Jens Ottnad: It’s fair to say that team effort won out over the lone genius approach of the past. Our firm goal for this was to achieve savings of 15-30 percent in machining costs for our customers, and every solution had to be measured against this goal. And even more importantly, it enabled us to define, in the design phase, the permitted costs of the solution and its performance in the part program. This standard made it possible, for the first time, to model the existing technology and to evaluate new ideas from our customers’ real production perspective. The result was a representative production program – the “original standard” by which we measured productivity, production problems and the impact of those problems. Customers from a variety of industries helped us with this by providing several hundred set-up plans, which we then analyzed statistically based on a variety of relevant parameters. To that end, we developed standard sheet layouts that model the range of parts our customers use. Riesenhuber: We had to make productivity measurable, and we had to do it using real parts under real production conditions. Riesenhuber: We also formulated clear efficiency and process reliability targets for the machine, and used these to assess each development stage. It was the first time we had applied agile methods across the board in a mechatronics project. The novel aspect was that all specialist departments worked in parallel and agreed on things among themselves in very short intervals. But to achieve overall success we needed lots more ideas, and these had to specifically tackle the problems we were facing. Of course, it was a brilliant idea that sparked this radical new development. In other words, you not only developed something new, but you did it in a new way?Įpperlein: Exactly. That’s why we fundamentally shifted our perspective – away from current machine design and toward an unobstructed view of our customers’ Peter Epperlein: We knew going into it that we would have to question existing development methods if we wanted to achieve a true leap in innovation with this mature technology. The initial idea for the TruLaser Center 7030 emerged in 2012, and the project was officially approved in 2014. How and when did the TruLaser Center 7030 project come about?įelix Riesenhuber: TRUMPF had long wanted to develop the next generation of laser-cutting machines. In an interview, they spoke with us about the highs and lows of the past few years and told us what it takes to develop such a novel product. Felix Riesenhuber, Peter Epperlein and Jens Ottnad were heavily involved in designing, developing and implementing the new TruLaser Center 7030. you have a good mix of development skills (automation, version control, CI / CD, testing.you enjoy working in a multicultural team.you like to collaborate on a common goal within a team, but you also like to work independently and take ownership of certain objectives.you are passionate about IT, especially technological aspects.Operate the platform and manage business as usual activities.participate in the data modelling phase, development activities and promoting to production.contribute to the project analysis and implementation of our use cases.understand the requirements and priorities of the Data & Analytics domain in order to actively participate in the business projects requests.Your main responsibilities as datawarehouse engineer will be: You translate these requirements according the design & security principles and implement future proof solutions in an agile way of working. You gather, analyze and challenge the requirements. As datawarehouse engineer you actively contribute in the delivery of business projects by being responsible to implement use cases according project requests.
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