contents


projects

Experts

Dates/Location

Time frame

Price


General business Supplementary module

MAGB-KM

Knowledge management

The knowledge society has led to significant changes in the factors that are essential for

business success. Economic dynamics are driven forward by three interacting variables: The

increasing significance of knowledge as a non-material factor of production, the development

of strategic partnerships and cooperative efforts and quickly-changing strategies within a

linked, knowledge-based economy. Implementing a knowledge management system supports

cooperation within projects and joint creation of documents and ensures that decisions can be

verified.

• The main components of knowledge management (KM)

• Strategies and techniques for effective implementation

• Knowledge networks – a non-material economic value

• Technical and organisational instruments for KM

• Opportunities and risks

• Feasibility study for the introduction of KM

• KM as a means of improving the quality, dependability and costs of services

• KM as a means of realising a global customer-orientated R&D organisation

Dr. Patricia Spallek

Manages the global knowledge management area of Arthur D. Little, the international

consulting firm, and consults companies worldwide on concept development, introduction,

reorientation and expansion of knowledge management as a senior advisor. She is on the

advisory council of several research projects funded by the German Federal Government.

Workshop Date Location

Introduction Sa. March 24 2007 Esslingen

Presentation Thu. May 3 2007 Esslingen




Contents


projects

Experts

Dates/Location

Time frame

Price


General businessSupplementary module

MAGB-IPR

Intellectual property and rights

With the background of booming information technology, especially Internet penetration of

almost all areas of society, and the option of digitising data and all other knowledge, it is

becoming increasingly important for people to be aware of their rights in relation to using the

knowledge or data of third parties. You should know how to protect your rights and how to

authorise other people to have limited access to your knowledge.

• Ownership rights to intellectual property

• Various rights forms and types: Copyrights, patents, trademarks, service marks

• Patent mapping strategies and long term monitoring programmes

• Non-disclosure agreements (NDAs)

• Licensing agreements

• Globalisation and strategy

• Patent law

• Trademark law

• Copyright

• Utility patent

Markus Nessler

Barrister

Focus: International patent law

Workshop Date Location

Introduction Sa. July 28 2007 Esslingen

Presentation Fr. Sept. 7 2007 Esslingen




Contents


projects

Experts

Dates/Location

Time frame

Price


Master courses end page


Master courses

MBA engineering management

If you would like to complete an accredited Master course at university, we will arrange this

with the Rhein-Neckar Graduate School at Mannheim University.

Engineering Management refers to the very significant interface between the natural sciences,

technology and business administration. Only engineers who know how to think and act as

managers, who have mastered the tools of modern methods of management and possess a

range of key qualifications such as leadership, communication and team skills, will be

successful in the future.

Each module includes 30 hours of lessons and a practical case study that extends over a period

of four to six weeks. Cooperative work is carried out outside of the group framework, and team

meetings and workshops are held at individually-defined intervals.

The MBA in Engineering Management Master programme costs € 17,900.00 (VAT-free). The

costs are usually tax-deductible.

Further information on this Master course can be obtained from:

Rhein-Neckar Graduate School

Tel.: (06 21) 52 03 350

[email protected]

www.graduate-school-rn.de

• Project management

teaches how projects are started correctly and implemented efficiently. At its centre are

project planning, team processes, problems in project flow and their solutions.

• Management Accounting

makes you familiar with cost and activity accounting. You will be introduced to cost

accounting and process cost accounting.

• Marketing

is the market-orientated realisation of corporate goals. You will learn how to implement an

integrated marketing concept and be introduced to various tools.

• Investment planning and controlling

allows you to judge investments in view of the overall orientation of your company.

• Supply chain management (SCM)

has become a strategically necessary factor for long term business success. It is important to

know how to optimise processes in order to achieve quick delivery times.

Scope and duration

Costs

Information

Modules


Master courses

• The law section

primarily addresses questions of contract law and public commercial law.

• Personnel and change management

must be carried out consistently to avoid risk for the entire company in case of doubt. You

learn how to cope with crises and study practical intervention and communication tools for

controlling.

• Maintenance

is of immense importance for many companies. Effective and cost-effective maintenance can

only be carried out with integrated methods such as those taught in this module.

• Knowledge management

is important for keeping pace with your international competition. Systems for saving the

know how of your company and its employees must be implemented, and that knowledge

must be applied.

• Intercultural skills

are the most important social key skills for the 21st century. Only managers who know how

to move with certainty in other cultures as well as their own, without neglecting their own

cultural characteristics, will be successful in the long term in the Age of Globalisation.


General conditions of booking and participation

Consulting and booking

Make sure of your place in a

module or course by

registering as early as

possible. The number of

participants is limited and

registrations are dealt with

on a first-come, first-served

basis. However, if a course is

oversubscribed, we make

every effort to offer you a

suitable alternative date.

Our service line is open for

telephone enquiries from

Monday to Friday, 8.00 to

17.00: 0800/337 86 82.

Fees

The course prices are

exclusive of VAT at the

statutory rate (MBA is an

exception) and, unless

otherwise specified, include

the module or course fees,

documents, meals and

drinks during the event.

Confirmation and invoicing

Upon receipt of your

registration, you will be

issued a confirmation and

invoice. The invoice amount

is due upon receipt of the

invoice with no deductions,

up to 14 days before the

event begins. Unfortunately,

we cannot provide refunds

for any services not used.

Cancellation

We reserve the right to

change the location and/or

time of events or to cancel

them.

Liability

We shall only be liable for

damage caused deliberately

or by gross negligence on

the part of our employees.

Any other liability is

excluded.

Copyright

Reproduction of module or

course documents for non-

approved purposes,

distribution, sale or

communication of their

content to third parties is not

permitted. The software

used for exercises during the

modules may not be copied

or removed from the course

location.

www.festo-didactic.com


Dates, fees and services

Course documents

Detailed course documents

provide an indispensable

practical reference work.

Certificate

A certificate recognised in

the industry is awarded for

successful completion of the

course. You will receive an

official diploma from

Mannheim University after

completing the Master

course.

Schedule

You will be informed of the

exact times of each event as

part of your confirmation.

Travel/Hotel

After registering, you will

receive detailed travel

information for the event

location and a list of hotels.

How to find us:

Festo Didactic

GmbH & Co. KG

Training and Consulting

Rechbergstr. 3

73770 Denkendorf

Service line: 0800/33 78 682

(free of charge)

Fax: 07223/94 07 455

E-mail:

[email protected]

Homepage:

www.festo-didactic.com

Consulting

Our customer consultants

will be pleased to assist you

with any questions on

content, locations, dates and

reservations.

Simply call our service line:

0800/33 78 682 (free of

charge)

Training and Consulting - Festo Didactic · · 2007-03-07Six Sigma _____ 22 Strategic personnel...

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