Testimonies

Scroll

They make Vallourec

Transformation in action

To anticipate the major challenges of the future, Vallourec can count on its teams, which have been boosted by new approaches and skills. We hear from four employees who expand the Group’s horizons on a daily basis.

If we want to innovate and offer an increasing number of services in addition to our tubes, we need digital, requiring solid management of data. 

Vincent Rodziewicz Head of the data project and data broker, responsible for the Group’s data governance (France)

If we want to innovate and offer an increasing number of services in addition to our tubes, we need digital, requiring solid management of data. We therefore aim to create a common data culture at Group level. This involves establishing the data lake, a tool for centralizing and harmonizing the very disparate and sometimes redundant data from all our entities around the world. Incorporating these big data approaches also means remaining constantly up-to-date with rapidly changing technologies. There is no longer any room for complacency and we need to constantly push ourselves. This new positioning also allows us to be transformation accelerators and facilitators.

By continuing to innovate in our field of expertise, our ambition is to further hone applications based on artificial intelligence and to reinforce our competitive advantage in our markets.

Michael Thorpe Performance analyst at Vallourec Star (Youngstown, Ohio, United States)

My role at Vallourec is very different from what I imagined when I obtained my chemical engineering degree. It has been considerably enhanced by the contribution made by artificial intelligence (AI). This has delivered us straight into the world of industry 4.0 by steadily extending the automation of operations – particularly by providing new decision-assistance tools for various projects in several of our departments, through collaborations to develop algorithmic models with start-ups and large groups. By continuing to innovate in our field of expertise, our ambition is to further hone applications based on artificial intelligence and to reinforce our competitive advantage in our markets. Finally, Vallourec’s transformation also encompasses the support I can offer my colleagues in understanding and appropriating these new tools, which is a major challenge for the company.

This led me to realize their amazing potential for our activities, paving the way for productivity gains, lower production costs and even a new generation of augmented products.

Ronaldo Antunes Senior R&D Engineer, expert in materials science at Vallourec Research Center Brazil (Belo Horizonte, Brazil)

I had the opportunity at the Research Center to work on 3D printing projects. This led me to realize their amazing potential for our activities, paving the way for productivity gains, lower production costs and even a new generation of augmented products. Whether, for example, the ability to print metal parts from a digital file using WAAM technology, a process which involves depositing metal in successive layers. Or the addition of functionalities – and therefore value – to existing products using thermal spray technology. Our ambition is now to make Vallourec one of the leading companies on the market to offer these new opportunities to its customers.

The large-scale VMI (Vendor Management Inventory) for the ADNOC yard is a major challenge in terms of both its scale and the innovative solutions we are adopting.

Marie Querrien General Manager of Vallourec Tubular Services (Abu Dhabi, United Arab Emirates)

The large-scale VMI (Vendor Management Inventory) for the ADNOC yard is a major challenge in terms of both its scale and the innovative solutions we are adopting. For example, Smartengo Inventory will speed up periodic inventories and inspections by using RFID tags affixed to each tube. Our solution also provides customers with access to information about inventory and associated documents by connecting to the web portal from anywhere. This innovation also represents a challenge for production teams, as the tags will be affixed by almost all Group plants. This represents a major change for them. Proof that the Group’s transformation is only possible through mutual cooperation between all teams – IT, Development & Innovation, Technology & Industry – and their collaboration to achieve a common goal: the satisfaction of customer needs.