OHVS expediting

was in process of installing the offshore windfarm Nobelwind, with installation of 165 MW at the coast of Belgium, had problems with the timely delivery of the OHVS during manufacturing in Poland, which might delate the installation of the platform, with extra cost of acc. to planning of the electrical assembly and the erection process window.
The task was solved by close follow up on site in Poland with daily reporting to the customer of the progress and coming up with suggestion of improvements in order to save time.
The platform was sailed away several weeks before the given scenario of the supplier.

Siemens Wind Power

Project management

was in a period of rapid expansion and the supplier of hydraulics was asked to triple production year-on-year. FEC was asked to manage the project to ensure the successful ramp-up of production capacity. We successfully implemented the processes needed for all components to be delivered on time.

Siemens Wind Power


had a problem with the foundries in Germany - they were neither delevering the right quality nor on time. FEC did regular follow up and established processes in cooperation with SWP engineering, which ensured on-time delivery of the goods and with the right quality

Siemens Wind Power


was developing a 6 MW gearless wind turbine and for that they needed a new generator. FEC was handling the machining- and coating processes for some of the large components of the prototypes. The task was solved by close follow up, witness of tests, and auditing of the processes.

Siemens Wind Power

Main shafts

decided to source the machining and coating of the forged main shafts in Korea. FEC was asked to take care of the qualification processes by developing inspection procedures and auditing the quality systems, which resulted in cheaper components and more effective logistic.

Areva Wind

Transport procedures

in Germany had big problems with damages and corrosion of their large components during transport from the supplier to the assembly line. The problem was solved by developing procedures for preservation and packaging and the result was a dramatic reduction of non-conformances due to transport.


Offshore components

was in process of installing the offshore windfarm Belwind 1, with installation of 165 MW at the coast of Belgium, had problems with the timely delivery of transition pieces and mono piles. This was crucial as it would delay the offshore installation and thereby extra costs would be incurred for the jack-up ship that had to wait for the components. The task was solved by close follow-up of the suppliers located in Spain, Belgium and the Netherlands. Lead times were analysed in order to understand what activities that had to be speed up to reach the deadline.


Factory inspection

was going to install the 288 MW offshore windfarm Amrumbank West which consist of 80 SWP nacelles. In order to detect quality issues as early as possible in the fabrication process, it was decided to inspect the production and the finished nacelles on a regular basis. The intervention guaranteed the timely delivery of nacelles with a minimum of stops after installation had begun off shore.

Vestas Wind Systems


did not receive enough gearboxes from their supplier to feed the production line of nacelles. FEC was for a half year located in Belgium at one of the gearbox factories to monitor the production. The needed capacity was secured by creating a culture of proactivity and establishing direct communication lines in order to facilitate quick action in case of observed quality issues.

Dommerby Staal


was planning to update the quality management system to ISO 9001:2015 version and FEC designed the change of system and audited the effectiveness of the system before external audit for renewal of the certificate. The external auditing body did not raise any deviations.

NEL Hydrogen


was building a new ISO 9001:2015 quality management system of the production of hydrogen gas stations. In order to state the status of the project and identify the gap og fulfilling the requirements of the standard,
FEC was conducting an audit and the result was used in the management review meeting to prioritize the work of finalizing the system.