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Management Manual
Revision 5.0 – April 2019
INTEGRATED MANAGEMENT MANUAL (IMM)
Chapter 0 – Contents
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INTEGRATED MANAGEMENT MANUAL (IMM)
Chapter 0 – Contents
8 Operation ..................................................................................................................... 37
8.1 Operational planning and control................................................................................. 37
8.2 Requirements for products and services ..................................................................... 38
8.2.1 Customer communication 38
8.2.2 Determining of requirements for products and services 39
8.2.3 Review of the requirements for products and services 39
8.2.4 Changes to requirements for products and services 39
8.3 Design and development of products and services ..................................................... 43
8.3.1 General 43
8.3.2 Design and development planning 45
8.3.3 Design and development inputs 45
8.3.4 Design and development controls 45
8.3.5 Design and development outputs 46
8.3.6 Design and development changes 46
8.4 Control of externally provided processes, products and services ................................ 47
8.4.1 General 47
8.4.2 Type and extent of control 48
8.4.3 Information for external providers 49
8.5 Production and service provision................................................................................. 50
8.5.1 Control of production and service provision 50
8.5.2 Identification and traceability 65
8.5.3 Property belonging to customers or external providers 67
8.5.4 Preservation 67
8.5.5 Post-delivery activities 68
8.5.6 Control of changes 68
8.6 Release of products and services ............................................................................... 68
8.7 Control of nonconforming outputs ............................................................................... 71
8.8 Aspects of occupational safety, health and environmental protection, of energy
efficiency and safety of facilities .................................................................................. 72
8.8.1 Assessment of working conditions (risk and stress factors) 72
8.8.2 Placing orders with externals 75
8.8.3 Environmental aspects 75
8.8.4 Organization for emergencies and prevention of danger 78
8.8.5 Improvement of the energy related performance, including energy efficiency,
energy use and energy consumption 78
8.8.6 Binding commitments and the review of their compliance 79
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INTEGRATED MANAGEMENT MANUAL (IMM)
Chapter 0 – Contents
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INTEGRATED MANAGEMENT MANUAL (IMM)
Chapter 1 – General information
1 Basic information
The present Integrated Management Manual outlines the fundamental building-blocks of the
Integrated Management System (IMS) as well as the basic organizational structure, such as duties
and responsibilities.
Scope of applicability extends over:
AG der Dillinger Hüttenwerke (incl. Heavy Fabrication Division)
Roheisengesellschaft Saar mbH (ROGESA)
Zentralkokerei Saar GmbH (ZKS)
Dillinger France
Steelwind Nordenham
Steel Service Centers, marketing companies, shipping companies and other companies of the
Dillinger Hütte Group.
Furthermore, this Integrated Management Manual applies to Stahl-Holding-Saar (SHS) and to the
SHS companies (SHS-Logistics and SHS-Services, SHS-Infrastructure), as far as they give
instructions to, and provide services for, the Dillinger Hütte Group.
The processes, programmes, functions and committees described in this Integrated Management
Manual partly relate to the situation at the Dillingen location. Especially in the areas of occupational
health and safety as well as environmental protection and energy management, the subsidiaries have
in position adjusted and harmonized regulations defined on site in own documents.
The foundations of the IMM are based on the current norms ISO 9001 (quality management), ISO
14001 (environmental protection), ISO 45001 (occupational health and safety), ISO 50001 (energy
management) and safety management according to 12. BlmSchV, Appendix 3 (Federal Immission
Control Act) (StörfallV - Ordinance on Industrial Incidents) – valid for the hazardous incident plants
ZKS and ROGESA.
All employees are required to observe and apply this IMM. It is subject to regular evaluation by the
Board of Management.
The present Integrated Management Manual (IMM) is Revision 5.0. It replaces the IMM Rev 4.0 of
2017 (IMH-D450-0001).
This Revision 5.0 takes into consideration the changes to the Norm ISO 45001:2018.
The content structure of this Integrated Management Manual (IMM) is orientated around the High
Level Structure of the ISO Directive for Management System Standards and here, in particular, ISO
9001:2015. Occupational safety, health and environmental protection aspects, energy-efficiency and
plant safety are summarised in Chapter 8.8.
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INTEGRATED MANAGEMENT MANUAL (IMM)
Chapter 2 – Declaration of intention and company policy
DILLINGER,
Europe's leading heavy plate producer, is committed to achieving top-class performance in
steel together with its customers.
On the solid foundation of our employees' skills and commitment, we continue to increase our
strong performance on each site, in order to manufacture top-quality and economically
competitive products, while maintaining the necessary balance with our environment and
safety.
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Chapter 2 – Declaration of intention and company policy
Our guidelines
We are the heavy plate partner No. 1 We generate profits
We are the reliable and long-term partner Profits are the prerequisite for innovation,
for our customers worldwide. We exist on investment, further development of the
our services for the customers. company, and the security of our jobs.
Partnership with customers and suppliers is Shareholders are entitled to appropriate
based on mutual trust and reliability dividends.
regarding the quality and compliance with Our economic success is strongly secured
commitments (in particular delivery through optimal customer orientation,
reliability, properties and image of our qualified and hard-working personnel,
products). reliable top-quality facilities and
We are persistently and systematically entrepreneurial actions. Together we take
working to keep and further develop this care to secure and continuously improve
position through innovation. these factors.
We make the steel We are constantly increasing our
productivity and reducing our costs. This
We concentrate on our core business of makes it possible for us to operate our
steel and heavy plate. We are a competent facilities at full capacity, and helps us to
partner for our customers in this area. offer our customers’ products at fair prices.
We deliver a broad product range of
We rely on competent and dedicated
premium quality heavy plate. The cost-
employees
effectiveness of our products and services
for our customers always stand in the The creativity and motivation of our
foreground. employees are decisive factors in our
With innovations, solutions in steel and success. They are challenged and
service features, our customers are in the supported by competent and model
position to realize premium quality management.
achievements in steel. We are constantly working on devising a
corporate structure and configurations to
We work with safety-awareness
enable our employees to not only develop
We have committed ourselves to ensuring themselves, but to also play a part in the
that all who work together with our overall improvement process.
company can safely complete their tasks Board members, management, personnel
while also staying healthy. and the Supervisory Board work together
We strive for zero work accidents during all cooperatively and with full trust, and
operations. To this end, safety holds cultivate a company culture of co-
precedence over all other company goals. determination.
Cleanliness and good order are just as Training and qualification are supported by
important for a safe workplace as well as the company, just as these are expected
for a high product quality and the good from each and every employee through his
impression we want to leave on our own learning process.
customers. Active junior staff development and
individual human resources development
allow for a constant advancement of the
company and the employees.
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Chapter 2 – Declaration of intention and company policy
Over and above these general guiding principles, specific guidelines for quality, safety, health,
environmental, energy and safety management are also defined.
In this context, corporate management obliges itself and the Company to :
Adherence to not less than the legal and official requirements, with the aim of performing better
than these requirements.
Continuous improvement of the Integrated Management System.
The elimination of hazards and minimisation of SHE risks.
Consultation with and involvement of employees and their representatives within the scope of
the Employees' Codetermination in the Mining, Iron and Steel Industries Act
(Montanmitbestimmungsgesetz).
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Chapter 3 – Company portrait
3 Company portrait
3.1 The company DILLINGER
DILLINGER was founded in 1685 by the entrepreneur Marquis de Lenoncourt and has since
developed into Europe’s leading producer of top-quality heavy plate. With more than 5.600 employees
at the main locations in Dillingen (Germany), which the affiliated companies Zentralkokerei Saar
(ZKS) and Roheisengesellschaft Saar (ROGESA) also call home, and in Dunkirk (France), up to 2.3
million tons of heavy plate and the resulting products are manufactured each year.
ZKS, one of Europe’s most important and modern coking plants, and ROGESA, are companies
without employees and transfer the operation of the facilities to the joint stock company of Dillinger
Hüttenwerke.
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Chapter 3 – Company portrait
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Chapter 3 – Company portrait
Applications
Structural steel
Hydropower Engineering
Mechanical Engineering
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Chapter 3 – Company portrait
Wind Energy
Protection
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Chapter 3 – Company portrait
CSR Certification
In 2018, DILLINGER received an award for its CSR activities.
The Company was audited for this purpose by an internationally active rating agency. The result
achieved puts DILLINGER among the top 30 % of the best performers in the business category
"Manufacture of basic iron and steel".
Social Corporate Policy
In addition to good retirement provisions for its employees, DILLINGER's responsible corporate policy
has also traditionally always included a broad range of social provisions and in-company social
advisory services.
Two children's day centres initiated and supported by DILLINGER are available to employees to
facilitate the harmonisation of family and working life.
For its commitment in this field, DILLINGER has received the "Family-friendly company" mark of
quality issued by the "Working and Living in the Saarland" service centre.
Our employees
Our employees – key to success
Motivation, creativity, team work and a healthy communication in the enterprise guarantee the long-
term quality of our products. We persistently work on creating the culture and the structure of our
enterprise in such a way that our employees can fully develop their capabilities and can fully commit
to our continuous process of improvement. Board of Directors, executives, workforce and works
council work in a cooperative way and support a culture of co-determination. Only through the untiring
commitment and the high quality of all our employees is the long-term success of our enterprise
secured.
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Chapter 3 – Company portrait
In order to cope with demographic change and thus with the shortage of skilled labour, DILLINGER is
continuously investing in training and the promotion of young talent. The Company has long
maintained cooperation with universities in order to promote future academically qualified staff. The
competence of our employees is assured by means of an extensive range of internal and external
provisions for further training.
Health and Safety
Safe and healthy working is top priority at DILLINGER.
The DILLINGER Occupational Health & Safety Management System has been certified since 2004,
and thus demonstrably meets the internationally acknowledged requirements.
Health protection – at DILLINGER this means not only conforming to the minimum standards, but
instead going well beyond them.
All working procedures and individual activities which occur within the Company are systematically
analysed for their potential hazards and physical/mental burdens. The results are incorporated, inter
alia, into our preventative programmes and training courses.
We put our trust in numerous safety programmes and initiatives, in order to promote safety
awareness and to minimise hazards and physical/mental burdens.
We see physical and social well-being as a holistic task. Prevention programmes serve to prevent
occupational illnesses, and to promote general health care and the avoidance of infectious diseases
(inoculations and travel-medicine advice).
Ethics
DILLINGER is committed to adherence to the law and to corporate values in the context of voluntary
obligation.
DILLINGER has also declared its commitment to the SHS Group Code of Ethics. This contains all the
fundamental principles and provisions aimed at assuring conformant conduct on the part of the
Company's legal representatives and employees and also of third-parties. It derives from the internal
codes and principles of our group and is also orientated around national and international standards.
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Chapter 3 – Company portrait
According to its corporate vision and its environmental guidelines, DILLINGER is persistently
committed within the whole enterprise to sustainable economic activity and production, which
preserve environment and resources.
Environment
Large-scale investments in ultra-modern technologies help in reducing burdens on the environment
and in continuously improving energy-efficiency.
To the greatest extent possible, all environmental effects are determined, evaluated and reduced at
regular intervals. In addition, programmes for the minimisation of air pollutants, noise, waste-water
and solid waste, and for the conservation of all resources, are initiated and continuously implemented
and expanded. DILLINGER practises a frank and open information policy.
We operate by way of pre-emption an Accident and Emergency Management system which is closely
coordinated with the authorities and assures high-speed reaction.
DILLINGER's Environmental Management System has been certified in conformity to ISO 14001
since 2004. The Company was additionally certified in accordance with ISO 50001 in 2012.
Today, sustainability demands from enterprises equal weighing of economic, social and ecological
objectives and their perception as an interlinked system. This is why we attach great importance to
respecting the principle of sustainability and acting accordingly within the area of the three corporate
objectives – economy, welfare and ecology.
Continuous investment in Research & Development, and also our own Innovation Management
System, enable us to make innovative products cost-effectively and energy-efficiently, while
conserving resources to the greatest extent possible.
The future belongs to renewable energy sources. Ever scarcer fossil sources of energy, combined
with growing environmental awareness, are accelerating the expansion of the obtainment of energy
from regenerative sources. The high-performance material steel makes all this possible.
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Chapter 3 – Company portrait
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Chapter 3 – Company portrait
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Chapter 3 – Company portrait
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Chapter 4 – Context of the organization
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INTEGRATED MANAGEMENT MANUAL (IMM)
Chapter 4 – Context of the organization
Process orientation
The process structure and the resulting process variations in an iron and steel plant such as
DILLINGER are considerable.
Due to their value creation, the core processes are of central importance. They are strengthened
through support processes. Control and further development are carried out through the management
processes.
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INTEGRATED MANAGEMENT MANUAL (IMM)
Chapter 5 – Leadership
5 Leadership
5.1 Leadership and commitment
5.1.1 General
The Board of Management takes full responsibility for the effectiveness of the Integrated
Management System. It defines the corporate policy and ensures that the requirements of IMS are
integrated into the business processes. The requirements of customers, authorities and laws, and the
requirements of IMS are conveyed to the whole enterprise. Additionally, it defines superordinate
objectives, which are broken down in the facilities to the local conditions, and it performs regular
management assessments. Thus, it is ensured that the IMS meets its intended results. Moreover, its
tasks also include ensuring the availability of the required resources and allocating authorities,
responsibilities and competencies.
5.2 Policy
5.2.1 Establishing the Quality Policy
5.2.2 Communicating the Quality Policy
The Board of Management determines the main features of quality, occupational health and
environmental protection policies, energy as well as facility safety, in the "policy statement”.
The management thus ensures that this policy
presents the (core) competence and organization of the company,
offers, with customer satisfaction, employee orientation, economic efficiency, as well as
occupational health and safety and environmental protection as well as energy efficiency, a
framework for defining and reviewing goals,
is reasonable in reference to the manner and extent of occupational health and safety risks, as
well as the environmental effects and energy aspects of their activities, products and services,
is obliged to the realization and continual improvement of the IM systems,
is regularly inspected/reviewed for effectiveness,
is communicated and understood in the company.
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Chapter 5 – Leadership
Management officers
In accordance with the certifications valid at the respective locations, the management
representatives are appointed at each location within the group. The Dillinger IMS coordinator is
responsible for the central coordination of the IMS.
Quality Management officer and Integrated Management officer
Introduction, implementation and monitoring of the Integrated Management System (IMS) lie
within the responsibility of the IMS. In overall questions of the IMS, s/he acts independently of all
other departments, and s/he represents the executive management against all organizational
units, certification and approval bodies, authorities as well as customers.
With regard to function, s/he reports directly to the Chief Technical Officer. S/he has to ensure
independence, authority and responsibility so that the requirements of this IM Manual are met.
For this, s/he carries out regular internal audits in all areas of the enterprise. In this, s/he is
supported by an internal auditor pool. Within the framework of the management review, s/he
reports to the Board about the performance and possibilities for improvement of the IMS. Thus,
it is ensured that the integrity of the IMS is maintained even in the course of changes.
Main safety engineer
The main safety engineer is responsible for the occupational safety department. S/he reports to
the labor director.
S/he accomplishes all tasks that are derived from the occupational safety law. Thereby, the
company management consults in all questions of occupational safety and all accident
prevention.
S/he is responsible for planning the occupational safety management and in coordination with
the IMS , s/he is responsible for reviewing the effectiveness of the system and optimizing it.
Environment officer
The company environment officer is the manager of the environmental protection and
technology department (UST). With regard to function, s/he reports directly to the Chief
Technical Officer and reports to him/her regularly about the environmental performance.
S/he is responsible for all relevant specialist activities and measures for the implementation of
official constraints, as well as the application of all applicable legal requirements inside the field
of environmental management.
Energy manager
The energy manager is appointed by the executive management. He is responsible for all
professional aspects of the energy management. The energy manager’s respective tasks are
described in detail in the IMS-module "Energy Management at the Dillinger Hütte location".
Company doctor
The company doctor ís the head of the "Health Services" department. With regard to function,
s/he reports directly to the Labor Director.
S/he accomplishes all tasks that are derived from the occupational safety law. On the basis of
this, s/he consults the company management in all questions concerning preventive health.
Furthermore, particularly for personnel with managerial, executive, and auditing activity, the
respective authorities and responsibilities with respect to essential requirements of the IMS are
regulated and known. Thus, it is ensured that the IMS meets its intended results.
Internal organizational regulations define the tasks and functions of the areas and the respective sub-
units with interfaces. This is implemented through the display of the organizational structure including
the corresponding organization charts, name assignments, substitute regulation and information on
appointed experts.
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Chapter 5 – Leadership
The respective legally required representatives or "Appointed Persons" are appointed at all locations
of the group.
Among these are:
Industrial Incidents officer
Immissions protection officer
Water pollution control officer
Waste management officer
Dangerous goods officer
Hazardous materials officer
Occupational safety specialist
Radiation protection officer
Fire Department
Company security officers
Works council
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INTEGRATED MANAGEMENT MANUAL (IMM)
Chapter 6 – Planning
6 Planning
Company management establishes that the planning (conception) of the IM system follows a manner
in which
all applicable laws, body of regulations, standards, etc., are acknowledged and upheld.
the requirements of customers, interested parties and of norms can be realized. For this, the
essential, required processes concerning objective, implementation, interactions, control,
measurements, monitoring must be determined.
the goals are reached/can be reached.
The Board ensures sure that all necessary resources (personnel, infrastructure) are available.
For this purpose, suitable planning instruments (steering commissions and committees) integrated
into the process of the enterprise are employed, which deal with the following topics:
Quality
Health and occupational safety
Integrated Management System
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Chapter 6 – Planning
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Chapter 6 – Planning
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Chapter 7 – Support
7 Support
7.1 Resources
7.1.1 General
Provision of resources
The executive management provides the necessary resources for the realization of the IM System’s
determined goals, functions and measures,. Notable particulars are:
continuous and focused investigations about customer requirements and satisfaction
market, customer, and product-oriented sales and divisional structure
the necessary organization of the company (incl. definition of authority, responsibility and tasks)
licenses, approvals, qualifications (of products, processes, facilities)
measures and projects for the improvement of environmental protection and occupational health
and safety and improvement of the safety of facilities
measures for the enhancement of efficiency concerning the specific energy consumption for the
manufacturing of individual products, intermediate products and by-products.
the necessary manufacturing and testing equipment
purchasing of necessary equipment, products, instruments, etc.
internal and external communication
a "system” of work groups, reports, data collection and analysis
internal and external audits
corrective and preventive measures
7.1.2 People
Skilled employees are a necessary condition for the success of our enterprise. The foundation for this
is created by consistent qualification of all employees and executives. The requirements for the
individual persons are defined in job charts or job specifications as well as in relevant regulations.
The individual qualification is documented in the personnel files and in the concerned areas. With this
as a base, any specific needs or requirements (targets) and the facts (actuality) are aligned.
7.1.3 Infrastructure
The requirements for the infrastructure are defined by the object of the company
Of notable mention are:
manufacturing facilities and installations
media supply (electricity, water, gases)
transport and logistic system, e.g.: railway, trucks, cranes, roller passes, etc.
hard- and software
internet, intranet, telephones, fax, employee newspapers, posters
buildings, warehouses, open areas
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Chapter 7 – Support
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Chapter 7 – Support
7.2 Competence
The basic principle is that employees are chosen and put into their position according to their
professional training, experiences and professional competence.
Training
Dozens of young people are trained as skilled workers
every year in DILLINGER's training facilities.
Not only basic general occupational knowledge, but
also special industry-specific information, often
tailored precisely to the Company, is imparted in this
context.
The Company has also long maintained cooperation
with universities in order to assure academically
trained future personnel.
Training Courses
The basic steps are:
determination of needed skills
determination of the delta "nominal/actual”
determination of needed training
training planning/qualification measures
completion of training course
documentation of training measures
evaluation of effectiveness
In the plant operations, job profiles are created and the resulting
requirements are compared to the qualification of the employee.
With a detected need for training courses, training will be
planned, organized and completed with the involvement of the
further training department and the relevant departments. The
training courses are documented and evaluated.
The evaluation of the effectiveness of training measures is divided into three areas:
Regulated areas:
On-the-job training and training courses are completed through testing and evaluations (e.g.
professional job training, training courses for NDT or welding qualifications)
Internal training courses (A+W – Further Training Department):
Comprehension test at the end of the training course (oral discussion/comprehension question
about course or short written test)
Observations by the supervisor:
About 3 months after attending an internal or external further training, the participant will receive
a form concerning the verification of the efficiency, which s/he will complete together with her/his
supervisor. Through this it becomes apparent if the undertaken training/qualification measures
have met the desired effectiveness. If this is not the case, a need for further training is
determined and planned.
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Chapter 7 – Support
Special qualifications
Should certain activities demand specific personnel qualifications, then these activities will only be
carried out by people with the necessary qualifications.
Example: Materials testing, non-destructive testing, welding, crane operation, fork lifting, as well as
the functions of legally appointed officers as a part of the occupational work and safety and
environmental protection as well as facility safety and energy management.
The requirements for the officers’ qualifications are legally regulated, as are the duties for further
training. The officiers comply with these duties through the participation on known, external further
training events.
Instruction
Instructions are important tools in the prevention of accidents and emergencies. Attendance in
instruction sessions is recorded.
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Chapter 7 – Support
7.3 Awareness
Through regular information of the employees via various channels and media, it is ensured that they
are familiar with the policy and objectives of the enterprise and that they are aware of their
contribution to the improvement of the IMS.
Programs for continual improvement promote the idea of quality and demand active cooperation in
the improvement of performance.
For the improvement of the awarenes of occupational safety, of environmental protection and energy
efficiency, specials tools and programmes are implemented. Among these programmes are for
example dialogues with employees and regular instructions (toolbox meetings).
7.4 Communication
Internal communication
The inclusion of all company employees through regular information and communication is an
important component of the management system. Herein included is the exchange of information
between managers, employees, work groups and specialist departments.
The following instruments are used for internal communication:
information for executives and employees
meetings/assemblies with the Board, works council members, specialist departments, etc.
through annual report, employee newspapers, intranet, posters or billboards, newsletters
sectional and general meetings, presentations, etc.
meetings within and across areas and sections, presentations etc.
trainings, qualifications, consultations
internal handing-over of external information (for example information about legal changes)
in the spirit of continual improvement, employees are called upon to communicate their ideas
feedback talks (4-eyes talk between superior and employee)
Software systems for the exchange of documents and lists of actions to be taken.
External communication
The Communication Department is exclusively responsible for communications with the public (press
etc.).
Technical and scientific publications need prior approval of the Board of Directors.
The Sales Department is the primary contact for customers. In the case of further consulting (pre- or
after-sales) or technical discussions, in particular the areas of Marketing, Research and Development
and Technical Services are available.
Concerning questions relating to approvals and certifications, the Quality Management
Representative is responsible for the communication with the certification and approval bodies. S/he
ís the contact person for all external audits (e.g. customers) relating to the IMS.
Irrespective of the contacts of other sections, the facility operators of AG der Dillinger Hüttenwerke,
ZKS and ROGESA, the employees of the Occupational Safety Department, the works doctor, the
environmental officer, the energy manager and the incident officer are in contact with the relevant
ministries and authorities.
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Information relevant to the SHE management system is communicated from the Health & Safety
department to external bodies.
This includes, for example:
The Personnel and Social Report
The Health & Safety section in the Annual Report
Accident reports (accidents during work or travel) to the "Wood & Metal" professional association
and the Saarland Bureau for the Environment and Occupational Safety (LUA)
Notification of occupational illnesses and, in case of serious accidents, description and details of
the accident, to the Saarland Bureau for the Environment and Occupational Safety (LUA)
Annual works fire-brigade statistics (deployment figures) to the Ministry of the Interior
Communication with authorities and the neighborhood in the event of emergencies and disturbances
with effects on the people living nearby is regulated in the works alarm and hazard prevention plan
(BAGAP).
Complaints from thre neighborhood are handled by the department for environmental protection in
agreement with the central legal office (ZRA).
DILLINGER does not communicate environmental aspects and energy-related performance at regular
intervals. Neighbours and interested parties are notified in case of special situations concerning
pollution and other nuisances. Requested and necessary information is nonetheless supplied to the
authorities.
Regular environmental and energy communication/reporting to the authorities:
Reports to the German Environment Agency:
- Emissions burdens in the Pollutant Release and Transfer Register (PRTR)
- Facilities subject to mandatory emissions trading (German Emissions Trading Authority
[DEHst])
Reporting to the Saarland Bureau for the Environment and Occupational Safety (LUA)
- Emissions-measurement report for all continuously monitored sources
- Solvent balance for the corrosion-protection system
- Report in acc. with the 13th Prevention of Pollution Ordinance for blast-furnace-gas-fired
power plants
- Report in acc. with Article 31 of the Federal Prevention of Pollution Act
- "Full-scope" emissions declaration
- Safety report in acc. with Article 9 of the Industrial Accidents Ordinance
Energy-management reporting
- Applications to the Federal Office for Economic Affairs and Export Control (BAfA) for
concessions under the Renewable Energy Sources Act
- Statistical evaluations to the State Central Services Department
- Energy-monitoring reports to the Federal Network Agency
- Electricity/natural gas balance to the electricity and natural gas network operators
(and/or transmission-grid operators)
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Chapter 8 – Operation
8 Operation
8.1 Operational planning and control
The planning of product realization is oriented towards the predefined goals and specifications,
meaning:
the delivery conditions for products and their characteristics
manufacturing processes and methods deployed for this purpose
required installations, resources (incl. personnel), etc.
necessary procedures for verification, validation, release and approval
specific examinations, records, documentations
Normally, guidelines and measures towards realization of customer orders, in their sequence, form a
"quality plan”. This plan incorporates the basis of:
requirements
designs
flow charts in production units or "day programs - Tagesprogramme” (TP)
quality testing
testing and measuring procedures and equipment
All quality plan data are saved in data banks and are selectively called up on the individual operation
sites. Additionally, all essential determinations are visible in the following documents:
in the manufacturing of heavy plate and semi-finished products: the commercial order (KA), the
technical order (TA), the production schedule (FP)
in the area of processing: the production and testing sequence (FPP)
In internal orders, all order-specific details and determinations are defined, for example:
requirements on product characteristics (physical, chemical, geometrical) surface quality and
internal quality
manufacturing and testing processes
required verification, supervision and release measures
time limits, quantities, logistics
identification, documentation
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Sales Department
The representation of DILLINGER at its customers is carried out by Sales.
The Sales Department is also responsible for the handling of enquiries and offers, the forwarding of
orders into the internal IT system and the order confirmation for the customers as well as for the
commercial order processing.
The steering, testing and approval of contracts goes through the sales department or the marketing
company. In this way, it is essentially cleared up whether or not goods, delivery dates, amounts and
transport can be carried through to completion in agreement with the customer.
To establish the details, the sales department consults all responsible departments.
The requirements (incl. verbal agreements) are recorded in writing and entered into the order dossier,
customer files, CRM, or IT System by the authorized people. In this way the guidelines and results
can be checked. Order dossiers or order data and customer files are also the basis for order
confirmation as well as for the internal operations release concerning order implementation.
The following diagram shows the basic steps of inquiry, offer and order processing.
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Special experts
For specific questions concerning feasibility, special experts from various operations (steel plant,
rolling mill, research development and design, inspection department, chemical lab etc.) are available.
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In the case of semifinished products and heavy plate production as well as further processing there is,
as a rule, no external procurement of pre-material. The production of hot metal, steel and slabs is
carried out in the Dillingen plant, the production of plates in own rolling mills.
In absolute exceptions (such as a slab shortage) slabs can be purchased from other producers. In this
case, it is ensured that apart from the quality requirements also the necessary certifications of the
producer are available.
Supplies of quality-relevant products and external services are only provided by qualified suppliers.
To ensure evidence that the requirements for the suppliers are fully met, a supplier assessment for
quality-relevant and other major products and services is carried out. Criteria of occupational safety,
of energy efficiency and of environmental protection beside the quality criteria are firmly grounded in
the purchasing policies.
The purchasing activities for AG der Dillinger Hüttenwerke and Saarstahl AG are carried out by SHS-
Services. The Purchasing Department of ROGESA is responsible for the raw material purchasing in
the area of the blast furnace (ROGESA) and ZKS. Over and above this, the subsidiaries have their
own departments for specific purchasing at their locations.
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Coking plant
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Blast furnace
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Steel plant
Hot metal is refined with the addition of recycled scrap to make crude steel using the basic oxygen
process in two 190 t converters in the LD steelmaking plant. This process converts the high-carbon
iron to low-carbon steel. An important operation in the steelmaking plant's process takes the form of
so-called secondary metallurgical treatments, such as vacuum treatment of the liquid steel, for
example. VD vacuum degassing installations make it possible to adjust extremely low residual
contents of detrimental impurity elements – such as sulfur, for instance – in the steel and to match
alloying to the downstream rolling process. The capacity of the vacuum installations is dimensioned to
permit treatment of the entire production quantity for the achievement of ultra-high cleanness in these
steels.
The steelmaking plant's main products are continuous-cast slabs, which are cast in formats of up to
600 x 2,200 mm - a world record! Both the vertical bending and the vertical process are used in
Dillinger's steelmaking plant. These processes achieve much superior cleanness throughout the
entire cross-section of the slab than other continuous-casting systems. Other products of the
steelmaking plant include conventionally cast ingots of up to 60 tons gross weight, and steel castings.
The figure below schematically represents the production route described above:
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Production facilities:
Hot-metal desulfurization system with deslagging stand
Two basic oxygen converters, each 190 t, with Ar/N2 bottom bubbling
Secondary metallurgy:
- Ladle-bottom bubbling (1 to 3 bubbling bricks)
- Lance bubbling
- Vacuum treatment/ladle degassing
Three continuous casters
Ingot casting (up to 60 t ingot weight)
Continuous casters
- Number: 4
- Type: Twin-strand vertical-bending caster
- Slab thicknesses: up to 600 mm
- Slab widths: up to 2200 mm
10 Mother slab visual inspection; Test scarfing Surface condition, Free of visible detrimental defects
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Production facilities
Rolling mill Dillingen Rolling mill Dünkirchen
3 slab pusher + 3 bogie hearth furnaces 3 slab pusher furnaces
5.5 m Quarto: roughing stand 4.3 m Quarto: roughing stand
4.8 m Quarto: finishing stand 5.0 m Quarto: finishing stand
Dimensions of heavy plates: Dimensions of heavy plates:
- 6 - 450 mm thickness - 6 - 200 mm thickness
- up to 5,200 mm width - up to 4,700 mm width
MULPIC-cooling section (ACC, direct ACC-cooling section
quenching) Flame cutting and shear line
Flame cutting and shear line Automatic ultrasonic testing machine
Automatic ultrasonic testing machine Heat treatment furnaces
Heat treatment furnaces Shot blasting and priming facility
Water quenching facility Treatment methods:
Shot blasting and priming facilities TM, normalizing rolled, normalized,
Treatment methods: TM, normalizing rolled, tempered
normalized, tempered, water quenched
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The figure below schematically represents the production route for the Dillingen location as described
above:
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Tolerances of dimension and form and surface properties of the heavy plates
DILLINGER’s plates are produced according to international norms and technical delivery conditions.
Depending on the customers’ specifications higher requirements can be supplied.
Surface treatment
For heat treatment of the plates, automatic shot blasting facilities and shop primer facilities are
available so as to temporarily protect the plates from corrosion.
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Maintenance at DILLINGER
The Maintenance Department ensures the sustainable availability and functionality of the facilities for
production, transport, communication, and testing, as well as the facilities for energy and media
supply.
Maintenance is carried out in a controlled way by the special sections:
by the production-relevant maintenance department directly at the production facilities
by the Central Energies and Media Department directly at the energy facilities and media
networks
by the company’s central maintenance all across the plant
by the central workshops (maintenance, repair and manufacturing of building components (DH)
by the partner companies
Maintenance activities concern:
preventive maintenance with inspection, servicing and/or condition-related repair
technical modernization
technical analyses with weak points examination and removal
restoring of functions following failures/disturbances (also with safety and environment-relevant
conditions)
servicing of manufacturing equipment
storing and provisioning as well as purchasing and processing of the spare and reserve parts
qualification of personnel
participation in conception and optimization of the manufacturing facilities
support of appointed partner companies
Through regular maintenance of the environment-, energy- and safety-relevant plant units (safety
devices; exhaust air filter; heat exchangers etc.), the risk of adverse effects on the environment, of
energy losses, accidents and damage to health through the occurrence of defects is minimized.
Among the preventive maintenance measures are the periodic expert inspections which are, for
example, carried out on pressure vessels or VawS facilities (VawS: Regulations on facilities handling
substances dangerous to water), the risk assessment of the facilities, the examination of the facilities
with state-of-the-art diagnostic procedures (for example vibration measurements of the bearings).
Central Workshops and Warehouse Administration (DH)
The Central Workshops function as the works-wide, stationary maintenance and repair, as well as the
provision of operational media for the production facilities.
The core compentencies of the Central Workshops are:
immediate elimination of production disruptions
repair/new manufacture of strategic spare and reserve parts (up to 100 t)
supply of the means of production to the production areas
maintenance of utility vehicles and rail vehicles (according to ECM regulations)
production steps on DILLINGER products
Further task-related certifications of the Central Workshops are for example according to:
DIN 18800-7(E), DIN EN 15085-2, AD2000 HP0, EN ISO 3834-2, ECM approval according to EU
Regulation no. 445/2011
The core competencies of the Warehouse Administration are:
storage and inventory management of auxiliary and operation materials as well as spare and
reserve parts
making refractory materials available for all production operations
full service as needed for the steel plant with respect to refractory material
hazardous substances management
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New construction
The new construction of facilities at DILLINGER is centrally controlled by the new construction
departments. Project handling comprises the steps of project organization, rough planning of
concepts, execution planning and project management of new construction projects.
This initially contains the compilation of specification sheets, the definition of the spare and reserve
parts and their complete procurement process (tender/selection/ordering).
Purchasing is carried out in cooperation with the departments of operational safety, environmental
protection/technology, and the energy managers, with the aim of acquiring safe, environment-protecting
and energy-efficient facilities and facility components.
The approval process with the authorities is realized in cooperation with the Environmental Protection
and Technology Department.
For project management, the New Construction Department takes over planning engineering, building
site monitoring, construction site management and construction monitoring.
Further tasks are the commissioning and final inspection of the facilities as well as the warranty
management.
The complete new construction process is documented and archived.
The task of the business unit is the independent marketing, sales and manufacturing of high-quality
processed plates, plate cuttings, cold/hot-formed components, welded components as well as foundry
products from steel casting and cast iron. Mainly products from DILLINGER are used in these
processes.
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The services of Heavy Fabrication can be used by the customers in manifold ways, for example if
their own possibilities for further processing have reached a limit. Thus, this allows the
complementation and enlargement of their own production range.
Furthermore, Heavy Fabrication also contributes with its products and services to the supply of the
operations and subsidiaries of the group (among others, new manufacture or repair of construction
units/components, own demand for spare/reserve parts) or through support of their activities (among
others, trimming, levelling and heat treatment of heavy plate).
Heavy Fabrication is subdivided into the areas sales, work preparation, production planning and
control, production operations, maintenance and the area of central functions (IT, controlling,
management systems).
Heavy Fabrication - Sales is responsible for the commercial processes of the business unit (among
others, sales/turnover responsibility, offer/order processing), and it represents the Heavy Fabrication
Division at its customers. Work Preparation and Production Planning and Production Controlling
(among others, technical offer/order processing, product/process/quality development, order
planning/scheduling, time management) are responsible for the techical, time-related and quantitative
process requirements, as well as procedure audits and approvals.
The manufacturing of the intermediate and final products, of the tool and fixture construction and,
respectively, forms construction, as well as the development, introduction and mastering of new
production processes in the area of forming technology, welding technology and foundry technology
is the task of the respective Heavy Fabrication production units.
The preparation & components construction operations, presses
Foundry operation
Manufacturing of cast iron and cast steel products: e.g. slag pots, ingot molds, bottom pouring
plates, pouring funnels and dies for tools
Form filling, form finishing, casting, preparation of rough cast components: stripping, removal of
feeding and gating system, cleaning, heat treatment, finishing and construction welding
Final inspection (among others dimension, NDT tests), documentation of the test results and release
of the Heavy Fabrication Division products are carried out by the ABN-Fabrication Control
Department, or, respectively, third party inspection, if agreed upon.
The Heavy Fabrication Division core processes are supported by the further processing areas:
IT and systems development (WV-ERP system)
Controlling and management systems
Maintenance and service
Overview: Processes of the Heavy Fabrication Division
The Heavy Fabrication Division is certified in all areas according to ISO 9001, ISO 14001, OHSAS
18001, ISO 50001; in the area of Heavy Fabrication Division - Heavy Plate additionally according to
ASME Section I, VIII-1, VIII-2, AD2000 (HP0), TRD201, ISO 3834-2, EN 1090-2 (EXC4),
Manufacturer License of Special Equipment for Boiler & Pressure Vessel PRC.
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Subsidiaries of DILLINGER
Steelwind Nordenham (SWN)
The manufacturing concept of SWN is based on the complete production of foundations for offshore
wind generators consisting of monopiles and transition pieces, including all necessary onshore works
and services such as coating or assembly of the secondary steel components or technical
installations.
Products
Mega Monopiles consist of a foundation pile which is rammed, drilled or vibrated deep into the seabed
and extends up above sea level, and transition pieces mounted on the foundation pile.
Steelwind Nordenham manufactures Mega Monopiles which can be used in water depths of up to 45
m with unit weights of up to 1,500 t, lengths of up to 120 m and diameters of up to 10 m with wall
thicknesses of up to 150 mm.
Moreover, transition pieces of up to 300 t, fully equipped, coated and ready for installation, conical
shell sections and piling pipes can be manufactured.
Industry-section related certifications at SWN are for example ISO 3834-2 or EN 1090-
2:2008+A1:2011.
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Jebens
Jebens specializes on flame-cut steel parts, cut-to-size plates and ready-to-install welded
components for demanding requirements in the heavy machine and facility construction sector.
Ancofer Stahlhandel
As a steel trader, Ancofer supplies a comprehensive range of heavy plates, flame cut parts and
hollow structural sections, backed up by extensive heavy fabrication.
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Plate marking
DILLINGER heavy plates are regularly marked with a marking by steel stamp – pointed, low stress –
and/or paint marking. Other types of marking are possible on agreement.
Steel stamping consists of the following information:
Steel grade, melt number, mother plate and individual plate number, rolling direction, manufacturer’s
mark, as well as the mark of the final reception officer, and other data agreed on.
The standard paint marking contains the mother plate and individual plate number, the works order
and position number, as well as the order dimensions with plate width, length and thickness.
An additional marking specified by the customer can be attached to the upper surface of the plate.
Paint bar code markings can be agreed on for the paint marking of the plate edge.
Material tracing
Material tracing is ensured through a works-programmed software (Platerouter). Platerouter is based
on a Local Positioning Radar (LPR)-system.
Each crane in the rolling mill and the slab preparation yard is equipped with LPR. Each plate
movement is confirmed with statement of place and time.
In the production plan each required process step is defined by the systems technology. Concluded
process steps are systematically confirmed.
Through the combined application of the production plan and the Platerouter, it is possible to
determine the position of each slab and each plate at any time (see figure below).
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8.5.4 Preservation
From each of the operations/mills, the products are transported, handled and stored according to the
applicable and relevant regulations from the beginning of manufacturing all the way to shipment, so
that any impairment in the condition can be avoided.
Before usage or processing, the product’s condition is assessed in order to find and eliminate any
possible errors to products or parts.
The means to the identification of the temporarily stored products is their individual marking.
The loading of products onto rail wagons, trucks or ships is carried out according to internal
regulations or those of the transport company.
After completion of the final inspection the product is released, without this release no product can be
loaded for shipping.
The product’s quality and identification documents are provided to the customer as part of the
transport, by mail or through electronic communication.
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The activities, testing facilities and testing equipment, the procedures for conducting examinations
and measurements and the procedures for monitoring and calibration of the testing facilities and
testing equipment are described in the QM-Manual of the testing laboratories of the Inspection
Department.
The tests and examinations preferably applied are:
destructive:
Tensile and Charpy impact tests
Hardness tests
Bending tests
Drop weight tear tests
Weld bead bend tests
Corrosion tests (HIC, SSC)
Examinations of welding seams
Makroscopic and microscopic methods in metallography
non-destructive:
Ultrasonic testing
Magnetic particle testing
Eddy current testing
Dye penetrant test
Hardness test on the product
Visual surface inspection
Examination of dimensions
Measurement of residual magnetism
X-ray examination
Spectrometer
The Inspection Department participates in comparative studies (round robin tests), organized
nationally and internationally, e.g. by professional associations.
Moreover, final inspection (Fabrication Control Group) is responsible for non-destructive testing within
the framework of maintenance at the Dillingen location.
Non-destructive testing of plates within the production process
DILLINGER steels are always tested against compliance with the parameters laid down in the
respective norms, standards, materials sheets and customer specifications.
For this test, among others, non-destructive testing is performed within the production flow.
The inspection of the surface properties and form and dimension is carried out according to the
conditions of valid international norms as long as no other conditions were agreed on.
Ultrasonic testing
The inspection of the interior properties of the plates (absence of unacceptable material
discontinuities and inclusions) is carried out through ultrasound. Ultrasonic tests (US) within the
production flow are carried out by an automatic ultrasonic heavy plate testing facility or through multi-
channel mobile test devices (5 to 8 channels).
If specified in the order, US-testing can be carried out according to national, European and
international standards, as well as according to other norms and customer specifications after prior
agreement.
All classes for surface area and edge zone as well as all class combinations are possible. The scope
of testing as defined by the norm is applied as a standard procedure.
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The testing personnel is qualified and certified both for automatic and manual testing, and certified
according to Level 2 DIN EN ISO 9712 and, if applicable, according to SNT-TC-1A.
Furthermore, several qualified and certified UT Level 3 testers according to DIN EN ISO 9712 and, if
applicable, according to SNT-TC-1A, are available as test supervisors.
US heavy plate testing unit for plate thicknesses of up to 55 mm in Manual US testing for plate thicknesses
the shearing line of up to 400 mm
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Specification of action takes place at DILLINGER in accordance with the following graduated
hierarchy of measures:
Reach of the action
3. Organisational measures
(spatial/chronological separation of factor and human)
5. Behaviour-related measures
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Non-Routine Activities
Non-routine work, i.e., work which can be planned in advance only with difficulty, if at all, and which is
performed for the first time or only rarely, can be included in the operational hazard assessment
described above only partially or not at all. For this reason, it is analysed for potential hazards in the
context of a "Short risk assessment" performed immediately prior to the start of the work.
If necessary, the occupational risk assessment is modified.
Explosion Safety
A hazard assessment in acc. with Article 6 of the Hazardous Substances Regulations must be
performed if there is a possibility of the occurrence of an explosible atmosphere in or around gas
holders, gas-fired systems and equipment, storage facilities for gases, etc., for example.
The result of this risk assessment is the drafting of explosion-safety documents in which the hazards
and the necessary provisions are described.
On the basis of the risk assessments and the results of the measurements for hazardous substances,
the operations report those employees to the health service who must regularly be examined. They
are advised by the works doctor in this matter.
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8.8.5 Improvement of the energy related performance, including energy efficiency, energy
use and energy consumption
DILLINGER carries out a systematic energy planning process. The energy planning includes a review
of the activities of the organization which influence the energy-related performance. It is in agreement
with the energy policy and leads to activities for the continuous improvement of the energy-related
performance.
This serves the purpose of minimizing greenhouse gas emissions, other effects on the environment,
as well as energy costs which result from the operational activities.
The keynote is as follows:
"We want to continuously improve the energy efficiency and the energetic efficiency rate of our
systems and processes so as to reduce our specific energy consumption and to sustainably preserve
the resources".
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Chapter 9 – Performance evaluation
9 Performance evaluation
9.1 Monitoring, measurement, analysis and evaluation
9.1.1 General
DILLINGER has an extended system of measurement, monitoring and analysis procedures with
subsequent assessment and determination of actions. As an example, the following can be
mentioned:
Implementation, testing and control of the relevant processes through
- clear instructions, approvals, requirements, etc.
- systematic collection of data and analysis of processes and products
- company internal and third-party control
product testing through company acceptance tests, as well as through external test and
inspection bodies
risk analysis and risk assessment
feedback of customers and authorities
internal and external audits
certifications, licenses, supplier assessments
committees and work groups concerned with the analysis and improvement of processes
qualification/validation of processes, products, machines/facilities, personnel
measurements and analyses in the areas of occupational safety, health and environmental
protection as well as energy management
Measurement of occupational health and safety, environmental protection, plant safety and
energy
Measurements and calibrations of equipment are carried out according to applicable rules and with
regard to national and international standards. Responsibility for testing is taken up by external
experts, as well as in-house special departments, or a combination of external and internal qualified
personnel.
In order to provide protection for the employees, the compliance with legal and professional trade
association regulations must be ensured by the area of occupational health and safety. The
environmental protection area must comply with the restrictions in operations relevant to the
environment. Therefore, systematic monitoring is utilized. Through this monitoring the fulfilment of
internal guidelines is being assessed, such as the implementation of goals in occupational health and
safety as well as environmental protection.
The following measurements are carried out:
quality of air (emissions, immissions, pollution)
noise (emissions, immissions, pollution)
energy consumption (e.g. electric power, throughput, temperatures, pressures ...)
waste water quality (pollution, chemical and biological parameters), ground water
investigation of specific accidents, illness, injuries, dangers, risks
control of hazardous materials and critical situations
organization of work areas/environment (e.g. noise, stress)
minimization of accidents (accident prevention)
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The internal audits are carried out periodically at all certified locations of the Dillinger Group. The IMS
coordinator is responsible for the programme of internal audits at the Dillingen location and, carried
out centrally, for the internal audits at the subsidiaries. Furthermore, the larger subsidiaries carry out
additional internal audits at their own locations..
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The performing of internal audits and the necessary qualifications of the auditors are defined as
"documented procedures”. The criteria of the performing of the audit and the auditors’ qualifications
conform to the respective guideline of the standards. The auditors do not carry responsibilities in the
audited department, and cannot audit their own work. It is intended that the audit team be made up of
employees from different areas.
The auditors are regularly trained and further qualified.
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10 Improvement
10.1 General
At DILLINGER, there are various approaches to continuously improve the process of the enterprise
and the efficiency of the IM System. For example:
definition of specific elements of the company policy and choice of appropriate goals
use of data analysis for the assessment and improvement of processes, products and
production facilities
carrying out of comprehensive innovation projects with all areas participating
carrying out of internal and external audits and the resulting measures; with practically all "IMS-
relevant" company areas
realization of specific, effective corrective measures through the removal of known or possible
weak points
Inclusion of the employees in the framework of special programs for continuous improvement
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Complaints
Customers complaints are received by Sales and controlled and documented through the CRM
system (module CCM; Customer Complaints Management).
Each customer complaint receives an unambiguous identity.
Commercial complaints are cleared up by Sales. If it is a technical complaint, Sales passes on the
complaint to the Technical Service (TDI) for technical clarification of the matter.
If needed, Sales or TDI consult the respective responsible units (such as Transport Department,
rolling mill, Inspection Department ...).
For each technical complaint a final statement is made which is passed on to the customer by Sales.
As a final step, an analysis and assessment is carried out for each technical complaint.
If necessary, corrective actions are developed, implemented and reviewed for their efficiency.
Periodically, an assessment of the technical complaints is presented in the Quality Circle (QZ) and
the Quality Steering Committee (LAQ).
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