Global Insider 04/2011 - Seco-Warwick

QUARTERLY • ISSUE 4/7 • 2011
FOR US AND ABOUT US

4/2011
WE DO NOT ACT IN VACUUM …
We do not act in vacuum as all our
actions, whether private or professional, are
established in the environment and among
other people. Our professional successes and
failures depend on our interaction with our
colleagues and customers.
With regard to this self-evident cliché, in
the present issue of Global Insider we are
focusing mostly on "our people" - the
employees of Seco Group.
We are writing about those who devoted
many years of their careers to working for SW
companies, about those who have just joined
us and also about those who are the future of
the Group and have just embarked on the
Talent 2012 programme.
Other important issues will be addressed
herein as well.
Robert Szadkowski, IT Director for SWSA,
is writing about joint standards of project
calculation (in the context of the well-known
Phoenix software) and their significance in the
furthering of intragroup co-operation.
Agnieszka Gudaczewska, controller in
SWSA, SWR and SWA, describes the functions
and role of controlling in company management
by comparing a manager who uses
controlling data to a navigator who reads
maps and steers the ship along the predefined
route.
In this edition we are commenting on the
results of SW Group after 3 quarters of 2011,
presented recently to our investors on
Warsaw Stock Exchange. The results
achieved and the backlog earned explicitly
indicate that condition of the holding is
decidedly better than in analogous period of
the previous year and that we have good
perspectives for a further growth.
And here comes a paradox which is worth
emphasizing:
We have not recorded any increase in the
price of our shares on the stock exchange!
And this has happened despite boasting one of
the best quarterly results in the Group's history
and a high order backlog in the Group's
companies. The stock exchange investors are
still under the pressure of fear resulting from
the crisis in Greece and Italy and the overall
problems in the entire Eurozone. It shows that
we are not acting in vacuum and the impact
of macroeconomic factors upon our standing
is direct and may be substantial. Therefore, it
is worth remembering.
Should we fear the crisis, then?
What crisis? - ask the bosses of companies
and plants. High backlog in most companies
and the perspective of signing a number of
major contracts in the weeks to come are
indicative of a boom rather than a crisis.
And this is not merely official optimism but
rather one supported with figures by people
who on daily basis verify the level of boom
through concluded contracts.
We are not acting only in "vacuum"
which, being a leading product company, set
themselves even more ambitious tasks for
2012. We are also acting in CAB, in
Atmoshere, in AP and in Retech and Allied
technologies. The variety and quality of our
technologies, our global structure, constantly
improved standards, our experience and, last
but not least - our people: these are our major
assets.
With greetings and regards to all the hard
working employees of the SECO/WARWICK
Group. Wishing you Merry Christmas and a
very Happy New Year, prosperity, happiness
and peace!
Leszek Przybysz,
President SWSA
PHOENIX PROJECT
In the previous issue of Global Insider the
SWC President Keith Boeckenhauer wrote
about the Phoenix project and its range of
application. Today I would like to focus on
two selected aspects of the project.
Standardization
Let us imagine two or more automotive
enthusiasts comparing various vehicle models.
One of them will talk about the speed, the
other will stress the carrying capacity while
the third one will focus on ergonomics. Their
opinions will be varied and far from being
coherent simply because the leaders in each
field will be, for example, Porsche, Scania
and Mercedes. In a similar way we might
describe SWG companies discussing
equipment cost: different division into
subassemblies, different calculation methods,
different approach to overheads. The task of
comparing selected modules, both technically
and financially, was time-consuming,
inefficient and erroneous.
The first major element in dealing with the
problem was a SWG-wide standardisation of
product structures based on a modular
division. Unambiguous defining of a module
(so far Release in SWC, NKZ in SWTA, NKP in
SWSA) for each product group facilitated
creation of identical tools for calculation and
budget comparison among all companies
within the Group. For
example, since that implementation the water
system begins and ends at the same place
independent of the product, its location and
authorship.
The result of the new division is a uniform
calculation pattern that is
identically created and
interpreted and most
important of all,
replaceable and
comparable among the
group's companies. These
works have borne first
fruit in the cost estimates
for identical CAB unit
manufactured either at
SWC or at SWR or at
SWSA. As a consequence,
it is now possible to
decide on making the
Degreaser at one of the
companies, the Fluxer at
another and the rest at the
third one to a joint
success for each of the
companies and the entire
Group.
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4/2011
Cost control
At the same time work continued to
systematize and standardize methods to
predict and prevent cost exceeding through
using the ERP systems of individual
companies. SWC were successful in
implementing an original solution based on
MsAccess database for running analysis of
cost at the sales stage, those planned at order
execution stage and those booked by the
finance
department.
The already
existing
system
JobScope
provides data
which, after
being
segregated,
filtered and
collated,
represent a
predefined
element of cost estimate.
At SWSA the same tool was implemented
with a package Business Intelligence Leader.
This solution also allows an on-line monitoring
of estimate costs in relation to the budget and
current costs and, if required, a prompt
reaction in the event of any threat.
At SWTA they are finalizing an analogical
solution based on MFG Pro. This necessitated
a replacement and installation of a new RCP
BUDOWA NOWEJ HALI
system. By the end of the year the complete
systems will be passed to the users.
It must be emphasized that the users of
these systems at SWC, SWTA and at SWSA are
not only the manufacturing plants but rather
all departments involved in order completion.
A contribution is expected from the sales
personnel, the cost estimators, design and
process engineers, purchase and outsourcing
departments, then manufacturing and, least
but not last, the service department. Each
department have their role to play and only
with full involvement of all them the assumed
goal will be attained.
I could sum up here that Phoenix Project
was successful. Of course it was so. The
project implementation was definitely
completed. However, implementation was not
the goal in itself but it was aimed at the
improvement of financial results and this is
something I shall be anxiously looking
forward to.
Robert Szadkowski,
IT Director SWSA
TALENT 2012
On November 8th a meeting was held to
open the development programme for SWSA
and SWTAL employees "Talent 2012".
The meeting was attended by board members
of both companies and shortlisted employees:
28 from SWSA and 26 from SWTAL.
The main objective of the programme is
the development of employee potential in
SECO/WARWICK GROUP in order to prepare
them to take up key medium and higher
executive positions in the companies and the
entire SW Group.
"Talent 2012" programme will involve a
group of the most talented employees who,
following a preliminary qualification, will be
offered a properly designated development
programme to suit their individual potentials.
Starting in November 2011, the programme
will continue for approximately 18 months
and will cover a variety of training sessions,
academic learning, individual coaching and
other methods of raising professional
qualifications of employees. The participants
will go through both intermittent and final
assessment. To co-operate on the programme,
SECO/WARWICK invited an external
consulting company Res Consulting SC,
which, together with Ms Maja Ziêba and Ms
Katarzyna Kowalska - the HR heads in the
companies involved, will take care of the
substantial aspect of the programme.
Opening the meeting with 54 candidates,
the President of the Board Leszek Przybysz
said, among others:
"Talent 2012 Programme" refers to the best
traditions of Seco's development in Poland
like the similar programme initiated at the end
of 1990s' which was addressed to young
employees of the greatest potential. The
participants in that programme are now the
core management in both Polish companies of
SECO Group. In connection with the growth
strategy being currently implemented, today
we are embarking on a new programme
which will prepare new managing and
engineering personnel for SECO. The program
was conceived as both a strategic and allgroup
endeavor since the strategic growth of
the group is impossible without a personnel
advancement programme and the top
executives of the Group will be kept informed
on the programme's progress on a regular
basis.
Though carried out locally in Œwiebodzin,
the programme has an all-group nature i.e. it
was established in response to the needs of
SWSA and ThermAL, but also in response of
the entire Group and in the future it should be
extended to cover the other companies in the
Group.
It is an exclusive programme as it involves
candidate selection on a number of stages:
first selection on plant level by plant
managers, then detailed assessment of
candidates by the consultants and finally
selection of the best ones by joined boards of
the participating companies. As a result of this
qualifying round only a dozen or so
candidates will remain.
Thus, "Talent 2012" creates an exclusive
group which other employees should wish to
join.
It is an open programme, because all
employees were considered at the first
selection stage. At every stage of training the
programme provides for withdrawing some or
adding new outstanding candidates.
In its form "Talent 2012" is meant to be a
competitive enterprise since participation
therein should be seen as internal competition
among the candidates. What we are striving
for is the preparation of employees who not
only are educated but aware of their what
they want, aggressive and determined to
succeed.
Furthermore, the programme is expensive
and at the same time of best quality: it should
provide knowledge of top range, not
superficial but profound and decidedly better
than that supplied by random higher schools."
Programme "Talent 2012" will not be
limited to the year 2012 but will be continued
in the subsequent years. I would like to
congratulate all the participants and wish
them the best of success in the selection
procedures as well as a successful completion
of the programme.
"Needless to say, the programme does not
prevent the candidates from participating in
the TV show "Got Talent" nor does it aspire to
replace the latter. Nevertheless, it is
becoming commonly called Got Talent in the
companies by the preselected candidates,"
said Leszek Przybysz.
Poland • USA • China • India • Germany • Russia
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4/2011
THE CONCEPT OF CONTROLLING
"Just as a navigator continually takes reading
to ensure whether he is relative to a planned
action, so should a business manager
continually take reading to assure himself that
his enterprise is on right course."
[C.O'Donnell]
Finance & Controlling is a very important
function within each company. Finance
people and controllers are closely related to
the business. They need to have a clear
understanding of how processes within a
company look like and they monitor and
report on its performance on a regular basis.
What is Controlling?
Controlling consists of verifying whether
everything occurs in conformities with the
plans adopted, instructions issued and
principles established. Controlling ensures that
there is effective and efficient utilization of
organizational resources so as to achieve the
planned goals. Controlling measures the
deviation of actual performance from the
standard performance, discovers the causes of
such deviations and helps in taking corrective
actions.
So much for definitions. But what does it
mean? What is a role of the Controlling
Function, or Controlling Department in a
company? To answer this, it is easier to
explain what the Controlling Function is NOT.
- Controlling Function is NOT a Planning
Function, although it handles the financial
planning in a company
- Controlling Function is NOT a Finance
Analysis Function, although it prepares
various financial analyses of a company
- Controlling Function is NOT a Control
Function, although it controls the expenditures
versus the approved plan
- Controlling Function is NOT an Accounting
Function, although it cooperates closely with
it
- Controlling Function is NOT a Cost Control
Function, although the cost analysis is crucial
for its functioning.
So why do the companies create and
maintain the Controlling Departments?
A Controlling Department's main role in a
company is to participate in goal setting by
the Management and coordinate the activities
within a company in order to enable the
realizing of the planned goals.
The key words in the above statement is
the participation in goal setting, which means
that a finance controller is an equal partner to
the Management in the company
management. Setting company goals and
coordinating the activities leading to realizing
those is only possible when those goals are
common and well known.
Of course one can argue that it is enough
that the Management sets the goals and
Controlling coordinates the activities.
Practically, however, if the whole team is not
aware or does not identify with the goals (and
it's hard if they don't participate in the goal
setting) - it is very unlikely that they will be
involved and dedicated in realizing them.
Controlling is the only logical and
consistent response to the processes currently
taking place in the companies and their
economic environment. Market competition
intensifies, and the complexity of the problems
the companies face increases almost day by
day. This forces them to utilize the right tools
to ensure efficient navigation in the sea of
information, relationships and circumstances.
Controlling in SECO / WARWICK Group
(or how do WE do it?)
In the Polish companies of the SWG (SW
SA, SW Thermal) the Controlling Departments'
organization and functions are similar and
include:
- Budgeting: communication,
coordination and preparation of individual
departments' budgets and rolling them up into
a cohesive company budget; quarterly budget
updates, long term planning.
- Reporting: preparing standard
monthly reports for analysis for the
Management and Department Managers,
reporting overall performance of the
Companies.
- Monitoring of implementation of
budgets and contracts costs, variance analysis
and explanations.
- Analysis - various, such as hourly
rates, contracts cost analysis, costs and
profitability of the various departments of the
Companies,
- Management Support - providing
information, analysis, studies for managers to
support decision making, preparing
information provided externally, e.g. for the
investors.
The main objective of controlling in the
manufacturing companies with a production
profile similar to SWG is to control the
profitability (cost, profits) on contracts, cost
centers, production orders and the resulting
global financial performance of the
Companies.
Controlling in the manufacturing
companies can not only be just an
'organizational unit', it should also be a way
of thinking and acting of all the company
departments, both directly producing and
supporting.
All these activities must be additionally
supported by appropriate controlling
information system. Controlling information
system is a flexible system that takes into
account both budgeted and actual numbers
(budgets and performance on contracts, cost
center budgets, internal and external budgets
and results). Those budgets are the basis for
comparisons and variance calculations for
operational management, contracts
management, profit centers and overall
Company financial results.
Agnieszka Gudaczewska,
Controlling Department, SWSA
THE RESULTS OF SECO GROUP
Quoted below are selected fragments of the
press release of 9th November 2011
concerning the financial results of SECO/
WARWICK S.A. Group in the first 3 quarters of
2011.
SECO/WARWICK GROUP: EXCELLENT
RESULTS IN 3 QUARTERS OF 2011:
DISTINCT IMPROVEMENT IN MOST
COMPANIES OF THE GROUP
SECO/WARWICK Group, worldwide leader
in manufacturing of metal heat treatment
equipment, after the first three quarters of the
present year has recorded a very dynamic
boost of financial results and a further
improvement in the condition of most of its
companies, thanks to the restructuring
programmes currently in implementation. In
the third quarter alone the Group registered
a twofold increase in year-to-year income
by 110.5 mln PLN, a more than fourfold
increase in EBITDA to 23.3 mln PLN, and an
over threefold growth in net profits to 13.26
mln PLN. On the other hand, after nine
months of 2011 the consolidated income
grew by 123 % to over 265 mln PLN,
EBITDA exceeded 28 mln PLN compared to
merely 84 thousand PLN in the preceding
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FINANSE 4/2011
a – 0.9 mln loss recorded a year before).
The gross sales margin grew to 29 %
(compared to 13 % in 2010). The
company inplemented a reduction in
sales and administration costs and
activley continues the restructuring
project.
year while the net profit closed at 14.35 mln
PLN compared to a rather symbolic result of
the previous year.
As of the end of September 2011 the order
backlog of Seco/Warwick Group was ca.
240 mln PLN (excluding the backlog of
Indian SW Allied which by the end of
September was 97.2 mln PLN).
It was the outstanding perfomance by SW
ThermAL that had the greatest impact on the
improvement of the Group’s results in
comparison to the previous year.
Seco/Warwick ThermAL (formerly Elterma)
reached a sales volume of 62.4 mln PLN in
the first three quarters of 2011 (36.4 mln PLN
in the previous year). After 9 months of 2011
the net profit was 7.1 mln PLN (compared to
„For Seco/Warwick S.A. Group the third
quarter was a period when we
succeeded in taking full advantage of
positive market trends, which with a
simultaneous distinct improvement in the
condition of the Group’s companies
translated into outstanding financial
results. This is a consequence of our
activities taken in the preceeding
periods about which our shareholders
were kept informed systematically.
Currently we continue our efforts aimed at
canvassing more contracts and keep
implementing programmes to boost
effectiveness in individual companies of the
Group. Comabined with continually high
level of bakclog this constitutes a solid
ground for our expectations as to the results
of the entire 2011.” – said Leszek Przybysz,
President of the Board of S/W S.A.
"ASK THE PEOPLE I WORK WITH AND THE CUSTOMERS I SERVE."
When someone asks Nathaniel Slinkert
what benefit he brings to Retech Systems
LLC as Director of Programs, his reply is
often, "Ask the people I work with and the
customers I serve." In other words, he
measures his own success by his ability to
facilitate teamwork among his colleagues to
achieve a common goal, and in the case of
doing business, that common goal is to
satisfy the expectations of Retech's
customers while maximizing its profitability.
That has been the driving vision behind
Nathaniel's efforts to build his organization,
which he believes is central to Retech's
global success. During his six-year tenure at
Retech, Nathaniel has assembled a team of
experienced project and supplier managers
who daily demonstrate this vision in their
relations with customers and suppliers, as
well as with their fellow colleagues.
Mr. Slinkert joined Retech at a time
when the company was rebounding from its
worst downturn in its 30+ year history. 2006
to 2008 were years of rapid growth for
Retech. While demand for Retech's
products was at an all-time high, its
resources were very thin and its quality
processes were in need of shoring up.
"We had to ramp up our resources rapidly
to meet a sharply increasing demand for
Retech's products." says Nathaniel, "Yet, we
wanted to maintain a sustainable work force
level that we could retain through future
market adjustment cycles. So, we
consciously made an effort to build up our
supplier base and to outsource most of our
manufacturing. This meant we had to
develop a strong team to manage these
suppliers. Our procurement organization
desperately needed an overhaul in order to
achieve this objective, and that's what I set
out to do." Nathaniel brought Procurement
Manager, Kathleen Goss, on board, and she,
together with her team of senior buyers,
Susan McLeod and Sherry Byrnes, has
literally transformed the way Retech
manages it suppliers.
Due to the exceptional efforts of the
procurement team, Retech's supplier on-time
delivery percentage improved from a dismal
38% in 2007 to 98% in a period of only one
year, and has remained there since. The
building of up Retech's supplier base has also
created a healthy, competitive environment
that has resulted in significant cost savings for
Retech. Nathaniel exclaims that "these
improvements in supplier on-time delivery
and cost reduction have significantly
contributed to Retech's on-going success in a
highly-competitive global market."
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4/2011
Mr. Slinkert holds the view that, while
Retech's marketing and sales team initiates
the relationship with its customers, it's his
program management team that nurtures that
relationship to maturity through the successful
management of each project. Once the
customer places an order, the program
manager becomes the primary point of
contact for the customer throughout the
duration of the project. Program management
is, thus, one of the key roles in Retech's
organization.
To ensure that each project is a success, his
program management team, which includes
Eric Petereit, Robert Crabb, and Reuben
Jacobsen, begins working with the sales team
and customers as early as possible during the
proposal phase of the project. Nathaniel
explains that "it is imperative to the success of
a project that the scope of responsibilities is
clearly understood by both parties before the
customer places the order. Because our
program management team possesses a
comprehensive, system-wide perspective of
project execution, we are in the best position
to bring clarity to the scope of work during
contract negotiations." He goes on to state
that "the key to repeat business is the
successful management of each project, and
that success begins with a well-defined
statement of work in the contract. I am
fortunate to be part of a team that wholeheartedly
shares this view."
Transitioning from large corporations, such as
Texas Instruments, as well as start-ups in a
fast-paced semiconductor industry to a capital
equipment manufacturer in the specialty
metals industry was a bit of a cultural
adjustment for Nathaniel.
However, he does not regret at
all the move he made in 2006
when he joined Retech. "I came
from an industry in which the
products are developed on the
sub-micron scale and become
obsolete within a year. Now I
work for a company that
produces very large-scale
equipment that is built to last
more than 30 years. It is very
satisfying to be part of an
organization whose products
are not disposable."
Nathaniel prefers Retech's work environment
as well. "In Silicon Valley, people jump from
company to company every other year,
seeking out the next big thing, always trying
to remain ahead of the curve with the latest
technology. At Retech, we have folks that
have been working for the company for over
20 years. These long-term employees have
accumulated a lot of
valuable knowledge
over the years,
knowledge that only
comes through years of
experience. Retech
values this experience,
and leverages it to
maintain its
competitiveness in the
global marketplace."
Retech is now bringing
up a younger
generation of
employees under the
mentorship of its
experienced leaders. According to Nathaniel,
this younger generation is focusing on
expanding Retech's business into new
markets, both regionally and technologically,
in order to adapt to the dynamics of a growing
global specialty metals industry.
"Retech is actively exploring new
applications with its core melting and casting
technologies, which include plasma arc,
electron beam, vacuum induction, and
vacuum arc among others. We also realize
that, as more and more global players enter
this industry, due to lack of experience among
many of them, there is an increasing demand
that Retech not only provide equipment, but
complete melting and casting process
solutions. This realization has led Retech to
recognize opportunities for becoming
material producers as well in some of these
emerging specialty metals markets." says
Nathaniel.
In addition to the roles described above,
Nathaniel is leading the effort to extend
Retech's manufacturing capacity to China
through the Seco/Warwick Retech facility in
Tianjin. Retech recognizes this effort to be
essential in its drive to remain competitive in
the Chinese market. Nathaniel says, "Our
competitors are already doing this; and we
must do this too in order to remain
competitive in the Chinese market."
As if he didn't have enough responsibilities at
Retech, Nathaniel returns home in the
evenings to a family of seven children.
Nathaniel says with a smile, "Having a big
family keeps me sane, because it forces me to
focus, not on my own wants and needs, but on
those of my children; and with that, comes the
joy that only children can bring to one's
heart."
Nathaniel and his entire family are active
performers in local community musical and
theatrical events. He is also choir director at
St. Peter Catholic Church in Ukiah. While at
home he loves to cook (large meals!) and
brew beer. When he finds rare opportunity for
a relaxing evening, he enjoys sipping Grand
Marnier and petting the dog while reading a
good novel, and sometimes he even dabbles
in play writing.
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4/2011
ASM HEAT TREAT EXPO 2011
SECO/WARWICK Corp. opened the ASM
Heat Treating Society 26th Conference and
Exposition in Cincinnati at the beginning of
November.
The Heat Treat Expo is held biennially at
various locations in the United States. SECO/
WARWICK Corp. was one of 152 exhibitors at
the Heat Treat Expo, which was put on in
conjunction with the Gear Expo. There were
176 exhibitors at the Gear Expo.
The Heat Treat Expo at the Duke Energy
Center was Nov. 2 and 3.
SECO/WARWICK Corp.'s booth was 200
square feet. Members of the thermal process
and vacuum teams were on hand to meet
with customers and vendors at the biennial
event.
Fourteen SECO/WARWICK CO. employees
attended and about 60 leads were made. Bill
St. Thomas made a presentation on the
CaseMaster Evolution on Nov. 3. St. Thomas
also conducted an interview with a member
of ASM International that can be seen at http://
www.youtube.com/
watch?v=HU5-
PFVGtMg. Maciej
Korecki led a SECO/
WARWICK CO.
presentation on Nov.
1 during the technical
program on the
multipurpose
LPC+LPN+HPGQ 25
Bar N2He Vacuum
Furnaces.
The next ASM
Heat Treat Expo is in
Indianapolis in 2013.
The next big tradeshow for the vacuum and
thermal team is Furnaces North America,
which is Oct.12-13, 2012 in Nashville.
He spent his first days with product teams at
SECO/WARWICK ThermAL, Œwiebodzin,
Poland and in Meadville. He also has stops in
India and China planned. Kreuzaler will
oversee and support their marketing and sales
strategy.
Two new faces, Thomas Wingens and
Thomas Kreuzaler, were among the SECO/
WARWICK attendees. Mr. Wingens is the
managing director for SECO/WARWICK
GmbH. The partnership with SECO/
WARWICK GmbH was announced this
summer.
Thomas Kreuzaler was announced as vice
president for SECO/WARWICK Group's
thermal global products leader in October.
Kreuzaler is responsible for creating and
implementing thermal products technology to
all companies of SECO/WARWICK Group, as
well as for promotion and sales of Thermal
products around the world. Mr. Kreuzaler will
report in accordance to the importance of this
role directly to the president of the SECO/
WARWICK group.
Thomas Kreuzaler is 44 years old and
father of 3 children. After starting with a
vocational training as an industrial mechanic
in coal mining he studied process technology
at the "Georg Agricola" university of applied
sciences in Bochum. His work experience as
graduate engineer compromises
commissioning of process plants in the steel
industry with ThyssenKrupp Anlagentechnik
GmbH, application and project engineer at
Linde Gas AG, project and sales manager at
Ipsen
International
GmbH,
general
manager at
Abar Ipsen
UK Ltd,
engineering
director
central
European
group at
Bodycote
Wärmebehandlung
GmbH and sales manager at IHI
furnace and machinery Ltd.
He has got wide knowledge of the heat
treatment processes, equipment and industries
in both the atmosphere and vacuum segment.
He speaks German, English, Dutch,
Portuguese and a little bit of French.
OPENING OF SPRINGS PRODUCTION LINE IN GWALIOR, INDIA,
TOGETHER WITH THE POLISH AMBASSADOR, MR. PIOTR
K£ODKOWSKI.
On September 27th, 2011 Polish Indian
Chamber of Commerce and Railway
Business Forum (RBF) in cooperation with
the Polish Embassy in New Delhi
organized business visit to the plant in
Gwalior, India where SECO/WARWICK
Thermal has delivered furnaces for railway
springs production. The modern line
includes: "walking beam" furnace for
austenizing bars before bending, gas fired
furnace for springs tempering.
"The line for railway springs production
is a great example of the fact, that
cooperation between Polish and Indian
companies in the railway sector can be
very beneficial, what results in many
discussions on future projects in more
substantial scale. (PIIG)
We are expecting then our development
in this sector of industry and new purchase
orders for such furnaces.
Poland • USA • China • India • Germany • Russia
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4/2011
HÄRTEREI-KOLLOQUIUM IN WIESBADEN
Every year in the beginning of October the
heat treat colloquium (Härterei-Kolloquium)
in Wiesbaden (near Frankfurt, Germany) is
occurring.
For over sixty years with over 1000
participants it is the largest event of the
central european heat treat society. It is a
professional congress that presents in
numerous lectures scientific findings from
research and development work as well as
practical experience from work concerning
heat treatment. The main topics include
annealing, thermal-mechanical
manufacturing processes, processes during
heat treatment, energy efficiency of heat
treatment and innovations in materials,
manufacturing and process technology. The
conference is affiliated by an exhibition with
numerous consultancy stands. In the past, SW
Group was represented mainly with a small
booth of Elterma. This year for the first time,
the entire SW Group showed its presence. Of
course with special attention to promote our
new presence of S/W GmbH in Stuttgart,
Germany.
S/W GmbH covering the
Central Europe Region.
The main task of the newly
formed S/W GmbH out of
Stuttgart, Germany is to
promote sales and services of
the SW Group products in
Germany, Switzerland,
Austria, Netherlands and
Slovenia. With approximately
700 in house heat treats and
250 commercial heat treat
shops generating together 4
billion euros sales, this covers
about 60% of the heat treat
industry in europe. We are
assuming that this region has a peak demand
of 100 ml euro in furnace equipment. This is a
great chance for the entire SW team.
However, the challenges are, that this region
is not growing and capacity is often even
reduced. But old, energy consuming
equipment will be mainly replaced by highly
efficient and automated equipment. On the
other hand we are in the "cave of the lions" as
we say in germany, meaning this is also the
region and the home of most of our
established competitors, and the heat treaters
are spoiled with fast response, good service
and highest technology equipment. But all of
this requires people, which are motivated and
skilled. This is why I have no fear to step in
that cave with the SW team in the back.
Thomas Wingens,
Managing Director,
SECO/WARWICK GmbH
The second Managing Director of
SWGmbH is Karol A. Forycki. Mr. Forycki
joined us on October 1st, 2011.
Karol is having more than 30 years of
extensive experience in the European,
American and Asian automotive industry and
several years in the heat treatment industry as
well. He holds a Master of Science in
Mechanical Engineering degree from the
University of Technology in Poznan.
He was spending 18 years with Irmscher/
Opel, General Motors and Delphi, playing a
leading role in business development,
engineering, sales, marketing & planning,
growing and developing operations in
Germany, Spain, France, Netherlands,
Poland, Russia, Italy, US, Korea and Japan.
Karol is
recipient of the
General
Motors
President's
Council Honor.
In his
international
role he was
Mr. Forycki with Mr. Daimler
also leading
several Polish automotive suppliers in
exploring German market. Some premium
German cars are still using components he
was developing and selling.
Prior to S/W, he was since 2005 working for
Bodycote as Sales Director Eastern Europe,
being responsible for sales and business
development of the group in this region. Karol
was also involved in business development in
Russia. In addition he was also leading
company's sales activities in Switzerland and
Liechtenstein.
During last few years he was involved in
projects developed in cooperation with SECO/
WARWICK S.A. His positive experience was
forcing him to join the Group and work in the
future actively on company's success.
SECO/WARWICK CORP. AND ITS EMPLOYEES AND FAMILY
MEMBERS HAVE BEEN BUSY IN THE COMMUNITY, TOO.
SECO/WARWICK Corp. was recently
recognized by ECS for participation in energy
curtailment. Since December 2009, SECO/
WARWICK has been an active participant of
the ECS (Energy Curtailment Specialist, Inc.)
PowerPay! demand response program. ECS is
an independent accumulator of energy
demand. SECO/WARWICK CO. is on call to
up to 10 times per year to switch our
electrical power off of our local Meadville, PA
energy grid to our own co-generator system.
Participation in this program not only
helps save the planet, but saves us money.
As a celebration of our participation, we
received a gift 10 trees that will be planted
in one of America's national forests by the
Arbor Day Foundation in our name.
September was busy for SECO/
WARWICK CO. employees away from work,
too. Fifteen SECO/WARWICK CO.
employees and their friends and family
8 Poland • USA • China • India • Germany • Russia

4/2011
participated the French Creek Conservancy's third annual Creek
Cleanup. The Seco team pulled 416kg of trash from the creek that
included shopping carts, a rusty automobile tire rim and several
bags of trash. All together more than 600 volunteers collected
10659 kg of trash during the event.
Also in September, thermal team member Mike Schmidt
participated in a motorcycle ride fundraiser for the 9/11 memorial
in Shanksville, Pa. Shanksville is about three hours southeast of
Meadville. Schmidt was part of a procession of about 200
motorcycle riders that helped raise $250,000 to build a memorial
at the site of the crash of United Flight 93 in rural Pennsylvania.
Dominick DiRenzo,
Marketing SWC
THE LAST EIGHT MONTHS HAVE SEEN THE ADDITION OF
SEVERAL NEW FACES AT SECO/WARWICK CO.
Highlighting
the recent
additions was
the hiring of
Bill Euliano as
operations
manager and
new sales
engineers on
the vacuum and thermal teams. Mr. Euliano
brings more than 30 years manufacturing
experience to SECO/WARWICK Corp. He will
report to the president and is responsible for
the company's day-to-day operating
activities. Mr. Euliano will oversee the use of
facilities and personnel, as well as
conformance to schedules and budgets. Mr.
Euliano has a bachelor's degree in
mechanical engineering from Gannon
University, Erie, PA. He also completed
graduate degree courses for an MBA from
Gannon University, and he has an associate
degree in elementary education from Butler
County Community College. He has worked
in the automotive, fabrication, LED lighting,
and heavy truck industries. Mr. Euliano most
recently worked for a company that designed
and built furnaces for the glass industry.
Katanya Jaworek was added to S/W's Thermal
Team sales staff as a sales application
engineer during
the summer. Ms.
Jaworek brings
an extensive
science and
business
background to
the Seco/
Warwick staff.
Among Ms. Jaworek's responsibilities will be
presenting and negotiating custom engineered
furnace proposals with customers and
developing project concepts and project
proposals to solve customer needs. Ms.
Jaworek graduated from Gannon University
in Erie, Pa. in 1999 with a bachelor of science
in biology and earned a master of science in
forensic science with a concentration in
advanced investigation from the University of
New Haven (Conn.) in 2003. Ms. Jaworek
most recently spent four years as a sales
engineer at an Erie-based manufacturing
company that also provided heat treating
services. She also worked as a chemist for
three years prior to attending graduate school
and was a traffic/accident investigator.
Bill St. Thomas was also added to Seco/
Warwick's Vacuum Team sales staff as a
regional sales manager during the summer.
Mr. St. Thomas brings more than 35 years of
heat treating furnace sales experience to
SECO/WARWICK
and has extensive
knowledge in the
vacuum furnace,
aluminum heat
treating and
thermal
processing
markets. Mr. St.
Thomas is a
longtime ASM and
Heat Treating
Society member
and has published
several articles and presented many technical
papers on a variety of heat treating
applications.
Other
administrative
moves
included the
addition of
Tim Burrows
to lead the
purchasing
department.
Burrows was in the purchasing departments of
GE Motors/GE Locomotive; Siemens EC
Relays; Burnham Boilers and several smaller
companies.
Tom Hart senior buyer and Susan Lambert,
buyer were added in the purchasing
department.
Other additions include, Michelle Stierheim,
short cycle/sales, administrative assistant;
Allison Moser, short cycle, technical customer
service specialist; Adam Wielebob, thermal
team, project design engineer; Todd Keep,
field service engineer, Dominick DiRienzo,
marketing communications coordinator; Mark
Ridgeway, shipping; Michael Forbes,
electrical shop; Michael Smith, aluminum
team, mechanical and project engineer;
Charles Cassano, aluminum team, sales
application engineer; Bob Kerner, electrical
team, electrical controls and service designer.
Dominick DiRenzo,
Marketing SWC
Poland • USA • China • India • Germany • Russia
9

THE XIVTH SEMINAR
"MODERN TRENDS IN HEAT TREATMENT"
ORGANIZED BY SECO/WARWICK FINISHED WITH FULL
SUCCESS!
The XIVth SECO/WARWICK Group Seminar
took place on the 29-30 Sept. 2011. The
seminar was held under the name of "Modern
Trends in Heat Treatment". 100 guests were
hosted in Bukowy Dworek Hotel, a place
situated in quiet surrounding of picturesque
£agów Lubuski.
Mr. Jaros³aw Talerzak, the President of SECO/
WARWICK ThermAL has opened the seminar.
The merits of the seminar were assured by
prof. Piotr Kula from £ódŸ Institute of
Technology, dr Ryszard Gorockiewicz from
Zielona Góra University, prof. Leszek
Ma³dziñski from Poznañ Institute of
Technology and Mr. Józef Olejnik from SECO/
WARWICK S.A.- our technical tutor.
Anna Bartel and Paulina Grygorcewicz
greeted the guests in the hotel reception desk
and supervised the whole venture.
According
to the
opinions of
seminar
participants
and the
guests, this
was one of
the best
seminars
ever
organized.
The topics
discussed were perceived as truly interesting,
technical and specific. Main topics were:
1. "Receiving Nanocrystal Structures in steel
after heat treatment processes."
2. "PreNit LPC® as future alternative for steel
carburizing".
3. "New materials and technologies of heat
treatment and TBC coatings technology of gas
turbines elements in motor aerospace".
4. "New applications of nitriding and
carbonitriding using ZeroFlow® method".
5. "Heat treatment furnaces for forging
industry".
6. "Quenching fluids in heat treatment of
gear wheels".
7. "New intelligent programs and solutions
for Seco/Warwick products".
8. "LPN - new option for universal vacuum
furnaces".
9. "Gas supplying systems for Low Pressure
Carburizing Processes".
10. "Gas Analysis in Heat Treating".
11. "Experiences of FLSmidth-MAAG Gear
company in heat and thermo-chemical
treatment of large-size gear wheels".
12. "Economical, ecological and quality
experiences in using a New Rotary Hearth
furnace at Pratt&Whitney Kalisz".
13. "Selected aspects of numerical analysis
used in heat treatment equipment designing
process".
14. "Gases in heat treatment, nitriding
atmospheres-power supply systems and
safety".
15. "The latest SECO/WARWICK furnaces for
aerospace, energy and nuclear industry".
On the first evening the party was organized
during which everyone could feel themselves
as the participants of Grand Prix motor racing.
Virtual racing simulators, Wii games and
professional dancers were on hand.
Jean Bos was a special guest - the chef of
molecular cuisine has a show during the
party. It was incredible experience, everyone
could try carrot caviar, Martini ice-cream or
"boiled" basil in liquid nitrogen.
During the seminar our participants were
asked to answer some questions of our survey.
There are exemplary outcomes of the survey:
- The overall estimation of the seminar
reached high 84%.
- According to the questionnaire the most
accurate source of information about SECO/
WARWICK Group is direct contact with the
client and the operational activity of our sales
managers, the figures are 60%, subsequent is
via internet 32%.
Among the best lectures we could mention the
lecture held by prof. Kula - due to excellent
essence of the lecture in its knowledge and
the means of presenting the information. The
lecture by Adam Adamek was also highly
valued because of good communication.
Congratulations!
There were great prizes for those who filled
the survey - Boule games were given.
After two exhausting days of acquiring
knowledge and having great fun, we had to
say goodbye to our guests who promised to
visit us next year. And next year we are
awaiting jubilee XVth seminar. We are yet
now planning that splendid event. We hope to
guest next years's participants on incredible
and unforgettable meeting.
Anna Bartel,
Marketing SWThermAl
Edited by: Anna Czerniawska
All remarks and suggestions are very welcome, please send them to: a.czerniawska@secowarwick.com.pl