Manufacturing Today July 2013 Issue by Manufactuting Today

Registered with Registrar of Newspapers under RNI No. MAHENG/2011/37959, Postal Registration No. MH/MR/N/154/MBI/2013, Published on 5th of every month. Posted at Patrika Channel Sorting Office, Mumbai-400001, Posting date: 7th & 8th of every month

TOTAL NUMBER OF PAGES 78

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Manufacturing VOLUME 3 | ISSUE 6| JULY 2013 | `50 | TOTAL PAGES 78

YOUR DECISIVE TOOL FOR MANUFACTURING EXCELLENCE

STUDY

STRATEGIES FOR TRANSFORMATION

SUPPLY CHAIN ASIAN PAINTS TAKES THE LEAN APPROACH

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Contents 54

OPERATIONS

STUDY

New managing director Anders Grundstrรถmer shares why and how Scania Commercial Vehicles is investing Rs2.5 billion in India

Transformation strategies that can enable manufacturers to increase revenue and reduce costs

NEWS

AUTOMOTIVE

SUPPLY CHAIN

OPERATIONS

Roundup on key happenings and major announcements

Updates on investments, launches and strategies

Asian Paints' successful quest for a leaner supply chain

Producing low-cost options to imported equipment

Manufacturing Today JULY 2013

EDITOR'S NOTE

Competitiveness counts

N “Indian manufacturing has created a robust ecosystem based on efﬁciency and innovation. This ecosystem needs to be further nurtured and developed.”

otwithstanding the massive growth pangs of the economy, India’s manufacturing prowess has been rising steadily and surely. And while the rise has been described as ‘percolating but elusive’, the fact remains that the country has now moved up to the fourth position in Deloitte’s 2013 Global Manufacturing Competitiveness Index. In fact, the index reflects the changing global landscape for competitive manufacturing. China - not surprisingly - ranks first, followed by Germany, US and India. The surprise may come with this forecast: ‘By 2015, India will move to the second position surpassing both Germany and US’. (By the way, the report has been co-created by the US Council on Competitiveness; not by an over-zealous communications expert from an Indian political party.) Nevertheless, there will continue to be a bunch of naysayers who may not be much impressed by this report or its forecast. But even the toughest critics of Indian manufacturing cannot deny that Indian manufacturing has created a robust ecosystem based on efficiency and innovation. This ecosystem needs to be further nurtured and developed; it is the responsibility of not just all the industry professionals but also that of policymakers, business leaders and the society, which are all directly impacted by our manufacturing capabilities. We believe we are doing our bit both through industry focused content and through platforms like ‘Manufacturing Today Awards’. We started it last year to take our relationship with you to the next level. Considering the overwhelming pan-India response we received just in the first edition shows that we have been on the right track. We want to put the spotlight on an industry that truly deserves it. Join in.

Editorial Advisory Board

Niranjan Mudholkar, Editor

Manufacturing Today JULY 2013

Kishore Jayaraman, President Rolls-Royce South Asia

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

Anant Sardeshmukh, Executive Director General, MCCIA

Manufacturing DECISIVE TOOL FOR MANUFACTURING EXCELLENCE

TODAY

Volume 3 | Issue 6 | July 2013

ITP Publishing India Pvt Ltd Notan Plaza, 3rd fl oor, 898, Turner Road Bandra (West), Mumbai - 400050 T +91 22 6154 6000 Deputy managing director S Saikumar Publishing director Bibhor Srivastava Group editor Shafquat Ali T +91 22 6154 6038 shafquat.ali@itp.com

Editorial Editor Niranjan Mudholkar T +91 98 1953 1819 niranjan.mudholkar@itp.com

Advertising Business head Sanjay Bhan T +91 98457 22377 sanjay.bhan@itp.com Advertising & sales Hafeez Shaikh T +91 9833103611 hafeez.shaikh@itp.com

Studio Head of design Milind Patil

Production Deputy production manager Ramesh Kumar ramesh.kumar@itp.com

Circulation Distribution manager James D’Souza T +91 22 6154 6032 james.dsouza@itp.com

Disclaimer The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication, which is provided for general use and may not be appropriate for the readers’ particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review. Printed and Published by Sai Kumar Shanmugam, Flat no 903, Building 47, NRI Colony, Phase – 2, Part -1, Sector 54, 56, 58, Nerul, Navi Mumbai 400706, on behalf of ITP Publishing India Private Limited, printed at Repro India Limited, Marathe Udyog Bhavan, 2nd Floor, Appasaheb Marathe Marg, Prabhadevi, Mumbai 400 025, India and published at Notan Plaza, 3rd ﬂoor, 898, Turner Road, Bandra (West), Mumbai - 400050 Editor Niranjan Mudholkar

Arun Jaura, VP Technology, and Head - India Engineering Center, Eaton Corporation

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

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

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Automotive...pg28

News

Supply chain... pg50

• Announcements • Orders • Data

ABG set to enter new segment Aditya Birla Group (ABG) will soon enter a new product segment (Phosphoric acid) through an acquisition. Aditya Birla Chemicals (India) Ltd (ABCIL), an Aditya Birla Group company, is course to acquire the Chlor-Alkali & Phosphoric Acid (CA&P) Division of Solaris Chemtech Industries Ltd (SCIL) for a cash consideration of Rs 153 crore. This deal will enable ABCIL’s entry into the Southern Indian market besides the addition of phosphoric acid to its current product portfolio. SCIL is a closely held unlisted company having its registered office in New Delhi. “This strategic acquisition further strengthens our position in the Chlor-Alkali business. It acquisition bolsters caustic soda supply which is a critical input for both our aluminium and VSF businesses,” said Kumar Mangalam Birla, chairman, Aditya Birla Group. The acquisition cost and proposed capital expenditure will be funded through a mix of internal accruals and debt. The transaction is subject to statutory and regulatory approvals. The CA&P division has a caustic soda manufacturing facility with an installed capacity of about 60,000 tpa and phosphoric acid plant with an installed capacity of about 24,000 tpa, both located in Karwar in the state of Karnataka.

Freudenberg Group to invest Rs300 cr Buoyed by excellent growth numbers in 2012, the Freudenberg Group will invest Rs300 crore in India over a period of time. In 2012, it recorded sales growth of 17 per cent clocking Rs1,114 crore. At year-end the headcount increased by 520 to around 3,524. “Our companies in India have yet again made an important contribution to our overall success,” said Dr Jörg Matthias Großmann, regional representative India of the Freudenberg Group and CFO of Freudenberg Chemical Specialities. The significance of India as a strategic growth market is underscored by the opening of the new regional corporate center in Bangalore, which will support the continued development of Freudenberg in India. It will also invest Rs6 crore into a new plant for non-metallic expansion joints in Chennai.

Kumar Mangalam Birla, chairman, ABG The plant is not operational since December 31, 2012 because the mercury based technology had to be shut down as per the statutory requirement. ABCIL proposes to convert the mercury plant into membrane based cell technology.

Dr Großmann making the announcement

sNIPPETS

Mercedes-Benz India is extending its Chakan facility for assembling luxury sedans and SUVs. Tata BlueScope Steel Ltd will supply its Lysaght roof and wall cladding profiles for the extension of the manufacturing facility.

Kirloskar Brothers Ltd (KBL) has inaugurated its fourth Authorised Refurbishment Centre (ARC) in Surat, Gujarat. The Surat ARC, KBL’s 2nd in Gujarat, is well equipped to service, repair and improve efficiency for all KBL pumps.

The turnover of robotics and automation showed an increase in 2012 of almost three per cent, reaching the new record value of EUR10.5 billion, according to the German Engineering Federation (VDMA).

RSB Transmissions has signed a technical-know-how agreement with Fontaine Fifth Wheel, UK, to manufacture and sell 5th wheel couplings under the brand name RSB-Fontaine for India and export to Fontaine, UK.

The Board of ABB has unanimously appointed Ulrich Spiesshofer, the head of its discrete automation and motion (DM) division, as CEO. He will succeed Joe Hogan in this role in an orderly transition on September 15, 2013.

Metso has approved a plan to demerge its mining & construction, and automation businesses from the pulp, paper and power businesses. The new parent company for the later businesses will be named Valmet Corporation.

Manufacturing Today JUly 2013

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Cutting-edge results Production machines for cutting tools – precise, efficient and reliable • High-production technologies and ﬂexible automation concepts • High cutting capacity and low part costs • Extremely user-friendly and easy to change over

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Hall 11, Stand B74

News

in numbers

1.6 million sq ft

Size of IndoSpace Luhari, an industrial and logistics park developed by Realterm Everstone at Luhari, near Gurgaon.

US$

48,670.03 million

Seco Tools to strengthen its India Ops Cutting tools major Seco Tools is planning to strengthen its India operations. It has acquired around 25,000 sq m land to expand its existing production facility near Pune. Seco Tools India, the third largest production unit within the Seco Tools Group, is expanding its manufacturing base to cater to the growing needs of both the domestic and export markets. Lars Bergstrom, Seco Group president & CEO said, “India has a lot of emerging sectors such as biomedical and general engineering besides the traditional ones. We have now shifted our Asia Pacific headquarters to India.” According to Andreas Fritz, VP, Asia Pacific, Seco Tools: “Product innovation continues to be one of the key strategies for growth at Seco Tools.” An upcoming launch would have a wide range of all new products for a diverse range of applications catering to emerging sectors such

Engines

Seco Tools facility near Pune

as composite machining, biomedical, etc. Seco Tools is also setting up a reconditioning centre in Pune to be operational in Q3, 2013. It will offer complete solutions for solid carbide tool reconditioning. “As part of our CSR activities, we have also been active in producing, promoting, packaging and recycling products in manner that is sensitive or responsive to ecological concerns,” said Anders Fager, MD Seco Tools India.

Lubricants

Scania forays into the engine segment in India

ExxonMobil launches first APAC Signum Lab

Scania has launched its power generation engines for the Indian market recently. Anders Grundströmer, MD, Scania Commercial Vehicle India and senior VP, Scania Group said, “Launching engines in India is a natural extension of our product portfolio. We see huge potential for engines in the country across various sectors.” Scania will also be offering marine engines and industrial engines through a soon to be established network. The engines are equipped with a Scania developed Engine Management System to ensure the control of all aspects related to engine performance. The injection system is based on electronically controlled unit injectors that give low exhaust emissions with good fuel economy and a high torque.

ExxonMobil has opened its first Asia Pacific Signum Laboratory at its technology center in Shanghai, China. IThe lab provides access to the company’s centralised database of oil analysis results and is capable of handling several hundred analyses a day. It then generates a comprehensive analysis report for most client applications in 24 to 48 hours after sample reception. Signum, ExxonMobil’s oil analysis program, is designed specifically to help evaluate the condition of in-service lubricants. It examines lubricant properties, contamination levels, and wear debris. When oil analysis results are regularly tracked, maintenance trends can be identified, helping machine-owners to improve productivity by avoiding costly repairs and sudden breakdowns.

Cumulative value of exports for the period April-May 2013-14, as against US$ 48,568.66 million registering a growth of 0.21 per cent in dollar terms.

300 factories

Number of apparel factories that India will help Myanmar revive opening up opportunities for the Indian private sector in that market.

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News

Strategic transformation Adjusting priorities can enable large manufacturers to increase revenue by up to US$195 million and reduce costs by up to US$96 million, says a new research

ell-executed transformation efforts can produce significant business results, according to a research by Oxford Economics. To quantify those results for manufacturers, the report includes a business-impact model that estimates how changing transformation priorities – rethinking strategy and planning, greater emphasis on service, and innovating everywhere, including in the area of manufacturing operations – might affect revenue and costs. The model assumes a ‘prioritisation curve’ that tracks the emphasis placed on each of these three transformation activities and estimates financial results. For example, a manufacturing firm with US$5 billion in annual revenue and a 20 per cent profit margin could increase revenue by as much as US$195 million and reduce costs by US$96 million by increasing its prioritisation of strategy and planning activities from moderate to high. The research – findings of which were released at PTC Live Global 2013 – explores the factors driving a strategic transforma-

125%

tion in the global manufacturing industry. The research, which involved both qualitative and quantitative inputs from 300 executives from around the world, also identifies Likely Growth in the 'design the strategies that manufacturers anywhere, build anywhere, are adopting to transform their service anywhere' businesses and differentiate themselves for competitive advantage. Businesss

lobal manufacturers are at an important industry inflection point, the study found. Market and technological forces are upending many time-honoured assumptions within the manufacturing industry. As a result, more than two-thirds (68 per cent) of manufacturing executives surveyed expect their firms to undergo significant business process transformation over the next three years. “Our survey and interviews with market leaders show that manufacturing companies are trans-

Manufacturing Today JUly 2013

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NEWS

The number of manufacturers increasingly leveraging their supply chains will nearly double to 57 per cent in three years.

forming their businesses in many fundamental ways to respond to market shifts and technology trends,” said Lou Celi, president, Oxford Economics Americas. “The priority for manufacturers today is to make better things – creating innovative and distinct products and services that meet customer needs – while continuing to make things better. True competitive advantage can only be achieved by tightly coupling the engineering, service planning and execution, management, and production processes through which innovation can evolve from conception to execution, and by creating a closed feedback loop to ensure continual improvement and alignment across the business.”

he Oxford Economics study provides valuable insights into how the manufacturing industry is responding to the need for new sources of competitive advantage,” said James E Heppelmann, president and CEO, PTC. “This research is consistent with PTC’s mission of helping manufacturing companies prioritise their strategy, planning and service activities. By delivering technology solutions that transform the way that products are created and serviced, we enable customers to transform their businesses to achieve ongoing product and service advantage.” According to the study, manufacturers will choose a variety of approaches to transform their businesses, and may adopt multiple strategies in response to market shifts. The research says that the concept of ‘design anywhere, build anywhere, service

Manufacturing Today JULY 2013

True competitive advantage can only be achieved by tightly coupling the engineering, service planning and execution, management, and production processes. Lou Celi, president, Oxford Economics Americas

anywhere’ will grow 125 per cent in three years. It also suggests that products will get smarter. Smart products, which consist of mechanical components, electronics, and software, will see a 38 per cent growth on the world’s stage. New service business models will also mature, according to the study.

y 2015, the use of performance-based service contracts will be used by 65 per cent of manufacturing. Additionally, in the next two years, 56 per cent of fi rms will embrace remote diagnostics. Another trend forecasted in the study is the rise in 3D printing; additive manufacturing will grow 123 per cent in use. The supply chain becomes a key strategic asset. The number of manufacturers increasingly leveraging their supply chains will nearly double to 57 per cent in three years.

NEWS - Automotive Honda Cars clocks highest sales Honda Cars India Ltd (HCIL) recorded its highest ever domestic monthly sales of 11,342 units in May 2013. This is against 10,334 units in the corresponding month last year registering a growth of 9.8 per cent. The May’13 sales result reflects an upward trend over the past few months attributed to the enormous consumer response to the newly launched Honda Amaze and the recently revamped Brio. The company has cumulatively sold 19,830 units during April – May 2013 as compared to 17,409 units in the corresponding period last year recording a growth of 14 per cent.

Audi tops luxury cars in India A 51.5 per cent growth with sales of 9,350 units in FY 2012-13, Audi has clinched the number one position from BMW for luxury cars in India. It continued its leadership even for the first five months of 2013 delivering 4,096 units as compared to 3,282 units during January to May 2012 clocking 24.8 per cent growth. The company is targeting a sales of 10,000 plus by the year end. As the company had aimed to achieve the pole position in 2015, reaching the top two years in advance is considered a major success. In fact, India is the second market in Asia after China to claim the number one spot for Audi.

M&M enters compact car segment SUV specialist Mahindra & Mahindra Ltd (M&M) has marked its entry into the high volume, sub 4 metre, compact car segment with the Verito Vibe. Designed and developed in-house by Mahindra, the Verito Vibe is powered by Renault’s 1.5 litre dCi diesel engine. “For the Mahindra Group, the launch of the Vibe is a milestone by itself as the team deployed alternative thinking to deliver a high level of technology and performance at a competitive price,” said Dr Pawan Goenka, president – automotive & farm equipment sectors, M&M. The car has been designed with a three-box body style with a boot separate from passenger compartment, similar to sedans.

sNIPPETS Johnson Controls has acquired full ownership of Tata Johnson Controls. The former 5050 - joint venture between Tata Automotive Components and Johnson Controls is a leading supplier of automotive seat systems and components in India, serving most major OEMs.

Hyundai Motor India Ltd grew 4.6 per cent in exports for May 2013 with 24,754 units. Domestic sales were 32,102 units. “We are increasing market share by improving operational efficiencies and aggressive marketing campaigns,” said Rakesh Srivastava, Sr VP, HMIL.

TVS Automobile Solutions has entered into a JV with US based Myers Tire Supply International Inc - distributor of equipment, tools, accessories and consumables for Tyres in USA. The JV will promote both the Myers range and TVS ASL’s tools & equipment business in India.

Nissan will launch its new premium SUV, Terrano during FY 2013. Terrano will be produced at the Oragadam Plant in India alongside the premium hatchback Micra, Sunny sedan and Evalia urban class utility vehicle, expanding Nissan’s locally-built model range to four.

Bosch Electrical Drives India inaugurated its new plant at Oragadam, Chennai. Built with an investment of Rs35 crore on a total premises area of 40,000 sq m, the plant with a built-up area of 9000 sq m will replace the previously rented facility to meet growing demand.

ZF Friedrichshafen AG closed the business year 2012 with record sales of approximately EUR 17.4 billion – a plus of 12 per cent compared with the previous year (EUR 15.5 billion). In 2012, ZF also recorded an increase in sales (12 per cent) above the industry average.

Manufacturing Today July 2013

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NEWS - Automotive

GM India registers 40 per cent growth General Motors India has sold 8,500 vehicles in the month of May 2013, registering a growth of 40% against 6079 units sold in the corresponding period last year. Commenting on the performance, P Balendran, vice president, General Motors India, said, “We were able to register the 40 per cent growth only because of the good response to our newly launched vehicles - Chevrolet Sail and Chevrolet Enjoy.” In fact, the bulk of the May growth came from the combined sales (5028 units) of the two newly launched vehicles. In April, GM India had registered a growth of 2.4 per cent including 3436 units of Sail; Enjoy was still to be launched.

Apollo Tyres eyes the US market Indian tyre major Apollo Tyres Ltd is all set to enter the US Market in a big way with the acquisition of US-based Cooper Tire & Rubber Company. The two companies recently announced the execution of a definitive merger agreement under which a wholly-owned subsidiary of Apollo will acquire Cooper in an all-cash transaction valued at approximately Rs14,500 crore. The combined company will be the seventh-largest tyre company in the world and will have a strong presence in high-growth end-markets across four continents. Interestingly, in April 2013, Apollo Tyres sold some of its assets in South Africa to Sumitomo Rubber Industries.

New process for the new S-Class The Mercedes-Benz Sindelfingen plant has used a new manufacturing process for the sixth generation of its S-Class model. “Our production is breaking the mould: we made it fit for the future by implementing numerous new processes for manufacturing the S-Class,” said Andreas Renschler, who heads the manufacturing and procurement Daimler AG. All variants of the S-Class are being produced in an efficient and flexible process on one assembly line. And the range of optional extras is so varied that it is unlikely any S-Class will be entirely identical to another over the lifecycle of the vehicle. The car will be launched in the Indian market by the end of 2013.

sNIPPETS Tata Motors reported consolidated revenues of Rs56,002 crore for the quarter ended March 31, 2013, a growth of 10.0 per cent, despite a weak operating environment in the standalone business offset by growth at JLR.

Fiat India has also completed the dissolution with Tata Motors for the distribution arrangement of Fiat vehicles in India. Fiat will now independently control all commercial activities including after sales services in India.

Hindustan Motors Ltd is all set to launch a BS-IV compliant diesel-powered Ambassador. The new Ambassador will be soon introduced to the 17 metropolitan cities where sale of BSIII cars had been banned from April 2010.

Fiat India opened its first state-of-the-art stockyard at Ranjangaon, Pune. Spread across 12 acres near Fiat’s manufacturing plant, it can house 2000 cars at any given point of time.

Volkswagen Group is building a new plant in Changsha, south-central China. The plant is scheduled for completion end of 2015 and will manufacture about 300,000 vehicles per year.

Daimler India Commercial Vehicles has launched its light-duty range of trucks under the BharatBenz brand at its manufacturing facility in Oragadam near Chennai.

Manufacturing Today July 2013

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Announcing Manufacturing T

CELEBRATING EXCELLENCE IN INDIAN MANUFACTURING

TODAY

Nominations now open. For details, visit www.mtawards.in For nominations: Niranjan Mudholkar; niranjan.mudholkar@itp.com; +91 9819531819 For sponsorship: Bibhor Srivastava; bibhor@itp.com; +91 9820439239 Hafeez Shaikh; hafeez.shaikh@itp.com; +91 9833103611 Sanjay Bhan; sanjay.bhan@itp.com; +91 9845722377

g Today Awards 2013

20th SEPTEMBER

MUMBAI

Previous winners Mahindra & Mahindra, Kirloskar Brothers, AMW, JCB India, Dabur, Bajaj Auto, Essar Steel, Kurlon, Dalmia Cement, Hyderabad Industries, ElectroMech, Steelcast, Durovalves, FIEM, MTAB, Anugraha Valve Castings, CHEP India...

AWARDS

CALL FOR GLORY! With participation from some of the biggest brands, the fi rst edition of Manufacturing Today Awards received an overwhelming response. We are all set to make it bigger this time. Are you in?

n 2012, Manufacturing Today magazine created the awards platform. The objective has been to recognise, to honour and to celebrate the efforts and the achievements of the Indian manufacturing sector. With participation from some of the biggest brands in the country — from M&M to Bajaj, from Fiat to

AMW, from Bombar dier to Essar Steel, from Dabur to Kirloskar Brothers Ltd, from Dalmia Cements to Kurlon, from Cummins to Hyderabad Industries, from JCB to ElectroMech, from FIEM to Steelcast, and many more — the fi rst edition received an overwhelming response. Of course, we are all set to

make it bigger and better this year. Accordingly, nominations are invited from manufacturing companies across a wide range of categories. These nominations will be assessed by an eminent team of jury, who will select the winners through a fair and transparent process. This is what our esteemed jury team has to say about the awards.

It is extremely important to highlight the best from Indian manufacturing so that these serve as guiding lights for others, and also inspire them. Such Awards platforms go a long way in putting the industry in the spotlight, which it truly deserves.” Kishore Jayaraman, President, Rolls-Royce South Asia A credible and fair industry awards platform has been a long-standing requirement for the Indian manufacturing sector. I am glad that Manufacturing Today has started this initiative. Awards recognise innovation and excellence and hence are a great source of motivation and inspiration for the industry.” Shripad Ranade, Senior Principal, Tata Strategic Management Group 34

Manufacturing Today JULY 2013

AWARDS

I am glad that Manufacturing Today has started this initiative to recognise the accomplishments of Indian manufacturing. Such awards inspire the industry to take their performance to the next level and set higher standards of excellence.” Sanjay Sinha, CEO, TACO Hendrickson Suspensions Pvt. Ltd

Excellence should be rewarded. It serves as a source of motivation. I compliment Manufacturing Today in taking up this initiative in constituting these awards to recognize and felicitate excellence in the manufacturing sector.” Rajesh Nath, MD, German Engineering Federation (VDMA)

Indian manufacturing is a very complex and dynamic industry that has been propelling the national economy. This fantastic industry’s accomplishments need to be recognized and celebrated through such Awards platform.” Dilip Bogawat, Engineering Director, Faurecia Interior Systems India

The Manufacturing Today Awards 2013 is an excellent initiative by Manufacturing Today magazine. Indian manufacturing has felt the need for a credible and fair awards platform, for a long time. These awards will serve as a great source of inspiration.” Viren Joshi, CEO, Sigma Electric Manufacturing Corporation Manufacturing Today JULY 2013

AWARDS

THE CATEGORIES Come September and Indian manufacturing’s fi nest will converge for the Manufacturing Today Awards ceremony in Mumbai. But fi rst, it is time to send in those nominations

THE DATES Nominations deadline: August 9, 2013 Jury meet: August 23, 2013 Awards ceremony: September 20, 2013 TWO SEGMENTS (Based on the annual turnover of the organisations) Small & Medium Enterprise – Up to Rs1,500 crore Large Enterprises – More than Rs1,500 crore COMPANY AWARDS (Open to both segments but separately) MT Award for Excellence in Operations 2013 MT Award for Excellence in Technology 2013 MT Award for Excellence in HR 2013 MT Award for Excellence in Innovation 2013 MT Award for Excellence in Supply Chain 2013 MT Award for Excellence in CSR 2013 MT Award for Excellence in Safety 2013 MT Award for Excellence in Sustainability 2013 INDIVIDUAL AWARDS Manufacturing Today Plant head of the year 2013 Manufacturing Today ‘Champion of Indian Manufacturing’ 2013 Manufacturing Today Entrepreneur of the year 2013

Manufacturing Today JULY 2013

TOOLS

INCISIVE INSIGHTS Various combinations of chip geometry with base materials and special coatings are being evolved to meet the expectations of the manufacturing industry, says Gautam K Ahuja, MD, Dormer Tools India BY NIRANJAN MUDHOLKAR

onventionally, metal-cutting has been about cutting steel alloys and cast irons. However, today’s shopfloor is full of different materials. As the country is expanding its capabilities in automobile, aerospace, and the energy sectors, there has been usage of new materials, which are generally difficult to machine. These obviously require latest tooling solutions. Other fields like valve machining, mining heads, machining of exotic materials etc, too use advanced tooling. The reason behind this is the complexity of the materials and/or components being machined. “The cutting tool industry is very innovative and is always taking up the challenge. Various combinations of chip geometry with base materials and special coatings are being evolved to meet the expectations of the industry,” says Gautam K Ahuja, MD, Dormer Tools India Pvt Ltd. Dormer, which is a leading producer of solid carbide and high speed steel rotary cutting tools, has newly launched a large range for different materials, and is expanding its range on a regular basis. Carboloy (brand for indexable tools), has a large range inserts in various grades, to suit most applications.

n fact, the challenges go beyond the machining of newer materials. “The other trends include increased parameters which put a lot of pressure on the performance of the tools. We are regularly coming out with new grades for enhanced performance,” Ahuja says. Another area is that many machine shops are now opting for multi-axis machining centres having 5 to 9 axis. “This facilitates the machining of the component in one set-up, thereby improving the productivity, phenomenally. Similarly, we ﬁnd more numbers of turn-mill centres, for predominantly turning components. Tooling used on such machines need to have very high security, durability and consistency, and our tools are built on these pillars,” he adds. Where tools might have been speciﬁed as merely ‘coated’ or ‘uncoated’ in the past, there now exists a wide spectrum of different coating compositions for different material needs. Ahuja agrees and points out that coatings have evolved over

Selection of the right geometry goes a long way in the performance of the tool otherwise the results could be drastically different. a period of time. “Apart from the traditional multilayer CVD (chemical vapour deposition) and PVD (physical vapour deposition) coatings, we have MTCVD (mid temperature CVD). For drills and end mills, we also have TiAlN and TiSiN coatings. Dormer and Carboloy offer a large range of coated grades. The PVD coatings especially used for Carboloy are built on stateof-the-art technology of nano-structural PVD coatings with high content of Al, which gives a very secure and reliable cutting edge, even under high mechanical stress.”

eometry of the tool itself is assuming great significance today. An expert cutting tool supplier should have expertise not just in materials but in parts such as these - offering systems that are tailored to more difficult work-piece types. Ahuja agrres: “Yes, the geometry of the tool play a vital role in the performance of the tool. Dormer and Carboloy have different geometries and cutting edge preparation for different materials and conditions to which the tool is subjected. For example, for an unstable set-up of the fixture or component, we need a sharp and keen cutting edge. Thus, selection of the right geometry goes a long way in the performance of the tool otherwise the results could be drastically different in such extreme situations.” Manufacturing Today JULY 2013

Tools

The cutting edge Cutting tool companies are developing new precision-based solutions that offer improved economy by having even more cutting edges per insert By Christer JĂśnsson

n todayâ&#x20AC;&#x2122;s competitive manufacturing market, all industry segments are looking for the perfect cutting tool that offers high productivity, versatility and accuracy at a low cost per edge. In response, cutting tool companies are developing new precision-based solutions that offer improved economy by having even more cutting edges per insert, as well as better efficiency by performing both roughing and finishing operations. Take the latest generation of face milling tools for example. Many of them feature pre-hardened cutter bodies that maximise tool life and performance, as well as make use of inserts with as many as 16 cutting edges to minimise cost per edge for a lower cost per part. Some companies have even placed high emphasis on creating the perfect fit between the insert and its corresponding pocket to maximise the effectiveness, performance and tool life of a cutter. Before purchasing a face mill cutter that presents multiple cutting edges, however, it is important for manufacturers to closely review their cutting processes to determine the best

insert grades and geometries, cutter pitches and lead angles for their applications. It is also a good idea for them to evaluate the real costs of their cutting tools.

s manufacturers strive to reduce the price of their products without sacrificing quality, inserts that provide as many cutting edges as possible are growing in popularity, especially in the general engineering and automotive industries. While more traditional face mills typically use inserts with four edges, cutting tool companies are now adding more and more cutting edges to their inserts to create the best possible economy for their customers. In fact, some face mill inserts provide as many as 16 cutting edges (for example, the Double Octomill from Seco). Seco is able to achieve 16 cutting edges because each pocket on the Double Octomill face milling cutter features a negative axial angle that allows for the use of double-sided inserts. The inserts themselves use a positive rake angle to minimise power consumption while achieving higher cutting speeds

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TOOLS for a signifi cant increase in productivity. Additionally, as the popularity of multi-edged inserts continues to grow, cutting tool companies are making them as thick as possible to ensure high strength and process security with low risk of edge breakage. Nowadays, companies also offer a wide variety of highperformance insert grades and geometries so the cutter can operate effectively in various materials and processes.

ome of the more advanced grade coatings manipulate aluminium and oxygen at the atomic level, allowing the inserts to have unmatched toughness and abrasion resistance for a longer, more predictable tool life. With respect to insert geometry, those with small wipers are ideal for roughing operations, while wider wiper edges can perform roughing and fi nishing in a single operation, producing superior surface fi nishes. In the case of the Double Octomill, the M14 geometry with a 0.45 mm wiper flat is ideal for roughing, while the M15 with a 2.11 mm wiper flat is more suitable for finishing operations. Then there is M13, which has the same wiper flat as the M15 but has a more positive geometry, making it perfect for lighter cutting. When designing modern face mills that boost productivity and cut operating costs via multiple cutting edges, cutting tool companies are taking a close look at the relation between the physical shape of an insert and its corresponding pocket. In fact, companies are going the extra mile and grinding location grooves on the inserts to ensure they precisely align between the edge and the seat of each cutter body pocket. This enables the cutter to achieve very tight tolerances because there is always the same distance between the edge and the support surface. With its Double Octomill, Seco is taking the perfect fi t even further as the only cutting tool company to develop insert pockets that incorporate a strong centre lock screw and grooves for axial and radial high speed steel (HSS) location pins. These pins increase tool life because the pockets do not wear out as fast when compared with a traditional face mill. Additionally, each pocket features a hard HV 700 coating that protects the tool from wear and prevents chips from welding onto the cutter.

Double Octomill application

More advanced grade coatings manipulate aluminium and oxygen at the atomic level, allowing the inserts to have unmatched toughness.

a particular face milling operation. Therefore, many cutting tool companies offer several different pitch options for their cutters with multi-edged inserts so that users can achieve optimum productivity in their application. In applications where a machine has high-power capabilities, a close pitch cutter is the best option. This is especially true when processing cast iron because shorter chips are involved and a close pitch removes more material per minute. However, a close pitch cutter paired with a weak machine often results in unwanted vibrations. Normal and coarse pitches use fewer teeth/inserts in the cutter so they require he HSS location pin design also simplifi es the mounting less torque, making them better solutions for machines with and indexing of the inserts, as well as ensures maximum limited power capabilities. The Double Octomill, for example, is available in three difstability during operation. With no axial adjustment required, users simply place the insert in the pocket. In fact, they will ferent pitch versions. On the normal and normal+ versions, the ‘feel a click’ when the insert is in the right spot, so it is nearly insert locks into place via a centre lock mounting with a strong impossible to mount it incorrectly. This is important because screw. The close pitch version offers wedge mounting using a an incorrectly positioned insert will experience uneven wear, new, stronger and self-orientating wedge. creating different loads on the other inserts and unequal cuts in the work-piece. ace milling is one of the most common forms of milling, Cutting tool companies are also making their inserts easier and manufacturers can perform the process using a varito handle by numbering each edge. Users should index all of ety of different tools. For example, there are 45-degree cutters the inserts at the same time and in the chronological number that reduce vibrations on long overhangs, shoulder cutters for order. One worn insert will put undue stress on the others, cre- thin-walled components, and round insert cutters that have ating a negative chain reaction that impacts part quality. Fur- the strongest cutting edges. Cutters with a 45-degree angle, thermore, by using the same edge number in all of the pockets, such as the Double Octomill, tend to be the most popular beusers can achieve the best possible tool life. cause the smaller the angle the better the relation between the Given the wide variety of machines and materials on the different directions of the cutting forces, which go straight market today, it is important to have the right cutter pitch for up into the spindle. The 45-degree angle also produces a chip

Manufacturing Today JULY 2013

TOOLS

Inserts that provide as many cutting edges as possible are growing in popularity, especially in auto sector.

Given the wide variety of machines and materials on the market today, it is important to have the right cutter pitch for a particular face milling operation. thinning effect that promoted increased productivity. At this angle, however, if the workpiece is ﬁxtured in such a way that the cutter has to mill close to a wall, there will be a portion of the workpiece left uncut as the cutter cannot go any further.

indexes needed to complete a job, cutter style, coating types, cutting diameters and speeds, and much more. Because there are so many variables to consider, manufacturers should also evaluate the cutting tool company selling a particular cutter and see what level of customer support it provides. Application support can be a major source of improved productivity, but manufacturers often overlook it. Recently, the relationship dynamics between manufacturers and cutting tool companies have changed and grown into partnerships, where both parties work together for mutual support, problem solving and developing total manufacturing solutions.

tilising a cutting tool company’s in-depth knowledge of manufacturing technology as a resource allows customers to keep abreast of the latest advancements, as well as to utters with a 90-degree lead angle tend to bend and cre- understand how those innovations play into process optimiate vibrations when milling a straight wall on the side of sation. As a result they continue to increase their competitive a workpiece because most of the forces are in the radial di- advantages and differentiate themselves as a technology leadrection. Given all of the different options, manufacturers need er in the increasingly challenging global market. The manufacturing world is continuously evolving, which to determine which one brings the most beneﬁt to their operations because one user may want to reduce cutting forces, requires machine shops to constantly re-evaluate their mawhere another is more concerned about properly ending a cut. chining processes to ensure they are getting the best possible Cutter cost, tool life and productivity-enhancing features quality, effi ciency, productivity and economy from their cutare critical things to consider before purchasing a face mill. ting tools. As a result, cutting tool companies are doing more After all, cutting tools have a strong impact on cost per part. to develop new solutions that keep their customers on ‘the cutFor example, while a high-performance cutter with multiple ting edge’, while also saving them money. Among those solutions is a new generation of face milling insert edges may cost more up front, it can save users in the long run through increased tool life, lower cost per edge and cutters with unbeatable low cost per edge for achieving a lower an overall lower cost per part. However, not every applica- cost per component. But because so many different options tion benefi ts from this type of cutter. In order to purchase the come with these modern face mill cutters, it is important for right cutter for their exact needs, manufacturers must weigh manufacturers to work closely with their cutting tool supplithe different options available to them, considering variables ers to ensure they get the best cutter for their unique needs. such as work-piece material and hardness, application type, cost per insert, cost of edges in the cut per load, number of Author is a corporate product manager milling with Seco Tools

Manufacturing Today JULY 2013

Tools

New Horizons

Cutting tools players are pushing the demands set forth by newer materials and complex design complexities like never before, says Shailesh Prabhune, president, Sandvik Coromant India By Niranjan Mudholkar

odayâ&#x20AC;&#x2122;s manufacturers are constantly pushing the limits of cutting tool technology mostly because of the use of newer materials and design complexities. Manufacturing Today spoke to Shailesh Prabhune, president, Sandvik Coromant India, to find out how cutting tool companies are responding to the challenges. â&#x20AC;&#x153;We are pushing the demands set forth by newer materials and complex design complexities

(shapes, surface finish and geometrical accuracies) like never before. In fact, we picked up this trend quite early and are well prepared to support our customers to address these challenges,â&#x20AC;? he says. According to Prabhune, Sandvik Coromant has adopted a three-pronged approach to the challenge. This includes focus on R&D, application development and knowledge sharing. While operating a global network of advanced R&D centres, Sandvik Coromant invests more than 4 per cent

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TOOLS of its turnover into R&D which is way above the industry average. “We develop and offer more than 2,000 products every year and in the process hold more than 2,500 active patents. Besides this, we work actively with lot of universities and other research/ application institutes challenging and pushing the limits,” Prabhune says. The outcome of this focus is the development of new grades, geometries and coatings optimised for machining of newer materials like titanium alloys, composites and super alloys. Application development is a critical today because new materials and complex designs have brought in the features like closer tolerances, thin walls, deep holes, etc. in the components. “Tools alone may face limitations but for appropriate application techniques. The combination of optimised tools and right application techniques is the key.” Sandvik Coromant has setup eight application centres globally (one in Pune, India) for application development. “Here we work together with customers and partners to develop solutions for different applications. What we learn from the application projects benefi ts our customers and drives the entire industry forward.”

hrough its huge experience and expertise, Sandvik Coromant has amassed enormous knowledge in metal cutting. “We share this knowledge within manufacturing industry through our training programs conducted in our 29 productivity centres around the world, the internet sites like Aero Knowledge as well as through various social media.” Every year around the globe about 30,000 people are trained in these productivity centres; the Pune centre trained about 1,200 people last year. Today, manufacturing companies are expecting innovative tooling solutions to reduce overall costs and increase the productivity. Prabhune says it is not just about innovative tooling. “In the future it will be even more about the application knowledge and how we apply the tooling.” To illustrate his point, he gives the example of InvoMilling technique, a new invention from his company. “This is a unique approach to milling spur and helical gears using indexable insert cutters. InvoMilling opens up new, cost-efﬁcient ways to produce geared components without dedicated hobbing machines. The biggest advantage is that it can offer fl exibility and productivity at the same time. Moreover, the same tool can be used for different gear modules and profi les. So this is a versatile method for manufacturing gears in modern multi-task machines or 5-axis machining centres. With digital technology becoming all pervasive, Sandvik Coromant has recently gone for the ISO 13399 Standard that is applicable for product data delivery between CAM platforms. “This means that CAM operators can choose the virtual version of tools from a tool library when they program their machines. It also means that they can run machining simulations in the computer, to almost 100% crash free machining, before even putting the physical tool in the machine. It shall reduce the setup time and increase the productivity of expensive machines like Multitask or 5 axis MCs.”

fter the Tsunami in Japan when the Fukushima nuclear power was taken off the grid, as well as other nuclear

Manufacturing Today JULY 2013

New insert geometries and customised tool holders optimis the use of coolant.

Tools alone may face limitations but for appropriate application techniques. The combination of optimised tools and right application techniques is the key. power plants were being pre-emptively shut down, several manufacturing companies faced the challenge of reducing electricity power consumption by 15 per cent. The Japanese government has requested a nationwide decrease in electricity use. In response to this situation Sandvik Coromant developed methods and tools to decrease its customers’ electricity consumption. “We call this concept ‘the Sandvik Power Savings Program’. Tools using lower cutting forces and increasing machining productivity consequently reducing electricity consumption were put to use after a detailed study conducted per customer.” Challenging materials, increasingly complex geometries, large component sizes, and increasingly specialized performance and quality requirements are no more exceptions; these are actually becoming norms. “The more advanced manufacturing becomes in terms of dealing with new materials and new technology, the harder it will be for individual companies to keep all competencies in house. This opens up for new ways of partnerships and cooperation between manufacturers, tool makers, machine makers and research centres. It also sets the agenda of future competence needs, training and recruitment,” Prabhune says. Accordingly, Sandvik Coromant is currently working in the aerospace segment with institutes like Advanced Manufacturing Research Centre (AMRC) in Sheffi eld, UK and the National Centre for Aerospace Innovation and Research (NCAIR) at IIT, Mumbai. “The main objective of these institutes is to develop solution to complex problems and in the process developed a sound Aerospace ecosystem of knowledge and suppliers.” Anticipating industry trends is one thing and responding

TOOLS

Environmental demands call for lighter aircrafts, which require new materials that in turn need new tools and new ways of machining.

FUTURE TRENDS Through an extensive study – titled ‘Looking ahead’ – Sandvik Coromant has identifi ed four areas of special interest: Rapid urbanisation: Today, half of the world’s population lives in urban areas. Over the next 15 years, the makeup of the group of top 600 cities will change as the centre of gravity of the urban world moves south and, even more decisively, east. Sustainability: Sustainability will be a much more integrated part of the manufacturing business model in terms of recycling, energy saving processes, reduction of water use and green transports. New advanced materials: With new high performance materials like carbon fi bre and super alloys the demand on productivity increases. This also infl uences new methods of manufacturing, machine- and tool design as well as software. New technologies: Digital solutions are a more integrated part of manufacturing than ever before. There is a lot of data to interpret and analyse in order to optimise manufacturing processes. Several CAM companies are deeply involved in projects relating to the use of digital data in the development of CAD/CAM services to the end customer. This opens up the use of digital products, which is turning into a competitive advantage.

to them meaningfully is another. Prabhune agrees: “In fact, when it comes to the trends in the manufacturing industry, market leaders have a responsibility to be perceptive and forward thinking. We develop ourselves together with the industry and the industry develops together with us.” One example where the trends have an impact on job op-

Manufacturing Today JULY 2013

It is not just about innovative tooling. In the future it will be even more about the application knowledge and how we apply the tooling. portunities is the aerospace industry. More people than ever can afford to travel. There are also more than 200 million people living outside of their country of birth which sets new demands on travel preferences and aviation capacity. “The use of composites, carbon fi bre reinforced plastics and super alloys require the development of new tools and new effective ways of machining. Environmental demands drive the development of lighter aircraft with lowered carbon footprint using less fuel.”

s Prabhune rightly says, larger aircraft puts demands on the development of larger airports which in turn increases the need of additional service. “New materials also open up a new industry for recycling of old aircraft, mainly targeting aluminium,” he says. As usage of all materials will increase, it will put more pressure on resources and hence sustainability and recycling will become vital. “Sandvik Coromant has a very active recycling program since many years and we recycle hundreds of tonnes of tungsten carbide inserts and many of our customers support his cause as well,” he says, signing off on a positive note.

Colour of success India’s largest paint company established a competitive edge in the challenging marketplace through a leaner, more agile and cost-efﬁcient supply chain

omplex, multi-site manufacturing operations come naturally with the tag of ‘India’s largest paint company’ for Asian Paints. The complexity essentially stems from its dynamic, large and diverse customer base; it provides solutions for decorative home improvement, industrial as well as automotive painting requirements. These demanding market segments are catered to through 1,200 standard paint product stock keeping units (SKUs) and many made-to-order formulations. Obviously, this paints major needs to optimise raw materials selection while addressing the variable market demand and also

Manufacturing Today JULY 2013

determining which products should be produced at which manufacturing plants. Only then can it maintain operational efﬁciency to the fullest. The management realised that if it has to establish a competitive edge in the challenging Indian marketplace, it needs a leaner, more agile and cost-efﬁcient supply chain.

e manufacture products at five production locations owned by the company, and at several contract manufacturers who make specialty or low-end finishes for us,” says Manish Choksi, chief of corporate strategy and chief information officer for Asian Paints. “It’s critical to integrate those manufacturing sites into a

SUPPLY CHAIN

It’s critical to integrate manufacturing sites into a cohesive entity that delivers products to our customers without holding a large amount unt of inventory. Manish Choksi, chief of corporate strategy & CIO, Asian Paints

sian Paints applies advanced master planning technologies to decide which products should be produced at which manufacturing plants, incorporating variables such as cost and demand volume, capacity, current inventory levels, environmental requirements and other factors. Optimisation happened across multiple objective levels including capacity, demand satisfaction, safety stock requirements, inventory optimisation as well as transportation costs. The paint company sources raw materials from domestic suppliers and international vendors, and the company uses a sophisticated materials planning system to manage those crucial supplies. Given that raw materials comprise 60 per cent of its value chain, Asian Paints constantly improvises its bill of materials, routings and alternate parts. This leads to a complex alternate materials scenario during the procurement planning process. To ensure optimum raw materials selection, Asian Paints uses JDA’s factory planning software to manage a wide range of variables, such as the infl ow and use of raw materials among multiple possible alternates across multiple alternate vendors and possible production routes. Further, an advanced scheduling software is used to set weekly timing requirements on a plant, unit and machine-by-machine basis.

cohesive entity that delivers products to customers without holding a large amount of inventory, while managing our cash cycle.” This dynamic marketing and production environment requires a sophisticated and robust supply chain. In its search for a true competitive edge, Asian Paints’ executives set two key objectives for its supply chain. First, they sought to deliver product effi ciently to customers without holding a large amount of inventory. Second, they wanted to manage their cash cycle to free up funding for an aggressive growth-by-acquisition strategy. Starting a decade ago, Asian Paints began leveraging advanced JDA solutions* for supply chain master planning, materials and distribution planning, production scheduling, and change management. Asian Paints implemented these key advanced planning solutions to cover the processes from sales forecasting, master production planning, raw material planning, distribution planning and shop fl oor scheduling.

he company typically experiences a ‘hockey stick’ variation in monthly demand for its products and also sees an annual upsurge in demand during festival seasons in various parts of India. Asian Paints utilises a sophisticated distribution planning system to address this variable demand and to move product smoothly to this complicated and dynamic marketplace. To ensure a smooth evolution to this re-engineered solution, Asian Paints enlisted JDA to support deployment, change management and continuous improvement. The company also relied on JDA for help in streamlining process workfl ows, reducing the planning cycle and in formulating overall solution architectures. “We have used our advantages in inventory management and the supply chain to build an organisation that is much stronger,” says Choksi. “It has really allowed us to leverage our skills and strengths in the marketplace.” A decade after a supply chain opportunity assessment demonstrated that the solutions would pay for themselves after one year of use, Asian Paints has dramatically improved its debt-to-asset ratio. The company has become Manufacturing Today JULY 2013

SUPPLY CHAIN

The product has to be delivered effi ciently to customers without holding a large inventory. (Representational picture)

Our ability to deliver the right product on time at the right place has clearly differentiated us from the competition. essentially debt free, and has leveraged its supply chain effi ciencies to pursue an aggressive growth strategy. In 1999, the company operated with an average of 56 days of fi nished goods inventory. During the initial implementation phase, the company reduced that to an average of 40 days of fi nished goods inventory on hand, and in recent years has further reduced that fi gure to 30 days of fi nished inventory. This leaner inventory stance was a key factor in the company’s improved cash fl ow position and its ability to invest in growth-oriented acquisitions.

he company has also used solutions to move from an endservice-level metric to a more proactive and precise orderfi ll method of analysis. After fully implementing various JDA solutions, Asian Paints now achieves 87-90 per cent service levels for SKU sales at the location level, which puts the company well ahead of competing fi rms in the marketplace. Using an enhanced master planning system enables Asian Paints to optimise the kinds and size of inventory it holds, and to deal more effectively with fl uctuations in the volatile paints marketplace. A better planning system for materials allows the company to create more complex paint formulas, and to select the best vendor and manufacturing method for any given situation. Modern distribution planning enables Asian Paints to plan deployment on a weekly basis, and to quickly and easily adjust those distribution plans as needed. By adopting a robust approach to change management, the company can now adapt more nimbly to shifts in market demand, to new manufacturing processes, and to changing regulatory pressures or business requirements. In terms of market performance, improved supply chain planning and execution systems have allowed the company to grow – it is now four times the size it was 10 years ago – while dramatically reducing the on-hand inventory needed to serve its customers.

Manufacturing Today JULY 2013

Raw materials comprise 60 per cent of Asian paints’ value chain, so it has to constantly improvise its bill of materials, routings and alternate parts.

To further optimise the execution of the supply chain processes in conjunction with the planning solution, and to provide a seamless plan-do-check-act framework to the supply chain executives, Asian Paints deployed an agile business process platform. This has provided it with the ability to build highly customised planning and execution workfl ows to further improve supply chain effi ciencies. “The Asian Paints brand stands for the quality of our products, but I think our brand also stands for on-time performance and good service,” says Choksi. “The supply chain is viewed as a very critical function. Our ability to deliver the right product on time at the right place has clearly differentiated us from the competition, and allows us to retain a large share of the business.” *Asian Paints is a long-time customer of i2 Technologies, Inc., which was acquired by JDA Software Group, Inc., in January 2010. Asian Paints continues to work with JDA on its supply chain management initiatives.

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Long road ahead

Scania Commercial Vehicles sees great potential in India market and has invested Rs2.5 billion for a new plant, shares Anders GrundstrĂśmer, the companyâ&#x20AC;&#x2122;s new MD By Niranjan Mudholkar 54

Manufacturing Today July 2013

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OPERATIONS

Right now we are localising 18 per cent of the trucks and 100 per cent of the bus body. We will be looking at further increasing the local content. coaches will be also done at the facility, which will also provide service workshops for trucks and buses.

cania has approached the Indian market through well planned phases. It entered India in 2007 through a partnership with L&T. “Our partnership with L&T has helped Scania in establishing a stronghold in this market. L&T will continue as the distributors of our products and services in the mining segment,” Grundströmer informs. In 2011, Scania Commercial Vehicles India was started to boost the company’s presence through sales to additional segments of the Indian commercial vehicle market for introducing new models. Accordingly, Scania has launched a new range of on-road haulage truck models specially adapted for the Indian market the R 500 6x4, the G 460 6x4, the P 410 6x2 and the P 360 4x2. The P 410 8x4 mining tipper was launched in December 2012. Thus, establishing a CKD manufacturing plant has been a logical progression for Scania, which views India as a vast market with plenty of opportunities. Grundströmer believes there is huge potential and the market has enough bandwidth to accommodate global players. “Continued good economic growth, export industry growth, and the expansion of motorways and logistic systems are factors behind Scania’s decision to strengthen its presence in India.” In line with the market potential, Scania has so far invested Rs2.5 billion for the new facility, which will be completely up and running in the current quarter. “Our commitment to India is long term. We are here to stay and establish a sustainable transport solution,” Grundströmer adds.

cania Commercial Vehicles India is on schedule to start production at its new plant in Narasapura, near Bengaluru. This manufacturing facility is expected to further boost the company’s sales and service offering through a wider selection of models and shortened delivery times. “Our plant will be a CKD (complete knock down) assembly unit for trucks and bus chassis. It is being constructed on an area of 35 acres in Narasapura and we will also be employing about 800 people over the next one year,” shares Anders Grundströmer, the company’s new managing director in India, and senior vice president for the Scania Group. Bodybuilding of city buses and

hile as a truck manufacturer, Scania is known for certain standards, will the Indian plant be aligned with its global quality measures? Grundströmer is quick to respond. “Scania has 120 years of legacy around the globe and we follow uniform quality standards across the board and never comprise. The upcoming plant in Narasapura has been specially designed to be in line with our global standards.” Operations at the plant are marginally automated. “However, we have a focus on procuring only the best equipment. All installations at the plant, including tooling, adhere to our stringent quality requirements. This will enable us to deliver high quality products.” A CKD assembly in the initial stage would also imply that substantial amount of content will be imported. “However, we definitely wish to localise our products as much as we can. Right now we are localising 18 per cent of the trucks and 100 per cent of the bus body. All the Indian suppliers we work with match our global standards in terms of quality. We will be looking at further Manufacturing Today JULY 2013

OPERATIONS

Inside Scania’s manufacturing facility in Södertälje Sweden. The Indian facility will also adhere to Scania’s stringent global standards.

We envisage around 2,500 heavy haulage trucks and 1,000 intercity buses and coaches to be rolled out from this plant within fi ve years.

“We foresee great potential in the Indian market and so the new plant will cater to the domestic requirements. But we are open to exports to other regions at a later point of time. We will look at exporting to regions that are similar to India.” Of course, India continues to hold immense promise in the long-term but there is no denying that economic conditions in the recent past have been rather disappointing. “In India, we have witnessed a decline in sales over the last few months in the industrial as well as transportation sectors due to slowing down of projects and industrial production,” says Grundströmer, adding that 2012 was a tough year for vehicle manufacturers all over. “Europe was divided, with decent conditions in the northern and central parts while several markets in southern Europe had, and still have, a very low level of demand. Even if it takes a few years, there is a replacement need among transport companies, which will lead to a gradual rebound in demand. The launch of the Euro 5 standard in Brazil was successful for Scania. Markets such as Russia saw us continuing the expansion of our service. In Asian markets our business has improved. Service revenue has also improved.” Speaking specifi cally about India, Grundströmer sees good signs of a turnaround. “There has been a revival in the mining industry with large coal mining tenders opening up now and we foresee a rebound in the market in the coming quarters.” Grundströmer also explains the logic behind focusing on the HCV (heavy commercial vehicles) segment. India’s highway infrastructure improving (slowly but steadily) and the hub-and-spoke model is gaining increasing acceptance. Accordingly, the domestic truck industry is witnessing polarisation with growth in the HCV segments outperforming the overall industry growth rate. “The M&HCV segment, the share of heavy-duty, long-haulage trucks is witnessing a steady increase in proportion to the total M&HCV volumes. Within the M&HCV segment, the demand for tractor trailers has been strong, refl ecting the improving demand from container applications, and the steel, cement, and construction industries. The tipper segment within the HCV segment has also benefi ted from the gradual recovery in demand from construction and mining activities over the past few quarters,” Grundströmer elaborates.

increasing the local content as we progress,” Grundströmer says. Scania envisages around 2,500 heavy haulage trucks and 1,000 inter-city buses and coaches to be rolled out from this plant within fi ve years. The production has been designed to meet the sales demands keeping in mind the long term requirements. The focus aving recently taken charge, Grundströmer has a clear manhas been on fl exibility both in terms of processes and capacity. date to establish Scania as the preferred brand in the truck The new facility will also have a local R&D team which will help and bus industry in this market. “We want to affi rm the presence in constantly enhance the products and services to meet the cus- of Scania truck and bus operations in this region while meeting tomer and market needs. the growing market demands. For me and for Scania, the long term commitment to India means that we can bring about a dishe new plant will employ about 800 people over the next one tinct change in the way India views transportation,” he says. Scania will also focus on providing sustainable transport soyear. “If we are to ensure that the operations at this plant are aligned with our global standards then we also need to ensure that lutions focused on total cost of ownership (TCO). Scania is also the people working here have the required skill-sets. Moreover, we seeking active co-operation of the government to promote the at Scania believe in employee development which plays a direct production and usage of biogas to improve the environment as role in the overall organisation’s growth,” Grundströmer says. To well as public transport system. As a foreigner working in this country, Grundströmer believes ensure this, Scania has created a very strong orientation package for all employees at the factory. “Employees will be given both India is a land of boundless opportunities with extremely weltheoretical and practical training by internal as well as external coming people. “It’s a truly colourful country with a unique culture and its own way of doing things.” He is quite happy the way professionally qualifi ed experts.” Scania has started here. “But this is just the beginning for us in t present, the focus of the new plant will be to establish the India. We have a long way to go and it is going to be an exciting Scania business in India through trucks, buses and engines. journey,” he signs off.

A 56

Manufacturing Today JULY 2013

Operations

FOCUSSED ON THE FUTURE Appasamy Associates, a Chennai-headquartered engineering company is quietly writing a success story by manufacturing low cost but equally effective simpler alternatives to imported medical equipment By Matt Bailey 58

outh-based Appasamy Associates makes 80 per cent of the interocular lenses used in India to treat patients with cataracts. The diseased natural lens is replaced with an interocular lens, which is a flexible, plastic insert with positioning and holding struts called haptics. Appasamy manufactures such 300,000 lenses a month, as well as the disposable syringes used to inject them into the eye besides an enormous range of other instruments and equipment used in eye clinics and hospitals. The company also has an office and lens manufacturing facility in New York City â&#x20AC;&#x201D; Ellis Opthalmics, near JFK airport, the output from which is almost all imported back into India. â&#x20AC;&#x153;Indian doctors want US made, im-

Manufacturing Today JUly 2013

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OPERATIONS

The optical assembly for the operating microscope is made on the Haas VF-1s

ported lenses,” says RV Ravichandran, general manager for operations at Appasamy Associates, “even though they cost more.” Other than lenses, almost all of the company’s products and innovations over the years have been those that met a local need at a cost far lower than imported equipment. Formed 33-years ago, the company is still chaired by its founder, PSN Appasamy. In the 1970s he worked in the USA for a contact lens manufacturer and soon began his own company making a low-cost product to freeze the nucleus of an eye, ready for removal. At that time, a European company made the only similar machine capable of doing the same job. The European machine was too expensive for doctors in India. Appasamy simplifi ed the design and was able to sell a more suitable product for a far lower price. The new machine became very popular in India and made cataract removal a much more viable procedure, particularly for peripatetic doctors taking their services to patients in rural and remote areas.

ppasamy operates four plants, each located at Puducherry, Kolkata, Chennai and Delhi. Many of its mainstay products are made on a line of twenty Haas CNC machine tools as its Puducherry factory. A single Haas Mini-Mill, eleven VF-1 vertical machining centres and eight SL-10 turning centres together make the parts for 1,800 different surgical instruments and pieces of equipment in the Appasamy catalogue. These include products such as microscopes and slit-lamps used in clinics and operating theatres, and tonometers, for testing the pressure of

Batches are often as small as two to five components, and some of the machines are set-aside for development work, proving software programmes and reducing cycle times. RV Ravichandran, GM, operations, Appasamy Associates

an eyeball. “The tonometer is one of our best-selling products and is our own design,” says P Prakash, deputy manager CNC at Appasamy. “All of its 45 different parts are made on the Haas MiniMill. We make 150 fi nished units a month.” Another successful, home grown Appasamy product is a YAG laser. This is used to perforate the opaque area of the capsular bag, allowing light to penetrate more readily. For 20 years, German optical company, Carl Zeiss, made the only YAG laser available in India, until Appasamy designed and built a lower-cost version. “The YAG laser is another Appasamy success story,” says Ravichandran. “Carl Zeiss has sold around 1,600 YAG lasers ever. In the eight years since we launched our product, we have sold 1,000 units.” Appasamy counts more than 10,000 Indian doctors as its customers, all of whom are looking for lower-cost and simpler alterManufacturing Today JULY 2013

OPERATIONS

Many of Appasamy’s Haas machining centres are equipped with Haas 4th and 5th axis rotary tables.

To reduce idle machine time, the company invests heavily in quick change fi xtures.

natives to imported products, such as ultrasound machines that used to cost US$200-300,000, but Appasamy now supplies that for just US$10,000. Apart from making the lenses, Appasamy also makes the single-use syringes, whose moulds are machined on a Haas VF-2 Super Speed.

he Appasamy slit lamp alone has 60 components, some turned, some milled, made from aluminium, stainless steel and brass. The company completes 350 assemblies a month, and aims to increase production to 500 per month. The optical assembly for the operating microscope is made on the Haas VF-1s. There are two models of the finished product: one with continuous magnification, the other with step-magnification, the drum of which is machined in aluminium to fi ve microns on the Haas VF-1s. The Appasamy Keratometer, for measuring the curvature of the cornea, used to be made by a Japanese supplier and imported into India, but is now also made by Appasamy. With so many parts and products, it’s not surprising the company spends a great deal of time and effort designing quickchange fixtures and fittings. Batches are often as small as 2-5 components, and some of the machines are set-aside for development work, proving programmes - generated by its EdgeCAM software, and reducing cycle times. “Eighty per cent of our employees on the production line are female and they like the Haas machines because they are easy to operate and maintain. The Taiwanese machines we had before were big, complex and intimidating,” says Ravichandran. Many Appasamy products contain fi ne, small parts made on the Haas machines. Ravichandran claims that the women machine operators have good manual dexterity.

Manufacturing Today JULY 2013

The company machines parts to tolerances of around 5 microns.

With so many parts and products, it’s not surprising that we spend a great deal of time and effort designing quick-change fi xtures and fi ttings.

ith a seemingly inexhaustible demand for clinical equipment and instruments, and with such an enormous, customer base of indigenous ophthalmologists, it’s no surprise that Appasamy has enjoyed uninterrupted growth for the past two decades. Business is brisk, in no small part due to the company’s relentless development of innovative, lower-cost products. Doctors in India are free to undertake their own private practice, so it is essential that equipment is affordable, which is also why Appasamy runs a scheme to help doctors buy the equipment they need to undertake cataract surgery. But the company also exports its products. By doing so, it qualifi es for lower taxes on imported machine tools, under a government run incentive. “Because we export a large part of our production, import duties on the Haas machines are less,” says Ravichandran. Appasamy is an excellent example of how engineering companies in India are taking advantage of the best-available manufacturing technology, and in so doing are not only addressing the country’s pressing social issues, but are also quietly establishing innovative Indian products in growing, Western markets. What’s good for eye patients in rural India, is also good for eye patients in the rest of the world. The author works for Haas Automation Inc.

OPERATIONS

SMALLER THE BETTER Creating smaller, segmented networks can cut network infrastructure development costs while improving performance and security

ndustrial networks are the lifeblood of any manufacturing operation. Data moved within complex systems may enable decisions and transactions that affect a companyâ&#x20AC;&#x2122;s profi -t ability, and can be vital to critical processes, machinery or infrastructures that serve the company and those fi rms that depend on it. Network segmentation is needed now more than ever to make sure data gets to the right place at the right time. This splitting of computer networks into sub-networks (network segments or layers) helps industrial fi rms optimise their network by boosting performance and improving security. However, multiple segmentation approaches are available, and the approach you take can infl uence cost, performance and time needed to develop your network infrastructure. Letâ&#x20AC;&#x2122;s examine those approaches, and learn how to get started segmenting your industrial network. In the past, it was typical to have a three-tier networking model with different network technologies performing different control disciplines (motion, safety, process control, etc.). These varying communication standards provided natural network technology segmentation. Over the years, automation systems that support the manufacturing enterprise have evolved from using isolated, propri-

Manufacturing Today JULY 2013

etary networks and operating systems to tightly interconnected systems. These systems increasingly use open architectures based on the TCP/IP suite of protocols, such as EtherNet/IP to facilitate interoperability with corporate networks and industrial applications.

he openness and fl exibility of EtherNet/IP is a huge advantage for a companyâ&#x20AC;&#x2122;s enterprise, because it helps enable the convergence of multiple control and information disciplines. These disciplines include data collection, confi guration, diagnostics, discrete, process, batch, safety, time synchronisation,

Automation systems that support the manufacturing enterprise have evolved from using isolated, proprietary networks and operating systems to tightly interconnected systems.

Key to the world of

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TOOL

23:00:49

OPERATIONS Email, ERP, WAN

Enterprise Zone Levels 4-5 Gbps Link for Failover Detection

Patch Management Terminal Services Application Mirror AV Server

Demilitarised Zone

Firewall (Standby)

Firewall (Active)

Multiple segmentation approaches are available, and the approach you take can infl uence cost, performance and time needed to develop your network infrastructure.

Manufacturing Zone Level 3

Data servers Remote access server

Network services DNS, DHCP, Syslog Server Network and Security Management Cell / Area Zones

Levels 0-2

HMI Drive

HMI

Controller

Controlller

Controller HMI

I/O I/O

Cell / Area 1 Redundant Star Topology Flex Links Resiliency

Cell / Area 2

Drive

I/O

Drive

I/O

Ring Topology Resilient Ethernet Protocol (REP)

Cell / Area 3 Bus / Star Topology

will be limited. Physical segmentation of the network creates a clear demarcation line of network ownership. This enables network responsibilities to be split between the IT department for the plant network and control system engineers for the cell/area zone or machine network. However, this has certain limitations, because it’s primarily dependent on the physical location of the device being connected to the network. Physical segmentation also has limitations to the availability of information across the entire network infrastructure, so careful design considerations are important. Make sure you’re getting the information you need to the right area to make better, faster decisions.

he concept of segmenting the network using VLANs and sub-netting is well known in the IT world within the manufacturing zone, but segmenting is a newer concept in the cell/ drive, motion, energy management, voice and video. Conver- area zone for control system engineers. Using this approach, gence brings a need to segment a network. While the advan- users can segment the ‘control’ devices by confi guring multiple tages of network convergence are overwhelming, it does require VLANs in managed switches (such as the Allen-Bradley Stratix users and machine builders to deploy an industrial network de- 8000™ switch). This enables users to choose what traffi c trasign methodology that uses network structure and hierarchy to verses across subnets/VLANs with the help of routers or Layer 3 help maintain real-time network performance. The methodol- switches (such as the Cisco Catalyst 3750 switch). Segmenting cell/area zones from each other will help create ogy also should help ensure that capacity can be added in the smaller Layer 2 domains, reducing overall network bandwidth future with minimal impact to the network infrastructure. A key objective is to create smaller, Layer 2 networks to mini- and create smaller domains of trust. As new systems are brought mise both broadcast and fault domains, create smaller domains onto the network, you can incorporate them without adversely of trust, and reduce overall network sprawl (see illustration). A impacting network performance of the new system or the existpopular technique to provide structure is to use a managed in- ing network. Extending plant network addressing to the machine also alfrastructure — deploying physical or logical methods. In many cases, users deploy both methods by using various Subnets/ leviates the need for physical methods described previously. VLANs on the network in addition to having physically isolated Resources on the network would only have one identity, but are isolated and protected from other resources outside of the local resources. The concept of physical segmentation is to help defi ne de- VLAN. This reduces connectivity costs and complexity of adding marcation where support moves from one responsibility to an- a new system to an existing network. To design and plan this network, first consider each level of other based on the physical location of the devices being connected. You can physically segment a network in various ways. the logical model and any required future expansion capabiliThe most straightforward is purely using isolated networks, ties. Next, generate a network requirements document by using meaning these networks aren’t connected to the plant network industry best practices and standards. Then, inventory devices and applications with network deinfrastructure, and any information or management is done at pendencies within the logical model to help define a physical the local level. and logical topology for the requirements document. Implenother common approach is to use multiple dual Network ment the installation, procurement and configuration of the Interface Cards (NICs) in the programmable controller or network following this document. Next, audit the network against standards to help ensure netother machine resources to communicate with devices on various and otherwise unconnected Ethernet networks. When the work requirements are met. To maximise network availability, controller communicates with control devices on a network, manage change control and monitor the network to identify network traffi c is generated. This topology has the advantage of issues early. And fi nally, assess network moves, additions and naturally segmenting different kinds of communication. How- changes as part of the change control process to protect the inever, communication across these networks using this method tegrity of the requirements and performance of your network.

Boost Network Performance with Segmentation

Manufacturing Today JULY 2013

VL 2 P VERTICAL TURNING MACHINE

Idle Time Killer 1

MINIMUM IDLE TIMES

1.5

SEC

SMALL FOOTPRINT

HIGH FLEXIBILITY

VERY SHORT CHIP-TO-CHIP TIMES

» thanks to compact design

» thanks to standardized automation modules

» thanks to integrated pendulum technology

www.emag.com

products

VT 2-4: 4-axis machining of large batches of shafts

Partnering emerging markets Closely pinpointed manufacturing solutions tailor-made to customer requirements

he International Monetary Fund (IMF) estimates that the world engineering industry, as it is this branch that, in the end, has to supply the economy will grow by 3.5 per cent this year, with the impetus necessary manufacturing solutions. There are numerous indicators for this. coming less from Europe but rather more from dynamic, newly For instance, according to Germany Trade and Invest (GTAI), industrialised countries. One example is the automotive the Russian enclave of Kaliningrad industry. According to the association for the German will – over the next 3 years – will see automotive industry (VDA) China’s share of the market in pasan investment of EUR3 billion in six senger cars increased by 59 per cent and that of Brazil by 18 assembly facilities and fifteen subper cent during the first few months of 2013. The same market is supply companies for the national also growing apace in India and Russia. For a long time, new producautomotive industry, with more internation facilities have been planned or are under construction, providing tional sub-suppliers also establishing great opportunities for the mechanical engineering industry – as the outlets in the market. Similar activities example of EMAG proves. Specialists are developing turnkey manuare reported from Brazil. According to facturing systems that are tailor-made to suit specific market conAnfavea, the country’s automobile ditions, with the new production facilities in particular gaining association, approximately US$ massively from the activity. 22 billion are to be invested in Whether automotive or energy supply industry, the deproduction between now and velopment of industrial key sectors within the BRIC states 2015. In India, economic The VT 2-4 is a 4-axis turning (Brazil, Russia, India, China) has a direct influence on the mechanical growth is generally attracting “an abunmachine for shafts of up to 400 mm length and 63 mm diameter.

Manufacturing Today JULY 2013

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PRODUCTS The VL 2 vertical turning machines from EMAG are designed for quality- and cost-conscious businesses and sub-contractors.

bination of two extreme demands: highest possible output rates on the smallest possible footprint. “This is a truly all-important aspect”, confirms Dieter Kollmar. “Although the floor space requirement for this vertical turning machine is just about 5 sq m, it is of an all-embracing specification, including fully comprehensive automation concept with conveyor belt, workpiece storage and pick-up spindle. In combination with vertical turning, this results in very fast machining processes.” In other words: short loading travels guarantee lowest possible component costs. Compared to horizontal turning machines, productivity rates increase quite noticeably. And handling the VL 2 is simple. All service units are freely and quickly accessible. The user can set up the machine in one go. “That too is important when productivity levels enter the equation. Operators without prior experience, working at a new and unfamiliar location, will be able to quickly familiarise themselves with the machine. All in all, this is an optimal solution for those who want to extent production with as little investment as possible.”

SHAFT PRODUCTION

dance of investment projects in the country’s infrastructure, as well as in new industrial complexes,” states GTAI. That the German mechanical engineering industry is prepared for such a dynamic development and the opportunities it provides can be seen in the textbook case of EMAG. Their specialists see themselves as ‘partners in solutions’ for the metalworking industry. Such an approach is of great importance, especially in the emerging markets. “As it happens, we don’t just deliver a machine tool. We deliver closely pinpointed manufacturing solutions that are, in every respect, tailor-made to customer requirements,” explains Dieter Kollmar, MD of EMAG Holding GmbH. “This applies, of course, to typical factors such as batch sizes, component variants or, more generally, the fl exibility of the processes applied. At the same time, we determine locally the technologies, automation equipment, interfaces and control systems required. The advantages for the customer are obvious, especially where an existing production line is extended or where a manufacturing facility has to be created from scratch. Our manufacturing systems are always ‘from a single source’. Even complex processes with peripheral machines and equipment are presented as turnkey projects, thus considerably reducing the efforts of local production planners.”

SPACE SAVER That this requirement is an important part of an impressive development becomes clear with the VL 2 and the VT 2-4 machines. The VL 2 is a pickup turning machine with which the EMAG engineers are fulfi lling a com-

It is of an all-embracing speciﬁcation, including fully comprehensive automation concept with conveyor belt, work-piece storage and pick-up spindle.

Dieter Kollmar, MD, EMAG Holding GmbH

A pretty similar approach is shown with the VT 2-4 Vertical Turning Machine with which the specialists have created an equally fast manufacturing system for shaft production. Even demanding machining processes can be realised on it. When machining shafts of up to 400 mm length and 63 mm diameter component costs reduce massively, with extremely short chip-to-chip times (as with the VL 2) being the reason. Workpiece grippers transport the raw-parts into the machine and remove them again once they have been machined. Depending on the workpiece, the changeover can be accomplished in just 6 seconds. And the actual turning process is fast too. Four-axes machining allows for the component to be machined from two sides simultaneously. Vertical alignment of the work-pieces provides for consistent process integrity, as the unhindered chip fl ow prevents the formation of clusters in the machining area.

CENTRAL PROJECT MANAGEMENT “We are convinced that EMAG’s typical solutions are optimally designed to cover not only the speciﬁc requirements of an emerging market, but also those of Europe and the USA,” Dieter Kollmar justifi es the approach. Everything is greatly simplifi ed, starting with production planning, as there is no need for separate raw part and fi nished component storage, with the added advantage of a reduced fl oor space requirement. At the same time, the EMAG Group engineers act as central project developers, having access to machines with optimal interfaces. This guarantees a fast run-in and makes the machines maintenance-friendly. “When it is a question of arriving quickly at a wholly integrated, highly effective manufacturing solution, this approach must – from our point of Machining area of the VL 2: with 12 turning view – be the fi rst choice.” or up to 12 driven drilling and milling tools For more information: www.emag.com

a multitude of machining operations can be carried out in a single setup. The machine can also be optionally equipped with Y-axis.

Manufacturing Today JULY 2013

products

Milling line expansion To meet market demand in several key sectors, TaeguTec is expanding its MillRush next-generation, 90 degree, 3-helical cutting-edge insert line by offering three new types: a cermet grade, a peripherally ground ML chipformer, and expanded corner “R” radius insert. By expanding the line, TaeguTec answers the call from companies searching for tools that can handle a wider range of applications in the

ever evolving general machining, mold and die, aerospace and power generation industries. The new cermet grade’s handling of wide milling applications and longer tool life is ideal for high speed machining on alloy steel, carbon steel, stainless steel and cast iron, and is the optimal solution for finishing general and mold and die components. Designed for machining high temperature super alloys widely used in the aerospace and power generation industries, the peripherally ground ML chipformer – also known as the 3PHT-ML – achieves excellent surface finish, promotes smooth cutting, consumes less power and reduces run out - all features that make this tool perfect for higher precision machining. The peripherally ground ML chipformer, or 3PHT-ML, blew away the competition’s similar offering during two separate product tests by increasing tool life by 122 percent and 100 percent while using the same cutting conditions such as speed, feed rate and depth of cut. The third offer from TaeguTec’s MillRush series is the expanded corner “R” radius insert which covers a wide array of applications while handling a full range of radii options up to 3.2 millimeters.

Chamfering rings for effective hole-making TaeguTec’s drilling line just got a helping hand with the introduction of chamfering rings that promote machining convenience in hole making applications. TaeguTec chamfering rings are compatible with DrillRush products and available for TopDrill and T-Drill lines with 3XD and 4XD sizes. The rings can be used to drill and chamfer in a single operation in order to minimize cycle times as well as inventory and tooling cost for improved cost effectiveness. The new line offers adjustable step lengths and is suitable for a diameter range of 13.5-20.9 millimeters for the DrillRush and 13.520.4 mm for the TopDrill and T-Drill lines. To add value by enabling stable machining and longer tool life, TaeguTec chamfering rings use two TT9080 specially treated, multilayered, physical vapour deposition coated CRNG inserts on either side which can machine any type of alloy. TaeguTec chamfering rings can be positioned anywhere along the body of the DrillRush, TopDrill or T-Drill lines. It is recommended, if possible, to always use short holders; if not, to reduce the cutting speed to minimize vibration. Other recommendations include mounting the chamfering ring as close as possible to the drill shank and applying external and internal coolant to the insert for improved tool life.

Manufacturing Today July 2013

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products

UD4 grooving geometry. Equipped with special chip breakers, the new UD4 geometry from Walter ensures increased process reliability when grooving and recessing.

Endless grooving

nly a finely tuned cutting edge geometry provides optimum chip breaking – a prerequisite for a high level of process reliability. For grooving and recessing, this is critically important because chips that refuse to break are particularly undesirable in narrow grooves. Increased process reliability when grooving and recessing – this is a requirement for many users and is fulfilled by the new UD4 geometry in the Walter Cut range. Above all, the developers of grooving tools at Walter had in sight the machining of gearwheels, shafts, hubs and similar components made from forged steel materials and, consequently, components from mass production. This is precisely where process interruptions have a negative impact on costs. The Tübingenbased experts therefore provided the new UD4 indexable inserts with special details: Thus, specially shaped chip breakers ensure optimum chip breaking across the entire cutting edge. For longitudinal turning with machining depths of 1 to 4 mm, roughing chip breakers are effective, whereas for finishing using lower feeds in the range of 0.5 to 1 mm, appropriate finishing chip breakers should be used. For radial recesses, the indexable inserts have additional chip breakers behind the front cutting edge. Thanks to these features, coiled swarf that could disrupt the process is all but excluded. The user benefits from increased tool life and reduced downtime. The unit costs are reduced accordingly. Tests using wheel hubs made from the material 16MnCr5 carried out at an automotive supplier led to 80 per cent increases in tool life. Now the Tübingen-based carbide specialist can supply grooving inserts with the sizes GX24 and GX30 and the UD4 geometry. The available insert widths are 3 mm, 4 mm, 5 mm, 6 mm and 8 mm. The GX30 size is also new to the Walter Cut range. Since extremely tough cutting edges are required for grooving and re-

cessing, Walter manufactures the indexable inserts from the latest Tiger•tec® Silver cutting tool materials with a PVD coating. These cutting tool materials are characterised by their above-average tool life. Walter has succeeded in further developing the manufacturing technology enabling a further increase in the high-temperature wear resistance of PVD aluminium oxide coatings without simultaneously having to accept any compromise in the toughness. The hardness of the aluminium oxide is higher than with its predecessor, thereby making the friction on the cutting surface lower due to an optimised surface structure. The improved cutting tool material is coming on the market under the name Tiger•tec Silver PVD. A quartet comprising four cutting materials for recessing, grooving and parting off operations forms the vanguard of future PVD aluminium oxide product ranges. The designations are WSM13S, WSM23S, WSM33S and WSM43S. The cutting material WSM13S is suitable for use in stable machining conditions due to its distinctive hardness. The cutting material WSM43S is the first choice for unstable clamping arrangements and machining conditions, low cutting speeds and interrupted cuts due to its excellent toughness properties. The middle variants WSM23S and WSM33S cover the relatively large intermediate range. This gives you an optimum grooving solution for each material and each application. When used in connection with the Walter Cut geometries, all four cutting materials offer a high level of performance, that is to say tool life and the absolutely necessary process reliability when grooving. Particularly sharp and defined cutting edges can be achieved because the Tiger•tec Silver PVD coatings are thinner than conventional coatings. This fact, as well as the particularly smooth surface help to prevent build-up on the cutting edge and provide a high level of process reliability. For details, visit: http://goo.gl/sCmz6 Manufacturing Today July 2013

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Highly reliable insert grade for turning steels Seco has introduced CBN010, a new, uncoated grade designed to provide excellent performance in continuous to moderately interrupted cuts. Offering an extremely homogenous structure, the new grade provides stable performance and consistent tool life to minimise downtime and machining costs. Similar in composition to the existing CBN10 and CBN100 grades, CBN010 incorporates a newly developed manufacturing process to achieve a highly uniform microstructure. The grade features low cBN content with an average grain size of 1.5 Îźm and TiC ceramic binder. This improves both wear resistance and toughness, allowing excellent performance in a range of materials. Optimised for case hardened steels and bearing steels, CBN010 can also be successfully applied to tool steels, high-speed steels, high-tensile steels, martensitic stainless steels, ferrous powder materials and hard facing alloys. CBN010 inserts are available in solid, full face, tipped and multi-tipped formats. The full face and tipped option features a CBN thickness of 1.6 mm, with the stress free solid tip being attached by a modern brazing technique to give it the strongest possible connection to the carbide blank. For more information on the CBN010 grade, please visit: http://www.secotools.com/cbn010

Smart-UPS VT with hot swappable batteries Schneider Electric IT Business India launched the 3-phase smart-UPS VT with hot swappable batteries for small and medium businesses in India. The product is designed keeping in mind Indian usage conditions specifically, with features like hot swappable batteries and pull out and swappable power modules. Conventional battery solution is generally identified as the single largest reason for UPS failures. The hot swappable battery modules aim to replace this through monitoring and design improvements. The product is aimed at the small data centers, server rooms and network closets in India with a focus on retail, BFSI, IT/ITES, and Media Small and medium businesses are often plagued by poor server room installations due to lack of specialized IT resources within the company resulting in frequent system downtimes due to technical glitches, low efficiency and poor run time of server room infrastructure. There are also frequent power cuts. The hot swappable batteries can be easily substituted without interrupting

the load, thus allowing smooth working conditions. The swappable power module comes with a unique slide in/out concept that makes it easy to replace the entire module. The UPS also ensures highest efficiency of 96 per cent at a 100 per cent load and reduces total cost of Ownership by 40 per cent over a range of 5 years. With a battery life of 3 to 5 years it is ideal for small and medium businesses According to Bhagwati Prasad, head business development - 3 phase power and racks, APJ, Schneider Electric IT Business: â&#x20AC;&#x153;The smart-UPS VT provides users with remote management options by being connected directly to the network and enabling IT and facility managers to meet service level objectives. It also allows energy cost saving up to 40-45 per cent, allowing IT managers to optimise performance and reduce operating cost. The smartUPS VT will give us the opportunity to capture the market for 3 Phase unit within the SMB space.â&#x20AC;? The hot swappable Battery modules are individually monitored to increase the life of the batteries.

Manufacturing Today JUly 2013

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Proof of performance A new-age hydraulic lubricant delivers class leading energy efficiency on severe operating conditions of complex machines

ddison & Co, based in the south Indian city of Chennai, is one of Indiaâ&#x20AC;&#x2122;s leading manufacturers for HSS metal cutting tools. The company offers a complete range of HSS tools-twist drills from its extensive product range of about 50,000 standard and special tools. Operating throughout India, Addison also has a global presence catering to the requirements of export markets like US, Canada, Japan, Europe as well as Latin America, South East Asia and Africa. In order to maintain its leadership position and meet the demands for its products, Addison & Co operates complex machinery in multiple daily shifts to maintain optimum output. The manufacturing process necessitates the use of various types of in-house processes and machinery which require specialised lubricants including cutting oils, hydraulic fluids, gear oils, greases and so on.

n the past, Addison used a market general ISO VG 32 hydraulic fluid in a Vickers Hydraulic Power pack of a flute grinding machine. Generally hydraulic systems do not have a cooler or an accumulator which results in the hydraulic pumps running continuously and increases chances of overheating. As the machine operated at very high temperatures of approximately 80oC, use of ISO32 hydraulic fluid caused it to operate sluggishly during start-up requiring 30 minutes of idle running in order to achieve sufficient fluidity before enabling hydraulic efficiency. This led to excess power consumption since the plant operated on multiple shifts and the machine required to stop for every shift change leading to excess consumption of power, high equipment downtime and wastage of resources.

ddison was therefore seeking a more cost effective, innovative solution. With the aim of maximising productivity through enhanced equip-

Manufacturing Today JULY 2013

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Addison’s facility: By a simple change of lubricant, the company was able to successfully overcome sluggishness in the machines and enhance productivity

ment performance, Addison turned to the experts from ExxonCOMPOSITE BENEFITS OF THE NEW LUBRICANT Mobil’s Field Engineering Services (FES). The FES is ExxonMobil’s team of technical experts who work closely with manufacturing 1. Increased productivity by 6 per cent = approximately 33 drills/day companies, offering them expert advice on best-in-class lubrica2. 6 per cent energy savings (Derived directly due to 30 minutes savtion and maintenance practices. ExxonMobil engineers assessed ings from idle running time through 8 hour operation) onsite usage conditions, consulted closely with Addison’s engi3. Reduced oil consumption by 50 per cent. neering personnel to understand the company’s lubrication requirements. Based on their test results, they recommended Mobil DTE 10 Excel 32, a shear stable high VI premium hydraulic fl uid in the previous situation, there was an improvement in producwith ultra keep clean technology. tion by 6 per cent thereby achieving approximately 33 drills per day. Additionally, Mobil DTE 10 Excel 32 usage allowed for up to ormulated with extensive laboratory and in-service field test- 6 per cent increase in hydraulic pump efficiency (i.e. saving of 6 ing, the Mobil DTE 10 Excel 32 helps provide quantifiable in- per cent energy) creases in hydraulic efficiency compared to normal hydraulic fluids. This translates to reduced power consumption or increased y a simple change of lubricant from market general to Exxonmachine output, resulting in monetary savings. Mobil’s synthetic range DTE 10 Excel 32, Addison was able to For Addison & Co, the upgrade to Mobil DTE 10 Excel 32 proved successfully overcome sluggishness in the machines and enhance to be an ideal opportunity for the company to take advantage of productivity and energy savings. With the completion of the luthe benefits offered by this advanced formulation. In particular, bricant change, Addison & Co has responded saying, “the advice the Addison team was excited with the test results seen from Exx- to switch to Mobil DTE 10 Excel 32 has been the best solution ofonMobil’s comprehensive tests. It was observed that after change- fered to us.” over to Mobil DTE 10 Excel 32, there was no need for the pumps Speaking on ExxonMobil’s success in providing a customised to run 30 minutes idle, which resulted in improved hydraulic solution to Addison &Co’s requirements, Naveen Shukla, field enefficiency and reduced energy consumption by 6 per cent (The gineering support manager, APAC, ExxonMobil Lubricants Pvt Ltd energy savings derived was directly due to 30 minutes savings said, “Mobil industrial lubricants supports customers with unthrough 8 hr operation) and a 50 per cent reduced oil consump- matched industry expertise and technical services, unsurpassed tion. Also since the machine was available 30 minutes more than global supply capability, proven oil-analysis programs, and comprehensive builder approvals. The results that the Mobil DTE 10 Excel 32 delivered for Addison & Co is a perfect example of how ExxonMobil’s technology leadership and exceptional application expertise can deliver significant financial value and facilitate increased efficiencies and productivity”. A reference to ExxonMobil may refer to Exxon Mobil Corporation, one of its divisions or to companies affi liated to Exxon Mobil Corporation or to any one of the foregoing. The shorter term is used merely for convenience and simplicity.

After the changeover, there was no need for the pumps to run 30 minutes idle, which resulted in improved hydraulic effi ciency and reduced energy consumption.

Manufacturing Today JULY 2013

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Core drilling technology

Fully automatic beveling machine AutoCUT 500 model

ortable drilling in various applications such as steel fabrication, ship building, railway construction and so on poses lot of challenges. The method of hole-creation or drilling is one of them. Understanding the difference between twist drilling and core cutting (also called as annular cutting), and their equipment, will have you efďŹ ciently and expertly cutting holes in steel, stainless steel and other metals. BDS Maschinen GmbH (Germany) has in its product range various models of magnetic core drilling machines to drill holes from 12 mm to 130 mm. These are available as electric driven, pneumatic driven, battery drive and petrol driven. BDS claims to be the only company in the market to provide the most powerful portable magnetic core drilling machine model called BDS MAB 1300. It is also one of the very few international companies which manufactures also the core drills (also called broach cutter or annular cutter) required for the core drilling machines. The company provides the complete solution of core drilling technology from machines to core drill cutters to accessories and lubricants. BDS also manufactures edge processing machines for operations like beveling, chamfering, etc. In fact, the company manufactures the worldâ&#x20AC;&#x2122;s one and only fully automatic beveling machine called AutoCUT 500, with automatic feed, independent of fl oor condition, quite and fast.

Unless youâ&#x20AC;&#x2122;re making blind holes or holes less than 12 mm diameter, core drilling is worthy of serious consideration, especially if your application is not under controlled shop conditions.

wist drilling requires a drill press or machine to turn the cutting tool. Due to the physical design of the drill bit, twist drilling requires a machine with more horsepower - most often a bulky, bench-mounted machine that is traditionally vertically confi gured and less portable. The larger the hole, the more time and horsepower are required to evacuate the material. Core drills with the help of professional core drilling machines can cut at higher feed rates with lower horsepower, meaning they can run on smaller machines and drill 2x to 4x faster. The Made in Germany, BDS machines provide a wide variety of portable magnetic core drilling machines to drill holes, onsite, for repair or construction on structural steel. These newer, Manufacturing Today JULY 2013

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Unlike twist drills, core drills have multiple cutting teeth which cut only the material around the periphery/circumference of the hole, forming a solid metal slug/core. lightweight machines can also be used in manufacturing or fabrication shops. Conﬁgurable in both horizontal and vertical positions, magnetic drills are also available with pneumatic or hydraulic power for underwater/hazardous locations. The BDS magnetic core drilling machines deliver fast, accurate hole-cutting; they are designed for continuous operation. The company offers the most compact and powerful series of portable magnetic drills for holes up to 130 mm (5”) diameter. All BDS drills are heavy-duty for use in construction and industry.

he BDS portable magnetic core drilling machines can not only perform core drilling but can also do twist drilling up to 45 mm, reaming up to 50 mm, countersinking up to 80 mm and thread cutting (tapping) up to M42. Unless you’re making blind holes or holes less than 12 mm diameter, core drilling is worthy of serious consideration, especially if your application is not under controlled shop conditions.

wist drilling - the creation of holes in metal with a drill bit, is probably the most recognised method of hole-making. But, with only two cutting edges, twist drills require more time, power and slower feed rates because the complete area of the hole is removed and turned into chips.

MAB 825 core drilling machine model

CHECKLIST The core drill creates the hole in a 3-step process: 1. The pilot pin accurately centres the cutter over the area to be drilled. 2. During drilling, the pilot pin retracts and allows the internal lubrication to reach the cutting teeth. 3. When the hole is complete, the slug/core is automatically ejected from the cutter, leaving an accurate, ﬁnished hole.

Manufacturing Today JULY 2013

HSS core drill cutters Core drilling - the cutting of metal with a hollow-core bit is an effi cient way to create holes 12 mm to 150 mm diameter (up to 110 mm deep) with an accuracy of 0.01 mm - 0.00 mm in steel, stainless steel, etc. Core drills are available in materials like standard high speed steel (HSS), high speed steel with extra cobalt 8 per cent and tungsten carbide tipped (TCT) material. Unlike twist drills, core drills have multiple cutting teeth which cut only the material around the periphery/circumference of the hole, forming a solid metal slug/core. The wall thickness of the cutter is approximately 5mm thick, meaning that no matter what size hole you are cutting, you are only removing a small amount of material around the edge of the hole. Because the cutting surface of core drills is spread out over multiple cutting edges (teeth), they remain sharper longer and can create 5 to 10 times more holes than traditional twist drills. Final holes are smooth and burr-free; no reaming is required. Additionally, hole-cutting with core drills requires no pre-drilling or step-drilling. Core drills are commonly used to do on-site repair and to make mechanical openings and pipe thru holes. Another unique feature of core drills is their tapered inner wall. On high-quality precision-engineered cutters, the tapered wall design serves two functions. Primarily, it accommodates for the effect of frictional heat, which causes the expansion of both the cutter and the internal metal slug. Secondly, it facilitates the smooth, easy ejection of the slug.

ne final benefit of core drills is evident after the job is complete – cleanup and recycling. When twist drilling, many sharp chips are intermingled with the lubricant. Separating the two for environmental and recycling purposes is difficult, time consuming and costly. Scrap from annular cutters consists of a minimal amount of swarf and a solid slug. Separating a solid chunk of metal is easier, plus it will generate more profi t when selling back the scrap. Lastly, the core drilling technology is the future of drilling and also, it is simply better drilling. Contact: rohan.b.raut@bds-maschinen.de