A German company for energy storage solutions was in the process of scaling up after the start-up phase. In the next step, it wanted to leave the project business in research and funding projects behind and gradually position itself for large-scale projects on an industrial scale. To achieve this, it was necessary to demonstrate maturity at industry level in quality management. The interim manager was tasked with expanding the rudimentary existing quality management system and setting up the corresponding processes.
Analysis: Establishment of a complete quality organization identified as necessary
The client's target customers are large energy companies. These companies expect quality requirements to be met at least at industry level. As the interim manager discovered, the start-up was still a long way from achieving this in terms of personnel and technology. The rudimentary quality management system based on the ISO 9001:2015 standard was significantly deficient and not anchored in the company. It quickly became clear to the interim manager that a complete quality organization needed to be set up that would support the fulfillment of quality requirements along the value chain in terms of processes and ensure quality.
QM development coincides with a phase of strong growth
One of the particular challenges of the mandate was that the development of quality management coincided with a phase of high demands. On the one hand, there were already delivery obligations to strategic customers. The series production that was being set up and the qualification of a suitable supplier pool had to be taken into account. On the other hand, there was a tight roadmap for product developments, which quality management naturally also had to cover.
Concept developed for quality management with twelve full-time positions
Once the objectives had been agreed, the interim manager developed a concept for setting up the quality management teams. He drew up job descriptions and budgets for a total of twelve full-time positions. He was also heavily involved in the selection of applicants and the induction of the new employees. One of the particular challenges of the mandate was to drive forward the development of quality management and the teams at the same time. The interim manager therefore hired three freelance quality managers during the 15-month team-building process.
Sub-projects for QM capabilities with industry maturity level set up
After an analysis phase lasting several weeks, the interim manager agreed with the management to establish QM capabilities with industry maturity level in the following areas:
- Quality Advance Planning in Development
- Supplier Quality in Supply Chain Management (SCM)
- Quality Assurance/Quality Control (QA/QC) in Operations
- Customer Projects in the realization of customer projects
In addition, it was agreed that the interim manager would introduce high-performance computer-aided quality (CAQ) software in terms of personnel, processes and methods.
Quality assurance for operational activities during scaling
Together with the service providers and the team that was being set up, the interim manager implemented the most important milestones for the required quality system at industry level over the next few months.
- In close cooperation with the development department, the interim manager introduced advanced quality planning methods and successively implemented the "Advanced Product Quality Planning (APQP)" method in six strategic development projects.
- The start-up's supply chains and supply chain management were not previously tailored to the needs of industrial customers. In order to scale up the material supply, the interim manager initiated the qualification of new suppliers and accelerated the conclusion of quality assurance agreements. He also implemented a complaints process in 8D reporting style in order to safeguard the scale-up against stress from the supply chain.
- In the operations area, the interim manager introduced a product and production process approval process (PPAP) in coordination with process engineering, production planning, work preparation, production and logistics. In collaboration with the steadily growing new QA/QC team, he defined, documented and qualified the relevant business processes.
- In the project execution process (PEP), the interim manager worked with the team to develop routines to ensure the quality of component acceptance at suppliers and during installation and commissioning on the construction site (Quality in Customer Projects, QiCP).
Market study and provider selection for computer-aided quality software (CAQ)
In the fifth sub-project, "CAQ system introduction", the interim manager evaluated suitable providers in a market study. The company opted for the high-performance software that the interim manager and his team had recommended. The implementation took place a few months later, organized into module clusters for "Supplier Quality & SCM", "Product Innovation Process", "Operations" and - downstream - "Project Execution".
Industry-level QM maturity level achieved within two years
Two years after the start, the interim manager was able to successfully complete the mandate. The company has an efficient quality management organization and meets all requirements for QM maturity at industry level. The interim manager was able to hand over the "state of the art" project to the new Head of Quality.
Funding approval received for 50 percent of the quality team's personnel costs
At the time of the mandate, it was possible to take advantage of funding from national and international donors for the development of quality management. The interim manager and his team played a key role in presenting the new quality management system as worthy of funding. As a result, the EU and the Federal Republic of Germany will cover slightly more than 50 percent of the personnel costs for quality management for a funding period until 2030.
