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Articles by Markus Hammer
So schön ist das diesjährige Bächtlefest
Startseite Regional Region Sigmaringen Bad Saulgau Bilderstrecke Das traditionelle Kinder- und Heimatfest in Bad Saulgau zieht auch in diesem Jahr wieder zahlreiche Gäste in die Stadt. Wir haben einige Eindrücke gesammelt. Bad Saulgau • Lesedauer: 1 min. Impressionen vom diesjährigen Bächtlefest. (Foto: Markus Hammer) Das Bächtlefest in Bad Saulgau darf sich auch in diesem Jahr wieder über Tausende Besucherinnen und Besucher freuen – trotz des wechselhaften Wetters.
BrickMark X and financial.com Announce Strategic Cooperation to Build a Next-Gen Hybrid Capital Market Infrastructure
Brickmark X - Where Real Assets Go Digital This strategic collaboration creates an institutional-grade Tokenized RWA platform, linking Neo-Brokerage and digital asset trading across Europe and the UAE.
BrickMark X and financial.com Announce Strategic Cooperation to Build a Next-Gen Hybrid Capital Market Infrastructure
Brickmark X - Where Real Assets Go Digital This strategic collaboration creates an institutional-grade Tokenized RWA platform, linking Neo-Brokerage and digital asset trading across Europe and the UAE.
Gute Ideen brauchen Struktur
Viele junge Erwachsene haben eine Idee, sind motiviert und haben konkrete Lösungsansätze im Kopf. Aber sie sind unsicher, wie der Weg von der Idee zu Finanzierung, Pitch und Investorenkontakt aussieht. Dabei ist Unternehmertum kein Sprung ins Ungewisse, sondern ein strukturierter Entwicklungsprozess. Start-up-Ideen entstehen im Studium, im Berufsalltag oder aus persönlicher Erfahrung. Was häufig fehlt, ist nicht Motivation oder Ambition, sondern Orientierung.
BRICKMARK X and Apex Group’s Tokeny sign Strategic Cooperation to broaden Global Access to Digital Real Estate Assets
BRICKMARK X and Apex Group’s Tokeny sign Strategic Cooperation to broaden Global Access to Digital Real Estate Assets Strategic collaboration enhances BrickMark's flexible approach to digital asset management and extends Tokeny's reach into Switzerland and the European Union Real estate remains one of the most tangible and relatable use cases for tokenisation” ZURICH / LUXEMBOURG, ZURICH, SWITZERLAND, November 11, 2025 /EINPresswire.com/ -- BrickMark X AG, a leading digital asset platform...
Das Beste kommt zum Schluss: So strahlend endete das Bächtlefest
Wie im Flug vergingen fünf Tage voller Stimmung und Spaß, ehe der traditionsreiche Festzug durch die Bad Saulgauer Innenstadt den abschließenden Höhepunkt des diesjährigen Bächtlefestes setzte. Obwohl der Wettergott dieses Jahr kein Erbarmen hatte und es den ganzen Montagmorgen über regnete, verfolgten einige Zuschauerinnen und Zuschauer wieder einmal fasziniert, wie 120 Gruppen in prachtvollen Kostümen durch die Straßen zogen.
Failing safer for success
“Failure is not an option,” declared NASA legend Gene Kranz. But in the safe environment of capability centers, failure is not only an option but also an actively encouraged way of learning. What do such disparate individuals as Thomas Edison, James Dyson, Margaret Atwood, Henry Ford, Marie Curie, Alexander Graham Bell, and Jackie Chan have in common? The shared experience of failure before achieving success.
Ops 4.0—The Human Factor: Apprenticeships today for skills tomorrow
In the race to build skills for the future, it could be time to revisit one of the oldest approaches to capability building—and the ultimate in experiential learning. Is your organization deploying innovative technologies as widely as it could? When we ask business leaders about their use of AI (including generative AI), IoT, digital twins, and a host of other new approaches across all kinds of operations, they point to the same constraint: shortages of critical skills.
Cryptoassets: Intrinsic Value Matters
Today, “crypto” is hardly understood as an investment instrument. Crypto is obviously not crypto, and the positions on what is valid sometimes diverge diametrically, even between proven authorities. This leads to great uncertainty among experts, and even more so among the general public. This article aims to shed some light through the fog onto crypto and help distinguish crypto-scam from crypto-value.
Ops 4.0—The Human Factor: Powering the learning and development engine
Is your organization equipped for continuous capability building? Around the world, labor markets are running hot. Companies are struggling to fill vacancies and retain experienced staff amid record resignation rates. In this environment, a robust learning and development engine is fast becoming a critical asset. The ability to upskill your people assists both the supply and demand sides of the labor challenge.
Ops 4.0—The Human Factor: The need for speed in building skills
Rapid upskilling requires support in the moment, not just in the classroom. In volatile times people need to pick up new skills, and quickly. The past two years have already seen one huge wave of rapid reskilling, as COVID-19 forced millions of workers to master the challenges of digitally enabled remote working. Now the adaptability of the workforce is being tested once again.
Tokenization - Definition, Challenge and Use of the Token Economy.
Tokenization allows virtually any real-world asset to be represented on the Blockchain. By 2027, according to a WEF estimate, 10% of global GDP will be stored on the Blockchain, around USD 9.38 trillion. The central building block for the emergence of a token economy is tokenization. This article describes what it is all about and its partly disruptive significance. Tokenization – A Buzzword Explained Virtually any real asset can be mapped on a DLT system through tokenization.
Ethereum & Co. - General-purpose blockchains are more than just payment systems
Bitcoin is blockchain, but blockchain is not Bitcoin. Today, hundreds of standalone blockchain systems exist, the most powerful besides Bitcoin is Ethereum. As the first general-purpose blockchain, it goes far beyond Bitcoin’s readiness for use as a payment system, virtually single-handedly dominating the Defi and NFT markets, for example, and has now even surpassed Bitcoin in terms of the number of users. Benefits of general-purpose blockchains for the economy and society explained. 1.
A time-tested approach to sustainable manufacturing shows new value
We both have spent much of our working lives helping companies reduce waste, boost efficiency, and improve the performance of their activities. During that time, it became clear to us that operational excellence and environmental sustainability are closely aligned. The most efficient companies are those that generate the most value from the fewest resources, whether those resources are labor and capital or energy, carbon emissions, scarce materials, and clean water.
Industrial-resource productivity and the road to sustainability
As industrial companies—especially in process industries—strive for a zero-carbon future, a time-tested approach shows renewed value in helping reduce carbon by up to one-third in three to five years. We both have spent much of our working lives helping companies reduce waste, boost efficiency, and improve the performance of their activities. During that time, it became clear to us that operational excellence and environmental sustainability are closely aligned.
Ops 4.0--The Human Factor: A class size of 1
July 19, 2021Over the past four years, this blog has looked at the human side of the technology-driven transformation that is reshaping business operations. We’ve made the case for large scale, systematic capability-building efforts, arguing that companies won’t capture the benefits of new digital technologies if they don’t equip their people with the skills to use them effectively. That idea is gaining momentum.
Ops 4.0—The Human Factor: A class size of 1
Can your organization offer every employee a unique learning experience? Over the past four years, this blog has looked at the human side of the technology-driven transformation that is reshaping business operations. We’ve made the case for large scale, systematic capability-building efforts, arguing that companies won’t capture the benefits of new digital technologies if they don’t equip their people with the skills to use them effectively. That idea is gaining momentum.
Ops 4.0--The human factor: Skill, will and the next normal
Has a passion for capability building with deep expertise in lean and green operations and the use of advanced analytics in operations; experienced in successful large-scale operations-transformation programs October 22, 2020Last November, I suggested that 2020 would be the year of reskilling. That prediction turned out to be quite correct, but not for the reasons we expected. The COVID-19 crisis has forced millions of people to develop new capabilities with unprecedented speed.
Ops 4.0—The human factor: Skill, will and the next normal
The coronavirus pandemic has dramatically accelerated the acquisition of digital skills. That could be the beginning of something even bigger. Last November, I suggested that 2020 would be the year of reskilling. That prediction turned out to be quite correct, but not for the reasons we expected. The COVID-19 crisis has forced millions of people to develop new capabilities with unprecedented speed.
Ops 4.0--The Human Factor: Why 2020 will be the year of reskilling
November 22, 2019In this series, we’ve focused on the human implications of the ongoing, technology-driven transformation of operations. While leaders know that Industry 4.0 will have profound implications for skills, roles and career paths, companies have been slow to develop concrete plans to ensure their future capability needs are met. Our prediction for 2020: this will be the year when organizations make the decisive shift from thinking about Ops 4.0 capabilities to actively building them.
Ops 4.0—The Human Factor: Why 2020 will be the year of reskilling
As the 21st Century enters its third decade, we believe that skills will be the next number-one priority for operations leaders. In this series, we’ve focused on the human implications of the ongoing, technology-driven transformation of operations. While leaders know that Industry 4.0 will have profound implications for skills, roles and career paths, companies have been slow to develop concrete plans to ensure their future capability needs are met.
Ops 4.0: The Human Factor--Impact drivers
Has a passion for capability building with deep expertise in lean and green operations and the use of advanced analytics in operations; experienced in successful large-scale operations-transformation programs May 20, 2019In a previous blog, we discussed the importance of Rule Number One: value is defined by the needs of the customer.
Ops 4.0: The Human Factor—Impact drivers
Every capability-building program needs a sense of purpose. In a previous blog, we discussed the importance of Rule Number One: value is defined by the needs of the customer. As companies plan their investment in new technologies and the skills that will drive them, however, they sometimes forget Rule Number Two: learning needs must be driven by business impact.
Root-cause problem solving in the Ops 4.0 era
Has a passion for capability building with deep expertise in lean and green operations and the use of advanced analytics in operations; experienced in successful large-scale operations-transformation programs Wouter Michiels, a consultant based in the Brussels Office, has more than 10 years’ experience in petrochemical manufacturing, engineering, and supply chains.
Root-cause problem solving in the Ops 4.0 era
Root-cause problem solving remains a crucial part of the continuous-improvement process. Today’s technologies make it even easier—and more powerful. To improve, organizations must consistently seek out and solve their problems—an insight that underpins lean management’s emphasis on root-cause problem solving (RCPS). Indeed, companies that have used RCPS to build a problem-solving culture that lasts are able to avoid continuous firefighting by effectively preventing fires from starting.
How to keep your workforce engaged during the Ops 4.0 journey
An age of technology-driven transformation makes it more critical than ever for companies to keep their workforces engaged. Although more and more businesses are already riding the Industry 4.0 wave towards deeper and broader automation, many operations still require some level of human intervention—and likely will for the foreseeable future.
Ops 4.0--The Human Factor: Keeping the customer at the center
Has a passion for capability building with deep expertise in lean and green operations and the use of advanced analytics in operations; experienced in successful large-scale operations-transformation programs February 8, 2019Previous articles in this series have discussed the impact of Ops 4.0 on the people inside your organization. In this piece, I want to look at an equally important group of people outside the organization: your customers.
Ops 4.0—The Human Factor: Keeping the customer at the center
Amid the turbulence of technological change, don’t forget Rule Number One: value is defined by the needs of the customer. Previous articles in this series have discussed the impact of Ops 4.0 on the people inside your organization. In this piece, I want to look at an equally important group of people outside the organization: your customers. An organization creates value by understanding the needs of its customers, then fulfilling those needs as efficiently as possible.
Ops 4.0: The Human Factor-A year of lessons from learners and ‘lighthouses’
Has a passion for capability building with deep expertise in lean and green operations and the use of advanced analytics in operations; experienced in successful large-scale operations-transformation programs December 13, 2018At the end of 2017, I sat down to write the first post in this blog series. At that time, the operations world was gearing up for a period of major change, driven by the power of new digitally enabled tools and working methods.
Ops 4.0: The Human Factor–A year of lessons from learners and ‘lighthouses’
Businesses are making progress in understanding their talent needs for digitally enabled operations. A few ‘lighthouse’ examples have made real breakthroughs. At the end of 2017, I sat down to write the first post in this blog series. At that time, the operations world was gearing up for a period of major change, driven by the power of new digitally enabled tools and working methods.
Ops 4.0--The Human Factor: The power of the digital capability center
Has a passion for capability building with deep expertise in lean and green operations and the use of advanced analytics in operations; experienced in successful large-scale operations-transformation programs For many staff—front line employees and managers alike—the transition to Ops 4.0 may be the most significant change in working practices they have experienced in their careers.
Ops 4.0—The Human Factor: The power of the digital capability center
A dedicated capability-building facility can help you launch, accelerate, and sustain your Ops 4.0 transformation. For many staff—front line employees and managers alike—the transition to Ops 4.0 may be the most significant change in working practices they have experienced in their careers. In earlier episodes of this series, we’ve discussed the need for companies to take a systematic approach to prepare their people for work in the era of digitally-enabled operations.
Ops 4.0--The Human Factor: Engaging your people
Has a passion for capability building with deep expertise in lean and green operations and the use of advanced analytics in operations; experienced in successful large-scale operations-transformation programs As we’ve discussed in previous posts, for companies embarking on an Ops 4.0 transformation, the capabilities of their people are likely to be the crucial limitation.
Ops 4.0—The Human Factor: Engaging your people
Change is scary. That’s why the start of an Ops 4.0 transformation should focus on turning trepidation into excitement. As we’ve discussed in previous posts, for companies embarking on an Ops 4.0 transformation, the capabilities of their people are likely to be the crucial limitation. And you’ve told us that, while the challenge is clear, most organizations are at the earliest stages of their efforts to address critical capability gaps.
Ops 4.0: The Human Factor—Building Ops 4.0 capabilities
Capability building is becoming the rate-limiting factor for Ops 4.0 transformations. That’s why companies need to make it their own. Companies are only just beginning to address the capability-building challenges presented by new digital technologies in Ops 4.0. Our survey data suggest that only about three in ten organizations have identified their current Ops 4.0 capability gaps, and just one in ten have implemented a plan to address them.
Ops 4.0: The Human Factor--Planning for tomorrow’s roles | Operations
In the first two parts of this series, we asked you about your organizations’ situation with regard to the human challenges that surround the transition to Operations 4.0, and your most important needs. It is clear from your feedback that working in a digitized and highly connected world will require a broad combination of skills.
Ops 4.0: The Human Factor—Planning for tomorrow’s roles
Ops 4.0 promises to accelerate a shift that’s already well under way in the mix of skills that organizations need. In the first two parts of this series, we asked you about your organizations’ situation with regard to the human challenges that surround the transition to Operations 4.0, and your most important needs. It is clear from your feedback that working in a digitized and highly connected world will require a broad combination of skills.
Ops 4.0: The Human Factor—Defining the needs
Ops 4.0 is generating huge demand for capabilities. Which ones will be the hardest to meet? The Ops 4.0 revolution has profound implications for the skills, capabilities, and culture of many companies. In the first issue of “Ops 4.0: The Human Factor,” we asked how much progress your organization has made in preparing for that change. Your feedback made intriguing reading.
Ops 4.0: The Human Factor—Recognizing the capability challenge
The Ops 4.0 revolution is well under way. Big data, advanced analytics, additive manufacturing, the Internet of Things, robotics, artificial intelligence: Collectively, these technologies promise to transform business operations, raising quality, unleashing new levels of flexibility and boosting productivity by up to 20 percent. The Ops 4.0 revolution is well under way.
Pushing manufacturing productivity to the max
Advanced analytics and lower-cost computing give companies a powerful tool for managing profitability on an hourly basis. Many companies do their best to optimize production processes using established rules of thumb or incomplete data. But at the end of the month or reporting period, they often discover sizeable gaps between actual profits and what they had expected.
Pushing manufacturing productivity to the max
Advanced analytics and lower-cost computing give companies a powerful tool for managing profitability on an hourly basis. Many companies do their best to optimize production processes using established rules of thumb or incomplete data. But at the end of the month or reporting period, they often discover sizeable gaps between actual profits and what they had expected.
Levando a produtividade na fabricação ao limite
Advanced analytics e computação de baixo custo constituem uma poderosa ferramenta para as empresas gerenciarem a lucratividade hora a hora. Muitas empresas fazem o melhor possível para otimizar os processos de produção usando apenas princípios gerais ou dados incompletos. Todavia, no final do mês ou do período contábil, muitas vezes descobrem que existe um grande descompasso entre os lucros reais e o que esperavam obter.
Buried treasure: Advanced analytics in process industries
The Internet of Things (IoT), industry 4.0, advanced analytics, digital technologies, and big data have all generated enormous hype for their potential to transform every facet of business. To date, the dialogue around these tools has focused primarily on consumer-facing industries, such as retail and financial services; on large industrial companies, such as GE; and on leading digital players, including Amazon, Google, and Netflix.
Tesouro escondido: Advanced analytics em indústrias de transformação
Para que o advanced analytics desempenhe seu pleno potencial, é necessário não apenas adquirir novas tecnologias e soluções de analytics, mas também ajudar as pessoas a aumentar sua expertise e adotar novas formas de trabalhar. Internet das Coisas (IoT), Industry 4.0, advanced analytics, tecnologias digitais, big data – tudo isso gerou uma enorme onda de entusiasmo por seu potencial de transformar todas as facetas de negócios.
Buried treasure: Advanced analytics in process industries
The full power of advanced analytics requires not only acquiring new technology and analytics solutions, but also helping people improve their expertise and adopt new ways of working. The Internet of Things (IoT), industry 4.0, advanced analytics, digital technologies, and big data have all generated enormous hype for their potential to transform every facet of business.
Automating the math makes analytics more democratic—and more human
Thomas Froese, leader of data-analytics-and-modeling company atlan-tec Systems, describes how technical advances and standardization are helping advanced analytics unleash new value in companies’ operations. Big data and advanced analytics. The two go together: the enormous quantities of data that sophisticated technologies now produce aren’t much use without equally sophisticated analytic techniques to find the nuggets worth acting on.
More from less: Making resources more productive
For industrial manufacturers, resources remain a huge financial and managerial cost. A change in perspective can lead to real breakthroughs in reducing resource consumption.
Resource Productive Operations: Think lean
We look at Lean and the tremendous impact it can have on resource productivity. This article is part of a series adapted from Markus Hammer and Ken Somers’ book, Resource Productive Operations: Five core beliefs to increase profits through leaner and greener manufacturing operations. A risky situation Resource productivity is a rapidly evolving discipline, and new technologies and approaches are emerging at every turn.
Manufacturing growth through resource productivity
Resource productivity should be a top priority for manufacturers. This excerpt from a new book presents five core beliefs to drive growth by becoming leaner and greener. A decade or so ago, companies in industrial manufacturing and other process industries did not need to focus on resource productivity. If they gave any attention to the topic, it was to undertake small, incremental measures with the hope of generating marginal improvements. That period is over.
How big data can improve manufacturing
Manufacturers taking advantage of advanced analytics can reduce process flaws, saving time and money. In the past 20 years or so, manufacturers have been able to reduce waste and variability in their production processes and dramatically improve product quality and yield (the amount of output per unit of input) by implementing lean and Six Sigma programs.
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