The newsletter discusses Endress+Hauser's record production and expansion in the first half of 2013. It also mentions plans to secure additional health and safety certifications, a visit from the company's CEO, and a change in management. The company is committed to supporting customers as it continues to change and expand.

1. Endress+Hauser Conducta Inc. Newsletter
July 2013
TechSens
Dear Valued Customer,
Where has the year gone? As we enter July, it is
shocking to think 2013 is half way behind us.
Thanks to our loyal customers we have had several
record breaking production months thus far and
hope to continue the trend through the second half
of the year.
We have quickly settled into our new production
space and due to your continued support we are
already looking at plans for further expansion down
the road. We are currently busy working with our consultants to secure ISO 18001 Health
& Safety rating by 4th Quarter 2013. This will go along with our standard ISO 9001 rating
and ISO 14001 Environmental accreditation we already possess.
The Endress+Hauser group CEO Klaus Endress visited the Anaheim facility in March to tour
our expansion and meet with the Anaheim Employees. Mr. Endress gave a presentation
about the company and let us know that he would be relinquishing his position as group
CEO and taking over the chair of the executive board. It was an honor for our facility to
welcome Mr. Endress and gave us an opportunity to showcase the pride we have working
for such a great company. This year has also brought a change to the Management Team
for PC Conducta Division Anaheim. Dr. Thomas Steckenreiter stepped down as Marketing
Director to pursue another opportunity. We will all miss Dr.Steckenreiter’s support and
presence in Anaheim, but we look forward to working closer with Dr. Monika Heisterkamp,
his successor.
I hope you enjoy this issue of TechSens and we look forward to your continued sales and are
committed to offering you the best possible support we can. Our team here in Anaheim is
ready to change and expand, but this is meant to offer our valued customers the same top
notch support they are graciously giving their end customers.
I wish you all the best for the 2nd half of 2013 and Happy Selling!
Ryan Holmelin
01
Editorial
02
60 Years E+H
03
New Order Codes
04
Complaints Process
06
Process Optimization
08
Meet the Anaheim
Employees
July 2013Endress+Hauser Conducta Inc. Newsletter

2. Advertisement Endress+Hauser
Logo 1950s
Level Device 1954
Georg H. Endress 1957G H E d 1957
Production Facility Loerrach 1955
Electronics production 1955
Endress+Hauser celebrates
its 60th birthday
From backyard company to global solutions provider - How it all started
It all began in a private apartment in Loerrach, Germany in February 1953 when
two young men started brainstorming. The German economy had finally
taken off after years of deprivation. Georg H Endress, the young Swiss
engineer, who just came back from England full of ideas and energy, with
his massive frame, and Ludwig Hauser, almost 20 years his senior, the
inconspicuous and almost wispy number cruncher, manager of a coopera-
tive bank with a cautious temperament, who kept a very tight rein on
expenses. Although a highly disparate pair, they complemented each
other perfectly with one man’s firm grasp on reality helping to achieve
the other man’s visions.
The two would never have dreamed that the company that started in a
backyard would grow into a firm with annual net sales of over 1.5
billion euros. Just two years after founding the company, Georg H
Endress registered his first level measurement device for patent. One
year later the new Nivotester and Silometer were on the market and
quickly made a name for themselves in the fledgling industry.
The first production plant was set up in an old joiner’s workshop in
Lörrach: a patchwork company with electronic and mechanical
production, development, dispatch, book-keeping, printing, crate
warehousing, a central office and, of course, a managers’ office, which the two
2TechSens

3. Georg H. Endress and Ludwig Hauser 1971
Documentation/Technical Description
Silometer and Contact Makers 1968
founders shared. Although additional neighboring premises were constantly
leased, the company was soon bursting at the seams. Beginning of the 60s, the
78 employees were relocated to a new building in nearby Maulburg. Turnover
reached 2.7 million Deutsche mark.
The doors opened to more and more customers at home and abroad. With Georg
H Endress’ motto “First serve then earn”, the founder of the company combined
German efficiency with British understatement right from the beginning. His
company culture, based on values such as trust, modesty, credibility and consis-
tency, impressed the customers and helped in the search for competent
employees.
The Endress family became the sole shareholders in 1975 after Ludwig Hauser’s
passing. The company had 1,000 employees – and counting. New production
facilities were founded or purchased; the field of activity was expanded and a
growing number of sales centers served the worldwide market.
In 1995 the company founder placed the company in the hands of his second
eldest son, Klaus Endress. He promoted the integration of the company’s core
values and team spirit and also expanded the international production and
sales network whilst steering into the world of overall system landscapes with
increased services and automation solutions.
The last 60 years have passed with a range of achievements for
Endress+Hauser – the device seller has become a worldwide supplier of
complete solutions.
All Endress+Hauser Group employees around the world celebrated the
60-year anniversary on February 1st of 2013. While 2012 set a new best
result for turnover and the prospects for the anniversary year are good,
practically simultaneously with the 60th birthday another milestone was
passed: at the end of 2012 the company welcomed its 10,000th employee.
Even 60 years after the first brainstorming and foundation of the company
there are still major plans – and every reason to be optimistic about the future.
Daniela Pareigis
Marketing Specialist
Many of our product order structures are very detailed and lengthy. Some are up
to 19 characters long. So to facilitate simpler administration of these products a
new shorter order code containing a unique ID is now available.
Since the advanced product structures (APS) can contain far more digits and
letters than ever before, Endress+Hauser Conducta is now using a more practical
order code ID. This automatically generated code uniquely identifies a configured
product, acting just like an identity card. The new order code will contain the
product root (OUSAF11 in example shown) and ID suffix (19H9/0).
Once issued after the first order placement these new IDs can be used to
facilitate order administration for repetitively ordered products. Similar to a bar
code, the features of the ID are not obvious to the reader, but the ID does contain
all the features of the product such as a selected probe’s measuring range, cable
length and other configured details.
Steve Ruff
OEM Sales Manager
Anaheim Production
New order codes with unique ID
3TechSens

4. We are here to help
The Complaints Process explained in detail to improve efficiency.
At Endress+Hauser our mission is to sustainably generate outstanding value for
our customers. This is not limited to the development and manufacturing of
products or to the assistance we provide to our customers in the design of their
processes, which is the first step in our relationship with them. We also try to
keep generating this value during the implementation of the process we helped
the customer to design, the startup of the units we sold to them and maybe even
more important, after the unit has been installed or the process has been
implemented; then our goal is to make sure that our customers satisfaction is
achieved and maintained.
This is done partly by providing reliable units that will not fail once installed, but
despite the fact that our designs are thoroughly tested before production and
that our units are thoroughly tested after production, there will always be factors
impossible to foresee. This can result in a unit that doesn’t perform as our
customer expects - which is our definition of a complaint.
In order to achieve our customer’s satisfaction in the event of a complaint we
need a process oriented to establish the problem, get it solved and minimize the
risk for it to happen again to the same customer or any other.
Doing the same things the same way right from the beginning is one of our
priorities, but when it comes to complaints handling this is challenging. Not only
because the complaints are rarely the same but because of how diverse our
customers are; they all have different needs, focuses, processes and cultures. So
the solution that is perfect for one of them may be totally unacceptable for
another one even if they both have the same problem with the same product in
the same process.
Because of this, our process must be flexible enough to adapt to the many
different needs from our many different customers and yet make sure that we
can provide a fast and efficient solution to our customer’s complaints. A simpli-
fied version of such process can be found below.
Here is an explanation of each major step:
1. COMPLAINT DOCUMENTATION: We have a world wide database which
allows us to keep track of and record every complaint received, this allows us to
keep all the information regarding the complaint and its handling in one place
and it also provides valuable information in the case of systematic failures.
2. EVALUATION REQUIRED?: Occasionally we can provide a solution without the
need to analyze the unit that is causing problems, if for example we have
experienced the same fail in the past or if we find out that a solution can be
locally implemented (Configuration adjustments for example). If that is the case
4TechSens

5. we do not request the unit to be sent back for investigation. If we find out that
we need to get the unit back for investigation we issue a return authorization
which is also a decontamination form. This document is extremely important
because it guarantees that the units returned will be safe to handle.
3. SOLUTION PROVIDED: Once we determine what the problem is and we can
provide a solution, our customer will be informed about this.
4. THE CASE IS CLOSED: The solution is recorded in the database, so if we face a
similar problem in the future we can try the same solution and save some time.
5. REPORT: The goal of the complaint process is to achieve the customer’s
satisfaction after an issue has been found. But the solution of the customer’s
problem is not always the end of the process. From time to time the customer’s
complaint helps us to find points of improvement in our processes. When that is
the case we issue a report and a recommendation.
It doesn’t sound complicated and in an ideal world it should run smoothly, but
from time to time there are cases that make it complicated. In those cases some
assistance from your side can help us save some time in the solution of your
complaint:
1. DECONTAMINATION SHEET: The decontamination sheet (Return Authoriza-
tion, RA or RMA) is a document that by law we must have. The absence of this
document or having this document unsigned or improperly filled out may delay
the investigation.
2. PACKAGES PROPERLY ADDRESSED: Our receiving department receives
thousands of packages weekly and any package that is not properly identified is
set aside for later detailed verification. If your package is not clearly identified, it
may end up undetected for some time. So the best way to assure that your
package will reach the right department is to have the RA/Decontamination
sheet clearly attached to the outside of the box. This will trigger our receiving
department to a prompt delivery of the package to the Service and Repair
department.
3. CONTACT INFORMATION: The best starting point in the event of a complaint
is the Service and Repair department.
You can contact us at conducta_service@conducta.endress.com
4. STATE YOUR CONCERN CLEARLY: It may be quite obvious to you how our
product or service is failing, but remember that we can not see what the unit
does (or doesn’t do). So rather than making a vague statement such as “Doesn’t
work”, “Doesn’t read” or “fail” please provide some details about what you expect
the unit to do or not to do. For example, rather than saying “It doesn’t calibrate”,
which may mean more than one issue please say “If the calibration is verified
after one hour we find that we have to calibrate again” or “The transmitter
doesn’t accept the calibration, it shows error E042” or “The reading is so
unstable that it doesn’t allow to calibrate”. As you can see all of these are
different statements, but they all could be described as “Doesn’t calibrate”.
Remember that we are here to help and we are more than happy to! In the end
we don’t request this to make our job easier but to provide you support in a
faster and more efficient way in order to minimize the impact in your business.
Gustavo Miranda
Technical Customer Service Manager
5TechSens

6. We optimize your process, you reduce your costs
Optimizing Process Controls with Optical Sensors
There are many production processes that mimic procedures that were developed in the lab and then transplant-
ed into a manufacturing process. Oftentimes this simply means measuring some parameter such as reaction
time, pH, temperature, turbidity, etc. knowing that if these parameters mirror what was observed in the lab,
then a predictable product would result. If quantitative results are needed, samples would be drawn from the
process and then undergo testing in the lab. Often this process is time consuming, dependent upon skilled
personnel, and is slow to correct process problems. To improve yields or to insure better quality, process controls
must be optimized.
Optimizing process controls is best when the product being built, is quantitatively measured automatically as it is
being produced in “real-time” and this information is used in a “feedback loop” to automatically change a
parameter to improve the yield of this product being built. An effective tool to quantitatively measure the change
in concentration of the product being produced is to use an optical sensor combined with a controller that
processes input data to control equipment to add a chemical, change the temperature, change the process time,
etc. thereby altering the process in real-time.
There are many examples of this approach in industry, such as, in fermentation, in peptide/protein synthesis, in
algae growth, and cell growth reactors. In a recent installation a UV optical sensor is used to measure the growth
of a peptide chain as it is being produced. A peptide is an organic compound in which multiple amino acids are
linked via amide bonds. Commercial production of peptides is done in reactors that build peptide chains up to
20- 24 amino acids long. These chains are built through sequential steps of breaking chains and adding indi-
vidual amino acids; a single amino acid at a time. The chemical used to break these chains and remove the
excess portions of the amino acids as runoff is measured by a UV optical sensor. This step is repeated every ten
minutes, hundreds of times, to obtain the peptide chain needed.
Prior to implementing UV measurement of the waste peptide material in real-time, the process was manual and
dependent on knowing that in the lab, if there are 3 or 4 successive wash steps following each 10 minute
reaction time, dependable yields result. This may take as much as 500 minutes to produce a very small amount
(10 milliliters) of finished product. Since the desire is often to produce a liter of this material, it is important to
automate the process and use process controls to reduce the time to produce this volume. By implementing a UV
optical sensor to measure the concentration of the runoff and automatically control the length of time and
number of wash cycles needed, the process is optimized. When a manufactured Peptide is worth between
$500,000 and $700,000 per liter and is the cure for such health concerns such as SARS, then process optimiza-
tion is critical even when small volumes are involved.
John MacDonald
OEM Sales Engineer
6TechSens

7. A man with a plan
Scott Pohlers is a “doer”. He likes to get things done. A great qualification for
the new position of Solutions and Panel Project Manager in Anaheim.
Scott Pohlers has been with Endress+Hauser Conducta Inc. for about 2 years and has
already made himself “irreplaceable”. He started out in the
Service Department as a Technical Service Specialist, mainly
supporting OEM customers, and working with Engineering,
Quality and Order Handling to coordinate complaints.
Very soon Ryan Holmelin, the Anaheim Sales & Marketing
Manager realized Scott’s potential. With Anaheim making its
debut in the panel business, Scott turned out to be an excellent
candidate for managing those projects. Five months ago he
started working “part time” on the panel projects while still
working in Service. This July he will completely move into the
Marketing Department and become the Solutions and Panel
Project Manager to work on quotes, design, procurement and
documentation for the panel projects and eventually on panel
business development.
Scott likes the new challenge, and working for E+H Conducta
Inc., because “The people are personable and genuine. I’ve
worked for companies where people were just fake. This
company looks out for their employees and its customers.”
He likes to travel, has visited several European countries and US states, Canada, and
Mexico. But born and raised in Fontana, California he loves coming home to “SoCal”, where
he also currently resides with his girlfriend.
They both enjoy one of Scott’s hobbies: Beer tasting and making. “I took a class in college
called ‘Beer & Culture’; the professor was the brewmaster at BJs Restaurnat and Bre-
whaouse. He encouraged students to taste as many beers as possible, visit and support local
breweries and make our own beer.” So far the couple has visited about 42 breweries and
brought home souvenir pint glasses of about 36 of them. Those are being displayed all over
their apartment. “We’re running out of space. We joke that we have to get a house just to
be able to display more of the pint glasses”, he laughs.
The farthest breweries he has visited are in Germany. “During a training week at our
company headquarters in Gerlingen, Germany I went to three breweries in Stuttgart.”
“I also make beer at home. My girlfriend got me a starter kit. It takes a few weeks until the
beer is done; I have to schedule it right. For example, I started a new batch on Memorial
Day so I was able to enjoy it with my friends on 4th of July.”
What is his favorite beer? “The breweries don’t fill up in bottles, they use growlers, so you
can go back for refills. But that only makes sense for local breweries. One of my favorite
beers available at the grocery store is Hangar 24 Orange Wheat Pale Ale.”
Scott most enjoys beers in the middle of the beer spectrum, like Ales and Ambers. “I like a
good balance. In everything in life. You could call it a life motto.” His other motto is “GSD.
Get ‘stuff’ done. That’s the politically correct version,” he grins. ”That’s what I always say to
my friends: GSD. I’m a doer. I don’t like people who think about stuff forever and hesitate to
make a decision.”
Being a doer should work out well for his new position and promise him several more
successful years with the APC Anaheim.
Daniela Pareigis
Marketing Specialist
Did you know?
Several of Endress+Hauser
sensors are used in
Breweries. The OUSTF10
and OUSAF12 for beer
turbidity, the OUSAF22 for
beer color.
Scott at home brewing beer
Scott with the Service Team
7TechSens

8. Address
Endress+Hauser Conducta Inc.
4123 E. La Palma Avenue
Suite 200
Anaheim, CA 92807
USA
Main Phone +1 714 577 5600
Main Fax +1 714 577 5688
Toll Free 800 835 5474
www.analysis-oem.com
info@analysis-oem.com
Publication
Twice a year
Editors
Steve Ruff
steve.ruff@conducta.endress.com
Daniela Pareigis
daniela.pareigis@conducta.endress.com
Layout
Daniela Pareigis
© Endress+Hauser Conducta Inc.