Image credit: by Eduardo Hofmann

Change Management II

Everything we do is related to the changes happening around us

To overcome management challenges, I established standardized processes for equipment development and team training, promoting efficiency. Embracing Agile methodologies has enabled iterative problem-solving and proactive customer engagement, reducing reliance on ad hoc solutions. Digitalization has improved information retention and collaboration among teams, enhancing effectiveness of processes. The implementation of Jira bolstered Agile practices, fostering collaboration and efficiency, contributing to project success.

Another challenge I’ve faced in my career when I started a new management position was having a team with more experience and company tenure than me. In addition, I often received complaints about the team’s behavior, which was characterized by “ego”. Every engineer had their own way of working on a project, and the solution was often to buy something new instead of addressing the root cause of the problem. Some team members excelled in facilities and installation needs, while other engineers preferred post-installation work such as product configuring and testing but struggled to have a well-defined project at the beginning.

Part of the problem was resolved naturally over time knowing the processes and learning the specifications of this new factory, but also mediating and establishing a standard process. Team training and follow-up were also crucial to the success of the project. Once we established this agreement, it became easy to identify the problems.

For instance, when introducing a new machine, we defined the process flow from identifying the need, through the selection and justification process, to approval. Once approved, we defined the entire process of equipment development, qualification, installation, requalification, training, ramp-up, and handover to production and maintenance department.

From that moment on, I have started the digitalization journey. In the past, we used Word, Excel and PowerPoint for everything, but this led us to issues with information retention. A lot of information was locked in emails and local folders, although a shared folder was available but not really used much. To resolve this, I set up an MS SharePoint with a full project setup to keep all the information in a single instance.

By establishing a standard process and digitizing our information, we are able to improve communication, collaboration and efficiency within the team and with our internal customers. This approach has helped us identify and address problems more effectively, resulting in a more successful and productive team.

This process, which we refer to as our “Bible,” has been in place for years and has been instrumental in solving problems and guiding newcomers.

HOW THIS HAS BEEN WORKING

Although all this transformation has brought incredible results, I wanted more. In 2015 I discovered Agile and saw the answer to many of the problems we faced before and could be solved in an even better way. I started to move away from the ‘waterfall’ concept that held us back and move towards the Agile concept of delivery and continuous improvement.

In the traditional way, when we receive a customer request for a new feature from R&D or anyone else, we go to market with a technical specification. The supplier studies it and comes back with a budget to develop it. We add this cost to the project bid calculation and wait, without the opportunity to discuss with the client or learn more about the resource and be able to offer a more appropriate development. If we win the tender, we begin the purchasing process as soon as possible and hope that it will work as planned and be included in the product. I’ve seen cases where equipment was purchased and never used.

When working with agile thinking, we first try to implement the feature with the tools we have. At this stage, we can identify the first problems and lessons learned. We then set up an environment for prototyping and pre-testing. At this moment, the sales department can start discussing with the customer. This helps all parties involved. With each iteration we improve the feature and the manufacturing process. With digitalization, we can check the history of use of the new resource in other projects, the results and implement it in new projects with even better results.

Around 2016, aiming to support the Agile methodology, I introduced Jira from Atlassian to the Engineering team to assist in project management. I then presented the solution to the maintenance team where Jira was implemented for ServiceDesk, helping to manage machine maintenance and service support requests from the entire factory. Jira has become the standard tool for maintenance register and the communication tool between production and maintenance departments, from request to issue resolution.

Agile has been the methodology of the engineering team since 2016 and the Maintenance team since 2018. The implementation was so successful that the entire local factory started using Jira ServiceDesk: Quality, Safety, NPI, Communication and Facilities departments.

Some projects implemented with Agile methodology: Belgium Passport and Sweden Passport.

Eduardo Luis Hofmann
Head of Engineering and Maintenance

I drive innovation through digital transformation, automation, and data-driven decision-making.

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