Open-die forgings for the “solar furnace” · 2016-02-05 · open-die forgings for the so-called vacuum vessel. The first of these components have already been delivered. And final

glück auf · 4/2015 · Extracts in English .......................................... 1

main focus: GoaLsglück auf4/2015

Extracts in English

The newspaper for employees, customers and friends of the GMH Group

The road aheadThe technology with which energy is to be produ-ced in future is called nuclear fusion – a technolo-gy that could resolve all energy problems globally at a stroke, using a raw material that is found in abundance on Earth: hydrogen. But the road ahead is still a long one. Schmiedewerke Gröditz is one of the suppliers in this connection and now has the opportunity to help write a chapter in global energy history.

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Open-die forgings for the “solar furnace”Schmiedewerke Gröditz · Quality workmanship for the ITER

S ince 2009, Schmiedewerke Gröditz has been producing open-die forgings for

the ITER, the International Thermonuclear Experimental Reactor, which is currently under construction in Cadarache (southern Fance). The ITER is to become the field of experimentation for a research project that will simulate the generation of solar energy in a nuclear fusion reactor. This technology is expected to bring an end to fossil fuel consumption – coupled with the prospect of securing the supply of energy for the future globally.

Schmiedewerke Gröditz has already pro-duced 35 forged radial plates (at weights of around 25 t per piece) over the past few years. A second order is being completed for

the ITER at the present time, this involving open-die forgings for the so-called vacuum vessel. The first of these components have already been delivered. And final negotia-tions for a follow-on order (aimed at dou-bling the number) are currently in progress.

The open-die forgings are mainly U-shaped components, referred to as ports, for the ITER vacuum vessel. They allow access to the interior of the reactor to install pumps and heating and diagnostic equipment or also to carry out maintenance work.

The vacuum vessel is double-walled and made of steel. It is designed, firstly,

Forging for the vacuum vessel of the ITER

Photo courtesy of the company

Continued on the next page q

All roads, as the saying goes, lead to Rome – but do all roads lead to a specifically defined objective? How can I set myself realistic and meaningful goals – whether as part of a department, a team or as an emp-loyee? Is the road I am following really the right way to achieve my objectives? Who or what can help me here? We explore this issue in our main focus “Goals”.

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GOALS

The ITER will be just under 30 m high and weigh 23,000 t. The minute figure, bottom left, illustrates the dimensions of the ITER, which, it is estimated, comprises one mil-lion individual parts.

Source: US ITER


to protect the plasma from contamination from the outside and, secondly, to avoid the escape of tritium to the outside. The vessel has a D-shaped cross-section with an inner width of 6 m, an outer diameter (without mounted-on parts) that is a good 19 m, a height of 11 m, and a weight of around 8,000 t.

The contract awarder is ThyssenKrupp Materials France, with whom cooperation has proven to be very positive and success-ful – perhaps also because, to date, the end customer has always taken delivery of the forgings without any complaints.

There is more than one nuclear fusion re-actor worldwide. As early as the 1950s, what was then the Soviet Union developed the so-called Tokomak reactor, whose shape has served as the basis for the ITER. But the ITER will be by far the most significant reactor of this type – not only because of its size, but also on account of its planned power output of 500 MW (100 times greater than JET, one of the most advanced nuclear fusion reac-tors, in Culham, UK). The successor to the ITER which is already in the planning and referred to as DEMO is expected to go on-grid in 2050 and then feed-in even 2000 MW of power.

The participation of Schmiedewerke Gröditz in the ITER project is certainly an ex-cellent reference and qualifies the company for further major projects. This is also how

experts see things, because the company receives inquiries on a regular basis – such as recently from the European Synchrotron Radiation Facility, a major multinational research centre.

Cécile Maret

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Forging for ITERSchmiedewerke Gröditz · “Definitely no mean feat.”

I NTERV IEW

Not so long ago, in late 2009, Schmiedewerke Gröditz was commissioned to produce a forged variant of the “radial plate” for the ITER vacuum vessel as a prototype – and had at the time to contend with strong competition. Challenging open-die forgings for the vessel are now under-going manufacture. More on this is from Cécile Maret of Gröditzer Vertriebsgesellschaft:

glückauf: Who, six years ago, were the contenders for the pro-duction of the “radial plates"?Cécile Maret: A rolled variant from France and Japan, an HIP (Hot Isostatic Pressing) variant from Sweden and Spain, and a forged variant from Germany

and France – in other words, us.

And the Gröditz-based forging com-pany made the running.Maret: Despite many a technical teething problem, we succeeded in meeting the challenging re-quirements of the ITER. You could call it a world premiere. Even the F4E in Japan were talk-ing about our success!

F4E stands for Fusion for Energy, the EU organisation conducting the EU's contribution to the ITER, so to speak.Maret: Precisely!

What tipped the scales in favour of the forged variant?Maret: Our version was less ex-pensive than the HIP variant in terms of steelmaking costs. Also, we were able to meet the high technical requirements of the

ITER International Thermonuclear Experimental Reactor project in which countries accounting for 75 percent of the world's population are meanwhile involved.

Breathtaking visionRecently deceased former West German Chancellor Helmut Schmidt was well-known for his pragmatism. His quip "People who have visions should go see a doctor!" has become a famous example in that respect (he himself once said it was a “stroppy reply to a journalist's silly ques-tion” about what visions he had). He did not mean, of course, those visions that take shape over years. Among such is also nuclear fusion, the underlying concept of which is to produce energy in a reactor in the way it comes about on the Sun. The raw materials for this are deu-terium – obtained from seawater – or tritium – extracted from lithium (light metal). Both raw materials can be found in abundance on Earth. With 150 kg of deuterium and 2 to 3 t of lithium it would be possible to meet the power consumption needs of a million people for a year. Nuclear fusion causes few pollutants and no greenhouse gas. The small amount of radioactive waste material that accumulates during fusion has a half-life period of only one to five years until it becomes a non-hazardous decay product (plutonium-239, on the other hand, needs 24,110 years, and uranium-235 even 700 million years). What is parti-cularly assuring: fusion poses no risk either of a core meltdown or of uncontrollable accidents.


Cécile Maret (Gröditzer Vertriebsge-sellschaft)


On the Sun, nuclear fusion of normal hydro-gen takes place all the time.

This process involves two atomic nuclei fusing together to form a new nucleus – thereby releasing energy (in contrast to nuclear power plants where energy is released through what experts refer to as nuclear “fission” – not fusi-on (!)). In order to initiate or support nuclear fusion, it is necessary to bring the ato-mic nuclei very close toge-ther and to overcome the repelling electrical force bet-ween the nuclei. On the Sun, this is brought about by the enormous gravitation prevailing there, by the extremely high pressure rati-os, and by a temperature of 15.6 million degrees Celsius. The ITER is not able to generate such conditions, which is why normal hydrogen is unsuitable. Hydrogen isotopes – deuterium and tritium – have to be used. They are the easiest to fuse and they release suffi-cient energy at the temperature and pressure levels achievable in the ITER. Furthermore, because of the lower, controllable pressure ratios in the reactor, a higher ignition temperature is needed to compensate, so to speak – measuring several hundred million degrees Celsius.

Fusion reaction

Deuteron

Triton Helium nucleus

Energetic neutron

Graphik: elemente designagentur

end customer – this also apply-ing to the weld seams. The fact that a melt shop is also located at the Gröditz production site was equally a weighty argument. We were thus able to offer every-thing from one single source. Our cooperation with Thyssen-Krupp Materials France finally helped to convince the end customer and F4E.

Your customers.Maret: ... yes, but also especially our partners, because their sup-port in questions of quality management or technology has been and still is of immense im-portance to us.

Does the ITER project offer pros-pects of yet further orders?Maret: Fusion technology still has a long road ahead of it, of course. After the ITER, the DE-MO reactor will be built, which is to test the research findings gained with the ITER for their practical feasibility. A PROTO reactor will then generate elec-tric power in large quantities. It is there that opportunities will present themselves – but always accompanied by strong competition.

What importance does the ITER have for Schmiedewerke Gröditz?Maret: The ITER serves as a splendid reference for our com-pany because the project shows that we are capable of forging highly complicated components and, in doing so, of meeting the most challenging technical spec-ifications.

And what are the chances of acquiring similar orders?Maret: We have the advantage of already having produced such challenging open-die forgings to very high technical standards. That can give us a competitive edge technically – and is certainly an excellent calling card that may open the one or other door for us.

Many thanks for talking to us.


OuR PROduCT

ApplicationOpen-die forgings for the vacuum vessel of the ITER

Section through the ITER. Bottom right: a figure for size comparison.

Source: wikipedia/Fabien1309

Inspection

Ultrasonic inspection is a major challenge due to the special material in combination with the size of the work pieces. Moreover, customers are required, or wish, to monitor the individual production steps on site. Regulations

The ITER components are subject to French regulations on nuclear facility and pressure vessel construction. There are even special regulations concerning the packaging, for which special foil has to be used.

PrecisionThe customer specified very close tolerances. As a result, the required dimen-sional accuracy is extremely high.

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Size & weightPort outer dimensions (max.): length 2912 mm, width 1180 mm, height 458 mm. Weight: 4,570 kg.

Ports for the vacuum vessel

PropertiesModified F316LN-ITERGRADE compliant with the highest quality standards. The steel is tough, stainless and heat-resistant, and very difficult to machine.

There are numerous contributions on YouTube devoted to nuclear fusion. You will find a relatively elaborate 10-minute clip at https://www.youtube.com/watch?v=_kLswmItfpQ. Or there is a rather prosaic yet very succinct contribution to be found at https://www.youtube.com/watch?v=awJyMzVYY2A.


EDITORIAl

Proud of our steelIts eco-balance improves every time it is recycled.

Dear Employees of the GMH Group,

Especially against the backdrop of the recent climate conference in Paris, I would like to address the ever-present prejudice concerning our steel industry. “Is it not a polluter in the first degree? The steel industry accounts for five percent of global energy consump-tion. Almost seven percent of global carbon dioxide emissions that are polluting our climate originate from the steel industry. Steel mills are large, ugly, dirty.”

There are, anyhow, many who think that way or have that impression at least.

Yet as gloomy as steel’s energy and climate bal-ance is at first glance, the picture becomes very bright when the production cycle as a whole is con-sidered, because steel has a unique property: this material can be recycled as often as one wants, with-out it deteriorating the slightest in quality. Every time that steel is put to a new use – for instance, through the melting of scrap, as is the business practice of our GMH Group – its eco-balance improves. The recycling of steel consumes much less energy and generates much less CO2 than the original production process.

That balance is continuing to improve through ever more efficient processes. In Georgsmarienhütte, for example, we use the waste heat from the electric arc furnace to generate steam, thereby saving en-ergy, off-gases and – what is also important – money.

But steel is also eco-friendly because it permits the realisation of climate-friendly products and processes. The use of high-strength steel can significantly reduce the weight of heavy goods vehicles, for instance, thus decreasing their fuel consumption. The World Steel Association estimates that, by using steel in highly innovative processes, six times as much CO2 is ultimately saved than is emitted during its production.

This year a new steel piston for Diesel-powered cars won the Steel Innovation Award 2015. Compared with the standard aluminium pis-tons, the superior material saves fuel and reduces CO2 emissions by around 3 percent. Such and many other intelligent and market-viable ideas are filling the “innovation pipeline” – and will also continue to do so in future in Germany.

An aspect of the broad energy balance of our material is, also, its good suitability for use in energy production. Steel, which is so stable, resilient and versatile as a material, affords a considerable contribution toward making renewable forms of energy competitive. Critics of our branch of industry should remind themselves that wind turbines are built almost 80 percent from steel.

Besides the benefit for our environment there are many further arguments in favour of Germany as a steelmaking location. In metal-lurgy and, especially, in steelmaking, German universities, research laboratories and develop-ment departments rank among the world's leaders. German export successes are also based on their expertise in part. Without its own steel production, Germany would undoubtedly lose touch with research and development in this field over the long term.

What is more, without steel production, we in Germany would no longer be in a position to deliver the entire value chain for a large range of industrial production. Once process steps are relocated abroad, the downstream industries will soon follow suit. The conse-quence would be the further de-industrialisa-tion of our country. A job lost in industry will not return to Germany so quickly.

As strongly advisable as it is to retain the steel industry in our coun-try, it is nevertheless difficult, not because of environmental protection or a lack of innovativeness, for example, but for economic reasons. Steel is a primary industry, a mature industry. In view of the consider-able overcapacities around the world, the pressure on prices is enor-mous.

The steel companies in Germany are able to withstand such pres-sure, but only under two conditions: they must be in a position to adjust employment levels flexibly to the fluctuations in the market, and they need long-term planning security so that investments in ever more economical processes are recouped.

The upshot is that our steel is also reliant on the state, for better or for worse. The issue here is not state subsidies or any special wishes. No, what we need from our government is something that should actually be completely normal. We need a state that acts rationally, predictably over the long term, and reliably where the labour market and energy and environmental policy are concerned.

We can be proud of our steel. It is a material fit for the future. The wildest dreams can be built on steel. But we must also ensure that this message is heard.

Glück auf!Your,

Michael Süß (CEO of the GMH Group)



A FEW WORDS FROM THE OWnERS

Dear Employees of the GMH Group,

A turbulent year is drawing to its close, offering us the opportunity to take stock. Politically, the situation around the world appears to have become more and more critical, particularly in the Middle East. This development is having serious repercussions for Germany: our country wants to intervene militarily at the local level, and the large influx of refugees is the dominant topic this autumn. Economically, the exhaust emissions scandal enveloping the Volkswagen Group illustrates just how quickly a top position can be jeopardised and even lost through malpractice. The technology sector dominates the list of most valuable enterprises worldwide, while traditional industries are losing ground.

The pace at which changes are taking place is increasing, with our world becoming more and more complex. We are facing socio-political as well as technological challenges. We in the GMH Group can, and must, deal especially with the latter. The growth in networking in our world is forcing us to become more global. Innovation cycles are be-coming shorter. Our generation (so-called Generation Y) has grown up with the developments of the digital world.

We would like to recount some of our personal experiences on the topics of digitisation and innovation and the challenges facing work-ing life in the USA and Japan where we worked this year and, through doing so, also address the focal points for our work in the coming year. Anne-Marie had extensive points of contact with the topic of innova-tion through her doctorate and teaching activity at the Institute for Innovation Economics of the University of Applied Sciences, Berlin (TU-Berlin). With Quirin having spent the past year living and working in Silicon Valley he, as an engineer, has first-hand knowledge of the topic of digitisation. Johanna has worked in a wide variety of departments at different operating locations of steel producer JFE, our long-time partner in Japan. Not without reason, Japan still ranks as a technological trailblazer.

We wish you and your families happy and peaceful holidays as well as an abundance of strength to face a challenging, innovative year in 2016 in our digital world in which we are looking to work successfully together.

Glück auf & Go-anzen ni *

* Glück auf in Japanese

Yours,

Innovation for competitiveness

An innovation is the successful implementation of a new idea or invention in a product, service or process. Being innovative is an

important goal as much for individual companies as for our Group as a whole, so as to be able to co-exist with global competition in dynamic markets. Science differentiates between two types of innova-tion: incremental and radical. Incremental innovation is the gradual improvement of existing products, services or processes, whereby the competitive position is strengthened through the advancement of known technologies, products or processes. Radical innovation, on the other hand, means the invention of new types of products, services and experiences or also processes which not only change the markets radically but also create new markets. Radical innovations consequently enable companies to set trends and shape markets. In the companies of the GMH Group we attach particular importance to steady, incremental innovations that lead to better quality and prod-ucts for our customers. Even so, radical innovations such as service or business models also need to be taken into consideration.

Inactivity and stagnation in this global world of rapid technologi-cal developments leads to exclusion from the market. Changes come about only if we do something and, in the process, question previous behaviour patterns. We can create new knowledge, pool and re-com-

bine existing know-how, and use and promote market expertise of, as well as cooperation with, our cus-tomers, suppliers and competitors. In which regard you, dear employees, are the dynamic drivers who put these changes into practice in our Group. It is your skills from which our innova-tiveness takes nourishment. And that, too, can require a radical rethink.

Anne-Marie Großmann


digitisation & Industry 4.0 –a journey into the unknown

Industry 4.0 is the catchword for the predicted fourth Industrial Revolution that is expected to come about

through the digitisation of production and corporate processes. It is based on the intelligent networking of machinery, facilitated through data collection, storage and analysis. This will permit the further development of production steps that automatically adapt to real-time data. It is thus possible, for instance, to moni-tor and adjust high-energy processes better so as to reduce costs. Better interaction between man and machine is equally possible, enabling greater occupational safety and efficiency. One exam-ple in that regard is the assistance provided to personnel by col-laborative robots on automobile assembly lines, thereby raising productivity and, at the same time, reducing fatigue symptoms and the potential for injuries. The development toward Industry 4.0 also involves risks for us, however. For example, 3d print technology is able to produce more complex geometries and thus incorporate sophisticated cooling ducts in tur-bine components, an area where conventional casting technology is reaching its limits.

nobody is able to predict the future and accompanying tech-nological developments. What is important, however, is that all of us together are open to new ideas, meet the digital challenge with desire and curiosity, and recognise and embrace the oppor-tunities that arise for us.

Quirin Großmann

Working life in Japan

A fter having spent half a year in Japan, al-though I am not an expert on the country

– let alone the language – I have obtained a good insight into the habits and customs of its working life. There are steep management structures in Japanese working life, meaning that the boss always has the last word and the underlings are not actually expected to think freely but simply do as instructed. Unfor-tunately, there is little room in this system for creativity, for those with different ideas and for entrepreneurialism. Everyone goes with the flow, and hardly anyone thinks for themselves any more or even looks beyond their own nose. That is why Japan is at risk of losing its innovativeness. Japanese employees, though, have found a way and brought KAIZEn into being. The word KAIZEn means “change for the better” (“Kai” = “change”, and “Zen” = “for the better”), in-volving a gradual and steady change in processes and procedures by each individual employee. At JFE this is organised in cross-depart-mental working groups in which the employees think about pos-sible improvements and innovations independently of management structures. These monthly groups make an important contribution toward production and quality management, raising work produc-tivity and levels of performance, and reducing costs. Thus it is that not only creativity but also cohesion between colleagues is fostered in an otherwise very ordered and organised working environment.

In times of crisis it is important to have the courage to be differ-ent and hence strengthen the success of the company together. In the current climate of steel overproduction the Japanese are noticing the pressure particularly through their proximity to China. JFE can secure a share of the market only through innovativeness and high steel quality standards. This is a challenge which we in the GMH Group also have to face. We have to work continuously on changing for the better so as to keep our competitive edge. The Japanese ex-ample of KAIZEn shows that every workforce member can and also should play a part.

Go-anzen ni! (Japanese for Glück auf!)

Johanna Großmann


Open-die forging plant passes the one-million tonne markGMHütte · Dirostahl a customer for ingots and continuously cast material since 1993.

V isitors from Karl Diederichs KG Diro-stahl in the Bergisches land region

– including forty-three trainees, eight training supervisors and the company's two “chiefs”, Dr Manfred and Dr. Roman Diederichs – set off in late October for Georgsmarienhütte where there was also a special event to celebrate: the delivery of the one-millionth tonne of steel from GMH's steel mill to Dirostahl in Rem-scheid.

The guests were welcomed in GMH's multipurpose centre where GMH Hold-ing managing director Frank Koch, GMH managing director Dr Knut Schemme, Prof. Dr. Felix Osterheider as well as senior personnel from the produc-tion shops and administration had gathered.

As a memento of this special occasion, Frank Koch handed Dirostahl chief Dr Manfred Diederichs a present expressly made in the training work-shop, symbolically featuring the delivered ingot and con-tinuously cast products.

After putting on protec-tive clothing and receiving a short safety briefing, the visi-tors then gathered for a group photo in front of the melt shop. This was followed by an extended tour of the works for the trainees and training supervisors during which experts from GMH's facili-ties explained the produc-tion installations

via radio headsets. Also a particular point of interest, of course, was a visit to the training workshop, after which a hearty lunch awaited the guests in the multipurpose centre.

The remarkable business relationship between GMH and Dirostahl began in the second half of 1993 with the deliv-ery of 2,000 t of ingot and continuously cast material. Only a year later that delivery

volume increased tenfold. And by 1995 over 50,000 t of material had been de-livered – assisted by GMH's steel plant in Bous from 1998 and by Engineering Steel Belgium from 2009 onward.

The one-millionth tonne mark was reached with the delivery of heat 219764 in July 2015, comprising ingots in PO 18 format and steel grade C 45.

Alfons Winterberg and

Reinhard Frauenheim

On a visit from the Bergisches Land to the Osnabrücker Land region: as a memento of the one-millionth tonne, Holding managing director Frank Koch (left) handed Dirostahl chief Dr. Manfred Diederichs a present express-ly made in the training workshop. It symbolically fea-tures the delivered ingot and continuously cast products.

Photo: vl


upwards by elevatorWildauer Schmiedewerke · Innovation award for complex forging

W ildauer Schmiedewerke (WSW) has won Branden-

burg's “Innovationspreis Metall 2015” award, worth a total of 10000 euros. Eco-nomics Minister Albrecht Gerber presented the award at the Metal Cluster Confer-ence, which took place in mid-October in the main auditorium of Brandenburg University of Applied Sciences (FH Brandenburg).

Frank ledderbohm (WSW Operations Manager) and Dirk Martin (Engineer-ing Office Manager) col-lected the innovation award, which was for Wildauer Schmiedewerke's contribu-tion to the AMP500 elevator assembly of Forum B+V Oil Tools GmbH. Previously, elevator forgings produced in Wildau had a relatively rough near-net shape design compared with other production methods,

the consequence being that a correspondingly high amount of follow-on machining work was needed.

Where the AMP500 assembly was concerned, the customer required the design of the forg-ings to be as close as possible to the net shape of the finished components – thus minimising follow-on machining operations.

The outcome was very slender and complex forgings that posed new challenges with regard to the closed-die forging process. This innovative process for pro-ducing close-die-forged elevators

is considerably more customer-friendly than previous solutions and gives both the company and

its customers a competitive edge. The jury were won over by the result, be-

cause the new production process that was presented significantly reduces the amount of machining work that is required. Fur-

thermore, material and energy are used more efficiently.

The advantages for the customer lie mainly in the improved fatigue strength of the material and in the fact that flaws in the material and in the components can be eliminated almost completely. The ad-ditional follow-on machining operations previously carried out by the customer also become unnecessary.

Brandenburg's “Innovationspreis Metall 2015” award had attracted great interest. Particularly gratifying was the strong par-ticipation of the craft sector in the competi-tion, according to Economics Minister Ger-ber. Ten of the 14 entries were submitted by craft enterprises. Six entries also came about through links between the business and science communities.

As Gerber put it, “networking is the key to success. Cooperation and long-term focus on innovation are becoming increas-ingly important for competitiveness and, hence, for corporate success“.

Dirk Martin

MachiningThe hinge area is already well-developed. After the machi-ning work, the doors and body are flexibly connected. The near-net shape of the for-gings significantly reduces the amount of work previously required.

DetailThe body is the supporting part of the elevator. Together with the door components, displayed in green, it encloses the drilling tools. For stability purposes the body is encompassed by two slender high rib elements. These represent a particular challenge in closed-die forging.

AMP 500 elevator assembly for Forum B+V Oil Tools GmbH

Source: WSW

The award certificate Photo courtesy of the company

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Recycling: up from 10 to almost 100 percentEnergietechnik Essen · Cut above the rest: clever idea has led to a much higher material efficiency and greater cost-effectiveness.

Market trends in the power engineering sector have been stagnating at a low

level for some time now, causing market prices to slump significantly overall – a development that also has repercussions for the retaining rings produced by Energie-technik Essen (ETE).

An appropriate response to this situation has been to gauge further potentials for cost reductions. Which is why ETE has, among other things, initiated a programme to im-prove material efficiency. The programme also encompasses the P900 steel grade need-ed to produce the retaining rings.

Background: ETE has always purchased the requisite P900 steel from two suppliers, firstly as so-called “fresh” material and, sec-ondly, as recycled material with, in the lat-ter instance, unmixed ETE home scrap and cuttings and turnings being recycled and treated by a contractor.

Previously, though, it was possible to recycle only as much as 10 percent of the

cuttings and turnings. Raising their share in the recycling process would hence offer the potential to improve the material efficiency. An idea was sought, therefore, to increase the recycling rate on the steel material sup-ply side.

The solution to the problem lay in com-pacting the P900 cuttings and turnings into briquettes. This has made it possible to re-use more or less all such material that accumulates during the machining opera-tions. The equipment needed for this com-prises a shredder and a briquetting press. The shredder is necessary so as to achieve a homogeneous structure of the cuttings and turnings for the compaction process.

What sounds so simple in theory, howev-er, was not so easy to implement in practice. It has to borne in mind in this connection that P900 cuttings and turnings are difficult to process. A number of attempts were thus required to find the best-suited shredder and the best-suited briquetting press.

On account of the extremely positive prognosis that emerged from the cost-effectiveness calculations, the investment proposal was approved and implemented at short notice.

The facility has meanwhile been installed and put into service. Following initial diffi-culties, it is running reliably and is helping – as expected – to improve material efficiency.

Christian Scholz and

Jöran F. Treppschuh

Definitely a gain, even aesthe-tically: P900 briquettes.

Photo: Jöran F. Treppschuh


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main focus: GoaLs

OOf course, Christmas is a festival of love. But it is also a festival of presents, which

involves our sense of realism being put to the test – and children, in particular, can tell you a thing or two about it. After all, they have to learn first that wishing is not always suf-ficient to get what one wants.

As Robert Harting writes in his column (page 7: “What are your goals?” – see German edition), wishes and goals are actually two quite different phenomena. For whereas Christmas wishes depend on whether they are fulfilled by others or not, anyone who sets goals for themselves actually takes their fate into their own hands. Wishes may be fulfilled or they may not, but achieving goals is exclu-sively a matter of personal responsibility.

By the way, goals and wishes share a common interface: the sense of reality men-tioned above. In both cases, it is a question of finding the right measure. If wishes exceed reasonable limits (“Dear Father Christmas, I wish that my English teacher would disap-pear from the face of the earth!”), then the demands involved are much too high. If the stated goal is too ambitious or even doesn't make sense (“We want to replace the expen-sive laser measurement with a more reason-ably priced visual inspection!”), then failure is also bound to ensue.

Whereas wishes which have not been ful-filled are quickly forgotten (we tend to con-sole ourselves with the other presents), failure to achieve a goal is usually inextricably linked to a lot of hard work – in this connection we think particularly of the futile expenditure of effort and energy or of possible negative consequences if a problem remains unsolved.

So, we can clearly state, anyone who wants to increase the chances of their wishes being fulfilled must convert them into goals, so to speak, must set intermediate goals, must choose a suitable method of implementation, and must work towards the goal step by step. (nicole Kasselmann takes away possible fear of goals on page 13: “Just do it!”.)

The national Olympic Committee had the unfortunate experience of some wishes not being fulfilled despite having worked hard to realise them, with a clear goal in mind. Hamburg's Olympic bid failed because it was vetoed by the majority of Hamburg's

population. Discussions are still ongoing as to whether the goal was too ambitious, or whether there was no sense of reality, or whether the wrong approach was taken. (Robert Harting comments on the possible consequences on page 7: “On the “no” to the Olympics being held in Hamburg” – see German edition.)

How much easier it seems to be to agree on goals in a company. no employee would close their mind to the argument that a company must be doing well so that everybody con-nected with it does well. Which goals need to be set and achieved in this context is a dif-ferent story – even if the goals in a company are often obvious, are there any problems which have been getting on people's nerves for a long time? Do mistakes have to be eradi-cated? How can processes be rationalised? How can the number of cycles of a machine be increased? etc., etc. (On page 14 Monika Hansen describes how to approach goals systematically: “Is that not SMART?”).

Many problems for which a goal-oriented solution is required are often imposed upon the company from an outside source, howev-er. An example is training goals. For decades it was clear that the most important goal was to impart subject competence to the trainees and develop their ability to work in a team. Yet, for years now, the focus has been increas-ingly directed towards the soft skills which thus need to be fostered. (Christian Bloom describes the requirements that trainers have to fulfil today on page 15: “new training cul-ture”.)

Marcus Wolf describes the implications of “capped” goals in his article “Help – it's nearly the end of the year" (page 16). In it he deals with the 'little sister' of the wish idea: the good resolution.

But, for most people, this also remains merely a pious wish. So here is a tip to reduce the frustration rate somewhat. Everyone who is really serious about their resolutions could raise their chances considerably with a little bit of thought. If you really want to imple-ment your resolutions, simply transform them into goals.

pkm

Wish? Resolution? Goal?Having the right attitude is essential for anyone who wants to implement their ideas.


main focus: GoaLs

Just do it!Anyone who wants to implement change requires stamina – and a goal.

Everyone is familiar with the famous state-ment “The way is the goal” by Confucius.

Being on the way, being on the road – this topic is absolutely up-to-date in today's fast-moving, networked world. Countless oppor-tunities are open to us and therefore we are also confronted by a choice of countless ways we could follow.

In this complex labyrinth it is all the more important to follow a clear goal to avoid los-ing sight of the bigger picture. Because if you don't have a goal to pursue, you will never arrive anywhere. As soon as the goal is clear, however, it is possible to devise a good plan and find an appropriate way of reaching it. So would it not be better to say: “The goal is the way”?

It is not only important for companies to pursue a clear goal to ensure their long-term success and thus make jobs secure. Also in private life, goals are important as an aid to decision-making and orientation, and help to take purposeful action.

In practical terms this means, above all, knowing what your goals actually are. But in most cases this is not particularly easy. It usually helps initially to set some short-term, concrete goals and not to take on too much at once. Planning separate intermediate steps clearly contributes to success – other-wise there is the risk of quickly becoming overburdened.

let us assume, for example, that you would like to write a book. Do not stick

desperately to the goal of finishing the book in one go (long-term goal). Focus rather on writing each individual page (short-term goal). One or two pages a day are sufficient and very soon you will have the whole book finished.

A deadline, in other words when each step is to be completed, also makes sense. In this context it is essential that the goals are self-determined. Always be fully aware of why you are now pursuing precisely that goal. Otherwise it is only a question of time until you lose interest in it.

Concentrating solely on your profession, for example, often leads to a neglect of other areas of life. So make sure you spread your interests appropriately. Pursue your goals in accordance with your personal priorities – this is essential to achieve a balance, and success.

Goals, furthermore, should be formulated, i. e. set down, in writing. This helps to main-tain an overview. Without such a reminder it is easy to forget some of the goals because of outside distraction. Of course, it is also possible that goals may change with time. Human beings develop and their priorities shift. Fortunately, a goal can also be changed and the way to achieving it can be adjusted accordingly.

It is very important to think logically about the way to achieve goals, and to de-velop concrete steps and measures. A good plan is essential and contributes significantly to the success.

At first, of course, it requires a high degree of discipline if, for example, some changes suddenly throw the daily routine completely out of joint, if old habits need to be shaken off. But, with a bit of staying power, it be-comes clear: planning and changes quickly become a matter of course.

And ultimately – without any further ado – the best way forward is to JUST DO IT!

Do not search for excuses but simply be-gin. Friends and family will usually provide support. Tell them about your goals and pro-jects. This makes the issues more real for you and obliges you to pursue your goal. Regular meetings with others who have the same goals

“ You don’t try to build a wall. You don’t set out and say, I’m going to build the biggest, baddest, greatest wall that has ever been built. You say, I’m going to lay this brick as perfectly as a brick can be laid. You do this every single day, and soon you have a wall. ”

W I L L S M I T H

Wish? Resolution? Goal? It's all a question of degree.

Photo: Getty Images / (c) Tay Jnr

Continued on the next page q


main focus: GoaLs

Is that not SMART?Salami tactics: how can I achieve my objective? Steps to success with the SMART method

I rrespective of what you are planning to do, inside your mind wonderful images are con-

jured up of wishes and desires; a kind of film footage in the most vivid of colours. As soon as it comes to actually turning these idyllic scenes into reality, however, the mental im-ages tend to burst like bubbles.

Why is this?

Ultimately there a very few ideas which can be implemented without a certain amount of effort. This effort, at first glance, can seem like an insurmountable mountain – and tends to tarnish our fantastic dream. We shouldn't throw in the towel too quickly, however, as the question that comes to mind is how does everyone else do it?

There are plenty of examples of people who achieve a great deal in their lives, and who have also done so in the past. It is likely that these people have formulated achievable objectives from their wishes and desires. This, in fact, is the difference. Have a go at using the SMART method yourself – an objective should be specific (S), measurable (M), attain-able (A), realistic (R) and time-bound (T).

Nice word play but what does SMART actually mean?

S for specific: formulate clear and concrete objectives. Only then will you extract an achievable goal from the wish or desire. Write your objective down – this makes it more binding.M for measurable: define your objective in a measurable way which is therefore control-lable. Otherwise how are you going to assess whether you have achieved your objective or how close you are to achieving it?A for attainable: choose objectives that you really want to achieve and that are appropriate

for you. Is it worth investing work and time in that particular wish?R for realistic: do not shy away from set-ting yourself high and ambitious objectives, as this is hugely motivating. However, they must also be objectives that you can actually realise. Objectives which are too great can overwhelm and immobilise. Instead, it is bet-ter to break such objectives down into smaller goals. This is where the well-known “salami tactics” come into play. Divide your objective into many small objective “slices”. In this way it is possible to achieve a good deal.T for time-bound: give yourself a timeframe, otherwise it quickly becomes clear at a sub-conscious level that there is no hurry to achieve your objective. And everything else becomes more important again. A fixed pe-riod of time applies the right amount of pres-sure to move forward with achieving your objective.

So, you have an objective. And what now? Daily life pushes itself to the fore and one's weaker self is never at a loss for excuses.

Decide on what you can do today to achieve your objective! What does the first step you will take look like? Divide up the steps required for your objective, as well as for your daily business, into tasks that last no longer than 15 to 30 minutes. This time frame looks manageable and it is possible to achieve a great deal in this amount of time.

Also monitor yourself from an “objective viewpoint” when doing this – set a stopwatch and get to it. You will be surprised at all you achieve. This makes the first step easier. And, as everyone knows, the first step is the most important one!

mha

Photo: © panthermedia/PeJo

COMMENTARy

The way is the goal – or is it?

The echo of the gong resounds, a spicy scent wafts from the incense stick and Confucius says: “The way is the goal.” For centuries now the world has been puz-zling about what he really meant. In fact, the paradoxical formulation actually leads some people astray – which is not so con-ducive. Naturally, on the one hand, it may be interpreted as: “The ultimate priority is to set off, (almost) irrespective of the direc-tion” or also “It's good that we are giving some attention to the matter”. The ques-tion is just if you will ever arrive (and if so, where?). For companies this interpretation would not be particularly productive, how-ever. More helpful might be the interpreta-tion “the way is the same as the goal”, that is to say – the method at the time de-termines which result I achieve, or whether I reach my goal. In other words: if I apply the right method, I will solve my problem automatically and, conversely, if I apply the wrong method, I obviously won't. The problem now is to find the right method. But how do I do this? On this subject, un-fortunately, Confucius reveals nothing.

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are very helpful and offer an opportunity to exchange ideas and give each other mutual support.

And if your project doesn't go according to plan?

In such a case it can help to change your way of looking at things – do not regard the problem any longer as a hindrance but as a challenge, as an opportunity for you to grow and develop. Perhaps this will make matters easier. Trust in yourself and your resources. Perceive the challenge as an opportunity.

Mistakes are often associated with failure or inadequacy. Dealing with them is easier if you alter your way of thinking and regard them as learning steps or experiences on the way to the goal. learning from mistakes means coming a step closer to the perceived goal. It is indeed a fatal trap to simply do nothing for fear of failing – and to block your development.

Nicole Kasselmann

q Continued from last page


main focus: GoaLs

New training cultureTrainers are becoming learning companions: training goals have changed significantly over time. Occasionally trainers also have to assume a parental-type role.

When, in days gone by, young people began their training, the goal was "to learn a decent

trade", in other words to acquire the skills required to do the job properly later: plumbers learnt how to install pipes, carpenters how to process wood and car mechanics how to repair a car.

Training regulations stipulate what the young people must know and be able to do for their final examinations at the end of their training period. This was reorganised for the trades in the metal-working and electrical industries as far back as 2003/2004. Since then the focus has no longer been purely on imparting skills and knowledge. Instead, attention is directed towards activity-oriented train-ing throughout the different business processes.

Today, furthermore, the training objective ex-tends far beyond learning the tasks and skills re-quired for the job. Training organisations, and thus the trainers, have to cope with the fact that the basic needs of the young people at the start of train-ing have changed.

The trainers need to look after the people in their care more than was the case in the past, and keep their eyes open for personal concerns and problems. Such as, for example, if trainees come to work in the mornings without having had any breakfast. The amount of individual attention required by each young person is greater for the trainer than it used to be. Such extra care for young people costs time, nerves and money.

The method of imparting knowledge has also changed considerably: trainers are becoming learn-ing companions. A new learning culture for sustain-able learning is being adopted. Instead of directing, prescribing or asking questions in the classical way, they prepare, provide impetus, observe, accompany or follow up, if required.

For this reason all GMHütte trainers have un-dertaken further training in a course organised in cooperation with the Chamber of Industry and Commerce to become so-called “learning Process Companions”. In seminar blocks extending over several days trainers learn, for example, how they can provide stimuli and accompany learning processes for young people – as well as assess the learning performance accomplished within the new learning process.

As a result of the training course, the role and the self-image of the trainer has changed funda-mentally: the trainers no longer point out the way to the trainees but support them in finding the right way themselves.

Christian Bloom

Soft skillsSchool grades are not everything. Just as important meanwhile (or increasingly so) in the case of would-be trainees are so-called soft skills. Certain characteristics are emerging again which many a person assumed to have become relics: discipline, a sense of duty, a sense of order, willingness to work, conscientiousness or even politeness. The background to this is that there are an increasing number of trainees who experience difficulties with social skills in working life – for example, being polite, punctual and reliable. Viewed in this way, the trainers not only have to impart subject knowledge, team spirit and motivation, but must compensate for what was neglected in the family homes. Young people should also be interested in the topic themselves, incidentally. Because soft skills are often the deciding factor when appointing new employees.

pkm

Photo: panthermedia/HonzaHruby


main focus: GoaLs

“Help – it's nearly the end of the year!”2015/2016: The season of good intentions. And why frustration is the natural consequence.

The year is drawing to a close and the inevitable question about new Year’s

resolutions is already a big issue in the tabloid press.

People tend to react with a slight fit of panic in response to this question, remembering vividly – and with strong pangs of conscience - all their good in-tentions of 12 months ago: less choco-late, more exercise, a healthier diet, less time wasted with idle gossip – oh dear! last year's resolutions – still virtually “untouched” – can in fact be simply “resuscitated” for the next 365 days.

But why did those resolutions fail so miserably first time round? Obviously the rainbow press is full of good advice on this subject too: “Formulate your inten-tions in clear and specific terms!”, “Set yourself achievable goals!”, “Be realistic – and remember: one bird in the hand is worth two in the bush!” (see article: “Is that not SMART?”)

Who on earth conceived the original idea, hot on the heels of Christmas and the unrestricted enjoyment of festive meals, cakes and other “goodies” to pro-gramme an annual re-launch of one of

the worst feelings a human being can experience: bad conscience?

Of course, no other date seems as ap-propriate as new Year's Eve to change one's habits. A fresh start – totally re-leased from the sins committed on the 365 days of the preceding year – no other day of the year is so appropriate for a new beginning!

As an immediate follow-on to the new Year parties and champagne toasts, many people experience a boost to their moti-vation: a new Year and a new opportu-nity – the chance to progress to the next stage of becoming a better person. The new Year is a popular time to take stock of the situation, and tackle new projects. And at some later stage comes the rude awakening and the frustrating feeling of failure.

Surveys conducted in past years in-dicate that more than half of Germans make a new Year's resolution and only every other person keeps their resolution for more than three months. And, inci-dentally, most of these people are over 60!

Actually, however, we do not need a special occasion to review our bad habits. Psychologists advise pausing regularly throughout the course of the year, and reflecting on one's behaviour. After all, good resolutions don't necessarily have to be made in January. Perhaps the solution would be to start putting the good inten-tions into practice later in the year – on 30th February 2016, for example?

The well-known Irish author and play-wright Oscar Wilde once said: “The way to Hell is paved with good intentions.” What is the point of making good resolu-tions if you do not implement them? Per-haps something more than good will and good intentions is required. Some energy and push. After all, actions speak louder than words, as the saying goes – or to put it even more simply: don't just talk about it, do something!

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The top 10 New Year's resolutionsA quick glance at these resolutions shows that the power to determi-ne whether they are kept – or broken – lies in the hands of the person making this kind of reso-lution (and often solely in their hands – without the intervention of others).


main focus: GoaLs

Have good friends, close relationships with others 85.3 % To be available for the family and to help them 79.6 % A happy partnership 75.8 % Independence, to be able to determine one's own life to a great extent 66.9 % Social justice 65.2 % Have children 60.3 % Good, varied education 59.7% Well-groomed appearance 58.8 % Have lots of fun, enjoy life 57.4 % Help people in need 53.3 % Success at work 53.2 % Continually learn new things 50.1 % A life full of variety, constantly enjoying new experiences 41.4 % Explore the world, get to know other countries and cultures 39,3 % Spend a lot of time outdoors, in natural surroundings 37.7 %

Source: Statistika.com; Graph: elemente designagentur

What is particularly important for you in life? If we believe these statistics, jobs are very important for more than half of the respondents (position 11 in the ranking) – success at work is particularly significant for 53.2 percent of respondents, followed directly by the desire to “continually learn new things”.

Most popular travel destinations for Germans Travelling abroad is not the only attraction for the Germans, as one can see (“Do you wish to roam farther and farther? See the good that lies so near” – Goethe). Travel destinations in Germany (34.1 per cent, if this top ten ranking is used as a basis) have to admit defeat by the smallest conceivable margin to travel destinations abroad (34.7 per cent). It is also interesting that the Baltic Sea coast with a figure of 8.5 per cent (most ofwhich is located in the new federal states and was out of reach for West Germans before reunification in 1990) has overtaken the federal state of Bavaria (7.7 per cent) as the most popular destination within Germany.

Spain 8.8 %

Baltic Sea 8.5 %

Italy 7.9 %

Austria 7.7 %

Bavaria7.7 %

Other areas in Germany 7.1 %

North Sea 6.6 %

Turkey 6.5 %

Berlin 4.2 %

France 3.8 %

The Top 10 in 2015

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Goals

“Before you can score you must have a goal.” Greek quote

“The quality of our goals decides on the quality of our future.”Josef Schmidt, German philosopher

“A person who sets himself goals leaves nothing to chance.”Stefan Zweig, Austrian author

“All eagerness to achieve is useless without knowled-ge of the means

by which to reach the goal for which you are striving.”Marcus Tullius Cicero

“It is not enough to take steps which may someday lead to a goal, each step

must be itself a goal and a step likewise.”Johann Wolfgang von Goethe


Niobium-alloyed wheels withstand the heaviest loadsMWL Brasil · New microalloyed wheel type for heavy-haul rail transport creates a competitive advantage: demand for ultra-resilient wheels and axles is on the increase worldwide.

I NTERV IEW

The global railway market is divided into two large seg-ments: passenger and freight transport. While the main challenge in passenger trans-port is the steadily rising speed of trains, the issue in freight transport more and more is how to carry higher loads with the same number of wag-ons – a weight increase which automatically necessitates rais-ing the load-bearing capacity per axle. What this means for the development of railway wheels and the wheelset com-ponent suppliers in the GMH Group is explained by Domin-gos J. Minicucci (development engineer, MWL Brasil) in an interview with glückauf:

glückauf: Heavy-haul rail trans-port – how would you describe that market?

domingos J. Minicucci: Heavy-haul rail transport is a very specific market. The wagons for trains of this type are able to transport more than 30 tonnes per axle, in other words more than 15 tonnes per wheel.

Who is generally reliant on such heavy-haul transport? Minicucci: Mainly the major mining companies which convey their ores from the mines to the ports by such means. These are located particularly in Canada, Russia, the USA, Sweden, South Africa, Australia and Brazil.

And where have the heaviest loads been transported until now?Minicucci: Australia currently serves as a reference in the heavy-haul field where loads are as high as 42 tonnes per axle, or 21 tonnes per wheel. For that reason, Australia was also the

host for the latest “International Heavy Haul Association Confer-ence”, which was held in June of this year in Perth, on the west coast of Australia.

Was GMH Railway Systems also represented?Minicucci: Yes, staff from Bo-chumer Verein Verkehrstechnik and from MWl Brasil also at-tended that conference so as to put themselves in the picture re-garding the latest developments in microalloyed railway wheels.

What is meant by “microalloyed railway wheel”? What role does it play in heavy-haul transport?Minicucci: This wheel type is the only one that withstands such a high axle load.

But is it also significant from the economic point of view?Minicucci: Absolutely. Heavy-haul transport is even of major

strategic significance for the two GMH Railway Systems compa-nies. That also applies particu-larly to the market for microal-loyed wheels. The demand for them has grown steadily over the past years – and will continue to do so in future. The expectations regarding this market are corre-spondingly high.

To what extent does this market al-so play a role for Brazil and MWL?Minicucci: This market is also very important in Brazil. And MWl is looking to produce mi-croalloyed wheels, so as to sup-ply customers such as MRS and Vale, first and foremost, with them.

Who are MRS and Vale?Minicucci: MRS logística S.A. is a Brazilian railway company founded in 1996, and Vale is one of the largest mining companies internationally that operates the world’s longest iron ore train,

A look into the wheel hub gives an idea of the thickness (diameter: 38 inches).



comprising 330 wagons, whose individual axles each have to bear a load weighing 32 tonnes. This iron ore train extends over four kilometres in length and is driven by three locomotives, each of them with a power rat-ing of 5000 HP. The iron ore from the mines of Carajas in northern Brazil is transported thus, over a distance of 880 km, to the port of São luis in Maranhão.

That sounds impressive. In October, Vale held its fifth railway get-together to date, the “Encontro de Ferrovias”, in Vitoria-ES. What was its purpose?Minicucci: At that gathering, domestic ex-perts discussed heavy-haul rail transport in Brazil. MWl made use of the opportunity to present the second generation of its microal-loyed wheels.

Microalloyed with what?Minicucci: With niobium, a heavy metal. This product is the outcome of five years of research work undertaken by MWl’s engi-neering department in cooperation with the University of Campinas SP (Unicamp). The wheel has really outstanding mechanical properties and is far superior to competing products on the world market which, by the way, are microalloyed with vanadium.

How fierce is the competition on that market? What are the market prospects for MWL?Minicucci: MWl Brasil is the first manufacturer to produce niobium-alloyed wheels and is dominant in that technology – thereby

ensuring itself a distinguishing feature on the heavy-haul transport market. I am also using the research work from this develop-ment, by the way, for my doctoral thesis – which will give the product a higher public profile from an academic perspective as well. And in november of next year this wheel will be presented at the 18th International Wheelset Congress in Chengdu in China.

What about the hard facts? What is the wheel capable of?Minicucci: The niobium-alloyed wheels meet all the requirements of the US AAR standard. The first batches have already been produced for trials and testing by Brazilian railway op-erators such as Vale, MRS and All.

Is solely the Brazilian market attractive for MWL?Minicucci: Saudi Arabian railway operators, who are meanwhile established customers of MWl for wheels, have also requested our

niobium-alloyed wheel type. They want to use these wheels on wagons to transport phosphate in the desert, where rail transport is practised under extremely difficult cli-matic conditions. The constant contact with the desert sand causes heavy wheel wear, you see.

MWL appears to have achieved an innovative development that has a future.Minicucci: Through the development of this new wheel type, MWl Brasil can certainly be regarded as one of the best options when it comes to microalloyed wheels for heavy-haul rail transport.

Many thanks for talking to us.

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Porto de São Luis

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Belem

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MWL design engineer Domingos J. MinicucciPhoto courtesy of the company

Iron ore trains up to four kilometres in length and comprising as many as three locomotives and 330 wagons travel along the route betwe-en Carajas and São Luis in Maranhão – using wheels from MWL Brasil. The wagon axles each have to bear a load of 32 tonnes.

Graphics: elemente designagentur


Cylinder crankcases for niche market productHarz Guss Zorge · Complete core vertically cast

Hatz Diesel has taken a ground-breaking downsizing approach in

the development of its 4H50 water-cooled common rail four-cylinder diesel engine. The outcome is an extremely compact lightweight, eco-nomical and turbocharged two-litre engine (maximum power output of 62 kW) that complies with the ex-haust emission limits in the EU and the USA without using a diesel par-ticulate filter.

It is utilised in construction ma-chinery, shredders and industrial applications. Premium products in any important component guarantee a long service life. The first water-cooled cylinder crankcases for this engine, whose complete core was vertically cast, were developed by the process design experts of Harz Guss Zorge (HGZ) and the design depart-ment of Hatz Diesel and delivered by HGZ in late 2011.

The cylinder crankcases were cast using a pattern plate designed for series production and printed cores

(core assembly comprising 13 indi-vidual cores), thus enabling the quick delivery of components, produced under near-series conditions, to the customer. The start of production for the 4H50 was mid-2013.

Since then HGZ, using the meanwhile completed production tooling, has been supplying parts in constantly in-creasing num-bers. After the start-up phase the engine is to be manufactured later at a rate of around 18,000 – 20,000 units annually. HGZ also delivers diverse mounted-on parts for the engine, among them an exhaust manifold, a power take-off and a water-cooled exhaust pri-mary cooler.

The good workmanship deliv-ered by the foundry could have its rewards: further projects involving

a three-cylinder engine of similar design are to follow in the near future.

Ralf Hillebrecht

4H50 Hatz diesel engine Photo courtesy of the company

Hatz 4-cylinder crankcasePhoto: mh


Information required:Carsten Wolf (SWG)during the tour of theworks with the Asianguests.

Photo: Harald Steuler

Asian days 2015Schmiedewerke Gröditz · Continuation of a successful event

This year a total of 66 customers from China, Taiwan, Malaysia and Indonesia took up the in-

vitation of Schmiedewerke Gröditz (SWG) to attend “Asian Days 2015”. The get-together initiated two years ago served this time around, too, as a platform for presenting the impressive production facilities of the forging manufacturer. A seminar at the Gröditz-based company additionally offered the opportunity to show off new developments and solution concepts to the experts in terms of scope of application.

The guests from Asia were welcomed not only by Otto Schmitz and his sales and marketing colleague Harald Steuler (both of Gröditzer Vertriebsgesells-chaft (GVG)), but also by Birgit Salega (Order Centre Manager) and Bernd Kresinsky (Works Manager, Schmiedewerke Gröditz).

An extensive works tour, conducted in three groups, was the signal for a lively exchange of infor-mation, which was subsequently intensified in the technical seminar geared specifically to customers' needs under the moderation of Walter Grimm, who also readily fielded the many questions asked by the customers.

The customer care arrangements also included a cultural programme in Dresden, of course.

The positive feedback throughout from the custom-ers this year should once again act as an incentive to continue with the event. The Asian Days are, namely, a further cornerstone for expanding the already very good sales and marketing strategy of GVG in Asia.

Harald Steuler


Step by step The optimisation cycle never stops: solving problems phase by phase.

There are many different methods designed to improve

processes continuously in a com-pany. All of them are similar in one regard: they each seek to de-fine and analyse the problem in different steps or phases, to work out solution approaches, to test by various means, to assess in terms of efficiency and, finally, to implement the most promis-ing option. At Six Sigma this is a five-phase cycle:

definition phase

It is firstly important to define the problem precisely. If, for example, it is a matter of com-pleting a particular customer order, then any problematic components due for delivery have to be identified. All others are excluded from that point on. Moreover, the problem must be measurable.

As early as the definition phase of a project the main focus is on what has to be done in order to satisfy the customer, who may be an external (genuine) customer or, however, an inhouse (process) customer.

In this phase a project team is also formed who, where pos-sible, comprise a trained Black Belt (project leader) and several trained Green and Yellow Belts (trained in Six Sigma and statis-tics).

Often underestimated is the importance of the “project spon-sor” – ideally a managing direc-tor or works manager – who tasks the project team with solving the problem and sets objectives. The project leader (a Black Belt in most cases) reports regularly to the project sponsor on the status and progress of the project.

Measure phase

In this phase, data are collected which make it possible to de-

scribe the actual state of the process – for instance, rejection rates, work-in-process invento-ries, throughput times, or costs. Suitable as a data source are specially developed test plans, counts, measurements or, ideally, data already available in a Q- or ERP system.

It is crucial to define the cor-rect objective criteria and influ-encing factors. Tools such as a fishbone diagram or input-out-put analysis permit focused and structured identification. If the objective criterion is faithfulness to deadlines in completing a cus-tomer order, various influencing factors may arise such as internal or external capacities, through-put times, work-in-process in-ventories, machine uptimes and shipping times.

Analysis phase

Various statistical methods are available for this purpose – sta-tistics programmes already in-

cluded in MS-Excel, or powerful specially developed software (such as Minitab). The analysis provides the possibility to identi-fy significant influencing factors – in other words, to divide the previously defined influencing factors into those which influ-ence the objective criterion and those that have no significant influence.

Improve phase

If it emerges, for instance, that the external throughput times influence delivery reliability significantly, work is done in the Improve phase to find ways of shortening these external throughput times or of raising the throughput by other means (for example, by increasing the number of suppliers). If there are several improvement options, then cost-benefit analyses are used as a selection criterion.

Control phase

In this phase the long-term suc-cess of the measures is moni-tored. Serving as tools, for exam-ple, are process control charts which visualise any trends as early as the development of the objective criterion, thus provid-ing the possibility to intervene in good time and stabilise the process.

So-called 'Gates' serve as con-necting and feedback elements between the five phases. It is in these interim reviews for the project sponsor that the results gained so far are presented. Also, they provide a basis for evaluat-ing and, if necessary, amending further actions that are planned.

Marcel Liebke

2 Measure

3 Analyze4 Improve

5 Control

D-Gate

A-Gate

Gate review

Process analysisStatistical data analysisWork out solution proposals

Identify and defi ne processstatus quo, objective criteriaand infl uencing factors

Defi ne and delimit projectsForm teamMonitoring of sustaina-

bility of implemented measuresLesson learnedCelebrate success!

Implement solutionsa) Simulationb) Pilot projectc) Ongoing processVerify improvements

dMAIC - cycle

1 Defi ne

Source: Dr. Benner Prozessoptimierung GmbH; Graphics: elemente designagentur


SPOT THE d I FFERENCE PuZZLE – 5 TO F INd

I t is not so easy: spot the five differences between the original and the altered picture. What is missing from the altered version? This time, the original photo was taken at the steel plant of GMHütte. Felix

Treppschuh from Rohstoff Recycling Osnabrück took the picture and manipulated it to incorporate the alterations. If you have trouble spotting all five differences, you will find the solution to the puzzle online at www.glueckauf-online.de.

Masthead

Publisher:Ge orgs ma ri en hüt te Hol ding GmbHNeue Hüt ten stra ße 1, 49124 Ge orgs ma ri en hüt tewww.gmh-hol ding.de/uk/

Responsible in accordance with press law:Iris-Kath rin Wil ckens

Translations: Carol Hogg, Michael Snowley

design: elemente designagentur, Münster

yOuR PRIZE

Photo: Felix Treppschuh

did you know? RRD Managing Director Gustav Schreiber is standing in front of St. Isaac's Cathe-dral in St. Petersburg with his glückauf. The winner, Vadim Frost of Mannstaedt GmbH, was drawn from all correct entries submitted (thank you for taking part!). (The judge's decision is final.) Congratulations!

Give it a guess! In which town is Vera Loose (GMHütte) rea-ding her glückauf? We wish you a genuine “Harz” welcome in this place, well-known, on the one hand on account of this church (see picture), which is deemed to be the largest church constructed using this type of material, and its university. Whilst the church has always focused on heavenly matters, the university originally focused exclusively on subterraneous matters. And this place is located very close to northern Germany's highest mountain – so the puzzle cannot be that much of a tough nut to crack, can it?! Send your reply to [email protected] or (by postcard) to Matthias Krych, Rohstoff Recycling Osnabrück GmbH, Rheinstraße 90, 49090 Osnabrück. Closing date for entries is 15th February 2016. If more than one correct

Photo: private

glück auf on the move

Fan-Shop Winter-SetThis prize would prepare you perfectly for the winter season (the winter will definitely arrive some time – even if it does not look like it quite yet): extra-long, coarse-knit grey scarf with mat-ching hat and GMH logo, as well as a 0.3-liter stain-less steel thermo mug with laser engraving.

We wish you good luck!

ORIGINAL ALTEREd PHOTO

entry is received, the winner will be drawn from all correct entries submitted. The winner will be informed directly by post. And where is your photo? Would you also like to submit a picture puzzle? Just take a photo featuring glückauf in the foreground. In the background there should be enough specific details to be able to recognise in which place or in which town the photo was taken. Mail your photo to [email protected].

Documents

Open-die forgings for the “solar furnace” · 2016-02-05 · open-die forgings for the so-called vacuum vessel. The first of these components have already been delivered. And final