Case Study
Driving Quality Improvement and Cost Reduction in the Woodworking Industry
An Interim Global Head of Quality implemented sensitive change management practices and raised awareness of quality responsibility and risk management in large-scale projects for a German surface finishing company. As a result, the company saw a significant reduction in error costs across multiple sites that produce machinery, equipment, and systems for various industries.
The Client
Boyden‘s client is a century-old company with around 450 employees globally. They are the leading manufacturer of equipment and customized solutions in the coatings industry, taking a pioneering role in developing and implementing solutions for various industries. The company has subsidiaries in Europe, North America, and Asia, and over 80% of their business comes from exports.
The Challenge
As the Interim Head of Quality for three locations - two in Europe and one in Germany - the manager was responsible for various tasks, including:
- change management to promote a mindset of quality responsibility
- preventive QM/QA
- coaching the quality manager
- retaining the quality certificate 9001:2015 for the German sites
The manager also led several quality projects, such as:
- analyzing defect costs
- digitalizing error analysis and complaint processing
- analyzing electrical machine safety processes
- redefining supplier management
- improving delivery quality at a European location as well as advancing quality planning (QVP) in a large-scale plant project
The manager was responsible for maintaining DIN ISO 9001:2015 certification, achieving project objectives, and reporting to the CEO.
The Solution
During the twelve-month mandate, the Interim Manager addressed various tasks, such as analyzing customer projects to reduce error costs, working with an external specialist to ensure conformity with legal requirements for machine safety, redefining supplier management processes and contracts, improving delivery quality at a European assembly plant, and advancing quality planning for a large-scale plant project. The manager faced challenges such as reduced personnel resources, Covid19-related absences among employees and suppliers, and resistance to change among some managers. The manager also spent considerable time communicating with Eastern European suppliers to ensure delivery quality and dates due to different quality standards.
The Results
Despite the challenges faced, the Interim Manager successfully achieved the following goals:
- Maintained the 9001:2015 certificate at the German sites
- Implemented supplier management processes in the large-scale plant project
- Obtained an up-to-date report on electrical machine safety
- Identified the main causes for reducing defect costs and implemented measures to address them
- Completed quality preplanning (QVP) for the large-scale plant project
- Made progress in setting up the plant
- Handed over the status to the new Quality Director
