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<v ->We have this incredible aspiration at Bayer</v>

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to not only provide the perfect product to our consumers,

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to have it always available, but to also make it affordable.

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<v ->And that can only be done if you are resilient,</v>

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if you are agile,

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and that you also understand why you're doing this.

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<v ->So first, we did a deep analysis about our data,</v>

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and we made a baseline doing a benchmark

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with other companies comparable to us here.

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<v ->And then we used those data and the comparison</v>

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to figure out which areas we could actually improve on.

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<v ->So after we've closed the data analysis phase,</v>

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we performed several workshops directly on the shop floor,

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and as a result of these workshops,

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we developed several ideas how to improve OE and run time,

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and these are also the main points

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that we follow up now.

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<v ->The main improvement area we identified is something</v>

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that is very important for me as a head of production,

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which is the constant flow of product through the plant,

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and during our journey, we identified a couple

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of bottlenecks and figured out ways

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on how to improve around them,

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and we even went so far as to reconsider our batch sizes

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to improve flow, which I think is very impressive.

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<v ->As of day one, BCG team was on the ground,</v>

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and the team was with us on the floor together

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with operators, with the overalls,

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and that created a big difference, in my opinion.

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<v ->What I really like is there was no difference</v>

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between a person from BCG or our own team.

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It was just one team.

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It was just one goal and one approach,

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and at the end, all fact based,

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all data-driven solutions that came out,

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and we understood now where we need to be

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to become the best consumer health company.

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<v ->As a result of the work, we have generated, yes,</v>

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some efficiency improvements, 10 to 15%,

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but more importantly, we have also converted those things

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into behaviors, into systemic improvements that we have

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to take it to our program and make it applicable

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in all the other sites in all the other lines.

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<v ->The impact for Bitterfeld was not only</v>

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that we were able to really find the levers

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and to deliver the savings in the future,

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but we also learned to really question our work in general,

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so how we work at the site, and this is really

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what has a really, really big impact on how we see ourself

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and how we see that we can be much more efficient

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than we have been in the past.

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<v ->And we also showed how we</v>

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can then make ourselves enabled to drive it forward.

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So we are not now depending on someone.

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We learned how to take it from there

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and drive it ourselves in all parts of our business.

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<v ->And the other element, of course,</v>

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that I'm really much proud of is also to showcase

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within our own organization at Bayer how we are doing it

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and what was the resultant so that we

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can also scale it in that perspective.

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<v ->For us, what is next is we want to really work</v>

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with our organization to make sure that we grow

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in a continuous improvement mindset,

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that we grow our people,

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and that we make this approach sustainable.