siemens hydraulic pump factory

This white paper follows a company specializing in turbomachinery as they perform hydraulic pump testing simulations, industrial flood pumps simulations, and multistage pump simulations.

Pumps are used across industries, and regardless of where the pump is found, the biggest challenges associated with designing them include unsteadiness of flow, cavitation, and rotating machinery.

This white paper gives an in-depth look at minimizing cavitation on a double suction pump, outlining the processes used to achieve peak pump performance.

Find out how a heating and cooling equipment manufacturer used pump simulation software to accelerate their design process by rapidly simulating multiple pump designs.

Elsewhere, a heat pump manufacturer found success in maximizing the thermal efficiency of their heat pumps by using pump simulation software to accurately model the performance of multiple components.

... voltage motors based on a modular cooling concept, with cast iron enclosure. Designed for high power pump, fan and compressor applications – especially for desalination plants, power generation and in ...

... applications like compressors, pumps, extruders, refiner, generators and fans & blowers. The motors are optimized for DOL operation and also for operation with SINAMICS MV converters, which leads to reliable ...

20442 hydraulic pump siemens products are offered for sale by suppliers on Alibaba.comAbout 1% % of these are pumps, 1%% are other hydraulic parts, and 1%% are grapples.

A wide variety of hydraulic pump siemens options are available to you, such as new, used.You can also choose from piston pump, gear pump hydraulic pump siemens,as well as from 1 year, 6 months, and 1.5 years hydraulic pump siemens,and whether hydraulic pump siemens is hydraulic power units, or fittings.

Pump controllers monitor flow and/or level variables and control a pump accordingly to maintain the desired levels. Pump control can include simply turning a pump on and off or more advanced controls for pump speed, output pressure, etc. Installation is easy. Panels are factory wired to provide flexible control and protect against short circuits and overloads. Ample space is provided for field modifications and installation of accessories.

Machine builder develops energy-saving, quiet hydraulic unit for its own equipment; quickly realizes benefits as OEM stand-alone for other machine builders, with “digital factory” control capabilities onboard

MJC Engineering is a custom machine tool builder in Huntington Beach, California, specializing in metal-spinning machines for such applications as sheet spinning, flow forming, wheel spinning and rotary forging. The company’s machines are found worldwide, producing end products such as car wheels, aircraft engine housings, spacecraft fuel tanks, welding gas cylinders and more. MJC machines typically utilize very large volumes of hydraulic power in operation.

About three years ago, the president at MJC, Carl Lorentzen, began investigating the configuration of the hydraulic units used on his company’s machinery. Lorentzen had a great interest in servo-pump technology, having read about its application in other industrial uses such as injection molding machines, extruders, stamping presses, offshore oil rig assemblies, cranes, lifts and other materials handling equipment.

Lorentzen adds, “We had looked at a variety of ways to improve the energy efficiency of our machines. Being a California company, there are substantial incentives offered here for documented energy savings in machine building and operations. Plus, I felt it was simply the right course of action to do our part in protecting natural resources.” He also cited a recent incident, where MJC changed insurance carriers and, as part of the company safety audit, sound levels were tested and the hydraulic power units were a concern. Lastly, as MJC sells its machines to premier OEMs around the world, issues involving big data capture, IIOT and Industry 4.0 integration were surfacing from customers.

All these factors caused a “light bulb moment” for the builder. MJC began serious investigation into the application of servo-pump technology to replace the constant motor operation on the main hydraulic unit of the machines, in a concerted effort to reduce energy consumption, noise and, owing to the smaller hydraulic reservoirs needed, the machine footprint. These definable upsides for MJC machine design and the company’s marketing of its equipment caused considerable excitement for Lorentzen, who notes, “We are fortunate to have on our staff an amazing group of electrical, hydraulic, controls and mechanical engineering talents. All these engineers had the same reaction I did and we began to rethink our hydraulic power units from the ground up.”

Likewise, Lorentzen turned to his longtime supplier of CNC, PLC and drives technology, Siemens, for further assistance. A team led by Chris Britton, the Siemens sales manager for the region, assisted with various application engineering studies, energy and controls testing to affect the optimum design, all while working in concert with the MJC team.

Britton explains, “Carl’s company is a longtime and loyal Siemens customer, as they use a wide variety of our motion controls and components on their machine builds, including CNC, PLC, motors, spindles, power modules and our drive control chart (DCC) technology that allows configuring of all the control loop structures. As it happens, Siemens and MJC have been frequent project partners for some time, so this marriage of technologies was even easier to accomplish. We offer our Sinamics servo-pump technology to customers, utilizing various pumps with our motors and drives.”

A further advantage quickly emerged, as the Green Hydraulic Power™ unit (GHP) began to take shape. Little or no external cooling was required to dissipate the ambient heat of the unit.

Further, in response to the market’s movement toward digitalization, there were two aspects of note. From the OEM perspective, MJC benefitted from the conceptualization, engineering and commissioning tools offered by Siemens in the build-up of the GHP units. Sizer®, for example, orchestrated the integrated data across the entire platform of drives technology, enabling the MJC engineering team to match the most suitable products to the specific requirements of the end user applications, with a drastic reduction in the engineering time on subsequent unit designs. M-CAD likewise enabled the importing of all motor specifications to match the requirements of each job.

Finally, for the end-user, the Siemens TIA Portal provides faster commissioning, increases productivity and facilitates comprehensive data capture, which benefits both operations/maintenance personnel and the integration of the data into a “digital factory” mode, as the system’s condition monitoring and diagnostics can reside in the cloud or otherwise be networked to a controls communication stream. Depending on the drives technology selected, it is also possible for the end user to perform online configuration of the drives via their web server.

GKN Aerospace in Orangeburg, South Carolina was the first customer for whom an entirely new MJC spinforming machine was built, utilizing a complete and now duly named Green Hydraulic Power™ unit. MJC’s Vice-President Per Carlson and his hydraulic engineer Jerry Wang designed the unit. An already documented result of the GHP unit onboard its machine, GKN has experienced nearly a 70% energy consumption savings, plus the quieter operation and smaller footprint.

Following this development, Lorentzen had another, more profound revelatory moment. He realized the unit could easily be adapted onto any type of heavy hydraulic piece of equipment. Subsequently, he established Green Hydraulic Power, Inc., which today functions as a free-standing enterprise.

From the Siemens side, this development has resulted in additional business from MJC and, as a result, a cooperative marketing venture has taken shape, with funding provided to promote the green impact of the unit.

As MJC electrical engineer and robotics manager Jose Machuca explains, “The GHP is a complete turnkey system with I/O options to run with any PLC, to control the power utilization on virtually any type of hydraulically-powered machine. We researched the variable speed drive hydraulics for over two years to devise the optimum solution on our current standard models, which comprise 15, 30, 55 and 80 kW units.” Lorentzen further notes, “Nobody is offering a closed-loop, engineered system like the GHP for integration onto a customer’s machine, with practically no impact on that machine’s design. It quickly became clear to us we had a real gem here, as GHP can be used as an OE component or retrofit onto an existing piece of machinery in the field. That includes practically every machine we’ve built ourselves.”

Over a dozen MJC machines with GHP units have been built and installed to date (November,2017) with no issues reported. Lorentzen cites the extended warranty on the Siemens components, which constitute the majority of those used on the GHP, as a further upside.

Machuca adds, “We had a very dynamic interaction with the Siemens engineering team to make this unit come alive. We frankly didn’t know what to expect at the outset, but the results have been very pleasing, so far. And we’ve only just begun.” He cited Siemens engineer Sean Sullivan as a very helpful part of the process. “Sean brought many ideas to the table to complement our own thinking. That synergy has paid off, in many ways.”

Further options under development for GHP include Siemens Scalance wireless control, kW torque setpoint on pressure, fail-safe compatibility, custom touchscreen and other monitoring and maintenance tools for operation and unit data transmission in an Industry 4.0 environment, over a Profinet industrial Ethernet protocol.

When equipped with the high-level Safety Integrated PLC from Siemens and other required components, the GHP is suitable for severe environments such as oil rigs, chemical processing equipment and other challenging work environment applications.

Currently, machines with this green hydraulic unit are in operation at such industry giants as Meritor, SpaceX, Worthington and multiple plants of GKN Aerospace. Most have been in use for six months to a year without performance issues. Owing to the widely varying duty cycles involved, Lorentzen states, “We can say with high certainty our customers are experiencing up to 90% energy savings, plus the quieter operation and reduced carbon footprint as additional positives. I’m certainly glad I read what others were doing with servo-pump technology, as it’s made a big and very positive impact on our company.”

In the ceramics industry, hydraulic presses are among the big energy consumers because hydraulic pumps usually run here at constant speed, even though the power of the hydraulic system is only required at specific points. The energy requirements of a hydraulic press can be reduced by more than 50 %, depending on the requirement profile, by converting the hydraulics to a servo pump system, a combination of pump, motor and frequency converter. The reason is that the motor only runs when hydraulic power is actually needed. In this way, the plant can also be made more flexible, throughput can be...

This article is about a German engineering company. For the former Fujitsu-Siemens company, see Fujitsu Siemens Computers. For other uses, see Siemens (disambiguation).

Siemens (German pronunciation:or multinational conglomerate corporation and the largest industrial manufacturing company in Europe.Munich and has several foreign branch offices.

The principal divisions of the corporation are Digital Industries, Smart Infrastructure, Mobility, Healthcare (branded Siemens Healthineers) and Financial Services.industrial automation division. In this area, it is regarded as a pioneer and the company with the highest revenue in the world.Euro Stoxx 50 stock market index.

Siemens & Halske was founded by Werner von Siemens and Johann Georg Halske on 1 October 1847. Based on the telegraph, their invention used a needle to point to the sequence of letters, instead of using Morse code. The company, then called Telegraphen-Bauanstalt von Siemens & Halske, opened its first workshop on 12 October.

In 1848, the company built the first long-distance telegraph line in Europe; 500 km from Berlin to Frankfurt am Main. In 1850, the founder"s younger brother, Carl Wilhelm Siemens, later Sir William Siemens, started to represent the company in London. The London agency became a branch office in 1858. In the 1850s, the company was involved in building long-distance telegraph networks in Russia. In 1855, a company branch headed by another brother, Carl Heinrich von Siemens, opened in St Petersburg, Russia. In 1867, Siemens completed the monumental Indo-European telegraph line stretching over 11,000 km from London to Calcutta.

In 1867, Werner von Siemens described a dynamo without permanent magnets.Ányos Jedlik and Charles Wheatstone, but Siemens became the first company to build such devices. In 1881, a Siemens AC Alternator driven by a watermill was used to power the world"s first electric street lighting in the town of Godalming, United Kingdom. The company continued to grow and diversified into electric trains and light bulbs. In 1885, Siemens sold one of its generators to George Westinghouse, thereby enabling Westinghouse to begin experimenting with AC networks in Pittsburgh, Pennsylvania.

In 1887, Siemens opened its first office in Japan.Hobart electric tramway in Tasmania, Australia as they increased their markets. The system opened in 1893 and became the first complete electric tram network in the Southern Hemisphere.

Siemens & Halske (S & H) was incorporated in 1897, and then merged parts of its activities with Schuckert & Co., Nuremberg in 1903 to become Siemens-Schuckert. In 1907, Siemens (Siemens & Halske and Siemens-Schuckert) had 34,324 employees and was the seventh-largest company in the German empire by number of employees.List of German companies by employees in 1907)

In 1932, Reiniger, Gebbert & Schall (Erlangen), Phönix AG (Rudolstadt) and Siemens-Reiniger-Veifa mbH (Berlin) merged to form the Siemens-Reiniger-Werke AG (SRW), the third of the so-called parent companies that merged in 1966 to form the present-day Siemens AG.

In the 1920s, Siemens constructed the Ardnacrusha Hydro Power station on the River Shannon in the then Irish Free State, and it was a world first for its design. The company is remembered for its desire to raise the wages of its under-paid workers only to be overruled by the Cumann na nGaedheal government.

Siemens (at the time: Siemens-Schuckert) exploited the forced labour of deported people in extermination camps. The company owned a plant in Auschwitz concentration camp.

During the final years of World War II, numerous plants and factories in Berlin and other major cities were destroyed by Allied air raids. To prevent further losses, manufacturing was therefore moved to alternative places and regions not affected by the air war. The goal was to secure continued production of important war-related and everyday goods. According to records, Siemens was operating almost 400 alternative or relocated manufacturing plants at the end of 1944 and in early 1945.

In 1972, Siemens sued German satirist F.C. Delius for his satirical history of the company, Unsere Siemens-Welt, and it was determined much of the book contained false claims although the trial itself publicized Siemens" history in Nazi Germany.Nazi concentration camps and death camps. The factories had poor working conditions, where malnutrition and death were common. Also, the scholarship has shown that the camp factories were created, run, and supplied by the SS, in conjunction with company officials, sometimes high-level officials.

In the 1950s, and from their new base in Bavaria, S&H started to manufacture computers, semiconductor devices, washing machines, and pacemakers.Siemens & Halske (S&H, founded in 1847), Siemens-Schuckertwerke (SSW, founded in 1903) and Siemens-Reiniger-Werke (SRW, founded in 1932) merged to form Siemens AG.AEG by pooling their nuclear power businesses.

The company"s first digital telephone exchange was produced in 1980, and in 1988, Siemens and GEC acquired the UK defence and technology company Plessey. Plessey"s holdings were split, and Siemens took over the avionics, radar and traffic control businesses—as Siemens Plessey.

In 1977, Advanced Micro Devices (AMD) entered into a joint venture with Siemens, which wanted to enhance its technology expertise and enter the American market.Advanced Micro Computers (AMC), located in Silicon Valley and in Germany, allowing AMD to enter the microcomputer development and manufacturing field,Zilog Z8000 microprocessors.

In 1985, Siemens bought Allis-Chalmers" interest in the partnership company Siemens-Allis (formed 1978) which supplied electrical control equipment. It was incorporated into Siemens" Energy and Automation division.

In 1989, Siemens bought the solar photovoltaic business, including 3 solar module manufacturing plants, from industry pioneer ARCO Solar, owned by oil firm ARCO.

In October 1991, Siemens acquired the Industrial Systems Division of Texas Instruments, Inc, based in Johnson City, Tennessee. This division was organized as Siemens Industrial Automation, Inc.,

In 1992, Siemens bought out IBM"s half of ROLM (Siemens had bought into ROLM five years earlier), thus creating SiemensROLM Communications; eventually dropping ROLM from the name later in the 1990s.

In 1997, Siemens agreed to sell the defence arm of Siemens Plessey to British Aerospace (BAe) and a German aerospace company, DaimlerChrysler Aerospace. BAe and DASA acquired the British and German divisions of the operation respectively.

In October 1997, Siemens Financial Services (SFS) was founded to act as a competence center for financing issues and as a manager of financial risks within Siemens.

In 1998, Siemens acquired Westinghouse Power Generation for more than $1.5 billion from the CBS Corporation and moving Siemens from third to second in the world power generation market.

In 1999, Siemens" semiconductor operations were spun off into a new company called Infineon Technologies. Its Electromechanical Components operations were converted into a legally independent company: Siemens Electromechanical Components GmbH & Co. KG, (which, later that year, was sold to Tyco International Ltd for approximately $1.1 billion.

In the same year, Siemens Nixdorf Informationssysteme AG became part of Fujitsu Siemens Computers AG, with its retail banking technology group becoming Wincor Nixdorf.

Also in 2000, Atecs-Mannesman was acquired by Siemens,Mannesmann VDO AG merged into Siemens Automotive forming Siemens VDO Automotive AG, Atecs Mannesmann Dematic Systems merged into Siemens Production and Logistics forming Siemens Dematic AG, Mannesmann Demag Delaval merged into the Power Generation division of Siemens AG.Robert Bosch GmbH at the same time.

In 2002, Siemens sold some of its business activities to Kohlberg Kravis Roberts & Co. L.P. (KKR), with its metering business included in the sale package.

In 2002, Siemens abandoned the solar photovoltaic industry by selling its participation in a joint-venture company, established in 2001 with Shell and E.ON, to Shell.

In 2004, the wind energy company Bonus Energy in Brande, Denmark was acquired,Siemens Wind Power division.Nokia Siemens disinvested itself of the shares in 2008.CCTV systems),Veolia),Chrysler),WLAN equipment).

In 2005, Siemens sold the Siemens mobile manufacturing business to BenQ, forming the BenQ-Siemens division. Also in 2005 Siemens acquired Flender Holding GmbH (Bocholt, Germany, gears/industrial drives),Schenectady, USA, energy industry software and training),Positron emission tomography and molecular imaging systems),IPTV systems),Shaw Group),Ashby de la Zouch UK, rail and other industry control and asset management).

Beginning in 2005, Siemens became embroiled in a multi-national bribery scandal.Siemens Greek bribery scandal over deals between Siemens and Greek government officials during the 2004 Summer Olympic Games.standard operating procedure.Foreign Corrupt Practices Act; the parent company did not plead guilty to paying bribes (although its Bangladesh and Venezuela subsidiaries did

Fines were anticipated to be as high as $5 billion as the investigation unfolded.Obama administration was about to take over from the Bush administration), and in part by the dependence of the US military on Siemens as a contractor.

The culture of bribery was old in Siemens, and led to the 1914 scandal in Japan over bribes paid by both Siemens and Vickers to Japanese naval authorities to win shipbuilding contracts.

The culture of bribery developed further within Siemens after World War II as it attempted to rebuild its business by competing in the developing world, where bribery is common. Until 1999 in Germany, bribes were a tax-deductible business expense, and there were no penalties for bribing foreign officials. In 1999 the OECD Anti-Bribery Convention came into effect, to which Germany was a party, and Siemens started to use off-shore accounts and other means of hiding its bribery.

As the investigation opened a midlevel executive in the telecommunications unit, Reinhard Siekaczek, was identified as a key player; Siekaczek quit Siemens in 2005 after the company required him to sign a document saying he had followed law and company policy, and turned state"s evidence and led investigators to documents he had saved and to other documents. He had controlled an annual global bribery budget of $40 to $50 million. The usual method of bribery was to pay a local insider as a "contractor" who would in turn pass money to government officials; as part of the settlement Siemens disclosed that it had 2,700 such contractors worldwide. Bribes were generally around 5% of a contract"s value but in very corrupt countries they could be as high as 40%. It paid the highest bribes in Argentina, Israel, Venezuela, China, Nigeria, and Russia.

The investigation led directly to several prosecutions while it was unfolding, and led to settlements with other governments and prosecution of Siemens employees and bribe recipients in various countries.

In May 2007 a German court convicted two former executives of paying about €6 million in bribes from 1999 to 2002 to help Siemens win natural gas turbine supply contracts with Enel, an Italian energy company. The contracts were valued at about €450 million. Siemens was fined €38 million.

In July 2009, Siemens settled allegations of fraud by a Russian affiliate in a World Bank-funded mass transit project in Moscow by agreeing to not bid on World Bank projects for two years, not allowing the Russian affiliate to do any World Bank funded work for four years, and setting up a $100 million fund at the World Bank to fund anti-corruption activities over 15 years, over which the World Bank had veto and audit rights; this fund became the "Siemens Integrity Initiative".

In 2014 a former Siemens executive Andres Truppel pleaded guilty to funneling nearly $100 million in bribes to Argentine government officials to win the ID card project for Siemens.

In 2014 Israeli prosecutors decreed that Siemens should pay US$42.7 million penalty and appoint an external inspector to supervise its business in Israel in exchange for state prosecutors dropping charges of securities fraud. According to the indictment, "Siemens systematically paid bribes to Israel Electric Corporation executives so they would utilize their positions in order to favor and advance the interests of Siemens".

In January 2007, Siemens was fined €396 million by the European Commission for price fixing in EU electricity markets through a cartel involving 11 companies, including ABB, Alstom, Fuji Electric, Hitachi Japan, AE Power Systems, Mitsubishi Electric Corp, Schneider, Areva, Toshiba and VA Tech.

In March 2007, a Siemens board member was temporarily arrested and accused of illegally financing a business-friendly labour association which competes against the union IG Metall. He has been released on bail. Offices of the labour union and of Siemens have been searched. Siemens denies any wrongdoing.Nokia"s Network Business Group in a 50/50 joint venture, creating a fixed and mobile network company called Nokia Siemens Networks. Nokia delayed the merger

Also in 2007, Siemens acquired Vai Ingdesi Automation (Argentina, Industrial Automation), UGS Corp., Dade Behring, Sidelco (Quebec, Canada), S/D Engineers Inc., and Gesellschaft für Systemforschung und Dienstleistungen im Gesundheitswesen mbH (GSD) (Germany).

In July 2008, Siemens AG formed a joint venture of the Enterprise Communications business with the Gores Group, renamed Unify in 2013. The Gores Group holding a majority interest of 51% stake, with Siemens AG holding a minority interest of 49%.

In August 2008, Siemens Project Ventures invested $15 million in the Arava Power Company. In a press release published that month, Peter Löscher, President and CEO of Siemens AG said: "This investment is another consequential step in further strengthening our green and sustainable technologies". Siemens now holds a 40% stake in the company.

In January 2009, Siemens sold its 34% stake in Framatome, complaining limited managerial influence. In March, it formed an alliance with Rosatom of Russia to engage in nuclear-power activities.

In June 2009 news broke that Nokia Siemens had supplied telecommunications equipment to the Iranian telecom company that included the ability to intercept and monitor telecommunications, a facility known as "lawful intercept". The equipment was believed to have been used in the suppression of the 2009 Iranian election protests, leading to criticism of the company, including by the European Parliament. Nokia Siemens later divested its call monitoring business, and reduced its activities in Iran.

In December 2010, Siemens agreed to sell its IT Solutions and Services subsidiary for €850 million to Atos. As part of the deal, Siemens agreed to take a 15% stake in the enlarged Atos, to be held for a minimum of five years. In addition, Siemens concluded a seven-year outsourcing contract worth around €5.5 billion, under which Atos will provide managed services and systems integration to Siemens.Krauss-Maffei Wegmann GmbH, establishing Wegmann as the sole shareholder of KMW, pending approval by government authorities.

In March 2011, it was decided to list Osram on the stock market in the autumn, but CEO Peter Löscher said Siemens intended to retain a long-term interest in the company, which was already independent from the technological and managerial viewpoints.

In September 2011, Siemens, which had been responsible for constructing all 17 of Germany"s existing nuclear power plants, announced that it would exit the nuclear sector following the Fukushima disaster and the subsequent changes to German energy policy. Chief executive Peter Löscher has supported the German government"s planned

In November 2012, Siemens acquired the Rail division of Invensys for £1.7 billion. In the same month, Siemens acquired a privately held company, LMS International NV.

In August 2013, Siemens won a $966.8 million order for power plant components from oil firm Saudi Aramco, the largest bid it has ever received from the Saudi company.

In 2014, Siemens announced plans to build a $264 million facility for making offshore wind turbines in Paull, England, as Britain"s wind power rapidly expands. Siemens chose the Hull area on the east coast of England because it is close to other large offshore projects planned in coming years. The new plant is expected to begin producing turbine rotor blades in 2016. The plant and the associated service center, in Green Port Hull nearby, will employ about 1,000 workers. The facilities will serve the UK market, where the electricity that major power producers generate from wind grew by about 38 percent in 2013, representing about 6 percent of total electricity, according to government figures. There are also plans to increase Britain"s wind-generating capacity at least threefold by 2020, to 14 gigawatts.

In June 2014, Siemens and Mitsubishi Heavy Industries announced their formation of joint ventures to bid for Alstom"s troubled energy and transportation businesses (in locomotives, steam turbines, and aircraft engines). A rival bid by General Electric (GE) has been criticized by French government sources, who consider Alstom"s operations as a "vital national interest" at a moment when the French unemployment level stands above 10% and some voters are turning towards the far-right.

In November 2017, the U.S. Department of Justice charged three Chinese employees of Guangzhou Bo Yu Information Technology Company Limited with hacking into corporate entities, including Siemens AG.

In September 2019, Siemens and Orascom Construction signed an agreement with the Iraqi government to rebuild two power plants, which is believed to setup the company for future deals in the country.

In January 2020, Siemens signed an agreement to acquire 99% equity share capital of Indian switchgear manufacturer C&S Electric at €267 million (₹2,100 crore).Competition Commission of India in August 2020.

In August 2020, Siemens Healthineers AG announced that it plans to acquire U.S. cancer device and software company Varian Medical Systems in an all-stock deal valued at $16.4 billion.

In May 2022, Siemens decided to drop Russian operations and everything regarding the conglomerate on the Russian state amid the ongoing war of aggression against Ukraine since February 24. In July 2022, Siemens acquired ZONA Technology, specialist in aerospace simulation firm.

Siemens buildings-related products include building-automation equipment and systems; building-operations equipment and systems; building fire-safety equipment and systems; building-security equipment and systems; and low-voltage switchgear including circuit protection and distribution products.

Siemens drives, automation and industrial plant-related products include motors and drives for conveyor belts; pumps and compressors; heavy duty motors and drives for rolling steel mills; compressors for oil and gas pipelines; mechanical components including gears for wind turbines and cement mills; automation equipment and systems and controls for production machinery and machine tools; and industrial plant for water processing and raw material processing.

Siemens energy-related products include gas and steam turbines; generators; compressors; on- and offshore wind turbines; high-voltage transmission products; power transformers; high-voltage switching products and systems; alternating and direct current transmission systems; medium-voltage components and systems; and power automation products.

Siemens medical products include clinical information technology systems; hearing instruments; in-vitro diagnostics equipment; imaging equipment including angiography, computed tomography, fluoroscopy, magnetic resonance, mammography, molecular imaging ultrasound, and x-ray equipment; and radiation oncology and particle therapy equipment.Sivantos.

Siemens transportation and logistics-related products include equipment and systems for rail transportation including rail vehicles for mass transit, regional and long-distance transportation, locomotives, equipment and systems for rail electrification, central control systems, interlockings, and automated train controls; equipment and systems for road traffic including traffic detection, information and guidance; equipment and systems for airport logistics including cargo tracking and baggage handling; and equipment and systems for postal automation including letter parcel sorting.

Siemens Traction Equipment Ltd. (STEZ), Zhuzhou China, is a joint venture between Siemens, Zhuzhou CSR Times Electric Co., Ltd. (TEC) and CSR Zhuzhou Electric Locomotive Co., Ltd. (ZELC), which produces AC drive electric locomotives and AC locomotive traction components.

Silcar was a joint venture between Siemens Ltd and Thiess Services Pty Ltd until 2013. Silcar is a 3,000 person Australian organisation providing productivity and reliability for large scale and technically complex plant assets. Services include asset management, design, construction, operations and maintenance. Silcar operates across a range of industries and essential services including power generation, electrical distribution, manufacturing, mining and telecommunications. In July 2013, Thiess took full control.

For the fiscal year 2017, Siemens reported earnings of EUR 6.046 billion, with an annual revenue of €83.049 billion, an increase of 4.3% over the previous fiscal cycle.market capitalization was valued at US$95.3 billion in November 2018.interest, taxes, and amortization totaling €2.64 billion ($2.92 billion), but warned of a slowdown, especially in the car sector, next year.

The company has issued 881,000,000 shares of common stock. The largest single shareholder continues to be the founding shareholder, the Siemens family, with a stake of 6.9%. 62% are held by institutional asset managers, the largest being two divisions of the world"s largest asset manager BlackRock. 83.97% of the shares are considered public float, however including such strategic investors as the State of Qatar (DIC Company Ltd.) with 3.04%, the Government Pension Fund of Norway with 2.5% and Siemens AG itself with 3.04%. 19% are held by private investors, 13% by investors that are considered unidentifiable. 26% are owned by German investors, 21% by US investors, followed by the UK (11%), France (8%), Switzerland (8%) and a number of others (26%).

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See Carola Sachse: Jewish forced labor and non-Jewish women and men at Siemens from 1940 to 1945, in: International Scientific Correspondence, No. 1/1991, pp. 12–24; Karl-Heinz Roth: forced labor in the Siemens Group (1938 -1945). Facts, controversies, problems, in: Hermann Kaienburg (ed.): concentration camps and the German Economy 1939–1945 (Social studies, H. 34), Opladen 1996, pp. 149–168; Wilfried Feldenkirchen: 1918–1945 Siemens, Munich 1995, Ulrike fire, Claus Füllberg-Stolberg, Sylvia Kempe: work at Ravensbrück concentration camp, in: Women in concentration camps. Bergen-Belsen. Ravensbrück, Bremen, 1994, pp. 55–69; Ursula Krause-Schmitt: The path to the Siemens stock led past the crematorium, in: Information. German Resistance Study Group, Frankfurt / Main, 18 Jg, No. 37/38, Nov. 1993, pp. 38–46; Sigrid Jacobeit: working at Siemens in Ravensbrück, in: Dietrich Eichholz (eds) War and economy. Studies on German economic history 1939–1945, Berlin 1999.

Bundesarchiv Berlin, NS 19, No. 968, Communication on the creation of the barracks for the Siemens & Halske, the planned production and the planned expansion for 2,500 prisoners "after direct discussions with this company": Economic and Administrative Main Office of the SS ( WVHA), Oswald Pohl, secretly, to Reichsführer SS (RFSS), Heinrich Himmler, dated 20 October 1942.

Karl-Heinz Roth: forced labor in the Siemens Group, with a summary table, page 157 See also Ursula Krause-Schmitt: "The road to Siemens stock led to the crematorium past over," pp. 36f, where, according to the catalogs of the International Tracing Service Arolsen and Martin Weinmann (eds.).. The Nazi camp system, Frankfurt / Main 1990 and Feldkirchen: Siemens 1918–1945, pp. 198–214, and in particular the associated annotations 91–187.

The servo-electric pump control for presses, developed by Lasco Umformtechnik GmbH in Coburg, uses far less energy than conventional valve control systems, often well into the double-digit range, according to this press builder.

A hydraulic pump directly coupled with a servomotor is an energy-efficient solution that delivers a highly dynamic performance with double-digit energy savings typical.  The press manufacturer Lasco uses this servo-electric pump drive for solid and sheet metal forming presses.  “This drive system provides us many performance advantages,” says Harald Barnickel, Head of the Electrical Engineering Department at Lasco Umformtechnik GmbH.

At the core of this type of solution is a Simotics 1PH8 servomotor from Siemens, which directly drives the hydraulic pump.  This drive is controlled by the Sinamics S120 drive platform.  A Simotion D445 motion control system handles the complete path, velocity and position control of the axes —

The challenge on the deep drawing press was to control the press force and press speed, based on a motion profile that could be set individually.  The hydraulic force and thus the press force can be adjusted at the servomotor by means of the torque.  The plunger speed is controlled by the motor speed and thus by the volumetric flow rate of the pump.  For the project described, axial reciprocating pumps with a fixed displacement per revolution were used.

Four such pump systems connected simultaneously for a maximum pressure of 250 bar supply the pressure line for the press stroke of the plunger; three additional pump systems are responsible for the return stroke of the press plunger. “The possibility of scaling, in other words adapting this kind of standard servo solution to the actual requirements, is another advantage of this new technology that certainly cannot be underestimated,” notes Barnickel.

The hydraulic oil tank of the deep drawing press holds about 2377 gallons (9,000 liters).  Because of the high flow rate of 16,000 l/min, filling valves are used for the fast downward motion of the plunger.  The servo pumps provide the required flow rate for the actual pressing operation, with a speed of up to 100 mm/s.  In the past, high-precision control valves with zero overlap were necessary to obtain the precise traversing profiles.  Today, this function is handled by the motion control system, in conjunction with the servo pumps.  Thanks to this new technology, the valve systems in the press can be reduced by up to 40 percent.  The remaining valve technology is mainly needed to comply with machine safety specifications.

As a result of the new technology, expensive, traditional valve systems were eliminated, and energy efficiency has been significantly improved.  Electrical expert Barnickel knows this only too well.  “In the past, the large cooling systems for the hydraulic oil had to be installed before the first test run at Lasco.  But now, with servo technology, significantly smaller units can be used, and they are not required until the press is actually operational at the customer’s facility.”  One reason for this is that the oil is no longer forced through the narrow gaps at the control edges of the control valves, which means that these types of technology-related losses no longer occur in the first place.  The press manufacturer is seeing efficiency improvements well into the double-digit range depending on the application, significantly reducing users’ electricity costs, compared to older machines.

When comparing the new technology with very basic hydraulic presses using conventional technology, the amount of energy saved is certainly less than with presses equipped with complex control systems.  The energy-saving effect is especially apparent during the drawing operation, during which the drawing pressure is provided by a pump equipped with a servomotor, with the motor of the die cushion pump thereby operating as a generator.

Another advantage of the electrical system used here is that energy can actually be recovered when the hydraulic fluid decompresses.  This happens when the system is decompressed after the pressing operation and the main cylinder pressure must be reduced from 250 bar down to approximately 10 bar before the filling valve to the tank can be released.  This operation takes approximately 100 ms.  In the case of a compressibility of the hydraulic oil used of approximately 2.5 percent by volume, with a cylinder volume of approximately 800 liters of oil, the “spring energy” in the oil flows through the axial reciprocating pump and drives the servomotor.  This effect is amplified when the press mechanical system is relieved.  In this so-called generator or regenerative operation, the corresponding electrical energy is fed into the DC link of the S120 drive during each cycle.  “However, in addition to the energy recovered, the other advantage is that there are no additional power losses in the form of heat, as would be the case with conventional concepts,” Barnickel explains.

Although the Siemens Simotion controller has been specifically optimized to address motion control applications, Simotion can also control the complete system.  However, Lasco’s philosophy is to separate the various press tasks, and it therefore uses a separate PLC for the system control.  As a fail-safe control, this also addresses the safety technology requirements. Simotion can be programmed in various ways, for instance, with high-level-language, graphic programming, or Motion Control Chart (MCC) as well as a classic logic control.  The trace function with eight-channel plotter supports commissioning engineers and ensures detailed documentation of the press operation.  Control parameters are saved in the drive, which guarantees seamless documentation of the drive system.

In addition, the fail-safe Simatic S7-319 F 3PN/DP PLC from Siemens, used here as the press system control, allows all safety technology to be implemented without any major additional expense.  The fail-safe signals are read via distributed Simatic ET200S I/O stations from the same manufacturer and transferred to the control via Profisafe.  This represents a simple yet complete solution for Lasco press engineer Harald Barnickel, who notes, “As a consequence, we obtain a clear machine structure.”

The press experts at Lasco also view the integrated, seamless nature of the Siemens systems as an additional benefit.  For example, the drive automatically identifies the servomotor and reads its parameters.  Another interesting feature of this servo solution is that the 1PH8 motors are available either as synchronous or asynchronous motors.  The application itself, or more specifically, the dynamic performance required, is the decisive element in selecting the appropriate motor type, according to Barnickel.

And finally, this new drive concept for hydraulic presses, based on a servo-electric pump control, results in a significant overall improvement:  “In addition to the energy savings, its extremely precise controllability is far superior to that of a classic valve control,” says Harald Barnickel.  As he further noted, any defined motion profiles can be precisely implemented using this concept.

The development of new servo technology for large hydraulic presses, based on the Simotion motion control system from Siemens, has already awakened significant interest among customers of Lasco Umformtechnik GmbH.  However, it is not only when building new machines that this dynamic company of 400 employees benefits from lower costs and improved quality; the drive concept described is also suitable for modernization and retrofit projects.

With the standard concept, comprising the Simotics 1PH8 servomotor, the Sinamics S120 drive platform and the motion control unit, Lasco Umformtechnik GmbH has clearly demonstrated that, when hydraulic presses are equipped with servo-electric pump drives instead of pure valve technology, the dynamic performance, precision and especially energy consumption on the press are improved.  This results in tangible press improvements that are decisive in the marketplace.  For Barnickel, it’s clear: “Anyone who addresses the challenges of press technology with E-motion (energy in motion) is creating innovation.”

This means that, unlike in a conventional hydraulic solution, complex control systems are unnecessary and energy consumption is reduced by more than half.

Maximum energy efficiency and a compact design are also becoming increasingly important criteria when improving machines with hydraulically driven shafts. With this in mind, Siemens is introducing an innovative speed-controlled fixed-displacement pump for use in e.g. injection molding machines, machine tools or presses.

In the Sinamics solution, a hydraulic pump is driven by a variable-speed servo motor. The oil pressure in the system is controlled directly via the connected Sinamics S120 drive system. As opposed to a conventional application, complex hydraulic components such as variable-speed pumps and valves are unnecessary. Oil tanks can be reduced in size. The cooling system for the hydraulic oil is reduced to a minimum. This innovative concept results in a reduction in energy consumption of maybe 50 to 70 percent, thanks to improved efficiency in relation to an induction motor with a variable displacement pump. The minimal space requirement means that integration into the machine is made easier. Furthermore, there is a reduction in the quantity of hydraulic oil required. For example, for a 60 tonne injection molding machine, working 250 days a year with an active power of 5.4 kW, energy consumption is reduced by around 65 percent compared to the amount needed by an induction motor with a vane pump. This corresponds to a saving of more than 7000 Euros per year.