Process optimization and automation in the nonwovens industryHow a group-affiliated medium-sized company increased its competitiveness
Why was it necessary to modernize the production plant?
An established production site within the nonwovens industry was facing increasing international competitive pressure – particularly from lower-cost suppliers from Europe and Asia. At the same time, customer requirements in terms of product design, quality, packaging and availability were increasing. The existing 130-metre-long production line could only partially meet these new requirements and with additional manual effort, which led to rising costs.
Comprehensive technical modernization was necessary to ensure long-term competitiveness. The aim was to raise finishing and packaging to a future-proof level through a new process design and the use of state-of-the-art automation and digitalization technologies. In addition, the cost structure was to be improved, waste reduced, capacity increased and the safety concept brought up to date.
How was the production optimization project implemented in concrete terms?
The modernization was carried out in several structured phases:
- Initialization & analysis: First, the project organization was established with experts from the fields of engineering, IT, production, purchasing, controlling, quality assurance and occupational safety. This was followed by a comprehensive analysis of the existing system capabilities, the upgrade potential and the need for renewal. This was used to develop the project objectives and an initial rough concept for the system design.
- Planning & tendering: The technical core competencies – material handling and processing, packaging, robotics, inline quality assurance, control technology and ERP connection – were identified. Six individual trades were put out to tender and awarded after evaluating reference projects from Europe and the USA. The final process design was validated with simulations and risk analyses.
- Implementation: To minimize the project-related downtime and continue production, parts of the “old plant” were first moved and a dust-tight partition was created between the production hall and the construction site. The new plant components were then installed in the space that was now available. Every opportunity was taken to pre-assemble and test the equipment and systems in sections. The engineers, technicians and operators were trained during construction, assembly and commissioning.
- Handover & commissioning: The new system was handed over in stages. Products were qualified according to specification, quality systems were validated and a maintenance and spare parts concept was drawn up. Design and software bottlenecks – for example in product handling – were solved flexibly.
What concrete results were achieved with the project?
- The project was successfully completed within the budget of over EUR 10 million
- Delivery capability: Ensured throughout, despite extensive conversion measures. The planned plant downtime was undercut by 6 days.
- Quality improvement: The new technology made it possible to manufacture products with significantly higher physical requirements. Reliable inline monitoring systems enabled tighter process limits to be adhered to and product quality to be improved.
- Cost efficiency: The targets for personnel and scrap costs were achieved. The operating cost ratio fell significantly thanks to reduced set-up times and optimized personnel deployment.
- Increased capacity: Thanks to shorter cycle times, production capacity has been significantly increased.
- Technology transfer & securing know-how: The careful selection of suppliers and intensive cooperation as well as the early involvement of specialist personnel enabled a successful technological leap – including the internal availability of specialist expertise for future optimizations. The plant safety concept was state-of-the-art in terms of organization and technology.
- Decisive success factors: the effective cooperation of an extremely committed and highly competent team under clear leadership! Finding creative solutions through the targeted involvement of cooperation partners! The courage to break new ground!
What makes this project a benchmark in the industry?
The project is a prime example of industrial transformation in a group-based SME: it combines consistent digitalization with a clear strategy to increase efficiency in production. The high degree of automation, the robust integration of quality assurance systems and the successful combination of conversion and ongoing operations are particularly noteworthy.
Today, the plant is one of the world’s leading production lines in terms of productivity, flexibility and degree of automation within the nonwovens industry. The results show how a real competitive edge can be created through structured process modernization, intelligent technology integration and change management.
FAQFrequently asked questions
What are the advantages of inline quality assurance in production?
Inline quality assurance systems enable continuous monitoring of critical production parameters. This allows errors to be detected at an early stage and rejects to be avoided. In this case study, they led to tighter process limits, higher product quality and greater production stability.
How can production continue during a conversion?
Careful planning, such as the dust-tight separation of the construction site and production hall, as well as coordinated pre-assembly and testing, means that conversion and production can be carried out in parallel. This keeps supply chains intact and minimizes downtimes.
What role does automation play in reducing costs?
Automation lowers personnel costs, reduces set-up times, increases process accuracy and reduces waste. In this project, significant savings were achieved and capacities were expanded at the same time.
Implementation by experienced industry experts
The project was designed and managed by Norbert Müller. As a managing director in the industry, Mr. Müller was responsible for a large number of international projects – always with a focus on operational excellence, profitability and technological sustainability.
