1 2 3 4 1 2 3 4 12.01.2021 SAM 4.0 / 4 Automatic 7.94 bar 13.01.2021 13:54:49 EN 2 Station Status Compressors C1 Power Volumetric flow rate 116.04 16.69 kW m³/min Messages C1 - ASD 60 SFC Monitoring C2 - ASD 35 C2 D1 F1 Energy & Costs C3 - ASD 60 DHS1 Maintenance C4 - ASD 60 Dryer D1 - TF 174 D2 - TF 174 Filter F1 - F184KE F2 - F184KE C3 C4 D2 F2 CT1 R1 100% Control Time Control Initial Start-up Confi guration Next Generation Status - Station Contact i SAM 4.0 / 4 Mode manuel 7.95 bar 10:01:13 EN 2 Station Compressors C1 - ASD 60 SFC C2 - ASD 35 C3 - ASD 60 C4 - ASD 60 Dryer Oil filter in 450h 3000h Air filter in 150h 3000h Oil separator in 33h 3000h ! ! Belt/coupling inspection in 66h 35000h ! Oil change in 112h 3000h ! Electric equipment in 277h 36000h Bearing lube in 527h 36000h Valves in 2500h 36000h Bearing change in 2527h 12000h Group maintenance in 7058h 8550h Estimated due date for next service measure: 25.12.2020 Status Messages Monitoring Energy & Costs Wartung Control Time Control D1 - TF 174 Initial Start-up D2 - TF 174 Confi guration Filter F1 - F184KE F2 - F184KE Maintenance - Overview Contact i Efficiency has a name: SIGMA AIR MANAGER 4.0 from KAESER Centralised controllers are now expected to do more than just optimise compressor operation in line with current demand. Efficiency is playing an ever-increasing role. The days of rigid rules are over. With clear and basic switching sequences, it is no longer possible to optimise energy efficiency while responding to constant fluctuations in compressed air demand. Any rule encoded in an algorithm limits the flexibility of the system controller and reduces the scope for action. The tracking and logging of past compressed air consumption patterns makes it possible to forecast future demand. Based on these demand projections, the set-up of the components themselves, and the accumulated knowledge on the equipment and system behaviour, the unique, simulation-based optimisation process can predictively identify the most efficient switching sequences. Be proactive – not reactive. Decisions are no longer dictated by a narrow pressure range. Now the decisive factor is how to achieve the lowest costs for the required compressed air output – while maintaining the required pressure level and staying within the maximum pressure setting (pressure margin). True to the motto: “More compressed air for less energy”. P-119ED.18/21
Editorial Mastery of complexity through risk management Dear readers, Who hasn't already experienced it when the train is late? The reasons are sometimes trains running ahead. At other times, the wagon order is reversed because there was not enough time for cleaning or maintenance of the wagons. Or the many large projects that went wrong. First and foremost being the BER airport in Berlin, which was planned in 2011 at a cost of €2 billion and now, 9 years later, has been completed at a cost of €6.44 billion. Then there was the Eurofighter, which started in 1988 with a planned cost of €5.58 billion and was finally finished in 2012 with an estimated €24.4 billion. The list goes on and on. According to van der Slot (2015), 90% of major projects worldwide exceed both their time limit and budget. But why? Did they plan badly? Or did they do a bad job? The seemingly simple and often cited explanation for this is: Complexity. But what is hidden behind the complexity? Complex means, in simple terms, that you have lost track of a situation and can no longer regain it by your own efforts. In other words, you no longer have a project under control. How does that happen? Actually, we can reduce complexity down to being excessive demands under given boundary conditions and means to achieve a goal. Undoubtedly, this is a risk that skilled management can avoid. The people are central to this consideration. These are overwhelmed by the size of the task, the technological challenges or the personal situation in the business process (colleagues, superiors, work equipment, organisational structure). Thousands of individual work or organisational steps that, as in the case of the railway (Stuttgart 21 project) for example, are interlinked and feed back; new technologies that first have to be learned or do not work straight away (AI is to find its way in everywhere), contribute to the complexity of daily issues. An external claim, for example, is often processed by the most capable team member in the group. If this person is absent from the daily business routine and has to be replaced by other employees, the risk of being overwhelmed is likely, because a replacement is usually not possible due to specialised skills. Escaping from such a complexity trap is often not that difficult: avoiding complexity, i.e. not allowing this risk to occur and unfold in the first place. This can be done, for example, by investing more effort and care, but in particular also through competence in the run-up to the project implementation and in work preparation as well as the work equipment. But also being more accommodating to the project staff avoids frustration and thus promotes motivation. But what does complexity have to do with this magazine? Well, we show innovative products here, the basis for sustainable business success and the survival of companies. These are transformed from ideas into development projects within innovation processes. You often see here that many development projects are cancelled or get out of hand due to budget and deadline overruns? Complexity also has an effect here and can be described with the term risk. Complexity management and control thus becomes risk management, which is useful and important for larger development projects. How many development projects are cancelled, take too long or run out of control and budget? Thus, complexity is also a danger in development projects, i. e. it can be described with the term risk. Therefore, at least in the case of larger development projects, a risk management system would make sense to master complexity in order to strengthen the company's success. So please be aware of the risk inherent in every project and look for tools that will help you to recognise the risks. With this in mind, I wish you successful innovations. With kind regards Prof. Dr.-Ing. Eberhard Schlücker PROCESS TECHNOLOGY & COMPONENTS 2021 5
