Mt 01 03 2018

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CUTTING TOOLS CUT OUT FOR GROWTH

AUTO ENGINEERING RACE TO THE TOP

ANANT GOENKA, MD, CEAT TYRES, CANNOT STRESS ENOUGH ON THE EFFICACIOUS SYSTEMS AND PROCESSES HE HAS PUT IN PLACE THAT HAS MADE THE COMPANY A STRONG CONTENDER IN THE MARKET Published by ITP Media (India)

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CONTENTS

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IN THE FRONT SEAT

ANANT GOENKA, MD, CEAT TYRES, CANNOT STRESS ENOUGH ON THE EFFICACIOUS SYSTEMS AND PROCESSES HE HAS PUT IN PLACE THAT HAS MADE THE COMPANY A STRONG CONTENDER IN THE MARKET.

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CUTTING TOOLS WITH NEW MATERIALS TO MACHINE AND EVOLVING CUSTOMER NEEDS, DRILLING & BORING TOOL VENDORS HAVE THEIR WORK CUT OUT FOR THEM, YET ARE AIMING FOR SUSTAINABLE GROWTH.

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DIE & MOULD WITH INNOVATIVE SOLUTIONS ON OFFER AND A VIEW TO PRODUCE FOR GLOBAL MARKETS, THE INDIAN DIE & MOULD INDUSTRY IS POISED FOR THE EXPECTED RISE IN DEMAND.

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HEAVY ENGINEERING WITH THE PUSH IN PUBLIC SPENDING ON INFRASTRUCTURE, THE INDIAN HEAVY ENGINEERING INDUSTRY HAS A CHANCE TO COUNTER INHERENT CHALLENGES AND FOSTER GROWTH.

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ENGINEERING EXCELLENCE IN AUTO AUTOMOTIVE AND COMPONENT MAKERS ARE REPEATEDLY TURNING TO R&D TO BRING IN EXCELLENCE WITH EACH MODEL.

MARCH 2018 | Manufacturing Today

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EDITOR'S NOTE

POWER TO THE POWERLESS

Jayashree Kini Mendes

Mitalee Kurdekar

THERE SEEMS TO A KIND OF PARADOX IN THE world of manufacturing. On the one hand, there's the government and the bureaucracy that is promising of being ready to include the industry in the process to transform the lives of millions of people by innovative thinking which includes ease of doing business. On the other, the government's latest quarterly survey reveals that the manufacturing sector alone lost 87,000 jobs between April and June last year. Probably the results scared them too.

Not that this government has been sitting idle. There have been several visible initiatives to match the speed and aspirations of the industry with a host of actions to bring in ease of doing business. If going by the announcements made at Magnetic Maharashtra, there seems to be a transformation.

The government and the bureaucracy say they are ready to include the industry in the process to transform the lives of millions of people by innovative thinking which includes ease of doing business.

While large industrialists can take care of themselves, what the government needs to focus on is helping the MSMEs raise their manufacturing capabilities and make them next generation wealth creators. For wealth creation, it is necessary to enable institutional framework, resource availability and providing timeliness credit for the MSMEs. More importantly, it would help if they could avail of easy finance that will allow them to scale up in terms of infrastructure and machinery. Training them would be an added bonus.

Today, manufacturing clusters are not evenly spread across the country. The few and far between (where large enterprises can employ thousands) are located in certain pockets of the country. This needs to change so that rural to urban movement in search of jobs is contained and manufacturing can become a popular form of employment.

Considering that 4,106 MoUs worth over Rs 12 lakh crores were signed during the three-day event of Magnetic Maharashtra, one just might see this sector get another longpending shot in the arm, if everything moves quick pace.

ManufacturingToday DECISIVE TOOL FOR MANUFACTURING EXCELLENCE

Volume 8 | Issue 03 | March 2018

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MARCH 2018 | Manufacturing Today

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ADVISORY BOARD Our distinguished advisory board has been assembled to help guide Manufacturing Today to become even more representative of its community.

Members have been invited from the highest levels of the industry to ensure that the magazine continues on its path of success.

Aman Chadha, Chairman, EEPC India (Also MD, Nikko Bearings)

Anant Sardeshmukh, Executive Director, General, MCCIA

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Manish Kulkarni, Director – Strategy & Business Development BDB India

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Pradeep Bhargava, Director, Cummins India

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NEWS KEY HAPPENINGS

MINISTER PIYUSH GOYAL SEEKS 50% ENERGY GENERATION FROM RENEWABLES BY 2030 Congress.

In addition, Goyal proclaimed that the country is set to exceed the target of 175GW in renewable energy and touch 200GW by 2022.

“This shows the seriousness India attaches to climate change and environment proPiyush Goyal, Honourable Minister of Railways and Coal, addressing the 7th India tection,” he said.

Energy Congress.

Goyal added that India – the seventh The Honourable Minister of Railways and largest economy in the world – is poised for Coal, Piyush Goyal, said that India is the fast economic growth in the coming years, first major country which is fast transition- and will rank as the second largest in the noting into a new era of carbon-free energy for so-distant future.

The India Energy Congress is the flagits citizens. Addressing the 7th India Energy Congress, he said that with technological ship event of WEC India and joint event of advancements in solar power and large the Ministries of Power, Coal, New and Returbines in wind energy, the country should newable Energy, Petroleum and Natural Gas, strive for 50% generation capacity from re- External Affairs and Department of Atomic Energy. newable sources by 2030.

The two-day conference had participation “We should move the entire paradigm towards shared responsibility and clean ener- from more than 400 energy experts from all gy,” he said during his address at the Energy over the world.

GREAVES COTTON & PIAGGIO VEHICLES TO DEVELOP A NEW GENERATION OF POWERTRAIN APPLICATIONS Greaves Cotton and Piaggio Vehicles have signed an agreement to develop a new generation of powertrain solutions meeting BSVI norms using diesel & alternate fuel in the clean energy space.

Piaggio started their journey with Greaves Cotton in 1998-99 and, since then, this relationship has only grown between the two companies, with them establishing an economical last mile transportation solution for the Indian urban & semi-urban markets.

Greaves has been a close partner with the Italian major, working and contributing towards their growth. The two-decade long story of success, with Greaves having sold more than five million engines in this period, has grown with the trust, dependency and confidence placed on Greaves’ products,

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MARCH 2018 | Manufacturing Today

a result of their technology, reliability, classleading cost of ownership and superior onstreet performance.

Greaves Cotton has been producing their automotive engines from their plants at Aurangabad and Ranipet (Chennai), with their R&D centres based out of Aurangabad and Pune. They have been successfully powering the last mile transportation segment, popularly known as the three-wheeler and the micro-truck segment below 1000kgs.

Greaves has been constantly innovating, in terms of their products, to ensure superior total cost of ownership solutions, while keeping in mind the end customer’s affordability and the needs of the consumer while carrying passengers and cargo typical to Indian requirements.

CPPIB INVESTS $144 MILLION IN RENEW POWER VENTURES Canada Pension Plan Investment Board (CPPIB) and ReNew Power Ventures (ReNew Power) announced that CPPIB is acquiring a 6.3% stake in ReNew Power from the Asian Development Bank for $144 million.

Founded in 2011, ReNew Power is a leading Indian renewable energy developer and operator with clean energy capacity diversified across wind, utility-scale solar and rooftop solar power-producing assets.

“This transaction aligns well with our overall power and renewables strategy, further diversifying the CPP Fund,” said Scott Lawrence, MD, head of fundamental equities, CPPIB. “India’s overall power industry continues to grow, and we see solar and wind as attractive clean energy sources to meet the country’s growing demand for electricity," he added.

B&R STEPS UP EFFORTS ADVANCING OPC UA B&R is now represented in the OPC Foundation's Technical Advisory Council (TAC). This will strengthens B&R's role in the advancement of the OPC UA standard. Appointment to the TAC is a tribute to B&R's involvement throughout numerous OPC Foundation working groups.

Drawing its membership from the likes of Microsoft, SAP, Rockwell and Siemens, TAC is the highest technical body within the OPC Foundation.

The council is tasked with setting the course for advancing OPC UA in a way that maximises user benefits. It has the authority to establish technical working groups and approve new OPC UA specifications. B&R will be represented in the TAC by Dr Dietmar Bruckner, technical manager of Open Automation Technologies at B&R. He is responsible for all development activities surrounding OPC UA TSN.

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NEWS KEY HAPPENINGS

AKZONOBEL INDIA INAUGURATES POWDER COATINGS FACILITY IN MUMBAI

The inauguration of the powder coatings facility in Mumbai.

AkzoNobel, a leading global paints and coatings company, reinforced its commitment to the Indian market with the inauguration of its powder coatings facility, with an investment of Rs 650 million. Located in Thane, Mumbai, this is AkzoNobel’s sixth facility in India.

Speaking at the inauguration ceremony, Thierry Vanlancker, CEO, AkzoNobel NV, said, “India continues to be a high-growth market for AkzoNobel, and the launch of the new powder coatings facility will only further strengthen our manufacturing footprint in the country. With this plant, we intend to increase capacity in the region,

which forms an important part of our organic growth plan.”

Sharing his views, Jayakumar Krishnaswamy, MD, AkzoNobel India, said, “AkzoNobel India Powder Coatings has been delivering a strong profitable growth. The new facility plays a critical role in AkzoNobel India’s expansion plans and provides a boost to our access to the markets located in the Northern & Western parts of India.”

The new facility will complement AkzoNobel’s existing plant in Bengaluru, adding new product lines in bonded metallic powder and pipe and re-bar coatings.

FORM IV (Statement about ownership and other particulars about the newspaper/magazine MANUFACTURING TODAY to be published in the first issue every year after the last day of February) Name of the Publication: Manufacturing Today Periodicity of the publication/ Language: Monthly/English Printer’s Name: Saikumar Shanmugam Nationality: Indian (i) Whether Citizen of India: Yes (ii) If a foreigner, country of origin Not applicable Address: Notan Plaza, 3rd Floor, 898, Turner Road, Bandra (W), Mumbai- 400 050, Maharashtra Publisher’s Name: Saikumar Shanmugam Nationality: Indian (i) Whether Citizen of India: Yes (ii) If a foreigner, country of origin: Not applicable Address: Notan Plaza, 3rd Floor, 898, Turner Road, Bandra (W), Mumbai- 400 050, Maharashtra.

Date: February 28, 2018

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Editor’s Name: Jayashree Kini-Mendes Nationality: Indian (i) Whether Citizen of India: Yes (ii) If a foreigner, country of origin: Not applicable Address : Notan Plaza, 3rd Floor, 898, Turner Road, Bandra (W), Mumbai- 400 050, Maharashtra.

Name and address of the individuals who own the newspaper/magazine and partners or shareholders holding more than one percent of the total capital.

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UNDER 60 SECONDS

Eicher Trucks & Buses, part of VE Commercial Vehicles, introduced zero emission smart electric buses, marking its entry into the growing electric bus segment in India. In this development, VE Commercial Vehicles will integrate KPIT Technologies’ indigenously developed electrification technology, REVOLO, on its industry leading bus platform – Skyline Pro. The new, electric Skyline Pro E bus adds to the successful Skyline Pro range and marks a significant move in the company’s direction to build smart and sustainable transportation solutions for India.

Expanding on its 3D printing industry leadership and momentum, HP Inc. announced the commercial availability of its award-winning Multi Jet Fusion 3D Printing solution in India. HP also announced Imaginarium and Adroitec as resellers of its 3D printing solution in the country. HP’s Multi Jet Fusion 3D Printing solution is a productionready commercial 3D printing system that delivers superior-quality physical parts up to 10 times faster and at half the cost of current 3D printing systems.

OMRON, a global leader in advanced industrial automation, has embarked on a multi-city machine-safety seminar initiative to expand awareness on shop-floor safety amongst automotive manufactures. The first leg of the seminar was concluded in Pune, where around 200 experts from the industry attended the seminar which includes machine builders, auto makers and many industry experts.

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COVER STORY CEAT TYRES

ANANT GOENKA, MD, CEAT TYRES, CANNOT STRESS ENOUGH ON THE EFFICACIOUS SYSTEMS AND PROCESSES HE HAS PUT IN PLACE THAT HAS MADE THE COMPANY A STRONG CONTENDER IN THE MARKET.

BY JAYASHREE KINI MENDES PEDIGREE MATTERS. WHEN YOU COME FROM A LINEAGE THAT has set up an empire with roots going back to the early 1800s, you know that succession can’t be wrong. Meritocracy tends to be spoken of approvingly these days. Gone are the times when scions inherited their seats in boardrooms of great companies. These days, they are required to succeed through brains and hard work. And so it is with Anant Goenka, MD, Ceat Tyres, whose company is the winner of the prestigious Deming Award for Total Quality Management (TQM).

The soft spoken Anant is the son of Harsh Goenka, chairman, RPG Group.

But there are few airs about him. He doesn’t allow his legacy to get in the way of what he knows best — drawing up strategy for the tyre business that he runs with an understated determination. Even though he officially took over as MD in 2012, Goenka says the business held no surprises for him. “Prior to that, I spent two years as deputy MD and enough time with my predecessor understanding the core of the business. Those were not easy days. I would like to think that the early 2000s was a period where the business struggled due to tough market conditions,” he adds.

YOUNG, GIFTED, AND NOT HELD BACK Learning the ropes of the business was par for the course for Goenka.

Quickly mobilising his resources and key people from the organisation, he knew that if Ceat needed to progress in the long run, the company needed to be distinct. Moreover, whatever needed to be implemented must be acted on fast. Goenka says, “The automobile boom of the mid-2000s compelled us to build up capacity. This called for investment and we set up the new radial tyres facility. The global slowdown of 2009-10 caught the entire industry unawares. Material prices shot up sharply and prices of rubber, which is our main component, went up alarmingly from Rs 100-110 per kg to Rs 260/kg, along with other elements. It was most unexpected.”

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MARCH 2018 | Manufacturing Today

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COVER STORY CEAT TYRES www.manufacturingtodayindia.com

Manufacturing Today | MARCH 2018

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COVER STORY CEAT TYRES 1. Tyre manufacturing starts with different kinds of raw materials.

The process starts with the mixing of basic rubbers with process oils, carbon black, antioxidants and other additives.

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It was time for introspection. Goenka got back to the drawing board and made a decision that product strategy, quality, performance, and communication will be the pillars on which Ceat will focus on. That decision met with remarkable results. Over the last five years, Ceat’s market capitalisation has risen almost 20-fold, while unfolding massive potential for the company and tremendous belief by employees and investors alike. “People need to see results to believe.

We worked that out. We regularly shared our story with investors through road shows (India and abroad) while strengthening our position in the market,” says Goenka with a smile.

For any manufacturing company, standing out amongst competitors in terms of products makes all the difference. Goenka understands that well. “We moved to focus on select categories of tyres. We chose the two-wheeler and SUV segment, which we believed would grow faster than other categories.

Though SUVs were barely 12% of the passenger car segment, as compared to the US where SUVs hold 40%, it was an area where we expected faster growth. Our philosophy leans towards where you play instead of how you play. The two-wheeler segment also offered huge potential and the fact that there were only three players in the market only upped the ante,” says Goenka.

Today, the passenger vehicles segment, which includes two- and four-wheelers, account for over 35% of Ceat’s sales, while commercial vehicles, including trucks and buses, also account for a little over 35%. In the four-wheeler segment, Ceat is a leading supplier to all the top passenger vehicles

and CV brands such as Maruti Suzuki, Tata Motors, Daimler, Ashok Leyland, Mahindra & Mahindra, Renault, Hyundai, Datsun, among others. In twowheelers, the company supplies to Honda, Hero MotoCorp, Bajaj Auto, Royal Enfield, India Yamaha Motor, and Suzuki.

All the products to OEMs and the replacement market are offered through its four manufacturing plants located in Bhandup (Mumbai), Halol (Gujarat), Nashik and Nagpur. Together, all the four plants make about 26 million tyres per annum, with the replacement market giving it a lion’s share of its revenue, followed by OEMs and exports.

THE BUSINESS OF BREAKTHROUGHS Creating a business model is a lot like writing a new story. What Ceat did was a culture change—and

OVER LAST 5 YEARS, CEAT’S MARKET CAP HAS RISEN ALMOST 20-FOLD, WHILE UNFOLDING MUCH POTENTIAL FOR THE COMPANY.

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COVER STORY CEAT TYRES 2

AWARD EXTRAORDINAIRE The Deming Prize was established in 1951 by Japanese Union of Scientists and Engineers (JUSE) to honour W Edwards Deming, who contributed greatly to Japan’s proliferation of statistical quality control after World War II. The selection procedure of the winner involves a tedious process. It is an intense and time-consuming effort both for the company and the examination body. The Deming Prize Committee views the examination process as an opportunity for ‘mutual-development’, rather than an ‘examination’. The applicants are not provided with any criteria to be addressed. They are expected to identify and address issues based on the business objectives which in turn allow quality methodologies to be further developed.

Every factor such as the applicants' attitude toward executing TQM, their implementation status and the resulting effects are taken into overall consideration before the final winner is decided.

2. Fibre, textile, and steel cord are just some of the components that go into the tyre’s innerliner, body plies, bead assembly, belts, sidewalls, and tread.

3. Ceat Tyres has some advanced machinery that it has imported or helped create for tyre making process.

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from that innovation evolved a robust business model with all the elements of a good story: precisely delineated characters, plausible motivations, and a plot that turns on an insight about value. At some level, all new stories are variations on old ones, reworkings of the universal themes underlying all human experience. Similarly, all new business models are variations on the generic value chain underlying all businesses.

Broadly speaking, this chain has two parts. Part one includes all the activities associated with making something: designing it, purchasing raw materials, manufacturing, and so on. Part two includes all the activities associated with selling something: finding and reaching customers, transacting a sale, distributing the product or delivering the service. A new business model’s plot may turn on designing

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a new product for an unmet need. Or it may turn on a process innovation, a better way of making or selling or distributing an already proven product or service. Goenka says, “Internally it was more about a culture change in thinking, and coming up with breakthrough products. One way to break through in the market was coming out with products that no one has created or creating a niche product and making it a mass market one. Here’s where constant interaction with customers helped. Most dreamed of a puncture-safe tyre that was one of the key requirements. Their biggest worry was being stranded on a highway with a punctured tyre.”

The compulsion to create this innovation was derived mainly since more women started taking to roads on two-wheelers. “Our research was based on the opportunities we could tap and the materials that could be used to come up with puncture-safe tyres. There were plenty of learnings along the way as happens with any revolutionary product, but now there is a sense of self-assurance,” adds Goenka.

Ceat is still testing the waters in a few states, but it expects a national launch soon once it has worked out the manufacturing math. But Goenka has moved on to newer pastures. With digitalisation becoming more relevant, the company knows that data, telematics, connectivity of vehicles, will soon be commonplace. The team is preparing itself to the changing environment and adapting itself to new emerging demands.

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with the entire cross-functional team of marketing and R&D,” adds Goenka.

Perhaps, this is the only company that develops a new product virtually, tests it virtually and only after it is satisfied, goes in for a prototype. Simulation to indoor evaluation is the new method of development cycle.

MANUFACTURING PROWESS The 2017 winner of the illustrious Deming Award is a feather in the cap for Ceat. But Goenka is not resting on his laurels. Considered that quality and only quality a.k.a TQM is what the coveted award stands for, Goenka, in his own spirited way, signed up for visits to Tokyo and especially week long visits to the manufacturing plants of companies that follow TQM to the core. He adds, “We found lapses in performance back in 2009-2010. Though much work was being

4. Seen at the Nagpur plant. Tyres are checked manually and through an X-Ray system for minor defects and only then rolled out to the storage area.

COVER STORY CEAT TYRES

Over the last couple of years, Ceat has made a quantum leap in product development in terms of Gripp (designed for heavy loading), Fuel Smarrt (its low rolling resistance allows one to cover greater distances with lower consumption of fuel), among others.

Goenka has also made R&D a strong point within the organisation. The team listens carefully to customer and OEM demands before venturing on their research expedition. The company believes in creating a system of innovation where a customer’s ideas can be converted into a substantial product. “This is extremely challenging and there is much scientific research study that needs to be done. Questions that we need to constantly ask are the ways we are going to achieve that. For that reason, we work closely with academicians, institutes, and global institutes to develop a process. This knowledge is then shared

5. Rows of wires are ready to be used for lining and treading of tyres.

LITTLE KNOWN FACTS  Two-

and four-wheelers account for 40% of sales; CVs account for 30%  Products to OEMs and the replacement market is offered through 4 manufacturing plants.  The four plants combined manufacture 26 million tyres per annum.  Ceat broke through the market by creating a niche product and making it a mass market one.  A quantum leap has been through Gripp and Fuel Smarrt.  Simulation to indoor evaluation is the new method of development cycle.

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Manufacturing Today | MARCH 2018

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COVER STORY CEAT TYRES

6. A view of the Nashik plant.

7. A CV tyre can take as long as 50 minutes for the final moulding.

done, some improvement activities were not evolving as we planned. Some of us in the top management visited Tokyo to meet up with the Union of Japanese Scientists and Engineers (JUSE) and visited the factories of Toyota, Denso and Hino Motors who are pioneers of TQM.” The visits left a lasting impression on Goenka and the team’s mind. Goenka says that they would have been content if they could achieve even half of what those three companies were doing. For example Toyota, with an employee base of nearly 50,000, has implemented Kaizen (continuous improvement) and every employee comes up with at least one or two

6

Kaizen a week. Imagine the scale of improvements when you consider the vast number of employees!

At the Halol plant, there’s a visible zeal for Kaizen, continuous small improvements that add up to significant gains. Clockwork precision is maintained throughout each process right from material sourcing to manufacturing to storage. With 150 SKUs and three shifts, the plant operates at full capacity. The Halol plant was presented the ‘Sword of Honour’ Award by the British Safety Council, while it also received 5-Star rating from the British Safety Council for upgraded safety measures implemented.

Besides safety, the implementation of Kaizen is very prominent through the unique system of SelfManaged Teams (SMT). Waste is abhorred and workers are encouraged to find suitable methods to re-use the rubber discarded after cutting and slicing.

An interesting observation here was the high levels of automation and the deployment of one to three persons to manage each process and machinery.

The Deming Award was not awarded for nothing. Right from material sourcing to each process of blending, milling, beading, plying, treading, curing, there is a continuous check on quality. The SCADA system keeps a sharp eye for minute defaults and rejects or shuts down the system briefly in case of any faults. Right from the raw materials that arrive at the plant to the final product, lab checks are conducted

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COVER STORY CEAT TYRES 8

BESIDES SAFETY, THE IMPLEMENTATION OF KAIZEN IS PROMINENT THROUGH A UNIQUE SYSTEM OF SELFMANAGED TEAMS. and until the report arrives with an OK, the materials are not used, and the final product is not shipped to the warehouse. An MIS and QR Code scan each product and retain records for 10 years on every tyre that leaves the shop floor (more than the lifecycle of the tyre). Ceat has preferred to work out a daily work management (DWM) in each process of the plant.

This team records every minute of any untoward incident at the plant. The idea is to raise stability at the plant and maintain quality and safety.

GENCHI GENBUTSU This is a Japanese phrase meaning “go and see for yourself”, which is the central pillar of TQM. In at least one important respect genchi genbutsu represents a fundamental difference between western and Japanese management styles—whereas in the West knowledge is gleaned in the boardroom, in Japan it is gleaned on the factory floor. When asked to resolve a problem, Japanese managers go to see the place

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where it has arisen. American managers generally make their diagnosis from a distance.

Goenka too believes in the Japanese philosophy and has incorporated this as part of the culture. Every employee is aware that delighting the customer, ensuring that its processes only go on to fulfil the customer’s wish, must be adhered to. Every employee from HR to finance to manufacturing to sales are constantly engaged in continuous improvement activities with customer’s and suppliers. “Ultimately, it is about meeting business goals. We endorse growth initiatives for our people and work towards problem solving. Even employees at the plant are responsible for improvement. They are in charge of their area and oversee each machine in terms of cleaning and maintenance,” he adds.

Similarly, Ceat’s product innovations have only arisen from customer feedback. From the Ceat Gripp Tyre to the Ceat Czar for SUVs, the range of products have only proliferated and strengthened the company’s portfolio taking it from strength to strength.

“The right distribution across markets also helped.

We created an entirely new distribution network for two-wheeler tyres and that increased our presence two and a half fold. We are now present in 600plus districts. We are looking at penetrating smaller towns. Then there was the relationship with OEMs, which we reinforced and today have a presence with all major ones,” adds Goenka. Just like Ceat evaluates its suppliers, its OEMs evaluate the company’s processes, quality, plants, etc. Getting an approval from an OEM can take as long as two years.

With such deep-seated thoughts and actions, Ceat has only tightened its grip on the market and is already giving competitors a run for their money.

8. When a tyre comes off the machine, it is called as green tyre. The materials put together are not cured yet. Green tyres go into a mould when they are inflated because the inflation helps the tyre to press against the mould.

As a result of which the mold imprints the tread pattern and tyre information on the tyre.

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2018

Team Competition on Industrial Safety Best Practices in association with

Demag and Manufacturing Today magazine have, together, conceptualised a safety competition for manufacturing professionals. This is a knowledge-based platform to share their innovative ideas that have improved productivity and effectiveness in operations.

The day-long event will feature case studies by teams from various manufacturing companies.

AGENDA: DAY 1

AGENDA: DAY 2

Safety competition for suppliers and contractors–presentations by 8 companies on safety improvements carried out by them.

Safety competition for the manufacturing sector–presentation by 14 companies on safety improvements carried out by them.

The winning team will receive a prize of Rs 50,000 and a trophy.

The winning team will receive a prize of Rs 75,000 and a trophy; while the runner up will be rewarded with Rs 25,000 and a trophy.

VENUE:

RSVP: Rahul Mishra Mobile: +91 97689 79261 e-mail: rahul.mishra@itp.com

Konecranes Factory Auditorium, Jejuri, Pune

March 6-7, 2018 9:30 am onwards

CUTTING TOOLS DRILLING & BORING 1

1. Bore machining in progress using a cutting tool at a steel factory.

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CUT OUT FOR GROWTH WITH NEW MATERIALS TO MACHINE AND EVOLVING CUSTOMER NEEDS, DRILLING & BORING TOOL VENDORS HAVE THEIR WORK CUT OUT FOR THEM, YET ARE AIMING FOR SUSTAINABLE GROWTH.

BY MITALEE KURDEKAR www.manufacturingtodayindia.com

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AS THE OLD ADAGE GOES, CHANGE IS THE only constant. This holds especially true for the cutting tools industry. Change has come in the form of technology, materials and processes arising therefrom. While technological advances are made on the part of cutting tool manufacturers, the quick absorption of the same on the part of tool users has been a constant and heartening feature of this industry. In India too, vendors have been bringing added value for the benefit of their customers. And

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it is this feature that makes the industry highly competitive, while also helping its user industries remain equally competitive in their own marketplaces. In addition, the importance of drilling & boring tools within the overall cutting tools portfolio cannot be undermined, given the impact that they have on machined parts in terms of quality, productivity and efficiency; and consequently on costs too.

According to global industry expectations, one of the major drivers for the global cutting tools industry is the tremendous growth in construction activity in the Asia Pacific region. The latest indications are that, even as the construction activity in China has somewhat slowed down from earlier years, the increase in infrastructure-related activity in countries like India and Indonesia auger well for regional demand growth for such power tools in the coming years in this region. The major challenge, however, remains with regard to fluctuating market prices for key raw materials like iron, steel, stainless steel, aluminium, copper, brass, titanium and other special

CUTTING TOOLS DRILLING & BORING

“We work on a partnership concept in order to increase productivity and reduce cost per component.”

– Anil Kumar

“Cutting tool vendors are very passionate about carrying out tool cost optimisation to achieve our target conversion cost of our product.”

– S Ravichandran

“Our vendors are experts of their respective technologies, and they not only provide information on new tools, but also suggest alternate methods to meet our requirements.”

– Sudhir Sakri

2. Ceratizit believes in working closely with customers to provide complete solutions.

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CUTTING TOOLS DRILLING & BORING 3

“Most automotive companies are coming out with hybrid cars, which needs about 20% extra tooling due to the larger number of components used in the car.”

– Gautam Ahuja

3. In response to customer needs, Dormer carries out a detailed analysis of the application, followed by a feasibility study, and then makes prototypes.

4. A major challenge for tool vendors is the fluctuating market prices for key raw materials like iron, steel, etc.

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WITH APPLICATIONS IN INDUSTRY SECTORS LIKE AEROSPACE, TOOLS ALSO REQUIRE MATERIALS OF SPECIAL ALLOYS. alloys that are being developed for use by the R&D units of tool vendors. Despite this, key players in the industry remain highly optimistic about future growth prospects for the industry.

THE INDIAN SCHEME OF THINGS Prashant Sardeshmukh, director, MMC Hardmetal India, suggests, “The Indian cutting tools industry, over the years, has expanded rapidly, mainly due to strong growth witnessed by the automotive industry, and heavy & light engineering sector. In recent times, phenomenal growth has been seen in infrastructure development, the railway network and the defence production sector. These are also

the key demand drivers for the cutting tools industry. Aerospace, medical engineering, and die & mould are the other areas where the cutting tools market is expected to grow substantially.”

Other major players also agree that the industry shows significant dependence on the automotive sector in India. L Krishnan, MD, TaeguTec India, declares, “Automotive and auto components’ industries continue to dominate the metalworking scene for now, but defence and aerospace sectors are set to be the next set of growth engines. At a conservative estimate, the industry can be expected to grow at a CAGR of 8% over the next five years.”

Offering his take on the scenario, Ramakant Reddy, MD, LMT India, says, “The cutting tools industry in India stands at roughly Rs 4,000 crore.

It is driven by the growth in sectors like medical, general machining and construction, which are high growth industries, followed by automotive, power generation, die & mould, and chemical processing.”

With the automotive industry demand becoming rather sluggish over the past two-three years, it is interesting to note the industry’s future expectations. Gautam Ahuja, MD, Dormer Pramet India, explains, “The Indian cutting tool industry is growing at a faster pace than the GDP or the IIP growth rate.

We are dependent mainly on the automotive industry. In the near future, most automotive companies

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are coming out with hybrid cars, which needs about 20% extra tooling due to the larger number of components used in the car. However, in the long term, with the electrification of cars, the consumption of cutting tools is going to come down. But, by then, the fledgling size of our aerospace industry will become much bigger in size, since it is growing at a good pace.

Secondly, with Make in India, more and more manufacturing is happening, and this will lead to increased demand for cutting tools. Also, huge investments are happening in the defence and railways’ industries, thus cutting tool consumption will increase significantly in these areas.”

CUTTING TOOLS DRILLING & BORING

ONE OF THE MAJOR DRIVERS IS THE GROWTH IN CONSTRUCTION ACTIVITY IN THE ASIA PACIFIC REGION.

TECHNOLOGY & NEW MATERIALS With applications in industry sectors like aerospace, and other light metal users using composite materials, the tools used for drilling & boring metalworking also require materials of special alloys. Sardeshmukh states, “All the latest innovations by Mitsubishi are in line with the demand from the industry to improve cutting efficiency and reduce machining costs. Conventionally, the metal cutting industry was governed by the machining of alloy steel, cast iron & aluminum alloys. But due to strict environmental policies, higher demands, and to increase the resilience of the product, work materials are changing.

High temperature alloys, high strength materials or composite materials are in demand.”

He adds, “To cope up with these changes, MMC Japan is investing a handsome amount of revenue in R&D to launch new grades, geometries or coating technologies. We recently launched the CoolStar end mill series with irregular helix, improved gash geometry and multiple internal coolant holes for effective chip evacuation. This product is also powered by an innovative coating technology called Smart Miracle to enhance both the smoothness and the sharpness of the cutting edge for a longer tool life.” In this regard, Sardeshmukh sounds positive regarding future prospects. “With Mitsubishi’s core strengths in developing varieties of cutting tool materials and coatings, there are plenty of opportunities,” he says.

Jay Shah, MD, Tungaloy India, states, “Due to some new segments like aerospace and medical, many new materials are being machined. We see many new requirements in super alloys and aluminium machining, which need new grade and geometries. Tungaloy has launched new grade 8000 series for super alloys machining, which is doing very well. Also, we came up

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Manufacturing Today | MARCH 2018

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Save the Date

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FOR SPEAKING OPPORTUNITIES, CONTACT: JAYASHREE KINI MENDES Editor jayashree.mendes@itp.com +91 98905 33061 MITALEE KURDEKAR Editor mitalee.kurdekar@itp.com +91 98210 29227 MEGHNA DEKHTAWALA Conference Producer meghna.dekhtawala@itp.com +91 98197 43776 RAHUL MISHRA Project Manager rahul.mishra@itp.com +91 97689 79261

FOR BRANDING ENQUIRIES, CONTACT: BIBHOR SRIVASTAVA Group Publishing Director, bibhor@itp.com, +91 98204 39239 SANJAY BHAN Director sanjay.bhan@itp.com +91 98457 22377 HAFEEZ SHAIKH Business Head hafeez.shaikh@itp.com +91 98331 03611

AN EVENT BY

CUTTING TOOLS DRILLING & BORING 5

“In line with Industry 4.0, we have digitalised some of our tools, which we call Intelligent Tools.”

– Ramakant Reddy

with some very unique solutions for drilling and boring – we have a 6-cutting edge indexable drill range called TungSix. For small diameter boring, we have a unique solution called Do Mini Turn, which offers customers more number of cutting edges and, at the same time, helps in improving tool life.”

With the introduction of new technologies like 3D printing, additive manufacturing is quickly gaining a foothold in the cutting tools manufacturing space. The 3D printing process requires building the product by thin layer upon layer, thus enabling tool manufacturers to develop complex geometries that are necessary in tool design and production. This saves a huge amount of time & cost, and avoids wastages that are otherwise customary in traditional manufacturing.

Reddy explains, “In line with Industry 4.0, we have digitalised some of our tools, which we call Intelligent Tools. These tools help our customers to reduce the tool adjustment time, which means maximum machine availability, reduced production costs, and increased quality.”

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“In recent times, phenomenal growth has been seen in infrastructure development, the railway network and the defence production sector.”

– Prashant Sardeshmukh

AT THE CUSTOMER’S SERVICE The industry demonstrates a fine example of high degree of collaboration and relationship management on the part of vendors and their customers.

This is clearly evident when customers speak highly of the support that they receive. As S Ravichandran, executive VP & plant head, Delphi – TVS Diesel Systems, says, “We are one of the users consuming metal cutting tools on a large scale, especially when compared with the other operating expenses at our plant. Hence, we have regular interactions with our supply partners and the tools manufacturing industry through their application representatives to gain knowledge on technological advancements.”

5. LMT's Intelligent Tools help customers to reduce the tool adjustment time.

6 & 7. MMC's latest innovations are in line with the industry's demand to improve cutting efficiency and reduce machining costs.

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CUTTING TOOLS DRILLING & BORING 8

He is appreciative of the vendor support received, and adds, “Cutting tool vendors are very passionate about carrying out tool life improvement, as well as tool cost optimisation to achieve our target conversion cost of our product whenever we approach them. Our vendors are supporting us in realising our target on time. Also, they extend technical support on the development of tools, and supply prototype tools for trials and validation.”

Eaton believes in keeping abreast with the latest developments and innovations in the cutting tools industry, and invests in improving efficiency and precision, reducing waste and making processes environmentally sustainable. Sudhir Sakri, assistant GM, manufacturing engineering, hydraulics business, India, Eaton, agrees, “At Eaton, we partner with our tooling vendors to drive excellence.

Our vendors are experts of their respective technologies, and they not only provide information on new tools, but also suggest alternate methods to meet our requirements. For example, in one of our aluminum boring operations, we were facing an issue around chip removal. We wanted to reduce the cycle time as well. Our vendor provided suggestions on the fixture design and agreed to offer a customised boring bar, which had a better L/D ratio that resulted in a superior surface finish. This also reduced cycle time by eliminating the roughing process.”

Presenting a vendor viewpoint on such fruitful collaborations, Anil Kumar, director & COO, Ceratizit India Round Tool Solutions, explains, “Ceratizit is always bringing new technologies and new solutions for drilling. Ceratizit is working with their customers to provide complete solutions. We work on a partnership concept in order to increase

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INDIA OFFERS THE COMBINATION OF ADVANCED TECHNOLOGIES AND AFFORDABLE PRICING. productivity and reduce cost per component. The R&D team is always working to provide creative and innovative solutions for the sales team.”

Ahuja supports this view, saying, “We collaborate with our customers to understand their needs and create products to suit their challenging needs.

Detailed analysis of the application is done, followed by a feasibility study, and prototypes are then made. All the above activities are coordinated by our R&D team.”

Looking ahead, it is clear that the Indian cutting tools industry eagerly looks to address the evolving needs of developing economies in the Asia Pacific and African regions. The attractiveness that India offers lies in the combination of advanced technologies and affordable pricing. The Government’s push through the Make in India programme only supports this aspiration further. With demand coming from different industries and a technologically-competent R&D base, drilling & boring tool vendors are truly cut out for growth.

“At a conservative estimate, the industry can be expected to grow at a CAGR of 8% over the next five years.”

– L Krishnan

“We see many new requirements in super alloys and aluminium machining, which need new grade and geometries.”

– Jay Shah

8. Demand for cutting tools is coming from multiple segments, led by the automotive industry.

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FOCUS DIE & MOULD

MOULDING EXPECTATIONS WITH INNOVATIVE SOLUTIONS ON OFFER AND A VIEW TO PRODUCE FOR GLOBAL MARKETS, THE INDIAN DIE & MOULD INDUSTRY IS POISED FOR THE EXPECTED RISE IN DEMAND.

BY BINDU GOPAL RAO

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1. Molten metal being poured into the sand mould.

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THE DIE & MOULD INDUSTRY IN INDIA HAS evolved through the years, which has ensured that it is in a position to be able to compete on an international front. The demand for die & mould has been fueled primarily by the automotive, auto components, packaging, plastics, electronics, electrical, healthcare and machine tool industries, and the growth of these has created a huge opportunity for the die & mould making industry in India.

In fact, with the globalisation within the industry, there has been a clear bent towards quality in the

kind of moulds being used across different industries. The Indian tool room is also changing quickly as the sector is veering towards using CNC machining to manufacture. With precision and quality being the cornerstones of the business, the switch to CNC is all set to give the industry a competitive edge as well. DK Sharma, executive VP & business head, Godrej Tooling, explains, "The Indian die & mould making industry is currently at a stage where it has to come out from the cocoon of being a ‘mom & pop shop’ that was started by

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FOCUS DIE & MOULD first generation entrepreneurs. It has to grow into an industrial outfit for continued growth and sustainability. Challenges are related to huge investments and skills needed. The changing customer demands in Quality Control Delivery (QCD) have made the learning curve steep. As a corporate tool room, we are remodeling to address these challenges. We are all typically limited by the growth of the sectors we serve. Hence, a 10-20% CAGR is the range in which all tool rooms aspire to frame their growth plans."

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TECH TALK With rapid globalisation, competition within the Indian industry is intensifying. Naturally, newer technologies and efficient products are the norm as far as market expectations are concerned. "We have addressed it through three steps – closing the loop of technical collaboration for efficient product and better experience, focusing on value creation through digital levers rather than cost cutting, and incorporating a cycle of continuous learning in technology as well as execution," says Sharma.

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FOCUS DIE & MOULD 2

AS THE DIE & MOULD INDUSTRY NEEDS THE BEST SURFACE FINISHING BY MACHINES, THERE ARE SEVERAL NEWAGE TECHNOLOGIES BEING SEEN. “The changing customer demands in Quality Control Delivery (QCD) have made the learning curve steep.”

– DK Sharma

2. Milling underway on an industrial metal mould.

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As the die & mould industry needs the best surface finishing by machines, there are several new-age technologies being seen. Adoption of high-speed machining and CAD technology enable reduction in the production time and cost of producing high-precision surface finishes. One of these is the SSS of the Super Smooth Surface Technology that provides an optimal speed control function for machining die mould with a smooth surface.

This technology also ensures high machining stability and quality with virtually no wrong impact from the cutting shape or speed. This is why SSS control is sought after, as it ensures both stable and highquality processing, irrespective of the speed and shape command to achieve high-quality processing. Also, the finishing is smooth as there are no streaks on the processing surface despite the command shape that changes consecutively.

The effectiveness of this technology can be seen in the fact that it reduces processing time. Likewise, with easy parameter setting, no requirement of parameter adjustment for correction of shape and easy adjustment for efficiency-oriented and accuracy-oriented needs, the technology is easy to apply as well. Adoption of high-speed machining and CAD technology enable reduction in the production time and the cost of producing highprecision surface finishes. Since the right design is of paramount importance, the industry is also increasingly using proper CAD/CAM solutions as the risk of error is minimised when the process is automated, giving very less scope for manual intervention. CAM solutions create a machining programme use approximating the minute line segments for the motion curve of the tool relative to the workpiece and any small error is mostly included in the data of minute line segment.

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COST FACTOR Cost competitiveness through shorter run times and productivity improvement are key deliverables for the industry. Tooling being a project-type business, lead time is a direct function of capacity and project management skills.

“We have adopted the CCPM (Critical Chain Project Management) route of the Theory of Constraints.

We are now on a pilot project – flow improvement across the entire supply chain for a specific product category, expanding further to the entire operations. Our association as a partner is at two levels – new product development through dies, and improvement in running dies to enhance productivity.

The partnering for new product launches is most critical, and we have graduated to a level where some of the OEMs in the automotive sector have placed their faith in us for new launches. There are learnings which will help serve this segment better,” says Sharma.

GOVERNMENT IMPETUS India's thriving manufacturing sector has always been one of the largest employers, but things are now look-

FOCUS DIE & MOULD

IN VOGUE High-speed machining is another much favoured technology as it helps in reducing the production time and cost of producing high precision surface finishes.

This apart, the tool life is also extended, especially if there is good care to tailor and balance the tool.

Likewise, rapid tooling is a technology that aims to reduce cycle times by 40% as compared to conventional machining. This is executed by using conformal cooling, bimetal layering and better mould materials like aluminum, that allow quicker thermal conductivity inside the moulds. These rapid processes also ensure production of inserts and mould tooling in less than 48 hours. Rapid processes are also capable of producing modifications in the tool like undercuts or side-action, easily. Again, investing in research and development activities to cater to the enhancement of value in newer products is a focus area.

"We have dedicated a team of experienced designers and young achievers to explore innovative solutions based on future trends, product performance and customer feedback. In all our lines of business, we have invested through pilot projects related to future customer needs as well as product categories, specific features in dies to enhance productivity, and an extended after sales support, which is a key input to close the loop for efficient products," explains Sharma.

3. An injection moulding machine in use at a large factory.

4. Mould used for casting, and plastic products.

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FOCUS DIE & MOULD 5

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“The efficient removal of lengthy bureaucratic processes, and quality training for a skilled workforce, are essentials for long-term success for both the Government and manufacturers. ” – Professor Elliott Weiss

5. An injection moulding machine at work.

6. Machining of a die & mould part by a CNC turning machine at a factory.

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ing different for the country’s manufacturers. Automation, advanced technologies and robotics are at the cusp of bringing about change in this sector.

"The Government’s Make in India initiative is certainly laudable for bringing the sector into sharp focus, but without better infrastructure and availability of basic amenities, the initiative cannot take off as intended. The efficient removal of lengthy bureaucratic processes, and quality training for a skilled workforce, are essentials for long-term success for both the Government and manufacturers. The government’s plans to develop industrial corridors and build smart cities with state-of-the-art technology and high-speed communication will all aid in bettering the manufacturing sector," says Professor Elliott Weiss, Darden School of Business, University of Virginia.

Despite various liberal government policies, the sector is yet to make a mark globally, and 100% FDI in the tooling industry is certainly attracting steady investors. Consumer industries like automotive are seeing renewed demand, especially in new technology and designs, which has a direct correlation with increased demand for various innovative tools. The tooling industry that includes dies, moulds, jigs and fixtures, plays an important role in the manufacturing process across most industries.

"As an organisation, we welcome these initiatives

DESPITE VARIOUS LIBERAL GOVERNMENT POLICIES, THE SECTOR IS YET TO MAKE A MARK GLOBALLY. as they generate huge opportunities. At the same time, they also pose bigger challenges in meeting the expectations of customers who have been used to getting dies from an altogether different eco-system. A bigger task of making manufacturing more attractive to the younger generation, and managing the digital transformation effectively is going to be critical for our industry. A number of things are happening simultaneously and we are constantly looking for opportunities to learn and serve our customers better. Unlike many other industrial products, toolmaking is an art. While every product requires passion, tool making takes it a level higher, as it requires highly specialised skills. The challenge would be to maintain the passion and use technology for better tool-making, which the next generations can take forward,” says Sharma.

Little wonder then that the focus on dies & moulds is going to remain a key aspect for all manufacturing industries. And this becomes even more important as the number of large-scale industries that need dies & moulds is constantly on the rise.

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FOCUS EMAG

THE SHARP END EMAG HAS RECENTLY INTRODUCED THE HG 208 HORIZONTAL CYLINDRICAL GRINDER. IT IS A PERFECT SOLUTION FOR PRECISION MACHINING OF SHAFTS. TECHNOLOGICAL ADVANCES IN AUTOMOTIVE engineering are rapidly changing the demands for production technology – this is not just for new processes, but also applies to established processes such as the cylindrical grinding of transmission shafts. The grinding specialists from the EMAG Group have developed the perfect solutions for this environment: the HG 208 horizontal cylindrical grinder, which is the perfect solution for precision machining of the shafts in series production.

Off the shelf grinding solutions are virtually impossible for many applications: Drive shafts for electric motors, complex camshafts or crankshafts as well as transmission shafts all require very different processes. “It is these very different demands that characterise the development of the HG 208 horizontal cylindrical grinder,” says Guido Hegener, MD, EMAG Maschinenfabrik headquartered in Salach, Germany. “We offer our customers a range of technology modules that can be integrated into a standardised machine. For instance, the HG 208 can be equipped with one or two compound slides, on each of which different external and internal grinding spindles can be fitted. By using a B-axis or a centre drive, we can provide the perfect solution for each customer-specific application.”

CUSTOMISED FOR CVT TRANSMISSIONS CVT transmissions are an example of how developments in the automotive industry can drive forward such a flexible concept. The primary CVT transmission shaft represents a real grinding challenge in the production process: On the one hand, the control wheel surface is precisely machined by an angle plunge. On the other hand, axial ball track grooves have to be machined. With EMAG, both processes are performed in a single clamping operation in order to avoid reclamping errors and to achieve increased precision. For machining the grooves, the grinder is equipped with a dressable ceramic CBN grinding wheel.

For machining the taper face on the primary shaft, EMAG has expanded its HG modular system: A corundum grinding wheel with a maximum diameter of 750mm (29.5 inches) is used for this task. “This illustrates how we continually adapt the machine and the available modules to the conditions imposed by the components. This allows us to create the perfect technology configuration for the customer: a large corundum grinding wheel for external machining and a small CBN grinding wheel for machining the grooves,

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Guido Hegener, MD, EMAG Maschinenfabrik

arranged on two separate slides with their separate dressing systems,” explains Hegener.

COMPLETE PRODUCTION LINES FROM EMAG Another factor for production planners in the auto industry is the holistic approach from EMAG. The mechanical engineering company masters all processes for soft and hard machining and has experience in the establishment of complete production solutions. For example, a transmission shaft is pre-processed on EMAG VTC vertical turning centres and finished on HG series grinders. With the associated line automation, EMAG completely adapts itself to customer requirements.

“The HG 208 has been on the market for around 15 years already – this means customers benefit from a technology that is well established, but which continues to intelligently expand in order to cover a variety of fields of application,” summarises Hegener.

For more details, visit: www.emag.com

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SPECIAL FEATURE HEAVY ENGINEERING

HEAVY LIFTING

WITH THE PUSH IN PUBLIC SPENDING ON INFRASTRUCTURE, THE INDIAN HEAVY ENGINEERING INDUSTRY HAS A CHANCE TO COUNTER INHERENT CHALLENGES AND FOSTER GROWTH.

BY MITALEE KURDEKAR

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SPECIAL FEATURE HEAVY ENGINEERING

FOLLOWING BOTH NEW AND REPLACEMENT investments in industrial sectors, the Indian heavy engineering industry has achieved good growth numbers over the past few years. While local demand has generally been good in the manufacturing and infrastructure sectors, what is heartening to note is the fact that Indian industry has embarked upon a journey to export its goods to developed economies such as the US and European countries. With an ambition to become a global power in the coming years, India has made a tremendous march towards developing its heavy engineering base, in areas like aerospace and precision applications, thus opening up new vistas to explore. On top of the initial push provided by public sector undertakings like SAIL, BHEL, BEL, BEML, etc., we now find many private sector players doing well too. Not just that, many MSMEs have entered the field to support large players as ancillary units. In all, the current scenario suggests an all-round development of this industry, with all stakeholders keen to lift the scale of business, and share a piece of the growing economic pie.

ECONOMIC RELEVANCE As a part of the capital goods sector, the heavy engineering industry contributes significantly to India’s GDP, and is therefore a huge support when it comes to building the economy. In a way, it is a key cog of the economic wheel. In essence, the industry boasts a strong manufacturing platform that provides equipment and machinery to other segments of the economy, widely spanning defence, railways, aerospace, chemicals, infrastructure, mining, agriculture and so on. And with many of these witnessing a fillip, the heavy engineering industry stands to benefit.

As Sathyamurthy Kumaraswamy, site general manager, Savli, Bombardier Transportation, explains, “Companies engaged in heavy engineering are virtually on a roll. Capacity creation in sectors like infrastructure, power, mining, oil & gas, refinery, steel, automotive, and consumer durables has been driving demand in the engineering sector. The capital goods and engineering turnover in India is expected to have reached $ 125.4 billion by FY 201617. The comparative advantage vis-à-vis peers in terms of manufacturing costs, market knowledge, technology and creativity, has been a driving force for the heavy engineering industry in India.”

The sense of optimism pervades across industries in so far as future growth expectations within the Indian market are concerned. Narendra Patwardhan, senior GM – operations, aerospace division, Godrej & Boyce Mfg Co., echoes this sentiment, when he states, “In the aerospace part of the industry, we see a very big interest and activity from overseas, in

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“The comparative advantage vis-à-vis peers in terms of manufacturing costs, market knowledge, technology and creativity, has been a driving force for the heavy engineering industry in India.”

– Sathyamurthy Kumaraswamy

1.Capacity creation in infrastructure, power, mining, oil & gas, refinery, etc. has been driving demand in the heavy engineering sector.

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SPECIAL FEATURE HEAVY ENGINEERING

2. An Automatic Welding Station at the Essar Steel plant.

3. The aerospace industry in India has been seeing a lot of activity in recent times.

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terms of JVs, ToTs and sourcing efforts materialising in the defence as well as civil aerospace sectors.

Thanks to the Government’s push through Make in India, the domestic segments in defence and space are also showing signs of acceleration.”

He further claims that, “As an active player in all these business areas, we perceive this as a very encouraging position. We expect it to generate a lot of opportunities for us in the next 3-5 years, and, in fact, we are ramping up our capacities to match up to it.”

N Venkatachari, regional director – South, Essar Steel India, also feels that these developments would benefit construction and special grade steel manufacturers in the industry. He points out, “The steel construction industry is at its peak as the order book position has improved, and now it will have to work towards the expansion of facilities in terms of capacities and automation, which are in sync with the complex design requirements of these projects.

The announcement of big ticket projects like MTHL (Maharashtra Trans Harbour Link Road), DFCC (Dedicated Freight Corridors), Bullet Train etc., which are most likely to be completed in 3-5 years' time clearly indicates significant growth in the sector.”

Kumaraswamy believes that the infrastructure-related push in India would spur continuous demand for the heavy engineering industry. He suggests, “The approval of a significant number of Special Economic Zones (SEZs) across the country and the development of the Delhi Mumbai Industrial Corridor (DMIC) across seven states is expected to further bolster the heavy engineering sector. With 100% Foreign Direct Investment (FDI) allowed through the automatic route, and initiatives like Make in India, major international players have entered the Indian heavy engineering sector due to significant growth opportunities available.”

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SPECIAL FEATURE HEAVY ENGINEERING 4

NEED FOR TECHNOLOGICAL COLLABORATION Having said that, heavy engineering equipment manufacture is a complex exercise if one looks at the business requirements, including capital investment, improving operational efficiencies and, more importantly, staying abreast with the latest technologies in order to remain competitive. All this means that Indian enterprises must invest in R&D for value-adding research or troubleshooting processes, in addition to also collaborating with high-end technology providers.

As a result, many global players have realised that there is an opportunity presented by the competitive Indian market. Given the competitive advantage in terms of manufacturing costs, and the adaptive ability towards new technologies & innovation by Indian entrepreneurs and their teams, the heavy engineering industry, like many others, invites tremendous interest from global players, who are keen to set up shop or collaborate in terms of joint ventures. If this interest is supported by conducive policies from the Government, as is happening now, it only creates a multiplier effect for the industry’s growth momentum. In fact, this is also being indicated by the FDI inflow numbers of around $ 3.34 billion in India’s mechanical and engineering industries between April 2000 and June 2017, as per the data released by the Department of Industrial Policy & Promotion.

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GLOBAL PLAYERS HAVE REALISED THAT THERE IS AN OPPORTUNITY PRESENTED BY THE COMPETITIVE INDIAN MARKET. Patwardhan acknowledges this need, stating, “We have entered into a collaboration with foreign partners in the sense of becoming a reliable source in their supply chain by quickly learning and establishing specific technical capabilities qualified (certified) to the applicable global standards in aerospace. We are in the process of augmenting the same further, rapidly, by making investments in technologies rarely seen in the region.”

Explaining their strategy, Kumaraswamy suggests, “Bombardier has been investing in India for over 50 years. Bombardier has a well-established

“We expect it to generate a lot of opportunities for us in the next 3-5 years, and, in fact, we are ramping up our capacities to match up to it.”

– Narendra Patwardhan

4. Skilling of employees to meet international standards remains a major challenge.

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SPECIAL FEATURE HEAVY ENGINEERING 5

manufacturing operation, innovative technologies, engineering capabilities, a supplier base and over 2,400 highly skilled employees in India. Bombardier aims to invest in India or enter into partnerships with a long-term perspective, in terms of manufacturing facilities, enhancing local talent, developing a local supplier base, creating engineering capabilities and new technologies in projects which are strategic to our growth in India.”

5. Indian enterprises must invest in R&D for value-adding research or troubleshooting processes.

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OPERATIONAL CHALLENGES Arranging cost-effective financing for capital-intensive projects of the industry has always been a challenge.

With competitive financing means now available both from local institutions as well as foreign agencies/ governments, the players in the industry have been able to address this issue to a large extent. The government support in terms of collateral guarantees also works well in many viable and sustainable projects.

The other major challenge is finding a market for products. Industrial units address this while evaluating projects for viability and sustainability. In this context, the Indian economy’s future prospects seem to be working favourably.

Patwardhan says that they are encouraged by the state of affairs and expect a lot of opportunities to be generated in the next 3-5 years, and are even ramping up their capacities in anticipation. “For skill development, presently, we are taking employees through the qualification processes set by global majors that we have started working with,” he adds.

Speaking about creating a supportive supply chain, Kumaraswamy explains, “Our commitment and investment has attracted world-class rail suppliers to India, making our local content and sourc-

ing between around 60% (varies from project to project as per customer requirements) from India itself, created around 2,500 direct jobs and 5,000 indirect jobs, with our suppliers setting up manufacturing facilities in India, thus meaning less dependency for spares.”

On the issue of skill-set development and talent retention to ensure that activities are sustainable in the long-term, he says, “Our employees in Gujarat are fully-trained on special tools and processes to ensure a standard quality across Bombardier. Our Savli site started with rail engineering experts from across the globe moving to India to set up a manufacturing site, which has rapidly evolved into a truly Indian production and export hub with high international standards. As part of our commitment to developing local talent, our goal is to continue to grow the team in Hyderabad and support our product development strategy and innovation, as well as improve our services to our customers.”

Venkatachari proclaims, “We expect institutions for the development of the blue-collared skill-set, coupled with advanced practical courses, synchronising with the needs of the industry.”

Summarising the industry’s aspirations very well, Kumaraswamy says, “We are determined to make our sites in India one of the best in the world, with a common and focused goal to be lean sites with flexibility, innovation, respect for the environment and a customer-oriented approach.”

Thus, given the rising demand from various sectors and the focus on improvements within the heavy engineering industry to fulfil these requirements, things are certainly looking up for the industry, and, in turn, for the economy at large.

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ENGINEERING EXCELLENCE IN AUTO 1

RACE TO THE TOP AUTOMOTIVE AND COMPONENT MAKERS ARE REPEATEDLY TURNING TO R&D TO BRING IN EXCELLENCE WITH EACH MODEL.

BY JAYASHREE K M

1 & 2. Most of the engineering excellence that one sees in the automotive industry is mainly channelled towards electric vehicles in the present day.

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THE AUTO EXPO 2018 WAS NOTHING SHORT of a display of excellent engineering. Little more than 50 auto companies showcased more than 100 novel products in the first two days of the Expo.

From the humble two pedal cycle to a mammoth 49-tonne truck, manufacturers went all out to grab as much attention as they could as the automo-

tive industry stares at new challenges such as the Bharat Stage VI transition and electrification.

Considering the number of new or tweaked models on showcase, more than 50 of those showcased by two-wheeler, car and commercial vehicle makers, were a mix of futuristic electric vehicle concepts and production ready models. This is the highest-

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ment and capacity enhancement for electric vehicles and related components.

Speaking of how the components industry is working towards R&D and quality, Suresh KV, country head, ZF India, says, "The reputation of a component manufacturer depends on the quality of its products. It is important to train employees on shop floor/assembly line on the quality procedures and standards. All employees on the assembly line must follow the standard operating procedures.

OUR FRIEND ELECTRIC Most of the engineering excellence that ones sees in the automotive industry is mainly channelled towards electric vehicles in the present day. Hitherto, most companies preferred to look at better engines, fuel-efficiency and lightweighting. Recently, Mahindra & Mahindra announced that it would make an additional investment at its Chakan plant in Maharashtra. As part of its expansion plans, the company will invest over Rs 500 crore in its electric vehicle (EV) project under the new EV policy of the government of Maharashtra. The investment for EV and EV components is in addition to its ongoing expansion plan in Chakan which includes an initial investment of Rs 6,500 crore. This additional investment of Rs 500 crore will be utilised towards product develop-

THE POPULATION OF AUTOMOBILES IN INDIA IS EXPECTED TO SURGE TO 404 MILLION BY 2028 FROM 162.31 MILLION NOW.

“Random inspections and quality checks are necessary to understand the consistency of components.”

– Suresh KV

ENGINEERING EXCELLENCE IN AUTO

ever participation of electric vehicles in the biennial auto event as the mandate from the government is to move to cleaner emission technology for the future. Mahindra and Tata Motors showcased 12 such products between themselves. Honda Cars, Renault, Toyota, Maruti Suzuki, Mercedes Benz India, BMW Group and Hyundai Motor India showed several products. However with the exception of a handful none of the other products are even available outside of the country.

“Continuous improvement is challenged by achieving global leadership by benchmarking our quality indices to global standards.”

– Sanjiv Paul

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ENGINEERING EXCELLENCE IN AUTO 3

THERE IS A HUGE UNEVENNESS IN THE VEHICLES PENETRATION IN THE METROS AND TIER II AND III CITIES.

“As a strategy, we try to put our big manufacturing and engineering footprints in the low-cost countries.”

– Tarang Jain

3. Automotive engineers with an assistance robotic inspection modern car.

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MARCH 2018 | Manufacturing Today

Random inspections and quality checks are necessary to understand the consistency. The component maker also needs to align well with its own R&D department and also those of the OEMs." Sanjiv Paul, senior VP, India Yamaha Motor, adds to this, saying, "Continuous improvement is challenged by striving to achieve global leadership by benchmarking our quality indices to global standards. This is done by analysing the global best practices and challenging creation of new benchmarks amongst Yamaha factories. Another method

we normally employ is called the Hyoujun Soubi activity. This activity focuses on creating standardised working method to create a strong shop floor which resists changes and can improve continuously."

Another company that is focussing on manufacturing automotive electronics for electric vehicles in the future is Varroc Group. Their major R&D work is going to be in this direction. Tarang Jain, MD, Varroc Group, says, "New safety and emission norms are going to enhance electronics. The company has expedited its R&D work. As a strategy, we try to put our big manufacturing and engineering footprints in the low-cost countries. In India, we have the second-largest R&D centre for our lighting business."

NORMS MATTER India has about 120 vehicles on every 1,000 people right now, which is expected to rise to almost 300 in next 10 years, thus aggravating the congestion further. The population of automobiles in India is expected to surge to 404 million by 2028 from 162.31 million now. For this, India needs to improve CO2 emissions by adopting electric vehicles or other alternative fuels. But, according to a survey, an increasing number of vehicles in an unevenly dis-

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ants within six months. We were the first company to launch the BS-IV bikes in India."

Bajaj Auto ensures that its products with high quality are made by well trained and engaged line engineers. "They have all been trained based on CUDBAS (Curriculum Development Based on Ability Structure) and then they become process experts. They continuously improve/innovate the process, thus making entire chain highly productive, quality conscious & cost effective."

BMW Group, on the other hand, has massive plans for 2018. It expects its product offensive to go a notch up with all three brands. Vikram Pawah, president, BMW Group, says, "The future strategy for India includes new directions, methodologies and prioritisation to become the most desirable premium automotive brand. We will be the leaders in this direction, spearheading the growth of luxury vehicle segment, working smartly and innovatively, finding new roads to explore."

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“With NPDS and process feedback of DFA/DFM along with R&D, we are able to design new products faster.”

– Ravindra Pise

ENGINEERING EXCELLENCE IN AUTO

tributed manner will create a choking condition in several parts of the country. There is a huge unevenness in the vehicles penetration which is turning out on the roads, while a large part of the country have thin vehicle presence. The industry needs to focus towards bridging this gulf to escape from the impending fracas.

Technology plays a very important role in ensuring that emissions norms are curtailed. Since regulations have put pressure on the industry, combined braking system and anti-lock braking system in two wheelers involve a huge workload. BS-VI work involves additional work for its rollout. In this respect, Hero MotoCorp recently introduced the i3s technology in the 125cc Maestro Edge and Duet scooters and is working on a host of new technologies.

Dr Marcus Braunsperger, CTO, Hero MotoCorp, said that a hybrid motorcycle was definitely not on his platter at the moment as it will double the vehicle cost. But adventure bikes are now the latest trend and will continue for some years. "We are fully geared up in terms of development on all platforms and all engines for meeting the norms. There is always a trade-off. BS-VI has such a huge implication that only the latest engine technology available will be upgraded to BS-VI. It involves not only engines but what is around the engines – like fuel injection systems with the industry moving away from carburetted engines. In addition, there will be catalytic converters, besides requirements to package parts and units. In the end, it is not just engine adjustment but taking the entire bike and adapting it to technology requirements."

Ravindra Pise, VP (Chakan & Akurdi plants), Bajaj Auto, says, "With New Product Development System (NPDS) and process feedback of DFA/DFM along with R&D, we are able to design new products faster with latest technology & easily adoptable. Last year, we launched 14 new products/vari-

HOW CHANGES CAN BE MADE Come April 2020 and India’s automobile market will

WITH REGULATIONS, COMBINED BRAKING SYSTEM AND ANTILOCK BRAKING SYSTEM IN TWO WHEELERS INVOLVE A HUGE WORKLOAD.

“Future strategy includes new directions, methodologies and prioritisation to become the most desirable premium automotive brand.”

– Vikram Pawah

4. The automatic robot arm for sheet metal forming factory is now a common sight.

5. Automation in smart factory helps make more cars per hours than before.

Manufacturing Today | MARCH 2018

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ENGINEERING EXCELLENCE IN AUTO 6

7

“We make the best process, aligning with goals, planning changeovers, machines, jigs, measuring equipment, training, and quality guarantees.”

– V Sridhar 6. New models emerge every year or two, thanks to advanced R&D. 7. Even MSMEs have begun using technology so as to deliver quicker results to OEMs.

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MARCH 2018 | Manufacturing Today

change in more ways than one, as the industry leapfrogs to the strictest emission norms, Bharat Stage VI from the current Bharat Stage IV. As changes in engine technology are planned to ensure pollutants emitted by the vehicles are reduced and comply with the stricter limits, so would machines and processes to manufacture them. V Sridhar, group VP and director, corporate office production, Honda Motorcycle & Scooter India, says, "Though it would be a great challenge and involves huge investment, we see it as a great opportunity to unify our production constitution utilising latest technologies and making our processes similar for all factories. The activity involves making the best process, aligning with goals, planning changeovers, changing machines, jigs, fixtures, measuring equipment, training, process setting and confirmation and quality guarantees."

The Japanese carmaker Nissan announced that its best-selling electric vehicle Leaf has received a

five-star safety rating, the highest possible, from the Japan New Car Assessment Programme. In earning the top grade, the zero-emission Leaf with ProPilot autonomous technology scored 94.8 points out of a possible 100 for occupant safety in a collision. As per the company, safety features that contributed to the new Nissan Leaf's five-star rating, include its highly rigid body structure, six SRS airbags, seats with enforced headrests and back frames, and seat belts with pre-tensioners and load-limiting capabilities for the front and rear outboard seating positions. It also features e-Pedal, which lets drivers accelerate and brake by operating only the accelerator pedal.

Similarly, Volvo Cars has debuted a 3-cylinder engine in its XC40 compact SUV. The new powertrain is the first three-cylinder engine in the company’s 91-old-year history. The all-new 1.5 litre, three-cylinder, direct-injection petrol engine was developed in-house using the same modular design as Volvo’s four-cylinder Drive-E engines. The three-cylinder powertrain comes with a manual six-speed transmission. An optional automatic eight-speed transmission will follow next year.

Countries throughout the world are seeing increasing trends for the popularisation of electrified vehicles and autonomous driving vehicles, and India is no exception. For instance, in terms of trends for electrification, the Indian government last year announced the ban of gasoline and diesel vehicles domestic sale by 2030. With the aim to push for electric powered vehicles and address the situation of accident prone fatalities in India, there an increasing need for safe driving support technologies.

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EVENT REPORT DASSAULT

MODEL BEHAVIOUR SOLIDWORKS WORLD 2018 HAD MANY SURPRISES IN STORE, BUT VISITORS KNEW THAT NEW SOLUTIONS WOULD WORK JUST AS WELL.

BY JAYASHREE KINI MENDES THE ANNUAL SOLIDWORKS WORLD 2018 (SWW2018) event showcased the latest technology poised to bring your design game to the next level. Held at the Los Angeles Convention Centre at California from February 4-7, the four-day event had a series of product updates and a call for an industrial renaissance.

This year there was a live webcast of all the action, streamed right from the LA Convention Centre floor. Those not present at the venue could catch each general session, get an inside perspective from attendees, and sit in on select training ses-

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sions throughout the day.

Companies that tied up as sponsors included Dell, HP and Lenovo as platinum partners; Microsoft Surface, nVidia, Proto Labs, Sindoh and Stratasys were gold partners; and a number of other companies as silver partners.

Some of the attractions in terms of speakers were: Neri Oxman, MIT Professor at the Crossroads of Art, Science & Technology; Brent Bushnell, CEO of Two Bit Circus; Kyoungchul Kong, CEO, SG Robotics & Professor at Sogang University; Joe Hiura & Robert Andrew Johnson, Art Director and Set

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EVENT REPORT DASSAULT

technological progress will be about “makers and innovations”.

1

2

1&2.

SOLIDWORKS invited innovative speakers to the morning sessions.

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MARCH 2018 | Manufacturing Today

Designer; Michael Jagemann, Head of XB-1 Production, Boom Supersonic; Bernard Charlès, Vice Chairman of the Board of Directors, Chief Executive Officer, Dassault Systèmes; and Gian Paolo Bassi, CEO, SOLIDWORKS, Dassault Systèmes.

Speaking at the general session, Bassi said that it is not uncommon for people to have aspiring dreams such as improving the global health care system, increasing the own athletic performance or even travelling with the speed of sound. The goals don’t come easy. One needs more than just a Fourth Industrial Revolution or a comprehensive digitisation of industry sectors to make this happen.

Instead, what one needs is a new Industrial Renaissance, which ensures that humankind will be at the centre of technological progress.

The insight, that embedding the power of simulations helps making better decisions, and introspecting processes through artificial intelligence (AI) might increase a company’s capacity, has become commonplace among decision-makers in the industry by now. But Bassi added that the future

WHAT LIES IN STORE SOLIDWORKS 2018 comes with at least five new or completely revised features which make the Industrial Renaissance real, announced Bernard Charles, Dassault Systèmes’ vice chairman and CEO. • The ‘Social Collaboration Services’ which for the first time will enable the system administrator in a company to fully trace which data are and were moved in the system.

• Secondly, the new SOLIDWORKS 3DExperience ‘PLM Services’, improves the systematic approach to managing the sequence of changes a product undergoes.

• Thirdly, the ‘Product Designer gives the engineer more flexibility and more varieties to design a product without carrying loads of data on a bulky computer.

• The fourth experience is ‘X Design’, where the machine starts to think. The software suggests certain improvements regarding the design and the construction of an object, based on data and previous experiences.

• And the fifth experience is the feature ‘Marketplace Make’, a tool which revolutionises the way manufacturers work together.

Speaking to Manufacturing Today, Bassi said, “While we will be announcing the 2019 version, it’s difficult to talk concisely about that, because we release about 500 products. For the first time, we have released a manufacturing software called SOLIDWORKS CAM. And why did we do so? There are so many manufacturers of CAM software. Many of them are our partners. But the fundamental reason why we did that is because SOLIDWORKS CAM is an intelligent manufacturing system. It does not require, for the most part, human intervention to go from design to cutting cycle. It doesn’t require C-code manipulation. It understands the features and can read the tolerances, the surface finish and do it automatically. The digital reinvention, digitalisation is all about integration.”

The company also announced SOLIDWORKS Manage, which is an expansion of SOLIDWORKS PDM. “This is in addition to our product for data management. It is called PDM – Product Data Management. So PDM is specialised for the engineering department making it very easy to collaborate, he added.

In early February, Dassault Systèmes launched the 3DEXPERIENCE marketplace, its online ecosystem where today’s business innovators will be able to collaborate and transact with other industrials and service providers. The cloud-based market-

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the table. In a roundtable discussion on IoT, Kishore Boyalakuntla, VP, product portfolio management explained why product design is seeing a golden age and the barrier between idea and end customer is getting smaller. “Over the last few years, there has been increased communication between designer and user and the ability to quickly materialise ideas or prototypes. The 3DEXPERIENCE marketplace is an online resource for parts with bold ambitions to become "the Amazon for engineers". The marketplace will serve two primary functions; 'part supply' and 'make', which will enable users to go "from dream to doorstep" with 50 digital manufacturers offering more than 500 machines, and 30 million components from 600 suppliers already signed up to deliver archived or custom components through additive manufacturing, CNC machining, injection moulding and beyond.

EVENT REPORT DASSAULT

place is a new trading platform for digital design, engineering and manufacturing transactions, with ambition to transform the industrial world in the same way that the world’s largest online consumer marketplace has transformed legacy retail, and mobility providers have transformed the transportation sector. Businesses seeking to identify new manufacturing service providers – including 3D printing – insert specific components within their design environment, or manage their ecosystem of selected service providers and in-house resources, now have access to on-demand manufacturing and intelligent part sourcing services. These will streamline collaborations and overall innovation processes.

Suchit Jain, VP, strategy and community, SOLIDWORKS, says, “3D Experience Marketplace is where we want to connect engineers and designers to all the service providers. What we announced yesterday and today were two services. One was Marketplace Make and the other one is Marketplace Part Supply. In future we will add more services because we want to be like an Amazon.”

Ask the team about India plans, and PM Ravikumar, sales director, SOLIDWORKS, says, “India is going to play an important role for us. The government is talking about smart cities. These plans need design. And who better than us to offer such solutions to the Indian government?”

One of the big news at SWW2018 was 3D printing with the likes of Stratasys, 3D Systems and Desktop Metal, each bringing something new to

3. HP Windows Mixed Reality Headset Professional Edition with HP ZBook17 4. 3D Systems 3dxpert Solidworks optimise support structures.

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EVENT REPORT DASSAULT

6

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5. Numerous innovations in additive manufacturing or design excellence was a novel experience.

6. Gian Paolo Bassi made interesting points on the future of design software.

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MARCH 2018 | Manufacturing Today

Speaking at the day two morning session, Neri Oxman, MIT Professor, said, "We are moving from the age of the machine to the age of the organism.

Design is being influenced by nature to change the way we build our world, from glass 3D printers to "fibre-bots" used to create organic structures.”

The shape of things to come AMD showcased updates to products that were only shown as technology previews in the past, as well as some groundbreaking new solutions that increase flexibility and enhance productivity for SOLIDWORKS CAD users. Now with the complete Radeon Pro WX workstation family line-up from Radeon Pro WX 2100 card to the latest Radeon Pro WX 9100 card, visitors saw professional graphics cards from entry level to professional product design, including the ability to visualise CAD designs in real time game engines with virtual reality using high end workstations from DELL and BOXX. HP unveiled its new compact Jet Fusion 300 / 500 series for low cost, full colour 3D printing. Depending on configuration and colour preference, the new machines are priced upwards of $50,000 in a bid to bring HP's Multi Jet Fusion (MJF) technology to small and medium-sized businesses, design teams and the education market. “HP is committed to democratising 3D design and manufacturing, unleashing new possibilities for millions of innovators

around the world,” said Stephen Nigro, president of 3D Printing, HP. “No matter your industry, no matter your design complexity, no matter what colours fit your business needs – black, white, or the full colour spectrum – the new HP Jet Fusion 300 / 500 series gives you the freedom to create brilliant new parts liberated from the constraints of traditional production methods.”

In announcing a strategic partnership with Dassault Systèmes, metal 3D printing company Desktop Metal is also taking a leaf out of nature's book with its latest offering to the market, a generative design tool called Live Parts. Available exclusively to SOLIDWORKS users, Live Parts is an experimental technology aimed at simplifying generative design for 3D printing. Ric Fulop, CEO and co-founder, Desktop Metal, said: “In addition to hardware, we believe design for additive manufacturing software tools and techniques are critical to the successful fabrication of strong, lightweight parts that perform. We are excited to partner with Dassault Systèmes on the preview of our latest innovation, Live Parts, and to offer our software tool as a means for educational exploration to the largest community of engineers leading advancements in additive manufacturing.”

Stratasys, a global leader in applied additive technology solutions, announced the company is teaming with Dassault Systèmes and industry innovator Easton LaChappelle to power a transformational new initiative - Unlimited Tomorrow. Stratasys will become the exclusive provider of 3D printing technology for the initiative and organisation -- ushering in a new age of custom-designed, low-cost, highly functional arms for those who need them most. Unlimited Tomorrow will fully collaborate with Stratasys on research, development and production of these prosthetics – reinforcing the company’s current and evolving investments in corporate social responsibility.

In order that customers use the software to the fullest extent, SOLIDWORKS has believed in training customers and includes a certification programme in every subscription. This is their way of ensuring that customers use the software to the fullest extent.

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For many years, the TRIBOS polygonal clamping technology, developed and patented by SCHUNK, is setting benchmarks in the field of metal cutting. Its high absolute accuracy, dynamics, and excellent rigidity and damping value allow best surface qualities and long tool lives. In order to open up the potentials of modern HSC cutting edges and spindles more comprehensively, the competence leader for gripping systems and clamping technology offers the standard series TRIBOS-RM, TRIBOS-Mini, and TRIBOS-Mini SVL as a sealed version for direct clamping of micro tools with internal coolant supply, too. In the case of deep bore holes and for milling grooves, the internal coolant supply ensures that chips will be removed and taken away from the cutting edge for best cutting actions and that optimum cooling of the cutting edge is possible.

Both in combination, allows longer service life of the high-quality tools and excellent finish results at the workpiece. In addition, the sealed design prevents chips or dust from penetrating into the mounting or spindle. In the first step, SCHUNK offers the dust-proof and coolant-proof version (up to 80 bar) for the precision mountings TRIBOS-RM HSK-E 40 and HSK-E 32 with ø 3mm, 6mm, and

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DIGITAL ENTERPRISE INDUSTRY SOLUTIONS

Siemens has announced a new digital enterprise industry solution for the electronics industry, following several recent major investments by Siemens to serve the industry. The software engineering and ALM solution specifically addresses several of the critical product development challenges associated with the increasing consumer demand for connected smart products: increased se-

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curity threats and privacy issues and risk management on products that incorporate internet-connected sensors. It also addresses the need for quality teams to incorporate accelerated testing processes in order to keep up with rapid software development technologies such as Agile software, Scrum and continuous delivery, while still maintaining or improving product quality.

Integrating application lifecycle management (ALM) software with product lifecycle management (PLM) software allows companies to effectively manage traditional product development cycles and the software used to control these products.

Creating the ability for software and hardware engineers to work as part of the same team allows for true product co-engineering as well as implementation and measurement of product and software process improvements. This solution helps multi-discipline development teams to achieve end-to-end efficiency and productivity and also enables traceability across hardware and embedded software configurations in all lifecycle phases, which allows for enhanced product quality and efficient change management.

For more information, visit: www.siemens.com/plm

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