Inspiration book 2019 - Factories of the Future use cases

FACTORIES OF THE FUTURE
12 use cases
Geert Jacobs - Expert Innovation
INSPIRATION BOOK

FOREWORD
Howcanaproductioncompanysuchasyoursarmitselfforthechallengesahead?Howareothercompanies
tackling this issue and who is taking the lead in Belgium?
Discover which levers the 12 Factory of the Future winners of 2019 use to embrace the future.
Belgium has had 32 factories of the future since 26 March 2019. These winners have invested a total of
€850 million in R&D over the last 5 years,creating an average of 15% extra employment.
These hyper-performing manufacturing companies have opted to boost their competitiveness by means
ofintegratedtransformationprocessesfromtheFactoriesoftheFuturetransformationplanofAgoriaand
Sirris.
They have moved into a pole position by investing smfart in the further automation and digitization of
their production apparatus and their employees. They can thus be flexible, efficient and cost effective in
the world of tomorrow, capable of innovating so as to anchor production activities even more strongly in
our country and continue to grow.
Where is your company at? Are you ready for the future? Complete our Factory of the
FutureScanandtakethefirststeptowardsasustainablefuture.Benchmarkyourcompany
with your peers!
2 FactoryoftheFuture-2019
Geert Jacobs
Expert Innovation
Factory of the Future
Geert.jacobs@agoria.be
+32 2 706 79 69
Thesearticleswerewritten
incollaborationwithMotionControl

#1AWEUROPE:7transformationsasacatalystforinnovation
A philosophy whereby in which people play a central role and circumstances are created for staff to
function optimally within an organisation,thus producing the best possible quality.This is the mission
AW Europe would like to realise.Add customer satisfaction and respect for the environment and you
have the ideal Factory of the Future Award 2019 winner.
Groupe Aisin AW
The Aisin AW Group has its origins in a Japanese-American
joint venture set up in 1967 (Aisin-Warner). It is a leading
manufacturer of automatic transmissions and a pioneer
in the area of navigation systems and infotainment for the
automotive industry. For example, Aisin AW developed the
first navigation system with a human voice.
Thegrouphasapproximately25,000employeesworldwide,
in Japan, South Korea, China, the USA and Europe. The Bel-
gian branches are located in Eigenbrakel and Baudour.
AW Europe
AW Europe has its headquarters in Eigenbrakel and a pro-
duction site in Baudour. The European branch was opened
in Belgium in 1990 as a result of the relocation of their lo-
gistics centre. Originally, Eigenbrakel focused mainly on
research and development, computer and software design
and calibration tests. In 1997, a factory was built in Baudour
to further develop the business. Nine hundred people cur-
rently work at these two Belgian sites.
Business
AW Europe performs a large range of lines of business,such
as annual repairs and overhaul of about 2,000 transmis-
sions and the storage and distribution of spare parts. The
most important business is the production of 6,000 elec-
tronic cards for transmissions every day,i.e.1,200,000 cards
annually, or 70% of the annual volume required for a well-
known car brand.
Other transmission models with software are received in
Europe from Japan. Given the time it takes to reach Europe
by sea, the software on these cards may be outdated by the
time it reaches its destination.
ThesetransmissionsarethereforesenttoAWEurope,where
they are installed on an automatic transmission line. The
electronic card is automatically connected to a flash system
to write the required software on the cards. The transmis-
sions are subsequently dispatched to the customer.
The Baudour site is both a production unit, a buffer stock
and a logistics hub, which is essential for most car brands
assembled in Europe.
The Factory of the Future Award is an internal business card
for AW Europe

Winning the Factory of the Future award is the highlight of
our hard work and investments in time and money. Com-
panyrationalesforcompetingfortheawardmaydifferfrom
one to another. For AW Europe, it was mainly for internal
use, as Jacques Fils, the operational director, tells us: “The
seven transformations summed up by Made Different have
formed part of the AW Europe company culture for quite
some time. We have adapted many of our skills to these
objectives in the Industry 4.0 era. In the field of mechanics
and electronics as well as handling spare parts and paying
attention to emerging technology related to electric cars.
We have also applied the TPS system (lean manufacturing
implementation system), which over the years has signifi-
cantlyimprovedtheintegrationofautomationanddigitisa-
tion of our production lines and the skills of our teams.
“We mainly participated in this competition
to inspire internal work methods within the
group. We consider the award to be a catalyst
for innovation for business in general. For our
company, it is a business card we can show to
allourgroupcompaniestodemonstrateourle-
velofexpertiseandor-
ganisation. A clear
identity within a
group as sizeable
asoursisvital.”
JacquesFils,
AWEurope
Teamspiritalsoplaysapart;theawardisthecrowningglory
of all our work and it is extremely motivating to see our ef-
forts rewarded in this way. Our good reputation also means
thatourproposalsarelikelytobeevenbetterreceivedatthe
Japanese headquarters.”
A few elements were adapted based on the conclusions of a
previous analysis team during the preparations to register
for this competition.
The transformations below had already been underway or
completed before we decided to participate in the compe-
tition.
Networked Factory
All the products and technology used meet the most ad-
vanced technology requirements.
Integrated Engineering
Taking the complete value chain into consideration is a gi-
venatAWEurope,whereeachstepisanalysedtodetermine
the technical,financial and environmental impact.
Digital Factory
Human Centred Organisation
These two issues are usually discussed separately, but at
AW Europe, the digital and the human are closely related,
digitisation having been implemented on the basis of the
employees’differing professional expertise within the com-
pany.Jacques Fils explains:“We created a digital library sys-
tem that contains everything required for the analysis de-
mand of the various departments within the company. This
massive databank is still under construction and has been
designed according to the principle of data warehousing.”

Networked Factory
This issue is often misinterpreted and causes reluctance
because it means that the information and know-how ac-
quired by the company over the years is made available to
partners and suppliers. At AW Europe, this network has fo-
cused mainly on partnerships with technical colleges and
universities. For example, we are now piloting a PhD to stu-
dytheuseofAIinthemanagementofdecisionsystemsand
preliminary decisions.
Eco Factory
AW Europe constantly reflects on environmental topics
such as decreasing corporate waste. We have also imple-
mented geothermal and solar panel energy generation and
are considering the installation of a wind turbine.
Smart Manufacturing
“The continuous improvement of production processes
forms part of our DNA and means we can acquire new
customers and remain competitive within the group, even
when these projects are increasingly side-lined.”
Smart Business
Smart business is synonymous with innovation in existing
production resources, but also involves the prediction of
future trends. The automotive industry is changing: electric
cars are the future and transmissions must be handled with
care given the high voltage of some of the parts. However,
the current energy transition within the automotive indus-
try will not only involve electricity, despite its current lea-
ding position in the world. Research into conventional cars
has already been halted in Japan and replaced with studies
on electric cars, although, at the same time, various brands
are also investing in hydrogen vehicles.
Watch the video :
https://youtu.be/t6yeBR2TkjY

#2BMTAerospace’sbusinesstakesoff
Airbus,Embraer,Sikorsky,Sukhoi,Boeing,...These are all big names that will appeal to the imagina-
tions of those who love aviation.But did you know that all these large companies share a Belgian sup-
plier in common? Its name is BMT Aerospace.The emphasis it places on digitalisation,extreme preci-
sion and development of highly specific production machinery have earned the Oostkamp company a
Factory of the Future Award.
“Growing faster than the sector itself”
BMT Aerospace is part of the BMT Group, which employs
6,000 people worldwide. BMT’s roots lie in the rack-and-pi-
nion industry, within the Watteeuw firm. At the end of the
1980s, BMT began to produce parts, for Airbus in particular.
Today, BMT Aerospace has 3 subsidiaries: at Oostkamp, Fra-
ser and the new plant in Romania. 110 people are currently
employed at Oostkamp. How does the future look for the
aerospace sector? Koen Devolder is bullish: “At any given
moment,thereareonaverage10,000aircraftinthesky.The
vast majority of these are ‘single aisle’ models, i.e. aircraft
such as the Airbus A320 and the Boeing 737. There are cur-
rently 6,000 orders on the books for this one Airbus alone.
This will ensure a production rate of 600 to 700 units per
annum for a number of years to come. Our aim is to grow
fasterthantheaveragegrowthratefortheaerospaceindus-
try,which is a major challenge.”
It’s all about slats and flaps
When you board any passenger aircraft, there is a one-in-
two chance that one of its components ensuring you fly
in complete safety will have been made at Oostkamp in
Western Flanders. The range of parts manufactured by the
company is limited in size, but not in terms of quality: they
are important components of aircraft wings.The company’s
main business is the production of complex ‘rack & pinion’
systems.
Koen Devolder, site general manager: “An ordinary rack is
in fact a straight gear rack, but the ones we make are much
more complex. Our product is a perfect sector of a circle,
which has to be finished with an extremely high degree of
precision machining.
These specific rack & pinion systems are used on the wing
slats of most commercial aircraft, such as the Airbus A320.
The slats are deployed along the length of the wing’s lea-
ding edge. They provide greater lift at the time of take-off
and shorten the landing time, as the ground speed can be
slower.”
“At BMT Aerospace, we produce parts for a second impor-
tant aircraft component: flaps. Their function is compa-
rable to that of slats–greater lift at the time of take-off and
a shorter landing time – but flaps are positioned at the trai-
ling edge of the wing. We produce these assemblies for the
Airbus A350.Our sister companies also produce other parts,
such as transmission components for helicopters and gears
for jet engines.”
Certification: a challenge in itself
In the spring of 2019, the topic of aircraft safety received
extensive media coverage,in light of the software problems
encountered by the Boeing 737 Max.
Nevertheless, aeroplanes are, and will remain, the safest
form of transport. The risk of dying in a car accident is
around 1,000 times higher than in a plane crash.This statis-
tic is a reflection of the very strict certification process that
exists in this sector.
Koen Devolder: “Under EASA (European Union Aviation
Safety Agency) rules, everyone who wishes to deliver a fini-
shed product for use in the aerospace industry must be cer-
tified to this end and the production processes themselves
mustbecertifiedbyNadcap.Thiscertification,showingthat
a company’s processes meet aerospace industry standards,

is granted only after strict audits have been performed. On
average,we are audited on 23 days a year.”
“The requirements imposed on our parts are extremely
stringent, and include: goods inward inspections, tensile
tests, production measurements, hardness measurements,
destructive testing, metallurgic structure inspection, ins-
pection on grinding burn, MPI crack detection, CMM di-
mension checking, and lastly, final inspection. In most
cases,100% of our parts have to undergo these tests.In fact,
it’struetosaythatasmuchenergyisdevotedtotestingasto
the production process itself.”
What is special about BMT Aerospace is that the company
deals with the whole production process,from raw material
through to finished product. However, given the nature of
the production process–involving precision machining and
specific processes – this is a major challenge. Machining of
roughcuts,heattreatment,copperplating,case-hardening,
cold forming,phosphate coating and specialised testing ac-
tivitiesarejustsomeofthemanyprocessescarriedouthere.
Koen Devolder: “We start with the forging and end with a
fully finished part. During this process, the part undergoes
several very specific stages of machining, involving mecha-
nical and chemical processing, as well as heat treatment.
Consequently, developing our industrial plant is really a
task for the experts. You won’t find much standard ma-
chinery here.”
Three transformations
For BMT Aerospace, the road to the Factory of the Future
award began in early 2017.
Devolder:“We began by completing a self-calibration ques-
tionnaire. This identified a few points requiring action. Du-
ring the next phase, we appointed a program manager. As
our results for the ‘Digital Factory’ section could have been
better, we also decided to recruit a digitalisation expert. We
also visited a number of former prizewinners and attended
afewsessionswithAgoria.Wealsosoughtpartnerstoassist
us with our transformation. This taught us a great deal, but
in the end, we went ahead with the task ourselves, without
any help from consultants.”
“Atthenextstage,wesubmittedaroadmaptoAgoriainlate
2017, showing our projects in progress, plus some potential
measures that we needed to evaluate.This was the basis for
our work. We wanted the programme to make a genuine
contribution to our company’s profitability. The idea was
that Factory of the Future should be more than just a ban-
ner adorning the frontage of our site. We wanted the title
to really have a positive influence on our activities. Our best
scores were for the ‘world class production’, ‘networked fac-
tory’and‘digital factory’transformation categories.”

Advanced Manufacturing Technologies
Transformation no. 1 concerned the production process:
this is precisely where BMT Aerospace excels. Henk Vincke,
Supply Chain Manager, comments on these adaptations:
“We began by analysing changes unfolding in our business
model. Customer are becoming more demanding, in terms
of pricing and precision. So, the challenge lies in produ-
cing goods more cheaply, while at the same time reducing
tolerances. In the case of some parts, these tolerances can
be up to ten times tighter. We also noted that our product
range was increasing in size, from around forty 40 lines ten
yearsagoto110today,withmorecomplexassembliesbeing
added.Volumes are constantly rising.too.”
“For some time now, we’ve been using a ‘technology road-
map’ to compile a list of innovations that may be of interest
to us. Last year, for the first time, we drew up a technology
roadmap specifically tailored to Industry 4.0. This year, we
alsoprepareda3Pworkshop,inthecontextofwhichweper-
formed a comprehensive analysis of our largest production
line for A320 racks – which represent our largest volume –
with a view to reorganising it. Two new concepts emerged
from this, together with ten or so new techniques. We are
nowexaminingthefeasibilityofthesetechniques.Someare
not yet available on the market, while others are, but have
not yet been applied in the aerospace sector.”
“Some of our most impressive current production facilities
are: the die quenching installation, the joint automated
feed for four CNC machines, robotised shotpeening and
an automated installation for chamfering, milling and de-
magnetisation. The introduction of vacuum furnaces and
installation of the five-axis grinding machine, which can
perform both grinding and milling operations, were also
highlights. However, this work is ongoing. Investments
have been made in camera measuring,automatic measure-
ment of cutting tools, the turning/milling machine with a
built-in washing machine, … Next year, we’ll be working on
the pre-milling of racks and the transportation to the next
process. We are also working on a number of new projects,
such as research into new, easy-to-maintain rack & pinion
concepts, grinding machine automation and developing
our knowledge of techniques such as zinc/nickel and 3D
printing.We are also testing materials such as titanium.”
“All of this represents a vast amount of work, but it will be
worth it in the end.As a result,the number of hours worked
per part has fallen,despite the growing complexity of these
parts. There has also been a huge fall in the percentage of
metal scrap we generate,from 3.5 to approx.2% on average
in 2018. Delivery reliability has risen spectacularly. Back in
2013 it was still 75%,compared to 99.5% in 2018.”
“What’s more, I’d like to emphasise that we have never lost
sight of the people working for us at shopfloor level. For
example,weintroducedself-managingteamsaspartofthis
programme.This arrangement is working well and our ope-
rators are enthusiastic about it too, but you have to make
sure this enthusiasm doesn’t slowly dwindle. This could
happen for example whenever the same person always car-
ries out the enjoyable tasks, and vice versa for the less plea-
sant tasks.”
Networked Factory
When we hear the term ‘production network’, we often
think that this is about the ways in which companies and
processes are digitally connected. In the Factories of the Fu-
ture context however, it means something quite different:
companies are evolving from solo actors into networked
organisations. This means that risks and capital can be split
between the various components making up a coherent
network.An optimised ecosystem of suppliers and partners
createsspaceforflexiblecooperationagreements.JanPeirs,
BMTAerospaceR&Dengineer,approvesofthisvision:“BMT
isn’t an island. We form a network, together with several
types of actors: the authorities, other companies, educa-
tional establishments, suppliers, customers, institutes spe-
cialising in knowledge, and others. If we look for example
at the relationship with our suppliers, it goes much further
than a straightforward purchaser/seller relationship. We
work closely together on developing prototypes, we provi-
de advice and we perform testing together. This situation is
beneficial for both parties. As a customer, we have a special
relationship,withaccesstotheirtestinglaboratory,theirex-
pertise and their solutions. The supplier, for its part, enjoys
direct access to the application for which its items are used.
This also applies to situations where we are the supplier.
Thus we have regular Technology Alignment meetings with
Airbus, and later in the month, we’re holding a technical
workshop with Irkut.”
“We have various forms of collaboration with educatio-
nal establishments, such as monitoring doctoral theses,
internships and participation in on-the-job learning pro-
grammes. From time to time, this leads to someone being
recruited.This too,is a situation that benefits all parties.”

“The authorities have some interesting options, e.g. for pa-
tents.Theirpriceismuchlowerthanthatchargedbyprivate
companies. We also use the i-Depot, where we can have
ideas registered. This may be helpful on a legal level in the
event of discussions around licences.”
“Wearealsocollaboratingwithpartnercompanies.Theyare
neither customers nor suppliers, but they are active in the
same sector as us.The advantage is that we can draw on our
combined know-how. This makes you stronger, so that you
can achieve more, with fewer resources of your own. Howe-
ver,this approach calls for a certain level of commitment,as
you yourself have to demonstrate a certain openness.”
“Lastly, I would also like to draw attention to research insti-
tutes, such as universities, Sirris and Flanders Make. For the
moment, we don’t have any 1-to-1 projects in progress, but
we are monitoring several research projects via user groups.
That way,we stay in touch with the results achieved.”
Digital Factory
Digitalisation is everywhere. As a company, you need to
keep up with the changes taking place in this field.For BMT
Aerospace too,this constitutes a serious challenge.The firm
feltthatitneededtodosomethingaboutthis,soitrecruited
a digitalisation expert in the person of Stefan Savat.
He is guiding us through what needs to be done and the
specific challenges facing the company: “We ourselves have
developed Jobcontrol, a system whereby operators are in
possession of the right information at all times, using PLM
engineering software in particular. The feedback they pro-
vide is vital, as we sometimes forget that this is a prerequi-
site for measuring OEE (Overall Equipment Effectiveness).
Obtaining data fed back by machinery is one thing, but we
always need feedback from shopfloor level.”
“We perform a vast number of specialised and/or auto-
mated measurements on our parts. Traceability is vital, too.
Our customers are requiring us to provide growing volumes
of process-related data. The ‘digital passport’ belonging to
every single part is therefore of growing importance. Ma-
naging all of these data flows was a huge challenge. My
colleagues and I therefore centralised all this data during
the most recent period. This involves extracting it from
Excel, PDF and CSV files. We keep this information com-
bined at local level, not in the cloud. The advantage of this
centralised approach is that you can then access all of the
datadirectlyoneachworkstation.Buttomakesurewewere
really looking at an Industry 4.0 application, we then added
an extra layer. Up to that point, the data took the form of a
snapshot. Now however, data is generated every fraction of
a second. This means we really have ‘megadata’, which we
can use to identify specific trends. Here too, feedback from
operators is essential. Incidentally, they themselves are ea-
ger to see some of these displays. They want to be the first
ones to spot any errors.”
Conclusion
What were the main challenges facing BMT when it wanted
to become a Factory of the Future?
Koen Devolder: “We wanted a good business case for each
project. We envisaged a whole series of fine projects, but
many of them didn’t come to fruition,because the return on
themwastoolow.Weareluckyinthatourshareholderisto-
tally committed to innovation and wants to turn Oostkamp
into a technological trailblazer. We have enjoyed uncondi-
tional support from our management and our shareholder
for the‘Factory of the Future’programme.”
Watch the video :
https://www.youtube.com/
watch?v=wYtjQH1392g

#3Colruyt:Automationfocusedonstaff
Just like many other companies,the Colruyt Group has invested time and money in the automation
and digitisation of their production facilities.The major difference between the Colruyt Group and
other companies is that their staff are the central element of each and every innovation.
Their staff were actively involved in the refurbishment of
the Colruyt Group Fine Food Meat Factory and helped to
wintheFactoryoftheFutureAward.Hygieneandecological
production were also prioritized. Reason enough to go on a
tour of the factory.
A refurbished Fine Food Meat factory
In 2015, Colruyt Group Fine Food invested heavily in the re-
furbishment and reorganisation of their buildings in Halle.
€ 18 million was spent on new machines and systems alone.
The new production building with two processed meats
production areas is expected to absorb production growth
and has been adapted to meet current and future hygiene
standards. Many innovations have been included in the re-
furbished premises, including new packaging systems and
methods, and the production of vegetarian and vegan pro-
ducts.
The three cornerstones for the refurbishment and exten-
sion were state-of-the-art, human-centred and ecological
production.
State-of-the-art production
Hygiene
Hygiene is essential for a company operating in the food
industry. The fact that everyone has to wash their hands
twice and then have their hands inspected seems self-
evident. Many other measures were taken to ensure that
the circumstances are always perfectly hygienic. The aim is
to develop into a processing environment with impeccable
cleanliness, quality and hygiene. One of the relevant ele-
ments of hygiene is that the building is over-pressurised,
i.e. the air is pushed outwards. The high-risk zone is at the
highest pressure. Hygiene has improved since the refurbi-
shment;therehasnotbeenasinglecontaminationincident
since then.
The pickling area spaces have been finished with stainless
steel.This ensures the working area oxidises over time.
Heat-resistant floors have been installed in the meat
cooking areas.Spills of boiling water have no consequences
whatsoever.The previous floor required work soon after the
2006 refurbishment. This time, sustainability was the main
selection criterion. After 3.5 years the new tile floor looks
like new.
The Fine Food Meat Factory also includes a central washing
area to ensure the equipment for hoisting the meat does
nothavetobetransportedtoofar.Theequipmentiscleaned
using an automatic washing procedure. The washing area
has exits on three sides to quickly take the washed equip-
ment for hoisting the meat to the process flows.

Another innovation is the connection of the sauce cooling
systems to the central cooling system. This increases effi-
ciency and hygiene.
Technicalfloor
During the refurbishment, a ‘technical floor’ was added
above the production areas. Lamps can be replaced from
above instead of using elevated platforms on the produc-
tion floor.This is more hygienic,safe and practical.
Automation
All the doors that were once opened manually have been
replaced by automatic doors or gates. This means less heat
enters the areas, which saves energy. Managing tempera-
ture based on the space in question is another advantage
of the new building. Most machines in the factory are auto-
mated. An automatic tipping system can be applied to five
tumbler machines (to season or add salt to the meat).All of
the above was previously done manually. One of the tum-
blers can also dry or smoke the meat, thus shortening the
time the meat is within the production chain. The smoke
boxes are also loaded automatically.
The production of the brine has also undergone changes,
havingoncebeenpreparedbyhand.Itisnowanautomated
process that takes place in two silos in a closed loop. The
Colruyt Group Fine Food Meat Factory also has 16 packaging
lines, five of which were purchased new in 2015. The others
are made up of parts from existing equipment.
Thebiggestchangestookplaceattheendoftheproduction
line,but the lines were kept as parallel as possible.The lines
were once based on passing the products down the line.
Each line had one cutter that cut 10-slice portions. These
were manually placed on a tray which was then placed on a
cart and pushed into the packaging machine.
Now the meat is placed on the slicer and if everything is
as it should be, the staff does not have to lift a finger until
the product has been packaged. Adding a robot to the five
biggestproductionlines–otherthanthepalletisationline–
was a deliberate decision. These were the first robots at the
Fine Food Meat Factory.The focus was on automation of the
most ergonomically demanding tasks, such as placing pac-
kagesontraysatarateof120packagesperminute.Thepiles
of packages are now placed on the trays to ensure the most
optimal quantity based on weight and hoisting frequency.
Even since the refurbishment,many staff members work on
the shop floor but only perform less ergonomically deman-
ding tasks. The most modern technology has been applied
at the factory, including a new visual system, intended to
replace the visual check performed by staff.

Digitisation
Digitisation plays a role when selecting the winner of Fac-
tory of the Future Award. The Colruyt Group anticipated
this: everything at the Fine Food Meat Factory is compu-
ter-controlled. The machine settings are entered from the
offices; the operator only needs to select the correct pro-
duct. Automatic quality assurance has also been imple-
mented. The cooking time is automatically registered and
the F value (the heating time required to obtain a specific
end result) is calculated and updated.
Theteamiscurrentlyresearchingwhetherthemachineand
robotdatacanbecombinedinonasingleplatformtoprovi-
de more insight into the production system. The machines
havebeendeliveredbyvarioussuppliers,whichmakesbun-
dlingdataadifficulttask.Thiswasnotimplementedduring
the factory refurbishment, although the option to install
such a system in the future was kept open.The plan is to try
this first at a different factory.
Large digital dashboards displaying the daily targets have
been installed. This ensures staff knows whether they are
on target.
The idea of installing a localisation system with RFID was
also investigated. Colruyt Group Fine Food registered for
the Interdisciplinary Assessment Project (IAP) for students
organized by Flanders’ Food. A group of four students from
different subject areas was assigned to develop the idea
over a period of three months.The RFID localisation system
was not installed but the required area and the option have
been taken into account.
Human-Centred Production was an important factor in
Colruyt Group Fine Food receiving the Factory of the Future
Award. For example, the staff were involved in the instal-
lation of new machines. Management and staff members
visited the machine supplier to gather information on the
machine operations. The production line organization was
also synchronized. For example, it was decided that the
transportation carts for the meat would be transported
by transpallets. The wheels under the transportation carts
would occasionally result in accidents. No new incidents
have occurred since the refurbishment and the implemen-
tation of transpallets.
Every member of staff is trained to operate more than one
production line. There are four positions for each produc-
tionline.Thismeansthattheoperatorcanoperatethesame
position on various lines.
Eco Factory
Ecological production is the third cornerstone at Colruyt
Group Fine Food and the Factory of the Future Award. 70%
of the drinking water used during the production process is
recovered from waste water. Energy consumption has also
been closely investigated. The lighting system has been re-
placed by LED lighting.
Sincetherefurbishmentandreorganizationin2015,Colruyt
Group Fine Food also has their own recyclable processed
meats packaging. The climate impact of the new packaging
is 55% lower,as 130 tons less plastic is required.
Colruyt
For many years now, Colruyt has been known as the
shop with the lowest prices. The Belgian supermar-
ketchainwasestablishedin1928whenFranzColruyt
decided to open a wholesale shop selling coffee, su-
gar, salt and other products to grocers in Brussels. In
1937,hedecidedtostartroastingcoffeeandbottling
wine himself. Colruyt developed his company over
the years and invested in new technology and in
other sectors,such as the energy industry.
The Colruyt Group, now headed by Jef Colruyt, cur-
rently has an annual turnover of more than € 9 bil-
lion. The business have been split into three lines:
retail trade (supermarkets), B2B wholesale trade
and the energy industry (DATS 24,windmills,etc.).
ColruytGroupFineFoodispartoftheretailtradeline
and brings together all food production business,
including the production of meat, cheese, wine and
coffee. The guided tour took place at the processed
meats department of the Colruyt Group Fine Food
Meat Factory, the successor of Vlevico, Colruyt’s ori-
ginal meat-processing company
Watch the video :
https://youtu.be/qoOkutID-ws

#4Morebottom-upmanagementat Duracellbatteries
inaarschot
In parallel with its digital transition,Duracell has chosen to enhance the value of its employees’wealth
ofexperiencebygivingthemmoreresponsibility.Withconceptssuchasstart-upteamsandownership
ofequipment,amongothers,thecompanywashopingtoreceiveaFactoryoftheFutureAward.Andshe
did it.
Start-up teams, equipment ownership and other Factory
of the Future features
When Duracell Batteries in Aarschot was acquired by
Berkshire Hathaway in 2015, it had at least one major
consequence for the plant: management was no longer
centralized but decentralized.Corporate management now
had to organize all support services locally. Parallel to the
implementationofthedigitaltransformation,theydecided
to make use of their employees’ experience, by entrusting
them with more responsibility. They competed for a Facto-
ry of the Future Award based on concepts such as start-up
teams and equipment ownership. They have succeeded in
doing so.
Duracell aarschot recharged after less bright years
The company of the Energizer bunny has its roots in the US
of the Roaring Twenties. Under the name P.R. Mallory Com-
pany and Co. Inc. it produced mercury batteries for military
equipment.In 1967,three years after the introduction of the
Duracell brand name, the Aarschot plant was established.
Duracell has changed hands five times since then. The nu-
mber of employees at the Aarschot office reached its peak
at the end of the 1990s,with 1200 FTEs.At the time,the Aar-
schot plant manufactured all components and all battery
types: alkaline C/D,9V,AA,AAA,etc.In 2009,shortly after it
was taken over by PG,production reached its zenith.
In 2011, a strategic decision was taken to manufacture only
AAandAAAbatteries;themetalcomponentswouldnolon-
gerbeproducedinAarschotandpartoftheproductionpro-
cess was moved to other plants. Three hundred jobs were
lost when the plant underwent restructuring. In 2014, Proc-
ter Gamble decided to allow the investment company
BerkshireHathawaytomanageDuracell.Thiswasaturning
point in the company’s history. Berkshire Hathaway at the
time was led by Warren Buffett, the American billionaire.
He invested USD 50 million in the Aarschot plant.Company
management put that money into digital transformation,
among other things.

From speed to smart
TheFebruary2018editionofMotionControlincludedanar-
ticle on Duracell Batteries in Aarschot to celebrate the 50th
anniversary, entitled Duracell to last a lot longer through
smart factory transformation (in Dutch: “Duracell gaat nog
veel langer mee via transformatie tot smart factory”). The
article provided information on how the digitisation of the
plant that was already underway at the time.
The first important step consisted of a thorough analysis,
after which all administrative tasks that did not add value
were eliminated. Initially, many administrative tasks were
carried out on paper, but most documents are currently
digitised. The transformation from paper to digital saved
time and money.But that was not all.The structural storage
of the documents and the metatags included in the docu-
mentsmadeiteasytofilterthedocumentsandtosearchfor
data. The administrative processes were thus streamlined.
The company is currently looking into transforming the
production system from speed to smart. The structured
metadata allows documents to be linked to SAP and means
they can then be pushed to employees through portals.
Line portals show an overview of line-related tasks. Group
linesaretheresponsibilityofateamworkingwiththeirown
team portal. A SAP maintenance task can, for example, be
linked to the instruction document in SharePoint, which is
inturnsenttotheteamportalviatheserver.Theproduction
environment has 43 line portals and 14 team portals. The
Duracell Batteries plants will soon be expanded by adding
department portals and a single site portal.
More time for data analysis
Duracell Batteries organizes daily team meetings where
employees on the shop floor can view the losses of the pre-
vious day on a DDS (Daily Direction Setting) board.
In the past, information was provided on an analogue
board. Although the DDS board with its twelve-step proce-
dure is a positive concept,it took a great deal of preparation
to implement this system: searching for SIL documents,
production figures, etc. Employees now see all information
on a real-time digital board. The time gained is now used
to carry out faster and better preparations for the next day.
More responsibility on the production shop floor
Duracell Batteries employees at Aarschot are encouraged
to take decisions.A CIL (Clean Inspection Lubrication) and a
controlledstoptakeplaceoneachlineeveryday.Theopera-
tors and teams decide on the time and resources necessary
and the support required if applicable.
• Employees help define and implement standards
All employees on the work floor are expected to provide
input to set new standards. The number of stops drastical-
ly decreased once employees were given ownership, syste-
matic preventive maintenance work was carried out and
employees were trained to detect faults. Many faults are
often hidden from sight but at one time or another these
will cause a stop or a line stop. When an employee cannot
resolve a fault,s/he asks others for help.

COE (Centre of Excellence) teams consist of people with
varied expertise within the organization, who jointly deter-
mine the standards.A COE steering team has final approval
on the standard to prevent a single factory department
from determining a standard that may not be approved by
another department.
• Equipment ownership
The number of employees at Duracell Batteries Aarschot
has decreased since 2000 and is now approximately 450.
Most employees are 45 or older; average seniority is more
than 20 years. Keeping this experience in-house was rele-
vant. On the other hand, all employees had to learn to work
withalargenumberofnewmachinesandtechnologieswit-
hin a relatively short time. Thorough training courses were
required.
At Duracell Batteries, every technician is responsible for
a specific part of a machine. S/he is the equipment owner.
The employee also travels to the supplier’s premises to get
to know the machine when a new one is purchased. The
employee subsequently trains his/her colleagues. In 2018,
about 30 technicians visited various suppliers for training,
and then prepared and delivered a training course for their
colleagues. Every new owner is skilled in the processes and
all CIL and PM tasks for their own unit. Management ask
these employees whether they need any assistance, to en-
surethattheworkwithintheunitrunsevenmoresmoothly.
Asking the right questions makes the improvements re-
quired visible,which in turn results in new standards.
Data pays off via machine learning
During the transformation from speed to smart, Duracell
used the linked data for machine learning purposes, to
ensure that the data paid off. It launched various proof-of-
concepts in various departments where the link with data
was first set up. The link is currently used to predict labo-
ratory measurements in order to minimize having to make
additional effort and to improve the quality at the lowest
possible cost.
• Cyber-physics cube
Theanodeprocesswhenproducingbatteriesrequiresmany
manual measurements to check whether the anode mate-
rial has the right properties for battery performance.
Approximately 50 parameters have been set and saved in
a cyber-physics cube. The cube is n-dimensional. You can
view the relationship between certain parameters in any
direction.
A python algorithm has been developed, which predicts
the laboratory measurements for a few parameters that
were once measured manually, some of which still are. This
means fewer measurements – or theoretically none at all
– are required. Measurements are taken to verify whether
the algorithm is operating correctly. The algorithm tes-
ting process must also be defined. If the pilot project runs
smoothly, the cube will include as many critical parameters
as possible, in order to predict battery properties based on
machine learning. The algorithm analyses data. The data is
subsequently returned to the connection server and can be
read by employees via the SharePoint portals, where they
can see whether there is too much scrap material on the
line, for example. The employee can see specific feedback:
Warning! A problem is about to occur. Please adjust this
setting. The company is currently determining the require-
ments for this procedure,one step at a time.
Watch the video :
https://youtu.be/TAtlgotGeHg

#5JanssenPharmaceutica:marketleaderbasedonopeninnova-
tionenahuman-centerdapproach
Janssen Pharmaceutica is the first chemical and pharmaceutical company to win the Factory of the Fu-
ture Award.
In the VRT (Flemish Radio and Television Broadcasting
Organisation)’s poll for De Grootste Belg (The Greatest
Belgian), Paul Janssen was beaten by Father Damien, with
Eddy Merckx some distance behind. There is a great meta-
phor here,bringing us back to the point at hand.Merckx –a
victorious cyclist – kept ahead of the competition with his
physical speed.The company founded by the late lamented
Paul Janssen stays in the lead with its rapid rate of innova-
tion. At the Factory of the Future Awards, Janssen Pharma-
ceuticawasthefirstchemicalandpharmaceuticalcompany
toreceiveanawardforthreeprojects,illustratingtheirdrive
for innovation.
Plant on a truck
The first project focuses on two of the seven transforma-
tions under the Made Different programme: Networked
Factory and Eco Production. Janssen Pharmaceutica Geel
has various production processes with a complex wastewa-
ter purification process.
For example, INVOKANA®, a medication to treat type 2
diabetes. The wastewater from production includes a zinc
layer, rendering internal water purification processing im-
possible. Janssen once sent the wastewater to Indaver for
treatment. InOpSys was established during the search for
efficient and circular flow, in collaboration with KU Leuven
and with additional government support. InOpSys specia-
lises in on-site wastewater purification. InOpSys currently
installs systems in containers on Janssen sites. The zinc is
separated from the water and is subsequently sent directly
to the zinc processing company Nyrstar for recycling. The
water associated fraction is sent to the Janssen purification
system. Janssen can thus focus on its core business. In ad-
dition, Janssen only has to pay for the wastewater treated.
Janssen is currently studying how InOpSys can be applied to
other waste management systems.
Focused factories
People are the most important source of information in
Janssen’s search for innovative solutions. Key elements in-
clude a sense of responsibility and talent development.
Janssen has been testing a new organisational structure for
some time. Project teams have a wider range of responsi-
bility and manage themselves. The project was named
Focused Factories (FF) and is tagged with Human-Centred
Production and End-to-End Engineering under the ‘Made
Different’ programme Janssen Geel distinguish between
their own new product releases, which determine the fu-
ture existence of the local branch, and products already in
a mature phase.
YvesVancleemput,DirectorofOperations:“Thedynamicsof
these two product groups is not the same.Instead of mana-
ging the two product groups top-down, we asked ourselves
whetherabottom-upgrowthenginewouldbeanoption,by
creating‘dedicated’teams.
At a Focused Factory, the talent throughout the
Janssen Pharmaceutica campus is physically brought
togetherbasedonresourcerequirements,toworkona
singleproduct,portfolioortechnology.

Department supervisors must therefore let go of the hie-
rarchy concept in employee matters, and must empower
them to take the functional lead within the team. Every six
months, the team appoints its next functional leader. The
team has complete responsibility for the product, portfolio
or technology within the Focused Factory (FF), from receipt
of raw materials up to delivery of the medication to the pa-
tient. Initiating a Focused Factory for each and every pro-
duct,portfolio and new technology is not the intention.”
“In that case the name would not cover the principle”, Yves
Vancleemput explained. “Janssen Geel produces fifty diffe-
rent end products. Some of these roll off the production
line only once a year, or even once every three years. These
products do not require a dedicated team. Potential criteria
forsettingupprojectteamsincludevolumeorcomplexpro-
ducts.Insomecases,forexamplewhenthereareissueswith
a certain product and resolving these takes years, it may
even be an option to create multiple project teams.”
As it stands, Janssen Pharmaceutica has two-and-a-half
years of experience with one FF and one year with another.
No more than three FFs will be active at the same time.Gui-
delineshavebeendrawnuptoindicatewhenaFocusedFac-
tory will be created, but also to indicate how the FF is to be
phased out.
A product is phased out when the focus shifts to a different
one.Determiningwhenaproductistobescaleddown–and
thus when the FF can be wound up – is a major challenge.
TheFFteamforoneoftheproductshasbeenrecruitedfrom
around the world. “As long as the team is in the same time
zone, collaboration is not hard to achieve. It is less easy
when working with offices in other time zones.”
When a Focused Factory is closed down, the FF team
members are released to return to their own departments
within the hierarchical organisation. “Their in-depth
knowledgeofotherdepartmentsisanadvantage”,saidYves
Vancleemput. “For simple issues, they can quickly contact
the manager in the other department instead of communi-
cating through supervisors via the traditional hierarchical
system. The organisation has people who look at a product
from a strategic perspective,but it also includes people who
work with the product on a daily basis, who add raw mate-
rials or are called in when technical issues occur. The latter
often have an immediate answer to a problem while people
with a strategic perspective may need longer to resolve the
issue.”

Spray drying
Janssen’s third prize-winning project is Process Analyti-
cal Technology (PAT)-based spray drying. One of the main
challenges of new-generation pharmaceutical products is
theirinsolubilityinwater.Fivegramsofsugareasilydissolve
in a cup of coffee, but a swimming pool full of water is nee-
ded to dissolve five grams of a new medication. Solubility
in water is an absolute must for all medications. As soon as
the patient swallows a capsule, it enters the aqueous envi-
ronment of the gastrointestinal tract (digestive system).
Medications must be soluble in water to be absorbed into
the bloodstream. Janssen has set up a study to improve
bioavailability. In practical terms, this means patients re-
ceive a lower dose. “For medications with low bioavailabi-
lity, patients may need to take twenty tablets per day. Most
patientswouldbeunlikelytocomply.Whenthemedication
is for a chronic disease, the patient may have to take such a
dose every day for a period of up to forty years. Patients do
not want to do this.” Typical medications are white crystal-
line powders.
JanssenhassetupaspraydryingtechnologyFFtoensurethe
solubility of the white powder. Several excipients are added
to make up the pills, which are then sprayed with nitrogen
at very high pressure and temperature As the droplets fall,
the internal structure is transformed from crystalline to
amorphous within seconds.The same technology is used to
make egg yolk powder or coffee, for example.“Spray drying
is a continuous technology. The government has therefore
implemented the requirement to constantly measure qua-
lity. The measurement technologies used should not affect
the product. This must also be indicated on the machine.
This type of technology must firstly be submitted to the go-
vernment for quality control approval. The quality control
process once consisted of taking samples at all possible
steps of the process. The laboratory was doing nothing but
analysis”.Janssendecidedtocollaboratewithotherstoana-
lyse the samples. Malvern now takes care of the inline par-
ticlesizeanalysis,usinginlinelaserdiffraction.Spraydrying
technology has enabled Janssen to market three new pro-
ducts. Two more products will follow by the end of the year.
Janssen submitted the technology for the essenscia Innova-
tion Award 2019 and made it to the final.
Unique eco-innovation system
Janssen helps Flanders to lead the world’s chemical and
pharmaceutical production. In 1961, the company started
a collaboration with the American multi-national John-
son Johnson, the market leader in health products. To-
day, Janssen Pharmaceutica Belgium is the largest JJ site
outside the U.S. The company has six sites and six areas of
expertise: Cardiovascular Metabolism Diseases, Immu-
nology, Neuroscience, Infectious Diseases Vaccines, On-
cology and Pulmonary Hypertension. The Geel production
site acts as a launch pad for new JJ health products. It
produces more than 70% of the active pharmaceutical in-
gredients produced by JJ worldwide. The pace of innova-
tion is remarkably high: seventeen new products have been
launched since 2011. Janssen Pharmaceutica Belgium has a
unique innovation eco-system, covering the entire life cycle
of medication development. This is unique in the pharma-
ceutical industry. It combines strong points in the areas of
pharmaceutics and diagnostics, thus combining the ideas,
technologies and talents of its partners in open innovation.
The company has more than 150 collaboration agreements
with academic institutions,public-private partnerships and
Open Campus initiatives.
The company is still permeated today by the values of the
founder Paul Janssen (who died in 2003): the patient comes
first and making room for innovation.The current CEO,Stef
Heylen (picture), illustrates this with an anecdote: “Paul
walked through the various company departments eve-
ry morning and always posed the same question: “What’s
new?” This is how he kept everyone focused. It also kept
him abreast of all developments. He often saw connections
between one research topic and another. Collaboration is a
significant value at Janssen.”
Watch the video :
watch?v=qfgYn7P-XX0

#6Lavetan:laboratoryofthefuture,beyondsimpletestresults
The Lavetan laboratory,located in Turnhout,is not a conventional laboratory,in terms of its layout
dotted with lines and industrial robots.The company received the Factory of the Future Award in 2019
for its extensive work towards transformation.
Lavetan contributes to the optimization of the quality of
food companies.
The company is determined to go beyond simple analysis
results. Its objective is to actively support clients in terms of
qualityassurance,byprovidingstructuredanalyticsdatafor
clients to adjust their quality policy. This work, and much
more, forms part of the transformations involved in recei-
ving ‘Factory of the Future’ status, awarded to the company
in 2019,with good cause.
Digital Factory
Lavetan performs microbiological, serological and chemi-
cal analyses on blood samples and food products for farms,
food processors and supermarkets,among others.Lavetan’s
development is unfolding over three major stages.Early on,
in 1997, the laboratory was working on more manual appli-
cations. The laboratory technicians would manually inocu-
late Petri dishes and count bacteria colonies with the naked
eye after incubation. Lavetan processed approximately 400
samples per day. In 2008, Lavetan installed a new system,
the Laboratory Information Management System (LIMS),
an essential tool for operations on an industrial scale.Order
and sample entries, sampling, input, verification and publi-
cation of results have been processed in LIMS since then,
along with reports to be sent to clients. Since the system
came online, the company has more than doubled its capa-
city,to no less than 1,000 samples per day.
Since 2015,Lavetan has been aiming to increase its ca-
pabilitiesbyfocusingondigitisationandrobotics.
The company has mapped all its processes, has identified
prime areas for robotisation and has implemented this
step-by-step. The organisation has thus transitioned from a
full “paper” system to almost entirely digital organisation,
a prerequisite for speedy access to data. In addition, the
company installed two inoculation robots in the microbio-
logylaboratoryinautumnthatyear,andconnectedthemto
LIMS. During sampling, LIMS informs the inoculation robot
management system of the dilutions to be applied accor-
ding to the tests, as well as the type of Petri film – see ‘Eco
Factory’ below. The tubes that pass before the inoculation
robots are identified by a barcode, linked to data such as
number of dilutions, incubation time and temperature, etc.
The robot then immediately knows what to do.

Eco Factory
The digital transition mentioned above has drastically
reduced the amount of incoming paper documents com-
pared to previous years, from one pallet per month to just
a few packs. Moreover, the automation has been carefully
thought out. When the inoculation robots were installed,
the Petri dishes were replaced, to the greatest extent pos-
sible, by Petri film, which takes up less space in the incuba-
tors and reduces plastic waste.
The various dashboards provide laboratory technicians
withaccesstoalltheinformationtheyneedtoworkautono-
mously. They can decide for themselves how many people
they need for sampling throughout the day, thus ensuring
optimum productivity. As information on dilutions and
other steps is set up in LIMS, technicians are no longer re-
quired to be experts in the system, meaning that training
for newcomers can now be more gradual. Reports are sub-
mitted to the microbiology department at the touch of a
button. As soon as a sample enters company premises, the
report–aswellasthenumbers–isimmediatelyavailablein
four languages.
Clients can view scan results and perform statistical ope-
rations on an online portal. But Lavetan wants to go even
further in this area. As part of maintaining client service
quality, people sometimes change department or leave for
other reasons, thus breaking the continuity for certain files.
Lavetan wants to solve this problem by providing clients
with structured analysis data in the form of clear informa-
tion, allowing them to adjust their quality policy if neces-
sary. To check the analysis results as necessary, Lavetan also
plans to create a self-learning system, allowing results ana-
lysis at any time, 24 hours a day, without having to rely on
staff availability, for example. In addition, this ensures the
same level of quality for each file.
Watch the video :
watch?v=dKayrXfPcPo

#7Materialise:A3DPrintinglookatthefuture
Materialise is a well-known brand in the world of 3D printing. The Leuven company marks itself out
with its continuous innovation, both alone and in collaboration with partners. These innovations have
ledtothecompanywinningtheFactoryoftheFutureAward.Materialiseisreceivingtheawardfortheir
focusondigitisation,state-of-the-artproductionresourcesandthefurtherdevelopmentofprojectson
new products and technologies with this award. Materialise commits to digitisation and state-of-the-
art production methods
A pioneer
Materialise has been an autho-
rity in the world of 3D printing
for nearly thirty years. The com-
pany was established in 1990 by
Wilfried Vancraen and his wife
Hilde Ingelaere as a spin-off of
KU Leuven (the Catholic Univer-
sity of Leuven). Materialise was
one of the pioneers of 3D prin-
ting and has been expanding
their know-how for nearly 30
years. The company was listed
on the Nasdaq in 2014 and has
since acquired even more know-
how and capital. They current-
ly have more than 2,000 em-
ployees in 19 countries.
“Wemainlyprintfortwolargesectors:theme-
dical sector – everything for, in or on the body
– and the industrial sector”, says Bart Van der
Schueren,CTOatMaterialise.
Business operations
Materialise splits their printing work into three distinct
types of projects.
• One-off
“Firstofall,youhaveone-offprojects.Thisconcernsthepro-
duction of prototypes, including printed material for racing
cars and satellites”says Van der Scheuren.
• Serial production
“We also have quite a few serial production projects at Ma-
terialise.For example,parts for airplanes or drones.”
One of the biggest 3D printing challenges is ensuring the
feasibility of the project pricing. Additive Manufacturing
(AM) is not a product where price elasticity can apply. Ma-
terialise is always searching for potential options to reduce
prices.
“Forexample,wedecidedtoproducelesscomplexproducts,
whichlowerscosts.Thisalsomeansmoreserialproduction.”
• Mass customisation
“After all, we also provide mass customisation, the largest
product group of the three. The mass-customised products
we make are related to individuals and often to medical
products,such as hearing aids,insoles or glasses.The insole
workflow is as follows: A foot is placed on a pressure plate
and a scan is made. The data are subsequently analysed.
Thesedataareusedtocreatethedesignthatisthenchecked
byexperts.Thelasttwostepsareprintinganddeliveringthe
insoles. Materialise produces approximately 5,000 unique
medical cases or products per month.”
Alongside printing, Materialise also develops 3D printing
software, not only for internal use but also sold to other
printing companies. Most other printing companies do not
develop their own software.
Digital Factory
Cloud
The cloud plays an important part within Materialise. “It is
used to connect or share process flows, making it possible
to use them in other countries or companies. For example,
pressure plates for insoles. These can be rolled out in sports
shops. The analysis can be completely automated and can
be carried out on any computer.”
“The post-analysis design work can also be automated.

Working in the cloud in three countries with 8-hour time
differences between each of them (Malaysia, Ukraine and
Colombia) means the cloud can be operational 24 hours a
day to provide the required service.”
Industry 4.0
Focusing on digitisation means more flexibility. 3D printers
have to be connected to the workspace.The Build Processor
was developed for this. This technology manages commu-
nicationsbetweenthesoftwareandthe3Dprinters,decrea-
sing the complexity of 3D printing.
“Any printer can be connected to the Build Processor from
the software platform.Connections can be made to the rest
of the production system and to the MES (Manufacturing
Execution System) software. Other options include Ma-
gics Software, a versatile software package that prepares
data, and the STL editor for Additive Manufacturing, which
converts files to STL and can restore errors,edit designs and
prepare construction platforms. Everything can be moni-
tored, because every specific machine has a specific build
ID. Batches can be connected to the build ID, to view the
progressoftheunitsineverybuild.Cameraimagesareused
more often to collect big data and control the process even
better.”
Networked Factory
Network Factory is another criterion for the FoF Award and
forms part of the Materialise DNA. Connecting competen-
cies with those of partners to create valuable applications
is a core value.
Human centered organisation
Despite Materialise committing to more digitisation in
post-processing operations, most of the work is carried out
manually. “Many tasks have to be carried out, including the
measurementandlabellingofproducts.Thisismainlydone
by hand. Once it is digitised, it is easier to insist on automa-
tion,but for now we apply the human factor.”
Materialise has invested in training courses for sprayers, to
raise their level of expertise.
One of the criteria for the Factory of the Future Award is in-
house development of world-class production resources.
Materialise scored points here. The company started ma-
king their own machines shortly after its establishment. In
the beginning,for example,only small machines were used
to print medical models of skulls. These machines were
developed further into larger ‘mammoth printers’, used to
print large models,bumpers and dashboards.
Old printers are still actively used
The old printers from when we started 29 years ago are still
in use at Materialise. These are frequently updated: com-
pletely disassembled, with the installation of new hard-
ware and build processors. Not a single machine has been
discardedinalltheseyears.Themechanicalpartlastsalong
time: such a framework can have a lifespan of at least 30
years. The optics however need a lot of maintenance work,
because the laser must always have the appropriate diame-
ter.Otherwise the quality suffers.
State-of-the-art Production
Having state-of-the-art production systems is also essential
for a Factory of the Future. Materialise also has HP printers
with the newest 3D printer technology. Most of the equip-
ment and technology used at the company have been there
for a relatively long time.

“Oneoftheprojectswedemonstratedwasrelatedtothefact
that when 3D printing is used with a powder bed process,
the powder sticks to the printed unit. The excess powder
that sticks to the printed unit is sandblasted off.Most of the
material is recovered and recycled. Materialise knowledge
of and impact on 3D printing allows the company to recover
even more residue from the material, resulting in more en-
vironmentally friendly production.”
Rapidfit Plus
RapidFitPlusisasubsidiaryofMaterialise,revolvingaround
software. “We have often had issues when sending printed
bumpers to foreign countries via courier services. Damage
often occurred.
We reacted by developing an application that supports
the printing of aluminium profiles with a 3D-printed part.
This application was developed further in terms of mea-
surements to ensure quality parts. The business continued
growing,resulting in the birth of RapidFit,which focuses on
the automotive industry.
Operations Customers send RapidFit/Materialise a mea-
surement plan for a product they would like to be mea-
sured. The product is designed, developed and built based
on the measurement plan. The product is designed in Kiev;
the assembly and printing takes place in Belgium. The pro-
ducts are measured once again with the newest measuring
machines. The printing itself is sometimes not accurate
enough.The product is often post-milled after printing.
Designer products
Most business operations at Materialise are B2B, but a few
are B2C, such as designer products. In 2004, we took the
first steps towards manufacturing end products when we
3D-printed design lamps. It is, however, a very competi-
tive business. “The range of products and materials is very
broad. The challenge is to offer people something that al-
lows them to create their own unique product.”
Watch the video :
https://youtu.be/6fIJXqmKuUA

#8AnewworkmanagementsystemmeansthatMirionOlenisnowa
benchmarksite.
NASA,ESA,CERN,the International Atomic Energy Agency…Some prestigious names feature in
Mirion Technologies’orderbook.In 2019 the Olen-based radiation detector manufacturer has added a
Factory of the Future Award to its list of references.
Thanks to Value Stream Mapping (VSM) and an innovative work management system,the firm has
managed to grow steadily without taking on any extra workers.Although it is a high-tech production
company,much of the work is still performed by hand.
Bespoke spectroscopy
Companies whose customers include nuclear power plants,
space agencies and scientific institutes seldom manufac-
ture ‘off-the-shelf’ products. This also holds true for Mirion
Technologies, based at Olen, in Belgium. Their radiation
detectors - which detect not only radiation but also identify
its type and intensity - are almost always manufactured as
bespoke products, according to the customer’s wishes and
specifications. For example, the company is collaborating
on NASA’s Marslander Curiosity,and inspectors working for
the International Atomic Energy Agency (IAEA) can use Mi-
rion detection equipment when they need to.At Fukushima
too, the firm’s detectors are being used to check foodstuffs
and the environment, following the catastrophe at the
nuclear power plant in 2011. Both germanium-based and
silicon-based detectors are manufactured at Olen.
Germanium v.silicon
Semi-conductor detectors come in a number of configura-
tions.The way they work involves measuring ionising radia-
tion, to a high degree of accuracy, based on the number of
electrons released into the detection material. The detec-
tion material used by Mirion is either germanium or silicon.
Germanium is used in gamma spectroscopy equipment.
Very pure germanium is doped (with impurities to change
its properties) and then equipped with a junction and a
contact (electrodes).Ionising radiation passing through the
material creates small currents, which are then measured.
Thecurrentmeasureddeterminestheenergylevelofthera-
diation. For germanium spectroscopy to work, the detector
has to be cooled with liquid nitrogen (to a level below ap-
prox. -200 °C). Otherwise, the electrons in the germanium
crystalline network will move too freely and create a cur-
rent, even though no radiation is present. These days, elec-
trical cooling is also widely used. Silicon, for its part, is used
to measure alpha and beta particles, and X rays. Narrow
strips of silicon (around 100 micrometres wide) are doped
in boron. Mirion’s silicon detectors are known as PIPS - Pas-
sivated,Implanted,Planar Silicon.

Mirion Technologies
Mirion’s Belgian story began at Canberra Detectors in 1981.
Canberra set up in Europe with a site in Belgium, so that
it could collaborate with a specialist in very pure germa-
nium. Two years later, a silicon detector specialist (alpha/
beta spectroscopy) also became involved in the project and
PIPS®detectors were created.In 1985 the company changed
its name (to Canberra Semiconductor) and moved to the
current site at Olen. In 2016, Canberra was sold to Mirion
Technologies,whose head office is in California (USA).
Today, the Belgian site employs 46 people and has an an-
nual turnover of 17 million euros.
Manual work
Much of the product, which is made almost entirely to or-
der, using extremely expensive materials, is manufactured
by hand at Mirion Technologies in Olen. A more advanced
level of automation (robots) was tried out,but did not prove
viable.Consequently,especiallyattheworkforcelevel,afew
issues remain to be dealt with. Work planning and mana-
gement are crucial to enable the company to respond re-
latively quickly to the needs of a demanding market. The
advantage is that Mirion Technologies often works with
annual contracts. Work undertaken on behalf of customers
can thus be planned more efficiently.
Factory of the Future transformations
After a guided tour of Mirion Technologies’production faci-
lity,theCEOtoldusmoreabouttheprogresstheyhadmade
in three of the seven ‘Made Different’ transformation cate-
gories.
Mirion Technologies embraces ICAIR values (integrity,
commitment, accountability, innovation respect). Olen’s
CEO adds the ‘fun’ factor to this list: “Our employees often
spend more time on our premises than they do at home…
so it’s important that they like their work.” So, in collabo-
ration with Flanders Synergy, Mirion set up an innovative
work management system, with the basic processes clearly
separated out from support functions on an organisation
chart. A flat structure with a team-based organisation sys-
tem and a high level of autonomy has been supplemented
with a flexible matrix, showing each person’s roles and
tasks. Any critical skills can thus be identified and training
courses planned in order to fill any gaps. “Organising holi-
day periods,planning people’s own workload,ordering ma-
terialsandnegotiationswithpeople…allofthesethingsare
discussed and executed within the teams themselves”, says
Marijke Keters.
The building occupied by Mirion Technologies at Olen was
substantially enlarged in 2013. This year, the firm also in-
vested in the implanter for adding ions to silicon and ger-
manium. In 2017, one production line was also transferred
from the United States to Belgium. Belgian colleagues first
travelled to the USA to observe everything in situ and as a
result, the full transfer was completed in just four weeks.
“We see our production facility as a marketing tool, espe-
cially now that we have successfully completed the Made
Different programme with flying colours, and a Factory of
the Future Award hangs proudly in our reception area.”
Digital Factory
Thestartingpointmentionedabove,whichishuman-cente-
red, is emphasised with a digitalised workflow. Mirion uses
paperless work orders issued via Vivaldi,where workers can
find their instructions, accompanied by photo illustrations
and with room for adaptations and corrections. The firm
also works with a detector configurator that displays (on a
3DCADgraphic)theoutcomeofspecificationsdataentered
bycustomers;thisisnoeasytaskforaproductthatisheavily
customised to meet specific wishes and requirements.
The future
“Mirion Technologies Olen plans to carry on down the same
path”, CEO Marijke Keters assures us. “We want to establi-
sh the Belgian factory as Mirion Technologies benchmark
site at global level. That’s why we’re opting for sustainable
growth, based on innovation. For example, our RD divi-
sion is supported by Vlaams Agentschap voor Innoveren
en Ondernemen (VLAIO).” Mirion Olen is also collaborating
with Agoria on Business Model Innovation in a new market
segment.“We plan to grow our turnover significantly in this
sector by 2023.” Marijke Keters concludes by quoting Zig Zi-
glar’swords:“There’snoelevatortosuccess,youhavetotake
the stairs.”
Watch the video :
https://youtu.be/MzVgHVyH6As

#9StreamlinedproductionearnsNikotheFactoryoftheFutureAward
There are very few homes in Belgium that do not contain a power socket or switch by Niko, based in
Sint-Niklaas.The innovative company has over a hundred years of history,spread across three genera-
tions. But this long history doesn’t stop the company from constantly looking to the future. “The best
proof of this? The Factory of the Future Award,which the company just received in its anniversary year.
We visited them to find out how they accomplished this.”
Rooted in Sint-Niklaas
NikoishistoricallyrootedinSint-Niklaas,whichiswherethe
company took its name from and it intends to remain there.
Thecompanywasfounded100yearsagointhecentreofthe
townasaproducerofporcelainswitchesandpowersockets.
In the early years porcelain remained very popular, but in
1928 Niko already bought its first Bakelite press.
This was a long time ago but it’s typical of the drive for in-
novation that has characterised the company throughout
theyears.Nikoquicklygrewtobecomethemarketleaderin
Belgium and, under the impetus of the second generation,
modern production techniques were implemented as of
the 1950s.Under the second generation’s management,the
luxury switch Inter 70 became an international success and,
with the development of a dimmer, the first steps towards
electronics were taken.
In 1993, Jo De Backer became the third generation to lead
the company. It was an exciting period, with the arrival of
the Internet, mobile telephones and digital developments.
The company saw new opportunities, illustrated by the
launch of Nikobus in 1997 followed in 2011 by Niko Home
Control— which was an important milestone. Today 700
employees worldwide realise an annual turnover of € 175
million.
“Design and innovation form the foundation”
Vice-president of Operations Dirk Van Haeverbeek tells us a
bit more about the common denominators throughout the
company’s history: “A number of aspects are embedded in
our DNA.
For example,our designs have won several awards.
Innovation is also a constant at Niko. We always try to stay
on top because, despite our position in Belgium, we’re a re-
latively small player in worldwide terms. Ensuring you can
implement innovation through RD despite being a minor
player is a tough challenge, we have managed well. Is there
a better way to highlight that than with the Factory of the
Future Award?
We are vertically integrated: we produce almost everything
ourselves, from plastic granules to power sockets and swit-
ches. In order to do this, we have invested heavily over the
years in our fleet of machines and in our employees’ conti-
nuing education. Maintaining our competitiveness is a
tough challenge because the market doesn’t stand still.
Production batches of a single unit are occurring ever more
frequently: more colours and shapes, as well as growing
customisation, for example for hotel chains that want their
own logo on switches. The batches are getting smaller, but
this need not be at the expense of efficiency. Flexible auto-
mation, big data, digitisation … we’re working hard on all of
this.
The‘war for talent’is also a major concern.Finding and kee-
ping good people is a daily struggle.”
Familiar Challenges
The challenges that Van Haeverbeek describes will sound
familiar to many companies.These are things which almost
every manufacturing company has to face today: “We iden-
tified with the seven transformations in the “Made Diffe-
rent”approach.This is one of the reasons why we joined the
programme. World class production, end-to-end enginee-
ring, networked factory, digital factory, eco production,
smart production and human-centred production: they’re
all applicable to one degree or another.”

Daniël Hofman, New Technologies Industrialisation Ma-
nager at Niko, tells us how Niko approached the transfor-
mations related to end-to-end engineering and world class
production: “The end-to-end engineering approach feels
like it was made for our company because, as we already
mentioned, we manufacture as much as possible in-house.
We create our own designs in-house: we program the
electronical devices, design the parts, make the machines
and produce the tools required to be able to manufacture
the parts. Via flow simulations we can check beforehand
whether the part meets all expectations. If that’s not the
case, our specialists can still make changes to the cooling
circuits, the structure or the mechanical assembly. The ad-
vantage is that we can lay several flow simulations on top
of each other to check whether these can be built together.
A 3D measuring machine is used to compare the produced
parts with the CAD drawing. A simulation program can be
usedtocheckwhethernewmachineswouldfitintoourpro-
duction system. The simulation program can also be used
to train staff. We can see how the rods and pistons work in
detail, which exact movements take place, and so on. Our
goal is for operators to work fully independently with their
machines. They should be capable of replacing sensors and
other such tasks themselves.
Finally,Ialsowanttomentionourtestlab,whichwecanuse
to perform CEBEC compliance tests in order to certify our
products.”
Niko has also invested in the area of World Class Produc-
tion. Daniël Hofman: “We try to apply new technology
as much as possible. 3D-printed metal parts are already
well-established in our plastic moulds. For example, we are
able to install cooling ducts, which ensure shape rigidity
when the part is removed from the mould.With traditional
machining techniques,this is not possible.”
Bihler machines help streamline production
“In recent years we have also invested in new Bihler ma-
chines which manufacture and assemble the metal parts.
This work used to be split between the metal department
and the machine department. As these tasks have been
unified, the two departments are slowly becoming a single
unit. The machine can be converted quickly from one type
into another without requiring external parties. It has also
been programmed with a high level of intelligence in order
to avoid errors. If an operator accidentally adds brass ins-
tead of tin-plated material, the machine displays an error
message.

Camera systems monitor measurements. Bases that are
not up to quality standards are simply discarded. In a sub-
sequent phase, we will add artificial intelligence. Program-
med errors are currently being resolved but non-program-
med errors can still occur. The objective of adding artificial
intelligence to the system is to ensure it detects subsequent
similar errors on its own. Monitoring the force exerted is
another future project. The spindle is gripped using a pre-
determinedforce.Incaseofcontamination,theforcecanbe
either insufficient or too much.Monitoring the force is,the-
refore,useful.Dataistobecollectedfromthemachinetobe
able to predict when something will go wrong.”
Automatic conversion when problems occur
“The machine automatically converts when a problem oc-
curs unlike other machines. It has two output conveyor
belts. In the standard version, the product goes to another
machine where the power socket is fitted with a bridge,
claw or other part. If a problem occurs at this machine, it is
automatically detected and the run-off is redirected to the
second output conveyor belt which separates these parts
from the rest of the parts.Once the problem is resolved,the
machine itself converts back to production mode.”
Smaller series via a flexible assembly line
The market is clearly moving towards smaller production
batches. Where does Niko draw the line? Daniël Hofman:
“Batches consisting of around 50,000 units are manufac-
tured manually; from around 100,000 units automating
the process is worthwhile. The market demands ever smal-
ler batches, which means the risks of automating are grea-
ter. We are, therefore, setting up a flexible assembly line
now, consisting of a combination of robotic and manual
operations. We can manufacture several different products
on the same line.If a product sells really well,we can switch
to the automated line. A vibrating feeder is used to supply
thisFlexline.Thismeansthateachproductcanbeaddedwi-
thout adjusting the system. When using box feeders these
had to be adjusted for every product change. The system
also ensures we can continue to produce these types of pro-
ducts here.”
VanHaeverbeekcontinues:“Thesystemcanbedescribedas
softautomation.Theinvestmentislimitedcomparedtothe
line with Bihler 6000 machines. The strength of this Flexcel
is that you can limit the level of automation, which means
that you can flexibly switch products. You can make a diffe-
rent product from one day to the next.”

HumanCentredOrganisation
“Employee commitment has been crucial during our jour-
ney to become a Factory of the Future”explains Els Versluys,
HR Business Partner at Niko. “In 2016 we carried out a ba-
seline measurement for our assembly jobs. It revealed that
their tasks were located in the passive quadrant. The em-
ployeescamein,theirsuperiortoldthemwhatneededtobe
done that day and they received the necessary instructions
to carry out that specific task. We wanted to make these
jobs more active, by giving people more autonomy, more
responsibility. They can now prepare for production them-
selves, determine as a team how they can reach certain tar-
gets, determine how to perform their tasks and when they
can or cannot go on leave. This meant that the employees
had to adapt, particularly because the average seniority of
themembersoftheassemblyteamswasrelativelyhigh.We
gaveeveryonethespacetoadaptathisorherownpace.The
managers also had to adapt and make an effort to motivate
people and give them confidence. You can’t just improvise
this; you need to create a framework for the transition. The
company’s task is to set common goals and establish the
boundaries within which work can be carried out. This is
how they determine certain KPIs such as the service level,
turnaround time, the number of units per hour, reducing
the number of customer complaints, etc. The team is res-
ponsible for achieving the set goals. Once the framework is
in place, the results are impressive. A good example of our
approach is the line mentioned previously with the Bihler
machine. It is a technically challenging machine, but we
made a conscious decision to recruit the operators internal-
ly from among the assembly workers. Several of the opera-
tors we selected did not have technical training or did not
have any formal training. Based on an in-depth training
programme that included mechanics, machine operation,
tooling and English lessons, they learned how to operate
and convert the machine themselves. People can achieve
much more with the right support.”
Watch the video :
watch?v=Wb4LGWawWH8

#10Rf-Technologies:automationbringsaproductionline
backtoBelgium
As a company, you can deal with competition from low-wage countries in several ways: you can com-
peteonproductquality,youcanautomatesoastoproducemoregoodsusingthesameresourcesoryou
can try to bring down your lead-times for delivery. Rf-Technologies has managed to combine all three
of these approaches without losing sight of its workers’ well-being. These combined efforts recently
earned it a Factory of the Future Award.
Three transformations
Agoria’sFactoryoftheFutureprogrammeisbasedonatotal
ofseventransformations.TobecomeaFactoryoftheFuture,
each company has to look carefully at these transforma-
tions in order to find out what it can work on. At Rf-Techno-
logies – a producer of passive fire safety solutions (see box)
– the following were the main aspects dealt with: ‘world
class manufacturing’,‘digital factory’ and ‘smart production
systems’. The ‘networked factory’ and ‘human centered pro-
duction’ aspects also played an important role. Jürgen Van
de Velde, the company’s head of operations, explains the
various projects.
Van de Velde begins: “We drew up a technology roadmap.
This document also acts as an additional decision-making
tool for our technological development”. “We gather infor-
mationusingournetwork:viavisitstocompanies’premises,
trade fairs, magazines, meetings, training courses, etc. Four
times a year, this document is reviewed by operations ma-
nagers and the IT department, who look at what may be of
interest to us, how long it will take to depreciate the costs
involved, and what the short and long-term consequences
will be. On this basis, each year we decide what we want to
do and what we can achieve.”
• Automation
“One of the most striking achievements is automation.Exa-
mple no.1 is a machine that works based on a vision system.
The camera detects which part is present; this information
is then communicated to the next two units, which adapt
their actions accordingly, choosing for example the op-
timum strip to apply. This machine produces around 130
parts per day. This work used to be executed by hand, by six
people. Today, there’s only four of them. A significant level
of automation has also been achieved in the metallurgy
department, with two robots. Previously, we were able to
manufacture up to 110 parts with four people in each team.
Now, one person can produce up to 300 parts. This invest-
ment was very important, as it has enabled us to meet
growing demand.” “Previously we prepared this product at
our site in Slovakia but thanks to this automation process,
we were able to bring this line back to Belgium. At the pre-
sent time,we also have a thesis on the opportunities cobots
can offer in our environment. I’m curious to see whether a
traditional robot will win out in the applications where we
think a cobot will be better.Let’s wait and see the outcome.”

• CR60line
Another example is the installation of the CR60 line. Nico
Meuleneire, head of production, explains: “This line works
without any paper at all. First of all, the RFID reads exact-
ly which fire damper is being processed. Next, the opera-
tor automatically receives instructions for the specific part
concerned, on a screen: attach a label or mechanism, or
apply a strip. Photos or videos explaining instructions can
also be displayed, in order to facilitate the operator’s task.
We can manufacture an infinite number of variants with a
single line, all based on an adaptation within our SCADA
system. We now aim to proceed with implementing this
system on other assembly lines.”
• Pickingpartsinthewarehouse
The smooth flow of production depends on the incoming
supply of goods. A SWOT analysis revealed a number of
points worthy of attention. Jürgen Van de Velde: “This ana-
lysis was performed because we were short of space. So
we invested in two Kardex machines with an automatic
tracking system for picking parts. This investment will soon
be extended, with a further 6 units. The same analysis also
revealed that warehouse employees were having to move
around too much.We remedied this problem with a VGA.”
HumanCentredOrganisation
Nico Meuleneire tells us more about this work tool: “Two
years ago,a team leader set us a new challenge.This was an
opportunity to look at how we could exploit our human ca-
pital more effectively.We wanted a way of working that was
more efficient, and offered greater autonomy and greater
satisfaction. This was something we really needed, in or-
der to reduce delivery lead-times. When an employee is on
leave, someone else has to provide cover for their task. The
first stage was to compile a list of all the tasks–very specific
ones – that have to be executed on each machine. Once this
Fleximatrix was completed,all operators were asked to rate
each task. This provided us with an excellent lead for map-
ping the knowledge possessed by our workforce and also
with a valuable tool for training new employees. However,
sometimesminorinterventionscanhaveamajorimpacton
the operation. For example, one of our departments works
in two shifts. In the past, the transition between the two
shifts was almost instantaneous, with virtually no overlap.
A short time ago, we introduced a weekly half-hour overlap
time.
This has improved the communication. The team notice-
board has also been redesigned; employees are allowed to
manage it for themselves. Here, a variety of information is
recorded: customer complaints, employees on leave, ma-
chinery breakdowns, work rosters, etc. The third interven-
tion involves the installation of large screens in strategic
locations around the company’s premises, displaying e.g.
the day’s production targets and the current figure reached.
This information helps to foster a sense of commitment
among employees.A“shift charter”has also been drawn up,
listing several undertakings.
I’d like to mention the efforts we’ve made to teach (our em-
ployees) to communicate effectively. This may seem easy
and obvious but it’s not. Not everyone knows how to tell
their colleagues in the right way that they’ve made a mis-
take. We’ve had people attend several sessions with Agoria,
to learn how to do that. These measures are having a very
positive influence. The communication flow is much better
now.There’sonefewerintermediatelayer,asthereisnolon-
ger a team leader. We’re also finding that team cohesion is
very good.So,it’s mission accomplished!”
Smart Manufacturing
Jürgen Van de Velde: “Here, first and foremost, it’s all about
productivity. In 2014, we measured several things over an
eight-month period, sometimes quite literally with a chro-
nometer in our hand. This benchmark measurement was
expressed in productivity points, with a starting value of
100.
Next, we began to examine areas where we were lagging
behind, so that ‘time with no added value’ could be cut to a
minimum. Four years later, the result is a productivity score
of 120, i.e. a 20% improvement. The ultimate aim remains
to equip ourselves to deal with the competition. Reliability
isaveryimportantconsiderationinoursector.Ifwepromise
a customer a delivery time, we have to keep to it, especially
given that a harmonised EC standard was drawn up in 2012.
That’s no bad thing in itself but it has enabled other actors
to start selling more easily into our market. We reacted to
this situation by focusing on shorter lead-times for delivery.
Back then, our delivery time was 10 days. However, we have
steadily cut this, and in 2015 it was down to 5 days. Today,
we can deliver some basic products within 48 hours.We can
deliver to the Netherlands faster than German companies
can.”
Digital Factory
Bart Vergote (IT Manager) tells us more about the software
technology context: “Remember that the innovations refer-
red to are software-led: scanning, screen displays, Kardex
equipment,VGAs,etc.
For example, the digitalisation application was entirely de-
veloped by us. Previously, many measurements were taken
on the spot, and employees entered data and consulted it
manually in the ERP system. We wanted to avoid that: ins-
tead, we wanted actions to be grouped together and sent

to the ERP system asynchronously, to avoid time-wasting
caused by waiting for the system. This required quite a lot
of effort as we had to map all the flows. This application is
virtually independent of the ERP system. It communicates
with the system but isn’t reliant on it. If we want to change
the software in future,we can now do so more easily.Today,
the Kardex, i.e. the system used for loading lorries and the
VGA, is also connected to it. In principle, we always try to
continuetousethemanufacturer’ssoftware,andonlymake
adjustments if these are necessary for our application. For
example, the Power Pick software for the Kardex is very
good. The only change we made was for the data feed from
the ERP system, where we created a small app to make the
operation correspond to our method of working. The same
goes for the VGA. The manufacturer’s software is very good
but we wanted to focus more on our own situation. For exa-
mple,wewantouroperatorstobecapableofsettingcertain
priorities and entering the pallet sizes themselves. Here
too, we developed our own digitalisation software. In this
particular case, we solved the problem by using QR codes
containing all the information needed.” Vergote illustrates
this with a small example: “Previously ,when we picked up
15 pallets somewhere, 30 scanning actions were required:
15 scans to enter the order and 15 to cancel it. Creating a QR
code with the task‘collect 15 pallets’means that only 2 scan-
ning actions are needed now. This saves a huge amount of
time.”
Networked Factory
Jürgen Van de Velde explains transformation no. 5: “I’d also
like to mention the contribution made by our network. For
example, we have a fruitful collaboration with Trianval, a
company at Wetteren that supplies workers to order. It can
provide employees under very flexible arrangements. At
least 5 of their employees work here every day but during
peak periods, there may be up to 15 of them, and we also
collaborate closely with the local technical college on in-
ternshipsanddissertations.Wealsositonseveralstandards
committees. Via Agoria, we’re in contact with all fire safety
actors, including Belgium’s Home Affairs FPS. We often re-
presentBelgiumonstandardscommittees.Thisiswherewe
oversee the preparation of standards, in conjunction with
our competitors, laboratories and other entities. Lastly, we
also participate in fire safety forums within local organisa-
tions in France and the Netherlands,for example.”
RF-TECHNOLOGIES: Passive fire protection since 1985
Rf-Technologies is a family-owned company that manu-
factures passive fire protection products such as fire dam-
pers, fire damper cartridges, smoke evacuation shutters,
controllers,fire-resistant grills,fire-resistant collars,sealing
material and refractory plates. It operates from two sites:
one at Oosterzele and one in Slovakia. In total, the com-
pany employs 200 full-time staff producing these parts to
international standards. The company has its own testing
installations, including two ovens, where products can un-
dergo the same tests as those required for obtaining certi-
fication.Around 100 of these tests are performed each year.
In February 2012, the company became the first supplier to
offerafullrangeoffiredamperscarryingECmarking.These
days, RfTechnologies products are to be found worldwide,
including in a number of prestigious buildings, such as
NATO Headquarters in Brussels, Maison de la Radio in Pa-
ris and the Odeon Tower in Monaco. The company exports
its products to 25 countries and is one of the three market
leaders in this sector in Europe. Bernard Santens – from the
towel manufacturer of the same name – is rightly proud of
his team’s achievements: “Our company’s motto is ‘Open to
innovation,closed to fire’.This is a good thing,as we can say
that innovation is the leitmotiv of the entire company, and
the Factory of the Future Award is our crowning glory.”
Watch the video :
https://youtu.be/YTfZuRJnq-U

#11In-flowphilosophy:Creatingprocessesandenhancedefficiencyat
RobertBosch
Perfectvisibility.ThisisthechallengethatRobertBoschProduktieN.V.,basedatTienen,setsitselfona
dailybasisasitproduceswindscreenwipersandwiperarmsforbothOEMcustomersandtheaftermar-
ket.Thesustainedeffortithasputintomeetingthisobjectiveoverthepastfiveyears,withanenormous
investment of approx.24 million euros in transforming its site into a modern production plant,earned
itaFactoryoftheFutureAwardatthebeginningof2019.Thestrategyofchangeadoptedbythemarket
leader in developing rubber and windscreen wipers is based on a desire to boost its competitiveness,
and in particular,has resulted in an optimal in-line/in-flow production system with minimal waste.
It’s all thanks to ultra-modern production lines and innova-
tive IT applications
Strategic transformation
From a conventional windscreen wiper with a “coat hanger
design” to a monobeam with a rubber profile on the inside.
Over the past 45 years–and it’s a euphemism to say so–the
windscreenwiperhasundergoneagenuinetransformation.
With the arrival of the jetwiper, this transformation embar-
ked on a new chapter and Tienen-based Robert Bosch Pro-
duktie N.V.is now engaged in cutting edge development.
Vice-President Wim Elsen comments: “Bosch Tienen has a
tried-and-tested method for adopting new technologies,
via an innovation funnel and phase-gate processes. Here,
we rely on ultramodern simulations using our own design
models and we employ 3D printing to produce rapid proto-
types.
We work mainly with multidisciplinary teams, developing
processes and products simultaneously, and in the case of
new innovation concepts, we also always make sure that
we have a concept for both a highly automated line and a
manualline,soastopermitproductionindifferentregions.”
Factory of the Future
Thanks to its unique development process, Bosch Tienen
has managed to implement strategic transformations that
have delivered magnificent results, such as the develop-
ment of new production lines and innovative IT applica-
tions. Receiving a Factory of the Future Award represented
confirmation of these achievements, and the main effects
are apparent in end-to-end customer-focused engineering,
advancedmanufacturingtechnologiesandthedeployment
of a digital factory.
Production strategy
At Tienen, many production processes and stages are car-
ried out in-house. Each time, it all begins with rubber raw
materials, and extrusion compounds and profiles are as-
sembled on site. Steel plate leaf springs and stamped parts
for wiper arms are also manufactured here. The Belgian
production division is also a ‘Centre of Competence’ for a
number of processes. New processes are developed on site,
and are then extended to other Bosch Group subsidiaries.
For competitiveness reasons, the company’s production
strategy relies heavily on simultaneous engineering, whe-
reby processes and products are developed simultaneously.

In-line/in-flow production
Thanks to close collaboration between the development
and production functions, Robert Bosch Produktie N.V. at
Tienen is able to develop products and technologies as pro-
cesses. Automation, digitalisation and the in-line/in-flow
philosophy have played a key role in transforming the com-
pany into a manufacturer operating at the cutting edge of
technology.
In the case of rubber production, the company has deve-
loped its own coating and an associated application pro-
cess,allowing its in-line application.
Expertiseinthefieldofrubberisbeingfurtherboostedwith
investments in new technology (new coating and extrusion
technologies), with a view to achieving higher levels of pre-
cision in profiles and other materials, together with energy
savings and a lower environmental impact. Furthermore,
thanks to the latest technologies and production lines, a
wide variety of products can be retained for the assembly
process. The entire production system has also been equip-
ped with sensors and data capture, to ensure that any ano-
malies are detected in a timely manner and that the right
parts are assembled.
Digital Factory
As well as collaboration between the development and
production functions, connected machines also offer huge
potential in the Tienen Factory of the Future.By monitoring
data fed from automatic lines in real time,oriented analysis
reallycaninitiateanimprovement.Thankstoapowerfulma-
nufacturing execution system (MES), the Tienen machines
generate data that is easy to understand, and monitoring
it is child’s play. Mario Dusart, Bosch Production System
Continuous Improvement Manager, says: “Connecting up
the MES to our machinery offers a vast range of possibili-
ties.Whereas in the past,a production line stoppage had to
be logged by hand, the necessary data is now immediately
transmitted to us ‘live’. You also know immediately which
sensor is posing a problem and whereabouts in the ma-
chine any intervention is needed. Data of this kind enables
us to initiate and define improvement activities in a more
targeted way,and also permits predictive maintenance over
the course of time.Production is also monitored entirely via
performancedashboards.Thisisanextremelypracticaltool
that helps employees with their everyday tasks.”
Smart Manufacturing
By converting the existing production systems into flexible
systems, with self-learning and adaptive learning, Bosch
Tienen is banking on demand significantly changing the
market. Processes and algorithms are instructed using the
available technology and data, and for each order placed,
the company manages to deliver a highly specific and bes-
poke product.
Mario Dusart: “Much of the complexity lies in the very first
stage of our production process. This means that flexible
and intelligent systems are needed to guarantee a rapid
flow of materials. During the leaf spring forming process,
algorithms are used, which automatically load the basic
settings for the next batch.‘Bin picking’has also been adap-
ted in order to optimise the process.
Given that the windscreen wipers come in a variety of len-
gths, spoilers are now purchased in bulk. Thanks to ‘intel-

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