Spektrum 01-06.indd - ESG

E N G L I S H S U M M A R Y
The flying laboratory
What is nearly 18 metres long, approximately
4.5 metres high and has a rotor
diameter of more than 14 metres?
An average, every-day helicopter?
Wrong! The flying object, which lifted
off for the first time at the beginning of
2006, is an aircraft which makes the
hearts of development engineers beat
faster. The mission equipment carrier
(MAT) is not just a helicopter after all,
but a flying laboratory.
With the MAT, the Bundeswehr and
industry have met a goal they have
striven toward for a long time: the ability
to test all sorts of mission equipment
under real conditions – without
the parts having to be licensed for
flight operation. With this, tests can
be carried out during the system development
stage. ESG developed the
entire avionics of the MAT, as well as
the measuring equipment. Thereby,
two equipment racks were attached to
the nose, to which, for example, sensors
can be fixed, weighing up to 140
kilogrammes.
But what makes a UH-1D a MAT?
One major aspect is the separation
of the helicopter from the test equipment.
Two of each of most of the avionic
components are on board. As a
matter of principle, two pilots sit in
the MAT. The test pilot flies the helicopter
and tests the test equipment.
The responsible aircraft pilot sits next
to him. He acts as a co-pilot, who can
intervene at any time and can fly the
helicopter safely. In the rear area of
the UH-1D, there are two workplaces
for flight test engineers. They can carry
out tests which would be too much
to expect from the pilots, due to their
complexity.
The holder of the mission equipment
carrier is the armaments technology
service department no. 61 in
Manching. The utilisation of the MAT
is coordinated by ESG. Starting in
June 2006, it will also be available to
industry.
“State of the art” as the
standard for safety
The clock is ticking! In less than two
years, all employers in Germany must
have completely implemented the industrial
safety regulations. All existing
and newly bought tools, devices, machines
and systems which fall under
the regulations must undergo a risk
analysis regarding risks which could
affect the employees. Different than
before, the employer will also be obligated
to include interaction with other
work equipment and substances, as
well as the environment, in future risk
assessments.
ESG has developed a tool with
which the regulations can be implemented
economically and efficiently.
With OSIMA, risks can be systematically
assessed and protective measures
taken. It is already being put to
use by the Bundeswehr. The name
OSIMA stands for Object Safety Information
Management Assessment.
OSIMA offers a multitude of functions,
e.g. a database for hazardous
substances and a training module. A
complete risk assessment with OSIMA
makes work safer and satisfies the
legal requirements. And, by the way,
when unnecessary burdens are eliminated
and work accidents are avoided,
that means real money in the pocket
of every employer. A comprehensive
risk assessment saves direct and indirect
accident costs and offers legal
certainty.
Company goals control
learning concepts
“... Thank you very much for buying
your car from us and have a lot of fun
with your new vehicle!“ Or something
to that effect should be the way to say
good-bye to a customer at an automobile
dealership. The fact that it isn’t
always so easy to be so successful is
demonstrated by the benchmarks of
the individual makes and automobile
dealerships. Why is one salesman better
than another? Often, the answer is
simply: Because he was better taught
in training sessions how to do his job
right.
The focus of such training concepts
is usually to communicate
the knowledge of a new product or
about a process – usually independent
of the respective company goals,
however. All employees are trained uniformly,
based on a long-term training
schedule. The motto: Every employee
should go through approximately the
same number of training sessions.
ESG has deliberately taken a new,
multi-dimensional path for the past
several years. The company goals of
the customer, such as price stability,
market growth or market share, have
the highest priority here. All training
activities are oriented toward these
goals. ESG has proven successful
in the conception and realisation of
training sessions based on just these
company goals, and they develop an
optimal training schedule.
The customer employees are no
longer trained according to the “watering
can principle”. Rather, they are
trained specifically according to their
strengths and weaknesses, based
on their needs and their contribution
to the company goals. This individual
approach has had a good response
over the entire training landscape, for
example, at congresses and seminars.
The Learntec trade fair, which took
place in February 2006, confirmed
this trend in a multitude of presentations.
As one of the first training providers,
ESG already began a few years
ago with allowing individual training
segments to flow into the training
concepts in the form of coaching.
Automobile manufacturers, such as
Smart, General Motors and Daimler-
Chrysler have already benefited from
the expertise of ESG.
Maintaining navy capabilities
An institution is going into retirement:
By the end of this year, the last Breguet
Atlantic airplanes will be put out of
service. To replace the outdated airplanes,
the Bundeswehr will buy eight
P-3C ORION mission airplanes from
the Dutch navy. This should maintain
their surveillance and reconnaissance
capability – which is vital for NATO
missions.
ESG is playing a major role in integrating
the P-3C ORION into the
Bundeswehr. Together with the EADS
subsidiary DFW, ESG won the contract
as “system servicing company”.
The two companies are breaking new
ground with this cooperation, and will
take care of maintenance operation,
the entire material management, the
technical/logistical support and will be
responsible for the development and
coordination of prototype testing.
As the first concrete assignment
from the basic agreement, which
the bidding partners closed with the
German Federal Office of Defence
Technology and Procurement (BWB),
ESG is responsible for transferring
the Dutch material to Germany. The
Dutch spare parts inventory and the
associated documentation are also
included in the total price which the
Bundeswehr is paying for the eight
mission planes. ESG will take on this
material and integrate it into the Bundeswehr
warehouses. Further services,
such as the technical/logistical
support for the functional equipment
or the development support, are in the
planning stages.
Roll-outs made to order
Austria is the land of the e-card. Approximately
8.2 million of the green
social security chip cards were distributed
within the last year throughout
the entire republic. Over 98% of all
Austrians use the card, which replaces
the paper health insurance certificate
and the EU international health insurance
certificate.
ESG made a decisive contribution
to the successful introduction: The
company was assigned to ensure the
success of this project by means of
so-called external project controlling.
External consultants, who themselves
are not involved in the development
of project hardware or software, are
to continuously keep track of project
progress, recognise risks and suggest
measures for solving any problems.
ESG’s know-how convinced the e-card
executives: Even after the introduction,
ESG will continue to act as consultants
for the strategic further development
of the chip card system.
With the support of ESG, the
e-card plan stayed on schedule. The
roll-out started at the beginning of
2005 and has been completed in the
meantime. Meanwhile, 350,000 patient
contacts are processed with the
e-card system every day. The acceptance
among insured persons is very
high. A questionnaire on behalf of the
main association showed that only
about 4% miss the old health insurance
certificate. 96% of the population
are happy with the e-card. “The
executives in Austria have shown how
one can successfully handle a complex
IT project,” said Christoph Dyck
(ESG). “If one considers the large
number of similar projects in Germany,
which have never really got off
the ground, one can nearly automatically
conclude: Even here in Germany,
many projects could profit from external
project controlling.”