For Pollmann, innovation management means systematic planning, implementation and control of ideas. But innovation management at Pollmann not only concerns itself with the implementation of new ideas. For Pollmann, the connection of an idea which is already well known or an idea which is still unknown to a target group is an "applied" innovation.
The management of innovations is part of the company strategy. This includes products, services, manufacturing processes, organizational structures and management processes. The main purpose of product innovations is to better satisfy the needs of the customer. Process innovations are also intended to improve the effectiveness and efficiency of processes.
Quality Management
Pollmann has been implementing quality management practices consistently for many years. This is a crucial factor for the success of all manufactured products. The company was granted ISO 9001 certification in 1998 for the first time and is regularly marked out by its suppliers for the special quality of its services.
Uncompromising zero-fault strategy
The consistent implementation of results from the prototype, pilot phase and tests and trials make for stable and feasible manufacturing processes in every case. Products, sequences and test systems are constantly being developed further and improved by careful analyses.
The PPM average of Pollmann for 2006 is < 20 ppm (customer specification is < 50 ppm).
The following quality tools are used in the process of continuous improvement or Six Sigma:
SIPOC-Model
Projectplan
MSA
Pareto analyses
Process feasibility tests
Ishikawa diagrams
Correlation or regressions analyses
FMEA´s
Experimental design (DoE)
Mind Map´s
Process sequences
SPC
Test- und test setups Quality management
Delivery Performance
The delivery performance includes the total output of the supplier in relation to quality, costs and promptness of delivery. A weekly delivery list is created with the entire customer delivery for Pollmann (approx, 15,000 items / week). During early-morning meetings, the scheduled delivery volumes are compared with the actual deliveries on a daily basis and where there are deviations, the causes are investigated. Pollmann regards deviations as quantities plus or minus one item or, with the delivery date, plus or minus one day. Since Pollmann in many cases delivers carriage free, transport is also the responsibility of the company. In other words, if the carrier for whatever reasons delivers late or too early, the delivery performance of Pollmann also suffers.
