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Protection notice / Copyright notice
MT Siemens VAIGeschftsmodell und EntwicklungsmglichkeitenDr. Dieter Troller
Copyright Siemens AG 2011. All rights reserved.
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 2
Siemens VAI Overview
Siemens VAI business is a projectbusiness that includes: Determination of requirements and
project definition jointly with our customers Planning, design, engineering, layout and
specification of the plants to be installed Manufacture or outsourcing of
manufacturing activities, and manufacturing supervision of mechanical equipment of subsuppliers Automation of the production processes
of our customers Project implementation applying
professional project management Continuous product innovation and the
development of innovative production processes
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 3
Siemens VAI Overview
Siemens VAI is one of the worlds leading engineering and plant-building companies for the iron and steel industry, the flat-rolling sector of the aluminum industry and in opencast mining.
Siemens VAI originated from the integration of Voest-Alpine Industrieanlagenbau, Linz, Austria, with the electrotechnical and automation businesses of Siemens.
Projects throughout the world are successfully implemented by 10,000 company employees. Project activities require the close proximity to our customers and local procurement. This is achieved by Siemens VAI locations in Austria, Germany the U.K., France, Italy, U.S.A., India and China.
The strategic orientation and the key development activities are determined at the company headquarters in Linz, Austria.
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 4
Know-how available whenever required byour customers
Metals Technologies:Our expertise always close to the customer
Metals Technologies competence centers in Europe
MT Linz (HQ) MT U.K. MT France MT USA MT Germany MT Italy MT E&A ErlangenSupported by Siemens regional companies in 50 countries worldwide, for example:
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 5
Metals Technologies:Our expertise always close to the customer
Metals Technologies Competence Centers...
MT UKMT Germany MT Linz (HQ) MT Italy MT France MT Mining MT E&A Erlangen MT Spain
supported by Siemens Regional Companies
in 50 countries
e.g. Brazil
e.g. Russiae.g. USA
e.g. Korea
e.g. India
e.g. China
e.g. Ukraine
e.g. Chile(Mining)
making our know-how available wherever our customers build and operate plants
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 6
Siemens VAI productportfolio
MiningIron-
makingSteel-making
ContinuousCasting
HotRolling
ColdRolling
StripProcessing
Ores:dressedpelletizedsintered
Reducing agents:cokenatural gascoal
Fluxes
Steel scrap
Blast Furnace Basic Oxygen Converter
Ladle Treatment
Vacuum Treatment
Direct Reduction Plant
Electric Arc furnace
Vacuum Treatment
Ladle Treatment
Solid metallic materialssolid charge materialshot metal liquid crude steel
Solid metallic materialssolid charge materialshot metal liquid crude steel
COREX
FINEX
Thick Slab Casting
Heavy and medium plate
Hot-Dip GalvanizingColor Coating
Surface treated sheet:
- galvanized sheet
- color coated sheet
Sheet / coil
Hot strip
Welded tubes
Sectional steel, (heavy sections, T-beams, rails, sheet piling profiles)
Special steel
Merchant bar (light sections, square, flat,
Wire-rod, bars
Drawing, scalping, grinding
Pipe Welding
Cold Rolling Mill
Plate Mill
Hotstrip Mill
Section Mill
Bar / Wire-Rod Mill
Bloom, preliminary sections
Slabs liquid crude steel solid red-hot steel hot formed steel cold formed steel coated steel
liquid crude steel solid red-hot steel hot formed steel cold formed steel coated steel
Bloom / Beam Blank Casting
Billet Casting
Slab / Medium Slab Casting
Billets
Skin Pass Mill
Pickling Line
Metallurgical Process Rolling Process
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 7
Career opportunities for technical personnel (m/f)Su
cces
sful
per
form
ance
University, Engineering Academy
Onboarding: Integration & socialization
Job specific training program (on-the-job - off-the-job)
Management development and training Job specific training
Line Management
Project-management
Technology expert
Engineering
TechnologySales
Project Management
Product Life cycle Management
Commercial Proj. Man.
Business Functions
Technology/Design/Engineering Sales/Project Management
Functional Management
Job Rotation
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 8
Career PathId
entif
icat
ion
of p
oten
tials
and
dev
elop
men
tby
sta
ff di
alog
s, P
MP
Rou
nd T
able
dis
cuss
ions
, de
velo
pmen
t tal
ks, d
evel
opm
ent w
orks
hops
, etc
.
Line Management Project Managem. Expert Career Functional Managem.
Project ManagerC - Projects
Senior PM B/C - Projects
Project Director A/
B/CProjects
Senior
Principal
SeniorPrincipal
Head ofBusiness Unit
Head of Segment
Head of Subsegment
Head of Department Group Leader
Head of Functional Segment
Head of Central Function
(Subdivision)
Career start of graduates: Engineering, Erection, Commissioning
Development of core staff: from Junior to SpecialEngineers, Erection Managers, Commissioning Managers, Sub-project Managers, Sales, R&D
Chief
further development paths
Recruiting from universities Siemens VAI MT Recruiting Initiative has been started
Rec
ruiti
ng o
f sen
ior p
rofe
ssio
nals
via
prin
t med
ia, i
nter
net,
head
hunt
er
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 9
Integration of new employees
Goal:Preparation of employee competence and capability in accordance with current and future company requirements
Key points: Mentor system
> Mutually agreed training targets between management, new employees und mentors
Development through dialog Yearly employee check-up and discussions
> Determination of common goals> Analysis of results> Definition of steps and measures Systematic development of competence
through:> Individual training plan> Additional external und internal training Recognition + Appraisal = Motivation
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 10
Mentor system
Goal:On the basis of information, guidance andmotivation, the mentor supports theemployee to become quickly integrated inthe business processes and to utilize hisor her full potential and capability.
Who should be a mentor?An experienced colleague of the newemployee who is involved with the samebusiness activities
Prerequisites: Sociable, reliable, trustworthy Detailed knowledge Didactic capability for optimized training Excellent time management and
organizational talents, easy accessibility
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Launch your career at Siemens VAICopyright Siemens AG 2011. All rights reserved.
Dr. Dieter Troller Stahltag 2011Page 11
Your Application
Come to Siemens VAI! Job applications under:
www.siemens-vai.com> Jobs and Careers
We look forward to meeting you!
Find us on Facebook!www.facebook.com/SiemensMetals
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For internal use only / Copyright Siemens AG 2011. All rights reserved. Siemens AG 2011. All rights reserved.
Innovation and Sustainability.
Your Partner for Leadership.
Integrated solutions for theiron & steel and aluminium industries
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Page 2 Oct 11 Corporate CommunicationsCopyright Siemens AG 2011. All rights reserved.Table of contents
New organization of Siemens since October 1 Four Sectors cover the global trends
1) Sector-led Business Unit 2) IPO planned
Industry
Health-care
DiagnosticsImaging & Therapy Clinical Products Customer Solutions
Infra-structure& Cities
Rail Systems Low and Medium VoltageBuilding
Technologies Osram 2)Smart GridMobility and Logistics
Energy
Fossil PowerGeneration Wind Power Energy ServiceOil & Gas
Power TransmissionSolar & Hydro
Drive Technologies Customer ServicesIndustry Automation Metals Technologies 1)
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Page 3 Oct 11 Corporate CommunicationsCopyright Siemens AG 2011. All rights reserved.Table of contents
Four key strategic directions in theIndustry Sector
Vertical expertise:Exploit market potential in high-growth vertical markets1
Industrial software: Take the leading position in the merging of virtual and real product development and production structures
3
Service business:Strengthen and significantly expand technology-based service business
2
Emerging markets:Identify and grasp growth opportunities4
Strategic directions Benefits
HIG
HER
CO
MPE
TITI
VEN
ESS
Increasedproductivity
Enhancedflexibility
Improvedefficiency
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Page 4 Oct 11 Corporate CommunicationsCopyright Siemens AG 2011. All rights reserved.Table of contents
Industry Sector overview FY 2009/10
Performance in Q4(in millions of euros)
Sector profile Revenue by region (FY2010)
Key figures (FY2010)(in millions of euros)Q4 20101) vs. Q4/09
Revenue 9,780 +9%New orders 9,832 +21%Profit 883 +57%Profit margin 9.0% Target: 9-13%
Total revenue 34,869New orders 34,908Profit 3,478Employees 204,000
External RevenueLocation of customer
20%20%
36%
1) July 1 to September 30, 2010
The Industry Sector is one of the worlds leading suppliers of manufacturing, transportation, building and lighting systems. By continuously optimizing productivity, efficiency and flexibility, the division is increasing the economic and environmental competitiveness of its customers in the industry and infrastructure segments. Highlights include:
Custom-izedmotors
Velarohigh-speedtrains
Industrialwatertreatment
22%
24%
20%
34%Americas
Germany
Europe, CIS,Africa, Middle East (excl. Germany)
Asia, Australia
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Page 5 Oct 11 Corporate CommunicationsCopyright Siemens AG 2011. All rights reserved.Table of contents
The new Industry Sector witha strong focus on industrial customers
CustomerServices
DriveTechnologies
IndustryAutomation
Industry Sector
Sensors and CommunicationSiemens PLM SoftwareWater Technologies
Industrial Automation SystemsControl C. and Systems E.
Motion Control SystemsMechanical Drives
Inside e-Car
Large DrivesValue ServicesProduct Lifecycle Services Ironmaking
#1 Inverters#1 CNC controllers#1 Wind turbine gear units
#1 Programmable controlsystems
#1 Industrial switching technology
#2 Industrial software
Remote monitoring 2)Energy efficiency consulting 2)Modernization 2)
#1 Continuous casting lines#2 Steelmills#2 Rolling mills
Business Units1) Sector-led Business Unit 2) Market position to be determined 3) Initial estimate for FY 2011
Steel Plants & Mini MillsCasting & RollingElectrics / AutomationMetallurgical Services
Metals Technologies 1)
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Page 6 Oct 11 Corporate CommunicationsCopyright Siemens AG 2011. All rights reserved.Table of contents
Metals Technologies Full liner from ironmaking to the finished product
Casting & Rolling(MT C&R)
MetallurgicalServices 2)(MT MS)
Ironmaking(MT IR)
Electrics/Automation
(MT EA)
Steel Plants,Minimills &Env. Techn.
(MT SM)
1) Sector-led Business Unit 2) Project business
#1Steelmaking & Casting #1 Electrics/Automation #2 Rolling & Processing #2 Ironmaking
Agglomeration Blast Furnace Smelting /
Direct Reduction
LD (BOF) Converter Plants Electric
Steelmaking Long Rolling Environmental
Technology
Continuous Casting Endless Strip
Production Hot and Cold Mills Aluminium mills Strip Processing
EA for Steel Plants EA for Casting &
Rolling EA Modernization
Packages & Products Electrical Services
Spares & Components Sales Maintenance &
Repair
Industry Sector Business Unit Metals Technologies 1)
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Metals TechnologiesPage 7 MTTable of contentsOct 11
Metals TechnologiesInnovation Cornerstone for success
1880First EAFby WilliamvonSiemens
1907Drivesbasedreversinggears inrolling mill
1952First LDsteel-makingplant inLinz
1956Firstinternationalplant-buildingorder
1968Firstcontinuousslab casterin Linz
1969First three-phase-currentdrive unit withtransvectorcontrol
1977Worldslargestdirect-currentrolling-millmotor
1979Onlineprocessmodel(Level2)in continuouscasting
1980Directalternating-currentconverter
1985First CAQC(computeraided qualitycontrol)castingsystem
1986Worlds firstcombinedpickling-tandem line
1989Start-up ofthe firstCOREXplant
1991Implementa-tion ofneuralnetwork
DSR -DynamicShape Roll
1994DYNACSsecondarycoolingmodel
1995Wire rodrollingspeedat 130m/s,designspeed150m/s
1996Electricshaftfurnacetechnology
1997Dynamicgap adjust-ment forcontinuouscasters
1999Comprehen-sive expan-sion of blastfurnacetechnology
2001Cooling-linemodel forcontrolledcoolingalong theentire striplength
2002AODconverterprocessmodel
2003Positioningsystem forpreciselocalizationof materialsandproducts
2004Microstructurecalculation andquality predic-tion for hot-rolled strip
2005PowerCoiler forheavybendingtasks
2007EAFUltimate FurnaceWorld's thickestslab casterSIMETAL Corex C-3000 plantFinex plantLiquiRob
2009Start-up of SIROLLArvedi ESP plant
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Metals TechnologiesPage 8 MTTable of contentsOct 11
Metals TechnologiesExpertise to serve our customers
Metals Technologies competence centers MT Linz (HQ) MT E/A (Erlangen) MT U.K. MT France MT (Germany) MT Italy MT U.S.A. (Worcester)
Know-how available wherever required by our customers
Supported by Siemens regional companies in 50 countries worldwide, for example:
U.S.A.
Chile(Mining)
Brazil
Russia
Korea
China
India
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Metals TechnologiesPage 9 MTTable of contentsOct 11
Metals TechnologiesCenters of competence
Linz, Austria (Headquarters) Agglomeration, direct and smelting reduction, LD (BOF) steelmaking, stainless
steelmaking, slab, bloom, beam-blank and billet caster
Turnkey-minimills Hot-strip mills, Endless Strip Production (ESP), hot-strip mills, tandem cold mills,
pickling-tandem cold mills, reversing cold mills, skin-pass mills
Electrics and automation for ironmaking, steelmaking and continuous casting, mechatronics
Environmental technologies Metallurgical Services
Legelshurst, Germany Electric arc furnace, ladle
furnace, vacuum technology, oxygen injection technology Meltshop-Minimills Secondary metallurgy Services EAF
Marnate, ItalyWorcester, USA Long-product
technologies,high-speed wire rod/bar mills, merchant bar and section mills, rail mills, long rolling guides, Morgoil bearings Services long rolling
Montbrison, France Pickling lines, continuous
annealing lines, coating lines, galvanizing lines, tinning lines, stainless-steel rolling mills and lines Services flat rolling,
processing
Sheffield, Stockton, UK
Plate mills, Steckel mills, aluminium plate mills, aluminium hot mills, aluminium cold and foilmills
Blast furnace Services rolling
Erlangen/Germany
Metals service & support center
Electrics and automation services
Electrics and automation solutions for rolling & processing
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Metals TechnologiesPage 10 MTTable of contentsOct 11
Metals TechnologiesOrder overview
Order intake according to business sector and region
2,5002,4004,100New orders (in million EUR)
FY 10FY 09FY 08Siemens VAI
Region
27%
16%
2%12%13%
30%
MiningIronmakingSteel Plants & Mini MillsCasting & RollingElectrics & AutomationMetallurgical Services
40%
28%32%
Europe/CIS/Africa/M.-EastAmericasAsia-Pacific Region
Business Sector
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Metals TechnologiesPage 12 MTTable of contentsOct 11
Thank you for your attention!
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Protection notice / Copyright notice Siemens AG 2011. All rights reserved.
PM@Siemens
A global approach for professional Project Management within Siemens
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 2
PM@SiemensWhy did Siemens do what Siemens has done?
More than More than 50%50% of of Global Business is Global Business is
generated from generated from ProjectsProjects
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 3
PM@SiemensThe importance of Project Management
Of 405,000 employees Of 405,000 employees only 17,000 are project only 17,000 are project managers with profit managers with profit
and loss responsibilityand loss responsibility
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 4
4%4% of employees are of employees are responsible for responsible for 50%50% of of
Siemens global Siemens global revenues and revenues and profitabilityprofitability
PM@SiemensThe importance of Project Management
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 5
Why do we need a Project Management structure?
How it was sold How it was originally designed
How it was engineered
The budget available
How it was built How it was installed
The resources available
WHAT THE CUSTOMER REALLY
WANTED
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 6
The Project Triangle
Goal Oriented: Tasks, schedule, resource, costs
Time limitation: start and end are defined
Complex and dynamic: highly interrelated tasks, many influence factors, many changes during course of project
Cross functional and inter-departmental: different businesses and organization units are involved
Unique and risky
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 7
PM@SiemensA global initiative
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 8
Processes and RolesProcesses and Roles provide the foundation for successful projects.
Fig. 1.3: Project Processes
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 9
Processes and RolesProcesses and Roles provide the foundation for successful projects.
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 10
Processes and RolesProcesses and Roles provide the foundation for successful projects.
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 11
Processes and RolesProcesses and Roles provide the foundation for successful projects.
Fig. 1.4: Project Processes Fig. 1.5: Project Processes
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 13
People PM Career
Man
agem
ent l
evel
s(w
ith P
&L
resp
onsi
bilit
y) Project Director (PDir) Cross-Group certification via
Learning Campus
Senior Project Manager (SPM) Certification on Division Level in
accordance with LC guideline
Project Manager (PM) Certificate through PM test
Practitioner(no certification)
Management ofcategory A projects
Management ofcategory B projects
Management of C-level projects and / or several Small Projects
Participationin projects
Experience in processing / assembly /commissioning / engineering or sales
Levels of qualificationProject categories
Tech
nica
l lev
els
(with
out P
&L
resp
onsi
bilit
y) approx. 12 years1)
approx. 23 years 1)
PDir
SPM
PM
Quality ManagementSales
ConstructionCommissioning
LawyerCommercial
Engineeringetc.
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I MT OM PMSiemens AG
Nov. 2011 Overview PM@SiemensPage 14
Project Management an essential Career Path @ MT
Line Management
Iden
tific
atio
nof
pot
entia
lsan
d de
velo
pmen
tby
sta
ffdi
alog
s, P
MP
Rou
nd T
able
dis
cuss
ions
, dev
elop
men
tta
lks,
dev
elop
men
twor
ksho
ps, e
tc.
Project Managem. Expert Career Functional Managem.
PM C-projects
PM B-projects
PM A-projects
Senior
Principal
SeniorPrincipal
Head ofBusiness Segment
Head of Sub-Segment
Head of Department
Group Leader
Head of Functional Subsegment
Head of Central
Function(Functional Segment)
Career start of graduates:Engineering, Erection, Commissioning
Development of core staff:from Junior to Special Engineers, Erection Managers, Commissioning Managers,
Project Practitioner, Sub-project Managers, Sales, R&D
Chief
further development paths
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Siemens AG 2010. All rights reserved.
CC Brazil Slab CasterBeispielprojekt
Kepler Society7. November 2011
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Page 2 Kepler Society 7. November 2011
CC Brazil Slab Caster
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Page 3 Kepler Society 7. November 2011
CC Brazil Slab Caster
GA Projektinformation
..
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Page 4 Kepler Society 7. November 2011
CC Brazil Slab Caster
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Page 5 Kepler Society 7. November 2011
CC Brazil Slab Caster
Begleitumstnde Fa. Brazil Einstieg in Flachproduktion, neuer Referenzkunde, Projekt knapp kalkuliert Projekt in Konjunkturhochphase zu Weihnachten 2006 hereingenommen SVAI Standard Technologie Repeatbusiness aus Sicht SVAI Management Engineeringphase geprgt durch Personalengpsse und Bearbeiterwechsel Prekre Lieferzeiten (z.B. Drehturmlager > 1 Jahr) und Zukaufskosten 2 getrennte Vertrge CCM & RH, jeweils lokal / import - aus Sicht Fa. Brazil 1 Projekt Siemens Linz, Duisburg, Belo Horizonte, Sao Paulo: 4 Firmen 4 Kulturen Enge Verknpfung CCM & RH ber Wasseraufbereitung (WTP) WTP und Elektrik im Vorprojekt unterschtzt (Komplexitt und Kosten) Projekt in der Wirtschaftskrise in Betrieb und abgenommen
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Page 6 Kepler Society 7. November 2011
CC Brazil Slab Caster
CCMCCM
RHRH
WTP fr RH & CCMWTP fr RH & CCM
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Page 7 Kepler Society 7. November 2011
CC Brazil Slab Caster
SLCC Contract 4600115140 Consortium between
SVAI (Imported Portion) and SVAI-MS (Local Portion)
1. Equipment kUS$ 46,0002. Supervision kUS$ 2,0003. Training kUS$ 0,3004. Spare Parts kUS$ 1,300
Total kUS$ 49,6001-4 Local P. kR$ 24,000
Local+Import kUS$ 73,600
RH Contract:Imported P. kUS$ 15,000Local Portion kR$ 15,000
Ad1) Equipment:10% Down Payment
5% Detail Time Schedule(approval within 60 days,weekly update in EPM system)
40% Progressive Payment(Event Schedule - Engineering)
35% Pro rata delivery (pass of titleupon delivery CFR Rio de Janeiro)
5% PAC (1st heat)5% FAC (final acceptance)
Liquidated Damages:Delay 5%Non Performance 5%
Total max. 10%
Vertrag auf Basis Process Turnkey
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Page 8 Kepler Society 7. November 2011
CC Brazil Slab Caster
Zum Projektstart - Abstimmung der Lieferaufteilung aus Vorprojekt, um:
1) Schnittstellen innerhalb SVAI mglichst zu minimieren, z.B.: Zusammenfhrung der WTP Anteile von RH und CCM; BE in Linz VIA-Brasilien: Elektropaket fr WTP; BE in Linz Basic Engineering fr HVAC und FF gesamt CCM und RH - in Linz
2) terminkritischen Pfad zu entschrfen, z.B.: Lieferung smtlicher Eiseneinbauteile: SVAI-MS (kurzer Transport) Lieferung des gesamten Montagematerials: SVAI-MS (rasch verfgbar)
3) Kosten zu optimieren
Grundlage: Zusammenarbeit mit SVAI-MS:
Gute Kooperation und Teamgeist, gegenseitige Akzeptanz Lsungsorientierte, professionelle Abwicklung, +/- Liste Aktive Rolle des Consortiumleaders durch SVAI-Linz PL
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Page 9 Kepler Society 7. November 2011
CC Brazil Slab Caster
SVAI Linz: Basic & Detail Engineering (BE, DE) Fundamentfhrungsplanung BE fr HVAC & FF WTP BE und DE CCM Mechanische Ausrstungen
ca. 3.000t. (2/3 aus China) CCM Fluids & Elektrische Ausrstungen Laborausrstung Splstand
Siemens Sao Paulo: Electrical Substation
SVAI - Duisburg: RH Anlage, Import Portion (separater Vertrag)
SVAI MS: Bau DE (Fa. SEI) Hallenverrohrung DE (Fa. EPC) HVAC & Fire Fighting DE & Lieferung Kleinkrane WTP Ausrstungen WTP Elektrische Ausrstungen (+DE) - VIA Verteilerwirtschaft, Instandhaltung Eiseneinbauteile, Montagematerial
RH Anlage, Local Portion (separater Vertrag)
Fa. Brazil: Stahlbau (BE, DE, Lieferung, Montage) EOT Krane Baudurchfhrung Montage
Lieferaufteilung
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Page 10 Kepler Society 7. November 2011
CC Brazil Slab Caster
SVAI-MS Engineeringpartner - Lieferanten Fertiger
1) Engineering:
1.1) Fa. XX (DE Civil): am terminkritischen Pfad, qualitative Mngel, Hhere Attention seitens SVAI-Linz notwendig.
1.2) Fa. YY (Baypiping BE + DE): qualitative Mngel, insbesonders aufgrund unabgestimmter Schnittstelle zu GA Hallenstako.Frhzeitige Attention seitens SVAI-Linz notwendig.
2) Equipmentzukauf und Fertigungsberwachung:
Lokales Equipment terminlich und qualitativ im Griff, u.a. sichergestellt durch SVAI-Linz 100% Vorortprsenz
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Page 11 Kepler Society 7. November 2011
CC Brazil Slab Caster
Fa. CN Manufacture Strand Guide: 1 (+2) Bender 6 (+1) Bow Segments 2 (+2) Straightener Segments 7 (+1) Horizontal Segments Segment Support Structure 2 Segment Manipulators
Total: 1.220 tons
Bestelltermin: 04.04.07 (3,5 M.) Verschiffung: 31.03.08(nur 1 Verschiffungstermin notwendig)
ETA Rio de Janeiro: 13.05.08(16,5 M.)
Chinafertigung
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Page 12 Kepler Society 7. November 2011
CC Brazil Slab Caster
Fa. CN2 Manufacture: 1 Ladle Turret, incl. bearing 2 Tundish Cars 7 Tundish + Stopper Control Runout Roller Tables Dummy Bar Top Feeding
Total: 1.010 tons (order:04.04.07)
ETA Rio de Janeiro: (Verschiffung in 3 Lieferlots)
13.05.08 (16,5 M.) Roller Tables09.09.08 (20,5 M.) Ladle Turret23.10.08 (22. M.) Tundish Cars4 Monate terminkritischer VerzugZWZ - China
Chinafertigung
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Page 13 Kepler Society 7. November 2011
CC Brazil Slab Caster
Hauptprobleme bei Chinafertigung: Termin- und Qualittskontrolle unzureichend sichergestellt.
1. Fa. TAI Technologische Stako fr RH mangelhafte Schweinhte und Anstrich Sanierung in Brasilien Terminverzug bei Montage
2. Fa. CN SegmenteRollenalignment auerhalb der Toleranz Demontage und Reshimmenvon 3 Segmenten durch GA whrend der KalttestphaseSegmentzuganker nicht angezogen Nachtschichtaktivitt whrend der Kalttestphase gemeinsam mit GA Montagefirma (UTC)
3. Fa. CN2 Drehturm, Verteilerwgen, etc4 Monate Terminverzug, Verteilerwgen wurden 2x gefertigt drohende Terminpnale durch KundenKeine Qualittsbeanstandungen durch GA fit for use
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Page 14 Kepler Society 7. November 2011
CC Brazil Slab Caster
So erlebten wir Fa. Brazil Fa. Brazil hat keine Erfahrung in Brammentechnologie, hohes Vertrauen in SVAI Sehr herzlich, wenngleich wenig kompromissbereit und brokratisch Mchtige Projektmanagment Tools (amerikanischer Prgung): EPM System fr Terminplanung -- Vertragsbestandteil DOCTEC System fr Zeichnungsverwaltung -- Vertragsbestandteil Vertrag wird eingefordert, konsequent im Claimmanagement uerst langwieriges Engineering Approval technisch und formell Projektadministrator anstelle Projektleiter + Engineeringabteilung Entscheidungen im Kollektiv nach langen internen brasilianischen Besprechungen (Elektro-) Standards (nicht immerstate of the art) sind nicht verhandelbar Baustellenmanagement anfangs outgesourced (Lyon Engineering) Marathonmeetings & Trainingsmarathons in Linz und auf Baustelle
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Page 15 Kepler Society 7. November 2011
CC Brazil Slab Caster
Intensiv an Kundenbeziehung gearbeitet Umfangreiches Kickoffmeeting mit Durchsprache brisanter Themen,
z.B. Kabeltunnel unter Brammenlager CCM Referenzbesuch bei Alchex, genutzt fr Engineeringnderungen
z.B. 2 Manuelle Schattenrohrmanipulatoren auf Verteilerwgen Approvalmeetings in Linz, Terminplanmeetings auf Baustelle Fa. Brazil ins Boot geholt bei Fertigerauswahl, Besuch bei Fa. CN und Fa. CN2 Regelmige Fortschrittsbesprechungen mit Fa. Brazil auf der Baustelle Regelmige Termin- und Qualittskontrollen mit Fa. Brazil bei Fa. CN und Fa. CN2 Equipmentabnahmen mit Fa. Brazil - Fa. CN , 2x Fa. CN2, XX, YY,
gesamte Elektrik, Laborequipment reduzieren Diskussionen auf Baustelle Umfangreicher FAT Test mit Fa. Brazil Level 1 / Level 2 in Linz 3 Wochen Training in Linz in 3 parallelen Gruppen 3 Jahre intensive Projektbetreuung, davon 1 Jahre intensive Baustellenbetreuung (gegen Bezahlung - Supervision)
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Problembereiche
Fa. Brazil System fr Terminplanung (EPM-System) nicht praktikabel, aberVertragsbestandteil Fa. Brazil Dokumentationsstandards fr SVAI-Linz nicht einhaltbar, aber
Vertragsbestandteil, auch fr Approvaldokumentation Technischer Doku-Koordinator in Linz zu spt etabliert.
Informationsverlust an Schnittstellen SVAI Linz intern und zu SVAI-MS Informationsverlust an Schnittstellen zu Fa. Brazil , Beispiel Hallenstako
Einbindung und berwachung von Siemens Sao Paulo Substation Kapazittsengpsse in Duisburg (RH - Anlage)
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Erfolgsfaktoren
Terminplanung: Detaillierte Terminplanung (Fulltimejob) Baseline = Messlatte fr Pnaleanspruch
Straffe Engineeringtermine trotz berauslastung im KB Protokollfhrung smtlicher MoMs mit Fa. Brazil durch SVAI
MoMs vorausschauend gestaltet
Umfangreiche monatliche Progress Reportsverfasst unter dem Gesichtspunkt der Claimabwehr
Frhzeitige Vergaben an Fa. CN und Fa. CN2 (nach 3 Monaten) SVAI Lieferverzge im Schatten der kundenseitigen Bauverzge
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9. Monat
12. Monat
9. Monat
12. Monat
Baustelle imVerzug aufgrund:
Fa. Brazil / Fa. ZZ
1) Wetter
2) Engineering(Sicht von Fa. Brazil)
Civil:
Fa. Brazil /Fa. ZZ
Sept. / Dez.2007
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25.09.08 (21. M)25.09.08 (21. M)10.07.08 (18,5 M)10.07.08 (18,5 M)
Startup revidiert: 30.04.09
Hilferuf nach SVAI-berwacher
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08.10.08 (21,5 M)08.10.08 (21,5 M) 24.11.08 (23 M)24.11.08 (23 M)
Betonbau berlappend MontageFa. Brazil / Fa. ZZ mit Fa. Brazil / Fa. VV
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Oktober 08Oktober 08 November 08November 08
Dezember 08Dezember 08
Montagehochphase
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Cold CommissioningMrz / April 09
408 tons
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Kokillenbereich OS1
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Steam Exhaust Room
2 Beispiele fr anlagenkritische Bereiche.Verabsumt, diese in einem interdisziplinren Layout zusammenzufhren. Lckenhafte Montagedokumentation;Casting Platform Layouts und Room Layouts notwendig.
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Splstand:1. Pfannenbehandlung am 30.04.09
WTP: termingerecht in Betrieb
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30.04.09: Readiness for Operation07.05.09: 1st heat = PAC16.10.09: FAC Final AcceptanceAlle performance tests unterschriebenBeginn Warranty31.10.09: Ende SVAI Supervision
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Von PAC to FAC in 5 Monaten:hot commissioning & performance testing
27 single test certificates unterschrieben
750 heats = 150.000 tons99,1% primequality Brammennur 1 Durchbruch
berwachung:50 Mannmonate whrend hot comm.Gesamt: 150 Mannmonate Smtliche timesheets unterschrieben
Vertraglich kUS$ 1,970 erhht aufkUS$ 4,600 fr berwachung
Zustzliche Ersatzteilauftrge ber k 3,500 erhalten
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