Cases Danfoss Climate Segment
“With the CBI concept, we started a journey where we work systematically and continuously to identify potentials and implement improvements. To date, we have completed no less than 183 Quality Improvement Projects (QIP) in seven different countries. The improvement projects are carried out by the employees and the results are impressive.
We have automated time-consuming manual work and streamlined the administrative work processes by more than 4 percent annually and today we work smarter than ever before. The employees use their resources, knowledge, and enormous dedication much better, and this creates value for the entire organization and not least for our partnerships with customers.
New Future Formula is easy to work with. They listen to our input, are open-minded, experienced and dedicated. They come with good energy and they know what it takes to achieve continuous improvement projects. Niels Gørup Christiansen and his team are self-driven, adaptable and very professional. They live up to the CBI concept and get things done hands on. We needed an external partner to kick-start the process at our end. Both in relation to knowledge and resources. New Future Formula has lived up to our expectations, and it would not be wrong to say that we have gotten more out of it than they promised us.”
Niels Behrensen, CFO, Danfoss Climate Solutions
If you want to know more, read "Danfoss Climate Solutions increases administrative efficiency". See attached
If you want to know more, read ”CBI creates cultural changes in Danfoss Heat Exchangers”. See attached
“We identified and mapped over 60 improvement potentials at the first CBI workshop. After thorough reflection, the employees voted on which potentials should be acted upon. This resulted in 18 Quality Improvement Projects (QIPs), which the individual employees were responsible for implementing in the first of several 100-day CBI waves. The organization was already busy, and I was worried whether the employees could hijack the work with the continuous improvements. Fortunately, my concerns were put to shame, as the structured format of regular Friday meetings, review after day 40 and formal completion of the individual QIP on day 100 quickly showed results. The employees embraced the concept and worked motivated, committed, and took ownership because they experienced that their efforts and desire to make a change gave meaning and value across all levels of the organisation.”
Supply Chain Consultant, Morten Thordal, Danfoss Heat Exchangers
”The employees today understand better than ever before that their work is part of a larger process and that we are obligated to each other. They know that initiatives are valued and that by taking responsibility and ensuring progress we make a difference to their colleagues and customers.”
Head of Customer Service, Mette Baltzer
”The CBI concept solved both our here and now challenges and has kick-started a culture change. This is not least due to the fact that Niels is dedicated, experienced and knows the concept to his fingertips. He is a good communicator, takes hands on action and is not afraid to hold his ground and challenge us. The CBI format makes a difference and has moved our employees and the organization. The burning platform is a thing of the past, and Niels and the CBI concept have a great merit in that.”
Janni Nina Jepsen, Head of Operations Europe, Danfoss Heat Exchangers.
