“Good project management prevents unpleasant surprises”

Expert Hub: “Mr. Barz, you offer project management as a service. What does this actually mean?”

Klaus Barz: “Before the manufacture of a product can start, there is a considerable amount of planning and preparation work to do. It does not matter whether we are talking about a mobile phone, an electric toothbrush, a camper or a wind turbine – they are all held together by screws. Atlas Copco has been a market leader in tightening technology for decades and offers its entire tightening expertise to potential customers, also in the form of services. Professional tightening technique planning helps industrial companies transfer bolted joints from paper or a CAD file to series production with secure, mature processes and good ergonomics. Our project management services ensure that production starts in the right phase, to schedule and within budget.”

Expert Hub: “Metaphorically speaking, would you say that tightening technique planning and project management are two sides of the same service medal?”

Klaus Barz: “Not necessarily. However, customers who have benefited from our tightening technique planning services are more and more often calling upon us to provide further project management services. In terms of content, the two services build on each other and are complementary. We can offer these two services from a single source, which ensures project continuity and also saves time and resources.”

Expert Hub: “So there is very close cooperation between these two departments?”

Klaus Barz: “Yes, of course, they cooperate just as closely as with the customer. In view of the many overlaps between project management and tightening technique planning, we act as a strategic partner to our client with a view to exploiting all the synergy potentials between these closely related areas. This is what we mean by the holistic implementation of industrial assembly processes throughout all project phases.”

Expert Hub: “What do you mean by project phases and overlaps?”

Klaus Barz: “I am referring to the many points in common between these two areas of consulting, each of which can be divided into five stages. In the case of project management, the five phases which build on each other are the concept phase (phase 1), scheduling and resource planning (phase 2), implementation (phase 3) and handing over and optimization (phase 4) through to project completion (phase 5). In many cases, these tasks and aspects are also relevant for tightening technique planning, and vice versa. Knowledge gained and action taken in connection with one facet of the project stimulates the other facet in each case. This leads to higher efficiency.”

Expert Hub: “Looking at a typical process of this type, how do the Atlas Copco consultants approach their work in the various phases?”

Klaus Barz: “They obtain comprehensive information, prepare themselves for the start of the project and familiarize themselves with the topic concerned in close cooperation with the client. The concept phase itself starts with a kick-off meeting at which the various possible approaches to a solution are developed and documented in accordance with the applicable conditions. The concepts prepared may range from process optimization at an individual station via multiple nutrunner systems and complex tightening systems to the equipment of entire production lines. All the departments concerned assess and optimize the concepts until they are approved by the client. The concept phase is completed by the preparation of an agreed specification and the issue of enquiries to possible suppliers. The project then continues with phase 2 – scheduling and resource planning.

Under Atlas Copco Consulting – Project management our website gives you detailed information [falls nicht, schreiben wir hier in German] on the various product phases and activities. I will therefore just give you a brief introduction:

• The second, especially important product phase is scheduling and resource planning. The first step is to define the work packages, to make a cost and time estimate and to develop cost plans taking into account the budget and relevant milestones. On this basis, structured time schedules and project plans are produced and responsibilities are defined. This stage also includes the agreement of meaningful KPIs and targets to ensure the transparent reporting of project progress.
• Phase 3 consists of the implementation of the concepts developed in accordance with the time schedules and resource plans defined. At the end of this phase, the finished product is ready for production at the newly designed workplace or on the optimized or newly installed production line.
• Phase 4 includes handing over to the operator and preparation for project completion. Production employees and maintenance team members are now trained in work with the new systems and series production can start with the concept that has been implemented. In the course of our support for the start of production, functions and processes are monitored in normal operation and fine tuning is carried out, where necessary. This fine tuning is also scheduled and integrated in change management until the reliable operation of the plant has been ensured.
• The handing over and optimization phase is followed by project completion which represents the implementation of the concepts defined. All the work still to be performed from preceding phases has been completed and the customer receives full project documentation. The project is finally completed with the acceptance of the new facility in accordance with the Civil Code (BGB) and a joint project review.“

Expert Hub: “Thank you for this comprehensive overview. That sounds like a highly structured approach. However, your customers may have other individual emphases or different requirements. Do you need to depart from these clear structures in such cases?”

Klaus Barz: “It may sound old-fashioned but successful project management depends on strict discipline. Our consultants have a flexible guideline for each project phase. This allows a certain leeway and deviations up to a certain point if modifications are needed on the basis of our client’s wishes. However, the basic principle remains unchanged and must be applied consistently until the project is accepted. Our people only leave the project when every single nutrunner is working, the customer is satisfied and all the specifications have been fulfilled.

It is certainly the case that there may be differences between work packages because there is a very wide range of requirements. For example, in the case of tightening, all variants from manual tightening through to robot-assisted multiple-spindle systems are conceivable.”

Expert Hub: “Excuse me for interrupting, but surely that is not a matter for project management?”

Klaus Barz: “on the contrary, it certainly is. This is one of the overlaps which I mentioned. Our consultants work hand-in-hand with planning services. Tightening technique planning and project management are based on the same codes and standards and we present to the customer the possibilities available in accordance with the state of the art in line with economic aspects.

There are major customers who have their own project management team but still call upon us to provide external support. There are also other companies who do not have any resources of their own. Our share in project management therefore varies considerably from project to project.

Expert Hub: “Are differences of opinion or even disputes concerning different opinions not inevitable, especially if a customer already has a project management team?”

Klaus Barz: “I myself have not experienced any real disputes but differing opinions are certainly inevitable. This is why openness and good communication are very important for consulting. After all, our task is to successfully represent the interests of our client in project work. The motto “there is always a better way” taken from our corporate vision at Atlas Copco is the yardstick. We always revisit our own conclusions and assess every step in the project before proceeding to the next one. This applies to tightening systems, codes and standards, legislation, acceptance documents and possible claims. Precisely documented planning and harmonized project management provide better protection against most eventualities and unpleasant surprises.”

Expert Hub: “Could you please tell us more about the unpleasant surprises Mr. Barz? What could they look like?”

Klaus Barz: “There are a number of different scenarios. In some cases, costs may run out of control, having an impact on project economics. However, it is much worse if the safety of a product is impaired and there is a risk of possible claims for damages.

Good project management helps minimize risks. Processes are designed so that deviations from requirements and deficiencies are detected at an early stage or prevented in advance. As our client’s “Watchdog”, we assume responsibility and take action. We are in a position to make statements and provide documentation at all times and keep project costs under control through stringent time, budget and capacity management.

In addition, the links between project management and tightening technique planning are once again evident. These two areas often overlap, and we take these overlaps into consideration. Our consulting employees have a range of qualifications and the skills required for both areas. This means that a project manager can also assume responsibility for tightening technique planning and may even perform the two functions at the same time, depending on the scope of the project.

Expert Hub: “In a case like that, what consultancy services could you offer?”

Klaus Barz: “For example, the project manager would review and monitor the ordering and delivery status of tools. Through supplier management, we are the link between our clients and machinery producers, machine tool builders, as well as competitors and we also coordinate them. For example, if the customer’s requirements call for special sockets, tools or accessories, we also monitor the supply and delivery of these items for our customer. The project management team then forms the interface between everyone concerned. The project manager monitors what we need when and where and issues reminders in the event of deviations from time schedules. Our job is to ensure that everything needed for a project is delivered at the right time in the right quantities and with the right quality. Quotations and orders for the material concerned can also be handled by the client itself.”

Expert Hub: “Does that mean that you need even more comprehensive interdisciplinary cooperation?”

Klaus Barz: “That is correct. Neighboring disciplines and other departments also need to be involved. We carry out work of this type in close cooperation with the overall project management team and provide appropriate coordination.

In view of our project partners’ good experience with us, we are called upon more and more often to act as a general contractor. This means that customers transfer responsibility for the entire project to us and can therefore concentrate on their core activities.”

Expert Hub: “Are your consulting services only available for new production plants or can you help clients modernize existing facilities?

Klaus Barz: “As a strategic partner to the manufacturing industries, we are highly flexible. We can provide potential clients with consulting quotations both for the modification and optimization of existing plants and for the development of entirely new plants. Our services can also include hardware, installation, modification and coordination on site with a view to ensuring safe products, better processes, excellent ergonomics and low cost through short payback periods.”

Expert Hub: “Mr. Barz, thank you for this interview!”