HISTORY OF PAAM SYSTEM
A new era is initiated. The group is rebuild. For the better. To be able to be closer to the customers. To be able to serve the customers faster. We will be able to serve more customers internationally. PAAM is reborn as a franchise concept.
At the same time as the group is reorganized the offer is also rebuild. Giving the customers more flexibility. Flexibility in AXSOR. Flexibility in EAGLE. More freedom to choose. More freedom for the customer. This will free time. This will save money. It is what we always strive for.
We will continue to write our history together with our customers. Know we will do it in a slightly new way. And we will also do it on the international market. It is the control that is the mission. We create it with the power of innovation and joy. And some boldness. We challenge.
The trend continues. The expansion continues. Better offer. Closer to the customer. All with more security. All with more safety. We shall continue at the high level we have come to. And grow from it.
After a time where focus has been in Örebro we have redrawn the map. Customer support is now available in Halmstad and Stockholm. Sales offices are located in several locations in the country. The closeness to the customers is important. Crucial. When much is new, it is also “back to basics”. Helping customers with structure and routines. Everything becomes more stressful. Everything must go faster. Everything must be simpler. Clearer. Better.
This brings several new features. The offer will be even better. We meet additional customer requirements. We build the system for the future. We help many to a better life. We help customers to save time. To win control. We offer security from the perspective of “desire”. Not on the basis of “pain” as many others. It’s always more fun to let in than excluding.
An organization requires constant changes. Otherwise, the reality runs away. We have chosen to run and meet it. The split into two companies in Sweden was not perfect. Shattered. Unclear internally. And thus unclear and unstructured externally. Now it has changed. Refined.
All the technology is now placed in the parent company. Regardless of geography. Regardless of the area. All customer support and all the implementation is handled by the same company. Simpler and clearer. And besides, with just one point of contact for troubleshooting for all customers. Any help remotely as well as on-site managed by the same company. Sales and education available in local sales companies. Clear for the customer and clear internally.
A strong expansion as planned in 2015. That was when it was proved that we have prepared ourselves well. Processes were tested. They held, but it creaked at the seams. More than doubled sales since the start of PAAM required adjustments. It also requires recruitment. Which in turn requires great commitment.
Integrations have been on schedule. Moreover, the second version of AXSOR was released. Big changes. Great improvements. Very clear. The new version has also meant a regeneration in terms of safety and how control systems may look. Easy. Major focus on what the system gives you – not what it requires.
Preparations for an international expansion implemented. The company has been split into two in Sweden. Now the responsibility for the market in Sweden placed in a separate company. Anything to get as close to the customer as possible. In addition, a company started in Denmark. A smaller replica of the Swedish. All preperations is still in the parent company, including development, administration and purchasing.
The assembling of EAGLE is in-house after being outsourced during the final phase of the group affiliation. A reconstruction with only positive consequences. Better control. Greater flexibility. Faster deliveries.
Initially, it was important to show clarity. What PAAM is! What PAAM stands for. To show that the offer was a system, changing the name of the administrative system to AXSOR. Everything with a soft red mark. It was time for a new era. It was time for stability.
The offer is nothing without use. It was important to create the presence in the market as pursued. We got confirmation that we lived as we learned. Whether we succeeded in everything or not.
All the old dealers was understandably enough, not entirely positive. Some remained in continued co-operation. Others left in a more or less pleasant way. Slanderous and back-stabbing were normal in a short period. All companies have their own way of being and their own way to meet the market and competition.
Investments in the international market was stopped in favor of the Swedish. The need for presence in Sweden was crucial. Some minor detour in the surrounding areas were made as exceptions to prove the rule.
On the drawing board and on the keyboards work did not stall. Continuing with the software. The heart of the system has always been within the company’s walls. To close the circle was Ardy again taken in as development partners when it came to electronics. We were back with the same partner as we embarked on the journey with KEYSafe fifteen years earlier.
New sheet metal constructions created to meet the needs of both smaller and more powerful perimeter security and various sizes of storage. The concept of AXSOR/EAGLE was met possitively by the customers. It felt good to have a positive trend when continuing.
As the components became obsolete and was no longer possible for full-scale production of electronics for KEYSafe. 2011 was the last year that the product was sold. A new era. In order not to leave the customers were a BlackBox developed connecting KEYSafe to AXSOR. Giving the opportunity to continue to grow in the system. They were given new functionality. Better administration. Better control. Without having to change key safe.
The level of innovation is high. The strive to meet customer wishes never runs dry. After KEYSafe left the market new RFID technology was introduced in EAGLE. The potential for future functionality has thus once again been expanded. All the focus is on competent solutions. The offer is exclusively based on AXSOR.
Work on core values and behavior got its climax as the company was awarded the RR-license along with two other companies, first in Sweden. The ambition was high from the start. It had been recognized even from external parts.
The end of 2007 had been somewhat turbulent and first half of 2008 continued in the same way. The organization underwent change. Alongside the development continued to ensure the implementation of a great offer. After a while pieces slowly fell into place.
There was anticipation in the air once the launch would happen. It does not always get as intended. After the introduction finally was made the receipt from the distributors was, say the least cool. Perhaps this was the beginning of the end to the presence in the ASSA ABLOY Group.
Taking a system through distributors proved to be incredibly difficult. Keeping distributors, familiar with mechanical or electromechanical, abreast of systems and IT proved to be overwhelming. Convinced of customer needs and preferences remained relentless. These would be met. With an group of distributers, understandably enough, with a different agenda, it was still difficult to reach.
The distribution was fixed. The Group had chosen their line of business. The correct line for them, but a difficult line for the company. Now also with a product that the company considered the ultimate for customers there was a negative reception from the distributers. Moreover, it was slow pace on the international distribution. What would happen?
Lack of direct presence in the market began to be a problem. Understandably enough, did the air went out of the company. It was not possible to continue as before. After many tours and discussions in the spring of 2009, an agreement was set in the summer of 2009. A Management Buy Out (MBO) could take place in September. It was a divorce where both parties were satisfied with the outcome.
It required some restructuring. Now, the company should get back on track again. Now new strategies would be set up for the future. ASSA ABLOY had helped to create conditions for the future. A new platform could be further developed. Lessons had been learned during the period. Now, customers would be offered the system the way they needed. The energy was back.
The introduction of PAAM Systems AB were at the fair Sectech in the fall of 2009. Many eyebrows were raised. Many were puzzled. It was clear that many people were concerned, but few knew the story. Questions came if we were a retailer of products from those who have been our own previous distributors! It was clear that there was a need to once again be close to customers. With direct contact with customers the development of the company and the offering continued . The question is not if, but when.
In late 2004, an agreement was signed by Frank Norberg and Ulf Södergren, former CEO of ASSA AB. TT System is now included in the ASSA ABLOY Group. The early success was based much on closeness to the customer. Now there should be at least one distributor between the company and the customer. It proved to be a challenge to reach out with knowledge and practices. The ability to understand customer needs. The ability to convert the need to a solution. And to do it with a combination of hardware, electro-mechanics, electronics, software and communication. It turned out to be anything but easy.
Knowledge of mechanics was great in the Group and among the distributors. When it came to modern IT solutions, there was much to work on. Getting into a systems approach in a mechanical industrial culture was a major challenge. The distribution was fixed. There were demands from the market for new functionality, integrations with other systems, and many wished to avoid PC installations.
At the same time came Directive on stopping the use of lead in solder. Furthermore, the Directive on recycling of electronics. All directives would be followed. Quickly. The result was that some products were redeveloped while others were terminated. It meant the end of the intermediate products. In parallel with this, a lot of development were made on a new high-end system to replace KEYSafe.
New efforts. New challenges. In Helsingborg discussions were held on the ultimate key management system. Handling of key lifecycle. The goal was set. It would be a competent web-based system for key management. Again development in close co-operation with the customers.
It took a year before the first installation of the EAGLE. Now the first major web system for key management saw the market. The idea was that the key cabinet was an accessory. Everything was managed from the key management system. The next step was taken. Now everything could be uniquely identified; doors, positions and key bunches.
During the final phase of the period Frank Norberg had had enough as Managing Director. Previously, Frank was close to the market. Frank was the key man who met clients almost daily. Now, everyday more filled with reporting and paperwork. It did not fit. It was time to hand over.
After much discussion it was a recruiting from the ranks when Magnus Johansson was asked to become CEO. The company would adapt to the Group and would begin to show good numbers and growth. The negative trend shown since joining the Group would be broken.
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.
The use of electronics in everyday life started to become obvious. To use the PC for administration of the system became more common. When Ethernet came we started getting requests to use the network to communicate with the assemblies. At the start a seperate network card was connected into KEYSafe. It was expensive, but it was a good solution in the short term.
Network demanded new innovations and gave new opportunities. Client-Server is became a relatively ordinary expression. This meant that many administrators would be given the opportunity to work with data from multiple computers simultaneously.
In Gothenburg, discussions had begun the year before. The need for an interconnected system was great. This required new innovations. A server was needed. And a cost-effective way to manage it. KEYcom was rebuilt to become Administrator. Network adapter was built in directly on the main electronics in KEYSafe.
Now, given the possibility of administering thousands of key from multiple computers simultaneously. Key bunches which also were relocated in various locations in the city. Most of the assemblies with several administrators. It meant both local and central control at the same time.
A few more new products saw the daylight during this period. Products not offered for so long. The causes are diverse and numerous as to why they no longer exist. This applies to, above all, two products that were a cross-development between traceability and accessibility. The products were KEYreg and Multi Lock. Items in what is usually called middle segment. Many argue about the scope for such products. It is difficult to assess. However, there is a great difference between these and other products in the offer. These products were developed to meet the competition. Not to meet specific customer needs. A mistake that is only done once. All products must be developed on the basis of concrete needs. Not to meet someone else’s innovation. It applies to “own” your own innovation.
During this period, it became even clearer that innovation was strong in the company. It was the boldness needed to meet customer requests. It became clear that development best arm in arm with the client.
Combination locks started to become more common. It started getting both Chinese and German locks for safes. To offer a complete solution with key cabinets and built-in code lock seemed natural to develop. Code Lock saw daylight. The solution had good security, the possibility of multiple codes and lock with emergency release. It became a natural replacement for Codoor cabinets. Better solution. More costefficient.
Now, storage, accessibility and routines were normal. As the needs were met additional requests came from customers to help them to get control. Still, it was difficult and time consuming to trace when keys had been used. It was manual routines.
It must be possible to identify individual keys. It must also be possible to obtain traceability when keys are picked out and put back in a cabinet. The only question is how? And at what cost?
Without innovation, without a bit of boldness and without innovation loan from the SIC (Foundation Innovation Centre), the story probably would have been very different. In co-operation with Ardy in Örebro and with the help of the Dallas Maxim iButtonchip traceability could become a reality.
Now the vision became reality within a year. KEYSafe was launched in at the fair Skydd 1996. The receipt of KEYSafe was very positive. To in a highly efficient manner and for a reasonable price obtain traceability was new. There was a market. There was a built up demand.
The first assemblies went to Skellefteå and Huddinge. Then came deliveries all over Sweden. The news also meant that new customer arrived. More businesses than health and social shown to have a need for secure storage and traceability.
At the beginning there was not connected computers. Everything was built around the cabinet. A printer could be plugged directly into the cabinet to print lists of events that had happened. As more and more began to use the PC in the daily work the requirements increased to enable administration via PC.
The answer to the question about simpler administration was KEYCom. It was now possible to put the names of users and key positions. Reports on the use could be read in a directly connected PC and displayed on the computer screen.
When management became possible came requests to allow multiple administrators from different locations. In addition, administrators began to need to administer several assemblies.
To use a key to open a key cabinet is not preferable. It must be possible resolved in another way! Cabinet with integrated code lock was not on the market. RFID was not to think about. Nevertheless, it should be possible to solve.
Bewator Codoor with key cabinet was the combined innovation. Adaptations of the plate and locking bolts required a relocation of cabinet production to Sweden. Codoor was new at Bewator and relatively new on the market. The combination with key cabinet was a minor sensation. It was a difficult start with much anguish. TT system became one of the largest customers of Codoor.
The solution met the requirement of availability. Now, the customers did not have a key to access the keys. Code could be used instead. Easier handling. Efficient management.
Continuing the close cooperation with TeleLarm. Now some steps had been taken in Norway and Denmark. The increased market meant that the first employees were hired.
In 1993 new ideas came to mind. Ideas that had to wait a while to see the daylight.
“Carephones” or security phones began to be increasingly used in municipal home care and home health care. This meant that it would be possible to quickly get in contact with a patient in need of care. To enter the patient’s home a key was required. This in turn required a storage of keys and a good key management. The need was clear.
The whole affair was built up on the basis of a partnership with TeleLarm. TeleLarm offered security telephony and TT system offered everything that the home care business could possibly need besides the use of security phones. A wide product range to cover the needs of the market.
Mobile “Garden Phones” were a big part of sales. The main business was, however, forms for management of security phones and receipts for keys and medicine. Everything was printed at a local printing company in Örebro and distributed throughout the country. To this binders and card indexes were offerend to keep track of the forms. Also, key beadges were offered to provide as good control as possible of the keys within the business. Bags to carry keys in were there in the early days. Leather bags manufactured by a shoemaker in Örebro, while cabinets were traded from Norway. Lock cases were mounted into the cabinets in the home of a policeman in an old barn outside Örebro.
The products would be nothing without routines. A large portion of the offering was built up around consulting services to create clear routines in operations. Frank Norberg was becoming the “key man”.