Living perfection. WBA Aachener. Werkzeugbau Akademie. Aachen, Slide 1

Transcription

1 Living perfection WBA Aachener Werkzeugbau Akademie GmbH Aachen, 2015 Slide 1

2 The Aachener Werkzeugbau Akademie Tooling competence from Aachen University and research institutes in Aachen Focus Production Engineering and Technology Institute at the RWTH Aachen University 1906 founded 895 Employees 16,000 m² office space and laboratories WBA Aachener Werkzeugbau Akademie GmbH Central contact point for tool and die making companies Close collaboration with all institutes of the RWTH Aachen University and the Fraunhofer Gesellschaft in Aachen 40 Employees with an organizational and technological tooling focus and in the demonstration tool shop Execution of 40 to 50 consulting projects each year + Further relevant institutes for tool and die making Institute of the Fraunhofer-Gesellschaft 1980 founded 453 Employees 3000 m² office space and laboratories Overview of chosen project partners Slide 8

3 Aachener Werkzeugbau Akademie: We shape excellent Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & Development Specific Industry Solutions Client-oriented Consulting Professional Development Access to research projects of various institutes via the WBA as a research broker Individual research and development projects for partners of the WBA Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual concept development and project implementation Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop Slide 9

4 Industrial partners of the Aachener Werkzeugbau Akademie Premium Partners Cooperation partners Business Partners Partners Slide 11

5 The participation model for companies Premium Partner, Business Partner and Partner WBA Network Partner Business Partner Premium Partner Networking Activities Half-/Annual Meeting Community Applied Research & Development Projectchecks á 2, WBA Projects Use of Projectchecks Project prioritization 1 year for WBA Projects 3 years for WBA Activities 5 years for WBA Activities Project selection Annual report Print & Digital Professional Development Expert & Master 30% discount Events Module 30% discount 30% discount Seminar 30% discount 30% discount 30% discount Inhouse Seminar Participation Client-oriented Consulting Consulting Industry Project 10% discount 10% discount Demonstration Tool Shop Utilization of infrastructure Office rooms Machine park 175 h Part of participation model: 10,000 20,000 40,000 not included optional included Slide 13

6 Aachener Werkzeugbau Akademie: We shape excellent Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & Development Specific Industry Solutions Client-oriented Consulting Professional Development Access to research projects of various institutes via the WBA as a research broker Individual research and development projects for partners of the WBA Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual concept development and project implementation Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop Slide 14

7 The WBA research roadmap permits to systematically pursue the relevant Tool Making research topics Priority topics Accounting Added value Organization Tool technology Automation Manuf. Tech. Tool life cycle Development Manufacturing Utilization Recycling Selection of realized projects: Industrialization and process organization Knowledge transfer in the Tool and Die industry Simulation and processing simulation data Tools according to requirements Automation in manufacturing Integrated CAx chains Lean-indicators for the Tool and Die industry Systematic evaluation and qualification of suppliers Process Mapping for an optimized processing of orders Systematic failure analysis During the last years several research projects within the different matrix fields have already been conducted Slide 16

8 The WBA does research in tool and die making related topics and participates in publicly funded research projects Research projects with organizational focus (Qty.: 5) TEC Total Efficiency Control Topic: Calculation tool for life cycle costs of tools and dies ConTOOL Controlling of Resource Efficiency Throughout the Life-cycle of Tools Topic : Resource efficient tool life cycle Research projects with technological focus (Qty.: 10) Environment-friendly core shooting tool Topic : Environment-friendly core shooting tool Integrative production technology for high-wage countries Topic : Process technological phenomena for scanner based laserwelding Lead project E³-Production Topic : Analysis tool for resource efficient design of process chains Process simulation for Laser surface treatment Topic : Process simulation for laser hardening of free formed surfaces Evaluation of the benefit of planning processes in the small series production Topic : Evaluation of the benefit of planning processes Smart Tools Intelligent injection molding tools for product service systems Topic : Intelligent injection molding tools for product service systems Submitted research projects BMBF: Whispering Steel HiPr High-Precision mirco-forming of complex 3D parts Topic : Adaptive microforming in mass production AutoTeCH-EDM Automated Technology Development Topic : Optimization of Wire Cutting in CH-based dielectric fluid and more Submitted research projects BMBF: VisVerPro Visualization & Connection of Production processes Slide 17

9 Aachener Werkzeugbau Akademie: We shape excellent Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & Development Specific Industry Solutions Client-oriented Consulting Professional Development Access to research projects of various institutes via the WBA as a research broker Individual research and development projects for partners of the WBA Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual concept development and project implementation Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop Slide 18

10 Partners can benefit in different ways using specific industry solutions Mobile Applications Best-Practice-Circles Studies The Werkzeugbau Akademie develops different applications for mobile devices applied in the tool and die industry. Best-Practice Circles are a platform for exchanging methods, approaches and procedures of the project partners. The Werkzeugbau Akademie executes Studies together with various research institutes and partners for current topics in tool and die making. Examples of Applications: WBA IDA for failure recording and knowledge transfer Application to optimize milling parameters Continuous improvement process application Examples of conducted BP-Circles: Knowledge management in Tool Making PPS-Software in Tool Making Creating networks of Tool Making companies Global Sourcing in Tool Making Examples for Studies: Tooling in China Sheet metal and massive forming Successful planning in tool and die making Tooling in South Africa Slide 19

11 The WBA develops and tests numerous Applications for the use in the tool and die making industry CIP (Continuous Improvement Application) IDA (Information Digitalization Application) App worktime documentation and creation of job cards Planning board Application for the visualization of dates in the WBA Slide 20

12 Die WBA publishes numerous publications specifically for the tool and die making industry With the numerous publications the specific know-how is accessible for the tool and die making industry Slide 21

13 Aachener Werkzeugbau Akademie: We shape excellent Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & Development Specific Industry Solutions Client-oriented Consulting Professional Development Access to research projects of various institutes via the WBA as a research broker Individual research and development projects for partners of the WBA Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual development concepts and project implementation Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop Slide 22

14 Consulting services of the WBA Aachener Werkzeugbau Akademie Engineering Tool standardisation Additive manufacturing CAD/CAM Planning & Steering Standard process chains 3-Layer-Model Synchronisation Manufacturing Technologies Technology evaluation and selection Automation Market Intelligence Global tool sourcing Supplier evaluation and selection Production $ Strategy Benchmarking Pricing Calculation Cost transparency Strategic excellence position Process Management Target-/Performance process Segmentation Operative Excellence Lean management Shopfloor management Layout Material flow Factory planning Tool Management Tool scheduling Tool availability Slide 23

15 The comprehensive benchmarking database portrays a holistic product range by using world wide data records World wide data records Employment structure South Africa Asia 16% 8% 15% 5% 3% Eastern Europe 2% Western Europe 10% 64% Germany 26% 51% 59,0% Holistic product range* < ,4% 22,9% 18,8% 18,8% 16,7% 12,0% > 500 9,0% Injection moulds * Mehrfachnennungen möglich Stamping tools Warm massive forming tools Cold massive forming tools Elastomere tool Die casting moulds Testing equipment/ devices Plants/ Special purpose machines Slide 24

16 Selected data records from the benchmarking- and EiP-database of the WZL and the IPT Mechanical Technologies Tooling Slide 25

17 Overview of selected project partners Mechanical Technologies Tooling Slide 26

18 Benchmarking-study for the performance evaluation of tool making in China Project execution in cooperation with the companies BMW, Daimler and ZF Identification of potential tool shops with the requested product range Development of a benchmarking questionnaire for the collection of key figures Supervision of Chinese workers in the companies during the completion of the questionnaires Evaluation of key figures and on-site auditing of the best performing companies Determination of potential suppliers and future partner companies Results Performance evaluation of tool makers in China Identification of potential suppliers and future partner companies Slide 27

19 Conception of the internal tool making of Böllhoff Status-quo-analysis through a benchmarking Analysis of the process of internal orderprocessing and the range of offered services Definition of the new strategic orientation, including a new vision and mission Design of the future range of technology and depth of added value Determination of the future need for staff and machinery Designing a layout for a new production hall with special regard to the process flow Status quo analysis Design of tool making 2020 Strategic realignment Layout design Results Strategic realignment based on the future role of internal tool making Sustainable and competitive tool making and layout of production hall that ensures process flow Slide 28

20 Planning systematics and PPS software system selection in tool making Analysis of the planning system and derivation of a future planning system Creating specifications for a PPS software system Identification of company specific requirements Description of compulsory functions Selection of a PPS software system Analysis of available PPS software systems Definition of an evaluation scheme for PPS software systems Evaluation of the analyzed PPS software systems Preselection Selection Result Selection of a PPS software system to design a system supported planning system to improve both performance and competitiveness Slide 29

21 Realignment and industrialization of the internal tool shop at the location Traunreut requieres enables Positioning and realignment of the internal tool shop within the company Standardization of tools, modules and components Standardization of process sequences and work plans Segmentation of tool manufacturing and derivation of a planning procedure Implementation of synchronous manufacturing characterized by the flow principle Project Tool and Die Making for the Future Focusing and cooperation Standardization of tools Standardization of processes Synchronization Results Development and implementation of a sustainable tool manufacturing Continuous increase of productivity (20% over the period of four years) Slide 30

22 Concept for an industrial tool manufacturer Pöppelmann at the site Lohne Status quo analysis of the internal tool making Performance benchmarking Analysis of the order processing and process chains Analysis of the product variety Analysis of the planning and controlling divisions Conception of an industrialized tool making Definition of main process sequences Simulation of segmentation scenarios Conception of a segmentation Development of shaping options for the layout Result Key performance indicators Process chain analysis Tool Manufacturing layout Process standardization Product analysis Industrialization concept Planning Process-oriented manufacturing Control Product standardization Employee participation Process analysis PPS analysis Tooling segmentation Concept to create an efficient, profitable and productive tool manufacturing by industrialization Slide 31

23 Implementation of the industrial tool making concept of Pöppelmann in Lohne TEKU K-TECH FAMAC KAPSTO Set of rules Segment I: New tools Segment II: Repair TEKU K-TECH FAMAC KAPSTO Configuration of an industrial tool making company Detailling of layout of the industrial tool making company Definition of rough and detailed planning instruments Creation of a rulebook for segmenting Development of a concept for the integration of all employees Implementation of industrial tool making Realization of employee workshops Relocation of machine resources Implementation of a rough and detailed planning Introduction of a segmented tool manufacturing Result Tool Manufacturing layout Tool making Order Management new Industrialization concept Planning Process standardization Construction 1 Construction 2 TEKU, FAMAC FAMAC K-TECH, KAPSTO, maintenance resources TEKU thermo forms Praparation Order management repair Process-oriented manufacturing CAM CAD/ CAM Control Product standardization Employee participation Manufacture Manufacture precision Grinding/ wire eroding Manufacture Tooling segmentation Industrialized tool making based on standardized products and processes, segmented and material flow oriented manufacturing as well as effective planning and control Assembly Manufacture precision Assembly Slide 32

24 Initiation of continuous improvement efforts for synchronous tool making Benchmarking of technological and organizational performance Process analysis of order processing Optimization of floor layouts Establishment of a milestone process Synchronization of workflows Adjustment of floor control Implementation of tool making wikis Support of the implementation and change management Inquiry new tool Manufacture Machine Proposal preparation Order explanation Bench work Rough plannning Assembly (shaping) Methodology development Laser parts Assembly (cutting) Tool design Final assembly Fine & shopfloor planning Try-Out, trimming Programming Project management Leading Design Work preparation, foreman Manufacture Development Machine Fertigung Montage Montage Synchronous tool assembly Tool transfer Synchronous tool assembly Inspection Result Competitive, synchronous processes for manufacturing of new tools Slide 33

25 Initiating the industrialization of tool making through product and process standardization Selection of a pilot tool Analysis of tool spectrum Identification of standardization potential in regard of the pilot tool Process standardization for the pilot tool Process synchronization for the pilot tool MS Backing plate MS Locating ring MS Noise Insulating board MS Backing plate MS Transport iron MS Transport iron MS Distance bolts Movable side (MS) Tool X MS Frame plate MS Frame MS plate Frame MS plate Frame plate Fixed side (FS) Result Alienated pilot tool Successful product and process standardization for manufacturing of a pilot tool, providing the foundation for industrialized and synchronous tool making Slide 34

26 Technology development Industrialization of an internal tool shop Benchmarking with competitors Detailed analysis of order processing Segment 1: New tools Milling/ Turning Hardening Grinding Assembly / Tryout Preparation of the strengths/ potential profiles for each organizational unit in tool making Segment 2: Changes/ repairs Development of a concept for industrialization focusing on segmentation of the tool shop in process-oriented manufacturing lines Disassembly Milling/ Turning Grinding Assembly / Tryout Support of implementation and change management Indirect areas Cooperation Outsourcing of tools which do not match process spectrum Result Implementation of an industrial tool shop which is oriented on customer benefits and segmented into process-oriented organizational units Slide 35

27 Development of a concept to establish an internal value creation network Competence A** Competence B Competence F Competence B Competence D Competence G Competence A Competence D Competence F Competence B Competence C Competence J Benchmarking of the technological and organizational performance Detailed analysis of the job spectrum and the order processing Definition of competence areas and core processes Development of a general vision, mission and strategic success positions Definition of requirements and framework conditions of a global site networking Creation of a roadmap for the implementation of the site networking concept Country A Country B Location 1* Location 2 Location 3 Location 4 People & Culture Technology & Innovation Products & Processes *: Global lead site, **: Competence field leader Results Strategic reorientation with fields of action and enhancement measures for several international equipment and tool making production sites Concept for a global networking of international equipment and tool making production sites Slide 36

28 Support of the Daimler-internal project Process analysis Tool Manufacturing for expanding the equipment department Simulation of segmentation scenarios Definition of the manufacturing depth Distribution of resources/ factory layout Detailed development of the process steps Task description Integrating the segments in the context Definition of interfaces Industrialization of the tool introduction Capacities and resources Tasks Tool making Processes Context Results Detailed concept draft for expanding and segmenting the tool manufacturing Concept for a standardized tool introduction Slide 37

29 Conception of a productive and competitive industrial tool making Status quo analysis of the internal tool making Forging large Preturning Finish Welding Milling Grinding Inspection turning Standardization of tool components and definition of manufacturing blanks Forging small Recording and analyzing process chains Definition of main process sequences Sorting area Segmentation of the tool manufacturing Goods receipt Outgoing goods Development of a process oriented manufacturing control concept Development of shaping options for the layout Frameworking the implementation Process Pre-turning Preheating S 5 5 Day N 6 5 Welding Result Industrialization concept for the tool manufacturing with higher productivity and short processing times by a new manufacturing concept and higher degree of standardization Slide 38

30 Slide Neu Schweißerei Entsp.Ofen H a n d a r b e i t 1 H a n d a r b e i t 2 A z u b i O f e n R e g a l Wärmekammer David&B aader Kontrolle Ö l S t a n g e n m a t e r i a l l a g e r A P B ü r o A z u b i Kran Magazin Paternoster B ü r o M a g a z i n 5t T i s c h M o n t a g e p l a t z 2t 2t 1t S c h l e i f e n T i s c h K r a n Layout design and planning of the project management for a relocation of a tool shop Development of a project plan for the relocation with detailled tasks Precise definition of tasks, deadlines and responsibilities for over 70 sub-tasks Identification of sub-tasks on the critical path for the monitoring of the finish date Definition of measures to ensure the required infrastructure of the production facility on the relocation date Layout planning for an optimized process flow of all manufacturing segments Detailed project plan for the systematic coordination of the individual tasks and progress controlling and development of an optimized layout for a new tool making site Result

31 Relocation of the tool shop and efficiency optimization of the tool supply Project and cost controlling of the relocation of the tool making Identification of dispensable inventory through a 6S-Workshop Process orientated arrangement of the manufacturing areas and validation with regard to the lean principals Risk management ensuring a continuous tool supply Detailed planning of the implementation sequence and coordination of external service providers Project controlling Risk management Schadenausmaß hoch Zu wenig Personal für den Umzug verfügbar 16 (KW 51) Reparaturaufträge der Schmiedelinie über der Kapazität (KW 51) 3 Verzug bezüglich der genehmigungspflichtigen 19 Transporte (KW 51) Erster Teilumzug des Schweiß-bereichs noch 21 nicht abgeschlossen (KW 2) 9 14 mittel Gegenmaßnahmen: 26 Verbleib des Bereichs Ausbrennen und des WIG- 7 Arbeitsplatzes in Bad Sobernheim (KW 51) Vorausplanung der Problempressen (KW 51) 20 Absprachen mit Bockenau (KW 51) Absprache mit WISAG (KW 51) und 4011 als Ersatzmaschinen (KW 51) und 4038 zu Beginn der KW 2 gering Vorbereitungen Erodierbereich schon in KW 1 gering mittel hoch Eintrittswahrscheinlichkeit Cost controlling Kostenposition Plan Ist Maßnahme / Begründung Kein eigener Server in GRO, direkte Anbindung an SO IT / EDV Gebrauchter Transformator Transformator Übernahme vieler Arbeitspakete durch WZB-Team (bspw. Regale Maschinenumzug durch eigenen LKW), kein Probelauf Paternoster benötigt (Lagermöglichkeiten ohne Paternoster durch Paternoster teure Schränke) Teerung bis zum Gastank nötig, teurere Fundamente (Köcher) Tiefbau nötig, um Platz zu sparen Ausbau Sanitäranlagen / Umkleiden / Büromöbel Verkleinerter Umfang Umbaubereich Damenumkleide, Büromöbel aus Insolvenz Sequence planning ½ Phase I Phase II Phase III Diff. Results Reduction of the relocation period by 2 weeks through efficient project and risk management Reduction of the relocation costs by 21,5 % through stringent project and cost controlling Slide 40

32 Status quo analysis of the performance and development of a concept "Tool and Die Making for the Future" Benchmarking of technological and organizational performance of two tool shops On site status quo audit of the tool shop Key evaluation of organizational and technological performance compared to competitors Definition of recommendations for action to improve the performance Development of a concept "Tool and Die Making for the Future" at both locations Location A Position Future Worst Average Best Location B Position Future Worst Average Best Results Benchmarking analysis of the status quo performance of two tool shops Development of a concept Tool and Die Making for the Future for both locations Slide 41

33 Determination of efficiency improvement potential in die making based on a status quo analysis Benchmarking of technological and organizational performance compared to competitors Examination of the range of services and analysis of product standardization potential Examination of the order processing and analysis of process standardization potential Definition of recommendations and measures to increase the efficiency of die manufacturing Key figure analysis Key figure in percent [%] Position of Position of benchmark Modell Technik group I Position of Position of benchmark average group II Product analysis Process analysis Results Evaluated standardization potential in range of services Evaluated standardization potential in the order processing Recommendations and measures for efficient tool manufacturing Derived fields of action and measures to increase the efficiency of die manufacturing Slide 42

34 Realization of an audit in order to execute a strategic positioning in the die industry Benchmarking the technological and organizational performance Specification of the inspection area Analysis of the competetive arenas (acc. to Porter) Determination of strategic success positions Analysis of the process landscape Evaluation of the core processes Derivation of process strategies Derivation of areas of action Planning the implementation unique perceived sustainable Model strategic positioning Brand Opus Innovation, complexity Technological excellence Innovation, productivity Suppliers Opus Customers Integration in customer processes Time saving Highest quality level Highest punctuality of delivery Shortest lead time Best possible costs Professional excellence Operative excellence Synchronization of internal processes effective efficient Result Confirmation of the current market gap strategy and measurement planning in the areas of action Brand Image, Industrialization, Autodidactic Tool Manufacturing and Employee qualification Slide 43

35 Layout and process design for OPUS Formenbau Analysis and optimization of the entire order fulfillment process 1 Analysis of order fulfillment process 2 Analysis of manufacturing process steps Recording and analysis of the tool manufacturing process steps Identification of the material flow and development of a flow-oriented layout design Identification of the information flows and conception of an administrative building 3 Development of a layout design 4 Development of Shopfloor management Definition of KPIs and elaboration as part of a leading on-site concept Development of a visual management in course of a shop-floor management Results Material flow oriented layout design and information flow oriented administrative building Optimized order fulfillment process and individual shop-floor management Slide 44

36 Conception of a strategic orientation for internal tool making Benchmarking of the technological and organizational performance Detail Analysis of the order processing as well as the range of products and services Definition of competences required for efficient tool making Classification of the status quo of the efficiency of tool making Derivation of boundary conditions for the strategic reorientation based on a defined target state Definition of measures to reach the target state Complexity-control Integration of service Capability of innovation Appropriateness of requirements Reliability of production Process-control Cost-control Utilization stability Life cycle control»the complexity-control demonstrates the know-how in tool making for qualification of series productionthe process-control in tool making demonstrates a high organizational performance«responsiveness Adherence to schedule E & C P M A TO»The cost-control is a necessary condition for a sustainable economic business activity«cost transparency Appropriate market price Employee development Legend: E & C = Engineering & Construction; P = Preparation; M = Manufacturing; A = Assembly; TO = Try Out Results Required competences for efficient tool making Company-specific boundary conditions based on the target state Roadmap and measures to reach the defined target state Slide 45

37 Enhancing the order processing efficiency by modularizing the tool design Analysis of the tool range for the single customer groups Selection of a main customer as a reference Modularization and standardization of the main customer s tool type Employee training about the construction standards Development of standard work plans by the work preparation Result Significant reduction of the processing time for drawing tools by modularization and standardization Slide 46

38 Optimization of the internal order processing and tool calculation Analysis of the order processing and creation of strength/ potential profiles for the individual divisions Development of a concept for the reorganisation Implementation of a new calculation system Redefinition of the manufacturing planning by the flow principle Standardization of the processes in the work preparation Optimized ERP system use Number Base plate Support plate Dies (round) Block distances (round) Steering plates Scraper rings (round) Printing plates (square) Blanking punch (round) Retaining plates (square) D D FR B FS FR B DE FS FR H DE KS B H FR B H DE FS D H FS RS D Manufacturing group A Manufacturing group B Component FR B H FS FR H DE KS FR B H DE FS Manufacturing group C Process time [hours]; Steering Plates FR B H DE FS 2,1 0,3 4 T 2,3 1,0 Printing Plates (square) FR B H FS 1,1 0,5 4 T 0,8 Retaining Plates (square) FR B H DE FS FS FR FR RS Hardening [days]] Sum 10,4 3 4 T 8 7 Results Significant enhancement of the productivity during the order processing Realization of a general planning and controlling system from the offer creation up to the produced tool Slide 47

39 Increasing the effectivity of the order processing by synchronizing the single manufacturing steps Analysis of the order processing and creation of strength/ potential profiles for the individual divisions Development of a concept for the reorganization Establishment of a milestone process to structure a comprehensive order processing Analysis of the process chain in manufacturing Definition of a pilot synchronized production line and determination of the synchronization Random process chains Approx. 6 weeks Regular job-shop manufacturing Manufacturing according to cycle-principle Determined process chain 3 Days 3 Days 3 Days 3 Days Results Realization of a continuous production flow and increasing both transpareny and predictability of the completion dates Reduction of the required manual control Slide 48

40 Conception and introduction of a pilot line for clocked manufacturing of tools for massive forming Specification of a concept for clocked manufacturing in the process sequence Detailed planning of the introduction and implementation of the pilot line along with a specification of required infrastructure Staff training for the new manufacturing concept with an educational game which simulates the new manufacturing concept and clarifies uncertainties of the staff Supervision of the implementation of the pilot line and controlling of the impact on the key figures for production only turning boxes sorting area process box Small cylinders 2 Turning Kreuzschlitzschrauben (M4) Grinding Vorgefertigte Teile mit Gewinde (M4) Incoming raw materials 1 heating turning machines Eroding Innensechskant-schrauben (M3) Milling Senkkopfschrauben (M4) Drilling 4012 Result Außensechskant-schrauben (M4) Introduction of a clocked pilot line for tool making to reduce secondary process time and reduction of order lead time from 7 to 3.5 days Slide 49

41 Process examination and optimization in the quality control division in the massive forming industry Examination of the status quo process in quality control and bordering division Analysis of the capacity utilization along the process chain Analysis and assessment of the structure of activities Conception of a segmented quality control for standard and express orders Development and assessment of a set of measures along with an implementation plan for efficient execution of quality control Process planning Material flow Sandblasting Manufacturing Projectable orders Non-projectable orders Heat treatment division prozess planning Heat treatment extern external external external external Projectable order management Sandblasting Manufacturing Inspection Inspection Non-projectable order management Pull Shipping Buffer Result Development of 22 measures for process optimization in context of increasing the production quality, segmented examination concept and single measures for cost reduction Slide 50

42 Revealing cost potentials by modularization and standardization of the tool program Quick check state of modularization Analysis of the product range Analysis of tool types Identification of potentials: 1 3 Frame/ Thermoplast/ 2 holes Standard description Delivery specifications Standard tool rack (3D data) Flat guidance A2 (3D data) Tool modularization and standardization Enhancement of the tool procurement process Derivation of measures 2 Feature A (#: 2) Feature B (#: 2) B-1 Feature C (#: 2) C-2 Feature D (#: 2) C-1 D-2 D-2 Feature E (#: 3) E-1 E-1 A-1 B-2 C-2 D-1 E-1 E-2 A-2 B-1 C-1 D-1 E-3 C-2 D-1 E-2 Results Definition of 7 standard tool racks for thermoplast molds Definition of tool modules valid for all variants Conception of an IT tool to support the procurement of modularized tools Slide 51

43 Benchmarking of the capabilities of the South African tooling industry Identification of approx. 40 representative companies for the South African tooling industry Design and distribution of a standardized questionnaire validated in the German tooling industry On-site auditing of organizational and technological capabilities to verify data in questionnaire Quantitative evaluation of the capabilities of all companies and the South African industry Derivation of action fields for the future improvement of the capabilities of the companies Asian Tools Western European Tools SA Tools sales Tooling Sector SA East. Europ. Tools Premium Tech Medium Tech Low Tech Results Detailed quantitative evaluation of the capabilities of the South African industry Defined action fields for the future improvement of the capabilities of the South African industry Slide 59

44 Benchmarking and analysis of the planning and control processes of the Wöhrle tool shops Detailed technological and organizational benchmarking and derivation of a competence profile for two Wöhrle tool shops Detailed analysis of the manufacturing processes and the process chain, especially regarding the status quo of planning and control Examination of cross-location activities and their impact on planning and control processes Development of measures regarding the future technological and organizational focus as well as the future planning and control processes Tool manufacturer Worst in Class Benchmarking Average Aspirated position Best in Class Guidance and measures Process analysis Short-term Middle-term Long-term Results Detailed technological and organizational benchmarking of two Wöhrle tool shops Measures regarding the technology, organization, planning and control Slide 61

45 Development of the tablet-application IDA Information Digitalization Application Joint analysis of requirements regarding a knowledge transfer application Definition of a concept for the application and determination of the operational environment Programming of the application and development of a back-end for the app configuration as well as a server infrastructure Testing of a pilot by participants of the consortial project Application adjustments and finalization as well as handover to the participants Results Company-specific categorization of errors as preparation for an error analysis Project consortium Tablet-application for error recording and knowledge transfer Server-infrastructure and back-end as configuration environment for the application Visualization of errors by using photos and tags Slide 62

46 Analysis of the strategic alignment and development of a future strategy for the internal tool shop Status quo analysis of the market s competitive forces Analysis of the competitive position and performance of the tool shop Definition of strategic positions of success for the future tool shop strategy Elaboration of the future tool shop strategy in accordance with the company's strategy Derivation of a roadmap with timeline, measures and responsibilities for implementing the future strategy low cost high Conflict of the strategic orientation Focus on cost low benefit Focus on benefit high Strategic orientation 2015 Future Results Status quo 2013 Future strategies for the competitive orientation of the internal tool making Detailed roadmap for the implementation of future strategies Slide 63

47 Milling department reorganization by manufacturing concept, machine selection and recommendation for automation Häufigkeit frequency Analysis of product spectrum and subsequent data consolidation as well as derivation of requirements Derivation of requirements for milling machines, clamping systems, CAx process chain and automation Development of manufacturing concepts and final concept selection by value benefit analysis and financial analysis Evaluation of an efficient automation level and development of an automation concept parts class 1 parts class 2 parts class 3 Werkstückklasse 1 Werkstückklasse 2 Werkstückklasse Längenverteilung ohne Sondermaschinenbau Längenverteilung mit Sondermaschinenbau Anteil ohne Sondermaschinenbau Anteil mit Sondermaschinenbau Werkstücklänge [mm] Länge [mm] part length [mm] More 120% 100% 80% 60% 40% 20% 0% Results Selection of milling machines considering current part variety Reduction of required milling machines by 25% Slide 64

48 Implementation support for the strategic alignment of the internal tool shop of FESTO Detailing of the defined strategic alignment Specification of measures and responsibilities for the holistic implementation of the strategic alignment Derivation of a key-figure cockpit to enable the assessment of the roadmap implementation and the tool room performance Definition of work preparation workflows for all relevant order types Definition of tasks and responsibilities for the workflow implementation into daily practices Strategic orientation 2015 Status quo Future Strategic orientation Maßnahme X Ergebnis Vorgehensweise 1. Schritt 2. Schritt 3. Schritt 4. Schritt Key-figure cockpit 5. Schritt Work preparation workflow 1. Schritt 2. Schritt 3. Schritt 4. Schritt Verantw. Dauer 5. Schritt Results Defined workflows for the work preparation process Detailed roadmap for the implementation of the strategic alignment Cockpit consisting of aggregated key figures to evaluate the performance Slide 65

49 Analysis of hot runner system providers for the internal tool room of Böllhoff Identification of hot runner system providers in the German-speaking region Creation of a company-specific requirement profile for the systematic evaluation of the suitability of the hot runner system provider Detailing and weighting of the defined requirements in terms of scope of services, use of technology, etc. Preparation and mailing of a questionnaire for the systematic collection of the relevant information from the hot runner system provider Validation of evaluation results through comparison with empirical values of selected partner companies and suppliers recommendation Creation of a requirement profile Evaluation and validation of the questionnaires Creation of company profiles Results Detailed profile of requirements for hot runner system suppliers Company profiles of the key players for hot runner systems in the German-speaking region Slide 66

50 Redesign of the external tool shop of the Gebhardt Werkzeug- und Maschinenbau Analysis of strategic alignment, performance and the order processing of the tool shop Redesign of the strategic alignment by developing strategic success positions as well as a vision and a mission Design of a standardized order processing and identification of standard processes in the mechanical production Design of a segmented and material flow oriented tool making and elaboration of an implementation roadmap Status Quo Analysis Strategic Alignment Process Standardisation Layout Adjustment Results Transparency over actual organizational and technological performance Material flow oriented layout for standardized and transparent order processing Slide 67

51 Benchmarking and process analysis for KEBO Benchmarking of technological and organizational performance Analysis of order fulfillment processes and interviews with employees Recording of process chains and analysis of distances on the shopfloor Analysis of executed orders concerning time reports, lead times, adherence to delivery dates and costs Identification of strengths and weaknesses, derivation of potentials and cost drivers, definition of action fields Definition of internal project teams and measures to address action fields Results 1 Benchmarking 3 Process chain analysis Your company Worst in Class Average Target position Best in Class 2 Process analysis 4 Order analysis Auftrag Auftrag Orders Potentials, cost drivers and action fields; Internal projects and concrete measures Technological and organizational potentials, cost drivers and derived action fields Internal projects to address action fields including concrete measures Slide 68

52 Ressourcen Resources Strategic positioning of Haidlmair Identification and status-quo analysis of strategic success positions Strategic goals Status-quo analysis of activities, processes, resources, organization and competencies Definition of medium- and long-term goals of the tool shop Strategic success positions Leistungen Activities Determination of future strategic success positions Definition of future of activities, processes, resources, organization and competencies Prozesse Processes Prozesse 2017 Organisation Organization Development of concrete measures to constitute the future tool shop Competencies Kompetenzen Results Status-quo analysis of the strategic position of the external tool shop Future strategic positioning with concrete measures for its realization Slide 69

53 Benchmarking for the plastics processing industry focused on injection moulding in 2014 Definition of a questionnaire for the collection of business data regarding organizational and technological fields Completion of the questionnaire by each company and comparison of specific key figures Discussion of first benchmarking results with all participants in a joint review meeting On-site visits of all participating companies including best practice lectures and company tours for an intensive exchange of experience Preparation of an individual key figure evaluation and handover at a final project conference Results Company Best practice comparison of injection moulding companies based on raised key figures Identification of strengths and weaknesses for the derivation of individual measures Exchange of experience among the participants at the on-site visits Slide 70

54 Analysis of market potential for application of barrel-tools in the tool and die industry Structuring of the analysis alongside the market forces of barrel-tools in the tool and die industry Design and mailing of a questionnaire to tool shops for systematic identification of potentials in the sales market Interview of tool experts for detailing and validating the results of the analysis Design and mailing of a questionnaire to CAMproducers for systematic identification of potentials concerning the procurement market Detailed evaluation of the questionnaire results and interviews as basis for a decision concerning a market launch of barrel-tools Results Detailed overview over the market potential of barrel-tools Basis for decision concerning a wide market launch of barrel-tools Customer: Tool shops Competitors: Tool shops Enabler: Machine- and CAM-producer Market potential analysis barrel-tools Substitute products: Alternative technologies Slide 71

55 Design of the tool supply for a new location in the valueadded network of Takata Analysis of the series production planning and derivation of tool demands for the new location in Hungary Internal analysis and benchmarking of internal Takata tool shops in Germany and Romania Market study in Eastern Europe to identify potential suppliers for the location in Hungary Design of the tool supply for Hungary with an internal tool manufacturing, suppliers and internal tool shops Roadmap for the gradual realization of tool supply in Hungary Results Internal analysis and market study Tool supply design Substantiated market intelligence regarding the design of tool supply for maintenance, repair and new tools Defined tool supply with internal tool shops, suppliers and internal networking Slide 72

56 Identification of new suppliers for the machining of large parts for the Audi tool room Design of a standardized requirements profile for new suppliers of the Audi tool room Definition of a standardized requirements profile Design of a questionnaire for the evaluation of suppliers Identification and evaluation of potential suppliers for the Audi tool room Identification of potential suppliers in Central Europe Mailing of questionnaires and support of suppliers Evaluation of suppliers and documentation of competence profiles with regards to countries and companies Result The systematic approach as well as excellent documentation of the WZL has increased our market knowledge and improved our supplier management. Herbert Peierl (Audi Tool Room) Slide 73

57 Development of a flow-oriented tool room layout Weg Logistik (extern) Kasto AC3 Index GU 1000 Kasto Functional U IN WB Kasto AC5 WB Acsys DMX CTX 620 linear WB DMX CTX 620 linear Schreib-tisch Normteilregal Normteilregal WB WB WB WB Analysis of organizational and technological performance as well as deduction of strengths and potentials Display of current layout as well as mapping of current material flows and surface area utilization WB Frömag rapida ABA FFU 1000 WB WB Leistritz 50 IN Kran VDF 21 RO IN Studer S151 WB WB Besprechungsraum (5 x 7 m) Flur (1,5 m) Gravurmaschine WB Q-Sigma IN Boehringer DUE 400 Kran IN 83,3 m CTX Beta 800 IN Hedeliu s C50 IN Kran Definition of standardized target processes and deduction of ideal material flows Design of a flow-oriented tool room layout capable of further growth Regal Regal Kran IN IN Regal Meister-Büro AV Programmierung (11 x 7 m) WB Weg Agie Charmilles Robofil 440 CC IN Fertigungsmittel24 WB Rüstpl atz Terminal Schreibtisch Schreibtisch Schreibtisch IN WB Agie Charmilles Robofil 440 CCs Rohlinge Agie Charmilles Robofil Cut 300 AC Drill 11 Weg (2,5 m) Härten Extern Meister-Büro Service + Logistik + Pressen Allocation of machine resources, demarcation of storage areas and spaces for goods in- and outwards Bandsäge FFG Europe Hessapp VH 400 Förderband IN Kran IN IN IN Kran IN Donau Continuous recording of employee requirements and suggestions with regards to the layout design Lager Sägen (6,5 x 26m) Betriebsstof f-lager Schrott Regal Voreinstellplatz Ziersch ZT 612 Results Flow-oriented tool room layout capable of further growth Optimized material flows as well as internal logistics and standardized machining sequences Slide 74

58 Tool supply concept of the future for all international production sites Joint description of determining factors and prerequisites of the BMW Group Execution of international market surveys for the identification of eligible sourcing regions Spartanburg Swindon Eisenach Regensburg Leipzig Dingolfing Munich Tiexi Execution of international market studies for the identification of potential supplying tool rooms Development of scenarios for future tool supply and correlation with the ideal internal tool room San Luis Potosí Rosslyn Drafting of a roadmap for the implementation of the tool supply concept of the future BMW pressing plant BMW pressing plant and tool shop BMW tool shop Results Development of a concept for the tool supply of the future for all international production sites Identification of potential tool rooms in international sourcing markets Slide 75

59 Benchmarking and process analysis for the LINHARDT tool room Benchmarking of technological and organizational performance Analysis of order fulfillment processes and interviews with employees Analysis of material flow on the shop floor Analysis of executed orders concerning time reports, lead times and costs Development of growth scenarios for the tool shop Identification of strengths and weaknesses, derivation of potentials and cost drivers, definition of action fields 1 Benchmarking Your company Worst in Class Average Target position Best in Class Growth scenarios Process chain analysis 3 2 Process analysis Order analysis 4 5 Definition of measures to address action fields Potentials, cost drivers and action fields; Internal projects and concrete measures Results Technological and organizational potentials, cost drivers and derived action fields Internal projects to address action fields including concrete measures Slide 76