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Scenarios, according to which Opel degenerates into PSA's design shell, it feels like "drawn by the hair". It has been shown with Crossland X and Grandland X "that we can build excellent cars that are true Opel". This is illustrated by Lohscheller's design, "interior appearance", lighting technology, seats or switchability and suspension tuning
en route to a "Very efficient company"
to amaze. The operating profit of just under 180 million euros at the end of 2017 has resulted in a profit of less than half a year operation. -million euros in six months – out of current activity and without other costs. How in the world did you do that?
Opel boss Michael Lohscheller, otherwise rather reserved and factual, lets talk in this conversation with pride, self-confidence and also satisfaction. The future plan named "Pace" (English for Tempo) is Opel's first 20-year renovation program, which is running successfully. "We have achieved more in the last twelve months than in the past five years, and we have made great strides in becoming a very successful company," says Lohscheller.
For him, there is a clear indication that Opel has made the recovery Cash, which is cash and cash equivalents, was "over one billion euros in the first half." does not mean what it was like before According to the information in this diary, there was virtually no liquid funds for PSA's acquisition because the key figure was negative.
According to Lohscheller The turnaround has become possible because Opel and PSA executives have almost shaken up the company, looking for ways to reduce costs and increase revenues. variables that occur in the car production from here 2 020, they want to reduce this by a net amount of 700 euros per vehicle. "We have already made good progress here," said the 49-year-old. 700 euros are a "very high amount, also because we must always incorporate innovations into the models in order to meet the increasing legal requirements." The specifications that made a car more expensive.
Less Complexity in Vehicles
An important element is the reduction of complexity in vehicles. For example, fewer parts and fewer variants of these parts. Lohscheller likes to tell the story of the 27 different ruffles used in a model before. "There were certainly good reasons for that at the time, but we removed those over-specifications." The demand is simply too weak.
The company reduced its fixed costs by 28% in the first half. "And in all areas." Personnel costs are a big block here. Top management has not been spared – and thinned by a quarter. "I've always said that the stairs are turned up and I've also kept my word here," says the graduate in business administration.But the clean cut also has practical reasons, according to the boss. Opel. "Optimized management is a prerequisite to make processes easier, more transparent and faster." For Germany, employee representatives and management have agreed about a total reduction of about 20% of jobs.
There is no news for the staff of the Development Center.There is the fear that a large, more than half of the 7000 Concerned employees, part of the focus group is sold to a service provider. "The development center is and remains Opel's strongest heart," says Lohscheller almost like a prayer wheel.This will be used to measure it in the future
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