NZ Manufacturer Aprill 2020 by Media Hawkes Bay Limited

April 2020

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COVID-19 BUSINESS New app traces contacts, retains privacy.

MANUFACTURING TECHNOLOGY Movac invests in Revolution Fibres.

™

REAR VIEW Don’t pay dividends.

CAD Software for clever designers and smart manufacturers New 2020 version due for release next month

The

Future of work in the

Covid-19 digital era

It’s early days yet, but we need to look ahead. We need to look at the manufacturing opportunities that exist right now and consider what may be needed in the future.-ed

The coronavirus crisis has spurred the growth of online work. The genie is not going back in the bottle and we must plan for a future of ‘decent digiwork’. The trend of working online from afar is experiencing a crucial boost, as Covid-19 compels companies and organisations to impose mandatory work-from-home policies in an increasingly ‘no-touch’ world. The sudden switch to remote digital work, overnight and en masse, has the potential to accelerate changes in how work is performed and the way we think about working arrangements. Looking at the broader picture, Covid-19 may prove to be a major tipping point for the digital transformation of the workplace. It looks near impossible to put that digital genie back in the bottle, once the health emergency is over. As the virus keeps spreading, employees are working from home—and in digitally-enabled environments not bound by a traditional office space—for the first time. Their working lives hugely disrupted and upturned. Yet, for millions of workers around the

globe doing ‘gig’ work, moving their working lives online isn’t new. It’s just business as usual.

Brilliant, Affordable, Easy to learn, Easy to use.

Especially for crowdworkers in the gig economy, ‘work’ is not a place: it is a web-based task or an activity, which can be done from any location that allows for internet connectivity. Many millennials and Generation Zers are living the gig-economy model today precisely for the flexibility and freedom remote digital work can offer. Covid-19 could be the catalyst which takes the evolution of ‘work anywhere’ arrangements to the next level of growth, in ways that considerably improve opportunities to collaborate, think, create and connect productively.

Huge strain Not all is rosy, though. Currently, Covid-19 is putting

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Innovations in taste for world markets

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CONTENTS 1

DEPARTMENTS LEAD

ADVISORS

The Future of work in the Covid-19 era.

COVID-19 BUSINESS New app traces contacts, retains privacy. Robot disinfects large areas. New approach needed for economic recovery to begin.

Kirk Hope

Is Chief Executive of BusinessNZ, New Zealand’s largest business advocacy body. He has held a range of senior positions at Westpac and is a barrister and solicitor.

MANUFACTURING TECHNOLOGY Exciting new era. Movac invests in Revolution Fibres.

Dr. Dieter Adam

Packaging: Rewriting the narrative.

ANALYSIS

SMART MANUFACTURING

Getting practical about the future of work.

Is the executive director of The Manufacturers’ Network. He has a Ph.D. in plant biotechnology, consulting and senior management roles in R&D, innovation and international business development.

Technological change and the future of work. Massive hybrid manufacturing machine pushes boundaries of 3D printing.

NEW PRODUCTS

Leeann Watson

Is the Chief Executive of the Canterbury Employers’ Chamber of Commerce (the Chamber).and is a strong voice for Canterbury business.

OnRobot Soft Gripper highly flexible. Kemppi expands helmet range. Treotham expands plain bearing range.

26 27

ANALYSIS Inventory management 4.0.

REAR VIEW The last thing companies should be doing right now is paying dividends.

Lewis Woodward

Is Managing Director of Connection Technologies Ltd, Wellington and is passionate about industry supporting NZ based companies, which in turn builds local expertise and knowledge, and provides education and employment for future generations.

Dr Troy Coyle

Is HERA Director, she has extensive experience in innovation, research management and product development, most recently as Head of Innovation and Product Development & Pacific Islands Export Manager at New Zealand Steel.

Brett O’Riley

EMA chief executive Brett O’Riley has a background in technology and economic development. Brett actually grew up with manufacturing, in the family business, Biggins & Co. He currently holds board roles with Wine Grenade and Dotterel Technologies and is also on the NZ Film Commission board.

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CONTRIBUTORS Holly Green, Sandra Lukey, Brett O’Riley, Henry Zhou

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In these challenging times we can recover and move forward, meeting the challenges that arise and benefitting from them.

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DESIGN & PRODUCTION Kim Alves, KA Design T: + 64 6 870 8133 E: kim.alves@xtra.co.nz

Ideas will present themselves…and the unthinkable become a reality.

WEB MASTER

Companies and organisations are working together to share the information that we need in the time of the virus. EMA and ManufacturingNZ and Buy NZ Made are but three examples of the organisations making us aware of opportunities available to support the recovery.

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PUBLISHING SERVICES On-Line Publisher Media Hawke’s Bay Ltd

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We are seeing businesses diversifying to lend a hand. Such as those who are manufacturing detergents in their plants which were initially started to produce wine.

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Let’s keep this activity going as we get back on track.

DIGITAL SUBSCRIPTIONS

T: +64 6 870 4506 F: +64 6 878 8150 E: publisher@xtra.co.nz 1/121 Russell Street North, Hastings PO Box 1109, Hastings, NZ NZ Manufacturer ISSN 1179-4992

Vol.11 No. 3 APRIL 2020

Copyright: NZ Manufacturer is copyright and may not be reproduced in whole or in part without the written permission of the publisher. Neither editorial opinions expressed, nor facts stated in the advertisements, are necessarily agreed to by the editor or publisher of NZ Manufacturer and, whilst all efforts are made to ensure accuracy, no responsibility will be taken by the publishers for inaccurate information, or for any consequences of reliance on this information. NZ Manufacturer welcomes your contributions which may not necessarily be used because of the philosophy of the publication.

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If you have a story to share about how the virus is affecting your business or activities you are currently involved in to support others, we want to know. We will publish your story and assist your company to connect to others as a provider of a service or business opportunity in the current climate. Either in the magazine or on the website www.nzmanufacturer.co.nz And by the way, where possible, Buy NZ Made.

Doug Green

Success Through Innovation

EDITORIAL

COVID-19 BUSINESS New app traces contacts, retains privacy Using digital data for contact tracing could be a powerful tool for containing the spread of COVID-19 and a new technology app in Singapore could help address fears of data privacy, says a digital data expert. Andrew Chen is a Research Fellow at Koi Tū: The Centre for Informed Futures – the University of Auckland’s new think tank and research centre. Dr Chen’s research in computer systems engineering focused on camera-based person tracking, as well as how technology might be used to help protect people’s privacy. He now brings that technical lens to better understand how society can use digital technologies more safely. He says contact tracing using data from smartphones could be one of the most powerful tools in containing the spread of the pandemic, allowing governments to act quickly to contain infected individuals, keep an outbreak under control and effectively suppress virus spread. “We need contact tracing to save lives and using digital data could make that much more effective. But we also need to protect people’s privacy and minimise rights abuses that could have serious consequences,” he says. “But constant tracking of all people, whether they

are infected or not, is a deep invasion of privacy. It is a use of the data that most people would not have known about, and users effectively cannot opt-out to retain their privacy.” However, an app called TraceTogether – used in Singapore since 20 March – could be a promising alternative, says Dr Chen. People install the app on their phones with Bluetooth enabled. When they are physically close to someone else with the app, the phones exchange Bluetooth signals and the encounters are logged in the app. It takes several seconds for the exchange – short enough to capture most interactions but long enough to ignore spurious connections. Anonymous IDs are used so that phone numbers are not exposed. Bluetooth is relatively short-distance (functional within a couple of metres), so it provides a good proxy for physical proximity and is more accurate than GPS or cell phone-signal methods. It could also help distinguish between people who have been close contacts as opposed to those who

are casual contacts. Location is not necessary because contact tracing relies predominantly on connections between people. The data is stored on the phone in encrypted form and is only sent to the Ministry of Health if the user authorises it after they have been diagnosed with COVID-19. Dr Chen says the methodology is promising because it takes an opt-in approach: users choose to use the app and participate in contact tracing and much thought has gone into the privacy-aware design of the system. “More than 600,000 Singaporeans enrolled in a few days with the app seen as a way to protect themselves and to help protect those around them.”

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COVID-19 BUSINESS Robot disinfects large areas A robot capable of rapidly disinfecting large areas has been invented by a world-first solutions business to speed-up the fight against coronavirus. Forth Engineering in Cumbria is known for its innovations to solve complex industry challenges in the nuclear, oil and gas, renewables and other sectors all over the world. Forth managing director Mark Telford and his team have responded to the fight against COVID-19 by inventing a remotely operated disinfecting robot. “It’s an amazing bit of kit. I took it to one of our sites and it disinfected 68,000 square feet in just 20 minutes. It’s very impressive,” said Mark. “We’ve put together our tracked robot, vapour cannon, camera and lights, and developed the first one in a matter of days. “That’s how quickly we always work, it’s just that the sectors which need our help are different right now and this is a national emergency. “We have had lots of inquiries about it and we are now going into production. We will have to see how many robots people want us to manufacture.” The robot can be worked remotely, controlled from a

safe distance, to help the NHS and other organisations keep areas clean during the coronavirus outbreak. “It can be used to sterilise ambulances, hospitals, shops and supermarkets, wherever it’s required,” said Mark. “It works in a similar way to a vapour cigarette in that it fires high pressure vapour which will settle in every part of a designated area. “It can also be used to disinfect factories and offices, schools and colleges, before people return to work and go back to education after the lockdown to make sure they are safe to use.”. In terms of the impressive speed of Forth’s response, Mark said it’s how he and his team have been used to working to help solve complex industry problems. “When people have a problem, we come up with solutions. That’s our skill set. That’s what we do,” said Mark. “We are known across industry for responding quickly and coming up with quick, cost-efficient

solutions which are ready to go. “Our unique skills have been developed over the last 20 years of solving complex issues on the Sellafield site. We have exacting standards with our proven products tried and tested in the nuclear industry.”

New approach needed for economic recovery to begin New Zealand business needs a new approach from Government to regulation, projects and procurement if the economy is going to start to recover. EMA Chief Executive Brett O’Riley has called for a new recovery playbook by Government to give businesses the flexibility to recover and thrive, and potentially increase their productivity. “As we prepare for moving out of Alert Level 4 we have an opportunity for changes to be made that can ‘fast start’ existing businesses and potentially expand employment in key sectors. We understand the Government is up for change and our discussions with businesses point to some quick wins, with sectors like manufacturing and construction poised ready to go,” says Mr O’Riley.

Key initiatives the EMA are advocating to be implemented as we come out of Alert Level 4 include: - using fast track and streamlined RMA consenting for shovel-ready projects, with consenting led by the project entities. - consent and bylaw changes to enable businesses and projects to operate 24 hours a day with multiple shifts, to speed up progress and to encourage businesses to hire more staff to fill the shifts. - reintroduction of the 90-day trial period to enable businesses to trial staff seeking to enter new industries and roles. - use the acclaimed SCIRT and NCTIR project delivery models, developed for the Christchurch and Kaikoura earthquake recoveries. - allow open book procurement by Government enabling lead contractors to be appointed to major projects quickly. - bring forward maintenance activity throughout New Zealand on roads, rail, hospital and schools, the latter while students are at home.

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- Re-purpose the Provincial Growth Fund to provide small local councils with the funding they need to kick-start those maintenance programmes. - change foreign investment rules and fast track OIO approvals to encourage private sector investment into new projects and expanded production activity. The EMA has also been working with businesses on developing standards for workplace practices for Alert Level 3 and 4. “We had little time to prepare for Alert Levels 3 and 4 last month but everyone has had an opportunity to learn from the lockdown, and consider what workplace practices can be put in place to safely enable as many businesses as possible to operate. It is critical we get these guidelines finalised this week so we get businesses fully prepared to restart.” Mr O’Riley noted that essential businesses have been able to function well during Alert Level 4 but ensuring transport and logistics were in place was critical to maximising their productivity.

MANUFACTURING TECHNOLOGY Exciting new era - Omron MD Henry Zhou Omron, a global leader in industrial automation, has appointed Mr Henry Zhou as its new Managing Director for its operations in the Oceania Region (effective April 1, this year). Mr Zhou succeeds Omron Oceania Managing Director Mr Greg Field who has retired after 17 years in the role. In this interview, Mr Zhou discusses the challenges and opportunities that lie ahead… Congratulations on your new appointment – are you expecting a smooth leadership transition? It’s a great privilege to take up this appointment with Omron – a company with such a rich and proud history. I thank Greg Field for his outstanding contribution during his 28 years of service with Omron and I wish him all the best for the future. Since I joined Omron 22 years ago, Greg has been a great leader, mentor and friend. He has built an excellent foundation for the company in the Oceania Region, on which we can grow. During the past 10 years I have been involved in all the major decisions as the General Manager and the Head of Strategic Planning. Moving forward our direction will remain consistent. We will further enhance our execution capabilities to realise our full potential. I’m confident of a smooth leadership transition as the company enters an exciting new era. How has the current COVID-19 crisis impacted your business? COVID-19 is a once in a century crisis. There is no doubt that the global pandemic is having an enormous impact on communities and businesses around the world. At Omron our top three priorities are health & safety, sustainability and social responsibility.

We are monitoring the COVID-19 situation very closely and we are prioritising the safety and well-being of our employees and customers. All our offices remain open and deliveries will continue, albeit most of our team are working remotely and access to the office is for limited staff and couriers only. In emergency situations like these, our latest financial report shows Omron Group has about US$2 billion in cash on the balance sheet. Our local operations also have a very strong cash flow. That means we can sustainably maintain our commitments to our customers, our people and our society.

started a daily training program to strengthen our people’s knowledge and skills. Our employees are the company’s greatest asset.

For example, as the global supply chain is now very fragile, we have decided to increase our LOCAL stock holdings. This decision has been made to support thousands of our customers who provide essential services to the community.

By doing the right thing by our people and our society, we can maintain trust and loyalty. This will further enhance our sustainability and profitability in the long term.

They include medical equipment manufacturers, pharmaceutical companies, food processors, logistic distribution centres, water plants, power plants, airports, railways and many more. Despite a risk of over stocking in an uncertain market, we firmly believe it is our social responsibility to ensure the delivery of equipment and services at such a critical time. Also, Omron maintains its commitment to our staff, and we will continue to invest in our people. We

We are facilitating their growth despite this tough business environment so they can continue to make a valuable contribution to society and acquire more skills to improve their lives.

The challenges we face with COVID-19 are significant, but temporary. If we all stand together, we can get the job done. What are the main opportunities for industry in the decade ahead? There are two outstanding historical opportunities at present for companies in our industry. Firstly, the 4th Industrial Revolution. History shows clearly that technology revolutions are the fundamental drivers for a better society. From ancient Roman times to early 18th Century,

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MANUFACTURING TECHNOLOGY the leading nation’s GDP per capita has stayed around $2000 per year, due to a lack of technology breakthroughs. However, from 1784 to 2016, the world had three industrial revolutions, including adoption of the steam engine, electrical power and industrial automation. As a result, GDP per capita grew 25 times in the industrialised countries within 300 years. It has delivered the greatest advancements and technological change in more than two centuries. People’s lives improved dramatically. From 2016, there has been new waves of significant breakthroughs in technologies such as Robotics, Artificial Intelligence (AI) and Industrial Internet of Things (IIoT). The 4th industrial revolution is here now. It will have an even more profound impact on our society. There is no doubt that the coming decades will be very exciting, especially for the automation industry. Fortunately, Omron is a world leader in this field. Currently, Omron has over 40% market share in Japan and strong positions in over 200 locations, including the Oceania region. We are looking forward to contributing more to Oceania society throughout Industry 4.0 technologies. The second great opportunity for companies based in this region is the upcoming Asia Century, which has brought with it remarkable societal changes and a burgeoning middle class. In 1950, Asia had less than 20% of global GDP. In 2020 that figure has almost doubled and by 2050 it is projected to grow to almost 60%. The 4.6 billion Asian consumers are creating enormous demand for premier quality food and commodity products. Australia and New Zealand are well-positioned to take advantage of these opportunities. We are on their doorstep, with an abundance of natural resources and high-quality agricultural produce. Our nations boast highly skilled, talented people with a reputation for innovation and reliability. And our labour productivity has improved significantly through robotics and automation. Omron can help local companies take advantage of opportunities that the new Asian Century delivers. The food and commodity industry is one of our four global focused industries. Each year we invest over $500 million in R&D to ensure we remain a global leader in those growing domains. For the past 25 years, Omron has built a strong presence in the Oceania Region, assisting companies to innovate and boost production. Our expert team works closely with clients to develop revolutionary Industry 4.0 solutions, with a strong focus on the food and commodity industry. What sets Omron apart from its competitors? What is the company’s main point of difference? We have two points of difference – Technology and Sustainability. The most obvious one is our Future Proof Technology. We call it “iAutomation.” With iAutomation, we provide a total solution. That’s what sets us apart from our competitors.v • Integrated – This combines one control platform (Sysmac) and 200,000 products including control,

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motion, machine vision, safety and industrial components. Omron offers the widest range in the world – from R (Relay) to R (Robotics) and everything in between – all easily integrated together. • Intelligent – Omron is a global leader in Internet of Things (IoT) & Artificial Intelligence (AI) systems. We now offer 50,000 IoT enabled devices and plan to double that amount within the next decade. • Interactive – Omron offers a suite of robotics solutions to increase productivity in manufacturing and logistics operations. This includes: • Mobile Robots – we have the largest installation base globally and are pioneers in the development of Autonomous Intelligent Vehicles (AIVs) • Collaborative Robots – Our new range of TM cobots have been well received by industry and we are now partnering with some of world’s leading Food and Commodity companies to streamline operations. • Fixed Robots – Omron has developed the world’s first fixed robot with built-in machine vision delivering greater accuracy and boosting productivity. Besides taking advantage of these leading-edge technologies, many clients are also interested in developing long-term partnerships. For Omron, we are here for the long haul. Sustainability is the fundamental point of difference we focus on. Omron is 87 years “young” this year. In today’s world, the average life span of a publicly listed company has decreased significantly to an average of just 30 years. Omron has stood the test of time and continues to be recognized as Top 100 global innovators. The reason for the sustainable success is our DNA – our corporate philosophy. Omron’s mission is to improve lives and contribute to a better society. To achieve those goals, we focus on innovation driven by social needs. We pursue new challenges with passion and courage. And at the same time, we show respect for all, acting with integrity. We encourage everyone to reach their full potential. Every decision we make is based on these principles, including investment, people selection and development and dealing with customers. It makes us unique, keeps us vibrant and gives us longevity.

out the best in people. You must give employees an opportunity to challenge themselves. You must also support, mentor and coach them, celebrating their successes every step of the way. Secondly, a strong leader needs a cool head to challenge commercial success. Today’s business world is highly competitive. Success is not an accident. It’s hard work. It’s all about learning, planning, networking, discipline, perseverance and sacrifice. And most importantly, you must love what you do! Finally, a hot mind is needed to pioneer social advancement. Curiosity is the best part of human nature and it is essential for innovation. We must never accept the status quo and always pursue new challenges with passion and courage. I have adopted this philosophy in leading self, leading others and leading business. It keeps me motivated every day! • Finally, what are your main goals and ambitions for Omron? Where do you see the company in 10 years’ time? Let me share a story. Not long ago, on my birthday, I climbed the Sydney Harbour Bridge. At the top of the bridge, my wife asked me to make a wish for the next 10 years. For my career, I made three wishes: • To double company revenue • To take care of our team and our clients • To leave a lasting company legacy Doubling the revenue means to improve our contribution to customers and society significantly. In the next 10 years, there are golden opportunities for our economy created by the technology revolution and surging demand from Asia’s vast and affluent new middle class. My aim is to position Omron Oceania as a leader in innovative solutions and technologies for those opportunities. Together we can build a better society. Taking care of our people means to encourage them to reach their full potential and to not only improve their lives, but also our clients. I will encourage them to pursue new growth opportunities and challenges. And recognise and reward them for their achievements. Working as a team I am confident we can achieve both business success and personal satisfaction.

• A cool head

Finally, the legacy I would like to leave is to create a business foundation upon which the next generation can build. I want to promote young talent by establishing a graduate and intern program to support our expert team. And I would like our company to produce next generation leaders that will maintain the highest standards and deliver the best results for our clients.

• A hot mind Firstly, we must have a warm heart to encourage human potential. I firmly believe that everyone has unique talents. As a leader, the biggest task is to bring

Hopefully, in 10 years’ time on my birthday I will climb the Harbour Bridge again and declare that I have achieved three goals that have improved lives and helped contribute to a better society.

When it comes to leadership, what is your philosophy? When it comes to leadership, I believe you need three key ingredients: • A warm heart

Australia and New Zealand are well-positioned to take advantage of these opportunities.

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MANUFACTURING TECHNOLOGY Movac invests in Revolution Fibres to scale global growth Auckland-based Revolution Fibres has raised $6m in a Series A funding round led by Movac, New Zealand’s most experienced technology investment firm. Founded in 2009 by Iain Hosie, Simon Feasey and Michael Perrett, Revolution Fibres has developed a unique technology to produce electro-spun nanofibres for use in a wide range of applications, such as filtration, skincare, sound absorption and composite reinforcement. Revolution Fibres has 15 employees and achieved early sales traction in several markets. Movac Partner David Beard comments “We have been targeting an IP-based business for Fund 4 for some time, and we were compelled to invest in Revolution Fibres because it had made a significant transition from R&D into scale volume manufacturing. With its applications spanning a diverse set of industries, it can adjust quickly and take advantage of a rapidly changing environment. We are delighted to have led this round which has included a diverse set of investors from NZ, US and Asia.” Revolution Fibres Chairman Andrew Turnbull comments “Iain and the team at Revolution Fibres have built a fantastic platform technology which is now ready, with the right team and funding, to be scaled. We’re very focussed on what we want to do with the business and sought an investor who understands what it takes to build a global deep tech business from New Zealand. Movac’s investment style and their experience in helping to grow value in companies with deep intellectual property meant a lot to us.

Most importantly, there’s also a strong fit in terms of approach and aspiration.” The funding will be used to accelerate commercial opportunities in key offshore markets, and to invest further in production capability. Mr Beard will join the Revolution Fibres board. Phil McCaw, Movac Managing Partner commented, “We’re excited to have the opportunity to work with the Revolution Fibres team. Revolution Fibres follows the deep technology thesis that we’ve had success within the past, including the likes of PowerByProxi, Aroa Biosurgery and more recently Mint Innovation. It presents good diversification for Fund 4. “Obviously there’s a lot of uncertainty in markets currently, but we are a long-term investor, and continue to work with Kiwi companies who are looking for investment to accelerate their growth

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plans. We like to roll up our sleeves and work in the trenches with our companies, providing them with strategic guidance, operational support, capital and access to global networks to support them on that journey.” Movac is New Zealand’s largest and most experienced technology investment fund manager. Movac provides growth funding across multiple investment rounds and supports companies with mentoring, advice, and access to international networks. Founded in 1998, Movac has invested in more than 25 companies, and over that time, significant returns have been generated for investors with notable results achieved with Trade Me, eBus, GreenButton, and Givealittle. Current portfolio companies include Aroa Biosurgery, Author-it, Vend, Parking Sense, Unleashed Software, Timely, Coretex and Mobi2Go.

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COMMENT Packaging: Rewriting

the narrative

Packaging often gets a bad reputation with the environmentally conscious. But is it really the villain it is hyped up to be? Or do we need to change how we think about packaging and sustainability altogether? It is time to ask the latter question and help to shape the narrative around packaging and sustainability. Wider systems thinking and life cycle thinking are the key to a sustainable packaging sector. Tools cemented in the life cycle approach such as Life Cycle Assessment studies provide a more holistic view of the environmental impact of packaging options.

From less frequent deliveries needed and related energy costs to significantly less food waste – packaging can have a positive impact that is often overlooked in simpler narratives. An extended shelf life results in less frequent deliveries, less produce that needs to be grown and consequently, lower energy costs for all related processes.

Another proponent of systems thinking and life cycle thinking in the packaging sector, a new report by UK based thinktank Green Alliance calls for a more rounded approach to sustainable packaging and plastic pollution by using a life cycle approach. The report warns that the UK Government’s ban on unnecessary single-use plastics could triple packaging emissions.

It also means that potential food waste is diverted from landfill, which would have otherwise released methane, a greenhouse gas with a Global Warming Potential (GWP) between 28-36 over a 100-year period.

Not always the bad guy Packaging can have a positive environmental impact when used in the right way for the right product. The general narrative around packaging draws attention to the fact that excessive packaging, and unnecessary single-use packaging can have serious environmental consequences. However, the narrative around packaging does not always have to be negative. In fact, packaging can significantly increase the shelf-life of some food products and save waste in the long-term as a direct result.

Although they are key characters in the narrative around packaging for lower environmental impact overall, food products are not the only ones to benefit from packaging. Packaging benefits such as added protection, less waste, and related energy and cost savings can apply to most products of a fragile nature, especially when shipping is involved.

A life cycle approach

How do we choose the most environmentally sound packaging for any product?

Image by Couleur on Pixabay

The Green Alliance report advocates a life cycle approach in order to avoid ‘replacing one single-use material with another’ and therefore, not addressing the broader environmental impacts. Life Cycle Assessment (LCA) studies can guide this process by providing credible data to inform better decision-making in the packaging sector.

Pre-mix salads packed in nitrogen and cucumbers in shrink wrap are just some of the examples of packaging used to decrease waste rather than increase it. Research supports wrapping cucumber as it can more than triple the shelf-life when compared to unwrapped cucumber.

At their core, life cycle thinking and systems thinking are about not shifting burdens around. Life cycle tools such as LCA studies enable this by considering a wide range of environmental indicators to ensure that that bigger story isn’t forgotten when measuring environmental impact.

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Upcycling on the contrary, is the process of material reuse that maintains the original quality of the materials to create something of greater value. Upcycling should be the goal from a sustainability perspective.

In comparison, the more infamous carbon dioxide has a GWP of 1 over any time period. The cucumber example can also be taken as a cautionary tale to warn against only assessing packaging options for direct impacts. A life cycle approach is needed to understand the full story.

Packaging emerges as the logical choice for cucumbers when all associated factors are considered. But how do we arrive at this point in the story – where we know the best packaging option for a cucumber and the best material to use for the job?

The 2012 book ‘Why Shrink-wrap a Cucumber? The Complete Guide to Environmental Packaging’ by Stephen Aldridge and Laurel Miller delves into how an extended shelf-life can have a positive environmental impact.

downcycling. Mostly recycling refers to downcycling, because it leads to a loss of material quality and ends in a lower grade recycled product.

Manufacture for upcycling not downcycling The commonly used term recycling can be divided into two general categories: upcycling and

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Image on Pixabay Even the simplest of packaging designs often involve multiple materials or material grades. They are then mixed together and downcycled to a product with the quality of the lower grade material. Aluminium is a prime candidate for upcycling with indefinite recyclability and significant energy savings in producing recycled aluminium in comparison to new aluminium (The Verge 2019). Yet, this is not fully utilised in the case of aluminium cans, with a can’s lid and body often comprised of different grades of aluminium which results in a lower grade recycled product. Avoid this loss of quality by manufacturing packaging products for upcycling. Ultimately, this will keep materials in the production cycle without losing any of the material qualities for as long as possible, and away from landfill.

Enabling systems thinking Environmental assessments of packaging options should consider both the direct and indirect impacts with a life cycle approach. Sustainable packaging requires life cycle thinking and in a wider sense – systems thinking. Systems thinking points to the bigger picture to look at how different factors relate to each other within a system. It focuses on addressing the root cause of a given problem to avoid shifting burdens. From a systems thinking point of view, banning one single-use material is to put a band-aid on a problem that requires a more complex solution. Rewrite the narrative around packaging by incorporating systems thinking and life cycle thinking in the early stages of manufacturing. By Barbara Nebel, CEO thinkstep-anz www.thinkstep-anz.

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NZ Manufacturer April 2020

DEVELOPMENTS Kiwi businesses need cash now With planning already underway by Kiwi manufacturers to reopen safely, Buy New Zealand Made has stepped in to help them sell products directly to consumers online. The #shopkiwi campaign has just been launched today for NZ Made licence holders. Businesses that join the campaign will be added to Buy NZ Made’s ShopKiwi list so Kiwis can easily find and shop at their online store. These businesses have stock ready to leave once New Zealand moves to Alert Level 3 next Tuesday.

Executive Director Ryan Jennings says it’s important Kiwi’s support New Zealand businesses as they start to reopen. “New Zealand businesses have been waiting with bated breath to find out when they can reopen, and they need all the help they can get. These businesses can now focus on turning their inventory into cash.”

are not geared up to sell directly to consumers, so Buy NZ Made is supporting them through the introduction of new direct to consumer sales packages.

Mr Jennings says a recent survey of more than 1300 Kiwis indicated they are more likely to shop locally once the lockdown is lifted.

200 businesses have already signed on to sell online.

However, Mr Jennings says many manufacturers

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Ryan Jennings

Covid-19: PPE register goes live ManufacturingNZ has made live a national Personal Protective Equipment (PPE) register to help identify manufacturers that can assist in the fight against Covid-19. ManufacturingNZ Executive Director Catherine Beard says there is significant PPE manufacturing capability within New Zealand. “The Government was keen to get better visibility of what manufacturing capability we have in New Zealand to produce PPE, so we’ve provided this clear list that includes contact details for each business,” Beard says. “Many of the business reached out to say they could

reconfigure their operation to do face masks and other equipment.” The launch of the register comes as more than 14,00 New Zealanders signed a petition calling on the Ministry of Health to follow overseas guidelines for every health worker caring for those with confirmed or probable Covid-19.

The register already includes more than 70 businesses and will be updated daily as new manufacturers put their hand up to unite against Covid-19.

Thousands of doctors and nurses from across the country are rallying the Government for more effective PPE in the fight against Covid-19.

Manufacturers can text ‘PPE’ to 313 to get the link to register.

“New Zealand is an innovate little country and many of our manufacturers have quickly adapted to help in the response to Covid-19.”

The list can be found here: https://www.manufacturingnz.org.nz/resources-and-tools/covid-19-ppe

Catherine Beard

Engineers welcome level 3 construction protocols Clear protocols for restarting construction work at level 3 have been welcomed by Engineering New Zealand. Chief Executive Susan Freeman-Greene says the protocols allow engineers to plan for how work can safely restart under level 3, which is critical for economic recovery. Developed under the Construction Sector Accord umbrella, the protocols cover physical distancing, hygiene practices, site entry and exit, cleaning, deliveries, and visitor protocols. Ms Freeman-Greene says engineers fully support the Government’s efforts to contain Covid-19 and save lives. “Lockdown has been tough for the industry, but we

are keen to play our part in recovery. “When it’s safe, economic activity needs to restart as quickly as possible. The projects that engineers design, manage and monitor play a key role in regaining economic momentum. “It’s been amazing to see how the industry has come together to generate, review and endorse these frameworks for a new way of working.” The Construction Health and Safety New Zealand (CHASNZ) developed the industry standards in collaboration with government agencies, WorkSafe, Construction Sector Accord member groups and client organisations. And development of the protocols has been led by SiteSafe, Civil Contractors New Zealand and the Accord’s Vertical and Horizontal Leaders, in partnership with industry experts.

“Now it’s really important to share these widely and make sure everyone running a project is clear on their level 3 plan. This isn’t just a tick-box exercise – developing and managing a robust plan on every site is crucial for New Zealand’s health.”

Susan Freeman-Greene

There are two sets of protocols – one for the residential sector, and another for the civil and vertical sectors.

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NZ Manufacturer April 2020

ANALYSIS Getting practical about the future of work Adapting to a digital age will require organisations—and not just employees—to equip themselves with new capabilities. What story will people tell about your organisation over the next ten years? Will they celebrate an enthusiastic innovator that thrived by adapting workforce skills and ways of working to the demands of the new economy? Or will they blame poor financial or operational results, unhappy employees, and community disruption on a short-sighted or delayed talent strategy? By 2030, up to 30 to 40 percent of all workers in developed countries may need to move into new occupations or at least upgrade their skill sets significantly. Research further suggests that skilled workers in short supply will become even scarcer. Some major organisations are already out front on this issue. Any company that doesn’t join the early adopters and address its underlying talent needs may fall short of its digital aspirations. Equally important, senior managers may miss opportunities to work collaboratively with employees to create a prosperous and fulfilling future for all stakeholders—the communities where the company operates, its workforce, and the wider society that ultimately sanctions its activities.

Why employers should lead the way The pace and scale of technological disruption— with its risks of unemployment and growing income inequality—are as much a social and political challenge as a business one. Nonetheless, employers are best placed to be in the vanguard of change and make positive societal impact—for example, by upgrading the capabilities of their employees and equipping them with new skills. And employers themselves stand to reap the

greatest benefit if they can successfully transform the workforce in this way. Many leading businesses are realising that they cannot hire all the new skills they need. The better solution is to look internally and develop talent they already have, as this approach is often not only quicker and more financially prudent but also good for morale and the company’s long-term attractiveness to potential recruits. Most leaders see talent as the largest barrier to the successful implementation of new strategies— notably, those driven by digitisation and automation. Only a third of global executives report that their organisations have launched any new reskilling programs, including small pilots. Yet digital skills are in short supply as incumbents in traditional industries actively recruit people who have them and as tech companies expand. The good news is that by taking concrete steps now to build an infrastructure that supports the future of work, companies can set themselves up for success in this new competitive era.

Rolling out the road map A successful transformation involves three broad phases. At first blush, they appear to be commonsensical, but each of them involves steps that are new to most organisations. First comes an initial period of scouting. In this stage, the company develops a single vision of its digital and automation future and the total value of that future. It also identifies the most important skill gaps— looking at future needs, not just extrapolating from the past (the norm in much workforce planning). Then it assesses the organisation’s readiness to deliver.

Second, there is a period of shaping, to redesign work for the demands of a more digital future and to create upskilling programs, often together with employees. This phase also involves developing the infrastructure of what we call a talent accelerator to facilitate the deployment of talent in the most important future roles. The third phase requires shifting the organisation’s suite of talent-related activities onto a bigger scale. This work constitutes an acknowledgment that institutional capabilities to help employees adapt to the future of work are just as important as near-term (and seemingly more urgent) talent priorities.

Scouting the potential, assessing gaps, and reviewing readiness The first questions to ask are, “Is our aspiration and plan ambitious enough?” and then, “Is there a central view of the total value of our digital strategy if we achieve the aspiration?” In other words, is the company capturing the full opportunity of automation and new technologies, not just the opportunities to cut costs? Indeed, many companies make the mistake of focusing too much on just the costs and ignore the potential of new technologies to generate new revenues. Mired in the many small, localised, and often siloed individual initiatives that typically abound in organisations, most such companies have a hard time justifying needed investments and injecting a sense of urgency. They end up falling behind, never having grasped the magnitude of the opportunity in front of them. Diagnosing the existing capabilities of the workforce and comparing them with future needs are important parts of the scouting phase. Fluid workplace transitions make point predictions pointless. But even a rough up-front analysis is useful for estimating the gaps ahead. It can be particularly helpful to look at competitors that are further ahead in anticipating their talent needs or at “aspirational” firms, such as start-ups. Honest reflection on the capacity and quality of your organisation’s learning-and-development unit is crucial, and so is the organisation’s broader health, notably its employee value proposition. There’s no point enduring the expense of retraining and redeploying expensive talent if the newly skilled employees walk out the door because they think that competitors are more attractive. One global telco we know used an outside–in competitive analysis to assess its skills gap. This showed that if the company was going to deliver on its strategy and match the number of advanced-analytics specialists and software developers that leading competitors employed, it would have to hire or retrain more data-science and digital talent than

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ANALYSIS it had originally expected. The exercise prompted the creation of new recruiting tactics to target data-science talent, as well as an effort to train existing staff on cloud platforms, among other skill-building initiatives. The outside–in study also highlighted deficiencies in the global telco’s employee value proposition. The company realised, for example, that it was lacking in growth opportunities for digital talent. This realisation was the signal to start work on some of the weaker elements of the company’s employee experience, including work–life balance, job-advancement opportunities, and the development of a tighter community of digital talent.

Shaping work and developing the right infrastructure The scouting phase is largely centralised and top down. In the shaping phase, employers are better off taking an approach inspired by design thinking. To integrate technology, now and in the future, companies should gain a deep understanding of the way each employee and team does their present work and have them take part in redesigning their roles and ways of working. Involving employees in that process will undoubtedly spark better ideas about how roles might be split up, which activities require which skills, which technologies will be utilised (and how), and which new ways of working will be needed. Moreover, such involved employees will also surface and address pain points early on. Instead of generating the fear and resentment that can haunt strictly top-down initiatives, the process will give employees an opportunity to shape their own paths.

The balancing act Outside–in analytics and expert input also can help to generate answers, at least when organisations introduce new work. By closely studying the experience of other players, companies can replicate—with confidence—the sorts of structures and roles that work elsewhere. Nonetheless, research at Stanford University has shown that “job crafting”—involving individuals in the design of their own jobs—creates stronger skill matches and smoother transitions. One way is to start with parts of the business that have the most to gain from new technology, notching up early wins, and then cascade the message to other functions. This collaborative approach to designing new roles can create unexpected, novel, and value-adding types of work.

The future-of-work talent accelerator Redesigning work is about far more than changing existing roles. Digital strategies are creating entirely new, mission-critical tasks, and companies are undertaking them in new ways (including project-based work in agile teams). In response, some leading organisations are looking inside—developing structures to help systematically place the best-fit internal employees in roles—versus reflexively filling them with permanent hires from the outside. These structures—talent accelerators—are similar to an internal marketplace for talent.2 Their responsibilities include identifying the most relevant project-based work across the organisation; defining the knowledge, skills, attitudes, and experience required; and then finding the best-fit talent. In some cases, employees may be identified and deployed on project teams directly; in others, the accelerator provides training and support to build new capabilities and skills, as much as possible through on-the-job learning. In addition, the accelerator monitors on-the-job performance and the participants’ acquisition of skills and feeds these data into the broader HR systems of the company, so it can adapt as employees do by offering people new opportunities as they develop new skills. Finally, the accelerator gathers data on which projects (and corresponding skills) are most in demand, helping the company to refine what “best fit” means and to learn which training interventions make the biggest difference. A company’s history—and current requirements— will no doubt determine how that organisation defines the scope of an accelerator and sets it up (including supporting it with the latest technology). There are several options. Will the accelerator largely be a tech “talent-matching and learning” platform? Or will employees actually be located “inside” the accelerator at any point? Should the structure ultimately embrace all available talent, including contractors and temporary employees? How are employees selected? Most companies will probably start small, focusing on high-performing people whose roles are changing and placing them, perhaps after project work, in some of the most critical roles for the future.

The design of upskilling and reskilling

One payments player, for example, found that a new prediction engine based on its customers’ online and account behaviour saved valuable employee time at its call centres.

Within or alongside the platform, companies will need to create or modernise their organis ational-learning function so that it is rooted in the principle of employee self-direction and based on adult-learning concepts.

The employees used some of that time to work with the company’s products and services, bringing the customer’s voice to discussions in a way that improved operational outcomes and gave employees a more diverse set of learning and career experiences.

Adult learning has become cheaper and more effective thanks to exciting new technologies (such as microlearning, simulations, gamification, and virtual coaching) and to new techniques (for instance, those for managing stress).

Shifting the workforce at scale Implementation at scale can start once the organisation has begun to redesign the work of some units or functions and has established a pilot of the talent accelerator. As companies ramp up their efforts, they should expect two additional challenges.

‘Offboarding’ with sensitivity Not all employees affected by change will find opportunities within their current company. Despite their best efforts, some may fall short of acquiring the skills needed to make the transition to new areas of work; others may prefer to seek new employment than to change. The scale and pace of workplace transition demand enormous sensitivity. Companies increasingly understand the importance of thoughtful outplacement, both as a manifestation of good corporate citizenship and as a basic necessity in the increasingly difficult war for talent. Many are forming partnerships with new, tech-savvy outplacement firms that help prepare employees for fresh opportunities by encouraging them to acquire skills likely to be useful elsewhere and by activating growth mind-sets. Other companies help employees to find the next role more directly—for example, by making arrangements with other local employers or encouraging people to explore new roles at suppliers or vendors (or, in Amazon’s case, to become a supplier to the previous employer).

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ANALYSIS title

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The

future of work in the

Covid-19 digital era the low-paid contingent of gig workers, often linked to digital platforms— such as ride-hailing and food delivery—under huge strain. In countries with some of the biggest clusters of cases, such as Italy, some couriers working for food-delivery apps still go to work because they can’t afford not to. Thus, the Covid-19 crisis leaves especially those who depend on gig work as their primary source of income extremely vulnerable to (fatal) health risks. It undermines their dignity and it intensifies social and economic divides which may potentially generate new cleavages, anger and political discontent in countries and regions. As the crisis evolves, gig workers won’t be the only ones suffering even more than usual. The International Labour Organisation published a ‘high’ global unemployment estimate of 24.7 million because of Covid-19 in mid-March; a week later, the head of its employment policy department warned the outcome could be ‘far higher’ still. By comparison, global unemployment increased by 22 million in the 2008-09 economic crisis. It is also expected that, worldwide, there could be as many as 35 million more in working poverty than before the pre-Covid-19 estimate for 2020.

Important message These statistics send an important message: Protecting workers against the adverse impacts of the crisis is not only about increasing protection for typical jobs. It is also about including and protecting better those working at the margins: non-standard workers in tourism, travel, retail and other sectors most immediately affected, dependent self-employed persons with unstable incomes, zero-hours workers and low-paid workers in precarious working conditions who stand to gain little from the various countries’ latest packages of emergency measures, as recent evidence shows. Persistent gaps in social-protection coverage for workers—in ‘old’ and ‘new’ forms of employment—constitute a major challenge for our labour markets in the post-Covid-19 environment. This matters particularly for the future of the work we want to create in the digital era. We need to facilitate digital work, for the many benefits it can offer businesses and workers. But we must not allow this to assume a form for workers— unprotected and socially deprived—too common in today’s gig economy. Next to the deadly human toll, the war metaphors which have been recently

invoked by world leaders in the fight against Covid-19 reveal an uncomfortable truth. We are confronted with the flaws and fundamental weaknesses of our labour-market and social policies, solidarity mechanisms and models of collective responsibility for managing the risks that weigh unfairly and gravely on the most vulnerable citizens.

Decent digiwork What can be done? A more expansive, resourceful and inclusive recovery is crucial, so that the impact of the Covid-19 crisis on labour markets becomes less far-reaching. We need to make our digital future immune to the ‘virus’ of precarity, with our labour markets built on the principle of human dignity and the potential of ‘decent digiwork’ for all. This is a vision of full participation in a digital-work future which affords self-respect and dignity, security and equal opportunity, representation and voice. It is also about defining a ‘digital responsibility by default’ model—an entirely different mindset in society as to the role of governments and the private sector, in ensuring labour standards are updated to respond better to the evolving reality of digital workplaces. In these tragic circumstances, there is a lesson for the future: the experience of gig workers shows going digital means more than just shifting channels. It is about refitting our labour markets, social-protection and welfare systems and making sure everyone has the ability to realise the human right to social security in the post-Covid-19 digital era. No society and no organised democracy can afford to ignore the vulnerable situations of workers who have few social protections yet are critical in a crisis. Done right, we can shape a fair future of work. More than ever before therefore, the message for policy-makers, employers, workers and their representatives is straightforward: prepare for the next day.

Only 14% of all our engineers are women. We want to change that. Join us and scores of other Kiwi organisations that have galvanised around one common goal: 20% more women engineers by 2021. www.diversityagenda.org

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ADVISORS Mike Shatford

is an expert in the field of technology development and commercialisation. His company Design Energy Limited has completed over 100 significant projects in this vein by consulting for and partnering with some of New Zealand’s leading producers. Among Mike and his team’s strengths are industrial robotics and automated production where the company puts much of its focus.

Matt Minio

Managing Director, Objective3D Matt has extensive hands on experience as a user and supplier of 3D Printing technology. He comes from a mechanical design and engineering background with 25 years’ experience in multiple high end 3D cad applications across a range of industries, including aerospace and automotive. He has been heavily involved in the 3D printing evolution - from initial early prototyping to todays advanced 3d printing technologies producing production parts straight off the printer. As Managing Director of Objective 3D, he provides Stratasys, Desktop Metal and Concept Laser 3D printing solutions to a host of industries across Australia and New Zealand.

Sandra Lukey

Sandra Lukey is the founder of Shine Group, a consultancy that helps science and technology companies accelerate growth. She is a keen observer of the tech sector and how new developments create opportunity for future business. She has over 20 years’ experience working with companies to boost profile and build influential connections.

Greg Morehouse

Greg founded Motovated Design & Analysis in 1999 with a vision to “cost effectively engineer our client’s vision”; through the use of advanced techniques, superior tools, and boundless enthusiasm. Working for VW & Audi as a mechanic, and then with Boeing & Hercules Aerospace as an Engineering Analyst, provided Greg with 40+ years of real world design and analysis experience. Greg is a world-class analyst and provides training and advanced technical support to manufacturers and some of the FEA resellers throughout New Zealand.

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Showcase. Educate. Sell.

Auckland 30 July – 2 August 2020 www.foodshow.co.nz

12-14 Oct 2020 www.emex.co.nz

Technological change and the future of work The Government asked the Productivity Commission to explore the impacts of new and changing technology on the quantity and nature of work. The final report makes 35 findings and 18 recommendations. It focuses on what steps the Government can take to improve the ability of New Zealand and New Zealanders to adapt to and benefit from greater technological change.

What did the inquiry find? Technology doesn’t just replace jobs; it also creates them. Technology has many effects on the labour market, some of which are positive for workers, the quality of work, and jobs.

12-13 August 2020 www.buildnz.com

Wellington 30 Oct-1 Nov 2020 www.foodshow.co.nz

12-13 August 2020 www.facilitiesintegrate.nz 13-14 March 2021 www.babyshow.co.nz 12-13 August 2020 www.safetyshow.co.nz 9-11 April 2021 www.autumnhomexpo.co.nz 21-23 August 2020 www.babyshow.co.nz

Christchurch 9-11 April 2021 www.foodshow.co.nz

30 August – 1 September 2020 www.giftfairs.co.nz

Predictions that technology will inevitably replace work are simplistic and out of step with historical experience. There isn’t much sign of looming technological disruption. Faster technological progress would be evident in labour market and economic measures, such as productivity growth, occupational churn, and business start-up rates. But across the developed world, all of these measures are slowing or declining. New Zealand needs more technology, not less. Technological progress and adoption drives productivity and income growth. If we want higher incomes for ourselves and our children, New Zealand firms need to take up technology at a faster rate than has been the case in recent years. New Zealand is well-placed for faster technology adoption in some respects, but not in others. By international standards, adult New Zealanders are skilled and train at high levels. Our policy settings generally encourage openness to ideas, goods, services, investment and skills. And our labour market has historically done a good job of creating lots of jobs. On the other hand, core skill levels in our schools are dropping; high house prices make it hard for some workers to move to better jobs; and New Zealand’s business environment lacks dynamism. New Zealand should build on its strengths and address its weaknesses. The Productivity Commission recommends a number of policy changes to better prepare current and future New Zealanders for the future of work:

26 - 27 May 2021 www.southmach.co.nz

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• Make the training system more flexible and accessible. • Improve and expand careers advice and employment support. • Urgently address the performance of the school system. • Update employment law to target harms, not platforms.

22-24 September 2020 www.mhlexpo.co.nz

13-14 June 2021 www.giftfairs.co.nz

1-4 October 2020 www.waikatohomeshow.co.nz

13-15 June 2021 www.finefoodsnz.co.nz

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• Explore options for better income smoothing. • Update regulation to remove barriers to technology and promote worker mobility.

HoverMast - Lite – the next generation of tethered UAV Sky Sapience’s UAV platform, HoverMast- Lite (HM-L1 and HM-L3.) is designed to function as smaller, light-weight versions of their flagship HoverMast platform. The HM-L systems will be used in tandem with small robotic vehicles participating in the RCV/SMET programs. The HM-L systems maintain the impressive capabilities of the original HoverMast product line; such as 100m hovering, 24/7/365, autonomous, on the move, bad weather operations, fibre optic communication, cyber immunity and operation in GPS denied environments, while also meeting the size, weight and electric power requirements of the RCV and SMET programs. The unique design concept behind the HoverMast-Lite enables the tethered drone and sensors operation

without limiting the vehicle’s continuous work. Moreover, the HM-L does not occupy the vehicle’s bed, allowing it to remain available for additional equipment and sensors. The HM-L concept is internationally patent protected. The HoverMast-Lite has the ability to incorporate most payloads weighing up to 6.0 kg; including CCD/IR cameras, radars, lasers, cellular and mesh communication devices, hyperspectral sensors and cyber systems.

HM-Lite and its payload are both easily and intuitively controlled and monitored from a single ruggedised Human- Machine Interface (UHMI.)

8-in-1 MX-E industrial vision processors extend vision and performance platform The MX-E Series of Industrial Vision Processors provides the highest performance in image processing with unmatched flexibility through GigE multi-camera connectivity support Global automatic data capture and process automation leader Datalogic is introducing its fastest and most flexible Industrial Vision Processor series, with a range-topping model that can power up to 8 Gigabit Power over Ethernet (PoE) cameras simultaneously. These 8-in-1 MX-E processors provide faster processing and more RAM to handle demanding manufacturing, logistics, food and beverage packaging, pharmaceutical, automotive, electronics, and other industrial applications such as robot and laser guidance, barcode and pattern recognition, gauging of multiple measurements, flaw detection (such as identifying surface defects), content verification, hazardous label detection, object location and traceability. Having one processor handle 8 cameras at once also helps to reduce Total Cost of Ownership, b e c a u s e integration, set up, and maintenance costs are lower, which means less

cabinet space is used, lower power consumption, fewer cables, fewer Input/ Output (I/O) blocks and fewer spares are needed. The processor’s rugged and compact chassis provides robust, long service life, even in harsh industrial environments such as fast-paced manufacturing facilities and process engineering operations. Flexibility Datalogic’s new MX-E series has three tiers to allow the user to select the correct level of performance based on individual application needs. Models include: MX-E25, a cost-effective entry level processor, capable of connecting to two 5-megapixel cameras MX-E45, which features multi-core processing and can connect up to four cameras MX-E90, the highest performing processor. With 32Gb of RAM, quad core processing, and the ability to connect to 8 cameras, users can inspect faster and process more pixels to fully optimise their operations Datalogic’s new MX-E Industrial Vision Processors can connect to two, four or eight cameras, depending on the model. All MX-E models have multiple configuration options to further extend application flexibility. And, because multiple cameras are linking to a singular processor,

it simplifies cabling needs by eliminating the need for camera power cables, which reduces the overall cost of ownership. The MX-E Series industrial vision processors complement Datalogic’s line of smart cameras, allowing our customers ultimate flexibility to address their machine vision needs. Integration with IMPACT software All Datalogic MX-E series industrial vision processors and smart cameras can integrate with Datalogic’s complete IMPACT software suite for any inspection and user interface needs and to provide ultimate programming flexibility. Datalogic’s IMPACT software allows users to solve machine vision inspections with an intuitive drag and drop environment. IMPACT makes it easy to create a vision program based on its suite of algorithms and logical control. It also allows users to create custom user interfaces in minutes to monitor the line. With these MX-E Industrial Vision Processors, users can run their machine vision applications faster, process higher resolution images, or add more cameras to fully optimise their operation.

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Massive hybrid manufacturing machine pushes The designers wanted to show what was going on structurally in the truss, visualizing the stress lines within the design. “The top and bottom edges of the beam taper inwards towards the tip, and the truss pattern in between is actually based on the stress paths,” says Samuel Wilkinson, an associate at Foster + Partners. “You can visualize the tension and compression within the beam in the layout of the members inside the truss.”

The Large-scale Additive Subtractive Integrated Modular Machine (LASIMM) is a massive hybrid-manufacturing machine with metal additive and subtractive capabilities. Courtesy of LASIMM.

When toy-scale 3D printers began popping up at Maker Faires about a decade ago, the idea of printing an entire house seemed a long way off. But by late 2019, builders were already producing entire neighbourhoods of small printed-concrete dwellings. Clearly, 3D printing can work on a grown-up scale. But can it generate large, complex, engineered components for urban architecture or manufacturing? A consortium of corporations, universities, and non-profits is determined to prove that it can. Industry has focused commercial-scale additive manufacturing on products with complex geometries for which traditional milling, casting, or grinding methods—especially objects needed in small numbers, on short notice—are impractical or expensive. Generally, they’ve been fairly small objects. But Foster + Partners, a global studio for architecture, urbanism, and design, has pushed the boundaries of scale for additive manufacturing by designing and planning a 5-meter-long (16.4-foot-long) additive-steel building truss, which it produced in sections.

ing machine with metal additive and subtractive capabilities. Its developers project the system will reduce manufacturing time and costs by 20%, increasing productivity for high-volume additive-manufacturing production by 15%. Funded by the European Union’s Horizon 2020 research and innovation program, the LASIMM is designed to 3D-print metal parts and structures for construction as large as 2 meters in diameter and up to 6 meters long and 2,000 kilograms in weight. Foster + Partners is one of 10 partners in the LASIMM project; Autodesk is the lead software provider. Aerospace firm BAE Systems and Danish wind-turbine manufacturer Vestas Wind Systems A/S, which have been LASIMM project partners since the start, joined Foster + Partners in fabricating demonstrator products in a 2019 pilot. Foster + Partners’ objective was to produce a structural-steel cantilevered truss that would showcase the potential of the technology for integration into a future building. “Foster + Partners has a history of investing in research to advance the science behind the materials we use in our buildings, to understand the purest requirements for the spatial or performance characteristics of the design,” says Josh Mason, a design engineer in the firm’s Specialist Modelling Group.

A close-up of the specialised milling robot for subtractive machining. Courtesy of LASIMM.

The project was a vital proof of concept for the Large-scale Additive Subtractive Integrated Modular Machine (LASIMM), a massive hybrid-manufactur-

NZ Manufacturer April 2020

“We look for greater control over structural volumes,” Mason says. “Typically, we’re given I-beams or plates, and it’s a big effort to fabricate or cut them and weld them back together. If we could 3D-print them and control the geometry, we could integrate lighting, ducts, airflow, heat transmission, and acoustics directly into the structure of the part.”

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Shown here with the massive machine are Johnny van der Zwaag (left), project manager for research and innovation of the LASIMM project, and Franck Messmer, senior research manager of the LASIMM project. Courtesy of LASIMM.

The LASIMM was housed in Pamplona, Spain, at the facilities of project partner Loxin, a robotic-technology firm. The machine features a modular configuration of industrial robot arms and a specialised milling robot. It’s capable of additive manufacturing, machining (“subtractive” work), metrology, and inspection. The additive-construction process for the cantilevered beam began with a steel plate, with components welded on in layers. The team used a generative-design workflow, evolving a set of constraints to automatically create a set of designs. The beam constraints were fairly simple. It’s 5 meters long, 500 millimetres wide, and 120 millimetres deep, tapering to the end where it’s 50 millimetres deep with a 500-kilogram point load. The team tested different-size beams (5 meters, 2 meters, and options in between), which showed potential uses for different scales. The generative workflow adapted its designs to different shapes and dimensions. “The internal structure and the depth of the beam were open to evolution,” Mason says. “But from our initial studies, it became clear that the out-of-plane buckling would be the driving structural constraint.”

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symmetry to the process that’s necessary with large parts. That was one of the biggest constraints: the orientation of the parts relative to the original plate.”

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The main objective of materials research is better performance. “It’s unusual to be able to design to this level of resolution,” Mason says.

REGIONAL DEVELOPMENT

“We got to experiment with the tool path and what the surface texture might look like. We will be able to specify that in future designs.” The Foster + Partners team made relatively conservative decisions for this design. A goal for future projects is to devise ways to print more free-form shapes and build onto a smaller plate.

THE CIRCULAR ECONOMY

The medium-term objective is to apply the LASIMM to an actual commercial project. “If we’re doing a big project that has a repeating component, it’s still more cost-effective to do a cast mould,” Mason says.

DISRUPTIVE TECHNOLOGIES

“But we find it more exciting from a design perspective to push for the possibility of everything being unique. That’s the dream—for each part to be unique without adding to the cost of the project.”

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The designers plan to explore how the LASIMM could work with other disciplines, fabricating other materials and integrating what it can fabricate with timber, carbon fibres, and so on. “A lot of players are using additive construction for different purposes, and we’re always interested in merging it into new techniques to use material more effectively,” Wilkinson says. “When we use materials off-the-shelf or cast concrete into forms, we’re always constrained by the limits of extruded material. At some point, it will be more cost-effective to use additive processes.” The technology also has the potential to transform the supply chain for architectural projects. The LASIMM is big, but its functionality could be replicated using smaller, more portable components and configurations. The likelier scenario, however, would establish a network of fabrication cells worldwide to serve regional markets. To be practical, standards need to be developed so that each cell could be certified to meet global standards of quality and repeatability. Buckling occurs when heat from the welding process distorts metal into a paraboloid saddle shape, like a potato chip. Balancing the heat distribution on the plate required printing on one side and then rotating to print a mirror structure on the reverse side. “You’re constantly flipping the plate and then printing another layer,” Wilkinson says. “There’s

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To design such a certification scheme would be relatively simple for fabricating copies of a standardised part.

Diary of Events

It gets much more complex to create a certification scheme when each part is unique, using a generative-design approach. “It would really introduce a new constraint so that the generative process could only produce parts that are certifiable,” Wilkinson says.

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New to the Market Lean Manufacturing

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Bella, the Kiwi digital helper for times of crisis and need Soul Machines – a leading innovator in the field of AI – is enlisting their technology to assist in the dissemination of information in times of public crisis, starting in New Zealand for the ongoing COVID-19 pandemic. Bella, the Digital Helper aims to show how she can assist in New Zealand’s robust response to the ongoing public health crisis by providing a new, interactive channel to help the public receive easily digestible, up-to-the-moment information in a manner that frees up important resources for other relief efforts. As a company founded in New Zealand, Soul Machines designed Bella to be distinctively Kiwi, with an understanding and sensibility of the questions specific to the population. More than a standalone effort, Bella represents a reimagining of how technology and AI can serve as a robust and efficient crisis communications platform. Soul Machines is committed to a continued exploration of this mission on a global scale. Powered by the world’s first autonomous animation platform, Bella is a friendly and engaging digital helper available to answer questions based on data from a wide variety of sources.

As New Zealand progresses to a phase of gradually reopening society, Bella could provide even more assistance, helping citizens to navigate the changing measures designed to contain and prevent the spread of the virus and restart industries and the economy. She can be updated daily to be able to provide the most accurate information in quickly changing times. Digital Helpers like Bella are already deployed with many of Soul Machines clients helping them to remain in personal contact with their staff and customers in different industries and different parts of the world. “When we started Soul Machines, creating engaging, personable digital helpers was an aspiration,” said co-founder and chief business officer Greg Cross. “Now, we are pleased to be able to reimagine how the massive challenge of communication in a crisis could be done in the future – from earthquakes to bushfires and humanitarian events.”

As a digital helper, Bella is infinitely scalable, available 24/7 with no wait times as a simple video stream from the cloud to any mobile or device – alleviating an overwhelming demand to field questions and calls that are inundating existing agencies and service centres. This frees up critical people resources to focus on the most difficult and challenging cases. She is an economical and user-friendly solution to an overwhelming demand for clear, concise information.

Nintex unveils major enhancements to Workflow Cloud Nintex, the global standard for process management and automation, announced significant enhancements to its cloud-first process automation solution, Nintex Workflow Cloud, including a market first offering - the ability for customers to quickly and easily create workflows that include robotic process automation (RPA) bots. This new feature within Nintex Workflow Cloud called Nintex Gateway, provides two-way, drag-and-drop interaction between workflows and bots. In addition, Nintex subscription-based workflow customers now have access to RPA bots included with their current service.

configuration, results and compliance

With Nintex Gateway, customers utilise bots to achieve end-to-end automation across a much broader set of process scenarios.

Workflow designers can also activate new “task authentication” features to require the person assigned to execute a task to first log into Nintex Workflow Cloud, ensuring that only authorised users may take that action.

Process workflows can also delegate tasks to Nintex RPA bots that mimic human keystrokes and mouse clicks to interact with apps, systems, services, and websites through their existing screens and interfaces. This results in less work being assigned back to the user and helps organisations leverage cloud workflow capabilities while protecting their on-premises investments. Nintex Workflow Cloud enhancements accelerate

Additional new features within Nintex Workflow Cloud include easy testing of workflows as they are built. This helps workflow designers get quick feedback to ensure their workflows are correctly configured before they are published.

Existing Nintex Workflow Enterprise customers will now have full access to attended and unattended RPA bots within their current workflow subscriptions to enhance the value of their automation with Nintex RPA bots. Nintex customers can create and train RPA bots to execute specific automation tasks - called botflows - just like they create workflows today with Nintex. This means that Nintex customers can allocate existing workflows towards deploying botflows, providing enormous automation power and licensing flexibility. There is also the option for customers to purchase bots for individual users who do not need to connect to existing workflow processes.

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Using Nintex RPA, enterprises easily train bots to quickly and cost-effectively automate routine tasks without the need for coding with an easy-to-use drag and drop interface. Nintex RPA provides more than 300 pre-defined actions that help users quickly create automated tasks within in minutes and require no programming skills. Nintex RPA Central then helps companies centrally control and orchestrate their workforce of Nintex RPA bots through a simple web interface using enterprise-grade encryption. Nintex Workflow Cloud, built on Microsoft Azure, is a cloud-first process automation solution and core to the Nintex Process Platform. Today organisations across every major industry, including banking, government, manufacturing, healthcare and life sciences, leverage the Nintex platform to manage, automate, and optimise enterprise-wide business processes, from simple to sophisticated, using an intuitive design canvas that requires no code. Capabilities included in the platform include Nintex Promapp, Nintex Workflow, Nintex RPA, Nintex DocGen and Nintex Sign powered by Adobe Sign, Nintex Forms and mobile apps, and Nintex Analytics.

NEW PRODUCTS Eliminate weak links in vibrating machinery with efficient isolators and actuators As industries automate to achieve efficiencies available through Industry 4.0 digital integration, machinery engineers and operators are focussing more on weak links that could disrupt high-speed processes. Integral to many such processes are conveyors, vibrating screens, crushers, tanks and bin hoppers that must maintain full operational capabilities to feed the bulk handling, production, packaging and despatch processes downstream that depend on them to maintain the flow of product. But a broken coil spring isolator or actuator in one of these machines can bring processes to a complete halt, sending in maintenance staff to undertake the heavy and hazardous task of disassembling and returning to service the vital machinery used in industries as diverse as dry good bulk materials handling, food and beverage processing, mineral processing, process engineering and conveying of manufacturing inputs.

excellent isolation (including forced frequencies in the range of 800-1200 cycles a minute, 13-20Hz). • Ruggedly engineered bellows-type air springs Airstroke® pneumatic actuators, which are friction-free for immediate response, and complementary Airmount® pneumatic actuators, which do not require periodic maintenance or lubrication. • They are available in sizes ranging from 58 mm to 940 mm in diameter and 445 kN force capacity (more than 45 metric tonnes), facilitating their use over uses extending from delicate tasks and conveyors, through to heavy shakers, screens and crushers.

Actuation and isolation specialists Air Springs Supply Pty Ltd provide silent rubber solutions to such issues with complementary products engineered by Firestone Industrial to overcome both breakage and noise issues endemic to vibrating machinery: • Solid no-maintenance Marsh Mellow rubber and fabric-reinforced bias ply isolators, which offer high load capacity with constant vibration isolation through changing loads. • Marsh Mellows will not bottom out like coil springs and offer low natural frequencies to provide

durable, long life.

Before Marsh Mellows were developed to solve problems with metal springs – including breakdown, replacement and noise – solid rubber springs were either physically too large or became unstable laterally when they were made long enough to provide good isolation. The concept of “stacking” rubber springs answered the latter problem but introduced the need for complicated mechanical guide systems to control the lateral movement. The Marsh Mellow fabric-and-rubber spring solved this basic problem and provides a new and unique way to make use of the many advantages of rubber as an isolator. Marsh Mellow Die Springs can be compressed by up to 40 per cent of their free height at a cycling rate of 50 cycles per minute (cpm) or less. Cycling rates of up to 300 cpm can be attained. Marsh Mellow Springs’ high load capability means fewer springs may be needed in an application, resulting in less overall cost.

Marsh Mellow springs, left, are maintenance-free. They have no moving parts and require no lubrication. Their rubber and fabric-reinforced construction is corrosion-resistant for a

A spring with a smaller overall size than an all-rubber spring of identical load capacity can be chosen, which is an important factor where space is restricted.

THE FACTORY OF THE FUTURE WILL MAKE THE IMPOSSIBLE, POSSIBLE SINGLE PASS WELDS IN THICKNESSES UP TO 200MM WITH NO CONSUMABLES

www.ebflow.com

PLEASE VISIT FOR MORE INFORMATION

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NEW PRODUCTS Forklift of the future Leading materials handling equipment provider, Hyster, is introducing a new big truck with a series of cabin upgrades for enhanced user comfort and visibility. Hyster’s new H16-18XD series big trucks can efficiently handle up to 16t or 18t, depending on the model, and is backed by the outstanding quality of the Hyster® brand and its network of dealers that provide fast, reliable service. “The new range is cost-efficient and hard-working, but with industry-leading levels of user comfort, visibility and control, to make the operator’s job as efficient as possible,” says Hyster-Yale Vice President, Big Trucks and Solutions, JAPIC, Mr Tony Fagg. The new H16-18XD series of Hyster big trucks – which is being introduced to Australia, New Zealand and Asia-Pacific this month as part of a global launch – is one of the first ranges to feature the new XD cabin, which is designed to provide a boost to productivity and comfort for operators in industries such as, materials handling, ports, logistics, food and beverage, automotive, paper, wood and metals.

Advanced new cabin Hyster’s new cabin provides a ‘cockpit-style’ workplace by positioning all truck information and controls at the operator’s fingertips. It includes a high-quality interior finish with a seven-inch touchscreen display, rotary button controls on the armrest and outstanding soundproofing to minimise cabin noise and assist with operator concentration. The cabin has heating and climate control, ample floor space and a range of features designed for user comfort. Hyster developed the new cabin because

the company understands that a comfortable operator is a productive operator.

of necessary wires and additional interfaces and displays

The new cabin is designed for excellent all-round operator visibility with curved, scratch-resistant front and rear windows, armoured glass top window and toughened glass doors, with a slimline steel frame.

• New structure with additional driver space and optional trainer seat

With the new cabin, operators can lift high with minimal obstruction to visibility due to the tall front window and full glass panel overhead.

“The new cabin has outstanding flexibility, and can be easily tailored to different applications. For example, if the operator is working at night, the display can automatically dim for less distraction and the control arm panels all have back light options, so the switches illuminate when active or an option is present,” said Mr Fagg.

The cab is designed for excellent visibility during driving, reversing and manoeuvring. With the largest full glass panel doors in the industry and class-leading headspace, operators can also get in and out of the cab easily, even when wearing a hardhat.

• Lateral sliding seat to provide space for a trainer seat

Enhanced flexibility, simplified maintenance The H16-18XD series’ new cabin provides simple maintenance, due to universal architecture, a reduced number of unique components and a common interface across all product lines. Additionally, the new cabin provides greater flexibility, both for the operator, and for fleet managers, with new features including: • Increased possibilities and options to change settings to optimise the truck for particular applications and personal preferences • A CAN bus system that provides direct information to the service mechanic and reduces the amount

Hyster’s new H16-18XD series big truck

OnRobot Soft Gripper highly flexible The new OnRobot food-grade Soft Gripper is able to pick a wide array of irregular shapes and delicate items in food and beverage, cosmetics and pharmaceuticals production, as well as manufacturing or packaging Automation just got easier for food and beverage and other “clean” applications such as cosmetics and pharmaceuticals that need to handle items from eggs to fruit, to bottles or irregular-shaped containers. The flexible OnRobot Soft Gripper uses three interchangeable silicon-moulded cups in star and four-finger configurations to pick up almost any small object under 2.2kg with a delicate, precise touch. The electric Soft Gripper is food-grade certified (complies with FDA 21 CFR for non-fatty items and EC 1935/2004) and unlike traditional vacuum grippers, it requires no external air supply, so it can reduce both cost and complexity. “Our new Soft Gripper is challenging existing

solutions for picking hard-to-grasp, delicate and odd-sized items,” says CEO of OnRobot, Enrico Krog Iversen. “Unlike proprietary solutions, the Soft Gripper offers seamless integration with most collaborative robots and light industrial robots through our One System Solution.” OnRobot’s award-winning One System Solution is a platform that provides a unified mechanical and electrical interface between leading robot arms and any OnRobot end-of-arm tooling (EoAT). The One System Solution has been newly expanded to include integration with robots from ABB Robotics and Hanwha Precision Machinery. Now, users of those robots can take advantage of the unified mechanical and electrical interface of any OnRobot product, for easier integration and faster ROI. While the Soft Gripper is ideal for food and beverage applications, it also provides flexible, delicate gripping for manufacturing and packaging. Soft Gripper Features: • Up to 2.2kg payload based on shape, softness and friction of items to be handled • Grip dimensions ranging from 10mm-118mm depending on cup used • FDA certification

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• Flexible, interchangeable silicon cups • Ideal handling for delicate objects and irregular shapes • No need for supplied air • Fast, flexible deployment with seamless integration on all major robot brands

Increased Demand in Australia IDC has forecast that global spending on robotics systems and drones will reach $128.7 billion for 2020, with spending expected to reach $241.4 billion by 2023.[1] Also, AlphaBeta estimates that automation can boost Australia’s productivity and national income by $2.2 trillion by 2030, while leading to the development of new products, services and business models.[2] The collaborative robots market in Asia Pacific will grow at a 2020-2026 CAGR of 45.46% with an addressable cumulative market value of $13.17 billion over the next seven years in terms of cobot hardware.[3] The Asia Pacific pharmaceutical & cosmetics industrial robot market is expected to grow by 13.3% annually and reach $544.67 million by 2025[4], while the food robotics market will reach $1,162.3 million by 2026, grow at a 14.6% CAGR over 2019-2026.[5]

NEW PRODUCTS Proven title and new at the same time: tribo-polymer iglidur E7 for energy-efficient plain bearings

text

Treotham expands its plain bearing range with the very abrasion-resistant igus material iglidur E7

range for various applications. iglidur E7 is among them.

With specifications such as low coefficient of friction and excellent vibration dampening, the tribo-polymer iglidur E7 has already proven its strengths in the sliding elements of the drylin linear technology from igus.

The tribo-polymer has been used in the sliding elements of drylin linear systems since 2012 and has been available in dryspin lead screw nuts since 2018. iglidur E7 has already proven itself in many applications such as camera lenses, train doors and even 3D printers.

Now the plastics specialist has also included the material in its plain bearings catalogue range. This also allows users to benefit from iglidur E7 mechanisms with rotating or pivoting movements. The low coefficient of friction of the material ensures smooth movements, reduces the required drive energy and saves additional costs. In times of advancing automation of the industry, durable, cost-effective and above all energy-efficient machine components are called for. Since 1983, the motion plastics specialist igus has been developing tribo-polymers for plain bearing technology that are free of lubricants and therefore free of maintenance. igus has a total of 57 iglidur materials in its product

Above all, the vibration-dampening specifications of the tribo-polymers convince the user. Therefore, igus has now further developed the material for its plain bearing range. The iglidur E7 is specifically designed for low to medium loads in pivoting movements and withstands surface pressures of up to 18 MPa in motion. Due to the very low coefficient of friction of the iglidur E7, the drive energy is reduced, saving costs for the user. The new plain bearing material is suitable for flap or sensor bearings. Further applications are found in packaging, textile machinery and furniture

technology. Tried and tested in the field, proven in tests All iglidur materials are tested by igus in its own 3,800 square metre test laboratory in more than 15,000 application-related tests per year. The collected findings are incorporated in the online selection aids such as the iglidur expert. In the test laboratory, iglidur E7 was impressive in the pivot test at a speed of 0.01m/s and a load of 1MPa on all shafts with a very low coefficient of wear of 0.3 to 0.8. Currently iglidur E7 is available from Treotham as a plain bearing in 12 standard dimensions. Further dimensions and customised designs according to customer specifications are available on request. Even special parts can be produced by injection moulding from tools made in the conventional or print2mold method as well as from the appropriate bar stock.

Kemppi expands helmet range Leading international welding equipment manufacturer, Kemppi, has launched its next-generation Alfa and Beta welding helmets and respirator models. The new e-series models provide excellent protection for arc welding, cutting, grinding, gouging and inspection processes. What’s more, they deliver refined performance, durability and comfort to suit various budgets. The new e-series range has been designed using feedback from ‘active welders’ to deliver greater wearable value. Highly robust and durable, both the Alfa and Beta e-series models feature an impact-rated shell that is tough and strong, yet lightweight. The spacious design of both the Alfa and Beta e-series accommodates eyeglasses and half masks, while also allowing good access to tight spaces. Plus, several settings and features support easy adjustment for the best personal fit and extra welding comfort, including a comfort headband, integrated magnifying lens holder and an overall 20% weight reduction when compared to previous Beta models. Users can also choose from new, optional leather neck and shoulder protectors.

Both Alfa and Beta e-series models include a flip-up welding lens that is perfectly positioned for pre and post-weld inspection. Plus, the lenses’ GapView feature is especially suitable for tacking and setting work. The large and clear impact grade inspection lens has a viewing are of 80cm2 and is certified to EN 175B and AS/NZS 1337.1. Users can choose from a wide range of welding lens options.

Alfa e-series Starting at just 467g, the Alfa e-series welding helmets are Kemppi’s most lightweight and compact face shields in its welding safety product range. A durable, low-cost solution that provides protection for all general welding applications and grinding, the Alfa e-series welding helmets are equipped with either a passive glass welding lens or auto-darkening ADF welding lens.

The range includes 3 models that are equipped with either passive or automatic ADF lenses. Fitted as standard on the Beta e90A and Beta e90 SFA models is the new SA60B ADF welding lens. The SA60B ADF welding lens offers a 30% larger viewing area, excellent optical performance and brighter colours due to LiFE+ Colour technology. The lens measure 60mm x 100mm and features a welding shade range 3.5/5/9-13 with cutting and grind models. It is powered from a solar cell panel, supported by two replaceable CR2032 batteries. The Beta PFA/SFA/XFA e-series respirators offer reliable protection from work-related, airborne contaminants and are certified with a maximum inward leakage level of 2%.

Beta e-series

The respirators provide cool and clean breathing air from either a PFU 210e battery powered filter unit, offering optimal freedom of movement around the workspace, or a supplied breathing solution, featuring RSA230 connection to a breathing source.

The Beta e-series has been designed for professional welders. Certified for welding, cutting and grinding according to EN175 B and AS/NZS 1337.1, the lightest model in the range weighs only 473g.

The release of the new e-series models in the popular Alfa and Beta range deliver lightweight comfort and protection for the face, eyes and lungs at competitive price points.

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ANALYSIS Inventory management 4.0 Industry 4.0 is changing the way we work across the supply chain. Using AI, sensors, and Internet of Things (IoT) technology, a smart and data-driven distribution center can be developed. For example, by cross-referencing enterprise resource planning (ERP) systems with consumer trends data, AI technology can automatically order the correct amount of raw materials to fulfil orders, reducing waste and increasing profit.

Lead times

intelligent and insightful software. Of course, Robo-bots is a theoretical company with theoretical circumstances, but the message remains the same. Intelligent inventory management holds huge potential for improving a business’s top and bottom line.

As the complex web of distribution is opened to the benefits of AI, the supply chain could have a bigger economic benefit than any other application of AI in manufacturing.

As Industry 4.0 empowers your supply chain to manage different orders faster, lead times for customers will shorten. However, this increases the pressure to deliver on time, every time. To alleviate this, AI enables you to spot gaps in your inventory before it’s too late, and maintain long-lasting customer relationships, built on trust and reliability. Applying these practices to a theoretical example provides an insight into the financial benefits AI can reap. Imagine a robot distributor — we’ll call them ‘Robo-bots’.

Using this technology, distributors will no longer need to predict demand for products through guesswork but will instead merge datasets to make accurate predictions about the future, enabling them to make well-informed business decisions.

Inventory level efficiency With insight into future demand, AI can also help with forecasting the demand of your suppliers, based on previous orders. This means crucial decisions can be made to optimize stock levels. For example, if your AI software lets a distributor know that many other distributors will want the same equipment in 12 months’ time, you would be sure to jump the queue and get ahead by ordering it much sooner than this.

Cost of goods sold Why does it matter if inventory levels aren’t optimised? Well, it’s related to inventory level efficiency. Your cost of goods sold (COGS) will reduce since you don’t incur costs of holding inventory beyond its use. In 2015, the cost of over-stocking was $470 billion, and of under-stocking was $630 billion worldwide, according to IHL Group. Freeing up cash and storage space creates the potential for savings.

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Robo-bots was taken by surprise by a recent shortage of components for the manufacture of its machines, facing huge unexpected lead times from its suppliers. As demand for robots grows year on year, so does the order volumes of their essential components. The cause of Robo-bot’s delay was its supplier’s struggle to source harmonic drives, bearings and ball screws for use in its robots. If Robot-bots had used AI software, things could be different. AI could scour data – such as robot demand, bearing supply and ball screw supply, much faster than a human could possibly do. Then, it could cross-reference this data with the company’s own order history, inventory and figures to flag up that the business was running out of components in advance. Interestingly, this software can also be used to flag growing markets. In this instance, it could identify an increasing market for cleanroom robots. As per the insight, the Robo-bots could make the decision to order some of its usual robots with additional cleanroom adaptations. Suddenly, Robo-bot’s stagnant top-line growth seems much more prosperous, thanks to the integration of

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AI does not only hold potential for machine builders, but also for resellers and distributors of industrial equipment. Consider a servomotor distributor as an example. The company has a regular order with a servomotor supplier, receiving a bulk order every quarter. One year later, the distributor discovers that demand for these motors was not as expected, and a stockpile of servomotors has formed in the warehouse, taking up valuable storage space and cash. Toavoid this, the distributor could implement AI distribution software, to track inventory, market trends, sales and demand throughout the supply chain. If the demand isn’t there, the distributor could have made a more informed decision before partnering with the servomotor supplier. Using AI for inventory management can help to avoid poor decisions, as well as inform new investments. However, this improvement won’t happen overnight. The success of this software will rely heavily on high data granularity, and businesses need to make sure they are building AI readiness now. Granularity is used to characterize the scale or level of detail in a set of data, of which AI is highly dependent on. The greater the granularity, the deeper the level of detail across the data. Whether AI implementation is in the forthcoming plans or not, it’s a good idea to ensure data collection and storage is effective. If we are to untie the $1.1 trillion lost through inventory distortion worldwide, AI could provide the answer.

REAR VIEW

The last thing companies should be doing right now is paying dividends The economic heart attack induced by COVID-19 has revealed an ugly truth – many very large companies have too little cash to ride out sharp downturns. Cash flow variability, and the inability to retain earnings to buffer that variability, is one of the most common reasons small businesses fail. Because large companies have raised large amounts of cash through public offers and take in large amounts of cash in their ordinary operations, they ought to be more resilient. Yet even though the pandemic-inspired shutdowns are mere weeks old, many big companies such as Virgin Australia and listed childcare providers are already pleading for or receiving public guarantees and bailouts.

demand for that stock. Third, to lock in these historically high dividend payout ratios, shareholders, including institutional shareholders such as superannuation funds, have demanded boards agree to dividend guarantees. In Australia these demands for higher and higher dividends have been partly driven by dividend imputation which attaches a “refund” of company tax to dividend payments, making them even more valuable to mum and dad investors, and also to super funds, which have a heavy bias to equities.

Both the Bank of England and New Zealand’s Reserve Bank have stopped their banks paying dividends. On Tuesday Australia’s Prudential Regulation Authority took the unusual step of writing to banks asking them to be extremely cautious about paying dividends. The Australian Shareholders’ Association has urged the government not to go further and issue a formal direction to banks to suspend dividend payments, saying shareholders rely on dividends to “cover their living expenses”.

Fourth, executives have been incentivised to make sure share prices climb higher and higher by remuneration packages that provide bonuses linked to high share prices.

Things can’t return to how they were before

Other companies such as Flight Centre and Cochlear are rushing to raise extra funds though discounted share placements. Bond and debt markets are experiencing severe problems, making it difficult for these companies to borrow.

Finally, companies have had to borrow heavily to cover ever increasing dividend payments and buybacks.

Why are big companies so vulnerable?

As Edward Altman, father of the Altman Z-score for predicting bankruptcy, observes, the vast majority of US companies are now B rated (just above junk). Thirty years ago, many were A rated.

Until then, the public might be being asked to pick up the tab to save needlessly febrile companies, just as it has picked up a different sort of tab as a result of systemic misconduct in banking justified by need to keep shareholder returns high.

Catastrophic declines in cash flow are only half the story. The other half is the three-decade focus on maximising shareholder returns. Companies have used four strategies to keep their share prices high and push them higher.

Increased borrowing is making it hard for many companies to borrow more money or to issue bonds except at junk-grade interest rates.

First, they have paid out profits to shareholders in the form of dividends, leaving them with less to build cash buffers, pay higher wages and reinvest in the business.

The COVID-19 crisis has exposed the flaws of sucking liquidity out of companies to maximise shareholder returns as did the global financial crisis before it.

Reserve Bank research shows that over the past three decades dividend payouts have trended up over time to more than 80 cents of every dollar of corporate profits.

Directors have a legal obligation not to trade while insolvent. Not having enough cash on hand to pay bills as and when they fall due triggers this obligation.

In some companies dividends payouts exceed 100% of profits. Second, the same Reserve Bank research points to the increased use of share buy-backs and dividend reinvestment plans. The former boosts share prices by shrinking the stock of shares. The latter boosts

Directors need to consider their legal duties

In times of crisis where the solvency of corporations is a live question, preferencing shareholders over creditors and employees by paying dividends or buying back shares or borrowing to pay dividends is likely to be a breach of duties because it sucks even more liquidity out of the business and increases leverage.

When the pandemic is over, and the economy recovers it will become clear that the pre-crisis rates of shareholder returns were not sustainable.

Post-crisis, companies should be made to wind back returns to shareholders in order to build adequate buffers, invest in their businesses and pay their workers more.

In some companies dividends payouts exceed 100% of profits.

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