MART August 2013

Volume 10 Issue 2 August 2013 Pages 52 `100

IT Role in Manufacturing Industry The genie that can grant three wishes ERP for Manufacturing Companies Team Building Journey Towards Excellence The Listening Leader Power of Attitude

CANblue II August 2013

CANblue II Transmit CAN data quickly and reliably via Bluetooth

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Vision and Hope are the two basic strengths of humans to fight against all odds.The current rupee depreciation against dollar is creating much difficulty to Indians, with inflation and living cost climbing up, bringing economic instability. On the same time, India is going to win over China offering low manufacturing costs. Already exports are getting boosted up with Indian companies getting orders from US, Europe, Japan, ASEAN and other emerging markets. It’s not just the cost factor, but Indian companies are manufacturing global competitive components and the acceptability and demand for Indian products are quite high as per the export statistics. Strengthening of dollar will be an added advantage for global companies to source the components from India. Also the import costs are getting dearer on the end products; so many OEMs are planning to source their components nationally which will eventually help the Indian manufacturing industry to strengthen its base.

Foreword

Dear Readers,

General elections falling early next year, one of the world’s largest democracies is witnessing various schemes, being manipulated by our country leaders. History shows Mother India being looted by various people- be it foreigners or be it its own citizen.

With a legacy of being the oldest and richest civilization never matters when it comes to be united for the common cause – India. Our political leadership cannot be blamed, as they are just the resemblance of each of us – an elected representative among us, by us. When each and every person in this country thinks about his nation and its people above him, we will witness the change in the progress this country makes; we can simply hope that to happen without any delay.

For a struggling entrepreneur, life is always above the hanging sword – if it’s economic boom or recession. Until and unless he takes organization from his superman phase to a systematic team work, right results from the entire manpower will not be achieved completely. The transformation which will not only free the leader to perform better is not at all simple. Proper orientation and scientific training in different management skills lack almost ninety percent entrepreneurs in our small and medium scale industries. There are different schemes designed to empower the SME leadership, but unfortunately it doesn’t reach the deserved due to unawareness. For the last one year through our regular column of Manufacturing Excellence, one of our EAB membersand leading industrial consultant P S Satish regularly guides our readers in achieving self-sufficiency while running a successful SME. Employee management is one of the critical factor in bringing the best result and growth in any organization. Pooja Raheja writes in her column “The Listening Leader” the significance of hearing and encouraging your people not only to give good results but also to teach you a lot new.

Hari Shanker Managing Editor

Comparing to any emerging markets we are far behind in our manufacturing base and output. Manufacturing is completely neglected by the government. An extra effort by the government can bring extraordinary results and strengthen our economy in a larger way. We must not forget the fact that agriculture and manufacturing are some of the basic fundamentals for any progressive nation. There are no use in having blame games over past, but we must grab the opportunities of our future and today is the right time for each of us to think positive in building future India – and make our leadership perform wisely in the national interest.

Information Technology is part and parcel of our life. Without IT we cannot think of any products around us. Indian companies are already utilizing the benefits IT offers to the manufacturing; enhancing their product performance or innovation, better office management and also building its brand through different internet tools. In this edition we are featuring Manufacturing IT as our main feature along with our other regular contents. We, indeed, like all the other industries, are going through rough phase.

However, the time permits us to review and analyze bringing the best in us to serve the industry better with a clear vision and optimism. I look forward hearing from you. Your views help us to produce a smarter MART. I wish you a happy and informative reading experience with MART. August 2013

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Cover Feature 8

IT Role in Manufacturing Industry

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The genie that can grant three wishes

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ERP for Manufacturing Companies

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Eplan is Siemens PLM Solution Partner

Columns Journey Towards Excellence

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P S Satish

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Team Building

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Process capability as applied to Quality systems

Tomasz Tunguz

Diwaker Mishra

Power of Attitude

26 In Crafting The Future of Management Rajesh Angadi

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Engineering Technologies Must for the Growth of a Country Venkatesh B Kabra

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The Listening Leader Pooja Raheja

Be Healthy, Save Money and Protect Mother Earth

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Abhishek Narula

Volume 10 Issue 2 August 2013 Annual Subscription `1200 Member INS Editorial Advisory Board

A S Shetty Saravjit Singh Manoj Kabre P S Satish J R Mahajan LD Bhakre Mahesh R P

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Managing Editor Hari Shanker hari@martinfotech.in

Art & Creative

Assistant Editor

Accounts

Viju Nair

Creative Assistant

Siji Nair

Pradeep Jayaprakash Sayan Chaudhuri Suresh

Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Lotus Printers Private Limited, No:32/25, 2n Bangalore – 560 043. Industrial Business Mart is a monthly journal published from Bangalore. Views and opinions expressed August 2013 Industrial Business Mart reserves the right to use the information published here in any manner whatsoever.

While every eff ployees accept any responsibilities for any errors or omissions. Š All Rights Reserved

Case Study 16

Smiles Better

Feature Article 33

Elmo Announces New Ultra High Current Military Servo Drives at AUVSI

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The brain of the energy chain

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CANblue II

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High Resolution Imaging Helps to Cut Costs

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Special Program for Micro Cutting

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Thermography Applications

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The Laser L-Box – A Logical Choice!

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Cutting-Edge Robotic Welding Automation Technology

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Mart Update

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COVER FEATURE

SathyaNarayana Singh mssingh_s@rediffmail.com

IT Role in Manufacturing Industry IT spending by the manufacturing sector in the country is expected to grow at 14.5 per cent to touch $ 8.78 billion globally by 2016, driven by segments including automotive, chemicals and consumer products as per the research conducted by a reputed firm.

Hence implementation of Information Technology is imminent rather than an option for the reasons that, increasing costs and intensifying competition are pushing manufacturers to update and automate their business processes to sustain in the market.

As per the figures collated, it is quite evident that, the IT projected spending would continue to have a substantial growth is terms of manufacturing industries spending on IT and represents a compounded annual growth rate (CAGR) of 14.5 per centbetween 2012 and 2016.

With increasing costs and uncertainty in the world economy, manufacturers across the region are increasingly focusing their efforts on productivity and efficiency.

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Business Drivers for Manufacturing Industries: Key drivers include the potential to cut costs, increase productivity, shorten time-to- market and increase customer focus Key Challenges faced by Manufacturing Industries: Industry challenges: The manufacturing industry throws numerous challenges in today’s marketplace. The most significant challenges are dealing with intense global competition, considering the factors shaping the manufacturing industry while handling cost pressures, maintain revenue growth year on year August 2013

and maintaining profit.

Dealing with intense global competition: Globalization has allowed manufacturers increasing access to developing markets.

Companies can move production anywhere in the world in search of materials, expertise, and low labor costs. The result has been the globalization of supply chains, as firms around the world compete for business. Across the globe, firms have benefited from this arrangement because they are able to purchase materials and labor at lower prices. Simultaneously, it has also opened them up to fierce competition.

Factors shaping the manufacturing industry: Two major factors have reshaped competition in the manufacturing industry.

The first is the revolution in technology, which has raised productivity and reduced costs worldwide. The second is the significant reduction in barriers to trade, particularly with respect to manufactured goods.

Revenue growth: Manufacturing companies are increasingly concerned about their top line (revenue).

Expansion into the global marketplace has increased faster than the market for goods, resulting in more competition for business. Revenue growth has slowed as manufacturers compete for a shrinking market share.

innovation.

As consumer spending in emerging economies expands, new demand centers and centers of manufacturing excellence and innovation are rising as hotspots.

Below are the four pillarswhich will be the game changers in the near future and revolutionize the manufacturing world and will transform the way the business is carried out in the years ahead:

Maintaining profits:

1. Big Data& Analytics

Manufacturers are also concerned with their bottom line (profits). Emerging markets have recognized the benefits of pursuing higher-valued manufacturing endeavors, and have adopted the efficiencies and techniques that, historically, have allowed manufacturers in traditional markets to dominate high-end product markets. Profits have therefore diminished as these manufacturers are forced to keep product prices in line with low-priced imports, both at home and in overseas markets.

2. Cloud Computing

Leveraging Four Pillars in Building Tomorrow’s Manufacturing Sector: In an industry that creates equipment to make things simpler for others, the information technology that enterprises use should make work simpler for them. This calls for just-in-time insights, on-demand visibility, and off-the-line August 2013

3. Mobility 4. Social network Big Data & Analytics: Big Data is becoming increasingly important for businesses and across various organizations of all sizes. It is important for quality control in manufacturing; for sensors to make sure equipment runs correctly. Big Data is going to be an important engine for innovation and productivity in the years ahead and the organizations that can use will have a competitive advantage Big Data bring millions of jobs by 2015.

According to information technology research and advisory firm Gartner, Big Data will create more than 4.4 million jobs by 2015.

In today’s manufacturing industries, Big Data is a game changer and if the estimates are to be believed, according to McKinsey Global Institute analysis, the widespread use of big data analytics could increase annual GDP in retail and manufacturing by upto $325 billion by 2020. In earlier days, because of the data size, the data was discarded because you can’t store or process it.

In the digital age, companies, customers, partners, and machines generate greater quantities of data and it becomes extremely difficult to manage the data.

According to IDC, the global data volume grows roughly by 40%. Hence Big-Data Analytics has born.

Within Manufacturing, R&D, production, and supply chain contributed for a total productivity gain of $125-270 billion. They cited improvements to decision making for manufacturing costs, product lifecycle management, customer usage data, sensor analytics, preventative maintenance, supplier data, and demand forecasting.

Cloud Computing: Cloud computing is causing a transformational shift that touches almost every part of the technology landscape.

Manufacturers are under constant pressure to increase accuracy, make process speed a competitive force, and capitalize on their internal intelligence and knowledge www.martonline.in

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Cloud computing is causing a transformational shift that touches almost every part of the technology landscape. customers and suppliers. If given the appropriate forum, people actually enjoy being brand ambassadors, they enjoy sharing their positive product/service experiences and they tend to bring along others in the process. Each of the social tools has a place, a time and a specific use case. By utilizing them effectively, and by completing these initiatives with a hosted, privatized Social portal, you’ve completed the circle and can now start to listen to what your clients and suppliers have to say.

to make every supplier, distributor and service interaction count. Cloud-based systems were quicker to roll out, easier to customize and showed potential to increase adoption.

With cloud computing, one can access an extreme level of compute power and return it after use. Pay for what you use a completely different economic dynamic than in the past. With it, companies can scale IT infrastructure without having to allocate cash for up-front capital and then amortize equipment over several years. Cloud services have given the consumerization of IT an immense boost as this works based on the internet or intranet. For example, consider connecting a new plant to headquarters in just a few weeks, rather than having to go through a yearlong on-premise ERP implementation.

Here the cloud makes it possible.

Hence todays manufacturers are using cloud-based systems to streamline key areas of their business, thereby freeing up more time to invest in new products and selling more.

Mobility: According to an estimate by Forrester Research, roughly 7% of all online business will be mobile by 2017. Mobile apps now act as new interfaces for customer communication and loyalty. With mobile devices like smartphones and tablets becoming bestsellers, the “instant gratification” culture is penetrating all areas of life, changing the habits of many people especially the young generations.

Many people also want to use their own mobile devices at work, so companies are insisting on BYOD (Bring Your Own Device)

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strategies.

Mobile technology can bring about significant efficiencies in manufacturing operations. Among large manufacturers, more than half of the process manufacturing industry and more than a third of the discrete manufacturing industry already use mobile technologies in their assembly lines in the form of either RFID-based sensor networks or ruggedized mobile devices to automate portions of their manufacturing processes.

Mobile technologies are now increasingly playing an important role in accessing enterprise data to improve and accelerate decision-making in manufacturing enterprises.

In short, for the manufacturing industry, mobile technologies are the perfect node automation solution to enhance employee and asset productivity, efficiency, and automate processes.

Social networking: Social media like Facebook, Twitter, LinkedIn, etc. have shifted the balance of power between companies and customers/consumers in favor of the customer. For the first time, social media are making possible highlyeffective, direct, two-way communication between consumers and companies.

For example, consider the product development which can be developed in close coordination with end consumers via social media and crowd sourcing.

Social Media has the long-term potential for growing new business and provides an opportunity for companies to start building brand-centric communities supported by (and even managed by) their users,

Wide-spread and varied Social media use in the manufacturing sector is just getting started. Manufacturers that learn how to swiftly leverage today’s social tools earlyon will naturally be viewed as leaders, and this, in-turn will allow them to engage with and market to an entirely new group of customers faster and more efficiently with much more insight.

If there is no plan in place and only sporadic use of social tools like Facebook and Twitter, you are likely missing out on major opportunities to have an interface with your customers and suppliers in ways they are accustomed to and have come to expect and depend upon.

Hence IT plays a momentary role in in revolutionizing the manufacturing sectors the way they do the business.

In case if the technologies are not being leveraged immediately, it is imminent that those industries have to count the days and should be prepared to be out of competition.

The author SathyaNarayana Singh is an industry veteran and award winning IT professional. With a career experience of around 24 years in the manufacturing and IT industry, out of which 15 years in IT consulting, delivery and packaged implementations, he currently works for one of the top 3 IT Companies. He served various industries such as Manufacturing, Energy, Chemical, Hi-Tech, Retail, etc. and 9 years in while he was in IT Domain such as Manufacturing, Industrial Automation and Pharmaceuticalindustries.

In his long career, he spearheaded various large and complex programs and instrumental in setting up various Practices, and contributed to various delivery models and turned over strategicaccounts from loss making into profitable one.He played vital rolein winning some marquee deals for reputed companies.

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COVER FEATURE

The genie that can grant three wishes

Abhijit Parkhe abhijit.parkhe@gmail.com

Information Technology Systems and Tools for improved Efficiency, Quality and Time to Market “If you stay in this world, you will never learn another one.”- Prof. W. Edwards Deming Change at the Rate of Thoughts ‘Change is the only constant’ is a cliché that is repeated endlessly on every forum and publication these days. As clichés go, it does have a significant bit of truth in it. The pace of technological change over the past twenty years has been the most furious in the history of humancivilisation, not just in India but across the globe.

As always, any technological change affects the manufacturing industry most directly.

As apparent throughout history, such rapid change creates new manufacturing industries. The most visible example of this in the India of 2013 is the mobile phone and accessories manufacturing industry. This industry did not exist until 1995. Today, it is a ₹35,946 Crore market, of which Indian manufacturers already hold a 45.1% market share selling goods worth over ₹16,200 Crore.1 As Prof. Deming says in his quote at the top, Manufacturing sector did not achieve so much by staying in its own world. It has constantly interacted with and learnt from other industries, for example, learning continuous improvement from Japanese philosophy.

Imperatives of Modern Manufacturing Today, Indian manufacturing sector is facing multiple challenges due to the global recession now in its sixth year. Exports to developed nations continue to slowdown due to the recession andsales at home due to rampant inflation. This is putting stiff pressure on revenue. Increasing costs of inputsand energy are a major challenge on cost side.

Consider a typical Manufacturing system.2 The modern, efficient, dynamic and technology driven manufacturing is a complex and finely co-ordinated ecosystem of a manufacturer with its vendors and suppliers. The job of the

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Equpment

Information

Tooling

Raw Materials Labour

MANUFACTURING SYSTEM

Finished Goods

Purchased Components

Waste Energy

actual manufacturer is that of a controller, manager and co-ordinator rather than merely being a maker of products.

Supply chain management, inventory management, customer relationships management, procurement, energy management, regulatory liaising and information management play important roles.

It is similar to managing a carefully choreographed dance with multiple dancers performing simultaneously while trying to remain finely synchronised. The smaller the manpower in an organisation the trickier it is to perform such delicate dance. Human errors at any stage make everything go awry. This is where Information Technology (IT) systems and tools come into picture as helpful friends.

Manufacturers now recognise the need for agility required to address the challenges of thepace of change on customers’ side. They want to react faster. The ability to streamline processes, improve collaboration with suppliers, partners and customers and the need to get products to market faster are the top priorities.

Manufacturers have been using IT tools for better engineering (CAD/CAM), resource planning (SAP®), supply chain, inventory

Supplies

Services

and procurement management etc.

What, then, is missing? What are the next generational requirements for use of IT for doing business?

IT as the Genie that can grant three boons As always, the objectives of having IT systems and tools in manufacturing setups remain the same: improvement of efficiency, quality and time to market.

Many readers may be familiar with the Productivity Paradox3 experienced from 1970s to early 1990s. They arejustifiedin viewing newer IT tools and systems with scepticism.This is the reason we are discussing IT systems and tools together, not just computers or separate applications such as ERP or CAD, each of which is just onetool.

The of the hour is for the manufacturing to viewit as the strategic choice of systems and tools used to consciously change and improve the ways of doing business.There needs to comea change in mindset from using disparate IT tools based on ad hoc analyses and decisions to improve a single aspect of business to viewing the entire business from a ‘system perspective.’

Quite counter-intuitively, such a philosophy

August 2013

is useful even in smaller manufacturing set-ups. In such set-ups there is an even greater need to reduce costs and time to market through automation and error reduction.

The three wishes 1. Efficiency A mid-sized Italian pharmaceutical ingredients manufacturer did not stop at having an ERP4. They wanted more efficiency out of stock management and logistics processes. They found out that it will increase only SAP® application’s Warehouse Management module was fully tuned to warehouse-based staff’s workflows.

When a staff member picks up a consignment and scans the barcode on the pallet with his/her device, the SAP system is automatically updated. As a result, there is an accurate, real-time record of stock levels, remaining stock in the location etc.

SAP system then automatically sends the next job to the scanner, so there is no need to return to the office for a list of new jobs. When required, identification labels relating the stock to a particular order are automatically printed on a mobile printer carried by the warehouse operators.

This has improved the staff’s access to information and their efficiency has drastically improved as there are nomanual data entries and trips from warehouse to office.

They have changed simultaneously their IT systems, tools and existing workflows.

2. Quality Mobile technologies are used by almost all manufacturers extensively in their personal lives even for business related purposes such as checking e-mail, organising meeting calendar etc. but they are reluctant to make mobility a feature of factory floors.

Studies by Motorola, Symantec and Wipro TLG5 have found that: a. In Business-to-Customer (B2C) interactions, mobility can helpimprove customer service, manage reverse logistics, and providea channel to engage with customers for product coinnovation,improved service delivery and demand forecasting thus improving quality of products and/or customer services.

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b. Mobile solutions can make decisionready data from SCADA/MES systems available on the factory floor to say, an engineercalibrating a sensor or a technician adjusting the process can accessreal-time data on a mobile device.

to objectives of such a transformation exercise.

c. Mobile forms reduce ‘data gap’ (typically around 30% due to manual collection of data) and can significantly improve SPC/ SQC results. They can also help to create real time compliance reports such as ISO 9000.

6. Assess the steps needed and how best to utilise legacy IT systems and tools already in place during the transformation.

Employees cannow use mobile devices to manage entire processes on factory floor, synchronise their actions with each other in real-time. All of this informationis automatically stored in the master information management system for monitoring.

3. Time to Market Time to take a product from idea to production is of crucial importance to any businesses.A large Indian manufacturer wished to bring out their newer designs to production scale and to markets in half the time they were taking6. The designing, manufacturing and testing processes for prototype products were integrated into PLM system. Now they had fully integrated production reducing time to market by 50%.

An integrated approach to process, IT systems and people workflow management thus helps improve efficiency and quality while reducing time to market.

Making it work In an ideal scenario, a manufacturing organisation embarking on a transformation journey via IT systems and tools would do the following: 1. Audit all processes and people workflows and prioritise them in order of importance.

2. Involve everyone from factory floor to senior management so that large strategic and small operational issues are all factored into the audit giving a very clear picture of how the organisation functions in current state.

3. The managers responsible for the transformation should evaluate relative importance and place of each audited process and workflowto create a hierarchy.

4. This hierarchy will give them the direction of flow of information and lead

5. Then the choice is to carry out the transformation internally or hire process/IT consultants

7. Draw up a roadmap to outline detailed steps of the transformation project and mile stones to be achieved at the end of each step.

8. The team should devote dedicated time to implementation, monitoring, assessment and course correction of each step of the transformation project.

9. Senior-most management should extend their full support throughout the transformation project in terms of monitoring and budget allocation.

When all of these steps are concluded, the project will lead to a real ‘transformation’ of the organisation from just being computerised to being fully integrated, IT systems and tools supported efficient, high quality organisation.

References 1. http://businesstoday.intoday.in/story/ samsung-tops-indian-mobile-handsetmarket-survey-nokia/1/197981.html 2. http://www.empf.org/empfasis/2009/ Aug09/design.html 3. http://www-cs-faculty.stanford. edu/~eroberts/cs181/projects/productivityparadox/background.html 4. http://www.ibm.com/midmarket/uk/en/ att/pdf/SPC03367-GBEN-00_HR.pdf 5. http://www.wipro.com/insights/?act= Download&pdfURL=http://www.wipro. com/Documents/mobile-strategy-inmanufacturing.pdf 6. http://www.tcs.com/ SiteCollectionDocuments/Case%20Studies/ EIS_Casestudy_CIO_Assembly_Line_ Wonders_09_2011.pdf The author Abhijit Parkhe works as a product marketing manager at ArisGlobal Software Pvt. Ltd. Bengaluru. He is a B. Tech. in Pharmaceuticals & Fine Chemicals Technology and M.B.A. (Marketing) from IISc, Bangalore. Thoughts and opinions expressed in this article are personal. www.martonline.in

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COVER FEATURE

ERP for Manufacturing Companies ERP or Enterprise Resource Planning is essential software for companies interested in Planning, analyzing performance and tuning their operation for profitability.

Kishore Tarachand kishoret1000@gmail.com

Benefits of ERP Many companies are run as silos of information with Excel sheets and reluctance to exchange information with other departments to optimize the operation.

ERP when utilized correctly, includes the following: Single entry of data in a single database to be shared across the enterprise, Users are given access to screens that they need to do their job, Real-time data is provided to Management in reports to improve profits, Enable scalability and configurability, Provides higher level of Customer satisfaction. Any delays in Manufacturing schedules compared to promised date are highlighted in time to make corrections, Inventory costs are reduced up to 21%, Manufacturing costs are reduced up to 17%, Sales increased 100% and Administration costs reduced 15%.

Example of a good ERP system Many advances have been made technically and functionally. The most recent advance technically is that you use the internet to access the software residing in a server in your facility or utilize cloud computing.

Cloud computing reduces the upfront cost of acquiring a system and hence good for smaller organizations or companies wishing to get familiar with ERP prior to buying their own system and keeping it in-house. This technology enables access to the system from anywhere using an internet connection.

The diagram below shows the core modules in the inner ellipse for any company and the external ellipse shows optional modules for advanced operations.

In the case of the Manufacturing company, the Minimum are the core modules and optional modules including Manufacturing and Quality.

Some of the popular optional modules for Manufacturing include: CRM (Customer Relationship management, SFA (Sales Force Automation),

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E-Procurement, Asset Manager, Capacity planning (Includes Machine and operator planning), Document management (Part of PLM or Product Lifecycle Management), Payroll, BI or Business Intelligence for custom graphical reports, E-commerce and Mobility access including Apple and Android Devices.

In addition to standard reports and customized reports, the system includes comprehensive Graphical Dashboards for the MD, Manufacturing Director, Sales Director and Finance Director.

MRP or Material Requirements Planning is include in the Manufacturing Module. This enables assessing the material required to fulfill a manufacturing order, compares with stock availability and creates Pos for missing parts to optimize the planning process.

Similarly, MRP II includes machine and operator scheduling. This is included in Capacity Planning. This also includes a graphical route card that displays the

current state of a work order as it is moving through the manufacturing operation.

There may be the need to accept the business processes in an ERP system as they are usually tuned. Training on-site and moving existing data into the new system is another important step. Ongoing improvements to teh software and bug fixing are usually provided through an AMC (Annual Maintenance Contract) with your vendor.

The benefits to a manufacturing operation are many. A Vendor that has the right product, price, support eco-system and is knowledgeable in your domain is critical.

This vendor becomes a partner in your business and hence an important player in your operation.

The author Kishore Tarchand is an IIT graduate who spent 30 years in the US. With US MS and MBA; worked for major Fortune 100 companies and is the director of Granada Software. Granada is a leader in Manufacturing ERP software.

August 2013

MANUFACTURING IT

Ramji Singh info.eplan@rittal-india.com

Eplan is Siemens PLM Solution Partner Interface between Eplan and Teamcenter

Since mid-April, Eplan has been an official Siemens PLM Solution Partner. The aim of the partnership is to offer an interface between two market-leading systems - Eplan and Teamcenter. This integration closes a loophole in the PLM process: the configuration data for the Eplan platform can now be processed in Teamcenter. Companies from different industries can benefit from this integrated approach which forms part of a consistent product creation process.

Solution-provider Eplan is a now an official Siemens PLM Solution Partner. As part of this partnership, which was sealed in mid-April, the companies have developed a sophisticated, future-proof integration of the Eplan platform into the Teamcenter PLM environment.

Maximilian Brandl, Chairman of the Executive Board of Eplan, is pleased with the development: “In line with the partner programme, Eplan and Siemens Industry Software GmbH & Co. KG have together proven their strengths. The integration of the Eplan platform into Teamcenter opens up lots of doors for us in the growing PLM solutions market. Our joint customers can also benefit hugely from this increased consistency.” Urban August, Senior Vice President and Managing Director of Siemens Industry Software GmbH & Co. KG, also sees plenty of benefits for his customers: “The integration of Eplan into Teamcenter allows our customers to optimise interdisciplinary cooperation and use Teamcenter as a consistent platform for all those involved in the product life cycle.”

Various systems combined Electrical design is considered an important element of the product creation process.

Eplan has developed a universal module in

“The new Teamcenter integration opens up lots of doors for us in the growing PLM solutions market.”

Maximilian Brandl Chairman Executive Board, Eplan

order to integrate the Eplan platform into PLM systems. The Teamcenter integration unit linked to this module now embeds the Eplan platform solutions seamlessly into the PLM environment. This makes electrical engineering part of the digital product model. This allows companies to achieve comprehensive product lifecycle management across all disciplines.

Increased process reliability The integrated working method increases data consistency not only in the product development process, but also throughout the product lifecycle. Because of the comprehensive and consistent basic data, areas such as maintenance and repairs can be given optimum support, which is reflected directly in reduced times and costs. Transparency is another factor.

“The integration of Eplan into Teamcenter allows our customers to optimise interdisciplinary cooperation and use Teamcenter as a consistent platform for all those involved in the product life cycle.”

Urban August Senior Vice President and Managing Director Siemens Industry Software GmbH & Co. KG.

August 2013

There is direct access to the complete digital product model, even if the product development process is distributed across different countries, this secures permanent data exchange and, at the end of the day, ensures reliability and quality in the entire product creation process.

EPLAN Software & Service develops engineering solutions that accelerate the product engineering process.

Interdisciplinary expert systems ensure a maximum of productivity and data integration. The solution provider develops tailor-made PDM and PLM concepts customer-specifically and provides comprehensive services such as customizing, consulting and training.

Innovative development competence, a consistently practical approach, and international presence are the success factors. EPLAN is part of Rittal International and thus of the FriedhelmLoh Group with 11,500 employees worldwide and generated revenues of about € 2.2 billion in 2011. EPLAN is therefore synonymous with continuity and investment security.

The company’s presence in 50 countries support 35,000 customers with more than 95,000 installations worldwide. ‘Efficient Engineering’ - the corporate motto underlines the consequence of optimized, efficient processes which keep companies competitive in the long term.

For further details visit www.eplan.in www.martonline.in

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CASE STUDY

Matt Bailey press@mbmc-uk.com

Smiles Better Based near Amsterdam, Holland, Cyrtina BV has evolved from a milling centre using three-axis machines to produce simple parts, such as copings, into a provider of more complex crowns and bridges that can be supplied directly to the dentist, without the intercession of a dental technician.

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Around four years ago Cyrtina was producing just copings – frameworks for crowns or bridge abutments – which could be made easily on a three-axis machine.

“However,” explains Siebe van der Zel, the company’s Chief Operating Officer, “to produce more complex dental parts efficiently, we knew we had to move up to five-axis machines. After investigating many different models and manufacturers we found that Haas offered the best pricequality ratio.”

Cyrtina sought a sturdy, robust machine with the potential to produce metal parts 24 hours a day, opting eventually for a Haas VF-2 five-axis CNC machining centre with 30,000 rpm spindle. In 2011, the company also added a Haas OM2 Office Mill, primarily to machine zirconiumdioxide, an inorganic metal-based material, commonly employed in modern dentistry. A second Haas OM2 was added a few months later, in 2012.

Siebe’s father, Dr Jef van der Zel, President and Chief Executive Officer, founded Cyrtina BV in 2004. The company quickly proved successful and for several years was the biggest dental milling centre in Holland, operating around 50 small threeaxis milling machines.

“Then, dental technicians, who would typically produce full restorations by-hand from porcelain, started thinking they could invest in the machine tools and make the copings themselves,” says Siebe. “We knew we had to evolve and also produce crowns.” It was a case of eat, or be eaten.

“And so, we developed and patented a product called Primero: a layered crown created by CADCAM.” PRIMERO®, he claims, offers better aesthetics than

August 2013

conventional, single piece monolithic items, which makes it popular with patients. “Our crowns are very accurate and have a chameleon affect because they are transparent, reflecting the light from adjacent teeth. The fit and the aesthetics are excellent!”

Of course, like many industries, Cyrtina faces stiff competition from China. For example, crowns in the Netherlands average around €250 each, whereas Chinese crowns cost €160-€200. As a result, around 40% of crowns in the Dutch market originate from China. However, there are drawbacks.

“Our lead time is four days, but from China it’s more like two or three weeks,” says Siebe. “Secondly, dentists like consistency; their core business is treating patients, so a good fitting, impeccable crown is imperative. They don’t want to have to send back a crown if it’s faulty. It means

more time and another appointment with the patient.”

Cyrtina now supplies 30% of its business directly to dentists, and this percentage is growing fast.

“We started out as just a milling centre, but now we are a cross between a milling centre and a dental lab creating crowns.

Milling companies are becoming labs,” says Siebe. “The traditional labs are frustrated.

They are going out of business. I say either they buy our products and become a retailer, or they lose their jobs.”

Cyrtina can produce 150 layered-crowns with a single set of diamond coated cutting tools (the biggest tool is 3mm diameter) on the Haas OM2. Although zirconium dioxide is soft, it is extremely abrasive. The crowns produced here are essentially a two-part system: the lower part is zirconium, while the outer layer is porcelain.

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17

“We mill the coping and place it in a milled block where we create the stump,” says Siebe. “Around this stump there is a milled cavity that is filled with a liquid porcelain material that we have created ourselves.

The crown is then placed in a compression system and compacted, before being dried to create a crystalline structure, almost like sugar. We then use the OM2 to mill it in ‘green’ shape, before it goes into the oven. Afterwards, it has the exact same characteristics as hardened steel.

It’s practically impossible to break and can withstand extremely high pressures.

We call it ‘ceramic steel’, and for this reason our crowns come with a five year warranty.”

Cyrtina calls its process ‘collaborative computerized dentistry’ – almost every aspect of the business and manufacturing function is automated. Orders, for example, arrive digitally. The dentist either sends an inter-oral scan or an impression that is scanned by Cyrtina’s ScanDesignCenter. The design work can then commence using the company’s selfdeveloped CAD system. Finally, models are created using a 3D printer and, once the design is finalized, automated production of the crown can commence.

“Orders pass automatically through our workflow, which includes a calculated mill path program created using Delcam’s PowerMILL CAM software for the Haas VF2,” says Siebe. “Some of the parts we machine, such as indexed posts for example, require holes drilled at different

angles, which is why we use 3+2-axis machining on all three Haas machines.”

you can be running a machine, even with little or no experience.”

Siebe first came across Haas on the Internet, before discovering that one of his competitors was also using Haas machines.

As a result, his mind was made up.

Cyrtinais aiming to capture at least 10% of the Dutch market by the end of 2016. To achieve this goal, the company has just signed a contract with an investor group that will be involved in marketing its products. Cyrtina is also building up a new sales structure with a new sales director and a CEO; Siebe’s father is 65 years old and will step down as CEO, although he will remain involved with product development.

“Haas is well known for producing machines that always work,” he says. “The price of the machine is also very important in that it is reflected in the end product price. From an accuracy perspective, we need to achieve 20 µm, which is no problem at all for Haas machines.

Ultimately, the Haas machines make our products to specification, they never break down and we are making a bundle of money because of that. Furthermore, it’s an easy machine to operate – in two days

“It is very important that our business model is scalable,” says Siebe. “Towards the end of 2016 we intend to branch out beyond Benelux into Spain, France, Italy and particularly Germany – Germans spend a great deal of money on dental work.”

Of course, these initiatives will require further investment, but here too, Oratio, which belongs to the European Fast 500 group of companies, has plans afoot.

“We are going to continue with Haas as our machine tool partner, slowly replacing our older three-axis machines with Haas OM2 models so we can enjoy consistent quality and operations,” he concludes. “The days of a traditional dental technician taking a coping and building it up by hand with porcelain are well and truly numbered. The future is automated machining of dental restorations. The costs will come down and restorations will be accessible to many more people.”

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August June 2013

August 2013

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19

MANUFACTURING EXCELLENCE

Journey Towards Excellence

P S Satish gotopssatish@gmail.com

Managing a SME in India - Part 8 As a continuation of last article, we will discuss on few more points to manage SME’s better in India 19. Focus on export There is a myth among MSMEs with a message that export is too difficult for them considering their many limitations which of course they themselves have imposed. MSMEs in India are contributing close to 36% of total manufacturing exports and there is a scope to increase this further.

Hope the new manufacturing policy of India aiming at share of 25% of total GDP of India from manufacturing from a current level of 16% by 2022 will support MSMEs. China today has 34% share of GDP coming from manufacturing sector.

The challenges to implement this policy effectively are bureaucratic hurdles, barriers for land and infrastructure, high interest rates etc. The central and state governments should work together with high focus realizing that service sector alone is not sustainable without growth of manufacturing sectors.

Manufacturing export of India in 2010-2011 was close to 61% of merchandise export where corresponding figure of china was 93%.India’s merchandise contribution is only 1.5% of global exports indicating a huge opportunity to tap.

All these figures will give us a picture of where we are, what challenges government has and what opportunity we have ahead. This will not help unless we in MSMEs take some action towards this apart from what Government might be doing. Let us try to understand few points – • Focus on export should be a strategic objective of the company and not a point to focus when currency is favorable or when there are issues in domestic market.

• It should be a long term oriented and be

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Focus on export should be a strategic objective of the company and not a point to focus when currency is favorable or when there are issues in domestic market.

a part of company vision • Be clear on what to export and which countries to focus. This is not an easy exercise. For this, my suggestion is to visit some of international trade fairs to understand what opportunities exist. Also ensure that product you export is logistic friendly i.e. it should not eat away high logistic cost share compared with value of the product.

• When your product is doing extremely well in the domestic market, then I consider that you are 50% ready for the export. The other 50% includes understanding culture of customer, local laws of country, quality, currency handling, packing and other regulatory requirements • If you want to export, do not start with looking at potential customer, but start strengthening your internal processes, working on skills of people to develop an export mind set. A good apple sells itself.

Aim to be an excellent company in your domain.

• Start with export to countries like Africa, middle-east, south-east Asia before aiming at regions like Europe, USA and Japan.

• Getting first order and executing is a challenge and take no chances in delivery of quality product in time.

• If possible, convert your company to a private limited one as this is seen as more stable by overseas customers than proprietary one.

• Be a part of overseas industrial visits

arranged by associations and insist for B-2-B meetings with foreign counterparts.

In such visits, focus deeply to look for opportunities. I have seen some such visits where emphasis is more on sight-seeing.

• Attend seminars on export opportunities and export challenges. Read industrial magazines focusing on such topics.

• Develop good website with all credentials and use emails with company domain. Develop powerful presentation on the company highlighting your company, your strengths, your credentials and why an overseas should do business with you.

• There are plenty of sourcing offices in the country representing overseas companies.

Meet them to get an idea of expectation from overseas customer and start implementing in the company • Register in many trade websites focusing

August 2013

on export • Set a target for export e.g. 1 Mio USD by year cccc and talk about ways and means of achieving this every month with the team. Like Aziz Premji, chairman of WIPRO said, people should laugh at ridiculous target set. It should be a stretched one.

• Try to supply to domestic multi-national companies and to seek any opportunities to export through them • Nurture team to have high quality standards and best practices. Do not encourage to have dual quality of local and export.

• Focus on training employees on readiness for export and to work towards a standard as if you are already exporting.

Make employees more professional and train them also on communication skills, time management and presentation skills

payments, quality returns. Mitigate risk by measures like hedging, insuring for guaranteed payments and extra care for quality by understanding customer requirement properly.

• With suitable opportunity, see whether you can avail EPCG scheme under which you can import machineries without import duty. This will put pressure on the company to export 6 times the value of duty saved within 6 years.

• Concern in overseas is raising cost in India for export. How do we manage to be competitive for the global market?.

Work on reducing wastes in the company to increase productivity. Without being competitive, there is no chance for export.

To be competitive compared to overseas local player, you need to cover logistic cost also apart from any import tax the country may have.

• Like industries in china, think globe as your domain for Customers

• Use the industrial magazines to make your company more visible. See if you can share your experiences through them.

• Be aware of the risk involved in export like currency fluctuations, default

• Export is not an overnight business. The

August 2013

thought have to be nurtured every day to convert into a business. Focus is the key and eventually it will happen.

• Do not worry about the size of your company. There are customers who are looking for such companies. You need to explore.

• When you have a portion of export, mind set of employees will change automatically.

Aiming at export is like a student trying to get into IIT. His or her attempt at least lead him to one of good engineering college if not IIT • Lastly, never give up. Have perseverance and you will soon start exporting I will continue the article in the next issue. Please send your inputs,remarks,suggestions to P S Satish, Mentor and Corporate Trainer, M/s Saraswati Industrial Services, Q-103,Mantri ParadiseApartments,Bannerghatta Road, Bangalore-560076. Email : gotopssatish@ gmail.com ; Visit www.satishps.com.

Wishing good day to you all.

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21

TOMASZ’S CORNER

Tomasz Tunguz

Team Building

ttunguz@gmail.com

The Part They Don’t Tell You about Startup

Tomasz Tunguz, a venture capitalist at Redpoint Ventures, an IT venture fund with offices in Silicon Valley, China and Brazil continues his column in MART. You can follow him on twitter @ttunguz.

At Google, the director of my team repeated a management mantra to us quite often. “Manage yourself out of a job; make yourself redundant”, she would say.

“Empower your people and then get out of the way.” Our director was a terrific team builder.

Before Google, she founded a startup where she learned to build a company.

When she told us her mantra, she was sharing her learnings with us.

Company builders sow the seeds of a team, cultivate each teammate, promote a leader from within and then step away after the team has become capable of running itself.

They are force multipliers. Where there was nothing, a self-sustaining organization has blossomed. It’s a beautiful thing.

But no one talks about what happens

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after that process is completed. Watching company-building first-hand at a few portfolio companies, I’ve listened to founders and managers explain the challenges of being in this situation.

Once a leader has managed himself out of a job, he has to be ready to find another.

Being ready means a few things.

First, it means letting go, ceding pride of authorship and ownership. Someone else is running the team and making the decisions.

Second, it means asking two introspective questions and answering them honestly: “What does the business need next?” and “What am I uniquely capable of achieving for the business?”

Last, it means completely changing daily priorities and a work schedule to focus on

the new task at hand, the one thing the business needs next that the person can uniquely provide.

It’s no small change. Often, the next problem is apparent and the transition is seamless, easy and logical. But sometimes, these transitions stress team builders enormously. Sometimes, they create crises of identity or confidence: I used to run this team; now what do I do? Sadly, sometimes it means finding work elsewhere.

Despite the stresses created after the process is completed, managing yourself out of a job is a fine way of summarizing an ethos of team building. But we have to be prepared for the sometimes difficult transition to the next project after we’ve made ourselves redundant.

Source : www.tomtunguz.com

August 2013

Gears, Gear Components and Assemblies from Eppinger Eppinger Tooling Asia Pvt Ltd offers a wide range of Gears, Gear Components and Gear Assemblies. Started in 1925 in Denkendorf, southern part of Germany, today, the company offers a wide range of very high precision gears, gear components and gear assemblies both standard and custom built.

Their manufacturing range includes: spiral bevel gear sets – up to dia 457 mm and module 12.7; hobbed gear – dia 500 mm x 8 m; hardened and profile ground spur and helical gears – dia 330 mm x 5 m; internal gears – dia 152 mm x 3 m; and custom built/non-standard gears and gear assemblies.

Salient features include: intelligent design, superior raw materials and very high degree

of process discipline and razor sharp quality assurance measures. This ensures that Eppinger products are of very high quality, an envy of the competition.

For further details write to Eppinger Tooling Asia Pvt Ltd, SF No: 345/2X213, Kondampatty Village, Kinathukadavu, Pollachi Taluk, Coimbatore 641 202.

Tel: +91 4259-304032-34 Email: eppinger@dataone.in

Twin slab construction facilitates flexible spindle configuration. Number of spindles can be expanded up to 12 which results in high volume production and minimal cost of ownership.

Independent axis modules contribute axis rigidity and high accuracy process repeatability.

“Industrial business MART” popularly know as MART the largely read international engineering manufacturing monthly, now the one year subscription comes `300 less, Grab it today!

Little wonder, the products find ready acceptance in almost all critical applications such as machine tools, railways, textiles, automation, automotives, engineering, pumps, compressors, printing machines, etc. These products are widely exported to Europe, Korea, etc.

Max-4-100 from Electromech

Max-4-100 is Multi Spindle Linear Bobbin Winding Machine aiming to cover a wide range of wire diameters and product spectrum. The machine can be equiped with automatic bobbin loading and unloading mechanism for optimum productivity and to reduce operator fatigue.

Window to the industrial world at your desktop

The quick change over from type to type helps to cover wide range of applications like relay coil, solenoid coil, ignitioncoil, invertertransformer, injector coil, pickup coil, etc.

Programming through touch panel and using PC for data storage makes the machine user friendly. The machine is available with 4,6,8 and 12 spindle configurations.

For further details write to Electromech, #4, Uttarahalli Main Road, Subramanyapura Post, Bangalore – 560 061 Tel: +91 80 26396200/ 26396115 Email: electromech@ dataone.in Website: www. electromechindia.com

With the last nine years of networking and publishing of MART, we have succesfully made place in the Indian Manufacturing Industry.

Our growth was always triggered by the changes undertaken as per the needs of the industry. The contents of MART is unique, with regular columns by industry experts in the diversified feilds of engineering manufacturing, technical features, news updates, interviews, case studies, trade fair informations etc.

The guidance and support of the experienced industry professionals through our Editorial Advisory Board have helped us to understand the need of the indian Manufacturer better and produce a journal which is used by the industry as an utility.

Yes, we are interested to subscribe “Industrial Business MART” as per selected option : One Year (12 issues) at ` 900/- You save `300/Three Year (36 issues) at ` 2500/- You save `1100/-

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Send payment favouring “MEDIAMART INFOTECH” to:The Circulation Manager MediaMart Infotech, 4/155, Paschim Putiary Kolkata - 700 041 Email: info@martinfotech.in

Tel: +91 9038000722/ 9038000733 August 2013

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23

QUALITY MANAGEMENT

Process capability as applied to Quality systems

Diwaker Mishra mishradiwaker@gmail.com

While carrying out Quality System Audits at many manufacturing factories, it was observed that there is lot of confusion regarding nomenclature, understanding and assessing the process capability of various manufacturing processes.

A capability study is used to determine if the production process is likely to meet the specification requirements. The indices for estimating process capability are Pp., Ppk and Cp and Cpk.There is not 100% agreement on the definitions of Cp, Cpk and Pp, Ppk. The best explanation of Short Term Capability and Long Term Capability is found in the Automotive SPC Manual referenced referred to as “the Manual” throughout this paper.

X bar----Average of sample 2. Cp, Cpk (Process capability)

1. Pp, Ppk (Process performance)

This is sometimes referred to as “Long Term” capability becausethe defect rate predicted by the indices is valid for the long term. Measuring process capability is necessary due to the requirement of demonstrating and maintaining statistical control of the process.

This is sometimes referred to as “initial process capability” and, because demonstrated statistical stability is not required, process shifts may occur over time. These defect predictions are only valid in the short term.

Requirements: Process is considered normally distributed and demonstrated to be in a state of statistical control. A state of statistical control exists when a process is performing as consistently as it can perform.

The manual includes discussions on process capability and sheds light on the meaning of short term, long term, process capability and process performance as used in the industry.

Process Performance is defined as the 6 sigma range of the processes total variation.This includes both common cause variation and special cause variation. Process performance capability is calculated using Pp and Ppk capability indices.

USL − LSL 6s  USL − X X − LSL   Ppk = min  ,   3s 3s   where : PP =

n

s =

24

s --------Standard deviation of sample

∑ (x i =1

i

− x)2

n −1

USL − LSL 6s  USL − X X − LSL   , C pk = min  3s 3s   where : CP =

s=

R d2

3. Common and Special causes (also referred as chance cause and assignable cause) Common Causes: Those causes that are inherently part of process (or system) hour after hour,day after day,and affect everyone working in Process.

Mean Shifts (process shifts) are expected for all processes, which are not stable. The standard assumption that we use is that processes will shift by +/- 1.5 s.

Special causes: Those causes are not part of the process all the time or do not affect everyone. They arise because of specific circumstances. This does not affect all parts.

USL -----Upper specification limit (Design tolerance)

3. 1 Examples of common and special causes:

LSL------Lower Specification limit

3.1.1 Examples of common causes

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Poor design, Poor maintenance of machines, Lack of clearly defined standard operating procedures, Poor working conditions, e.g. lighting, noise, dirt, temperature, ventilation. Substandard raw materials, Quality control error, Vibration in industrial processes, Ambient temperature and humidity, Normal wear and tear including tool wear and Variability in settings.

3.1.2 Examples of special causes Poor adjustment of equipment, Operator falls asleep, Faulty controllers, Machine malfunction, Computer crashes, Poor batch of raw material, Power surges and breakdown, Broken part/ tool, Extremely long lab testing turnover time due to switching to a new computer system.

Frequent change of operator or use of untrained operator. and Inadvertent process change.

4. A Process is considered normally distributed and demonstrated to be in a state of statistical control. A state of statistical control is revealed by the Control charts.

The prerequisite for calculating process capability Cp or Cpk is demonstration of stability of process (absence of special causes). This is done through use of Control charts.

5. Discussion Short-term capability-Cp/Cpk: This is based on measurements taken from only one operating run. A control chart is used to determine if the process is in a state of statistical control. “State of statistical control” is an important indicator because if special cause variation is found no assumptions can be made about the future performance of the process. If the process is in a state of statistical August 2013

control a short-term capability index can be calculated to determine the capability of the process to produce acceptable product. If there is evidence of special cause events in the process then actions are required to eliminate these special causes before additional capability studies can be performed.

Long-term capability-Cp/Cpk:When statistical stability of the process has been achieved the next step is to assess capability of the process over a period of time that is long enough to include all potential sources of common cause variation. Generally, sources of variation such as environmental sources,such as humidity and temperature, are often over looked. Other long-term sources for common cause, as mentioned above, are tool wear, machine wear, and subtle changes in raw material. These sources of long-term variation may not have been observed in the short-term study.

Statistical Process Control (SPC) is used to collect and plot data during a longterm study.As in the short-term study if special cause variation is seen the study is stopped and the source of variation is eliminated. An important objective of the long-term study is to determine if the process is capable of meeting internal or external customer requirements,

August 2013

whichever are being studied. Internal customer requirements would be the requirements for the next process while external requirements would be those product characteristics that would affect the performance (including reliability) of the end item or customer use product.

6. Conclusion: The common practice in industry is to calculate capability only after a process has been demonstrated to be in a state of statistical control. Pp and Ppk should not be used asprimary capability measures because they are calculated based on total variation of all individual readings, including special cause, and therefore the possibility of covering time periods when the process is not in a state of statistical control.

We shouldcalculate and report Cp and Cpk only when the data observed is in a state of statistical control. Cp and Cpk are utilized for their intended purpose and that is to provide an indication of current and future process output. The ability to predict future output is fully dependent on a statistically stable process with only inherent or common cause variation. Pp and Ppk are used for comparison purposes only and as another tool to identify sources of all causes of variation but not to predict future output.

Automotive Industry’s references to Cp and Cpk for long-term capability must be interpreted as true capability i.e. based on data containing inherent variation only. One would assume that when a control chart indicates special cause events the process is stopped, the product segregated, the process readjusted, a short-term study performed to ensure statistical stability and the process restarted only when statistical stability is ensured.

All data taken from the time the special cause event was detected to the time statistical stability was re-achieved may be used in Pp and Ppk calculations to show process performance. However, this data must be excluded from Cp and Cpk calculations done for measuring process capability.

The author Diwaker Mishra is a technocrat with 40 years of experience in Internal and External manufacturing in leading global manufacturing companies for Automobile and Hydraulic systems. Long hands on experienced in planning and implementing strategic targets in Quality Management and Lean Manufacturing. He is recognised for transitioning many manufacturing facilities from conventional quality management systems to leaner and more effective ISO based systems.

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25

MANAGEMENT

Power of Attitude In Crafting The Future of Management

Rajesh Angadi rajesh_angadi@hotmail.com

Attitude is blueprint of your personality. It determines success for your tomorrow. Our attitude today architects the future, helps in closing the gaps of project management. Conducive attitudes are the key to project management and for the successful project delivery.

Attitude affects everything you do, both personally and professionally. Embrace your next attitude tune-up with a little checking and testing. Positive attitude has major role in shaping the organization. Change your attitude it will change your altitude in the organization. Your positive attitude will help to negate all negative energies. This in turn propels one to grow.

This attitude influences others to think positive as well.

No matter what you do in life, if you have a positive attitude, you‘ll always be 100 percent. According to our alphabet system, if you assign a numerical value to each letter (1-26), attitude is equal 100 percent. So why settle for so little in life when you can have so much, just by daring to be different in your thinking.

Abstracts What is required in architecting project management, crafting the future?

It’s Attitude As we all know your attitude is reflected in everything you do! Your attitude today determines your success tomorrow.

Our attitude is the primary force that will determine whether the project will succeed or fail. Attitude determines how far you can go on the success journey. The key to having a good attitude is the willingness to change.

Attitudes aren’t shaped in a vacuum.

People are born with certain characteristics and those impact their attitudes. But many other factors play an even greater role in people’s lives and in the formation of their attitude. For some, attitude presents a difficulty in every opportunity; for others it presents an opportunity in every difficulty.

Attitude tells us what we expect from life and our future.

An attitude can broadly be defined as a settled mode of thinking. Attitudes are evaluative. Any attitude contains an assessment of whether the object to which it refers is liked or disliked. Attitudes are developed through experiences but they are less stable than traits and can change as new experiences are gained or influences absorbed.

Within an organization they are affected

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by cultural factors (values and norms), the behavior of management, policies such as those concerned with pay, recognition, promotion, quality of working life and the influence of the reference group in shaping the future of the projects.

“The highest reward for a person’s work is not what he gets from it, but what he becomes by it” Thomas Carlyle.

Will the increasing use of new technology in the workplace render human being redundant? Employees in an organization are assets treated the right way, unfortunately number of the balance sheet of companies show the employees as assets but as a liability giving details of the salary, wages, perks, pension fund, gratuity and pension benefits as well as other indirect costs born by the company.

become unstable. Experienced people are losing their jobs under rapidly shifting circumstances. Those who hold onto their jobs are dogged by concern that they might be next. These are circumstances that can lead to negative attitudes and self-defeating actions if you allow the circumstances to dictate your life.

If we go to any corporation, we will find people are fearful of the future and others who are excited by it. Their circumstances may well be the same. Each may be faced with unemployment but some choose to see that as a “dead end or defeat”, while others choose to see it as an “opportunity”.

This theme is centered in an organization to the employees around two basic questions,

What is important here is what attitude we have today will affect in enhancing our future of the organization so the challenge for today in architecting project management well said as Crafting the Future is to make “Common man do uncommon things” because no organization can depend on genius , the supply is always scarce and unpredictable.

a. Why do we work?

The workplace has changed dramatically.

These days companies are either downsizing, rightsizing, merging, or being acquired. Even white-collar professionals who thought their lives were secure through retirement are now feeling vulnerable. The world of work has

At the second level for the organization work is a mean for social prestige, esteem, status of authority. Everybody wants to be “somebody in society”.

b. Why should we work?

The answer could be put at different levels.

The most basic level for the organization is work out of “necessity to earn a livelihood”, so that we can support ourselves and our family.

At the third level for the organization, work is a means for “actualizing our potentials”.

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It is only through work that we make productive use of our talents, sharpen our skills and develop our creativity to realize our dream projects.

choose in which camp you are going to set up your tent everyday.

At the still higher level of “selfactualization” work is done not for satisfying any need for gaining anything from the outside, but for the sheer love of it.

Crafting future is the first step for success with your organization. What do we want to be, in near future? To answer this question, we need to plan about our future. Take a look ahead and create your future. It isn’t always easy or straightforward but it’s better than just sitting back and taking whatever comes our way. We may get ahead without a plan but it is doubtful that you will reach your full potential.

For the employees work then becomes a means for self-development for attaining the true personhood that is becoming truly and fully human which is achieved by positive attitude.

Dr. Tom Mulholland in his book “Healthy Thinking” has mentioned about Emotional Algebra. Emotional Algebra is the tool to recognize thoughts and change them to produce a more productive result as; Attitude + Behavior = Goal Or can be said in another way as; “Select the attitude, Then action the behavior, To achieve your goal” It is as true as; Goal – Behavior = Attitude.

“Changing your thoughts, then selecting your attitude, and adopting a behavior.”

The attitude tool developed shows people how they are thinking and how it affects their emotions, behavior and productivity.

So Work attitude behavior is intangible. You cannot see it but people whom you work “Be impulsive. Do things you have always wanted to do. Take some risks and have fun at the same time.”

with can feel your work attitude behavior.

It is a subconscious transfer of feelings.

Work behavior attitude can be seen. It is the actual work. Your colleagues can see it.

It is the action.

It is equally important to have a great work behavior attitude as it is to have a great work attitude behavior at work in shaping up of project management.

Remember attitudes are contagious; both positive and negative. It is up to you to August 2013

Crafting future – It’s all about Attitude.

Fortunately planning is never too late. IT managers, professionals, trainees, CIO all of us need to build an attitude to look into the future of project management. A “don’t care” approach won’t allow us to reach our maximum potential.

All good leaders exude and create energy and enthusiasm toward achieving their objectives – and project managers need to be good leaders. True leader will always have people following them.

They have to be able to drive the project forward, finding creative solutions and working in partnership to release the power of the individual and the team. They have to be able to motivate people and recognize the importance of acknowledging and rewarding achievement. Determination and persistence always makes things happen.

At the same time we need to ask questions as; Are we aiming to win?

By this I mean, do we want to complete everything we do with a sense of total satisfaction because we know that we have put in 100 percent? Never settle for second best. Never start something if we know that we won’t be bothered if we never finish it.

Excellence is a learnt skill. Once we learn and apply it, we will find it hard to go back to being mediocre. Being excellent is a choice, so is being mediocre. The feeling we get when we win something whether it is any competition or a business award- is so worth the extra effort that is needed to win.

Believing that we are a winner is a great attitude to have; when things don’t work

out the way we have planned, they won’t really show us down because we will just bounce back and start all over again. Risks are just part of the process with regards to success. How we handle them will be determined by how we view them from start.

Remember though, even if some things don’t work out as planned, we can still get back on track. It all comes down to the way that we perceive a setback. It’s all about our mindset. Be in control and direct your future.

“WE ARE IN THE BUSINESS OF WINNING AND BUSINESS IS GOOD” References 1) John C. Maxwell; (2003) Attitude 101, Magna Publishing Co. Ltd. 2) Keith Harrell; (2005) Attitude is Everything, Harper Collins Publisher.

3) Michael Armstrong; (10th Edition) A Handbook of Human Resource Management Practices, Kogan Page Ltd. 4) A N Tripathi; (2nd Edition) Human Values, New Age International (P) Ltd. 5) D B N Murthy; (1st Edition) Managing Human Resource A Practical Guide to Mobilizing Manpower, U B S Publisher Distributors.

6) Dr. Tom Mulholland ; (1st Edition) Healthy Thinking, Reed Publishing (NZ) Ltd. The author Rajesh Angadi, BE (Electronics) with MBA from Jamnalal Bajaj Institute of Management studies is currently working in “Unisys Global services India, Bangalore” as ‘Program Manager’. Eighteen years of diversified excellent experience in infrastructure management and support.

Having an outstanding experience in outsourcing projects, onsite and offshore with excellent profit margin.

A strong experience as Database Consultant and have executed a challenging work infrastructure management projects producing results to the fullest customer’s satisfaction. Key strengths include strong team building, a team player and positive thinker with good communication skills and always ready to face challenges which results growth in organizational profit. www.martonline.in www.ibmart.in

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MANAGEMENT

Engineering Technologies

Venkatesh B Kabra venki_kabra@yahoo.co.in

A Must for the Growth of a Country At a first glance, my mood was down during my first visit to Dubai, an ultra-metropolitan city, full of skyscrapers and high-rise buildings, with a very little touch of greenery at its outskirts. To my Indian eyes, it appeared to be dull, drab and lifeless. However, my impression was changed very soon and I was amazed by the whole plan of the city and its lifestyle.

In Dubai, the planning of the city and its constructions show a great combination of technology and aesthetics. The city sets an example of great artistic engineering, to be precise. And it is a really interesting fact that they have built well-designed multistoried buildings, leaving ample space in the city, to accommodate future growth.

Khalifa Tower (2722 ft) in Dubai, is the world’s tallest building. I felt that in a densely populated country like India, cities need to be planned in the same way, while shortage of space is a great obstacle to growth and development projects. In the last two years, 5000 Crore development projects have been completed in Dubai.

Now coming to the governance of the city roads, nowhere you can see a traffic police or a toll collection booth. If one breaks the traffic signal, the person is punished by civilian authorities in plain dress. Each vehicle has its own radar which is under satellite surveillance.

In case of violation of a traffic signal, alert comes to the registered mobile number of the vehicle. Prepaid Toll Taxes serve the purpose of Toll Collection Booths.

When a vehicle passes by the Booth Box the Toll is deducted by the Radar Box. The system helps to omit unnecessary use of manpower and diminishes chances of corruption.

Means of public transport like Metro, Bus or taxi serve with easy accessibility and high speed. Clean roads free of speed breakers help to travel fast. So, the result is, you spend less time in your journey and invest more in your work or entertainment.

Where you need to walk for a long distance, Pedestrian Electronic Tracks are set to help reach the destination quickly.

Beautifully designed skywalks are there in regular intervals, to avoid accidents.

Whenever you need to know any information about any location in the city, you can straight go to the nearest ‘Help Me’ Information Booth.

From the economic point of view, the strategy of the Government to nourish the tourism sector, to maintain the flow of foreign cash in the country, is really appreciable. Dubai is one of the 10 most

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visited cities of the world. It must be followed in a Country like India, where there is such a large variety and scope of tourism.

So, after everything I just found myself to be from a country, 40 years backward in terms of progress. It seemed to be an irony that India is 1 hour 40 minutes ahead of Dubai in geographical time map.

Sincere use of technology and absence of corruption can really make a heaven out of a city. I strongly feel that India must follow the path of development of great metro cities like Dubai, wherever applicable.

There must be initiatives from the Government to enrich the economy and the technical growth of the country and of course to rule out corruption. We must emphasize on a well-designed system, to see growth of individual and growth of the country.

August 2013

August 2013

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29

MANAGEMENT

Pooja Raheja pooja.raheja@gmail.com

The Listening Leader India’s share in world manufacturing is only 1.8%. Low wages and cheap currencies need not be the only sources of competitive advantage in manufacturing. The ability of people to work together is a more sustainable, and a more satisfying source of national competitive advantage. The primary obstacle to consensus building is poor communication.

The loop of leader speaks-employees receive–employees give feedback-leader commentsis broken somewhere.

As part of the 12th Five Year Plan the Planning Commission published the “Manufacturing Plan” in 2012. This report outlines Strategies for Accelerating Growth of Manufacturing in India.

The report states that Manufacturing Sector’s growth has stagnated at 16% while the services sector contributes to 62.5% of India’s GDP. India’s share in world manufacturing is only 1.8%. This is in stark contrast to China; where manufacturing contributes 34% to the GDP and is 13.7% of world manufacturing.

The Steering Committee found that Poor Implementation is a root cause for India’s poor performance in Manufacturing. The root cause analysis reveals that the two primary causes for poor implementation are (1) poor planning and (2) inability to obtain adequate consensus amongst stakeholders.

Let’stake up point (2), i.e., “inability to obtain adequate consensus amongst stakeholders”. The primary obstacle to consensus building is poor communication.

The loop of leader speaks-employees receive–employees give feedback-leader commentsis broken somewhere.

From the Planning Commission Report The processes of consultation can explain the continuing competitive strengths of the German and Japanese manufacturing

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eco-systems, even though wages in these countries are amongst the highest in the world, and their currencies are very strong too. In other words, low wages and cheap currencies need not be the only sources of competitive advantage in manufacturing.

The ability of people to work together is a more sustainable, and a more satisfying source of national competitive advantage.

And if the process of consultation and people working together can bring national competitive advantage, it can surely bring in profits for the organization. In effect, keeping the communication loop together leads to healthy consultation and therefore profitability.

In all fairness, leaders many times do want to have a consultative approach. Infact, many even believe they are consultative and take everyone’s opinion into account.

And yet, most lunch conversations that employees are having speak a different story. There is a whole lot of discussion around how management does only what it wants and won’t care what employees think.

So where is the gap? Many times the cause is those nagging habits that leaders refuse to admit. These habits put others off and kill trust.

One Managing Director of a struggling unit that I was working with was constantly

telling me how much he cared for his people. He sure did and I can’t doubt it.

But what was he actually doing? He was away from the unit quite a lot – either to the other units or traveling to attend client meetings.

During the time that he was around, he was busy catching up with back log – things he had to approve / clear etc. Once in a while, when he was under pressure, someone with a mistake would get called in and blasted at. Many times, you would see a look of relief on the faces of employees as soon as he left the unit.

Now, imagine the scene when he called a meeting on an issue. Most people would go in just to sit. The old loyalists knew he was going to do most of the talking and their job would be to support him. The others would wait for him to say what he wanted and leave – any criticism and discussion would naturally have to happen outside over “chai”.

There were a couple of the sincere ones who would voice their concerns and bring out genuine differences around the MD’s points. The MD would seem to hear what they said, but would mostly end up repeating his own communication. Ninety percent of the time, he would come out believing the meeting really went well and he really handled the issue. Tell him he wasn’t listening and he would laugh and August 2013

say “They don’t have much to say about this and I did convince them.”

There were occasions when his top team from the unit would call him and complain about a colleague. He would listen to a point, after which he would say “Sort it out between yourselves. Don’t pull me into everything”.

Mid of 2012, that unit closed down and he suffered fairly high personal losses. A lot of his receivables are still outstanding in the market. The biggest reason according to him – “poor management by his top execution team”. Now how far from reality is that!

The point is - as a leader you need to sell your ideas all the time. As a result of over use of the speaking skill,“listening” tends to remain undeveloped.Besides, not all quiet leaders may be good listeners either.

Listening is not equal to “not talking”.

It’s about receiving. It’s about the ability to put our thoughts on hold for a short while and be able to accept what is coming in, regardless of whether we

August 2013

agree or disagree. It is the ability to allow a person to complete all they had to say without being interrupted. It’s not about convincing, but about showing you care enough to allow expression of speech. In most cases, it is best to leave the person without offering any opinion. Allow yourself to react later. Learn to get over your fear that something will go wrong if you take time.

It’s almost like being a researcher. When they gather data, they ONLY gather data.

Doing analysis while gathering data leads to BIASED data. Our idea is to get in touch with reality and that requires receiving with an open mind. It is about learning what you DON’T Know. It’s about getting to know the most important asset in your company – the employee.

One way to do this is to walk up to one employee a day and spend time with them with the agenda to “listen”. Avoid calling them into your cabin. That’s the most uncomfortable and intimidating setting for any free conversation. Leave your cell phone behind and instead go to where they are working.

Start with a general question around something important they are working and on and just let them lead the conversation.

After that you don’t need to talk – say nothing except the occasional “ok” or “ah” etc. Allow them to take as long as they like.

Don’t worry about digressing of subject etc. You want to know what they are thinking – not what YOU are thinking!

Target to cover not more than one employee a day. Keeping focus on quality is more important than quantity.The one thing to be very careful of – don’t quote the conversation to anyone else. People talk and Trust is a very fragile thing. Put in a month of effort and see what you find.

Most likely you’ll be surprised at what people are thinking!

More importantly, if you made a sincere effort to “receive” everything they had to express, you will soon find people walking up to you and trying to tell you something you didn’t know. Encourage it as much as your time can take. You’ll be amazed at the amount of comfort and trust that you have the ability to create!

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31

GREEN IN

Be Healthy, Save Money and Protect Mother Earth In the 20 century, our world is facing a major problem of global warming and the main cause for the rise in the temperature is due to green house emission, the gasses like carbon dioxide,carbon monoxide not only heats up the planet’s atmosphere but also creates air pollution in the environment causing many breathing problems like asthma and many harmful disease to the people who came in contact to these harmful pollutants. These problems are not only faced by a single country but many countries faces these problems specially the growing economies like India, China, Iraq, etc and the worst part is we at individual level are not doing what we should do to save our world and our health.

Abhishek Narula

do not know how to ride a bicycle. There is no fear of falling of the cycle to as it has four wheels and it is much safer than a normal cycle.

Due to its aero dynamic model it runs faster than any other standard bicycle as the air won’t directly hit the chest which slows down the cyclist. It is very comfortable to ride as a proper cushion seat like a chair is provide to the rider and people with back problems can also ride it easily as they would have proper support to their backwhich will prevent the back from getting strained. The best part about our cycle is that it weighs a little above 20 KGS which is less than a standard bicycle of any company, this makes riding more comfortable and the rider can cover more kilometers in less efforts.

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It is our own duty to protect our self and our planet and we can do this by simply controlling the harmful emission that we produce while driving our car and motorcycles. Just use alternative means of transportation like cycle so we can cut down in the flow of harmful gasses and a common man uses cycle for going to work.

Why can’t we take thatinitiative? It won’t harm us in any way it will only help us to keep us healthy and save money and the best part is we will be helping our mother earth while helping our self.

is a cycle on four wheels. This idea came into the mind of our Managing Director Mr. Uday Thapar and he started a new company called “Crazy Bikes” and it is now in process of launching its first product called “Crazy Quad”.

Our teamat Amar Group had taken an initiative to produce a type of cycle which will provide our customer a feel of driving a car while riding a cycle.So atour work station we developed a quad cycle which

Crazy Quad is a unique cycle is it is the first cycle in India which has four wheels like a car.It displays featureslike the rider do not have to balance the quad cycle while riding it and anyone can ride it even that person

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Now coming to our product “Crazy Quad” it’s a simple cycle on four wheels which any person from a age group of 10-12 years to a age group of 60 year + can ride and the best thing of all is you don’t need to maintain balance while riding it.

As stated earlier our quad cycle is a simple bike on 4 wheels which can be ride by any one. Designed by our Managing Director Mr.Uday Thapar in November 2012 and manufactured in our company workshop.

This cycle is produced with simple bicycle parts which are used in a standard bicycle of Hero, Avon, Hercules, Atlas or any other brand. We took this decision of applying simple parts in our quad cycle because the spare of our bike would be easily available to any of our customer living at any part of the country and its repair would be cost effective to for our customers. This also made our quad bike cheaper than any other imported bicycle.

Making a quad cycle was a challenging task as we only manufactured cycle parts like mudguards, chain covers and gear case.

We started with a simple design but as the design was tested on various parameters like weight, comfort and ride. We found many flaws like the bike weight was 29 August 2013

KGS which was heavy as compare to the standard bike, this also created some comfort issue because the rider gets tired easily after ridding for few kilometers. The first model was also sleek and was closer to ground, due to it the rider faced dust and dirt problems and visibility of the rider to other heavy vehicles was less.

There was also an issue of how put brakes on quad bike as all the tires were not covered with any rod and the traditional shoe brakes needed strong support for the

brakes to be reliable. This was major safety issue for us to provide strong and reliable brakes to the quad cycle for the customer safety.

So proper modification was made to our quad cycle so these kind of problems are to be avoided in the initial stage of product development.

To get rid of these problems we redesigned the model2 more times which took time and money as more testing had to be doneafter every upgrade made to the quad cycle. It took us around10 months to properly design the model of the quad bike as we wanted that our customers do not have any riding and comfort issues.

Our company took this initiative of developing a quad bike to protect our environment and to promote awareness among the people about the usefulness of cycling in their lives and we commit to produce more of such products which will help you to stay fit and healthy but it will always be up to you to take the initiative to help yourself and our planet.

Elmo Announces New Ultra-High Current Military Servo Drives at AUVSI Newest addition to Gold Eagle family delivers 150 A, 300 A and 600 A, with operating voltages from 16 to 96 VDC. Elmo Motion Control will present its cuttingedge, ultra-high current Eagle servo drives at AUVSI 2013 in Washington DC. With ratings of 150 A, 300 A and 600 A and operating voltages ranging from 16 to 96 VDC, the newest Gold Eagle family members are specifically designed to meet the unique requirements of unmanned applications such as unmanned vehicles, turrets and other systems that require repeated power bursts for relatively long time periods.

To enhance the compact Gold Eagle package with new ultra-high current specifications, Elmo combined its proprietary power conversion technology together with an advanced pulse-width modulation (PWM) “follower” algorithm.

This is the first time such high current has been achieved in such a small militarygrade package.

“By significantly increasing the Gold Eagle power and current rates for longer times while keeping the package super-compact and easy to integrate inside any system, Elmo is offering an outstanding servo drive that is not available anywhere else.” John McLaughlin, Elmo’s US General Manager said. “We think the AUVSI is a great place to launch this achievement.”

McLaughlin added that the new servo drives were created to directly answer customer needs.

August 2013

At the AUVSI event, Elmo will also present complete motion solutions for a wide range of unmanned applications, bringing multiple benefits to systems like missile winglets and UAVs. Visitors will also be able to see the Company’s motion control solutions for applications with multiple integrated axes. Among Elmo’s products are military-grade multi-axis motion controllers that can control up to 100 servo axes in any motion scenario and are EtherCAT and CANopen compatible.

AUVSI 2013 will be held from August 13-15 in Washington DC. Elmo Motion Control is located at Booth #2701.Visitors who would like to schedule a meeting with Elmo’s experts at AUVSI are invited to contact

Elmo at: info-us@elmomc.com.

Elmo develops and markets cuttingedge servo drives and network motion controllers that deliver the complete solution for any motion-control application.

Inspiring motion since 1988 and with millions of drives performing reliably in a wide variety of industries and military applications, Elmo boosts the success and profitability of our customers worldwide.

For Elmo products in India write to RajdeepAutomation Pvt Ltd, S# 143, VadgaonDhayari, Sinhaghad Rd,Pune – 411041 Tel: +912024393755 Email: sales@rajdeep.in

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33

CHAINS

The brain of the energy chain:

Harish Bhooshan Harish@igus.in

PPDS from igus monitors trouble-free energy chain function The Condition-Monitoring-System controls shifting forces and directly intervenes if any problems occur.

A system’s standstill costs time, money and nerves. To reduce downtimes and to avoid damages, igus GmbH offers with PPDS advanced and PPDS pro Condition-Monitoring-Systems to monitor shifting forces at energy chains.

Machine stoppages can’t always be fully avoided – even with most extensive precautionary measures. When energy supply systems are open, parts or tools can fall into the chain and block the motion.

The possible consequence: Damages that require partial or complete replacement of the chain and the guided cables. In these cases to keep damages to a minimum , igus offers the appropriated “Push Pull Force Detection System” (PPDS) for such applications. igus could tremendously reduce the space requirement due to the use of state-of-theart electronic components: previous and partly clumsy switchboxes for evaluation units of shrink about 2/3 in size and price.

With it the “brain of the energy chain” now becomes cost-effective standard equipment.

Reliable prevention of damages It has been ten years since igus introduced the first PPDS. Its function: The PPDS

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monitors occurring shifting forces at energy chains. If something blocks the motion, shifting forces increase. From a firmly defined threshold value, PPDS sends a signal to the system control to stop all motors. This avoids severe damages at the energy chains and the cables. The field of application of the PPDS family starts at travels of 10 meters and reaches up to plants with travels of 500 meters and more.

Compact monitoring of the state for all sizes To monitor ways between 10 and 100 meters, the especially cheap PPDS basic is part of the igus program since 2012.

It registers shifting forces via two small sensors that are located between the connecting element of the energy chain and the towing arm. The evaluation unit PPDS.EU.01 displays the forces, records occurring exceedance of the limit values and in case of emergency – sends the signal to the machine control. A complete system

inclusively sensors, evaluation unit and connection cable is available from stock.

For travels of 100 meters and more, the floating moving ends are used to compensate lateral tolerances during the floating end drive. For this purpose igus provides the PPDS advanced with a special sensor variant. This allows reliable monitoring of shifting forces also in this case. In the heavy-duty area with its very long travels and high additional loads, igus offers the PPDS pro.

It is particularly designed for the application, controls shifting forces on the basis of position dependent limit values.

Previously an evaluation for the systems advanced and pro, clumsy switchboxes were used, whereas today thanks to smart electronics, a compact unit of the protection class IP65 – smaller than a DIN A4 sheet – overtakes this task.

For further details visit www.igus.in August 2013

MANUFACTURING IT

CANblue II

CANblue II Transmit CAN data quickly and reliably via Bluetooth. The robust, secure solution for wireless CAN communications, specifically for industrial applications IXXAT offers a universal bridge, gateway, and PC interface solution for the wireless networking of CAN components and systems in a new and improved version.

With three modes provided, the user can now adapt data communications optimally to the specific application in terms of latency, data throughput, and fault tolerance. In SHORTEST_LATENCY mode, latency times averaging 4 ms can be achieved, while QUICKEST_CONNECTION mode permits secure data transmission even in CAN systems running at 1 MBit/sec and 100% bus load.

A typical application for CANblue II is the wireless connection of CAN segments via Bluetooth and wireless system access using a notebook or handheld service unit. However, areas where an extremely reliable connection is required, such as the networking of rotating or mobile system parts, can also be implemented using CANblue II. Thanks to the use Bluetooth technology, built from the ground up on encrypted transmission mechanisms that are resistant to external interference, CANblue II is perfect for this kind of application.

Bluetooth’s FHSS process, also used in CANblue II, changes the frequency at which messages are transmitted about 1600 August July 20132013

times a second. If one of the 79 channels used experiences interference, this fault is detected and the message is resent in another frequency range. The available bandwidth thereby is used very sparingly, so that multiple different Bluetooth systems can work in parallel without noticeably interfering with one another.

The problems caused by overlapping WLAN systems and the limited number of WLAN channels, also considering the required channel spacing, is nearly unknown in Bluetooth. Even WLAN systems overlapping with Bluetooth in the immediate vicinity only interfere with the operation of the Bluetooth network to a negligible extent, since only a few of the 79 Bluetooth channels overlap the WLAN frequency band. Thus at most the transmission performance of an overlapping system, whether WLAN or Bluetooth, may be reduced due to the message retransmissions required.

Used as a bridge, CANblue II units transmit their data transparently over the secure Bluetooth connection. In addition to pure CAN applications, this permits applications to be implemented using higher protocols (CANopen, DeviceNet, SAE J1939) and customer-specific protocols. For use on the PC a powerful Windows driver is available.

Applications based on other operating systems (e.g. Android, Linux, INtime, QNX) or customer-specific hardware can be implemented using an open ASCII protocol. There is also an Android sample implementation available.

Its broad power supply voltage range of 9 to 30 VDC, compact construction, and fastening holes in the housing all simplify the integration of the device into existing systems. The CAN interface is implemented in compliance with ISO 11898-2 and has a DSub 9 connector that meets the requirements of CiA 303-1. Upon request, the CANblue II can also be provided in an IP67 variant.

The CANblue II is available with an internal or external screw-on antenna that supports transmission distances of up to 300 meters, depending on spatial conditions.

The radio signal quality can be read out using Bluetooth to monitor the connection quality.

Last but not least, the CANblue II is available at an extremely low price, making it attractive for a wide variety of applications.

You can find further information about CANblue II at www.ixxat.com.

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35

MEASURING

High Resolution Imaging Helps to Cut Costs Consisting of just two cameras and lower cost than the competition, R-TECH´s visual inspection system is used by PSA (Peugeot S.A.) to inspect the car door panels of its Peugot 508 sedan.The door panels for PSA´s Peugeot 508 are manufactured on semi-automated lines. Three operators working on four different lines assemble components that are then welded together.

IThe front and rear doors of each Peugeot 508 have 24 different options. Door handles, inserts, power-window buttons, speaker foam, cloth, plastic-coated fabrics and leather are fitted and protected with plastic film. The only things not yet assembled are the sill lights and wiring.

The doors are then inspected by a vision system, particularly since their components are fitted by hand. Cost and quality considerations make this system a must.

Not only must it check the placement of door components, it must also have sufficient resolution to be able to spot differences in the door covers - like the slightest difference between plastic-coated fabrics, (artificial leather) and natural leather - and distinguish between different colors and stitching.

A number of companies offered systems with three cameras on each side. However,

R-TECH, a firm based in the southeastern French town of Marignier, designed a system with a total of just two cameras and a much lower price tag.

“We believed that we could deliver the necessary results with just one Keyence camera on each side,” explains R-TECH Director Nicolas Galmiche. “No other solution on the market can match Keyence´s performance in terms of resolution and processing speed.”

R-TECH chose Keyence´s CV-5000 Series vision system. With its 5 megapixel resolution (2432 × 2050 pixels - 61 ms processing time), this model is unique to the market. CV-5000 Series models are controlled by a high-speed color image processing engine and a high-speed RISC (reduced instruction set computer) CPU. Both are supplemented by two DSPs (digital signal processors) designed specifically for image processing. These

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four processors are used to achieve specific processing and attain the fastest processing speed possible.

Detection was also complicated by the fact that the interior sides of the car doors contain openings and an LED. R-TECH designed a specific lighting system that solves this problem. First, it illuminates both doors, one side at a time. The captured images are then filtered to black and white. Then the light is shut off so that the vision system can easily detect the LED. As a result, the inspection is reliable and successful each time.

“The other advantage for both us and our customer is that we worked with an existing vision system. There was no custom development involved and our customer has a non-proprietary solution,” says Galmiche.

The barcode on each door is scanned by

August 2013

Keyence camera and high-resolution lens

a reader that sends this information to the vision system via Ethernet so that it can perform the necessary checks. The information is then fed to the company´s central quality control system. With only around 12 seconds in which to perform the entire set of checks, time is of the essence.

“The Keyence camera has no problem keeping up with this rate,” says Galmiche.

PSA´s plant uses a JIT production system in which the time between electronic order and delivery on its lines is just 3 hours. The vision system has been operating flawlessly since being installed in early 2010.

Already a leader in vision system technology, Keyence is now also a leader in vision system software with a completely revamped offering thanks to the CV-5000 Series Second Edition.

Keyence´s software offering features processing functions that stand out for their stability in varying conditions, speed, and ease of use. For example, the

August 2013 2013 August

ShapeTRAX tool ensures stable detection without being influenced by ambient light or shaded areas on targets. ShapeTRAX is a powerful positioning tool that is easy to set up regardless of the target. The new ShapeTRAX function is ten times faster than conventional positioning tools and ensures repeatability of 1/40th of a pixel.

“We´re completely satisfied with how Keyence has revamped its software solutions. The system is very intuitive, capable of displaying completely in French, highly reliable, and the new filters really are very useful.”

“It´s worked out great and we´re considering deploying it at PSA´s other sites,” says Galmiche.

Based in the heart of the Arve Valley in France´s Haute-Savoie region, R-TECH offers many turnkey solutions. It uses its industrial experience and organizational structure to create comprehensive applications that meet the specific

requirements of its customers. Its automation and mechanical solutions are designed and manufactured in-house.

R-TECH deploys its solutions in France, Spain, Slovakia, Belgium and Germany (www.r-tech.pro). For further details do visit www.keyence.co.in/CV5PR

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37

AUTOMATION

Thermography Applications Predictive maintenance applications for thermography are endless.The following are just a few examples of what infrared could do in your facility today.

Building Diagnostics Infrared cameras can also provide usefuldata in building maintenance studies. Applications involving plant structuresinclude issues related to heating andcooling the building. Building envelopestudies can be conducted in order todetect and analyse heat losses.

Steamgeneration and distribution systems canbe monitored for clogged passages andopen steam traps. Even undergroundsteam lines can be viewed so that leakscan be detected.

Evaluation of built-up roofing systems forwater leakage is also a common application.Water retains the heat longerthan the rest of the roofing material andcan be easily detected with a thermalimaging system at night after the rest ofthe roof has cooled down.

Tremendoussavings result when wet areas of a roofcan be repaired rather than replacing theentire roof.

Underfloor heating

Single pane window among double panes

Leaking valve

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Hot spots due to bad insulation

Petrochemical Installations Infrared thermography is a familiartechnique in the petrochemical sector.These industries consume high amountsof energy and place severe demandson their equipment and facilities.Infrared camera systems provide rapidand accurate diagnoses for furnacemaintenance, refractory loss management,tank level verification, condenserfin diagnosis, etc.

Insulation breakdown

Water ingress on a flat roof

Paper Industry The process of producing paperdepends upon a series of exactingsteps to assure quality product output.Therefore, apart from the typicalelectrical and mechanical inspections,infrared is also used to monitor variousphases of the actual paper manufacturingprocess. Infrared provides valuableinformation about one of the mostdifficult parts of the paper manufacturingprocess: the drying stage.

Electrical Systems Thermographic systems are commonly usedfor electrical inspections. Any resistance toelectrical current causes an increase in temperature.This increased temperature canthen cause components to fail, potentiallyresulting in unplanned outages and injuries.In addition, the efficiency of an electricalgrid becomes low prior to failure, thusenergy is spent generating heat, causingunnecessary losses. If left unchecked, heatcan rise

August 2013

to a point that connections meltand break the circuit. This can result infire.

35% of all industrial fires are createdby electrical problems resulting in losses of300.000.000.000 euros per year.

Besides loose connections, electricalsystems suffer from load imbalances, corrosion,and increases in impedance tocurrent. Thermography can quickly locatethese hot spots, determine the severity ofthe problem, and help establish the timeframe in which the equipment should berepaired.

It is very useful when inspectingindoor components such as motor controlcentres, breaker panels, disconnectswitches, and transformers. Additionally,outdoor components, substations, switchgear,transformers, and outdoor circuitbreakers can be inspected quickly andefficiently with thermal imaging.

Suspected roller

Faulty fuse connection

Oxidation of high voltage switch

Loose connection

Incorrectly secured connection

Mechanical Systems

monitorproduction processes.

In many industries, mechanical

If you would like more information

systemsserve as the backbone of

aboutinfrared for Predictive Maintenance

operations.Typically, when mechanical

orother applications, do write to

componentsbecome worn and less

FLIR, 1111, D Mall,NetajiSubhash

efficient, the heatdissipated will increase.

Place,Pitampura,Delhi- 110 034 Tel:

Most mechanicalsystems will also heat

+91114560 3555 Visit: www.flir.com

up if there is improperlubrication or misalignment.

Consequently, the temperature of faultyequipment or systems will increase rapidlybefore failure. Typical mechanical systemsmonitored in a predictive maintenanceinfrared program include bearings, motors, pumps, compressors and conveyor systems.

Thermographic data can be an

Overheated bearing

invaluablesource of complimentary

Inspections of rotary cement kilns

information tovibration studies in this area of equipmentmonitoring. Electric motors can beobserved for brush contact-wear and armatureshorts, both of which typically produceexcess heat prior to failure but remainundetected with vibration analysis.

Other Applications The applications for infrared go wellbeyond Predictive Maintenance.

Infraredis also commonly used in Research

Overheated windings in a motor

August 2013

andDevelopment and to continuously

Inspections of rotary cement kilns

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MARKING

The Laser L-Box – A Logical Choice!

The Laser L-Box is a compact and very easy to use marking system that fits easily on a workbench. Equipped with an Ytterbium-doped fiber laser source, its power allows it to produce high-contrast markings in milliseconds! It is designed so that users with a minimum of training (laser safety training) in this technology can operate it intuitively. Cost-effective and versatile, it is intended for industrial traceability and identification applications as well as for producing distinctive markings (logos, designs, etc).

Engineered with robust components, it can produce markings at high rates with extremely low operating and maintenance costs in any industrial environment. The lifetime of the pumping diodes allows up to 100,000 hours of laser operation.

The Laser L-Box marks metals of all types (including steel, aluminum, stainless steel and titanium), composites, ceramics and most plastics (depending on the base material, additives and pigments). The viewing window and interior LED lighting allow easy monitoring of marking operations.

The Laser L-Box features many options: -Rotary D-axis -Motorized Z-column station for series marking and good ergonomics -Custom-welded support frame -Slide or turntable station for series marking The Laser L-Box features a one-piece design: the beam is generated by the highly compact source then delivered through a fiber optic cable extending all the way to the part via the galvanometer head and lens. Unlike with the previous generation of laser-marking machines, no optomechanical adjustments are needed.

General technical specifications: - Marking window: 100 × 100 mm (170 × 170 mm optional) - Maximum part height: 235 mm

- Maximum part length (operation with door closed): 500 mm - Possibility of open-door marking for parts measuring over 500 mm in length: trained personnel wearing PPE and working according to instructions - Working table: 369 × 450 mm Optimized footprint: 504 × 765 × 780 mm Laser specifications: Ytterbiumdoped fiber technology.

Output powers of the available source: 10, 20, 50 and 100 W (peak power: 10 kW) Repetition frequency: 20–200 kHz (pulsed mode) Beam wavelength: 1064 nm Length of clad optical fiber: 3 m Display of marking location: laser pointers Software specifications: Windows-based software for editing and creating marking files. Markings fully configurable via the software for extremely easy customization of markings. Marking of alphanumeric characters (wide variety of fonts, all .ttf fonts), logos, images, barcodes, data matrix codes.

Intuitive programming interface - Windows-based

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- Multilanguage: French, English, German, Chinese (addition of other languages possible for custom requests) - Complete file editor (editing via keyboard and mouse) - Wide range of flexibility in assigning laser parameters (sweep rate, frequency) to entities - Import and management of files in Windows formats (.bmp, .plt, .dxf, .ai, .svg, etc.)

- Marking of 1D and 2D (data matrix) codes - All .ttf marking fonts - Integrated database functions For further details write to Purshotam Co Pvt Ltd, 8 Lyons Range, 1st Floor, Post Box # 2005 GPO, Kolkata - 700 0001 Tel: + 91 33 22434941 Email: sales@purshotam.com Visit: www.purshotam.com

August 2013

MACHINE TOOLS

Special Program for Micro Cutting Toolholding Systems No matter where toolholders are used: mold making, dental technology, medical tech-nology, clock- and jewelry industry the number of high-precision applications in the field of micro cutting has enormously increased in the past few years. Since conventional clamping systems most often reach their limits, SCHUNK, the competence leader of clamping technology and gripping system has enlarged its precision toolholder program for micro cutting. New interfaces and a higher degree of standardization will help the user increase process reliability and efficiency of demanding precision applications.

SCHUNK developed and patented their TRIBOS polygonal clamping technology which was specifically made for micro cutting. At a true-running and repeat accuracy of less than 0.003 mm at an actual clamping length of 2.5 x D,and a balancing grade of G 2.5 at 25.000 rpm, the HSC-compatible toolholders of the TRIBOS family measure up to highest stan-dards.

They are suitable for every tool shank of h6 quality, and depending on the type, they were tested at up to 205.000 rpm.

Since the mountings have no moving parts, they are mechanicallysound, and therefore clamping is almost maintenance and wear-free. Even after several thousand clamping cycles no material fatigue occurs.

This is a decisive advan-tage towards other clamping technologies, where the truerunning accuracy diminishes in the course of time. Since a hydraulic clamping device is used, tool change with the TRIBOS can be done in a few seconds.

users have recognized that the high absolute accuracy, dynamics, and the excellent rigidity and damping values of TRIBOS help to achieve best surface qualities and long tool lives. It is our aim to enlarge our standard program in one single step as far as possible so that most of these enquiries are covered right from the start.”

And the results tell its own story: The TRIBOS-Mini which has been designed for rapid micro applications, will be soon available for the trend-setting high-speed Mold making : In the mold making industry the spindle interface HSK-E 20. The TRIBOS-RM is used for present-ing fine structures newly standardized interface achieves very precisely. an excellent precision at high speeds, which many steep taper interfaces products, SCHUNK has enlarged its cannot keep up with. Moreover, its program so that, many former spe-cial special requirement is lower than of solutions are now standard products. the HSK-E 25 interface. Particularly for Therefore they can be ordered faster and highly efficient 5-axis machining, SCHUNK more efficiently. TRIBOS-Mini with ø 1 mm, High performance for 5-axis machining offersthe robust TRIBOS-RM version with 1.5 mm, 2 mm, 3 mm, 4 mm,6 mm and 1/8’’ an extended L1 dimension of 78 mm. The will be standardized, as well as the robust “With the special program for micro overlong high performer is versatile in TRIBOS-RM with ø 3 mm, 4 mm ,6 mm, 8 cutting SCHUNK has responded to use: in addition to direct clamping, it is mm, 10 mm , 12 mm and 1/8’’. In addition the strongly in-creasing demand“, also suitable for clamping smaller shank to the available interfaces HSK-A 25, -A 32, said HeinoldKostner, Head of Product diameters. In this case they are combined -A 40, -E 25, -E 32, -E 40 both mountings and Portfolio Management Clamping with the standardized intermediate will be also offered for HSK-E 20, HSK-F Technology at SCHUNK in Lauffen. “Many sleeves GZB-S. In order to 32, BT 30,and SK 30 in the future. In the ensure precise machining in field of dental technology it is important areas which are difficult to that no chips or grinding dust seep into access, the mounting can the mounting or spindle. For this purpose, be also combined with the SCHUNK will continue to offer highstandardized tool extension precision mountings in a sealed version.

TRIBOS-SVL Mini.In the first The SCHUNK program also includes handy step, the universal 5-axis and cost-efficient clamping devices, expert is available for which quickly allow a process reliable tool interfaces HSK-A 32, HSK-A40, change.

HSK-E 32 and HKS-E 40, and they have a shank diameter Visit SCHUNK at the EMO Show in of 12 mm.

Hannover, Hall 3, Booth H21 from September 16 - 21, 2013 Further interfaces Operation SVP-Mini : The SVP-Mini ensures a For Further details visit : process-reliable tool change in no time at all.

Beside the two new www.in.schunk.com July 20132013 August

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WELDING

Angelo Bonotti

Cutting-Edge Robotic Welding Automation Technology

tiesserobot@tiesserobot.it

TIESSE ROBOT SPA, Italy, a leading company with over 30 years of experience in the robotics industry, intends continuing its development and expansion policy on international markets, on which the company presents consolidated know-how and constantly updated technology. The company is Uni En Iso 9001/2000 certified and has been recognized as a “Research Laboratory�, entered in the register of the Ministry of Industry and contemplating for its customers access to the opportunities provided by applicable regulations on technological innovation.

The company recently obtained orders for automated plants in two major areas, which represent countries that will best offer investment opportunities in coming years - Russia & the Indian Subcontinent.

Robotized Welding Plant for Railway Wagon Chassis Tiesse Robot spa has supplied a major Russian group, manufacturer of railway wagons for the transport of Ore, with an arc welding plant which represents the first of a series of similar investments by the buyer.

The plant in question will be used to weld the sturdy chassis of the railway wagons which transport ore and is made up of an impressive portal, with two triple-axis carriages each bearing a KAWASAKI FA06E welding robot.

The carriages run on an overhead rail with a working stroke of 23 m, and each carriage features two axes which allow additional movements in direction Y and direction Z, for strokes of 4000 and 1500 mm respectively.

This enables the robots to cover the volume relating to a chassis with a length of 18500 mm and a width of about 3000 mm. The chassis is in turn supported by a positioning device, which enables it to be rotated by 360 degrees, having a capacity of 20 t, necessary to withstand the weight of the chassis and the relative positioning equipment.

The lathe positioning device, which has a rolling diameter of 3200 mm, features a mobile tailstock to enable the lathe to adapt to the various chassis configurations.

The robot and positioning device movement axes are interpolated with the movement of the robot itself and therefore

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controlled by the robot movement controller.

The supply also comprises a positioning device similar to that previously described, to be used for chassis preparation operations (pre-welding), before this is transferred to the robotized welding station. The welding units are FRONIUS and the island is fully controlled by PROFIBUS NETWORK. Technologies of this type have already been supplied by Tiesse Robot spa to the container, truck platform and compactor manufacturing industry.

At the time the system was put into production, further plants had already been optioned for welding all the other parts of the railway wagons, which enables us to appreciate how strategic the goods and passenger transport sector is in countries where distances are great and in which new transport infrastructures are being built.

Earthmoving Machinery Robotized Welding Plants Another particularly lively market is India, especially in the earthmoving machinery sector, such as excavators and the like.

For Tiesse Robot spa, business started in this sector in 2012, with supplies made to a major international group operating worldwide, including in India. These consisted in a first series of robotized plants suitable for welding the so-called main-frame, booms, and dippers which are the main structural elements of these

machines.

terms of economic investment.

In particular, the boom and dipper welding plant features the use of a KAWASAKI Fa06E robot mounted on a revolving column, which enables the robot to work on two opposing lathe stations with a 3600 mm gap between plates, a rotatable diameter of 1500 mm and a capacity of 1000 kilos, on which are mounted the prewelding booms in external stations. In this case as well, all the movement axes of the positioning device and of the column itself are interpolated with the robot system, providing extremely flexible operation.

It should be noticed that the mentioned solutions also represent a good balance in

The second Main-frame welding plant on the other hand uses a KAWASAKI Fa06E welding robot hung on a column moving on a rail with a stroke of 13 metres, which thus enables the robot to work on two stations, with lathe positioning devices each having a capacity of 2000 kg, rotatable diameter of 2500 mm and an approx. 4200 mm gap between plates. These positioning devices also feature a mobile tailstock to be able to adapt to the various dimensions of the main-frame. Such configuration permits covering all the area of the piece to be welded. The welding devices also equip the previously-described Fronius island and both systems feature a ServoRobot Laser sensor required to detect the start-of-welding positions of the various joints acting without contact and thereby minimizing the search times compared to a traditional heading-technology.

The Customer, evidently more than satisfied with the work done by Tiesse Robot spa, is thinking about implementing further robotized plants in 2013, for welding other Earthmoving machinery components.

Tiesse Robot on Emerging-Country Markets The economic growth of the emerging countries requires industry manufacturers to produce large numbers of cargo handling industrial vehicles.

Ever since it was first established, Tiesse Robot spa has been strongly exportoriented. The company is well-rooted

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acquired, a re-analysis is made together with a project manager, to draw up final technical specifications, a functional test is performed and start-up is made in the customer’s facility with relevant instruction courses. The service is completed with installation backing.

Company philosophy can be summed up in a number of key concepts such as investment foresight, professional staff, room for research, project flexibility. Tiesse Robot spa makes robotized applications covering all production sectors, from Agricultural Industries to Earth Moving Equipment manufacturers, Aero space parts to Transportation, Furniture Industries to Automotive, Aluminium Foundries, Handling and Palletizing, including the Food and Pharmaceutical Industries. abroad thanks to the controlled companies Tiesse Brazil in Brazil, Tiesse Robotic Deutschland in Germany and Tiesse Praga in the Czech Republic.

Tiesse Robot spa towards its philosophy to cater the most trusted services to its valuable Indian customers had entered the market in association with Automation India Welding Technology Pvt Ltd (AWL), so that the services are provided through the Indian technicians. Necessary technical assistance are provided to the customer by trained technical personnel, who in turn offer Technical Training to the customer and manage spare parts locally.

after-sales assistance, which includes an in-depth analysis of customer requirements, feasibility study and possible solutions, the execution of which is entrusted to the Research & Development Division. Once an order has been

For further details write to Weld India Consultancy Pvt Ltd, M-69, LGF, Greater Kailash 2, New Delhi 110048 Tel: +91 11 29212931 Mobile : +91 931 129 9930, 981 119 9930 Email: weldindia@gmail.com

AWL is providing technical Sales & Services for comprehensive before and after-sales service.

Tiesse Robot spa, a company that has always been closely focused on newmarket changes, in past years has turned its attention to INDIA, where, thanks to a broad range of technologies, it has been able to present to leading local manufacturers of trucks and trailers its robotized technologies for the construction of the parts required to make such industrial products.

Tiesse Robot spa, the company, established in 1976, has supplied over 5000 robot and robotized plants. In 1992 it entered into a joint-venture with the Japanese giant Kawasaki, the Twentieth anniversary of this agreement having been celebrated in 2012.

One of Tiesse Robot’s strong points is

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August 2013

MART UPDATE

EMO-Highlights from DMG MORI SEIKI CELOS, the new uniform design, 18 world premieres and 95 high-tech exhibits on 10,237 m² demonstrate DMG MORI SEIKI’s leading role in innovation in metal cutting machine tool manufacturing. The exhibits are accompanied by DMG MORI SEIKI’s comprehensive Life Cycle Services, including a number of efficient automation solutions live in action. Furthermore, there will be focus areas on different industry sectors, including automotive, aerospace, medical and power engineering.

CELOS – From idea to finished product CELOS from DMG MORI SEIKI simplifies and accelerates the process from idea to the finished product. CELOS APPs enable integrated management, documentation and visualisation of job, process and machine data. CELOS is compatible with PPS- and ERP-Systems, can be linked to CAD/CAM software and is open to future CELOS APP expansion.

At EMO, there will be 12 CELOS APPs available. For example, CELOS apps such as the “JOB MANAGER” or “JOB ASSISTANCE” support the user with the network-integrated planning, management preparation and systematic processing of jobs (with workpiece, equipment and NC programme).

CELOS from DMG MORI SEIKI with 21.5“ ERGOline® is available with SIEMENS und MITSUBISHI. 15 machines in the new DMG MORI SEIKI design The new uniform DMG MORI SEIKI design demonstrates the company’s consistently high quality standards. Visitors can experience the advantages of the new design on 15 high-tech machines, which excels through improved functionality, user-friendliness and value retention.

Improved functionality • Maximum view into the work area for greater control of the machining process.

• Improved functionality: i.e. dismantling of the safety glass from the outside.

User-friendliness • CELOS by DMG MORI SEIKI: ERGOline® Control with a 21.5” multi-touch screen and uniform interface.

• Adjustable display and keyboard for an ergonomic work position.

• SMARTkey® for personalised operator authorisation and customised access privileges to the control and machine.

July 20132013 August

Value retention/ Longlife-surfaces • Premium range for fine structure, resulting in greater scratch resistance and protection against damage.

In addition to all of the technical features, in the future users will also be able to select DMG and MORI SEIKI machines from two machine designs in “BLACK” or “WHITE” at no additional cost.

The 18 world premieres from DMG MORI SEIKI Turning Technology Three world firsts in the new DMG MORI SEIKI design complement the successful NLX series at the EMO exhibition. Since its introduction to the market in 2010, DMG MORI SEIKI has already sold more than 2,500 units. The NLX series offers users maximum performance, flexibility and reliability. The cooling system integrated in the machine bed further boosts its thermal properties. The slideways in all axes are the perfect basis for high-performance turning applications.

Milling Technology

DMG MORI SEIKI’s DMC 85 FD monoBLOCK® complements the successful series of universal monoBLOCK®-machines.

With 5-axis simultaneous machining, pallet changer and mill-turn technology, the DMC 85 FD monoBLOCK® is one of the most versatile machining centres. The compact machine has a footprint of only 22 m².

Workpieces of up to 600 mm in height, a diameter of 800 mm and weighing up to 800 kg can be processed. The DMC 85 FD monoBLOCK® features a standard 18,000 rpm spindle. The FD swivel round table offers rpms of up to 800 min-1 for demanding turning operations, as well as a swivel range of +/- 120° for complex milling tasks.

ECOLINE CTX 450 ecoline | CTX 650 ecoline – The new compact machines for chuck sizes of 250 mm and 400 mm with 3D control technology SERVICES - UNO 20 I 40 – Unique high-tech features for entry-level tool presetters Visit www.dmgmoriseiki.com

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Delta Rolls Out the Ultron HPH Series UPS Best-in-class power protection with maximum power and cost efficiency Delta Group, a world-leading energy saving solutions provider, announced the launch of its new Ultron HPH Series UPS. With power ratings of 20/30/40kVA, the Ultron HPH Series offers true online double conversion UPSs that provide best-in-class power protection with a combination of maximum available power, unbeatable energy efficiency and superior power performance. The Ultron HPH Series is ideal for small datacenters as well as industries involved in factory equipment, communication systems, computer network systems, medical treatment systems, monitoring systems and more.

Today the overall power factor of loads, especially IT equipment, exceeds 0.9 or even closer to 1. While computer loads have been approaching unity power factor in recent years, many UPS systems are still being manufactured with 0.8 or 0.9 power

“Featuring best-in-class power performance and efficiency, assured reliability, greater flexibility and easy manageability, the Ultron HPH series UPS is the best business investment you can make for the continuous operations of mission critical applications.”

Suhas Joshi Director, Delta Power Solutions.

factor ratings. Adopting Delta’s innovative technology, the Ultron HPH was designed to work with latest-generation Information Technology equipment tomeet the need for higher power capacities in small spaces.

The Ultron HPH features fully rated power (power factor=1, kVA=kW) to maximize power availability without de-rating the UPS, and therefore it offers less $/kW to further benefit capital and operational expense savings.

The Ultron HPH series UPS delivers fully rated power that provides the maximum power capacity to the load, along with leading power efficiency of up to 96%

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(up to 99% efficiency in ECO mode), input power factor > 0.99, and low harmonic pollution (iTHD< 3%).

Best-in-Class Power Performance and Efficiency Aiming to achieve unbeatable power performance and efficiency, the Ultron HPH is designed with leading power efficiency of up to 96%, and low harmonic pollution (iTHD< 3%). The Ultron HPH also provides an ECO mode of operation to enable increased efficiency of up to 99%.

The increases in UPS efficiency can quickly result in significant savings for operational costs. We are proud that Delta can help customers overcome the pressure of energy costs for their growing businesses.

Designed for assured reliability The Ultron HPH has a wide input voltage range of -40% to + 20% to cope with harsh utility conditions, seamlessly providing a stable power supply to the load. Other features that ensure system reliability include DSP based technology which enables reduction in the number of electronic components to lower the failure rate, and a fail-safe design for the control mechanism which eliminates single-point failure. The Ultron HPH also offers a builtin manual bypass to ensure continuous power to the load even if the UPS is under maintenance. The Ultron HPH guarantees higher reliability to protect your critical operations.

August 2013

Third HaasTec heads north to Manesar Haas Automation has announced that its successful series of HaasTEC events in India will continue this year on 16th – 19th October, when thousands of visitors are expected to come and witness the latest CNC machine tool technologies in action.

After a debut event in the south of the country at Chennai, and the 2012 Open House in western India at Ahmedabad, this year HaasTec heads north to Manesar near New Delhi.

Located near Gurgaon, just a few kilometres southeast of New Delhi, Manesar is one of the fastest growing townships in India. It has already become an important manufacturing hub, especially

“There are several thousand CNC machine shops located in and around Manesar, and many of these exploit the benefits of Haas CNC machines to make critical parts 24 hours a day. We already have over 5000 Haas CNC machines working throughout India and we are looking to increase our penetration even further with events such as HaasTEC.” Terrence Miranda Managing Director, Haas Automation India for the automotive industry, with leading vehicle manufacturers and supply chain companies situated nearby. Also located here is the local Haas Factory Outlet (HFO), a division of CNC Servicing and Solutions India Pvt Ltd – the venue for the HaasTEC Open House 2013.

India marketing coordinator, Ms. Melita Furtado. “Around 1700 attended the Ahmedabad HaasTEC, but we’re expecting around 4000 in Manesar, where visitors will find a wide selection of Haas machines on display for applications ranging from highspeed milling to multi-axis turning.”

“The feedback we received from the first two HaasTEC events was tremendous, and we’re anticipating even greater success this time around” says Haas

Visitors to HaasTECManesar will see many of the company’s latest generation CNC machine tools, such as various configurations of Y-axis CNC lathes that

Greater flexibility Achieving greater flexibility by supporting a wide choice of configurations makes the Ultron HPH the best fit for your application needs. The Ultron HPH can be configured as N+1, standalone, hot stand-by and more.

Without requiring extra hardware, capacity expands up to 4 units (up to 160 kW).

The adjustable charging current and battery voltage help to adapt to different types of batteries, and a flexible arrangement of battery quantity optimizes battery investment. The Ulron HPH Series offers the right features to meet your August 2013

specific requirements.

Smart management solution Boasting easy manageability, the Ultron HPH with the latest Delta UPS management software UPSentry 2012 &ShutdownAgent 2012 allows users to remotely monitor and manage UPSs through a web-based interface. The Delta UPSentry 2012 &ShutdownAgent 2012 also support the graceful shut down of multiservers in various operating systems and virtual machines to prevent possible data corruption.

include the DS30Y dual-spindle and ST-20Y single-spindle models. Also on display will be the EC400 horizontal machining centre and the best selling DT1 drill/tap machine, as well as VF-2 and VF-4SS super speed vertical machining centres.

Visitors wishing to attend the HaasTEC event at Manesar can pre-register at www.HaasCNC.com/openhouse from the 1st September to the 5th October, 2013.

The new Ultron HPH Series from Delta is a complete solution that serves the power security requirements of a wide range of businesses with its maximum available power, unbeatable energy efficiency and superior power performance features.

The Ultron HPH not only provides the benefit of a stable power supply, but also offers cost-effective power protection and provides the best investment for your evergrowing business.

More information about Delta MCIS products can be found at: www.deltapowersolutions.com www.martonline.in

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HeavyDuty encoder EEx HOG 161 now compliant to IECEx standard EEx HOG 161 is the youngest BaumerHeavyDuty incremental encoder in explosion-proof design with IECExcertifcation in device category 2 G. The encapsulated, pressure-proof device for enhanced safety is compliant to both ATEX Directive 94/9/EG for potentially explosive atmospheres (II 2 G Ex d e IIC T6 Gb) and IECEx scheme (Ex d e IIC T6 Gb) and this way allows for deployment in anyone of the 30 countries worldwide that have adopted the IECEx standard.

In particular manufacturers of exportoriented equipment benefit from the international certification.

The encoder operates on the optical sensing technique and depending on the product variant provides 250 to 2.500 impulses per turn. Inner through-hollow shaft diameters from 30 to 70 mm, high bearing load capacity of 650 N radial and 450 N axial ensure maximum service life.

The robust housing will reliably protect the encoder against adverse ambient conditions and the large terminal box enabling four different mounting positions

will considerably ease electrical installation.

The Baumer Group is an international leading manufacturer and developer of sensors, encoders, measuring instruments and components for automated image-processing. Baumer combines innovative technology and customer-oriented service into intelligent solutions for factory and process automation and offers a uniquely wide range of related products and technologies.

With more than 2,500 employees and production plants, sales branches and agencies in 36 subsidiaries and 18 countries, the family-owned company is always close to the customer.

Industrial clients in many sectors gain vital advantages and measurable added value from the worldwide consistency of

Baumer’s high quality standards and its enormous innovative potential. For further information, visit www.baumer.com on the internet.

For further details write to Baumer India Pvt Ltd, 201, C3-Building, Saudamini Complex, Bhusari Colony, Paud Road, Kothrud, Pune - 411038 Tel: +91 2025286833 Email: sales.in@baumer.com

Custom-tailored drive units for baggage handling NORD DRIVESYSTEMS designs individual, low-maintenance drive solutions for baggage handling systems. The international manufacturer has already equipped numerous airports throughout the world in locations as varied as Hamburg, London, Johannesburg, or Taipei. The drive expert’s dedicated internet portal – http://airport.nord. com/ – provides a concise presentation of solutions for the industry.

NORD’s economic drive systems are based on efficient 2-stage helical-bevel geared motors that are especially easy to handle due to the lightweight gearbox design.

In addition, NORD offers an electronics program featuring uniform operation across a differentiated, but manageable model range. Airport drive solutions include horizontal conveyors e.g. for

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check-in areas that perform simple start-stop operation as well as drives with high overload capability and brake management to propel incline conveyor belts and vertical conveyors.

Economic motorintegrated frequency inverters ensure high dynamics and precision in lifting and sorting tasks.

Basic screw and plug connections are all that is necessary for a very comfortable installation of these drives.

NORD’s fast and expert customer service supports airports and OEMs in the planning

phase and throughout delivery, assembly, and regular maintenance.

For further details visit www.nord.comYou can also write to Jyoti Mishra, NORD DrivesystemsPvt Ltd, 282/2, 283/2, Village Mann,Tal. Mulshi, Adj. Hinjewadi MIDC II, Pune 411057 Email: jyoti.mishra@nord.com

August 2013

THE LAST LEAF Dear Readers, Innovation is the need of the hour. The global manufacturing remains critically important to both the developing and the advanced world. In the former, it continues to provide a pathway from subsistence agriculture to rising incomes and living standards. In the latter, it remains a vital source of innovation and competitiveness, making outsized contributions to research and development, exports, and productivity growth. However, it is now emerging into a new environment.

Manufacturing is entering a dynamic new phase. As a new global consuming class emerges in developing nations, and innovations spark additional demand, global manufacturers now have substantial new opportunities—but in a much more uncertain environment. In its new evolution, manufacturing continues to grow globally – it now accounts for 16 % of GDP and 14 % of employment. Today, service inputs (everything from logistics to advertising) make up an increasing output of manufacturing activity. Its content varies from 19 % in USA to about 50 % in some industries where service roles such as R & D and office support staff are important.

Considering the entire manufacturing divided into various discrete segments, the largest segment by output (gross value added) includes industries such as autos, chemicals, and pharmaceuticals. These industries depend heavily on global innovation for local markets they are highly R&D intensive—and also require close proximity to markets. The second largest segment is regional processing, which includes industries such as printing and food and beverages. By 2025, a new global consuming class will emerge, and the majority of consumption will take place in developing economies. This will create rich new market opportunities. Meanwhile, in established markets, demand is fragmenting as customers ask for greater variation and more types of after-sales service. A rich pipeline of innovations in materials and processes—from nanomaterials to 3-D printing to advanced robotics promises to create fresh demand and drive further productivity gains across manufacturing industries and geographies (Courtesy : mckinsey.com).

A critical challenge for manufacturers will be to approach footprint decisions in a more nuanced way. For policy makers, supporting manufacturing industries and competing globally means that policy must be grounded in a comprehensive understanding of the diverse industry segments in a national or regional economy, as well as the wider trends affecting them. Two key priorities for both governments and businesses are education and the development of skills. Companies have to build their R&D capabilities, as well as expertise in data analytics and product design. They will need qualified, computer-savvy factory workers and agile managers for complex global supply chains. In addition to supporting ongoing efforts to improve public education—particularly the teaching of math and analytical skills—policy makers must work with industry and educational institutions to ensure that skills learned in school fit the needs of employers.

As always, we need your input on the industry news, views and any observation about the industry around you. Your feedback will be useful to us to better inform our reader’s about tomorrow’s manufacturing solutions.

Till then, Happy Technology !

Manoj Kabre Member, Editorial Advisory Board (EAB) August 2013

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RNI No.: KARENG/2004/13614 Regd. Regn. No: KRNA/BGE/1016/2012-2014 Posted at MBC, Bangalore GPO, Bangalore - 560001 on 15th of every month

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