The document discusses Danfoss A/S's efforts to enhance energy efficiency in cooling applications through electronic controls and outlines its global product development strategy. It emphasizes the importance of alignment in management processes, ensuring quality, and utilizing effective tools and people to drive productivity. Additionally, it highlights the company's commitment to transparency and consistency in operations across various regions.

1. RTC - SW Director, Danfoss A/S Food Retail
brian.riemer@danfoss.com

2. Our business is saving energy in cooling applications
using electronic controls

3. Definitions
Examples:
Enterprise mgmt. level Monitoring centre
Energy bureau
Monitoring/mgmt of energy, alarms, End-user HQ
operation across sites Danfoss EDS
Site mgmt. level
Mgmt and optimization of site Supermarket
Cold Storage
Portfolio
Restaurant
Application mgmt. level
High End
Mgmt and optimization of application Low End
HVAC Control
Case Control
Pack Control
Glass Door Merchandise Control
Sensor Electronic Expansion
Compressor
valve

4. ADAP-KOOL® solutions
for convenience stores and supermarkets

5. Context
• Global product development
– Denmark (Specification + Validation EU)
– USA (Specification + Validation EU), India (development + qualification)
– China (Commodity development + qualification)
– Team/project sizes from 2 to 65
• Company strategy to be TS16944 compliant by 2015
• Product quality < 100 PPM
• “Mechanical” mind set company
– One Mechanical approach
– One Electronic approach
CO2
• 5+ years experience of outsourcing software

6. Requirement Specification
• MUST HAVE What’s:
– Full transparency of ongoing activities (worldwide)
• To avoid last minute surprises
– Better Estimation / planning of activities
– Link between requirements, test plans, test specifications, test
cases, test result
– All changes are visible
– Automatic builds/tests

7. Approach
• Successful business people have three core
processes:
Strategy Rational
People Team
Operations Concert
And invest in the IT/tools needed to succeed!

8. Mindset
• People
– Ensure you have the right people (attitude and skills)
• Process
– That work using a “similar” process (scrum & v-model)
• Produce
– So that the organisation can be as productive as possible (ensure development)
• IT/tools is the clue that makes it work
– Organisation relevant data must be available for everybody

9. The Leaders Dilemma
• Should your people define the process and select the tools
• Or
• Should the leader commit to a tool, that will lift all people to
the next level (commit and drive)

10. Examples from RTC – WHAT DO I GET COMPARED TO MY RS (PLANNING)
Scope: Ideal horizontal. If not, mismatch between planning
and execution
Above or below
80% on time,
New tool: why are weekends included, why is thie sum not 100%

11. Examples from RTC – WHAT DO I GET COMPARED TO MY RS (EXECUTION)
Live data, KPI’s available in the tool
Support from IBM on issues