Treffer für: Osram

Improve product value and reduce total cost for OSRAM is a major goal of Cost-Engineering. Target is to enhance the approach of strategic cost analysis with specific technical expertise to improve product value and cost, by applying a dedicated set of cost and value levers.
Benefits for our business: reduces material cost, provides production technology expertise, improves supplier productivity and collaborates with cross-functional partners in design optimization.
The Cost Analysis and Optimization approach provides cost transparency in all details of the manufacturing process – this serves as a basis for targeted optimization of the suppliers, productivity, our product specification and help to push negotiations based on real prices instead of market prices.
Products and process costs must be evaluated in detail before starting new product proposals. This has to be done always under the consideration of TCO (Total Cost of Ownership) with the support of the Cost Analysis and Optimization Software Tool which need to be implemented within that IPA Project for Electronics.

The need to reduce the quantity of resources used while increasing production output is key.
Therefore we need to improve the productivity of resources (Material & Energy).
As result we want manufacture as much as possible from the use of a given quantity of raw materials and energy.
A paradigm change is needed to achieve this: Instead of “maximum profit from the minimum of capital” we need to achieve “maximum profit from the minimum of resources”.
Whatever waste or heat there is in a process must be determined and evaluated within the different manufacturing process.
The specific final energy consumption in manufacturing industries in Germany was reduced by 64 % between 1960 and 2000.
Prerequisites for these increases in resource efficiency were and still are technological innovations.
Companies that are acquiring a cost advantage today through efficiency technologies will further consolidate this advantage in the future.

There are many options to setup a new prototype production line for Light Engines.
Fast ”Time to market” is important, even with a high part of Project business with Customers. A Region for Region setup is defined. The Product focus is to put on Electronic Light Engines “LE” for the European Market.
Prototyping is evaluated as a huge opportunity for new business creation.
Aim is to deliver prototypes to customers by provided design with short lead time of 2 weeks.
The technology within the Prototyping line is already evaluated within an IPA17 Project and results are the baseline.
Risk Evaluation of different setups is mandatory: financial, timeline, legacies (e.g. existing products and EHS risks).

There are many options to setup a new prototype production line for Light Engines.
Fast ”Time to market” is important, even with a high part of Project business with Customers. A Region for Region setup is defined. The Product focus is to put on Electronic Light Engines “LE” for the European Market.
Prototyping is evaluated as a huge opportunity for new business creation.
Aim is to deliver prototypes to customers by provided design with short lead time of 2 weeks.
The technology within the Prototyping line is already evaluated within an IPA17 Project and results are the baseline.
Risk Evaluation of different setups is mandatory: financial, timeline, legacies (e.g. existing products and EHS risks).

Improve product value and reduce total cost for OSRAM is a major goal of Cost-Engineering. Target is to enhance the approach of strategic cost analysis with specific technical expertise to improve product value and cost, by applying a dedicated set of cost and value levers.
Benefits for our business: reduces material cost, provides production technology expertise, improves supplier productivity and collaborates with cross-functional partners in design optimization.
The Cost Analysis and Optimization approach provides cost transparency in all details of the manufacturing process – this serves as a basis for targeted optimization of the suppliers, productivity, our product specification and help to push negotiations based on real prices instead of market prices.
Products and process costs must be evaluated in detail before starting new product proposals. This has to be done always under the consideration of TCO (Total Cost of Ownership) with the support of the Cost Analysis and Optimization Software Tool which need to be implemented within that IPA Project for Electronics.

The need to reduce the quantity of resources used while increasing production output is key.
Therefore we need to improve the productivity of resources (Material & Energy).
As result we want manufacture as much as possible from the use of a given quantity of raw materials and energy.
A paradigm change is needed to achieve this: Instead of “maximum profit from the minimum of capital” we need to achieve “maximum profit from the minimum of resources”.
Whatever waste or heat there is in a process must be determined and evaluated within the different manufacturing process.
The specific final energy consumption in manufacturing industries in Germany was reduced by 64 % between 1960 and 2000.
Prerequisites for these increases in resource efficiency were and still are technological innovations.
Companies that are acquiring a cost advantage today through efficiency technologies will further consolidate this advantage in the future.

There are many options to setup a new manufacturing location. Fast ”Time to market” is important, even with a high part of Project business with Customers. A Region for Region setup need to be considered. The Product focus is to put on Electronic LED Drivers “Optotronic” and Light Engines for the European Market.
Supporting R4R approach (Reduce lead time, improve cash flow) Evaluation of Setup of a new in-house electronics manufacturing plant for the EMEA market is needed.
The OSRAM BU-LLS is seeking for a new low cost EEU in-house production setup to support R4R strategy EMEA. Therefore a Benchmark of a Brownfield solution (rent, buy) and a full Greenfield solution is requested.
Risk Evaluation of both options is mandatory: financial, timeline, legacies (e.g. existing products and EHS risks).

The goal within this project is:
– Define and Analyze Production strategy
– Benchmark Brownfield & Greenfield approach TCO
– Define Production line setup with Layout planning and Capacity calculation
– Propose input for R&D on Design

OSRAM is seeking for Innovative Products and Solutions in order to shape the market and could bring OSRAM to have unique selling points for the Customer, even at low prices. Drive Competitiveness is key.

Products feasibility and process costs must be evaluated in detail before starting new product proposals. This have to be done always under the consideration of TCO (Total Cost of Ownership).

To benchmark and select right material combination by highest performance and lowest price is mandatory. Our Customer is only willing to pay for the defined live time by always same performance. So the Properties are defined on Marketing / Product Specification and R&D need to deliver by lowest cost.

The goal of this project is to evaluate and come up with a design & logistic material flow concept for a flexible cell line for the production of electrical drivers for the LED. Because of their numerous advantages compared to traditional light bulbs, light emitting diodes are the future of the lighting industry. To operate light emitting diodes electrical drivers are needed which are produced by OSRAM. In the future, a wide range of ballast types need to be produced to meet customer request & demand. Because of the variation of products and volume that need to be produced, the current line needs to be reorganized to be more flexible and to react better to the market requirements. In order to determine the best possible cell line five potential cell design solutions were considered. These solutions have to be evaluated using qualitative and quantitative methods. The solution with the best results will be setup at OSRAM production locations.

OSRAM is seeking for Innovative Products and Solutions in order to shape the market and could bring OSRAM to have unique selling points for the Customer, even at low prices. Drive Competitiveness is key.

Products feasibility and process costs must be evaluated in detail before starting new product proposals. This have to be done always under the consideration of TCO (Total Cost of Ownership).

To benchmark and select right material combination by highest performance and lowest price is mandatory. Our Customer is only willing to pay for the defined live time by always same performance. So the Properties are defined on Marketing / Product Specification and R&D need to deliver by lowest cost.

Existing Electronic LEDr Classic A – Lamp production in Eichstätt to be improved.

Ziel ist es, die Lebensdaueruntersuchungen für Leuchtstofflampen rechnergestützt zu überwachen und durchzuführen

Im OSRAM Lampenwerk Augsburg werden Leuchtstofflampen und Kompaktleuchtstofflampen an hochautomatisierten, schnelllaufenden Fertigungslinien hergestellt.
Der Fehler „Leuchtstoffschicht verfärbt“ ist in der Lampenfertigung ein immer wieder auftretendes Phänomen, welches zu erhöhtem Ausschuss und Nachkontrollen führt. Zusätzlich birgt er das Risiko, dass der Fehler bis zum Kunden durchdringt.
Im Rahmen eines Six Sigma Projektes soll dieser Fehler analysiert und mit geeigneten Korrekturmaßnahmen deutlich verbessert werden.

In der Projektarbeit soll die „No Touch Time“ (Zeit zwischen zwei Eingriffen in den Fertigungsprozess) an einer voll automatisierten Hochleistungsfertigungslinie für Kompaktleuchtstofflampen ermittelt und mit geeigneten Maßnahmen deutlich verbessert werden.

Im OSRAM Lampenwerk Augsburg werden Leuchtstofflampen und Kompaktleuchtstofflampen an hoch automatisierten, schnelllaufenden Fertigungslinien hergestellt.
In einer Projektarbeit soll nun die „No Touch Time“ (Zeit zwischen zwei Eingriffen in den Fertigungsprozess) ermittelt und mit geeigneten Maßnahmen deutlich verbessert werden.

Optimierung der Längenumstellung an der Fertigungslinie FL15 im DULUX-Lampenwerk in Augsburg

Einführung von TPM (Total Productive Maintenance) mit Integration einer SAP/R3-Unterstützung von Instandhaltungs- und Wartungsanalysen

Einführung von TPM (Total Productive Maintenance) im Werk Augsburg mit Integration einer SAP/R3-Unterstützung von Instandhaltungs- und Wartungsanalysen