mÄgerle blohm jung studer schaudt mikrosa walter ewag ... · mÄgerle blohm jung studer schaudt...

MOTION 02 2012 1

MÄGERLE BLOHM JUNG STUDER SCHAUDT MIKROSA WALTER EWAG

Motion02.2012

The customer magazine of

the SCHLEIFRING Group

The best grinding programs:

Motion shows the past

and future of software

development – from page 8

INNOVATION 100 years of grinding experience in a chip

INTERVIEW What makes corporate management sustainable?

INTERNATIONAL The SCHLEIFRING Group conquers South America

INDEPTH The secret of luxury Swiss watches

EN_Umschlag_Motion_02_2012 44-1 15.11.12 12:4115 11 12 12 41Koerber_En.indd 1Koerber_En.indd 1 04.12.12 12:0404.12.12 12:04

SCHLEIFRING GRUPPE RUBRIK

2 Motion 02.2012

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IN THIS MOTION YOU WILL FIND:

The front cover of this

Motion issue on the topic

“Software in Grinding

Technology” shows a

photograph of Ragner

Schmuck in the production

plant of Blohm Jung GmbH

in Hamburg-Bergedorf

3 WELCOME

Stephan Nell, Chairman of the Management Board of Körber

Schleifring AG, on the connection between customer benefi t

and success

4 NEWS

World map: The global service density of the SCHLEIFRING

Group; Research: Dr. Josef Mayer, prizewinner of the STUDER

Award; Cylindrical grinding: News on the favoritCNC and S41;

Tübinger Technology Days: Globalization as an opportunity for

midsize companies

8 INNOVATION

Grinding with bits and bytes. Considerably more precise and

complex products can be manufactured cost-effectively with

electronic control system and software. Today a chip can

contain 100 years of grinding experience

14 INDEPTH

A passion for precision. The secret of Swiss watch manufactur-

ers also lies in the quality of the grinding tools used

18 INSIDE

What are you doing now? Employees of the SCHLEIFRING

Group from the USA, India, China and Germany talk about their

specifi c contribution to success

20 INTERVIEW

More than just fi ne words. Stephan Nell, Christian Wriedt,

Körber Foundation and expert Christian Geßner discuss the right

approach to the challenge of sustainability

26 A DAY WITH …

... Daniel Huber. The Head of the Internal Grinding

Competence Center in Biel, Switzerland, represents a very

special success story

29 TOOLS & TECHNOLOGY

News from the SCHLEIFRING Group: MÄGERLE MFP 100,

KRONOS S 125, Helicheck Basic 2, FlexGrind M

36 INTERNATIONAL

A continent with its sights set high. The SCHLEIFRING Group

in South America. Plus: Stopover in Rio de Janeiro

40 IDEAS

The Vanguard of Globalia. Professor Hermann Simon explains

his concept of the “Hidden Champions”, who are asserting

themselves in the world markets

43 INTOUCH

The Motion calendar: The most important trade shows

and dates

EDITORIAL DETAILSPUBLISHER Körber Schleifring AG, Jubiläumsstraße 95, 3005 Bern

RESPONSIBLE Sandro Bottazzo PUBLICATION MANAGER Peter Lütjens

CHIEF EDITOR Michael Hopp (responsible for the purposes of press law)

ART DIRECTION Jessica Winter MANAGING EDITOR Niels Baumgarten

PICTURE EDITING Sylvi Egert AUTHORS Klaus Jopp, Volker Marquardt

(copy editor), Johanna Pruski, Nils Schiffhauer, Ira Schrörs LAYOUT Tobias

Heidmeier PRODUCTION Claude Hellweg (manager), Stefanie Albrecht PUB-LISHING HOUSE AND ADDRESS OF EDITORIAL OFFICE HOFFMANN

UND CAMPE VERLAG GmbH, Harvestehuder Weg 42, 20149 Hamburg,

Tel. +49.40.44 188-457, Fax +49.40.44 188-236 MANAGING DIRECTORS Dr. Kai Laakmann, Bernd Ziesemer PUBLICATION MANAGER Inga Borg

LITHO PX2, Hamburg PRINTING Neef-Stumme premium printing, Wit-

tingen. Printed on FSC® certifi ed paper (FSC®-C 1857)

26

36

8 MOTION 02 2012 1


Motion02.2012

The customer magazine of

the SCHLEIFRING Group

The best grinding programs:

Motion shows the past

and future of software

development – from page 8

INNOVATION 100 years of grinding experience in a chip

INTERVIEW What makes corporate management sustainable?

INTERNATIONAL The SCHLEIFRING Group conquers South America

INDEPTH The secret of luxury Swiss watches

EN_Umschlag_Motion_02_2012 44-1 15.11.12 12:41

EN_2_Motion_02_2012 2EN_2_Motion_02_2012 2 15.11.12 13:1215.11.12 13:12

Motion 02.2012 3

WELCOME

“OUR GOAL IS TO INCREASE YOUR COMPETITIVENESS!”

DEAR READERS, You are holding the new Motion in your hands. Starting

with this issue we have renewed the layout and the mix of topics. New

series such as “A day with …” (from page 26) and “Inside” (from page 18)

will give you the opportunity to get to know different SCHLEIFRING GROUP EMPLOYEES in each Motion issue. In the “Tools & Technology” special

(from page 29) you will fi nd detailed innovations and developments of the

SCHLEIFRING Group - SOLUTIONS WHICH WILL INCREASE YOUR COMPETITIVENESS!

We all live and work in a volatile environment with constantly changing

currents and scenarios, and I believe it is important never to lose sight of the

long-term goals. CUSTOMER BENEFIT is a CRUCIAL FACTOR for long term

success and ultimately leads to sustainable development of our compa-

nies. Your success ensures our future.

An important success factor in grinding is EXPERIENCE and

KNOW-HOW: Each of the eight brands of the SCHLEIFRING Group can

count on the experience of more than 100 years.

Important grinding experience, which is central to the development of

their own machine software. You can fi nd out more on this topic in our

title story from page 8.

The SCHLEIFRING GROUP has over 300 of its own sales engineers and

service technicians and more than 100 long-standing sales partners

IN YOUR AREA - WHEREVER YOU ARE IN THE WORLD. We illustrate this from

page 36 using the example of Latin America. Wherever your production

facility is located, you’ll fi nd us close by. I wish you enjoyable reading!

Stephan Nell,Chairman of the Management Board,

Körber Schleifring AG

“Customer benefi t

is a crucial factor for

long term success”,

Stephan Nell,

Chairman of the

Management

Board of Körber

Schleifring AG


4 Motion 02.2012

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MACHINES MUST consistently fulfi l customer

requirements, operate cost-effectively, be

constantly available - and function reliably.

To guarantee all of this more than 450

qualifi ed and experienced After-Sales

Service staff are available to customers of the

SCHLEIFRING Group for the entire working

life of their machines. The above map shows

the distribution of the over 250 Service staff of

the SCHLEIFRING Group (dark colored) and

that of the technicians belonging to its

international representatives (light colored).

This customer-oriented and extensive Service

sets SCHLEIFRING apart from all other

companies in the industry. The Service experts

around the world have a broad knowledge

of hardware and software. Not only technical

expertise, but also personal contacts are of

prime importance. Intensive basic training and

annual internal further training courses in the

group’s own “Service Academy” ensure that

the experts’ knowledge is always up-to-date.

They also have constant access to updated

databases (including ICOS from STUDER),

which assist them in troubleshooting and the

subsequent problem solution.

CONTACT [email protected]

www.schleifring.net

PRESENT ALL OVER THE WORLD

SERVICE

450 QUALIFIED AND EXPERIENCED AFTER-SALES SERVICE STAFF ARE AVAILABLE TO CUSTOMERS OF THE SCHLEIFRING GROUP FOR THE ENTIRE WORKING LIFE OF THEIR MACHINES

Service employees in the SCHLEIFRING Group

Technicians from international representatives of the SCHLEIFRING Group

THE ADVANTAGES AT A GLANCE- QUICK PROBLEM SOLVING

with over 50 helplines in many different

time zones and languages

- OVER 70 PART MANAGERS

precisely identify the original

SCHLEIFRING parts

- MORE THAN 250

of our experienced service technicians

are available to customers worldwide

- MOST PRODUCTION CENTERS offer their own overhaul department

with over 60 staff

- BROAD SERVICE PORTFOLIO in factories: from prevention through

maintenance to complete overhaul

SCHLEIFRING GROUP NEWS


Motion 02.2012 5


OVER 15 DEGREES CELSIUS – this was the

temperature variation in a tool hall on one day

alone, says Josef Mayr, currently associate

professor in mechatronics at MCI Manage-

ment Center Innsbruck. The result: “A meter

of steel becomes 12 micrometers longer, if

the temperature rises by just one degree.” But

precisions of less than one micrometer are the

goal when machining workpieces. The invisible

deformation of machine tools could previously

only be detected in air-conditioned production

halls. In his dissertation the mechanical engi-

neer, born in 1977 and awarded a doctorate

at ETH Zürich in 2009, developed a method

which allowed thermal changes in machines

to be analyzed, predicted and reduced during

the development phase. In September 2012

Mayr received the Fritz Studer Award 2011,

endowed with 10 000 Swiss francs.

Motion: Congratulations on the award! What is the essence of the method which you have developed? Josef Mayr: The thermal behavior of machine

tools has become a limiting factor in the preci-

sion of workpiece machining. The deforma-

For the third time STUDER has presented the Fritz Studer Award for an

outstanding piece of research: Josef Mayr received it for his dissertation, which

presents a new way of “assessing and compensating temperature variation in

machine tools”. His method offers the prerequisite for more effi cient production

of high-precision workpieces

FRITZ STUDER AWARD

“TEMPERATURE OPTIMIZATION MAKES SMALL BATCHES MORE COST-EFFECTIVE”

tion of machine tools due to temperature

changes within a factory building can exceed

the targeted precision by orders of magnitude.

The aim of my work was therefore to develop a

method for simulating these thermally caused

displacements. This enables the development

of temperature-optimized machine tools.

Motion: What is the concept of your method? Josef Mayr: It simulates deformation due to

temperature changes. To do this it combines

two methods – the Finite Element Method

(FEM), for representing deformations due to

the application of force, and the Finite Differ-

ence Method (FDM), with which heat transfer

problems can be solved. My software uses

“HIGH PRECISION WITH REDUCED WARM-UP PHASE.”Dr. Josef Mayr, Management Center Innsbruck

FEM and FDM to calculate the displacement

of the tool in relation to the workpiece. This

also incorporates a 3D model, which enables

the causes of this thermal deformation to

be found and reduced in the design phase.

This process is very quick, whereas previous

models occupied a PC for an entire week – for

a single modeling!

Motion: What will your work achieve? Josef Mayr: It allows the targeted develop-

ment of machine tools with thermally opti-

mized behavior – because at present we still

don’t really know why one machine is better

than another in this respect. And it enables

more precise, quicker and therefore more

cost-effective production of workpieces. The

reduction of the warm-up phase primarily af-

fects individual parts and small batches, while

in high volume production a machine tool usu-

ally reaches a stable range after some time.

This opens up new possibilities, which can

be achieved without recourse to expensively

air-conditioned workshops.

Award: Fred Gaegauf,

Managing Director of

Fritz Studer AG (r.), presents

the Fritz Studer Award 2011

to winner Dr. Josef Mayr

from ETH Zürich


6 Motion 02.2012

FROM THE OUTSET the new S41 CNC universal cylindrical grinding ma-

chine has attracted a high level of interest among customers. Kaspar

Schaerer, Head of Sales Support, is delighted: “We only won a big

‘Automotive’ order from the USA on the strength of the many advan-

tages of the S41!” The S41 succeeds the S40, which set standards

worldwide as the fl agship over 20 years ago and has been continuously

further developed. One of the key components is the solid, extremely

rigid and thermally stable machine bed, cast from Granitan® S103. This

provides the stable reference point for a precision which, in conjunction

with the new StuderGuide® guideway system and the linear drive, en-

sures the highest positioning and interpolation accuracies. In addition

to precision further objectives of the around ten year long development

were even better handling, shorter cycle times of the overall grinding

process and effi cient software support. The development of the S41

was based on the requirements of customers and their feedback from

practical experience, so that STUDER was able to consider a large

range of applications and diverse requirements in respect of handling

and work process.


www.studer.com

STUDER

THE S41 CYLINDRICAL GRINDING MACHINE DEFINES THE “STATE OF THE ART”

MACHINE AND PLANT MANUFACTURE

931 000 PEOPLE WORKED IN MACHINE CON-STRUCTION IN GERMANY IN 2011 Source: Verband Deutscher Maschinen- und Anlagenbau, 2012

THE SUCCESSFUL favoritCNC model, which is based on the S33 and

specializes in external and internal cylindrical grinding of small to

medium-sized workpieces, has found wide acclaim since its introduc-

tion in 2006. The machine enables quick set-up, simple operation with

a perfect view of the workpiece – and is particularly versatile thanks to

the modular system. STUDER is now offering a revised model. “The

machine has been specifi cally expanded with individual options to

increase customer benefi t”, says Fred W. Gaegauf, Managing Director

of Fritz Studer AG. New features include a hydraulic barrel retraction

and modifi cation to a distance between centers of 1000 millimeters.

This increase of 350 millimeters enables customers worldwide to ma-

chine larger workpieces. The favoritCNC can optionally be equipped

with in-process gauging, balancing system, contact detection, length

positioning or the StuderGRIND programming software.


www.studer.com

STUDER

favoritCNC: ONTO THE WORLD MARKET WITH A DISTANCE BETWEEN CENTERS OF 1000

SCHLEIFRING GROUP NEWS


Motion 02.2012 7


GLOBALIZATION

1.7 IN THE LAST TEN YEARS INTER-NATIONAL TRADE HAS INCREASED BY A FACTOR OF 1.7.Source: CPD Netherlands Bureau for Economic Policy Analysis, July 2012

HOW CAN EUROPEAN COMPANIES best utilize the

opportunities provided by globalization? The

Tübinger Technology Days 2012 organized

by WALTER and EWAG at the end of June

provided an answer to this question. Professor

Dr. Hans-Jörg Bullinger (top), member of the

Senate and Ex-President of the Fraunhofer-

Gesellschaft, highlighted the capacity for

innovation of European companies, which is

a key criterion for success in global competi-

tion. The scientist sees the increase in energy

costs as the driving force for innovative and

future-oriented companies, whose solutions

TÜBINGER TECHNOLOGIE DAYS 2012

Discussion in a high-tech

environment: one aspect of the

Tübinger Technology Days

have reduced energy consumption. Innova-

tions come from competent and dedicated

staff, for whom the right working environment

must be created. Elements contributing to this

were presented by Dr. Hans-Erich Polkowski

from the Management Partner consultancy. He

called for active personnel management and

presented alternative working time models. A

100-strong audience came together for these

presentations in Tübingen: “With this event we

have enabled our customers, suppliers and

partners to see their own environment in the

light of future challenges and to discuss this

with each other”, summed up Christoph Ehrler,

WALTER manager for the event. Trend fore-

caster Christian Hehenberger fi nally presented

an encouraging prognosis: “The fact is that the

economic coordinate system will undergo a

global shift in the next few years. The EU will be

among the winners!” Perhaps the participants

in the next Tübinger Technology Days are

already convinced of this.


www.walter-machines.com

Visionary:

Member of the

Senate of the

Fraunhofer-

Gesellschaft,

Prof. Dr. Hans-

Jörg Bullinger

TRENDS

To look beyond the boundaries of our own industry and country - this is the purpose of the

Tübinger Technology Days organized by WALTER and EWAG in June. Experts expressed their

view on the opportunities offered by globalization for small and medium-sized businesses


8 Motion 02.2012

GRINDING WITH BITS AND BYTES

100 years of grinding experience in a single chip.

How Sophisticated software tools simplify and accelerate

the control of machines

SCHLEIFRING GROUP INNOVATION



Motion 02.2012 9

Photo

s: R

agnar

Schm

uck

Teamwork:

Kim Bruhnsen (right)

and Waqar-Azeem

Chaudry program

the Profi mat control

system for machining

a new workpiece at

Blohm Jung GmbH

in Hamburg


10 Motion 02.2012

Photo

s: R

agnar

Schm

uck

PRECISE GEOMETRIESToday funnel geometries of a forging

die can be produced in a single

clamping in just a few minutes using

modern grinding software

SOPHISTICATED ALLROUNDERSWhether peel grinding

longitudinal contours

(top) or pendular

grinding prismatic

surfaces (bottom) –

modern software can

master all challenges

FOR CENTURIES MACHINES WERE operated solely by people. For workpiece

machining this means: the workpiece quality was only ever as good as the

machine’s stability and reliability and the operator’s experience and ability.

“Even then, outstanding precision could be achieved with the right per-

son”, says Torsten Runkowski, software developer at Blohm Jung GmbH.

But it was laborious. Frank Maier, application technician for software

and grinding technology and deputy department manager at WALTER,

knows this too. When he began his training as a tool grinder, he learned

manual grinding. That was a laborious business: every angle and sur-

face to be ground required a new clamping. For each measuring process

the workpiece had to be removed from the machine, measured and then

reclamped. Errors could quickly creep in and the reject rate was high.

The fi rst step towards automation was NC machines (NC stands for “Nu-

meric Control”). Their control system read the control commands present

on data carriers and converted them into movement sequences (see time

bar below). The big advantage: by changing the data carrier – still perforated

tape at that time – the machines could be quickly adapted to a new task,

which is why NC controls were at fi rst primarily used in machine tools. With

advancing technological development, computer technology also found its

way into the production process. CNC technology (CNC stands for Com-

puter Numeric Control) began to assert itself in the mid 70’s. It provided

higher fl exibility and thus enabled rationalization in series and single part

production. The SCHLEIFRING companies also began to develop their

own software solutions for their processes at an early stage. With these

new technologies the working life of Frank Maier and his co-workers also

changed: machine control and software tools performed an increasing

number of tasks independently. Today the machine components are con-

trolled by software – from axes through automatic loaders, tool changers

and dressers to tailstock, chuck and high frequency spindles. On systems

which run 24 hours a day, up to 365 days a year.

Thanks to electronic control and software tools, much more precise and

complex products can be manufactured cost-effectively today, in contrast

to the past. This was still impossible ten years ago. “Through the use of

software combined with modern measuring and drive technology, today

processes can be operated with high reliability and reproducibility in quality

ranges which were still inconceivable just a few years ago”, says Prof. Paul

Helmut Nebeling from Reutlingen University (interview on page 13). This

also applies for the manufacture of stepped and profi le tools, for example.

“Pine tree cutters and thread milling drills as well as micro tools for the med-

ical sector can only be manufactured thanks to modern software”, says

Torsten Wörner, Product Marketing Manager at WALTER. Modern soft-

ware technology also simplifi es and accelerates the production process in

the manufacturing of guide vanes for aviation turbines (photo on page 8).

In the past, these components were machined very time-consumingly

on large horizontal rotating grinding tables. “The trend towards ever

larger driving mechanisms resulted in rotary tables with diameters of two

and a half meters. The grinding centers needed a correspondingly large

amount of room in production”, says Peter Oppelt, Technology Team

Leader at BLOHM JUNG. Today, thanks to the CNC technology and soft-

ware developed by BLOHM, they can be manufactured quickly, easily

and reliably on relatively small 5-axis complete machining centers. The

big advantage: four CNC centers will fi t on the area of one horizontal

rotating grinding machine. This increases fl exibility for the user, who can

utilize the capacity of these machines effi ciently with different sized parts,

depending on the order situation.

In addition, the users require programs which will allow them to manufac-

ture complex parts as cheaply and quickly as possible. At the same time

the precision requirements on the workpieces are increasing. While 0.01

millimeters was suffi cient a few years ago, today precisions of under 0.005




Motion 02.2012 11

OF THE DEVELOPMENT COSTS IN THE MACHINE TOOL

INDUSTRY ARE ACCOUNTED FOR BY ELECTRONICS AND

SOFTWARE

40%Up to millimeters are the rule. For comparison: a human hair is 0.07 millimeters

thick. In order to achieve this precision, application software, hardware

and machine control must harmonize with each other. This is only possible

if the software developer has the relevant expertise and possesses sound

knowledge of mathematics, control technology and grinding technology.

Finding appropriately specialized staff is a challenge. “In our Software De-

partment we employ physicists, mathematicians and engineers, many of

them in dual vocational training and with their ear on the pulse of research

in the universities”, explains Wolfgang Labus, Head of Product Engineer-

ing at STUDER. With his team of software specialists he developed the

StuderTechnology technology computer in around fi ve years; this system

stores the company’s entire grinding know-how in a database and sug-

gests the optimal setting for the machining parameters, irrespective of the

operator’s knowledge.

The StuderGRIND grinding software and all other software modules ac-

cess this when programming a new grinding process. The advantages are

much shorter changeover and set-up times without rejects, and optimal

production results from the outset. It is a similar story at WALTER: here the

ToolStudio software is available for virtual programming and machining, as

well as an extensive database of knowledge for tool grinding. When creat-

ing these software developments the companies in the SCHLEIFRING

Group work closely with control system manufacturers, universities and

research organizations as well as their sister companies in the group. The

result is programs such as the Heureka setting aid from MIKROSA or

EWAG’s LaserSoft for the control of laser and machine in the EWAG La-

serLine. With Grips, BLOHM, EWAG and JUNG offer a programming aid

for profi ling grinding wheels and develop grinding programs which can be

parameterized application-specifi cally for individual workpiece families.

Common to all software solutions developed by the SCHLEIFRING Group

is simple, intuitive operation and familiar Windows-based user interface.


12 Motion 02.2012

Photo

s: R

agnar

Schm

uck, p

riva

t

But these software solutions by no means mark the end of development.

“The importance of grinding software will increase, because in future it

will be the most important distinguishing feature in competition”, predicts

Wolfgang Labus. The SCHLEIFRING companies take very different ap-

proaches in the further development of their software solutions. EWAG, for

example, is working on further standardization of its software, WALTER is

focusing on profi le tools and regrinding, while STUDER, with Studer Train-

ing and Programming, is working on a program which will enable cus-

tomers to execute “grinding dry runs” on a laptop. Blohm Jung GmbH is

currently performing initial tests for the automatic calibration of workpieces

using a 3D scan; this will enable the machine to select the appropriate

grinding program with the aid of the CAD drawing and then grind the work-

piece from the drawing. But one thing is common to all developments: the

more complex the software processes running in the background become,

the simpler the operation of the machine.

IRA SCHROERS

CONTACT [email protected], [email protected],

[email protected], [email protected],

[email protected], thomas.fi [email protected]

SOFTWARE OVERVIEW BLOHM AND JUNG - GRIPS: programming aid for grinding profi les

- FlexTouch: enables three control widths and adapts the

Buser interface to the respective grinding task

- PA 37 K: compensates contour errors through automatic

measurement of dressing tools

EWAG - ProGrind: complete solution for all grinding and eroding tasks

with integrated automation tool

- LaserSoft: effi cient laser ablation, 3D cavities and precise external

contour machining in a single clamping

SCHAUDT AND MIKROSA - Online Monitoring: monitors machine status

- Heureeka: ssoftware-supported setting aid

STUDER- StuderWIN: Windows-based user interface

- StuderGRIND: for systematic offl ine programming - StuderTechnology: over 100 years of grinding know-how

- Quick-Set: reduces set-up times by up to 90 percent

WALTER - Helitronic Tool Studio: programming tool for the virtual simulation

and machining of rotation tools

- Adaptive Control: adapts the infeed speed of the workpiece

profi le and minimizes auxiliary times

- Easy Check: tool measurement and profi le detection

When setting machining

parameters users can use the

company’s grinding know-

how for themselves, thanks to

StuderTechnology




Motion 02.2012 13

Motion: How important are modern soft-ware solutions for machining?Helmut Nebeling: The mechanics of present-

day machines are comparable and inter-

changeable. European and German machine

manufacturers in particular live on their special

process know-how. This know-how must be

bundled in a software package and made

available for automated processes. Only then

can software solutions replace the decreasing

number of technologically experienced people

in companies.

Motion: What are the driving forces for new software developments? Helmut Nebeling: Primarily new technologies

and the associated requirements on produc-

tion systems and tools. The technological

know-how packed into the software is a crucial

factor for implementation of these innova-

tions. The software must be further developed

across departments.

Motion: What does that mean? Helmut Nebeling: Well, in the cross-depart-

mental further development of software the

individual disciplines - mechanics, electrics,

software etc. - mutually infl uence each other.

It is important that the development occurs in

parallel - or, better still, synchronously - in the

individual departments. This also saves time

and money.

Motion: But presumably it’s not very easy to synchronously develop the functionalities of the individual departments?Helmut Nebeling: That’s true. A clear descrip-

tion of interfaces and specifi cation of the

module functionalities are crucial. Then we will

succeed, and resources can also be saved.

Motion: What is the current focus of re-search?Helmut Nebeling: We are studying the effects

of new materials, coatings and geometrical

designs on grinding processes. A further

aspect is the integration of process chains and

systems. Here the data is made accessible and

usable between Development, Production and

Logistics. We are also working on the adapta-

tion of processes to production systems and

their holistic consideration.

Motion: What will the future bring? Will there soon be “grinding apps”?Helmut Nebeling: SGrinding apps? No, I don’t

see that yet. But the interaction of software,

mechanics and electrics opens up brand

new functionalities. However, the software

must allow the design of (customer-) specifi c

geometrical functions. Only in this way can

the know-how of companies be implemented.

Cost-effective production systems also

need integrated data networks, not closed

data islands.

Motion: What does that mean?Helmut Nebeling: The software must have

open and defi ned interfaces, so that the

individual departments such as Development,

Production, Re-working, Logistics etc. can

be effi ciently linked with the help of software

solutions. The integration of process moni-

toring using sensors and adaptive process

control are also aiming in this direction. Here

too the aim is to optimally utilize the capac-

ity of production systems and thus improve

product quality and the cost-effectiveness of

processes.

INTERVIEW: IRA SCHROERS


INTERVIEW

“MAKING KNOW-HOW USABLE IN AUTOMATED PROCESSES”

What does the future hold for software development in grinding

machine technology? What are researchers working on currently?

A conversation with Prof. Dr.-Ing. Paul Helmut Nebeling, specialist in

Machine Tools, Production Systems, Control Technology and

Rapid Prototyping at Reutlingen University

“WE ARE RESEARCHING THE EFFECTS OF NEW MATERIALS AND COATINGS ON GRINDING PROCESSES”Prof. Dr.-Ing. Nebeling, specialist in machine tools at Reutlingen University


14 Motion 02.2012

A PASSION FOR PRECISION The Swiss watch industry and the SCHLEIFRING Group:

They have enjoyed a successful partnership for decades.

The legendary IWC watches demonstrate the importance

of the precision of grinding machines for watchmaking

SCHLEIFRING GROUP INDEPTH



Motion 02.2012 15

SWITZERLAND IS THE LAND OF WATCHES: Rolex, Bre-

itling and Patek Philippe, Andemars Piguet and

Vacheron Constatin are global brands. It‘s not

just chronometer lovers who hold them in high

regard. The industry‘s major players also include

the International Watch Company in Schaffhau-

sen whose studio windows, just a few kilome-

ters from the Rhine Falls, look out directly onto

the river. The English name, frequently abbrevi-

ated to IWC, is no coincidence. Surprisingly, the

founder of the watch factory was an American

engineer: Florentino Ariosto Jones launched the

company in North East Switzerland in 1868.

At that time Schaffhausen could already look

back on a long tradition of watchmaking. Back

in 1409 the fi rst documented watch was manu-

factured in Rheinau Abbey, ten kilometers down

the Rhine, destined for St. John‘s Church in

Schaffhausen. From 1583 there was evidence

of watchmaking at this location by the thun-

dering Rhine Falls. As a young man Jones was

deputy director of the E. Howard Watch & Clock

Precision in the micron range:

the individual parts of a watch

movement with tweezers (top):

Right: An IWC Portofi no with

hand-wound precision movement

and moon dial

Company in Boston, one of the leading watch

manufacturers in the world at that time. He now

wanted to produce high-quality pocket watch-

es for the American market in the then low-

wage country of Switzerland. Still under Jones‘

management, the original IWC factory was built

directly on the Rhine in 1875. The company still

occupies this building, in which almost 200 em-

ployees worked in Jones‘ time.

The Swiss watch industry also played a decisive

role for Ewag AG, which was founded in 1946

for the purpose of supplying this industry with

high-quality tool grinding machines. The start-

ing point was the high requirement for preci-

sion, which became increasingly important in

watchmaking. „In fact the requirements have

constantly increased. A hundredth of a millime-

ter used to be suffi cient in machining, but now

it has to be in the thousandth range,“ explains

Dieter Carld, responsible for tool procurement

and use at IWC Schaffhausen. „In order to take

account of this trend towards ever higher preci-

sion, we replaced our grinding machines with a

WS 11 from EWAG in 2003.“ The watch manu-

facturer uses the manual grinding machine to

manufacture special tools for prototypes and to

perform tool corrections. „Each year we manu-

facture around 30 new tools, most of which are

unique. I use the machine for around one hour a

day on average, but the working time can vary

throughout the year, depending on the order

situation,“ says Carld.

Precision is essential in watchmaking, espe-

cially for classic mechanical watches like those

at IWC. Here a micron, or a thousandth of a mil-

limeter, is the measure of all things. And pre-

cision perfectly suits IWC‘s philosophy, which

combines the passion for watchmaking, an in-

defatigable pioneering spirit and technical per-

fection. „Without modern high-precision tools

the production of our watches, with their intri-

cate mechanical interior, wouldn‘t be possible

at all“, says Kay Brüninghaus, Associate Direc-

tor of Production Components at IWC. As a re-


16 Motion 02.2012

Photo

s: IW

C S

chaffhausen

sult of this process the watches will last for de-

cades, with appropriate maintenance and care.

Against this background the long-established

company adapts the tools used to the individual

quality requirements in its own workshop – us-

ing the EWAG WS 11. After machining, single-

toothed and fi llet cutters, gravers and prototype

tools go into internal component supply, case

manufacture, pre-assembly and watch assem-

bly. 80 percent of them are special tools, which

have one thing in common: Their precision is in

the range of just a few microns. This also ap-

plies for the WS 11, which can even grind tools

with a diameter of 0.1 millimeters. „The machine

fulfi ls our requirements for minimal dimensional

tolerances. It is used above all when we need

to make quick corrections to tools“, says Carld,

who has worked at IWC for 23 years.

THE SWISS WATCH INDUSTRY: QUALITY, NOT QUANTITY

The world‘s largest watch manufacturer is China -

as far as quantity goes, at any rate. The giant empire

exported over 682 million in 2011, at an average

price of just two dollars. Second in the ranking

comes Hong Kong, with 402 million watches. Swit-

zerland follows in third place with just 29.8 million

watches, but with a value of almost 22 billion dol-

lars. The country is therefore clearly in the lead as far

as value goes. IWC also contributes to this success.

According to the estimates of the Swiss Sunday

newspaper, the turnover of the Schaffhausen fac-

tory was over 650 million Swiss francs in 2011, with

an operating profi t of over 150 million Swiss francs.

Highest concentration: The assembly

of the almost 100 parts of the

tourbillon at IWC requires precision

work - and, of course, precision-

manufactured tools

With its knowledge of precision structures, IWC

has consistently set important trends for the

mechanical watch – as witnessed by the com-

pany‘s recognition of the huge potential of the

emerging wristwatches at the end of the 19th

century, for which brand new movements had

to be developed. The „Ingenieur“, launched in

1955, has achieved world renown. No other

watch has cemented IWC‘s reputation for

technical expertise as strongly as this fi rst chro-

nometer with automatic movement housed in a

soft-iron inner case for protection against mag-

netic fi elds. The giant leap from hand-wound to

automatic movements had already been made

four years previously, with the then revolution-

ary 85 caliber. However, it was only with the

Ingenieur that IWC catapulted itself into the

vanguard of Swiss manufacturers competing

to create the fi rst bidirectional automatic move-

ment. Its winding system, featuring a rocking

bar and rollers in the automatic 85-caliber fam-

ily, set new standards in watchmaking. In 2005

the „Ingenieur“ celebrated a resounding come-

back – „mechanical engineering at its purest in

the shape of a watch“, wrote IWC itself at the

launch of the new generation, which withstood

shocks, impacts and vibrations, and functioned

reliably in the presence of the magnetism now

emitted by an increasing number of machines

and appliances.

Equally well-known are IWC‘s Pilot‘s Watches,

which have been ensuring correct departure

times since 1936 and coping with the special

requirements of pilot and crew. In the pioneering

days of aviation, the main priority was to protect

the sensitive movements of watches against

dust, extreme temperature fl uctuations and

the strong magnetic fi elds created by cockpit

instrumentation. The hallmark from the begin-

ning has been the optimum legibility of the dial.

The best-known Pilot‘s Watch is the „Mark 11“

manufactured from 1948 onwards, the stan-

dard watch for the Royal Air Force. The Mark 11

was in use for more than 30 years – it now en-

SCHLEIFRING GROUP INDEPTH



Motion 02.2012 17

„EACH YEAR WE MANUFACTURE AROUND 30 NEW TOOLS OURSELVES. MOST OF THESE ARE UNIQUE“Dieter Carld, responsible for tools at IWC Schaffhausen

Double check: Designers

and engineers (top) work

closely together at IWC.

Before an IWC watch leaves

the factory in Schaffhausen

it is subjected to a water-

tightness test at different

pressures (right)

joys cult status and is a sought-after collector‘s

watch. Today IWC Pilot‘s Watches - like the

models in the current TOP GUN collection - can

withstand thirty Gs, have a wide variety of func-

tions and are made from high-tech materials

such as ceramic and titanium. High-precision

tools, like those manufactured by Dieter Carld,

are consistently used in the manufacture of IWC

Schaffhausen‘s watch collection. Carld‘s fi nal

verdict on the WS 11: „It runs as precisely as

clockwork.“

KLAUS JOPP


www.walter-machines.com


18 Motion 02.2012

NEU-DEHLI

Bangalore

WASHINGTON D.C.

Miamisburg

WHAT ARE YOU DOING NOW?

“WE HAVE 6,000 SPARE PARTS AVAILABLE IN OUR WAREHOUSE”

“I am in the materials warehouse, checking the shipping documents for

outgoing shipments. I started at United Grinding in Miamisburg in 1994.

In those days we still had to order special spare parts from Europe. And

so my team and I started building our own warehouse. Today it has a

total of 6,000 spare parts and a surface area of 774 square meters.

We also have four Lean Lifts and a vertical storage carousel. The tower

operates as follows: when a spare part is deposited, a chain pulls it

upwards and then a new one appears. This system has enabled us to

hugely increase our effi ciency. We can now optimally utilize the existing

area and store thousands of spare parts in a minimal space. So in addi-

tion to offering our customers a wide range of parts, we can also supply

them quickly. As Supply Chain Manager I am responsible for purchasing,

inventory and planning. I fi nd that travel is a great antidote to my working

life. I have already been to Mexico, Germany and the Czech Republic. I

would also like to go to China and Finland.”

“I am advising a customer on the most suitable machine from our range.

As Deputy Sales Manager I market and sell STUDER products through-

out India. I started my career at STUDER in 1996, before which I worked

for a STUDER agent for 10 years. I have been representing the entire

SCHLEIFRING Group since 2007 I have now been here for 16 years –

longer than any other employee. The customers, with some of whom

I have worked continuously over the years, also benefi t from my many

years of experience. Sometimes they even call me on the weekend.

I don’t mind: my phone and laptop are always ready in hand. Before I

go to the offi ce in the morning, I always have a 45 minute walk in one

of Bangalore’s many parks. This keeps me fi t and helps me to mentally

prepare for the tasks ahead.”

NAME: Hoovegowda Prabhakar

POSITION: Deputy General Sales Manager

at Körber Schleifring,

Bangalore, India

CONTACT: [email protected]

NAME: Dean Tackett

POSITION: Supply Chain Manager at United

Grinding Technologies,

Miamisburg, USA


“I HAVE BEEN WORKING WITH MANY CUSTOMERS FOR YEARS”

Over 2,000 people work for the SCHLEIFRING

Group around the world. But what do they

actually do? In the new series we will introduce

four employees in each Motion edition, such

as Jessica Qian from Wuxi in China

TEXTS: JOHANNA PRUSKI

SCHLEIFRING GROUP INSIDE



Motion 02.2012 19

PEKING

Wuxi

Etziken

BERLIN

Tübingen

BERN

“I MAKE SURE THAT THINGS GO SMOOTHLY WITH OUR CUSTOMERS”

“I ADVISE OUR CUSTOMERS ON SITE BEFORE THE MACHINE IS EVEN INSTALLED”

“I have just returned from a meeting attended by all the salespeople and

assistants from the WALTER and EWAG team. We meet every four to six

weeks to discuss projects and work together to solve problems. As Tool

Grinding Machine Sales Management Assistant I communicate with all

departments, help my boss to coordinate his diary, make appointments,

draw up a provisional budget plan or deal with accounting. I do everything

to ensure that things function smoothly and that we can quickly meet all

customer requirements. What I particularly enjoy about my job is dealing

with customers. I fi nd it interesting to meet different people. When I have

some time off I like to get to know new countries. I’m going to Taiwan

next. I’d also like to visit England, Spain and Germany. At any rate, a

country where I can watch live football in a stadium.”

“After convincing our biggest customer in England to take out mainte-

nance contracts for his WALTER machines, I am back in Tübingen at

our Demo Center, preparing for a meeting with a potential customer.

As Service Customer Advisor I present upgrade options and services

such as maintenance contracts, general overhauls or the possibility of

networking our machines. All of this is done beforehand, not just when

the machine is installed. Through my advice the customer learns how

he can optimize his products and how processes can be made more ef-

fi cient. I travel abroad a lot, so that I can advise each customer on site. In

2010 I visited around 120 customers throughout Europe. Many of them

had several WALTER machines. When I’m not traveling I enjoy reading

a good book after work like Paulo Coelho’s “Aleph” or listening to Norwe-

gian musician Kari Bremnes.”

NAME: Jessica (Huan) Qian

POSITION: Assistant to Head of Tool Sales

at Körber Schleifring Machinery

(Shanghai), Wuxi, China


NAME: Daniel Grasser

POSITION: Service Customer Adviser at

Walter Maschinenbau, Tübingen

(D) and Ewag AG, Etziken (CH)

CONTACT: daniel.grasser@walter-machines.

com


20 Motion 02.2012

The three participants in the Motion interview,

from left: Expert Christian Geßner, Stephan Nell,

Chairman of the Management Board of KÖRBER

SCHLEIFRING, and Christian Wriedt, Chairman

of the Executive Board of the Körber Foundation

SCHLEIFRING GROUP INTERVIEW



Motion 02.2012 21

MORE THAN JUST FINE WORDSStephan Nell, Christian Wriedt and expert Christian Geßner

take part in the Motion interview on the perspectives

which the issue of sustainability offers the SCHLEIFRING Group –

for customers and for staff


22 Motion 02.2012

Motion: Today the concept of sustainability adorns business reports and ser-mons. Listed corporations document their competitiveness with information on sus-tainability. Can you remember when this issue fi rst started gathering momentum?

Christian Wriedt: It was during the oil crises of

1973 and 1979, when we were able to walk on

the motorway on car-free Sundays. But no one

had come up with the term „sustainability“ yet.

Dr. Christian Geßner: The Club of Rome and

Dennis Meadows with „Limits to Growth“ in

1972 were the determining factor for me. This

book resulted in the development of this issue

from the environmentalist scene. But it was only

in 1992 during the World Climate Summit in Rio

that sustainability was established as a political

paradigm, because 178 nations said: „We want

to become more sustainable and develop sus-

tainability strategies for our countries.“ In the

years that followed, the issue wasn‘t exactly

important in commerce. At most it was consid-

ered under the aspect of risk management and

it was stressed that not only economic risks, but

also social environmental risks are important.

We were not allowed to utter the word „sus-

tainability“. No entrepreneur wanted to hear it,

because it was „eco“. That has changed now.

Today it‘s noticeable how much has been done

in companies. Today it‘s rather: We have a lot to

offer in all three pillars of sustainability.

Christian Wriedt: But this must always be based

on a functional and cost-effective business

model, otherwise you mustn‘t even talk about

sustainability. Unfortunately this basic under-

standing constantly takes a back seat. Conse-

quently the concept is now also a little worn in

my view.

Mr. Nell, when did you fi rst enter the world of sustainability?

Stephan Nell: Exactly 22 years ago. My fi rst em-

ployer came from the aluminium sector, which

consumes extremely high amounts of energy.

We were therefore intensively concerned with

this issue at that time.

Today sustainability is a concept by which

people understand many different things. And

unfortunately it is now often only used from a

marketing perspective. There is a term for this

too: Greenwashing. But sustainability is then

not really a living concept, but serves only to

make the company in question look good.

Why is sustainability not an inherent part of human actions? And which factors have led to the development of non-sustainable actions?

Stephan Nell: Non-sustainability is the result of

short-term goal orientation and egotistical be-

havior. Sustainability takes time. But the world

of commerce was characterized by quick re-

sults for decades.

Christian Wriedt: This is because of our capital

market system. In this respect what we have

already said is 100 percent correct. Vice-ver-

sa, however, this means: Sustainability and

longer timescales must not result in slower

progress – because the market would penalize

this immediately.

Stephan Nell: Companies need a long-term

time frame for sustained positive development.

At some point we realize that effi ciency must not

be allowed to suffer.

Christian Wriedt: I‘ll try to express this in busi-

ness management terms: Sustainability means

„JUST A FEW YEARS AGO WE COULDN‘T UTTER THE TERM SUSTAINABILITY - NO BUSINESSMAN WANTED TO HEAR IT. THAT HAS CHANGED.“Christian Geßner

STEPHAN NELLStephan Nell (44) took over as Chairman of the

Management Board of KÖRBER SCHLEIFRING on

1 January 2012. Nell joined Fritz Studer AG as Head

of Sales in 2003. He has been a member of the

Management Board since 2005 and has headed

Management since 2007. Within the framework

of the restructuring of the SCHLEIFRING Group in

February 2011 he assumed responsibility for Sales,

Service and Marketing.

CHRISTIAN WRIEDTChristian Wriedt (61) is a professional banker and

worked in the asset management branch of a life

assurance company from 1972. From 1992 he was

private asset manager for Kurt A. Körber. When

Körber‘s private assets went to the foundation after

his death, Christian Wriedt joined the Körber Found-

ation as Managing Director. He has been a member

of the Executive Board since 1996 and Chairman

since 2001.

DR. CHRISTIAN GESSNER

Christian Geßner (42) studied economics in

Münster and Heidelberg and received a doctorate

in business management at Hohenheim University.

At the beginning of 2009 he founded the „Center

for Sustainable Corporate Management“ (ZNU) at

Witten/Herdecke University.

IN CONVERSATION

Discussion in the Körber foundation in Hamburg: Sustainability expert Christian Geßner in

conversation with Stephan Nell and Christian Wriedt



Motion 02.2012 23


conserving resources on all levels, because

resources cost money. At the end of the day

something that is more sustainable is also more

successful. But the more long-term way of

thinking must not lapse into indulgence, inertia

or complacency.

Christian Geßner: I believe it is possible to use

the egotism, which is also necessary in a com-

pany, productively. The entrepreneur says:

I want to create something, I want to build

something – but I will have to disregard certain

environmental aspects, so that I can develop

something. However, we must ask the ques-

tion: What are the political boundary conditions

for companies to develop more sustainably?

Politics has failed here in the past, because it

has not internalized external costs such as en-

vironmental pollution. If the costs incurred by

society due to non-sustainable activity were

refl ected in prices, we would very quickly have

a sustainable economy. In the present structure

the prices are always yesterday‘s. When crude

oil was cheap, we built motorways. At some

point we designed infrastructures accordingly.

Today there is a problem because petrol and

therefore driving are becoming increasingly ex-

pensive. We must ensure that the prices refl ect

reality - and thus encourage the right structures

for the future.

Christian Wriedt: If we still lived in a world that

thought and acted less globally, it might be eas-

ier to enforce more sustainable standards. But

today our competitor is in China – and not just

our competitor, but perhaps our customer too.

Other cultures and societies place different pri-

orities on sustainability, so that they can catch

up with our standard of living quickly.

Christian Geßner: Nevertheless, the Chinese

are also concerned with this issue. But what are

we doing? In the automotive industry growth is

not coming from the domestic market at pres-

ent, but through exports. We are manufacturing

three-liter cars and selling the big gas guzzlers

to Asia. We have to ask: Is this what the cus-

tomer really needs?

Stephan Nell: Sustainability doesn‘t just start

with the end products, like this three-liter car.

Sustainability must also shape the production

process. In machine construction this means:

We need machines that operate more effi cient-

ly. Machines that not only consume less energy

but also operate for shorter periods, so that the

process is accelerated. This is a key future issue

for our industry and we must therefore invest in

research and development specifi cally from this

viewpoint. This is already expected and reward-

ed by many customers today. And if a customer

is not yet focused on the issue of sustainability,

he still gets a more effi cient process.

To put it bluntly: Do you have to be able to afford sustainability, or is it the key to higher value creation?

Stephan Nell: We are currently in between these

two positions. I am confi dent that it will be pos-

sible to make money with sustainability in future.

The larger European corporations in particular

are now ready to invest in sustainability - also in

order to earn more money later.

Christian Wriedt: I also believe that we are po-

sitioned somewhere in the middle. This starts

with the business model: Do I have a product

which the market needs? Why should cus-

tomers go to the SCHLEIFRING Group if they

want to solve a grinding problem? They do it

because they get an increased benefi t from the

SCHLEIFRING companies. This also includes

saving resources: Energy, material consump-

tion and all types of emissions; also the footprint

of a machine. All of this plays an increasingly

important role, in addition to technology, and

brings competitive advantages to the business

idea and the supportable business model.

Christian Geßner: I don‘t believe that we can‘t

afford sustainability. The question doesn‘t even

arise. The room for maneuver is decreasing all

the time. As soon as politicians acknowledge

the issue, companies will no longer have much

room for maneuver. At present sustainability is

still not cashfl ow-effective, but it is already a

perceptible strategic advantage.

Stephan Nell: Energy is expensive, and so

everyone is worried about power consumption.

This is purely a matter of money. I often go to

Stephan Nell explains which changes can be made in a machine construction company

in order to drive development in the direction of greater sustainability

„SUSTAINABILITY MUST ALSO SHAPE THE PRODUCTION PROCESS. IN MACHINE CONSTRUCTION THIS MEANS: WE NEED MACHINES THAT OPERATE MORE EFFICIENTLY.“Stephan Nell


24 Motion 02.2012

China on business. More and more Chinese are

starting to focus on sustainability. If they build

their own airplanes, for example, then they build

lightweight ones.

How can a grinding machine manufacturer act sustainably? The grinding machine is always integrated into processes. But what can be done on the machine itself?

Stephan Nell: That starts with our own produc-

tion process. We use systems that avoid waste.

One example: Normally a machine needs a

warm-up phase. We use preheating units that

bring it up to temperature much more quickly.

Or: Previously no attention was paid to the fact

that units keep running even when they are not

needed. These can now be switched off using

an intelligent control. So there are many differ-

ent approaches: Do I cool a building with an air-

conditioner or with a heat pump and consume

far less energy? And, of course, our machines

help to improve our customers‘ processes. I‘ll

give you an example of this too: Until recently

an eco engine manufacturer needed fi ve ma-

chine tools to produce a part. Processing time

two weeks, with intermediate storage and

everything that goes with it. Today he makes it

on a single machine. The part is ready in just a

few minutes and no longer needs to be stored.

Are grinding machines also sustainable, because they are durable products?

Stephan Nell: This essentially depends on the

customers. In the past they often had purely

„CUSTOMER BENEFIT IS THE KEY TO OUR LONG-TERM SUCCESS. BUT THIS IS MORE THAN JUST PROCESS OPTIMIZATION.“Stephan Nell

Christian Geßner (left) and Stephan Nell discussing the question of to what

extent the corporate form affects the sustainability strategy – very strongly, the

discussion participants agree

Stephan Nell (left) also relates the concept of

sustainability to the issue of staff motivation

short-term goals. They purchased machines

for a specifi c part, used them for three to fi ve

years and then disposed of them. Today a

high percentage of the machines that we sold

twelve years ago are still in use. Previously the

conversion of machines was often diffi cult and

very expensive. Today we are following a brand

new concept with the S22 from STUDER, for

example: the platform. If the part which the cus-

tomer produces on the machine is discontinued

after a few years, the customer can completely

replace individual modules and so continue to

use the machine.

The driving force is always the search for the most intelligent process for the customer.

Stephan Nell: I am convinced that customer

benefi t is the key to our long-term success. But

this is far more than process optimization.

We constantly ask ourselves: What must we do

to be successful in the long term? We don‘t just

think about being successful in the next one or

two years. We want to still be Number One in

ten or twenty years. We will only succeed in this

if we provide our customers with the best solu-

tions for their requirements.

How does corporate form infl uence the ability to act sustainably?

Christian Geßner: In listed companies, the is-

sue of sustainability is driven purely by external

factors. The rating agencies check sustainabil-

ity criteria. So all are moving in a defi ned direc-

tion. Family businesses are also increasingly

asking themselves: What good things have we

done in the last few years? Why don‘t we high-

light these?

Christian Wriedt: There are different driving

forces for listed companies. Entire fund groups

advertise that they only keep sustainable shares



Motion 02.2012 25


„ALL OF THE FACETS OF SUSTAINABILITY MAKE A COMPANY ATTRACTIVE TO GOOD NEW EMPLOYEES IN THE GLOBAL COMPETITION FOR TALENT.“Christian Wriedt

Christian Wriedt introduced the perspective of the Körber Foundation to the discussion

in their portfolio. If this acts as a marketing tool

with investors, the fund collects more value and

has to sell more shares. With the result that: The

share price rises. The executive board is ulti-

mately paid via a variable remuneration in share

options and in this example profi ts from its busi-

ness decision in relation to sustainability.

Employees must also act sustainably. The SCHLEIFRING Group makes substan-tial investments in the basic and further training of its employees. What does the company actually gain from this?

Stephan Nell: Grinding is an art. No textbook

explains which clamping angle the plate must

have or which speed is right. Hence the claim

of one of our companies: „The Art of Grinding“.

I have learnt how to grind myself and so I know:

Grinding must be felt. Only experienced spe-

cialists can do this. We make substantial invest-

ments in our staff, because we are convinced

that this is ultimately more sustainable, more

advantageous and more effi cient for the com-

pany than a high level of fl uctuation. It also pro-

duces motivation.

Does sustainability also play a part in motivation?

Christian Geßner: There are companies that

appoint sustainability ambassadors and inject

employees with the principles of sustainability

from the outset. I believe it works wonders if

you can manage to place a company‘s practice

in a wider context. Then you can say: We are

making a contribution. Even if this is only mar-

ginal, we are meeting our responsibilities. If we

create a connection between society and the

company, if an exchange takes place and the

employees feel better off as a result, one can

also live with much fl atter hierarchies and del-

egate more. For me this is an important point

with regard to sustainability. This includes staff

recruitment and motivation, but also the issue

of health management. What are the work-

ing conditions like? What am I doing for my

employees beyond the legal requirements?

How do I promote the issue of diversity? We

will need a large workforce from other countries

if we are to continue to be productive. Compa-

nies must be culturally prepared for this.

Christian Wriedt: All of these facets contribute to

the image, the face of the company. This makes

a company attractive for good new employees

in the global competition for talent.

Stephan Nell: Sophisticated technology and

the capacity for innovation have long been

what makes a company attractive in machine

construction. That is still the case today, but

both existing and potential employees are in-

creasingly asking what a company does for the

community. Money alone does not motivate

anyone in the longer term.

The term sustainability is linked with many things today. Is it in danger of becoming arbitrary?

Christian Geßner: Naturally the catchall phrase

is a danger. However, there are many standard-

ization initiatives - in sustainability reports, for

example. In the coming years this will mean that

companies won‘t be able to talk about sustain-

ability so easily, but will have to fulfi l certain cri-

teria. We are thus following a European culture

of verifi ability of values. Our understanding of

sustainability is a growing philosophy.

INTERVIEW: MICHAEL HOPP


SUSTAINABILITYTo supplement the Motion interview read extracts from „Values and Principles of the Körber Group“ in the original:

STRATEGIES AND COMMERCIAL GOALSAs the owner of our group the Körber Foun-

dation, in its role as shareholder, requires us

to achieve sustained economic success and

increase our company value. The group‘s long-

term positive development takes priority over

short-term profi t maximization.

SOCIAL AND CORPORATE ACTIONOur business activity is based on corporate and

social principles to which we feel committed in

relation to our staff, customers, suppliers and

other business partners. For us it is an important

goal to use the capital available to us in such

a way that people can fi nd work with us. The

group‘s sustained profi table development is also

essential for our ability to fulfi l or promote social

and corporate responsibilities.


26 Motion 02.2012

A DAY WITH …DANIEL HUBERThe manager of Fritz Studer AG’s Internal

Grinding Competence Center in Biel is a true

expert in his fi eld. We accompanied him on

a normal working day

7.50BIEL, Switzerland

Arrival at the company: The sun shines into the corner offi ce, which is fl ood-

ed with light. After a cup of coffee Daniel Huber discusses the day’s schedule

with his assistant, Ingrid Meier. On the desk: Photographs of his children and

toys. “My family is very important to me”, he says.

FOR YEARS DANIEL HUBER was the Managing Director

of Combitec AG in Biel. The company, founded by

his father in 1982, produced high-precision grind-

ing machines with their own operator interface as

well as simulation software specially geared to the

requirements of internal grinding. It has its roots

in the user-specifi c combination of automation

modules. This is also where the name Combitec

comes from. The fi rst customers were manufac-

turers of precision threaded rings. “Our success

story began at that time with a thread grinding

cycle which we developed ourselves, which was

twice as fast as all previously established solu-

tions,” explains Daniel Huber.

Because of the many crossovers in the profession-

al environment, Huber already had a long-standing

intensive relationship with Fritz Studer AG in

nearby Thun. “We used to constantly discuss the

current situation and the outlook for the future”,

says the 48-year old Huber. The idea for a col-

laboration came about in 2007 at the tool industry

trade fair EMO, in a conversation between Huber

and STUDER’s Managing Director, Fred Gaegauf.

“I presented the features of our new software to

him”, he recalls. As the companies complemented

each other ideally, they quickly agreed to partner

up: since November 2008 Huber has managed

STUDER’s Internal Grinding Competence Center

in Biel. Today customers all over the world profi t

from the amalgamation of big and small, of Stud-

er’s global service network and Huber’s expertise

in the application sector.

CONTACT

[email protected]

7.30Departure: After breakfast

with his family Daniel

Huber leaves home well

prepared for the day.

His wife, a fl orist, looks

after their two children

(13 and 15 years old).

“Managing a department

wouldn’t be possible

without my wife’s

support”, says Huber.

SCHLEIFRING GROUP A DAY WITH …



Motion 02.2012 27


Software meeting: He has been

working with his team for a long time.

You can see that he enjoys his job.

“I take pleasure in my work. But the

environment must also be right. You

have to feel comfortable in the team”,

he says. After his lunch break Huber

drives to a meeting in Thun, just under

60 kilometers away.


Meeting with the Technology Department: As Competence

Center Manager, Daniel Huber must monitor the activities of the

respective departments. He regularly meets up with his team

to discuss individual machines, develop new components and

discuss current projects.

“WITH OUR SOFTWARE YOU CAN CREATE GRINDING CYCLES AUTOMATICALLY – INPUT ERRORS ARE EXCLUDED.” Daniel Huber, Internal Grinding Competence Center Manager


28 Motion 02.2012

15.30THUN, Switzerland

Outside appointment: Huber discusses the current status of a proj-

ect, which is still in the development phase, with executive staff from

the Technology Department. The development of new business areas

is also part of his job. “I like the wide variety of tasks and responsibilities

that make up my job”, he adds.


Arrival in Biel: After a 30-minute car journey

Daniel Huber returns to Biel. A busy day,

which is normal for him. He fi nds an antidote

to his job in sport: “I go running or carting

three times a week”, he says.

18.00AARBERG, Switzerland

Client meeting: He has known the customer in Aarberg,

17 kilometers away, for years. But good preparation is

still the be all and end all: “It is important to me that I can

provide expert advice down to the smallest detail”,

explains the perfectionist.

SCHLEIFRING GROUP A DAY WITH …



TOOLS & TECHNOLOGY

NEWS FROM THE SCHLEIFRING GROUP

Blade manufacture: The MÄGERLE

MFP 100 grinds parts for Siemens

AG gas turbines – and contributes

to the world effi ciency record for

power generation

CONTENTS

30 MÄGERLE MFP 100How the grinding center makes not

only gas turbines more effi cient

32 KRONOS S 125How the precision operator pro-

duces even the smallest workpieces

34 HELICHECK BASIC 2 How an inspection camera opti-

mizes tool measurement

35 FLEXGRIND MHow the new absolute measuring

head almost halves working time

35 ORBITHow the newly developed series

is setting standards


30 Motion 02.2012

TOOLS & TECHNOLOGY

UNIQUE FEATURE – DUAL DOUBLE GRIPPERThe development of the MFP 100 from MÄGERLE is based on the demanding

requirements of manufacturers of stationary gas turbines. Soon other industries

will also profi t from the grinding center’s capabilities

Grinding for

power generation:

a gas turbine from

Siemens AG


Motion 02.2012 31


Large machine

with a small footprint:

MFP 100 from

MÄGERLE

GAS TURBINE MANUFACTURERS are particularly de-

manding. They require very precisely designed

turbine stator and rotor vanes, as well as heat

shields, and they want these to be manufac-

tured even more quickly and cheaply. “We

developed the MFP 100 precisely for this pur-

pose!” says Rainer Hungerbühler, Head of Sales

and Marketing at MÄGERLE. This new grinding

center can machine very large workpieces up

to a diameter of 615 millimeters and 547 mil-

limeters in length, also with highly complex ge-

ometries, effi ciently and precisely.

The unique dual double gripper accelerates

tools and diamond rolls exchange yet further. It

exchanges two old for two new tools in a single

operation. In its standard version it can take up

to 30 different tools such as grinding wheels

and diamond dressing discs for continuous

dressing during the grinding process. These

are a maximum size of 300 or 160 millimeters

in diameter.

12 000 KILOS IN A SMALL SPACENot only is the manufacture of ever more com-

plex shapes for stationary gas turbines possible,

but this advancement also impacts on other

machine manufacturers. Because everyone in

this industry appreciates what Rainer Hunger-

bühler expresses as follows: “The less clamping

we have, the more precisely a workpiece can

be manufactured.”

The changer can optionally also be equipped to

take up to 60 tools, such as drilling and milling

tools and measuring probes. The tool data man-

agement is generously designed with a capacity

of around 500 tools. This 12 000 kilogram ma-

chine only requires the smallest space. It stands

on an area of just 4.6 meters by 4.0 meters. “We

have also placed particular emphasis on ease of

operation”, explains Rainer Hungerbühler and

points out that the workpieces can be fl exibly

loaded from the front or the top. The machine’s

ergonomic design not only facilitates access to

the workpiece, but also maintenance.

COST EFFECTIVE IN 24/7 OPERATIONThe modular MFP 100 has also been de-

veloped for the tough conditions of large

batches and high stock removal volumes.

In cost-effective but technically demanding

24/7 operation it operates with a travel speed

of 0.01 millimeters to 40 meters per minute in

the X-axis. In the Y and Z-axis this is between

0.001 millimeters and 30 meters per minute.

The X-axis offers a longitudinal stroke of up to

1000 mm, from which the type designation of

the MFP 100 also derives. The standard NC

table for two axes can be exchanged for one

for three axes. Compact design, high perfor-

mance, short tool change times and versatility

result in very low piece costs of the precision-

manufactured workpieces.

CONTACT

[email protected]

YOUR ADVANTAGES AT A GLANCE• Robust and dynamic CD grinding and machining

center with a spindle power of 50 kW

• Particularly suitable for machining turbine rotor

and stator vanes, as well as heat shields

• Quick and fl exible tool changer with a special

dual double gripper

• Can take up to 30 different tools – for example

15 grinding wheels and 15 diamond dressing discs

• Versatile, customer-specifi c machine

confi gurations thanks to modular design

• Short tool change times

• Space-saving footprint


32 Motion 02.2012

TOOLS & TECHNOLOGYTOOTOOLLS & TECHNOLOGYGY

PRECISION OPERATORThe KRONOS S 125 enables cost-effective series and mass production of cylindrical,

tapered and convex workpieces - with high precision and effi ciency

WHAT DO NOZZLE NEEDLES AND VALVE NEEDLES,

pump pistons, valve pistons and compres-

sor crankshafts, bearings and fi t bolts have

in common? They all require high preci-

sion during their manufacture. This makes

them ideal applications for the KRONOS S

125 from MIKROSA, which is perfectly fi t for

the high-precision machining of small work-

pieces. More than 100 machines have been

delivered in various industries and for diverse

applications.

The machine features a unique concept with

cross slide systems for the grinding and regulat-

ing wheel, which enables great fl exibility during

grinding. “The KRONOS S 125 offers signifi cant

advantages, particularly for anyone who wants

to combine high productivity with equally high

precision”, states Karsten Otto, Technical Direc-

tor at Schaudt Mikrosa GmbH.

EXCEPTIONAL COST EFFICIENCYThe KRONOS S 125 is equipped with a grinding

spindle mounted on hybrid bearings for periph-

eral speeds of up to 120 meters per second. In

combination with CBN high-speed technology,

the cycle time can be reduced and the cost ef-

fectiveness considerably increased. Centerless

external cylindrical grinding enables effective

series and mass production of cylindrical, tap-

pered and convex workpieces.

Two different process variants are available:

infeed grinding and throughfeed grinding.

In comparison with other cylindrical grind-

ing processes centerless external cylindrical

grinding offers a higher stock removal rate

combined with high production accuracy, to

which MIKROSA is traditionally committed.

SUPERIOR AXIS RESOLUTIONThe axis resolution is 0.01 micrometers, which

is phenomenal for such grinding processes.

Digital drives enable the highest precision and

fast traversing speeds. This capability is anoth-

er important prerequisite for the safe produc-

tion of workpieces with a tolerance range of

just plus/minus 0.5 micrometers under cost-

effective production conditions.



Motion 02.2012 33


STANDARDIZED AUTOMATIONThe KRONOS S 125 offers standardized

automation as a keyhole solution and variable

gripper systems (single and multiple gripper).

The workpiece change time is maximum

three seconds.

EFFECTIVE INFEED GRINDINGTargeted precision-grinding of diameter and

face in a single infeed (straight or inclined 15°)

is particularly effective. Several operations can

be accomplished by offsetting the workpiece

or grinding wheel. Oscillating infeed grinding

is also possible.

SYNCHRONIZED OPERATIONSignifi cant advantages can also be achieved by

synchronizing workpieces, in a way that several

work operations are linked together.

ALL ADVANTAGES AT A GLANCE• Huge fl exibility during set-up of the machine,

dressing and grinding

• Quick and precise grinding due to rigid

machine bed as well as grinding and regulating

spindles supported on both sides

• Reproducibility of grinding results even in

the narrow tolerance range of plus/minus

0.5 micrometers

• CBN high-speed technology (optional)

• Highly precise and exactly reproducible

NC-controlled taper correction function

• Grinding spindle with maintenance-

free hybrid roller bearings and integrated

balancing unit

• Different cooling media such as emulsions or

oil available

• Siemens SINUMERIC 840D or 840D sl

Maintenance-free control system

• MIKROSA software with customized user

interface and self-explanatory symbols and

graphics for simple programming

• Highest environmental and safety standards

due to full enclosure

Optimally suited

for the precise

machining of small

workpieces:

KRONOS S 125

“THE KRONOS S 125 OFFERS SIGNIFICANT ADVANTAGES, PARTICULARLY FOR ANYONE WHO WANTS TO COMBINE HIGH PRODUCTIVITY WITH EQUALLY HIGH PRECISION.” Karsten Otto, Technical Director of Schaudt Mikrosa GmbH


34 Motion 02.2012

TOOLS & TECHNOLOGY

Non-contact measurement:

The machines in the Helicheck

series are ideally suited for

integration into the production

process

WHEN A MACHINE LEARNS TO SEE A new inspection camera for the visual inspection of

cutting edges and grinding results improves the potential

applications of WALTER Helicheck measuring machines

LAST YEAR Walter Maschinenbau GmbH

expanded the proven Helicheck series with

an additional optical 3-axis CNC measuring

machine – the Basic 2. The Helicheck Basic 2

is designed for complex profi le or form mea-

surements as well as reliable control measure-

ments such as diameter, step length or runout.

It boasts an attractive price/performance

ratio and is therefore particularly suitable as

an entry model or for in-process measure-

ments. This allows WALTER to offer an ideal

replacement for obsolete, conventional profi le

projectors. The measurement specialists

have provided their machine with an optional

inspection camera which, in addition to the

transmitted light camera (50 times or option-

ally 100 times magnifi cation) enables visual

inspection of the cutting edge and grinding

result in incident light.

Two color cameras with a resolution of

1,280 x 1,024 pixels, integrated LED lighting as

well as macro and micro optics with 35 times

or 400 times magnifi cation generate pictures

of complete tools as well as very small details

of these tools. This allows inspection of the tool

geometry as a whole, as well as the detection

of chips, surface and transition defects and

wear. Thanks to the documentation function

images can also be generated and measuring

microscopes completely replaced.

SIMPLE OPERATIONThe inspection camera is characterized

by its simple and intuitive operation. It has

been integrated into the proven Easy Check

software, so that it is compatible with the other

machines in the Helicheck series. User-guided,

interactive measurements can be performed

on this basis, and the generated measuring

cycles stored for repeat or series measure-

ment. Thanks to their arrangement on a

motorized rotating axis the cameras can be

used for both front and side view, i.e. axially

or radially. With these optical CNC measur-

ing machines WALTER offers non-contact

measurement of rotationally symmetric tools,

grinding wheels and production parts with the

highest precision. Specifi c feedback of the

measuring results enables optimal adjustment

of the grinding machines or machine tools. The

machines in the Helicheck series are therefore

ideal for integration into the production process

or measuring room. With the Helicheck Basic

2 and the new tailor made inspection camera,

the company is strengthening its position

in fully automatic tool measuring technol-

ogy. “We want to react quickly to customer

requirements. We have therefore continually

expanded our product portfolio during the last

few years”, explains Oliver Wenke, Head of the

Measuring Technology Development Center at

Walter Maschinenbau GmbH.

Complete transparency:

The new inspection camera

enables visual inspection

of the cutting edge and

examines the grinding result


Motion 02.2012 35


WELL EQUIPPED FOR THE WORLD MARKET

Measuring controlled grinding of

the bearing seat of a gear shaft

on the FlexGrind M.

THE SHAFTS ARE UP TO FOUR METERS LONG and their weight of 1.2 tons is nearly the same

as that of a VW Golf – even such heavy workpieces are no problem for the FlexGrind

M universal cylindrical grinding machine from Schaudt Mikrosa GmbH. Thanks to its

modular design it can even machine huge workpieces, depending on the version. A

number of options such as external and internal cylindrical grinding, cylindrical and

noncircular grinding and traverse grinding are available. “With eight standard wheelhead

variants a wide variety of applications are possible”, explains Daniel Mavro, Head of

Process Engineering at Schaudt Mikrosa GmbH.

The DIATRONIC 22 absolute measuring head makes the FlexGrind M unique in this

machine class, as it permits measurement of the absolute diameter during the active

grinding process – or in other words: the measuring head controls the grinding process.

SCHAUDT has achieved a signifi cant advantage with peel grinding of rolls with CBN ce-

ramic (CBN stands for cubic crystalline boron nitride): the cycle time can be reduced from

120 to 67 minutes, an improvement of 44 percent.

The outstanding feature of the FlexGrind M is the

absolute measuring head, which allows measurements

while the grinding process is in operation

PRECISION CONTROL OF HEAVY WEIGHTS

FLEXGRIND M

FOR HEAVY WORKPIECESThe FlexGrind M universal cylindrical grinding

machine was developed for large workpieces. These

include rolls, shafts and spindles for machines, engine

parts and railway axles as well as printin rollers, paper

rollers or transmission components for wind power

plants and pumps.

“WE REALIZE A WIDE VARIETY OF APPLICATIONS ARE POSSIBLE FOR MACHINE AND VEHICLE CONSTRUCTION.” Daniel Mavro, Head of Process Engineering at Schaudt Mikrosa GmbH

IT IS NOW READY FOR SERIES PRODUCTION: ORBIT

is the surface and profi le grinding machine for

the small and medium grinding range. All three

sizes with grinding ranges from 500 x 200 to

800 x 400 millimeters are available ex works.

The customer can choose between a CNC

control system with tooling solution from JUNG

or the BLOHM EasyProfi le control unit with

intuitive touch operation for routine workshop

requirements. The ORBIT features a cross

slide concept and hydrodynamic guideways

in the X-axis. This connection ensures a very

consistent grinding pattern. The machines,

produced in China at Körber Schleifring Ma-

chinery Shanghai Ltd. (KSMS), are supplied to

the markets and confi gured in-situ in America,

Europe or Asia. Customers worldwide benefi t

from the short delivery times made possible by

these logistics.

The newly developed ORBIT

series sets standards in

the segment of small to

medium-sized fl at and profi le

grinding machines


36 Motion 02.2012

EWAG

GMO Gabelsberger

+ Cia. SA

Buenos Aires. Argentina

TODAY BRAZIL IS the world’s sixth largest economy, after the USA, China,

Japan, Germany and France. Brazil is also an important sales market for

the SCHLEIFRING Group. This was not always the case. However, in the

70’s the land of Sugarloaf, samba and carnival was one of the up and

coming economies: renowned automotive companies moved their pro-

duction to the South American continent. An automotive supply industry

gradually developed, and with it came grinding machine manufacturers.

In 1975 STUDER, already active in Latin America since the 60’s, started

building its own production plant in Santo Amaro in Sao Paulo and fi ve

years later began with the assembly of conventional OC type grinding

machines from kits. In 1984 Studer Ltda. moved into new premises in

Alphaville in the federal state of Sao Paulo, followed by the production of

the fi rst CNC machine, the S20-4, in 1986.

However, at the beginning of the 90’s things started going down-

hill again for Brazil. The SCHLEIFRING companies deliberately fo-

cused on customer proximity and used external dealers to represent

them locally. This year TDA Serviços Ltda has started representing the

Cylindrical Grinding Technology Group in the market, and more

STUDER machines have been sold in the fi rst six months than in the previ-

ous three years. Embraco and WEG, two world-renowned manufactur-

ers of compressors and electric motors, have also been customers of

STUDER, SCHAUDT and MIKROSA for years. Several dozen cylindrical

grinding machines from the SCHLEIFRING Group are in use with these

manufacturers. They are used to produce compressor and electric motor

shafts, as well as individual components for toolmaking.

BRAZIL IS BOOMING AGAINThe tool grinding machine manufacturers in the SCHLEIFRING Group are

also profi ting from Brazil’s positive economic development of the last few

years. As global companies such as automotive component suppliers,

electric motor manufacturers and tool makers as well as medical technol-

ogy manufacturers are rediscovering Brazil as a location, the demand for

standard and special tools is increasing. The WALTER and EWAG team

not only have a service department but also a spare parts warehouse in

A CONTINENT WITH ITS SIGHTS SET HIGHThe SCHLEIFRING Group’s commitment

in South America began in booming Brazil in

the 70’s. Today the group is also present

in Argentina, Columbia and Chile

STUDER, SCHAUDT, MIKROSA

TDA Serviços Ltda

São Paulo. Brazil

WALTERImocom

Bogota. Colombia

SCHLEIFRING GROUP INTERNATIONAL



Motion 02.2012 37

Upturn in the South:

The branches of the

SCHLEIFRING Group

in South America are

also profi ting from the

positive economic

development

WALTER, EWAGWalter Maquinas Ltda.

Sorocaba. Brazil


38 Motion 02.2012

surface quality. Precision and repeatable precision are therefore crucial

for us,” says Herramar’s founder. This was not possible with the older,

conventional grinding machines; many products such as tungsten car-

bide cutters, for example, could not be machined at all. But thanks to the

CNC-controlled grinding machines from Germany not only has the com-

pany been able to solve new grinding tasks, but it has also been able to

substantially improve both quality and productivity and offer its customers

tools at an impressive price/performance ratio.

INITIAL SUCCESSES IN CHILEIn other countries of Latin America the SCHLEIFRING companies are

exclusively represented by dealers and cultivate relationships with their

customers from Switzerland and Germany. One of the most recent results

of this relationship management is the sale of a Helitronic Power to Chile.

After the global fi nancial crisis and the severe earthquake of 27 February

2010, with material damages of around 30 billion US dollars the Andean

nation is back on a stable growth track. “The importance of this sale can-

not be overstated, as classic industrial production is of secondary impor-

tance in Chile”, says Wolfgang Liebmann, export manager at WALTER

and responsible for all Latin American countries except Brazil. He knows

that Latin America is a small, but important market, because Argentina

and Brazil are enjoying substantial economic growth in South America.

“We assume that the South American market is growing in importance

and consequently have developed good contacts in all countries from

Chile through Columbia to Argentina”, says Rolf Grossenbacher, STUDER

Sales Manager for Asia and South America. “t is important to us to be

broadly established in Latin America, so that we can maintain proximity

to our customers and their requirements. In many countries we are at the

beginning of a success story.”


[email protected]

[email protected]

[email protected]

[email protected]

Sorocaba in Sao Paulo. This also enables the two SCHLEIFRING com-

panies to deal with Brazil’s restrictive import regulations, which include

complex tax regulations with frequently changing calculation methods,

as well as import quotas and complicated registration with different au-

thorities. This process only becomes simpler for companies domiciled in

Brazil, which import under their own name and with their own resources.

“Having our own warehouse means that our local employees are able to

meet our customers’ requirements quickly and directly at all times. This

service is unique”, explains Christian Dilger, Sales Manager for WALTER

and EWAG. “No other tool grinding machine manufacturer can offer this

in Latin America.”

NOT JUST STEAKS FROM ARGENTINAAfter Brazil, Argentina is the second most important market in South

America for the companies in the SCHLEIFRING Group. The main en-

gine of Argentinian economic growth is the steadily growing motor vehicle

industry and the metal industry. A successful representative of this indus-

try is Herramar SRL based in Buenos Aires. The company, established in

1974 by Manfred Arheit, of German descent, produces special tools for

the machining, packaging and plastics industry, as well as for tools and

toolmaking. Arheit has been using WALTER tool grinding and measuring

machines for the last ten years. Herramar’s machine outfi t includes two

Helitronic Basic, a Helitronic Toolcheck and a recently purchased Heli-

tronic Power. Arheit primarily grinds and measures cutters and blades

on these WALTER machines, as well as rotating tools made from tung-

sten carbide and high-speed steel. “Our customers expect outstanding

“IT IS IMPORTANT TO US TO BE BROADLY ESTABLISHED IN LATIN AMERICA, SO THAT WE CAN MAINTAIN PROXIMITY TO OUR CUSTOMERS AND THEIR REQUIREMENTS.”Rolf Grossenbacher, STUDER Sales Manager for Asia and South America

Continuity: The Herramar company in Buenos

Aires has been using WALTER tool grinding and

measuring machines for ten years

SCHLEIFRING GROUP INTERNATIONAL


Motion 02.2012 39

Ilha deVillegaignon

Ilha deCotunduba

Ponta de Copacabana

Quinta daBoa Vista Campo

de Santana

Tijuca Park

JardimBotânoco Parque

TivoliJóqueiClube

Parque Nacional da Tijuca

Praiade Diabo

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de Freitas

O C E A N O

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Enseada deBotafogo

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AeroportoSantos Dumont

R. Teixeira Soares

R. Maris e Barros

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R. Conde de Bofim

R. dos Coqueiros

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34

5


2 FAVELA SANTA MARTA, BOTAFOGOThe now safe neighbor-

hood of Favela is well

worth a visit. Popstar

Michael Jackson shot

a video clip here and an

Austrian energy drink

manufacturer used the

breathtaking backdrop

for a bike competition.

The brightly colored

houses in Santa Marta

designed by different

artists are particularly

spectacular.

6 CONFEITARIA COLOMBOYou’ll fi nd the best coffee in the

“Confeitaria Colombo”,

opened in 1894.

Designed in the style

of a Viennese coffee

house, original pure

Brazilian coffee

is served here

together with typical

sweet pastries.

3 LAPAThere is much to

discover in this

hip district. The

main streets are

lined with beautiful

architectural

features, such as

the impressive

steps between

Rua Joaquim Silva

and Rua Pinto Martin,

designed by a

Chilean artist.

4 SANTA TERESAIn the fi fties the quarter

was in danger of di-

lapidation, before it was

rediscovered by artists

and hippies. Today it

captivates visitors with

its originality and slightly

morbid charm. The

easiest way to get

there is with Rio’s

last remaining tram.

5 PRAIA VERMELHAIn addition to the famous beaches of

Copacabana and Ipanema, visitors to

Rio should also make a detour to this

smaller and friendlier family beach. There’s

no better place to observe the locals.

Sugarloaf, Copacabana and carnival – these are

the world-famous highlights of Rio. But the real face

of this cosmopolitan city can also be discovered

off the beaten tourist path in between two business

meetings. Checklist:

TRAVEL

STOPOVER IN RIO DE JANEIRO

1 COPACABANA PALACEThe Grande Dame,

located directly on the

renowned beach, offers a

superb panorama.

Book a sea view room and

enjoy the sensational

Sunday brunch on the

terrace by the pool.


40 Motion 02.2012

14

13,9

13,8

5,4

3,5

3,4

2,8

2,7

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16

What do you think?

What opportunities do you

see in globalization?

Which strategies do you consider

promising in your markets?

Write to

[email protected]

THE VANGUARD OF GLOBALIAThe concept of “Hidden Champions” offers an explanation for the success achieved in exports by

German and Swiss companies. Its creator is the German expert Hermann Simon. Simon explains to

Motion how far, in his view, his theory is confi rmed by reality

In 1986 the renowned Harvard Professor Ted Levitt, who popularized

the expression ‘globalization’, asked me why the Germany economy is

always at the forefront of export. In the 25 years since, little has changed.

We were export world champion ten times during this period. Even 2011

brought another new record. Export, not domestic demand, is respon-

sible for our prosperity and low unemployment levels. Interest in the “Ger-

man model” has never been as great as it is today. Contacts from Korea,

Japan, China, France or the USA constantly want to know the reasons

for our success and what they can learn from us. And will Germany’s

strength in Globalia, as I call the globalized world of the future, continue?

What are the roots of this competitive strength? There are two answers.

Firstly, there is no single, all-encompassing reason. And secondly, it is not

due to the big corporations. The USA has four times and Japan has twice

as many Fortune Global 500 companies as Germany, and even France has

more. And yet the export performance of these countries is far behind that

of Germany.

The main cause for Germany’s continuing export success lies in the strength

of the midsize companies or, to be more precise, the elite of the midsize

companies, the so-called “Hidden Champions”. I have been collecting the

names of these little known midsize world market leaders for the past 25

years. My global list comprises 2734 companies, of which an incredible

1307 come from Germany. The Hidden Champions are responsible for a

good quarter of German exports. They are a unique phenomenon in the

world. Germany has 16 Hidden Champions per million inhabitants, France

has 1.1, the USA 1.2, Japan 1.7. Only Austria and Switzerland have similar

values, with just under 14 Hidden Champions per million inhabitants.

This fact inevitably leads to the question: Why are there so many Hidden

Champions in Germany? When we attempt to answer this question we

encounter a complex set of infl uencing factors, some of which go far back

into history and ultimately explain Germany’s export strength.

HISTORICAL SMALL STATE SYSTEMUnlike France, for example, up until the end of the 19th century Germany

was not a national state, but a conglomeration of small states. Any entre-

preneur who wanted to grow had to internationalize. The urge towards in-

ternationalization is in the blood of German entrepreneurs and still persists

today. They start exporting much earlier and with a smaller company size

than their foreign colleagues. This is the breeding ground on which Hidden

Champions and export success thrive.

TRADITIONAL SKILLSIn many German regions there are century-old skills which refl ect on the

present. For example watches have always been manufactured in the

Black Forest - a process requiring high precision skills. Watch making is

ultimately considered as “the key machine of the modern industrial age”

(Lewis Mumford). In the Tuttlingen region on the edge of the Black Forest

there are now more than 400 medical technology companies, which have

developed from this precision tradition - some even directly from watch-

makers. Or let’s take Göttingen. Why is it that it has 39 manufacturers of

measuring technology, many of them world market leaders? The explana-

tion is that the Faculty of Mathematics at Göttingen University has been

a leader in this fi eld for centuries. Some of these companies go back to

principles discovered by Carl Friedrich Gauss (“Measuring the World”). The

former Siemens CEO Edward Krubasik says: “Germany uses the technol-

ogy base that goes back to the Middle Ages to be successful in the 21st

GERMANYLUXEMBOURGSWITZERLAND

AUSTRIASWEDEN

SLOVENIADENMARK

NORWAYFINLANDBELGIUM

JAPANNETHERLANDS

ITALYUSA

FRANCEGREAT BRITAIN

ISRAELPOLAND

AUSTRALIACANADA

SOUTH KOREASPAIN

BRAZILCHINA

RUSSIA

ELITE OF THE MIDSIZE COMPANIES: THE HIDDEN CHAMPIONS

16

COUNTRY NUMBER OF HIDDEN CHAMPIONS PER 1 MILLION INHABITANTS

PER 1 MILLION INHABITANTS

GERMANY

SCHLEIFRING GROUP IDEAS



Motion 02.2012 41

2389

1467

12553

1725

4536

2287

1857

393

45

34

29

16

8

45

3

3

8,4

4,3

3,4

2,7

1,5

1,5

1,2

0,4

0,1

161,4

154,1

102,4

69,5

37,5

29,6

312,7

century”. The entrepreneur Peter Renner, also active in the fi eld of mea-

suring technology with his company Dolphin Technology, puts it like this:

“Germany is still a large engineering fi rm today”.

OUTSTANDING INNOVATIVE POWERFor the sake of simplicity we shall take the patents of European origin

granted by the European Patent Offi ce as an indicator. Germany has more

than twice as many patents per capita as France, four times as many as

Italy, fi ve times as many as Great Britain and 18 times as many as Spain

– not to mention Portugal (56 times as many) and Greece (110 times as

many). Only Switzerland and Sweden are ahead of Germany in the per-

capita patent fi gures.

STRONG PRODUCTION BASEUnlike Great Britain and the USA, for example, Germany has preserved its

production base. While this was considered antiquated until just a short

time ago, we are admired for it today. The correlation between production

base and current account balance is extremely high, at 79 percent. Al-

though Germany may be old-fashioned in this regard, much of its success

in export stems from this.

DEVELOPMENT OF UNIT LABOUR COSTSGerman exports have profi ted enormously from the favorable develop-

ment of unit labor costs in the last ten years. These only increased moder-

ately or even fell between 2002 and 2010, with the exception of the crisis

years 2008/9, while they rose by a total of 22 percent in the eurozone and

26 percent in France. The increase in Germany, on the other hand, was

just 6 percent.

STRONG COMPETITIONMichael Porter has highlighted the close correlation between strong

internal competition and sustained international competitiveness. The

chief competitors of a third of Hidden Champions are to be found in Ger-

many, often even in regional proximity. This strong internal competition

makes a signifi cant contribution to the export and competitive strength

of Germany companies.

INDUSTRY GROUPSThese include traditional groups, such as cutlery in Solingen, roller bear-

ings in Schweinfurt, locking technology in Velbert or pencils in Nürnberg.

Others, such as the fan group in Hohenlohe, the interface group in East-

ern Westphalia, the vacuum vessel group in Wertheim or the wind energy

group in Northern Germany are of more recent origin. Such groups, which

consist almost solely of midsize companies, generally concentrate the

world’s highest expertise in one region and promote top performance.

There are dozens of such groups in Germany.

DUAL VOCATIONAL TRAININGThis system, unique throughout the world, is regularly mentioned as one

of the major reasons for German competitive strength - and rightly so.

“Germany is in a very good position”, says an OECD study on vocational

training from 2010. Nothing further needs to be added, except perhaps

that more and more countries are endeavoring to align themselves with

the German system.

CENTRAL GEOSTRATEGIC POSITIONDistances and time zones exist even in Globalia, the globalized world of

the future. Germany holds a unique central position in this respect. We

can telephone Japan and California within normal offi ce hours. This is

not possible between America and Asia, as the time differences are ten

to twelve hours. Our travel times to the world’s most important business

centers are also shorter than for Asians or Americans. Even within Europe

we have a central position. These are advantages that become increas-

ingly important as globalization increases. However, we share them with

our European neighbors.

MENTAL INTERNATIONALIZATIONInternational business has always required broadened cultural horizons.

“The best language is the customer’s language”, in the words of Anton

Fugger. Among the large countries, Germany is some distance ahead in

mental internationalization. However smaller countries such as Switzer-

land, the Netherlands and Sweden are even further ahead.

CONTINUOUS GROWTHAt the beginning there are always goals. Goals relating to growth and their

systematic implementation are of central importance for the strategy and

development of Hidden Champions. Growth is a hugely important goal for

most. The growth targets are often extremely ambitious and are formulated

at an early stage. The sales of Hidden Champions have quadrupled on

average since 1995. The growth of Hidden Champions is characterized by

INNOVATIVE POWER AS TRADEMARK: EUROPEAN PATENTS 2010

COUNTRY PATENTS PATENTS PER 1 MILLION INHABITANTS

SWITZERLANDSWEDEN

GERMANYNETHERLANDS

FRANCEITALY

GREAT BRITAINSPAIN

CZECHIAHUNGARY

PORTUGALGREECE

SLOVAKIAPOLAND

BULGARIAROMANIA

312.7PATENTS PER 1 MILLION INHABITANTS

SWITZERLAND


42 Motion 02.2012

Photo

: S

imon K

ucher

a high degree of continuity. It seems better to grow continuously rather

than erratically. Surprisingly, the growth rates of Hidden Champions do

not differ signifi cantly depending on size. This strong growth has resulted

in the emergence of numerous large corporations and even DAX corpo-

rations (SAP, Fresenius Medical Care) from midsize companies. How-

ever, growth is not a panacea. There are also Hidden Champions who

are successful in the long term, without growing signifi cantly. However,

these companies generally operate in markets which are characterized

by special conditions.

LEADING THE MARKETHidden Champions claim to lead their market. For many Hidden Champi-

ons market leadership is an identity-forming goal, which plays a key role in

self-image and strategy. The defi nition of market leadership solely in terms

of market share is seen as being too narrow by most Hidden Champions.

Indeed, they associate with this concept an extensive claim to leadership

in relation to market participants such as customers and suppliers through

to competitors. The most important defi ning characteristics of the claim to

leadership lie in technology, quality, recognition and prestige, followed only

then by sales and quantities.

CLOSE FOCUSINGIt takes focus to become world class. Anyone who tries to win the gold

medal in both 100 meters and marathon will fail in both disciplines. Con-

centration is the essential prerequisite for top performance. Most hidden

champions are closely focused. This focusing can have different objects:

Customers, product, performance portfolio, expertise, access to resourc-

es, parts of the value creation chain, price segments etc..

CREATING UNIQUENESS THROUGH DEPTHIn management, depth is particularly connected with concepts such as

depth of the value chain or vertical integration. We also talk about in-depth

or detailed knowledge, an in-depth involvement with a problem, deep in-

sight and depth generally. Depth is an aspect that touches the very heart

of many hidden champions. Many hidden champions are convinced do-it-

yourselfers with a vertical integration of over 70 %. And in these companies

the commitment to making everything themselves does not appear do

have grown any weaker. They also transfer this attitude to new products.

When it comes to core competencies, hidden champions show a skeptical

attitude towards outsourcing.

GLOBAL MARKETINGAs we have seen, close focusing combined with depth forms the fi rst pillar

of the hidden champions’ strategy. It is the prerequisite for achieving and

maintaining world class. But focusing makes the market small. How do

we make the market big? Through global marketing! This is therefore the

second pillar of the hidden champions’ strategy. The hidden champions

are resolutely heading in the direction of Globalia. Although they are mid-

size companies, many of them have become truly global enterprises. The

world is their market, and they work persistently to expand their leading

market position to as many countries as possible. The world market is on

average eleven times larger than the German market. The global market

volume allows the realization of economies of scale even in narrow mar-

kets. Globalization proves to be the most important growth driver of hidden

champions. Any company that wants to grow should use this opportunity.

The conceptual basis for the success of the globalization strategy lies in the

fact that the customers in an industry have similar needs across different

countries. The experiences of the hidden champions show that it is better

to regionally expand in a conceptually narrow market than to enter different

markets in a region.

CUSTOMER PROXIMITYThe greatest strength of hidden champions - even before technology - is

their customer proximity. The “organizational distance” from the customer

is much smaller for midsize companies. The relationships between hidden

champions and their customers are decidedly close. Hidden champions

ensure close customer proximity and maintain close relationships with

their customers. The close customer relationship is constantly refl ected in

all indicators. Complex products, which are typical of hidden champions,

require such a close and interactive relationship with the customer. This

requirement is best met by direct marketing. This form of marketing is prac-

ticed by more than three quarters of all hidden champions.

In comparison with large corporations, the percentage of employees with

regular customer contact is around fi ve times higher. On the other hand

the hidden champions, unlike large corporations, are not marketing pro-

fessionals. However, as company size increases the professionalization of

marketing becomes more important, and considerable attention should

be devoted to maintaining customer proximity. The implementation of cus-

tomer proximity naturally benefi ts from the smaller size of the hidden cham-

pions and the associated less pronounced division of labor.

PERSISTENT INNOVATIONCompanies become world market leaders through innovation, not imita-

tion. And only through persistence in innovation and constant improve-

ments do they remain at the top. Innovations are one of the foundations

on which the market leadership of the hidden champions rests. Hidden

champions are distinguished by a consistently high innovative power. They

persistently innovate. Innovations are the main cause of the increase in

market shares in the recent past. High R&D intensity combined with high

effectiveness also gives grounds for optimism for the future. An innovation

must either contribute to higher customer benefi t and/or lower costs. In or-

der to achieve this, innovation activities must not just be limited to product

and technology but must also incorporate the customer’s processes. All

facets of business activity offer starting points for improvements and are

actually used by hidden champions.

is Chairman of the Simon - Kucher & Partners consult-

ing fi rm (www.hermannsimon.com). This article is a

summary produced by the author of his new book

“Hidden Champions – Aufbruch nach Globalia” (“Hid-

den Champions - The Vanguard of Globalia”), which

has just been published by Campus-Verlag Frankfurt.

PROF. DR. DR. H.C. MULT. HERMANN SIMON

WHO IS A HIDDEN CHAMPION?1. Top 3 companies in the world market or No. 1 on a continent:

Market position is generally defi ned by market share. If a company does not

know its exact market share, we use the relative market share/market share of

the strongest competitor. We rely on the companies’ data on market shares,

as an examination of all markets is not feasible. This also applies for

demarcation of the markets, which always contains subjective elements.

2. Turnover below 5 billion Euros: This limit was increased from 3 billion Euros

in 2005, thus allowing for the growth of these companies since 2005. Many

companies with typical hidden champion features have now grown to this

magnitude.

3. Low level of public awareness: This aspect cannot be precisely quantifi ed,

but over 90% of the included companies meet this requirement from a

qualitative point of view.

SCHLEIFRING GROUP IDEAS


Motion 02.2012 43


MOTION CALENDAR: THE MOST IMPORTANT DATES IN THE COMING MONTHS

You can fi nd further trade fairs at: www.schleifring.net

The international trade exhibition for metal processing technology, machines and tools is the leading trade show for the Russian machine tool industry. Supported by the Russian Chamber of Industry and Commerce, it will be held for the 14th time. Metal processing equipment and tools will be on show. An economic conference will complete the exhibition program. www.metobr-expo.ru

JUNE 2013

4. 6. - 7. 6. 2013 MACH-TOOL, POSEN, POLAND

One of the largest exhibitions of its kind: Mach-Tool. At the international trade fair for machine tools visitors can see new technologies, materials and applica-tion areas of the industry over a period of four days, as well as catching up on new trends. machtool.mtp.pl

JANUARY 2013

24. 1. - 30. 1. 2013 IMTEX, BANGALORE, INDIA

As the largest metalworking exhibition in India, IMTEX presents the complete range of products and technologies from the mechanical production sector. www.imtex.in

MARCH 2013

5. 3. - 10. 3. 2013 TIMTOS, TAIPEH, TAIWAN

As an international trade show for tools and machine tools, Taipei International Machine Tool Show (Timtos) is both an industry forum and information platform. Established in 1975, it takes place every two years. Among other things the visitor can expect punching and welding machines, as well as machine tools and precision technology. www.timtos.com.tw/

APRIL 2013

22. 4. - 27. 4. 2013 CIMT, PEKING, CHINA

The “China International Machine Tool Show” (CIMT) is the most important machine tool show in China and one of the four largest in the world. All well-known machine tool manufacturers come to Peking every two years. www.cimtshow.com

JANUARY 2013

7. 1. - 10. 1. TEKNO TUBE ARABIA, DUBAI, UAE

24. 1. - 27. 1. WIN, ISTANBUL, TURKEY

24. 1. - 27. 1. MACHINERY ISTANBUL, ISTANBUL, TURKEY

24. 1. - 30. 1. IMTEX, BANGALORE, INDIA

FEBRUARY 2013

26. 2. - 1. 3. INTEC, LEIPZIG, GERMANY

MARCH 2013

5. 3. - 10. 3. TIMTOS, TAIPEH, TAIWAN

6. 3. - 9. 3. METALL MÜNCHEN, MUNICH, GERMANY

APRIL 2013

9. 4. - 12. 4. MTA, SINGAPORE, SINGAPORE

16. 4. - 19. 4. INDUSTRIE LYON,

LYON, FRANCE

22. 4. - 27. 4. CIMT, PEKING, CHINA

MAY 2013

20. 5. - 25. 5. FEIMAFE, SAO PAULO, BRAZIL

27. 5. - 31. 5. METALLOOBRABOTKA, MOSCOW, RUSSIA

28. 5. - 31. 5. MACH-TECH, BUDAPEST, HUNGARY

JUNE 2013

4. 6. - 7. 6. MACH-TOOL POSEN, POLAND,

12. 6. - 15. 6. MACHINE TOOL SURABAYA, SURABAYA,

INDONESIA

FEBRUARY 2013 26. 2. - 1. 3. 2013 INTEC, LEIPZIG, GERMANY

From complete machining centers through machine tools, tools, form-ing to individual production: at INTEC metalworking production technology is the center of attention. www.messe-intec.de

MAY 2013 27. 5. - 31. 5. 2013 METALLOOBRABOTKA, MOSCOW, RUSSIA


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THE SCHLEIFRING GROUP WORLDWIDE

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TOOL GRINDING

Mägerle AG MaschinenfabrikAllmendstrasse 508320 Fehraltorf, SwitzerlandPhone +41-433-5566-00Fax [email protected]

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Walter Machines UK Ltd.B 13 Holly Farm Business ParkHoniley, CV8 1NP KenilworthGreat BritainPhone +44-19-26-4850-47Fax [email protected]

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