Industry2 0 vol 12 issue 10 June 2013 by bhupinder sharma

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A 99 MEDIA PUBLICATION

VOLUME 12

ISSUE 10

June 2013

PRICE 100

Green Manufacturing

5 Business Benefits of Waste Reduction many manufacturers now see ‘waste’ as a resource

Pg 39

Supply Chain

SavING cOSTS IN TraNSPOrTaTION EConoMiCal wayS to rEduCE riSk and EnhanCE EffiCiEnCy Pg 40

cover Story

SIMPLE THOUGHTS YIELDING LOTS “OUr PLaNT cONfOrMS TO THE HIGHEST LEvEL Of SafETY” Pg 24

Krishnakumar Srinivasan MD, Eaton’s Vehicle Group in India

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editorial Vol. 12 | Issue 10 | June 2013

Managing Director: Dr Pramath Raj Sinha Printer & Publisher: Kanak Ghosh Editorial Group Editor: R Giridhar Managing Editor: P K Chatterjee (PK)

Waste Reduction

P. K. Chatterjee (PK) editor@industry20.com

s long as dealing with the manufacturing waste is concerned, the paradigm is shifting from reactive to proactive approach worldwide. In today’s turbulent economic circumstances, where profitability is reducing fast, manufacturing leaders are showing more interest in eliminating the possibilities of generating wastes during production of goods. Ideally, if waste can be eliminated or prevented during the production process, it ultimately offers a huge reduction in the cost of production. More clearly, it removes the costs of: collection of waste materials from workshop or plant and other associated areas, segregating those for recycling, carrying them for processing, and transporting them for further actions like sending back to production or disposal. Some very common areas, where worlwide actions are directed these days, are – reduction in use of water, energy conservation, raw material conservation, controlling use of chemical reagents, deployment of machines with versatile capabilities, and reduction in use of packaging materials. Of late, preventing over-packaging has been receiving big attention – as in this area method or material changing is comparatively easy.

june 2013 | industry 2.0

Some of the recent reports of achievements and future plans, in this area from companies around the world, are noteworthy. For example, in 2011, food manufacturer Campbell saved more than 4.5 million pounds in steel, plastic and paper packaging materials from its manufacturing operations. As part of their waste commitment, Hindustan Unilever Limited (HUL) is targeting to reduce packaging. According to HUL, by reducing packaging they can gain cost benefits in materials, energy and transport. Through a combination of light-weighting and material design optimisation (in packaging), they have achieved an estimated 9.5 per cent reduction in weight per consumer use over 2011-12 compared to 2010. By 2020, HUL is planning to reduce the weight of packaging (that they use) by one third through: light-weighting materials, optimising structural and material design, developing concentrated versions of products and eliminating unnecessary packaging. A number of Indian manufacturers are also doing commendable innovations in this front, however, those need to be discussed and disseminated. Sharing of such good practices is the only way to bring in an overall transformation in the Indian manufacturing sector. Industry 2.0 invites you to share your company’s achievements in this direction. Please feel free to write to me.

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Design Sr. Creative Director: Jayan K Narayanan Sr. Art Director: Anil VK Associate Art Directors: Atul Deshmukh & Anil T Sr. Visualisers: Manav Sachdev & Shokeen Saifi Visualiser: NV Baiju Sr. Designers: Raj Kishore Verma, Shigil Narayanan & Haridas Balan Designers: Charu Dwivedi, Peterson PJ & Pradeep G Nair MARCOM Designer: Rahul Babu STUDIO Chief Photographer: Subhojit Paul Sr. Photographer: Jiten Gandhi Sales & Marketing Sr. Vice President: Krishna Kumar KG (09810206034) National Manager - Events & Special Projects: Mahantesh Godi (09880436623) Product Manager: Shreyans Daga (09999493430) GM (South & West): Vinodh Kaliappan (09740714817) Regional Mgr. (North): Rajesh Kandari (09811140424) North: Madhusudan Sinha (09310582516) East: Jayanta Bhattacharya (09331829284) Production & Logistics Sr. GM - Operations: Shivshankar M Hiremath Manager - Operations: Rakesh Upadhyay Assistant Production Manager: Vilas Mhatre Ad Coordination: Kishan Singh Assistant Manager - Logistics: Vijay Menon Executive - Logistics: MP Singh, Mohamed Ansari & Nilesh Shiravadekar office address Nine Dot Nine Interactive Pvt Ltd Office No. B201-B202, Arjun Centre B Wing, Station Road,Govandi (East), Mumbai 400088. Board line: 91 22 67899666 Fax: 91 22 67899667 For any information, write to info@industry20.com For subscription details, write to subscribe@industry20.com For sales and advertising enquiries, write to advertise@industry20.com For any customer queries and assistance, contact help@9dot9.in Printed and published by Kanak Ghosh for Nine Dot Nine Interactive Pvt Ltd Plot No. 725 GES, Shirvane, Nerul, Navi Mumbai 400706. Board line: 91 22 67899666 Fax: 91 22 67899667 Editor: Anuradha Das Mathur Plot No. 725 GES, Shirvane, Nerul, Navi Mumbai 400706. Printed at Tara Art Printers Pvt ltd. A-46-47, Sector-5, NOIDA (U.P.) 201301

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contents departments Editorial..................................................02 Advertisers’ Index..................................04 Industry Update.................................... 06 Techwatch..............................................22 Product Gallery......................................45 Business Index....................................... 47

advertisers’ index Exxon Mobil...........................................IFC Schneider..................................................1

cover story

PTC........................................................... 3

24 Simple Thoughts Yielding Lots

Implementation and practice of the OTTT (Openness, Transparency, Trust and Teamwork) system has benefited Eaton’s Ranjangaon plant in different ways, mainly to involve its workforce... Cover Design: Atul Deshmukh Photo Credit: Jiten Gandhi

BLOGS

Market Scenario

10 Avoiding Suboptimal Outcome

18 Digital Offers to Manufacturers

Any improvement initiative needs to be based on the right approach...

11 Leadership ‘Got Mud in Its Hair’ Businesses can’t succeed without addressing what customers want ...

Digital influence on purchase decisions to explode...

Market report 20 Demand Driven Growth Metering pump is a moderately

Zenith Computers.................................... 5 CHEP.....................................................8-A Everest Pressure & Vacuum Systems....17 Omron....................................................48 Dell....................................................... IBC Accenture.............................................. BC

39 Benefits of Waste Reduction Many manufacturing leaders have started viewing waste as a resource...

Supply Chain 40 Saving Costs in Transportation Set up a performance scorecard with measurable KPIs...

developing market...

Market Survey 14 Sustainability Reporting Sustainability reporting will be mandatory in India ...

design & optimisation 30 Managing Projects Easily Common workflow system helps refineries in pipe management...

Challenges & solutions ECONOMY

SOCIETY SUSTAINABILITY

ENVIRONMENT

june 2013 | industry 2.0

32 Maximising Productivity It is important to choose technologyleading aqueous coolants...

Green Manufacturing

Management & Strategy

34 Wastewater Management

43 Path to Transformation Global manufacturers are at an

Innovative techniques to manage process water and effluent ...

- technology management for decision-makers

important industry inflection point...

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industry update SIMPOE becomes part of Dassault Systèmes

assault Systèmes has acquired SIMPOE, a company in plastic injection moulding simulation based in Torcy, France. The acquisition will help Dassault expand its 3DEXPERIENCE platform and SIMULIA, CATIA, and SolidWorks applications to create the most powerful portfolio of materialsintensive manufacturing simulation solutions on the market. According to Dassault, more than 3,000 active users working for major part designers, producers and mould makers are depending on SIMPOE’s plastic injection simulation solutions. “Plastics form a crucial part of today’s products. They are increasingly becoming complex, both in shape and production, as well as the speed with which they are brought to market. Simplifying the design and manufacturing of plastics is therefore a critical part of many industries’ product creation. SIMPOE’s simulation technology will contribute

Maersk merges its two services

aersk Line (India and Sri Lanka cluster), the core liner shipping company of the A.P. Moller – Maersk Group, has merged its MECL1 and ME4 services to optimise business from the Indian subcontinent to East Coast North America (NA) and West Mediterranean. The MECL1 and ME4 services from being stand alone products will combine into one service – providing customers direct connections to and from NA. It will henceforth be called Algeciras, and will additionally provide coverage from Pipavav to the Western Mediterranean destinations. Besides its traditional ports, the service will now cater to part of the West Mediterranean, Africa and East Coast of S America.

june 2013 | industry 2.0

Bernard Charlès, President and CEO Dassault Systèmes

to the 3DEXPERIENCE platform by helping our clients validate designs and injection moulding approaches quickly,” said Bernard Charlès, President and CEO, Dassault Systèmes.

SIMPOE will continue to offer its comprehensive solution, covering the whole plastics injection moulding process. These scalable packages cover a wide range of functionalities, from simple to advanced, and will complement existing SIMULIA, CATIA and SolidWorks solutions in the plastic part domain. The underlying technology will enhance future 3DEXPERIENCE Industry Solution Experiences, leveraging Dassault Systèmes’ existing design-tomanufacturing expertise in composites and sheet metal, to offer an integrated experience covering the entire plasticpart process. Ed Honda, President, HondaDesign, said, “As someone who relies on the full range of SIMPOE solutions, including their advanced technology for analysing injection mould cooling lines and predicting moulded part warpage, I am pleased that SIMPOE is now a part of Dassault Systèmes.”

JATCO to use PTC’s software platform

ATCO, a Nissan subsidiary and global supplier of Automatic Transmissions and Continuously Variable Transmissions (AT/CVT), has selected the PTC Global Software Development solution as the single software engineering platform for its transmission control systems. Software is an important component of JATCO’s transmission control systems, helping drive innovation, improve product capabilities, and enable more efficient product variation. According to the company source, for JATCO, the challenge of increasing product complexity was further compounded by the fact that there was no mechanism for data management, information sharing and collaboration among product development organisations in Japan, Asia, North America and other locations around the world. Because requirements, models, and test data were managed with a variety of dis-

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parate tools, it was time consuming for team members to access relevant product development data, delaying communication and thus negatively impacting overall productivity. Additionally, variant and modification history were not centrally captured, resulting in inefficiencies and rework across product lines. “To achieve our vision to support collaborative development operations, we needed a single, system to manage all product development data and business processes. Using PTC Solutions will enable us to have complete visibility throughout the product development lifecycle to better manage the control system development data, minimise data security risks, improve process efficiencies and increase the productivity of our distributed teams,” said Seiichiro Kobe, General Manager, Management Information System Department, JATCO.

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Scania enters the Indian market Suzlon Group holds a healthy order book

ommercial vehicle and engine manufacturer Scania has forayed into the engine segment in India. The company has recently launched its power generation engines for prime power, at the INTEC (Industrial Trade Fair in Coimbatore, Tamilnadu). While speaking at the launching ceremony in INTEC, Anders Grundströmer, Managing Director of Scania Commercial Vehicle India and Senior Vice President Scania Group said, “Launching engines in India is a natural extension of our product portfolio – as we want to support our customers in all respects. We see huge potential

for engines in the sub-continent across various sectors.” Every year Scania builds more than 80,000 engines. Around the world, in many different applications, the company’s engines are found in trucks, buses, industrial and marine operation, as well as in the power generation sector. It offers a wide range of industrial engines ranging from the emission standard Stage II/Tier 2 to the present Stage IIIB and Tier 4i. As Scania now launches the power generation engines in India, it will also be offering marine engines and industrial engines through its network.

Intergraph serves Czech nuclear plants

KODA JS, an engineering provider for the nuclear sector in the Czech Republic and abroad, has purchased Intergraph SmartPlant Enterprise for Owner Operators (SPO) – to better execute significant engineering projects. The specific solutions include SPO Core and the Requirement Management and Traceability modules. ŠKODA JS has been assigned to carry out the instrumentation and control renovation projects for the NPP Dukovany site, and in addition the completion of the newly built NPP Mochovce 3 and 4 sites. With this solution, ŠKODA JS will have a direct ‘line-of-sight’ with each

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requirement and the affected plant systems, structures, components and associated documentation, so users can quickly and easily assess the impact of any change in either the plant design or requirements. This is critical for operating in such a highly regulated sector as the nuclear power industry. “The power demand is growing fast in the Czech Republic, and Intergraph’s SmartPlant Enterprise for Owner Operators solution offers us dynamic and integrated tools to optimise our work processes during the whole life cycle of the plant,” said Jiří Janeček, Director of ŠKODA JS, I&C Division.

industry 2.0

uzlon Group, the world’s fifth largest wind turbine maker and supplier, has secured cumulative orders of approximately 580 MW over a three month period, excluding orders announced separately. The orders consist of various businesses secured between 15th February and 15th May, 2013 across Belgium, Canada, France, Germany, India, Poland and Sweden.

Tulsi Tanti, Chairman – Suzlon Group

Andreas Nauen, Chief Executive Officer – REpower Systems, said, “These orders underscore our competitive positioning across highly competitive European wind markets. With our focus on technology and customer centricity, we have the right products and services to continue to strengthen our position in these markets.” Tulsi Tanti, Chairman – Suzlon Group, said, “These orders highlight the continuing momentum in the wind sector, and for our Group, across markets in spite of macroeconomic uncertainties.” Suzlon has approximately 22,000 MW of wind energy capacity installed around the world, and operations across 32 countries.

- technology management for decision-makers | june 2013

industry update Valerus to build talent pool for energy industry

alerus, an integrated oil and gas handling solutions company, has recently inaugurated its Bossier City training facility, built specifically to address the energy industry’s shortage of top-trained technical talent. The company’s recruiting focus includes technical college graduates and military veterans as they return to civilian life – who have applicable skills that, with training, make them excellent candidates for technical fields in oil and gas. Pete Lane, CEO, Valerus, said, “Valerus is rapidly expanding its training programs to ensure that it attracts and retains top technical talent, including those entering the oil and gas industry for the first time. In addition to the opportunity to train at this best-in-class facility, military veterans and technical college graduates should know that our training programs are intended to build up-and-coming top performers for our worldwide team. Not all of these open positions require

Valerus’ facility, which has been designed to address energy industry’s shortage of technical talent

Oil and Gas experience, but every position will include competitive pay and benefits. Job candidates interested in joining the Valerus team will receive both classroom and hands-on training and be part of our global organisation. The Bossier City facility fits perfectly with the Valerus mission: To create tailored solutions for our customers by

combining the best-trained people with quality services and equipment.” The company will also expand its programs over time to include training for its O&G customers, who have identified this as an additional area of need as they continue to engage new personnel, and current experienced personnel reach retirement age.

Inox Wind appoints new CEO

Coca-Cola bundles business strategy with Corporate Social Responsibility (CSR)

ailash Tarachandani, has joined Inox Wind as Chief Executive Officer (CEO). Tarachandani is an electrical engineer from IIT, Kanpur, and holds an MBA from INSEAD, Fontainebleau, France. He will be responsible for the sustainable growth of Inox Wind. Commenting on his new assignment, Tarachandani said, “Inox Wind has been known for delivering value for their stakeholders and I look forward to contributing to the tradition of excellence – which today continues to grow with a unique combination of innovation, focus and discipline in execution.” He will operate out of the corporate office of the company situated in Noida.

june 2013 | industry 2.0

n the occasion of World Environment Day, Coca-Cola India came together with its bottling partners – to drive energy efficiency across its operations in India, with a focus on the need for renewable energy to drive business sustainability. In celebration of this landmark day in Nuh, Coca-Cola India presented their ‘eKOcool’ solar cooler to a woman retailer from the area. This is an initiative under Coca-Cola’s global 5by20 program, which aims to economically empower five million women by 2020 across the Coca-Cola system. By installing solar coolers at women run outlets, Coca-Cola is economically empowering women retailers to earn a livelihood. The women retailer

- technology management for decision-makers

incurs no charge on account of ice or recurring electricity to chill the CocaCola range of beverages. The solar cooler comes with value-added features, and has an inbuilt mobile charger and a port to charge the solar lantern. With the help of the mobile charger, she can charge the cellphone for herself, her family members and customers, and stay connected for her personal and business needs. The solar lantern helps her keep her shop open longer, well after the sunset, and to service her customers. The celebration is also a step forward on Coca-Cola’s 2020 targets for energy efficiency. In 2013, it targets to distribute 1000 of these energy efficient solar coolers.

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EPL to develop iron ore berths at Visakhapatnam

Rajiv Agarwal, Managing Director, Essar Ports

ssar Ports Limited (EPL), through its wholly owned subsidiary Vadinar Oil Terminal, has emerged as the highest bidder by quoting 31.01% revenue share for mechanisation and operation of three iron ore berths (two outer harbour berths and one inner harbour berth) at Visakhapatnam port, on Build-Operate-Transfer (BOT) basis for a concession period of 30 years. These three berths will have a combined capacity of 23 MMTPA. This will be a big boost to 3rd party cargo

Nettalco to use ETC solution

handling and revenue of EPL – as it will handle 17 MMTPA of 3rd party cargo and 6 MMTPA of Essar Steel cargo. EPL believes in the potential of iron ore export and coastal movement through the east coast of India. On commissioning of this project, EPL’s total capacity for iron ore export at the east coast will become 39 MMTPA with four highly mechanised iron ore berths (three in Visakhapatnam port and one in Paradip port). EPL can start the operation of the two outer harbour berths within the next 3-4 months. Commenting on this recent development, Rajiv Agarwal, Managing Director, Essar Ports, stated, “This project will significantly increase the third party cargo handling of Essar Ports by contributing 17 MMTPA of cargo. This will add to our continuous efforts towards developing modernised world-class terminals, and serve new customers. This project will significantly increase the efficiency of Visakhapatnam port thereby increasing its competitiveness and facilitating industrial growth in the region.”

ertically integrated manufacturer, Industrias Nettalco has implemented the Engineered Trucost (ETC) solution at its Lima, Peru headquarters. The textile company produces and exports custom-made cotton knit wear – for fashion retailers and direct marketers around the globe. According to a report, after replacing its legacy costing software, the producer finds significant improvements. Nettalco’s Manager of Engineering Development, Hector Pacheco says, “Because it has a more modern interface and architecture, ETC is much easier and faster than our old software. It gives us the accuracy and flexibility we need to better engineer our operational methods and determine costs even before we start production. With its advanced networking capabilities, we were also able to easily add two new workstations at our other facilities and can now share information like never before.”

LANXESS opens butyl rubber plant in Singapore

ANXESS has inaugurated its new butyl rubber plant on Jurong Island in Singapore on schedule. The specialty chemicals company has invested approximately EUR 400 million in the plant, which will have a capacity of 100,000 metric tons. According to the company, the facility is the most modern of its kind in Asia and will produce premium halobutyl rubber, as well as regular butyl rubber. The newly opened plant in Singapore joins the company’s existing butyl rubber plants in Sarnia, Canada, and Zwijndrecht, Belgium. This means, the specialty chemicals company now has state-of-the-art facilities on three conti-

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will start in the third quarter of this year. The facility is expected to achieve full capacity in 2015. “This is the largest investment in the company’s history, and underlines the importance of Asia as a location for our synthetic rubber business. We have clearly built this At an official ceremony, attended by around 400 guests, LANXESS has plant with the future of inaugurated this new butyl rubber plant on Jurong Island in Singapore. mobility in mind because nents. The butyl rubber facility in Sinwe think and act long-term,” said Axel gapore went into operation in the first C. Heitmann, LANXESS’ Chairman of quarter of 2013, and is being ramped the Board of Management during the up gradually. Commercial production opening ceremony.

industry 2.0

- technology management for decision-makers | june 2013

blog

Avoiding

Suboptimal Outcome

When choosing the improvement initiative, most companies jump on the contemporary management bandwagon. However, the right approach only fetches the desired result. By Pinak Kulkarni

rganisations are entities with an endeavour to grow consistently. To achieve goals, they need to undertake improvement initiatives. The million dollar question is – which improvement initiative suits the best? Typically, the ‘flavour of the industry’ gets rolled into – being the philosophy for organisations’ improvement initiatives. So, if it is ‘Lean’ as the flavour of the industry, then organisations also choose to go the ‘Lean’ way, if it is ‘SixSigma’ then the business owners adopt ‘SixSigma,’ and if it is ‘BPR’ then they take up ‘BPR.’ But, the key consideration for the choice of an improvement initiative should be its alignment with organisations’ performance improvement needs. In my opinion, one has broadly three approaches: The control approach – The management wishes to bring the processes under acceptable

june 2013 | industry 2.0

- technology management for decision-makers

limits of variation. So ‘controlling’ the variables impacting the outcome is the over-riding philosophy. This approach suits when the number of variables are less, and the relative rate of change in those is also less. Initiatives based on this approach is suited for ‘Command and Control’ organisation. Incremental but consistent approach – Imagine you are walking up a stair case. Improvement initiatives of this kind bring about less with every step, but cumulatively a large change can happen over a long period. You finally walk up the stair case, don’t you?. Naturally, the speed of improvement is a function of the organisation’s own competencies and skills. These kinds of initiatives also need a higher level of maturity of organisational constituents. Half way through the stair case your child may have the alternative to be lifted up in your laps, but you still have to climb by yourself. Breakthrough approach – This is radical. This is the kind of initiative, which is alluring as it involves outcomes that are large enough for your management to undertake those. A dramatic performance improvement makes organisations undertake those – but if enough of assessment has not gone into appreciating organisational preparedness to accept and digest the change, then you are in a ‘catch 22.’ You’ve spent enough of your resources, so less than dramatic outcomes can’t be tolerated, but you have no chance of reaching there unless you invest more. For example, you go from ‘Push’ based system to ‘Pull’ based one without ‘Process Maturity’ of operationalising a ‘Pull’ system. Choice of the ‘Improvement Initiative Paradigm’ is a function of your organisation’s context. And that is largely a function of assessing your ‘process maturity.’ It is always to be kept under serious consideration before walking the journey – as many a time rolling back the initiative is not a choice.

The author is a Material & Information Flow focused Performance Improvement Consultant and the Founder of SPARK. Contact: www.think-spark.com/ or by e-mail: pinak.k@think-spark.com.

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blog

Leadership

‘Got Mud in Its Hair’ Ron Johnson was hired as the CEO of J. C. Penney in November 2011. Prior to that, he was the Senior Vice President of Retail Operations at Apple Inc., where he pioneered the concept of the Apple Retail Stores and the Genius Bar. Before Apple, Johnson was Vice President of merchandising for Target, and he also worked at Mervyns. When Johnson announced his transformation vision in late January 2012, J. C. Penney’s stock rose 24 per cent. His actual execution, however, was described as “one of the most aggressively unsuccessful tenures in retail history.” On April 8, 2013 he had to quit J. C. Penney. By Jim Tompkins

usiness leaders and retail media are still trying to wrap their heads around what happened at J.C. Penney after its board pushed out CEO Ron Johnson. They had brought Johnson on to take advantage of his experience with creating the highly successful Apple Stores, as well as for his previous work in establishing new brands to sell at Target. But after Johnson’s 17 months at Penney’s, the numbers were quite staggering. Not many retailers can come back from a loss of nearly $1 billion in annual revenue. I was just asked an interesting question about this situation. It was after my keynote address at a supply chain conference at the Sam Walton College of Business at the University of Arkansas. An attendee wanted to know, “Did Penney’s board of directors get exactly what it asked for?” The board certainly knew that the Apple retail experience was successful. They jumped right into Johnson’s new strategies of removing coupons, and special deals that customers expected from the retail chain. But his new multi-tiered pricing scheme confused shoppers, and without the coupons they craved, customers fled.

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It reminds me of a charity ‘mud run’ that I attended recently. At the end of the course, the participants could opt to jump and slide down a long muddy pathway. Many people took the plunge, but I heard some complaining afterward that they got mud in their hair. Well, what did they expect from sliding in the mud? The board at Penney’s is now experiencing the same thing: They brought in Johnson and didn’t think during all the excitement that they might not be applying the right strategy to the company, and they got mud in their hair. They were not actually listening to their customers. He came onboard to apply the Apple experience to shoppers at Penney’s, but what got lost in the shuffle was that customers want four things: Great prices, awesome selection, a good shopping experience, and convenience. Without addressing these first, new retail strategies –no matter how fresh and exciting – won’t go anywhere.

industry 2.0

The author is the CEO and President of Tompkins International, a supply chain consulting firm, www.tompkinsinc.com.

- technology management for decision-makers | june 2013

market survey

Reporting in India Sustainability

Sustainability reporting will be mandatory in India in the coming days. Although a few manufacturing companies have already started it, most of the reports are still not very stake-holder-friendly. The field needs more focus.

ECONOMY

SOCIETY SUSTAINABILITY

By Surya Bansal

.here is an increasing demand for organisations in India to publish their sustainability reports. Customers are talking about sustainability reporting, investors are asking for it, governmental policies support it, and finally, peer pressure is also driving organisations toward it. Even then, in India, the number of reports published in the public domain remains close to only 100. This brings us to wonder, what is acting as a hindrance toward organisations publishing sustainability reports? During Frost & Sullivanâ&#x20AC;&#x2122;s fourth Green Manufacturing Excellence Summit held on May 3, 2013 in Mumbai, 68 of the manufacturing industriesâ&#x20AC;&#x2122; top management officials were asked

june 2013 | industry 2.0

ENVIRONMENT

to opine on the concepts of sustainability and Corporate Social Responsibility (CSR). Their responses to the questions on sustainability reporting provide an interesting insight. When asked which stakeholders comprised the target audience for the report (as shown in Exhibit 1), 40 per cent stated it was for investors and 33 per cent said it was for the public. This trend indicates that there is an increasing demand from investors to know how

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organisations are being transparent and accountable for their operations while making profits. Also, though community awareness about sustainability has increased dramatically, it is interesting to note that organisations are now beginning to give due weightage to the public perception about them as well. Therefore, the driving force for reporting includes two strong influencers from the organisational perspective - investors and the community itself.

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Source: Frost & Sullivan

Another pertinent question raised at the Summit was about reasons for a gap in the reporting process. Of the respondents, altogether 68 per cent admitted to lack of subject knowledge and appropriate matrices for data capture. This is a surprising revelation, as the common belief in the industry is that the frameworks for reporting on sustainability are well-known and well-established. The low number of reports in the public domain proves that there is a gap in the know-how and ability to publish a sustainability report. Exhibit 2 reflects the percentage-wise classification of the reasons for gaps in sustainability reporting. A sustainability report should also reflect how the performance of an organisation is linked to the Key Performance Indicators (KPIs) of employees. When asked about the degree of translation of the strategy to individual KPIs (as shown in Exhibit 3), more than 50 per cent mentioned they needed improvement, or have yet not initiated the process. This proves that organisations yet have to integrate their strategic plans at individual levels and then actually be able to link it within the sustainability report. Another question raised at the Summit on what would help provide a better platform to enable sustainability reporting again underpins the need for better knowledge on sustainability, with 35 per cent of respondents stating the need for knowledge enhancement (as shown in Exhibit 4). Need for professional advice for sustainability reporting comes in second at 30 per cent. This is not a surprise, as perceived lack of knowledge would then make the industries turn toward professional help to bridge the gap. Analysis of the responses clearly indicates that there is a

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Exhibit 1: Key Stakeholders for Sustainability Reports 8% Environment Legislations

4% Industry Council

15% Employees 40% Investors 33% Public Exhibit 2: Gaps in Sustainability Reporting 16% Manufacturing data credibility

36% Absence of appropriate MIS

10% Lack of Management commitment 6% Low capability of People

32% Lack of subject knowledge

MIS - Management Information System

lacuna, when it comes to defining the sustainability strategy and linking it with the reporting process. There seems to be a misalignment in knowledge and expected delivery from sustainability reports. Unfortunately, this lack of know-how also tends to make the sustainability report more of a statistical report â&#x20AC;&#x201C; that just publishes data such as reduction in water consumption, carbon dioxide emissions, fuel consumption etc., without being able to link it to business performance and strategy. This turns the whole reporting process into

a vicious cycle, where data collection becomes more important than understanding the reasons behind publishing a sustainability report. Moreover, it prevents the organisation from considering the impact of relevant environmental, social, or governance issues and instead leads to insignificant data being published, whereby the essence of the reporting process is lost. Frost & Sullivanâ&#x20AC;&#x2122;s recommended ways to generate a meaningful sustainability report include:

industry 2.0

- technology management for decision-makers | june 2013

market survey Exhibit 3: Degree of Translation of the Sustainability Strategy to Individual KPIs 7% Not initiated

3% Best in class

11% Very Good 31% Good 48% Needs improvement

Exhibit 4: Factors enabling a Better Platform for Sustainability Reporting 8% Industrial Network

18% Frequent Meetings

30% Professional Service 35% Sustainability Knowledge Have a vision for sustainability and share it with your stakeholders. • Create a sustainability roadmap that integrates organisational strategy and development across the value chain.

9% External Network • Identify the focus areas important to your organisation. • Define responsibility, accountability, and ensure these initiatives are spearheaded by operational people. • Set goals that are specific,

measurable, achievable and time bound. Ensure that they are in-line with the roadmap. • Look for a suitable framework to report on your performance and align the requirements. • Publish the sustainability report, and it should be kept simple. The stakeholders for whom the report is being published are not only interested in statistics; they want to gauge the pulse of the organisation and to evaluate how organisations are being responsible for their actions. • Use social media where it is relevant to spread your report. In this era of instant contact, the best way to proliferate your report to the masses is through instant communication. Sustainability reporting is a process that is here to stay in India. In coming years, organisations would be mandated to report on it and it would no longer be a voluntary process. Reporting has great value, if done properly and several benefits can be accrued. The strongest would be that, in time, it would create immense goodwill for the organisation. Given how our society is demanding that organisations need to be accountable, transparent, and responsible, sustainability reports are the best tools to showcase these requirements. The author is the Program Manager, Sustainability Initiative, Manufacturing Process Consulting, Frost & Sullivan.

To get real time, in depth focus on the Indian Manufacturing Industry, please log on to: www.industry20.com june 2013 | industry 2.0

technology management for decision makers

Source: Frost & Sullivan

Industry 2.0, India’s only magazine for the decision makers and influencers across the manufacturing and supply chain industries, invites your valuable inputs and opinions. For editorial inputs and enquiries:

P.K. Chatterjee

Cell: +91 9320912419 www.industry20.com E-mail: pk.chatterjee@9dot9.in

market scenario

Digital Offers to

B2C

Manufacturers

Rapid penetration of Internet in India has started powering digital influence on consumerism, and it will grow faster than even the retail chains. Manufacturers of consumer goods, who will have a ubiquitous presence through Internet, will have the potential to win in the emerging market race.

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- technology management for decision-makers

recent research conducted by The Boston Consulting Group (BCG) reveals that â&#x20AC;&#x201C; 40 per cent of Indiaâ&#x20AC;&#x2122;s 90 mn urban Internet users feel that online activities like product search and price comparison have a great influence on the products that they buy. According to the report, the number of Internet users in India is expected to nearly triple from 125 million in 2011 to 330 million by 2016. This rapidly rising Internet penetration will cause the digital influence on purchase decisions to explode.

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To determine how Internet use affects buying decisions, BCG’s Center for Consumer and Customer Insight surveyed 25,000 Indian consumers on their online activities during each step of the purchase cycle, in 101 different product categories. On the basis of the findings, BCG assigned each product category a Digital Intensity Index (DII). Categories with the highest DII have the most online activity among category buyers. “The fact that air travel, with the second-highest digital intensity, has a DII of only 20.6 out of 100 shows how much opportunity still exists for companies to engage Indian consumers online – and to influence their buying decisions,” noted Arvind Subramanian, a BCG Partner and Coauthor of the research report. The demographics of Indian Internet use revealed some unexpected findings: l Indian men are far more likely than women to be on the Internet (32 per cent versus 12 per cent), and more than three times likely to be digitally influenced (14 per cent versus 4 per cent). l Although higher income levels are well represented online, even 18 per cent of the lowerincome ‘strugglers’ (whose annual household income is less than $3,300) have Internet access, and 6 per cent are engaged in commercial activity online. l Overall, the Internet has the highest penetration among people ages 18 to 24 (48 per cent) and the lowest among those older than 54 (6 per cent). l The Internet is projected to reach small towns and the low rungs of the economic ladder more quickly than retail chains will, bridging geographic barriers and feeding the growing appetite for consumer goods. “The growing digital influence is particularly important in categories such as appliances and consumer electronics, in which 40 to 60 per cent of buyers have access to the Internet, and more than a third of them are relying on the Internet for product research or price comparison,” said Nimisha Jain, a BCG Principal and Coauthor of the research report. “We found that the post-purchase stage is underserved. Digital offers business-to-consumer companies an opportunity to stay in touch with their customers, build loyalty and, potentially, even advocacy in ways that were not possible before,” she added. The research also dispelled many misperceptions about Indian consumers. Only 30 per cent of online buyers were drawn to Internet shop-

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A fairly good number of Indian consumers prefer enjoying the convenience of shopping from home. ping for discounts. A higher proportion (37 per cent) valued the convenience of shopping from home, and 29 per cent said that they appreciated the expanded variety of products available online compared with what is available at brick-and-mortar stores. In contrast to more advanced e-commerce markets, digitally influenced consumers in India rely on company websites for detailed product information as frequently as they refer to third-party sites for comparative research and online purchases. The report highlights that this rapidly expanding digital influence in India is a call to action for consumer products manufacturers. By acting quickly and decisively, these companies can mitigate the risk of being disintermediated from their customers by e-commerce powerhouses as that has happened in the U.S. and China. To capitalise on this growing market, companies must integrate their online and offline strategies, engage consumers and build their loyalty, refocus ad spending, actively manage the Internet channel, mind the gaps in which online activity is low, and optimise the mobile experience. “Today, India’s e-commerce numbers tell only part of the story. Far more important is the bigger picture: the relationship between online activities and offline sales, as well as the powerful influence that the Internet has in shaping the brand preferences and buying decisions of Indian shoppers,” noted Subramanian.

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- technology management for decision-makers | june 2013

market report

Demand Driven

Growth G

rowing demand for environment friendly wastewater disposal and increasing investment in modernisation of infrastructure will drive the global chemical injection (metering or dosing) pump market to $4.1 billion by 2017, with a CAGR of 5.3 per cent from 2012 to 2017. Asia-Pacific, with its developing economies and rapidly expanding manufacturing bases, is expected to experience highest revenue growth during the next five years. Other factors driving growth in the metering or chemical injection pump market are stringent efficiency and environment related regulations; growth of water or wastewater treatment and oil & gas industries; and increased demand for automation of the processes. Metering pump is a moderately developing market due to its unaltered applications â&#x20AC;&#x201C; which make it a backbone of many processes across various industries. Water treatment industry is the major buyer of those pumps followed by oil & gas, followed by

june 2013 | industry 2.0

- technology management for decision-makers

chemical industries. Other industries, which have small but significant shares in metering pump market are, pharmaceutical, food & beverages, pump & paper, agriculture & pesticides, and textile industry. New products launch has been the key strategy followed by the metering pump manufacturers to increase their revenue and market share. The manufacturers are mainly focusing on R&D in order to develop new and improved products, which offer more distinguished features such as more precision, control, and efficiency. Milton Roy (U.S.), Idex Corporation (U.S.), Lewa (Germany) - a unit of Nikkiso (Japan), Neptune (U.S.) - a unit of PSG Dover (U.S.), Alltech Dosieranlagen GmbH (Germany) and Grundfos Water Treatment (Germany) are some of the major industry players following the same strategy. By region, Asia-Pacific is the largest market, which is also the highest growing. Europe is the second largest market closely followed by Americas. By country, China is the single largest enduser for metering pumps. Availability of comparatively low cost raw materials and soaring growth of end use application industries supplemented by high domestic and foreign investment is driving the growth in China. In Americas, U.S. is leading the growth owing to technological advancement and desired precision in operations. Metering pumps are usually diaphragm, and plunger or piston types. Diaphragm type metering pumps occupy maximum market share due to the high accuracy and less maintenance offered by them. Metering pumps are also used in various industries such as oil & gas, chemical processes, pharmaceuticals, pulp & paper, etc. Metering pumps, which can efficiently handle the corrosive fluids and maintain hygiene, are highly demanding products.

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Photo Credit: ProMaqua

Growth of the pumpsâ&#x20AC;&#x2122; market depends on the developments in the user industries. According to an analysis of Research and Markets, demand for the metering or dosing pumps will grow in a span of next four years.

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techwatch Siemens Develops Turbine for Geothermal Application

SST-500 GEO, the new steam turbine for geothermal power plants from Siemens

thermal features and steam path technologies developed, tested and applied by Siemens Energy Services. The GEO steam turbine can be deployed in

geothermal power plants with a varying range of steam conditions, being designed for both single and double flash applications.

Photo Credit: Siemens

iemens Energy has developed a new steam turbine for geothermal power plants to serve the power range up to 120 megawatts (MW). The SST500 GEO follows the SST-400 GEO turbine, which was introduced earlier. The product is a single-casing, double-flow condensing turbine. Geothermal resources most often are found in areas with high seismic activity, which must be considered in the turboset design. The turbines themselves frequently face highly corrosive steam that consumes conventional materials. Steam quality is low but with large volume flows. These challenging physical conditions require specially adapted steam turbines. As a derivative of the SST-500 and SST-600 turbine families, the SST-500 GEO combines the proven casing and auxiliaries of the Siemens SST-500 and SST-600 steam turbines with the geo-

n an ambitious industry project with the French company Soitec, Fraunhofer ISE is currently developing a new generation of multi-junction solar cells with efficiency potential as high as 50% under concentrated sunlight. For this, the researchers are replacing the conventional triple-junction solar cell – which consists of semiconductors from groups III and V of the periodic system – by a new four-junction device. Two dual-junction cell structures are first grown on separate III-V compound semiconductor substrates, and then fused together so efficiently that the interface promotes the current flow through the four-junction solar cell device. Multi-junction solar cells are used in concentrator PV power plants. “We are very pleased about the success of a 43.6% cell, which we were

june 2013 | industry 2.0

able to reach due to the wafer bonding technology. For the first time, we can combine the best III-V compound materials in one solar cell device. This leads us into a new generation of multi-junction solar cells showing outstanding efficiency potential. Now, we are able to combine lattice mismatched crystals, which with conventional technology cannot be grown on top of each other

Image of a solar cell wafer with four-junction concentrator cells and test structures

- technology management for decision-makers

without deteriorating material quality,” says Dr. Frank Dimroth, Department Head of III V Epitaxy and Solar Cells at Fraunhofer ISE in Freiburg, Germany. Wafer bonding refers to a technology, where two different semiconductor crystals are brought into close contact to each other and compressed to form covalent bonds at the interface. This technology is a key expertise of the French company Soitec and the development partner CEA-Leti. It has been used for decades in manufacturing engineered substrates for the microelectronics industry. Soitec and CEA-Leti together have been successful in adapting the processes to meet the specific requirements of solar cells. These are namely mechanical stability, optical transparency and electrical conductivity of the bond interface.

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Photo Credit: Fraunhofer ISE

New Technologies Create Higher Efficiencies in Solar Cells

Patent Awarded for Novel Use of Water Jet Technology

Photo Credit: Photo4pr

patent has been awarded to the late Ernest Geskin, PhD, of Florham Park, an expert in water jet technology and a mechanical engineering professor at NJIT. Krzysztof Kluz, PhD, his former student and now a senior mechanical engineer for Marotta Controls, Montville, shares the patent with him. US Patent Number 8,459,078 entitled, "System and Method for Forming of Tubular Parts" discloses a method for using propellant driven water. It teaches a method in which a combustion chamber generates a gas to drive water through a tubular part

with sufficient force to mould the part into the form provided by the die surrounding the high tensile strength alloy work piece. This process results in a seamless tubular part of uniform thickness that might be round at one end, and oval at the other with perhaps a geometric indentation, or a symmetrical bump in the tube. The process overcomes the deficiencies of hydroforming, which can result in unpredictable wall thinning; and explosive forming, which cannot be used to produce small and precise repeatable parts.

Shown above is a photo of the seamless tubular part formed by Patent # 8,459,078. The patent was awarded today to the late NJIT Mechanical Engineering Professor Erne

Step to Build More Sustainable Aircraft

Photo Credit: EADS

he European aviation industry has set ambitious environmental protection goals for itself: by the year 2020, it not only wants to reduce emissions of gases harmful to the climate – carbon dioxide by 50 per cent and nitrogen oxide by 80 per cent – but it also wants to improve the life cycles of the aircrafts themselves. ‘Life Cycle Assessment (LCA)’ is the term experts use to describe the systematic assessment of the adverse environmental impact of aircraft components in use. The analysis comprises all of the environmental impact that a product has caused throughout the course of its entire life cycle – from production to use to recycling or disposal. High-performance software is needed to collect these data. These programs are very complex and are currently usually operated by external experts with specific LCA expertise. A further drawback: for the most part, this software only records the relevant data and processes after the fact. “The aviation industry plans for the long term: oftentimes, aircraft models are kept in service for 20 years or more. In this context, if you fail to carry out a

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Airbus production hall in Hamburg: using the ‘Eco-Design Software Tool,’ Life Cycle Assessments can now be performed even during the design phase.

Life Cycle Assessment at an early stage, you’ll have to offset the impact later on with great effort and expense,” explains Robert Ilg of the Life Cycle Engineering Department (GaBi) of the Fraunhofer Institute for Building Physics IBP. Researchers have now developed a computer program with which environmental impact of aircraft components can be taken into account even at the design stage, during the R&D stage and before production begins. This

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“Eco-Design Software Tool” is based on an aviation database containing LCAbased environmental information on a host of reference components. “With a click of the mouse, the designer knows how large a component’s “environmental backpack” is, based on its prior production process. This means that the related material and energy flows can be quantified,” Ilg points out as he describes the functionality of the EcoDesign Tool.

- technology management for decision-makers | june 2013

cover story

Simple Thoughts

Yielding Lots

Not only advanced machinery and high end equipment, but also a progressive culture and a continuous effort to raise the quality of the workforce, create repeated excellence and bring in recognition for recurring achievements. Eaton’s truck transmission manufacturing plant at Ranjangaon near Pune has literally proven this. By P. K. Chatterjee Photos: Jiten Gandhi

he day starts at Ranjangaon plant with a five to ten minutes long meeting, there, apart from the general plant parameters and production challenges, plant members discuss different aspects of safety. If any member from the plant team or visitors finds any unsafe parameter or activity in the plant, immediately he or she records that on a white board that has been kept at the centre of the plant. The writer can also indicate who is supposed to address the cause. After, the person responsible for the cause, cures it, he or she puts a remark on the board. When a person raises such a concern, finally he or she will have to come and agree ‘yes that has been addressed.’ Then and only then the concern statement is removed from the board. The Plant Manager, Balachandran Varadharajan keeps track of all these through his Gemba walks along with the leadership team. According to Krishnakumar Srinivasan, Managing Director – India, Vehicle Group, Eaton, this way around 230 people, who

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- technology management for decision-makers

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are working there, have been made aware of plant safety. The management at all stages ensures that people discuss various aspects of safety, and a culture of safety is nurtured in the plant. He said, “Our organisation believes in zero incident culture, and we have seen it is possible. We are proud to declare that we have passed 1094 days without any recordable incident, where a recordable incident refers to even a small cut.”

Recognition of the plant

In 2011, the Ranjangaon plant was awarded the Best New Plant of Eaton, globally. Krishnakumar informed, “We’ve been nominated for two things. First one is, we’ve received nomination for the best practices in ‘safety’ among the 10 odd factories of Eaton Vehicle Group in Asia Pacific region. Secondly, as per Eaton’s system, every new plant has to pass though the Eaton Business Excellence Model. When the assessments were made based on that model, it was found that we were at an appreciable level, and based on that we’re given the Best New Plant Award across the globe.”

Root of the team spirit

Implementation and practice of the (as they call it) OTTT system has benefited the company in differ-

ent ways, mainly to involve its workforce. Srinivasan explained, “We believe in openness. OTTT stands for Openness, Transparency, Trust and Teamwork. Openness leads to transparency. Transparency leads to trust. Trust leads to teamwork. This is very firmly established in our company. We share lots of information with the employees. This has helped us stand up as a team.” As an example, Krishnakumar recollected, “We had a bad production month because of the market situation, which varies. We openly told our employees the situation, we explained them what we were trying to do at that time.” The management explained them clearly, instead of making transmissions, they were going to do something else. They were all put under several training programmes in that month. The point is – Eaton’s management wanted to raise the trust level in the company, and that led to a good team work. “So, OTTT is a very simple concept, which I rolled in 2009. It gives a good headway in terms of building good relationships in the plant. However, it looks easier than done. When you start practising it, you realise how difficult it is in terms of managing the whole thing. Bringing in that much transparency, while talking to employees and stake holders is very difficult,” he added.

A view of the Eaton’s Ranjangaon plant, where they manufacture transmission products for commercial vehicles.

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industry 2.0

- technology management for decision-makers | june 2013

cover story Eaton Business System (EBS)

In Ranjangaon plant, shop floor people are involved in multiple activities. When I asked, Krishnakumar, how they do justify putting time for so many things within official working hours, he said, “Eaton Business System (EBS) is the backbone for all our actions. We follow various prescribed tools in EBS that guide us to operate.” He detailed further, “What makes Eaton distinct is our power management focus, our values-based culture and our philosophy to run the enterprise as an integrated operating company. The EBS is the embodiment of our integrated operating company philosophy, it is how we run our company in a common way. It is based on our belief in the standard processes and a teachable point of view. It ensures that we transfer best practices and key learning across the organisation, and it encourages continuous improvement.” The main target of the EBS is uniting the power of many into the ‘power of one.’

Products manufactured in Ranjangaon

Ranjangaon plant makes six-speed and nine-speed transmissions for trucks. Krishnakumar described, “In India, mostly the market demands six-speed transmission products. However, because of the developments in the market, there are areas where customers are demanding higher torque levels. What has happened is today many applications are very stiff – for example ‘deep mining,’ higher gear ratios (torque rate) are required there. Thus, they need nine-speed transmission gears. We commonly supply six-speed transmission products, but we also cater to nine-speed requirements.” Talking on the future plans, he said, “Our aim is to migrate from six-speed to nine-speed to thirteen-speed. We concentrate on commercial vehicles only. In India, at present the maximum torque requirement is 1500 Nm.” Eaton’s AMT (Automated Manual Transmission) is an interesting product. This has an automatic X-Y shifter. It is connected with an electronics system, which actuates the clutch. This entire assembly can be coupled on to the vehicle, and an automatic shift happens based on the requirement of the power.

Eaton’s overall offering to Indian market

As a whole, Eaton’s Vehicle Group in India is into transmissions, valves, super chargers and differentials. The group also offers some very special kinds of products, which are called ‘Fuel Roll On’ products. If a vehicle meets with some accident, those prevent leakage of fuel (a special kind of check valves).

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“We Conform to the Highest Level of Safety.” Eaton’s Vehicle Group in India has a state-of-theart manufacturing facility at Ranjangaon near Pune. The plant manufactures medium and heavy-duty truck transmissions and components for the Indian and export markets. In a têteà-tête, MD of the company, Krishnakumar Srinivasan, explains some special features of the plant to P. K. Chatterjee. Excerpts… Q How flexible is the Ranjangaon plant to interchange the assembly lines? A In fact, we are able to interchange the product lines on a monthly basis – depending on the changing market demand for six-speed or nine-speed transmissions. Our model belief is on cost competitiveness in the area where we operate. We have been able to localise almost the entire product. We are not heavily dependant on import, so we can easily flex our production depending on customers’ demands.

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Q According to you, what are the most significant features of this plant’s design? A Number one, it conforms to the highest level of safety. Eaton leaders do not want to compromise there. Day in and day out we think of safety. The kind of procedures that we have put up at this plant, and the amount of money we have spent on it (for installing safety equipment and devices) – are all focused on safety. The second thing is – the kind of unique features that we have included in the design of the plant, in terms of fire control, smoke cutters, air flow system etc. From the angle of operation also, we have deployed lot of lean techniques. We have maintained a very lean flow of the materials. The plant operates also in a very lean operating environment, which helps us in maintaining low level of inventory and concentrate on high level of productivity. Q

What kind of automation do you have here?

A It all boils down to the net level cost that you can

put into a system. My personal opinion is – automation comes with a cost. Your system should be able to bear the cost. We have gone to the right level of automation. If you closely see our assembly line, we have actually localised our automation. We have installed our own systems developed in India, as well as we have brought in established technologies. These have helped us keep the cost low, but maintain the same level of performance that we expected from our systems. Today, we can drill down, right up to the last nut that has gone to the system. We can find out under which heat or batch quote it was manufactured. I can get those things just by a click of a button. This is exactly the level of automation that we wanted. Q Have you taken any step for waste reduction in this plant? A There is a practice of continuous process analysis for – what we do in the shop floor of Ranjangaon.

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As far as waste generation is concerned, we have reached at a very low level, however, we are trying to reduce further. We are also keeping the rejection level very low. You have seen the kind of cleanliness in our plant, which has been possible because we operate at a very low level of waste. The culture of keeping the materials and tools at the right places, using them properly, etc keep the waste level down. Also, there is a practice of putting the machine off, even during the lunch hours, which saves waste of electricity. Nothing has been pushed towards the operators, but they have been made aware that this is the right way to operate economically. Q

What prompted Eaton to choose this site?

A Ranjangaon is one of the prime industrial estab-

lishments in the country today. Eaton in India being head-quartered in Pune, we found this location of great strategic significance. It is just 45 km away from Pune city and we have access to the right kind of manpower here. Q What kind of customised products do you deliver? A We believe that we should deliver the right product according to the customer’s demand. We understand the Indian road condition. So, we modify our products as per our customers’ choices. We have our own design team, flexible process lines, and knowledge. And ultimately, we focus on keeping the cost of production to the minimum level. And we manufacture locally in-house. So, I feel any customer will find us cost-effective for their customised products.

industry 2.0

- technology management for decision-makers | june 2013

cover story Ranjangaon plant manufactures transmissions only. In two other plants at Ahmednagar and Nashik, the group makes valves. Ranjangaon plant leaders are also planning to bring in some new products, for that they are already working with some OEMs in the country. For example, ‘supercharger’ is an excellent product in their list. With that product, it is possible to downspeed the engine while increasing power. “As far as ‘superchargers’ are concerned, we are working with a couple of customers – who want to increase power and downspeed the engine. Those are well proven products in the world. We are trying to bring those in India,” informed Krishnakumar.

Ranjangaon plant and its activities

There is an engineering centre, where application designs are done both for India and other countries. The centre has done several product upgradations and designs that are required for the Indian market. It is also involved in new developments. The plant hosts two assembly lines – (generally) one for six-speed the other for nine-speed transmission products. However, there is flexibility for interchange. Entire plant floor is painted with green and grey marked areas. The green area indicates where a person can walk. When someone walks into the grey area, he or she has to be extremely careful about his or her safety requirements. Ranjangaon plant has a full fledged gear lab, which is busy on 24X7 basis. The plant follows all stringent quality processes. When a machine gets set, the first three pieces come to the gear lab. Those are checked for various gear parameters. After a full-time certified gear engineer certifies those gears, further production continues. Thereafter, as per a set frequency (say) one out of twenty-five pieces comes

Materials are never directly kept on the floor in the Ranjangaon plant.

june 2013 | industry 2.0

- technology management for decision-makers

to the gear lab, and the same procedure is repeated. As lots of gears are exported to foreign countries from the Ranjangaon plant, its gear lab is well equipped with all the necessary test devices. As far as the plant’s storage is concerned, it maintains an excellent real time data transfer system. It is designed to accommodate a two-bin system. As soon as one bin gets empty, that is kept at a common place. When a logistics person sees that (during his or her round) he or she fills up the bin. This is a visual kanban system. As a part of safety, each level of the store racks can be filled with two tons of load. That means each bin can take one ton of load. The plant manager has dedicated each location for one ton weight. A colour code system has been established there. Depending on the part’s mass, each level has been painted with a particular colour. Up to the green (painted) level it is very safe. Yellow painted portion indicates slightly high load, and the red zone indicates a dangerous load. It is very simple yet highly effective. From stores, a push cart carries parts to the assembly line. At a designated place, in the machining flow line area, the shop floor team’s entire performance is displayed regularly. Workshop people get connectivity through server, and all the data gets loaded there. Everyday a shift meeting takes place there. This is a cross functional team meeting, including – operation, maintenance, quality, stores and others, where each plant team reviews its performance daily. To cite an example of the performance meeting, Krishnakumar said, “Suppose, yesterday the machines were started targeting to produce 500 pieces, but, as there was a machine break down, the plant produced only 475 pieces. The team member, who is supposed to address the problem, himself or herself writes on the board ‘this is my action area,’ and goes to solve the problem. So, when the plant manager comes for his Gemba walk, he does not disturb anybody, but he comes to know what is happening. If some action takes a very long time, then he thinks how to help this person complete that fast. Once the action is completed, the person comes back here, and then that is entered into the board and excel sheet. This is a highly visual way of managing things. The operator knows, he or she has a team – whose members are there to make him or her successful. Whatever be the problem – that is openly shared here. This is one of our best practices.” Contrary to the common belief, Eaton’s Ranjangaon management feels this half an hour’s daily meeting (within working hours) is not a waste of

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cover story time. Rather this half an hour’s discussion improves plant’s productivity. They have experienced many magics of this direct and detailed communication.

Some ultra modern concepts

The plant at Ranjangaon is sunlit at most of the places. They have put a kind of rays to drive away birds from entering the workshop. There are many smoke detectors and water sprinklers, which are strategically positioned. Temperature is maintained by ventilating the workshop from the bottom. It creates five degrees centigrade difference inside from the outside temperature. Use of dry hobbing and cutting technologies are quite environment friendly. The company is planning to switch over to use 100 per cent plastic palettes to save trees. They do not keep anything directly on the floor. None of the cables run through the floor. After designing a new product, they can get that validated in the Integrated Test Lab. Then the product is introduced for field validation. That helps them make changes fast, and saves much time to introduce the product to market. They have an attached supercharger testing station too, where valve testing, linear load testing etc., are carried out. After doing end market validation, they finally test each product inside from various technical angles. In the Centre of Excellence (under Engineering Center), there are people working only on reliability. They predict the life of transmission etc., with very high degree of accuracy.

Engaging and empowering employees

“We have also started a programme called TOOLING YOU. We have tied up with a third party consultant, and identified 55 packages to improve the knowledge level of our operators. Depending upon the need of the people, we make a group of 15 to 20 persons, make them sit in a classroom with the coach. After that, we follow up with some real life projects, so that their theoretical knowledge is perfectly cemented by some hands on training. This has been a big hit. Our operators love it. They are taught statistics, geometric dimensioning, machine design etc.,” informed Krishnakumar. The plant also practices Eaton Six Sigma and Lean management. The management creates time for all those activities without hampering plant’s productivity. They promote multi skill. Shop floor people are excited about that. Starting from the shop floor people to sales people, everybody has preset goals and deliverables. There are systematic ways of giving feed back on those. “This has

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Ranjangaon management is planning to switch over to use 100% plastic palettes. helped us improve the overall quality level of people. We have various rating systems, and there we find that over a period of time high percentage of high performance is being registered. We want to make the organisation more and more a learning organisation,” Krishnakumar revealed. The plant management has created various councils, for example, transport, canteen, knowledge, CSR etc., wherein the employees are the members. The canteen council decides what should be the menu, transport council selects what should be the transport rule and so on. When any complaint or request comes to a council, respective members are empowered to take the decision and resolve the issue. “Every year, we hire an agency to conduct the Employee Satisfaction Survey. We are proud to say that in 2012, we participated in the Great Places to Work for the first time, and within the Automotive Segment, we came out as number two. This year we have got the Investment in Diversity award for the best new comer within Eaton, and one of my store managers has got a global award for the CSR,” said Krishnakumar. To keep the plant people engaged, Ranjangaon management has made a Nature’s Club within their premises. There is a garden full of papaws. There are flowers of different colours. They are using natural techniques to make manures. Employees voluntarily put their efforts to make the small park more and more beautiful. “We have to see that people use their energy in the right direction,” commented Krishnakumar, when showing us the garden. Pointing at the tailor birds, who were reconstructing their nests in the small garden, I asked Krishnakumar, “Who are more innovative Eaton’s workforce or Eaton’s free birds?” A big laughter broke the silence of the garden, the busy birds flew away in the sky – and we started our return journey to Mumbai.

industry 2.0

- technology management for decision-makers | june 2013

design & optimisation

Managing

Projects Easily Building on common workflows helps OMV refinery gain more efficient pipe management and asbuilt document control.

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A view of the OMV gas plant tation Department in OMV Refining & Marketing.

Overcoming challenges

• Standardise all the software tools in the company

- technology management for decision-makers

• Create a common, quick, and efficient working process • Reduce the number of different software tools • Make projects and documentation simpler and cheaper

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Credit: OMV

MV is one of Austria’s largest listed industrial companies. The leading energy group in the European growth belt has oil and gas reserves of approximately 1.19 bn boe (barrel of oil equivalent), daily production more than 316,000 boe, and an annual refning capacity of approximately twenty-six mn t. The technical documentation department at OMV Refining & Marketing provides pipe management services for OMV refineries across Austria, Germany and Romania. This requires a lot of teamwork and collaboration between various teams in different geographic locations. “It is very important that our piping information is accurate to keep the plants running and ensure maximum productivity and safety. We realised that we could better meet these goals if all of our software was integrated. So we set a series of plans to change how things were done,” said Albert Meyer, Senior Expert Engineer at Technical Documen-

Realising results

After evaluating all its alternatives, OMV ultimately chose Intergraph SmartPlant Enterprise, the suite of Intergraph solutions. The company’s experience with Intergraph goes back to 1999. OMV was introduced to PDS when its engineering partners used the plant design application. The company enjoyed the benefts of using SmartPlant Review on those projects. SmartPlant Review provides a visualisation environment for interactively reviewing and analysing 3D plant models. In 2005, OMV standardised on PDS as its basis for all key documents, including plot planning, layout, escape and fire protection. This had given the advantage of common plant and equipment information for all necessary documents. OMV recently started a huge project to bring all of the plants in its Austrian refinery into 3D using laser scanning technology. All existing equipment and framework (steel and buildings), including pipes greater than or equal to 500 mm were modeled. The company expects to soon have approximately 46 as-built plant models for its refinery in Austria, including key documents that total about 1,000 plans. OMV has used I-Sketch since 2001 and recently upgraded to SmartPlant Isometrics, Intergraph’s intuitive and productive pipe sketching solution. The application automatically generates complete piping isometrics from sketches. The company plans to migrate about 12,500 I-Sketch isometrics into SmartPlant Isometrics, including isometrics coming from project design models. With the standardisation of its isometric models produced in SmartPlant Isometrics, OMV will gain productivity in the bi-

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directional usage of piping data. “In addition to the 3D model, we decided to maintain all isometrics intelligently, within SmartPlant Isometrics, which makes our work easier and saves costs,” said Meyer. To complete the life cycle, OMV is testing the use of I-View CAD to provide intelligent 3D graphics of the maintained, as-built pipelines. For ongoing revamps, the company uses PDS. At the end of those projects, updated and new pipelines are transferred back to the SmartPlant Isometrics. “SmartPlant Reference Data has enabled us to develop 53 piping classes for use in multiple Intergraph applications. We don’t have to keep recreating it in the different tools. We just create it once and then send that out to each application, such as SmartPlant Isometrics and PDS. SmartPlant Reference Data is our central repository for all piping reference data,” said Meyer. Besides this work, OMV has started to bring all P&IDs and PFDs into an as-built status with SmartPlant P&ID. The company maintains approximately 3,000 plans in its system. The integration management generates benefits from standardising on certain systems across specific operations and streamlining data and document collection. There are thousands of data and documents to handle in the newly implemented Intergraph systems. OMV handles about 100,000 data attributes in addition to the previously mentioned numbers of pipe classes, isometrics, flowcharts and key plans in PDS. SmartPlant Explorer is connected to OMV’s DMS database. All employees in the refinery can search for flowcharts and will be connected to SmartPlant P&ID

through SmartPlant Explorer when a searched target is found. Also, SAP PM is connected to Smart Plant Explorer via DMS. SAP PM is used for all tags too, including data attributes, and they are distributed via enterprise application integration to SmartPlant P&ID. Extracts from SmartPlant Reference Data can be created to generate PDS, SmartPlant Isometrics, and other CAD pipe class formats. The SAP warehouse management system is connected to SmartPlant Reference Data for spare part management. Output from PDS and SmartPlant Isometrics is sent to AutoCAD through the add-on SYMBOLICA to create standardised documents. “For our tool standardisation and as-built project workflow, we started seeing benefits very quickly after implementing the software and migrating the first documents into the system. I am proud to say that we are 100 per cent satisfied with the support provided by Intergraph’s support team and management personnel. Without their dedication and understanding of our vision, we could never have reached our goals as quickly as we have,” said Meyer. Performing all documentation work in a simple, standardised method has minimised labour hours throughout the teams located in various countries.

Moving forward

As-built documentation will lead to higher synchronisation and elimination of redundancies. OMV is working to fully implement all of the Intergraph systems and will then experience the full data integration benefts. “We expect to receive significant time and cost savings on additional data handling,” said Meyer.

industry 2.0

- technology management for decision-makers | june 2013

challenges & solutions

Maximising Machine Shop

Productivity Effective metal working lubrication solutions not only help in increasing moving componentsâ&#x20AC;&#x2122; lives, but also give early indication on their physical conditions. By Shankar Karnik

W Tramp oil may lead to bacterial growth resulting in foul odour, short service life and potential health and safety concerns.

june 2013 | industry 2.0

- technology management for decision-makers

hether a manufacturing company specialises in producing nuts and bolts, complex gear sets or high precision valves, keeping its equipment running efficiently is the key to profitability. Lubrication plays an integral role in reducing friction between critical rotating or moving machine tool components, which can translate into equipment durability and availability. To help ensure that the machine tool runs smoothly, it is

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important to choose a combination of high-quality lubricants – slideway oils, water soluble cutting fluids and neat cutting oils.

Slideway oils

Poorly formulated slideway oils may not separate readily from aqueous coolants. This can result in the formation of ‘tramp oil,’ which can compromise the effectiveness of the coolant by shortening its effective life and adversely altering cutting performance. Tramp oil can also lead to bacterial growth resulting in foul odour, short service life and potential health and safety concerns. To identify high performance slideway oil, maintenance professionals should seek out products with the following performance characteristics: • Outstanding frictional properties – which enable increased machine accuracy and reduced chatter and stick-slip • Exceptional coolant separability – which enhances the performance and life of water based metal working fluids One product that meets these requirements is the Mobil Vactra Oil Numbered Series of slideway oils, which have a proven track record in service.

Water soluble cutting fluids

To optimise productivity it is very important to choose technologyleading aqueous coolants. The highest performing coolants can provide reduced maintenance requirements by resisting biological attack, which helps extend batch life. Ease of maintenance needs to be balanced with good machining performance as well as protecting the machine tools and work pieces from corrosion and sticky deposits. In addition, the fluids should meet the latest Health and Safety regulations

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– and be easy to monitor and maintain in service. Collectively, these properties will help deliver long service life, excellent cutting performance and reduced maintenance downtime. The new Mobilcut series from ExxonMobil, comprising milky emulsions, high performance micro-emulsions and a fully synthetic grinding fluid, is cutting fluids designed to offer long service life, good operator acceptability and easy waste management. The high performance, long life semi-synthetic cutting fluids, in particular, have been designed to meet the wide variety of applications and operations found in medium to small sized machine shops where flexibility, inventory management and machine downtime are of paramount importance.

Neat cutting oils

Neat or straight cutting oils are used in applications, which are beyond the typical performance profile of aqueous coolants, such as tapping and threading of high alloy steels. Properly formulated products can improve machining in high speed automated machining centres through outstanding cutting performance, reduced tool wear and enhanced surface finish. Maintenance professionals should seek products that: • Are light coloured to allow clear visibility of the workpiece • Have low misting characteristics to help workplace safety and product usage Are chlorine free to support environmental concerns, while balancing with a high degree of lubricity and machining performance Specially designed to meet the increasing demands of today’s sophisticated machining centres, tooling trends and health and

safety regulations, the Mobilmet series of cutting oils and the new series of Mobilgrind grinding oils from ExxonMobil have been developed for applications – where excellent surface finish, high precision machining and improved productivity are the primary objectives.

Maximising productivity

As well as utilising high quality metal working fluids, manufacturing companies should also incorporate an oil and equipment monitoring programme in order to maximise productivity. Oil analysis is a series of tests that help determine the condition of internal parts and in-service lubricants. With this information the useful lives of both equipment and oil can be extended by identifying early warning signs – such as contamination and wear, which can help minimise unscheduled maintenance. For maintenance professionals who want to implement an effective oil analysis programme that can save both time and money, ExxonMobil offers its proprietary online Signum Oil Analysis programme. With a few keystrokes, users can manage all their oil analysis needs including: • Updating equipment registrations and selecting analysis options based on their equipment or maintenance needs • Tracking the status of samples at the lab • Directing actions based on analysis results and requesting sample kits • Sharing critical results with colleagues in a secure, password protected environment By following the suggestions provided above, businesses can help enhance overall efficiency and maximise productivity. The author is the Asia Pacific Mobil SHC Brand Manager, ExxonMobil Lubricants Private Limited.

industry 2.0

- technology management for decision-makers | june 2013

green manufacturing

Emerging

Wastewater Management Technologies Globally, more than two million tons of sewage, industrial and agricultural waste is discharged into the worldâ&#x20AC;&#x2122;s waterways. According to UNEP, the wastewater challenge is not only a threat, but a challenge where we can find opportunities for green employment, social well-being and ecological health. Let us see how advanced technologies are being deployed in the manufacturing arena to mitigate the challenge worldwide. Effluent water from the industries need to be properly treated before discharging to the waterways to reduce the environmental impact.

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ccording to a UNEP report, “Over half of the world’s hospital-beds are occupied with people suffering from illnesses linked with contaminated water, and more people die as a result of polluted water than are killed by all forms of violence including wars. Inadequate infrastructure and management systems for the increasing volume of wastewater that we produce are at the heart of the wastewater crisis. Industry worldwide uses about one-fourth of the available water, in particular as a coolant, solvent and cleaning agent. Consumption varies depending on the extent of industrialisation, and especially from one industry to the next. According to the German Water Association, as a rule of thumb the actual amount of water consumed to produce one dollar’s worth of goods in the US is 100 l compared to 50 l in Western Europe and around 20 l in the Asian region (‘water footprint’ or ‘virtual water’).

How can the water, which is needed for production, be used in a more sustainable manner? Innovative techniques to enhance process water and effluent management are being developed to reduce the environmental impact and increase cost efficiency. These techniques can be aimed at reducing the volume of effluent released into the environment or at lowering contamination levels, e.g., residual COD (Chemical Oxygen Demand), AOX (Adsorbable Organic Halogen Compounds), trace substances and salts. Other objectives can be to extract usable substances from the effluent flow for recycling (e.g., lignin and polyphenols) or to reuse the water resources. On the other hand, energy exploration (oil sand and shale gas) using hydrofracking is definitely not sustainable. Large volumes of water are used to bring the substances to the surface. Additives are often mixed in – so that the pumps can keep the substances moving freely. Hydrofracking is a

Inadequate infrastructure and management systems for the increasing volume of wastewater that we produce are at the heart of the wastewater crisis.

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industry 2.0

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green manufacturing common practice in the US and Canada, and initial projects are now underway in Germany as well. Apart from such ‘dirty technologies’, industrial water technology actually is moving towards a holistic approach, which includes recycling of process water and recovery of usable substances and/ or chemicals used for water treatment. The approach to effluent management is also changing. Water treatment, extraction of usable substances and recycling of the treated water are easier and cheaper – if the effluent flows are concentrated and unmixed. Over and above these considerations, energy consumption and the carbon footprint throughout the equipment lifecycle are becoming an increasingly important argument in the contract award process, according to the German Engineering Federation (VDMA) and its Special Group Water and Wastewater Technology.

The water treatment carbon footprint

Krüger Wabag and other companies, which are part of Veolia’s water management business, agree with that view. As a result, they systematically assess the emissions of greenhouse gases over the entire lifecycle of the water and wastewater treatment processes. Based on a positive carbon balance, the company is able to identify a range of water treatment solutions – and highlight savings opportunities along with the associated costs and benefits. On public projects in the United Kingdom, for example, an assessment of the anticipated greenhouse gas emissions is now a standard part of the bid solicitation process. This is also an issue in industry as well. A number of global players, including some – who are involved in food production, have set goals for gradually reducing their emissions, and they generate ongoing progress reports. Others are concentrating on improved energy efficiency (which is worthwhile also for monetary reasons) as well as sustainable management of natural resources. This also has a positive effect on CO2 lifecycle emissions. When the systems are built, an emissions assessment is carried out based on a breakdown of the individual parts. The raw materials such as steel, aluminium and various types of plastic are counted up and multiplied with a CO2 emissions coefficient. The coefficients are taken from several internationally recognised databases. The major factors during ongoing operation are energy consumption, process equipment and the types of raw water used.

Industry worldwide uses about one-fourth of the available water.

Bottle washers use more water than any other piece of machinery at bottling plants.

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- technology management for decision-makers

A production plant that does not need to release any water is probably one of the most uncompromising examples of water conservation. The Dutch company Evides Industriewater BV is working towards the realisation of such a project in China. A demonstration effluent treatment plant to produce high-grade process water is currently under construction in the dry north of the country. The plant will be part of a process water recycling loop for the continuous recirculation of treated water. Solids left over after the highly-concentrated contaminants are put through an evaporation process will be sent away for disposal. Freshwater is scarce in the region, and there is a lack of receiving water bodies into which effluent can be released. Water treatment for recycling is one of the technologies in which this supplier specialises. At the port of Rotterdam, for example, a new approach to process design has significantly improved water quality for industrial customers. There is high demand for ultrapure demineralised water, but the

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Integrated water management

salt content of ground and surface water is expected to rise. Proven process methods have been combined with new technology on this large project. Brielse Meer, a nearby lake, is the main source of water for the Demineralised Water Plant (DWP). The process design includes flotation, filtration and ion exchangers together with membranes. New membrane technology reduces the use of water purification chemicals and increases membrane life. Valves are installed on vertically mounted pressure pipes to let air in during the cleaning and reverse flush cycle. This reduces cost and also protects the environment.

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Energy-efficient sea water desalination

If the experts are right, water consumption worldwide will rise by 40 per cent over the next 15 years. Desert nations and small countries like Singapore, which have few sources of freshwater are making increasing use of sea water desalination. That, however, has been very energy intensive. About 10 kWh of electricity is needed to evaporate 1 m3 of sea water. Reverse osmosis on the other hand only uses about 4 kWh for the same volume. Siemens has reduced energy consumption for sea water desalination by more than half. A pilot plant in Singapore processes 50 m3 of water a day and uses only 1.5 kWh of electricity per m3. Demonstration plants are planned for construction in Singapore, the US and the Caribbean by mid 2012. The new low-energy Siemens process is based on electrodialysis. The positively and negatively charged salt ions are removed from the water with the aid of an electric field. Special membranes, which only allow one type of ion to pass, form channels where saline solution or purified water collects. However, the process becomes inefficient as the salt concentration decreases, because the electrical resistance of the water increases. The final percent of salt is removed using Continuous ElectroDeionIsation (CEDI). Ion exchange resin, located between the membranes, absorbs the ions and assures their further transport.

Electrolytic treatment of raw and process water

Electro-physical Precipitation (EpF) is a process that was established at the German Fraunhofer Institute for Interfacial Engineering and Biotechnology (IGB). The water to be treated flows through a reactor in which electric current flows through sacrificial electrodes. Electrochemical reactions take place between the electrodes which dissolve, releasing their metal ions. In Advanced Oxidation Processes (AOP) reactive radicals are produced as

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Kronstadt wastewater treatment plant

well as metal hydroxide flocs. The metal hydroxide flocs formed through the electrolytic process are highly adsorptive, and can bind to finely dispersed particles. In addition, dissolved organic and inorganic material is precipitated in the co-precipitation and occlusion precipitation reactions, which also occur. The precipitated substances can then be separated out mechanically. Oxidative and adsorptive techniques such as EpF can be combined depending on the task at hand. These techniques have the further advantage that they are suitable for stand-by operation and can be switched on and off at any time. They can easily be deployed at existing plants, and automation including autonomous operation or remote control is also not a problem. Continuous online capture of Total Organic Carbon (TOC) data can be used to support a demand-driven, energy optimised treatment process. Because they reduce the consumption of chemicals, electrolytic and oxidative techniques are a cost-effective and sustainable option for treatment of industrial, process and waste water that contains substances that cannot be broken down in a biological treatment process. The electricity needed to run the process can be obtained from renewable sources such as PV and wind generation.

Process water recycling in electroplating

Re-use and recycling of process water is more common in surface finishing than is generally the case

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green manufacturing in the chemical industry. The sub-process flows upon which these solutions are based offer opportunities for the deployment of membrane technology in the chemical industry as well. As a general rule, however, segregation and separate treatment of sub-flows requires a new water logistics strategy at the plant, and that takes time and effort to develop. The Membrane BioReactor (MBR) has established a solid foothold in recent years, particularly in the pharmaceutical industry. The applications are normally end-of-the-pipe. The membrane ensures that the biological purification process is highly effective, and it acts as a barrier to solids. The very high purification performance of MBR applications is a major prerequisite for the deployment of technologies such as reverse osmosis in effective water recycling applications. The approach is already being used in the chemical and pharmaceutical industry and closely related sectors. It definitely offers an opportunity for reducing specific water consumption. To cite one practical example, Oftech Oberflächentechnik applies coatings to automotive and electrical/electronic parts. When the company made the transition from Cr(VI) to Cr(III), it installed a mobile system containing an ion exchanger to remove contaminants from the process solutions (electrolytes) at an early stage. This resulted in a reduction in the consumption of acid pickling solution and electrolytes, and the service life of the treatment vats increased considerably.

Water recycling in the beverage industry Bottle washers use more water than any other piece of machinery at bottling plants. Bottles are

rinsed with 100 to 1000 ml of cleaning solution per bottle in a multi-stage process. The rinse water is normally reused for presoak and/or in the crate washer. A considerable amount of energy is used to heat the cleaning solution. The water recycling process philosophy at FuMA-Tech is based on the creation of a ‘sink’ for all water contamination induced by the rinsing process. The treatment process combines ultrafiltration and reverse osmosis together with two-stage neutralisation using carbonic acid. UV disinfection equipment along with automatic membrane cleaning and system disinfection on the recycling system prevent bacterial contamination – even when raw water parameters are at a critical level BOD (Biochemical Oxygen Demand), temperature. Water recycling typically reduces the consumption of fresh water by 50 to 60 per cent. Most of the salt is removed from the product water, and the water meets drinking water quality standards.

Reducing losses in the pipe network saves energy

The best way to cut down on water usage is to avoid or reduce losses. Agricultural irrigation accounts for 70 per cent of water consumption worldwide. Efficient irrigation systems can lower evaporation losses from 50 per cent down to 10 per cent. Thirty per cent to 50 per cent losses are the rule rather than the exception in drinking water supply networks. Around 900 million litres of drinking water leak out in London every day. The average rate of water loss in the developing countries is 43 per cent. The figure for the European water distribution networks varies between 15 to 30 per cent. Germany at 8 per cent is at the low end of the scale. By even here, 500 million m3 of water are lost each year due to the poor state of the water pipes. Reducing the losses cuts electricity consumption as well as water consumption. Ninety pc of the energy consumed in the municipal water system is used to convey the water.

There is a need for new analytical techniques to support process analytics in industrial water engineering. Data analysis and evaluation are also needed to provide a basis for generating material and process data. The goal of process automation and optimisation is to maintain consistent product quality – while minimising cost and operating a safe, eco-friendly process. Automation makes a sustainable water supply possible in urban infrastructures.

june 2013 | industry 2.0

- technology management for decision-makers

Text compiled from information presented by DECHEMA and UNEP.

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Process analytics and process automation

green manufacturing

Business Benefits of Waste Reduction

The ongoing paradigm shift among the manufacturing business leaders is begetting a new thought, many of them have started viewing ‘waste as a resource.’ If we look back at the origin of wastes, we see those are the parts or derivatives of the resources that have been collected or utilised for manufacturing – spending some amount of money. Also, their treatment involves huge spending of money. Why not to reduce them?

1. Material waste

he integrated amount of saving from controlling waste of raw materials, auxiliary materials, packaging materials, pasting materials, lubricating materials, cleaning materials, supportive materials etc., is quite huge.

2. Energy waste

nergy used to run the sump pumps or exhaust fans etc., is often unnecessary. Zero leakage or control of unwanted discharge or leakage of fluids help in reducing energy consumption in fluid driving equipment.

3. Manpower waste

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ith the elimination of the avoidable jobs, workers’ safety is enhanced. Lesser the manpower requirement cheaper is the production cost. Also, it has got an effect on the premises’ overhead cost.

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4. Compliance management

ompliance management becomes easier, cheaper and achievable with waste reduction. It eliminates the cost of carrying, conversion and disposal of waste in a lawful and environmentally friendly way.

5. Flow of investment

hen your investors find that you are stringently focused on reducing waste, their level of confidence increases. That enhances your reputation and eases the path for further investments that may be required for new projects.

industry 2.0

- technology management for decision-makers | june 2013

supply chain

Saving Costs Many manufacturers have good knowledge of their products and production methods or technology, however, managing supply chain is far from their key competence areas. Consequently, they often spend more under this head. Partnering with a good third-party logistics provider (3PL) can obviously help in improving the situation. 40

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in Transportation

down to the bottom line. That’s because transportation typically involves bringing production supplies, components, and finished goods into the company or delivering goods to customers, so whenever money can be saved, it goes right to profit,” says Don Anderson, Vice President of Transportation Services, Tompkins International, a supply chain distribution and operations firm. Here are five steps that can help your organisation save money on transportation and shipping costs:

Work with a third-party logistics provider (3PL)

ack of planning, ineffective decision making, and poor visibility in transportation and logistics – can cause companies to overpay, miss delivery targets, incur damaged goods, and lose valuable business. Yet there are economical ways to reduce risk, enhance efficiency, and achieve significant cost reduction. “When businesses of all sizes manage transportation and shipping costs effectively, they improve financial performance. Reduced costs in transportation lead to savings that trickle

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“If you want to rein in transportation costs but you don’t have the expertise in house, use a 3PL. They can save you money by determining which mode of transportation and which carrier is best for each particular shipment,” says Anthony Pagano, Director and Senior Research Associate at the Center for Supply Chain Management and Logistics, University of Illinois at Chicago. “Hiring a 3PL can benefit companies of all sizes. Businesses gain a partner that can focus on logistics and transportation management in a way that most companies cannot do internally,” agrees Cosmo Alberico, Executive Vice President and Chief Financial Officer, Odyssey Logistics & Technology. Good 3PLs provide value in several ways. They… • Have a strong handle on the marketplace. 3PLs know how best to optimise a customer’s freight network, laying it out in such a way that the flow of freight transportation is more efficient and timely. • Can leverage multiple carriers. Because 3PLs work with many carriers, they can

arrange for companies to get the best deals on transportation. • Have excellent tracking capabilities. A good technology platform will give you secure access, total visibility, and the ability to track cargo and submit queries. • Offer flexibility. You can implement part of a 3PL’s technology or the entire platform. The average cost of hiring a 3PL will depend on your needs. Alberico notes that most 3PLs will provide prospective clients with a free savings forecast based on their specific shipping information. “If you cannot afford to hire a 3PL at this time, you can still make improvements to your shipping processes that will help you boost efficiency and lower your transportation costs,” says Alberico.

Map out shipping criteria with your carriers

carrier has available, so you can come up with the most affordable plan f

“Companies that fail to work business,” Anderson points out. jointly with their carriers to map out shipping criteria can spend

Consolidate shipments strategically

industry 2.0

- technology management for decision-makers | june 2013

“You can reduce transportation costs by consolidating shipments, especi ‘less than a truckload’ (LTL) shipments. Look for transportation compan

supply chain

“When businesses of all sizes manage transportation and shipping costs effectively, they improve their financial performances.” —Don Anderson Vice President of Transportation Services Tompkins International up to 25 per cent more on transportation services than those that do. Sit down with your carrier to match their services and fees with your shipping requirements. Discuss how quickly you need delivery to occur, and identify the modes of transportation the carrier has available, so you can come up with the most affordable plan for your business,” Anderson points out.

Consolidate shipments and set up a manageable number of high-value KPIs, such strategically Track carrier performance with a scorecard

“You can reduce transportation as inbound and outbound cost costs by consolidating shipserve, customer satisfacSet up a performance scorecardtowith measurable KPIs critical to your tr ments, especially, if you have tion measures such as on-time needs, advises Anderson. He says, “Meet with each carrier and set up a ‘less than a truckload’ (LTL) pickup and on-time delivery, number of high-value KPIs, such as inbound and outbound cost to serve shipments. Look for transportatransportation cost per shipsatisfaction and on-time delivery, tran tion companiesmeasures that work such with as on-time ment or pickup order, invoice accuracy, per shipment or order, invoice accuracy, and data availability.” freight consolidation services. and data availability.” They can combine small “It’s also important to estabshipments from more than one lish KPIs such as on-time delivcompany need to go the ery, on-time up, and safety “It’s alsothat important totoestablish KPIs suchpick as on-time delivery, on-time same destination,” says Pagano. performance with a 3PL and safety performance with a 3PL and have them documented in your agre them documented in your clear metrics gives you a level have of security and helps you manage the rela Be realistic about the agreement. Having clear metthird-party provider,” says Alberico. rics gives you a level of secuservice level you need If your customers expect delivrity and helps you manage the eries in three days, you don’t relationship with the third-party need to overpay to get shipprovider,” says Alberico. ments to them in one day.

Tip for success

Track carrier performance with a scorecard

Set up a performance scorecard with measurable KPIs critical to your transportation needs, advises Anderson. He says, “Meet with each carrier

june 2013 | industry 2.0

- technology management for decision-makers

Tip for success

Set up monthly or quarterly review sessions with your carriers or your 3PL to talk about their performance in relation to the KPIs. Then discuss your level of satisfaction with their service, and talk about any adjustments that need to be made.

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management & strategy

Path to Transformation for

Manufacturing

Industry PTC partnered with Oxford Economics to conduct a global research study of manufacturing executives across industries and business functions. The study uncovers the market and technology shifts remaking manufacturing, and defines the economic impact of prioritising different business areas.

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lobal manufacturers are at an important industry inflection point, found the recent PTC-Oxford Economics study. Combinedly, market and technological forces are upending many time-honoured assumptions within the manufacturing industry. As a result, more than two-thirds (68 per cent) of manufacturing executives surveyed expect their firms to undergo significant business process transformation over the next three years. “Our survey and interviews with market leaders show that manufacturing companies are transforming their businesses in many fundamental ways to respond to market shifts and technology trends. The priority for manufacturers today is to make better things – creating innovative and distinct products and services that meet customer needs – while continuing to make things better. True competitive

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advantage can only be achieved by tightly coupling the engineering, service planning and execution, management and production processes through which innovation can evolve from conception to execution, and by creating a closed feedback loop

to ensure continual improvement and alignment across the business,” said Lou Celi, President of Oxford Economics Americas.

Key change initiatives The PTC-Oxford Economics research found that successful

industry 2.0

- technology management for decision-makers | june 2013

management & strategy Quantifying the average annual impact across the prioritisation curve Average revenue impacts 11% 10% 9%

Strategy and planning Service Manufacturing operations

8% 7% 6% 5% 4%

No or limited priority

Moderate priority

High or very high priority

Average cost impacts 10% 9% 8%

Strategy and planning Service Manufacturing operations

7% 6% 5% No or limited priority

Moderate priority

transformation initiatives were grounded on three broad themes: Rethinking strategy and planning – The importance of the decisions on how a company engineers; sources; manufactures and services its products, and coordinates these processes eclipses operational execution as a competitive driver for most industry sectors. For example, the study found that manufacturing executives are placing an increasing importance on the coordination of strategy and planning between engineering and service divisions, growing from 54 per cent of respondents today to 73 per cent in next three years. Adopting the service imperative – Historically, the service dimension of manufac-

june 2013 | industry 2.0

High or very high priority

turing focused on repair and maintenance. Market leaders are now blending their products and service capabilities into new performance-based offerings. This will be the key to true differentiation, as well as providing

Reverse innovation is a specific aspect that is growing more popular as companies design products for emerging markets and bring them to developed ones.

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a significant revenue boost and a guaranteed annuity stream. In fact, 77 per cent of C-Level respondents indicated that they would enhance services as a key way to differentiate their products in the marketplace. Fostering innovation everywhere – The emphasis on continuous innovation will increase even more during the next three years with much increased efforts in product strategy and engineering. Reverse innovation is a specific aspect that is growing more popular, as companies design products for emerging markets, and bring them to developed ones (35 per cent of surveyed manufacturers practice this today, versus 50 per cent in next three years). Based upon the research, Oxford Economics concludes that well-executed transformation efforts can produce significant business results. To quantify those results for manufacturers, they have created a business-impact model, which estimates how changing transformation priorities – rethinking strategy and advanced planning, greater emphasis on service, and innovating everywhere (including in the area of manufacturing operations) – might affect revenue and costs. The model assumes a ‘prioritisation curve’ that tracks the emphasis placed on each of these three transformation activities and estimates financial results. For example, a manufacturing firm with $5 billion in annual revenue and a 20 per cent profit margin could increase revenue by as much as $195 million and reduce costs by $96 million by increasing its prioritisation of strategy and planning activities from moderate to high.

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product gallery Crimping Press

Spray Nozzles

EX JPL Air Atomising Spray Nozzles use compressed air or gas to produce an accurately controlled liquid dispersion applications – where a conventional liquid spray nozzle would not be suitable. Such applications include humidification, cooling, air pollution control, coating processes, lubrication, curing and chemical dispersion. A standard BEX JPL assembly consists of seven components that fit together to produce an atomised spray pattern. Two of those components, the JP Air Cap and the JL Liquid Nozzle, determine spray pattern and liquid or air flow rates. The company offers these components in a wide range of set-ups to simplify the task of finding the appropriate nozzle for a given application. BEX Tel.: +1 734 464 8282 Website: www.bexspray.com

TCO offers a heavy-duty, airoperated hydraulic press for attaching battery post terminals and other thick gauge products used in automotive and industrial applications. The ETCO 15 Ton air-operated/hydraulic press provides an efficient application process for crimping heavy gauge products, such as 12V battery post terminals. Its large bed area accepts a wide variety of die set applicators. ETCO Tel.: +1 401 467 2400 Website: www.etco.com

IR Heating Tool

lo-Ring infrared heating tool is a hand held lightweight tool that uses infrared heat for shrinking heat shrink tubing. The quartz elements open and close to surround the work piece for quick and even heating. The Glo-Ring heats without blowing hot air and is silent in operation. Quartz heating elements are available in sizes from 1/2" to 3" OD (12.7mm to 76mm). Custom elements are also available for unique shrinking requirements. The Glo-Ring is CE certified to meet all applicable EU safety standards.

Radar Solutions

nfineon offers its singlechip radar solutions for use in industrial sensing. Based on a SiGe process technology and operating in the 24GHz ISM band (24.0 – 24.25GHz), the product family features high integration radar system-on-chip transceivers, and a companion receive-only-chip. AdvanIDe Tel.: +91 22 28547617 Website: www.advanide.com

Eraser Tel.: +1 800 724 0594 Website: www.eraser.com

Fibre Optic Transceiver

Ethernet Cabling Tool

icropac Industries has developed the 67142 fibre optic transceiver module providing single channel fibre optic data rates from 100 Mbps up to and exceeding 3.2 Gbps. The 67142 utilises proven hermetic packaging and an exclusive hermetic fibre feedthrough technique. A thermal compensation feedback loop is utilised within the 1310 nm transmitter to provide more stable optical output power over broad operating temperature variations. The transceiver is designed and fabricated to meet the rigours of military and space qualification requirements as dictated by MIL-PRF-38534, EEE-INST-002 and MIL-STD-883. The transceiver is highly tolerant to common ionising radiation environments.

-com, a designer and manufacturer of wired and wireless connectivity products, has introduced a modular Ethernet cabling tool to combine common wiring tasks ─ punching twisted pairs on an IDC jack and crimping RJ45 plugs. The preferred method of connecting solid-conductor Ethernet cable (typically runs for in-building Ethernet networks) to Ethernet jacks at wall plates or patch panels is Insulation Displacement Connections (IDC). These require the internal wires to be punched or pushed into a slot. The process has been made much easier and quicker by multi-pair punch tools.

Micropac Industries Tel.: +1 972 272 3571 Website: www.micropac.com

L-com Global Connectivity Tel.: +1 800 341 5266 Website: www.l-com.com

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- technology management for decision-makers | june 2013

product gallery PH Meter

Busbar System

he FiveGo pH Food Kit from Mettler Toledo is a portable pH measuring instrument – designed for use in the food and beverage industry. The handy, portable measuring instrument is suitable for anyone working on a tight budget, who nevertheless requires rapid and reliable results, informs the manufacturer. All FiveGo instruments feature storage capacity for up to 30 measurements, including automatic endpoint recognition and calibration with automatic buffer recognition.

entair Equipment Protection introduces the Hoffman Wohner 60-mm Busbar System, delivering a direct mounting solution for reliable, safe power distribution. Components are mounted onto pre-wired adapters that snap onto sliding DIN rails, reducing raceway and bending radius space to enable close proximity placement with fewer wiring errors, less assembly labour and more connection flexibility. Engineered for power and scalability, the 60-mm Busbar System can distribute three-phase power over 1,600 amps at 690 volts, along with supplying single phase or DC power. The system can be cut into lengths fitting most electrical enclosures.

Mettler Toledo Tel.: +91 22 4291 0111 Website: www.mt.com

Pentair Tel.: +1 763 545 1730 Website: www.pentair.com

Multi-port Valve

EMÜ multi-port valve blocks made of stainless steel combine various functions for the control of liquids and gases in the smallest possible space. For customised block designs the company integrates a wide range of functions: blending, splitting, diverting, draining, feeding or cleaning. Double shut offs, cross connections, safety and control functions as well as the integration of sensors, filters and check valves are also possible. GEMÜ Gebr. Müller Apparatebau Tel.: + 49 7940 123 0 Website: www.gemu-group.com

Roller ─ Pinion

Flexible Actuators

xlar has expanded its K Series line of linear actuators – with new 75 mm frame size. K Series actuators combine roller screw technology in varying performance levels and allow the use of third party motors for a flexible motion control solution. Along with its 60 mm and 90 mm frame sizes, the new 75 mm models feature dimensions and form-factor consistent with ISO Metric pneumatic cylinder specifications for easy pneumatic and hydraulic replacement. Constructed for flexibility, K Series actuators are compatible with any type and style of motor, such as DC, stepper and servo, and offer universal mounting configurations to meet diverse application requirements. For additional application suitability, K75 actuators are available in three distinct performance options. Exlar Corporation Tel.: +1 952 500 6200 Website: www.exlar.com

Torsional Vibration Dampers

exen's RPS offers linear positioning with zero backlash for high-precision motion control applications. The RPS features a roller pinion/toothed rack combination. The pinion comprises bearing supported rollers that engage a unique tooth profile. Each tooth profile is measured to ensure high positional accuracy and eliminate cumulative error. The racks are available in the standard 1m and 1/2m cut lengths. or custom cut ─ leaving no limit to travel distances.

ontiTech Power Transmission Group offers Torsional Vibrational Dampers (TVD) and Torsional Vibration Damper Isolators (TVDi). The products are based on their OE standard. Torsional vibration dampers perform a key function in drive systems by damping vibrations from the crankshaft, thereby protecting drive belts and assemblies. With torsional vibration damper isolators, the belt drive of the auxiliary assemblies is also decoupled.

Nexen Group Tel.: +1 800 843 7445 Website: www.nexengroup.com

ContiTech Power Transmission Group Tel.: +49 5551 702 1643 Website: www.contitech.de

june 2013 | industry 2.0

- technology management for decision-makers

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Light for Hazardous Area

CPU for Process Industry

arson Electronics has released an explosion proof string light system, designed to provide higher efficiency, higher output and better reliability & safety than traditional incandescent string lights. The EPL-SL-8X4FT-LED Explosion Proof LED String Light set incorporates the latest in LED lighting technology into an 8 lamp string light design, resulting in a system that produces more light using less power, and has greater durability and reliability than traditional string lights. This takes the standard design of traditional string lights, and improves that through the inclusion of LED lamps instead of standard incandescent or fluorescent bulbs. The product features 8 heavy duty drop light assemblies with aluminium hooks connected inline along 64 feet of 12/3 SOOW explosion proof cord.

iemens Industry Automation Division has launched SIMATIC PCS 7 CPU410-5H, a powerful, versatile, and rugged CPU for the process industry. A new addition to the Siemens SIMATIC controller family, (according to the company) it is currently the fastest and most powerful controller in the market and covers all applications, application scopes and performance range with a single hardware and firmware platform. Also, the new dimensioning model allows users to define the performance required of the system. The product gives users of the SIMATIC PCS 7, a high-performance controller with a computing capacity, which can meet the high demands of the process industry such as speed, ruggedness and ability to handle complex applications. The controller is designed for round-the-clock industrial use and is capable of withstanding tough temperature, vibration, shock, and EMC (Electro Magnetic Compatibility) requirements. The additional coating of the PCBs, and electronic components that comply with ISA-S71.04 Severity Level G3 enhances reliability and performance in humid and corrosive environments.

Larson Electronics Website: www.magnalight.com Tel.: +1 800 369 6671

Siemens India Tel.: +91 22 33 26 5249 Website: www.siemens.com

Business Index Company......................................................................................Page No. Apple Inc......................................................................................................11 Campbell.................................................................................................... 02 Coca-Cola .................................................................................................. 08 ContiTech Power Transmission Group...................................................... 46 Dassault Systèmes ................................................................................... 06 Eaton...........................................................................................................24 Essar Ports Limited (EPL)......................................................................... 09 Evides Industriewater................................................................................ 34 Exlar Corporation...................................................................................... 46 Exxon Mobil ................................................................................................32 Fraunhofer ISE......................................................................................22, 23 Frost & Sullivan........................................................................................... 14 FuMA-Tech.................................................................................................. 34 GEMÜ Gebr. Müller Apparatebau.............................................................. 46 German Engineering Federation VDMA.................................................... 34 German Water Association........................................................................ 34 Hindustan Unilever.................................................................................... 02 Honda Design............................................................................................ 06 Inox Wind ................................................................................................... 08 Intergraph...................................................................................................07 J. C. Penney..................................................................................................11 JATCO......................................................................................................... 06 Krüger Wabag ........................................................................................... 34 LANXESS.................................................................................................... 09 Larson Electronics......................................................................................47 Maersk Group............................................................................................ 06

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Marotta Controls....................................................................................... 06 Mervyns.......................................................................................................11 Methods Workshop (Engineered Trucost)................................................ 09 Mettler Toledo............................................................................................ 46 Nettalco Industries ................................................................................... 09 Nissan........................................................................................................ 06 Nexen Group.............................................................................................. 46 NJIT.............................................................................................................23 Odyssey Logistics & Technology............................................................... 40 Oftech Oberflächentechnik....................................................................... 34 OMV Refining & Marketing........................................................................ 30 Oxford Economics..................................................................................... 43 Pentair........................................................................................................ 46 PTC............................................................................................................. 06 Scania.........................................................................................................07 Siemens..........................................................................................22, 34, 47 SIMPOE...................................................................................................... 06 ŠKODA JS....................................................................................................07 SPARK.........................................................................................................10 Suzlon.........................................................................................................07 Target.......................................................................................................... 11 The Boston Consulting Group (BCG).........................................................18 Tompkins International........................................................................ 11, 40 UNEP.......................................................................................................... 34 University of Illinois ................................................................................... 40 Valerus....................................................................................................... 08 Veolia.......................................................................................................... 34

industry 2.0

- technology management for decision-makers | june 2013