Oliver Picht seeks more agility for Outokumpu Nirosta
The new head of Outokumpu Nirosta in Germany wants to lift the customer experience to an entirely new level by offering more agility throughout the entire supply chain.
Nirosta’s transformation process towards having more flexibility in all its units is in full swing.
“After visiting our locations in Germany, I am very certain that we can quickly achieve clear results with our realignment within the market. The changes we are making should become more noticeable for our customers.”
For Oliver Picht, the already initiated strategic and structural changes are the new foundation, while well-trained and motivated teams are the keys to success.
Focus on the customer
Picht believes that Nirosta will set itself apart from the competition by offering service that is both optimized and individualized.
“For years now, many of our customers, for example in the automotive industry or in the white goods segment, have increased their level of services to their customers. Customers require that their suppliers take the same approach,” says Picht. “Nirosta will rise to the challenge.”
He is convinced that the joy of work means clear understanding of what every employee does for the customer.
“Our employees are passionate and very proud of their customers and want Outokumpu to be viewed as being best in class,” he points out.
Active forces of change
Cooperation between departments is a great positive force for the ongoing changes, but “the transformation will still take time to complete.”
“We are restructuring Outokumpu Nirosta – reorganizing, consolidating, and simultaneously making investments in new machines and equipment to further optimize the production of ferritic grades in Nirosta. Our target is to become an even higher performing manufacturer of stainless steel products and a better employer,” says the new head of Nirosta.
Service that shows
He compares the transformation process to a shipping industry. “We are transforming a large tanker into a maneuverable yacht. Upon completion of the transformation process, Outokumpu Nirosta will be an agile partner that will be able to take advantage of its strengths in serving its customers.”
As one possibility, he views a model of different service packages. “We must offer our customers the required product selection and the most optimal service in order to meet their specific needs. Everything counts: including availability, packaging types as well as offering a customer specific service.”
For Picht, gaining an edge over the competition is often decided far apart from the products and services offered. Instead, it often comes down to knowing the customer and being able to optimally support him with his business activities. This is where motivated teams throughout the entire supply chain will make a difference.
Experienced team player
Oliver Picht earned his doctorate from the Institute for Metallurgy and Scientific Studies at RWTH Aachen. His professional career includes stops in the process, product and manufacturing technology at globally leading companies such as Alunorf, Alcan and Novelis. The senior manager is married to a doctor and enjoys sports, photography and cooking
“After visiting our locations in Germany, I am very certain that we can quickly achieve clear results with our realignment within the market. The changes we are making should become more noticeable for our customers.”
For Oliver Picht, the already initiated strategic and structural changes are the new foundation, while well-trained and motivated teams are the keys to success.
Focus on the customer
Picht believes that Nirosta will set itself apart from the competition by offering service that is both optimized and individualized.
“For years now, many of our customers, for example in the automotive industry or in the white goods segment, have increased their level of services to their customers. Customers require that their suppliers take the same approach,” says Picht. “Nirosta will rise to the challenge.”
He is convinced that the joy of work means clear understanding of what every employee does for the customer.
“Our employees are passionate and very proud of their customers and want Outokumpu to be viewed as being best in class,” he points out.
Active forces of change
Cooperation between departments is a great positive force for the ongoing changes, but “the transformation will still take time to complete.”
“We are restructuring Outokumpu Nirosta – reorganizing, consolidating, and simultaneously making investments in new machines and equipment to further optimize the production of ferritic grades in Nirosta. Our target is to become an even higher performing manufacturer of stainless steel products and a better employer,” says the new head of Nirosta.
Service that shows
He compares the transformation process to a shipping industry. “We are transforming a large tanker into a maneuverable yacht. Upon completion of the transformation process, Outokumpu Nirosta will be an agile partner that will be able to take advantage of its strengths in serving its customers.”
As one possibility, he views a model of different service packages. “We must offer our customers the required product selection and the most optimal service in order to meet their specific needs. Everything counts: including availability, packaging types as well as offering a customer specific service.”
For Picht, gaining an edge over the competition is often decided far apart from the products and services offered. Instead, it often comes down to knowing the customer and being able to optimally support him with his business activities. This is where motivated teams throughout the entire supply chain will make a difference.
Experienced team player
Oliver Picht earned his doctorate from the Institute for Metallurgy and Scientific Studies at RWTH Aachen. His professional career includes stops in the process, product and manufacturing technology at globally leading companies such as Alunorf, Alcan and Novelis. The senior manager is married to a doctor and enjoys sports, photography and cooking
Published Aug 07, 2015