Each project is based on the 3 phases

  • Develop
  • Improve
  • Implement
for the entire value chain from supplier to customer

Case A: Development Strategy / Organization

Supplier “A” is a recognized supplier and development partner for standard connectors in the automotive industry

Due to market changes the demand of customer “B” for new connector (e.g.: Datacon, high voltage, …)

Supplier “A” has only limited knowledge of the requirement profile for this type of connector, but finds the product portfolio – especially in view of the changed market outlook – interesting and would like to serve this market segment in the future and expand his development and production competence.

Develop

• Creation of an infrastructure and know-how
to handle such requests in the future, e.g.
with the help of a "SWOT" - analysis of the
knowledge base in the company as well as
the potential analysis of the employees
• Deriving the measures to be taken into a
strategic development plan for product and
employee development
• Develop market analysis with cost/benefit
• Requirements Management

Improve

• Knowhow is available, but specific
knowledge is missing. (
e.g. arc effect, EMV, ...)
• Improve / extend the analysis and
testing possibilities and thus
expand the knowledge base
• Access to external committees, ...

Implement

Based on methodically conducted analyses:
• Implementation of the skills
• Develop/improve customer contact, manufacturing expertise and/or supplier competence
• By analyzing the potential of employees, it can be evaluated whether the know-how is available internally, can be developed or has to be purchased externally
Possibly to Consult a reorganization of existing structures

Case B: Production

A plastic injection molding company with a “heterogeneous” product / tool structure has introduced KPI’s in the past. An important Key figure for the company was the „TOR-Turn Over Rate” (inventory turnover rate). The company is organized “functionally” and the logistics department in cooperation with the work preparation department was able to increase the “TOR” value and thus reduce tied capital. (The higher the “TOR” value, the lower the storage costs).

Unfortunately, this positive development did not have an impact on the operating result. There were higher unproductive times, the repair costs of the tools and the scrap/reject rate of the production increased.

In order to achieve a higher TOR, the tool change sequence was increased and manufacturing produces only according to the numbers of incoming orders. As a result, the maintenance department was in backlog with the maintenance, the spare parts were not available in sufficient quantities and the tools were only “poorly” serviced. In addition, for tools with a higher number of cavities – to proceed the order – mold cavities were closed and produced with low efficiency.

The higher workload for the operators for more tool changes and the inadequate maintenance then led to a higher reject rate. In further processing (assembly) a similar picture emerged. This led to permanent delivery backlogs and the associated extra costs for production and logistics.

Develop

• "A; B; C" Establish criteria for complex and less complex tools/assembly processes, develop systematic for spare parts stocking
• Carry out analyses of incoming orders in the past and preview for "optimal batch size determination
• "A;B;C" Develop value criteria for stock parts
• Analysis of the machinery, Kanban systems for further processing as well as raw materials, and much more
• Analysis of employee qualifications

Improve

• Develop an understanding of the different functions among each other
• Analysis the key figures and development an understanding for the cross-divisional effects
• Creation of "technical prerequisites "tool / machine / setter" for a problem-free tool change and trouble-free production and much more
• Increase training opportunities for the employees

Implement

• Creation of infrastructure in logistics, AV, production and maintenance
• Introduction of KPIs for better recognition of the costs / benefits in warehouse and production
• Creation of a "pilot production" and measurement of the results
• Training of employees in toolmaking, production and work preparation / logistics
• Transferring the results from pilot production to the entire production