Interim

Quality Management

Client: Germany – international company, Tier 2 supplier of back shafts for the automotive industry.

Client Situation

The quality system was copied from other company and did not work.

The setting and implementation of quality system was too complicated and chaotic.

Project Aims

The implementation of functional quality system

The preparation for external audit from certificated company

Customer and supplier sampling

To reduce internal scrap

To choose new workers for quality dpt. and laboratory

To choose a right person for the position of quality manager

Approach

20 years experience in automotive industry

Analysing the situation in company

Big reduction of documentation and paper work

Focusing on team work and good understandig, what is quality and appreciation of the activity of the workers

Project length: 8 months

Results

Implementation of a practical quality system and training of local quality manager, who will be active after the end of the project

Periodic audit from external company with out major and minor nonconformities

Customer ppm 3,5

Internal scrap reduced from 12,7 % to 3,2 %

The sampling was successfully done

Logistics / Warehouse Management

Client: international company, Tier 1 supplier of interior electronics, engines, sensors, brake systems for the automotive industry

Client Situation

Missing first line and second line in logistics

Situation influenced by the rapid increase in production

Expansion of production by building a new hall

Project Aims

Stabilizing the operation of the logistics department

Ensuring the smooth running of the department

Handing over the department to the new managers of first and second line

Approach

Using standard lean tools in logistics
Own internal customer system

Results

Successful handover of the logistics department

Stabilization of the logistics department

New Project Launch

Client: internationally operating German automotive Tier 1 supplier with a global market presence, develops and manufactures NOx sensors for the automotive industry

Client Situation

Constant increase of production lines, also forecasted for future years

Lack of production space capacity

Analysis needed to evaluate clients possibilities

Transfer of low added value production- outsourcing analysis

Project Aims

Find a missing space for growing business- internal and outsourcing

Evaluate potential risks – risk analysis

Ensure continuous production without lines stoppage

Approach

Project management experiences, can do attitude, capability to work under stress and multitask environment

Substitution for the overloaded employees

Results

From initial brainstorming growing up to 18 scenarios, final analysis containing 2 variants agreed with Czech management

2 final scenarios presented and agreed with top management

A selected solution that will take effect from 2019

Supplier Resident

Client: international company, Tier 1 supplier of brake components for the automotive industry.

Client Situation

A German supplier was in delay with the supply to the US customer

No smooth shipment to the 3 customers in Germany, US, China

Premium freight 1 mil Eur per year only to the US customer

Project Aims

Ensure fluent deliveries to all customer

Avoid stopping the line in Aldersbach, China, Bendix

Minimize downtime in the shortest possible time

Depth analysis of supplier root cause regarding deliveries, production capacity utilization

Improve supplier intercompany communication and info flow

Approach

Production analytical skills, work experience, JIS, Lead time

Analysing/Adjusting production and material planning

Action proposals to follow up shipment plant

Supplier management in pre-series and in serial production of new components

Results

Reduction of customer backlogs

Reduction flying premium freights (saving 20k $ per week, overall during 8months of project 320k $)

Set up standard sea shipment

Ensure production fluency and return to automated and serial production

Quality Project Leadership

Client: German company, Tier 2 supplier of electronic components for automotive industry

Client Situation

Company shortly after entrance of new owner asking for quality level improvement

Unknown quality level of production processes

High number of customer claims and internal scrap

Mostly used manually performed checks and visual inspection

Unused automatic inspection possibilities

Project Aims

Concept definition and implementation of improved quality system for one product group that can be taken over for other production processes

Implement the improved concept to current quality system

Reduction of duplicated inspections and checks

Support for solving customer claims

Approach

Using common quality tools

Implement enhanced quality system supporting management to evaluate quality level based on real statistics

Personal costs savings for changing manual performed inspections to automatic

Results

Implemented and verified procedure of MSA for visual inspection

Evaluated capability study of production process steps and MSA for EOL cameras, magnetic tests and conduction tester

Improved system for FMEA and implicated documents as WI, CP, failure cards and records based on product groups

Definition of efficient quality system based on automatic inspection and feedback data from production processes

Finance / OTC processes

Client: international SW company, the largest market share in its area of business

Client Situation

Company takeover by its biggest competitor

Most of employees of bought company laid off

Lost of knowledge and know-how of financial processes

Several accounting and ordering SW

Missing data checks among these SW

Increasing amount of unpaid due receivables

Project Aims

OTC (Order To Cash) Process analysis

Description of processes

To find possible errors and avoid their repetition

Improve processes

To ensure decrease of due receivables

Approach

Obtaining data from all related SW

Comparison of data series for last 3 years

Investigate processes from old manuals

Investigate processes by cross-examine with remaining employees

Presentation to board of directors introducing processes, found errors and improvements

Results

Decrease of amount of due receivables, description of processes, errors found

Issuing invoices without real sales (fraud behaviour caused by former employee– announced to CFO) and change of SW set up

Issuing of credit notes only in one SW without mirroring in others – training to related employee how to do it in proper way

Wrong calculation of FX differences – description and proposal how to improve it

Supplier Quality Assurance (SQA)

Client: international company, Tier 1 supplier of seats for the automotive industry.

Client Situation

Many new project with compressed timing

Supplier not delivering parts

Missing skilled personnel

New supplier for critical project

Project Aims

Reach project compressed timing

Manage new critical supplier

APQP process with suppliers to achieve PSW in time

Crisis management with key supplier

Ensure parts for project launch

Approach

Using quality tools: QS 9000, VDA 6.1, ISO TS 16949, ISO 14001, EM, APQP, PPAP, SPC, Poka - Yoke, OEE, TPM, SMED, MSA, 8D, FMEA, Six Sigma, Lean management

Ensure fluent delivering of components with the required quality (according to standard)

Supplier development

Results

Successful final customer launch

Achieve with supplier required capacity

Project Management

Client: Tier 1 Automotive supplier of stamped parts/welded assemblies of car body

Client Situation

Capacity limit of stamping machines

Backlog of deliveries

High fluctuation of stamping staff

Additional cost for extra transports

High costs for scrap

Claim from customer

Project Aims

Reach capacity for new projects

Reduce the costs for extra transport

Improve and stabilize situation of deliveries

Reduce the cost of damaging of tooling

Approach

Weekly regular meeting of SMED team

Evaluation of results and discover potential for optimization

Adjusting of production batches according the call offs and size of the parts

Definition of boundary samples for short release of the production

Special benefits for the staff in case of reached the targets

Results

OEE increase of 5%

Shorten time for setting the tool

Trained staff used team work among departments

Reduced extra shift during weekend

Increased level of stamping knowledge of the staff

Preventive maintenance installment

Process Quality Engineer

Client: international company, Tier 3 supplier of seats for the automotive industry

Client Situation

Bad communication between quality inspectors on various shifts

Control gauges after planned refurbishment will not meet customer requirements

Root cause investigation not fully systematic

Process parameters correction in case of NOK products

Unknown variation of measurement process

Project Aims

Improve communication of quality inspectors between shifts

Correct range of control gauges refurbishment up to customer requierements

Improve root cause investigation

Eliminate loss from reactive correction

Understand variation of measurement process

Approach

Quality tools: 5 why, is/is not, team work, SPC, MSA

Leadership, team work, communication skills

Results

Regular meetings with quality inspectors on place including meeting minutes

Refurbishment of control gauges clarified on 1 pilot gauge, next gauges in schedule

Root cause investigation implemented, first benefits on place

Production Management

Client: international company, supplier of chassis frames for the automotive industry

Client Situation

The customer needed to increase the capacity by 50%

Brownfield, no greenfield construction

Project Aims

Ensure a 50% increase in production in a brownfield environment
Involving managers in these changes

Approach

Selecting the ideal layout variant

Developing Value Stream Analyses (VSA)

Developing Value Stream Design (VSD)

Develop layout variants

Results

Production of VSDs with shortening of total production time

Developing an ideal layout

Schedule of necessary activities to start up production

Capital Expenditure Buyer

Client: internationally operating German Tier 1 automotive parts supplier with a global market presence, develops and manufactures rubber hoses and engine cooling circuits for the automotive industry.

Client Situation

Instability in the purchasing team, most of the long term employees left

Starting a new project for key customer, critical situation with new purchased parts and investments in pre-serial phase

Many unresolved issues, overload of the employees and demotivation of newcomers

Poor discipline in the processes between IE and PUR, missing or wrong data in the SAP and other information systems

Project Aims

Securing the delivery deadlines, eliminating delays

Stabilization of the purchasing team

Savings within the project purchasing contracts

Consolidation of the teamwork in pre-serial workshop

Improvements in supplier panel performance

Identifying launching new improvements – savings

Approach

17 years experiences in automotive, pre-serial purchasing, negotiation skills, knowledge of purchasing processes, capability to work under stress and multitask environment

Substitution for the missing employees, with the ongoing process and data consolidation

Results

Release of the escalation status by OEM

Approx. 80 k€ savings within the managed project

Successful recruiting and integration of new permanent employees

Integration of new suppliers, on time deliveries over 97 %

Industry Engineering

Client: international company, Tier 1 supplier, manufacturer of rubber hoses for the automotive industry

Client Situation

Serial production and protoshop – high turn over of staff, underestimated capacities on some positions, employees demotivated, chaos and inefficiency in some processes

Difficulty with deliveries on time and in demanded quantity

Strategic project not under control

Staff without proper experience and reliability

Project Aims

Analysis of the current situation, defining of bottlenecks, making proposals of countermeasures

Organisational changes in management (main partner lost), getting support from purchase department

Setup cooperation among all departments

Approach

Experiences from project management and automotive industry, pre-serial projects, process optimization, team management

Increasing efficiency in processes on protoshop and engineering area, processes stabilization, improving of communication

Ensuring new suppliers for engineering/protoshop

Results

Main bottlenecks defined and communicated with management, countermeasures proposed

Some countermeasures implemented – engineering area

Good integration into the project team

Strategic project support and stabilization

Increasing of number of suppliers for protoshop

Quality Engineer

Client: international company, Tier 2 supplier - manufacturer and supplier of mechanical plastic components and systems for the automotive industry

Client Situation

Missing people on projects in quality department

Not transparent approach

Customer escalations

No response or late response to customers

Not closed PPAPs

Project Aims

Closing PPAPs

Reducing escalation levels

Customer satisfaction

Approach

Transparent approach to customers and agreeing on realistic targets dates

Gauge evaluation and managing the gauge changes

Creating action plan and weekly follow up with customer to close PPAPs

Analysing measuring reports

Evaluation of process and new set up of parameters

Results

Process improvement

Gauge improvement

Quality of parts improvement (visual and dimensional)

New drawings with better tolerances

Closed PPAPs

Quality Assurance Support

Client: The world's leading premium brand for polymer-based innovations and systems in the automotive sector

Client Situation

Client built new production hall and started eight new projects in second half of year 2019.

There is extreme human resources shortage.

There is no any Plant Quality Manager and there are missing two Project Quality Engineers.

All Production Quality employee came from Production, they are unskilled and unexperienced.

Company is temporary supported by the group specialist.

They are implemented a lot of new processes.

Internal nonconformities are not solved, they are repeated and causes high scrap costs.

Project Aims

Implementation of internal nonconformities management process.

Installation and implementation of the group SW tool for NC process management.

Users training and supporting.

Approach

Process design – SW Tool installation – Trial operation – feedback implementation – handover to standard operation.

Self training of the NC management SW tool.

Other plants visit, to see the processes and its differences.

NC process modification according plant requirements.

Process roles design. Responsibilities and authorities description.

Users nomination. Tool authorities SW setup.

Kick off meeting with all users.

Training of all users according their roles.

Setup of periodical cross-section meetings to solve the NC with all interested employees.

Leading of the NC meetings. Supporting of users in daily agenda.

Detail user manuals creation.

Results

NC process is fully implemented.

The tool is installed and used correctly.

Average NC solving time is 3 working days. (in other plants it needs approx. one month).

NC are solved and company is coming back to the "good quality standard".

Project Management-2

Client: Tier 1 automotive supplier, manufacturer of aluminium BiW products for the automotive industry, technology stamping, welding, clinching, riveting

Client Situation

Project for OEM Client (JLR) - aluminium BiW parts

Cash-Flow problems – invest. approx. 15 Mio € but 0,- € return, caused with no released parts & quality issues

Stock capacity increase

Stamping capacity problems on stamping machine in Italy

Quality Problems - support from external company

Project Management Problems - project timing changes , internal poor project munugement, huge time load from the client

Poor supplier management & tools implementation in the production

Employee – high ffluctuation, rewards for special work shifts

Project Aims

Monitoring the level of technology, organization of the production process with the possibility of implementing new productions

Project Team Management /Planning, Organization, Implementation, Motivation, Control/

Cooperation with AM in specifying the VOO, checking the calculation, verifying the feasibility of the project

Develop stage plans, timetables and project budgets

Progress in all processes in terms of applicable OS and PP

Collaboration with company sections within the technical and material specification when entering queries, evaluating contracts, ordering parts of investment actions

Approach

Daily reports direction supplier - project management

Daily regular internal & external JLR meetings

Internal communication improvement & tools

Costs reduction (logistic, personal, financial suppliers load)

Quality management change - New interim quality manager for stamping machine in Italy

Change & Risk management established

Results

Implemented Project Management & tools - better project timing

Implemented Change & Risk management tools

Supplier management – SQA managers for toolmakers in China, South Korea, Slovakia, Czech Republic

Project cooperation between business units in Slovakia - main 94 parts finalisation

Production - new robotic welding assembly workplaces, New manual riveting stations Quilty hiring of new interim quality manager for tooling machine in Italy Decreasing of unexpected logistic costs (air transport)

Interim Expertise & Management

No failures due to missing staff

Typical situations for use:

Qualification of GiVE interim managers and experts:

GiVE - Interim Projekte weltweit

GiVE - Interim Projekte weltweit

GiVE - Project Examples

Quality Management

Logistics / Warehouse Management

New Project Launch

Supplier Resident

Quality Project Leadership

Finance / OTC processes

Supplier Quality Assurance (SQA)

Project Management

Process Quality Engineer

Production Management

Capital Expenditure Buyer

Industry Engineering

Quality Engineer

Quality Assurance Support

Project Management-2

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