Art of lean engineering by Ferchau

ART OF ENGINEERING 2012: FERCHAU FORGIVES PRICE AT HANNOVER MESSE

First Space and 10,000 € for Christopher Kilian and his work "cloth sensor"

The 2012 winners of the contest "The Art of Engineering ': Lean crown Mey Mann, Christopher Kilian and Judith Spang
The third edition has the interdisciplinary art competition "Art of Engineering" has established itself as unique. "Art of Engineering" shows that in the exciting area, where does the art and technology intersect. Creative people and novel objects come to light here. This year's winners received their certificates and checks have now been donated to the stage of the Hanover Fair.

In multi-stage competition continued at the end of three young artists who in the judgment of the jury the issue of "swarming" best implement Judith Spang of Mainz, Cologne and Christoph Kilian from Mey Lean crown man from Berlin.
First PRICE: CHRISTOPH KILIAN, "CLOTH PROBE"

The first place prize of 10,000 euros and Christoph Kilian did with his "cloth sensor". A large silk handkerchief hanging in space, it is on one side in contact with several thin carbon fiber rods, which in turn belong to electro-mechanical units, each with a small engine. There is a random and yet a whole resulting interaction between the movement of air in the room, caused by viewers of the object, the cloth and the electro-mechanical units.
Second PRICE: CROWN MEY LEAN MAN, "LUMIBOTS"

In second place, which is endowed with 7,000 euros, Mey Lean crown came with her husband filing "lumiBots". It is unresponsive to light, otherwise autonomous robots that move in the dark and leave on a corresponding surface illuminated signs. The "lumiBots" can follow the footsteps slowly fading, and they reinforce it again. The arising constantly changing image.
Third PRICE: Judith Spang, "JUST WHILTLE!"

Exhibitors: key issues of energy efficiency and Lean Automation

The exhibitors highlight the increasing internationalism, particularly the presence of the Chinese at the Hanover Fair.
More visitors at the booth, and more international visitors, especially from China and a greater political awareness of the fair - that's the conclusion of the third part of our brief survey among the exhibitors at the Hannover Fair.


Dirk Bolz, Director of Marketing and Communications, Moeller GmbH, Bonn:

The Hannover Fair is for us to primarily a trade fair brand image presentation. We recorded 5 percent more visitors than last year, many from the partner country China. A total of 65 percent of national guests 35 percent international students from over. Two top issues are identified: The subject of efficiency in energy distribution and energy management on the one hand, and on the other side of the trend toward lean automation. The fair is generally a reflection of our economic situation in Germany, and is both in the halls and in the land unambiguously good. As for the investment location, we are cautiously optimistic. In any case we are back next year in Hanover.

Dr. rer. Steffen Haack, Director Sales and Factory Automation, Industrial Applications, Bosch Rexroth AG, Lohr am Main:

Our major trade issues such as energy efficiency, engineering, and machine safety in the first few days had a very high popularity among visitors. The quality of the clientele is high, 30 percent of management and Board, 30 percent technical director and head of design and designers further 30 percent. In addition there are buyers and others. What is important for us, the Hannover Fair is very international. So come more than a third of our visitors from abroad, accurate from 30 countries around the world, the largest share in China. We are positively surprised by the good mood of the fair visitors. The Hannover Fair is and remains a top event for us - today and tomorrow.

Dipl.-Ing. and Martin Kandziora MBA, Department Head of Market Communications, Rittal GmbH & Co. KG, Herborn:

Lean Six Sigma: How works the implmentation

Lean Six Sigma: How works the implmentation
What is important to note that the quality assurance concept actually brings something.

Who wants to benefit from Six Sigma, must deal with the critical factors of implementation.
BB (Black Belt)
Full-time employees in the Six Sigma organization, Project for Six Sigma improvement projects, an expert in the application of Six Sigma methods and tools
Best Practices
currently the best in their own or in foreign companies applied methods, tools or processes
Business Case
Establishment of a project
Business Quality Council (BQC)
permanent body, consisting of board members or directors, as well as the Quality Leader falls, strategic decisions to Six Sigma
CAP (Change Acceleration Program)
Training program and toolkit for the management of change with an emphasis on "soft" factors to support and accelerate change
Champion / Sponsor
Client for a Six Sigma project, must be able to make cross-functional decisions, or provide staff and resources available for the project, usually CEO or Director
Cost-Benefit Analysis
Analysis of costs compared to the expected benefits
DFSS
Called "Design for Six Sigma", and DMADV
DMADV
"Define, Measure, Analysis, Design, Verify," Six Sigma methodology to create new processes
DMAIC
"Define, Measure, Analysis, Improve and Control," Six Sigma methodology for the optimization of existing processes
GB (Green Belt)
Part-time Project Manager (20 to 50 percent of the time) for improvement projects for the Six Sigma methodology
MBB (Master Black Belt)
Full-time coach, trainer and project manager for the Six Sigma methodology, an expert in statistics and project management methods supports, champions and black belts in quality projects
Net Benefit
measurable in monetary success of Six Sigma projects, thereby positively include additional sales, increased productivity and lower costs, the costs of implementing negative
Process Management System
Management system for control of processes used, the aim of the process with high reliability and can be implemented without error
Process Owner
Employee who is responsible for a process or subprocess and its long-term performance, seeks to ensure the sustainability of process improvements
Program Manager
Six Sigma manager, responsible for Six Sigma implementation in the company and for the overall program is also Director of Six Sigma, Business Excellence Deployment Manager or Head called
Require-ments
Customer requirements, relevant to the satisfaction of the customer (customer needs are more important than "customer requirements")
Sigma
First Greek symbol for the unit of standard deviation, second Measure of the efficiency of processes
Six Sigma
First Six Sigma means 3.4 defects in the statistics for a million ways to make mistakes, that does not meet the customer requirements; 2 Quality awareness and management "philosophy"
Tollgate
Milestone between two phases in a Six Sigma project
TQM (Total Quality Management)
cross-business approach ("philosophy"), customer orientation, employee involvement and Troubleshooting includes
VOC (Voice of the Customer)
Collection of testimonials to the quality of the resulting products or services will be collected directly from customers
Yellow Belt
Employee who receives an in-depth account of its function Six Sigma training and often have contact with Six Sigma projects
Companies must ask themselves every day to the fierce competition. Customers are demanding better competitors and more pressure on margins. In solving these problems helps only a scientific approach that includes the causes.
The book
Many companies in Germany are faced with the introduction of a Lean Six Sigma program, and some are even in the midst of implementation. But many executives wonder whether the introduction of real worth, which benefits the program and note what they need to succeed. Wants the book "Lean Six Sigma successful implementation" of Frank and Norbert Faulhaber Bornhöft with practical examples and tips to give instructions, how can circumnavigate the cliffs. It is published in September this year at the Frankfurt School Verlag.
Click here to read
what lies behind the term (Lean) Six Sigma;
why this concept for internal and external IT service providers promise of success;
such as the Six Sigma pioneer the introduction of General Electric in the IT services sector has mastered;
Which success factors can be derived from it.
The biggest mistake
Support from top management (the Board) is missing.
The aims of middle management are not coupled to the Lean Six Sigma program.
It will select the wrong projects, namely those that are not important or that lack of customer respect.
The Black Belt candidates are not the best, but the available.
The Black Belts are not exempted to 100 percent of daily business, when in doubt always wins the day's business!
There is no concept of coaching for the candidates, and outside of the training, the care falls flat.
The project benefits are not reviewed by a neutral controller, but pretty expected.
Active marketing? Forget it! The Six Sigma team is waiting for the projects come to him.
A human development approach to good "belt" to keep the company does not exist.
The result is a bureaucratic project organization.
Lean Six Sigma is one such approach. The concept offers a proven and in its individual parts matched tool kit and management principles for continuous improvement.
What is Lean Six Sigma?

Classical requirements engineering and agile development processes combined

Agile Requirements Engineering

Classic RE is considered too bureaucratic and unproductive. They are
addressed in the Agile Requirements Engineering (ARE). It integrates
classic RE with Agile development processes.

With the agile requirements engineering is often referred to as
bureaucratic and unproductive current RE to be broken

Current frameworks, libraries, tools and other technical issues
dominate the attention of software development. The real Achilles heel
is the requirements engineering (RE).

What good is technically ausgefeilste system if the customer wanted
it, only 30% and of this work, only 20% the same as required?

The classic RE is often seen as bureaucratic and unproductive. Are
popular agile approaches that address but the RE is limited. The agile
requirements engineering, briefly called ARE integrates the discipline
of requirements engineering in agile Entwicklungsprozess.Anzeige

Agile practices are booming. Extreme Programming, Scrum, Lean, Kanban
are the main issues of trade publications and conferences. Even if the
names of specific methods may change, the basic agile principles are
taking their place in the sustainable development system.

Choose the appropriate requirements for each RE technology in order
to describe them. Choose for each ...
Based on the requirements for the system, this means that after an
initial overview of the product features (Big Picture), this
prioritized by business value and high-priority requirements
immediately in detail and implemented, while low-priority requests are
absorbed only when the more valuable are already underway or very
developed are advanced.

Iterative and incremental

Altogether, a procedure is iterative and incremental steps to increase
transparency and project risks to be clarified early. Iterative means
that the project is divided into fixed periods, for example 4 weeks.
These are the iterations. Incremental means that the system was
developed at the end of an iteration by one increment further.

Agile approach

Agile approach also means to get early feedback. The customer of the
project will be confronted not only with requirement descriptions and
models with a request for feedback, but also receives an executable
increment of the system (Fig. 1). This feels a lot better for him,
allowing in-depth feedback that can be directly taken into account in
subsequent iterations. So overall the work is organized as a distinct
river, produced a more continuous flow of work and the productivity
gesteigert.Anzeige

Embedded Systems

The agile practices are not only suitable for software-only projects,
but also for embedded systems with hardware aspects. The hardware has
its own requirements to the process that must be explicitly
considered. It does not prevent, tackle agility.

A frequently cited stumbling block is the short iterations of example
only three weeks' duration, which will conclude with an executable
increment. The obstacle you can out of the way by the hardware design
iterations by running longer than the software development. Suitable
multiples to have such a regular integration points, ie 6 - or 9-week
iterations in the hardware-and three-week iterations in software
development.

Interestingly, the origin of agile software processes often in product
development and production with little regard for the software (Scrum,
Kanban).

Expert discovers new reasons for burnout

Burnout as an expression of alienation

In the last 20 to 30 years the situation has changed greatly in the
labor market. The pressure to perform will ensure that more people are
suffering from burnout. The alienation Jerich Lisbeth sees as a major
cause of the disease that she has in her doctoral thesis at the
Institute for Organization and Personnel Management at the University
of Graz under the microscope.

"My study differs from that of other burnout studies have shown that
there is described the disease as a result of work stress," said
Jerich. However, it was not traceable. There are many people who have
stress, but are far away from burnout. "Only the stress that comes
from the aspect of alienation leads to burnout," the economic
scientist. In this game the relationship of people to their work a
major role. "Was it about 30 years ago still primarily idealistic
aspirations, which were responsible for the shift to a particular
work, today it is rather selfish motives, such as the pursuit of
money, power and prestige," said Jerich. "The search for the
self-realization is growing by the wayside. This leads to increased
conflict and the resulting values ​​to an inner indifference, a sense
of emptiness and mere materialism." The result is alienation feelings
toward work and colleagues. "Jerich is for the loss of these ideals in
society leading cause of burnout.
"The foundation stone is laid for burnouts frequently affects the
choice of profession," says the economist. It is often difficult to
make an authentic, that is the appropriate choice of career interests
and aptitudes. "The public of the hand provided information and
consulting services ranging from no longer sufficient to counteract
externally determined career. Decision training here appear
promising."
The change in the economy has left his mark on a human scale.
"Because burnout is not only an expression of alienation from work,
but also by colleagues." The working atmosphere in the so-called
"modern enterprise" is often characterized by systematic harassment.
Competition-oriented climate - with a high performance pressure, the
threat of job losses and reorganization measures are added. "Bullying
in the workplace and a poor work environment go hand in hand,"
explains the expert. Countermeasures could be a restructuring of work
organization, education and training, conflict commissioner and the
conclusion of an operating agreement of partnership in the workplace.
By maximizing the increasing pressure of business profits, there are
concepts such as "Re-engineering", "downsizing" and "Lean Management".
"But that such rationalization efforts, the increasingly vocal demands
make it difficult for the humanization of work." It is Jerich the
steep hierarchies to be very critical. "In the management area, there
are still many places also the deepest stone-age communication company
works in many poorly or not at all." Says the researcher, the Human
Resources Management in the tax advisory - conducts and accounting
firm TPA Horwath.
"Of course there are people who tend by certain personality traits
tend to burnout than others," said Jerich. However, these features can
not be viewed as a trigger. Social, institutional and interpersonal
factors always play a role. "But the fact is that in principle any
risk-burnout," says Jerich finally in press-text interview.

Linear axis vendors pushing energy efficiency program

Green Automation by IAI: Smart Products for Lean Engineering. So the
motto of the Japanese supplier of linear actuators. Next, he wants to
give its customers the topic in theory and practice.

The Japanese market leader in electric linear axes IAI has defined
the efficient use of energy as one of its corporate objectives since
2008. All actions are under the term "Green Automation" summarized.
The efficient use of energy is considered as a whole. The goal is not
only to manufacture products with as little energy expenditure. Rather
IAI to use our products and know-how also help to minimize energy
consumption among its customers.

Information by Roadshow

The energy efficiency label "Green Automation" designates all energy
efficient IAI products, such as The electric cylinder series RCP2 and
Easy-to-use control from the PMEC RoboCylinder family. ithin its
global event series "Green Automation by IAI," IAI also visited Europe
from 2011/2012 to its local customers and presents the issue of energy
efficiency in both theory and practice. This includes a roadshow of
seminars and open houses are planned.

Comprehensive advice

The products are in addition to their use is also the consideration of
total energy-intensive process of factory automation. Thanks to the
decades-long experience (over 1 million linear axes have been sold
since 1976) IAI has an extensive know-how and can thus offer its
customers a comprehensive consultation in regard to energy-efficient
production. The clear aim of all measures is all-round cooperation
with the customer in terms of energy-efficient production. "Green
Automation" is therefore a comprehensive package of measures that
includes IAI as its customers equally and which also brings
significant benefits both sides.

lean engineering

and lean for engineering will be the subjects of this site. Have a look later once we posted some articles.