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
Company history
• Danish company
• Founded in 1873
• During the sixties supplier of Luna mixers to Danish hospitals
Cooperation with Arne Jacobsen
• 1961 Arne Jacobsen won competition for National Bank of Denmark
• 1968 The Vola design conceived
TRADITIONEL PRODUCTION Batch and Queue
HV1-16
10921116Roset
16921100Roset
30505189Roset
50201080MS-Plade
40101002Låsekap
10100116Krop HV1
16100100HV1 Krop
poleret
20101001HV1 Krop
loddet
30101001HV1 Krop
50101008MS-Stang
20101005HV/RB tud/lod
50101006MS-Stang
50201087HV/RB tud(Indkøbt)
40101003Katusche
10100216Greb10
16100200Greb10
30101017Greb10
50101003MS-Stang
10100416Hylster luftbl.
16100400Hylster luftbl.
30101010Hylster luftbl.
50101007MS-Stang
40402105Vandbegræn
ser
10953789Tilgangsrør
20101008Tilgangsrør
rå
30202017Muffe
50101088MS-Stang
50101001CU-RØR
20101010Montage sæt
30202017Møtrik
50101009MS-Stang
40505167O-ring
10952089Omløber
10100316Vippegreb
10100616Pind
vippegr.
30101004Omløber
50101004MS-Stang
30101009Nippelrør
50101034MS-RØR
16100300Vippegreb
30101003Vip. drejet
50101003MS-Stang
16100600Pind
vippegr.
30101002Pind vippegr.
50101002MS-Stang
40502030Styropor
40402030Pinolskrue
40600020Vejledning
40101007Luftblander
40402082Plastikpose
40403013O-ring
40502005Kasse
40600032Vedligeholdvejledning
30101007Gevind nippel
PARTLIST LEVEL 0
PARTLIST LEVEL 2
PARTLIST LEVEL 1
PARTLIST LEVEL 3
PARTLIST LEVEL 4
PARTLIST LEVEL 5
PARTLIST LEVEL 6
3500 salesorders
700 P-orders
225 P-orders
180 P-orders
75 P-orders
VOLA SALES
Customers
VOLA DK MUDA
MUDA
Stock
Stock
VOLA SALES
Customers
VOLA DK
Stock
MACHINING
SOLDERING
POLISHING ASSEMBLING
STORRAGE &
SHIPMENT
Time to Market (Continuously focus on flow)
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
Challenges ahead….
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.
• Increasing demand of “non standard” products
• Develop new products faster
• Implementing new products in the “value chain” faster
Challenges ahead….
For more than 10 years VOLA has tried to minimize variance….
Now we have to celebrate it….
The new way of thinking
We only made customized products in the hope that we could sell more standard products
The new way of thinking
Now we want to make it a competitive advantage with focus on margin not just “good service”
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
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
Why QRM?
Low volume High mix
Custimized orders
Examples
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
QRM Road Map
1 4 11 13 7 14
2 3 10 12 6
9
Pre analysis
Analysis MCT
Mile Stone 1
Design FTMS Cells
Mile Stone 2
Implemen-tation Q-ROC QRM Cells
Site visit
Start up Q-ROC
QRM Cells
Mile Stone 3
Change Management
VOLA Training
QRM Module
1
QRM Module
2
VOLA Training
2
QRM Module
3
16 8 5
Training and Education
Project Implementation
Change Management
Analysis
Routings
BOM
MCT
FTMS
Interview Blue collar
Interview white collar
Financial analysis
Sales analysis
Conclusion
Analysis
• Handover of responsibility
DE DK
Sales Pl.
Dept. R&D
S C P A S
T C
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
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
QROC
Target Market Segment: Customer Specific Orders
FTMS
FTMS: “Pick & Pack” Spare parts with no SKU number, but production part number
QRM celle QRM celle QROC
QRM Cell: QRM number Policies Skills Matrix
FTMS FTMS
Q-ROC/QRM Cell: QRM number Policies Skills Matrix
Q-ROC: QRM number Policies Skills Matrix
Solution
FTMS: Customized Products Orders that do not need Engineering Drawings
FTMS: Customer Specific Orders that need new Engineering Drawings
QROC
Target Market Segment: Customer Specific Orders
FTMS
QRM celle QRM celle QROC
QRM Cell: QRM number Policies Skills Matrix
FTMS FTMS
Q-ROC/QRM Cell: QRM number Policies Skills Matrix
FTMS: Customized Products Orders that do not need Engineering Drawings
FTMS: Customer Specific Orders that need new Engineering Drawings
Q-ROC: QRM number Policies Skills Matrix
Solution
FTMS: “Pick & Pack” Spare parts with no SKU number, but production part number
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
Solution
DE DK Sales
Pl. Dept. R&D
S C P A S
T C
QRM
P
T A
S
P
S
R&D
DK
Where are we today
• QRM Cell launched April 2nd, 2013 – Cross training
– Continues improvements
– Development guidelines
and drawings
• Directly communication with sales departments
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
Results
• Work in Process: – Before: An average of 90 open orders – Now: An average of 20 open orders
• MCT:
– Before: Pick & Pack =10 days Customized Products = 18 days – Now : Pick & Pack = 2 days Customized Products = 6 days
• Delivery service: – Before: 98 % – Now: 98 %
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
Eye-opener
Challenges
• New way of thinking • No reference companies • More responsibility
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
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