GERMAN AMERICAN - Strothmann

Interview with Michael Spiegel,
CEO STROTHMANN Machines & Handling
Q: Mr. Spiegel, STROTH-
MANN started as a small
machine engineering com-pany
in East Westphalia / Germany.
Today, STROTHMANN handling
systems can be found all
over the world – in the U.S. for
example at the Magna plant at
Spartanburg / South Carolina.
What’s the STROTHMANN
secret?
A: Actually, it’s no secret, but
all too obvious: Keep innovating,
improve your know-how,
keep moving – the STROTH-
MANN formula for this is
“Innovation in Motion”. Our
products – RoundTrack, linear
shuttles, destackers, centering
stations – are notable for presenting
simple and effective
answers to the handling and
transportation needs of our customers.
Q: Who are your customers?
A: Customers include companies
from branches like furniture
industry, machine engineering,
even Airbus Industries.
Metal sheet processing, especially
the automotive industry, is of
course very important. Here,
STROTHMANN has gathered
considerable expertise over the
years through implementing
systems for press line automation
all over Germany and
Europe.
Q: So, if I am in the auto
business, what’s my STROTH-
MANN advantage?
A: There are very rigid
demands concerning quality
standards and delivery reliability,
because in this field, all
chances to cut the costs have to
be pursued to stay ahead of the
global competition. Think of
concepts like just in time or lean
production, platform and modular
strategies – many of these
stem from the automotive
industry. In a situation like this,
the suppliers are under constant
pressure. And a production line
that isn’t operated efficiently,
suffers from frequent downtimes,
slow tooling, ineffective
handling etc. is wasting a lot of
money. Dynamic handling
solutions are a key factor to face
the competition.
Q: Which means: Press line
automation “Made in
Germany” for the rest of the
world?
A: Well, that’s too strong a
statement. Of course, the global
scope and structure of the
industry, with production lines
and suppliers distributed all
over the world, was definitely a
reason to expand our business
beyond Germany and Europe –
and to open up the enormous
North American market. But
when I mentioned moving and
mobility a little earlier, I was
also driving at the ability to
adapt to a particular market.
Q: So, what is special about
the American market?
A: The first which comes to
my mind is the service, which is
at least as impor-tant as the
technology. The consequences
are far beyond establishing a
service network. It’s more about
construction and design of your
machines: One must be able to
eliminate failures and malfunctions
in the easiest way possible.
In Europe, you often rely on the
experts on site, who will investigate
and fix the problem (sooner
or later). In the U.S., you
exchange a module – and production
continues. Another specialty
are FMEA- (Failure Mode
and Effect Analysis) and RCM-
/R&M- (Reliability Centered
Maintenance) studies. They are
costly, of course, but in the long
run, you benefit from an
extended know-how and
improved product quality. And
last but not least: We learned
that flexibility in product management
is an important quality
while working together with
our American partners.
“Nothing is as sure as change”,
as you say – but nevertheless
you have to keep the deadline.
So engineering, structured planning
and coordination skills
must go hand-in-hand.
Q: Taking the other perspective,
are there any special characteristics
of Ger-man automation?
A: Americans like the high
quality standards of our
machine building. “Made in
Germany” has a good ring to it.
True, there are many areas
where Americans are using
domestic automation parts, but
for many key components –
especially in the automotive
industry – the label “Made by
STROTHMANN” is very important
– and that’s a major stimulus
for us, to keep on innovating.
Cover Story
German American Trade · Vol. 15 · No. 3 11