New perspectives through Six Sigma

The group Tonfunk Ermsleben sets for a year at the Six Sigma management system and with great success: the first-phase project to cost savings brought in six figures.

Tonfunk has big plans. The EMS provider wants to increase its sales by 2015 to 100 million euros. With 25 percent revenue increase over the previous year, the group has set the ambitious growth target in mind. "We are" on track to Tonfunk-chief Norman gate is secure. Currently, the company invested in an additional 2000-square-foot manufacturing building inusurance and in new automation techniques, surface facilities, and X-ray inspection systems. So despite revenue growth rather than the quality remains on track, working the Tonfunk group since a year now on the integration of Six Sigma management system and this is for a medium-sized EMS provider definitely something special, because what in corporations is normalcy long, had been in the middle class more of a novelty. For many years, renowned customers rely on the quality of Tonfunk group. All processes, from development through production to service, are structured according to international quality assurance standards, according to TS 16949 certified by TUV Rheinland. The Six Sigma program goes further and focuses more on customer needs. That the entire group Tonfunk designed Six Sigma quality management after a year shows already considerable success. For a total of five projects, which were processed in the first phase by July 2011, are the results. And that can be seen: Tonfunk has already realized savings in the six figures.



Since 1 January 2011 is now working a Black Belt in the company to address the issue further. "Six Sigma makes it even processes of which we think we know it to look at from another angle again," says production manager Christian Wamser. Through the work and structure of the team, the support of all staff and stringent approach to developing a huge force for continuous improvement in all business processes.

Already in the first phase of the Six Sigma quality management, numerous processes have been optimized. It ran in the first project meetings not going smoothly. The project expects high profits and strong theoretical background, which spans all areas of manufacturing Tonfunk group provided initially for doubt. Tonfunk staff spoke "of a" queasy feeling. But the surprisingly simple in its application tools of Six Sigma methodologies focus quickly diverted to the actual topic of the project. "This allowed minor incidentals, which had initially caused confusion," to hide, says the CEO.

During the phases of the project succeeded in a Six Sigma project team for both the management and employees understand the metrics to establish. The analysis of these data in the daily shop-floor discussion, which is one of the control measures of the project, provides already for capacity gains and significant cost savings in the spirit of lean thinking. These shop-floor discussions held since their introduction helps to accelerate the flow of information between manufacturing and management. At the same time it also offers a wealth of suggestions for improvement are generated. The aim of the introduction of Six Sigma projects sees Tonfunk claims to not internalize in the permanent and lasting implementation of new projects constantly, but in the mindset and structure of process improvements. "The Six Sigma methodologies can grow a new corporate culture that makes it easier to process" to constantly improve, says Thor - knowing that only a well-qualified and motivated workforce can make all the theory into reality.