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)
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
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
Find a missing space for growing business- internal and outsourcing
Evaluate potential risks – risk analysis
Ensure continuous production without lines stoppage
Project management experiences, can do attitude, capability to work under stress and multitask environment
Substitution for the overloaded employees
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
Client: international company, Tier 1 supplier of brake components for the automotive industry.
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
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
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
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
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
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
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
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
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
OTC (Order To Cash) Process analysis
Description of processes
To find possible errors and avoid their repetition
To ensure decrease of due receivables
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
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.
Many new project with compressed timing
Supplier not delivering parts
Missing skilled personnel
New supplier for critical project
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
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)
Successful final customer launch
Achieve with supplier required capacity
Client: Tier 1 Automotive supplier of stamped parts/welded assemblies of car body
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
Reach capacity for new projects
Reduce the costs for extra transport
Improve and stabilize situation of deliveries
Reduce the cost of damaging of tooling
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
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.
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
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
Quality tools: 5 why, is/is not, team work, SPC, MSA
Leadership, team work, communication skills
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
Client: international company, supplier of chassis frames for the automotive industry
The customer needed to increase the capacity by 50%
Brownfield, no greenfield construction
Ensure a 50% increase in production in a brownfield environment
Involving managers in these changes
Selecting the ideal layout variant
Developing Value Stream Analyses (VSA)
Developing Value Stream Design (VSD)
Develop layout variants
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.
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
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
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
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 %
Client: international company, Tier 1 supplier, manufacturer of rubber hoses for the automotive industry
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
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
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
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
Client: international company, Tier 2 supplier - manufacturer and supplier of mechanical plastic components and systems for the automotive industry
Missing people on projects in quality department
Not transparent approach
No response or late response to customers
Not closed PPAPs
Reducing escalation levels
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
Quality of parts improvement (visual and dimensional)
New drawings with better tolerances
Quality Assurance Support
Client: The world's leading premium brand for polymer-based innovations and systems in the automotive sector.
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.
Implementation of internal nonconformities management process.
Installation and implementation of the group SW tool for NC process management.
Users training and supporting.
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.
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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