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You asked to see the final result. So, here it is. 👇 Since I first shared our Waterfall solution, quite a few of you have asked what the finished snus bundles actually look like. And now you get to see the difference for yourself. Traditional shrink film vs. our Waterfall solution. Instead of shrink film and heat, the Waterfall applies a specially developed label around the bundle. No heat. No shrink film. And a completely different look on the shelf. I know which one I prefer. 😉 What do you think?

Was passiert mit den Engineering-Daten, wenn ein Wasser- und Abwasserprojekt abgeschlossen ist? Wasser- und Abwasserprojekte stellen Engineering Firmen vor eine besondere Herausforderung: Die Informationen, die im Projekt entstehen, müssen im späteren Betrieb verlässlich weiterleben – und dort echten Mehrwert schaffen. Wie entscheidend die Qualität dieser Übergabe ist, zeigt das Beispiel SIAAP. Der Pariser Abwasserbetreiber nutzt Engineering Base als zentrale Plattform, um seine PID-Schemata zu verwalten und Engineering- mit Anlageninformationen zu verknüpfen – über Abteilungen, Systeme und Projektphasen hinweg. Für Engineering Companies heißt das: - Projektdaten von Beginn an sauber strukturieren - Nachvollziehbarkeit sicherstellen - Anschlussfähigkeit für den Betrieb mitdenken Nur so entsteht eine Datenbasis, die dem Betreiber auch lange nach der Inbetriebnahme nützt. Genau hier setzt Engineering Base an: Aus Projektdokumentation wird eine belastbare Grundlage für den gesamten Anlagenlebenszyklus. #EngineeringBase #AUCOTEC #Wasserwirtschaft #Abwasser #Wastewater #DigitalerZwilling #DigitalTwin #AssetManagement #Anlagenbau #Lifecycle #Engineering #Digitalisierung #Infrastruktur #Kommunalwirtschaft #Utilities #Wasserversorgung #Kläranlagen

Water & Wastewater — Part 2: "The next wave is already here" In our last post, we looked at the 2027 deadline for Europe's water bodies. But a second wave is coming — and it lands directly on treatment plants. The recast Urban Wastewater Treatment Directive (EU) 2024/3019 is now in force. It requires: → Quaternary treatment for micropollutants at large plants, with first targets already in 2033 → Energy audits of plants and collecting systems every four years → A path toward energy neutrality for the sector Most of this won't be built from scratch. It will be retrofitted onto existing plants, many documented decades ago in PDFs, images and other unstructured files. That's where retrofits slow down: before adding anything new, someone has to rebuild what's already there. This is why we developed AI Diagram Import (AIDI). It recognizes objects in legacy P&IDs, single line diagrams and circuit diagrams and turns them into intelligent objects in Engineering Base, with engineers validating the results. AIDI makes the difference at the start. The real value comes after: once your plant knowledge and working methods live in Engineering Base, proven process solutions become reusable standards, and every new project starts from what already works, not from a blank page. A retrofit is only as fast as the engineering data it starts from. How much of your plant knowledge is still locked in PDFs, images and unstructured files? 👇 Discover how AIDI turns legacy diagrams into usable engineering data: link in the first comment. #Wastewater #UWWTD #WaterUtilities #BrownfieldEngineering #AIinEngineering #EngineeringData #DigitalTransformation #EngineeringBase

Budjetointikausi on taas käynnissä. Samalla katse kääntyy väistämättä myös kuluihin: mistä voisimme säästää ja mitä voisimme tehdä tehokkaammin? Yksi asia jää tässä keskustelussa mielestäni välillä liian vähälle huomiolle: hinta ja kustannus eivät ole sama asia. Se, mitä tuotteesta tai palvelusta maksamme, on helppo nähdä. Vaikeampi on nähdä kaikki se työ, joka tapahtuu ennen ja jälkeen ostoksen. Kuinka paljon aikaa käytämme tarpeen määrittelyyn, vaihtoehtojen etsimiseen, toimittajien arviointiin ja compliance-vaatimusten varmistamiseen, tarjouspyyntöihin, vertailuun, neuvotteluihin, tilaamiseen, sopimuksiin ja laskujen käsittelyyn? Kalustehankinnat ovat tästä hyvä esimerkki. Eri yksiköt ja toimipisteet saattavat ostaa samoja tai samankaltaisia tuotteita eri toimittajilta, eri hinnoilla ja eri ehdoilla. Helposti ostamme sieltä, mistä olemme ennenkin ostaneet. Mutta milloin viimeksi pysähdyimme arvioimaan, onko se edelleen kokonaisuuden kannalta paras tapa toimia? Kun kokonaiskuva saadaan näkyväksi, voidaan usein tunnistaa mahdollisuuksia keskittää volyymeja, hyödyntää keskittämisen tuomia etuja, yhtenäistää toimintatapoja ja ennen kaikkea vähentää hankintoihin käytettyä aikaa. Budjetointia tehdessä kannattaakin välillä kysyä: paljonko meille oikeasti maksaa se, miten ostamme? Joskus paras säästö ei löydy halvemmasta hinnasta, vaan yksinkertaisemmasta tavasta toimia. Jos haluat arvioida nykyistä tapaanne hankkia työympäristöjen kalusteita tai löytää keinoja tehdä hankinnoista kustannustehokkaampia ja sujuvampia, autamme mielellämme. Oli kyse sitten toimistoista, varastoista tai teollisuusympäristöistä, voimme tarkastella kanssanne nykytilannetta ja miettiä, missä hankintoja voisi yksinkertaistaa, keskittää tai tehostaa.

Skal du med til Building Green? Så kig forbi Swisspearl på stand 54. En række af vores bygge- og facadeplader er nu Cradle to Cradle Certified® Bronze i henhold til version 4.1, og det står jeg selvfølgelig klar til at fortælle mere om på Building Green i København. Jeg er på standen den 28.-29. oktober og tager gerne en snak om materialevalg, dokumentation eller et konkret projekt, du sidder med. Jeg håber, vi ses på stand 54.

Pumped to announce our global collaboration with Vestas to bring AI design review across their R&D teams and supply chain. 🤝 Vestas was the first company to install 200 GW of wind turbines globally, with machines on six continents. The first 100 GW took four decades to build, but the next 100 GW took less than seven years. There’s some amazing engineering behind those machines, from their own teams to the suppliers who help build them. Supplier expertise shapes both product quality and time to market, which is why supplier collaboration is a priority in Vestas’ R&D transformation. We’re working with them to make supplier reviews faster and more effective. We’re also developing an AI strategy, starting with tapping into their deep DFM expertise. The next step is exploring how to systematize that expertise with AutoReview, our AI peer checker, so it can be applied across all design reviews. That’s the bigger opportunity here. Not just using AI to speed up an individual engineering task, but finding better ways to put decades of hard-won experience to work across the entire organization. Super proud to be building toward that vision with Anders Blom Hansen, Anders Steen Nielsen, Martin Skov Jensen, Lasse Nowack, Flemming Mortensen, Ph.D., Dennys Gomes and the whole Vestas team. 🤘

During our Commercial Vehicle Tech Days, industry leaders came together to discuss how integrated safety systems, combining sensing, software, electronics, and occupant protection technologies, can help create safer vehicles and save more lives. Thank you to our customers, partners, and colleagues for contributing to the conversation and helping drive innovation forward. Read more https://lnkd.in/g_uMFXJS #Autoliv #SavingMoreLives #Innovation

Skal du på Building Green i København? Så kig forbi Swisspearl Danmark stand 54. En række af vores bygge- og facadeplader er nu Cradle to Cradle Certified® Bronze i henhold til version 4.1, og det står jeg selvfølgelig klar til at fortælle mere om. Jeg er på standen begge dage, den 28.-29. oktober, og tager gerne en snak om materialevalg, dokumentation eller et projekt, du arbejder med. Jeg håber vi ses på stand 54.

Die Blechbearbeitung steht vor enormen Herausforderungen: höhere Stückzahlen, steigende Qualitätsanforderungen und der Wunsch nach maximaler Produktivität bei gleichzeitig hoher Prozesssicherheit. Auf der EuroBLECH 2026 zeigen wir Ihnen, wie innovative Antriebstechnik und lineare Bewegungslösungen die Leistungsfähigkeit moderner Blechbearbeitungsanlagen steigern können. Im Fokus stehen unter anderem: ✅ Schwerlast-Rollenführungen UR für höchste Tragfähigkeit, Dynamik und Präzision ✅ Schwerlast-Kugelgewindetriebe für zuverlässige Kraftübertragung auch unter extremen Belastungen ✅ Brückenachsen für großformatige Handling- und Automatisierungsaufgaben ✅ Torquemotor TM-5 für direkte, spielfreie Antriebe mit hoher Dynamik und Präzision ℹ️ https://lnkd.in/dfFBbX3B Ob Laserschneiden, Stanzen, Biegen oder automatisiertes Materialhandling: Die Anforderungen an Maschinen und Anlagen wachsen kontinuierlich. Mit den passenden Motion-Control-Lösungen schaffen wir die Basis für mehr Effizienz, Verfügbarkeit und Zukunftssicherheit. 📍 Besuchen Sie uns auf der EuroBLECH 2026, Halle 11, Stand C25. Ich freue mich auf den persönlichen Austausch zu Ihren aktuellen Projekten und Herausforderungen. ENGINEERING MOTION. POWERED BY PEOPLE. BUILT FOR CUSTOMERS.

In this latest article of our A220 series, we pull back the curtain on how the 'Airspace' suite elevates our market-leading cabin to undisputed standards. 👇 Explore the full story below! Airbus #A220 #aviation

2x the volume. Same headcount. Reduced production costs. That’s what happened when CSI Industries partnered with Airgas to optimize their welding processes and incorporate automated welding. Beyond doubling output, they cut gas usage on a core process from 3 bottles down to 1, boosting margins and quality at the same time. If you're looking to unlock hidden capacity in your facility, it starts with an expert operational assessment. Discover how a data-driven approach to welding efficiency helped double daily output and eliminate hidden waste with zero added CapEx. Read the full CSI Industries case study and learn more about our Unlocking the Hidden Cost of Welding™ (UHCW) program here: https://bit.ly/4rLHNb8

Arbeidsbukser er noe av det vi kan aller best i Snickers Workwear. Det fine med utvalget vårt er at vi har mye å spille på. Noen vil ha en lett bukse med mye stretch, andre trenger en kraftigere modell som tåler hard bruk. Passform, lommer og knebeskyttelse betyr også mye når buksen skal brukes hver dag. I høst har vi fått flere gode tilskudd, blant annet 6220 RuffWork, Arbeidsbukse med hylsterlommer. Her har vi kombinert fireveisstretch med solide CORDURA®- og Armortex®-forsterkninger, slik at du får både bevegelsesfrihet og slitestyrke. Det er spennende å se hvordan arbeidsbuksene utvikler seg. Vi har allerede et bredt utvalg, og fortsetter å finne løsninger som gjør dem enda bedre å jobbe i. Ta gjerne kontakt for en prat om produktene våre, hvordan vi kan hjelpe deg og hva vi kan få til sammen. Her kan du lese mer om buksene og løsningene våre: https://lnkd.in/e7468KNb

Ich glaube, ich hatte einen ziemlich besonderen Start ins Unternehmertum. Ich bin früh ins Unternehmen gekommen und hatte dadurch die Möglichkeit, über Jahre sehr nah an meinem Vater und meinem Onkel zu lernen. Ich konnte sehen, wie Entscheidungen getroffen werden, wie Verantwortung verteilt wird und was passiert, wenn bestimmte Dinge eben nicht so laufen, wie man sie sich vorgestellt hat. Gleichzeitig hatte ich hier die Möglichkeit, Fehler zu machen, Fragen zu stellen und mir meine eigene Meinung zu bilden. Ich musste nicht mit Anfang 20 schon genau wissen, wie ich einmal ein Unternehmen führen möchte. Mit der Zeit habe ich angefangen, bei vielen Dingen genauer hinzuschauen. Wie konsequent werden Entscheidungen verfolgt? Wo wird Verantwortung abgegeben? Wo wird vielleicht zu viel selbst gemacht? Welche Strukturen braucht ein Unternehmen, damit nicht alles an einzelnen Personen hängt? Und welche Menschen braucht man dafür? Bei manchen Dingen denke ich heute: Das würde ich später genauso machen. Bei anderen weiß ich ziemlich genau, dass ich es einmal anders versuchen möchte. Und genau daraus entsteht für mich langsam mein eigener Blueprint für mein CEO-Dasein. Ich will die Firma später nicht einfach so weiterführen, wie sie heute ist. Ich möchte sie weiterentwickeln. Dafür muss ich aber auch meinen eigenen Weg finden und nicht nur das übernehmen, was ich bisher gesehen habe. Ich weiß gleichzeitig auch, dass ich noch lange nicht alles herausgefunden habe. Wahrscheinlich werde ich bei einigen Dingen irgendwann selbst feststellen, dass mein Vater oder mein Onkel mit ihrer Art vielleicht doch recht hatten. Und bei anderen werde ich merken, dass mein eigener Weg besser zu mir und zur Firma passt. Genau das ist für mich das Wertvolle an den letzten Jahren: Ich konnte lernen, beobachten und mir Gedanken darüber machen, wie ich selbst einmal führen möchte, bevor ich irgendwann komplett auf mich allein gestellt bin. Mein Blueprint ist deshalb noch nicht fertig. Aber er nimmt langsam Form an.

Is your spiral conveyor ready for peak season? Your spiral keeps your production moving, but the best time to prevent unexpected downtime is before it happens. Once it stops, it's expensive: European manufacturers and distribution center’s lose €1–3 million a year to unplanned downtime, and every hour a line stands still costs €4,500 to €45,000. The warning signs are almost always there first, wear, unusual noise, vibration, a dip in performance. They're just easy to miss when the line is running at full speed and nobody's looking for them. That's exactly what a preventive inspection is for: catching those signals before they become a stoppage, so maintenance is something you plan, not something that happens to you. At Royal Apollo Group, that's how we define good service, one step ahead of the breakdown, not one step behind it. Peak season is approaching. Is your spiral conveyor ready? Book an inspection, or read more first here: https://lnkd.in/e7t6PbHV

Was ich aus Niederlagen im Fußball gelernt habe? Eine Niederlage gehört zum Fußball dazu. Die Frage ist für mich eher, was man danach daraus macht. Nach einem verlorenen Spiel bringt es wenig, direkt einen Schuldigen zu suchen. Der Stürmer hätte die Chance verwerten müssen, der Torwart hätte den Ball halten müssen oder jemand hätte früher abspielen müssen. Damit wird das nächste Spiel auch nicht besser. Ich finde es viel wichtiger, sich das Spiel gemeinsam anzuschauen und ehrlich zu fragen: Was haben wir als Mannschaft nicht gut gemacht? Wo hat die Kommunikation nicht funktioniert? Was hätten wir besser lösen können? Und dabei gehört für mich auch dazu, die eigene Leistung zu hinterfragen. Was hätte ich besser machen können? Habe ich selbst eine Situation falsch eingeschätzt? Habe ich vielleicht an einer Stelle nicht genug Verantwortung übernommen? Diese Reflexion ist manchmal unangenehm. Gerade wenn man selbst einen Fehler gemacht hat. Aber genau daraus kann man lernen. Im Unternehmen sehe ich das genauso. Wenn bei einem Projekt etwas schiefläuft, hilft es uns nicht weiter, möglichst schnell herauszufinden, wer daran schuld war. Wir müssen verstehen, warum es passiert ist und was wir beim nächsten Mal anders machen müssen. Für mich bedeutet gute Führung deshalb auch, nach einem Fehler nicht mit dem Finger auf andere zu zeigen, sondern zuerst selbst hinzuschauen. Denn besser wird man selten dadurch, dass man einen Schuldigen findet. Besser wird man, wenn man versteht, was man verändern muss. Wie gehst du mit Niederlagen oder Fehlern um?

An AGV can perform perfectly, and the material flow can still fail. That’s because a reliable AGV system depends just as much on the interfaces with the surrounding equipment. In one recent installation, three AGVs transport loads of up to 3,000 kg and supply five stations across four production lines. The AGVs can handle the loads. But that alone doesn’t make the system work. You also need to define: - Where does the orders come from - What signals are required before the AGV can enter a station and start load transfer? - How is the handshake between the AGV and each station managed? - How is the position of the load verified during transfer and during transport? - What positioning accuracy is required? - And what should happen if an expected signal, load or position is missing? In this installation, contact-free communication, automatic load detection and precise positioning all contribute to a reliable material flow. In my experience, these interfaces may determine how reliably an AGV system will perform in daily production. Define them early. And test them properly. How do you make sure the interfaces are properly defined in your automation projects?

What happens when requirements change halfway through an AGV project? A production layout changes, a new load type is introduced, or capacity requirements increase. Or the customer realizes that for some reason the original process will work differently than expected. Of course, in a complex AGV project, you cannot assume that everything defined at the beginning will remain unchanged until commissioning. Getting the requirements right from the start is essential, but equally important is having a structured way to handle changes when they occur. A seemingly small change can affect much more than the AGV itself. It may influence routes, load handling, safety, traffic management, charging or interfaces with other systems. That’s why good communication throughout the project matters. Experience from complex AGV projects has shown that managing changing requirements is an important part of the project process. The key is to identify changes early, assess their impact on the overall system, and make well-informed decisions together with the customer. How do you manage changing requirements in your automation projects?

A good supplier delivers what you ask for, while a strong partner can help you become more competitive – and to me, there is an important difference between the two. In long-term industrial partnerships, value is rarely created by the product alone, but by understanding each other's business well enough to simplify processes, solve problems faster, reduce risk and sometimes develop better solutions together. Trust is obviously an important part of that, but trust alone is not enough. A partnership also has to create measurable value for both companies if it is going to remain relevant over time. Some of the business relationships I value most are those where the conversation has gradually moved beyond individual orders towards what we can achieve together. For me, the strongest partnerships are ultimately those that make both companies more competitive.

It is Zero Waste Week! For us at Collo this is a big one, it goes right to the heart of our mission of eliminating waste in food & beverage manufacturing. Every food and beverage plant in Europe loses water, energy, chemicals, product and hours every day, in places nobody can see. Draining product unintentionally and over-flushing in cleaning cycles are the biggest silent thieves. They are small occurrences as such, each taking a few minutes here and there over the day. But since they are counted in the thousands per year, the total losses compound to millions of euros a year. Both have the same fix: Industrial AI telling your automation when a cycle is genuinely finished, instead of a timer guessing. Some of the largest plants in Europe already run that way. Which loss would you go after first? 🚀 #ZeroWasteWeek #IndustrialAI #FoodAndBeverage #Sustainability #zerolossfactory #processoptimization #liquidprocessintelligence

Every SKU you add, you add a tax! 💰 Most plant managers point at energy or raw materials. Rarely at the changeover. Almost never at cleaning. But every SKU you add is another changeover. Every changeover is product to drain and water to tank. And it never shows up as its own line on the P&L. It hides in yield, in water spend, in capacity you thought you didn't have. One European beverage line measured it with Collo Insights. 26 minutes of waste per cycle. 23% off CIP time. 1.55 million liters of water saved. €542,000 a year. From one line. Guesswork has a price. This is the first time it shows up as a figure you can budget. New blog on the loss that never made it onto your P&L 👉 link in comments. Make every drop count! #beverageindustry #brewing #smartmanufacturing #zerolossfactory #industrialAI #processoptimization #liquidprocessintelligence #CIPoptimization #changeoveroptimisation

From Woodworking to 3D Printing: Scaling a 40-Year-Old Fabrication Shop 💥 A customer asks for something that sounds almost impossible. The design is complex. The deadline is tight. And waiting weeks for an outside supplier isn't an option. Many shops would turn the project down. Britten, Inc. doesn’t say "No". After decades of building custom displays with CNC machining and foam fabrication, the Michigan-based company added the BigRep - Large-Format 3D Printers ONE to its production floor. The goal wasn't simply to adopt a new technology. It was to remove the bottlenecks that kept slowing projects down. The results changed the way they work. Instead of outsourcing oversized components, Britten now produces large, one-piece clear light globes in-house. Printing them as a single part eliminates seams, reduces finishing work, and shortens production time. The benefits extend far beyond customer projects. The engineering team also prints custom jigs, fixtures, and production aids whenever they're needed, replacing hours spent sourcing specialized hardware with a print that starts the same day. Today, roughly half of Britten's sculptures incorporate 3D-printed parts. Bringing large-format additive manufacturing in-house didn't just expand their capabilities. It gave them greater control over production, faster turnaround times, and the flexibility to move from design to finished part in days instead of weeks. When every project depends on speed and customization, reducing reliance on outside suppliers can become one of your biggest competitive advantages. 👉 Read the full case study here: https://lnkd.in/g8SRyunR #3DPrinting

The best proof of capability? Doing it four times over. Our Damen Shiprepair Harbour & Voyage team at our Pernis yard has just completed a series of container vessel modifications that we're genuinely proud of. Four sister vessels each underwent a full modification of their cell guide systems converting from 45-foot to 40-foot container capacity to give the operator greater flexibility in future cargo operations. The key to delivering each project within 15 days? Preparation. By prefabricating the new cell guide structures before every vessel arrived, our team could hit the ground running and execute the installation works safely, efficiently, and precisely on schedule every single time. Four projects. Four successful deliveries. A clear reflection of the expertise and commitment of our people at Pernis. Well done to everyone involved! Discover our vessel modification capabilities on our website. https://lnkd.in/eZ77eEJR #Damen #VesselModification #ShipRepair

𝗩𝗼𝗿𝗶𝗴𝗲 𝘄𝗲𝗲𝗸 𝘀𝗽𝗿𝗮𝗸 𝗶𝗸 𝗲𝗲𝗻 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 𝗱𝗶𝗲 𝗮𝗹 𝗮𝗻𝗱𝗲𝗿𝗵𝗮𝗹𝗳 𝗷𝗮𝗮𝗿 𝗻𝗮𝗱𝗲𝗻𝗸𝘁 𝗼𝘃𝗲𝗿 𝗸𝗲𝗻𝗻𝗶𝘀𝗯𝗼𝗿𝗴𝗶𝗻𝗴. Weet je wat hem tegenhoudt? Hij wil het goed aanpakken: stuurgroep, IT-integratie, uitrol over drie locaties tegelijk. Begrijpelijk, maar het is ook precies de reden dat het nooit begint. De organisaties die nu resultaat zien, begonnen ergens anders: één kritisch proces, de meest ervaren expert, vijf gesprekken. FrieslandCampina werkt nu op negen locaties, Van Merksteijn Fences heeft bijna alle productieprocessen in beeld. Minder stilstand, minder afkeur, medewerkers die zelfstandig problemen oplossen. Ze begonnen allemaal met één proces en plukken daar nu de vruchten van. Het beste moment om te starten was anderhalf jaar geleden. Het op één na beste moment is nu. 😊 Bekijk hier onze aanpak: https://lnkd.in/ePYSGXnf

Every molecule that leaves the desired product window reduces EBITDA. That one sentence sums up a problem most refiners quietly live with every single day. Feedstock goes in. Energy goes in. Catalyst goes in. And somewhere along the way, valuable molecules slip outside the product window you actually get paid for. Not because of bad operations. Because of chemistry limits nobody questions anymore. I will be speaking about exactly this at ERTC 2026 in Madrid. The topic is simple to say and hard to solve. How do we keep more molecules inside the value window, instead of losing them to off spec yield, unwanted byproducts, or process inefficiency. For me, this comes down to one core idea. Yield is not just an operational metric. It is a direct lever on margin, on emissions, and on how competitive a refinery stays in the next decade. Better catalysts. Smarter dewaxing. Sharper molecular management. These are not technical details. They are EBITDA decisions. If you are heading to ERTC 2026, let’s talk about how refiners can stop losing value one molecule at a time. What is your experience? Where do you see the biggest yield leakage in your own operations? #FollowUsBeyond #ERTC2026 #RefiningEfficiency #oilandgas