cpp - Process technology for the chemical industry 02.2018

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cpp ACHEMA PLANTS, APPARATUS, COMPONENTS Picture: Lukas Lehmann Dr. Reinhard Scholz, Director of Siebtechnik GmbH: “I have retained my ability to look at the company as an outsider sees it. That helps me identify development potential.” Growth concept to make Siebtechnik fit for the future Keeping several balls in the air Dr. Reinhard Scholz, a Director of Siebtechnik GmbH since 2017, presently has to keep several balls in the air at once. cpp spoke to Dr. Scholz, who wants to lead this tradition-minded company from Mülheim an der Ruhr successfully into the future. Dr. Scholz, you are following in the footsteps of Karl Bongartz and Horst Dietschreit, who enjoy a very good reputation in the industry and have managed Siebtechnik very successfully for years. Isn’t such a successful duo a hard act to follow? Dr. Reinhard Scholz: Of course, I have respect for my predecessors’ performance and for my new responsibility. However, I am not alone as company director. I have two experienced colleagues alongside me who have been managing the company for a long time. Nor am I exactly a beginner. I have more than 25 years of experience in the field of solid-liquid separation and associated equipment construction. In the past, in my various capacities at GEA, I had already worked with Siebtechnik as a supplier, so I have known the company and its market partners for many years. What do you intend to do differently from your predecessors? Dr. Scholz: I shall continue along the successful route set by my predecessors. However, I have retained my ability to look at the company as an outsider sees it. That helps me ask critical questions in discussions with my colleagues and identify development potential for the future. So there is need for action in some areas? Dr. Scholz: We have specified and prioritised a total of 20 strategic initiatives to be worked through in the coming five years. Department heads will be responsible for their implementation. Five years are a long time. 8 cpp 02-2018
Dr. Scholz: We’re not exactly declaring a revolution. However, con - scientious implementation of the strategic initiatives – which, don’t forget, are interlinked – will take time and has to happen in parallel with normal business. That is why we settled on five years. What important strategic initiatives does your growth concept include? Dr. Scholz: To start with, we have to change the way the market sees us. Many of our customers regard Siebtechnik merely as a supplier of centrifuges. We are also a supplier of solutions, however, and want to be seen as such. We need to work on that. Furthermore, Siebtechnik, as a German company, has to respond to the constantly changing global customer structure. Once upon a time our custom - ers were local companies that ordered a centrifuge or a decanter from us. Today about 60 % of all orders are placed by internationally operating procurement organisations or via EPC contractors. These engineering consultants are frequently based in Korea, Taiwan or the USA and build plants which could be anywhere in the world. Our job consists of coordinating our international sales & market - ing activities with the requirements of globally operating EPC contractors. They have to know who we are, what we do and what our strengths are compared with our competitors. A further initiative entails optimising our service organisation. Picture: Siebtechnik Shortbowl decanting centrifuges have proved themselves in the manufacture of lactose What else will you be working on in the next five years? Dr. Scholz: Siebtechnik is a craft centrifuge-maker. We have ten different types of centrifuges and decanters in our portfolio that we tailor precisely to suit each customer’s needs. That is very complicated and cost-intensive. For this reason, just as people have been doing successfully in the automotive industry for years, we want to step up the modularisation of our machines by using standardised subassemblies without giving up the unique selling feature of our craft centrifuge-making in the process. Could you give me an example to illustrate that, please? Dr. Scholz: The Siebtechnik portfolio features various overhungmounted machines, like the Conturbex worm screen centrifuges or the Shortbowl decanting centrifuges. The obvious thing to do here „Our strength lies in solving complicated separation tasks that cannot be carried out using standard centrifuges.“ is to standardise the drive. We shall therefore be developing solutions in which a standardised drive module can be combined with different centrifuges. That will make purchasing and storage easier and production more efficient without the customer-specific char - acter of the machine parts in contact with the product having to be modified in any way. Everyone is talking about Industry 4.0 and digitalisation. Do these issues play a part in your strategic considerations? Dr. Scholz: Of course they do. We are looking to see how contact with our customers can be optimised as a result of digitalisation and whether it will lead to new business models for us. And I have set myself the goal of increasing the efficiency of our own business and production processes with the help of digitalisation. Picture: Siebtechnik SHS series pusher centrifuges in action during the manufacture of sodium carbonate. These machines will be presented in an energy-efficient version at the Achema show. You are also planning to build a new technical centre. Dr. Scholz: Correct. It will go up in the immediate proximity of our centrifuge technology centre that was put on stream in 2012. The new building will enable us to operate our numerous trial machines even more efficiently and in an attractive environment. How has the workforce responded to your strategic consider - ations? Dr. Scholz: We presented our strategic initiatives to the Administrative Board and the workforce in December last year. Both responded very positively. It’s a growth strategy that will fit Siebtechnik organisation-wise and economically for the challenges of the future. Could you please give us some idea of the industries that Siebtechnik will be supplying with centrifuges? Dr. Scholz: The global market for centrifuges is huge. We reckon that it is worth something like 1.4 billion euros, about half of which is for decanters. We’ve settled on six sectors as our target markets: recycling, inorganic salts, fertilisers, organic compounds, polymers and food & dairy. In which areas do you see growth potential for Siebtechnik? Dr. Scholz: For example, in the Chinese recycling industry. The Chinese are planning to re-equip some 1000 power stations with ZLD systems in the next few years. cpp 02-2018 9
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