Interim Expertise & Management

Typical situations for use:

  • Unexpected loss of a key manager due to illness or termination
  • Manager or expert does not take up the promised position
  • There is currently no suitable person on the job market
  • Reinforcement of the team on projects
  • Sparring partner for competence enhancement / coaching for the management
  • Implementation of projects to increase earnings or reduce costs

Qualification of GiVE interim managers and experts:

  • International experience with well-known companies
  • Many years of experience as a plant manager, production manager, quality manager, purchasing manager, etc.
  • Knowledge of the respective national language
  • Know-how how to deal with your own compatriots in production, logistics and purchasing, among other things, so that the implementation succeeds

GiVE - Interim Projekte weltweit

GiVE - Interim Projekte weltweit

Quality Management

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

Client Situation
  • The quality system was copying from other company and
    did not work
  • The setting and implementation of quality system was too complicated and chaotic
Project Aims
  • The implementation function quality system
  • The preparation to external audit from certificated company
  • Customer and supplier sampling
  • To reduce internal scrap
  • To choose new workers for quality dpt. and laboratory
  • To choose the right person for the position quality manager
Approach
  • 20 years experiencies in automotive industry
  • Analysing the situation in company
  • Big reduction of documentation and paper work
  • Focusing to team work and good understandig,what is quality and appreciation of the activity workers
  • Project length: 8 months
Results
  • Implementation practical quality system and training of local next quality manager after finisheng of my project
  • Customer satisfaction 100 %, A level, year 2018
  • The periodicly 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
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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
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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)
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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
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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
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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
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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
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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
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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
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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
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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
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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 %
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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
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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
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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".
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