Voith

About Voith

Voith is a global technology group. With its broad portfolio of systems, products, services and digital applications, Voith sets standards in the markets of energy, oil & gas, paper, raw materials and transport & automotive. Founded in 1867, Voith today has more than 19,000 employees, sales of €4.2 billion and locations in over 60 countries worldwide and is thus one of the largest family-owned companies in Europe. Voith has 4 divisions with plants that span across North America. Our 4 divisions are Digital, Hydro, Paper and Turbo.

Want to learn more about Voith? Click on the Youtube videos below!
https://www.youtube.com/watch?v=6xOifeDxLac
https://www.youtube.com/watch?v=SCAh0_cxZoo

Voith Hydro
Voith Hydro, a Group Division of the Voith, is one of the leading industrial partners for power plant operators - worldwide. This includes the fields of hydropower generation and energy storage systems. As a system-supplier, Voith Hydro’s product portfolio ranges from generators and turbines to pumps, as well as measurement and control technologies. Here, Voith provides customers with comprehensive support for every project phase including research and development, consulting, engineering, manufacturing, assembly or commissioning operations. Plus, Voith’s service spectrum also covers the maintenance and modernization of existing small and large hydropower plants. Watch the video: https://www.youtube.com/c/Voith_Hydro

Voith Paper
The Group Division Voith Paper is part of the Voith Group. As the full-line supplier to the paper industry, it provides the largest range of technologies, services, components and products on the market and offers paper manufacturers solutions from one single source. The company’s continuous stream of innovations takes papermaking to the next level and facilitates resource-conserving production. With its Servolution concept, Voith offers its customers tailored service solutions for all sections of the production process. Voith Papermaking 4.0 ensures that equipment is optimally connected, while the secure use of generated data enables paper manufacturers to improve plant availability and efficiency. Watch the video: https://www.youtube.com/watch?v=YOnmOTESJ6s&list=PLUkxw9HWF62_qQP0HiL4KLTSM8EYl9RxW&index=5&t=0s

Voith Turbo
The Group Division Voith Turbo is part of the Voith Group and a specialist for intelligent drive technology, systems as well as tailor-made services. With its innovative and smart products, Voith offers highest efficiency and reliability. Customers from highly diverse industries such as oil and gas, energy, mining and mechanical engineering, ship technology, rail and commercial vehicles rely on the advanced technologies and digital applications of Voith. Watch the video:

Voith Digital
The Group Division Voith Digital Ventures bundles the Voith Group’s long standing automation and IT expertise with the deep know-how in the fields of hydropower, paper machines and drive engineering. As an incubator, this Group Division is pushing for the development of new digital products and services. For decisively shaping the digitalization of mechanical and plant engineering, Voith is driving the industrial Internet of things (IIoT) forward. The Group Division plays a central role in digital innovations and applications for new markets as well as the development and responsibility for existing and new digital venture activities.

Reviews

Quality intern

January 2023 - December 2023 • Waycross, GA

“I was assigned on a different projects and has day-to-day operations to work on. Need to operate the Safety and work instructions. This made me to understand the process flow and work with the shop floor employees easily. The project which I was working on is to check and standardize the gauge which used to verify the size and thickness of the product formation. I worked and analyzed on 10 different sample with 5 different types of spirals and also compared with 3 different types of gauges and did analysis part in Minitab Software. I reported the analysis part and finalized the Gauge which makes precise readings and implemented to use it in the production. The report is sent to other plants which makes the same production so that they can refer based on the their requirements and added in the SOP in the work instructions. I also worked simultaneously on the risk assessments made for the safety in the plant. I updated the risk assessments for safety into the HSE+ portal for the entire plant during the summer semester, which led to an internal audit score of 89%. When the problem with the spiral department's breakage of bands first surfaced in early May, I was working on another project at the same time. The bands will be used on the machinery to create spirals out of raw materials before being used to create fabrics. The bands breakage got very huge issue which make an inefficiency of spiral and having quality issue. I created a data entry form to measure how many bands were used daily on each machine, allowing us to quickly determine that three machines are using more bands than the others. Then, we did TPM on the equipment, swapping out the standard rollers for neuro rollers, which help the bands move, and the heater box and pressure appliance, which affect temperature and tension. After making these adjustments, our band-breaking rate has decreased from five per day to one per day/week, which is a steady situation. As a result, $5300 in monthly costs are saved. Based on the thickness of the raw materials, I also advised the supplier to produce thicker bands. I resumed my remote part-time internship with the same employer in the fall semester. My daily tasks will include updating the employees' Monolink bonus work and working toward the plant-wide standardization of work instructions, which I hope to have completed by the end of the first week of December. If there are any machine specifications that need to be mentioned, the work instructions need to be updated and drawn in CAD. The updated work instructions must be uploaded in a certain format to the Quality Share Point site, which is accessible at all times to all VOITH employees. New hires should be able to comprehend the future extent of the standard operating procedures.”