We chose QCD Systems because it was a comprehensive, on-going system not a short term one. It also offers a whole of company approach; one which is driven both from the top down and from the bottom up…
Chris van der Hor, NZ Marine ITO
General Manager
The implementation of the QCDSM system has seen Jucy By Design transform its business. We have seen a marked increase in productivity and decrease in defects which has ultimately resulted in a better product for a cheaper price. The buy in from our staff has been key and the daily Green Room meetings have given them the opportunity to make suggestions and also deal with any issues there and then rather than days or weeks down the track. The transformation has been great to see…
Dan Alpe, Jucy by Design
Chief Executive
The benefits of the training, embraced company-wide by everyone from me to the newest apprentice have been widespread. Not only has it helped us weather the current financial crisis and improved our Gross Profit, it has also bought our staff closer together, enhanced teamwork and helped us improve all of our internal processes…
Grant Senior, Formula Cruisers
General Manager
When I first joined Alsco Christchurch I saw congestion and flow was difficult and slow. CM has given the team many of the insights and tools to use to make flow easier, so I am not the only one with the knowledge. Now all team members have a good feeling of what can be achieved if the process flows. It is great to see how many team members have taken improvement seriously and have made work easier and safer…
Aaron McConnochie, Alsco NZ
Production Manager
WORLDWIDE EXPERIENCE:
We have worked with over 250 companies and facilities on the 5 Continents – see flags at the top of the Newsletters in that section.
USA
Kraft Foods 74 facilities: Richard Allan Medical Industries, Selig Sealing Products,Farley, Slathers,Chock Full o’ Nuts Coffee, Martin Brower L.L.CUSA, (Canada, Costa Rica, Puerto Rica, Guatemala, Panama) Schultz and Burch Biscuit Company, Amway Corporation, Perry’s Ice Cream, Power Bar, Western Rope. 28 Nabisco companies, USA.
Puerto Rico, Central America: Panama, Guatemala, and Costa Rica, Mexico, Brazil, Venezuela, Belgium, Peru, Colombia,El Salvador, Argentina, Canada.
New Zealand
NZ Marine ITO, Alsco NZ, Juicy by Design, Formula Cruisers, Black Pearl Fiberglass, Stabicraft, Ballance Agri-Nutruents – (4 Manufacturing Facilities, 47 Distribution Centres.) QFX – Quality Foods, Southland, Aquatic, Aero Marine, Brin Wilson Boat Builders, Composites International, Compotec, Cresta Composites, Fiberglass Innovations, Fi-Glass Boats, Glass Relate, Hamilton Jet, Invercargill Brewery, Reflex Products, Institute of Golf.
Australia: Access Group Australia,
Mexico: Fuller Beauty Cosmetics, MexicoCity.
REFERENCES
Peter J. Paola, President &CEO, +64(0)274743357, info@qcdsm.com
Willem J Botha, Director Training and Development, willem@qcdsm.com
RECOMMENDATIONS
The following selection of recommendations received are excerpts from their original letters and are available for distribution. This represents a small number received.
Oscar Mayer (Kraft Foods, USA)
“BRC institute for export to UK gave us an A after we explained the QCDSM process developed by Peter Paola and Willem Botha of QCD Systems. The Green Room meetings and the Detailed Process Sheets convinced the auditors that our processes were under control.”
Kraft Foods, Mexico City
“We implemented the program in the three Mexico City plants and at our plant in Monterrey Mexico. Less than six months later, I received a call from our Chief Food Safety Officer, who wanted to know: “what the Hell did you do in Mexico?” I asked if I was in trouble. Her response was that upper management had not seen such a plant turn around in so short a time in all of their careers.”
Formula Cruisers, NZ
“Peter and Willem were able to explain the systems behind the process. On our last build we were able to save on labour costs 28% ($300,000)”
NZ: QCD Systems’ 3 day Try Z Lean seminar is 90% compliant with CMI Unit Standards in New Zealand.
Ballance Agri-Nutrients
#1: “We engaged a company called QCD Systems to implement their QCDSM System (Quality, Cost, Delivery, Safety and Morale) to apply Lean principles into the whole company.This was achieved late 2013 from 2010. The National Certificate in competitive Manufacturing was our goal for our people and QCDSM was the ideal tool to achieve this. The system was implemented in to the 4 major manufacutirng facilities, viz. Mt. Maunganui Head Office and Factory, Kapuni, Whangarei, Awarua (Invercargill.)
TO: Chris Van Der Hor, NZ Marine
FROM: PETER J. PAOLA, WILLEM J. BOTHA
SUBJECT: Brinn Wilson
INTRODUCTION
QCD Systems Inc began work with Brinn Wilson in May 2009 after four of their people attended the Try Z Seminar in April 2009.
Bruce, the Production Manager, is responsible for the day to work on the many boats they are refurbishing and QCD Systems approached this situation by introducing a measurement tool using a white board. The purpose was to indicate on this board a two-week look ahead job process so that all the information that Bruce was managing individually could now be downloaded onto the board for all to see.
This enabled everyone during the Green Room meetings to know what has to be done each day and what needed to be done in the coming two weeks. It was always understood that circumstances would alter job allocations. The real value of the daily Green Room was realized to be the opportunity of not only knowing what those changes were but of giving their input as to what needed to be done.
A few instances where this added value were that each person did not need to find Bruce when they had either completed their task or could not continue for some reason, but could go to the board, put with a red, green or yellow magnet on the job and look at the board for the next job to continue with. The Red indicated a problem, the Yellow that it will be continued when possible and the Green that it had been completed. Here is a picture of the board with a magnetic
strip containing the name of every boat builder.
Another innovation brought over from Formula Cruisers was the use of job charts which showed each job that was being done – the number, the projected time etc. and how each person, once they had finished working on a particular job, would enter their name and the time it took for that job whether it was completed or not. This gave Bruce and especially Nick Saull the opportunity of knowing the status of every job during the day and facilitated the raising invoices. It reduced the time to raise invoices to less than 30 minutes from some hours.
The effect on the boat builders was clear. They were basically in control of the work they did each day. They had input as to what needed to be done next. Bruce did not have to keep all that information to himself. Here are some pictures of the job charts. The first chart is tracking each completed job to also show if it was completed on time or went over time. None of this information was
available to the people in a visual format.
Virtually a year later Brinn Wilson tendered for the refurbishing of the teak deck of a Yacht and won the contract even though they were not the cheapest. This was reported in Boating New Zealand magazine and it was stated that it was the QCDSM process that they were using that was one of the main reasons why the overseas owners chose Brinn Wilson. Another factor was that copies of all the charts could be sent to the owners with the spreadsheets to keep them up to date on the progress. Here are some pictures showing them using QCDSM for the replacing of the Yacht’s deck with Teak and other charts.
The Yacht in the shed.
The use of the Job charts as before. The last chart is what the Builders fill in whenever it they complete a task or have to move to another.
Again, we are not pleased with their response to the Unit Standard completion. When we began with Brinn Wilson they were not very busy and, in fact, were downsizing. Towards the middle of 2010, however, business picked up rather rapidly and although the attribute their ability to cope with this up-tick, they still did not fully get involved with the completion of the unit standards.
Further support is required to assist them to further refine the QCDSM process thereby enabling them to have the necessary evidence to complete the unit standard requirements.
FURTHER COMMENTS FROM SOME OF OUR CLIENTS
Formula Cruisers: “ The company implemented QCDSM, a production system that has decreased our manufacturing time on the last build by 28%. This is a significant amount and equates to $270,000 of labour, and on a $2million dollar build, this is a life line in the current economical climate.”
Brinn Wilson: “The first improvement that came to hand was that it took me 5min to invoice a job that would normally have taken me 2-3 hrs, saving me time and in turn money. This was because the total job was recorded in the Green Room of actual to budgeted hours. The second biggest improvement is that at the beginning of each day we know exactly where we are at on every job, cost wise and progress wise.
The third development I have noticed is that all the internal issues are coming out where as before they were all bottled up and gave an unhappy feeling around the work place. The fourth development centers on the matrix issue charts. These record all the problems/issues that have occurred over the job and the information has been the biggest challenge and still is the biggest challenge.
The best change that we have made is our information white board in the Green Room. This white board tells us what is happening within the company. It has the entire information on it about how to run the company. It is difficult to imagine how we ran the company without this board. All employees, contractors and clients can share the information.
RECOMMENDATIONS:
The following selection of recommendations received are excerpts from their original letters and are available for distribution. Tis represents a small number received.
(Kraft Foods, USA including Oscar Mayer, Louis Rich and Kraft Foods International.)
BRC institute for export to UK gave us (Oscar Mayer) an A after we explained the QCDSM process developed by Peter Paola and Willem Botha of QCD Systems. The Green Room meetings and the Detailed Process Sheets convinced the auditors that our processes were under control.
Kraft Foods, Mexico City
“We implemented the program in the three Mexico City plants and at our plant in Monterrey Mexico. Less than six months later, I received a call from our Chief Food Safety Officer, who wanted to know: “what the Hell did you do in Mexico?” I asked if I was in trouble. Her response was that upper management had not seen such a plant turn around in so short a time in all of their careers.”
Formula Cruisers, NZ
Peter and Willem were able to explain the systems behind the process. On our last build we were able to save on labour costs 28% ($300,000)
NZQA: QCD Systems’ 3 day Try Z Lean seminar is 90% compliant with CMI Unit Standards in New Zealand.
Ballance Agri-Nutrients:
#1: “We engaged a company called QCD Systems to implement their QCDSM System (Quality, Cost, Delivery, Safety and Morale) to apply Lean principles into the whole company.This was achieved late 2013 from 2010. The National Certificate in competitive Manufacturing was our goal for our people and QCDSM was the ideal tool to achieve this. The system was implemented in to the 4 major manufacutirng facilities, viz. Mt. Maunganui Head Office and Factory, Kapuni, Whangarei, Awarua (Invercargill.) \
#2
#3
#4
#5
Paul Adams – Owner/Management
The over all production efficiency of the Company over the last 3 years prior to QCDSM implementation was an average of 58% on a weekly basis. Since the implementation of QCDSM the average has increased to 65% per week which is a net gain of 17%. This can be attributed to the following factors. Every Work Station is measuring it’s efficiency through the visual representation of the performance on the charts in the Green Rooms on a daily basis. Comparing the projected times to the actual times enables them to problem-solve the issues. Each person charts the times they take per job based on the budgeted hours and in this way they are able to manage the outcome.
Ideas and Suggestions are an integral part of the meetings focusing on the work done each day and as a result of the opportunity of influencing the outcomes through their ideas, the morale and the progress has occasioned the 17% improvement.
The statistics for employees involvement with regard to Ideas and Suggestions since inception on July 09, 2009, are as follows:
Total Number 584
Ideas implemented 374
Ideas in Process 190
Ideas Open 20
This has been great for employee moral and changing processes in the way they are working on the shop floor.