An Evaluation of the Information Flow's Influence on the Internal Processes at Vestas - from a Supply Chain Perspective

Abstract: Purpose: To evaluate and increase the efficiency of the internal processes by clearly visualizing the information flow and present improvement suggestions at Vestas Northern Europe.
Problem definition: To clearly define what information is shared today, identify where the critical interfaces take place and where vital information is lost.
Method: This study takes a hermeneutic‐oriented approach as well as a deductive research policy. The study is best defined as a case study of Vestas NEU. The study is based on qualitative data from the performed interviews. The interviews have been verified for both content and reinterpretation. The theory is based on a wide literature study concerning both what information that is preferable to share as well as what barriers that organizations have to deal with in order to share information more freely. The credibility of the study has been strengthened and reviewed through validation of validity, reliability and objectivity.
The methodological procedure of the study started with a process mapping in order for the authors to be able to identify the critical interfaces. The authors also performed visits and interviews at one construction site and at one production unit to be able to see the holistic view.
Conclusions: Vestas has a functional organizational structure and this influences the amount of information and knowledge that is shared today. A lot of information is lost today between the different handovers that take place during a project. The authors found information that is critical to share but less utilized today:
• Changes in contracts • Project reports • Issues that occur during the project • Lessons Learned • Customer information • Customer trends and new demands • Supplier knowledge • NCR statistics / Quality issues
To be able to share this critical information Vestas NEU needs to take a more process‐oriented approach and promote more information and knowledge sharing. Using a cross‐functional team throughout the whole project where all departments are committed is an approach that enables this. The new advantage is also that the site knowledge is transferred further up in the organization. Feedback can now be straightforwardly transferred both between departments as well as between the different hierarchical levels within the organization.
It is necessary to develop a more structured way to communicate with the different production units in order for Vestas to stay competitive and act as one. To share contract issues, customer knowledge and trends and supplier knowledge can now be improved within the cross‐functional team. Establishing clear defined contact points within each production unit and having face‐to‐face meetings with the cross‐functional team is a good start. This establishment will be backed up by a Project Dialogue Forum together with a newly improved customer survey. This will further lead to cost reduction in production concerning production changes and the production units would now have the knowledge of what the customers really think adds value to them.