The human factor, the qualification and the motivation of the employees are responsible for the success of each organization. We work with the responsible personnel profiles, e.g. by observing suitable candidates in your work environment, develop training programs for the technical and personal development of the employees, support with recruitings and help in setting up company academies.

Change means transition. Without communicative accompaniment change can cause uncertainty. With our MSCDPS® method, we organise change and take the employees with us applying our demand for high transparency of all meetings and all measures.

Our aim is to make use of the existing qualifications and the acquired knowledge as well as the experience of the employees. In close cooperation, we develop individual programs with the responsible persons, eg to train for the handling of special tools.

We recommend and support appropriate training measures externally or on the job for your employees. We use our network for the recruiting of junior staff or experienced employees. We use modern communication tools for the visualization and make use of an experienced video specialist.

Coaching is one of our most important working instruments. The employees are accompanied by participating observation and receive feedback regarding their personal development. As experienced executives and technical experts, we conduct regular, personal mentoring sessions with the project leaders and chief engineers in order to bring our knowledge and strategies into our customer company.

We target the regular project meetings using our moderation skills. It is important to take all parties involved, but not to lose sight of the thread of the meeting. We are moderating according to the Harvard concept.

Product development processes, irrespective of the industry, call for agile, self-organized teams that, thanks to their composition, are able to perform the tasks assigned to them quickly, productively and with the highest level of motivation. The focus is on the individuals involved and their interaction, on working with customers and on the ability to quickly recognize changes and act accordingly. A prerequisite is transparency in the process. Ebertconsulting GmbH has experts who accompany this process and thus ensure that each sprint in the project brings a clear approach to the required goals. It is important to take the time factor into account, to be agile and flexible and to lead the project to success with high efficiency. Trust our experienced specialists!

At the beginning of each product creation process using the MSCDPS® method, the boundaries of the components or methods are determined. This is done by tests with valid conditions. The partners of EBERTCONSULTING GmbH have many years of experience in the organization, training and implementation of product development processes, especially for commercial vehicles and their components. With our practice-oriented approach we go into detail, for example, we can provide load spectra for European operating conditions for some commercial vehicles. We organize material tests and evaluate the results as well as, for example, scanning electron microscopy investigations. We rely on a strong network of qualified responsible persons and have direct access to stakeholders in the European and US market for drawn and self-propelled light, medium and heavy commercial vehicles, in universities and test labs.

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Jörg Ebert, Cornelia Keller-Ebert

In a case study, the adaption and implementation of the MSCDPS^® method to a Chinese market leading company is demonstrated.

The MSCDPS^® method is driven by long time experience in the management of change processes to gain a lean, innovative and self- optimising organisation for medium-sized companies. Its uniqueness is the introduction of socio-scientific insights in the change management for medium-sized companies. Core factor of a successful and self-driven transformation of a whole company is the engagement and qualification of the staff. It combines the TOYOTA approach of continuous improvement and strengthening the lean cooperation of all process partners with the western procedure of revolutionary leaps [8]. With the MSCDPS^®-method, the issues identified in the inventory potentials will be implemented with the involvement of employees.

Clients market position and opportunities will be evaluated and quantified: this will take into account the costs, the durability of the products, etc. Also the strengths and weaknesses of one’s competitors will be investigated. The break-even point is affected by the technology used, the fixed and variable costs and the overall flexibility. After this “frontloading” the “continuous long lasting strategy to market leadership” can be defined and implemented.

Step 1 “stable, self-optimising, and sustainable processes”: crucial is the development of a KAIZEN-Process. Step 2 “Establishment of a product clinic”: start of the advancement process for the product, installation of a product clinic, visualisation of its results for a continuous learning of the organisation. Step 3 “Monitoring, detailed measures”: visualisation of each process. Step 5 “Approval” of the pilot project, preparation to out roll additional areas”: results will be a commitment of management and co- workers for self-optimising and the on-going strategy. There will be transparent, continuous long lasting processes for problem solving and improved quality, reduced costs and better performance.

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Jörg Ebert

Es wird die systematische Entwicklung eines neuen Produktes und Vorbereitung eines Geschäftsfeldes für ein mittelständisches Unternehmen aus der Nutzfahrzeugzulieferindustrie mit Hilfe eines ganzheitlichen Entwicklungsansatzes, der MSCDPS^® Methode dargestellt.

In einem konsequenten Top Down Vorgehen verbindet die MSCDPS^®-Methode die japanische Entwicklungsphilosophie der kontinuierlichen Verbesserung mit der klassischen Konstruktionsmethodik. Dies ermöglicht eine kontinuierliche Prozessoptimierung und die revolutionären Entwicklungssprüngen, die notwendig sind, um Alleinstellungen zu bewahren bzw. zu erringen.

Die DIN 16258 „Methode zur Berechnung und Deklaration des Energieverbrauchs und der Treibhausgasemissionen bei Transportdienstleistungen“ gibt Methoden zur Bewertung der Energieeffizienz des Warengütertransportes. So wird neben den möglichen Kosteneinsparungen durch reduzierten Energieeinsatz auch die Umweltverträglichkeit zu einem Auswahlkriterium für den Transportbetrieb.

Der Kühltransport bietet erhebliche Potentiale zur Reduktion der Abgas‐ und Geräuschemissionen.

FRIGOBLOCK hat eine Machbarkeitsstudie in Auftrag gegeben, die die technischen Randbedingungen eruieren, mögliche Partner und Wettbewerber identifizieren und die Wirtschaftlichkeit einer solchen Lösung untersuchen soll.

Die Studie liefert einen sog. 360°‐Blick aus den Perspektiven:

• Markt
• Produkt
• Partner
• Potentiale und Risiken

Durch einen direkt vom drehenden Rad angetriebenen Generator kann Energie mit hohem Wirkungsgrad erzeugt und Bremsenergie rekuperiert werden. Mit einem Satz handelsüblicher Bleiakkumulatoren kann genügend Energie zwischengespeichert werden, um die Kühlmaschine eines Kühlsattelanhängers ohne zusätzlichen Verbrennungsmotor zu betreiben.

Durch konsequente Systemintegration und Wahl von Großserienkomponenten wird das Kostentarget: „Amortisation der Anschaffungskosten innerhalb eines Jahres“ erreicht.

Auf Komponentenebene ist ein Entwicklungsziel Skalen Effekte zu erzielen, um das Kostentarget zu erreichen. So wird ein identisches Planetengetriebe für die Trailerachse und für den Transporter GenSet gewählt. Durch den Einsatz von links und rechts zwei identischen Antriebseinheiten können kleinere, kostengünstigere Komponenten eingesetzt werden und das teure Differential kann entfallen. Für die Trailerachse mit 9 t Achslast gelingt es, Getriebe und Generator in ein Achsrohr zu integrieren. Für leichte Triebköpfe bzw. frontgetriebene Fahrzeuge mit einer Achslast von 2,4 t kann die Generatorgetriebeeinheit in den vorhandenen Bauraum zwischen den Radköpfen der Hinterachse integriert werden. Somit sind beide Lösungen ohne Änderungen am Rahmen des Fahrzeuges bzw. der Luftfederung nachrüstbar.

Die abschließende Validierung der kritischen Komponente zeigt die Umsetzbarkeit für eine Serienproduktion.

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Riedlingen University

Wolfram Breger, Cornelia Keller-Ebert

Reihe hiba Weiterbildung Band 20/21, 1. Auflage 2005

Cornelia Keller-Ebert, Mechtilde Kißler, Berthold Schobert

Melanie Borgmann, Cornelia Keller-Ebert

11. Internationale VDI-Fachtagung Nutzfahrzeuge, Steyr, 2011 VDI-Berichte 2128

M. Wildhagen, R. Beelmann, J.Ebert

Fuel consumption is theme #1 in the future
A EU-wide Regulation of the CO2 emission for heavy trucks is incdiscussion
Trailer manufacturers have to make a contribution
Measures for the reduction of fuel consumption are known for a long time, but they are not common because of small economic effects (Exception: roof spoiler / aerokit at the tractor unit)
Rising fuel prices will have positive effects for the spreading of consumption reducing features

7 th International Conference on Production Engineering and Management

C. Keller-Ebert, J. Ebert

Abstract

The theoretical and methodical approaches to agile management are reflected in the practice and experience gained in Chinese companies from the commercial vehicle industry. Agile management is not only a project management method, but also a guiding principle and expression of a form of organizational structure. Jens Bergstein defines agility as “the ability of an organization to react quickly to changes.” [1] Other definitions describe agility as the highest form of adaptability. HR Pioneers has developed a model that consists of 6 levels: The agile target images: • Customer-oriented organizational structure; • Iterative process landscapes; • Employee-centric management skills; • Agile personnel and management instruments; • The agile corporate culture [2]. Other criteria are: “The concept of agility involves short, straightforward planning and implementation cycles with “prototyping,” [2] so that immediate adaptation to the changing conditions is possible (“inspect and adapt”). Errors become visible at an early stage and can be corrected in the early stages, priorities are regularly queried and reoriented. Agility stands for iterative approach, lateral leadership, interdisciplinary and cross-functional teamwork as well as organized self-responsibility. For the decision-making in organizations this means that decisions are made “where the knowledge and not the disciplinary power sits.” According to the authors, this means that customers are integrated into the product development right from the start, so that continuous feedback and immediate learning transfer are process-oriented. Processes are thought out of customers’ minds. “Agile organisations have also understood that radical customer orientation along with radical employee orientation:[3] “Agility is about people and the way they work together.” [4].