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?