And even more importantly, it enabled us to define, in the design phase, the permitted costs of the solution and its performance in the part program. This standard made it possible, for the first time, to model the existing technology and to evaluate new ideas from our customers’ real production perspective. The result was a representative production program – the “original standard” by which we measured productivity, production problems and the impact of those problems. Customers from a variety of industries helped us with this by providing several hundred set-up plans, which we then analyzed statistically based on a variety of relevant parameters. To that end, we developed standard sheet layouts that model the range of parts our customers use. Riesenhuber: We had to make productivity measurable, and we had to do it using real parts under real production conditions. Riesenhuber: We also formulated clear efficiency and process reliability targets for the machine, and used these to assess each development stage. It was the first time we had applied agile methods across the board in a mechatronics project. The novel aspect was that all specialist departments worked in parallel and agreed on things among themselves in very short intervals. But to achieve overall success we needed lots more ideas, and these had to specifically tackle the problems we were facing.
Of course, it was a brilliant idea that sparked this radical new development. In other words, you not only developed something new, but you did it in a new way?Įpperlein: Exactly. That’s why we fundamentally shifted our perspective – away from current machine design and toward an unobstructed view of our customers’ Peter Epperlein: We knew going into it that we would have to question existing development methods if we wanted to achieve a true leap in innovation with this mature technology. The initial idea for the TruLaser Center 7030 emerged in 2012, and the project was officially approved in 2014. How and when did the TruLaser Center 7030 project come about?įelix Riesenhuber: TRUMPF had long wanted to develop the next generation of laser-cutting machines. In an interview, they spoke with us about the highs and lows of the past few years and told us what it takes to develop such a novel product. The organisation applies on behalf of all participating organisations involved in the project and must be legally established and located in an EU Member State, a third country associated to the Programme or a third country from Region 1.Felix Riesenhuber, Peter Epperlein and Jens Ottnad were heavily involved in designing, developing and implementing the new TruLaser Center 7030. independence, leadership etc.)Īny public or private organisation, with its affiliated entity (if any), active in the field of sport, established in an EU Member State or third country associated to the Programme or a third country from Region 1.
development of skills (though sport) needed to improve the social involvement of disadvantaged groups (e.g.promotion of common values, non-discrimination and gender equality through sport.Examples of particularly relevant areas are: Proposals should focus on certain thematic areas defined at programming stage. foster cooperation across different regions of the world through joint initiatives.promote positive values through sport (such as fair play, tolerance, team spirit).
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