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Steel Steel Excellence Management Manual
Steel
Steel ExcellenceManagement Manual
Contents006 Excellence at thyssenkrupp Steel Europe AG 008 Company 010 Organization 012 Process landscape 014 Management system 016 Communications 018 Further information
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thyssenkrupp Steel Europe, a technology group within thyssenkrupp AG, a company possessing high competencies in materials.
Competence and diversity, global reach, and tradition form the basis of our worldwide market leadership. We create value for customers, employees and shareholders.
We meet the challenges of tomorrow with our customers.
We are customer-focused. We develop innovative products and services that create sustainable infrastructures and promote efficient use of resources.
We hold ourselves to the highest standards.
We engage as entrepreneurs, with confidence, a passion to per-form, and courage, aiming to be best in class. This is based on the dedication and performance of every team member. Emplo-yee development is especially important. Employee health and workplace safety have top priority.
We share common values. We serve the interests of the Group. Our interactions are based on transparency and mutual respect. Integrity, credibility, reliabi- lity and consistency define everything we do. Compliance is a must. We are a responsible corporate citizen.
Executive Board, November 2017
Andreas J. Goss Premal A. DesaiCEO CFO
Dr. Heribert R. Fischer Dr. Arndt Köfler Thomas SchlenzCTO CTO CHRO
thyssenkrupp Steel Europe AG is a modern, future-oriented company.
We seek to drive our organizational devel-opment towards business excellence and at the same time to certify our management system to the international standards DIN EN ISO 9001, ISO TS 16949, DIN EN ISO 14001, DIN EN ISO 50001, BS OSHAS 18001 while naturally fulfilling the requirements of our customers.
This manual describes how the instruments and methods of thyssenkrupp Steel Europe excellence systems work together syste-matically. It is valid for the entire company at our sites in Duisburg, Bochum, Dortmund, Kreuztal, Finnentrop and Puerto Sagunto
(Valencia) as well as for all documented processes at the company.
Our targets and principles are clearly defined in our Mission Statement and together with quality, environmental, energy, information security, and health and safety policies chart the path to our future.
Furthermore, certifications and accredita-tions exist for special areas (e.g. for labo-ratories to DIN EN ISO IEC 17025, power supply networks to ISO/IEC 27001, fire protection to DIN 14675, and waste dispo-sal to EfbV).
Excellence at thyssenkrupp Steel Europe AG
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mation security at our company. We see this as our contribution to reducing harmful emissions, conserving resources, and pro-tecting nature. Occupational health and safety, security, and emergency procedu-res are all firmly entrenched in our daily routine, taking technical, economic, and social factors into account. Prevention, e.g. measures to maintain safety and health, is a key priority.
thyssenkrupp business area Steel is conti-nuously evolving to optimize its efficiency. This comprises all technical and human resources as well as our organizational structure. Specific milestones are defined for our company based on the documented targets.
The focus here lies on market segments with above-average growth potential as well as on steel applications where our pro-ducts enjoy a quality lead.
Our customer centric mindset is reflected in the punctual delivery of high quality pro-ducts. Innovation and close cooperation with our customers and other stakeholders are decisive elements of our future stra-tegy. New steel grades open up unforeseen opportunities. Successful engagement as a company in the interests of value oriented sustainable management means creating value, not consuming it.
tkVA (thyssenkrupp Value Added) and BCF (Business Cash Flow) are central control parameters for entrepreneurial assess-ments and decisions.
Our actions are based on clearly defined economic parameters, our customer and service orientation as well as the individual efforts of our employees and the develop-ment of their potential.
The responsible use of material resources and intangible corporate assets is an inte-gral part of our corporate culture. Our employ-ees take a responsible approach to the infor-mation and supporting resources such as IT systems which are employed in their working environment.
We are committed to continuously improving the quality of our processes and products as well as to achieving optimal energy effi-ciency, environmental protection, and infor-
Excellence at thyssenkrupp Steel Europe AG
Steel Excellence, Management Manual 7
thyssenkrupp’s Steel division manufactures flat products in quality steel and is a part of the worldwide tk group.
The properties and specifications of all our products are tailored to each customer’s requirements. In addition to basic materi-als such as sheets and coils, we manufac-ture a variety of products all along the value chain which exactly the intended application.
Company
Our product range includes:
• Heavy plate• Hot-rolled strip• Uncoated cold-rolled strip• Electrolytically coated cold-rolled strip• Hot-dip cold-rolled strip• Organic-coated cold-rolled strip• Electrical steel strip
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One important market is the automotive industry, which utilizes our quality steels in the production of passenger cars and commercial vehicles. Hot-rolled strip is processed into GV frameworks or wheels, for instance, and cold-rolled strip into car bodies. Our high-strength steels and the InCar plus project are just two examples of innovative developments to promote weight saving in automobiles. Our coated steels are used, among other things, in house-hold appliances and in the construction industry as well as in food and beverage packaging or in products for the chemical industry such as aerosol or paint cans.
Highly resistant and wear-resistant steels round off our product range. They are often found in the construction industry or in the manufacture of construction vehicles. The quality and efficient use of resources is ensured by controlled processes, modern computer technologies and not least the continuous qualification of our staff. Com-prehensive tests are carried out during the production processes as part of our qua-lity assurance policy, and the results can be made available to our customers on request. We attach great importance to environmental and climate protection. Environmental compatibility is a top priority in steel development today.
Production sites of thyssenkrupp Steel EuropeAdditional site at Puerto de Sagunto in Valencia, Spain (thyssenkrupp Galmed)
Main production site
Additional production site
Numerous applications for steel in the rene-wable energy sector such as wind, hydro-electric, or photovoltaic power underline the crucial role played by steel solutions in the fight against global warming.
Steel Excellence, Management Manual 9
Motivated and highly qualified employees are the key to our success.
The customer and team organization form the framework within which our staff can apply their efforts effectively to the benefit of both the company and our customers. They profit from on-the-job training as well as internal and external development measures.
The relevant functions for the entire com-pany are allocated to 19 Functional Areas and 13 Business Units (BU). The BUs are divided into seven Market BUs, five Pro-duction BUs, and one Logistics BU, each of which is led by its own management team. Thanks to this lean organization, all processes interact directly in the value chain to improve our responsiveness and our flexibility.
Organization
Our company structure is con-sistently aligned to the require-ments of our stakeholders.
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Our sales and production staff are familiar with the requirements of our stakeholders and communicate them to the members of their teams. Together with Quality Manage-ment, they validate customer-specific requi-rements and integrate the output into our corporate processes. BA functions are res-ponsible for overall optimization and cont-rol. This includes quality management, infor-mation technology, environmental and climate protection, sustainability, health
Business allocation plan for Business Area Steel Europe
Business Units
ProfitCenters
Market BUs
BA Steel EuropeAs of Oct 1st, 2016
SE-AM
SE-ES
SE-HP
SE-ID
SE-PR
SE-PS
SE-SP
SE-LG
SE-CC
SE-HR
SE-SL
CG
CR
ST
HM
CEO CEO
CEO CFO CHRO CTO CEO
CEO CFO CHRO CTO CEO
HKM (50% consolidated) Tagal (50%)
SE/COM
SE/COP
SE/ECS
CO/LEX-SE
SE/SAS
SE/SMD
SE/BEX
SE/CAR
CO/CPL-SE
SE/ITM
SE/PSM
SE/SPI
SE/OSH
SE/HRD
SE/PLS
SE/QUM
SE/TIS
SE/TSE
SE/tkPS
Strategic holdings
Function
CostCenters
Logistics BU
Production BUs
and safety as well as technical services and energy. Our research and develop-ment activities are focused on products and production methods for today and tomorrow.
We endeavor to optimize existing products and processes while designing new, environ-mentally friendly, energy efficient and safe alternatives. To this end, highly qualified engineers and scientists work together in
a project oriented manner supported by the latest pilot and testing facilities.
Steel Excellence, Management Manual 11
A complex company can best be described through its processes.
The presentation of the company in a pro-cess model enables the interaction of its functions to be depicted with a high level of transparency.
The core processes of thyssenkrupp Steel Europe are strengthened by supporting processes. Control and development are achieved by management processes. The original purpose of company development, production, and delivery are mapped at customer level. This is where Steel’s core competencies lie. The quality of these pro-cesses directly determine customer satis-faction. In the center is production with a
defined sequence of production processes including planning and control.
The support level comprises all activities which are essential to ensure that custo-mer processes fulfill their functions and create the necessary framework for sus-tainable business. They include processes linked to raw material purchasing, energy and materials management, logistics, tech-nical services, environmental and climate protection, sustainability, health, safety and IT. Plant maintenance and continuing pro-fesssional development are also positioned on this level.
Process landscape
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• First pass yield• Reworking• Delivery reliability • Customer complaints• Lead times• Inventory• Overall equipment effectiveness
• Utilization rate• Accident rate• Overtime • Absenteeism• Suggestions for improvements• Energy performance• Fresh water consumption• Waste disposal
The processes are controlled by means of key performance indicators, such as:
Management processes are characterized by the tasks they represent, thus securing the long term success of the Business Area Steel. Trend-setting policy decisions are made here, for example management pro-cesses relating to corporate strategy, finance and human resources.
Management initiatives are drivers of con-tinuous improvement processes within the scope of Steel Excellence. These key processes are shown together with their sequences, interfaces and interdepen-dencies and marked with their respective KPIs and targets.
We make use of important, certified mana-gement systems in quality assurance, environmental protection, energy perfor-mance, occupational safety, information security, data protection, and health to secure the interactions between processes.
2 Control
stakeholders
3 Control finance
5 Control
continuous improvement
processes
Management Processes
Support Processes
Core Processes
4 Control human
resources
1 Control
corporate strategy
6 Develop products
7 Sell
products
8 Plan
products
9 Manufacture
products
10 Supply
products
11 Procure
materials and services
12 Ensure
production capability
13 Plan and
operate IT
14Realize internal logistics
15 Ensure safety,
health, and environmental
protection
Process model of thyssenkrupp Steel Europe
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The self-image of thyssenkrupp Steel Europe is described in the company’s mission statement.
This image forms the basis of our sustain-able management policy. The structure of our certified system to international stan-dards is documented in this manual and described in more detail in Regulation Estab-lishment and Function of the Steel Excel-lence Management System.
Guidelines and instructions can be found in the thyssenkrupp Document Desk. Spe-cial manuals also exist for accredited labora-tories and for the certified information secu-rity management system within the scope of the electricity networks. The processes
and system requirements are controlled and monitored by a team led by the management system officer together with the manage-ment partners in the functional areas and the business units as well as the officers for the individual management systems (qua-lity, environment, information security, energy, occupational health and safety, plant safety, and emergency services).
Detailed work instructions are the tools for each member of staff to carry out their respective tasks. Our employees are qua-lified, motivated, and provided with appro-priate awareness through training programs as well as team and shift meetings, at which training requirements are regularly deter-mined.
Essential know-how as a resource for ach-ieving company targets is organized by
Management system
Mission Statement
Management Policy
Excellence Management Manual
Regulations,Operating Instructions
SupportingDocuments
Leve
l of d
etai
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An innovative and global company needs a modern structure in order to work effectively.
audits are conducted separately within the framework of information security manage-ment. These serve to identify risks and faults and thus introduce improvements at an early stage. The company’s management sys-tems are evaluated by the Executive Board on the basis of an annual report drawn up by the respective officers. This is prepared using reports and data analyses drawn up by the respective business area.
Optimization as a continuous process
Against the background of ever higher sta-keholder requirements as well as keen com-petition and stricter legal regulations, the success of our company can only be secu-red in the long term if our products and processes are continuously developed and improved with respect to quality, environ-mental protection, energy efficiency, infor-mation security, occupational safety, health, and employee motivation. The introduc-tion of a customer and process-oriented team organization reflects the path which thyssenkrupp Steel Europe will be taking in the future.
Leading a team with defined objectives in line with those of the company facilitates a permanent self-motivation process of improvement, thereby leaving room for innovation and ideas. The constant moni-toring of achievements is supported by efficient information systems which pre-pare and provide both internal and custo-mer related data. Steel uses a number of instruments to leverage and develop the potential of the various processes at all levels of the company.
The improvement of our processes and products requires the involvement of our suppliers and service contractors. These are selected and monitored according to fixed criteria and, where possible, integra-ted in product, process, and resource improvements.
Human Resources and by the management in all functional areas and business units.
Both electronic and printed documentation exists. Legal requirements are continuously determined and provided to employees in a legal register covering environmental and energy aspects. The environmental, safety, energy, and information security aspects as well as their determination, assessment, and monitoring are described in a separate, special document for environmentally and/or energy relevant plants. These aspects are not communicated externally.
Regular internal audits are carried out in order to improve the management systems and their processes. Process and system audits are generally combined for this pur-pose covering quality, environmental, energy and occupational safety aspects. Internal
Management system
• Knowledge management and learning organization.• Knowledge management and technical information center.
Organizational areas for knowledge management.
Steel Excellence, Management Manual 15
Our Communications department controls and organizes the communication activities of Business Area Steel.
Five different functions - External Commu-nications, Internal Communications, Brand & Marketing Communications, Change Mana-gement, and Governmental & Corporate Affairs together with Board & Back Office ensure efficient and consistent communi-cation throughout the Steel Business Area in close cooperation with one another.
External public relations involves answering questions from the press, researching and preparing topics for various communication
channels, writing texts and speeches, and holding press conferences.
A further task is the dialog with the general public, particularly in our own neighbor-hood. This includes organizing plant tours (Visitor Center), supporting local political activities, initiatives and charitable organi-zations, as well as carrying out PR measu-res. Internal Communications is responsible for all communications with employees within the Business Area. Printed media, our in-house magazine “We”, posters, bill-boards, flyers, and digital products are all dialog oriented. Various dialog events are provided for management and staff. An annual employee event, which could aptly be described as ‘infotainment’ is among the highlights. Some formats are regular while other events are ad hoc.
Communications
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mentation of the brand’s intrinsic promise and our corporate design throughout the Business Area. The coordination of mar-keting communications with the sales de-partments is another focal issue. This inclu-des the development of targeted campa-igns linked to active marketing, customer communications, and image enhancement.
The development of technical and content improvements to the website, online adverti-sing, social media, printed publications, exhi-bitions, customer events, customer mailings etc. are other activities. The corporate and marketing strategy of the Steel Business Area and thyssenkrupp AG remains the basis for all customer communications.
The Governmental Affairs department coor-dinates monitoring and processing of poli-tical issues related to steel as well as public relations for political stakeholders on a European, national, and local level. It also supports Executive Board appointments within the framework of organizational activities, e.g. trade association ‘Stahl’, EUROFER and worldsteel.
The Executive Board & Back Office Steel, with an interface to COM-GC, control and coordinate Supervisory and Executive Board processes of the Steel Business Area and assume support functions associated with the Executive Board.
These include developing and control-ling a CSR strategy in coordination with thyssenkrupp AG (with social, environ-mental, and economic aspects within the framework of social responsibility) and controlling internal governance (domestic law) in relation to binding documents (poli-cies, regulations, operating instructions).
Change processes at the company are coor-dinated and monitored by the change mana-gement team. Change requirements are discussed and agreed within the frame-work of One Steel. The change team works closely with the Strategy, Markets & Devel-opment and Human Resources Function Areas for this purpose. A network of change managers in the Business Units and Func-tional Areas represents the first point of contact regarding change processes.
Brand and Marketing Communications ensure a uniform brand and market com-munication strategy for the Steel Business Area and its Business Units and Functio-nal Areas.
One essential element here is our strate-gic brand leadership as well as the imple-
Communications
Information for the press and the general public as well as the dialog with employees, customers, and stakeholders is also an integral part of communications.
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Further information
Management system in generalMission StatementCompany organizationCompany structureProfessional organizationPolicies, regulations, operating instructionsProduction plantsCertificates
Environment and energyEnvironment and climate protectionTechnical services and energyDocuments, special plant-specific environmental and energy aspectsEnvironment and energy targetsPlant safetySafety management according to the German Hazardous Incident Ordinance
QualityElectronic information systemsthyssenkrupp Steel Order and Materials Information System
Occupational and health safetySafety at workPlant safety (failure management)Health
Information securityIT security portalPlant security
ecurity PortalPlant security
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Contact
Management System [email protected]
Quality [email protected]
Environmental [email protected]
Energy [email protected]
Occupational Health & Safety [email protected]
Safety Management (German Hazardous Incidents Ordinance)[email protected]
Information Security [email protected]
Author: Dr. Hans-Joachim Krautwald(Management System Officer)
Steel Excellence, Management Manual 19
Steel
thyssenkrupp Steel Europe AG Kaiser-Wilhelm-Straße 100 47166 Duisburg Germany T: +49 203 52 - 0 F: +49 203 52 - 25102 www.thyssenkrupp-steel.com [email protected]
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