Profitability and Profit Increase through Laser Cutting in the Industry

Laser cutting is revolutionizing the industry, offering companies the opportunity to significantly increase their profitability and profit margins. Top-of-the-line laser systems are specifically designed for precise cutting, engraving, and marking of metals and non-metals. The combination of high-quality components ensures not only maximum efficiency but also remarkable precision and ease of use – a real benefit to any production facility!

Based on our many years of experience in interim management for companies in the automotive, mechanical engineering, and environmental technology industries, we can say that efficiency is the key to modern production. The right choice of laser cutting machines is crucial for securing competitive advantages. In a fast-moving industry where quality and speed must go hand in hand, a strategic approach is essential.

But we go one step further: the integration of artificial intelligence into the laser cutting process takes the performance of our machines to a new level. Intelligent algorithms not only optimize cutting parameters but also make the entire production line more efficient. This technological support leads to better results, reduces error rates, and maximizes material usage.

Overall, laser cutting systems equipped with the latest technology enable a significant increase in profitability. Companies that rely on these innovative solutions are not only able to reduce their production costs but also significantly improve their market position. Harness the potential of laser cutting and artificial intelligence to get ahead in today’s competitive environment!

Factors to consider when choosing a laser-cutting machine

Choosing a laser-cutting machine is an important decision that depends on several factors. Here are six key aspects to consider to ensure the machine meets your specific needs and provides the best value for your money.

1. Cut Quality and Accuracy

Precise, high-quality processing is paramount with a laser cutting machine. Pay attention to accuracy and cut quality, especially clean, burr-free edges, and maintain dimensional accuracy with different materials. The maximum material thickness the cutting head can handle and the ability to produce intricate designs with minimal material loss are also critical. Modern fiber lasers often offer higher precision and narrower cutting widths than CO2 lasers.

2. Material Compatibility

Lasers adapt differently to materials: CO2 lasers are excellent at cutting non-metallic materials such as wood and acrylic, while fiber lasers are ideal for metals, including reflective materials. Make sure the machine can easily process the materials you frequently work with.

3. Power and speed

The power of the laser has a direct impact on the cutting capabilities. Entry-level machines often have a power of 30W to 100W, while industrial machines can reach up to 20kW. Higher power levels allow for faster cutting speeds and the ability to cut thicker materials, which is beneficial for mid-sized manufacturers.

4. Cost Considerations

Consider the total cost of ownership, including purchase price, operating costs, expected life, and potential resale value. The price of a laser cutting machine can vary widely – from $3,000 for entry-level models to over $1 million for high-performance systems. The cost/benefit factor should be carefully weighed to maximize profitability.

5. Service and support

Reliable customer service is critical to minimizing downtime. Check the availability of service locations and the response time of support. Finally, the quality of service and the manufacturer’s reputation for service and warranties are critical to long-term use.

6. Machine customization and integration

Consider the machine’s flexibility and customization options. Modular machines that can be easily integrated into existing production processes and proven to be future-proof tend to offer greater value in the long run. Smooth integration with CAD/CAM systems and production management software can also be critical to success.

By carefully considering these factors, you can make the right decision when selecting a laser cutting machine and significantly increase the efficiency and productivity of your manufacturing processes.

AI and Automation in Laser Cutting: A look at the future

The integration of AI into laser cutting is changing not only the technology itself, but the entire manufacturing landscape. Machines are learning to adapt to different materials and working conditions. Machine learning and data analytics are being used to optimize cutting parameters such as laser power, speed and focus, resulting in improved precision and efficiency. Companies are using AI to refine their machines and identify optimal parameters for different materials. This results in faster cutting times and less material waste.

Industry benefits

  • Increased precision and quality:

 AI and automation provide more precise control over the cutting process, resulting in consistently high-quality products with lower defect rates.

  • Cost reduction:

By streamlining processes and reducing manual labor, manufacturers can reduce production costs and increase efficiency.

  • Flexibility:

AI-powered systems quickly adapt to new designs or material types, allowing manufacturers to be agile and responsive to market demands.

Example:

TRUMPF (see at Hannover Messe 2025) sets new standards with the “Cutting Assistant” In the age of digital transformation, the integration of artificial intelligence (AI) into production processes is becoming increasingly important. At the trade show, TRUMPF is proud to present its new “Cutting Assistant”, a groundbreaking application that is revolutionizing laser cutting. This intelligent solution optimizes cutting edges with the help of AI and not only saves users valuable time but also addresses the shortage of skilled workers in the industry.

Imagine your production workers scanning the cut edge of a part with a handheld scanner. Once they capture the image, the Cutting Assistant analyzes the quality of the edge and evaluates objective criteria such as burr formation. Based on these findings, an optimization algorithm suggests improved parameters for the cutting process. The machine then performs the cut again. If the quality still does not meet expectations, the user can repeat the process. With this intelligent approach, TRUMPF is demonstrating that it is at the forefront of AI development in the industry. “With the Cutting Assistant, TRUMPF is giving its customers the tools to combat the shortage of skilled workers while saving time and money. This gives them a competitive advantage in terms of productivity.

Mastering the challenges of conventional processes

When it comes to laser cutting, users often find it difficult to determine the right parameters for different material qualities. Materials that are not optimized for laser cutting often result in inconsistent edge quality. This forces production personnel to constantly adjust technology parameters – a time-consuming and error-prone process, especially in companies with inexperienced specialists. The Cutting Assistant integrates seamlessly with the machine software, so optimized parameters are transferred directly to the software without programming.  This not only saves time but also minimizes errors.

Author Karlheinz Zuerl

Partner of ESG-Lotsen.com (PM, Interim Management Service)

Partner of BRICS+ Project Network (PM, Interim Management Provider Service)

Executive Director of SENIO TOP IA  (Project Management of Intelligent Industrial Automation for BRICS countries)

CEO of GTEC (German Technology & Engineering Cooperation) with GTEC Profit Growth Academy and GTEC-Shop

The System Doctor and Troubleshooter for Your Industry in Asia

Offices in China: Shanghai, Suzhou

Office Hongkong: Kowloon

Office Thailand: Chiang Mai

Office Germany: Mitwitz

Office USA: New Mexico

Partner offices so far in Shenyang, Shenzhen, Moskau, Sao Paulo, Johannesburg, and Bangalore.

Website: https://gtec.asia

Email: [email protected]

Cell: +86 13482438080

WhatsApp: +86 13482438080

WeChat: +86 13482438080

Experts in the Automotive Industry Asia

You need one, but don`t want to hire one permanently?

Our solution: To rent our experts

  • On pay-to-use basis
  • Completely flexible
  • Contract can be cancelled any time

Clearly represented reports and dashboards inclusive!



Wirtschaftsreport 2025

“In Asien und BRICS+ steckt großes Potential für die deutsche Wirtschaft!”

Interimmanager packen aus: Deutschlands Wirtschaft auf dem Prüfstand! 🚀📊

550 Interimmanager haben in einer branchenübergreifenden Befragung Klartext gesprochen: Wie steht es um die deutsche Wirtschaft – und wohin geht die Reise? Die Antworten sind da – ausgewertet, analysiert und mit ordentlich Praxiswissen untermauert.

💡 Klar ist: Interimmanager werden oft in Krisenzeiten gerufen – wenn es brennt, wenn es klemmt, wenn’s nach vorne gehen muss. Wer also könnte die Lage besser beurteilen als diese erfahrenen Macher?

🔍 Wo muss die Bundesregierung jetzt Tempo machen? Zehn der renommiertesten Interimmanager zeigen den Weg aus der Krise: 👉 Dr. Bodo Antonic, Ulvi I. AYDIN, Ulf Camehn, Ruben Faust, Christian Florschütz, Eckhart Hilgenstock, Jane Enny Van Lambalgen, Klaus-Peter Stöppler, Roland Streibich und Karlheinz Zuerl – sie alle teilen ihre Einsichten und Lösungsansätze.

📢 UNITEDINTERIM GmbH Wirtschaftsreport 2025 📌 Exklusive Statements der Top-Interimmanager 📌 Handlungsempfehlungen für die Politik und Wirtschaft

Wer’s genau wissen will: Jetzt reinschauen! 🔎💼

Experts in the Automotive Industry Asia

You need one, but don`t want to hire one permanently?

Our solution: To rent our experts

  • On pay-to-use basis
  • Completely flexible
  • Contract can be cancelled any time

Clearly represented reports and dashboards inclusive!



Fred Kaminski

Senior Interim Manager – Restructuring, Quality Management, Process Optimization

I provide comprehensive consulting and management services in the areas of restructuring, quality management, process optimization, and software development for companies in the automotive, medical technology, aerospace, railway, and IT/telecommunications industries.

With extensive experience as an interim manager, principal assessor, and strategic consultant, I help businesses increase efficiency, ensure compliance, and successfully integrate innovative technologies.

I have 20 years of professional experience in the field of software development, including the use of various models, ASPICE, functional safety and, of course, cybersecurity.

I am the founder of the 4-C Method, which ensures the success in my mandates.

C= communication, C= cooperation, C= consequence, C= competence

Core Competencies:

  • Leadership and Operational Excellence
  • Efficient Methods to accelerate the Customer profit and reducing the cost.
  • Process Optimization & Lean Management (Kaizen, Kanban, Gemba Walks, 6S…)
  • Restructuring & Task Force Management for production and development processes
  • Product Development & Regulatory Approvals in highly regulated industries (medical technology, aerospace, automotive)
  • Interim Management & Crisis Management for companies in transformation phases
  • C-Level Management

Additional Services:

  • Cost Reduction & Profit Growth: By implementing tailored strategies for efficiency improvement and cost optimization, I help companies achieve sustainable profitability.
  • Technical Services & Training: I offer technical consulting and training to ensure that your team possesses the necessary knowledge and skills to tackle current challenges.

With my practical, analytical, and solution-oriented approach, I ensure that companies achieve their quality, efficiency, and compliance goals while positioning themselves for long-term success.

Senior Interim Manager – Restructuring, Quality Management, Process Optimization

With extensive experience across the automotive, medical technology, aerospace, railway, and IT/telecommunications industries, I have successfully led restructuring, process optimization, and quality improvement projects in multinational corporations. My expertise covers software development, manufacturing, cyber security, and compliance management.

Key Roles & Achievements:

Allweiler Group (Pump Manufacturer) – Senior Interim Director of Process Optimization

  • Increased on-time delivery (OTD) from 38% to 86% through Lean Kaizen workshops and process optimization.
  • Conducted internal and external audits, leading to a three-year extension of ISO 9001 certification.
  • Implemented a risk management framework (ISO 31000) to enhance operational security and compliance.

Getinge Group (Medical Devices) – Interim Head of Software Development

  • Led quality management and software development under Medical Device Regulation (MDR) and ISO 13485.
  • Ensured FDA Part 21 compliance and successfully secured market approvals for critical medical devices.
  • Conducted cyber security assessments, strengthening IT security and system resilience.

CARIAD (Automotive Software – Volkswagen Group) – Strategy Consultant for ASPICE & Cyber Security

  • Implemented ASPICE PAM 3.1, optimizing development processes for BorgWarner, Hella, and Hanon.
  • Conducted cyber security audits & ISO 20000/TISAX compliance assessments.
  • Developed a supplier integration model, improving security and transparency in development processes.

Alpitronic (EV Charging & Battery Systems) – Interim PMO

  • Integrated low-voltage and high-voltage charger production lines, reducing complexity and increasing efficiency.
  • Implemented risk management and structured project planning, accelerating product launch timelines.

Porsche AG – Task Force Lead for Supply Chain & Quality Improvement

  • Led structured product development & supplier management in compliance with Porsche’s PEP framework.
  • Conducted system & software assessments under ASPICE PAM 3.1, ensuring compliance and quality.
  • Established a Project Management Office (PMO), enhancing project execution and tracking.

Faurecia (Automotive Exhaust Systems) – Chief Operations Officer (COO)

  • Restructured production and logistics, transitioning from mass production to single-unit batch manufacturing.
  • Implemented Kanban and Lean methodologies, optimizing workflows and reducing production delays.

UTC Aerospace Systems – Interim Restructuring Manager

  • Led the restructuring of production and development environments, ensuring compliance with aviation regulations.
  • Established new IT strategies and digital transformation, improving manufacturing efficiency.

Collossus Consulting – Senior Consultant for ASPICE, Cyber Security & Process Optimization

  • Supported multiple automotive suppliers (VW, Audi, Daimler, Bosch, Continental, ZF, Schaeffler, Panasonic, Melco) in process optimization and ASPICE implementation.
  • Conducted ISO 27001 cyber security risk assessments and implemented Automotive SPICE methodologies.

Deutz AG- Global Head of Quality Management (CQO)

  • Defining a new global quality strategy
  • Improvement of a new process-oriented approach in all plants
  • Introduction of a new IMS for quality

Industry Expertise:

  • Automotive – Volkswagen, Porsche, Daimler, BorgWarner, Hella
  • Medical Devices – Getinge, MCP
  • Aerospace & Defense – UTC Aerospace, Bombardier Transportation
  • Manufacturing & Industrial Engineering – Alpitronic, Faurecia, Siemens
  • IT & Cyber Security – OMV Solutions, T-Systems

With a data-driven, structured, and solution-oriented approach, I deliver measurable improvements in efficiency, quality, and regulatory compliance.

My academic background and certifications form the foundation of my expertise in engineering, quality management, IT systems, and business process optimization. My education and continuous professional development have allowed me to integrate technical knowledge with management skills, making me highly effective in restructuring, process optimization, and compliance management.

Dipl.-Ing. Mechanical Engineering – Beuth University of Applied Sciences, Berlin

  • Specialized in technical design, industrial process engineering, and automation.
  • Gained expertise in manufacturing systems, quality assurance, and production optimization.
  • Developed strong analytical skills in problem-solving and process efficiency.

Dipl.-Wirtschaftsinformatiker (Diploma in Business Informatics) – Technical University of Berlin

  • Strong understanding of software development and IT infrastructure in industrial settings.
  • Focused on IT systems integration, process management, and ERP solutions.
  • Specialized in SAP-based business process optimization and digital transformation.

Academic Teaching & Research

Professor (Honorary) – HTW Berlin & Beuth University

  • Taught Quality Management, Risk Assessment, and Process Optimization.
  • Led research on industrial engineering, software development processes, and functional safety.
  • Supervised thesis projects in engineering, quality management, and IT security.

Education Impact on My Career

My academic and professional qualifications have shaped my career as a highly skilled consultant, interim manager, and quality expert. I combine technical expertise with strategic management skills to help companies enhance efficiency, achieve compliance, and implement cutting-edge technologies.

  • Office Software – MS Office (Excel, Word, PowerPoint, Outlook)
  • Project Management Software – SAP (IS-U, PM, QM), Jira, MS Project, IBM Rational ClearCase
  • Quality & Risk Analysis Tools – APIS IQ-RM, Medini Analyze, Plato SCIO, Minitab
  • Cyber Security & Compliance – SIEM Tools (Splunk, QRadar), ISO 27001, TISAX Frameworks
  • KI-Systems incl. ML Model development, Prompting and Adaption
  • Embedded Systems & Simulation – MATLAB, Simulink, dSPACE TargetLink, Vector CANoe
  • Programming & Scripting – Python, SQL, ABAP, C/C++
  • Digital Transformation & IoT – AWS IoT, Siemens MindSphere, Azure Cloud, TensorFlow
  • Process Optimization & Efficiency – Reduce lead times, improve production output, and streamline workflows.
  • Quality Management & Compliance – Ensure ISO 9001, IATF 16949, ASPICE, and ISO 26262 compliance.
  • Cyber Security & Risk Management – Identify vulnerabilities, implement ISO 27001 & TISAX frameworks, and enhance IT security.
  • Functional Safety & Regulatory Approvals – Achieve ISO 26262, IEC 61508, and FDA compliance for safety-critical systems.
  • Restructuring & Crisis Management – Lead turnaround strategies, optimize operations, and recover failing projects.
  • Digital Transformation & Industry 4.0 – Implement AI, IoT, cloud solutions, and automation for smart manufacturing.
  • Supplier Development & Global Sourcing – Qualify suppliers, improve supply chain resilience, and conduct supplier audits.
  • Cost Reduction & Profitability – Minimize operational costs, improve budget planning, and increase overall efficiency.

• Higher process efficiency – Streamlined operations and optimized workflows for better productivity.
• Higher compliance & quality standards – Implementation of ISO, ASPICE, and functional safety frameworks.
• Continual improvement culture – Integration of Lean, Six Sigma, and Kaizen methodologies.
• Increased competitiveness – Stronger positioning for new customers and business opportunities.
• Cost-efficient management systems – Lean, target-driven, and cost-oriented process optimization.
• Higher return on investment – Reduced operational costs and increased profitability through efficiency gains.

  • Hands-on expertise – Decades of experience in automotive, aerospace, medical, and IT industries with real-world implementation.
  • Holistic approach – Combining engineering, quality, cybersecurity, and business strategy for comprehensive solutions.
  • Certified leadership – Accredited ASPICE Principal Assessor, ISO 26262 Functional Safety Expert, and Six Sigma Black Belt.
  • Crisis & restructuring expert – Proven success in turning around struggling projects and optimizing operations.
  • Innovation & digital transformation – Implementing AI, IoT, Industry 4.0, and smart automation for future-proof businesses.
  • Global supplier network & industry connections – Extensive network across Europe, Asia, and North America for sourcing and benchmarking.
  • Regulatory & compliance mastery – Deep knowledge of ISO, FDA, ASPICE, and cybersecurity frameworks to ensure smooth audits.
  • Cost-focused & ROI-driven – Proven strategies for reducing costs, optimizing resources, and increasing profitability.
  • Strategic vision – Aligning business goals with technological advancements.
  • Structured execution – Systematic approach for problem-solving and process implementation.
  • Tailored solutions – Customized methods for each client’s industry and challenges.
  • Sustainable improvements – Long-term success, not just short-term fixes.
  • Proactive mindset – Anticipating risks and driving continuous improvement.

I don’t just consult—I deliver measurable results.

• Lean Management & Kaizen – Continuous process improvement, waste reduction, and efficiency optimization.
• Six Sigma Black Belt – Data-driven decision-making, statistical process control, and defect reduction.
• ASPICE & Functional Safety (ISO 26262, IEC 61508) – Implementation of safety-critical systems and compliance frameworks.
• Cybersecurity & Risk Management – ISO 27001, TISAX, and penetration testing for IT security.
• Process Auditing & Quality Management – ISO 9001, IATF 16949, and VDA 6.3 for supplier and internal audits.
• Project & Multi-Site Management – PMI/PMBOK methodologies for structured execution of global projects.
• Digital Transformation & Industry 4.0 – AI, IoT, smart manufacturing, and automation strategies.
• Change & Crisis Management – Task force leadership, restructuring, and turnaround strategies.
• Agile & Hybrid Development Models – Integration of Agile, Scrum, and traditional waterfall approaches.
• Supply Chain Optimization – Lean logistics, supplier assessments, and cost efficiency strategies.
Combining structured methodologies with real-world execution for maximum impact.

Process & Quality Optimization

  • Lean transformation – Full-scale implementation of Kaizen, Six Sigma, and Lean methodologies.
  • ASPICE maturity improvement – Achieve ASPICE Level 2-3 compliance for automotive software development.
  • ISO & regulatory certifications – Successfully implement ISO 9001, IATF 16949, ISO 26262, or TISAX frameworks.
  • Cybersecurity enhancement – Full deployment of ISO 27001-based security measures across IT infrastructure.

Cost Reduction & ROI Growth

  • 30-50% process cost reduction – Through automation, digital transformation, and AI-driven efficiency.
  • Significant OEE improvement – Increase Overall Equipment Effectiveness (OEE) by 20-30% in production.
  • Optimized supplier network – Identify, qualify, and integrate high-performing suppliers globally.
  • Reduction of defect rates – Implementing FMEA, Six Sigma, and AI-based quality controls to lower defects by 30-50%.

Digitalization & Industry 4.0 Implementation

  • Smart manufacturing & AI integration – Implementation of predictive maintenance, real-time analytics, and IoT solutions.
  • Cloud transformation – Migrate critical business and manufacturing processes to cloud-based solutions.
  • Data-driven decision-making – Implement BI dashboards and AI-driven process optimization tools.

Restructuring & Business Turnaround

  • Full operational restructuring – Improve company-wide efficiency, eliminate waste, and optimize resources.
  • Task force leadership – Solve critical supply chain, production, or software delivery issues within 12-24 months.
  • Crisis management & turnaround strategies – Restore financial and operational stability through targeted interventions.

Achieving measurable efficiency, compliance, and profitability improvements within 1.5 – 3 years.

Automotive & Mobility

  • ASPICE Implementation & Cybersecurity Compliance – Led process optimization and ASPICE maturity upgrades for BorgWarner, Hella, Hanon, and VW suppliers.
  • Porsche AG – Task Force Leadership – Successfully implemented structured product development & supplier quality improvements under Porsche PEP framework.
  • Faurecia – COO & Operational Restructuring – Transformed manufacturing & supply chain operations, reducing costs and improving efficiency.
  • GKN Automotive – Functional Safety Compliance (ISO 26262) – Ensured ASIL D compliance for BMW steering systems.

Medical Technology & Healthcare

  • Getinge Group – Quality & Software Development – Implemented MDR (Medical Device Regulation), ISO 13485, and secured FDA approvals.
  • MCP Cardiohelp System – Cybersecurity & Battery Certification – Successfully led cybersecurity & risk assessment for a life-saving medical device.

Aerospace & Defense

  • UTC Aerospace Systems – Restructuring & Digitalization – Led full-scale transformation & process automation to align with aviation regulations.
  • Bombardier Transportation – Software Quality & Safety Standards – Implemented ISO 50126 & RAMS methodology for train control systems.

Industry & Digital Transformation

  • Alpitronic – EV Charging Infrastructure – Integrated high-voltage & low-voltage charger production, ensuring scalability & efficiency.
  • OMV Solutions – ITIL & ISO 27001 Implementation – Digital transformation & IT security compliance for global energy sector.
  • Collossus Consulting – Multi-Industry Consulting – Provided Cybersecurity, ASPICE, Functional Safety, and Lean implementation to various industries.

Delivering high-impact projects that improve quality, efficiency, compliance, and profitability.

Self-confidence, resilience, very good communication, team player, conflict management, goal-oriented, analytical, very decisive, assertive and responsible

Nationalität: Deutsch
Wohnort:
Position: Senior Interim Manager – Restructuring, Quality Management, Process Optimization
Geburtsjahr: 1966
Sprachen: German (Native), English (C1 Level)

Are your Plastic Injection parts competitive? How to stay ahead in Asia?

1. Cost Management of Plastic Injection parts

Your company needs cost management in your supply chain department to calculate and reduce the total costs of purchased parts from your suppliers. Negotiation with suppliers will fail to get the best price if your purchasing staff does not know the true prime costs. Or your enterprise needs to calculate sales prices to send offers to your existing and potential customers.

Only if you know your true internal costs, do you know your bottom line for negotiations of your sales staff with customers to avoid losses. Due to our comprehensive experience in sales, purchasing, logistics, and general management, our company can help you find the true cost and support you in negotiations with customers and suppliers.

Because of the lack of manpower and knowledge along with other reasons, either you need our service to find the true costs or we will calculate them for you. Or we train your staff to do the work by yourself. Additionally, we can consult you in preparation and negotiation with your international clients and vendors. Our GTEC professionals speak Chinese, English, and German.

2. Reporting

Do you as our customer like to have a report to show the results of our cost calculations? Creating a calculation helps customers understand the interconnected relationships between cost parameters that result in the part price. Analyses are required to effectively achieve cost optimization objectives. From the broad range of reports available, we offer a “Result Report,” which is a summary of all of the cost parameters and is an excellent basis for negotiations and similar tasks. Currencies: ECOCUT™ supports the major currencies of the world. Different currency modes can be selected.

3. Manufacturing

The cycle time is usually a very sensitive operation. This is why various cycle time calculators can calculate these values themselves based on physical dimensions. The geometric properties of cast and injection molding parts enable us to calculate the machine dimensions (clamping force). The cycle time is then influenced considerably by the solidification time. The cycle time calculators query all of the dimensions that are relevant to and later indicate the cycle time. Machined parts (turning/milling parts) require the most extensive knowledge. Here, they refer to the work sequences that are listed step by step and analyzed with processing times due to our experience and knowledge.

We are currently using the following cycle time calculators for our cost calculations:

• Die casting

• Plastic injection molding

• Lathing/turning

• Milling

• Assembly

• Stamping, deep drawing

The knowledge domain provides access via the explorer to manufacturing steps that have already been calculated and have yielded robust results and allows them to copy these steps. In the process, we can copy entire manufacturing steps and their components and embed them into the calculation to be created. In the knowledge domain, standardized manufacturing processes are predefined by the users and created as independent modules. The more consistently a knowledge domain is constructed and maintained by us, the faster calculations can be created in the future: and the higher the qualitative value of those calculations. External (supplier) and internal manufacturing process know-how is stored in the ECOCUT™ knowledge domain. If we switch to the “Manufacturing Details” window, ECOCUT™ queries all of the cost-related components within one single manufacturing step.

• Output quantity

• Machine hourly rate

• Setup costs

• Direct labor costs

• Tool costs

• Residual manufacturing overhead cost surcharge

4. Cost Calculations

How were our calculations performed? The part, assembly, and even the system prices are derived from the three cost pools:

A. Material costs: raw material, subparts, consumables, material overhead costs (MOC). We offer a selection of specific material cost calculators that address the unique technical specifications of the various manufacturing processes.

B. Manufacturing costs: production system, setup costs, direct labor, tools, residual manufacturing overhead costs (RMOC). The “Manufacturing” spreadsheet initiates all of the manufacturing steps and displays them graphically in an arrow diagram. At the same time, this information is also listed in tabular form directly below the graphical representation and presented with three different “manufacturing arrows” (Fig. 1).

C. Overheads: overheads on production costs, profit, payment terms, and delivery terms. (Fig. 2).

Overhead of production costs

Sources: Perfect ProCalc, a software and trademark of Perfect Costing Solutions GmbH, which was sold to Siemens in 2012 and named Product Costing. Text and Pictures published under exclusive license of Springer Nature Switzerland AG 2022, Author Karlheinz Zuerl, Effective Cost Cutting in Asia, Management for Professionals, ISBN 978-3-030-82782-3_1 1, Amazon 978-3030827816 (hardcover book, 404 pages), ASIN B09TP1KCMZ, ISBN: 978-3-030-82782-3 (ebook, 596 pages). https://link.springer.com/book/10.1007/978-3-030-82782-3

ECOCUT™ is registered in China by GTEC, German Technology and Engineering Cooperation

Who is author Karlheinz ZUERL?

Please have a look at www.gtec.asia/karlheinz-zuerl/ or at German business magazine CAPITAL https://native.adalliance.io/share/?cid=1&special=spezial_717042_orfanidis_ml&url=https%3A%2F%2Fwww.capital.de%2Fnative%2F1234567890-31565006.html%3Fan%3Ds%3Aspezial_717042_orfanidis_ml-a%3A1-t%3An

Experts in the Automotive Industry Asia

You need one, but don`t want to hire one permanently?

Our solution: To rent our experts

  • On pay-to-use basis
  • Completely flexible
  • Contract can be cancelled any time

Clearly represented reports and dashboards inclusive!



China Business 2025 Issue 1: The bleak outlook for 2025 and our approach to solving it

China’s Economy in 2025: Challenges and Prospects

China’s economy had a tough time in 2024 – and 2025 could be even more challenging. In addition to long-term structural problems, the trade and technology war with the US threatens to intensify after the US elections in 2024. The uncertainties have already left their mark: Swiss bank UBS has cut its forecast for China’s economic growth in 2025 from 4.5 percent to 4.0 percent.

Shrinking margins and fierce competition

The situation for companies in China remains tense. Profit margins have continued to fall in many sectors due to intense price pressure. Weak consumption is a particular drag: Consumers are reluctant to spend, indicating waning confidence in the economic recovery.

Overcapacity in key sectors

Government subsidies have led to overcapacity in promising sectors such as solar systems, electric cars and batteries. This overproduction is depressing prices and hurting profitability. What once began as a strategic subsidy is now creating new challenges for companies.

Debt and the housing crisis

Another problem is the high level of debt of regional governments. Including local government financial vehicles (LGFVs), their debt amounts to about 80 percent of GDP. Debt restructuring and reduction are progressing slowly. At the same time, the real estate crisis is exacerbating the situation: many local governments were heavily dependent on land sales revenues, which have now collapsed. The link between the real estate sector and public finances is proving to be a key vulnerability in the economy.

Looking ahead

China’s economic challenges are complex and multifaceted. The government must act decisively to regain the confidence of businesses and consumers. Structural reforms, a more efficient allocation of resources and a reduction in geopolitical tensions could be important steps in setting the stage for a more stable future.

Recent developments in the Chinese economy and sector overview

China’s economy continues to be in the global spotlight. How is the Chinese economy performing and what location factors continue to make the country attractive? What trends are shaping the key sectors and what should companies be aware of in terms of the legal framework? Here we give you an insight into our combined knowledge of the country. Take advantage of the expertise of our interim management and consulting teams to successfully meet the challenges in Asia and the BRICS countries.

Recommended action: Respond quickly

One thing is certain: there is bad news coming out of China every week that needs to be assessed on the ground before any decisions are made. Do not hesitate to take the necessary steps to respond to the dynamics of the market.

Focus on key sectors

Automotive Industry

The automotive industry in China remains a key sector of the economy, especially in the area of electric mobility. According to a forecast by the Center of Automotive Management (CAM), more than one in four new cars in China will be electric. The country is thus maintaining its position as a leading market for alternative drive systems. But the competition is getting tougher. German manufacturers are not only facing each other, but also a growing number of domestic competitors. The first bankruptcies among Chinese manufacturers show how tough the market has become.

Increasing trade tensions with key partners such as the European Union are having a negative impact on exports of electric vehicles from China. Leading industry players have called on the government to extend trade concessions for older vehicles to support domestic sales. Despite a sales boom at the end of 2024, even an industry leader like BYD faces new challenges in 2025. The company has strengthened its role as a market leader and is increasingly squeezing out smaller suppliers.

Construction Industry

Construction remains a mainstay of the Chinese economy. However, the sector is struggling with high debt levels and weakening demand. Land sales, which have been an important source of revenue for local governments, are in sharp decline. This is having a ripple effect throughout the construction and ancillary industries.

Legal framework

Companies operating in China should keep a close eye on the regulatory environment. Regulatory changes can occur at short notice and have a significant impact on day-to-day business. Working closely with local experts is essential to minimize risks and maximize opportunities.

The bottom line

Despite the challenges, China remains a key market for many industries. Companies need to remain flexible and responsive to take advantage of the opportunities this dynamic market offers. Our experts are here to help you make informed and efficient strategic decisions.

The smart way

Running a subsidiary in China in these turbulent times is not a project to be undertaken on the side. The key is planning and a willingness to trust experts. GTEC has successfully completed numerous downsizing and restructuring projects in China – and could offer the right solution for your company.

Sound interesting? Book a no-obligation meeting at https://calendly.com/karlheinzzuerl  and request relevant case studies. With the right support, even the most challenging project can be a success.

Best regards

Karlheinz Zuerl

CEO of German Technology & Engineering Cooperation (GTEC)

The system doctor and problem solver in your industry in Asia

  • Expert of the Year 2024 in Interim Management (Steinbeis Business School)
  • President 2023/2024 of Rotary Club Suzhou/China
  • Top Interim Manager 2022 (Capital Magazine)
  • Quality-assured interim manager (United Interim)
  • ATTA (Asia Transformation and Turnaround Association)
  • Diplomatic Council Think Tank (Consulting of United Nations)
  • Financial professional: Profitable investments in GTEC with an interest rate of 6-12%/year
  • Book author Springer/Hanser/Oldenbourg/GTEC (see Amazon.com)

You will find the latest publication at Effective Cost Cutting in Asia at Amazon.de and Amazon.com (English edition):

Effective Cost Cutting in Asia: Practical Modern Approach for Managers and Engineers in Industry to Achieve Profit Growth (Management for Professionals)

Experts in the Automotive Industry Asia

You need one, but don`t want to hire one permanently?

Our solution: To rent our experts

  • On pay-to-use basis
  • Completely flexible
  • Contract can be cancelled any time

Clearly represented reports and dashboards inclusive!



China Business: Der düstere Ausblick 2025 und unser Lösungsansatz

Chinas Wirtschaft 2025: Herausforderungen und Aussichten

Chinas Wirtschaft hatte es 2024 schwer – und 2025 könnte noch herausfordernder werden. Neben langanhaltenden strukturellen Problemen droht nach den US-Wahlen 2024 eine Verschärfung des Handels- und Technologiekriegs mit den USA. Bereits jetzt haben die Unsicherheiten ihre Spuren hinterlassen: Die Schweizer Bank UBS hat ihre Prognose für das Wirtschaftswachstum Chinas für 2025 von 4,5 Prozent auf 4,0 Prozent gesenkt.

Chinese EV makers are challenging market leaders at the Auto Show 2024 in Bangkok.

Sinkende Gewinnspannen und harter Wettbewerb

Die Lage für Unternehmen in China bleibt angespannt. In vielen Branchen sind die Gewinnspannen durch intensiven Preisdruck weiter gesunken. Besonders die Konsumschwäche belastet: Verbraucher zeigen sich zurückhaltend, was auf ein schwindendes Vertrauen in die wirtschaftliche Erholung hindeutet.

Überkapazitäten in Schlüsselbranchen

In zukunftsträchtigen Sektoren wie Solaranlagen, Elektroautos und Akkus haben staatliche Subventionen zu Überkapazitäten geführt. Diese Überproduktion setzt die Preise unter Druck und beeinträchtigt die Profitabilität. Was einst als strategische Förderung begann, stellt Unternehmen nun vor neue Herausforderungen.

Verschuldung und Immobilienkrise

Ein weiteres Problem ist die hohe Verschuldung der Regionalregierungen. Einschließlich sogenannter Finanzvehikel (LGFV) beläuft sich ihre Verschuldung auf etwa 80 Prozent des BIP. Die Umschuldung und Schuldenreduzierung verlaufen schleppend. Gleichzeitig verschärft die Immobilienkrise die Situation: Viele Lokalregierungen waren bisher stark auf Einnahmen aus Landverkäufen angewiesen, die nun eingebrochen sind. Die Verknüpfung von Immobiliensektor und öffentlichen Finanzen erweist sich als zentrale Schwachstelle der Wirtschaft.

Blick nach vorne

Die wirtschaftlichen Herausforderungen Chinas sind komplex und vielschichtig. Um das Vertrauen von Unternehmen und Verbrauchern zurückzugewinnen, muss die Regierung entschlossen handeln. Strukturelle Reformen, eine effizientere Allokation von Ressourcen und eine Abmilderung der geopolitischen Spannungen könnten wichtige Schritte sein, um die Weichen für eine stabilere Zukunft zu stellen.

Aktuelle Entwicklungen in der chinesischen Wirtschaft und Branchenübersicht

Chinas Wirtschaft steht weiterhin im Fokus globaler Beobachtungen. Wie entwickelt sich die chinesische Wirtschaft aktuell, und welche Standortfaktoren machen das Land nach wie vor attraktiv? Welche Trends bestimmen die wichtigsten Branchen, und worauf sollten Unternehmen bei rechtlichen Rahmenbedingungen achten? Hier geben wir Ihnen einen Einblick in unser gebündeltes Wissen über das Land. Nutzen Sie die Expertise unserer Interim-Management- und Beratungsteams, um Herausforderungen in Asien und den BRICS-Ländern erfolgreich zu bewältigen.

Handlungsempfehlung: Reagieren Sie schnell

Eines ist sicher: In China gibt es jede Woche neue Hiobsbotschaften, die vor Ort geprüft werden müssen, bevor Entscheidungen getroffen werden. Zögern Sie nicht, die notwendigen Schritte einzuleiten, um auf die Dynamik des Marktes zu reagieren.

Wichtige Branchen im Fokus

Automobilindustrie

Die Automobilindustrie in China bleibt ein zentraler Wirtschaftszweig – insbesondere im Bereich Elektromobilität. Laut einer Prognose des Center of Automotive Management (CAM) wird mehr als jeder vierte Neuwagen in China ein E-Auto sein. Damit behauptet das Land seine Position als Leitmarkt für alternative Antriebe. Doch der Wettbewerb wird zunehmend intensiver. Deutsche Hersteller sehen sich nicht nur untereinander, sondern auch mit einer wachsenden Zahl einheimischer Wettbewerber konfrontiert. Erste Pleiten unter chinesischen Herstellern zeigen, wie hart der Markt geworden ist.

Zunehmende Handelsspannungen mit wichtigen Partnern wie der Europäischen Union belasten die Exporte von Elektrofahrzeugen aus China. Führende Industrieunternehmen haben die Regierung aufgefordert, Handelskonzessionen für ältere Fahrzeuge auszuweiten, um den Inlandsabsatz zu stützen. Trotz eines Absatzbooms Ende 2024 sieht sich selbst ein Branchenprimus wie BYD 2025 mit neuen Herausforderungen konfrontiert. Der Konzern hat seine Marktführerrolle gestärkt und kleinere Anbieter zunehmend verdrängt.

Bauindustrie

Die Bauindustrie bleibt eine tragende Säule der chinesischen Wirtschaft. Der Sektor kämpft jedoch mit hohen Verschuldungen und einer schwächelnden Nachfrage. Landverkäufe, die bisher eine wichtige Einnahmequelle für Lokalregierungen waren, sind stark rückläufig. Dies wirkt sich auf die gesamte Bauwirtschaft und deren Zulieferindustrien aus.

Rechtliche Rahmenbedingungen

Unternehmen, die in China tätig sind, sollten die rechtlichen Rahmenbedingungen genau im Blick behalten. Regulatorische Änderungen können kurzfristig erfolgen und erhebliche Auswirkungen auf den Geschäftsalltag haben. Eine enge Zusammenarbeit mit lokalen Experten ist unverzichtbar, um Risiken zu minimieren und Chancen effektiv zu nutzen.

Fazit

China bleibt trotz aller Herausforderungen ein Schlüsselmarkt für viele Branchen. Unternehmen sollten flexibel und reaktionsfähig bleiben, um von den Chancen zu profitieren, die sich in diesem dynamischen Markt bieten. Unsere Experten stehen Ihnen zur Seite, um strategische Entscheidungen fundiert und effizient umzusetzen.

Der clevere Weg

Eine Niederlassung in China zu führen in diesen turbulenten Zeiten ist kein Projekt für nebenbei. Der Schlüssel liegt in der Planung und der Bereitschaft, Experten zu vertrauen. GTEC hat bereits zahlreiche Downsizing- und Restrukturierungsprojekte in China erfolgreich abgeschlossen – und könnte auch für Ihr Unternehmen die passende Lösung bieten.

Klingt interessant? Buchen Sie ein unverbindliches Gespräch unter https://calendly.com/karlheinzzuerl und fordern Sie relevante Case Studies an. Denn mit der richtigen Unterstützung wird auch das schwierigste Projekt ein Erfolg.

Experts in the Automotive Industry Asia

You need one, but don`t want to hire one permanently?

Our solution: To rent our experts

  • On pay-to-use basis
  • Completely flexible
  • Contract can be cancelled any time

Clearly represented reports and dashboards inclusive!



2024, a year in review with deep insights and innovations

We completed my last assignment as an active Interim General Manager at the end of 2023, and my company recorded its last active revenue in the spring of 2024. Since then, like many of my IM colleagues, I have not received a single call from a German headhunter or directly from CEOs, even after being named “Interim Manager of the Year 2024”. My expensive and time-consuming marketing campaigns have not yet borne fruit.

Nevertheless, 2024 has been an extraordinary year for me in many ways. Despite the challenges in the interim business, it was a record year for our company GTEC with profit growth and growing cash flow despite the ongoing interesting consulting project in Thailand.  How does this happen?

Well, I didn’t spend my hard-earned money. Still, I invested it in other companies and built a very good sustainable income far exceeding my daily rate as Interim General Manager in 2024. “Haha,” you may say, “Where’s the catch? How is that possible?”

  • First of all, I had to change course at short notice because the China track leads to a siding.
  • In Thailand, I have surrounded myself with people who inspire and challenge me.
  • These are business partners who are already where I want to be or who are on the same path. They inspire me and we share visions that take us further.
  • A motivating environment is key to innovation, collaboration, and growth.
  • I surround myself with people who support me and help me grow.
  • Finally, I boldly let go of what holds me back.

Email me at [email protected] and we will explain in detail how it works. You will be surprised, but also delighted.

I wish you and your family a very Happy New Year 2025!

Greetings from Chiang Mai (Northern Thailand)

Karlheinz Zuerl

CEO of the German Technology & Engineering Cooperation (GTEC)

Experts in the Automotive Industry Asia

You need one, but don`t want to hire one permanently?

Our solution: To rent our experts

  • On pay-to-use basis
  • Completely flexible
  • Contract can be cancelled any time

Clearly represented reports and dashboards inclusive!



KI-Einführung: Erfolg durch hybride Teams in Unternehmen

Zwischen der KI-Euphorie in der Führungsetage und der Akzeptanz im Betriebsalltag bei der KI-Einführung klafft in der Regel eine große Diskrepanz. Diese Lücke können Unternehmen am besten durch hybride Teams aus KI-Kompetenzzentrum und Fachabteilung schließen.

KI-Einführung: Erfolg durch hybride Teams in Unternehmen

„Angesichts des Hypes um künstliche Intelligenz ernennen viele Unternehmen einen KI-Verantwortlichen auf Managementebene, um das vermeintlich wichtigste Thema unserer Zeit in den Betrieb zu bringen“, erklärt Karlheinz Zuerl, CEO der German Technology & Engineering Corporation (GTEC). Doch genau das hält er für einen Fehler: „Firmen können nur dann von KI-Einführung profitieren, wenn diese über die Breite der Belegschaft hinweg im Betrieb eingeführt wird.“ Diese Erfahrung hat Karlheinz Zuerl, der als Interim Manager 2024 von der Steinbeis Augsburg Business School und der Interim Manager-Community United Interim nominiert wurde, bei seinen zahlreichen Einsätzen als Führungskraft auf Zeit gemacht. 

Warum die KI-Einführung häufig scheitert

Er schildert die Betriebspraxis in vielen Unternehmen bei der KI-Einführung anschaulich: „In der Regel beginnt der Prozess damit, dass die Chefetage von den neuesten technologischen Entwicklungen erfährt, gefolgt von Teams, die der Unternehmensleitung optimistische, aber widersprüchliche Anwendungsfälle präsentieren. Angetrieben von der Begeisterung, aber ohne klare Richtung, überträgt die Topebene die Verantwortung an eine Person, die oft überfordert und unzureichend vorbereitet ist.“ 

Kompetenzzentrum etablieren statt KI-Papst

Karlheinz Zuerl ist überzeugt: „Es genügt nicht, einen vermeintlichen KI-Papst an der Spitze zu haben, sondern man braucht jemanden, der die Betriebsabläufe im Detail so gut kennt, dass er praxisnah abschätzen kann, wo sich KI im Unternehmen tatsächlich nützlich machen kann.“ Nach seinen Erfahrungen bei KI-Projekten kreist genau darum das Problem: „Das KI-Management ist in der Regel viel zu weit vom Betriebsalltag entfernt. Dies gilt nicht nur bei KI, sondern für viele Projekte, bei denen es um die Einführung einer neuen Technologie ins Unternehmen geht. Aber bei künstlicher Intelligenz klafft die Lücke zwischen der durch den KI-Hype entstandenen Euphorie und den häufig ernüchternden oder gar ausbleibenden Resultaten in der Organisation besonders weit auseinander.“

Als Abhilfe empfiehlt Karlheinz Zuerl die Einrichtung eines KI-Kompetenzzentrums, in dem Management und operatives Fachwissen zusammenkommen. Er präzisiert die Aufgabenverteilung: „Die betriebliche KI-Zentrale stellt Plattformen, Daten und Governance, also Regeln für den Umgang mit KI, bereit. Die Umsetzung in den verschiedenen Abteilungen erfolgt durch Teams aus dem jeweiligen Fachbereich, bei denen auch die Verantwortung für diesen Prozess liegt.“ 

Bei künstlicher Intelligenz klafft die Lücke zwischen der durch den KI-Hype entstandenen Euphorie und den häufig ernüchternden oder gar ausbleibenden Resultaten in der Organisation weit auseinander.

KI-Projekte: großspurig aufgesetzt, kleinlaut beerdigt

Als entscheidenden Vorteil der hybriden KI-Einführung nennt der CEO von GTEC, dass die Innovationen dadurch auf breiter Front Einzug in die Organisation hielten und ein fester Bestandteil des Betriebsalltags würden. Beim üblichen, aber weniger erfolgversprechenden Top-down-Ansatz hingegen sei die Gefahr groß, dass „Projekte großspurig aufgesetzt und einige Monate oder Jahre später kleinlaut beerdigt werden, ohne dass eine nennenswerte Spur in der Organisation übrigbleibt.“  

Häufig verlasse der vom mangelnden Projektfortschritt frustrierte KI-Papst nach einiger Zeit das Unternehmen. Die Zurückgebliebenen litten nicht nur unter der dadurch verursachten Enttäuschung, sondern entwickelten darüber hinaus eine langanhaltende Skepsis gegenüber künftigen Innovationen.

Bei KI-Einführung Mitarbeiter mitnehmen

„Je häufiger Management und Belegschaft erleben müssen, wie Innovationsprojekte in den Sand gesetzt werden, desto größer wird das Misstrauen gegenüber allen Innovationen“, ist Karlheinz Zuerl überzeugt. Die Folgen für die Firmenkultur seien in der Regel fatal: „Weite Teile der Beschäftigten lehnen jedwede Veränderung im Betrieb von vornherein ab, weil sie schon zu oft erlebt haben, wie sich der Papst von heute zur persona non grata von morgen gewandelt hat. Bei der KI-Einführung im Top-down-Modus sei die Gefahr einer Wiederholung dieses Szenarios sehr groß.“

Karlheinz Zuerl
ist CEO der German Technology & Engineering Corporation (GTEC). Die Gesellschaft unterstützt westliche Industrieunternehmen, Herausforderungen in asiatischen Ländern zu bewältigen. Der Schwerpunkt liegt dabei auf der Geschäftsentwicklung, dem Aufbau von Niederlassung

For more information, please contact:

Karlheinz ZUERL – CEO of GTEC (German Technology & Engineering Cooperation)

E-Mail: [email protected]

Mobile: + 86 13482438080

Experts in the Automotive Industry Asia

You need one, but don`t want to hire one permanently?

Our solution: To rent our experts

  • On pay-to-use basis
  • Completely flexible
  • Contract can be cancelled any time

Clearly represented reports and dashboards inclusive!