Mr. Haberland, you are responsible for the areas of Development, Research, Quality, Logistics and Production at FAULHABER. What fascinates you most about this role?
All these areas are linked in different ways. The exciting thing, and also the important thing, is undoubtedly looking at the interrelated processes and the continuous nature of it all – from a product idea to the final series, we go through many different phases. The level of quality is, for example, an important aspect. Ensuring that the smooth process meets a high standard right from the beginning means that there will be no problems, or only very few, during production. The complexity and size of our product range are constantly increasing. This also means that we are constantly questioning our approach and have to make our processes even more efficient. It's a balancing act – we want to reduce the complexity of the processes without endangering the core of our business model or the quality of our products. A key factor in this is how we automate our core processes. Work processes should be made leaner, while the speed and precision should be increased. When we automate steps in production or logistics, we create capacity for strategic tasks and can respond more quickly to changes in the market. In addition, data quality plays a crucial role. We can only work efficiently and sustainably if the data on which our decisions are based is reliable. Therefore, we invest not only in technology but also in strengthening our planning capacities, thus ensuring that we can always work with a clear overview and well-founded analyses.
Innovation is one of the key factors in FAULHABER's success. How do you define innovation in your area...
To us, innovation is crucial, but it isn't limited to the development of new products. To remain technology leaders, we have to think about innovation holistically – this means that we are also continuously developing our processes. After all, we are working in an environment in which we are often at the limits of what is technically feasible.
I like to define innovation using the five-pillar model: products, processes, people, methods and tools, as well as the environment. When it comes to innovation, our first thought is often of products. To a certain extent, it is assumed that new products must offer innovative solutions – but it doesn't end there. Our processes must also be continuously adjusted and improved in order for them to stay efficient and flexible. Another key factor is the people aspect. A future-oriented company needs an innovative mindset. This means that our employees want and are allowed to learn and try things out, have the freedom to come up with creative ideas and also sometimes make mistakes along the way. Mistakes are part of the learning process and are not at all negative – they provide valuable information and drive us forward. Using the right methods and tools is also crucial. Old tools must be scrutinized and replaced with new technologies if necessary. Especially in product development, modern measuring methods, simulations and continuous training are fundamental in order to stay up to date.
... and which trends are driving the development of new products?
I like to call them the three Ds – digitalization, decarbonization and deglobalization. In digitalization, we see a huge opportunity to optimize both the predictability of our processes and the networking – here, the keywords are IoT and interface integration. This enables us to make decisions more quickly and more accurately. Just as importantly, we are driven by the topics of decarbonization and deglobalization. The reduction of CO2 emissions – those produced by us and by the supply chain – and the implementation of a circular economy and recycling are crucial to a sustainable future. At the same time, we are seeing a shift in global supply chains. For example, the dependence on rare-earth elements and the question of whether we still want to be reliant on deliveries from overseas in the future or whether we want to orientate ourselves even more within Europe. So, for us, innovation is a holistic process that is supported not only by products but also by continuous improvement in all areas.
Are there any current research projects or technological developments that you are particularly excited about?
We are working intensively on a variety of different research projects and technological developments that have huge potential for the future. I am particularly excited about our pilot project with Fraunhofer, which also involves artificial intelligence. Everyone is talking about AI and we want to understand at an early stage what opportunities it offers for future technologies and processes.
In parallel, we are carrying out an internal survey and review on the use of AI in order to analyze the current situation and derive new initiatives. We see this as an important foundation for investing in the most promising topics in a targeted manner and further increasing our innovative strength. Above all, because these developments are full of potential.
The development of new products requires a deep understanding of customer requirements and technological trends. What factors are currently playing the most important role in the development of new drive systems?
This is a process in which many factors play a role. It is particularly important to develop an understanding of systems. This is because, ultimately, it is not just about developing a powerful product but also about offering a functional, application-oriented solution. Two things are crucial here: technological expertise and a clear focus on the customer's requirements. It's a big advantage if we start working closely with the customer early in the development process. A direct dialog and the opportunity to discuss technical details on an equal footing are two of the key elements for successful, tailored solutions.
In your opinion, what are the current challenges facing the industry and what opportunities do they offer FAULHABER?
The current situation is like skiing through fog. You are moving, but visibility is limited. At best, you can only guess what's up ahead. It is therefore important to remain focused and flexible and to be able to respond quickly to whatever you encounter. The situation in the market is similar. From an economic perspective, we know that uncertain times lead to a lack of investments and we can see how geopolitical changes are impacting us. It is therefore all the more important that we at FAULHABER are both resilient and resistant and maintain the ability to respond quickly.
Efficient production and planning processes are crucial to performance as a supplier. What strategies is FAULHABER implementing in the area of Operations?
A key component here is the collaboration of all those involved from the areas of Sales, Inventory, Operations and Planning. The entire end-to-end chain is optimized so that all relevant issues can be identified and handled promptly. For this purpose, we differentiate between types of business. A customer who orders catalog products has different expectations than a customer with a framework agreement. For example, keywords such as availability, short lead times and on-time delivery play a big role in this context. Another focus is to increase digitalization and automation in order processing. Orders for catalog products must be automated as much as possible and processing them must not require additional work. This enables our employees to concentrate more heavily on special requests and customer-specific solutions. At the same time, it is important to us that the role employees play in the overall process becomes more visible. Everyone in the company contributes to ensuring that our customers are supplied reliably and on time. Increasing awareness of this throughout order processing is an important step.
What motivates you personally in your work at FAULHABER and what is your vision for the company's future?
It's always fun to work with a highly competent team, experience the enthusiasm for our technology and tackle new challenges with a wealth of ideas. And I think this motivation and this passion are also reflected in our products and solutions.
My vision for FAULHABER is clear: we want to be number 1 in the field of precision drive systems. If we can't find a technically sound solution for an application, then nor can anyone else putting in a reasonable amount of work. We don't claim to be miles in front – but always at least one step ahead. FAULHABER should set the benchmark for the industry. Our aim is for customers to think of us first when they have challenging drive tasks, for them to come to us straightaway with their request and for them to trust that we will develop the best solution. We don't just want to be a provider – we want to be the best point of contact for the optimal technical solution. To achieve this, we must combine two things: a broad product range and customer-specific solutions with lean processes.
Has there been a particular moment or development in your career that has permanently shaped your view of technology and innovation?
Yes, I've had this experience. It was a situation that was equal parts risk and opportunity – and showed that changes can often be the starting point for something new and successful. I experienced an important customer order being canceled – a situation that initially seemed like a setback. But it was precisely this that led to us rethinking, looking for new approaches and developing solutions. We seized the opportunity and got started on a new technology. Being willing to take risks is essential. Sometimes, you simply have to have the courage to try something new – even if there is no guarantee that it will work straightaway. In a regulated process, it is rare for you to voluntarily break free and experiment with something new. But it is precisely these moments when you are challenged and forced to change that often drive innovation. I therefore think it's crucial to always stay open to change, take risks and actively seize opportunities.