voith hydraulic pump repair made in china

For hydraulic systems that place high demands on control engineering, servo pumps are the perfect solution. The basic version of these pump systems also consists of three main components:Servo inverter

Servo pumps control the pressure or the volume flow. They precisely convert electrical energy into the hydraulic energy that is currently needed in the system. The classic use of valves for control can be either completely or partially omitted. This considerably simplifies every hydraulic system.

* Benefit from our Voith express pump service for those times when you urgently need a Voith pump! For each request, we will check whether express delivery will be possible. Calls are taken during office hours and dealt with promptly: +49 7152 992-515

Using original Voith spare parts ensures that the components in your hydraulic systems match each other perfectly in the long term. Trust the hydraulic experts and spare parts from Voith.

- The ring and shaft teeth processing for Voith internal gear pumps are extraordinarily precise thanks to a special production procedure. This keeps the pressure pulsation extremely low, improves the control loop performance in the hydraulic system, and allows your machine or system to function with high precision. The manufactured products are of exceptionally high quality. An additional plus is the low noise emission. This reduces the effort and costs associated with noise abatement. Workplace guidelines can be met in most cases without the need for additional measures.

- Our optimized radial and axial gap compensation reduces volumetric losses over the entire operating pressure range. This helps Voith internal gear pumps achieve excellent volumetric efficiency. This results in better overall efficiency and energy savings during operation. The high volumetric efficiency of Voith"s internal gear pumps makes them ideal for variable speed drives. With variable speed drives, energy cost savings in hydraulic systems can reach 70% and noise emissions can be reduced by up to 25 dB(A).

- Voith internal gear pumps are built to be robust, compact, light, and low-maintenance. They commonly feature a service life of several decades and high availability. Your hydraulic system operates reliably, keeping your maintenance costs low and your maintenance downtimes short.

The Voith Group pulp and paper industry, technical equipment for hydropower plants and drive and braking systems. The family-owned company, which operates worldwide and has its headquarters in Heidenheim an der Brenz, was founded in 1867.

In 1825, Johann Matthäus Voith took over his father"s locksmith"s workshop in Heidenheim with five employees, mainly carrying out repairs to water wheels and paper mills.

Around 1830 in Heidenheim, there were about 600 people working in 15 factories, mostly textile factories that had been established by wealthy merchants and publishers. The necessary maintenance and repair of the expensive machinery offered a source of income to several workshops, particularly the locksmiths and metalworkers in what was still a small town at the time. In 1830, Johann Matthäus Voith and his workshop were involved in the construction of a paper machine developed by Johann Jakob Widmann from Heilbronn.

Voith developed the first wood grinders based on the patented design of Friedrich Gottlob Keller. In doing so, he laid the cornerstone for the industrial enterprise Voith. As the company got bigger and bigger, so too did the private wealth of its owners. According to town council records dated September 28, 1849, the assets of Johann Matthäus Voith in 1849 amounted to more than 7,000 fl., and eight years later grew to an estimated 15,000  fl. In 1850 , Johann Matthäus Voith was summoned to serve on the town council, and in 1855, along with nine other Heidenheim entrepreneurs, he received a grant to attend the international exhibition in Paris.

After 1850, the company, which had specialized in repairs like other Heidenheim-based metal workshops, began to replicate various machines imported from England. The workshop produced whatever the customers ordered. The transition from a small metalworking shop to a machine factory was completed when contracts were signed for the fabrication of machines for paper manufacturer Heinrich Voelter. Since 1856, these machines had consisted of mechanical wood grinders (based on a patent originally sold in 1846 by Friedrich Gottlob Keller to Voelter"s father that Friedrich Voith improved upon and re-registered himself in 1868). From 1861, the machines were wood pulp refiners for crushing coarse wood chips. The result of this development was that the company started to specialize in machines for paper and pulp production. In 1863, a new metalworking shop was added and fitted with one of the few steam engines in Heidenheim. Until the development of cast steel, the machines were built from cast iron. It was difficult to transport cast iron, so the company built its own foundry. No figures have been preserved on the company"s sales and profits at the time, but the physical expansion of the company is taken as proof of its good economic performance.bark mill, where he set up the first research center for the production of wood pulp.

After Voelter"s paper mill was destroyed by a fire in 1864, Voith received its first major order for the fabrication of eight hollander beaters, which required building another machine hall. The company"s name was changed from Mechanicus Voith to Mechanische Werkstätte und Eisengießerei (Mechanical Workshops and Foundry).

The official founding date of the company J. M. Voith is January 1, 1867. At this point, the company employed around 35 people. On January 1, 1867, the only son of 63-year-old Johann Matthäus Voith, the 26-year-old Friedrich Voith, took over the business as the sole owner. Under his leadership, his father"s workshop became a larger company and specialized in paper machines and the construction of water wheels and turbines. In 1869, Voith was granted the first patent for a wood grinder with a toothed loading rack. On November 18, 1869, the company applied for official registration in the Commercial Register and changed its name to Maschinenfabrik und Eisengießerei von J. M. Voith in Heidenheim.

Voith added another business segment to its existing product lines of paper machines and stock preparation technology – with the construction of a 100-HP Henschel-Jonval turbine. The sources available provide differing information on the relevant figures.

At the 1873 World Exhibition in Vienna, Friedrich Voith and Heinrich Voelter exhibited the Voith wood grinder and received the "Progress Medal" for their development.

In 1881, Voith fabricated the first complete Voith paper machine PM1, with a wire width of 2.35 m, for Raithelhuber, Bezner & Cie. in Gemmrigheim. The first administration building was built in 1886. This was followed by a staff canteen in 1887 and another large assembly hall in 1889 that enlarged the factory grounds from 5,090 m2 to 9,590 m2. In 1896, a new machine hall was established for turbine construction. This was the first building to be located on the right bank of the River Brenz.

In 1890, Voith began to supply high-pressure Pelton turbines (also known as impulse-type turbines). In the same year, Friedrich Voith was appointed by Karl I., the King of Württemberg, to his Council of Commercial Advisor.Wilhem II., the last King of Württemberg, visited the private home of Friedrich Voith. At the time, Voith"s mechanical engineering factory was the second largest company in Heidenheim. The king visited a total of four companies in Heidenheim.Kingdom of Württemberg.

Starting in 1893, J. M. Voith began building Pelton turbines. For Friedrich Voith, the fabrication of the impulse-type turbines was further progress from both an economic and technical perspective. He regarded contact with the research and development community as essential. In 1903, Voith received an order to build the largest turbines in the world: 12 Francis turbines each with 12,000 HP for power plants at Niagara Falls in the US and Canada.

Friedrich"s eldest son had been managing the factory in Austria since 1904, and the second-eldest, Hermann, joined the management in 1906. The practical knowledge that had been applied so far was now increasingly being displaced by theoretical knowledge acquired through scientific education. For example, in 1907, Voith built a research and testing center for turbines in Hermaringen and another in Brunnenmühle in 1908. In the same year, the first hydraulic R&D center, Brunnenmühle in Heidenheim, started operating. Alongside the R&D center, Voith built Germany"s first pumped storage hydropower plant.3. The turbine tests were carried out just 100 m below in the Brunnenmühle (water mill) in the Brenz valley.

The increase in the number of Voith employees is a major reason why by 1908 there were already 800 trade union members in Heidenheim. Formerly there was said to be a good relationship between workers and factory owners in Heidenheim. This changed following the establishment of the German Metal Workers Union. That the conflicts at Voith began to accumulate before World War I is held to have been due to the management practices of the company rather than – as often claimed – because of the metalworkers" union official Sebastian Geiger.

In 1910, a building was constructed to accommodate a modelmaking hall and a fettling shop, and in 1911, a new foundry was built. That same year, Voith built at its plant in St. Pölten in Austria what was at the time the fastest and widest paper machine for newsprint paper. In 1912, Friedrich converted the company to a general partnership and transferred most of his shares to his two sons. Walther managed the St. Pölten plant, Hermann took charge of the commercial side of the Heidenheim headquarters, and Hanns was responsible for the technical department.

The papers from the estate of Friedrich Voith include the financial statement at the end of the fiscal year 1912/1913. On July 1, 1913, the total assets of J. M. Voith in Heidenheim were around 15.9 million marks, and those of J. M. Voith in St.. Pölten around 4.4. million kronen or 3.8. million marks. The liabilities from loans were around 7.2. million marks in Heidenheim and around 2.4. million marks in St. Pölten. The deposits of the general and silent partners in Heidenheim combined totaled 7.3. million marks. As the company got bigger and bigger, so too did the private wealth of its owners. According to municipal council records dated September 28, 1849, the assets of Johann Matthäus Voith in 1849 amounted to more than 7,000  florins, and eight years later this was already estimated to be 15,000 florins. In 1909, in his capacity as a natural person, Friedrich Voith declared a private income of 913,405 marks and paid 5% of this in taxes, namely 45,670 marks.

After World War I the brothers decided on a strategic expansion of the company and got the drive technology segment operating. In 1922 , Voith started building gear transmissions where its long-standing expertise in fluid dynamics acquired in previous turbine projects provided an advantage. The breakthrough came with the help of Hermann Föttinger and his research into hydrodynamic energy transfers. In the same year, the first Kaplan turbine, named after its inventor Viktor Kaplan, left the Voith factory.

In 1927, the Viennese engineer Ernst Schneider and the Voith company in Sankt Pölten applied jointly for a patent for the Voith Schneider propeller, which had been developed the year before based on the former"s plans. This marine propulsion system, which also acts as a steering device, allows maneuverability previously impossible. Schneider"s design was further developed and improved at Voith.

In 1929, Voith developed the first hydrodynamic couplings based on the Föttinger principle. These were used Koepchenwerk, a pumped storage hydropower plant in Herdecke. This was followed by new drive systems for rolling stock and road vehicles. The company also made a name for itself with hydrodynamic transmissions and couplings for industrial applications.

Following the successful sea trials of the experimental vessel "Torqueo," which was equipped with a Voith Schneider Propeller for the first time, Voith Schneider Propellers were first used in Italy in 1937 for passenger transport in the narrow canals of Venice. At the World Fair in Paris in 1937, Voith won the "Grand Prix" three times for its exhibits of Voith Schneider Propellers and Voith turbo gear units. A year later in Paris, two fireboats fitted with VSPs went into operation on the Seine.

World War II, began in 1939 and deprived Voith of the basis for its business. The export business halted. Total output was drastically reduced. The construction of paper machines in particular was decimated. 600 of the company"s 4,000 employee died or went missing during the war.

Following the death of Hermann Voith, Hanns Voith assumed the overall management of the Voith factory in Heidenheim in 1942. On April 24, 1945, the U.S. army occupied Heidenheim and issued an ultimatum that the town needed to be surrendered within an hour. As the deputy mayor could not be found, Hanns Voith personally arranged the peaceful handover of the town to American troops.

Its triple-converter transmissions for long-distance railcars and DIWA bus transmissions put Voith at the forefront of technical development in 1952.newsprint for Feldmühle AG. With a speed of 600 m/min, it achieved a production capacity of 200 tons per day.

In the 1960s, Voith became an internationally operating group and became a pioneer in paper recycling. The company worked with the Palm and Haindl paper mills to develop a new flotation deinking process to produce paper stock from recovered paper.

In 1962, the company supplied two spiral turbines, four storage pumps and two pump turbines for what was then the largest European pumped storage power plant in Vianden. To expand the drive technology segment, an increase in production capacities was necessary. In 1963, the company"s plant in Garching near Munich began producing automatic transmissions for buses.São Paulo in Brazil.

In the 1970s, Voith developed the Zentrimatic clutch and the Voith retarder for buses and trucks. In 1974, Voith established a company in Appleton, Wisconsin and in the same year acquired a majority stake in Morden Machines in Portland, Oregon. Two years later, Voith founded its first subsidiary in Japan. After the death of Hanns Voith, Hugo Rupf became chairman of the management board in 1971, and from 1973, he led the company as Chairman of the Supervisory.

Voith entered the paper machine clothing market with its acquisition of Appleton Mills in 1983. In addition, in 1986 Voith took over the hydro operations of U.S. market leader Allis-Chalmers in York, Pennsylvania.Hyderabad, India.

In the early 1990s, different views among the family led to the splitting of the company"s assets. The Hermann Voith side of the family withdrew, receiving a large proportion of the financial investments and the machine tool part of the business,

At Voith, the focus shifted to expansion in the Far East, especially in China. In 1994, Voith supplied turbines for the world"s largest pumped storage hydropower plant Guangzhou II. Two years later, Voith supplied the largest fine paper machine in the world to Gold East Paper in Dagang District. New production facilities were opened in Kunshan and Liaoyang in 1996. Under the leadership of Michael Rogowski, who became spokesman for the management board in 1986, the principle of control from corporate headquarters was replaced by a management holding structure with independent corporate divisions.

Other milestones were the introduction of the R 115 integration retarder in 1988 and the commissioning of Europe"s largest Deinking facility in Schongau, Germany in 1989. In 1994, Voith and Swiss company Sulzer merged their technical papermaking operations to create Voith-Sulzer Papertec. This also included the paper activities of the Krefeld-based company Kleinewefers Group, which Sulzer had only acquired in 1992. In 1998, Voith acquired a majority stake in this enterprise. In 1999, Voith acquired the technical papermaking operations of British company Scapa, making it one of the leading companies for paper machine clothing technology. The year 2000 saw the creation of Voith Siemens Hydro Power Generation, a joint venture of the two leading manufacturers of turbine and generator technology. At the helm of the company, Michael Rogowski transferred operational responsibility to Hermut Kormann in 2000. Under his leadership, the group grew to become a global player with orders totaling €4 billion and a workforce of 34,000 people.

At the end of 2001, via the Voith Paper Holding, Voith took over Jagenberg"s Jagenberg Papiertechnik in Neuss with its product lines including winders, cross-cutters and paper coating machines, as well as its manufacturing subsidiary Jagenberg Maschinenbau and overseas subsidiaries Jagenberg Inc. in Enfield, CT, USA, and Basagoitia in Tolosa, Spain.Voith Austria Holding AG. As German Property it had been integrated into the USIA (Administration for Soviet Property in Austria) by Soviet troops in 1945. Following the Austrian State Treaty in 1955 the company was an Austrian state-owned enterprise before Voith was able to recover its shares again over the years.

Voith went from strength to strength in the field of technical industrial services. With a controlling stake in the Stuttgart-based DIW Deutsche Industriewartung, the foundations were laid for the Voith Industrial Services division. This division grew over the following years and further acquisitions were made, e.g., the Imo-Hüther Group and Hörmann Industrietechnik. At the end of May 2005, Voith Industrial Services strengthened its leading position in the market for technical services and acquired the U.S. Premier Group.Kössler, which was based in St. Georgen.

In May 2006, the Voith Paper Technology Technology Center opened in Heidenheim. In Scotland the Voith subsidiary Wavegen operated the world"s first wave power plant, to feed electricity to a grid. The research activities in Inverness, Scotland, were discontinued in 2013.

In 2008, Voith gathered with 200 customers and partners from all over the world to celebrate the 100-year anniversary of the "Brunnenmühle" in Heidenheim, which had previously been upgraded at an investment cost of €20 million.

At the Shipbuilding, Machinery & Marine Technology trade fair in 2010, Voith Turbo and one of its rivals each presented for the first time a rim-driven thruster for ships. Over an 18-month construction period, the world"s most powerful single-engine diesel-hydraulic locomotive – the Voith Maxima – was developed. Since 2010, a large number of Voith Gravita shunting locomotives have been in operation at Deutsche Bahn (German Railways). In the same year, Voith celebrated the official opening of its new production and service center for the paper industry in Asia at Voith Paper CityKunshan, China.

Also in 2010, the world"s first wave power plant went into commercial operation in Mutriku on the Basque coast. For this plant, Voith supplied Spanish energy utility Ente Vasco de la Energia (EVE) with the equipment for the 16 Wells turbine units, which have a total output of 300 kilowatts and produce enough power for 250 households. The "oscillating water column" technology used in Mutriku means that the turbines do not come into contact with water. Instead, a column of air is set in motion that drives the machines.

Following the successful completion and in-depth analysis of the one-year test run in a model power plant near the South Korean island of Jindo Voith systematically continued its tidal current program with the construction of a one-megawatt machine on a 1:1 scale and developed the innovative low-maintenance tidal current turbine technology at the European Marine Energy Centre (EMEC) in Scotland to a commercial scale. Voith built a test turbine at its Heidenheim facility that was installed off the Scottish Orkney island of Eday from 2013 to 2015.

In 2013, the most powerful generator-turbine unit in Voith"s history went into operation at the Chinese hydropower plant Xiluodu on the River Jinsha. After a 72-hour test run, Voith handed over the first of three of these machines to the China Three Gorges Corporation. At 784 megawatts, the generator-turbine unit generates more power than the largest hydropower plants in the world. Upon completion, the total output of the three Voith units for Xiluodu will be roughly equivalent to the most powerful nuclear power plant in Germany Gundremmingen.

April 2014 saw the official opening of the Voith China Training Center. The vocational training and further education center in Kunshan (around 80 km northwest of Shanghai) is the company"s largest training center outside of Germany. In the same year, Voith also celebrated the official opening of a new training center in Heidenheim, which every year provides training in 10 skilled commercial and technical occupations.

In February 2015, it was announced that Voith in Germany and Austria would cut 800 jobs in the paper machine segment and close the Voith Paper plants in Krefeld, Neuwied and St. Pölten.Leadec, while the process and power plant industry segment became known as Veltec.

On August 1, 2017, Voith GmbH changed its name and legal status to Voith GmbH & Co. KGaA. With more than 260 workforce and family parties taking place at over 160 locations, the year 2017 was all about celebrating the company"s 150th anniversary.

Voith is represented in around 60 countries and maintains a worldwide network of sales, service, production, R&D and administrative locations. Even in its early years, the company was focused on developing global business relationships. As early as 1903, Voith had supplied turbines for a hydropower plant on the American side of Niagara Falls and for the first Chinese hydropower plant Shi Long Ba.

Voith is engaged in projects in the education, social welfare, sporting and cultural spheres. Its corporate responsibility commitments range from financial support for relief projects and sponsorships to corporate-volunteering activities. These are realized through Voith GmbH & Co. KGaA – in some cases in collaboration with charitable organizations and also through the foundation Hanns Voith Stiftung Fundação Voith set up in Brazil in 2004.

With its portfolio of production plants, products and industrial services, Voith serves five key markets: energy, oil & gas, paper, raw materials, and transport & automotive.

Voith GmbH & Co. KGaA, which is headquartered in Heidenheim an der Brenz, is the operational management holding company for the Group. The Board of Management of Voith GmbH & Co. KGaA is responsible for the strategic management and operations of the Group. The Shareholders" Committee and Supervisory Board act as advisory and supervisory bodies, respectively. The latter is also the monitoring authority with respect to the Management Board.

Voith"s operations are organized into three corporate divisions: Voith Hydro, Voith Paper and Voith Turbo. The business operations of the subsidiaries of the corporate divisions are each managed by legally independent management companies. In addition, Voith had a 9.14% stake in SGL Carbon in Wiesbaden, and between December 2014 and July 2016, had a 25.1% share in KUKA beteiligt. Voith"s stake in SGL Carbon was reduced to just under 3% by December 2016.

Voith Hydro is a full-line supplier of equipment for hydropower plants of all sizes. Its range of products and services includes generators, turbines and pumps; measuring and control equipment and instrumentation; automation; hydropower plant upgrades; and services like maintenance and spare parts.

Around a quarter of the energy generated by hydropower comes from plants operating with Voith technology.Niagara (1903), Macagua (1959 - 1963) in Venezuelam, here install 6 Francis Turbine, Itaipú (1976) and the Three Gorges Dam (2003). The construction of the Belo Monte Dam in the Brazilian part of the Amazon Basin, in which Voith Hydro is also involved, began in January 2012.2 of (mostly forested) land and displace 20,000 people.

Voith Paper is a system supplier for the international paper industry that covers the entire paper manufacturing process. Most paper production worldwide is done on Voith Paper machines.

Voith Turbo is a supplier of mechanical, hydrodynamic, electrical, hydraulic and electronic drive and braking systems. Voith Turbo is the market leader worldwidehydrodynamic transmissions.

For industries including steel, mining and metalworking: Fluid couplings, hydraulic systems and components, Hirth serrations, high-performance cardan shafts, safety couplings and highly flexible couplings

In fiscal 2021/2022, Voith invested a total €213 million in boosting productivity and the strategic alignment of the Voith Group. In the reporting period (2021/2022), the investment ratio as a proportion of revenue was 4,4% of the consolidated revenue (4,5% in previous year). Of the total R&D expenditure, €5 million was capitalized. At the same time, amortization of €9 million was recognized on capitalized development costs.

Voith"s research and development activities have an international focus. The main R&D center is in Germany, but centers in America, Asia and the rest of Europe conduct specialized R&D projects in the respective Group Divisions. For example, the Tissue Innovation Center, which was established in São Paulo in 1994, was reopened in November 2011 following a major rebuild.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. (= Schriftenreihe zur Zeitschrift für Unternehmensgeschichte 9), Beck, München 2003, ISBN 3-406-49630-X.

Hermann Schweickert: Der Wasserturbinenbau bei Voith zwischen 1913 und 1939 und die Geschichte der Eingliederung neuer Strömungsmaschinen. Dissertation der Universität Stuttgart, Siedentop, Heidenheim 2002, ISBN 978-3-925887-19-2.

Voith GmbH: Mit guten Ideen voran – seit 1867: Die Voith Geschichte. Unternehmensbroschüre, Heidenheim, Januar 2013 / 2016 als PDF-Datei; 76 S., 1,7 MB oder auf docplayer.org.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co., Beck, München 2003, S. 26, Anm. 11., Ausschnitte in Google Bücher.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co., Beck, München 2003, S. 25–27.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co., Beck, München 2003, S. 25.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co., Beck, München 2003, S. 26 Anm. 11.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co., Beck, München 2003, S. 30. Eine andere Quelle spricht fürs Jahr 1867 von 25 Arbeitern. Siehe dazu S. 56 Anm. 11.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co., Beck, München 2003, S. 32–33.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co., Beck, München 2003, S. 26–30.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 29–30.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 33.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 28, Anm. 20

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 32, Anm. 41.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 32, Anm. 40.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 57.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 34.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 35.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 30–32.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 32.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 33–34.

Zu Walther Voith siehe Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 62.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co. C. H. Beck, München 2003, S. 28, Anm. 20.

Friedrich Voith: Die Turbinen Versuchsstationen und die Wasserkraft Zentralen mit hydraulischer Akkumulierungsanlage der Firma J.M.Voith in Heidenheim a.d.Brenz., Springer, 1909, Ausschnitte in Google Bücher.

Anne Nieberding: Unternehmenskultur im Kaiserreich. Die Gießerei J. M. Voith und die Farbenfabriken vorm. Friedr. Bayer & Co., Beck, München 2003, S. 29–30, Ausschnitte in Google Bücher.

With a wealth of knowledge & experience with Voith pumps, Tri-State Hydraulics can easily assist in the repair or replacement of any Voith pumps. Voith serves a number of different markets across the globe.

Tri-State Hydraulics carries an inventory of Voith pumps onsite and keeps every product in ready-to-ship condition. Tri-State also fully tests and sets each product to OEM specifications with our proven check system prior to shipping. Also included is Tri-State’s full suite of service including comprehensive reconditioning, full part replacement, expert support and a test facility. Contact us today at (847.439.8987) and we will quickly diagnose and repair your Voith pumps.

Established in the year 1999, we, Advance Hydraulic Works are one of the renowned manufacturer of Hydraulic Motor And Hydraulic Valve and many more. We also provide Hydraulic Motor Repairing Service.

Our group of companies consists of Eckerle Technologies GmbH and the Eckerle Hydraulic Division in Malsch in Baden and GOTEC SA in Sion in Switzerland. Our locations and supply chains extend all over Germany and internationally: In Australia, Argentina, Belgium, France, Brazil, Denmark, Finland, Great Britain, CIS, Hong Kong, Lithuania, India, Italy, Canada, Korea, the Netherlands, Austria, Poland, We are represented in Portugal, Switzerland, Sweden, Slovakia, Spain, South Africa, Taiwan, Turkey, the Czech Republic and the USA. Regardless of where your company is located, all of our locations strive for innovative product solutions in electronics, hydraulics or heating, air conditioning and supply systems that help you to successfully master your tasks.

Zuosen Hydraulic is one of the world"s leading manufacturers and suppliers of professional hydraulic piston pumps, hydraulic vane pumps, gear pumps, hydraulic valves, and accessories. The Factories are located in the Chinese leading manufacturing center- Foshan and Dongguan city.ZUOSEN owned advanced and precision machines and equipment, like Emag gear hobbing machine, Mitsubishi gear hobbing machine, Liebherr gear shaping machine, Horizontal machining center DMG MORI, CNC grinding machine, NC honing machine, CNC lathe, etc. Zuosen also owned the precision measuring equipment, like the three coordinates measuring instrument, Gear measuring center, Rockwell hardness tester, the noise test room, Pressure &Flow & Temperature test platform, Surface Roughness & Dynamic Balance Tester leakage detecting tools, etc. Now Zuosen has a hundred long-term distributors and partners worldwide.

We employ the tradition of the Voith corporate culture which is marked by mutual respect and trust. We strive to maintain an independent family-owned company. We actively contribute to social, economic and ecological issues. Our Commitment: Esprit. Pioneering spirit and innovative strength determine our future. Excellence. Our activities are directed at producing superior quality for the benefit of our customers. Efficiency. Our success is governed by experience and achievement.

J.M. Voith AG, with headquarters in Heidenheim, Germany, is one of the world"s leading producers of paper making machines and turbines for hydropower plants. Four independent divisions are organized under the umbrella of this holding company: Voith Sulzer Paper Technology, maker of machines and systems for the production of mechanical pulp, paper and paper finishing; Voith Turbo Power Transmission, a company that produces automatic transmissions for buses, coaches and trucks, drive systems for rail vehicles, and hydrodynamic couplings and drive systems for industrial use; Voith Fluid Machinery, maker of turbines, storage pumps, and control technology for hydro powerplants and marine technology; and Voith Appleton Paper Machine Clothing based in Appleton, Wisconsin, producer of forming fabrics, wet felts, dryer screens, and measuring technology for paper and board making machines. J.M. Voith is also actively involved in research and development in each of its fields. With production companies in Europe, North and South America, and Asia, as well as sales offices in more than 100 countries on all continents, J.M. Voith is a global player with about 80 percent of their sales generated from exports. As the company entered a new century, it remained a Voith family owned business.

When Johann Matthäus Voith took over the family locksmith shop in 1825, his hometown Heidenheim in the Swabian Alps was a rural community of 2,000, still suffering from the devastation of the Napoleonic Wars and as yet untouched by the coming industrial revolution. The local economy--consisting of some iron ore mines, ironworks, and textile factories--relied primarily on water power, as did the young craftsman Voith. While tending and repairing machinery at water powered mills such as paper mills and textile making machines, he moved his own business to a grinding mill where he set up a mechanical workshop with five hired helpers.

Soon thereafter, Voith became involved in developing a revolutionary technology for paper-making. Newspapers and books, as well as the growing needs of an emerging industrial bureaucracy caused the demand for paper to rise sharply. The supply lagged behind demand, since most paper at the time was made by hand in the German kingdom of Wuertemberg. While Voith was already involved in building a paper making machine in Heidenheim in 1830, it would take another 18 years to achieve a major breakthrough.

Beginning in 1848, Voith teamed up with Heinrich Voelter, Jr., a Heidenheim-based paper manufacturer, who owned the patent to a new invention first conceived by inventor Friedrich Gottlob Keller, on that made paper from wood. Until that time, paper was made out of cloth rags, an expensive process. The new technology, which transformed wood pulp into a paste, utilized a raw material that was available in abundance. Voith helped Voelter optimize the new technology. A visit at the Paris World Exhibition inspired and convinced him that only by innovation and developing technologies for niche markets would he be able to keep up with the tough international competition.

In 1859 Voith invented the pulp refiner, a grinder that made better quality paper by diminishing the splinter content of the rough pulp. Voelter became Voith"s most important business partner, as together they built wood grinding machines for a growing market, which enabled Voith to enlarge his workshop and construct a brand-new foundry.

When Friedrich Voith, the founder"s son, entered the family business in 1864, it had grown into a 30-employee machine building factory powered by steam engines. Friedrich had studied engineering in Stuttgart and spent a few years working as an apprentice in other factories, before he officially took over the business in 1867.

Although his father had been a creative force, he had also been hesitant to make take risks with his business. In contrast, Friedrich Voith was a business visionary and willing to assume large risks in order to realize his ideas. He was reportedly a good organizer, open-minded, dedicated to translating technical ideas into marketable products of high quality, and proud that Voith products were made in Heidenheim. The year in which Friedrich Voith took over his father"s flourishing business also marked it"s official incorporation as Maschinenfabrik J.M. Voith.

Friedrich Voith took over the business at a prosperous time. Following the founding of the German Reich in 1871, fueled by the ongoing Industrial Revolution, the German economy began to take off. Heidenheim got a railroad connection in 1870 and thereafter developed into a rapidly growing industrial town. The demand for energy skyrocketed with the burgeoning use of machinery.

The Voith factory next started designing and building water turbines, a market that J.M. Voith was involved in right from the beginning, when he experimented with his own water turbines to power his mechanical workshop. Friedrich Voith did a great deal of research work as well, maintaining contacts with a professor from the Technical University of Stuttgart and keeping informed about state-of-the-art theoretical research. At the same time, he conducted his own experiments on pulverized coal engines with his friend Gottlieb Daimler at the Voith research laboratories. In 1870, Maschinenfabrik J.M. Voith started building 100 PS-Henschel-Jonval turbines. Two years later the company built the first Francis turbine, an American invention that was greatly improved in design and efficiency by Friedrich Voith, his engineers, and associates. Those improvements made possible a great variety of uses for this turbine type, and J.M. Voith acquired a reputation for his special expertise in turbine design and technology. All this was at a time when power plants were being built all over the world, and turbines to generate electricity were in high demand.

While J.M. Voith was able to equip paper factories with turbines, it also continued its involvement with paper-making technology. Friedrich Voith and his engineers developed large wood grinders, control systems for the grinding process, magazine grinders with automatic wood refilling and vibrating graders that produced the raw material for paper of better quality. The Voith factory also started building machines for processing the wood pulp. Finally, in 1881 the first complete paper machine left the Voith factory. Expanding the product range required expanding production facilities; the machine factory was enlarged, a new and much larger foundry was set up, and a plant for boiler making and an assembly workshop were added, as were numerous research sites for wood grinding system and turbine testing. A new building for administration and a family residence were also built, and the factory was equipped with a railroad connection.

In the late 1890s Friedrich Voith focused his efforts on international expansion, traveling to the United States where he made valuable business contacts at the Columbian Exhibition in Chicago. J.M. Voith was soon able to compete in the world market, but it was one single contract made the company an international brand name. Between 1903 and 1912 Voith delivered 12 of the world"s most powerful Francis spiral turbines to the power stations at Niagara Falls, the combined power of which equaled 12,000 HP. The year 1903 also witnessed the establishment of Voith"s first foreign subsidiary, in St. Pölten, Austria, from which paper making equipment was delivered to Austria-Hungary and Russia. When Friedrich Voith died in 1913, his company had an international reputation and employed about 3,000 people.

One year after Friedrich Voith"s death, World War I broke out, and his three sons were confronted with a brand new political and economic environment. After the company lost 200 highly-qualified workers in the war, it struggled with hyperinflation, a disturbed economy, and international isolation. However, under the management of the third Voith generation the company managed to recover and even expand.

In 1922 J.M. Voith introduced a new product--the Kaplan turbine. Invented by professor Viktor Kaplan and further developed over many years by Voith engineers, it"s economic efficiency for smaller water power plants such as those located on rivers was unprecedented. Other Voith innovations of the time included the "continuous pulper," a machine that made pulp production faster, as well as the "headbox," a device that enhanced the speed of paper machines.

Other companies gained world market share from Voith during World War I; building heavy machinery remained a risky business, depending much on economic stability that encouraged large investments. In order to gain some stability, J.M. Voith entered a new market in 1922 when it became involved in the mass production of power transmissions. Voith engineers had been working for a time on drives for water turbines and paper machines, which also functioned with cog-wheels so this field was not a completely new one. In 1929, when the world economy was shaken by the stock market crash on Wall Street, Voith"s first hydro-dynamic couplings were developed and built into pumped storage power stations. Other Voith products in this new field included drives for railway vehicles and buses, and hydrodynamic transmissions and couplings for industrial equipment. Another new area of expertise was the development of ship propulsion systems. J.M. Voith developed a ship drive based on a propeller invented by the Austrian Ernst Schneider. The new drive, called the Voith-Schneider Propeller, became famous for its steerability, stability, and ability to enable ships turn in place, features which were especially useful for tugs, floating cranes, car ferries, and passenger vessels. In 1941 a subsidiary for the repair of Voith-Schneider propellers was set up in the Northern German city of Bremen. During World War II, Voith propellers were intensively used by the fleet of the German Navy.

The end of World War II marked another serious interruption in Voith"s history. Not only was 15 percent of the workforce dead or missing, but there was literally no demand for Voith paper machines, and the company found itself once more isolated from its international market. By 1947, of the three Voith brothers only Hanns Voith, the youngest, was still alive. He, along with his close friend Hugo Rupf, led the company out of the postwar dilemma. Fortunately, Heidenheim was not destroyed by bombs during the war. At first, the Voith company survived by repairing damaged bridges, locomotives, and American military vehicles, and even began a foray into the manufacture of saucepans. However, just one year after the war had ended, orders from abroad began rolling in again. Among them was an order from the Turkish government for a brand-new paper factory.

Hanns Voith was dedicated to supporting Voith employees, letting them grow with the firm and participate in its success. When food was in short supply in the years after the war, Voith employees were provided with donations from foreign customers and paid extra money by the company. Other social benefits for J.M. Voith employees included emergency household assistance, a health center, a company healthcare plan, a housing program that sponsored the rebuilding of residential structures in Heidenheim, and the construction of well-equipped training facilities. When the company was transformed into J.M. Voith GmbH in 1950, its workforce was back at its prewar level of 4,000.

The three decades after reconstruction saw J.M. Voith expand its capacities and develop new innovative products. In the field of paper making, rising environmental concerns put pressure on paper producers to use less harmful technologies and to recycle. Voith developed a new de-inking technology that removed ink from waste paper, which was used in waste paper treatment and recycling. The company also made headlines when it delivered the world"s largest newspaper machine, which was 8.5 meters wide, to a Finnish customer in 1961. Voith then broke its own record five years later with a paper machine of nine meters in lengths for a Swedish company. Moreover, in the late 1960s J.M. Voith brought the so-called Duoformer to the market, a sheet formation system that helped make the paper quality equal on both sides. For Voith"s paper machine division, subsidiaries were set up in Sao Paulo, Brazil, in 1965 and in Appleton, Wisconsin, in 1977.

Voith"s activities in water turbine building were just as successful. The company"s most prestigious project was the world"s largest hydroelectric power plant in Itapu, Brazil, which Voith engineers helped plan. Voith equipped it with Voith Francis turbines with a combined power of 13,000 megawatts (MW). During the 1970s and 1980s hydroelectric power plant projects became more complex, given rising safety standards and new control system technologies. Voith responded by expanding its product line, including start-up turbines, shut-off devices, synchronizing transformers and clutches, mechanical and hydraulic control devices, and control systems for whole power plants.

The market for Voith turbo transmissions and hydraulic couplings, which had thrived especially in the 1950s, had resulted in the establishment of a new production facility in Heidenheim and of the Voith Turbo KG subsidiary for transmissions in Crailsheim and other branch offices abroad. In 1961 another subsidiary for managing the couplings market, the Voith Getriebe KG, was set up. Another successful Voith invention was the retarder, a hydrodynamic brake that was nearly wear-free and therefore very reliable. Retarders were built into coaches, trucks, and rail vehicles, and in the 1960s they were used in the United States for diesel locomotives that hauled freight trains almost five kilometers in length through the Rocky Mountains. In the early 1980s J.M. Voith introduced electric speed control systems for mobile and stationary brakes and eventually whole drive systems.

Also during this time, Voith"s marine technology division introduced a new kind of tug called the "Voith water tractor." Equipped with the Voith-Schneider Propeller, it offered a great deal of safety and maneuverability. It was an instant hit, given its reliability, and it helped lower the number of tug accidents. By the end of the 1980s there were almost 600 "Voith water tractors" in use in more than 100 ports around the world.

In the 1990s J.M. Voith went through fundamental organizational changes and pursued rigorous globalization through joint ventures and acquisitions. Until 1992 J.M. Voith was managed jointly by the successors of Herman and Hanns Voith. In that year, the family holdings were divided between the two family groups. Herman Voith"s heirs took over the machine tool construction sector and a large share of the company"s financial holdings. Hanns Voith"s successors, on the other hand, took over the production facilities. Beginning in 1994, Voith and the Swiss Sulzer Group merged their paper technology activities into Voith Sulzer Papiertechnik GmbH, an independent joint venture based in Heidenheim. In 1995 the other two corporate divisions--Voith Turbo and Voith Hydro--became legally independent. Two years later, in order to strengthen its capital base, the mother company J.M. Voith GmbH was transformed into a public company. The descendants of the Hanns Voith family took over 92.5 percent of all shares, while the remaining 7.5 percent of the company"s share capital in the amount of DM 200 million&mdashout $115 million--was held jointly by Deutsche Bank AG, Commerzbank AG, and Sal. Oppenheim & Cie., another German bank. None of the stock was offered to the public.

By the late 1990s, over one-third of all paper produced worldwide was processed with Voith-made machinery and 30 percent of all energy was derived from hydropower generated by Voith-made turbines. More strategic ventures followed. In 1998 Voith Turbo took over Scharfenbergkupplung GmbH, another German coupling-maker. In 1999, the Voith group acquired the paper machine and paper machine clothing businesses from the British Scapa Group. In the same year J.M. Voith AG and the renowned German Siemens AG announced a planned joint venture between their hydro power activities, with J.M. Voith holding a majority share of 65 percent. The main goal of this venture was to make Voith Siemens Hydro the global leader in its field, combining Voith"s leadership in turbines with Siemens"s strength in generators. In addition to their already existing joint venture in China with Shanghai Electric, Voith"s access to the Japanese market through its cooperation with Fuji was well complemented by Siemens" strength in India.

The year 1999 also saw a major change in the upper management of the J.M. Voith group of companies. Dr. Michael Rogowski, who had represented J.M. Voith"s management team since 1986, announced at his 60th birthday in 1999 that he would resign as CEO following the Annual General Meeting in 2000, making way for a new generation to lead J.M. Voith into a new millennium.

Principal Subsidiaries: Voith Sulzer Papiermaschinen GmbH; Voith Hydro Kraftwerkstechnik GmbH; Voith Sulzer Paper Technology North America Inc.(United States); Voith S.A.-Paper Technology Division (Brazil); Voith Sulzer Papiermaschinen AG (Austria); Shanghai Voith Paper Machinery Co. Ltd. (China); Voith Sulzer Stoffaufbereitung GmbH; Voith Sulzer Finishing GmbH; Voith Sulzer Papiertechnik Service GmbH; Lindsay Wire Inc. (United States); Appleton Mills Papermaking Supplies Industry Co. Ltd.(China); Voith Vertriebsgesellschaft Antriebstechnik GmbH; Scharfenbergkupplung GmbH; Voith Turbo GmbH (Austria); Voith India Private Ltd. (India); Voith Hydro GmbH (Austria); Voith Hydro Inc. (United States); Voith S.A.-Power Generation Division (Brazil); Shanghai Hydro-Power Equipment Co. Ltd. (China); Voith Dienstleistungen GmbH.

1903: First foreign subsidiary is established in St. Pölten, Austria, and Voith delivers the world"s most powerful twin water turbines to Niagara Falls power station.

From Craftsman"s Workshop to Worldwide Company, Heidenheim, Germany: J.M. Voith, 1992, 20 p."J. M. Voith AG,"Pulp & Paper, September 1999, p. 82."KNP Leykam,"Pulp & Paper, March 1996, p. 31."Maschinenbauer Voith plant Personalabbau,"Die Welt (online edition), November 25, 1998."Siemens und Voith bündeln Wasserkraft,"Die Welt (online edition), July 22, 1999."Voith verhalten optimistisch,"Die Welt (online edition), March 30, 1999.

What role does a pump play in a hydraulic system? There is no doubt that the hydraulic system will include a pump when there is a high-pressure fluid flow. The fluid in the reservoir will almost always be pressurised by a hydraulic pump and passed to other hydraulic system components in big, medium, or small hydraulic systems. To put it another way, a hydraulic pump is crucial for transforming mechanical energy into hydraulic energy. The effectiveness and performance of the hydraulic system will be negatively impacted by minor damage to these hydraulic pumps. So a hydraulic pump needs to receive the correct maintenance. Otherwise, your hydraulic system will sustain expensive damage that cannot be repaired.

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