It had been proven many times that customer requests were meet. Together with customers it ment that the companu sat in the driver’s seat for the entire industry. Customers’ needs for control was at the focus and the technology was used as a tool to meet the needs.
From “nowhere” came a phone call from Lennart Robertsson. “Do you want to sell key cabinets in India?” Sometimes it’s nice to not really know what you’re getting into. It’s easier that way. “Why not ?!” was the answer. India’s largest private company decided to establish itself as a petrol supplier. It required key control on all petrol stations built in the country. The motto was “the right amount at the right time with the right quality.” Now it was no longer a question of just key control. Now the task was business support.
Negotiations had not so much to do with Swedish standards. There were visits of Indian delegations in Örebro and trips to India. Discussions and discussions. A cultural meltdown was close on many occasions. When the agreement was reached there was relief and joy. However, it was only the beginning. The price and terms clearly had not been negotiated enough?! After much sweating all came to an end. Both parties satisfied. “We had been married” as the Indians put it.
Now it was time to get to work. How hard could it be?
– Operational support had always been the ambition of the system. Now it became much clearer.
– Produce cabinets and electronics was a habit. Now, volumes were, however, quite different.
– Assemble and deliver facilities were a living. Now, however, the rate multiplied.
It was shown that no trip is straightforward and painless. At the same time, it also appears that nothing is overwhelming with good ambitions and good employees.
A new cabinet was to be developed that was adapted for mass production. A new generation of electronics had to be developed and produced. A new software, Web Client and much new functionality, would be developed. A new assembly line would be set up in new premises and with new staff. Everything under time pressure. With a volume of the first order which exceeded the hitherto total number of sold assemblies. All for a customer with annual sales of one-third of Sweden’s GDP. It is in these situations that the core values of the company may follow suit. Responsibility, Respect and Reflection. It is important to be flexible. Thinking outside the box. Being innovative. An activity system was built with deviation sent as SMS/e-mail reports. Alongside this the system was linked to fuel gauging and custom bolts for tank trucks and tank lid. The company would have the control and the operational support they demanded.
Everyone was happy and satisfied. Deliveries had worked and it was time to start the operation. Total deliveries took place in three rounds over nearly 2 years. It was “ups and downs” during the trip. Thanks to the commitment of the employees it can be summarized as amazing. With Beo Berndtson at the production helm and Tobias Persson at the keyboard it went smoother than anyone could have imagined. Or is it just that it is only the positives that stick in memory ?! Either way, it is probably the world’s largest key management system deployed. Delivered to India from Örebro in the cold North.
The project was noticed both locally in India and at home. It had a major impact on the company’s future. The company had been growing continuously.