newsletter - Elmo Rietschle

The Gardner Denver Blower Division
focus
newsletter
Premiere for the new TWISTER
screw vacuum pump
VELOCIS side channel blower
Interviews with Percy Dengler
and Rainer Schiessle
LEAN – A Japanese invention
August 2008

Leading the Field
We are reinforcing our leading position
with the development of new products
and innovative technologies.
02
04
06
07
08
09
10
12
13
14
15
16
Interview
with Winfried Kaiser
Innovative.Ground-breaking.Securing our future.
S-VSI TWISTER and G-BH2 VELOCIS
What are customers willing to spend their
money on? Interview mit Rainer Schiessle
A Japanese invention
Lean management
Transparency.Speed.Sustainability.
Interview with Percy Dengler
Ni hao Wuxi – Hello Wuxi
Apprentices report from the
Schopfheim training department
Factory Improvement Project (FIP)
Trade show dates
Attractive.Informative.Comprehensive.
The new Elmo Rietschle website
They‘ll attract attention.For sure.
New brochures for products and applications
Jubilees and jubilarians in Schopfheim
Legal notice. Focus. August 2008
Publisher: Gardner Denver Schopfheim GmbH, Roggenbachstr. 58,
79650 Schopfheim, Germany, Ph: +49 7622 / 392 0
Responsible for content: Angelika März
Coordination: Angelika März
The contents are the intellectual property of Gardner Denver Schopheim GmbH
and are protected by copyright.
Users may only download, print or copy the content of this newsletter and the technical
information available in the Internet for their own purposes. No amendments, duplication,
dissemination or publication of the content or parts thereof, neither online nor offline, may
be made without the prior written agreement of Gardner Denver Schopfheim GmbH.
Focus
Dear Reader,
We all entered 2008 with great
expectations. The year commenced
with the conclusion of the Schopfheim
Factory Improvement Project.
We now have well-equipped
operations – operations whose
output has been considerably
raised during the past few months
– and more than anything else,
we were able to markedly reduce
our delivery times. >>

LEAN Project
Naturally there will still be more improvements
once this project has been concluded.
Mr. Schiessle, with the support
of our external expert Greg Lane, has
already got the LEAN Project, which is
to optimize or production procedures,
off to a most successful start.
We must live continuous improvement
You are perhaps asking yourself why we
are concentrating so much on enhancing
processes and procedures. There are, in
fact, three good reasons for this:
• We need to reduce costs of our products
in order to be able to survive in
the face of international competition.
• We need to reduce our stocks of materials
as we want to use our capital to
invest in the future and not to finance
stocks.
• We need to be able to promptly meet
rising demand for our products.
And we should not forget here that simply
placing new machines in production is
not going to bring any results as such.
The challenge lies in mutually developing
new procedures and in thinking lean.
Only then will we be able to make the
most of these new possibilities.
Concrete company targets
We are aware that our employees want
the management team to communicate
concrete targets. Well, on the one hand
there are the targets that apply for corporate
divisions at Gardner Denver and
which either relate to commercial aspects
or issues such as inventory reduction
and worldwide materials procurement.
For the operations in Schopfheim
and Bad Neustadt we have also undertaken
to achieve the following delivery
times by the end of 2009:
• High runners, i.e. products produced
in large numbers, are to be produced
and ready for delivery in 24 hours – i.e.
without resorting to available stocks.
• Repeat products are to be produced
in four to six weeks.
• Special products requiring considerable
adaptation to customer requirements
are to be produced in eight weeks.
Customer satisfaction
In the end these measures serve to provide
our customers with the best-possible
service: with first-class quality products
made available at adequate prices in the
shortest possible delivery times. As well
as providing a competent consulting
service and a customer-oriented After
Sales Service.
New products
We have also made good progress in
developing new products. The focus of
attention has been on four new product
launches over the past few months:
• S-VSI 300 TWISTER screws have now
gone into series production, thanks
to the new production machines for
screws.
• The claw vacuum pump product line is
being rounded off.
• A remarkable number of orders were
placed in the first few months of this
year for the highly efficient G-BH2
VELOCIS side channel blowers.
• Our product line of liquid ring pumps
has been expanded by a model with
high water carryover. The pump is
mainly used in the plastics industry.
Looking into the future, we see the best
markets and opportunities in contact-
focus | August 2008 | 3
free technologies – i.e. S-Series (screw),
C-Series (claw) and G-Series (side channel)
but we will not be neglecting the other
technologies.
A look towards the outside
After having been reorganized, the
European operations are now to a large
extent consolidated and cooperate constructively
in implementing our targets.
Incidentally, we were represented at
more than 50 trade shows during last
year and this year.
Be proud of
your company –
you have good
reason to be.
We are expanding our activities in Asia,
where we see the best chances for
future growth. An increasing need for
high-quality products can be perceived,
and we wish to meet this need, so we are
working hard at meeting stricter quality
requirements.
There has been another organizational
change for the American Blower Division
entity: Gardner Denver Hanover was
recently allocated to the Compressor
Division in order to be able to optimally
utilize the available sales channels of this
corporate division. An extremely close
network of dealers is based in Quincy,
offering our products considerable additional
sales opportunities.
Let me sum up as follows: we have
achieved a great deal and will still become
even better!
Be proud of your company – you have
good reason to be. We are technology
and market leader in many fields. And
be confident in passing on this pride to
customers and suppliers.
Winfried Kaiser
Blower Division Vice President and General Manager

Innovation focus | August 2008 | 4
Innovative.Ground-breaking.
Securing our future.
S-VSI TWISTER and G-BH2 VELOCIS
Technical market leadership is a fundamental
aspect of our corporate philosophy –
and we are once again proving this claim
with the newly developed S-VSI TWISTER
screw vacuum pump. In addition to considerable
efficiency and a final vacuum
of less than 0.1 mbar (abs.), the perfected
screw profile provides maximum volume
flow at high vacuum level.
Maximum volume flow
at high vacuum level
The non-contact operation screw rotors of the
S-VSI TWISTER require no lubrication in the
working area. This means that there are no
costs for disposing of contaminated oil. The
improved screw rotors have a variable lead
progression and are gear-synchronized.
Suction capacity in m 3 /h
Advantages of the new S-VSI TWISTER
screw vacuum pump:
• Short evacuation times
• 0.1 mbar final vacuum
• Low compression heat
• High maximum tolerable water
vapor inlet pressure
• Low noise level
• High suction capacity
• Easy on maintenance
• Highly effective
• Variable number of revolutions possible
• Less waste heat
Robust, durable construction
A long useful life and standard maintenance
as well as compatibility with steam and fluid
are important features of this construction
concept. Noise and vibration levels are
remarkably low.
Vacuum range in mbar (abs.)

Innovation
Innovation
We are opening up new dimensions for this
technology with the G-BH2 VELOCIS
side channel blower. On the basis
of our customers‘ requirement
matrix – shown to us in our
daily work – and free of previous
patterns of thought, we
have come up with a completely
new concept.
G-BH2 VELOCIS
side channel blower
Suction Capacity
G-BH2 G-BH2
0
Vacuum Pressure
Elmo Rietschle side channel blowers show just how reliable they
are every single day; they are virtually maintenance-free in operation
and are also more quiet than nearly any other vacuum pump
or blower. On the basis of the sound know-how of our development
department and of market requirements which have
emerged from numerous, intensive talks with customers, a new
generation of side channel blowers has been created: VELOCIS.
Our customers discover and benefit from new
applications for this technique.
A significantly extended scope of operation opens up completely
new areas for side channel technology – areas hitherto
unknown. Even if until now predominantly rotary lobe vacuum
pumps, claw pumps and dry-running rotary vanes have been
used, more and more customers are convincing themselves
of the advantages offered by VELOCIS.
VELOCIS stands for:
• Reduced life cycle costs
• Unbeatable reliability and sturdiness
• Extremely quiet operation
• 40,000 operating hours
• Quality motors with a wide voltage range
and energy efficiency class 1 (eff1)
• Frequency-controlled operation
up to 100 Hz possible
• Worldwide use (UL CSA-, IEC/EN certified)
• ATEX 94/9 EG
G-Serie Seitenkanal
VELOCIS
Die Revolution des Seitenkanalverdichters
Entdecken Sie die neue Dimension
Sie denken, Seitenkanalverdichter können nur noch in Details
verbessert werden? Dann haben wir eine Überraschung für Sie:
mit dem revolutionären VELOCIS G-BH2 Seitenkanalverdichter
eröffnen wir dieser Technologie eine neue Dimension.
Basierend auf der uns aus der täglichen A rbeit bekannten Anforderungsmatrix
unserer Kunden und losgelöst von bisherigen Denkmustern haben
unsere Entwicklungsingenieure ein völlig neues Konzept entwickelt.
•
•
•
•
•
•
Höchste Gebläse-Effizienz
Optimaler Motorwirkungsgrad mit Eff 1 Qualitätsmotoren
Unerreichte Zuverlässigkeit und Robustheit
Weltweiter Einsatz
Extrem leise im Betrieb
40.000 Betriebsstunden
Performance
The significantly extended area of operation of VELOCIS
opens up completely new applications for side channel blower
technology.
Ansaugvolumenstrom V
0
• Perfekte Logistik
• Termintreue
• Schnelle Reaktionszeiten
• Entwicklung und Produktion
in Deutschland
Elmo Rietschle is a brand of the
Gardner Denver Blower Division
Profi tieren Sie von neuen
Anwendungsbereichen dieser Technik
Der deutlich erweiterte Leistungsbereich eröffnet der Seitenkanaltechnik damit völlig neue Aufgabenfelder,
die bisher undenkbar waren. Auch wenn Sie bisher vorrangig Wälzkolbenpumpen, Klauenpumpen oder
trocken laufende Drehschieber eingesetzt haben – unsere Anwendungsspezialisten beraten Sie gerne, wie
Sie die Vorteile des VELOCIS für sich nutzen können.
Verschleißfrei
Geringe Betriebs- und Energiekosten
Hohe Laufruhe
Sehr niedriger, um bis zu 50%
reduzierter Geräuschpegel dank
Sound Engineering
Unempfindlich gegen Staub und Flusen
Pulsationsfrei
50/60 Hz Spannungsbereichsmotoren
40.000 Betriebsstunden
•
•
•
•
•
•
•
•
Vacuum & Pressure
Leading in excellence
Innovative Prozesslösungen
Egal, ob Sie Schüttgüter pneumatisch transportieren, Abwässer oder technische Bäder belüften,
Werkstücke jeder Art spannen oder manipulieren, industrielle Abfälle aufsaugen oder völlig neue,
innovative Prozessideen realisieren wollen – der VELOCIS G-BH2 von Elmo Rietschle kann die
Lösung sein, nach der Sie gerade suchen.
G-BH2
G-BH2 G-BH2
G-BH2
Unterdruck
Überdruck
Gardner Denver Schopfheim GmbH
Roggenbachstraße 58
79650 Schopfheim · Deutschland
Tel. +49 7622 392-0
Fax +49 7622 392-300
info.sch@de.gardnerdenver.com
Order No.: GDJ:B-PF-100-00-00, Dispo 27803, Printed in Germany, ER 2810/336, 2.5/10-2007, ©2007 All Rights Reserved, HENNIG · Nbg
Gardner Denver Deutschland GmbH
Industriestraße 26
97616 Bad Neustadt · Deutschland
Tel. +49 9771 6888-0
Fax +49 9771 6888-4000
info@de.gardnerdenver.com
focus | August 2008 | 5
How can R&D projects
be improved?
What do R&D engineers do best?
Research and develop. But what do they
spend most of their time doing? Administration
work. This is why – in 2004 –
the Elmo Rietschle R&D team in Bad
Neustadt decided on a new approach
towards their new project for improved
side channel technology. An engineer
who did not belong to the department
was engaged for activities relating to
project management. He monitored
compliance with targets, ensured that
deadlines were always met, organized
meetings and was responsible for the
paperwork. In retrospect, the development
engineers are certain that this
almost doubled their efficiency.
The team also made optimal use of the
finite element method (FEM) and managed
to reduce the numbers of test
machines being built at that time to two
machines by enlarging and reducing
data to result in considerable cuts in
time and cost.
During the course of this project other
synergies resulted when the German
company commenced with having specific
individual components produced
in low-wage countries and joined the
corporate division in Quincy in Fluent, a
simulation software program for workflows
already being used by the company
in America.
On looking back at this successful project,
which fulfilled fundamental aims in
terms of speed, cost, quality and market
success, the Elmo Rietschle R&D team
is convinced that future projects
will all follow the
same pattern.
Five patents submitted
during the development
phase is further proof of
the exceptional work performed
by these engineers.
A report from
R&D Bad Neustadt

Interview
What are customers willing
to spend their money on?
Rainer Schiessle, Director of Operations and Managing
Director in Schopfheim since the beginning of the year,
is pursuing a clear aim to eliminate waste.
Things are moving in production – delivery times
are getting shorter again. Why?
There are several reasons. On the one hand we have
concluded the Factory Improvement Program, which
as we know aimed at speeding up and streamlining
the complex system of production logistics, and on the
other hand some areas have already undergone a procedure
to optimize processes under the „lean“ motto.
What does „lean“ actually mean in this context?
The most important aim is to eliminate waste. Here we
must join together with production employees to work
out how we can completely do away with unnecessary
procedures or at least change them fundamentally.
Typical examples here are insufficient streamlining,
uncoordinated production stages and idle times.
How do we achieve this aim?
To do so, everyone must join forces and take a critical
look at procedures. It is absolutely amazing how
quickly employees involved come up with solutions as
soon as they have grasped the basic idea. During the
past few weeks we have actually already made great
progress – among other things, we got together in a
workshop at weekends and analyzed, reviewed and
re-defined processes in a team. And then immediately
put our ideas into practice.
This was also an issue during Barry
Pennypacker‘s visit?
A slight understatement. In actual fact our new boss is
an absolute specialist here and during his tour around
the production areas in Schopfheim, he showed us
exactly how to go about doing some rethinking.
According to statistics from the Internet, only
about 20% of all the companies in Germany apply
the lean principle. Are we in fact outsiders or simply
faster than all the others?
The answer is quite clear: The others will need to follow
suit if they want to keep their costs under control. What
is really important here is that Gardner Denver will not
only optimize production; all the other areas, including
administration, will learn how we eliminate waste.
Many managers will say that there is definitely no
waste in their field; instead there is sooner a lack
of resources.
The term waste needs to be defined more closely
here. The decisive question we all need to ask is:
„Are customers willing to pay for this?“
The first six months have been accomplished.
Conclusion?
I received a warm welcome everywhere I went and
met committed, active teams with which we will be
laying the foundations for success in future. The task
on hand is big - and very interesting.
Thank you for your time.
Rainer Schiessle

Production
Although the term „lean“ was coined by American authors such as
James Womack and Daniel Jones during the 1980s, „LEAN“ is no American
invention. When the Japanese were defeated in the Second World
War, they had little to re-establish their automobile production industry,
since, unlike Germany, they got no support from external sources. A
virtue was made out of necessity and the Toyota Production System
(TPS), or lean manufacturing, was developed.
It was invented
by the Japanese
The biggest problem was waste
The focus is mainly on eliminating waste. A Japanese version specifies the
following forms of waste in a production environment:
1. Overproduction
Overproduction is when more is
produced than has been scheduled.
Reasons for this may be that there
are too many workers in a shift due
to poor planning for extra shifts, the
establishment of stocks as security
in the event of machine break-downs
or poor production quality.
2. Excessive motion
Unfavorable, unergonomical tool
or workpiece arrangements result
in workers making unnecessary
motions. Long tool movements for
small workpieces processed on
machines that are too big result in
unnecessary machine motions and
may hence also mean that operators
have to wait.
3. Waiting times
Operator or machine waiting times
caused by a lack of material, machine
downtimes as a result of interruptions
and unfavorable processing times:
machine works – worker waits until
he can put in the next workpiece.
4. Transportation
Any kind of transportation – with
a stacker, bicycle, hand elevating
truck, etc. – constitutes waste, since
the workpiece is not brought closer
to its final state; instead only its
position in the factory is moved.
5. Overprocessing (operations
that are excessively time-consuming
and/or unnecessary)
If a drilled hole is deeper than
needed, the component will have
been overprocessed. Frequently
improvements can notably be made
in the area of inspection. Components
are very often simply „overinspected“.
The problem lies in
ascertaining that workers are really
overworking!
6. Large inventory of materials
(in production and/or in raw
material or finished part stocks)
Inventory causes capital expenditure.
Inventory is a direct result of over-production
and “unphased production”.
7. Reworking and rejects
Deficient parts cannot be processed
in the next production step or delivered
to customers. They need to be
reworked, resulting in high production
costs.
Strategy
> Eliminating waste in the
production process
Methods
>
>
>
>
>
Basis:
> Continuous improvement
To sum up:
focus | August 2008 | 7
Synchronizing processes
Standardizing processes
Avoiding mistakes
Improving production facilities
Qualifying and training employees
Workers know their work best.
If product quality is to be enhanced,
process quality will first of all need to
be improved. Only when employees
perceive that the management is interested
in their everyday problems with
processes and actively support them in
solving these problems will they realize
that the aim is actually to consistently
improve processes.
Focusing on results is demotivating.
If a trainer permanently sets the highjump
bar at 2.30 m without letting the
high jumper know how to get over this
height, the high jumper will become
discouraged with his sport and give up.
Process-oriented management is supportive
management.
In Toyota factories, workers are the
most important factor in the process.
It has been understood that investing
in employee qualifications is the most
decisive factor in gaining an edge over
competitors in the battle around quality
and cost. Ongoing process enhancement
means ongoing employee qualification.

Interview
Over the past few weeks, Sales has
once again been reorganized. How
do the employees feel about this?
We‘re flexible in the Sales. And here, too, the
principle is: nothing is more constant than
change.
How do you view the role
of the Sales Division?
Actually, I believe that in the end all the departments
in the company are part of Sales – if
production is too expensive the employees
out in the field will not be able to sell as many
pumps as we need to be able to meet our
targets. Naturally this is somewhat exaggerated,
but I believe that the various areas in the
company are very dependent on one another.
We must work on linking and synchronizing
our activities - and we need to internalize the
fact that we are all in the same boat.
What do you expect from your
employees?
Let me say it once more: it‘s not all about Sales
employees. As the headquarters of the Gardner
Denver Blower Division we have to analyze and
improve each process in the company. There
is an enormous amount of potential that hasn‘t
yet been exploited. My idea is that each of us
carries out his work as though he owned the
company. Assuming responsibility is vital.
Recognizing what is not going well and then
not coming forward is of little help. Remaining
silent means accepting things as they are
against one‘s better knowledge.
focus | August 2008 | 8
Transparency.Speed.Sustainability.
Percy Dengler, Director of Sales in the Blower Division and Managing Director
in Schopfheim and Bad Neustadt, defines key sales issues in the company.
Percy Dengler
We‘ll get there together. We have fantastic
employees and quality products.
You used to work for a purely German
company. What differs most from us,
a company with an American parent?
Basically all companies pursue one goal:
earning enough to secure the future and as
a result also secure jobs. There is a certain
difference in the American fixation on the
quarterly figures that are so vital to investors.
However, for all the major companies worldwide,
structures and instructions from headquarters
have to be complied with. Gardner
Denver has invested an enormous amount
here in Germany and this naturally gives rise
to expectations.
What would you like to see your
colleagues doing?
The three big „C‘s“: communication, customer
orientation and cost awareness. We
must develop a corporate culture of cooperation;
we must realize that in the end it is the
customer who pays our salary and everyone
can contribute by taking a critical look at the
processes in which he is involved in order
to reduce waste. Waste is understood here
in the sense of „lean“ – Mr. Schiessle gave
details of this on the preceding pages.
Closing words?
We‘ll get there together. We have fantastic
employees and quality products. The market
is still bigger than we are – and all of this
creates an excellent basis for a bright future.

International
Outsiders taking a look at a photo of the
plant in Wuxi would hardly think that it
is a factory located in provincial China.
The large, modern building made of
glass, stainless steel and stone is used
by both the Thomas Products Division
and the Blower Division.
More than 200 employees work on an
area covering more than 12,000 m².
The standard of education of our Chinese
employees far exceeds the average
– more than half of them have a
college or university degree.
Thomas Products utilize about 2/3
of the available space. The remaining
space is currently set up for Ruey
Chaang (RC) side channel blower production.
Products have been supplied
to customers from this factory since
the end of 2007.
The RC products originally came
from Taiwan; under the name of Ruey
Chaang they have earned a good
reputation on the Asian market since
1997. The company was taken over by
Rietschle Thomas in 2003 and since
being acquired by Gardner Denver it
has been the second Blower Division
brand.
Independent brand
The market strategy for RC products
clearly distinguishes them from
Neustadt products: the blowers are
to be found in the middle segment in
terms of quality and price and are sold
exclusively to Asian-Pacific and American
markets. Sales channels are also
separate.
The brand has its own logo, its own
brochures and will soon also have
its own website. RC is marketed as
a Gardner Denver product; no reference
is made to Elmo Rietschle in the
records.
Wolfgang Kriesten, Director of Marketing
for the Blower Division, on how
the two brands are oriented: „Elmo
Rietschle is the premium brand and
is to retain this position with the corresponding
features: first-class quality
and delivery reliability, technological
market leadership, absolute dependability
and development of special
solutions in cooperation with customers.
This means that we fully meet
requirements, in particular those of
our European customers. Asia is different.
The market segment for premium
products is still small. It is mainly
standard solutions that are sought,
since our Asian customers cannot buy
in Europe due to the market structure
in Asia. So in order to be successful in
Asia we have to offer products to meet
these specific requirements. The considerable
share of the market held by
Ruey Chaang products in Asia is proof
of this success.“
focus | August 2008 | 9
Ni hao Wuxi -
Hello Wuxi
In addition to Schopfheim
and Bad Neustadt, the
Blower Division also has
a production plant in the
People‘s Republic of China,
where RC (Ruey Chaang)
blowers are produced.

Material for the stands
Pre-cut for the stands
Apprentices from the Schopfheim trainin
Major projects are currently under way
in our training department. This means
that several projects are concentrated
in one major project. All the projects are
set up in Johann-Sutter-Straße in Schopfheim
(assembly for two-shaft machines).
The apprentices currently in the training
department are all involved in this work.
• 6 tool cars
• 2 spray booths
• 12 tote box pallets
• 8 tables for ZEPHYR machines
• 8 mounting devices for
assembling ZEPHYR machines
Here, for example, is one of the projects, the
assembly jig. Conducting a project of this type
has been a huge challenge. Several assembly
jigs have already been planned and also produced
here in the training department. These
projects must of course also be approved by
the management. It all takes a long time –
starting with an idea, then through the planning
stage to completion. We had to make plans,
produce drawings on our CAD system, look
for a helical geared brake motor in a catalog
to move and „hold“ a weight of 600 kg. And
not to forget, the accident prevention and
occupational safety regulations for these
devices and their operators. Our treacher
Mr. Trinler regularly reminds us of these and
naturally gives us relevant training. We were
then able to order the required parts through
the Purchase Division with the respective
project number. These included steel plates,
steel shafts, thrust bearings, grooved ball
bearings, square pipes, a frequency converter,
a switch box for operation, electrodes,
grinding wheels, screws, nuts, etc.
Once our orders had arrived we commenced
with production. We pierced, turned, milled,
welded, drilled, rubbed, screwed, pinned,
mounted and tested the steel plates. The electrical
components were naturally produced
by our electricians. After everything had been
tested and accepted, the machine was painted
in the paint shop and then erected at its place
of destination in the displacer assembly plant
in Johann-Sutter-Straße in Schopfheim.

g department report
Various examinations passed
All the apprentices learning a trade in the
fourth year of training passed their exams.
Two of them, Fabian Caldarera and Simon
Zimmermann, are tool engineering technicians.
Jessica Winter and Fabrizio De Simone,
Stefan Leber, Maximillian Schweiger, Manuel
Göbel and Markus Kohls passed the examination
to qualify as industrial mechanics.
They were all offered an employment contract,
but one of them had accepted a job in another
operation.
Welding
Tool trolley
Sascha Dreher passed the exam to qualify as
a Master of Technical Management and Marc
Stocker qualified as a technician specializing
in electrical engineering.
All four commercial apprentices passed their
exam. They are Nicole Arnold, Julia Schmidt,
Anja Wunderle and Björn Heinzler.
Left to right: Fabrizio De Simone, Maximillian Schweiger,
Manuel Göbel, Jessica Winter, Simon Zimmermann, Stefan
Leber, Sascha Dreher, Training Supervisor Fritz Trinler and
Marc Stocker. Fabian Caldarera and Markus Kohls are not
on the photo.
Spray booth
Sascha Dreher and
Marc Stocker
Left to right:
Julia Schmidt, Björn
Heinzler, Anja Wunderle
and Nicole Arnold

Successful projects
The comprehensive FIP Project was
launched in April 2006 with the relocation
activities of Wittig Transport business to
Bradford in England. Two years later, after
completion of the electrical installations in
the new research lab, the project was finally
concluded at the end of March 2008.
Johann-Sutter-Straße
Assembly of the first twin-shaft machines
was commenced here in January 2007. After
further comprehensive structural alterations
and moving work, mechanical production
commenced with processing of the first cast
parts around mid-2007. Guided by the principles
of lean manufacturing, pre-requisites
for a smooth, streamlined material flow for
the production of twin-shaft machines (PD II)
were realized in Johann-Sutter-Straße. Full
procedures for operative procurement, production,
assembly, test stands, paint shop
and dispatch for the twin-shaft machines are
all located in a single block of buildings. The
service division, apart from the repair section,
was also relocated to Johann-Sutter-
Straße. The PD II works management, the
service offices and the Industrial Engineering
Division are all accommodated on the office
floor, renovated to create a congenial working
atmosphere.
Roggenbachstraße
Comprehensive building measures and
moving activities also commenced in the
Roggenbachstraße in the spring of 2007
with the relocation of processing centers.
Combining mechanical production and the
assembly of single-shaft machines (PD I) in
one part of the building (Eastern Hall) created
ideal conditions for lean manufacturing.
focus | August 2008 | 12
Factory Improvement Project (FIP)
Project Manager Friedrich Justen, DEng., outlines the final results of the project.
Friedrich Justen, Doctor of Engineering
Factory Improvement Project (FIP)
Project Manager
Formerly GF Wittig
Project launch: April 2006
to March 2007 Integration Manager
since 1 March 2007 Engineering Director
from 1 April 2007 to 30 September 2007
Submitted the FIP Project
As in Johann-Sutter-Straße, procurement,
production, assembly, test stands, painting
and dispatch will all be concentrated in
a single building here. The lab moved from
the basement to the first floor of Western Hall,
which used to house the processing centers.
A new, spacious development lab for displacers
was set up here.
Some of the office divisions were also
affected. The Finance/Controlling departments
are now on the second floor of the
blower production facility in Grienmatt. The
Purchase Department now occupies the former
offices of the Finance/Controlling Department
in Roggenbachstrasse, and the Commercial
Dispatch Department moved to the
premises formerly occupied by the Purchase
Department. This castling has enabled the
QM/QS Department to jointly use the former
office of the Dispatch Department. The
entire Engineering Department for displacers
is now located on the 3rd and 4th floors in
the Roggenbachstraße. The staff council
changed sides in the shift, from the railway
to the road side. Only Human Ressources
remained where it has always been.
Grienmatt
In Grienmatt, in the systems area (casting
building), the Wittig systems were integrated
into the assembly and the office premises.
Medical technology assembly from France
was also integrated here.
AirCenter assembly has been moved from
the casting building to the blower production
facility. The PLZ AirCenter and the dynamic
type machines were combined and moved to
the former lab.
In the L-shaped building in Grienmatt, offices
for corporate employees were made available
on the 2nd floor in the former customer
service offices. A showroom was also established
here. During the course of this year the
archives distributed until now from Schopfheim
are to be combined to a central archive
on this floor.

Trade Show
2008 Trade Show Update
Current trade show dates at a glance
Country Trade Show Place Date Industry
Blower Division Europe 2008
Czech Republic MSV Brno Brno 15.09. - 19.09. Mechanical Engineering
Denmark Ajour Odense 29.11. - 30.11. Industrial Trade Show
France CFIA 2008 Rennes 11.03. - 13.03.
Agricultural Technology
and Foods
HOPITAL EXPO Paris 27.05. - 30.05. Medical Technology
EMBALLAGE Paris 17.11. - 21.11. Packaging
POLLUTEC Lyon 02.12. - 05.12. Environmental Technology
Germany Interpack Duesseldorf 24.04. - 30.04. Packaging
IFAT Munich 05.05. - 09.05. Environmental Technology
Drupa Duesseldorf 29.05. - 11.06. Printing and Paper
Powtech Nuremberg 30.09. - 02.10. Process Engineering
Glasstec Duesseldorf 21.10. - 25.10. Glass Industry
Italy Xylexpo Milan 27.05. - 31.05. Wood Industry
Netherlands Techni-Show Utrecht 11.03. - 15.03. General Industrial
Slovakia MSV Nitra Nitra 22.05. - 25.05. Engineering
North America 2008
USA Grapics Miami,FL 28.02. - 01-03. Printing Industry
TCEQ Austin, TX 29.04. - 01.05. Environmental Technology
IWF Atlanta, GA 20.08. - 23.08. Wood Processing
WEFTEC Chicago, IL 18.10. - 22.10. Environmental Technology
PACK EXPO Chicago, IL 09.11. - 13.11. Packaging
Blower Division Asia Pacific 2008
China Packtech Shanghai May 2008 Food Packaging
ChinaPlas Shanghai 17.04. - 20.04. Plastics Industry
India Glass World Expo Mumbai 08.01. - 09.01. Glass Industry
focus | August 2008 | 13

Elmo Rietschle ONLINE
The homepage shows an animation
of the seven technologies
that are at the center
of Elmo Rietschle business.
The symbols show a technically
accurate presentation
of the functional principle.
In April 2008 the new homepage of Elmo
Rietschle went online. Clear, functional and
with comprehensive information on the company
and its extensive product range, the portal
offers everything that may be of interest to
customers, employees and distributors.
focus | August 2008 | 14
www.gd-elmorietschle.com
Attractive.Informative.Comprehensive.
The new Elmo Rietschle website
The independent Elmo Rietschle brand presents itself in the Internet
There are no simple drop-down windows on the website.
Visually attractive selection pages serve as a guide instead.
The website will also be available in the German,
French, Italian and Chinese languages.
Statistical evaluations show that we have
almost 600 visitors every day and that these
visitors take a look at an above-average number
of pages. Why not take a look yourself –
there‘s a lot waiting to be discovered!
Our branch locations can be selected on an interactive world
map with the „worldwide“ icon.

Communications
Vacuum and Pressure
for Applications in the Plastics Industry
Calibration
The thermoplastic molten tube leaving the machine is cooled and,
if necessary, calibrated under press quenching with the help of
vacuum pumps.
Plastic welding
The hot air that is needed for welding is heated to between 200° to
300°C using heating cartridges and is accelerated to a high velocity
using a blower.
EPS foaming
Using a side channel blower, pre-expanded polystyrene balls are blown
into a mold where steam is then applied. At final polymerization, the balls
are cured into the molded component. To ensure that the molded components
do not lose their shape when removed from the mold, they must be
cooled with water. With the vacuum pumps, the water vaporizes in a flash.
Extruder degasification
Vacuum pumps remove air pockets and moisture from the melted plastic
mass. They extract all of the low-molecule substances, ensuring
optimal quality: smooth surfaces, greater strength, better insulation
capabilities and a lower outgassing rate.
Granulate conveying
Plastic molding presses / extruders are automatically loaded with the
help of our blowers or vacuum pumps. For this purpose, a vacuum is
produced in the material container. The granulate is conveyed through
the air in the tube.
Contact-free plastic film redirection
Continuous plastic sheets and films are redirected contact-free with air
that is applied on turning bars.
Vinyl chloride gas extraction and compression
When the PVC is produced, liquid vinyl chloride is pressurized to polymerization
in the autoclave and polymerized PVC is formed.
The gaseous monomers that are produced as a result are pumped,
compressed and liquefied under vacuum.
Cooling & drying extruder products
The hot plastic material that is discharged from the extruder must be
cooled down quickly. This is done using blast air or by cooling the
material in a water bath, followed by a drying process.
Deaeration of rubber components / evacuation
In production stations that manufacture rubber components, vacuum
is used for evacuating from the die cast mold thereby preventing the
formation of air pockets and accelerating the rubber mass.
Gluing plastic parts
In the production of glued composite materials, panels are secured to
each other with an adhesive and pressed into a sheet. The sheet sack is
evacuated for this purpose, so that the atmospheric pressure can produce
the required compression.
They‘ll attract
attention.For sure.
New brochures for products and applications
Getting 36 brochures ready for printing
all at once - this is a real Herculean
task that Marketing Communication
employees have faced over the past
few weeks. Before they can commence
with the composition,
photos need to
be taken, texts written
and technical data clarified.
Nothing goes without
cooperation with
other departments such
as Product Management
or Technical Documentation
and applications specialists
have to present the most
important applications and
the corresponding technologies.
Employees in the Sales
Department help to get permission
to take photographs from
current customers in order to also
show our products in application.
Once the basic layout has been decided,
initial drafts are reviewed several
times, edited and then translated into
various foreign languages. There is
a separate version with US units for
the American market.
The most nerve-racking phase is the
final print approval for more than 300
pages of text.
Elmo Rietschle. Leading the Field.
Now we‘ve managed and have the following
documents available in several
languages:
Why Elmo Rietschle?
F-Series Radial
From our point of view, of course, we see many reasons why you
should work with our company for your vacuum and pressure
application products:
• Our long history of product and application know-how
• Precise knowledge of processes in environmental engineering
• High quality products
• A global service network with on-site support
• Knowledgeable, personal consultation from our engineers
• Unmatched range of vacuum and pressure technologies
But that is not enough from your point of view – your expectations
are higher. And rightly so. The decisions you make regarding partners
with whom you want to work also depend on whether the following
value-added parameters are fulfilled:
• Fair market pricing
• Competitive operating costs
• Environmental compatibility and durability
• On-time delivery
• Low maintenance costs
• Competent after-sales service
Only after all of these prerequisites and requirements have been met
can you be sure that you have made the right decision.
With vacuum pumps and compressors from Elmo Rietschle, you acquire
more than “just” a first class product that precisely fits your needs –
you have a solution. Once that is done, you do not have to worry about
our pumps and compressors for the time being – we keep our promises.
Take our word.
Peace of Mind.
Series flyers
• F-Series Radial
• G-Series Side channel
• L-Series Liquid ring (monoblock)
• L-Series Liquid ring (compact)
• V-Series Rotary vane (oil lubricated)
• V-Series Rotary vane (dry running)
• R-Series Rotary lobe
• C-Series Claw
• S-Series Screw
Application flyers
• Plastics
• Environmental Engineering
• Printing and Paper
• Non-Food Packaging
G-Series Side Channel
L-Series Liquid Ring
V-Series Rotary Vane
C-Series Claw
S-Series Screw
Comprehensive flyers
on all technologies
F-Series Radial G-Series Side Channel
V-Series
Oil Lubricated Rotary Vane
V-Series
Dry Running Rotary Vane
C-Series Claw S-Series Screw
Application flyers for our
most important markets
Vacuum and Pressure Solutions
for the Plastics Industry
Vacuum and Pressure Solutions
for Non-Food Packaging
Air Supply for the
Printing and Paper Industry

Jubilees and jubilarians
in Schopfheim
We congratulate all those celebrating a jubilee. You can look back on
long years of faithful service to the company. We wish you happiness,
health and all the best.
P.S. The next issue will present jubilarians from the other locations
– we did not forget you!
2007
2008
45 Years
May
Gerhard Bechtel
Hansjörg Würger
40 Years
August
Egon Kurz
Eugen Sutter
25 Years
May
Dietmar Schöpflin
August
Klaus Rünzi
Matthias Kaps
Günther Greiner
Rainer Lienin
September
Jochen Kehlert
Thomas Spiering
40 Years
May
Heinz Pfeifer
August
Dieter Moser
Kurt Brombacher
October
Walter Meier
25 Years
June
Francesco Paternostro
August
Martin Grether
Jorgen Grässlin
Detlef Vogt
10 Years
February
Alexander Rerich
Jakob Maj
April
Peter Schwald
July
Nikolai Jesse
August
Michael Schulz
September
Juri Schledowetz
Björn Schawaller
Matthias Roser
Bernd Maier-Seider
Sandra Kiefer
Johannes Glatt
Rafael Frech
Rainer Brutschin
September
Bernhard Burger
Andreas Wasmer
Claudia Posovszky-
Pichler
Pietro Landolina
Ralf Richert
October
Pietro D‘Amico
December
Ottmar Gerspacher
10 Years
July
Dr. Norbert Aust