Case Study Linhardt

The LINHARDT Group GmbH has been manufacturing aluminium and plastic tubes, aerosol cans, tubes and vials for the pharmaceutical, health and beauty sectors since 1943. The company has become the world market leader in recent years, particularly in the field of pharmaceutical aluminium tubes. And one of the best-known felt-tip pens and highlighters – the edding – also comes off the production line at the Lower Bavarian company. When developing its innovative products, the company focusses on maximum recyclability, material reduction and the use of up to 100% post-consumer recycled material. However, sustainability is not only a top priority in product development itself; the company’s strategic direction is also focussed on the future. A sophisticated digitalization strategy has made LINHARDT the industry leader in IT and digitalization, and industrial companies based in the Bavarian Forest are also keen to visit the company to be inspired by its innovative solutions.

Lack of transparency on the lines

Every year, around 1.5 billion pieces of packaging, mainly made of aluminium but also plastic, come off the production line at the German LINHARDT sites in Viechtach, Pausa and Hambrücken on a total of 37 lines. In order to keep track of these impressive figures, a certain degree of transparency is required directly on the shop floor, which was not previously the case. Only a few counter values were recorded on the lines and the planning of orders was based on order start, order end and a generalised, imprecise total set-up time – mapped in SAP. This meant that practically no analysable data was available for stable and reproducible processes. To put it simply, the available information was insufficient and too imprecise. Due to the large number of daily orders, it was also not possible to view and plan each individual order individually. The associated deficits were obvious and the starting signal for a comprehensive digitalization programme on the shop floor was given.

Machine data, plant data, detailed scheduling

The aim was therefore to increase transparency on the lines in order to create the basis for further optimisation measures and also to replace the manual, tabular planning tool that had been used until then with a modern and future-proof solution. LINHARDT finally found what it was looking for in Industrie Informatik GmbH and cronetwork MES with machine and plant data collectin and detailed scheduling APS. Robert Brueckner, Vice President IT & Digitalization at the LINHARDT Group, recalls the initial situation: “Before the project started, we recorded just 4 measured values on each line. We wanted to develop this number to more than 100 values. These included piece counters, machine statuses, faults, speeds, temperature values and much more. We also wanted to record machine and setting parameters in connection with the production material.” The associated objectives were optimised set-up and throughput times and increased availability – in short, a greatly optimised OEE (Overall Equipment Effectiveness)!

With lines around 50 metres long and consisting of 12 to 15 individual machines, makeready times are particularly important for efficiency and performance. “We divided the lines and machines into individual components and used the knowledge of the individual departments to determine theoretical makeready times for actions such as plate and colour changes. These were summarised in setup blocks and mapped in cronetwork MES. Today, the underlying logic provides us with realistic, fact-based target makeready times on this basis,” says Brueckner, who goes on to explain that this information used to be mapped in SAP in a very generalised way, which was simply too imprecise for precise planning with a large order volume. Today, fine-grained and automatically recorded partial set-up times via MDC provide the necessary transparency required to further optimise the company’s own processes, while the total set-up times are fed back to SAP.

Transparency for all

The absolutely reliable comparison of target and actual set-up times has become an essential key figure for all levels of the company. Despite all the complexity in the background, the graphical and content-based presentation in combination with the shift performance per line is easy to understand and interpret for shop floor employees at almost every workstation. Brueckner explains: “Our colleagues on the lines can see at a glance where they stand in terms of performance in their current shift and can also deduce where adjustments are necessary. The target curves for set-up times are recalculated at the start of each shift, i.e. the data displayed always relates to our own current performance.” When asked how this new transparency has been received, Brueckner continues: “We have actively involved our colleagues in the design process. The data is now seen as motivation to continuously improve efficiency and achieve or even exceed the targets we have set. Even our bonus system is now based on this.”

The current and valid digital view of the production process has also opened up new possibilities for production management. Among other things, the shop floor data is displayed in a kiosk portal, which shows either the current performance per line or the overall performance in production. Measures can now be taken quickly if backlogs or delays occur.

From the spreadsheet to the graphical scheduling board

In addition to creating transparent production lines, the acquisition of a modern and future-proof planning tool was also high on LINHARDT’s agenda. The planning board previously used only displayed the production orders in list form and in tabular form. All planning processes, sorting and adjustments had to be carried out manually and integration into SAP S/4 HANA was out of the question anyway. Robert Brueckner on the situation at the time: “We were using a tool for production planning that was very limited in its possibilities. In addition, the knowledge about planning processes only existed in the heads of our planners, which of course also entailed a certain amount of risk.” In addition to PDC and MDC, the benefits of cronetwork Detailed Scheduling APS also convinced those responsible at LINHARDT and so detailed scheduling was also put on a new footing. “We have raised production planning to a graphical and even partially automated level that fulfils LINHARDT’s high quality standards. Today, our Gemba Walks are based on the data and information provided by cronetwork MES,” says Brueckner, describing the high digital standard at which work is now carried out. The Gemba Walks are weekly meetings of managers from all hierarchical levels in specially designated rooms. The current production process is displayed digitally on large touchscreens. Robert Brueckner: “Today, we make data-based and therefore valid, comprehensible decisions on the shop floor and beyond.”

Successful digitalization boost

According to Brueckner, cronetwork MES has provided the digitalization boost in production that is needed to operate at the high level at which LINHARDT operates. In addition to the more or less obvious optimisations already mentioned, there are further advantages. For example, the quality requirements for LINHARDT as a supplier to the pharmaceutical and medical sectors are very high. In the associated regular audits, the required data and information can be supplied quickly and reliably at the touch of a button. The use of modern systems and technologies has also made LINHARDT an even more attractive employer for motivated and qualified employees.

“Today, our production decisions are based on reliable data and information. This transparency on the production lines is achieved primarily through the use of cronetwork MES and helps us enormously in optimising our processes. The partnership with Industrie Informatik GmbH is also characterised by mutual appreciation – even in difficult project phases, it was always possible to find common ground and work in a solution-oriented manner,” concludes Brueckner.

Photos: © LINHARDT Group GmbH