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1 glückauf Our for our employees Extracts in English Mannstaedt // Cold sawing centre Cut above the rest The new cold sawing centre in Troisdorf has a sawing capacity of almost 90,000 tonnes in terms of cut-to-length bars and the capability to handle increasingly complex profile geometries and packaging arrangements. This serves not only Mannstaedt but also its customers perfectly. > page 8

2 CIP BOARDS Personnel are prone to gripe if problems on the shopfloor are not resolved quickly enough. Now they can help to find the solution themselves, thanks to CIP boards. Frank Geißler explains how. > page 14 GMH Gruppe //Innovation Day Innovative spirit to create new ideas 20 November will be the big day: employees of GMH Gruppe will be meeting for the 2nd Innovation Day in Essen. Once again, the main aim will be to join forces in developing ideas and innovative approaches and for everyone also to have the opportunity to work on their own innovative attitude. And, in an attempt to create enthusiasm for innovative thinking amongst as many colleagues as possible, GMH Gruppe is offering its first ever innovation prize. Winners of course will be announced on Innovation Day. > page 9 25 A QUARTER OF A CENTURY 25 years of glückauf: in other words 25 years of reporting on issues relating to GMH Gruppe and consistent striving to make glückauf increasingly attractive for our readers. Read more on > page 13 CURTAIN UP New corporate video about GMHütte. It also includes footage of the new continuous caster, taken in the spring. > page 6 glück auf // Extracts in English 2

3 GMH Gruppe // From the Executive Board Work has to be adjusted to suit life and not vice versa Training opportunities in GMH Gruppe: a decision for a promising future. Harald Schartau in interview with glückauf. Photo courtesy of the company A company wishing to recruit excellent young talent needs convincing arguments as well as attractive training and job prospects. The fact that satisfied employees are the most productive employees is something of which Harald Schartau (Executive Board Member/Labour Director of Georgsmarienhütte Holding) is also well aware. This not only involves having the right training and work conditions. It is also important for working life and private life to be compatible, for remuneration to be fair, and for further training and promotion opportunities to be sufficiently interesting to satisfy individual ambitions. When all these factors are in place, GMH companies automatically become attractive to employees, including young job seekers. Harald Schartau discusses the details in this glückauf interview: glückauf: Has the much-cited shortage of skilled workers meanwhile started to affect GMH Gruppe as well? Harald Schartau: I would favour a rather less dramatic undertone here, but problems in this respect certainly are emerging. It is becoming increasingly difficult to fill commercial and technical training positions. A drop in the number of school leavers as well as the increasing tendency to pursue a university education instead of classic vocational training are making the recruitment of talented individuals quite a big challenge. Human resources has responded to these circumstances, and new paths are being forged to reach out to applicants on their own familiar ground in schools and on social media, for example. At GMH Gruppe we live by the principle that our skilled staff are trained by us, and anyone who works for GMH Gruppe has the guarantee of a being taken on with a permanent contract, with good and fair pay. The condition? Successful comple tion of an apprenticeship and a gene rally good record within the company. That will make us much more attractive for applicants than any blown-up promises. What is the trend concerning training rates? Schartau: It is already quite pleasing: in 2018 there will be a break in the negative trend of our training rates over recent years. The rate has increased to some five percent. Demographically-sound training rates planned on a long-term basis are the correct course of action prior to the baby boomer generation entering retirement. What does GMH Gruppe offer, which other companies do not? Schartau: Knowledge-intensive technological progress and the digitalisation of working processes require continual advancement of qualifications. This is why we are not just satisfied with good training. We have developed a system for continuous further training at GMH Gruppe, a system which offers everyone the chance of life-long learning and education. A further point I believe is important and this is a promise supported by company management is that, after the initial training phase, we will engage in a permanent dialogue with our entry-level talent and implement development stages, which we always discuss together. For university graduates and skilled staff with an additional qualification we have our 'talent development programmes' (Talententwicklungsprogramme), which focus on interdisciplinary skills. Our 'metallurgist pool' (Metallurgenpool) is a further option for new starters which opens up excellent perspectives within GMH Gruppe. In what area do you see a need for action to be taken in response to the altered expectations relating to work? Schartau: Personal values and life plans are changing. Work has to be adjusted to suit life and not vice versa. Where meaning is found in work, performance increases to an above-average level. Many aspects constitute the quality of work: Does the job pose risks to health and induce physical strain? Does the work enable a work-life balance? Can employees keep up with the increasing qualification-related demands? Is there good collaboration? Satisfied employees are also productive employees we are well aware of this, even without evidence from scientific studies. Our strengths flourish in a work environment in which employees feel encouraged and appreciated, where success can be achieved together and apportioned, and where they can consider themselves an important part of Continued on the next page glück auf // Extracts in English 3

4 Continued from last page Companies also need more flexibility. Can more employee control over working work also means that employees take on increasing responsibility for the all other insurance cover available on the market. The overriding importance go as planned but we are working hard at it, on a daily basis. the whole. Such a corporate culture is one of the decisive factors affecting recruitment and retention of employees. How would you define the role of GMH Gruppe as an employer? Schartau: We understand our role as an employer as follows: that we encourage and support professional development and take individual needs into consideration. Our employees should be able to feel confident that career goals are not simply pipe dreams. The biggest incentive is always the opportunity to take on a challenging task. Working times should also be adapted flexibly to suit current needs, providing this is possible in terms of operational organisation. Part-time work has a reputation of being a rather dead-end option but even here attitudes are changing. In the collective wage agreement for the metal industry new ground has been broken concerning working time policy, and the entitlement to reduce working hours in full-time positions for a period of up to two years has been agreed. This right to part-time work comes as no surprise to us, and nor do the new statutory regulations. We regard shorter working times as a feasible and completely normal phase in the career trajectories of both our male and female employees. Temporary work from home according to binding outline conditions is another variation to which we are quite open. We must also remain realistic, however. It is simply not possible in every industrial work environment. hours be combined with operational requirements? Schartau: Flexibility is a reciprocal arrangement. Of course our companies also need flexible options so that they can react to market fluctuations. Working time accounts provide added value in many cases. The operational work volume, depending on the degree of capacity utilisation, can be varied in terms of duration, location and distribution: This can be provided for within the scope of company agreements. Further instruments also come into play here: overtime to overcome peak workload periods. Making use of fixed-term employees, temporary workers and limited service contracts is not a taboo issue if collective agreements and legal regulations are complied with. Both companies and employees will benefit from this! The company retains trained specialists, and job security increases. Gaining breathing space, without resorting to hire and fire, is the aim of working time policy. Clear differentiations have emerged in the collective agreements which are relevant within our group. The companies have acquired more scope for manoeuvre in developing working time policies which suit their requirements best. And this brings us back to where we started. What do you expect from newly trained employees within GMH Gruppe? Schartau: A high level of input and commitment in the team. This requires receptiveness to new things and willingness to accept change and acquire further qualifications. Team optimisation of work processes and production quality in line with our Continual Improvement Processes. Of course work itself is also a learning process. Specifically, we will be on the right track with our further training opportunities when we reach the point that they are regarded as an intrinsic part of work. If today we have the situation that someone may feel perturbed by the prospect of undertaking further training, in future we hope that the opposite is true; with everyone feeling perturbed if no such training is available. What can make us more attractive as an employer? Schartau: We know that qualified, capable and motivated employees don't simply appear out of the blue. They are recruited and retained only if the work conditions are satisfactory, if there are opportunities for them to develop to their full potential and if their personal lives are also considered. This is why ensuring the compatibility of career and family is an important aspect of our human resources policy. Whenever a child is born, I pass on my sincerest congratulations. But we don't then turn our backs we are also here to help with childcare if any problems arise. Unfortunately, life is not only comprised of happy times. For this reason we are also committed to supporting our employees during difficult situations, for example by providing anonymous counselling services. We are currently also investigating the possibility of offering our employees occupational disability insurance which would provide much better conditions than of occupational and health protection in GMH Gruppe was underlined, once again, on the occasion of our Health and Safety Day. Investments in the health of our workforce, age-appropriate jobs and operational health management as an integral component of our human resources policies are not simply fair-weather projects; they are hard facts economically and in external impact. We sometimes forget that work can also be fun and consequently a source of health. I would like to think that our employees are in good health when they retire and, whilst working, can say "We work in a pleasant environment here". Overall, such human resource work helps to differentiate us from the run of the mill competition. What makes GMH Gruppe so special, in your opinion? Schartau: As a family-run company in Germany we have a unique codetermination and corporate culture. We stand by the values of participation and shared responsibility even and especially during difficult times. As an example of globally-orientated corporate management, not only in terms of essential profitability, I would also mention our profit-sharing mechanism for which I envisage a uniform framework across the group. No one would question the fact that companies have to generate profit in order to remain sustainable. But money is not the only aspect that holds us together here. In GMH Gruppe we try to live according to a corporate culture which is supported by the values of trust, fairness and mutual appreciation. This doesn't always glück auf // Extracts in English 4

5 GMH Gruppe // The Owner's View Dear GMH Group employees, He has carried out his threat. To protect domestic producers, U.S. President Donald Trump has also imposed additional duties on European steel and aluminium imports, effective 1 June. Whether that is an astute move or not, only time will tell. I doubt whether the national security of the USA is really threatened by steel and aluminium imports. But this justification enables the president to impose such punitive tariffs under American law. The World Trade Organisation, or WTO, will be having its say on the international legality of this course of action. I am equally unable to follow the argument that reducing the U.S. trade deficit makes this necessary. Although a study recently published by Professor Gabriel Felbermayr, Head of the Ifo Center for International Economics, confirms the USA as having a trade deficit in industrial goods, this contrasts with a clear surplus in the trade of services and in investment income. In this light, the tariff contest initiated by President Trump is unnecessary. No account is taken of the fact that nowadays goods are produced transnationally. It is not nation states that are competing with one another but, instead, global value chains. In that respect it is to be welcomed that the WTO will now be examining in due process whether and to what extent this trade policy measure taken by the USA is reconcilable with international law. The aim must be to have a balanced, fair and non-discriminatory system with the lowest tariffs possible. Far be it from me to judge Donald Trump's habit of policy making via Twitter. I can even have some sympathy for his critical view of international agreements such as the Paris climate treaty. The discussion on customs duties has also made clear to me personally that the EU imposes discriminatory duties. It is indeed unfair when higher duties have to be paid here for American automobiles than at least for cars in the USA (things are somewhat different for SUVs imported into the USA). Nevertheless, a categorically blackand-white view of global economic relationships precludes any compromises which will compensate for conflicts of interests. In the many years since the Second World War the USA has been a reliable partner at Europe's side and, especially, Germany's. That is now in the past at least for the duration of Trump's presidency. Pining for the past and hoping that the behaviour of the incumbent U.S. president will change is not an option. The U.S. customs duties affect 1.3 million tonnes of German rolled steel against a total annual national output of around 40 million tonnes. In many cases this shipment volume is built on many years of business relations. Customers over there require the highest quality, which they have so far been unable to find in the USA, and which cannot be transferred overnight to other partners. German steel makers have filed hundreds of applications for the suspension of the protectionist customs duties for individual products, which in some cases, hopefully, will also be granted. Nevertheless, the U.S. customs duties have the potential to cause major upheavals for the German steel industry. Besides its steel deliveries, our GMH Gruppe sells goods to the value of some 70 million euros annually in the USA which, according to present knowledge, do not fall under Section 232 of the Trade Expansion Act. They should not, therefore, have the additional duties imposed on them. For many years, GMH Gruppe company MVO has been manufacturing rack equipment in the USA for automotive steering systems. The steel precursor material needed for this is purchased in the USA. The companies of GMH Gruppe are, if anything, affected indirectly by the U.S. sanctions. The response expected from countries such as China, Russia, Turkey or South Korea is cause for concern. There are already good trade links from those countries to the European market. They will now, additionally, attempt to offload in Europe the shipments that were actually intended for the USA. That may lead to falling prices and market shifts in what is an already fiercely contested market environment anyway and in a business climate that cannot be expected to get any better. The measures now initiated by the EU, in accordance with due process, to protect the domestic steel market quickly and reliably from additional imports and trade diversions are hence indispensable. However, such proceedings need time, which we do not have. Even now there is palpable growing pressure from imports. The latest figures available from the German Steel Federation, for example, show that import deliveries to the EU grew by 14 percent in the first quarter more greatly than in any other region of the world. Are these the first indications of trade diversions? Despite all the responsibility of the European and German politicians who must also explicitly carry on the dialogue with the USA I have no faith in this cure-all remedy. We cannot calmly sit back and wait for the WTO, EU and federal government to sort matters out. Ultimately it must be our own entrepreneurial vitality that makes it possible to cope with the changed market situations. Our GMH Gruppe has undergone structural adjustment processes in the past few months so as to be properly positioned for precisely such challenges. This process has not yet been completed, but is beginning to bear fruit. The greatly shortened communication channels within GMH Gruppe, the improvement in transparency in internal supply chains, as well as flexible responses to changes in the markets have made us more agile and competitive. We are increasing our presence on the global markets. Highly developed and effective products, dear employees, are a reflection of your personal endeavours. Your expertise and motivation, your commitment, and your desire to belong to the best (and, of course, also bestpaid) in our branch of industry determine our shared success. Álthough we are not there just yet, we are collectively on the right path. Glück auf! Your, glück auf // Extracts in English 5

6 GMH Gruppe // Supply Chain Management The GMH supply network What customers of GMH Gruppe will know or ought to know. WELL WORTH WATCHING? The author is Ingo Schill (Senior Supply Network Manager). central component of the "We are A one" campaign is the supply and service network of GMH Gruppe. It coordinates and manages the entire, integrated supply chain throughout from customer order to delivery. Forming the basis for this is our group-wide Supply Chain Management (SCM) system, which is characterised by a shared SCM understanding and management model. The point of departure for this is the Point of departure for the Supply Chain Management system is the unique production network of GMH Gruppe. INGO SCHILL unique production network of GMH Gruppe. It is unparalleled in terms of width and added value as well as associated know-how. As a group we are capable, with our three melt shops and two electroslag remelting facilities, of producing the entire spectrum of steels, from unalloyed to stainless, with the highest level of clean(li)ness. When doing so we also use the services of GMH Recycling to reliably source high-quality ferrous scrap materials at optimum cost. In the downstream stages for processing the semi-finished material, we have three rolling mills and two open-die forging plants offering every possibility of bar steel production. This includes round as well as rectangular shapes starting from 18 mm up to an edge length of 1,800 mm. Complex profiles or formed parts, such as crankshafts, are also possible. In the follow-on stage, that of bright steel production, our five operating locations in Europe offer not only the obligatory facilities for peeling, grinding and heat treatment, including surface finishing by means of electroplating. They also have the capacity to produce ready-to-install components such as drag links, piston rods or steering racks. We offer maximum flexibility, both technically and logistically. That is because we have many possibilities to use the best or alternative production units in combination with interlinked production stages or also customised production processes. We also have a wealth of experience with markets, applications and products. We use it to offer innovative and forward-thinking logistic solutions. Two examples of this are the direct electronic involvement of customers in supply scheduling, and an extremely flexible and reliable delivery system. Our goal is to develop our markets further, specifically by means of logistic solutions. And we want to guarantee our customers the best possible delivery service. This in-depth collaboration and cooperation interlinks the material flows, from scrap to customer. It also enables us to take individual approaches that may be unavailable to others. Link to the film: bit.ly/gmhmovie GMHütte // Text and photo: Stefanie Ehemann (Company Communication) A new film about our GMHütte site. It is primarily intended to give visitors a good overview of the Georgsmarienhütte location prior to a guided tour of the premises. The film is available in German as well as in English. The film shooting began early in the morning of 21 March, with the outside temperature measuring -3 C. The focus was on the scrap bay at the steel foundry, the finishing facilities, the rolling mill and, of course, the GMH personnel who work there. As the film shows, the entire team including all colleagues was in great form and highly motivated. The film is rounded off with some great footage taken at the continuous caster in summer glück auf // Extracts in English 6

7 Engine block Photo: Wolfgang Tobias FWH Eisenguss // Diesel engines Major order from Augsburg Iron foundry producing engine blocks for MAN. Rail connection facilitates environmentally friendly and logistically ideal supply chain. The author is Eduard Fuchs (Key Account Manager). MAN Diesel & Turbo SE is a globally operating enterprise whose main area of activity lies in large diesel and turbo engines. MAN's division for large diesel engines in Augsburg has been a customer of Friedrich Wilhelms-Hütte Eisenguss (FWH EG) again since 2017 and offers possibilities at that location for further growth. Over the past decade, FWH EG has produced the L 58/64 engine block in GJL-350Cu quality for MAN Augsburg and, by doing so, supported MAN's own iron foundry in managing peak workloads. This positive cooperation has also been key to the renewal of the supplier relationship. Modern large diesel engines are no longer installed purely as drive units in seagoing vessels, but also serve in many instances as highly efficent and low-emission power plant segments, with an output totalling 100 megawatts and more. In this connection there is increasing use of gas as a fuel, in addition to diesel. One particular application is the construction of modular power plants in very remote locations of the world. The engine block blank cast by FWH EG becomes part of a generator set assembled at MAN, with an output of around 21 MW. In autumn 2017, all the necessary contracts were signed and the active phase of the project was able to begin. One special challenge for the iron foundry of FWH-EG was the already existing pattern fabricated by several patternmakers in Europe. But thanks to our QA department, which is well-equipped with optical 3D measuring systems, it was possible to identify and rectify any critical deviations on the core boxes or cores prior to casting. The casting of the first piece, involving over 100 t liquid iron, took place in the first quarter of As a blank the engine block weighs around 88,800 kg. Transporting this heavy load from the Ruhr region over the Rhine bridges to Augsburg is a challenge for any haulage company. Which is why an environmentally friendly transport solution was sought with MAN. FWH EG was able, where this problem was concerned, to show the existing rail connection to be a unique selling point and make it part of the solution. From the first piece onward, MAN decided in favour of transporting the blocks by rail, thus creating an environmentally friendly and logistically ideal supply chain between Mülheim a. d. R. and Augsburg as well as the machine shops in Finland. The global energy market is in need of new, cost-effective solutions for many threshold countries. A large engine with a generator, driven by diesel, heavy fuel oil or gas, is a self-contained power-generating set with a manageable investment volume in comparison with a conventional power plant. The possibility of increasing existing output by including an additional segment (i.e. generator) also yields major benefits for this type of power generation. We at FWH hence expect demand to remain at a high level in years to come. glück auf // Extracts in English 7

8 Mannstaedt // Major project "Really great work" New cold sawing centre proves to be a milestone. Bottom line after six years of setup work: The right step in the right direction. The new cold sawing centre is up and running. But is the investment also paying for itself? Time to take stock with Björn Wieschendorf (Finishing Shop Manager). glückauf: What is your opinion, Mr Wieschendorf. Has the investment been worthwhile? Björn Wieschendorf: There is no doubt in that regard. For our customers the bottom line is that we have installed a sawing capacity of almost 90,000 tonnes in terms of cut-to-length bars. The figures over the past few years and the straightness measuring system. In other words, each bar is measured according to agreed customer requirements. What is the next stage in the process? Wieschendorf: Awaiting the bars downstream are then stacking units and suitable handling systems, which take care of customised packaging arrangements fully automatically. These even include integrated timbers and the labelling. In other words, high flexibility to comply with customer requirements Shop manager, foreman and personnel of the cold sawing centre axes offer extra motion variants, enabling the robot to approach profile areas What was previously possible? Wieschendorf: As short as 985 milli- Photo: Monika Hansen including all the measuring and handling systems. The ramp-up curve went outlook for the future clearly demonstrate it was the right decision. Can you outline the setup please. Wieschendorf: Well, the setup is virtually identical for all three sawing centres. The core unit comprises a highpower cold circular saw. Its material feed system can in each case handle rolled sections (profiles) up to 24 metres in length which has a further positive impact in terms of improving the yield. Downstream of Björn Wieschendorf each of the three saws there is a Wieschendorf: Exactly. And in what areas do the three centres differ from one another? Wieschendorf: The mid-section of the last centre to be installed has been completely re-designed. It consists of a drum turning unit that allows safe and reliable turning. This comparably simple concept is extremely rugged and very easy to maintain. You have also replaced the stacking portal on the first and second sawing centres! With what? Wieschendorf: With an industrial robot. Why is that? Wieschendorf: The robot's additional that would not have been possible with stacking portals. We are thus able to address product-specific aspects on a more individual basis. What does that imply? Wieschendorf: Increasingly complex profile geometries and packaging arrangements. Added to this, for the first time, is a semi-automatic packaging station. This allows the sawing and stacking of fixed lengths that cannot be banded automatically and hence require banding by hand. Stacking had previously been possible solely by hand and was very personnel-intensive. The sawing line is consequently capable of handling profiles as short as 500 millimetres in length. metres in automatic mode, and from then on only by hand but involving a lot of manpower. The "last saw" was supposed to be in place by spring. Wieschendorf: We had to defer the work until the autumn because of strong growth in demand and, at the same time, a shortfall in sawing capacities during the modification phase. To be able to meet demand also during the modification period, the company's remaining saws were operated in fully continuous mode. How long did the modification and startup of the last saw take? Wieschendorf: Only nine weeks, this amazingly quickly. Why was that? Wieschendorf: Because all the specialists and partners involved beneficially contributed a high level of commitment as well as their great wealth of experience from the previous projects. It was really great work. Thank you for talking to us. glück auf // Extracts in English 8

9 Wildauer Schmiede- und Kurbelwellentechnik // Certification Day of days CIPPro experts: Third Forging Technology BU location already certified successfully. Thursday, 17th May, hours. The meeting room in the forging shop of Wildauer Schmiede- und Kurbelwellentechnik is still empty. But not for much longer. As in the last twelve months, the room will gradually fill with people. Today, though, is no normal coaching day for workforce members and project leaders under Prof. Dr. Murat Mola. Although the topic is again CIP (Continual Improvement Process), today is the 'day of days'. The day on which numerous guests have been invited. The day toward which everyone has been working collectively: the day of certification. What makes it so special is explained by Ronny Käppler (CIP Manager, Forging Technology Business Unit) in an interview with glückauf: glückauf: Coaching sessions are conducted at many locations within GMH Gruppe, Mr Käppler. What was so special about the CIP coaching? Ronny Käppler: The intensity and duration. Nearly all of our production personnel have been intensively occupied with CIP for twelve months with both the basic concept and the methods involved. And, especially, with types of wastage. Such a level of involvement in the Forging Technology Business Unit has so far been attained only at the Wildau location. It sounds intensive. Käppler: And the second special aspect has been the practical implications, in other words the actual positive improvements which have already been realised during the coaching. Was that also planned, then? Käppler: From the outset. We had even decided which areas needed to be addressed. Namely? Käppler: We wanted, firstly, to improve the planning of tooling maintenance in the forging shop; secondly, to minimise the setup and idle times for the counterblow hammers; thirdly, to optimise the machining times for crankshaft 18V46 and, lastly, to ameliorate the furnace-charging characteristics of deflashing and trimming scrap. And how were solutions developed? Käppler: Mainly through monthly classroom-based coaching which, admittedly, gave the participants many a grey hair. But what the project leaders and their teams have achieved under the direction of Prof. Dr. Murat Mola is remarkable. They presented the results on the day of certification. Won over by the presentation (from the left): Frank Ledderbohm, Dr. Jean-Frédéric Castagnet and Christian Dinter. To whom? Käppler: To the management of the Business Unit and Holding. Would you have known? VR headset VR = Virtual Reality. Computer-simulated reality. A VR headset conveys an artificial, computer-generated environment in real time that permits active immersion. Can you give an example? Käppler: We have been able to reduce the tool and die change time on a machine tool unit by around four hours by turning the crankshaft. The idea for this arose through the consistent application of methods from the CIP Toolbox. This structured method of operation helps to critically scrutinise even long-established processes. What particular things does this CIP Toolbox have to offer? Käppler: For instance, a 360-degree camera and VR headset*, should no progress be achieved with conventional methods. These tools provide the possibility to examine the complete setup process in the forging shop and derive improvement measures thoroughly and step by step. True to the CIP motto "Improvement in small steps". And how was the presentation received? Käppler: Excellently. Dr. Klaus Harste, Bernd Rimann, Dr. Jean-Frédéric Castagnet and Dr. Karsten Schulte paid tribute to and acknowledged the colleagues. They encouraged them to carry on with exactly the same commitment and dedication. What then followed? Käppler: A snack together, providing the management and project leaders with the opportunity to discuss the projects in greater depth. One highlight in this respect was also the VR headset, enabling users to immerse themselves in the world of forging. And to round things off, there was also a tour of the works together. Many thanks for the interview. Photo: Sylvia Groth glück auf // Extracts in English 9

10 GMH Gruppe // Innovation Come out of your shell Innovative thinking as the key to success: what has been happening meanwhile at GMH Gruppe? And what do we expect from the second Innovation Day? The ability to be innovative and to practise innovative thinking are two decisive factors for economic success. This, of course, also applies in the case of our GMH Gruppe. Our starting point for an increasing focus on and structured commitment to this topic began in 2016 at GMH Gruppe's first Innovation Day. A second such day will follow in November. Dr. Jean-Frédéric Castagnet (Head of Operational Excellence, OPEX) and Dr. Zeljko Cancarevic (Head of Simulation und Innovation) explain what has happened since the first Innovation Day and how the innovative ability of GMH Gruppe is encouraged in this glückauf interview. glückauf: It is now almost two years since the first Innovation Day. What results have ensued? And how have the innovation potential and the mental attitude towards it developed since then? Dr. Jean-Frédéric Castagnet: There is a very clear indication that the first Innovation Day in 2016 has led to a change in mentality. There have been many incidences where we could observe that the willingness and also the willpower to embark on new ways, to exchange ideas and to look beyond the horizon have increased. It s not yet functioning as well as it could everywhere. But a positive trend is definitely recognisable across the entire group. We have also seen many instances where colleagues are demanding exactly this group-wide exchange and comprehensive transparency which is a very decisive prerequisite for a change in mentality and an increasing ability to be innovative. "Come out of your splendid isolation and link up together to benefit from each other's strengths", is the maxim here. Dr. Zeljko Cancarevic: In addition to the change in mentality, we have of course pursued the subject structurally as well. By means of numerous innovation audits, we have acquired an overview of which infrastructures are available in order to be able to act innovatively. We also have an overview about existing patents and the budgets for research and development. A further, quite specific result which has ensued from Dr. Jean-Frédéric Castagnet Dr. Zeljko Cancarevic Photos: Oliver Pracht Continued on the next page glück auf // Extracts in English 10

11 Continued from last page our first Innovation Day is the 'innovation community' which has been launched in the Portal. It can be used for purposes of exchange and discussion of interesting issues. It started off well but has become a bit sluggish recently. We will have to see what we can do to provide some new stimulation here. Dr. Castagnet: Actually the use of the 'innovation community' can stimulate group-wide exchange. Indeed we see that there is a need for this, and that it also works specific example would be 3D printing: different companies have worked together on this and mutually supported each other. The Simulation and Innovation Department at Georgsmarienhütte has entered into various collaborations with other companies in the group and has supported a variety of projects. Simulation of a process does not always automatically mean the realisation of a new innovation. But it may well be a decisive step in the right direction. Ideas management, CIP, innovations: Quite frequently the employees are not quite clear about exactly what an innovation is and what differentiates it from a good idea or an improvement proposal. Where are the actual differences? Dr. Castagnet: We are also quite often confron ted by this question in practice. Some of the dividing lines are very fluid. A rough division, however, would be as follows: in ideas management we are dealing with a specific problem case in an existing process, for which there is a precise solution proposal. If everything matches up, the problem can be reme died and the matter is concluded. In the case of CIP the explanation is fundamentally already there in the acronym: continuous improvement process. It is not a matter of specific problems here but rather a question of consistently optimising existing processes, in order to become more efficient step by step. An innovation, by contrast, is some-thing which is really new, something which did not exist before and which means a genuine leap forward, in relation to productivity or technology for example. In 2018 GMH Gruppe will be presenting an innovation prize for the first time. Who can participate and what kind of submissions are you looking for? Dr. Cancarevic: We are indeed looking for precisely those submissions which give us a genuine leap forward irrespective of whether they have already been implemented, are currently in the process of being adopted, or as yet only exist in theory. It may be a matter of new products, processes, services or business ideas. There are no restrictions in this respect. Decisive is the innovative approach and that means: it must be something which is genuinely new, can be implemented in practice, is capable of penetrating the market and consequently of being economically successful. The prize is to be awarded at our second Innovation Day on 20 November in Essen. What particular features can participants look forward to? Dr. Castagnet: As was the case in 2016, we will be inviting participants of this year s Innovation Day into a special environment which will be particularly conducive to networking and exchange. This functioned very well in 2016, so now we can build on those foundations. As regards content, we are becoming more specific: whereas in 2016 we focussed on a meta level by exploring the so-called mega trends of our times, this year we will be focussing on topics with which GMH Gruppe is also confronted in its daily business. Dr. Cancarevic: There will be workshops concerning the areas of additive manufacturing, 3D printing, Industry 4.0, sensor technology, big data and artificial intelligence. Stimulated by input from external experts and partners, we want to focus on specific issues and requirements of GMH Gruppe and discuss them. Perhaps this will lead to innovative solution approaches, perhaps these will only follow retrospectively. Decisive for us is to reinforce the will and the ability to pursue innovative thinking and actions in GMH Gruppe. This is the key to success! Thank you for talking to us. glück auf // Extracts in English 11

12 1st GMH Gruppe Innovation Prize It s over to you now! A total of 60,000 euros to be won in prize money. In the steel industry we are fully aware that steel is the number 1 construction material and a hightech product with enormous potential. The key to the economic success of our GMH Gruppe lies in this potential, namely in the ongoing development of new steels and products with properties which are perfectly suited to the requirements of our customers, both today and in the future. For these reasons we are awarding an innovation prize. What we are looking for! The innovation can be a new product, a new procedure, a new service, a new process, a new business idea. Have you had a good idea, either yourself or together with others in a team? Have you developed your idea and transformed it into a project which can offer genuine added value, also from a business point of view? We want to find out more about it! Submit your application for the GMH Innovation Prize A total sum of 60,000 euros is available in prize money so that the winning projects can be developed further. Prizes will be awarded at our second Innovation Day in Essen on 20 November. How to apply! Use the innovation community in the portal of GMH Gruppe. If you do not have access to the community yet, you can also apply for it at Please address any questions to: We look forward to receiving your submissions! Closing date for submissions is 30 September glück auf // Extracts in English 12

13 FWH Eisenguss // New produced shapes Chaplets evaporate leaving almost no residues Improvement of casting surface quality: 3D printing makes new shapes possible. The author is Wolfgang Tobias (Work Scheduling, Iron Foundry). 3D printing has meanwhile been opening up new production routes in GMH Gruppe, as well. It is simplifying work processes, lowering costs, and improving quality considerably. It is also creating a new world of shape diversity. We have tested an example of this at FWH Eisenguss, having developed evaporative chaplets from a new material and produced them by means of a 3D printer. The advantage offered by the new material: it leaves behind significantly fewer residues than lost foam. The reason for this is that as much as 75 percent less material is needed in comparison with lost foam. The function of chaplets is to hold the cores in position until the cope is put in place and the cores are then attached to it. It is subsequently unnecessary to lift the cope again to remove the chaplets. During casting they evaporate more or less into thin air (i.e. almost completely), as in cavityless casting (see below). 3D printing technology offers unlimited shaping capability. We have even been able to develop and realise height-adjustable chaplets that can be used for many other products. Incidentally: bio-degradable materials are used for the 3D printing work. What happens when foam evaporates? Lost foam is a casting process in which a positive pattern (foam model) made of polystyrene (styrofoam) or polymethylmethacrylate (acryl glass) is embedded in moulding sand (usually quartz sand). During casting, the heat of the molten metal causes the foam model to disintegrate and evaporate more or less into thin air (lost foam) with the cavity this creates being filled with liquid metal. It is therefore necessary during the casting process for every casting to have a corresponding positive pattern, which after the casting process will no longer exist (lost pattern). Cavityless casting is a similar process, the main difference being that sand containing a binder is used during cavityless casting, as opposed to a binderless sand being used in lost foam casting. Both processes fall within the category of casting with evaporative patterns. The foam model can comprise several parts making complex shapes possible (including shapes with undercuts). The contours of the castings need little finishing after casting because they are already very close to their final net shape. The newly developed chaplet has a load-bearing capacity of 1,500 kg. Photo courtesy of the company glück auf // Extracts in English 13

14 nen und Mitte ionalen urgie in men, um hen und kennenrgsmarisgruppe ngagier- Maße: Sie ationale war inon den ten der n Gerüsten und am Umerbessert und moderni- Ein Beispiel dafür sind die r an der Straße 2 und die ische Anstellung am Fertigt der Straße 2. Deshalb war nlage bis zuletzt auf dem derlichen Stand der Tech- Überflüssig wurde sie ledigweil Blockguss als Vormateür die Straßen nicht mehr ötigt wird. bermeister Jacob Klein war ahre seines Berufslebens an Blockstraße beschäftigt denkt schon jetzt mit Weh- besteht Grund zur Hoffnung? Laut ifo-wirtschaftsinstitut hat sich das Weltwirtschaftsklima im Januar leicht verbessert wenn man den befragten Experten aus multinationalen Unternehmen und international agierenden Institutionen Glauben schenken darf. Also allen Miesepetern zum Trotz: Think positive. Und vor allem: Selbst dazu beitragen, dass positiver Input den eigenen Betrieb beflügelt indem man am Arbeitsplatz sein Bestes gibt. Zuversicht wünscht Ihnen Ihr Redaktionsteam Haben bis zum Schluss der Anlage die Treue gehalten und auch de it der Tür, um Hallen und Anlagen U Anstand gewalzt: die Mannschaft von Blockstraße und Straße 2. abzureißen. Was dabei an Azubi-Ausbi Schrott anfällt, wird an den können. Im Janua mut daran zurück: So etwas ben. Seine Kollegen werden zum E-Ofen verfüttert ausrei- Zentrum im Beisein v Sch ausgemerz Schneller, besser, kosten- ür die GMHh für die Die vorangegangene Bewertung die RA noch Formsache. nt darunter günstiger und vor allem automatisch arbeitet das neue Scantrol- schlossen. ist bereits erfolgreich abge- annte Gesichter. auf Seite 17 auf Seite 3 System, mit dem das Stahlwerk Bous seinen Ofen wartet. Zudem sank die Arbeitsbelastung für die Mitarbeiter. auf Seite 14 hat sich für die Schmiedewerke Gröditz gelohnt. Denn die gebrauchte Karusselldrehmaschine, te endete mit einer n Null. Dazu haben auf die man geduldig gewartet nvestitionen beigetrach allmählich positiv ins Produktionskonzept der hatte, passt 100-prozentig nz des Unternehmens Wildauer Kurbelwelle wurde Gröditzer. auf Seite 18 up-gedatet und mit Oracle kombiniert. Die Rundum- Erneuerung macht sich bereits in allen Abteilungen s Unternehmens positiv Gruppe können zufrieden sein. ite 17 Erste Erfolge der neuen Ein- das renommierte ifo Institut für Wirtschaftsforschung ist, was die Entwicklung der nächsten Monate angeht, optimistisch eine Vorhersage, die gute Laune macht. Wirtschaftlich gesehen scheinen die Zeichen also nicht auf m zu stehen. Dass es dagegen im globalen März beim 15. internationalen riebe knirscht, hat Emma bewiesen Studententag der Metallurgie in weniger spektakulär als Kyrill vor der TU Freiberg zusammen, um nießen wir die Ruhe nach dem sich fachlich auszutauschen und wann die nächsten dunklen potenzielle Arbeitgeber kennenzulernen. Auch die georgsmari- ken aufziehen enhütte Unternehmensgruppe Ihr Redaktionsteam nahm daran teil und engagierte sich in besonderem Maße: Sie unterstützte das internationale Treffen als Sponsor und war inhaltlich eingebunden. die abwechselnd von den sten hatten die Chanm zu profitieren, Metallurgie ausgerichtete Fach- Technischen Universitäten der nn für acht algerische veranstaltung dient auch als en hatte. Was sie in Kontaktbörse für die Mitarbeiter von morgen. Und so warben schildert Melanie Arlt auf Sei te 5 neben der gmh-gruppe rund 20 Firmen aus der Stahl- und Eisenbranche um die angehenden land gilt als Mutterland Metallurgen. ndustrie. Dort wurden Für uns ist es wichtig, schon rfahren wie die Eisenverhüter das Bessemer-Verfahren zu sprechen und sie über die Be- frühzeitig mit den Studierenden MHütte hat jetzt einen Mehreiner kleinen englischen Firma Unternehmensgruppe zu info rufsmöglichkeiten in unsere Näheres berichtet Paul Wright mieren, kommentierte Pet dem richtigen Weg ist, datenkreis. Jetzt soll ein überzeugendes Sei te 7 nn es darum geht, beim auf van hüllen. Auch er besuch Angebot den Auftrag die Veranstaltung, um mit Einkauf Kosten zu sparen. jungen leuten zu sprechen. auf Seite 19 tallurgen seien zurzeit ges Mitarbeiterinnen und Mitarbeiter wert? Der Mitarbeiter, so van hülle GMH-Holding jede Menge. Deshalb hat sie ter: Bei einem guten E das Betriebliche Gesundheitsmanagement standsetzungs- sind und sie in Pflegemaschine in einem sich ist ihren die Speziallok Arbeitgeb der glücklich in der GMH-Gruppe auf den Weg gebracht. Auch RAFIL und BTBED haben sich damit OB auseinandergesetzt. Wie dort die ersten Hürden alles zu leisten es jedes vermag, Unterneh steht 100 von chen Windhoff. zu können. Was sied genommen then. Seitdem wurden, sie zur schildert Georgsmarienhütte Unternehmensgruppe Holger Mex an, sich bestmög auf Sei auf Seite 18 tieren. gehört, hat sie 100 Krane unterschiedlichster Bauweise entwor- gruppe m Vertreten fen, gebaut und ausgeliefert. reichen brandgefährlich Wir gratulieren aus, was sich in der Eisengießerei von Walter Hundhausen auf Seite abspielt: 21 ein mo forms Feuerwerk mit Querschlägern. Und mittendrin bewegen sich Mitarbeiter natürlich seit in Jan der Stahlw geschützten Schwerlaststaplern. Weshalb Do sich park vor in nichts England fürchten mitzubauen müssen, besc Alexander diese Chance Bock will WeserWi beim Schopf packe gelung Steel Processing BU // Cooperation Rewarding north-south alliance GeisslerWista, Stahl Judenburg and GMH Blankstahl have been benefiting from one another for over 15 years because they meet up regularly. Author Romana Binder (Head of Human Resources, Stahl Judenburg) is a member of the glückauf editorial team. The meetings which the senior staff of GeisslerWista, GMH Blankstahl and Stahl Judenburg hold on a regular basis are purportedly unremarkable. But that is deceptive. Over the past 15 years the "Blankstahl-Treff " (Bright Steel Meetup) has become an important date in these companies' calendars. They talk shop, share know-how, and address common operational challenges. An actual example: spare parts management, which has been reorganised and improved. Ingo Glane, Technical Managing Director of GMH Blankstahl and co-initiator of the meetup, explains: "Numerous spare parts for plant and equipment let's say peeling units do not need to be procured at every location. This means lower logistical and operational costs and, at the end of the day, savings for the whole group." We are looking to deepen the cooperation also outside of our meetups, to be able to coordinate with one another even faster and more closely in future. MICHAEL ZUBER Technical BU Manager For Heinz Kettner, Bright Steel Shop Manager at Stahl Judenburg, that is only one of many positive aspects of the cooperation. "There is, for instance, the opportunity to share experience with one another regarding machinery and components in a manner that is highly efficient." As technical BU manager Michael Zuber emphasises, the Business Unit is also seeking further improvements and optimisations this way in future. Dear glückauf readers! How time flies! It's been 25 years already. The first glückauf was published in 1993 the pilot issue, so to speak. It was just one page in length. Jokes were made at the time about it being rather "one-sided" reporting ; ) And in some ways they were, indeed, correct. There was actually no real reporting in the first issue. Rather, the nehmensgruppe front and back of the chleute von morgen publication focussed absolventen und Unternehmen redeten über gemeinsame Zukunft. on how, as a 'GMHütter', readers could get involved with glückauf and also included some photographic advice because the maxim was: glückauf is a newspaper by employees, for employees although the newspaper was intended for circulation to customers, suppliers and the media as well. And this remains the case today. So, what significant changes have taken place over the last 25 years? Back then, glückauf was exclusively a newspaper of GMHütte the steel company. Today, glückauf is the newspaper for the entire GMH Gruppe, reporting news from all of the companies. In those days, six GMHütte colleagues took responsibility for the publication; nowadays, the editorial team comprises 16 colleagues from across all areas of GMH Gruppe (incl. representatives from outside Germany). In the past, the creators were happy to get their hands on any article at all; today, articles are compiled systematically and reflect the individual contributions to the GMH Gruppe brand. Initially, German was the language of communication; today, English is becoming increasingly important. Back then, glückauf was the only periodical which presented the growing GMH Gruppe to the outside world; today, glückauf is one of many instruments GMH Gruppe has at its disposal, an increasing number of which are in digital formats as well. aße 2 stellen Betrieb ein auf leisen Sohlen glück auf Die Lie be Kol le gin nen und Kol le gen, 1/2008 chtsräte chäftsjahr SCHMIEDE Das ERP-System der n. auf Seite 8 Das lange Warten GUSS Die Key-Buyer der Gusss glüc editorial bringen. auf Seite 22 sehr gesund. Was ist die Gesundheit der Schneepflug, Kehr-, In- ANLAGENBAU 1/2008 halt Jubiläum für Kranbau Kö- sehr heiß. Auf den ersten Blick sieht ROHSTOFF-REC es An einem Offshore-Wind- Für die Sch glückauf has been developing continuously over the course of the past 25 years. During this time, the overall image of the newspaper as well as the journalistic approach have been extensively updated three Zei tun Kunden und Georgsmarien die fa Künftige Hochschula und 250 Studentinnen un rstudenten kamen Mitt times. The work was made considerably easier with the transition from fax/ to web-based online and print production, and since then glückauf has been digitally produced. External journalists frequently pay tribute to glückauf despite the fact that most of the authors and members of the glückauf editorial conference are not media professionals. The newspaper, therefore, has also made its mark in media circles. How it all began in 1993: Iris-Kathrin Wilckens glück auf // Extracts in English 14

15 The next step Next, a shopfloor management system is to be adopted in connection with the CIP boards, the aim also being to improve the process at the place where value is added. WSK // CIP boards The team is the boss Workforce takes on responsibility. Frank Geißler has an interesting job. Since 2017 he has been working for, among other companies, Wildauer Schmiede- und Kurbelwellentechnik where he is responsible for CIP (Continual Improvement Process) projects and coordination. So as to find solutions to problems faster in practice, he has now introduced CIP boards in Wildau. He explains in an interview with glückauf what advantages they offer: glückauf: How important is CIP in Wildau, Mr Geißler? Frank Geißler: Highly important. Over the year there were a total of 39 days of coaching conducted in Wildau by Prof. Dr. Mola from Ruhr West University of Applied Sciences as in Gröditz and Essen in the past with almost 200 employees undergoing very intensive training in around ten months. CIP boards have now been introduced in Wildau. Before you explain these boards in greater detail, what led to their introduction? Geißler: During the intensive coaching in Wildau, colleagues addressed many problems that arise in production. We now work with the CIP boards to resolve those very problems. The colleagues on the shopfloor are all in this together. Geißler: There is, in fact, no one within the company who can assess wastage and problems in production better. Those colleagues have, though, also criticised that it generally takes too long until solutions to those problems are implemented. And that such measures often be- come forgotten in day-to-day situations. Which can be absolutely frustrating and demotivating. Geißler: Which is why they called for their problems to be resolved more effectively. And are the CIP boards part of that solution? Geißler: In my experience at least, CIP boards create transparency, reduce problem solving times and, above all, the workforce switches from a passive to an active role. Would you please now explain what these CIP boards look like? And what role do the colleagues play? Geißler: Workforce colleagues take matters into their own hands. They gather for so-called standing sessions, address current problems, rank the problems in order of importance and urgency, consult with one another and then decide on first countermeasures. What in the world are "standing sessions"? Geißler: Standing sessionmeans, quite simply, the colleaguesdo not sit around a conference table somewhere for their meeting, butstand together on the shopfloor ata board, a so-called CIP board, onwhich the findings and agreementsof the meeting are written down.these also include the action that isto be taken to resolve the discussed problems. And who takes care of the implementation? Geißler: The members involved in the standing session. They take on the responsibility for the action being taken. They coordinate with the colleagues who are to implement the measure(s). This also includes the anticipated completion date. Depending on the problem, implementation takes place within the team, on a cross-team basis, or also with external assistance. Where necessary, the higher-level steering group provides support with resources or decisions. And once the action has been taken? Geißler: Results are monitored. The colleagues consult during a further standing session whether the action taken has been successful as hoped for. So the colleagues decide? Geißler: Exactly. The standing-session team is the boss. The colleagues decide when which problem is to be tackled and when and whether the problem is to be resolved. Corrective measures are kept to a minimum, thus keeping the process transparent and automatically expediting the implementation. Do problems also become swept under the carpet? Geißler: There is a 'collection box' for that purpose. Thanks to orderly labeling of the problem solution cards, the measures' implementation is very transparent at all times for any observer. Once a problem has been successfully resolved, space becomes free for the next measure. Many thanks for talking to us. glück auf // Extracts in English 15 Werksfoto

16 Man engine The first "elevator" in mining. Two giant, adjacently positioned stilt-like structures with footboards leading into the shaft moved alternatingly up- and down. By stepping from board to board, the miners were able to move upward or downward. For illustrative material, visit: videos/die-fahrkunst-in-dergrube-samson-clip. GMH Gruppe // Tradition Miners' greeting Foto: stockfoto/fotografci Some who hear the greeting "Glück auf" for the first time in GMH Gruppe are surprised. This is because the greeting is normally associated solely with miners. Admittedly, many professions abound within GMH Gruppe. But mineworkers? Why the greeting is nevertheless genuine is explained by Christian Hubrig (Controlling, Schmiedewerke Gröditz): Glück auf is a miners' greeting. It describes the miners' hope that "ore veins might open up. Without any prospecting, it was difficult when mining ores to predict whether the work the miners carried out would yield any worthwhile outcome at all. The greeting is also associated with the wish of emerging safe and sound from the mine again after finishing a shift. The greeting came about in the 'Erz' (Ore) Mountains of Saxony in the 16th century. That was the time when mineworkers still descended or ascended on foot using ladders or a 'man engine'. For the miners, after a 10-hour shift, that often meant also having a strenuous and dangerous 2-hour climb on ladders ahead of them an ascent during which good fortune was certainly needed. Added to this there were, at that time (16th to 18th century), very frequent fatal accidents not only during descents or when returning to the surface. It was often the case that fellow miners who had descended for the next shift and been greeted in passing would fail to re-emerge from the mine. As the smelting of the ores was in some instances carried out in proximity to the mines, this greeting also became established with ironworkers. The much invoked solidarity of mine- and ironworkers (coal and steel) has been an additional contributory factor in this connection. The greeting is meanwhile endemic in football stadia, too. At home games of FC Schalke 04 or of Erzgebirge Aue, the spectators are welcomed in the stadium with the "Glück auf" miners' greeting. The 'Steigerlied' miners' song ("Glück auf, der Steiger kommt") is also played. glück auf // Extracts in English 16