Falcon Invoice Discounting: The best investment platform in india for investors
Sirris manufacturing day 2013 Vola - Peder Nygaard & Allan Voldby Hoegfeldt
1.
2. Agenda
• Company history
• The Lean journey
• Why QRM and Examples
• QRM Organization and Analysis
• Solution and Implementation
• Results and KPI Structure
• Eye-opener and Challenges
• The Future
3. Company history
• Danish company
• Founded in 1873
• During the sixties supplier
of Luna mixers to Danish
hospitals
4. Cooperation with Arne Jacobsen
• 1961
Arne Jacobsen won
competition for National
Bank of Denmark
• 1968
The Vola design
conceived
10. Time to Market (Continuously focus on flow)
Customers
Customers
VOLA SALES
Stock
MUDA
MUDA
VOLA DK
Stock
POLISHING
ASSEMBLING
STORRAGE
&
SHIPMENT
SOLDERING
MACHINING
VOLA SALES
VOLA DK
Stock
11. Results
• The lead time went from
around 30 days to 3 days
on 95% of all products
• The delivery service went
from 60% to 95%
• 44% of all orders are
delivered within 1 day
13. Goals 2015
Increase projects sales in order to reach
50% daily business – 50 % project sales in 2015
We have a goal, to increase sales in order to develop our business.
We need new business.
We have to win new orders from new customer groups.
And we need to create the sales ourselves and not be dependent on the
wholesalers who have their own private labels and are working actively against
us.
We have to get new business by offering VOLA products within new product
categories – that do not cannibalize our existing products.
14. Challenges ahead….
• Increasing demand of “non standard” products
• Develop new products faster
• Implementing new products in the “value chain”
faster
15. The new way of thinking
For more than 10 years VOLA has tried to
minimize variance….
Now we have to celebrate it….
16. The new way of thinking
We only made customized products in the
hope that we could sell more standard
products
Now we want to make it a competitive
advantage with focus on margin
not just “good service”
17. Agenda
• Company history
• The Lean journey
• Why QRM and Examples
• QRM Organization and Analysis
• Solution and Implementation
• Results and KPI Structure
• Eye-opener and Challenges
• The Future
18. Why the QRM paradigm?
• Intuition from 2005 / trip to the Netherlands in 2010
• Commitment from top-management in 2012
QRM Vision/Mission:
• Celebrating variants, by transforming it to a competitive advantage
21. Agenda
• Company history
• The Lean journey
• Why QRM and Examples
• QRM Organization and Analysis
• Solution and Implementation
• Results and KPI Structure
• Eye-opener and Challenges
• The Future
25. Analysis
• High factory MCT
– 10 and 20 days
• Rigid system
• Handover responsibility
• Long and complicated Value Stream
• All knowledge was allocated to few persons
• 33 % of all orders could be picked directly at raw part inventory
26. Agenda
• Company history
• The Lean journey
• Why QRM and Examples
• QRM Organization and Analysis
• Solution and Implementation
• Results and KPI Structure
• Eye-opener and Challenges
• The Future
27. Solution
Target Market Segment: Customer Specific Orders
FTMS:
FTMS
FTMS:
FTMS:
“Pick & Pack”
Spare parts with
no SKU number,
but production part
number
Customized
Products
Orders that do not
need Engineering
Drawings
Customer Specific
Orders that need
new Engineering
Drawings
QRM Cell:
QRM celle
QRM number
Policies
Skills Matrix
FTMS
QRM celle
QROC
Q-ROC/QRM
Cell:
QRM number
Policies
Skills Matrix
FTMS
Q-ROC:
QROC
QRM number
Policies
Skills Matrix
28. Solution
Target Market Segment: Customer Specific Orders
FTMS:
FTMS
FTMS:
FTMS:
“Pick & Pack”
Spare parts with
no SKU number,
but production part
number
Customized
Products
Orders that do not
need Engineering
Drawings
Customer Specific
Orders that need
new Engineering
Drawings
QRM Cell:
QRM celle
QRM number
Policies
Skills Matrix
FTMS
QRM celle
QROC
Q-ROC/QRM
Cell:
QRM number
Policies
Skills Matrix
FTMS
Q-ROC:
QROC
QRM number
Policies
Skills Matrix
29. Solution & Implementation
• FTMS: ”Pick & Pack” and ”Customized Products”
– Pick & Pack: New order procedure in current ERP system
• Implemented in 8 countries
– Customized products: Office work, minor R&D tasks and production
handled in QRM / QROC cell
• New QRM-team
– Cross training (8 in 1)
– Direct communication with sales departments
• Drawing templates to avoid R&D
• New information board and KPI structure
31. Where are we today
• QRM Cell launched
April 2nd, 2013
– Cross training
– Continues improvements
– Development guidelines
and drawings
• Directly communication
with sales departments
32. Agenda
• Company history
• The Lean journey
• Why QRM and Examples
• QRM Organization and Analysis
• Solution and Implementation
• Results and KPI Structure
• Eye-opener and Challenges
• The Future
33. Results
• Work in Process:
– Before:
– Now:
An average of 90 open orders
An average of 20 open orders
• MCT:
– Before:
– Now :
Pick & Pack =10 days
Pick & Pack = 2 days
• Delivery service:
– Before:
– Now:
98 %
98 %
Customized Products = 18 days
Customized Products = 6 days
34. Agenda
• Company history
• The Lean journey
• Why QRM and Examples
• QRM Organization and Analysis
• Solution and Implementation
• Results and KPI Structure
• Eye-opener and Challenges
• The Future
37. Agenda
• Company history
• The Lean journey
• Why QRM and Examples
• QRM Organization and Analysis
• Solution and Implementation
• Results and KPI Structure
• Eye-opener and Challenges
• The Future
38. The Future
• Pilot project identifying the ”VOLA-way”
• Excisting QRM cell should be expanded and more
self-propelled
• When the concept is performing, it should be used as a
selling parameter