BMZ launches quality offensive „repair factory“

The benchmark for service is also a big part of the delivery concept. After-sales is just as relevant for companies in the capital goods sector as it is for end consumers in the consumer goods sector. An electric car should not stop, just like the electrically powered truck or tool. But just as the e-bike rider relies on his battery and in case of service, lead times are of utmost relevance.

These topics are prioritized on project lists for the BMZ Group, so solutions are beeing worked out together with the employees and implemented on January 1, 2019. The entire service process was newly aligned to the customer’s requirements – throughput times with on-day-goal was the planning size. This has been achieved through the elimination of downtime, shorter distances between workplaces and lean management, which is based on the product philosophy of the automotive industry. The repair process is integrated into the ERP system, so that the customer has online status information and is informed by e-mail. "By digitizing the repair order in our system, not only the employees can access the process from every workstation, the status quo is also transparently displayed to the customer," says Max Merget, Team Leader Backoffice & Logistics, who’s also responsible for the Business Development at Central Service.

Success factor shop floor management

The employee is in the focus of the processes, so inclusion was a key component right from the start. Shop floor management in lean management means that executives and employees meet every day for a 10-minute standing meeting. Standardized processes are discussed, problems are analyzed and eliminated, and improvements are addressed and implemented. Written data means commitment and visualization. All processes and information are recorded on a board and can be easily read by traffic light.

"We have not only created optimized processes, quality has also increased noticeably. But most importantly, employees feel valued and performance and satisfaction are greatly improved. Our executives are coaches and always responsive to improvements and problems. We’ve achieved something unique in the industry – I’m very proud of my departments, "sums up Roman Kinast, CQO (Chief Quality Officer) – BMZ Group.