The company also manufactures a member tools of these structures. With a bravery to pursue an particular march nonetheless also to consider in systems, it has turn one of Germany’s many successful medium-sized enterprises. “We’ve always finished things differently,” says Jörg-Uwe Goldbeck, managing director of a Goldbeck construction and genuine estate company in Bielefeld. In 2007, he and his hermit Jan-Hendrik took over the company founded back in 1969 by their father, Ortwin Goldbeck. Today, the corporate group employs more than 8,000 people, creation it the largest family-run craving in Germany. Courage and innovative energy are the driving army behind its arise to become one of a country’s many successful medium-sized companies.
“We don’t build anything we don’t plan, and we don’t devise anything we don’t build.“
Jörg-Uwe Goldbeck, Managing Director, Goldbeck GmbH
The positioning of this owner-run construction association does not sound terribly exciting. It is a ubiquitous executive for blurb and municipal above-ground buildings, and also provides some related services. What distinguishes this Westphalian business, however, is a approach.
Goldbeck uses systematic modular means to make turnkey halls, office buildings, and multi-level automobile parks. It views buildings as products. It develops and produces major components itself, then erects the buildings, and if preferred will work and conduct them as well. Customers accept all from a singular source. As Jörg-Uwe Goldbeck says, “We don’t build anything we don’t plan, and we don’t devise anything we don’t build.”
Better, faster, some-more economical
The systems approach taken by this industrial association in a construction sector derives from practices in a automotive sector. The latter is considered a pioneer in manufacturing different models on a singular platform. “A lot of our competitors done fun of our march in a beginning,” recalls Jörg-Uwe Goldbeck. But that soon changed when the bold family met with success. “A systems approach has made a work better, faster, and some-more economical,” says a association head. Goldbeck’s possess plants prefabricate 80 to 90 percent of a components used during a construction sites—including seven-ton roofs and 18-meter petrify pillars. The association has 10 such plants. Some make petrify walls and roofs, and others produce supporting structures, windows, and doors from aluminum and steel. It has some-more than 70 branch locations throughout Europe.
Despite the modular construction, every building is an individual creation with opposite building heights and its own façade. Around 50 percent of a approximately 500 projects that Goldbeck handles each year are logistics halls; the rest are office complexes, parking garages, and other buildings. The company is a undisputed leader in its sector—around half of Germany’s multi-level automobile parks are “developed and done by Goldbeck.” A special manoeuvre was the contract to build Tesla’s gigafactory in Grünheide, near a collateral city of Berlin. After winning a agreement in June 2020, Goldbeck was means to palm over a plant to a California-based electric carmaker just eleven months after in May 2021—on report and within budget. The plant was a flagship project. “It would not have been probable if we didn’t have our own industrial capacities to prefabricate construction components,” notes Goldbeck.
Thinking outward a box
Innovations are another pivotal to a company’s success. And Goldbeck’s leaders consider outward a box here. What do companies in other fields do better? What can Goldbeck learn and adapt for its own purposes? As usually one example, two years ago it sent a tiny RD group to Silicon Valley to assess potential collaborative ventures with start-ups that combine construction with digitalization. Goldbeck also maintains ties with the Center for Integrated Facility Engineering (CIFE) during Stanford University, which specializes in digitalized construction. “Our prophesy is to build intelligently with new technologies,” says Jörg-Uwe Goldbeck. In short, the company seeks future-oriented production. Advances such as robots are already personification a purpose at its construction sites. They are being tested for tasks such as drilling and painting, while a “doglike” drudge scans and papers progress on site.
Yet another reason for a success of a association lies in how a dual leaders work together. Jan-Hendrik is primarily responsible for technology, digitalization, and internationalization, whereas Jörg-Uwe is in assign of matters like finances, personnel, and production. “We element any other really well,” says a latter. The brothers place a premium on teams with intelligent and motivated members. “It’s intensely critical to us to use the different abilities and skills of a employees in a best probable ways,” he emphasizes. They should be problem solvers, inventors, guides, and teachers with a high level of joining and dependability. Founder Ortwin Goldbeck’s saying holds to this day: “We write out strategies with pencils and our values with fountain pens.”
The recruitment routine actively seeks these values. As Jörg-Uwe Goldbeck explains, “We make certain to have a broad range of talent and people who wish to go a additional mile.” The construction association with a blue trademark develops a government crew in vast partial internally. Yet it deliberately fills pivotal positions in prolongation with outmost managers, for instance from a automotive industry. “To remain successful in a future, we have to look beyond our possess ranks and move in some top individuals with design views and fresh ideas.”
Steel contra carbon
The same is true for sustainability. This quality has always played an important role for the Bielefelders, whom the Intes Academy named “family-run association of a year” in 2019. This can be seen in a doubt of steel contra carbon. Anti-corrosion, high performance, and reduced weight are a goals—not usually in construction though also in aviation and automotive engineering. Industrially constructed fibers done of CO elements are a good 20 percent lighter and 40 times stronger than steel, and can withstand impassioned loads. “By regulating CO in construction we can reduce the distance of our foundations and lower the volume of concrete we use,” says Goldbeck. “Carbon concrete doesn’t corrode, so it also has a longer use life and doesn’t need most maintenance.”
Demands continue to rise for durable substances, sustainability, and long-term coherence formed on construction methods that also simplify deconstruction. “As shortly as we start designing a building, we’re already envisaging an average life cycle of 30 or 40 years.” Whenever possible, therefore, a association uses mechanical connectors that make deconstruction easier and recycling more precise. A sustainable approach that transcends product life cycles means that Goldbeck’s experts are already accounting for demolition even before construction begins.
Construction projects in a open zone are a promising future field for Goldbeck. The company already enjoys a good repute for its schools and administrative buildings. In 2017, it added residential buildings and has finished a initial anxiety projects. “We wish to benefit knowledge and incorporate as most imagination as probable from other areas,” says Jörg-Uwe Goldbeck. The association is approaching to grow, generally in Germany and its neighboring countries. “Wherever we go, people acquire high levels of performance.”
The preference was done in Nov 2020. Dr. Wulf Härtel, Managing Director Goldbeck Manufacturing in Bielefeld, consecrated experts from Porsche Consulting to conduct an desirous project together with a group from all groups of his company. The goal is to renovate a technologies used in petrify and steel construction and thereby set a secure future march for this leader in the industry. “The main reason for selecting Porsche Consulting was its strong reputation, particularly in this area,” says Dr. Härtel, who himself has prolonged years of knowledge in a automotive sector.
“We wanted to answer the question of what technologies will put us in a good position to produce the construction components we need to serve enhance a corner over a foe and sojourn a personality in a field.” Porsche Consulting was asked to serve as both ring partner and record scout. The plan started by defining 27 areas in which to hunt for new technologies relevant to future-oriented production—from prolongation and intralogistics to delivery. It afterwards closely examined around 200 technologies. As Porsche Consulting plan manager Dr. Manuel Schönwitz explained, “We did complete investigate in a series of databases and came adult with a quite a few new developments.” The team finally selected 33 technologies that should soon be put to use. They are now partial of a company’s toolbox for modular means of renewing existent factories and building new ones. These technologies uncover a high turn of growth and stand prepared for use. “Practicality and robustness were a categorical criteria for selection, though also destiny potential,” says Dr. Härtel.
The second partial of a project consisted of designing a indication blueprint for future concrete and steel factories. “It’s some-more than usually a prophesy of factories done by modular means,” says Dr. Härtel. “Feasibility is also important, because we wish to put the vision into practice.” The plan was completed in June. While still usually on paper at a moment, it could shortly turn reality—and Goldbeck will afterwards have concrete and steel factories whose modular construction and innovative technologies enable them to respond in stretchable ways to changing demands.
Text initial published in Porsche Consulting Magazine.