newsletter - Elmo Rietschle

focus
August 2008
The Gardner Denver Blower Division
newsletter
Premiere for the new TWISTER
screw vacuum pump
VELOCIS side channel blower
Interviews with Percy Dengler
and Rainer Schiessle
LEAN – A Japanese invention
Focus
Dear Reader,
Leading the Field
We are reinforcing our leading position
with the development of new products
and innovative technologies.
02
Interview
with Winfried Kaiser
04
Innovative.Ground-breaking.Securing our future.
S-VSI TWISTER and G-BH2 VELOCIS
06
What are customers willing to spend their
money on? Interview mit Rainer Schiessle
07
A Japanese invention
Lean management
08
Transparency.Speed.Sustainability.
Interview with Percy Dengler
09
Ni hao Wuxi – Hello Wuxi
10
Apprentices report from the
Schopfheim training department
12
Factory Improvement Project (FIP)
13
Trade show dates
14
Attractive.Informative.Comprehensive.
The new Elmo Rietschle website
15
They‘ll attract attention.For sure.
New brochures for products and applications
16
Jubilees and jubilarians in Schopfheim
Legal notice. Focus. August 2008
Publisher: Gardner Denver Schopfheim GmbH, Roggenbachstr. 58,
79650 Schopfheim, Germany, Ph: +49 7622 / 392 0
Responsible for content: Angelika März
Coordination: Angelika März
The contents are the intellectual property of Gardner Denver Schopheim GmbH
and are protected by copyright.
Users may only download, print or copy the content of this newsletter and the technical
information available in the Internet for their own purposes. No amendments, duplication,
dissemination or publication of the content or parts thereof, neither online nor offline, may
be made without the prior written agreement of Gardner Denver Schopfheim GmbH.
We all entered 2008 with great
expectations. The year commenced
with the conclusion of the Schopfheim Factory Improvement Project.
We now have well-equipped
operations – operations whose
output has been considerably
raised during the past few months
– and more than anything else,
we were able to markedly reduce
our delivery times. >>
focus | August 2008 | 3
LEAN Project
Naturally there will still be more improvements once this project has been concluded. Mr. Schiessle, with the support
of our external expert Greg Lane, has
already got the LEAN Project, which is
to optimize or production procedures,
off to a most successful start.
We must live continuous improvement
You are perhaps asking yourself why we
are concentrating so much on enhancing
processes and procedures. There are, in
fact, three good reasons for this:
• We need to reduce costs of our products in order to be able to survive in
the face of international competition.
• We need to reduce our stocks of materials as we want to use our capital to
invest in the future and not to finance
stocks.
• We need to be able to promptly meet
rising demand for our products.
And we should not forget here that simply
placing new machines in production is
not going to bring any results as such.
The challenge lies in mutually developing
new procedures and in thinking lean.
Only then will we be able to make the
most of these new possibilities.
Concrete company targets
We are aware that our employees want
the management team to communicate
concrete targets. Well, on the one hand
there are the targets that apply for corporate divisions at Gardner Denver and
which either relate to commercial aspects
or issues such as inventory reduction
and worldwide materials procurement.
For the operations in Schopfheim
and Bad Neustadt we have also undertaken to achieve the following delivery
times by the end of 2009:
• High runners, i.e. products produced
in large numbers, are to be produced
and ready for delivery in 24 hours – i.e.
without resorting to available stocks.
• Repeat products are to be produced
in four to six weeks.
• Special products requiring considerable
adaptation to customer requirements
are to be produced in eight weeks.
free technologies – i.e. S-Series (screw),
C-Series (claw) and G-Series (side channel) but we will not be neglecting the other
technologies.
A look towards the outside
After having been reorganized, the
European operations are now to a large
extent consolidated and cooperate constructively in implementing our targets.
Incidentally, we were represented at
more than 50 trade shows during last
year and this year.
Be proud of
your company –
you have good
reason to be.
Customer satisfaction
In the end these measures serve to provide our customers with the best-possible
service: with first-class quality products
made available at adequate prices in the
shortest possible delivery times. As well
as providing a competent consulting
service and a customer-oriented After
Sales Service.
New products
We have also made good progress in
developing new products. The focus of
attention has been on four new product
launches over the past few months:
• S-VSI 300 TWISTER screws have now
gone into series production, thanks
to the new production machines for
screws.
• The claw vacuum pump product line is
being rounded off.
• A remarkable number of orders were
placed in the first few months of this
year for the highly efficient G-BH2
VELOCIS side channel blowers.
• Our product line of liquid ring pumps
has been expanded by a model with
high water carryover. The pump is
mainly used in the plastics industry.
Looking into the future, we see the best
markets and opportunities in contact-
We are expanding our activities in Asia,
where we see the best chances for
future growth. An increasing need for
high-quality products can be perceived,
and we wish to meet this need, so we are
working hard at meeting stricter quality
requirements.
There has been another organizational
change for the American Blower Division
entity: Gardner Denver Hanover was
recently allocated to the Compressor
Division in order to be able to optimally
utilize the available sales channels of this
corporate division. An extremely close
network of dealers is based in Quincy,
offering our products considerable additional sales opportunities.
Let me sum up as follows: we have
achieved a great deal and will still become
even better!
Be proud of your company – you have
good reason to be. We are technology
and market leader in many fields. And
be confident in passing on this pride to
customers and suppliers.
Winfried Kaiser
Blower Division Vice President and General Manager
Innovation
focus | August 2008 | 4
Innovative.Ground-breaking.
Securing our future.
S-VSI TWISTER and G-BH2 VELOCIS
Technical market leadership is a fundamental aspect of our corporate philosophy –
and we are once again proving this claim
with the newly developed S-VSI TWISTER
screw vacuum pump. In addition to considerable efficiency and a final vacuum
of less than 0.1 mbar (abs.), the perfected
screw profile provides maximum volume
flow at high vacuum level.
Maximum volume flow
at high vacuum level
• Short evacuation times
• 0.1 mbar final vacuum
• Low compression heat
• High maximum tolerable water
vapor inlet pressure
• Low noise level
• High suction capacity
• Easy on maintenance
• Highly effective
• Variable number of revolutions possible
• Less waste heat
Robust, durable construction
A long useful life and standard maintenance
as well as compatibility with steam and fluid
are important features of this construction concept. Noise and vibration levels are
remarkably low.
Suction capacity in m3/h
The non-contact operation screw rotors of the
S-VSI TWISTER require no lubrication in the
working area. This means that there are no
costs for disposing of contaminated oil. The
improved screw rotors have a variable lead
progression and are gear-synchronized.
Advantages of the new S-VSI TWISTER
screw vacuum pump:
Vacuum range in mbar (abs.)
Innovation
focus | August 2008 | 5
Innovation
How can R&D projects
be improved?
We are opening up new dimensions for this
technology with the G-BH2 VELOCIS
side channel blower. On the basis
of our customers‘ requirement
matrix – shown to us in our
daily work – and free of previous patterns of thought, we
have come up with a completely
new concept.
What do R&D engineers do best?
Research and develop. But what do they
spend most of their time doing? Administration work. This is why – in 2004 –
the Elmo Rietschle R&D team in Bad
Neustadt decided on a new approach
towards their new project for improved
side channel technology. An engineer
who did not belong to the department
was engaged for activities relating to
project management. He monitored
compliance with targets, ensured that
deadlines were always met, organized
meetings and was responsible for the
paperwork. In retrospect, the development engineers are certain that this
almost doubled their efficiency.
Suction Capacity
G-BH2 VELOCIS
side channel blower
G-BH2
G-BH2
The team also made optimal use of the
finite element method (FEM) and managed to reduce the numbers of test
machines being built at that time to two
machines by enlarging and reducing
data to result in considerable cuts in
time and cost.
0
Vacuum
Pressure
Elmo Rietschle side channel blowers show just how reliable they
are every single day; they are virtually maintenance-free in operation and are also more quiet than nearly any other vacuum pump
or blower. On the basis of the sound know-how of our development department and of market requirements which have
emerged from numerous, intensive talks with customers, a new
generation of side channel blowers has been created: VELOCIS.
During the course of this project other
synergies resulted when the German
company commenced with having specific individual components produced
in low-wage countries and joined the
corporate division in Quincy in Fluent, a
simulation software program for workflows already being used by the company in America.
Our customers discover and benefit from new
applications for this technique.
A significantly extended scope of operation opens up completely new areas for side channel technology – areas hitherto
unknown. Even if until now predominantly rotary lobe vacuum
pumps, claw pumps and dry-running rotary vanes have been
used, more and more customers are convincing themselves
of the advantages offered by VELOCIS.
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The significantly extended area of operation of VELOCIS
opens up completely new applications for side channel blower
technology.
On looking back at this successful project, which fulfilled fundamental aims in
terms of speed, cost, quality and market
success, the Elmo Rietschle R&D team
is convinced that future projects will all follow the
same pattern.
Five patents submitted
during the development
phase is further proof of
the exceptional work performed by these engineers.
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A report from
R&D Bad Neustadt
Interview
What are customers willing
to spend their money on?
Rainer Schiessle, Director of Operations and Managing
Director in Schopfheim since the beginning of the year,
is pursuing a clear aim to eliminate waste.
Rainer Schiessle
Things are moving in production – delivery times
are getting shorter again. Why?
There are several reasons. On the one hand we have
concluded the Factory Improvement Program, which
as we know aimed at speeding up and streamlining
the complex system of production logistics, and on the
other hand some areas have already undergone a procedure to optimize processes under the „lean“ motto.
What does „lean“ actually mean in this context?
The most important aim is to eliminate waste. Here we
must join together with production employees to work
out how we can completely do away with unnecessary
procedures or at least change them fundamentally.
Typical examples here are insufficient streamlining,
uncoordinated production stages and idle times.
How do we achieve this aim?
To do so, everyone must join forces and take a critical
look at procedures. It is absolutely amazing how
quickly employees involved come up with solutions as
soon as they have grasped the basic idea. During the
past few weeks we have actually already made great
progress – among other things, we got together in a
workshop at weekends and analyzed, reviewed and
re-defined processes in a team. And then immediately
put our ideas into practice.
This was also an issue during Barry
Pennypacker‘s visit?
A slight understatement. In actual fact our new boss is
an absolute specialist here and during his tour around
the production areas in Schopfheim, he showed us
exactly how to go about doing some rethinking.
According to statistics from the Internet, only
about 20% of all the companies in Germany apply
the lean principle. Are we in fact outsiders or simply
faster than all the others?
The answer is quite clear: The others will need to follow
suit if they want to keep their costs under control. What
is really important here is that Gardner Denver will not
only optimize production; all the other areas, including
administration, will learn how we eliminate waste.
Many managers will say that there is definitely no
waste in their field; instead there is sooner a lack
of resources.
The term waste needs to be defined more closely
here. The decisive question we all need to ask is:
„Are customers willing to pay for this?“
The first six months have been accomplished.
Conclusion?
I received a warm welcome everywhere I went and
met committed, active teams with which we will be
laying the foundations for success in future. The task
on hand is big - and very interesting.
Thank you for your time.
Production
focus | August 2008 | 7
Although the term „lean“ was coined by American authors such as
James Womack and Daniel Jones during the 1980s, „LEAN“ is no American invention. When the Japanese were defeated in the Second World
War, they had little to re-establish their automobile production industry,
since, unlike Germany, they got no support from external sources. A
virtue was made out of necessity and the Toyota Production System
(TPS), or lean manufacturing, was developed.
Strategy
Eliminating waste in the
>
production process
It was invented
by the Japanese
The biggest problem was waste
The focus is mainly on eliminating waste. A Japanese version specifies the
following forms of waste in a production environment:
1. Overproduction
Overproduction is when more is
produced than has been scheduled.
Reasons for this may be that there
are too many workers in a shift due
to poor planning for extra shifts, the
establishment of stocks as security
in the event of machine break-downs
or poor production quality.
2. Excessive motion
Unfavorable, unergonomical tool
or workpiece arrangements result
in workers making unnecessary
motions. Long tool movements for
small workpieces processed on
machines that are too big result in
unnecessary machine motions and
may hence also mean that operators
have to wait.
3. Waiting times
Operator or machine waiting times
caused by a lack of material, machine
downtimes as a result of interruptions
and unfavorable processing times:
machine works – worker waits until
he can put in the next workpiece.
4. Transportation
Any kind of transportation – with
a stacker, bicycle, hand elevating
truck, etc. – constitutes waste, since
the workpiece is not brought closer
to its final state; instead only its
position in the factory is moved.
5. Overprocessing (operations
that are excessively time-consuming and/or unnecessary)
If a drilled hole is deeper than
needed, the component will have
been overprocessed. Frequently
improvements can notably be made
in the area of inspection. Components are very often simply „overinspected“. The problem lies in
ascertaining that workers are really
overworking!
6. Large inventory of materials
(in production and/or in raw
material or finished part stocks)
Inventory causes capital expenditure.
Inventory is a direct result of over-production and “unphased production”.
7. Reworking and rejects
Deficient parts cannot be processed
in the next production step or delivered to customers. They need to be
reworked, resulting in high production costs.
Methods
Synchronizing processes
>
Standardizing processes
>
Avoiding mistakes
>
Improving production facilities
>
Qualifying and training employees
>
Basis:
Continuous improvement
>
To sum up:
Workers know their work best.
If product quality is to be enhanced,
process quality will first of all need to
be improved. Only when employees
perceive that the management is interested in their everyday problems with
processes and actively support them in
solving these problems will they realize
that the aim is actually to consistently
improve processes.
Focusing on results is demotivating.
If a trainer permanently sets the highjump bar at 2.30 m without letting the
high jumper know how to get over this
height, the high jumper will become
discouraged with his sport and give up.
Process-oriented management is supportive management.
In Toyota factories, workers are the
most important factor in the process.
It has been understood that investing
in employee qualifications is the most
decisive factor in gaining an edge over
competitors in the battle around quality
and cost. Ongoing process enhancement
means ongoing employee qualification.
Interview
focus | August 2008 | 8
Transparency.Speed.Sustainability.
Percy Dengler, Director of Sales in the Blower Division and Managing Director
in Schopfheim and Bad Neustadt, defines key sales issues in the company.
Over the past few weeks, Sales has
once again been reorganized. How
do the employees feel about this?
You used to work for a purely German
company. What differs most from us,
a company with an American parent?
We‘re flexible in the Sales. And here, too, the
principle is: nothing is more constant than
change.
Basically all companies pursue one goal:
earning enough to secure the future and as
a result also secure jobs. There is a certain
difference in the American fixation on the
quarterly figures that are so vital to investors.
However, for all the major companies worldwide, structures and instructions from headquarters have to be complied with. Gardner
Denver has invested an enormous amount
here in Germany and this naturally gives rise
to expectations.
How do you view the role
of the Sales Division?
Percy Dengler
Actually, I believe that in the end all the departments in the company are part of Sales – if
production is too expensive the employees
out in the field will not be able to sell as many
pumps as we need to be able to meet our
targets. Naturally this is somewhat exaggerated, but I believe that the various areas in the
company are very dependent on one another.
We must work on linking and synchronizing
our activities - and we need to internalize the
fact that we are all in the same boat.
We‘ll get there together. We have fantastic
employees and quality products.
What do you expect from your
employees?
Let me say it once more: it‘s not all about Sales
employees. As the headquarters of the Gardner
Denver Blower Division we have to analyze and
improve each process in the company. There
is an enormous amount of potential that hasn‘t
yet been exploited. My idea is that each of us
carries out his work as though he owned the
company. Assuming responsibility is vital.
Recognizing what is not going well and then
not coming forward is of little help. Remaining silent means accepting things as they are
against one‘s better knowledge.
What would you like to see your
colleagues doing?
The three big „C‘s“: communication, customer orientation and cost awareness. We
must develop a corporate culture of cooperation; we must realize that in the end it is the
customer who pays our salary and everyone
can contribute by taking a critical look at the
processes in which he is involved in order
to reduce waste. Waste is understood here
in the sense of „lean“ – Mr. Schiessle gave
details of this on the preceding pages.
Closing words?
We‘ll get there together. We have fantastic
employees and quality products. The market
is still bigger than we are – and all of this
creates an excellent basis for a bright future.
International
focus | August 2008 | 9
Ni hao Wuxi Hello Wuxi
Outsiders taking a look at a photo of the
plant in Wuxi would hardly think that it
is a factory located in provincial China.
The large, modern building made of
glass, stainless steel and stone is used
by both the Thomas Products Division
and the Blower Division.
More than 200 employees work on an
area covering more than 12,000 m².
The standard of education of our Chinese employees far exceeds the average – more than half of them have a
college or university degree.
Thomas Products utilize about 2/3
of the available space. The remaining space is currently set up for Ruey
Chaang (RC) side channel blower production. Products have been supplied
to customers from this factory since
the end of 2007.
The RC products originally came
from Taiwan; under the name of Ruey
Chaang they have earned a good
reputation on the Asian market since
1997. The company was taken over by
Rietschle Thomas in 2003 and since
being acquired by Gardner Denver it
has been the second Blower Division
brand.
Independent brand
The market strategy for RC products clearly distinguishes them from
Neustadt products: the blowers are
to be found in the middle segment in
terms of quality and price and are sold
exclusively to Asian-Pacific and American markets. Sales channels are also
separate.
The brand has its own logo, its own
brochures and will soon also have
its own website. RC is marketed as
a Gardner Denver product; no reference is made to Elmo Rietschle in the
records.
Wolfgang Kriesten, Director of Marketing for the Blower Division, on how
the two brands are oriented: „Elmo
Rietschle is the premium brand and
is to retain this position with the corresponding features: first-class quality
and delivery reliability, technological
market leadership, absolute dependability and development of special
solutions in cooperation with customers. This means that we fully meet
requirements, in particular those of
our European customers. Asia is different. The market segment for premium products is still small. It is mainly
standard solutions that are sought,
since our Asian customers cannot buy
in Europe due to the market structure
in Asia. So in order to be successful in
Asia we have to offer products to meet
these specific requirements. The considerable share of the market held by
Ruey Chaang products in Asia is proof
of this success.“
In addition to Schopfheim
and Bad Neustadt, the
Blower Division also has
a production plant in the
People‘s Republic of China,
where RC (Ruey Chaang)
blowers are produced.
Material for the stands
Pre-cut for the stands
Apprentices from the Schopfheim trainin
Major projects are currently under way
in our training department. This means
that several projects are concentrated
in one major project. All the projects are
set up in Johann-Sutter-Straße in Schopfheim (assembly for two-shaft machines).
The apprentices currently in the training
department are all involved in this work.
• 6 tool cars
• 2 spray booths
• 12 tote box pallets
• 8 tables for ZEPHYR machines
• 8 mounting devices for
assembling ZEPHYR machines
Here, for example, is one of the projects, the
assembly jig. Conducting a project of this type
has been a huge challenge. Several assembly
jigs have already been planned and also produced here in the training department. These
projects must of course also be approved by
the management. It all takes a long time –
starting with an idea, then through the planning
stage to completion. We had to make plans,
produce drawings on our CAD system, look
for a helical geared brake motor in a catalog
to move and „hold“ a weight of 600 kg. And
not to forget, the accident prevention and
occupational safety regulations for these
devices and their operators. Our treacher
Mr. Trinler regularly reminds us of these and
naturally gives us relevant training. We were
then able to order the required parts through
the Purchase Division with the respective
project number. These included steel plates,
steel shafts, thrust bearings, grooved ball
bearings, square pipes, a frequency converter, a switch box for operation, electrodes,
grinding wheels, screws, nuts, etc.
Once our orders had arrived we commenced
with production. We pierced, turned, milled,
welded, drilled, rubbed, screwed, pinned,
mounted and tested the steel plates. The electrical components were naturally produced
by our electricians. After everything had been
tested and accepted, the machine was painted
in the paint shop and then erected at its place
of destination in the displacer assembly plant
in Johann-Sutter-Straße in Schopfheim.
Welding
Tool trolley
Spray booth
ng department report
Various examinations passed
All the apprentices learning a trade in the
fourth year of training passed their exams.
Two of them, Fabian Caldarera and Simon
Zimmermann, are tool engineering technicians. Jessica Winter and Fabrizio De Simone,
Stefan Leber, Maximillian Schweiger, Manuel
Göbel and Markus Kohls passed the examination to qualify as industrial mechanics.
Sascha Dreher passed the exam to qualify as
a Master of Technical Management and Marc
Stocker qualified as a technician specializing
in electrical engineering.
All four commercial apprentices passed their
exam. They are Nicole Arnold, Julia Schmidt,
Anja Wunderle and Björn Heinzler.
They were all offered an employment contract,
but one of them had accepted a job in another
operation.
Sascha Dreher and
Marc Stocker
Left to right:
Julia Schmidt, Björn
Heinzler, Anja Wunderle
and Nicole Arnold
Left to right: Fabrizio De Simone, Maximillian Schweiger,
Manuel Göbel, Jessica Winter, Simon Zimmermann, Stefan
Leber, Sascha Dreher, Training Supervisor Fritz Trinler and
Marc Stocker. Fabian Caldarera and Markus Kohls are not
on the photo.
Successful projects
focus | August 2008 | 12
Factory Improvement Project (FIP)
Project Manager Friedrich Justen, DEng., outlines the final results of the project.
The comprehensive FIP Project was
launched in April 2006 with the relocation
activities of Wittig Transport business to
Bradford in England. Two years later, after
completion of the electrical installations in
the new research lab, the project was finally
concluded at the end of March 2008.
Johann-Sutter-Straße
Assembly of the first twin-shaft machines
was commenced here in January 2007. After
further comprehensive structural alterations
and moving work, mechanical production
commenced with processing of the first cast
parts around mid-2007. Guided by the principles of lean manufacturing, pre-requisites
for a smooth, streamlined material flow for
the production of twin-shaft machines (PD II)
were realized in Johann-Sutter-Straße. Full
procedures for operative procurement, production, assembly, test stands, paint shop
and dispatch for the twin-shaft machines are
all located in a single block of buildings. The
service division, apart from the repair section, was also relocated to Johann-SutterStraße. The PD II works management, the
service offices and the Industrial Engineering
Division are all accommodated on the office
floor, renovated to create a congenial working
atmosphere.
Roggenbachstraße
Comprehensive building measures and
moving activities also commenced in the
Roggenbachstraße in the spring of 2007
with the relocation of processing centers.
Combining mechanical production and the
assembly of single-shaft machines (PD I) in
one part of the building (Eastern Hall) created ideal conditions for lean manufacturing.
Friedrich Justen, Doctor of Engineering
Factory Improvement Project (FIP)
Project Manager
Formerly GF Wittig
Project launch: April 2006
to March 2007 Integration Manager
since 1 March 2007 Engineering Director
from 1 April 2007 to 30 September 2007
Submitted the FIP Project
As in Johann-Sutter-Straße, procurement,
production, assembly, test stands, painting and dispatch will all be concentrated in
a single building here. The lab moved from
the basement to the first floor of Western Hall,
which used to house the processing centers.
A new, spacious development lab for displacers
was set up here.
Some of the office divisions were also
affected. The Finance/Controlling departments are now on the second floor of the
blower production facility in Grienmatt. The
Purchase Department now occupies the former offices of the Finance/Controlling Department in Roggenbachstrasse, and the Commercial Dispatch Department moved to the
premises formerly occupied by the Purchase
Department. This castling has enabled the
QM/QS Department to jointly use the former office of the Dispatch Department. The
entire Engineering Department for displacers
is now located on the 3rd and 4th floors in
the Roggenbachstraße. The staff council
changed sides in the shift, from the railway
to the road side. Only Human Ressources
remained where it has always been.
Grienmatt
In Grienmatt, in the systems area (casting
building), the Wittig systems were integrated
into the assembly and the office premises.
Medical technology assembly from France
was also integrated here.
AirCenter assembly has been moved from
the casting building to the blower production
facility. The PLZ AirCenter and the dynamic
type machines were combined and moved to
the former lab.
In the L-shaped building in Grienmatt, offices
for corporate employees were made available on the 2nd floor in the former customer
service offices. A showroom was also established here. During the course of this year the
archives distributed until now from Schopfheim are to be combined to a central archive
on this floor.
Trade Show
focus | August 2008 | 13
2008 Trade Show Update
Current trade show dates at a glance
Country
Trade Show
Place
Date
Industry
Czech Republic MSV Brno
Brno
15.09. - 19.09.
Mechanical Engineering
Denmark
Ajour
Odense
29.11. - 30.11.
Industrial Trade Show
France
CFIA 2008
Rennes
11.03. - 13.03.
Agricultural Technology
and Foods
HOPITAL EXPO
Paris
27.05. - 30.05. Medical Technology
EMBALLAGE
Paris
17.11. - 21.11.
Packaging
POLLUTEC
Lyon
02.12. - 05.12.
Environmental Technology
Interpack
Duesseldorf 24.04. - 30.04. Packaging
IFAT
Munich
Drupa
Duesseldorf 29.05. - 11.06.
Printing and Paper
Powtech
Nuremberg
Process Engineering
Glasstec
Duesseldorf 21.10. - 25.10.
Glass Industry
Italy
Xylexpo
Milan
27.05. - 31.05.
Wood Industry
Netherlands
Techni-Show
Utrecht
11.03. - 15.03.
General Industrial
Slovakia
MSV Nitra
Nitra
22.05. - 25.05.
Engineering
Grapics
Miami,FL
28.02. - 01-03. Printing Industry
TCEQ
Austin, TX
29.04. - 01.05.
IWF
Atlanta, GA
20.08. - 23.08. Wood Processing
WEFTEC
Chicago, IL
18.10. - 22.10.
Environmental Technology
PACK EXPO
Chicago, IL
09.11. - 13.11.
Packaging
Packtech
Shanghai
May 2008
Food Packaging
ChinaPlas
Shanghai
17.04. - 20.04.
Plastics Industry
Blower Division Europe 2008
Germany
05.05.- 09.05. Environmental Technology
30.09. - 02.10.
North America 2008
USA
Environmental Technology
Blower Division Asia Pacific 2008
China
India
Glass World Expo Mumbai
08.01. - 09.01. Glass Industry
Elmo Rietschle ONLINE
focus | August 2008 | 14
www.gd-elmorietschle.com
The homepage shows an animation of the seven technologies that are at the center
of Elmo Rietschle business.
The symbols show a technically accurate presentation
of the functional principle.
Attractive.Informative.Comprehensive.
The new Elmo Rietschle website
The independent Elmo Rietschle brand presents itself in the Internet
In April 2008 the new homepage of Elmo
Rietschle went online. Clear, functional and
with comprehensive information on the company and its extensive product range, the portal
offers everything that may be of interest to
customers, employees and distributors.
There are no simple drop-down windows on the website.
Visually attractive selection pages serve as a guide instead.
The website will also be available in the German,
French, Italian and Chinese languages.
Statistical evaluations show that we have
almost 600 visitors every day and that these
visitors take a look at an above-average number of pages. Why not take a look yourself –
there‘s a lot waiting to be discovered!
Our branch locations can be selected on an interactive world
map with the „worldwide“ icon.
Communications
Comprehensive flyers
on all technologies
G-Series Side Channel
V-Series
Oil Lubricated Rotary Vane
V-Series
Dry Running Rotary Vane
C-Series Claw
S-Series Screw
Vacuum
for Ap and Pressure
plicatio
ns in th
e Plas
tics In
dustry
C-Series
Claw
S-Series
Screw
Side Chan
L-Series
Liquid
Ring
n
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under pres ing the mac
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using a
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help of
presses
our
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in a wate kly. This is don harged from
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followed using blast air
Deaeratio
or by coo r must be
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V-Series
Rotary
Vane
Calibratio
G-Series
F-Series
Radial
nel
F-Series Radial
They‘ll attract
attention.For sure.
New brochures for products and applications
Getting 36 brochures ready for printing
all at once - this is a real Herculean
task that Marketing Communication
employees have faced over the past
few weeks. Before they can commence with the composition, photos need to
be taken, texts written
and technical data clarified. Nothing goes without cooperation with
other departments such
as Product Management
or Technical Documentation
and applications specialists
have to present the most
important applications and
the corresponding technologies. Employees in the Sales
Department help to get permission to take photographs from
current customers in order to also
show our products in application.
Now we‘ve managed and have the following documents available in several
languages:
schle?
you
ons why
mo Riet we see many reas
pressure
Why El
rse,
um and
, of cou
your vacu
eld.
g the Fi
adin
hle. Le
etsc
Elmo Ri
Once the basic layout has been decided, initial drafts are reviewed several
times, edited and then translated into
various foreign languages. There is
a separate version with US units for
the American market.
The most nerve-racking phase is the
final print approval for more than 300
pages of text.
view
pany for
point of
From our k with our com
wor
-how
ucts:
should
ion know l engineering
ion prod
applicat
applicat
uct and in environmenta
ry of prod
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long histo ge of proc
• Our
wled
port
rs
ise kno
ite sup
enginee
• Prec
products
with on-s
from our
gies
quality
network consultation
• High
technolo
l
service
sure
al
ona
and pres
• A glob geable, pers
tions
vacuum
expecta
wled
– your
• Kno
range of
g partners
atched
t of view
regardin wing
• Unm
your poin s you make
follo
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ther the
ugh from
dec
whe
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on
is not
so. The
depend
rightly
But that
work also
er. And
want to are fulfilled:
are high
m you
meters
with who
ded para
value-ad
pricing g costs
bility
market
• Fair
operatin bility and dura
petitive
• Com mental compati
• Environ delivery
s
n met
• On-time tenance cost service
have bee
main
les
• Low
after-sa
irements .
petent
ision
s and requ
• Com
equisite e the right dec
prer
e
acquire
thes
e, you
have mad
r all of
Rietschl r needs –
Only afte sure that you
be
from Elmo
fits you
about
can you
pressors
precisely
to worry ises.
and com
uct that do not have
prom
pumps
s prod
our
um
you
clas
e,
keep
With vacu “just” a first e that is don
g – we
time bein
more thana solution. Onc
for the
sors
you have and compres
ps
our pum word.
Take our
Peace
d.
of Min
Series flyers
• F-Series Radial
• G-Series Side channel
• L-Series Liquid ring (monoblock)
• L-Series Liquid ring (compact)
• V-Series Rotary vane (oil lubricated)
• V-Series Rotary vane (dry running)
• R-Series Rotary lobe
• C-Series Claw
• S-Series Screw
Application flyers
• Plastics
• Environmental Engineering
• Printing and Paper
• Non-Food Packaging
Application flyers for our
most important markets
Vacuum and Pressure Solutions
for Non-Food Packaging
Vacuum and Pressure Solutions
for the Plastics Industry
Air Supply for the
Printing and Paper Industry
Jubilees and jubilarians
in Schopfheim
We congratulate all those celebrating a jubilee. You can look back on
long years of faithful service to the company. We wish you happiness,
health and all the best.
P.S. The next issue will present jubilarians from the other locations
– we did not forget you!
2007
45 Years
May
Gerhard Bechtel
Hansjörg Würger
10 Years
February
Alexander Rerich
Jakob Maj
40 Years
August
Egon Kurz
Eugen Sutter
April
Peter Schwald
25 Years
May
Dietmar Schöpflin
August
Klaus Rünzi
Matthias Kaps
Günther Greiner
Rainer Lienin
September
Jochen Kehlert
Thomas Spiering
2008
40 Years
May
Heinz Pfeifer
August
Dieter Moser
Kurt Brombacher
October
Walter Meier
25 Years
June
Francesco Paternostro
August
Martin Grether
Jorgen Grässlin
Detlef Vogt
July
Nikolai Jesse
August
Michael Schulz
September
Juri Schledowetz
Björn Schawaller
Matthias Roser
Bernd Maier-Seider
Sandra Kiefer
Johannes Glatt
Rafael Frech
Rainer Brutschin
September
Bernhard Burger
Andreas Wasmer
Claudia PosovszkyPichler
Pietro Landolina
Ralf Richert
October
Pietro D‘Amico
December
Ottmar Gerspacher
10 Years
July
Dr. Norbert Aust