Don’t just keep up with the competition, outrun them – this goal was underscored once again at the 2nd Steinbeis Engineering Day, which took place in Stuttgart on April 17 of this year. Delegates were provided with valuable suggestions and practical solutions, arming them with ideas for making further improvements throughout the entire production development process. As well as presenting the 2012 Steinbeis Engineering Study, experts from the Steinbeis Network met with representatives of business partners to discuss their experiences.
As we compete with the best, we’re less likely to risk falling behind in terms of technology than we are to “get bogged down” in less effective organizations. Companies that become leaner, but fail to prepare for new growth, create an organization engaged in “naval gazing.” This is not the way to win the race for the future! This was the clear message of a speech given by Prof. asoc. univ. PhDr. Arno Voegele (Steinbeis Transfer Center for Production and Management). The ability of a company to adapt must therefore match the speed of change in the business environment. But an individual can ultimately only “be innovative” or assume responsibility, by not only possessing the undisputed specialist qualifications it takes, but also by receiving the right training. Knowledge in itself is not enough. Rather, the sharing of knowledge to foster competence engenders “strength across the board.” Knowledge relating to the skills of a company adds value; knowledge management generates added value, which benefits the company.
How do successful SMEs also win in a market characterized by challenges and problems? Can previously proven product development processes (PDPs) continue to succeed in the future? Christian Albrecht (Steinbeis-Europa-Zentrum) presented the results of the Steinbeis Engineering Study on the PDP. The results demonstrated, from a number of angles, the strengths of SMEs, but also the areas in which they struggle (see also page 9).
Deluges of new product variants and models, plus the drive to shorten innovation cycles, have resulted in development departments having to deal with more and more projects and new initiatives. Dietmar Ausländer (Steinbeis Transfer Center for Logistics and Factory Planning) used a best practice case study to demonstrate how companies can meet this huge challenge. In a case study, the company’s holistic approach to change management – using value streams and maturity models – resulted in significant improvements. These included faster development projects, higher output from the development department (stemming from improved organization and work coordination), and smooth integration of sales/customer feedback into development work and launch management.
A speech by Prof. Rainer Göppel (Steinbeis Transfer Center: TMS Management Systems) demonstrated how companies can plan and successfully implement selected engineering methods. The result can be more systematic procedures and transparency while working through the tasks of the PEP. Three factors in particular create the necessary basis for this: the selection of the right methods for that specific company, choosing the right time to implement those methods, and coordinating how results generated by the methods are put to use.
Knut Hoyer (Testo) showed a holistic approach used in the PEP to develop modules “decentrally,” i.e. across different divisions. More than ever, products now have to answer increasingly differing customer requirements. This leads to more variants and product variety, which can only be addressed with adaptable product platforms specifically designed to provide a tool kit for all future products. This can reduce average development outlays per project, and the resources this frees up can be channeled into the development of new applications and innovations. It is not enough for companies to rely on the conventional reutilization of components or on simple module libraries. Organizational structures and working methods also have to be adapted.
The energy sector is a relatively conservative market that takes a severe hit when systems fail. As a result, the emphasis lies in tried-and-tested products with guaranteed long-term compatibility and spare parts for decades. This was a point underscored by Dr. Michael Zerrer (Pfisterer Kontaktsysteme), and it is a particular challenge in product development. For example, adaptable yet uniform processes are needed for a broad spectrum of products or projects. A 5-stage model has proven valuable: from the preparatory phase until pilot production, with approvals at the end of each phase. Being adaptable means, for example, no detailed subdivision of small projects, which only need one round of approvals. Zerrer’s conclusion: The PEP must allow for some adaptability, it must be possible to compare the project plan with PEP milestones, and project progress must be measurable and controllable through monitoring instruments.
Friedrich Obermeyer (Zeitlauf drive technology) showed how long-term research partnerships can fuel continual advances in innovation, drawing on the example of the development of a new crown wheel drive. If a company is short of resources in product, process and technology development, it has no choice but to collaborate with professional partners to translate its ideas into reality and launch them in the market. After several years of development, collaboration with business partners and universities made it possible to launch a well-received “novelty” successfully. The innovation is still going strong through this collaboration and is being continually updated with new technology modules. Quick developments and quickly implemented innovations are rare. What is more is important is to approach the development of innovative processes and products single-mindedly and with perseverance.
Many core processes (such as production development and production, but also the peripheral support processes that these require) have been cast in stone by companies – mainly due to ISO standards. In the experience of Prof. Dr.-Ing. Günther Würtz (Steinbeis Transfer Center: Management – Innovation – Technology, moderator for the day), these are insufficient on everyday tasks if companies want to improve efficiency and effectiveness. Instead, engineering projects should be carried out according to routine, standard processes.
The engineering part of the PDP covers a broad spectrum of activities, from product portfolio planning to design, development, production planning, materials management, production, assembly, pilot production and technical sales, extending all the way to the market or client. According to Prof. asoc. univ. PhDr. Arno Voegele, who summarized the day and presented an outlook, this demands modern methods and approaches, since even excellently engineered products can be copied. So it is increasingly important for companies to gain a decisive edge through process excellence. The focus on processes in the provision of products will become a key factor for market-oriented business organizations. The outcome must be a significant improvement in productivity and efficiency, as well as more powerful organizations. To make possibilities a reality, companies must continually attempt the impossible. Money and strategy are a key prerequisite of innovation, but success stems from the people.
Prof. asoc. univ. PhDr. Arno Voegele
Steinbeis Transfer Center for Production and Management
Steinbeis Transfer Institute of Development & Management (Stuttgart)
su0092@stw.de