Industry2 0 vol 13 issue 01 september 2013 by bhupinder sharma

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A 99 MEDIA PUBLICATION

VOLUME 13

ISSUE 01

September 2013

Cover Story

WATER CONSERVATION IN INDUSTRIES

An action plan is necessary to reduce the consumption of water Pg 24

Business Trend

TOP 10 STRATEGIC TECHNOLOGY TRENDS FOR 2014

Apps will continue to grow, at the same time applications will begin to shrink Pg 18

Merger & Acquisition

MOVING UP

THE VALUE CHAIN “We are focusing on quality systems and processes to become a partner of choice for global supply chains” Pg 30 Suhas Baxi President & CEO Pennar Industries

PRICE 100

editorial Vol. 13 | Issue 01 | september 2013

Managing Director: Dr Pramath Raj Sinha Printer & Publisher: Kanak Ghosh Editorial Group Editor: R Giridhar Managing Editor: P K Chatterjee (PK) Design Sr. Creative Director: Jayan K Narayanan Sr. Art Director: Anil VK Associate Art Director: Anil T Sr. Visualisers: Manav Sachdev & Shokeen Saifi Visualiser: NV Baiju Sr. Designers: Shigil Narayanan, Haridas Balan & Manoj Kumar VP Designers: Charu Dwivedi, Peterson PJ, Pradeep G Nair, Dinesh Devgan & Vikas Sharma Consulting Sr. Art Director: Binesh Sreedharan 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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Outsourcing:

Boon or Bane

uring school days, we often heard the old proverb, “A man is known by the company he keeps.” Although, I don’t want to comment on how much we used to understand those cautionary words, in today’s competitive corporate world, I strongly realise the relevance of an analogous sentence, “A company is known by the people it keeps.” The days are gone, when once joined, an employee used to look at leaving the organisation only at retirement. Literally, in those days it was a bond of unconditional loyalty almost like marriage. However, in the modern world, rise of a diametrically opposite paradigm among the employees, has been posing a great challenge to the human resource managers. It is well accepted today that the success of a company depends on the efficiency of its employees, and efficiency emerges from involvement, knowledge, willingness to perform and right encouragement. However, in today’s competitive scenario, many companies are failing to foster those essential qualities among its employees. Many have shaken off their hands by outsourcing different functions, which are very vital for running the organisation smoothly.

industry 2.0

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

At the ground level, many manufacturing companies are engaging workforce supplied by external labour contractors, and at high level they are depending on the external consultants. Although, attempts are made for training these people to adapt to the company’s culture, the process is not very highly result oriented. Moreover, development of an all-round skill among employees, which is very essential in today’s situation, is a far cry with retained outsiders. Also, outsourcing of some functional areas is becoming the cause of major dissatisfaction among the employees on role, as many of these companies fail to connect properly with the employees of the outsourcer. Very few such service providers are really successful to break the barrier of cultural difference and mingle with the employees of the outsourcer to cater to their true needs. Although, the management of the outsourcer company gets rid of many anxieties through outsourcing, it misses the fact that this practice is igniting a new kind of ill feeling against the management, which may beget deep-rooted frustration among employees on role ‒ leading to lack of work efficiency. How many companies are tracking the happiness level of the employees in this regard, and at what frequency?

- technology management for decision-makers | september 2013

contents departments Editorial....................................................01 Advertisers’ Index................................... 02 Industry Update.......................................04 Techwatch................................................ 22 Event Report...................................... 33, 34 Product Gallery....................................... 46 Business Index.........................................47

advertisers’ index

cover story

Exxon Mobil...........................................IFC

24 Industrial Water Conservation

Everest Pressure & Vacuum Systems.....9

Schneider................................................. 3

With fast depletion of the underground water in the country, India needs to think of the practices to conserve water. Industries can contribute a lot in this regard. Some of them have already initiated actions, others too need to come forward to support the noble cause.

Premium Transmission.......................... 15 Bry Air Asia............................................. 27 Mahindra Trucks.................................. IBC PTC........................................................ BC

Cover Design: Binesh Sreedharan

BLOG

market scenario

Control & Automation

08 Good Money Comes At A Cost

21 Top Supply Chain Organisations

36 Unlocking Energy Savings

RBI’s monetary policy stance is deeply rooted in the theory of capitalism...

10 Making Railways Greener Technology used to make frames of HCVs can be extended to railway...

opinion

Firms from Asia Pacific will strive to dominate the world stage by creating a demand-driven global value network with local execution capabilities...

merger & acquisition 30 “Our approach is to move up the value chain”

12 An Urgent Need Initial investment in technology for distribution will save loss of energy...

What is Pennar Industries’ strategy to be a billion dollar group?

40 Working Capital Cash conversion cycle gets longer

Digital business incompetence will turn out to be a set back by 2017...

during recessions. How to manage an optimal level of working capital at that time?

18 Top 10 Strategic Technology Trends for 2014

september 2013 | industry 2.0

- technology management for decision-makers

38 Enabling Indian Mobile Refrigeration Technology advances are reducing

Management & Strategy

16 Talent on the Digital Frontier

Supply Chain

fuel consumption in running TRUs...

business trends

Gartner has identified the top ten technologies and trends that will be strategic for most organisations in next year...

Schneider Electric has rolled out PlantStruxure Process Expert System (PES), which is a next generation Distributed Control System (DCS) that combines the best of PLC/SCADA...

Suhas Baxi President & CEO Pennar Industries

42 Getting More out of Less What is the recipe for becoming an ever-flourishing company?

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industry update Forbes Marshall launches its technology centre

orbes Marshall has recently launched its Technology Centre at the IIT Madras Research Park. The centre was inaugurated by Farhad Forbes and Dr. Naushad Forbes, Directors, in the presence of their key technologists Datta Kuvalekar, Neville Fernandes, Kamlesh Pande, Virendra Gill, Mehul Vaidya, D. Gnansambandam and Piyush Jaitly. The centre, to be led by Dr. Satyanarayan Seshadri, will focus on working closely with the faculty and students of IIT Madras to develop new technologies and products in the Forbes Marshall domain of Steam and Instrumentation. The inauguration was preceded by a half-day session with the Director of IIT Madras Dr. Bhaskar Ramamurthy, Dean ICSR Dr. Krishnan Balasubramaniam and key faculty members Dr. Kolar, Dr Reddy, Dr. Mahesh and others.

Ricoh revamps its facility

icoh has strengthened its existing facility at Gandhinagar in Gujarat by introducing state-of-theart toner bottling operations. The main objective of this initiative is to provide benefit to Ricoh’s customers through improved efficiencies and lower costs. This toner plant has been made with the cooperation between Ricoh’s India and The Chemical Technology & Products Business group of Ricoh Company Limited. The plant will fit in with the company’s corporate culture, ‘harmonise with the environment,’ and will make social and environmental contributions towards the sustainable development of society. Beside providing jobs, the plant will be recycling the used toner bottles.

september 2013 | industry 2.0

The Forbes Marshall team at the inauguration of their Technology Centre at IITM Research Park

Dr. Forbes said,“Our company works closely with Research Institutes and this collaboration with IIT Madras has great potential for combining the Institute’s academics with Forbes Mar-

shall’s application and industrial knowledge, to develop innovative and cutting edge technologies that will change the way process plants generate and use energy and control their processes.”

Continental, IBM to empower auto manufacturers

t the Frankfurt IAA (Internationale Automobil-Ausstellung) International Motor Show, Continental and IBM have announced a collaboration agreement, which will see the companies jointly develop fully connected mobile vehicle solutions for car manufacturers around the world. “We are strongly convinced: Step by step development of future mobility is highly complex and requires strong partnerships with global IT industry players. With IBM, we now have one of the world’s technology leaders at our side, and together we can deliver highly secure, robust fully connected vehicle solutions for all our customers worldwide,” stated Dr. Elmar Degenhart, Chairman of the Executive Board at Continental. “IBM is an industry leader in Big Data and Cloud Computing. Further, it possesses the necessary deep analytics expertise to process and analyse vast

- technology management for decision-makers

quantities of data and make subsequent predictions at high frequency and velocity. IBM’s experience in cloud enabled platforms and embedded systems development capabilities, combined with our systems expertise in automotive electronics, create the foundation for a new generation of intelligent networked vehicles,” explained Degenhart. Central to the agreement is development of a highly scalable cloud platform that will enable automotive manufacturers to deliver a range of new mobile in-car services. It will enable software updates and vehicle control device functionality to be delivered over the Internet, removing costly and inconvenient workshop visits. Giving auto manufacturers the opportunity to offer their customers a vast array of new features, this solution may equally prove beneficial in other industries like public transportation, insurance etc.

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Honeywell introduces advanced technologies

oneywell has recently introduced several new technologies, which will transform control rooms of the future, including an advanced dashboard to help industrial plants better manage control-system cyber security. Other new control-room technologies include Experion Collaboration Station with expanded capability, the Premium Platform for Experion Virtualisation Solutions, and the newest version of Honeywell’s OneWireless Network. Additionally, the company

previewed a futuristic console for its Experion Process Knowledge System (PKS) Orion platform that reduces operator fatigue with an improved, ergonomic design featuring a larger display and new alarm lighting. Honeywell expects to launch the Experion Orion Console, which was designed based on input from operators – with the platform’s next release in 2014 to provide better mobility for operators while improving situational awareness.

Foundrymen attends DISA’s seminar

ISA India, in order to educate foundrymen of Agra, recently organised a comprehensive seminar at their town. This session was conducted by Viraj Naidu, MD; Satyanarayana VN, Vice President (Foundry-Sales); and Prashant Kachru, Head- Sales (West) of DISA India. Eighty foundrymen from 50 Agra based foundries were present in the meet.

foundry owners on various benefits of mechanised moulding solutions. “Agra is a very important market which needs awareness about machine moulding and various other mechanised solutions to improve the industry’s current foundry situations. They also need to cope with the government restrictions on air pollution due to the world heritage ‘Taj mahal.’ As a leading equipment manufacturer for foundry equipment, DISA is committed to support the foundry business to make their foundry clean,” said Naidu. Commenting on the event, Satyanarayana said, “We visited almost all major foundries in Agra to understand the current needs and challenges, and I can say that Agra is no different from other foundry belts. They may be conservative in taking actions on mechanised solutions – but it is overwhelmViraj Naidu, Managing Director, DISA India, is making his presentation in the seminar. ing to see their participation and interest on the subject. The Agra is an important industry for common problems like high casting foundry as a wide range of castings rejection rates, dependence on skilled for many sectors are manufactured moulders, local and migrant labours, there. However, over 90 per cent of the productivity improvement, power confoundry operations there are manual sumption etc., are faced by all foundand the production ranges from 40 ries – and we will do our best to ensure to 150 tonnes in a month. The aim of they get the best solutions to overcome the meet was to educate Agra based their current encumbrances.”

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industry 2.0

Infineon: one of the most sustainable companies

he Swiss investment company RobecoSAM announced recently that – Infineon Technologies, a company offering semiconductor and system solutions, has been included in the Dow Jones Sustainability Index for the fourth time in a row. Since its initial application in 2010, Infineon has continually been among the best companies in the world in regard to sustainability. “Sustainability is not just a fig leaf for Infineon but is anchored in the company culture. Being listed in the Dow Jones Sustainability Index again is both an honour and an incentive for us. A company derives its reason for being from responsible action. This is also becoming increasingly important to investors,” says Dominik Asam, CFO of Infineon Technologies AG and responsible for sustainability. Infineon performed very well, e.g., in the fields of Operational Eco-efficiency, Product Stewardship as well as Innovation Management. Every year, the RobecoSAM Group analyses the economic, environmental and social performance of more than 2,500 of the largest listed companies worldwide. These have to continually reapply for membership in the Dow Jones Sustainability Index. Rankings are based on general sustainability criteria such as supply chain management and the handling of risk and crisis scenarios. Furthermore, industry-specific challenges and factors such as product quality or stakeholder satisfaction are included in the analysis. Compliance with the criteria is continually monitored even after inclusion in the index; companies voluntarily agree to such monitoring.

- technology management for decision-makers | september 2013

industry update Singapore may raise funding for certain technopreneurs

n a report on SG Entrepreneurs titled ‘Singapore NRF Chief Assesses the Technology Incubation Scheme,’ Professor Low Teck Seng, CEO of National Research Foundation (NRF), has shared some insights about the Technology Incubation Scheme (TIS). The TIS is a National Framework for Innovation & Enterprise (NFIE) initiative of the National Research Foundation (NRF) Sngapore. S$360 million was earmarked for the NFIE programme over fve years (2008 - 2012) to develop innovative entrepreneurship in Institutes of Higher Learning (IHLs), i.e., universities and polytechnics. In turn, NFIE wants the eligible academic entrepreneurs to turn their R&D results into commercial products for the market place.

As part of the scheme, incubators are selected to provide an environment for the systematic nurturing of young companies before they are ready for venture capital funding. The scheme provides approved technology incubators 85 per cent co-funding (up to S$500,000) in exchange for equity stake in the company. Co-investors then have the option to buy out NRF’s share of the company at the next round of financing, i.e., within next three years of investment. As of March 2013, there are 14 approved incubators to mentor high tech start-ups in Singapore. Those are: Silicon Straits – for IDM & Engineering firms; Plug & Play Singapore Pte Ltd – for ICT firms; Small World Group Incubator – for Cleantech & Engineer-

ing firms; TechCube8, Get2Volume – for B2B ICT & electronic Engineering firms; Clearbridge Accelerators – for Medtech, Engineering (esp. advanced materials) & ICT (esp. computational algorithms); Red Dot Ventures – for IDM, ICT, Biotech, Medtech, Cleantech & Engineering; Wavemakers Labs, Jungle Ventures, Incuvest, Stream Global Incubators – for IDM & ICT; Golden Gate Ventures – for IDM; TNF Ventures – for IDM & ICT, Biotech, Medtech & Cleantech; and The Biofactory – for Biotech & Medtech. In the report, Professor Low said that NRF would explore increasing quantum amounts (up to S$850,000) for firms in the biotech, cleantech and other tech sectors – that require high start up capital requirements.

NTPC’s SACS centre runs on Delta’s solution

elta Displays, a company that provides visual solutions, has commissioned its Video Wall Solutions at the SACS (Special Analytics and Computational Services) Centre of NTPC Ltd. Fleet Wide Management is an initiative of NTPC for continually monitoring the reliability and performance characteristics of its key assets. This enables factors effecting reduction in production to be easily identified. Early warning of issues triggers timely and effective action, preventing huge losses. SACS Centre has been established at NTPC’s Noida office to provide an early warning of incipient equipment problems akin to M&D Centers as prevalent elsewhere. The aim of this center is to improve system wide reliability, decrease maintenance costs and reduce outages. Delta’s Video Wall solution is helping NTPC achieve its visualisation demands by creating a central environment to ensure all their operations progress effectively and effortlessly. With the help of these walls, applications for equipment condition monitoring,

september 2013 | industry 2.0

Delta’s Video Wall is being used in NTPC’s SACS Centre.

systems performance and benchmarking forming – the first shield of analysis can be done. This allows quick focus on the desired process. Multiple Fish Bone Diagrams and Fault Tree Visualisation on Delta’s Video Walls quickly narrows the issue for in-depth analysis. Once alerted, the issue is quickly diagnosed and information is sent to the concerned process owners. Feedback and action taken is inherent to the system and ensures complete closure

- technology management for decision-makers

of the issue. Knowledge base is updated and it is ensured that similar issues do not recur by employing a strict PI based monitoring system. Additionally, every unit startup and shutdown is monitored against design parameters and benchmarks, the process being logged for deviations adding to the knowledge base. Delta’s Video Wall Controllers & Wall Management software helps in parallel monitoring of all such activities.

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Zinnov recognises Mindtree’s services

indtree has again been selected as a leader in the product engineering services space by Zinnov, a globalisation and market expansion advisory firm, in its recently released report, ‘Global Service Provider Ratings- 2013.’ In the overall rankings, Mindtree is placed in the top leadership quartile for its services and capabilities. Its expertise is highlighted in multiple sub-verticals including automotive, consumer electronics, semiconductor, enterprise software etc. Most notably, it was listed in Zinnov’s ‘leadership zone’ in the telecommunications and consumer software sectors.

“The Zinnov rankings are an important guide for current and potential customers evaluating partners for ER&D services. Our inclusion in the leadership zone is great validation for Mindtree – and a valuable tool for us as we work with our existing customers and cultivate relationships with new ones. Mindtree minds are constantly devising innovative solutions and services to meet our customers’ expectations. Zinnov’s recognition is further endorsement of our expertise in the market,” said Parthasarathy NS, President, Enterprise Service Lines, Mindtree Ltd.

CG supplies transformers to Indonesian utility

G has flagged off its first batch of 500 kV transformers from its stateof-the-art transformer manufacturing facility located in the industrial area of Cileungsi, Bogor, Indonesia. The facility is equipped to design, manufacture and test transformers up to 550 kV class locally in Indonesia. The largest rating of the transformer manufactured there is 500MVA and 550 kV class. The company’s Indonesian manufacturing and testing facility will now be

used to strengthen PT PLN’s transmission network. PT PLN (Perusahaan Listrik Negara) is an Indonesian government-owned sole electricity utility company. In addition to the manufacturing capability, CG has invested more than US$ 15 million to build a 550 kV Extra High Voltage (EHV) Test Lab there, which is equipped with the state-ofthe-art equipment mostly from Europe and America.

First batch of 500 kV transformers are being transported from CG’s facility at Cileungsi in Bogor, Indonesia.

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industry 2.0

Foster Wheeler to undertake a study in Liberia

Dave Lawson, President & Global Leader of Minerals & Metals, Foster Wheeler

subsidiary of Foster Wheeler’s Global Engineering and Construction Group has been awarded a concept study by Western Cluster Limited (WCL) for power plant facilities to serve planned iron ore mines in Liberia. WCL plans to build 3 iron ore mines in Liberia. The study to be undertaken by Foster Wheeler will investigate various options for greenfield captive power facilities – to meet the mines’ expected power demand. The initial power requirement for the first mine to be developed is estimated by WCL to be approximately 70 megawatts (MW), while the full demand will be approximately 300-400 MW. The study is expected to be completed by 3Q13. Dave Lawson, President & Global Leader of Minerals & Metals, Foster Wheeler said, “This win is in line with our stated aim to build our position in the minerals and metals sector as part of our diversification strategy. This award demonstrates our ability to leverage our recognised capability in power generation, our project delivery track record and our South African operational presence into the mineral and metals sector in Africa.”

- technology management for decision-makers | september 2013

blog

Good Money Comes By Jaspal Kahlon

aghu, the newly appointed RBI Governor, quite contrary to media rumour, increased the repo rates instead. Taming inflation is higher in pecking order over growth. It is now quite evident to the common non-economist in our country. There is much more to read from the recent monetary policy stance of RBI. It is deeply rooted in the theory of capitalism – there are no free lunches. By increasing the repo and reverse repo rates, RBI Governor has shifted the interest rate corridor upwards. The advantage of such an unexpected or non-popular policy stance, at times, is more implicit and often goes unnoticed. First, higher interest rate corridor (difference between repo and reverse repo rate) will serve as a stress test for the Indian economy. An economy

F L I N

The recent monetary policy stance of RBI is deeply rooted in the theory of capitalism.

At A Cost

with shorter growth cycles and bogged down by increasing inflation, shifting interest rate corridor (difference between repo and reverse repo rate) has its own advantages. Only the most efficient gets funded. Weaker dies or hibernates. Any bubble, like the booming growth of realty sector in last decade or so will deflate, albeit slowly as a result, rather than burst abruptly. Secondly, banking sector’s resilience will increase to manage

the volatile demands and get a clear road map from RBI, at least for next 12 to 15 months. Banks can now decide their lending and deposit rates not under the premise of ‘cheap money available’ but under the premise that ‘good money comes at a cost.’

The author is a finance professional consulting companies on mastering execution skills. He may be contacted through e-mail: jaspalkahlon@gmail.com.

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.

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

For editorial inputs and enquiries:

P.K. Chatterjee

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

blog

Making

Indian

Railways

Greener Use of High Strength Steel (HSS), deploying modern manufacturing techniques of CNC roll forming, is considered to be highly accurate, efficient and productive for building frames of Heavy Commercial Vehicles (HCVs), and the same technology can easily be extended to railway.

ailway is considered to be one of the most efficient modes of transport – as the only physical resistances it faces are the rolling friction between two steel surfaces (which is one of the lowest), and the atmospheric thrust and drag. In fact, the railway transport has carbon foot print 1/8th of road transport, 1/5th of water transport and 1/160th of air transport. Further, if the source of electricity is ‘green’, then the carbon foot print of railway will be reduced to zero. Moreover, with efficient rare earth permanent magnet, brush-less and sensor-less vector motor generator, the energy efficiency can improve by almost 50 per cent, and on top of it – with regenerative breaking system, it can further improve by another 10 to 15 per cent. Railway has got a large surface area, and new polycarbonate can make the curb weight almost 1/5th of the existing coach

september 2013 | industry 2.0

- technology management for decision-makers

weight, and on top of it – a PV cell can generate the electricity during day time, which will further reduce the dependency of external power supply. Another major loss is – thrust and drag, which can also be re-utilised by putting laminar turbine with similar efficient generator, and one can easily target for railway with its energy use almost 10 per cent of the current consumption with such innovation, which has capability to revolutionise the entire transportation industry. Presently, Indian Railway is using nearly 230/270 YS steel, and thus the wagon weight is in the range of 25 ton – and with total axle load of 80 to 90 tons, it has net load carrying capacity of 50 tons considering a safety margin of another 10 to 15 per cent. Using high strength material with YS 550-650 MPa, there is a clear possibility of reducing the structural weight of wagon by 40 to 50 per cent, and thus not only the load carrying capacity with the same axle

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Photo Credit: www.photos.com

By Dr. Dhananjay Kumar

weight can improve by 20 per cent – but also the very same engine can pull double the number of empty wagons. Moreover, 40 to 50 per cent lower consumption of steel will reduce the wagon capital cost, and also the maintenance cost. The steel that has been indigenously developed for HCV chassis by our integrated steel plant, and the chassis that are being designed and manufactured by KLT for various automotive OEMs in commercial vehicle segment – have capability to design, engineer and manufacture world class wagons, which will have a real turnaround of our own Indian Railway Freighting Business. The entire technology can be indigenously developed, tested and productionised within 12 to 18 months time frame, and it can improve the brand value of Indian products that can help in getting business from other countries, which are expanding their railway network. Thus, it can not only be a major revenue earner of foreign currency; but also has potential to generate additional employment and improve our competitiveness in the world – as freighting contributes to 10 per cent of the final product cost. Use of High Strength Steel (HSS), deploying modern manufacturing technique of CNC roll forming, is considered to be highly accurate, efficient and productive for building frames of heavy commercial vehicles – and the same technology can easily be extended to railway. Further, using the same technology for railway steel bridges, military bridges, fast laying of bridges in difficult terrains, high-rise buildings with space frame construction and many more can have potential to revolutionise the infrastructure sector. Also,

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The steel, that has been indigenously developed for HCV chassis by KLT’s integrated steel plant, has capability to design, engineer and manufacture world class wagons.

it is possible to bring immense value for integrated steel mills, manufacturing sector, infrastructure sector, energy sector, and finally the values for common men, as being in the end of the chain – any improvement in technology will have considerable impact on cost in the lower side – and so common men can dream of better life.

Author: Dr. Dhananjay Kumar, CEO & Global Head, Engineering, Project & Business Dev. KLT Automotive & Tubular Products Ltd.

industry 2.0

- technology management for decision-makers | september 2013

opinion

Need There is a very urgent need for better distribution system in India â&#x20AC;&#x201C; before it is too late. An initial investment in constructing the right technology for distribution will ensure that energy is transmitted efficiently. By Ashok Kaushik

september 2013 | industry 2.0

- technology management for decision-makers

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Photo Credit: www.photos.com

An Urgent

lectricity is the most efficient way of transferring energy to those who need it. However, ensuring that energy is efficiently transmitted ‒ is completely a different ball game. The widespread blackouts that brought much of India to a sputtering halt in 2012 were a dramatic signal to the power sector that it requires attention. The national government has an ambitious goal to provide electricity to all with particular attention to the poor and vulnerable sections of society. This coupled with the country’s rapid progress in many sectors raise questions regarding the sourcing, transmission and distribution costs of the investments that will be needed to install and operate this infrastructure. The power ministry has set a target for adding 76,000 MW of electricity in the 12th Five Year Plan (2012 -17) and 93,000 MW in the 13th Five Year Plan (2017-2022). The Indian power sector is on a springboard, and given the right environment, it can help the Indian economy make that big leap. To bring a positive growth environment to a sector as important as power, the government has initiated several policies to promote and garner investments in the power sector, like – National Electricity Policy, Ultra Mega Power Project Policy etc. The Indian power sector has a Transmission & Distribution network of 5.7 million circuit km, the third largest in the world. The various proposals in generation and transmission are currently under different implementation stages. However, there are problems in overhauling the power sector, since the accountability, operational efficiency, and customer service orientation remains low.

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There is a very urgent need for better distribution system in India – before it is too late! Electricity demand is growing every day. The Smart Grid must be introduced in the near future, and this means that requirements for reliability of the distribution network are very high. The distribution system has to be developed in order to optimise the three main factors of life cycle costs for reliability and safety – operation, maintenance and losses. Around 28 per cent of electricity supplied into the state level transmission systems is lost due to technical and non technical reasons. Having said that, a large portion of this problem can be remedied by building a reliable network through perfect distribution network planning, right installation practices and by the use of high quality products, e.g., cable accessories and connectors. An initial investment in constructing the right technology for distribution will ensure that energy is transmitted efficiently, and the ambitious targets set for the power sector are closer to realisation than farther.

The Indian power sector is on a springboard, and given the right environment, it can help the Indian economy make that big leap.

The main aim of the discoms has to be ‒ to increase the life cycle of the distribution network to up to 40 years or more. High standard products are the cheapest in the end. Products with latest technology and superior quality not necessarily have the lowest prices, yet in the long run the total lifecycle cost will be low as compared to inferior quality products. The irony is that most of the electricity distribution companies’ purchases happen only through public tendering. This, many times, ends up in buying poor quality products with drastically higher maintenance costs for distribution network. High quality products make it possible to construct electricity networks with low failure frequency irrespective of parameter of voltage fluctuation. Products that are safe and consumer friendly are essential to ensure success of distribution systems. Industrial energy efficiency is essential for strengthening economies, protecting ecosystems and achieving social benefits. India being such a vast country, needs to be organised from the start to the end, starting with installation of transformers, smart grids and voltage boosters. The Indian lighting industry is growing at a rate of 10 to 12% per cent from past few years, but the result in regard to energy efficiency is not that fruitful. This growth has somehow created a gap between demand and supply. Hence, companies should make it a point to develop a platform where this gap can be bridged. It is mandatory to create an environment where buyers and sellers, gov. agencies, private players and other institutions linked with power production and conservation can share some ideas, where new methods can be adapted to reduce distribution cost with efficient energy management.

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- technology management for decision-makers | september 2013

opinion

It is quite baffling that distribution loss in India at some places touch 60 per cent of the energy produced. A reliable distribution network is must for India. With insufficient investments in reliable electricity distribution networks, electricity consumption stretches existing availability to its limits, which leads to lower voltages and poor quality of electricity. Tailor made distribution products and setups not only ensure uninterrupted service but also lower maintenance costs. The distribution system has to be developed in order to optimise the three main factors of life cycle costs for reliability and safety-operation, maintenance and losses. Solutions for smart electricity distribution grid, low and medium voltage overhead and underground cable lines; high-end industrial enclosures and terminals-plastic and metal; electric vehicle charging and energy efficient buildings are the

september 2013 | industry 2.0

solutions for reducing nationwide 5,000 MW technical losses that happen during peak hours. Electricity demand is growing every day. ‘Smart Grid’ must be introduced in India at the earliest, and this means that the requirements for reliability of the distribution system are very high. Making the ‘Smart Grid’ project successful is essential by improving the quality of distribution lines with innovative and high quality products to maximise the life span, reduce outages, save energy by using low contact resistance joints, and to reduce the overhauling and maintenance cost to minimal level. Energy saving can be achieved by understanding that the line man is the most important person in this complete

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chain. We must work towards: • Proper planning by understanding the chosen distribution system in details • Proper training on all levels regarding proper installation • Proper tools & techniques to handle the distribution system • Proper planning & scheduling for maintenance of the system • Use of high quality products, which fulfil the requirements of the latest standards India, being the most problematic country in regards to power transmission and distribution, needs to find a way out – so that people get use to energy efficient products to survive in sustainable environment. A reliable distribution network can pave the way for energy efficiency in India. It is quite baffling that distribution loss in India at some places touch 60 per cent of the energy produced. This is because of the faulty distribution networks and other quality issues – such as poor monitoring of lines, low quality of wires used and rampant thefts in the transmission lines. Technology up-gradation is essential to amplify the concept of energy efficient electrical distribution. The Indian market and consumers must be educated about the energy efficiency initiatives, and this role is most vital. Urgent policy intervention by both the central and state governments for this industry’s growth is needed. First and foremost, we should create awareness among the network owners on modules such as ‘selection of connectors’ and ‘aluminium joining techniques.’ A well planned and executed distribution network will definitely keep India’s future power prospects bright. The author is the Managing Director of Ensto India.

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business trend

Talent on the

Digital Frontier D

uring the second quarter of 2013, Gartner conducted a survey of 151Â participants â&#x20AC;&#x2019; who were intimately involved in making digital business strategy decisions or in locating, developing and acquiring talent for those digital business strategy endeavours. Ninety per cent of

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respondents thought that competition for talent will make or break digital business success. â&#x20AC;&#x153;The next decade will move beyond the notion of using technology to automate businesses and toward positioning technology as revenue builder, market maker and customer finder. When companies have those targets in mind, digital business

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The world of digital business does more than posing challenges for CIOs and other executives. Digital business incompetence will cause a quarter of businesses to lose competitive ranking by 2017.

becomes real. The impact of digital business will be undeniable: It will introduce new business models, cause industries to be ‘digitally remastered’ and change the way that businesses put great minds to work.,” said Diane Morello, Managing Vice President at Gartner. “Few things have jumped into the consciousness of business executives as quickly as digital business. In our recent Talent on the Digital Frontier survey, roughly one in two participants says that their digital business strategy either is their business strategy or is at least an integrated part of that business strategy,” continued Morello. She feels a digital business strategy creates value and revenue from digital assets. It goes beyond process automation to transform processes, business models and customer experience by exploiting the pervasive digital connections between systems, people, places and things. Digital business has rapidly become a lingua franca of modern business, a common and unifying language across people, whose native languages – in the modern age, the languages of organisations, companies, cultures and occupations – are unlike. To jump-start digital business activity, Gartner recommends identifying key strategy players and possessors of technology and business expertise – both inside and outside the enterprise and engaging them – to launch a digital business community of practice to enrich cross-business understanding. CIOs, who learn to orchestrate talent across multiple employment models and channels, can take advantage of global ecosystems to build digital expertise quickly. Demand is growing for insight into digital business, particularly among CEOs and CIOs – who fear that their companies may be falling behind new business models and competitive opportunities. Their concern is justified. Digital business will concentrate almost exclusively on new sources of revenue derived from new products, services, channels and information for new customers and constituencies. On top of the expectation that digital business expertise will spread around businesses within two or three years, other indicators suggest that digital business represents not an extension of the past, but rather, a different trajectory. Revenue ambitions will go unmet if CIOs and senior executives ignore the cultural and organisational challenges that accompany digital business, opined Morello. The world of digital business does more than posing challenges for CIOs and other executives. It also opens opportunities to use digital technology to reach beyond organisational boundaries, to

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Industries will be forced to be digitally remastered.

assemble problem-solving expertise from around the world, to weave a fabric of knowledge and expertise across communities of practice, and to understand and exploit new models of work. Notably, the quest for digital business expertise provides an undeniable opportunity for CIOs and HR executives to create a robust alliance that helps them meet their respective outcomes. Leadingedge CIOs become leading edge because their HR and talent strategy counterparts support them. “Together, CIOs and HR talent executives scour the globe for qualified experts and talented people and bring them into their work streams, no matter their locations or their employment arrangements. Relying solely on tactics of yesterday to find, acquire and develop digital business knowledge, skills and competencies will cause many businesses to fall behind as other businesses advance. The impact on people, talent and long-term workforce strategy will be high, and the willingness to break through stale or aging people practices will build advantage,” said Morello. She advised CIOs to work with high-influence HR executives to investigate talent orchestration, and to redesign the learning programs required to build digital business expertise. The focus should be on hiring, developing and deploying versatile and multidisciplined teams of people. Once teams are hired, the organisation should promote employee engagement – as doing so will make the organisation more attractive to prospective employees – and increase talent retention rates throughout the shift toward the digital strategy.

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- technology management for decision-makers | september 2013

business trend

Top 10

Strategic Technology Trends for 2014 Gartner has identified the top ten technologies and trends that will be strategic for most organisations in 2014.Â The information technology research and advisory company defines a strategic technology as one with the potential for significant impact on the enterprise in the next three years. Factors that denote significant impact include a high potential for disruption to IT or the business, the need for a major dollar investment, or the risk of being late to adopt.

1. Mobile device diversity and management

hrough 2018, the growing variety of devices, computing styles, user contexts and interaction paradigms will make â&#x20AC;&#x2DC;everything everywhereâ&#x20AC;&#x2122; strategies unachievable. The unexpected consequence of Bring Your Own Device (BYOD) programmes is a doubling or even tripling of the size of the mobile workforce.

This is placing tremendous strain on IT and Finance organisations. Most companies only have policies for employees accessing their networks through devices that the enterprise owns and manages. Set policies to define clear expectations around what they can and can't do. Balance flexibility with confidentiality.

2. Mobile apps and applications mproved JavaScript performance will begin to push HTML5 and the browser as a mainstream enterprise application development environment. Gartner recommends that developers focus on creating expanded user interface models including richer voice and video that can connect people in new and different ways. Apps will continue to grow while applications will begin to

september 2013 | industry 2.0

shrink. Apps are smaller, and more targeted, while a larger application is more comprehensive. Devlopers should look for ways to snap together apps to create larger applications. Building application user interfaces that span a variety of devices require an understanding of fragmented building blocks and an adaptable programming structure that assembles them.

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3. The internet of everything

he internet is expanding beyond PCs and mobile devices into enterprise assets such as field equipment, and consumer items such as cars and televisions. The problem is that most enterprises and technology vendors have yet to explore the possibilities of an expanded internet and are not operationally or organisationally ready. Imagine digitising the most important products, services and

assets. The combination of data streams and services created by digitising everything creates four basic usage models – Manage; Monetise; Operate and Extend. These models can be applied to any of the four ‘internets’ (people, things, information and places). Enterprises should not limit themselves to thinking that only the Internet of Things (i.e., assets and machines) has the potential to leverage these four models.

4. Hybrid ‘cloud’ and IT as service broker

ringing together personal clouds and external private cloud services is must. Enterprises should design private cloud services with a hybrid future in mind and make sure that future integration/interoperability is possible. Hybrid cloud services can be composed in many ways,

varying from relatively static to very dynamic. Managing this composition will often be the duty of something filling the role of Cloud Service Broker (CSB), which handles aggregation, integration and customisation of services. New enterprises are taking on the CSB role.

5. Cloud/client architecture

loud/client computing models are shifting. In the cloud/ client architecture, the client is a rich application running on an internet-connected device, and the server is a set of application services hosted in an increasingly elastically scalable cloud computing platform.

The cloud is the control point and system or record and applications can span multiple client devices. The client environment may be a native application or browser-based; the increasing power of the browser is available to many client devices, mobile and desktop alike.

6. The era of personal cloud

he personal cloud era will mark a power shift away from devices toward services. In this new world, the specifics of devices will become less important for the organisation to worry about, although the devices will still be necessary. Users will use a collection of devices, with

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the PC remaining one of many options, but no one device will be the primary hub. Rather, the personal cloud will take on that role. Access to the cloud and the content stored or shared from the cloud will be managed and secured, rather than solely focusing on the device itself.

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- technology management for decision-makers | september 2013

business trend 7. Software defined anything

oftware-Defined Anything (SDx) is a collective term that encapsulates the growing market momentum for improved standards for infrastructure programmability and data center interoperability – driven by automation inherent to cloud computing, DevOps and fast infrastructure provisioning. As a collective, SDx also incorporates various initiatives like OpenStack, OpenFlow, the Open Compute Project

and Open Rack, which share similar visions. As individual SDx technology silos evolve and consortiums arise, look for emerging standards and bridging capabilities to benefit portfolios, but challenge individual technology suppliers to demonstrate their commitment to true interoperability standards within their specific domains. While openness will always be a claimed vendor objective, dif-

ferent interpretations of Software-Defined Anything definitions may be anything but open.

IT in which IT services can be delivered. Their capabilities go beyond scale in terms of sheer size to also include scale as it pertains to speed and agility. If enterprises want to keep pace, then they need to emulate the architectures, processes and practices of these exemplary cloud providers.

Gartner calls the combination of all of these elements Webscale IT. Web-scale IT looks to change the IT value chain in a systemic fashion. Data centers are designed with an industrial engineering perspective that looks for every opportunity to reduce cost and waste. This goes much beyond.

8. Web-scale IT

eb-scale IT is a pattern of global-class computing that delivers the capabilities of large cloud service providers within an enterprise IT setting by rethinking positions across several dimensions. Large cloud services providers such as Amazon, Google, Facebook, etc., are re-inventing the way

hrough 2020, the smart machine era will blossom with a proliferation of contextually aware, intelligent personal

assistants, smart advisors (such as IBM Watson), advanced global industrial systems and public availability of early examples of autonomous vehicles. The smart machine era will be the most disruptive in the history of IT. New systems that begin to fulfill some of the earliest visions for what information technologies might accomplish – doing what

we thought only people could do and machines could not – are now finally emerging. Gartner expects individuals will invest in, control and use their own smart machines to be more successful. Enterprises will similarly invest in smart machines. Consumerisation vs central control tensions will not abate in the era of smartmachine-driven diwsruption.

Photo Credit: IBM

9. Smart machines

orldwide shipments of 3D printers are expected to grow 75 per cent in 2014 followed by a near doubling of unit shipments in 2015. While very expensive ‘additive manufacturing’ devices have been around

september 2013 | industry 2.0

for 20 years, the market for devices ranging from $50,000 to $500, and with commensurate material and build capabilities, is nascent yet growing rapidly. The consumer market hype has

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made organisations aware of the fact that 3D printing is a real, viable and cost-effective means to reduce costs through improved designs, streamlined prototyping and short-run manufacturing.

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Photo Credit: EnvisionTEC

10. 3-D printing

market scenario

Top Supply Chain Organisations Firms from Asia Pacific will strive to dominate the world stage by creating a demand-driven global value network with local execution capabilities.

espite some key challenges, Table 1. 2013 Gartner Supply Chain Top 10: Asia Pacific supply chain leaders in Asia 2013 Asia/ 2013 Return Inventory Revenue Composite Pacific demonstrated comPacific Overall Company on Assets Turns 2 Growth 3 Score 4 1 Ranking Ranking (ROA) mitment to demand-driven 1 8 Samsung 11.6% 18.5 15.7% 4.35 excellence, finds Global 2 20 Lenovo 2.5% 22.2 29.8% 2.75 Research and Advisory firm Gartner. The 3 32 Haier 9.0% 10.5 17.3% 1.85 organisation has recently published its 4 33 Hyundai Motor 9.3% 18.6 8.4% 1.85 annual ranking of the top performing sup5 36 Tata Motors 7.0% 6.3 33.1% 1.73 ply chain organisations headquartered in 6 58 Toyota Motor 1.0% 10.7 -2.5% 1.39 Asia Pacific. 7 71 Flextronics 3.8% 7.7 2.7% 1.24 According to Debashis Tarafdar, 8 85 Honda Motor 2.7% 6.7 -7.1% 1.03 Research Director, Gartner, supply chain 9 91 Canon 6.0% 3.3 0.8% 0.90 executives could apply the best practices 10 94 LG -1.6% 20.0 -6.8% 0.86 from these leaders to improve their opera2013 Top 10 Average 5.1% 12.4 9.1% 1.79 tions in the region. He says, “Mixed eco2012 Top 10 Average 6.1% 12.2 12.2% 1.76 nomic performance, volatility of demand, Average % change (2012 to 2013) -16.4% 2.2% -25.1% 1.9% rising costs, a tighter labour market, a shortage of talent and regulatory presNotes: 1. ROA: ((2012 net income /2012 total assets) * 50%) + ((2011 net income / 2011 total assets) * 30%) + ((2010 net sures continue to weigh on Asia Pacific income / 2010 total assets) * 20%) supply chains in 2013.” 2. Inventory Turns: 2012 cost of goods sold / 2012 quarterly average inventory 3. Revenue Growth: ((change in revenue 2012-2011) * 50%) + ((change in revenue 2011-2010) * 30%) + ((change in “To improve long-term supply chain revenue 2010-2009) * 20%) stability, we see many organisations 4. Composite Score: (peer opinion * 25%) + (Gartner opinion * 25%) + (ROA * 25%) + (inventory turns * 15%) + (revenue growth * 10%) investing significant resources in re-eval2012 data used where available. Where unavailable, latest available full-year data used. uating their supply network, developing All raw data normalized to a 10-point scale prior to composite calculation. “Ranks” for tied composite scores are determined using next decimal point comparison. lean manufacturing practices and creatSource: Gartner ing multi-tier supply chain visibility. As supply chains increasingly become a key differentiator and an enabler of business growth, integrated supply chain spans product, process and talent acquisition and retention assumed high people, a key reason for Samsung’s success. priority as well. In addition, most organisations Lenovo (No. 2) has moved up two spots from adopted either a hybrid or local leadership model 2012, backed by impressive revenue growth and that effectively addresses the cultural differences inventory turns. It also has improved its global between various countries,” opines Tarafdar. ranking by 23 spots, placing the organisation at No. The Asia Pacific top 10 reflects these trends 20 for 2013. Lenovo’s hybrid supply chain model (Table 1). Overall, the three-year weighted average demonstrates advanced segmentation and supply revenue growth for the top 10 Asia Pacific compachain analytic capabilities, which have helped the nies slowed down almost twenty-five per cent year company reduce costs while significantly improvover year. ing delivery performance. With over one-half of all Samsung Electronics (No. 1) has retained its its global sales coming from Asia Pacific and Latin leadership position among companies in Asia America, Lenovo’s continued focus on this region, Pacific, moving up five slots in the worldwide rankcoupled with an improved speed to market, have ing from No. 13 to No. 8. With a vision of gaining accelerated its move toward leadership in an othercompetitive advantage through product and prowise depressed global PC sector. cess excellence, it has achieved first place in 2012 Five new companies, namely – Haier, Flextronfor smartphone and overall mobile phone sales ics, Honda Motor, Canon and LG Electronics have worldwide. The company’s advanced and highly entered the top 10 in 2013 – compared to last year.

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- technology management for decision-makers | september 2013

techwatch Inventor Borrows Ideas From Nature

r. Angela Belcher, a materials chemist and recipient of the 2013 $500,000 Lemelson-MIT Prize, has drawn inspiration from nature and its ability to create materials. She believes that if organic and inorganic materials can combine in nature to produce exquisite structures, similar processes can be used in the lab to create things of which nature hasn’t yet dreamed. She has used these lessons in biology to design novel, hybrid organicinorganic materials that have been used to create environmentally-friendly batteries and clean transportation fuel, among other inventions with both commercial and social value. “The full implications of Angela Belcher’s work are only beginning to be realised and yet the applications already appear to be far-reaching,” said Evelyn Hu, Co-founder of Belcher’s two companies – Siluria Technologies and Cambrios Technologies. It took 50 million years for the abalone snail to perfect its ability to build

2013 Lemelson-MIT Prize winner Angela Belcher

its shell – a process that occurs at the DNA level. Belcher has invented a process in which she genetically engineers the DNA of benign bacterial specific viruses to interact with a breadth of

inorganic materials. This is repeated in a rapid, Darwinian-like way with billions of viruses at a time until only the most promising blends of genetic information have survived. The process has resulted in one of Belcher’s most encouraging inventions to date: the high-powered, biologicallybased battery. The battery is inexpensive to produce, and nontoxic. Currently it can power small electronic devices like a laser pointer or an LED light, although Belcher’s goal is to scale the battery to run a hybrid car. She has applied the same process to improve the efficiency of solar cells by genetically engineering viruses to more efficiently collect electrons in the solar cell system, improving the energy production by 33 per cent. Belcher’s method adds just one simple step to the standard solar cell manufacturing process, making it seamless to implement in existing solar cell production facilities. Several materials companies are currently testing the technology.

GE, Memsys Achieve Technology Milestone In Unconventional Gas Water Treatment

fter 200 hours of continuous oper ation at a Texas-based commercial disposal well, GE and Memsys Clearwater have been successful to create a new vapour compressor-driven membrane distillation (MD) system. The new system, which is used to concentrate produced water from the hydraulic fracturing process, was designed to reduce produced water disposal costs and enable water reuse. The joint project demonstrated that membrane distillation combined with vapour compression can handle the high-salinity produced waters associated with unconventional gas exploration and production. The field test has yielded positive results, which include: 100 per cent

september 2013 | industry 2.0

process uptime without any noticeable decline in performance or need for cleaning, stable performance with brine concentrations near saturation, lower energy consumption compared to conventional technology and high distillate quality. “As the cost of brine concentration comes down, it will enable more sustainable treatment options compared to trucking and deep well disposal. Since the cleaned water from the process can be reused, it also will reduce the amount of fresh water needed per well, thereby further reducing costs and ecological impact,” said Bill Heins, General Manager, Thermal Products – Water and Process Technologies for GE Power & Water.

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With completion of the project, the companies plan to continue to demonstrate this technology in other geographies and applications, as well as scaling up the process. “The ability to treat even the most challenging wastewaters with our process in combination with a vapour compressor, instead of the normally used waste heat, increases the number of possible applications even further. In this context, Memsys is increasing the production volume for its modules eight-fold, sufficient for the installation of up to 50,000 m3 of daily water treamtent capacity annually, which will be used across all possible applications for the Memsys process,” said Götz Lange, CEO of Memsys.

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Sc Presents New Mfg. Conveyance Technology

Low-cost Touch Screens − A Reality

od Emery, VP of Engineering for Superior Controls in Plymouth, Michigan, presented a case study on Battery-free AGVs and Inductive Power Transfer (IPT) assembly line conveyance at the AMS North America Conference on September 24, 2013. Superior Controls designs, builds and integrates turn-key assembly lines, including those utilising IPT, a wireless data and power transfer technology invented by Conductix-Wampfler. Emery emphasised that by choosing Battery-free AGV lines and IPT, vehicle manufacturers can dramatically improve capacity utilisation and significantly enhance line flexibility for model changes – while also creating a

Inductive Power Transfer (IPT)

Rod Emery, VP, Engineering, Superior Controls

safer work environment. In addition, installation risk is minimised because all AGVs, software and controls are proved out prior to delivery, and facility changes are quickly accomplished. Battery-free AGV Assembly Systems make better use of existing factory space. It improves capacity utilisation, builds flexibility for model changes, launches safer work environment and helps conveyance prove-out before actual installation.

High Speed Travel Technology

lon Musk, an American entrepreneur, has unveiled a transportation concept that has potential to whisk passengers 400 miles in just half an hour. His concept, ‘Hyperloop,’ is very similar to the pneumatic tubes that carry transport capsules filled with paper bundles in older buildings. The capsules would catapult through a large, almost evacuated tube. Inside, they would be pulled down the line by magnetic attraction. The journey would start with a force of acceleration like an airplane but then be turbulence free.

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Each capsule would float on a cushion of air it creates — like an air hockey table in which the puck produces the air instead of the surface. To minimise friction, a powerful fan at the front would suck whatever air is in the tube to the rear. As per Musk's plan, these capsules could depart every 30 seconds, carrying 28 people, with a projected cost of about US$20 each way between Los Angeles and San Francisco (about 400 miles). If everything goes in right way, it would take seven to ten years for the first journey.

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an you imagine turning a whiteboard, glass window or even a wooden table top into a responsive, touch sensitive surface? A low cost system has been developed by Nanyang Technological University (NTU), based on the principles of vibration and imaging that is able to track the movements of multiple fingers and objects – can do just that. Retrofitting the system onto existing flat-panel TVs will transform it into new, touch sensitive display screens, at only a fraction of the cost of new touch-sensitive display screens, which can cost tens of thousands of dollars. Once hooked up to a computer, the modified TV screens can then be used as interactive billboards, mall directories and even as

Webbanner low-cost touch screen prototype

a digital whiteboard, which can track what is drawn or written. NTU Asst. Prof. Andy Khong, who led the research, says this awardwinning system has been proven on different types of large surfaces. The team won the Prestigious Engineering Achievement Award 2012, presented by The Institution of Engineers Singapore (IES) last December. He adds, “Our system is able to transform surfaces such as wooden tables, aluminium, steel, glass and even plastics into low-cost touch screens. It means in future, you could play computer games or draw sketches on walls since almost all surfaces can be made touchsensitive with our system.”

- technology management for decision-makers | september 2013

cover story

Industrial

Water Conservation

september 2013 | industry 2.0

- technology management for decision-makers

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he population of India is estimated to reach between 1.5 to 1.8 billion by the year 2050. To avoid our country from becoming a water scarce one, availability of 3060 billion m3 fresh water is required. The average annual surface water flows in India has been estimated as 1869 billion m3 of which only 690 billion m3 can be utilised considering monsoon climate and topographical and geological reasons. The available groundwater resource due to various recharges is 432 billion m3. The country will be water stressed even if the total available water i.e., 2301 billion m3 is taken into account. Ensuring uninterrupted supply of water of adequate quality and quantity at affordable cost will be the biggest challenge for the municipalities, and industries due to the huge demand and pollution caused by discharge of untreated or partially treated used waters. In recent years, with the development of industries, increase in population and improved living standard, demand of water has remarkably increased. Municipalities are not able to provide uninterrupted water supply to the citizens. The communities in many Indian cities have to purchase drinking water at a high cost of Rs. 50 to 150 per m3. Since water has become a scarce commodity, availability of water of adequate quality and quantity at affordable cost is possibly the biggest challenge faced by the industries today. It is necessary for all the industries to positively implement all kinds of programmes and measures for effective utilisation of water resources. Chennai Petroleum Corporation, Chennai, for example, has invested a large sum of money in desalination of sea water, and is laying a pipeline to convey the desalinated water all the way to their refinery. Earlier, when faced with a severe water shortage, the refinery was the first to invest in a plant to recover water from treated municipal sewage and effluent from the refinery. Madras Fertilizers followed their example. In Mumbai, Rashtriya Chemical Fertilizers has also set up a plant to recover water from municipal sewage and use the recovered water for cooling applications.

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industry 2.0

- technology management for decision-makers | september 2013

cover story Water can no longer be taken for granted. It needs to be managed judiciously through measures to conserve, recover, and reuse, especially in industries that consume large amounts of water. Water is used in the industry for a number of applications that include cooling, steam production to generate power and other process applications besides drinking and sanitation.

Water audit

The first step in Water Conservation and Management Programme is comprehensive water Audit to arrive at a realistic water balance for the entire factory and colony. Water audits at regular intervals help the management take stock of the situation, and act before the problem escalates and threatens closure due to non availability of water. The objectives of carrying out a water audit is not only to identify areas of excessive use (and its abuse) – but also assess the quality of water being supplied for each application, and compare it with the actual requirement and optimise the cost of treating water. This involves following exercise: • Measurement of water consumption at user points by calibrated instruments. Flow through closed pipes can be measured by an ultrasonic flow measuring instrument, and the same through open channels through V-Notch weirs. • The quality and quantity of effluents generated from each section should also be assessed. Conscious efforts should be made to effect savings in cost of treating the effluent. • The next step is to establish bench marks for water consumption based on international practices for similar industries, and identify areas of excess consumption.

• An action plan should then be drawn for reducing the consumption of water in those areas. With good housekeeping discipline and perseverance it should be possible to get the result.

Conservation of water for cooling

A major portion of industrial water is utilised for cooling applications in majority of industries, and hence provides an opportunity to conserve the water by optimising the operations of cooling towers and following the best practices as given below: • It is essential to check the cooling water treatment programme, which enables us to operate the tower at optimum cycles of concentration. The quantity of make-up water decreases significantly with increasing cycles of concentration. Water meters should be installed at cooling water make-up as well as blow down line. • Use of cooling water for other purposes like floor washing should be stopped. There should be no overflows from the basin. • One should also look for any leak through the bottom floor of the tower basin, and if detected – the leak should be plugged during the annual shut down. • Loss of water due to evaporation is around two per cent of the water in circulation, and hence in areas of water scarcity, the feasibility of using air cooled towers should be explored. • Side stream filtration should be adopted to keep cooling water free of suspended solids. Backwash water from side stream filter can be recovered by installing a plate type clarifier. The quantum of water recovered can be significant in large industries like fertilizer, steel etc.

Conservation in pretreatment plant

Almost all the plants utilising surface water will have a clarifier and filter beds. Blow down from the clarifier must be treated through the sludge thickener and sludge dewatering unit (centrifuge / filter press). The clear water from sludge thickener and the filtrate from sludge dewatering unit should be pumped back to the clarifier. This will not only help in water conservation – but also reduce the cost incurred in sludge handling and disposal. The entire quantity of water used for backwashing the filters must be collected and returned to the clarifier.

Water conservation in softening plants

A major portion of industrial water is utilised for cooling applications in majority of industries, e.g., in cooling towers.

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Softening plants offer scope both for water conservation as well as for a reduction in salt consumption by opting for salt recycling. Salt recycle is effectively used in almost all the power stations in

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Maharashtra – as the entire quantity of water used for cooling is softened and the salt consumption is high. For salt recycling, it will be necessary to install an additional brine measuring tank (BMT 2) identical to the existing one (BMT 1) and modify the frontal piping. Part of the water used for slow rinsing and practically the entire quantity used for final rinsing can be recovered, and reused partly for preparation of salt solution and partly for slow rinse. Salt recovery can be made by collecting the latter half of the effluent during salt injection in a separate brine measuring tank – and using it to partially regenerate the resin during the next cycle.

Conservation in demineralisation plant

Demineralisation by the ion exchange process generates strong effluents that require dilution with fresh water or other streams low in dissolved solids prior to discharge. However, water can be recovered from the effluents generated in a demineralisation plant by installing a water recovery plant for reuse in the plant. Some plants use the strongly acidic effluents in cooling water for pH control in place of acid. There is a considerable scope to conserve water in

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any demineralisation plant, which can be ffectively achieved by following some measures: • Almost all the final rinse water during Mixed Bed regeneration can be recycled back to the filtered water tank. Part of the water used for final rinsing can be recycled back to the raw water tank as soon as its conductivity reaches the value equal to that of raw water. • Good housekeeping can significantly contribute to conservation of water in a demineralisation plant. Leaky valves and taps must be fixed immediately. Water flowing through pH and conductivity sensors must be routed to the raw water tank. • Whenever rinse water volumes increase, the reasons for long rinse should be ascertained. If it is established that the problem is due to fouling agent in water, action must be taken to fix the problem either by addition of some equipment or change over to non fouling resins or both. • Presence of non-reactive (colloidal) silica in boiler feed water high pressure boilers may result in increased blow-down. In case presence of excessive amount of colloidal silica is suspected – it may be prudent to remove it from boiler feed water by installing an ultra-filtration unit after

cover story the Mixed Bed. In case the raw water is high on organics as well, the ultra filtration unit may be located ahead of the Mixed Bed unit to take care of both issues.

Treatment of condensate

Conservation of condensate not only saves water – but also the huge cost incurred in high purity water production and chemical conditioning. This can be achieved by arresting the leakages in the lines and installing suitable treatment units (condensate polishing units) – for removal of undesirable components. Condensates with traces of hydrocarbons can be treated through the use of Oil Coalescers or specially designed Activated Carbon Filters.

Effluent treatment

Use of water in the industry produces an effluent, which needs to be treated before it can be discharged into a public sewer or a receiving stream. Treatment of effluent is necessary to protect the receiving water bodies, and ensure safe water availability to the downstream habitation. Moreover, the effluent after minimal treatment can be utilised for low end applications. Efforts should be made to treat, recycle, and reuse the effluent in the premises – so that the industry could approach towards zero liquid discharge concepts, and uninterrupted water supply for production can be ensured. Often it is possible to recover a valuable byproduct for reuse in the process and remaining effluent is now more amenable for recovery of water economically. In Tirupur, group of industries had installed a combined effluent treatment plant for treating their effluents with an option to recover the salt (Na2SO4)

Use of water in the industry produces an effluent, which needs to be treated before it can be discharged into a public sewer or a receiving stream.

september 2013 | industry 2.0

- technology management for decision-makers

and water, which is again recycled back to the process. This approach not only solved a potential problem of high TDS effluent disposal, but also resulted in practically ‘Zero-Discharge’ with significant savings in the cost of treatment of effluent.

Water conservation in offices and residential colony

As far as possible, electronically operated proximity devices – or at least press to open type of valves should be provided to reduce wastage. These types of installations result in water consumption of around 30 per cent. Supply of potable water to residential colony and other user points should be under gravity by installing water tanks on roof tops. Supply under gravity (through overhead storage tanks) will minimise wastage through splashing. Again restricting the supply to fix periods will also help in conserving water. Almost all colonies housing the factory employees will have a dedicated sewage treatment plant. Water can be recovered by installing a tertiary treatment plant, and can be used for low end applications like green belt development, gardening, flushing the toilets etc., thus conserving fresh water. Needless to say this will involve separate storage and plumbing to ensure that there is no accidental contamination with potable water in other lines like washbasins and shower fountains. The recovered water can also be used as cooling tower make-up by installing membrane bio-reactor that will produce clear filtered water.

Rain water harvesting

Rain water harvesting is yet another opportunity for the industries to ensure that the ground water gets recharged and the borewells do not run dry. The system is relatively inexpensive, however it offers multiple benefits. Water falling on the roof top is collected through channels, filtered and infiltration wells. Water is a scarce resource and it needs to be treated with all the respect it deserves. Conservation, recovery and reuse must be practised by all industries on a continuous basis – to ensure availability of adequate quantity of fresh water for use. With the available technologies the fresh water consumption can be minimised, and it is not very much difficult. Further efforts must be taken to maximise recycling of water by adopting the latest technologies available. Text credit: PIB, with inputs from the National Institute of Hydrology, Roorkee, Ministry of Water Resources.

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merger & acquisition

Suhas Baxi President & CEO Pennar Industries

september 2013 | industry 2.0

- technology management for decision-makers

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“Our approach is to move up the value chain” Pennar Industries is a multi-product, multi-location enterprise, manufacturing a wide range of value-added steel products. Recently, with the acquisition of assets of Chennai-based hydraulics cylinder manufacturing company Wayne-Burt Petro Chemicals (earlier known as Bailey Hydropower), the company is foraying into Hydraulics Business, beside its existing businesses in Steel Products, Tubes, Industrial Components and Systems & Projects. In a tête-à-tête with P. K. Chatterjee, Suhas Baxi, President & CEO of the company is focusing on their business growth strategy. Excerpts… Q What is the underlying strategy behind operating through different verticals? A Pennar has a diversified product range, which caters to a large variety of industrial applications. There are also big differences between the sales and execution value chains between the various product groups that we have; and lastly the markets for these product groups have different needs. As an example the business of steel profiles is fundamentally different from the business of auto components. Steel profiles again have product groups such as building products, infrastructure products. The customer profile, sales process, product positioning and execution process are very different from those for auto and white good components. We felt a need to create a separate organisational and market place competency for these groups. Thus, we created four business units. The strategic road map for Pennar Industries consists of measures to organically grow the existing business – through market expansion and new

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product development; along with diversification into three to four new business areas. Pennar group has a turnover of approximately 1,500 crore now. Business growth through implementation of the strategic roadmap will mean investment. And we are focused on achieving the objectives set in our strategic roadmap. Q What kind of growth potential are you finding in this dwindling market scenario? A The current market scenario is definitely tough. A number of segments such as automotive, railways and white goods are seeing negative or stagnant volumes. Organic growth in this situation has to be achieved only through market expansion; and market expansion is a slow process. Similarly, new product development, which can be another approach, is also a slow process. We do believe that both these steps are important for Pennar and expect these initiatives to yield results in near future.

industry 2.0

- technology management for decision-makers | september 2013

merger & acquisition Q How are you planning to expand your market reach?

Q What are the other new business lines that you are focusing on?

A We have already created stronger marketing setups in other regions (beyond western and southern markets). We are also working on international opportunities simultaneously. The business unit setup with focus on new applications and new products will allow us to expand our reach.

A Our approach is to move up the value chain. It is important for Pennar to provide increased value to its existing customers through combination of engineering, and other services. There are a couple of opportunities that we will be able to take to market in next six months.

Q What are your targets behind acquiring Wayne-Burt Petro Chemicals?

Q What sort of global expansion plan are you considering now?

A Hydraulic systems’ manufacturing is an important step for Pennar. Our business of tubes gets an added avenue for growth through it. Further the market for hydraulic systems consists of industry segments – such as Construction Equipment, Agri Products, Aerospace, Defence; all of which are new customer segments for Pennar. Hydraulic systems allow us an opportunity to be in product areas – where technology in products and engineering can be a differentiator; the markets are global, and Indian manufacturers have presence amongst major OEMs. This is definitely a wonderful opportunity for Pennar.

A Pennar already does business with a number of multinational companies for their Indian businesses. Our current competencies provide us a chance to become a part of global supply chain for these companies. We are focusing on quality systems and processes that will allow us to become a partner of choice for global supply chains. This, we believe in the long term, will create a more sustainable international business. Businesses such as Hydraulic Systems now provide us an entry ticket into new industrial segments and that helps. Q

Is there any more acquisition plan?

A We are looking at adding technology and

markets to our existing base. The hydraulic business is one such step. We may not be closed to similar opportunities. Q How lucrative is the global market for your infrastructure supporting business? A Infrastructure industry in developing countries will continue to be a good opportunity in medium to long term. Q Where do you wish to see Pennar Industries in the next five years?

“We are looking at adding technology and markets to our existing base. The hydraulic business is one such step. We may not be closed to similar opportunities.” 32

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- technology management for decision-makers

A We have six goals at Pennar Industries, in short: to create customer centric business processes, to be in top three by market share in India in each of our businesses, to be a benchmark for ROCE in our industry, to create a greener and safer environment, to create one of the best places to work in India and to become a billion dollar group in the process. Q What kind of attention do you pay on manpower retention? A People are the foundation of an organisation. We invest in skill development, career advancement, and work on creating an environment where they will be able to achieve their individual and collective potentials.

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event report

Standards And Regulations Are Essential Confederation of Indian Industry (CII) recently organised a seminar in Mumbai for the specialty chemicals industry…

n the capacity of the Chairman, Sub-Committee on Standards & Regulatory Regimes, as part of the National Chemicals Committee at the CII, Dr. Joerg Strassburger, Managing Director and Country Representative, LANXESS India Private Limited opened the session explaining the thoughts behind the discussion on standards. He explained that in 2011, CII National Committee on Chemicals had commissioned a report on specialty chemicals, which was foreseen to have a growth story. This report drafted by McKinsey and released in December 2011, reflected a strong need for implementing right consumption standards and regulations on safety, quality and environmental protection – to be able to leverage the growth of the user industries. The report further stated that such standards will increase the preference for longer lasting, safer and more efficient end products among the consumers. As these products normally replace old and less environmentfriendly products – and the new products are produced in units that follow a sustainable approach - consumers, the environment and the chemical industry stand to benefit at the same time. On the basis of this recommendation, the CII National Committee on Chemicals set up a subcommittee to strengthen the framework for standards and regulatory regimes in the specialty chemicals industry. It was clear that the implementation of such standards will benefit this industry and help it to realise the potential of USD 80-100 bn by 2020, as projected by Mckinsey. Speaking at the session, Alka Panda, Additional Director General, Bureau of Indian Standards (BIS), reiterated that BIS realises the importance of standards in the performance chemicals industry. She outlined some of the standards mandated by BIS, and said that standards help improve performance in the areas of quality, HSE (Health, Safety, Environment), consistency, waste management among others. She also sought the support of the industry in upgrading these standards wherever necessary.

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Dr. Joerg Strassburger is addressing the audience in the CII seminar.

Strassburger said that standards play an important role in educating the consumer about aspects like quality, impact on health and safety. Taking examples from the recently instituted tire labeling regulation in Europe, he elaborated tyre manufacturers have to be transparent to consumers about performance parameters – such as rolling resistance (fuel efficiency), wet grip (road safety) and rolling noise by putting a label on every tyre. He further added that one of the most worrisome aspects about the Indian chemical industry is that – several hazardous goods are transported in ‘unsafe’ conditions. He informed the audience that in order to overcome the challenges of this issue, an initiative called ‘Nicer Globe’ has been undertaken by seven members of the chemical industry, wherein, all vehicles carrying chemicals will be monitored through an online GPS monitoring system. He also sought the support of the government in this initiative for smooth operations. Other speakers in the discussion on standards included H. J. Gazer, President, Indian Oxides & Chemicals Limited who spoke on ‘Role of flame retardants and implications of fire safety’ and Dr. Randhir Parmer, Senior Manager, Technology, Asian Paints Research and Technology Center who presented on ‘Lead free & low VOC paints’.

industry 2.0

- technology management for decision-makers | september 2013

event report

Race For

Clean Energy

REI Expo continues to be an effective platform for the global energy fraternity to share ideas and products for the next generation.

he curtain was brought down on the seventh edition of final day of Renewable Energy India Expo, at Greater Noida, with another day of highly stimulating conversations ranging from Solar Financing to future market for investors in India. The seventh REI 2013 Expo from the 12th to 14th of September also witnessed more than 10,000 visitors from across the globe experiencing Products,

Services and Solutions showcased by the exhibitors. The highlight of the show was key participation by exhibitors from over 27 countries, who further reaffirmed their faith in the Indian renewable energy market as an attractive investment destination. Enthusiastic participation by leading international and domestic trade associations further magnified visibility for the Expo. Trade Associations like Global Solar Alliance,

In REI 2013 Expo, many global experts assembled to discuss the business potential in Indian renewable energy market.

september 2013 | industry 2.0

- technology management for decision-makers

Panchabuta, Indian Biomass Power Association, Maharashtra Solar Manufacturers Association (MASMA), Wind Indpendent Power Producers Association (WIPPA), Solar Power Developers Association, Tamil Nadu Solar Energy Developers Association (TNSEDA) and Solar Thermal Federation of India (STFI) also made their presence felt. The Expo also had support from C-WET (Centre for Wind Energy Technology), set up by the Ministry of New and Renewable Energy (MNRE), Government of India. Powerful international participation by trade delegations like JETRO and NEDO from Japan was another highlight â&#x20AC;&#x201C; wherein they also unveiled industry reports, apart from workshops conducted by Asian Development Bank (ADB), BASF, Sterling & Wilson and KPMG. Japan being the country partner attracted 29 companies under their pavilion, which showcased cutting â&#x20AC;&#x201C; edge technologies and unmatched products in the renewable energy and energy efficiency sector. JETRO acted as a catalyst for creating business

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matching opportunities in all sectors for an inclusive and scalable growth. The Japanese support has proved to be a stepping stone in Indo-Japan energy dialogue. Series of high-power conferences and workshops ran parallel to the Expo, of which, the conference on Jawaharlal Nehru National Solar Mission (JNNSM) Phase II – Industry wish list chaired by Tarun Kapoor, Joint Secretary, Ministry of New & Renewable Energy (MNRE) and supported by key Industry head honchos, was clearly the highlight of the three days. The Expo witnessed participation from leading companies like Jinko, Yingli, LTi, Bonfiglioli, Sun Power, GE, Kirloskar, Gamesa, EI Dupont, Mahindra, Sun Edison, Ballard Power, Borg Energy, Suzlon, Sterling and Wilson, Refex Energy, Enerparc Energy, Applied Material (AMAT) and 25 countries including Japan, Canada, China, Germany, Sweden, Malaysia, Austria, Belgium, Switzerland and Portugal that further enriched the experiencxe of visitors. Nitin Kasturi, Chief Strategy Officer, BORG Energy India said, “To place on record, the seventh REI 2103 Expo was indeed a great launch pad opportunity for us to showcase our flagship solar brand the ‘Astra Home Series’ and Tesla Power Station that garnered exponential interest levels ‒ pointing in the direction of much increased business opportunities.” Bikesh Ogra, President Solar, Sterling and Wilson Ltd., said, “REI is a great platform for industry experts, government dignitaries and corporates like us to interact and explore the opportunity of a mutually beneficial association.” He added, “This year we had organised a Solar Conclave. Well known industry experts

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Active and effective exchange of ideas continued in REI 2013 Expo.

Detailed and touch-feel demonstration brought the developers and users more close.

and speakers graced the event by sharing their perspective in the panel discussion about the challenges and opportunities that are present in India’s renewable energy sector.” “It was a very heartening and encouraging experience for us at Inox, fastest growing Wind Turbine manufacturer in India, as this was a perfect platform to

showcase our latest technology best suited for Indian climatic conditions and also our best in class execution capabilities. Inox Wind Limited a fully integrated player in the wind energy market was one of the main participants in the Renewable Energy India Expo,” said Kailash Tarachandani, Chief Executive Officer, Inox Wind Limited.

industry 2.0

- technology management for decision-makers | september 2013

control & automation

Unlocking

Energy Savings In today’s tough economic environment when manufacturing organisatons run their operation and maintenance activities with very lean teams, need for timely, accurate and comprehensive process information is very vital. To address the emerging need, Schneider Electric has rolled out PlantStruxure Process Expert System (PES), a next generation Distributed Control System (DCS) that combines the best of PLC/ SCADA, such as ease-of-use and openness, with the integration, single database, and powerful diagnostic capabilities of a traditional DCS to form an innovative and energy-aware DCS. In an exclusive talk with P. K. Chatterjee, Sudhir Dembi, General Manager Plant Solutions, Schneider Electric India, highlights the critical features of the DCS. Excerpts… 36

september 2013 | industry 2.0

- technology management for decision-makers

Sudhir Dembi, GM - Plant Solutions, Schneider Electric India

Q What are the most innovative elements of PlantStruxure PES? A PlantStruxure PES is a DCS. It provides integrated services to engineer, operate, diagnose and maintain a control system application. With PES, the engineering is done through object oriented configuration using libraries of object templates. It is based on the collaboration of different software (called ‘participants’) and a single database for the control system application, with the capability to accept new participants and third-party components. As such, PlantStruxure PES is much more

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open and flexible than a traditional DCS. This is a Platform Automation System that goes beyond the pure values of a DCS. Within PlantStruxure PES, smart objects put key process data right at the fingertips of operator and maintenance teams. Through unique navigation services, the right person gets the right information at the right time, speeding up diagnostics, cutting downtime, and bringing productivity to a whole new level. So, we add operational intelligence. It captures and presents data coherently based on system-wide cross-references, giving operators a complete view of the production process. It supports today’s very lean teams with process and automation knowledge, and clear process info that are crucial to driving production efficiency, including trend data, advanced alarm and events capabilities and knowledge of historical performance. Q Did you conduct any application oriented study to develop the DCS? A PES is an energy-aware DCS. The ability to display energy and production data on the same graph over time enhances our ability to identify energy waste. However, it still does not illustrate the complexity of the industrial process and how it creates energy demand. In order to relate energy to production, a specific level of energy consumption must be allocated to a specific process. In such cases, data may have to be aggregated from multiple energy sources. In addition, the energy consumption will have to be divided into intervals of common production (process segments), so that targets can be set and comparisons can be made. To aggregate the energy within a single process, electrical and non-electrical data from a large number of sources across a network will have to be combined. This is available in PES that is a huge difference with traditional DCS. Q What are the benefits from the developers’ and consumers’ points of view? A PES offers many benefits to the developers. First and foremost, I would like to highlight the reduction in configuration time – thanks to the objectoriented design that inputs information consistently across the control and operator interfaces. This means customers will be able to get their systems up and running more quickly, reducing their time-to-market and giving them the chance to fulfil more business opportunities. Consistency is also achieved through a single database, which helps increase the quality of the project by reducing the risk of human or configuration error – this is also important for change propagation. Some other

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important benefits you should be aware of include: • A single repository of the whole control system application that allows to take into account the different LifeCycles (application, plant etc.) • Pre-tested general purpose, advanced and segment libraries that minimise the time needed to spend testing the system, even for process aware objects and equipment • Open objects mean you can more easily develop a completely customised application. Q

Could you give little more clarity on it?

A For the design of an application, the unique

database of PlantStruxure PES makes it possible to create consistent data for the control and the operator interface systems at the same time. In addition, propagation of changes is managed by the system platform, so when a modification is made, either in an object template or by changing the settings of object parameters, the changes are captured and cascaded across the system, saving you a huge amount of time in manual configuration. The open object-oriented foundation, built on the fact that an object can be seen from different points of view (called facets), is the basis of a very modular efficient development approach. Q

How does it eliminate waste of energy?

A Efficiency during operation is impacted by the

devices and their particular configuration. Entering device configurations into the DCS system will help better control efficiency performance. In order to accrue non-operational energy savings, an organisation can look to open standards for guidance. The Open Device Vendor’s Association (ODVA) standards enable DCS systems to engage their energy saving modes. To be effective, ODVA standards need to be integrated into DCS libraries. In this way, energy is saved both during production stoppages and during partial process downtimes. This offers libraries not only for the purpose of assisting customers in achieving process goals – but also focuses on achieving the goal of energy efficiency. These libraries are also pre-designed to support energy and production data collection and to facilitate benchmarking and comparison. The power of having energy info available within the DCS is the ability for the DCS to constantly track its energy intake relative to the targets identified for analysis. The effort taken to execute a process is a great indicator of the progressive reduction of inefficiencies in the process. The PES can constantly track the deviation between consumed energy and target, and give an early indication of equipment wear or an obstruction in the process.

industry 2.0

- technology management for decision-makers | september 2013

supply chain

Enabling

Indian Mobile Refrigeration Technology advances, sophisticated modeling software and analytics, and access to data have enabled a more intelligent, information-driven approach to choosing the optimal operating parameters for any given load, reducing fuel consumption and keeping TRUs running efficiently. By Sudarshan Ananth

he constant fluctuation in the prices of diesel fuel is a reminder of what and how the economy is impacting every business – that is either emerging or established for many years in this country. Take the case of transport refrigeration; companies today need to keep in mind this price rise and improvise via innovative technologies and practices – to improve their bottom-line performance and equate efficiency on fuel consumption simultaneously.

The Indian transport refrigeration market over the years has been showing strong signs of growth; however, this market is still at a very nascent stage and needs substantial investment in technology and vehicle manufacturing in order to meet the demands of transporting perishable products over long distances. Refrigerated trucks and trailers have become more energy efficient over the last decade – because of improvements in design, insulation and, most importantly, refrigeration and control technology. Today’s Transportation Refrigeration Units (TRUs) use less fuel than earlier generations of equipment. From a transportation perspective, these could benefit from specific vehicles that possess the capability to operate under

september 2013 | industry 2.0

- technology management for decision-makers

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Photo Credit: www.photos.com

Transport refrigeration units are more efficient than ever

more challenging conditions, and are conducive to the changing Indian climate. As per the recent National Centre for Cold-chain Development (NCCD) data, the number of reefer trucks in India stands somewhere between 7,000 to 8,000 – as compared to a demand of more than 25,000 trucks. This data illustrates compelling circumstances that present a vast opportunity for companies to introduce transportation equipment and vehicles – and successfully capture the market at an early stage. Recently, advanced controls have also become a major source of contribution towards economic growth. Automated control systems enable refrigerated fleet operators to reliably maintain optimum temperature for any given load. The system is able to automatically cycle the TRU through various operational modes, to maintain the desired temperature, reducing fuel consumption by as much as 80 per cent. Fuel-saving innovations do not stop there. New smart solutions give refrigerated fleet operators the opportunity to squeeze even more fuel economy from their TRUs. The availability of data and sophisticated analytical and modeling tools give fleet operators and their customers – the ability to determine the optimal set point and control parameters for each load, which is critical as maintaining the temperature during transportation is an essential aspect of moving perishable goods from one point to another. Truck manufacturers therefore, need to be wary of the requirements in terms of fuel economy, refrigerated solutions that are integrated with their vehicles and correct use of technology and resources at disposal to avoid any wastage of the load being carried. These modeling tools take such variables as box size and insulation rating, load type and size, door openings, set point, restart temperature, operating mode and ambient temperature into account to enable operators and their customers to choose the optimum control parameters for a particular load.

New capabilities let operators, shippers ask ‘what if?’

They also provide a highly accurate view of how changes in operating variables can impact TRU performance. The ability to do ‘what-if’ modeling using multiple variables gives shippers and operators the information they need to have productive discussions and make sound, data-supported decisions – to improve efficiency and reduce fuel costs, without sacrificing the safety and freshness of the cargo being transported. Adjusting the restart temperature can also reduce fuel consumption. Using the same load as

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in the previous example with the set point at -10 degrees, moving the restart temperature from 5 to 9 degrees would deliver an additional 10 per cent in fuel savings. Modeling tools can be used to show the effect of making changes to several operational parameters simultaneously. For instance, in this example, if the shipper agrees to change the set point temperature to -7 degrees and the restart temperature to 7 degrees, a 10 per cent fuel savings can be achieved from the base condition of -10 degree set point and 5 degree restart.

Better data drives better performance

Refrigerated fleet operators are constantly looking for ways to improve operations, reduce costs and leave a smaller environmental footprint, while still meeting the ever-increasing demands of their customers and consumers.

As per the recent NCCD data, the number of reefer trucks in India stands somewhere between 7,000 to 8,000 – as compared to a demand of more than 25,000 trucks... Technology advances, sophisticated modeling software and analytics, and access to data have enabled a more intelligent, information-driven approach to choosing the optimal operating parameters for any given load, reducing fuel consumption and keeping TRUs running efficiently. In conclusion, a recommended approach for industry players in the mobile cold chain business would be to work in tandem with government entities – in order to increase awareness of transport refrigeration by using public forums such as the India Cold Chain show and India Cold Chain summit. The government would also benefit from an increased penetration of transport refrigeration in India, if it were to take this step. In addition to that, putting out subsidies and offering incentives for corporations to invest in the cold chain business in India – as well as introducing business friendly reforms could make way for an efficient model of business for mobile cold chain companies. The author is the Vice President and Business Leader for Thermo King India, a brand of Ingersoll Rand. The company is celebrating its 75th anniversary this year.

industry 2.0

- technology management for decision-makers | september 2013

management & strategy

WORKING CAPITAL Cash conversion cycle gets longer during recessions. How to manage an optimal level of working capital at that time? Read onâ&#x20AC;Ś By Jaspal Kahlon

orking capital pertains to funds invested in running the business. In a nutshell, it covers for the timing differences in cash inflows and outflows. Its quantum varies by the companyâ&#x20AC;&#x2122;s business terms with its customers and suppliers, nature of industry and its size. In a normal run-rate scenario, firms are able to negotiate standard supply terms, and have reasonable predictability for receivables, system-based controls exist and that ease defining the level of inventories to be maintained. Hence, working capital management is implicit in functioning of a company, and is more often not a subject matter of discussion in top management meetings. However, the same is not true during tough economic scenarios. Cash conversion cycle (a measure of days by when the raw material is converted into cash) gets longer during reces-

september 2013 | industry 2.0

Criticality of managing an optimal level of working capital gains prominence during tough economic scenarios. sions. Criticality of managing an optimal level of working capital gains prominence since it has an impact on profitability. Empirical research has found a negative relation between cash conversion cycle and firm profitability. How can an extended cash conversion cycle be funded? Four major sources exist: Cash credit limits from Banks, Creditors, Internal accruals and Equity (not mentioning any liquid assets like fixed deposits etc., since they are ultimately parts of internal accruals). If we reason the sources listed above are in pecking order, then we foresee no constraints for large and/or profitable com-

- technology management for decision-makers

panies. They have the flexibility and power to tide over tight liquidity conditions. However, itâ&#x20AC;&#x2122;s a different story for less profitable and smaller companies. Small and less profitable (with no free cash) have limited options. Stretching creditors citing non-availability of funds is the first option in the pecking order for such companies. Banks cannot be approached for support on a short-notice. Further, they may refuse to lend for slower production cycle and demand more collateral from promoters. This may lead the company into a vicious cycle of production loss due to delay or non-availability

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of raw material – and ultimately loss of sales. Producing at par or below economic break-even quantity coupled with rise in production cost, the company is at risk of incurring losses that ultimately raise its dependence either on creditors, banks or promoters. Estimating, working capital required may be a system-based approach in case of large companies – where the ERPs may shell out reports on average days and limits utilised during a financial year. However, it is a much more critical and tedious process in case of smaller and less profitable ones. The projected business targets are heavily contingent on the liquidity management. Plan B has to be well thought out to tide over any short-term troughs. The ‘finance head’ is ultimately responsible for reviewing the business plan thoroughly, engage with sales and purchase teams to assess the expected receivables and credit days available from suppliers. He/she should draw a detailed action plan that gives due consideration to issues listed below. • Understanding the volatility of WC gap: Understanding month-on-month sales split is the first important determinant in estimating the working capital requirement. In case of seasonal business, this is expected to be heavily skewed for 3 to 5 months during a financial year – when more than 60% of annual sales are achieved. While planning for funds, a thorough consideration to requirement at the time of entering the peak season and exiting should be given. Usually, before the start of the peak season, the company is expected to be facing overdue creditors – since it had been grappling with a longer cash conversion cycle. Bank limits may be 100% utilised, and sudden rise in orders will push for higher purchase volume – but suppliers

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may refuse to supply till their over dues are cleared. Similarly, while exiting the ‘peak’, you may be expecting your customers to delay the due payments beyond the pre-agreed credit period. • Plan well ahead: Banks insist on obtaining external credit rating before accepting any renewal or enhancement in limits proposal from companies. Further, approval of limits may come with additional stipulations that are to be addressed before having a 100% disbursement of sanctioned limits. Bankers, at the time of accepting the enhancement proposals prefer visiting the mfg. unit, to understand in detail the business plan – and to conduct a thorough diligence on company’s operating plan. In a nutshell, a min. of 3 to 5 months may be taken by the bank before you see drawing power in your CC accounts. Thus, planning for limits that are required, say for Jul-Oct 2014 peak season, you should draw two year projections (both for Apr-Mar 2013 and Apr-Mar 2014), and ensure the proposal is at the bank’s desk by Dec. 2013. • Build flexibility and exploit all short-term funding instruments: Banks usually define sublimits within the overall limits they sanction. Under the fundbased category they may have sub-limits for Dollar funding for exports called EBRs, SLC (Standing Line of credit), and FCNR (B)

With annual supply contracts in place specifying a fixed quantity on a month-onmonth basis, action on a ‘stocking strategy’ well ahead of peak season is easier.

(Foreign Currency Non-resident). Your proposal should take note of all options since they may help lower the interest cost. FCNR (B) funds may be available, subject to rating of the customer from 8 to 12% with hedging cost. While EBRs may cost max 2.5 to 5% p.a. compared to INR limits that cost 10 to 15% p.a. Under Non-fund based limits, LC and bank guarantee limits should be proposed, which are useful at times to sign long-term contracts with customers. LC limits may be useful in securing longer credit from suppliers – who refuse to extend the credit days or define credit limits that get exhausted earlier during peak season supplies. Banks also have instruments – where the drawing power can be varied across the year considering the seasonal nature of business. Use of this option, will normalise the funds and help maintain optimal banking limits. • Firming up the strategy: Companies can also plan for ‘stocking strategy’ in a build-up to peak season. But, this requires due consideration to the load factor of manufacturing during peak season, product range and foreseeability of orders from customers. With annual supply contracts in place specifying a fixed quantity on an m-o-m-basis, action on a ‘stocking strategy’ well ahead of peak season is easier. Instead, a company may opt to go full throttle during peak season, and limit the production during off-season. In this case, the fixed operating costs coupled with ability to ramp-up production in a short-span of time come into consideration. In conclusion, giving due consideration to a planning process and evaluating a comprehensive set of business scenarios better equip the ‘finance head’ towards funding needs of the company.

industry 2.0

- technology management for decision-makers | september 2013

management & strategy

Getting

More out of

Less

Most of the organisations make annual business plans as an everflourishing company. Yet, most of them fail to achieve that state in execution. Why so? What is the recipe for being an ever-flourishing company? Read on… By Satyashri Mohanty

n analysis of the equipment-manufacturing industry in India, during the economic boom of 2009-2012, reveals an interesting pattern. About 43% of them show a consistent y-o-y sales growth. Out of these, only 21% achieved consistent y-o-y profit growth. However, barely 8% of the companies demonstrated a consistent ROCE (Return On Capital Employed) of greater than 25%. There are four types of companies in this sector. Ever-flourishing Organisations, which are able to show consistent sales and profit growth, while maintaining a high ROCE. Asset-inefficient Organisations, which maintain sales and profit growth, but are unable to maintain a healthy ROCE. Turnoverbiased Organisations, which grow topline consistently, but are unable to maintain consistent profit growth. Starving Organisations, which are unable to grow consistently because of lack of orders. Most of the organisations make annual business plans as an ever-flourishing company. Yet, most of them fail to achieve that state in execution. The reasons are: • Uncertainty and time lag between manufacturing capacity enhancements and additional demand, • Disproportionately higher working capital required for managing the higher sales and • Increasing management strength (to improve coordination) without getting corresponding increase in output.

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Recipe for becoming an everflourishing company

The only way to be an ever-flourishing company is to be in a state where the rate of growth of sales (and gross contribution) is always higher than the rate of growth of total fixed expenses and working capital requirements. This can happen only when the company has the: • Ability to get significantly more output than the ‘best ever achieved in full load conditions’ from current capacity, cash and management bandwidth, • Ability to maintain an adequate order backlog, without dropping prices and • Ability to always create disproportionately more capacity from small incremental investments. A company can get significantly more output than the ‘best ever achieved in full load conditions’ only when there is ‘hidden’ capacity. At the same time, it can generate additional orders from the same market and products, when there is ‘hidden’ unfulfilled demand in current market. Any other strategy of expanding by adding new plant capacities or going to new markets with new

Financial trend (between FY09 to 12) of top 400 Equipment Manufacturing Companies of India 50% 40% 30% 20%

43% 21%

10% Companies showing consistent sales growth in every year.

Companies with consistent profits growth in every year.

8% Companies with ROCE >= in every year.

Source: CMIE Database

products without first generating additional significant surplus cash (higher ROCE) cannot guarantee an ever-flourishing status.

Revealing the ‘hidden’ capacity

Most equipment manufacturing companies define capacity in terms of the best physical output, with a specific product mix, achieved in a month. But this does not reveal the inherent potential. The correct way of looking at capacity is to measure the exact touch time on the constraint work centre (like the actual time spent in metal removal in a drilling machine, or the time spent in assembly when complete components kit is available) and compare it with available calendar hours in a month. The ‘theoretical’ numbers arrived in most cases, using the suggested method, are at least twice the best output ever achieved by the plant. Large part of the big gap between the ‘theory’ and ‘actuals’ is usually explained by periods of starvation in which the critical work centre waits for either material or operators.

Capacity and cash guzzler: the monthly planning system

Most equipment-manufacturing organisations (other than large equipment where every component is engineered for an order) follow a monthly

The correct way of looking at capacity is to measure the exact touch time on the constraint work centre (like the actual time spent in metal removal in a drilling machine, or the time spent in assembly when complete components kit is available) and compare it with available calendar hours in a month.

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industry 2.0

- technology management for decision-makers | september 2013

management & strategy planning system. A snapshot of actual execution performance is taken at the end of the ‘current’ month and a fresh plan for next month is made, considering order done closer to ‘current’ month end; vendors are able to react to it well into the start of next month. As different feeding components have varying lead times, it takes time to complete a full kit. As a result, capacity is lost in the first half of the month. WIP (Work-in-Progress) goes up, as initial work centres are kept busy processing whatever components arrive. Pile-ups happen in front of assembly points with WIP and raw material inventory ballooning as the month progresses. Production of missing parts is expedited, which in turn affects the scheduling of other parts, creating a vicious loop of more de-synchronisation for assembly and loss of capacity (additional set ups) in parts manufacturing. Consequently, even when WIP piles up, de-synchronisation causes under-utilisation at assembly. Capacity is lost, not only when there is very low WIP, but also when there is excessive WIP. As the full kits start getting ready, the remaining time (capacity) available in the month, to complete the entire plan falls short. Significant quantum of orders gets spilled over to the next month. By the end of the month, to show a lower inventory in management reports, plant managers stop inflow of parts, which cannot help in the current month’s billing. The practice forces vendors to wait for fresh plans to get the right picture. At the end, a snapshot is taken of pending orders and excessive WIP and raw material, and a new plan is made after ‘netting’ off. The same cycle of starvation in first half and pile up in second half repeats every month. If the lead-time of manufacturing the equipment

The only sustainable way to improve output of equipment manufacturing plants is to ensure synchronisation of parts (full kits) at assembly operations throughout the month.

september 2013 | industry 2.0

- technology management for decision-makers

is higher than a month, then such skewed output waves can also be observed towards each and every quarter end. The ‘wave-based’ movement of inventory requires high working capital due to peak WIP during the middle of the month, and skewed dispatches (which cause a large volume of receivables to be due almost at the same time).

The solution, which isn’t!

Organisations have tried to tame the wave by creating rolling plans – one-month ‘firm’ (immediate next month) and subsequent two months ‘tentative’ to improve utilisation of first week. Companies with lower lead times create a tentative plan by around 15th of previous month followed by a ‘fixed’ plan by month end. However, high level of expediting weakens the reliability of such projections. So, suppliers do not react to tentative plans, everyone waits for the arrival of the end of the month ‘firm’ plan.

Exploiting the hidden capacity

The only sustainable way to improve output of equipment manufacturing plants is to ensure synchronisation of parts (full kits) at assembly operations throughout the month. The prime reason for de-synchronised parts supply is the visibility of the entire order backlog to the parts manufacturers. This visibility causes them to ‘cherry pick’ components for processing across order backlog - for better efficiencies. Various part manufacturers have their own unique preferences for cherry picking. Thus, parts arrive in de-synchronised manner for assembly. A restricted visibility, with clear order level priorities forces focus on few orders, which in turn improves synchronisation dramatically. The lead-time of orders comes down dramatically. Uniformity of inventory flow prevents creation of ‘temporary constraints,’ thus revealing the hidden capacity. With improved flow, the ‘real’ constraint is exposed. Few improvement projects on the constraint increase the output further. A process of ongoing improvement can be launched to incrementally address each constraint, as they are exposed with increasing volumes. As the reliability of delivery improves, and spillovers of orders are negligible, there is no need to re-schedule orders every month end or weekend. Monthly planning can be changed to a daily perpetual planning - where orders are scheduled, based on available capacity, as and when they arrive. Lower lead-time and uniformly staggered deliveries across the month reduces working capital requirement dramatically.

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Revealing and exploiting the ‘hidden’ market

With the implementation of such flow processes, the variance in lead-time performance comes down dramatically. The resultant impact is very high reliability in deliveries. When most competitors are unreliable (i.e., commit and execute within a wide range of lead times), the capability of one player to commit and execute with lower lead time and specific delivery dates can be disruptive in the market. The previously ‘un-addressed’ delivery sensitive customer segment is likely to shift volumes to such suppliers en-masse. In almost every equipment category, there are two classes of customers. Large institutions that buy customised products in big volumes, and many small businesses or house holds that tend to buy in very small quantities with minimal customisation. Typically, the gross contribution percentage of such small orders is much higher than that of large institution orders. But most organisations neglect the ‘smalls’ because of the following reasons: • Large orders give higher sales output as compared to small orders for same effort, • Small customers are many and spread out; a larger sales team would be required to reach out to them and • The plant generally prefers large orders for higher efficiencies. When the plant is loaded with large orders, the lead-time of small orders become long and unreliable. Customers of ‘smalls’ shy away from placing orders on large companies.

Plants generally prefer large orders for higher efficiencies.

With reliable delivery and customer preference, the efforts of sales team reduce significantly. The released capacity in the plant and the flow system enables delivery of small orders in shorter lead times. With these enabling conditions, a company can reach out to geographically spread out customers of ‘smalls’ by establishing a strong network of sales agents. The lower lead times enable agents to place confirmed orders rather than anticipated orders. Eliminating the risk of un-confirmed orders, enables the company to sell ‘smalls’ with advance payment. The sales efforts become negligible as small orders can be managed on ‘autopilot.’

Risk-free expansion Symptoms of a plant with ‘Hidden’ Capacity Nos

Dispatch

Output

WIP

Week 01

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Week 02

Week 03

Week 04

In an environment of skewed flow, temporary constraints emerge at many places in the supply chain. When managers plan for growth in such environments, they tend to add capacity in many places. However, in an organisation with a uniform inventory flow, the real constraints are always in few places. This enables organisations to invest in small incremental lots. The released capacity is used for supporting the growth in sales. This incremental approach can continue till available opportunity in current capacity and current markets is sufficiently addressed. The ROCE and operating surplus improves dramatically, thus creating a platform for adding new plants, serving new markets or creating new products with much lower risks, hence enabling an Ever Flourishing organisation. The author is a Founding Director of Vector Consulting Group. He may be contacted through e-mail: Satya@vectorconsulting.in.

industry 2.0

- technology management for decision-makers | september 2013

product gallery Datacenter Solution

3D Documentation Tool

he SmartRow Solution is a datacenter solution produced by Emerson Network Power. It is applicable to the indoor environment such as medium and small-sized datacenter or computer room. As per the manufacturer, it supports up to 40kW of IT equipment in a multi-rack configuration with integrated power, cooling, infrastructure management and fire suppression. Emerson Network Power Tel.: +91 22 3315 4400 Website: www.emersonnetworkpower.com

he new FARO Laser Scanner Focus3D X 330 surpasses previous models in functionality and performance. With a range almost three times greater than previous models, the product can scan objects up to 330 metres away and in direct sunlight. As per the manufacturer, with its integrated GPS receiver, the laser scanner is able to correlate individual scans in post-processing – making it ideal for surveying based applications. Focus3D X 330's measurement accuracy has been increased and noise has been reduced, providing three dimensional models in a photo-realistic style. FARO Business Technologies India Tel: +91 11 4646 5644 Website: www.faro.com

Pressure Sensors

oneywell offers its IP Series of industrial pressure sensors. The product line includes models, designed to offer reliable, repeatable pressure measurements in a variety of industrial manufacturing environments and applications. Honeywell Models IPG1 and IPG2 offer robust pressure measurement with accuracies of 0.15% and 0.25%, respectively. Fusion Technical Services Tel.: +91 80 6649 0770 Fax: +91 80 2836 5089

Finishing Machines

Pneumatic Actuator Positioner

SB supplies new generation of multifunctional valve control units and positioners for pneumatic quarter-turn and linear actuators. The company’s AMTRONIC and SMARTRONIC incorporate functions ranging from simple open/close control of a pneumatic valve with open/closed position signalling to control tasks, which are independently completed from a higher-level control station. The VDI/VDE interface between positioner and actuator enables the positioner to be directly mounted to KSB’s own quarter-turn actuators of the Actair and Dynactair series. KSB Pumps Ltd. Tel.: +91 20 2710 1231 Website: www.ksb.com

MEMS Accelerometer

T340FC digital finishing line features an automatic knife positioning system and an integrated full-automatic 4-spindle turret. This is a fully modular, versatile finishing machine with a rich standard feature set and a full complement of optional finishing modules designed to complement digital printing operations. Standard with a fully integrated flexo printing station and a semi-rotary die cutting unit – including high accuracy register control, it is suitable for varnishing, die cutting in register, slitting & rewinding of printed or blank labels.

nalog Devices has introduced a 3-axis, 200-g digital MEMS (Micro Eelectro Mechanical Systems) accelerometer with the highest bandwidth and lowest power in its class. The ADXL375 MEMS accelerometer continuously measures the duration and magnitude of impact or shock events within the full-scale range of ±200 g without saturation. The new sensor consumes 140 μA at a full bandwidth of up to 1,600 Hz. The ADXL375 is suited for low- and battery-powered wireless sensor networks used in concussion detection, transportation, asset tracking and other applications that are subject to sudden, high-magnitude forces.

RotoControl Tel.: +49 (0) 4154 70940 0 Website: www.rotocontrol.com

Analog Devices India Tel.: +91 80 2520 8090 Website: www.analog.com

september 2013 | industry 2.0

- technology management for decision-makers

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Scanning Technology

RFID Tags

ARO Technologies has released the new FARO Edge Laser Line Probe ES. Power of the new Laser Line Probe combined with the flexibility of the FaroArm creates the world’s smallest and lightest contact/non-contact portable measurement system, the FARO Edge ScanArm ES. The ScanArm ES is the latest advancement in FARO’s Laser Line scanning sensors, featuring Enhanced Scanning Technology (EST), which is the combination of multiple hardware and software improvements designed to boost performance by improving the ability to scan challenging surfaces.

y affixing long range RFID asset tags to each fixed asset, managers can timely capture the presence, identification, tracking and location of campus assets, while RFID readers read RFID tags. Furthermore, long range RFID asset tags have the ability to realise the real-time update of data and the dynamic control over important assets. Daily RFID Co., which belongs to PAN Group Co., has been focusing on the research and development of EPC & RFID technology, such as long range RFID asset tags with low price in China. All Daily RFID asset tags work on the global frequency of 860 to 960MHz and comply with ISO 18000-6C standards. As per the company, because of adopting the advanced EPC Gen2 technology, long range RFID asset tags have several obvious advantages, including convenient reading, fast identification, big data capacity, long service life and easy integration, etc.

FARO Business Technologies India Tel.: +91 11 4646.5644 Website: www.faroasia.com/Edge/in

Daily RFID Co. Tel: +86 20 86346357 Website: www.rfid-in-china.com

Business Index Company.............................................................................................................Page No. Analog Devices India.........................................................................................................46 Applied Material (AMAT)...................................................................................................34 Asian Development Bank (ADB).......................................................................................34 Asian Paints.......................................................................................................................33 Ballard Power.....................................................................................................................34 BASF...................................................................................................................................34 Bonfiglioli...........................................................................................................................34 Borg Energy.......................................................................................................................34 Bureau of Indian Standards (BIS).....................................................................................33 C-WET (Centre for Wind Energy Technology)...................................................................34 Cambrios Technologies.....................................................................................................22 CG......................................................................................................................................07 Chennai Petroleum Coporation.........................................................................................25 CII.......................................................................................................................................33 Continental....................................................................................................................... 04 Daily RFID Co.....................................................................................................................47 Delta Displays................................................................................................................... 06 DISA India...........................................................................................................................05 EI Dupont...........................................................................................................................34 Emerson Network Power...................................................................................................46 Enerparc Energy................................................................................................................34 Ensto India......................................................................................................................... 14 FARO Business Technologies India .............................................................................46, 47 Forbes Marshall ................................................................................................................ 04 Foster Wheeler...................................................................................................................07 Fusion Technical Services..................................................................................................46 Gamesa..............................................................................................................................34 Gartner .................................................................................................................... 17, 18, 21 GE.................................................................................................................................22, 34 Global Solar Alliance..........................................................................................................34 Honeywell ..........................................................................................................................05 IBM ................................................................................................................................... 04 Indian Biomass Power Association...................................................................................34 Indian Oxides & Chemicals Limited..................................................................................33 Infineon..............................................................................................................................05 Ingersoll Rand....................................................................................................................39 JETRO, Japan ....................................................................................................................34

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Company.............................................................................................................Page No. Jinko...................................................................................................................................34 Kirloskar.............................................................................................................................34 KLT......................................................................................................................................11 KPMG.................................................................................................................................34 KSB Pumps Ltd..................................................................................................................46 LANXESS India...................................................................................................................33 Lti.......................................................................................................................................34 Maharashtra Solar Manufacturers Association (MASMA)...............................................34 Mahindra............................................................................................................................34 Memsys Clearwater ..........................................................................................................22 Mindtree.............................................................................................................................07 Nanyang Technological University (NTU).........................................................................23 National Research Foundation (NRF) Singapore............................................................. 06 NEDO, Japan......................................................................................................................34 NTPC Ltd........................................................................................................................... 06 Panchabuta........................................................................................................................34 Pennar Industries .............................................................................................................30 Refex Energy......................................................................................................................34 Ricoh India........................................................................................................................ 04 RobecoSAM.......................................................................................................................05 RotoControl.......................................................................................................................46 Schneider Electric India....................................................................................................36 Siluria Technologies...........................................................................................................22 Solar Power Developers Association.................................................................................34 Solar Thermal Federation of India (STFI)..........................................................................34 Sterling & Wilson...............................................................................................................34 Sun Edison.........................................................................................................................34 Sun Power..........................................................................................................................34 Superior Controls .............................................................................................................23 Suzlon................................................................................................................................34 Tamil Nadu Solar Energy Developers Association (TNSEDA)..........................................34 Thermo King India.............................................................................................................39 Vector Consulting Group...................................................................................................45 Western Cluster Limited (WCL), Liberia...........................................................................07 Wind Indpendent Power Producers Association (WIPPA)................................................34 Yingli..................................................................................................................................34 Zinnov................................................................................................................................07

industry 2.0

- technology management for decision-makers | september 2013

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