In cooperation with the Institut für Analytik and Schwachstellenforschung (IAS) (Institute for Analysis and Weak Point Research) in Mannheim, KHS has developed a dynamic availability controlled condition-related maintenance system ZIS for company-supplied machines and plants.

This paper given at the 2000 Bamberg Marketing Symposium looks at the potential and limits of visions. Starting with the achievements of the industrial revolution, trends are identified and their implications considered.

What will the future bring for the brewing industry? Which way will the industry be heading - towards the valley of tears, to its Waterloo in the doldrums? Or will it be towards the rainbow’s end, the happy land, the light at the end of the tunnel? With the year 2000 looming large, we decided to use the opportunity for an assessment and asked members of the international brewing industry to share their thoughts and ideas with us. The statements which we received and which are collected here represent a wide range of subjects and opinions. Some focus on specific markets or on technical issues, others on marketing or general issues. As was to be expected, some are more optimistic, others more critical. However, all are sincerely concerned for the future of the brewing industry and its people, be they on the production side or the consumption side in the general scheme of things. That is why we would like to thank our respondents for their courage and willingness to voice their opinions in these highly competitive times of ours. We also note with great regret that distinguished Professor Masschelein passed away after submitting his statement. We are grateful to be able to publish his valued contribution here.

Part II of this paper explores how technology innovation has had some recent successes in helping create new brands (with some examples given).

The culture of the "brand" now dominates the beer market. Its emergence has not been predicated upon technology but on astute marketing. However, this state of affairs is changing - more brewing companies are beginning to harness technology both to gain competitive advantage and to enhance brand equity. This paper explores some of the key issues which will accelerate this trend in the future.

It is very seldom that one builds a new plant or factory. Therefore, a detailed preparation is all the more important. In this article the various steps and their importance for decision-finding are described. Part 1 illustrates the phases from pre-planning up to architectural design and cost estimate.

With product quality standards rising continuously, clearly defined conditions are required for operation of production plants. These requirements arise i.a. as a result of compliance with legal regulations such as e.g. HACCP (Hazard Analysis Critical Control Point), GMP (Good Manufacturing Practice), EHEDG (European Hygienic Equipment Design Group), 3A (Sanitary Standards Administration Council), FDA (US Food & Drug Administration).

Kirin Brewery Co., Ltd., has established a new five year corporate vision toward the year 2005, Kirin Group Vision 21 (KG21), Yasuhiro Sato, the company’s president, announced this week.

The firm aims to create a higher standard of customer satisfaction by establishing a greater customer-oriented management structure through its beer and other businesses.

In the current three-year plan from 1998-2000, New Kirin Vision 21 (NK 21), which focused on "customer-oriented management," Kirin Brewery has achieved some of its major goals far ahead of schedule. At the same time Kirin Group will continue to seek opportunities to be an excellent corporate citizen.
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Based on accepted mathematical relationships and laws of yeast propagation as well as published generation times for Saccharomyces yeasts, a model calculation for sizing yeast propagation plants is presented. The model calculation can be adapted to cover all variable conditions in an operation.