and Practice Enhancements at Dofasco’s Vacuum Degas
Tank for ULC Steel
Thomas Kuhl (left), Ironmaking Technology, Stanley Sun (center), Research & Development, and Manh Kha Trinh (right), Steelmaking Technology, Dofasco Inc., Hamilton, Ont., Canada (firstname.lastname@example.org)
The vacuum degas tank at Dofasco was installed in 1987 to provide the ability to make ultralow-carbon (ULC) steel. Since that time, production requirements have increased significantly, with tighter requirements on lower carbon levels. This paper discusses changes made in both equipment and practices.
Control of Metallurgical Slags in EAFs and Ladles Utilizing
an Electrochemical Sensor
and Rudi Maes (pictured), Heraeus Electro-Nite Intl. N.V.,
Houthalen, Belgium (email@example.com)
On-line slag control enabling immediate metallurgical corrections to ladle slags became possible only recently. A new method to measure slag oxygen activity in-situ within seconds is presented and
compared to standard analytical methods.
Hydrogen and Nitrogen Control in Ladle and Casting Operations
Siddhartha Misra and Richard J. Fruehan, Department of Materials Science and Engineering, Carnegie Mellon University, Pittsburgh, Pa. (firstname.lastname@example.org)
Several sources of hydrogen and nitrogen in ladle
processing and casting operations have been
investigated in order to predict and control their
pickup during these processes. Lime, metallurgical coke and pitch coke are evaluated to determine their effect on hydrogen and nitrogen pickup.
Production of ULC IF Steel Grades at Voest-Alpine Stahl GmbH
Alfred Jungreithmeier, Ernst Pissenberger, Karl Burgstaller and Josef Mörtl, Voest-Alpine Stahl GmbH (alfred.jungreithmeier- @voestalpine.com)
The surface quality of steel strips can deteriorate as a result of various defects. Voest-Alpine Stahl took steps to significantly decrease these surface defects by improving conditions both at the primary and
secondary metallurgy stage and in their continuous
Breaking the Work-Harder Syndrome During Process Improvement
Michael Bresko, GP Deltapoint, Sammamish, Wash. (email@example.com)
Most programs intended to improve process
performance fail to achieve expected results. This
article explores two causes for these failures and explains how companies can overcome the difficulty of achieving sustainable process improvement.
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