Manufacturing Today India July 2018 Issue

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CUTTING TOOLS TURNING THE TABLES

PLANT VISIT FIRST AMONG EQUALS

BAVARIAN RHAPSODY DR JOCHEN STALLKAMP, MD, BMW GROUP PLANT CHENNAI, HAS STRUCTURED THE MANUFACTURING PROCESS AT PAR WITH GLOBAL STANDARDS

Published by ITP Media (India)

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CONTENTS

18 BAVARIAN RHAPSODY

DR JOCHEN STALLKAMP, MD, BMW GROUP PLANT CHENNAI, HAS STRUCTURED THE MANUFACTURING PROCESS AT PAR WITH GLOBAL STANDARDS.

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CUTTING TOOLS: TURNING & MILLING SO FAR DEPENDENT ON IMPORTS FOR TURNING & MILLING OPERATIONS, CUTTING TOOLS PLAYERS ARE NOW TAKING ADVANTAGE OF INDIA’S FAVOURABLE BUSINESS CLIMATE TO INVEST IN LOCAL MANUFACTURING.

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INTELLIGENT DESIGN ACROSS PRODUCTS INNOVATIVE PRODUCT DESIGNS CAN CONTRIBUTE SIGNIFICANTLY TO A COMPANY'S REVENUES. BUT NOVELTY IS THE KEY.

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PLANT VISIT AEQUS'S CHAIRMAN & CEO ARAVIND MELLIGERI HAS MAPPED THE AEROSPACE MANUFACTURING INDUSTRY. TODAY, IT'S A LEADING MANUFACTURER IN INDIA, WITH PLENTY OF EXPERTISE AND FIRSTS TO ITS CREDIT.

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AUTO COMPONENTS AUTO COMPONENTS MAKERS ARE SURGING AHEAD ON THE BACK OF ROBUST DEMAND FROM THE INDIAN AUTOMOTIVE INDUSTRY. AND THERE IS NO STOPPING THEM NOW.

JULY 2018 | Manufacturing Today

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EDITOR'S NOTE

REACH FOR THE SKY

Jayashree Kini Mendes

Mitalee Kurdekar

ACHIEVING EXCELLENCE IN ANY FIELD OF WORK IS a satisfaction that is well-known to the doer. But acknowledging that excellence and receiving an award for it is always a moment of pride for the recipient. It is often the case that sincere and excellent workers will toil quietly and let others take a cue from them. They may want recognition, but will wait patiently for the time to come. But that is on a personal level.

On a professional level, most corporates encourage and foster excellence within the company. It could be team work or a single man's efforts. A national level recognition is not a frequent occasion in our country.

For the last six years, Manufacturing Today has been recognising corporate teams and individuals for their excellence. We do it studiously and sincerely, and importantly, we do not discriminate. Every corporate team and division is included and we diligently seek out companies who are also immune to nominating themselves or their teams.

This year is no different. In its 7th year, we invite companies to help recognise employees and individuals to send across nominations and be a part of the large manufacturing landscape. We assure you that the judging process is fair and transparent and the Jury comprise reputed industrialists and corporate heads.

There are 15 categories and there's one for everyone within any large- medium- and small companies. From sustainability to technology to operations to innovations to plant heads, there is a category for all. So if you think, you excel in any particular category, it is time that you received recognition at the national level.

So start sending in your nominations and ensure it reaches us by August 4. The winner will be announced at the Manufacturing Today Conference & Awards on September 21 in Mumbai.

In case you have any doubts, you know where to reach us.

ManufacturingToday DECISIVE TOOL FOR MANUFACTURING EXCELLENCE

Volume 8 | Issue 07 | July 2018

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

Pradeep Bhargava, Director, Cummins India

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NEWS KEY HAPPENINGS

INNOVATION IN MANUFACTURING R&D IS A MUST TO ACHIEVE 'NEW INDIA', SAYS NRDC CMD

The MIC2018 was organised by the CII at New Delhi.

The manufacturing sector needs to increase its investment in R&D if it wants to achieve the Hon'ble Prime Minister's vision of a 'New India', said Dr H Purushotham, CMD, National Research Development Corporation (NRDC), Ministry of Science and Technology, Government of India. He was addressing the Manufacturing Innovation Conclave 2018 (MIC2018), organised by the Confederation of Indian Industries (CII) at New Delhi.

Dr Purushotham emphasised that, while in developed countries, the contribution of the private sector to R&D is around 70% and the remaining 30% comes from the government, in India, it is the government that contributes more than 70% on R&D. While detailing NRDC's forte and core expertise, Dr Purushotham highlighted that the government is focused on en-

couraging innovations, provided the ideas are fresh and have competitive advantages.

In his keynote address, Dr Raghupati Singhania, CMD, JK Tyre & Industries, said, “With technology advancement, adequate education and training is vital for continuation of innovation and growth. Through manufacturing innovation, we can accelerate our efforts in advancing expertise among the incumbent workforce, creating countless growth opportunities in the industry.” He further said, "Though the fundamentals of manufacturing will remain constant, the time has arrived where we need to innovate the way we execute those fundamentals. We must incorporate the four Ms of manufacturing, i.e. material, man power, machine and method with innovative technologies.”

SIGMA ELECTRIC ANNOUNCES EXPANSION OF ITS JAIPUR FACILITY Sigma Electric Manufacturing Corporation, a leading manufacturer of ferrous and nonferrous castings, precision machined components and sub-assemblies, has announced that it will build a new plant in Jaipur, India, expanding its production capacity to meet increased market demand.

Sigma Electric will invest Rs 100 crore to construct the new facility in Jaipur, adding to the three plants already in operation there.

Construction is expected to be completed by July 2019, and the plant will be fully operational by September 2019. The new plant, strategically located in Mahindra World City, will operate using state-of-the-art technology for

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JULY 2018 | Manufacturing Today

production, fuel use and environmental controls. In addition to manufacturing facilities, the new plant will also house a world-class R&D centre and tool room. Sigma’s expansion of its Jaipur location will generate over 400 new jobs with the possibility of adding more production lines and jobs in the future.

“As a global leading manufacturer, we have decades of experience in producing and supplying finished goods and components to customers across a broad range of industries,” said Viren Joshi, CEO and president, Sigma Electric. With this increased capacity, they aim to support the rapidly growing demands of their customers across the world.

TATA POWER RENEWABLE ENERGY WINS 150 MW SOLAR PV PROJECT IN MAHARASHTRA Tata Power, India’s largest integrated power company, has announced that its 100% subsidiary Tata Power Renewable Energy Ltd (TPREL) has won a 150 MW solar PV project on a long-term basis in Maharashtra.

TPREL has received the Letter of Award to develop the project and will sign a 25-year Power Purchase Agreement (PPA) with the Maharashtra State Electricity Distribution Co. Ltd (MSEDCL).

The PPA signed will be subject to the approval of the Maharashtra Electricity Regulatory Commission (MERC) with applicable tariff.

“We aim to make the country self-sufficient in energy generation and be a support to attain world leadership in this sector. TPREL is working towards Tata Power group’s renewable energy portfolio and achieving 30-40% generation capacity through clean energy sources. To achieve this goal, we are evaluating clean and green energy projects which are in line with our core business value of sustainable growth & returns to the shareholders and will further enhance and increase our clean energy footprint,” said Ashish Khanna, president - renewables, Tata Power.

This project is a part of MSEDCL’s 1000 MW grid connected solar power projects for which MSEDCL had invited bids through competitive bidding process and e-reverse auction for a period of 25 years.

“Renewables is a focus area for us and we are looking at expanding in the renewables space, especially in solar. As we move forward, with the new technology coming in, we expect to see further improvement in the PLFs, and also in the returns in the renewables business,” said Praveer Sinha, CEO & MD, Tata Power.

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NEWS KEY HAPPENINGS

HP AND SIEMENS EXPAND OPPORTUNITIES FOR 3D DESIGN AND ADDITIVE MANUFACTURING INNOVATION HP Inc. and Siemens expanded their long- ogy will have access to 3MF files ready for standing collaboration to enable even more HP’s entire portfolio of printers including the advanced functionality across a broader set industrial-grade HP Jet Fusion 4200/4210 of Siemens PLM software to change the way and 300/500 solutions.

“Our users will now be able users can design and manufacture with HP’s Multi Jet Fusion 3D printing technology. to apply the power and flexWith the latest releases, Siemens ibility of Siemens’ NX and Solid Edge product design and HP will enable users of software to HP’s groundSiemens’ NX software and breaking 3D printing Solid Edge software to detechnology, opening sign and produce full-coa world of new design lour 3D-printed parts. HP’s possibilities with the Jet Fusion 3D 300/500 availability of full-colour series is the industry’s first parts,” said Tony Hem3D printing solution for the melgarn, president and CEO, production of engineering-grade, Siemens PLM Software. functional parts in full-colour, black “Adding the full-colour caor white – with voxel-level control pabilities of HP’s expanded – in a fraction of the time of other Multi Jet Fusion platsolutions. The Jet Fusion 3D form to Siemens’ 300/500 series also supports Siemens and HP are expanding the leading colour file formats capabilities for industrial 3D printed parts market-leading dewith full colour. sign and manufacincluding 3MF, enabling designturing solutions creers to easily produce the colour parts they want with a reliable workflow. ates an immense new set of possibilities for Users taking advantage of NX and Solid products and applications,” said Stephen Edge for HP’s Multi Jet Fusion technol- Nigro, president of 3D printing, HP Inc.

MAHARASHTRA GOVT ROLLS OUT E-MOBILITY PROGRAMME; SIGNS MOU WITH EESL Energy Efficiency Services Limited (EESL), a Super Energy Service Company (ESCO) under the administrative control of the Ministry of Power, Govt of India, has signed a Memorandum of Understanding (MoU) with the General Administration Department (GAD), Government of Maharashtra, to lease out electric vehicles and install EV chargers in state government offices. The vehicles would be provided under the Government of Maharashtra’s Electric Vehicle and Related Infrastructure Policy – 2018.

The MoU was signed in the presence of Devendra Fadnavis, Hon’ble Chief Minister, Government of Maharashtra; Dr Harsh Vardhan, Hon’ble Union Minister of Environment, Forest and Climate Change; Diwakar Raote, Hon’ble Minister for Transport, Government of Maharashtra; Erik Solheim; executive director, United Nations Environment Pro-

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JULY 2018 | Manufacturing Today

gramme; and Saurabh Kumar, MD, EESL. Marking the commencement of the e-mobility era in Maharashtra, Fadnavis flagged off the first set of 20 EVs at the Gateway of India in Mumbai.

The Government of Maharashtra announced its Electric Vehicle and Related Infrastructure Policy – 2018 with a vision to establish the state as a globally competitive destination for electric vehicles and component manufacturing, while simultaneously promoting their wide-spread adoption. The MoU between EESL and Maharashtra will support the state government’s vision of generating investment worth Rs 25,000 crore in EV and component manufacturing, assembly enterprises and charging equipment manufacturing. The policy also entails increasing the number of registered EVs in the state to five lakh and creation of one lakh jobs.

UNDER 60 SECONDS

YES BANK has launched the MSME ‘Scale-up’ series, a unique industryacademia collaboration, in order to upskill MSMEs from Tier-II and Tier-III cities, with MDI Gurgaon, as its training partner, and Spark Minda, a global entity in automotive components. The initiative is aimed at boosting MSME businesses by educating them on the latest manufacturing technologies, global best practices and innovative finance management. The maiden chapter of the series kicked off in MDI Gurgaon, in collaboration with the first corporate anchor, Spark Minda.

Siemens’ Process Industries and Drives and Digital Factories divisions are teaming up with Bentley Systems’ Bentley Institute to establish a Process Industries Academy that will support the companies’ joint vision for Cloud services and digital workflows in engineering and operations.

The Process Industries Academy will help organisations to better understand and develop an effective digital strategy across all aspects of the asset lifecycle, based on the practical experience and knowledge of the industry’s leading experts.

Based on the experience and knowledge of the industry’s leading experts, the Process Industries Academy will provide sessions focusing on real-world examples of the key aspects of a digital approach to capital project delivery and asset operations. Participants will discover how developing a clear digital strategy for improved collaboration, communication, and coordination between project teams creates an ideal environment to optimise information creation and digital workflows.

www.manufacturingtodayindia.com

COVER STORY BMW GROUP PLANT CHENNAI 18

BAVARIAN RHAPSODY

DR JOCHEN STALLKAMP, MD, BMW GROUP PLANT CHENNAI, HAS STRUCTURED THE MANUFACTURING PROCESS AT PAR WITH GLOBAL STANDARDS.

BY JAYASHREE KINI MENDES

JULY 2018 | Manufacturing Today

Manufacturing Today | JULY 2018

19

COVER STORY BMW GROUP PLANT CHENNAI

1. An outside view of the Chennai plant.

2. The assembly line where parts are fitted onto a moving car.

1

AT A TIME WHEN MASS-MARKET BRANDS are pouring resources into 'premiumising' some of their models, in a drive for bigger margins, a 102-year-old company, has for long been the benchmark for success in the motor industry. The world’s biggest maker of premium-priced cars is well run, has grown steadily and made profits consistently for years. BMW Group India, along with its German counterparts, has all but cornered the worldwide market in expensive, high-performance saloons.

BMW Group, globally, has confounded its rivals by maintaining an image of luxury and exclusivity even as it has introduced an ever-broader range of cars.

Today, the BMW Group India is emulating its global model and filling every imaginable niche. The BMW Group Plant Chennai started operations in March 2007, and in India alone the Group employs around

650-plus. The Chennai plant produces the BMW 3 Series, the BMW 3 Series Gran Turismo, the BMW 5 Series, the BMW 6 Series Gran Turismo, the BMW 7 Series, the BMW X1, the BMW X3, the BMW X5 and the MINI Countryman.

Dr Jochen Stallkamp, MD, BMW Group Plant Chennai, says, "We have one BMW Book standard to describe quality and regardless whether we build a BMW 5 series or a BMW 7 series, in any of the 31 production and assembly site of BMW, we ensure the same outcome in terms of quality, and make 50plus variants at the Chennai plant."

Perhaps, this is one of the rare MNCs in automotive that is strongly dedicated to the Make in India programme. Since the campaign began, BMW Group India has been proactive in achieving maximum localisation in its cars. In February, when the company launched the BMW 6 Series GT, it took the locally produced model tally to nine, which includes the MINI Countryman. Following the approach ‘Production follows the market’, the Indian company has accelerated its localisation programme in India.

The BMW 6 Series GT is not only a unique concept but also makes a significant mark through its advanced engineering, technology and innovations.

The locally-produced model will create a novel segment and set new benchmarks in the Indian luxury car segment.

FEELING AT HOME BMW believes that each of its car pushes at the frontiers of technology and innovation. Every new generation model has seen changes in its hallmark

2

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JULY 2018 | Manufacturing Today

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COVER STORY BMW GROUP PLANT CHENNAI

2

3

3. Flexibility and efficiency are the hallmarks of the Chennai plant.

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kidney grille, futuristic technologies, more lightweighting, increased wheelbase to offer more comfort to passengers, among others. Importantly, the German automaker has further increased the level of localisation in India to up to 50%. Some of the major auto components sourced for local production of cars at BMW Plant Chennai are: Engine and gearbox from Force Motors; axles from ZF Hero Chassis; door panels and wiring harness from Draexlmaier India; exhaust systems from Tenneco Automotive India; HVAC and cooling modules from Valeo India and Mahle Behr and seats from Lear India. In terms of initiatives, BMW Group Plant Chennai constantly builds a closer relationship with local partners and suppliers. "They know we have 50% of local content in each vehicle produced and assembled in India.

Our core competence, which is the engine, is also assembled in India," says Dr Stallkamp.

He adds, "From the production perspective, efficiency is most important. Besides being cost competitive, an organisation is most effective when it has the right processes and people. We have inculcated the processes through our BMW Production System through value-added production system (VPS), which focuses on the product and processes.

Highly-skilled employees, advanced manufacturing processes along with state-of-the-art machinery and technology provide all the necessary ingredients to achieve our tough standards."

Flexibility and efficiency are the distinctive features of the Chennai plant. Within the two production lines,

BMW GROUP INDIA HAS ALL BUT CORNERED THE WORLDWIDE MARKET IN HIGHPERFORMANCE SALOONS. BMW Group India has clustered the more complex cars on one line and the less complex cars on another.

"More complex means the bigger cars with more work content, and the lesser complex ones are the smaller cars. Within this we have established the second element of being efficient in generating a mix of models between the two lines, to quickly react on customer demand instantly on the minute or from one day to another, we can shift the production of a car which runs on one of the lines to another," says Dr Stallkamp. The nine models are produced on two assembly lines and the plant is a fine example of dexterity and orderliness.

TAKING HISTORY EVERYWHERE With BMW, MINI and Motorrad, the BMW Group has its sight its set firmly on the premium sector of the In-

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COVER STORY BMW GROUP PLANT CHENNAI 4

4. Shop floor employees fit parts on a slow moving assembly line.

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dian automobile market. Along with automobiles and motorcycles, the BMW Group's activities in India comprise financial services for its premium clientele. Till date, BMW Group has invested Rs 12.5 billion (€182.5 million) in its subsidiaries in India. (BMW India – Rs 5.2 billion (€72 million) and BMW Financial Services India Rs 7.3 billion (€110.5 million). The wide range of BMW activities in India include a manufacturing plant in Chennai, a parts warehouse in Mumbai, a training centre in Gurgaon and development of a dealer organisation across metropolitan centres of the country.

In terms of procurement, BMW Group Plant Chennai has a global supplier network that that makes a valuable contribution to value creation, quality and innovation, thus enhancing the success of the Group. In India, the International Purchasing Office (IPO) established in Gurgaon identifies and assesses potential suppliers for BMW, MINI, and BMW Motorcycles taking into account BMW Group’s requirements for quality, technology and logistics. The IPO strongly focuses on facilitating the sourcing of production material (components) as well as IT and engineering services from India to the BMW Group international production network.

The company also has a standard procedure on its tendering process so as to assure adherence to processes, quality, and the technology that is employed. And, this, along with the right supplier management tools helps maintain quality. "We have KPIs on which we measure and these are derived from the ISO 9001 and a basis of our undertaking," says Dr Stallkamp. "At the end of the chain we have the customer. Their wish needs to be fulfilled. And from a production point of view, I produce what our team in Delhi, the market and the product team determines what works for India." BMW Group Plant Chennai relies on the Product Management team to decide the model that should be made available in India. "Before the product is introduced to the market, we have closed room product introduction sessions with the customer," he adds.

In its 11th year, BMW Group India launched SKILL NEXT and will provide 365 BMW engines and transmissions to leading engineering and technical institutes across every state and union territory in India.

It is an opportunity for engineering and technical students to get hands-on training on advanced technologies of BMW engine and transmission.

www.manufacturingtodayindia.com

CIRCLING THE EARTH Globally, the BMW Group has consistently been among the top-rated companies in major sustainable rankings for many years and rules the roost in the Dow Jones Sustainability Index and the Carbon Disclosure Project. In order to live up to the claim of being the most sustainable premium manufacturer, the BMW Group is continuously reducing CO2 emissions and resources used per vehicle. Since 2006, the BMW Group has reduced its global consumption of energy and water in vehicle production, waste and waste water volume as well as solvents and CO2 emissions per vehicle produced by an average of 53.2%. In the same period, due to efficient use of resources, cost savings totalling €161 million were made.

In line with its ‘Design for Recycling’ approach, it creates vehicles in such a way that their components can largely be reused or recycled efficiently throughout their whole lifecycle. "Some decisive influencing factors are the choice of materials, production technologies, supplier selection, the choice of drivetrain types and the recyclability of the vehicle’s components," says Dr Stallkamp.

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COVER STORY BMW GROUP PLANT CHENNAI

All BMW Group vehicles brought onto the market since 2008 meet the requirements for the recycling of end-of-life vehicles, components and materials (95% total recycling, 85% reuse and material recycling). The environmentally-friendly use of raw materials is taken into account as early as the vehicle development phase via ‘Life Cycle Engineering’.

Up to 20% of the thermoplastic materials in the vehicles are now made from recyclates. These materials account for an average of 12% of vehicle weight.

The company uses up to 50% secondary aluminium in high-strength cast aluminium parts. Wherever it makes technical, business and environmental sense and is socially viable, it replaces artificial materials with renewable materials. For example, it replaced supports of door trim panels with natural fibres.

These are used in the BMW 7 Series and BMW 5 Series models, among others. Renewable raw materials such as textile fibers, wool, eucalyptus wood, recycled granulate and plant fibres are carefully chosen to create a sustainable interior for the cars.

The BMW i range is a classic example of BMW’s philosophy of cradle-to-grave sustainability. Innovative manufacturing technologies and the application of new materials characterise the production process for BMW i cars. Compared to the conventional car production, making a BMW i model requires 50% less energy and 70% less water. Carbon Fibre Reinforced Plastic (CFRP) roof panel of BMW i cars is made partially with recycled CFRP from the manufacturing processes of other components. The CFRP components are sustainably produced in Moses Lake, WA, where the factory uses hydroelectric power. In Leipzig, Germany, assembly plant uses windgenerated electricity. Moreover, 25% of plastic used in the interior is comprised of recycled materials.

The instrument panel and door trims are made from Kenaf plant fibres. Dashboard wood trim is crafted from responsibly-forested eucalyptus and olive-leaf extract is used to tan interior leather surfaces.

Dr Stallkamp says that the Chennai plant too uses solar cells on its roof, which converts into electric energy. "Out next endeavour is looking into using wind energy which is also available in surplus in the Southern part of India," he adds.

At BMW Group Plant Chennai, the 1350kwp solar photovoltaic system caters to 61% of the plant energy consumption. It saves 50% of the lighting usage by utilising LED lighting. Besides this, fresh air fans have been replaced by energy efficient HVLS fans, saving 30% of energy in the ventilation system. About 99.4% of waste generated at the Chennai plant is recycled. Waste water from the plant is recycled.

Such moves should see an increase in momentum for BMW Group in the Indian luxury car market.

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CUTTING TOOLS TURNING & MILLING

TURNING THE TABLES SO FAR DEPENDENT ON IMPORTS FOR TURNING & MILLING OPERATIONS, CUTTING TOOLS PLAYERS ARE NOW TAKING ADVANTAGE OF INDIA’S FAVOURABLE BUSINESS CLIMATE TO INVEST IN LOCAL MANUFACTURING.

BY MITALEE KURDEKAR THE INDIAN CUTTING TOOLS INDUSTRY HAS seen a gradual, but important transformation over the past few years. Traditionally, the industry was dubbed as an import-dependent one, but it has now started attracting the attention of global technology partners/ manufacturers, which should work to its advantage, especially as India is on its way to becoming one of the top three countries in terms of manufacturing. Currently, the cutting tools industry in India hardly contributes around 1% of global output with more than half of its requirements of its cutting tools being imported. Even neighbouring countries

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like China, Japan, Korea and Taiwan have a much better contribution to global output. While a pessimist may look at this statistic as a major concern, industry players remain optimistic in viewing this as a high-growth prospect for the future, wherein the industry will strive to reduce the dependence on imports and prepare to support India in its journey to becoming a manufacturing giant by 2030.

In terms of consumption, India’s demand for cutting tools is significant when compared with global demand, and this continues to rise northwards year after year. With so much focus on key segments –

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CUTTING TOOLS TURNING & MILLING

“The Indian economy needs to grow much more before it becomes really attractive for the cutting tool manufacturers to make in India, and to sell in and from India.”

– Vivek Kumthekar

1. Major players such as LMT are expanding their facilities in India.

2. The mixed model of technology adaptation coupled with imports is beneficial to the Indian customer.

like defence, railways, aerospace, shipbuilding, medical equipment etc. – within the Indian economy, and growing demand in traditional user industries like automotive, the cutting tools industry in India is looking at sunny days ahead. Sensing this opportunity in India and recognising the low-cost manufacturing potential the country offers, along with a penchant for quality and skills, many global players from Europe and the US are putting up their facilities in India in an effort to take advantage of the conducive business climate. On the other hand, manufacturers from China, Korea, Taiwan, etc. find that their proximity to India works to their benefit and are continuing to serve the Indian market with cost-effective imports, while taking advantage of the mass production possible in their own countries. This mixed model of technology adaptation coupled with imports is beneficial to the Indian customer, who does not currently receive a complete range of tools from one source.

MAKING THE CUT Commenting on the changing scenario in cutting tools manufacturing within India, L Krishnan, MD, TaeguTec India, feels the dependency is more at

the raw materials stage and at highly specialised but low-volume tools. He explains, “Today, at the raw material level, for tungsten carbide, CBN, PCDbased tools, India is dependent on imports. As the volumes scale up in the country with increased manufacturing activities, the same can be made in India. For the rest of the categories of raw materials for cutting tools, raw materials are locally available.

However, you would always find a certain volume of low-usage tools with high sophistication that will be imported for a long time to come, due to uneconomical volume for local production. We are quite small

THE CUTTING TOOLS INDUSTRY IN INDIA HARDLY CONTRIBUTES AROUND 1% OF GLOBAL OUTPUT.

1

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2

compared to larger economies like China, Germany and Japan.

As our volumes increase and we become comparable to larger manufacturing economies, our production base for cutting tools will increase and we can hope to become net exporters.”

Of course, there is a long way to go. Vivek Kumthekar, GM & business head (milling & threading), LMT Tools India, opines, “The Indian economy needs to grow much more before it becomes really attractive for the cutting tool manufacturers to make in India, and to sell in and from India.”

Expressing similar views, Jay Shah, MD, Tungaloy India, states, “We have been seeing many cutting tool companies investing in India over the last 10 years. However, these investments are mainly to cater to the growing Indian market and keep the price competitive. The production at these facilities is still not geared to the need of the domestic market, and the Indian industry still depends on imports of high-end cutting tools.”

A few global players have latched onto the opportunity presented by an open Indian market to have cross-border exchanges within their subsidiaries. Rajesh Gupta, deputy GM, milling & advance materials, Seco Tools India, outlines his company’s philosophy in this context. “India has now become a key player in the cutting tool manufacturing industry and has developed the key skills, wherein it is now competing in the global markets with its innovations and developments. Due to technology transformations and cutting down the cross-border barrier, learning has become much faster and more efficient, thus helping to develop India as a base for manufacturing and exporting on a global level.”

He explains. “At Seco, we have seen those changes happen very fast. India has become the global R&D hub, from where we support the rest of the world with solutions. A very dedicated team of R&D experts works at and supports Seco with unique and highproductive solutions.”

Softsynchro® Modular

CHANGING CUSTOMER OUTLOOK The Indian customers’ basic business requirements are much the same as others. Anil Kumar, director & COO, CERATIZIT India Round Tool Solutions, says, “Traditionally, the automotive industry has always been our key demand area to cater to, and it contin-

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Manufacturing Today | JULY 2018

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CUTTING TOOLS TURNING & MILLING 3

GLOBAL PLAYERS HAVE LATCHED ONTO THE OPPORTUNITY PRESENTED BY AN OPEN INDIAN MARKET. “Only a strong domestic cutting tool industry will enable competitive manufacturing in the long-run.”

– L Krishnan 4

“We have been seeing many cutting tool companies investing in India over the last 10 years.”

– Jay Shah

3. Customers are now willing to wait for return on investment.

4. High-production volumes and complex work pieces are bringing in a need for custom-made solutions.

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ues to be so. Along with that, the other major industries have been steel, general engineering, railways and power. Our customer requirements are rapidly shifting towards three transitional phases: cost reduction, cycle-time reduction and process optimisation. Our customer is well-informed and knows what he wants. Together, we work with the customer for new projects, value engineering or for process reengineering.”

The good news is that the customers’ approach has undergone a sea change. As Shah confirms, “Customers are willing to wait for return on investment, and are looking forward to working with cutting tool partners, who can give them optimum solutions. This is a great change in the industry mind-set, which is helping us win good business. Customers look for innovativeness on the part of the tooling engineer interacting with them. They are willing to take chances with good, convincing solutions.”

Kumthekar echoes the view, saying, “Most of the customers expect reduction in cost per component.

There are, of course, a few customers who only look at price and not the indirect benefits, but their proportion is not significant.”

Krishnan states, “The customer requirements for turning, milling, grooving and drilling are changing.

Customer demands are for modern tools with potential for higher productivity, multi-functional capabilities, consistency and reliability. TaeguTec and the cutting tool industry are constantly innovating to meet the newer expectations of customers.”

In this context, Gupta suggests, “Due to high competitiveness, every customer wants to produce the product in lesser time, meeting the quality demands and lesser rejection rates. They want solutions which are innovative, reliable and meet their objectives.” He further states that, “High-production volumes, complexity of the work piece and the consequent need to improve productivity and quality, means that the importance of custom-made solutions are increasing.

Indian tool manufacturers have the complete knowhow of the process, to develop customised solutions for these specific requirements.”

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EMAG GROUP TECHNOLOGIES Turning

Milling

Heat Shrink Assembly

Grinding

ECM / PECM

Gear Hobbing

Laser Welding

Skiving

Induction Hardening

a wide range of technologies (turning, drilling, milling, gear cutting, grinding, laser welding, ECM/PECM machining, induction hardening and automation) allows EMAG to implement complete process chains, not only for the manufacture of gear box, engine and chassis components, but also for components in the non-automotive sector including oil field, power generation, aerospace and large equipment.

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S W M U LT I - S P I N D L E M A C H I N I N G C E N T E R S .

60 % LESS CYCLE TIME PER WORKPIECE. 6 0 % L E S S S PA C E R E Q U I R E M E N T. 50 % LESS ENERGY COSTS.* F U L LY A U T O M A T E D .

Local contact in India: EMAG India Pvt.Ltd sales.india@emag.com | Phone: 08050050163 www.sw-machines.de | Made in Germany

* Compared SW-1-spindle-machine to SW-4-spindle-machine

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CUTTING TOOLS TURNING & MILLING 5

CUSTOMERS SEEK HELP TO CUSTOMISE THE TOOL AND MAKE IT LESS VULNERABLE TO COPYING. 6

“Due to technology transformations and cutting down the cross-border barrier, learning has become much faster and more efficient.”

– Rajesh Gupta

5. With many factors to consider when developing cutting tools, a good R&D set-up is critical to success.

6. Indian cutting tool makers are now able to develop complex, customised solutions for customers.

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CUSTOMER ENGAGEMENT IS KEY Often, the customers seek help from cutting tool manufacturers to customise the tool and, therefore, make it complex and less vulnerable to copying. But at the same time, there is no relaxation on the basic objectives of overall cycle-time reduction and cost per component improvement. Thus, the challenges put forth to cutting tool manufacturers are always on the rise. How do they cope with this? The answer lies in close coordination with customers regarding their business requirements and constant engagement.

Regarding their approach on the matter, Gupta explains, “Seco has a highly experienced, dedicated team for developing the latest, innovative, customised concepts to meet our customer objectives of being productive and competitive. We provide and take complete ownership of the projects. With no cross-border barrier, as and when required, we not hesitate to take the proven concept from different

subsidiaries. The complete R&D set-up is in place to support our customer requirements.”

Krishnan suggests, “TaeguTec has, over the years, built a very skilled and competent team of design and application professionals, who help our customers with new ideas to enhance productivity and reduce cost.”

In fact, many large-sized companies, and those with a global presence, export good quality tools. It is clear that they get in touch with prospective clients, interacting with them through video conferencing and other means to establish a concept of collaborative development. The process ensures that they not only consider the current needs of their customers, but also co-ordinate with them about future requirements. Shah feels that, “The Indian customer is challenging the cutting tool industry, and nothing seems impossible for him. With the availability of multi-axis machines, skilled tool engineering personnel and designers, the cutting tool industry in India, today, is able to engage with customers to develop complex custom-made tools.”

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CUTTING TOOLS TURNING & MILLING

PARTNERING WITH THE GOVERNMENT There are useful initiatives and programmes started by the Indian Government, which are seen to be benefitting the Indian cutting tools industry. Though the industry is small in size in comparison to global standards, its future potential has been recognised by the Government in terms of meeting the demand from other sectors of the economy, as also from the viewpoint of creating and saving valuable foreign exchange by reducing imports and increasing exports, as well as by creating employment opportunities.

Krishnan professes, “The cutting tool industry is a small component of the manufacturing sector, albeit of high strategic importance. Only a strong domestic cutting tool industry will enable competitive manufacturing in the long-run. We do see the Make in India efforts of the Government gaining momentum. The Government of India needs to recognise the cutting tool industry – despite its small size – for its strategic ability to grow competitive manufacturing. Government recognition as a strategic industry will also enable competitive recycling of used tools, which in turn will reduce import dependence of raw materials.”

Shah seeks Government support for the industry by suggesting, “We expect a supportive environment for the machine tool industry, which is the mother of all manufacturing industries. Investments

PROGRAMMES BY THE GOVERNMENT ARE BENEFITTING THE INDIAN CUTTING TOOLS INDUSTRY. in machine tool R&D and making it robust in terms of meeting all the needs of the Indian metal-cutting industries would be a welcome move. A public-private partnership for developing cutting-edge technology in machine tools and cutting tools, would be a great advantage to the growing industries like aerospace and defence.” He adds, “GST has been a big boon for the industry at large. The downward revision of pricing has definitely been an advantage to the customers.”

The industry, on its part, needs to make use of all Government schemes and programmes to enhance technology levels and increase competitiveness.

Judging by the way things currently stand, it knows just how to do that.

“Our customer requirements are rapidly shifting towards three transitional phases: cost reduction, cycle-time reduction and process optimisation.”

– Anil Kumar

ADVERTORIAL

EXXONMOBIL PROPELLING THE GROWTH OF THE MANUFACTURING SECTOR IN INDIA In a country of 1.3 billion, manufacturing is emerging as one of the most powerful sectors, creating multitudes of opportunities for growth and prosperity. Like every booming sector, manufacturing is reliant on various propellants of growth; technologically advanced lubrication being an indispensable one. Here is Mobil’s India story of commitment and significant offerings for Large, Small and Medium Enterprises, making the country’s manufacturing sector even stronger.

In an exclusive interview with Manufacturing Today, Deepankar Banerjee, CEO, ExxonMobil Lubricants, shares his view on the manufacturing landscape of the country and how Mobil is poised to set the industry on an ambit of high-rate success with its diverse portfolio of products and services.

What are the latest trends being witnessed among industrial lubricants used in the Indian manufacturing sector? How do these compare with global benchmarks?

With the renewed thrust on ‘making in India’, Indian manufacturing is witnessing a new wave of global benchmarking, and so is the country’s lubricant sector. Manufacturers are waking to the benefits of technologically superior world-class lubricants that possibly command a slight premium over the conventional lubricants, but yield huge dividends in terms of improved productivity and significant cost savings.

India’s lubricant industry has been on a strong growth path in the past few years, thanks to green field projects, capacity expansions and embracing of new technology in key sectors like Energy, Manufacturing, Process and Metals. An increasing number of customers are demanding superior-performing, high-technology products to deliver smart results and sustainability benefits. This organic growth is consistent with similar trajectories that we have witnessed in other parts of the world, over the years.

The growing industrial lubricants market is encouraging MNCs to consolidate their position in India. The increasing demand for lubricants is encouraging global lubrication majors to shift to local manufacturing instead of relying solely on imports, bringing specialty lubricants for the growing demand for high-quality and improved-efficiency materials. As newer manufacturing technologies gain momentum, the lubricant industry is gearing up to meet the need for customised specialty products, giving Indian customers best-in-class products developed through global expertise of decades.

India is a key market on the global manufacturing map and given its relatively low per capita consumption of lubricants, there is immense potential for growth in line with global trends.

In terms of lubricant selection and usage, what are the specific challenges that manufacturers are facing today?

The manufacturing sector in India today faces one key operational challenge, which is to strike the optimum balance between throughput and maintenance. A direct fallout of this imbalance can be a breakdown of operations, which can severely derail deadlines and hamper production. Sometimes manufacturers are tempted to postpone or delay preventive main-

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Incorrect lubricant usage often hampers productivity, and therefore profitability, for any business.

Could you enumerate the ways in which ExxonMobil’s products and solutions are geared to address challenges, and highlight the resulting benefits to your customers?

Yes, you have made a very valid point. We have observed that incorrect lubricant usage – even over usage of lubricants – can severely hamper productivity.

For instance, disregarding the manufacturer's recommendations for any piece of equipment or component could potentially lead to failure of the equipment or affect the machine's warranty. With usage of lubricant

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closely linked to varying factors like environmental conditions, speed, load and temperature, getting the usage right is imperative for manufacturers.

Whenever a new machine or component is installed, one of the first things to be addressed is the type of lubricant to use. Typically, the equipment will come with a recommendation from the manufacturer, including the directives on viscosity. Base oil viscosity is one of the most important properties manufacturers consider when making a lubricant recommendation. It should take into account the speed, load and ambient temperatures. While this is a great start when choosing a lubricant, keep in mind that the working environment of the component or machine could be outside the manufacturer's tested parameters. Using the appropriate grade and type of lubricant is essential for proper bearing performance. Failure to choose the right lubricant can lead to shortened bearing life. This is where professionals like Mobil Serv come in with their expertise to give the perfect lubrication solutions.

For more than 150 years, our industrial expertise has helped companies around the world lower costs, improve productivity, enhance equipment efficiency and much more. Our highly experienced equipment builder engineers work closely with leading OEMs to help guide our research chemists and lubricant formulators in developing leading-edge lubricants for the most demanding applications.

Whether your machine shop manufactures simple fasteners or complex gear sets, precision manufacturing, tool life and uptime are critical to your success and profitability. After many decades of serving the industry, we have the proven lubricants and expertise to help manufacturers every step of the way.

Mobil industrial lubricants are formulated with product compatibility in mind since machine and machine tool lubricants are often comingled. Our lubricants are designed to work together and minimise the impact of cross-contamination. In addition to our high-performance lubricants and fluids, we provide a range of technical services to help keep the machine running at peak efficiency while also extending machine and oil life, reducing downtime and lowering operating costs.

ADVERTORIAL

tenance or they replace original components with lower-quality items. This practice may create unsafe conditions in harsh manufacturing environments if these low-quality components – including lubricants – can’t stand up to operating conditions. Poor maintenance can also cause health and safety issues, as well as lead to unplanned or excessive downtime.

Manufacturers need to perform preventive maintenance on recommended schedules to keep operating costs low and throughput high, while ensuring worker safety.

Technologically advanced lubrication practices is one of the key factors that acts as a pedestal for preventive maintenance.

Lubricant is the lifeblood of machines and oil analysis is akin to a doctor testing a blood sample to assess one’s health and detect ailments that require treatment. In-service oil analysis is essential for assessing the health of a machine’s operation.

A sample of oil provides crucial information that can help increase productivity, reduce unscheduled downtime, improve equipment durability and lessen lubricant consumption. Mobil ServSM Lubricant Analysis, armed with the in-depth understanding of Mobil products, brings a thorough knowledge of applications and equipment by working closely with original equipment manufacturers. Drawing on this extensive product and equipment expertise, Mobil Serv delivers precise analysis and detailed, actionable recommendations, resulting in cost savings, strong productivity and peace of mind. Committed to helping customers be safer, more productive and more aware of environmental care practices, Mobil takes a proactive, predictive approach to maintenance through Mobil Serv Lubricant Analysis. The efforts enhance safety through long oil drain intervals and strong component protection, which can reduce the need for employee-equipment interaction, enhance environmental care through reduced waste due to long lubricant and equipment life and enhance productivity through improved maintenance planning, which helps avoid unplanned equipment downtime.

With a robust R&D set-up as well as the Bengaluru technology centre, ExxonMobil is well positioned to cater to the domestic market. What are some of the recent innovations and customisations to emerge out of your stable for the Indian market?

Like you rightly said, Research & Development is the mainstay of our culture of innovation and customisation. Each year, ExxonMobil invests around $1 billion on R&D alone. As a company, we place enormous emphasis on ongoing investment in R&D, working side-by-side with the world’s leading original equip-

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ADVERTORIAL

ment manufacturers to develop the most effective products and maintenance solutions.

This process begins in our Research & Engineering facilities and is conducted hand-in-hand with leading equipment builders, as well as the users of such equipment, enabling us to provide our customers with products that have global consistency.

We at ExxonMobil, aim to develop breakthrough technologies that can benefit business and have a positive impact on the society. We strongly believe that human ingenuity and innovation are critical to supplying the fuels and products that consumers need in a manner that is safe for our employees, communities and the environment. ExxonMobil is founded on a culture of science and technology.

We employ more than 2,200 scientists and 5,000 employees at our research and technology divisions around the world. Our scientists and engineers are presently working to develop technologies designed to produce energy in an increasingly safe, economical and environmentally responsible manner.

In terms of customisation, let me share an example of a recent engagement with Modern Mould Limited, a leading organisation in the plastics industry. The injection moulding major charged a new hydraulic oil in their machine and a heat exchanger malfunction resulted in water entering the oil. To manage the high-production demand, the machine could not be stopped for oil replacement and running with contaminated oil would damage the pump and machine components. Offering a solution to Modern Mould, Mobil’s Field Engineering team proposed to opt for online water removal with a low vacuum dehydrator.

After completing the water removal procedure, the oil’s suitability for use was tested under the Mobil Serv Lubricant Analysis programme and it was found fit for further use. Thanks to Mobil Serv’s predictive maintenance and corrective action, the potential damage to the machine components was averted, the oil disposal was avoided and the high-productivity was maintained, potentially saving 36 hours, 2,200 litres of oil and a revenue of Rs 6,70,800!

While the Indian automotive industry is definitely surging ahead, other industries too are catching up. Which segments do you reckon are the brightest prospects for you and what are the demand drivers?

Yes, besides the automotive sector, Mobil has a strong focus in manufacturing, steel and plastics industries.

The steel industry is one of India’s largest sectors in terms of value and volume, India being the world’s third-largest producer of steel, exports to over 190

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countries and the steel industry is expected to grow at a CAGR of 7% till 2020. The government’s focus on infrastructure and road projects is already helping boost the demand for steel. This growth will translate into huge new demands for high-grade lubricants.

Strong domestic demand, a growing middle-class and a high-rate of return on investments have made the manufacturing industry in India a globally competitive behemoth. This has been further boosted by innovative initiatives such as Make in India, Smart Cities and Skill India.

Having emerged as a high growth sector, India is expected to become the fifth largest manufacturing country in the world by 2020. If machines are the heart of manufacturing sector, the lubricants that ensure their smooth functioning are its lifeblood. Among the handful of imperatives that facilitate enhanced productivity and efficiency of a manufacturing unit, lubrication plays a quintessential role. It ensures routine maintenance for expensive and complex industrial equipment and even prevents permanent damage that can be caused due to extreme operating conditions.

Another area where we are quite bullish is the plastics sector. The plastics consumption of the country is expected to increase from about 12 million metric tonnes per annum (MMTPA) in 2016 to 20 MMTPA by 2020. By that time, India is expected to deploy about 1,80,000 machines as compared to 1,13,000 in 2016. One of the fundamental plastic manufacturing processes is injection moulding, which is used to manufacture products varying greatly in size, complexity and application. The process is highly complex as an injection moulding machine simultaneously deploys hydraulic, electrical, mechanical and other technologies. Maintenance is the key to achieving good performance, extended life and improved durability of injection moulding machines, and an effective lubrication programme is integral to the smooth functioning of operations. Lubricants have a vital role to play in terms of ensuring maximum productivity with minimum downtime. The complete line of hydraulic oils, gear and compressor oils, fluids and greases keep the machines running smoothly and sustainably.

Given the ever-increasing need for sustainable products, what role will ExxonMobil play in the grand scheme of things? Tell us more about how you improve the environmental performance of your products.

Be it nations, communities or industries, sustainability has become integral to life. Sustainability is no longer a mere choice, but it is now embedded into the very core of every activity. At ExxonMobil, our ultimate goal is to improve our customers’ competitiveness through our commitment to being the technology leader with the highest level of application expertise, in a sustain-

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Some of the products are as below: Mobil DTE 10 Excel™ Series: These are highperformance anti-wear hydraulic oils specifically designed to meet the needs of modern, high pressure, industrial and mobile equipment hydraulic systems.

The products exhibit outstanding oxidation and thermal stability allowing long oil life and minimised deposit formation in severe hydraulic systems using high-pressure, high-output pumps. The Mobil DTE 10 Excel products have acute aquatic toxicity and the zinc free anti-wear system provides a high-degree of protection in gear, vane and piston pumps while also minimising deposit formation.

Mobil Synthetic Lubricants: Mobil’s line of synthetic lubricants are designed to protect equipment operating under severe conditions including loads and pressures, frequent starts and stops, wide operating temperature ranges, and contamination. These synthetic lubricants provide distinct advantages that far exceed the capabilities of conventional oils. They increase oil drain interval, which in return reduces oil disposal in the environment. Some of the Mobil Synthetic Lubricants include Mobil SHC™ 600 series, Mobilith SHC™ Series and Mobilgear™ SHC XMP. What are some of the ways in which you engage and collaborate with OEMs in order to further your common goals?

ExxonMobil is proud to work with many successful

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Original Equipment Manufacturers (OEMs) around the world. We’re equally proud of the fact that our lubricants have so many equipment builder endorsements and recommendations.

Taking a lead on our longstanding relationship with Toshiba Machine (Chennai), the client shared a testimonial, talking about our relationship with the brand right from their inception in 1992. Since then, Toshiba has been using Mobil hydraulic oils for all their machines.

As a machine manufacturer, the customer considers lubricants to be the lifeblood of machineries. The customer shared with us that they are aware that the life of a machine, uptime, meantime between failures, etc. depend on the quality of the hydraulic oil used in the machine and having done extensive internal testing on their machines, they now highly recommend Mobil hydraulic oils.

We collaborated with Micromatic Machine Tools (MMT) in 2016 as their official lubricant partner and the association is still going strong. We are among the first lubricant companies to build a technology and innovation-centered relationship with India’s largest machine tool manufacturer, MMT, and now they exclusively recommend Mobil-branded lubricants to their customers. The partnership reinforces Mobil industrial lubricant’s commitment to facilitate Make in India goals. Collaborations such as these have elevated ExxonMobil’s understanding of equipment trends as well as current and future lubricant requirements, enabling us to design and tailor lubricant solutions that meet the rigorous demands of their equipment builder partners.

These are just some of the many milestones our team has achieved working sideby-side with leading equipment builders. We will continue to assist the world’s leading OEMs in new machine designs while making recommendations on lubricants and lubrication systems product development.

ADVERTORIAL

able way. Our innovative products and services help deliver tangible performance benefits in the areas of safety, environmental care and productivity.

In terms of safety, innovations in product formulations and services deliver long lubricant life, which can help minimise employee-equipment interaction and mitigate the potential risk of employee injury. Purely in environmental terms, ExxonMobil’s commitment to minimising environmental impact has created technologically-advanced products and services. This is achieved through optimised oil drain intervals, which can help reduce used oil volume and product packaging. Long component life helps reduce worn equipment disposal and maintenance-related waste, accruing energy efficiency benefits. Many of our advanced-technology lubricants lower overall traction versus mineral oils, helping to reduce the amount of fuel or energy consumed while operating, and have potential to reduce energy costs and associated emissions.

On the productivity front, our products and services are designed to protect the equipment’s lubricated components from wear and corrosion, which helps minimise unexpected downtime and maximise uptime, effectively increasing productivity and sustainability.

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ADVERTORIAL

Deepankar Banerjee previously mentioned how Mobil intends to continue assisting the world’s leading OEMs in making recommendations on lubricants and lubrication systems to transform their overall functioning. This indefatigable competence of ExxonMobil™ can be further corroborated with a success story, where Mobil enabled a leading player in the manufacturing sector to achieve their ‘maximum productivity’ goals.

The following case study offers an in-depth insight into Mobil’s commitment towards the sector and how it empowers its OEM and EB partners.

Mobil safeguards equipment life; helps PPAP Automotive achieve ‘maximum productivity’ goals Making in India: The Manufacturing Story The manufacturing industry in India has poignantly grown over the decades, witnessing a series of transitions through the socio-economic and political corridors of the country. Turning a corner after liberalisation in the early-90s, the Indian manufacturing industry is today a globally competitive behemoth, powered by solid capacity expansions and multidisciplinary investments.

Strong domestic demand, a growing middle-class and a high rate of return on investments are among the factors that make India a credible manufacturing investment destination. The country’s manufacturing prowess has been further fuelled by the government’s innovative initiatives such as Make in India, Smart Cities and Skill India.

Having emerged as a high growth sector, India is expected to become the fifth largest manufacturing country in the world by 2020. Against this backdrop, global manufacturing giants like GE, Toshiba and Boeing are in the process of setting up manufacturing plants in the country, even as existing players are expanding capacities and operations.

With India on the path to becoming a leading manufacturing hub, there are several imperatives that drive this growth and help maintain the momentum.

With singular manufacturing units adding up to make the colossal industry, the productivity and efficiency of each of the units contributes to the growth.

If machines are the heart of the manufacturing sector, lubricants that ensure their smooth functioning are its lifeblood. Among the handful of imperatives that facilitate enhanced productivity and efficiency of a manufacturing unit, lubrication plays a quintessential role. It ensures routine maintenance for expensive and complex industrial equipment and even prevents permanent damage that can be caused due to extreme operating conditions.

Here’s a success story of how ExxonMobil’s cutting-edge lubrication products helped PPAP Automotive to achieve its productivity and profitability goals, while enhancing the lifespan of the machines.

Background/ Situation at Hand Established in 1978 in the industrial hub of Noida,

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the NCR-based PPAP Automotive is a leading manufacturer of Automotive Sealing Systems, Interior and Exterior Automotive. Their customers include leading automobile companies like Maruti Suzuki, Honda Cars, Toyota Kirloskar Motors, etc.

The company operates several injection moulding machines for manufacturing over 500 different products for its customers. These machines, with an average capacity between 650 and 2,800 tonne, operate round-the-clock in three shifts of eight hours.

With the primary focus to advance productivity of the plant and to increase the profitability, PPAP Automotive turned to ExxonMobil’s Field Engineering Services (FES) – the dedicated team of technical experts who work closely with manufacturing companies to offer them advice on best-in-class lubrication and maintenance practices.

Mobil’s Strategic Solution Mobil engineers assessed onsite usage conditions and interacted closely with the PPAP Automotive team to understand the company’s lubrication requirements. Based on their test results, Mobil recommended Mobil DTE 10 Excel™ 46 for the injection moulding machines to achieve maximum productivity and enhanced equipment protection.

The Mobil DTE 10 Excel 46 is an ISO Viscosity Grade (VG) 46, non-zinc, anti-wear hydraulic fluid. Its shear-stable, high-viscosity index (VI) allows for a wide operating temperature range, maintaining maximum hydraulic efficiency and component protection, at both low as well as high temperatures. Post the switch to Mobil DTE 10 Excel 46, the ExxonMobil team conducted an analysis to monitor the condition of the oil and advised the customer on best maintenance practices for regular filtration and system cleanliness.

The Outcome Mobil DTE 10 Excel 46 helped reduce downtime and achieved ODI of 10 years in moulding machine hydraulics, resulting in potential savings of $18,382 (Rs 12,30,000 approx.) annually.

Use of Mobil DTE 10 Excel 46 enabled an extended oil drain interval and ensured zero component replace-

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About Mobil DTE 10 Excel 46 Mobil DTE 10 Excel™ Series are high performance anti-wear hydraulic oils, specifically designed to meet the needs of modern, high-pressure industrial and mobile equipment hydraulic systems.

Formulated with extensive laboratory and in-service field testing, the Mobil DTE 10 Excel series can help provide quantifiable increase in hydraulic efficiency compared to other hydraulic oils. This can translate to reduced power consumption and increased machine output, resulting in significant monetary savings.

In controlled laboratory efficiency testing, Mobil DTE 10 Excel was measured to provide up to 6% improvement in hydraulic pump efficiency compared to other oils when operating in standard hydraulic applications.

Mobil’s onus towards its customers goes beyond its product range. Its commitment also rests on a portfolio of services that aim to revolutionise lubrication practices for various industrial applications, thus driving productivity and profitability for the customers. Mobil Serv — Mobil’s cuttingedge service-led solutions offer precise analysis and informed recommendations are at the core of lubrication services.

Backed by the strong support and technical knowledge of its formulators, scientists and engineers, the

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ment in the injection moulding machines, for up to ten years. The superior quality lubricant helped the machines deliver outstanding performance, eliminating unscheduled downtime and reducing planned downtime.

All this, in turn, translated into a potential annual savings of US $18,382 (Rs 12,30,000) for PPAP Automotive.

Speaking on ExxonMobil’s success in providing a customised solution for PPAP’s requirements, Shankar Karnik, GM, industrial, ExxonMobil Lubricants, said, “Mobil Industrial Lubricants supports customers with unmatched industry expertise and technical services, unsurpassed global supply capability, proven oil-analysis programmes and comprehensive builder approvals. The results delivered for PPAP Automotive are a perfect example of how ExxonMobil’s technology leadership, exceptional application expertise and customised solutions can enable an industrial unit to attain its productivity and profitability goals effectively.”

Mobil Serv team specialises in early detection of potential damage in machine operations, ensuring minimum operational downtime and peak productivity for maximum profitability.

Expert intervention Lubricant is the lifeblood of machines and oil analysis is akin to a doctor testing a blood sample to assess one’s health and detect ailments that require treatment. Inservice oil analysis is essential for assessing the health of a machine’s operation. A sample of oil provides crucial information that can help increase productivity, reduce unscheduled downtime, improve equipment durability and lessen lubricant consumption. Mobil Serv Lubricant Analysis, armed with the in-depth understanding of Mobil products, brings a thorough knowledge of applications and equipment by working closely with original equipment manufacturers. Drawing on this extensive product and equipment expertise, Mobil Serv delivers precise analysis and detailed, actionable recommendations, resulting in cost savings, strong productivity and peace of mind.

Committed to helping companies be safer, more productive and more aware of environmental care practices, Mobil takes a proactive, predictive approach to maintenance through Mobil Serv Lubricant Analysis.

The efforts enhances safety through long oil drain intervals and strong component protection, which can reduce the need for employee-equipment interaction, enhances environmental care through reduced waste due to long lubricant and equipment life and enhances productivity through improved maintenance planning, which helps avoid unplanned equipment downtime.

Fast mover advantage Time is of essence in an industrial set-up and Mobil Serv offers a distinct advantage, conducting oil sampling up to 66% faster than industry peers – which translates into sampling activity in just one-third the usual time. The conventional process of collecting and labelling the samples typically requires 24 labour hours

AVERTING A CRISIS AT MODERN MOULD Injection moulding major Modern Mould Limited charged a new hydraulic oil in their machine and a heat exchanger malfunction resulted in water entering the oil. To manage the high production demand, the machine could not be stopped for oil replacement and running with contaminated oil would damage the pump and machine components.

Offering a solution to Modern Mould, Mobil's Field Engineering team proposed to opt for online water removal with a low vacuum dehydrator. After completing the water removal procedure, the oil’s suitability for use was tested under the Mobil Serv Lubricant Analysis programme and it was found fit for further use. Thanks to Mobil Serv’s predictive maintenance and corrective action, the potential damage to the machine components was averted, the oil disposal was avoided and the high productivity was maintained, potentially saving 36 hours, 2,200 litres of oil and a revenue of Rs 6,70,800!

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per month, with a significant portion of that time dedicated to printing and filling out sample labels. In an effort to streamline the sampling and labelling process, Mobil has developed an alternative maintenance solution. The Mobil Serv Lubricant Analysis programme eliminates the time consuming sample labelling process through the use of pre-labelled sample bottles with QR codes and a unique number identifier. These QR codes and number identifiers allow the sample bottle to be quickly paired with a piece of equipment in the Mobil Serv Lubricant Analysis System with no additional sample labelling, improving sample process efficiency, while reducing labour associated with oil analysis and cutting time by 66%.

When the sample is processed, the laboratory handles each bottle as a unique item. Each sample is coded, labelled and tracked through the entire process. By the time test results are available, the equipment sample has directly benefitted from Mobil’s knowledge of lubricants, decades of OEM relationships and a strong heritage of hands-on application expertise. Sample comments are provided to help identify potential problems, list possible causes and recommend actions for follow-up.

Core Competencies Mobil Serv™ Technical Services offers an extensive range of industrial services that are designed to help customers optimise their lubrication programmes and machine availability.

Mobil Serv Lubricant Analysis (MSLA): While bringing its 140-year experience in making high quality synthetic lubricants, operators are advised to incorporate an oil and equipment condition monitoring program to maximise the productivity of machinery and reduce costs. MSLA enables companies to conduct the entire process virtually on their mobile or tablet device through scan-and-go oil sampling bottles. It provides informative reports on the condition of the customer’s equipment and lubricant.

Engine Inspection: This service encompasses expert inspections by Mobil’s well-trained engineers using borescopes and specialised tools, helping diesel

engines run efficiently with a potentially extended life.

The engineers use their expertise to inspect, report and document the condition of the internal components of diesel engines. They conduct complete engine inspections during engine overhaul and partial inspections during component replacement or repair.

Hydraulic Inspection: This Mobil Serv competency details critical hydraulic equipment, revealing opportunities to improve performance. The engineers inspect, report and document the condition of critical plant hydraulic systems. They use inspection data to establish the optimum time to replace critical hydraulic components such as pumps, valves, heat exchangers, filters and lubricants and then recommend maintenance practices to help improve system reliability.

Lubricant Recommendation: This service provides expert guidance in selecting proper lubricants for the equipment, which can help minimise costly maintenance and repairs, while providing optimum protection to the assets. Experienced ExxonMobil engineers assess current lubricants and recommend, when required, more effective product choices to help maximise equipment reliability for optimum productivity.

Gas & Stream Turbine Analysis: Turbine analysis is applicable for gas and steam turbines operating in continuous or intermittent service. It includes testing to help improve turbine reliability by monitoring system cleanliness and lubricant performance. The extended service analysis helps determine oxidation stability, identify potential varnish build up and monitor system condition.

Landfill Gas Engine Analysis: Landfill gas presents a unique set of challenges for engines; early detection of premature engine wear, coolant leaks and lubricant contamination is necessary for continued operation and Mobil Serv has traditional expertise in this sphere.

Paper Machine Oil Analysis: This service provides necessary equipment and lubricant-specific testing designed to help optimise the customer’s lubrication program, as well as detect equipment problems before they cause expensive unplanned outages. The applicable equipment includes dryerbearing lubrication systems, press lubrication systems and controlled-crown roll systems.

Powertrain Analysis: This Mobil Serv service monitors transmission, differential and final drive oils for premature wear, contamination and oil condition.

Powertrain analysis helps detect gear or transmission problems and lubricant contamination before they can result in costly downtime or repairs. Mobil Serv brings its expertise to each of these services, offering customers cutting-edge solutions for their specific needs.

For more information on Mobil Industrial’s range of lubricants and services, visit mobil.com/industrial.

The term "ExxonMobil" is used for convenience only, and may include Exxon Mobil Corporation or any of its affiliates.

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CONSUMER CONNECT

INDUSTRY 4.0: ROADMAP FOR IMPLEMENTATION “INDUSTRY 4.0” WAS COINED IN GERMANY TO DESCRIBE A STRATEGY OF THE GOVERNMENT TO OVERCOME HIGH WAGES AND NON-AVAILABILITY OF SKILLED MANPOWER WHILE RETAINING IT’S MANUFACTURING LEADERSHIP.

BY SHAILESH SHETH THE TERM ‘INDUSTRY 4.0’ STANDS FOR THE fourth industrial revolution. While Industry 3.0 focused on the automation of single machines and processes, the importance of Industry 4.0 lies in the fact that it concentrates on the end-to-end digitisation of all physical assets and their integration into digital ecosystems with value chain partners. Generating, analysing and communicating data seamlessly underpins the gains promised by Industry 4.0, which networks a wide range of new technologies to create value.

Industry 4.0 is no longer a ‘future trend’. The world today has entered a new industrial era. It’s not science fiction or a prediction for the next century, it is here and now. For many industrial companies, it is now a part of their strategy and research agenda. Companies are combining advanced connectivity and advanced automation, cloud computing, sensors and 3D printing, connected capability, computer powered processes, intelligent algorithms and Internet of things (IoT) services to transform their businesses.

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The key issue for many Indian companies, more so for MSMEs’ is ‘where’ to start? What is the roadmap?

It is not easy to answer these very valid questions.

There is no ‘one size fits all’ solution. Each company is unique. In physical assets and their technology standards, in their IT deployment status, in their managerial bandwidth, and all these apart from Resource, Products & Markets differentiators. Though the principals will more or less remain same, finer nuances and timelines would have to be company specific.

However, it is important to make a start. But where?

STEP 1: Set up a CFT: First step is the CEO should form a cross functional team that represents each function and best young talent available to the organisation.

Train them thoroughly, and in depth and charge them with preparation of a roadmap based on their learnings.

Shailesh Sheth is a Corporate Strategy Adviser for Management & Manufacturing Technology, Mumbai and an independent director of BFW, Bengaluru.

STEP 2: Competency Audit: Conduct a skill and competency audit within the organisation to pinpoint

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TRANSFORMATION AND INTEGRATION STRATEGY: TEMPLATE OF A ROADMAP

Source: Seiter M.et.al. (2016), modified

critical skill gaps you need to fill before you start the journey. To benchmark which skills are required, refer to six domain architecture published by European Factory of Future Research Association.

STEP 3: Create company wide awareness of Industry 4.0, what it can do for them and for the company? Obtain â&#x20AC;&#x2DC;buy inâ&#x20AC;&#x2122; of all stakeholders. Reluctant foray will prove disastrous, beware.

STEP 4: At this stage you are ready to take in an external consultant with experience in implementation of Industry 4.0. Being fairly recent phenomena, your choice may be rather limited but it is essential that for such a complex exercise, you have access to best advice that is available. Caution: Industry 4.0 is almost irreversible process, once you start to walk down that road, there will be no turning back.

STEP 5: Decide on Objectives. Why am I implementing Industry 4.0? Which are my value drivers?

For example, consider the following to decide on concrete, measurable goals.

STEP 6: Digitisation: Move forward to make yours a paperless factory. Data & Digital content are the most crucial starting blocks for Industry 4.0 sprint.

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STEP 7: Common Platform: Now move to most complex of all exercises. Create a common platform that can assimilate data emerging from multiple stations, analyse and put forth output in a dashboard format for decision making. IOT, Connectivity, Cloud access will all depend on this crucial step.

STEP 8: Evaluate Automation Options. Establish your own policy as to why, where and when to automate.

STEP 9: Complete integration of all systems is now called for. ERP, CRM, PLM, MES etc., all need to be integrated. Parallel systems simply will not work, create confusion and even complete chaos.

STEP 10: Take suitable steps for Cyber Security

Conclusion: This 10-step plan may sound simplistic to implement a complex manufacturing philosophy.

It is deliberately so in order to take away the fear of the unknown. Many steps could run concurrently, depending on level of technology and skills already deployed, the steps may be reshuffled. That is all fine.

Everyone will have to find a solution that is unique to their own specific circumstances and needs. The end game scenario, however, will be the same. Am I globally competitive?

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INTELLIGENT DESIGN 1

DESIGN WITHIN REACH INNOVATIVE PRODUCT DESIGNS CAN CONTRIBUTE SIGNIFICANTLY TO A COMPANY'S REVENUES. BUT NOVELTY IS THE KEY.

BY JAYASHREE MENDES CONSIDERING THAT MORE MNCS ARE planning to invest or expand their presence in India, the country has a good opportunity to emerge from the shadow of the services market and throw up as a global leader. Thr rising demand in India coupled with investments can help the country's manufacturing sector grow manifold.

However, in order to capture this opportunity, manufacturing companies will have to improve their productivity dramatically. For long, there's a general impression that Indian manufacturers have been performing below potential. Possibly, it was the lack of motivation or the need to keep costs down that compelled them to do that. However, global eco-

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nomic growth is poised to create opportunities for low-cost manufacturers everywhere. This can work to India's advantage.

But there are a few things that need to be taken care of first. In order to go global or attract investments, manufacturers must improve their processes, product-lines, efficiency, among other things.

Most importantly, while processes and efficiency are at the back-end, products is what the market sees. Companies can achieve this by taking recourse to technology that has become cheaper than never before and come up with compelling products that guarantee exports. Ashish Bhat, executive VP, country division lead, digital factory, Siemens

1. To capture the opportunities in the Indian marketplace, Indian companies will have to spruce up their design.

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INTELLIGENT DESIGN “We have the concept of digital factory which can help manufacturers work out design solutions.”

– Ashish Bhat

2. Technology adoption plays a critical role in novel designs.

Ltd, says, "We have the concept of digital factory which can help manufacturers work out design solutions. The digital factory concept starts with product design, production design, PLM, automation and MES. Now with Mindsphere, all these technologies will address the complete manufacturing value chain.

Companies can only begin manufacturing when they first decide what they would like to make and how.

Those companies that seek to expand their portfolio can create a digital twin of the whole chain which means that while the plant is in operation and one is planning a new product, or an upgrade, it can be done based on the actual plant parameters."

Companies are adopting technological advancements to drive product development. Recently, Bharat Forge has selected the ThingWorx IoT Platform from PTC to monitor its operations to improve operational efficiency and factory quality. Yogesh Zope, group CIO, Bharat Forge, said, “Every technology today is helping companies inch towards Industry 4.0. It's critical for India’s manufacturing sector to thrive in the next decade. For this to thrive, the need of the hour is for a strong, scalable IIoT platform to support quick adoption of Industry 4.0 best practices. With PTC’s ThingWorx platform we foresee a good synergy in terms of technology and vision for

adoption of IIoT in India. We have kickstarted initial deployment of ThingWorx at our manufacturing plant at Pune. We expect to drive value by capturing real time OEE, machine downtime, quality KPI’s in the first phase followed with adoption of machine learning and artificial intelligence for achieving predictive maintenance capability in the near future.”

Kalyan Sridhar, country manager, PTC, says, “Since 1985, PTC has been enabling customers to stay one step ahead of the competition by combining strategic vision with leading, field proven technology, helping companies to achieve their business goals. In 1988, we developed parametric, associative feature-based, solid computer-aided design

DESIGNERS MUST EMBRACE GLOBAL PRACTICES TO IMPROVE EFFICIENCY AND EFFECTIVENESS.

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Accuracy in Continuing Development For years, absolute linear and angle encoders from HEIDENHAIN have been setting standards for accuracy in machine tools.This will also apply to the latest generation of our encoders.Today these products are diagnosable, feature more interface variants, and are provided with functional safety including mechanical fault exclusion. This is how we continuously develop our proven products to be optimally prepared for the demands of modern machine manufacture.

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Position Displays

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INTELLIGENT DESIGN

GLOBAL ECONOMIC GROWTH WILL CREATE OPPORTUNITIES FOR LOW-COST MANUFACTURERS.

3

“Our Experience Centre will provide simulation and teleoperated learning facility, where needed, and to facilitate remote learning as well.”

– Samson Khaou

“Our solutions enable manufacturers to design, operate and maintain complex products.”

– Kalyan Sridhar 3. The aerospace and defence industry in India is one of the fastest growing markets in the world with a significant push to indigenous manufacturing.

4. When one is considering revenue and profit, there are a few ways to look at the development of a new product or technology.

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4

(CAD) modeling software. As technology evolved over the next decade, in 1998, we developed an Internet-based product for product lifecycle management (PLM). Our solutions enabled manufacturers to design, operate and maintain complex products.”

BUILD TO SPEC Few understand that the first step to manufacturing competitiveness is developing design capabilities.

Hitherto, this capability was mainly present in large companies. Then, and even today, design is a highly resource-intensive process. A design process of a new product calls for skilled manpower, sophisticated tools and plenty of time to experiment. Since it falls under the purview of R&D, only large companies can afford to spend time and money, putting smaller players at a significant disadvantage. Since the smaller companies cannot afford such costs, the only recourse they have is acquiring patented technology from larger companies.

In a bid to boost the digital transformation of India's manufacturing industry, global 3D experience major Dassault Systemes launched "3DExperience Twin"—an integrated solution that allows manufacturers to design and visualise the entire model of the factory. This solution would help existing automotive OEMs looking to expand production lines

for electric vehicles (EV) or start-ups looking to set up infrastructure from scratch, Dassault Systemes said. This offering is designed to cut down the time frame and lead to a substantial cost saving, as it allows the entire planning, simulation, testing and validation in the virtual form. "With 3DExperience Twin, one can ensure the right allocation of the spaces for their activities — such as machinery, raw material, goods storage, inbound and outbound docking systems and so on," said Samson Khaou, MD, Dassault Systemes.

Businesses are now focusing on manufacturing innovations, transforming the process of mass production to mass customisation. India’s product makers must embrace global best practices in operations—while tailoring them to India’s unique environment—to improve the efficiency and effectiveness of the country’s manufacturing investments dramatically. It would help if they avail of new information and knowledge and make use of user-friendly simulation tools that can impact the design process.

Simulation apps for additive manufacturing can help them streamline the workflow.

Vishwanath Godavarty, regional account manager (South Asia), Materialise, says, "Companies can excel in manufacturing if they can create new designs frequently. Additive manufacturing is one such way. Design teams can reach an optimal solution faster by providing other departments with apps to let them experiment with parameters affecting manufacturability and aesthetics, for example. With simulation apps, you do not have to be an expert in numerical simulation to suggest design iteration based on high-fidelity multiphysics simulation results."

PLANNING FOR THE LONG TERM Earlier, when products were crafted one at a time, the design and manufacturing processes were often done by the same person. For example, a craftsman would design and build a chest of drawers or a carriage. Some trades would employ apprentices to learn the craft, which also included design. Large

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there are a few ways to look at the development of a new product or technology. Projected profit margins sometimes never seem big enough. In the early stages of designing a product, the anticipated earnings from such an endeavour can be quickly wiped away if the manufacturing and production impact is not fully understood. Whether it is a brand new product or an evolution that results in some manufacturing or production changes, it's important to consider the downstream impact of design changes and product decisions.

Considering only the product design cost, which often pales in comparison to the capital expenses and the long-term cost of ownership, a lot of emphasis gets placed on the cost of pieces and parts.

Though critical to understand, it can often be misleading without properly vetting against the downstream expenses.

So what is the low-hanging fruit to best and fully calculate these factors? Early engagement is the key.

Don’t lock out or over-constrain the options available to production. As the product development or process change discussions begin, include the manufacturing and production teams. This will shed light on the means to more efficiently handle and manufacture the product, and will provide early opportunities for considering as many alternatives as possible, casting a wide net to grab the best ideas early on.

INTELLIGENT DESIGN

projects might have included an architect or lead designer along with a team of engineers and R&D. A design for excellence (DFX) methodology is a systematic way to communicate a set of knowledge that focuses on successful product design using a desired set of characteristics. For example, design for production includes a set of rules or constraints that the design must incorporate or meet to permit production at a given factory.

As per industry reports, the aerospace and defence industry in India is one of the fastest growing markets in the world with a significant push to indigenous manufacturing. Promoting self-reliance, indigenisation and technology upgrades, achieving economies of scale and developing capabilities for exports require that the talent to be developed inhouse at a rapid pace to meet the demand. In this respect, Dassault Systemes is setting up a 3D Experience Centre in Andhra Pradesh. Khaou says as part of experiential learning, the centre will be made available to the students either on campus or on cloud so that they have first-hand knowledge of operating on the platform. It will provide simulation and tele-operated learning facility, where needed, and to facilitate remote learning as well. It will also act as an innovation hub for incubating start-ups and promoting start-up culture in Andhra Pradesh.

When one is considering revenue and profit,

“Design teams can reach a solution faster by providing other departments with apps to let them experiment with parameters affecting manufacturability and aesthetics.”

– Vishwanath Godavarty

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FIRST AMONG EQUALS

AEQUS'S CHAIRMAN & CEO ARAVIND MELLIGERI HAS STUDIOUSLY MAPPED THE AEROSPACE MANUFACTURING INDUSTRY. TODAY, IT'S A LEADING MANUFACTURER IN INDIA, WITH PLENTY OF EXPERTISE AND FIRSTS TO ITS CREDIT.

BY JAYASHREE KINI MENDES

1. The 10,000 tonne hydraulic press is a first in Asia.

2. Workers forge components at the SQuAD press.

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THE AEROSPACE INDUSTRY HAS ITS FAIR share of admirers enamoured by the sight of a large plane on the tarmac or tearing around the sky. But few are infatuated with aerospace suppliers. From makers of engines to small metal components, these companies who are only heard and seen at air shows, prefer to toil quietly behind the scenes. India has millions

of such components makers. But only a handful are known, mainly because they stay relatively unknown or work out of tiny machine shops. So a 250-acre SEZ, India's largest integrated facility, and devoted largely to aerospace components, elicits curiosity.

The inquisitiveness emerges because India, as a destination, may be much talked about for its manu-

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facturing efficiencies. But manufacturing aerospace components in such a large campus can come across as overwhelming.

Welcome to Aequs. Set in the sylvan surroundings of Belagavi in Karnataka, the aerospace components manufacturer has created an entire ecosystem to support the manufacturing cycle from start to end of a product. Perhaps, this is the only company in India to have global tie-ups with the giants in the aerospace industry, such as Airbus, Boeing, Magellan, Saab, UTAS, Safran, Dassault, GKN, MOOG, Parkar, Eaton, Honeywell, Bosch, HAL, Fokker Technologies, Liebherr Aerospace, Apollo Aerospace Components, among others. For Airbus alone, Aequs supplies 10,000 titanium parts for the A320neo programme.

But Aravind Melligeri, chairman & CEO, Aequs, is unmindful of that. For him it's all in a day's work. He says, "There is a gigantic opportunity in manufacturing and machining aerostructures and aerosystems in India. We are sitting on a $18 billion opportunity and, till a few years ago, were hardly doing a few million in contracts. Then there's the knowledge gap in the industry, which needs plenty of training specific to the aerospace industry. Globally too, aerospace manufacturing companies are seeing a skewed balance between capacity and capability. There is a large concentration of aerospace companies in US, France and Germany. They are required to produce large volumes and this is what we fulfill."

From machining small components, Aequs built their expertise in a way that has attracted global aerospace players. Today, its 23 units, including third party manufacturers, specialise in engine components, landing gear components and assemblies, actuations and sub-assemblies, sheet metal fabrication, surface treatment and closed die forging along with prototyping and testing facilities.

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GOOD, IN PARTS What is impressive is that at a time when there are several thousands components makers, Aequs stands out distinctly in the Indian marketplace. The company has several firsts to its credit. It is possibly the only aerospace components manufacturer that has set up separate facilities with each new tie-up and scope of work. The assured business coupled with the large contracts justify the move. Work has been bifurcated into various types that need to be done at a particular unit or facility. It also has the largest range of CNC machines and a 10,000-tonne hydraulic press, which is the largest in Asia. It is also the first Indian aerospace manufacturing company to expand to North America when it acquired a Texas-based company. This gave it access to UTAS, Spirit AeroSystems, Boeing, Bell Helicopter, etc. Soon after it acquired France-based SiRA Group and got into its kitty a customer base of

“OEMs go by three main parameters - quality, delivery and cost. There are stringent adherences to these and our OEMs too ensure that they provide us with every kind of help to ensure we meet them.”

– Aravind Melligeri

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3 & 4. Each facility has rows of high-end CNC machines used to shape components.

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Dassault, Safran, United Technologies Aircraft Systems. Aequs various business units and processes are the also the first in India to achieve NADCAP accreditation, and also AS9100 certified, which is widely demanded across the aerospace industry.

Considering that it has the land, Aequs has allocated anywhere between 40,000-100,000 sq-ft for each facility. All of them work like clockwork. With three shifts, Aequs employs 1,500 people, besides another 1,000 contract employees. This makes it the largest employer in Belagavi.

The scope of work requires it to work with different types of materials. Aluminium, titanium, steel, inconel are some of the materials that arrive at its workshops. Incidentally, all the raw materials are imported. The sensitive nature of the tie-ups compel Aequs to source materials from approved suppliers, all of who are based overseas. According to a plant spokesperson, "The procurement policy of the suppliers is to gather the demand from the OEM and then allocate the various materials to the manufacturing company. This helps them to

procure at a much better price, than if we had to source the materials."

On its part too, Aequs had to fulfill certain parameters that would make it the obvious choice for OEMs. Melligeri says, "OEMs go by three main parameters, what I call as QDC - quality, delivery and cost. There are stringent adherences to these and our OEMs too ensure that they provide us with every kind of help to ensure we meet them."

Aid from the OEMs could be in the form of technology, certifications, training, and a smooth supply chain. On its part, Aequs has set up an in-house AKC (Aerospace Knowledge Centre) to educate freshers in the skills that aerospace manufacturing needs. Interestingly, Belagavi has plenty of engineering colleges, but strangely, none of them impart technical skills that is needed in aerospace manufacturing. Melligeri too is leaving no stone unturned. Considering that Aequs has a presence in the US and France, Melligeri flies down highly trained instructors to teach employees aerospace manufacturing.

THE EXPERTS HELP In terms of manufacturing, each of the machining units at the SEZ have rows of 3-, 4- and 5-axis CNC machines totalling more than 150! The company has invested in high-torque machines for the hard metals, while high-speed machines cut the soft metals. Melligeri says the company has been investing $30 million every year in terms of expanding or setting up new units. Besides this, equipment for sheet metal cutting, deburring, long-bed machines for the long parts, four lines for anodising, jigs, shot peening, among others, are another long line-up.

Ranging from seatings, rails, latches, heat sinks (for wings) landing gear, parts of the fuselage, pylons (parts

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connecting wing and engine), nose-cones for PSLV, door plugs, wing panels, there are few parts that Aequs does not make. Each facility produces 50-1,000 different kinds of parts every month. New parts are added on a regular basis and this could also mean fresh investments in the form of machinery and manpower.

The quality management system is unsurpassed through the use of CMM inspection process. A delivery & quality 'clinic' in most facilities verifies the final check. The systems set in place could give any international company a run for their money. Melligeri says, "Every part has a cycle time and this is planned by the production planning control. Process improvements are discussed and agreed with the department heads of the teams responsible – that ensures maximum precision and efficiency of execution. Traceability of parts is another crucial component in the aerospace industry. Etching and part marking helps in maintaining the records for future reference."

In terms of tools, Aequs uses cutting, drilling, and solid carbide tools from Walter Tools, Kennametal, Sandvik, etc. Tungaloy's superior solid carbide endmills help the company for its hard metals. Its vendors manage the inventory of tools for them and also machine maintenance.

The shop-floor employees keep a sharp eye on the quality of the raw materials as well as finished goods.

A sister concern company, Aerospace Processing India (a JV between Aequs and Magellan Aerospace) executes the special processes such as passivation, anodising, part marking, and glass beading.

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Other workstreams relate to quality performance, production volume management and forecasts – known as Conbid management – as well as to the measurement and analysis of the error rate. "In order to produce seamlessly, we are setting up a Flexible Management System (FMS) that will allow for little human intervention," says Melligeri.

The company also does component work for the automotive industry, mainly Bosch and Volvo. In 2014, SQuAD Forging (a JV between Setforge, Aequs and Aubert & Duval) brought in the 10,000-tonne capacity aerospace hydraulic forging press—a closed dye hydraulically operated hot forging press to forge large components and various actuation and structural parts. The press can forge aluminium, steel and titanium parts up to 400kg. It also forges common rail parts for the auto industry.

Considering the fast-paced growth, it is not surprising that Aequs is now venturing into full-fledged defence manufacturing. The company announced plans to set up a facility in Tuem (Goa) last year. Though it is yet to see the light of day, Melligeri is making concerted efforts to ensure that the effort pays off.

Before long, Aequs will not only stand tall in aerospace and defence manufacturing, but will soon be the obvious choice for global OEMs to take up expansions, making it a truly global company.

5 & 6. Intense concentration is required to execute each task at every workstation.

7 & 8. Aequs employs the highest level of testing and painting at its facility.

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Frost & Sullivan and The Energy and Resources Institute (TERI) Initiative

Recognizing Excellence in Sustainable Development 2018 Edition

Congratulations to all the Award Recipients!

COMPANY NAME

FACILITY LOCATION

AWARD TITLE

SUSTAINABLE FACTORY OF THE YEAR AWARD Mahindra & Mahindra Limited

Igatpuri

Sustainable Factory of the Year Award LEADERS AWARDS

Mondelez India Foods Private Limited

Leaders Award - Mega Large Business, FMCG Sector

Indian Oil Corporation Limited

Leaders Award - Mega Large Business, Process Sector

ACC Limited - Gagal Cement Works

Gagal

Leaders Award - Large Business, Process Sector

Henkel Adhesive Technologies India Private Limited

Leaders Award - Large Business, Process Sector

Hindalco Industries Limited

Leaders Award - Mega Large Business, Metals Sector

Hindustan Zinc Limited - Chanderiya Lead Zinc Smelter

Chanderiya

Leaders Award - Mega Large Business, Metals Sector

Bharat Aluminium Company Limited

Korba

Leaders Award - Mega Large Business, Metals Sector

Maruti Suzuki India Limited

Leaders Award - Mega Large Business, Automotive Sector

Lucas TVS Limited

Leaders Award - Large Business, Auto Ancillary Sector

Schneider Electric India Private Limited

Leaders Award - Medium Business, Engineering Sector

Genpact India

Leaders Award - Mega Large Business - Service Sector CHALLENGERS AWARDS

UPL Limited, Unit 2

Ankleshwar

L&T Hydrocarbon Engineering

Challengers Award - Large Business, Process Sector Challengers Award - Mega Large Business, Engineering Sector

Vedanta Limited - Sterlite Copper

Silvassa

Challengers Award - 1st Runner Up - Mega Large Business, Metals Sector

UPL Limited, Unit 1

Ankleshwar

Challengers Award - 1st Runner Up, Large Business, Process Sector

SAFETY EXCELLENCE AWARDS

MEDIA PARTNERS

For more details/info about Sustainability 4.0 Awards 2019, contact: Nitin Kalothia Frost & Sullivan Tel: +91 - 80 67028005 Email: nitin.kalothia@frost.com

To know more about the awards, visit: www.sustainability4awards.org

Preeti Bathla The Energy and Resources Institute (TERI) Tel: +91 - 9818900764 Email: Preeti.Bathla@teri.res.in

For any media related queries, contact: Srishti Choudhury Frost & Sullivan Tel: +91 - 20 40778850 Email: srishti.choudhury@frost.com

Frost & Sullivan - @Frost_MENASA TERI - @teriin @Frost_Sullivan #sustainability4.0awards & India #Sustainability Leadership Summit 2018

Pallavi Singh The Energy and Resources Institute (TERI) Tel: +91 - 99991 54259 Email: pallavi.singh@teri.res.in

Middle East/ North Africa/ South Asia - Frost & Sullivan

FOCUS AUTO COMPONENTS

IN HOT PURSUIT

AUTO COMPONENTS MAKERS ARE SURGING AHEAD ON THE BACK OF ROBUST DEMAND FROM THE INDIAN AUTOMOTIVE INDUSTRY. AND THERE IS NO STOPPING THEM NOW.

BY MITALEE KURDEKAR THE INDIAN AUTO COMPONENTS INDUSTRY is on a sprint. With the automotive industry witnessing growth in numbers – a welcome relief from the sluggish demand of a few years ago – in recent times, the resulting demand for components has been very strong. In addition, Government initiatives like Make in India, overseas technology adaptation, and the uniformity in tax structure brought about by the introduction of GST, are all contributing to the industry’s good fortune, helping it to support its ambition of meeting domestic demand, while also generating greater export opportunities.

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The India Brand Equity Foundation (IBEF) stated in its June 2018 report on the auto components industry that the Indian auto components industry has experienced healthy growth over the last few years.

The report further highlights that the auto components industry accounts for 2.3% of India’s Gross Domestic Product (GDP) and employs as many as 1.5 million people directly and indirectly. A stable government framework, increased purchasing power, large domestic market, and an ever increasing development in infrastructure have made India a favourable destination for investment.

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Suresh KV, country head, ZF India, agrees with this view, when he suggests, “The auto components industry has a huge potential to grow in the Indian market. Credit rating agency ICRA has recently upgraded the Indian auto component industry’s growth to 13-15% in FY18 from the earlier prediction of 9-11%, which is also a good sign for the sector.”

Suresh further points out, “Rising demand for highquality components from OEMs is helping the auto component industry grow at an exponential rate. In addition, technology breakthroughs have opened up a plethora of opportunities for auto component makers. This is supported by the change in regulatory norms for safety, comfort and emission.”

Talking about new trends in the market, Prashanth Doreswamy, country head, India, Continental Corporation, and MD, Continental Automotive India, states, “Increase in electronic content in vehicles, trend-setting technologies, legislations, increased awareness on safety and clean energy among consumers, as well as an increased commitment on the same from OEMs, are all positively impacting our business in India.”

He adds, “In addition to trendsetting technologies, fundamental requirements of the automotive industry like digitalisation, sustainability, efficiency, and cost saving are just as important as safety on the roads and comfort & convenience while driving. The awareness for safety technologies are on the rise in India, and with new safety legislation, India is emerging as a focus market for airbags, Anti-lock Brake Systems (ABS) and Electronic Stability Control (ESC). Electrification is another growing trend. For instance, the 48volt system is making the combustion engine quieter

FOCUS AUTO COMPONENTS

DEMAND DRIVERS Key players within the auto components industry too have a positive outlook about the current state of affairs, in terms of increasing demand, technology enhancements, new investments, government policy, and a conducive business climate. B Anil Baliga, executive VP, bus body and application manufacturing, VE Commercial Vehicles, says, “The Indian auto components industry has experienced healthy growth over the last few years. Some of the factors attributable to this include: a buoyant end-user market, improved consumer sentiment and return of adequate liquidity in the financial system.

Domestic sales of commercial vehicles created a new record by selling 8,56,453 units in FY2017-18 with robust growth in direct and after-market sales.”

He adds, “Auto component exports from India have grown at 7-9% in FY18, backed by strong global growth and higher exports to emerging nations.

Growth is further expected to accelerate to 8-10% in FY19 due to pick-up in the global scenario. The Indian auto components industry is set to become the third largest in the world by 2025 with revenues upwards of $150 billion.”

In fact, in a rapidly globalising world, there are multiple avenues emerging for the transportation industry, even as it is already making a shift towards electric, electronic and hybrid cars, buses and erickshaws, alternatives which are deemed more efficient, safe and reliable modes of transportation. The expectation is that, over the next decade, this will lead to newer verticals and increased opportunities for auto component makers, who will need to adapt to such changes via systematic R&D plans.

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NATRIP WILL ENABLE ADOPTION AND IMPLEMENTATION OF GLOBAL PERFORMANCE STANDARDS. and the air cleaner. This technology aides the motive behind advancement to BS-VI norms in India.”

“Auto component exports from India have grown at 7-9% in FY18, backed by strong global growth and higher exports to emerging nations.”

– B Anil Baliga 1. VE Commercial Vehicles has 100 suppliers around Indore alone, many of whom are also supplying to multiple global Volvo manufacturing sites.

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POLICY PRESSURE Another welcome feature for the industry is that a slew of policy announcements made by the Government has added to the pressure for change. And industry insiders are keen to quicken the pace of implementation. Nishit Behera, executive director – business development & strategy, RSB Transmissions (I) Ltd, points out, “Rising vendor consolidation, speedier replacement market growth, unmatched global quality, increasing localisation, export-oriented growth, and growing electronic content per vehicle have induced the Indian auto component segment to continue to grow much faster than the OEM segment.”

Behera feels that India is being recognised as a sourcing hub of auto components for major global

OEMs. “Several global tier-I suppliers have increased their procurement from Indian auto-component manufacturers. OEMs are increasingly setting up engine manufacturing units in the country, viz. Ford, Fiat, Suzuki, and General Motors, who have established India as a global hub for small engines,” he confirms.

On India’s rise to become a sourcing hub, Ravindra Pise, VP, Chakan & Akurdi Plants, Bajaj Auto, elaborates, “Most vendors have started exporting to developed as well as developing countries. We continuously work hand-in-hand with our vendors for components development, according to our specific requirements and using our New Components Development System, while utilising each other’s R&D facilities.”

Commenting specifically on government policy initiatives, Behera explains, “The auto policy announced enshrines automatic approval for 100% foreign equity investment in auto component manufacturing facilities, while imports are exempt from licensing and approvals. In addition, the Automotive Mission Plan (AMP) aims at setting up of a technology modernisation fund, focusing on small and medium enterprises, establishment of automotive training institutes and auto design centres, special auto parks and auto component virtual SEZs, as well as providing encouragement to fuel-efficient technologies.”

This is expected to generate an additional employment of 65 million. Also, the Government plan to set up the National Automotive Testing and R&D Infrastructure Project (NATRiP) will enable the industry to

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FOCUS AUTO COMPONENTS

“Technology breakthroughs have opened up a plethora of opportunities for auto component makers.”

– Suresh KV

2

adopt and implement global performance standards and focus on providing low-cost manufacturing and product development solutions.

“Initiatives like the AMP 2026 and NATRiP have created a conducive business environment for auto component makers. Implementation of GST has significantly brought down the distribution cost and has increased the profit margins for auto component companies,” agrees Suresh.

Doreswamy explains Continental’s approach in this context. “Globally, Continental follows a strategy of ‘In the market for the market’, and localisation has been at the core of our India strategy. In that sense, our business model complements initiatives like Make in India. Just in the last two years, we announced production and assembly lines in Gurugram and Bengaluru and a plant expansion in Manesar. The key to Make in India is productivity in manufacturing and one of the most important contributors to productivity is a stable, reliable and efficient environment and infrastructure,” he proclaims.

Suresh too is pleased with the result of these initiatives and declares, “Make in India - Part One was a huge success, and it has been pushing companies to invest and emphasise on local manufacturing in India. In tandem with Make in India, ZF had reinforced its regional essence in India, through expansion of our manufacturing base and localisation.”

RESPONSIVE MOVES Considering the noise surrounding the introduction of electric vehicles, one would have thought that the auto components industry would be somewhat wor-

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“Most vendors have started exporting to developed as well as developing countries."

– Ravindra Pise

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ried, especially because the number of components in electric vehicles are a fraction of the combustion engines. However, this changeover does not seem to be a big worry, as the expectation among component manufacturers is that, for a few years to come, the growth from traditional automobiles would continue, at least in countries like India, where the supporting infrastructure for the introduction of electric vehicles would take a while to set up. Having said that, the good sign is that key auto component manufacturers have already started thinking of and in some cases investing their R&D efforts in meeting the challenges of electric vehicles.

Baliga is optimistic when he says, “New technology always brings in new challenges and unforeseen fears, but, over a period, each technology gets its own space. We do not foresee electric vehicles as a major challenge in the immediate future.” He cautions though that, “As the EV technology becomes more cost-effective and moves towards autonomous trucks and buses, the disruption could be significant with the redundancy of diesel engines and

“Globally, Continental follows a strategy of ‘In the market for the market’, and localisation has been at the core of our India strategy.”

– Prashanth Doreswamy 2. ZF has already reinforced its regional presence in India, through expansion of its manufacturing base and localisation.

3. Implementation of GST has significantly brought down the distribution cost and increased the profit margins for auto component companies such as ZF.

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research analytics team. Our business process is on a strong footing and we have a well-laid path to take on the EV challenge.”

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“The growth of global OEM sourcing from India and the increased indigenisation of global OEMs is turning the country into a preferred designing and manufacturing base.”

– Nishit Behera 4. Electric vehicles are the way to go forward as the pollution caused by fossil fuel-run vehicles is detrimental.

5. Auto component industry players are encouraging their group companies and Indian vendors to facilitate global sourcing out of India.

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transmissions etc. It is important to work towards this eventuality.”

Doreswamy outlines Continental’s strategy of preparedness for this important shift. “Our attention is focused on two parallel efforts, the first is the full value creation from the growing demand for the most efficient combustion engine technologies that also guarantee the lowest emissions, and, the second is to benefit from the prospective growth in environmentally-friendly, electrified and fully-electric drive systems. We strongly believe that the cars of the future will feature electric drives, which will be fully connected and automated. Therefore, we are rapidly scaling up our R&D efforts,” he announces.

Electric vehicles are the way to go forward as the pollution caused by fossil fuel-run vehicles is detrimental. “ZF had predicted this change a long time ago and started preparing for the transition, therefore it has not had any adverse effect on our business,” suggests Suresh.

Explaining their stance on the matter, Behera adds, “We have a time-tested cushioning in our business strategic process; and the potential changeover to electric vehicles (EV) was known to us through our

GLOBAL GOALS While the Make in India programme would become a catalyst for this purpose, most global majors and their Indian counterparts in the auto component industry are encouraging their group companies and Indian vendors to facilitate global sourcing out of India.

Behera says, “The Indian auto component sector has also taken an inorganic route to gain access to the latest technology, expand their client base and diversify revenue streams. Players such as Amtek Auto and Bharat Forge have adopted a dual-shore manufacturing model.” On a positive note, he says, “The growth of global OEM sourcing from India and the increased indigenisation of global OEMs is turning the country into a preferred designing and manufacturing base.”

Baliga confirms a similar strategy for VECV. He explains, “We have over 100 suppliers who are colocated in the Indore region, and many more are signing up agreements with VECV for setting up dedicated plants at Pithampur with a long-term association and commitment towards delivering bestin-class products. There are many suppliers in our supplier base who are also supplying to multiple global Volvo manufacturing sites. These suppliers are required to qualify cost, quality and delivery parameters through a structured assessment process.”

There is no doubt that the Indian auto component industry is gaining recognition for its responsiveness and responsible approach when it comes to business requirements like quality, service and costconsciousness, and, as a result, has found itself in a sweet spot. Faced with growing demand and an appetite to meet requirements and surpass challenges, this is one industry that is racing ahead in the manufacturing game.

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GREAT TEAMS AT WORK

ManufacturingToday DECISIVE TOOL FOR MANUFACTURING EXCELLENCE

EVENT REPORT SMART MANUFACTURING SUMMIT 2018 1

GET, SET, SMART! THE 3RD EDITION OF THE SMART MANUFACTURING SUMMIT WITNESSED AN UNPARALLELED LEARNING AND IDEATING EXPERIENCE AMONG STALWARTS OF THE MANUFACTURING FRATERNITY. 1. The event saw some stellar panel discussions.

2. Bibhor Srivastava and Mitalee Kurdekar gave the opening address.

3. The Lighting of the Lamp marked the start of proceedings.

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BY SHRISTI NANGALIA AFTER MEETING WITH GREAT SUCCESS AND garnering a positive response in the previous two years, there was much expectation from the Smart Manufacturing Summit 2018. The event was presented by Mitsubishi Electric, powered by Havells, in association with Autodesk, with CleanMax Solar as the sustainability partner. With a view to broaden

perspectives through the interactions that were to happen during the day-long event, Bibhor Srivastava, group publishing director, ITP Media (India), and Mitalee Kurdekar, editor, Manufacturing Today, commenced the proceedings with their opening address, highlighting the need for a forum such as this one.

Milind Gokhale, senior manager, e-factory solu-

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ASSOCIATE PARTNER

SUSTAINABILITY PARTNER

MAGAZINE PARTNER

AN EVENT BY

EVENT REPORT SMART MANUFACTURING SUMMIT 2018

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4. The first panel discussion saw experts from a variety of industries share their views on their operations.

5. Milind Gokhale spoke regarding the factory of the future.

6. Jagadeesh R further elaborated on the e-factory concept.

7. Pradeep Nair made a riveting presentation about 'The Future of Making Things'.

8. Chief Guest Sudhir Kumar delivered the keynote address, speaking about digital manufacturing and its place in today's business environment.

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tions, Mitsubishi Electric India, and Jagadeesh R, technical support & sales – north zone, CNC systems, Mitsubishi Electric India, delivered the welcome address, and followed it with a presentation on ‘Enabling the digital thread across an enterprise – as a foundation towards Industry 4.0’. “The factory of the future is going to be a product of fast-changing, disruptive technologies hitting the manufacturing industry. Data collection technology, data communication technology and analysis technology, for me, are the three primary enablers for a smart factory or ‘e-factory’ as Mitsubishi calls it,” Gokhale suggested.

Jagadeesh, while explaining the concept of an e-factory, said, “The e-factory runs in three layers – shop floor, edge computing floor and IT system floor. The edge computing layers collects data from the shop floor and feeds it into the IT system. The connection of machines, collection of data and visualisation of the collected data constitutes the complete working of a typical e-factory.”

The chief guest and keynote speaker for the evening, Sudhir Kumar, joint advisor, Niti Aayog, took the stage to talk about digital manufacturing, its suitability in today’s scenario and ways to achieve it. “As policy makers, we have a very high degree of interest in understanding the innovation and emerging trends. It also feels great to witness the success of the Make in India initiative. At Niti Aayog, we are doing our bit in tying up digitisation, artificial intelligence and the economy together with the help of policies,”

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Kumar stated in his address.

Following this, Pradeep Nair, MD, Autodesk India & SAARC, went on to speak on ‘The Future of Making Things’, highlighting the various possibilities on offer. “The ‘Infinite Computing’ tool lets you design things easily, correctly and quickly, by deploying an infinite number of computers to solve any given problem; and it finally leads to the making of ‘Generative Design’, which lets you optimise the design for performance during the designing process itself.”

Nair explained the many features that are available with Autodesk’s products and what these enable us to do. He also touched upon the power of artificial intelligence, 3D printing and modelling in building designs and, ultimately, generating products.

With an aim to understand how to achieve continuous improvement and also how to focus on sustainability while introducing more complex strategies, the first panel discussion was called to order. It comprised of industry veterans from notable manufacturing companies, across industries. B Anil Baliga, senior VP, VE Commercial Vehicles; Naved Iqbal, director, operations, Baker Hughes; Fernando Rocha, head of industrial engineering, central electronics plant, Continental Automotive; Gajanan Na-

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improvement upgrades,” he shared.

Nabar added to the sustainability dialogue, saying, “We should consider responsible manufacturing as part of smart manufacturing. Sustainability, according to me, is leaving the world just like we found it. At CleanMax, we help the manufacturers get closer to sustainability with our solutions.”

While talking about lighting as an enabler, Saraf said, “Technologies like connected lighting, PoE (Power of Ethernet), ID infrastructure in smarter products etc. are coming into play. A whitepaper suggests that with the installation of smart and adequate lighting, the productivity and profitability of any organisation can be boosted up to 10%.”

When asked to share the best practices undertaken to utilise power responsibly at Honda, Malik shared, “Unless and until we are committed to achieve a green goal, we will lag behind. For instance, we are ordered to produce annual CO2 reduction targets. We continuously work towards reducing our energy consumption levels within our factories.”

Sen added, “Almost 80% of our activities in the business excellence area are centred on energy conservation, effluent reduction etc. Finally, it all adds to the business sense and make us more sustainable and more responsible.”

Next, Harsh Upadhyay, prescription head – enterprise business, Havells India, took the dais to deliver

EVENT REPORT SMART MANUFACTURING SUMMIT 2018

bar, CEO, CleanMax Solar; Shoubhik Sen, SVP & head, business excellence & six sigma, Jubilant Life Sciences; K S Malik, operations head, powertrain (engine & transmission business), Honda Cars India; V Venkatanarayan, VP and site head, Dr Reddy’s Laboratories; and Ajay Saraf, business head, professional lighting, Havells India, were a part of the discussion titled ‘Meet the Makers’, moderated by Karan Anand, deputy MD, Hella Automotive.

Venkatanarayan was posed the first question about how they take care of resource and energy consumption at their life science manufacturing units. “At Dr Reddy’s, we have not only achieved zero-liquid discharge, but also zero-solid discharge.

The complete waste coming out of our systems, instead of going into the landfill, is used to make fuel for the cement industry...all thanks to smart manufacturing, including robotics, mechanisation and automation,” he said.

Anand asked Rocha to speak on how they ensure addition of full-value while designing mechanical units.

“Thankfully, today, we have the power of computers.

We try and do our best in being efficient towards the energy that we use, the resources that we employ, and the time that we consume,” supplied Rocha.

Iqbal, in his talk, shared that asset productivity is the rule of the game in any industrial business. “Efficient assets, compelling user experience, a robust ecosystem and a value-creating software should come together in order to tailor a successful product,” he rightly pointed out.

Baliga was asked to share his views on ways to achieve flexibility and sustainability during any manufacturing process. “Cost is a very important factor.

The entire scaling concept and automation system of the organisation should be well-integrated and agile to be able to manage both breakdowns and

9. The CXO panel enthralled the audience with their take on matters.

10. Harsh Upadhyay spoke about ‘Green Electrical Solutions for Smart Manufacturing’.

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11. Indukalpa Saikia presented his address on ‘Managing Cost through Sustainable Measures’.

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12. The third and final panel discussion focussed on technology adoption.

13. Attendees listen in rapt attention.

14. Bibhor Srivastava made the closing remarks, post the conference.

15. Industry leaders were seen networking throughout the day.

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his presentation on ‘Green Electrical Solutions for Smart Manufacturing’. Upadhyay spoke about the smart solutions provided by Havells, the concept of human centric lighting, solar technology and industrial solutions in his crisp address.

The second panel discussion – ‘Creed for Speed’ – comprised of dynamic CXOs, including Ravindra Dayal, executive director, Maruti Suzuki; Amit Gossain, MD, Kone Elevators; Neelam Kumar Valecha, site president, Reliance Industries; K A Unni Nayar, VP (works), JK Tyres; and CS Gopalakrishnan, AVP, production, Hyundai Motor India. The power-packed panel was moderated by Sandeep Balooja, managing partner, S&L Consultants.

Balooja was quick to ask Valecha about how they go about incorporating smart manufacturing in tier-I, tier-II and tier-III cities. “It is not only about the size of the plant that needs to be considered, but also

the reliability, quality and safety that comes into play during the manufacturing process. To keep in track with the ever-evolving times, one must be efficient in all that they undergo,” Valecha offered.

Dayal added, “We are constantly working with our suppliers, vendors and branches in tier-II and tier-III cities to encourage them to focus on spreading awareness about going smart with the client community.”

Gossain then shared his point of view in terms of the elevator industry, saying, “Thanks to smart manufacturing, we have web-enabled systems which link our vendors and machines. The in-situ process gets connected with our faraway manufacturing units through IoT and the installation is monitored every second to avoid errors and delays.”

Talking about India’s competitive spirit on a global level, Nayar expressed, “The skill set becomes a major factor. The engineers coming out of colleges are not factory-ready. The government, educationalists and companies should all come together to create a system that works towards creating more assets.”

Gopalakrishnan adds, “Unless we understand our weaknesses, we will not be able to compete with the globe. A system or culture needs to be set up that bridges the various voids and leverages the positives.”

The second panel discussion closed with high hopes of a smarter tomorrow, following which Indukalpa Saikia, head of business development (North India), CleanMax Solar, presented his address on

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EVENT REPORT SMART MANUFACTURING SUMMIT 2018

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‘Managing Cost through Sustainable Measures’.

“We at CleanMax, are always willing to offer hassle-free, zero-CapEx solutions. You buy electricity from us, we handle the CapEx, investments, maintenance and operation as a long-term energy contract,” Saikia stated.

‘Smart, Smarter, Smartest!’, the third panel discussion, brought together Vipul Anand, SVP – IT, Hindware; Jagdish Lomte, VP – IT, Thermax; GS Raghu, AVP, Hindustan Coca-Cola Beverages; Anand Maithani, head, SCM & IT, Apollo Tyres; Sanjiv Kumar Jain, CITO, Spark Minda; Somnath Das, head – supply chain, planning & logistics, Marico Ltd; and Annie Mathew, CIO, Mother Dairy. Pankaj Gauba, head – digital manufacturing group, India & Middle East, Autodesk, moderated the session.

Speaking about the process of approval for adopting a new technology in a system, Das said, “The proposal should be rooted in the business requirement. In our case, whenever we successfully integrate a new unit, the results are sometimes tangible and sometimes, they aren’t. Technology should always let you do more than what you did earlier.”

Vipul Anand shared his belief by saying, “The three things to take care of during implementation of any technology or innovation are the stakeholders, the suitability of the technology and legacy compliance.”

When Gauba asked him about the reliance of human capital in adoption of technology, Lomte shared, “The age, knowledge and skill-set of the human capital needs to be in consideration. We take initiatives in training programmes to keep the skill level high.”

Gauba was eager to understand from Raghu if all their vendors, suppliers and other verticals are committed to technology. Raghu stated, “Unless we target our smallest vendor to practise our level of working, we will ultimately slow down the chain of process. We need to look at a backward integration method in which the vendor management system is very strong.”

Maithani countered the point, by saying, “Ac-

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cording to me, it is not important to have all the suppliers at the same technological prowess or sophistication like us. Finding the sweet spot between cost and responsive capabilities should be enough in moving forward.”

Mathew said, “We create contracts with the vendors and suppliers about the quality and cost of material that they are going to buy or supply. In the meantime, we monitor the process continuously to make sure the finished good is as per our requirement.”

Shedding light on the skill gap in the industry, Jain pointed out, “From an education point of view, the technology that is being taught in institutes does not comply with the upgraded technology of today. It takes a few months for the incoming batches to be ready for the now.”

The third and final panel discussion came to a close with the anticipation of creating and implementing better technology, going forward. Post the discussion, Srivastava made the closing remarks and gave a vote of thanks, expressing gratitude to the speakers and audience for an interactive and insightful conference.

16. Anil Bhise, senior manager – product marketing, factory automation & industrial division, Mitsubishi Electric India, in a conversation with Anand and Malik.

17. Delegates share a light moment.

18. The Manufacturing Today team poses for a picture.

Manufacturing Today | JULY 2018

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EVENT REPORT AUTODESK PRESENTS 'THE FUTURE OF MANUFACTURING'

FUTURE READY

68

The Smart Manufacturing Summit 2018 was followed by an evening session. Autodesk presents ‘The Future of Manufacturing – Get Ready to Make Anything’ powered by Manufacturing Today, was a stellar success.

As part of the special session, Balaji Kesavaraj, head, marketing, India & SAARC, Autodesk, took the stage. “’Make is at the centre of what we do at Autodesk. From design to simulation to production, we have a suite of solutions to offer you for seamless simulation between your design and product,” Kesavaraj emphasised.

For the industry address, Bharat Salhotra, MD, Alstom India, made a presentation about Aptis – the electric bus that was awarded the global innovation award last year. Salhotra said, “We came up with this concept of a disruptive bus to make the bus transport system of our country more appealing, efficient and reliable. The fully-flat floor of the bus allows multiple interior arrangements to accommodate 95 passengers, four PRM, two wheelchairs, and three doors of 1.3m width each. Rear wheel steering allows the bus to be more agile and fluid-like on the roads. We are hoping to launch the bus in India within one year.

I welcome manufacturers to partner with us in this project.”

To recognise and honour some leading personalities from the fraternity for their contribution to the manufacturing sector, Mitalee Kurdekar, editor, Manufacturing Today, set the ball rolling for a felicitation ceremony, which marked the finale to the summit.

Post the felicitation, Alok Sharma, head, channels, Autodesk India, made the closing remarks and also invited the delegates present to visit the special virtual reality set-up that Autodesk had installed at the venue. Cocktails followed, making for the perfect opportunity for attendees to network and exchange thoughts.

Ravindra Dayal, executive director, Maruti Suzuki (centre), was honoured for his contribution to the sector.

GS Raghu, AVP, Hindustan Coca-Cola Beverages (centre), collects his certificate from Pradeep Nair, MD, Autodesk India & SAARC (right),

Bibhor Srivastava, group publishing director, ITP Media (India) (left), felicitates B Anil Baliga, senior VP, VE Commercial Vehicles (centre).

Sandeep Balooja, managing partner, S&L Consultants, was felicitated for his unending work in the sector.

The Autodesk Virtual Reality set-up was a big draw for attendees.

Baliga and Pankaj Gauba, head – digital manufacturing group, India & Middle East, Autodesk, exchange notes.

JULY 2018 | Manufacturing Today

www.manufacturingtodayindia.com

(left), ntre).

The evening session made for a great opportunity for industry leaders to interact and exchange ideas with peers in the manufacturing fraternity.

Balaji Kesavaraj spoke on Autodesk's 'The Future of Manufacturing' concept.

Neelam Kumar Valecha, site president, Reliance Industries, poses with his certificate.

Jagdish Lomte, VP â&#x20AC;&#x201C; IT, Thermax (centre) recieves his certificate at the hands of Srivastava and Nair.

Nair thanked Salhotra for his engaging industry address.

The team from Autodesk are all smiles at the end of a successful event.

Alok Sharma made the closing remarks.

EVENT REPORT AUTODESK PRESENTS 'THE FUTURE OF MANUFACTURING'

Bharat Salhotra makes a point during his presentation on Alstom's electric bus, which won the global innovation award last year.

Nair hands over the felicitation certificate to Karan Anand, deputy MD, Hella Automotive (centre).

oup,

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Manufacturing Today | JULY 2018

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PRESENTS

POWERED BY

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SUSTAINABILITY PARTNER

MAGAZINE PARTNER

AN EVENT BY

ManufacturingToday DECISIVE TOOL FOR MANUFACTURING EXCELLENCE

The 3rd Annual Smart Manufacturing Summit was a phenomenal success!

We only have our sponsors, speakers, and an interactive audience, to thank.

We promise to come back again next year and look forward to meeting you!

COLUMN

RAISING THE BAR

DINESH BHASIN BELIEVES THAT COMPANIES MUST SKILL AND UPSKILL EMPLOYEES IN ORDER TO PREPARE FOR FUTURE TECHNOLOGIES.

The author is head - customer care, passenger vehicles business unit, Tata Motors.

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THE CURRENT GENERATION OF CAR MAKERS are vastly intuitive, expressive, and experimental with their operations. This often leads to the birth of brilliant products that enjoy bountiful consumer attention.

Not too long ago, technology made its way into being one of the most pivotal enablers of convenience and performance in many, if not all, industries. As a causality, cars embraced technology with enthusiasm and before long, they had progressed from being mere means of travel to extended personal utility and transport machines, hence bestowing consumers with the aspiration of ‘owning a vehicle.’

This bond between technology and automobiles has strengthened through many levels of evolution over a period of time. Today, technological improvements in automobiles have resulted in vast implementation of electronics, much to the consumers’ delight. Naturally, there remains no doubt that consequent diagnoses and repairs of these electronics require manpower to possess superior skills and expertise. Additionally, the productivity of machines and the efficiency of cost structures must also be improved on frequent bases so as to support the pace of evolution in the automotive industry. This makes it imperative for employees on all operational levels within the organisation to undergo re-skilling and advanced skilling. So why does our focus still remain entirely on certifying people with managerial and communication skills?

The last two decades have seen managerial employees being further skilled and incentivised, which proved to be immensely beneficial for many organisations. But in the bargain, prospects of skilling manpower on basic tasks have gone down drastically. Adding to the decline is a lower pay scale for employees with basic skills, as compared to the higher salaries being earned by employees who are certified for managerial tasks. As a natural byproduct, this has caused people to move away from tasks that require skill to jobs that pose managerial elements. Beating this unfortunate trend, we are implementing the Kaizen philosophy in Tata Motors and ensuring that all our employees are experiencing a thorough upscaling in terms of knowledge, abilities, and specific areas of expertise, along with redefined focus on incentivising skills.

As our generation heads rapidly towards an electric future, I firmly believe employees should gain stronger acquaintance with new automobile technologies like electric and hybrid vehicles. I also think that skilling of entry level employees, like technicians and front office staff, will play a pivotal role in forming the future we desire. The earlier our employees are empowered with the means to deliver quality, the better our future will be, especially in a market where consumer demands and preferences are changing with phenomenal speed.

To enable this glorious environment of improved operations and consequential customer satisfaction, the Customer Care function of the PV business has commenced the initiative of certifying its channel partners’ manpower for basic and advanced skill levels with respect to automotive repair. These skill gaps are identified through an assessment process following which, training is imparted to the target manpower. Once trained, the employees need to undergo the assessment again to earn a certification. Of course, boosting morale is necessary to retain operations.

Hence, in order to incentivise skills, contests are regularly organised throughout the nation, across all channel partners, and the winners are rewarded. Around 12 training centres have been added across the geographical spread of our country, causing an expansive outreach of skilling and learning initiatives. Additionally, active participation in the government of India initiatives on skilling is also a priority for the automotive sector.

Provided that all these measures are implemented with timely intervention and execution, the benefits of skilling will result in elevated levels of brand loyalty and satisfaction amongst customers. Testimony to this statement lies in the fact that skilling will have a direct impact on the quality of repairs which will eliminate the customer’s need to make frequent visits to the service center for rectification, once the work is done. Thorough skilling will ensure the prevention of these errors, thus leading to improvement in Turnaround Time.

The future seems bleak without investing in the empowerment of manpower. Better quality, faster delivery, and robust longevity of products and services will ensure customer satisfaction. I can state without any reservations that Tata Motors is taking a giant leap.

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

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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

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JULY 2018 | Manufacturing Today

The full range of redundancy options are now integrated as standard APROL features.

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Pramet’s high-feed Penta HF cutter offers a highly versatile and simplified milling option for multiple applications. Designed primarily for high-metal removal operations, the Penta HF is suitable for machining a wide variety of materials, including corrosion-resistant steels, difficult-to-machine steels and heat-treated steels. The cutter features a 19° entering angle, enabling a maximum feed per tooth of 3mm. By supporting faster feed rates, machining time is reduced. In addition, a special surface finish promotes increased corrosion resistance, as well as reduced wear and friction resistance.

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NEWS, ANALYSIS, PROJECTS & BUSINESS INTELLIGENCE FOR THE CONSTRUCTION INDUSTRY

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Vol 10 | Issue 3 | `50 June 2018

Façades & fenestration Climate control for buildings

CABLES & CONNECTORS

Contemporary bathrooms Energy and water conservation

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SURESH KV, COUNTRY HEAD, ZF INDIA, BELIEVES IN TAKING

T-TIME

CAMERA ACCESSORIES

CHARGE. POST INTRODUCING A CULTURE OF IMPROVEMENTS AND INNOVATIONS, HIS COMPANY HAS SEIZED A SIZEABLE SHARE OF THE TRANSMISSIONS’ MARKET.

TIME-KEEPER

FROM A MUSIC CASSETTE COMPANY IN THE 1980S TO AN ENTERTAINMENT CONGLOMERATE, T-SERIES HAS COME A LONG WAY UNDER THE GUIDANCE OF ITS CMD, BHUSHAN KUMAR.

Having gained the trust of stakeholders for efficient project management, coupled with a distinct method of working has helped bag multi-crore deals, says Anoop Kumar Mittal, CMD, NBCC

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Aligning business and healthcare in India

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Technological advances entry and fenestration systems; Latest in facade design; Decoding sustainability with industry experts The definitive guide to successful commercial spaces and facilities management

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PET CT: CASE STUDIES

HOTEL BUILD 2018 Ha

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HOSPITALS ARE ADOPTING INNOVATIVE METHODS TO BRING ABOUT OPERATIONAL EFFICIENCY

Published by ITP Media (India)

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THE INTERCONTINENTAL HOTEL GROUP WAS THE EARLIEST GLOBAL ENTRANT IN INDIA, BUT IT COULD NOT BECOME THE MARKET LEADER. IN ITS SECOND INNINGS, PREPARE TO SEE A MORE AGGRESSIVE ENTITY, AS IT AIMS TO HAVE 100 HOTELS WITHIN THREE YEARS

TECHNICAL, STRUCTURAL AND FACILITY EXPERTS OF THE INDUSTRY THROW LIGHT ON THE TRANSFORMING LANDSCAPE OF FACILITIES OWING TO EVER-EVOLVING TECHNOLOGY

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July 2018 Vol 6 • Issue 10• `50

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Proximity Switch Proximity Switch to prevent collisions. to prevent collisions.

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Enables communication with communication the Enables gripper as well as teachingwith the gripper to asvarious well as teaching or switching or switching operation modes. to various operation modes.

Tactile Sensor System Sensor For Tactile on-time detection and System on-time detection diffFor erentiation betweenand workpiece and humans . differentiation between workpiece and humans.

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Š 2017 SCHUNK GmbH & Co. KG

searching for objects.