Manufacturing Today June 2018 issue by Itp India

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TOTAL PAGES 66 VOLUME 8 | ISSUE 6 | JUNE 2018 | `50

COOLANTS & LUBRICANTS OILS THAT MATTER

MACHINE TOOLS BUILDING ON SUCCESS

GAINING GROUND SURESH KV, COUNTRY HEAD, ZF INDIA, BELIEVES IN TAKING CHARGE. POST INTRODUCING A CULTURE OF IMPROVEMENTS AND INNOVATIONS, HIS COMPANY HAS SEIZED A SIZEABLE SHARE OF THE TRANSMISSIONSâ&#x20AC;&#x2122; MARKET.

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CONTENTS

IN THE DRIVER’S SEAT

SURESH KV, COUNTRY HEAD, ZF INDIA, BELIEVES IN TAKING CHARGE. POST INTRODUCING A CULTURE OF CONTINUOUS IMPROVEMENT AND INNOVATION, HIS COMPANY HAS SEIZED A SIZEABLE SHARE OF THE TRANSMISSIONS’ MARKET.

COOLANTS & LUBRICANTS WITH IMPROVED CONSUMER SPEND AND A REGULATORY PUSH FOR STRINGENT CONTROLS ON EMISSIONS, THE COOLANTS & LUBRICANTS INDUSTRY IN INDIA IS WITNESSING A TRANSFORMATION.

MACHINE TOOLS: GRINDING & TURNING DESPITE BEING IN A SWEET SPOT WITH DEMAND OUTPACING SUPPLY, KEY MACHINE TOOLS VENDORS CONTINUE TO LOOK FOR WAYS TO SUPPORT CUSTOMERS WITH NEW TECHNOLOGIES AND SOLUTIONS.

AUTO & FARM EQUIPMENT AUTO AND FARM EQUIPMENT MANUFACTURERS ARE MAKING HAY. THE MARKET IS READY FOR NEW TECHNOLOGIES AND OVER THE LAST COUPLE OF YEARS, THERE'S BEEN A FLOOD OF NEW PRODUCTS.

FACTORIES OF THE FUTURE IN THE NEAR FUTURE, MORE COMPANIES ARE EXPECTED TO AUTOMATE ALMOST ALL PROCESSES IN MANUFACTURING WITH LITTLE LEFT TO DO ON ONE'S OWN.

JUNE 2018 | Manufacturing Today

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EDITOR'S NOTE

POWER STRUGGLE

Jayashree Kini Mendes

Mitalee Kurdekar

GIVEN THE ENORMOUS DEMAND FOR ELECTRICITY in India, the current situation with regard to our power generating capability – wherein there are projects in place for increase in power, albeit without adequate loading factor – is somewhat tricky. The result is that, despite an increase of over 70% in power generation during the last six years, India still cannot claim to be in power-surplus. Private coalfired plants, supported by liberal lending from PSU banks, had an envious capacity utilisation at the start of the decade, but soon faltered with the load factor coming down to around 55%. With defaulting power purchase agreements, these power plants and their PSU lenders are staring at stressed assets. Fortunately, the malaise affecting the whole power trading business is well known; however, the unfortunate part is that there is a need for someone to step up and bell the cat. Experts and stakeholders who have been studying the issue of stressed assets have suggested that the Government help in defining profitability of the power trading business as there are social costs involved with regard to the distribution business. The issue of coal supply and pricing to these plants also needs swift resolution. Without a supportive stance towards customer-sensitive pricing, the coal inventories of these plants are dwindling. In addition, public sector coal suppliers pass on cost escalations instead of fixing the inefficiencies of their subsidiaries. Consequently, the stressed plants are left to manage financing costs owing to unserviceable loans, which under the new RBI guidelines are now on the verge of being declared bad debts. This is terrible news for the manufacturing sector as the first casualties of any outages are bound to be manufacturing units. Therefore, the problem needs quick addressing and resolution. In fact, a more laudable initiative could be the enhancing of efforts to generate renewable energy. Besides having good employment potential, resorting to renewable energy-means would cut down India’s reliance on coal and carbon-emitting inputs. This certainly would be a silver lining to an otherwise dark cloud. There is a long way to go, but baby steps are more than welcome.

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

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Manish Kulkarni, Director – Strategy & Business Development BDB India

N Tarachand Dugar, President, All India Manufacturers’ Organisation (Also chairman, Dugar Group)

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Raj Singh Rathee, Managing Director, KUKA Robotics India

Rajesh Nath, MD & CEO, German Engineering Federation (VDMA), India

Robindranath Som, President, Nickunj Eximp Enterprises

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NEWS KEY HAPPENINGS

HONDA CARS INDIA LAUNCHES ALL-NEW 2ND GENERATION HONDA AMAZE

SCHAEFFLER INDIA LAUNCHES LOCALLY MADE FAG SNV HOUSINGS RANGE

diesel CVT Technology in the Indian market. This is Honda’s first diesel engine combined with advanced CVT, and India will be the first market to launch this technology. Gaku Nakanishi, president & CEO, HCIL, said, “The new Amaze has been developed keeping the needs and aspirations of Indian cusHCIL is offering 3-years unlimited km warranty as standard value with the new Amaze. tomers in mind." The model has been Honda Cars India (HCIL) launched its much- developed under the grand concept of ’Amazawaited all-new 2nd generation Honda Amaze ing Compact Limousine’ represented by its in Maharashtra. Built on an all new platform, sleek solid design, overwhelming cabin and the 2nd generation Amaze incorporates Hon- cargo space within 4 metres and outstanding da’s spirit of innovation in R&D. The car offers driving performance with comfortable ride. The Amaze offers stability and ride comfort one class above premium experience with its design, sophisticated & spacious interiors, which has been achieved with the extended more efficient powertrain, outstanding driv- wheelbase, new steering system and ading dynamics, advanced features and safety vanced suspension system: Mac-Pherson technologies. strut front suspension and Torsion beam rear The new Amaze features the first in industry suspension.

Leading industrial and automotive supplier, Schaeffler India Ltd (Formerly FAG Bearings India) has launch its new range of FAG SNV Housings. SNV Housings are the new split plummer block housings which are quick to mount and easy to lubricate. Schaeffler India launched SNV Housings with an aim to provide similar German quality products manufactured locally. SNV Housings find applications in paper processing industry, mining, materials processing, agricultural machinery as well as power stations. The newly launched housings provide a host of benefits including reduced installation time, reduced maintenance, longer rolling bearing life, simplifying stock holding due to modular concept and more. The new range of housings are particularly easy to install and replace. It is no longer necessary to use special housing designs in many standard applications. Harsha Kadam, president, Schaeffler Industrial Business, stated, “The launch of our new product SNV Housings is another milestone for our industrial business in India. We have always strived to offer the best in industry to our customers and am very proud that we have kept the momentum. These split plummer blocks are high quality housings designed and manufactured as per local customer needs, which also means higher degree of customisation and modular design for easy installation, maintenance and replacement. The new range will deliver premium and hassle free performance in all its applications to our customers”. The new range of housings will be made available through Schaeffler India’s existing Industrial Distribution Network as well as directly for OE requirements.

L&T INKS DEAL WITH SCHNEIDER ELECTRIC TO SELL ELECTRICAL AND AUTOMATION BUSINESS Larsen & Toubro (L&T) has decided to sell its electrical and automation business. It has inked a definitive agreement with Schneider Electric, a global player in energy management and automation, for strategic divestment of its electrical and automation (E&A) business. It is an all-cash consideration worth Rs 14,000 crore. L&T’s E&A business offers a wide range of low and medium voltage switch-gear, electrical systems, marine switch-gear, industrial and building automation solutions, energy management systems and metering solutions. Its manufacturing facilities are located at Navi Mumbai, Ahmednagar, Vadodara, Coimbatore and Mysore in India as well as in Saudi Arabia, the UAE (Jebel Ali, Dubai), Kuwait, Malaysia, Indonesia, and the UK. Over the years, the E&A business has built

JUNE 2018 | Manufacturing Today

strong research and development capabilities and has a wide network of channel partners across India and international markets. The E&A business reported net revenue of Rs₹5,038 crore during FY2016-17. The deal is subject to assorted regulatory approvals, the company said in a filing with the BSE. “L&T’s E&A business has had a strong presence for decades and is well-positioned to continue its growth trajectory with outstanding technologies, brands, people and global presence. We believe the partnership with Schneider Electric, which has a strong product and geographic presence, will further enhance the business prospects for E&A business & its employees,” a release quoted AM Naik, group chairman, Larsen & Toubro, as saying.

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NEWS KEY HAPPENINGS

L&T DEFENCE TO MAKE QUAD LAUNCHER FOR BRAHMOS; SUITABLE FOR WARSHIPS

The Quad Launcher is designed for launching BRAHMOS supersonic cruise missiles. L&T Defence, the defence arm of L&T and a leading industry partner of BrahMos Aerospace (BAPL), has completed the design and prototype realisation of the ‘Quadruple Canisterised Inclined Launcher’ (QCIL or Quad Launcher) for BrahMos missiles and after rigorous trials, has handed over the prototype Quad Launcher to BAPL. The Quad Launcher is designed for launching BRAHMOS supersonic cruise missiles in an inclined configuration onboard Indian Naval ships. The launcher provides superior firepower as compared to the twin canister, deck mounted launchers and has a capability to support and launch

four missiles in a single or salvo mode. The new Quad Launcher is suitable for warships which have space constraints to accommodate a Vertical Launch Module. Jayant Patil, whole-time director (defence) and member of L&T Board, handed over QCIL prototype to Dr Sudhir Mishra, Director General (BrahMos) DRDO and CEO & MD, BrahMos Aerospace. The production units of the QCIL will be ready for deployment on Indian Naval Ships in 18 months. Patil said, “We have been associated with the development of BrahMos programme since 2000, when as part of the composite team led by DRDO, we engaged with the Russian Federation. As proven partners of all variants of Naval missile launchers, we took up the design of the unique Quad Launcher and realised the prototype in 18 months. The Launcher underwent rigorous testing, including by the NPOM specialists, prior to receiving of production clearance. L&T will now take up the bulk production of the Quad Launchers.” Dr Sudhir Mishra said, “BrahMos practices ‘Design-In-India’, which has resulted in the establishment of a consortium of over 200 industries.”

FORCE MOTORS TO SUPPLY LIGHT STRIKE VEHICLES TO INDIAN ARMY; LSVS WELL EQUIPPED FOR ALL TEMPERATURES Force Motors has bagged an order from the Indian Army for supplying Light Strike Vehicles (LSVs) for defence purposes. The indigenously built vehicles have been developed by the Pune-based manufacturer’s R&D team and boasts of higher speed and reliability. According to Force Motors, the LSVs use proven, rugged and reliable aggregates like engines and transmissions from their stable, and are also uprated for the demanding applications of the Armed Forces. The company states that the LSVs have gone through the rigorous prototype trials conducted over two years in tough and rough terrains, which was as varied as the scorching deserts of Rajasthan (500 C) to the sub-zero temperature in the Himalayas (-300 C). The vehicles are designed for quick ingress

JUNE 2018 | Manufacturing Today

and egress, and are capable of performing on extreme terrain, with manoeuvrability, high speed and stability, are 4x4 configured, and come with differential locks on all wheels, similar to the Force Gurkha. They are also equipped with run flat tyres and have provisions to mount assault weapons like rocket launcher and machine guns. The LSVs can be airlifted and dropped into enemy territory, for use as an advance fast strike vehicle. Speaking on the sidelines of the agreement with the Ministry of Defence, the Force Motors spokesperson said, “We are very happy that the Indian Army has reposed trust in the fully indigenous Light Strike Vehicle developed by our research and development team. This is a small but significant step in creating fully indigenous specialist vehicles for the Armed Forces – a truly ‘Make in India’ initiative”.

UNDER 60 SECONDS

After setting up four factories world-wide (3 in Europe and 1 in Malaysia) and selling more than 2.2 million appliances in a year, Liebherr, refrigerator experts of German origin, inaugurated its manufacturing unit in India, at Aurangabad. Spread over 50 acres, this facility is equipped with smart manufacturing features, processes and assets capable of relaying accurate data and integrated traceability system for production planning and review. With production in full swing, the total production capacity is around 500,000 units a year. The domestic appliances product division manufactures refrigerators and freezers in five countries for domestic and commercial use, including India. Dr Isolde of Liebherr said, “India is an important growth market for us. We see a huge scope for cooling appliances in India as the rapid changes in lifestyle have led to rise in demand of those appliances, which makes life more comfortable and easier. With the establishment of the new factory in India, we are able to offer our very best high-end technology to the Indian market”.

USG Boral, an innovator of plasterboards, manufacturing and supplying building solutions, has appointed Sumit Bidani as CEO for its India market. In his new role, Bidani will be responsible for developing the growth strategies and expansion of USG Boral across South Asia. USG Boral India operates two other plants – a plasterboard and metal plant in New Delhi, and a joint compound and putty plant, in Chennai.

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COVER STORY ZF INDIA

In the 1 Driver’,' s Seat SURESH KV, COUNTRY HEAD, ZF INDIA, BELIEVES IN TAKING CHARGE. POST INTRODUCING A CULTURE OF CONTINUOUS IMPROVEMENT AND INNOVATION, HIS COMPANY HAS SEIZED A SIZEABLE SHARE OF THE TRANSMISSIONS’ MARKET. BY MITALEE KURDEKAR

THE ZF INDIA HEADQUARTERS IN CHAKAN, PUNE, BEARS AN AIR of serenity about it, much like the man who runs the show there. In fact, Suresh KV, country head, ZF India, is the personification of the business he helms. Just as the German auto component giant’s Indian business has spent 30-plus years – since commencing operations in 1984 – building itself into a formidable force in the domestic market, Suresh too has let his work – since he took over in 2015 – do the talking. His unassuming manner camouflages a keen eye for detail and a passion for business, something that is reflected in his enthusiastic tone. He has ingrained the same ethos in his employees, thus ensuring that ZF steadily climbs the ranks and overtakes competition for a spot atop the business pyramid. “If you take the case of transmissions, for a long time now, we have not been fighting the competition, but rather the in-house manufacturing units,”

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Manufacturing Today | JUNE 2018

COVER STORY ZF INDIA

However, the automotive products are much more points out Suresh. “The Tatas, for instance, manucomplex to manufacture, with modifications required facture their own CV transmissions. However, for the for each of the five products that are made for varipast couple of years, we are hearing manufacturers ous clients. question whether they should make transmissions, As Suresh confesses, “Our focus is now on the or leave it to organisations like ZF to support them, automotive business. Globally, that is our strength, such that they can focus on the vehicle itself. And and our dream is to make in India as well as to bethat’s a mindset change which is well and truly hapcome a major player in the automotive segment.” pening at major OEMs,” he states. And their innovative approach and ability to adapt ZF is one of the leading suppliers in the CV transquickly are helping them go the distance. missions space. Similarly, on the industrial side of things, ZF has created a niche by playing to their THE JOURNEY SO FAR strengths. A case in point is their wind business, The first change came about in 2007, when they wherein they are possibly the only player in the launched their own entity in India, and began to set country to have the entire manufacturing set-up at up their power manufacturing units. Commencing their disposal. operations with truck transmissions “Our approach to the wind segin Pune, ZF went on to set up its ment has been holistic. We don’t chassis components business unit just procure steel and convert it into and product line over the next two to gear boxes; we don’t just do the assaw a consolidation of operations three years. The year 2015 saw the sembly. Instead, there’s a great deal into the Chakan location. biggest transformation, when they of value addition involved,” proclaims consolidated their footprint into the Suresh, adding that they are also inChakan location in Pune under ZF India. creasing their footprint in the burgeoning off highway The Pune plant now caters to the automotive segsegment. Also, while wind has done wonders for ment, while the Coimbatore factory (under ZF Wind their footprint and is their biggest customer, automoPower Coimbatore) looks after the manufacture of tive comes a close second, and they are growing at industrial products. The list of products manufaca much faster pace because of the amount of space tured by both these facilities of ZF’s wholly-owned left to cover on the automotive side of things. Ansubsidiaries includes manual truck transmissions other reason why wind is leading is because of the and chassis components for trucks, clutch systems sheer size of the product, given that it is a 16-tonne for passenger cars, transmissions and driven axles transmission that goes out to multiple customers.

2015

1. OEMs are starting to recognise that they are better off trusting organisations like ZF with the manufacture of transmissions.

JUNE 2018 | Manufacturing Today

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COVER STORY ZF INDIA 2

ON THE INDUSTRIAL SIDE OF THINGS, ZF HAS CREATED A NICHE BY PLAYING TO THEIR STRENGTHS. acquisition of TRW, resulting in the de-merger from ZF Steering Gear India, we have been operating as ZF India with our steering business being run through the ZFTRW JV in Pune and Chennai,” informs Suresh.

2. With new product launches, lead times can be quite long, since around 70-75% of parts are imported. 3. The Chakan, Pune, plant caters exclusively to the automotive segment.

JUNE 2018 | Manufacturing Today

for backhoe loaders, and transmissions gearboxes for wind turbines. Additionally, the ZF Aftermarket and ZF India Technology Centre (ITC) are also a part of the 100% subsidiary. Overall, the company runs 28 units, including factories under its six joint ventures (JVs), altogether operating from 16 locations in India. The JVs consist of ZF Hero Chassis Systems, ZF Electronics TVS (India), Somic ZF Components, Brakes India, Rane TRW Steering Systems, and TRW Sun Steering Wheels. These firms produce chassis components and axle systems for passenger cars, switches and sensors, brake components, steering components, hydraulic power racks and pinion gears, steering wheels as well as occupant safety systems like airbags and seatbelts. Another massive change was the acquisition of TRW and de-linking with ZF Steering. “When we acquired TRW, globally, in 2015-16, it had a huge steering component to it. Due to the anti-trust law, we had to shelve the steering business that we had, which was then sold to Bosch. Post the worldwide

STANDING OUT FROM THE CROWD Despite change being the only constant at ZF, it has helped the company carve a niche for itself. Ask Suresh about what their key differentiator is and he is quick to reply. “Mainly two things, technology and processes. Our products have a much higher endurance. If you go into the warranty claims; if you go into our complaints at the customer end; you will see a significant difference between what our competition faces and what we do,” he claims with pride. With their transmissions running much longer and the reduced number of complaints that they receive, word is spreading and the sales volumes are rising. “Given the volume of transmissions in the market, even a small percentage change means an enormous change in numbers, so we are proactively preparing to service that demand. This means that besides product reliability, we also have service readiness processes in place to cater to the Indian market,” adds Suresh.

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COVER STORY ZF INDIA

Thirdly, there is a constant engagement with customers in order to update them about the various technologies that are coming up. He explains, “For instance, rather than the customer approaching us, which is also happening, we have been approaching them to ask questions like: Given that you are moving from BS-IV to BS-VI norms; with driver comfort becoming a concern; and with GST making longdistance drives a reality; how can our products support you better. Similarly, we’re seeing that people are moving from small tonnage vehicles to heavier tonnage vehicles, and we want to work towards making products that can assist our customers, which means that such discussions are imperative.” More importantly, the landscape in India is going through a metamorphosis. Besides the Governmentinduced compulsion to shift to lower emission-technologies, there is an inherent change in attitudes which is compelling OEMs to switch towards better vehicles. Manufacturers are reflecting a keen interest in improving their products, which is helping organisations such as ZF viably contribute with better products. “There are certain initiatives which the OEMs themselves are taking up to improve their

OVERALL, THE COMPANY RUNS 28 UNITS, INCLUDING FACTORIES UNDER ITS SIX JOINT VENTURES. vehicles and to create a USP for themselves, which means that there is a real keen interest to upgrade their vehicle to the latest technologies. Although there are certainly changes in the statutory laws, the evolution is happening more because there is a willingness and intent to evolve,” surmises Suresh. TECHNOLOGY TRANSMISSION In answer, ZF India has done innumerable things, the biggest of which has been the launch of the ZF India Technology Centre in Hyderabad. Opened in March

ZF INDIA OPERATES THROUGH 16 LOCATIONS Location

4. The automotive business is a focus area for the company, given the growth potential it affords.

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Business

Location

Bengaluru

ZF Aftermarket

Mumbai

Chennai Coimbatore

ZF Hero, Somic, Rane TRW, Nanjangud Brakes India ZF Wind Power New Delhi

Gurgaon

Somic, Brakes India, TRW Sun

Pune

Business ZF Electronics, ZF Aftermarket Brakes India ZF Hero, TRW Sun

Hyderabad

ZF India Technology Centre

Rudrapur

ZF India Headquarters, ZF Aftermarket, ZF Hero, Brakes India, TRW Sun Rane TRW

Jamshedpur

Brakes India

Sanand

Brakes India

Jhagadia

Brakes India

Sittarganj

Brakes India

Madurai

ZF Electronics

Trichy/Viralimalai

Rane TRW

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COVER STORY ZF INDIA

2017, the ITC employs 1,000-plus engineers, with has commodity purchasers to procure raw material an aim to take that number to at least 2,500 by 2020. for their global plants, thus giving them a cost adThat a huge figure, given that the total employee vantage. The lead time gap reduces as localisation count in India stands at around 14,000. Interestingly, takes place, albeit there is never 100% localisation, three-quarters of the engineers at ITC are working as ZF does not see the benefit in localisation of the towards developing innovative software solutions small value parts. There is therefore always a three such as those for e-mobility and automatic driving, month lead time on their part, while customers give very much in line with ZF’s digitalisation strategy. a forecast of up to six months. But that is not always “There was a real necessity at ZF the case. to have this centre. While it could “Today, in the commercial vehicle have been anywhere, India has a very market, we’re not able to even forestrong need for it, given the complexcast the next month. Yet, in an ideal engineers make up the ZF India ity of the product lines. Thus, there scenario, I would like a forecast for Technology Centre, Hyderabad. was work already available, all we 12 months for my capacity planning. had to do was look for the resources. The last six months will be meant for Once we had the centre in place, we had ambitious any change, while the immediate three months should plans on how to use it. I can confidently say that we be a plus/ minus of 10% and the next three months did much better than what we’d expected to do with should be plus/ minus 20%. That will be an excellent the ITC. The number of people are increasing, the model to work with,” states Suresh, who also admits type of development we are doing is aligned with our that they have only recently introduced ERP at the Cothought processes, and the reception from internal imbatore plant. customers has been good, which shows that there is more work coming into ITC. Last but not the least, our growth plan still continues to be very relevant,” opines Suresh. In the long run, the company has plans to develop local products (on the mechanical side) for the end-market. Speaking of product development, Suresh has an intriguing take on how things function in India as opposed to the West. “I believe that there are certain strengths in our culture and I don’t think we should lose them. Whether one calls it jugaad or improvisation, I feel that there is some merit in our methods. Just because a European says that a task will take seven months to achieve, there is no reason to stick to that timeframe, if we can shorten it,” he suggests. Having said that, when it comes to new product launches, lead times can be quite long. This is especially true during the initial two-three years, when 6 around 70-75% of parts are imported. ZF as a group

1,000+

5. With the sales volumes for transmissions rising, ZF is proactively preparing to service that demand.

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6. Manufacturers are reflecting a keen interest in improving their products, helping organisations such as ZF viably contribute with better products.

Manufacturing Today | JUNE 2018

COVER STORY ZF INDIA 7

three levels of capacity expansion possible: one, in terms of land and building – where only 25-30% is currently being utilised; secondly, machinery, where optimal use is taking place and new machines are being commissioned; and finally, other resources and manpower that are based on the fluctuating demand; ZF is in a good spot. Above all, Suresh’s mantra for continuous improvement and innovation at every level bodes well for the company. “Continuous improvement is probably a mainstay in any leading manufacturing organization, today,” he professes. "Again, change is a constant in life. Changes come about either because 8 of problems we incur or because we are looking to improve from our last performance. At ZF, we have productivity improvement plans, cost improvements WHEEL OF CHANGE plans, and quality improvement plans. There is a proOn the topic of change, the implementation of the GST active approach to innovating to get better results,” has led to borders not being stoppage points anyhe emphasises. more, resulting in long distance travel, and therefore With a comprehensive performance and a multithe need for efficiency of transmissions, and thereby a tude of successes, ZF sure is on the right pedesneed for the ZF quality of transmissions. Business has tal. Having taken some critical steps since boomed, including exports, with in the last few years, whether it was the company almost reaching their setting up the Chakan plant; launchtarget of €100 million worth of exports ing the ITC; or ensuring that they by 2017. Yet, ZF cannot keep up demillion worth of exports was ZF were ready for the market from a spite demand from export markets, India's 2017 target, which was product perspective, from a process since they are not even able to cater almost achieved. perspective and also from a manageto the Indian market completely. ment perspective; the company is “There is huge amount of potential headed in the right direction. to grow in the domestic arena. ZF India should be “We have made ourselves visible in the market, doing more in the Indian market,” believes Suresh. but there is more to come. While we are at the right Fortunately, they have gone through a stabilisation place today and fortunately the industry is also doing phase since 2015, and today, are at a stage where well, the next five years will be really interesting,” hints they are seeing the volumes in India picking up well. Suresh. And we can’t wait to see what’s in store. And they are well prepared for what lies ahead. With

€100

7. Products manufactured at Chakan include manual truck transmissions, chassis components, clutch systems, as well as transmissions and driven axles. 8. Quality assurance is a big factor, both for ZF as a group and Suresh himself.

JUNE 2018 | Manufacturing Today

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FOCUS COOLANTS & LUBRICANTS

OILS THAT MATTER

WITH IMPROVED CONSUMER SPEND AND A REGULATORY PUSH FOR STRINGENT CONTROLS ON EMISSIONS, THE COOLANTS & LUBRICANTS INDUSTRY IN INDIA IS WITNESSING A TRANSFORMATION. BY BINDU GOPAL RAO

AS PART OF ITS RENEWED FOCUS ON BUILDING greater collaboration with customers, Shell Lubricants undertook a study to understand lubrication practices in the manufacturing and construction sectors in India. Findings reveal that India’s manufacturers are engaged and optimistic about Industry 4.0 technologies, with 46% of those surveyed anticipating that the resulting savings could exceed Rs 33

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million. India’s construction companies, on the other hand, recognise the benefits of a proactive maintenance approach, but are not necessarily succeeding in its implementation. Around 86% of those surveyed believe that effective equipment maintenance can lead to cost savings, but 82% still feel that maintenance is often deprioritised until there is a breakdown. An absence of senior management engage-

Manufacturing Today | JUNE 2018

FOCUS COOLANTS & LUBRICANTS

ment in the importance of maintenance has come to light as one barrier to effective preventative action.

“We are taking this opportunity to develop eco-friendly solutions in the field of metalworking by reducing dependence on certain elements and heavy metals in our formulations.” – Manan Mehta

1. Metalworking fluid is an important business for the industrial lubricant segment.

EMISSION CONTROLS Like developed countries, India, the third largest lubricant market in the world, has also started to implement tighter controls on emissions. “We as a lubricant manufacturer are taking this opportunity to develop eco-friendly solutions in the field of metalworking by reducing dependence on certain elements and heavy metals in our formulations. We are also using certain base oils with better biodegradability as a core component in our formulations. Emissions can be controlled by using bio-based products and effective lubrication. The right choice of product will reduce the traction coefficient and result in saving energy. This is where Arabian Petroleum Ltd (APL) will contribute. We are going to launch a new programme called Complete Lubrication Management Programme (CLMP) to guide our customers on how to nurture the lubricant as an asset, right from the time it is brought on-site to the time it is disposed,” says Manan Mehta, director, Arabian Petroleum. Oil emission pollution is increasing on a day-today basis. Stringent regulatory norms were inevitable. “We are working on green chemistry so that emissions first should pollute at a bare minimum and

should be biodegradable. We are working on vegetable oil-based lubricants, which will lead to bare minimum pollution,” adds Munish Garg, MD, See Lube Technologies. GOING GREEN Customers with a huge consumption of lubricants like metalworking fluids have started working towards vegetable-based lubricants for easy disposal. While vegetable-based coolants give extra-ordinary cutting performances and make difficult machining possible, they are simultaneously very expensive and have a comparatively shorter life. However, the popularity of products made with a blend of vegetable additives (esters) is gaining fast, wherein prices are moderate with an enhanced performance benefit. Ratnesh Kumar Lal, VP, marketing, Raj Petro Specialities, says, “Our customers are more concerned about coolant and oil disposals. Hence, our product development team has focused on making long-lasting products like high-end semi synthetic coolants with a life (sump life) of more than one year, as compared to conventional products with a life of only 2-3 months. We have also developed environmental-friendly products that are free from boron, chlorine and other halogens.” However, formulating with vegetable oils is coupled with challenges such as high carbon release.

JUNE 2018 | Manufacturing Today

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FOCUS COOLANTS & LUBRICANTS 2

“We have also developed environmental-friendly products that are free from boron, chlorine and other halogens.” – Ratnesh Kumar Lal 2. Vendors are partnering with customers/ OEMs more than ever before in order to develop better solutions for their specific needs.

JUNE 2018 | Manufacturing Today

Therefore, it has to be well-balanced in products to ensure that there is optimum lubrication and zero compromises on the products’ life. The issue of sustainability, also in the lubricant industry, is becoming increasingly important and the demand for biolubricants is increasing. Biodegradable lubricants are made primarily from renewable raw materials. “As we have always produced our additives based on renewable resources, and therefore have many years of experience with these raw materials and related production technologies, the future lubricant industry constitutes a main focal point for us,” explains Yashwant Mahajan, DGM, R&D, lubricants, Grauer & Weil (India).

CUSTOMERS HAVE STARTED WORKING TOWARDS VEGETABLE-BASED LUBRICANTS FOR EASY DISPOSAL.

COST CONTROL Good filtration ensures that products can be reused up to a certain level. But it has to be monitored taking the critical parameters of oil into consideration. For example, while using any coolant, if the flashpoint drops considerably or the viscosity goes up, then it cannot be changed by filtration. “Our lubrication management programme helps customers to identify the potential safety issues and resolve them immediately. We also provide customers with free regular testing of products which keeps a check on the necessary parameters and ensures better efficiency,” avers Mehta. Products like hydraulic oils, gear oils and straight metalworking fluids are

some of the products, which can be reused over a period of time. “At See Lube, we are providing our key customers with the service to reuse lubricants, and are conducting training programmes in-house for identification of the lubricant condition. At some places, our teams are taking samples and testing lubricants for the requirement of regeneration through different methods. In short, we are aligned with our key customers for condition monitoring and regeneration of lubricants at a perfect time, so that the useful parameters are not affected and products can be reused after regeneration of lubricants, thus reducing the operating costs of our customers,” says Garg.

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FOCUS COOLANTS & LUBRICANTS 3

3. Oil emission pollution is increasing on a day-to-day basis.

JUNE 2018 | Manufacturing Today

PARTNERING RIGHT Partnering with customers/ OEMs to develop better solutions for their specific needs is also something that is always done. Mahajan says, “With the product line GROWEL Sustainable Ester Lubes, we have developed the products that are specifically tailored to the lubricant industry. It includes glycols, olefins & esters, which are used as base oils for a variety of lubricants. GROWEL offers a complete range of lubricants for metalworking. Chlorine-free, these new generation oils meet the environment-friendly standards in terms of toxicity, reprocessing and the environment. GROWEL’s product range has special listings or certifications; they can be used for lubri-

cants with special requirements. In addition to our range of base oils, our product portfolio contains high-quality metallic soaps, alkaline soaps and fatty acids that are used as additives for different lubricant applications.” S K Singh, director, S-CCI Golden Cruiser, adds, “We had introduced the super long-life coolant range, which is being used by many OEMS in India and globally. The change (lifecycle) of these super long-life coolants ranges from 8-10 years. That in itself has made a change in the environment. The used coolants which are harmful to the environment primarily for the use of monoetilyne glycol are now being disposed of after a much longer period than earlier. This is a

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FOCUS COOLANTS & LUBRICANTS

chlorine and fluorine for an OEM, and a low viscosity high-flash coolant for a grinding application for a tool manufacturer, who until recently used a high-viscosity product that affected heat dissipation and lowered the surface finishing,” says Mehta.

major step towards environment preservation, especially in India, where there is no organised system for collection of used coolants or ways to treat or refine it to make it environmentally safe.” Tailor-made solutions are the need of the industry, and that's where APL has made a mark. For instance, an OEM faced an issue of very low productivity and tool life in a certain broaching operation. We developed a bio-based synthetic lubricant for them, which increased their output from 9,000 jobs to 47,000, and also increased the tool life. The product has also resolved the issue of excessive misting on the shopfloor, which caused safety and regulatory issues. We have also developed an EP grease without sulphur

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TREND CHECK The global coolants & lubricants market is highly fragmented. After China, India is becoming the next manufacturing hub due to foreign direct investments, availability of skilled and unskilled labour and favorable government policies, thus experiencing a rapid economic growth. “Due to this speedy growth in APAC, highly sophisticated fast-productive machining is the latest trend in this part of the globe. Moreover, there is an increasing inclination on Total Quality Management (TQM) and an emergence of environmental-friendly products – like bio-degradable or near-dry machining application (minimum quantity lubrication or MQL). Slowly, India is experiencing some of these revolutionising trends, but it will take another 3-5 years to witness further changes,” says Lal. Metalworking fluid is an important business for the industrial lubricant segment. The sector is highly competitive in the Indian context, but has a bright growth prospect in the near future. Globally, there is an increased demand for semi-synthetic and synthetic oil over regular mineral oil, due to cost-effectiveness, ability to flow even during winter, and a better viscosity index. “Water-based formulations are gaining popularity due to their ability to transfer heat and maintain the life of the engine for a longer duration. The one trend that’s going to dominate the market is biodegradable lubricants. It is going to be the crucial component in all the future formulations,” says Mehta. With the Indian government implementing Bharat Stage (BS) IV at the end of 2015, in order to introduce better emission standards and curb air pollution, the lubricant industry has already shifted its focus to upgrade the quality of lubricants, which certainly seems to be the right trajectory for the industry.

“As we have always produced our additives based on renewable resources, the future lubricant industry constitutes a main focal point for us.” – Yashwant Mahajan

4. India is becoming the next manufacturing hub for coolants & lubricants.

Manufacturing Today | JUNE 2018

MACHINE TOOLS GRINDING & TURNING 1

BUILDING ON SUCCESS DESPITE BEING IN A SWEET SPOT WITH DEMAND OUTPACING SUPPLY, KEY MACHINE TOOLS VENDORS CONTINUE TO LOOK FOR WAYS TO SUPPORT CUSTOMERS WITH NEW TECHNOLOGIES AND SOLUTIONS. BY MITALEE KURDEKAR 34

JUNE 2018 | Manufacturing Today

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MACHINE TOOLS GRINDING & TURNING

Agreeing on the existing issue of import reliance, Swapnil Apte, director, Danobat Group Machine Tools India, points out, “Particularly for turning & grinding machines, the overall expected growth is more than 20%. Within this growth, the market share from foreign suppliers would be approximately 65%.” European manufacturers, he says, have an edge in grinding technology. Having said that, with the Government’s continued push on Make in India and efforts to make India a reliable source of regional supply, the industry is witnessing many global players being drawn to India as an alternative outsourcing location. Cost competitiveness, availability of requisite skill-sets and a favourable investment climate are the key factors helping with this intent. Having said that, challenges such as lack of local technology development, a price-sensitive marketplace and absence of a complete range of products, remain. When asked about how policy changes are helping, TK Ramesh, CEO, Ace Micromatic Group, explains, “The governmental initiatives certainly play a role. For the first time, a platform for manufacturing has been created by the Make in India initiative. A lot more needs to be done. Infrastructure is still lagging, newer skills are to be imparted and some labour reform definitely needs to be made for the initiative to start yielding big results. Nevertheless, a beginning has been made. We believe the next decade will be the decade of Indian manufacturing.” The future certainly looks positive for India-based makers. Leading players are re-organising their busi-

MANY GLOBAL PLAYERS ARE BEING DRAWN TO INDIA AS AN ALTERNATIVE OUTSOURCING LOCATION. GIVEN THE THRUST ON MANUFACTURING AS well as other key sectors, the Indian machine tools industry is expected to thrive in coming times on the back of unabated demand from user industries. In fact, demand levels are already seen to be outpacing supply. However, the industry continues to depend heavily upon imports. This reliance on imports, and the resulting foreign exchange drain, is significant in the backdrop of the manufacturing sector gradually gaining momentum.

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nesses to face the challenges and exploit available opportunities. As Subrahmanya Kumar, country sales manager – India, SBU Metal Precision, Tyrolit India Super Abrasive Tools, suggests, “Demand for machine tools is sky high. We are seeing the trend changing at a faster pace after the GST implementation. An important change in the market today is that most of the industries are preparing to for tomorrow both in terms of capacity creation and quality needs. This is extremely essential to be

“We have been adapting by adding capacity and bettering productivity through assembly line manufacturing, standardisation and creating empowered teams.” – TK Ramesh

1. Ace has been steadily increasing their output, with 5,800 CNC machines shipped out last year.

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MACHINE TOOLS GRINDING & TURNING

able to serve the market in this positive environment, which is expected to continue in India.”

“The demand is for small footprint machines with higher stability and better accuracies.” – Swapnil Apte

“The new job drawings of Euro-VI engines show tighter finish requirements and geometrical accuracies.” – Mohini Kelkar

2. Danobat has patented technologies in grinding machines. 3. Grind Master is offering machines with the Industry 4.0 feature built in.

JUNE 2018 | Manufacturing Today

INDIA’S POTENTIAL The best part of the growth story that has played out thus far is the fact that the industry demand has been outpacing supply. And given the market drivers, OEMs will be kept busy with work in the coming years. Vendors, however, are not becoming complacent because of this, instead looking for ways to grow further. Ramesh states, “Demand outpacing supply is a sign of growth in the manufacturing sector and a welcome problem. The machine tool industry should respond and has been doing so by adding capacity and increasing productivity.” Rajesh Khanna, chief executive, Wendt (India), is confident about the industry’s good showing. He states, “India’s automotive industry is evolving at a rate faster than ever before. Riding on the back of a buoyant end-user market, positive consumer sentiments, government initiatives and return of adequate liquidity in the financial system, the industry is poised for its next big leap. Defence, aerospace and the Indian railways are also the focused sectors attracting growth. The gap between demand and availability of features on

machines in India is narrowing down with improved offerings by Indian machine tool manufacturers.” Apte too believes that India’s future growth in grinding technology is particularly related to aerospace components, medical instruments as well as automotive parts. He says, “The demand is for small footprint machines with higher stability and better accuracies.” As a matter of fact, the automotive sector seems

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MACHINE TOOLS GRINDING & TURNING

“Most of the OEMs have started manufacturing or developing critical precision parts in India, instead of importing these from other countries.” – Sunil Badave

“The capability of the Indian industry to produce the products in high-quality is a source of confidence for global companies to spread their presence in India.” – Subrahmanya Kumar

4. Junker has increased the activities at its R&D centres, and added additional facilities and workforce, to support Indian customers.

JUNE 2018 | Manufacturing Today

to be spearheading user demand. Mohini Kelkar, director (sales & marketing), Grind Master Machines, proclaims, “The automotive industry, particularly commercial vehicles and passenger cars, has witnessed substantial (double digit) growth in demand. This is coming from the domestic market as well as export of components. The growth is also from the new designs of auto components that will need new machines to produce them. The machine tool industry is therefore witnessing 30-40% growth in demand.” Vendors are responding by building their strength in local manufacturing. Sunil Badave, director, sales and service, Erwin Junker Maschinenfabrik GmbH - India Branch Office, points out, “Most of the OEMs have started manufacturing or developing critical precision parts in India, instead of importing these from other countries. The incremental compliance demand in automotive industries like emission norms to Euro-IV and Euro-VI, safety features, better fuel efficiency, ease of driving, etc., calls for the adoption of new technologies and new processes, which would drive demand for high-quality, reliable products.” GOING THE EXTRA MILE The key issue though is about putting up specialised units of high-technology machine tools. Kumar of Tyrolit forecasts new trends by suggesting, “The capability of the Indian industry to produce the products in high-quality is a source of confidence for global companies to spread their presence in India.” Many India-based companies have forged collaborations with foreign partners to bring in the latest technologies. Khanna confirms that, “Wendt India leverages a range of high-precision grinding machines such as rotary surface grinders, wheel profile grinders, TC roll/ guide roll grinders, notch milling and tool & cutter grinders. Wendt also manufacturers honing machines in collaboration with Delapena of the UK.”

According to Kelkar, Grind Master plans to support their manufacturing with the latest technological inputs. “Grind Master has introduced the next generation of microfinishing machines that fulfil the new surface finish parameters on engine & transmission parts. The new job drawings of Euro-VI engines show tighter finish requirements and geometrical accuracies. Of course, we are offering the machines with the Industry 4.0 feature,” she says. Ace too has been connecting their machines at customer sites to a central system to get accurate data of production, productivity, OEE, machine maintenance data and such measures, and currently have over 1,000 installations in place. On the other hand, Ramesh confesses, “We have been adapting by adding capacity and bettering productivity through assembly line manufacturing, standardisation and creating empowered teams. We have been doubling our output numbers every three years, and during the last year, we shipped out 5,800 CNC machines, the largest ever in India.” The demand drivers clearly seem to be more exports of machined parts from India, an increase in exports of the automotive industry as well as domestic increase of vehicles sales. The BS-VI regulatory changes are also playing a role. This is all in line with the Government’s initiative of making India a regional hub for manufacturing, and vendors couldn’t be more pleased. CHALLENGES AND SOLUTIONS At the same time, lack of locally developed technology has been a hindrance for promoting local manufacturing of advanced technology machines. This is being successfully addressed by encouraging joint ventures with well-known overseas technology providers. Manufacturers have started investing in local R&D facilities as well. Danobat, which has an R&D centre and state-ofthe-art manufacturing plants, is also offering a granite bed for better rigidity and good thermal stability, linear motors with digital scales and many more patented technologies in grinding machines. Similarly, Badave says, “Junker has various proven products that use the latest technology, which we have introduced to Indian customers. We have increased the activities at our R&D centres, and added additional facilities and workforce to support new developments of our international as well as our Indian customers.” Manufacturing facilities with advanced technology capabilities would go a long way to reduce import dependence for India, which is another challenge the country faces moving into the future. The highly price competitive Indian market also

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MACHINE TOOLS GRINDING & TURNING 5

poses a challenge for local manufacturers with capital outlay on machine tools being high for users. Therefore, it is imperative that the OEMs make their deals palatable for their customers by offering a suite of products to meet their specific requirements, further lacing them with other services and providing cost-effective after sales support, besides proposing financing models that would lessen the burden of the initial expenditure. AGREEMENT ON VALUE PROPOSITION Of course, most companies dealing with high-end machine tools work closely with their customers to agree on a value proposition based on their specific requirements, and thereby work out a deal that soft-

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ens the cost blow. As Khanna admits, “We are mindful of cost and initial outlay, for customers as well as ourselves. The customer is looking forward to the European quality at an Indian price. We are trying to reduce cost by value engineering, following lean manufacturing practices to provide value for money to our customers.” Emphasising the need to place a value on everything, Kelkar acknowledges, “There is an additional cost involved to fulfil the new demands and additional features on the machine. The benefits of these need to be separately calculated in terms of the time saving, low maintenance, availability of data for decision making, etc. Therefore, it is necessary to understand the life cycle cost and a value addition proposition needs to be carefully articulated.” Ramesh states, “We have consciously, over the years, built a solid customer support. We have tieups with the best in the industry to provide complete support to our customers in areas of power conditioning, tooling, coolant & lubricants, finance, etc.” In fact, Ace works with partners to provide financing support and hire purchase schemes through EMI. Another solution as Badave points out is wherein, “OEMs in India are working on plans for indigenisation of components that are being used in their main assemblies, as per Government guidelines.” Judging by the way the industry is innovatively handling its opportunities as well as the challenges it faces, one can be certain that they are headed in the right direction. Also, with enough demand drivers for company, the current growth is sure to sustain itself.

“The gap between demand and availability of features on machines in India is narrowing down with improved offerings by Indian machine tool manufacturers.” – Rajesh Khanna

5. Wendt's new electroplating facility. 6. The rotary surface grinder by Wendt.

Manufacturing Today | JUNE 2018

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AUTO & FARM EQUIPMENT MANUFACTURING 1

RESOURCES FOR THE FUTURE AUTO AND FARM EQUIPMENT MANUFACTURERS ARE MAKING HAY. THE MARKET IS READY FOR NEW TECHNOLOGIES AND OVER THE LAST COUPLE OF YEARS, THERE'S BEEN A FLOOD OF NEW PRODUCTS. BY JAYASHREE KINI MENDES

1. The success achieved in implementation of a mechanism to ensure healthy minimum support prices to farmers, will remain critical in protecting the interests of the farmers and reduce vulnerability to commodity cycles.

JUNE 2018 | Manufacturing Today

SUPER-EFFICIENCY OF PRODUCTS, MAINLY owing to self-steering systems, is driving the business for auto and farm machinery. Say what you might, but just like the food business, auto and farm equipment business will always see brisk business. Over the last couple of decades, India has advanced much in terms of auto components and farm equipment manufacturing. In terms of auto components, according to a report by Automotive Component Manufacturers Association of India (ACMA), the Indian auto components industry is expected to register a turnover of $100 billion by 2020, backed by strong exports ranging between $80-100 billion by 2026, from the current $11.2 billion. The farm equipment sector, which mainly com-

prises tractors and implements for farming, is set to grow moderately between 6-7% in FY19, given the high base attained in the current fiscal, predicts ICRA. “The government remains committed towards rural development and agri-mechanisation, a critical component in improving the state of agriculture in the country, coupled with other factors such as increasing rural wages and scarcity of farm labour are likely to aid growth in industry volumes over the long term,” says said Anupama Arora, VP & sector head, corporate sector ratings, ICRA Ratings. Global autonomous farm equipment market share is anticipated to exceed 7.5 million units by 2024. Shifting trends towards usage of advanced systems, precision farming, adaptation of GNSS system and

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AUTO & FARM EQUIPMENT MANUFACTURING

THE FARM EQUIPMENT SECTOR IS SET TO GROW MODERATELY BETWEEN 6-7% IN FY19. IoT implementation will drive the business growth during the forecast timeframe. Usage of tractors, drones and harvesters offering superior productivity and reducing labor intensive work will further support the industry growth. Additionally, factors like expectation of good monsoon, improved rural sentiments and investment in infrastructure are leading to strong demand in commercial vehicle (CV) and tractor segments. Finally, the pick up in exports is on the back of improving global climate.

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TECHNOLOGY INCLINED There are reasons that attribute to the rapid growth of this industry. This includes suppliersâ&#x20AC;&#x2122; ability to manufacture at scale, a buoyant end-user market, adequate liquidity, and improved consumer sentiment. Mergers & acquisitions and industry tie-ups are also helping auto and farm equipment makers to scale up on capabilities. Recently, Brakes India with JV partner ZF announced the successful production of the first electric park brake (EPB) system with a global OEM, marking the first launch of its kind for the Indian

2 & 3. The growth in agriculture gross value added in FY18 is projected to moderate from previous yearsâ&#x20AC;&#x2122; levels, partly on account of decline in crop yields.

Manufacturing Today | JUNE 2018

AUTO & FARM EQUIPMENT MANUFACTURING

“We follow the Japanese manufacturing practices such as SOP, QC tool, Poka yoke, Kanban, etc. Besides this, we also look at Genba Genbustu Genjitsu principle for plant job.” – Akihiro Ueda

“Our product range includes six types of power tillers, six types of rotavators, and two types of power weeders. Our objective is to position ourselves as a complete solutions provider.” – Nagesh Basavanhalli

JUNE 2018 | Manufacturing Today

market. Manfred Meyer, global VP, braking engineering, ZF, says, “We were the first to market globally with our EPB system in 2001 which pioneered in Lancia, Audi, VW and more recently on the BMW X4 and BMW i8, Jeep Renagade, Honda Accord, Nissan Qashqai, Range Rover Evoque and more. We have now produced more than 90 million units and are the world leaders in this technology. With our vast experience and global footprint, we are ideally positioned to bring the performance and safety benefits of EPB to all vehicles in all the regions.” But there are companies that are bringing in their own indigenous technology into equipment. Greaves Cotton, a leading engineering company that makes a range of engines and heavy equipment, is growing its presence in farm equipment and implements business with offer of a complete range of solutions. The company has launched a new power tiller, developed using its own R&D capabilities, under the brand name ‘The Bahubali’. It is priced in the range of Rs₹1.56 lakh and Rs 1.76 lakh and powered by a new 14HP engine. Nagesh Basavanhalli, MD & CEO, Greaves Cotton, says, "The company has the capacity to produce 6,000-7,000 units of power tillers and 10,000 units of other farm equipment and implements. All these are made at the Ranipet factory. Our product range includes six types of power tillers, six types of rotavators, and two types of power weeders. Our objective is to position ourselves as a complete solutions provider." The company has been strengthening its dedicated R&D facility and state-of-the-art large farm equipment factory in Ranipet. It has also set up a testing and validation facility inside the factory and will also create capabilities for real-world usage pattern tests across various terrains. Another company that has set new benchmarks in

technology and productivity is Mahindra & Mahindra. The auto and farm equipment maker has a range of farm equipment and has added to its kitty the Novo 65HP and 75HP tractors. The Novo range of tractors is offered in both 2WD and 4WD versions in open station design. Rajesh Jejurikar, president, farm equipment sector, Mahindra & Mahindra, says, "Mahindra Novo has been developed through extensive research and insighting with farmers across 12 states. The development of Mahindra Novo involved a seeding phase where tractors were tested for performance in 37 applications across eight states for a cumulative 25,000 hours." Similarly, Swaraj Tractors, a part of the Mahindra Group, has launched an all new tractor platform in the high power category, ranging from 60HP to 75HP. Tractors based on this platform will be introduced over a period of time, beginning with the launch of the Swaraj 963FE. The Swaraj 963 FE is best suited for a range of applications starting from land preparation to post harvest operations. It is highly compatible with rotary tillers, MB plough, TMCH, potato planter, dozers, balers, banana mulchers, etc. The Swaraj 963 FE will be available in both 2- and 4-wheel drive op-

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WHY R&D MATTERS A Japanese company, Terra Motors, too has been making waves in India. Established in April 2010, the idea was to help in improving the quality of air by producing electric vehicles in Asia. The company designs electric vehicles, specifically 2- and 3-wheelers. Speaking of some of the exhaustive manufacturing processes, Akihiro Ueda, MD, Terra Motors, says, "We follow the Japanese manufacturing practices such as SOP, QC tool, Poka yoke, Kanban, etc. Besides this, we also look at Genba Genbustu Genjitsu principle for plant job. At the shop-floor, tools such as zig, instrument, testing facility has been designed and made ourselves. It helps our quality control, productivity, and also reduced manufacturing asset cost." However, India’s manufacturing sector is still not operating at its true potential. Compared to China, India needs to boost its competitiveness for exports. So tie-ups and global expansions become necessary. Chennai-based Tractors and Farm Equipment (TAFE), third largest tractor manufacturer by volume in the world, acquired the renowned Serbian tractor and agriculture equipment brand IMT - Industrija Masina i Traktora. IMT is a pioneer in farm mechanisation and tractor technology with a wide range of implements

and tractors suitable for cultivating agricultural land, vineyards and orchards and used for infrastructure applications. The implements range includes ploughs, trailers, maize planters, seed drills, cultivators and loader forklifts. Well known for its indigenous R&D, IMT has in its portfolio a range of tractors between 35hp and 210hp. TAFE will support its local partner with supply of components and aggregates for the roll-out of IMT tractors in Serbia and allied markets. Innovations are another policy that auto and farm equipment manufacturers deploy to gain traction. Tata Motors has consistently created new categories, bringing in the most advanced technologies, across

“With our vast experience and global footprint, we are ideally positioned to bring the performance and safety benefits of EPB to all vehicles in all the regions.” – Manfred Meyer

4 & 5. Auto makers are constantly seeking new ways of bringing in advanced vehicles. 6. Force Motors has signed a JV with RollsRoyce Power Systems for making engines.

AUTO & FARM EQUIPMENT MANUFACTURING

tions, catering to the diverse requirements of its wide farmer base.

AUTO & FARM EQUIPMENT MANUFACTURING

“Though we have a strong supplier base here, we have to weigh the additional parameters of choosing suppliers with capabilities of engineering.” – Dr Andreas Lauermann

7. Volkswagen India has a systematic, novel way of assembling cars. 8. The Tata Motors' TURBOTRONN engine.

JUNE 2018 | Manufacturing Today

passenger and commercial vehicles, putting innovations from Tata Motors on a global map. Its state-ofthe-art R&D centres and design studios are located in Pune, South Korea, Italy and the UK, and work together to develop advanced technologies. It houses Asia’s first anechoic chamber, India’s first full vehicle crash test facility and India’s only full climate test facility. To further strengthen our leadership, Tata Motors has introduced a brand new next generation diesel engine family, TURBOTRONN. Volkswagen India's president & MD Dr Andreas Lauermann says, "My first instinct was to understand the people and their choices. India is one of the most competitive markets in the world. Unlike in other countries, the experience of selling a car here is different. A thorough market study is what one must do if you have to localise." As of now, 80% of the content for three of Volkswagen cars is made in India. The company still imports the engines and transmissions, which are then assembled at the Chakan plant in Pune. The idea is to manufacture the powertrains at Pune which will then push the localisation to 90%. "Though we have a strong supplier base here, we have to weigh the additional parameters of choosing suppliers with capabilities of engineering so that they can develop a new product and also be a partner for the bigger systems. Since we also export cars from India, we have to consider the supplier base carefully for all our models," he adds. In the agricultural market, the growth in gross value added in FY18 is projected to moderate from previous years’ levels, partly on account of decline in crop yields, and an uneven monsoon precipitation. Despite this, the tractor industry’s volume growth has

showed no signs of slowing down, with favourable crop cycles, on the back of two consecutive near normal monsoons, leading to an improvement in farm cash flows. Additionally, increased haulage demand from usage of tractors in construction activities, as investments in infrastructure creation picked up across country, coupled with various government’s support programmes, has supported demand to an extent. While there continues to exist variations in growth across regions, a majority of the regions have recorded a moderate to healthy growth in volumes, helping the industry volumes touch a new peak (on pan-India basis) in the current fiscal. The government’s continued thrust on promoting rural development and farmer welfare in the Union Budget continues to augur well for the farm sector, with the budget laying significant emphasis on the government’s endeavour to double the farmers’ income by FY22.

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FACTORIES OF THE FUTURE

THE FUTURE OF WORK IN THE NEAR FUTURE, MORE COMPANIES ARE EXPECTED TO AUTOMATE ALMOST ALL PROCESSES IN MANUFACTURING WITH LITTLE LEFT TO DO ON ONE'S OWN. BY JAYASHREE KINI MENDES THE FUTURE IS DIGITAL, IS WHAT WE HAVE so often heard. Going by what has unfolded last few years in terms of technology, we have also come to believe it. The old ways of manually working out any task is passé. In the world of manufacturing, how will factories of the future be organised and managed? Are there any implications for the way data will be used, production networks operated, and manufacturing enterprises structured?

JUNE 2018 | Manufacturing Today

According to industry experts, a key factor that is driving transformation to factories of the future is the changing nature of demand. With customers demanding more variable value-adds, the manufacturer needs to support this with much more precision and specialty around the products. Pawan Sharma, CEO, solutions & services, KPIT Technologies, says, “At the end of the day, the question that should be asked is whether the manufacturer

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FACTORIES OF THE FUTURE 1

or factory automation. It's all about making products smarter and we work in a factory-related environment so that we can encourage manufacturing companies to take their production to the next level. The idea is to connect factories and getting all the data at one place thus allowing customers to get the desired results of output, while making processes precise and efficient." The factory of the future is entering its fourth revolution (a.k.a. Industry 4.0) and is characterised by a merging of the Internet and factories. At each link in the production and supply chains, tools and workstations communicate constantly via the Internet and virtual networks. Machines, systems, and products exchange information both among themselves and with the outside. By optimising production tools, manufacturers hope to speed up production at a lower cost, and in a more environmentally sound way. is in a position to improve customer satisfaction, add to employee experience, and also supplier experience. This includes the way processes are digitised, right from concept to customers. It also includes R&D. Smart manufacturing is what companies in India should have. If you look at the Western countries, they already have factories of the future, which means they have automated to such an extent, that they have a ready blueprint that helps them set up a factory in the shortest possible time. Let’s say you have a setup in Chennai, and if you are looking at opening one in another city, it should be done in the shortest possible time. Most things remain the same. Employees too can quickly move and settle in Mumbai or Chennai. It's all about time to market." Speaking of some of the innovations that Delta Electronics has introduced, Manish Walia, head, industrial automation business group, Delta Electronics India, says, "As far as Delta is concerned, we have been working on most product lines used in factories

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DISRUPTIVE ACTS The Factory of the Future is the product of fast-changing disruptive technologies that has taken the manufacturing sector by storm. Meenu Singhal, VP, industry business, Schneider Electric, says, "Digitalisation, automation and networking of processes encompasses all functions, areas and segments of the manufacturing industry – including economic (and macrosocial) action. Manufacturers who have at least partially implemented smart manufacturing initiatives have documented measurable results with 82% reporting increased efficiency, 49% reporting fewer product defects and 45% reporting customer satisfaction gains." In India, mechanical automation and computerisation has been reasonably well-adopted. Most manufacturing companies have also deployed ERP systems, though they are primarily used for non-core activities such as inventory, ordering, invoicing and billing. However, there is very little digitisation and

“Manufacturing is no longer just about production. Production is now the core of a much wider set of activities.” – Arjun Bajaj

“Industry 4.0 requires huge investments, but that is not in terms of money, but in terms of mindset.” – Dr Andreas Wolf

2. It is essential for every company to adopt processes and machinery to become competitive.

Manufacturing Today | JUNE 2018

FACTORIES OF THE FUTURE

“Companies at the forefront of Industry 4.0 will not only have an edge over competitors, but will also be poised to overtake established firms in completely different markets.” – Thiru Vengadam

“Seamless visibility and flexibility to drive each worker, to place them at the right jobs with insights in psychology, an amalgam of robotics, AI and IoT around the smart worker is the future of manufacturing..” – James Thomas

“The data and analytics from a lifecycle of products must feed into improvements in designs and products ultimately uplifting the benefits to the end customer experience.” – Kishore Jayaraman

digitalisation in Indian manufacturing today. R Venkateswaran, senior VP, IoT solutions, Persistent Systems, "The high-end technologies available globally may not be directly applicable to the Indian scenario. These technologies need to be adapted before they can be adopted for Indian manufacturing. Instead of a big-bang, “all-or-nothing” approach, a phased approach is likely to work better for Indian companies, given that they are usually risk-averse and wary of technology adoption. The first phase is the creation of the Data Lake through digitalisation and connectivity of various factory systems. The dashboards and data visualisation help factory managers in “data-based” decision making, leading to improved business outcomes." With the data lake in place, the subsequent phase of technology adoption focuses on actionable insights and recommendations from this data, paving the way towards “data-assisted” decision making. With further advancement, the cognitive & deep learning systems can evolve to further improve the “automated datadriven” decision-making towards high-valued business outcomes with minimal human intervention. At each phase, the technology can be tweaked and

adapted to better align with addressing the challenges and requirements of the manufacturing companies. In a typical manufacturing organisation, most business partners will be SMEs. So how can companies plan to raise them up to Industry 4.0 levels? Dr Andreas Wolf, joint MD, Bosch Ltd, says, "Industry 4.0 requires huge investments, but that is not in terms of money, but in terms of mindset. To understand the concept requires asking the right questions, which must come from within. It is the reason we set up Industry 4.0 Academy. We are starting this for the leaders before moving down." Implementing production levelling across factories also includes the implementation of a Kanban pull system. "The entire system works like an orchestra. So we produce in shifts, de-couple, and ensure that goods reach the customers through a FIFO (first-infirst-out) method. It means we need to have a good plan and a strong execution for the principle of 5S to work well. Total Productive Maintenance and Preventive Maintenance are also part of these principles. So decoupling is very important and the idea is to use it for daily improvement of the performance," he adds. One of the biggest concerns that confronts manu-

2 & 3. Modern manufacturing helps embrace technologies such as AI, data and predictive analytics, etc.

JUNE 2018 | Manufacturing Today

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CENTRES OF EXCELLENCE But all is not lost. In recent times, much innovation and technologies have been recent adopted globally and in India. James Thomas, country manager, Kronos Incorporated, says, "Seamless visibility and flexibility to drive each worker uniquely embedded to his skills, to place them at the right jobs at the right time with deep insights in human psychology and guided intuitive decision making, an amalgam of robotics, AI and IoT around the smart worker is the future of manufacturing. So robots, computer vision, the flexible worker who can manage his work from anywhere, may emerge. It’s a hugely exciting 3.0 unfolding in front of us." It’s important for Indian manufacturers to stay current if they wish to remain successful. Positioning oneself for growth means looking to the future and gaining efficiencies through new technologies. Manufacturers that aren’t prepared for the coming global megatrends and don’t invest in breakthrough technologies could be rendered irrelevant—and more often than not, it will happen at a much faster rate than they ever could have dreamed possible. Thiru Vengadam, regional vice president for Epicor Software in India, says, "Companies at the forefront of Industry 4.0 will not only have an edge over competitors, but will also be poised to overtake established firms in completely different markets.

FACTORIES OF THE FUTURE

production processes shall be adopted. To summarise, manufacturing is no longer just about production. Production is now the core of a much wider set of activities," says Arjun Bajaj, CEO, Daiwa TV.

We’re already seeing this with Google and Apple giving automotive manufacturers a run for their money. Both technology giants are advancing the intelligent and self-driving vehicle trend, forcing auto makers like GM and Ford to play catch-up." Recently, Siemens in India announced the expansion of its Industry 4.0 offerings with the launch of four MindSphere Application Centres across the country. The centres will be located in Pune, Noida and Gurgaon (two). Siemens is the first company worldwide to set up 20 of these centres for digital customer applications in 17 countries. Each of the centres spans multiple locations in different countries and specialises in a particular industry in which Siemens is active. "The MindSphere Application Centers will enable us to apply our industry knowledge, scale up our digital enabled solutions and enhance long-term support to customers in infrastructure, process industries and the power sectors. Siemens is taking the Fourth Industrial Revolution from

“It's all about making products smarter and we work in a factoryrelated environment so that we can encourage manufacturing companies to take their production to the next level.” – Manish Walia

“The question that should be asked is whether the manufacturer is in a position to improve customer satisfaction, add to employee experience, and also supplier experience.” – Pawan Sharma

4. A future factory will ensure that the first product and the 100th product will have the same quality.

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5. Smart tools help enable the workforce to unlock their potential with data driven insights into work behaviour, practices, productivity and flexibility.

Manufacturing Today | JUNE 2018

FACTORIES OF THE FUTURE

“Instead of a big-bang, “all-or-nothing” approach, a phased approach is likely to work better for Indian companies, given that they are usually risk-averse and wary of technology adoption.” – R Venkateswaran

“Companies who have partially deployed smart manufacturing have seen 82% reporting increased efficiency, 49% fewer product defects and 45% reporting customer satisfaction gains.” – Meenu Singhal

6. More machines that collect information can be analysed and made actionable autonomously, with wearable technology and mobile devices, making them more productive and efficient. 7 & 8. Devices that speak to each other help in quick problem solving.

JUNE 2018 | Manufacturing Today

concept to reality,” said Roland Busch, chief technology officer and member of the managing board of Siemens AG. “Siemens is now one of the world’s top 10 software companies, creating digital solutions that enable customers to reduce costs, improve reliability and develop new business models,” he added. The terabytes of data collected each day and the increased speed and power of computers, cloud computing capabilities, human-machine interfaces and advanced robotics is enabling organisations to look at things differently. Digitally connected industrial ecosystems are helping save time, increase productivity in manufacturing, making industrial efforts more efficient and predictable. For example, digitally driven automation has the potential to remove processing errors and vulnerabilities when it comes to performing complex tasks – such as piloting a ship or manufacturing precision components. This can improve quality, reduce lead time and also improve predictability of delivery – all at a more efficient operational cost. Kishore Jayaraman, president, Rolls-Royce, India & South Asia, says, "For complex industrial companies like us, building digital capabilities will provide an end-to-end view of complex products through an entire lifecycle: from research and design, to supply chain and manufacturing leading ultimately to helping our customers maximise the benefits of their assets and optimise their operations. The data and analytics from a lifecycle of

products could then feed into improvements in designs and products ultimately uplifting the benefits to the end customer experience. Data from end customer experiences and operations will then feed back into the design stage; and so the cycle goes on." And quality? Walia says, "The impact of deploying or adding automation is to improve the quality mainly. Other benefits are continuous repeatability, which means the first product and the 100th product will have the same quality standards. However, advanced automation in the production system will guarantee that in the long run, you will need only one or two people from the start to the final packaging product, which means huge cost savings." To accelerate the adoption of higher-end technologies and make India globally competitive, the government of India is encouraging initiatives such as Samarth Udyog to provide a common platform for manufacturing industries and technology solution providers to interact, understand and eventually solve their challenges. This collaboration will foster and help the alignment and adoption of technologies in the context of the Indian manufacturing scenario that can eventually bring about productivity and quality improvements in a costeffective manner.

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EVENT SIEMENS INNOVATION DAY 1

THE NEW MAKER RULES SIEMENS INNOVATION DAY IN MUMBAI SAW THE LAUNCH OF ITS DIGITALISATION PLATFORM, MINDSPHERE, AND AN INDUSTRY VERTICAL REPORT. SIEMENS IS SERIOUS ABOUT DIGITALISATION. After organising Siemens Innovation Day in Munich, and then taking it to the USA, China, and the UAE, it reached India on May 10, 2018. Showcasing the path toward the digital transformation and the role of India's industries, it brought together 300 participants representing business, government, media and finance. Sunil Mathur, CEO & MD, Siemens India, related what Innovation Day means to Siemens and how digitalisation will play a big role in the company's manufacturing domain. Siemens launched its digitalisation platform 'Mindsphere' in India, along with four application centres in Pune, Noida and Gurgaon (two). Mindsphere is Siemens' open, cloud-based operating system for the IoT that connects products, plants, systems and machines with advanced analytics. Siemens currently has 20 such centres for digital customer applications in 17 countries and each of the centres specialises in a particular industry in which Siemens is active. At the four centres in India, around 900 software developers, data specialists and engineers will work together with the customers to develop digital innovations for data analysis and

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machine learning, said Roland Busch, chief technology officer and member of the managing board of Siemens AG. "Siemens is taking the Fourth Industrial Revolution from concept to reality. The MindSphere Application Centers will enable us to apply our industry knowledge, scale up our digital enabled solutions and enhance long-term support to customers in infrastructure, process industries and the power sectors. We are now one of the world's top 10 software companies, creating digital solutions that enable customers to reduce costs, improve reliability and develop new business models," Busch said at the Siemens Innovation Day in Mumbai. These new solutions developed on MindSphere will help Siemens experts to work together with customers to co-create solutions, which will be part of over 100 digital projects that will transform the entire value chain, and deliver productivity, flexibility, speed and quality in the customerâ&#x20AC;&#x2122;s operations. DIGITAL E-WAY Approximately one million devices and systems worldwide are now connected via MindSphere, and this fig-

1. Panel Discussion on "Make in India: Digital Story". L-R: Rajat Gupta, sr partner, McKinsey; Anil Jain, CEO, API business; Praveer Sinha, MD & CEO, Tata Power; Saurabh Kumar, MD, Energy Efficiency Services; Biswajit Mitra, ex. VP & chief of Manufacturing, Jubilant Life Sciences; and Dr Andreas Lauermann, president & MD, Volkswagen.

Manufacturing Today | JUNE 2018

EVENT SIEMENS INNOVATION DAY

2. Roland Busch, Deepak Parekh and Sunil Mathur releasing the Vertical Market Report at Siemens Innovation Day. 3. Ashish Bhat 4. Brig. Prakash Tolani

JUNE 2018 | Manufacturing Today

ure will reach 1.25 million by the end of fiscal 2018. Interactive exhibits showcased MindSphere, MindApps, Predictive Maintenance and Smart Manufacturing. Siemens also launched an industry vertical market report ‘Unlocking the potential with digitalisation’. The report provides insights on the impact of digital transformation on manufacturing technologies in the market verticals automotive, food and beverages, aerospace & defence, pharmaceuticals, minerals, oil and gas, power utilities and data centres. “Our customers rely on our domain know-how and digitalisation innovations to make them more competitive. We are seeing traction with the implementation of over 100 digitalisation projects for approximately 150 customers pan India,” said Mathur. Over 2,500 Siemens engineers in India contribute to delivering these cutting-edge digital solutions to the customers. Speaking on the digital factory, Ashish Bhat, executive VP, country division lead - digital factory, Siemens Ltd, said, "The digital factory starts with product design, production design, PLM, automation and MES. With Mindsphere, all these technologies will address the complete manufacturing value chain. Manufacturing starts when you first thing of what to make. In a way, you create a digital twin of the whole chain which means while your plant is in operations and you are planning a new product, or an upgrade, you can do all your ideation based on the actual plant parameters. You can do all this on

a virtual site and test the idea, test the layout and change the design, and once you're happy you release it for the build." Brig. Prakash Tolani, strategy & business development, aerospace & defence, says, "Siemens Industry Software India (SISW) has gone digital. We help with virtual manufacturing of the product, make a digital twin of the process. Earlier we were a support company for defence, and did not respond to RFPs directly. Now we are getting into large projects. One day we hope to become a major player in Indian defence." During fiscal 2017, Siemens further extended its lead in software solutions and digital services. Revenue from digital technologies, for instance, rose to €5.2 billion – of which €4 billion was attributable to software and €1.2 billion to digital services. This corresponds to a 20% increase year-over-year and means that Siemens clearly outpaced market growth of about 8%. Siemens will again increase its R&D expenditures in 2018 and invest an additional sum of around €450 million. As a result, R&D spending will increase from about €5.2 billion in fiscal 2017 to over €5.6 billion in fiscal 2018. Siemens has a strong innovation footprint in India. This includes developers and researchers engaged in developing solutions in Siemens Company Core Technology areas as well as PLM and manufacturing operations management (MOM) software, systems and services.

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PLANT VISIT BREMBO BRAKE INDIA 1

SAFER AT ANY SPEED BREMBO BRAKE'S ADVANCED BRAKING SYSTEM HAS DELIGHTED DRIVERS OF PERFORMANCE CARS. IT MAINTAINS THE SAME STANDARDS IN INDIA. BY JAYASHREE KINI MENDES OVER THE LAST FEW DECADES, BRAKING systems have changed considerably. But Brembo thinks that another big change is coming. The manufacturer of advanced lightweight brakes already makes calipers in more than 100 colours globally. Imagine that! For years, Brembo Brake calipers were a badge of honour for high-performance cars and bikes. Few corporations have the influence in motorsport as Brembo does. In the world of automotive design, high-fashion brake calipers will soon be the frontier, as big, lowprofile tyres and open-faced wheels grow more common. And Brembo wants to get there first. In India, Brembo recently completed 10 years, and the company is on a new high. Luca Bottazzi, MD, Brembo Brake India, says, “We have seen phenom-

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enal growth, much beyond our expectations. In the last seven years, our CAGR has grown by 17% and today we command a 50% market share in India alone.” INNOVATION OPTIMISM To understand Brembo Brake India, it helps to understand the global company first. Brembo is driven by innovation. A significant part of its turnover is spent in innovation, which also includes materials, design, etc. Sudhir Nirantar, executive director & CEO, Brembo Brake India, says, “In India, we make braking systems for two-wheelers only. Our customers encompass the entire gamut of two-wheeler manufacturers, most of who make high-performance bikes. Considering that most OEMs already have

1 Robotic arm performing induction hardening.

Manufacturing Today | JUNE 2018

PLANT VISIT BREMBO BRAKE INDIA

“Our strategy in the long term is to be ahead of the market and bring in new technologies even before automotive makers can anticipate it.” – Luca Bottazzi

2. Advanced machinery mark the brake disc press shop. 3. Brembo Brake India, Chakan (Pune) plant.

JUNE 2018 | Manufacturing Today

preferred suppliers, we decided to adopt the Keiretsu approach of dealing with our partners, and prefer to set up plants close to our customers.” Considering the precision and high-performance, the Indian team is always happy when their customers seek them out. “To keep pace with growth, we have been expanding our facilities significantly. A decade ago, we had a total manpower strength of 250~300 here; today that number has crossed 1,100. Along the way, we have received customer accolades for quality, delivery, new product development, who recognise our contributions,” adds Nirantar. In keeping with plans, the company is setting up a new plant, and third, in Chennai. The idea is to be available to customers who have plants in the vicinity. “Nirantar says, “The Chakan plant will continue to be the mother plant where we machine the components, assemble the pieces and build the complete braking system. This involves joining of calipers & master cylinder, ABS modulator with brake hoses and filling of brake oil under the vacuum and is ready to use. The Manesar plant was set up in 2006 and its purpose of staying close to our Japanese customers

is fulfilled. While the entire assembly happens at the Chakan plant, at the Manesar plant we only attach the hoses, fill the oil and make it ready for assembly.” The Chennai facility is expected to commence operations by October 2018. If all goes according to plan, Brembo might even export brake systems. All products supplied under the Bybre brand are 100% localised at its production plant in Chakan. The company manufactures calipers and master cylinders, and discs (for front and rear wheels) for two-wheelers. The Chakan plant currently has an annual installed capacity of 3.5 million sets (one set comprises of one caliper and one master cylinder) and 2.5 million units for making discs (single disc). Under phase three of the expansion drive, it plans to increase the present capacities to four million units (sets of calipers and master cylinders) and three million units (of discs) this year. MANUFACTURING EXPERTISE The leader and innovator of brake disc technology introduced Bybre (it is a synthesis of By Brembo) in India in 2010, specifically dedicated to bikes and scooters under 600cc. The Bybre products, however, are developed based on the Italian engineering and design concepts. Today, the company is preparing to see gains from the upcoming safety norms on mandatory fitment of the combined braking systems (CBS) on two-wheelers up to 125cc and anti-lock braking systems (ABS) on all two-wheelers bigger than 125cc. Bottazzi says, "Our strategy in the long term is to be ahead of the market and bring in new technologies even before automotive makers can anticipate it. We are soon coming up with new lines for bleeding of disc brake system integrated with ABS, which is the latest technology in the market, to test these new systems." The company has been in the business of ABS integration in India since 2011. The latest lines are more modern in terms of traceability and testing that it intends to perform on the final product. "As far as the CBS is concerned, it's a new product. The product was designed three years ago and a patent was filed by Brembo. We will be launching mass production of the CBS actuator from June. The testing here is challenging because it needs simulate the performance of the CBS actuator, both for rear as well as the front system," adds Bottazzi. The Chakan plant is unlike any other automotive plant in the region. For

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WPP license no. MR/TECH/WPP-74/North/2017. License to post without prepayment. Postal Registration No. MCN/154/2017-2019. Published on 5th of every month. Posting date: 7th & 8th of every month. Posted at Patrika Channel Sorting Office, Mumbai-400001. TOTAL PAGES 74 VOLUME 7 | ISSUE 8 | AUGUST 2017 | `50 Registered with Registrar of Newspapers under RNI No. MAHENG/2011/37959.

WPP license no. MR/TECH/WPP-74/North/2017. License to post without prepayment. Postal Registration No. MCN/154/2017-2019. Published on 5th of every month. Posting date: 7th & 8th of every month. Posted at Patrika Channel Sorting Office, Mumbai-400001. TOTAL PAGES 62 VOLUME 7 | ISSUE 11| NOVEMBER 2017 | `50 Registered with Registrar of Newspapers under RNI No. MAHENG/2011/37959.

CUTTING TOOLS THE RIGHT CUT

EVENT REPORT AUTOMATION FAIR 2017, HOUSTON Published by ITP Media (India)

WPP license no. MR/TECH/WPP-74/North/2017. License to post without prepayment. Postal Registration No. MCN/154/2017-2019. Published on 5th of every month. Posting date: 7th & 8th of every month. Posted at Patrika Channel Sorting Office, Mumbai-400001. TOTAL PAGES 66 VOLUME 7 | ISSUE 9 | SEPTEMBER 2017 | `50 Registered with Registrar of Newspapers under RNI No. MAHENG/2011/37959.

WELL CONNECTED

FEATURE: GST GET, SET, TRANSFORM!

EVENT REPORT SMART MANUFACTURING SUMMIT 2017

DR. ANDREAS WOLF, JOINT MD, BOSCH INDIA, HAS DISCERNED THE INTRICACIES

WPP license no. MR/TECH/WPP-74/North/2017. License to post without prepayment. Postal Registration No. MCN/154/2017-2019. SMART MANUFACTURING Published on 5th of every month. Posting date: 7th & 8th of every month. Posted at Patrika Channel Sorting Office, Mumbai-400001. OF INDUSTRY 4.0, TOTAL PAGES 78 | ISSUE 10 | OCTOBER AND 7CONNECTED FACTORIES VOLUME 2017 | `50 Registered with Registrar of Newspapers under RNI No. MAHENG/2011/37959.

WPP license no. MR/TECH/WPP-74/North/2018 License to post without prepayment Postal Registration No. MCN/154/2017-2019 Published on 5th of every month. Posting date: 7th & 8th of every months Posted at Patrika Channel Sorting Office, Mumbai-400001 TOTAL PAGES 62 VOLUME 8 | ISSUE 1| JANUARY 2018 | `50 Registered with Registrar of Newspapers under RNI No. MAHENG/2011/37959

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A TASTE FOR

IMTEX FORMING 2018 IN TOP FORM

AUTOMATION DECODING DRIVERS

EVENT REPORT: BFW PRESENTS MANUFACTURING DAY

SUCCESS

AEROSPACE OPEN SKIES

DEFENCE MANUFACTURING OPPORTUNITIES STRIKE

SAUGATA GUPTA, MD & CEO, AND JITENDRA MAHAJAN, CHIEF SUPPLY CHAIN OFFICER, MARICO LTD, ARE USING INNOVATIONS AND ACQUISITIONS TO STEADILY CLIMB UP THE FAST-MOVING CONSUMER GOODS FOOD CHAIN.

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SHIFTING GEARS WITH YOICHIRO UENO, PRESIDENT & CEO, HONDA CARS INDIA, FIRMLY BEHIND THE WHEEL, THE COMPANY IS NARROWING THE GAP WITH COMPETITION

A ZEAL FOR DEALS

RANGE-FINDER

VC SEHGAL, CHAIRMAN, MOTHERSON SUMI SYSTEMS, HAS CRAFTED AN EMPIRE SOLELY THROUGH GLOBAL STRATEGIC ACQUISITIONS AND JOINT VENTURES

WELL ESTABLISHED IN R&D, MV GOWTAMA, CMD, BHARAT ELECTRONICS LTD, IS EYEING EXPORTS & OFFSETS AS ONE OF THE THRUST AREAS FOR SUSTENANCE AND GROWTH Published by ITP Media (India)

L-R: Vir Advani, MD, Blue Star, and Shishir Joshipura, MD and country head, SKF India.

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PLANT VISIT BREMBO BRAKE INDIA

starters, one would have expected to see oil or viscous fluid across the floor or machinery. The plant is clean and one finds every component arranged tidily on racks before it can go in assembly. The disc brake system is an assembly product and parts are manufactured separately through different procedures. Considering the number of variants available with each two-wheeler manufacturer, Brembo has a large portfolio of products. The company has imported most of the CNC machinery from Japan, while automation-assisted processes form an inherent part in the pretreatment area. Brembo cannot afford to have failure rates and each component and the final assembly product is tested for durability, safety, structural integrity, robustness, and performance characteristics. Nirantar says, "The assembly line has built-in quality checks. The technology and the design of the test grids is the same as the one at our parent plant in Italy. In order to leave no room for errors, we have deployed robots and high-precision and high-capability presses, again imported from Japan."

“The assembly line has built-in quality checks. The technology and the design of the test grids is the same as the one at our parent plant in Italy.” – Sudhir Nirantar 4. Docking bleeding machines in assembly line.

JUNE 2018 | Manufacturing Today

BUILT BY DESIGN There's a certain element of architectural design in the way Brembo makes its intricately shaped calipers. Not only do they save weight, but also help bring down cost. Bottazzi says, "The basic material for our caliper and master cylinder is aluminium. We get the design from Italy and, going forward, you are likely to see more innovations coming from us. We are still exploring possibilities of reducing the friction area, but that's a different science by itself. There is a consideration to come up with new grades that offer better performance for a given application over the current ones. That's why every 2-4 years we are able bring into market a new grade of friction, which is then dedicated or reserved for use by us." If you are not much familiar with brakes, the caliper is the clamp that closes on a plate-like disc to slow a wheel’s rotation, and with it the vehicle. Friction between the caliper and disc make brakes very hot.

BREMBO BRAKE BELIEVES THAT ATTENTION MUST BE PAID TO THE DESIGN, PERFORMANCE AS WELL AS AESTHETICS. Brembo built its reputation with materials and designs that can survive and dissipate the heat so the brakes keep working, even when you use them hard. The Indian team at Brembo Brake believe that even though one may not pay much attention to the design, performance as well as aesthetics matter. Disc designs are, therefore, discussed with the customer and the functional requirement are kept in mind while delivering a new product and also taking care of styling. The Indian arm is also environmentconscience. The company operates green and has done much in the way of reducing water consumption, recovering a major part of waste materials for reuse, among other things. It is unfortunate that after Brembo's top positioning in European and US championships, the company has not been able to make a dent in the Indian four-wheeler market. "Unfortunately in India, these cars are not manufactured or sold in large numbers, so it doesn’t make sense. For example, certain Mercedes Benz cars will have Brembo brakes, but they are few and far between. The cars sold in India are are different from the cars found abroad. But, internationally, we have received much acclaim for our work and that is what we want to achieve in India," says Nirantar.

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CONSUMER CONNECT

ROOM FOR IMPROVEMENT GATI HAS NUMEROUS SOLUTIONS. BUT IT'S THE EXECUTION OF THOSE SOLUTIONS THAT IT DOES WELL. HERE'S HOW GATI HELPED A HOTEL CHAIN RESOLVE ITS MYRIAD LOGISTICS WOES. GATI HAS DEVELOPED A UNIQUE "CENTRALISED distributor” concept to improve efficiencies by consolidating the procurement operations. For this purpose, below is the current concept that it has already deployed for a hospitality chain. Gati has summarised the challenges in the traditional setup of large hotel chains, its proposed benefits and performance till date.

SCHEMATIC FOR THE SOLUTION

OVERVIEW OF THE SOLUTION: Pan India Hotel Chain, HospitalityCo, is comprised of jointly controlled entities and associate hotels. The HospitalityCo was directly involved in procurement and vendor management as mentioned below. The ordering system was decentralised with each hotel placing individual orders to the vendors. The process was disordered with uncertainty relating to the delivery lead times and ordering irregularities. CHALLENGES IN THE TRADITIONAL SETUP: Decentralised supplies ordering system, high transaction costs for suppliers and hotels, uncertain delivery lead times, excess inventory holding at hotels, and wasted manpower hours on follow ups with numerous vendors. GATI SOLUTION • HospitalityCo have contracts with its vendors authorising Gati to act on its behalf for procurement of consumables required by the hotels • Gati sources materials from the vendors based on the consolidated forecasts from hotel locations • The material is stored at “near-to-hotel” locations and dispatched based on agreed frequencies • Fixed margin is charged to the hotel locations to cover logistics costs (distribution and warehousing) and fixed corporate setup and inventory holdings. BENEFITS OF THE SOLUTION: • Centralised warehousing system (near to hotels) reduced delivery lead time to hotels • Simplified ordering system and single point of contact for procurement team of hotels • Excess inventory buffer at hotel reduces drastically which subsequently reduces working capital

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• Improved service level, reduced inventory within supply chain and reduced logistic cost • Reduces manpower time following up with vendors • Improved Inventory rotation at centralised warehouse as well as at hotels • Reduction in count of invoice from central warehousing vis-à-vis to pool of vendor, resulting into manpower hour savings • Inventory visibility across warehouse helped streamline ordering pattern • Improved forecasting accuracy through training for procurement managers and store keepers • Order fill rate of 96% to all locations, including remote safari lodges • Improved demand planning and ordering pattern and improvements in our service level to hotels • With pan-India reach, the primary and secondary transportation costs are below the hotels direct and indirect transportation/logistics costs.

– Vikas Pawar, head, corporate strategy & analytics, Gati.

Manufacturing Today | JUNE 2018

WOMEN IN MANUFACTURING

CLOSING THE GAP

SHIKHA GUPTA, GM, SATELLITE AND CELLULAR COMMUNICATIONS SYSTEM, BEL, HAS WORKED HER WAY TO THE TOP OF A PSU, AND SUCCESSFULLY SO. BY JAYASHREE MENDES

Could you tell us about your role at BEL? BEL Ghaziabad has a strategic business unit (SBU), satellite and cellular communication system. I head the SBU. The SBU is responsible for supplying satellite and cellular (mobile) communication networks including installation, commissioning, and product support. I joined BEL in 1985 as probationary engineer, which was the induction level of BEL. Over the years, I have worked in R&D, marketing and sales of satellite and cellular communications and then moved to core R&D for Network Centric Systems for five years. I was then posted as general manager (strategic planning) at the corporate office for two years. I then moved to Ghaziabad as business unit head of satellite and cellular communications group. I am a B.Tech. in Electronics and Communication from University of Allahabad and I have worked across divisions and am familiar with the functioning of the company and its challenges. Over the years, I have learnt the art of accruing business for the company. One job role that I found challenging was, and not confined to women alone, was ways to bring in business in competitive scenario, execution of projects in tough military locations of J&K, Northeast, etc and collect revenue and earn profit.

JUNE 2018 | Manufacturing Today

Could you tell us about some of the challenges of the job? There are few challenges now. After spending 33 years in the organisation, I have learnt to manage all kind of challenges with team work. As a woman, I face little discrimination and have learnt to handle work easily. Women has to prove their capability at work by showing extraordinary results while the capabilities of men is understood as proven or granted for the same job. What are some of the on-the-job learnings you have had to learn? While working in R&D, I have immersed myself in understanding newer technologies. There were times when learning and implementation was a challenge. I steered the development of the first Network Management System of the company and also received an R&D award from BEL. I never considered my gender when taking on any tasks. So new product development, market development, strategy building and operations were all roles that I essayed easily. When I took over as marketing head of the group, I was given the task of expanding the order book of my division. At that time, the order book was not sizeable and I decided that I would not lose any contract

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WOMEN IN MANUFACTURING

and would try to win every tender that we bid for. Fortunately, I had the company of another lady and we would often be seen going together for bid openings and pre-bid meetings. More often than not, we would win the tender. That was a big encouragement. When I joined the division, I started with Rs 50 crore business and when it was time for me to move on, the order book had swelled to Rs 465 crore, with another Rs 400 crore in the pipeline. Having learnt so much, there’s a kind of satisfaction with the way I have done my job and grown in the organisaion in my own way. I feel women, as a rule, are more sincere and focussed on their jobs. How do you believe in leading the team? SBU has a system wherein we meet every alternate day and take stock of all the work we are doing. The meetings are for people from my level to Level 3. This gives me an opportunity to appreciate the team members who have excelled in their work. As a leader, I try to appreciate every person’s efforts and speak to them in case of any issues. Personally, I am also fond of reading and know that one has to be on top of new technologies, systems and trends. Often, I update myself through books, peers, technology groups, and through various interactions. We have OEMs visiting us from India and abroad and frequent discussions with them keep me updated on new technologies and trends. On my part, I do not forget to attend to personal improvement details that can help me interact better with the team and peers. I make it a point to know what’s happening in my team and division and that attitude helps me work better, and coordinate well. Problems are attended to and if there’s any course needed for improvement, it’s taken. The job also requires me to stay on the ball. While I could not study further after joining the company, I indulge in much practical learning and there are lots of opportunities for this. BEL has always been supportive and the multiple review system of the company helps employees tune in better to its needs. The reviews are fair and we are advised by our seniors and problems are solved through discussions. Overall, a good culture. Even the chairman of the company knows and understands every detail of what is happening in the various SBUs. BEL provides frequent training, be it technical or leadership. I have accrued of several myself since joining the company. BEL organises trainings at appropriate levels. At one time, I was sent to IIM to gain training on finance. Could you tell us some relevant discussion and interactions you have? BEL offers opportunities to learn from each other. We

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try to make the best of what is around. There are several good benefits of interaction. We also have a performance and sales review early in the year and take stock of what we have achieved and plan to achieve. The review is attended by general managers and directors and a quarterly stock is also taken. Directors expound on specific cases and highlight them by examples that offers others an opportunity to understand problem solving methods. How do you manage the skill gaps in manufacturing and in general of new entrants? I believe there is a skill-gap in manufacturing but can be filled in with the help of outsourcing some of the activities if skill-sets are available with industries. The gap in skill-sets of new entrants is bound to be there but there are opportunities for training and handholding. Although manufacturing has few women in key positions, it is always a good profession. Manufacturing is perhaps the only sector where results are countable in numbers. Of course, a few years ago, managing home and work was a challenge. But I had a strong support system that saw me through those days and helped me in giving quality time to children and family.

Manufacturing Today | JUNE 2018

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