References
- System Analysis / Organizational Development / Partner Audit
- (AUDI Brussels, AVIS BSC, Porsche Hungaria, Knorr-Bremse VJR, MAM, TÜV SÜD)
- Automotive Consulting, Preparation for Customer Requirements
- (AUDI / VW » TOP50+ Konzernprogram, ABB / Enedis Project, ZF – VW Formel-Q Project, BOSCH-CQI-15)
- Supplier Management / Process Improvement Program
- (BOSCH / Daimler W222 Six Sigma BB Project, Federal Mogul / TRL-AUDI, LEAR-PFMEA)
- IATF 16949 & ISO/TS 16949 Basics, Core Tools, and Auditor Training
- (Becromal Iceland, LEAR Corp. & MAGNA /OMNEX Certified Trainers – US|EU)
- ISO 14001 & ISO 28001 Consulting
- (Evosoft Hungary Kft./SIEMENS SW Partner, Alpine Manufacturing)
- ISO 13485 & IVDR, MDSAP Consulting
- (3DHISTECH Kft., ASK-M Kft. stb.)
- Development of Measurement Techniques in Manufacturing
- (Coca-Cola HBC, Sanofi – CHINOIN, SK-Battery Manufacturing)
- Energy Audit, ISO 50001 System Development
- (Melecs Kft., Hungarian Strategic Gas Corporation, Alpine Manufacturing)
- E-learning Training and Training Material Development
- (TDK – EPCOS: 5S, Basic-Q-Tools, Core-tools, Folyamatelemzés, stb.)
Auditing of Partner Network
In the operations of Porsche Hungaria, the protection of information and data holds paramount importance alongside internal IT infrastructure and the elimination of potential threats. This vigilance is required not only within its internal network but also across its nationwide partner network comprising nearly 80 affiliate companies. For supervision and timely identification of threats, Porsche has partnered with Q-SOLUTIONS Ltd., engaging their consultants as external advisory partners.
Our responsibilities include the regular IT security and data management review within both the partner network and internal processes. Regular and periodic reporting of these reviews plays a crucial role in preparing the company’s and partner network’s planned investments and decisions related to IT infrastructure.
For the reviews, requirements are based not only on the VW factory checklists but also on ISO 27001 and TISAX standards. Additionally, the reviews include the legality of data management practices (including personal data), its handling, storage, and usage.
The review process starts with the partners filling out a short checklist prior to the on-site inspection, covering their hardware and software inventories and declarations of essential documents. Following this, we verify on-site that the stated information aligns with the requirements approved by the factory and Porsche IT, using partially self-developed questions. After the on-site or remote audits, an audit report is issued, signed by both the audited party and the auditor. We compile these reports to support the IT development of PoHu and its network.
AUDI Brussels - "e-tron Q4 Production Readiness Project
The goal of the project is to establish safe conditions for the production of the AUDI e-tron Q4 in Brussels, ensuring minimal environmental impact, optimal resource utilization, and adherence to stringent quality requirements. The significance of the project is highlighted by the fact that, before the introduction of this new project, the Brussels plant exclusively manufactured the AUDI e-tron Q8, which is expected to be phased out and relocated to the USA. Therefore, the project played a critical role in the factory’s job retention program.One of the key tasks was supporting and implementing the sequential production model, as well as improving the management of incoming logistics shipments. These improvements led to the freeing up of space, cost savings, and reduction of losses, while also achieving energy savings through related digitalization and infrastructural investments.
During the project, by participating in the developments and devising innovative solutions, we were able to contribute to the implementation of the Brussels plant’s “CO₂ Neutral” strategy.
Logistics Process Optimization
The aim of our project was to transform the logistics organizational structure and communication processes to improve internal operational efficiency and increase customer satisfaction. First, we conducted a detailed analysis of the existing organizational structure and communication channels, identifying major problem areas and development opportunities. Based on the collected data, we restructured the teams to better align with dynamic market demands and created cross-functional working groups to enhance collaboration.
To improve communication processes, we introduced a central communication platform that enables fast and transparent information flow throughout the organization. Additionally, we developed a detailed communication protocol that includes quick handling of inquiries and regulation of internal communication. During the project, we paid special attention to training programs aimed at enhancing employees’ communication skills and performance in teamwork.
As a result of the project, the number of communication disruptions significantly decreased, collaboration between teams improved, and the company was able to respond to demands more quickly. This made internal workflows more efficient, directly contributing to the overall performance and market competitiveness of the organization.
Competence Development Project
Following a customer escalation, we worked with a TIER 1 company on a project within the scope of executive and management consulting and development. The main goal of the project was to develop management knowledge and competencies, provide leadership coaching, effectively manage change, meet customer expectations, and optimize leadership operating models.
At the beginning of the project, we conducted a detailed analysis of the company’s current practices and operating model. Based on this data, we developed several working groups and development programs, which included workshops aimed at enhancing management skills, interactive training sessions, and individual leadership coaching sessions.
To support the change management process, we introduced specific strategies and techniques for handling changes, which helped the organization respond quickly and effectively to customer expectations. In terms of corporate governance methodologies, we made recommendations for improving decision-making processes and internal communication, thereby increasing transparency and collaboration.
At the conclusion of the project, we conducted a comprehensive evaluation to assess the impact of the implemented changes and improvements in quality management and production models. The results were positive: leaders managed changes more effectively, management competencies improved, and the overall efficiency of the company’s operations increased.
This project not only brought benefits to the specific company but also strengthened its position in the market as a reliable partner capable of solving complex leadership and management challenges.
CNC area, production optimisation
Our company provided support in optimizing the manufacturing process at one of the sites of a medical device company. The expectation was to increase the efficiency of current production and ensure on-time deliveries. Within the framework of the project, we conducted a GAP analysis to identify potential areas for improvement. Subsequently, we assessed changeover times and created spaghetti diagrams. We transformed the CNC programming required for machining technology, previously done on the controller, into an external process, namely CAM programming. With this development, we were able to reduce changeover times by 45%. External process units were established, meaning the upcoming parts to be manufactured were pre-determined and categorized into priority 1 and priority 2.
As part of the manufacturing optimization, a new, structured layout was designed and, following management approval, implemented in reality. This allowed for more efficient planning of human resources and machine pairing.
Logistics System Optimization
At the Audi Brussels plant, we implemented a complex logistics development project aimed at complying with internal KQS regulations and improving processes from a quality management perspective. During the project, we first reviewed and precisely documented all existing logistics processes, identifying the highest risk factors and development opportunities.
Based on this, we developed a detailed improvement plan that included the restructuring of critical processes, tightening of quality assurance procedures, and the introduction of performance measurement systems in accordance with KQS standards. We implemented a new IT-supported tracking system that provides real-time transparency of processes and enhances the efficiency of quality control.
As part of the project, we placed significant emphasis on staff training, during which employees received detailed information about KQS regulations and quality management techniques. The aim of the training was to increase quality awareness and encourage active participation of the staff in the continuous improvement of processes.
The results were positive: after the project was completed, we noticed a significant improvement in the efficiency and quality of the logistics processes, meeting internal KQS standards and improving the overall performance of the plant. This was confirmed by the 93% result of the final data.
Organizational Development
At a medical technology company, we executed a comprehensive organizational structure development project aimed at effectively managing the company’s growing market demands. At the start of the project, we prepared a detailed study that analyzed all major organizational units, assessing resource distribution, communication channels, and decision-making mechanisms.
Based on the study’s results, we developed an improvement plan focused on enhancing organizational efficiency. The plan included redefining key positions, creating a new organizational structure to clarify boundaries between teams, and implementing measures to improve internal communication processes. We introduced a centralized data management system that provides employees with easy access to necessary information, facilitating faster and more accurate decision-making.
As part of the project, we paid special attention to leadership and employee training. These training sessions aimed to help understand the new organizational structure, enhance team efficiency, and develop conflict resolution skills.
As a result of the implemented improvements, the company was able to significantly enhance the efficiency of its internal operational processes, thereby increasing overall performance and market competitiveness. The new structure enabled the company to respond more flexibly to market changes and improve customer satisfaction.