Successful at our customers!

Checking Fixture Management

Quality in Germany:

Expert knowledge in gauge management in high demand

Gauges and inspection devices are in safe hands with Schnitzer Group quality experts. They play a critical role as an interface between customers and their suppliers, ensuring that documentation, inspection devices, measuring gauges and inspection records are thoroughly reviewed in accordance with the specifications outlined in the project requirements. As a result, they are highly sought-after for their expertise in quality management. Additionally, our quality engineers are authorized to inspect these devices on behalf of our customers. With years of experience, the Q-team actively participates in customer workshops, contributing to the revision of project requirements for inspection and measuring devices. The team Karl Dobelmann/ Willi Kellermann is also eager to share their knowledge with clients and colleagues. You will host an in-house "Gauges Workshop"? Please contact our Academy.

Global Supplier commissions the Schnitzer Group to ensure parts supply at an Italian Tier 2

The Schnitzer Group was commissioned by a Tier‑1 system supplier, after the parts supply for its customer – a US‑based OEM – became at risk. The objective of the assignment was to ensure the on‑time delivery of door panels and center consoles manufactured by a specialized Tier‑2 supplier in the field of lamination and coating.

Problem:
The Tier 1 and Tier 2 had lost oversight of the complex project involving numerous tools and activities. This resulted in massive delays and missed deadlines.

Analysis:
The root cause was a lack of process transparency and insufficient coordination. A comprehensive overall analysis by the customer had previously been missing.

Approach:
The Schnitzer Group analyzed the entire production process, conducted target/actual comparisons, and established a structured project management framework. A Schnitzer Group project manager coordinated all stakeholders and ensured seamless communication.

Tools:
In addition to Microsoft tools, project‑specific templates were used for structured control and documentation.

Result:
Through close collaboration with the Italian Tier 2, parts supply was stabilized and delivery reliability restored.

Conclusion:
“The complex project involving the Italian Tier‑2 supplier clearly demonstrates how crucial a systematic and holistic view of production processes is. Through close collaboration and continuous support, project transparency was restored and the on‑time delivery of components ensured. The key to success lay in the combination of interdisciplinary teamwork, the use of innovative tools, and ongoing process analysis. These factors enabled targeted problem‑solving and a consistent focus on the essentials.
Effective project management means setting the right priorities and making well‑founded decisions – not processing as much information as possible at once. Structure, clarity, and the ability to stay focused on what truly matters are decisive,” says Project Manager E. Hochholzer.

Schnitzer Group masters production relocations!

Transparency, Technical Expertise, and Leadership as Key Success Factors

After years of successful collaboration, we were once again approached by a long-standing customer—a Tier‑1 supplier—for a demanding project in the field of project management. The objective was to provide technical support for the relocation of a spare‑parts production portfolio from France to Spain on behalf of a global lighting manufacturer.

The Challenge:
Five assembly lines, 280 tools, 200 lighting variants with more than 1,250 individual components – all coordinated across numerous subprojects.

Hubert Sinz from the Schnitzer Group assumed the role of central project manager, overseeing all customers, projects, and resources. His responsibilities included:

• Strategic alignment of all subprojects
• Proactive communication with four OEMs
• Developing solutions for unexpected challenges

Successful Project Leadership in an International Production Transfer
Thanks to his 15 years of industry experience, clear communication, and solution‑oriented mindset, the project was completed successfully and to the satisfaction of all stakeholders.

Our customer summarized their impression of Hubert Sinz after project completion as follows:
“The complexity of this transfer was heavily underestimated at the beginning. You did a fantastic job and always found a way to implement everything positively. Thank you for your help and support.” Project Manager Hubert Sinz adds: “The combination of technical expertise and management is one of our core strengths at the Schnitzer Group. Communicating at eye level is a matter of course for us.”

Schnitzer Group USA Provides Successful Support in Maintenance Management

Robert Fäller Assumes Interim Leadership

In 2024, our U.S. location received an assignment from a Spanish Tier‑1 automotive supplier specializing in metal stamped parts and welded assemblies. Due to severe production issues affecting chassis components, the Schnitzer Group provided an interim leader—Robert Fäller—for a period of 13 months. The objective: stabilize production through targeted maintenance and escalation management.

The supplier, already under escalation by the OEM, was producing only 850 units per day—far below the target of 1,200—even with a 7‑day operation. Root causes included lack of leadership, organizational weaknesses, and an overwhelmed maintenance team. Major equipment failures involved robots, welding units, milling machines, cranes, pumps, sensors, and cables.

Robert Fäller took over as leader of a cross‑functional task force dedicated to achieving long‑term stabilization. The team implemented core processes to sustainably transform the supplier:

• Development of a structured escalation plan to stabilize operations and align cross‑functional teams
• Implementation of immediate corrective actions to increase daily production output
• Targeted root-cause analyses of the key downtime drivers (see above) to significantly reduce unplanned failures
• Design and introduction of a sustainable preventive maintenance process to shift from reactive to proactive maintenance
• Deployment of a dynamic TPM (Total Productive Maintenance) system to enhance cooperation between production and maintenance
• Implementation of a modern mobile CMMS (Computerized Maintenance Management System), enabling improved maintenance assignment, faster response times, complete documentation, and automated data‑driven KPIs
• Spare‑parts risk analysis and development of a new spare‑parts strategy to ensure availability of critical components, reduce risk, and optimize inventory

With the Schnitzer Group’s support, the supplier reached—and sustainably maintained—the daily production target after nine months. In addition, the five most frequent machine failure causes were significantly reduced. Maintenance reaction times improved due to the newly implemented mobile CMMS, and preventive maintenance became structured and reliable. Spare‑parts availability and inventory levels were aligned with operational needs.

A proactive maintenance approach—enabled by TPM and a digital workflow—resulted in improved team‑oriented collaboration across functions.

Prototype Tooling Management at the OEM

Framework Conditions
Our customer is one of the global leaders in the automotive and motorcycle industry. The company is synonymous with premium quality, innovation, and technological excellence – with key focus areas including electric mobility, hydrogen technology, autonomous driving, and connected vehicles. The Schnitzer Group works in an interdisciplinary, international, and hands‑on manner. Preventive projects are supported across locations, while in reactive situations we support suppliers on‑site within 24 hours.

Why We Were Commissioned

• Expansion of the specialist department’s capacities 
• Utilization of our international network, especially in the USA and China – including local teams with deep cultural, procedural, and operational expertise

Customer Challenge / Requirements: At the start of construction, prototypes must be available in full, in the correct quality, and delivered on time.

Our Assignment: Early assurance of tool creation and equipment availability to secure quality, delivery performance, and project stability.

Process Overview: The component development process includes:

• Injection molding, metal casting, forming, extrusion
• In assembly (ZSB): assembly, welding, and bonding processes
• Assurance of electrical components in the electronics domain

Our Approach: Following a structured kick‑off with the customer and suppliers, we identify technical and scheduling risks and define the critical path. Our approach includes:

• SYSTEMIC Project Management / SYSTEMIC Upgrade
• Regular project meetings
• On‑site visits to toolmakers
• Feasibility assessments
• Detailed schedules, photo documentation, and status reports
• Support during initial sampling
• Pragmatism: Microsoft Office & common sense

We create transparency, communicate clearly, and act solution‑oriented. We remain close to the operational level while preparing results in a format suitable for management.

In case of deviations, we develop practical solutions together with suppliers and the customer – based on our long‑standing technology and project experience, and our ability to bring people along throughout the project.

Cell‑to‑Pack, Cell‑to‑Module, Cell‑to‑Chassis!

In recent years, the Schnitzer Group has become increasingly involved in international projects in the fields of renewable energy and electromobility. For over a year now, Leo Palma, CEO of Schnitzer Group ASIA, together with our Chinese team, has been supporting a global battery project (EV – Electric Vehicle) for a major German OEM in Asia.

At the start of the project, we were confronted with a critical challenge: a fully automated production line was unable to meet the demanding dimensional requirements during assembly of a highly complex module. Through hands‑on experience, in‑depth evaluation of each process step, and a detailed review of measurement data and equipment capabilities, we were able to resolve this interconnected project disruption.

With an international team—combining OEM experts, Tier‑1 specialists, and Schnitzer Group SYSTEMIC engineers—we achieved significant modifications and improvements to the production line. The results included reduced scrap rates, adherence to dimensional tolerances, and a successful SOP.

Building on the insights gained and with the goal of further improving the process and production performance, additional lines were reviewed, optimized, and installed on‑site already during the planning phase. By now, a total of four fully automated lines have successfully launched into serial production, with further lines ramping up.

We have been—and continue to be—a key partner on the ground, facing these complex challenges head‑on. Especially now, with the phase‑out of combustion engines by 2035 firmly decided, one thing becomes clear: we are working at the very pulse of the industry.

Optimization of the injection molding process for a rear trim at an Austrian automotive supplier

Problem: audit still revealed visual irregularities on the surface of the rear trim
Cause: optimization potential of the injection molding process not yet fully exploited
Solution: generation of a stable and series-production-capable injection molding process with the approach of a 0-defect strategy

Procedure:

• Performance of filling studies and a DOE (design of experiment).
• Analysis of the existing injection molding process and evaluation of the defect characteristics for the rear trim
• Planning of the strategy and procedure for 0-defect components with the supplier

Measures for process optimization were derived from this:

• Improvement and mold deaeration tailored to the article requirements
• Optimization of the filling and closing times at the hot runner to achieve the best possible sequential filling
• Optimization of injection speeds
• Adjustment of melt temperatures
• Optimization of the holding pressure profile

Technical project management with a holistic approach is our focus. We want to offer customers effective added value. We achieve this with our SYSTEMIC Upgrade. In this project, the current q-status of the component with its deviations was technically analyzed, discussed and a targeted optimization strategy with the goal of "0-defect components" was developed using the practiced swarm intelligence and hands-on experience of the Schnitzer-colleagues Tutsch, Wörrlein, Rössler in Weissenburg. Gernot Tutsch, project manager, had the task of coordinating the strategy and approach with the customer and supplier. (One-Face-to-the-Customer Principle). In the background he had his two technology experts respectively for injection molding and tool technology. Over several steps, several appointments, also with the sub-supplier and in close coordination with their specialist departments, the process was optimized for the production of defect-free components. An important component here was the partnership-based cooperation with the experts and teams at the customer and sub-supplier. Process-accompanying evaluations of the component and process quality for the definition of the further procedure could be worked out constructively on site in the team. With professional communication to the customer and a targeted and differentiated flow of information to all stakeholders, project manager Tutsch succeeded in informing, motivating and keeping the project team together in the best possible way.

Sophisticated Surface Finishing: Focus on Graining!

Thanks to the valuable expertise of Ralf Weimar, Project Manager at Schnitzer Group USA, a complex technical surface issue was sustainably resolved. It is well known in the industry that the challenges associated with the “injection-molded graining” process go far beyond flawless execution. Achieving perfect graining results requires optimal communication and process coordination, precise planning, cross-functional collaboration, and deep technical understanding.

Starting Point: After the third unsuccessful surface evaluation loop at the Tier‑1 supplier, the plastic components in the vehicle window area were still not ready for release. Following this third loop, tooling and process expert Ralf Weimar from the Schnitzer Group was brought in. The task was to jointly develop a solution that would meet the OEM’s stringent quality and surface standards.

Root Cause Analysis: A detailed tooling assessment revealed that the graining at the tool parting line had not been executed with the required precision. Improper masking of the parting line resulted in an undercut, which caused pronounced demolding marks along the entire length of the cosmetic surface during the demolding process.
An expert team coordinated by the Schnitzer Group removed the undercut and corrected the faulty area.

Result: After the professional repair work, the optimized parts were presented again to the OEM. The results met the OEM’s high surface quality standards, ensuring adherence to the project timeline.
Through clear communication and expert knowledge in toolmaking, the core issue was successfully identified and resolved.