Future in the making, a claim that underlines MAN ES’s aspiration to go from component supplier to
solution provider. But how is the transformation shaping up? What are MAN ES’s employees working on? And what attitude do
the transformation pioneers, the brains behind the solutions – the Future Makers – need?
Frédéric Rivière (FR-EATM) from Saint-Nazaire, Jörg Massopust (STAX) from
Oberhausen, Robert Brendel (EEEFFP) from Augsburg and Casper Schrøder (EEL) from Copenhagen talk about their future-oriented projects and
the attitude that is ensuring success for their endeavors. If you are
interested in the projects and would like to learn more about them, simply
contact your colleagues. They are looking forward to giving more information.
During a workshop at Oxford University a few years ago, we were asked to look into the future and answer a question: What would happen to our business if there were no more oil reserves? It fascinated me so much that I’ve concentrated on forward-looking projects ever since. That has led to my being part of the Digitalization Core Team. Together with Group Digital and many teams in Marine, Power and Turbo, we have developed ‘PrimeServ Assist powered by CEON’ and are now also offering service via video feed with augmented reality support using ‘EyeTech’. In addition, a group of experts is currently working on the possibility of operating turbomachinery autonomously in the future, with artificial intelligence taking the place of human operators. For me personally, customer orientation is always the top priority: ‘customer first’ has to be in our DNA. Which also means knowing our customers’ strategies and needs.
When I was Head of Systems Engineering Marine, I gave talks on the
Maritime Energy Transition and LNG’s potential as a marine
fuel by political request and so helped shape political opinion. I’m concerned with fuels of the future in my new department in Four-Stroke
Development too. The ‘H2Engine’ project is
investigating whether and how our gas engines can be operated with hydrogen
admixtures. If the project is successful, it would be another important step
towards the energy transition.
I know from my own experience that flexibility of approach and job
rotation remain fundamental when it comes to motivating employees.
The aim of the T.R.U.S.T. (Transparency, Reliability, Unity, Safety,
Traceability) project is to label various key components with unique serial
numbers and DataMatrix codes. That will enable us to track their complete life
cycle, from labeling by the supplier to our products being dispatched from the
warehouse. T.R.U.S.T. will guarantee that parts are of the highest standard in
terms of quality and reliability, offering the peace of mind that is highly
valued by our customers. Teamwork is the key success factor not just in this
project, but across organizational and functional boundaries.
Our team from PrimeServ France’s innovation department
has developed a product that fits perfectly with Customer Thought Leadership:
the MAN Fluid Monitor, a system for monitoring lube oil in real time that is
unique on the market. It enables the operator to detect incipient anomalies and
so prevent damage to the engine and auxiliaries. The development of this highly
innovative product pushes us to exceed ourselves! Preparing for its launch for
all engine brands is still a big challenge for the whole team. In this project,
and in all aspects of the job, we have to work hand in hand. That is
fundamental for me.
Back to overview
For me personally, customer orientation is always the top priority: ‘customer first’ has to be in our DNA.