In INTERVIEW: HEINZ MARXMonday May 18th, 2015
WHY EFFICIENCY EXACTLY?
I find this incessant quest to use the least possible resources extremely exciting. The idea of never being able to reach a final goal just fascinates me.
Efficiency is the quest for improvement. If you give up that quest, you get overtaken.
CAN YOU EVER BE SATISFIED IF YOU ALWAYS WANT TO BE MORE EFFICIENT?
The question should rather be: At what point are you satisfied? You set your own limits and goals. And you have to keep pushing your luck. Obviously something might go wrong, but you learn from it. The main thing for me is achieving a balance. And that depends on your interim goals. You can, so to speak, exaggerate your goals – you can want to achieve them too quickly.
YOU CAN’T EXAGGERATE EFFICIENCY THEN?
No, efficiency is nothing more than the optimum. The question is however: How do I get there? Going too fast leaves people unable to cope. But if you’re too slow, you cease to be master of your own destiny. How big can the first step be? And the second one? A good manager sets goals that are difficult but achievable. Like a mountain guide, he will only strike camp once he knows that he will also get back safely. But once he reaches the summit, a new horizon opens up before him. And in our case, new sectors.
DO DIFFERENT SECTORS ALSO NEED DIFFERENT CONSULTING METHODS?
There is no ready-made concept. There never will be. All we will ever have are methods for analysing the situation and deriving subsequent steps in logical fashion from this analysis. These general methods are not sector-dependent. We always look at the process per se. We talk with the management, the staff and the people on the machines. Once you bring together all these perspectives, you understand how the existing process works. And you can then extrapolate problems and find solutions.
WHAT HAS CHANGED FOR SYNGROUP IN THIS RESPECT?
For years we focused on industry. Process efficiency in industry serves as an example for many other sectors – they want to see this kind of efficiency transposed into their areas too. The enquiries we receive from different sectors thus bear out that our approach is the correct one. The decisive factor is always attitude – whatever the sector or industry.
IN A NUTSHELL …
Is there a better way? Yes. Change! Would I like to be better? No? Stagnation!
It’s as straightforward as that.