Power news 2013

MAN Diesel & Turbo SE Page 1 of 31

Power News Newsletter of the BU Power Plants

March 2013 01/13

E D I T O R I A L

Dear colleagues,

2012 – seems to be a long time ago. :-) The past business year ran out for us with an impressing final spurt. Our revenue was even slightly above our goal – an important contribution for MDT and MAN.

The new business year 2013 now means for us: Generate capacity utilization for the work – sell engines. Each additional cylinder in the field represents a considerable contribution to the operating results for the Strategic Business Unit Power and an important additional capacity utilization for our colleagues in the production.

The new business year 2013 also means for us: Maintain confidence – generate reliability. Volume is not an end in itself. Such “strategic” projects often involve unknown risks, long lead times and unexpected problems of the customer

regarding the financing. We are the ones who have to bear the consequences. But do we need this stress? We have a well-filled pipeline of offers – therefore, let us concentrate on projects which we can realize safely and profitably. Let us save us and MDT from further surprises – through an accurate project screening.

The new business year 2013 also means for us: Get closer to the customer – and speed up! The Global Organization „GO“ will bring us closer to our customers. We will continue investing heavily in our local sales and we will enlarge local responsibilities. Only then our colleagues on-site can be respected partners of our customers and only then we will be able to speed up.

The prerequisite for this is the standardization and modularization of our power plant solutions. Risks down, costs down, more secure offers, higher frequency of repetitions, faster realization, cheaper procurement… benefits galore… - We will report about our project “reference power plant V35/44G” during our next Employee Info Meeting in July.

As you can see, there are a lot of things lying ahead of us in 2013: With this newsletter we again inform about the projects and processes in our departments in order to reach our goals. € 600 million revenue and € 700 million order intake is for sure no child’s play; but we can make it. Ask your direct superiors or write to me if you have any questions on that.

The year 2013 has started well, ten months are remaining – thank you for your support!

Hans-Jürgen Wio

Power News | March 2013 | 01/13


C O N T E N T P O W E R N E W S 0 1 / 1 3 >> EDF Interview | S. 2 >> PowerDMS | S. 18 >> Arctic Canada Project | S. 5 >> Processes PEP | S. 18 >> People Angola Project | S. 7 >> Process optimization PIPE | S. 21 >> Global Sourcing India | S. 10 >> Update Pipeline components | S. 24 >> Tendering Global | S. 12 >> PE Photoshooting | S. 28 >> Occupational Security China | S. 15 >> BU P Soccer | S. 28 >> Combined Cycle | S. 16 >> PQ Hobbies | S. 29

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E D F

„Lessons learned“ and „Islands learned“

Interview with Steffen Gau / PETC, Augsburg, January 2013

Sigrid Eckert (SE): Hi Steffen. You’ve only been back from the site since Christmas. How did you like it?

Stefan Gau (SG): There was so much to do, and it was very educational, especially experiencing the difference between theory and practice directly on site.

SE: How did you get posted there?

SG: In August of last year, it was realized that one or two members of staff would be needed to assist with the commissioning of the hot water at the RP (La Réunion) site. The task was to monitor the system technology during commissioning. Here you always come across your typical coordination problems.

SE: What do you mean by ‘coordination problems’?

SG: For example, the commissioning team is not as completely familiar with the system, as the engineers who develop the system are in Augsburg. This is where on-site support from a system engineer helps significantly to save time and also to reduce costs.

SE: So when did you head out, and how did you familiarize yourself with the site?

SG: I took the flight to La Réunion at the end of September 2012. As the decision to send me to the site had been made very quickly, my girlfriend wasn’t too happy because the holiday we’d planned had to be shelved. But I was looking forward to the challenge. And although there were a few formalities to sort out, I couldn’t wait and I agreed immediately. Once I arrived, I first of all explored the site myself and introduced myself to the crews. Everyone was really nice, and it was a great team. The structure of the site is extremely complex. It took me two weeks to work out which team member was responsible for what. By that point, you become more familiar with everything and you’re part of it too.

SE: Please describe your daily working routine on the site.

SG: We, I mean myself and my colleagues Thomas Grübel and Daniel Kaiser, who had also traveled to the site from Augsburg, inspected our system and then tackled the daily challenges. It was a fantastic to see something that we has planned in Augsburg live and in action on the site. To begin with, we were kept quite busy with a lot of installation work, such as cable reels, etc. We also supported staff from the Bureau



Veritas, which, as a partner company, is responsible for checking the safety circuits and also providing assistance with the obtaining of CE certificates. I worked together with colleagues who were in charge of HSE (Health, Safety & Environment) guidelines on our hot water system, since some system components had still not been insulated during the hot flushing and therefore had to be shut off in order to avoid accidents. Any known fuel, lubricant or hot water problem was discussed at daily morning meetings. And of course their solutions. There were also frequent meetings with employees of our client EDF (Électricité de France), who were also on site. Damage reports were of course one of the key, but also rather “dry” tasks we had to do.

SE: Yes, this sounds like a lot of daily meetings. So was there any hands-on work directly on the system, or even with the hot water system?

SG: Together with my colleague Thomas Grübel, we carried out a lot of work, including directly on the system, such as measurements taken directly on the fuel, lubricant and hot water system. Our aim was, of course, to resolve any problems we found. To help us do this, we kept in contact with our colleagues in Augsburg too. The original task, to provide assistance with the commissioning process, was a very important and interesting part of our role, too. There was red tape, but it was also very important for the other EDF sites on Martinique and Guadeloupe that the topics for ‘Lessons Learned’ were documented and logged, so that these problems or difficulties can be avoided at other sites.

SE: This sounds quite easy. Was it like that?

SG: No, it certainly wasn’t easy. The experience I’d already gained on the Garabito and Atlas projects was really helpful for me. Otherwise, it would certainly have been much more difficult to get to grips with the situation and to work constructively with the team. Despite this experience, when I thought I already knew what to expect, I was still surprised, I must confess. La Réunion is La Réunion, with its very own unique set of circumstances.

SE: Ten weeks on an island which is a holiday island for most of us. Hopefully you didn’t have to spend all of your time working? Where did you live, for example?

SG: I was accommodated in a room in the eye hospital. Unfortunately, there were no cooking facilities, which looking back was quite hard. For a stay of more than three or four weeks, it would be nice to have a possibility to cook by yourself from time to time.

SE: Yes, I can imagine. Always eating out loses its appeal after a while. So what else did you do during your stay on La Réunion?

SG: Once a week, the site employees, Thomas Grübel, Daniel Kaiser and I went out to a restaurant together. It was always really nice. Of course, we did some shop talk, too. However, in situations like that, you’re able to discuss a lot of things in a different way. Saturday is a working day on the site and therefore can’t be spent on recreation. On Sundays, everyone is happy to have a day of rest. Every now and then, I went on a trip with colleagues in their cars. The island really is beautiful, and the epithet “paradise on earth” is to the point. The beach and the sea were stunning, too. The underwater world is absolutely fascinating, even if you only do some snorkeling. You don’t even have to dive. Meeting colleagues on the beach, chatting, swimming, snorkeling and afterwards eating tasty barbecued food – that’s the relaxation you need away from the everyday work on site.

SE: This sounds amazing, and like you’ve earned it. Even if it was only for one day a week. So when you’ve mentioned “paradise on earth”, I immediately thought of fruit. Did you have the opportunity to visit a market or make contact with the locals?

SG: Saturday was always market day. The choice of fresh fruit and vegetables is absolutely incredible, and there’s no comparison at all to our markets. Pineapples like those, or lychees, are definitely not what we



have in Germany, and certainly not at those prices. For three or four fantastically fresh pineapples which just taste divine, you would pay € 2, or for a kilo of fresh lychees that are in season from December onwards, € 1.50. Also Vanilla is very cheap, whether it is fresh or pre-packaged, which makes it ideal as a souvenir to bring back with you.

SE: I’m getting more and more envious! So what is the infrastructure like, and the weather?

SG: The infrastructure is similar to ours in Europe. There’s one ring road, which is mostly two-laned. The tap water is perfectly drinkable. On the islands near the equator, it rains a lot. Because the clouds get ‘stuck’ over the chain of volcanoes at the interior of the island. The water, as well as groundwater, is collected in reservoirs and used for the drinking water network. The proximity to the equator and the rain are also reasons why the humidity in the air is high, and it’s never cold. The clouds hang over the volcanoes and therefore it’s usually sunny with a visible cloud front in the interior of the island.

SE: These are certainly weather conditions that you have to take into account when you’re building a power plant like the one on La Réunion. So how would you sum up your stay now that you’re back? Is there anything you might have done differently or better?

SG: I’d start with the schedule. This urgently needs to be modified with realistic deadlines. “Lessons Learned” needs to be reformulated. “Island Learned” might be better! (… and laughs)

SE: I’ll certainly bring that up with the relevant people. So what did you like most about your trip?

SG: I can only say the team spirit of the colleagues on site which is fantastic. The friendliness was just unique. The tone was occasionally a bit coarse, but you very quickly develop a strong bond with the colleagues you work together on a daily basis, and it really is a FANTASTIC TEAM!

SE: So you don’t regret your decision to depart at such short notice for a long stay on the construction site. But would you go back?

SG: I’d go back immediately, if my office work allowed it, of course.

SE: Thank you Steffen, and all the best for the future!

Author: Sigrid Eckert (PA to Dr. Hermann Kröger, Project Director EDF)



La Réunion: Exhaust gas system with view on the harbor / First flame in the auxiliary boiler / MAN team on-site / Radiator field on the

roof with view on harbor and chimney

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A R C T I C C A N A D A P R O J E C T

Challenges in the far north of Canada

Qakimajurq Power Generation Plant: Raglan Xstrata Nickel Mine, Katinniq Quebec Canada

Far away from the warmer climates of a number of MAN Diesel & Turbo Canada’s projects, the Qakimajurq Power Generation Plant has provided an opportunity for MDT-CA to showcase its expertise in a market they have not been involved with since the 1980s: the far north of Arctic Canada. Located in the remote limits of the Nunavik Peninsula in Northern Quebec, the Qakimajurg Power Generation Plant will be situated in Katinniq, the main complex of the Raglan Xstrata Nickel Mine. As one of the world’s richest base-metal mines, Raglan mine has increased production since 1997 to roughly 1.3 million tonnes of ore. Their operations site covers nearly 70 km from east to west and boasts four underground mines and supporting infrastructure, of which the Qakimajurq Power Plant will be included.

The site for the plant will be located approximately 1800 km N of Montreal and 350 km SW of Iqaluit, at 61°39'N and 73°41'W. This reaches far beyond some of Europe’s most northerly destinations, including cities such as Helsinki (60°12’N) and St. Petersburg (59°56’N). The extreme climate of such a northerly



region can see temperatures as low at -50 °C in winter and up to 34 °C in summer - conditions which will create a challenging environment for MDT-CA.

The scope of the Qakimajurq Power Plant project is to supply Raglan Xstrata Nickel with one MAN 9L32/40 diesel engine, 4500 bkW (4320 kWe) at 720 rpm, with auxiliary equipment included. This equipment will involve: full heat recovery from an exhaust gas boiler, water and lube oil systems, electrical MCC, installation, and commissioning supervision. Both the engine and its supplementary equipment will be housed in two enclosures built by MDT-CA. Looking towards the future, common equipment for two engines has been sized for the possible extension of the plant. As a result of the extreme weather conditions of the site, the project scope called for both the power plant and its enclosures to be built at a location further south, in Belledune, New Brunswick. Once completed, the enclosures will be shipped over 1500km north to Katinniq.

The task of building the enclosures to house the GenSet and its supplementary equipment was a difficult one from the outset, due primarily to the limited time frame given for construction as a result of seasonal climate changes. Despite this challenge, MDT-CA designed and executed the construction of the enclosures, completing them in August 2012. Once delivered and installed, the primary enclosure will house the GenSet, a fuel indicator filter, HT & LT Bladder tanks, SaCoS panels, a generator control panel, a load break switch, a generator surge protections panel, a crane, and a ventilation system. The auxiliary enclosure will house a lube oil treatment module, an LFO day tank, an LFO Booster module, glycol circulation pumps, LT & HT recovery heat exchangers, an HT/LT heat exchanger, a cooling water collecting tank, a cooling water replenishing pump, a control air receiver, an engine auxiliary MCC, a building services distribution panel, a battery charger, a building services transformer, a maintenance hoist, and building ventilation. In addition to the supply of the enclosures, MDT-CA also provided starting air receivers, starting air compressors, a heat recovery boiler, and lube oil pumps. These are to be installed in Xstrata’s own MP3 (Mechanical Process) building.

For the successful operation of the GenSet, both enclosures required a design which would withstand the harsh conditions of Arctic Canada. Consequently, MDT-CA built each enclosure with a specialized ventilation and combustion air system. This made it possible for the 75,000m3 of air consumed per hour by the GenSet to be warmed to the required minimum temperature of 0°C. The extreme climate on site also influenced the enclosures’ installation: Upon their arrival on site, each will be placed on permanent steel piles, 1.5m above ground. This will prevent the melting of the permafrost underground. Once these piles are bolted together to create a one building power plant, they will be thoroughly insulated, with radiators positioned adjacent to the Auxiliary enclosure for further weather protection.

The design of the engine enclosures also necessitated taking their transportation from Belledune to Katinniq into account. With each enclosure measuring 8.5m wide x 18.38m long x 11.123m high and weighing approximately 195 tonnes, this would be no easy task. As a result, MDT-CA built each enclosure with steel base frames, a strategy which would provide the strength needed for successful transport. Once ready for shipment in June 2013 (when the ice surrounding the Nunavik Peninsula will have melted) the enclosures will be loaded on a barge and shipped from the Port of Belledune to the dock at Deception Bay, 100 km NW from the site. From here they will be unloaded and transported via multi-wheeler trailers, over two bridges, to their final destination at the Katinniq mine site.

The different specifications required to effectively generate power in the far, desolate, and climatically challenging environment of Northern Canada, have brought MDT-CA onto a new level of Power generation. Once completed, the Qakimajurq Power Generation Plant will stand as a testament to the skill and expertise of MDT-CA, providing an opportunity for the company to continue to explore new opportunities both within the Mining Industry and in North America as a whole.

Authors: Ken Drummond (Lead Mechanical - PE-CA) & Sarah Howland (Marketing & Communications Coop Student), MDT Canada



View over Deception Bay / Raglan Mining Complex / Port of Belledune, Belledune New Brunswick, Canada / Steel Frames of GenSet

& Auxiliary enclosures, in Belledune New Brunswick

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O R D E R S

The People behind the Angola project

A look behind the scenes of the GenSet order on the African continent.

Angola is an emerging African economy rebuilding itself fast and needing energy to coup with its growth. On October 2011, the Ministry of Energy following a Government decision launched through ENE, the National Electricity Company, a tender to install twelve new diesel Genset Power Plants ranging from 10 to 40 MW in a total of 310 MW.

The major tender requirements were, by order:

1) Fast delivery (no more than 8,5 months); 2) Competitive price; 3) Gensets with 1000 rpm’s or lower; 4) A reliable and robust solution;

The tender was for a turn-key, EPC solution.



WinEnergy, a Portuguese EPC contractor and MAN Diesel & Turbo agent for more than 20 years in Portugal, Angola and Cape Verde, was invited to bid, pursuant its commitment to the Angolan market on the last years as the company’s profile – products and solutions – fitted Angola's needs in energy sector.

The tender was released in 21st of September 2011 with very short bidding time. Mr. Luis Mendes, one of the owners of WinEnergy, contacted Petri Vehkakoski responsible of MAN Diesel & Turbo power plant sales activities towards Africa. During the initial phone discussion between Mr. Mendes and Mr. Vehkakoski, the decision to bid for the projects was done. MAN was to offer a large number of various gensets on budgetary basis.

Things really started rolling in the following weeks when Mr. Rene Holmblad, MDT tendering manager for small bore engines, started to work on the project. With his efforts we were able to offer, in a record short time, a total number of 186 engines of different types and cylinder configurations for the project. Mr. Vehkakoski send out the genset offers 25.10.2011 i.e. just four weeks after the tender release.

Out of all the competitors, WinEnergy innovative approach had the best price and a delivery time according to the tender requirements. The bidding results were published 21st October 2011 and Mr. Mendes informed MDT that they have been the lowest bidder in all of the twelve sites. Just two days later Mr. Vehkakoski took the project to internal screening round to prepare more solid offers.

Mainly because of political reasons WinEnergy was finally awarded seven out of the twelve power plants in a total of 200 MW. WinEnergy joined forces with one of the top Brazilian contractor, Andrade Gutierrez, an international construction giant present in many countries. In Angola, since many years, AG and its affiliate company, Zagope, have a strong presence with considerable local resources and extensive works in several of the country’s Provinces.

The two companies combined strengths made a perfect match and a strong case in terms of a higher score in the different requirements pursuant in the tender and making it possible to gather the necessary resources in favor of seeking to close a large number of the contracts.

The parties decided to run the project through a Special Purpose Company – CTAZ – in which the participants are Zagope/WinPower/Grupo Gema. Grupo Gema is one of the highest profile and most successful Angolan conglomerates, WinPower is a spin of WinEnergy. The first obstacle was overcome with the closure of the contract with MAN Diesel & Turbo for the supply of three on stock engines of 16V28/32 and 46 gensets model 18V28/32 which established the work horses and core of the plants, in time acceptable to the project.



Just before Christmas 2011 the first meeting to close the supply agreement was held in WinEnergy offices in Lisbon. Mr. Vehkakoski together with Mr. Andres Garcia, Tendering Manager from Augsburg, were negotiating with the leading stakeholders from CTAZ venture. Mr. Mendes (WinEnergy) and Mr. Filipe Nuno lopes (Zagope) where hosting the intense meeting.

The following meeting was held in Augsburg 19.-21.3.2012. Representatives and top officials from the end customer ENE visited MAN facilities in Denmark. The contract was finally signed 30.3.2012 in Copenhagen Denmark.

Powered by its experience, expertise and people, WinEnergy has used a clever modular concept, a pre-engineered Power Plant solution that has been developed based on the MAN engines, in this case the MAN 18V28/32. The medium speed MAN 18V28/32 engines were chosen for their fast delivery, vast references and world recognition of their reliability and toughness.

The solution consists of separate modules for different parts of the plants: Mechanical ancillaries, electrical MV modules, fuel treatment modules, control modules and an engine room which can be a single engine enclosure (Power Box) or a multi-engine one (Power House).

All the modules are shipped to the sites pre-assembled and tested, and are interconnected by transversal backbones thereby completing the mechanical systems, electrical and automatic connections.

The project represents a huge and stimulating challenge, consistent with the simultaneous erection of seven power plants scattered around Angola. The main challenge is the short schedule, in all areas: procurement, transport, local logistics, allocation and human resources management, construction, erection, etc.

Zagope/WinPower/Gema have developed an autonomous self-structure with resources from all companies and tacked immediately the engineering, the procurement and the local development of the works.

The works are progressing fast and partners believe it will be possible to finish in the projects in 8,5 months as per the contract.

Authors: Luis Mendes( CTAZ / WinPower) & Petri Vehkakoski (PSA)



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P U R C H A S I N G

Global / Local Sourcing in India

Results – Experiences – Lessons Learned

In the first newsletter, we reported on the cross-departmental sourcing project in India. At the end of November / start of December, the supplier audits were carried out by three project teams:

▪ Radiator coolers category: Chaitanya Inamdar/PQ – Matthieu Cyril Heck/PE – Alexander Shvartsman/PP

▪ E-parts category: Ilja Romaker/PQ – Jens Rabe, Tobias Herzog, Waldemar Noll/PE – Murat Darga/PP ▪ Boiler (silencers) category: Thomas Lauchner/PQ – Alexander Kuch/PE – Klaus Wimmer/PP

The choice of suppliers was made in agreement with Indian colleagues following an assessment of supplier queries and offers, as well as preparatory video conferences.

The fantastic support received from Aurangabad deserves particular mention at this point. This support included the travel preparations and reservation of transfer flights and accommodation as well as the organization of appointments with suppliers. We were accompanied throughout the entire journey by our Indian colleague Vikas Pralhadrao Ugale. Thanks to his specialist technical and country-specific expertise, we were able to carry out our work very effectively and he was a pleasure to work with.

Each audit involved an inspection of the production facilities as well as in-depth dialog with managers from the departments of quality, engineering and sales. Almost all of the companies were modern, clean and well-organized.

1 – Ondjiva

3 – Benguela, Cavaco

4 – Lubango

6 – Dundo

7 – Luanda, Benfica

9 – Luanda, Quarteis

10 – Huambo, Benfica



As short-term outcomes, we were able to qualify suppliers for radiators, step-up transformers and silencers who are now also available for the tendering phase. The technical alternatives and possibilities from other suppliers also need to be checked, developed and the relevant framework agreements concluded. All in all, the supplier audit for the first categories was a success which is now being continued in further categories.

It was a highly interesting and in some cases challenging experience for everyone involved. The colleagues who were unfamiliar with India in particular took away very intense and long-lasting memories. These include memories of the country and its people, the transport, the food and a myriad of visual experiences that we were able to gather on our transfer trips.

It’s currently wedding season in India. We learned this on one of our trips from the supplier to the hotel. It took us around 2 ½ hours to travel around 20 km – mostly due to elephants, camels and wedding guests being in the way.

The traffic is quite daunting – and the rules of the road are in some cases completely the opposite of what we’re used to. Sounding the horn in Germany, for example, is extremely rare and means “get out of the way!”. In India, however, sounding the horn is an important part of road travel and means “I’m here!”. Driving is best left to local taxi drivers, not just due to the fact that they drive on the left. In the cities, the roads that there do exist are completely clogged, and even sudden oncoming traffic in your own lane isn’t that unusual. Presumably there’s no Indian word for wrong-way drivers.

Thanks to some good advice from our Indian colleagues, we enjoyed the mainly vegetarian food on offer. Despite taking all the usual precautions, however, unfortunately one of our colleagues got sick after his return.

While Christmas preparations were in full swing back in Germany, we were enjoying balmy temperatures of around +30°C in India. When we arrived back in Munich, where the thermometer was showing around -10°C, these happy memories were quickly forgotten. It wasn’t until we’d visited the Christmas Market and stocked up on mulled wine and stollen that our re-acclimatization was complete.

To sum up, I’m convinced that this successful start will enable us to reach the goals we have in terms of improving our competitiveness and the results of our BU Power. I would like to wish all of the colleagues who are responsible for the forthcoming categories excellent collaboration and every success.

Author: Klaus Wimmer (PPS)



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G L O B A L C O O P E R A T I O N

Tendering Goes Global!

In accordance with the global organization of the Business Unit Power Plants, Power Plants Tendering (PT) is also stepping up its global orientation and activities.

Aside from tendering departments at the headquarters in Augsburg (Power Plants), St. Nazaire (Power Plants and Nuclear Gensets) and Holeby (Small Bore Gensets), there are other tendering activities going on within the MDT global organization that work within the overall BU Power Tendering organization for your local markets and sales organizations.



In Oakville, Canada, for example, there are 4 experienced tendering managers led by Achilles Cheng who are primarily involved in the mining sector, but also with other projects in Canada and the wider region.

Since the start of April, Waldemar Wiesner has been working as Tendering Manager in Dubai and collaborating closely and successfully with Alexander Stöckler on projects in the Near and Middle East. Since Alexander Stöckler has been in charge of the MENA (Middle East North Africa) region, working in his role of Sales Director from his base in Augsburg, Waldemar Wiesner has been moved to sales in order to continue the sales activities in Dubai. Since January of this year, he has been assisted by Jihad Aoun, an experienced tendering manager who has moved from Augsburg to Dubai.

On February 18th, Sean Smart, who was previously responsible in Augsburg for managing complex turnkey projects, took up his new activity as local tendering manager in Singapore. Together with Wilson Phua, who is acting as local Sales Manager, he will be responsible for handling the Far East market, which is of major importance to MAN Diesel & Turbo. The most recent success on this market was the sale of 4 18V48/60TS gensets with additional power plant equipment for the “Belawan” project on Sumatra in Indonesia.

In October of last year, Jitendra Dighe was appointed Tendering Manager for Small Bore Power Plants in Aurangabad, India. Working as part of the team led by Sanjay Kandlikar, he drafts genset quotes with electromechanical equipment.

We wish Sean, Jihad and Jitendra tremendous success in their new roles!

With tendering managers in the global organization, projects can be developed and accompanied in collaboration with the sales organization and the client on site much more effectively, even in the very early stages. In this way, complex projects especially can be much more customer-oriented and backed by the full expertise of the international tendering organization.

The next local tendering managers are planned for Russia and Brazil. Local workers are to be recruited in these locations, and will first undergo an induction period lasting several months at PT in Augsburg.



Following this, they will be accompanied and supported in their post within the global organization for several months by an experienced tendering manager from Augsburg, who will act as their mentor.

Training for the Global Organisation

In addition, Power Plants Tendering also takes responsibility for training of new sales and tendering managers of the GO in various topics.

So Tendering Augsburg prepared a two-week training course for new employees from Sales and Tendering, in collaboration with speakers from different departments within BU-P, which was held from 21.01.2013 to 01.02.2013 in Augsburg.

This intensive training was aimed at equipping the new employees with the required know-how on the range of product solutions and services of MDT, power plant system components, hands-on training with tools and programs which will help them facilitate their day to day activity, such as EDP, Projedat, MARS and the LPA process, and last but not least, aiding them in the creation of a networking platform with different colleagues and departments.

The trainees, coming from China, Singapore, Russia, Turkey and Augsburg, appreciated this intensive course and are now highly motivated to put what they acquired in those two weeks into practice in their future endeavors, in order to win projects.

Author: Josef Dorner (PT)

Left to right: Alexander Kalachyk, Murat Kurtulus, Ersham Shabani, Alfa H. Abraha, Brandon Chen, Tobias Beck, Anton Zerr, Hai Xiang Shen, Ella Udodova. Not in the Picture: Wang Qian



O C C U P A T I O N A L S A F E T Y

No Chinese Standards!

“Safety First!“ applies globally.

When I entered a Chinese construction site through its official entrance for the first time a few years ago, I was impressed. Giant billboards displaying warning notices regarding personal safety equipment that had to be worn exceeded my expectations and gave me the impression that safety in the workplace was very important indeed here. Virtually everyone was wearing safety helmets. The laborers in yellow helmets, mostly old and battered, while the foremen and bosses wore red helmets, all shiny and new. One important point was that every helmet bore the number “888”, to symbolize “health and fortune”.

The comfortable, traditional Tai Chi fabric shoes with textile comfort soles are also important for physical wellbeing. Puncture-proof soles, steel caps, etc. – no problems there – and there’s “888” on the helmet anyway. Safety gloves were also readily used. But in accordance with the feel-good factor, which took precedence, these were gloves made out of cotton that were lightweight, pleasant to wear and washable ... after all, the workers were protected by the “888” on their helmets.

When it came to safety instructions, my Chinese colleagues mostly acknowledged the questions I – a “long-

nose” – put to them with a charming broad smile and a nod of the head. This meant that they felt the matter was closed. After all, how could one Chinese person make any difference on a construction site spanning several hundred kilometers? As a German construction engineer with a long-acquired concept of safety, my hair stood on end countless times, for example when our driver, curious to find out more, drove along time and time again just 1 meter away from an already excavated foundation pit wall, and acknowledged my concern with a broad and friendly grin. I’m sure everyone laughed gleefully down the pub about the anxious long-nose.

Unfortunately, reality often shows that it would have been important to take occupational security serious. Accidents often have disastrous consequences for health, family and future. Our European law on safety in the work place is no stricter than China’s. But in practice, it is implemented much more consistently – to the advantage of the employee and the employer.

The aim of the HSE department is for each employee to leave our power plant construction sites at the end of the day fit and well. As well as the activity on site, this also covers their arrival and departure, as well as any stop-offs inbetween. For our employers, the resources spent on occupational safety are compensated through the lower follow-on costs accrued through sickness-related absences, medical follow-on costs, missed deadlines, etc. But also because healthy employees

Poster with sign boards

Tai Chi shoes

Personal security equipment



perform better and are able to perform better for longer – something that in future will become an existential issue due to the lack of specialists, years of low birth rates and a higher retirement age. So it is in all our interests that we remember: “Safety First!”.

Author: Peter Wittmann (PQH)

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E F F I C I E N C Y Improving Cost-Effectiveness with Waste Heat

Concepts of heat utilization for Gas and HFO engines

The constantly growing global demand for electrical energy, coupled with the rise in costs of fossil fuels, is increasingly shifting the focus onto making better use of the fuels used in engine-based power plants. For this reason MAN Diesel & Turbo has heat utilization concepts for gas and HFO engines in its product portfolio that not only improve the electrical efficiency through combined cycle operation, but also increase the overall level of efficiency by combining heat and power (CHP applications).

A diesel or petrol engine has an electrical efficiency of around 45%. The rest of the energy is lost as waste heat of varying temperatures (see Sankey diagram). Combined cycle applications generally use the exhaust gas heat to provide air flows in a steam turbine in order to increase the power plant’s efficiency.

CHP applications use the heat from the exhaust gas for combined heat and power, as well as the heat from the charge air, engine block and lubricating oil to generate process or thermal heat.

Combined Cycle

With a combined cycle application, the hot engine waste gases generate steam in a downstream waste heat recovery boiler, which is directed into a condensing steam turbine against a vacuum. The steam from the turbine is re-cooled in a water or air-cooled condenser.

This process can increase the power plant’s output by 8 – 12% and its efficiency by up to 5 efficiency degree percentage points. This makes power plant efficiencies of up to 50% possible. In order to optimize the process efficiency and specific costs of the combined cycle, it may be necessary to make modifications to the engine parameters. Leaner operation of the engines increases the exhaust gas temperature, which leads to greater power in the steam turbine. The reduced engine efficiency is more than compensated for by the improved combined cycle process.

As well as engines, MAN Diesel & Turbo also supplies the associated turbines for combined cycle applications. With its Marc series, the Hamburg plant provides turbines in the order of 2 – 25 MW that match engine power plant applications perfectly. The additional investments required in these systems can be recovered through savings in fuel costs within 2 – 4 years. With the ATLAS and HUBCO power plants in Pakistan and the THIKA power plant currently under construction in Kenya, MDT already has impressive references for this technology.

Sankey diagramm



3D Model „Combined Cycle“ ; Thika, Kenya

Combined Heat and Power

With a CHP process, the hot waste gases are used to generate steam; the HT and LT coolant heat from the engines, as well as the lubricating oil heat, are utilized in a combined heat and power process to produce hot or warm water. The different temperature levels in the heat flows allow for a variety of possible uses for all clients in the energy sector. From utility companies with their thermal power stations to CHP applications in industrial facilities requiring steam or hot water, CHP concepts can respond with great flexibility to virtually any demand. Here too, adapting the engine allows the overall energy yield to be optimized while at the same time minimizing component costs for equipment components.

Overall efficiencies of over 85% are therefore possible with MDT gas engine power plants. Fuel savings in the order of 35 to 40% compared to separate generation are possible, which represents a significant increase in efficiency over pure electricity generation. In Germany, these systems are eligible under the CHP Act.

With the CHP at the Augsburg plant, the Mosoblenergogas and Voest Alpine plants and the VW power plant currently under construction in Brunswick, MDT already has numerous reference clients. The first newly developed 20V 35/44G is being used at the VW plant in Brunswick. Including the coupling-out of the hot water, its overall efficiency is 86%, while the electrical efficiency is 45%. The PET department, part of BU Power, is responsible for planning during the offer phase as well as for detailed engineering during the development of the heat utilization systems described.

Author: Alexander Kuch (PETC)



D O C U M E N T M A N A G E M E N T Starting shot for PowerDMS Go Live for the new Document Management System on March 1, 2013. In the November issue of the Power Newsletter, we reported on the progress of the new DMS, which is based on SharePoint 2010. The tasks that were still to be completed at the time were accomplished as planned by the end of February. The new DMS, known as “PowerDMS”, will be available from March onwards for the management of all project documentation in the Business Unit Power Plants.

Process instructions make starting out with PowerDMS easier. These new process instructions not only contain a description of the project documentation, but also updated content from the existing naming guidelines. These naming guidelines will be integrated into the comprehensive “Project documentation” process instructions and will no longer be maintained separately.

The documents in the existing pilot project will be transferred over to the new system upgrade. Further extensions of PowerDMS will be implemented gradually over the next few months. These will include, for example, the implementation of various workflows (e.g. approvals workflow).

In order to facilitate central access to PowerDMS, a DMS web part has been developed for the Atlas home page. This web part lists all of the projects relative to each user.

Two pilot studies for storing departmental documents will also run parallel to the go-live of PowerDMS for project documents. Once these pilots have been completed, all Power Plants departmental documentation will be migrated to PowerDMS. Until then, the departments will manage their documents in the new system.

With the launch of the project storage facility, the individual project teams will be trained in the new system so that all employees concerned will be able to get up to speed with PowerDMS as quickly as possible. Over the course of the year, these training courses will of course be rolled out to the entire Business Unit team. The agreed PowerDMS key users, spread over all departments of the Business Unit, will be available to assist you with any questions and problems in their role of providing "first-level support".

You can find information and the latest developments on PowerDMS in Atlas under: "DMS BU P". This project page also contains the training documents, along with the newly developed process instructions. Your PowerDMS contact for BU Power Plants is Manuel Schneider, PCY

Author: Manuel Schneider (PCY)

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E N G I N E E R I N G

PEP Power – A New Process for Effective R&D Project Work

PEP Power (Product Evolution Process of the BU Power Plant)

The success of our turnkey business depends greatly upon the best possible technical design of our overall power plants. Best possible design means satisfying our customers’ requirements for the lowest TOC (Total Cost of Ownership) worldwide. At the same time, ever-shorter lead times need to be achieved



while simultaneously reducing costs. One building block towards solving this conundrum is the structured standard module that allows MAN reference power plants to be configured “out of the box”. With around 60 individual projects and 15 ongoing R&D activities, existing standards are currently being raised and new solutions drafted in the BU Power Plants. It is of tremendous importance that the system solutions, once optimized, work harmoniously with each other and are coordinated precisely with the development activities of the engine plant both in terms of content and deadline. The synchronization and monitoring of activities has become and is still becoming ever more complex. By introducing the PEP Power product development process, it is now possible to design the overall process for R&D projects in a standardized and transparent way, and to guarantee efficient processing along with the best possible reusability of the development outcomes in other projects. Building on the original PEP process, PEP Power has been tailored especially to the demands of plant construction. The process provides important tools for everyday work, such as milestones and milestone checklists, phases, work packages and documents, as well as a description of roles and responsibilities. The use of PEP Power is designed to be flexible enough to allow development tasks to be comprehensively supported – even those with vary varied levels of complexity, from simple mechanical modules to extensive, process technology systems, buildings or electrical equipment. The process was created by the PED department, led by Mr. N. König, and in this case especially by Mr. G. Wegmann and his PEDP team.

The “evolutionary history” of PEP Power:

▪ Idea and key features of plant construction demands ▪ Workshop with all P departments ▪ Definition of basic types and phases with key milestones ▪ First use in selected standardization projects ▪ Detailing of typical work packages and definition of the master schedule on MS Project Server ▪ Synchronization within the FLOW project with all other product development processes ▪ Visualization and documentation in the Navigator



At this stage of maturity, interactive training was begun on a broad scale in November 2012. Sabrina Göhler (PEDP) and Gerhard Wegmann (PEDP) have now trained around 70 employees in nine sessions of four hours each. The target group included group and team leaders, as well as employees who are actively involved in R&D projects. The training course participants had to draw up the process themselves in small teams and then present their work to the group.

“We deliberately didn’t just present PEP Power. As a result, we were able to make the highly theoretical issue of “processes” more dynamic and increase the learning effect. We discovered that virtually all participants describe the sequence of an R&D project in essentially the same way. It was only the definition of terms and abbreviations that led to discussions or inconsistencies. At the end of each training session, we were nevertheless able to achieve a common understanding of the process drawn up in the teams as well as a common understanding of the terminology.” (G. Wegmann)

An opportunity to provide feedback was given at the end of each training session. Very positive, and mentioned by many participants, was the statement: “We would like to use this process and also need it to be able to work in a more structured and goal-oriented manner. Use of the process must be simple, however, and should not hamper the actual development work with additional administrative burdens.”

Of course there were also a few open-ended questions, together with a raft of good ideas and excellent suggestions for improvement. All comments will be added to the PEDP “ideas bank” and will, where possible, gradually be taken into account in the further development and optimization of PEP Power.

PEP Power is already being used comprehensively in 20 ongoing projects. In these projects, the project structural plans are created and tracked in MS Project with the PEP Power structure, and milestone meetings are carried out and documented. It is already becoming clear that the process-driven and documented procedure is leading to savings in terms of time and organization, as well as to a significantly improved efficiency of developments.

The information on the project status, the level of fulfillment and the capacity progress in particular has achieved a significantly higher quality than before. This information has become significantly more meaningful through PEP Power and forms the basis of internal PE reports as well as the regular report to the Executive Board.

The next stages in the further development and optimization of the PEP Power process are:

▪ Roll-out of the application to all R&D projects in the BU Power with project structural plan, PEP Power milestones and phases.

▪ Description and connection of interfaces to departments outside Engineering, such as Sales, Tendering and Procurement. This stage is particularly focused on the targeted communication and synchronization of activities outside Engineering.

The interface to the new areas of Business Development and Product Portfolio Management will also play an important role in this.

The process will then, in addition to its function in terms of project management, also serve as a reference work that will enable the right contacts and measures to be determined at the right time and will consequently make the project planning process significantly easier.



The PEP Power is the “process backbone” for the successful development of future-ready products in the BU Power. Through the active involvement of all users towards ensuring the continuous improvement of our PEP Power, we will be able to handle our development projects even more efficiently and achieve our goals more effectively, thereby further strengthening our competitiveness.

Author: Sabrina Göhler (PEDP)

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P R O Z E S S O P T I M I Z A T I O N

PIPE: The final go ahead decision is getting closer

Program Integrated Power Engineering

Since October last year we had good progress during the training, familiarization and planning phase of PIPE.

To get a base for Power Engineering optimization

▪ We installed a technical prototype environment in Augsburg and Aurangabad.

▪ We trained the whole PIPE team in Augsburg and Aurangabad to get familiar with the AVEVA functionalities and the new way of system integrated engineering. In total we had more than 200 man days of training.

▪ The training focused on the AVEVA applications PDMS (3D modeling), Diagrams (2D planning / P&IDs), Engineering (integrated data base) and Global as the base for shared engineering (in the first step with our Indian team in Aurangabad).



▪ Key users were identified and nominated for each application to be ready to transfer knowledge to the entire power engineering team. The key users will be the center of communication, knowhow sharing and continuous improvement of “their” application.

▪ Also we started to set up our prototype pipe classes.

▪ During specially focused workshops we checked again our engineering requirements based on the new system opportunities to optimize our way of future working.

▪ Based on the Thika re-planning we increased the knowledge of AVEVA functionalities tremendously. It was a very good decision to take a semi-turnkey project Thika for Nairobi (Kenya) as a practical case for our prototyping. The five MAN 18V48/60-four stroke engines and steam turbine will power the Thika plant to produce 88 MW power for Nairobi in spring 2013.

▪ One of the main findings of the first project phase are that we need to change some of our current processes to get the full benefits out of our planned system installation.

It was great to see the continuously growing knowledge and skills of our PIPE team and the benefits of integrated working together. In fact, we have stopped silo thinking based on integrated engineering. Four members of the Indian team have been working together with the Augsburg team, whilst four other Indian colleagues worked shared engineering in Aurangabad. At the beginning of this year we started, on schedule, the second PIPE phase “implementation and configuration”. The main focus of this phase is to configure the system for our specific power engineering requirements. That includes, for example, completing the prototyping pipe classes, define specifications, design of outputs, configure the different type of drawings, and realize the 2D/3D integration. In sum, to make the whole system fit for our power engineering needs. To fulfill this in time, the PIPE team defined about 100 work packages which need to be done by the end of March.

Now we swopped the Indian team. The four colleagues who worked for the PIPE project in Aurangabad are now in Augsburg to be closer involved in the engineering process and to improve their skills and knowledge.

The original target was the re-planning of the power house and the boiler area with DCC system (diesel combined cycle). Based on the performance of the PIPE team we achieved this first target ahead of time. At the end of the prototype we’ll have re-planned major parts of Thika.

A statement from our external optimization advisor Dr. Werner Köckeritz points out what we achieved: “The PIPE team did a great job. Up to know we have a highly motivated team with different skills and experiences to make us fit for future engineering. During the first project phase they came really together as a “winning team”, with shared skills, experiences and supporting each other. It’s great to see their commitment and how they improved working together. That’s the way to be fit and competitive in the future. A big thank you to the whole team.”

At the end of March there will be the final decision for go ahead with the AVEVA solution. All the signs are that we made the right decision choosing AVEVA as our future engineering application partner last October.



Our lessons learned during the first project phase:

▪ First of all the phase was for our performance just too long, because the team was very keen to start “productive” engineering as soon as possible. This was a challenge for AVEVA. Now AVEVA have doubled their support team to complete all the necessary system configurations as soon as possible.

▪ Also we need an additional phase “productive extension” to get really ready for the first productive power plant project. That means e.g. compiling the needed standard P&IDs, defining the project specific pipe classes and libraries, create the necessary automatic drawings.

The next steps will be checking the opportunities of process involvement of the electrical and instrumentation team. We held the first workshop to give an impression of system functionalities. Now we need to sort out the practical details and requirements. Additionally we are looking for ways to involve the civil engineering closer into PIPE. At the end we’ll have an integrated engineering application landscape which is flexible enough to fulfill all future challenges and requirements.

Another working package is to interface additional needed engineering applications and involve planning partners in our global shared engineering.

There will be some impacts based on the definition of the EPC (engineering, procurement, construction) business model. These requirements will be implemented step by step into the PIPE environment.

As a bypass we identified the desperate need of an integrated technical document management for BU power. That´s the next bottleneck to improve engineering performance. We need this solution as soon as possible. At the moment we are in an evaluation phase, to set up a clearly defined and well structured project soon. There are thousands and thousands technical documents compiled for each project. To handle this mass of highly qualified information a fitting and fully process integrated system is necessary.



Additionally we need to find a new more integrated suitable solution for our material management (ERM = enterprise resource planning) to be able to support the whole EPC process efficiently.

There is still a lot to do to get productive with PIPE. But we are confident to achieve our targets with our fantastic PIPE team.

For any further information feel free to contact Mr. Moritz Dyroff or write an email to: [email protected]

Author: Moritz Dryhoff (PEPS)

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E N G I N E E R I N G

Update on Pipeline Components

A new team PEPC is responsible for pipeline components.

Virtually every employee of BU Power has already dealt with pipeline components at some point. But what are pipeline components, how are they defined, and who looks after these components in which phase?

Examples of pipeline components are pipes, pipe connections, gaskets, shut-off fittings, pipe brackets, flexible elements such as hoses, trace heating, insulation and strainers. These components are defined in engineering, ordered through the purchasing department from the suppliers and then sent and tracked through order management.

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Since 01.01.2013 there has been a newly organized team known as PEPC (Pipe Classes) in Engineering which is responsible for these pipeline components. This team’s task is to specify and calculate all pipeline components and make them available for 3D planners. The required material must also be made available for ordering, and finally the construction site must be supported in the allocation of the supplied material. Each of these process steps harbors a financial risk for MAN’s orders and must therefore be handled carefully by specialists. Based on experience from previous projects, the individual process steps have been amended and technical modifications carried out.

A significant part of the technical modifications involved the conversion from DIN standards to European harmonized EN standards and the substitution of MAN plant standards with harmonized standards. Other revisions were also carried out as part of this conversion process. An example of this is the revision of the standard pipe bracket concept. This will lead to a shorter lead time, lower costs and greater flexibility at the construction site. Generally speaking, i.e. not just for pipe brackets, the PP department will also be involved in efforts to determine where new suppliers could facilitate cheaper and faster project processing.

Employees’ technical skills are currently being further developed a bit at a time. For example, the entire team received training from an expert renowned across Europe on the subject of the pressurized equipment directive. The results of the training will be integrated directly into the pipe classes and will therefore make our MAN systems even safer in the future.

The processes were also thoroughly revised with regard to the pipe classes, with one pipe class for one type of fluid within a given pressure and temperature range comprising all the required pipeline components. These processes are currently being denoted in graphic form to make them more transparent and easier for each BU employee to understand. The future obligatory monitoring based on the double-checking principle is intended to minimize errors which should reduce or exclude costly follow-on problems on the construction site.

Thanks to a new tool, ISOMAT, designed for managing pipe classes, it has been possible for questions at the construction site regarding the allocation of material to be significantly reduced to drawings and supplied material. The ISOMAT tool is used not only as an interface for ordering via SAP, but can also be



used for warehouse management on the construction site in order to ensure unique allocation and therefore accelerate progress on the construction site.

Changes in the PEPC team are only just beginning, however: As part of the PIPE project (unveiled in the Power Newsletter at the end of 2012), attempts are being made to connect ISOMAT directly to the 3D tool’s electronic database, so as to ensure that this database is always up to date and that no further interface differences arise. Moreover, in collaboration with PEC (Civil Engineering), we are working on optimizing the design of the secondary steel construction in future so as to make assembly even faster and more cost-effective.

It’s fair to say that there’s a lot going on within the PEPC team, but we’re still a long way from completing all the renovations. Nevertheless, we anticipate significantly fewer complications when it comes to pipelines in the future.

Author: Sebastian Mach (PEPA)



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B U P O W E R E N G I N E E R I N G

Smile – and Click!

PE employees participate in a creative photo shooting.

Although some colleagues seemed to be a little bit camera-shy in the beginning, on December 6th, 2012, 150 PE employees found their way to the MAN Museum, where not only the monthly department meeting and small Christmas party took place, but there was also a very special point on the agenda: a PE photo shooting – in the full sense of the word.

It took some time until everybody stood at the right position, but finally we managed to form the PE letters and the photographer could take action.

Ready, steady, smile and click!

Thanks a lot to all participants and many thanks to our patient photographer, Norbert Liesz!



Author: Nora Tauscher (PE)

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S P O R T S PS/PC wins the annual football tournament of BU Power

Exciting encounters in the Soccersky hall in Gersthofen

On 06.12.2012 the annual football tournament of BU Power was held in the Soccersky Hall in Gersthofen. This once again star-studded field of participants was composed out of the Teams: Sales, Tendering, Order Management, Engineering and Purchasing/Quality. The teams met in the league mode with playing two matches against each team, to find out the best team.

Team Order Management, the prior year's winner, started with three wins in the first round and sends forth a strong signal. Team Tendering however catches a bad start and began the tournament with three defeats.



The later tournament champion Team Sales also had some initial difficulties. They closed the first round off with only five points and a place in the midfield, but a nearly perfect second half with only a draw and three victories caused a furious comeback, that was at the end rewarded with 1st place and four points ahead of the runners. Behind Sales finished Team Order Management, closely followed by the Engineering team, Purchasing/Quality and Tendering.

Besides football spectacle, there were several tricky decisions for the referee, but all the little sufferings and resentments of the players were disremembered in the subsequent interaction in the bar.

Special thanks to Martin Domagk and all the supporters of the respective departments without whom the tournament would not have taken place in this form.

Author: Benjamin Wandres (PS)

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P Q H O B B I E S

The Fascination of Railways and Model Trains

The age of the train began in Germany in 1835. It was invented, however, in England.

As steam engines on wheels, they were a sensation at the time, and they still capture our imagination today. In the 19th century they heralded the dawn of a new era and changed everything, including the way we worked and traveled. With the invention of the steam locomotive, not only was it possible to transport heavy goods easily, but people were now able to travel much more quickly from A to B.

“Adler” was the name of the first steam locomotive to operate in Germany, ordered from the Stephenson firm in England. The “Adler” was dismantled, packaged in 20 crates, transported by ship to Cologne and then loaded onto horse-drawn carts so that it could be used on a stretch of line running 6.05 kilometers from Nuremberg to Fürth. The locomotive driver, William Wilson, had also been ordered from England, since at that point nobody in Germany knew how to operate such a smoky, “infernal machine”.

The much-celebrated inaugural journey took place on December 7, 1835, from Nuremberg to Fürth.

Soon, however, railways were being built all over the country. Today it is hard for us to image a life without the railway. At around the same time, the first model railways began to appear too.

Track width 1 Model „Adler“ ICE and TGV in Paris



The first locomotive model with a clockwork mechanism in Germany was produced in 1886. In that same year, the toys manufacturer Bing from Nuremberg also started making the first railway set, complete with tracks.

In 1891, the German model railway manufacturer Märklin, which still leads the market today, presented its first model railways at the Leipzig trade fair. Märklin was the first manufacturer to assign numbers to the track widths in its collection: 0, 1, 2 and 3 – designations that are still used today.

In 1895, Märklin was also the first company to offer points and railway accessories (buildings, signals, tunnels).

Track width 00, later known as H0 (literally, half zero, in other words half the size of track zero), measuring 16.5 mm in width, made its debut in 1922. The first serial manufacturer of this track width was Bing in Nuremberg, which it marketed not under the name 00 (or H0), but rather Bing Table Top, initially in 1922 as a clockwork train set with a tin embankment track, and then later in 1924 as an electric model too.

When the 100 years of railways in Germany was celebrated with great joy in 1935, Trix Express unveiled its 00-track railway with a three-lane Bakelite track at the Leipzig spring trade fair that allowed two-train operation. After the Second World War (between 1949 and 1952), 00 track was renamed H0 track.

In 1949, Rokal unveiled a railway on a scale of 1:120 with a 12 mm track width that was produced for a long time and led to the establishment of the TT railway.

In 1952, Fleischmann from Nuremberg unveiled its first H0 railway. Since this time, Fleischmann has been one of the leading model railway manufacturers in Germany.

In 1960, the toy manufacturer Arnold from Nuremberg launched a 1:160 model railway, initially with an 8 mm track width. This subsequently became a more scale-appropriate track width of 9 mm. This made it the next milestone in the journey towards “it can get smaller”.

In 1972, Märklin ran its model trains on a track width of just 6.5 mm, or Z track, which – with a scale of 1:220 – was until 2008 the smallest functional, industrially produced model railway.

In 2008, at the Nuremberg Toy Fair, a small Japanese company unveiled a railway on a scale of 1:450 on a 3 mm track, although so far it has only supplied Japanese locomotives for it.

Model BR 23, 1:32 (track 1) and 1:87 (track H0) Model BR 103, 1:32 (track 1) and 1:87 (track H0)

As a hobby, railways offer a wealth of opportunities for photographing and filming trains or collecting models, for example. But if you get bitten by the model railway bug, be prepared to need a lot of space in the long run.

Author: Manfred Wiedemann (PQO)



Manfred Wiedemann has been with the MAN Group since 1984. He started out with Renk AG and has been with MAN Diesel & Turbo since 2006 in the PQSE Department, working on complaints processing for system parts. He began collecting model railway carriages in 1979.

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C O N T A C T P O W E R N E W S Christine Karl Group Communications & Marketing (GK) +49. 821. 322-1982 [email protected]

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