Living perfection WBA Aachener Werkzeugbau Akademie GmbH Aachen, 2016 © Werkzeugbau Akademie Slide 1 The Aachener Werkzeugbau Akademie Tooling competence from Aachen University and research institutes in Aachen WBA Aachener Werkzeugbau Akademie GmbH Focus Production Engineering and Technology Institute at the RWTH Aachen University 1906 founded 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 25 Employees with an organizational and technological tooling focus and in the demonstration tool shop Execution of ca. 40 consulting projects each year 895 Employees 16,000 m² office space and laboratories Institute of the Fraunhofer-Gesellschaft 1980 founded 453 Employees + 3000 m² office space and laboratories Overview of chosen project partners Further relevant institutes for tool and die making … © Werkzeugbau Akademie Slide 8 Aachener Werkzeugbau Akademie: We shape Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & 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 Specific Industry Solutions Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Client-oriented Consulting Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual concept development and project implementation Professional Development Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop © Werkzeugbau Akademie Slide 9 Industrial partners of the Aachener Werkzeugbau Akademie Premium Partner Cooperation Partner Business Partner Partner © Werkzeugbau Akademie Slide 11 The participation model for companies – Premium Partner, Business Partner and Partner Partner Business Partner Premium Partner Projectchecks á 2,500 € 2 3 4 Use of Projectchecks 1 year for WBA Projects 3 years for WBA Activities 5 years for WBA Activities WBA Network Networking Activities Half-/Annual Meeting Community Applied Research & Development WBA Projects Project prioritization Project selection Print & Digital Annual report Professional Development 30% discount Expert & Master Module Events Seminar Inhouse Seminar 30% discount 30% discount 30% discount 30% discount 30% discount 10% discount 10% discount Participation Client-oriented Consulting Industry Project Consulting Demonstration Tool Shop Office rooms Utilization of infrastructure Machine park 10,000 € Part of participation model: not included © Werkzeugbau Akademie optional 175 h 20,000 € 40,000 € included Slide 13 Aachener Werkzeugbau Akademie: We shape Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & 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 Specific Industry Solutions Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Client-oriented Consulting Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual concept development and project implementation Professional Development Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop © Werkzeugbau Akademie Slide 14 The WBA research roadmap permits to systematically pursue the relevant Tool Making research topics Selection of realized projects: Tool life cycle Priority topics Knowledge transfer in the Tool and Die Development Accounting Industrialization and process organization Manufacturing Utilization Recycling industry Simulation and processing simulation data Tools according to requirements Added value Automation in manufacturing Organization Integrated CAx chains Lean-indicators for the Tool and Die Tool technology Automation Manuf. Tech. 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 © Werkzeugbau Akademie Slide 15 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) Research projects with technological focus (Qty.: 10) TEC – Total Efficiency Control Environment-friendly core shooting tool Topic: Calculation tool for life cycle costs of tools and dies Topic : Environment-friendly core shooting tool ConTOOL – Controlling of Resource Efficiency Throughout the Life-cycle of Tools Integrative production technology for high-wage countries Topic : Resource efficient tool life cycle Topic : Process technological phenomena for scanner based laserwelding Lead project E³-Production Process simulation for Laser surface treatment Topic : Analysis tool for resource efficient design of process chains Topic : Process simulation for laser hardening of free formed surfaces Evaluation of the benefit of planning processes in the small series production HiPr – High-Precision mirco-forming of complex 3D parts Topic : Adaptive microforming in mass 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 AutoTeCH-EDM – Automated Technology Development Topic : Optimization of Wire Cutting in CH-based dielectric fluid and more … Submitted research projects Submitted research projects BMBF: „Whispering Steel“ BMBF: „VisVerPro“ – Visualization & Connection of Production processes © Werkzeugbau Akademie Slide 16 Aachener Werkzeugbau Akademie: We shape Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & 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 Specific Industry Solutions Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Client-oriented Consulting Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual concept development and project implementation Professional Development Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop © Werkzeugbau Akademie Slide 19 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 Examples of conducted BP-Circles: Global Sourcing in Tool Making Research in Tool Making Application to optimize milling parameters PPS-Software in Tool Making Continuous improvement process application Creating networks of Tool Making companies Examples for Studies: World of Tooling Successful calculation in tool and die making Fast Forward Tooling © Werkzeugbau Akademie Slide 20 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 © Werkzeugbau Akademie Planning board Application for the visualization of dates in the WBA Slide 21 Die WBA publishes numerous publications specifically for the tool and die making industry Highlight: „World of Tooling Status quo analysis of the worldwide tooling market Evaluation of 20 tooling relevant countries regarding market size, tooling competency and development potential Presentation of the results in the World of Tooling Radar Download for free under www.werkzeugbau-akademie.de With the numerous publications the specific know-how is accessible for the tool and die making industry © Werkzeugbau Akademie Slide 22 Aachener Werkzeugbau Akademie: We shape Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & 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 Specific Industry Solutions Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Client-oriented Consulting Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual development concepts and project implementation Professional Development Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop © Werkzeugbau Akademie Slide 23 Consulting services of the WBA Aachener Werkzeugbau Akademie Market Intelligence Manufacturing Technologies Planning & Steering Technology evaluation and selection Global tool sourcing Supplier evaluation and selection Automation Standard process chains 3-Layer-Model Engineering Synchronisation Production Tool standardisation Additive manufacturing CAD/CAM Operative Excellence $ Pricing Process Management Lean management Target-/Performance process Shopfloor management Layout Tool Management Material flow Tool scheduling Factory planning Tool availability Segmentation Calculation Strategy Cost transparency Benchmarking Strategic excellence position © Werkzeugbau Akademie Slide 24 The comprehensive benchmarking database portrays a holistic product range by using world wide data records World wide data records Employment structure South Africa 8% Asia 15% 16% 5% 3% Eastern Europe 2% Western Europe 51% 10% 64% Germany 26% < 50 Holistic product range* 59,0% 50 - 100 101 - 200 201 - 500 35,4% 22,9% Injection moulds Stamping tools Warm massive forming tools > 500 18,8% Cold massive forming tools 18,8% Elastomere tool 16,7% Die casting moulds 12,0% 9,0% Testing equipment/ devices Plants/ Special purpose machines * Mehrfachnennungen möglich © Werkzeugbau Akademie Slide 25 Selected data records from the benchmarking- and EiP-database of the WZL and the IPT Mechanical Technologies Tooling © Werkzeugbau Akademie Slide 26 Overview of selected project partners Mechanical Technologies Tooling © Werkzeugbau Akademie Slide 27 Reconception of the internal tool shop of Selectrona Approach Analysis of the internal order fulfillment process Conduction of a benchmarking Analysis of the existing product portfolio Definition of main process sequences Development of an individual planning approach Design of a flow-oriented shopfloor layout Development of a detailed implementation plan Analysis of status quo Order fulfillment Benchmarking Product portfolio Material flow Planning Shopfloor layout Implementation Planning approach Flow-oriented layout Action plan Results ► Standardized processes and an individual and aligned planning approach ► Process-oriented shopfloor layout including a detailed implementation roadmap © Werkzeugbau Akademie Slide 28 Benchmarking-study for the performance evaluation of tool making in China Approach 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 © Werkzeugbau Akademie Slide 29 Conception of the internal tool making of Böllhoff Approach Status-quo-analysis through a benchmarking Status quo analysis Strategic realignment Design of tool making 2020 Layout design Analysis of the process of internal order processing 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 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 © Werkzeugbau Akademie Slide 30 Planning systematics and PPS software system selection in tool making Approach Analysis of the planning system and Preselection 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 Selection Result ► Selection of a PPS software system to design a system supported planning system to improve both performance and competitiveness © Werkzeugbau Akademie Slide 31 Realignment and industrialization of the internal tool shop at the location Traunreut Approach Positioning and realignment of the internal Project „Tool and Die Making for the Future“ tool shop within the company Standardization of tools, modules and Focusing and cooperation components Segmentation of tool manufacturing and derivation of a planning procedure Implementation of synchronous manufacturing characterized by the flow principle Standardization of tools enables work plans requieres Standardization of process sequences and Standardization of processes Synchronization Results ► Development and implementation of a sustainable tool manufacturing ► Continuous increase of productivity (20% over the period of four years) © Werkzeugbau Akademie Slide 32 Concept for an industrial tool manufacturer Pöppelmann at the site Lohne Approach Key performance indicators Process analysis 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 Process chain analysis Product analysis PPS analysis 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 Industrialization concept Planning Tool Manufacturing layout Control Process-oriented manufacturing Process standardization Tooling segmentation Product standardization Employee participation Result ► Concept to create an efficient, profitable and productive tool manufacturing by industrialization © Werkzeugbau Akademie Slide 33 Implementation of the industrial tool making concept of Pöppelmann in Lohne Approach Industrialization concept Configuration of an industrial tool making Planning company – – Tool Manufacturing layout Detailling of layout of the industrial tool making company Control Process-oriented manufacturing Process standardization Definition of rough and detailed planning instruments Tooling segmentation Product standardization Relocation of machine resources – Implementation of a rough and detailed planning – Introduction of a segmented tool manufacturing Praparation CAM Construction 2 Manufacture Assembly Manufacture precision Manufacture precision FAMAC KAPSTO – Construction 1 Grinding/ K-TECH Realization of employee workshops Order Management new wire eroding TEKU, FAMAC FAMAC K-TECH, KAPSTO, maintenance resources CAD/ CAM Manufacture Assembly TEKU thermo forms Order management repair TEKU – Segment I: New tools Implementation of industrial tool making Tool making Set of rules Development of a concept for the integration of all employees Segment II: Repair – K-TECH Creation of a rulebook for segmenting TEKU – FAMAC KAPSTO Employee participation Result ► Industrialized tool making based on standardized products and processes, segmented and material flow oriented manufacturing as well as effective planning and control © Werkzeugbau Akademie Slide 34 Initiation of continuous improvement efforts for synchronous tool making Approach Benchmarking of technological and organizational performance Process analysis of order processing Machine Machine Optimization of floor layouts Establishment of a milestone process Synchronization of workflows Inquiry new tool Proposal preparation Project management Rough plannning Leading Methodology development Design Order explanation Fine & shopfloor planning Tool design Work preparation, foreman Development Programming Manufacture Synchronous tool assembly Adjustment of floor control Implementation of tool making wikis Support of the implementation and change management Manufacture Fertigung Bench work Assembly (shaping) Assembly (cutting) Montage Final assembly Try-Out, trimming Tool transfer Montage Laser parts Synchronous tool assembly Inspection Result ► Competitive, synchronous processes for manufacturing of new tools © Werkzeugbau Akademie Slide 35 Initiating the industrialization of tool making through product and process standardization Approach Tool X 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 Movable side (MS) Fixed side (FS) MS Backing plate MS Transport iron MS Frame plate MS Locating ring MS Transport iron MS Noise Insulating board MS Distance bolts MS Frame MS plate Frame MS plate Frame plate MS Backing plate Alienated pilot tool Result ► Successful product and process standardization for manufacturing of a pilot tool, providing the foundation for industrialized and synchronous tool making © Werkzeugbau Akademie Slide 36 Industrialization of an internal tool shop Approach Segment 1: New tools Detailed analysis of order processing Preparation of the strengths/ potential profiles for each organizational unit in tool making Development of a concept for industrialization focusing on segmentation of the tool shop in process-oriented manufacturing lines Support of implementation and change management Technology development Benchmarking with competitors Milling/ Turning Hardening Grinding Assembly / Tryout Segment 2: Changes/ repairs Disassembly Milling/ Turning Grinding Assembly / Tryout 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 © Werkzeugbau Akademie Slide 37 Development of a concept to establish an internal value creation network Approach strategic success positions Definition of requirements and framework conditions of a global site networking Competence J Competence C Location 4 Competence B Competence D Location 3 Competence A Competence G Competence D Development of a general vision, mission and Competence B Definition of competence areas and core processes Location 2 Competence F processing Location 1* Competence B Detailed analysis of the job spectrum and the order Country B Competence A** organizational performance Country A Competence F Benchmarking of the technological and People & Culture Technology & Innovation Products & Processes Creation of a roadmap for the implementation of the site networking concept *: 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 © Werkzeugbau Akademie Slide 38 Support of the Daimler-internal project “Process analysis Tool Manufacturing for expanding the equipment department“ Approach Simulation of segmentation scenarios Definition of the manufacturing depth Distribution of resources/ factory layout Detailed development of the process steps Capacities and resources Processes Task description Integrating the segments in the context Tool making Definition of interfaces Industrialization of the tool introduction Tasks Context Results ► Detailed concept draft for expanding and segmenting the tool manufacturing ► Concept for a standardized tool introduction © Werkzeugbau Akademie Slide 39 Development of a concept for an internal equipment shop at Detroit Diesel (Daimler AG) Approach Analysis of the internal order fulfillment process and the range of offered services Definition of the new strategic orientation, including strategic positions of success Development of the future product and service portfolio and the required technology variety Design of the future organizational structure Design of a new manufacturing layout with special regard to the process flow incl. detailed implementation plan Results ► Concept for the new design of the equipment shop at Detroit Diesel (Detroit, USA) with action fields and measures ► Concept for the integration into global equipment shop network of Daimler Trucks © Werkzeugbau Akademie Slide 40 Conception of a productive and competitive industrial tool making Approach Status quo analysis of the internal tool making Standardization of tool components and definition of manufacturing blanks Forging large Preturning Welding Finish turning Milling Grinding Inspection Forging small Recording and analyzing process chains Sorting area Definition of main process sequences 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 Day 1 Process S N Pre-turning 5 5 6 6 Preheating 3 3 5 5 Welding 4 4 3 3 Result ► Industrialization concept for the tool manufacturing with higher productivity and short processing times by a new manufacturing concept and higher degree of standardization © Werkzeugbau Akademie Slide 41 Layout design and planning of the project management for a relocation of a tool shop Kran Approach Paternoster 5t . . . . . . Magazin 4036 . Neu . 4 0 2 6 Development of a project plan for the relocation K r a n S t a n g e n m a t e r i a l l a g e r B ü r o M a g a z i n . 3001 4000 4 0 0 4 4 0 4 4 4 0 1 8 4 0 3 9 with detailled tasks 4 0 4 3 . . Precise definition of tasks, deadlines and A P 4012 Entsp.Ofen 4019 R e g a l 7 7 8 4 0 0 2 . . 4 0 2 7 David&B aader 4 0 0 3 4 0 0 6 Wärmekammer responsibilities for over 70 sub-tasks . . O f e n . 4042 4 0 1 3 A z u b i . . . . 4037 4 0 4 0 4 0 3 1 . . 4021 4034 Schweißerei . . 2t T i s c h . Kontrolle 4011 1t 749 H a n d a r b e i t 1 H a n d a r b e i t 2 4 0 3 2 . . 601 Ö l 4 0 3 3 . 4 0 0 9 M o n t a g e p l a t z S c h l e i f e n 4 0 3 8 T i s c h . Definition of measures to ensure the required 2t . the monitoring of the finish date . Identification of sub-tasks on the critical path for . . 4028 40 41 4 0 0 5 B ü r o A z u b i infrastructure of the production facility on the relocation date Layout planning for an optimized process flow of all manufacturing segments Result ► 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 © Werkzeugbau Akademie Slide 42 Relocation of the tool shop and efficiency optimization of the tool supply Approach Project controlling Cost controlling Project and cost controlling of the relocation Kostenposition of the tool making Identification of dispensable inventory through Plan Maßnahme / Begründung Ist Diff. IT / EDV € 30.000 € 27.562 Kein eigener Server in GRO, direkte Anbindung an SO € -2.438 Transformator € 30.000 € 18.902 Gebrauchter Transformator € -11.098 € -52.000 Maschinenumzug € 250.000 € 198.000 Übernahme vieler Arbeitspakete durch WZB-Team (bspw. Regale durch eigenen LKW), kein Probelauf Paternoster € 15.000 € 10.500 Paternoster benötigt (Lagermöglichkeiten ohne Paternoster durch teure Schränke) € -4.500 Tiefbau € 80.000 € 64.925 Teerung bis zum Gastank nötig, teurere Fundamente (Köcher) nötig, um Platz zu sparen € -15.075 Ausbau Sanitäranlagen / Umkleiden / Büromöbel € 106.000 € 94.560 Verkleinerter Umfang Umbaubereich Damenumkleide, Büromöbel aus Insolvenz € -11.440 a 6S-Workshop Process orientated arrangement of the manufacturing areas and validation with regard to the lean principals ½ hoch 24 22 23 25 12 mittel 17 Reparaturaufträge der Schmiedelinie über der Kapazität (KW 51) 19 Verzug bezüglich der genehmigungspflichtigen Transporte (KW 51) 21 Erster Teilumzug des Schweiß-bereichs noch nicht abgeschlossen (KW 2) 19 2 5 5 5 26 Gegenmaßnahmen: Verbleib des Bereichs Ausbrennen und des WIGArbeitsplatzes in Bad Sobernheim (KW 51) Vorausplanung der Problempressen (KW 51) Absprachen mit Bockenau (KW 51) Absprache mit WISAG (KW 51) 4021 und 4011 als Ersatzmaschinen (KW 51) 4033 und 4038 zu Beginn der KW 2 Vorbereitungen Erodierbereich schon in KW 1 18 28 15 20 2 4 gering mittel 2 1 4 13 27 1 Zu wenig Personal für den Umzug verfügbar (KW 51) 14 10 gering Detailed planning of the implementation 16 11 9 16 17 3 7 supply 21 6 8 Risk management ensuring a continuous tool Sequence planning Risk management Schadenausmaß 6 3 4 hoch Phase I Phase II Phase III Eintrittswahrscheinlichkeit sequence and coordination of external service providers 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 © Werkzeugbau Akademie Slide 43 Status quo analysis of the performance and development of a concept "Tool and Die Making for the Future" Approach Benchmarking of technological and Location A organizational performance of two tool shops On site status quo audit of the tool shop Key evaluation of organizational and Position Future technological performance compared to competitors Definition of recommendations for action to Location B Worst Average Best improve the performance Position Future Development of a concept "Tool and Die Making for the Future" at both locations 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 © Werkzeugbau Akademie Slide 44 Determination of efficiency improvement potential in die making based on a status quo analysis Approach Key figure analysis Benchmarking of technological and organizational Key figure in percent [%] performance compared to competitors Position of benchmark group I 0 Examination of the range of services and analysis of Position of average product standardization potential Examination of the order processing and analysis of Product analysis Position of Modell Technik 2011 100 Position of benchmark group II Process analysis process standardization potential Definition of recommendations and measures to increase the efficiency of die manufacturing Recommendations and measures for efficient tool manufacturing Results ► Evaluated standardization potential in range of services ► Evaluated standardization potential in the order processing ► Derived fields of action and measures to increase the efficiency of die manufacturing © Werkzeugbau Akademie Slide 45 Realization of an audit in order to execute a strategic positioning in the die industry Approach Model strategic positioning Benchmarking the technological and organizational performance Specification of the inspection area unique perceived sustainable Brand Opus Analysis of the competetive arenas Technological excellence Innovation, complexity Operative excellence effective efficient Innovation, productivity (acc. to Porter) Determination of strategic success positions Suppliers Opus Customers Time saving Analysis of the process landscape Highest quality level Highest punctuality of delivery Evaluation of the core processes Derivation of process strategies Derivation of areas of action Shortest lead time Best possible costs Integration in customer processes Professional excellence Synchronization of internal processes Planning the implementation 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“ © Werkzeugbau Akademie Slide 46 Layout and process design for OPUS Formenbau Approach 1 Analysis of order fulfillment process 2 Analysis of manufacturing process steps 3 Development of a layout design 4 Development of Shopfloor management Analysis and optimization of the entire order fulfillment process 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 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 © Werkzeugbau Akademie Slide 47 Conception of a strategic orientation for internal tool making Approach 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 Complexity-control »The complexity-control demonstrates the know-how in tool making for qualification of series production« Integration of service Capability of innovation Appropriateness of requirements Reliability of production Process-control Responsiveness Cost-control Utilization stability Life cycle control »The process-control in tool making demonstrates a high organizational performance« 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 Definition of measures to reach the target state 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 © Werkzeugbau Akademie Slide 48 Enhancing the order processing efficiency by modularizing the tool design Approach 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 © Werkzeugbau Akademie Slide 49 Optimization of the internal order processing and tool calculation Approach Analysis of the order processing and creation of strength/ potential profiles for the individual divisions Development of a concept for the reorganisation Base plate FR B Support plate FR B Dies (round) D Block distances (round) D Steering plates Scraper rings (round) Blanking punch (round) Optimized ERP system use H B H FR B H FR B FR FR B FS DE KS FR FS DE H FS H FS H DE H DE RS FS RS KS FR FS Manufacturing group A Manufacturing group B flow principle preparation D Retaining plates (square) Redefinition of the manufacturing planning by the Standardization of the processes in the work FR D Printing plates (square) Implementation of a new calculation system FS DE Manufacturing group C Number 2 4 2 Component Steering Plates Printing Plates (square) Retaining Plates (square) Sum Process time [hours]; Hardening [days]] FR B H DE FS 2,1 0,3 4T 2,3 1,0 FR B H FS 1,1 0,5 4T 0,8 FR B H DE FS 10,4 3 4T 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 © Werkzeugbau Akademie Slide 50 Increasing the effectivity of the order processing by synchronizing the single manufacturing steps Approach Analysis of the order processing and creation of strength/ potential profiles for the individual divisions Regular job-shop manufacturing Random process chains 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 Approx. 6 weeks Manufacturing according to cycle-principle Determined process chain Definition of a pilot synchronized production line and determination of the synchronization 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 © Werkzeugbau Akademie Slide 51 Conception and introduction of a pilot line for clocked manufacturing of tools for massive forming Approach 4018 2 Specification of a concept for clocked manufacturing in the process sequence 3001 “only turning“ boxes 1 Detailed planning of the introduction and turning machines 4012 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 sorting area heating process box Small cylinders Turning Eroding Kreuzschlitzschrauben (M4) Innensechskant-schrauben (M3) Grinding Milling Vorgefertigte Teile mit Gewinde (M4) Senkkopfschrauben (M4) Incoming raw materials Drilling Außensechskant-schrauben (M4) Result ► 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 © Werkzeugbau Akademie Slide 52 Process examination and optimization in the quality control division in the massive forming industry Approach Examination of the status quo process in quality control and bordering division Manufacturing Heat treatment Sandblasting Analysis of the capacity utilization along the Pull division prozess planning Process planning activities Conception of a segmented quality control for Shipping Non-projectable orders Manufacturing standard and express orders external Development and assessment of a set of measures along with an implementation plan for efficient execution of quality control extern Projectable orders process chain Analysis and assessment of the structure of Inspection Material flow Heat treatment external Projectable order management Sandblasting external Inspection external Non-projectable order management 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 © Werkzeugbau Akademie Slide 53 Revealing cost potentials by modularization and standardization of the tool program Approach Quick check state of modularization 3 1 Standard description Analysis of the product range Delivery specifications Analysis of tool types Standard tool rack (3D data) Flat guidance A2 (3D data) Identification of potentials: – Tool modularization and standardization – Enhancement of the tool procurement process Frame/ Thermoplast/ 2 holes 2 Feature A (#: 2) Feature C (#: 2) Feature D (#: 2) Feature E (#: 3) C-1 D-2 E-1 B-1 C-2 D-2 E-1 A-1 B-2 C-2 D-1 A-2 B-1 C-1 D-1 E-3 C-2 D-1 E-2 Derivation of measures Feature B (#: 2) E-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 © Werkzeugbau Akademie Slide 54 Benchmarking of the capabilities of the South African tooling industry Approach Identification of approx. 40 representative companies for the South African tooling industry Design and distribution of a standardized Premium Tech Western European Tools questionnaire validated in the German tooling industry Medium Tech 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 East. Europ. Tools Asian Tools SA Tools Tooling sales Low Tech Sector SA 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 © Werkzeugbau Akademie Slide 62 Benchmarking and analysis of the planning and control processes of the Wöhrle tool shops Approach Detailed technological and organizational Benchmarking Tool manufacturer Process analysis Aspirated position benchmarking and derivation of a competence profile for two Wöhrle tool shops Detailed analysis of the manufacturing Worst in Class Average Best in Class processes and the process chain, especially regarding the status quo of planning and control Guidance and measures Examination of cross-location activities and their impact on planning and control processes Short-term Middle-term Long-term Development of measures regarding the future technological and organizational focus as well as the future planning and control processes Results ► Detailed technological and organizational benchmarking of two Wöhrle tool shops ► Measures regarding the technology, organization, planning and control © Werkzeugbau Akademie Slide 64 Development of the tablet-application „IDA – Information Digitalization Application“ Approach 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 Company-specific categorization of errors as preparation for an error analysis Visualization of errors by using photos and tags Testing of a pilot by participants of the consortial project Project consortium Application adjustments and finalization as well as handover to the participants Results ► Tablet-application for error recording and knowledge transfer ► Server-infrastructure and back-end as configuration environment for the application © Werkzeugbau Akademie Slide 65 Analysis of the strategic alignment and development of a future strategy for the internal tool shop Approach Conflict of the strategic orientation Status quo analysis of the market’s competitive forces low Focus on cost Analysis of the competitive position and performance of the tool shop cost Definition of strategic positions of success for the Future future tool shop strategy Elaboration of the future tool shop strategy in accordance with the company's strategy Focus on benefit high low benefit Derivation of a roadmap with timeline, measures high Strategic orientation and responsibilities for implementing the future strategy 2015 Status quo 2013 Results ► Future strategies for the competitive orientation of the internal tool making ► Detailed roadmap for the implementation of future strategies © Werkzeugbau Akademie Slide 66 Milling department reorganization by manufacturing concept, machine selection and recommendation for automation 120% 154 107 Werkstückklasse parts class 33 80% 25 60% 305 60 304 304 304 40% 1359 450 328 313 184 40 20 102 40 17 0 20% Development of manufacturing concepts and e M or 0 45 0 40 0 35 0 30 0 25 0 20 15 0 0% 0 Häufigkeit 80 Werkstückklasse parts class 22 100% 10 machines, clamping systems, CAx process chain and automation frequency Derivation of requirements for milling 100 0 Analysis of product spectrum and subsequent data consolidation as well as derivation of requirements Werkstückklasse parts class 11 120 50 Approach Werkstücklänge [mm] Länge [mm] part length [mm] final concept selection by value benefit analysis and financial analysis Evaluation of an efficient automation level and development of an automation concept Results ► Selection of milling machines considering current part variety ► Reduction of required milling machines by 25% © Werkzeugbau Akademie Slide 67 Implementation support for the strategic alignment of the internal tool shop of FESTO Approach Future 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 Strategic orientation Maßnahme X Ergebnis Vorgehensweise Verantw. Dauer 1. Schritt 2. Schritt Status quo 3. Schritt Key-figure cockpit 4. Schritt 5. Schritt Work preparation workflow 1. Schritt 2. Schritt 3. Schritt 4. Schritt 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 © Werkzeugbau Akademie Slide 68 Analysis of hot runner system providers for the internal tool room of Böllhoff Approach 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 © Werkzeugbau Akademie Slide 69 Redesign of the external tool shop of the Gebhardt Werkzeug- und Maschinenbau Approach 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 © Werkzeugbau Akademie Slide 70 Benchmarking and process analysis for KEBO Approach Benchmarking of technological and organizational 1 Benchmarking Your company 3 Process chain analysis Target position performance Analysis of order fulfillment processes and interviews with employees Worst in Class Average Best in Class Recording of process chains and analysis of distances on the shopfloor 2 Process analysis 4 Order analysis Analysis of executed orders concerning time reports, Auftrag Auftrag Orders 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 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 © Werkzeugbau Akademie Slide 71 Strategic positioning of Haidlmair Approach Identification and status-quo analysis of strategic success positions Strategic goals Status-quo analysis of activities, processes, resources, organization and competencies Strategic success positions Definition of medium- and long-term goals of the tool shop Activities Leistungen Definition of future of activities, processes, resources, organization and competencies Prozesse 2017 Processes Prozesse Organisation Organization positions Ressourcen Resources Determination of future strategic success 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 © Werkzeugbau Akademie Slide 72 Benchmarking for the plastics processing industry focused on injection moulding in 2014 Approach Definition of a questionnaire for the collection of business data regarding organizational and technological fields Company 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 ► 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 © Werkzeugbau Akademie Slide 73 Analysis of market potential for application of barrel-tools in the tool and die industry Approach 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 Customer: Tool shops Enabler: Machine- and CAM-producer Market potential analysis barrel-tools Competitors: Tool shops Substitute products: Alternative technologies validating the results of the analysis Design and mailing of a questionnaire to CAM- producers 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 © Werkzeugbau Akademie Slide 74 Design of the tool supply for a new location in the valueadded network of Takata Approach Internal analysis and market study 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 Tool supply design internal tool manufacturing, suppliers and internal tool shops Roadmap for the gradual realization of tool supply in Hungary Results ► 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 © Werkzeugbau Akademie Slide 75 Identification of new suppliers for the machining of large parts for the Audi tool room Approach 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) © Werkzeugbau Akademie Slide 76 Development of a flow-oriented tool room layout 83,3 m Approach Analysis of organizational and technological performance as well as deduction of strengths and potentials Studer S151 Schreib-tisch IN Kran WB VDF 21 RO Q-Sigma WB IN Regal Kran WB DMX CTX 620 linear Leistritz 50 Agie Charmilles Robofil 440 CC Meister-Büro AV Programmierung (11 x 7 m) Agie Charmilles Robofil 440 CCs Rüstpl atz Terminal Fertigungsmittel24 Regal MeisterService + L Press AC Drill 11 WB WB WB WB Schreibtisch IN Design of a flow-oriented tool room layout capable of Schreibtisch IN Rohlinge IN Weg (2,5 m) Weg Schreibtisch IN Härten Extern WB WB Normteilregal IN Kran IN Kran IN IN Lager Sägen (6,5 x 26m) IN WB WB Kasto AC5 FFG Europe Hessapp VH 400 Förderband Bandsäge Kasto Functional U Normteilregal further growth suggestions with regards to the layout design Agie Charmilles Robofil Cut 300 of ideal material flows Continuous recording of employee requirements and IN IN WB ag da DMX CTX 620 linear B Definition of standardized target processes and deduction areas and spaces for goods in- and outwards IN Hedel s C5 Flur (1,5 m) Regal Allocation of machine resources, demarcation of storage CTX Beta 800 IN WB WB material flows and surface area utilization Besprechungsraum (5 x 7 m) Kran IN WB Display of current layout as well as mapping of current Boehringer DUE 400 Gravurmaschine Acsys ABA FFU 1000 Betriebsstof f-lager Schrott Voreinstellplatz Regal Results ► Flow-oriented tool room layout capable of further growth ► Optimized material flows as well as internal logistics and standardized machining sequences © Werkzeugbau Akademie Slide 77 Tool supply concept of the future for all international production sites Approach Joint description of determining factors and prerequisites of the BMW Group Eisenach Regensburg Execution of international market surveys for the identification of eligible sourcing regions Execution of international market studies for Swindon Leipzig Dingolfing Munich Tiexi Spartanburg San Luis Potosí the identification of potential supplying tool rooms Rosslyn Development of scenarios for future tool supply and correlation with the ideal internal tool room 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 © Werkzeugbau Akademie Slide 78 Benchmarking and process analysis for the LINHARDT tool room Approach 1 Your company Benchmarking of technological and organizational Process chain analysis Benchmarking 3 Target position performance Worst in Class Analysis of order fulfillment processes and interviews Average Best in Class Growth scenarios with employees 5 Analysis of material flow on the shop floor Analysis of executed orders concerning time reports, 2 Process analysis Order analysis 4 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 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 © Werkzeugbau Akademie Slide 79 Increase of Efficiency by Tool-Standardization Approach Analysis of 4,895 components, 11,914 1 Evaluation of the tool parts list 2 Identification of standardization potential 3 Definition of standardization measures spare parts and 3,584 standard components Evaluation of 218 different component groups Identification of the standardization poten- tial and definition of measures for the standardization of single component groups 4 Definition of standardization processes 5 Development of an implementation road map 6 Formulation of a suitable nomenclature Definition of standardization processes for long-term implementation Development of an implementation road map and definition of a suitable tool nomenclature Results ► Lead time and production cost reduction by the standardization of components ► Standardization processes for sustainable long-term implementation of standardization © Werkzeugbau Akademie Slide 80 Optimization of the quotation preparation process and the calculation systematic at DMW Approach Analysis of prepared quotes and realized orders regarding type of order and type of tool Definition of possible characteristics for a comparison B Standardization of existing data and realized tool projects M0 Method definition C D Data definition M1 Quotation preparation M2 E Quotation release M3 Derivation of a calculation systematic and implementation within the scope of a MS Access tool Status Quo analysis of the quotation preparation process including employee interviews Definition of a standardized quotation preparation process including the determination of milestones Derivation of a set of rules for the implementation Results ► Detailed quotation preparation process including determined milestones and a defined set of rules ► Inquiry and project databank including a calculation systematic based on Microsoft Access © Werkzeugbau Akademie Slide 81 Development of a strategy for Ossenberg tool making Way of proceeding niedrig Komplexitätsbeherrschung Analysis of central customer-benefit-features Dienstleistungsintegration Anforderungsgerechtheit Innovationsfähigkeit and position in the competitive environment Prozessbhschg. Produktionssicherheit Kostenbeherrschung Keine eigene Innovation am Werkzeug oder Prozess (Wiederholgenauigkeit, Maßhaltigkeit, Hubzahl, Standzeit) < 50% hoch + Werkzeugmanagement Materialberatung Maßhaltigkeit mit effektiver WZB Maßhaltigkeit Weiterentw icklung von Werkzeugen (Wiederholgenauigkeit, Maßhaltigkeit, Hubzahl, Standzeit) 50-70% + Fertigungsberatung + Proficenter Langfristige Maßhaltigkeit mit effizienten WZB Langfristige Maßhaltigkeit Weiterentw icklung des Serienprozesses (Wiederholgenauigkeit, Maßhaltigkeit, Hubzahl, Standzeit) 70-80% Proaktive Auslegung auf Anforderungen Forschung und Entw icklung (Wiederholgenauigkeit, Maßhaltigkeit, Hubzahl, Standzeit) 80-90% (Wiederholgenauigkeit, Maßhaltigkeit, Hubzahl, Standzeit) > 90% Reaktionsfähigkeit Zeitpunktunabhängige begrenzte Verfügbarkeit Zeitpunktabhängige Verfügbarkeit Zeitpunktunabhängige Verfügbarkeit mit eingegrenztem Leistungsspektrum Zeitpunktunabhängige Verfügbarkeit mit gesamtem Leistungsspektrum Termintreue Niedrige Liefertermintreue Konstante Liefertermintreue Konstante Liefertermintreue mit Adressierung von Engpässen und Komplikationen >95% Liefertermintreue Auslastungsstabilität Definition of current and future strategic Ausprägung Keine Dienstleistungen Keine Maßhaltigkeit Lebenszykluskontrolle Kostentransparenz Marktpreisgerechtheit Mitarbeiterentwicklung Niedrige und schw ankende Auslastung Eingeschränkte Verfügbarkeit der Werkzeuge Keine/ schlechte Kalkulation und Verrechnung Einstandspreis über Wettbew erbspreis Keine aktive Mitarbeiterentw icklung Konstant und niedrige Auslastung Hohe Auslastung mit kurzfristiger Über- und Unterlast Volle Verfügbarkeit mit lz. unabhängiger Funktionsfähigkeit Erfahrungsbasierte Vorkalkulation Ausbildung Volle unbegrenzte Verfügbarkeit und Funktionsfähigkeit + Nachkalkulation mit nachhaltiger Rückführung Wettbew erbsfähiger Einstandspreis Durchschntl. hohe Auslastung über langen Zeitraum Ausbildung und fokussierte Weiterbildung Volle Verfügbark. und Funktionsfähigkeit im definierten WZ-Lebenszyklus + detaillierte Verrechnungsstruktur Wettbew erbsfähiger Lebenszykluspreis Strategic positions of success Konstant hohe Auslastung über kurzen Zeitraum + laufende Projektkalkulation Niedrigster Lebenszykluspreis mit Kostendeckung + Verbesserungsmanagement + Verbesserungsmanagement, aufgabenor. Incentivierung positions of success Analysis of the status quo and strategical Development of a specific vision and mission Processes Organization Activities Resources interpretation of activities, organization, competencies, resources and processes (strategic profile) Strategic profile Competencies for Ossenberg tool making Definition of measures for the operative implementation of the vision and mission „We manufacture forming dies... …our motivated team“ Vision and Mission Result ► Detailed strategic profile as well as specifically defined vision and mission ► Precise measures for the implementation of determined goals © Werkzeugbau Akademie Slide 82 Benchmarking of the capabilities of the South African tooling industry 2015 Approach Identification of 15 representative companies for the South African tooling industry Western European Tools Design and distribution of a standardized questionnaire validated in the German tooling industry Premium Tech 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 Quantitative assessment of the development of the South African industry and the regional differences Derivation of action fields for the future improvement of the capabilities of the companies and the industry Asian Tools SA Tools Tooling sales Rest Europ. Tools Medium Tech Low Tech sector SA 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 © Werkzeugbau Akademie Slide 83 Benchmarking and process analysis for the tool shop of Murrplastik Medizintechnik GmbH Approach 2 Analysis of roles and collaboration Process analysis 3 Analysis of the organizational and technological performance in comparison to competition Analysis of the order fulfillment processes Analysis and restructuring of roles and collaboration 1 in the order fulfillment processes Benchmarking Your company Target Position Recording of the process chains and analysis of the material flow on the shop floor Cost analysis of finished orders 4 Process chain analysis Worst in Class Average Best in Class Calculation analysis 5 Identification of strengths and weaknesses and definition of future fields of action Development of specific recommendations to execute the identified fields of action Results ► Evaluated technological and organizational performance ► Derived fields of action and recommendations for their processing © Werkzeugbau Akademie Slide 84 Aachener Werkzeugbau Akademie: We shape Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & 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 Specific Industry Solutions Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Client-oriented Consulting Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual concept development and project implementation Professional Development Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop © Werkzeugbau Akademie Slide 85 The modular further education system of the WBA manages to educate employees with different qualification backgrounds Degree of qualification Master Tool Making Senior-Expert Tool Making Expert Tool Making 4 Modules of WBA Consisting of: Module Seminar Seminar of WBA Consisting of: 1 day of attendance Module of WBA Consisting of: Preparation time 2 x 3 days of attendance Practical application Examination 2 technical modules (electives) 2 organizational modules (electives) 1 expert thesis of 15 ECTS 10 modules of WBA Consisting of: 8 modules of 5 ECTS 1 expert thesis of 15 ECTS 1 senior expert thesis of 25 ECTS 30 months regular period of study non-academic Extra-occupational Master of RWTH Aachen Consisting of: 10 modules of 5 ECTS 1 project thesis of 15 ECTS 1 Master thesis of 25 ECTS 36 months regular period of study academic Graduation Graduation Graduation Graduation Graduation WBA certificate WBA certificate Expert (WBA) Senior-Expert (WBA) Master RWTH Aachen 0 ECTS 5 ECTS 35 ECTS 80 ECTS 90 ECTS Admission criteria Admission criteria Admission criteria Admission criteria Admission criteria None None Professional education Professional experience Personal aptitude Professional education Professional experience Personal aptitude University Entrance Diploma (B.Sc.) Professional experience Expenditure of time © Werkzeugbau Akademie Slide 86 Certified further education for non-academics: Seminar program 2016 Contact Overview over seminar program 2016 Alexandra Hajn Anke Wolters Tel.: +49 (0)241 99016302 Fax: +49 (0)241 99016329 [email protected] Executive Seminar: Strategy and technology for successful tool making companies Production planning and control in tool making Global procurement of tools Manufacturing of design and functional surfaces in tool making Shopfloor management and layout planning in tool making Polishing in tool making Surface technology and tool wear Industrialization of tool making Classic and additive manufacturing technologies in tool making Applied industry 4.0 in tool making Project management and process management Operational Excellence: Lean tool making Cost transparency in tool making: From offer calculation to productivity management Automation in tool making Milling technology in tool making News Prestigious experts from practice 5 completely new seminars New content of “classic seminars” 2 “classic seminars“ as combi-seminar © Werkzeugbau Akademie Mr. Ringelmann, ZF Dr. Wahl, Audi AG Mr. Willmes, Kirchhoff Mr. Bertram, Böllhoff Mr. Bormann, Welser Profile 15.-17.02.2016 02.03.2016 12.04.2016 19.04.2016 11.-12.05.2016 01.06.2016 02.06.2016 14.-15.06.2016 19.-20.09.2016 29.09.2016 04.-05.10.2016 10.11.2016 23.11.201 05.12.2016 06.12.2016 Dr. Auer, Gerresheimer Dr. Boretius, Listemann Technology AG Mr. Söhner, Selectrona Mr. Walter, Siebenwurst Mr. Deck, Daimler AG Slide 87 Aachener Werkzeugbau Akademie: We design Tool Making AACHENER WERKZEUGBAU AKADEMIE Applied Research & 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 Specific Industry Solutions Development of specific industry solutions within consortial projects Knowledge transfer and networking in the Tool and Die industry Client oriented Consulting Bilateral projects with technological and organizational topics of the Tool and Die industry Mutual concept development and project implementation Professional development Modular further education for non-academics and academics Coverage of all relevant technological and organizational subjects Demonstration Tool Shop © Werkzeugbau Akademie Slide 93 The Werkzeugbau Akademie enables the development and application of new concepts in a real manufacturing facility Characteristics of the Demonstration Tool Shop: Production of tool prototypes for research and development Platform for developing and optimizing new manufacturing concepts Test and production area for WBA partners Testing and transfer of industrial tooling principles Illustration of Tool Manufacturing process chains Educational platform © Werkzeugbau Akademie Slide 95 The modern machine park of the Werkzeugbau Akademie comprises all process chain elements of Tool Manufacturing Design & Simulation Sawing Milling Electrode milling Turning Sägen Sägen Sägen Sägen Sägen KASTOverto A2 DMC 1035 V, C 40 U HSC Speed Hawk 550 NEF 400 Wire erosion Sink erosion Flat grinding Metrology Manual work area Sägen Sägen Sägen Sägen Sägen Milling Turning Welding Cut 2000 © Werkzeugbau Akademie Gantry Eagle 800 Smart-Line BD10 CMM Qi Slide 96 Contacts of the Werkzeugbau Akademie © Werkzeugbau Akademie Dr.-Ing. Wolfgang Boos, MBA Michael Salmen, M.Sc. WBA Aachener Werkzeugbau Akademie GmbH CEO Karl-Friedrich-Str. 60 D-52072 Aachen +49 241/ 990 16 302 +49 151/ 18 868 611 +49 241/ 990 16 329 [email protected] WBA Aachener Werkzeugbau Akademie GmbH Head of industrial projects Karl-Friedrich-Str. 60 D-52072 Aachen +49 241/ 990 16 361 +49 241/ 990 16 329 [email protected] Gustavo Cabral, M.Sc. Dr.-Ing. Kristian Arntz WBA Aachener Werkzeugbau Akademie GmbH Head of technology development Karl-Friedrich-Str. 60 D-52072 Aachen +49 241/ 990 16 304 +49 241/ 990 16 329 [email protected] WBA Aachener Werkzeugbau Akademie GmbH Technical manager Karl-Friedrich-Str. 60 D-52072 Aachen +49 241/ 990 16 373 +49 241/ 990 16 329 [email protected] Slide 97
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