Interview roadmap
Three stages I expect, and the opening line for each. The stance throughout: my history is context. The product is what I do on Monday.
Interview-Roadmap
Drei Stufen, die ich erwarte, und der erste Satz für jede. Die Haltung bleibt gleich: meine Geschichte ist Kontext. Das Produkt ist das, was ich am Montag tue.
01
Recruiter screen20–30 min · motivation, location, salary, English
Goal: remove the three doubts before they are asked: why SDR after CRO, Berlin, salary.
"I'm applying for an individual contributor role on purpose. For three years I've run outbound with my own hands, paid per meeting held. I want to do it for one product, one team, one number.""On Berlin: I'm set up to work from Berlin. On the range: I've priced the role in. Let's talk about the KPI commission and the path to AE.""Can I show you what I'd do in week one? It's one page."
02
Hiring manager45 min · AE or Head of Sales · process, numbers, CRM
Goal: show the machine, not the résumé. Walk them through the ICP, Signals, Scenarios, Market and Accounts.
"Here's the market and the ICP as I read them from Eurostat, your customers and your job posts. Tell me where I'm wrong.""I ran the DACH signal scan: 330 employers, 40 after the filter. The full list is 100 plants — 50 DACH, 25 Europe ex-DACH, 25 US — 87 with a named production contact and a metric to open with. Here's the list.""Quota figures from my last roles are under NDA. Let me describe the funnel instead: sourced, verified, sequenced, replied, positive, booked, held, accepted. Each has a weekly number and a threshold.""How does the SDR→AE handoff work today, and what counts as qualified?"
03
Founder call30 min · Maximilian Fischer, CEO · fit, grit, why this
Goal: one concrete reason for Almetra, and one question that shows I read the company.
"You sell cameras onto German factory floors through the works council. That's the hardest version of enterprise sales I know of, and it's the one I want to learn to close.""2,120 large enterprises in the assembly-heavy core across DACH. At 40 a week that's a list, not a market. Is that how you see it too?""Your robotics track: does the SDR motion change when the product becomes a manipulator, or does the same CI champion still open the door?""What would make my first 90 days a success in your eyes?"
01
Recruiter-Screen20–30 Min · Motivation, Standort, Gehalt, Englisch
Ziel: die drei Zweifel ausräumen, bevor sie gestellt werden: warum SDR nach CRO, Berlin, Gehalt.
„Ich bewerbe mich bewusst auf eine Einzelrolle. Seit drei Jahren mache ich Outbound mit eigenen Händen, bezahlt pro stattgefundenem Termin. Ich will das für ein Produkt, ein Team, eine Zahl tun."„Zu Berlin: Ich bin bereit, von Berlin aus zu arbeiten. Zum Gehaltsband: Ich habe die Rolle eingepreist. Sprechen wir über die KPI-Provision und den Weg zum AE."„Darf ich Ihnen zeigen, was ich in Woche eins tun würde? Es ist eine Seite."
02
Hiring Manager45 Min · AE oder Head of Sales · Prozess, Zahlen, CRM
Ziel: die Maschine zeigen, nicht den Lebenslauf. Durch ICP, Signale, Szenarien, Markt und Accounts führen.
„Hier sind Markt und ICP, wie ich sie aus Eurostat, Ihren Kunden und Ihren Stellenanzeigen lese. Sagen Sie mir, wo ich falsch liege."„Ich habe den DACH-Signal-Scan laufen lassen: 330 Arbeitgeber, 40 nach dem Filter. Die volle Liste sind 100 Werke — 50 DACH, 25 Europa ex-DACH, 25 USA — 87 mit namentlichem Produktionskontakt und einer Einstiegskennzahl. Hier ist die Liste."„Quotenzahlen aus meinen letzten Rollen unterliegen NDAs. Ich beschreibe stattdessen den Trichter: gesourct, geprüft, in Sequenz, geantwortet, positiv, gebucht, stattgefunden, akzeptiert. Jede Stufe hat eine Wochenzahl und eine Schwelle."„Wie läuft die SDR→AE-Übergabe heute, und was gilt als qualifiziert?"
03
Gründergespräch30 Min · Maximilian Fischer, CEO · Passung, Biss, warum das
Ziel: ein konkreter Grund für Almetra, und eine Frage, die zeigt, dass ich das Unternehmen gelesen habe.
„Sie verkaufen Kameras in deutsche Werkshallen über den Betriebsrat. Das ist die härteste Form von Enterprise-Vertrieb, die ich kenne, und genau die will ich abschließen lernen."„2.120 Großunternehmen im montageintensiven Kern in DACH. Bei 40 pro Woche ist das eine Liste, kein Markt. Sehen Sie das auch so?"„Ihre Robotik-Spur: Ändert sich der SDR-Ansatz, wenn das Produkt ein Manipulator wird, oder öffnet derselbe CI-Champion weiter die Tür?"„Was würde meine ersten 90 Tage in Ihren Augen zum Erfolg machen?"
Day 1
Read the CRM, call the AE
What's in the pipeline, what's stuck, which objection is new. Agree on what "qualified" means. Pick the reference line for the one-pager.
Tag 1
CRM lesen, AE anrufen
Was ist in der Pipeline, was steckt fest, welcher Einwand ist neu. Klären, was „qualifiziert" heißt. Die Referenzlinie für den Einseiter wählen.
Week 1
Signal scan live, first 40 accounts
JobSpy runs weekly. Domains and mailboxes are warming. Sequence 1 is approved by the AE. First 20 calls made, if only to meet the gatekeepers. Five warm intros requested.
Woche 1
Signal-Scan live, erste 40 Accounts
JobSpy läuft jede Woche. Domains und Postfächer wärmen sich auf. Sequenz 1 ist vom AE freigegeben. Die ersten 20 Anrufe sind gemacht, und sei es nur, um die Vorzimmer kennenzulernen. Fünf warme Vorstellungen angefragt.
Day 90
A repeatable week
Monday: signals. Tuesday to Thursday: sequences and calls. Friday: CRM hygiene and a one-page note to the AE and founders. What resonated, which objection is new, which segment answers. The number is meetings held, not booked.
Tag 90
Eine wiederholbare Woche
Montag: Signale. Dienstag bis Donnerstag: Sequenzen und Anrufe. Freitag: CRM-Pflege und eine Seite an AE und Gründer. Was hat gezogen, welcher Einwand ist neu, welches Segment antwortet. Die Zahl sind stattgefundene Termine, nicht gebuchte.
BDR/SDR Annual Capacity CalculationBDR/SDR-Jahreskapazität — Berechnung
BDR/SDR capacity: one account an hour
The unit is an account, not a touch. An hour covers the first touch and, averaged over the account, the six follow-ups of the 21-day roadmap: about 40 minutes to research the plant, find the contact, write the personalised first line, send and log; about 20 minutes for the follow-ups spread over three weeks. Volume SDRs count 60–100 activities a day, but those are touches on a spray list. Almetra sells per plant with a named Werkleiter, so the count that matters is accounts opened properly.
an hour
1
first touch plus follow-ups, averaged
a day
8
eight working hours, meetings on top of that
a week
40
five days
a year
1,720
215 working days: 260 weekdays − 10 public holidays in Berlin − 30 vacation days − 5 sick days = 43 weeks
accounts a year
1,720
one SDR, 215 working days, one account an hour
meetings booked
86
base case 5%, range 69–120
meetings held
69
80% show rate, range 55–96
SQ held a year
41
3.4 a month, range 33–58; Bridge Group quota 6 converted a month
BDR/SDR-Kapazität: ein Account pro Stunde
Die Einheit ist der Account, nicht der Kontaktversuch. Eine Stunde deckt den ersten Kontakt und, gemittelt je Account, die sechs Follow-ups der 21-Tage-Roadmap ab: rund 40 Minuten für Werksrecherche, Kontaktsuche, persönliche erste Zeile, Versand und CRM-Eintrag; rund 20 Minuten für die Follow-ups über drei Wochen. Volumen-SDRs zählen 60–100 Aktivitäten am Tag, das sind aber Kontaktversuche auf einer Streuliste. Almetra verkauft je Werk an einen benannten Werkleiter, also zählt, wie viele Accounts sauber geöffnet werden.
pro Stunde
1
erster Kontakt plus Follow-ups, gemittelt
am Tag
8
acht Arbeitsstunden, Meetings obendrauf
pro Woche
40
fünf Tage
im Jahr
1.720
215 Arbeitstage: 260 Werktage − 10 Feiertage in Berlin − 30 Urlaubstage − 5 Krankheitstage = 43 Wochen
Accounts im Jahr
1.720
ein SDR, 215 Arbeitstage, ein Account pro Stunde
Meetings gebucht
86
Basis 5 %, Spanne 69–120
Meetings gehalten
69
80 % Show-Rate, Spanne 55–96
SQ gehalten im Jahr
41
3,4 pro Monat, Spanne 33–58; Bridge-Group-Quote 6 konvertierte pro Monat
The capacity model, assumption by assumption
Capacity is what one person can work in a year, run through the funnel to held, qualified meetings. Every step below is an assumption with a source, so the number can be argued line by line instead of taken on faith.
| Step | Assumption | Per year | Per month | Benchmark and source |
|---|---|---|---|---|
| Hours | 215 working days × 8 h: 260 weekdays − 10 Berlin public holidays − 30 vacation − 5 sick | 1,720 | 143 | Calendar, Germany |
| Accounts opened | one account an hour: research, contact, personalised first line, send, log, plus the follow-ups averaged in | 1,720 | 143 | TOPO: 75–125 accounts per rep in play; Terminus 80, Storm Ventures 101 new a month |
| Touches | 7 per account: first touch + 6 follow-ups of the 21-day roadmap | 12,040 | 56 a day | Bridge Group 2025 median 112 activities a day; TOPO 16 touches per account. We run half the noise per day and half the touches per account, because the unit is a plant, not a contact |
| Meetings booked | 4–7% of accounts, base 5%, multi-touch sequence | 69–120, base 86 | 5.8–10.0, base 7.2 | Optifai, 939 companies: multi-touch 4.0–7.0% to meeting; Bridge Group quota 10 a month |
| Meetings held | 80% show rate | 55–96, base 69 | 4.6–8.0, base 5.8 | TAM to Target: outbound show rate 75–80% |
| SQ held | 60% accepted by the AE as sales-qualified: right plant, right role, live pain | 33–58, base 41 | 2.8–4.8, base 3.4 | Bridge Group: quota 10 booked → 6 converted, 60%; AE acceptance 50–70% |
| Pipeline | SQ held × six-digit ACV, €100K | €3.3M–5.8M, base €4.1M | – | Bridge Group: $3.78M sourced per SDR a year |
| Quality conversations | target 3–4 a day: a reply or a call with the right person, not a dial | – | – | Bridge Group 2025: 4.1 a day, down from 8 in 2014 |
accounts a year
1,720
one SDR, 215 working days, one account an hour
meetings booked
86
base case 5%, range 69–120
meetings held
69
80% show rate, range 55–96
SQ held a year
41
3.4 a month, range 33–58; Bridge Group quota 6 converted a month
Base case sits just under the Bridge Group median quota of 10 booked and 6 converted a month. That is deliberate: 60% of SDRs miss quota, the lowest on record, and a model that only works at top-quartile conversion is not a model. Top of the range matches the quota.
Das Kapazitätsmodell, Annahme für Annahme
Kapazität ist das, was eine Person in einem Jahr bearbeiten kann, durch den Funnel bis zu gehaltenen, qualifizierten Meetings gerechnet. Jeder Schritt unten ist eine Annahme mit Quelle, damit die Zahl Zeile für Zeile bestritten werden kann, statt geglaubt zu werden.
| Schritt | Annahme | Pro Jahr | Pro Monat | Benchmark und Quelle |
|---|---|---|---|---|
| Stunden | 215 Arbeitstage × 8 h: 260 Werktage − 10 Berliner Feiertage − 30 Urlaub − 5 krank | 1.720 | 143 | Kalender, Deutschland |
| Accounts geöffnet | ein Account pro Stunde: Recherche, Kontakt, persönliche erste Zeile, Versand, CRM, plus Follow-ups gemittelt | 1.720 | 143 | TOPO: 75–125 Accounts je Rep in Arbeit; Terminus 80, Storm Ventures 101 neue pro Monat |
| Kontaktversuche | 7 je Account: erster Kontakt + 6 Follow-ups der 21-Tage-Roadmap | 12.040 | 56 am Tag | Bridge Group 2025: Median 112 Aktivitäten am Tag; TOPO 16 je Account. Wir fahren halb so viel Lärm am Tag und halb so viele Kontakte je Account, weil die Einheit das Werk ist, nicht der Kontakt |
| Meetings gebucht | 4–7 % der Accounts, Basis 5 %, Multi-Touch-Sequenz | 69–120, Basis 86 | 5,8–10,0, Basis 7,2 | Optifai, 939 Unternehmen: Multi-Touch 4,0–7,0 % zum Meeting; Bridge-Group-Quote 10 pro Monat |
| Meetings gehalten | 80 % Show-Rate | 55–96, Basis 69 | 4,6–8,0, Basis 5,8 | TAM to Target: Outbound-Show-Rate 75–80 % |
| SQ gehalten | 60 % vom AE als sales-qualified akzeptiert: richtiges Werk, richtige Rolle, akuter Schmerz | 33–58, Basis 41 | 2,8–4,8, Basis 3,4 | Bridge Group: Quote 10 gebucht → 6 konvertiert, 60 %; AE-Akzeptanz 50–70 % |
| Pipeline | SQ gehalten × sechsstelliger ACV, €100K | €3,3M–5,8M, Basis €4,1M | – | Bridge Group: $3,78M Pipeline je SDR und Jahr |
| Qualitätsgespräche | Ziel 3–4 am Tag: Antwort oder Gespräch mit der richtigen Person, kein Wählversuch | – | – | Bridge Group 2025: 4,1 am Tag, 2014 waren es 8 |
Accounts im Jahr
1.720
ein SDR, 215 Arbeitstage, ein Account pro Stunde
Meetings gebucht
86
Basis 5 %, Spanne 69–120
Meetings gehalten
69
80 % Show-Rate, Spanne 55–96
SQ gehalten im Jahr
41
3,4 pro Monat, Spanne 33–58; Bridge-Group-Quote 6 konvertierte pro Monat
Die Basis liegt knapp unter der Bridge-Group-Medianquote von 10 gebuchten und 6 konvertierten pro Monat. Das ist Absicht: 60 % der SDRs verfehlen die Quote, der schlechteste Wert seit Beginn der Messung, und ein Modell, das nur bei Top-Quartil-Konversion aufgeht, ist kein Modell. Das obere Ende der Spanne trifft die Quote.
Interview prep
Interview-Vorbereitung
The questions I expect, and the answers I’ve prepared — so you can see the work before we meet.
Die Fragen, die ich erwarte, und meine vorbereiteten Antworten — damit Sie die Arbeit schon vor dem Gespräch sehen.
Answers I’ve draftedVorbereitete Antworten
How I read the process: a recruiter screen, a hiring-manager round, and a founder call. Below are the questions I expect and the answers I’ve prepared — honest, and grounded in the work in the sections above.
Tell me about yourself.
“Twenty-six years in B2B commercial roles, up to CRO. Since 2023 I’ve run outbound as my own business — I only get paid when a qualified meeting actually happens — and I built every piece of it by hand: lists, domains, warm-up, sequences, replies. I’m applying for an individual-contributor SDR role on purpose: this is the work I chose over managing, and I want to do it for one product, one team, one number.”
Why an SDR role after being a CRO?
“Outbound is the part of the job I never wanted to hand off. As CRO I owned the number, but what actually moves it is the first touch — the right plant, the right person, the right line. I’ve done that with my own hands for three years. I’d rather be excellent at one motion inside a team than manage six of them. I’m not stepping down — I’m stepping into the work.”
Why Almetra, and why now?
“You put privacy-preserving cameras on German factory floors, and you win the works council over instead of going around it — that’s the hardest version of enterprise sales I know, and the one I want to learn to close. The Series A just closed, you’re building the go-to-market right now, and DACH is the densest factory landscape in Europe. I already built the market model and a 100-plant list on my own time — I can start Monday.”
How is your German?
“B1, certified in 2023, and still climbing. I can run the email and LinkedIn motion in German today; live German calls I’d ramp with a script and coaching — my written German is ahead of my spoken. English is where I’m fully fluent. I’d rather tell you that up front than have you find it on the first call.”
Did you close big deals? What were the numbers?
“The figures are under NDA, so let me give you the scope instead. At Creative Quarter I carried the group’s net-new quota against three targets at once — 3,000+ desks across 16,000 square metres. At Forum I placed 20-plus companies on three-year leases. Before that I ran the sales plan for crude and refined products — trading volumes, not small tickets. That’s six- and seven-figure deal scope — the right ballpark for your six-figure ACV. And on my own outbound I can give you the funnel by the week: sourced, verified, sequenced, replied, positive, booked, held, accepted — each with a number and a threshold.”
Were you ever connected to manufacturing or production?
“Not as a factory employee — I’ll be straight about that. But I’ve spent my whole career in heavy industry: crude and refined products, pipeline logistics, and four years buying bunker fuel for a 75-vessel fleet. That’s the industrial buyer’s seat — I know how a cold approach lands on someone who runs operations. And I did the homework on your world: I built the ICP myself — takt time, OEE, micro-stops, the CI and Lean champion, the works council as an ally. The playbook I’ll show you is the proof. I don’t fake shop-floor fluency — I read the plant and open with a metric that matters.”
You run a small crew today — why apply for an individual-contributor role?
“I direct a small crew, but I still do the craft myself — I write the sequences, I read the replies. Applying for an IC seat is me choosing the craft over the org chart. I’m not looking to build a team at Almetra — I want to be the person who opens the plant.”
How do you handle rejection?
“Here’s a real one: a whole segment went quiet after three passes — only HR ever replied. I won’t pretend that doesn’t sting. I logged it, looked hard at the sequence, changed the opening angle, and went back in through a different title. Three years of being paid only for meetings that actually happen teaches you to treat a ‘no’ as data, not a verdict.”
How is enterprise different from SMB?
“Enterprise isn’t a bigger SMB deal. It’s a buying group — plant lead, IT and OT security, procurement, the works council. I’ve run long, multi-stakeholder cycles before; a three-year real-estate lease doesn’t close on one call either. The muscle is stakeholder mapping and a business case, not volume dialing.”
What tools do you use?
“Creatio and Apollo for CRM and data, Reoon for verification, Postmaster for deliverability, my own domains warmed per campaign. HubSpot and Sales Navigator I’ll pick up fast — the motion is the same, only the buttons move.”
Questions I expectErwartete Fragen
The questions I’m preparing for, grouped by who’s in the room. The answers I’ve drafted are in the section above.
Recruiter screen
- Tell me about yourself.
- Why an SDR role after a CRO seat?
- Why Almetra, and why now?
- What do you know about what we sell?
- How is your German? Can you prospect in German?
- Berlin — are you set up to work here?
- What are your salary expectations?
- When could you start?
Hiring manager
- Did you close big deals? What scope?
- Were you ever connected to manufacturing?
- Walk me through how you’d research and qualify a target account.
- Out of 100 accounts, who do you contact first, and why?
- What’s your cadence — touches, channels, over how long?
- Tell me about a time you were rejected repeatedly.
- Tell me about a time you got hard feedback.
- What’s your best cold email, and why does it work?
- What’s the toughest objection you’ve handled?
- What counts as a qualified meeting to you?
Mock cold call or written case
- A 30-second opener for a Werkleiter at a 500-person plant.
- “I’m busy — what is this about?”
- “We already have cameras / an MES / a Lean team.”
- “Our works council will never allow cameras.”
- “Just send me an email.”
- Discovery questions for a CI manager.
- Grade your own call afterward.
Founder call
- Why is this the problem you want to work on?
- What would make your first 90 days a success?
- What worries you about this role?
- Where is our outbound weakest, from what you’ve seen?
Enterprise, DACH and GDPR
- How is enterprise selling different from SMB?
- Who’s in the buying group for a six-figure factory-floor deal?
- Is B2B cold calling legal in Germany? In Austria?
- Why is a contact from a public job post defensible under GDPR?
- How do you turn the works council from a blocker into an ally?
- Why doesn’t the US playbook transfer as-is?
What I’ll ask them
- How does the SDR→AE handoff work — is qualified a booked meeting or a held one?
- What are the weekly SDR metrics and thresholds?
- How are territories and accounts split?
- What does a strong first quarter look like, and how long is ramp?
- What’s in the stack today, and what’s missing?
- What separates your best SDR from an average one?
Terms and definitions
Begriffe und Definitionen
The language of the two rooms I work between: enterprise sales and the factory floor.
Die Sprache der zwei Räume, zwischen denen ich arbeite: Enterprise-Vertrieb und Werkstatt.
Sales method & marketVertriebsmethodik & Markt
| Term | Meaning |
|---|---|
| SPIN | Situation, Problem, Implication, Need-payoff. A discovery-questioning method (Rackham): lead the buyer to name their own pain and its cost. |
| MEDDIC | Metrics, Economic buyer, Decision criteria, Decision process, Identify pain, Champion. Enterprise deal-qualification checklist. |
| MEDDPICC | MEDDIC plus Paper process (legal/procurement) and Competition. The enterprise-grade version. |
| BANT | Budget, Authority, Need, Timeline. Lightweight lead-qualification frame. |
| Challenger | Teach, Tailor, Take control. Sell by reframing the problem, not by asking what the buyer already knows. |
| ABM | Account-Based Marketing / Selling. Few high-value accounts worked deeply, many stakeholders, not high-volume blasting. |
| TAM | Total Addressable Market. Everyone who could theoretically buy. |
| SAM | Serviceable Addressable Market. The slice the product actually fits (our ICP cut). |
| SOM | Serviceable Obtainable Market. What one team can realistically reach in a period — a capacity question, not a market size. |
| Begriff | Bedeutung |
|---|---|
| SPIN | Situation, Problem, Implikation, Nutzen. Fragetechnik (Rackham): den Käufer seinen Schmerz und dessen Kosten selbst benennen lassen. |
| MEDDIC | Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion. Qualifizierungs-Checkliste für Enterprise-Deals. |
| MEDDPICC | MEDDIC plus Paper Process (Legal/Einkauf) und Competition. Die Enterprise-Variante. |
| BANT | Budget, Authority, Need, Timeline. Leichtgewichtige Lead-Qualifizierung. |
| Challenger | Teach, Tailor, Take Control. Verkaufen durch Neurahmung des Problems, nicht durch Nachfragen. |
| ABM | Account-Based Marketing/Selling. Wenige hochwertige Accounts tief bearbeitet, viele Stakeholder, kein Massenversand. |
| TAM | Total Addressable Market. Alle, die theoretisch kaufen könnten. |
| SAM | Serviceable Addressable Market. Der Teil, in den das Produkt wirklich passt (unser ICP-Schnitt). |
| SOM | Serviceable Obtainable Market. Was ein Team realistisch erreichen kann — eine Kapazitätsfrage, keine Marktgröße. |
Funnel & rolesTrichter & Rollen
| Term | Meaning |
|---|---|
| ICP | Ideal Customer Profile. The filter that says who is worth calling. |
| ACV | Annual Contract Value. Yearly revenue from one contract. |
| ARR / MRR | Annual / Monthly Recurring Revenue. |
| MQL | Marketing Qualified Lead. Shows interest via marketing (content, form). |
| SQL | Sales Qualified Lead. Vetted by sales as worth a real conversation. |
| SQO | Sales Qualified Opportunity. A qualified deal in the pipeline. |
| SDR | Sales Development Representative. Qualifies leads, often inbound-leaning. |
| BDR | Business Development Representative. Generates pipeline outbound — cold outreach. |
| AE | Account Executive. Owns and closes the deal after the SDR/BDR hands it over. |
| Ramp | Time for a new rep to reach full productivity. |
| Begriff | Bedeutung |
|---|---|
| ICP | Ideal Customer Profile. Der Filter, wer den Anruf wert ist. |
| ACV | Annual Contract Value. Jahresumsatz aus einem Vertrag. |
| ARR / MRR | Annual / Monthly Recurring Revenue (jährlich/monatlich wiederkehrend). |
| MQL | Marketing Qualified Lead. Zeigt Interesse über Marketing (Content, Formular). |
| SQL | Sales Qualified Lead. Vom Vertrieb als gesprächswürdig geprüft. |
| SQO | Sales Qualified Opportunity. Ein qualifizierter Deal in der Pipeline. |
| SDR | Sales Development Representative. Qualifiziert Leads, oft eher inbound. |
| BDR | Business Development Representative. Erzeugt Pipeline outbound — Kaltakquise. |
| AE | Account Executive. Führt und schließt den Deal nach der Übergabe vom SDR/BDR. |
| Ramp | Zeit, bis ein neuer Rep volle Produktivität erreicht. |
Lean & shop floor (Almetra domain)Lean & Werkstatt (Almetra-Domäne)
| Term | Meaning |
|---|---|
| Kaizen | Continuous improvement — small, constant changes by the people on the line. |
| Gemba | “The real place”: the shop floor. “Go to gemba” = see the work where it happens, don’t guess from a dashboard. |
| Muda | Waste — any activity that adds no value (waiting, walking, rework). |
| Takt time | The pace production must hold to meet demand. Cycle time above takt = a bottleneck. |
| Cycle time | Actual time to complete one unit at a station. |
| Micro-stops | Short, frequent unplanned stops — invisible to MES, the largest hidden loss. |
| OEE | Overall Equipment Effectiveness = availability × performance × quality. |
| FPY | First Pass Yield. Share made right the first time, without rework. |
| Poka-yoke | Mistake-proofing — design that makes an error hard to commit. |
| Jidoka | Automation with a human touch: the line stops itself on a defect. |
| JIT | Just-in-Time. Produce only what the next step needs, when it needs it. |
| Kanban | Pull-based scheduling signalled by cards/bins. |
| 5S | Sort, Set in order, Shine, Standardize, Sustain — workplace organisation. |
| Andon | A signal (light/board) that flags a problem on the line in real time. |
| MES | Manufacturing Execution System. Software tracking production orders and machine data. |
| PLC | Programmable Logic Controller. The industrial computer that controls a machine/line; Almetra reads its downtime. |
| CI | Continuous Improvement. The function that hunts and removes losses — our champion. |
| OpEx | Operational Excellence. Company-wide programme for CI and lean. |
| IE | Industrial Engineering / Montageplanung. Designs and times the line. |
| Werkleiter | Plant Manager. The economic buyer for a site. |
| Produktionsleiter | Production Manager. Owns output and the line’s numbers. |
| Betriebsrat | Works council. Co-decides on cameras on the floor; an ally, not a blocker, by design. |
| Begriff | Bedeutung |
|---|---|
| Kaizen | Kontinuierliche Verbesserung — kleine, ständige Änderungen durch die Leute an der Linie. |
| Gemba | „Der reale Ort“: die Werkstatt. „Geh zum Gemba“ = die Arbeit dort sehen, wo sie passiert. |
| Muda | Verschwendung — jede Tätigkeit ohne Wertbeitrag (Warten, Laufen, Nacharbeit). |
| Takt time | Das Tempo, das die Produktion halten muss. Taktzeit über Takt = Engpass. |
| Cycle time | Tatsächliche Zeit für eine Einheit an einer Station. |
| Micro-stops | Kurze, häufige ungeplante Stopps — für MES unsichtbar, der größte versteckte Verlust. |
| OEE | Overall Equipment Effectiveness = Verfügbarkeit × Leistung × Qualität. |
| FPY | First Pass Yield. Anteil, der beim ersten Mal ohne Nacharbeit korrekt ist. |
| Poka-yoke | Fehlervermeidung — Gestaltung, die Fehler schwer macht. |
| Jidoka | Automatisierung mit menschlichem Eingriff: die Linie stoppt bei einem Fehler selbst. |
| JIT | Just-in-Time. Nur produzieren, was der nächste Schritt braucht, wenn er es braucht. |
| Kanban | Pull-Steuerung, signalisiert über Karten/Behälter. |
| 5S | Sortieren, Systematisieren, Säubern, Standardisieren, Selbstdisziplin — Arbeitsplatzorganisation. |
| Andon | Ein Signal (Licht/Tafel), das ein Problem an der Linie in Echtzeit meldet. |
| MES | Manufacturing Execution System. Software für Fertigungsaufträge und Maschinendaten. |
| PLC | Programmable Logic Controller. Der Industrierechner, der eine Maschine/Linie steuert; Almetra liest dessen Stillstände. |
| CI | Continuous Improvement. Die Funktion, die Verluste jagt und beseitigt — unser Champion. |
| OpEx | Operational Excellence. Unternehmensweites Programm für CI und Lean. |
| IE | Industrial Engineering / Montageplanung. Gestaltet und taktet die Linie. |
| Werkleiter | Werkleiter. Der wirtschaftliche Entscheider eines Standorts. |
| Produktionsleiter | Produktionsleiter. Verantwortet Ausbringung und Kennzahlen der Linie. |
| Betriebsrat | Betriebsrat. Mitbestimmung über Kameras im Werk; per Design Verbündeter, kein Blocker. |
