Siemens Gebrauchsanletung

In: Historical Events

Submitted By chocoloco
Words 17644
Pages 71
[de] Gebrauchsanleitung

HB86K.75

Kompaktbackofen mit Mikrowelle

Ø Inhaltsverzeichnis

[de]Gertchsanlbauiug

Sicherheitshinweise .................................................................. 3 Vor dem Einbau ..................................................................................3 Hinweise zu Ihrer Sicherheit .............................................................3 Hinweise zur Mikrowelle ....................................................................3 Ursachen für Schäden .......................................................................4 Ihr neues Gerät .......................................................................... 5 Bedienfeld ............................................................................................5 Tasten....................................................................................................5 Drehwähler ...........................................................................................5 Display ..................................................................................................5 Temperaturkontrolle ...........................................................................6 Garraum................................................................................................6 Zubehör ................................................................................................6 Vor der ersten Benutzung ......................................................... 7 Ersteinstellungen.................................................................................7 Garraum aufheizen .............................................................................7 Zubehör reinigen.................................................................................7 Backofen ein- und ausschalten ................................................ 7…...

Similar Documents

Performance Management Siemens

...Table of Contents: Table of Contents: 1 Performance Management at Siemens 2 Introduction: 2 Analysis of Siemens current situation: 3 Task 1 4 Setting Performance Targets of Team to Meet Strategic Objectives 4 1.1 Evaluating Tools and Techniques Available To Set Team , Performance Targets: 4 1.2 Assessing the value of team performance tools to measure future , team performance: 5 1.3 Assessing the Link between Team Performance and Strategic Objectives: 6 Task 2 6 Agreeing team performance targets to contribute in meeting strategic objectives 6 2.1Need to encourage individual commitment to team performance in achieving organisational objectives: 6 2.2 Evaluating team performance plan evaluation in meeting organisational objectives: 8 2.3 Relating the application of delegation, mentoring and coaching to the achievement of the organisational objectives: 8 2.4 Required performance targets within teams against current performance: 9 Task 3 9 Monitoring actions and activities defined to improve team performance 9 3.1 Evaluation of team performance against agreed objectives of the plan: 9 3.2 Evaluating the impact of team performance in contributing to meeting strategic objectives: 10 3.3 Assessing the process for monitoring team performance and initiating changes: 11 Task 4 12 Contribution of influence and persuasion......

Words: 3569 - Pages: 15

Csr in Siemens

...Siemens is the pioneer in energy efficiency, industrial productivity, affordable and personalized healthcare, and intelligent infrastructure solutions. The company’s vision is addressing the world’s toughest questions, many of them deriving from the four megatrends urbanization, demographic change, climate change, and globalization. Siemens values in which they have been following for more than a century are: Responsible, Excellent & Innovative. The principles related to “Responsible” serve as fundamental guidance for its business decisions. Siemens encourage business partners, suppliers and other stakeholders to adopt a similar standard of ethical behavior. Siemens is determined to meet, and wherever possible, exceed all legal and ethical requirements. Our responsibility is to conduct all business according to the highest professional and ethical standards and practices: There must be no tolerance for non-compliant behavior. Sustainability at Siemens is leading to profitable long-term growth and responsible value creation for the company. For Siemens, sustainability means acting responsibly on behalf of future generations to achieve economic, environmental and social progress: • For the environment, Siemens is providing innovative products and solutions to improve both its own eco balance and those of its customers and suppliers. • For business, Siemens is focusing on long-term value creation. • For the society, Siemens is developing its own employees and......

Words: 857 - Pages: 4

Siemens

...Microsoft ® Desktop Optimization Pack for Software Assurance Case Study: Siemens Leading BPO targets savings of $1,400 per agent per year through application virtualization. The Challenge: Siemens Information Processing Services wanted to manage its PC fleet, along with the two main problems that the company had been facing—underutilization of desktops and high maintenance costs. The SoluTion: Company overview: SIPS implemented Microsoft® SoftGrid® Application Virtualization, a solution that delivers applications to desktops without installing the application. The ReSulTS: • • • • • $1,400 per agent per year in savings Hot desking facility Increased desktop utilization Improved security Business continuity and agility Challenges Siemens Information Processing Services (SIPS) was facing challenges in terms of underutilization of desktops and high maintenance costs. 1. Inefficient usage of desktop was resulting in high cost of operations. Desktops were not shared across processes because resources were already predefined to the processes. In case of high demand, desktops which otherwise are kept idle in that particular shift of operation cannot be used because the applications are not installed. This results in inefficiency of operation, inability to cope with sudden rise in demand and hence loss of money. 2. High level of attrition of the BPO Agents was increasing security risks due to manual/physical requirement of deleting applications......

Words: 1220 - Pages: 5

Siemens

...structure : the responsibility for work in the world market rests with the 14 departments . In various countries, commercial purpose departments implement regional representation. Siemens is known worldwide , not only as a reliable manufacturer and innovator in many areas of industry. For nearly 160 years, Siemens has sought to use the most innovative materials and technologies , bringing a great contribution to the development of world progress , coming up with new technologies and devices . Us she is more known for its quality line appliances - from irons to refrigerators , and in industry it is famous for lighting systems , electronic systems, air-conditioning and ventilation installation , etc. Today by Siemens is one of the largest electrical and electronic companies in the world . The company employs 405,000 employees , with about 57% work directly in markets outside Germany. More than 80 % of its production is by the means of production . Siemens in Russia brings together more than a thousand employees or more than 3500 , including subsidiaries and joint venture companies . «Siemens» present in 30 regions of Russia and is one of the leading suppliers of products, services and integrated solutions for the modernization of Russia's key industries . Implementing numerous successful projects , «Siemens» is an important link for the introduction in Russia the world's technological achievements and real participation of the global economy. Also , in Russia the company acted......

Words: 7610 - Pages: 31

Siemens Case

...In EMW’s product cost system, materials and labor costs are directly assigned to the products. The overhead costs are divided to three categories: materials related overhead, production related overhead and support related overhead. Support related overhead is allocated to products based on manufacturing costs to date. Two years after the change in strategy, the traditional cost system has problems to reflect the actual cost of product accurately. It does not capture the relation between the increased support costs and the change in product mix. After some additional analysis has been conducted, Siemens find that most support costs have a closer relationship with the number of orders received and the number of customized components in a motor compared with material expense and the quantity of labor and machine hours required to produce the motor. Therefore, Siemens changes its cost system from traditional way to new method. Cost under traditional cost system Manufacturing Costs for Five Motor Orders A B C D E Cost of Base Motor: Manufacturing costs to date $247.00 $247.00 $247.00 $247.00 $247.00 Support Related Overhead (35% of other manufacturing costs) $86.45 $86.45 $86.45 $86.45 $86.45 Base Motor Cost $333.45 $333.45 $333.45 $333.45 $333.45 Cost of All Special Components: Manufacturing costs to date $32.20 $32.20 $32.20 $32.20 $32.20 Support Related Overhead (35% of other manufacturing costs) $11.27 $11.27 $11.27 $11.27 $11.27 Special......

Words: 994 - Pages: 4

Siemens

...Siemens case Team members: Kai Chen, Boqian Sun, Zelin Meng 1.  What is the traditional (using the old costing system) cost of an order of one motor of type C (type C motors have 1 base motor and 3 special components)?  For the traditional cost of an order of one motor of type C, we can solve it based on Exhibit 4. According to the Exhibit 4, we have that the cost of base motor is DM247, and the 3 special components would be 32.2*3=96.6. Thus, the total manufacture cost would be 343.6. On the other hand, in the case we can find that the support related overhead is equal to 35% of manufacture cost, thus the support related overhead would be 343.6*.35=120.26. The total cost of an order of one motor of type C would be 343.6+120.26=463.86 or 464. 2.  After changing the allocation method to the PROKASTA system, what is the cost of an order of one motor of type C?   According to the case, under PROKASTA system, the coast of the base motor from which the customized product was derived and the cost of each custom component were calculated using the traditional cost system but with the new smaller support- related cost pool. Thus, in Exhibit 4, we can find that the cost of one motor of type c is equal to cost of bas motor plus cost of all special components. That is DM304+DM118.8=DM422.8 or 422. Besides, we also should add the order processing cost which is equal to 13800000/65625=210.28, and the special component handling which is equal to: 19500000/325000=60. All in...

Words: 419 - Pages: 2

The Siemens

...INTRODUCTION Background of Siemens Siemens is a Germany-based company that established in October 12, 1847. It is one of the world’s largest electronics and industrial engineers firms. The products produce by Siemens includes industrial controls, lighting products, power generation equipment and transportation systems. Siemens operates in 190 countries worldwide with recent annual revenues exceeding $100 billion. Opening Case The case started when a senior executive at Siemens Company received a phone call from their business partner in Saudi Arabia. The person who made the call blackmailed Siemens to pay $190 million in U.S currency otherwise he will disclose the corruption made by Siemens in order to win contracts in Saudi Arabia. Since then, the series of events started whereby there are police raids, forensic investigations and arrests top of executives in Siemens. Based on the case, the investigators believed that Siemens has a culture of corruption, that endorsed by senior managers in order to win contracts. The way of bribe used is by the managers will bring the money in their suitcases with confident that they are doing “business as usual”. Case Chronology Started in 1970s until 2007, Siemens has being alleged for a series of scandal include accusation of bribery given to government officials in numerous countries around the world. The actions included one of the former executive of Siemens was accused for handling $77 million in bribes while another......

Words: 3251 - Pages: 14

Siemens

...Corruption at Siemens (A) el 11 de marzo, el Consejo de Vigilancia de Siemens AG se reunió para discutir los crecientes desafíos que enfrenta la empresa a raíz de las acusaciones de soborno y la corrupción en los negocios de telecomunicaciones de la empresa. El 17 de noviembre, la policía arrestó a seis empleados y ex empleados de Siemens por cargos de malversación de fondos y soborno. Las investigaciones preliminares sobre las denuncias descubrieron E200 millones de cuentas secretas en poder de los bancos en Austria, Suiza, Liechtenstein y que fueron utilizados por los administradores en la lucha de negocio de telecomunicaciones de línea fija de la empresa para pagar sobornos para obtener contratos importantes. Las investigaciones de seguimiento indicaron que al menos en miembro de la junta había sido consciente de las cuentas. Además, el escándalo tenía potencial de afectar los contratos de la empresa y planes de negocios. El 08 de diciembre, la organización anticorrupción Transparencia Internacional anunció que iba a poner fin a la membresía de Siemens como de 15 de diciembre y el 09 de diciembre, alemán periódicos informaron de que una cláusula especial del contrato de fusión podría conducir Nokia a retirarse del proyecto de fusión de las dos empresas "de equipos de telecomunicaciones y actividades de la red. Siemens’ Business Siemens, la primera compañía de telégrafos europeo, fue fundada en 1847 por Werner von Siemens. Durante su primer siglo de operaciones de......

Words: 3553 - Pages: 15

Bribery Scandal at Siemens Ag

...unearthed at Siemens AG (Siemens) in 2006 and 2007. There were a series of scandals that involved some of the company's employees bribing foreign officials to gain contracts and creating slush funds for this purpose. More so, in this case, the company was accused of bribing labor representatives on the supervisory board in order to gain their support for its policies. After the German authorities conducted raids on Siemens' offices in Germany, investigations were initiated on Siemens in several other countries like the US, Greece, Italy and Switzerland for possible misconduct. As fallout of this scandal, the CEO of the company, Klaus Kleinfeld and the chairman of the supervisory board, Heinrich von Pierer; had to resign even though they were not directly implicated (Durgaaus, 2008). With bribery scandals surfacing in Siemens and many other German companies like Volkswagen, questions were also raised about the effectiveness of the Co-determination law in Germany, which advocated a system in which a supervisory board governed the management board and at least half the supervisory board seats had to be filled by labor representatives. In such a system, critics contended that the management always needed the labor representatives' support to be in job and gain support for company policies, which led to a suspicious alliance between them. The case also highlights the opinions of several analysts on the issues related to bribing by the German companies and Siemens in particular...

Words: 257 - Pages: 2

Siemens Ag: Global Development

...For the exclusive use of N. Sinden, 2015. 9-602-061 REV: MARCH 18, 2002 STEFAN THOMKE Siemens AG: Global Development Strategy (A) It was the spring of 2000, but even under the afternoon shade of the palm trees at the Oberoi hotel in Bangalore, South India, it felt like summer. Horst Eberl sat contemplating the recommendations that he and his subdivisional co-head, Karl-Friedrich Hunke, would be preparing for the Siemens Information and Communications Networks (ICN) management board. Things were neat, tidy, and cool on this grassy side of the hotel. Just outside the main walls however lay the dust, pollution, and confusion of the Indian traffic. And if one took life in one’s hands by darting through the traffic, across the street lay Siemens’ regional development center in India, scattered among floors rented in three different office buildings. Two back-up power generators, as well as battery backup for all computers, helped ensure a reliable infrastructure for the 600 personnel here. What vexed Eberl and Hunke was that Deutsche Telekom, Siemens ICN’s largest customer, was upset because of slow product delivery on a new telecommunications software product, the so-called NetManager. For a variety of reasons the project had rapidly mushroomed in size and scope beyond what had been initially envisioned. To solve the problem, Eberl, co-head of ICN’s largest subdivision, had to travel some 7000 kilometers to this dusty corner of the world: despite the......

Words: 12790 - Pages: 52

Siemens

...Siemens is a 150-year-old German company,but it s not the company it was even a few years ago.Until recently,Siemens focused on producing electrical products.Today the firm has diversified into software,engineering,and services.It is also global, with more than 400,000 employees working in 190 countries.In other words,Siemens became a world leader by pursuing a corporate strategy that emphasized diversifying into high-tech products and services, and doing so on a global basis. With a corporate strategy like that, human resource management plays a big role at Siemens. Sophisticated engineering and services require more focus on employee selection, training, and compensation than in the average firm, and globalization requires delivering these services globally.S iemens sums up the basic themes of its HR strategy in several points.These include: 1. A living company is a learning company.The high-tech nature of S iemens business means that employees must be able to learn on a continuing basis.S iemens uses its system of combined classroom and hands-on apprentice- ship training around the world to help facilitate this. It also offers employees extensive continuing education and management development. 2. Global teamwork is the key to developing and using all the potential of the firm s human resources. Because it is so important for employees throughout Siemens to feel free to work together and interact, employees have to understand the whole process,......

Words: 342 - Pages: 2

Hrm - Siemens

...SIEMENS BUILDS A STRATEGY-ORIENTATED HR SYSTEM 1) Based on the information in this case, provide examples for Siemens of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors. • Organizational outcomes are the results that follow from a preceding set of events and activities. In the application case, Siemens wants the following results, among others: A) Develop high-tech products and services, which also have to be very innovative and valuable B) Be a “learning company”, which means that employees have to be able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 2) Identify at least four strategically relevant HR policies and activities that Siemens has instituted in order to help human resource management contribute to achieving Siemens’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined classroom and hands-on apprenticeship...

Words: 282 - Pages: 2

Siemens Case

...Managerial Accounting Group B – Section 1 QUESTION 1 1. Pre and Post PROKASTA Costing UNDER OLD SYSTEM Old Costing Sub Total Base A SubTotal Special 32.2 Order SubTotal Support Costs TOTAL COSTS 35% D E 247 247 247 247 247 2 3 5 10 32.2 64.4 96.6 161 322 279.2 Number Spec C 1 247 B 311.4 343.6 408 569 97.72 108.99 120.26 142.8 199.15 376.92 420.39 463.86 550.80 768.15 In the old system, Siemens based Support costs on the subtotal of the total direct materials and labor costs. Afterwards they added a 35% support cost to this subtotal to arrive at total cost. DIRECT COSTS + OVERHEAD + 35% = TOTAL COSTS 1. Pre and Post PROKASTA Costing Under New PROKASTA System COST POOL A: Order Processing Cost Order Processing Cost/Number Orders Accepted = 13,800,000/65,65,625 = 210.29 Cost Per unit COST POOL B: Requisition Cost Special Components Cost/ # of times processed =19500,000/325,000 =60 Cost per unit 1. Pre and Post PROKASTA Costing Under New PROKASTA System New Costing A B C D E Base Motor Special Components Total Manufacturing Cost Support - Base Motor Support - Special Components Support Related Cost Order Processing Cost1 Special Components Cost2 TOTAL......

Words: 1363 - Pages: 6

S.E.C. vs Siemens

...S.E.C. v. SIEMENS (2008) In 2008, Germany-based Siemens was a global giant in electronics and engineering. It was one of the world’s most important companies, garnering the distinction as the largest electronics company in the world as well as Europe’s largest engineering conglomerate. However, on December 15th of that same year, Siemens became known worldwide for a more dubious distinction after settling an extensive Foreign Corrupt Practices Act (FCPA) investigation. The company plead guilty to corruption charges and agreed to pay the sum of $1.6 billion in disgorgement and fines. It was, and still remains to this day, the largest enforcement action by the United States Department of Justice (DOJ) and the Securities and Exchange Commission (SEC). The DOJ and SEC alleged that, between the years of 2001 and 2007, Siemens made nearly 5500 illegal payments to government officials and various third parties with the goal of securing business around the world. These payments amounted to nearly $1.8 billion in total. More specifically, Siemens violated section 30A of the Security and Exchange Act of 1934 (Exchange Act) which prohibits a company from making illicit payments to foreign government officials in order to obtain business. The company violated Section 13(b)(2)(B) of the Exchange Act by failing to establish a “sufficiently empowered and competent” compliance department. Lastly, they violated Section 13(b)(2)(A) of the Exchange Act by utilizing improper bookkeeping......

Words: 789 - Pages: 4

Siemens

...project is going to bring benefits to the company. If the result is positive and shows that there is a market, it means that the project has a strong business case and it will be compared with other projects in order to have an accurate position among many other projects. Thus, the company would have a more logical resource allocation. We identify this routine carried out by R&D department in SIT is a process in the Boston Consulting Group portfolio model. 2. The different group of projects in R&D. We identify “buckets” as a reflection on the Boston Consulting Group portfolio model. For instance, New Platform Portfolio can be considered as the Wildcat business which the degree of market attractiveness is high but Siemens business position is weak. Siemens just enter a new market; a large amount of R&D resources is needed. Once, this new product has fully developed, it is transferred to the Existing Product Portfolio which we think is corresponding with the Star business which also needs much spending in R&D activities. However, Star business can bring lots of benefits and profits for the company. Furthermore, the project carried out in Technology portfolio are also part of the strategic solution. This is the innovation part in which we try to have strategic planning with a 15 year perspective (Fazlalipour & Sundberg, 2010. Portfolio Management Solutions 1. The different group of projects in R&D. SIT divided the general projects into four......

Words: 559 - Pages: 3