Edition 64 (October-December, 2021)

HEGLA-HANIC • 2
The level of digitalisation and automation in Production was significantly raised. Marcel Müller, trainee in flat glass
technologies, is able to instantly track pending orders and processing progress and, in close coordination with the other
departments, can ensure that orders are completed on schedule and with the quality required.
Overarching machine optimisation
and centralised software solution
At the beginning of this year, the
GKT Group from Brakel in Germany
(Eastern Westphalia-Lippe) geared
up for the future by expanding
its production technology and
implementing a new software system.
For even greater flexibility, automation
and further growth, the company
invested in a double edging and drilling
machine, a highly automated float glass
cutting system with a breakout system
and an insulated glass line.
Almost in parallel, the company
switched to an ERP and production
planning software from HEGLA-
Peter Egg is the managing director of the GKT Group in
Brakel in the second generation. The company was founded
in 1978 and employs around 150 people. Its portfolio
includes insulated glass, toughened glass, LSG, inner
mullions for insulated glass and much more for regional and
international customers.
HANIC that drives the machines and
processing lines according to need.
It optimises individual production
steps, automates them in precise
synchronisation with the cycle, and
monitors and transparently maps them.
For the newly implemented ERP
functionality, all processes – such
as order entry, work preparation,
purchasing, warehouse management
and logistics – are centrally pooled and
directly accessible.
Higher complexity, shorter cycles
“Every system has its time,” said GKT
Managing Director Peter Egg with
conviction. “We were well positioned,
Dr. Jan Schäpers is the managing director at HEGLA-HANIC
from Bochum, the specialist in software for glass-processing
companies. At GKT, new ERP and PPS software, as well as an
app for shipping support, were recently implemented.
our processes functioned properly and
we probably could have continued to
work with the existing software.”
However, our experiences in recent
years showed that the complexity
of incoming orders would continue
to increase, as would customers’
desires for shorter delivery times and
ultimately, the competitive pressure
driving faster and faster cycle times, he
said.
“As a medium-sized provider, we are
appreciated for delivering on schedule,
for our high quality, broad product
spectrum – and for our flexibility,”
reported Egg.
That is why his project requirements
included creating an overarching,
company-wide data structure with
even greater clarity and transparency
in the spirit of integrated corporate
management. Simple visualisation of
KPIs, along with real-time access to
every single order and an overview of
the available capacity on the toughened
glass furnace or the insulated glass line,
were on his shopping list.
The goals of maximum cycle
time optimisation, process support
for automated and semi-automated
workflows and optimal dovetailing were
defined in partnership with HEGLA-
HANIC.
Networked work areas with
integrated processes and data
Since the production processes and
commercial tasks were migrated to the
new system, the individual work areas
are networked even more closely. For
example, all orders are first recorded
in the ERP and then broken down into
their processing steps by the system.
Warehouse inventories are
checked and, if required, a purchase
requisition is generated that can be
digitally exchanged with one or several
suppliers. The PPS takes factors such
as delivery dates, machine capacity,
inventory and material utilisation into
consideration while optimally compiling
orders and then forwards them to the
relevant production stations as a work
order.
“For our production, this means a
high level of automation and daisychaining
the individual processing steps
with short cycle times and a degree of
Glass Bulletin | October - December, 2021 65