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Siemens e-forklifts and charging stations for employees – 17 (SIAT)

Vienna E-Mobility

General facts

Description & main goal

6 eForklifts at Siemens factory and logistic concept. Reduce noise, emissions and costs for 11,000 l diesel fuel p.a. with forklifts

Deployment area
Siemens factory Simmering
Involved actors and their role

Siemens: project lead + operator + logistic staff

Key-contact person
Georg WOLFRAM
Robert KNOTEK
Main challenges & risks
  • find suitable forklifts
  • reduce forklift drives
  • employee involvement
Delivery date
M36

Specific facts

Public / private (yes/no)

Private

Type of industry (e.g. automotive, postal service)

Rail traffic (trains, light rail, metros, coaches), manufacturer, engineering

Business area beyond project (yes/no)

yes

Type of vehicle (e.g. forklifts, van, truck, cargo-bikes)

Forklifts + 1 e-car for internal post transport

Fleet strength in project/beyond (#)

6 forklifts

Type(s) of EV

BEV

Percentage of electric vehicles in fleet project/beyond

Approx. 60% (45 different transport vehicles in fleet)

Form of distribution in project (e.g. decentralised)

concept for your logistic area ( warehouse) to reduce the numbers of the single forklift – drives

Type & number of recharging

1 charging station for e-cars, 6 for e-bikes

Combination with other services (e.g. sharing schemes) (yes/no)

no

Location on public / private ground

Private

Recharging locations / stations / points (#)

Siemens factory Simmering / 1 station for e-cars + 6 e-bikes

Fast / normal charging points (# / kW)

normal

Type of connector

-

Public / private access

Private access (employees)

Access options (e.g. app, card)

-

Payment options (e.g. monthly bill)

-

Costs for users (e.g. € cost/hour)

-

Utilization rate (e.g. kWh, hours, users)

-

Powered with green energy (yes/no)

general power supplier Siemens Austria

Combination with storage, PV or similar (yes/no)

no

Combination with parking incentives (e.g. free parking for electric vehicles, car sharing) (yes/no)

no

Combination with public transport incentives (yes/no)

no

Combination with app / electronic devices (e.g. routing) (yes/no)

no

Combination with other services (e.g. sensing) (yes/no)

no

Main challenges & risks
  • find suitable forklifts
  • reduce forklift drives
  • employee involvement
    Implementation status

    In which phase is the project (Planning, Implementation, Operation or Evaluation)?
    Transition from implementation phase to operation phase
    What is the current implementation status/ what is the current activity step?
    Currently, 6 e-forks (since Jan 2017), 1 e-car for internal post transport (since Sept 2016) and a charging station for employees are in operation. E-bikes are tendered and cars are under preparation.
    Is the implementation process on time or are there any deviations (time wise)? Please outline any changes and reasons.
    On time.
    Have there been changes regarding the planned solution? Please outline any changes and reasons.
    One additional post car.
    Siemens also changed their logistic systems (to shop floor system) to enable a more efficient delivery.
    Which project steps were performed since the last project reporting?
    The tendering process for the e-bikes was prepared and started and the e-forks were put in operation.
     

    Complete 60%

    Risk and challenges

    Which risks & challenges is the project currently facing?

    There is the risk that the employees will not use the charging stations.

    Which are critical or seem invincible? Please provide a detailed description

    None

    Which previously identified risks and challenges have you managed successfully and how

    No

    Lessons Learned and Recommendations

    Which lessons learned can be derived up to this point from the implementation process?

    Have external recommendations / lessons learnt from other projects (not in the WIKI) been used for the project development? 
    - If yes, which ones and how?
    Would this example be a good add to the Wiki?
    No.
    Have relevant internal recommendations / lessons from the WIKI’s best practices been used for the project development? 
    If yes, which ones and how?
    No.
    Has the project development / implementation been supported by the SMARTER TOGETHER peer-to-peer knowledge exchange and cooperative problem solving?
    If yes, how?
    No.
    Which lessons learned can be derived up to this point from the implementation process?
    E-Vehicles are especially (economically) useful in an industrial context. Because they need low maintenance, are silent and the application makes it possible to charge the cars overnight.
    What could be done better in comparable future projects (what needs to be done and what needs to be prevented)
    Nothing.
    Would you describe the project as best practice project and interesting for the WIKI? If yes, in what regard?
    No.
     

    Next steps & To Do ́s

    Please shortly outline the next steps planned for the implementation of the project.
    The location for the e-car charging station will be decided. 
    The Sim Mobil will be present for one day on the area of Siemens.
    Are there additional steps planned due to occurred challenges? Which corrective activities have been taken?
    No.
     

    Implementation status

    In which phase is the project (Planning, Implementation, Operation or Evaluation)?
    Transition from implementation phase to operation phase
    What is the current implementation status/ what is the current activity step?
    The e-bike charging stations for employees are in operation since July 2017 (6 sockets + lighting of the parking space).
    The charging station for e-cars for the employees is in the planning phase, the location is already fixed.
    Is the implementation process on time or are there any deviations (time wise)? Please outline any changes and reasons.
    On time.
    Have there been changes regarding the planned solution? Please outline any changes and reasons.
    One additional post car.
    Siemens also changed their logistic systems (to shop floor system) to enable a more efficient delivery.
    Which project steps were performed since the last project reporting?
    The last monitoring results showed that at the end of May the operation hours of the e-forklifts reached 2.700 h (approx. 12.000 km).

    Complete 60%

    Risk and challenges

    Which risks & challenges is the project currently facing?

    The following question occurred; what is the legal basis for free electricity for the employees? Should special attention be paid to this?

    Which are critical or seem invincible? Please provide a detailed description

    None

    Which previously identified risks and challenges have you managed successfully and how

    No

    Lessons Learned and Recommendations

    Which lessons learned can be derived up to this point from the implementation process?

    Have external recommendations / lessons learnt from other projects (not in the WIKI) been used for the project development? 
    - If yes, which ones and how?
    Would this example be a good add to the Wiki?
    No.
    Have relevant internal recommendations / lessons from the WIKI’s best practices been used for the project development? 
    If yes, which ones and how?
    No.
    Has the project development / implementation been supported by the SMARTER TOGETHER peer-to-peer knowledge exchange and cooperative problem solving?
    If yes, how?
    Exchange on legal issues of charging for employees.
    Which lessons learned can be derived up to this point from the implementation process?
    E-Vehicles are especially (economically) useful in an industrial context. Because they need low maintenance, are silent and the application makes it possible to charge the cars overnight.
    What could be done better in comparable future projects (what needs to be done and what needs to be prevented)
    Nothing.
    Would you describe the project as best practice project and interesting for the WIKI? If yes, in what regard?
    There is a really positive dynamic due to an innovative responsible person in combination with an innovative company. The strategy of the company demands increasing the efficiency in relation to energy as well as costs. 
    In addition to the present project, the logistics system (warehousing and transportation ways) was optimized.
     

    Next steps & To Do ́s

    Please shortly outline the next steps planned for the implementation of the project.
    The current charging device for the e-forklifts will be replaced by a new Fronius battery charger, because of a higher efficiency.
    Are there additional steps planned due to occurred challenges? Which corrective activities have been taken?
    No.
     

    Implementation status

    In which phase is the project (Planning, Implementation, Operation or Evaluation)?
    Operation phase
    What is the current implementation status/ what is the current activity step?
    Currently, 6 e-forks (since Jan 2017) and 1 e-car for internal post transport (since Sept 2016) are in operation. E-bikes are tendered and cars are under preparation.

    The e-bike charging stations for employees are in operation since July 2017 (6 sockets + lighting of the parking space).

    2 e-car charging stations are already installed and in operation.
    Monitoring data from the e-forklifts is existing and ongoing.
    Is the implementation process on time or are there any deviations (time wise)? Please outline any changes and reasons.
    On time.
    Have there been changes regarding the planned solution? Please outline any changes and reasons.
    One additional post e-car for internal use.
    Siemens also changed their logistic systems (to shop floor system) to enable a more efficient delivery. 
    Which project steps were performed since the last project reporting?
    The tendering process for the e-bikes was prepared and started and the e-forks were in operation.
     

    Complete 80%

    Risk and challenges

    Which risks & challenges is the project currently facing?

    None

    Which are critical or seem invincible? Please provide a detailed description

    None

    Which previously identified risks and challenges have you managed successfully and how

    A legal solution for the free power for the employees was found internally.
     

    Lessons Learned and Recommendations

    Which lessons learned can be derived up to this point from the implementation process?

    Have external recommendations / lessons learnt from other projects (not in the WIKI) been used for the project development? 
    - If yes, which ones and how?
    Would this example be a good add to the Wiki?
    No.
    Have relevant internal recommendations / lessons from the WIKI’s best practices been used for the project development? 
    If yes, which ones and how?
    No.
    Has the project development / implementation been supported by the SMARTER TOGETHER peer-to-peer knowledge exchange and cooperative problem solving?
    If yes, how?
    Exchange on legal issues of charging for employees, but legal framework different in Germany, France and Austria.
    Which lessons learned can be derived up to this point from the implementation process?
    E-Vehicles are especially (economically) useful in an industrial context. Because they need low maintenance, are silent and the application makes it possible to charge the cars overnight.

    Special vehicles need more than you may expect – combustion engines are mature and very efficient when used in common applications (passenger cars). Special applications are not mature and cause unproportioned amounts of CO2.
    What could be done better in comparable future projects (what needs to be done and what needs to be prevented)
    Nothing.
    Would you describe the project as best practice project and interesting for the WIKI? If yes, in what regard?
    There is a really positive dynamic due to an innovative responsible person in combination with an innovative company. The strategy of the company demands increasing the efficiency in relation to energy as well as costs. 
    In addition to the present project, the logistics system (warehousing and transportation ways) was optimized.
     

    Next steps & To Do ́s

    Please shortly outline the next steps planned for the implementation of the project.
    The Sim Mobil will be present for one day on the area of Siemens.
    An e-vehicle for heavy loads will be bought. 
    Are there additional steps planned due to occurred challenges? Which corrective activities have been taken?
    An e-vehicle for heavy loads will be bought. The current vehicle for moving train wagons will be replaced by an e-vehicle. This is an additional, not planned, measure.
     

    Implementation status

    Evaluation phase

     

    What is the current implementation status/ what is the current activity step?

    • Currently, 6 e-forks (since Jan 2017) and 1 e-car for internal post transport (since Sept 2016) are in operation.
    • The e-bike charging stations for employees are in operation since July 2017 (6 sockets + lighting of the parking space).
    • 2 e-car charging stations are already installed and in operation.
    • Monitoring data from the e-forklifts is existing and ongoing.

     

    Is the implementation process on time or are there any deviations (time wise)? Please outline any changes and reasons.
    On time.

     

    Have there been changes regarding the planned solution? Please outline any changes and reasons.

    • One additional post e-car for internal use.
    • Siemens also changed their logistic systems (to shop floor system) to enable a more efficient delivery. 
    • Two additional e-transporter for semi-finished trains has been adquired and are operational.
    • The SIMmobile was on site in 2018 in order to have a dialogue with the employees of the site.

     

    Which project steps were performed since the last project reporting?
    The tendering process for the e-bikes was prepared and started and the e-forks were in operation.

     

    Complete 100%

    Risk and challenges

    Which risks & challenges is the project currently facing?

    None.

     

    Is there a need to work cooperatively on solutions for specific problems? 
    Not at the moment. Cooperation with the co-creation project, the Sim Mobil will be present for one day on the area of Siemens.

     

    Do challenges affect other topics and projects? If yes, which ones and how?
    No.

     

    Which previously identified risks and challenges have you managed successfully and how?
    A legal solution for the free power for the employees was found internally.

     

    Which are critical or seem invincible? Please provide a detailed description

    None.
     

    Lessons Learned and Recommendations

    Which lessons learned can be derived up to this point from the implementation process?

    E-Vehicles are especially (economically) useful in an industrial context. Because they need low maintenance, are silent and the application makes it possible to charge the cars overnight.

    Special vehicles need more than you may expect – combustion engines are mature and very efficient when used in common applications (passenger cars). Special applications are not mature and cause unproportioned amounts of CO2.

     

    Would this example be a good add to the Wiki?
    No.

     

    Have relevant internal recommendations / lessons from the WIKI’s best practices been used for the project development? 
    If yes, which ones and how?
    No.

     

    Has the project development / implementation been supported by the SMARTER TOGETHER peer-to-peer knowledge exchange and cooperative problem solving?
    If yes, how?
    Exchange on legal issues of charging for employees, but legal framework different in Germany, France and Austria.
     

     

    Would you describe the project as best practice project and interesting for the Wiki? If yes, in what regard?
    There is a really positive dynamic due to an innovative responsible person in combination with an innovative company. The strategy of the company demands increasing the efficiency in relation to energy as well as costs. 
    In addition to the present project, the logistics system (warehousing and transportation ways) was optimized.

    What could be done better in comparable future projects (what needs to be done and what needs to be prevented)?

    Nothing.

    Next steps & To Do ́s

    Knowledge transfer on lessons learned internally ongoing.