Smarter, Faster, Schaeffler

Five players in the company provide an insight into the future strategy, which is driving forward the automation of processes.

What is Schaeffler's long-term strategy for digitizing and automating intralogistics processes on the shop floor?

Roberto Henkel, SVP Digitalization & Operations IT: “For Schaeffler, digitalization is a key topic of the Roadmap 2025 corporate strategy and the basis for sustainable corporate success. Through digital solutions and cyber-physical equipment, even in intralogistics, we can react flexibly and agilely to changing conditions, manage production even more sustainably and realize additional efficiency potential more quickly. Automated Guided Vehicles (AGVs) play an important role in this: A global team of functions, divisions and regions is driving forward the implementation of AGVs at Schaeffler plants. Within production at Schaeffler, the number of AGVs and autonomous mobile robots (AMR) will continue to grow significantly in the next few years. For us, this is an important step on the way to the factory of the future, which works efficiently, flexibly, semi-autonomously and sustainably. ”

What specific benefits should digital and automated intralogistics processes on the shop floor offer?

Nadja Rudig, Professional Project Office: “We expect significantly increased transparency and efficiency in intralogistic processes. Digitalized processes give us a lot of direct and deep insight, for example, which materials are in production at what time and in what quantity. This enables us to further increase the efficiency of intralogistics processes, as transports can be optimised through intelligent, higher-level control. By digitizing and automating intralogistics processes, we can also further increase occupational safety, because we use the latest and digital security technology to automate logistics. ”

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How are IoT, big data and AI integrated into intralogistics processes to increase efficiency and transparency?

Tim Menapace, Solution Architect: “Millions of data points are recorded in our plants every second — from delivered raw material to the condition of the production machines to inventory and the respective quality inspection of the finished parts. In order to assign this data to the respective customer orders and thus also to define and optimize the transport route in intralogistics and interlogistics, we rely on a modern technology stack in the cloud. However, digital technology is only as good as the people who work with and use it. With the help of comprehensive qualification programs, we want to enable all employees to understand technologies and application options. Because in the end, it is they who find and implement the right applications in their daily work. ”

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How important is the flexibility of digital solutions in order to be able to react to changing market conditions?

Christian Gladow, VP Digitalization & Operations IT</span>: “Schaeffler is significantly influenced by the variety of variants in both products and processes. In combination with an above-average depth of value, there is a need to have a positive influence on flexibility in the value chain through digitization. This is the only way we can meet a wide range of customer requirements. Regardless of the logistics solution, we are looking for partners who can take into account and integrate our prevailing heterogeneity with a wide variety of digital solutions along the supply chain. In the end, interoperability between the individual solutions must be ensured in order to generate an actual benefit from the value stream perspective. ”

What new technologies does Schaeffler plan to use to optimize intralogistics, and how will employee acceptance of these technologies be promoted?

Sebastian Jonas, VP New Production Concepts: “Autonomous mobile robots, cobots and mobile cobots, camera and sensor technology, and AI-based algorithms for environment recognition and low-code programming of robots — we have an eye on the entire field and are already using these solutions in our production. New technologies are first tested in our innovation centers before they are serially tested and finally operated in one of our plants. Employees are involved in decision-making and brainstorming as early as possible and are continuously and transparently informed about the current progress of the project. In addition, our innovation centers offer extensive opportunities to gain hands-on experience with cutting edge technologies through active testing and trial and error. ”