Cooperation in different customer projects on the subject of value stream analysis and localization of improvement potential in production processes

Optimization of processes within Field Services Management with lean and digitalization approaches

Cooperation in different customer projects on the subject of value stream analysis and localization of improvement potential in production processes

1- Utilization PRINCE2- Project-Model to describe all the needed activities for the „Move In“ and „Ram-Up“ Phase 2- Utilization Lean CTQ and KANO to describe the factory acceptance test Result: structured realisation the „Move In and Ramp up“ Phase from Handling Tool

* Lean Spaghetti to describe all the motion steps between the defined Process * Analysing and Checking differents solution by using a PDCA Project * Result: Finding the root causes and discuss improving measure with the plant manager

* Training CI Team-Members (25 Team Members) * Training Topics: * Lean Basics * How to recognize and reduce wasted activities inside of the office departments. A lean approach * Lean- Wasted and „value add“ activities * Just in Time, 5S * Prepare and doing Workshop * Root Causes Analysis * The Voice of customer = KANO, CTQ, * Walk through the Process = SIPOC, RACI

* Approach/Tasks * SIPOC (Supplier, Input, Process, Output, Customer) analysis of processes in all company departments to localise potential areas of optimisation. The best solution was to introduce a CRM software solution, in order to automate the majority of processes. * The following project phases were implemented: * Assembling a core project team * Assembling a group of promoters * Training the promoter group * Analysing the current situation * Identifying new processes using the CRM software * Identifying necessary adjustments to the CRM system * Documenting new processes to introduce a quality management process * Training all users * We were able to ensure the same corporate performance with approx. 10% fewer personnel.

* Approach/Tasks * Online distribution should be established as an option (additional sales channel) to be able tosell insurance products with lower personnel expenses * Creating a prioritisation matrix to assess the suitability of insurance products for an online saleschannel; documenting the impact of the changeover on success of the products included in thisprioritisation matrix * Defining and establishing projects and employees needed to implement the individual measures * Implementing “priority 1” measures as a template for the organisation * The following products were moved to the online environment: Life insurance, investment, health, and vehicle insurance, as well as various products for company pension plans Show less

* Approach/TasksWe were able to evaluate a variety of projects with different future impacts using a Hoshin-Kanri assessment. Drafting an internet platform to sell “new vehicles” online proved a key project.In detail: * Hoshin-Kanri analysis and assessment of results * Assembling a team of designer companies, SAAB marketing, and SAAB sales * Summary of content for the internet platform completed by the team * Assembling a web developer team to implement the concepts * Commissioning of the platform Show less

* The problemSales and distribution was not able to assess and utilise the buying potential of existing customers. Information on contracts concluded worldwide for the different products and deliveries was not available.This meant that sales of newly introduced products or improvements to existing products concentrated only on existing stakeholders, and that new leads could only be generated through cold calling. Attempting to sell new products or improvements caused confusion among the customer base, since the new products were frequently not compatible with existing customer products.Approach/TasksAfter a few Kaizen workshops, we determined that the optimal solution option for the problem was to collect all customer orders and inquiries from interested parties in a centralised system.In detail: * Assembling a team to hold a Kaizen workshop * Collecting different solution options and determining their effect on the problem * Tender documents for introducing a CRM system with data warehouse Show less

* The problem, continued:... convert the company from a department-oriented to a process-oriented organisation. Often, the different departments involved in a customer process did not communicate with one another. This frequently led to an uncoordinated process on the construction site. In many cases, customers had to call different departments to clarify construction site issues.When the company received customer complaints, the legal department incurred high personnel expenses reconstructing the order handling process.Approach/Tasks * Assembling a team to hold a Kaizen workshop * Process description from the customer viewpoint; establishment of roles, responsibilities, and relevant process information * Establishment of roles/expediters in the company as central contact persons for the construction site project manager * Preparation of a specification and related tender documents to introduce a CRM system Show less

* Approach/Tasks * In coordination with manufacturing and production planning, we defined rules for calculating * production expenses depending on the steel construction and material properties. * The calculation rules were archived in order to track the effects of new technological developments. * The calculation rules (formulas) were saved in a software programme used for offer calculations.

* Approach/TasksIn a Kaizen workshop with department managers and general management, we assessed various solution alternatives and defined different projects that helped solve the problem. The following projects / measures were implemented during a period of approx. four months: * Analysis and documentation of company processes, incl. establishing measures to reduce overheads between the departments participating in the process; coordination with departmentmanagers involved * Preparation of tender documents to introduce a PPS system * Selection of a PPS provider in collaboration with department managers and general management Show less

* Approach/Tasks * The product should fulfil the following goals: * Shorten order processing time * Create informational transparency and consistency within order processing * Prevent redundant information collection * Develop suitable means to control order statuses * Create an MIS for corporate management * The company decided to commission an external project manager with these tasks. * After multiple meetings with management and executives, the company decided to work with me. * Implement the project in coordination with management and executives.

Battery Production: increase production throughput by identifying the most important limiting factor (according to the theory of constraint) For all productions steps:1- Using Lean improvement KATA to localize all the limiting Obstacle2- Analysis and improve the Technical availability of processes, operations (according to VDI 3423)3- Analysis and improve Missing and/or incorrect work instructions for the processes and operations4- Analysis and improve Quality specifications that cannot be met (tolerances) 5- Analysis and improve Missing and/or incorrect MSA for existing measurement systems. Show less

* Problem Solving KATA - * How can the productivity of employees in production be improved by 10% * How can the lead time of the different products be reduced by 10% * Potential for reducing Change Over times * Localising “low-hanging fruit” in terms of savings potential in Production and in SCM and creating a road map to exploit this potential so as to quickly achieve lasting results. As a result of the strained financial situation, a small budget is available in a narrow time frame

* assembly product families * Customer requirements (customer demand rate) analysis per product family * Value stream analysis (actual) * Optimization of the value stream (value stream design) * Plan for the implementation of coordinated improvement measures

* Approach/Tasks * 1. Introduction of variation configuration for rates, similar rates combined into one rate; differences in services reflected using variations * 2. Rules for using a specific rate were saved in a matrix * In detail * 1. Assembling a team from the various professional departments * 2. creating a table to summarise all existing rates * 3. Combining rates into variations * 4. Introducing standard software with a product variation configurator to manage rates

* Analysis of the value adding transformation time for the production of orthopaedic shoes in the production areas of gluing, moulding, punching, grinding, storage. * Localisation of "non-value adding activities" in the analysed value added time for selected articles or article groups in the production areas of gluing, moulding, punching, grinding, storage. Coordination of the results with production and management. * Evaluation of possible improvement activities to eliminate and/or minimise the localised "non-value-added activities". Coordination of the results with production and management. * Support in the implementation (Improvement KATA) of the improvement measure with the greatest impact on the transformation time in alignment with production. Show less

* Interview with appropriate staff and managers * Lea SIPOC top down Analysis of services, value-added processes and management processes. Process -Lead time calculation * Documentation of the optimized results

* Approach/Tasks * Along with our team (garian gmbH): * Collecting professional requirements for select areas in collaboration with the professional departments, as the basis for a call for tenders * Identifying assessment criteria as the basis for evaluating ERP and MES providers; coordinating * assessment criteria with department managers from relevant professional departments * Selecting 3 suitable providers so that the department managers could complete a detailed * assessment of relevant ERP and MES functions * Preparation of demo data in collaboration with the departments and ERP / MES providers as * the basis for a presentation, in order to assess providers * Holding assessment meetings with department managers and the various providers, as well as * completing contract and price negotiations with relevant providers * Summarising results for management as a basis for decision-making; presenting and assessing * results alongside management * Preparing contract documents to award the order to the selected provider

* Increase productivity (number of pieces per machine hour) of medical wound disinfection sets production by 5% with the same staff. Localisation of the main obstacles with the use of Problem Solving KATA. * Creating a roadmap to remove the root causes of productivity improvement and to introduce TARGET objectives in collaboration with the production department. * Introduction of SAP data collection to calculate OEE per machine. Establish TARGET objectives for the different workstations and visualise the main deviations. * Introduction of data collection protocols to evaluate changeover times. Localisation of the root causes of problems with the help of SMED. * Process analysis using SIPOC and RACI to evaluate the number of employees in the non-productive factory areas as well as in factory administration. Show less

* Consolidation of maintenance and facility management areas of 2 differents business units * Training of the units concerned in the procedure * Recording and documentation of all processes in accordance with Lean SIPOC and Lean RACI for maintenance and facility management of both business units (approx. 45 employees) * Evaluation of the effort in hours for the individual processes. Evaluation of the SAP service expenses * Discuss and coordinate consolidation alternatives including measures and roadmap with the company owner Show less