Future Steel Forum 2017 by Quartz Business Media

REVOLUTION OR EVOLUTION?

DIGITALISING STEEL

CUSTOMER FOCUS

VIRTUALISATION

Dirk Schaefer offers an holistic perspective on Industry 4.0

Jonathan Toler of Kloeckner Metals looks at the digital supply chain

SAP’s Stefan Koch discusses customer focus and value creation

Russula’s Daniel Sanchez discusses virtualisation in industry

www.steeltimesint.com Future Steel Forum Supplement June 2017

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Leading partner in the world of metals

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SMS group GmbH Eduard-Schloemann-Strasse 4 40237 DĂźsseldorf, Germany

Phone: +49 211 881-0 Fax: +49 211 881-4902

automation@sms-group.com

www.sms-group.com

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03.05.17 11:07

REVOLUTION OR EVOLUTION?

DIGITALISING STEEL

CUSTOMER FOCUS

VIRTUALISATION

Dirk Schaefer offers an holistic perspective on Industry 4.0

Jonathan Toler of Kloeckner Metals looks at the digital supply chain

SAP’s Stefan Koch discusses customer focus and value creation

Russula’s Daniel Sanchez discusses virtualisation in industry

www.steeltimesint.com Future Steel Forum Supplement June 2017

STEEL TIMES INTERNATIONAL – Future Steel Forum Supplement - June 2017

Picture courtesy of: Leybold STI Cover supplement.indd 1

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EDITORIAL Editor Matthew Moggridge Tel: +44 (0) 1737 855151 matthewmoggridge@quartzltd.com

Production Editor Annie Baker Advertisement Production Martin Lawrence SALES International Sales Manager Paul Rossage paulrossage@quartzltd.com Tel: +44 (0) 1737 855116 Sales Director Ken Clark kenclark@quartzltd.com Tel: +44 (0) 1737 855117 Managing Director Steve Diprose stevediprose@quartzltd.com Tel: +44 (0) 1737 855164 Chief Executive Ofﬁcer Paul Michael

Published by: Quartz Business Media Ltd, Quartz House, 20 Clarendon Road, Redhill, Surrey, RH1 1QX, England. Tel: +44 (0)1737 855000 Fax: +44 (0)1737 855034 www.steeltimesint.com

Welcome by Matthew Moggridge

The Conference Programme

Speaker Biographies

Exhibitor Profiles

Industry 4.0 – an holistic perspective

There is such a thing as a free lunch

The steel industry is digitalising

The human factor

Looking beyond the plant

Virtualisation for industry

Meeting customer requirements

Digital done differently

Energy efficient gas cleaning

Exhibition floorplan

Innovations – new products news

ISSN0143-7798

Future Steel Forum would like to thank Pixabay for some of the images published in this supplement.

Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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WELCOME

MATTHEW MOGGRIDGE EDITOR

matthewmoggridge@quartzltd.com

SHERATON WARSAW HOTEL 2

“If you’re not digital you are going to be left behind,” says Jonathan Toler of Kloeckner Metals, writing in this very publication. He has a point. Everybody is talking about the benefits of Industry 4.0 – or ‘smart manufacturing’ as it is known in the USA. For the foolish, it’s merely a buzz phrase, but for those with vision it represents a major sea change in the way foundation industries, like steelmaking, conduct their day-to-day operations. In short, it’s the fourth industrial revolution and you would be well advised not to ignore it. In this limited edition conference publication, PwC claims that digitalisation will not only affect horizontal and vertical integration in the steel industry, it will also lead to new business models, which will boost operational efficiency and react to commoditisation and low-cost competition. But what exactly is Industry 4.0 and how can it benefit the steel industry? Dr. Dirk Schaefer, associate professor of design engineering at the University of Bath in the UK, says that Industry 4.0 is a ‘transformative event’ that occurs where ‘countless elements comprising industrial systems are being interfaced with internet communication technologies to form the smart cyber-physical factories of the future’. How can Industry 4.0 benefit the steel industry? Well, if you’re reading this in the Sheraton Hotel, Warsaw, Poland, then the chances are you are attending the Future Steel Forum, a conference that will focus entirely upon answering the big questions concerning digital manufacturing. We have plenty of top flight speakers eager to help you find the answers that you are looking for. I really hope you enjoy this supplement and the conference it supports.

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www.harald-wehrle.de

Tools & Equipment

Consulting & Qualification

Engineering & Projects

Services & Spare Parts

Since 1983, the Badische Stahl-Engineering GmbH (BSE) has been acting as a service provider for increasing the efficiency and productivity in the electric steel industry worldwide. BSE is a sister company of the Badische Stahlwerke GmbH (BSW), one of the world’s most efficient Electric Arc Furnace steel plants.

We are Steelmakers! BSW and BSE – a unique partnership that will help you to reach even ambitious goals.

This unique partnership between BSW and BSE ensures that all products and services provided by BSE are not just based on mere theory, but on more than 4 decades of own proven operational experience. Badische Stahl-Engineering GmbH Robert-Koch-Straße 13 D -77694 Kehl/Germany Phone (+49) 78 51/8 77- 0 Fax (+49) 78 51/8 77-133 eMail info@bse-kehl.de www.bse-kehl.de BSE America 1811 Sardis Road North, Suite 210 Charlotte, NC 28270 Phone (704) 553-1582 www.bse-america.com

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DAY 1

WEDNESDAY 14TH JUNE 0745-0830HRS: REGISTRATION. 0845hrs:

Welcome to Future Steel Forum by Matthew Moggridge, Editor, Steel Times International

0855hrs:

Opening Address – Cognitive Value Chain – an approach to managing Digital Disruption in Steel by Manish Chawla, General Manager, IBM.

0915hrs:

Keynote: Global Perspectives on Digital Manufacturing by Pinakin Chaubal, General Manager, ArcelorMittal Global R&D.

INTRODUCTORY THEMES

Chairman: José Favilla, Director, Industry Solutions for Industrial Products, IBM.

0945hrs:

Voestalpine – One Step Ahead in Digitising Processes in the Metals Industry by Dr. Michael Eder, Global Chief Digital Officer, voestalpine; and Dr. Johann Reisinger, Head of R&D Mechatronics, Voestalpine Stahl GmbH.

1015hrs:

Digital Transformation Initiatives in Mining & Metals – the Tata Steel approach, by Sarajit Jha, Chief of Digital Value Acceleration, Tata Steel.

1045hrs - 1115hrs: Coffee Break and Exhibition Time.

1115hrs:

The Digital Revolution – The Human Factor and Inertia by Dr. Rizwan A Janjua, Head of Technology, World Steel Association (worldsteel).

1145hrs:

Industry 4.0 – where does the humble human being fit in? By Michael Bremicker, Partner, Operations Consulting, KPMG AG and Dr. Markus Zeimes, Partner, Audit Corporate, KPMG AG.

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1215hrs:

How Could Industry 4.0 Transform the Steel Industry? By Professor Harald Peters, VDEh-Betriebsforschungsintitut GmbH.

1245hrs:

IT terminology – defining the concepts by Stéphane Mouton, Department Manager, CETIC (Research Centre on IT).

1315hrs - 1445hrs: Lunch Break and Exhibition. BUSINESS MODELS

Chairman: Mick Steeper, Chair, Iron & Steel Society, IoM3.

1445hrs:

Ensure your Digital Plant Runs Perfectly – but also benefits your customers, by Stefan Koch, Global Lead for Metals, SAP SE.

1515hrs:

How Industry 4.0 Can Save Steelmakers Money, by Jane Zavalishina, CEO, Yandex Data Factory.

1545hrs:

Industry 4.0 – An Holistic Approach by Eur Ing. Dr. Dirk Schaefer, Associate Professor of Design Engineering, University of Bath.

1615hrs - 1645hrs: Tea Break and Exhibition Time. 1645hrs:

Keynote Presentation: Industry 4.0 in Steel: Status, Strategy, Roadmap and Capabilities by Holger Stamm and Dr. Nils Naujok, Strategy&, part of the PwC Network.

1715hrs:

Panel Discussion: New Business Models. Chairman: Luc Van Nerom, Head of Research & Development, PSI. Panellists: Dr. Michael Eder, Global Chief Digital Officer, voestalpine. Dr. Markus Reifferscheid, SMS group. Yannick Leprêtere, Innovation Director, Fives. Eur Ing. Dr. Dirk Schaefer, Associate Professor of Design Engineering, University of Bath. Dirk A Classens, Vice President, Industrial Products, IBM.

1800hrs - Conference closes.

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DAY 2

THURSDAY 15 TH JUNE 0830hrs:

Panel Discussion: Perspectives on Steel Manufacturing and Digitalisation. Chairman: Dr. Rizwan A Janjua, Head of Technology, World Steel Association (worldsteel). Panellists: Marco Ometto, Executive Vice President, Danieli Automation; Jane Zavalishina, CEO Yandex Data Factory; Kristiaan Van Teutum, Vice President, Strip Processing Lines, Fives; Dr. Markus Reifferscheid, SMS group; Kurt Herzog, Head of Department, Industrie 4.0, Primetals Technologies; José Favilla, Director, Industry Solutions for Industrial Products, IBM.

• Business Organisation

Chairman: Luc Bongaerts, Business Development Manager, OM Partners, Belgium.

0930hrs:

Industry 4.0 and its Challenges for Flexible Production Planning by Wilfried Runde, Head of Production Planning Systems of EA Direct Business and EA Services, SMS group.

1000hrs:

Rolling into the Future of Digitalisation – Primetals Technologies’ Long Rolling Control System, by Paul Riches, Primetals Technologies USA.

1030hrs:

Industry 4.0 – from equipment to service. Keywords for the future of co-operation between automation and steel manufacturing, by Marco Ometto, Executive Vice President, Danieli Automation.

1100hrs - 1130hrs Coffee Break and Exhibition Time 1130hrs:

The Digital Unity – How Customers Benefit from a Production Management System by Kurt Herzog, Head of Department, Industrie 4.0, Primetals Technologies.

1200hrs:

Fives and Bautou: A 10-year Digital Programme to Develop a Wide Range of High Added Value Automotive Steels by Jean-Paul Nauzin, CEO, Fives KEODS.

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1230hrs:

Industry 4.0 in Rolling Mills by Hans Peintinger, Managing Director, QuinLogic GmbH.

1300hrs:

Intelligent Control Systems: How to Upgrade Existing Operational Technologies, by Daniel Sanchez, Sales Director, Russula.

1330hrs - 1430hrs: Lunch and Exhibition Time. • IT Infrastructure.

Chairman – Dr. Dirk Schaefer, Associate Professor of Design Engineering, University of Bath.

1430hrs:

Optimising the Plants of the Future thanks to Smart Data & Services by Yannick Leprêtre, Innovation Director, Fives.

1500hrs:

Evaporating the Pyramid – Close Collaboration between Production Management and Process Automation by Luc Van Nerom, Head of Research & Development, PSI.

1530hrs:

Intelligent Alarm Management in the Steel Industry by Sebastian Kopsan, Backend Developer, SMS Digital.

1600hrs - 1630hrs Tea Break and Exhibition Time. 1630hrs:

ABB Metals’ Ability in Digital: The Internet of Things, Services and People from an industrial automation supplier. By Andreas Vollmer, Global R&D Manager, ABB Metals.

• Plant Safety and Security.

Chairman – Jose Favilla, Director, Industry Solutions for Industrial Products, IBM.

1700hrs:

Trustworthy Industrial Control Systems – how to take security seriously, by Professor Chris Hankin, Imperial College London.

1730hrs:

Cyber Security – a New Challenge for Production (Management) by Jörg Hackmann, Head of Products and Methodology, PSI.

1800hrs - Closing remarks by Matthew Moggridge, Editor, Steel Times International.

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CMI Group, two centuries of engineering in the service of the industry Cockerill Maintenance & Ingénierie: a long history, inextricably linked to that of the industrial revolution… In 1817, the British businessman John Cockerill begins his industrial activity in Wallonia by supplying weaving looms to the wool industry. He rapidly diversiﬁes his activities: blast furnaces, industrial boilers, warships… Passionate about steam machinery, in 1835 Cockerill builds the ﬁrst working steam locomotive to run on the European continent.

Innovative technologies for the metals industry

The tone was set. This thirst for innovation has driven the generations of engineers who, for the past two centuries, have been introducing new processes bearing the Cockerill brand onto the market: engine designed by Rudolf Diesel, guns, boat engines, water tube boilers, locomotives, heat recovery steam generators for electric power plants, rolling mills and steel processing lines, reheating and heat treatment furnaces, boilers for thermo-solar power plants... From the outset, the ‘Cockerill factories’ have been anticipating trends and playing a determining role in worldwide technological advances. John Cockerill also laid the foundations of the international vocation of CMI today. A great industrial explorer, he made many visits abroad, always on the lookout for new technologies and new projects. His conquering spirit has thrived through the decades. Thus, in 1890, the ‘Cockerill company’ was involved in the construction of the ﬁrst major Chinese steelmaking complex, located at Hanyang, designing equipment and assisting the client in raising capital, assembling the installations and training the local workers.

Today, with the beneﬁt of this centuries old understanding of industrial processes, and driven by the conquering and innovative spirit of its founder, the CMI Group continues to design, install, modernize and maintain equipment across the whole world, and to provide its clients and partners with value-added services and its expertise in international project management.

Technological, international, robust This technology driven group places numerous beneficial assets at the disposal of its client industries: a unique combination of engineering and maintenance expertise, a vast geographic and technological scope, and an ability to innovate in accordance with the operational needs of its customers. CMI has never stopped enlarging its geographical reach and its portfolio of technologies. The Group today counts operational units in Africa, Brazil, China, Europe, India, New Caledonia, Russia and the United States. In all, some 4 600 members of staff within the Group constitute a pool of talent commensurate with CMI ambitions. With the benefit of this organization, CMI today serves an ever more diversified client base. Whatever their specific needs, in CMI they find a partner of choice, whether as an EPCM services provider across all technologies, for solutions involving reducing the ecological footprint of industrial processes, for specialized services or for the Group’s dynamism in terms of innovation.

200 YEARS OF FUTURE! The CMI Group proudly celebrates its bicentennial

Cold rolling § Strip processing § Chemical processes Thermal processes § Mechanical equipment Automation § Extractive metallurgy www.cmigroupe.com DE SIG N | ENGINEERING | COMMISS IO NING | TE C H NIC A L A S S IS TA NC E & TR A INING | A F T ER- S A L ES 1 In the 19th century, a team from the ‘Établissements Cockerill’ at Seraing (Belgium) receives Viceroy Hung-Chang from the Chinese province of Zhili.

175421-ann-CMI Metals-200 ans-A3 hor.indd 1

1 In the 21st century, the teams from the CMI Group perpetuate the John Cockerill tradition, sparing no effort to meet the expectations of their clients.

30/03/17 08:43

Innovative technologies for the metals industry

200 YEARS OF FUTURE! The CMI Group proudly celebrates its bicentennial

175421-ann-CMI Metals-200 ans-A3 hor.indd 1

1 In the 21st century, the teams from the CMI Group perpetuate the John Cockerill tradition, sparing no effort to meet the expectations of their clients.

30/03/17 08:43

Speakers 14TH -15TH JUNE 2017

MATTHEW MOGGRIDGE, EDITOR, STEEL TIMES INTERNATIONAL. Matthew Moggridge has been editor of Steel Times International since January 2014 having previously edited Aluminium International Today, both published by the UK-based Quartz Business Media. During his time on both titles he has travelled extensively around

the world interviewing and writing about leading figures in the metals industry and covering international steel and aluminium conferences. In addition to working as a journalist in many different industrial sectors, he is also the driving force behind the development of the

Future Steel Forum event, in particular the conference programme. Matthew’s career as a business journalist has spanned many leading titles covering other industrial sectors including food processing, foodservice, bulk handling and transportation and computers.

MATTHEW MOGGRIDGE MANISH CHAWLA, General Manager, Global Industrial Products, IBM.

MANISH CHAWLA

Manish Chawla is Global Industry GM for Industrial Products, based in Delhi, India. At IBM, Industrial Products includes the Manufacturing, Resources and Construction segments. Manish took on this role in 2016 after leading the IBM business in these industries in the US, and then the Asia Pacific region to sustained growth. Manish oversees IBM client business in these industries – including solutions, services (consulting and outsourcing), software, cloud, hardware and research engagements. He is also accountable for setting strategy, developing industry solutions, driving industry marketing, sponsoring key partnerships/ alliances such as nurturing industry skills and domain capabilities across the sales and delivery teams. He has over 20 years of diverse management/technology advisory

and solution experience related to global business transformations in these industries. Manish is currently focused on driving thought leadership in ‘digital re-invention’ including Industry 4.0/Internet of Things and IBM’s Cognitive Solutions to these industries. This includes several years of frequent executive management/C-level interaction as a trusted business advisor helping his clients envision roadmaps to drive step-change in key areas of their organisations. He has worked with several clients in these industries including: Air Products, DuPont, Merck KGaA, Lubrizol, HMEL, QAPCO, PTT, Petronas, Shell, BP, Inpex, Reliance, BHP, FMG, Adani, WorleyParsons and ABG. Manish joined IBM in 2008 in the US with a focus on manufacturing and resources clients, eventually moving on to lead this segment

in IBM US from 2011 to 2013. He then relocated to India to lead the industrial sector in Asia Pacific from 2014-15. Prior to that, Manish worked at BearingPoint US (formerly KPMG Consulting) from 1999 to 2007 and consulted with several global industrial sector clients on a variety of transformation initiatives. Prior to KPMG he worked with Accenture in India and the UK for three years focused on BPR/manufacturing cost reduction projects as well as ERP implementations. Manish holds an MBA from the Indian Institute of Management, Ahmedabad, India, and a Bachelors in Engineering from Delhi College of Engineering, University of Delhi, India. He currently lives in Delhi, India, with his wife and two daughters.

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PINAKIN C CHAUBAL, GENERAL MANAGER, ARCELOR MITTAL GLOBAL R&D. Dr. Chaubal is a graduate of the Indian Institute of Technology and obtained his PhD in Metallurgical Engineering from the University of Utah in the USA. He joined the steel industry in 1988 and has been involved in various aspects of process technology developments from raw materials to

finishing processes in the steel production chain. He is currently general manager of ArcelorMittal Global R&D responsible for worldwide programmes in process technology development. Within this scope reside ArcelorMittalâ&#x20AC;&#x2122;s initiatives in smart manufacturing. ArcelorMittal has traditionally placed

a strong emphasis on leveraging developments in measurements, modeling and information technology to automate processes, and today is focused on further leveraging the various concepts under the umbrella of digitalisation on an enterprise-wide basis.

PINAKIN C. CHAUBAL

JOSE FAVILLA, DIRECTOR, INDUSTRY SOLUTIONS FOR INDUSTRIAL PRODUCTS, IBM. Mr. Favilla is a worldwide Executive Director/Partner at IBM. He has global responsibility for Industrial Solutions and over 30 years of experience in applying analytics and artificial intelligence to solve complex business prob-

lems for his clients in the metals industry. He is a member of the IBM Industry Academy, a selected group recognised by its expertise and contribution to the industries it serves. Mr. Favilla has a bachelor and a

masters degree and is concluding studies for a doctorate in electronics engineering with specialising in optimisation and artificial intelligence.

JOSĂ&#x2030; R. FAVILLA JR

DR MICHAEL EDER, GLOBAL CHIEF DIGITAL OFFICER, VOESTALPINE. Michael Eder is Global Chief Digital Officer of voestalpine Edelstahl GmbH. voestalpine Edelstahl GmbH together with its 100 + subsidiaries represents the Special Steel Division of voestalpine with more than 13,400 employees and more than EUR2.6 billion in revenue. Michael Eder

started his career as an automation engineer in the iron and steel industry, being responsible for implementing technological control systems for rolling mills at a world leading plant building company. Before his transition to voestalpine he worked for a leading top management consulting

company, performing operational improvement as well as strategy engagements; in the last years also focusing on digitalisation. Michael Eder holds an Ing. degree in Telecommunication engineering as well as a Master and a PhD degree in business science.

MICHAEL EDER

DR. JOHANN REISINGER, R&D MECHATRONICS STEEL DIVISION, VOESTALPINE Johann Reisinger is currently Head of R&D Mechatronics of voestalpine Stahl GmbH. Main fields of activity are both the development of sensor and control systems including a model-based approach and the engineering and design of simulators for process and material development. One of the key aspects is the

application of sensor- and model-based systems in order to optimize process and product quality. Johann Reisinger started his professional career as R&D Engineer at voestalpine in 1993 dealing with the development and application of physical and mechatronic systems in steel production. Since then he has held several leading positions in R&D.

Johann Reisinger holds a Master Degree (Dipl.-Ing.) in Technical Physics and a PhD Degree in Technical Science and he is author of about 50 publications with emphasis on sensors systems, measuring technique, modeling, control and simulation in the metal producing and processing industry (focus on steel production).

JOHANN REISINGER

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SARAJIT JHA, CHIEF DIGITAL VALUE ACCELERATION, TATA STEEL.

SARAJIT JHA

Sarajit Jha is based out of Jamshedpur, India. Prior to taking on his current role, he was Chief Corporate Strategist. Sarajit leads Tata Steel’s digital transformation initiatives via focusing on value creation, linkage to strategy, building cross-company agile culture and experimenting with new business models. Sarajit has a decade and half of general management experience in the TAS – Leadership Develop-

ment Cadre of the US$100 billion+ Tata group in technology, international business development, brand strategy, turnaround strategy, business vertical creations, joint ventures, start-ups, merger & acquisitions (M&A), delivery centre and delivery model optimisation. Sarajit is a regular speaker in many forums like CII and Nasscom. He has been featured in the Business Today 25 hottest executives under 40. Tata – BSS, a top 3 Business

Process Management firm in India, won the prestigious Rajiv Gandhi National Quality Award for large scale services enterprise under his stewardship. A past winner of the National Contest for Young Managers, Sarajit was nominated to the Thora Conference in Malaysia to present a strategy of Malaysia's growth. India’s National Development Council nominated him for the Bharat Gaurav Award in 2008.

DR RIZWAN A JANJUA, HEAD OF TECHNOLOGY, WORLD STEEL ASSOCIATION.

DR RIZWAN A. JANJUA

Dr. Janjua graduated from the University of Dalarna, Sweden, and got his PhD in Material Sciences from the TU Bergakademie Freiberg, Germany. He joined the steel industry in 2002 and has been involved in process technology, product application, energy, recycling,

process yield and maintenance & reliability. He is Head of Technology at the World Steel Association (worldsteel) and is responsible for leading worldsteel’s activities in the field of technology, manufacturing excellence, expert groups and benchmarking systems. Prior to this he led Steel University,

an industry platform delivering education and training to current and future employees of steel companies and related businesses. Under his leadership the annual steelChallenge became one of the signature events of worldsteel.

MICHAEL BREMICKER, PARTNER, OPERATIONS CONSULTING, KPMG AG.

MICHAEL BREMICKER

Michael Bremicker joined BrainNet/KPMG in 2008. Before that he worked more than 25 years as a Manager/Director/COO/CEO responsible for several business areas. He has special experience in product development, production, purchasing, sales and marketing and product management. Michael holds many qualifications

including: Diplom Ingenieur, REFA Ingenieur for Industrial Engineering, and certificates in Strategic marketing and sales. With core skills in general management, holistic company analysis and turn around projects, Michael was a finalist in the TQM and EFQM Modell (Ludwig-Erhardt-Price and EFQM). He was

also the recipient of a Business Process Re-Engineering (German Project Management) Award and is skilled in inventory management and planning processes with a special focus on being a project manager for cost reduction.

DR MARKUS ZEIMES, PARTNER, KPMG AG.

DR. MARKUS ZEIMES 12

Dr. Zeimes has been with KPMG since 1994 specialising in corporate auditing. Education and Qualification: – Promotion at the Martin Luther University Halle-Wittenberg (2012) – Certified Public Accountant, Germany (1999). – German tax chartered accountant (1998).

– Diploma in Business Administration, University of Cologne (1994) Business experience: – Secondment to KPMG UK, London (2000 – 2002). – Secondment as Technical Director to the German Accounting Standards Board, Berlin (20022004). – Long experience in the audit

of individual and consolidated financial statements, according to HGB and IFRS. – Audit of industrial clients (capital-market-oriented). Industry Experience: – Specific sector expertise in the steel and automotive industry.

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PROFESSOR HARALD PETERS, VDEH-BETRIEBSFORSCHUNGSINTITUT GMBH. Prof. Dr. Harald Peters has got his Dipl.-Ing. (comparable to MSc) in electrical engineering with a specialisation to process automation in 1985 from the University of Wuppertal, Germany and his PhD from the same University in 1990 with a thesis about the „Situation Recognition at continuous technical processes“. In 2011 he has got a honorary professorship from the Technical University of Aachen,

at which he gives lectures about the "Application of Data Mining technologies in the environment of technical processes" since 2003. Since 1991 Prof. Peters works in several positions at the “VDEh-Betriebsforschungsinstitut GmbH“ in Düsseldorf, Germany, which is a central research institute of the German steel industry. Today he is general manager of the institute (since the 1 January 2017) and is

responsible for all scientific and technical issues. Furthermore he is member of the European Steel Technology Platform (ESTEP) and is currently the chairmen of the ESTEP Working Group “Integrated Intelligent Manufacturing (I2M)” which deals with the field of „Industry 4.0“ applications in steel industry.

PROF. DR. HARALD PETERS

STEPHANE MOUTON, DEPARTMENT MANAGER AT CETIC. Stéphane Mouton is Software & Services Technologies department manager at CETIC. His research experience mostly lies in service-oriented computing (cloud computing, SOA, web services, and their combinations). Stéphane

ranging from embedded systems to clusters. On these subjects he produces state-of-the-art reviews and analysis for industry and helps start-ups going from ideas to technical proof of concepts by accompanying them until they

Stéphane was involved in several European research projects: AssessGrid, BEinGRID, CoreGrid, RESERVOIR, comodIT, PaaSage. He holds a Masters Degree in computer sciences and a Masters in Engineering with a specialisa-

has strong experience in software application architecture and almost 25 years’ experience in Linux

are technically autonomous and their applications tested in real conditions.

tion in computer sciences.

STEPHANE MOUTON

MICK STEEPER, CHAIR, IRON & STEEL SOCIETY, IOM3. Mick Steeper has worked in metals processing technology companies, first in projects and latterly in R+D, for most of his career. His main expertise is in steel rolling, and straddles the boundaries of mechanical engineering, process control and metallurgy. Among his employers was Siemens Metals Technologies (2005-2014) throughout which time Industrie4.0 was a significant and evolving research field. Mick now works as an

independent industrial technology consultant. Professionally, Mick is a Fellow of the Institute of Materials, Minerals and Mining and chairs IOM3’s Iron and Steel Society (its Steel Division) having been an active member of the Division’s Technical Committee and latterly its Board since the 1990s. He has also chaired the Institute’s Rolling Committee and oversaw its transition to today’s Bulk Metalforming Com-

mittee, in which form it now also covers forging and extrusion. Mick is a member of the EPSRC’s “Manufacturing the Future” Strategic Advisory Team and has previously served on a variety of its SATs. He is also a member of the Strategic Facilities Advisory Board of the Sir Henry Royce Institute for Advanced Materials. He graduated in Physics from the University of Oxford and now lives in Sheffield.

MICK STEEPER

STEFAN KOCH, GLOBAL LEAD FOR METALS, SAP SE. Stefan Koch is responsible for SAP solutions for the metal industry globally. In this role, he looks closely at all aspects of how technology can be applied to drive efficiency, innovation and growth across the metals industry. He is

in frequent discussions with leading metals companies, industry user groups, technology implementation partners and independent software vendors. Presently Stefan is guiding a number of ongoing discussion with metals

companies on how to drive Digital Transformation in Metals and to identify the role of Industry 4.0 and IoT in this context. Stefan has been involved in the application of technology in manufacturing industries for more than 20 years.

STEFAN KOCH Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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JANE ZAVALISHINA, CEO, YANDEX DATA FACTORY. Jane Zavalishina is the CEO of Yandex Data Factory – a machine learning and data analytics company belonging to Yandex, one of Europe’s largest internet companies. Jane is a regular voice at international events, including

TM Forum Live, Money 2020 and Web Summit. Jane draws on experience from Yandex Data Factory’s work in the telecoms, manufacturing and retail industries. Before the launch of Yandex Data Factory in January 2014, she was CEO

of Yandex. Money from 2006, of which she is still a board member. Jane was recently named in Silicon Republic’s Top 40 Women in Tech as an inspiring leader. Jane can be found tweeting at @ JaneZaval.

JANE ZAVALISHINA EUR ING. DR. DIRK SCHAEFER, ASSOCIATE PROFESSOR OF DESIGN ENGINEERING, UNIVERSITY OF BATH.

DR DIRK SCHAEFER

Dr Dirk Schaefer is an Associate Professor of Design Engineering in the Department of Mechanical Engineering at the University of Bath (UK). Prior to joining Bath, he held faculty positions at the Georgia Institute of Technology (USA) and the University of Durham (UK), respectively. He has more than 20 years of experience in Computer-Aided Product Development, Engineering, and Manufacturing, both in industry and academia. Dr Schaefer is spearheading research on Cloud-based Design and Manufacturing (CBDM) and Social Product Development

(SPD), which are high-impact areas in the context of Industry 4.0 and Cyber-Physical Systems (CPS) for Product Creation and Production Engineering. In 2014 he published worldwide the first two books on Cloud-based Design and Manufacturing as well as Social Product Development with Springer. A third volume on Cybersecurity for Industry 4.0 is to appear in 2017. He is a registered Professional Engineer in Europe (Eur Ing), a Chartered Engineer (CEng), Chartered Technological Product Designer (CTPD), and a Chartered IT-Professional (CITP) in the UK.

In addition, he is a member of the Design Society (DS), the American Society of Mechanical Engineers (ASME), the Institute of Electrical and Electronic Engineers (IEEE), and the Association for Computing Machinery (ACM). Dr Schaefer’s work has resulted in more than 140 scholarly publications in journals, books, and conferences, more than 75 presentations at national and international events, and significant external funding for research, development and technology transfer.

HOLGER STAMM, STRATEGY&, PART OF THE PWC NETWORK.

HOLGEN STAMM

Holger Stamm is a Director with PwC Strategy&, which reinvents strategy consulting as the world’s leading Strategy-through-Execution firm, and is co-leading the EMEA metals team of PwC. He is based in Düsseldorf, where he specialises in operating model development, digital and M&A strategies in the metals

and process industry. Holger is responsible for digital and Industry 4.0 solutions and services for the steel and metals industry. In this role he is in close contact with leaders of the European steel and metals industry, companies along the steel value chain and technology partners. He supports his clients in the needed business

and organisational transformation to digital operations and digital business models for more agility, efficiency, digital capabilities and forward integration. Holger has more than 20 years of experience enabling his clients to deliver substantial benefit by improving their business performance.

DR. NILS NAUJOK, STRATEGY & PART OF THE PWC NETWORK.

DR. NILS NAUJOK 14

Dr. Nils Naujok is EMEA metals consulting leader and partner with PwC Strategy&, which reinvents strategy consulting as the world’s leading Strategy-through-Execution firm. He is based in Berlin, where he specialises in strategy development, operating model development, operations and innovation strategies for the metals

and process industry. He is the leader of PwC’s EMEA steel and metals consulting practice and of Strategy&’s Innovation and Development Excellence practice. In this role he is in close contact with leaders of the European steel and metals industry, industry associations, media representatives and technology partners. One key

element of his consulting focus is the advice related to industry 4.0 in the steel and metals industry. He supports his clients in the needed transformation to digital operations and digital business models. Nils has more than 20 years of experience enabling metals organisations to deliver substantial benefit by improving their performance.

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LUC VAN NEROM, HEAD OF RESEARCH & DEVELOPMENT, PSI. Luc Van Nerom has a master’s degree in Mathematics and Computer Science from the University of Brussels (VUB). After his studies, he continued at VUB as researcher at the laboratory of artificial intelligence focusing on knowledge- based decision systems. In 1986 he co-founded the company

AIS to bring artificial intelligence and mathematical modeling to the industrial world. Soon the first solutions (caster and HSM scheduling) became a reality. The product was stepwise extended to a complete planning and scheduling product called SteelPlanner. Today AIS and its products are

fully embedded into PSI Metals. After AIS merged into PSI Metals, Luc became responsible for product architecture, product modeling and product innovation. Today he is deputy managing director focusing on the future of the product.

LUKE VAN NERON

DR. MARKUS REIFFERSCHEID, SMS GROUP. Dr.-Ing. Markus Reifferscheid was born in Frankfurt/Main, Germany, in 1967 and finished his studies of metallurgy at the Technical University of Clausthal. He completed his PhD at the Max-Planck Institute

of Ferrous Metallurgy in Duesseldorf, Germany. Since 1996 he has worked with the SMS group – a plant and machine building company for the steel and non-ferrous metal industry. He has been senior

vice president, research and development, for the SMS group in Duesseldorf for more than four years. His main R&D topics are related to steelmaking, continuous casting and CSP-technology.

MARKUS REIFFERSCHEID YANNICK LEPRÊTRE, INNOVATION DIRECTOR, FIVES. Yannick Leprêtre graduated in engineering and wrote a PhD in metallurgy. He studied, as a specialisim, the hot dip galvanising of automotive steel grades and spent more than 10 years in the steel

industry, mostly working for the Usinor Group. He then took several positions as CEO of machine building companies, in particular for the building materials sector. He joined Fives six years ago as

CEO of its cold rolling mill manufacturing subsidiary, Fives DMS. He is now Head of Innovation and Digital development at Fives.

YANNICK LEPRÊTRE

DIRK CLAESSENS, GENERAL MANAGER, INDUSTRIAL PRODUCTS, IBM. Dirk Claessens is the General Manager for Industrial Products globally. He joined IBM as a consulting partner when PwC consulting was acquired in 2002. As a consulting partner he has been involved in delivering assignments in supply chain management, technologies and application strategies and implementations in the industrial

Sector. This includes international assignments for two years in Australia/New Zealand, and one year in Taiwan after which he returned to Europe. Joining IBM he was asked to lead the metals and mining Industry globally (for business services) and as such he has worked in chemicals, petroleum, metals and mining companies and spoken on various occasions at conferences

around the world. He was asked to run the Industrial Sector for Growth Markets and relocated to Shanghai in 2009 after which he was appointed General Manager, Metals and Mining, and was relocated to Brazil to run the practice from there. He has been back in Europe since 2014. He holds a degree in Commercial Engineering and an MBA.

DIRK A CLASSENS

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MARCO OMETTO, EXECUTIVE VICE PRESIDENT, DANIELI AUTOMATION.

MARCO OMETTO

Marco Ometto started his career as a SW programmer with a leading machine tool manufacturer within the scope of its automated factory development programme. After filling various roles in the SW programming and electrical systems area, he quit in 1994 as head of the technical office reporting directly to the Technical Director. He joined DANIELI Automation Spa in 1994 (a subsidiary company of the DANIELI Group) as project leader for the development of

Manufacturing Execution Systems (MES) in the Metals industry. As manager of the MES product development department, Marco had 13 engineers working with him and involved in the analysis, development and commissioning of MET systems. In 1998 he took on the role of manager of process control systems responsible for the whole production chain of DANIELI (from rough to finished products); By 2001 he had been appointed

manager of automation systems design and development for electric meltshops and CCMs for long and flat steel products (including auxiliary plants), with 55 engineers in total divided into the various specialist areas. Two years later he was appointed executive manager with the task of studying the expansion of the company abroad. He is currently executive vice president of Danieli Automation.

KRISTIAAN VAN TEUTUM, VICE PRESIDENT, STRIP PROCESSING LINES, FIVES. Kristiaan is responsible for sales and marketing of Fives’ Steel division, which covers engineering, process expertise, strip processing

line design and supply, mechanical and thermal technologies and equipment. He is a mechanical engineer with 30 years’ experi-

ence in the steel sector, for both long and flat products, specialised in finding the best added-value solutions for steel makers.

KRISTIAAN VAN TEUTUM LUC BONGAERTS, BUSINESS DEVELOPMENT MANAGER, OM PARTNERS, BELGIUM. Luc Bongaerts has been business development manager at OM Partners since 2009. He has a PhD in Mechanical Engineering, which concentrated on the integration of scheduling and shop floor control of holonic manufacturing systems. It is a subject that is particularly

relevant for Industry 4.0, as holonic manufacturing was part of the Intelligent Manufacturing Initiative that focused on autonomous and co-operating agents organising themselves to form agile, adaptive and high-performance production systems for the 21st century. Luc

is active in supply chain management for 25 years. His experience includes several SCM projects at metals companies, focusing on delivering true value through integrated supply chain planning.

LUC BONGAERTS

WILFRIED RUNDE, HEAD OF PRODUCTION PLANNING SYSTEMS OF EA DIRECT BUSINESS AND EA SERVICES, SMS GROUP. Wilfried Runde was born in the town of Süchteln, Germany, in 1961. In 1987, he completed his studies of Mechanical Engineering at the University of Duisburg. After finishing his compulsory military service in 1989, he commenced his career

in the Research and Development Department at Mannesmann Demag Sack. Between 1996 and 2000, Mr. Runde worked as a senior project manager for Mannesmann Demag. In 2000, he was appointed Head

of Level 2 Automation Systems, Long Products, Processing Lines, Plate Mills at SMS Demag. Currently, Mr. Runde is Head of the Production Planning Systems department in the Electrics/Automation business unit at SMS group.

WILFRIED RUNDE 16

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FIVES TECH + FIVES TEAM

FIVES, AFFORDABLE CAPEX ULTIMATE OPEX Fives’ global offer covers carbon, stainless and silicon sectors in flat, long products, tube and pipe, and in rolling and strip processing: — Process expertise, technical and metallurgical consulting — NeoKoil® strip processing line design and supply — Mechanical and thermal technologies and proprietary equipment — Surface treatment solutions — Electrical and automation systems — Full range of services: upgrade, modernization, repairs, training, assistance, feasibility studies, etc.

5 tand A Fives s Steel re at Futu Forum 17 -15, 20 June 14 Poland , Warsaw

www.fivesgroup.com

PAUL RICHES, GLOBAL BUSINESS HEAD, PRIMETALS EA, USA.

PAUL RICHES

Paul has been working in the metals industry for more than 30 years and has worked in the long rolling business for 25 years. He is a native of Sheffield, England, and he completed his bachelor’s degree in Electronic Systems and Control Engineering with honours at Sheffield Hallam University in 1991. Paul joined Morgan Construction Company in 1994, where he joined the process control

group, focusing on Long Product electrical control systems and mechatronic packages. Through acquisitions he has worked in management positions for Siemens VAI, Siemens, Metals Technologies and has accepted positions of increased responsibility in the electrical and automation (EA) group. He is now the global business head of Primetals EA Long Rolling, coordinating the EA

business in LR worldwide. Paul is recognised in the long rolling community as a world leader in the control and design of long rolling mills. Paul moved to the USA from Sheffield, England, in 1994 with his family. For the past 20 years Paul has resided in Paxton, Massachusetts and, in his spare time, enjoys the playing golf and spending time with his grandchildren.

KURT HERZOG, HEAD OF DEPARTMENT, PRIMETALS TECHNOLOGIES INDUSTRIE 4.0. Kurt Herzog studied control engineering at the Technical School Hollabrunn and industrial automation at the Techinical University in Vienna. He recently attended the Linz Management Academy (LIMAK) where he

studied engineering management. He joined Siemens VAI in 1997 as an E&A project engineer and has progressed through the company, becoming head of process control systems for ironmaking, steelmaking and continuous casting

and later becoming head of E&A product development, engineering and project execution for ironmaking, steelmaking and continuous casting. His present position is head of Industrie 4.0 (electrics and automation).

KURT HERZOG JEAN-PAUL NAUZIN, CEO, FIVES KEODS. 2013 - present CEO, Fives KEODS (France) and Automotive expert 2002-2013 Metallic material expert, PSA Peugeot Citroën (France) 1996-2001

Metallic material expert, ArcelorMittal (France) EDUCATION 1995: Master’s degree in materials science and forming (Sofia Antipolis, France)

1993: Engineer degree in materials science and processing at Mines de Nancy (France) jean-paul.nauzin@fivesgroup.com

JEAN-PAUL NAUZIN HANS PEINTINGER, MANAGING DIRECTOR, QUINLOGIC.

HANS PEINTINGER 18

Hans Peintinger is today one of the managing directors of QuinLogic GmbH and is responsible for sales and finance. He is also one of the founders and a shareholder of the company which started in 2007. Today the majority of QuinLogic shares are held by SMS group, a world leading German line builder. QuinLogic is the market leader for quality assurance

software solutions in the steel and aluminium industries worldwide. Hans Peintinger has gained a broad experience in the metals industry and quality systems since working for a major surface inspection company for eight years. Before he entered the metals industry, he worked for 20 years for two major paper machine companies, one in Germany and

one in Finland. One of Hans Peintinger’s core competences is the Industry 4.0 transformation process which is just starting in the rolling mills. It was initiated to fulfill the growing requirements of the customers in terms of quality, performance and efficiency.

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Pub_PMR_2017_Mise en page 1 28/02/2017 08:58 Page 1

redex

The Strip Processing Equipment Company

TENSION LEVELER for Tinning Lines

PMR MULTIROLL « Perfect Flatness at your fingertips ! »

REDEX advanced Tension Multiroll Levelers guarantees a perfect flatness, whatever the incoming strip quality: up to 50% improvement in overall quality can be achieved in comparison to conventional solutions. REDEX design provides the smoothest, the most progressive alternative bending, and the most stable process on the market. The major tinplate producers, such as Arcelor Mittal, TATA Steel, US Steel, UPI, AHMSA, ILVA, ERDEMIR, have already adopted the REDEX PMR Multiroll Leveler and got the immediate benefits from its outstanding performances and from the full service provided by REDEX. STEEL’S PREMIER TECHNOLOGY EVENT

> Extreme compactness, allowing easier integration in existing lines > Extremely high stiffness, making the PMR fully suitable with the high speed of the latest and most innovative tinning lines.

> 100% in-house manufacturing (machine-tool precision standards)

redex

European Headquarter > Ferrieres - France Services Centers > Europe, Americas, Asia Worldwide Setting-up and Maintenance service

Booth #2548

Find out more about our equipment portfolio

www.strip-processing.com

T. +33 2 38 94 42 00 | info@redex-group.com

DANIEL SANCHEZ, GLOBAL SALES DIRECTOR, RUSSULA.

DANIEL SÁNCHEZ

Daniel Sánchez is the global sales director of Russula, an engineering company specialising in the steel and metals industries, located in A Coruña, Spain. Daniel graduated from Vigo University with a BS in automation and control engineering. After receiving his degree he participated in a PhD program on telematic systems engineering

also at Vigo University. There Daniel worked as research staff in the automation department for almost two years developing solutions for several manufacturing industries. In 2005 he joined Russula as an automation engineer and participated in the development of several projects for the steel industry around the

world. After seven years in the technical department, Daniel transitioned into sales. He received a Masters in sales and marketing in the executive programme from the ESADE and Bocconi Business Schools. Soon after he was promoted Sales Director to co-ordinate Russula’s worldwide sales activities

SEBASTIAN KOPSAN, BACKEND DEVELOPER, SMS DIGITAL.

SEBASTIAN KOPSAN

Sebastian Kopsan, born in 1985, worked as a software developer in the research and development department at the SMS group. Over a 12-year period he found his passion for creating simple solutions for the everyday problems faced by engineers. This included the creation of easy-to-use tools to crawl through huge amounts of

data, as well as employing modern software development tools to aid process model development. His first contact with the automation of rolling mills was the conception and integration of software that helps the operator roll straight strips by offering an intuitive user interface to set up the roll alignment. In 2015 he joined the Indus-

try 4.0 task-force of the SMS group and started working on a project to improve the alarm handling of existing automations. Sebastian joined SMS digital in September to work on new digital products for the steel-making industry and continued his work on a user-centric approach to alarm handling.

BY ANDREAS VOLLMER, GLOBAL R&D MANAGER, ABB METALS.

ANDREAS VOLLMER

Andreas Vollmer graduated with a Diploma in Electrical Engineering from the University of Paderborn in Germany. In August 1987 he started his career as a commissioning engineer for flat rolling mills and porcessing line projects with what was then called BBC based in Mannheim, Germany. In 1989 he went on to work with BBC’s research and development team and has since held a number of important positions within ABB’s regional support centre, utilising

his metal industry experience and expertise to assist colleagues and customers globally, including internal and customer-facing training sessions, engineering and commissioning support. In 1995 Andreas was appointed head of research & development for ABB Metals in Germany. In his current role as global research & development manager for product group metals he is the driving force behind research and development projects for ABB’s Metals Product

Group while at the same time supporting the company’s global sales team. Andreas and his team develop their own products and services as well as providing solutions based on the many innovative technologies available under the ABB umbrella, helping metals producers overcome current and future challenges to improve productivity, quality, safety and much more.

PROFESSOR CHRIS HANKIN, IMPERIAL COLLEGE LONDON.

PROFESSOR HANKIN 20

Professor Hankin joined Imperial in 1984 and was promoted to Professor in 1995. He is Director of the Institute for Security Science and Technology. His research is in cyber security and data analytics. He leads multi-disciplinary projects focused on developing advanced visual analytics and providing better decision support to defend against cyber attacks. He is director of the CPNI/EPSRC

Research Institute on Trustworthy Industrial Control Systems. This is a UK initiative involving five universities that is working on developing a better understanding of the cyber threat to industrial control systems and new ways to mitigate against the threat. He is the immediate past President of the Scientific Council of INRIA, the French national institute for research in computer

science and control. He is Chair of the Academic Resilience and Security Community (Academic RiSC) and sits on the ministerial oversight group of the Security and Resilience Growth Partnership at the UK Home Office. He was Vice Chair of the DG CONNECT Advisory Forum for the European Commission until 2015 and he is a member of the ACM Europe Council.

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Vacuum Solutions

BICOM_20110.02 1.04.2017

for Secondary Metallurgy and Heat Treatment Processes

For the newest vacuum systems that are ideal for VD, VOD, RH and other steel degassing processes, depend on Leybold. Our state-of-the-art mechanical vacuum solutions are extremely robust, compact and highly efficient, giving you superior process control and highest uptime. Leybold provides ATEX certified systems for steel degassing applications handling explosive gasmixtures. If you want to increase productivity and process safety while decreasing energy use and space requirements, please contact us.

Leybold system solutions utmost efficiency through vacuum

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www.leybold.com

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JÖRG HACKMANN, HEAD OF PRODUCTS AND METHODOLOGY, PSI. Jörg Hackmann is a mathematician, who has more than 25 years experience in the area of supply chain management and manufacturing execution in metals. He

has participated in more than 20 projects starting as an software engineer specialising in operation research methodologies. For more than 10 years Jörg has been the

head of product development of PSI Metals’ product portfolio and for four years a member of the executive board of PSI Metals.

JÖRG HACKMAN

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113GHZ + YOUR WAVELENGTH

From the sum of 113GHz, we respond to any of your level measurement applications with the appropriate radar frequency. In terms of engineering, we supply the complete portfolio of smart process sensors to optimize your integrated steel works plants and give you a first real step into the Internet of Things. On a personal note, we tune into your wavelength to understand what exactly it is that you need for your specific steel processes.

Find out more about our complete level portfolio on www.yourlevelexperts.com

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EXHIBITORS PROFILES AMIGE/ STAND A09

CONTACT DETAILS Phone: +52 (81) 1001-4050 Email: fernando.martinez@amige.com Website: http://www.amige.com/ COMPANY PROFILE Over the last few years, AMIGE has made major efforts in taking advantage of new available technology in data acquisition and processing, together with remote access utilities, offering unlimited possibilities to manage large amounts of information, and automatically identify relevant indicators of areas of opportunity or risks in the operation. Additionally, major efforts in data protection are taken to keep the information of our customers safe. The technology of data acquisition and automatic processing is used in several services offered by AMIGE. The VM2 EAF Remote Monitoring system safely provides unlimited access to furnace performance data at virtually real time. Advanced reports and heat trends can be accessed through the dedicated website or using the applications for mobile devices, which include details of electrical and chemical energy consumption, transformer performance analysis 24

and heat KPI benchmarking. Data collection of this nature is the base for the AMIGE Transformer Care service. TransformerCare, which follows the main indicators of transformer performance, reads all relevant electrical signals in real time, following a performance trend over time, and using available oil samples as feedback. This information generates automatic performance reports available for our power experts and our customers. These systems, with installations in several plants around the world, provide the AMIGE expert team with valuable information and operational optimisation opportunities for our customers.

BADISCHE STAHLENGINEERING GMBH/ STAND A03

CONTACT DETAILS Phone: +49 7851 877-0 Email: info@bse-kehl.de Website: http://bse-kehl.de/ COMPANY PROFILE Since 1983 Badische Stahl-Engineering GmbH (BSE) has provided successfully technical and consulting services all over the world. BSE is a sister company of Badische Stahlwerke GmbH (BSW) – one of the world’s most

productive Electric Arc Furnace (EAF) Steel Mills. Both companies are part of the ‘Badische Group of Companies’. This group has focused its activities on the production of construction steel (100% scrap-based) as well as on the downstream production of wire-products and wire-mesh including the marketing and sales of these final products. The activities of BSE, however, reach far beyond that focus. BSE’s customer base is extended to the complete EAF market, covering not only all possible base materials and their combinations, but also the manufacture of different steel grades. Based on the developed technologies and methods as well as on a large number of network-partners, a growing number of rolling mills, integrated steel mills, users of different kinds of metallurgical processes as well as ‘non-steel’ companies are receiving consultancy services from BSE. BSE applies these technologies and methods mainly in the fields of energy input, offgas treatment, robot technology, modernisation of EAF and Secondary Metallurgy as well as training and consulting services for future generations of steelmakers.

ENDRESS+ HAUSER/ STAND A10

CONTACT DETAILS Phone: +49 7621 975 935

Email: jens.hundrieser@de.endress.com Website: http://www.de.endress.com/de COMPANY PROFILE Endress+Hauser is a leading supplier of products, solutions and services for industrial process measurement and automation. We offer comprehensive process solutions for flow, level, pressure, analysis, temperature, recording and digital communications across a wide range of industries, optimising processes with regards to economic efficiency, safety and environmental protection. We focus on seven strategic industries and one of them is the metals industry. With more than 60 years of experience we help our customers to improve their processes regarding efficiency, cost savings, plant safety and sustainability. Based on our expertise and our complete portfolio we find the best solution for our customers’ needs. As one of the most innovative companies in the field of measurement instrumentation – we own more than 6,500 patents and spend approximately 7 % of our sales on research and development – we are also at the forefront of the digitalisation trend. To enable our customers to take the first step towards Industry 4.0 we support them along three lines: • Along the value creation chain. • From the field to the control level. • From planning to mainte-

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nance. Take digital communication, for example. It enables advanced measurement sensor diagnostics, which can form the basis of effective process condition monitoring and preventative maintenance measures or calibration requests which can be triggered in the ERP system. Many of Endress+Hauser’s smart measurement sensors can be used to monitor process condition and verify measurement integrity. But that’s only one example for how an Industry 4.0 approach can improve you everyday business. If you want to find out more, just ask our colleagues at booth A10.

FESTO DIDACTIC STAND A13

CONTACT DETAILS Phone: + 48 22 711 4240 EMail: witold_marawski@festo.com Website: www.festo-didactic.com COMPANY PROFILE Festo Didactic is a world-leading provider of equipment and solutions for technical education. The company’s product and service portfolio offers customers holistic education solutions for all areas of technology in factory and process automation, such as pneumatics, hydraulics, electrical engineering, production technology, mechanical engineering, mechatronics, CNC, HVAC and telecommunications. Festo Didactic products combine theoretical knowledge with practical experience in automation and technology. Intuitive and fast learning is achieved through practical learning systems and learning factories, which make the technologies and processes used in industrial production immediately tangible and illustrate them in an understandable way. People undergoing a learning process can use these systems to gather the real, practical experience needed to work independently in

industry and quickly contribute to a company’s productivity.

FIVES/ STAND A05

CONTACT DETAILS Phone: +33 1 45 18 65 35 Email: steel@fivesgroup.com Website: http://www.fivesgroup.com/ COMPANY PROFILE Fives is an international industrial engineering group, whose activity in the steel industry dates back to 1867. Today, the steel division of Fives covers the offer in carbon, stainless and silicon sectors in flat, long product, tube and pipe, and in rolling and strip processing. Fives offers process expertise, technical and metallurgical consulting; strip processing line design and supply; mechanical, thermal and induction technologies and proprietary equipment; surface treatment solutions; electrical and automation systems; and a full range of services: upgrade, modernisation, repairs, training, assistance and feasibility studies. Since its foundation, Fives has always put innovation at the core of its development strategy, by investing into research and development to design and create pioneering technologies that meet the performance requirements of industrial companies in a broad range of sectors. Fives has also adopted a collaborative approach, built on partnerships and joint ventures with public and private players (start-ups, major groups, laboratories and research bodies, universities) to contribute to building the factories of the future. Today’s plants are becoming ‘smart’ and more agile. Fives combines its process expertise with digital tools to offer industrial companies solutions that facilitate production system management and maintenance: data and flow

management, modelling and simulation of production line equipment, digital control and robotisation. Digital technologies are used from the design phase to the start-up, offering greater flexibility during operation, thanks to data provided by smart sensors that enable production to be adapted in real time to requirements and resources.

INDUCTOTHERM EUROPE LTD/ STAND A18

CONTACT DETAILS Phone: + 44 1905 795100 Email: sales@inductotherm.co.uk Website: www.inductotherm.co.uk COMPANY PROFILE Inductotherm Group offers advanced technology for the engineering, manufacturing and service of thermal processing equipment used in the melting, heating, heat treating, forging, galvanising, coating, cutting and welding of metals. Bringing together 40 companies with 38 manufacturing facilities located in 19 countries, Inductotherm Group delivers innovative products throughout the world. Customers rely on Inductotherm, Inductoheat, Thermatool, Radyne, Consarc and other trusted brands in the Inductotherm Group to provide outstanding equipment and services.

INFOSIGHT CORPORATION/ STAND A01

CONTACT DETAILS Phone: +1-740-642-3600 Email: sales@infosight.com Website: http://www.infosight.com/

COMPANY PROFILE InfoSight Corporation designs and supplies identification and tracking equipment to the steel industry. In addition, InfoSight offers innovative solutions for other, non-tracking, production needs. Traditional identification technologies include: dot-peen (stamp); stencil (paint); and tags. Stamping and painting are typically automatic machine applications whereas tagging can be accomplished either manually or automatically. Advancements in reader technologies now accommodate reliable reading of these traditional marking methods. 1D and 2D barcodes can be applied to hot or cold products and read at various downstream processes such as reheat furnace entry, storage yards and shipping bays. This technology is applicable to all steel products including slabs, billets, blooms, coils, plates, structural, pipes/tubes, etc. All these products can be identified (marked) and tracked with automatic reading equipment to significantly reduce if not eliminate mixed product. InfoSight also offers a variety of other automated equipment and services including: tube/pipe weight and length measurement with API requirement calculations/ checks; colour-banding; CCM mold powder distribution; material handling equipment; robot integration; engineering and design; as well as new product research and development.

POLYTEC SRL/ STAND A14

CONTACT DETAILS Email: sales@polytecrobotics.com Website: http://www.polytecrobotics.com/ COMPANY PROFILE Polytec aims at playing a leading role in the production of standardised robotic systems that perfectly meet customer needs

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within heavy industry processes. System implementation begins with a thorough feasibility study and the detailed design of every single application. The human race evolves with the work of man, who has always striven to find suitable tools to achieve increasingly ambitious goals. Polytec sees the irrevocable link between human intelligence and the power of robotics as a key factor for the future of human development and a means to meet new and innovative goals.

PRIMETALS TECHNOLOGIES/ STAND A06, A07 & A08

portfolio that includes the integrated electrics, automation and environmental solutions. This covers every step of the iron and steel production chain that extends from the raw materials to the finished product – in addition to the latest rolling solutions for the non-ferrous metals sector. As Primetals Technologies has been a provider of automation solutions of all levels to steel producers for decades, the digitalisation of the metals industry has been one of the company’s main focus areas for a long time. Primetals Technologies is a joint venture of between Siemens, Mitsubishi Heavy Industries (MHI) and partners.

QUINLOGIC GMBH/ STAND A11

CONTACT DETAILS Email: contact@primetals.com Website: http://primetals.com/en/Pages/ Home.aspx COMPANY PROFILE Primetals Technologies, Limited, headquartered in London, UK, is a worldwide leading engineering, plant-building and lifecycle partner for the metals industry. The company offers a complete technology, product and service

CONTACT DETAILS Phone: + 49 (2405) 47 999 40 Email: info@quinlogic.de Website: http://www.quinlogic.de/ COMPANY PROFILE QuinLogic is one of the most innovative German Industry 4.0 companies. To enable industrial

mass production and at the same time highest flexibility, QuinLogic has developed software products by applying the latest generation of computing power and storage capabilities. Based on this technical evolution, the experienced team of QuinLogic provides an ‘easy to use’ quality assurance solution for steel and aluminium mills. It is already in daily operation in several high-end flat rolling mills worldwide

REDEX/ STAND A12

CONTACT DETAILS Phone: +33 2 38 94 42 00 Email: info@redex-group.com Website: http://www.strip-processing.com/ COMPANY PROFILE REDEX is an European group, with a global presence. Structured to manufacture the high-precision key components integrated in its large range of machines and sub-assemblies, REDEX’s speciality is to design, manufacture, assemble and commission machines or machinery components for high-precision processing industries in its own plants. With more than 160 years

of combined expertise in strip processing equipment, precision wire rolling mills and machine-tool drives, REDEX Group carries dozens of active patents. The company is recognised for the introduction of several key concepts that have set the trend for advanced equipment in the strip processing industry. The company relies on three specialised technical offices, focused on better accuracy, higher productivity, continuous cost optimisation and eco-design. “Bringing tomorrow’s technologies to today’s market” is the company’s mission statement. From beverage cans to aeronautics and defense, from transport to cladding for skyscrapers, from precision watch making to electronics, wherever high precision is required for the most demanding industries REDEX is a renowned leader for engineering and manufacturing in advanced equipment solutions. Based on an in-depth understanding of all types of metals, from low carbon steel strip to the most advanced alloys, REDEX offers a wide portfolio of equipment and sub-assemblies dedicated to world class OEMs and production plants aiming for the highest added value. REDEX is recognised as a key partner for major precision wire and strip producers, advanced

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metallurgical laboratories, and re-rolling companies all over the world.

RUSSULA/ STAND A04

CONTACT DETAILS Phone: + 34 981160344 Website: http://www.russula.com/ COMPANY PROFILE Russula is a global engineering company that provides solutions to steel producers in more than 30 countries. Stemming from the successful implementation of over 250 automation projects, Russula offers a powerful combination of electrical system and steel process knowledge. This experience enables our engineering department to develop technologies that are robust, cost effective and efficient. Industry 4.0, also known as smart manufacturing, combines production methods with intelligent, digitally networked systems to create the smart factory. How can steel factories adapt their current manufacturing set-up to become a smart factory? What migration path captures the most value from digitalisation?

We at Russula have a clear value proposition – digitalisation is to make the best use of your information, obtaining real operational and productivity benefits. Our engineers and technical experts collaborate with your team to provide solutions that digitalise manufacturing knowledge, implement advanced analytics and modernise operational interfaces. You can count on us to provide the steel process and automation expertise to navigate through the digital landscape to greater operational effectiveness.

SMS DIGITAL GMBH/ STAND A15 & A16

CONTACT DETAILS Email: hello@sms-digital.com Website: https://www.sms-digital.com/ COMPANY PROFILE SMS digital GmbH is a start-up of the SMS group, the market leading constructor of metallurgical plants and machinery for the industrial processing of steel, aluminium, and non-ferrous metals. With more than 13,000 employees worldwide SMS group gener-

ates a revenue of about EUR3.3 billion per year. SMS digital takes up the challenges of ‘Digitisation’ and ‘Industry 4.0’ within the SMS group. With the use of state-of-the-art innovation methods, know-how of metallurgical processes and technological expertise, we create new digital products, that, from the very beginning, are developed in close collaboration with our customers and end-users as well as with SMS group experts. This partnership results in best possible solutions, which are perfectly tailored to the customers‘ needs, with immediate added value. Founded in May 2016 as an independent business unit, SMS digital is still under development – creating ideas, interviewing customers, recruiting further staff. Domiciled in their office in Düsseldorf’s Schwanenhöfe, the continuously growing, young and dynamic team is tackling the challenge of developing digital products for the steel industry. The aim of SMS digital is to become a leading provider of industrial IT services and digital solutions. All our products are the first steps of the vision of an intelligent steel plant, that takes full advantage of the technology provided by the 21st century, to increase its productivity and user friendliness.

TMEIC/ STAND A02

CONTACT DETAILS Phone: + 1 877 280 1835 Email: metals@tmeic.com Website: www.tmeic.com/ COMPANY PROFILE TMEIC drives industry around the world through a comprehensive offering of unique systems solutions including variable frequency drives, motors, photovoltaic inverters and advanced automation systems for a wide range of industrial applications. Established in 2003, Toshiba Mitsubishi-Electric Industrial Systems Corporation (TMEIC) resulted from the integration of Toshiba and Mitsubishi Electric Corporation’s industrial systems divisions. “Our committed approach to collaborative solutions development ensures every industry throughout the globe can benefit from the world’s brightest minds,” says TMEIC. The company claims to be well-positioned to develop innovative technologies, quickly respond to industry trends and apply solutions to a wide variety of industrial market segments around the world. Find out more on Stand A02.

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INDUSTRY 4.0 – REVOLUTION OR EVOLUTION?

The 4th Industrial Revolution – otherwise known as Industry 4.0 – is already in full swing. The enabling technologies are readily available, but integrating them into stable, reliable, scalable and secure cyber-physical production engineering ecosystems will remain a challenge for some time. By Dirk Schaefer*

Industry 4.0 – an holistic perspective

* Department of Mechanical Engineering, University of Bath, Bath BA2 7AY, United Kingdom Phone: +44 (1225) 386 163. Email: d.schaefer@bath.ac.uk

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INDUSTRY 4.0 – REVOLUTION OR EVOLUTION? A transformative event known as Industry 4.0 is occurring where countless elements comprising industrial systems are being interfaced with internet communication technologies to form the smart cyber-physical factories of the future. This 4th industrial revolution, as some call it, is driven by disruptive innovation that promises to bring about new value creation opportunities across all major market sectors. Industry 4.0 has been referred to as a ‘revolution’ ever since its vision was first presented at the Hanover Trade Fair in Germany in 2011. However, there actually is a prolonged evolution behind it (see Fig. 1). In the 1990s, international politics paved the way for a continuing globalisation. A shift from countries collaborating (G1), to companies collaborating (G2), to individuals collaborating (G3) fostered a wealth of new business opportunities in the ‘flat world’. The early 2000s saw a major technological breakthrough with high-speed internet and 3D printing becoming

available at an affordable cost. Online social networks started to form and previously unrelated people joined forces to collaboratively conceive, design, build, and test new products. What started off as a hobby to some quickly turned into the formation of large maker communities all over the world. In order to better harness the ideas, talents and resources available to individuals in these communities, new paradigms including mass collaboration, crowdsourcing and crowdfunding emerged. Realising the potential of tapping into this new talent pool, industry soon started to capitalise on it by introducing Open Innovation practices and implementing Social Product Development tools. For example, Procter & Gamble created an online platform called Connect & Develop through which it crowdsourced many of its internal R&D problems, along with incentives for individuals to propose tangible ideas and solutions. Similarly, DARPA (the research division of the US military) launched and orchestrated a 3-phase national challenge for ‘the crowd’ to design

a next generation military vehicle, offering one million dollars as a reward for the winning design in phase 1. By the early 2010s, internet and communication technologies had further advanced and the 1980s ideas on factories without human beings (then referred to as CIM) could finally be revisited. Another technological breakthrough was the realisation of Cloud Computing, a concept originally conceived in the late 1950s. It enabled the virtualisation of software and hardware resources, allowing for networked resources to be accessed as a service in a ubiquitous way and on the basis of pay-as-you-go pricing. In the context of production engineering, this paved the way for what today is known as Cloud-based Design and Manufacturing (CBDM). A cyber-physical integration and control of manufacturing machines (operational technology) with CAD, CAE, ERP, and MES systems (information technology) across one enterprise represents a vertical integration. It is the precursor for extending

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this concept across multiple sites, resulting in large-scale cyber-physical production environments in which each machine becomes an entity of the Industrial Internet of Things, providing the capabilities that make up the Industrial Internet of Services (see Fig. 2). SERVITISATION AND CLOUDBASED DESIGN AND MANUFACTURING Faced by intense competition from emerging markets, an increase in manufacturing-related services being provided by third-parties rather than in-house departments has been observed. For example, Rolls-Royce now sells ‘power by the hour’ (a service), as opposed to previously aero engines (a product). Its engines are now sold on a contractual basis where customers pay for the power provided and Rolls-Royce ensures that power is continuously delivered by taking full responsibility for the engines’ maintenance and support. This trend towards new product-service-systems is increasing, especially in the area of data-driven design and manufacture where smart sensor technology and big data analytics allow for predictive maintenance applications and optimised production scheduling based on smart energy consumption strategies. Another emerging servitisation area relates directly to the

core of cyber-physical product creation. Cloud-based Design and Manufacturing (CBDM) refers to a service-oriented product development model in which service consumers are enabled to configure, select and utilise customised product realisation services ranging from computer-aided design software to entire reconfigurable manufacturing systems. The idea behind this is to offer or utilise anything one needs to take an idea for a new product all the way from conceptualisation to production via the Industrial Internet of Things and Services. A typical service-based cyber-physical product creation scenario is depicted in Fig. 3. Select benefits of CBDM include ubiquitous access to design and manufacture resources, on-demand scalability, multi-tenancy, increased resource utilisation, reduced capital cost and complexity, reduced maintenance and personnel cost, accelerated timeto-market, as well as attractive pricing. CBDM can be implemented on three different levels: (1) Small-scale: Entrepreneurs and hobbyists utilise a small number of limited design or manufacturing services, usually to pursue new ideas for innovative products without having to invest in professional software and production systems. (2) Large-scale: The other extreme is to build entire manufacturing parks with a multitude of reconfigurable manufacturing systems,

solely for the purpose of making them available on-demand. (3) Medium-scale: Companies in need of having to temporarily increase their manufacturing capacity may acquire this additional capacity as a cloud-based service, without having to invest in new equipment, facilities or personnel. Likewise, companies who find their equipment not being fully utilised could potentially make it available to others as a service, hence increasing their level of utilisation. NEW BUSINESS MODELS, NEW JOBS, AND CYBER-SECURITY THREATS Having discussed the big picture of Industry 4.0 and some of the opportunities it is anticipated to bring about, one also has to shed some light on a number of its challenges. If addressed successfully, they may actually turn out to be blessings in disguise leading to additional opportunities. As eluded to before, there is a general trend towards servitisation in the manufacturing industry. This redefines the role of manufacturing in the global value chain as new value capture opportunities evolve, and requires companies to adapt their current business models accordingly. Traditional value chains and business models will soon come under increasing pressure. Big data and digitisation have already begun to challenge them. Reflecting on past disruptive technologies, it is evident that

Fig 1. The evolution of Industry 4.0

Value Creation Industry 4.0 Internet of things

Internet of services

Cyber-physical systems & cloud-based design & manufacture Open innovation & social product development Crowdsourcing Grassroots movements...

Mass collaboration Social networks

G2: Companies collaborate Globalisation

Value creation Crowd funding

... lead to maker’s communities

Affordable 3D printing & high-speed internet G1: Countries collaborate

Technology

G3: Individuals collaborate Politics, business

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Traditional Product lifecycle management

Enterprise resource planning

Level 5

Managing commercial activities as well as product development

Business planning and logistics

Level 4

Establishing the basic plant schedule production, material use, delivery and shipping, determining inventory levels

Manufacturing operations management

Level 3

enables cyber-physical CBDM systems new

Server B

new

Server C

Server A

ICT: TCP/IP (ethernet), IEEE 802.11 (WiFi)

ANSI/ISA-95

Server E

Server D

Batch control

Infrastructure as a service

Continuous control

Managing the work low to produce the desired end products Maintening records and optimising the production process

Level 2

Monitoring supervisor controla nd automatic control of the production process

Level 1

Sensing and manipulating the production process

Discrete control

new Milling machine

CNC machining centre

CAD

Hardware as a service

Fig 2. IT/OT convergence across the enterprise

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FEA

Level 0

CAM Software as a service

there is a strong correlation between technological and business model developments and that employing the latest technology in concert with innovative business models is a recipe for success. So far, four distinct new business model adaptations have been identified: Pay-by-usage/subscription-based models; technology platform models; IP-licensing models; and data-driven business models. Given the strong interest of the manufacturing sector in big data analytics it does not come as a surprise that the latter one currently dominates the discussion. Another important aspect of Industry 4.0 is the development of a new work force. Each of the previous industrial revolutions resulted in a surge of unemployment. There is no reason to believe that it will be any different this time around, unless preventive action is taken today. In the UK, for example, there has been outspoken concern over manufacturing workforce skills at government level. Despite a government investment of ÂŁ80 million in Industry 4.0, there has been limited investment in related workforce education and training. Instead, investment has targeted research and development into new technologies. There is currently a discrepancy between the education pursued by students and the qualifications sought by employers. Employment is a pull

Production process

Traditionally no integration of IT/OT due to technology mismatch

demand market, where companies are struggling to find the quality of employee to match their future needs in this context. Forbes identified data sciences, statistics and information security analysis as offering the highest paying jobs in 2016. These certainly reflect the upswing in jobs catering to the underpinning technologies of Industry 4.0. In addition to general technical skills, the successful design and manufacturing engineer of near tomorrow will also have to be creative and qualified in information and communication technologies. In Germany, the situation appears to be quite different. New training and education centres for Industry 4.0 are being opened across the country, covering the entire education sector from high schools, to vocational schools and universities. Companies such as Festo Didactic and others equip these education and training centres with scalable Industry 4.0 learning factory laboratories that can be customised to the competency level required. Last but not least, we need to talk about the number one topic that is raised in almost every conversation on Industry 4.0: Cybersecurity. Existing internet technologies are plagued by cybersecurity and data privacy issues that may present major challenges and roadblocks for adopters of Industry 4.0 technologies. Industry 4.0

will face these traditional cybersecurity issues along with its very own unique security and privacy challenges. If these challenges are not appropriately addressed, the full potential of Industry 4.0 may be jeopardised. Traditional cybersecurity architectures incorporate security mechanisms that provide services such as confidentiality, authenticity, integrity, access control, and non-repudiation. These mechanisms are used extensively to prevent computer and network intrusions and attacks. For instance, access control services prevent unauthorised access to cyber-resources such as computers, networks, and data. However, the modern Internet security landscape is characterised by attacks that are voluminous, constantly evolving, extremely fast, persistent, and highly sophisticated. These characteristics impose significant challenges on preventive security services. Consequently, methodologies that enable autonomic detection and response to cyberattacks should be employed synergistically with prevention techniques in order to achieve effective defense-in-depth strategies and robust cybersecurity systems. This is especially true for Industry 4.0 and its cyber-physical systems for production engineering. Having realised the immense importance of this topic, cybersecurity has recently become a

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Internet of services -

Consumer Search engine

Ideation Design, CAD FEM analysis Tool path generation Simulation Data storage Rapid Prototyping Manufacturing Logistics

comprised of

enables

Industrial internet of things

Database Crawler

Manufacturing service

RFQ - Manufacturing process - CAD drawings - Expected price - Expected lead time - Expected quality level -...

Fig 3. A service-oriented Cloudbased Design and Manufacturing scenario

Document Index Design service

Other content sources

THINGS realise bespoke SERVICES

Query server

Response to RFQ - Estimated price - Estimated lead time - Estimated quality level - ...

- CAD systems - CAE systems - 3D printers - Lathes - Milling machines - Production facilities - Transport, hubs

high priority national initiative in all countries involved in Industry 4.0 research and development.

in the training and qualification of tomorrow’s Industry 4.0 workforce – today!

CONCLUSION Endeavours to realise the vision of Industry 4.0 are in full swing. This so-called 4th Industrial Revolution is happening already, and much faster than originally anticipated. From a purely technical point of view the base technologies exist and are readily available. However, their integration into stable, reliable, scalable, and secure autonomous cyber-physical production engineering ecosystems will remain a challenge for quite some time. Reflecting on the past 5+ years of research and development in this field, a lesson learned is that taking an holistic approach to implementing Industry 4.0 will be most advantageous in the long run. Instead of focusing solely on cloud manufacturing as many do, it would be better to consider the entire product lifecycle, including design, manufacture, assembly and logistics holistically as all these phases need to be integrated eventually. Along the same lines, it is important to create new business models to go along with the new opportunities of cyber-physical production engineering as they arise because traditional models will simply not work in this new context. Lastly, it is of utmost importance to engage

SELECT REFERENCES [1] Thames, L. and D. Schaefer (Eds.) (2017): “Cybersecurity for Industry 4.0 - Analysis for Design and Manufacturing”, Springer, London, UK, ISBN 978-3319506593, 316 pp. [2] Wu, D., Terpenny, J. and D. Schaefer (2017): “Digital Design and Manufacturing on the Cloud: A Review of Software and Services”, Artificial Intelligence for Engineering Design, Analysis and Manufacturing (AI EDAM), Cambridge University Press, Vol. 31, Issue 1, February 2017, DOI: 10.1017/ S0890060416000305, pp. 104-118. [3] Huxtable, J. and D. Schaefer (2016): “On Servitization of the Manufacturing Industry in the UK”, Procedia CIRP, Vol. 52 (2016), pp. 46-51. [4] Wu, D., Rosen, D.W, Wang, L. and D. Schaefer (2015): “CloudBased Design and Manufacturing: A New Paradigm in Digital Manufacturing and Design Innovation”, Computer-Aided Design (CAD), Elsevier, Volume 59, February 2015, pp. 1-14. [5] Schaefer, D. (Ed.) (2014): “Cloud-Based Design and Manufacturing (CBDM): A Service-Oriented Product Development Paradigm for the 21st Century”, Springer, London, UK, ISBN 978-3-

319-07397-2, 282 pp. [6] Schaefer, D. (Ed.) (2014): “Product Development in the Socio-sphere: Game Changing Paradigms for 21st Century Breakthrough Product Development and Innovation”, Springer, London, UK, ISBN 978-3-319-07403-0, 235pp. [7] Wu, D., Greer, M.J., Rosen, D.W. and D. Schaefer (2013): “Cloud Manufacturing: Strategic Vision and State-of-the-Art”, Journal of Manufacturing Systems (JMSY), Vol. 32, October 2013, pp. 564579.

d.schaefer@bath.ac.uk

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ARTIFICIAL INTELLIGENCE

Ahead of her talk at the ‘Future of Steel Forum’, Jane Zavalishina*, CEO of Yandex Data Factory, explains how steel companies can take advantage of the years of artificial intelligence (AI) development by internet companies.

* CEO, Yandex Data Factory

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There is such a thing as Yandex Data Factory first publicly announced the results of the application of advanced predictive analytics in metallurgy in July 2016. Using several years of Magnitogorsk Iron & Steel Works’ (MMK) granular steelmaking records, we worked with the company to create a machine learning-based recommendation service. The service we created was able to predict the optimal amount of each ferroalloy needed for a specific smelting to produce steel of the required grade, as defined by international standards and at the lowest possible cost. More precise recommendations led to an average 5% decrease in ferroalloy use, equating to annual savings of more than £3 million, while maintaining the high quality of steel produced. The announcement garnered a lot of attention – and also a lot of questions. While many of these referred to the mechanics of the technology, there was one question that really stood out. A metallurgy expert said: “It sounds simply too good to be true. You do not change the process, you claim that no upfront investment is needed, and you promise to save 5% of costs in a few months. There should be a catch. We all know there’s no such thing as a

simply, we knew how to apply AI for that cause. The concepts behind artificial intelligence and machine learning have been around for decades. The first scientific publications, which proved to be the foundation for research within the AI and machine learning field, date back to the 1950s. For a long time, it was only interesting to the theoretical scientists. However, in practice there was neither enough data to learn from, nor adequate computing power to process it. Only with the emergence of the internet, and the massive increase in the amount of digital information being generated, stored, and made available for analysis, did the situation start to change. Finally, Moore’s law fuelled things up with computing power cheap enough to make AI and machine learning projects economically viable, leading to the maturing of the technologies and the birth of many practical applications. Over the last decade, leading internet companies and venture capitalists have poured billions of dollars into machine learning – a set of technologies currently used for AI. In those years, the sophistication of algorithms coupled with the explosion of available data has seen many practical tasks solved.

such, AI has become a vital part of the fourth industrial revolution (Industry 4.0). The changes this technology is bringing are tremendous, and we are just starting to realise that. In the industrial sector, including steelmaking, a lot of focus is placed on the novel, futuristic applications of AI. From robots on the factory floor that can move swiftly and learn on the go, fully replacing most of the operator’s mundane tasks still performed by humans, to self-driving trucks and tractors; even going as far as envisioning connected factories, with every device, piece of equipment and sensor synchronised and orchestrated to resolve any possible problem before it happens. While these innovations will probably come, they require a lot of investment in both money and effort to fully utilise AI potential. Indeed, manufacturing companies are already demonstrating just how much financial investment is required to make the above applications a reality. Most recently, car manufacturer Ford invested $1 billion in start-up Argo AI, following in the steps of General Motors which acquired start-up Cruise for $600M a year ago. The good news for steelmakers, there are some ‘free lunches’ left.

free lunch!” He was right, of course, few things in life are free. However, in some cases such as this one, someone else has already footed the bill. Believe it or not – it’s the Googles, Facebooks, and Amazons of this world who are paying for this lunch.

Indeed, today we often encounter AI – whether we realise it or not. It lives inside search engines, our Facebook timelines, email spam filters, e-commerce recommendations, and more. Machine learning takes care of all that, while continuously measuring the effect, analysing results and learning from them to become more efficient.

The innovation can still happen now and with minimal investment. To seize this opportunity, steelmakers should look carefully at the AI applications being used by internet giants that can now be transferred to the real world. Identifying the processes within your business that match them best would allow you to take advantage of the solutions which are already mature, were in use for years, polished in their applications and became easy and cheap enough to try.

THE RISE OF AI So how did we help one of Russia’s oldest steelmakers deliver an additional 5% optimisation on top of existing techniques? Quite

THE LUNCH THAT IS PAID FOR Today, the offline world has caught up with the online world in the amount of data it generates. As

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a free lunch! WHAT AI DOES BEST For steelmakers to succeed in their AI endeavours, three ingredients are needed: uncertainty, data, and metrics. AI is needed where there is uncertainty. If all parameters are known and measured – as if you were mixing two chemical elements in a controlled lab environment – just a set of rules is enough to receive a predictable result. But when a decision needs to be made based on factors that are unknown or vary, no prescribed rule will be sufficiently precise. The outcome may be good but never perfect. That’s where AI comes into play to come up with the best decisions. Take a search engine, for example. It is impossible to come up with a set of rules to decide which results to show on the first page: even when using the same search terms two people may mean different questions. Similarly, there is little chance to develop universal guidelines that would define if a particular email should be considered junk or not. And when it comes to steelmaking, the same pattern applies. While it is never possible to predict with complete certainty what the resulting composition of steel may be due to unknown scrap contents, varying raw materials from different suppliers, and simultaneous chemical reactions occurring between 20 different elements, AI can make the best guess. AI learns from past experience – using historical data – to build predictions, and come up with optimal decisions based on these predictions. Only AI does this work more efficiently than we do, taking into consideration myriad factors and learning faster. But despite its ability to be so intelligent, AI requires well-formu-

lated goals to fulfil its potential. It needs a very specific task to be set, and makes numerous iterative improvements to maximise the metric provided. That’s why AI strives on optimisation tasks for complex processes, where many factors are unknown and where a wealth of historical data is available. In the same way that Internet giants have employed AI over the years, steelmakers should use it similarly on an industrial scale. MAKING USE OF AI Uncertainty is a good factor to start with. It helps to accurately identify the processes where the largest gains could be received through an improvement in precision. How much more energy efficient will the blast furnace become if unknown process parameters were revealed and tuned in real-time? How much will production costs decrease by if all steel slabs with hidden defects were identified beforehand and re-routed for extra treatment or sent to produce a different grade of the final product? How much could the CO2 production of an electric arc furnace decrease and yield grow if all controls were tweaked perfectly? Once the process where the biggest gains achievable are identified, it’s time for the next step: looking at the data. Many steelmakers are too shy about their data. They make the common mistake of assuming that what they have is not good enough to embark on an AI journey. This is incorrect. Even if the equipment logs are unstructured, come in different formats, and contain many errors – which they are very likely to – it doesn’t stop AI from extracting value out of it. These technologies were trained on the internet, which is full of low

www.yandexdatafactory.com

quality, unstructured data. Thus they are perfectly suited to overcome ‘imperfect’ data sets. The messy logs could be a problem for human analysts, but not for AI. However, what really matters for an AI model is how much data you possess. While it doesn’t need to be ‘big’, an AI model will need at least 2-3 years of historical data to learn from. Let’s not forget the importance of measurement. For each use case, an AI model should be put to the test in order to measure and compare the difference in results with existing practices. This is more of an organisational challenge than technological, but it is essential for AI success. Not only is it needed to evaluate the effect of deploying new technology, but it is also vital feedback for the AI model to learn from new data and improve its efficiency further. EARLY WINS, FAST RETURNS Industry 4.0 is now included in the innovation roadmaps of almost every industrial company, and many futuristic ‘smart factory’ use cases are tossed around at exhibitions and conferences. The truth is, however, that while these applications draw the crowds, they are rarely reflected in the bottom line quickly. Steelmakers looking for early wins and fast returns should aim for the optimisation of existing processes, and use of technologies that are already mature enough to solve the problems steelmakers face today. A number of industrial AI use cases exist today borne out of decades of research and practice in other industries. The time is now for steelmakers to seize these and see their processes optimised thanks to AI.

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Digital initiatives in the supply chain

As the metals industry digitalises and companies are starting to feel the potential threat of Amazon and other e-commerce businesses entering the supply chain marketplace, there has been renewed focus on digital initiatives in the industry in order to stay relevant. By Jonathan Toler*

* Senior manager of products and innovation

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The steel industry is digitalising Unlike previous attempts in years past, there appears to be a focus on not just developing a digital platform, which meant simply building a new capability, but a desire to develop real, impactful digital strategies that will lead and direct an organisation forward. There is not a ‘one size fits all’ approach to developing a strategy, and the tactics used seem to depend on various factors such as product offering, size, and customer base. Every company is different. It is probably wrong to say that Amazon is the big bad wolf who is going to steal all our business; I don’t think that is going to happen. I do think that depending on what you sell, it might make more sense for you to partner with Amazon and sell your products on their marketplace, or it might make sense for you to act as distributor and protect your business by developing your own digital ecosystem with your customers. Amazon is used to working in a business-to-consumer world, which is different from the business-to-business world in several important ways. In the consumer world, product pricing is the most important driver of sales. In the business-to-business steel industry, on the other hand, a lot more goes into a sale than that. Logistical pieces come first. For example, it is important to consider what inventory looks like, what value-added services are required (and available), is the material foreign or domestic, how fast the order can be delivered, and whether the order can be shipped on the same truck as another order. The preparation work or the value added services work, those are things that Amazon, if they were to come into the marketplace, would have to figure out. If you go order something on Amazon

you can just put your credit card in and wait on the delivery. Here in this world, it is a little tough to put $70,000 worth of material on a credit card and hope it comes next day in the size that your want. For that reason, there is often an analogue component that goes with online ordering in the steel world. It is important to have a point of contact that is a real person as well as accounting for the human need to review fabrication specifications. These are things that need to be integrated into any digital platform being developed for use in the steel industry. At the same time, online marketplaces like Amazon have definitely changed the way customers think about ordering products. Having a purely analogue system just isn’t an option anymore. Customers do not want to have to e-mail or call a sales person just to ask common questions, like if a certain common item is in stock or whether your location can punch or cut an item. It is certainly possible that a software company will see this and start developing digital platforms specifically for steel companies, especially to better integrate smaller companies. The bottom line: If you’re not digital you are going to be left behind. GETTING STARTED WITH DIGITALISATION Streamlining the ordering process is a good starting point for a company looking to digitalise. This is how the order gets from being placed by the customer to shipping. In some systems, you have representatives actually typing in the orders, even though they come in via email. Then you have someone physically placing the order on the floor. Creating a digital platform should try to simplify the whole process.

The first and easiest way to get better integration to your customers is to invest in a quality Enterprise Resource Planning (ERP) system, or in steel-specific software. You need to move towards digitalising your inventory. You don’t need to have your entire stock viewable in real time online, but you do need to be able to give your customers some idea of what it looks like, especially for your most ordered products. One common approach is to have a .pdf inventory list that is updated frequently and published online. That way, customers can at least know what you usually have in stock at any given point. I may not be able to give you my real-time inventory levels. I may not want to give you my real-time inventory levels. Let me at least allow my customers to know what I specialise in and what I usually have on my floor or how long it would take for me to get it to you. THE PARTNERING OPTION You have to move forward, but there are different ways to move forward. You don’t necessarily need to hire an entire software team to develop a custom digital platform. Partnering with another company that already has a working digital platform is one way to move forward. You have your core product area, but software creation may not be it, and that makes it a good area to partner with others. Building software the right way can be expensive. You have to be very intelligent in what you are going to invest money in. You can purchase existing software as one option. Many cloudbased providers have monthly subscription fees that allow you to remain flexible in the vendor

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you choose. You can also work with a company to build a more customised platform for you based on their existing one or a strategic partner they often integrate with. Focus on your pain points, and address those first. Then try and work out the back-end details of the partnership. Partnering doesn’t mean that you’re selling out or that you’re even necessarily surrendering control of your sales channel or your operations. A year or two later, you can make a determination on whether you want to make a capital investment on your own platform or are you good with continuing to use another company’s platform as you digitise. FLEXIBILITY IN DIGITAL PRODUCTS Different customers have different demands, and that is an important thing to consider when designing digital products. The product needs to be flexible enough to meet the demands of both smaller and larger customers. Larger customers often already have a set process, protocols, and quality assurance. They might have IT resources which can help with the various aspects of implementation. The process can take more time, however, because there are toll gates and procedures that need to be followed. A small customer can usually be brought up to speed faster, sometimes being on-board and launched within a day. A smaller customer may not need as much customisation and may not be as complex an imple-

mentation, but they may have a specific way of working. Another area that needs to be flexible is the system’s ability to interface with different data systems. One thing that Amazon has done very well was to build integrations into 30 different ERP systems. You need to be able to integrate into a variety of business-to-business systems, such as SAP and Oracle. Your customers should easily be able to track their orders. This makes audit time at the end of the year a lot simpler. It isn’t just can I order, but also how can you get that data over to my ERP or whatever system I’m using to manage my business? It’s not only a nice mobile page, it’s also sending all the data you need on the back end through EDI, XML, or some interface. STANDARDISATION CHALLENGES Unfortunately, the steel industry lacks a standard for terminology. This can create major headaches when trying to build a digital platform. Even with common sizes, grades and products, there is no universally mandated way of talking about them. This results in a situation where two mills can talk about the exact same product or item in completely different ways, and the same is true for customers. So the problem becomes deciding what you are going to call a product in your digital store. In the e-commerce world, you have UPC, which acts as the bar code. There is a hierarchy in how you communicate. If you go to Best Buy and Amazon, looking

for a TV, for example, everybody knows the main things you need to do to compare TVs. There is a lot more to a metal product than just the length and angle size. Factors like tolerance, where it was produced, and value added services all play a part. To tackle this terminology problem, you need to communicate well with the mills and the buyers. That way you can create nomenclature that is consistent with your digital platform, and it can still be understood by your customers. You can even reach out to competitors to get an idea of what they call things. MILLENNIALS IN THE WORKPLACE When looking to implement a successful digital strategy, having a more tech-savvy workforce can be the difference between a smooth roll-out and a bumpy one. At the same time, digitalisation can help attract millennials and younger workers to an industry whose average age tends to be higher than the norm. The success of this push, though, will come from leadership, and the attitude of the veteran staff who understand the steel industry is changing. Successfully recruiting millennials and younger people has helped us here at Kloeckner, but we have found a lot of industry veterans within our walls who have been eager to transform the business. Transferring to digital tools has created newer efficiencies which all of our sales, operations, and logistics staff seem to appreci-

Jonathan Toler joined Kloeckner Metals in October 2016 and is responsible for helping launch all of Kloeckner’s digital tools and continuing the development of their existing digital products. Jonathan was most recently director, product management at owners.com, and he brings a wealth of experience in developing, launching and managing e-commerce products.

ate, regardless of experience. If senior leadership isn’t behind a digitalisation effort, it isn’t going to be successful. To get this buy-in, you can emphasise how the technology is really all about saving money, driving new revenue, becoming more efficient, increasing margin, and accomplishing larger business objectives. It isn’t always easy to create a company culture that promotes innovation. You have to take some calculated risks. You have to be open to new ways of solving old problems. By setting high-level goals and giving employees flexibility, you might be surprised by the solutions that they come up with. If it is possible, try to develop a testing framework for your initiatives. Systematic roll-outs are easier and can help identify problems in the early stages before a new system is fully adopted. As long as you say beforehand that you know some risk is involved and you know it may not work exactly as you are planning, everything will be fine. You have learned lessons and you can move on to the next idea. That is how you innovate.

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HUMAN DEVELOPMENT

Badische Stahlwerke (BSW) is convinced that the road to success – the key to survival - is a well-qualified and motivated workforce. By Stephanie Meier*

The importance of the human factor

* Project Manager Consulting – Organisation & Human Approach, Badische Stahl-Engineering GmbH, Kehl / Germany

The steel industry is in a very tough situation nowadays and the challenge for every steelmaker is to think about how to compete successfully long-term in a difficult, unstable and competitive business environment. For Badische Stahlwerke (BSW) – the mini-mill of the Badische Group and one of the most productive carbon steel producers around the world – highly productive and efficient operations are crucial for survival, especially during challenging times. Of course technology and equipment are important to reach high performance and to remain competitive, and, of course, methodology is important to analyse the situation, identify potentials and utilise them, but BSW considers the people working in the company as the most important asset. This is why BSW put in a lot of effort and investment into its workforce. This article describes the human concept of Badische Group with its three career development steps: newcomer training, multi-skilling and development of talented operators. Furthermore, an example is given for the success of this hu-

man concept based on the casting machine at BSW. SKILLED WORKFORCE AND PRODUCTIVITY At th beginning of the 1980s, only 35% of BSW’s workforce had been skilled. Skilled in this case meant that employees completed an apprenticeship programme taking 3 to 3.5 years. Besides, only a little training had been offered to the workforce. As a consequence, BSW’s productivity – at 463kt/yr of rolled product – was on a fairly low level. The owners of the Badische Group, therefore, decided to start with an extensive training programme: • First, in 1979, a training department was set up (as a sub-department of Human Resources). • Second, a critical mass of its workforce was sent to a Japanese steelmaker (Kimitsu Works/ Nippon Steel Corporation; regarded as ‘benchmark’ at that time) for a detailed know-how and technology exchange. • Third, in 1989, the Badische Group established the BAG Training Centre, an independent company responsible for the training of the Group’s newcomers.

In 2000, the BAG Training Centre was recognised by the German Government for having the best training concept in place. In 2016, the Training Centre trained 169 apprentices for its own purposes but also for external customers. Nowadays, 93% of BSW’s workforce consists of skilled workers, especially industrial and process mechanics and electricians. Since approximately 2010, BSW has not hired any unskilled operators because, during their apprenticeship programme, they are trained in structured thinking, solution-oriented ways of problem solving and discipline – all in addition to technical and metallurgical training. Soft skills training is an integral part of BSW’s company culture. The figures in Fig 1 show that investing in a skilled workforce leads to increased productivity. BADISCHE GROUP’S HUMAN CONCEPT Badische Group’s Human Concept consists of the right management approach and proper training in order to get a skilled and motivated workforce. At BSW, training and qualification are not seen as a once-in-

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a-lifetime experience, but as a continuous process characterised by life-long learning: • The process starts with well-educated newcomers trained at the Badische Group’s own Training Centre (BAG) according to BSW’s needs and requirements. • Life-long learning goes on with multi-skilling of the existing workforce. The aim is that each operator can work in different work places in order to keep production running and increase staffing flexibility in case of absenteeism. • To close the loop, supervisors, in addition to their technical, operational and safety responsibilities, are in charge of the on-site training of newcomers as well as multi-skilling training of existing operators and are thus a success factor for a well-qualified and motivated workforce. NEWCOMER TRAINING BSW is located in a favourable environment: On one hand, it profits from the dual system – Germany‘s unique way of training newcomers financed by the German industry. On the other hand, BSW belongs to the Badische Group whose owners are willing to finance their own dedicated training company: The BAG Training Centre where 3.5 years of education for just one apprentice amounts to 75,000 EUR. The 3.5-year newcomer training takes place at different locations: • Theoretical training in classrooms is done mainly by one of eight full-time training instructors working currently in the training centre. In exceptional cases – process metallurgy and work safety, for instance – classroom training is done directly by engineers and experts from the BSW plant. The aim of the theoretical classroom training is that apprentices should understand the technical and metallurgical background of what they are doing. • Theoretical training is completed by interactive teaching in the Training Centre’s workshop. This hands-on approach is supported by simulations and case studies and is also taught by ded-

icated training instructors working full-time in the training centre. The aim of this interactive teaching is for students to acquire practical skills, ie, how to do things. • Practical training on the job takes place after the basics have been set in the training centre (approximately after 1.5 years of newcomer training). This step comprises a combination of learning and working directly in the plant. Learning from operational processes is seen as very valuable and efficient because the apprentices can directly apply their newly learned practical skills and manual processes and thus internalise them. In contrast to the training that takes place in the classrooms and workshops, the shift supervisors are responsible for practical on-the-job training. MULTI-SKILLING The pre-condition for having a well-qualified and multi-skilled workforce in place is that training and learning never stop. BSW follows a life-long learning approach, which means that after having completed the 3.5-year newcomer-training course, learning simply carries on. For BSW, multi-skilling has several advantages because it helps to avoid:• Limited area of knowledge and responsibility, which usually leads to a significantly higher headcount.

3.5

manhours/t t/manyear 3500

3 2.5

3000 2500

2000 1500

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1000

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• Limited flexibility in personnel planning and lining up working places, e.g. in case of absenteeism due to illness. • Lacking overview of process results in a tunnel vision creating interface problems, departmental walls and hindering communication and information exchange. • Egoism and lacking teamwork by seeing only one’s own work place instead of being interested in the whole team’s and whole plant’s performance. But also for the multi-skilled operator it pays off: • More interested working environment: Changing working places mean getting to know different people and varying tasks which make working life more diversified. • Higher salary: The more working places you are able to work on, the higher your salary will be. Thus, each and every operator

500 0

Fig 1. BSW annual development of manhours per ton produced and tons per man

Fig 2. Career development steps for an operator at BSW

QUALIFICATION CONCEPT

BASIC QUALIFICATION: NEWCOMER TRAINING

Before-the-job training at BAG training company for newcomers: - 12 professions trained - Focus on mechanics and electricians

FURTHER QUALIFICATION: MULTI-SKILLING TRAINING Practical multi-skilling training onthe-job supported by: - Written instructions/customised training manuals - Fixed training shifts - Off the job: External seminars, exchange with other plants

CAREER PATHING: TALENT DEVELOPMENT

Supervisor development programme: - Available for production & maintenance positions - 1-2.5 years of training incl. 1,110 training hours - Sponsored by Badische

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Operators should be trained to work on different working places

Maintainers should be trained to work in one production area

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2. Caster Ladle operator caster ...

Charging crane driver 1. Caster 2

2 1

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Employee Maintener 1 Maintener 2 Maintener 3 Maintener 4

Regular position Employee fully able to work on working plan In training Substitution of the supervisor

Fig 2. Example of multi-skilling programme for operators and maintainers

can pretend to have a higher salary. • Climbing up the hierarchical ladder: Being able to work on various working places is a pre-condition for a career at BSW. FROM OPERATORS TO SUPERVISORS At BSW, the supervisor position (in German language ‘Meister’) is considered to be crucial for achieving highly efficient and safe steelmaking operations. Supervisors are the primary face of management for most of the workforce and have a significant impact on BSW’s productivity, employees’ motivation and efficiency. The supervisor is the decision maker on shift, but also a person of confidence for the shift crew. He is an interface between the workforce and the management. Beside technical and process skills a supervisor needs to be able to lead people and take decisions in a critical situation. He is

1 2 3 4

-Hydraulics .,.. ‘Torch cutting Turning Milling Bearings ERP system Time management ERP system MS office Leadeaship and communication

2 2

Gear box techniques and repairing Pump technique and repairing

1 1

Supervisor Foreman/assistant superivor Assistant foreman Machine attendant Mechanic/fitter

2. Meter 3. Meter Meter ladle furnace

1. Meter

Employee Operator 1 Operator 2 Operator 3 Operator 4 Operator 5 Operator 6 ...

Required knowledge maintenance General knowledge SP equipment

Position

Working position

1 1 1 1 3 2 2 2 2 3 3 2 1 1 2

1 1 1 1 1 1 2 2

1 1 1 1

1 2 2 1

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1 1 1 2 3 3 2 4 4 1 1 2

Profound knowledge Basic knowledge - training required Few/no knowledge - training required Not necessary

tors support the shift supervisor where the execution of training is concerned. Therefore, about one third of Badische’s workforce is a certified trainer. BSW carefully selects and trains potential candidates. The training includes practical experience through on-the-job training, as well as attending a dedicated supervisor school (1,150 hours of classroom training including final examination). In general, it takes a

minimum of 10 years’ experience at BSW before an employee is promoted to a supervisor position. BSW aims to always have enough trained supervisors in the pipeline. The supervisor plays a significant role in career development: By leading, motivating and training newcomers as well as existing employees, supervisors build up a pipeline of internal talent out of which will eventually be recruited the next supervisor.

responsible for safety, quality and productivity of his shift team consisting of 27 operators in the meltshop. He is also responsible for continuous improvement, personnel planning and working place staffing as well as newcomer and multi-skilling training on the job, i.e. for identifying and qualifying enough successors for each and every working position. First opera38

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CASTING MACHINE PERFORMANCE Beside the steady increase in productivity (as shown in Table 1), another example of the influence of the human factor at BSW is the performance of casting machine #2. It is an example of the willingness of people to change things or, in other words, what humans can achieve if they really want to. Casting machines at BSW have always been challenging. Over decades, numerous improvements have been made at the furnaces whereas the casting machines have always had to keep up – without major investment. In 2011, CCM#2 was rebuilt and a 6th strand was added boosting the casting capacity to 200 tons/hr taking the 30 tons tundish capacity into account. However, because of limited space at the casting platform there wasn’t much room for a 6th strand, so the distance between strands after rebuilding amounted to 950mm compared to an industry standard of 1,200 – 1,400mm.

Before rebuilding took place, BSW discussed the issue of limited space between strands with its supervisors. All parties involved knew that the more narrow the distance between the strands, the more difficult the maintenance at the casting machine, cleaning of spray chambers and problem-solving after break-outs. A 6th strand, however, has led to increased production. As a result of the discussions, meltshop supervisors convinced management that a 6th strand was feasible – without leading to considerably higher delay times and longer shut-downs. Meltshop supervisors kept their word and trained and motivated their shift crews so that in the last few years, the performance of CCM#2 has reached an outstanding level: • The breakout rate decreased from 2.3% in 2015 to 0.1% in 2016 (This is worthy of mention taking into account that breakouts cause significant problems for reasons of safety, reduced availability

and production losses). • Cleaning after a break-out takes only 15-20 minutes on average – a considerable decrease compared to earlier days. • The delay time on both furnaces waiting for CCMs #1 and #2 was reduced from 134.1 hrs in 2015 to 80.2 hrs in 2016. • This lead to a 95.47% availability of CCM#2 in 2016. In 2016, BSW casted with 11 strands 2.37Mt (210kt per strand). There are not many steel plants around the world who achieve the same result! As a consequence of this success story based on the qualification, motivation and willingness of BSW’s workforce, BSW will also rebuild its CCM#1 in 2017/18 – which will present the same space limitation challenges. CONCLUSION At the end of the day BSW, like any other steel producer around the world, is forced to continuously improve the management and technical skills of its employees at all levels of the hierarchy. It is essential for the company to qualify young people not only to meet the skill demand but also to overcome the ageing of the workforce. It has been the experience of both BSW and Badische Stahl-Engineering (BSE) that 80% of success depends on people, whereas only 20% on equipment. Technology and equipment are, of course, important to reach high performance levels and remain competitive, but the products are made by people and the technology is applied by people. Badische, therefore, sees its people as the basis for continuous productivity increases which have been reached in the past and will continue into the future. You can buy technology, you can buy methodology, but you have to invest in people!

www.bse-kehl.de

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CUSTOMER FOCUS

How focusing on the customer can help metal manufacturers thrive in challenging times. By Stefan Koch*

* Global Lead for Metals, SAP

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Looking beyond the plant Beginning nearly 4,000 years ago with the earliest known ironware, metal production has been integral in the development of civilization as we know it. Throughout history, nearly all human advancements have involved metal including warfare, agriculture, transportation, and the entire Industrial Revolution. Yet, in all that time, the industry has not faced greater challenges than those confronting metal manufacturers today. To begin with, the majority of the industry is forecasted to experience little to no growth. This may be surprising considering that there is a growing, global middle class spending more disposable income on products such as cars, houses and other consumer items. However, the demand is being distributed unevenly. For example, steel demand in construction will increase due to infrastructure investments while the trend toward smaller and lighter cars will negatively impact flat steel demand. In addition to slow growth, manufacturers must also contend with factors such as oversupply, increased regulations, energy and resource constraints, material substitutions and intensified competition. Traditional metal producers, fabricators and distributors are being challenged by new companies entering the market

tain that the industry must adapt to change or risk an unclear future. Proven business models and plans from the past based on enormous capital investments in plants and assets will no longer be sufficient to meet stakeholder expectations. Metal manufacturers must find new ways to be profitable, remain competitive and differentiate themselves in the market. For many metals companies creating high-quality products is the primary goal. This means that optimising operations and streamlining maintenance processes typically are the first steps they take when trying to fortify their bottom line. To achieve the goal of operating a â&#x20AC;&#x2DC;perfectâ&#x20AC;&#x2122; plant for delivering products, these companies are using technology to digitally transform their existing manufacturing procedures and processes. For example, data from sensors embedded in equipment such as pumps or electric motors are being used to forecast and prevent breakdowns. A focus on increasing asset utilisation and maximising production makes sense because metal manufactur-

with either new products or new services. Recently, primary metals producers have begun taking away business from the fabricators and traders by selling products directly to end consumers. Also, companies outside the industry are entering the market, such as Amazon.com selling steel products. In fact, according to a study 68% of metals CEOs worry about new rivals from other industries disrupting their sector. While no one can predict the future with 100% accuracy, it is cer-

ing is an extremely capital-intensive industry. Yet, it is important to remember that products have to be bought by someone. Metal manufacturers who want to truly stand out in the market and succeed in these challenging times, must not lose focus on the customer. CUSTOMER FOCUS FOR NEW VALUE CREATION Todayâ&#x20AC;&#x2122;s customers expect a new type of experience, one that is frictionless, where commerce is

seamless, technology is invisible and answers are instant. They want customer interactions across the digital ecosystem. Analysing all the customer touchpoints can help identify new ways to deliver value beyond the products being sold. Fortunately, technology advancements provide the ability to understand customers and their buying behaviours in ways never before available, allowing for the development of personalised experiences, even in B2B scenarios, through new channels. The metals industry is one of the more automated industries in the world. Most metal manufacturers understand the value of implementing technology solutions to deliver better results. Today several technology trends have converged in a way that is dramatically changing the industry and creating both risk and op-

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portunity – Internet of Things, machine-learning, mobility, augmented reality, in-memory computing and cloud. Already these digital technologies are providing new tools the industry needs to transform their products, value chain business processes, and services. Taken a step further, when these technologies are combined into a single, integrated solution, the true power of the digital economy is realised. Looking beyond the fences – how digital can help In a connected world where every company is becoming a technology company, industry leaders focus on providing customers with value. Below are a few examples of how metal companies are embracing the digital economy to create value within the plant and outside- beyond the fence: • Optimised Inventory – Metal manufacturers often have high Work in Process (WIP) inventory

due to cancelled orders, over production or production deviations. Manufacturers can now access granular sales history to uncover customers that have ordered the same product in the past. Algorithms are used to match the actual excess stock to previously requested products and make a recommendation as to which customer may be interested in purchasing the excess supply. Sales can take the information, contact the customer and offer the surplus product, thereby demonstrating customer knowledge and fostering a stronger relationship – and lower (WIP) stocks and related capital employed • Quality Insight – The ability to record, condense and use huge amounts of newly available data has tremendous benefits; one of which is the ability to predict and describe the quality of a product in a very granular way. By reviewing

all types of process data such as pressure, temperature, and electricity, and correlating it to quality parameters like thickness variation, it is possible, for example, to determine how much energy was applied to deliver a certain quality result. Having detailed quality data early in the production phase reduces risk. Data on current product quality combined with predictive algorithms on downstream production can help route the expected best final product to the best customer. Of course, this capability requires technology capable of analysing data in real-time and presenting the results in easy-to-understand graphical formats. • Better control resource consumption – During the metal casting process, a company consistently had 25% of its slabs in quality control. This was determined by manually checking the quality of Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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each slab after production. By analysing the historical slab production data, the company was able to accurately calculate the defect appearing probability. In this way, they were able to decrease the amount of slab quality checks by 75% and still detected 95% of all defects. The company saved time and money by doing less inspections, and saved energy by reducing the number of slabs that cooled down due to the inspection process and needed to be heated-up again afterwards. • Faster, more interactive service – Robotics automation of processes, and the use of digital assistants is making it possible for manufacturers to provide faster service, with less staff. These new 42

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services also offer improved interaction and even a new experience for customers independent of the chosen device (PC, phone, tablet, etc.) and preferred channel such as web, email, phone, or chat. An interaction supported by conversational applications can guide the service representative in responsive manner and will incorporate in the background the detailed data that is now available. So data of sensors and systems in production and elsewhere will increase value by usage in so far unknown or business domains. New services can provide full transparency during order processing and allow access to detailed product data by piece. • Drone inspections – Some manufacturers are using drones to

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take inventory of assets in remote locations. Drones take photos of rail cars or ore inventory, for example, and instantly transmit the information back to the plant. This reduces the costs associated with human inspection or aircraft flyovers. Drones combined with RFID readers and cameras in finished products also help automate yard management by reading RFID tags and process photos of bar or QR codes and reduce the number of hours needed to manually track inventory. • Predictable delivery – In general, a customer is happy when the product they expect is on-site and ready to be used. Manufacturers can have a perfect plant that finishes products on time and within specs and budget, but without excellent transportation, this means nothing. Delivering the products as expected is just as crucial as making it as expected. Data from sensors attached to the product, embedded in pallets or other transportation assets can help track and trace the location, condition and authenticity of products. Sensors also can help with locating containers and even track moving assets to prevent loss. With connected logistical systems, companies can optimise delivery, analyse impending routes, pick-

ups and deliveries, and even send the customer real-time delivery status. • Asset intelligence network – Some manufacturers are already taking advantage of a cloud-based network that fosters the exchange of information between operators, manufacturers, distributors, and service providers. Nicknamed ‘Facebook for Machines,’ these online networks help companies share and access data important for operations. For example, a manufacturer uploads machine maintenance procedures onto the network. A service provider accesses the information and uses it to repair an asset. However, the technician discovers an error in the procedure, makes the correction, and puts the revised content into the network. Reciprocal sharing ensures all parties are working with the most updated information for better overall customer care. This network can also spur innovative business models like third-party maintenance companies. • Responsive manufacturing – In the past, once an order was placed, communication with the customer was often limited until the order was ready for delivery. Today, however, real-time communication is possible throughout the manufacturing process. Should a

customer have a change, such as a coating colour change from red to yellow, the plant can accommodate the request without holds or delays. As the above examples illustrate, digital technology is providing new opportunities by connecting assets, people, products and processes. For the metal industry, new technology is not only helping lower costs and drive efficiencies within their existing operations, but it is giving them the ability to add value to customers in new ways. These companies are delighting customers with pro-active sales, faster turn-times, real-time communications, and a wider variety of products and services. And yet, this is only the beginning to what can be accomplished by creating a culture that is adaptive and flexible, integrating the customer closer and more directly into the production processes. Thought leading metal companies that support and test creative ideas at all levels of the organisation will discover new ways to achieve sustainable growth while becoming a strong lever for competitiveness and differentiation. SAP is supporting metal companies around the globe on their journey to the Digital Business of the future – which is often beyond the fence.

www.sap.com

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VIRTUALISATION

Virtualisation for industry Improving efficiencies is the name of the game to be competitive in today’s steel industry. Control systems must maximise availability by eliminating planned and unplanned downtime. By Daniel Sánchez*

*Global sales director, Russula

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Traditionally, the lifecycle of an industrial control system becomes progressively reduced over the years. The main reason is because hardware and software development shortens the life-cycle of the individual automation components and, therefore, the overall control system life. However, compared to consumer electronics, industrial automation systems last considerably longer. There are important differences between industry sectors. The automobile sector, for example, usually replaces its control systems every seven to eight years when a new car model is manufactured. Iron and steel plants typically last 12-15 years, while power plants may reach 50 years with the same control equipment. Independent of the industry and sector, the control system must be ensured across the whole plant life, both in terms of functionality and maintenance cost. The challenge today is not only to guarantee the availability, but to migrate the systems periodically while minimising the impact on production and simplifying the transition for plant maintenance staff. For both reasons virtualised environments help plants operate smarter and safer and simplify the overall system management. Among all the benefits, virtualisation offers cost savings, efficient usage of hardware resources, simplified management, easy hardware and software upgrades and most importantly, guarantees the uptime of the system?. WHAT IS VIRTUALISATION? Virtualisation technology allows one physical server to run many virtual servers. Each virtual machine is isolated from the underlying hardware resources and can run a different operating system. In effect, each virtual server acts like an independent computer.

Before virtualisation was developed, a single computer ran a single operating system that deployed applications, databases or services. Over the years, many vulnerabilities and incompatibilities were found between the different applications. For this reason, most of the organisations mitigated the risks by running just one application or service per server, thereby isolating the systems and increasing the fault tolerance. At the same time, the overall utilisation of the servers was only 10-15% of the total CPU capacity. All the computers were vastly under-utilised. A virtual machine behaves like a physical computer containing a ‘virtual’ CPU, RAM memory, disk and network resources. On top of the virtual hardware there is an OS operating system, isolated from the main host server. Typically, the term ‘guest operating system’ is used to refer to the operating system that runs on the virtual machine, and ‘host operating system’ refers to the software running on the actual machine. Virtualisation works by adding a layer called Hypervisor. The Hypervisor is a light layer that allows multiple virtual machines to run concurrently on a host computer. The main goal is to manage all the services necessary to host the applications and their guest operating systems. WHY VIRTUALISE? • Save energy and space. Use your resources smarter. Important cost savings can be achieved by reducing the total number of servers and maximising the utilisation of each one. The consolidation of applications in fewer servers reduces the energy and cooling costs. Also, the overall footprint of the computer room is less than the traditional layout due to fewer number of racks.

•

Increase uptime In order to guarantee the high availability required in most industrial processes, features such as fault tolerance, live and hot migration and quick recovery are valued. The virtualisation environment permits all these features and more; for example, one virtual machine can be easily moved from one server to another with no latency, server workload can be easily distributed among different physical servers and data can be quickly recovered after unplanned outages. •

Isolate the possible problems Data centres typically have adopted the philosophy of ‘one application, one server’ to isolate applications and reduce the risks of the vulnerabilities and incompatibilities between the different applications. This methodology increased the overall cost and space needs. Virtualisation enables the automation engineer to use the server’s resources appropriately by provisioning the resource to the application requirements. •

Extend application life Typically, in industrial environments quite a few old legacy applications are still in operation. Several problems occur to keep these applications up and running as they are not compatible with newer versions of the operating system or hardware and users are reluctant to make any modifications. Virtualising and encapsulating these legacy applications and their environments extends their life, maintains the application running and eliminates the older hardware that is impossible to maintain. • Avoid the hardware vendor lock-in and make upgrades simpler Conceptually virtualisation re-

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moves the underlying problematic hardware and gives IT managers the flexibility to replace, migrate and upgrade the hardware with their preferred vendors â&#x20AC;˘ Simplify the process of creating test environments In order not to cause unnecessary downtime, industrial processes typically create test environments to simulate improvements and modifications before implementation into the process. Virtualisation easily allows automation engineers to replicate a machine that is isolated from the main network and process. There is no need for a new physical server. If the modifications fail in the test environment, the engineer can easily recuperate previous versions. This feature not only simplifies but reduces the mistakes made during tests or upgrades. APPLICATION CASES Server virtualised infrastructure The right moment to consider creating a completely virtualised system is when developing a new

APP

HOST OPERATING SYSTEM

NON-VIRTUALISED ENVIRONMENT APP

APP

GUEST OS

HYPERVISOR

HOST OPERATING SYSTEM VIRTUALISED ENVIRONMENT Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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SCADA SERVER #1

SCADA CLIENTS N

OPC SERVER

VM OS

CENTRALISED STORAGE

HYPERVISOR HOST OPERATING SYSTEM VIRTUAL HOST CLUSTER

CLIENT #1

CLIENT #N

ENGINEERING

MOBILE

AUTOMATION

WORKSTATION

DEVICES

CONTROLLERS

STATION

FIELDBUS DEVICES

(BOX 1)

PROS • Fewer servers consuming less energy and space.

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•

Easy maintenance and management: recovery points, load balance and hot swapping of failed hardware.

•

Higher uptime and faster disaster recovery.

•

Simplifies application isolation .

•

Guarantees future hardware migration.

•

Extend application life.

CONS •

Magnified hardware failures.

•

High upfront investment that will be recovered in the long-run.

•

New management tools and new skills for managing the virtualised environment.

•

Unnecessary virtual machines sprawl due to the simplicity of deploying new instances.

project or replacing the complete SCADA system. Typically a virtual host is required with two servers to run the hypervisor layer and a centralised storage system. The virtual cluster hosts the SCADA server application and the required number of clients, which depends on the operator stations’ requirements. Other applications can run on the virtualised environment as well, such as development engineering tools, the OPC server and any other service required for the process or for interconnecting the process with other higher level systems. The virtual host is sized according to the number of virtual machines running simultaneously, which depends on the size of the plant infrastructure. Thin-clients with direct access to the virtualised desktop environments are a viable option for industrial applications. The thin-client solution is more suitable than the standard PC-based computers because of its robustness and simple fan-less hardware attributes make thin-clients ideal for industrial environments. Over the past couple of years thin clients used in virtualised environments are becoming progressively more cost effective. The pros and cons of the complete virtualised infrastructure can be seen in Box 1 (below left). Under this scheme Russula has developed different projects in collaboration with steel producers such as Nucor and ArcelorMittal. The customers are satisfied with the solution and despite the initial higher investment it is definitely recommended on a daily basis, particularly if the system is implemented from scratch. COMPUTER-BY-COMPUTER VIRTUALISED APPROACH Plants that already have an existing client-server infrastructure may have legacy systems installed more than 10 years ago. It can be problematic to find modern equipment on the market that can run legacy applications. Plants are often forced to buy second hand equipment to keep the system running. Computer-to-computer virtu-

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alisation is a good solution for plants that are in this situation. This consists of virtualising each of the machines independently and isolating the application in the right operating system. This approach does not have the benefits of a complete virtualisation environment as mentioned above, but it does address the problem of replacing equipment and extending the life of the control system. For the pros and cons of the computer-by-computer virtualised approach, see Box 2 (right). When customers have issues replacing existing hardware, Russula typically recommends a computer-by-computer virtualisation approach. It is a low investment solution that guarantees the midterm maintenance of the computer-based system. Several plants in the Celsa Group have migrated their servers and clients to solve compatibility issues generated by maintaining legacy systems.

(BOX 2)

PROS •

Low cost solution.

•

Simplifies the isolation of the applications.

•

Guarantees the future hardware migration.

•

Extend application life.

CONS • Missing advantages of a server virtualised environment. •

CONCLUSIONS Historically virtualisation has primarily been used in corporate environments. Now it is being implemented extensively in industrial environments. Virtualisation extends the life of control systems and is compatible with modern computer equipment, avoiding the difficulties in maintaining legacy systems.

Not a fault tolerance solution.

www.russula.com

SCADA SERVER #1

SCADA SERVER #2

SCADA CLIENT #1

SCADA CLIENT #2

ENG STATION

GUEST OS

HYPERVISOR

HOST OS

FIELDBUS DEVICES MOBILE DEVICES

AUTOMATION CONTROLLERS

OS STATION

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INDUSTRY 4.0

Meeting customer requirements Industry 4.0 – otherwise known as the fourth industrial revolution or even ‘smart manufacturing’ – is all about enabling plant operators to inter-connect operations around the globe using an automation platform that combines the advantages of modern data comms technology with traditional automation tasks for open and closed loop control. In this article, Dipl.-Ing. Detlef Ehlert* examines SMS group’s experiences

The challenge with all projects, from green field through to modernisations, is to meet customers’ requirements:• Competitive production costs. • Maximum product quality. • High yield and plant availability. • Flexible production planning with all lot sizes, even single pieces. How can Industry 4.0, the Internet of Things, or digitalisation, which are more or less synonyms for the same thing, help meet these requirements? Plant operators dream of having a smart factory with autonomous production and self-optimising processes, a dream that is close to becoming reality. In order to achieve this plant builders need to change their engineering work flows and tools. The right automation platforms also have to be chosen accordingly.

* Vice President, Direct Business and Services, Electrics/Automation, SMS group GmbH, Wiesenstrasse 30, 57271 Hilchenbach, Germany. Mail: detlef.ehlert@sms-group.com

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BASYS 4.0 RESEARCH PROJECT A long-term strategy of companies with global operations is the flexible interconnection of individual plants around the world to create modern production networks. This requires an automation platform that combines both the advantages of modern data communications technology with traditional automation tasks for open and closed loop control. In order to

meet the relevant requirements the SMS group is participating in a research and development project supported by the German Federal Ministry of Education and Research. The project is entitled “Basissystem Industrie 4.0” (“Basic System for Industry 4.0”). The aim is to create a reference architecture that provides the necessary basic services for Industry 4.0 at the plant interface, in addition to basic automation functions. The aim of this system architecture is to enable plant operators to react flexibly to ever changing production processes. Existing technologies are interconnected and integrated so that Industry 4.0 applications can be implemented. A virtual middleware which is being created for this purpose allows the required services to be provided and connected with each other. A total of seven demonstrators from various areas will be made available to the participating industry partners. The demonstrator being provided by the SMS group is a virtualised aluminium cold rolling plant, which gives a realistic picture of the control-related processes and technological requirements of these kinds of plants in the form of a real-time simulation. The high demands placed by this virtual plant on the newly developed platform are similar to those of a real plant. The demonstrator has now

been completed and made available to the relevant project partners. The first prototypes of the basic system are currently being tested on the demonstrators. FLEXIBLE SOFTWARE ARCHITECTURE Before the aforementioned development project was launched, the SMS group got together with partners in the scientific field, such as the Fraunhofer Institute and RWTH Aachen University, to define the necessary automation and software structures for the future. The results can be summarised in the following workflow: 1st step: Functional plant modelling 2nd step: Transformation into a complex software network 3rd step: Realisation as a high-performance variable bus concept with loose coupling The new structure is not designed within the established automation hierarchy, rather it is structured within a network where all the functional units can communicate with each other independently of the hierarchy level. It allows fast closed loop control as well as powerful communication tasks. A key objective is to reduce the required delta engineering from one plant to the next and to provide a high level of flexibility for plant modifications.

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It already fulfills the requirements of the BaSys 4.0 system architecture in various ways. The first application using this software structure – for a cold rolling mill automation system – is scheduled for summer 2017. X-PACT® PROCESS GUIDANCE The X-Pact® Process Guidance system was developed for melt shops and represents a departure from the standard automation pyramid. The main focus was to create a user-friendly structure that guides the operator through the different stages of the process (e.g. the melting process). With each process step the front end automatically adapts its content to meet the requirements of the current step. The operator interface follows the process and switches to the relevant page. During operation, the process steps, which are executed automatically, are displayed to the operator. The software architecture has also been completely updated. The interfaces have been fully reworked to achieve consistent communications using data clouds to store data and provide universal database access, and to avoid any data redundancies for the purpose of facilitating efficient data storage. The architecture is component-oriented and can be extended by adding further modules and applications. The X-Pact® Process Guidance system offers easy Industry 4.0 integration by allowing cyber physical devices

to be connected, irrespective of the type of device. It provides a platform for various cloud services. MULTI-DISCIPLINARY ENGINEERING A further aspect of the digitalisation process is to improve the multi-disciplinary engineering. Metallurgical plant engineering involves the design of the mechanical equipment, the hydraulics, the

FIT FOR THE FUTURE The SMS group Electrics/ Automation division now employs over 1,000 experts worldwide. For over 25 years these specialist teams have continuously grown to become a full line supplier of integrated electrical and automation systems for the entire metallurgical process chain.

lubrication system, the various water circuits as well as the electrics and automation. Each engineering team uses different engineering tools and the results are stored in different data formats. Forcing these teams to use identical data bases is not effective. That is why the SMS group follows the AutomationML approach, which allows for the object-oriented description of a plant from different perspectives, such as geometry, kinematics, as well as functions including dynamics, based on international standards. The aim is to generate XML files as output files from the various engineering tools, including SAP, CREO, Auto CAD, and so on, and to use these as input files for other tools such as, for example, EPLAN for the design of circuit diagrams and logiCAD or S7 for software engineering. This procedure avoids redundant manual data inputs and ensures that all engineering teams are always using the latest data. The next step on the path to digitalisation is the automatic creation of software for different

Fig 1. Real time simulation of an aluminum cold rolling mill

Fig 2. X-Pact® Process Guidance

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Fig 3. Plug & Work procedure in the SMS group test field prior to commissioning

GLOBAL PLAYERS The SMS group is a group of global players in plant construction and mechanical engineering for the steel and non-ferrous metals processing industry. In addition to mechanical equipment and process technology, its portfolio also includes all electrical systems, from power distribution through drive systems right up to full automation systems.

plant areas. This can be seen as automating the automation system. The procedure is as follows: standardised functions, like those for a hydraulic power station, are defined in code templates. The relevant data for the individual plant, such as actual dimensions, required forces, speeds and so on, are described in the plant models. The code template is merged in the code generator with the data of the plant model to create the executable code for the actual project. As the project data base is also used for code generation, manual inputs and manual programming are reduced to a minimum. This also minimises the risk of failures. The SMS group Plug & Work concept is another field of digital-

isation that is already well-established. The customers’ plants are simulated in real time, creating more or less a digital twin of the plant. Detailed plant data are taken from the CAD tools for the mechanical equipment and media systems. The process is simulated using mathematical and physical models. This digital twin is connected to the real plant automation system in the test field. On the one hand it allows the automation system to be vigorously tested, while on the other hand providing intensive training to the customers’ operators and maintenance personnel. The results are steep start-up ramps and prime quality products that are produced from day one. Digital twins are also used as 3D mock-up models for the plant engineering. The information from different plant areas and engineering disciplines can be integrated during the engineering phases. Once integrated, virtual plant surveys allow checks to be made to see if the piping is interfering with cable tracks, for example, so that mechanical collisions can be avoided, and to see if the foundation fits the other equipment. X-PACT® MES 4.0 PRODUCTION PLANNING SYSTEM Let’s return to the vision of a smart factory for the steel industry. The main challenges, which are directly linked to the plant’s performance, are:

Fig 4. Mock-up model of a continuous casting plant 50

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• Flexible production planning with varying batch size orders, including single batches, with high adherence to delivery dates. • Maximum operational plant performance with a minimum of maintenance and low net working capital. • Continuous achievement of best product quality with high yields. • Frequent changes in general conditions such as legal environmental requirements, and costs for raw materials and energy. The SMS group’s X-Pact® MES 4.0 production planning and control system, in combination with the Product Quality Analyser (PQA), already provides important modules as entry points to the smart factory. The X-Pact® MES 4.0 always has an up-to-date record of the order book and is provided with current data from each production unit. This includes detailed product quality and plant condition information. Even if the production units for different process steps are distributed among different locations, the X-Pact® MES 4.0 and PQA are able to track the production and quality data in detail, even across countries. The X-Pact® MES 4.0 uses these data to plan the production sequence flexibly for each production plant, in order to meet the desired delivery dates. Business intelligence tools are offered for detailed reporting and process analysis. The SMS group already started using big data management methods some time ago to analyse the enormous amount of data available, so as to provide the relevant basis for making decisions. The next step would be to apply this in self-learning processes.

everyone in the SMS group. It will radically change current processes and business models in some areas. Nevertheless, the process is regarded as an evolution rather than a revolution. Initial changes can be expected in the areas of production, maintenance and quality assurance. Significant enablers to achieve these changes will come in the form of embedded

systems, digital platforms and powerful real time-networks to connect the production units of companies operating across the globe. These technologies together with big data analytics and cloud computing will allow autonomous self-optimising process and production control systems to be developed. Digitalisation will offer opportunities for both plant operators and plant builders and will result in a new form of co-operation between both partners.

REFERENCES [1] Reifferscheid, Markus (SMS group GmbH): Digitalisierung in der Stahlindustrie – Strategien, Konzepte und Lösungen. Stahl und Eisen 2/2017, Stahleisen, 2017 [2] Ehlert, Detlef (SMS group GmbH); Schauerte, Hubertus (SMS group GmbH): Industrie 4.0: A traditional plant maker moves forth into a new industrial era. IFAC MMM 2016 (17th IFAC Symposium on Control, Optimisation and Automation in Mining, Mineral and Metal Processing), September 2016, TU Wien, Vienna, Austria.

www.sms-group.com

CONCLUSION Here we have seen a selection of examples relating to the topic of digitalisation. This subject affects Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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NEW BUSINESS MODELS

Steel companies will be driven by four key megatrends: energy shifts; globalisation; urbanisation; and digitalisation, argue Dr. Nils Naujok and Holger Stamm, Strategy&, part of the PwC network

PwC Strategy& (Germany) GmbH Email: nils.naujok@strategyand.de.pwc.com Email: holger.stamm@strategy@.pwc.com

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Digital done differently in the steel industry Looking into the immediate future, we believe that steel companies will be driven by four key megatrends – energy shifts, globalisation, urbanisation and digitalisation. In our view, most steel and metals companies fully realise the situation that their industry faces – the level of competition, the massive global shifts affecting their customers and themselves, the rush towards commoditisation and disruptions like CO2 regulation, eMobility and lightweighting. In a highly competitive and volatile market, companies must find and develop individual paths towards sustainable profitability and growth. The steel industry has to manage highly integrated value chains (across industries) with diverse requirements that are changing rapidly. At one end it is a high capital-intense industry with the need for high asset utilisation. Each interruption that decreases the availability of the assets and output has a direct negative impact on the margin. On the other end there is a trend towards higher customer integration and customer orientation. This requires, for example, optimised and flexible value chains as well as integrated systems or platforms with and for customers. Steel companies have to develop the right capabilities – people, processes, tools, and technology – to manage it. An important element on this journey will be how they manage digitalisation, which provides new opportunities for innovative and dynamic players. Laggards will, of course, face further deterioration in their performance and competitiveness. Leaders will benefit from new and disruptive technologies in respect of efficiency, cost structure and customer orientation. At its fundamental level, digi-

talisation involves improvements in e-commerce platforms to offer customers simple and transparent purchasing and logistics channels able to handle custom or routine orders, which, in turn, will lead to more flexible end-to-end material flow. Customers will be able to place orders directly in procurement systems linked with steel companies, improving the efficiency of inventory management and storage – and potentially cutting costs significantly. But in a more complex vein, steel companies will need to develop capabilities to effectively use advances like the Internet of Things (IoT), 3D printing, robotics, smart manufacturing and automated supply chains. PwC Strategy&’s Global Industry 4.0 Survey 2016 indicates that Industry 4.0 is moving from strategic hype to operational reality. Percentage of companies reporting high degrees of digitisation and integration today/in five years for selected operational functions (Source: PwC study Industry 4.0. Building the digital enterprise https://www.pwc.com/gx/en/industries/industries-4.0/landing-page/ industry-4.0-building-your-digital-enterprise-april-2016.pdf). In our view, Industry 4.0 will drive business model changes in the steel industry in two sequential waves related to vertical and horizontal integration. The vertical integration is focusing on the maintenance and production processes within a company while the horizontal integration focuses on supply chain and commercial processes. A technology-enabled manufacturing strategy drives the transition to a flexible, agile and distributed manufacturing model that provides more process stability, yield and output and energy efficiency. Potential Industry 4.0

use cases during the steelmaking process will be the equipment as cyber physical production system (CPPS), networking and intensive communication of all equipment types, decentralised instead of centralised solutions for production planning and intelligent production based on data analytics with information on quality and production history. Data analytics is the key enabler for innovative business models, smart manufacturing and digital supply chain. Today’s availability of data in the steelmaking process as well as the capabilities in collecting and analysing data allow for predictive maintenance and remote support. Existing examples are the maintenance of a blast furnace and converter management, based on the available sensors in existing IT-infrastructure and the evaluation of secondary data (e.g. pressure and flow-rate). Another example is defect tracking by introducing a barcode on the steel strip that is linked to a combined data file that includes the related quality information of the strip. In a cash-flow balanced digital transformation approach data analytics is recommended as a potential pilot for industry 4.0 with a high NVP and a relative short time to value. Using horizontal integration, traditional supply chains will evolve into integrated supply chain ecosystems, enabling collaboration, flexibility and transparency along the whole supply chain and real time response on a planning and execution level. The order interface between customers and the mill or steel service centres is the starting point of end-to-end value chain optimisation. The customer itself books the production order onto the rolling mill. At the same time the steel producer books the slab casting at its supplier. On the other end of the supply chain in

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Vertical value chain integration

Horizontal value chain integration

Digital business models, product and service protfolio Product development & engineering Customer access/ channels & marketing Today

research and development, digitalisation enables the integration of customers and suppliers with R&D departments. Beside a new level of innovation this leads to much better collaboration and customer loyalty. The next step is prescriptive analytics processing data from end-to-end supply chain sources, evaluating impact and ultimately providing decision support. In this case the data engine will combine integrated planning and execution with additional data from finance, product data, weather and traffic information, track and trace data provided by logistics and data from social networks. The prescriptive solution combines predictive models, deployment options, localised rules, scoring and optimisation techniques for decision management. Complex decisions will be automated and limited resources better managed. The company can take advantage of a future opportunity in the supply chain or mitigate a future risk. Digitalisation will not only affect horizontal and vertical integration in the steel industry it also will lead to new business models. New business models will boost operational efficiency and react to commoditisation and low-cost competition. These new digital business models will either be disruptive or enabling for the traditional business. Enabling digital business models will increase collaboration with the customer by improving the journey and interaction via digital technologies (apps or online)

In 5 years

and connecting value chain steps to drive demand-oriented and lean production. Steel companies can take cost out of distribution, address specific customer groups’ needs, and increase customer service. This will enable them to acquire new target customer segments in, for example, steel distribution and trading. Current activities in steel are very much focused around eCommerce, low-cost business models, and ePricing solutions. Digital business models enable further forward integration to the customer and the development from a raw material supplier to a system supplier for steel applications. Disruptive digital business models will transcend traditional company borders. For instance, the needed multi-metal competencies and the trade-off between materials in combination in composite applications require new business models and partnerships for the steel companies. Steel companies can extend their business model into the base material business (recycling, top and by-product gases, energy) and CO2 recycling and usage. The digital transformation journey and the need for new business models require high innovation and investment efforts for the steel companies. The ‘right’ digital strategy to make the right funding, development, partnering and even M&A decisions is needed. For that reason, we recommend a structured framework

to build in digital and digital business models into core strategies to provide recommendations for steel companies to move forward. A dynamic strategy approach, which is a far cry from typical, rigid industry five-year plans, enables individual companies to determine their most relevant entry points, depending on size, current capabilities setup, financing structures, market position, growth prospects and product mix, collaborations and partnerships, among other things. A dynamic strategy approach has a logical progression and precisely which strategy (or strategies) a company should choose depends on a careful evaluation of the organisation’s capabilities, current situation and outlook. To successfully implement dynamic strategies (including digital), steel and metal companies – particularly small-tomedium-sized businesses – will need to build partnerships. While partnerships are often viewed as a financial imperative, in this case they are essential to shore up existing capabilities, add additional capabilities that are aligned to the company’s market approach and increase the speed of becoming a digital company.

www.strategyand.pwc.com/de Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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Fig 2. Secondary Gas Cleaning System

ENVIRONMENT

Energy-efficient gas cleaning systems SMS group’s enhancement of the automation of gas cleaning systems has several advantages: it increases energy efficiency and improves overall performance, bringing the energy to where it is required. This leads to a reduction of dust content in the environment, which in turn improves the service life of all machines. Plant operatives working on-site will enjoy the health benefits of cleaner air. By Dipl.-Ing. Jörg Thomasberger* and Krishnan Premanand

Gas cleaning systems in metallurgy are characterised by the detection of primary and secondary emitted gases. They provide cleaning in various process stages, from wet scrubbers, electro-filters to bag-filter systems. The gases produced in the process are emitted after reducing the dust to acceptable levels, into the environment. This usually takes place through a chimney in the secondary cleaning system, for primary systems there is the possibility of releasing the gas through a flare stack or saving it for other uses in the gasholder (Fig. 1). As steel manufacturing plant operates with an in-house maintenance resource, there are various challenges for the maintenance and operation of such systems. Maintenance requires a high level of personnel deployment and in some cases special expertise. The maintenance itself begins with the periodical cleaning of plant parts like pipe segments, dampers and blowers. In addition to these, the * Leader Application Development measuring and control technology and Control Systems Metallurgy is particularly important for smooth SMS group GmbH, operation. Gas analysis is the Ivo-Beucker-Straße 43, heart of the gas recovery process 40237 Düsseldorf, Germany in the primary gas cleaning of BOF Mail: converters. These are traditionally joerg.thomasberger@sms-group.com extractive types and require not 54

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only highly sophisticated sampling but also a comprehensive filtration technique, cooling lines, pump technology and gas analysis. Such systems require regular calibration and cleaning cycles. If the calibration is not carried out in time, most analysers drift after a short time. These drifts have an influence on the process model functions and also a significant influence on the gas recovery operation – specifically related to starting and endpoint. To overcome these disadvantages many plant operators have opted for automated calibration and cleaning systems. However, such systems require even more additional components and, therefore, they are more complex to maintain. Moreover these systems only reduce the manual cleaning requirement, but do not eliminate it. In addition to the above-mentioned maintenance jobs, the efficient operation of gas cleaning systems is the focus of the operators. Over the last four years SMS group developed many different technologies with the primary goal of improving energy efficiency. This goal was accompanied by the aim of improving the working conditions of the employees working in these areas.

SECONDARY GAS CLEANING SYSTEMS Conventional gas cleaning systems for secondary (Fig. 2) and primary (EAF) gases are essentially divided into three segments. 1. The suction point with position-controlled damper for controlling the volumetric flow at the point of emission. The adjustments of the dampers are based on experience and is opened or closed depending on the process request. 2. Merge all pipeline segments into a main channel that often flows into a mixer. This is usually located in front of the filter house. In order to provide the necessary energy to the dedusting system, a constant pressure is set at this point by means of a pressure measurement. 3. The required pressure is regulated by the main fan (ID-Fan). Depending on the configuration, this is either speed-controlled by VVVF or equipped with a louver damper. The disadvantage of this conventional method is the empirical determination of the damper position (Fig. 3). When the commissioning is carried out, various damper positions are determined

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PRIMARY GLASS CLEANING

SECONDARY GLASS CLEANING

which are ideally suited for the respective process stage, but which only partly considers, or completely ignores, the nearby process suction points. Another disadvantage is that the behaviour of a damper is not linear. This means, if you try to adjust half of the suction volume, the operator usually sets the damper to a 50% opening degree. At an extraction point, 50% of the suction quantity would set the damper opening position to 67% and not to 50%. A further disadvantage, which only becomes noticeable during operation, is the lack of consideration of the adjacent process suction points in the same network. What is behind this: As soon as two equal suction points (same pipeline diameter and same pipeline length) divide a volume flow of 100,000 mÂł / h and both dampers are 100% open, the volume flow is split 50/50. If the first damper now completely closes, the 100,000mÂł is sucked completely from the

second strand. This effect occurs in any dedusting system with a distributed piping system. What does this mean for the operation of such a system? In order to suck out the emissions at one point at a desired volume flow without any fluctuations, the influence from the other suction points needs to be considered. But this task cannot be loaded onto an operator whose prime object is to produce steel. The solution to the presented problem is to map the pipeline system including dampers in a mathematical model. The model itself is not a complete solution; the missing part is a solution to transport the gas in an efficient manner. Since this is a multi-dimensional problem, the pipeline resistance was first determined on the basis of the previously defined volume flows for the respective process step. The segment with the highest pressure loss is defined as the master segment. All other segments are optimised with

the aid of the necessary volume flow using the Simplex algorithm until a minimum required negative pressure is established in front of the filter house. An advantage of this method is the independence of measurement technology since all calculations are performed on the model. The model is prepared in advance and checked during commissioning and, if necessary, optimised. This calculation can be performed on a PC or on a PLC and is calculated cyclically every five seconds. The boundary conditions, such as the clogging of the pipeline segments, are considered accordingly in the modeling. However, it is also possible to introduce further pressure sensors into the system in order to take account of pressure losses occurring due to site conditions, which change over a period due to depositions. See the comparison shown in Fig. 4. After the first pilot operation at Kardemir in Turkey for three

EXHAUST DAMPER

PIPELINE NETWORK

CONSTANT PRESSURE

Non linear damper function

Non linear network resistance

Pressure is not adjusted with process parameters

Fig 1. Overview of gas cleaning systems

Fig 3. Problems in pipeline networks Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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Filter

ID fan

Mixer P High negative Conventional method

Manual setting

No network analysis

pressure in every process step

X-Pact®

Calculation of optimal

Gas Cleaning Assist

damper positions

Fig 4. Compare ‘Conventional method’ vs. SMS group ‘X-Pact®Gas Cleaing Assist’

SMS Gas.indd 4

High accuracy because of

Excellent energy

consideration of network

efficiency because of

resistances

variable negative pressure

BOF converters, a 21% increase in energy efficiency was achieved through the use of the system. This plant is equipped with a VVVF, which means that the better distribution and the reduction of pressure loss results directly in an energy saving. The second pilot was carried out at JSW in India. This was a very complex network with more than 15 suction points and a direct extraction of an EAF. It is an EAF which is operated with high quantities of DRI and hence brings a lot of complexity in the emission handling. In this process, the amount of the exhaust gas varies continuously in frequency and quantity, and an efficient flow control is essential for the smooth operation. In addition to the pipe network model, the furnace’s emission behaviour was also modeled. In combination, a very good suction behaviour could be achieved. The precision of the suction is only a maximum of +/5% of the specified flow rate.

pressure across the Venturi throat and this ensures an optimum cleaning effect. But this is not sufficient for the sudden change in suction requirements. For example, the charging of iron ore brings a high proportion of active oxygen into the melt, which results in a drastic increase in the suction power requirement. The material handling system responsible for this charging is integrated into the control system to overcome the problem. On the basis of a model, the behaviour of ore or similar materials is modeled and taken into

PRIMARY DEDUSTING SYSTEM (BOF)

labyrinth. In the past, a measurement was performed at the top of the cooling tower, but this position has several drawbacks. At first it clogs frequently and so it is necessary to develop a mechanism that regularly cleans the measuring point. The next problem is that the measurement is not very robust due to post-combustion, which takes place in the cooling tower and is determined by the false-air input. The control is usually carried out by the Venturi throat installed in the scrubber. Water is injected above the Venturi throat and, using the venture effect, the gas is accelerated to a very high speed that leads to the atomisation of the water. The atomised water droplets trap very fine particles. In the cyclone below the water, laden dust particles are pushed to the wall of the scrubber and cleaned off. The differential pressure across the throat determines the degree of atomisation. The ID-Fan is operated at a constant speed, which leads to a very high differential pressure generated at the beginning and end of the

account as a feed forward control on the blower. In addition to this development

Primary dedusting with gas recovery on the basis of a wet scrubber system usually consists of a movable skirt, the cooling tower, the wet scrubber with two cleaning stages, one ID-Fan and, in the case of gas recovery, with a switch station and a gasholder. (Fig. 5) Conventionally, these systems are operated according to the design with one or a plurality of set pressure values depending on the set skirt height. The actual value is now measured in the region of the skirt usually in the

process when the emerging gas is low. Above a certain point, this differential pressure does not result in an improvement in cleaning and from then on it only increases energy costs. The solution is the use of a control system, which controls fast and fine changes in the process through the Venturi throat while the slower and coarse changes are controlled by the variable speed of the ID-Fan (Fig. 6). With new design of the control system, the ID-Fan follows the differential

of the model-based control of primary gas cleaning for converters, the setting of the negative pressure set point was further investigated. It was found that operators with a lot of experience could say when gas production was operated optimally. The feature on which the operator relies is the flame building behaviour at the converter mouth. A light flame formation along with a light ‘pumping’ from the converter is ideal. If this is taken into account in the negative pressure set

Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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point, the energy content of the recovered gas is ideal and the average of one heat can be over 85% CO. The set point itself is affected by a variety of factors and is essentially a function of the skirt position, converter age, converter volume, and skull formation on the converter mouth. Inspired by the experience of the operators to perform a visual assessment, a vision-based automation system was developed. This system aims to determine the optimal negative pressure set point by measuring campaigns. The measuring itself

takes place with the doghouse open and gives the control a new set of parameters for the control. The now patented system is based on an intelligent camera which can be connected directly to the automation system of the gas cleaning plc. Through the use of this technology, it is now always possible to take into account optimum set points for gas production and enable an increase in energy recovery of the exhaust gas by more than 10% CO per standard cubic metre. In addition, the water temperature in the cooling duct is

reduced resulting in reduced heat losses, leading to less maintenance due to reduced heat stress caused by temperature peaks in the ducts. SUMMARY SMS group’s enhancement of the automation of gas cleaning systems has several advantages: it increases energy efficiency and improves overall performance, bringing the energy to where it is required. This leads to a reduction of dust content in the environment, which in turn improves the service life of all machines. Plant operatives working on-site will enjoy the health benefits of cleaner air. SIMPLE AND CONCISE The Gas Cleaning Assistant for secondary gas cleaning increases energy efficiency by more than 20% when using a VVVF. If only one louvre damper is used, the existing power is distributed efficiently and thus reduces the average workplace concentration for each employee on site. The Gas Cleaning Control will help to optimise your BOF converter primary gas cleaning system, which includes an increase in energy efficiency of approximately 8% and an increase in energy content of roughly 10 Vol.% Co of the recovered gas.

Fig 5. Converter steel plant BOF at Tata Steel, India (Source: SMS group)

Fan speed - 1,300rpm

Venturi - 35%-60%

www.sms-group.com

Fan speed - 1,350rpm

delta p Venturi - 30%-40%

delta p

CLASSIC GAS CLEANING

ADVANCED GAS CLEANING

Fig 6. Comparison ‘Classic Control’ vs. ‘Advanced Gas Cleaning Control’ Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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Sheraton Warsaw Hotel

EXHIBITORS LIST AMIGE

STAND A09

BADISCHE STAHL-ENGINEERING GMBH

STAND A03

ENDRESS+HAUSER

STAND A10

FESTO SP

STAND A13

FIVES

STAND A05

INDUCTOTHERM EUROPE LTD

STAND A18

INFOSIGHT CORPORATION

STAND A01

POLYTEC SRL

STAND A14

PRIMETALS TECHNOLOGIES

STAND A06, A07 & A08

QUINLOGIC GMBH

STAND A11

REDEX

STAND A12

RUSSULA

STAND A04

SMS DIGITAL GMBH TMEIC

STAND A15 & A16 STAND A02

Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

exhibitors profiles.+ list and plan.indd 2

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FLOOR PLAN A16

Conference Room

A17

A15

A14

Speakers’ Room

A13

A12

Buffet

A10

Foyer C A8

A6 A18

A11

Organiser’s Office

Foyer 1 A1

Sales Office

Refreshment Area

Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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INNOVATIONS

Two forklifts from Kalmar Kalmar, part of Cargotec, will deliver two super-heavy forklift trucks to a specialist industrial services provider Pentti Hämeenaho Oy, which runs logistical operations at the Raahe steel mill in north-western Finland. The delivery will take place during Q1 2017. With a lifting capacity of 62 tons, the two new super-heavy trucks will be the highest-capacity forklifts that Kalmar has delivered since one of its machines broke

the world record by lifting 90 tons in 1991. They will be used to handle steel coils weighing anything from five to 30 tons, and will be capable of both single and double coil lifting. Kalmar’s super-heavy forklift trucks are designed specifically for the heaviest and most challenging lifting applications, making them ideal for the extreme demands of steel handling, where safety and efficiency are paramount. The

Kalmar DCG620-15 forklift will also feature the ergonomic EGO cabin, which provides maximum visibility and comfort for operators. Thomas Malmborg, vice-president, forklift trucks at Kalmar, said: “We’re very happy that Kalmar forklift trucks have been chosen to ensure the safe and efficient handling of steel products at the Raahe steel mill. These forklifts, which will handle extreme weights, are the result of hard work by our

dedicated teams. This prestigious order demonstrates our outstanding capabilities in developing reliable and flexible customer solutions that are able to meet the heavy-lifting demands of customers around the world.”  For further information, log on to www.kalmarglobal.com

Compact pump for analytics market Leybold GmbH has introduced ECODRY to the marketplace. The new product is claimed to be a clean, compact and low-maintenance multi-stage Roots vacuum pump in the size class 40 to 60m3/ hr. The ECODRY is described as a new ‘fore-vacuum’ pump for the analytics market offering quiet and low-vibration operation, space-saving design and powerful performance. “We have managed to build the pump as compact, easy to operate and quiet as is otherwise known 60

only from much smaller devices,” said Alexander Kaiser, product manager. The system was developed, claims Leybold, to match the requirements for systems such as mass spectrometers and electron microscopes and is also suitable for large-scale accelerators due to the absence of dust or oil contamination. Keeping noise levels low is the machine’s key attribute. Leybold describes it as ‘extremely low’ in terms of noise, with an average value of 52dB. It works, the com-

pany claims, below the noise limit that is harmful to human health and is not as loud as a conversation at room volume. “In every day operation and compared to the relevant competitive products of its class, the pump, which is designed for ergonomic working environments, yields the lowest noise emissions,” claims Leybold, adding that an ‘ingenious development and construction strategy were behind such low noise values. The ECODRY offers integrated sound insulation, an optimised

silencer in the exhaust and a quiet air-cooling system. A non-contact rotor design enables ‘whisper-quiet’ operation, energy-efficiency and low vibration. In order to produce high-resolution images the rotors and the housing rotate without friction at high speeds of up to 12600 min-1. It is also claimed to generate less heat than conventional systems, which means lower operating costs for air-conditioning. Leybold claims that ECODRY is one of the lightest and most compact

Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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New rust-preventative coating launched

Cortec claims it has an ‘excellent record of developing products that meet specific end user needs’. The company believes that its VpCI-277 ready-to-use dry film rust preventative, which is designed to preserve metals during storage and transportation, has solved a problem encountered by a major automotive manufacturer. According to Cortec, the company was using a VpCI product to protect parts during temporary

storage and overseas shipping. While pleased with the protection it offered, the automotive manufacturer needed a rust preventative with a drier film and a low VOC that would also meet its solvent-based specification. They were in luck. Cortec developed VpCI-277, a rust preventative coating with a bio-based corrosion inhibitor in a non-flammable, low VOC solvent carrier. It is claimed that the product com-

vacuum components on the market as systems for research and development have to deliver their performance in a narrow space. Elements of the system that require lubrication are closed off from the pump chamber by a wear-free sealing system; this means that neither lubricant nor particles can penetrate the pump chamber or the recipient, thereby causing no deterioration of final pressure or suction. The end result is that only occasional maintenance is required. Remote control is available.

For further information, log on to www.leybold.com

bines film-forming additives with vapour-phase corrosion inhibitors in order to provide ‘excellent multi-metal corrosion protection’. The product leaves a dry, nontacky, virtually undetectable film on the metal surface and is further claimed to offer many advantages, including being ideal for robotic assembly of precision components that require tight tolerances. It also helps maintain a clean preservation process because there is no

oily residue. Lastly, the product contains no chlorinated compounds, chromates or nitrites. The product conforms to the following standard test methods: ASTM D1748 (humidity), ASTM D1735 (water fog), MIL-C83993 (water displacement) and NACE RPO487-2000 (selection of rust preventatives). For further information, log on to www.cortecvci.com

Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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INNOVATIONS

Hyundai Steel issued a final acceptance certificate (FAC) for a continuous bloom casting machine supplied by Primetals Technologies to its Dangjin production facility. The caster is designed to produce 1.1Mt (metric tons) of blooms per year and is part of a new plant for the production of special steels for the automotive industry, for which Primetals has also supplied a bar mill and a wire rod mill. The order was awarded to the company in early 2014 and the caster was

INNOVATIONS.indd 6

Primetalsâ&#x20AC;&#x2122; bloom caster up and running ahead of schedule started up in October 2015, one month ahead of schedule. Located in Incheon and Seoul, South Korea, Hyundai is part of Hyundai-Kia Automotive Group and runs six production facilities in South Korea and one in China. The company has finished constructing a new plant at its Dangjin site to produce special steel for the automotive industry. The aim is for bar and wire to be produced here as primary material for engine and gearbox parts. Annual production of 400kt (metric tons) of wire rod

and 600kt (metric tons) of straight bar and bar-in-coil is planned. Primetals Technologiesâ&#x20AC;&#x2122; fourstrand continuous bloom caster has an annual capacity of 1.1Mt (metric tons) and is equipped with Mold Expert, a mold-monitoring system. To produce uniformly high quality blooms, a Dynacs 3D secondary cooling system and a DynaGap 3D fully automatic roll-gap control with dynamic soft reduction in the strand guidance system is also part of the set-up. Still hot, the blooms are then fed

for direct use in the section rolling lines. This saves energy during reheating and improves operating safety because there is no need to transport the blooms by crane, for example. Special mechatronics packages and an integrated automation solution ensure the necessary high product quality throughout the plant, claims Primetals.

For further information, log on to: www.primetals.com

26/05/2017 10:28:06

GSM 2x15 t capacity

performance for high productivity GLAMA Maschinenbau GmbH Headquarters: HornstraĂ&#x;e 19 D-45964 Gladbeck / Germany Fon: +49 (0) 2043 9738 0 Fax: +49 (0) 2043 9738 50 email: info@glama.de

GIR-P 1 t capacity

glama.de

GFM 150 t capacity

INNOVATIONS

Hoist and crane systems specialist J D Neuhaus (JDN) has developed the JDN-RC (radio control) receiver for controlling hoists and cranes. The system is designed for long-lasting performance in rigorous operating environments, JDN claims, such as industrial and offshore applications, including ATEX (explosive atmosphere) zone 2/22 conditions. The equipment features a solid and compact receiver (w = 250 mm, d = 120 mm, h = 200 mm) to suit all kinds of hoists including those with a low-carrying capacity. All components are accommodated in a shock-resistant GRP casing, which means that the device is protected against the ingress of dust and can withstand low-pressure water jets from any direction and is seawater resistant. Breathable membranes help guide any condensation from the interior to the exterior. JDN claims that ‘the meticulously-designed device’ can be quickly installed. The receiver can be mounted on the hoist or trolley, or at a separate location, in line

New concept for hoist and crane control

with customer requirements. Furthermore, a standardised interface on the JDN-RC means it can be offered as a retrofit solution too. At the transmitter, single or twostep commands are supported by control elements that include a key switch, start and stop buttons, joystick, LED operating status display and LED low-voltage indicator. The JDN-RC control allows users to work at a safe distance from the load and take a better viewpoint during operations, claims the company. Here, the signal and selected command is transmitted and transferred into the controls of the crane or hoist by the receiver to ensure instantaneous performance.

The company claims that its new equipment is ideal for spanning long distances between the hoist and the operator, and represents a sensible alternative to applications demanding a long control

hose. “The design also facilitates use in hard-to-access locations, while multiple hoists can be controlled simultaneously if required. A charger for the external battery and a leather strap are supplied with every unit, says JDN. Both transmitter and control receiver are rated for tough working conditions and are claimed to be insensitive to dust and humidity. The transmitter has a working temperature range of -20 to +55°C while the receiver operates within a -25 to +55°C range. A transmitter Ex classification is provided of Ex II 3G Ex ic IIB T4 Gc and Ex II 3D Ex ic IIIC T95° C Dc for zones 2 and 22 respectively and Ex II 3G Ex nc [ic] IIB T4 Gc (zone 2) Ex II 3D Ex tc [ic] IIIC T135° C Dc (zone 22) for the receiver.

For further information, log on to www.jdngroup.com

Steel Times International - FUTURE STEEL FORUM - 14-15 June 2017

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WHAT DOES IT TAKE TO ROLL OVER 100,000,000 TONS OF STEEL?

Quality. Reliability. Consistency. TMEIC and China Steel Corporation celebrate 35 years of cooperation and more than 100 million tons of steel from CSC’s Hot Strip Mill #1. • More than 60 years of automation solutions in the steel industry including Level 1, Level 2, and mathematical models • World-leading motors and drives • Project management with a global footprint

tmeic.com •

Phone: +1-540-283-2100 1325 Electric Road • Roanoke, Virginia 24018 USA