Future Aluminium Forum 2019

� CONFERENCE PROGRAMME � EXHIBITOR & SPEAKER PROFILES � DIGITAL MANUFACTURING FEATURES www.futurealuminiumforum.com

In association with:

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Standards change.

The next standard in smart plant automation.

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T E C H N O L O G I E S

www.quantillion.io

05/04/2019 08:13:00

WELCOME

Welcome to the second edition of the Future Aluminium Forum, this time held in beautiful Warsaw, Poland.

As I write this, the server in our office has gone down, emails are out of action and we are all a bit stuck as to what we can do that doesn’t involve or rely on computers or technology. Slightly more serious is the news that Norsk Hydro became the victim of a ransom cyber attack, which sounds like it was more than just our IT Guy spilling his coffee on the keyboard...

Cyber security is something we touched on at the last Forum and will be the topic of a dedicated workshop looking at the evolving nature of cyber threats for the aluminium sector. It is an issue that plant manufacturers and the industry needs to be aware of, but there still remains a lot of uncertainty about how best to protect data and keep information and workers safe. Hopefully we can provide some answers.

This year’s Future Aluminium Forum is moving forward from introducing Industry 4.0 as something aluminium manufacturers need to take note of and will instead highlight case studies across the value chain where smarter technologies and digitalisation is already in action.

As an industry, we need to work together to develop a strategic approach to digital manufacturing and it is my hope that the Future Aluminium Forum provides this platform for discussion and development.

We have a host of expert speakers waiting in the wings to present how their companies are making steps towards digital manufacturing and the challenges they have faced or overcome. I hope you have an interesting and enjoyable couple of days!

Nadine Bloxsome Editor, Aluminium International Today & Programme Director Aluminium International Today

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CONTENTS

� CONFERENCE PROGRAMME � EXHIBITOR & SPEAKER PROFILES � DIGITAL MANUFACTURING FEATURES www.futurealuminiumforum.com

In association with:

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Welcome by Nadine Bloxsome

EDITORIAL/PRODUCTION Editor & Programme Director Nadine Bloxsome +44 1737 855115 nadinebloxsome@quartzltd.com

4

Industry 4.0 in the News

Production Editor Annie Baker

7

Future Aluminium Forum Conference Programme

Advertisement Production Martin Lawrence

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Speaker Biographies

SALES Sales Manager Nathan Jupp +44 1737 855027 nathanjupp@quartzltd.com

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Exhibitor Profiles

Sales Director Ken Clark +44 1737 855117 kenclark@quartzltd.com

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‘Meeting Hub’ Floor Plan

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AI in Manufacturing: Ready for Impact

CORPORATE Managing Director Steve Diprose CEO Paul Michael

Published by: Quartz Business Media Ltd Quart House, 20 Clarendon Road Redhill, Surrey RH1 1QX, UK +44 1737 855000 www.aluminiumtoday.com www.futurealuminiumforum.com

OFFICIAL MEDIA PARNER

© Quartz Business Media Ltd 2019

ISSN0143-7798

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AI Extends Human Capabilities and Helps People to Achieve More

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Industry 4.0 - Little Curse Much Blessing

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Dynamics of Disruption: The Three Ingredients for Market Leading AI

Towards a Digital and Real-Time Supply Chain in the Aluminium Industry

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Using AI, Machine Learning and Robots in Mining

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Evolution, Not a Revolution

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Survey Reveals Rampant Adoption of Industry 4.0

Better Material Selection

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QuinLogic GmbH Answers...

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Looking Ahead: Manufacturing Trends Going Into 2019

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Fives: Smart Plant

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Where is the Revolution?

SPONSORS

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SUPPORTERS

10/04/2019 09:39:05

INDUSTRY 4.0 IN THE NEWS

Ma’aden and GE partner to deploy digital solutions for mining industry Riyadh, Saudi Arabia; July 18, 2018: The Saudi Arabian Mining Company (Ma’aden) and GE today signed a strategic Memorandum of Understanding to explore opportunities to deploy GE’s industry leading digital solutions across Ma’aden’s diverse mining operations, including sites focused on gold, copper, aluminum, and phosphate. GE will provide Ma’aden with digital transformation advisory and applications, as well as leadership and training opportunities for Ma’aden’s employees across the Kingdom.

To maintain its world leading competitive position across a number of commodities, Ma’aden is pursuing a number of partnerships in order to capture the opportunities found in digitization and innovation, and will invest in the application of pioneering technologies in its operations in the Kingdom in order to remain ahead of the competition and

reinforce the company as a global mining leader. GE’s digital mining solutions will look at specific areas within Ma’aden including solutions that make adaptations for improving ore grades; reduce fuel and energy costs and usage; improve equipment reliability and availability; reduce maintenance costs; and increase productivity and efficiency across operations.

Darren Davis, Ma’aden Acting president & CEO, said of the partnership, “The Kingdom of Saudi Arabia has high aspirations for the deployment of new technology and the digitization of industrial landscape in the country. Ma’aden is committed to championing the responsible development of the mining sector as a major pillar of the Saudi economy and digitalization, as part of the fourth industrial revolution, will be key to ensuring we achieve our goal of becoming

a ‘sustainable mining champion’. This initiative will unlock the next wave of significant value creation and increase our competitiveness and sustainability. Our partnership with GE is an important step and we look forward to working together to develop and utilize new digital solutions for our industry.”

Bill Ruh, President & CEO, GE Digital continued, saying, “We are partnering with organizations across heavy industries around the world to bring digital solutions to their operations. The scale and impact of organizations such as Ma’aden is enormous, and we know that the optimization and increases in efficiency will have a major impact on the company and the country. By working together to develop solutions that are tailored for the sector and environment in which they will operate, we can ensure truly positive outcomes.”

Every aluminium insider has a story Supporter of the Future Aluminium Forum 2019

Aluminium Insider is an independent news site dedicated to bringing noteworthy and timely news, features and events on the global aluminium industry. Since its launch in 2015, Aluminium Insider has established itself to become one of the key sources of information for the aluminium industry - upstream and downstream.

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Aluminium International Today

09/04/2019 12:16:40

Hydro becomes victim of ransom cyber attack

Naoris signs top-three metal supplier Danieli

It’s both promising and exciting to see large and some traditional businesses realising the value in deploying new tech. There was a time where blockchain, IoT or AI had an air of risk and skepticism. Those days have come and gone. Big businesses are taking leaps to stay ahead of the technology curve, particularly where security is concerned.

Naoris recently announced its latest partnership with Danieli. The Italian company is a supplier of equipment and physical plants to the metal industry. With factories in Italy, Germany, Russia, Austria, Thailand, China, India and Iran.

The details of the partnership have been deliberated over the last few months, with CEO David Carvalho spending time with Danieli’s IT leadership in Italy. Naoris conducted an assessment of Danieli’s infrastructures to determine the scale of security posture required and how Naoris SE will be deployed across part of Danieli’s servers globally.

David Carvalho, founder and CEO of Naoris, commented: “Multi-national companies such as Danieli hold large amounts of records and sensitive data. With the sheer amount of devices on its networks and with the threat of hacking on the rise, traditional methods of cybersecurity need to evolve. Naoris SE is cryptographically agnostic to operating systems and proves subversive actions beyond doubt, creating immutable consensus on the source, timestamp and location of threats.

Danieli is a major player in the metals industry, achieving revenues of €2.49bn in 2016/17, with a workforce of 10,000.

According to statistics, it’s estimated the average data breach costs a business €3m, rising above €300m for major attacks. Danieli realises the importance of

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implementing a robust cybersecurity strategy to protect its assets.

Alexander Stewart, Executive Vice President ICT at Danieli, said about the partnership: “At Danieli, we pride ourselves on the quality of our materials, processes and people, which enables us to continue delivering a world-leading service. Cybersecurity is a major part of this and we are currently investing significantly into ongoing companywide security operations to make our company safer. We believe that Naoris’ blockchain-based solution will benefit our strategy and give us the edge in safeguarding our networks and providing unrivalled security for our clients, customers and personnel.”

Naoris’ platform, Naoris SE (Security Ecosystem), uses AI and blockchain to place cyber alert results onto an immutable ledger where they become accessible and independently auditable.

The consensus ecosystem offers rapid detection, allowing fixes to occur before attacks have time to spread.

Naoris’ model creates a decentralised peerto-peer format that enables a new device to learn from the behaviours of its neighbours.

The platform is agnostic to devices and operating systems and is infinitely scalable – able to accommodate countless machines across a network. This allows the elimination of weak central points of failure. Traditional networks become more vulnerable as more devices enter the network, Naoris SE flips the script on that norm, allowing networks to become more secure and agile as they grow.

Danieli is the latest addition to Naoris’ growing partnerships, recently moving into the Middle East with IT solutions company PROW as well as Hong Kong based decentralised data storage business DeNet.

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Hydro became victim of an extensive cyberattack in the early hours of Tuesday, March 19, impacting operations in several of the company’s business areas.

IT-systems in most business areas were impacted and Hydro was forced to switch to manual operations.

Hydro’s technical team, with external support, succeeded in detecting the root cause of the problems.

In a statement at the time, Hydro’s CFO Eivind Kallevik said: “I’m pleased to see that we are making progress, and I’m impressed to see how colleagues worldwide are working around the clock with dedication to resolve this demanding situation and ensure safe and sound operations.”

Jo De Vliegher, Head of Information Systems said: “Experts from Microsoft and other IT security partners have flown in to aid Hydro in taking all necessary actions in a systematic way to get business critical systems back in normal operation.”

There were no reported safety incidents as a result of the cyber attack, and most operations were back up and running, ensuring deliveries to customers according to specification, with some more manual operations than normal.

The attack has been reported to Norway’s National Investigation Service (Kripos) and the police have opened an investigation.

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CONFERENCE PROGRAMME

DAY ONE - Wednesday 22 May 2019 REGISTRATION AND WELCOME Registration opens at 8am 08.30

Welcome Address Nadine Bloxsome, Programme Director, Future Aluminium Forum

08.35

Polish Aluminium Industry Overview Mikolaj Szeptycki, President, Poland Smelting Technologies (POLST)

08.45

Keynote Presentation Accelerating the Journey to Industry 4.0 for Aluminium Enterprises Manish Chawla, Global Industry MD, IBM

Shifting Demand. Global Trade Wars. New Sustainability Regulations. Increased Reliance on Recycling.

Unprecedented Climate Events. You respond to these disruptors every day. It’s no longer a matter of “why” do I need to transform to Industry 4.0? Aluminium leaders are now asking… How do I transform? Where do I start? What can I do to achieve results faster?

In this session, IBM’s Global Industrial Products GM and three Aluminium Leaders will share learnings from their transformation journeys. Each firm has deployed cognitive technologies (AI, IoT and Blockchain) to transform the most relevant areas of their business. They’ll share leadership lessons on: · Driving transformation across strategy, operations, culture and ecosystem partnerships. · Improving data visibility across enterprise applications enables agile response to changing customer demand. · Taking a real-time view of Production Operations enables prediction and rapid response to equipment downtime and supply chain disruptions. · Innovating products with digital services raises customer value and strengthens loyalty.

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CONFERENCE PROGRAMME

09.15 SESSION ONE: ADOPTING DIGITAL INITIATIVES Chair: Hilbrand Kuiken, Partner, Quantillion Technologies 1. AI+AL: Optimising Aluminium Production with Machine Learning: Emeli Dral, Chief Data Scientist, Mechanica AI 2. Reveal Treasure with Digital Twins: Gunther Schober, Sales Manager, PSI Metals Non Ferrous GmbH 3. Bringing Autonomous Decision Making and Human-Machine Interaction to Core Processes A Case Study involving AGVs and Mixed Traffic: Kevin Sipin, Director - Technology, Quantillion Technologies

10.30 Networking Break

11.00 SESSION TWO: TOWARDS A SMARTER SUPPLY CHAIN Chair: Marc Gillis, Metals & Mining Industry Manager, Rockwell Automation 1. Upstream and Downstream Digitisation: Marc Gillis, Metals & Mining Industry Manager,

Rockwell Automation 2. Intelligent Running of your Smart Assets: Stefan Koch, Global Leads for Metals, SAP SE & Markus Krabel, Business Solution Director, Industrial Machinery, SAP SE 3. Towards a Digital and Real-time Supply Chain: Simon Sebergsen, Head of Sales & Marketing, Klaveness Digital 4. Selecting and Substituting Materials in the Digital Age: Melissa Albeck, CEO, Matmatch GmbH

12.15 SESSION THREE: INDUSTRY 4.0 IN ACTION Chair: Dr Mark Doreen, Vice President - Technical, Energia Potior 1. Using Industry 4.0 to Reduce Potroom Emissions: Dr Mark Doreen, Vice President - Technical, Energia Potior 2. Using Vision, Artificial Intelligence, Robotics and Augmented Reality in an Industrial Environment: Remco Dumortier, Business Development Manager, Aluro 3. Robotisation in the Smelter: Challenges, Solutions and Possibilities. Jean-Franรงois Desmeules, Vice President, Technologies & R&D, Dynamic Concept

13.15 Lunch & Networking

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14.15 SESSION FOUR: ICSOBA COLLABORATIVE SESSION When Process Approach Meets a Data-driven Approach in Mining, Refining and Smelting Chair: Claude Vanvoren, Chairman, ICSOBA 1. Digital Transformation Applied to Bauxite and Alumina Business System - BABS 4.0: Israel Oliveira Rocha, Quality Specialist, Hydro Paragominas 2. Benefits of Digital Project Delivery: From Improved Project Execution to Optimised Operations: Carlo Cristofari, Managing Director Technical Services, Hatch 3. Pretium Plant Optimiser Application: Michael Missalla, VP New Business Opportunities, Outotec 4. Aluminium Industry Digitalisation - An Example of Digital Solution Bringing the User and Supplier Organisations Closer: Serge Despinasse, Aluminium Technology & IT Director, Fives Group

15.30 Networking Break

16.00 ICSOBA COLLABORATIVE SESSION CONTINUED 1. Use of Digital Twins in Optimisation of Aluminium Production: Hans Erik Vatne, Chief Technology Officer, Hydro 2. Digital Twin in Smelters: Ioannis Karnachoritis, Potlines Manager, Aluminium of Greece & Laith Al-Hindawi, Global Sales Manager, Digital Smelter, GE Power 3. EGA Road Map for Industry 4.0: Abdalla Alzarooni, VP Technology Development and Transfer, Emirates Global Aluminium 4. Aluminium Smelter Process Optimisation Through the European Monsoon Project: André Augé, Senior Data Scientist, Rio Tinto

Discussion Panel

18.00 Conference Close

19.00 Networking Dinner

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CONFERENCE PROGRAMME

DAY TWO - Thursday 23 May 2019 8.30

Case Study: Applying Digitalisation to Processes at RUSAL’S Aluminium Smelters Viktor Buzunov, Director, Al Technology and Technical Implementation

9.00 SESSION FIVE: KEY TOPIC  ELECTRICITY: AT WHAT COST? 1. The Future of the Electricity Generation: Geoff Matthews, Vice President, Energia Potior

9.30 SESSION SIX: DRIVING DATA 1. Harnessing the Power of Accumulated Data for Rule Based Continuous Quality Monitoring: Helga Evers, Vice President, Sales & Marketing, QuinLogic GmbH & Hans Peintinger, General Manager, QuinLogic GmbH 2. Through-Process Optimisation (TPO), an integrated Solution for Aluminium Production with Best Quality and Highest Productivity at Lowest Cost: Wolfgang Oberaigner, Head of Through-Process Quality Control, Primetals Technologies Austria GmbH 3. Smart Industry 4.0 Assistant and Machine Learning in the Aluminium Sector, Hassle Free and Easy to Implement A Case Example: Mart Althuizen, Data Scientist, Bright Cape

10.30 Networking Break

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Aluminium International Today

09/04/2019 10:18:40

11.00 EUROPEAN ALUMINIUM  INNOVATION HUB PANEL SESSION: DIGITALISATION AUTOMATION FOR CIRCULARITY Moderator: Christian Leroy, Manager Innovation Hub – European Aluminium Founded in 2015, the European Aluminium Innovation Hub is a proactive community of innovative companies from across Europe’s aluminium value chain. The goal is to trigger research projects that advance a sustainable future and tackle technological challenges, thereby advancing the industry’s Sustainability Roadmap to 2025. The panel will highlight how digitalisation, automation and advanced sensors-based technologies enable smarter recycling for full aluminium circularity.

Speakers include: 1. Hans Erik Vatne, Senior Vice President, Chief Technology Officer, Norsk Hydro 2. David Bastin, University of Liège, Laboratory of Minerals Engineering and Recycling 3. Gregory Lewis, R&D engineer, Comet treatment 4. Magdalena Garczyńska, Recycling Director, European Aluminium

12.00 CYBER SECURITY WORKSHOP: ACHIEVING CYBER RESILIENCE The Evolving Nature of Cyber Threats for the Aluminium Sector Alexeis Garcia-Perez, Reader in Cyber Security Management, Centre of Business in Society of Coventry University 12.30 Lunch Networking Break

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CONFERENCE PROGRAMME 13.30 SESSION SEVEN: RESEARCH & DEVELOPMENT MODELS Chair: Marcos Ierides, Innovation Consultant, Bax & Co 1. Materials and Process Technologies for the Lightweight Vehicles of Tomorrow - Latest Developments from the ALLIANCE Project Marcos Ierides, Innovation Consultant, Bax & Co 2. Aluminium Rolling Prediction Models Optimisation by Large Quasi-real-time Database Process Exploration: Francesco Cuzzola, Director Danieli Automation, Flat Products & Dan Miller, Senior Process Consultant, Innoval Technology 3. The Initial Steps on the Road to Digitalisation of Impol: Dr Varužan Kevorkijan, Managing Director, Impol Group 4. Clever Searching Via Shape Recognition: Joep Timmermans, Area Sales Manager, mamoko technologies

14.45 BLOCKCHAIN BUZZ 1. Circularity and Sustainability Leveraging Blockchain: Jad Oseyran, Lead, Circular Economy Centre of Competency, IBM. Sai Yadati, Partner and Blockchain Leader, Global Industrial Products Industry, IBM

15.15 Networking Break

15.30 SESSION EIGHT: FURNACES OF THE FUTURE Chair: Claudio Goldbach, Business Development, Termica 1. The Power of i4.0 on Heat Treatment: Claudio Goldbach, Business Development, Termica 2. Enhancing Efficiency in Aluminium Tilt Rotary Furnaces using Data-Driven Control Strategies: Dr Martin Lawrence, Combustion Development Specialist, Air Products 3. Existing Technology to Optimise Performance of the equipment and Improve Working Processes: Surya Romero, International Business Developer, GHI Hornos 4. Aluminium Processing Furnaces 4.0: Sławomir Wachowski, Director of Automation Department, Seco Warwick

16.30 FINAL FOCUS: THE FUTURE OF FORGING John McBain, Chief of Forging, AFRC

16.50 END COMMENTS Nadine Bloxsome, Programme Director

17.00 CONFERENCE CLOSE *Programme subject to change

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Aluminium International Today

09/04/2019 10:18:42

Gillespie & Powers, Inc. DESIGN • SUPPLY • INSTALLATION • MAINTENANCE • REPAIR

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SPEAKER PROFILES

Nadine Bloxsome, Editor, Aluminium International Today Nadine Bloxsome graduated with a BA (Hons) in Journalism from the University of the Arts, London. After completing her degree, she gained work experience as a news correspondent for ITV, before taking on the role of Editorial Account Manager for Springer Science and Medicine.

In 2011, Nadine started her career with Quartz Business Media, working on Glass International magazine, before being appointed Editor of Aluminium International Today. Nadine has worked to cover all areas of the aluminium value chain in the magazine, while bringing new publications like the ‘Safety Guide’ to the forefront. She has developed the idea of the Future Aluminium Forum into an integral industry event, which is designed to work with aluminium processors and suppliers towards building smarter manufacturing solutions.

Stefan Koch, Global Leads for Metals at SAP Stefan Koch is responsible for SAP solutions for the metal industry globally. In this role, he looks closely at all aspects of how technology can be applied to drive efficiency, innovation and growth across the metals industry.

He is in frequent discussions with leading metals companies, industry user groups, technology implementation partners and independent software vendors. Presently Stefan is guiding a number of on-going discussions with metals companies on how to drive digital transformation in metals and to identify the role of Industry 4.0 and IoT in this context. Stefan has been involved in the application of technology in manufacturing industries for more than 20 years.

Dr Varužan Kevorkijan, Managing Director at Impol Group Varužan Kevorkijan is a doctor of materials science with more than 25 years of experience in aluminium industry and industrial R&D. In Impol Aluminium Group, as the managing Director of Quality and Research, he is currently fully responsible for the quality control and certification. His industrial and academic R&D activities are focused on the advanced aluminium recycling technologies, the development of new, recycling friendly aluminium alloys, the fabrication and characterisation of aluminium-based composites, the stochastic and cognitive modelling of advanced materials, the development of advanced continuous casting technologies and much more.

Manish Chawla, General Manager, Global Industrial Products at IBM Manish Chawla is the Global Industry GM for Industrial Products, based in Delhi, India. At IBM, Industrial Products covers the Manufacturing, Resources and Construction segments. Manish took this role in January 2016 after leading the IBM business in these industries in the US, and then Asia Pacific to sustained growth. Manish is currently focused on driving Digital ReinventionTM and productivity for IBM’s clients in these industries including Industry 4.0, Internet of Things, Cognitive Solutions, Automation and Blockchain. He has over 21 years of diverse management/ technology advisory & solution experience related to global business transformations in these industries.

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Aluminium International Today

08/04/2019 10:04:58

Dan Miller, Senior Process Consultant at Innoval Technology Dan Miller is a senior rolling process consultant at Innoval Technology and a recognised expert in aluminium rolling with almost 40 years’ experience. In his career he has covered all stages of production, from bauxite refining to finishing. He is a world expert in flatness control and has significant experience in control systems, cold and foil rolling, plant auditing, evaluating plant data, improving gauge performance, specifying equipment and leading advanced process improvement workshops. He also teaches in several of the sessions on Innoval’s Aluminium Rolling Technology Course.

Hans Erik Vatne, Chief Technology Officer at Norsk Hydro Hans Erik Vatne is Chief Technology Officer in Hydro and heads Hydro’s Corporate Technology Office. He holds a Master degree in Physics and a PhD in Metallurgy, both from The Norwegian University of Science and Technology, Norway. He has more than 20 years of experience within the aluminium industry in Hydro, holding positions in R&D, rolling operations (a.o. plant manager at Holmestrand Rolling Mill, Norway), Head of Business Unit Remelters and lately within technology. Vatne is also board member of the faculty of natural sciences at The Norwegian University of Science and Technology, Norway.

Alexeis Garcia-Perez, Reader in Cyber Security Management Dr Alexeis Garcia-Perez is a Reader in Cyber Security Management at the Centre for Business in Society of Coventry University (UK) and a Visiting Research Scholar at Georgetown University (USA). A sociotechnical understanding of information systems has enabled Alexeis to focus on the wider challenges of data, information and knowledge management in organisations and society. He has collaborated extensively with key industry players including Siemens, General Electric and the British Railway Industry.

Claude H. Vanvoren, ICSOBA Chairman Claude Vanvoren obtained his Engineering Degree in Electrochemistry and Electrometallurgy from the National Polytechnic Institute. After a Master Degree in Solid State Electrochemistry, he achieved his PhD in Mineral Chemistry working on Carbon Monoxyde disproportionation. Mid 2009, Claude was appointed Vice President Technology and R&D, Rio Tinto Aluminium, managing RTA R&D Centres of Excellence in Canada, France and Australia as well as corresponding Process Engineering organisations with the responsibility of delivering industry benchmark Technology Packages both in Bauxite & Alumina and Primary Metal. From March 2017, Dr Claude Vanvoren is proposing consulting services in Innovation Management as well as Technology development and operational support in smelting.

Aluminium International Today

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SPEAKER PROFILES

Geoff Matthews, Vice President at Energia Potior Geoff Matthews was appointed Vice President of Energia Potior Ltd, in July 2015, with the responsibility of commercialising the patented EnPot technology. After acting as Personal Private Secretary to New Zealand’s Prime Minister for 10 years between 1987 and 1997, Geoff embarked on a successful career in advertising and public relations before establishing multi award-winning branding and marketing company, BrandCom Ltd in 2001. In his current role for Energia Potior, Geoff is immersed in the world of aluminium smelting with a particular focus on sustainability issues, and how flexible operating scenarios can change the financial outlook for smelters.

Mark Dorreen, Vice President, Technical at Energia Potior Mark is the Director of the Light Metals Research Centre, based at the University of Auckland in New Zealand.

Mark has over 20 years’ experience (10 years at the Light Metals Research Centre) in research and development, technical support and project management in metal production industries. Mark is also the Vice President, Technical at Energia Potior Limited, the company responsible for bringing the EnPot shell heat exchanger technology to smelters worldwide. EnPot enables smelters to modulate their energy consumption on an hourly, daily or seasonal basis, changing the energy supply dynamic and allowing them to integrate with renewable energy grids.

Christian Leroy, Manager, Innovation Hub at European Aluminium Christian Leroy joined European Aluminium in January 2014 as Consultant in charge of Innovation and Life Cycle Assessment. Previously, as full-time employee of European Aluminium since 1999, he was in charge of various functions covering education, technology and environmental fields.

Christian is now the manager of European Aluminium’s Innovation Hub. Founded in 2015, the Innovation Hub is the European aluminium industry’s vehicle to develop joint innovation projects that advance a sustainable future and tackle technological challenges, thereby contributing to the industry’s Sustainability Roadmap towards 2025.

Claudio H. Goldbach, Business Development at Termica Solutions Claudio is responsible for Business Development at Termica Solutions. He has 25 years of experience in thermal processes, and extensive knowledge in industrial equipment, electrical and gas furnaces, ovens and heaters. In 2005, he founded TERMICA Solutions, headquartered in Joinville/Brazil, a company focused on the research and development of solutions for thermal processes, which led to the current state of thermal processes digitalisation. In 2015, Goldbach founded TERMICA Technology, based in the USA, a manufacturer of cutting-edge technology furnaces for the aluminium market.

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Aluminium International Today

08/04/2019 10:05:12

World leader in the manufacturing of advanced mobile systems for the light metal industry

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Phone Fax E-mail

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www.hencon.com

04-05-18 10:35

SPEAKER PROFILES

Hans Peintinger, General Manager at QuinLogic Hans Peintinger is one of the managing directors of QuinLogic responsible for sales & finance. He is also one of the founders and shareholder of the company, which started in 2007. Today, the majority of QuinLogic shares are held

by SMS a world leading German line builder. Meanwhile the company is the market leader for quality assurance software solutions in steel and aluminium industry worldwide. One of Hans Peintinger’s core competences is the Industry 4.0 transformation process, which is just starting in the rolling mills. It is initiated to fulfil the growing requirements of the customers referring to quality, performance and efficiency.

Marcos Ierides, Innovation Consultant at Bax & Company Marcos is an innovation consultant at Bax & Company, focusing on the area of mobility, and particularly on lightweighting. He helps clients and partners develop innovative technologies in the field of materials and manufacturing processes, and attract financing to scale up.

Melissa Albeck, CEO at Matmatch GmbH Melissa Albeck was appointed CEO of Matmatch GmbH when the new company was founded in 2017. She started working for Plansee in Austria in 1994 in marketing. From 1997 she spent 10 years in sales in the USA for Plansee building up business in several new sectors before being appointed General Manager of Plansee UK in 2007. In 2012 she joined an affiliated company WNT in Germany and spent five years in company development founding daughter companies in India and China. She was the General Manager of WNT China. Melissa Albeck holds a business degree from Aston University in the UK.

Mart Althuizen, Data Scientist at Bright Cape Mart Althuizen started in 2016 as Data Scientist at Bright Cape with a background in Operations Management and Logistics. As Data Scientist he implemented several data solutions at various multinationals, mainly related to quality control and smart maintenance. Since 2018 Mart is next to his role as Data Scientist, product owner of SIA (Smart Industry 4.0 Assistant).

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Aluminium International Today

08/04/2019 10:05:15

André Augé, Senior Data Scientist at Rio Tinto André Augé holds an M.Sc degree in Chemistry engineering from Chimie Paris Tech and is also graduated in Statistics and Data Science. He has been working in aluminium industry for 33 years in R&D and industrial sites. He is now in charge of statistical studies and follow-up of the Rio Tinto smelters. André Augé leads the Rio Tinto part of the Monsoon project.

Abdalla Al Zarooni, Vice President, Technology Development & Transfer at Emirates Global Aluminium Abdalla Alzarooni holds a Bachelor’s degree from United Arab Emirates University and a Master’s degree in Chemical and Materials Engineering from the University of Auckland, New Zealand. He joined Emirates Global Aluminium (EGA) in 2001 and is currently Vice President, Technology Development and Transfer. He has been involved in the development of all EGA reduction technologies and their industrial implementations, including the recent DX+ Ultra Technology transfer to ALBA Pot line 6. He also manages EGA Bauxite Residue R&D program, EGA Centre of Excellence for research activities in collaboration with universities and leads EGA’s Industry 4.0 program.

Francesco Cuzzola, Director, Flat Products at Danieli Automation Francesco A. Cuzzola received the “Laurea’’ degree (Cum Laude and printing honours) in Electronic Engineering from the Politecnico di Milano in 1996 and the Ph.D. degree in Information Technology Engineering and Control Systems Technology in 2000. He was with the Swiss Federal Institute of Technology as a researcher since 2002. In that year he joined Danieli&C where he is now responsible for automation solutions applied to flat metal production.

He authored or co-authored more than 50 research papers in archival journals, book chapters, and international conference proceedings concerning automatic control applied in various industries.

Jean-Francois Desmeules, Vice President, Technologies & R&D at Dynamic Concept Jean-Francois Desmeules is a professional mechanical engineer (UQTR, 1996). He is Vice-President, Technologies and R&D for Dynamic Concept, a solutions provider for the aluminium industry based in Québec, Canada, where he is also co-owner since the beginning of the company. Prior to his participation in Dynamic Concept in 2005, he was involved in process equipment design and R&D, mainly for the primary aluminium industry.

He is involved in all aspects of process improvement from idea generation to plant trials and with his highly qualified team of enthusiast professionals, he works in cooperation with Dynamic Concept’s customers and partners to develop new technologies.

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SPEAKER PROFILES

Emeli Dral, Chief Data Scientist at Mechanica Al Emeli Dral leads the data science team at Mechanica AI. She is responsible for the development of core products and technologies for the application of artificial intelligence in industrial processes.

Prior to co-founding Mechanica AI, she served as the Chief Data Scientist at Yandex Data Factory. She led a team of accomplished data scientists and oversaw the development of machine learning solutions for various industries - from banking to manufacturing. Emeli is a lecturer at the Yandex School of Data Analysis and Harbour.Space University, where she teaches courses on machine learning and data analysis tools. In addition, she is a co-author of the Machine Learning and Data Analysis curriculum at Coursera.

Remco Dumortier, Business Development Manager at Aluro Today, Aluro is convinced we need to take it a step further to simplify the assembly process. The integration of Industry 4.0 in the assembly process will contribute creating an environment with reduced risk for human errors.

Integrated vision systems to scan the strips and extrusions before assembly, to check for mistakes and verify the exact dimensions for extrusion tolerances.

The same ‘vision system’ will contribute to fully automate thermal break assembly. The machine will no longer require human intelligence to anticipate to imperfections or to set-up the machine. Consequently, Robots can be used for loading and unloading of the extrusions and also the strip insertion will become fully automated.

Marc Gillis, Metals & Mining Industry Manager at Rockwell Automation As Metals and Mining Industry Manager within EMEA, Marc Gillis has a long term experience with aluminium smelters all over Europe, the Middle East and Africa. He assists aluminium smelters, EPC’s and OEM’s to help creating a long term vision on technology implementation and maintenance, and on related processes and change management. The digital impact on the aluminium industry is one of his key focuses.

After graduating as Engineer in Automation, Electronics and Computer Science, Marc started his career in ABB and joined Rockwell Automation in 2004, covering different roles as consultant, smelter project manager, sales and industry leader in EMEA.

Dr Martin Lawrence, Combustion Development Specialist, Air Products Dr Martin Lawrence joined Air Products in 2013 after attaining a PhD in Mechanical Engineering, studying laser diagnostics in combustion, where he developed novel measurement techniques and gained an in-depth understanding of combustion. At Air Products, he continued to develop sensor-related technologies for industrial processes before joining the Primary Metals & Minerals group, within the European combustion team in 2015. As a combustion development specialist, he applies his knowledge and skills to lead innovation and ensure technical solutions are at the forefront of science and technology. He works closely with remelting foundries to engineer solutions to improve efficiency, production and environmental impact.

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08/04/2019 10:05:25

Ioannis Karnachoritis, Potlines Manager at Aluminium of Greece Ioannis Karnachoritis is the Potlines Manager of Aluminium of Greece (AoG) plant, which belongs to MYTILINEOS SA. During his 16 years career he has worked in Greece and France as a Process Engineer, CI Leader, H&S Coordinator and Production Assistance Manager. He is a certifi ed Black Belt having a background in chemical engineering. Currently Ioannis is leading the Digital Smelter project from AoG’s side, playing also a leading role to the whole project’s enrolment.

Markus Krabel, Business Solution Director, Industrial Machinery at SAP SE Markus Krabel is a global lead in solution management for SAP solutions for the Industrial Machinery & Components (IM&C) industry. He is the solution owner of SAP for Heavy Equipment Management and is member of the innovation team for SAP Leonardo Asset Intelligence Network and Asset Strategy and Performance Management.

Markus has more than 20 years’ experience in the software and consulting supporting a wide range of industries.

He has worked in business consulting, product development and industry solution management. Markus enjoyed working directly with customers in Solution and Business Process Consulting, Project Management, Process Analysis, Application Consulting, Best Practices, Implementation, Solution & Platform Development.

Michael Missalla, VP New Business Opportunities at Outotec Currently Vice President New Business Opportunities focusing on implementing and commercialising digital solutions. Previously Vice President Products and Technologies, Vice President Product Management as a well as Vice President Light Metals and Fluidized Beds at Outotec.

He holds a PhD on developing a mathematical model for calculation of highly loaded cyclones

Wolfgang Oberaigner, Head of Through-Process Quality Control at Primetals Technologies Wolfgang Oberaigner is heading the Through-Process Quality Control (TPQC) team at Primetals Technologies and is responsible for product development, project execution and sales for TPQC systems. Starting as a software developer for caster level 2 systems he continued to work as a project and commissioning engineer and later as a project manager for level 2 projects. In 2004 he took over the caster level 2 team for which he has been responsible for more than a decade.

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SPEAKER PROFILES

Israel Oliveira Rocha, Quality Specialist at Hydro Paragominas Industrial Engineer, Specialist in Quality Engineering, Master Black Belt Certification in Lean Six Sigma. Experience of 16 years management of productive processes. Currently, as a Management System specialist, at Hydro Paragominas, I act as support for the various areas in bauxite extraction, focusing on Lean tools, digital transformation and industry 4.0

Gunther Schober, Sales Manager at PSI Metals, Non Ferrous GmbH Gunther Schober graduated in 1994 as Metallurgical Engineer with focus on industrial and energy economics at the Mining University of Leoben.

After his first experience as sales engineer and sales manager he took over management responsibility as head of sales & marketing for AVL DiTEST an international automotive company. 2007 he joined PSI Metals. As Senior Consultant, Project Manager and Sales Manager his expertise in metals and international experience in process development and Supply Chain Management is much sought-after.

With more than 10 years of experience in the area of Production Management Solutions comprising Supply Chain Management and Planning, Product Design, Quality Management, Production Execution and Logistics he became an acknowledged cognoscente in these fields.

Surya Romero, International Business Developer at GHI Hornos 4.0 technology has become a very trendy topic in the aluminium industry lately. In fact, it is a very recent technology, but with very broad applications and tremendous impact where it is used. This technology can improve from the production processes, by helping to optimise the working methods, to the performance of equipment.

But, how does it apply to industrial furnaces? Surya will explain how the process starts by sensorising the equipment to collect data from it. After that, experts use the information obtained from analysis technologies combined with their expertise to guarantee the optimal functioning of the installations throughout their useful life.

Simon Sebergsen, Head of Sales & Marketing at Klaveness Digital Simon Sebergsen is Head of Sales and Marketing in Klaveness Digital, a Norwegian technology company spun off from Torvald Klaveness in 2017. He is leading a growing sales and marketing team dedicated to helping companies make better decisions using CargoValue – an intelligent logistics platform for companies sourcing and shipping raw materials by sea.

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SPEAKER PROFILES

Kevin Sipin, Director - Technology at Quantillion Technologies Kevin focuses on the development and deployment of autonomous decision technology for primary aluminium smelters.

Before moving towards the metals industry, Kevin worked as Data Scientist Intern at Microsoft. There he developed self-learning algorithms for workflow automation. Kevin studied Econometrics and Actuarial Sciences at the University of Amsterdam and completed his studies with research in modelling exchange rate dynamics and asymmetries.

Kevin will take us along the journey of many smelters working with automation. He will focus on bringing autonomous decision-making and human-machine interaction step-by-step to core processes.

Mikolaj Szeptycki, President at Poland Smelting Technologies Mikolaj Szeptycki has been working in the aluminium recycling industry for 17 years. During his career, he was in charge of scrap purchasing, molten metal sales, quality, safety as well as plant design and plant management.

His whole career is related to two Japanese companies: Toyota Tsusho Corporation and Daiki Aluminium, who are both shareholders of the company POLST, where he is President.

Among others his highest interest is industrial safety, which is a topic that he can discuss endlessly.

Joep Timmermans, Area Sales Manager at mamoko technologies A lot of companies still rely on the experience and memory of their employees. Unfortunately the human memory is not flawless and therefore it can happen that precious experience cannot be accessed when needed. This can result that the learning process of manufacturing starts (partly) all over again. Needless to say that this has a time loosing and cost increasing effect on the production. mamoko technologies developed an algorithm to overcome this problem via “shape recognition� software. The unique software can find shapes or similar shapes easy and reliable. In this way customers can shorten the learning curve and deliver profiles quicker to the market with less cost.

Carlo Cristofari, Managing Director Digital Technical Services at Hatch Carlo leads the Global Digital Solutions practice at Hatch and brings more than 18 years of technology innovation and advisory experience. In addition to supporting and leading Hatch through their own internal digital transformation, he has assisted many organisations in delivering business outcomes and competitive advantage through the use of technology. During his technology career, Carlo has led teams through the process of value identification, business driven transformation and organisational change that can be enabled by the effective deployment of technology. Recently Carlo has sponsored several Hatch client engagements focused on digital transformation of their global operations.

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09/04/2019 10:24:32

Laith Al-Hindawi, Global Sales Manager, Digital Smelter, GE Power at GE Power A Professional Engineer from Birmingham City University, U.K., 30 years in the Aluminium Industry in many regions and positions spanning nearly all continents, Laith has had a possibly unique insight into the industry in having been a supplier, producer and customer within the industry in the primary and secondary sectors, upstream and downstream of a potline. Currently based in Dubai and leading the GE Digital Smelter CoE he is applying this knowledge into the giant leap forward of applying the Industrial Internet of Things (IIoT) into the global Aluminium Industry.

David Bastin, University of Liège at Laboratory of Minerals Engineering and Recycling David Bastin will take part in the “Automation/Digitalisation for Circularity” panel discussion hosted by European Aluminium.

The panel will highlight how digitalisation, automation and advanced sensors-based technologies enable smarter recycling for full aluminium circularity.

Magdalena Garczyńska, Recycling Director at European Aluminium Magdalena Garczyńska joined European Aluminium as Recycling Director. Prior to joining European Aluminium, she worked as a technical manager at the European Association of the Machine Tool Industries (CECIMO), as a quality control auditor within an industry sector and as a researcher at the Berlin University of Technology. Magdalena holds a M.Sc. degree in mechanical engineering from Poznań Technical University (Poland) and a post-graduate degree in Fluid Dynamics from the Von Karman Institute for Fluid Dynamics (Belgium).

Gregory Lewis, R&D Engineer at Comet Treatment Gregory Lewis has been graduated as a Civil Engineer in Engineering Geology for 13 years. Over the past decade he developed a strong working experience in material science ranging from extractive metallurgy to material recycling. In 2012 he joined Comet Traitements as R&D engineer and successfully led various projects with focus on material recycling (from plastic recycling to metal recycling). He demonstrated specific skills in the conception and start-up of new plants from pilot-to industrial-scale. Since 2017, Gregory is in charge of the industrial development of the Pick-It (robotised sorting of metal scrap) project. He has a long experience in key complex project (EU & National-funded ones) as he joined major projects at Comet Traitements.

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SPEAKER PROFILES

Sławomir Wachowski,Director of Automation Department at Seco Warwick Sławomir Wachowski is a graduate of the Faculty of Electrical Engineering and the Postgraduate Master Study of Business Administration of the L. Koźmiński Academy in Warsaw with a title of Executive MBA. He began his work at SECO/WARWICK at the position of constructor in 1999 and since 2006 he is the SWE Electrical Plant Director. Thanks to his highly developed information analysis and synthesis skills he is able to provide effective consulting for business and propose solutions, which support its efficiency. He combines knowledge and skills in the area of production management, data analysis, budgeting, internal control, supply chain development and innovations. At SECO/WARWICK he is responsible for the control system (calculation, concept, system normalisation, design, programming, start-up – essentially everything, including R&D for that area). In this scope he cooperates with other companies within the Group and its customers.

Viktor Buzunov, Director, Aluminium Technology & Technical Implementation at United Company RUSAL Engineering and Technology Center Viktor Buzunov, Ph.D. since 2001, graduated from Krasnoyarsk Institute of Nonferrous Metals and Gold (now Krasnoyarsk State University) in 1986. He has been working in Al industry for 34 years. Present position - Director, Aluminium Technology & Technical Implementation at United Company RUSAL Engineering and Technology Center.

John McBain, Chief of Forging at Advanced Forming Research Centre John McBain is the Chief of Forging at the AFRC. John has over 40 years Manufacturing Engineering experience in forging aerospace components, starting as an apprentice with Rolls-Royce in 1973 and working his way up through the company to become the Manufacturing Engineer responsible for acquiring new capability in forging for RollsRoyce at their compressors manufacturing facility in Inchinnan near Glasgow.

During his time with Rolls-Royce he obtained an HNC and a BEng (Hons) in Manufacturing Systems Engineering, and became a Chartered Engineer and also a Fellow of the Institute of Mechanical Engineers. Whilst at Rolls-Royce he was responsible for the technical aspects of the design and installation of a fully automated forging cell capable of automatically forging up to 360,000 parts per annum. John was the AFRC Project lead for the £13.7m RollsRoyce-led MAMOTH PGB project (Materials, Manufacturing and Oils Technologies for High Power GearBox systems) which was funded by Innovate UK, through the Aerospace Technology Institute and aims to develop lightweight gearbox components for gas turbine engines, using novel manufacturing processes.

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EXHIBITOR PROFILES

Air Products

Stand A07

Aluminium International Today Stand A16

Website: www.airproducts.com

Air Products is a world-leading Industrial Gases company in operation for over 75 years. The Company provides industrial gases and related equipment to dozens of industries, including refining, chemical, metals, electronics, manufacturing, and food and beverage.

Air Products is also the world’s leading supplier of liquefied natural gas process technology and equipment.

Altek Europe Limited

Stand A10

Phone: +441246 383737 Email: sales@altek-al.com Website: www.altek-al.com

ALTEK is a technology-based company with specialist expertise in the design, manufacture and installation of machinery to aid in the productivity and operational efficiency of the aluminium cast house. ALTEK invented the dross press in the early 1990s. In 2009 ALTEK took over the TARDIS dross press business, combining the two different technologies to create the most advanced, automated dross press systems available in the world with over 500 dross press references worldwide.

In 2009 ALTEK also launched their Electromagnetic Stirring range with great success, subsequently becoming world leaders and preferred suppliers of this technology to many companies around the world. Adaptations to their unique technology over recent years have allowed for developments, which no other competing system is capable of. Automated scrap submergence systems submerge and circulate the furnace at the same time, a ‘curved’ electromagnetic stirrer design follows the curved profile of dome furnaces, and QuickSwitch controls allow for immediate reversal of electromagnetic flows for increased operational performance.

ALTEK’s salt slag recycling plant technology, AluSalt, launched this year and is the last piece in the jigsaw for aluminium recycling.

Small enough to be situated on site, AluSalt will allow for in-house aluminium recovery, 98%+ salt reclamation, no third party processing fees and transportation costs, much more operational control and most importantly, no waste products. Due to ALTEK’s sophisticated control systems, the whole plant can be run by only two operators per shift.

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It is ALTEK’s mission to provide customers with the best technology and knowledge, to meet their needs through a deep understanding of their production processes, operation, equipment and operational cost and profitability requirements.

Quartz Business Media Ltd, Quartz House, 20 Clarendon Road Redhill, Surrey, RH1 1QX, UK Phone: +44 (0) 1737 855115 Email: nadinebloxsome@quartzltd.com Website: www.aluminiumtoday.com

Aluminium International Today is an English language journal dedicated to the production and processing of aluminium. It contains a digest of global news, events, and statistics as well as more detailed technical articles, company and country profiles, conference reports and regular regional economic briefings.

The target readership are managers and CEOs in the aluminium industry, but it is also widely read by members of research organisations, technical consultants and business consultants.

An average of 4000 copies of each issue are circulated worldwide to a combination of subscribers and targeted readers.

It is published in English six times a year alongside regular Chinese and Russian language editions.

A round up of the top news stories is also sent to our entire database each week as a free e-news bulletin.

Ametek Land (Land Instruments International Ltd) Stand A06

Phone: +44 1246 417691 Email: land.enquiry@ametek.com Website: www.ametek-land.com

AMETEK Land (Land Instruments) is the world’s leading manufacturer of monitors and analysers for industrial infrared non-contact temperature measurement, combustion efficiency and environmental pollutant emissions. Through their trusted range of leading-edge technologies, they are chosen the world over to deliver the highly accurate measurement solutions that precisely meet every customer’s process needs. With unrivalled applications knowledge,

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choosing AMETEK Land ensures the highest standards of process safety, process control and product quality are reached.

AMETEK Land will showcase intelligent temperature measurement for aluminium extrusion processes at the Future Aluminium Forum 2018.

Accurate temperature measurement is critical in quality aluminium extrusion production. The introduction of new high tech aluminium alloys designed for high end applications such as aerospace, automotive or safety products have increasing mechanical specifications and decreasing product weights, the extrusion and quench process temperatures are crucial to meet the extremely high requirements and specifications of the final products.

The SPOT AL EQS (Aluminium Extrusion, Quench and Strip) application pyrometer combined with the new SPOT Actuator enable unprecedented and highly accurate process temperature measurements and intelligent product and process tracking to continuously monitor temperature and improve process and product quality. Extruders who produce lower quality profiles can increase production rates because press speeds can be increased.

AMETEK Land is part of the Process & Analytical Instruments Division of AMETEK, Inc., a global supplier of high-end analytical instrumentation.

AMETEK Surface Vision

Stand A06

Phone: +1 (510) 431 6767 Email: surfacevision.info@ametek.com Website: www.ameteksurfacevision.com

AMETEK Surface Vision is the world leader in automated online surface inspection solutions. Our broad product range is optimised for the consistent monitoring and inspection of surfaces, and for process surveillance applications.

Our systems have become vital to increasing efficiency, streamlining operations, improving product quality and reducing costs and waste in industrial processes. Manufacturers in the metals, paper, plastics and non-woven industries rely on our solutions to detect surface flaws or defects at their production facilities across the globe.

We continue to innovate, providing cutting-edge technologies and world-class technical support that delivers highly accurate defect data, high-definition video, intelligent grading, archiving and detailed reporting. Customers who use AMETEK Surface Vision’s services get the benefits of: � Reduced operational costs � Process optimisation � Improved product quality � Maximised yield � More thorough and objective grading of material � Detection, classification and visualisation of defects � Minimised need for manual inspections � Inspection reports you need, in a form you can use

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Headquartered in Hayward, California, we support customers worldwide through our network of regional centres offering expert services including application laboratories, technical support, service teams and training. We are part of the Process and Analytical Instruments Division of AMETEK Inc., a leading global manufacturer of electronic instruments and electromechanical devices.

BM Group

Stand A13

Phone: +39 0465 621794 Website: www.bmgroup.com

With a consolidated turnover of over 42 million euros, BM Group ranks among the top suppliers of automation and robotic systems for the steel industry – its core business – and features as one of the main EPC contractors in the renewable energy sector, in which it has invested with utilities of great importance.

The group currently employs over 100 people with an average age from 30 to 35 years, daily committed to meeting our customer expectations and to bringing innovative solutions to their plants as well as to ensuring quality and safety.

Since its foundation, BM Group has focused on innovation, one of its key success factors. BM R&D is a team engaged in the development of projects and processes with the aim of meeting today the needs of the industry of tomorrow.

Fives

Stand A03

Phone: +33 (0) 4 72 49 54 54 Website: www.fivesgroup.com

Fives, an industrial engineering Group, designs and supplies machines, process equipment and production lines for the world’s largest industrial groups including the aluminium, steel, glass, automotive, aerospace, logistics, cement and energy sectors.

With an extensive multi-sector expertise, Fives is organized in humansized companies, each specialist in their market, whether geographical or technological. Fives believes in this strategy which promotes a sense of initiative, a strong understanding of its customers, technical excellence and team spirit. All these shared values are now promoted under a unique international brand: Fives.

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EXHIBITOR PROFILES

Friem

Stand A15

Phone: +39 02 87235350 Email: sales@friem.com Website: www.friem.com

Gillespie & Powers Inc

Founded in 1950 to design and manufacture high power converters, FRIEM continued to develop its know-how in energy conversion for industrial, energy and mobility applications.

With continuous investments in research and development, FRIEM is leader from over 60 years in IGBT, thyristors or diode type high power converters, applying the most advanced technologies. With the demand for reliable power increasing exponentially, FRIEM is at the forefront of the energy conversion industry, providing clients in diverse sector with dedicated solutions for their energy demand.

GHI Smart Furnaces

Stand A05

Phone: +34944491600 Email: aiportilla@ghihornos.com Website: www.ghihornos.com

GHI Hornos Industriales S.L. (GHI) is an industrial engineering company dedicated to the supply of equipment for the fusion, heat treatment and heating of metals. We offer personalised comprehensive solutions that include industrial furnaces, turnkey plants, technical assistance, digitisation and consulting services.

Founded in 1937, in Biscay (Basque Country), GHI has more than 80 years of experience in the design, manufacture, erection and commissioning of industrial furnaces. As a family business, the ownership of the company is equally divided among the third generation of brothers.

Our deep knowledge of product and process, the collaboration with worldwide leading furnace manufacturers, together with a great effort in the development of technology, allows us to manufacture high quality and robust equipment. This fact reaffirms us as a world reference in segments such as hot stamping, aluminium recycling, heat treatment and wheel manufacturing plants, among others.

GHI is formed by a team of 130 professionals, 41% of which have a superior technical education. In addition, we have a wide network of highly specialised suppliers in various sectors (metal casing and components, refractory material, electric material, etc) that add another 300 people at its service. That allows us to have flexibility to

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multiply our production capacity.

Our working method is characterised by the adaptation of the design based on the needs of each client. Subsequently, during the development of the project, we work closely with him in order to ensure the fulfilment of the agreed performance of the installation. All equipment is assembled and tested in GHI. The relationship continues throughout the useful life of the equipment through our after-sales services.

Stand A12

Email: info@gillespiepowers.com Website: www.gillespiepowers.com

Gillespie & Powers, Inc. has over 75 years of experience in the design, supply, and installation of high temperature furnace equipment for the non-ferrous melting and hazardous waste industries. We find ourselves in the unique position every day helping our customers find solutions to problems they have in their everyday processes.

Our special expertise in the furnishing of melting and process equipment is the total quantitative approach to all phases of the design. We take a comprehensive look at our clients overall process and their end product(s); we listen and assess their needs, goals, concerns, and expectations, prior to designing a single item.

Our Mission To produce an innovatively superior product by Integrating Science, Art, and Experience to give you answers found nowhere else in the Refractory Services Industry.

GLAMA Maschinenbau GmbH Stand A04

Phone: +49 (2043) 9738 0 Email: sales@glama.de Website: www.glama.de/de/index.php

GLAMA designs and built heavy-duty Equipment for Forge Industry, Aluminium pot rooms, cast houses and anode rodding shops throughout the world for 55 years now.

GLAMA’s experience of many years of producing machines with a unique combination of advanced control and rugged, reliable construction is evident in the several hundred machines now in service.

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GLAMA equipment withstands the heat, dust, vibration and battering of heavy industry while delivering precise handling performance.

Where Glama already is a partner in line automation for Forge Industry we recently started a program to transfer this know how and technology to the Aluminium Industry. This will result in a new line of robots and interactive machines that enable men to gain from collective knowledge, reach a much higher yield and performance in potlines, rodding shops and casthouses all over the world.

Innoval Technology

Stand A01

Our Mission We connect engineers, product designers and procurement teams with the best materials and suppliers for their job.

“Coming from a traditional manufacturing company, I know the challenges facing both suppliers and buyers when it comes to sourcing the right materials. People are now primarily obtaining their materials information online and we want to make sure that information is truly reliable. By combining this with making the process of connecting materials suppliers and buyers so much easier, we’re seeing huge interest and we know we’ve hit on something big,” says Melissa Albeck, CEO, Matmatch GmbH.

PSI Metals

Stand A08

Phone: +44 (0) 1295 702800 Email: enquiries@innovaltec.com Website: www.innovaltec.com

Innoval Technology provides high quality consultancy, technical support and training to investors, manufacturers and end-users of aluminium across a broad range of industry sectors.

Their clients are rolling, extrusion, forging and finishing companies, and their suppliers and customers, throughout the world.

Innoval has developed a suite of tried-and-tested aluminium rolling process models which are used to optimise rolling processes to increase productivity, improve quality or save energy. They believe their models are the most accurate available to the aluminium industry today. This is because, alongside the physics of the process, they incorporate the comprehensive knowledge and understanding of aluminium that is unique to Innoval.

Matmatch

Stand A02

Email: ben.smye@matmatch.com Website: www.matmatch.com

Introducing a brand new experience for the materials industry.

Matmatch is a materials search platform that connects engineers and material suppliers through the most comprehensive materials database in the world. We are a multicultural team of smart and curious individuals, with a diverse mix of experience across materials science, startups, and enterprise businesses.

Our Vision We want to inspire people to build better products by changing the way the world discovers and uses materials.

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Phone: +49 211 60219 271 Email: info@psimetals.com Website: www.psimetals.de/en/met-home/

PSI is the leading partner for digital production in the metals industry combining SCM, APS and MES within one software platform – PSImetals. Our software solutions enable producers of aluminium and steel products to ensure their competitive edge by delivering products as agreed in quantity, quality and time whilst considering inventory, productivity and performance targets.

The PSImetals software line is an end-to-end approach for the overall supply chain caring for all the needs of the primary metals industry. From supplier to customer, PSImetals offers powerful and highly configurable standard products to support all processes from planning to execution while respecting the complexity of metal production: � Planning level to support all planning processes from Business Planning via Production Planning to Detailed Scheduling, � Execution level to monitor and control production activities as well as to assure quality, � Level of material- and transport logistic to optimise all transports requested to keep production running, � Energy management level, � Cross-application KPI and production monitoring functions.

All information is based on PSImetals Factory Model - a Digital Twin of the whole supply chain providing consistent real time plant status information.

As market leader PSI claims technology leadership as well. Therefore PSImetals FutureLab investigates and develops the solutions of tomorrow taking into consideration � latest developments around Industry 4.0 � a collaborative approach with customers, partners and experts � leading edge IT technology based on PSI Java Framework.

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EXHIBITOR PROFILES

Combining 45 years of experience in implementing production management software with innovativeness, PSI supports numerous metals producers around the globe in achieving their competitive edge.

QuinLogic

Stand A09

Phone: +49 (2405) 47 999 40 Email: info@quinlogic.de Website: www.quinlogic.com

The company was established in Aachen in 2008 with the aim of harnessing large quantities of complex measurement data for quality management in the steel and aluminium industry so as to facilitate significant increases in production efficiency.

QuinLogic’s customers include a large number of well-known steel rolling mills throughout the world. The SMS Group is a majority shareholder in the company since 2016.

The outstanding and easy-to-use technology of the QES - Quality Assurance System is increasingly applied in premium steel rolling mills as well as developing into the standard for aluminium flat rolling plants.

QES - A PRAGMATIC STEP TOWARDS INDUSTRY 4.0 The discussion about the future transformation in industrial production processes is actively ongoing. This “4th industrial revolution” does not have one standardised definition, but there are major criteria to describe it: � Better use of data � Merge production processes with information technology � Real-time availability of relevant information � Mass customisation � Technical decision assistance � finally it is an application that reveals know-how, preserves it and makes it available to anybody in the plant 24/7 � Link the real production world with the virtual world QuinLogic’s QES is a 4.0-compliant application that: � makes production data transparent � supports the consideration of individual customer specifications in a mass production environment � provides relevant information to support the human being in making a decision in case of quality deviations or process deviations – throughout the entire value chain.

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REED Exhibitions

Stand A14

Phone: +49 211 90191 270 Email: linda.hein@reedexpo.de Website: www.aluminium-messe.com

ALUMINIUM is the world’s leading trade show and B2B-platform for the aluminium industry and its main applications.

It is THE must-attend event for the aluminium industry and a powerful sourcing platform by uniting producers, processors and also end-consumers as well as technology suppliers.

ALUMINIUM is showcasing international innovations from the entire value chain: from raw materials, semi-finished and finished products through to machinery and equipment, accessories and surface refinement.

ALUMINIUM is the place to get up-to-date information in concentrated form and find pioneering solutions.

ALUMINIUM displays the latest trends and topics of the industry – in the Innovation Areas, in the Special Forums and the ALUMINIUM Conference you find new solutions for uses of tomorrow. Future topics focus on sustainability, recycling or technology of processing and automation.

Seco Warwick

Stand A17

Phone: +48 68 38 20 500 Email: info-poland@secowarwick.com Website: www.secowarwick.com/en

SECO/WARWICK is a technological leader in innovative heat treatment furnaces. Expertise includes end-to-end solutions in 5 categories: vacuum heat treatment, atmosphere, and aluminium thermal processing, controlled atmosphere brazing of aluminium heat exchangers and vacuum metallurgy. SECO/WARWICK Group has 10 companies located on three continents with customers in nearly 70 countries, has its production facilities in Poland, USA (2 factories: in California and Pennsylvania) and China. In addition, the Group includes a number of service and sales offices in such countries as Germany or Russia.

The company provides standard or customised state-of-the-art heat processing equipment and technologies to leading companies in the following industries: automotive, aerospace, electronics, tooling, medical, recycling, energy including nuclear, wind, oil, gas, and solar and production of steel, titanium, and aluminium.

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Sistem Makina Industrial Furnaces Stand A11

Email: bilgi@sistemmakina.com Website: www.sistemmakina.com/en/index.php

Ali ÇİVİCİ and İbrahim ÇİVİCİ were established in Ankara in 1976 and then moved to Istanbul in 1986, They continue to work with 4000 m² closed area in Kocaeli since 2006. About heat treatment furnaces, our specialist staff given our esteemed customers from the establishment provides a service. System Makina, which produces furnaces at home and in the world and establishes

complex facilities, is one of the leading companies in this industry. It manages the needs of iron, steel, casting, and aluminium industries for heat treatment furnaces and equipment by working in line with the latest technological methods and targeting customer satisfaction.

Our company carries out its activities in the factory of ISTANBUL MERMERCİLER ORGANISE INDUSTRY REGION in the district of KOCAELİ – DİLOVASI. Our Mission To fulfil our responsibilities towards our employees, our customers, the environment and collecting by providing the effectiveness and updating of our processes, including our innovation activities, in line with the changes and developments experienced in the globalising world.

Our Vision Continuously with our leadership position in the sector, innovation activities, technological investments and applications, to increase the reputation and reliability of our brands and products in world markets.

FLOOR PLAN

EXHIBITOR LIST

22-23 May 2019 Warsaw Marriott Hotel, Poland

A1

Innoval Technology Ltd

A7

Air Products

A13 BM Group

A2

Matmatch

A8

PSI Metals GmbH

A14 REED Exhibitions

A3

Fives

A9

QuinLogic GmbH

A15 FRIEM

A4

GLAMA Maschinenbau GmbH

A10 ALTEK

A16 Aluminium Int’l Today

A5

GHI Hornos

A11 Sistem Makina

A17 Seco Warwick

A6

AMETEK Land

A12 Gillespie & Powers Inc

A18 Cyber Security Platform

Catering

11

10 9 8

Catering

Catering Catering

12

17

14

16

15

Conference

Registration

13

Entrance

18

www.futurealuminiumforum.com/exhibit/floorplan

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7

1

6

2

5

4

3

Correct at time of printing

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Esecutivi_A3_with Scorecard_2017_07_18_A3 esecutivi 27/12/17 15:52 Pagina 32

DANIELI ALUMINIUM COLD ROLLING ROLLING MILL MILL TECHNOLOGY FOR ADVANCED STRIP AND FOIL PRODUCTION

Danieli’s 4 and 6-high DiamondFlex mills for strip and foil production incorporate the best mechanical and automation solutions to deal with the specific challenges of high-productivity aluminium rolling. As of March 2016 Fata Hunter is part of the Danieli Team.

> > > > >

4 and 6-high DiamondFlex mills Single stand and tandem mills Aluminium foil mills DAN-ECO2 ecological systems DAN-PURITY filters

Latest references out of total 228 cold and foil mills KUMZ RUSSIA Cold rolling mill plant featuring a 6-high Diamond mill for the production of coils for the aerospace sector.

2800 mm wide strip production: the widest 6-high mill in the world.

Aluminium casters, rolling mills, stretchers, processing and finishing lines

LUOYANG WANJI MACHINED ALUMINIUM CHINA 6-high cold rolling mill featuring “Opty-Six” technology and ”H-System” process control, including mass flow and feed-forward. Max. strip width 1,900 mm; finished thickness down to 0.2 mm.

Danieli Headquarters 33042 Buttrio (Udine) Italy Tel (39) 0432.1958111

ALERIS DUFFEL BELGIUM Complete cold rolling plant featuring a 6-high Diamond mill designed for EDT rolling for specific automotive applications.

DANIELI TEAM A CENTURY OF PARTNERSHIP EXPERIENCE

OARC - OMAN ALUMINIUM ROLLING COMPANY OMAN World-class 4-high cold rolling mill for 390 and 1050x2150 mm Al light gauge.

Part of a turnkey complex producing 140,000 tpy of multi-purpose Al sheets supplied by Fata EPC (Danieli Group).

www.danieli.com

Esecutivi_A3_with Scorecard_2017_07_18_A3 esecutivi 27/12/17 15:52 Pagina 32

DANIELI ALUMINIUM COLD ROLLING ROLLING MILL MILL TECHNOLOGY FOR ADVANCED STRIP AND FOIL PRODUCTION

Danieli’s 4 and 6-high DiamondFlex mills for strip and foil production incorporate the best mechanical and automation solutions to deal with the specific challenges of high-productivity aluminium rolling. As of March 2016 Fata Hunter is part of the Danieli Team.

> > > > >

4 and 6-high DiamondFlex mills Single stand and tandem mills Aluminium foil mills DAN-ECO2 ecological systems DAN-PURITY filters

Latest references out of total 228 cold and foil mills KUMZ RUSSIA Cold rolling mill plant featuring a 6-high Diamond mill for the production of coils for the aerospace sector.

2800 mm wide strip production: the widest 6-high mill in the world.

Aluminium casters, rolling mills, stretchers, processing and finishing lines

LUOYANG WANJI MACHINED ALUMINIUM CHINA 6-high cold rolling mill featuring “Opty-Six” technology and ”H-System” process control, including mass flow and feed-forward. Max. strip width 1,900 mm; finished thickness down to 0.2 mm.

Danieli Headquarters 33042 Buttrio (Udine) Italy Tel (39) 0432.1958111

ALERIS DUFFEL BELGIUM Complete cold rolling plant featuring a 6-high Diamond mill designed for EDT rolling for specific automotive applications.

DANIELI TEAM A CENTURY OF PARTNERSHIP EXPERIENCE

OARC - OMAN ALUMINIUM ROLLING COMPANY OMAN World-class 4-high cold rolling mill for 390 and 1050x2150 mm Al light gauge.

Part of a turnkey complex producing 140,000 tpy of multi-purpose Al sheets supplied by Fata EPC (Danieli Group).

www.danieli.com

ARTIFICIAL INTELLIGENCE

AI in Manufacturing: Ready for Impact F or all the focus manufacturers have been placing on digitisation, and especially on intelligent automation technologies, AI has yet to have a significant impact on the factory floor. This is about to change, believes Harald Bauer of McKinsey. “Until now, AI has been applied in a few niche areas by some, though by no means all, manufacturers,” he says. “The enablers are in place, however, to allow more manufacturers to apply AI in a wide range of uses, and at scale.”

These enablers include high existing levels of digitisation and automation, the availability of voluminous data and access to the enormous computing power existing in the cloud. To these, he might add ubiquitous IoT sensors, which permeate most production floors and logistics centres in industrialised economies.

Aside from autonomous vehicles and some consumer electronics products, AI will make its influence felt behind the scenes, in production, R&D and supply chain processes. “The gains that manufacturers make from AI use are unlikely to be headline-grabbing,” says Michael Yost, President of the Manufacturing Enterprise Solutions Association International (MESA). But in time, he believes AI will do much to enhance manufacturers’ operating efficiency, product quality and innovation capacity.

These longer-term efficiencies could be significant. A 2018 report by BCG, a consultancy, found that AI can reduce manufacturing conversion costs—the combination of direct labour and overhead costs—by 20%. These cost reductions are attractive to manufacturers and the same report found that 80% to 90% of automotive, consumer goods, process industries and

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A 2018 report by BCG, a consultancy, found that AI can reduce manufacturing conversion costs – the combination of direct labour and overhead costs – by 20%. Courtesy of ISTOCK

engineered products companies plan to implement AI in their processes in the next three years.

There are a number of key areas where the AI impact in manufacturing will be substantial in the next five years. It is likely to manifest earliest in the automotive and semiconductor industries, where AI has already made some inroads and where operations are already

highly automated. But it will also come into use (albeit more gradually) by process, heavy equipment and fast-moving consumer goods (FMCG) manufacturers [1]. This shows in the rates of early AI adoption among industries.

One-fifth of automotive companies are early AI adopters, according to the 2018 BCG report, compared to 15% of engineered products companies and 13% of process industries firms. All have much to gain, but there are stiff challenges they will have to address to ensure that AI delivers for them.

Predictive Maintenance to Increase Asset Productivity Improving asset utilisation—a key determinant of manufacturing performance—relies on maintaining production equipment in peak condition, keeping expensive downtime to

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a minimum and maximising its working life.

The combination of predictive analytics, advanced image recognition technology and, of course, voluminous performance data, will enable algorithms to predict likely equipment failures. “A defining attribute of such systems,” says Mr. Bauer, “is continuous learning—the algorithms’ ability to train themselves, based on experience and more data, to generate more accurate predictions.”

Not only can preventive action be taken to avoid downtime, but maintenance operations themselves can be based on predicted conditions rather than a regular schedule. Both should generate substantial savings for manufacturers as well as improve asset productivity. According to McKinsey, such use of AI could help Germany’s industrial manufacturers to boost asset productivity by as much as 20% and reduce maintenance costs by up to 10% [2].

Understandably, predictive maintenance is also reshaping the service model of many equipment manufacturers.

The growing predictive maintenance market drives industry players to move towards service providers. As predictive maintenance can reduce service downtime to mitigate risks from high-cost equipment operations, it is ultimately helping drive transformation among equipment suppliers from sales to long-term equipment lease operations or maintenance service models.

Improving Quality and Boosting Yield The same catalysts for the growth of predictive maintenance of equipment will give rise to improved, and automated, quality testing of manufactured goods. Advanced image recognition and self-trained systems will help manufacturers reduce product defect rates, possibly radically in some environments, such as in semiconductor manufacturing. Mr. Bauer believes detection rates will vastly increase compared to human forms of inspection (for German manufacturers by as much as 90%). Along with improvements in production processes, it will help manufacturers (particularly in the semiconductor industry, Mr. Bauer believes) increase yields considerably.

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Optimising the Supply Chain Huawei, a leading global provider of information and communications technology (ICT) infrastructure, has been using AI techniques for the past three years to help streamline its own complex supply-chain processes. According to Huawei, AI-based route optimisation has helped reduce the number of goods pick-ups by its logistics service providers and simultaneously maximise the number of full loads. The result, it says, has been a 30 reduction in

transportation costs. Shortening routes also reduces carbon emissions, thereby making supply chains greener and more sustainable.

Smarter Robots Some of the monitoring essential to predictive maintenance will be carried out by robots, which are already prevalent in factories.

Newer generations of robots, however, are becoming much more intelligent—more aware of their environment (thanks partly to machine vision, of which image recognition is one important part), and increasingly able to train themselves, without human intervention.

Mr. Yost envisions a highly collaborative

human-machine environment taking shape on the production floor, with AI robots mainly working alongside engineers rather than replacing them outright.

Laying the Foundations Several elements must be in place before manufacturers are able to scale AI and generate the desired returns from its use. First comes connectivity. Most AI-driven algorithms require a lot of computing power. That power, along with software platforms and virtual hardware that AI-assisted applications run on, can be found in the cloud, and companies should be working with one or more cloud providers that offer such resources. The cloud is also the home of open-source platforms that companies in different sectors are using to innovate with AI. Manufacturers must participate more widely in open forms of innovation in order to gain knowledge, expertise and ideas for AI applications.

The other major building block is ample, usable data. Manufacturers generally do not suffer from a shortage of it, but many complain that much of their data is unusable due to errors, incorrect or absent labels and insufficient standardisation across data sets. Companies must do the hard work of cleaning and properly integrating the data sets they have and continue to amass. Their analytics tools will also need to be able to work with unstructured forms of data (such as images of equipment and products), the analysis of which greatly adds to AI’s capabilities.

Manufacturers should not wait before addressing these and other AI-related challenges, including the acquisition of skills and expertise. AI may not yet have made a heavy imprint on the sector, but that is certain to change in the foreseeable future. �

[1] BCG, AI in the Factory of the Future: The Ghost in the Machine (April 2018).

[2] McKinsey, Smartening up with Artificial Intelligence (AI) – What’s in it for Germany and its Industrial Sector? (2017).

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ARTIFICIAL INTELLIGENCE

AI Extends Human Capabilities and Helps People to Achieve More O

f the six technologies that will drive the next innovation wave, artificial intelligence (AI) is probably the most important one. (The other five: The

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Internet of Things (IoT), advanced robotics, blockchain, new materials and autonomous devices).

Robotic process automation is one of the broad categories encompassed by AI, and the topic has created a lot of conversation around the influence of robots on the way we work – and the jobs that will be created (or disappear) as a result of this innovation.

Research is proving that industrial robots have been a substantial driver of labour productivity and economic growth without putting jobs at risk. Just one example: Working with German carmaker BMW, scientists at the MIT found that robothuman teams were about 85 percent more productive than either alone.

So rather than debate human OR machine, let’s talk about human PLUS machine – what that interaction looks like, and what AI means for manufacturers around the world.

Which Path Will You Take?

We’re at a pivotal point in our acceptance and use of AI. I agree with authors Paul Daugherty and H. James Wilson. In their book, Human + Machine: Reimagining Work in the Age of AI, they make a compelling case for AI extending and augmenting (not replacing) human capabilities and empowering human achievement.

Those who forge ahead and smartly deploy technologies like AI can embrace its unique ability to sense, comprehend and learn to achieve breakthrough improvements in performance. Adoption leaders will be capable of game-changing innovation.

Beyond the Linear Here’s why this next wave is so important to companies. Each evolution of manufacturing has focused on automation improvements that enhance a workflow or process that’s linear, sequential, repeatable, measurable and optimized.

If you’re looking to leverage AI and advanced robotics for incremental progress, you may be missing out on a lot of potential improvements. That’s because technologies like AI allow us to envision processes as fluid and adaptive – moving beyond assembly lines to flexible teams of robots and humans able to continuously adapt to new data and new market conditions to deliver new results.

Leave your Comfort Zone There will always be a place for incremental change. This is a familiar space.

Applying AI and advanced robotics for significant change can feel uncomfortable because this path requires different ways of thinking in territory that is new and evolving for most people.

At its core, AI allows us to find different ways to relieve people from tedious, repetitive tasks and free them to do more complex work – exercising judgment, making decisions, applying creativity and innovating.

It’s time to remove the veil from AI, automation and robots, and re-imagine what’s possible.

Dave Vasko, Director of Advanced Technology, Rockwell Automation

Aluminium International Today

04/04/2019 13:52:56

always the durable solution Cost effective heavy duty mobile equipment for aluminium industries . . .

GLAMA Maschinenbau GmbH Headquarters: HornstraĂ&#x;e 19 D-45964 Gladbeck / Germany Fon: +49 (0) 2043 9738 0 Fax: +49 (0) 2043 9738 50 email: info@glama.de

glama.de

ARTIFICIAL INTELLIGENCE

Dynamics of Disruption: The Three Ingredients for Market Leading AI

By Kevin Sipin*

L

eading smelters worldwide are looking towards further automation as a value driver. Automation lowers operational expenses, streamlines operations and allows smelters to focus on their core tasks.

In the last years we have seen a rapid increase in the interest for automation solutions – and in particular for artificial intelligence in these solutions. Starting with auxiliary processes, AI has found its way more and more towards the core processes in the potrooms and casthouses of primary aluminium producers. Successful examples that come to mind are of course automated machines (e.g. skimming machines), but also automated guided vehicles (e.g. crucible and anode transport).

But what are the drivers of this disruptive technology? We will look at two shifts and what they mean for value capturing: � 1. From mechanical first to digital first � 2. From products to solutions After looking at these two paradigm shifts, we will look at three ingredients that leverage these to build a market leading AI philosophy.

From mechanical first to digital first: building bodies of knowledge The first paradigm shift is the digitization of many mechanical processes. With that, we do not mean that these processes become smarter per se, but we do note that the use of Digital Twins and (realtime) sensing is becoming more and more prevalent.

Important here is the ‘resolution’ at which we are looking. Understanding what the

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production of a potline is is great, but being able to zoom in to the particular batch or pot that produced the results is even better.

Obviously, industry is not idling and here we see great test cases arise, for example in the field of individual smart pot control systems and even individual anode current measurement. It’s an interesting time we live in!

But perhaps yet unseen and far, far more potent, is the substitution of many mechanical processes with digital ones. In the basis, we refer to control, management and analytics.

Where earlier we had to (mechanically) measure, print or write data on whiteboards, we are now bringing everything together into a single body of knowledge.

The potential of the single body of knowledge becomes more obvious if we look at an analogy. Let’s think about what the wisdom of multiple specialized pots or pieces of machinery can be versus a singular one.

One doctor can treat perhaps one or two people with a very rare disease in a year – or perhaps his career. It will be extremely difficult to differentiate symptoms between the rare disease and common ones because of the sheer lack of data.

One AI however, can see all the patients’ data (X-rays, laboratory test results, etc.) for all patients in the world, and knows how to very quickly for the information that differentiates between rare and common diseases.

That ability to zoom in and use data to learn at an astronomical – exponential – rate, is where the real value of digitization will be in the long run.

From products to solutions: you’re only as strong as your weakest link The second paradigm shift is the substitution of buying strictly defined products and services with buying outcome, focusing on the end goal. For instance, you do not want to purchase a Manufacturing Execution System just because you enjoy keeping log files or creating work order schedules.

No, you purchase a system like that because you want to ensure the stable production of a set amount of new aluminium, at a certain time, using certain resources.

In the end, your way of working might change. For example, we see clients that do not want to work from a push perspective (potroom aluminium supply), but from a pull perspective (casthouse aluminium demand).

You might find your flexibility in this case limited by one or multiple products!

Because of the high (and rising) degree of interconnectivity of systems nowadays, we also see that systems become as strong as the weakest link. We witness this both in operational scenarios (i.e. smelters would like to change the way of working, but a singular system or piece of infrastructure won’t allow for that) as well as from the security perspective (i.e. hackers or ransomware that infiltrates one pc, infiltrates the entire network).

When opting for solutions over products, smelters can demand continuous guarantees on business-critical parameters such as: � Security. With one fully understood environment, the principes of security by design can be implemented consistently throughout the entire ecosystem.

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:

� Maintenance. Suppliers commit to guaranteeing uptime, safety and regular maintenance and bug fixes that will be deployed to all clients. � Minimal costs of ownership. Since the supplier can structure maintenance and infrastructure, costs will be considerably lower, which translates to lower costs for the client as well.

The risk and costs associated with having one simple bug exploited once every few years, can fully shut down an entire system.

Having the newest, most secure and most flexible solutions at all times instead of rigid custom-build products will provide a lot of added value in the long run.

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The three ingredients of success At its core, these two paradigm shifts are nothing but good for the aluminium industry.

They help us to focus on our core activities whilst maintaining flexibility and adaptability for new opportunities as they present themselves.

We believe that the biggest challenge is not finding suppliers that can deliver just the smartest artificial intelligence solution. It is in finding partners that guarantee continuous successful value creation, leveraging AI, in line with the two paradigm shifts describe.

Therefore, we believe these to be the three ingredients for success if it comes to successfully bringing AI to the core processes in primary aluminium industry:

� Say goodbye to suppliers and welcome to partners. The world is quickly changing, and you need to work with people who think with you about that and that are willing to put their own skin in the game. � Business first, technology second.

Technology and computing power only become cheaper – 1 GB of storage was $100,000 in 1985 (imagine paying $100 MILLION for your 1 TB personal storage).

Find a good business case now, and it might be a stellar business case in a few years. � Don’t replace human intelligence – augment it. Of course, there are many automatable and repeatable tasks that are done better by an AI. In the end however, human intelligence still has its place and we think any AI should be aimed at maximizing understanding, transparency and bottom-line control.

In the end, it is about finding that very fine balance between operational excellence in the short run, and flexibility and adaptability in the long run. We believe that embracing digitization and a solution-based approach, it is possible for smelters to have the best of both worlds. �

*Technology Director at Quantillion Technologies

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MINING

Using AI, Machine Learning and Robots in Mining I

n an industry such as mining where improving efficiency and productivity is crucial to profitability, even small improvements in yields, speed and efficiency can make an extraordinary impact.

Mining companies basically produce interchangeable commodities. The mining industry employs a modest amount of individuals—just 670,000 Americans are employed in the quarrying, mining and extraction sector—but it indirectly impacts nearly every other industry since it provides the raw materials for virtually every other aspect of the economy. It’s already been 10 years since the British/Australian mining company Rio Tinto began to use fully autonomous haul trucks, but they haven’t stopped there. Here are just a few ways Rio Tinto and other mining companies are preparing for the 4th industrial revolutions by creating intelligent mining operations.

Rio Tinto’s operations include 16 mines, 1,500km of rail, three ports and more, and it creates 2.4 terabytes of data every minute from all of its mobile equipment and sensors that collect and transmit data in real-time to help monitor equipment. Rio Tinto’s former CEO Sam Walsh, when speaking at the Gartner Data & Analytics Summit, explained how the company has successfully integrated these multiple mines into an integrated processing and logistics system controlled by operators not located at the physical site.

Mineral Exploration Artificial intelligence and machine learning can help mining companies find minerals to extract, a critical component of any smart mining operation. Although this is a fairly new application of AI and machine learning,

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many mining companies are excited about the prospect. Goldspot Discoveries Inc. is a company that aims to make finding gold more of a science than art by using machine learning.

Similarly, Goldcorp and IBM Watson are collaborating to use artificial intelligence to review all the geological info available to find better drilling locations for gold in Canada. These efforts to be more precise when finding areas to mine by using machine learning can help the mining industry be more profitable.

Autonomous Vehicles and Drillers While many of us have been focused on the progress Uber, Google and Tesla have made with autonomous vehicles many people don’t realise that Rio Tinto had already been using autonomous haul trucks that can carry 350 tons and operate totally independently

since 2008. These trucks have impacted the company’s bottom line by reducing fuel use by 13 percent and are safer to operate. While arguably the challenges of autonomous driving in a quarry aren’t as daunting—the trucks move slow, they don’t have to worry about pedestrians—it’s still a notable accomplishment. This year, the company’s long-haul autonomous rail system will go live and is the next step in developing the Mine of the Future. With 244 cars, the autonomous train has been in development for five years, but will make its debut by the end of the year after some software and communication glitches have been worked out.

In addition, Rio Tinto has used autonomous loaders and drilling systems for several years.

Just as with other autonomous applications, the company asserts the innovation has improved productivity by 10 percent.

Aluminium International Today

04/04/2019 15:10:13

Photo: Øyvind Sætre

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OPINION

Evolution, not a Revolution After attending the Future Aluminium Forum in 2018, Anthony De Meurechy, Aluro Managing Director, took it upon himself to explain his views on Industry 4.0 in our sector.

Hot topic at the forum: The Fourth Industrial Revolution. Is this a revolution for the aluminium sector, though, or just evolution? According to De Meurechy, the term evolution currently remains sufficient.

D

e Meurechy does consider the enormous increase in technological possibilities a revolution. However, so far, there is no sign of any dramatic change in practice. Companies are receptive to automation and process optimisation, but internal procedures still require a lot of work before attempting a full transition to 4.0.

From this perspective, De Meurechy explores challenges also faced by Aluro and within our network, and how to address them in the future. Among other aspects, he argues for a shift towards increased co-creation within the sector, the continuing effects of digitisation and the responsibility of management teams for successful implementation of Industry 4.0 at their companies.

I wouldn’t dare to simply call Industry 4.0, also often called the fourth Industrial Revolution, a revolution. An evolution, that’s certainly true. One of the speakers at the Future Aluminium Forum in Milan used this phrase and strongly opposed the rest of the speakers doing so. The definition of revolution according to the Oxford Dictionary is a “A dramatic and wide- reaching change in conditions, attitudes, or operation” and I don’t believe that is the case for this Fourth Industrial Revolution.

The industrial sector, and more specifically

the aluminium industry, is known for its conservative character. This is also clear when we compare it to, say, fifty years ago.

Not a lot has changed since then. The only major change we can observe is an ongoing

decrease in mass production. More and more smaller batches are created at the request of customers. We cannot simply call this a rapid, sudden turnaround.

“I BELIEVE THAT THE ONLY REVOLUTION IS THE ENORMOUS INCREASE IN TECHNICAL POSSIBILITIES.” 44 7 Aluro.indd 2

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18th Century

INDUSTRY 1.0 with steam power from the agrarian to the industry society

19th Century

20th Century

INDUSTRY 2.0 INDUSTRY 3.0 Using electric power for assembly Computerisation of line and mass production production

21st Century

INDUSTRY 4.0 Intelligent networking of humans, machines and products

“THE TRUE EVOLUTION STARTS WITH MANAGEMENT. ITS SPEED WILL DEPEND ON THE PACE WITH WHICH THE MENTALITY OF THE COMPANIES CAN MATCH THE

”

IMMINENT REALITY. “NOT MUCH HAS CHANGED IN THE INDUSTRIAL SECTOR COMPARED TO, SAY, 50 YEARS AGO.” Of course, the fact that mass production is decreasing has a major impact on how we will need to deal with production in the future.

The automation processes of the past must be revised and robots must be deployed more flexibly with a greater level of adaptability to faster address smaller customer requests.

We can only call Industry 4.0 a revolution when we look at the enormous increase in technical possibilities. And we are not even close to being done. But I’m still convinced we cannot call it a sudden turnaround.

Companies are far from ready for the great leap towards full automation. This is a gradual process. Companies first want to prepare their internal operations and consider automation the next logical step. I believe this will be the case for many years.

Last year, I commissioned a market survey among companies in France. I wanted to check whether there was any interest in the new Aluro products. The result? There is potential. But not at this time.

Further automation is not yet a priority for most companies in the aluminium industry.

Companies feel like they first need to develop their internal organisation and encounter the first problem here. What does it actually mean? When is my company ready for further or full automation?

We cannot forget that automation through

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robots and cobots has existed for years.

This automation was mainly used in mass production, which no longer exists in that capacity. For example, the automotive sector.

Automation also means big data, the corresponding analysis, cloud computing, the popular Internet of Things, cyber-physical systems and cognitive computing. We have been collecting and analysing big data for years, but what will we ultimately do with it? It is very difficult to rationally support decisions with hard figures and not at all as easy as it seems. What data can we learn from? Is the underlying data correct? Are we, as a company, able to fully understand and use this new technology? How can you, as a company, even get started?

An individual company needs to make an enormous effort, both in terms of time and capital, to join this revolution, as most people want to call it. The demand for cooperation between different companies in the sector has been discussed several times and everyone agrees that we can achieve better results more quickly if we work together. But the conservative side of our sector also reared its head. Because every company has its secrets. After all, you need to distinguish yourself from others. But who are these ‘others’? Our competitors within our own sector, the aluminium industry? I believe that’s simply not the case. We can benefit from working together to determine how we can complement each other within our own sector and what we can do for each other to get

ahead of competitors from other sectors. Of course, this would mean we’d need to open up to each other. The corporate culture in Belgium is incredibly closed; it’s every man for himself. But it is important to share more data with customers, competitors, suppliers and the like in the future... How else will we be able to offer cross- border and complementary services?

Examples are remote troubleshooting of technical problems of equipment. You need to visit the site if you don’t have access to a machine. Safety and security will play an important role in this respect.

There are still plenty of options for extremely efficient maintenance of equipment.

Simply by applying Industry 4.0. Manuals that are provided digitally to the customer.

Machine components with a QR code that enable a customer to order components himself with one push of the button. A customer can carry out maintenance and service himself and, if this is not possible, remotely track and evaluate all activities of the machine. Customers can even preventively predict when something will break down.

Collecting data is an essential part of this. An engineer will only need to visit a site when really needed. He will have everything he needs there: the right tools, components, inside support... He also knows immediately what hotel and plane ticket he needs to visit the customer as quickly as possible.

The service employee has everything he needs to visit the customer and quickly

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OPINION FEATURE

“THE GREATEST CHALLENGE IS COLLECTING THE RIGHT DATA, EVALUATING IT CORRECTLY, AND USING IT TO REACH UNQUESTIONABLE, RATIONAL DECISIONS.” analyse and resolve the issue without wasting any time. Nowadays, we also have things like Google Glass. The engineer puts on the famous Google Inc. glasses, determines the exact location of the problem, and resolves it.

If he doesn’t know the solution right away, he can tap the Skype icon floating in front of him and be transferred to a person specialised in the specific issue who helps him through the cloud. A fairy tale? No, this already exists!

“SIMPLY APPLYING THE BASICS OF INDUSTRY 4.0 LEADS TO A SIGNIFICANT OPTIMISATION OF BUSINESS PROBLEMS AND FASTER TROUBLESHOOTING.“ Aluro, must also be ready for this future.

We must ensure that communication with and connections between people, machines and sensors through the Internet of Things can take place smoothly. Aluro is committed to

enable its machines to collect the right data and to communicate with customer systems.

Customers will be able to make decisions based on these data to independently optimise production and logistics processes and resolve quality issues. Aluro is already working on the complete automation of machines, both in terms of material processing and the development of control systems.

This is done using robots, vision systems, data collection, artificial intelligence and all needed new and existing technologies.

It is clear that Industry 4.0 involves a lot of challenges and that everything starts with management. It is the responsibility of the management team to acknowledge and understand this shift and to incorporate it in the strategy of the company. Companies in the industrial sector, and especially those in the aluminium sector, must ask themselves a number of questions. What to

do with employees who will be replaced by automation in the future? Human capital will need to have different capacities than it does now. Are there enough people with these capacities? And what precisely are the economic benefits of Industry 4.0? Will these be in proportion to the enormous investments a company needs to make to implement Industry 4.0? When you know that only 7% of the companies in the aluminium industry have answered these questions for themselves and has currently included Industry 4.0 in their strategy, you can see that we still have a long way to go.

Industry 4.0 is coming. Not like a real revolution, but as a reality which slowly moves closer and will shape the future. But the pace of this evolution depends entirely on how fast the mentality of the management can change and how fast solutions to problematic issues such as data security can be found. �

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Survey Reveals Rampant Adoption of Industry 4.0

Intro text Author

A survey has revealed that a major gap in confidence exists between the number of companies globally that try digital manufacturing strategies and those that succeed in applying them.

S

ince the advent of the Industrial Internet of Things (IIoT) and Industry 4.0, the manufacturing world has been carefully monitoring their adoption. Initial rollouts, small to large, served as proving grounds, allowing other companies to decide if they should adopt manufacturing technologies including automation, data exchange, cyber-physical systems, IoT, cloud computing, and cognitive computing. To monitor trends in adoption, McKinsey & Co. has been doing an annual survey focused on the aforementioned technologies. This year, the firm’s finding was a bit unusual, in that McKinsey concluded that everyone in manufacturing is leading the adoption of digital manufacturing.

"This space of industrial IoT/Industry 4.0/ digital manufacturing is one that we’ve been monitoring pretty closely for the last four years or so,” Richard Kelly, partner at McKinsey & Company, told Design News. “What we’ve seen in that time period is a shift from three or four years ago, with the concepts being

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pretty new. Everyone was a little uncertain as to: Is this hype or is there some reality here, and where does the value come from?

I think where we’ve moved to now, if I speak generally, is that most companies are doing something in this space.”

Kelly continued, “Most of the clients we speak to have some kind of effort aligned with these disruptive technologies and the manufacturing value chain. I think the question has shifted from which technologies they value more to: How do we capture the maximum amount of value? How do we structure these approaches? How do we move to scale?

And different countries are accelerating at different paces, but I think we’re seeing a fairly global trend right now in levels of adoption and also in commonality and challenges.”

According to respondents to the McKinsey survey, 92 percent of companies in seven countries think they lead or are on par with their competition. Two-thirds of the companies

surveyed rank digitizing the production value chain as a top priority, with companies piloting an average of eight different Industry 4.0 solutions. While solutions spanning connectivity, intelligence, and flexible automation resonated across business sectors, however, pilots underway in those areas trailed that sentiment by 16 to 19 points. After an all-time high in optimism toward digital manufacturing in 2017, that sentiment saw a correction in Germany, the U.S., Japan and China.

Results by Country Delving into this survey finding, Kelly told us, “We’ve seen probably more of a plateau in Germany and the US; certainly it’s dropped back a little bit. Japan has perhaps been down a bit more, while there’s been a kickup in India and China. Speaking to the Germany-US part of that, first  as people have gotten further down the road  they’ve encountered some of the challenges that we

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highlight in the paper. They recognize that while the opportunity is there, it’s certainly quite challenging in some cases to capture.

And it requires organizational discipline. To some degree, there’s some cultural change that goes with this in addition to technology implementation. Those have been some of the main drivers of the plateauing of enthusiasm. We haven’t seen anybody, if you will, take their foot of the gas of pursuing these opportunities. I think it’s more, perhaps, recognition of the effort required and to some degree the effort it will take to get there.”

Kelly continued, “The dropoff in Japan has been interesting; we’ve always seen the Japanese market being slightly less optimistic.

I don’t think in any way that’s related to the technological advancement and capability that exists in Japan. It’s perhaps some of the greater challenges in terms of large-scale Japanese organizations. Some of the culture there is to be focused on how they work across different areas of the functions and the company to maximize the value. Certainly, there are a number of Japanese firms that have the technology here.”

When asked about the rest of the world and what trends are most evident, Kelly said, “I think we have seen a big acceleration in some of the more emerging countries like India and China. To some degree, this has been driven by increased government focus, if you think of the China 2025 plan and the big push they’ve had there probably coupled with a larger number of greenfield sites. You can apply digital manufacturing or Industry 4.0 pretty much into every site. Greenfield sites have the slight advantage that you don’t have to think as much about how to wire this into legacy systems, legacy equipment. So I believe there is a slight correlation there with the greenfield opportunities in those markets and perhaps the overall emphasis. But broadly speaking, we’re seeing companies in every geography and in every sector making progress here. As we refer to in the paper, we’d also say that many of them are still feeling the challenge of how to move from successful proofs of concept into at-scale impact.”

Adoption Roadblocks When asked about the biggest challenges remaining to adoption and whether they

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varied by region or culture, Kelly responded, “I think there’s a little bit of regional variation based on culture, but actually we’re seeing a lot of similarity across regions. I think they fall into three main areas. There certainly are technological challenges, but we would say those are not the greatest right now.

I think for most of these technologies, the proof of concepts have been demonstrated.

So while there are definitely technology integration challenges—how do I take, for example, augmented reality and smart glasses and think about how to integrate them into my existing workplace and system?

How do I take some new forms of IoT platforms for sharing data across functions and organization and how do I wire those back in? Those are more of the technology platforms; it’s more the underlying—what we would call IT/OT operational technology architecture—challenges as opposed to specific disruptive technologies. So that’s challenge number one, more on the technology side.”

“Challenge number two is probably around actually structuring the approach roadmap to optimize value,” he continued.

“One of the things we found was done by companies that have been more successful is to really approach this from the C-suite level and see this as an organizational transformation and opportunity to raise the level of competitiveness not only in terms of productivity, but also time to market and new levels of customer service. They’ve linked it more up to their corporate strategy  if you will, the business unit strategy rather than just seeing it as a new technology to inject to raise product opportunity. So there’s an area there which is around how do we organize ourselves to capture this. One of the things we always like to see as a good indicator of trajectory is a clear link to business strategy, a clear roadmap of which use cases to pursue, and then a link of that into a business case where the value will come from. That would be my second bucket.”

Company Culture Kelly concluded, “And then third, I think there is a cultural and a ‘way of working’ piece.

One of the things we talk about quite a lot here is becoming more agile. How do you get to minimum viable products for some

applications to help maintain us on the shop floor, for example? How do you work in a much more agile, faster way to develop those solutions and deploy them and test them and refine them? Often, this is different from how existing technology organizations and large corporations have worked historically.

We often talk about how you almost need a two-speed IT department: one that will carry on doing what IT has always done in terms of supporting large systems—providing that level of service—and then you need another more agile, dynamic group that is much more focused on testing new solutions, working with new emerging partners, refining those MVPs, and scaling them up more broadly.”

The survey consisted of 700 companies in seven nations. Each had at least 50 employees and $10 million in annual revenue. It found that two-thirds rank digitizing the production value chain as a top priority.

The companies that responded are piloting an average of eight different Industry 4.0 solutions. India leads with 10.6 digital pilots, while China had 10.2 and Brazil had 8.9. The U.S. was fourth at 8.5.

Across business sectors, connectivity, intelligence, and flexible automation solutions resonated. When comparing pilot programs in those three areas with those that made it to scale, only 30 percent rolled out companywide. Industrial automation, software, and semiconductors fared best.

Healthcare, automotive components, and paper and packaging trailed.

In summary, Kelly told us: “If you think about the prior wave of operation improvement in manufacturing sectors, a lot of that was driven through things like lean and six sigma. And part of the application of that was to say, ‘Okay, we’ve seen companies— for example, Toyota—do this successfully.

How do we copy that? How do we replicate that? In the world of Industry 4.0, I think everyone is still on the journey, so there isn’t necessarily that mature reference model to say, ‘Okay, let me learn how Company X did this and just try to copy/adapt and place it into my own business.” �

www.designnews.com/automation-motion-control/ survey-reveals-rampant-adoption-industry40/66387212459801?platform=hootsuite

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INDUSTRY 4.0

Where is the revolution?

By Dan Miller*

I

ndustry 4.0 is in the press a lot at the moment. It is the latest buzzword (or set of buzzwords) that a company must use if it is to show itself to be at the leading edge of technology. It has generated many conferences across multiple industries, yet the benefits are somewhat nebulous. Indeed, the very concept of a new revolution in technology seems rather vague.

In this article, I’ll talk about how the term originated, what many people perceive it to be and my own, slightly different, view. Figure 1.

The benefit of hindsight and the perspective of history does at least give some substance to the earlier industrial revolutions. The advent of mechanisation and the utilisation of engines running on water or steam power produced the Industrial Revolution. It resulted in many trade benefits for the leading industrial countries, together with a huge amount of social disruption. This came about as the agrarian economies readjusted and the workforce shifted and moulded to the new ways of working.

The advent of mass production heralded the second industrial revolution. It saw the widespread use of electrically powered machinery, especially in assembly lines.

This technological revolution of the late 19th century paved the way for the industrial methods we now take for granted. For example, steel production and the spread of systems such as electricity, water supply and telephones across the developed and developing countries.

The third revolution happened only relatively recently. It comprises the rise of electronics, computers, digital technology, the Internet and the increased use of automation to achieve efficiencies.

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Is Industry 4.0 the 4th industrial revolution?

Big data, analytics, the Internet of Things, artificial intelligence and robotics are terms we use to describe the current revolution.

Some see it as the means by which 50% of the jobs we have today will no longer be done by people. Instead, they’ll be carried out by some form of cyber-physical system.

The building blocks of this “revolution” have been around for some time. In fact, it might be said to simply be the natural output of the third revolution. The great difference is that of the approach and the impact it may have both on our industry and the role of the workers in the future industrial environment.

Many people perceived Industry 3.0 as how “industrialisation + automation” would relieve the burden of manual and repetitive chores. Therefore, it would make the workplace a better and more enjoyable place.

Industry 4.0 now takes this further by making intelligent (rational and hopefully correct!) decisions. These will lead to higher quality products, manufactured at lower cost, using less energy consumption and in a safer working environment. Or at least that’s the theory…

Many suppliers in the industry seek to

build up this “revolution” by starting with plant digitalisation. This creates an asset of the data and exploits the value of this asset through big data analysis. The slicing of this data exposes correlations that will hopefully bring more optimal operating conditions. Figure 2.

A different view In some cases, the need for increased and integrated data collection can be a barrier.

In our view it’s not a necessary step to achieving the benefits Industry 4.0 promises.

For Innoval, with our deep knowledge of both the products and their requirements, as well as the equipment used in the process route, we envisage a somewhat different path. Figure 3.

We know full digitalisation is expensive and that data mining can be disappointing. After all, a correlation is not a causation. However, we do have effective models of key process stages that have been built upon robust physical principles and incorporate our depth of knowledge of the underlying materials behaviour.

We can utilise our models to integrate the process and product dimensions. Furthermore, they can identify the key parameters that you need to monitor (and the controls you need to adjust dynamically) to ensure consistent quality and predictable delivery times.

Industry 4.0 implementation Significant cost reductions End-users expect to receive from their suppliers a product with the right mechanical properties, that’s within the geometrical specification tolerances and is free of surface defects. What’s more, this should all be available at a competitive price and arrive within a guaranteed delivery window. This is not going to change with Industry 4.0 implementation.

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(left) Figure 1.The four industrial revolutions (above) Figure 2. Industry 4.0 uses plant data to make intelligent decisions

The expectation is that there will be greater certainty that all the criteria can be met.

Furthermore, end-users may expect some of the benefits promised by Industry 4.0 to be reflected in a reduced price. There are however, significant opportunities for the producer in terms of cost reduction. This is through reduced scrap, optimising energy usage and improved machine utilisation.

There is also a valuable by-product. We could store all the collected data in such a way that it dynamically updates associated knowledge maps. These can then become virtual ‘aluminium experts’. The ‘experts’ could then provide pertinent advice and likely solutions in real time for operators on the lines.

This is a methodology Innoval is researching for our K-Maps.

Dynamically adjusting downstream practices From our perspective, we see the key technological potential of Industry 4.0 implementation in the expansion of the identification data of the piece or coil (such as ID, width, thickness, alloy). This would include key quality parameter values at each stage of processing. The system would then use these values to dynamically adjust the downstream practices in order to guarantee quality. Similarly, it could reject or re-assign a work piece at the earliest point possible in the process flow. Figure 3.

We can demonstrate a simpler application for this in the way we use pre-heat furnace models. We can use them to optimise the head temperature for a specific load based upon loading pattern, ingot size and actual ingot compositions. An on-line metallurgical model within the process control software can optimise the pre-heat in real-time to meet metallurgical requirements. Both of these

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Fig 3. Significantly increased and fully integrated data collection may not be necessary to achieve Industry 4.0’s benefits

Furnace design

Instrumented coils

Temperature profiles

Hardware specification Operating scheme Model configuration

Cycle times Model revisions

Process data collection

Model calibration

Figure 3. The integration of process models into Industry 4.0

would reduce energy usage by a minimum of 5%, even in a modern plant. Moreover, the use of intelligent automation would adjust furnace settings to match the real-time hot mill needs, ensuring predictable hot line throughput.

It is of course important to ensure accurate temperature measurement of slabs for this to be effective. We cannot assume reliable accurate temperature measurement in our industry!

Energy usage

Process prediction

Routine calibration checks

Phased Industry 4.0 implementation Industry 4.0 implementation needs to be phased. This is both for technological reasons (there is still a lot of learning to be done!), and to ensure that incremental investments deliver the anticipated benefits.

The first phase is an extension of current developments. This is the intelligent use of exception reports, the addition of tags relating to quality at each process stage and real-time guidance both to operators and maintenance

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INDUSTRY 4.0 FEATURE

personnel on the line.

The second phase is the usage of online process/property models for each process stage. These, together with statistical trend analysis and monitoring of operator interventions, lead to trimming of standard operating practices in order to guarantee quality. This would deliver, not only improved quality to the end-user, but also improved equipment reliability and hence more optimal productivity and energy usage. Figure 4.

The last phase, and the real revolution of Industry 4.0, is a holistic process/product implementation. This means integrating all the data systems and knowledge systems (including, of course, the on-line models) across the process route. In doing so, the system must recognise the interactions that occur at the different stages. It must also understand the importance of earlier process stages in the evolution of the properties of the final product.

Figure 4. The holistic approach of Industry 4.0 implementation

Level 3 scheduler Level 3 set-up model/table

Level 1/2 tuning parameter values

Preheat

Hot rolling On-line model

On-line model

Customer tolerances

Cold rolling

On-line model

On-line model

HMI screens Malfunction identification Condition monitoring vibration

Quality alert/ piece tagging

Data validation/

finally realise the benefits of Industry 4.0 implementation. Imagine a world where the customer will supply a list of requirements such as mechanical and geometrical properties, product form and surface characteristics. The supplier’s system will automatically generate a time for manufacture, the process stages and

*Senior Process Consultant, Innoval Technology Ltd

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- Use drifting or out of specification values for one step to determine whether scrap, rework, diversion or SOP modification is needed - Modify the overall schedule (longer processing times, additional process steps) to achieve total quality - Keep management & clients informed of schedule changes (qualification, delivery impacts)

appropriate practices, as well as the predicted cost, materials list and required ordering times. Quality and delivery requirements will be automatically embedded within the product. Then we would have a truly Intelligent Factory. �

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Exception reports L3 standard reports

Operator realtime guidance Maintenance task generation

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INDUSTRY 4.0

Industry 4.0 – Little Curse Much Blessing I ndustry 4.0 is the keyword of these days.

Though the whole world is in a constant state of becoming more digitalised by minute branches such as aluminium and mechanical engineering are yet lightyears away from an effective digital surface. The question is: why? The European industry tends to cling to conservative grounds whilst formerly weaker markets such as the Chinese or Japanese are gaining more and more relevance in the global economy. Those Asian companies understand that customers want their work atmosphere to be just as easy as their daily life. So, they feed the needs.

In respect of the rapidly increasing number of new digital features it is foreseeable that digitalisation will dominate the future. Thus, for a stable future on the market it is essential to follow the Asian examples and digitalise – better now than later. Being a digitalised industrial company, especially now, has, due to Europe’s not yet very modern positioning, one big advantage in the economy: To provide an effective platform for customers is not only a great opportunity to enhance the sales performance, but moreover a higher after sales and service level. Customers are more likely to choose simplicity and effectiveness over contestants who still use old fashioned methods of orders and support issues. With the introduction of digitisation, sales from local stores or fax-catalogues are drastically reduced. Other markets already

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show the consequences like rising digital platforms displacing regular enterprises in the market. Without the digitisation of small and medium-sized companies, there is a risk of being erased off the market.

The most valuable aspect for every manufacturer is the purchase. Therefore, ecommerce can be a great way to enter industry 4.0. “We initiate the process with ecommerce because it is the most important touchpoint between customer and company”, says Florian Kölsch, from dnetwo, “but the final figure is a platform that connects everything from the thousands of sensors in a machine over individual price inquiries to m2m commerce where machines work highly intelligent and autonomous.” The company passionately digitalises internal and external processes of companies with diverse challenges. This year they introduced their solutions specialised for industries such as the aluminium and mechanical engineering to the global market - solutions that focus on the demands of each company and offer individual features to work them in the digitalisation process. It can be overwhelming at first sight. There are a lot of new things about it such as machine learning, cloudbased applications and different working structures. Approaching it through eCommerce is not only logical but also starts the process with something familiar. Using ecommerce brings many amenities, one of which is for

example that information is processed much faster and more appealing to the customer.

Most people are afraid of digitisation while in reality it is not that scary. For instance, it is like switching from a local store to an online shop or switching from a cable-telephone to a cell phone. Now who uses this one today? The same question can be asked about digitalized industry in 10 years.

The future of digitisation is ensured. It can and will change everyday lifestyle, holidays and work. The benefits of intelligent industry are many, starting from the fact that the overall productivity of the enterprise is improved, saving money and increasing monthly turnover. Industry 4.0 raises the number of possibilities for enterprises but also challenges them at the same time. Companies need to gather information from outside sources, work with machines instead of against them and effectively implement certain workflows to profit and not lose from digitalisation.

It is difficult to bring the advantages of digitalisation into one sentence, but if we really seek a simple definition, we should look not so far. Digitalisation is the ability to do everything - virtually, unlimited, and everywhere.

Authors Lisa Tanzer & Nikol Atanasova, Dnetwo www.dnetwo.de

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SUPPLY CHAIN MANAGEMENT

Towards a Digital and Real-Time Supply Chain in the Aluminium Industry S

upply chain management and visibility in the Aluminium Industry is overdue for a technological overhaul. Smart smelter and smart(er) supply chains seems to be on the agenda on most industry conferences these days, but the industry still relies largely on spreadsheets and a de-centralised way of planning, sourcing and managing logistics.

Land based logistics have come a long way in many industries, with autonomous trucking and rail technology, but industries that rely largely on sea-born trade are lagging behind. Around 90% of world trade is carried by the international shipping industry. Ocean shipping is still the most energy-efficient mode of transporting raw materials, but is highly vulnerable to unexpected events leading to delays and potentially widespread supply chain disruption.

The current regime for sourcing and managing the supply chain is still largely manual and disconnected – from production planning across locations to the sourcing and transportation of raw materials via different modes of transportation. Due to the unpredictable and vulnerable nature of

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sea-based logistics, companies sourcing raw materials as part of their supply chain rely on significant amount of working capital tied up in large inventory buffers – to avoid potential stock-out situations and disruption to production.

With the latest advances in technology, this way of managing and thinking about the supply chain will change dramatically over the coming years. Digitisation and buzzwords like Blockchain, Internet of Things and Artificial Intelligence are becoming part of our everyday media consumption – but what are the implications and what does it really mean to us as an industry?

Connectivity and technology should enable all cargo owners to reduce the costs and risks of their logistics by making better informed decisions. The industry needs to move from manual and error-prone processes to a realtime decision-making process, supported by updated and complete information pertaining to inventory and material flow.

Spreadsheets are powerful and versatile tools, but they are not cut-out for real-time decision making. Planning and managing a

company’s global shipping and raw material requirements is a major task with costly implications. The digital supply chain should give complete, end-to-end visibility, allowing all stakeholders to take early preventive action and reduce total logistics costs from fuel, freight, demurrage and storage.

Eye-opening case study One company focused on the shift from a traditional supply chain to a digital and real-time supply chain is the Norwegian technology company Klaveness Digital, which was born out of the 70-year old shipping company Torvald Klaveness. Three years ago, Klaveness conducted a case study on aluminium smelters in the Middle East and Arabian Gulf that showed that substantial savings can be made through improved collaboration, increased transparency and access to real-time data.

The case study showed that many companies in the aluminium industry – from miners to refineries and smelters – manage their shipping and inventory situation using spreadsheets, often in combination with

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challenges and pain points. Together with the companies involved, Klaveness meticulously mapped and evaluated key work processes from initial supply planning all the way to delivery of the raw material at discharge port. Customer workshops made it clear that digitising and automating manual processes related to sourcing, shipping and inventory management would create significant value for the companies and their stakeholders, reducing the overall logistics costs from fuel, freight, demurrage and storage.

complex ERP systems. Moreover, emails and phone calls are exchanged regularly between stakeholders to share operational information such as cargo and vessel nominations, or notices of vessels’ ETAs. As a result, managers are often forced to undertake the time-consuming and errorprone task of piecing together information from various sources – that by the time completed, is often too late to take proactive measures to avoid costly events such as demurrage, last minute spot shipment and low or high stock situations.

What started as an eye-opening case study, gradually developed into a vision of a digital logistics platform capable of changing the way stakeholders in the industry interact by replacing manual processes and spreadsheets with real-time collaboration and actionable insight.

Project “CARGO” In close collaboration with a selection of companies in the aluminium Industry, Klaveness initiated project “CARGO” to try and come up with a solution to its customer’s

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From experiment to dedicated technology company After testing the concept with clients in the aluminium industry, Klaveness established a dedicated technology company to spearhead the development of the logistics platform comprised of software engineers, data scientists, shipping, and logistics specialists. The company set out to develop a platform that would provide users with a complete overview of their scheduled and ongoing material flow, directly linked to their inventory situation, across all terminals and commodities – always updated with actionable information allowing them to take preventive action early to respond to unforeseen events and avoid costly knockon effects. A virtual representation of the value chain, with end-to-end visibility from planning to production, utilising advanced satellite tracking and algorithms to ensure that decision-makers have the latest information available.

Platforms such as CargoValue by Klaveness Digital will enable real-time collaboration, not only across internal stakeholders, but across players in the industry. Digital platforms will let users collaborate on the same shipping schedule and inventory in one place. Unlike a spreadsheet, all changes are instantly updated across everyone’s devices giving users greater confidence in the accuracy of the information.

Planned and ongoing shipments are linked to destination inventory levels, giving a more accurate representation of how the stock levels across operations are expected to develop. Existing business systems can be integrated through Application Programming Interfaces (APIs). Everyone involved can see the latest updates in real-time, allowing stakeholders to quickly realign plans without

spending time on manual updates.

The future of the supply chain in aluminium With the speed of technological advances in automation, data collection and analytics, the future of the supply chain in the aluminium industry holds a lot of promise.

Seamless collaboration, not only inside each company but across external stakeholders such as suppliers, agents, brokers and different modes of transportation. A truly connected and real-time supply chain will spur new business models and ways of procuring commodities and freight.

The future, digitalised, supply chain will offer a new degree of resiliency and responsiveness, enabling companies to react to disruptions, anticipate and adjust in real-time as conditions in the chain changes.

A virtual representation of all freight and inventory, eventually enabling a whole new way of thinking about logistics with sharing and swapping of cargoes, possibly disintermediating the supply chain we know today.

Platforms and solutions such as CargoValue will become smarter every time users interact with the system, providing users valuable insights in the planning and scheduling process. Adaptive learning and data analytics will reduce the amount of time spent on repetitive tasks, allowing users to spend their time on value creation opportunities.

Data security and reliability will be a critical aspect in choosing the right technology solutions to support the future supply chain.

The transformation is not an easy task, and it is not just a matter of choosing the right technology. It will require both process and cultural changes in the organisation. It is not a task achieved over night, but all players in our industry need to start looking at their current processes and embrace the opportunities that technology brings to the table. Establish a roadmap and identify low hanging fruits first.

The industry cannot wait until the perfect future state of the supply chain is achievable.�

www.cargovalue.com

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SUPPLY CHAIN MANAGEMENT

Better Material Selection

I

ndustry 4.0 – or the fourth industrial revolution – is still a hot topic in the manufacturing world. It is leading to increased automation and the exchange of data in manufacturing technologies in the aluminium sector and many others. But beyond this, digital tools and technologies in general are transforming other areas of the industry – one of them being material selection.

Evaluating materials and searching for new options for projects is known to be a time-consuming process. And the way in which engineers and designers choose materials has, for many years, remained unchanged. They tend to rely on existing knowledge and experience, or simply search

Google for answers. Moreover, engineers often hesitate to explore new alternatives due to potentially unreliable data and challenges with sourcing.

Matmatch is opening up an easy route to find and access these materials, having developed a free-to-use online platform. It allows engineers and designers to search a database of thousands of different materials, including metals, polymers, ceramics, glass, and composites. The database already has over 12,000 types of aluminium available, including materials from suppliers such as Alcoa, Hydro, Braz Line and Goodfellow.

Engineers are able to check the chemical composition and mechanical properties of different materials, compare their viability for

specific uses and connect with suppliers when they need more information or want to source a material.

“Until now a lot of people have tended to rely on their own knowledge, or asked people around them, because it has been so hard to find the right data. That’s the issue we are solving”, says Melissa Albeck, CEO of Matmatch.

Matmatch gives engineers access to a range of key details about different materials, with all the information having come from reliable sources and verified by an in-house team of material scientists.

Crucially, users of the platform can also contact suppliers directly. Before Matmatch, companies would have had to search, sometimes extensively, to find the right producer. Now, they can easily make connections and find the right partner for their projects.

For aluminium suppliers, the platform offers a way to reach a new pool of potential customers online. In contrast to marketplaces, where users have – in general – already decided what material they need, Matmatch users tend to be much earlier in the decisionmaking process. This offers suppliers a chance to reach and influence customers they may not normally. What’s more, the focus here is on supplier and material capabilities rather than cost.

Matmatch is an open platform that’s free for users, and already more than 150,000 people use it each month. The goal is to continue to encourage more product developers – at companies of all sizes – to innovate when it comes to material selection.�

To find out more about how to find the best materials for your projects – or to learn how you can come onboard as a featured supplier – visit us at table A2 at the Future Aluminium Forum or go to www.matmatch.com.

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Aluminium International Today

08/04/2019 11:05:36

Leading Trade Fairs for Aluminium

GERMANY 6 – 8 October 2020 USA 12 – 13 September 2019 CHINA 10 – 12 July 2019 MIDDLE EAST Date to be confirmed INDIA January / February 2021 BRAZIL Spring / Summer 2020

www.aluminium-global.com

Q&A

QuinLogic Answers...

Nadine Bloxsome spoke to Hans Peintinger, General Manager at QuinLogic GmbH and Future Aluminium Advisory Board member about how the company‘s digital solutions.

1. How important is the Industry 4.0/digital concept to aluminium manufacturing and processing?

The relevance of Industry 4.0 becomes more and more evident also in aluminium manufacturing and processing . There is simply no choice to maintain competitiveness without application of the new smart technologies in the production lines and in optimisation of efficiency and quality. The increasing requirements of aluminium products in automotive, aero plane, aerospace but also in chemical, food and pharmaceutical products ask for applying all possible technologies to guarantee the reliable high quality but also cost competitive end product.

2. How do you think the sector is embracing this concept?

We see still a high demand and a lot of already started projects of the leading aluminium producers. e.g. the big players in aluminium rolling mills Hydro, AluNorf, Aleris, Novelis, Alcoa, Constellium are installing and using Industry 4.0 systems in their daily operation. For sure compared to steel industry aluminium was little bit late to apply this latest technologies. What is a big advantage on the other hand for a fast approach towards Industry 4.0 is that the infrastructure of sensors and collected data is well developed in most of the aluminium rolling mills.

improvement and development starting from the raw product down to the finished product.

Therefore the digital twin of the product is the base for all quality and efficiency improvements and the more and more important integration point and source the technological and metallurgical know how of the aluminium mill.

4. What solutions can your company offer customers in terms of digital manufacturing and streamlining technologies?

QuinLogic is the leading supplier for comprehensive Industry 4.0 solution for quality and efficiency control of aluminium mills. It is not a project based solution but a software product based solution. The big advantage for users is a robust reliable system from the very beginning of the installation. Additionally it takes a very short implementation time for configuration of the software products.

5. How much emphasis is your company putting on planning for digitalisation? Do you have an R&D team devoted to it or any special programmes in place for example?

QuinLogic is a 100% dedicated software company focusing since more than 10 years on supplying quality assurance and improvement solutions out of the box. To be the leading company in this field requires a continuous development force improving the performance and the features of the software.

The key for the outstanding position of the QES software is the very tight connection to all our users. All new ideas feature requests are directly entered to our development team and can be used for the yearly release of the product modules. Therefore it is not a software developed by QuinLogic, but more a software solution based on the input and requirements of hundreds of users from all

over the world. Additionally it is influenced by aluminium and by steel customers which allows to fulfill an even broader range of requirements.

6. Are you prepared for ‘disruptive technologies’?

Since 10 years new and some of them more or less disruptive technologies give the chance to develop new products to solve more of the required tasks we face in production plants.

Real disruptive technologies like the latest deep learning, Auto ML and in general Ai technologies are for sure influencing already now the demands to data collection and storage systems. QuinLogic is integrating this technologies carefully in the new software product offerings. This happens only after testing and checking that there is enough potential for improvement and reliable payback of this new technologies.

7. What would you say is one positive and one negative of the digital age?

The biggest positive point is that the fast development of hardware and operational software is not any more a limit for developing applications for the industry. The biggest negative point is that having no more limits in hardware and software we have to admit that it is our human creativity and speed which is limiting us to bring faster and better solutions to the market.

Q&A 3. Where do you think we likely to see the most innovation? Upstream or downstream?

Related to improvements it is always worthwhile to invest upstream first to take action before the whole value generation has taken place. But the integrated approach of having the whole production process under control is today the rule of the game.

Efficiency and quality of products is not made at one checkpoint. It is a continuous

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8. How do you see the evolution of an aluminium smelter or processing plan over the next five to 10 years?

Aluminium has bright future. The best and most efficient recycling material is convincing more and more customers to design new applications for aluminium products.

Aluminium International Today

04/04/2019 15:59:12

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TRENDS

Looking Ahead: Manufacturing Trends in 2019 Efforts to increase productivity, improve quality and control resources (labour, energy, costs) remain the top priorities of manufacturers. Achieving this however means keeping aware of on-going changes across the industry, and ensuring operations align with the trends shaping the future.

To help foundry customers build a strategy for growth that aligns with customer and industry needs, Norican Group is sharing the Group’s collective expert insight into the trends that have dominated the industry in 2018 and will continue to do so in the years to come.

Aluminium – Shifting to the Light Side The pivot towards aluminium across automotive, construction, aerospace and many other sectors is gathering pace.

With global consumption predicted to rise to 120 million tonnes by 2025, the auto industry is very much driving this shift.

The use of aluminium in automobiles will double from around 12% to 25% of global consumption – 30 million tonnes – by 2025.

This rise in aluminium overlaps significantly with green trends. As environmental legislation tightens, demand has increased exponentially for the light alloy castings needed to cut fuel consumption and CO2 emissions – particularly large structural parts.

The subject is perhaps discussed most avidly in China, which, as both the world’s largest aluminium producer and consumer, is spearheading the shift.

Aluminium certainly proved to be the hottest topic at the Metal China exhibition in 2018.

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Skills Shortages and Automation The current lack of skilled labour from manual workers for the shakeout to experienced foundry engineers is a serious concern for foundries globally. At the World Foundry Congress, it was a recurring topic that featured in two guest lectures from DISA’s Per Larsen.

Tackling the lack of labour availability while at the same time improving casting consistency and the working environment is the role of automation which has the added gain of enabling foundries to assign staff to higher value tasks such as testing, problem solving or engineering design.

Automation features are a major focus of development right across Norican Group. Solutions cover all areas of foundry operations, including safe, clean molten metal transport and filling with StrikoWestofen’s Schnorkle, automated moulding core and filter setting from DISA and automated blast conveyor lines for workpiece transport from Wheelabrator.

Automation will gather more pace in the coming years, helping the industry achieve its common goal: making working in foundries appeal to younger generations.

A desire to bring together, deepen and maximise data and digital knowledge, led Norican Group to launch Norican Digital to develop new digital technologies, encompassing the learnings, expertise and customer experience from across the breadth of the Group, helping customers improve their processes by turning raw data into valuable insight.

Even before Norican Digital’s group-wide infrastructure arrived, prior achievements demonstrate sophisticated digital capabilities.

A great example of this is Italpresse Gauss’

Industry 4.0 and Big Data The foundry industry has always worked with data. However, digitisation has now brought on a fundamental shift in the volume, granularity and processability of data. It has also opened up new opportunities.

All around us, manufacturers are rapidly adopting Industry 4.0 technology to enable them to produce more, in improved quality, faster and with less waste.

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launch of AMe, the augmented reality app that enables maintenance workers to troubleshoot alone, via the app, or via a live video connection with an Italpresse Gauss expert.

Such was the success of the AMe, Microsoft featured Italpresse Gauss as a digital disruptor in its partnership video “Manufacturing the future: Insights from digital leaders”.

Eco Credentials and Sustainability In the foundry industry, energy use is directly linked to customer profitability. Effective sustainability initiatives will benefit both the environment and the bottom line.

Across Norican Group, a lot of the research, development and innovation work goes into creating features to help foundries win on efficiency and reduce energy use,

delivering the dual benefit of sustainability and cost reduction. These features are not just for new equipment, most can be retrofitted onto existing equipment.

StrikoWestofen’s hot gas baffle is a prime example of reducing energy while winning on efficiency; its ceramic fibre shaft cover prevents heat from escaping, and increases the energy-efficiency of the melting process. It can be retrofitted onto existing equipment.

ECO-FIT Mode and ECO-FIT Plus from Italpresse Gauss are also offered as a modification and dramatically reduce energy consumption by regulating hydraulic pumps to optimise performance. ECO-FIT Plus can deliver energy savings of up to 60%.

Energy efficiency enhancements also come from sophisticated digital innovations.

For the first time ever, foundries are able to spot and react to mould string inaccuracies in real time before pouring – thanks to the high-precision DISA MAC (Mould Accuracy Controller) measuring device. By capturing mould-related mismatch, mould gaps, mould steps and parallelism for each mould, this innovation has the potential to save huge amounts of energy by making remelting a thing of the past.

Norican Group is committed to helping its customers lower their costs per casting – be that by increasing productivity, improving casting quality or controlling resources (labour, energy, costs). �

Norican Group, www.noricangroup.com

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SMART PLANT

B EnPot Patented Shell Heat Exchanger Technology Improves heat balance of pots, enables optimisation of ACD

Allows dynamic control of potline energy use up to +/30%

Flexibility of energy use = instant demand response = new energy pricing

Renewable Energy Grid friendly

Modulate hourly, daily, monthly or seasonally

New EnPot Modulation Simulation Programme instantly quantifies benefits, contact us for a demonstration.

eyond increased automation, the modern plants are becoming more and more connected and “smart”. Operators have access to accurate information collected in real time, but the amount of information they receive can lead to confusion. Digital solutions must make operator-machine interactions easier, for instance using mobile devices and web technologies to offer more convenient and more intuitive interfaces, or using data generated throughout the whole production process to improve reliability and reduce the operating costs.

More specifically, in the aluminium industry, Fives is working with its customers towards combining all these new technologies, in order to improve the efficiency and working conditions at all steps of the production and service of the anodes.

This work has allowed Fives to propose the following solutions: � Pot Tending Machine Automatic Driving Assistance sequence. It allows for reducing Health & Safety hazards for the human operator on the floor, saving labour costs and having additional pot service functions not done today or done poorly: automation should improve productivity and working conditions. � SMARTCrane, a shift from reactive support to pro-active maintenance, relying on a “real time” service to improve Overall Equipment Efficiency. Fives is working in partnership with a smelter to implement SMARTCrane on existing cranes. Once implemented on the full potline scale, it will be possible to analyse the cranes as a fleet and compare their conditions of operations. The combined expertise of Fives in crane design and in data science makes it possible to treat the data gathered and elaborate machine learning algorithms, to ultimately reduce non predictable downtime, and apply condition based predictive maintenance. � Amelios Suite, a comprehensive monitoring solution for full Carbon Material Tracking and Process and Equipment Optimisation throughout the whole anode. Amelios Suite already includes a Green and a Baked Anode Package and shortly an Anode Usage Package.

Digital provides a technological response to today’s new industrial challenges: economic and operational performance, the preservation of natural resources and human roles in plants. Fives is willing to work with his customers to further digitalize their plant, streamline efficiency, and create an environment open to innovation.

For more than 2 centuries, Fives has been a pioneering group, innovating for the plant of the future. By entering the Digitalisation area, Fives guides its customers along the Industry 4.0 revolution. �

Geoff Matthews E M A I L geoff@energiapotior.com OR

Dr Mark Dorreen mark@energiapotior.com

www.energiapotior.com

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Aluminium International Today

09/04/2019 10:34:45

Welcome to the 37th Conference and Exhibition

ICSOBA 2019

16-20 September 2019, Krasnoyarsk, Russia In cooperation with Non-Ferrous Metals and Minerals of Siberia and RUSAL

www.icsoba.org

ICSOBA

The Technology Conference of Aluminium Industry, for Aluminium Industry19

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Member

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