advanced automation – the key to rise competitiveness in a high … · 2017-06-29 · advanced...

Advanced Automation –the Key to rise Competitiveness in a High Wage Environment?!

Forum for Professionals – Quo Vadis Automation

June 20th, Ulrich Peters1

© MTU Aero Engines AG. The information contained herein is proprietary to the MTU Aero Engines group companies.

I. Company Profile

II. Manufacturing System – Factors of Success

III. Advanced Automation in Blisk-Production

IV. Lessons learned / Risks

V. Future Trends

20.06.2017 2

Contents


I. Company Profile




V. Future Trends

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Contents


1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020

1934Gründung BMW

Flugmotorenbau GmbH

1957BMW

Triebwerkbau

1945BMW

Siemens & Halske

Daimler Benz

1965MAN übernimmt

BMW Triebwerkbau

1989Tochter der Deutschen

Aerospace, spätere

DaimlerChrysler

Aerospace (DASA)

2000Direkte Beteiligung

von DaimlerChrysler

2005MTU-Börsengang

1969MTU

50 % Daimler Benz

50 % MAN

Heute

Aktionärsstruktur

91 % Institutionelle Investoren

7 % Privatanleger

2 % MTU-eigene Aktien

History of MTU from 1934 until today

20.06.2017 4


Share of Sales ~ 50 %

• Well-balanced product portfolio

• Risk and revenue sharing

partner wit major OEMs

• Focus on LPT, HPC, TCF


• High Shares in key European

military programs

• Major partner of the German

Bundeswehr

Commercial Business Military Business Commercial MRO

MTU is Built on Three Pillars


• World‘s largest independant

engine MRO provider

• Strong presence in Asia

• Exposure to highest growth

engines (V2500, CFM56, CF34)

20.06.2017 5* figures YE 2016

Sales*: € 4,73 m EBIT (adjusted)*: € 503 m Employees*: 9000(14 Sites around the world)

MTU Group


I. Company Profile




V. Future Trends

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Contents


Production System - Objectives

Suitable product range

High utilization rate

Efficient processesand structures

Stable ProcessesFlexibility &responsiveness

1

2

3

4

5

Leadership behaviour &management tools

6

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Advanced Automation - Why?

Cost ReductionHigher machine utilization ratesImproved labor utilization rate (Personalfaktor)Decoupling of operators and operation takts

Lead Time- / Inventory ReductionReduction of workplace changesReduction of disturbancesManufacturing Operation / Execution Systems

Improvement of Process Stability / QualityReduction of manual influences on parts quality(e.g. setup- / clamping operations)Process-data monitoring and managementCapable machines and suitable framework

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0,70

0,80

0,90

1,00

1,10

800

900

1000

1100

1200

1300

1400

2014 2015 2016 2017 2018 2019 2020

PF Mitarbeiter [Std.] Maschine/Prozess [Std.]

Advanced Automation – How to Meassure Success (example)?

Development of capacity demands (employee, machine) and labor utilization Rate

100 %

75 %

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I. Company Profile




V. Future Trends

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Contents


Suitable Product Range

Programm PW814 PW1100G-JM

PW1200G PW1400G-JM

PW1500G PW1700G /PW1900G

Flugzeug Gulfstream A320neo MRJ MS-21 C Series Embraer

2015 2020

Growing market / volumes

Common Core Design

Reasonable quantity of common parts

High volume parts (technical challenging)

Basic condition to reach stable processes

Reduced employee efforts

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Efficient Processes & Structures

Process-/ valuestream oriented machine layout

Standardized machines

High space efficiency

High level of automation

automatic logistic & feeding system

automatic machine loading / unloading

increased machine / operator relation

Energy efficient building

High level of automation and stable processes

lead to significant reduction of production costs

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Layout - Bliskshop

Milling (Airfoil)With automaticmachine loading(24 machines)

TurnmillingGantry Loader(7 machines)

DimensionalInspection(8 CMM)& visualInspection

Vibratory Finishing /DeburringTooling

Preparation

Transport & DistributionSystem (1100 positions)with integrated Input-/Output Stations

Setup AreaCentralized Coolant Supply(60.000 l) & Chip Disposal

Cleaning

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Flexible Manufacturing System - Components

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Flexible Manufacturing System – Software-Components

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Stable Processes

Stable environment / A/C-building

Thermally symmetric machines

Process data management

Reduced manual part handling

Accurate processes (manuf. & insp.)

Software-Realease Management

First time right

Low scrap & rework

Reduced staff efforts

Short lead times & reliable delivery

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High Utilization Rate

Standard machines / small footprint

Improved shopfloor space efficiency

Aligned machine maintenance concept

18 shift working time model

Planned flex-shifts to recover shortfalls

Auto mode possible on sundays

High load factors (5000/6000 h p.a.)

Competitive hourly rates

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Flexibility & Responsiveness

Dual sourcing & volume compensation

Constant workload

Ability to breath within MTU

Compensation between engine programs

Multiple skilled operators

Potential future blisks can be taken over into

the flexible production system

=> Robust system in terms of market variations

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Leadership behaviour & Management tools

Shopfloor management as enabeler

Training of management personnel /

behaviour

Standardized meeting / reporting format

Continuous improvement approach

Leading by objectives (learning Katas

(Coaching KATA & Improvement KATA)

High-performance Teams

Eliminate weak points

Improve the good

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I. Company Profile




V. Future Trends

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Contents


Lessons Learned / Risks

Specification sheets only are inadequate. Common workshops to verifyrequirements and abilities are the better way.

Service-Skills (quality, quantity and reaction rate) of providors decideon success or disappointment.

Attention: Automation Trap!Establish and maintain know-how / qualification to work with complexsystems

Well balanced consideration between standardized solutions andcustomized applications

Keep track of hard-/software further develeopment ability

Review of KPI (e.g. relation between blue and white collar employees)

Don‘t forget to work on improvements of manual processes prior tostep in automation

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I. Company Profile


III. Advanced Automation in Blisk- Production

IV. Lessons learned / Risiks

V. Future Trends

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Contents


20.06.2017

Future trends

Prozessdata-ananalysis/ -management(predictions)

Multifunctionalmachines & adaptiveNC-Programs

No storage(Exception: buffer incombination with FlexibleProduction Systems)

Shop structureProduct-related lines-> flexible shops(material, dimensions,processes, …)

Automation even forsmall quantitiesFlexibility for variablecustomer demands(clamping systems, .)

Interdivisionalproduction scheduling

Mobile, unmannedinterfaces with flexiblerobotic grippers

Flexible link ofproduction systems

Integrated additivemanufacturing (rawmaterial)

Human – robotcollaboration

Automatisierung TF - Vision 2030 23

Realtime data &untilization(on demand)

Simulation ofmanufacturingprocesses-> optimization

Software-ReleaseManagement used withautomated machinesand controls


Advanced Automation – the key to success in a high wageenvironment?

Yes, but smart!Control complexity in the long run.

Keep people in the spotlight!Outstanding leadership and personnel

development – organisations are (only) asgood as their enployees!

20.06.2017

advanced automation – the key to rise competitiveness in a high … · 2017-06-29 · advanced...

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