So that “Not available” becomes the exception

Machines whirring, bottles clinking, hissing noises: These are the sounds you hear in buildings where Krones machines go tirelessly about their work filling beverages. If even one single component fails to do its bit, though, under certain circumstances this can bring the whole line – and the whole plant – to a standstill. It can prove difficult to find the right spare parts, particularly if the machines are old. Fortunately, Krones recognised this problem at an early stage and set up a dedicated team that is specially equipped for such cases: Obsolescence Management. 

Reactive, proactive, strategic – the three ways to get spare parts 

Components are called “obsolete” if, for instance, they are ageing, no longer fit for purpose or not needed any more. In practice, this can take many different forms: Components are no longer manufactured, operating systems stop receiving updates or new legislative standards make modernisation essential. Even knowledge can become obsolete. This happens when colleagues retire and the machines can no longer be maintained as they were before, making it impossible to apply certain production methods.  

Not least, the requirements from customers also change constantly – and the market adapts. That’s why it is important, particularly for a technology group like Krones, to develop strategies against obsolescence at an early stage in order to ensure the customary commitment to a smooth Lifecycle Service.  

This is where obsolescence management comes into play: For about the last twelve years, Bernhard Trieb from the Global Lifecycle Service team has made it his job to ensure the supply of spare parts for machines of any age and thereby utilise their total useful life to the full. “We make sure that obsolete parts which the manufacturer has removed from their product range are identified early and substituted by compatible alternatives, whether as a single component or conversion kit or, if necessary, a new part designed specifically for that purpose. If none of these options is feasible, we will even buy up the remaining stocks in order to safeguard supplies. Our primary goal is to ensure the long-term availability of spare parts for our customers at all times,” Trieb says.  

The system by which they counteract obsolescence is based on three pillars, adds his colleague and certified obsolescence manager, David Pöppel: “Firstly, we respond reactively. In other words, if a part unexpectedly becomes unavailable at short notice, we immediately start looking around. We have a high-performance component discontinuation process for this. It is largely run by our Central Engineering department and is based on a tool specially programmed by Purchasing. Then there is our proactive work. This is where we look specifically for potentially inactive parts in order to find a preventive solution that allows us to continue to offer them as spares. Finally, we also act strategically by trying to make sure that our machines are always equipped with the very latest parts and technology. That enables us to minimise the risk of imminent obsolescence.”  

Strength through networks 

It takes more than just technical know-how for obsolescence management to work, however. Cooperation is the key word here, because the team maintains close contacts with other departments: Employees from Central Engineering who have the necessary expertise in our parts portfolio, Engineering in LCS for their knowledge of our product portfolio and colleagues from Purchasing, Sales or Service are among those to whom Bernhard Trieb and David Pöppel can turn. The pair get important information through this network as well as help when it comes to identifying and replacing ageing components. In addition to the internal network, external suppliers and long-standing partners also play a central role in the procurement of obsolete parts.  

The LCT3 – a never-ending story 

One prime example of why good obsolescence management is so important is the Liquid Crystal Terminal 3rd Generation, or LCT3 for short. This is a computer or PLC developed by Krones itself which has since largely been replaced with touch pads for controlling the machines.  

“The LCT3 is a Krones legend,” Bernhard Trieb explains. “It has been installed in many machines for more than 35 years, and demand for it is still pretty high. We therefore took the decision to once again start a proactive search for the relevant components.” David Pöppel compares the process with detective work: “Krones used to manufacture the LCT3 itself, but now that is done by external suppliers and distributors. So the first thing we are doing is asking them what parts they need in order to produce a functioning LCT3. We then approach former suppliers to see if they have any parts left over, send out requests to customers asking them to return obsolete parts, and check our own stocks. Our network also helps us enormously in this.” 

The older the parts are, the more difficult it is to procure them. This means that the rarer the components are, the more expensive they become. “That’s why we constantly evaluate how profitable such a procurement drive is – and with the LCT3, we saw huge potential,” says a delighted Trieb. This is also being reflected in positive feedback from customers, who can now operate their machines for longer. 

Conclusion: We can't do without it!  

What works perfectly well today could be obsolete tomorrow – which is precisely why obsolescence management is about far more than limiting damage. And the demands are increasing: New technologies are being developed ever more quickly, product life cycles are shrinking – while at the same time the requirements on efficiency, digitalization and sustainability are rising. That is why predictive obsolescence management will become increasingly important – both in order to avoid acute bottlenecks and to make sure that machines remain fit for the future.  

At Krones, there is a clear plan: “With the introduction of a modern software solution, we are replacing the previous, obsolete tool and creating a large number of new possibilities in obsolescence management. At the same time, we are strengthening our position as a reliable partner by communicating actively with our customers on the subject. By expanding specific internal training measures, we can ensure that our sales teams get the optimal support. And, not least, we are pursuing the goal of rolling out our obsolescence management internationally in the medium term through the close ties we have with our subsidiaries,” says Pöppel in summary.  

Going about its work quietly behind the scenes, Obsolescence Management ensures that even older machines can continue bringing those familiar and appreciated background noises for a long time yet.