The plant in Amberg is the role model for the Chengdu factory. However, the factory in Chengdu still isn't identical to the one in Amberg. Because the SEWC is still being set up and expanded, its performance doesn't yet match that of the Amberg plant. But at 3, square meters, the Chengdu facility is only one third the size of the Amberg plant. SEWC's output is set to quadruple in the future.
Its low production figures are also the reason why the Chengdu plant still hasn't reached the Amberg facility's 75 percent automation rate. The same applies to product variety, with production concentrating on the Simatic S control system and just a few other components.
In Amberg the figure is around 1, different products. But the SEWC is adding between four and six products to its production volume every month. The fact that the SEWC is still in the start-up phase is also reflected in its workforce. Whereas 1, people work in Amberg, the plant in Chengdu has only around Moreover, many of them don't work in manufacturing, because they are required to take on duties in production planning, quality planning, purchasing, and logistics that machines cannot perform.
This also applies to the management level, where key positions are still held by Germans. Culture Transfer. Production processes and workforce structure aren't the only things that are increasingly becoming similar to those in Amberg.
Siemens also plans to establish the Bavarian plant's corporate culture in Chengdu. This is no easy task. Idea management is a key factor for the Amberg plant's success, but workers in China are not used to taking the initiative in making suggestions for improvements. To stimulate this process, the plant has launched a 3i Ideas, Initiatives, Impulses program, in which employees receive monetary or other rewards to encourage them to suggest improvements.
The best proposals are published each month and the employees who had the ideas receive certificates. In addition, more than 80 employees holding key positions at the Chengdu plant were given the opportunity to get to know the corporate culture and production processes in multi-month training programs in Amberg.
To prevent further losses, manufacturing was therefore moved to alternative places and regions not affected by the air war. The goal was to secure continued production of important war-related and everyday goods. According to records, Siemens was operating almost alternative or relocated manufacturing plants at the end of and in early In , Siemens sued German satirist F.
The company supplied electrical parts to concentration camps and death camps. The factories had poor working conditions, where malnutrition and death were common.
Also, the scholarship has shown that the camp factories were created, run, and supplied by the SS, in conjunction with company officials, sometimes high-level officials. He later toured Germany lecturing on the atrocities committed in Nanking. In , Siemens reintegrated Kraftwerk Union, the unit overseeing nuclear power business. This division was organized as Siemens Industrial Automation, Inc. In October , Siemens Financial Services SFS was founded to act as competence center for financing issues and as a manager of financial risks within Siemens.
Other parts of the company were acquired by Robert Bosch GmbH at the same time. In Chemtech Group of Brazil was incorporated into the Siemens Group, the company provides industrial process optimisation, consultancy and other engineering services. Also in , Siemens formed joint venture Framatome with Areva SA of France by merging much of their nuclear businesses.
KKR , with its metering business included in the sale package. In Siemens acquired the flow division of Danfoss and incorporated it into the Automation and Drives division. Shaping the future with innovation Our lessons learned from more than years of innovative history Creative ideas alone are not enough for long-term success.
Focused on quality and the customer From maintaining the Russian state telegraph network to a digital hub in Singapore The customer is the focus of everything we do — and has been for more than years. But a customer orientation has to be learned, acted upon and constantly re-checked.
Established for a long time now: Voice over IP technology allows telephony over the Internet. Singapore Digital Hub and City Account Manager In the era of digitalization, Siemens is relying entirely on its focus on quality and the customer. International From Berlin to London, St. Petersburg and the world Siemens became an international firm at an early date.
Today, the company is at home in some countries around the world — a global player through and through. Carl Friedrich von Siemens, youngest son of the company founder, Until , the Siemens brothers laid numerous submarine cables across the Atlantic.
Laying the transatlantic cable Siemens made a name for itself at an early date by laying both land and submarine telegraph lines.
Connecting worlds: The "Faraday", a cable ship, connects the Old World to the New World It is one of the great adventures and feats of the waning years of the 19th century. Tapping the Balkans: Siemens has had a presence in Hungary since Together with regional partners, Siemens forms a financing company for local public transportation.
A gold rush: In , Siemens creates its first foreign subsidiary in South Africa At the end of the s, the discovery of tremendous gold and diamond deposits lures tens of thousands of individuals from around the world to South Africa. Now present in Latin America: Siemens opens technical office in Mexico City in In , Siemens builds a steam-driven power plant. Global networking guarantees success Economic success calls for an international focus Despite major setbacks and crises in the international business, and the loss of trademark rights, patents and material assets during the two World Wars, there has really been no alternative to the worldwide presence Siemens has striven for since its founding.
Tested in crises, able to change From the first sales difficulties to the compliance crisis Companies have to prove their mettle in crises and be able to change. Every large company has been confronted at some point during its history with declining margins, stagnating growth, falling stock prices, sales slumps, financing problems or similar issues. Losses after the two World Wars and subsequent rebuilding.
The compliance crisis and a new setup for the company In , Siemens found itself in a situation that truly threatened its survival: the compliance crisis. Treating crises as opportunities Only those who are able to change can permanently control their future Taking historical experience and adapting it to the needs of the age is one of the tenets that has kept Siemens ahead for more than years now.
An ownership culture as a guideline. Homes for employees: Siemens began building apartments for the Berlin staff in Between and , just under 1, apartments were built for employees at various company levels in Berlin-Siemensstadt. Reasonable working hours: Siemens reduces daily workload In and because of the additional load created by piecework, Werner von Siemens shortens daily work time to nine hours; in , it drops to 8.
A focus on health: Siemens builds rest homes for its employees The realization that only healthy, well-rested employees can perform at their best led to the establishment of a number of employee facilities. Medical care: Starting in , factory physicians in Berlin provide employees with health care Workplace accidents and infectious diseases, as well as conventional occupational illnesses such as poisoning or lung diseases, become a priority at the end of the 19th century.
Catering on location: Cafeterias provide proper nourishment for employees The first cafeteria is opened in Berlin in for managers, with employee cafeterias following three years later. Measures for environmental protection. First company-wide department for environmental protection. Office for product-related environmental protection introduced. First Siemens Sustainability Report published. Responsible action as an identity Only those who are aware of their responsibilities can be successful for the long term If a company has a reputation for being responsible and trustworthy, then as a rule it will also be viewed as reliable, secure, stable and viable for the future.
Outlook The foreground needs a background Innovativeness, a commitment to quality and customers, internationality, crisis-tested strength, adaptability and a powerful sense of responsibility — these characteristics have guided Siemens throughout its history. Over the course of more than years they have made it the company it is today. By keeping its background constantly in mind and acting upon it, Siemens makes an important contribution toward shaping the future for the long term.
Our main pages. People People The will to shape the future has defined Siemens entrepreneurs and scientists. Company Company Anyone who deals with Siemens' history becomes a witness to exciting developments. Technology Technology For years now, pioneering technologies have been the foundation of Siemens. Siemens Historical Institute Siemens Historical Institute Bridging the gap between the past, the present and the future — that's the daily work of the Siemens Historical Institute.
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From a small workshop in a back courtyard in Berlin to a global corporation: Few industrial companies can look back on such a long, successful history as Siemens can. Experiencing our heritage first-hand Siemens has played an impressive role in shaping the technological evolution of Germany, Europe and the rest of the world.
Come join us on a trip through Siemens history! Learn more about the people who made our history. Discover our country profiles and Stories and get an overview of our work at the Siemens Historical Institute.
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