Tricky process problems are like diamonds: very robust, very old and very expensive. They resist pragmatic problem solving in product engineering and production because of repeated erroneous assumptions about the root causes. The good and highly significant message: Planned problem … Continued
Tricky product problems are often sticky and chewy like chewing gum: Whatever you do, you can not get rid of them. In practice, they survive because the method of trial and error has repeatedly failed, both in product engineering and … Continued
Tricky process problems are often like diamonds: They are very sturdy and very expensive. In practice, they survive because conventional problem solving has failed both in product engineering and in production. The good, highly significant news: Using Statistical Engineering, tricky … Continued
Tricky product problems are often sticky and chewy like chewing gum: Whatever you do, you can not get rid of them. In practice, they survive because conventional problem solving has repeatedly failed, both in product engineering and in production. The … Continued
The human-robot collaboration raises quality, increases sustainability and lowers unit costs. However, it is being introduced slowly, as the fears about jobs are slowing the process down, as the one-time costs of the first projects are too high, and as … Continued
Companies often deal opportunistically with 3D printing. However, companies can avoid productivity disadvantages compared to competitors and achieve advantages if they align their 3D printing activities and organization by a Rapid Manufacturing roadmap. more….
A digital 3D printing business model allows increased product performance and real-time individualized series production without assembly and without warehousing. 3D printing speeds up the digitization of industrial business models. The question is no longer whether, but how and when … Continued
3D printing allows higher product performance and mass customization in real time, without assembly and without storage. Faster and faster it substitutes conventional production. Therefore, companies must now review their competitive strategies. The reorientation can lead to in-sourcing, innovation and … Continued
Businesses specify productivity, lead time, and quality targets for business processes driven by market requirements, benchmarks, and analyses. However these targets often stay far away from wasteless value-adding performance. Often pure value-adding performance contributes only 5% to costs or lead … Continued