Practical application of research, development, and innovation

Gerhard Pramhas is one of the leading thinkers in practical research, development, and innovation, as well as in the success factors of innovation. With his R&D company in Felixdorf, he has been working with his customers for decades to develop tailor-made solutions in the fields of mechanical and vehicle engineering, special-purpose machinery, and steel construction. In this interview, he explains why good technology begins where standard solutions end—and how he is driving innovation in the industry with his innovative spirit and combination of theory and practice.

LEADERSNET: Dear Mr. Pramhas, what fascinates you most about your work—the technology, the rules and regulations, or the opportunity to make systems more efficient?

I am particularly enthusiastic about thinking and acting outside the box. At the same time, however, the success factors of innovation also require structure, otherwise my customers lose sight of the goal of simply earning money with new products. This tension is extremely challenging, but also extremely effective.

The customer is a partner, not a king

LEADERSNET: Your office is strongly research-driven and develops special technical solutions. What exactly does your area of activity encompass – and which developments are you currently observing particularly closely?

Pramhas: It is always important to work with the customer on site to shape the development process. R&D is always about money. How quickly can a development be turned into a marketable product? Time to market is not just a buzzword, but the focus of our activities. I often observe that my clients allow themselves to be rushed into new projects by their customers and do not spend enough time clearly defining the R&D tasks. This comes back to haunt them. The most cost-effective development is always the one that is slowest at the beginning. Of course, time must be used wisely, but every hour invested in project clarity pays off many times over because no expensive and time-consuming rework is necessary later on. This is actually self-evident, yet it is extremely noticeable.

Speed Kills

LEADERSNET: How do your developments contribute to making production processes more sustainable and future-proof?

Pramhas: As I already mentioned, speed kills. Innovation projects always fail when “blind power” is generated at the beginning of the project. This can originate from sales, for example. The customer wants it now, right away, so why is it taking so long? I don’t define the success factors of innovation in terms of hectic activity and seemingly great effort, but only in terms of effectiveness and the end result. This is where my slogan comes in: Essentially, the best solution is not the one where nothing more can be added, but the one where nothing more can be taken away. In lean production, we talk about waste, and this also exists in the innovation process.

LEADERSNET: In which areas is your engineering firm currently in high demand—and where do you see significant untapped potential?

Pramhas: In addition to collaborating on innovation projects, my expertise lies in bringing together the academic world and industry. I am familiar with both worlds, having worked in academia for many years, where I recognized the importance of efficiency in development as a key feature of engineering education. I make this experience available to my clients. With the right mix of theory and practice, a company is unbeatable. Pure practitioners will never develop a complete product, but neither will pure theorists. Together, they are unbeatable.

The most important thing: the project definition

LEADERSNET: What tools or methods do you use to support your clients in implementing complex technical challenges?

Pramhas: An innovation process is characterized by a few milestones. It is important to know the scope of the project as precisely as possible at the beginning of a development. To do this, I use a precise project definition. In this step of the process, it often becomes clear to the customer what they actually want. Once the project has started, it must be regularly coordinated with all stakeholders in the form of reviews. Are we still on track or not? Parallel cost control is also essential. After all, the project environment is constantly changing. And in the end, approvals are essential.

LEADERSNET: What role do digitization and automation play in your industry in general—and where does the greatest danger lie?

Pramhas: Product development in mechanical engineering and steel construction has long been completely digital and is therefore one of the key factors for successful innovation. This ensures that nothing is overlooked when a digital prototype is available. Common software systems are constantly evolving, and databases, for example, facilitate the design process. Artificial intelligence is a buzzword that has not yet found its way into design, and that’s a good thing. The creativity of the developer and the ability to anticipate solutions are still superior to machines.

Artificial Intelligence

LEADERSNET: Which technological developments are you currently observing with particular interest – and which ones do you believe could fundamentally change your industry in the coming years?

Pramhas: Based on the digital prototypes described above, there will be a major innovation push in the further processing of this data throughout the entire value chain in the coming years. The automatic generation of parts lists and assembly instructions, as well as spare parts lists, will be further automated and probably also supplemented by AI algorithms. Computers can take on many tasks in these “secondary activities.” Once the value chain, including the production machines, is also integrated, there will be little standing in the way of (semi-)automatic program creation for production, from milling machines to welding robots. But above all, the creativity of the developer will still reign supreme. I do not (yet) see this position being threatened by AI.

Maximum confidentiality as a factor for successful innovation

LEADERSNET: Can you name a current project that symbolizes your way of working and your understanding of innovation?

Pramhas: My company stands not only for innovation, but also for the utmost confidentiality. Therefore, unfortunately, it is not possible to name a specific project. However, my clients are internationally successful in their business and benefit greatly from my work. In conjunction with the research funding that I also offer, this results in excellent added value for my clients. It is not without reason that my clients have relied on my expertise for many years.

LEADERSNET: The guiding principle “Engineering firms: the driving force behind innovation and technology” – where do you see yourself in this drive system? As a gear, a spark plug, or perhaps even the navigation system?

Pramhas: The diversity of engineering firms guarantees that the development of technological solutions will continue. Large companies are increasingly becoming guardians of the status quo and sometimes fail to recognize the winds of change. It is not without reason that the fast prevail over the large. Medium-sized and smaller companies need external expertise. However, this is only the case if it pays off quickly. And this brings us back to the structure of the innovation process.

The future of the success factors of innovation

LEADERSNET: How do you assess the future prospects for young people in your field of work—and what specific steps are you taking to inspire the next generation to pursue this exciting career path?

Pramhas: There is a growing shortage of graduates in traditional engineering disciplines with sound knowledge of electrical engineering, mechanical engineering, or computer science. Many young people are put off by the complexity of technical professions and the path to them—yet these skills are more in demand today than ever before. I see a trend towards combined degree programs, which usually combine technology and economics, as not very favorable. These degree programs are fundamentally good, but it is better, and thus one of the success factors of innovation, to acquire very good knowledge in one of the two areas and to demonstrate good knowledge in the other area through practical experience, whereby those with technical training are superior to all others.

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