August 2020
BUY NZ MADE
www.nzmanufacturer.co.nz BUSINESS 6 COVID-19 Investment in our
11 THE INTERVIEW
manufacturing industry a win-win for all.
12 COMMENT The hidden benefits of local supply chains: A steel case study.
Greg Kushnir, Founder, Emrod.
Post-Covid-19 construction crunch - From survive to thrive -Stephanie Pretorius, Intent Group
New Zealand’s construction industry has been heavily disrupted since the arrival of Covid-19 to our shores. A relief package is now available, with the New Zealand Government investing heavily in the industry to the tune of $3B. Funded infrastructure projects include a significant amount of ‘shovel ready’ projects identified to support the short-term pipeline over the next 12 months. Despite extra funding, certain segments of construction are likely to still be negatively impacted. As an example, Auckland alone recently lost $500 from Council revenue budgets; the flow on effects are still to be determined. The funding pipeline may be affected for multiple years and there is risk of misalignment of capacity as funding may swing between years. The intent of the fast tracked ‘shovel ready’ projects is to quickly stabilise cashflow, as well as the pipeline for the industry, and to help construction thrive in the short term. But how can we take this further and help construction to thrive in the long term? As a sector, construction has been ‘sailing close to the wind’ for a long time with tight margins and low productivity. The Construction Accord (Accord) has set
the tone for the future, outlining goals for improved productivity, capability and resilience.
Many construction businesses took away lessons learnt from their Covid-19 experience as the ability to respond and adapt to trying conditions was tested. A sense of urgency for being in a stronger position for basic survival is one of these lessons. Positive lessons to come from Covid-19 might include how the experience built stronger leadership foundations,
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CONTENTS 1 5 8
DEPARTMENTS LEAD Post-Covid-19 construction crunch- From survive to thrive. Technology restructuring reflects the three stages of business post Covid-19. Investment in our manufacturing industry a win-win for all.
Kirk Hope
Is Chief Executive of BusinessNZ, New Zealand’s largest business advocacy body. He has held a range of senior positions at Westpac and is a barrister and solicitor.
MANUFACTURING TECHNOLOGY Cloud integration technologies enable manufacturers to navigate global disruptions. More companies harnessing the potential of additive manufacturing technology.
THE INTERVIEW
12
COMMENT
15
COMMENT
Greg Kushnir, Founder, Emrod.
Dr. Dieter Adam
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Barbara Nebel of Think Step talks the hidden benefits of local supply chains. Can we grow our future leaders?
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COMPANY PROFILE
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SMART MANUFACTURING SESTO Magnus autonomous mobile robot for materials handling. Using AI to predict new materials with desired properties. Igus robot control: free simulation and cost-effective control of robots. Seequent keeps world at work on major projects. Life-Changing medical device with Stratasys additive manufacturing.
Is the executive director of The Manufacturers’ Network. He has a Ph.D. in plant biotechnology, consulting and senior management roles in R&D, innovation and international business development.
10 Leeann Watson
Is the Chief Executive of the Canterbury Employers’ Chamber of Commerce (the Chamber).and is a strong voice for Canterbury business.
Cheers to a good brew.
Lewis Woodward
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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.
NEW PRODUCTS Hoses optimise safety underground. Carbon steel flexible screw conveyor introduced. Focus Swift fully integrated mobile laser scanner.
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ANALYSIS
26
DEVELOPMENTS
27
ADVISORS
COVID-19 BUSINESS
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Spending boost presents upgrade opportunity for bridges.
Dr Troy Coyle
16 25
A Green building on the White continent. NZ businesses secure funding for fast-tracking global growth. Secondary students given opportunity to build engineering career.
REAR VIEW What manufacturers can do to prepare for the upturn.
Is HERA Director, she has extensive experience in innovation, research management and product development, most recently as Head of Innovation and Product Development & Pacific Islands Export Manager at New Zealand Steel.
Brett O’Riley
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EMA chief executive Brett O’Riley has a background in technology and economic development. Brett actually grew up with manufacturing, in the family business, Biggins & Co. He currently holds board roles with Wine Grenade and Dotterel Technologies and is also on the NZ Film Commission board.
PUBLISHER Media Hawke’s Bay Ltd,1/121 Russell Street North, Hastings, New Zealand 4122.
MANAGING EDITOR Doug Green T: +64 6 870 9029 E: publisher@xtra.co.nz
By being positive and continuing to
CONTRIBUTORS
be creative and make great products.
focus on our businesses, striving to
Holly Green, Barbara Nebel, Ian Walsh, Stephanie Pretorius, Greg Kushnir, Aaldert Verplanke, Mark Morley, Rob Stummer, Helen Down
That’s how. It’s not easy for business at the moment however there are quite a few companies moving ahead. Take Emrod for example, whose founder Greg Kushnir wanted to come up with a solution to move clean energy around from where it’s abundant to where it’s needed in a cost-effective, eco-friendly way (Page 11) .
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
Or Rob Stummer, CEO of Syspro, who suggests what manufacturers can do while preparing for the upturn (Page 27).
WEB MASTER
Stephanie Pretorius of Intent Group says that it is time for the construction industry players to take ownership of the direction for their long-term sustainability (Page 1).
Julian Goodbehere E: julian@isystems.co.nz
PUBLISHING SERVICES On-Line Publisher Media Hawke’s Bay Ltd
Government has invested heavily in the industry to the tune of $3B and she says it is now time for industry players to take ownership of the direction for their own longsustainability.
DIGITAL SUBSCRIPTIONS E: publisher@xtra.co.nz Free of Charge.
Helen Down, Chief Executive, Hutt Valley Chamber of Commerce discusses the huge manufacturing base in her region (Page 6) and of their ability to adapt their products and services to meet sudden domestic demand changes.
MEDIA HAWKES BAY LTD T: +64 6 870 4506 F: +64 6 878 8150 E: publisher@xtra.co.nz 1/121 Russell Street North, Hastings PO Box 1109, Hastings, NZ NZ Manufacturer ISSN 1179-4992
Barbara Nebel of Think Step talks the steel industry and the hidden benefits of local supply chains (Page 12).
Vol.11 No. 7 AUGUST 2020
Copyright: NZ Manufacturer is copyright and may not be reproduced in whole or in part without the written permission of the publisher. Neither editorial opinions expressed, nor facts stated in the advertisements, are necessarily agreed to by the editor or publisher of NZ Manufacturer and, whilst all efforts are made to ensure accuracy, no responsibility will be taken by the publishers for inaccurate information, or for any consequences of reliance on this information. NZ Manufacturer welcomes your contributions which may not necessarily be used because of the philosophy of the publication.
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Where are we going, how are we getting there?
NZ Manufacturer August 2020 /
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Enjoy the read, keep safe and keep me in touch with your developments. I want all readers to know of the innovators and if you are one of them, well done!
Doug Green
Success Through Innovation
EDITORIAL
COVID-19 BUSINESS Technology restructuring reflects the three stages of business post Covid-19 Witnessed through the lens of a technology company, Kiwi SMEs appear to be going through three distinct stages post the Covid-19 lockdown – the ‘work from home’ stage, the ‘do more with less staff’ stage and the ‘re-invent service offerings’ stage – but there are fears they may be trying to change too much, too quickly. Hamish McLachlan, Director of technology company OneHQ, says if anything Covid-19 awakened New Zealand SMEs to the realisation that they had under-invested in technology for years and many companies are now playing catch up. However, they are at risk of over-complicating their digital transformation. “Covid-19 is an interesting transformation point because people suddenly needed to work remotely. Those that had not invested in technology just could not do it because their data was in the server at the office. “Part of the problem -- and it is a real issue for New Zealand -- is that so many companies are owned by boomers holding out for retirement. People get used to doing things in a certain way and earning a certain income, so why would they add more complexity?” McLachlan says there is widespread awareness of the need to transform, but there is a real risk of drastic change brought about by a knee jerk reaction. “Digital restructuring is best done slowly and incrementally. Economic turmoil means that finding new revenue is hard, so focus on streamlining what you’ve got and making more out of the revenue that
you do have.” Smaller firms traditionally invest less in building efficiencies because they have less money. Sometimes efficiency gain can cost a small business as much as it does a bigger business. While all businesses should be on a journey of constant change, the more effective strategy is to make a small incremental change over the years. He offers the following advice to SMEs considering digital transformation: 1. Identify your pain points Rather than radically transforming the business or charging down new avenues or adopting new technologies, first understand what the pain points are and fix those. “Get the key decision-makers in the business aligned on what the problems are, and address those first,” says McLachlan. “Examples may be holding too much stock, being tied to cumbersome legacy software or holding on to a site-specific office server.” 2. Break it down “The norm for many technology companies has been to work with clients to address business requirements. We find it far more effective to address the pain points and then break them down into bite-sized projects, based on the benefit to the business. “For example, rather than replace an entire Enterprise Resource Planning (ERP) solution, an answer may be to plug in add-on to fix a specific
issue,” McLachlan says. 3. Prioritise During and after lockdown, many companies were focussed on remote working solutions. This was followed by working with less staff following layoffs and more recently the focus is switching to revenue generation with less, but this is reactive. “Remote working and productivity solutions are hygiene. We find the sweet spot is in helping our clients drive short term change in the technology space. Nobody has to spend large chunks of money to keep driving continuous improvement. “Start with the pain points that address a business benefit. We usually find most companies only have four or five pain points. If we change the metric there is a direct flow on in better margins, revenues, productivity and cost savings.” 4. Engage your staff “Avoid driving change from the top down. Engaging your workforce at the start gives a better outcome because everybody is a part of the change,” McLachlan says. 5. Reduce complexity “Reduce the complexity of your business. This will result in a higher level of engagement from both staff and clients. Start with quick wins and push forward once you start seeing the results of the changes you are making.”
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COVID-19 BUSINESS Investment in our manufacturing industry is a win-win for all -Helen Down,Chief Executive, Hutt Valley Chamber of Commerce
“The most important thing the Government can do in these turbulent times is to keep a strong manufacturing base in New Zealand. This will not only help solve the unemployment situation but it supports local supply chains and has a strong flow on effect to all society.
“We have all the skills and resources as well as business owners motivated and keen to act with speed and manufacture things quickly,” said Helen Down, Chief Executive of Hutt Valley Chamber of Commerce.
Together, with the Hutt Valley Chamber of Commerce, the innovative unit was Helen Down, Chief Executive, Hutt Valley Chamber of Commerce. promoted nationwide which resulted in hundreds of dispensers being supplied into schools and workplaces around the country According to the General Manager, Martin Simpson, during lockdown. the company received orders for another 20 vehicles around NZ and Australia during lockdown and as a Before there was any suggestion of a lockdown in result have hired more staff. New Zealand, Hills Hats in Lower Hutt reviewed
Since March the Hutt Valley Chamber of Commerce, along with Hutt City Council and Upper Hutt City Council, has been running a Hutt Valley Covid 19 Business Support Programme through various levels of lockdown.
and upgraded its health and hygiene processes and produced a range of stylish and reusable protective face masks which were an instant hit with health workers, trades people, couriers and even one of the company’s US retail chain clients.
It has been working to ensure local companies get all the support they can and has been raising the profile of the needs of the manufacturing sector with government.
The company is continuing to receive huge local demand with orders coming in thick and fast.
“The Hutt Valley itself has a huge manufacturing base. There’s not a lot we can’t do in this valley and across New Zealand.
“Several of our local manufacturers instantly pivoted their business during lockdown earlier in the year and have proven they can very quickly adapt their products and services to meet sudden domestic demand changes.
Fraser Engineering is the largest manufacturer of Fire Engines in the pacific. The company, located in Wingate, Lower Hutt, employs 120 staff and is currently hiring staff with an order book filled up for the next few years.
Despite all this, Fraser Engineering experienced some major bumps in the road in the early stages of lockdown because they struggled to get placed on MBIE’s essential services list to continue operating during level 4. Martin says if it wasn’t for the Hutt Valley Chamber of Commerce, of which the business is a member, the damage to his company would have been significant. The Chamber also helped Fraser Engineering connect with Hutt Valley plastics manufacturer Flight Plastics to help develop and produce cost-effective protective plastic face shields for local hospital workers.
“We all need to see this sector for what it can be going forward, and not what it used to be decades ago.” One example came as a result of a significant downturn in business at Lockdown. Local packaging and supplies company Packaging Products partnered with local manufacturer Aluminium Extrusions to create and supply a pedal operated freestanding hand foam sanitiser dispenser which requires no batteries or sensors. Aluminium Extrusions quickly designed and manufactured the unit with Packaging Products supplying the hand sanitiser as well as some distribution.
They are also looking to invest further in high speed machinery and technology to try and keep up capacity as they look to expand into several states across Australia.
The personal protective equipment project delivered face shields at a quarter of the price of those being imported from China at the time. “Fraser Engineering’s partnership with Flight Plastics highlights how much manufacturing capacity we have in the Hutt Valley and throughout New Zealand. Martin Simpson, General Manager, Fraser Engineering.
“It is because of this that we need to ensure funding and support is
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Contact Kevin Kevany Mobile 021 577 211 Email kevwrite@xtra.co.nz
COVID-19 BUSINESS available to the manufacturing sector, our high tech industries and industrial companies, as well as all those small and medium sized businesses that are part of their supply and distribution chain. It is these sectors that will continue to supply our domestic markets if and when global supply chains and businesses get disrupted in the future. “We should develop our manufacturing, high tech and industrial sectors to meet not only domestic demand but also international demand,” said Helen Down, Chief Executive of Hutt Valley Chamber of
Commerce. Update it Alongside advocacy and support work for local businesses, the Hutt Valley Chamber of Commerce, in partnership with Upper Hutt City Council, Lower Hutt City Council, the Ministry of Social Development and numerous local employers, has launched a two year programme which supports young people into vocational careers by connecting local schools, communities and employers. “Labour shortages and being unable to employ the right staff remains a challenge for many of our local manufacturers and trades businesses who are still struggling to meet customer demand and employ the people they need. “With two polytechnics in our valley we have the opportunity to support the business community to help local young people with their career path and into local jobs and apprenticeships.
Fraser Engineering.
“We believe the comprehensive programme will be a giant step in addressing the issues around labour
shortages. In addition young people are one of the hardest hit sectors of our community when it comes to unemployment – they too can be a really valuable part of our recover. We need to do all we can to help them transition from secondary education into rewarding local trades and careers,” said Down.
“The Hutt Valley itself has a huge manufacturing base. There’s not a lot we can’t do in this valley and across New Zealand.”
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MANUFACTURING TECHNOLOGY Cloud integration technologies enable manufacturers to navigate global disruptions By Mark Morley, Director, Strategic Product Marketing at OpenText
Manufacturers operate complex production processes which are highly dependent on the timely supply of parts from external suppliers. While the manufacturing sector regularly manages disruption from events such as natural disasters (you only need to go back to earlier this year when bushfires ravaged large parts of Australia), the global spread of COVID-19 has severely impacted material flows and the smooth functioning of production facilities across the globe. It is fair to say that global supply chains are experiencing levels of disruption not seen before. According to a recent report from the Institute for Supply Management, 75 per cent of companies are reporting supply chain disruption. This disruption can set in motion a chain reaction of issues from shipment delays and limited visibility into delivery status and inventory levels to complete manufacturing plant shutdowns. To combat this, manufacturers must look for ways to minimise the impact on operations and improve supply chain resilience.
Flexibility Organisations that are best positioned to weather these unforeseen circumstances are those who have embraced the cloud. Cloud-based deployments have become essential to managing costs, resources and risk without sacrificing competitive advantage, product innovation or customer satisfaction. When a manufacturer shifts its data from on-premise to the cloud, it also ensures that all business information can continue to be stored securely and accessed globally.
Collaboration The key to maintaining business continuity also lies within the collaborative relationships between
trading partners. Cloud-based platforms can facilitate effective communication between trading partners which is particularly beneficial when a global disruption such as the one we are seeing now occurs. Partners can continue to monitor and supervise the execution of dual sourcing strategies and quickly establish the post-disruption condition of a supply chain, providing a significant competitive advantage. In addition, centralised management of all trading partner contact information provides an opportunity to conduct post-disruption assessment of a manufacturer’s supply chain, which leads to better risk assessment and preventive steps for future disruptions.
Visibility Global supply chains are comparable to finely tuned machines. When an unexpected incident occurs, the machine’s ability to retain its output may be impacted and can in turn, severely impact the broader end-to-end business ecosystem. Manufacturers seeking to adapt their operations so they can continuously provide products and services to their customers can pivot towards technologies that provide them with the visibility they need to support rapid decision-making. These companies can embrace a secure, expanded degree of visibility into their multi-enterprise operations using integrated third-party data sources. By doing this, manufacturers can self-monitor the availability of critical components that may be affected by unforeseen and ongoing supply chain and operational disruptions.
Insights Analytics, artificial intelligence, and machine learning technologies can prove to be invaluable during a period of disruption as they provide valuable business insights. Dashboards can be created to monitor the condition of the business and the associated supply chain, providing decision-makers with information to inform corrective actions. The capture and analysis of a manufacturer’s data can also generate important insights and lead to greater efficiencies across the business such as improving operational workflows, driving innovation and/or seizing new business opportunities.
Cloud-based platforms Digital transformation changes the way manufacturers interact with customers, suppliers, assets and partners. The use of a cloud-based integration platform allows more adaptive supply chains to be introduced which can support shortages and ensure stability; in turn, this can drastically improve a manufacturer’s ability to be flexible and collaborative with its trading partners, maintain visibility into its operations and capitalise on key data insights within its operations. Manufacturing companies that seize the opportunity of the cloud through its agile and flexible architectures can achieve a competitive advantage and continue to deliver, operate and excel amid a one-off, unforeseen event or extended periods of global disruption.
Experience Grants to bring in skilled students and help businesses with R&D Callaghan Innovation has launched the 2020 intake for its popular R&D Experience Grants scheme. The R&D Experience Grant is for a full-time internship during the student summer break, providing students with valuable work experience and helping businesses with their R&D activities. For each Experience Grant, businesses will receive $8,460 plus GST for 400 hours of full-time work, with public holidays and statutory holidays included within this funding. “The Experience Grants have been one of our most popular schemes, helping students start their careers and develop technical skills in a professional,
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commercial R&D environment. They also provide businesses with new expertise, extra skills and fresh ideas on their R&D projects,” says Esther Livingston, General Manager of People and Capability at Callaghan Innovation. The Grants allow businesses to take on students or recent graduates in science, engineering, technology, business and design. “The students have enjoyed being part of real R&D work, and businesses have appreciated the ability to bring smart and enthusiastic thinking into their R&D activities. In some cases this has allowed them to progress projects they wouldn’t have otherwise been able to do,” adds Livingston.
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Orewa-based SaaS company Vesta has used the Experience Grant to get students to help improve its machine learning capability. Vesta helps online stores automate product data from vendors, which saves time for online businesses by automatically stocking digital shelves. Tim Harris, Business Development Manager for Vesta, says the students injected great thinking into the business during the summer break. Businesses can apply for up to 10 students to join their business through the Experience Grants, and applications are open between 17 August to 30 September 2020.
MANUFACTURING TECHNOLOGY More companies harnessing the potential of additive manufacturing technology Every day is different at RAM3D, one day they will be 3D printing aerospace parts and medical devices to bespoke bicycle lugs and the next day they will be working on a large defence project. Many people ask RAM3D “can anything be 3D printed”? The short answer is “Yes”, theoretically anything can be 3D printed BUT not everything should be 3D printed. Metal 3D printing adds another string to the bow of the designer. Items that are cheap to machine will often be better off being machined, however, there are often parts where the designer is limited and this is where metal3D printing excels.
Case Studies University of Auckland From time to time they work in collaboration with universities in New Zealand and Australia. More recently they have been working on a project with Olaf Diegal, Professor of Additive Manufacturing at the University of Auckland and his team to print a valve block for a hydraulic system. Auckland University do not print in stainless steel metal alloys and approached RAM3D because of their extensive knowledge in commercial applications. In RAM3D’s own words “Every now and then we are asked to print a part that simply blows us away in terms of how well it has printed ,and this valve block is so suited to metal 3D printing.
Backlanz One of these companies is Backlanz, owned by Ethan Todd, a full-time engineer with a passion for hunting and the outdoor life. He has designed a unique detachable lightweight bipod for hunters that is half the weight of a standard hunting bipod. Ethan was having trouble getting parts machined for his bipod and first contacted RAM3D in October2018. New to metal 3D printing, he didn’t understand the process as he was used to designing for CNC machining. After printing his first prototype and further communication with the RAM3D team, he did some more work on his design. He was advised by adding a lattice it would make the part easier to print without distortions, also making it lighter and more cost effective. His first two prototypes were printed in Stainless Steel 15-5ph and 316L. Ethan now has his parts printed in Titanium 64 as he prefers the look, lightness and appeal of them. RAM3D are now printing production parts for Backlanz monthly. In Ethan’s words“ being an engineer, I decided to put my skills to use and make my goal become a reality”.
Organic shapes, non-uniform sections and hollow areas become possible, leading to a part that is optimised for function and cost using additive manufacturing.
Metal 3D printing potential ”The before picture on the(top)shows how the part was previously manufactured; the university team machined one of the blocks out of steel and they could not even lift it with one hand because it weighed 16.2kg!The after picture (bottom) shows the stainless steel 316L manifold printed by RAM3D.The question is, why 3D print this, as opposed to machining this part? The weight of the 3D printed part is 1.42kg compared to the machined part which weighed 16.2kg,so an overall weight reduction of 90%.3D printing this manifold has resulted in reduced pressure losses caused by tight angles and has overall greatly improved the flow dynamic at no extra cost. RAM3D have noticed more and more small companies are embracing additive manufacturing as an alternative to more traditional manufacturing methods.
RAM3D know that metal 3D printing is a competitive production technology with an unprecedented potential for industry. They work with companies to improve the design of production parts and 3Dprinting them makes them more efficient and cost effective. The diversity of parts RAM3D manufactures ranges from titanium foil parts used by the Team America’s Cup crew, to customised handlebar extensions for the New Zealand Olympics Cycling Team, as well as Oceania Defence’s Inconel and titanium suppressors for defence and law enforce sectors. Over the last three years, the company has seen a big shift from prototyping to full production work. To keep up with customer demand, they have recently installed their eight metal printing machine and are geared up to provide a global high-volume production service.
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MANUFACTURING TECHNOLOGY NZ food industry benefits from leading-edge portable drying technology When Robert Barnes was asked by a friend to build a dryer to dehydrate macadamia nuts 25 years ago, he never thought it would be the start of his own drying machine business. Robert, an electrician and refrigeration engineer by trade, set up his own refrigeration and air-conditioning company in 1989, attracting Port of Tauranga as one of his clients. Since 1995 he has also been using his skills to develop highly innovative Rexmoi Dryers. He sold the refrigeration and air conditioning business five years ago to focus solely on Drying Solutions Ltd. Now Robert is gearing up to exhibit a Rexmoi dryer, at his fourth Foodtech Packtech show next month. Robert says he is proud that his dryers enable people to turn ordinary products, in some cases waste material, into high-quality, high-value finished
goods for the ultimate benefit of New Zealand. Rexmoi dryers use a refrigeration system, rather like a heat pump, to create a warm, dry enclosure where the products are dried. Warm, dry, filtered air flows over the product to remove the moisture which is then condensed and drained out through a small pipe. The product is laid out on stainless steel trays mounted on trolleys for easy handling. Several different types of tray are available to suit the various products such as wet slices, nuts, raisins, pet-food and bushy material. The dryers use much less energy than other drying
systems and are totally enclosed so no smells or gases are emitted into the atmosphere. They are covered by several patents and trademarks. The drying process is controlled by a programmable controller which Robert sets in conjunction with the client to provide an optimum drying ‘recipe’ for each product. This sets a specific temperature, humidity and airflow in the chamber at each stage of drying, to maximize the quality of the finished product. The dryer can even be used for cooking products at low temperatures. While business is going well for this Tauranga resident, he says there’s always room for improvement, so he is constantly thinking of features to give more sustainable drying options for the food industry. He is currently investigating whether the energy released from the dryer during the final cooling stage can be economically recovered to heat water for factory cleaning. With the support of his wife Paulette, who looks after all the paperwork and accounts for the business, Robert focuses on what he does best - designing, innovating, manufacturing and commissioning the Rexmoi Dryers. Robert says trials of his dryers have been carried out on many products including tomatoes, fruit slices, herbs, mussels, fish, blueberries, leaves and nuts. They have even been used to bake meringues. “People hire our units if they are starting out on their drying business journey, to help them in a drying business or to trial drying. Once they have tested out the dryer, we can modify the unit to suit the client and then build a unit for that client,” says Robert. “I’m really excited for the next steps in this business. For example, I’d love to see our dryers used in the Pacific Island nations for drying natural resources such as coconut, kava, leaf and sea slugs. We get a lot of enquiries from that region for those products, and it would be a great opportunity to create and support micro economies there. Once the product is dried it’s much easier to preserve it and transport overseas.”
Drying Solutions Ltd founder Robert and wife Paulette Barnes with their Rexmoi dryer, a unit that services the food and pet-food industry.
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THE INTERVIEW Greg Kushnir, Founder, Emrod How are you finding current business conditions? Challenging. But there’s really only two things one can do about it. Complain (which doesn’t help much) or get busy doing whatever possible to persevere. We have been very busy all through the Covid-19 turmoil and actually hired additional staff during lockdown. Do you believe that through adversity opportunities exist?
What has the feedback been like since you went to market? We mostly meet Greg Kushnir. naysayers and sceptics. But, that’s actually how you know that you are onto something really significant… if everyone finds it trivial it means that you are too late.
Competition is important and so is having an incentive to those who “win” it. It provides the sense of urgency which is essential for turning a good idea into a great start-up.
Nevertheless, the feedback from environmental groups, electricity providers and even space agencies has been extremely positive and that keeps us motivated because we know we are creating something of great value to many people.
This virus is not going to go anywhere soon. Has Covid impacted on your business plans?
What was your motivation behind the development of Emrod?
It has, unfortunately. It’s rather hard to build things like electronic systems and antennas if you can’t access your lab and test facilities. We have also suffered from delays in supply of components from overseas.
We have an abundance of clean hydro, solar, and wind energy available around the world but there are costly challenges that come with delivering that energy using traditional methods, for example, offshore wind farms or the Cook Strait here in New Zealand requiring underwater cables which are expensive to install and maintain.
But we have been luckier than most and I’m very grateful to be living in a country that has dealt with Covid so well. We have colleagues and friends overseas that have been under lockdown for months now. My heart goes to them. I wish we could do more to help those who have been less fortunate in dealing with the pandemic. Is your company utilising government financial assistance? We are. We have been utilising an R&D grant from Callahan Innovation. It would have been very hard to get to where we are without the consistent support we have been receiving from Callahan Innovation which extends far beyond the financial support. What are your short and long term plans for Emrod ?
I wanted to come up with a solution to move all that clean energy around from where it’s abundant to where it’s needed in a cost-effective, eco-friendly way. Energy generation and storage methods have progressed tremendously over the last century but energy transmission has remained virtually unchanged for the last 150 years. By significantly reducing infrastructure costs, Emrod’s technology has the capacity to support remote communities such as in Africa and the Pacific Islands by providing access to cheap, sustainable energy to power schools, hospitals, and economies. The realisation that WPT can unlock economic prosperity for many communities has been the main motivation for creating Emrod.
Develop deep IP in New Zealand and make sure we are providing maximum value to Kiwi employees and investors.
What have been some of the challenges you have faced along the way?
In the short term we will be developing and delivering wireless power systems to electricity distribution companies.
Tech R&D in NZ – our larger agenda is to support a shift in NZ towards an IP based economy. As part of that, we insisted in undertaking not only a world-class cutting edge R&D but to also undertaking it in NZ.
I would love to see it deployed in New Zealand before the rest of the world so we could support the New Zealand brand as an innovation centre and clean energy power house. In the long run we would love to see our tech implemented in additional verticals such as aerospace, shipping, and aviation. I’m personally eager to see our tech implemented in places and applications we haven’t yet thought of. Just like with other transformative technologies such as the internet, you start by developing it to address specific challenges but the really interesting applications are the ones that we can’t even imagine now.
We have encountered two main challenges:
So the challenge was doubled by limited access to scientists, engineers, and funding compared to other places in the world. This is where the support of Callahan Innovation was invaluable. In fact, without Callahan support it would have been impossible to develop this level of technology in NZ. Winning hearts and minds – just like with any new transformative technology, the first one to introduce it inevitably has the challenge of educating the market and getting people to accept that there is a better way of doing things.
The Emrod team.
energy comes to us as electricity over copper wires. One of our biggest challenges is to convince people that long range wireless power actually works and show them the potential benefits of using it. Where has the funding come from to develop this prototype? The funding came from the founder (Greg), a government R&D grant, and Powerco (our first electricity distribution partner) – so a combination of private, government and industry funding. How much did it cost to build the prototype and will you need more capital to continue the development? Will you be doing a capital raise? It cost around $1M so far and we are progressing full steam ahead with building ever larger, and more sophisticated systems so that naturally requires more funding. We are planning to raise capital in a few months time (to fund a commercial pilot). Tell us about the trials and what your plans are over the short term (6 months) We are currently building a larger system for Powerco. Next we have planned field trials and commercial pilots. I think that the main challenges over the next 6 to 12 months would be to attract more talented Kiwi scientists and engineers to join Emrod so we could keep developing in New Zealand.. and also getting more of our electricity distribution companies to participate in testing and implementing WPT on their network. What are your long term goals and plans? We wanted to transform the way people think about powering communities, businesses and machines so they can grow and thrive while supporting the uptake of sustainable energy sources – A world where energy transmission is not constrained by wires.
In the long run we would love to see our tech implemented in additional verticals such as aerospace, shipping, and aviation.
In our case, most of us are still used to the idea that
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COMMENT The hidden benefits of local supply chains: A steel case study
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By Barbara Nebel The sustainability story often starts with carbon, but it doesn’t end there. It is important to consider a holistic approach when measuring the sustainability performance of businesses. However, it can be challenging to understand the role of businesses in delivering to sustainable development, especially when it’s across a whole industry. This is where the UN Sustainable Development Goals (SDGs) and the Treasury’s Living Standards Framework (LSF) come in. The global SDGs and the local LSF frameworks combined offer a way to quantify sustainability for a balanced perspective—and this is exactly what the metals sector in New Zealand has accomplished. On a mission to gain an understanding of how the local steel sector contributes to the wellbeing of New Zealand, the Sustainable Steel Council has developed a series of case studies with its members that communicates its impact. The metals sector’s contribution to the wellbeing of New Zealand is highlighted in the case study through its involvement in the construction of Air New Zealand’s Logistics building in Auckland. It captures the positive impacts of local production and manufacturing of steel across the sustainability spectrum including through economic activity, job opportunities, environmental stewardship, and focus on health and safety.
Translating the LSF and SDGs
or sector poses a greater challenge. The framework used for this case study comes as an aid to translate the LSF and the SDGs into practical questions that can be used in relation to tracking metrics, whether it is at an individual business or industry level.
Areas of social concern such as workplace safety and labour rights are easy to overlook and hard to guarantee when considering overseas supply chains, due in part to differences in workplace standards and regulatory processes.
Since it doesn’t require a deep knowledge of the intricacies of the LSF or SDGs frameworks, the Steel Industry Contribution to New Zealand Case Study Framework provides SMEs with an accessible route to a better understanding of the role of local businesses for wellbeing in NZ.
In New Zealand, local supply chains can avoid these risks altogether and transform them to areas of positive impact instead.
New Zealand’s steel sector The Air New Zealand logistics centre is a demonstration of the local steel sector’s potential, with all suppliers except one located within 50 kilometres of the building location. The building features optimised steel beams and a reinforced concrete foundation along with steel cladding and roofing. The steel was produced in New Zealand by New Zealand Steel and underwent fabrication locally for the products used for the building. The reinforcing was produced by Pacific Steel and fabricated by Taranaki Reinforcing. The cladding and roofing for the project was ColorSteel Maxx, produced by New Zealand Steel and fabricated by Dimond Roofing. The project involved 340 people, and supported companies that employ many more in the process with the suppliers to this project combined employing over 2000 people in New Zealand. Optimised steel beam manufacturer Steltech estimates that for every $1 spent on their products, 90c returns to domestic economy, while an imported beam would only return 5c.
The 17 goals of the SDGs are part of a global plan by the UN to eradicate poverty, protect the planet and people, and promote equality, diversity, and peace. The UN encourages organisations to use the SDGs to guide business activities on a global scale, while the LSF contextualises it for the New Zealand landscape. In fact, the LSF reflects the values of the SDGs in its four capital stocks that lay the foundations for future wellbeing. The four capital stocks of natural, human, social, and financial & physical wellbeing offer a holistic approach for assessing sustainability beyond just carbon, and wellbeing beyond just sustainability.
At first glance, a greater contribution to the stock of financial and physical wellbeing, including creating and supporting job opportunities and local businesses may seem like the only significant positive impacts of going local. However, the multi-faceted benefits extend to cover the areas of human, social and natural capital which are often cause for concern in global supply chains.
Why local matters There are myriad benefits to localising supply chains. In the case of NZ’s steel industry, the reasons in a nutshell are: • Strong health and safety processes already in place in the local sector • Workplaces that prioritise wellbeing, mental health, diversity, and inclusion • Further opportunities for upskilling and career development • Prioritisation of environmental health • Transparent supply chains governed by regulations to protect the environment and labour rights • More stability and less chance of disruptions during global crises The Air New Zealand building project revealed several benefits in the use of local suppliers for steel products for the wellbeing of New Zealanders.
For companies without a dedicated sustainability professional or team such as small to medium sized enterprises (SMEs), it can be daunting to figure out where to start to understand the role of sustainability in their business. The role of sustainability within their wider industry
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In the case of the local steel industry’s contribution to the Air New Zealand building project, these positive impacts included strong health and safety processes, job opportunities for upskilling and further advancement, and companies actively engaged in the communities where they are based. Furthermore, all companies involved in the project met the case study framework’s criteria on staff wellness and mental health, diversity and inclusion, fuel tracking, sustainability organisation membership, and air travel tracking. As the transgressions of global supply chains come under increasing scrutiny and face significant public backlash and media coverage over the health and wellbeing of workers, the case study captures the benefits of keeping supply chains closer to home. In particular, the safety record for the project stands out with only two lost-time injuries, a relatively small number for the scope of the project. Moreover, the manufacturers involved in the project were clear of any violations for the past five years with WorkSafe, New Zealand’s primary workplace health and safety regulator, an indication of the ‘exemplary’ safety record around the project. In addition to positive impact on work environment, the case study also found that there were significant benefits for the wider environment with over 79% of the waste generated diverted from landfill, to either go to a cleanfill or recycling facility. This resulted in less than 10 out of 44.2 tonnes of waste from the overall project ending up in landfill. Environmental stewardship was also highlighted through a commitment to use responsibly-sourced products, minimise energy and water use, and abide by New Zealand’s environmental regulations. The ongoing global pandemic has further brought the need for local supply chains to sharp relief with existing offshore supply chains severely disrupted by Covid - 19. Hence, the case study is able to clearly illustrate both the contribution of the steel sector on wellbeing in New Zealand and its benefits over less transparent and often risk-laden global supply chains.
Beyond the metals sector The Steel Industry contribution to New Zealand Case Study Framework incorporates the LSF and SDG frameworks to create a holistic lens to assess the steel sector’s contribution to wellbeing. At a project level, these contributions are significantly positive and highlight benefits across the sustainability spectrum that are little known or misunderstood outside of the sector. Thus, the case study provides a powerful case for keeping steel supply chains as local as possible. The framework can be adapted for producers and manufacturers in other sectors to collectively advocate for a more robust economy supported by localised supply chains that consider the wellbeing of New Zealand. https://www.thinkstep-anz.com/
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DEVELOPMENTS uniVision 2.2: Image processing software receives PROFINET interface
Update strengthens uniVision platform with new features uniVision – the parameterisable standard software for two and three-dimensional image processing from Treotham – has been given an update. The latest release 2.2 enables Smart Cameras and control units to be integrated into controls quickly and easily via a PROFINET interface.
New software modules and new functions for the visualisation of results also make this update particularly valuable for users. Thanks to the integrated interface in Smart Cameras and control units, the results of image and profile evaluations can now be transferred in real time via the established Industrial Ethernet standard. This makes seamless communication between the sensor, software and control even easier. As a future-proof technology, PROFINET stands for the digitalisation of production processes in line with Industry 4.0 like no other protocol. According to the Profibus association, the PROFINET standard experienced an enormous growth of around 25 percent once again in 2019! With a total number of 6.4 million recorded devices, it is the most used real-time interface in the world. “This is therefore an ideal opportunity for us to shape this development by integrating PROFINET in uniVision”, explains Wenglor Product Manager Martin Knittel. Process data can also be processed via other interfaces such as digital IOs, TCP/IP or UDP.
Web-based visualisation increases user-friendliness Another feature of the uniVision update 2.2 is
the new web-based visualisation function. This enables the results to be displayed as overlays (e.g. measurement points or lines) directly in the image or height profile. A “good/bad” display of the overlays in the signal colours red and green is also available, showing the user whether the test points are OK (OK) or not OK (NOK). All measurement results can thus be shown quickly and flexibly via a browser-based display. “The user wants to see at first glance what the cameras or 2D/3D profile sensors are seeing – along with the results of the evaluation easily and directly in the image or profile. All relevant information visualised clearly on a screen – this makes the system tangibly more user-friendly for end users”, continues Knittel.
New software modules increase variety of functions The update 2.2 is rounded off with the new FTP module for saving image, profile or text files on the uniVision device itself or on a FTP server in the network. This enables image data to be generated and exported for documentation purposes. The additional new “Count” module also enables good and bad parts to be counted to provide an overview of the current production process. “Both modules are included in all uniVision packages and in all hardware classes. This makes uniVision even more capable and comprehensive.”
New version, new features: The update to version 2.2 includes useful new functions for the uniVision image processing software.
The newly integrated VisionApp360 plugin even enables combined height profiles from 2D/3D profile sensors to be evaluated and cross-sectional areas to be determined. That’s uniVision, the all-in-one software The parameterisable uniVision standard software is used to analyse images and height profiles in the field of industrial image processing. Two and three-dimensional data from Smart Cameras, vision systems and control units with 2D/3D profile sensors can also be evaluated. The software is structured like an intelligent toolbox. In total, users have up to 25 different software modules available (e.g. measurement, threshold value, cluster, OCR, pattern matching, tracking etc.), as well as different templates (e.g. to read 1D codes, check presence, detect patterns or to detect colors), depending on the hardware selected. All Wenglor sensors are available from Treotham Automation. www.treotham.co.nz
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Post-Covid-19 construction crunch - From survive to thrive or that leadership demonstrated together a deep resilience, or how the team pulled together creating outstanding teamwork to meet the challenges faced. Perhaps the learning was how close to the wire you’re flying. This learning should not be allowed to just fade away now the immediate impacts of Covid-19 are reduced. Lessons learned should drive the desire for a significant shift from ‘just making ends meet and getting the job done’ to wanting long term sustainability and survival by becoming excellent at what you do and taking better control of your destiny. It’s likely your team stepped up during Covid-19, working together towards a common direction; if this is the case, don’t let those gains go. Your team are how you achieve results. Instilling a culture of excellence is key to transforming your business performance. It starts with developing discipline, accountability and the capability of your team to lead and improve. In construction, with known skills shortages currently exacerbated by border restrictions around the globe, your people remain your biggest opportunity, and one of your biggest risks.
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Holding on to your team’s skills is survival, foundation 101, when the labour market is constrained, and is closely followed by your ability to use your people every day to get better, faster, and more efficient. The winners will be those who have identified and taken action early to: build a financial model that will allow them to meet market labour rates; plan how to retain their staff; and invest in growing key skills internally within the team. The Industry Training Organisations (ITO’s) and education providers have a role to play here too, in helping support industry by producing a skilled workforce that has a grasp of good problem solving and understands the basics of value-added versus waste activity. Use some of the recent demand for urgency to set goals and drive change within your business. Cascade your business goals to your team and maintain forward momentum. Regardless of your place in industry, leading organisations are always able to improve and adapt better ways of doing things. For contractors, pursuing excellence in core operations is a clear guidepost. For clients, pursing meaningful collaboration, creating a functioning market, ensuring excellent planning processes that
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deliver stable pipelines, and establishing appropriate risk sharing, are all essential to delivering strong performance. For some segments, there is risk of reduction in revenue and multi-year pipeline effects. Regarding the Auckland Council revenue shortfall – what flow on effects that has to construction are still unclear, but don’t underestimate them - they will be felt. In the current environment, creating a competitive advantage through active pursuit of continuous improvement is a lifeline for long-term sustainability. With the uncertainty of pipeline, and potential reductions in spend in some segments, there is a need to rally around the intent of the Accord. Pursuing continuous improvement as your competitive edge is the best defence against an uncertain world. A continuous improvement capability will help you to become more efficient, more productive, more profitable and will allow you to problem solve to adapt as conditions change. And conditions will continue to change. Becoming excellent at what you do is a meaningful goal whether that is as a world class contractor, sub-contractor or agency. As Jack Welch said, “The best way to predict your future, is to create it.”
COMMENT
NZ MANUFACTURER
FEATURES
Can we grow our future leaders?
September 2020 Issue
- Ian Walsh, Managing Director, Intent Group
New Zealand’s fall from grace in the OECD rankings over the past 50 years, and our poor productivity overall, is underpinned by factors such as our geographic location and lack of investment in research and development. The primary reasons though, are our poor performance and second level leadership, with studies exposing our lag in this regard. Kiwis work in a unique commercial situation in that 90% of our businesses are SME’s, typically with less than 50 people employed. In this environment, the ability of businesses to invest in talent development, provide mentoring and to create a culture of excellence, is limited. Many business owners and managers need training themselves to develop their skills in finance, business planning and suchlike. In an environment where they are building a business, developing new products or services, employing people, managing finances and capital plans, there is limited ability and understanding to grow the human capital as well. It’s a day to day struggle just to remain afloat, and even more so since Covid-19 hit our shores. In such an environment, every hire is a big decision. It is a serious commitment. So, when confronted with graduates, businesses are naturally uncertain, recognising that it will be some time before their investment pays off and aware that the employee may soon head off on an OE. All of these considerations make it tough for graduates to get jobs, and create problems for the entire system, with people rightly questioning the value of a university degree. Many large companies have stated publicly that a degree is not required for a great number of roles. The reality is that if you can demonstrate you can do the job without the degree, then your experience becomes more valuable than the piece of paper several years of study will provide. In addition, businesses are placing a higher premium on softer skills, such as leadership and interpersonal skills. Many studies show a strong linkage between productivity and these competencies. This must be very concerning for the universities who are trying to understand how to re-invent themselves in an age when everyone has access to unlimited content, which is available at any time. Knowledge is no longer the reserve of the professor. The ability to learn and adapt is becoming more important than a degree. So why would a student take on significant debt to study, when they can achieve the same outcome without incurring cost? The real currency now is the rate at which people can learn and their ability to apply new skills. So, how are universities adjusting to deliver this extra value that would separate them and enhance the value of their courses?
COVID-19 BUSINESS ADVANCED MANUFACTURING
Why wouldn’t graduates leave university ready, willing and able? Imagine how much easier the hiring decision would be if graduates could demonstrate they had competence (not just passed papers but had applied and delivered outcomes, using their learned skills).
COMPANY PROFILE PRODUCTIVITY
Imagine if we developed leadership capability in our future generations, so they could immediately make a difference.
PRODUCT DESIGN
Of course, this is what business, government, universities and our future generations want. To be well trained, to know investment in learning is valued, and to know they can make a difference.
INNOVATORS
Many countries overseas, such as the USA, are already doing this. So surely, the core question is then “why aren’t we?!” I am certain that the answer from some sectors would be that they are, with new courses and offerings aplenty. Unfortunately, we are still seeing a significant number of graduates without jobs or options upon completion of their study. This suggests that we are failing them, in either their guidance, the courses offered or the outcomes and perceptions of these programmes. There is no question though that under utlising our future talent is the greatest waste of all and fixing this is a key to fixing our productivity gap. Recently, the IBM Institute for Business Value surveyed academic and industry leaders, with 51% believing that the current higher education system fails to meet the needs of students, and nearly 60% believing it fails to meet the needs of business. Industry and academic leaders revealed that the very skills needed for workforce success are the same skills graduating students currently lack, such as analysis and problem solving, collaboration, teamwork, business-context communication, flexibility, agility and adaptability. Underscoring this point, 71% of corporate recruiters indicated that finding applicants with sufficient practical experience is their greatest challenge when recruiting from higher education institutions. * To repair our productivity gap, we need to look long term at how we can systemically fix the way in which we grow, nurture and develop our future talent to meet the needs of Team NZ; not just functional parts of the system. We need aligned metrics, outcomes, systems and processes that hold the whole system accountable and deliver better outcomes for our future leaders. I am keen to make this happen. Are you? *Michael D. King is the Vice President and General Manager of IBM’s Global Education Industry.
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COMPANY PROFILE
Cheers to a good brew - Aaldert Verplanke Sam Wood (left) and Willy Cowper.
Brewing your own beer is a challenge for most people and more known for the disasters than the good ”batch”. This story is about Kiwi ingenuity, passion, perseverance, believing in the product and a “sustainability” philosophy. Ian Williams is a brew master and has travelled the world practicing his trade. Encouraged by his uncle to come up with a “fail proof” brewing kit for home brewers, Ian spent about 2 years developing the process and ingredients to produce high quality beer at home. When he finished his first prototype, it was time to consider manufacturing a saleable product. He took the design to Sam Wood at ATI engineering in Hastings to manufacture the brewing appliance. Sam was keen and thought, “great - all the design and development work is done; now we just have to make it.” However, to get to a sellable product it took another year and a half. Producing an appliance that involves heating, cooling and pressure, has lots of challenges. Keeping the cost down was one of them, and still is. The WilliamsWarn BrewMaster was finally created, capable of producing consistently good beer with ingredients supplied by WilliamsWarn. This would not have happened if it were not for NZ and overseas investors who believed in the product Sam had also become a shareholder. However, the small number of appliances produced meant that costs were prohibitive, so the decision was made to design a lower cost product that could be manufactured offshore using mass manufacturing techniques not available here in NZ.
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A complete rethink and redesign by Sam resulted in the introduction of the BrewKeg™ that is now produced in four different brew batch sizes, from a small 10L homebrew kit up to 150L for the microbreweries. It is based on the trusted old beer keg used all over the world in pubs, but utilising proprietary tooling and design owned by WilliamsWarn. The main principle of the brewing process is maintained, an enclosed pressurised process all done in one vat with the ability to remove yeast sediment. This breakthrough in the fermentation process created the need for good quality ingredients to ensure the quality of the beer produced was equal to or better than commercial beer. New Zealand has the ideal climate to grow the grain and hops and a large proportion of the ingredients are manufactured here in concentrated and dehydrated form. WilliamsWarn is constantly working on new and improved ingredient formats to enable brewers all over the world to make top brew. To start brewing you only add your local water! The hardware is also made to last, all components used are top quality as the WilliamsWarn company is fully behind the idea of sustainability. The whole idea of this brewing concept fits with the trend to reduce the carbon footprint. Transporting
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beer that is mainly water does not make a lot of sense. The company’s long-term vision is to control the ingredient supply from grain to glass while reducing transport and packaging within the brewing industry by only selling beer into re-usable containers. Recently, the company was asked to produce a product that would reduce the need for packaging of a food product. This idea is still under development, but could take the company into a different direction, creating a wide base for sustainability. So, one bright idea could result in three different product streams manufactured and grown in NZ, creating products that are exported all over the world. At present the main export market is Australia, but they have representatives in France, Denmark, USA, India, Africa and the UK. Covid-19 has increased interest in their brewing products as people want more self-sufficient products that promote local content. You can find out more about these passionate people on https://williamswarn.co.nz/ Finally, after 5000 years of brewing, WilliamsWarn have created the technology to allow you to brew the perfect beer at home.
ADVISORS Mike Shatford
is an expert in the field of technology development and commercialisation. His company Design Energy Limited has completed over 100 significant projects in this vein by consulting for and partnering with some of New Zealand’s leading producers. Among Mike and his team’s strengths are industrial robotics and automated production where the company puts much of its focus.
Matt Minio
Managing Director, Objective3D Matt has extensive hands on experience as a user and supplier of 3D Printing technology. He comes from a mechanical design and engineering background with 25 years’ experience in multiple high end 3D cad applications across a range of industries, including aerospace and automotive. He has been heavily involved in the 3D printing evolution - from initial early prototyping to todays advanced 3d printing technologies producing production parts straight off the printer. As Managing Director of Objective 3D, he provides Stratasys, Desktop Metal and Concept Laser 3D printing solutions to a host of industries across Australia and New Zealand.
Sandra Lukey
Sandra Lukey is the founder of Shine Group, a consultancy that helps science and technology companies accelerate growth. She is a keen observer of the tech sector and how new developments create opportunity for future business. She has over 20 years’ experience working with companies to boost profile and build influential connections.
Greg Morehouse
Greg founded Motovated Design & Analysis in 1999 with a vision to “cost effectively engineer our client’s vision”; through the use of advanced techniques, superior tools, and boundless enthusiasm. Working for VW & Audi as a mechanic, and then with Boeing & Hercules Aerospace as an Engineering Analyst, provided Greg with 40+ years of real world design and analysis experience. Greg is a world-class analyst and provides training and advanced technical support to manufacturers and some of the FEA resellers throughout New Zealand.
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Schneider introduces Easy UPS 3L 500 and 600 kVA Schneider Electric has introduced Easy UPS 3L, the newest part of the Easy UPS 3-phase Uninterruptible Power Supply (UPS) range, extending the medium range to 500 and 600 kVA (400V) for external batteries. The Easy UPS 3L simplifies and streamlines configuration and service, delivering high availability and predictability to medium and large commercial buildings, data centres, and light industrial UPS applications. With its compact footprint, highly available parallel and redundant design, and robust electrical specifications, Easy UPS 3L protects critical equipment in a wide range of environments from damage due to power outages, surges, and spikes. It is up to 96% efficient to bring predictability to utility costs. Easy UPS 3L includes a wide battery voltage window and accommodates a variety of battery configurations including battery banks. It comes with a full range of options and accessories making it easy to integrate into different environments. “Thanks to an exceptional combination of competitive specifications; robust, flexible, and fault-tolerant design that enhances availability; and an optimised footprint that saves valuable real estate, the Easy UPS 3L is the ideal choice for easy business continuity and optimised investment,
whether it’s on your shop floor or in your electrical room,” said Mustafa Demirkol, Global VP, 3-Phase UPS Offer Management & Marketing, Schneider Electric. “It is easy to configure, easy to use, and easy to service. By further extending the Easy UPS 3-phase range, Schneider Electric continues to fill a market need by offering easy, robust, and competitive solutions that prioritise safety, efficiency, and availability for today’s connected businesses.”
service is included to ensure the Easy UPS 3L is properly and safely configured for best performance, reliability, safety, and peace of mind. It offers resiliency against harsh environments with conformal coated printed circuit boards, replaceable dust filter, operating temperature of up to 40°C, and strong overload protection, all of which make Easy UPS 3L a reliable solution for business continuity. And provides less system complexity and saves on CapEx investment, making it ideal for medium and large commercial buildings and light industrial applications.
Customers benefit from Schneider’s global service setup with strong local networks of service specialists that provide customers with a complete range of services throughout the entire Easy UPS 3L lifecycle. The startup
SESTO Magnus autonomous mobile robot for materials handling SESTO Robotics has launched SESTO Magnus - a bi-directional, compact autonomous mobile robot able to carry loads up to 300kg. Having the highest payload rating in the compact class, SESTO Magnus is designed to automate material handling processes in manufacturing, commercial and healthcare industries. Specially built for tight navigation in space-scarce facilities, SESTO Magnus is able to autonomously travel through spaces as narrow as 0.9 metres wide while avoiding obstacles in its path. Its bi-directional same-speed capability means the autonomous mobile robot can reverse out of dead ends without doing a spot turn. With the world easing into the Covid-19 new normal, there is an accelerated urgency for manufacturers and non-manufacturing industries to quickly automate their processes while ensuring safe management measures such as staggered workforce or spilt team arrangements. SESTO Magnus’ small and low profile is designed with manufacturing, healthcare and commercial facilities in mind. Its intelligent software controls enable it to operate safely in narrow passageways and amongst people. Using a single mobile platform, SESTO Magnus is highly versatile and can be configured with limitless applications of autonomous material transportation.
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From components and parts in manufacturing, to laundry and meal services in hospitality and care facilities, to central sterile services and dispensaries in hospitals, the autonomous mobile robot can be fitted with various top module configurations, customisable to requirements. Current manual handling and transportation processes are often time-consuming and error-prone. In addition, repeated manual handling of heavy loads may lead to labour injuries and accidents. With SESTO Magnus, it reduces the dependency on manual labour which has become a priority for many companies in recent months, as COVID-19 caused major disruptions to the availability of on-premise employees. Powered by SESTO’s proprietary user-friendly interface, operators can easily deploy the robot for material transportation using a tablet or laptop. The robot provides high uptime of up to ten hours on a single charge and fast battery charging in three hours. Equipped with low range 270⁰ 2D Lidars on the front and rear, SESTO Magnus ensures safety with its improved navigation and obstacle detection capabilities.
Using AI to predict new materials with desired properties An artificial intelligence approach extracts how an aluminium alloy’s contents and manufacturing process are related to specific mechanical properties. Scientists in Japan have developed a machine learning approach that can predict the elements and manufacturing processes needed to obtain an aluminium alloy with specific, desired mechanical properties. The approach, published in the journal Science and Technology of Advanced Materials, could facilitate the discovery of new materials. Aluminium alloys are lightweight, energy-saving materials made predominantly from aluminium, but also contain other elements, such as magnesium, manganese, silicon, zinc and copper. The combination of elements and manufacturing process determines how resilient the alloys are to various stresses. For example, 5000 series aluminium alloys contain magnesium and several other elements and are used as a welding material in buildings, cars, and pressurized vessels. 7000 series aluminium alloys contain zinc, and usually magnesium and copper, and are most commonly used in bicycle frames.
Experimenting with various combinations of elements and manufacturing processes to fabricate aluminium alloys is time-consuming and expensive. To overcome this, Ryo Tamura and colleagues at Japan’s National Institute for Materials Science and Toyota Motor Corporation developed a materials informatics technique that feeds known data from aluminium alloy databases into a machine learning model. This trains the model to understand relationships between alloys’ mechanical properties and the different elements they are made of, as well as the type of heat treatment applied during manufacturing. Once the model is provided enough data, it can then predict what is required to manufacture a new alloy with specific mechanical properties. All this without the need for input or supervision from a human. The model found, for example, 5000 series aluminium alloys that are highly resistant to stress and deformation can be made by increasing the
manganese and magnesium content and reducing the aluminium content. “This sort of information could be useful for developing new materials, including alloys, that meet the needs of industry,” says Tamura. The model employs a statistical method, called Markov chain Monte Carlo, which uses algorithms to obtain information and then represent the results in graphs that facilitate the visualisation of how the different variables relate. The machine learning approach can be made more reliable by inputting a larger dataset during the training process.
igus robot control: free simulation and cost-effective To programme robots with ease, igus has now developed control software for its low-cost automation solutions.
igus robot control is available online free of charge and offers the user an easy introduction to automation. Different robot kinematics can be programmed and controlled. A digital twin simulates the movements. In this way, the user can programme a suitable solution before purchase. The cost-effective igus robot hardware, for example, a linear robot with switch cabinet, is supplied by Treotham. Picking up goods from a box, helping to take samples and dispensing cans from a machine – all done by robots! Whether articulated arm robots, delta robots or linear robots: Treotham has all three kinematics as Low Cost Automation solutions available. To enable users to try out in advance which robot is best suited for their application, Treotham now offers igus robot control, a software for the simulation and programming of all igus robots. “As a mechanical engineering company, we are very familiar with the different kinematics, so the next logical step for us was to develop a correspondingly simple and intuitive robot control system”, says Alexander Mühlens, Head of automation technology
at igus GmbH. The special feature: the software is available online free of charge and license-free. In the software there is a digital twin for all igus robots, which can be simulated and taught like the real robot. The robot control system is also used later to programme the robot intuitively. Every programming can be applied to the real robot afterwards.
Easy programming of robots
To do this, the user must manually move the robot to the desired position and define how it is to be moved. The process is repeated until the desired motion profile is created. Matching end effectors, such as grippers, are easy to add and the tool centre point adjusts automatically. Virtual boxes can also be installed, for example, to prevent the robot from colliding with a machine.
With igus robot control, the user can freely move all axes of the digital twin via a 3D interface. By means of a teach-in function the robot can be programmed very easily, even without a robot connection.
The igus robot control can also be connected to a higher-level control system, either via interface communication with Digital IO or via Ethernet communication using IP address.
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Seequent keeps world at work on major projects High-growth geoscience software company Seequent is accelerating the development of its cloud-based solution Seequent Central, enabling organisations to continue work on critical, large-scale, earth, environment and renewable energy projects in the COVID-19 impacted environment. Central works alongside Seequent’s other geoscience analysis, modelling and collaborative technologies, to contribute understanding to subsurface geoscience and engineering design solutions. The cloud-based solution allows people in any location to visualise, track and manage geological models created for infrastructure and critical services projects, in a centralised, auditable environment. A wide range of stakeholders can readily access highly visual up-to-date information to manage risk and make better environmental and investment decisions, to progress projects. Seequent CEO, Shaun Maloney, says: “We’re working alongside customers to do everything we can to make it possible to meet the demands and operational challenges they may be facing in the current environment. Seequent’s software is being used on hundreds of diverse projects across the globe, ranging from infrastructure projects including large-scale rail, road and tunnel projects across North America, Europe, and Asia-Pacific; renewable energy projects in the US, Finland, Iceland, Indonesia, Philippines and New Zealand; mining and exploration projects in North and South America, Africa and Australia; and environmental projects such as groundwater management in North America, Europe, Africa and Asia-Pacific. Projects include:
The Water Replenishment District - Groundwater management in Los Angeles The Water Replenishment District (WRD), the largest groundwater agency in the State of California, has the important job of managing and protecting local groundwater resources for over four million residents. WRD’s service area covers a 420 square mile region of southern Los Angeles County, the most populated county in the United States. The 43 cities in the service area, including a portion of the City of Los Angeles, use about 250,000 acre‐feet (82 billion gallons) of groundwater annually which accounts
for approximately half of the region’s water supply.
estimates also change dynamically.
Through WRD’s Water Independence Now Program, the district has become completely sustainable using local resources including advanced treated recycled water to replenish groundwater supplies.
Seequent Central allows the company to publish models and resource estimates – so they are immediately available to everyone from the mine geologists to management in real time.
To enhance management of these valuable water resources, the District has created a full 3D high resolution digital geologic and groundwater model of the Central and West Coast Basins (Basins). The model significantly advances their understanding of the groundwater flow systems and helps identify contaminated sites in both Basins. The District created a range of visually descriptive models in Seequent’s Leapfrog Works using extensive and diverse data sets that are regularly updated including - geologic, hydrogeologic, geophysical, groundwater contamination, well inventory (from 350 groundwater monitoring wells), seawater intrusion, and other types of data. The District’s team works together remotely on the same data in real-time with Seequent Central.
Uncovering Mineral Assets in Mexico Canadian mining company First Majestic, focussed on silver production in Mexico, currently owns and operates the San Dimas Silver/Gold Mine, the Santa Elena Silver/Gold Mine and the La Encantada Silver Mine.
First Majestic use Seequent’s Leapfrog Geo to develop a realistic presentation of the geology at each site (complex silver deposits with multiple veins), and Leapfrog Edge to aid resource estimation – and when geologic models are changed resource
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The project is sponsored by the U.S. Department of Energy (DOE), with the aim to provide research on enhanced geothermal systems (EGS). The Utah FORGE project team is using Seequent’s solutions to visualise the subsurface at the FORGE site near the town of Milford. The site has been researched since the 1960s, with many wells drilled in the vicinity providing a lot of data in different datasets.
This data is reconciled in Leapfrog Geothermal, Seequent’s 3D modelling solution for the geothermal industry, and Seequent Central is used to manage and visualise the team’s geological data and models centrally.
The company is pursuing the development of its existing mineral property assets with industry practice modelling using Seequent’s solutions.
Join us and scores of other Kiwi organisations that have galvanised around one common goal: 20% more women engineers by 2021.
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Seequent is half way through a five-year partnership with the Utah FORGE (Frontier Observatory for Research in Geothermal Energy) project at the University of Utah.
WRD created a geologic and groundwater model of California’s Central and West Coast Basins in Seequent’s Leapfrog Works
Only 14% of all our engineers are women. We want to change that.
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Utah FORGE geothermal energy project, USA
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Temperature distribution at the FORGE site visualised in Leapfrog Geothermal
Life-Changing medical device with Stratasys additive manufacturing Bluefrog Design, originally named 3CD, was founded in 1990 by Chris Samwell. With 30 years of combined experience as industrial design consultants, the small but expert team at Bluefrog is nothing if not versatile.
greatly from a custom device he could wear with minimal skin contact that would also minimize his skin contact with his clothing. The device had to be customized to his body, resting only on the areas that were not affected by his condition.
Bluefrog serves a wide range of industries including consumer goods, packaging, transportation and medical. Although their clients’ specialities are very diverse, they all look to Bluefrog for innovation.
Bluefrog Design’s team knew this complex case required a realistic prototype and final product in as little time as possible. They began by creating a complex 3D scan of the patient’s body, which was converted into a 3D printed prototype on their FDM 3D printer.
Bluefrog needed the freedom to escape traditional design constraints at every stage of product development. One that could produce fully functional, advanced prototypes with industry-recognized, engineering-grade materials. In a quest to find a solution, the team turned to additive manufacturing.
Overcoming complexities Bluefrog’s versatility is best exemplified by their ability to find solutions to seemingly insurmountable challenges. The team was recently approached by a young man suffering from paraesthesia, a condition that causes inexplicable burning, tingling or prickling sensation across the skin. For this patient, the only way to ease his pain was to ensure that his clothes touched his skin as little as possible. Despite interventions from doctors, no solution had been found. But it was clear to Samwell the patient could benefit
Once tested and modified, the final version was produced in the tough, medical-grade ABSPlus material, chosen thanks to its advanced material stability over time. Notably, due to the round-the-clock capability of the Fortus 3D printer, this process took just three days, a dramatic turnaround for a patient who had been suffering for years.
Lightweight, innovative breakthroughs Thanks to the complex 3D scan of the patient’s body, the team was able to isolate the areas of the patient’s chest that were not affected by paraesthesia, in order to determine where on the body the device could be hung. Given that the device would need to be worn every day, they also needed to consider its exact weight
and shape. It needed to be organic, easy-to-wear and completely personalized. Stratasys additive manufacturing offered the ability to create a lattice-based design with minimal fuss. They were able to reduce the weight of the device even further and save up to 60% of the material that traditional production methods would consume. From testing through to the final part, Stratasys additive manufacturing enabled control to optimise the design. They would not have been able to create such a high-performing, unique solution without it. www.objective3d.com.au
OnRobot expands product capabilities Traditional single-purpose industrial robots are losing ground to affordable, easy to use robots and peripherals that can be flexibly redeployed for a wide range of applications. This empowers manufacturers to gain even greater productivity increases from their automation investments. OnRobot is extending its commitment to ongoing customer empowerment with the launch of a software update for its popular, 2.5D camera-based Eyes vision system. The new features, which enable Eyes to be deployed in quality inspection applications and on mobile setups, include one-shot detection for multiple objects, colour and blob detection and automatic landmark calibration tools designed to speed cycle time for mobile robot setups.
New visual inspection features for reduced cycle time and fast ROI
IMM parts for excessive or inadequate material after part has been moulded. The tools also support manual inspections: operators can set up a camera and inspection program, manually place a workpiece in view and execute inspection. No robot required. The update also provides users with one-shot detection for multiple objects, allowing the system to pick all workpieces with only one picture. This reduces complexity for users and improves cycle times. The update includes tools that allow users to request specific workpiece types and specify gripper clearance parameters.
Adding Eyes to mobile robots A new landmark feature has been added to Eyes’ powerful toolkit, enabling easy deployment of
Eyes on mobile robots and setups with carts, trays, and pallets. The Landmark feature makes it simple to program mobile robots to move from station to station using end user-defined Landmarks as their guide. Landmarks can also be used to initiate specific robot operations: for example, when Eyes detects the arrival of a mobile cart in its workspace loaded with parts for picking, it can easily switch to pick & place routines.
Covid-19 accelerates robotics in Southeast Asia The coronavirus pandemic has accelerated robotics and automation adoption globally, including in Southeast Asia. Companies are reassessing their production processes to meet growing demand while simultaneously dealing with a shortage of workers and social distancing restrictions. Automation is crucial, especially for SMEs who are more vulnerable to disruptions, due to smaller cash reserves and a more limited customer base.
Eyes’ new inspection features enable the system to easily sort, inspect, or pick and place unstructured objects using colour and contour detection – a capability that is beyond most competing vision systems.
SMEs account for between 89 and 99 percent of enterprises in the region. Companies now have an ideal solution as collaborative applications offer a fast, easy and affordable alternative to bulky traditional industrial robots.
This detection method requires no workpiece teaching and finds items based on colour and size information input by the operator. Eyes’ inspection features can be used to inspect parts removed from CNC machines, for example, or to check
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NEW PRODUCTS Range of rotary screw blowers expanded Kaeser Compressors has recently expanded its range of EBS series rotary screw blowers with the launch of the EBS 410 models. Designed especially with water industry applications in mind, these new models represent a milestone in the development of oil-free compression blower technology. With a flow rate of 10 - 40 m³/min and pressure differentials from 0.3 to 1.1 bar, as well as a selection of motors ranging from 22 to 75 kW, the new and innovative EBS 410 series rotary screw blower models set new standards in terms of energy efficiency, space-saving design and automation; The standard ‘STC’ version is now equipped with an energy-saving IE4 super premium efficiency motor that reduces energy consumption and therefore
costs. Kaeser is currently the only compressed air systems provider to equip its compressors with super premium efficiency IE4 class motors. The ‘SFC - Sigma Frequency Control’ version is equipped with a frequency converter and a synchronous reluctance motor – a slip-free design that combines all the advantages of high efficiency permanent-magnet motors with those of robust, service-friendly asynchronous motors.
Hoses optimise safety underground A company dedicated to ensuring total safety and standards compliance of winches, Australian Certified Winches (ACW), has used Hydraulink to provide and install hydraulic hoses and fittings optimised by expert hydraulic engineering required for an innovative new underground winch developed for major mining leader BHP. BHP tasked ACW with designing a winch that could haul double the capacity, 100t, within the same physical space as their previous 50t winch, for one of its major Australian underground mining operations. “The solution was to integrate two 350,000 Nm wheel drives inside the winch drum,” said Mr Grant Barrett, Director, Australian Certified Winches, who has more than 25 years’ experience in designing and building industrial winches. “The winch is to be used to remove longwall machines once the longwall is finished and being moved to another seam. Current methods involve the use of hydraulic cylinders, but these can be limited in stroke length, meaning a lot more time re-rigging the haul rope. The winch has 300m of rope, allowing for a continuous haul,” said Mr Barrett. ACW focuses particularly on ensuring winches are suited to the particular task, and have the correct documentation and certification to operate under any appropriate regulations. Neat hydraulics in the powerpack inside the new winch
“The new winch has an onboard closed loop hydraulic
Australian Certified Winches’ new winch design can haul double the capacity within the same space
system that is driven by the underground emulsion fluid, so we needed expert hydraulics assistance in engineering the winch for underground use,” said Mr Barrett. Mechanical Design Guideline 41 (MDG-41) outlines safe working practices for the manufacture and assembly of high pressure hoses and fittings, including hazard identification, assessment, elimination and reviewing of risk. The winch was factory tested using a 150t load cell and shackles, where it pulled 120t with ease.
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NEW PRODUCTS LAT-Series air-powered hydraulic torque wrench pumps highly productive The lightweight new Enerpac LAT-Series air-powered hydraulic torque wrench pumps are ideal for hard-to-access locations
oil and gas, petrochemical, power generation and mining, but have limited access, so a larger pump would not be practical or efficient.
Global hydraulic tool and lifting leader Enerpac is introducing to Australia, New Zealand and PNG a new compact, portable and powerful air-powered torque wrench pump for high productivity in hard-to-access locations.
The pump features a proven Enerpac piston design, reinforced Filter Regulator Lubricator (FRL) support and air supply connection, designed to provide years of reliable service with fastening and break out speeds to keep jobs on schedule and on budget.
Weighing in at approx. 18kg (40lb) with oil, the Enerpac LAT Air Hydraulic Torque Wrench Pump is easy to lift, transport and manoeuvre.
High productivity, reduced equipment downtime
The pump comes with an integrated carry handle and can be carried by a single operator up stairs when a crane, hoist or elevator is not available. It is easy to manoeuvre in narrow and constrained spaces such as scaffolding, catwalks, pipe racks and lifts. The LAT pumps are ideal for high repetition torque wrench applications that need air power, such as
“The LAT pump has best-in-class, flow-to-weight performance. Its industry-proven air motor and three-piston design enable operators to complete their hydraulic torque wrench applications faster, while always ensuring top levels of safety. The durable, reliable new pumps are designed and tested for use in tough environments. The roll cage protects key components and provides increased support and protection of the FRL from vibration.
The heavy-duty air supply connection and proven piston design enables long life. Key components are easy to access for service and a skid rail accessory prevents reservoir wear from rough surfaces. Applications include: Oil and Gas -Upstream, Midstream, Downstream; Petrochemical -Well heads, pipelines, pumping systems, heat exchangers; Power Generation -Gas Turbine Maintenance; Mining Conveyor system maintenance – electric motor and gear box ; Machinery maintenance – track maintenance, undercarriage servicing
Carbon steel flexible screw conveyor introduced Flexicon have introduced a new base model 1450 flexible screw conveyor with 115 mm O.D. polymer conveyor tube and low cost carbon steel floor hopper and discharge housing. Round, square, flat or beveled flexible screws in any length from 3 to 12 metres are offered to convey virtually any free- and non-free-flowing bulk material including products that pack, cake, seize, smear or break apart. The only moving part contacting material is the inner screw, which self-centres as it rotates, providing ample space between the screw and tube wall to minimise or eliminate grinding. The lower end of the screw requires no bearing, while the upper end
is driven beyond the point of discharge, preventing material contact with bearings or seals.
dumping
Fully enclosed, the conveyor tube prevents product and plant contamination, while the gentle rolling action imparted by the screw prevents the separation of blends.
tippers,
Model 1450 is available with an optional start-stop control panel and a range of flow-promotion devices.
with new or existing
The company also manufacture other flexible screw conveyors, as well as pneumatic conveying systems, tubular cable conveyors, bulk bag dischargers, bulk bag conditioners, bulk bag fillers, manual
stations,
drum/box/container weigh
batching systems, and automated plant-wide systems
integrated
process equipment. Flexicon Flexible Screw Conveyor Model 1450 can handle diverse materials ranging in size from large pellets to sub-micron powders with no separation of blends.
Focus Swift fully Integrated mobile laser scanner Faro has released the first fully integrated indoor mobile mapping solution Focus Swift, designed to accomplish large-area as-built capturing tasks with minimal time and effort .
This lightweight and highly portable extension of Faro’s renowned Focus Laser Scanner delivers better data faster, enabling AEC industry professionals to balance between accuracy and efficiency.
Users can also directly import these data sets into any CAD system to simplify their modelling plan with automated processes and optimise their scan to BIM workflow.
As its name suggests, Swift is fast. Depending on accuracy requirements, the innovative device can take mobile scans of large complex areas up to 10 times faster than traditional static scans.
In the mobile mapping space, there are handheld devices, wearable backpack products and bulky vehicle-bound systems. Swift is the first lightweight, highly versatile alternative that delivers the best of all worlds to maximise efficiency.
Swift is powered by revolutionary Faro Scene software that automatically processes data from the Focus and ScanPlan 2D mapper into accurate 3D point clouds.
Swift’s intuitive easy-to-use functionality, simple push operation and continuous cable-free operation means operators can work faster and smarter, while delivering better quality scans that reduce on-scene processing time. The interface is compatible to run on any mobile device so users have real-time awareness of how much job has been completed. Swift is compact for transport with only two carry-on sized cases, and the carbon fibre tripod and three-wheeled vehicle can be easily folded for travel.
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ANALYSIS Spending boost presents upgrade opportunity for bridges All bridges have finite lifespans. Many are now carrying greater loads than they were ever expected to, and bearing maintenance is important to longevity Government infrastructure spending boosts following the Covid pandemic may provide a welcome opportunity to upgrade many of Australasia’s 57,000-plus bridges, many now handling loads they were not originally expected to carry. The opportunity for maintenance is particularly significant for Australasia’s local roads network, involving some 30,000 bridges in Australia, most small to medium, many built before 1950, and some before the turn of the century. It is also significant for the 4200 bridges on State And Federal Highway networks, including the 4200 for which the NZ Department of Transport is responsible, including 185 of which are single lane and the oldest of which, the Waianakarua South River Bridge, in North Otago, which was built in 1868.
and cooling expansion and contraction in a bridge structure have to be planned into structures decades ahead. All bridges are an expensive asset with a finite lifespan, so it is common sense and safety planning to factor in the foreseeable,” says Mr Booty, who is Manager of Hercules Engineering (a division of Cut To Size Plastics). The challenge facing builders and operators of thousands of smaller bridges and aqueducts throughout Australasia is ensuring how concrete and steel structures can flexibly, quickly, and cost-efficiently cope with internal movement and stresses caused by changing loads, vibration, thermal expansion, and other common attritional factors.
“Public authorities who manage most of these typically smaller bridges have long been aware of the problem facing our road transport infrastructure, but haven’t had the funds to do the work they would like to. Now they have the opportunity to list their preferred projects with the Government so as to extend the safety and lifespan of assets,” says bridge sliding bearing producer Mr David Booty. Mr Booty has more than 40 years’ experience in the assessment and life-extending renovation of bearings supporting public and private concrete and steel bridges and accessways, accommodating changing loads and demands upon them. He says the engineers responsible for bridge management would often like to do such work for safety and productivity reasons, knowing that trucks and utility vehicles of all types today are a vital link in our rural and urban infrastructure.
bonded to a mild steel or grade 316 stainless steel base plate. “Among the big plusses of HLD Bearings, compared with more sophisticated and expensive heavy alternatives such as pot bearings and roller bearings, are benefits such as lower initial cost, easier installation and no maintenance for periods of 30 years or more,” says Mr Booty. “Larger bridge structures demand sophisticated and typically more expensive solutions, but HLD bearings are very suitable for a wide range of bridge, materials handling, and process equipment structures up to 60 tons per bearing.” The evolving range of Herculon type D sliding bearings – incorporating polymers proven globally for outstanding durability without lubrication or maintenance – were developed to fulfil the need for low-friction bearings on corbels and columns where continuous sliding joints were not appropriate. Aqueducts also are expensive assets, and they can have their foundations weakened if bearings fail in their job of protecting against thermal expansion and contraction and load changes
No-maintenance performance Stock Type D Herculon Bearings (HLD/SG) are designed to accept a lateral load of 30 per cent of the vertical rated load, which can be up to 600 kN per bearing in stock sizes, with higher capacity available custom-engineered for particular applications. They are removable and replaceable, to optimise no-maintenance performance in access infrastructure and high output industrial plant. The ability to provide cost-efficient and maintenance-free solutions to such issues is especially important to road and pedestrian access projects demanding high safety.
Herculon Type D bearings In addition to public bridges are engineered to minimise handling road transport, such downtime and maintenance structures include private by accommodating the vertical assets, such as those providing and horizontal stresses imposed When these cars and trucks were on the roads of Australasia in the 1950s, loads on bridges supply, exploration and service by the shuddering and vibration of were lighter because vehicles – especially trucks- generally were smaller and lighter. routes to mining, energy, oil and varying loads gas projects, where movement “But many of the larger trucks out within access structures is caused there today weigh far more than by factors such as climate, changing uses and delivery One solution developed by Hercules Engineering the 30-odd tons that was considered appropriate of plant including conveyors, motors, turbines and comprises the range of no-maintenance, for short-to-medium bridges up until the mid-70s. reticulation systems. cost-efficient Herculon Type D Bearings (HLD/ And not only are all vehicles generally heavier – cars, SG, HLD/FF & HLD/FX), which are widely proven utes and trucks – but also the number of individual Asset life-extending maintenance solutions are also on applications ranging from steel and concrete vehicles on the roads has increased vastly since then. important to access facilities in urban infrastructure beam engineering structures through to materials projects, including pedestrian walkways, small “This adds considerably to the changing loads and handling and processing facilities. bridges and health and carpark facilities. vibration resulting from generally bigger vehicles Herculon Type D Bearings (HLD/SG) consist of a and more of them.” Herculon HLD bearings are part of a comprehensive mild steel or 316 stainless steel top plate to which range of Hercules composite sliding joints and a polished stainless steel facing plate is fixed. This Climate change structural bearings incorporating engineered plate slides against a low friction hard-wearing high performance combinations of engineered “Now, climate change also has to be factored into (PTFE) Hercuflon-coated Hercupad, which is in turn sliding bearing design, because the rates of heat thermoplastics and stainless steel facing surfaces.
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DEVELOPMENTS One size must not fit all in new ‘plastic packaging’ regulation With a shared commitment to driving better outcomes for New Zealand and New Zealanders, Packaging New Zealand welcomes Minister Sage’s investment in waste minimisation. However, Packaging New Zealand’s Executive Director, Sharon Humphreys says that when it comes to packaging, far more detail and expert input is required than has been provided around the Government’s plans for regulated product stewardship. “The broad targeting of ‘plastic packaging’ as one of six products suggests a lack of understanding of the full suite of issues that legitimately form part of the determination of a package as ‘fit for purpose’,” says Ms Humphreys. “This includes determining the right material to use.” The priority for members of Packaging New Zealand is the effective, safe, efficient delivery of goods into the New Zealand and global markets. Ms Humphreys
says the organisation will be taking the opportunity to have significant input into the design process of any mandatory product stewardship schemes - particularly given the “limited success” of the voluntary accredited schemes. “Putting the responsibility for what happens to products at the end of their useful life on
manufacturers, importers, retailers and users, risks unintended consequences such as driving up costs, and the possibility of less sustainable outcomes overall. “Our industry knowledge and expertise will be essential to identify how environmental and economic harm can be avoided or mitigated to meet the broad social outcomes desired by all of society.”
Treotham New Zealand merges with Automation Equipment Treotham New Zealand is excited to announce the merger of their business operations to offer customers even more support as well as a larger range of products to provide a more complete solution. Treotham has acquired the Automation Equipment assets, staff and customer contacts and the merged business will operate under Treotham Automation. Treotham New Zealand, established in 2010, is a leading supplier of high-quality electrical components and products to a wide range of industrial markets. Its years of experience in industrial automation and long-term partnerships with key suppliers including igus, Kabeltec, PMA, Wittenstein and more, provide a market leading position. “Automation Equipment offers an exciting opportunity for Treotham to strengthen and expand its service offering in the industrial automation market”, explains Alec Stanley, National Sales Manager of Treotham NZ.
“With their range of high-quality products and skilled staff, the acquisition of Automation Equipment supports Treotham’s strategy to provide customers with a total solution throughout the New Zealand market”. Wendy Garrett, Manager of Automation Equipment also commented “This is a very positive change for all our customers across New Zealand, expanding their product selection and support available to them”. Wendy will join Treotham as Business Development Manager. The expanded business will operate out of both Auckland and Hamilton, making it even more convenient for customers.
With the introduction of the new range of products from suppliers such as Schmalz (vacuum technology), Pneumax (pneumatics), Interroll (conveyor components) and others, Treotham Automation is now able to offer customers across New Zealand a more complete solution. With their increased support and engineering staff, Treotham and Automation Equipment are able to combine their years of experience to offer even better customer service and greater opportunity for technical visits enabling stronger engineering support. The merger was effective from the 1st of August.
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DEVELOPMENTS A Green Building on the White Continent The colour of the new Scott Base may not be decided, but one thing is clear – the building will be green. Antarctica New Zealand, together with the New Zealand Green Building Council, has developed a custom Green Star tool to measure the sustainability of the new Scott Base.
“Antarctica New Zealand is committed to minimising its environmental impact in Antarctica and upholding the principles of the Antarctic Treaty System,” says Antarctica New Zealand Chief Executive Sarah
Williamson. “We have chosen to have an independent review of the Scott Base redevelopment so that we can maximise the opportunities to design, construct and operate the new base in an efficient and sustainable way.” Antarctica is the coldest, windiest, and driest continent on the planet. The new sustainable accreditation scheme for the rebuild factors in the harsh realities of building and operating in the Antarctic environment. Antarctica New Zealand is aiming for a five-star, New Zealand excellence, rating. “An independent accreditation of sustainable design and construction is a key requirement of the redevelopment project. This validates the commitment Antarctica New Zealand has to protecting the environment”, says Simon Shelton, Scott Base Redevelopment Senior Project Manager. “The new Green Star custom tool encourages the use of more sustainable materials, reduced waste, and more efficient systems designed to lower energy use. It promotes practices that would lower the new base’s contribution to climate change and enhances the health and wellbeing of the people living and working at Scott Base, some for up to 13 months before returning to New Zealand.”
NZ businesses secure funding for fast-tracking global growth 120 New Zealand businesses have been accepted into the Export Excelerator Programme designed to fast-track their global export plans. The EMA’s ExportNZ arm is fully funding 30 businesses, and partially funding 90 others with an aim to collectively increase annual export revenue by over $100 million over 12 months to help boost New Zaland’s economy. “Our Export Excelerator Programme is a fantastic initiative that connects Kiwi businesses with
experienced exporters for invaluable mentoring,” says the EMA’s Chief Executive, Brett O’Riley. “The 120 Excelerators have been selected from New Zealand’s top exporting businesses that offer products and services in manufacturing, health tech, biotech, agri-tech, technology, pharmaceutical, innovation and food sectors,” he says. The Export Excelerator Programme pairs businesses with exporters who have already succeeded on a global scale to help tackle the challenges of global
expansion with others. Key areas where businesses already in the programme find most useful include: capitalising on opportunities; avoiding common mistakes; challenging assumptions; and providing access to a community of like-minded business owners for advice and support. The opportunity created for these 120 export businesses through the programme is thanks to Air New Zealand Cargo, Westpac Institutional Bank, Ports of Auckland, BDO and Zespri.
Secondary school students given opportunity to build engineering career Six new unit standards in mechanical engineering have been launched today by industry training organisation Competenz. For the first time, students will be offered school-based Level 3 mechanical engineering unit standards, creating a solid pathway into mechanical engineering apprenticeships and other training programmes. Competenz CEO Fiona Kingsford says the new unit standards have been specifically designed for school students and schools environments, and their introduction will go some way to encouraging young people to explore training opportunities in
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the industry; an industry that is experiencing record levels of skills shortages. It is estimated there will be more than 7,500 job openings across New Zealand in the mechanical engineering sector in the next five years. “The Level 3 unit standards have been developed in consultation with technology teachers and industry to ensure they are relevant and what industry needs now and in the future. Previously, students had an ‘engineering taster’ at Level 2. With the new Level 3, they can now deepen their knowledge and passion for engineering at Year 13 NCEA. “The new standards also will give students a better
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understanding of the trade and the industry, and hopefully result in an uptake of apprenticeship opportunities when they leave school,” says Ms Kingsford. The six new unit standards developed by Competenz are supported with a suite of resources for high school technology teachers. Competenz has also launched three new Level 2 standards. The three unit standards at each level together equal 18 credits. The new unit standards at both Level 2 and Level 3 comprise theory-based drawing, a machining component and a fabrication component.
REAR VIEW What manufacturers can do to prepare for the upturn By Rob Stummer, Asia Pacific CEO, SYSPRO This is an incredibly difficult time for everyone and manufacturing companies have had to lay off staff or shutdown during the Covid-19 pandemic. Coronavirus has already caused shifts and a reduction in “wants” goods and an increase in “needs” goods as this crisis evolves, and consumers batten down the hatches into a conservative mode, and some businesses have been agile enough to switch production quickly to high demand products like ventilators, masks, hand sanitiser or home consumables. As we stem the spread of the virus, what is certain is that there will be an upturn and demand will recover, we just don’t know when. When the inevitable recovery does happen though, the manufacturing companies that have maintained a level of business continuity and are ready to jump back into full production are the ones that will survive this Covid-19 crisis. The real question is how quickly will that demand come back and how will manufacturers be able to respond to their biggest challenge to date?
Increasing operational efficiencies In an increasingly interconnected world, maintaining the efficiency of supply chains is of the utmost importance to the Australasian economy if we are to jump back into action once the constraints of the coronavirus crisis have reduced.
In addition, high demand manufacturers should make the most of the good staff that have now become available on the job market. Accessing high-quality staff has never been easier, with better qualified and experienced technicians available than any time in recent history.
Robotics, IoT, and automation Increasing workforce efficiency is more important than ever currently. Robotics and automation could help us in the war against the virus since a much-reduced workforce is needed to maintain the required production and supply levels. As retailers shift from in-store to e-commerce, it is crucial that warehouses and distribution centres consider the use of robots or collaborative robots or cobots for piece picking, automated vehicles and shuttle systems, minimising the dependency on people. Since it is human error that is responsible for most of the damage that happens in production or during pick and pack. I expect supply chains to become more focused on the Internet of Things (IoT) to provide data to automate processes that will enhance the customer experience.
The good news is technology is allowing manufacturers to minimise disruptions by using real-time reporting to manage their inventory to ensure there are no issues with under or oversupply of goods.
As manufacturers look to reduce dependency on manual processes performed by humans, process automation will help move data across a network and will reduce data errors and invoicing processing costs.
A frictionless, real-time, data-driven and interconnected supply chain can only benefit the economy in the short and the long-term.
Track and trace, leveraging blockchain and RFID tags will be a norm for farm-to-fork supply chains. Traceability is important but right now knowing what and where inventory is located is equally important as supply chains need to shift rapidly in this time of crisis.
Manufacturing businesses should be doing everything they can to survive this by preserving cash and by optimising their operational efficiencies using real-time process feedback. Their Manufacturing Execution Systems (MES) will ensure that quality and efficiency are built into the manufacturing process allowing them to review all product lines and then reduce or remove products where there is a lack of demand.
Reskilling In the age of automation, technology will be essential to reskilling the workforce during the downturn. Manufacturers could offer their furloughed workforce online training and reskilling opportunities. This will mean that they are in a better position to offer them more skilled and consequently higher-paid positions when the upturn happens. And it also keeps employees mentally active and engaged in the organisation, whilst receiving financial assistance from the Government through the Job Keeper allowance and other benefits being provided for those without work.
Make time for essential maintenance Big and small manufacturing plants should capitalise on the potential shutdowns by carrying out any essential maintenance, equipment replacement and upgrades as well as equipment audits. They currently have the rare ability to schedule maintenance demands into no impact or low production impact. Using a connected smart factory platform will help the manufacturers that are still operating at full capacity to better predict and resolve maintenance requirements, correlate quality issues, reduce downtime and improve quality. Using predictive analytics, manufacturers can fully monitor factory efficiencies, in order to detect any unusual production behaviour. By correlating this data across the maintenance systems and production process, manufacturers can optimise their equipment downtime, plan repair activities and ensure spare parts are available.
Adopt new technologies Finally, manufacturers that are experiencing a slow period should get any new technologies lined up and fully operational before the upturn happens. Now is the perfect opportunity for them to be upgrading their technology and updating old versions of software, including their ERP to the latest versions. They should also consider accelerating their digital strategies to enable them to supply direct to the consumer where possible. Consumer behaviours will drastically shift from bricks-and-mortar to online as they look to practice social distancing. As consumers “nest or cocoon” at home for the foreseeable future, end-to-end supply chains will need to overcome disruptions by anticipating these unprecedented shifts in consumer demand. The upturn will happen, and by considering these five simple steps manufacturers will be in a better position to make the most of it when it does happen. Let’s all try and remain positive and maintain business continuity, so we can make it sooner rather than later for all concerned.
A frictionless, real-time, data-driven and interconnected supply chain can only benefit the economy in the short and the long-term.
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NZ Manufacturer August 2020
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