When Ruedi Jossi took over Brem AG a little over three years ago, he had a vision of what he wanted to achieve and now this vision permeates the whole company. In many ways his approach mirrors the Japanese 5S method – sort, shine, set in place, systemise and standardise.
Ruedi Jossi explains: “I usually summarise it in a single word – transparency. A few examples – machines are placed in ‘islands’ so that, at a glance, you can see what is happening in each and every production group. In the preparation zone, all ‘run orders’ are displayed in order of priority so that, at a glance, operators can see what has to be done. No doors on tool cabinets – a single glance and you can find what you need. Everything sorted out of the way when it is not being used.”
Brem AG dates from the first half of the 20th century. The prime feature of its history is precision. However, this is not enough in today’s climate of fierce competition. Rapid delivery is now also required. Thus, the company recently moved from premises in a residential area to larger and more purpose-designed facilities where night-time and weekend production is possible.
Ruedi Jossi: “The week has 168 hours and machine spindles should be spinning practically all this time. Not to put too fine a point on it, it’s automate or deteriorate.”
“I’m convinced that well-developed customer service is essential for success in our industry,” reveals Jossi. “We never say ‘no’ to a customer enquiry. It’s always ‘we’ll take a look’. If it’s an assignment that isn’t right for us, we try to find someone more suitable for the job’s particular demands. Quite simply, we’re building up a network of expert suppliers with various specialities.
“Brem AG now specialises in short runs of complex components. Our customers come primarily from the medical technology, automotive, telecommunication and advanced automation fields. The components are often destined for test and laboratory equipment used in research and development.
“We have just over 250 customers on our books. The ten largest of these account for over half our invoicing. Aluminium and high-quality steel make up 80 percent of the jobs from our large customers. Almost 70 percent of spindle time is milling. Around 20 percent goes in export.”
Medical technology – a nozzle for cleaning cannulas. Three holes (Ø 0.4 mm) directed towards the nozzle’s centre.
Utmost precision!
Ruedi Jossi continues: “The number of spindle hours we get from our machines is of the greatest significance for our operations. To ensure shorter lead times and faster deliveries, we have to work nights. Not to put too fine a point on it, the choice is between automation or stagnation!
“However, convincing all our staff of the advantages of automation wasn’t straightforward. It had to be shown that rather than threatening their jobs, automation was a condition in retaining them. Now, everyone is as keen as mustard!”
In February 2006, an automatic production cell was installed. A five-axis Hermle C30U and a WorkMaster. Per component, the average machining time in the cell is 8 minutes. This demands large magazine capacity – 170 positions for three pallet sizes (70, 120 and 240 mm) – with the large pallets having jigs or vices.
“We chose System 3R GPS pallets because they were far better value for money than their competitors, especially in terms of quality and robustness. As a ‘jobbing-shop’ our reliance on pallets is vital as we stock all our fixtures on them.”
Highly efficient production cell – a five-axis Hermle and a WorkMaster.
Dario Zancanaro: “I was surprised how easy it was to get started. We had absolutely no experience of palletisation. Now we realise that the reference systems give work a whole new dimension.
“Implementation of all the NC programs went without problem – thanks to the excellent support from System 3R. Their great experience of production technology and automation was willingly shared and gratefully received.
“I am almost tempted to say that things went almost ridiculously easily. After only four weeks, we were getting 18 hours per day out of the cell. And that’s not all. We have just run a batch in the cell. Previously, in one of our conventional machines, it took two weeks. This time it took only two days!”.
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Layout drawing:
WorkMaster 1250/75 & Hermle C40U
Related links:
WorkMaster
Automation in general