Qualificiency
Increase in “qualificiency” – improved results through better quality
Anticipatory startup management/advanced quality management
- Gateway system running parallel to development processes
- Gate reviews incl. Pre-startup Gate Readiness Audits
- Program Management Audit Tool (PAT)
- Advanced Run&Rate Audit
Operational quality management in the factory
- Manufacturing Quality Basics (MQB), fundamental improvements in quality
- Quality circle organisation “Let‘s solve our own problems!”
- “End-of-line quality control”
- Programmes to minimise production rejects
Professional management of customer complaints
- Long-term problem-solving – Effective PDCA (plan, do, check, act) management
- Qup! – the problem-solving method
- Regression optimisation
- Professional crisis management
Improving supplier quality
- Implementation of complete supplier quality assurance systems
- Supplier rating and auditing
- Strategic supplier development
- Task force deployment
Advanced Development
Quickly and efficiently to a ready-for-market product state
Development organization
- Resource and capacity management
- Project Management Office/PMO
- Performance agreements for points of intersection
- Ensure employee qualification
Development processes
- Standardization of product development process
- Management for degrees of product maturity
- Gateway tracking
- Change management
- Escalation process for limit violations
- Launch management / Run@Rate
Development cost management
- Project cost calculation
- Tracking of development cost
- Project controlling/reporting
- Determine development KPIs to increase performance
Development strategy
- Development roadmap
- Shared resources approach for cross-management
- Value stream analysis/value engin. VA/VE
- Product portfolio engineering
- Define development strategies
- Strategic goals
- Key figures & measures
Lean for the future
Lean manufacturing tools for improving quality, flexibility and efficiency
Defining and deploying KPIs in the company
- Vision -> Strategy -> Objectives -> KPIs
- Defining Key Performance Indicators (KPIs) – tailored specifically to the customer
- Monthly performance metrics management with analysis and follow-up measures
Lean-Tools
- Ideas management – harnessing the brains of the workforce
- Introduction of kanban – the key to short throughput times (TPT) and low WIP
- Reduced setup times – a prerequisite for flexibility and small batch sizes
- Training programmes – how to become a “learning company”
TPM – how to develop a robust production environment
- The 6 pillars of Total Productive Maintenance
- 5-S as the catalyst
- Determining OEE (Overall Equipment Effectiveness) and what to do about it
Organisation of production
- Mastering complexity through modularisation and standardisation
- Continuous production flow through lean factory layouts
- Eliminating disturbance factors by analysing and controlling the planning process
- From Lean to Industry 4.0
Factory construction in CEE
Relocation of production to Russia or other Central or Eastern European countries
Many small and medium-sized companies (SMEs) would like to move into new fields of business in Central and Eastern Europe (CEE) in pursuit of their:
- own expansion plans,
- customer demand.
These companies often lack sufficient knowledge of:
- The benefits and drawbacks of the individual regions
- Local investment incentives
- The country’s less familiar business practices and customs
- Local laws and regulations
There may also in some cases also be doubts about criminality and corruption in the country
- Cooperation with reliable local partners
- Correct behaviour, use of legal certainty
Kleinmann & Consultants can offer a suitable solution:
- Business development from the initial business concept through to ramp-up
- Turnkey solution with direct involvement of the subsequent management team