S & V Automotive

You are listening to the QEnthusiast Podcast Episode 153. Today there is a special kind of Praxisbericht. Hello and welcome to a new podcast episode. And t We will talk about t Lars has changed In the second part of the interview, w And in the t Again, a mix of topics, t But I that's why I'm going to leave the preview now and we're going to go straight to the first part of the interview with Lars, the good ads from the DJ SV Automotive Europe GmbH. Have fun! I'm very happy Florian, I'm not happy that it worked so uncomplicated. Yes, whether it is uncomplicated, we'll see at the end of the talk. But nice that you're definitely there. Tell us a few t I rarely met someone who is so, how do you say, the ones who spray the funds for their own topic, when it comes to quality and your topic, where we are also talking about it. How did that come about and why are we talking to each other? Now we have a lot of questions one side. I try to structure myself and I hope I have everyt My name is Lars Goditz, I am the quality manager for the DJ SV Automotive Company. And in t In my case it is the quality insurance, quality management and the test technology. Okay, very good. What exactly are you doing there, if you don't know the company yet? The company probably doesn't know anyone yet. I had my own problems with it. I became aware of it. The company is, as we are at the site, a different antenna solution for the network solution for the automobile industry, but also for the industry in the future of digitalization or industry 4. 0. And this group is responsible for various infotainment systems for vehicles of all kinds, both LKW and PKW, And also tachometers, really different from electric products that you need in the interior of ve Can you name one vehicle that I could have seen theoretically, by finding something Yes, I can name several. Different ve There are antenna solutions on top of it. We always see three of them. There are three antennas on the roof. Two of them are from our house, but not under our name, as it is always in the automotive sector. And also, otherwise, they are in various transporters, both from KD5, There are also radios in there, or head units, as it is called in English. And that's how it's always The company I work for is already very, very long on the market, but before under another name, it still exists today. But now in the train of change, a lot of life has come into it. And our designation has almost changed from one day to the next. Okay, now you are a enthusiastic quality manager. And exactly because of t Can you briefly talk about our contact? Yes, I have become attentive. Already a w And that's why I became attentive to myself and just listened to what you told me, what impulse you gave me, w Then I always participated in different groups at Xing with questions that you asked in the room, the quality group, and then also with the other listeners, who also reacted to your comments and contributions. There, yes, I participated. And over your last podcast in December 2020, I became attentive to it because you have already talked about the topic of network, the quality, each other again. And also that it is important that you get in contact with the community more and that it is a very, very important topic. Because we as quality, in principle, all have very, very similar problems, but it is very difficult for us as quality to stand up for it. And t And I came to you about t You told two or three t I always say that what we are doing here, what we are building here, that actually is enough for three, four companies, because that's just very, very big. It's just big. That's an incredibly good translation to the first, let'say, question of the day. We have already agreed that we will make three parts from our interview today and today's focus part is about certification. And the certification is basically a mass product that falls out. You have almost a new one every day, because if someone asks you, yes, maybe let him go over the drive, if he says something I got a list and I'll read it out. So what you have currently is the ISO 9001, 2015. Then you have IATF 16949, then you have the ISO 14001, so environmental management, and then it goes on. So many of you would be happy if they would get a hat. And what is just certified is the ISO 45001 and T-Sax. Tell me briefly what it is. I read it more and more often. What does T-Sax do? I can do that. T-Sax is basically a management system from the automotive industry. T-Sax is there, in t And it is basically a system that combines information and data security with prototype protection. And that is currently one of the systems that have received the most dynamics, because somet So I always say, that I don't mean to be so much about how it might sound. In recent years, the innovation of the s Or there is a more light here, a USB connection, but now it is really moving again. New drive systems, network, autonomous driving, the different stages of it, off-stage, assistance systems, how they are combined, software, the automobilists who connect with companies And develop further. And with just nine global players, not only Tesla, but also from the Asian market, there is a movement in the whole, that especially the European automobilists have now discovered the prototype protection and the protection of their information and innovation again. And that is what they ask of us as suppliers. But that is a very good and important t Okay, thanks for the explanation and it goes on, because that was the beginning of the year, only five times. And what you are still striving for that would be in total eight certifications. And now I ask myself, how does a single company get the whole under one hat, under one hat? How does your project management look All in general, I ask myself, how would I get it under one hat? But fun aside, we will do that. We now have three management systems, as you said, and t We have the basic management requirements, we have t In addition, we have the environment management system, w And that was already fully integrated. We luckily designed it as 2019, completely digitalized. And again, I'll say it again, next level digitalization. The old management system was everyt And the company, shortly before I started, introduced a kind of wiki system, where you can connect very, very nice, various doc The wiki system, as explained, is a bit And so you get a very, very nice connection. You can build up a very, very slim but fully integrated management system. The work-protection management system is a good extension, w That'still relatively easy to build up. Energy management, I'm very lucky, that I have a very, very good employee, who has already done t And other management systems These are challenges that the market now offers us, w And they were supported with external help. We got our advice there because the company management is also important for strategic reasons, that not an external management system is built, but that we have internal competencies to develop t Now comes the issue of SA8000. It's about a social management system, w I'm very, very lucky, I really have to say that my business leaders That's a very important topic and I'm very, very happy that a lot of us are already being made out of it. Of course, our customers give certain impulses, what they would But for me it's a great luck that I have a lot of people around me who can support me there and that's exactly the method we're doing it right now. I'm leading my quality department so that I always say that they are the service department for other departments and help them to get better. And we've been doing that for a w It takes a w In t Here quality is very, very often when the manager helps the other person to find the right path through question-and-answer interviews. That's pretty exciting and still very, very challenging for you. It requires a very Yes, I two questions are coming up. The first one is how many hundred people do you have in your company, so that you can get into and get the right to do so? When I say now that in quality management, we are only at two, then the stunt we are doing here is much more interesting. Yes. But we are looking for, we are aware that we are breaking down on capacity limits, and therefore we are looking for a personal handling. I have several positions that I want to implement, and that's just in the selection process. We always have to look at everyt Exactly, tell me that you had the second question. It's exciting. We always call our companies intern as the oldest start-up of the world. The company used to be called Antennatechnik bei Blankenburg, had a 200-year-old existence in 2019, and was bought by the DCSW as a 100% daughter in the middle of 2019. So we have a traditional antenna system builder, who has really, really long already been established on the market, and we had the requirement to have three management systems, and that was good. The customers were satisfied, the management was strategically satisfied, that's all so fit. And if we just continue to be 5-10, maybe 15% in the good year, grow, that would be okay. The DCSW group has a lot of movement, and above all, the necessary money you need to take the next big step. I t You probably know that from the area, to win a big customer there, you have to build a completely new system, for example, with, I don't know, 2, 3, 8 million, 10 million in pre-sufficiency. And we're doing it with 12 million. Well, well-designed. And you will then win an order over that, because you will fulfill And you have to first have to make t And here our company mother is helping us, to get us fit in the aisle tempo. And that's, yes, everyt And that's why we are also very, very well-addedded to ourselves, with our start-up mentality and t We have a very, very good leading circle, w It's a lot of fun. Yes, I t That's right, that's right. In our case, we just said, okay, so many management systems, first consideration, who leads, who follows. There is a very, very important consideration there. And we have now said to ourselves, the very original, the very, very original system is actually the normal quality management system, 9001, combined with IRTF. That's a combination certification for us. That's what we, when you imagine it, in the middle and around the outside, are all the other management systems. There are certain that's also a double certification. The ISO 27001 combines very, very nice with T-Sax. That will also be a double certification. And that's how we build t What have we done? Yes, are the two that you just mentioned, also the one about the Vintal 2? That's right. That's a very exciting topic, but I don't want to tell you so much yet. No, don't worry, we'll get to that later. How did you approach the prioritization? You could also say that the ISO 500001 is, depending on how the ISO 1400 is set, pretty close to it. You could cover many t You still do it as the last one. Do you work on all eight already in parallel and only for what I just explained as a result of certification? Or how did your project plan come about? What are we going to do next? And that will be the last one. The project plan came about in a way that was an important challenge of our customers, that we should introduce a work-protection management system to get a We quickly got involved, and the requirements for T-Sax and the ISO 27000 came a little later, but I have to say that it came about through the VW Partner For Due to the collection of customer ports, especially in the VW Group, there are more and more synergies there, so that the customers combine their requirements. Unfortunately, the lowest standard is accepted, but unfortunately, the In fact, you get used to the Several t We have to adjust to certain rules and really look at them and take responsibility here. My management was there, the whole t We work very, very closely and strongly with different professional schools, To make it a little more clear, we have about 110 employees here at the location, but people from 16 different nations here. For such a small location, in the middle of Thuringia, it is extremely exotic, I would say, we switch here in progress the languages, we say that to the professionals, that you have to get used to it, that t It can also be that we, although we are in a German company here, in progress, a Syrian colleague with a Taiwanese colleague speaks English. You just have to get used to it, you just have to be clear about it. But it's fun. Yes, I t You feel it right that you are preparing it today. If we turn the time a little back and imagine that all certifications would be active in all eights. Yes. You now have a few words that I personally find critical in myself. One is to get used to it, to throw the word into itself. The second, we do it for ranking. How do you still get people, the employees to stay on the bar, that they really say, we see that it makes sense, we do it with that. And how do you prevent the certification only because you want to get the certificate? So how does the value creation look Before the vision. Not only the vision, but also the implementation, I can already tell you. I got it together with my team that we could convey the leading forces w The norms are of course requirements that our customers want. Nevertheless, they are also good impulses and then I will go into part two more because I will take t All other norms that we are currently covering and filling are very, very important. Not just to fill them, but in this case, we will think about it I am very happy that t We are 2017, the company has moved to the current location. We have very, very modern office and production facilities. And it is also made sure that the latest and most modern technology is available here. Accordingly, we already have very, very good basic requirements here and we have to bring them to paper. Basically, the certification is then a confirmation only through an external that checks that we also have these requirements to go outside. We write many that makes it a lot easier for me. Because we have somet We still have a lot of them here. And we want to leave t And my own internal, my social introspection, my drive, that I really say, if you are now in a race, And we are doing everyt The requirements of the market have increased. We cannot object to that. But if we fulfill these t And if the eight systems are around, then the market has certainly thought out a ninth or tenth system, w Look, a few years ago, well, it was several years, many years ago. Were with the ISO 9001. Were already absolutely top. If you had that, that was already, that was already right. And if you see how fast the requirements of the market are increasing from various reasons more and more. The speed is not only taking place with the development, but also with the requirements with norms that secure t Yes, you are certainly one of the, you say, in one of the branches that are right in front of it, what also the, how to say, the trust in such certifications is involved. If I t You have an ISO 22000 or an IFS or BRC, and then that's it. That's just fine. And first, the more slowly the requirements are rising, the more energy intensive the company is. If it's about energy management, because you want to have somet So that's just coming too slowly. And now there are always more and more new norms The company can also implement without the market because it'simply useful for its own company. How will you, after t Or is it already so that certain t We, you can't answer that so in general. We will always have an integrated management system. But we will, so that we can better coordinate it and to make it easier for an auditor and also new employees, is the moment when we have systems that are very, very similar, work- and environmental protection, for example, we have a one-digital management system. Our wiki system, you have to imagine that. We have a table that has three splits. Split one is really the norm, the norm n Split two is the overview of the norm text to find, what do I know, application area or similar. And in the split three, you will find a doc That may not mean that much, that's why the auditor is incredibly difficult to follow. But there you will find the content. We, for example, also started the policy. We have a top side for the policy. And then we have guidelines that are out there. Again, again, for the system. The overview, not because we have them as separate systems or look at them, but because we have found, through interviews, I talk a lot with my team, with the employees who implement t And it was noticed, in the old system, it was always It didn't read through h I t We got rid of it. We work for actually all models with a title, w That has a consultant, I have introduced I have built a template, and there you can always find different basic systems in the regular point of view, connected, connected, connected. And you can always build the t You once broke the text, because it's only point of view. And down there is always a kind of flow chart, some flow scheme, where you can get the people to take pictures, because we are not in the system. And there are people who look at some pattern, and we both have the same the work we do, we work on it, we are happy. And we develop it regularly with the people, we continue to do workshops there. And it's been a lot of fun. You can do it right away, but you don't believe it when you talk to other people, when they talk about their projects. If you have all the certifications done, how many audits will you have? How many different certifications will that be? And w I'll talk briefly about it. Probably we will be able to do somet I t We will be able to do somet Oh, that's possible. Yes, but if you t You only have one internal audit? No, we have an internal audit and an external audit. If we do that again, then we are still at ten audits. We will go there several days. Then we will have customers audits from different reasons. Product audits, process audits, internal, process audits, external, customers. I t Almost in two or three weeks. Because that's just going to be the case. But that'somet And we have t And we also check it and get people there through the system. Do Or we build a helpful system that you don't have to look for? There are a lot of virtual buttons on our website and with t Also t And they have chances and risks and they have to be found. Of course, the auditor wants to show you that. And through our system, they find their main process, they come to their, through the link, they can click there and there. That's the biggest challenge to that'somet For me, the biggest that you develop over HTML or CS5 and develop there and the tell me, what simple t That's the easiest t We have all different large monitors and now we're talking about a laptop. I have a big monitor there. If I had a fixed width, I would have to then I would adapt it to the laptop width. But on my big monitor, I would have a lot of air left. There would be a w And at the moment, we have made it so that the tables work over % w That means, on your phone, if everyt I just asked you because I've already heard from the clients, Florian, I can't do that. How should I do that? The normal quality will probably be frustrated to run to IT and say, I see the half here, because the range is not wide enough. Or he would say, it's the software, I can't do anyt Or you would give it to an external technician who wants money for it. That's why I wanted to ask w Exactly, that's what I, what I also request from my employees and what they also implement. I don't want t It's really t What requirements do they have on the system with w Because we want them to be aware of their responsibility themselves and to really take them on and be able to do so. So we have to make them aware of that. What do you need them to do to execute that? Where do you lack the effort? Yes, you just sit down there, the new media is accessible to everyone. I learned the first basic steps about YouTube. So were very, very flexible and I have the luck again, I really have to say that. Where I started, I found that we had different areas of digitalization where we worked on it. And t And you have a certain impact on that. That is over-executing and you have different expertise with it and it helps to get along to improve yourself on the other hand. And there you are again very, very good at working with multidisciplinary teams. You have an IT administrator with you, someone from the crew, someone who is a SAP key user and it's about cutting different areas. But that is always the biggest challenge for me. Not the processes in the individual area, in the individual department. And that works in the region. I t And you have different departments in the other work area. They have all the information to work with. Are these information full-time? Are they not changed? How do you get there is a huge field. And again, very, very good. The company has thought very, very far ahead. We have certain mistakes that we have to make. For example, old drawings on some work sites. Paper, that had some work at the drawer. That doesn't exist with us. We have the complete production is digitalized. The employees look at the screen. They have two screens there. They are looking for the current work instructions, w Out with the current drawing, there is a lot of fun. If that weren't for that, it would be an almost impossible challenge. It really supports system software. You can really do a lot of that. It offers t And if someone says that the system does not offer, then you buy one of them. There are really many suppliers nowadays. Certain t It is already much more fixed if you want it. Yes, that's right. You don't just have to ask what it costs, but here is the biggest question you want to ask. And that was relatively easy and good to answer. And I am very, very happy that you chose t You could have taken it better and do that, w Now you have a very good introduction to digitalization and everyt How many doc If we go from 3 to 5, so you finished 3, you are already in the middle of 2. How many are there? I have never told you honestly. You can drive without problems with the evaluation, but we have never done that. Yes, I guess you update the years regularly and then you can say, I guess over 205. The nice t We have a free-gain workflow that only shows what is currently and not what has been changed. With the corresponding management, you can see everyt We have doc They are really very, very current. And we will have a few doc The full of the doc It is completely structured. And because we have a lot to say, we split large flow texts, as I said, and make smaller doc How do you prevent that you settle down? If one doc How do you avoid that through the connection? We know our main processes. There are not many. We have six main processes and four support processes. It comes from the IRTF, images out of it and through the connection of individual doc Of course, you can not prevent that you write certain things in one doc How do we have that? Is it possible at the moment that t We always have a release. Someone throws a doc One is a review to content, that is, an content review. That makes a employee from a field depending on who is the process owner there. That is the second person who reads that. After that, there is still the formal review. That can only be employees from the Q area. They look at the norm with the glasses on and say ok, that is the norm. And then we have several people who have the opportunity to see that there are transitions there or that there are changes. Of course, it does not remind that t But for us, it is so regulated. We have the Wickey system. There is always the possibility that everyone can freely put inline comments. Comments in a certain sentence area, text area, word area. And it can be used to indicate the right writing error until it says the same t It is also possible for commentaries. And that is why t And at the moment we are working I said we have a workflow below, who shows it in detail. We also work with so-called processes. There is, for example, a text message audit. There is in it, there are general audits. What are audits? What are there? How are they done? But it is not included in the single audit itself. Below, there is a process map. There you have the different small audits with cute little icons, in nice colors. And there you can look at it. You can see it in the product audit or process audit. And then you come back to a new page, w And there you can find, for example, form letters. Further information. There are also blanked doc You can find all of that down there. The big art is only a right place to connect it. We work on it every day. We get t I would not say that everyt We always then we find doc I said, we have everything in Word doc We just gave everything to the system first, so all doc And we always know if we have worked with it or not. Because we are all on tuttles now. And if there is no tuttles, we have not looked at it in any case. OK. Doc It is certainly a kind of basis that you have to have. One t Let'see what comes out of it. Each of these management systems requires a certain n Strategies and goals. How does your company prevent or how do you prevent in the future? Or how do you connect the different goals? For example, if I let work protection certify. And then I say, I have to keep certain target values there. They make sure that in another area, maybe in his goals is hampered because he can no longer act as he would So how is it prevented that these goals are connected to each other in conflict? That works pretty easy and pretty good. We have introduced a system here that the management circle is matc That means OKR, objective and key results. It's basically about developing a unique strategy how to develop business areas and there flow different t Among other things, KPIs, key factor indicators, n The management assessment is also included in different t And from all of t And these things are not done in the still camera, but each manager team has to pay these n And then it is evaluated whether these things are really That is what drives you is that with some n Because for us it is a very, very good cooperation. That is really one of the biggest keys we have here because we just the department manager has made it to set up a team here that is very, very good harmonized with each other. I have never worked in the leaders And we always find a way together how we do it. At the moment we have of course different n We have once what a customer wants to see and in this case a certain customer wants to see certain n Whether there were such ads, w Then there is in my case a so-called quality overseas meeting. That is a quality meeting of the quality manager of the group of this group and there each of the certain quality n And since t A small solution, usually a wave diagram in certain colors is also quite simple. Where you see certain values trends, where you have a target value or a target range in w They are always in the same places and then step by step will be filled again from department to department. So I also have n And that's why it's a very, very nice to be together and to be clenched of n It sounds good and that's answer I hear not often. So when I talk to people, it's usually so that no one looks after it, that it will be synchronized at some point. I say that's why it's a start-up mentality that our business leaders also ask. We really talk to each other. So there is a bigger company even if we have big goals without problems. You see the leaders Otherwise the doors are open to all leaders You can also talk about mistakes and problems without problems. So that's a very, very decent culture that we care about here and also together. It was rough sometimes, of course. So here, with so much pressure on it and also with so much life that is in it, it doesn't stay out. But you And there also brings together time with each other. And also I go with a colleague that I regularly have who went to Bouldern and climb there. So that really fits the people very, very well together here. It harmonizes very surprisingly well. Yes, wonderful. I t I always look for employees. You can convince them to do it live here. So the link to the contact video is definitely in the video or podcast episode of the episode. And who would Lars, I have one more question for t What would you people who, say, have their love of love with integrated management systems, maybe say three the first and the most important t Because it was always for us that you, especially when you have prepared the auditori And the second t I think as soon as you have more than two or three systems and I would When you use the basic doc In Word, Excel and Explorer, then somewhere in some order, that is for me, I don't know, that is not even tangible, to be honest. If it didn't exist, I would have had a system that would have been used to implement it. Yes, I would have not been so far. I would have found someone who could do that. Okay, do you have a t No. Good people who stand against the whole t How do I find them? Oh, difficult. Very difficult. Or why do I not recognize them? Tell me, tell me, why do you not recognize someone who would I have almost said it, sent questions. We always make very, very unusual presentation conversations. We leave them I am not a fan of these stress questions. How many tiktaks fit into my smart w I do not know in which book that a h But it is totally nonsense. You stress, you work, you do not just get annoyed. How do you find people who say to the employees, what we want to have here, where we want to go with the management system and also what the conversion rate is, where we want to go there and how it is with internationalization and at t Do they want that or are they, what I do not even understand, are they used to that they have a company with a job 9 to 5 and then they do management, that they do not develop further, they do not have to give it, we are the wrong ones for it. And we are very, very open to the people there and I call them to t It is difficult to find, we need generalists and specialists at the same time and that here in the business leader always says we are looking for competencies and no people who have a great title or a great certificate master of somet That is not important to us, we have a colleague who I have actually promoted to a completely different area and because the future forces are talking here together, I even got t And I they rather rush through themselves, caressing one or the other deviations and are frustrated that they really have someone who has experience and much, much faster and with less stress and suffering come to the target. That is important for you. That is right, although you have to be careful. There is a podcast that always talks about the snake oil seller. You have a lot of advice that want to sell somet The management manual from the box always says that it does not work exactly at all. And what we have just looked for a field that is still completely new is there is not yet, That is now massively but there is not yet t Maybe you haven't found it yet. And to find advice there that bring yourself there that you are able to handle. It was a great art. Were lucky that we found it. Because I don't need a consultant that doesn't fit me. That helps me build that up. I don't have an understanding for that. T Very consciously. We also communicated from the beginning that we after we are done with the certification really understand what we are doing there. Why are we doing that? It is much more valuable than someone else. I don't know 10,000, 15,000 management books. There in two or three weeks that fits on my system. And then it goes again. Then I don't know anyt But I can hang that certificate in the wall and should buy a nice picture frame because the certificate is worth so much. Yes, you are right. But that is important for all life decisions. No matter if you are looking for a partner or if you buy a expensive car or if you decide to choose a school education you should always look for it. And above all know what you want. What do you want and who can give you exactly what you need and not what the person wants to sell. Not only with the consultant. That's right. But here too you have to it is a very good approach a very good swing. What has helped me here very well is really not only the commercial strategic decision that she really wants to do. They really decided Mr. Ruditz, I want that. Please put it around and support one there. Not only with phrases something But it is also made available that I can even rent t What also here is very, very helpful because it is a bike that used to be a quality leader for many years, not here at the stand but at other companies. And of course it also has a basic understanding what is required and can also support there. And alone if you do not with the supply chain logistics production have to be annoyed in terms of making it clear what is required, but if you have corresponding support there the supply chain knowledge on w Yes. I could talk to you for an hour with t But that does not matter. We still have two parts for us and I would say we let them be good. You have now definitely got a feeling that it does not have to be done with two management systems but that you can integrate more without having to create a huge team and without having to constantly settle and maybe learn. Write a few thank you Lars, for the first part of the conversation and then we see you again in the second part. I thank you too, had fun. Very nice. So far the first part of the conversation with Lars Kuditz. If you want to know more about www. q-enthusias. de and there you will find episode n There you will find the link on the website of So that was it for today. I thank you very much for listening. Wish you a successful rest of the week and always t Quality needs smart heads.