ISSUE 17, SEPTEMBER 2016
DISCUSSIONS AT THE HIGHEST LEVEL. SNEC 2016: Superheroes on the loose.
SWISS KRONO:
POWER TRAILER:
Much more than just a facade.
the Meyer Burger highperformance solar module.
Jonathan Gifford, Chief Editor pv magazine, interviews Peter Pauli, CEO Meyer Burger, at the SNEC
02 EDITORIAL
OUR STRONG TECHNICAL PORTFOLIO IS THE BASIS FOR OUR SUCCESS. WITH OUR TECHNOLOGY PORTFOLIO and our sales & service organisation, we can lead and guide our markets.
CEO Peter Pauli is pleased with the success of our latest technological innovations
EDITORIAL 03
Meyer Burger has just released its mid-year financial results and we were able to give a strong, positive message to the market. We have published a number of major contractual achievements so far this year and our presence at important international industry exhibitions has generated significant interest among both current and potential future customers. This success is based squarely on our strong technology portfolio which is supported and implemented at our customer sites by our dedicated customer projects team. In this edition of MBtimes, I want to look at the different aspects of our technology and service portfolio and how essential they all are within our value chain. Our new generation DW288 Series 3 has won several industry awards and orders from Tier 1 customers this year which recognised the technological advancements we have made in our diamond wire cutting technology. Wafers cut with our equipment are ideal for use in the manufacture of high efficiency solar cells such as our heterojunction (HJT) cell coating technology, which is the future of PV technology. In the article about the new HJT pilot line in Hohenstein-Ernstthal, we will understand more about the industrialisation of the technology and our efforts to set industry standards in cell and module performance. Several of the contracts we have announced this year were signed with existing customers. Growing along with our customers’ needs and being their partner for technological development lays the groundwork for future contractual successes.
This requires a finely tuned sales force to which Meyer Burger is committed with targeted trainings such as Solution Selling which we will explore is this issue. In our Swiss market, we have realised a very innovative project with SWISS KRONO which is highlighted in this issue. A global leader in the production of engineered wood products, SWISS KRONO selected Meyer Burger to supply the building integrated glass-glass SWCT solar modules for their new Swiss head office. I also want to talk about the exciting development at Meyer Burger (Netherlands) B.V. where we are collaborating in partnership with an international manufacturer of lithium-ion batteries as exclusive supplier of the manufacturing equipment. We are setting benchmarks in the next-generation battery industry. Of course, all of our successes are made possible by the hard work of our employees around the world. Your responses to the Pulse Check survey are being carefully analysed and the first initial conclusions are being shared with you in MBtimes. Over 71% of our employees took part in the survey and I would like to thank you all for taking the time to give us your feedback. It is now up to us to implement the next steps and to move forward together.
Peter Pauli, CEO
04 PREMIERE
OF VIPS AND SUPERHEROES. ONCE AGAIN THIS YEAR, Meyer Burger organized a VIP seminar and was represented with a stand at the SNEC exhibition in Shanghai, China. Not only were the weather and the VIPs on our side, the superheroes also cut a fine figure.
Solar Superheroes Diamond Wire and Wire Mesh strike a pose at the SNEC
SNEC 2016 kicked off with the Meyer Burger VIP seminar that was held one day before the exhibition officially opened. The approximately 140 guests included existing and potential customers, decision-makers and personalities from business, politics, research and development. They were given a fascinating insight into the world of Meyer Burger and learned more about its product and technology highlights in a varied series of presentations on topics such as wafer technology or high-efficiency cell production.
A SUCCESSFUL EVENT Professor Armin Aeberle, CEO of the Solar Energy Research Institute of Singapore, presented a glimpse of the future of solar technology. The networking part of the event was held outdoors in a superb location boasting a splendid view of the financial district of Pudong with its landmark, the Shanghai Tower. “The guests appreciated the ambiance, the stimulating conversation and the relaxed mood. Even the weather played along,� said Nicole Hirs, Head
PREMIERE 05
of Marketing Communications, describing the event. The VIP seminar 2016 was definitely a resounding success. 245 CUSTOMER REPORTS With an exhibition area of 180 000 m2 and more than 1 500 exhibitors, SNEC is the world’s largest international photovoltaic trade fair. The Meyer Burger stand provided a display area, a meeting zone and a lounge over two floors with a total area of around 200 m2 and was fully co-ordinated by Event Manager Lukas Aegerter. Visitors were given the latest information on wafer, cell and module production and they learned all about Meyer Burger’s service portfolio. An important highlight and major drawing card for visitors was definitely the bifacial glassglass module making its first appearance on a Meyer Burger trade fair stand. The module allowed the company’s two high-efficiency technologies, Heterojunction Technology (HJT) and SmartWire Connection Technology (SWCT), to be explained in easily understandable terms. The number of customer reports was about the same as the satisfactory result achieved in the preceding year. In total, 245 reports were completed over the three days of the exhibition. A number of negotiations also took place. One or two contracts were even signed on the spot.
SOLAR SUPERHEROES IN THE BATTLE AGAINST FOSSIL FUELS Since late 2015, Meyer Burger has sponsored two characters in PV Magazine’s “Solar Superheroes” campaign. The goal of this campaign is to draw attention to the urgent battle between renewable and non-renewable energies. To this end, the most innovative solar technologies of our age are personified in comic book form. As Solar Superheroes, they join forces to fight the villain “Coal”. Meyer Burger is represented with the superheroes “Diamond Wire” and “Wire Mesh”. At SNEC 2016, the Solar Superheroes were brought to life. PV Magazine hired actors dressed as Superheroes to visit the stands of their respective sponsors. The extravagant appearance of the comic heroes in the simple and elegant setting of the Meyer Burger stand resulted in polarized opinions: some found the contrast too crass, others were enthusiastic. They all agreed on one thing, however: the Solar Superheroes will and must win the battle against Coal. The campaign was originally intended to address the Asian region but following its huge success at the SNEC, the decision was taken to expand the Superhero presence at other exhibitions. Editorial team
Ready to recieve customers: the Meyer Burger stand at the SNEC
Perfect meeting place at Meyer Burger lounge with a pleasant atmosphere and good discussions
06 SCENE
ENERGY IN ABUNDANCE. TAKING A LOOK AT SWISS KRONO in Menznau: the recently completed new building has been equipped with an active building shell including an integrated solar facade from Meyer Burger.
The new SWISS KRONO building with solar facade is nestled in the production landscape
Menznau in Switzerland – the Lucerne hinterland is a rural idyll. Sweetly decorated farmhouses, rolling hills, little hamlets. Yet after a long drawn-out left-hand bend just beyond Willisau towards Wolhusen, you would scarcely believe your eyes: compared to the rural idyll, the huge wood-processing plant belonging to SWISS KRONO seems to belong in a totally different world. Huge silos, an energy plant for the production of CDF, HDF and MDF particle boards, a 15-meter-high heap of wood chips, a logistics center, a biomass plant with smoke filters and wood by the
ton. Despite its high wood industry factor, SWISS KRONO actually generates no unnecessary emissions. OPERATION ENERGY PLANT Moreover, the largest crawler crane in Europe was recently parked on the doorstep. With the help of the almost 70-meter-high leviathan, it was possible to replace a 6-meter-diameter spare part for the production plant in a precise, three-week-long relocation operation. However, MBtimes concentrated first on the recently completed administrative building and took
SCENE 07
a closer look at the new construction. In the tastefully and modestly decorated reception area we meet Pius Müller, Manager of the Laminate Flooring Department at SWISS KRONO, who heads a 30-strong team (see also the interview on the following page). At the same time, it was also his task to ensure that the entire new building was realized in accordance with the latest technical principles and most efficient design. But first things first:
elements are incorporated everywhere. “All the furniture and interior fittings were developed using SWISS KRONO products. We devised and manufactured all elements in conjunction with numerous partners, customers and suppliers from the local region and throughout Switzerland. All floorings, the office furniture, walls, toilet elements, acoustic balustrade elements are made out of SWISSCDF – not forgetting the facade, of course.”
406 SOLAR MODULES From Meyer Burger’s perspective, the outstanding feature of the new building with showroom and canteen is the solar facade. Kronoply flex wood-fiber insulation boards, produced in-house, were used for the insulation and a SWISSCDF board lends the entire facade a bright red look. The glass/glass modules with high-performance solar cells are connected using Meyer Burger’s SmartWire Connecting Technology (SWCT) and were integrated on all four sides of the building. The entire energy output is used directly on-site. “A total of 406 solar modules in glass/glass construction were made and installed,” according to Project Manager Pius Müller. Müller, a carpenter by trade, is also interested in architecture. And he played a key role in the construction of the new building. Today he explains the benefits of the building on a short guided tour.
The proof of the concept can be seen in the energy balance. The fact is that the entire building is cooled with ground water and no emissions are generated within the building. The new building is fitted throughout with LED technology and exhibits an optimum energy balance. This has also been made possible by the involvement of Meyer Burger and a number of other Swiss specialist companies.
PEACE AND QUIET Pius Müller explains and recounts the development history: “The solar protection glass is 56 millimeters thick; it only allows four per cent of the solar heat to pass through and is extremely sound-proof.” Indeed, no external noise finds its way into the building, not even from the nearby cantonal road. On the tour of the six-story building you are left in no doubt that it is SWISS KRONO through and through. First of all we meet Mauro Capozzo, CEO, whose enthusiasm for the new building becomes obvious during our spontaneous discussion. Then it’s Pius Müller’s turn as he guides us through all departments and floors, explaining that SWISS KRONO
Denis Jeitziner, ZB Werbung
Reflections in the filigrane solar fascade
08 SCENE
“THE FACADE IS OUR SHOWPIECE.” SWISS KRONO Project and Department Manager Pius Müller on challenges, maintenance and his role in the building project.
Mr. Müller, what was your personal role in this project? I fell into it, so to speak. Building is a hobby for me and an interesting challenge because it allows me to make use of my experience. In the beginning, we set up a project group. I was assigned the overall responsibility and together with my team we could successfully complete the project. What is important is to enjoy the work and be motivated. Constructing this building was also a very passionate experience for me.
What is SWISS KRONO hoping to achieve with a building of this type? We have demonstrated that you can build practically anything with our products. The facade with the red panels and the solar modules is our showpiece – we have designed and built it with our partners. And ultimately, we also want to use it to underpin our image.
What were the biggest challenges? The detailed planning of the facade in connection with the structural engineering and architecture of the building, as well as the scheduling. In the end, we were able to move the 65 workspaces in the new office building exactly on schedule with the aid of our internal moving team. The glass facade is maintenance-free – what exactly does that mean? Thanks to the PV modules bonded with glass and the all-over glass surface with integral rear ventilation of the facade, no additional care is necessary. Nevertheless, it was possible to design the facade in all SWISSCDF fiberboard panel colors. Selecting glass means that the facade is virtually self-cleaning and only requires washing once a year at most.
Pius Müller, Project Manager, SWISS KRONO
SCENE 09
The open staircase in the new SWISS KRONO building is an eye catcher
In 1966, Austrian businessman Ernst Kaindl established his company in Menznau in the Canton of Lucerne, Switzerland. The company has continued to grow steadily since that time. Today, the SWISS KRONO Group employs a workforce of 5 000 globally, 440 of whom work in Menznau. SWISS KRONO products are sold in more than 90 countries worldwide.
Showpiece: Solar facade from Meyer Burger
Interior design: SWISS KRONO products are everywhere
10 SAMPLE I
ONE STEP AHEAD. MEYER BURGER DEVELOPS pioneering system solutions and sets new benchmarks in the solar industry.
Meyer Burger HELiA for maximum passivation
Meyer Burger possesses state-of-the-art core technologies in the wafer, cell and module areas throughout the entire value chain. Alongside the technology highlights “Diamond Wire” in wafer production and “SmartWire Connection Technology” (SWCT) in the production of solar modules, we are ideally positioned for the future of solar cell production, especially with “Heterojunction Technology” (HJT) which unites the advantages of crystalline silicon solar cells with those of thin-film technology. HJT solar cells achieve significantly higher efficiencies while simultaneously reducing PV production costs. In a multi-stage process of texturing, PECVD and PVD-coating, screen printing and curing, the wafers gain their smart cell structure. FIRST IN-HOUSE CELLS With the goal of producing these cells in-house, Meyer Burger (Germany) AG began to build a pilot line for HJT at the Hohenstein-Ernstthal site in 2015. The 12-strong team lead by Michael Hartig, the interim project manager, took on the challenge with great passion and did not allow themselves to be discouraged by setbacks. As a result, they were already able to produce the first HJT cells by the end last year.
Since May 1, 2016, Dr. Frank Schitthelm has been in charge of the HJT pilot line and has made it his task to boost the volume and further increase the cell efficiency. The next step is the impending transition to multi-shift operations. NEW STANDARDS On the way to industrialization, the pilot line also provides the R&D team with a testbed in which to learn more about HJT. This opens up fresh opportunities for innovation within the Meyer Burger Group and for the Hohenstein-Ernstthal site. Selected customers and partners are already being supplied with latest-generation cells as part of the “Technology Push” project. Other new developments such as thinner wafers are to be gradually introduced into the production process. The project shows that with HJT and SWCT modules, Meyer Burger is making strides towards setting new benchmarks in the solar industry. Sebastian Kraneis
SAMPLE II 11
POWER TRAILER – MOBILE POWER SOURCE IN TOW. MEYER BURGER SUPPLIES the high-performance solar module for the Power Trailer. The mobile power source combines state-of-the-art technologies in a compact trailer and makes it possible to generate and store energy from sunlight and to utilize it at any time. The Power Trailer enables two energy sources and an energy storage to be combined in a compact trailer using state-of-the-art technologies. On the one hand it is similar to a knight in shining armor for electric vehicles and on the other it is a solar power station and fuel cell. THE POWER SOURCE FOR EVERY EVENTUALITY The Power Trailer lends itself to a wealth of applications, For example, it can be used to recharge electric vehicles right where they have come to a halt with empty batteries. Expensive towing which could potentially embarrass the electric vehicle owner will no longer be necessary. The Power Trailer can also be used in locations where there is no electricity available such as on building sites where it could supply power for heavy-duty work equipment or for coffee machines and tea kettles at break times. On remote farms it can be utilized to ensure that lamps shine at night and the TV runs even after the cows have been milked. Autonomous operation over several months is possible.
Bifacial HJT / SWCT module from Meyer Burger
SUNLIGHT FOR A FULL BATTERY During the day, the lithium-ion battery or salt battery in the Power Trailer is charged with solar electricity. For this purpose, the trailer cover features an integrated, latest-generation Meyer Burger bifacial 60-cell solar module. Through the use of heterojunction technology, it supplies enough of energy, even in weak sunlight or at high temperatures. The module is not fitted directly on the cover which means that the reflected radiation can also be transformed into electricity on the rear of the bifacial cells. Optimum cell connection with SmartWire Connection Technology safeguards reliable electrical contacting. Should the need arise, the battery can also be charged using commercially available propane gas thanks to the installation of an additional fuel cell. The Power Trailer is a joint development between Clevertrailer GmbH and InGrid AG and it is now ready for series production. It was shown at the Hanover Trade Fair and attracted considerable press attention. Sandro Spichiger
clevertrailer.ch: compact and light Power Trailer
12 TOGETHER TO THE TOP
PULSE CHECK: “EMPLOYEE SURVEYS BELONG IN A MANAGEMENT PORTFOLIO.” RALPH BALMER, Head of Group HR, on the benefits and aims as well as the first evaluations of the company-wide employee survey.
Mr. Balmer, what do employee surveys achieve? Employee surveys are an established management instrument and belong in a management portfolio at regular intervals. What’s more, employee surveys have a history at Meyer Burger. Between 2009 and 2015, various employee surveys were conducted at DMT, Muegge, Meyer Burger (Germany) and at the Meyer Burger Thun site. For the first time however we did a company-wide survey in which all employees in every country and location were equally involved. Ultimately it is our dedicated and motivated personnel who are responsible for Meyer Burger’s success. Today our work is becoming ever more networked and integrated as processes are being tailored to strategy. It is therefore exactly the right moment to discover where we are from the perspective of the employees. What is the aim of the Pulse Check? The name Pulse Check was deliberately chosen because the idea is to quickly measure the corporate pulse. For cost reasons, it was decided to refrain from carrying out a large engagement survey so we settled on a lower-cost variant with a high level of personal contribution. With the Pulse Check we want to ensure that the course we have adopted towards a networked and integrated company is correct, and to find out where there is still scope for improvement or, to be more precise, where employees see issues and points that are not receiving sufficient attention.
What percentage of employees participated in the Pulse Check? We had a response rate of 71 percent which is a splendid result. It means that 1,108 employees took part either online or by using the paper form. However, the success of an employee survey is gauged by the measures taken afterwards. Have you been able to reach any conclusions from the first results? Are there any discernible trends? The survey covered eight different areas and offered employees the opportunity to express themselves in their own words at the end. On topics relating to the work environment (see graphic), for example, 56.9% of the respondents said they are happy working at Meyer Burger. Areas that require more detailed analysis and where there is a need for action include open, transparent communication at all levels, more development and training opportunities and the desire for greater leadership and stability. There were many individual inputs on topics such as infrastructure, processes or fair and performance-related remuneration. It is important not only to evaluate the graphics, but also to include the responses from the freely worded comments. We will divide them into categories and analyze them with the remainder of the results. Are there any differences between the countries? The survey is structured by business unit. This means that in addition to global information
TOGETHER TO THE TOP 13
and findings, the answers will now be broken down by country and business unit as well as function – as far as this is possible due to the anonymized data. What we have been able to discern is that all respondents have taken part very openly and transparently with critical statements and suggestions for improvements. It is also evident that we do not yet have a consistent corporate culture everywhere and that certain locations are further away than others in the organization in the areas of management, culture and values. What happens after the evaluation? We will draw up measures on three levels. The first step will be to define and communicate globally applicable measures. After that, the individual functional areas and the local managements will investigate additional measures and notify their employees accordingly. Finally, measures will be taken and communicated at the local level. This process will help us ensure that there are no overlapping measures or even
conflicting goals. This work calls for considerable care. That’s why we are focusing on these tasks during the second half of 2016. How do you ensure that the measures are actually implemented? The measures are proposed by the local management or the business units to the executive management and jointly adopted. We will set up a monitoring system for this purpose at all management levels. Appropriate measures will also be incorporated in the 2017 management targets as well as in leadership development and the risk portfolio. In this way, the foundation for a continuous improvement process will be laid that will allow progress to be identified in the next survey which is currently planned for 2018. Ultimately, the success of any measures derived from an employee survey stands or falls with the willingness of each individual employee to accept the changes and recognize them as an opportunity. Ralph Balmer / Monique Henzi
Overall, how much do you like working at Meyer Burger? 60%
56.9% 50% 40% 30%
28.1%
20% 10%
8.1% 0%
A great deal
A lot
A moderate amount
6.3%
0.6%
A little
Not at all
I am pleased with the career advancement opportunities available to me. 60% 50% 44.1%
40% 30%
24.5%
20% 10% 0%
20.6%
7.8% Strongly Disagree
3.0% Disagree
Neutral
Agree
Strongly Agree
14 PLATFORM I
A CUT ABOVE THE REST. WITHIN NINE MONTHS, Diamond Materials Tech launched three new diamond wires, enabling Meyer Burger to gain entry into the highly competitive PV wire market.
Cutting-edge diamond wire technology slicing solar wafers
In November last year, Diamond Materials Tech, Inc. introduced a wire with a diameter of 80 Îźm to the market. This was followed in March this year by the launch of a 70 Îźm diameter wire. Yet another wire with an even smaller diameter of 60 Îźm was launched in August. The qualities of the wires and the diamonds are thoroughly tested before any market launch. Among the details investigated are the mechanical properties of the core wires as well as the uniformity of coating and sizes of the diamonds. Electroplating process stability is also monitored using over 30 different parameters.
BRILLIANT TEAM Diamond wire technology has a major fundamental advantage over conventional cutting technologies because the abrasive is bonded to the wire and not added separately in a fluid making the material removal rate significantly higher and the cutting time correspondingly faster. An additional benefit of the reduced diamond wire diameter is a significant reduction in kerf loss which thereby increases the number of wafers per brick that can be produced. The DW288 Series 3 diamond wire saw is able to handle thin wire very well by precisely controlling the wire tension which helps prevent wire breaks.
PLATFORM I 15
The Diamond Wire Management System (DWMS) reduces damage to the wire by ensuring that the wire does not rub against itself. Thinner diamond wire and DW288 Series 3 are truly made for one another. HAND IN HAND The collaboration between DMT in Colorado Springs (USA) and the TPC in Thun (Switzerland) works very smoothly. In an initial joint step, new wire designs were defined together. These were then produced in the USA and finally tested in Thun. This enabled a milestone to be achieved: using the 70 μm wire, more than 2 000 wafers are produced in less than two hours in the Waferfab in Thun, which corresponds to about 120 000 wafers in a month. The fruitful collaboration has even led to the elimination of a step that was once required for wire production: experiments have shown that the diamonds are distributed so evenly that no final dressing is needed.
HOPES FOR THE FUTURE The newly launched diamond wire products are currently being sold to customers in Asia. Demand is expected to increase steadily in 2016 and production to reach 20 000 km of wire a month at DMT by the end of the year. Maximum capacity utilization will probably be achieved next year. The importance of Meyer Burger’s diamond wire and slicing technologies for the industry is underlined by the receipt of two industry awards. Editorial team
TWO AWARDS FOR THE DW288 SERIES 3 The new DW288 Series 3 has won not one but two awards from well-known trade magazines: PV Magazine’s 2016 Technology Highlights Award and the Solar + Power Award 2016 in the Industry Development category. PV Magazine’s 2016 Technology Highlight Award was presented in May 2016 during the SNEC photovoltaic fair in Shanghai. Thomas Weber, Head of TPC Thun and heavily involved in the development of the DW288 Series 3, had the honor of accepting the award. The mood at the award presentation was extremely good and in keeping with the ceremonial occasion. The Solar + Power Award 2016 was presented at a parallel event to accompany Intersolar Europe in Munich. Meyer Burger was present in force, with no fewer than three representatives: Sylvère Leu, Roger Glauser and Uwe Habermann. Roger Glauser was pleased to accept the award and directed a few words to the audience.
16 PLATFORM II
THE REVOLUTION IN THE BATTERY MARKET. MEYER BURGER (NETHERLANDS) B.V. has developed a new manufacturing tool for a leading American manufacturer of rechargeable high-performance batteries. The successful collaboration sets new benchmarks in the battery industry.
Innovative FLEx R2R PECVD system
The innovative concept incorporates the first plasma-coating line in the world which manufactures an anode from silicon nanostructures in a roll-to-roll process in continuous inline operation. The two key points of the innovation are the the roll-to-roll process (R2R) and the plasma-enhanced chemical vapor deposition (PECVD) which are both reflected in the tool name “FLEx R2R PECVD�. The American manufacturer is starting series production on the new Meyer Burger equipment in fall 2016. It is a major innovative leap for all involved and a performance increase of at least 50% is ex-
pected. If the new technology brings about the transition to the next battery generation, further equipment orders are expected to follow. The order volume for the tools is around several million Swiss francs. FROM EIGHT DOWN TO ONE Conventional battery-manufacturing systems work with thick-film technology using paste-like slurry materials. This conventional process calls for a total of four production steps on each side of the anode for a total of eight altogether. The special feature of the dual plasma-enhanced
PLATFORM II 17
CVD (chemical vapor deposition) system developed by Meyer Burger (Netherlands) (MBNL) is that it reduces these eight steps to just one. The new process coats the anode on both sides simultaneously. Dr. Dana Borsa, Project Manager of the pilot tool, is justifiably proud of the innovative value of the new process: “With this system, we are ready for the next step which is mass production.” COMPACT AND POWERFUL Lithium-ion batteries have an intrinsically high energy density. With its lithium-ion batteries with silicon anodes, the American customer of MBNL can achieve an energy density of 800– 1,000 Wh/l or 325–400 Wh/kg which results in a 50–70 percent higher battery performance compared to similarly dimensioned current batteries. Industry experts see silicon anodes as the most promising next-generation anode technology thanks to their high charge capacity. The battery industry is therefore watching the development and use of this innovative Meyer Burger system technology with great interest.
lected industry partners to a launch event at the MBNL site in Eindhoven (Netherlands).
A MILESTONE FOR MOBILE ELECTRONICS Powerful lithium-ion batteries with silicon anodes can be employed in many areas. Their use in electro mobility will be particularly important. They have the potential to revolutionize the capacity of batteries in drones and other portable technologies, such as smartphones. For Meyer Burger, this groundbreaking concept is opening doors. In future the company could play a leading role in the growing battery market: “When we look at the great demand from the battery industry for innovative solutions for mass production with materials such as silicon, we can certainly say that we have reached a milestone,” says Dr. Roel Bosch, Manager Innovations. Editorial team
THE FOUR MAIN ARGUMENTS Four main reasons tipped the balance in the American manufacturer’s decision to work with Meyer Burger: • Meyer Burger guaranteed the highest throughput and the greatest productivity • All technical preliminary trials went successfully • Meyer Burger personnel scored highly for their technical skills and expertise • Communication between Meyer Burger and the customer worked smoothly The go-ahead for the collaboration was given in spring 2015. Upon receipt of the order, Meyer Burger invested 14 months in the development and construction of the system. Finally, at the end of June, the manufacturer invited se-
Central plasma chamber
18 TOC_INSIDE
A LOOK AT THE INNER WORKINGS.
Capacity
GOOD PROGRESS on the TOC_Inside project: MBtimes and Fabiano Assi, Head of Program Management, shed a little light on the subjects of Freeze, project status and go live.
Overload
100 %
Active projects
“All” projects ca. 20 %
Good preparation Day-to-day business t0
t1
t2
Time
t 0 = Freeze, t1 = work on projects from overload ended or frozen, t 2 = all freed-up resources/employees are constructively engaged
FREEZE: MEANING AND PURPOSE “Freeze denotes the point in time at which work is confined solely to projects that are above the red line on the list of active projects (LAP). The red line visualizes the maximum capacity of the entire organization and is geared towards the bottleneck. Active projects that cause overload and detrimental multi-tasking are temporarily frozen. The remaining active projects can be completed faster and the projects in the freezer defrosted yet still completed on schedule.”
FREEZE: PUT BACK ON TRACK – FROM WORKLOAD TO SATISFACTION “Things remained relatively quiet both in Hohenstein (freeze on March 21) and in Thun (freeze on May 17). It is still too early to be able to sense or capture any major changes. Nevertheless it is apparent that the procedure is tailor-made for Meyer Burger’s needs. And that the theory was conveyed in clear and understandable terms.”
TOC_INSIDE 19
FREEZE: CORRECTIONS “Behind the scenes, the LAP committee and the department heads concerned met up to analyze the consequences and find solutions. Only a few employees had to be redeployed. On the one hand, this indicates that existing work methods have been very efficient. On the other hand, it is clear that personnel resources are very limited in certain functions and that not all specialists can be replaced at short notice.”
TOC_INSIDE: FINDINGS “The group-wide collaboration is going well; both the basic understanding and the needs and ideas concur – everyone is pulling together.”
TOC_INSIDE: FROM PREPARATION TO IMPLEMENTATION “Once the first phase ‘Reduction in WIP’ was completed with the freeze, phase two ‘Good preparation’ was initiated. In this phase, the proper preparation of future projects is defined and recorded by means of checklists. This runs in parallel and in close collaboration between Thun and Hohenstein so that common standards apply and are implemented throughout the group.”
Michel Hirschi: “It was very difficult to implement a freeze in Thun, but we succeeded.”
TOC_INSIDE: DEFROSTING PROJECTS “The list is updated by the LAP committee once a week. To date, it has been possible to declare 18 projects in Thun and 37 in Hohenstein completed. Since freeze day, the number of projects in freeze has fallen from 36 to 25 in Thun and from 31 to 25 in Hohenstein.” TOC_INSIDE: INTEGRATION OF NEW PROJECTS “New projects are checked using the ‘Good preparation’ procedure and by the Fullkit Leader. This means that, unlike previously, only fully documented projects are entered into the system (including clear targets and sensible project plans). At the present time, customer projects account for the majority of additions to the system. They have displaced long-term development projects that have not been accorded high priority and quick delivery.”
TOC_INSIDE: FEEDBACK FROM THE MANAGEMENT Sylvère Leu: “The awareness that we are one company and that an efficient procedure must involve everyone concerned, has risen.”
Thomas Kipfer: “Transparency and understanding were created and we have found a common language.” GO LIVE: IMPLEMENTATION OF THE CCPM PROJECT PLAN AND SOFTWARE AS A SUPPORT TOOL The deadlines are known and training of the key users is on track. The software licenses have been ordered and the first projects already captured at the training sessions. The findings from this pilot phase are being continuously analyzed and any requisite measures and actions directly implemented to enable further projects to be integrated as efficiently as possible. The important roles were defined and staffed in both Thun and Hohenstein. This will be completed by specifying the additional roles and affected employees in the course of the training and in the incorporation of projects over the course of the next few months.” Denis Jeitziner, ZB Werbung
20 YARDSTICK
INSPIRING PIONEER SPIRIT. BERTRAND PICCARD AND ANDRÉ BORSCHBERG recently completed their circumnavigation of the world in the Solar Impulse 2 solar-powered aircraft. As an official technology supplier, Meyer Burger is proud to have supported this pioneering solar project. The vision of Solar Impulse founder Bertrand Piccard is based on the conviction that clean technologies and higher energy efficiency will not only reduce emissions but also increase quality of life. Meyer Burger shares this vision. Collaboration between the Solar Impulse project and Meyer Burger began after the decision was taken by Piccard and Borschberg to fly around the world without fuel and emissions in a solarpowered aircraft. The impressive wingspan of the Solar Impulse 2 is fitted with 17 000 solar cells that cover 269.5 m2 and supply 340 kWh of energy every day. The highly efficient and reliable connection technology for these 17 000 solar cells comes from Meyer Burger. PATIENTLY PURSUING THE WORLD RECORD The start signal sounded on March 9, 2015 in Abu Dhabi for the first-ever attempt to circumnavigate the world in a solar-powered aircraft. It took Piccard and Borschberg five months to reach Hawaii in eight separate stages. The Pacific crossing from Nagoya, Japan to Hawaii lasted four days, 21 hours and 52 minutes. This eighth stage proved too much for the batteries of the Solar Impulse 2. They overheated and were damaged. Replacing the batteries and upgrading the cooling system delayed the onward flight for a number of months. Finally, the Solar Impulse 2 was ready to set off again on April 21, 2016 to continue its round-the-world journey which came to a successful end with the smooth landing in Abu Dhabi on July 26, 2016. Piccard and Borschberg had succeeded in achieving the world record they had long pursued.
AN ADVERTISING CAMPAIGN GOES AROUND THE WORLD To coincide with the onward flight of the Solar Impulse 2, Meyer Burger launched an ad campaign in photovoltaic trade magazines. As an official supplier, impressive photographs of the Solar Impulse 2 were available for a series of advertisements. The campaign consists of three images: one shows the Solar Impulse 2 in flight above the clouds; another shows the two pilots, Piccard and Borschberg, after a landing. In the third advertisement, CEO Peter Pauli is seen in front of the Meyer Burger building in Thun. All three images share the pioneering spirit element. The blue sky dotted with clouds provides visual recognition and the campaign highlights Meyer Burger’s important contribution to the Solar Impulse project. At the same time, the company highlights its pioneering role in the solar industry with its innovative technologies. The advertisements are being published in international trade magazines such as PES, as well as in national trade magazines in strategically important target markets including China, the USA, India and South America. The campaign is accompanied with product advertisements for the DW288 Series 3 and SWCT Line. SEIZING THE OPPORTUNITY The world record set by the Solar Impulse project attracted great media attention due to Betrand Piccard’s high profile. The successful circumnavigation of the world by solar-powered aircraft has immense potential to promote renew able energies all over the world – not only in aviation, but in general. Meyer Burger is proud to be part of this pioneering achievement. Editorial team
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Globally recognised: Solar Impulse ad which was published in industry magazines
22 BACKGROUND I
GROWING TOGETHER. TWO BUSINESS UNITS, Photovoltaics and MicroSystems, are located under the same roof at the Meyer Burger (Germany) AG site but until recently they have pursued separate paths. Will this be different in the future?
Meyer Burger (Germany) wants to utilize internal synergies
Anyone who has visited the Meyer Burger (Germany) AG site in Hohenstein-Ernstthal knows that the two business units, Photovoltaics and MicroSystems, not only address different markets, they are also physically separated
from one another. Or perhaps “were separated� is more accurate because things have changed quite a bit recently.
BACKGROUND I 23
GETTING CLOSER TOGETHER AND EXPLOITING SYNERGIES At last, colleagues performing similar tasks are able to work together. Doesn’t it make much more sense for all product managers to sit close to one another and be able to exchange ideas right away? Are the PV project managers not faced with similar challenges to those of their colleagues in MicroSystems? These questions can be extended to the most diverse areas of both business units and the response is always the same: Yes, it’s high time we co-operated better and utilized our synergies more effectively. 4 000 MOVING BOXES With four building complexes and over 220 employees, a, internal move requires thorough planning. The “Growing Together” project had to be put into action with just three weeks in which to prepare. A local relocation firm supplied moving boxes in the run-up to the big day. Each employee loaded his or her things into one or several of the 4,000 boxes. It proved a good opportunity to archive documents, get rid of stuff and free up room again. The boxes were all prepared for transport using a well-thoughtout labeling system consisting of colors for the individual office buildings and numbers for the floors and rooms. On Friday morning at seven o’clock sharp, the 28-strong relocation team assembled in the inner courtyard of Meyer Burger (Germany) AG; one relocation manager, four team leaders, two drivers, one lift operator, a carpenter/fitter and 19 carriers were involved. Two trucks, three buses and a goods lift were provided for their use. To begin with, all the moving boxes were taken out of the offices and placed in the corridors. Then they were relocated according to their labeling. Finally the IT equipment was reconnected. All told, 1 150 meters of files, 673 m³ of office furniture and 220 PCs and monitors were transported – a grand total of just over 925 m³. Feeding the industrious helpers was also taken care of: 80 pairs of frankfurters and 16 giant family pizzas were laid out to feed the hungry mouths.
33 HOURS LATER After over eleven hours of work on the first day, plus twelve and ten hours each of daily hard work over the weekend, it was business as usual again on the Monday morning. Not just because all employees found their new offices or, with just a few exceptions, all the boxes were at the right desk, but because the IT department had ensured in the meantime that all PCs and phones were operating perfectly. Now it’s up to the employees to establish contact with their new colleagues and make the most of the desired synergies. Team building measures are also planned in the coming weeks to help the business units grow together and co-operate even more rapidly. Sebastian Kraneis
All packed and ready to move
24 BACKGROUND II
SOLUTION SELLING FOR THE BENEFIT OF THE CUSTOMER. IN ORDER TO address customer wishes even better in future, Meyer Burger is organizing solution selling training sessions throughout the world. MBtimes recently looked in on one in Thun.
Klaus Ruhmer captures the attention of his audience with a strong metaphore
An account manager has to know what the customer’s needs are. The solution selling training sessions are therefore a good yardstick for everyone who has to deal with the topic of customer benefits. The training sessions took place in Taiwan, China and Switzerland. A review from Thun.
TARGETED QUESTIONING They had high expectations, the ten account managers who had journeyed to Meyer Burger’s headquarters for the training session from as far afield as the USA and India. While the mood was reminiscent of a class reunion at first, it quickly became serious when matters turned to the real topic. In the course of the solution selling training session, the account managers learned how to determine the customer’s
BACKGROUND II 25
needs and pain points through targeted questioning. Using this as a starting point, they developed and offered solutions which were optimally tailored to benefit the customer. The communication strategy typically employed in solution selling enables the success rate (ratio of quotations to orders) and the profit margin to be increased as a result of the customized solution. Head of Account Management Ernst Gockel, who was in charge of the training session, explains the principle behind it: “The pain points identified in the exploratory discussions are effectively addressed by means of madeto-measure solutions in the form of an individual and comprehensive quotation, and the quotation is discussed with the customer. Put more simply, taking a proactive approach, we look at the bigger picture and offer options not previously requested by the customer in order to complement our solution. For example, our offer of a DW288 Series 3 in combination with the appropriate qualified diamond wire from DMT is not only the best solution for the customer’s production manager in order to restore his competitiveness, but also solves the quality manager’s problem of obtaining an optimum and already qualified wire for the new saw.”
“Put more simply, taking a proactive approach, we also offer options not previously requested by the customer in order to complement our solution.”
THE PROGRESS The training took place in two phases. The first part focused on sales techniques, the second meeting concentrated on honing presentation skills. Each account manager had to start by giving a presentation. After intensive analysis of the presentation by the team, the newly acquired skills had to be incorporated into the presentations. Having been videotaped greatly helped the account managers do their homework. The two presentations were compared just like the before and after pictures in a diet
ad. The improvements were striking. The customer benefits in particular were brought to the fore more effectively in the second presentations.
“The work involved has been worthwhile, everyone has made excellent progress and we were able to improve the overall account management.”
THE NEXT STEP Ernst Gockel was clearly delighted with the good results and gave a positive verdict: “The work involved has been worthwhile, everyone has made excellent progress and we were able to improve the overall account management.” To ensure that the team continues to improve in future, these training sessions are being expanded. Further modules are already being planned. “After the end of the first workshops, we will hold further training sessions on the topic of solution selling, simply because learning and improving yourself is a never-ending process.” The venues will be selected entirely in line with the motto “We are wherever our customers are”. “We will hold workshops at all Meyer Burger sales locations,” says Ernst Gockel confidently. Ernst Gockel / Klaus Ruhmer
26 BASELINE
“ALLOWING TIME FOR PEOPLE AND NOT JUST FOR THE MATTER IN HAND.� HEAD OF CUSTOMER PROJECTS Corinne Ribeli explains why, in international business, it is important to communicate with people as equals.
Maintains authentic and proactive communication: Corinne Ribeli, Head of Customer Projects
Ms. Ribeli, could you please describe your principal role in a single sentence? I am responsible for the processing of contracts in the area of photovoltaics and for introducing and installing PV equipment on customer site. Basically we ensure that the contracts negotiated with the customers can be successfully fulfilled. What are the biggest challenges from delivery to installation, for example in China? It is important to be open and to listen to and respond to customer needs in all countries. In China, personal relationships are very import-
ant. You have to treat people as equals and allow time for them, not just for the matter in hand. You are expected to take an interest in the local culture and it is beneficial if you are seen to be open to local customs. What measures have enabled you to improve processes recently? As a group, we have formulated our targets clearly and pursue them all with equal prioritization. We are aware that we can make the difference with our valuable people locally. They often tip the balance in our favor.
BASELINE 27
How do you get everyone on board each time? There’s no magic formula. We have to try to present ourselves with authentic and proactive communication. How do you deal with the issue of time management? There are always hectic phases: recently, for example, a factory in China was struck by a tornado leaving chaos in its path – things like that inevitably mess up the entire timing. Pro jects are often also affected by minor issues like when materials are lacking, parts go missing or technical details don’t work, for example. This is when communication is crucial.
“We often have to invest a great deal in order to achieve the expected results.”
The market has changed and constantly continues to do so. How does Meyer Burger tackle these challenges? By adapting the products to the changing needs. Customer behavior has also changed. Contract negotiations are increasingly impor tant and processes are being adapted. We support our employees when they wish to complete further training – this is why the system keeps improving. We assume that the machines are operating flawlessly so it’s up to us to implement the rest in the best possible way. What do you do when problems arise on delivery or during installation on site? If parts break, for example, then it gets complicated; first they have to be reordered, then cleared through customs – something like that means a great deal of work and pressure on the local organization. We process customer-specific materials with our machines. This means that process development is a tricky work step. We often have to invest a great deal in order to achieve the expected results.
“First and foremost we look for people with passion.”
The human factor is a decisive one. What criteria did you have when assembling your team? First and foremost we look for people with passion as well as employees who represent and practice our values and who have a clear sense of responsibility. They must have a good demeanor, a solution-oriented approach to working and a self-reliant, authentic personality. A project always lives from spirit – this must be understood, absorbed and practiced. As an electrical engineer, you are often the only woman – is that an issue? No, not for me anyway. Nor does it play a role in the countries I go to. Meyer Burger has a relatively high proportion of women – especially in management positions. Finally: What successes have you and your team been able to notch up recently? I regard every finished project as a success – especially when it was implemented in difficult circumstances. I believe we are successful when we are able to operate as a united company and remain open to new ideas. In recent months, we have been able to complete a large number of projects successfully, increase our resources and integrate new employees. Personally speaking, I regard that as a good sign. Denis Jeitziner, ZB Werbung
28 SLIDESHOW
REWE TEAM CHALLENGE: WELL RUN. 16 RUNNERS FROM AIS took part in the 8th REWE Team Challenge event. One team secured a sensational 7th place in the mixed team rankings. In wonderful summer weather, all AIS runners successfully completed the 5 km course from the Dresden Palace of Culture down to the riverside terrace and on to the finish in the DDV stadium. FAST MIXED TEAMS Among the 2 129 registered mixed teams, the “AIS Laufzeitfehler” team, whose members included Michael Mrosko, Tilo Kaiber, Ronald Henkel and Ina Kutscher, finished in 7th place. “AIS Schrittbetrieb” with Peter Eckart, Daniel Siegemund, Michael Bauer and Madeleine Bernhardt finished 1 330th. An overall running time of 1:20:19 (sum of all 4 runners) was sufficient for 7th place, the second team covered the distance in a total time of 1:54:52. STRONG MEN The two teams in the men’s team competition put on a commendable performance and occupied 249th and 665th position out of a total of 1 100 participants. The “AIS Endlosschleife” team with Torsten Wondrak, Roberto Nitsche, Ralf Brinsa and Michael Arndt completed the course in 1:32:08. Team “AIS Mainthread” with Philipp Herrmann, Sören Dittrich, Bernhard Voigt and Dirk Sauer needed a total time of 1:42:03 for the distance.
Proud AIS racers after successfully completing the REWE Team Challenge 2016
THE NEXT TARGET We would like to congratulate all those how took part on their performances and extend a cordial invitation to all motivated runners to participate in the race next year. Nadine Wagner
PUBLISHER’S DETAILS: Responsible: Meyer Burger Technology Ltd Editorial Office: Julia Gremminger Contact: mbtinfo@meyerburger.com Tel. +41 33 221 23 67 Concept/design: zbwerbung.ch