The document provides an overview of the Quality and Process Excellence (QPEX) organization at Vestas, including introductions and descriptions of the roles and responsibilities for several teams:
1. The Site Quality team is responsible for site audits, corrective actions, and improving wind turbine quality.
2. The Production Quality team oversees quality for turbine components manufactured in different locations.
3. The Quality Awareness & Assurance team handles management system audits and certification.
4. The Continuous Improvement team uses Lean Six Sigma to identify and implement quality improvement projects.
5. The Business Solution team supports SAP applications and provides SAP awareness training.
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When Icon Water made the decision to transition to a new Oracle EAM system, they seized the opportunity to revolutionize their entire approach to Asset Management. They began a journey starting from behind the curve to now joining Water Industry leaders in digital transformation.
At the start of their Asset Management overhaul, no asset strategy existed for Icon Water’s assets. They relied on very knowledgeable personnel executing maintenance activities built up from experience. Execution crews were accountable for planned and reactive work and justification for maintenance was not documented or linked to the asset’s function. Asset Criticality Analysis had not been completed and the existing EAM system had reached end of life. Rather than work through this long list of improvement opportunities one by one, Icon Water adopted a “Big Bang” approach to Reliability and Work Management improvement—a major overhaul of roles, accountabilities, business processes, and systems.
This story shares how Reliability Centred Maintenance principles have shaped the establishment of Asset Management foundations. A significant part of the step change was an upgrade to the paperless Oracle Works Asset Management System (WAM), however, rather than simply implementing a new planning, scheduling and execution tool to deliver the same maintenance, Icon Water developed new asset strategies for all 700,000 assets using an Asset Strategy Management (ASM) process. The ASM system accelerated EAM system implementation by packaging and loading of all corrective work orders into WAM.
As a result, significant cultural change has evolved through clear ownership and structure of the new base asset strategies. Currently, Icon Water has full visibility of asset reliability strategies and a process for optimizing those strategies and risks moving forward. Future strategy updates can happen efficiently and dynamically across the entire-asset base. Their new approach to Asset Strategy Management drives continuous improvement and supports a sustainable company-wide culture of reliability.
Je kunt niet verbeteren wat je niet ziet. Door gebruik te maken van Overall Equipment Effectiveness (OEE) wordt inzichtelijk gemaakt welke machine- en procesgerelateerde verliezen binnen uw organisatie moeten worden teruggedrongen. Maar een OEE-implementatie blijkt vaak geen eenvoudige opdracht!
OEE verdeelt de prestaties van een productie-eenheid in drie afzonderlijke, maar meetbare componenten: tijd, snelheid en kwaliteit. Elk onderdeel verwijst naar specifieke aspecten van het proces waarop verbetering kan worden gericht. Resultaten verbeter je echter niet door het in kaart brengen van OEE , maar ook actief te beheren.
In dit webinar heeft Gert Boeckmans aandacht voor de ergernissen die opduiken tijdens een OEE-implementatie. Hij deelt eerlijke en vlot toepasbare inzichten, waarmee u van uw volgende OEE-traject een instant succes zult maken.
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Essential Statistical Methods for Process & Product OptimizationSafetyChain Software
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Asset-intensive organisations continue to significantly invest in resources, processes, and systems to meet asset performance and cost expectations of customers. Yet, meeting this expectation successfully over time remains a challenge for many organisations. It's easy to fall into a cycle of reactive maintenance, use suboptimal, outdated, or inconsistent asset strategies which produce subpar results.
When Icon Water made the decision to transition to a new Oracle EAM system, they seized the opportunity to revolutionize their entire approach to Asset Management. They began a journey starting from behind the curve to now joining Water Industry leaders in digital transformation.
At the start of their Asset Management overhaul, no asset strategy existed for Icon Water’s assets. They relied on very knowledgeable personnel executing maintenance activities built up from experience. Execution crews were accountable for planned and reactive work and justification for maintenance was not documented or linked to the asset’s function. Asset Criticality Analysis had not been completed and the existing EAM system had reached end of life. Rather than work through this long list of improvement opportunities one by one, Icon Water adopted a “Big Bang” approach to Reliability and Work Management improvement—a major overhaul of roles, accountabilities, business processes, and systems.
This story shares how Reliability Centred Maintenance principles have shaped the establishment of Asset Management foundations. A significant part of the step change was an upgrade to the paperless Oracle Works Asset Management System (WAM), however, rather than simply implementing a new planning, scheduling and execution tool to deliver the same maintenance, Icon Water developed new asset strategies for all 700,000 assets using an Asset Strategy Management (ASM) process. The ASM system accelerated EAM system implementation by packaging and loading of all corrective work orders into WAM.
As a result, significant cultural change has evolved through clear ownership and structure of the new base asset strategies. Currently, Icon Water has full visibility of asset reliability strategies and a process for optimizing those strategies and risks moving forward. Future strategy updates can happen efficiently and dynamically across the entire-asset base. Their new approach to Asset Strategy Management drives continuous improvement and supports a sustainable company-wide culture of reliability.
Je kunt niet verbeteren wat je niet ziet. Door gebruik te maken van Overall Equipment Effectiveness (OEE) wordt inzichtelijk gemaakt welke machine- en procesgerelateerde verliezen binnen uw organisatie moeten worden teruggedrongen. Maar een OEE-implementatie blijkt vaak geen eenvoudige opdracht!
OEE verdeelt de prestaties van een productie-eenheid in drie afzonderlijke, maar meetbare componenten: tijd, snelheid en kwaliteit. Elk onderdeel verwijst naar specifieke aspecten van het proces waarop verbetering kan worden gericht. Resultaten verbeter je echter niet door het in kaart brengen van OEE , maar ook actief te beheren.
In dit webinar heeft Gert Boeckmans aandacht voor de ergernissen die opduiken tijdens een OEE-implementatie. Hij deelt eerlijke en vlot toepasbare inzichten, waarmee u van uw volgende OEE-traject een instant succes zult maken.
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This presentation provides a view on proactive performance management activities throughout SDLC phases, 360 degree focus areas of successful performance analysis, industry view of performance maturity model & success secrets for organizations to setup an effective performance testing & engineering COE.
Using experienced QA resources improves workflow and efficiency, enabling a company to be more competitive in the market. Charter Global has a strong technical understanding of the resources needed to maintain an effective QA organization.
About Indium Software - Software Testing Service Offering Indium Software
Established in 1999, Indium Software is a global Independent Software Testing Service Provider with multi-domain focus, fostered by IP-led innovation. The core of Indium’s objective to servicing our global customers can be explained with this simple line: “We’re small enough to care, large enough to deliver.” Indium has offices in California, New Jersey & Georgia, USA; Kuala Lumpur, Malaysia and Global Delivery Centers in Chennai & Bengaluru, India. We are a preferred testing vendor for enterprise and ISV customers ranging from fortune 100 to 5000 companies in the US, Canada, India, Malaysia, Singapore, Middle East, UK, Netherlands and Turkey. Irrespective of the size of the testing project, we always have only an A-team handling the customer. This is what gives credence to our motto ‘We’re Small Enough to Care, Large Enough to Deliver.’
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Measure Customer and Business Feedback to Drive ImprovementTechWell
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ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
Top Business Benefits of Application Lifecycle Management (ALM)Imaginet
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2. Site Quality Improvement
President
Peter Zhou
Quality &
Process Excellence
TBD
NCR
Product Quality Quality Awareness
& Assurance
Performance
Process Excellence
Quality
Business Solution
Quality & PEX Organization Chart
5. Name of presentation5 Vestas China SBU – Site quality team introduction :5
Voice of Customer :
Cost of Energy
Business Case Certainty
Easy to Work with
• Define site quality standards
Input > Output >
• Train external & internal supplier &
customer
• Site related awareness &
preventive action
• Auditing = define defects onsite
• Improve & follow up on corrective action’s
• Understand quality
• Drive down cost of poor quality
• Better performance
• Higher wind turbine quality
• Better service
Role & ResponsibilityRole & ResponsibilityRole & Responsibility
6. Name of presentation6
1.Approach = Site Quality check list > Turbine / Office & Documents / Tool & Spare parts / Storage area
2.Evaluate & Analyze = Site Audit Score list
3.Improve & Share = Supply corrective action list to end owner – follow up till case is closed .
Lesson learn .
Main Quality Tools
10. Name of presentation10
• Coordinate with External Certification Body
On ISO 9001:2008, ISO 14001:2004, and
OHSAS 18001:2007 audits
• Plan, Lead and Execute Internal
Management System Audit Annually
• Drive the On-time Closure of Non-
Conformity
• Provide Training on Management System
Knowledge
Role & Responsibility
11. Name of presentation11
• Develop and Implement the Supplier Qualification & Evaluation Process
• Perform Supplier Audit to Support Line Functions
• Fulfill the Requirement of National Standards By Working with R&D & PBU
• Coordinate Customer Audit and Drive the Closure of Audit Findings
• Handle Customer Complaint Incident
Main Quality Tools
13. Name of presentation13
Lean Six Sigma Methodology
Identify Potential Improvement Projects
LSS Green Belt Training
Projects Execution follow DMAIC
Projects Completed and Sustained
Define
定义 Measure
测量
Analyze
分析
Improve
改进
Control
控制
Role & Responsibility
14. Name of presentation14
Define
定义 Measure
测量
Analyze
分析
Improve
改进
Control
控制
Supporting on Critical Improvement Projects
Take Lead and Team Work with Cross-Function Department
Root Cause Identify and Solution Generate
Pilot and Implement
Standardize and Sustain (KPI / PPI Monitoring)
WH Cal i . Tool s by i t em
0
100
200
300
400
500
600
0. 0%
5. 0%
10. 0%
15. 0%
20. 0%
25. 0%
30. 0%
35. 0%
Qt y Percent age
Qty 497 416 280 206 108 87 53 31 20
Percentage 29.3% 24. 5% 16.5% 12.1% 6.4% 5.1% 3.1% 1.8% 1.2%
Torque
Wrench
Pressure
Gauge
Servi ce Box
Hydraul i c
Wrench
Torque
Mul ti pl i er
Transducer
Torque
Tester
Hi gh
Vol tage
test
Torque
Wrench
Scal ess
Local Cal i . By I t ems
0
20
40
60
80
100
120
140
0. 0%
5. 0%
10. 0%
15. 0%
20. 0%
25. 0%
Qt y Per cent age
Qt y 127 81 67 61 39 42 31 30 29 27 9 1 1
Percent age 23. 3% 14. 9% 12. 3% 11. 2% 7. 2% 7. 7% 5. 7% 5. 5% 5. 3% 5. 0% 1. 7% 0. 2% 0. 2%
MULTI ME
TER
FLUKE
DI AL
I NDI CAT
OR
VOLTAGE
TESTER
Level
CURRENT
PROBE
LEM
LASERBO
Y I I
I R-
THERMOM
ETER
CURRENT
CLAMP
FLUKE
CLAMP
METER
FLUKE
TOOL
FOR TC
TRANFER
CURRENT
PROBE
POWER
METER
KI T
SURFACE
PROBE
FLUKE
Main Quality Tools
16. Name of presentation16
SAP holds the broadest functionality
scope and depth and is more likely to
meet our business requirements
without modifications.
SAP is also the most integrated system
and will therefore create more
transparency across business functions
– which is exactly what Vestas was
looking for.
Service
Product
Development
Supply
Chain
Project
Develop
People
Finance
Sales
Customer
Main Tools - SAP
17. Name of presentation17
SAP Application
Support or IT
END USER
In SAP:
Business Solution
Team
Support messageCall or Email
SAP Support Service - Role & Responsibility
19. Copyright Notice
The documents are created by Vestas Wind Systems A/S and contain copyrighted material, trademarks, and other proprietary information. All rights reserved. No part of the documents may be reproduced or copied in any form or by any
means - such as graphic, electronic, or mechanical, including photocopying, taping, or information storage and retrieval systems without the prior written permission of Vestas Wind Systems A/S. The use of these documents by you, or
anyone else authorized by you, is prohibited unless specifically permitted by Vestas Wind Systems A/S. You may not alter or remove any trademark, copyright or other notice from the documents. The documents are provided “as is” and
Vestas Wind Systems A/S shall not have any responsibility or liability whatsoever for the results of use of the documents by you.
Thank you for your attention
Editor's Notes
Mandatory
Source: Inspired by: Solution Manager for Super Users E-Learning