NZ Manufacturer March 2020

March 2020

www.nzmanufacturer.co.nz

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ANALYSIS Life Cycle Assessment.

HERA NEWS HERA celebrates leading metalheads.

21 SMART MANUFACTURING Robotics Plus a THRIVE Top 50 AgTech company.

Remember the

Buzzy Bee?

This toy is a fine example of the quality of New Zealand manufacturing.

CAD Software for clever designers and smart manufacturers

A product well known around the world and a favourite with children over the years and made very well.

New 2020 version due for release next month

We have many high-quality products on local and world markets which continue to celebrate the skill and creativity of our people.

And now we are in a period where we need to support local businesses and buy from them first.

To buy their products.

We still have trade routes open and our products on world markets. Even though demand may be down.

Internally is where we need to act in a positive way.

No one knows how long the virus is going to affect us personally and in business, but we need to meet this challenge as best we can.

We will get through this. We will adapt, diversify and find new opportunities that may not have been apparent before.

You are welcome to share your company’s challenges with NZ Manufacturer. Write in, other readers doing the same add to the picture and share the journey.

- Doug Green, Publisher

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

Good manufacturing news in February

New Zealand’s manufacturing sector experienced expansion for the first time in three months, according to the latest BNZ - BusinessNZ Performance of Manufacturing Index (PMI).

The seasonally adjusted PMI for February was 53.2 (a PMI reading above 50.0 indicates that manufacturing is generally expanding; below 50.0 that it is declining).

This was up 3.4 points from January.

BusinessNZ’s executive director for manufacturing Catherine Beard said that despite the positive February result, much focus will be on the coming months given the effect Covid-19 is having on the global economy.

“Looking at comments from respondents, there was a noticeable increase in Covid-19 being mentioned, either directly or through the impact on shipping from China.

Even those who made positive comments tempered it with concerns about the months ahead”.

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Innovations in taste for world markets

NZ Food Manufacturer brings you the latest news and developments in food from the land to the plate For further information and to advertise visit

www.nzfoodmanufacturer.co.nz NZ Food Manufacturer

T 0064 6 870 9029

E publisher@xtra.co.nz

CONTENTS 1

DEPARTMENTS LEAD

ADVISORS

Remember the Buzzy Bee? Good manufacturing news in February.

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BUSINESS NEWS Ingenious: The Unintended Consequences of Human Innovation.

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5

MANUFACTURING TECHNOLOGY

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.

How Omron keeps your production flowing.

Energy chains vs. motor cable drums

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ANALYSIS

Dr. Dieter Adam

Cradle to Cradle, Life Cycle Assessment and Circular Economy: A love triangle.

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Kaizen Paradox Part II: How Kaizen principles deliver real innovation

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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.

HERA NEWS HERA celebrates leading metalheads.

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PRODUCTIVITY

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SMART MANUFACTURING

How productivity is defined in an economy.

Leeann Watson

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

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Partnership to accelerate digitisation in manufacturing.

Why strive for Industry 4.0?

Robotics Plus a THRIVE Top 50 AgTech company.

Miniaturised “warehouse robots” for biotech applications.

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NEW PRODUCTS Cutters safe industrial chain cutting solution.

Lewis Woodward

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

Flexlite GX gun range delivers on ease and efficiency.

New F28 hybrid engine.

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THE CIRCULAR ECONOMY

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DEVELOPMENTS

From linear to circular—Accelerating a proven concept.

Dr Troy Coyle

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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.

Green hydrogen announcement a game changer. think-EPD website launched.

Bringing the green revolution to electronics.

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BUSINESS NEWS Hoop partners with LJM.

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REAR VIEW A world without work.

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Brett O’Riley

EMA chief executive Brett O’Riley has a background in technology and economic development.

Brett actually grew up with manufacturing, in the family business, Biggins & Co. He currently holds board roles with Wine Grenade and Dotterel Technologies and is also on the NZ Film Commission board.

PUBLISHER Media Hawke’s Bay Ltd,1/121 Russell Street North, Hastings, New Zealand 4122.

The only way out is through Diversification will come from this

MANAGING EDITOR Doug Green T: +64 6 870 9029 E: publisher@xtra.co.nz

awkward time we are currently going through. The time will come when

CONTRIBUTORS

the virus subsides, and we will realise

Holly Green, Sandra Lukey Daniel Susskind

there are opportunities available in

ADVERTISING

the business world.

Doug Green T: + 64 6 870 9029 E: publisher@xtra.co.nz

We may not know what they are now, but they will come. In one instance, diversification has started in the

DESIGN & PRODUCTION

Waikato where a brewer is using part of his business to

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

manufacture health cleaning products.

Manufacturers may well look back on the range of New

WEB MASTER Julian Goodbehere E: julian@isystems.co.nz

Zealand products that ceased to be made here because

PUBLISHING SERVICES

possible to make them here again.

they could be made cheaper overseas and wonder if it is

On-Line Publisher Media Hawke’s Bay Ltd

And before the virus hit manufacturing was picking up. In

DIGITAL SUBSCRIPTIONS

February the seasonally adjusted PMI was 53.2. Anything

E: publisher@xtra.co.nz Free of Charge.

over 50 is expansion.

March issue shares with you: How productivity is defined

MEDIA HAWKES BAY LTD

in an economy (Page 16), Why Industry 4.0 can bring about

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

growth (Page 20), The continuing success of Robotics Plus (Page 21) plus information on two transforming books.

One by Sir Peter Gluckman and Mark Hanson - Ingenious: The Unintended Consequences of Human Innovation (Page 5) and the other by Daniel Susskind -A World

Vol.11 No. 2 MARCH 2020

without

Work:

Automation,

and

Technology, How

We

Should Respond (Page 31).

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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Finally, EMEX 2020 has been postponed

due

to

current

conditions.

Doug Green

Success Through Innovation

EDITORIAL

BUSINESS NEWS Ingenious: The Unintended

Consequences of Human Innovation

By Sir Peter Gluckman and Mark Hanson

As humans evolved, we developed technologies to modify our environment, yet these innovations are increasingly affecting our behaviour, biology, and society.

Now we must figure out how to function in the world we’ve created.

Over thousands of years, humans have invented ingenious ways to gain mastery over our environment.

The ability to communicate, accumulate knowledge collectively, and build on previous innovations has enabled us to change nature. Innovation has allowed us to thrive.

The trouble with innovation is that we can seldom go back and undo it. We invent, embrace, and exploit new technologies to modify our environment. Then we modify those technologies to cope with the resulting impacts.

Gluckman and Hanson explore what happens when we innovate in a way that leads nature to bite back.

To provide nourishment for a growing population, humans developed methods to process and preserve food; but easy access to these energy-dense foods results in obesity.

To protect ourselves from dangerous pathogens we embraced cleanliness and invented antibiotics, which has led to rising rates of autoimmune diseases and antibiotic-resistant bacteria. More recently, our growing dependence on the internet and social media has been linked to mental health concerns and declining social cohesion.

And we are only at the beginning of the digital transformation that will influence every part of our existence. Our ingenuity has not only changed our world--it has changed us. Focusing on immediate benefits, we rarely pause to consider the longer-term costs of innovation.

Yet we are now starting to see how our choices affect the way our brains develop and our bodies function.

The implications are profound. Ingenious opens our eyes to the dangers we face and offers solutions we cannot ignore.

Ingenious opens our eyes to the dangers we face and offers solutions we cannot ignore.

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Tel: 04 566 5345 Email: sales@connectors.co.nz Web: www.connectors.co.nz www.nzmanufacturer.co.nz

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4 Reasons to Use a 3D Printing Service Bureau Like so many businesses, your company is exploring 3D printing and additive manufacturing. Maybe you have the perfect design, and the innate benefits of 3D printing has caught the attention of your team. But while the benefits may be clear, operational costs and implementation may not be. Perhaps your company has considered buying a 3D printer, but aren’t sure about the costs involved and technological expertise needed. Then the question occurs, would it be better to buy a printer or outsource our 3D printing needs?

These internal debates have existed for years in the manufacturing realm and especially the 3D printing arena. Fortunately, the field has expanded in such a way that owning a printer and outsourcing don’t always have to be mutually exclusive.

Below we’ve highlighted four important considerations when thinking through these options: 1. Advanced Equipment and Materials Prototypes are just a percentage of the parts produced in major 3D printing services bureaus like Objective3D Direct Manufacturing. Additively manufactured production parts for major industries are continuing to grow due to technology advancements and development of materials from rigid and elastomeric plastics to high strength metals and alloys. 3D printing customers are aware of the inherent design freedoms, cost effectiveness and quick turnarounds associated with 3D printing production parts, but aren’t equipped to set up the operations associated with major additive manufacturing.

Some businesses have office set-ups perfect for clean, safe printers like the Stratasys F123 Series, but when exploring the more production caliber technologies like Laser Sintering and Direct Metal Laser Sintering, a considerable amount of careful handling and higher process temperatures have to be considered.

That’s where service bureaus fit in with their scope of technologies and materials. By utilizing their services, you can explore new 3D printing technologies that might not be available to you otherwise. Specifically, additive metals are not an in-house possibility for most businesses due to cost, material handling, and technical requirements.

Objective3D Direct Manufacturing has the expertise, finishing capabilities, controls and secondary operations necessary to produce robust and functional DMLS components.

2. Investment Risk Buying an additive manufacturing technology can be a significant capital expense all on its own. Additionally, it often involves investing in staff to set up software, provide maintenance, purchase and install material and other consumables. The setup involved may disrupt and require re-configuring of overall operations. Though owning a printer may be in your future, a service bureau is a great first step toward incorporating 3D printing into your business. Working with experts to understand which technology works best for your applications and quality requirements can help you determine which solution you need for the long term.

3. Part Manufacturability Sometimes a part is complex and requires a special build style or specific materials.

In-house operations may not be able to fulfill the desired look, feel or function. Or perhaps it’s time to try something new with the design and an exploration of new materials and build styles may be in order. Service bureaus open that opportunity to you.

This can also be a complementary process to in-house operations. Conventional manufacturers may need custom jigs and fixtures that would be better accomplished with additive manufacturing. Large parts or parts needing assembly might be better accomplished with a bureau’s experienced finishers who can assemble multiple sections without sacrificing strength or integrity.

4. Additive Manufacturing Expertise At the end of the day, it’s really about expertise for quality parts. Objective3D Direct Manufacturing has been in the 3D printing industry practically since its inception and has made a point to explore every new avenue as it emerged. Development of parts for major players across a variety of industries, including aerospace, medical and consumer products means we’re well equipped to take on even the most complex application.

The sweet spot in additive manufacturing is a high volume of a low mix of part designs; there we can deliver with unmatched consistency and repeatability.

We have developed the process and quality controls needed to deliver parts with strict requirements and certifications.

In addition to our manufacturing capabilities, we’ve spent 30 years honing post-processing and finishing skills that are unmatched in the industry. So many additive manufacturing technologies require knowledge of what’s required to finish them to customer desire and the supplemental equipment used to accomplish it. For DMLS especially, there is a full suite of post-processing equipment required to produce metals parts.

In other words, service bureaus like Objective3D Direct Manufacturing may be better suited to help customers realize additive manufacturing’s full potential for your application. We take amazing new ideas for products and technologies and champion them into real applications, one-by-one, by identifying new ways 3D printing can bring them to life faster and easier. Let’s take your idea and fully realize the possibilities available to you through our suite of technologies and services.

If you would like to build or scan a 3D Part and need a quote, please contact us at 03-9785 2333 (AUS) or 09 801 0380 (NZ) or email us at parts@objective3d.com.au Alternatively, you may upload your files and get a quote on our online system.

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MANUFACTURING TECHNOLOGY Energy chains vs. motor cable drums The advantages and disadvantages of two industrial energy supply systems Whenever design engineers have to guide hoses and power and data cables in moving applications with long travels (more than 100 metres), the question arises of which energy supply system is the most efficient, especially considering such factors as reliability, maintainability, and future security?

A motor cable drum? Or an energy chain?

The advantages and disadvantages of the two systems are explored below.

Candidate 1: The motor cable drum A proven energy supply that has been in use for decades – in applications such as cranes, transfer carriages, and the bulk material industry.

The principle is simple. It is in its simplest form like a garden hose reel. When a gantry crane, for example, moves back and forth on its four supports, the cable is deposited on a prepared surface on the ground and is rolled back up on a drum mounted on one of the supports.

There are several variants for retracting the cable.

In addition to motorised drums, there are designs for shorter travels that work with spring force: the rolling action is normally either cylindrical or spiral rolling. In the cylindrical form, also called broad rolling, the cable first rolls up from left to right along the drum body.

Then it rolls up vertically, layer by layer. Spiral rolling works differently. The cable is stacked immediately after the first rotation.

The market for cable drums is growing. A key region is North America, and one reason is because the demand for cranes in the northern United States is rising. Another booming region is the Asia-Pacific, especially China and Japan.

Among the reasons for this is urbanisation and a flourishing construction industry. According to Persistence Market Research, a market research institute, the global market volume will be more than $3.4 billion in 2026.

Candidate 2: The energy chain An alternative for guiding cables on cranes, handling portals, or stackers/reclaimers is the so-called energy chain. This option is a mobile protective cage. It consists of parallel side links that are connected with crossbars along the top and bottom of the carrier.

Like the cable reel, the energy chain has been well-tried. Inventor Gilbert Waninger launched the chain in 1953.

At the time, it was entirely made of steel, but today’s manufacturers are more flexible. Since 1969, companies have developed high-performance plastics that can be used under a wide variety of environmental conditions – constant contact with salt water and heat in metal works, for example.

Energy chain vs. motor cable drum – Round 1: Installation space and weight Energy chains generally have weight advantages for long travels. If the chain folds, the upper and lower run reach a height of around 800 mm, depending on filling and chain series. This makes them compact.

Motorised cable drums operate differently.

They do not require guide troughs, saving space on the user’s travel path. But in many applications, their drums have diameters of 6,000 mm or more. If this space is not available, the cable drum cannot be used as a solution.

Another disadvantage of drums is that they are

When the system moves, the chain folds, and the upper run glides on the lower run. No motor is required; the chain is attached to the crane’s boom, for example, and moves with the movement of the crane.

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relatively heavy. This makes systems heavier and lowers their energy efficiency. The crane’s structure must also be designed for this additional load.

Sample calculation: for a travel of 400 metres in length and a cable weight of 10 kg/m, the additional weight of the rolled-up cable is about 4 t.

Then there is the weight of the drum, the steel structure, and the drive technology. Energy chains made of high-performance polymers, on the other hand, are much lighter and contribute to energy savings. No additional load must be calculated on the crane.

Round 2: Assembly Motor cable drums may have an advantage in this round, since their functionality is very simple. It is just as easy and fast to assemble the drums.

Energy chains are also relatively quick to assemble, especially when users order the system with cables and plug-in connectors so that it is ready to connect.

However, only qualified technicians should carry out the assembly. For long travels, a guide trough is obligatory for gliding applications (when the upper

NZ MANUFACTURER run lies on the lower run), and an energy chain riser guard or an enclosure that protects the system from weather may be recommended as necessary.

This allows safe operation under any weather conditions.

Round 3: Cable protection The task of motor cable drums and energy chains is to protect moving cables and hoses from mechanical loads.

The chain comes out ahead here, since it guides cables and hoses safely through the interior separation and relieves strain at the fixed and moving ends.

They are subjected to neither tensile forces nor high mechanical loads during movement. Moreover, some high-performance polymers have vibration-damping properties. The cables and hoses are protected from wear along their entire length. Motorised cable drums operate differently.

There is a constant tensile force during rolling and unrolling so that the cable experiences a greater load, reducing its service life.

Round 4: Wear and maintenance Motor cable drum manufacturers now have corrosion largely under control. But in extreme environments, such as offshore facilities, rust can force operators to intensively maintain or replace their motorised drums over the course of the years.

Bearings and the slip ring body are the elements that are especially affected by corrosion and wear.

At worst, this can cause long, expensive system downtime. Then there is occasional maintenance work for guide elements, clamp connections, and motor and switch deflectors.

FEATURES

Round 6: Compatibility with Industry 4.0

April 2020 Issue

In the Industry 4.0 era, more and more users are integrating machines and systems into the Internet of Things in order to digitise processes.

This enables systems to autonomously call attention to a problem. Energy chains come out ahead here.

Manufacturers have begun equipping energy chains with break detection systems and push/pull force systems.

INDUSTRY 4.0 PRODUCTIVITY

Anomalies in set parameters, such as those caused by breakage in a chain link or blockage in the energy chain run, can activate emergency stop systems or trigger maintenance missions in good time. Before there is expensive system failure.

PRODUCT DESIGN ROBOTICS

Round 7: Operation and speed Today, industry everywhere requires faster turnaround times, which necessitates faster and faster travel speeds for moving equipment.

THE TIN INTERVIEW

A system with motor cable drums can achieve average travel speeds of up to 120 m/min (up to 300 m/min with limitations). An energy chain system with integrated rollers in the chain link can reach travel speeds of 600 m/min.

RECRUITMENT REGIONAL DEVELOPMENT

And that speed is constant across the entire distance.

Systems with motor cable drums must brake when they reach or pass infeed points so that the cable can be properly rolled up or deflected.

Advertising Booking Deadline – 10 April 2020 Advertising Copy Deadline – 10 April 2020 Editorial Copy Deadline – 10 April 2020 Advertising – For bookings and further information contact: Doug Green, P O Box 1109, Hastings 4156, Hawke’s Bay Email: publisher@xtra.co.nz

This means that operating motor cable drums involves time and expenditure. Energy chains operate differently. High-performance polymer variants are resistant to chemicals, saltwater, and UV radiation.

Editorial material to be sent to :

The result is that, in some applications, energy chains can be operated for almost ten years with hardly any maintenance.

Doug Green,

Round 5: Combinability and extendability

Tel: 06 870 9029

P O Box 1109, Hastings 4156, Hawke’s Bay Email: publisher@xtra.co.nz

Transmitting energy and data via motor cable drums requires either different drums or expensive special cables.

If additional fibre optic cables or hoses for supplying air, water, or oil must be moved, additional drums and components are indispensable.

Energy chains, on the other hand, accommodate the use of a wide variety of cables and hoses in a single system from the very beginning. In order to react flexibly to technological trends, they allow easy addition of other cables if reserve space is set aside from the beginning of operation.

This is not true of motor cable drums: it is very difficult to add hoses or cables later. To do so, the operator needs either a special design or additional drums.

Conclusion Energy chain or motor cable drum: which energy supply system comes out ahead?

There is no blanket answer because, in the industrial world, no two applications have the same conditions.

Different elements are weighted differently.

Some points favour the motor cable drum – among these are its simple assembly. Others, such as cable protection, largely maintenance-free operation, and the extendibility, favour the energy chain. Treotham offers a large range of lubrication free igus energy chains for a variety of applications and industries. www.treotham.co.nz

At NZ MANUFACTURER our aim is to keep our readers up to date with the latest industry news and manufacturing advances in a tasty morsel, ensuring they do not get left behind in the highly competitive and rapidly evolving manufacturing world.

Opinion

As I See It

Manufacturing Profiles

Business News

Letters to the Editor

Appointments

Politics of Manufacturing

Around New Zealand

Trade Fair World Diary of Events World Market Report Q/A

Australian Report New to the Market Lean Manufacturing

Export News

Equipment for Sale

Machine Tools

Recruitment

Business Opportunities

Environmental Technology

Commentary

Manufacturing Processes

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MANUFACTURING TECHNOLOGY 3-Finger electric gripper handles cylindrical objects OnRobot’s 3FG15 three-finger gripper with a 150mm stroke is a powerful alternative to bulkier and less-flexible three-finger grippers currently on the market – a unique solution.

The new gripper excels at heavy-payload machine-tending applications that require high precision and flexible handling.

The 3FG15 makes previously hard-to-automate precision handling of cylindrical parts easy to program and deploy and provides flexibility for a wide range of part sizes.

workpieces, resulting in a strong, stable grip and precise placement in machine chucks. With a gripping force from 10 N to 240 N, the 3FG15 competes with much less flexible finger grippers.

It was developed as a response to existing pneumatic three-finger grippers that are bulkier and less flexible. OnRobot has long defined the market for electric parallel grippers with the RG2 and RG6 series, and this three-finger gripper allows users to deploy applications faster with highly accurate, fixed positioning.

The gripper is also ideal for packaging and palletising applications, and is seamlessly compatible with any major collaborative or light industrial robot arm through OnRobot’s new award-winning One System Solution, the platform that provides a unified mechanical and electrical interface between the robot arms and any OnRobot end-of-arm tooling (EoAT).

The 3FG15 gripper has a maximum stroke of 150mm that can easily handle multiple processes. The innovative three-finger design with a 15 kg (33 lb) payload provides a strong, stable grip for both form fit (internal) or friction fit (external) gripping, adding flexibility to any implementation.

Ideal for CNC machine tending The gripper’s design, specifically developed for machine-tending tasks, automatically centres

3FG15 Features:

• Weight 1.15kg, gripping force 10-240 N

• Precise stable grip with automatic centring

• Fast, flexible deployment

• Large 150mm stroke for parts from 20mm to 150mm • Form fit (internal) and friction fit (external) gripping • 15kg payload

The EoAT market in Asia Pacific, excluding Japan, (APEJ) has been growing exponentially as developing countries transform their industrial landscape with emerging technologies. In 2018, APEJ EoAT sales accounted for over 51 per cent of the global market[2].

How Omron keeps your production flowing Flow sensors have been used throughout industry for many years.

However, Omron’s new E8FC series introduces dual parameter sensing, where a single meter measures the temperature of a liquid, as well as its flow.

for external alarm detection, which allows for easy

replacement of existing units.

The simultaneous monitoring temperatures means many more abnormalities can be detected than when only flow is measured.

The meter uses its IO Link channel to return the flow rate, temperature and a host of configurable alarm bits, set by threshold values. This allows users to keep a close eye on proceedings and even perform preventative maintenance functions if required.

Typical applications are measuring cooling water used in moulding and welding. The water must not only flow, it must also be below a certain temperature to be effective. Faulty or substandard products could result if either is incorrect.

A four-digit high luminosity 7-segment display on the meter shows flow rate, temperature or percentages of what’s expected. It also has a large indicator that changes colour to alert users of potential flow and temperature problems.

Three different models are available, analogue only or analogue + IO Link (both with COM2 and COM3 baud rates). All models have a digital output

As the meter often needs to be mounted into a small or awkward space, it can be rotated up to 330° on its mounting.

TechRentals® is an IANZ endorsed Calibration Laboratory.

We offer both IANZ Endorsed and Traceable Calibrations of test and measurement equipment inluding:

COMMUNICATE YOUR SERVICES BETTt ER

Are you, your company or product facing an unusual threat or reputational challenge you need to fix?

Need a revitalised company report?

A speech?

Or a record of your company’s or your own achievements?

0800 832 473 www.techrentals.co.nz

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Contact Kevin Kevany Mobile 021 577 211 Email kevwrite@xtra.co.nz

LEADERS IN INDUSTRIAL AUTOMATION SUPPLY Treotham New Zealand is the exclusive distributor for many world class international product lines. As a leader in automation control, Treotham have a broad capacity to provide systems and custom-built solutions using a diverse range of products and components. Contact our technical engineers for more information.

Flexible Cables

Chainflex Cables

Energy Chain

Connectors

Flexible Conduits

Cable Accessories

Safety Products

Sensors

Measuring Systems

Bearings

Gear boxes

Linear Units

www.treotham.co.nz |

09 278 6577

|

Auckland

| info@treotham.co.nz

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ANALYSIS Cradle to Cradle, Life Cycle Assessment and Circular Economy:

A love triangle

Life Cycle Assessment, Circular Economy and Cradle to Cradle are seen as interchangeable terms by some, and totally separate concepts by others. As is the case with most things, the truth lies somewhere in the middle.

A life cycle approach There are similarities between Life Cycle Assessment (LCA) study, Circular Economy and Cradle to Cradle (C2C), which causes some of the confusion. However, they are different concepts- albeit with a shared approach to sustainability and problem solving within sustainability. The common link is a ‘life cycle approach’ which considers a number of different environmental impacts such as carbon footprint and use of resources. These environmental impacts occur across all stages of a product’s life cycle, from when the raw materials are grown or gathered to where the product ends up after it has been used. The life cycle approach highlights the bigger picture of environmental impact and can act as a great starting point for identifying and improving on environmental hotspots in the manufacturing industry.

Avoid ‘burden shifting’ An LCA study avoids ‘burden shifting’ - solving a problem in one area of environmental impact while creating a problem in another. Take the example of cucumbers. Removing plastic wrap around cucumbers results in lower packaging impacts, but vastly increased food waste downstream. An LCA would look at this information together - and would inform you that wrapping cucumbers in plastic actually results in better outcomes for the climate.

Rethink material use The C2C concept takes a similar life cycle approach to products but goes one step further to ensure that all materials used in production can be reused as a nutrient. These nutrients stay in either a biological cycle where they are returned without harm back into the biosphere or in a technical cycle where the material is reutilized continuously without losing its value. In the case of a car tyre, C2C looks not only at what happens to a tyre at the end of its useful life, but also looks at the rubber dust that is left behind from everyday use of the vehicle. This way, it accounts for the overlooked environmental impact of rubber as it leaves the technical cycle and re-enters the environment.

Figure 1 A life cycle approach looks at all stages in the life cycle of a product.

players in sustainability combine to form the ultimate love triangle.

Some companies are already putting these ideas to good use: Look at Levi’s® using LCA studies to identify their environmental hotspots, and Mud Jeans running a ‘Lease A Jeans’ program to encourage a more circular, shared economy.

C2C certified jeans will make sure that fibres that are shed in the washing process don’t cause harm as they re-enter the environment from wastewater.

The potential is limitless if these concepts are combined to approach life cycle thinking fully.

Do more good, not just less harm

Figure 2 Source: EPEA GmbH

An LCA study quantifies environmental impact across a wide range of indicators, but always includes a full carbon footprint. C2C certification requires a carbon programme in place for organisations, but not necessarily a full carbon footprint.

Still, these two systems are highly complementary; an LCA study combined with the design principles of C2C opens up data-backed opportunities for a truly circular economy.

The ultimate love triangle Circular economy also looks at the reutilisation of materials but is more of a high-level view, which considers ideas like the sharing economy. These three key

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We already use more resources each year than the earth can regenerate. With an increase in resource use between 1970 and 2019, the Global Footprint Network’s Earth Overshoot Day initiative estimates that as of 2019, we need 1.75 planets to support our current demand on Earth’s ecosystems. Damaging practices don’t become positive just because we do them less; they just serve to delay the inevitable. This is where C2C stands apart from conventional thinking around sustainability with its focus on optimising positive impact. While an LCA study focuses primarily on reducing negative impact, a product’s sustainable performance can be maximised by bringing together the reliable data of quantitative LCA and C2C concepts to inform a wider circular economy.

Utilise the love triangle to ensure that we don’t simply minimize environmental impact- let’s work to eliminate negative impact completely and move towards a positive environmental footprint.

For more information on LCA, C2C and Circular Economy, visit thinkstep-anz.com.

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ANALYSIS Kaizen Paradox Part II: How Kaizen principles deliver real innovation

By Paul Stringleman, Senior Consultant, Swisslog Australia. Paul began his career in intralogistics 20 years ago in Tokyo, Japan and has spent 15 of the last 20 years living abroad and designing large scale automated systems for airports and distribution centres. In the past five years, Paul has developed several data driven automated warehouse solutions for e-commerce/retail companies in Australia.

Is ‘innovation’ an overused word?

Kaizen, Kaikaku and Kakushin Today almost any improvement in a company’s operations can be described as an ‘innovation’.

However, this tendency to describe incremental improvements in such lofty terms is clearly more hype than reality.

Applying technology that is decades old or far from state-of-the-art may be better than what has been done before, but that does not necessarily earn the label of innovation.

Genuine innovation is rarer than you might believe.

In the first white paper, The Kaizen Paradox: How Incremental Improvements Can Impede Innovation, we introduced two of the three Ks from the Toyota Production System; Kaizen (improvement) and Kaikaku (transformation) and examined the interplay between them.

While Kaizen (literally change + good) is evolutionary, Kaikaku (literally change + transform) is revolutionary. The third K in Japanese is Kakushin, which means ‘transform + new’. It is the Japanese word for Innovation.

In business improvement theory, Kaizen is a companywide, never-ending process that involves everybody (continuous improvement), whereas Kaikaku has a discrete project timeframe and involves just a few people. Typically, it has a very high impact on productivity through the business, such as the implementation of fully automated processes.

The Kaizen Paradox revisited Kaizen improves the efficiency and productivity of that process as much as it can by perhaps managing the order tote around the warehouse or by allowing pickers to optimise their travel paths with, for example, voice technology.

An example of Kaikaku, on the other hand, would be automating the warehouse so that the goods come to the person (goods to person) or robot, which is a complete reversal of the process and one where both the investment and the gains in productivity are much higher.

In our first white paper on the Kaizen Paradox we discussed the risk companies take when they focus on improving existing processes in favour of transformative technology.

That incremental improvement can have the paradoxical effect of making it more challenging to achieve a positive business case for transformative technology (something that the business actually needs long term).

We also mentioned that rapidly growing e-commerce companies can and do benefit from this effect by leapfrogging existing and efficient retail players through the rapid deployment of warehouse technology.

Seduced by the short-term gains that can come

from relatively modest investments in existing and long-established ways of working, some businesses unwittingly erode the business case for major change by making just enough improvement to chip away at the ROI of a transformation, while more wholesale changes happen in competitors around them.

The Kaizen Paradox is a common predicament for many businesses, where small investments are made to achieve productivity gains, but in so doing they dilute the business case for a greater investment, causing them to plateau at a lower level of productivity.

Real innovation A genuine leap forward, be it Kaikaku (transformation) or Kakushin (innovation), will deliver system lifetime benefits that far outweigh Kaizen (improvement) on its own.

Paradoxically, however, when looking for opportunities for real innovation, one pathway is to apply Kaizen principles to Kaikaku technology.

Indeed, it is possible to make a commitment to a Kaikaku leap forward in performance and then, in the process of investigating options in more detail and developing solutions specific to your needs, make a discovery that leads to real innovation, a new type of solution, or transformative technology combined and deployed in a new way.

This can lead to another dramatic change in performance. One that, rather than implement a system that keeps pace with competitors or catches up with them, gives you market leading performance.

In Japanese business theory Kakushin is not about taking something, polishing it up and making it slightly better. Nor is it taking an existing solution and applying it to your own business.

That is the real impact of Kakushin; a leap that takes you past all your competitors and establishes new ground.

Kakushin: a logistics example

Every now and then an opportunity occurs to take the Kakushin step; a genuinely innovative approach that solves the problem in an entirely new way.

In a recent real-world example, Swisslog was invited to provide a layer picking robot solution as part of a system design for an existing customer. This solution would deliver a significant boost to quality and efficiency compared to manual (pick to pallet)

The simple way of thinking about the distinction between Kaikaku and Kakushin is that the former is something new to you, Kakushin is new to everyone.

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ANALYSIS or mechanised (forklift with special gripper) layer picking. It was therefore a request for a Kaikaku solution.

The major step forward came from looking at ways of making this customer’s robotic layer picking system a lower cost, cleaner, more flexible and more efficient solution.

At the time, all layer picking robot solutions relied on conveyor systems. Because these systems are permanently fixed to the ground, it can be more difficult to access the robot for maintenance, while in a food or drink handling environment, the floor under conveyors can be difficult to keep clean.

Upon closer examination, conveyors hampered the robot’s speed and efficiency.

For example, there were only eight locations where a pallet can be placed and at times the robot can operate faster than pallets can be replaced by conveyor.

Finally, once installed, conveyor-based solutions are inflexible and not quick or easy to expand or modify.

Applying Kaizen principles to the robot solution, focusing on helping the robot achieve its maximum

Commercial & industrial growth

efficiency, lead to an entirely new solution, ‘CarryStar’.

CarryStar takes existing technology, order picking robots (something quite transformational as they are 10 to 20 times more cost effective than manual pickers in a 24/7 environment) and combines them with automated mobile robots (AMRs), removing the need for conveyors completely.

This improvement was a brand new solution, one that reduces system cost, improves maintainability and cleanliness, and supports resilience because if one of the AMRs goes offline all the others can keep working.

By arranging the pallets in a circle around the robot instead of the square conveyor arrangement, in some applications, more products could fit and more orders could be picked at one time, which reduces downtime and improves performance.

CarryStar: new + transformative (innovative) logistics system While refining the solution for this specific application, it was quickly realised that the solution could have much wider applications.

By applying Kaizen principles to Kaikaku transformational technology to create something new and better – Kakushin.

Recommendations for boards and managers Before embarking on a technology path or even selecting a building, businesses should consider their long-term requirements and how technology could be implemented. Innovation may be achievable in phases if planned from the start, while use of an Industry 4.0 approach and modular systems can significantly mitigate long term business risks.

As businesses, we can always improve, but not all improvements are complementary or equal.

Improvement strategy, continuously reviewed, is critical to the organisation’s long-term competitiveness.

To request a copy of the Kaizen Paradox Part 1 white paper, or for any other media inquiries, please email whytepr@whytepr.com.au

CarryStar is now at the core of a new range of warehouse solutions that are easily expandable to encompass both roaming and enclosed versions, as well as tackling many other jobs in the warehouse.

This new and transformative process is an example of real innovation in warehouse technology. It was derived from evaluating current best practices and then trying to find new solutions to improve on them.

Employment growth

Economic output

Crime rate East Tamaki is the largest industrial precinct in Auckland with 2000 businesses and a growth rate higher than the regional average.

getba

getba.org.nz

Greater East Tamaki Business Association Inc.

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HERA NEWS HERA celebrates leading metalheads The engineering and metals industries’ top innovators were recognised at the HERA Future Forum Nation Dinner at the Auckland Museum Events Centre on 21 February this year.

The awards were presented to those who have demonstrated considerable achievements in export and innovation contributing to success within their respective industries.

Amongst the winners, a theme of sustainability shone through, with the Innovation Award going to Dr Chris Bumby and his team at Victoria University of Wellington for their zero-carbon iron production discovery.

manufacture from ore extraction, steel making across multiple mills in Asia Pacific, through to painting and roll forming, ready for delivery to site.

This means industry professionals can use the published environmental data directly, without having to make further assumptions regarding the impact of other processes, leading to the opportunity for more better design solutions.

Their research has been looking exclusively at hydrogen reduction of iron ores and has produced positive results. They have uncovered an entirely new, zero-carbon way to make iron and it works especially well with New Zealand ironsand.

This year HERA did!

Warwick Downing, CEO of RAM3D, is this year’s recipient of the distinguished award. His service to the metals industry, although modest, has not gone unnoticed.

Warwick was nominated for the award by fellow director Barry Robinson who says, “Warwick has been the single major contributor and driver of creating a metal additive-manufacturing (3D printing) industry in New Zealand.

“Warwick has been the main driver and leader of all this, and certainly spearheaded this enabling technology for New Zealand. Because of his efforts New Zealand is now world-class if not world-leading in this technology.

On average, the production of one tonne of steel emits 1.8 tonnes of CO2. Finding a new way to make iron – one that could eliminate the use of coal – could be a significant step towards New Zealand’s climate targets.

“Without exception other manufacturers and users of this technology around the world always are amazed at what products Warwick and his team at RAM3D have created – his example products always cause a gasp or exclamation of amazement when seen and handled.”

Leading Metalhead winner Scott Morrison, Fletcher Steel and HERA Executive Chair Matthew Kidson.

The most celebrated award of the evening, the Keith Smith Memorial Award, honours founding chairman Keith Smith and his endowment left to the HERA Foundation.

Because this award inherently rewards renowned and outstanding service, it’s not always possible to find a suitable candidate.

Troy Coyle, HERA’s CEO, says, “I would like to congratulate the winners and finalists of this year’s Innovation Awards. The calibre of entries we received was overwhelming and clearly shows the innovation being implemented within our industry. By acknowledging and rewarding this future-focussed leadership we are setting the bar for others to push innovation in their own companies and specialist areas.”

Starting this year, the HERA Industry Awards will be every three years to recognise who has significantly contributed to the industry’s success.

These were previously presented as part of the Metals NZ conference’s Industry Gala Dinner. HERA is now shaking things up and aligning the awards with the new Future Forum series, which is about building a tribe of metalheads and casting a collective gaze to the future so the industry can prepare for disruption.

Chris Bumby, Victoria University, Innovation Award Winner and HERA Executive Chair Matthew Kidson.

For the first time HERA introduced a new, future-focussed leader category, The Leading Metalhead Award, recognising the person who is the greatest exemplar, in the current market, of the combination of quality BAU leadership with a practical but bold and ambitious vision for the future.

The Leading Metalhead Award was presented to Scott Morrison, Marketing and Innovation Manager at Fletcher Steel, for his leadership in sustainability both within his company and across the industry.

Notably, the development and delivery of the Colorcote Environmental Product Declarations (EPD) for the New Zealand and Australian markets.

These documents are the only EPDs for prepainted metal roofing that includes all the stages of

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Warwick Downing, RAM3D, winner of Keith Smith Memorial Award with Jean Smith, wife of HERA Founding Chair Keith Smith.

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PRODUCTIVITY

How productivity is defined in an economy The word “productivity” typically calls to mind industrial assembly lines pumping out cars or washing machines, breakfast cereal or shoes.

The word may also conjure images of crops being harvested, livestock being butchered, or houses being built.

It is less likely to elicit thoughts of haircuts, streaming television, or mortgages. Yet nowadays, it is largely these kinds of intangible goods and services that define economies.

Many economists equate “total factor productivity” with technological progress. Robert Gordon, for example, predicts that productivity growth will continue to slow – as it has done in most developed economies since the mid-2000s – because today’s digital innovations are, in his view, less transformative than earlier advances like the flush toilet, radio, and the internal combustion engine.

For example, using the cancer drug Avastin to treat macular degeneration is far less expensive than using Lucentis, one of the drugs originally approved for that purpose.

In theory, the effects of some of these innovations on productivity could be quantified through quality-adjusted pricing. Cars with sensors that facilitate parking and improve road safety might be discounted, resulting in a higher “real” measured output for cars.

But, in practice, such adjustments pose a significant statistical challenge, owing to the pervasiveness of the underlying technologies.

Consider GPS navigation: how do you quality-adjust for the use of apps like Waze or Google Maps?

But, today, about four out of every five dollars spent in the leading OECD economies purchase services or intangible goods.

When it comes to medical, legal, and other professional services, quantifying productivity is even trickier.

This “dematerialisation” of economies is complicating our understanding of productivity.

One approach focuses on outcomes – say, a longer career (thanks to better health care) or higher profits (thanks to management consultants).

In fact, in much of today’s global economy, even the production of tangible goods is shaped by a growing number of intangible factors.

As Seth Lloyd of the Santa Fe Institute has pointed out, a farmer hedging against bad weather or disease now operates largely in the realm of ideas.

Whereas in the past, farmers would “insure” against the failure of one type of crop by planting others or raising livestock – that is, through physical diversification – today they do so largely by applying agricultural science, like testing soil and assessing climate conditions, or even by participating in options markets.

Such intangibles – in addition to new technologies, such as irrigation – produce the discrepancies McAfee observes in crop tonnage produced from the same amounts of inputs.

Still, when it comes to agriculture, the end result is easily quantifiable. That is not the case for many other modern productivity-boosting innovations.

Innovations in health-care treatment also qualify.

But these improvements cannot be traced back to a single factor. Doctors and hospitals are essential to extend people’s healthy lives, but so are living conditions, diet and exercise, social connections, and even having a pet.

Luck – for example, not being exposed to a disease outbreak – also plays a role.

Cambridge University is working to deepen our understanding of these dynamics by examining the connections between social capital and productivity.

This approach – which reflects a shift toward a broader view of productivity – is a step in the right direction.

This conclusion seems to be borne out by history.

As Corinna Schlombs of the Rochester Institute of Technology shows in her new book Productivity Machines, in the twentieth century, one of the key differences between the approach of American industrialists and productivity experts and that of their European counterparts was that the latter

were more likely to view productivity in purely technical terms.

After World War II, during the Marshall Plan era, Americans showed visiting European workers and industrialists new ways to organise production. (The assembly line is as much an idea as a technology.)

Moreover, they touted America’s more egalitarian social dynamics, including its public school system and broad civic involvement.

The recognition that “soft” innovations were at least as important as “hard” technologies, Schlombs suggests, was the decisive factor behind America’s superior productivity.

So perhaps today’s pervasive productivity slowdown should not be blamed solely on an unsupportive macroeconomic environment, let alone on inadequate technological innovation. (Software engineers and biomedical researchers would scoff at the latter notion.)

Social and cultural contexts that are fragmented, unequal, or otherwise problematic may also be playing a role.

Perhaps today’s pervasive productivity slowdown should not be blamed solely on an unsupportive macroeconomic environment.

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ADVISORS Mike Shatford

is an expert in the field of technology development and commercialisation. His company Design Energy Limited has completed over 100 significant projects in this vein by consulting for and partnering with some of New Zealand’s leading producers.

Among Mike and his team’s strengths are industrial robotics and automated production where the company puts much of its focus.

Matt Minio

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

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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.

New subscription model offered with FARO CAM2 software Latest release provides performance enhancements and new features including an updated statistical process control tool FARO Technologies Inc. a global leader in 3D measurement and imaging solutions, announces the latest iteration of its CAM2 2020 Software.

The release includes a variety of performance and user interface improvements, new features and a new subscription licensing option. Users can now achieve greater control over their full manufacturing process at a lower up-front cost in this latest iteration of the metrology software platform.

The new subscription model empowers users to benefit from CAM2 with a lower initial investment.

It offers scalability through a flexible licensing model and ensures users always have access to the latest and most up to date version of CAM2.

FARO CAM2 is a powerful, intuitive and application-focused 3D measurement platform designed to help users efficiently fulfil their quality assurance and inspection tasks.

FARO CAM2 2020 is helping users get the most from their manufacturing processes, with an intuitive, streamlined and application-focused platform.

Through a continuous improvement process, user feedback and requirements are continually collected, integrated and deployed. FARO CAM2 2020 is the culmination of these efforts, which lead to a variety of new features, including an enhanced measurement experience and an updated statistical process control tool that assists users in identifying production data trends that may indicate when a process is moving out of a specified parameter.

Being able to predict this kind of error reduces wasted time, scrap and rework, and helps keep

production capacity at full strength.

As part of an established line-up of smart features, this release represents a fully realised solution for the everyday production tasks of the customer.

Partnership to accelerate digitisation in manufacturing Connected solution can help enhance the operations of factory systems, plant equipment and product quality Siemens and NEC will develop a monitoring and analysis solution for manufacturing that connects MindSphere, the cloud-based, open Internet of Things (IoT) operating system from Siemens, and NEC’s System Invariant Analysis Technology (SIAT).

As part of the agreement, NEC is joining the MindSphere Partner Program, which can provide NEC with access to specialised technical training and support from Siemens as well as a number of joint go-to-market capabilities.

In recent years, with the acceleration of digitalisation and the spread of IoT, the safety, efficiency, maintenance and product quality of systems are being visualised and analysed, based on data collected from a large number of sensors

installed in various locations, such as plant systems, manufacturing lines and factories.

However, it is necessary to systemise data collection, storage, monitoring, analysis and other processes in order to utilize sensor data.

Moreover, unique know-how, such as knowledge about IoT systems and data analysis, is required to construct such a system, making it difficult for customers to construct by themselves.

Especially in the manufacturing industry, work processes are often based on the expertise of each plant or individual. Therefore, the loss of know-how due to the retirement of skilled personnel and lack of staff poses a serious challenge.

In order to solve these issues, Siemens and NEC have enhanced their products to enable greater visualisation and analysis of sensor data.

MindSphere is the cloud-based, open IoT operating system from Siemens that connects products, plants, systems, and machines, enabling companies to harness the wealth of data generated by IoT with advanced analytics.

Siemens collaborates with its partners to further enrich applications and services by developing world-class partner ecosystems offering industrial solutions and digital services.

Invariant

Analysis

Technology,

part

of

NEC’s

cutting-edge portfolio of AI technologies, “NEC the WISE” is being used to automatically learn and model the behavior of systems based on data gathered from a large number of sensors installed in large-scale, complex systems.

This provides the visualisation of systems and how they operate, in addition to enabling systems to operate safely and efficiently by proactively detecting errors using analytical models. NEC has already installed approximately 100 such systems internationally.

This collaboration enables both companies to provide total data collection, storage, monitoring and analysis, including customisation according to customer needs.

Specifically, MindSphere is being used to collect and accumulate field sensor data and NEC’s Invariant Analysis Technology system automatically monitors and analyses the data.

This solution will first be offered as a cloud solution for the manufacturing industry, then applied to factory systems, manufacturing lines, plant facilities and other equipment, as well as products that are produced using this equipment.

This makes it easy to visualise and analyse vast amounts of sensor data, thereby contributing to increased productivity, reduced operational risk, product quality and the preservation of know-how.

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Why strive for Industry 4.0?

Adopting Fourth Industrial Revolution (4IR) technologies may help businesses achieve sustainable growth.

4IR capabilities create higher top and bottom line value through faster design, novel products, reduced risks, elimination of waste and so on.

But while growth is clearly a vital objective for any industry, is it the ultimate motive for rushing into such technologies?

The world’s ever-growing population is increasingly digitised, affluent, ageing - and seeking sustainable solutions.

Today, three billion people have mobile access, with a 10% annual growth rate. Innovations such as voice assistants and the Internet of Things are redefining the whole shopping experience and disrupting retail, blurring the lines between when and how consumers learn about products, decide on a purchase and actually transact.

data revealed where and how consumers are shopping, allowing optimal distribution and merchandising, and targeted marketing.

All these interventions result in faster insights, suggesting priority actions to drive value while securing a better consumer experience.

Eventually, it all boils down to product availability “anytime-anywhere”, at a competitive cost.

As a result, e-commerce is growing globally at 18%, with a broadening scope from fashion and electronics to beauty, cosmetics, pet care, pharmaceuticals and sporting goods.

Continuously evolving online and offline consumer demands elevate expectations on supply chain execution. Delivery times are getting ever-shorter, with same-day and even 1-hour services on the rise.

P&G’s e-commerce business grew by 30% last year, accounting for nearly $4.5 billion of sales - about 7% of total business.

Low prices, free shipping and price transparency are challenging the economic model of traditional retail.

End recipients are demanding more flexibility and more delivery options that fit around their lifestyle, rather than around company operational processes.

The old way of producing, warehousing and delivering products is obsolete.

New business models are forming to embrace emerging needs for the last mile in business-to-consumer and consumer-to-consumer delivery, creating space for new players.

A new end-to-end synchronised supply network is needed, where suppliers, manufacturing sites, customers and experts partner efficiently within a seamless ecosystem.

There is no doubt that the consumer-packaged goods (CPG) industry is undergoing massive disruption.

This supply network would be touchless and interconnected, and able to pilot quickly, learn, eliminate low-quality tasks and standardise repetitive actions.

The best way to rise to the challenge is transformation through leveraging technology in every corner of the business.

We need to integrate product innovation, manufacturing, marketing, distribution and sales into a smooth and holistic business model. It should be fast and flexible so that it can follow constantly evolving needs.

Modelling and simulation need to be used widely to design products, consumer experiences and manufacturing systems, and to optimise supply chains.

P&G has tripled its use of robotics over the last five years and used data and analytics widely. In a recent experiment in the UK, overlaying data about category development with sales and demographic

It would generate high efficiencies and optimize costs, while also leaving a smaller environmental footprint.

Automation, collaborative robots and drones are becoming the backbone of logistics, artificial intelligence and digitally enabled manufacturing, distribution and warehousing platforms.

These allow us to analyse trends and spot opportunities, including optimal handling, accurate forecasts and enhanced geographical agility to address emerging omnichannel fulfilment needs.

Predictive algorithms map behaviours to reveal product vulnerabilities, transitioning from manual quality detection to fully automated online analysis.

Geovisualisation systems enable truck location, synchronizing arrival with the order load preparation.

In parallel, employees relieved from lower-value or repetitive tasks can focus on higher-value jobs and reskilling to operate efficiently and effectively in the renewed digital environment.

Two steps to building the factory of the future P&G’s Rakona Fabric and Home Care manufacturing site in the Czech Republic is a Global Production “Lighthouse”. The site illustrates the power of leaning forward to adopt 4IR technologies in product supply.

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The successful implementation of end-to-end supply chain synchronisation at Rakona addressed several problems, from excess products to inventory-bound capital and slow speed to market.

P&G’s approach, which benefits from continuous improvement based on user requirements, utilises analytical modelling and simulation to provide end-to-end visibility of the supply chain, ultimately enabling identification of tension points to improve agility.

This reduced inventory by 35% in three years, increased inventory efficiency by 7% during the previous year, reduced the number of returns and stock-outs, and improved the speed to market of new product introductions.

There are two fundamental principles behind the Rakona success story.

- First, investing in new technologies and systematically exploiting the external digital ecosystem.

Where expertise internally is lacking, look outside to leverage external experts at universities or start-ups to quickly bridge the gap.

- Second, fully enabling and involving people across the organisation, and investing in new capabilities. Continuous teaching and building new skills is the new norm.

Abandoning old tasks and inventing new ones is not to be avoided or feared. Instead, aim for an inclusive culture of innovation, which challenges the status quo and empowers everyone to contribute with ideas to improve and simplify.

Rakona points the way to the future, in which technologies solve any emerging demand and employees embark on a continuous upskilling and reskilling journey.

It promotes an open culture of continuous personal development and experimentation that gets the best out of everyone.

The Lighthouse network offers an opportunity to exchange this knowledge and explore new partnerships with Lighthouse peers and start-ups.

Ultimately, it’s helping the wider industry embrace and accelerate the change required to be able to serve the billions of digitally empowered consumers of the future.

Robotics Plus a THRIVE Top 50 AgTech company Robotics Plus, a world-leading robotics and automation company developing innovation to unlock new levels of productivity in agriculture, has been named in the THRIVE Top 50, an annual ranking of leading global AgTech companies exemplifying the best in agriculture innovation.

Robotics Plus, the only New Zealand company to make the 2020 Top 50 ranking, was just one of five companies featured in the Robotics & Automation category.

Robotics Plus CEO Dr Matt Glenn says it’s a huge honour to receive a coveted spot on THRIVE’s Top 50 global list. “We’re thrilled to be showcased in such a prestigious list alongside exceptional AgTech companies from around the world who are pushing the boundaries of technology and innovation. It’s a fantastic acknowledgement for our diverse team who are developing world-leading innovation incorporating automation, vision, robotics and AI.” Over the past two years Robotics Plus has achieved some major milestones, including: launching its first two commercial innovations - the Āporo apple packer and an automatic log scaler, entering the US and European markets, and completing a US$10M Series A investment with Yamaha Motor Co. Robotics Plus has a number of new products in the pipeline that it intends to launch in the next 18 months.

The SVG Ventures THRIVE Top 50 companies are scouted for their exemplary leadership teams, technology and traction and are selected following months of rigorous research by the SVG-THRIVE team in collaboration with Corporate Partners include leading agriculture and technology corporations such as Corteva, Driscoll berries, Kubota, Trimble, Taylor Farms, Valmont, Yamaha and Forbes.

Robotics Plus was founded in 2013 by Steve Saunders and Dr Alistair Scarfe to improve the quality, productivity and sustainability across multiple agricultural sectors through automation, via a suite of machine vision, robotics and automation, machine learning and AI, analytics, software and control systems.

Steve Saunders, Chairman and Co-Founder of Robotics Plus, says: “It’s a fantastic validation for our talented team to be featured in the THRIVE Top 50 – they’ve put in an enormous amount of work over the past few years to develop world-first platform technologies that help solve some really important food and fibre challenges in agriculture.

“We’d also like to recognise our fantastic partners and collaborators in the commercial, research and Government sectors, who have played a vital role in our technology and company development.”

SVG Ventures-THRIVE is the leading AgriFood innovation ecosystem, comprised of top agriculture, food and technology corporations, universities, and investors.

Dr Alistair Scarfe, CTO and Co-Founder (L) and Steve Saunders, Chairman and Co-Founder (R) with Robotics Plus’ UGV (Unmanned Ground Vehicle).

To qualify for a THRIVE Top 50 listing a company must have a product in market, have received a minimum of series A funding and be ready to scale.

Robotics Plus launched its award winning robotic Āporo apple packers commercially in 2018. The technology, which identifies and safely places up to 120 apples per minute in display trays, is being marketed by Global Pac Technologies, a Jenkins Group (NZ/Australia) and Van Doren Sales (US) joint venture.

The patented robotic apple packer is the world’s first fully automated packing solution that orients and colour packs apples into trays for export, and is already operating in packhouses in New Zealand, USA, and Europe.

In 2019 Robotics Plus launched its industry-changing Robotic Scaling Machines (RSM) which automates the accurate volumetric measurement of logs on trucks and trailers, with Mount Maunganui-based ISO Limited commissioning the world’s first automated logging truck scalers.

Robotics Plus. “Our vision is to grow into a truly global business that will transform a number of industries. We’re rapidly growing our world-class development team to prototype new ideas, validate new components and integrate these into our robotic systems. Importantly we’re also well supported by local and international partners who are helping us scale quickly to meet market demand.”

The THRIVE Top 50 - fifty companies shaping the future of the agriculture supply chain - will be featured at the THRIVE Innovation Summit in Silicon Valley on 25 March 2020.

The Innovation Summit, which covers topics such as automated agriculture, climate positive agriculture, next gen proteins, blockchain, indoor/ vertical farming, integrated supply chain, and biotechnology, also attracts leaders of Fortune 500 food and agriculture corporations implementing these disruptive technologies.

ISO now have seven robots installed across the North Island with further installations planned across the country in the next 12 months. Approximately 25% of New Zealand’s log exports are currently measured through this technology.

Robotics Plus has a range of other technologies under development to address major issues across a number of agricultural sectors, including the horticulture industry which is facing labour shortages and increasing consumer demand for fresh fruit, such as: an autonomous agricultural vehicle, robotic pollinator, robotic harvesters, crop estimator, and a number of confidential projects.

Dr Glenn says it’s an exciting time for

Dr Matt Glenn, CEO of Robotics Plus.

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Engineers develop miniaturised “warehouse robots” for biotechnology applications UCLA engineers have developed minuscule warehouse logistics robots that could help expedite and automate medical diagnostic technologies and other applications that move and manipulate tiny drops of fluid.

The robots are disc-shaped magnets about 2 millimetres in diameter, designed to work together to move and manipulate droplets of blood or other fluids, with precision.

For example, the robots can cleave one large droplet of fluid into smaller drops that are equal in volume for consistent testing.

They can also move droplets into preloaded testing trays to check for signs of disease. The research team calls these robots “ferrobots” because they are powered by magnetism.

The ferrobots can be programmed to perform massively parallelised and sequential fluidic operations at small-length scales in a collaborative manner.

biotech-related industries, including medical diagnostics, drug development, genomics, and the synthesis of chemicals and materials.

They programmed when and where the tiles were switched on and off to guide ferrobots through their designated routes.

These fields have traditionally used refrigerator-sized ‘liquid-handling’ robots. Using much smaller ferrobots, there is the potential to do a lot more experiments – and generate significantly more data – with the same starting materials and in the same amount of time.

This allowed them to have several robots working in the same space, and at a relatively fast pace to accomplish tasks efficiently.

The researchers showed in one of their experiments how an automated network of three robots could work in concert to move and manipulate droplets of human plasma samples on a chip in search of molecular markers that would indicate the presence of cancer.

In addition to transportation, other functions such as dispensing, merging and filtering of fluid samples were demonstrated as ferrobots interacted with structures on the on the chip.

The robots moved at 10 centimetres per second and performed more than 10,000 cyclic motions during a 24-hour period in the experiments.

To control the robots’ motion, electromagnetic tiles in the chip pull the ferrobots along desired paths, much like using magnets to move metal chess pieces from underneath a chess board.

“We were inspired by the transformational impact of networked mobile robot systems on manufacturing, storage and distribution industries, such as those used to efficiently sort and transport packages at Amazon warehouses,” said Sam Emaminejad, an assistant professor of electrical and computer engineering and the study’s corresponding senior author.

“So, we set out to implement the same level of automation and mobility in a microfluidic setting.

But our ‘factory floor’ is much smaller, about the size of your palm, and our goods, the fluid droplets, are as small as a few tenths of a millimetre.”

The “factory floor” is an index card-sized chip, designed by the researchers, with internal structures that help manipulate fluid droplets transported by the robots.

In the same way that mobile and cross-collaborative Amazon robots transformed the logistics-based industries, this technology could transform various

Smile Direct Club opens 3D printing facility to produce medical supplies SmileDirectClub, one of the largest 3D printing manufacturers in the United States, has opened its manufacturing facility to partner with medical supply companies and health organisations to increase production of medical supplies necessary to combat the COVID-19 pandemic.

SmileDirectClub is actively seeking communications and partnerships with medical supply companies and health organisations that are in need of additional production of plastic materials such as medical face shields, respirator valves or other supplies.

SmileDirectClub urges medical supply companies and health organisations to contact them directly at resilience@smiledirectclub.com to determine if the company can be of assistance.

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Specifically, SmileDirectClub is able to print materials using STL 3D printing files, and once provided can quickly offer manufacturing capacity.

SmileDirectClub also has a global HIPAA-trained contact centre team and support system to assist in health aid efforts.

Reports of medical supply shortages are concerning and the company has the production capacity to help in the printing of plastic materials.

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SmileDirectClub is an oral care company and creator of the first direct-to-consumer medtech platform for teeth straightening, now also offered directly via dentist and orthodontists’ offices.

Through their cutting-edge teledentistry technology and vertically integrated model, they are revolutionizing the oral care industry, from clear aligner therapy to affordable, premium oral care product line.

NEW PRODUCTS Aquila address recycling industry with specialist glove The Aquila RE05F represents the purpose designed personal protection approach of Aquila for the waste processing and recycling industries, where the range of risks varies widely from process to process.

palm), followed by a two-stage foam and flat dip process, making the glove waterproof and chemical resistant, whilst maintaining an excellent grip and appropriate dexterity to suit general purpose usage.

Glove development for these applications makes life safer and more comfortable for operatives – in the case of the RE05F this is typically in a picking role at the conveyor belt stage where it provides extra protection from fast moving objects.

Related Aquila products for the waste processing/ recycling industries include much of their impact protection range featuring TPE (thermal plastic elastomer) on back of hand and fingers for protection against fast moving hard/sharp objects at picking stations on conveyor belts.

The RE05F is cut resistant and double-coated with foam and full flat nitrile which provides excellent abrasion resistance. This is achieved with 100% cut resistant yarn throughout the glove (not just on the

Good examples are the TOG4B with genuine Alkimos cut 4 yarn guaranteeing full cut resistance not just on the palm but throughout the glove. An additional

nitrile coating with sandy finish greatly aids grip levels in both wet and dry environments, with excellent oil and chemical resistance.

The sister TOG6W includes an extra comfortable brushed liner for added warmth – suitable for temperatures down to -30°C. Further information www.aquilaglove.com

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ECC series cutters safest industrial chain cutting solution Rugged and durable new cutters are being introduced by industrial tool and safety leader, Enerpac, to enhance efficiency and safety while swiftly slicing through high-strength industrial chain.

rigging, materials handling, transport, oil and gas and marine.

Enerpac’s new ECC-series of chain cutters not only outlasts angle grinders or saw blades due to its highly durable blades, but it also features an enclosed, transparent safety guard, protecting the operator’s hands from potential injury while allowing them to monitor the cutting process, for optimum levels of safety and precision.

The highly durable blades are designed to maintain effectiveness, with minimal sparking, even through rigorous use, such as chain manufacturing itself, which demands constant cutting.

The ECC-series cutters, in 120V ECCE32B and 230V ECCE32E electric versions can handle material hardness up to 43 HRc (Rockwell measure), including chains up to grade 80 with up to 32mm diameter, for industries including manufacturing, mining,

The ECC cutter range is ideal for applications where safety and efficiency are paramount.

The transparent guard makes these tools one of the safest chain cutting methods available and allows for continuous monitoring and better management of the cutting process.

The 48kg ECC chain cutters – capable of producing up to 52.9 tons of force and – are driven by a radial pump and powered by an electric motor.

They feature a lifting handle and eyebolt to enable easy positioning and transportation. A double-acting cylinder improves user control and reduces jamming of the tool.

ECC cutters complement Enerpac’s comprehensive range of advanced hydraulic, electric and manual cutting technologies, including EDC Decommissioning Cutters, EBE and EBH Electric Bar Cutters, EFB Flat Bar Cutters and EWC Wire and Cable Cutters, as well as WHC, WHR, WCB and STC cutterheads in capacities from 3-20 tons.

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

www.ebflow.com

PLEASE VISIT FOR MORE INFORMATION

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NEW PRODUCTS Flexlite GX gun range delivers on ease and efficiency Leading international welding equipment manufacturer, Kemppi, has released its new Flexlite GX guns for MIG/MAG welding.

Designed for comfort, reliability, performance and efficient use of consumables, the new Kemppi Flexlite GX welding guns, will help users increase productivity, while saving on inventory costs.

Together with the Flexlite TX range for TIG welding, the Flexlite GX guns deliver next-generation capability for professionals and complete the Kemppi Flexlite family.

High-performance guns Built to perform under extreme temperatures and in demanding environments, the Flexlite GX range delivers quality welds. The sophisticated guns use power source capacity efficiently and help users create smooth and spatter free welds.

The shielding gas channels in the Flexlite GX gun have been separated and the cooling circulation runs to the very end of the gun neck. This keeps the neck gun cooler and enables cleaner welds, less spatter and reduced shielding gas consumption.

In addition, the innovative neck cooling system of the Flexlite GX series ensures that the temperature of the contact tip is up to 35% lower when

compared to other corresponding welding guns.

This helps extend the life of the contact tip and other consumables, while reducing costs and making spare parts management easier.

Excellent ergonomics The Flexlite GX guns also deliver comfort in spades and help reduce welder fatigue thanks to their ergonomic design. Each gun is lightweight and features a flexible cable set and innovative ball-jointed cable protection that reduces the load on the welder’s wrist.

Plus, the pistol grip handle has been anatomically designed so that it feels like an extension of the welder’s hand. Providing excellent balance, it allows for a natural wrist position, which makes the work at hand easier and more effortless, particularly when doing long welds, and allows the welder to concentrate on challenging tasks.

Less parts, Lower costs The number of changeable parts in the Flexlite GX guns has been reduced by improving cross-matching across corresponding models, and by combining the functions of some of the consumables. The use of less parts reduces inventory costs so that welders can save.

Easy access to information Every Flexlite GX welding gun is equipped with a Quick Response code (QR) that quickly helps users find the right parts and accessories. Simply scan the QR code to access the information needed.

Wide, quality range Made from high-quality materials, the Flexlite GX range is strong and robust.

Easy to operate, the range is available in three value levels: K3, K5 and K8. Each level is designed to serve specific welding needs.

The guns are offered in alternate power classes and lengths, and in different neck versions.

On-torch remote controls are also available as optional accessories.

Hazardous materials drum tipper A new TIP-TITE Drum Tipper transfers hazardous bulk material from small and large drums into downstream processing equipment or storage vessels automatically and dust-free, maximising worker safety.

a motion-dampening feature. At full rotation, the discharge cone seals against the inlet of the receiving vessel, creating a dust-tight connection and allowing controlled, dust-free discharge through a pneumatically actuated slide gate valve.

The unit accommodates drums up to 200 litres measuring up to 880 mm in height, with an outside diameter up to 610 mm and weighing up to 325 kg.

A discharge cone adapter (shown) allows dumping of smaller drums measuring 400 mm in height and 300 mm in diameter.

An optional pneumatically actuated vibrator on the discharge cone promotes complete evacuation of non-free-flowing materials. Stainless steel material contact surfaces and galvanised carbon steel framework resist corrosive materials.

The tipper is mounted on an elevated base frame to accommodate an integral powered roller conveyor matched to the elevation of plant roller conveyors.

It features dual hydraulic cylinders that work in tandem to raise and seat the container rim against the discharge cone, and then tip the container to an angle of 45, 60 or 90 degrees with

The company also manufacture box/container tippers, bag dump stations, bulk bag dischargers, bulk bag conditioners, bulk bag fillers, drum fillers, flexible screw conveyors, tubular cable conveyors, pneumatic conveying systems, weigh batching and blending systems, and engineered plant-wide bulk handling systems with automated controls.

THE HYDRAULINK DIFFERENCE

MAXIMISE UPTIME 24/7 MOBILE SERVICE FAST RESPONSE TIME BEST UNDER PRESSURE DISCOVER THE DIFFERENCE TODAY

0800 80 66 66 WWW.HYDRAULINK.COM

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NEW PRODUCTS New F28 hybrid engine FPT Industrial’s vision for the powertrains of the future is already turning into reality.

software, reinforcing the Brand’s role as a full system integrator.

They have unveiled the F28 Hybrid, a diesel engine paired with an e-flywheel,resulting in an efficient, compact and sustainable solution for off-road applications.

Because of its versatile design, the F28 is suitable for rental applications, such as material handling equipment including telehandlers, aerial lifts, scissor and boom lifts, stationary operations, including air compressors, welders and pumps; as well as chippers, grinders and trenchers.

With this hybrid version, FPT Industrial takes a step further into a modular and multi-power powertrain approach.

The 2.8-liter hybrid engine was developed to offer the ideal performance for compact machinery offering enhanced productivity and improved efficiency.

With four in-line cylinders, the thermal engine delivers a maximum power of 74 hp, while the electric motor adds 27 hp of continuous power and 40 hp of peak power. Light construction machines such as skid steer loaders, drum rollers and backhoe loaders benefit from the peak power at certain times to complete their missions more efficiently.

The engine offers high performance in a compact package with minimal maintenance requirements improved transient response and low total cost of ownership. With the F28, FPT Industrial provides a comprehensive offering for compact equipment, along with the F34 model.

New tooling system provides speed and accuracy Dormer Pramet has launched a high precision, quick-change tooling system for a variety of internal and external turning applications.

Ideal for use on multi-task machines, the polygon shank coupling (PSC) is a spindle interface which promotes higher productivity through reduced set-up time and faster, more precise machining.

It achieves this with a unique tapered polygon cone shank and flange surface, which supports a high degree of rigidity. With an accuracy in X, Y, Z directions of +/-2 μm, the PSC holders provide a high level of repeatability.

In addition, a reduced overhang length minimizes vibration and runout inaccuracy for a high-quality surface finish, making it ideal for aerospace and general machining applications.

The F28 Hybrid combines high performance and low fuel consumption in a compact packaging. It also features enhanced system efficiency, simple architecture, fast operation, and optimized Start & Stop for a smoother engine start.

Connected by a triangular conical structure and cross section, which uses 1/20 taper, the PSC features internal coolant channels and a steel toolholder for high toughness.

More than 130 different items are available, including a variety of tool holder styles, internal tools, interface types and shank sizes.

The integration of the engine’s hybrid architecture is based on FPT Industrial’s proprietary control

Safety lamps make work sites safer A well-lit working environment is a safer workplace and under today’s health and safety requirements that is most definitely a non-negotiable outcome.

In places where materials handling, agricultural or construction equipment work alongside people, clear visibility is paramount, so NARVA has designed a new range of safety lights that increase situational awareness for both drivers and pedestrians.

The Safety Light models are ideal for a range of machines and equipment such as forklifts, elevated work platforms, excavators, loaders, tractors etc.

Depending on the model selected, each projects an intense light to the front, sides, or in zones around the vehicles, clearly alerting people on the ground of their presence, particularly when equipment is changing direction, reversing or emerging from a hidden area.

While reversing alarms are already mandated on forklifts and other equipment, in loud and busy working environments such as factories and warehouses, the alarm can be lost amid background noise, making a product like Safety Lighting extremely important.

Statistics indicate many accidents in the workplace involve people working close to moving equipment, so anything that alerts them – especially those wearing ear defenders – to the nearby presence of a forklift or other machine, should be welcomed and that is where the Safety Light range can play an important role.

There are three options available in the new Safety Light range: a 10-to-60V Blue Spot model; a 9-to-80V Red Safety Line Lamp; and a 9-to-64V Red Safety

Zone Lamp. All models feature high power Cree 3W L.E.Ds for maximum visibility.

The 10-to-60V Blue Spot safety lamp is perfect for use on forklifts, emitting a crisp, blue square-shaped light on the ground forward of the vehicle courtesy of its four L.E.Ds. The added visibility is particularly valuable to anyone crossing from a blind angle, such as in between racking or in front of an oncoming forklift, thus providing a continuous safe operating distance guide for pedestrians.

This model is sealed to IP66, making it suitable for both indoor and outdoor use.

Designed for commercial transport, agricultural and mining vehicles and machines, the 9-to-80V Red Safety Line Lamp projects an intense, red ‘Do Not Cross’ safety line to one side of the vehicle courtesy of its six LEDs, alerting nearby pedestrians and other vehicles of ongoing operation and potential hazards.

Given that this light is more likely to be used predominantly in outdoor environments, it’s rated to IP66 and IP67 for improved weatherproofing.

For added longevity in tougher conditions, both the 9-to-80V Red Safety Line Lamp and 9-to-64V Red Safety Zone Lamp models are vibration tested to 7G, with the latter model also fully sealed and waterproof to IP68 and IP69K, making it ideal for the toughest off-highway environments.

In addition to their impressive light output, the new Safety Lamps feature a low profile and compact design and benefit from a low current draw. For added peace of mind, all models are backed by a 5-year L.E.D warranty.

Capping off the range, the 9-to-64V Red Safety Zone Lamp is fitted with 12 powerful L.E.Ds, making it a great addition for construction, quarrying and forestry equipment, such as excavators and loading vehicles, where it can clearly identify danger zones around the machine where others should keep well clear.

All three of the new lamps are impact-resistant thanks to their aluminium die-cast and powder-coated housing and polycarbonate lens. Each model is supplied with stainless steel brackets for easy and convenient fitting.

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THE CIRCULAR ECONOMY

From linear to circular—Accelerating a proven concept A circular economy is an industrial system that is restorative or regenerative by intention and design.

It replaces the end-of-life concept with restoration, shifts towards the use of renewable energy, eliminates the use of toxic chemicals, which impair reuse and return to the biosphere, and aims for the elimination of waste through the superior design of materials, products, systems and business models.

Such an economy is based on a few simple principles, as shown in Figure 2. First, at its core, a circular economy aims to design out waste.

Waste does not exist: products are designed and optimised for a cycle of disassembly and reuse.

These tight component and product cycles define the circular economy and set it apart from disposal and even recycling, where large amounts of embedded energy and labour are lost.

Second, circularity introduces a strict differentiation between consumable and durable components of a product.

For technical nutrients, the circular economy largely replaces the concept of a consumer with that of a user. This calls for a new contract between businesses and their customers based on product performance.

Unlike in today’s buy-and-consume economy, durable products are leased, rented or shared wherever possible. If they are sold, there are incentives or agreements in place to ensure the return and thereafter the reuse of the product or its components and materials at the end of its period of primary use.

These principles all drive four clear-cut sources of value creation that offer arbitrage opportunities, i.e. ways to take advantage of the price difference between used and virgin materials [Figure 3]: Figure 3: Sources of value creation for the circular economy

The power of pure inputs, finally, lies in the fact that uncontaminated material streams increase collection and redistribution efficiency while maintaining quality, particularly of technical materials, which in turn extends product longevity and thus increases material productivity.

These four ways to increase material productivity are not merely one-off effects that will dent resource demand for a short period of time when these circular setups are introduced.

Their lasting power lies in changing the run rate of required material intake. They can therefore add up to substantial cumulative advantages over a classical linear business-as-usual case.

Figure 4: A circular economy would not just ‘buy time’ but also reduce the amount of material consumed to a lower set point

Unlike today, consumables in the circular economy are largely made of biological ingredients or ‘nutrients’ that are at least non-toxic and possibly even beneficial, and can safely be returned to the biosphere, either directly or in a cascade of consecutive uses. Durables such as engines or computers, on the other hand, are made of technical nutrients unsuitable for the biosphere, such as metals and most plastics.

These are designed from the start for reuse, and products subject to rapid technological advance are designed for upgrade. Third, the energy required to fuel this cycle should be renewable by nature, again to decrease resource dependence and increase systems resilience (to oil shocks, for example).

Figure 2: The circular economy—an industrial system that is restorative by design

SOURCE: Ellen MacArthur Foundation circular economy team

The power of the inner circle refers to minimising comparative materials use vis-à-vis the linear production system. The tighter the circle, i.e. the less a product has to be changed in reuse, refurbishment and remanufacturing and the faster it returns to use, the higher the potential savings on the shares of material, labour, energy and capital still embedded in the product, and the associated externalities (such as greenhouse gas (GHG) emissions, water and toxicity).

The power of circling longer refers to maximising the number of consecutive cycles (be it repair, reuse, or full remanufacturing) and/or the time in each cycle.

Each prolonged cycle avoids the material, energy and labour of creating a new product or component.

The power of cascaded use refers to diversifying reuse across the value chain,

1 Hunting and fishing 2 Can take both postharvest and postconsumer waste as an input Source: Ellen MacArthur Foundation circular economy team drawing from Braungart & McDonough and Cradle to Cradle (C2C)

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as when cotton clothing is reused first as second-hand apparel, then crosses to the furniture industry as fibre-fill in upholstery, and the fibre-fill is later reused in stone wool insulation for construction— substituting for an inflow of virgin materials into the economy in each case—before the cotton fibres are safely returned to the biosphere.

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SOURCE: Ellen MacArthur Foundation circular economy team

The two Towards the Circular Economy reports published by the Ellen MacArthur Foundation provide ample evidence that circularity has started to make inroads into the linear economy and has moved beyond proof of concept.

A number of businesses are already thriving on it.

Innovative products and contracts designed for the circular economy are already available in a variety of forms—from innovative designs of daily materials and products (e.g. biodegradable food packaging and easy-to-disassemble office printers) to pay-per-use contracts (for tyres for instance).

Demonstrably, these examples have in common that they have focused on optimising total systems performance rather than that of a single component.

DEVELOPMENTS Eaton rewards partner achievements at 2020 Vision Power management company Eaton has celebrated its power quality partners across Australian and New Zealand at its awards night in Sydney that encouraged partners to push boundaries and go further with their vision of success.

John Atherton, Eaton General Manager Power Quality ANZ said the awards are a great opportunity to showcase and reward the incredible success of Eaton’s channel partners.

“It is fantastic to see some of our newer partners pick up awards this year across a multitude of categories and see existing partners continue to build on their training, technical skills and increase their knowledge of Eaton products.

“Eaton’s partners exceed expectations every year and this year has been no different. Our partner’s success in 2019 was crucial to our success as a business and for that, I would like to say a huge thank you to them for all of their hard work,” said John Atherton.

“We have been a partner of Eaton for more than 20 years. The length of our partnership is a testament

to our continued growth and success in the UPS industry,” said NPS Managing Director Mark Sewell.

“We hugely value the communication, collaboration and consistency that we get with Eaton. For example, the ease at which we can launch a deal registration through their new channel portal is something that is hugely beneficial to us,” said NPS Managing Director Mark Sewell. “Overall, Eaton equips us with the tools we need to win deals and save us time.”

“We are delighted to pick up the New Zealand award for authorised partner of the year and look forward to further growing our business with Eaton in 2020.”

New Zealand partner New Era IT who picked up the award for Authorised Partner of the Year said that partnering with Eaton has never been so easy.

“Eaton make it easy for us to deliver extremely reliable technology solutions and empower our customers in the education sector,” said Greg Strachan, CEO of New Era IT.

New container deployment system gets the thumbs up

Container owners frustrated with the costs, delays and anxiety of using cranes to deploy their containers can at last breathe a sigh of relief. A new container deployment system from BISON means they can now take complete control over container movements.

“We have found a way for companies to safely and rapidly deploy containers anywhere. Now, one operator can get a container onto a chassis and deploy it at the destination without relying on a third party,” says BISON CEO Greg Fahey.

container off the truck. Others are resigned to the fact that the container will stay on the chassis.

Currently, most owners of modified containers pay a lifting service to place the container onto the chassis at the start of the journey, and then pay again to get it lifted off the chassis at the destination.

The BISON C-Lift T Series retrofits to any standard height ISO container. It is easy to remove and use on other containers and has a lift capacity of up to 20 tonnes (44,000 lb). Battery-powered hydraulics and intelligent self-levelling software provides a controlled lift and compensates for uneven weight distribution.

BISON’s new C-Lift T-Series, on the other hand, eliminates this entirely.

“Organisations are losing critical project hours while they wait for a crane or traditional container handling equipment to be available to lift a

“But keeping the container on the chassis makes it harder to move in and out of the container, and it stops the chassis being used on other jobs.” says Fahey.

“We have given control and independence back to the container owner,” says Fahey. “Companies can now decide when a container needs to get on site and have the confidence that it will be there on time, at a reasonable cost.”

Green hydrogen announcement a game-changer BusinessNZ Energy Council executive director Tina Schirr commends the government’s announcement it will invest $19.9 million through the Provincial Growth Fund in a South Taranaki hydrogen energy facility.

“We are pleased the Fund is working with Taranaki businesses to build sustainable long-term energy solutions. It’s crucial the knowledge gained from this venture is shared with the wider community,” Ms Schirr says.

The joint venture between Ballance Agri-Nutrients and Hiringa Energy will see the production of green hydrogen from renewable electricity and water at a facility in Kapuni.

The green hydrogen produced will then be used to

power the Ballance Agri-Nutrients’ Kapuni plant.

unveiled by the World Energy Council (WEC).

“The project will create around 50 jobs during construction and an additional seven jobs after construction, boosting the Taranaki economy.

First Gas, Arup, and the Australian government are just some of those committed to Hydrogen Global - a platform for companies, governments, councils and institutions to showcase their work and learn from each other.

“It is important for the business community, policymakers, innovators and investors to understand the full range of ways that we can reduce our emissions.”

Late last year, the Hydrogen Global Initiative was

The non-binding Hydrogen Global Charter aims to merge global hydrogen efforts to send a signal to the market that demand for low carbon hydrogen is on the rise.

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DEVELOPMENTS Funding boost for UC research on airborne microplastics Could microplastics in the atmosphere play a role in climate change?

UC atmospheric chemist Dr Laura Revell is leading an investigation into this important question, with the support of a $300,000 Fast-Start grant from the 2019 Marsden Fund Te Pūtea Rangahau.

In July 2019, a new report by the Royal Society Te Apārangi highlighted the issue of waste plastics in Aotearoa, noting that the amount of plastic produced each year has doubled over the last 20 years and is still growing rapidly. Less than 20 per cent of the waste plastic generated each year is recycled worldwide.

Much of this plastic waste piles up in landfills or the natural environment and, as it breaks down, produces microplastics that contaminate waterways, oceans and land. Some also becomes airborne, with microplastics having recently been discovered over several of the world’s megacities as well as in several remote environments throughout the northern hemisphere.

Dr Revell, a lecturer in environmental physics, is leading a team looking into what role these airborne microplastics could be playing in climate change. The endeavour has attracted a Marsden Fund Fast-Start grant, awarded to select world-class standard projects by emerging researchers.

Joining Dr Revell on the collaborative project are associate investigators Associate Professor Sally Gaw (UC), Professor Eric Le Ru (Victoria University of Wellington) and Dr Andrea Stenke (ETH Zürich).

The project’s mentor is UC chemistry researcher Dr Deborah Crittenden.

The discovery of atmospheric microplastics is still so recent that it is not known whether they significantly influence Earth’s climate or not.

“However, given that they are now being discovered in the atmosphere around the world and that their abundance is expected to increase in future, it is important to understand the role of microplastics in a changing climate,” Dr Revell says.

By

combining

observational

work,

laboratory

Dr Laura Revell.

investigations and modelling studies, the team aims to close the knowledge gap.

“Our results will determine whether airborne microplastics will moderate or intensify global warming.”

thinkEPD website launched think-EPD is a new specialised microsite by thinkstep-anz featuring all things EPD.

consider developing EPDs:

An EPD is an Environmental Product Declaration – it tells the environmental story of a product over its life cycle by considering numerous energy, waste and emissions factors. It is accurate, independently verified and globally recognised.

• Becoming a preferred supplier

“We wanted to educate people on the development and use of EPDs, says Barbara Nebel CEO of thinkstep-anz. There was a wish to create a place where the value of EPDs could be conveyed and discussed, where people are tuned in to the many developments happening around EPDs.”

• Better understanding supply chain, including environmental risks and opportunities

Moreover, thinkstep-anz aims to bust the myth that EPDs are only for building materials and big businesses. In fact, the first EPD to be registered under the local EPD program was for renowned designer David Trubridge, who runs a company of just 20 people. Now, with over 180 existing product categories, organisations of all sizes and across all sectors can benefit from developing an EPD. For companies beginning their sustainability journey thinkstep-anz set out the reasons they should

• Gaining a competitive edge in tenders • Communicating strengths

a

product’s

environmental

• Achieving carbon neutral certification

• Supporting International Standards (ISO 14001) Certification by demonstrating Life Cycle thinking • Finding ways to enhance product development • Streamlining processes and reduce cost based on standardised information • Comparing a product accurately with those of competitors The new site also features the stories of companies like Asaleo Care and Liberty, highlighting what developing an EPD has meant for them and offering examples for companies to take inspiration from.

“Ultimately this platform should encourage people to pose questions. We want to generate discussion

Only 14% of all our engineers are women.

We want to change that.

Join us and scores of other Kiwi organisations that have galvanised around one common goal: 20% more women engineers by 2021. www.diversityagenda.org

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and inform people about the possibilities of EPDs. Now with over 60 EPDs done in Australasia it is no longer a niche area. The necessary critical mass for discussion is definitely there”, says Barbara Nebel.

With that, the site isn’t intended to remain static - it will always be growing and developing with news, case studies, and standards updated regularly. The hope is that people keep coming back and keep themselves up to date. thinkstep-anz is a 100% locally owned, certified B Corp organisation with an approved Science-based Target that specialises in sustainability.

They enable companies to succeed sustainably with a range of corporate and product services and award-winning software.

With experts in life cycle thinking, corporate and carbon footprints, materiality assessments, Cradle-to-Cradle , foresighting and more, the thinkstep-anz team has worked with clients ranging from award-winning designer David Trubridge to leading companies across sectors including Asaleo Care, Fletcher Building, Meridian, Lion, BlueScope Steel and Villa Maria.

DEVELOPMENTS Bringing the green revolution to electronics From biomemory to implants, researchers are looking for ways to make more eco-friendly electronic components.

Researchers are investigating how to make electronic components from eco-friendly, biodegradable materials to help address a growing public health and environmental problem: around 50 million tonnes of electronic waste are produced every year.

Less than 20% of the e-waste we produce is formally recycled.

Much of the rest ends up in landfills, contaminating soil and groundwater, or is informally recycled, exposing workers to hazardous substances like mercury, lead and cadmium. Improper e-waste management also leads to a significant loss of scarce and valuable raw materials, like gold, platinum and cobalt. According to a UN report, there is 100 times more gold in a tonne of e-waste than in a tonne of gold ore.

Calmodulin is an acidic protein that can bind to different molecules, so the biosensor could be used for detecting calcium ions.

Researchers are especially keen to find biocomposite materials that work well in resistive random-access memory (RRAM) devices. These devices have non-volatile memory: they can continue to store data even after the power switch is turned off.

Biocomposite materials are used for the insulating layer sandwiched between two conductive layers.

Researchers have experimented with dispersing different types of nanoparticles and quantum dots within natural materials, such as silk, gelatine and chitosan, to improve electron transfer. An RRAM made with cetyltrimethylammonium-treated DNA embedded with silver nanoparticles has also shown excellent performance.

While natural biomaterials are flexible, cheap and biocompatible, they do not conduct an electric current very well. Researchers are exploring combinations with other materials to form viable biocomposite electronics, explain Ye Zhou of China’s Shenzhen University and colleagues in the journal Science and Technology of Advanced Materials.

The scientists expect that including biocomposite materials in the design of electronic devices could lead to vast cost saving, open the door for new types of electronics due to the unique material properties, and find applications in implantable electronics due to their biodegradability.

For example, there is widespread interest in developing organic field effect transistors (FET), which use an electric field to control the flow of electric current and could be used in sensors and flexible flat-panel displays.

Flash memory devices and biosensor components made with biocomposites are also being studied. For example, one FET biosensor incorporated a calmodulin-modified nanowire transistor.

Designing electronics components using more eco-friendly materials could help reduce the impacts of the 50 million tonnes of e-waste produced annually.

Engineers and architects take a giant step forward The Diversity Agenda Accord is a public commitment made by CEs and business owners of leading industry firms, to achieving truly diverse and inclusive professions.

The Accord is the next step in The Diversity Agenda, which launched two years ago and is a joint initiative from Engineering New Zealand, Te Kāhui Whaihanga New Zealand Institute of Architects (NZIA) and ACE New Zealand.

The initiative’s achieved a lot in its short life, with over 165 organisations now signed up as members.

However, a lot more needs to be done to drive real behavioural change and overcome the issues both industries face when it comes to attracting and keeping staff from all walks of NZ society.

The Accord is a key tool for achieving this behavioural change within the industries. Its focus is broader than just women – it concentrates on all facets of diversity, and the central role that inclusion plays at the heart of diversity.

A Diversity Agenda survey conducted late last year revealed the Pākehā, male demographic still heavily dominates the professions and its leadership.

Only 16% of engineers and 25% of registered architects in New Zealand are women, and just 3% of the Engineering New Zealand members are Māori.

range of client needs, but has proven to make organisations more effective, successful and profitable.

Susan Freeman-Greene, Chief Executive, Engineering New Zealand, says both professions currently face a concerning skills shortage and given they’re both vital industries, failure to fix this will put huge pressure on New Zealand.

The Accord defines a clear set of tenets for firms to commit to, with the submission of a yearly report on how they have adhered to them, together with the compulsory completion of a survey to back up the report with data.

“Many still associate a certain stereotype with these professions. We are working hard to remove these perceptions and make engineering and architecture appealing to a wider range of people. As the future problem solvers of many of Aotearoa’s major issues, we need our professions to reflect the bread of our communities.

There will be an annual ‘peer accountability review summit’ where all signatories will gather to discuss and stand by their performance over the previous 12 months.

“It’s imperative engineers and architects represent everyone so the world they create reflects the communities they support. Not only does diversity help provide insight into an organisations’ wide

“This peer accountability model is quite different, as it breeds transparency and true collaboration/ sharing. Everything is out in the open, and we have the right to remove Accord status if for some reason a firm wasn’t maintaining the requirements they’ve signed up for” said Susan.

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BUSINESS NEWS

Hoop Ltd partners with Australian co-packer LJM New Zealand brand activation specialist Hoop Ltd (Hoop) has formed a joint venture with Australia’s largest pure play co-packer LJM to fill the gap in New Zealand’s co-packing market.

The partnership will position the companies as the

the shop floor. A full-service circle of promotional

secondary co-packing number is estimated at USD $17

leading retail co-packing specialists for New Zealand

activation will be provided.

billion annually and is being driven by international

suppliers, with the first run scheduled for May 2020.

“There is an evolving need for global brands to

FMCG brands.

LJM, employing over 500 people across seven high-tech

rework their stock packing to conform with local

It is growing at about 10 per cent annually. New

sites in New South Wales and Victoria (50,000 sqm

regularities and consumer information. Speed to

Zealand and Australian markets are expected to

including Multipack LJM), moves approximately 60

market with full compliance of stock filled displays

follow suit.

million packaged products across 1000 SKU annually

is a void the new partnership will fill,” added Chris.

for national and global FMCG, food, beverages,

LJM services blue-chip manufacturers, multinational

Lance Miles Director and Founder at LJM, comments,

FMCG companies, local manufacturers and brand

spirits and pharmaceuticals companies.

“LJM’s extensive experience in co-packing, combined

custodians.

The aim of the joint venture is to be the go-to service

with Hoop’s client facing marketing capability will

provider for all co-packing requirements in the New

be a formidable combination in New Zealand. There

All types of FMCG products are packed or handled

Zealand market, enabling local suppliers to design

are currently no dedicated co-packing companies

and build specialist promotional activities.

in this country. It is an untapped market waiting to

Chris Hood, Director at Hoop Ltd comments, “The

be serviced. The joint venture will help leap frog

co-packing industry in New Zealand is fragmented.

the businesses to become the leading co-packing

There is a huge gap in the market for a dedicated

specialists in New Zealand.

co-packer to enter and drive the industry forward.

“This is the first time a co-packing and brand

LJM’s strong co-packing track record, size, intellectual

activation company has partnered on this scale,

property and technology combined with Hoop’s

specifically servicing FMCG brands. The commercial

marketing and promotional capabilities are expected

decision to partner with Hoop was influenced by

to be embraced by FMCG brands.

their reputation in New Zealand, a shared FMCG

“Hoop currently has a national field team of over 350

target market and complimentary service offering.

brand activators and a promotional logistics division.

LJM’s size and scale will help drive the co-packing

The LJM/Hoop partnership will be able to pre-build

market in New Zealand.”

stock into displays and the national activator team

According to the latest State of Industry Report from

will support the install and compliance process on

the Contract Packing Association (US 2018/2019) the

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NZ Manufacturer March 2020 /

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such as canned food, confectionary, alcohol, tea and coffee, dairy and frozen foods, personal care products, sauces and condiments and bottled water.

Spirits and pharmaceutical products are also regularly co-packed.

Markets serviced by LJM include Australia, New Zealand, Japan, China, South East Asia, Middle East, USA, UK and Europe.

A range of services and solutions are provided to meet any co-packing requirement. With over 55 production lines, flexible machinery and a highly skilled workforce, LJM has the scope and capacity to deliver an extensive range of services with a fast turn-around.

REAR VIEW A World without Work: Technology, Automation, and How We Should Respond

by Daniel Susskind

How would you feel if you no longer had to work? Ecstatic? Empty? Relieved?

Anxious? All the above? Economists and other thinkers have long debated the function of work in shaping human identity.

Sigmund Freud considered work “indispensable,” and Adam Smith thought it “toil and trouble.”

documents that it takes a skilled financial lawyer three hours to produce.

Daniel Susskind, an Oxford professor and former government advisor, believes that work “is so entrenched in our psyches that there is often an instructive resistance to contemplating a world with less of it, and an inability to articulate anything substantial when we actually do.”

Algorithms can write original music so pleasing to classical music aficionados that it is nearly indistinguishable from Bach. The only possible end point, Susskind argues, is structural technological unemployment, whereby machines are sufficiently better than humans at so many tasks that it is impossible to employ many (or most) members of the workforce.

His argument in A World without Work, a useful and farsighted book on the subject, is threefold: that within our lifetime, automation will result in insufficient work tructural technological unemployment, if ignored, would make our already unfair world vastly more unequal; and that to prevent this outcome, governments’ approach to labour policy needs to be entirely rethought Of these three strands, Susskind’s first is his most convincing.

To be sure, he acknowledges, workers have regularly panicked unnecessarily about being replaced by machines. But this time, he argues, the threat is real.

His best evidence of the frightening pace at which AI is developing comes through attempts to build robots to play chess and Go. For years, scientists followed an approach of trying to copy human thought and behaviour. This proved impossible to replicate, and by the late 1980s, AI appeared to have hit a wall.

• Then, in 1997, IBM’s Deep Blue beat grandmaster Garry Kasparov at chess. It was a milestone because the machine did not think like Kasparov.

• Instead, it used what Susskind calls “brute-force processing power” to calculate more moves further ahead than its human opponent.

• In 2016, a robot called AlphaGo beat Lee Sedol, the best human player in the world, at Go, in part by making a move that went against perceived human wisdom.

• A year later, the next-generation program AlphaGo Zero was given nothing more than the rules of the game. After three days of playing millions of games against itself, it demolished the original AlphaGo.

This process, he acknowledges, will take place at different speeds, depending on the composition of economies and the products and services they produce.

For a sneak peek at that future, Susskind cites the U.K.’s agriculture sector.

Over the past 150 years, technology has pushed up agricultural output almost fivefold, but the number of people employed has fallen.

He notes that greater efficiencies create new demand, but that eventually this will generate more work for machines, not humans.

A startling study of industrial robots in the U.S. a decade ago found that the introduction of one new robot per 1,000 workers cut 5.6 jobs from the economy and suppressed wages.

Susskind warns that a world without work will also be a vastly more unequal one.

As the tasks many workers perform become automated, they will see the value of their human capital fall to zero.

Meanwhile, the value of capital income, or the profits created through the work done by robots, will flow to the stockholders of a small number of parent companies.

The automation industry is suited to a small number of large players, not many small ones.

Pioneering AI requires huge amounts of data and processing power, and startups are quickly snapped up by giants.

• In just a few years, this pragmatic approach enabled machines to compete with humans, defeat the best of them, and then supplant them entirely.

How, then, to hold together a society where few can provide for themselves and all the wealth is owned by a small coterie?

Susskind provides a wealth of supporting claims for the idea that automation will render people redundant.

The answer may lie in a bigger role for the government, one focused not on the production of wealth, but on its distribution.

Already, machines can generate in three minutes

Market forces have not shared wealth equitably;

Already, machines can generate in three minutes documents that it takes a skilled financial lawyer three hours to produce.

Susskind reminds us that the previous two major declines in inequality were driven by the Black Death of the 14th century and the two world wars of the 20th century.

And ramping up existing welfare state measures wouldn’t do the trick, as these are intended to nudge recipients back to work.

Instead, he calls for a redesigned set of labour laws that push up taxes for those who manage to retain the value of their capital and distribute that revenue among the rest.

And to make sure distribution is equitable, Susskind advocates for a modified universal basic income, but one with some societal contribution necessary to receive payments.

He is honest enough to say he finds it hard to know exactly what that might be, but believes that pursuing “artistic and cultural ends,” “political activities,” and “educational, household, and caring activities” are all possibilities.

The government would have other functions in his Big State, such as investing surplus revenue in funds, crafting legislation to help ease the transition toward work scarcity (such as by reducing hours and boosting wages) and adopting more constructive leisure policies.

Inevitably, Susskind’s gaze into the future is a little fuzzy. His hypothetical, fully automated economy seems insular and closed.

He does not consider some of the era-defining macroeconomic trends likely to unfold in parallel, such as the dramatic shrinkage of the working-age populations in much of North America, Europe, and Asia, combined with surges in some big emerging markets, such as Nigeria.

Prevailing attitudes regarding immigration and the cost of imported labour will be major determining factors in the rate of automation’s adoption.

But Susskind is right that work is such a fundamental part of modern identity that it is hard to conceive of a world without it, and his is an admirable attempt to do so.

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