Knowledge exists spread across the house, and some of it sits with people who have had many different roles in Aasted and have been with it for a long time. There may be someone in this house who actually knows everything about running exactly that kind of project. And this knowledge is crazy important if we want to consolidate these slightly larger lines that we make and if we want to be sure that we now do it right each and every time and that design knowledge is documented correctly.
Success to me is making a choice that means something to Aasted
The whole idea that it was time to start up this product configuration is something that we have been joking about for several years. But now, we have made a breakthrough that is mentioned in Aasted's strategy description as one of the goals. To me, that is pretty cool.
Right now, Program Management is a purely strategic department, where we are trying to make some slightly bigger decisions and set things in motion, which will hopefully help Aasted in the long run. I come with a very theoretical background; you simply go and look at the different types of companies and different strategies for product development and how to optimize the product program you have today. Success to me is when we make a choice that means something to Aasted. If we can influence something strategically and my team can present it and discuss it with the management. When we make some decisions based on our theory, and they simply tell us, "Okay, that's the way we will move forward now." That's a success to me.
One of my previous colleagues had made an excellent and specific project with our tempering programs about thinking through how it works: What types of screws, bolts and pieces of steel do we use? How do we screw it together? Could we do it smarter? What came out of that project was that we saw that we could use around half of the components we use today and still make the same machines. The effect of this is enormous. This means that we only need to buy half of the parts we usually buy and only use half the storage space - and it would even be more accessible for our service engineers to install these machines. Imagine that we in Program Management try to do that, but on a bigger scale on our combined lines.