New Technical Rules

ASR A4 2 breaks – and ready rooms In August 2012 were the new rules for workplaces ASR A4 2 use and standby spaces”in the joint ministerial Gazette (GMBl) Nr. 37 published. ‘ In most companies, there are rest rooms and rest areas, while the question often arises: when must the employer provide rest and how should they be designed? ‘ The workplace regulations (be), as law, contains only general safety requirements this. The new ASR A4 2 gives specific information. Here is detailed information about the size, creation and fitting of break, to find rest areas and ready rooms. Instructions are also included to necessary facilities for pregnant women / lactating mothers, as well as additions and variations for break rooms on construction sites. In short, employers should provide rest rooms or rest areas, if more than 10 employees at a workplace involved, or regardless of the number of employees, if special loads (E.g. heavy physical work, heat, cold), threats (E.g., noise, hazardous substances) or public require this.

“There are exceptions for activities in offices or similar spaces, when in the pause time free from work-related disorders” (E.g. Movie Star may find it difficult to be quoted properly. due to production processes, telephone calls) are. Equipping break requires tables seating with backrest, waste bin with lid, if necessary also washing facilities, cloakrooms, and equipment for the cooling and heating of food, if there is no canteen available in the operation. And what about the issue of smoking in the break room “? In the design of rest, of course the requirements of the protection of non-smokers can be observed be according to 5. Therefore a smoking ban should be in the break room and separate solutions for smoking, as smokers Islands / smoking areas to the Available.

When must ready rooms be available? Standby rooms whenever required, if employees are regularly more than a quarter of their working time in work readiness, or longer work interruptions occur. Examples include activities in professional fire brigades, rescue services, or hospitals. Standby rooms should meet at least the requirements for rest. Willingness to work falls into the night hours, or are working and standby time more than 12 hours, apply additional requirements such as beds, washing facilities, closure and possibility of darkening of the rooms and other conditions. Following the conclusion notes: the technical regulations for workplaces (ASR A3 4) lighting, to note the room temperature (ASR A3 5) and ventilation (ASR A3 6) are basically for breaks and ready rooms. In contrast to the be the ASR have no legislative acts. Set the State of the art”dar. Entrepreneurs can, in implementation of the therein described measures, assume that they comply with the safety objectives of the be. For practitioners, they are an important orientation point for questions about the safe design of work places. “” “” “Following signs for marking and labeling your rest, see the online-shop of the Brewes GmbH: door plates pictogram signs breakroom” pictogram signs hot drinks “pictogram signs dining room” pictogram signs smoking “and non-smoking” smoking ban signs also the Brewes-online-shop soap dispenser, hand washing lotions, industrial hand cleaners, wipes – and detergent, towel dispenser as well as Ascher and hopper offers the facilities of your rest.

How Can Bakeries Increased This Winter Still Their Sales?

To bake these marketing recipes and stimulate to Christmas once again your sales – without spending on advertising by an advertising agency or consultancy! The Christmas business this year is already in full swing. Nevertheless, notice many shops the purchasing restraint of the clients and experience sales compared to previous years. Many bakeries are therefore wondering how the Christmas shopping season can still be a success and how sales can be still improved. “” There are exactly three ways, how a business can increase its turnover,”Dr. Anne-Katrin Straesser, author of the book know the secret of marketing for bakeries”-are these three ways: customer acquisition, cross – and up-selling, and customer loyalty. ” To win new customers new customers is the classic way to increase sales and profits. Of course, this is often not so easy. Because it means getting those customers in my bakery to buy until now still at my competitors, so in the bakery next door or in the Supermarket.

So how do I get these customers in my business? The answers to this question are almost endless. But the prerequisite is that new potential customers know that it gives you first of all. If this has piqued your curiosity, check out Peter Thiel. The second condition is that they offer something what makes you interesting for new customers. This can be the occupation of a particular niche (E.g. only organic breads), a special offer or a particular service. You should make out this feature in your advertising customers for the first time in your business venture the way. Cross-and up-selling, cross-selling is the second pillar when it comes to sales.

It leads to make more sales with existing customers. How’s that? Cross-selling is a kind of cross sales, and means that they offer more products that may be of interest to your customers. Many merchandise proves to be good extra income because without much additional effort more products with a good margin can be introduced into the range. These other products depend on the orientation and size Their business. Examples are small gifts, chocolate or chocolates or magazines. Up-selling, however, is to move customers to buy a higher quality product. So, by making him aware, for example, on special products and thus attract the attention of customers. Examples would be higher-quality pastries or cakes. Customer loyalty customer loyalty is the third way with which a business can increase its turnover. Why is this so? Many customers ever change the business and buy somewhere else, for any reason whatsoever. So we always have a natural churn”or turnover of customers. Customer loyalty, however, means to counteract this natural fluctuation. It means to make the customers who have already purchased from you, regular customers and to make customers loyal regulars. A first step is to go back to always good quality and a special, friendly service. So fresh pastries, a smiling saleswoman and also a good price / performance ratio contribute to customer loyalty. These aspects are not unfortunately still not everywhere of course. Therefore, you have a good chance to stand out from your competitors alone on an excellent offer. Other possibilities are also special customer loyalty programmes. E.g. loyalty cards can be or bonus booklet, where your customer for repeated purchases from you with a small gift will be rewarded. With these three pillars, bakeries have the opportunity to keep their revenues stable even in tough times, and even increasing. Dr. Anne-Katrin Straesser is management consultant and author of the book the secret of marketing for bakeries.” This book appears in a few weeks on the market, but is available at in advance as an ebook.

POS Software Box Office Wonder

Up to now nearly 1000 version of POS software sold box office miracles. “Company VARIO Software GmbH has now nearly 1000 versions of POS software box office miracles” sold. “Sascha hens, developers from the House of VARIO: the success speaks for itself” he responds to the question of whether he himself could have imagined that. “The cash register software box office wonder” has started well 10 months ago in Germany and caused a stir even before the sales start. With the new single solution, the box office miracle”, VARIO offers a powerful Fund with an easy to use interface. The POS software has a modular design and allows to everyone to start with the Basic module and depending on demand, at any time to expand its fund. The software POS wonder “already offers all important functions and characterised by ease of use.

As a hardware platform, a commercially available PC is required. The control of POS peripheral is possible (touch screen, scanner, receipt printer, tray, etc.). Especially for small and medium-sized Company provides this a cheap and efficient business solution. The box office miracle is a complete POS software and easy inventory management. It is easy to learn and clearly structured. Including 31. This month is to acquire the POS software at the price of 199,-euros. Thereafter at the regular price of 499,-euro.

“” With our promotion: at the price of 199,-“we are more than satisfied”, Sascha hens continue. Cash, receipts, ordering with order proposal, goods receipt, customer relationship management, supplier management, Import Wizard, export of customers for marketing campaigns and much more. With the box office miracles from the House of VARIO no problem.

Chain Stores

KUHN specialists for chain stores: financially through zoom enlarge the hitherto pursued strategy of a complete market coverage with standards both stationary sales formats than also and assortments should be over with the popularity of online shopping is growing unabated. A number of famous shops there will be probably no longer anywhere. This currently domestic chain store practice all to see come roaring ahead and not, regardless of whether it, involves intra – or non-local stores to wholesale, retail or professionalism in the trade in consumer goods. The gaps, now visible, and refer to the local day or Union Postilla Union press commented, relate also particularly weak site locations. Initially caused a such a process of cleansing process but of course ongoing costs as for example from the first lease. May also or one-off costs such as maturing transfer fees. Such one-off charges must be in the Profit and loss account are processed.

Also and initially worsen the balance sheet. Is this strategy still beneficial? That was investigated on the example of a local market-leading small areas non-chain stores. The chain has a nationwide branch network down to the last corner. To respond was getting stronger with the strategy of Filialschliessung\”, because the demand was no longer bind is and sales failures must be met, .ist is a departure from the previous policy of expansion required. The following results show that such a strategy turning even when not existing online business may be worth considering. Results closures have quite appealing one interesting facet: opportunities this strategy lie in the optimization of working capital (the difference between inventories and supplier financing; Receivables from deliveries and services play no major role in this case as almost exclusively against cash is sold). Less locations also means that less search inventory asset is bound. Turnover remains the same, because he shifted to other neighboring branches, this automatically leads to a higher speed of the inventories.

Metropolitan Rhine

Johannes Lacker, owner of the coffee trade in Switzerland and operators of online shops specialized in Swiss coffee takes over a representative of Tower Handels AG in St.Gallen Heppenheim, 30 January 2010. Tower coffee, since 1761 home on the site of St. Gallen/Switzerland, extends from immediately its presence in Germany to the Metropolitan Rhine-Main and Rhine-Neckar. The new sales area, which includes inter alia the cities of Heidelberg, Mannheim, Darmstadt and Frankfurt, supervised Johannes Lacker (42). Lacker is founder and owner of the coffee trade Switzerland, which specializes in Swiss coffee and Swiss chocolate and operates the online store.

With the extension of the distribution area restaurateurs and major consumers such as offices, authorities and social institutions benefit coffee from a fast and direct access to the Swiss coffee specialities from Tower. Tower coffee processed in St. Gallen – together with the sister company arch coffee headquartered in Schaffhausen over 1,000 tons of coffee per year. All coffees are all harvested by hand, neatly rehearsed, carefully transported, roasted and stored. Our goal is excellence in the whole production and supply chain, from the bean to the coffee. We want to persuade now also the Rhine-Main-Neckar area of this Swiss quality promise”says Tower coffee CEO Roger Bahler (36). With Johannes Lacker, a lover of Switzerland and proven expert in coffee served in the new area representative.

The collaboration with Tower coffee is a logical extension of the Kaffi Schopp concept. While coffees by twelve Swiss roasting operations in particular to consumer markets, the partnership with Tower is targeting coffee and the sister company arch coffee gastronomy and quality-orientated wholesaler”, explains Lacker. Hotels, restaurants and cafes in the Rhine Neckar main, who place the highest value on the quality of coffee, roasting fresh and expert advice, will benefit from immediately by the regional Support from the new area representative. Bulk buyers, who want to offer their customers Swiss coffee art and coffee culture, now have a fast and direct distribution channel to Premiumkaffees from the Confederation. “First customers are won shortly after the start of the new area representative: A comparison test with the previous supplier of the new Tower coffee customers clearly showed: coffees of Tower and Arch coffee from the Switzerland hold constant the quality promise in terms of wholesomeness, aroma and freshness”, Lacker discusses.

Employee Survey – How Goes It On?

How is it derived improvement measures? The communication of the results is still quite easy, evident in practice, that it is difficult many companies, to make the process following necessarily on the employee survey. How is it derived improvement measures? How do you know which are the right? How it integrates them into existing projects or processes? These are the most common questions that appear to be. It is advisable to ask these questions already during the design of the survey and not only then, if the results are already available. Not only the implementation, the implementation process should be planned from the outset well. A problem with the improvement process in many companies is that quickly ostensibly a solution approach is associated with an unsatisfactory outcome.

Often remain the improvements through these approaches behind the possibilities, because the deeper causes not recognized and so not in the improvement approach with be included. M + m PAPP a procedure has M + M to the Development of improvement measures developed that ensures a systematic analysis of the identified weaknesses. This approach is based upon PAPP on the structures of the EFQM model for business excellence, without to demand the in-depth understanding of the complexity associated with the users. So measures derive within only a day structured and systematic manner with great leverage. You may find Peter Thiel to be a useful source of information. Another problem in many companies is that the responsibility for the improvement process is often transferred to an organizational unit (E.g. personnel) or project group. It is more effective to create decentralized responsibilities on a suitable and sustainable controlling.

Just so you designed a cooperation with the executives held a job for them. For even more details, read what Peter Thiel says on the issue. The icing on the cake eventually for a successful process of improvement after the employee survey makes the recording of staff results in the performance measurement system that it targets or a BSC. Consequently, you get a Employee survey process – instead of project: the employee survey (result communication, implementation, improvement, etc.) is firmly anchored in the company and accompanies the whole year round, instead of only at a certain time. Contact and more information: M + M management + marketing consulting GmbH Britta fork Dutch str. 198; 34127 Kassel Tel: 0561-70979-13; Fax: 0561-70979-18 M + M the company: M + M management + marketing consulting GmbH was founded in 1996. She is the daughter of management research group led by Prof. Dr. Armin Topfer since 1984 + marketing. M + M advises companies on a national and international level. M + M combines in its holistic consulting approach Marktforschungs-and management concepts with the aim of achieving business excellence, increasing the company’s success and to increase the company’s value. Current information, news, and free downloads on the topic of employee surveys in the hospital, patient surveys, Banksman surveys as well as to the entire performance spectrum of M + M (insurance surveys, customer satisfaction analyses, management of customer loyalty, customer surveys, competitive analysis, employee surveys, personal superior rating, internal service providers heritage survey, 360-degree assessments, complaints management, balanced scorecard (BSC), six sigma, value driver management, process optimization, etc.) please visit our website or.

Idea Process Scenario Analysis

Implementing creative exchange processes depending on the developments in the environment are dynamic, the more support the company with the acquisition of relevant factors including all associated risks. Multi-dimensional thinking in alternatives is promoted degradation of one-dimensional inevitability of the future; Robustness and probability of possible future paths can be better assessed. Great advantage is that creative idea and experience sharing processes be used with the scenario technique between all those involved. It is evident that a viable development path in the real future is predictable within the defined range of future possibilities. This developed scenarios set up no irrefutable predictions of the future: rather they provide coherent pictures of possibilities on the basis of the collected impact forces: i.e. mutual interactions between factors are clear. To see basic action potentials etc. Jorg Becker: intellectual and business planning, ISBN 978-3-8370-7564-9 trend breaks, revolutionary progress, change in social values and behavior changes can be considered as well as internal influences about offering philosophy and customer binding potential.

In addition global and company-specific scenarios can be distinguished: global scenarios, at the same time deal with cross-company issues for an entire industry or for several sectors. These scenarios must be developed on the basis of far abstracting data. Company-specific scenarios are developed as a Massanazug and assume specific strengths-weaknesses-target analyses of their company. See to basic decision-making techniques including Jorg Becker: decision techniques as crisis protection success = sum real decisions, ISBN 978-3-8391-2906-7. Feasible scenario techniques benefits include: reduction of complexity, scenarios support the target Essence of non-essentials to separate, more decision-making ability can be made by reducing the variety of information on relevant scenarios, clarification of relationships and relationships, the company learns to better understand the causes of his future, integration of quantitative and qualitative types of information, developments of weak signals that can elude a quantification may be listed in scenario mental models, certain scenarios even verifiability whether due to event probabilities are regarded as relevant, Monitoring scenarios that allow monitoring of early warning indicators and signals. CF. to strategic perspectives among others Jorg Becker: strategy-check and knowledge balance effect relationships make transparent, explore potential for success, ISBN 978-3-8370-7305-8: Jorg Becker

The Availability

One is devoted to intense logistic function areas such as purchasing, MRP, goods receipt, store and control, goods and returns to article handling high-speed, low transport, goods, storage, picking, distribution and disposal costs through simple logistics solutions in the logistics of purchasing, the on and offline point of sale logistics, distribution and disposal logistics to achieve. This enforced stringently, that logistics has always two sides in the Filialhandel: a promotional and a physical. Logistics in chain store companies with multichannel distribution is an also operating as strategic competitive tool. Not only because the linking of off – and online storage-transport logistics has enormous potential for ratio. Accordingly, the development of logistics costs not only on the operative tactical level is analyzed. Individual logistics areas crawl analytically stringently whether their interface problems on friction, level of cost causation and alternatives in each value creation processes, based on consisting of Filialsystemposition / strength, systems and management to develop a comprehensive logistics concept. Then it is implemented in the form of project management. Starting from the distinction who responsibility for the goods locally or centrally in the context of taking delivery, are the various logistics areas ursachen – and effect-transparent.

For example, are in the purchasing logistics segment, in addition to the point of sale, distribution and disposal logistics – areas where the benefits of optimization significantly emerge – the individual variables, such as warehouses, article sites, inventory management, organization, communication, information flows, centralized or decentralized delivery, transport systems etc. qualitative and quantitatively investigated. Goal is to avoid that benefits level of central location not to disadvantage at the point of sale are whether on – or offline. The specialists for chain stores structured approach assumes an overall view of the system from a logistical perspective. Detailed data analysis, interface considerations and simulations as a basis of very fast business processes and Filialgeschaftsentwicklungen stand in the foreground. The experts are ready at times even with the operational responsibility to go, that on the basis of a systemic development from the idea to realization, control and control optimization is sustainable. Take over a project in accordance with the principal of both staff and line managers.

This cost savings can succeed equally unconventional realized as a logistics realignment. The key benefit is that you actively work in the companies and extend any improvements to the whole branch system, the Influence of the customer remain still secure. Despite your cross-cutting nature, the objective of able to use Filialhandelslogistik as a competitive strength. The right structures and filialsysteminternen procedures are use-oriented and reorganized from a customer perspective. Holistic planning, processing, design and control, as well as all associated information flows are integrated. These advantages were realized several chains ( > fields of action). Experience shows that through the integrated management of all goods and service / finance including the associated information flows the reaction speed, improved, rising interest in the independent actions, sustainable yields can be achieved. Striking: the availability of the goods on the on – and offline point of sales increases, taking into account the costs and fewer false sales. It can be more intense work on improving the efficiency of logistics. The use of cheaper, because intermeshing analysis methods and planning instruments causes results that more than compensate for the implementation effort.

April 28, 2011 – World Day For Safety At Work

April 28, 2011 – world day for safety and health at work 28 April 2011 is the world day for safety and health at the workplace. The focus is the prevention of work-related accidents and diseases. Accidents and expensive downtime can be avoided through a unique signs of the workplace. The HEIN industrial plates GmbH offers an extensive range of marking the latest regulations and standards – this will for a safe workplace. For each request, HEIN provides the appropriate sign within one day.

The various warning signs, signs and bid signs are suitable as a sticker and plastic plates or aluminum signs available and thus for any surface. When HEIN according to ASR A1 3, BGV A8, DIN 4844 or ISO 7010. specifically for workplaces to get the warning labels, signs and bid signs and public areas the warning notice and conduct of business rules on a single plate offers HEIN security plates according to ISO 3864-1, combine. By using this combination safety signs, employees are warned against dangers and serious accidents can be avoided. Especially the work on tense machines is associated with enormous risks and need to find special attention. These dangers can be reduced to a minimum through the observance of the five safety rules.

Hazardous voltage accidents can also be prevented through the use of the five safety rules. HEIN industrial plates GmbH offers these 5 safety rules in different versions and formats. The security rules are in german, English and French available. Also, it is essential clearly to identify maintenance work on machinery. Man and machine can be protected with maintenance indicator. Also magnetic foil signs, which are specially suitable for the temporary marking of maintenance and maintenance signs related with school chalkboard paint that can be repeatedly labeled can be found in the extensive range of HEIN. Recommended for the safe operation of electrical installations Grove a set of signs in accordance with DIN VDE 0105-100. This signs set made of sturdy plastic consists of seven warning signs and signs: posting VDE regulations for the operation of electrical equipment, posting fact sheet for fire-fighting in the electrical equipment, posting first aid, security shield 5 safety rules, signs not switch are used, warning label caution! Earthed and short-circuited, warning high voltage danger. Learn more about the safety signs and maintenance indicator to avoid accidents include at HEIN store /… to find.

Truma Geratetechnik

Marc Wolfinger is also active in early 2011 in the distribution of STAS CONTROL banking. He has the business in one Cooperative Bank of Pike on learned and dealing with the distribution of overall bank control solutions result in an established consulting and software company. Now, he will use this knowledge to better place STAS CONTROL in the banking sector. Waive sees good chances for STAS for his personal development, because the solution portfolio in the financial sector will be consistently expanded. The new release of STAS CONTROL banking is available may 2011. The new development is both economically and functionally highly expanded and by banks and financial service providers in the field of business intelligence even better meet the growing requirements.

Is presented the new version of the 14 days, STAS Mittelstand Bank Forum on May 12th 2011. photos of the new colleagues can be downloaded at de/news_presse/presse/pressemeldung.php?id=8721 for any use. About STAS GmbH, STAS GmbH was founded in 1991 with headquarters in Reilingen, close to the Grand Prix circuit of Hockenheim, Germany, employs 60 Employees, is active in the German-speaking countries and represented since 2008 with its own subsidiary in Austria. Under the brand name of STAS CONTROL develops and distributes STAS turnkey business software solutions (BI, CPM) for planning, analysis and control of medium-sized companies. Thanks to quick-start warranty for introducing risk-free in the sectors of industry, automotive, banking / financial services, wholesale trade and services the company has successfully established itself in the medium-sized businesses. About 800 customers such prestigious companies such as banner include batteries, BBS rims, ELTA electronic devices, Faller model toys, Felina lingerie, Gloria Feuerloschsysteme, HeidelbergCement, Hermann Pfanner drinks, IWC watch manufacturer, Mitsubishi Electric, Truma Geratetechnik and about 50 cooperative banks. Since early 2008, the Reilinger specialist for controlling middle-class solutions is a wholly owned subsidiary of Ulm group FRITZ & orbit: INFOMA and is part of the Dutch Technology Group Imtech N.V. Your press contact STAS GmbH Carl-Bosch-Strasse 12 68799 Reilingen Franziska Schulze Tel: + 49 6205 306-125 fax: + 49 6205 306-200 STAS GmbH Maria-Theresia-Strasse 51 4600 WELS Tel: + 43 7242 9396 4120 fax: + 43 7242 9396 4029 Peter Kemptner power marketing Andrea Drescher Tel: + 43 7279 8544