The Uncertainty Is Great – But Solvable
Interview about the Challenges of Switching from Leaded to Lead-Free Alloys
Lisa Berchter supports BEULCO customers through the complex process of material transition. In this interview, she explains why many companies feel uncertain, which challenges are truly critical, and how a structured approach can bring clarity.
Ms. Berchter, you support companies in switching from leaded to lead-free materials. What challenges do your clients typically bring to you?
The first thing we repeatedly encounter is a fundamental uncertainty. Companies have heard that regulatory changes are underway, but they often don’t know exactly what this means for them. Questions like “Does this even apply to us?”, “When do we have to make the switch?”, or “Which regulations apply – EU law or national rules?” arise right at the beginning. This uncertainty is completely understandable, as the regulatory landscape is indeed complex and not always clear-cut.
Who usually initiates the topic of material transition within companies?
It’s interesting – there isn’t one typical starting point. Sometimes the initiative comes from procurement, which has heard about regulatory changes. More often, however, it’s product management that starts thinking about the future viability of their products. Depending on the company, certification bodies or the development department may also be involved. Some customers are already quite familiar with the topic and have a clear idea of what they need; others are at the very beginning and wonder: “What’s actually going on here?”
What are the biggest concerns and fears companies have?
The concerns are multifaceted, but certain patterns come up again and again. First, there’s the fear of costs – both for the new materials and the production changes required. Many worry that lead-free alloys are significantly more expensive and could hurt their competitiveness. Then there’s technical uncertainty: “Will our product work just as well with the new material?” or “Can we even manufacture it with our current machines?” And finally, the time factor – the fear of being too late or not being able to complete the transition in time.
Funktioniert unser Produkt mit dem neuen Material genauso gut?
Can you be more specific? What regulatory hurdles cause the most headaches?
A major issue is the complexity of different legal frameworks. EU law is one thing, but in Germany, national regulations also apply and are sometimes interpreted differently. Add to that varying deadlines and transitional rules. Many companies wonder: “Which regulation actually applies to us?” It gets especially confusing when customers supply to different markets – what’s still allowed in one country may already be banned in another. This legal uncertainty paralyzes many companies because they’re afraid of making the wrong decision.
How do you deal with this regulatory confusion?
Our first step is always a detailed analysis of the customer’s specific situation. We examine: Which markets does the company supply? Which products are affected? What deadlines are relevant? Often, it turns out the situation is less dramatic than initially feared. Many clients think they must change everything immediately, but in reality, they often still have time for careful planning. This defuses the situation and allows for a strategic rather than a panicked approach.
Bringing all perspectives together is often a challenge.
What happens after this initial clarification of the regulatory situation?
Then usually comes the next big uncertainty: material selection. Customers ask: “Which alloy should we use?” This isn’t trivial, as lead-free materials have different properties than the familiar leaded ones. At this point, customer groups diverge: product management worries about technical performance – “Does the new material meet our requirements?”, “Will it work with our product?” Meanwhile, procurement raises concerns about cost impacts. Reconciling these two perspectives is often challenging.
Can you give a concrete example of these conflicting objectives?
Let’s take a typical case: A customer has previously used gunmetal (red brass) and now faces a transition. Product management identifies two technically suitable alternatives – say Ecobrass and CW511. Both meet the technical requirements but come with different cost structures. Ecobrass might cost X euros per kilogram, CW511 Y euros. Then procurement says: “If the technical specs are the same, let’s go with the cheaper one.” But it’s not that simple – the materials behave differently during manufacturing.
How exactly?
That’s a crucial point many customers initially overlook. Lead-free materials are generally harder to machine than leaded ones, as lead helps with machining – it acts as a natural chip breaker. Without lead, other solutions are needed. We’ve conducted systematic machining tests with various lead-free alloys and found significant differences. We’re not talking about 2% – we’ve seen differences in machining time of 20, 30, even 50% between materials.
That clearly affects costs. A material may be cheaper to purchase, but if it takes twice as long to machine, it ends up being more expensive overall. That’s why you can’t just look at the material price – you have to consider total manufacturing costs. Here, we can provide our customers with concrete numbers: “With Ecobrass, you’ll reach a cycle time of X seconds; with CW511, it’s Y seconds.” Suddenly, the cost calculation looks very different.
What role does time planning play in this?
Time is often the most critical factor but is frequently underestimated. Many customers think: “We’ll just swap the material – how long can that take?” But a professional material transition takes anywhere from eight weeks to one and a half years – depending on complexity and number of parts. Lead times for semifinished goods in new alloys are often 6–8 weeks, tools may need modification, and every part has to be sampled and approved again.
What’s your advice for companies just getting started?
The most important thing is: start early. The regulatory situation is often less severe than initially feared, but the transition takes time and needs to be well planned. My first piece of advice is always: let’s take a close look together at what’s really coming your way. Which of your products are affected? What deadlines actually apply? Often, it turns out companies have more time than they think.
Then we develop a structured plan: material selection, feasibility studies, preliminary tests – all step by step. Close coordination between all parties involved is especially important: product management, procurement, engineering, quality assurance. Everyone has different priorities, but in the end, they all have to work together.
What’s your most important message for companies that still feel unsure?
Let's talk about it. The uncertainty is understandable – but it can be resolved. The sooner we talk, the more calmly we can approach the challenge. Together, we analyze your specific situation, clarify the regulatory requirements, and develop a realistic timeline. Often, we find that while the transition is complex, it’s absolutely manageable.