Internationales Projektmanagement in Der Praxis PDF

MT Siemens VAI
Geschftsmodell und Entwicklungsmglichkeiten

Dr. Dieter Troller
Copyright Siemens
Protection
AG 2011.
noticeAll
/ Copyright
rights reserved.
notice
Siemens VAI Overview
Siemens VAI business is a project

business that includes:
Determination of requirements and
project definition jointly with our
customers
Planning, design, engineering, layout and
specification of the plants to be installed
Manufacture or outsourcing of
manufacturing activities, and
manufacturing supervision of mechanical
equipment of subsuppliers
Automation of the production processes
of our customers
Project implementation applying
professional project management
Continuous product innovation and the
development
of innovative production processes
Page 2
Dr. Dieter Troller
Stahltag 2011
Copyright Siemens AG 2011. All rights reserved.

Launch your career at Siemens VAI
Siemens VAI Overview

Siemens VAI is one of the worlds leading engineering and plant-building
companies for the iron and steel industry, the flat-rolling sector of the
aluminum industry and in opencast mining.
Siemens VAI originated from the integration of Voest-Alpine
Industrieanlagenbau, Linz, Austria, with the electrotechnical and
automation businesses of Siemens.
Projects throughout the world are successfully implemented by 10,000 company

employees. Project activities require the close proximity to our customers and
local procurement. This is achieved by Siemens VAI locations in Austria,
Germany the U.K., France, Italy, U.S.A., India and China.
The strategic orientation and the key development activities are determined at
the company headquarters in Linz, Austria.
Page 3
Dr. Dieter Troller
Stahltag 2011

Metals Technologies:
Our expertise always close to the customer
Metals Technologies competence centers in Europe
MT Linz (HQ)
MT U.K.
MT France
MT USA
MT Germany
MT Italy
MT E&A Erlangen
Supported by Siemens regional companies in 50 countries worldwide, for example:

Know-how available
whenever required by
our customers
Page 4
Dr. Dieter Troller
Stahltag 2011

Metals Technologies:
Our expertise always close to the customer
Metals Technologies Competence Centers...
MT Germany
MT Linz (HQ)
MT UK
MT Italy
MT France
MT Mining
MT E&A Erlangen
MT Spain
e.g. Russia
e.g. USA
supported by
Siemens Regional Companies
in 50 countries
e.g. Korea
e.g. Ukraine
e.g. Brazil
e.g. China
e.g. India
e.g. Chile
(Mining)
making our know-how available wherever our customers build and operate plants
Page 5
Dr. Dieter Troller
Stahltag 2011

Siemens VAI productportfolio
Mining
Ironmaking
Blast Furnace
Steelmaking
Basic Oxygen
Converter
Ladle
Treatment
Continuous
Casting
Hot
Rolling
Cold
Rolling
Strip
Processing
Heavy and medium plate
Thick Slab
Casting
Vacuum
Treatment
Plate Mill
Surface treated sheet:
Pickling Line
Hot-Dip Galvanizing
Color Coating
Ores:
dressed
pelletized
sintered
Hotstrip Mill
Slab / Medium Slab

Casting
Slabs
FINEX
Solid metallic materials

solid charge materials
hot metal
liquid crude steel
liquid crude steel

solid red-hot steel
hot formed steel
cold formed steel
coated steel
Pipe Welding
Welded tubes
Sectional steel,
(heavy sections, T-beams,
rails, sheet piling profiles)
Billet
Casting
Ladle
Treatment
Hot strip
Bloom,
preliminary
sections
Section Mill
Electric
Arc furnace
Skin Pass Mill
Bloom / Beam Blank

Casting
COREX
- color coated sheet
Cold Rolling Mill

Sheet / coil
Reducing agents:
coke
natural gas
coal
Fluxes
- galvanized sheet
Drawing, scalping, grinding
Special steel
Merchant bar (light sections, square, flat,
Bar / Wire-Rod Mill
Vacuum
Treatment
Wire-rod, bars
Direct Reduction Plant

Steel scrap
Page 6
Billets
Metallurgical
Process
Dr. Dieter Troller
Stahltag 2011
Rolling Process
Career opportunities for technical personnel (m/f)
Line
Management
Technology
expert
Projectmanagement
Successful performance
Management development and training
Functional
Management
Job specific training
Project Management
Technology
Business Functions
Sales
Engineering
Job
Rotation
Commercial Proj. Man.
Product Life cycle

Management
Job specific training program (on-the-job - off-the-job)

Technology/Design/Engineering
Sales/Project Management
Onboarding: Integration & socialization

University, Engineering Academy
Page 7
Dr. Dieter Troller
Stahltag 2011

Project
Director A/
B/C
Projects
Senior PM
B/C - Projects
Head of Subsegment
(Subdivision)
Principal
Project Manager
C - Projects
Head of Department
Group Leader
Line Management
Head of Functional
Segment
Senior
Project Managem.
further
Head of Central
Function
Senior
Principal
Expert Career
development
Development of core staff:

Engineers, Erection Managers, Commissioning Managers,
Career start of graduates:
Functional Managem.
paths
from Junior to Special

Sub-project Managers, Sales, R&D
Engineering, Erection, Commissioning
Recruiting from universities Siemens VAI MT Recruiting Initiative has been started
Page 8
Dr. Dieter Troller
Stahltag 2011

via print media, internet, headhunter
Head of Segment
Chief
Recruiting of senior professionals
Head of
Business Unit
by staff dialogs, PMP Round Table discussions,

development talks, development workshops, etc.
Identification of potentials and development
Career Path
Integration of new employees

Goal:
Preparation of employee competence and
capability in accordance with current and
future company requirements
Key points:
Mentor system
> Mutually agreed training targets between
management, new employees und mentors
Development through dialog
Yearly employee check-up and discussions
> Determination of common goals
> Analysis of results
> Definition of steps and measures
Systematic development of competence
through:
> Individual training plan
> Additional external und internal training
Recognition + Appraisal = Motivation

Page 9
Dr. Dieter Troller
Stahltag 2011

Mentor system
Goal:
On the basis of information, guidance and
motivation, the mentor supports the
employee to become quickly integrated in
the business processes and to utilize his
or her full potential and capability.
Who should be a mentor?
An experienced colleague of the new
employee who is involved with the same
business activities
Prerequisites:
Sociable, reliable, trustworthy
Detailed knowledge
Didactic capability for optimized training
Excellent time management and
organizational talents, easy accessibility
Page 10
Dr. Dieter Troller
Stahltag 2011

Your Application
Come to Siemens VAI!
Job applications under:
www.siemens-vai.com
> Jobs and Careers
We look forward to meeting you!
Find us on Facebook!
www.facebook.com/SiemensMetals
Page 11
Dr. Dieter Troller
Stahltag 2011

Innovation and Sustainability.
Your Partner for Leadership.

Integrated solutions for the
iron & steel and aluminium industries
For internal use only / Copyright Siemens AG 2011. All rights reserved.
New organization of Siemens since October 1

Four Sectors cover the global trends
Industry Automation
Drive Technologies
Metals Technologies 1)
Customer Services
Industry
Rail Systems
Mobility and
Logistics
Low and Medium

Voltage
Smart Grid
Building
Technologies
Osram 2)
Fossil Power
Generation
Wind Power
Solar & Hydro
Power
Transmission
Oil & Gas
Energy Service
Infrastructure
& Cities
Energy
Imaging & Therapy
Clinical Products
Diagnostics
Customer Solutions
Healthcare
1) Sector-led Business Unit 2) IPO planned
Page 2
Oct 11

Table of contents
Corporate Communications
Four key strategic directions in the

Industry Sector
Strategic directions
Benefits
Service business:
Increased
productivity
2 Strengthen and significantly expand technology-based

service business
Enhanced
flexibility
Industrial software:
3 Take the leading position in the merging of virtual and

real product development and production structures
Improved
efficiency
Emerging markets:
HIGHER COMPETITIVENESS
Vertical expertise:
1 Exploit market potential in high-growth vertical markets
4 Identify and grasp growth opportunities

Page 3
Oct 11
Table of contents
Industry Sector overview FY 2009/10
Sector profile
Revenue by region (FY2010)
The Industry Sector is one of the worlds leading

suppliers of manufacturing, transportation, building
and lighting systems. By continuously optimizing
productivity, efficiency and flexibility, the division is
increasing the economic and environmental
competitiveness of its customers in the industry and
infrastructure segments. Highlights include:
Customized
motors
Industrial
water
treatment
Velaro
highspeed
trains
Performance in Q4
(in millions of euros)
Revenue
New orders
Profit
Profit margin
Americas
20%
20%
24%
20%
22%
36%
34%
Europe, CIS,
Africa, Middle East
(excl. Germany)
External Revenue
Location of customer
Key figures (FY2010)

Q4 20101)
9,780
9,832
883
9.0%
1) July 1 to September 30, 2010

Page 4
Asia, Australia
Germany
Oct 11
vs. Q4/09
+9%
+21%
+57%
Target: 9-13%
(in millions of euros)

Total revenue
New orders
Profit
Employees
34,869
34,908
3,478
204,000

Table of contents
The new Industry Sector with

a strong focus on industrial customers
Industry Sector
Industry
Automation
Drive
Technologies
Metals
Technologies 1)
Customer
Services
Industrial Automation Systems

Control C. and Systems E.
Sensors and Communication
Siemens PLM Software
Water Technologies
Large Drives
Mechanical Drives
Motion Control Systems
Inside e-Car
Product Lifecycle Services

Value Services
#1 Programmable control
systems
#1 Industrial switching
technology
#2 Industrial software
#1 Inverters
#1 CNC controllers
#1 Wind turbine gear units
Remote monitoring
Energy efficiency
consulting 2)
Modernization 2)
Business Units
1) Sector-led Business Unit 2) Market position to be determined 3) Initial estimate for FY 2011
Page 5
Oct 11
2)
Ironmaking
Steel Plants & Mini Mills
Casting & Rolling
Electrics / Automation
Metallurgical Services
#1 Continuous casting lines

#2 Steelmills
#2 Rolling mills

Table of contents
Metals Technologies
Full liner from ironmaking to the finished product
Industry Sector Business Unit Metals Technologies 1)
Ironmaking
(MT IR)
Steel Plants,
Minimills &
Env. Techn.
(MT SM)
Casting & Rolling

(MT C&R)
Agglomeration
Blast Furnace
Smelting /
Direct Reduction
LD (BOF)
Converter Plants
Electric
Steelmaking
Long Rolling
Environmental
Technology
Continuous
Casting
Endless Strip
Production
Hot and Cold Mills
Aluminium mills
Strip Processing
Electrics/
Automation
(MT EA)
Metallurgical
Services 2)
(MT MS)
EA for Steel Plants

EA for Casting &
Rolling
EA Modernization
Packages &
Products
Electrical Services
Spares &
Components Sales
Maintenance &
Repair
#1Steelmaking & Casting #1 Electrics/Automation

#2 Rolling & Processing #2 Ironmaking
1) Sector-led Business Unit 2) Project business
Page 6
Oct 11
Table of contents
Metals Technologies
Innovation Cornerstone for success
2009
2005
2003
1880
First EAF
by William
von
Siemens
2001
1952
First LD
steelmaking
plant in
Linz
1997
1968
First
continuous
slab caster
in Linz
1977
Worlds
largest
directcurrent
rolling-mill
motor
1907
Drives
based
reversing
gears in
rolling mill
Page 7
1969
First threephase-current
drive unit with
transvector
control
Oct 11
1991
1980
1986
Direct
alternatingcurrent
converter
Worlds first
combined
picklingtandem line
1979
Online
process
model
(Level2)
in continuous
casting
Implementation of
neural
network
DSR Dynamic
Shape Roll
1956
First
international
plantbuilding
order
1995
Wire rod
rolling
speed
at 130m/s,
design
speed
150m/s
Dynamic
gap adjustment for
continuous
casters
First CAQC
(computer
aided quality
control)
casting
system
1989
Start-up of
the first
COREX
plant
1994
DYNACS
secondary
cooling
model
Metals Technologies
2002
1999
1996
1985
Coolingline
model for
controlled
cooling
along the
entire strip
length
Electric
shaft
furnace
technology
Positioning
system for
precise
localization
of materials
and
products
Comprehensive expansion of blast

furnace
technology
AOD
converter
process
model
Power
Coiler for
heavy
bending
tasks
2004
Start-up of
SIROLL
Arvedi ESP
plant
2007
EAF
Ultimate Furnace
World's thickest
slab caster
SIMETAL Corex C3000 plant
Finex plantLiquiRob
Microstructure
calculation and
quality prediction for hotrolled strip
Table of contents
MT
Metals Technologies
Expertise to serve our customers
Metals Technologies competence centers
MT Linz (HQ)
MT (Germany)
MT E/A (Erlangen)
MT Italy
MT U.K.
MT U.S.A. (Worcester)
MT France
Supported by Siemens regional companies in 50 countries worldwide, for example:
Russia
U.S.A.
Korea
Brazil
China
Chile
(Mining)
India
Know-how available wherever required by our customers

Page 8
Oct 11
Metals Technologies
Table of contents
MT
Metals Technologies
Centers of competence
Linz, Austria (Headquarters)

Agglomeration, direct and smelting reduction, LD (BOF) steelmaking, stainless
steelmaking, slab, bloom, beam-blank and billet caster
Turnkey-minimills
Hot-strip mills, Endless Strip Production (ESP), hot-strip mills, tandem cold mills,
pickling-tandem cold mills, reversing cold mills, skin-pass mills
Electrics and automation for ironmaking, steelmaking and continuous casting,
mechatronics
Environmental technologies
Legelshurst, Germany
Electric arc furnace, ladle
furnace, vacuum
technology, oxygen
injection technology
Meltshop-Minimills
Secondary metallurgy
Services EAF
Marnate, Italy
Worcester, USA
Long-product
technologies,
high-speed wire rod/bar
mills, merchant bar and
section mills, rail mills,
long rolling guides,
Morgoil bearings
Montbrison, France
Sheffield, Stockton, UK
Erlangen/Germany
Pickling lines, continuous

annealing lines, coating
lines, galvanizing lines,
tinning lines, stainless-steel
rolling mills and lines
Plate mills, Steckel mills,

aluminium plate mills,
aluminium hot mills,
aluminium cold and foil
mills
Metals service & support

center
Services flat rolling,

processing
Blast furnace
Electrics and automation

solutions for rolling &
processing
Services rolling
Electrics and automation

services
Services long rolling
Page 9
Oct 11
Metals Technologies
Table of contents
MT
Metals Technologies
Order overview
Siemens VAI
New orders (in million EUR)
FY 08
FY 09
FY 10
4,100
2,400
2,500
Order intake according to business sector and region
13%
12%
2%
28%
32%
16%
30%
40%
27%
Business Sector
Mining
Ironmaking
Region
Steel Plants & Mini Mills
Europe/CIS/Africa/M.-East
Americas
Asia-Pacific Region
Casting & Rolling

Electrics & Automation
Page 10
Oct 11
Metals Technologies
Table of contents
MT
Thank you for your attention!
Page 12
Oct 11
Metals Technologies
Table of contents
MT
PM@Siemens
A global approach
for professional Project Management
within Siemens
Siemens
Protection
AG 2011.
noticeAll
/ Copyright
rights reserved.
notice
PM@Siemens
Why did Siemens do what Siemens has done?
More than 50% of

Global Business is
generated from
Projects
Page 2
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
PM@Siemens
The importance of Project Management
Of 405,000 employees
only 17,000 are project
managers with profit
and loss responsibility
Page 3
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
PM@Siemens
The importance of Project Management
4% of employees are
responsible for 50% of
Siemens global
revenues and
profitability
Page 4
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
Why do we need a Project Management structure?
How it was sold
How it was
originally designed
The resources
available
The budget
available
WHAT THE
CUSTOMER REALLY
WANTED
How it was
engineered
Page 5
Nov. 2011
How it was built
Overview PM@Siemens
How it was
installed
Siemens AG
I MT OM PM
The Project Triangle
Goal Oriented: Tasks, schedule,

resource, costs
Time limitation: start and end are
defined
Complex and dynamic: highly
interrelated tasks, many influence factors,
many changes during course of project
Cross functional and interdepartmental: different businesses and
organization units are involved
Unique and risky
Page 6
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
PM@Siemens
A global initiative
Page 7
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
Processes and Roles

Processes and Roles provide the foundation for successful projects.
Fig. 1.3: Project Processes
Page 8
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
Processes and Roles

Page 9
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
Processes and Roles

Page 10
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
Processes and Roles

Page 11
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
People
Technical levels
(without P&L
responsibility)
Management levels
(with P&L responsibility)
PM Career
Project categories
Levels of qualification
Management of
category A projects
PDir
Project Director (PDir)

Cross-Group certification via
Learning Campus
SPM
Senior Project Manager (SPM)

Certification on Division Level in
accordance with LC guideline
Management of
category B projects
Management of C-level
projects and / or several
Small Projects
Participation
in projects
Experience in
processing / assembly /
commissioning /
engineering or sales
Quality Management
Sales
Page 13
Nov. 2011
Project Manager (PM)

Certificate through PM test
PM
approx. 12 years 1)
Practitioner
(no certification)
approx. 23 years 1)
Lawyer
Commercial
Construction
Commissioning
Overview PM@Siemens
Engineering
etc.
Siemens AG
I MT OM PM
Project Management
by staff dialogs, PMP Round Table discussions, development

talks, development workshops, etc.
Identification of potentials and development
an essential Career Path @ MT
Page 14
Head of
Business
Segment
PM
A-projects
Head of
Sub-Segment
Chief
Senior
Principal
PM
B-projects
Principal
Head of Department
Group Leader
PM C-projects
Line Management
Project Managem.
further
Senior
Expert Career
development
Head of
Central
Function
(Functional
Segment)
Head of Functional
Subsegment
Functional Managem.
paths
Development of core staff:

from Junior to Special Engineers, Erection Managers, Commissioning Managers,
Project Practitioner, Sub-project Managers, Sales, R&D
Career start of graduates:
Engineering, Erection, Commissioning
Nov. 2011
Overview PM@Siemens
Siemens AG
I MT OM PM
CC Brazil Slab Caster

Beispielprojekt
Kepler Society
7. November 2011
Siemens AG 2010. All rights reserved.
Page 2
Kepler Society 7. November 2011

GA Projektinformation
..
Page 3
Page 4

Begleitumstnde
Fa. Brazil Einstieg in Flachproduktion, neuer Referenzkunde, Projekt knapp kalkuliert
Projekt in Konjunkturhochphase zu Weihnachten 2006 hereingenommen
SVAI Standard Technologie Repeatbusiness aus Sicht SVAI Management
Engineeringphase geprgt durch Personalengpsse und Bearbeiterwechsel
Prekre Lieferzeiten (z.B. Drehturmlager > 1 Jahr) und Zukaufskosten
2 getrennte Vertrge CCM & RH, jeweils lokal / import - aus Sicht Fa. Brazil 1 Projekt
Siemens Linz, Duisburg, Belo Horizonte, Sao Paulo: 4 Firmen 4 Kulturen
Enge Verknpfung CCM & RH ber Wasseraufbereitung (WTP)
WTP und Elektrik im Vorprojekt unterschtzt (Komplexitt und Kosten)
Projekt in der Wirtschaftskrise in Betrieb und abgenommen
Page 5
RH
CCM
WTP fr RH & CCM

Page 6

Vertrag auf Basis Process Turnkey
SLCC Contract 4600115140
Consortium between
SVAI (Imported Portion) and SVAI-MS
(Local Portion)
1.
2.
3.
4.
Equipment
Supervision
Training
Spare Parts
Total
1-4 Local P.
Local+Import
RH Contract:
Imported P.
Local Portion
Page 7
kUS$ 46,000
kUS$ 2,000
kUS$ 0,300
kUS$ 1,300
kUS$ 49,600
kR$ 24,000
kUS$ 73,600
kUS$ 15,000
kR$ 15,000
Ad1) Equipment:
10% Down Payment
5% Detail Time Schedule
(approval within 60 days,
weekly update in EPM system)
40% Progressive Payment
(Event Schedule - Engineering)
35% Pro rata delivery (pass of title
upon delivery CFR Rio de Janeiro)
5% PAC (1st heat)
5% FAC (final acceptance)
Liquidated Damages:
Delay
5%
Non Performance
5%
Total
max. 10%

Zum Projektstart - Abstimmung der Lieferaufteilung aus Vorprojekt, um:
1) Schnittstellen innerhalb SVAI mglichst zu minimieren, z.B.:
Zusammenfhrung der WTP Anteile von RH und CCM; BE in Linz
VIA-Brasilien: Elektropaket fr WTP; BE in Linz
Basic Engineering fr HVAC und FF gesamt CCM und RH - in Linz
2) terminkritischen Pfad zu entschrfen, z.B.:
Lieferung smtlicher Eiseneinbauteile: SVAI-MS (kurzer Transport)
Lieferung des gesamten Montagematerials: SVAI-MS (rasch verfgbar)
3) Kosten zu optimieren
Grundlage: Zusammenarbeit mit SVAI-MS:
Gute Kooperation und Teamgeist, gegenseitige Akzeptanz
Lsungsorientierte, professionelle Abwicklung, +/- Liste
Aktive Rolle des Consortiumleaders durch SVAI-Linz PL
Page 8

Lieferaufteilung
SVAI MS:
SVAI Linz:
Basic & Detail Engineering (BE, DE)
Fundamentfhrungsplanung
BE fr HVAC & FF
WTP BE und DE
CCM Mechanische Ausrstungen
ca. 3.000t. (2/3 aus China)
CCM Fluids & Elektrische Ausrstungen
Laborausrstung
Splstand
Bau DE (Fa. SEI)

Hallenverrohrung DE (Fa. EPC)
HVAC & Fire Fighting DE & Lieferung
Kleinkrane
WTP Ausrstungen
WTP Elektrische Ausrstungen (+DE) - VIA
Verteilerwirtschaft, Instandhaltung
Eiseneinbauteile, Montagematerial
RH Anlage, Local Portion (separater Vertrag)
Siemens Sao Paulo:

Electrical Substation
SVAI - Duisburg:
RH Anlage, Import Portion (separater Vertrag)
Page 9
Fa. Brazil:
Stahlbau (BE, DE, Lieferung, Montage)
EOT Krane
Baudurchfhrung
Montage

SVAI-MS Engineeringpartner - Lieferanten Fertiger
1) Engineering:
1.1) Fa. XX (DE Civil): am terminkritischen Pfad, qualitative Mngel,
Hhere Attention seitens SVAI-Linz notwendig.
1.2) Fa. YY (Baypiping BE + DE): qualitative Mngel, insbesonders aufgrund
unabgestimmter Schnittstelle zu GA Hallenstako.
Frhzeitige Attention seitens SVAI-Linz notwendig.
2) Equipmentzukauf und Fertigungsberwachung:

Lokales Equipment terminlich und qualitativ im Griff,
u.a. sichergestellt durch SVAI-Linz 100% Vorortprsenz
Page 10

Chinafertigung
Fa. CN Manufacture Strand Guide:

1 (+2) Bender
6 (+1) Bow Segments
2 (+2) Straightener Segments
7 (+1) Horizontal Segments
Segment Support Structure
2 Segment Manipulators
Total: 1.220 tons
Bestelltermin: 04.04.07 (3,5 M.)
Verschiffung: 31.03.08
(nur 1 Verschiffungstermin notwendig)
ETA Rio de Janeiro: 13.05.08
(16,5 M.)
Page 11

Chinafertigung
Fa. CN2 Manufacture:

1 Ladle Turret, incl. bearing
2 Tundish Cars
7 Tundish + Stopper Control
Runout Roller Tables
Dummy Bar Top Feeding
Total: 1.010 tons (order:04.04.07)
ZWZ - China
Page 12
ETA Rio de Janeiro:

(Verschiffung in 3 Lieferlots)
13.05.08 (16,5 M.) Roller Tables
09.09.08 (20,5 M.) Ladle Turret
23.10.08 (22. M.) Tundish Cars
4 Monate terminkritischer Verzug

Hauptprobleme bei Chinafertigung:
Termin- und Qualittskontrolle unzureichend sichergestellt.
1. Fa. TAI Technologische Stako fr RH
mangelhafte Schweinhte und Anstrich
Terminverzug bei Montage
Sanierung in Brasilien
2. Fa. CN Segmente
Rollenalignment auerhalb der Toleranz
Demontage und Reshimmen
von 3 Segmenten durch GA whrend der Kalttestphase
Segmentzuganker nicht angezogen
Nachtschichtaktivitt whrend der
Kalttestphase gemeinsam mit GA Montagefirma (UTC)
3. Fa. CN2 Drehturm, Verteilerwgen, etc
4 Monate Terminverzug, Verteilerwgen wurden 2x gefertigt
Terminpnale durch Kunden
Keine Qualittsbeanstandungen durch GA
fit for use
Page 13
drohende

So erlebten wir Fa. Brazil
Fa. Brazil hat keine Erfahrung in Brammentechnologie, hohes Vertrauen in SVAI
Sehr herzlich, wenngleich wenig kompromissbereit und brokratisch
Mchtige Projektmanagment Tools (amerikanischer Prgung):
EPM System fr Terminplanung -- Vertragsbestandteil
DOCTEC System fr Zeichnungsverwaltung -- Vertragsbestandteil
Vertrag wird eingefordert, konsequent im Claimmanagement
uerst langwieriges Engineering Approval technisch und formell
Projektadministrator anstelle Projektleiter + Engineeringabteilung
Entscheidungen im Kollektiv nach langen internen brasilianischen Besprechungen
(Elektro-) Standards (nicht immerstate of the art) sind nicht verhandelbar
Baustellenmanagement anfangs outgesourced (Lyon Engineering)
Marathonmeetings & Trainingsmarathons in Linz und auf Baustelle
Page 14

Intensiv an Kundenbeziehung gearbeitet
Umfangreiches Kickoffmeeting mit Durchsprache brisanter Themen,
z.B. Kabeltunnel unter Brammenlager
CCM Referenzbesuch bei Alchex, genutzt fr Engineeringnderungen
z.B. 2 Manuelle Schattenrohrmanipulatoren auf Verteilerwgen
Approvalmeetings in Linz, Terminplanmeetings auf Baustelle
Fa. Brazil ins Boot geholt bei Fertigerauswahl, Besuch bei Fa. CN und Fa. CN2
Regelmige Fortschrittsbesprechungen mit Fa. Brazil auf der Baustelle
Regelmige Termin- und Qualittskontrollen mit Fa. Brazil bei Fa. CN und Fa. CN2
Equipmentabnahmen mit Fa. Brazil - Fa. CN , 2x Fa. CN2, XX, YY,
gesamte Elektrik, Laborequipment reduzieren Diskussionen auf Baustelle
Umfangreicher FAT Test mit Fa. Brazil Level 1 / Level 2 in Linz
3 Wochen Training in Linz in 3 parallelen Gruppen
3 Jahre intensive Projektbetreuung, davon
1 Jahre intensive Baustellenbetreuung (gegen Bezahlung - Supervision)
Page 15

Problembereiche
Fa. Brazil System fr Terminplanung (EPM-System) nicht praktikabel, aber
Vertragsbestandteil
Fa. Brazil Dokumentationsstandards fr SVAI-Linz nicht einhaltbar, aber
Vertragsbestandteil, auch fr Approvaldokumentation
Technischer Doku-Koordinator in Linz zu spt etabliert.
Informationsverlust an Schnittstellen SVAI Linz intern und zu SVAI-MS
Informationsverlust an Schnittstellen zu Fa. Brazil , Beispiel Hallenstako
Einbindung und berwachung von Siemens Sao Paulo Substation
Kapazittsengpsse in Duisburg (RH - Anlage)
Page 16

Erfolgsfaktoren
Terminplanung: Detaillierte Terminplanung (Fulltimejob)
Baseline = Messlatte fr Pnaleanspruch
Straffe Engineeringtermine trotz berauslastung im KB
Protokollfhrung smtlicher MoMs mit Fa. Brazil durch SVAI
MoMs vorausschauend gestaltet
Umfangreiche monatliche Progress Reports
verfasst unter dem Gesichtspunkt der Claimabwehr
Frhzeitige Vergaben an Fa. CN und Fa. CN2 (nach 3 Monaten)
SVAI Lieferverzge im Schatten der kundenseitigen Bauverzge
Page 17
9. Monat
9. Monat
Civil:
Fa. Brazil /
Fa. ZZ
Sept. / Dez.
2007
Baustelle im
Verzug aufgrund:
Fa. Brazil / Fa. ZZ
1) Wetter
2) Engineering
(Sicht von Fa. Brazil)
Page 18
12. Monat
12. Monat
Startup revidiert: 30.04.09
Hilferuf nach SVAI-berwacher
10.07.08 (18,5 M)
Page 19
25.09.08 (21. M)
08.10.08 (21,5 M)
Betonbau
Fa. Brazil / Fa. ZZ
Page 20
berlappend
mit
24.11.08 (23 M)
Montage
Fa. Brazil / Fa. VV

Oktober 08
November 08
Montagehochphase
Dezember 08
Page 21
408 tons
Page 22
Cold Commissioning
Mrz / April 09
Kokillenbereich OS1
Page 23
Steam Exhaust Room

2 Beispiele fr anlagenkritische Bereiche.
Verabsumt, diese in einem interdisziplinren Layout zusammenzufhren.
Lckenhafte Montagedokumentation;
Casting Platform Layouts und Room Layouts notwendig.
Page 24

Splstand:
1. Pfannenbehandlung am 30.04.09
WTP: termingerecht in Betrieb
Page 25

30.04.09: Readiness for Operation
07.05.09: 1st heat = PAC
16.10.09: FAC Final Acceptance
Alle performance tests unterschrieben
Beginn Warranty
31.10.09: Ende SVAI Supervision
Page 26

Von PAC to FAC in 5 Monaten:
hot commissioning & performance testing
27 single test certificates unterschrieben
750 heats = 150.000 tons
99,1% primequality Brammen
nur 1 Durchbruch
berwachung:
50 Mannmonate whrend hot comm.
Gesamt: 150 Mannmonate
Smtliche timesheets unterschrieben
Vertraglich kUS$ 1,970 erhht auf
kUS$ 4,600 fr berwachung
Zustzliche Ersatzteilauftrge
ber k 3,500 erhalten
Page 27
Page 28

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MT Siemens VAI

Geschftsmodell und Entwicklungsmglichkeiten

Siemens VAI Overview

Siemens VAI business is a project

Dr. Dieter Troller

Copyright Siemens AG 2011. All rights reserved.

Siemens VAI Overview

Projects throughout the world are successfully implemented by 10,000 company

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Supported by Siemens regional companies in 50 countries worldwide, for example:

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Metals Technologies Competence Centers...

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Siemens VAI productportfolio

Heavy and medium plate

Slab / Medium Slab

Solid metallic materials

liquid crude steel

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- color coated sheet

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Drawing, scalping, grinding

Bar / Wire-Rod Mill

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Career opportunities for technical personnel (m/f)

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Product Life cycle

Job specific training program (on-the-job - off-the-job)

Onboarding: Integration & socialization

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Development of core staff:

Career start of graduates:

from Junior to Special

Engineering, Erection, Commissioning

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via print media, internet, headhunter

Recruiting of senior professionals

by staff dialogs, PMP Round Table discussions,

Identification of potentials and development

Integration of new employees

Recognition + Appraisal = Motivation

Dr. Dieter Troller

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Innovation and Sustainability.

Your Partner for Leadership.

New organization of Siemens since October 1

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