Technical and methodical control

QRelation develops solutions for the entire spectrum of your operational management.

Our long-standing clientele includes companies of various legal forms, sizes and industries.

However, as experienced service providers, we know that there are many reasons for one of our managers to implement a solution in your company: The success of your project depends not only on its feasibility but also on the competence and personality of our experts and teams.

Perform the Quick Check with us! The QRelation Managers stabilize your production with their proven methods and experiences!

If a company can define its supply chain, it must also be measured. Once it has been evaluated, there is also potential for further improvement in comparison to reference values in the industry. And they motivate you in such a way that you want to carry out continuous improvement!

With the SCOR (Supply Chain Operations Reference) method we offer a cross-industry method to measure and continuously improve your supply chain!

A SCOR Project Lifecycle is essentially divided into 8 steps:

  1. Providing information on how to improve the supply chain in your company in order to obtain the right support.
  2. Creating a common understanding of where to start improvement efforts.
  3. Organisation of improvement actions
  4. Carrying out the right competitive analysis to define business opportunities
  5. Building a platform for change
  6. Align strategy, material flow, workflow and information flow to focus on the right changes.
  7. Measurable KPIs to show the financial value of change
  8. Implementation of these changes to achieve a sustainable competitive advantage.

Your material will flow through your value chain more smoothly in the required quality at the planned time, faster by reducing stock levels and more efficiently by reorganising the use of resources.

Scrum is not an abbreviation, but originates from rugby and means translated as "dense crowd". This is what happens when the players gather around the ball in rugby - a lot of experience comes together!

The SCRUM method originally comes from software development, but is now used as a method in agile project management. It makes it possible to structure smaller and less comprehensive components, the increments (smallest step sizes), from complex tasks.

This experience-based approach is based on:

  1. Transparency: Both the progress of the project and the blockages/difficulties are fixed regularly and visibly for all participants.
  2. Control: The results and functional scope are also regularly provided and validated.
  3. Harmonization: Product requirements and further procedures are continuously and comprehensively adjusted.

For the implementation of the project goals we plan an agile project initially with a few sprints according to the SCRUM methodology within a time horizon of 4-6 weeks. The duration of the individual sprints is about 2 weeks and is supervised by the SCRUM Master.

At the end of each sprint, a review is held with the customer to present the results of the sprint, analyse them and plan the next sprint accordingly. The defined backlogs are re-prioritized, possibly redistributed over the sprints or new backlogs are defined. If a backlog is not finally closed in the sprint, it is re-prioritized in a subsequent sprint. The review includes the completion and acceptance of the sprint.

The backlogs (list with the prioritized requirements of a project) for the sprints are defined together with the customer at the beginning of the project.

To keep it working

Let our very reliable pragmatism prevail to create working maintenance plans with you.

Reliability Oriented Maintenance (RCM) is a risk-based strategy for the maintenance of technical systems. This involves estimating the impact of possible faults on the functioning of the system and defining the necessary maintenance measures to ensure functionality.

A RCM light investigation is performed due to a short period of time or possibly low availability of information.

The RCM method is a pragmatic way to set up a useful structure for analyzing the current usage and condition of your machine or system in production. The seven key questions are:

  1. What is the machine doing?
  2. How can the machine be disturbed in fulfilling this function?
  3. What causes each of these individual malfunctions?
  4. What happens if each of these individual malfunctions occurs?
  5. How serious is the effect of this malfunction?
  6. How can each of these malfunctions be avoided or predicted?
  7. What to do if a disorder is neither predictable nor avoidable?

The answers to these questions flow into your valid maintenance strategy, which leads to more cost efficiency and at the same time increased reliability in maintenance issues. In addition to well thought-out spare parts management, this also applies to areas such as data acquisition, work planning and user training.

Take advantage of the competence of the QRelation experts, who help you to develop your customized maintenance strategy on the basis of an analysis of the current situation and pragmatic derivations.

QRelation working principles

  • High probability of target achievement (quantitative and qualitative)
  • Individually aligned, functioning and reliable change and development processes
  • Learning / training effects for the participants
  • Impulses and new perspectives on the situation and approaches to solutions
  • High degree of flexibility in cooperation with us
  • High productivity of our deployment

Avoid errors right from the start and save costs

The FMEA method (Failure Mode and Effects Analysis) allows us to optimize your processes with regard to a failure prevention strategy or technical reliability in general. This analysis is already effective in the development phase of new products or processes in order to detect errors and minimize the possibility of occurrence.

The QRelation FMEA consulting helps you to

  • recognize errors in processes and to avoid them with effective measures
  • reduce consequential error costs, warranty services and subsequent system modifications
  • sharpen the knowledge of quality management relevance in the company

In-depth structural analysis

All system elements involved are precisely recorded to create a detailed system structure. This allows the properties defined by the system to be specifically checked and verified.

Functional analysis

Functions are assigned to the identified system elements and linked to a function network. The verification of the system requirements can thus be carried out effectively.

Error analysis

Error functions are assigned to the created functions and linked to an error network. This enables early identification of possible errors and error sources.

Risk assessment (analysis of measures)

In an FMEA form, actual states can be linked with error avoidance and error detection measures. It is particularly important to name concrete times and dates as well as the responsible persons or organizational units. Improved risk analyses can be derived from the knowledge gained.


The risk analysis allows to define further necessary measures to reduce or eliminate errors. A forward-looking quality policy that is constantly improving itself can thus be planned, implemented and documented.

Necessity for preventive error avoidance strategies

In practical work, one encounters again and again the same well-worn patterns that hinder effective error avoidance and unnecessarily complicate one's own risk management. Especially the insight for the necessity of early risk analyses is often not given or underdeveloped in companies. Even executives often lack the sense for the purpose and benefit of such measures, because they have usually risen within the company. Risk analyses are therefore either not supported by existing processes or do not follow an interdisciplinary approach. In addition, the risk analysis often only takes place through external pressure (customer, supplier) or problems that have occurred and not on their own initiative.

Here, too, external consulting with appropriately trained trainers can ensure more acceptance and more initiative because the best quality management results from one's own dissatisfaction with the given situation.

The life cycle cost analysis provides insight into the purchase and set-up costs (what does the purchase and commissioning of my machine cost?) as well as the associated operating costs (what costs are incurred when my machine is put into operation?) and the end-of-life costs (disposal costs?).

This makes it possible not only to evaluate potential purchases according to price, but also to make machine and plant costs comparable over the entire service life. The lowest-cost machine could actually cause the highest price in terms of operating costs (cycle times, manpower, maintenance, downtime, energy consumption, and so on). Therefore, procurement / replacement decisions on different system / machine concepts from different suppliers should be supported by life cycle cost analyses.

Operational decisions are supported equally by past, current and future cost items and their evolution over time. These include resource requirements, maintenance requirements (autonomous, corrective, predictive and preventive; all including spare parts involved), energy, downtime and waste.

Life cycle cost analysis can also provide indications of design improvements (subassemblies with lower energy consumption, easier handling, less maintenance, etc.) and a decision point for system/machine replacement.


The scope of life cycle cost analysis extends from commissioning to the end of the life cycle including optimization of overall administrative costs.

Taking into account the maintenance strategy, the most efficient ratio of correction, forecasting and preventive maintenance should be defined to minimise both maintenance costs and downtime.

Track performance to detect deviations and define countermeasures.

Net present value calculation to evaluate new/replacement machines and equipment and to calculate the benefits of changes.

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