Number 38 | April 2007 | ENGLISH
STRATEGY IMPLEMENTED CONSISTENTLY Woco Group Company Magazine
New Woco Organization and Leadership Structure
FROM RECIPE TO PRODUCT Central Material Development at Woco
KANBAN APPLIED AT KRONACH An Instrument for Reducing Stocks
Advancing with
Innovation
and Technology
Woco in the New Audi A5
EDITORIAL
New Organizationand Leadership Dear Staff Members and Employees, As you know, we have had to come to terms with a difficult year marked by many changes. Raw material and energy prices, productivity, and quality are still challenges to confront us. In February, we completed our generational transition that we began several years ago. The new organization and leadership were presented at our annual Group Meeting. With Martin Wolf (CEO) and Bernhard Wolf (President, VP of Markets), two representatives of the second generation are now at the head of the company. Franz Josef Wolf (VP of Markets), Dr. Stefan Jacobs (VP of Purchasing and Logistics), Stefan Kortegast (VP of Finance and Controlling), Uwe Reichert (VP of Automotive Market), and Dr. Anton Wolf (VP of Predevelopment) stand with them in the leadership team. Each of them can point to permanent successes at Woco Group. We also managed to land Mr. Thilo Mรถller (VP of Technology and Plants) who will support us with his knowledge and experience in directing global production capacity. The customer requirements for products and technologies are becoming more broadly based. For one, our customers are demanding highly innovative solutions for increasing the ride comfort and driving dynamics while reducing fuel consumption and emissions. On the other hand, they expect production to come at an ever lower price.
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We are convinced that this organization is correctly designed for living up to these customer expectations. By using our financial resources in a way that is increasingly sparing thanks to a process-oriented bundling of our domestic and international capacities and because of a cost reduction program designed for the long term, we will again achieve appropriate bottom-line results. We also managed to record a growth in sales for 2006. This growth can be attributed to the trust our longterm customers have in us. It is an important aim of the Advisory Council, the managing partners, and senior management to keep on pursuing the course we have taken. The Advisory Council will thus continue advising senior management in essential questions, and it places full confidence in those in charge to take the necessary steps to ensure the ongoing development of Woco Group. Sincerely,
Franz Josef Wolf
Bernhard Wolf
Martin Wolf
CONTENTS
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EDITORIAL
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CONTENTS
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ADVANCING WITH INNOVATION AND TECHNOLOGY WOCO IN THE NEW AUDI A5
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KANBAN APPLIED AT KRONACH AN INSTRUMENT FOR REDUCING STOCKS
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STRATEGY IMPLEMENTED CONSISTENTLY NEW WOCO ORGANIZATION AND LEADERSHIP STRUCTURE
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FROM RECIPE TO PRODUCT CENTRAL MATERIAL DEVELOPMENT AT WOCO
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FROM WALLACHIA TO THE WILD WEST AN INTERVIEW WITH DR. PETR TOMECEK
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“GRÜSS GOTT” – GREETINGS FROM KRONACH TAKING A LOOK ACROSS BORDERS
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WOCO WORLDWIDE SPE AWARD AND PROCESS OPTIMIZATION
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HAPPY DIWALI IN INDIA A PAINTING CONTEST IN KANDLA
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LEAVING THE ADVISORY COUNCIL PROF. MENGES AND DR. KLEINHEIDT REFLECT
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TARGETED TRAINING MEASURES TO ENSURE FUTURE VIABILITY
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TELEGRAM
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IMPRINT
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WOCO Magazine 38/2007
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wocoINSIDE
The year for European automakers traditionally opens with the auto industry trade show at Geneva. This was also the case this year at the beginning of March. Geneva always provides a taste of what the car of the future will look like. Aside from the future-oriented topics, each year there are interesting new developments presented by carmakers that earn the amazement of attendees. Along with the new C-Class from Mercedes-Benz, Audi added to the fireworks accompanying its A4 by showing off the entirely new A5. This new model continues the platform strategy: The A5 is based on the future A4 platform, known among Audi insiders as the B8 platform. The actual A4 with its different derivatives will then take center stage in the coming months.
Advancing with Innovation and Technology Woco in the New Audi A5 Woco itself is represented in the newly introduced platform with two main modules and multiple partial components. Parts that already exist within family platforms such as engines will also show up on the new platform.
The new Audi A5: exciting driving characteristics combined with an elegant design
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Shifter Module: Woco once again managed to win a concept competition for the new Audi B8 platform, and landed the order to develop the system and deliver the series for the platform’s shifter. Woco already supplies all the shifter levers for manual transmissions in the models ranging from the TT and A3 all the way to the A6. The focal point of all the development activities – aside from considerable reductions in costs and weight – was to achieve simultaneous optimizations of comfort and precision. Spec sheet requirements and the constantly increasing demands for vibration decoupling and damping as well as insulation against airborne noise called for new and innovative solutions. Hence, new methods for decoupling the shifter lever were implemented along with several two-component parts. This resulted in a “crisp” shifter in all aspects thanks to the team effort of Development, Construction, Testing, Process Engineering, Project Management, QS, Purchasing, and Marketing. Praise is also due to our employees at Vsetin, who are responsible for assembling the entire shifter unit and the accompanying acoustic
WOCO Magazine 38/2007
cover. All can now eagerly await the upcoming judgment of final customers and especially of the press. Intake Manifold System: Woco has developed a complex intake manifold system for a customer platform for the first time in Woco’s history. The challenges in doing so were not only described by the available design space and the required functions, but also by the integration of multiple earlier-stage suppliers and, in part, even by competitors. The complexity of the platform resulted in two basic intakes: one for the V engines and one for the in-line four-cylinder engines. Depending on the engine and vehicle equipment, the respective basic modules also required an automatically switched warm-air intake special to the versions made for “cold countries” like Sweden, and an electrically controlled added intake special to the high-performance engines. Not least because of this variant diversity, a wide variety of specific topics and challenges had to be addressed and solved by Development, Project Management, Process Engineering and –
wocoINSIDE AC system grommet
Shifter module
Air channel for fourcylinder engines
Coil spring bushing
Air channel for six- and eight-cylinder engines
WOCO INSIDE Woco products represent the company in the new series from Audi with two main modules and multiple components
last but not least – the production site. The networks with our development facilities in the Czech Republic (Vsetin) and Hungary (Budapest) permitted the flexible management of development and prototype capacities. We can all be very proud of having shown that we can form a significant interface to the engines of our customers, thus fulfilling Audi’s motto “Vorsprung durch Technik” – “advancement through innovation and technology.”
Cushioning and Sealing: Aside from the major shifter and intake manifold systems, Woco also introduced several new elastomer components to the B8 platform. Bushings of elastomers were added to the steel springs in the struts to decouple structure-born noise and to avoid “coasting noises”. Condensation water not eliminated from the heat exchanger can turn into a source that generates foulsmelling bacteria. A grommet thus provides a conduit for evacuating condensation water from the AC system, thereby providing an odor-free vehicle interior. ❚ Dr. Anton Wolf WOCO Magazine 38/2007
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wocoWORLDWIDE
The tenth internal SPS Workshop (Synchronous Production System) was held at our plant, Kronacher Kunststoffwerk KKW, on September 20 and 21, 2006. The subject was reducing warehouse stocks using Kanban. But what exactly does Kanban mean?
KANBAN
Applied at Kronach
An Instrument for Reducing Stocks
Rudi Grebner, Production Manager
Rainer Förtsch, Assembly Manager
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Kanban differs from centralized production planning and control in several key elements. Centrally organized production planning and control relies on offices at headquarters for handling all planning and guiding tasks. Kanban systems control or steer the production procedures according to the fetch or future principle. In this, downstream work steps that consume material only fetch the part needed in the required quantity at the required time (just-in-time principle) from an earlier work step. Autonomous control circuits at the work-flow level form the core element of this flexible production control system. The aim here is to obtain permanent reductions and optimizations of stocks at intermediate and final product stages. The requirement for this to occur at KKW was to simplify communications using clear descriptions of what item was needed in which quantity. In other words, when material is needed (for instance, when stocks fall short of a given minimum) – and only then – the supplier is signaled to replenish the material. This signal is given using a kanban (Japanese for “card” or “note”) that is always transported with the material in each batch and that is returned for resupply, for example, when the batch is opened. There are strict rules that apply to production, especially the principle that production can only occur if a kanban ordering production is present and that only perfect parts can be delivered. This system replaces the traditional method of schedule-oriented control with a method of demand-oriented control.
WOCO Magazine 38/2007
Our creative team
Kanban at KKW: how does it work? The number of the maximum parts to be produced is determined by a set, defined quantity of kanban cards (batch sizes). Each container produced (KLTs and/or customer containers) contains a card marked with a fixed unit quantity, the item number, the production site, and the warehouse location. If this specific item is consumed in assembly, for example, the corresponding card is sent back to the injection shop where it is hung on the kanban board by its item number. If the numerical boundary for action (production
wocoWORLDWIDE
REQUIRED: Visualizing the FIFO warehouse (first in, first out) Optimizing changeover times / batch sizes Assured minimum levels
The kanban card
ACHIEVES: Reduction of overcapacity Reduction in amount of capital committed
The kanban board – visual guidance
RESULTS ACHIEVED: Stock levels in storage reduced by 50%
start line) is reached when the cards are hung on the board, this trips the production of a new batch corresponding to the number of cards. The same mechanism guides production on the assembly line and the finished parts warehouse, always determined by the demand of the customer. No card means no production. In this pull-chain system, the production quantity and production time (reaching the “production start” line on the kanban board) are determined by the previous process (e.g. assembly). The latter’s production, in
turn, is ultimately determined by the removal of finished parts (= customer’s demand) from warehouse stocks. Kanban naturally means that more costs are incurred for equipment (tool assemblies on the injection molding machine) due to batch size reductions. Another objective in the future will thus have to be to use CIP (the continuous improvement process) at our company to optimize this added expense for equipment and to simplify it using relatively simple and inexpensive methods. ❚ Rainer Förtsch / Rudi Grebner
WOCO Magazine 38/2007
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wocoWORLDWIDE
“Woco lives in the market, from the market, and for the market.” We can only continue to evolve if we manage to help our customers succeed on their own markets with our products. Strengthening our customer orientation by reducing complexity and by intensified international cooperation were thus the centerpieces of the GO2020 Strategy Audit.
Franz Josef Wolf handed over the wheel to his son Martin Wolf at the Group Meeting in February of 2007
Strategy
Implemented Consistently
New Woco Organization and Leadership Structure Why is it so important to have a good corporate strat- * The egy in this day and age? The economy is changing fundamentally right now all around the world. It is not always clear to everyone just which direction the individual markets will take. Having a strategy means thinking systematically about how one should act from the start in order to be in business over the long term before setting out. Strategy means keeping today’s earning potential as useful for as long as possible and establishing something new ahead of time. Global company leaders were introduced to the new organization and the associated new leadership structure at the Group Meeting on February 15 and 16, 2007. Both were the product of strategy development. Which trends have influenced Woco’s strategy choices?
* Increasing
globalization. This has caused regions to move closer together. Our customers compare services and prices globally; they develop and source globally.
* Woco’s broad product portfolio. This has continued to
grow in breadth and depth within the business units. This has also increased the complexity and the effort required to manage it. We thus need to concentrate on a manageable product portfolio as well as on leaner, transparent processes in product origination and realization and in organization.
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WOCO Magazine 38/2007
separation into business units. For a long time, these were the right means of keeping the product portfolio competitive. In mature markets and in today’s value-adding configuration, this structure often prevents us from exploiting synergies.
* Developments
in the industrial segment. This will be important for the growth of the whole group in the future.
* The Woco Michelin AVS joint venture. Six years after it
was founded, it stands on the market as an acknowledged independent firm.
Closer to the Market. And to the Customer: The Market Unit In the future, Woco will operate in the market with a clear separation into the “Automotive” and “Industry” divisions. The Woco Michelin AVS joint venture will act on the market independently here (see Figure 1). All activities oriented towards the customer will be guided from a single point in the Market unit. This will affect sales, development, and project management. It applies both to the headquarters in Bad Soden-Salmünster and to the regions of Western Europe, Eastern Europe, NAFTA, and Asia. The customer will have one person to contact for all global activities. The customer will receive attention with standardized processes that take local requirements into consideration.
wocoWORLDWIDE
Figure 1: The global leadership team learned about the new Woco organization and leadership
Woco Group
structure at the Group Meeting
Woco Automotive
An Association of Plants Optimized for Capacity and Costs: The Technology and Plants Unit Another important new addition is the global bundling, coordination, and qualification of existing production resources. The newly created Technology and Plants unit standardizes the existing technologies and their planability. The result is an association of plants with an optimized capacity and cost structure allowing us to better utilize the resources we have at our disposal worldwide. The unit will have all the plants of Woco Group (from the former MAS, APS, and IPS business units) in the respective regions of Western Europe, Eastern Europe, NAFTA, the Near East, and South/East Asia assigned to it. Getting Innovations to Customers Quickly: The Predevelopment Unit The innovation targets for Woco Group’s core product groups are set high. And the challenges are apparent in many ways:
* New vehicle concepts (hybrids, fuel cells, etc.) * Innovative materials and material combinations * New production processes The Predevelopment unit will be concerned with generating innovative, process-secure, and marketable solutions in harmony with the product-market strategies.
Woco Industry
Woco Michelin AVS
* Acoustic components * Components for * Household appliances * Actuators Valve cover modules * Pipeline systems * Technical components * Measurement and * control systems Molded parts * Industrial * systems antivibration seals and * Precision gaskets
vibration * Technical parts for chassis / suspensions system * Exhaust hangers
* Decoupling elements mounting * Powertrain systems
* Diaphragms
Consistent Organization with Lean Processes: Logistics and Purchasing, Finances and Controlling The other parts of the group will also be arranged so they can work effectively and functionally. Purchasing expertise will be organized by material groups and project purchasing. Strategic supplier management will be expanded. In doing this, we aim to increase the potential gains resulting from scale effects, thus structuring ourselves to be more competitive for the future. The Finance and Controlling unit is responsible for Woco’s business with regard to directing and handling all the commercial aspects. A key task in this is obtaining the means worldwide while guiding the use of these means so as to secure liquidity. WOCO Magazine 38/2007
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wocoWORLDWIDE
Defending and Expanding Our Market Position Entrepreneurial success is achieved solely by making customers satisfied. This is the only way we can defend and continue to expand our market position. A solid position on the market – paired with attractiveness that draws good employees – innovative service, productivity, liquidity, and profits will ensure our success as a family company in the future. We want to succeed. The managing partners and senior management are convinced that we can achieve success with our new leadership structure. The New Leadership Organization With the generational transition in the top management of the company, the new leadership team has now been formed. The members of senior management at Woco Group are:
The Members of
Bernhard Wolf VP, Markets, President
Martin Wolf CEO
Bernhard Wolf (44) was appointed to the post of President of Woco Group by the meeting of Woco Group partners, effective February 16, 2007. He is in charge of the new Market functional unit that is assigned the tasks of handling sales and customer care, marketing, product development, and project management worldwide. He earned his Diplom-Inge-
Martin Wolf (40) was appointed to the post of CEO of Woco
nieur degree in mechanical engineering and plastics engineering at RWTH
Group by the meeting of Woco Group partners, effective February 16, 2007.
Aachen (Aachen University of Technology). He began his working career at
Having earned his Diplom degree in business at the Aachen University of
ECIA (now Faurecia) in France. He came to Woco Group in 1995 and served
Applied Science, he launched his career at PCD (Petro Chemie Danubia,
as the general manager at Woco Canada. From 1998 to 2000, he was
now Borealis) in Austria as an assistant to senior management. He joined
responsible for the NAFTA market as the vice president at Woco USA. He
Woco Group in 1993 and was in charge of Gumitech Kft. in Hungary as the
has been a partner in Woco Group since 1998. After returning to Germany
general manager for Eastern Europe. In 1997, he moved to the Rubber
from the US, he was the acting general manager for Woco Michelin AVS
Technologies business unit in Germany where he was responsible for
until 2002 when he became a member of senior management as the Chief
expanding production in India and South Africa. He has been a partner in
Technology Officer.
Woco Group since 1998. Martin Wolf took up management of the MAS (Motor Acoustic Systems) business unit in 2000 and became a member of senior management. He was named the Chief Operating Officer of the group in 2005.
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wocoWORLDWIDE
Senior Management at Woco Group
Franz Josef Wolf VP, Industrial Market
Uwe Reichert VP, Automotive Market
Franz Josef Wolf (72) assumed the post of Vice President of Industrial Markets. This puts him in charge of all aspects of the segment and of human resources related to sales and customer care, product development, and project management worldwide. Franz Josef Wolf is the founder of Woco Group, and he was the managing partner from 1956.
Uwe Reichert (48) was appointed to the post of Vice President of Automotive Markets. This puts him in charge of all aspects of the segment and of human resources related to sales and customer care, product development, and project management worldwide. Uwe Reichert began his working career at Woco in 1981 as a technical specialist in the research and development department where he collaborated on key product developments. Holding a degree in business, he was put in charge of expanding development and construction/design in the Czech Republic in 1993 before he then took up management of the development and design at the company headquarters. He became the general manager for MAS (Motor Acoustic Systems) in 2005.
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wocoWORLDWIDE
The Members of
Dr. Anton Wolf VP, Predevelopment
Thilo Mรถller VP, Technology and Plants
Dr. Ing. Anton Wolf (53) was appointed to the post of Vice President of Predevelopment. In this position, he directs the predevelopment projects and is responsible for the predevelopment of products and technologies, materials development, and product benchmarking at Woco Group, as well as innovation and patent management worldwide.
Thilo Mรถller (54) was appointed to the post of Vice President of
Having earned a doctorate in physics, he began working as a project and
the new Technology and Plants functional unit, effective April 16, 2007.
testing engineer at MBB and BMW in Munich. From there he went to the
The new unit handles the industrialization of product development, plan-
Research Institute for Motor Vehicle Studies and Vehicle Engines in
ning, coordination, and direction of the production facilities. Thilo Mรถller
Stuttgart, where he managed the department of noise suppression and
is responsible for the technologies, the technology services, quality assur-
tire technology. He joined Woco Group in 1993. He first served here as a
ance, regional offices, and the production plants of Woco Group. Holding
department manager for vehicle engineering in the Anti-Vibration Sys-
a degree as an Industriekaufmann, he worked for Phoenix Group for 36
tems unit. As Motor Acoustic Systems was founded as a business unit in
years. He held various senior management posts at Phoenix.
2000, he became a member of senior management and the general manager of this business unit. In May of 2006, he was also named the general manager of Kronacher Kunststoffwerkes KKW.
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wocoWORLDWIDE
Senior Management at Woco Group
Stefan Kortegast VP, Finance and Controlling
Dr. Stefan Jacobs VP, Purchasing and Logistics
Stefan Kortegast (44) was appointed to the post of Vice President of Finance and Controlling. He is responsible for the departments of controlling, legal affairs, risk management, and treasury worldwide in this position. Holding the Diplom degree in business, he began his working career in
Dr. Ing. Stefan Jacobs (47) was appointed to the post of Vice
1989 at the business and tax accounting consultancy Deloitte. There he
President of Purchasing and Logistics. He is responsible for the depart-
gained experience as an auditing manager for national and international
ments of purchasing, logistics, and IT (data processing) for Woco Group
clients. He then pursued his certification as a tax accountant. He went to
worldwide.
Tetra Pak GmbH in 1996 and was in charge of accounting until 1999 and
After attaining his doctorate from RWTH Aachen, he launched his career in
assumed various tasks in the international organization. Mr. Kortegast
technical planning at the firm LuK GmbH in Br端hl, Germany. He was then
joined Woco Group as manager of finance in 1999. After working as a self-
put in charge of the central technologies department at Henrich Gillet
employed tax accountant, he returned to Woco Group in the fall of 2002 as
(exhaust systems). Stefan Jacobs took up responsibility for the German
the manager with general power of representation for finance and control-
production plants of Rehau in 1995, and he was in charge of logistics from
ling. Mr. Kortegast has been a member of senior management since 2004.
1999. He joined Woco Group as a member of senior management in 2001 and has been in charge of logistics, technical services, and tool making. Dr. Heike Beerbaum
WOCO Magazine 38/2007
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BUSINESS UNITS
How is a cake like a car’s tire? And why is work in a bakery similar to rubber production? Though these comparisons may seem to be quite a stretch at first glance, upon closer inspection they reveal remarkable similarities.
The interview with Dr. Jonas Ziegler, Director of Material Development at WMAVS, and Dr. Joachim Graf, Director of Central Material Development
From Recipe to Product
Central Material Development at Woco The high level of expertise in the field of rubber development is a decisive factor behind the success of Woco’s products. Dr. Joachim Graf, Director of Central Material Development (ZEW), and Dr. Jonas Ziegler, Director of Material Development for WM-AVS (AEW), describe the contributions their departments make to the success of the group as a whole.
tion to suit each application through the selection of the rubber type and the rest of the added substances. HJG: The material has to meet the required specifications and pass the test runs that reproduce the conditions with which our product will be confronted in practical use.
WaW: What does rubber have in common with baking a cake? JZ: The final product can only obtain the desired properties if the recipe and the vulcanization process are precisely matched to one another and this makes the procedure much like baking a cake. Here we also have to read a recipe first, get the right ingredients, and then mix. The success of this depends not only on the recipe and the mixing, but also on the whole “baking process” – that is, on having the right temperature and baking time. This is exactly how all influencing factors of this type applied during the production process affect the ultimate properties of the rubber. This is why everyone working on the process has to cooperate closely. HJG: Product complaints received from customers are often associated with the materials and this demonstrates the far-reaching effects of our work. Selecting the right materials for rubber as the main ingredient is not the only
WaW: You deal exclusively with the material rubber. What is so special about it?
Up to 20 raw materials are required for a mixture
Dr. Hans-Joachim Graf (HJG): What’s special is the crosslinking. This makes rubber different from thermoplastics, for instance, that form cross-links only mechanically. In rubber there is also a chemical reaction that occurs and produces the cross-linkages, and this is what makes rubber an unrivalled elastic material. Furthermore, thermoplastic elastomers, such as TPE-V, differ from the two material classes in that weakly cross-linked rubber balls are present in a thermoplastic matrix. Dr. Jonas Ziegler (JZ): The elasticity remains present for a long time, comparable to an expander. This makes the material ideal also for insulation and for absorbing vibrations. These properties lend themselves ideally to adapta-
T Y P E S
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O F
R U B B E R
NATURAL RUBBER
SYNTHETIC RUBBER
THERMOPLASTIC ELASTOMERS (TPE)
Natural rubber is derived from the harvested sap of the rubber tree. It shows the best mechanical properties and is used everywhere where high resiliency and the highest standards for vibration behavior are required. Yet it is also sensitive to temperature extremes and not very resistant to certain media and to weathering. Natural rubber is used in the production of truck tires and powertrain mounting systems, for instance.
EPDM (ethylene propylene diene monomer rubber), in contrast, is marked by considerable resistance to temperature extremes and weathering. Yet the synthetic production processes do not allow the same dynamic and mechanical properties to be achieved that are found in natural rubber. This material is used in molded rubber parts as well as in passenger car tires.
TPE is a thermoplastic material that is processed like plastic (thermoplastic), but that has properties similar to those of rubber. However, it only has mechanical cross-linking.
WOCO Magazine 38/2007
BUSINESS UNITS
CENTRAL MATERIAL DEVELOPMENT
ZEW / AEW
The influence of material development on the
Supports
process chain
Raw materials
Mixing
Molding
Product properties
Life-cycle capability
Business Process issue. The properties of the final product depend just as together. Conditions also often have to be observed on site. ZEW is generally submuch on the production process that occurs at production divided into three groups. The technical group deals with the production of new plants spread out all over the world. And this production mixtures that are made according to the recipes devised by the developers in process is naturally far removed from providing laboratocharge and then makes sample product for testing. The testing group runs tests ry conditions. So it is important that the material is robust on the sample product or on the finished product from production to see that enough to withstand the effects of the environment, all of these conform to the terms of delivery or other agreements with The ZEW lab is rated for instance during transport and later during the customer. as excellent by Volkswagen. intermediate storage in production. This is the For this purpose, each product group has its own developer ZEW was the first supplier to only way to ensure that production proceeds team that handles the implementation of the customer’s specreceive an excellent rating by Volkswagen, using the firm’s new auditing without faults or errors. ifications in conjunction with component development. WaW: How exactly does thermoplastic differ procedure, that our customer VW is to The ZEW/AEW Department exercises control over raw mateintroduce. For the official recognition, from rubber? rials and recipes on behalf of the whole of Woco Group – we the measurement values that were recorded in the successfully audited JZ: Aside from the properties described so far, also refer to this as “recipe authority.” The department testing lab were acknowledged the differences are found above all in the cooperates closely with central purchasing, works on procurby the customer without process. Whereas raw materials for the thermoing the necessary raw materials, and collaborates with the mixretesting. plastic industry are purchased standardized in ing facilities. “sacks,” as it is said, raw materials for the rubber busiWaW: Where do you feel there might be room for improvement in the future? ness are purchased individually. Success here depends not only on know-how about product-specific recipe HJG: The impact that the properties of the materials have on the molding process design, but also on close cooperation among all departoften does not receive enough attention throughout all processes. ZEW/AEW is ments so as to ensure control over the entire process and, only consulted when many parameters have already been established. Yet matehence, successful production. Once this complex situation rial and process – as has been pointed out – cannot be viewed separately either is mastered, competitive advantages can be achieved that in theory or in practice. This means that we can only succeed over the long run if are not so easily copied by others. teamwork occurs consistently throughout product origination. WaW: How can ZEW master such a task? JZ: And this does not end once series production of the product begins. In the end, HJG: The biggest challenge facing an internationally operwe remain responsible for our products throughout their full life cycle. For this we ating company is managing the distances. This can only rely on feedback from our plants to allow us to judge how the material behaves be achieved if information on all process steps comes on different machines and tools. ❚ WOCO Magazine 38/2007
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YOU ARE
WOCO
Dr. Petr Tomecek (PT) has been working in project management at Woco MAS USA for a year. After completing his studies at Thomas Bata University in Zlin and at the time of his doctoral studies there, he was already working for Woco in Germany before he was drawn to the “Wild West.” Mathias Hackerschmied (MH) interviewed him.
Prague is also called “Golden City” or “City of Hundreds of Towers”
From Wallachia to the An Interview with Dr. Petr Tomecek
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You are Woco
PT: I studied material engineering with an emphasis on polymers. My first contact was in 1998 through Human Resources and Mr. Halmazna. Back then, STV was looking for a student who would go on to work for Woco later on. I was studying at the time and was working at another company as a design modeler. Even then I was very interested in having a chance to work in Germany. After I had spent a month in Bad Soden-Salmünster as a student in 1999, I stayed in touch with Woco and STV. It was soon certain that I would begin at BSS right after my studies. My engineering studies came to a close, but I decided to continue my education to obtain a Ph.D. Two years later (2003), I started working for Woco in Bad Soden-Salmünster and wrapped up my studies via distance education.
MH: What did your work at Woco in BSS look like? PT: I started in testing technologies. Afterwards I spent a certain amount of time in the material development department. After a year I became specialized in actua-
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A look at Dr. Tomecek’s current project: I’m currently working on an actuator project for the Siemens company. The project is international. The development management for this project at Siemens is located in the US (Auburn Hills). Project management is in Canada (Tilbury) and purchasing is in Australia. The project is about an actuator with an injection-coated valve, called an MTV (manifold tuning valve) for an air intake made of plastic. The project is very interesting, since it marks the first plastic intake manifold for a vehicle on the Australian market. The project has been a major challenge since it started. Especially in terms of the communications that span three continents and the resulting time-zone differences.
YOU ARE
WOCO
Wild West Detroit – also known as “Motor City, Motown”
tors. I also worked in the areas of development, sales, and project management. These jobs gave me the opportunity to get to know a lot of my coworkers.
MH: What was the focus of your doctoral studies? PT: My dissertation title was “Contact surfaces of materials: their physical and chemical modification.” The paper discussed a study of various derivatives of cellulose for organic applicators.
MH: Did you always want to work abroad; was it your own idea to go to the US? PT: Yes, I always wanted to work abroad. This was another reason I chose Woco. As the suggestion came up that I might go to the US, it didn’t take me long to think it over.
MH: When did you get to Detroit, and how long will you stay there? PT: In May of 2006. The question of how long I will stay is still open. It depends on how the American market for Woco in the field of actuators evolves.
MH: Can you name three major differences between the Czech
Republic and the US? How much do your new coworkers know about your native country? PT: There is history in the Czech Republic and Europe. Here in the US, everything is “new.” Furthermore, everything develops very quickly. On the other hand, the people show more tolerance towards foreigners in comparison to Europe. Life in the US is easier in many respects, but at the same time it is rougher and more uncompromising. You can see the contrasts between rich and poor everywhere. The social systems in Europe provide people with more security, keeping them calmer. People most often know our capital city of Prague. Many of the customers I deal with have even seen Prague firsthand.
Dr. Petr Tomecek in front of Tomas Bata University in Zlin
MH: How do you cook at your home in Detroit? PT: Much like in the Czech Republic.
MH: How and where do you see your future? PT: A good question. Time will tell.
❚ WOCO Magazine 38/2007
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wocoWORLDWIDE
Woco Worldwide means facilities in fascinating countries on different continents. Yet who really knows our facilities in Kronach, Kronacher Kunststoffwerke (KKW), in the Franconian part of Germany? Kronach in the Franconian part of Bavaria and Bad Soden-Salmünster in Hesse – two different federal states, both in Germany. “Grüss Gott” and “Guuhde” as the typical greetings in Franconia and Hesse respectively – or “Tschüss” and “Tschöö” as the respective goodbyes – are surely not the only differences separating Franconians from Hessians.
“Grüß Gott” – Greetings from
Kronach
Kronach
Taking a Look across Borders
Markus Klinger, KKW Automotive Business Unit Management
18
Kronacher Kunststoffwerk, in the most northern rural district of Bavaria and in the provincial administrative district of Franconia, is only around 200km east of Woco’s headquarters in Bad Soden-Salmünster. But remember, if you want to do us a favor as Kronach residents, please call us Franconians, not Bavarians. As for Kronach, our home town, here’s a brief guide: The first historical mention of Kronach in contemporary records was in the year 1003 AD. The city is still surrounded by an almost fully intact medieval wall and – surely a surprise for most – the largest medieval fortress in Germany. There are plenty of sights close by. We cannot claim to have medicinal The Kronach plant spas or healing mineral springs as (eastern view) Bad Soden can, but we do offer attractions worth visiting such as the man-made Mauthaus valley lake, the candy maker Confiserie Lauenstein, the Mitwitz water castle, and the Lauenstein castle with its mysterious “ghost of the white lady.” We cannot offer you ghosts if you visit KKW, even though Kronacher Kunststoffwerk had its origins as far back as the porcelain factory Stock-
WOCO Magazine 38/2007
Aside from other important personalities, the painter Lucas Cranach the Elder (1472 – 1553) came from picturesque Kronach. Of around 5,000 paintings that originated from his workshop, some 1,000 have survived until today
wocoWORLDWIDE
The three-level city structure of Kronach over the Haßlach river
hardt & Schmidt-Eckert, founded in 1912. Back then the company mainly manufactured low-, medium-, and high-voltage insulators. The first plastics were processed using manual presses starting in 1934. The first thermoplastic machine was already put to work in 1954. We have been at our current location on Industriestraße since 1990. With 180 employees, we mainly produce charge air dampers, air channels, pedal systems, and other technical components made of thermoplastics and duroplastics. “Have Mercy on Us! – Too late, the Hessians Are Coming!” The year 2001 marked the start of our big adventure. Our fate was one we could not even have imagined: We were taken over by one of what we saw as a “foreign power” – Woco Group – and then integrated into the Motor Acoustic Systems (MAS) business unit. According to initial rumors, MAS was believed to be an abbreviation for “Mit Angst und Schrecken” (“with fear and dread”), but we soon realized it stood for Motor Acoustic Systems. We can now also understand what is meant by different terms like charge air dampers, resonators, and others.
The strategic orientation in recent years has seen us evolve from a supplier of simple industrial products to a supplier of complex products for the automotive industry. Today we are a direct supplier to many carmakers, including DaimlerChrysler, BMW, and Ford. Who could have imagined the change! We provide the entire air supply for DaimlerChrysler’s performance SLR sports car, to name just one example. But even the proud owner of a Loewe-brand television set makes use of our product: The device is turned on with the press of one of our products. It was found to be to our advantage from the outset of our integration into Woco Group that we were capable of performing the entirety of product realization. This direct line to production and
The lake stage in the State Garden Show of Kronach
WOCO Magazine 38/2007
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wocoWORLDWIDE
The medieval Rosenberg fortress is home to several museums
assembly – combined with our own project management, our own maintenance, our own know-how in tools and equipment and in how to devise processes – enabled us to handle whole projects. Quality and continuity are the guiding principles that serve us in ensuring our future. Our success is based on a team that is very dedicated in all fields and that comes together with team spirit to tackle the challenges the market confronts us with. Anyone who has had the opportunity to attend one of our work-
shops will surely comprehend just how much potential there is in our plant and its workers. With our senior managers, we also have a good “line to the top” (or actually to the left, since we are to the east of Bad Soden-Salmünster), which is why we feel so confident about the future. We are dedicated to protecting the environment and stewarding our resources. Kronacher Kunststoffwerk is a member of the Bavarian Environmental Pact. The roof of our company sports solar power cells with around 540 modules. These generate around 100,000KWh/year in power for us. Waste material is separated to 70 percent purity by material and then resold. The rest is taken by a recycler. Machine oil is given an electrostatic cleaning and then put back into the machines. Come and pay us a visit. It is always interesting to get together to talk and to compare notes on the experiences so far. So in this spirit, we conclude with a “Grüß Gott” from Kronach! ❚ Markus Klinger
A view of the city of Kronach
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WOCO Magazine 38/2007
wocoWORLDWIDE
Woco MAS, Inc., in Warren (near Detroit, Michigan, USA) received an award from the Society of Plastic Engineers (SPE) in the powertrain category on November 13, 2006.
Award for Woco MAS USA It started with the idea of unifying a high-frequency and a low-frequency resonator in the same housing in order to suppress both turbo whine and blade pass noise simultaneously. For the first time in the history of Woco resonators, a cross-plate resonator was realized on the pressure side of a turbocharger. From the initial ideas for prototypes to the function and data sets, the time needed purely for development was just four weeks. The preparation of series-production tools, welding machines, and leak test machines took a bit more than five weeks to accomplish. This was only achieved thanks to seamless teamwork that included up-stream suppliers and tight project management. Tim Sikes (Development Director for Chrysler Powertrain) praised the speed of Woco MAS, Inc., in development and series implementation as well as in identifying and eliminating problems. He said it would be a competitive advantage for Woco in North America to devise new product ideas in steel and then produce them in series. ❚
From left: Roman Lopez (Woco MAS, Inc., Project Manager), Gian Luigi Molteni (DuPont Material Development), Udo Gärtner (Vice President of Woco MAS, Inc.), Tim Sikes (Chrysler Powertrain Engineering Director), Baljit Sierra (COO of Novo Plastics Tools and Production) Optimal suppression performance at all frequencies: the prizewinning Woco resonator
A resonator is a system that is capable of vibrating whose components are harmonized to one specific frequency (eigenfrequency) in such a fashion that the resonator vibrates to the opposite of this frequency when agitated. Acoustic, mechanical, hydromechanical and electromagnetic resonators are distinguished.
Udo Gärtner
Construction/Design Meets Production Several changes have been made over the past several months with the aim of increasing the quality of design and construction under the sponsorship of Mr. Hartmut Winter. Guidelines for construction were developed in a joint dialog, and trips to KKW and STV were arranged. The aim of these trips was to experience the problems in production and assembly firsthand as developers or constructors on site. All the steps leading from granules to assembly were discussed among the participating individuals, resulting in an extensive exchange of information.
The objectives to be achieved were short distances and a continuous flow of information, generation of know-how and an increase of Woco Group’s own value creation, as well as working according to the principle of simultaneous engineering. We are grateful to those who organized these trips and grateful for the excellent hospitality we received at each site. All participants agreed in conclusion that the meetings laid a cornerstone for closer cooperation. ❚
From left: Uwe Rosenbauer, Peter Henninger, Andreas Fischer (kneeling), Michael Mohr, Marcus Rüttger, and Benjamin Schäfer in Tool Making at KKW
Martin Schlotthauer
WOCO Magazine 38/2007
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People & CULTURE
Following the article on the expansion of Woco’s presence in India published in the last issue, we wanted to return to take a peek behind the scenes at the Kandla and Noida production facilities so as to learn a bit more about the lives of our Indian colleagues and the atmosphere on the job.
Kandla Noida
Happy Diwali in India A Painting Contest in Kandla Despite working conditions in India that can hardly
The sun sets on Mandavi Beach at Kandla
be compared to those in Germany, the people in India are very vivacious. The latest study on employee satisfaction at our two facilities showed that all the employees there are highly motivated. To keep the motivation at this high level, the Kandla plant arranged to hold a painting contest at the end of 2006. The impetus for the event was one of the best-known and most pleasant festivals in India: “Diwali”. Lasting for several days, this Hindu festival is the festival of lights, and it begins on the 15th day of the Hindu month of Kartik (end of October, beginning of November). Over 100 employees and their families took part in the painting contest. The pictures submitted were judged by age group during a cheerful ceremony on October 18. The winners were then given presents. A dinner is arranged for all employees in Noida for Diwali each year as well. After the positive experience in Kandla, the plan is to combine the dinner in Noida with a painting contest next year. What is behind the “Diwali” festival, and how is it generally celebrated in India? Translated literally, Diwali means “row of lights”. In its spiritual and social significance and its joyous nature, it can be compared to Christmas in the western world. Diwali also marks the beginning of the New Year in northern India. A key element of Diwali is the lights.
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WOCO Magazine 38/2007
Mr. Vinod Kumar Parmar won first prize in Group A (3 to 10 years)
The festival is celebrated in quite different ways in different parts of the subcontinent. Indians have different customs for it, and these are rooted in different mythologies. The festival lasts from one to five days depending on the region.
People & CULTURE
Mrs. Usha Patel won
Mrs. Sonal Ram Prakash
first prize in Group C
Bind won first prize in
(16 and older)
Group B (11 to 16 years)
1 The team at Kandla
2 The organizing team with the painting contest winners
1
As a common part of the festival’s ritual, the people get up early and take a bath. They then generally put on new clothes, pay each other visits, and give each other gifts of sweets. People start setting off firecrackers and other fireworks in the streets, days before the festival. On the holiday itself, there is a lot of cracking and booming, much like is heard in Europe on New Year’s Eve. Holidays and Festivals in India Some sort of festival is celebrated somewhere almost every day in this country of seven main religions. The diversity of religions and the massive regional differences in climate and culture explain a large number of the various celebrations. Only the three
2
holidays officially introduced by the modern state have a fixed date on western calendars. The others are based on the lunar calendar, so the exact dates are different each year. It is worth pointing out that the two Woco production sites at Noida and Kandla only close for the five holidays mandated by law. India celebrates the festival of colors called “Holi” in spring. Everything is brightly colored – animals, walls, and even people – to show that the season of blossoms and warm weather is coming. Colors are tossed about in a powdered form, shot in sticky balls, and sprayed in a watery solution onto everyone standing around. Watch out for your clothes if you visit India during this holiday. ❚
A good idea in India: a small temple at the plant entrance
Guillaume Legrand WOCO Magazine 38/2007
23
People & CULTURE
In the framework of the Group Meeting on February 16, Prof. Menges and Dr. Kleinheidt were honored as they prepared to leave the Advisory Council after ten and 20 years of service, respectively. We at Woco asked them about their experiences on the council for so many years. The departing Advisory Council members were presented with a creative painting at the departure ceremony
Leaving the
Advisory Council
Prof. Menges and Dr. Kleinheidt Reflect
WaW: Dr. Kleinheidt, can you remember your first contact with Franz Josef Wolf, and what impression did he leave with you most at the time?
Dr. Kleinheidt
Prof. Menges
24
Dr. Kleinheidt: The rubber business unit at Bayer AG was offering special customers assistance in presenting their own companies at the plastic and rubber trade fair in Düsseldorf. Woco took advantage of this in the framework of the “Rubber Road” event. As the person newly put in charge of Bayer’s global rubber unit, I already knew Woco to be a creative company. But I first got to know the managing partners, Adolf and Franz Josef Wolf, at K ’89. I can clearly recall how enthusiastic F.J. Wolf was when talking about his firm. His broad knowledge of the rubber and plastics industry was very insightful for me. I was also very impressed with his charm and with his ability to win people over. Prof. Menges: We – Franz Josef Wolf and his brother Otmar – met at a trade fair. F.J. introduced his brother to me as the lead technician and creative engineer who had just enjoyed a great success in introducing the socalled “JÜRGELEIT procedure” at Woco. This made it possible – and back then it amounted to a sensation –
WOCO Magazine 38/2007
to produce molded parts without flash from crosslinked elastomer using compression molding.
WaW: Why did you decide to join the Advisory Council at Woco Group? Dr. Kleinheidt: At first it was a wish and a request from Mr. F.J. Wolf. But I also found it interesting, and the thought inspired me to apply my knowledge of heavy industry and my professional experience in other countries and the personal connections from there to helping an internationally active, medium-size company continue its development. Prof. Menges: I found the performance of Woco as a family-owned company that had succeeded in competing with a large number of major competitors to be impressive.
WaW: What event will you remember most prominently? Dr. Kleinheidt: The first one on the list would be the consecration ceremony for the Communication Center in 1995. This highlighted the great specialist expertise of the company, but it also showed how much appreciation Woco has among its customers and suppliers. But I also remember things that were less spectacular but also meaningful, such as the speeches by
People & CULTURE
1
1
2
2
After completing his studies in chemistry at the Univer-
Georg Menges, born in 1923, completed his studies
sity of Münster and then receiving his doctorate in
in mechanical engineering at the Technical University
1963, Dr. Kleinheidt worked at Shell AG for a year
of Stuttgart and received his doctorate in engineering
before joining the main scientific laboratory at Bayer
in 1955. He worked ten years in the iron working and
in Leverkusen. He next spent seven years abroad as
plastics industries before he was appointed to a
(from left) Mr. Schroeder,
the general manager of Bayer do Brasil, and then he
professorship at the Technical University of Aachen
Dr. Kleinheidt, Prof.
served as the director of Bayer AG from 1984 until his
in 1965. He served as the Chair of the Institute for
Seiffert, Prof. Menges
retirement in 1996; he was in charge of the rubber
Plastics Processing (IKV) at the Technical University
business unit at Bayer worldwide.
of Aachen until 1989.
people like Günter Ederer on political-economic subjects. These presented other points of view that also gave Woco new impulses. Prof. Menges: The way F.J. successfully weathered the crisis at Woco in the mid 90s thanks to his firm faith and his deeply religious convictions.
WaW: What suggestions would you like to leave the next generation with? Dr. Kleinheidt: I wouldn’t want to pronounce any recipes or instructions here. But I wish the current leadership continued success. Although success, in the end, will result from the senior management using the master controls with shrewdness, far-sightedness, and sensitivity.
The Advisory Council for Woco Group to date:
But I would like to cite from the poem “Frühlingsgrüße an das Vaterland” (“Spring greetings to the homeland”) by Max von Schenkendorf (1783-1817). There he says in the last line, “Nimmer wird das Reich zerstöret, wenn ihr einig seid und treu!” (“The kingdom will never be destroyed if you show unity and are loyal!”) Prof. Menges: F.J. was the inspirational leader for his employees over several decades. He knew how to motivate them, and he new how to win over his customers with his far-sightedness. The better the younger generation tries to follow in his steps, the greater their success will be. ❚
The artist Katharina Schneider made an impressive creation using the material rubber
WOCO Magazine 38/2007
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People & CULTURE
A future-oriented, demand-based system of training employees is a key factor in determining the success of Woco Group today. The elemental importance of people to the company means that expertise has to be recognized, promoted, and applied in a focused fashion.
Targeted Training Measures to Ensure Future Viability
Andrea Neuland, Andreas Noll, and Nina Krieg are responsible for Human
Another important
Training for the Sales Department field force was held in a comfortable setting
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role aside from that of the employees in this process is played by company leaders (on-the-job training) with the support of the HR Development Department using suitable training measures. With regard to realizing our strategic objectives, the focus of training in 2006 was on employees who had a fundamental influence both on corporate culture and on the profitability of the group. Training measures were used last year primarily to support company leaders in their work. The basis for this training was established by a stock-taking among all supervisors who helped to assess individual training needs and to devise the appropriate seminars. Company leaders participated in a seminar “Time and self management” where they reflected on how they personally made use of their time, identified room for improvement, and made the necessary changes. Another focus in this context covered the subjects of “Directed meetings” and “Conflict management.” The second pilot group was the Sales Department field force in Germany. The HR Development Department joined with the sales supervisors to develop a qualifica-
WOCO Magazine 38/2007
Resource Development
tion concept that would take the special requirements of the market into consideration while balancing this with the individual strengths and room for improvement of the employees. Equipped with this new knowledge, the sales employees are now better prepared to respond to customers’ needs in a more focused manner. In addition, participants also intensified their skills in holding and directing discussions with customers. The training was generally very well received – even employees who had years of experience in the business reported learning some valuable lessons. The composition of the groups with participants from different departments and business units also helped to expand further the interpersonal networking among employees. ❚ Andrea Neuland
wocoTELEGRAM
Woco Trainees Participate in
“BO Cash Business Planning Game” The Gesellschaft für Wirtschaftskunde e.V. (GfW – Society for Business Studies) and the Bertha Heraeus and Kathinka Platzhoff Foundation played the “BO Cash Business Planning Game” together with trainees in several firms. As in a sports championship, the individual firms or teams played rounds against one another until only the three prize-winning firms remained. The objective of the contest was to allow participants to immerse themselves in the business world, thus giving them a better understanding of the interrelationships within their own firms and on the international market. The process taught business in a practical setting, trained networked thinking, and promoted teamwork. As the general managers of fictional companies, the participants of each team (of two to four members) made numerous decisions within a limited time period. The actions taken in the
individual firms in the areas of sales, production, human resources, purchasing, and finances quickly had an impact on market share, balance sheets, and the profit-and-loss accounts. Careful planning and accurate predictions of consequences were the focus. Sixteen teams participated in a total of 4x2 pre-round days of the business planning game. Two Woco teams participated in this pre-round. Team 2 made it to the final round and finished the contest in fourth place.
The Woco team received a participation certificate at the closing ceremonies
Nina Krieg
Woco Trainees
Take Partin TechnologyContest From left: the participants Christof Heil, Lukas Haas, Michael Heilmann, Alexander Med, and Timo Müller with their trainer Franz-Albert Desch
The biobots had to prove their navigation capabilities on the test course
The Ludwig-Geißler school, the Bertha Heraeus and Kathinka Platzhoff Foundation, and the German Chamber of Industry and Commerce for Hanau-GelnhausenSchlüchtern held the second technology competition for trainees and school students on November 16, 2006. The project required the participants to design a walking robot that could make it from the starting line to the finish without using wheels or caterpillar treads. Walking robots – also known as biobots (biologically-inspired robots) – can adjust their walk to the respective terrains. This makes it possible for them to explore difficult ground surfaces without the risk of having to abort their excursion because of wheels losing traction. The teams presented their projects to a jury on the day of the contest. The jury considered the planning, realization, problem-solving strategies, and team experience. In the final competition, the biobots had to be capable of navigating the course of a path marked by a black line, managing an upward slope, and then standing still and upright at the finish line – all independently and without external help. Dorothee Noll
WOCO Magazine 38/2007
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wocoTELEGRAM
Closing date for submissions:
August 31, 2007
“Woco in Action”
Photo Challenge 2007 Woco is a living company where the employees fully apply themselves to their work every day and then stand behind “their” products. We at Woco wants to make this visible. We need your help to do so! Get involved in the 2007 We at Woco Photo Challenge. Send us your photos showing scenes from your job. Wanted are photos with products, in production, during team meetings, at “international cooperation” activities … We will publish as many images as we can in the next issue of We at Woco and award prizes to the top three.
Photo submissions: In color, either digital (as JPG or TIF files at a high definition of at least 300 dpi) or small snapshot prints and/or slide positives. Closing date for submissions: August 31, 2007 Send photos to: Dorothee Noll Woco Industrietechnik GmbH Hanauer Landstr. 16 63628 Bad Soden Salmünster Germany dnoll@de. wocogroup.com +49 (0)6056/78-9374
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Q Prize Award The Q Prize was awarded in the AVS hall during this year’s Group Meeting. The winners were: Awarding the Quality Prize for 2007
First Place: Kronacher Kunststoffwerk GmbH Second Place: ZGS-Membrány a.s. Third Place: EFFBE - FRANCE S.A.S.
Decize and Kronach Celebrate
50 Years of Woco Following the 50th Anniversary celebrations for Woco Group, our Decize and Kronach locations celebrated the anniversary in their own ways.
Decize employees learn
Kronach employees celebrate
about the past 50 years at
in the production hall
Woco during the 50th Anniversary celebration We at Woco – Employee Magazine of the Woco Group, No. 38 – April 2007
Passenger Cars: MarketForecast Region World Asia NAFTA CEE Western Europe Others
28
2005
2006
2007
2008
44,675 +3.6% 12,133 +7.8% 9,108 +0.8% 2,820 +2.5% 14,556 0.0% 6,058 +9.6%
46,024 +3.0% 12,642 +4.2% 9,190 +0.9% 3,046 +8.0% 14,534 -0.2% 6,612 +9.1%
47,186 +2.5% 13,438 +6.3% 9,145 -0.5% 3,194 +4.9% 14,427 -0.7% 6,982 +5.1%
48,877 +3.6% 14,368 +6.9% 9,209 +0.7% 3,358 +5.1% 14,666 +1.7% 7,276 +4.2%
WOCO Magazine 38/2007
Global passenger car demand over time by regions:
Publisher: Woco Industrietechnik GmbH, Hanauer Landstraße 16, 63628 Bad SodenSalmünster, Germany, Tel.: +49 (0) 60 56 /78-0, www.wocogroup.com, gstanovsky@de.wocogroup.com Editorial Staff: Dr. Heike Beerbaum, Dr. Bernd Casper, Bernhard Eckert, Matthias Hackerschmied, Marie Halbig, Gerhard Hepp, Dr. Stefan Jacobs, Michael Klatt, Karin Kropp, Anna Dagmar Metz, Dorothee Noll, Isabell Papenheim, Roland Schalk, Dr. Julia Schürmann, Guido Stanovsky, Anke Wolf, Dr. Anton Wolf, Bernhard Wolf Editorial Direction: Dorothee Noll, Guido Stanovsky, Anke Wolf Design und Layout: STRAIGHT – concept & design, Frankfurt on the Main, Germany (www.straight-cd.de) Translations: Leinhäuser und Partner, Unterhaching, Germany Printed by: Druck- und Pressehaus Naumann KG, 63571 Gelnhausen, Germany
© R. L. Polk Europe
Photos: Audi Mediaservices, Dr. Heike Beerbaum, Guillaume Legrand, Markus Palzer, STRAIGHT – concept & design, Tourismus und Veranstaltungsbetrieb Kronach, factory shots © Woco – Reprints only with prior written permission of the publisher Editorial deadline: February 9, 2007