Only by measuring suitable characteristics can a statement be made about the quality of a manufactured product. For this purpose, the measuring equipment used must be tested regularly. For this purpose, there is now a new test instruction published by the Association of German Engineers VDI, which in the German-speaking area in many areas Sets and manages norms and standards.

New test instruction for the assessment of measuring equipment

The guideline series VDI/VDE/DGQ/DKD 2618 describes procedures and courses of action for monitoring and testing measuring equipment for geometric quantities. The test instructions create a basis for the evaluation of new and used measuring equipment. Sheet 17.2 of the guideline series applies to the testing of length setting devices with numerical display. In the form of directly applicable handling and work instructions, the VDI/VDE/DGQ/DKD 2618 Sheet 17.2 the necessary work steps for the respective tests. In addition to calibration, the preparatory tests and activities are also explained. Furthermore, the guideline provides information on the evaluation of the calibration as well as on the documentation. In addition, an exemplary measurement uncertainty balance is drawn up in the appendix.

Replacement of the December 2019 draft

Publisher of the guideline VDI/VDE/DGQ/DKD 2618 Sheet 17.2 "Inspection equipment monitoring - Inspection instruction for length setting devices" is the VDI/VDE Society for Measurement and Automation Technology (GMA). The guideline was published in January 2022 as a white paper and replaces the draft of December 2019. It can be ordered at a price of EUR 85.50 from the Beuth Publishing House (Tel.: +49 30 2601-2260) can be ordered. Online orders are available at www.beuth.de or www.vdi.de/2618-17-2 possible. VDI guidelines can be used in many public display points can be viewed free of charge.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/pruefanweisung-fuer-laengeneinstellgeraete-mit-ziffernanzeige/

Just in time for the elections, an abbreviation is causing havoc in marketing departments and agencies, and above all in the HR departments of these companies: EVP. While its big sister, the CVP, has long since trimmed its name to mainstream and simply calls itself the EVP. The center the EPP (Evangelical People's Party), founded in 1917, remains true to its Reformed Christian orientation and name. Both paths, however, have so far led to continued moderate electoral success. But that is not the point here. With EVP is the Employee Value Proposition, which is currently on everyone's lips.

Money and fame alone do not make happy

In the past, a generous salary and the prospect of winning a few marble cubes were enough to attract good people. Today, the whole package - the EVP - has to be right if a company wants to attract highly specialized professionals. Of course, there are still people who want to earn a lot of money quickly and win awards, but this breed is slowly dying out. Today's workforce demands different incentives from companies. "What's in it for me?" they ask themselves, meaning that money is just one aspect among many (and one that is less important in the affluent country of Switzerland than elsewhere). What counts today is flexibility in the choice of time, place and workload, as well as the amount of space to develop one's own skills and personality. To ensure that all this is guaranteed, the company culture plays a major role in the package. This means that values and appreciation from the team and managers are more important than the salary. This is no easy task, especially for those managers who define their self-image in terms of the latter. And in an industry in which hierarchy and titles are almost as deeply rooted as in the conservative financial industry - albeit in a more casual way - it is more difficult to establish an EVP in practice than it is to simply recite it on a few slides. It's not enough to throw a few rooftop parties and think that's it. No, an attractive employee value proposition demands everything from a company and its organization. Transparency, flexibility and curiosity. If you don't offer this, you may still have orders, but no more employees to carry them out. Today, good specialists choose their employers. Which brings us back to politics: The "people" choose the politicians - and not the other way around.

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* Benno Maggi is co-founder and CEO of Partner & Partner. He has been eavesdropping on the industry for over 30 years, discovering words and terms for us that can either be used for small talk, pomposity, excitement, playing Scrabble, or just because.

The cloud and connectivity service Cyberlink was ranked in the Telekom rating of Balance has been voted best Internet and corporate network provider for corporate customers four times in a row. Dachcom created a new branding for the company with effective key visuals focusing on the visualization of networking and concise core messages, as well as designing and technically implementing the relaunch of the website. The new imagery is intended to bring Cyberlink to life in a striking way. The revised creative design, including typography, graphically presents the portfolio of cloud and connectivity services. The active integration of employees in the field of photography, taking into account the principles of creative design, is intended to create trust and proximity. Meaningful quotes also showcase the solution expertise and doer qualities of employees for customers. With clear structures and consistent design, the website implemented on the basis of the digital experience platform Pimcore breaks new ground. The sustainable tools in the form of individual CMS modules are intended to ensure an independent and appealing design of content and landing pages. The new website is thus intended to offer a convincing user experience and strengthen Cyberlink's position as a competent and close partner for cloud and connectivity.

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Responsible at Cyberlink: Beat Tinner (CEO / BoD), Simon Anderegg (CFO / CMO), Thomas Knüsel (COO), Stefan Ulrich (CSO). Responsible agency: Dachcom.

In 2021, Basel's hotels recorded 784,607 overnight stays. This was almost 44% more than in the previous year, which will probably go down in history as a catastrophic year, and not just for tourism in Basel. The average room occupancy rate of the 66 hotels (+3) was still at a low level of 35 percent. "The worst is behind us," said Daniel Egloff, Director of Basel Tourism, at a media conference on Thursday. But we are still a long way from normality. With an increase in overnight stays of almost 43.7 percent, Basel performed better than the reference cities of Zurich, Bern, St. Gallen, Lausanne and Geneva, which recorded an average increase of 21.4 percent. Egloff was pleased to note that there was a significant increase of almost 44 percent in the number of guests from Switzerland. They accounted for more than half of all overnight stays and even set new records in the months from August to October. Unsurprisingly, the number of overnight stays by guests from America and Asia barely recovered, while guests from European countries are slowly making their way back to Basel.

Upswing in leisure tourism

Egloff saw the fact that hotel occupancy was significantly higher at weekends than on weekdays as a sign that the recovery was mainly due to leisure tourism. Business, trade fair and congress tourism is still struggling at the moment. And in this area, the medium-term outlook is still uncertain: in the business sector, the newly intensified use of digital communication tools is likely to have a lasting impact on travel activity. Those responsible are also not expecting a full recovery in the area of trade fair tourism against the backdrop of the struggling exhibition operator MCH Group. However, Basel Tourism will actively promote growth in congress tourism. Based on these guidelines, Basel Tourism is expecting a moderate increase in overnight stays of 10 to 20 percent for the current year 2022. It is encouraging that Basel will be able to offer a large number of top events in view of the positive outlook in connection with the Covid-19 pandemic: Mention was made of the postponed Swissbau trade fair, the Basel Tattoo military music festival, the Swiss Indoors and also Art Basel, which had already provided the top daily figure for room occupancy last year. In addition to the Swiss Wrestling and Alpine Festival in nearby Pratteln BL, exhibitions at Basel's museums were also counted among the top events. The Mondrian show at the Fondation Beyeler and El Greco/Picasso at the Kunstmuseum Basel are two blockbuster exhibitions on the annual program. (SDA)

According to a press release from the Lenzerheide vacation region, the podcast is one of the first podcasts in the Swiss mountain bike scene. "Podcasts are very popular. More and more people are looking for entertainment and information in the form of podcasts. There is now hardly a topic that doesn't have a podcast," explains Marc Schlüssel, interim tourism director of the Lenzerheide vacation region. "It has therefore been important to us for some time to create a podcast for Swiss mountain biking. With Dario Linder as the bike-savvy anchorman, we have the ideal cast to give the whole thing the right entertainment value." First episode with Thomas "Frischi" Frischknecht The first edition of the "Dirty Talk" mountain bike podcast focuses on Swiss mountain biking legend Thomas "Frischi" Frischknecht. He was already a mountain biker when mountain biking didn't even really exist in Switzerland. You can listen to the "Dirty Talk" mountain bike podcast on all popular podcast platforms.

According to the latest PwC CEO Surveywhich has just been presented in Davos, executives around the world are optimistic about growth. Digitalization continues to be a priority for Swiss executives. There is a growing understanding of digital transformation, what it means and how it can be used to transform their core business. This is particularly true for the design of ERP systems, supply chains and customer journeys. Cybersecurity continues to be an important issue for Swiss SMEs. In 2022, Swiss managers should focus on six points that are likely to prove to be success factors.

1) Leading investments in the cloud to real transformation.

According to Statista, in 2022 organizations worldwide will have around $1.78 trillion for cloud technology and other digital transformation initiatives spend. However, the question remains: are companies and governments investing in a real transformation or are they merely whitewashing business as usual? Crucial to the answer is the shift to cloud computing, including autonomous technologies. In the private sector, almost every industry already has one or more cloud-centric "digital rebels" who are transforming it. It is to be expected that a whole range of unconventional digital partnerships will emerge in all sectors. Certainly those companies that see the cloud as liberation will make the biggest gains. In fact, Gartner calls the cloud a "force multiplier" - it is a scalable, resilient technological foundation for long-term innovation and growth. Best example: The Deutsche Bank uses Oracle Exadata Cloud@Customer with more than 40 petabytes of data in Oracle Databases, thus saving enormous costs. We are also increasingly hearing from customers that the cloud relieves their IT specialists in the area of system and security updates and maintenance. The effect: they can concentrate more on developing profitable digital products and services. With this in mind, at the start of 2022, boards of directors will be demanding more evidence from their management teams that their cloud investments are positioning the company for long-term competitive advantage.

2) ML and AI become core competencies of leading digital companies.

The flood of data continues to grow and AI and ML algorithms are helping companies to analyze and continuously learn from the data, make better decisions and provide a range of information for the next actions. However, most companies are still in the experimental phase when it comes to AI and ML. Part of the problem is developing the necessary skills. Most companies and government institutions do not have the resources to assemble an army of PhD-level data scientists. An alternative would be to build smaller, more focused "MLOps" teams - similar to DevOps teams in application development. These teams consist of data scientists, but also developers and other IT staff whose ongoing task is to deploy, maintain and constantly improve LI/ML models in production. In addition, companies are recognizing the value of cloud infrastructure and applications with integrated AI and ML algorithms. Gartner predicts that by 2025 the ten percent of companies that have implemented AI/ML engineering best practices are at least three times as valuable from these practices than the 90 percent of companies that do not. Early adopters have a clear advantage here.

3) Customers and others increasingly evaluate companies in terms of sustainability

When buying goods and services, assessing potential employers and even investing in shares, people of all ages are increasingly paying attention to the sustainability strategy and commitment of companies. By 2022, every company will be required to develop and implement a comprehensive sustainability strategy - a tall order that is already gaining momentum. Forrester reports that 81% of Fortune Global 200 companies in the EMEA region have already appointed a sustainability officer at senior management level. A good start, but real action requires companies to change some of the fundamentals of their business in a sustainable way.

4) New career and hiring plans are critical to attracting talent.

Swiss executives and companies are aware of the importance of a skilled workforce and talent as the most important growth factor. In 2020, 64 % of Swiss CEOs surveyed by PwC rated the availability of skilled labor as the seventh biggest threat to their company. But the big Resignation, triggered by the global pandemic, suggests that employers still have a lot of work to do. As businesses begin to reopen, organizations must be more proactive in developing a career plan for their most valuable employees and address their concerns about work-life balance and workplace flexibility.

5) Supply chain disruptions - a new constant

Even the most sophisticated supply chain management technologies cannot fully anticipate the extent of market shocks such as a global pandemic, but they can help companies determine the right balance of safety stock. As buying behavior shifts from in-person to online platforms, companies need to recognize and respond to these changes, taking into account the impact in their factories, data centers and global supply chains. A good example is Cohu, which, thanks to its transformation, has been able to establish a smaller and more agile IT team to maintain systems while supporting the company's growing activity and future acquisitions.

6) AI as a springboard for new financial managers

Business models change in line with customer expectations. There have never been so many mergers, acquisitions and divestitures. All these challenges are prompting us to focus on the value of data: Cleanse data, accelerate planning cycles, but also look beyond the finance function. Companies are asking themselves what data they have, how it can best be structured and integrated into the various business areas and what benefits it offers. Those responsible for funding these projects need to know how to combine financial, supply chain, HR and other data sets. An excellent example from Switzerland is Galdermawhich opted for further transformation, implementing integrated business planning, freeing up resources and consolidating what could not be fully automated and streamlined into shared services, enabling the introduction of new services. The transformation has already stimulated a boom in innovation in Galderma's business units responsible for prescription medicines, consumer products and aesthetics, enabling the company to hope to become a global leader in dermatology. When companies consider these key priorities in the context of business opportunities, challenges and impacts, they are automatically better positioned to increase their commercial impact and improve their market position. Source: Oracle The contribution Swiss executives are optimistic and expect growth first appeared on MQ Management and Quality.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/schweizer-fuehrungskraefte-sind-optimistisch-und-erwarten-wachstum/

The independent positioning of the multi-family office was to be reflected in the entire website. Thus, the agency Rosarot created a new appearance dominated by independence in branding, language and usability.

Branding process as a basis

In a structured branding process, Rosarot supported Fairway with the rebranding and the new brand. This resulted in a completely new look and feel, as well as the creation of new internal brand values with clearly defined differentiation. The entire information architecture of the Fwfo.ch website was redefined by Rosarot and an interaction design was created that is intended to surprise customers and at the same time take them by the hand. The scrolling usability is based on a matrix that provides a horizontal overview and vertical depth.

With otherness to attention

Even the color scheme on the website should convey to the viewer that this is not a classic financial company. The refreshing animations accompany the user and should keep the attention high during the entire visit. The independent branding together with its own language and the intelligent matrix usability result in a whole new world of appearance with which the brand communicates its passion and sophistication.

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Responsible at Fairway: Tamara Meili (Project Manager). Responsible at Rosarot: René Karrer (Creative Director), Bianca Berger (Art Direction), Marcela Narvaez (Graphic Design), Jonas Hartmann (Interaction Design), Nadine Ticozzelli (Consulting), Andreas Steiner (Director Content), Natasa Maricic (Senior Text).

The "Aerotop SG" model is one of the best-selling products from heating system supplier Elco. The design classic has been technically enhanced without losing its shape. The new model has now been launched among Swiss heating installers with a direct mailing developed by the agency at the airport. For the mailing, the creative minds at the Sanktgaller agency in Altenrhein adopted the unique shape of the classic design. A rotor was incorporated into the mailing to demonstrate Aerotop SG's quietly running fan. The rotating rotor reveals the further developments of the new device. The mailing was sent out in winter 2021/2022.

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Responsible at Elcotherm: Markus Schlageter (Solution Center Senior Manager, Member of GL), René Grosswiler (Marketing Services Manager), Linda Meyer (Marketing Services Senior Specialist). Responsible at agency at the airport: René Eugster (Creative Direction), Dominique Rutishauser (Art Direction), Ketil Eggum (Graphics), Miriam Egli (Consulting/Text).

As a basis for the visual appearance, Studio Thom Pfister worked with Sabine Schoch to develop the brand story and the brand experience. The signet, a striking brushstroke that includes both the two "S" of Sabine Schoch and the "B" of consulting, shapes the hand-illustrated figurative mark. The logo should reflect the spontaneity, power, energy and agility of the person Sabine Schoch as well as the nature of her work. The developed imagery with its symbolism and the corresponding color moods support the signet and comprehensively round off the new appearance.

Over the past 100 years, the Axpo Group has established itself as one of the leading energy companies in Europe and is currently the largest Swiss producer of renewable energy. Foundry was commissioned to develop the new brand identity and a communication platform together with Axpo. The new identity was based on the energy company's Swiss roots. In addition, Axpo's growing international presence was to be reflected. Axpo's redefined strategy and vision served as a creative springboard for Foundry: a new brand identity that aligns with the core of the company and specifically addresses the needs of the different B2B target groups, stakeholders and employees. "Axpo has a vision that requires innovation, collaboration and expertise across the organization. This includes customers, employees and various partners working together," explains Foundry founder and CEO Sacha Moser. "When we experienced this collaborative spirit in action, we came up with the idea of an endless flow of energy and the platform 'The power of...', which unites Axpo's various energy sources." The result is a digital brand platform that captures the essence of Axpo's driving force. "Axpo's modernized identity reflects both the exciting development of Axpo and our strategy to ensure the success of our employees, customers and stakeholders in an increasingly complex and evolving energy future," says Christoph Brand, CEO of the Axpo Group, about the new look. Foundry commissioned the production company MyGosh to create an image film that conveys "The Power of Axpo". "To make a film about Axpo's many strengths, we wanted to capture the beauty of real employees, real Axpo plants and real places. Our partners at MyGosh developed an international shooting schedule and executed it flawlessly despite a global pandemic. And all within a very tight timeframe. Just as it takes a well-rehearsed band to play flawlessly on demand, it takes a well-rehearsed team to develop a brand across all touchpoints in a short space of time," explains Foundry CEO Moser.

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Responsible at Axpo: Henriette Wendt (COO); Alena Weibel (Head of Corporate Communications & Public Affairs); Patricia Walter (Wunderbox Marketing- External Project Management for Axpo); Isabelle Grabolus (Senior Manager Branding & Marketing - Deputy Project Manager); Daniel Paredes (Senior Manager Digital Communication); Anabel Rodriguez (Senior Manager Branding & Marketing); Stefan Wehrle (Digital Content Manager); Angelina Hoeppner (Wunderbox Marketing - Ext. PM & Graphics). Responsible at Foundry: Executive Creative Team: Eugenia Kubas (Art Direction & Digital), Nitin George (Copy & Strategy), Sacha Moser (Founder & Creative Partner); Susann Kompa, Hugo Bosio (Project & Account Lead); Ruben Lopez, Pascal Baumann, Gabriel Mesquita (Art Direction); Andrea Egidi, Arseniy Sahalchyk (Motion, 2D & 3D Design, Editor); Gregor Wollenweber , Dan Diaconu, Lea Kutz (Design & Production); Nitin George, Alexander Sistenich (Copy); Eugenia Kubas, Mariusz Karluk, Sam Bolleter (Digital Design & Development). Partner: Kompost TVGian Klainguti (Design Thinking & 3D Animation); MyGosh Production: Nabile Senhaji (Director), Michel Van Der Veken (Producer), Lamar Hawkins (Lead Producer), Julie Quintard (Editor); Aixsponza: Julian Fischer (Producer), Christian Tyroller (Producer), Marco Fontan (3D Design & Animation), Simon Breithofer (3D Design & Animation); Gotomo: Oliver Stäker (UX/Digital Design); Fabulatorij Experiential Design & Events: Anja Rebek (Client Service Director), Sanja Martinec (Senior Project Manager), Vid Greganovic (Strategic Consultant). The post Comprehensive Rebranding: Foundry Shows "The Power of Axpo appeared first on Advertising week m&k.

On February 7, 2022, just a few weeks before reaching the age of 89, Prof. Dr. Dr. h.c. Hans-Dieter Seghezzi. He was probably the most important pioneer of quality management in the German-speaking world.

Active in industry, research and teaching

Hans-Dieter Seghezzi, born in Besigheim, Germany, on March 23, 1933, first studied physics at the University of Stuttgart, where he obtained his doctorate in 1959. He then worked at the Max Planck Institute and subsequently in the Research & Development Department at Hilti AG in Schaan, Liechtenstein, becoming a director in 1968 and Executive Vice President of the company from 1976. From 1977 to 1987, he was a professor at the University of St.Gallen, where he reformed the Chair of Technology. In connection with this task, he also founded the Institute for Technology Management ITEM.

Hans-Dieter Seghezzi: Thought leader in quality management

A defining element of his life in industry and research was quality management. Based on this motivation, Hans-Dieter Seghezzi founded the Swiss Association for Quality and Management Systems (SQS), which he also headed from 1983 to 2003. He was also president of the European Organization for Quality from 1986 to 1988 and a pioneer of IQNET, the global network for management system certification. With the book "Integrated Quality Management", Seghezzi and his co-authors created a standard work in which the trend-setting St.Gallen management approach is combined with quality management.

Committed to quality even in retirement

The Seghezzi Prize, which is awarded every two years by the Swiss Foundation for Quality Research and Training (SFAQ), is also named after him and will be awarded for the last time in 2021. Unfortunately, Seghezzi, who was still a regular guest at SQS and SAQ events such as the "Swiss Quality Day" in his old age, was no longer able to take part in this event for health reasons. Now the voice that always stood up for the topic of "quality" throughout his life has fallen silent forever. Hans-Dieter Seghezzi is survived by his wife, two sons and two daughters. The article Hans-Dieter Seghezzi, the doyen for quality management, is dead first appeared on MQ Management and Quality.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/hans-dieter-seghezzi-der-doyen-fuer-das-qualitaetsmanagement-ist-tot/

The gaming industry is home to a wide variety of players from different countries - a heterogeneous target group. This includes BDS fans, LEC fans and fans of individual players. What unites this heterogeneous target group is a passion for gaming. For the positioning of Team BDS, Havas Switzerland delved into a complex subject matter. The agency tried to develop an inspiring story that would come across credibly in a wide variety of areas. Specifically, Team BDS competes in seven games with different worlds and target groups. In order to function in the different contexts - i.e. to find the ideal positioning - Team BDS relied on the help of Havas Sports & Entertainment, whose expertise lies in the gaming and e-sports sector. The basic idea was to identify what sets Team BDS apart from all others. This was the only way to achieve a unique positioning in a universe in which teams are often characterized by very similar values. The DNA of Team BDS was therefore examined and "Team BDS: Challenge The Game" was developed. This positioning should stand for the skillful and attentive strategists who make unconventional decisions. Team BDS retains the original blue and pink colors in the design. The logo and lettering have been modernized. 3D assets, merchandising and communication items, backgrounds and other patterns were developed in a visual world focused on "challenge" and the character of BDS. An initial rollout of this signature and the new graphic identity took place via a new brand book. This means that all Team BDS employees based in Geneva and Berlin can already use the new visual identity. To celebrate the entry into the LEC appropriately, the new visual identity was officially unveiled at the end of December 2021 on all of the brand's social platforms and on the official website. The post Havas: New appearance for e-sports team BDS appeared first on Advertising week m&k.