The production must go on

The company, which is located in Großmehring near Ingolstadt, has been operating under the name Schabmüller Automobiltechnik GmbH (SMI) since 2003. Before this, the company, founded in 1978 by Franz Schabmüller, was active in the field of special vehicle construction. In 1988, the company entered the automotive supply industry. With the machining and assembly of cubic engine and chassis parts, Schabmüller became a service provider for the automotive industry.

Nowadays, with around 150 employees, Schabmüller is a premium supplier, particularly for automobile manufacturers with high production volumes. Schabmüller can include Daimler, Audi/Porsche and Jaguar/Land Rover in its list of references. However, the most important customer is the VW Group, for which SMI has commissioned its largest plant to date for the production of cylinder head covers. The plant contains 16 machining centres, 26 robots and a number of peripheral machines for downstream machining steps. SMI produces ASM cylinder head covers here for the customer. These consist of a left and right cylinder head cover for the VW 3.0 litre V-group engine, fully assembled with camshaft bearing covers. Over 320,000 sets are produced annually.
 

Before large-scale series production really took off, SMI produced solely with stand-alone machines: One job at a time was processed manually on a machining centre with one worker. When SMI then received an order in 2013 to manufacture bearing frames for the VW Group, which were to be produced in a quantity of 970,000 parts, manufacturing had to be reorganised. “It was clear to us that the tool volume would no longer be manageable for us if we equipped seven or eight machines for the same order”, Häckl explains. “It would have been difficult for production management to keep an eye on the quality of the tools and to follow their reconditioning in terms of deadlines. The production must go on and not stop because a tool is missing somewhere.”

But that’s exactly what had happened in the past. For example, five drills were used up in one night, and the early shift started the day with one last remaining tool. Nobody understood what happened. In other areas, a lack of systematic tool withdrawal resulted in the fact that worn tools ended up in the drawer together with new ones, leading to bottlenecks since this had not been recognised in time. Managing Director Häckl is clear: “Due to this lack of verifiability of tool removals, we kept having huge problems in production.” 
 

Like any supplier, SMI has to undergo regular audits. This year, the external partners operating within the company were also audited. MAPAL Tool Management received independent confirmation and achieved 98.5 out of 100 possible points right away. The auditors praised the audited processes, saying they were well thought-out and efficient.

Schabmüller continues to grow at a rapid pace. At the moment, preparations for a new project are in full swing. As well as the two existing halls, a third one is being built, where cylinder head covers for a 1.5-litre engine of the VW Group will be exclusively produced from 2025. The annual volume is over 910,000 units, the investments for machinery and equipment amount to 24.5 million euros. MAPAL will also support this project via tool management with a tool dispensing system. To date, SMI already uses 750 different tools from MAPAL. The new project should add about another 150.