http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/RSS.ashxVestasInside PagesSat, 02 May 2009 09:54:39 +0200http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=1http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=1No 1, 2009 Coming face to face with the customer Your voice: This is Vestas as a workplace Lining up for the future V112-3.0 MW: Built on teamwork2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=2http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=2V112-3.0 MW: Big news Vestas’ new turbine, V112-3.0 MW, sets new standards – both for the development process and for the market Side 4 Employee satisfaction: Better – but still room for improvement Participation in this year’s employee satisfaction survey set new records. Page 8 Vestas Excellence: Same course towards a shared goal Søren Laungaard, the man responsible for building up Vestas Excellence, is convinced that there is no shortage of talent and passion at Vestas. Page 24 The wall that disappeared The concept of “transparency” has taken on a whole new meaning at Vestas Control Systems. Here, the physical framework is a significant factor in the work to improve collaboration. Page 30 2 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=3http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=3A strong Vestas Vestas is in better shape today than ever before. The same applies to our turbines, and the new turbine we are presenting today – the V112-3.0 MW model – reinforces our position even further. This is a position we have achieved through the willpower and tenacity that distinguishes all parts of Vestas. In 2008, these qualities were expressed, for example, in the work on our Must-Win Battles: 12 areas in which it was essential for us to improve our business – as quickly as possible. Now, a year on, we can see that we succeeded in moving Vestas a long way forward in many areas. You can read about some of the results in this issue of the magazine. However, the results of our initiatives also demonstrate the scope for improvement that still exists, particularly in the field of improving co-operation on a pan-organisational basis, and sharing our experience. It is about all the people, all the time. This means that our input in 2008 was just the beginning. It is now that the good methods and results must be expanded and made completely natural parts of everyday life for everyone at Vestas, and in all areas of our business. Vestas Excellence, our new department, is sure to play a key role in this work, in collaboration with all the other Vestas departments. Today, we hold a much sought-after leading position, but competition in our industry is tougher than ever before. So we must continue to take the lead in the field of development. In 2009 we will be investing more heavily than ever before in new facilities and technology – and we will be doing this because we believe in the future for the industry and for Vestas as No. 1 in Modern Energy. As you know, “No. 1 in Modern Energy” is also the title of our strategy. At the end of 2008, we wrote the final chapter of The Will to Win, a strategy plan that each and every one of our employees had been working to convert into vastly improved results since its introduction in 2005. But we are not closing the book on the will that lent its name to the initiative. This is something we are to retain – in every department and in all areas of Vestas – and we must continue to do our very best every day. If we succeed in that aim, we are unbeatable. Keep up the good work. Very best regards Ditlev Engel President and CEO VestasInside 32009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=4http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=4NEW COOLING SYST E M The turbine is cooled by the wind rather than by the electrically-driven fans of earlier Vestas models. For customers, this means less internal energy consumption and more energy to the grid. The cooling system is part of what gives the V112-3.0 MW its characteristic shape: attached at the rear of its nacelle is a large fin that serves as an external cooling surface. P ER M A NENT M AG NET G ENERATOR Turbine efficiency is further enhanced – particularly at low wind speeds - by a permanent magnet generator that reduces energy loss in the power system. NEW NAC EL L E DESIG N The slender and modular nacelle design enables the use of standard transport equipment, decreasing the cost of energy and increasing the availability of equipment. N E W POWER CON V E RT E R A new, flexible power conversion system enhances the turbine’s ability to meet grid requirements for reactive power, frequency range, power recovery, etc. The system also provides improved control of speed and torque, which in turn reduces the load on mechanical components in the turbine and enables greater power output at low wind speeds. V112-3.0 MW: Big news 4 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=5http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=5NEW B L A DE DESIG N With a rotor diameter of 112 meters and 54. 6-meter blades, the new turbine can literally pull more power out of the air. STA B L E PA RK O U T P U T As wind power plants operate on par with conventional power plants, it is important for customers to be able to control power plant output at any given time. If necessary, and if external conditions allow it, the V112-3.0 MW can be automatically adjusted to a temporarily higher nominal rating, thus increasing park stability. LOW AUDIB ILIT Y The V112-3.0 MW is optimized to provide high power output with low audibility, particularly at low wind speeds. Moreover, the turbine can be adjusted to reduce audibility even further without significantly impacting power output. NEW-G ENERAT ION SOFT WA RE The turbine’s control system is based on a new, modular software design that enhances stability and improves the user interface. Vestas’ new turbine, V112-3.0 MW, sets new standards – both for the development process and for the market It is big news in more than one respect that Vestas is releasing the new turbine, V112-3.0 MW for marketing on February 11. Not only is it the first new wind turbine in Vestas’ product portfolio since 2003 – the turbine sets new standards in the industry with its 55 metre blades. However, what distinguishes this turbine from its predecessors more than anything is the new development approach. “We have been able to use Vestas’ very broad experience with other turbines and by involving many parts of Vestas, we have ensured an optimal product right from the start; a turbine designed for the highest possible availability and the lowest possible Cost of Energy for the customer,” says Finn Kolind Christensen. He has been Project Manager VestasInside 52009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=6http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=6in ’Next Generation Turbines’, which is the development hub of the new turbine. With its large rotor, the V112-3.0 MW turbine is designed and optimised for pulling great power from the wind at medium and low wind sites, making it a perfect addition to Vestas’ programme portfolio. “It is a very competitive turbine and it will be for many years to come,” says Klaus Holm, Senior Product Manager in Product Management under Vestas Technology R&D. The future market will to a greater extent constitute medium and low wind areas, he explains. “A turbine with a large effect for these sites is an attractive solution in large parts of Europe and in the American market. Not least at sites with a limitation as to number of turbines allowed.” “It is also important to stress that the V112-3.0 MW is designed with predictability in all phases of the life cycle in mind,” says Klaus Holm. “As a general criteria in the design we have assessed and made choices which optimize what we call ’business case certainty’ for the turbine. That means we are able to predict the need for maintenance far into the future, so that we can plan optimum operation with the customer with as few ‘surprises’ as possible while ensuring the highest possible output.” Cross-organisational cooperation The key concepts of V112-3.0 MW are based on proven technologies from previous generations of Vestas turbines. And even though Vestas Technology R&D has been responsible for the development, many parts of Vestas have been deeply involved in the creation of the new turbine. “For instance, we have had a close cooperation with our production business units and with our purchase departments to ensure the best possible foundation for producing the turbine,” explains Finn Kolind Christensen. “And by involving the sales, service and transport organisations, we have designed the turbine focusing on the work that has to be carried out in connection with transport, installation and service during the lifetime of the turbine.” At the same time he stresses the huge importance of Vestas’ new facilities for testing and visualising new solutions. Facilities that enables verification of the solutions long time before they are put into production and the turbines are installed at the customer’s site. “It has given us the opportunity of virtually modeling the entire turbine in order to verify its solutions and structures, which saves time. At the same time, it has been possible to consider working environment and safety early in the process so we ensure good working conditions for our service technicians,” says Finn Kolind Christensen. ins defacts ins defacts More information about the V112-3.0 MW is available on the intranet: VestasIndex > Technology R&D > Product Management SBU Portal 6 VestasInside i2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=7http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=7A shared achievement The V112-3.0 MW turbine is an important addition to the Vestas product range. It also represents the strongest evidence that the best results can be achieved when customers and colleagues who are to work with the turbine are closely involved in its development “Customer requirements are the starting point.” Finn Strøm Madsen, President of Vestas Technology R&D has no doubts or hesitation in identifying the source from which new products spring. On February 11, Vestas presents the V112-3.0 MW turbine. It is a turbine designed to generate as much power as possible at low and moderate wind sites. At the same time, it is tangible proof that a new philosophy for developing products is functioning as intended. A model in which collaboration plays the leading role: collaboration with customers, suppliers and large parts of the Vestas organisation itself. The customers first: “We have involved our customers in the work at a very early stage so that their requirements on the turbine specifications – requirements on turbine performance, transport, installation and service – could be defined systematically. It is only when these aspects are in place that the actual design work can begin,” explains Finn Strøm Madsen. When it comes to the design phase of the development project, collaboration with other stakeholders has been expanded, too, so that the final design is not defined exclusively by the Vestas Technology R&D engineers. This is because the turbine is also a workplace, not only for the employees who are to build it at Vestas’ factories, but also for those who are to install and perform service on it. Both groups were systematically consulted in the work on the V112-3.0 MW turbine. “We have made sure to involve service technicians in the work, i.e. the people who are used to working in Vestas turbines. For example, we held workshops where various solutions were tested, to make sure that the turbine provides good working conditions.” Employees from the purchasing departments of Vestas’ production units were also closely involved in the development work. The reason for this is that a hi-tech turbine that involves overly difficult and expensive production processes, and which comprises components that may cause problems for Vestas’ purchasing departments and suppliers, fails to meet the fundamental philosophy: “We have a single, shared goal: to create products that reduce the Cost of Energy. This has been a guiding light for the decisions that were made underway – for Vestas Technology R&D, for customers, and for the other parts of the Vestas organisation that were involved. It is an approach that ensures a shared direction and which has driven development forward,” says Finn Strøm Madsen, who is also delighted with the opportunities provided by Vestas’ new test facilities for simulating the loads to which the turbine will be subjected during its service life. “This is the most thoroughly tested turbine we have launched on the market to date. At the same time, it is a product that is born of the unique experience that Vestas has built up through having installed more turbines than any other company,” he adds. Finn Strøm Madsen can still see opportunities for improving the work to develop new products; for example, by ensuring a more efficient decisionmaking process. But this does not detract from the impression that deep involvement from all parties is the way to go – for future products, too. “It is immensely satisfying for the entire organisation that we have reached our goal and can present a new turbine. This result is due in no small part to the commitment and tenacity that distinguished the input from all the parties involved.” VestasInside 72009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=8http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=8Employee satisfaction: Better – but still room for improvement 8 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=9http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=9Participation in this year’s employee satisfaction survey set new records. Generally, Vestas is considered a better workplace than it was a year ago, but there are still challenges to be overcome in a number of areas A rise in the total satisfaction index from 66 to 68. That is the most concise conclusion of the employee satisfaction survey that was carried out in November 2008. “You cannot move an index at a company the size of Vestas much more than that in a single year. At the same time, we at Vestas have been joined by a lot of new colleagues in 2008, and that puts pressure on everyone. From this perspective, it is an impressive increase – but we must, of course, look to push it even higher,” explains Lisbeth Nielsen, the co-ordinator of the survey. Participation set a new record: 86 per cent of the entire workforce responded to the survey. This is a rise of nine percentage points on the previous year. “It is very important that so many employees have made their views known – and an expression, we hope, of the fact that our colleagues recognised that we took their responses seriously last year, i.e. that changes were actually made as a result of the survey,” says Lisbeth Nielsen. Better managers A closer examination of the results reveals progress in most areas. Generally speaking, Vestas employees are very satisfied with their everyday tasks and proud to work for Vestas. The issue of working relationships with colleagues within the departments also scores highly, although many employees feel that they do not always have enough time and resources to handle their tasks optimally. Finally, career options at Vestas also scored higher than last year. Responses about the management at Vestas reveal major local fluctuations, but Vestas’ senior management scores highly and is praised in particular for its ability to chart a clear course and communicate it to the employees. However, the management teams in some local business units seem to lack this quality. As regards immediate superiors, results in this area, too, show progress in relation to the previous survey. Nevertheless, many employees would like to see their managers becoming better at providing feedback on their input, and would appreciate a closer dialogue about how best to deal with their tasks. Helle Bay, Senior Vice President of P&C Business Performance and Operations, explains that immediate superiors will have a key role to play in the coming months with regard to the work to make Vestas an even better workplace. “That is why we have placed high emphasis on presenting the results in the individual departments. From here, the individual managers are to launch action plans for development over the coming year. At the same time, People & Culture will be using the results as the basis for global improvement initiatives,” she says. ins defacts A total of 15,659 people took part in the survey – which corresponds to 86 per cent of Vestas’ employees. Local results will be presented in all departments. Most departments received their feedback in January or February. i VestasInside 92009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=10http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=10Tons of figures Four times a year, Vestas presents stacks of key figures to the outside world. Here is a different perspective on some of them Giant span The longest turbine blade currently in production at Vestas is the 44-metre model for the V90 turbine. This blade is as long as four London doubledecker buses. 10 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=11http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=11Modern Energy – a bright idea In 2007, Vestas supplied turbines with a total capacity of 4,502 MW. At full production, these turbines together can supply enough power to light 650 million 7 Watt energy-saving light bulbs. Towering expectations The tower factory that Vestas is currently constructing in Pueblo, Colorado, USA, will be the biggest in the world and will process 200,000 tons of steel a year. This is enough steel to build two full-scale copies of the Golden Gate Bridge – the two kilometre giant that spans the mouth of San Francisco Bay in California. A clean power station Over 20 years, a V90-3.0 MW turbine will save the environment from 124,500 tons of CO2. This is the same as the volume emitted by 11,400 people in the industrialised world in a year. VestasInside 112009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=12http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=12International award for Vestas’ e-learning programme Simon, Annie and the other teachers at Vestas World – Vestas’ e-learning organisation – can give each other a pat on the back. Because Vestas has just won international recognition for its e-learning programme. The acknowledgement comes from Bersin & Associates, the highly regarded consultancy and analysis institute that, every year, presents awards for the best initiatives in the field of HR worldwide. Vestas picked up its award in the “Initiative Excellence” category for the company’s programme for the induction of new employees. “Of course, it is a pleasure to receive this recognition on behalf of all the highly skilled colleagues who have worked on the programme,” says Peter Christensen, E-learning Programme Manager, who headed up the development of Vestas World. Peter Christensen estimates that more than 2,000 employees have already completed the course. All are tested on their knowledge of and familiarity with the topics covered by the course. The average “learning effect” of the five courses is 70 per cent. This means that all the students learn 70 per cent of what they did not already know. Peter Christensen explains that through good classroom teaching, you cannot expect an effect in excess of 60 per cent, and states that Vestas’ general goal for e-learning is an effect of 60 per cent. “This supports what we felt about the course. We receive a lot of positive feedback, even from experienced employees who actually feel that they have learned something new about the company they thought they knew inside out,” says Peter Christensen. For this reason, he wholeheartedly backs the decision that all employees – both new and experienced – are to complete the course. “E-learning cannot and must not replace face-to-face teaching, but it is an excellent supplement. For example, it can help ensure that everyone has the same fundamental knowledge about an area before a course starts,” explains Peter Christensen. “It also saves time for the individual employees. It typically takes four times longer to get through the same volume of material in classroom teaching than it does through e-learning,” he states. Programme Manager Peter Christensen estimates that 2,000 employees have already completed the course. 12 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=13http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=13Leading the way to efficiency ins defacts All Vestas’ global e-learning courses are gathered together in Vestas World. More than 100 employees from all parts of the Vestas organisation have contributed to the new e-learning induction programme, supplying information and testing the programmes during the development phase. The programme is divided into five modules, each of which takes about an hour to complete. The programme is available in 12 languages. A number of other programmes have already been developed or are underway. These include “Technical Training – Basic courses,” a variety of SAP courses, process training, and training in Performance and Development Dialogue. To access Vestas World via the company intranet, follow the “E-learning” link from the homepage. i Vestas’ work with turbine reliability and efficiency took centre stage when investors, analysts and the press took part in Vestas’ Capital Markets Day in Denmark on 20 November. The more than 100 participants had a chance to look inside some of Vestas’ most technologically advanced facilities, including Vestas’ test centre and R&D centre in Aarhus as well as Vestas Control Systems’ facilities in Hammel. Facilities that are key to Vestas’ future success. “We are looking at it from the customers’ perspective. The efficiency is more important than anything else. The size of the turbines does not matter. Of course we launch some new products, but we need to do this according to the customers’ needs,” explained President Finn Strøm Madsen, Vestas Technology R&D. “It all comes down to the cost of energy. We could design a bigger turbine tomorrow if we wanted to, but that would not improve the cost of energy,” he stressed. President and CEO Ditlev Engel also took part in the event and summed up the day’s events: “The Vestas you have been visiting has never been stronger, has never been more fit, has never been in a better shape. And the good news doesn’t stop here, because we have much more to gain from our colleagues’ hard work during the last three years,” he said. VestasInside 132009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=14http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=14· WILLPOWER · WILLPOWER · WILLPOWER · WILLPOWER · When willpower pushes back boundaries 14 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=15http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=15WILLPOWER · WILLPOWER · WILLPOWER · WILLPOWER · Willpower takes centre stage when two Vestas colleagues challenge themselves both physically and mentally VestasInside 152009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=16http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=16· WILLPOWER · WILLPOWER · WILLPOWER · WILLPOWER · “I was completely worn out. This was the toughest task I have ever encountered in a race.” That is how Imad Abdallah, Development Engineer in Vestas Technology R&D remembers the end of the latest of the adventure races he competes in with his colleague Warwick Heaney – this one was set in and around the sand dunes of Western Jutland. The two colleagues take part as a team in the races, which often span several days, and participants have to find their way through all kinds of terrain on mountain bikes, on foot and on the water. “You have to be in good physical shape to get through it, but what is most important of all is mental endurance. It you cannot keep your wits about you from start to finish, you are sure to go wrong somewhere,” explains Imad about the willpower that needs to take over, when the body is drained of strength. “At the end of the day, it is all about wanting to challenge yourself and see how far you can push your personal boundaries,” says Warwick Heaney. But when the finish line has been crossed, the rewards fully match the hardships. “You soon become hooked on it and forget about all the pain and exhaustion from the last time, because you cannot describe the feeling you get when you cross the finish line. It is something you want to experience again,” says Warwick. Willpower drives the two colleagues Warwick Heaney and Imad Abdallah, when they are running out of strength. 16 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=17http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=17Win concert tickets VestasQuiz In the last issue, we asked which country’s electricity supply Vestas’ turbines would be able to cover. The answer was Spain. After drawing lots among the correct answers, Fuliang Yu, a Dispatch Inspector at the Vestas Nacelles assembly factory in Tianjin, China, was pronounced the winner of the quiz – and of a weekend break for two. Perhaps this time it is your turn to take the prize: two tickets to a concert, a play or another cultural event. It is up to you – if you can answer the following question correctly: In Vestas’ strategy No. 1 in Modern Energy, there is a goal for the number of megawatts the company is to have the capacity to produce in 2010. Which of the following is the correct figure? a) 5,000 MW b) 7,500 MW c) 10,000 MW Mail your answer to vestasinside@vestas.com no later than 1 April – and check the next issue of VestasInside to see if you are the lucky winner. VestasInside 172009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=18http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=18Must-Win-Battles: Twelve well-earned pats on the back 18 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=19http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=19Thousands of Vestas employees have been involved in the 12 Must-Win-Battles – and deserve a pat on the shoulder for their efforts The sayings go that “things take time,” and that “haste makes waste.” However, when Vestas launched 12 strategically important projects – Must-Win-Battles – at the start of 2008, the deadline for completing them was set at less than a year. Johnny Thomsen, Senior Vice President for Business Performance Management and Development, has been closely involved in the 12 battles, and he explains the background for the ambitious timetable: “We have stated that we are No. 1 in Modern Energy, that we are aiming to become the strongest energy brand in the world, and that we plan to raise wind power to the level of oil and gas,” he says, and continues: “When you have made such a clear statement, you need to develop your organisation at a pace that matches the goals and keeps you one step ahead of your closest competitors at all times.” “The 12 Must-Win-Battles quite simply constituted the first important step towards implementing our strategy of No. 1 in Modern Energy.” Visible success Today, Johnny Thomsen can review the status and conclude with satisfaction that the project as a whole has been a success, although not all the targets have been reached. The good results are, above everything else, due to remarkable participation and motivation on the part of the thousands of employees who were directly affected by the projects in their everyday working lives. “Take our service organisation, for example,” says Johnny Thomsen. “Here, Must-Win-Battle number 8 – which centred on building up service excellence in all SBUs – has completely overhauled a number of processes. This meant that our service technicians and the people who plan the service visits to the turbines suddenly had to think along completely new lines.” According to Johnny Thomsen, Vestas employees have demonstrated a remarkable willingness and ability to incorporate the new principles. Per Arberg, Vice President for Business Development, agrees: “Just the work camps that played a key role in the Production Excellence project involved around 1,800 employees, or approximately one tenth of our global workforce. That says something about the sheer scope of these projects.” Two of the ultimate goals of the 12 Must-Win-Battles were to create alignment and excellence throughout the Group. Johnny Thomsen emphasises that precisely the ability to work together and learn from one another across departmental boundaries is one of the key preconditions for fulfilling the No. 1 in Modern Energy strategy. He is convinced that even though the results of the input in 2008 have been most visible internally in Vestas so far, customers have already begun to feel the effects, too. For this reason, he is looking forward excitedly to seeing the results of the most recent survey of customer loyalty. These results will be published in May, and, it is hoped, will provide yet another pat on the back to employees for all the work done in 2008. VestasInside 192009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=20http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=20Production Excellence: Coming out of its shell! 20 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=21http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=21A 45 per cent improvement in less than a year. This is the impressive increase in the number of blade shells manufactured per week that the staff of the blade factory in Nakskov, Denmark, had achieved by the end of 2008. One of the tools that made this remarkable success possible is Production Excellence, one of Vestas’ 12 Must-Win-Battles. The Nakskov factory was the first to be introduced to the principles behind this initiative, which explains why this is also where the first results have appeared. As a Change Agent Professional, Sanne Nørgaard has been closely involved in putting the new work principles into practice at the shell department, working closely with the Quality and Production Engineering support departments. “There was a bottleneck here, and this is also where the most expensive equipment is located. That made it a natural place to start, because there were major benefits to be gained here by making better use of the existing equipment,” she explains. The first step was taken in March 2008, when ideas for improvements were exchanged with the blade factory in Lauchhammer, Germany – ideas that could help to streamline the workplaces, improve quality and reduce waste. The ideas were subsequently refined by managers, support departments and a number of employees at a workshop before the principles were applied in practice at the factory. “Of course, not everyone is equally happy to suddenly have to change the way they work, and some people are still not convinced,” relates Torben Holm Jensen, who works in the shell department himself. “But I can clearly sense the enthusiasm in many of my colleagues. This is underlined by the fact that many more suggestions for improvements are now coming from the individual teams,” he adds. “People are proud that our production is now higher than it was before, and that, at the same time, the quality of the blades has improved. For example, there is no longer as great a need to add extra adhesive to the finished blades because we have streamlined the way we apply it,” explains Torben Holm Jensen. He and his colleagues in the shell department are now producing around 45 per cent more per 44-metre mould than at the beginning of 2008. The ongoing improvements are included on the agendas at the notice-board meetings each team holds every day. “Openness is crucial to ensuring that everyone is fully familiar with the decisions and can see which way we are heading. This is something we have learned during the process. We were not good enough at involving everyone at the start, and that caused frustration among some of the employees,” says Sanne Nørgaard, who believes that the policy of making the managers more visible has played a key role in the success: “The team leaders spend much more time in the production department today, and the other members of the management team have become more visible at the factory. Because the processes have been systematised, the management and support functions now have time to look at challenges, focus on follow-up and make decisions quickly,” she says. This is a view shared by Johnny C. Christiansen, who works in Production Engineering: “Everyone can sense that there is more time and space to focus on development rather than on correcting errors. The motivation to work with improvements has rubbed off on all the factory departments, and everyone has caught the wave. This has given the entire factory a fantastic boost,” he says. VestasInside 212009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=22http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=22Service Excellence: Service with a universal smile Four streamlined service contracts have given the sales business units a new global language Common service offerings across the group makes Vestas easier to work with for customers, explains Morten Skifter, Service Excellence. 22 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=23http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=23Just a year ago there existed numerous service contract versions within Vestas globally. Today there are only four. Each one is designed to assure optimum turbine performance and effective risk control according to customer needs. Morten Skifter from Service Excellence has led the project to redefine and standardise Vestas’ service offerings. “We have analysed which services we offer and reflected them in the new contracts,” he says. “Now we have a fixed offering with a matrix that shows which elements each contract contains.” Flexible to needs Despite the radical reduction in the number of contract versions, flexibility remains a high priority. The four contract templates leave room for adaptation to local market needs and legislation. Most importantly, the contract standardisation process has led to greater transparency and risk management and ensured all the sales business units speak the same language. Training has taken the form of an e-learning course and workshops. “The sales representatives feel more comfortable now because they know exactly what they can offer. It has also become easier for global customers to work with us across countries and our business units. They can be sure of a uniform response – and that makes us more ‘one Vestas’,” Morten remarks, adding: “This is an effort that very much makes Vestas easier to work with.” Dynamic image The new contracts are based on Active Output Management, a newly developed Vestas philosophy that repositions service with a more dynamic, positive image. As Morten explains: “Active Output Management moves away from the idea of service as something that happens when something has broken down. Instead, the focus is on maximum output and return on investment. At the same time, our customers can choose the contract that matches their preferred risk profile.” For setting the price of contracts, a common tool, pre-calc, was rolled out last May. Previously prices were fixed by the sales business units, each in their own way. The standardised tool is based on their best practices. The sales business units, particularly Vestas Americas, have also contributed to the content of the contracts, while Contract Review has ensured the templates have the right risk profile. Service Excellence is the anchor responsible for applying customer needs and market trends in the continuous development of innovative service products. VestasInside 232009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=24http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=24Vestas Excellence: Same course towards a shared goal Vestas Excellence must contribute to ensuring that the expertise and willpower in Vestas is utilized in the best possible way, says Søren Laungaard, who heads the function. 24 VestasInside Søren Laungaard, the man responsible for building up Vestas Excellence, is convinced that there is no shortage of talent and passion at Vestas. He and his colleagues are now working to ensure that Vestas draws maximum benefit from both2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=25http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=25Three headers for 2009 The first step for Vestas Excellence in 2009 is the creation of a range of new Excellence Centres. These are all expected to be in place by the end of the second quarter. The next task has to do with the overriding organisation structure, which is to ensure that the sales and production business units, respectively, are built up and work along the same lines by the end of 2009. Finally, Vestas Excellence is to contribute to developing a number of new committees intended to increase Vestas’ focus on customers and competitiveness: the Cost of Energy Board. The new Excellence Centres: • Process Excellence • Sales Excellence • Sourcing Excellence • Production Excellence • Quality Excellence • Transport & Logistics Excellence • Construction Excellence • Service Excellence He is in charge of building up the new function Vestas Excellence, which is to ensure better quality, higher productivity and improved efficiency at Vestas – at the same time as the business continues to grow. The work to achieve these goals consists in part of structuring all business units in the same way and continuing the work from the Must-WinBattles of 2008 in a range of Excellence Centres. These centres are to develop tools and methods for use throughout the Vestas organisation – in the fields of production, purchasing, transport and service, for example. And the time to exploit the potential is now. Because the industry will not wait. “Competition is becoming tougher, our competitors are becoming more skilled, and for us, as a technology company, it is crucial that we succeed in bringing down the Cost of Energy. To do this, we must work efficiently and in a uniform manner in all areas of Vestas,” Søren Laungaard explains. At the same time, Vestas Excellence is to put Vestas in the best possible position to deal with the growth forecast for the coming years. “Ten years ago – when Vestas was a small company – it was easier for individual employees to maintain a view of the entire business. In fact, employees at that time knew their colleagues in other parts of the company personally. “The whole point of Vestas Excellence is thus to generate clarity and transparency. We are to set up the framework to allow Vestas to grow in a controlled manner and without increasing its complexity. In other words, we are to create a scaleable organisation.” Søren Laungaard expects that employees, too, will feel the benefits of a Vestas organisation that functions according to the same principles and uses the same processes at all its facilities, no matter where in the world they may be. “Our task is to remove waste and duplicated work that does not generate value. This will free up resources for what is more fun: innovation and developing Vestas. At the same time, a clear distribution of roles will make it easier for individuals to see how they are contributing to the shared goal, and to enjoy the feeling of success from their work,” he says. “I can sense fantastic passion and energy in all parts of Vestas, and we have the best possible conditions for success in the future. So all Vestas Excellence needs to do is help lay the foundations for making the best possible use of our strengths in order to streamline our input and ensure that everyone is pulling in the same direction.” i “Vestas has the courage to lead the way – that is clear to see. And this is what makes it so exciting to work with exploiting the huge potential that exists at Vestas,” says Søren Laungaard. The situation is very different today, where we are all specialists within a limited area. This development carries the risk of leaving us with a very complex organisation, where costs are rising appreciably, and perhaps even faster than the business grows,” says Søren Laungaard. ins defacts VestasInside 252009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=26http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=26SA F E T Y FRO M red to green Vestas Nacelles leads the way for safety improvements An unsatisfactory safety record has motivated a wave of improvement initiatives within Vestas production plants over the past two years. Within Vestas Nacelles, the results speak for themselves – a big reduction in industrial injuries across the board in 2008. Altogether last year Vestas Nacelles’ plants registered an incidence of industrial injuries of 13.9 per million working hours, compared to 23.5 the year before. The achievement came on the heels of a 30 per cent reduction in incidence of industrial injuries from 2006 to 2007 – an injury being defined as a lost-time injury requiring at least one day’s absence from work after the day of the injury. Unsafe is unacceptable Bo Kokholm Pedersen, Director of Environment and Safety in Vestas Nacelles, puts the improvement down to the unwavering commitment of both management and shop-floor employees. “We will not accept that anyone works unsafely. This year we have had around 195 managers and safety representatives on a three-day safety course. Knowledge sharing between factories is also taking off to develop minimum safety standards, and an idea catalogue of factory initiatives is available online.” 26 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=27http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=27He expects a new approach to risk assessments, introduced last year, to bring further long-term safety improvements. Trained safety personnel – risk guards – carry out the assessments, when they observe production processes and evaluate the associated risks, based on the likelihood and potential severity of an industrial injury. Issues under inspection During the year, special focus was placed on the five Vestas Nacelles factories that had previously experienced most industrial injuries. One of them was the casting plant in Kristiansand, Norway where, today, risk guards are in place in all six of the plant’s departments. Their systematic inspections have highlighted a series of minor and major issues, which are now being addressed, says Hilmar Marøy, Project Leader. “Our safety record was not good, with too many small industrial injuries, such as people getting their hands pinched. “One of the things the risk guards noted was that some equipment that was VestasInside 272009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=28http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=28bolted to the floor had been removed but the bolts were still there to trip over. We have also lacked good solutions for working at heights.” Safety training for all 200 operators and office staff at Kristiansand has high priority. In May 2008, a group of employees took part in a train-the-trainer course and now run one-day safety courses for colleagues. “In 2007, we had 41.7 industrial injuries per million working hours. In the first half of 2008, the figure was 17.5,” Hilmar reports. “We are working on safety solutions constantly now that we have seen the improvement. We are trying to make it the first thing we think about.” Awareness is key Where safety is concerned, high awareness among employees is clearly the key. Just as at Kristiansand, the Vestas Nacelles assembly plant in Viveiro, Spain, is working to integrate a safety mindset in the working culture. Here, too, the efforts are paying off. Compared to 2007, when three industrial injuries occured between January and May, in 2008 the plant experienced none at all. “The factory is not perfect but it is better than 18 months ago,” states Alejandro Bermúdez Novo, QSE Manager, Vestas Nacelles, Spain. “Our main issue now is to get people to put it into their minds that safety comes first, before production and quality. Around 90 per cent of accidents happen because safety awareness is too low.” Previous injuries have typically been due to falls or over-exertion when handling loads manually. “The last industrial injury we had was a man who moved a box weighing more than 40kg. Now nobody moves more than 25kg,” Alejandro adds. Focus on the root cause New safety procedures and training are making the difference. Safety is discussed at weekly manager meetings, supervisors take regular safety walks through the plant, and employees are encouraged to report on any risks they see in their daily work. Increased focus is also placed on establishing the cause of an industrial injury. “In the past, when an industrial injury happened we didn’t always find the root cause,” says Alejandro. “We took action to solve a problem without having all the information. Now we look for the root cause so we can take the correct action.” Green and good The strong safety performance of Vestas Nacelles’ plants is visible on a calendar of industrial injuries in the shape of a green cross, hung up in all departments. Each day without accidents is coloured green. Days where one occurs are coloured red. Over the past year, Bo Kokholm Pedersen has been pleased to see the red days become increasingly fewer. “In 2009 we will continue working with the safety organisation – to close the safety gaps in our risk assessments and get the right safety culture,” he says. The achievements so far are only the beginning. 28 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=29http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=29Vestas SailRocket sets world record – and loses it again Dyslexia award for Vestas Vestas’ efforts to help dyslectic employees have been awarded the 2008 annual award from the Dyslexia Association in Denmark. Kaj Andersen from Vestas Nacelles’ warehouse in Tim was one of the masterminds behind the programme and accepted the award on behalf of Vestas. The programme introduces employees to technology which can assist the employees in their work, for example when reading work instructions. The classes have proven to be very popular. “It is gratifying to see that the project has been acknowledged and rewarded. But the most important thing is the employees’ benefit from the classes and tools that are available to them,” says Ditlev Engel. It is now being considered how the classes can be made available to employees outside Denmark. Vestas SailRocket reached the goal of becoming the the world’s fastest sailing boat – only to see another boat improve the speed record further. The Vestas SailRocket, designed by Vestas senior test engineer Malcolm Barnsley and sponsored by Vestas, set the new record in the Walvis Bay off the coast of Namibia in Africa. The record was set on December 3, 2008 when Vestas Sailrocket reached speeds over 50 knots, peaking at 51.76 knots. Over a distance of 500 metres, the boat held an average of 47.35 knots, making the SailRocket the fastest sailing boat on the planet. “Today the potential of this boat just took over. We didn’t need to force it. The Rocket simply did what it said on the box,” Paul Larsen, Team Leader of Vestas SailRocket Team wrote in his blog. Three weeks later an Australian boat edged in front of the Vestas SailRocket with an even faster time. The SailRocket team is now working on pushing their boat even further to claw back the record. VestasInside 292009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=30http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=30The wall that disappeared Jytte Hedegaard Ernstsen and Mogens From Winther both see the clear advantages of working in the new factory where production and administration are divided by only a pane of glass. 30 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=31http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=31The concept of “transparency” has taken on a whole new meaning at Vestas Control Systems. Here, the physical framework is a significant factor in the work to improve collaboration It is only when you raise your eyes from Jytte Hedegaard Ernstsen’s workplace in the production at Vestas Control Systems’ electronics and controller factories that you realise what makes this facility in Hammel, Denmark, so very special. Her station is located, along with those of her colleagues in the Wire Processing department, in a corner of the production facility. From here, she can actually see a large section of the factory offices, because an entire end wall in the factory is made of glass. At the new Control Systems factories, the production, administration and development departments have been moved as close together as is physically possible – and “transparency” has become more than an abstract concept. The surroundings, which provide a clear view between the production department and the offices, have boosted collaboration and improved understanding of the challenges faced by colleagues in other departments. “It has made the factory as a whole more approachable. At the same time, being able to see what is happening ‘on the other side’ really makes you feel part of the entire unit. I think this is important in promoting inter-departmental collaboration,” says Jytte. The building in Hammel, which houses not only the electronics and controller factories and competence centre, but also the new headquarters for Vestas Control Systems, officially came on line in August 2008. From the very start, the fundamental philosophy behind the building was for the physical framework to support the organisation and the people who work at the factory every day. “We are an organisation that works together, so it was only natural to design the building in such a way as to position the production and administration departments close to each other, physically and visually,” explains Ulrik Christensen. As the factory manager at the electronics factory in Hammel, Ulrik worked closely with the Vestas building department on the design of the factory. Today, he is the manager of the coming controller factory in Tianjin, China – a factory which is to be built according to the same principles. Both projects have been carried out in close cooperation with Senior Project Manager Morten Kjeldgaard from Vestas’ building department. “There is a lot of talk about ‘breaking down the silos’ in the way we work. Here, we are actually doing something about it. The physical framework of the building lays the foundations for our changing the way we work on a daily basis,” says Ulrik Christensen. “The open, transparent environment that the glass walls provide creates a natural point of focus and serves as a daily reminder to us all about our core task – production,” he continues. The new principles for the construction of the factories are also to contribute to keeping distances between managers and employees short. Similarly, the new factory has been built to promote the principles of Production Excellence, including standardized processes and minimized production times. It has also introduced more ergonomic working stations, eliminating unnecessary movements. And finally, Ulrik Christensen explains, the building has been designed to support flexibility, facilitating production change-overs to accommodate new assignments or amended requirements. The word from Hammel is that the around 100 new colleagues in the controller factory being built in China have plenty to look forward to in their new workplace. “It is clear that the same separation as before is conspicuous by its absence, and closer collaboration makes it quicker and easier to deal with any questions or problems,” relates Mogens From Winther, Quality Manager. “At the same time, many functions have now been gathered together in teams, with each team taking responsibility for a product. The fact that we are now positioned more c2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=32http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=32A welcome heart to heart More dialogue is a consistent, clear request from participants in the annual Customer Loyalty Survey. Project Dialogues is the answer – a new tool for getting closer to customers Finding out that customers are not satisfied with Vestas’ performance is easy enough. But putting a finger on exactly where the problem lies is quite another challenge. Project Dialogues was launched in all SBUs in August 2008 – a new initiative to improve Vestas’ insight into what customers expect and what they actually experience. Project Dialogues is a set of standardised tools and processes designed to promote fruitful dialogues. After completing the sales, project and service phases, customers are invited to participate in an evaluation of each one. This includes filling out an evaluation form and having a follow-up meeting with their Vestas contact. Further service evaluations are offered once a year. “Project Dialogues provides a forum for talking with customers about the process they have been through,” comments Else Bylling Møller, Project Manager. “It’s about relationships and being easy to work with.” Initial feedback from the 100 dialogues now complete or underway has given front-line staff valuable information for improving customer relations. In some cases, the interaction has enabled a particular customer issue to be solved straight away. “Until now we have largely focused on the implementation of Project Dialogues,” Else adds. “Now we will to ensure every dialogue is followed up with an action plan.” 32 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=33http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=33ins defacts Diana Großerohde, Senior Project Manager, Juwi GmbH, Germany “The idea is good. We completed the evaluation form quite easily without any time or effort and found the follow-up meeting constructive and interesting. The review of a project is is important both in-house and externally, for example in relation to the contractor. The interview provides an opportunity for us to give feedback.As our projects are very short and include many, diverse participants, regular dialogue is most important to their success.” Juwi is an international project developer working with wind, solar and biomass projects. The most recent projects with Vestas involved the installation of nine turbines at three wind parks in Rhineland-Palatinate. Since 1996, Vestas has supplied Juwi with turbine capacity totalling 89MW. Complementary tools Project Dialogues ties in with the annual Customer Loyalty Survey. The survey tracks the development of the loyalty index and enables identification of loyalty drivers. Long-term strategic actions are based on the results. Project Dialogues focus on customer projects, providing a forum for receiving and discussing customer feedback. Direct action can then be taken to fill performance gaps. Both are anchored in the new Group Marketing and Customer Insight function – and both have the same goal: improved customer loyalty. Antonella Pasqualicchio, CEO, Lucky Wind SpA, Italy “We are very pleased with this idea, as it helps both our companies to have a good dialogue and is an effective tool for evaluating mutual activities.The evaluation form also gives a very good analysis of project status. The meeting with Vestas was very positive and warm. We used it to point out both positive and critical aspects of our project. All our expectations have been recognised and met, particularly the critical aspects. The dialogue is very important to us as it represents a unique opportunity to share opinions. We expect to receive support in solving problems and to improve our relationship.” Lucky Wind focuses on designing, constructing and managing wind energy parks in Italy. Project Dialogues was conducted in connection with the installation of 6 V52-850kW turbines in Monte Tretitoli. Li Wen Tong, Vice Director, Chifeng Longyuan Wind Power Co. Ltd, China “During our projects, we have not found Vestas easy to work with. Problem-solving has been poor, and we consider the level of communication and attention paid to our needs to be very average. We completed the Project Dialogues evaluation form and enjoyed good communication during the follow-up meeting. Almost all our expectations have been met. We are satisfied with the outcome of this dialogue. Dialogue is important to us in a business partnership such as we have with Vestas.” Chifeng Longyan Wind Power Co. Ltd is one of China’s leading wind power operators and has, to date, bought 74 V80-2.0 MW turbines from Vestas. The three recent projects are Gaofeng I, Wudaogou II and Wudaogou III in Inner Mongolia. i VestasInside 332009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=34http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=34Technology R&D Centre in Århus officially opened The wind power industry’s most advanced R&D centre was inaugurated on November 27 2008 when Vestas employees and a number of VIP guests attended the opening ceremony. Executive Vice-Mayor of Tianjin, China, Yang Dongliang and the British ambassador to Denmark, Nicholas Archer, were among the guests given a guided tour of the new centre. This included a look at the virtual reality technology in the technology centre’s full-size nacelle, the Vestas Performance and Diagnostics Centre and the centre’s labs. “We can proudly say that the Vestas turbines are developed in a truly global innovative process, which is drawing on the best knowledge from around the world,” said President Finn Strøm Madsen, Vestas Technology R&D. Vestas in Shanghai wins supply chain award Bjørn Budolph Johansen from Vestas China’s Shanghai Sourcing Office was selected as the winner of the Supply Chain Manager of the Year Award for 2008. The award celebrates excellence in innovation in supply chain management and is awarded by the logistics and supply chain industry community Supply Chain Asia. Vestas China Managing Director Lars Andersen singled out Bjørn’s contribution to developing top-quality Chinese suppliers. “Bjørn Johansen and his team have done a fantastic job at working closely with our Chinese suppliers and business partners to achieve excellent results: a solid, topclass supply chain in China that can be competitive with the very best in the world.” Building up a strong value chain in China is key to ensuring the best possible support for Vestas’ factories in Tianjin, Xuzhou and Hohhot. 34 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=35http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=35Your votes are in: Gopinadh is Vestas’ best colleague Gopinadh Venkatarathinam has more than one reason to celebrate this month. On top of his 10-year anniversary with Vestas, he has won the vote to become VestasInside’s award of Colleague of the Year. He received more votes than the three other candidates that appeared in the latest issue of VestasInside. “It really means a lot to me that people have taken the time to vote, and I am very grateful for that gesture,” says 29year-old Gopinadh. Since his first day with the company in February 1999, Gopinadh has been working with the turbines on site and today works as a service engineer and team leader in Chitradurga in the state of Karnataka in South-Western India. One of the reasons several colleagues gave for nominating Gopinadh was his willingness to help new colleagues on board – a quality that he believes is key to Vestas’ future success. “Vestas has been growing fast, taking a lot of new people on board, which makes it very important that everyone with experience are there to help. To me it is a very important task to help our new colleagues develop the skills that are needed in their job.” Gopinadh was also praised for his uncompromising attitude to safety and quality on site. “I love my job, and I feel a responsibility for the work I carry out and for the people I work with. And when you love your job, it comes natural to give a hundred per cent every day.” With the award comes also a trip, and although Gopinadh has not yet decided where to go, he knows who will be coming with him; his wife and their five months old son. A lucky vote Stuart Mason, CIM Supervisor for Vestas Technology R&D on the Isle of Wight, was among the many colleagues who voted for Gopinadh. Stuart’s name was drawn from the several hundred entrants – and he wins a dinner for two. VestasInside 352009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=36http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=36Group Service Training: Support for the best technicians in the world Vestas’ service operations are expanding, and with them, the need for training and support for Vestas service technicians – because good technicians are essential for reliable turbines and satisfied customers “You can have the best wind turbine in the world, but if it is not serviced optimally by skilled staff, it will never perform to its full potential.” So says Jim Scroggins, Director for Service Technicians at Group Service Training. This key department under People & Culture is tasked with providing support to Vestas’ sales and service business units in the fields of recruiting, training, and the development of the best technicians in the industry. It is an assignment that is growing in scope in step with Vestas’ service operations. Today, around 2,900 service technicians are employed within installation and service. “In the coming years, the number of service technicians employed at Vestas will rise dramatically, even though – thanks in part to our Must-WinBattles – we are becoming better at making efficient use of our resources. This means that we must optimise and streamline our work in this area,” explains Ole Hylleberg, Project Consultant in Group Service Training. For this reason, the department is now developing a range of concepts and tools intended for use across the 36 VestasInside2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=37http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=37ins defacts world, because uniform tools pave the way to achieving the same high level of professionalism all over the world. Among the initiatives is the ‘Technician Pipeline’, designed to support the development of the individual technician “The result is a more targeted and individual training, consisting of modules so the training fits the individual in the best possible way. This is a necessity as the number of technicians grows in the coming years,” says Ole Hylleberg. To support the improved opportunities for professional development, a new tool for assessing competencies is being developed. Although Group Service Training are developing common tools to be used across all of Vestas training will continue to take place locally in Vestas’ training centres in: • Barcelona, Spain • Beijing, China • Chennai, India • Denver, Colorado, USA • Husum, Germany • Malmö, Sweden • Melbourne, Australia • Portland, Oregon, USA • Taranto, Italy • Videbæk, Denmark • Zaragosa, Spain i VestasInside 372009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=38http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=38To have world-class wind turbines you need world-class technicians, say Ole Hylleberg (on the left) and Jim Scroggins. “It is essential that we retain the technicians we currently employ, because doing so will provide us with added experience at each individual site – experience that is crucial to the optimal operation of the service organisation and, as a result, the turbines,” explains Jim Scroggins. One of the first initiatives involves training the instructors who are to teach at Vestas’ training centres worldwide. In this area, the increased focus is clearly reflected in the figures: the number of instructors trained in 2009 will be equivalent to the total number trained during the four previous years. The initiatives in Group Service Training build on the past years’ work on improving training for technicians. Vestas’ technical training was certified according to international standards in 2007 – as the first in the industry. Safety training has also been intensified, and during 2007 and 2008, all technicians have completed the same safety course. All new technicians must complete the safetey course before being allowed to work on site. “Our technicians are crucial to Vestas, and it is naturally important that we as a company show our appreciation for what they do. This is an area in which there has sometimes been room for improvement,” states Jim Scroggins. 38 VestasInside i “This is a prerequisite for supporting the individual technician. This way we can see, for instance, which competencies an employee needs to develop in order to move to a managerial position on site. It will also be an important tool in connection with recruiting to ensure that we hire the right people for the right jobs,” relates Ole Hylleberg. Furthermore, clear job descriptions and requirements are to make sure that employees’ competences match the demands of their jobs – ultimately to ensure that customers experience that their products are performing more efficiently. However, the focused input should also be viewed as an expression of support from Vestas to those employees who often have to work far from both head offices and colleagues. “We must, for example, provide our colleagues with the best opportunities to develop within their positions, offer them closely targeted training courses, and inform all our technicians of the career options that are open to them on the basis of their professional and personal qualities,” he explains, before stressing the clear benefit to Vestas of taking good care of the company’s service technicians. ins defacts2009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=39http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=39my Vestas Three service technicians – working on three very different assignments – have supplied the best photos this time Stephan Schury of Vestas Central Europe is doing his bit to make sure that Vestas will not be shortstaffed in the future. He and his son Paul built the Vestas Lego turbine in just four hours. A prize is now on its way to Stephan and Paul, who are this issue’s winners. Just another day at the office. Volker Nelius, a service technician with Vestas Central Europe in Germany, sent in this picture of his colleague Andreas Winkel during a normal working day outdoors. David Bowie – a Vestas Northern Europe service technician – took this beautiful picture on a cold day at Windy Stand in Scotland. VestasInside 392009-05-02T09:54:39+02:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=40http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/012009/?Page=40Editors: Peter Wenzel Kruse (editor-in-chief), Peter Gisselmann Rasmussen. VestasInside is an international magazine for Vestas staff, and is published in English, Danish, German, Italian, Spanish and Chinese. This edition closed: 15 January 2009 Print run: 21.000 Text: Kristian Fredslund Andersen, Cath Mersh, Klaus Bundgård and Peter Gisselmann Rasmussen. VestasInside is published by Vestas Wind Systems A/S, Alsvej 21, 8940 Randers SV., Denmark Tel. +45 9730 0000 – Fax: +45 9730 0001 www.vestas.com UK2009-05-02T09:54:39+02:00