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‘’Guter Mittelstand’’ plus ‘’FHM’s methods’’ with approach from the OFFENSIVE MITTELSTAND FOUNDATION as well as Sustainability Compass and Digitalization Index

Since Febrauary 2019, after so many meetings, conversations and discussion, On Wednesday October 2nd, Tehran, Iran, Dr. Abolfazl Kiani Bakhtiari, Managing Director at the Industrial Management Institute (IMI) and Prof. Dr. Hamid Doost Mohammadian, Director for International Management and Iran representative at German University of Applied Sciences (FHM) and Head of FHM German Institute of SME for Iran (F-GISI) in Germany in a professional meeting inked a general agreement for the following point:

A general agreement to start the managing consulting project the Iranian SMEs  ranking titled: ''Guter Mittelstand'' plus ''FHM's methods'' with approach from the OFFENSIVE MITTELSTAND FOUNDATION as well as Sustainability Compass and Digitalization Index and then combine with the Iranian IMI method according to Iranian SME market and then customize with the Iranian SME business culture. 

 

On 26th of February 2019, after having a panel of German Delegation from FHM University of Applied Sciences (as FHM University board of directors), Prof. Dr. Hamid Doost Mohammadian, Prof. Dr. habil Richard Merk, and Prof. Dr. Volker Wittberg, as the first Keynote speakers in a special panel of The 16th Excellence Forum titled "Organisational Excellence and Leadership in SMEs in Unstable Situation" and their speech about German SMEs experiences, Know_How and Do_How in this panel. Both parties agreed to start a new project together between Industrial Management Institute (IMI) in Iran and FHM German Institute of SMEs for Iran (F-GISI) in Germany titled ’GUTER MITTELSTAND'' to do the Iranian SMEs ranking Internationally.

 

IMI and FHM has inked a general agreement to start this project and provide a contract to start this project with a pilot in Yazd province because IMI believes that IMI’s delegation/branch in Yazd province emerges as a suitable candidate for the implementation of the proposed project.

IMI’s branches act as independent representatives of IMI in Iran’s provinces as they provided IMI’s services to the market they are assigned to. IMI’s Yazd branch has a stellar record of accomplishments in terms of market presence, reach, and activities in the triadic areas of management education, research, and consulting. They have established fruitful working relationships with numerous corporations and organizations in that province and are very well-networked.


This agreement is made and entered into between Industrial Management Institute (IMI), Tehran, Iran and University of Applied Sciences - Fachhochschule des Mitelstands (FHM), Germany and FHM German Institute of SME for Iran (F-GISI), Germany. The parties to this agreement indicate their willingness in principle to cooperate in the promotion of management consulting. Under this agreement, the types of cooperation may include:

  1. FHM will use its own model for SME ranking titled: ''Guter Mittelstand'' plus ''FHM's methods'' with approach from the OFFENSIVE MITTELSTAND FOUNDATION as well as Sustainability Compass and digitalization index and then combine with the Iranian IMI method according to Iranian SME market.
  1. FHM ranking model has the following steps:
    1. Kick of the project in Germany and establish the project website
    2. Advertisement for the project in Germany and then Iran
    3. Welcome meeting at IMI Tehran in Iran and then Yazd province as pilot and then the second pilot e.g. East Azerbaijan or Fars provinces
    4. Model introduction with 1 week seminar and workshop for the SMEs who want to get involve
    5. Online formulation of the declaration
    6. Pre-evaluation (preliminary evaluation)
    7. Field evaluation inside the SMEs
    8. To extract the final evaluation results to evaluate them
    9. Final evaluation
    10. Giving official feedback documents to SMEs
    11. Ranking the SMEs (common evaluation sector + Separate evaluation) in three different categories
      1. Productive
      2. Service based
      3. Contactor
    12. Give IRANIAN SMES RANKING (GUTER MITTELSTAND)for SMEs awards (Tablet and Statue) to 6 score groups
      1. Minimum Guter Mittelstand
      2. Guter Mittelstand + 1 star
      3. Guter Mittelstand + 2 stars
      4. Guter Mittelstand + 3 stars
      5. Guter Mittelstand + 4 stars
      6. Exzellenter Mittelstand + 5 stars
  1. FHM will train Evaluators in three levels
  2. IMI and FHM will combine their models and customize them for Iranian SMEs titled “Iranian SMEs Ranking (GUTER MITTELSTAND)”
  3. The first pilot will be Yazd IMI’s Branch, second pilot Sistan Baloochestan IMI’s Branch and FHM will provide a new contract with more detailed information and estimate the cost.                

    In addition, there is a guide to the check, which explains the work with the check as well as the eleven subject areas. This should help us to implement the identified measures.

     

    Strategy

    We know where we have the best market opportunities and where we are better than our competitors. We have a clear idea of how to organize and design the work in the company so we can take advantage of our opportunities.

    Liquidity

    We permanently control and monitor the cash outflows and receipts, as well as the liquidity, so that sound management is possible at all times

    Risk Assessment

    We systematically record and assess the risks in our company (for example, risks in the areas of finance, customers, production / services, IT, occupational and environmental protection, health, human resources).

    Leadership

    We formulate clear assignments, allow room for maneuver and specifically promote the willingness to perform (motivation) of the employees.

    Market and Customer

    Through our customer care and the involvement of our customers, we know which customer requirements exist and which of our strengths are particularly useful for the respective customer. We are attractive to the public.

    Organization

    We can say that our organization is organized so that everyone knows what, how, by whom and when to do it, and how to make the most of the resources.

    Corporate Culture

    Our employees identify with our company, our products and services. We have a good working atmosphere and our employees enjoy coming to work every day.

    Personal

    We give each of our employees a clear perspective in our company and have agreed with them. We create conditions for them to work happily, productively and safely with us.

    Production and Performance Process

    For the development of our products and the realization of our services, we have clearly defined our operational processes so that we do not waste resources (efficiency, efficiency, quality, safety, and environment). We control and improve the effective implementation of processes continuously

    Procurement

    We have criteria for the procurement of equipment, materials and services that enable economic and trouble-free processes (criteria: for example, quality, safety, environmental protection, social standards).

    Innovation

    We capture new trends, use new information and communication technologies, and make targeted use of all our employees' knowledge of new products and services and better processes in the business. 




1398/08/04 17:11