The good prospects are based on the all-embracing ... - ALNO AG

objectives for production
<strong>The</strong> introduction of a new Wellmann range in Enger was
one of the main factors influencing the ALNO Group's
performance in 2011. <strong>The</strong> enormous technological and
organizational challenge of manufacturing very different
product groups in a single plant has been mastered suc-
cessfully, albeit with more effort than originally planned.
At first, it proved difficult to meet the market's high level
of demand, for the new Wellmann product was received
more favourably than expected and replaced the former
product more quickly than planned.
<strong>The</strong> changeover in production is now complete. As in the
other plants, attention in Enger now focuses on continuous
optimization of the production processes. In view of
the complexities associated with introduction of the new
product in Enger, there has been no further transfer of
production from Pfullendorf to Enger, nor is this planned for
the time being. Optimum utilization of the available production
capacities will be clarified systematically.
A team of plant managers is therefore developing a basic
strategy for the Group as regards the future structure of its
plants. Core issues include the following:
• Optimizing Group production capacity in the light of
increasing fluctuations in the production quantities
required per week and per day.
• Defining core production competences for individual
locations, such as component production, also for the
ALNO Group.
• Establishing the vertical range of manufacture for the
individual plants; in Pfullendorf, for example, the vertical
range of manufacture has been increased through the
in-house production of glass and ceramic fronts, thus
making production more flexible and more cost-efficient,
as well as improving quality management.
sinGLE-Entity and GRoup manaGEmEnt REpoRt | EConomiC REpoRt
objectives for distribution
<strong>The</strong> level of all-round service offered by a manufacturer for
the kitchen as a product is becoming increasingly impor-
tant. This concerns all <strong>are</strong>as, from order acquisition to
logistics and delivery of the manufactured kitchens. Logis-
tics in particular is a major cost factor. Both the quality of
the logistics process and the issue of further cost optimiza-
tion <strong>are</strong> major objectives for the future strategic orientation.
A team involving relevant partners has already been set up
to improve the ALNO Group's distribution services and to
identify options for an even more sustainable structure.
objectives for the administrative sector
Ongoing efforts to standardize processes will be contin-
ued in all administrative <strong>are</strong>as of the ALNO Group, such as
accounting / controlling, IT and Human Resources, as well
as in the holding company's central functions. During the
period under review, SAP/HCM were introduced through-
out the Group to standardize payroll accounting and time
management at all German locations; these efforts were
brought to a successful conclusion when the system went
online on 1 January 2012.
A major IT project was launched in Pfullendorf in 2011
with the aim of introducing SAP to completely replace all
modules in the process chain, from order handling through
sales to process data management, finance and controlling,
production, materials management and quality, by
2014.
Individual locations <strong>are</strong> increasingly taking over tasks for
other locations, too, in order to achieve corresponding
optimizations. Relocating the ALNO holding company from
Düsseldorf and closing down this location completely has
also helped to reduce administrative expenses and at
the same time led to a sustainable reduction in the cost
burden.
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