Projects and Challenges
in Development

Since May 2023, I have been primarily focusing on research and development within our company – a role I embrace with great passion. I am also pleased to have colleagues who share this enthusiasm with me. In the following, I’d like to share some thoughts that come to mind in connection with my work. Additionally, I aim to provide insight into what the development department is working on, the fields it is exploring, and the driving forces behind its efforts.

In the media, we often hear and read news about industrial innovation and competitiveness. Examples range from companies like Zeiss, which manufactures lenses for semiconductor mask illumination with unmatched precision that has left competitors behind, to questions about whether the German automotive industry has lost its edge in the field of electric mobility.

Many major companies have failed because they could not keep up with competitors, while others have risen to prominence because someone dared to reimagine the status quo – like the belief that a phone should have a touchscreen instead of a keyboard.

Only innovations maintain the competitiveness of companies, which is why these two terms belong together. Successful companies are distinguished by their culture of innovation, which involves every employee and is often quantifiable. For instance, one common metric is the percentage of revenue generated by products less than five years old. In this context, development failures are acceptable. If companies only pursue projects with guaranteed success, very few initiatives will ever be undertaken.

To summarize: successful companies are technology-driven.

New, innovative products drive investment by offering customers advantages in terms of quality and cost. Existing machines or systems are replaced when the upgrade provides a tangible benefit. If new equipment promises reduced energy consumption and lower maintenance needs, customers are willing to invest if they can expect a reasonable payback period.

Other drivers of innovation stem from new processes and requirements. However, this brings risk—some existing products may become obsolete, potentially leading to lost markets.

Companies must address this by substituting lost products with new innovations to remain viable.

Fundamentally, developments should be customer-driven. The real skill lies in understanding what the customer will need before they do. Achieving this requires companies to be deeply familiar with the challenges, methods, and workflows their customers face. The era of being a mere machinery supplier is over. Today, businesses must act as solution providers, using their products and services to solve customer problems. The specific tools and technologies used to achieve this are secondary.

An increasingly important aspect is the maintenance, repair, and troubleshooting of our products. The complexity of all products has increased—something we’ve all experienced. For instance, while an owner of a VW Beetle might have removed its engine with relative ease, a VW Golf would prove far more challenging. Our customers face similar challenges, particularly with electronic control systems. The complexity of the software involved often exceeds the understanding of ordinary users, leaving them overwhelmed when issues arise. The same applies to mechanics, where optimized assembly processes now demand precise, predefined sequences.

Customer demands are not the only triggers for development. New manufacturing and treatment processes, such as the HFMI process (High Frequency Mechanical Impact—post-treatment of weld seams to reduce stress concentrations), allow materials to endure higher loads. This leads to lighter, more efficient designs with better reliability.

While new developments in the past were quickly translated into physical prototypes, almost everything can now be simulated. Powerful simulation software allows us to calculate strengths, flows, magnetic fields, and more on advanced computers.

For example, with the new JM drives, we used simulations to calculate magnetic configurations and designs in advance. The computed solution was directly implemented, and final testing confirmed that the anticipated performance was achieved.

Figure 1: Magnetic Induction in the JM6

A similar process was applied to the J-Flow, where its geometry was optimized using a flow simulation without the need to fabricate any components. During development, CFD (Computational Fluid Dynamics) allowed us to optimize the impeller of the J-Flow, reducing energy consumption by more than 40%. By leveraging CFD, we were able to analyze and refine the impeller’s properties better than the impeller’s original supplier.

Figure 2: Streamlines in the J-Flow 900

Of course, the required software is expensive, and it takes expertise and experience to use it effectively. However, the time savings and cost reductions from eliminating prototype fabrication and modifications are exponentially greater.

There are often opportunities to find open-source software that is free and can even be used in commercial applications.

As an example, the geometry optimization of the JM6’s base pan is shown below. By removing low-stress areas, we reduced both the weight and the required installation space while fully utilizing the material’s strength.

Figure 3: Geometry Optimization of the JM6 Base Pan

Significant progress has also been made in measurement, control, and automation technology in recent years. Numerous sensors and actuators now combine high performance with robustness and affordability, enabling the monitoring, control, and optimization of machines and systems.

A key concept in this area is Predictive Maintenance. This involves identifying potential component failures before they occur and replacing the part during a scheduled maintenance window, avoiding unplanned downtime caused by unexpected breakdowns.

To implement predictive maintenance effectively, sensor data must be collected, correlated, and contextualized to assess the machine’s condition and performance level. In the coming years, this will become one of the most critical topics for innovation.

It is essential to note that development efforts depend on the support of the entire company. The development department often comes up with unconventional ideas and concepts that might initially seem perplexing. Without the backing of everyone, however, these ideas will never evolve into successful products. Every suggestion, thought, and piece of advice is welcome and considered.

My personal motto in this regard is: “Embarrass yourself daily.” Share all your thoughts, no matter how absurd or outlandish they may initially sound. Whether they are truly impractical requires closer examination.

To be an innovative, future-oriented company, employees must stay curious, remain open to new ideas and technologies, continually challenge their actions and thinking, and never settle for the easiest solution. This requires maintaining high personal standards and embracing challenges from various perspectives with enthusiasm and determination.

Thomas Hypki