November 2017
Need High Quantities of Prototypes Fast? direct3dprinting.com.au
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Welcome to the driver’s seat Jacinda - but are you still driving the same car?
6 MANUFACTURING TECHNOLOGY Digital Twinning: The future of Manufacturing.
-Dr. Wolfgang Scholz, Director HERA Now we have a new government – we have a left of centre mix of policies. Which on first principle should be building innovative, high value local manufacturing with the aim of increased prosperity and our ability to pay our way in the world. And for me, I congratulate the team around Prime Minister Jacinda Arden for being in the driver seat and look forward to seeing her make true on her promise “let’s do it”. You may recall some of our advocacy clearly advised that our local SME’s should gain from these policies. And, although still lacking details - we need to make sure that the promised R&D tax credits and business
innovation, government procurement rules applying for subcontractors and pushing low emission technologies are indeed implemented. But for this to happen, we all need to continue formulating policy to our new coalition partners and make sure our voices are heard by them.
7
The original election policies got it right While keenly awaiting the announcement of the agreed policy framework for our new government, I stumbled across the pre-election policies. It’s a worth-while read that reminds us what we requested and what was
MANUFACTURING TECHNOLOGY Objective 3D ahead of the game
continued on Page 12
Fero committed to long-term partnership with Samoa New Zealand’s leading wiring and assembly solutions manufacturer says it has a long-term commitment to Samoa and hopes it will lead the way to other New Zealand businesses setting up operation there. Fero is an Auckland-based family-owned business that manufactures wiring looms for local technology manufacturers, ranging from automotive and marine lighting, to air conditioning units, air quality sensors and aeronautical units.
9 NZMEA New Government – what could – and what will - they do to improve conditions for manufacturers?
It is in the process of setting up operations in the premises formerly occupied by Yazaki EDS, which closed recently puttig more than 700 people out of work. Fero has already signed up 60 former Yazaki employees Sam Fulton
continued on Page 10
31 REAR VIEW Why we can’t rely on corporations to save us from climate change.
Inspiring Manufacturing and Innovation Excellence
1-3 May 2018
ASB Showgrounds, Auckland
www.emex.co.nz Interested in Exhibiting? Contact our Sales Manager Aad van der Poel
Aad@xpo.co.nz | 021 314 199
With a 40 year history in New Zealand, EMEX is the largest technology trade event for the manufacturing, engineering and electronic industries. Bringing 1000’s of industry professionals and innovators together: • To Showcase, Educate & Sell to the industry professionals • To see and touch the latest products and technology for the sector • To better understand regulatory change within the industry
2018
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Media Kit including Editorial Calendar
Materials for Smart Manufacturing / Disruptive Technologies / Export Success / Trade Show Previews and Reports – EMEX 2018 / Company Profiles / Analysis / Interviews / Food Manufacturing / Infrastructure / Productivity / Regional Development / 3D Manufacturing / Climate Change / The Circular Economy / Skills & Talent / Robotics / Design for Manufacturing / Preventative Maintenance / Construction / IIoT / Cyber Security / Additive Manufacturing / Logistics & Distribution
For a copy of the 2018 Media Kit please email publisher@xtra.co.nz
CONTENTS DEPARTMENTS
4 EDITORIAL Now you’ve done it! NEWS 5 BUSINESS New technology drives grow at EMEX 2018. TECHNOLOGY 6 MANUFACTURING Digital twinning: The future of manufacturing? Objective3D ahead of the game. Engineering and IT graduating students showcase creativity.
9 New government- what could – and what
THE MANUFACTURERS’ NETWORK
ADVISORS Craig Carlyle
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Is Director of Maintenance Transformations Ltd, an executive member of the Maintenance Engineering Societyand the Event Director of the NationalMaintenance Engineering Conference.
will – they do to improve conditions for manufacturers?
TECHNOLOGY 10 MANUFACTURING Clone 3D and Fuji Xerox, sharing a true passion
Catherine Beard
for 3D print.
Is Executive Director of Export NZ and Manufacturing, divisions of Business NZ, NewZealand’s largest business advocacy group, representing businesses of all sizes.
13 DEVELOPMENTS Nature vital to beating climate change. Maintenance engineers bring awareness to evening to Manukau.
14 ANALYSIS Don’t make the mistake of confusing high
resolution with accuracy. Is your talent management strategy ready for the global skills gap?
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MANUFACTURING 17 SMART Management and manufacturing dashboard
developed. How advanced industrial companies should approach AI strategy. Simcenter 3D advances computer-aided engineering and simulation. IMAGR secures investment to roll out shopper experiences.
Dieter Adam
Chief Executive, New Zealand Manufacturers and Exporters Association has a Ph.D. in plant biotechnology, consulting and senior management roles in R&D, innovation and international business development.
14
PRODUCTS 22 NEW Schaeffler signpost the future of condition
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.
monitoring. Portable Power Box set delivers hydraulic precision.
MANUFACTURING 24 FOOD Condition monitoring in the food industry. Flowfresh hygiene credentials on show.
CHAIN 26 SUPPLY Lean Six Sigma Logistics. 27 ENERGY Car mirror technology to streamline solar energy
19
production. Major waste – to - energy project honoured for innovation.
28 DEVELOPMENTS Southern Cross Engineering installs gantry crane at Metalcraft.
NEWS 29 BUSINESS Confidence increases as Kiwi exporters widen the
Dr Wolfgang Scholz
20
net. Mercury and Air NZ accelerate transition to electric vehicles.
AND SAFETY 30 HEALTH New focus on hazardous substance safety. VIEW 31 REAR Why we can’t rely on corporations to save us from climate change.
24
Is HERA Director and a Fellow of the Institute of Professional Engineers NZ.
PUBLISHER
Media Hawke’s Bay Ltd,1/121 Russell Street North, Hastings, New Zealand 4122.
MANAGING EDITOR
Made promises you have to keep…
Doug Green T: +64 6 870 9029 E: publisher@xtra.co.nz
CONTRIBUTORS
Dieter Adam, Holly Green, Vishnu Rayapeddi, Dr. Wolfgang Scholz, Terry Hiskey, Alexandre Pachulski, Wouter Baan, Joshua Chang, Christopher Thomas www.mscnewswire.co.nz
ADVERTISING
Doug Green T: + 64 6 870 9029 E: publisher@xtra.co.nz
DESIGN & PRODUCTION Kim Alves, KA Design T: + 64 6 870 8133 E: kim.alves@xtra.co.nz
WEB MASTER
Bruce Metelerkamp E: bruce@hha.co.nz
PUBLISHING SERVICES On-Line Publisher Media Hawke’s Bay Ltd
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Vol.8 No.10 November 2017 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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NZ Manufacturer November 2017
Now you’ve done it!
/
I’m talking about the new government here and their promised R & D tax credits and business innovation, government procurement rules applying for subcontractors and pushing low emission technologies.
of our root causes of our lack of real economic growth in terms of GDP per capita, and per hours worked – need to make it easier for businesses in the productive economy to access capital.
This from Dr. Wolfgang Scholz, Director, HERA who goes on to say “for this to happen, we all need to continue formulating policy to new coalition partners and make sure our voices are heard by them”.
Wages have failed to grow significantly for far too long. This is not only unfair but also means the only stimulus for domestic demand – apart from immigration – comes from people who feel wealthier because of the nominal increase in property values.
Dieter Adam of The Manufacturers’ Network (formerly NZMEA) says that the Labour-led Government’s plans for the first 100 days covers a range of areas, a number of which have the potential to impact manufacturers.
Higher wages need to be funded from ‘somewhere’ and that ‘somewhere’ must be a significant increase in (labour) productivity, not by eating into manufacturers margins that are constantly already under threat from global competition.
He wonders if it is realistic to increase the housing stock in the face of the crippling skills shortage in the building and construction industries. “Further restrictions on migration may put pressure on new builds, unless new migration policies really manage to have a highly targeted impact”. And any tax changes aimed at tackling poor productivity – one
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Doug Green
Success Through Innovation
EDITORIAL
Not everything that can be counted counts, and not everything that counts can be counted. -William Bruce Cameron
BUSINESS NEWS
New technology drives growth at EMEX 2018 The growth trend within the engineering and manufacturing industries already visible at Emex 2016, sees next year’s show set to be the biggest event in its 40 years history.
decisions! Close to 80% of the total number of visitors will make contact with an exhibitor after the show.
promote what your company can offer.
EMEX 2018 is to be held at the ASB Showgrounds in Auckland from May 1-3, 2018.
Demand now sees it expand and further develop its reputation as the premier Technology event to showcase and see services relating to the manufacturing, engineering and electronics industries. The response from industry has been so great that another hall has been added. Featuring amazing examples of technology, inspiring manufacturing and innovation excellence, the new hall will be a hub for innovation, industry training and employment opportunities. EMEX 2018 will look quite different from previous editions. There will be more categories represented and more activities to participate in. In conjunction with the Manufacturers’ Network and Competenz, the industry apprenticeship organisation as well as the Manukau Institute of Technology, there will be apprenticeship workshops and speed meet sessions for motivated high school students
looking to start a career in engineering or manufacturing. There will be a myriad of live demonstrations at regular times of the latest equipment such as CNC Machine Tooling, Laser cutting, Waterjet cutting as well as welding with augmented reality competitions and much more.
Three-quarters of the over 5,000 attendees are responsible for buying
These numbers speak for themselves!
If you have ever given it thought to be part of EMEX as an exhibitor, now is the time to do it and to benefit from the increased visitation, a trend that started with the 2016 show. The expansion of the event has opened up more space for exhibitors that wish to bring their products to a wider audience. EMEX 2018 has also some very attractive sponsorships available. Please get in touch if you’re interested in getting more exposure at the show by picking up one of these options. With thousands through the show doors, it’s a great place to be seen and
Find a great home for your business EAST TAMAKI A great place to do business
getba.org.nz www.nzmanufacturer.co.nz
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NZ Manufacturer November 2017
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MANUFACTURING TECHNOLOGY
Work expands so as to fill the time available for its completion. -C. Northcote Parkinson
Digital twinning: The future of manufacturing? By Terri Hiskey, vice president product marketing, manufacturing at Epicor Software The most innovative manufacturing businesses are take advantage of the new wave of industry-transforming technologies such as the Internet of Things (IoT), big data, robotics, and artificial intelligence (AI). The concept of ‘digital twinning’ has gained momentum as more manufacturers invest in smart machines that are transforming the industrial landscape. Defined as the mapping of a physical asset to a digital platform, digital twinning lets manufacturers gather data from machine sensors to find out how they are performing in real-time. Earlier in the year, Gartner named digital twinning as number five in its top 10 strategic technology trends for 2017. (1) It predicts that within three to five years, billions of things will be represented by digital twins and a recent Research and Markets report (2) suggests that up to 85 per cent of all IoT Platforms will contain some form of digital twinning capability by 2022. (3) Furthermore, this survey found that 75 per cent of executives across a
broad spectrum of industry verticals plan to incorporate them within their operations by 2020. Manufacturers should take digital twinning seriously because, when we start connecting IoT endpoints, devices, and physical assets to data sensing and gathering systems, the data extracted can be turned into valuable insights to optimise and automate processes. The potential for digital twinning to positively impact business outcomes are almost endless. Digital twins are possible for all kinds of physical products from microchips to luxury cars. Formula 1 uses digital twinning to gain crucial, race-winning insight from a digital twin running exactly the same race as the physical car. For manufacturers, digital twins boost efficiency and productivity by letting companies monitor the construction of plants, manage assets, and test final products. Predictive maintenance, where sensors continuously collect machine condition data which can be used to calculate
Alibre Design is back! Professional and Expert versions.
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Proving that wishes do come true, the former Alibre Inc., management team have taken back ownership of their soware from 3D Systems and produced a new version of Alibre Design. We’re back on track looking at a very bright and posive future for the soware. New soware available late June. Expert version: $4020.00 + GST and Professional version: $2186.00 + GST Prices include First Year Annual Maintenance. Orders being taken now.
component wear rates, production loads, and life spans uses digital twinning to determine the optimal time for maintenance. This avoids the cost of major repairs and premature or unnecessary maintenance.
For manufacturers, digital twins boost efficiency and productivity by letting companies monitor the construction of plants, manage assets, and test final products. The potential savings from digital twins are enormous, especially when it comes to prototyping. With conventional product development, physical prototypes tend not to be built until late in the process. Having twinned a device, a digital prototype can be used to run simulations in virtual reality that can be modified at any time at minimal cost through the entire production process. Manufacturers can then reduce development time and costs, and predict failure scenarios and potential downtime for improved efficiency. Manufacturers can use software to collect data directly from equipment and operators on the shop floor in real time. This information is presented on touchscreen technology, delivering 360-degree picture of the what, why, and when of downtime, cycle time, quality, and scrap. Manufacturing execution systems (MES) let the business act to improve performance. These systems can
be linked with enterprise resource planning (ERP) solutions to connect the entire business to the manufacturing process. Using wearable technology such as smart glasses, manufacturing engineers can visualise data relating to a specific product or task. For example, a maintenance team can access an augmented reality (AR) view of hidden systems and link to real-time information about the object. AR helps drive operational efficiency by reducing production downtime, identifying problems quickly, and keeping processes moving. Companies that use digitalisation to improve efficiency, quality, and productivity will streamline business and let manufacturers refocus time and money into growth. Digital twinning bridges the gap between the physical and digital world and is the future of manufacturing. References: (1) http://www.gartner.com/ smarterwithgartner/gartners-top-10-technology-trends-2017/ (2) https://globenewswire.com/newsrelease/2017/03/27/945240/0/en/ Global-Internet-of-Things-IoT-DigitalTwinning-Market-Outlook-2017-2022Focus-on-IoT-Enabled-Physical-to-Virtual-Mapping-and-Management.html (3) https://www.researchandmarkets. com/research/8mhnkb/internet_of
All users of Geomagic Design with current Annual Maintenance will automatically receive a copy of the new Alibre Design software. Anyone with an old Alibre or Geomagic license will be able to renew their maintenance without penalty and receive the new software. Best value for money Design soware NZ supplier and training provider for Alibre Design
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NZ Manufacturer November 2017
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TechRentals® is an IANZ endorsed Calibration Laboratory. We offer both IANZ Endorsed and Traceable Calibrations of test and measurement equipment, including:
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I don’t like a man to be too efficient. He’s likely to be not human enough. -Felix Frankfurter
MANUFACTURING TECHNOLOGY
Objective3D ahead of the game Objective3D, a leading provider of 3d printing and 3d scanning technology in Australia and New Zealand, has partnered with Desktop Metal. Desktop Metal, a US based company, is committed to making metal 3D printing accessible to global manufacturers and engineers thorough an extrusion based metal technology which is a cheaper alternative to what is currently available in Metal 3D Printing. Earlier this year, Desktop Metal launched the Studio System and Production System covering the full product lifecycle – from prototyping to mass production – which marks a fundamental shift in how products will be developed and brought to market. The Studio System is the first office-friendly metal printing system for rapid prototyping. The Production System is the fastest 3D printing system for mass production of high-resolution metal parts today. The Production System is the first metal 3D printing system for mass production of complex parts that is up to 100 times faster than current laser systems. The Production System delivers the speed, quality and cost-per-part needed to compete with traditional
manufacturing processes. The Production System builds metal parts in a matter of minutes instead of hours! Leveraging low-cost Metal Injection Moulding (MIM) powder, it is designed to deliver high throughput and a more competitive per-part costs. These two metal printing systems are currently transforming the way metal parts are created and produced. They mean that customers can reduce costs and leap ahead of the competition by digitising their product development process and enhancing their transition to the 4th Industrial Revolution. The addition of both the Studio System and Production System from Desktop Metal strengthens Objective3D’s commitment in helping solve their client’s business needs while getting them to market faster. Desktop Metal 3D printers join Objective3D’s robust portfolio of best-in-class solutions including; Thermoplastic and Photopolymer 3D printers from Stratasys, Direct Metal Laser Cusing 3D printers from Concept Laser and 3D Scanners from Artec. Both the Desktop Studio System and Production System are available to
Desktop Metal Studio
reserve. Studio Systems are expected to begin shipping from June 2018 while the Production Systems are expected to ship in late 2019. About Objective3D Objective3D delivers 3d printing and 3d scanning technology and expertise that enables designers, educators and manufacturers unlock innovation and turn ideas into reality. With more than 40 years of combined experience and over 200 customers in medical, education, automotive, military and other industries, Objective3D provides best-in-class solutions from Stratasys, Desktop Metal, Concept Laser, Artec3D and Makerbot. Objective3D also provides manufacturing on demand through Objective3d Direct Manufacturing which houses the largest range of
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FDM and PolyJet machines. ISO 9001 certified, Objective3D is a Stratasys Platinum Partner and a multi-year winner of customer satisfaction awards in Asia-Pacific. About Desktop Metal Desktop Metal, Inc., based in Burlington, Massachusetts, is accelerating the transformation of manufacturing with end-to-end metal 3D printing solutions. Founded in 2015 by leaders in advanced manufacturing, metallurgy, and robotics, the company is addressing the unmet challenges of speed, cost, and quality to make metal 3D printing an essential tool for engineers and manufacturers around the world. www.objective3d.com.au www.objective3d.co.nz
NZ Manufacturer November 2017
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MANUFACTURING TECHNOLOGY
For every disciplined effort there is a multiple reward. - Jim Rohn
Engineering and IT graduating students showcase creativity Final year student projects for Bachelor of Engineering, Bachelor of Information Technology, recently in Wellington.
Zealand Susan Freeman-Greene and Paul Matthews from IT Professionals NZ.
The projects which represent more than 450 hours of each student’s time have been completed with and for industry as part of the final year of study.
“Commitment, collaboration and creativity skills are essential skills for today’s workforce and these are exactly the skills being demonstrated by the students showcasing their talent.”
Depending on the size of the company or organisation, the projects are undertaken with Research and Development specialists and teams or with individual managers who are seeking to improve processes or looking to have new and original ideas applied to their business. More than 130 intermediate age children viewed the student projects during the day with a formal function in the evening for industry and the community. Guest speakers included Chief Executive of WelTec and Whitireia Chris Gosling, Hutt City Mayor Ray Wallace, Chief Executive of Engineering New
The student projects covered a wide range of areas and proposed solutions for many real-world problems. They included an automated system for opening and closing existing household curtains, an Aandroid App called “Raise your Game” for former Black Sticks Captain Suzie Muirhead where athletes can input their data and this can be used for planning and development with coaches.
DEALERS SOUGHT For over three decades Roland DG have become experts in 3D digital fabrication technology systems.
A group of students developed an App which allows the Wellington South Community Patrol to automate reporting to NZ Police. A weather monitoring system for remote locations and a wireless sensor network for forest fire detection were showcased alongside seismic strengthening projects, designs for medium density housing and “Green” house design. “Emugeddon” – an online game built from scratch entertained visitors to the exhibition. Chief Executive of Engineering New Zealand Susan Freeman-Greene told the students about the incredible opportunities for engineers and IT professionals. She highlighted the pace of change facing the engineering and IT industry which provides opportunities for new graduates with fresh ideas and technical and technological skills.
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Hutt City Mayor Ray Wallace said that the students were the future workforce of “Technology Valley” which has the fourth largest number of medium and high tech companies located in the area. “We are incredibly fortunate to have such bright young minds working in STEMM (Science, Technology, Engineering, Maths and Manufacturing),” said Mayor Wallace.
including Christmas Looking for a Christmas treat for key employees? Or yourself? The GPS-fitted Fitbit Ionic is a sports watch-activity-aid that seamlessly fits into today’s energetic lifestyle.
No problem. Your ‘wrist assist’ is loaded with a wallet function connected to your ASB credit card (the ANZ link is imminent), so you do the ‘touch-and-go’ and you are back en route to a good reception at home.
Mitch Boocock Channel Partner Manager 021 332 744 mitch.boocock@latitude.net.nz
Paul Matthews from IT Professionals NZ noted that industry places a high value on IT degrees and that graduates earn 17% more income than a non-degree qualified employee.
Fitbit Ionic the watch for any occasion,
You are nearing the end of a post-work jog or walk, happily having left your wallet and phone behind and you suddenly remember you need to get bread and a bottle of wine for supper.
We are seeking interested parties to become local dealers for the range of Roland DG milling machines, 3D printers and engravers. This is a rare opportunity to represent an internationally successful and reputable brand. If this sounds like something you want to be a part of contact us today for more information.
“Commitment, collaboration and creativity skills are essential skills for today’s workforce and these are exactly the skills being demonstrated by the students showcasing their talent.”
If you are showering – it’s waterproof to 50M -- and going out for a special occasion afterwards, no problem, four clicks later and your sweaty, standard rubber, boot-camp strap is replaced with a plush quality, soft leather click-on. A flick of the touch-screen later and the watch face has changed from a standard, macho printout with heart-rate, distance and time measures, into an elegant, classic, analogue-faced evening watch. Proof you don’t have to be clunky to be efficient. Download 300 of your favourite pieces of music, connect up to a set of Blue Tooth headphones (Fitbit Flyer, sold separately) and head for the gym, leaving your
phone behind. If you don’t like the way the included apps are arranged, move them to suit. The monitored battery will only need recharging every 4-5 days. The proprietary ‘Coach’ function can put you through a fitness regime in your home or hotel room that could save you the gym fees and more. The Ionic is open to developers, so expect a blood-oxygen monitor add-in shortly (it launched in the US with a Starbucks and Pandora app). It also has all of the features of its competitors. The touch screen allows you to sweep up and down and to the sides to source functions, apps and music. Three side buttons add to the functionality. A flick of the wrist and a screen bright enough to be clearly seen in direct sun shines back at you (useful in the night too). Silent alarm functions (up to 28 in a day); physical condition monitors; weather; your diary and task list downloaded, complete with reminders and notifications; Messenger, Facebook and What’s App are connected; the very useful prompts to do at least 250 steps per hour, to free you of the tyranny of staring at ‘the screen’, and a highly competitive retail price of NZ$499 too.
In order to be irreplaceable one must always be different. -Coco Chanel
THE MANUFACTURERS’ NETWORK
New Government – what could – and what will - they do to improve conditions for manufacturers? -Dieter Adam, The Manufacturers’ Network (formerly NZMEA)
The Labour-led Government’s plan for its first 100 days covers a range of areas, a number of which have the potential to impact manufacturers – some directly, many indirectly. Among the latter, the first one to come to mind is housing – anyone trying to find and retain quality staff, especially in Auckland, knows the extra pressure the recent years house price appreciation has put on people and wages. The banning of foreign ownership, alongside extra effort on the supply side through Housing New Zealand, may contribute to easing housing cost pressure. There has already been some softening of the market, but time will tell if the Government’s new response can tackle the long term problems, both on the supply and demand side of the coin. Questions remain as to how realistic big plans to increase the housing stock are in the face of a crippling skills shortage in the building and construction industry. Further restrictions on migration may put pressure on new builds, unless new migration policies really manage to have a highly targeted impact. In terms of the tax working group, any tax changes aiming at tackling our poor productivity, one of the root causes of our lack of real economic growth in terms of GDP per capita, and per hour worked, need to make it easier for businesses in the productive economy to access capital.
want to modernise machines on their factory floor – aside from the banks. Over the past 15 years or so successive governments have been quite comfortable intervening in capital markets by providing targeted funding stimuli for high-tech start-ups. Why wouldn’t government do the same
by the last Governor. The current acting Governor has expressed a sentiment that he is comfortable with the current exchange rate level, given the recent 5% fall – we hope the new Government will appoint someone who takes the issue more seriously and is willing to act.
Funding the investment in people, machinery and equipment required to maintain an internationally competitive manufacturing position won’t happen out of operating cash flows alone. for established manufacturing SMEs willing to modernise their operations? Another big area is the review of monetary policy and the eventual appointment of a new Governor. We have experienced years of an overvalued exchange rate that has hit margins and made it harder for import competing manufacturers. Despite expressions of unhappiness with the way the exchange rate has held back growth of the tradable sector, we never saw any real action
Labour has also set out to implement their policy of providing one free year of tertiary education at the start of next year, later expanding this to three years free. For this policy to really be effective, it needs to have a wide focus on other education and training options other than simply reinforcing the bias towards universities that we already have. Current policy proposals show no sign of being part of a bigger plan to address the growing, and already crippling,
skills shortages across the productive sector. They forego the opportunity to provide financial incentives only to those students willing to engage in education and training that benefits the productive sectors of our economy, for example. On the downside, moves to rapidly increase minimum wages and a general sentiment of “now it’s wage earners turn to improve their lot” hold significant risks to the competitive positioning of New Zealand’s manufacturing exports. Many peoples’ wages have failed to grow significantly for far too long – that’s agreed. That’s not only ‘unfair’, it also means that the only stimulus for domestic demand – apart from immigration - comes from people who feel wealthier because of the nominal increase in property values. But higher wages need to be funded ‘from somewhere’ – and that ‘somewhere’ has to be a significant increase in (labour) productivity, not by eating into manufacturers’ margins that are constantly already under threat from global competition.
Funding the investment in people, machinery and equipment required to maintain an internationally competitive manufacturing position won’t happen out of operating cash flows alone. We need a tax system that effectively incentivises and pushes investment into the productive areas of our economy, rather than the current system which tilts the playing field towards investment in speculative activities by not (adequately) taxing profits. A combination of a general R&D tax credits, accelerated depreciation for certain machinery and equipment, and a tax on gains from speculative investment would go a long way. Beyond that we also need to design processes by which manufacturing SMEs, for example, have alternative sources of capital to turn to if they
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NZ Manufacturer November 2017
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MANUFACTURING TECHNOLOGY
Success usually comes to those who are too busy to be looking for it. - Henry David Thoreau
Clone 3D and Fuji Xerox, sharing a true passion It was love at first sight for Hayden Bennett when he saw his first 3D printer. A successful marine business owner for twenty years, it was as much his fascination with 3D technology as his vision for how he could use it in his business, that made him buy the printer on the spot. After learning CAD, he started creating custom parts for his own business. And within three months he had to buy another 3D device just to keep up with the demand he’d generated.
and medium resolution prototypes,
Hayden required little encouragement to sell his marine business within the year, and turn his personal passion for 3D technology into a successful venture. He opened the doors to his 3D print bureau, Clone 3D, in 2014. Which, 15,000 items later, shows no signs of slowing down.
paid for itself in nine months, and the
Building a 3D business
The ProJet 2500 Plus
His first two commercial devices were fused deposition modeling (FDM) printers for extruding thermoplastics. Using these, Hayden produced low
The 3D Systems ProJet MJP 2500 Series
and end-use parts. Unsurprisingly, his first customers came from the marine industry. Clone 3D was a viable business three months from start up. His first printer other was more than paying for itself by that point. Client demand for better quality output pushed Hayden to make the jump to investing in a 3D Systems ProJet 2500 Plus from Fuji Xerox.
is designed to combine professional-grade 3D printing capabilities with easy part processing, an affordable
price, and an office-friendly footprint. It has a generous plate size of 295 x 211 x 142 mm, so Hayden can gang up more parts per print run, and the device delivers high resolution models, prototypes and injection moulded quality parts on-demand.
get into that market using low-end
The MultiJet Printing (MJP) process behind the ProJet 2500 Plus prints rigid parts with ABS-like plastics and elastomeric parts for real functionality and performance. The precise plastic parts are ideal for functional prototyping and rapid tooling, along with many other applications.
anything, in any orientation, any
The importance of picking the perfect 3D printer
that I wanted to go. I looked at
“I knew there was a market there for high-end prints, and it was difficult to
ProJet 2500 Plus. It had a price point
printers,” explains Hayden. “I spent six months and probably $30,000 testing four different brand devices from four different companies, and deemed them all to be next to useless. I needed something that would print complexity, and have it accurate. The cheaper printers just weren’t capable of it. I finally decided to go to Fuji Xerox and lease a 3D Systems ProJet.” “Fuji Xerox were just simple to deal with. They were very genuine and could really guide me in the direction several options but decided on the that would get me entry into the
continued from Page 1
Fero committed to long-term partnership with Samoa and plans to employ more once its Samoan operations begin later in the year. The company intends to expand to 200 people over the coming two years. General Manager Sam Fulton says the decision to relocate Fero’s off-shore operations from China to Samoa came about after the company analysed its long-term prospects.
our needs and its employees ticked all three boxes in abundance. Their quality standards were so high that they had gone four years running with zero production defects. Its former employees are therefore extremely knowledgeable, skilled and productive – so much so that I’d be pushed to find
any better here in New Zealand. It was a very well-run operation.” Mr Fulton has issued a challenge to other New Zealand businesses, saying many would benefit from shifting their manufacturing from China to Samoa.
“Yazaki’s premises are perfect for
“It’s the same time zone, English is widely spoken, many Kiwi businesses are already familiar with Pasifika cultures, transit times are a fraction of those from China and it is easily accessible to New Zealand and Australian markets. Furthermore, the Samoan government has been
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Mr Fulton says Fero had three major requirements of its new off-shore operation: quality, productivity and minimal impact on its New Zealand management resources.
NZ Manufacturer November 2017
Fero’s planned move into Samoa has already caught the attention of other manufacturers around the world, with companies from South Africa, Denmark, Germany and the USA showing interest.
Mr Fulton has issued a challenge to other New Zealand businesses, saying many would benefit from shifting their manufacturing from China to Samoa.
“We are always looking for ways of doing things better, faster, cheaper for customers and we want to be known for being relied on to deliver – no matter what the timeframe, quantity or specification. Growing challenges with China were making it increasingly difficult to live up to those promises.” Fero investigated several alternative off-shore options before learning of Yazaki’s intended departure from Samoa. It presented the perfect opportunity because, like Fero, Yazaki manufactured wiring looms and also had very high-quality standards and skilled employees.
incredibly easy to deal with.”
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Mr Fulton anticipates that other New Zealand companies could follow suit. “For years Kiwi businesses have been looking past the Pacific, to Asian off-shore opportunities and in doing so have failed to notice a highly-skilled and well-educated resource right on our own doorstep. “It’s a really exciting opportunity,” says Mr Fulton, “for Fero, for Samoa and for other New Zealand businesses too.” Fero’s New Zealand operations are based in Mt Wellington, Auckland
and currently employs 70 people. Establishing the Samoan operations will not result in any New Zealand job losses. The company is planning to initiate a mutually beneficial approach for its operations in both countries, for example by planning to establish an exchange programme whereby employees from its Samoan and New Zealand operations can have the opportunity to gain new skills in each other’s workplace. “We’re really excited about setting up operations in Samoa and are totally committed to a long-term partnership with this country,” says Mr Fulton. He commented that although Fero could transfer tax from its Samoan operations to New Zealand, it would not be doing so. “We want to have a true partnership with Samoa, including ensuring that the country benefits from the tax paid on our Samoan operation’s earnings.” He said that the company would also look into enabling its Samoan employees to achieve NZ Qualifications Authority unit standards, which would give them internationally-recognised qualifications.
MANUFACTURING TECHNOLOGY
The best way out is always through. - Robert Frost
for 3D print high-end ‘blue chip’ market, and could deliver the accuracy and detail that was expected. Fuji Xerox’s leasing option made it an affordable business proposition, and if I needed to trade up in the future, it wouldn’t be a problem.”
An investment in growth The ProJet 2500 Plus was a big commitment for Hayden’s busy but fledgling company. “When it turned up at the end of 2016 it was ‘oh my God, I don’t even have any work for it’, and that was a little scary,” says Hayden. However, generating work turned out to be remarkably easy. “I updated my website to show that I had the technology, and sent select clients some printed prototypes from the ProJet. Once the clients saw what I could produce they were just blown away, and I just started getting orders immediately. The ProJet was earning its keep within three months.”
True to design, fast and highly accurate printing Hayden now uses his ProJet 2500 Plus for parts or items requiring a high degree of accuracy or complexity. Simple low-res parts are still designated to run on his FDM printers. “The ProJet outputs parts which are true to design,” says Hayden. “You can design something on the screen, and the ProJet can print it to within 50 microns. It can print writing that’s a millimetre high and still legible. At a bare minimum, its accuracy is about five times greater than the FDM devices can produce. They really struggle with fine detail, whereas everything the ProJet prints is crisp, and highly accurate.” The print speed is also significantly better, says Hayden. “The ProJet is able to create a near production-quality part within hours. I have one current order for 120 identical parts. The ProJet will print these in 18 hours, whereas an FDM printer will take
now he’s not daunted by the prospect
close to an hour each.”
of getting enough work. “I know
Faultless performance
that within a year it would be paying
An added advantage, says Hayden, is the ProJet’s ease of use and reliability. “Every time something fails it costs you money, time, materials and the potential to lose a client.” But the only downtime Hayden has experienced with the ProJet came after a major electrical storm damaged the mother board and it needed to be replaced. Otherwise, the ProJet has performed faultlessly.
for itself. That’s been my experience with 3D printers. It’s the number one creative element that most businesses should actually have either access to, or have in-house.”
Something to smile about Today, Hayden’s clients range from local people requiring a one-off part
for
their
lawnmower,
to
corporate marketing departments, to
“I’ve not had a single issue. In the seven months I’ve had it, I’ve run around 150 prints and not one has failed.” By comparison, it took Hayden close to six months to ensure consistent print results from his FDM devices.
manufacturers requiring prototypes
Dreaming big
As for having a supportive partner,
Hayden’s dream is to buy 10 top-end 3D devices like the ProJet, set them up in a warehouse and have a team of keen 3D printers by his side. And
Hayden says that Fuji Xerox has been
all year round. His love for 3D hasn’t diminished over time either. “I’m now dealing with people who are creative and innovative. They set goals and achieve goals - it’s revitalising. It just puts a smile on my face every day.”
‘fantastic’ and shares his passion and excitement for the 3D devices they sell.
ACE 7 AXES Measuring Arm 2 m to 4.5 m and Kreon scanner Up to 200mm laser line width Very high scanning speed: up to 600,000 pts/sec Accuracy to 15 microns Integrated battery and WiFi Contact and non-contact measurement
7 Distributed in NZ by Fuji Xerox NZ Ltd.
SCANNING HAS NEVER BEEN SO INTUITIVE To learn more about the high precision Kreon Ace measuring arm and scanner, contact: Fuji Xerox NZ Ltd, Head office: 79 Carlton Gore Road, Newmarket, Auckland, Tel 09 356 4200 www.fujixerox.co.nz/3D http://betterbusiness.fujixerox.co.nz/kreon-scanning/
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HEADING DEVELOPMENTS
Luck is a dividend of sweat. The more you sweat, the luckier you get. - Ray Kroc
continued from Page 1
Welcome to the driver’s seat Jacinda - but are you still driving the same car? promised to us in respect to key policies affecting our businesses. We advocated that for our economy to grow sustainably we needed to “get off the grass” and invest in niche market industries with higher paying wages and export potential. A move that would increase the number of companies with sound R&D innovation strategies in New Zealand. We also said it couldn’t just be start-ups such as the IT industry, but had to include transforming our existing companies - as without them, we miss the critical mass. But for this to happen, accessible incentives for those willing to invest in R&D through R&D tax credits was imperative.
just as valuable as those in the timber industry, and this should be reflected accordingly. So, with niggling thoughts of ‘picking industry winners’ rearing their head in some targeted policies like the proposed development of a forest-based manufacturing sector – it’s clear, some of us pine for National’s ‘hands-off, the free market will sort it out’ policy. But, what will no doubt be less disputed, work well and have immediate effect
Thankfully, all our new collation partners support the principle of tax incentives for R&D, and we hope this means Labours R&D tax credit of 12.5% of eligible expenses is re-introduced. We also embrace incentive based policies targeting the growth of local industry - provided they’re effective and well tested before being introduced. The challenge will be ensuring all opportunities are rated fairly and equal. We certainly believe metals-based local manufacture is
3. The Rules would apply to tenderers and their subcontractors.” What we must keep in mind is that most polices take years before they show their true effect. This is especially true for R&D tax credits flowing through in actual Business Expenditure
Thankfully, all our new collation partners support the principle of tax incentives for R&D, and we hope this means Labour’s R&D tax credit of 12.5% of eligible expenses is re-introduced.
As a reminder, Labour’s policy document cited extensively from our advocacy work when it came to procurement. Including the sad example of Christchurch’s Hospital Acute Services steel work going overseas. And in contrast, NZTA giving steelwork to a local Napier company which resulted in $8 million tax revenue gain for New Zealand, a $1.3m boost to the Napier economy, and improved New Zealand’s trade balance by $2.8m in one job alone.
But will they still love us tomorrow?
government organisations must report in a standard template to Treasury on the number of jobs and the wider economic benefits they have achieved from their contracting.
is the increased enforcement of the Government Procurement Rules. The application of the balanced decision making criteria the most obvious. That’s because there’s great overlap by the coalition parties with our policy position and we hope Labour’s policy is realised where: 1. Government Procurement Rules will be amended to make job creation and the overall benefit to New Zealand key criteria for decision making. 2. To
improve
transparency,
on R&D (BERD) to the set target of 2% of GDP over 10 years. That’s why we think this policy deserves a trial period beyond the next election cycle and needs to be given priority and support by a Callaghan Innovation R&D Grants Scheme reform.
Influencing positive change The implementation of policies we’ve advocated for with our industry partners will clearly demonstrate we can influence incoming governments. Not only will that have immediate effects in changing tax rates, applied
government procurement rules winning more local jobs, but also increase our industry research R&D spend by the R&D tax credit. Being German, I’ve grown up in an MMP environment and always felt the ‘compromise’ coalition policies are more thoroughly thought through and hence more effective and longer lasting than first past the post decision making. With the policies pursued by the left of centre coalition parties I’m hopeful that our local manufacturing will be a winner and remain a main contributor to the future prosperity of New Zealand. To cite loosely from a German Green Party comment to business during their first time in government: “Don’t worry about your ability to write black (profit) figures – as long as you pursue green industry policies.” I’d like to rephrase it to: “Don’t worry about your business future in New Zealand manufacturing – as long as you invest in R&D and sustainable technologies”.
Be encouraged for local manufacturing Because even if you’re one of those who felt the party with the largest vote should be in charge – we still have much to do. We must make the new government accountable. And of course with an R&D tax credit scheme set to come back - we also have to be willing to put our money where our mouth is, and indeed invest more in R&D.
Develop your people and grow your business Speak to us about apprenticeships and skills development
0800 526 1800 competenz.org.nz
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The man who will use his skill and constructive imagination to see how much he can give for a dollar, instead of how little he can give for a dollar, is bound to succeed. -Henry Ford
DEVELOPMENTS
Nature vital to beating climate change Nature could cost-effectively[1] deliver over a third (37%) of greenhouse gas emissions reductions required by 2030 to prevent dangerous levels of global warming, according to a new study published by scientists from global conservation organization The Nature Conservancy and 15 other institutions.[2] This is equivalent to a complete stop on the burning of oil, worldwide. With government leaders set to attend UN climate talks at the start of November in Germany, the study found that natural climate solutions such as planting more trees, improving soil health, and protecting mangrove and peatlands could reduce global greenhouse gas emissions by 11.3 billion tonnes per year by 2030. New Zealand could cut its greenhouse gas emissions by 12.5% just by deploying three cost-effective natural climate solutions.[3] Full implementation of these three pathways would reduce emissions by 30%. The findings are expected to bolster
government efforts to use better land management as well as renewable energy and electric cars to address climate change.
objective of full decarbonisation and simultaneously boost jobs and protect communities in developed and developing countries.”
Christiana Figueres, convener of Mission 2020 and former head of the UN Framework Convention on Climate Change (UNFCCC), said: “Land use is a key sector where we can both reduce emissions and absorb carbon from the atmosphere. This new study shows how we can massively increase action on land use – in tandem with increased action on energy, transport, finance, industry and infrastructure – to put emissions on their downward trajectory by 2020.
Mark Tercek, CEO, The Nature Conservancy, said: “Today our impacts on the land cause a quarter of greenhouse gas emissions. The way we manage the lands in the future could deliver 37% of the solution to climate change. That is huge potential, so if we are serious about climate change, then we are going to have to get serious about investing in nature, as well as in renewable energy and clean transport.
“Natural climate solutions are vital to ensuring we achieve our ultimate
“We are going to have to increase food and timber production to meet the demand of a growing population, but we know we are going to have to
do so in a way that addresses climate change.” Cost-effective climate solutions are solutions that can be delivered at less than $100 per tonne of CO2e.
[1]
Other institutions involved are the Woods Hole Research Center, Ohio State University, Cary Institute of Ecosystem Studies, TerraCarbon LLC, Resources for the Future, University of Aberdeen, Cornell University, Ministry of Agriculture, Government of Brazil, Colorado State University, World Resources Institute, Commonwealth Scientific and Industrial Research Organization (CSIRO), University of Minnesota, University of Maryland, University of Florida, Wetlands International, University of Vermont.
[2]
The study was generously funded by the Doris Duke Charitable Foundation. Reforestation, legumes in pastures, optimal intensity grazing. [3]
Maintenance engineers bring awareness evening to Manukau In another twist on their popular network evening theme the Maintenance Engineering Society held a network evening with a difference in Manukau in October when it teamed up with the Heavy Engineering Research Evening (HERA) and Australasian Corrosion Assn (ACA) to hold an Awareness Evening variant of its Kaeser Compressors Network Evening Series. Brainchild of MESNZ stalwart Larry Wiechern, the awareness evening centered on learning and the latest expert advice. Three short presentations were given, each one providing some interesting insights and a great many ‘take-away’ learnings. General Manager of HERA’s Welding Centre Michail Karpenko kicked-off the learning with a brief overview of the importance of quality management and steel compliance. Some of the costs incurred in the cases mentioned were staggering. Attendees got to see a fascinating video of seismic testing of a welded steel joint. This was followed by “Rusty steel: Issues and solutions” by Raed El
Sarraf, a Corrosion and Asset Integrity Consultant with Opus. It is only after seeing a presentation like this that you look around and see the magnitude of mistakes we all make in designing to minimise corrosion. Barry Robinson, General Manager of S.A.F.E Ltd, was the final presenter with “How the life of steel is affected by what you do to it”. This was a real eye-opener showing the types of mistakes every engineer makes on a weekly if not daily basis as they go about fabricating steel products. The 3 presentations were well received, as was the light refreshments afterwards and opportunity to view sample pieces from the contributing companies. The success of the first awareness evening warrants a repeat
of the formula across the country.
take a look at the host operation and
The Kaeser Compressors Network Evening series is as much about exchanging information and solutions as it is about spectacular achievements or interesting maintenance challenges and the awareness evening did not pull up short on ensuring our designers, fabricators and maintainers are up to play with the issues facing them in industry.
discuss common issues and solutions
The MESNZ Kaeser Compressors Network Evenings are hosted to showcase local operations and provide networking opportunities for engineers across all regions of New Zealand.
innovations and experiences; both
The evenings offer the opportunity to
Centre, Hamilton this month.
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in a relaxed after work environment. Open to interested members of the public, the nights are well patronised. The
Maintenance
Engineering
Society is active across New Zealand, providing professional development opportunities engineers
for and
maintenance manufacturing
operations to network and share at a national level at their annual national conference or at these regional events. The 2017 National Maintenance Engineering Conference will be held at the Claudelands Event
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ANALYSIS
The alchemists in their search for gold discovered many other things of greater value. -Arthur Schopenhauer
Don’t make the mistake By Bonnie Meyer, Stratasys
One simple way to visualise the real-world distinction between these two concepts is to imagine that two measuring sticks of differing length are both marked as 12 inches long, yet the second stick is 1 inch shorter.
The Accuracy Myth
As additive manufacturing is called on to produce parts that do more than look good, there’s a growing emphasis on dimensional accuracy and repeatability over resolution. Most design and manufacturing engineers understand the concepts of accuracy, repeatability and resolution. They know that the term accuracy describes how closely a manufacturing system’s output conforms to a tolerance within a specified dimensional range.
The first stick is divided into 1/16inch increments, and its true length is verified at precisely 12 inches. Even though the shorter stick reads “12 inches,” it is verified to be only 11 inches long. But this shorter measuring stick is divided into 1/32-inch increments, which is twice the resolution of the 12-inch measuring stick.
Over the years, some engineers have slid into using resolution attributes – such as layer thickness or dots per inch – as a careless shorthand term for accuracy.
They know repeatability captures the system’s ability to produce consistent output, time after time. And resolution refers to the smallest measurement the system can reproduce. These three concepts are second nature to anyone who designs parts or controls manufacturing processes. Yet, there is a widely held misconception about these measurement concepts as they relate to additive manufacturing. Over the years, some engineers have slid into using resolution attributes – such as layer thickness or dots per inch – as a careless shorthand term for accuracy. Resolution does not, in fact, translate directly to a system’s overall accuracy.
of confusing high The 12-inch ruler with 1/16-inch increments exhibits lower resolution but high ultimate accuracy. The 11-inch ruler with the finer increments does the opposite: It exhibits high resolution but low absolute accuracy. The same goes for additive manufacturing systems. Some make parts like the first ruler – with finely resolved features but lower overall dimensional accuracy.
accuracy. The finer the resolution – the myth goes – the more accurate the part.
Others turn out parts with lower, but acceptable, resolution and excellent accuracy.
So, when does resolution count? As it relates to accuracy, “resolution becomes critical only when part feature size becomes very small,” says Kamara. If the application requires micro-scale feature sizes or wall thicknesses, then resolution can dictate a system’s ability to accurately create the very small features.
When additive manufacturing was in its infancy and was used primarily for model making, the distinction between accuracy and resolution did not matter much. It was enough for an early “rapid prototyping” machine to turn out models whose dimensions were approximate at best, if the model met the cosmetic goals. Users just needed a model to paint and show to their marketing department. Today, though, much more is required of additive manufacturing systems. They routinely turn out functional prototypes, fixtures, or finished goods that must meet the same stringent accuracy and repeatability standards associated with traditional manufacturing methods – such as machining, injection moulding and casting.
Resolution’s role The confusion between accuracy and resolution is understandable given the incremental way that additive manufacturing systems create parts from CAD models. Some systems build parts from fused layers of a thermoplastic material. Some build parts from layers of a photopolymer that have been cured by a light source. Others bind or sinter layers of powdered materials, ranging from starches to metals. Regardless of the build method, it’s tempting to equate the height of the incremental layer and the width of the smallest
f e a t u r e with system
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In some circumstances, there is limited truth to that reasoning. “In some applications, a fine resolution is important. In others, it doesn’t matter,” says Sheku Kamara, director of the rapid prototyping lab at the Milwaukee School of Engineering.
For example, Kamara points out, if the feature size is 0.002 in. (0.0508 mm) and the system’s best Z-resolution is 0.005 in. (0.127 mm), then layer thickness can constrain part-feature accuracy. This circumstance tends to arise in applications such as jewellery patterns and micro-fluidics components – applications requiring very fine detail, which benefit from very high-resolution systems. Today, though, applications with microscale features are a tiny fraction of all additive manufacturing jobs. Most additive manufacturing systems are used to create parts that measure several inches or more across and have tolerance capabilities no tighter than several thousandths of an inch. At this scale, the size of the material deposits or the “spot size” of the UV light doesn’t control the overall accuracy of the part or the repeatability of the process. High-end Fused Deposition Modelling (FDM) systems can produce parts with layer resolutions down to 0.005 in. (0.127 mm), delivering a part that isn’t as smooth as an injection moulded part. However, they have an overall accuracy or tolerance of +/- 0.0035 in or +/- 0.0015 in/in (+/- 0.089 mm or +/- 0.0015 mm per mm), whichever is greater. This falls easily within the average tolerance for an injection moulding job, which is typically 0.005 in (0.127 mm). If the additive manufacturing machine’s most important requirement is to produce a part with a class-A surface finish or sharp edges, then you may need a system whose forte is high resolution. But smooth surface finish or sharp edges do not mean you have an accurate part. Consider the following image. Part one was
ANALYSIS
I shall try to correct errors when shown to be errors, and I shall adopt new views so fast as they appear to be true views. -Abraham Lincoln
resolution with accuracy built on a 3D printer with a very high layer resolution of 0.0015 in (0.0381 mm). Part two was built on an FDM 3D printer using a lower-resolution setting of 0.010 in. (0.25 mm).
full-fledged manufacturing. Today, additive systems turn out not just models for show and functional prototypes for physical testing, but finished goods, too.
As figures 1 and 2 show, accuracy is a function of the system’s ability to control the motion of the material deposition or curing mechanism across the entire build envelope.
FDM systems, for example, are increasingly employed as a cost-effective way to make manufacturing jigs, fixtures, and other tools. FDM systems also make low-volume production parts that in the past would have been injection moulded or machined. Overall dimensional accuracy is paramount if these manufacturing aids and finished goods are to function properly.
The growing need for accuracy While additive manufacturing got its start to produce mostly cosmetic models, the field has evolved into
As additive parts move into applications with more challenging functional requirements, their accuracy tolerances are specified in the same manner as those of traditional manufacturing methods. These tolerances are cited in thousandths of an inch (or hundredths of a millimetre) over given part dimensions, not dots per inch or slice height. However, in manufacturing applications, the accuracy of a single part as it comes out of the system is just one of three critical considerations. The other two are the repeatability of that accuracy over many parts and the stability of their dimensions over time.
Repeatability
Photo Courtesy of T. A. Grimm & Associates Inc. Figures 1 and 2: High Resolution vs. High Accuracy: Colour maps reveal that part one – built on a very high-resolution 3D printer – is not as accurate as part two, built using a lower-resolution setting on an FDM system. Purples and reds reveal that the very high-res printer produced deviations of +/- 0.020 in. (0.51 mm) or more. Greens reveal the FDMbuilt part is mostly in the +/- 0.005 in. (0.13 mm) range.
According to Kamara, repeatability can make or break an additive system in functional prototyping and direct manufacturing applications, where multiple versions of parts must be made within acceptable part-to-part dimensional tolerances. “Just as resolution does not translate into accuracy, accuracy does not translate into repeatability. Some systems have good accuracy but poor repeatability,” he says. Kamara cites three repeatability considerations:
1. From part to part in a single build on a single machine
over an appropriate period to verify the material is stable.
2. From part to part in multiple builds on a single machine
The features in these test patterns appear to be high quality due to a nice surface finish, crisp edges and fine detail, yet they exhibit warping, showing an inability to hold the desired tolerance.
3. From part to part in multiple builds on multiple machines Consistency across the build envelope, from build to build, and machine to machine is critical when manufacturing finished goods. Without process control, dimensional variance will yield unacceptable parts. To scrutinise the repeatability of the FDM process, two exhaustive studies analysed thousands of dimensions over hundreds of parts manufactured on multiple systems. One study showed that the large-format, production-oriented FDM machine had a standard deviation of just 0.0017 in. (0.043 mm), which means that 99.5% of all dimensions were within +/- 0.005 in. (0.13 mm). The other study showed that the multi-purpose – prototyping and production – systems studied produced 95.4% of all dimensions within +/0.005 in. (0.13 mm), for a standard deviation of 0.0027 in. (0.069 mm). The high repeatability of these FDM systems is paired with long-term dimensional stability.
Long-Term stability Whether a part has a service life of weeks or years, the repeatable accuracy of an additive manufacturing machine is only half the equation. Just as critical is the material stability, which is responsible for part accuracy over time. Environmental conditions, such as heat, moisture and ultra-violet exposure, as well as residual stresses from some additive processes may cause parts to shrink, expand or warp. Some processes use materials, such as photopolymers, that are less dimensionally stable over time than thermoplastics. “They experience changes in dimensions and mechanical properties, even after the part has been removed from the machine,” explains Kamara. However, additive parts made from industrial thermoplastics, such as ABS or polycarbonate, do not exhibit these post-build changes. The best way to assess the ultimate accuracy of an additive manufacturing process is to measure parts over time. If you need parts that maintain their tolerance for months or years, don’t accept the measurements of newly produced parts. Plan a series of checks
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For example, three random parts from the previously mentioned FDM repeatability studies were re-evaluated for this white paper. The parts had been haphazardly stored for well over a year, with no concern for environmental conditions. Yet the samples were virtually unchanged. There is no warping, and the dimensions fall within the range of the original study. The lengths are within +/- 0.002 in (0.05 mm) of the 5.000 in (127.00 mm) nominal dimension, as was true in the study. Likewise, the 3.000 in. (76.20 mm) widths are within the same range of -0.003 in. (-0.08 mm) to +0.004 in. (0.10 mm). FDM meets the accuracy, repeatability and stability demands of manufacturing. And separate studies by Loughborough University proved that FDM’s thermoplastics are just as stable in terms of mechanical properties.
Conclusion When additive manufacturing systems turned out models only for show, resolution may have been an acceptable way to describe the system’s capabilities. However, those days are over. Resolution does have some significance when describing a system’s capacity to replicate very small features or very thin wall sections. Yet the vast majority of additive manufacturing applications today have feature size requirements that fall within the reach of most systems, making these systems’ resolution more than sufficient for most applications. Resolution does not translate to a system’s ability to produce parts with accurate dimensions – and to do so over and over again. Given additive manufacturing’s push into demanding functional applications, it’s important to consider whether an additive machine can produce parts that hold a tolerance and can do so repeatedly. This is the hallmark of any capable manufacturing system, additive or not. www.objective3d.co.nz
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ANALYSIS
Every accomplishment starts with a decision to try. -Unknown a culture of curiosity and strategic risk-taking. When people are encouraged to grow and learn new skills, they are able to contribute much more. As technologies continue to develop and automation increases, employees will bring value through their creativity and critical thinking skills—talent that cannot be replicated by machines. Recruiting and Development
Is your talent management strategy ready for the global skills gap? By Alexandre Pachulski, Co-Founder of Talentsoft Our global economy has begun yet another transformation. We are in the early stages of a fourth industrial revolution that will bring major changes to our societies, driven by advances in connectivity, automation, and artificial intelligence. With that, has come a global gap in the skilled talent necessary to keep pace.
be aware of and work to bridge the widening global gap in qualified talent, particularly in manufacturing and STEM-dependent careers, which are central to this latest industrial revolution. There’s an exciting opportunity for forward-thinking leaders to be proactive—especially those in HR, as they are often at the centre of their company’s talent management strategy.
As expert Klaus Schwab, puts it, “the changes are so profound that, from a perspective of human history, there has never been a time of greater promise or potential peril.” So how do we fulfill this great promise?
The first step for leadership is to assess where they are right now and what changes need to be made to compete effectively in this new era. Leaders who can readily embrace new technologies and strategies will have a significant advantage over those who don’t.
A critical piece involves rethinking how we cultivate and manage the talent whom will be leading us forward; whom we will reply upon to innovate, deliver, and maintain these unprecedented developments in technology?
Key areas to assess are: Integration and Connectivity
The greatest promises of technology cannot be realised without human talent.
The pace of business and reliance on real-time data insists that companies embrace cloud-based technologies and software that can connect easily to existing solutions. Teams needs to
For that technology to grow and for our economies to thrive, we must Opinion Manufacturing Profiles Letters to the Editor Politics of Manufacturing Trade Fair World Diary of Events World Market Report Q/A Export News Machine Tools Business Opportunities Commentary As I See It Business News Appointments Around New Zealand Australian Report New to the Market Lean Manufacturing Equipment for Sale Recruitment Environmental Technology Manufacturing Processes
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be able to work from centralized data so decisions can made from up-to-date information; that data needs to be both easy to secure and accessible. With globalisation, talent pools are now oceans—it’s imperative that teams are connected and technologies are integrated.
With globalisation, talent pools are now oceans. Training and Appraisals Traditional training methods and annual reviews need to be reevaluated; ongoing learning is no longer optional. Occasional assessments are not enough to sustain momentum for growth. Leaders need a system for preparing employees and even prospective talent to assume more advanced positions. It’s also an ideal opportunity to nurture
There is a sea change happening as older generations transition into retirement and Millennials will soon make up at least half the workforce. This younger generation has a very different set of desires and expectations for the work they do. They have grown up with technology and social media. They are used to communicating and connecting in different ways. Companies need to understand whom they’re trying to attract and meet them where they are. With more jobs available than talent to fill them, companies will need to be forward-thinking and creative in terms of recruiting. This revolutionary time calls for a modern way of engaging. It is human nature to resist change and fear major changes. That’s what makes HR leaders especially qualified to spearhead the development of their company’s talent management strategy; they understand human complexities and work to serve human needs on a daily basis. All the automation and artificial intelligence available can’t replace the critical need for leadership to recognize both the obstacles and opportunities to come. Fulfilling our greatest promise in the coming years depends on the actions we choose now.
NZ MANUFACTURER • December 2017 Issue • Features
NZ Manufacturer November 2017
Manufacturing Technology
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Industry 4.0
Automation Developments 2017
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Editorial material to be sent to :
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At NZ MANUFACTURER our aim is to keep our readers up to date with the latest industry news and manufacturing advances in a tasty paper morsel, ensuring they do not get left behind in the highly competitive and rapidly evolving manufacturing world.
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.
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.
Phillip Wilson Chris Whittington
Senior Lecturer at AUT, Chris Whittington is a versatile Engineer, Educator and Researcher. Chris has had many years experience in senior engineering and product management. Chris has a strong background in computational modelling, 3-D scanning and printing, and a strong interest in engineering education.
Phillip Wilson of Nautech Electronics has over 25 years of experienced in the development, commercialisation and implementation of advanced manufacturing technology, robotics, automation and materials. Serving companies operating within the aerospace, automotive, offshore, defence, medical and scientific industries on a global basis. More recently specialising in change management and business re-alignment for a range of commercial entities from medium sized SME’s to divisions of large corporates.
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It is better to stir up a question without deciding it, than to decide it without stirring it up. -Joseph Joubert
Management and manufacturing dashboard developed Hitachi in collaboration with Daicel Corporation has developed a management and manufacturing dashboard utilising IoT to integrally visualise KPIs from management information to manufacturing workplaces’ situation. This enables executives, plant managers and production line supervisors to make decisions more rapidly by grasping useful information quantitatively and in a timely manner to improve management and productivity. The system was developed taking full advantage of 4M (Man, Machine, Material and Method) data in manufacturing workplaces, which has been collected through the image analysis system to detect signs of deviations in front-line workers’ motions and facility failures as part of the Collaborative Creation projects carried out by Hitachi and Daicel. Daicel has been introducing in phases manufacturing dashboard for production line supervisors from October 2017 to its Harima Plant (Tatsuno, Hyogo Prefecture), which manufactures core components for automobile airbags. Management dashboard for executives is also under consideration and scheduled to be fully operated. In addition, the system will be introduced to six of Daicel’s overseas plants, aiming to accelerate management decision-making from global perspective and to further improve manufacturing productivity and product quality. Moreover, Hitachi aims to proactively
expand the system to manufacturers worldwide as one of the solution cores for the industrial field of the IoT platform “Lumada”. In recent years, associated with the diversification of customer needs, globally intensified competition and the advancement of digitalisation, the market environment for manufacturers has been changing rapidly. In order to rapidly respond to these circumstances, it is essential to build a business and production management system to promptly grasp and solve the issues of management and manufacturing utilising IoT. In these circumstances, Hitachi and Daicel have been proceeding with Collaborative Creation projects since February 2015, with a commitment to optimising the entire production with an approach based on the Production System Maturity Model. The first step in the Collaborative Creation was the development of an image analysis system in July 2016 to detect signs of deviations in front-line workers’ motions and facility failures, whose introduction has been completed at Daicel’s Harima Plant and the Plant in China, and is currently proceeding in the Plant in Korea and Thailand. And then, its introduction is planned at the plants in the United States and Europe.
Daicel is working on stabilszing product quality and productivity improvement at global level. By taking full advantage of 4M data collected at the manufacturing workplaces of Daicel, and by utilizing Daicel’s production expertise and Hitachi’s technology and knowledge of the IoT platform “Lumada”, which integrates OT and IT, Hitachi and Daicel have now developed a management and manufacturing dashboard to integrally visualise KPIs from management information to manufacturing workplaces’ situations. Utilising 4M data in manufacturing workplaces, this system shows KPIs chronologically in graph form, which is helpful for making decisions to improve management and productivity, for each managing layer of executives, plant managers and production line supervisors. For instance, as KPIs for executives, it indicates sales, profitability, cash flow, and operational availability by business and plant, and as KPIs for plant managers, it indicates production amount and operational availability by line in the responsible plant as well as other plants’ information. As KPIs for production line supervisors, it indicates the cycle time and utilization rate by responsible line as well as other lines’ information. This system makes it possible to accelerate
the cycle from understanding of the situation to problem identification, evaluation analysis and improvement from the viewpoint of the overall optimisation for each layer. In addition, the system supports the combination of information in manufacturing premises that operate globally (e.g. processing results, video of works, etc.), analysing the causes of defects by utilizing big data analysis technology, and making improvement measure proposals that contribute to global product quality improvements by feeding the outcome back to manufacturing workplaces. It can also provide useful KPIs that lead to improvement activities, prioritizing viewpoints at the manufacturing workplaces, by taking advantage of the achievements where Hitachi has provided solutions for a wide range of manufacturers and the OT knowledge that it has accumulated as a manufacturer, as well as its original KPI Tree Modeling Technology. For example, for achieving “ultimate cost management,” one of Daicel’s most important KPIs, it becomes possible to seamless analysis from executives to manufacturing workplaces by collecting the work results such as actual work hours and delays against the standard takt, setup time, and waiting time due to equipment, and then by connecting the work results with high class KPIs (e.g. operational availability and manufacturing costs). This system build an environment where visualization and analysis can be operated efficiently by adopting the functions of “Lumada” such as data integration infrastructure, which unifies the formats of collected data, and data lake, which efficiently organises and stores a broad variety of big data. Furthermore, starting at the Harima Plants, Hitachi and Daicel plan to implement this management and manufacturing dashboard at six of the main overseas plants, and aim to globally expand the services of integrated management solutions by aggregating and analysing information via the cloud.
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Success is walking from failure to failure with no loss of enthusiasm. -Winston Churchill
How advanced industrial companies should approach AI strategy -By Wouter Baan, Joshua Chang, and Christopher Thomas
Leaders need to determine what AI can do for their company by looking at potential applications and scenarios and then building their approach around those findings. Artificial intelligence (AI) has reached a commercialisation tipping point. As a result of several technology advancements that are now converging, major investments by technology companies and start-ups, and demand from businesses, AI is starting to have a major impact across markets. Advanced industries such as automotive, semiconductors, and industrial manufacturing could harness AI over the next decade to discover entirely new ways to make things better, cheaper, and faster. While popular reporting on the topic often tends to focus only on generating new business ideas, companies can directly apply AI to their current core business processes and operations. However, many companies have yet to think through how they could embed AI in their strategies and businesses. Instead, they take ad hoc approaches that might not scale, cannot prove out new technologies, and fail to build systematic capabilities. Ultimately, such efforts make little impact.
Hype galore, but many businesses are not yet clear on using AI technology While projections vary, forecasters seem to align on an annual AI revenue-growth rate of roughly 50 percent. Analysts are bullish about AI, claiming it has the potential to drive significant productivity improvements via the automation of multitudes of manual tasks across nearly every industry. While the hype surrounding AI has reached critical mass, many companies remain unsure what to do with the
technology. For example, one big concern: in a McKinsey survey of respondents from Chinese companies, results showed that AI is not a strategic priority for 43 percent of C-level executives. At the same time, the top three barriers to executing AI were the lack of required talent and capabilities, AI technology not being mature, and top management not being clear on the value of AI.
How to define an AI strategy Given the buzz and confusion that surrounds AI in general, business leaders need to determine what the technology can and cannot do for their company, and build an AI strategy based on those findings. Typical steps include identifying potential applications, playing out scenarios of AI-generated industry disruptions, defining a strategic stance and selecting underlying AI initiatives, and making the AI transformation happen. The first two steps focus on understanding how the external environment could evolve, while the second two cover what the company should do about it.
Hype galore, but many businesses are not yet clear on using AI technology
Identify potential AI applications
quantities of current products sold (and increasing others)?
First, move quickly from big-picture concepts to concrete, specific applications where AI creates business value (either sooner or later). Generate a list of these real-world applications by discussing the topic with everyone, including venture capitalists, research labs, the company’s own IT department, and consultants, and by conducting internal brainstorming. It often proves helpful to brainstorm on the applications along three archetypes. For example, operational enhancements could cover research, product development, manufacturing, supply-chain management, or marketing and sales. This might include introducing AI-enhanced predictive maintenance in manufacturing or developing R&D applications that could recommend modification areas to drive productivity. Another archetype focuses on product innovations, such as automated driver-assistance system modules, or even new business models. The latter likely builds on the earlier two, for example, using an autonomous-driving system to unlock shared-mobility and in-car services. Once identified, assess the level of potential disruption each AI application could deliver using seven product and value-chain questions.
Product questions: • Does it provide an efficiency boost or cost reduction? • Can it enable product substitution, thus producing an impact on the
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• Does it integrate the value chain by combining segments? • Will it speed up product commoditization, and thus affect product price and margin? • Will it enable the company to better allocate resources? Value-chain questions: • Does it provide alternative monetization models that can generate additional revenue from existing customers? • Can it change the value chain from a linear structure to an ecosystem or a platform? The more that a company can answer these questions with a “yes,” the larger the likely disruption should become. When doing this exercise, do not allow technology changes to limit your answers. Experience shows that many times, AI combined with other business concepts creates the real disruption. For instance, think about self-driving robo-taxis enhanced with AI. Given the inherent uncertainty that surrounds AI, a war-gaming approach can help companies generate ideas. For example, have teams role play as start-ups, Internet companies, and direct competitors, and then play out how to invest in and use AI in the industry. This can enhance brainstorming and quickly separate reality from theory. -McKinsey & Company
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The only thing worse than starting something and failing ... is not starting something. -Seth Godin
Simcenter 3D advances computer-aided engineering and simulation Siemens Simcenter 3D, is its flagship environment for multi-disciplinary computer-aided engineering (CAE), with new comprehensive solutions across multiple simulation disciplines. Simcenter 3D is an advanced stand-alone CAE application for analysts and discipline experts that works with data from any CAD source. Because it is built on the Siemens NXT platform, it also works seamlessly with NX CAD.
more efficient acoustic and structural dynamics simulations. Simcenter 3D now provides expanded support for general purpose nonlinear solutions based on the NX Nastran multi-step nonlinear solver as well as advanced analysis of composites based on LMS Samtech Samcef software.
With more enhancements than any previous release, Simcenter 3D, part of Siemens’s Simcenter portfolio of simulation and test solutions for predictive engineering analytics, looks to revolutionise how simulation engineers can help drive design direction in industries such as automotive, aerospace and industrial machinery.
This latest release also delivers several enhancements to improve industry workflows across a wide range of industries, for modeling connections in large assemblies as well as accurate simulation of flexible pipes and hoses. Working seamlessly with NX CAD and Convergent Modeling technology, Simcenter 3D now offers generative design solutions for designers and advanced analysts. For the first time, output from a topology optimisation process can be utilised directly in the design process, without the need to recreate geometry.
This latest release provides topology optimisation solutions that work seamlessly with Convergent Modeling technology to provide comprehensive generative design workflows. These solutions allow for more accurate motion modeling, and
Furthermore, engineers can now
work directly with scanned data or an optimised shape to conduct more detailed simulations to ensure performance. By using Simcenter 3D along with HEEDS software for design exploration automation, engineers are able to fully explore the design space and generate innovative designs that meet more stringent design requirements. New with this release, hybrid modeling allows analysts to incorporate test-based data into their simulation models to achieve better accuracy within the simulation. Other enhancements include support for modeling sub-mechanisms within motion assemblies, faster computation time for analytical contact in motion models, and improved performance for interior and exterior acoustics simulation. Nonlinear simulation in Simcenter 3D is greatly expanded by leveraging enhancements in NX Nastran and integrating capabilities from the LMS Samcef solver. In addition to the already strong capabilities for simulating nonlinear
thermo-mechanical behavior in turbomachinery, Simcenter 3D now offers expanded support for general purpose nonlinear simulation with more elements, greater robustness and algorithms for multi-step nonlinear simulation to provide enhanced realism and faster solution times. Additionally, support for curing simulation of composites now allows prediction of residual stresses and spring-back effects. Several of the enhancements target industry-specific workflows. Simulation engineers in automotive, aerospace, and heavy machinery companies benefit from the integration of universal connections support, which can help to efficiently build large system models with many connections and solve across several solvers. Simcenter 3D also leverages the LMS Samcef solver for simulation of flexible pipes and hoses which are commonly used in a variety of industries.
Microchip MPLAB ICD 4 with faster processor and increased RAM RS Components (RS), the trading brand of Electrocomponents plc, the global distributor for engineers, has announced the new MPLAB ICD 4 in-circuit debugger from Microchip. The MPLAB ICD 4 is an In-Circuit programming and Debugging (ICD) development tool for PIC microcontrollers, including the latest PIC32C MCUs, and Microchip’s portfolio of dsPIC digital signal controllers, via the MPLAB X Integrated Development Environment (IDE).
includes not only all the features of the ICD 3 debugger, including support for all the headers of the ICD 3, but also delivers enhanced capabilities such as higher speed via a faster processor and increased RAM. The MPLAB ICD 4’s significant improvement in speed is accomplished through a 32-bit MCU running at 300 MHz. Faster processing, together with an increased buffer memory of 2 MB, results in a product that is up to twice as fast as its predecessor.
This latest version of the MPLAB ICD
The MPLAB ICD 4 is housed in a durable black case that is shaped like an ice-hockey-puck. The case has
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a brushed aluminium top that also includes an LED light strip to show the device’s debugging status. Major features of the new ICD 4 include: a wide target voltage range, from 1.2 to 5.5V; an optional 1A external power supply; a selectable pull up/pull down option to the target interface; data-integrity check; programmable adjustment of debugging speed for optimised programming; and JTAG debugging capability. In addition to the MPLAB ICD 4 in-circuit debugger module, the kit includes a USB cable, a 6-inch RJ-11 modular cable and an interface test
module. The MPLAB ICD is connected to a PC via a high-speed USB 3.0-compatible interface and to the target via the RJ-11 connector, which is also compatible with the MPLAB ICD 3 and the MPLAB REAL ICE systems. Supporting Windows, OSX and Linux operating systems, the MPLAB X IDE has a powerful and easy-to-use graphical user interface, simplifying designs for customers when they migrate from one PIC microcontroller to another. The Microchip MPLAB ICD 4 in-circuit debugger is shipping now from RS in the EMEA and Asia Pacific regions.
Optimism is the faith that leads to achievement. Nothing can be done without hope and confidence. -Helen Keller
IMAGR secures investment to Shoppers around the world are one step closer to experiencing artificial intelligence in action when they fill up their supermarket carts following a private investor’s buy-in to a leading AI start-up in the Southern Hemisphere. IMAGR, an AI company from New Zealand, has secured Sage Technologies Ltd as a cornerstone investor. The investment is a significant commitment to accelerate the development of IMAGR’s retail product, SMARTCART. SMARTCART is an image recognition retrofit solution designed to eliminate the queues at checkouts and is set to revolutionise the shopping experience for consumers and retailers. IMAGR founder, William Chomley (28), who founded the company in Sydney, Australia in 2015, before returning to his home country to set up the business in Auckland 12 months ago, says the new partnership will fast-track the company’s product developments. \“We’re passionate about delivering the world’s best consumer experiences through image processing and artificial intelligence. Our goal is to give retailers innovative solutions for efficiency, and with the support of Sage Technologies, we are now able to progress much more quickly towards rolling out our product range on an
roll out shopper experiences
international scale,” says Chomley. Working in real-time using computer vision technology, SMARTCART recognises products as they enter a supermarket cart – removing the need for traditional barcode scanning and the checkout process. To activate, a customer downloads the app for the store they visit and sets up their payment method. While in store, shoppers pair their smartphone with the shopping cart and as they add items to the cart the items appear on their phone’s virtual basket. IMAGR came to the attention of Sage Technologies Ltd, the technology venture of private investment company Quantres founder Harald McPike, just four months ago. IMAGR welcomes fellow New Zealander Michael Boocher, Head of Investment Strategy at Sage Technologies, based out of Dubai, to its board as a director. “IMAGR’s SMARTCART promises to provide a truly friction-less retail experience, and while our connection to technology is often cited as being responsible for increased isolationism, there are some interactions we can live without,” says Boocher. “We’re excited to work with William and his team in IMAGR’s next phase of growth, offering product
William Chomley
innovation and enhanced in-store user-experiences with the development of the SMARTCART.” IMAGR is already in talks with top FMCG retailers in New Zealand, Australia, the United Kingdom, Europe and America about using SMARTCART to enhance everyday experiences and will move into the testing phase (beta) in April 2018. The goal; to achieve a 100 percent user-adoption at three of the world’s leading retailers by 2022. For retailers, SMARTCART will help with inventory management, cost reduction, analytics and opportunities for direct customer advertising through the app.
“For those looking for inspiration for what to make for dinner, the SMARTCART experience doesn’t just stop there. We’re also developing a helpful app which will recommend recipes in line with what products are being put in the cart and guide shoppers to specific products around the store. It will also identify personalised promotions to in-store customers,” adds Chomley. “We are excited to lead the way using computer vision technology and artificial intelligence to create new shopper experiences which will become more and more integrated with our everyday lives.
Rockwell Automation Invests in Artificial Intelligence for Industrial Automation Rockwell Automation recently announced its investment in The Hive, a Silicon Valley innovation fund and co-creation studio, to gain access to an ecosystem of innovators and technology startups with a focus on applications of artificial intelligence (AI) to industrial automation. Rockwell Automation goals include co-creating to solve customer problems, accelerating innovation and identifying new emerging technologies that can help its manufacturing customers
improve business performance by bridging the gaps between plant-floor and higher-level information systems. “Smart manufacturing requires the use of new and disruptive technologies such as AI to create the future industrial plants and supply networks that are flexible, efficient, responsive and secure. AI can help manufacturers unlock data, contextualize it and take action,” said Elik Fooks, senior vice president for corporate development, Rockwell Automation.
“We continue to create partnerships with leading innovators, such as this one with The Hive, to further advance The Connected Enterprise, our vision for realizing unprecedented industrial productivity from the integration of plant and enterprise operations.” “Rockwell Automation’s investment in The Hive will provide it with earlier visibility to AI technology from companies fostered by The Hive’s technology team,” said T.M. Ravi, managing director and co-founder of
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The Hive. “These include AI-powered applications for the cognitive enterprise, edge intelligence, security, and smart machines.” The Hive, based in Palo Alto, Calif., identifies new AI based opportunities with great growth potential, and based on these opportunities co-creates, funds, and launches startups with substantial operational and technology support.
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NEW PRODUCTS
A certificate does not make you certified. Attitude, performance, commitment to self and team — these and a certificate make you certified. -Author Unknown
Schaeffler signpost the future of condition monitoring at AIMEX 2017 SmartQB.
Industrial bearing technology leader, Schaeffler, signposted the future of condition monitoring by showcasing its latest and most advanced digital technologies at the 2017 Australasian International Mining Exhibition (AIMEX) at Sydney Showground, Olympic Park. On display at the stand were two integrated condition monitoring technologies highly relevant to the mining industry, FAG SmartCheck and
SmartCheck vibration monitoring technology comprises an innovative, modular online measuring system for continuous monitoring on a decentralised basis to optimise productivity and overall process management. The technology is suitable for early detection of rolling bearing damage, imbalances, and misalignments, among other faults, on diverse machinery and plant, including electric and geared motors, gearboxes and compressors, vacuum and fluid pumps, ventilators and fans, spindles and machine tools, separators and decanters and vibrating screens. The SmartCheck then plugs into the
SmartQB, which is a ready-to-use monitoring solution that displays plain text messages on the 7-inch display. It is very easy to install and does not require any specific knowledge about vibration diagnosis, including for common installations such as vibratory, grinding and rolling processes.
– expands conventional condition monitoring approaches by linking diverse digital information sources into a single platform with new options for increased efficiency, machinery lifespan and sustainability, reduced downtime, reduced energy use and reduced total cost of ownership (TCO).
The simplicity of the SmartQB makes it a genuine innovation in the market. It comes preconfigured for the capture of anomalies in common industrial components such as motors, pumps and fans and can be completely commissioned in five minutes.
Schaeffler’s Drive Train 4.0 links existing technology with new digital services to take a big step further into the digitalised production and machine monitoring of the future.
SmartCheck and SmartQB are one component of Schaeffler’s new Drive Train 4.0, which was also introduced at AIMEX. Schaeffler Drive Train 4.0 – part of the Schaeffler Smart EcoSystem suite of digitally integrated products
Drive Train 4.0 is the product of extensive research and development of the global Schaeffler organisation which employs more than 86,000 people globally, including more than 6,000 at 16 research and development centres dedicated to high-performance, low-maintenance bearing technology.
Maintenance season tools focus on safety and time-saving A new generation of controlled fastening solutions is ready for the maintenance season following a series of product innovations relating to workplace efficiency, speed, reliability and safety. The latest generation of technologies designed to optimise performance and minimise downtime this maintenance season includes the innovative new Electric Torque Wrench (ETW), which records torque readings while being used and displays them on a 7-inch touch screen similar to those used my mobile devices. Another advance is the X-Editions of Enerpac’s compact and powerful globally proven S square drive and W series low profile hexagon cassettes provide the tools with enhanced new safety, efficiency and ergonomic features. Enerpac National Bolting Manager Andrew Marsh says “The technology we are bringing to the maintenance season responds to the major priorities of companies today, which include: • Safety first, complemented by service backup and traceability of technology manufacture and service to comply with world safety and quality standards.
and construction companies to deal with one supplier that can offer diverse ranges of hydraulic, pneumatic and mechanical bolting tools, complemented by outstanding ranges of pumps and ancillaries that can be used to tailor controlled fastening solutions to the needs of particular sites. Enerpac has responded to the preferences of users of its hydraulic bolting tools with advances such as the latest X-Editions of its S square drive and W series low profile hexagon cassette series, which feature a stronger, more durable and safer connection between tool body and manifold, along with a dual plane swivel manifold that features interlocking arms to increase robustness and safety. Both the new square and hexagonal drive X-Edition wrenches come standard with tough upgraded safety handles featuring one-piece design with metal inlays for positive location, as well as an optional ergonomic straight handle designed for narrow or confined applications. The use of the handles increases safety and avoid potential pinch point situations for operators.
• A strong preference by major mining, resources, infrastructure
The hexagonal X edition cassette wrenches also feature a top handle mount on cassettes to help operators attain easier handling for narrow access applications while keeping hands away from pinch points. Productivity is enhanced on the square drive X-Edition wrenches by wider reaction arm release levers, making positioning of the reaction arm simpler in gloved hands.
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• An absolute need to ensure reliability and minimise downtime in highly competitive markets, where the tools are used to fabricate structures and to maintain both fixed and mobile plant, including track and wheel vehicles.
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Certificate of Performance Productivity is also facilitated by engraved tool markings on the wrenches, including direction-of-turn for tightening or loosening with the square drive and low profile hexagon cassette series. The fitment of the optional angle-of-turn indicator on the square drive tools allows for angle of turn or turn of nut method of tightening typically used in construction applications. A CE-ATEX declaration for use in explosive environments is provided with each tool. Every Enerpac X-Edition torque wrench also now comes with a certificate of calibration, which provides end users with assurance that the tool meets the stated performance expectations.
tool is custom-engineered to provide fast, accurate and safe fastening for applications that require speed, precision and traceability. The new ETW tool is operated with a 7” touch-screen, similar to those used in many popular mobile devices. The touchscreen is housed in an impact and flame resistant control box, which helps simplify and automate complex jobs, including those with torque and angle specifications through the creation of presets. Using the touchscreen, the operator simply inputs the number of fasteners and the desired torque value for each fastening step, followed by the required angle of turn. This sequence may then be saved as an automatic preset for future use.
Furthering the safety and user-friendly theme, Enerpac’s UltraSlim torque wrenches – which complement Enerpac’s globally proven W hexagon and S square drive torque wrenches – feature a tapered design, narrow radius and top-mounted handle to help facilitate access to very tight spaces. UltraSlim torque wrenches can easily be mounted over bolts in narrow access applications. In addition to its compact size, UltraSlim wrenches provide superior accuracy with plus or minus three percent across the full stroke. Electric torque wrenches Enerpac’s mission with its new ETW series electric torque wrench is to take SMART bolting, and make it simple. This SMART, yet simple new
Electric torque wrench
Do whatever brings you to life, then. Follow your own fascinations, obsessions, and compulsions. Trust them. Create whatever causes a revolution in your heart. -Elizabeth Gilbert
NEW PRODUCTS
Project in clay brick sector boosts energy efficiency Trend Industrial Ceramics has revealed that development work on a new, environmentally friendly material has resulted in high performance kiln components for the heavy clay (brick and paver) sector and this has led to encouraging early reactions from key users. “We developed a material designated TUZ especially for use in viaduct blocks, deck blocks and other kiln furniture used in the heavy clay industry,” explained Trend’s technical director, Xia Xiayun. “The main raw material in TUZ is reclaimed cordierite-mullite, combining to offer two principal advantages; the thermal shock stability of cordierite and the high temperature
strength of mullite.” When selecting and developing the particle size, Trend opted for a distribution of coarse grain size of 2mm to a finer particle of 0.1mm. This results in the optimum loose packed density. It allows the finished product to reach a density of 2.0g/cm3, MOR (modulus of rupture) to 13MPa and thermal expansion coefficient of 2.4 x 10-6 K-1, guaranteeing good strength and safety in what is an elevated temperature and high loading environment. Trend developed both extrusion and pressing manufacturing methods for these brick kiln products and with
the extrusion method more hollow shapes can be manufactured, lowering the overall weight of the piece, and therefore also increasing thermal efficiency at the end user’s kiln. This is achieved without any loss in product strength. Moving forward, having two manufacturing methods gives Trend more options to better satisfy
customers’ requirements and creates the ability to offer a full service to the heavy clay industry worldwide.
Portable Power Box set delivers hydraulic precision huge variety of small-to-medium size hydraulic tools and cylinders used universally throughout Australasia. They are especially useful on remote sites or where power sources are not available. Backed in the field by Enerpac’s national sales and service network, they can power labour-saving and high-safety tools such as:
Enerpac’s portable Power Box hydraulic tools set.
The easy-to-carry Power Box hydraulic tool set from Enerpac offers the compact power, precision and safety of hydraulics to efficiently and effortlessly complete diverse maintenance, fabrication, wedging and lifting tasks. The Power Box portable tools set comes complete with sturdy box housing ready-to-use hydraulic tool sets including single-acting cylinder, 1.8 metre hose and couplers, gauge adaptor and a versatile P392 two-speed lightweight hand pump.
The pump’s two-speed operation reduces handle strokes by as much as 78% over single-speed pumps, giving lower handle effort to minimise operator fatigue. Offering handle lock and lightweight construction for easy carrying around tasks, the lightweight (4.1kg) pump features a non-conductive fibreglass handle and internal pressure relief valve for operator safety. These go-anywhere sets are particularly ideal for cost-efficient use on the
• General purpose cylinders, including widely used RC102 and RC106 10-ton types as well as RC154 and RC156 15-ton types with strokes up to 152mm. The P392 two-speed cylinder facilitates rapid setup using the quicker first stage, then generates powerful workforces with the second stage, saving time and energy. • Enerpac Low-Height and Flat-Jac® cylinders in capacities from 10-45 tons, which offer users enhanced access beneath or around bulky machinery, including turbines, motors, drives and heavy items requiring positioning and lifting.
• Wedge Spread and Lifting Wedge cylinders in WR5 1.0 ton and LW 16-ton capacities respectively, with strokes of 94mm and 21mm. Enerpac Lifting Wedge cylinders require a very small access gap of only 10 mm and each step can spread under full load. Wedge Spread cylinders are available in long-stroke and very confined area versions.
Enerpac RC, Flat Jac®, Lifting wedge and Wedge Spread cylinders
RLA expands protective coating offering throughout Asia Pacific Rhino Linings Australasia (RLA) produces a range of premium spray-applied lining and coating products that provide maximum protection against corrosion, scratches and dents. The coatings form a permanent air and water-tight bond that inhibits rust, corrosion and surface abrasion. In order to promote the expertise and proximity of Australian companies supporting the automotive and transport markets, the Australian Automotive Aftermarket Association
(AAAA) organised a ‘road show’ to several countries in SE Asia with the assistance of Austrade. RLA had been investigating expanding its international sales for some time but participation in the SE Asia road trip accelerated the process. Taking in Taiwan, Vietnam, Thailand and Indonesia, Baker was able to meet with a range of companies in the automotive industry during a major trade exhibition in Taipei as well as private meetings with manufacturers and potential applicators in Da Nang
and Bangkok. While in Bangkok, Baker finalised the training for RLA’s first applicator in Thailand and was introduced to a major European automotive company that has a large facility on the outskirts of the Thai capital. In Jakarta, RLA concluded the required technical training for the Indonesian technicians, with the local applicator completing an order for 41 mine-spec buses destined for West Papua and other Indonesian mine sites. In addition, RLA is shipping product to
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Indonesia for another large project that is underway. While setting up the Thai Rhino Linings applicator, RLA was approached by an organisation in Fiji that was interested in being the Rhino Linings representative for that region. The first project we will be working on in Fiji is for 30 vehicles and a factory floor of 1500 square metres. In addition, RLA is looking at automotive and flooring projects, along with other commercial/industrial opportunities on the main island.
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FOOD MANUFACTURING
The trouble with most of us is that we would rather be ruined by praise than saved by criticism. - Norman Vincent Peale
Condition monitoring in the food industry Schaeffler Australia has welcomed its global parent company’s acquisition of autinity GmbH, an IT company that specialises in machine data recording and evaluation. Mark Ciechanowicz, Industrial Services Manager, Schaeffler Australia.
which are in strong demand both from internal and external customers.”
These include key Schaeffler Australia markets, among them mining and energy production (inc wind power and mineral processing); food, beverage and primary processing; bulk materials handling; and broader industrial and road and rail machinery systems.
The availability of machine data and the near real-time recording thereof, as well as storage, and analysis is decisive for the digitalisation of production. For this reason, Schaeffler is focusing on technically simple and scalable integration of machines and equipment into a digital ecosystem for its production. Moreover, available analysis technologies are to be made applicable to production data.
The purchase of 100 per cent of autinity shares, completed this month, is an important step in implementing Schaeffler’s global and local digital agenda, with autinity systems GmbH specialising in digital condition monitoring and machine data recording.
Condition monitoring of machinery and equipment, as well as digital networking in production, are of great customer interest in Australia and New Zealand
Condition monitoring of machinery
interest to both Schaeffler’s internal
and equipment as well as digital
and external customers throughout
networking in production are of great
Australia and New Zealand, says Mr
“Schaeffler has been using software solutions by autinity for many years now. The acquisition of this company will help us to intensify our collaboration and accelerate further developments in the fields of machine data recording and condition monitoring. Both topics are essential elements of Schaeffler’s digital agenda,
As part of its “Mobility for tomorrow” strategy, Schaeffler has defined digitalisation as a core future opportunity. Establishing internal structures, the partnership with IBM, the cooperation with the Friedrich-Alexander-University of Erlangen-Nuremberg (SHARE at FAU), the active involvement in the industrial data space in collaboration with the Fraunhofer Institute, and the takeover of autinity are important components in implementing Schaeffler’s digital agenda.
Flowfresh hygiene credentials on show Flowfresh was developed to meet a demand in the food and beverage industry for a floor that would withstand the sector’s unique challenges. Without an adequate finish underfoot, food and beverage plants were vulnerable to a long list of unwanted costs and problems. With an average life-span of approximately 15 years, food producers that have installed a Flowfresh finish know that the facility is protected for the long term against the costs and concerns of a failing floor. Lifecycle Cost Considerations The initially higher cost of installing a thicker, fit-for-purpose flooring solution can lead F&B businesses to opt for a cheaper alternative, however this logic often backfires and ends up costing the company more money over time. This point was exemplified by a formula on lifecycle cost considerations devised by Flowcrete Group Ltd.’s Technical Director, Grant Adamson. The equation takes the initial expense of a floor and adds to it annual maintenance costs, such as cleaning, repairs and upkeep as well as the price of replacing a failed floor, including the costs incurred by shutting down production. The formula is:
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Lifecycle Cost Considerations (LCC) Formula • LCC = C + MPW + RPW • The capital cost (C) of a project includes the initial capital expense for engineering, products and installation. • Maintenance (M) is the sum of all yearly scheduled operation and maintenance associated with floor repairs. • (R) is the replacement cost of a failed floor, including the financial impact of shutting down production. In some circumstances, the cost of a floor failure can be excessive when a food borne illness outbreak starts out as contaminant build-up in the hard to clean gaps and cracks of a deteriorating floor and from there goes on to infect produce en masse. This point was exemplified by the case of the cantaloupe producer Jensen Farms, where dirty water on
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the floor was one of the main causes of a listeria outbreak that led to over 125 people falling ill. The overall cost of this incident was incalculable and resulted in the two owners of the business being sentenced to five years probation, six months home detention, 100 hours of community service and a $150,000 restitution fine. This foodborne illness outbreak effectively illustrates that the cost of not designing and maintaining a food safe facility is higher in the long run than the initial expenditure required to install high quality, accredited products. Long Lasting Antibacterial Legacy Flowfresh not only meets the strict standards of HACCP International, but its antibacterial property goes beyond even this industry guideline by empowering it with the capacity to eliminate up to 99.9% of bacteria in contact with the floor.
The manner in which Polygiene’s unique, all-natural silver-ion technology is incorporated throughout the polyurethane matrix of Flowfresh means that even after a decade and a half, the floor won’t have lost any of its bactericidal power. This contrasts starkly to antibacterial treatments that rely on chemical coatings, which are prone to wearing away over time. The permanence of Flowfresh’s bacteria killing property was put to the test when it was analysed according
It’s not a big deal getting onto the internet, it’s a big deal having a great idea. -Rupert Murdoch
Schaeffler is currently working on 30 digitalisation projects. The number of projects is planned to double by next year. Schaeffler is shaping the digital transformation with a clear vision and specific solutions highly relevant to Australian industry, says Mr Ciechanowicz. With systems such as its Smart EcoSystem, Schaeffler is offering a consistent hardware and software infrastructure – from sensorised components to digital services and business models.
to the ISO 22196 standard, which measures the efficacy of antibacterial-treated surfaces. As part of this test, samples of Flowfresh were hot washed and abraded multiple times, over and above the ISO 22196 requirements. This intensive abuse was undertaken to recreate the reality of what a floor in a food plant would be subjected to and Flowfresh more than proved that it was able to survive such conditions and maintain its superior hygiene credentials.
FOOD MANUFACTURING
Introducing
A point of difference in today’s busy FMCG market.
Developed by AsureQuality, inSight™ provides shoppers with independently verified information about the products they are about to buy. After a successful application process, producers can place the inSight™ logo and a QR code on their product packaging.
When shoppers scan the QR code at the point of sale they can access information about the product, including: • • • • •
Environmental sustainability Social and ethical concerns Nutritional information Safety and quality Origin
Why the Need for inSight™? inSight™ takes product assurances into the 21st century inSight™ is a new brand developed by New Zealand Government owned AsureQuality, global experts in food safety and quality. We know how important food safety and quality is to you. We wanted a way that you could get independently verified information about a product, that would give you confidence in it before paying for it. inSight™ makes sense because: • You want to know more about the food you are eating
A new innovation taking product assurances into the 21st Century
Freephone 0508 00 11 22 | www.aqinsight.com
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SUPPLY CHAIN
Success is for those that press on when they see a wall, find ways around a road block and consistently push boundaries and conquer territories against all odds. - Oscar Bimpong
Lean Six Sigma Logistics How lean are your logistics operations? Suppliers, Manufacturers, wholesalers, 3PLs, distributors, retailers, and every party involved in the supply chain feel the pressure to reduce and balance cost, time and inventory-to be lean. This is true with domestic supply chains; but it is especially true with global supply chains. One way that has proven to improve an organization substantially is a supply chain process known as Lean Logistics. Logistics is the management of the flow of goods between the point of origin and the point of destination in order to meet the requirements of customers or corporations. Logistics involves the integration of information, transportation, inventory, warehousing, material handling, and packaging, and often security. Lean Logistics has many challenges. Global Lean Logistics especially has the challenge of the additional time required for shipments to move door-to-door over the long distance. In addition, there are many parties involved with each shipment. Some reports say that up to seventeen parties can be involved with one shipment - suppliers, truckers, freight forwarders, terminals, customs brokers, railroads, ocean/air carriers and more. Bringing lean across such an extended, multi-transactional supply chain is daunting. Often the parties are working together and at odds with each purchase order/shipping transaction. As the competitive environment changes the way companies do business, companies are embracing Lean and Six Sigma initiatives to support cost reductions and quality improvements. Although Lean and Six Sigma programs were initially separate initiatives in most organizations, today’s firms see that Lean and Six Sigma do not compete with each other, but rather the two complement each other and provide for dovetailing of continuous improvement activities.
But what does this have to do with Logistics? The quick answer is “everything “. Once we are grounded in Lean and Six Sigma principles, the logistician will realize that Logistics, Lean and Six Sigma form a natural union.
1. Specify Value: Customer value is identified and added along the supply chain network;
What is Lean Six Sigma Logistics?
2. Map the Value Stream: Identifying all processes (both value adding and non-value adding) along the supply chain network in order to identify and eliminate the processes that do not add value to the customer. This mapping helps us to visually understand how the value is created into the product from the customer’s perspective;
Now that the three elements of Lean Six Sigma Logistics have been presented, they need to put them together to fully appreciate how they complement each other. Remember:
3. Create a Smooth Flow: By minimizing interruptions, inventories, downtime make valuable processes to occur in a smooth flow towards the end customer;.
1. Logistics is about managing inventory
4. Establish Customer Pull: Manufacturing and / or moving materials or products only in response to the customer demand; implying that demand information is made available across the supply chain.
This union leverages the strengths and weaknesses of each discipline to create a cultural and operational model that will aid the logistician to solve age-old issues, while improving operations at all levels.
2. Lean is about speed, flow and the elimination of waste (inventory) 3. Six Sigma is about understanding and reducing variation. Therefore, Lean Six Sigma Logistics can be defined as: The elimination of unnecessary inventories through disciplined efforts to understand and reduce variation, while increasing speed and flow in the supply chain. What is Lean Thinking? Lean Thinking originated from manufacturing methods used by Japanese automotive manufacturers. Due to minimal resources and shortages, they employed a production process that worked with minimum waste. This thinking soon spread to all manufacturing areas, new product development and supply chain management. (Krafcik and MacDuffie, 1989) Lean Thinking involves a constant cycle of seeking perfection by eliminating waste and maximizing product value. This process means that end-customers don’t pay for organisation inefficiency and waste. Four principles are involved in achieving minimal waste:
Each of these four processes seeks perfection to progressively improve every process; minimizing waste and maximizing value. What Is Six Sigma? Six Sigma is a management methodology that attempts to understand and eliminate the negative effects of variation in our processes. Based on an infrastructure of trained professionals (Black Belts), Six Sigma delivers a problem-solving model armed with voice of the customer utilities and statistical process control tools. The DMAIC (Define-Measure-Analyse-Improve-Control) process is a map, or step-by-step approach, to understand and improve upon organizational challenges to reduce variation in processes and attempt to achieve “Six Sigma Quality. At the heart of Six Sigma is the principle of variation reduction. Essentially, the theory is if we can understand
and reduce variation in our processes, then we can implement improvement initiatives that will centre the process and ensure accuracy and reliability of the process around customer expectations. For example, if the purchase order-delivery cycle required for your supplier in China is sixty days, and you are averaging sixty days, then you may think all is fine. However, your average of sixty days may reflect the fact that some orders arrive in forty-five days and others are delivered in seventy-five days. It is this variation that results in expedited transportation, out of stocks and all the evils of non-confidence result, the worst of which is inventory build-up. Six Sigma and the Logistician The concept of variation reduction is paramount to the logistician. As stated above, logistics is about managing inventory. And managing inventory is about managing variation, a driver in both the amount of inventory carried and in stock-out potential. Given the basic types of inventory, variation plays such a vital role in how inventories are managed at all levels. For example, safety and buffer stock are inventories needed to hedge against unknowns. These unknowns really represent variation. Safety stocks are maintained because of variation with supplier quality, transportation reliability, internal operations process capability and customer demand patterns. If variation from supplier to customer can be understood and controlled, then firms will be able to dramatically reduce reliance on safety and buffer stocks.
Attain Global Certifications in Supply Chain, CPIM, CLTD and CSCP
with the help from NZPICS! Enrol now! Contact us Now! Phone: (09) 525 1525 (09) 525 1535 E: info@nzpics.org.nz OR enquiries@nzpics.org.nz Web: www.nzpics.org.nz
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Embrace what you don’t know, especially in the beginning, because what you don’t know can become your greatest asset. It ensures that you will absolutely be doing things differently from everybody else. -Sara Blakely
ENERGY
Car mirror technology to streamline solar energy production Technology used to develop the world’s first fully plastic automotive mirror is being adapted in South Australia to make solar energy generation more efficient. Adelaide-based car parts manufacturer Precision Components has partnered with the University of South Australia to launch a heliostat test bed north of Adelaide. The trial field includes 25 heliostats each measuring 7.2 square metres and a 16-metre-tall concentrated solar photovoltaic (PV) receiver, which can generate about 30 kW of electricity per hour. Heliostats concentrate sunlight onto a tower, and depending on the type of receiver unit, either heat molten salt to generate steam to power turbines to generate electricity or convert sunlight directly into electricity using a high efficiency solar cell receiver. The heliostat innovations hope to deliver more reliable and efficient energy production. It is not the first time the University of South Australia’s Future Industries
Institute has partnered with industry to commercialise its world-leading thin film coating technology. The group of researchers partnered with SMR Technologies, a car mirror manufacturer in Adelaide’s southern suburbs, to commercialise the world’s first fully plastic auto mirror in 2012. About 4 million of the mirrors, which are much lighter and do not shatter in a crash unlike their glass counterparts, have since been sold around the globe. Lead researcher and Industry Professor at UniSA’s Future Industries Institute, Peter Murphy said the design challenges in developing a heliostat surface that could stand up to a range of environmental factors echoed some of the challenges in designing the car mirror. “Heliostats need to withstand heat, cold, rain, UV light exposure and abrasion by sand, often in harsh, arid environments,” Prof Murphy said.,“To be really effective they must have a lifetime of 25 to 30 years and that presents a huge set of challenges at a macro and nano scale.
“Our long term research goal is to develop tough, ultra-high reflectivity mirror coatings on polycarbonate to underpin lighter, more efficient heliostats that stay cleaner for longer.”
last year secured $2 million in South Australian Government funding to manufacture advanced diesel and electric buses on the same site as the heliostat field.
This next generation solar power technology will be vital to the development of renewable power sources in Australia and internationally.
Last year the company and Heliostat-SA, which shares the premises, manufactured 150 heliostats for a solar project in Yokohama, Japan.
The Edinburgh trial field, about 30km north of Adelaide, is the result of three years of research, development and manufacturing of the heliostats following the formation of Heliostat-SA, majority owned by Precision Components, in 2014. Adelaide-based Precision Components has been a leading Australian component manufacturer for the automotive industry for more than two decades. The launch comes at an important time for the company, which is transforming its business following the decline of Australia’s car manufacturing industry. Precision Components has also partnered with Bustech to form Precision Buses. That joint venture
“This is another significant step in the diversification strategy we implemented to safeguard the future of the business and to create employment opportunities for South Australians,” Precision Components Director Mat Fitch said. Under the solar trial joint venture, Heliostat-SA designs and manufactures solar energy technologies for both the concentrated solar power and PV tracking industry sectors. While the heliostats at the trial field are made of traditional glass, the researchers are working on adapting South Australian thin film coating technology to produce lightweight and durable polycarbonate mirrors.
Major waste-to-energy project honored for innovation The Quantum Biopower plant incorporating GWE RAPTOR technology (picture). A major waste-to-energy project incorporating GWE RAPTOR anaerobic digestion technology available throughout Australasia has been honored as a Finalist in this year’s American Biogas Council Industry Awards. The Quantum Biopower organic-waste-to-energy project in Connecticut USA began producing biogas this year that will be used to generate electricity, demonstrating financial and environmental benefits achievable locally and globally by converting up to 40,000 tons of organic waste annually into environmentally harmonious green energy and dry bio fertiliser. The RAPTOR technology is one of a suite of GWE clean water/green energy technologies represented in Australasia by CST Wastewater Solutions, which already has successful GWE technology installations operating locally in the food, beverage and agribusiness industries. including meat processing and other industries with a biological waste stream.
but also for municipal applications. The Quantum Biopower plant, serving the central Connecticut region, incorporates its GWE RAPTOR rapid anaerobic digestion system at the heart of its process that harvests mixed organic wastes for conversion into enough biogas (primarily methane) to generate 1.2 MW of electricity and up to 5.6 tons a day of dry bio fertiliser.
Huge benefits available to food and beverage processing plants, or agribusinesses. The Finalist award to the Quantum Biopower project in October follows other major waste-to-energy awards for technologies represented by
CST Wastewater Solutions, including one earlier this year for a project incorporating GWE technologies into the world’s largest integrated pineapple operation, Del Monte Philippines Inc. (DMPI), which won the Best Water and Wastewater Solutions Provider honor at the Asian Manufacturing Awards. GWE Chairman and CEO Mr Jean Pierre Ombregt, left, whose green energy technology has achieved global
RAPTOR technology has also acceptance, including in Australasia in installations won a global environmental completed under the direction of CST Wastewater engineering from the Institute Solutions Managing Director Mr Michal Bambridge, right. of Chemical Engineers (IChemE), which represents more than biogas from organic waste. 40,000 chemical engineers worldwide. An enormous advantage of this type This latest honor for Quantum of green energy is that it transforms Biopower is a major achievement, an environmental problem into a because the American Biogas Council profitable resource. Rather than represents the entire US biogas industry, including more than 200 having to pay to dispose of organic companies who are dedicated to trash – or having it rot in landfills or maximising the production and use of create community odor issues and environmental hazards – this process converts virtually any organic waste into a profitable asset. This very successful Quantum Biopower plant, incorporating the latest RAPTOR waste-to-energy technology, illustrates the huge benefits available to virtually
CST Wastewater Solutions Mr Michael Bambridge says the latest award for GWE anaerobic technologies shows their effectiveness and versatility for not only many more industrial uses,
any application producing a biological waste stream, including municipal or industrial facilities, food and beverage processing plants, or agribusinesses.
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DEVELOPMENTS
If you don’t want to be criticized, for goodness sake don’t do anything new. -Jeff Bezos
Southern Cross Engineering installs gantry crane at Metalcraft Roofing specialist Metalcraft is benefitting from the safety and efficiency of the first ever Konecranes gantry crane with sway control in New Zealand, installed by Southern Cross Engineering. The Konecranes 5t gantry crane with CXT hoist is used for lifting purlins up to 23.5m in length onto trucks at Metalcraft’s Christchurch facility, which already had Konecranes units installed. “The sway control feature added to this latest crane makes a massive difference to the overall safety and efficiency of lifting, especially when dealing with such long loads,” says Mr. Ben Blower, Contracts Engineer, Southern Cross Engineering, a company that provides full turnkey packages to end-users in New Zealand. Konecranes DynAPilot Sway Control is designed to automatically limit load sway by controlling the bridge and trolley acceleration and deceleration rates. This Smart Feature provides precise load positioning and reduces load cycle times. “Sway control makes the crane significantly easier to operate. Once the operator has dialed up the hook to load distance on the remote, there is no input they can give the crane to make the load sway,” said Mr Blower. “Before sway control existed, an experienced crane operator had to manually control the sway of a load by using jogging movements at the start and end of each lift, but this leads to excessive wear on the motors, in extreme cases buttons on remotes have been worn out as a result of this!” he said. Sway control not only improves the
efficiency of the lift, but makes the entire facility a safer workplace. It reduces the risk of the load colliding with valuable machinery or plant, and most importantly avoids collisions with workers. “Sway control has helped this Metalcraft facility minimise any safety risks from moving loads which can be difficult for even experienced operators to keep under control. We are seeing more and more customers opting for Konecranes range of smart features, as this technology can assist in offering the maximum level of safety in their workplace.” said Mr Blower. Metalcraft Roofing is New Zealand’s largest and most established privately-owned building product rollformer and installer with an extensive range of Longrun Roofing profiles, Lightweight Metal Tiles and Rainwater System solutions.
Konecranes smart features Sway control is just one of a complete range of Smart Features that Konecranes provides to tailor their cranes to the individual needs of users. Others include: Follow Me, enables the crane operator to speed up operation by simply guiding the hook, by hand, into position over the load. The crane and trolley automatically follow along, overhead Shock load prevention, which allows
Konecranes protected areas
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for smooth load pick-up. The hoist drive monitors the load. If it is picked up abruptly, the hoisting speed is automatically reduced until the load is lifted. This prevents shocks to the load and the crane, reducing wear of the crane’s steel structure and mechanical parts. Slack rope prevention, which is an important safety and productivity feature when lifting devices such as lifting beams are used. As the load is lowered, the hoist drive detects when the load has landed and stops the movement. The hoist ropes do not slacken so the ropes do not slip out of the hook block and the lifting device does not tip. When lifting a load simultaneously with two hooks, hoisting synchronisation supervises and controls both hooks so that they run at the same speed, even if there is imbalanced loading between the hoists. When a load is less than the maximum rated load, extended speed range allows faster lifting and lowering speeds. The available hoisting speed range is extended from the rated nominal speed. This Smart Feature reduces load cycle and waiting times. Target positioning, which allows up to 120 pre-set target positions and eight home positions. The operator selects the load’s target address and presses the “target positioning” button. As long as the button is pressed, the crane drives itself toward
the selected target position. The hoist can automatically raise the load to a defined travel height. When the load reaches the target position, the hoist automatically lowers the load to a pre-defined height. End positioning, which is designed to speed up the final positioning of the load to an X-Y coordinate. It is especially useful in work cycles involving stationary machines or structures where the operator must repetitively position loads in the same places. The operator can define up to 16 end positions. When the load is moved into a positioning window around the target and the “end positioning” button is pressed, the crane moves the load to the centre of the window. Then, the operator takes over manually and lowers the load. Working limits, which can be thought of as temporary virtual walls at which the crane stops automatically. Working from the controls, the crane operator sets a limit to trolley, bridge or hoist motion, thus creating a virtual wall in a vertical or horizontal direction. Several Working Limits can be defined for a crane according to the task at hand — protecting people on a temporary walkway or a truck to be loaded, for example. Protected areas, which are no-go areas, which the crane operator cannot override or adjust. Up to 16 rectangular protected areas can be defined, allowing protection of the most valuable production machinery or busy working areas from possible operator error.
BUSINESS NEWS
We may encounter many defeats but we must not be defeated. -Maya Angelou
Confidence increases as Kiwi exporters widen the net The ExportNZ DHL Export Barometer shows Kiwi exporters are feeling confident and expecting orders to increase in the next twelve months. Optimism is very positive with 71% of New Zealand exporters expecting international orders to increase - this is a jump from 63% in 2016. The research shows that overall 2017 has been a good year, with just over half (55%) of exporters achieving an increase in international orders. While the survey was carried out prior to the NZ election, ongoing political support for the export environment will be crucial to ensure Kiwi businesses achieve the perceived upcoming boost to orders. Exporters responding to the survey cited several key ways in which assistance from the New Zealand Government could help their business. Research and development assistance came out top at 26%, closely followed by help attending trade shows with other NZ companies, and more free trade agreements (both 25%).
Commenting on the results, Catherine Beard, ExportNZ Executive Director says, “It’s heartening to see the jump in optimism amongst Kiwi exporters, especially coming after so much global political uncertainty. A good result on TPP in November would lock in this optimism. “The results show that trading with the USA has increased significantly over the past year, with more than half of Kiwi exporters sending orders to the USA and over half (55%) seeing the Trump administration as having a neutral impact on exports, while 41% thought it had a negative impact on exports. “The fact that R&D has been flagged up as a key area for assistance is significant as more than half (52%) of exporters developed new products and services in a bid to boost export orders. Innovation can be a powerful tool for overcoming the ‘strength of competition in overseas markets’,
potential to reach overseas consumers looking for innovative and unique goods. However, 68% of companies say they do not use social media to generate orders or enquiries.”
which is the number one concern among exporters (42%). “ExportNZ looks forward to working with the new government to improve conditions for Kiwi exporters, enabling them to thrive as much as possible.”
China continues to grow in importance
Online commerce holds steady The 2017 ExportNZ DHL Export Barometer shows that while some exporters have embraced online commerce, not much has changed in the last two years.
While Australia remains by far our number one trading partner (72%), we are shifting towards the ever-growing China (30%) and away from our traditional chief trading partner, the UK (26%), post-Brexit.
One-fifth of exporters generate more than half of their international orders online, including 6% who generate all export orders this way.
However, overall, Kiwi exporters don’t expect any major changes to our top ten trading partners in the coming years.
There is still plenty of room for growth as 26% said that none of their export orders are generated online.
A joint initiative between ExportNZ and DHL, a total of 379 New Zealand exporters were surveyed for the ExportNZ DHL Export Barometer 2017.
Mark Foy, DHL Express NZ Country Manager says, “Online commerce is a massive growth area for Kiwi exporters with huge potential to reach international audiences. Currently most businesses (80%) are only spending one-fifth of their marketing budget online.
This research aims to provide Kiwi businesses and Government officials detailed feedback on exporter sentiment plus barriers to exporting and how to help reduce them where possible.
“Social media holds much untapped
Mercury and Air NZ lead effort to accelerate
transition
to electric vehicles
As Energy Day got under way at the 23rd United Nations Climate Change Conference (UNFCCC) in Bonn, Germany two leading New Zealand businesses are showing that the country is stepping up to help deliver the global transition to electric vehicles. New Zealand electricity retailer, Mercury, and airline Air New Zealand, have joined The Climate Group’s EV100 campaign which brings together the world’s most influential companies with the aim of helping to shift markets in favour of electric transport by 2030. Earlier this year, Air New Zealand transitioned 100% of its light vehicle fleet to EVs and electrified more than half of its heavy airport service vehicles. Meanwhile Mercury has transitioned every vehicle in its fleet that can be practically converted to electric (80 out of 114 vehicles). Mercury, with others, also helped bring the Electric Highway to New Zealand with the peer-to-peer EV charger location app, ‘Plugshare’. By joining EV100, the two companies are keen to demonstrate that the electrification of fleets is not just the right thing to do but that it makes business sense too. Fraser Whineray, Chief Executive, Mercury, said “Now that we’ve converted every vehicle we can to EV, our mission of Energy Freedom inspires us to support the electrification of
transport throughout New Zealand. Around 90% of New Zealand’s electricity is produced from clean renewable sources so it’s a winning formula for drivers, for business, to reduce greenhouse gas emissions, and to reduce dependence on imported fossil fuels. Mercury is part of a movement in New Zealand and globally through membership of EV100.” Lisa Daniell, Head of Sustainability, Air New Zealand said “Electric transport offers a major solution in
cutting millions of tons of greenhouse emissions worldwide. Having led the way in New Zealand it’s exciting to be part of a global initiative committed to making EVs the new normal.” Between them, Air New Zealand and Mercury have instigated a landmark corporate initiative, influencing over 30 leading New Zealand organisations and businesses to pledge to transition their fleets to at least 30% electric in the next three years. Helen
Clarkson,
Chief
Executive
“Electric transport offers a major solution in cutting millions of tons of greenhouse emissions worldwide. Having led the way in New Zealand it’s exciting to be part of a global initiative committed to making EVs the new normal.” www.nzmanufacturer.co.nz
Officer, The Climate Group, championed the role of business in driving a zero-emissions economy. “It’s fantastic to see continued leadership from companies on climate action – commitments like these are smart business decisions that are shaping our global energy market for the future and helping to accelerate the emissions reductions needed to deliver on the Paris Agreement.” The political climate in New Zealand is also favourable to these important steps Prime Minister, Jacinda Ardern, has placed climate change at the heart of her government including a commitment to switch the electricity grid entirely to renewables by 2035. The new coalition Government has also shown welcome leadership on electric vehicles by committing to making its own vehicle fleet emissions free where practicable by 2025/6. New Zealand is well prepared for the transition as it has the highest proportion of electricity generated from renewable sources in the OECD and reached 86% renewable electricity generation in the March quarter of 2017.
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HEALTH AND SAFETY
You must either modify your dreams or magnify your skills. -Jim Rohn
New focus on hazardous substance safety Hazardous substances are widely used across New Zealand workplaces, so it’s important to know the risks and how to protect people from harm. On 1 December 2017, the Health and Safety at Work (Hazardous Substances) Regulations 2017 will come into force. They apply to all workplaces that manufacture, use, handle and store hazardous substances. One in three businesses work with hazardous substances in New Zealand. That includes factories, farmers and growers, as well as tradespeople, collision repairers, hairdressers and retailers. Common hazardous substances are fuels and LPG, acids, cleaning solutions, agricultural chemicals, paints, glues and chlorine. “Used safely, hazardous substances can contribute to the nation’s economic growth and prosperity,” WorkSafe General Manager Operations and Specialist Services Brett Murray says. “But they also pose real risks to the people working with or around them, including explosion, fire, and serious health issues.” It is estimated that New Zealand workers are 10 times more likely to die from work-related health risks, such as hazardous substances, than workplace safety incidents, Mr Murray says. However, despite this harm, there can be more complacency about the dangers of hazardous substances than other workplace risks. “The harm from inhaling toxic vapours
or contact with some substances is often unseen. Workers may be unaware they are being exposed, and the effects of exposure may not be discovered for many years. “The Regulations are aimed at reducing the harm from hazardous substances in the workplace and will The regulations bring an expectation on everyone working with hazardous substances to know what those increase the focus on their substances are, the risks they pose and how to manage those risks. safe management. They bring an expectation on the hazardous substances on site, the sufficient instruction and supervision, everyone working with them to know quantities and where they are stored. as well as any additional measures what those substances are, the risks Then read the safety data sheets (SDS) triggered by certain substances or they pose and how to manage those to understand the risks they pose, quantities. risks.” how to use and store them safely and “Some highly hazardous substances This is not about wholesale change. what to do if there is a spill or you will require a certified handler, while The rules for work-related activities are exposed to them. A SDS will be certain quantities of some substances involving hazardous substances are required for each substance. may mean you need to engage a moving from the Hazardous Substances “You will also need to keep an inventory compliance certifier to issue a location and New Organisms (HSNO) Act to the of your hazardous substances, and the compliance certificate. So as well as Health and Safety at Work Act (HSWA). simplest way to do this is to use the reducing risk, keeping your substances Many of the existing requirements Hazardous Substances Calculator,” Mr to a minimum can help reduce the continue under the new Regulations, Murray says. “This is one of the handy costs to your operation. so if your business is complying now, tools in the Hazardous Substances “That’s why you should first look at there may not be much more you have Toolbox.” to do. However, there are key changes The calculator will help you work whether you can remove any products, that will help ensure you, as the person out the safety measures (or controls) reduce the amount, or replace them in charge, are doing your duty to you need to put in place to keep with a safer alternative.” protect people from harm. people safe. This includes general Mr Murray says it is important to note The starting point is to identify the requirements, such as labelling, that the required controls may not risks in your workplace. Make a list of packaging and ensuring workers have be enough to protect people from harm, and you must remove or reduce any remaining risks. This can include installing safety measures, such as extractor fans or using automated enclosed areas to conduct hazardous work. “Personal protective equipment may also be necessary, but should be the final step after implementing other measures. “And remember, even the most safety-conscious business can have an accident. Make sure you have an emergency plan in place, including who to contact and who is responsible for what.” As well as looking at what is changing on 1 December, Mr Murray says people need to remember there is already legislation in place they should be complying with.
You will need to keep an inventory of all the hazardous substances in your workplace.
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“Now is the ideal time to review your management of hazardous substances and ensure you are doing your duty to protect people from harm.”
REAR VIEW
For maximum attention, nothing beats a good mistake. -Unknown
Why we can’t rely on corporations to save us from climate change While businesses have been principal agents in increasing greenhouse gas emissions, they are also seen by many as crucial to tackling climate change. However, our research shows how corporations’ ambitious pro-climate proposals are systematically degraded by criticism from shareholders, media, governments, other corporations and managers. This “market critique” reveals the underlying tension between the demands of tackling climate change, and the more basic business imperatives of profit and shareholder value. Managers operate within increasingly short time frames and demanding performance metrics, due to quarterly and semi-annual reporting, and the shrinking tenure of executives. Our research involved detailed analysis of five major Australian corporations over ten years, from 2005 to 2015. During this period, climate change became a central issue in political and economic debate, giving rise to a range of risks and opportunities for business. Each of the companies we studied acted at the leading edge of this issue. However, despite operating in different industries (banking, media, insurance, manufacturing and energy) we found a common pattern in which initial statements of climate leadership degenerated over time into more mundane business concerns. Our study revealed three phases to this transformation.
CLIMATE CHANGE AS A BUSINESS OPPORTUNITY In this first phase, senior executives present tackling climate change as a strategic business decision. This is epitomised by British entrepreneur Richard Branson, who has claimed that “our only hope to stop climate change is for industry to make money from it”. The managers in our study associated climate change with words like “innovation”, “opportunity”, “leadership” and “win-win outcomes”. At the same time they ruled out more negative or threatening associations, such as “regulation” or “sacrifice”. For example, in outlining why his company had embraced the climate issue, the global sustainability manager of one of the world’s largest industrial conglomerates told us:
We’re eliminating the false choice between great economics and the environment. We’re looking for products that will have a positive and powerful impact on the environment and on the economy.
This is epitomised by British entrepreneur Richard Branson, who has claimed that “our only hope to stop climate change is for industry to make money from it”. LOCALISING CLIMATE ENGAGEMENT These statements of intent are open to criticism from customers, employees, the media and competitors, especially with respect to the substance and relevance of corporate climate action. Thus, in the second phase, managers sought to make their proposals more concrete through eco-efficiency practices (such as reducing energy consumption, retrofitting lighting, and using renewable energy), “green” products and services, and promoting the need for climate action. Notably, these are often supplemented with measures of corporate worth to demonstrate a “business case” for climate action (for instance, savings from reduced energy consumption, increased employee satisfaction and engagement, or improved sales figures from green products and services). Importantly, companies also sought to communicate the benefits of these measures to employees through corporate culture change initiatives, as well as to customers, clients, NGOs and political parties.
As the environment manager at the global media company we studied outlined, these practices were central to creating a climate-conscious culture in his organization:
Christopher Wright Professor of Organisational Studies, University of Sydney
That inspires others and it gets things done. It’s a fantastic tool. It’s how behavioural change happens on sites.
NORMALISATION AND BUSINESS AS USUAL Over time, however, climate initiatives attracted renewed criticism from other business groups, shareholders, the media, and politicians. For instance, the increasingly heated political debate over carbon pricing forced many companies to rethink their public stance on climate change.
Daniel Nyberg Professor of Management, Newcastle Business School, University of Newcastle
As a senior manager at one of the country’s major banks explained:
WHERE NEXT FROM HERE?
How we deal with sensitivities within the organisation about taking what can be seen as a partisan position in a highly political environment … that’s the challenge at the moment.
These case studies, on top of our previous research, show why corporations are particularly unsuited to tackling a challenge like climate change.
And so, in the third phase we found that climate change initiatives were wound back and market concerns prioritised. At this stage, the temporary compromise between market and social/environmental discourses was broken and corporate executives sought to realign climate initiatives with the goal of maximising shareholder value. For example, new chief executives were promoted who advocated “back to basics” strategies. Meanwhile, climate change initiatives were diluted and relegated to broader and less specific “sustainability” and “resilience” programs. One of our case study companies is a large insurance company. While initially very progressive on the need for climate change action, this changed after a reversal in its financial situation and a change of leadership. As a senior manager explained: Look, that was all a nice thing to have in good times but now we’re in hard times. We get back to core stuff.
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Businesses operate on short-term objectives of profit maximisation and shareholder return. But avoiding dangerous climate change requires the radical decarbonisation of energy, transportation and manufacturing on a scale that is historically unprecedented and probably incompatible with economic growth. This means going beyond the comfortable assumptions of corporate self-regulation and “market solutions”, and instead accepting regulatory restrictions on carbon emissions and fossil fuel extraction. It also requires a reconsideration of corporate purpose and the dominance of short-term shareholder value as the pre-eminent criteria in assessing business performance. Alternative models of corporate governance, such as B corporations, offer pathways that better acknowledge environmental and social concerns. In an era in which neoliberalism still dominates political imaginations around the world, our research shows the folly of depending on corporations and markets to address climate change.
NZ Manufacturer November 2017
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