Annual Report 2012 - Knorr-Bremse AG.

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120 Report Market successes // Rail vehicle systems driverless trains the entire software program is currently being completely rewritten to meet CENELEC standards. The Rio Tinto project started in 2011 with a series of studies and tests. In 2012 LEADER entered service in conventional assistant mode, and the level of automation will increase up till 2015, when driverless trains controlled by LEADER will finally be achieved. Prizes and awards Budapest 5-day factory is voted “Factory of the Year” Every year, the trade journal “Production” and management consultants A.T. Kearney hold a competition to find the most progressive production facilities. In the German-speaking world and Eastern Europe the competition is regarded as the toughest and best-established benchmark for the industry. The 2012 winner in the “Excellent Value Stream” category was Knorr-Bremse Rail Vehicle Systems’ production site in Budapest – the division’s largest European facility. As a result of steady growth in demand the existing plant had reached the limits of its capacity, and in 2010 Knorr-Bremse reopened its production site. The plan was to completely reorganize processes along the value stream with a focus on greater flexibility and efficiency by shortening throughput times, maximizing schedule effectiveness and further improving the already high standards of product quality. Three years on, product throughput times have been reduced from 25 to five days – a unique achievement for a factory producing low unit volumes for the rail market. It was during the planning phase for the construction project that the concept of the “5-day factory” was developed – 80% of production volume was to pass through the factory within five days, from the start of production via surface treatment and assembly to final delivery. With this new concept – which was the clinching factor in winning the “Factory of the Year” accolade – Knorr-Bremse managed to unite two important elements: high numbers of multiple variants with low unit volumes on the one hand, and very short throughput times combined with high flexibility on the other. This was achieved by ensuring that supplier and procurement processes guaranteed virtually 100% availability of materials and by carrying out all the relevant processing steps in on-site production cells. To do this, Knorr-Bremse integrated a Shared Technology Center (STC) into the factory. Single-piece production is carried out on the basis of standardized work processes, and Heijunka planning identifies the optimum quantity and sequence for manufacturing products. Development work is also integrated into day-to-day activities at the plant in order to rapidly and efficiently utilize feedback; and transparent information processes improve communication in all areas. Knorr-Bremse Suzhou wins Management Innovation & Excellence Award With the opening of its new Suzhou II plant in 2011, Knorr-Bremse became one of the biggest suppliers in the Chinese rail market. One year later, the site won the coveted Management Innovation & Excellence Award from the province of Jiangsu. The project submitted for the award was the so-called “Knorr Suzhou Design Team Innovation Plan”. The R&D team for the project was set up in 2009 and tasked with aligning localization of Knorr- Bremse products as closely as possible with the needs of local customers. This involved, amongst other things, pre-development, design proposals, validation and error analysis.
Report 121 In its Rail Vehicle Systems plant in Budapest, Knorr- Bremse reduced throughput times from 25 to 5 days.
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Knorr-Bremse Group Annual Report 20
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Main Majority-owned Subsidiaries of
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Supervisory Board 3 Overview 04 06
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2012 at a Glance 5 January Rolf Hä
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Executive Board 7 Klaus Deller Dr.
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Supervisory Board 9 Wolfgang Hubert
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Supervisory Board 11 and the compan
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14 The State and Development of Kno
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16 Development of the Knorr-Bremse
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18 velopment network continued. Thu
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20 Overall assessment of the econom
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22 Regional developments by divisio
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24 In this market environment, the
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26 to falling exports but also to s
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28 Research and development As a te
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30 Corporate responsibility and sus
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32 implicit in the changing state o
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34 Outlook In the next two years, K
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Report Despite a volatile business
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Report 39 YOU CHOSE TO DEFINE NEW C
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Report 41 partners and customers as
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Report 43 aiming to use them as a f
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Itupeva, Brazil Westminster, USA
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48 Report Site-specific projects //
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PRODUCTS TRADE FAIRS Technological
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60 Report ProduCts // Rail vehicle
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66 Report ProduCts // Commercial ve
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68 Report ProduCts // Commercial ve
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Page 81 and 82: Report 79 Expo Ferroviaria 2012, Tu
Page 83: Report 81 tive service strategies -
Page 87 and 88: Report 85 Service Knorr Excellence
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Page 97 and 98: Report 95 Bendix expands remanufact
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Page 102 and 103: 100 Report Knorr Excellence A progr
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Page 106 and 107: 104 Report External ratings
Page 109: MARKET SUCCESSES Passion “We are
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Page 133: Corporate Responsibility Employees
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Page 143 and 144: Report 141 Corporate Responsibility
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Page 147 and 148: Report 145 Knorr-Bremse certified i
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Page 152 and 153: 150 Notes to the Consolidated Finan
Page 168 and 169: 166 • Commodity contracts are use
Page 170 and 171: 168 SEGMENT REPORT Segment Report i
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170 STATEMENT OF CHANGES IN GROUP E
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172 CONSOLIDATED BALANCE SHEET Cons
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Contact Knorr-Bremse AG Moosacher S
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