Volume 12 Issue 2 August 2015 ` 100
August 2015
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August 2015
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Handheld and battery-powered point probing device 20 m probing volume (Ø); 320 m relocation volume (Ø) Over 6 hours of battery runtime
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Join us in Hong Kong for HxGN LIVE international conference from 18-20 November 2015. Visit hxgnlive.com or contact our India office for more information. August 2015
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Pressure Range
Capacity
Discription
Sr No
M3/Min
CFM
Bar
1
Lubricated SCREW Compressor
0.23 to 43.70
8 to 1545
8 to 13
2
Oil Free SCREW Compressor
5.30 to 51.40
187 to 1815
8 to 10
3
Lubricated PISTON Compressor
.125 to 6.20
4.5 to 219
8 to 40
4
Oil Free PISTON Compressor
.156 to 1.30
6 to 45
8 to 40
5
BOGE FLEXPET
1.55 to 17.9
54 to 634
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BOGE AIR. THE AIR TO WORK.
BOGE India , No. 216, Third Link Street, Industrial Estate, Nehru Nagar, Kottivakkam, Chennai - 600 096, india@boge.com* www.boge.in Chennai Mr. F C Jayakaran
: +91 9600041656 : fc .jayakaran@boge .com
/ Chennai Mr. Muthu Ganesan : +91 9003172111 : muthu.ganesan@boge.com
Hyderabad Mr.W.Narendra
: +91 9704770930 : w. narendra@boge.com
/ Mumbai Mr. Hasan Hasware : +91 9840956161 : h.hasware@boge.com
Delhi Mr. Deepesh Upadhyay
: +91 9818556732 : d.upadhyay@boge.com
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August 2015
foreword “The Missile Man” is No More, But His Mission Remains!
Hi Readers, The main feature of this edition focuses on the future potential of Aerospace Manufacturing in India. While preparing for the issue, we got the news of sudden demise of Dr. A P J Abdul Kalam, a person who created history for himself in this world, and also led the Indian space, defence and research sector towards newer and higher dimensions. We simply dedicate this issue to our beloved President and Teacher Dr. A P J Abdul Kalam, as a tribute to his life. As our Prime Minister quoted, Bharat has lost its Ratna in Dr. Kalam, personally, I feel proud of being to be an Indian who lived in the era of such a nice person. From a poor family of Rameshwaram to the lime light of the nation, he was indeed a man with the wings of dreams. And while spreading this dream among the IIMians at Shilchar on 27th of July, the Missile Man passed away in his own chosen way. Whenever asked about how he wants to be remembered, his simple reply was “as a teacher”. Dr. Kalam was a visionary, a man with optimism and curiosity. To unleash the power within India, he had shown the possibility and potentiality Indian youth possess. He made them walk different from the formal system, yet maintaining the harmony and discipline. The greatness of him as a scientist is well known across the world. Where ever this visionary had gone he made an impression with his speech, practical yet inspirational, mostly drawn from his own personal experiences – be it addressing the European Union Parliament or at the National Science Congress Meet. “I realized that if something is at stake, the human mind gets ignited and working capacity gets enhanced manifold! Challenges throw up opportunities. Once one selects a task, one should get immersed in it. Wither you will succeed or fail, that risk will always be there. This should not deter you. When you fail, you still have the experience gained to draw upon in the future.” Dr. Kalam devoted his life as a ‘Teacher’, ‘Preacher’, ‘Instructor’, and it’s time for us today to walk on his shown path, act in making India an economically developed nation. As Dr. Kalam said, Let us burn like the Sun, if we wish to shine like the Sun! As mentioned earlier, we are featuring articles on the future prospects of Indian Aerospace manufacturing which is expecting very promising high latitude of cruising with new manufacturing policies, and with PM’s Make in India mission. On Industry Focus we are featuring Hydraulics & Pneumatics, and Industrial Maintenance, along with our regular columns on Quality, Talent Management, SME Manufacturing Excellence, technical features and case studies. We take this opportunity to thank all our readers, well wishers for their encouraging mails/ letters about the Anniversary Edition of Make in India. We are inspired and committed to work hard to introduce new columns as well as reader interesting manufacturing issues in our editorial pages, for which our team is currently working on the research and development process. We look forward to hear from you to make MART, SMART!
August 2015
Hari Shanker hari@Martinfotech.in
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10 SPECIAL TRIBUTE
16 INNOVATIONS
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SUCCEESS STORY
AEROSPACE
50
40
Hydraulic System Maintenance
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Hydraulic System Failure: Root Cause & Prevention Analysis
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Selecting a Specialty Accumulator
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Production Process Outsourcing (PPO):
Volume 12 Issue 2 August 2015 Annual Subscription `1200 Member INS Editorial Advisory Board
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Industrial Business MART reserves the right to use the information published here in any manner whatsoever. While every eff August 2015 employees accept any responsibilities for any errors or omissions. Š All Rights Reserved
CONTENTS 28 Sudhir Kumar Chief Executive Officer, Taneja Aerospace & Aviation Limited
Columns
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Develop Customer oriented mindset in the Organization Have a witnessing Attitude Self-Leadership Quality and Business Excellence Models
CASE STUDY
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“Dreams is not what you see in sleep..... is the thing which doesn’t let you sleep”
Dr A P J Abdul Kalam 1931-2015 10
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August 2015
Narendra Modi Prime Minister of India BHARAT has lost a Ratna, but the light from this jewel will guide us towards APJ Abdul Kalam’s dreamdestination: India as a knowledge superpower, in the first rank of nations. Our scientist-President -and one who was genuinely loved and admired across the masses - never measured success by material possessions. For him, the counterpoint to poverty was the wealth of knowledge, in both its scientific and spiritual manifestations. As a hero of our defence programme, he shifted horizons; and as a seer of the spirit, he sought to liberate doctrine from the narrow confines of partisan tension to the transcendental space of harmony. Every great life is a prism, and we bathe in those rays that find their way to us. His profound idealism was secure because it rested on a foundation of realism. Every child of deprivation is a realist. Poverty does not encourage illusions. Poverty is a terrible inheritance; a child can be defeated even before he or she has begun to dream. But Kalamji refused to be defeated by circumstances. As a boy, he had to support his studies by earning money as a newspaper vendor; today, page after page of the same newspapers are filled with his obituary notices. He said that he would not be presumptuous enough to say that his life could be a role model for anybody; but if some poor child living in an obscure and underprivileged social setting found some solace in the way his destiny had been shaped, it could perhaps help such children liberate themselves from the bondage of illusory backwardness and helplessness. He is my marg darshak, as well as that of every such child. His character, commitment and inspirational vision shine through his life. He was unencumbered by ego; flattery left him cold. He was equally at ease before an audience of suave, globe-trotting ministers and a class of young students. The first thing that struck one about him was that, uniquely, he combined the honesty of a child with the energy of a teenager and the maturity of an adult. He took little from the world, and gave all he could to society. A man of deep faith, he epitomised the three great virtues of our civilization: dama, self-restraint; dana, sacrifice; and daya, compassion. But this persona was powered by the fire of endeavour. His vision for the nation was anchored in freedom, development and strength. Given our history, freedom had a political context of course; but it also included freedom of the mind and expansion of intellectual space. He wanted India to leap out of the under-developed trough, and eliminate the curse of poverty through inclusive economic growth. Wisely, he suggested that politicians spend only 30% of their time on politics, and 70% on development; a suggestion which he often followed up by calling in MPs from a state and discussing the socio-economic issues of their region with them. The third pillar, strength, was not born of aggression, but of understanding. An insecure nation will rarely discover the route to prosperity. Strength commands respect. His contributions in our nuclear and space achievements have given India the muscle to be confident of her place in the region and the world. His memory is best honoured by the creation of new institutions that nurture science and technology, and enable us to find a beneficial equation with the awesome power of nature. Too often, greed makes us predators of our environment. Kalamji saw poetry in a tree, and energy that could be harnessed in water, wind and sun. We should learn to look at our world through his eyes, and with the same missionary zeal. Human beings can shape their lives through will, persistence, ability and sheer courage. But we have not been given the right to script where we are born, or how and when we die. However, if Kalamji had been offered an option, this is how he would perhaps have chosen to say goodbye: on his feet, and in front of a classroom of his beloved students. As a bachelor, he was childless. But that is wrong. He was a father to every Indian child, teaching, cajoling, urging, exciting, clearing darkness wherever he found it with the radiance of his vision and the passion of his involvement. He saw the future, and showed the way. As I entered the room where his body lay in state, I noticed the painting at the entrance that depicted a few lines from an inspirational book he wrote for children, Ignited Minds. The good that he did will not be interred with his bones, because his children will preserve his memory through their lives and work, and gift it to their children.
August 2015
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SPECIAL TRIBUTE
Remembering Dr Kalam The demise of Dr. Abdul Kalam on 27th July, 2015 left a void which cannot be easily filled by another Indian for a long time to come. He made India join the elite clubs of Space and Missiles, contributing in harnessing the atomic power for national security. But he is today remembered for his mission to make Indian youth to dream and realise a prosperous India in coming years and become a fountain head of new knowledge and innovations. As one who was fortunate to be associated with him from early sixties in various technological missions, I would say that he personified passion for selfless service to the nation.
R M Vasagam
He was honoured with the Bharat Ratna. One has to remember that gems and diamonds are created on earth by geological processes involving extreme temperatures and pressures. So is the case with Kalam. He went through insurmountable obstacles in attaining success in his missions. Everyone
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talks of his journey from Rameswaram to Rashtrapati Bhavan but it is also a journey from FACIT calculators to FACEBOOK. The wind weighting and fin cant angle settings were done at Thumba by gear driven mechanical calculators in those days! He could transcend technology barriers
with strong fundamentals! I would consider him as an evangelist extraordinary for science and technology as a tool for making India regain its glory when he addressed to and interacted with more than 20 million children and youth of this country. His vision and mission will
motivate them for times to come. It also brings out the fact that MIT Chromepet now part of Anna University located at 80degree East is in no way inferior to MIT Boston located at 80degree West! Prof R M Vasagam, is the Former VC of Anna University and Outstanding Scientist of ISRO
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SPECIAL TRIBUTE
Dr. Kalam, My Guru & Guide My first meeting with Dr. Kalam was when I appeared for an interview for ISRO Scientist post at Trivandrum in 1970 after my M. Tech in Aerodynamics from IIT Madras. Dr. Kalam was one of the Interview committee members. Since it was my first interview, I was nervous. Sensing that, Dr. Kalam started with very simple questions that made me comfortable. Slowly, without me realizing, he got into more technical questions, first from the syllabus, then slowly into aircrafts design, take-off and landing equations. I could answer to some extent, but seeing me not able to answer deep into the subject, he started explaining himself. I saw a “teacher “in him. Of course, I was selected and joined ISRO.
S Shankar
Right from joining ISRO at Trivandrum, my association with Dr. Kalam grew as “GuruShishya”. I learnt a lot from him on Rocketry, especially on Trajectory computations and mission analysis. He was very instrumental in recommending my name for a one year “on-thejob-training” at French National Aerospace organization (CNES) Paris, France. Upon my return from France, I was posted at Sriharikota Launching Centre, working on range safety aspects of rocket launching. Dr. Kalam, as Project Director of SLV-3, used to visit quite often from Trivandrum to Sriharikota to oversee the progress of the launch pad and other associated facilities. Whenever there were any safety issues, I had always found
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Dr. Kalam coming to my rescue if my points were technically correct and logical, even if he had to compromise on mission and schedule. He would also correct me and guide me if I was stretching myself too much on safety aspects alone, convincing me that the rocket launching was always associated with safety hazard and we had to do it with maximum safety and minimum risk. On such occasions, Dr. Kalam was my true Guide. Once, one of the rocket launches had to be aborted just before lift-off due to some technical glitch. All the scientists who worked tirelessly were demoralized. Dr. Kalam, hiding his own disappointment, spoke to all us collectively and individually advising us
to identify the problem and solve it. I recall during that time a TV Serial on Ramayana was being telecast every Sunday on Doordarshan, the only channel available at that time and the story was on the final stages of battle between Rama and Ravana. You may be aware that Dr. Kalam was very well versed with both the Epics- the Ramayana and the Mahabharata. On a lighter vain, he was telling us that once Rama kills Ravan, our rocket will also will be successfully launched. By strange coincidence, the rescheduled launching took place on the same day around noon when the Rama killed Ravan in the TV serial episode. Dr. Kalam said “I told you so!!!” He always believed there is God above us and continuously guiding us to
the path of success. During his visits to Sriharikota, I would invite him for Dinner at home and he used to oblige us. He would tell my wife to prepare only simple dinner, like Rice, Sambar, Rasam and Curd rice with one side dish. He was a pure Vegetarian and close friends used to call him “Kalam Iyer”. During the visit to my home he would spend more time with my schoolgoing daughters, advising them on so many good morals and make them set goals to achieve and stick to them. On such occasions, Dr. Kalam showed his love and concern for students growing well and advised them to care for the society they would live in their future. I was also very fortunate and
August 2015
Receiving the President at the Helipad, Sriharikota. The former Chairman ISRO Dr. Madhavan Nair is introducing his senior ISRO Colleagues.
Meeting the President with my wife
blessed when Dr. Kalam was able to attend my first daughter’s marriage at Chennai during 1999. He spoke to my daughter and son-in-law on the significance of marriage, to complement each others’ qualities and behavior for the strong bondage. He advised them “Give, Give & Continue to Give” explaining also the true meaning of the phrase,
“the more you give, the more you get” to continue to give. On such occasions, Dr. Kalam showed his concern for the society. In 2005, Dr. Kalam visited Sriharikota as the President of India, just before the launch. He was so gracious to agree to my request to meet my wife and speak to us for few minutes personally. He fondly
recalled the occasions he spent with my family and the good vegetarian food my wife served. This shows his humble nature in spite of holding the highest office. During 2007, I met Dr. Kalam at Rashtrapathy Bhavan with my close friend and class mate, I can go on recalling so many good memories of my
association with Dr. Kalam. He lived as a Karma Yogi and breathed his last standing tall among the students community. What a great soul! It is our good fortune that we have lived on the same period as Dr. Kalam. I would like to conclude, borrowing from a FB quote, “Dr. Kalam, Return, If Possible (RIP)”
Dr. Krishna Chivukula with his mother & wife and me with my wife at the Rashtrapathy Bhavan
August 2015
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PRODUCT MART
QHMPL forays into Surveillance with its HD Analog Dome & Bullet Cameras
I N N O VAT I O N
Quantum Hi Tech Merchandising Pvt Ltd (QHMPL), India’s leading frontrunner in consumer electronics & high-quality IT peripherals, under the brand ‘Quantum Hi-Tech’ with its unfailing commitment to highest standards of quality at most affordable prices, further expands its portfolio announcing its venture to Security and Surveillance Segment, with its latest HD Analog Cameras designed for both Indoors & Outdoors.
Gratifying to the next generation needs of the security and surveillance segment, the company is set to line with key verticals such as government, banking, education, retail and manufacturing, whilst positioning its surveillance
related product offerings in India. Both the QDIS- 1MD3331(Dome) & QDIS- 1MT3331 (Bullet) are priced affordably at Rs.3295/& Rs. 3895/- respectively. It features prominent WDR technology with the wide
dynamic range, which helps surveillance in difficult lighting conditions. Particularly the challenging situations wherein there is a lot of variation in light levels simultaneously within a scene. For instance Vehicles entering a parking garage or tunnel, also with daylight outside
and low light levels indoors. Additionally the minimum illumination of 0 Lux@F1.2 (IR ON) and 12 VDC allows capture quality images within 30 meters even in darkness. For more details visit www.qhmpl.com
“To meet the high level of security demands coming from all across, we have launched our next generation of CCTV products. Currently we have launched HD Analog Cameras which shall be followed with IP & PTZ Cameras, complete wireless security and communication system with cloud mobile support. The extensive product range shall be made available from our very strong Pan India Network distributors and dealers. With Quantum Surveillance you will find round the clock caretaker providing credible deterrence to loss of your valuable assets.” Ashish Mutneja Director, QHMPL
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DMG MORI with 7 world premieres at EMO Complete machining with the new compactMASTER® turning/milling spindle
I N N O VAT I O N
EMO world premiere CTX gamma 1250 TC 2nd Generation
Better performance and a bigger working area are the main features of the new CTX gamma 1250 TC and CTX gamma 2000 TC. The indisputable highlight of the two 2nd generation machines from DMG MORI is the ultra-compact turning/milling spindle. Their compact dimensions translate into a space saving of 70 mm, meaning that 550 mm long workpieces can be horizontally drilled out or hollow turned. The elevation in the X-axis has been increased by 150 mm, thus extending the options for the
machining of large workpiece diameters. In addition, the Y-axis now offers 20 mm more travel. The maximum turning length is 1,300 mm in the case of the CTX gamma 1250 TC. The big sister model has a turning length of 2,050 mm. The turning diameter is 700 mm, respectively. In its development of the compactMASTER® turn & mill spindle, DMG MORI has increased the turning torque by 130 percent, meaning that up to 230 Nm is available to users. The spindle operates at
speeds of up to 12,000 rpm. The new CTX gamma TC models also have improved dynamics: The feed speeds of 50 m/min in the X, Y and Z directions have been increased by up to 65 percent. With the optional linear drive in the Z-axis, the turning/ milling machines achieve up to 60 m/min in fast feed and an acceleration of 1g. Equipped with a B-axis and the technology cycle, the two world premieres are ideal for 5-axis simultaneous machining. For 4-axis production turning, a bottom revolver is optionally
available as the 2nd tool carrier. This can accommodate up to 12 power tools at up to 10,000 rpm. The EMO in Milan will provide DMG MORI with the perfect showcase for new advanced technologies and innovative products. From 5 to 10 October 2015, the technology partner will be presenting a total of 7 world premieres at its stand in Hall 4. For more details visit www.dmgmori.com
Pressure Reducing Valves
I N N O VAT I O N
Founded in the year 1997 to provide best quality pneumatic and hydraulic products Ahmedabad based Jacktech Hydraulics are the manufacturer, exporter and supplier of high quality Pressure Reducing Valves.
The offered valves are used to control the flow of water, gases, chemicals and other fluids. These are available in standards sizes and cal also be customized as per the varied needs of the clients. Designed and
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manufactured from superior quality metal alloy and other allied materials, the offered valves are highly demanded in the market. The key features are 10-
16 bar working pressure, resistant to corrosion, water medium and no leakage. The application areas - used for controlling outlet pressure in plumbing, sewage, or sanitary requirement.
For further details write to Jacktech Hydraulics, Plot No. 433, GIDC, Odhav, Opp. Bhikshuk Gruh, Ahmedabad – 382415 Tel: +91 7053127662 Email: sales@jacktechhyd.com
August 2015
Hi-Tech Received Renowned Award from Water Digest & UNESCO for being the “Best Rural Drinking Water Solutions Provider” & “Made in India - The Best RO Membranes Manufacture” and “Most Promising Brand for Water Treatment in India” from Leadership Award 2015 by 24 MRC
Hi-Tech’s N.S.F Approved RO Membranes
Hi-Tech Sweet Water Technologies Pvt.Ltd. Call Center No.: +91 98980 22557, +91 98980 47820 • Toll Free No.: 1800 120 1212 or sms “HITECHRO” on 542542 • E-mail: info@hitechro.net • : +91 98980 47808 August 2015
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Quick-change chuck for lathes with short stroke cylinder
I N N O VAT I O N
Equipped on lathes with short stroke cylinder, the multi-purpose SCHUNK ROTA NCX quick-change chuck ensures high productivity.
Jaw quick-change chucks from SCHUNK, the competence leader for clamping technology and gripping systems particularly pay off very quickly for turning smaller and medium-sized series. After the success of the SCHUNK ROTA THW plus wedge bar power chucks, SCHUNK, the familyowned company transfers the principle of the fast jaw change to CNC lathes with short stroke cylinders.
The universal SCHUNK ROTA NCX power chuck can replace conventional lathe chucks without jaw quick-change system 1:1 without any conversion on the machine. It minimizes the effort for set-up, and extends the productive machine running times. Within 60 seconds, a new jaw set is retrofitted with a repeat accuracy of 0.02 mm. The ROTA NCX is suitable for finishing,
and volume metal cutting. For ensuring maximum operational safety, it is equipped with a jaw locking system, and a jaw presence monitoring. Due to the individual base jaw system, it is particularly interesting for users who do not yet work with a jaw quick-change chuck. Every type of standard top jaws with tongue and groove can be
used as top jaws. The universal SCHUNK ROTA NCX chuck will be available at of beginning of 2015 in the sizes 165, 215, 260, and 315 with a through-hole of diameter 53 to 106 mm, a jaw stroke from 3 to 6.3 mm, and a clamping force from 55 to 155 kN. It can be used for I.D. and O.D. clamping. For more details visit www.in.schunk.com
Banbros offers Electric Lab Furnace
I N N O VAT I O N
Banbros Engineering Pvt. Ltd. offers Electric Lab Furnace in various ranges of models. For college, institution, industrial and enterprise doing powder sintering, ceramic sintering, high temperature experiment, and quality inspected. It is suitable for every one hold it for experiment, convenient, and speedy.
Mini chamber electric lab furnace is a newly developed type of high temperature furnace, small volume, light weight; it is convenient for every person hold one set. It is
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adopted imported resistance mixed molybdenum as heated element; it adopts the dual shell structure and intelligent autocontrol temperature system, The chamber is adopted the
polycrystalline alumina fiber, it is equipped with cooling system between the dual shell, which can rise and cool swiftly; This furnace possesses the advantage of temperature
uniform field, handy operation, temperature rising and cooling swift. For further details contact www.banbrosindia.com, www.banbrosengineering.com
August 2015
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August 2015
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AEROSPACE
Future Aerospace Manufacturing Using Big Data Analytics New technologies can be daunting, particularly in Aerospace and Defense (A&D) manufacturing where the demands on quality, budget, and timely delivery are so high. With such a high value attached to data security and production downtime, manufacturers need to make sure that the potential rewards promised by new technologies are worth the inherent risks they contain.
Rajesh Angadi rajesh_angadi@hotmail.com
However, many leading A&D companies are bucking the trend and making investments in technology that leverage Cloud, Mobile, Big Data, and Internet of Things (IoT) capabilities — and in the process enabling end-to-end information flow throughout their organizations — with a “Digital Thread” manufacturing strategy that has the potential to deliver enormous benefits in many key operational and financial areas. Research also shows this is occurring at a rate that is forcing not just fast followers but also laggards to rapidly consider and implement next-generation solutions in order to remain competitive. But as any executive or decision maker knows, these are difficult decisions with a multitude of factors, any of which can mean the difference between success and failure
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if not approached in the right context. The commercial aviation industry is ripe for innovation in the form of Big Data analytics. Jet engines create significant data exhaust during operation, data that can and should be analyzed to increase operational efficiencies and facilitate preventive maintenance of faulty and soon-to-fail parts.Such analysis should not start once an engine is hoisted onto the wing. Analytics also plays a critical role in the design and testing of jet engines and other aircraft equipment. The result of Big Data analysis as applied to the aviation industry should result in benefits for the airlines, their passengers, suppliers, and the environment. For example:
- By analyzing data created by jet engines and sensors that collect data on the surrounding environment (temperature, humidity, air pressure, etc.), service providers are able to predict when various parts are likely to fail and take preventative maintenance action. Replacing a soon-to-fail part before it malfunctions is significantly less costly than doing so after the part fails during operations. - Preventative maintenance reduces aircraft “down time,” meaning more planes are available to service passengers. By further leveraging aggregate data associated with arrivals/departures, weather conditions and other data sources, airlines can better manage their fleets and reduce the number of delayed and cancelled flights.
- Improved customer satisfaction is the likely result of fewer delays and cancellations, potentially increasing customer loyalty and ultimately increasing bookings. By analyzing customer flying patterns, airlines can also identify new routes to add and other services that will benefit both customers and the airline’s bottom line. - More efficient jet engines consume less fuel and emit fewer environmentally contaminating gasses. There are, however, significant barriers to the adoption of Big Data in the aviation industry. Among them are the architectural challenges associated with moving large volumes of data from aircraft to a centralized location for analysis. There are also significant cultural
August 2015
By analyzing data created by jet engines and sensors that collect data on the surrounding environment (temperature, humidity, air pressure, etc.), service providers are able to predict when various parts are likely to fail and take preventative maintenance action
and compliance issues, among them who “own� particular data sets, which must be addressed.Big Data holds significant promise for the commercial aviation industry. Airlines should begin laying the groundwork for taking advantage of operational analytics to improve efficiencies and reduce equipment downtime. Identify the data assets currently available and engage in dialogue with jet engine manufacturers and service organizations to better understand the data available for analysis and delivery mechanism for actionable insights. Aerospace companies typically demonstrate core strengths in innovation, productivity and disciplined execution made possible by intensive quality rigor. Technology also plays a key role in making these reliable and robust systems to be delivered successfully. Aerospace manufacturers are looking forward to continued
August 2015
growth. After a brief slow down between 2008 and 2010, airplane shipments have resumed, and are poised for long-term growth. In 2012-2013, the general aviation shipments worldwide increased by 4.3 percent. However, the industry faces multi-level challenges while seeking to adhere to delivery timelines and budget constraints while meeting the new demand. Real-Time Data Analytics for Aerospace Manufacturing Systems The assessment of diagnostics and prognostics for realtime improvement of dynamic production system efficiency requires data analytics solutions based on open protocols and standards. Data analytics solutions for Aerospace manufacturing applications require manufacturing data management that includes data acquisition from different
aerospace manufacturing stages (design, manufacturing, supply chain), data preand post-processing, data visualization, and semantics. The existing solutions for data analytics are based mostly on proprietary models (for data and analytics), even though they are built upon open source platforms. Also these solutions are mostly targeted towards large original equipment manufacturers (OEMs) and rarely available as reconfigurable open applications suited for small and medium enterprises (SMEs). This project will develop data analytics infrastructure that includes open protocols, predictive analytical models, and standards and deliver a prototype framework for real-time improvement of dynamic production system efficiency. The results of this project will enable deployment of reconfigurable and cost-
effective open platform for Aerospace manufacturing data analytics based on open standards and protocols, suited for both large OEMs and SMEs. Research Plan during Big Data Analytics To understand the predictive analytics workflow, this project will focus on the following research areas: 1. Requirements analysis and the state of the art in manufacturing data management (volume, velocity, variety, veracity). 2. Analysis of predictive modeling techniques, rules for analytical model composition, metrics, and optimization methods and tools. 3. Identification of standards to represent a myriad of predictive modeling techniques, such as PMML7, to fully support data analytics for manufacturing applications.
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4. Requirements analysis of interactive data visualization for analytics. Data visualization is an art and a science unto itself, and there are many techniques that can be used to get insights from the data. Research Activities includes the following 1. Analyze requirements and the state of the art in manufacturing data management that includes: A. Data acquisition (data flow among products, processes, and resources, sensor networks, and machine to machine8 communication), modeling, input validation, and data management (pre-processing, data fusion, dimension reduction, and filtering). B. Distributed data streamingevent-driven applications characterized by continuous
analysis and latency requirements. 2. Analyze predictive modeling techniques, rules for analytical model composition, metrics, and optimization methods and tools. Develop a schema for the predictive modeling that includes optimization models based on the Sustainable Process Analytics Framework (SPAF) developed under Sustainable Manufacturing Program. Review the state of the art of smart algorithms, multivariate analysis statistics, machine learning, and uncertainty quantification (UQ). Explore probabilistic graphical models such as dynamic Bayesian network (DBN) that have shown much effectiveness in the integration of uncertainty information across complex production networks. 3. Identify standards to
represent a myriad of predictive modeling techniques to fully support data analytics for manufacturing applications that include: a. Analysis of features, limitations, and applications of the predictive modeling technique(s). b. Analysis and formalization of additional requirements to extend existing standards for manufacturing applications including semantics. c. Identification of manufacturing data (product, process, and asset) for analytics. 4. Analyze interactive data visualization techniques for analytics. In this project we will focus on analytical reasoning techniques, data representations and transformations, and visual representations and interaction
techniques that include semantics. If successful, the results of this project will enable Aerospace manufacturing companies and their suppliers (small and medium enterprises), and technology solution providers to advance from descriptive analytics (“what happened?”) and diagnostic analytics (“why did it happen?”) towards predictive analytics (“what will happen?”) – With prescriptive analytics (“how can we make it happen?”) as the next generation capabilities. The truth is Big Data is not always about highly complex algorithms. Sometimes it is simply about being able to access the information that you need at the right place and at the right time. Let’s take a look at aerospace maintenance, repair, and overhaul (MRO) operations to see how realtime information access can be
The commercial aviation industry is ripe for innovation in the form of Big Data analytics
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just as important as complex information aviation analysis. In an industry that already operates on thin profit margins, aircraft MRO organizations are under continuous pressure to be as efficient as possible. The challenge is that a variety of obstacles can easily delay turnaround time, including: - Delivering and tracking maintenance job cards - Finding approved procedural information - Tracking completed tasks and generating related nonroutines - Identifying maintenance records for individual aircraft - Selecting and procuring required replacement parts Most of this information is available to the Aerospace maintenance technicians, but not without challenges: - Information can be stored across multiple physical and electronic repositories - Alerts for updated/new part and procedure information are delivered inconsistently - Tracking completed work and generating the necessary signoffs How can an aircraft MRO organization leverage Big Data technology to improve operational efficiency and minimize downtime? 1) Centralized information: A central database must not simply store all necessary data, but it must also link back to
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the source files to be sure that all updates are automatically delivered to workers in the field. Importantly, all industry standard file formats such as ATA, S1000D, DITA, and Docbook must be supported. 2) Filter according to defined user roles: Even in specific environments such as MRO operations, the volume of product, part, service, and regulatory data can be overwhelming. This makes it a challenge to find the relevant information that MRO technicians need to quickly complete tasks. One easy way to make Big Data more approachable is to filter information according to specified user roles. By presenting only the information associated with a specific operation or aircraft tail number, service technicians are better able to focus on completing the task at hand. 3) Make information searchable: Even with information filters in place, it can be time consuming for service technicians to search through thousands of pages of maintenance documents and parts catalogs for information on a specific task. This means that data needs to be delivered in a form more advanced than a simple viewer. Intelligent search and context awareness (such as bookmarking, hyperlink management, and tail number effectivity) are essential elements for supplying MRO information quickly and accurately. 4) Mobile delivery: The topic of how to integrate mobile
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technology into aircraft flight and maintenance operations has become prevalent at many industry conferences. Challenging however is the fact that there is no single operating system that can deliver information across all mobile platforms. To overcome this obstacle, MRO data can be delivered through a web interface – making it accessible on any hardware system with an internet connection and a web browser. For inflight and other disconnected operations, local servers and applications, even on a tablet or laptop, can provide the necessary platform to find and create content.
system into an MRO data
5) Content authoring: A major functional area in every MRO environment is the planning, part tracking, and visit packaging of scheduled routine maintenance. Therefore integration of a content authoring/publishing
and data capture. Instead, the
management tool provides a significant amount of added value. With the capability of authoring routine and non-routine job cards directly from the data collection environment, maintenance activities can be efficiently created based on established maintenance schedules and then be tracked according to organizational needs or industry requirements. 6) Use consistent structure: One big advantage of Big Data technology is that separate metadata is avoided since it requires up front modeling data itself should be capable of being mined in any number of planned and unplanned ways. Using structured data in content authoring provides unlimited search and reporting options.
7) Learn from experiences: The biggest reward for investments in Big Data analytics are realized when granular events are studied and improved. This is a regulatory requirement for all aircraft operators as part of a Continuing Analysis and Surveillance Systems (CASS) plan. Detecting trends in failures, part usages, nonroutines, and life limits using Big Data tools allows operators and regulators to continually refine maintenance planning operations that support cost reductions and safety of flight operations. By combining these key elements of data management, Aerospace MRO operations can be greatly economized. From an operator level, access to more intelligent information means that more time is spent completing tasks than finding or processing paperwork. From a business level, more efficient
operations translate into reduced aircraft downtime, driving higher margins. Hopefully we can now see that the significance of big data for Aerospace industry isn’t just about collecting vast amounts of information – but to createmore value from the information that we have and need for Aerospace Manufacturing. The author Rajesh Angadi completed his BE, MBA, PMP and is Hadoop Certified. With 22 years of Information Technology experience he worked on projects for Unisys, Intel, Satyam, Microsoft, Ford, Hartford, Compaq, and Princeton. He is always fascinated by the latest technology coming up in the IT sector and striving to keep pace with it. Interests in Information Technologies research areas like Hadoop Ecosystem, Predictive Analysis, Telematics, Clinical research with Analysis.
Centralized information: A central database must not simply store all necessary data, but it must also link back to the source files to be sure that all updates are automatically delivered to workers in the field.
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AEROSPACE
Runaway Set for Aviation Industry to Fly High
Sudhir Kumar Chief Executive Officer, Taneja Aerospace & Aviation Limited
Indian Aerospace is really going through a major transformation with the launch of Make in India campaign as well as with the announcement of 49% FDI. However, manufacturing aircrafts within India is still a challenge and like other big players, TAAL is striving hard towards meeting this challenge.
TAAL was the first private sector company to manufacture general aviation. Tell us in detail about the business activities of Taneja Aerospace. Taneja Aerospace and Aviation Ltd. established in 1994 by a visionary Shri BR Taneja. It began with the manufacturing and production of aircraft P68-C and its airframe parts, Paternavia, an Italian based aircraft. Today TAAL is a CEMILAC Design Approved Firm, AS 9100 C and NADCAP for Chemical processing accredited company. The exclusivity of TAAL has been healthy co-existence of Aircraft Manufacturing Complex, Maintenance, Repair and Overhaul Complex, and a runway of 2.3 km capable of operating heavy transport
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aircraft such as Boeing 737, 747, Airbus 300 series and Business Jets of Chartered Carriers which are flying in-out of TAAL for their check flight servicing undertaken by Air Works and TAAL (MRO) respectively, in co-located hangars. The seed of aircraft manufacturing parts and production of P68-C has given TAAL the basic foundation to further develop and grow in the area of aircraft and aerospace manufacturing of parts. The company has been involved in the aircraft and aerospace manufacturing of parts concerning Armed Services, DPSUs, CSIR, DRDO, MNCs and International Organizations of repute who are mostly IAF, IN, HAL, NAL, CABS, DARE, DRDL, VSSC, Brahmos, SNECMA-HAL, HALBIT, RAFAEL (Israel), ADE, ADA etc. The business has been
mainly in the area of airframe and aerospace empennage, fuselage, structural parts, control surfaces, aircraft looming integration and also Maintenance, Repair / Modification and Overhaul of aircraft and their systems onsite at Armed Force bases. The infrastructure is established for undertaking aerospace and aircraft structural sheet metal, machining and composite related works. Today, TAAL has an annual turnover of approximately USD 9 Mn. The prospects of aviation business for the years ahead is seen to be bright with the “Offset” and “Make in India” concepts propelling the growth further. TAAL will definitely poise itself to take the best opportunity with the evolving strength to be one of
the private manufacturers of General Aviation of reckoning in years to come. TAAL will endeavour to support the “Make in India” program by actively participating along with Armed Forces, DPSUs and MoD development projects in aircraft and aerospace manufacturing. Aerospace Industry needs a wide range of infrastructure development. Where India stands in this respect? The wide prospects in Aviation market in terms of manufacturing, research and development, production, MRO, Supply Chain, Operation, systems and integration, software developments, quality assurance, aviation certificate accreditation, training etc. have opened the
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desire of big business magnets like the Tata’s, Mahindra and Mahindra, Godrej, L & T, Reliance, Wipro and others to manifest their presence as Tier 1 through JVs or other business strategies. The sustenance of Tier 2 and 3 Aviation Industries and Component manufacturers in complementing the overall focused growth of self sustainment may be dependent on the steps taken by Tier 1 industries in nurturing Tier 2 and 3 and Component manufacturers along with their growth. The need of the day is to have a cohesive way of focusing towards self sustainment and availing the opportunities thrown open by the Government with the policies of Offset and Make
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in India taking the forefront. Towards this, the present available resources such as the infrastructure which could be space and technology, skilled human capital, and indigenous raw materials may be inadequately geared up. There will be need of collective brainstorming, between the various tiers of the aviation industry so as to understand the infrastructure gap, based on technologyneeds of the aviation industry, worldwide. The technologies in each spectrum of functions in aviation industry need the consolidation to assess the overall availability of infrastructure for design and development, manufacture, production, software design and development, supply
chain, data mining, inventory management etc. These are presently available in spurts with DPSUs (HAL, BEL, BHEL etc.), DRDOs, CSIRs (NAL, CSIO etc) and certain Tier 1 private industries like the TATA, Mahindra, Godrej, Reliance etc. The other Tier 2 and Tier 3 are in the process of equipping such state-of-the-art infrastructures depending on the involvement, consistency of business volumes and profitability in the long run. What are the Government policies recently been announced to uplift the Indian Aviation and how far of these have been implemented? As a prelude to the Government introducing policies for uplifting Indian
Aviation Industries, 2006 saw the introduction of the Defense Offsets as a tool to leverage India’s purchasing power with a view to create demand for Indian aerospace and defense manufacturing and service delivery as well as generate foreign investments in the sector–both in manufacturing as well as in research and development. The offset policy introduced in 2006 went through further expansion in scope to incorporate elements from the civil, and homeland security sectors. These complement the defense sector markets that growth of one has the effect on the other. A number of SMEs which are in the field of homeland security are bound to gain from the offset policy.
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Later, 2011 has seen the announcement of Defense Production Policy which has given the requisite focus and preference, to indigenous design, development and manufacture of defense equipment as the key driver, for the growth and modernization of the defense industrial base, in India. The policy also aims at creating conditions conducive, for the private industries, to play an active role to achieve the objectives as well as to leverage the potential of Small and Medium Enterprises (SMEs) which are expected to form the backbone of Indian defense manufacturing ecosystem. The Government has over the past few years introduced a number of measures to make the acquisition process industry friendly and to increase transparency. Additionally, The Government is working towards creating a level playing field for Indian industry when it competes with foreign OEMs as well as, when it competes with the Defense Public Sector Undertakings (DPSUs). The off-late policies introduced
in the recent past have been concerning to Civil Aviation Industry which are related to low-cost carriers (LCC), modern airports, foreign direct investments (FDI) in domestic airlines, cutting edge information technology (IT) interventions and a growing emphasis on regional connectivity. While for Defense Aviation Industry, the major policy has been the Defense Procurement Procedures-2013 (2014 draft is under issue) which brings out the strategy to make defense aviation self reliant by having indigenous aircraft and systems and their components made in India by means of Offsets and Concepts, like Make in India which could be “Buy (Global) and Make” or “Make” policy. The other openings, brought out for Aircraft Manufacturer OEMs to consider investment with Indian Aviation Companies is the increase of FDI Cap from 26% to 49%. The creation of Special Economic Zones dedicated to Defense and Aerospace will enable export oriented businesses, (especially Offsets since it is largely export oriented), to leverage significant policy, economic, structural and procedural
benefits–all of which enable a more cost effective product / service delivery. Most of the aforesaid policies have been effectively implemented which has translated to growing business especially in the Civil Aviation with large Indian commuters availing the LCC options, which till a decade back, was beyond the common man’s reach. India began opening up its defense industry in 2001, when the government first allowed private sector participation and some foreign investment. Private participation, however, was limited to a few large industrial groups and a large diversified industrial base, to support a domestic industry, capable of meeting the needs of Indian Defense forces, locally, could only evolve in a limited manner. While the intent and the initiative have always been positive, the implementation has sometimes not been as smooth as both the government and the Industry desire. Key challenges remain in this segment and the environment today affords the best opportunity to address these long pending issues, and
carry forward, the task that was undertaken a decade back. What are the biggest threats Indian Aviation Industry is recently facing? While the market size is large and growing, market entry is not without challenges and risks for exporters. Currently there are numbers of regulatory barriers to entry, including in the main foreign direct investment restrictions (49%), taxation advantages afforded to PSUs as compared to domestic Indian companies and offset requirements (ranging from 30% to 50% depending on DPP restrictions), Industrial licensing, protection of intellectual property rights, capability of Indian joint venture partners, customer clearance required for both Import and Export, etc. Potential opportunities, such as Fast Track Procedures, appear to be applied to, acquisitions that are behind schedule or for where there is only one likely sole supplier (which tend to be large primes from other countries), and therefore, have limited benefit, to foreign exporters.
The Government has over the past few years introduced a number of measures to make the acquisition process industry friendly and to increase transparency
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Today, TAAL has an annual turnover of approximately USD 9 Mn.
There is a lack of financing options for the Large Scale Enterprises and MSME segment of the Industry. Cyclic nature of industry, long gestation periods, until product stabilization and acceptance and limited seed capital with entrepreneurs, puts significant financial pressures upon businesses, in this segment. Subsequently raising capital from conventional sources can be extremely difficult even for large companies. The new Defense Production Policy announced in 2011 does take its first steps, in this direction, by explicitly referring to the setting up of a fund to support initiatives; however it may not be enough. The industry has also started seeing its first wave of consolidation with larger groups paying a premium for specific niche capabilities in the MSME sector. It is anticipated that this wave of consolidation will strengthen over the near term because of the need of large players to quickly deploy specific capability, in segments, where large project opportunities are available. Fallout of the low FDI cap is that this could possibly result in limiting the foreign
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capital inflows into the sector and thereby increasing the corresponding fund requirements of the Indian partners. The argument against raising the FDI cap at 49% may lead to a situation of Indian companies receding control and thereby resulting in units that can be closed in situations of operational need of the armed forces, rendering a disruption in the supply chain. Flooding of market with aviation raw materials and technologies from countries like China and South Korea. The Government though has applied anti-dumping law; still the foreign competitors have been a big threat, for the Indian Aviation Business community consisted of Suppliers, Manufacturers and Service Providers. A lot of private sectors are coming into Aerospace. What are the opportunities of Aerospace Industry in India in the next five years? There being rising costs in being across the value chain for DPSUs and increasing costs in technology specialization related to product development pressures for each part of the value chain presence are putting pressure
on DPSUs to restrict their role to that of an integrator thereby allowing for larger work-share to private sector. The effect has been that tier-1 and tier2 space has emerged as a vacant space that private industry is trying to fulfil. This entire process is also supported by the creation of offset driven demand for the products which will be produced by private sector Tier-1 and Tier-2 manufacturers. The sudden interest in the growth and development of Indian defense and aerospace manufacturing capability stems from both policy driven opportunity as provided by Offsets as well as, the Make policy and now the Defense Production Policy on one hand as well as the emergence of India, as a manufacturing destination of notes. These factors are a combination of attractiveness of India as a cost-efficient + high-quality manufacturing and service delivery destination, a strong policy push through the introduction of offsets as well as an expressed business opportunity provided by both homeland security projects and large opportunities under the ‘Make’ and ‘Buy and Make–Indian’ category. All
of this presents a significant opportunity for Indian manufacturing capability, to emerge in this sector. There has been of late lot many industries, emerging to work in the aviation sector foreseeing the huge demand in value chain, of aircraft development and manufacture, as well as MRO of the OEM assets, held in Defense and Civil Aviation Industry. The opportunity is such that, Sky is the Limit for a shrewd businessman who will play his cards well in translating opportunities, in to reality by converting the Government policies, to the best use. What is the scenario when it comes to the availability of trained skills? Any initiative from TAAL for skill enhancement. A quantum jump in availability and quality of skilled manpower is required, for this industrial segment to expand in the proportion desired and anticipated. The traditional sources of engineering talent like the DPSUs and the Armed Services are proving inadequate for meeting the challenge. Whilst there has been an increase in the number of institutions offering
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specialized engineering degree programmes in this segment, however, the demand continues to far outstrip the supply. Quality of talent is also critical issue. A sustained shortfall in quality entry-level engineering can stall the growth of this segment. Some OEMs have established linkages with Institutions and are actively contributing in making their curriculum relevant as also assuring themselves of a steady supply of human capital. Of-late Karnataka has come up with a proposal to have an Aeronautical University so that this will strengthen the Make-in-India campaign by having quality talents churned out and also have the research, academics and industry platform available, in a single system to rule out any design, development or technology gaps. The future need of this segment will be, to transform from Build to Print, to build to Specs, which is possible when all talents are in one roof, and able to exploit the Make-inIndia Campaign, to its fullest extent. TAAL in this respect has been exposing the young talents within the Industry to latest technologies and infrastructure by associating the talents, with peer, or contemporary industries for their mutual learning. The young and experienced talents at TAAL are given freedom to explore over internet, discuss with specialists across the segment, as well as independence in voicing their thoughts, for the improvement of the aviation industry, and the Company’s Business as a whole. The engineers at TAAL continually improve their skills by being exposed to the
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working cultures, of various OEMs, while executing various projects that are undertaken year on year. For the first time in Hosur, TAAL is offering aero model flying. Would you please elaborate on this programme? The aero modelling, and aero model flying provides a commoner a good knowledge of aircraft parts and its system functioning (electrical, radio, hydraulic, mechanical etc.) which is complemented by flying with wire or remote control to get the feeling of virtually piloting an aircraft from ground. The availability of such facility at Hosur with the presence of a private aerodrome, is certainly a boon to the citizen at Hosur and other nearby places, availing this opportunity. This facility has developed interest in young and old to experience the thrill of flying from ground, and at the same time educate oneself with the interesting facts of types of aircraft, aircraft aerodynamics and aero engine concepts. The aero modelling and aero model flying are open to anyone aged 18 years and above. This, in the long run especially in young youths will generate a keen fire to learn more of aerospace, thereby cultivating them to become one of the contributors, for the growth of aerospace in the Country. This should in turn, lead to strengthening the indigenous efforts, in aerospace sectors, and hence, improve self sustenance in design, development and production of aerospace parts and systems. TAAL conducts Aero modelling classes with an affordable fee, for beginners who are
interested in learning from the beginning. Most of the products in Aviation Manufacturing are imported. How “Make in India” campaign can boost up indigenous manufacturing in this segment? What are the initiatives TAAL has taken to seal this positive sentiment? Make in India campaign will have Indian Aviation Industries either to buy initially (Import) and later indigenize or solely indigenize the aviation products, parts and spares with the resources available within the Country. This will enable the setting up of required infrastructure and technology, to cater the Make in India demands. TAAL has been, and will be in future, strongly supporting the Make-in-India campaign, by being one of the niche Industries to undertake, the airframe manufacture, based on its rich experience, in the manufacturing field of airframe structural parts and components for aircraft, and aerospace vehicles. The DPSUs (HAL, BEL etc), DRDOs (DRDL, CABS, DARE etc) and the Armed Forces have been interacting and placing orders for most of their assets, or development projects spares, and parts indigenization / development. What are the scopes for the SME sector to grow with the Aerospace Industry? India’s economy is projected to be 60 per cent of the size of the United States economy by 2025 and second only to China by 2050. There are many SMEs who entered post liberalization. Key drivers for their growth
are subcontracting for DPSUs, liberalization and the offset policy. For example, big houses like Tata, L&T, M&M and other domestic private players like Dynamatic Aerospace have been aggressively building capabilities in different spheres. The liberalization of the Aerospace sector, in the mid-nineties has resulted in a remarkable growth of this sector, as a large number of private players, have entered the sector. However, the SMEs face hurdles due to the high capital cost, low volumes and long gestation period of projects. The existing supply chains of DPSUs and Ordnance factories comprise thousands of suppliers, most of whom are component-level suppliers. A disproportionately large number of these suppliers are small enterprises– thereby with limited capacities. Most of these SMEs are suppliers, who operate niche technologies and processes, thereby, making them valuable. The existence and growth of SMEs will depend on the nurturing capabilities of the Tier-1, and Tier-2 Companies. Considering the future growth of aviation industry the SMEs will definitely accrue the benefits of growth, if synchronized to the needs of the Defense and Civil Industries, demands. Mr. Sudhir Kumar, graduated from University of Jabalpur, holds the position of Chief Executive Officer, TAAL. Before that he worked in HAL for 37years and grew to the position of Executive Director. He visited a lot of countries like Germany, France, Russia and USA. For further details, contact : ceo@taal.co.in
August 2015
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AEROSPACE
Indian Aerospace can Witness the Positives through ‘Make in India’
Harish Pant Managing Director, Hampson Aerospace While it is the truth that Indian Aerospace industry lacks in infrastructure and innovated technologies, with the Government initiative of Make in India, India will surely come to the forefront of Aviation Manufacturing. Need is to focus on continual up gradation and to strive hard to compete at the global platform.
What are the greatest challenges for Aerospace Industry in India? Following are the major challenges faced by Aerospace Industries in India a) Weak Supply Chain Structure and positioning • OEM’s, tier 1 suppliers and RM and chemicals suppliers at the end of Supply chain all are are mostly outside our country leaving a limited scope for Indian Suppliers as only Tier 2 and Tier 3 and that also get further limited due to multiple capabilites and capacities required in full length and breadth of components manufacturing with multiple manufacturing technologies like Machining, Composites, Sheet Metals.
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• Weak business positioning as most of the packages are for small programs as high volume packages are already supported by well established players near to the aggregators (oem’S) and tier 1’s. • Due to 49% equity holding, foreign players with proven technologies and capabilities are not very keen to particpate and set up base for manufacturing in India leading to slow paced capabilities development and incremental evolution. • Dilemma of holding on to the past or grab the future. India does not have cutting edge technologies in Composites, 3D printing, Engine and Avionics. Also it does not
have major R&D ongoing programs in these areas. While the yesterday’s Machining and Aero structure work and provide immediate volumes but pose challenges to keep established capacity engaged for the long term. b) Long term investment requires financial strength for sustained business growth • Due to multiple years of time spent at upfront investment in capabilites and capacity development, customer approval, product development, Frest Article Product approvals, gradual order pipe line fill up necessitates long term investment. In the first five initial years ROI is negative in
most cases. • In subsequent years also moving up in value creation requires continued add on investments affecting profitability. • Need to acquire high volume programmes and packages for business sustainability for continued stream of revenues. c) Proven capabilities and capacities required prior to getting orders • Upfront investment required in developing complete capabilities including certifications and approval by customers. • Capacities are to be built up in a short time thus requiring
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Technological advancement also neccesitates continued investment in Training and development.
investment in add on capacities to grab business opportunities.
investment in Training and development.
d) Long lead times and high cost of Imports
g) Infrastrutre and support services
• All Raw Materials and chemicals are imported leading to long lead time and very high cost.
• Complete dependency for Standards, approvals and certifcations from outside India.
• Due to volume of purchase being very low, exorbitant price charged by suppliers.
• Scale of operation being low, there is low motivation from Private Players to invest in a money losing prepositions leaving it to the Government to support the industry and create infrastructure.
e) Technology • With disruptive changes in the areas of composites, 3D Additive printing etc the manufacturing technology will also change hence capacity built for present program and packages will see obsolescence in near future necessitating continued high investment in technology and its adaptation. f) Talent Management • Due to limited talent pool available, retention of employees and subsequent high increase in salary in scenario of fixed rate long term contracts pose a great challenge on maintaining profitability in one hand and retaining talent in another. • Technological advancement also necessitates continued
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With the Make in India project, what are the positive outcomes you hope to see? • In the backdrop of severe cut in defence spent mainly by USA, UK and European countries, India offers multi billion opportunties for the coming decades to OEM’s and tieir 1 suppliers. This will lead to all major players setting JV base in India with major Indian business houses. • Defense Purchase Policy (DPP) also stipulates first preference to Buy and Make in India paving way for major equipment acquisition from these JV entities. • Willingness by Major foreign
players to share technology and easier transfer technology regime. • Recently launched Land Acquisition and Skill Development initiatives will also help in debottlenecking two major constraints faced by the players. • Now Government establishments are also liable to pay taxes thus creating a level playing field for private players. With what steps would the Aerospace industry be able to reduce the imports and practise indigenous manufacturing? • Production of Aerospace grade raw Materials, chemicals and spares o Research and Identify types of RM, volume and technology associated with the future RM based on the evolving trends. o Develop Production Technology or go for JV/ Technology transfer for the above. o Identify markets other than the domestic market for economy of scale production. • Qucikly move up the value
chain for high profitability and scale • Establish Special processes, Testing and certifcation capabilities through cluster approach. Create infrastructure and desperate capabilities but at the same time avoid mindless over capacity. What is the extent of competition that the Aerospace Industry in India faces from abroad? • Due to many constraints and limitations highlighted above, the end performance get affected resulting in failed deliveries and quality non conformance whereas well established players abroad with patented technology and proven capabilities have an edge due to proximity with various tier suppliers and intimacy with major OEMS developed through long association. • Low manpower cost, Engineering Service base, availability of engineering professionals and immediate policy push for creation of millions job opportunities provide competitive advantage for Indian manufacturers. Is it true that India lacks the aviation safety infrastructure
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required to handle the growth. If yes, how can it be worked upon? • Yes true. Incremental approach does little help in longterm infrastructure investment requiring huge investment. • Privatisation coupled with creative ways to augment resources would help in resources mobilisation for aviation safety infrastructure. • Government should encourage air travel and with increased traffic and better profitability, private investment will be forth coming and making it lucrative for active participation by the industry. Road and Railways are already choking even when these are largest/longest in the world! All the modes of travel need to supplement each other to provide a seamless link for goods and people transportation at a fast pace. How does the huge import of Aviation Turbine Fuel (ATF) affect the aerospace manufacturing? • Indian Aviaton has to compete with global players
who operate on main aviation routes and hubs. Also, many gulf aviation companies have huge advantage of cheap ATF whereas India gets dwarfed in comparison due to low scale of operation compared to other world players. Domestic market is also a fraction in comparison to other developed market. • ATF prices are loaded with heavy taxes and surcharges which is not applicable to many other players. • In India, air travel is taxed heavily as it is considered luxury travel and not a part of travel eco system and a way forward to decongest already choked rail and road infrastructure. The aerospace business is highly capital-intensive and funding access can act as an entry barrier into this space. How can the Government help in this aspect? • As India moves from very costly imports to the concept of Make in India, the future cost arbitrage advantage provides an opportunity to create a fund to support
Aerospace industries. A complete eco system can be envisaged in Aerospace manufacturing, Defence and Aviation which will help in scale of operation and these will dovetail with smart cities thus unlocking huge value preposition for the investors. India is expected to clock high GDP growth in coming decades leading to high per capita income hence huge opportunity for Aerospace growth. As India plays more strategic role in South East Asian region, it remains highly invested in defence. The complementary capabilites and capacities will provide further growth impetus. • Indian Government can prepare a white paper policy document envisaging strategic investments from Global Financial investors, OEM’S, Technology partners JV’s, Indian Public Equity participation, Government investment, Public Private partnership and play private players for long term investment. This policy document needs implementation support of various agencies including
creation of an organization similar to NASA for steering future course of the country. • Innovative financial model like a minimum return on capital invested adequately, supplemented by the Government due to strategic line of business for the country, can be firmed up. Mr. Harish Pant, a Mechanical Engineer with multi faceted global exposure and experience of 30 years across Steel, Automotive, Aerospace and Engineering sectors, is presently working with Hampson Industries Private Limited as Managing Director. He worked with HAL, Maruti Udyog Ltd, General Motors and Jindal Group. Mr Pant has been honoured with “Distinguished Alumnus” Award by IEI, Member Advisory Council All India Management Association (AIMA) Bangalore, Lifetime member of Aeronautical Society of India, a Fellow of Institution of Engineers and also the recipient of Immai Operational Excellence Award and Award for Industrial Development. For more details, you can email to harish.pant@hotmail.com
Complete dependency for Standards, approvals and certifcations from outside India
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AEROSPACE
Holistic Outsourcing can Change the Global Aviation Scenario
Laks Aragam Sector Development Executive, ECM- Capgemini India India Aerospace Industry globally is going through a major paradigm shift. Capgemini with its innovative solutions and IT services is helping the manufacturing process to transform into excellence
What are the innovative solutions Capgemini provides to the Aerospace Industry? Capgemini is at the forefront of innovation. We have already a set of solutions that Capgemini is providing in the Aerospace Industry.
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to propose to our customers an artificial intelligence machine learning predictive maintenance solution enabling our customers to predict which component is going to fail days in advance.
We are providing Management and IT consulting, Manufacturing & Supply Chain solution, Real time onboard solution, Extended PLM solution, Services & Content Lifecycle Management solution as well as Air Traffic Management and Aerospace Engineering.
Another notable innovation is the outsourcing services offer that we provide from our India centres. We provide holistic outsourcing services for core jobs in Technical Publications and Engineering Services which includes, trained resources and a delivery and workflow platform for a transparent business operations model.
For example, we have partnered with very innovative start-ups
Would you please brief about your Indian operations?
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In Aviation, Capgemini runs a major centre in Bangalore which is dedicated to Technical Publications and Engineering Services. The total resource strength of close to around 1000 resources offer Creation and Revision of Aircraft Manuals, Aircraft Digital Modeling and Design Services, Structural Analysis, Embedded Systems programming, Computational Modeling and Analysis Services. We have our own delivery platforms if the customer chooses to use and tool sets to support these services. Lean Manufacturing, today, is a big concern when it comes to manufacturing. What initiatives have been taken
from Capgemini to offer lean solutions to Aerospace Industry? Capgemini is working with its Aerospace customers to implement innovative technology solutions that help support the lean manufacturing in the IT system. In the global platform, who are your clients from the Aerospace & Defence sector? How are the enquiries and response from India? In our Global Aerospace area, all major aircraft OEM, Aviation Industry Risk Sharing Partners, and even Government Organization are Capgemini
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customers.
We have already an extensive Innovative Center in India in the Technical Publications in the BPO domain and a direct link is established between the US/Europe Center of Excellence with our Indian Center of Excellence that supports all answers from India when needed.
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India’s manufacturing is mainly SME based and they cannot afford high end technologies. In this scenario, how can we bring more SMEs in India to manufacture in Aviation? Capgemini already has a strong India Customer Base and also has a number of Innovation
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labs in its’ India Centres. All Capgemini Innovation Labs are connected to each other and this is also the case between our Aerospace & Defense Innovation Lab in Europe and the Innovation Lab in India. These Innovation Labs with their interconnected help bring more and more innovation solutions in India to manufacturers in Aviation. Your take on ‘Make in India’? Can we expect global aviation manufacturers setting up their facilities in India? Capgemini already has a long history of assisting Global Aerospace Manufacturers in US, Europe and China and in
the same way, we will continue India location to support the SMPS Converter Water Proof SMPS Make in India campaign. to help and assist our existing DC/DC customers to setup their Mr. Laks Aragam is the Sector facilities in India through our Development Executive Indian Aerospace Operations. for Enterprise Content Management Services at The future of Indian Aerospace Capgemini India. He has over manufacturing? 25 years of experience in Adaptor 3 Phase Transformer LED Drivers documentation and design Make in India is a fantastic industry, and is a specialized opportunity. With close to 1, expert in documentation 00,000 people in India and a set of resources already trained services across domains. He has a postgraduate degree in the Technical Publications in Aerospace Engineering. and Engineering domain, Prior to Capgemini, Laks was we are continuing to further Battery Charger 1 Phase Transformer Solar Lartern with the National Aerospace strengthen our Indian CoE with Laboratories in Bangalore for the Global Engineering 65, Laxmi Vihar, Jandli,Services Ambala City 15 (Haryana) India. Tel: years where he +91-171-2801711/3291897 worked offered from India. In the same on the Light Aircraft Design, Fax : +91-171-2801289 Mobile : +91-9416020078/9215720078 way, Predictive Maintenance, Development andWebsite Certification. Email : nacei@rediffmail.com / naceiamb@gmail.com : www.nacei.com Service Lifecycle Management, For more details you can visit, PLM will be offered from our www.in.capgemini.com
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INDUSTRY FEATURE
Hydraulic System Maintenance Hydraulic System failures are common now -a-days and are kept seen on the same pattern over years. Until and unless Hydraulic equipment owners, mechanics and maintenance people give special attention to their equipments the problem will continue. In this article we are going to discuss about this and how we can prevent this break down.
Veena Parikh info@vertexhydraulics.com
I’ve spent the better part of 15 years working in and running Hydraulic manufacturing and repairs, in other words, rebuilding hydraulic components. During this time, I kept seeing the same pattern over and over again: 1) Failed Hydraulic Component comes into shop along with concerned owner who wants to know why it has failed after only a short period of time in service. 2) Based on what I saw after tear-down, I would explain the cause of failure - and how it could have been prevented. 3) Customer leaves thousands of Rupees poorer with repaired component and a hard learned lesson on hydraulic equipment maintenance. For as long as there are Hydraulic equipment owners, mechanics and maintenance
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people who believe that hydraulic equipment doesn’t require any special attention, this vicious circle will continue. There are mainly 6 mistakes that people make when dealing with Hydraulic equipment: Changing the Oil There are only two conditions that necessitate a hydraulic oil change. And they are degradation of the base oil or depletion of the additive package. Because there are so many variables that determine the rate at which oil degrades and additives get used up, changing the hydraulic oil on hours in service without any reference to the actual condition of the oil is like shooting in the dark. Given the current high price of oil, dumping oil which doesn’t need to be dumped is the last thing you want to do. The
larger the reservoir the more expensive the mistake! On the other hand, if you continue to use the degraded base oil or additive depleted oil, you compromise the life of every other component in the system. The only way to know when the oil does need to be changed is through oil analysis. Also, contamination by particles or water doesn’t mandate an oil change; they can be removed economically by using offline filtration.
changing them too early or too late. If you change them too early, you’ll be wasting money on unnecessary filter changes. If you change them too late, the increases in particles in the oil will quietly reduce the life of every component in the hydraulic system and cost a lot more in the long run.
So don’t change the hydraulic oil on hours in service. Perform regular oil analysis to know when the base oil is shot or the additives are used up.
So to avoid this, don’t change the hydraulic filters on hours in service. Change the filters when all their dirt holding capacity is used up, but before they “Bypass”. The only way to know this point has been reached is to monitor the pressure drop across the filter element using a clogging indicator, or a differential pressure gauge.
Changing the filters:
Running too hot:
A similar situation applies to hydraulic filters. If you change them on hours, you’re either
There are not too many equipment owners or operators that would operate
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an overheating engine, sadly the same can’t be said when the hydraulic system gets too hot. But like an engine, the fastest way to destroy a hydraulic component, seals, hoses and the oil itself is high temperature operation. But how hot is too hot for a hydraulic system? Well, it mainly depends on the viscosity- the viscosity index (rate of change in viscosity and temperature) of the oil used and the type of hydraulic components in the system. As the oil’s temperature increases its viscosity decreases. And so a hydraulic system is operating too hot when it reaches the temperature at which oil viscosity falls below that required for adequate lubrication. A Vane pump requires a higher minimum viscosity than a piston pump, for example. And this is why the hydraulic components used also influences the systems
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maximum safe operating temperature. If your hydraulic system contains a vane pump, the minimum viscosity you should be looking to maintain is 25 mm2/s. For mineral oils with a viscosity index of around 100, this equates to a maximum allowable operating temperature of 35 degree Celsius if you’re using ISO VG22 oil or 65 degree Celsius for ISO VG68. Apart from the lubrication issue- Operating temperatures above 82 degrees Celsius damage most seal and hose compounds and accelerate degradation of the oil. But for the reasons explained above a hydraulic system can be running too hot way below this temperature. Using the wrong oil: The oil is THE most important part of any hydraulic system. Not only is hydraulic oil a lubricant, it’s also the means through which power is
transferred throughout the hydraulic system. It’s this dual role that makes viscosity the most important property of oilbecause it affects both machine performance and life. Like I said in mistake no 3, the viscosity of the oil largely determines the maximum and minimum operating temperature within which the hydraulic system can safely operate. This is sometimes referred to as the temperature operating window (TOW). If you use oil with a viscosity that’s too high for the climate the machine has to operate in, the oil won’t flow properly or lubricate adequately during cold start. If you use oil with a viscosity that’s too low for the prevailing climate, it won’t maintain the required minimum viscosity and therefore the adequate lubrication on the hottest days of the year. But that’s not the end of it. Within the allowable extremes of viscosity required for adequate lubrication, there’s a
narrower viscosity band where power losses are minimized. If operating viscosity is higher than ideal, more power lost to fluid friction. If operating viscosity is lower than ideal, more power loss to mechanical friction and internal leakage. So using the wrong oil results in lubrication damage and premature failure of major components-it also increases power consumption-things you don’t want. The only way to be certain is to check your machine’s actual temperature operating window lies within the allowable temperature operating window - and ideally within the temperature operating window for the oil you’re using. Wrong filter locations: Any filter is a good filter right? Wrong! There are two Hydraulic filter locations that do more harm than good, and can rapidly destroy the very components they were installed to protect.
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These to be avoided filter locations are the pump inlet; piston pump and motor drain lines. This goes against the conventional outlook of having a strainer on the pump inlet to protect it from trash. Firstly, the pump draws its oil from a dedicated reservoir not a garbage can. Secondly, if you believe it’s normal for trash to get into the Hydraulic tank, then you’re wasting your time reading this. Getting maximum pump life is the primary concern hereas it should be, then it’s far important for the oil to freely and completely fill the pumping chambers during every intake, than it is to protect the pump from nuts, bolts and spanners, which pose no danger in a properly designed reservoir where the pump inlet is at least two inches off the bottom. Research has shown that a
restricted intake can reduce the service life of a gear pump by 56%, and it’s worse for vane and piston pumps because these designs are less able to withstand the vacuum induced forces caused by restricted intake. Hydraulic pumps are not designed to “suck.” If these filters are fitted to any of your hydraulic machines and you don’t get rid of them there’s a very good chance that they’ll end up costing you serious money. So to avoid this, check each of your hydraulic machines and if there’s a suction strainer on the pump inlet, or a depth filter on any piston pump or motor case drain line, remove and discard them. Believing that hydraulic components are self lubricating and self priming: You wouldn’t start an engine with no oil in the sump- not knowingly anyway. And yet this does happen with a lot of
pricey hydraulic equipment.
need to do it in.
If the right steps aren’t followed at initial start up, hydraulic components can be seriously damaged. In some cases they work okay for a while but the harm done at start up can cause premature failure.
So to avoid this, never attempt to re-start a hydraulic machine after changing components without a written checklist which tells you exactly what to do, and the order to do it in. Also remember- It has to be machine specific to be effective!
A lot of these failures, end up as warranty claims and it’s frustrating for everyone concerned because they’re totally preventable. There’s two parts to getting this right: Knowing what to do, and remembering what to do. This sort of mistake is easily preventable by using a check list. I don’t like relying too much on memory, not for the important stuff. So even after 15 years of working on hydraulic equipment, I would never attempt to commission or re-commission a hydraulic system without having a piece of paper to remind me of what I need to do and the order I
The author Veena Parikh is the Managing Director of Shashwat Systems Pvt Ltd based at Gandhinagar. Shashwat Systems is one of the most reliable suppliers of high Quality Hydraulic Cylinders, Hydraulic Power Units for machine tools & Force Feed Lubricators for Compressors & Reciprocating Pump and an OEM supplier of FORCE FEED LUBRICATORS. They are in Lubricating field since 33 years, manufacturing lubricator up to 16 feed Pumps, High Pressure Grease Lubricators and manufacture custom built Lubricators also. For more details visit www.shashwatsystems.com
General arrangement of hydraulic cylinder (cross section )
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INDUSTRY FEATURE
Hydraulic System Failure: Root Cause & Prevention Analysis Most of the hydraulic systems fail due to contaminated or aging hydraulic fluid. Contamination causes aging/ degradation of fluids and hydraulic systems failure for numerous reasons. Environmental contamination enters the system through ingestion, and can be prevented through the use of sealed reservoirs, vacuum breakers and/or high-efficiency breather filters in areas where humidity is high enough to become hazardous.
Kartik Joshi kartik@pramani.com
In addition to increasing internal leakage (which lowers the efficiency of pumps, motors and cylinders), contamination decreases the ability of valves to control flow and pressure, thus wasting horsepower and generating excess heat. Furthermore, it causes parts to stick due to sludge or silting, or seize when large amounts of contaminants accumulate in the clearances. Sources of contamination can include the manufacturing process, hydraulic fluids, environmental exposure, system wear and servicing. The behaviour of water as a contaminant varies from system to system. Water can form an emulsion with the fluid, or it may be partially immiscible, floating on the surface or settling to the bottom of the fluid depending on the relative density. The
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presence of water ultimately results in corrosion of the system components and resultant contamination of the fluid by corrosion products. Water ingress may be caused by design flaws, service environment, maintenance activities, internal generation and various methods of fluid servicing. Root Cause & Prevention Analysis Improper storage of open fluid containers and inadequate transfer of fluid to the system may cause serious contamination problems. Contaminants also enter hydraulic systems through the reservoir breather (when used) and contaminated replacement components. Environmental contamination enters the system through ingestion, and can be prevented through
the use of sealed reservoirs, vacuum breakers (relief valves) and/or high-efficiency breather filters (such as desiccators) in areas where humidity is high enough to become hazardous. Contamination from stored containers may be avoided through proper storage and handling procedures. Large containers are likely to include a high level of particles; therefore, fluid filtering is suggested prior to use. Proper Fluid Selection Maintainers must pay careful attention in selecting the proper fluid to use in a particular system, and it is critical to avoid mixing any fluids. Even when a system specifies that more than one fluid may be used, maintenance personnel should always try to use just one fluid, and not mix others. If a different fluid
must be used, the system should be drained and flushed before adding the new fluid. Keep in mind that even if two fluids are miscible, the mixture may not perform with the ideal properties of either component separately. Also, the combination of some fluids and/or their additives may be harmful to the system. Manufacturers and suppliers must be diligent in specifying appropriate fluids for a system. These specifications should be clear about potential incompatibilities if multiple fluids are used, and should recommend proper system maintenance procedures for all environmental conditions. Fluids should also be chosen with proper regard to environmental and hazardous materials regulations. Proper Fluid Handling and Storage
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Hydraulic fluids should be kept in their sealed containers until ready for use. Both new and partially used containers should be carefully handled and stored. Lids should be checked routinely and tightly secured, with drums being kept in a relatively benign environment. Large temperature swings cause the containers to “breathe� from expanding and contracting air and liquid inside. This, combined with moisture from rainfall or humidity, can cause the ingress of water into the container. Some fluids are hygroscopic, meaning they absorb moisture when exposed to humid air,
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thus requiring extra measures to be taken to reduce the chance of contamination. System Maintenance Hydraulic systems, because of their prevalence, are often in need of repair due to constant use. Standard operating procedures should be consulted for fluid contamination opportunities, and system maintenance procedures should be similarly diligent in keeping contaminants from systems. This can be accomplished through procedural changes identifying which fluids are appropriate for certain
systems, and the proper handling of those fluids and systems. Additionally, procedures should be adjusted to indicate what actions should be taken to replace a fluid or change fluid types. In general, the system should be flushed of all old fluid and cleaned prior to the addition of the new or replacement fluid. The author Kartik Joshi is the CEO of Pramani Hydraulics & Pramani Hydrolines, based at Hyderabad. For the last 20 years Pramani is catering to various Hydraulic requirements of industry and their areas of interest range from design
to deployment of Hydraulic solutions. Their product portfolio ranges from offering circuit components (Hydraulic Hose, Gauges, filters) to manufacturing machinery suitable to application need. The core areas of business are manufacturing Hose Crimpers, Testing Machines & other allied machines suitable for Hose Assembly manufacturing. They are located in twin cities of Hyderabad &Secunderabad with manufacturing plant in Pashamylaram Industrial Zone of Medak District. References: http://www. machinerylubrication.com
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INDUSTRY FEATURE
Selecting a Specialty Accumulator Sudden bumps and shocks are great fun when you are off-roading or are riding on a rollercoaster. But when you are operating a piece of equipment, you want it to be running as smoothly as a Cadillac rolling down the interstate. Sudden changes in pressure produce vibration, cavitation, and water hammer and generally lower the lifespan and reliability of fluid systems.
Joe Cheema jc@fecintl.com
The basic problem with pressurized fluid systems is that liquids are not compressible. There will always be changes in pressure and flow brought about by such things as the opening and closing of valves, restrictions in piping, or the action of a reciprocating or rotary pump. Because those pressure changes can’t be balanced by a change in the volume of the fluid, either a portion of the fluid converts to a gas or there is column separation, producing cavitation, and/or the energy hammers against the other components. The solution is to introduce a compressible element, such as a gas, into the system, which will accommodate the changes in flow and pressure. The following is a rundown of some of the options for maintaining an even pressure and increasing equipment reliability.
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Pulsation Dampeners In most liquid-handling systems, the primary source of pulsation is the pump. This applies to both hydraulic motion systems and chemical injection pumps. With any type of positive displacement pump—whether it uses a diaphragm, gear, piston, or vane—the pump breaks down the inlet flow into a series of discrete volumes. The pump then applies energy to each of these discrete volumes, raising its pressure and then releasing it into the general high-pressure flow. While the average pressure and flow rate of the fluid remain relatively constant, it is subjected to wide fluctuations, particularly in the area immediately following the pump output. The pump operates by taking a finite amount of fluid into its chamber and then rapidly
compressing it. This action produces a sinusoidal pattern of fluid pressure and speed, fluctuating around the average pressure and speed of the system. As the high-speed, highpressure fluid exits the discharge port on the pump, it creates a compression wave. That wave travels through the fluid at the speed of sound until it reaches a bend or restriction in the pipe. At that point, the joint or restriction absorbs some of the compression wave’s energy, while the rest is reflected back against the flow coming from the pump. This back-and-forth hammering from t he compression wave lowers the life of the pump and the components in the pipeline. Pulsation dampeners are devices attached to the pump output that moderate the pump’s pressure and volume fluctuations. They
can be attached on a tee off the outlet line, or they can sit inline. Numerous designs are available, but the basic elements consist of a sphere containing a diaphragm or a cylinder containing a bladder (Figure 5). With the first design, the diaphragm is held in place by the two halves of the sphere. The diaphragm splits the interior of the sphere into two halves—one contains nitrogen and the other the fluid being pumped. A charging valve and a pressure gauge are connected on the gas side of the sphere, while the fluid side connects to the plumbing. The cylindrical design is similar in operation, but a bladder is attached to the charging valve. The gas is contained within the bladder while the fluid flows between the cylinder and the bladder. In both cases, the gas side of the dampener is precharged to about 80% of the minimum
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Pulsation dampeners are devices attached to the pump output that moderate the pump’s pressure and volume fluctuations.
allowable system pressure, so that there will always be some liquid within the dampener. When the fluid is pressurized quickly, with the nitrogen being more compressible than the hydraulic fluid, most of the fluid above the average system flow goes into the pulsation dampener rather than creating a compression wave. Similarly, during the low-pressure portion of the piston stroke, the gas expands to force the fluid back out of the dampener into the system, maintaining the mean flow and pressure. The elasticity of the rubber and the compressibility of the gas work together to eliminate more than 95% of the variations in flow and pressure, hence prolonging equipment life. Surge Suppressors First, understand that surge is very different from pulsation. The latter is the regular acceleration and deceleration of the fluid, typically caused by the cyclical actions of a reciprocating pump. Although pulsation can be solved by installing a properly sized pulsation dampener at the pump outlet, surge is less
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predictable and can cause severe damage to pipes, valves, fittings, and pumps. Fluid systems never operate at a constant pressure. Pumps going on- and off-line and changes in temperature, demand, and tank levels alter system flow rate and pressure at any given time. A mild pressure change, also called a surge, results in fluid pressure oscillations within the system and can damage the pipes, valves, and fittings. This oscillation of the pressure is called water hammer. The more severe water hammer, on the other hand, comes about when there is a sudden change at either the inlet or outlet of a system. Pumps suddenly going onor off-line, or valves rapidly closing are the most common causes. Fluids at liquid state are largely noncompressible. This is what allows you to apply pressure at one end of a pipeline and attain pressure throughout the system. When an outlet valve suddenly closes, the energy contained in the water flow compresses
the water nearest the valve. Like a spring, this energy then reverses flow, sending a shockwave at the speed of sound back upstream until it hits an obstruction, such as a joint, another closed valve, or the impeller in the pump. Most of the energy from that shockwave then bounces off that obstruction and returns to hammer the valve again. The wave travels back and forth between the obstruction and the valve until friction finally dissipates the energy. Another problem can occur when a pump suddenly shuts down, perhaps due to a power outage. When this happens, the fluid column may experience a sudden drop in pressure, causing a separation in the fluid column, with some of the fluid becoming vapor. When the pressure increases once again above the vapor pressure point, the collapse of the vapor pocket sends a shockwave through the system. Surge suppressors are similar in design to pulsation dampeners, but they are built to address much larger pressure and
volume fluctuations. The bladder is precharged to a level lower than the minimum allowable system pressure so that there will always be some liquid within the surge suppressor. When there is a pressure surge, most of the fluid under higher-than-average pressure in the system flows into the surge suppressor and, consequently, dissipates the compression wave. When there is a sudden drop in pressure, the gas expands to force the fluid back out of the surge suppressor, so there is no danger of causing a column separation. Other than size, one key difference between a pulsation dampener and a surge suppressor is where they are installed. The pulsation dampener should be placed as close to the pump outlet as possible. Surge suppressors, on the other hand, will be needed at various points throughout the system. They can be installed at the pump outlet to prevent damage if the pump loses power. Others can be installed at critical points in the piping network where pressure surges may happen, such
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as upstream from a quickly closing valve. Bladder or Diaphragm Accumulators Though surge suppressors and pulsation dampeners are designed to minimize the damage caused by an increase in pressure, accumulators are designed to prevent a pressure drop. A common application is called a LOSA (lube oil system accumulator), which provides a temporary source of oil in the event of a flow disruption. Hydraulic accumulators are energy storage devices that smooth the pulsation of oil pumps and provide short-term oil pressure when there is a power outage or during switchover between oil pumps. Accumulators also help maintain a constant oil pressure during temporary changes of demand (Figure 6). An accumulator is essentially a pressure vessel that stores oil and contains a mechanical
means of maintaining pressure when the pump shuts down, thus cushioning fluctuations in oil pressure. Accumulators differ in the type of mechanical means used, such as spring, gravity, and gas load. Gas-loaded accumulators use compressed gas to provide pressure and are one of two types: separator and nonseparator accumulators. Nonseparator accumulators do not have any barrier between the gas and the liquid. This is the simplest design and can store the greatest amount of oil. However, because there is no barrier separating the gas from the oil, the gas may become absorbed by the fluid, particularly at high pressures. Then, as the pressure drops, the absorbed gas forms bubbles in the oil, causing sponginess in the system that may damage the pump through cavitation. Bladder-type accumulators consist of a metal cylinder
containing a pressurized bladder. They are designed in accordance with American Petroleum Institute Standard 614/ISO 10438, which covers lubrication systems, and ASME Pressure Vessel and Boiler Code, Section VIII, Division 1. In accordance with the standards, these accumulator vessels are made of 300 series stainless steel and can withstand maximum pressures of about 1,500 psi. Because of its high flexibility and low weight, the bladder has a rapid response time, allowing the accumulator to quickly compensate for pressure drops in the system and prevent damage to bearings and other components. Diaphragm accumulators serve a similar function, and like the diaphragm pulsation dampeners, the accumulator vessel is also divided into two halves by a diaphragm. The basic construction of
a diaphragm accumulator is similar to the diaphragm pulsation dampener. Suction Stabilizers Suction stabilizers perform a similar function to that of surge suppressors and pulsation dampeners, but they protect against a pressure drop on the inlet of pumps. Rather than absorbing excess liquid, they supply it when there is a pressure drop, such as during pump start-up. This lowers the risk of cavitation, head loss, and pulsation that can otherwise occur on the inlet of the pump and may damage the pump. It also prevents the low-pressure transients and spillback that injects frothing into the suction pipe, destabilizing the flow. The author Joe Cheema is the senior project engineer for accumalator manufacturer Fluid Energy Control Inc. in Los Angeles, California
The solution is to introduce a compressible element, such as a gas, into the system, which will accommodate the changes in flow and pressure.
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SUCCESS STORY
Static Hydraulic: Pioneering to Excel
Started in a rented shed way back before 22 years, Static Hydraulic Private Limited (SHPL) today is one of the leading system integrators of Hydraulic Equipments in India, with two modern manufacturing facilities. Under the prominent leadership of Mr. Sanajit Lahiri, SHPL is engaged in manufacturing and supplying Industrial Hydraulic Components and his ethical business policies and in depth knowledge have helped Static gaining desired position in the Indian market.
After serving leading multinational manufacturers Mr. Sanajit Lahiri started his entrepreneurial journey with establishing Static Hydraulic in 1993 in a rented establishment in Kolkata. In 1996 he was able to get his first manufacturing facility at Behala Industrial
Estate and developed a 2000 Sq: ft shop floor, which also serves as SHPL’s head quarters. Further expanding to meet the demands of SHPL’s growing customer requirements he established his second manufacturing facility at Howrah in 2009, a 7000 Sq:
ft shop floor, with the latest equipment and technologies. SHPL has been able to surpass their competitors in the market owing to their unremitting efforts towards ensuring quality. Their quality experts ensure that they
conduct various tests to check the quality of products at each and every step during production. They make sure that they procure the best quality components from trusted vendors of the market. After production process, they thoroughly check the range
Static offer more than 300 types of Hydraulic systems and produce more than 500 Hydraulic Cylinders every year. The range of Hydraulic Cylinders are from 40mm bore to 300mm bore, stroke length of 10mm to 6mtr with working pressure 250bar.
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“With the help of our advanced manufacturing unit and skilled workforce, SHPL has been able to manufacture technically advanced components as per the client’s requirements. Also, the team of engineers and technicians provides customization facility and designs the range as per the client’s specifications. Additionally, their quality controllers and R&D professionals also guide us while manufacturing the range as per the prevailing industrial norms.”
Sanajit Lahiri Managing Director, Static Hydraulic Pvt Ltd
of products for high or low pressure and flow simulation before it gets delivered to the clients. Owing to all these reasons, Static products have set benchmarks for quality and are highly appreciated by their customers. Mr. Tapas Chakraborty, a long time colleague of Mr. Lahiri during his earlier employment joined as the Head of Business and he told us that Static is one of the pioneers in products of
their kind and their services cater to the requirements of Steel Plants, Sugar Factories, Aluminium industry, Railways, Defence, Paper industries to name a few. Their innovations helped Defence to overcome technical glitches in sophisticated imported weapons and currently they are working on a helipad launching system for the Garden Reach Ship Builders. Static offers more than 300
types of Hydraulic systems and produces more than 500 Hydraulic Cylinders every year. The range of Hydraulic Cylinders are from 40mm bore to 300mm bore, stroke length of 10mm to 6mtr with working pressure 250 bar. Their skilled professionals and state-of-the-art manufacturing unit are able to manufacture and supply a wide range of Hydraulics Industrial Components.
“Our range encompasses Hydraulic Press, Hydraulic Power Pack, Hydraulic & Pneumatic Cylinder, Hydraulic Truck Unloader, Hydraulic Floor Crane and Scissor Lift with Hydraulic Control. Along with these, we also hold the expertise in offering Portable Filtering Unit, Manifold Block, Hydraulic Pipe Fittings, Geared Coupling, Pressure Line Filter Element and PVC Pipe Clamp. These components
The reason for the success and growth of our organization is the team of talented professionals. With the manpower of more than 50 experts, Static has immense technical expertise and are experts in their respective domains.
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are fabricated using superior quality raw material, and are widely used in various application areas, such as fiber glass moulding plants and paper mills. In addition, the entire range is manufactured as per the set industry norms and standards”, informed Mr. Chakraborty. “Besides, we are also engaged in offering Pipe Fittings and Filter Elements, which are designed as per the client’s specific requirements. Furthermore, we also offer maintenance services for the components being fabricated by us.” Mr. Chakraborty added. SHPL’s wide range of Hydraulics Industrial Components have gained wide acceptance in numerous industries, such as steel and railways and application areas where it is undeniably used
for several purposes. Their emphasis on customizing these components as per the client’s specifications has widened the scope of their usage. As per Mr. Lahiri, the focus of SHPL is on exceeding the expectations of their clients. “We strive hard to offer products that are of high quality and are at par with industry quality standards. Our professionals interact with our clients to understand their needs and offer products that are in confirmation with the same.” He added “We employ ethical business practices and maintain transparent business dealings with our clients. Our professionals ensure that the products reach our clients within stipulated time frame in a hassle-free manner. Owing to all these features, we have
acquired a rich clientele across the nation.” To ensure that Static is updated about the technological changes, it has set up a research and development unit as well. This unit is taken care of by Static team of research and development experts, who keep a close eye on the prevailing market situation. These professionals also undertake various surveys and researches to understand the needs of customers and help modulate their range in accordance with it. They also check the technical specifications of various machinery installed at Static and help in making necessary up-gradation. The reason for the success and growth of our organization
is the team of talented professionals. With the manpower of more than 50 experts, Static has immense technical expertise and all are experts in their respective domain. They ensure that the products are in-line with the need of their clients and are at par with industry quality standards. All of these professionals work in close coordination and in unity to ensure smooth production of their range of Hydraulics Industrial Components. Adapting to the changing business environments, Static Hydraulic Private Limited is taking up the challenge to offer the best of its services to the global industry and grow as one of the premium manufacturers in the segment.
“Our products find application in various industries and different commercial sectors. To ensure quality we cater to the bulk requirements and have set up a sophisticated manufacturing unit. This unit is equipped with cutting edge machinery and computerized designing methodology. Our professionals ensure that they regularly inspect the working condition of these machines for their smooth functioning.”
Tapas Chakraborty Business Head, Static Hydraulic Pvt Ltd
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INDUSTRIAL MAINTAINANCE
Production Process Outsourcing (PPO): A strategic way to increase your competitive advantage
Voith Industrial Services, India is the leading ownership driven KPI based technical service provider for Automotive Industry in India – On and off Highway Vehicles and Auto Ancillaries. Technical services include Production Equipment Maintenance, Project Solutions, Production Support and Reusable Crating.
Jitendra Singh Jitendra.Singh@voith.com
Since the Industrial Revolution, companies have grappled with how they exploit their competitive advantage to increase their markets and their profits. The model for most of the 20th century was a large integrated company that can own, manage and directly control it’s assets.
Only in the 1950s and 1960s, when the questions of taking advantage of economies of scale came, diversification to broaden the base came into picture, which necessitated need to focus on their core business. In loose terms that meant identifying the critical processes and deciding what can be outsourced.
Interestingly, outsourcing was never recognized as a business strategy until the late 80s. In the 90s, when the pressure of the cost saving measures grew focus shifted on outsourcing the functions necessary to run a company but not deemed to be mission critical. Organizations started
contracting emerging service companies to deliver accounting, human resources, data processing, internal mail distribution, security, plant maintenance, etc. Source: scm.ncsu.edu Later, outsourcing concept got a major boost. When organizations started
WIth specialization, industrial companies are increasingly outsourcing activities such as maintenance, technical cleaning & production support services to service providers. PPO is very prevalent in chemical industry, power generation sector and on a wider scale in automotive industry.
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Innovative Automation Products
B/24, MIDC Satara 415004 India
+91 2162 246509 +91 2162 245966 sales@innovativedro.com www.martupdate.com 55
to review their core competencies itself. As core competency gives an organization a strategic advantage and therefore, could / should not be outsourced; the key reasons to outsource emerged as -
form, its reflection can be seen in the caste system, wherein certain tasks were necessariliy to be undertaken by a specific cast only. But this is not the case any more! Till recently, in India manufacturing industry, outsourcing was misconstrued as purely manpower or labour supply.
• To entrust to the experts / professionals • Free internal resources for other processes • Address uncertainty & change in market • Have a motivated, professional workforce • Reduce and control operating costs, handle ageing workforce, trim badeggs hired & avoid union formations. Outsourcing in India Outsourcing in India Is civilizations old. In its primitive
However, there has been a shift in outsourcing scenario in the manufacturing sector. During the 80’s, manufacturing industries broke loose from a state of stagnancy that had persisted for much of the two previous decades. Most of the manufacturing processes were performed through full time employees and flexibility with head count was less, so industries started hiring casual workers who were not on the payroll and gave flexibility to address the market driven seasonal growth. As the
need to manage the workers became important the casuals were replaced by contractual workers being managed by a contractor. So far the primary drivers had been head count and associated costs. In the following years a need for more value addition in the services was required and performance measurement came to the day. Organisations in India are putting significant efforts to improve quality, reduce costs of production and gain flexibility in service to achieve world class performance. Firms are searching for sustainable competitive advantage over its other counterparts. They are putting efforts to examine whether outsourcing some of the noncore activities may help them. Manufacturing companies in India, especially Auto OEM’s, are slowly increasing
their receptivity towards the outsourcing strategy. Firstly it helps in concentrating the organization’s resources and investments on what the firm’s core competence does best and secondly, outsourcing all other activities for which the company has neither a strategic need nor a special capability. The growing response from Automotive OEM’s and ancillaries in India for outsourcing services related to operations, maintenance, logistics and R&D has seen a significant increase in the last 4 years. Outsourcing production, manufacturing & Maintenance activities in automotive industry is not only a matter of convenience for companies; it is also becoming a prerequisite for survival. Without the ability to farm out few of the production processes companies simply lack the
Evolution of Outsourcing in Manufacturing Sector
Outsourcing
Employees
Casual Workers
Contractual Laborers
Employee management Risk f rom Company to Outsourcing suppliers
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Largest growth in Outsourcing • Customer services • Finance • HR • Technology • Production Management Services
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“KPI driven performance models keep the Service Provider result-oriented.” Sudhir Gurtoo Managing Director, Voith Industrial Services India Sudhir Gurtoo, was the first employee hired by General Motors in India in 1993. Gurtoo who had then joined the American carmaker had 10 years of work experience at the Tata motors. He was one of the core team members who had transformed a defunct truck production plant in Baroda into a passenger car plant, which runs even today. After his near 16 year stint at General Motors India, he joined Voith Industrial Services India in 2009 as chief operating officer (COO) and helped the company begin operations in 2010. While reaching out to the readers of MART, he points out that while SME’s are outsourcing services like operation and maintenance of Utilities, the progressive MNCs/OEMs have moved to entrusting Production support , assemblies and Equipment Maintenance to the Professionals.
How Production Process Outsourcing in India can really help improving its quality in manufacturing? Outsourcing of processes like sub assembly, production support, production equipment maintenance brings the expertise of Service providers who have been working with more focus in this field, using Global best practises. Interestingly, non-core activities for OEM, become core activities for us. Ownership based and KPI driven performance models keep the Service Provider result-oriented. Industry also gains in terms of maintaining a more agile and younger Workforce;Unionised environments avoided; more quality output/man delivery in short! How far Indian SMEs are adapting this PPO model? We see change of gears, amongst
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progressive Indian Companies, especially in past 5 years. The age-old , traditional approach of “hire our own” is giving way to “trust the young professionals” Thus while SME’s are outsourcing services like operation and maintenance of Utilities, the progressive MNCs/OEMs have moved to entrusting Production support , assemblies and Equipment Maintenance to the Professionals. This movement is growing fast and we will see more Outsourcing in even hitherto un-heard of arenas! How is the competition market here in India for outsourcing production, manufacturing and maintenance activities? This speedy growth can be smelled by Global Players who have been waiting to come in. We now see new entrants surveying India and some have started their Operations. Unfortunately, the old
Indian Service providers are still active and dominant in support-maintenance; housekeeping, and facility management. They too are now expanding their areas of Operation to encompass Breakdown maintenance, production services etc. New demand is also seen from technical services like Energy Audits, Condition Based Monitoring, Process optimization & Automation Solutions. What is the plan of VOITH for the next five years to tap this growing market? Voith Industrial Services has been a firstentrant and has grown very well, since our start. Our employee strength for instance has moved from 10 odd in 2009 to 850 in 2015. We are recognised as a KPI driven professional Outfit. We are also gearing-up internally, so as to be able to ride the highgrowth-wave which we can see forming on the horizon.
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economies of scale that allow them to effectively compete with their competitors. Companies need to have higher flexibilities in order to compete in a market of shrinking product lifecycles, change in models and eroding margins. This makes PPO a strategic decision to acvieve 5 main objectives: • Improving Quality • Improving Security & Delivery • Reducing Cost • Optimizing Resources • Handle Uncertaintly and Change With rising competition and to get sustainable competitive advantage Automotive companies are increasing their focus & efforts in improving those functions that are a source of competitive advantages and more
profitable to the core business and outsource its non core activities. WIth specialization, industrial companies are increasingly outsourcing activities such as maintenance, technical cleaning & production support services to service providers. PPO is very prevalent in chemical industry, power generation sector and on a wider scale in automotive industry. Voith Industrial services is already well established in these areas. The good news is PPO is likely to grow by 40% in next 5 years globally. Voith Industrial Services India is already on this growing path due to the benefits delivered to its customers. Some of the benefits of PPO for the companies are: • Increase in quality by employing a service provider more specialized & expert
• Restructuring costs, changing fixed costs by variable costs in terms of services provided • Standardization and access to scale of economies • Improves company focus on core activities •Improving management of difficult functions • Optimizing routine tasks • Risk management in case of market demand fluctuation • Provides legal guarantee for services • Handle Ageing workforce & Unions • Manage Head Count • Starting point for changes in the Organisation PPO in industry is gaining importance fast. Those who
are able to successfully deploy efficient PPO models in their premises, are likely to devote more time to what is “core” to them & hence stay ahead of competition. The author Jitendra Singh is currently working as Head of Business Development with Voith Industrial Services pioneering the concept of Production Process Outsourcing (PPO) in India. He is also responsible for Strategy formulation & roll out, Sales & Marketing and New Product development & introduction. He is Mechanical Engineer & MBA with 24 years of rich experience of Automotive Industry, working in functions like Production, Projects, Service / Concept Marketing, Customer Support & Aftermarket. Before working with Voith he worked with TATA Motors, Cummins and Eaton.
Evolution of Outsourced Services at Voith Industrial Services
Operating Process
Watching & Optimizing Process
Maintenance Technical Cleaning Facility Cleaning
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INDUSTRIAL MAINTAINANCE
Planned Maintenance for Improved Performance Requirements of the automotive industry for suppliers of assembled parts are continuously rising. Besides,when realizing concepts such as Just in time delivery, quality aspects are playing a significant role today. This also effects production steps such as industrial parts cleaning. Therefore Dürr Ecoclean develops sophisticated maintenance concepts together with customers in order to keep their cleaning machines up and running as well as to meet the rising demands of customers in the automotive sector
Deepali Jadhav info.india@ecoclean.durr.com
The automotive industry in India is one of the fastest growing industries. Automotive manufacturers focus their production on Just in time (JIT) strategies with the objective to improve return on investments by reducing process inventory and associated carrying costs. Suppliers are considered as ‘players on the same side’ in JIT philosophy. Such partnerships are single-source suppliers
providing certified quality material while continuously reducing costs. Suppliers are encouraged to deliver frequent lots of desired quantities. Breakdown: a critical issue for any automotive component supplier In such pull-oriented market strategies, manufacturers cannot afford breakdowns. Any
breakdown would directly lead to a stoppage of assembly lines causing considerable losses. Besides, it causes inability to supply the desired lots to the customers within the demanded time frame. High cleanliness quality requirements High cleanliness requirements are yet another challenge
in the production process. Cleanliness is very critical when pre-cleaning parts. For example, components such as pumps may lose their proper function if the pre-assembled parts have any form of contamination. The assembly is either not possible at all or if the components have already been assembled, the product life is directly affected. Therefore, cleaning result requirements are very
Inspection: The visual inspection of the machines assures a pre-hand diagnosis of possible failures or problems.
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Maintenance: Unexpected breakdowns or failures are successfully reduced with proactive maintenance.
high these days. Any failure to deliver the desired products leads to high costs due to rejections and replacements. It is a big loss of time, investment and credibility when a faulty product has been delivered. The whole batch supplied needs to be called back and replaced. Being repsonsible for technical functions and mechanical maintenance Technical and Maintenance Heads of today’s manufacturers prefer proactive maintenance. It is a siginificant advantage for them to prevent breakdowns and having a maximum of uptime of their machines. However, breakdowns cannot be avoided completely, but with periodic maintenance contracts or preventive maintenance checks
they can be minimized and planned. Proactive Maintenance & Visual Inspection of the process parameters Durr Ecoclean offers customerspecific proactive maintenance plans which also help with the validation of various processes and parameters. The visual inspection of the machines assures a pre-hand diagnosis of possible failures or problems. Unexpected breakdowns or failures are successfully reduced with proactive maintenance. The expertise of a service specialist brings important parameters to notice which may be overlooked by operators in their daily routine. Advanatges in plant safety, efficiency and costs
In order to avoid injuries to machines and operators, it is important that the equipment is regularly maintained at high standards. Regularly scheduled service appointments provide for properly working machines and the avoidance of emergency situations and breakdowns. Specialist knowledge and a timely maintenance is also demanded to meet the safety regulations for efficient hydrocarbon cleaning machines. Besides, regular maintenance keeps up the efficiency and speed of the machines. Over time, normal wear and tear may result in diminishing efficiency. With planned maintenance the energy and life of the machines is conserved. Addtionally, any kind of maintenance causes
less strain if it has gone through regular maintenance programs. For many reasons preventive maintenance reduces costs. On the one hand, preventive maintenance costs less and takes less time than a large repair or replacement. Additonally, knowing when a scheduled shutdown occurs allows to plan ahead in production and to avoid downtimes when the machine is needed.In the long-term annual maintenance allows to run at higher capacities for longer ensuring maximum returns from the investment. Dßrr Ecoclean’s customers appreciate the availability of trained service staff across India. For more details, please visit: www.durr-ecoclean.com
Graphic:: Regular maintenance keeps up the efficiency and speed of the machines and reduces costs.
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MANUFACTURING EXCELLENCE
Develop Customer oriented mindset in the Organization Managing a SME in India - Part 32
A customer-oriented organization places customer satisfaction at the core of each of its business decisions. Customer orientation is defined as an approach to sales and customer-relations in which staff focus on helping customers to meet their long-term needs and wants. As a continuation of the last article, we will discuss more on how to manage SMEs better in India
P S Satish gotopssatish@gmail.com
44. Develop Customer oriented mindset in the Organization – Part 3 In the Part 1 and 2, we understood various aspects of customer orientation and also learnt tips for developing the same in the Organization. In this article, we will focus on methodology to get an idea of level of customer orientation in the Organization. Before that, I want to explain on ‘compromise by Customer in dealing with us’. As explained in previous article, it should be convenient for the customer to deal with us. If he has to compromise to interact with
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us, it is likely that we get less business. I will give an example. Suppose I tell a customer to call us only between 5 p.m. to 7 p.m., he has to take pain to remember this slot and compromise with some other work he may have at that time to call us. Instead, if I tell him that he may call us 24x7, he need not have to make any compromise. Recently I stayed in a hotel in Chennai. When I booked online, one favorable point was that I could cancel hotel anytime without any burden on me. I need not have to commit myself of stay here. No compromise on my part and that hotel is marked for my visit as well.
In MSMEs, let us introspect the things that Customer has to compromise in dealing with us. It could be too much of follow up by him, lack of communication, not sticking to commitment, reliability etc. Let us look at these factors and see how to lessen burden on Customer to do business with us.
Sometimes yes c) No d) Not
Assessing Customer orientation
the year.
Answering following questions/ points, will tell us where we are in relation to customer orientation. The answering is be done with honesty.
1. In our business, Customer is
Rate each point into one of categories – a) Yes for sure b)
3. Customer service level is a
applicable. As a next step, each question/ point is to be analyzed and action plan is to be generated for improvements. There are 52 questions in this, giving a message that the exercise towards customer orientation is all round jobs in 52 weeks of
the focal point 2. We are easily approachable by Customer
factor in our targets
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4. We keep our promises on delivery, quality etc. 5. We respond to our Customer requests or queries very fast
20. As Customers enter our premises, he gets a good feeling of doing business with us
6. It is easy for our Customer to deal with us and order on us
21. I know cases where our product failure made them to lose their sleep
7. We know really what Customer needs and wants are
22. If mistake has happened from us, we apologize
8. We try to capture his needs beyond standards
23. In our MRM, one of key point is related to Customer
9. We meet our Customer regularly to understand them better
24. In our business plan, Customer targets finds a place
10. Our top management has close interaction with our Customers 11. We believe that trust with the Customer is a foundation for business 12. We listen to Customer’s voice with attention 13. I can access my Customer in weekend also if needed 14. We think we know soft aspects of dealing with Customer 15. We have a mechanism to measure Customer satisfaction 16. We take actions on feedback from Customers on improvements 17. We give update to Customers on their feedback on improvements 18. For us, each Customer is different and we attend to their individual needs 19. During visit of Customer to us, we spend enough time with them
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25. We have cost reduction measures to make our products competitive 26. We know what their Customers want and how it relates to our products 27. Our presentation to Customer will cover all aspects of business 28. We know who are our target Customers for expansion of our business 29. Our Customers feel good to do business with us 30. We have mechanism to get feedback from internal Customers 31. We communicate to all in company what Customer wants and our role 32. We have training programs to make employees Customer oriented 33. Customer finds a place in our mission/vision statements 34. All in company (all key functions) have direct
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interaction with our Customers 35. Our Organization structure is around serving Customer better 36. In our employee appraisal, value added to Customer is included 37. There are cases where we help or support our Customers without anything in return 38. Our Employees are satisfied in their work 39. In our company, BossEmployee relationship is very good 40. Our top management is committed for serving Customers 41. In the last one year, we did an internal analysis when we lost one Customer
42. We respond to our Customer complaints very fast and does systematic analysis 43. We are not depending too much on single Customer 44. We use industrial forums/ associations to network with existing and potential Customers 45. We tell our Customers our strengths and areas for improvements 46. Each of our Customer knows who is their counterparts in the company for contacts 47. Our websites are user friendly and updated regularly 48. Our marketing persons are trained to present to Customers 49. We communicate to our
Customers regularly on our improvements and milestones 50. We are learning from our mistakes 51. We are committed meeting deadline promised to Customers 52. We believe that trust with Customer is more important than making profits The above self-questionnaire will help to map the current level of customer orientation of the organization. The target of action plan should be to bring all questions to the level of ‘Yes for sure’. The questionnaire can be filled individually by a group of persons from different functions and then can be discussed in small sub-groups for consensus rating and corresponding action plan.
The last 3 sections of article on customer orientation must have given some idea of the topic and tips to follow. To get maximum benefits, the points have to be nurtured every day like taking care of a coconut tree. It cannot be achieved by mere slogans and posters. Indian MSMEs have a long way to go in this direction but they can make a beginning. Benefit is guaranteed. I will continue the series of article in the next issue. Please send your inputs,remarks,suggestions to P S Satish, Mentor and Capability Developer, M/s Saraswati Industrial Services, Q 103, MantriParadise Apartments,Bannerghatta Road, Bangalore-560076. Do visit www.satishps.com. Have a good day.
We will focus on methodology to get an idea of level of customer orientation in the Organization.
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ENTREPRENEUR SPIRITUALITY
Have a witnessing Attitude Spirituality for SME’s- 3 In this fifth series of articles we will discuss about a useful method to overcome a lot of problems we are facing in our life. There is a lot of suffering and problems in this world. If one starts identifying oneself with all the problems one can’t live peacefully. A useful method adopted is: Have a” witnessing attitude”.
A S Shetty
I have heard Sadguru Jaggi Vasudvan citing an interesting example. If you are stuck in a traffic jam and getting stressed, then think yourself sitting above in a hot-air balloon and watching yourself stuck in the traffic jam down. From that distance everything looks peaceful and calm. This witnessing attitude from a distance reduces your
stressful condition.
witnessing it from a distance.
My wife tells me now and then that she had watched that day TV with distressing news about somebody getting killed in a car accident, or some lady getting gang raped. I keep telling her that there is no use identifying oneself with all the problems happening in this world. See life as a drama and you are
Osho gave an advice to one of his disciples when he was asked how to overcome one’s getting angry often. He advised him to keep a slip in his pocket with a written sentence: “I am now getting angry”. Whenever he is about to get angry he asked his disciple to take out the slip from his pocket and
read the sentence “I am now getting angry”. The anger goes away very quickly. When I was staying in Germany several years back during the 1960s I came in contact with a very friendly family who took interest in me and used to invite me often to their house. They once presented me a 700 page book named “Exodus”
If you are stuck in a traffic jam and getting stressed think yourself sitting above in a hot-air balloon and watching yourself stuck in the traffic jam down. From that distance everything looks peaceful and calm.
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written in German language. I used to read it often with the help of a dictionary during my first year of stay in Germany. Later, I came to know that the family was Jewish. Exodus is the gripping story by American novelist Leon Uris about the founding of the State of Israel .It is the story based on resettlement of Jewish refugees from various detention camps after the Second World War. During one of my tour of Germany I made it a point to visit Dachau concentration camp near Munich which was preserved as a museum. One world famous psychiatrist named
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Viktor Frankl who managed to survive the concentration camp in spite of the prevailing terrible inhuman conditions wrote a book called “Man’s search for Meaning “ He mentions that because of his partly spiritual bent up mind he was able to survive the terrible ordeals encountered . From his descriptions I could make out that knowingly or unknowingly he was using the method of “witnessing attitude” and creating a distance to overcome his difficulties. Maintain an attitude of witnessing or to look at everything including your own thoughts, your own action, and
your own sensual experiences as if from a distance. You can practice maintaining a witnessing attitude as often as you wish and soon it will become automatic. This witnessing attitude is called “Sakshi Bhava” in Sanskrit. By shifting our focus to different parts of the body, we are able to observe the body as though we are observing another person’s body. In this way, we become detached to our observation. Slowly, through practice, this method of detachment can be practiced with the mind as well, and we will be able to observe thoughts instead of being
attached to them. The author A S Shetty, with vast industrial experience of more than 28 years is a mechanical engineering graduate from IIT BHU and a Post Graduate in Welding Technology from Germany. He is one of the leading experts in Rollforming Technology in India. Apart from steering the growth of his company Sedvik Industries Pvt Ltd, he is also helping companies to promote Rollforming Technology as a consultant. In this new series on SME Entrepreneur Spirituality Article series, he is penning down his experiences and you can reach him at sedvik@vsnl.com
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TALENT MANAGEMENT
Self-Leadership
This is not about leading others. Instead, it is about something more fundamental and more powerful, leadership that we exercise over ourselves.
Pavan Sriram pavan@ittige.com
There is a person with whom you spend more time than any other, a person who has more influence over you, and more ability to interfere with or to support your growth than anyone else. This ever-present companion is your own self – hence our greatest potential source of leadership and influence comes not from an external
leader, but from within ourselves! In taking an initial step towards understanding and improving our own selves, we must first recognise that it is not just an outward process; we can and do lead ourselves every time. To define the meaning of the word ‘leadership’ as it
relates to the concept of self-leadership is simply “a process of influence.” Without leading yourself first, how can you effectively lead others? If your own life isn’t in order, how can you expect to lead others towards success? Self-Leadership involves “leading oneself” via the utilisation of both
Self-leaders have a drive for autonomy, can make decisions, are more creative and persist, even in the face of adversity
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Understanding one’s own leadership strengths helps managers to develop critical people skills
behavioural and mental techniques. Let me explain that:a) Behavioural Self-Leadership techniques involve self-observation, self goal-setting, management of behaviour, modification of consequences to behaviour (e.g. selfreinforcement, self-punishment), and the finding of natural rewards in tasks performed. b) Mental Self-Leadership techniques involve examination and alteration of selfdialogue, beliefs and assumptions, mental imagery, and thought patterns (habits in one’s thinking). According to a recent survey conducted by ICF (International Coaching Federation) across 650 global organisations – 67.6% of the participating leaders mentioned ‘A higher level of Self-awareness’ to be the most required skill for successful leaders in any business today. The ancient Greek philosopher Socrates had a few guiding principles that today’s leaders would do well to adopt: Socrates said, “Know Thyself” and “An unexamined life is not worth living.” Those leaders who actively pursue gaining a better understanding of themselves will not only reduce their number of blind spots, but they’ll also find developing a sense of awareness is the key to increasing
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emotional intelligence. The better you know yourself the more effective you’ll be, and the better you’ll relate to others. Based on my own leadership journey and my experience of having been involved in training leadership for managers – I believe the following 4 principles of SelfLeadership are a guiding set of behaviours and beliefs to help you and your business managers lead first and thereby more effectively lead others. a) Develop self-awareness in all areas of your life - Get to know your habits, the good and the bad and your underlying behaviours. Know which ones to keep and the ones that sabotage your mission and vision. b) Cultivate Emotional Intelligence (EQ) This ties right in with self-awareness and is crucial to all of your interactions, especially those as a leader. Learn to manage and regulate your emotions to achieve high value relationships and results. c) Be responsible and accountable for your actions and reactions - Take ownership of your decisions, actions and outcomes. You are in a position of power. You are not a victim. Playing the victim role is easy and there is no place for it in self-leadership. You always have a choice in how you react to any situation.
d) Create goals, systems and habits to succeed - Without goals, systems and habits, what are we? To be successful, to live your mission and to achieve your vision as a leader, you must establish goals, systems and habits which move you forward. You must use systems that push you out of your comfort zone and discipline yourself every day. Recommended Reading: While i haven’t been able to cover all aspects of SelfLeadership in this article, I would personally recommend Ken Blanchard’s phenomenal bestselling classic “The One Minute Manager” for you to explore the skills needed to become an effective self leader. The book clearly and thoroughly reveals how power, freedom, and autonomy can come from having the right mind-set and the skills needed to take personal responsibility for success. I look forward to hear from you at pavan@ittige.com on how you are helping your leaders take their first steps to leadership in your organisation and unleashing the enormous human potential to advance both their career and their life’s leadership opportunities. The author Pavan Sriram is the Founder and CEO of ITTIGE Learning, a performance based training company that works with c-level executives to improve learning outcomes.
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QUALITY
Quality and Business Excellence Models- Which one is for you? Quality and business excellence models promote, recognize, and communicate best business practices and core values. Implementing such models improves an organization’s performance and sustains growth.
Saravjit Singh saravjit.singh@gmail.com
Three major quality and business excellence awards are: 1. The Deming Prize. This is Japan’s national quality award for industry. It was established in 1951 by the Japanese Union of Scientists and Engineers (JUSE). Companies across the globe are eligible to compete for this award. The topmost Deming Grand Prize has been awarded to 27 companies till date. This includes six Indian companies: • 2002: Sundaram Clayton Ltd., Brakes Division • 2007: Mahindra & Mahindra Ltd., Farm Equipment Sector • 2011: Rane TRW Steering Systems Ltd., Steering Gear Division • 2012: Tata Steel Ltd. • 2012: Rane (Madras) Ltd. • 2012: Lucas-TVS Ltd.
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2. Malcolm Baldrige National Quality Award (MBNQA). This was established in 1987 to promote quality awareness, understand the requirements for quality excellence, and share information about successful quality strategies and benefits. MBNQA competition is open only to organizations with headquarters in USA. The model for MBNQA is shown in Figure 1. 3. EFQM Excellence Award. Developed in 1988, EFQM has standardized criteria on the basis of which applicants are examined and winners selected. It is open only to European organizations. EFQM model is shown in Figure 2. The Deming Prize Model The Deming Prize does not require applicants to conform to any particular model. Applicants are expected to understand their current
situation, establish their own themes and objectives and improve and transform themselves organization-wide. The results achieved, processes used and the effectiveness expected in the future are subjects for the examination by the award examiners. The examiners evaluate whether or not the themes established by the applicants were appropriate to their situation; whether or not their activities were suitable to their circumstance and whether or not their activities are likely to achieve their higher objectives in the future. The Deming Prize Committee views the examination process as an opportunity for “mutualdevelopment,” rather than “examination.” While in reality the applicants still receive the examination by a third party, the examiners’ approach to evaluation and judgment is comprehensive. Every factor
such as the applicants’ attitude toward executing Total Quality Management (TQM), their implementation status and the resulting effects are taken into overall consideration. We will not go into detail about the Deming model – since the approach is flexible and one has to become an applicant for the Deming prize to take full advantage of the methodology and approach of this model. MBNQA and EFQM Excellence Models provide structured approaches from which all companies can benefit, and not just those competing for the awards. Considering this, we will discuss in greater detail these two models. MBNQA Model As seen in Figure 1, MBNQA is an integrated approach. Its seven criteria are designed to help organizations achieve superior performance by
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Organizational Profile : Environments, Reletionships and Challenges 2 Stratagic Planning (85)
5 Human Resource Focus (85) 7 Business Result (450)
1 Leadership (120)
3 Customer and Market Focus (85)
Figure 1: MBNQA Model for Performance Excellence (Includes Criteria with allotted scores)
focusing on: 1. Delivery of ever-improving value to customers through strategic planning (criteria 2) by focusing on customers and the marketplace (criteria 3). Getting the top leadership to oversee these two jobs builds the foundation for business success (criteria 1). 2. Continuous improvement of overall organizational effectiveness and capabilities is done by focusing on the
workforce (criteria 5) and process management (criteria 6) 3. Synergy to continuous improvement comes by focusing onorganizational and personal learning and by having processes in place for measurement, analysis and knowledge management (criteria 6). 4. Business results (criteria 7) are given highest importance. 450 out of 1000 scoring points
6 Process Management (85)
4. Information and Analysis (90)
are allotted for success as a business. The 2015–2016 MBNQA Criteria features a renewed focus on three areas: 1. Managing the organization as a unified whole 2. Managing change 3. Dealing with data analytics, data integrity, and cybersecurity. The Baldrige Award is the
only formal recognition of the performance excellence of both public and private U.S. organizations given by the President of the United States. EFQM Model EFQM Model, as seen in Figure, has nine main criteria. Each criteria is allocated a score of how important it is regarding the big picture and the journey towards excellence. As seen in Figure 2, there are five enablers and four result areas. Enablers
Enablers
Results
People Results (90 points)
People (90 points)
Leadership (100 points)
Policy & Strategy (80 points)
Processes (140 points)
Partnerships & Resources (90 points)
Figure 2: EFQM Excellence Model (Includes Criteria with allotted scores)
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Customer Results (200 points)
Key Performance Results (150 points)
Society Results (60 points)
Innovation & Learning
EFQM Copyright
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and result areas both are given equal weightage – 500 scoring points. As with all models, the power is in its ability to focus discussions and decisions. Over 30,000 companies in Europe alone are following this model to achieve competitive advantage. EFQM helps companies achieve excellence through: 1. Top leadership team and governance. It handles people working for the organization, policy & strategy, and partnerships & resources. Unlike MBNQA, EFQM stresses the fact that effective selection, up gradation and relationships with partnerships (suppliers, distributors, dealers and customers) is necessary for achieving superior results. It is interesting to see that resources are clubbed along with partnerships. 2. Processes are central to this model. Their design is based on strategic initiatives as worked out in preceding three criteria (people, policy & strategy, and
partnerships & resources). 3. Results are divided into three key areas relating to people, customers and society. Measurement is the final area. This is represented bythe key performance results criteria. MBNQA and EFQM models bothcover best business practices. Following either one of them seriously gives superb results. These models are designed to enable implementers to focus discussions and decisions on their journey to excellence. Involvement of top management teams in all discussions gives best results. Benefits of using either one of these models are: 1. These are world-class management frameworks. They help in the internal running of an organization. 2. They make strategic thinking a part of the organization 3. They align customer needs, worker needs, processes and
Business Excellence Model Criteria is flexible Measures business performance Based on best practices and opportunities for improvement Covers all business functions Assessment is based on pairing of business drivers and results Emphasis is on achieving long term consistently good business results against benchmarks Audit assessments are used as a tool to improve performance and become best in class
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resources as part of a holistic system. 4. Both models follow an inherently positive approach. They focus on areas of improvement and not on weaknesses. 5. They provide customer perceived quality products/ services and achieve sustainable growth in a highly competitive market ISO 9001:2008 and Excellence Models MBNQA and EFQM models are both compatible with ISO 9001:2008. If your company has already implemented ISO 9001:2008, you can add best business practices by now implementing either MBNQA or EFQM. It is to be noted that ISO 9001:2008 itself is a wonderful model that gives you a robust Quality Management System (QMS). However, ISO 9001:2008 has some limitations, as discussed below. Effective implementation of
ISO 9001:2008 will give up an indispensible QMS. However, in today’s highly competitive environment, it is best to also use a business excellence model in combination with a QMS in order to succeed in the marketplace. See Figure 3 to understand the differences between business excellence models and ISO 9001:2008. This should convince you that although ISO 9001:2008 is indispensible, it is not sufficient to sustain superior performance in the marketplace. Nor, we must say, is a business excellence model sufficient without a QMS. My advice: marry a business excellence model with ISO 9001:2008. This combination forms a true Quality and Business Excellence model. Which Business Excellence Model to Adopt The author believes that all organizations should consider implementing either MBNQA or EFQM to become globally competent – even achieve best in class. Both models
ISO 9001:2008 Criteria is standard Checks conformance Focus is on achieving conformance to defined quality parameters Focus is on quality management system This important aspect is not within the scope of ISO 9001:2008 ISO 9001:2008 does not use benchmarking of results ISO 9001:2008 audits effective implementation of in-place quality management system
Figure 3: Comparison of business excellence models and ISO 9001:2008
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are excellent and applicable to all types of organizations, big and small. Both models are good and similar in most respects. The author’s personal preference is the EFQM model because it is well aligned to serve the needs of all stakeholders, including the society within which the organization operates. To implement either model, the first is to purchase authentic guides to these models. Many guides, in book form and as kindle editions are available from www.amazon.inThe kindle editions I recommend are: The Pocket Guide to the Baldrige Criteria (5-Pack): 1-5Apr 12, 2011 by Mark Graham Brown available
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from www.amazon.in for Rs. 1,925.51 for instantly downloadable Kindle version. Updated yearly to match changing requirements, this guide is designed to help you understand the criteria for the Malcolm Baldrige National Quality Award. The Baldrige criteria are being used by thousands of organizations around the world to evaluate their progress toward becoming the best in their fields. This 16th edition of The Pocket Guide to the Baldrige Criteria begins with commonly asked questions about the Award criteria. It then breaks down the 19 items under the seven category headings of the Baldrige criteria with concise explanation and quick tips of what excellent companies do in each area.
EFQM User Guide - EFQM Management Document, available from www.amazon. infor Rs. 375.60 for Kindle version. This useful guide provides a simple format for describing how the strategic objectives of an organisation are being implemented. It uses the framework of the EFQM Excellence Model to describe the key approaches adopted, how they are being deployed and the results achieved. EFQM Excellence Model 2013, available from www.amazon.in for Rs.399 for Kindle version. Here are three quotes from Quality Quotes section of ASQ website www.asq.org These quotes sum up the essence of business excellence.
“High-quality companies treat their human resource as a resource, not a commodity.”– Steven George “Management’s job is not to promote satisfaction with the way things are but to create dissatisfaction with the way things are and could be.”– Edward M. Baker “It is only when an organization consistently implements learned lessons that we can say it is on its way to continuous improvement.”– Haim Berman The author Saravjit Singh is Principal Consultant (Automotive and Farm Equipment Verticals) with Pushkarna Consultants. You can seek his advice on Make In India at http://saravjit-singh.strikingly.com
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Co-operation among States can Fuel the Positive of Industrialization
Krishna Chivukula
CEO, Indo MIM The author Krishna Chivukula is the CEO of Indo-MIM, the world’s leader in metal injection molding. MIM, is an advanced manufacturing technology that combines powder metallurgy and plastic injection molding to form precision metal components with highly complex geometries. Indo-MIM is currently the world’s largest MIM company and it is the pre-eminent MIM company in India. Prior to coming to India in 2007 Krishna Chivukula was a Presidential Management Intern at the U.S. Environmemtal Agency in Washington, DC. He then worked there as an economist doing economic analysis and institutional design work on greenhouse gas trading systems and Clean Development Mechanisms that are part of the Kyoto Protocol.
Impact of Make in India I think Shri Narendra Modi’s intentions and directions, are good and it is great to have a PM who prioritizes private sector industrial development and manufacturing. The intial steps of adminstrative reform that PM Modi is pushing have been heartening. Reducing the transaction costs of doing business will make it easier for entrepreneurs to boot-strap themselves up by not having to waste as much precious start capital on bribing government
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officials to get permits and approvals. It will have a good impact in the long run. However, a lot of work needs to be done if India is going to develop a more manufacturing based economy. Labor laws here are among the worst in the world and rule of law is heavily tilted against management in ILR disputes. The playing field should be levelled. Additionally, India does not have a true national economy. India has fragmented local economies
operating under different VAT/ TAX regimes which results in segregated logistics/supply chains and high transaction costs for inter-state commerce (which dampens growth and slows down supply chain development). Businesses in Karnataka should be competing with businesses in Gujarat on equal footing (and be able to source from each other efficiently and cheaply). When they are able to transact and ship goods efficiently then everyone in the country wins because more
jobs will be created. GST needs to be implemented and if Modi can do it in the next two legislative sessions it will be great for domestic businesses because it will create a truly national market. Infrastructure spending needs to continue to accelerate while still not putting more holes in the government’s finances. Modi was left with a terrible fiscal mess by the previous administration. He needs to accomplish a lot without losing the support of the Aam Aadmi, which has become addicted to
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the short-sighted prolifigate welfare policies of the previous administration. This is not an easy tight-rope to walk. I think he and his team are doing the best they can. It will take time and we should be patient. He is the man for the job. Leveraging the current positive sentiment in India & Expansion plans We don’t plan on leveraging it. There is not much for us to leverage. We already produce here and we are expanding to serve our customers. We export 95% of our product overseas. I hope ‘Make in India’ creates more companies like us. India’s businesses need to develop a more outward focus to grab a greater share of global trade. Doing this will create opportunities for them to get exposed to new technologies which they can bring on shore and use to serve the domestic market or to further enhance export competitiveness. The global economy is a vast ocean, mid-sized Indian companies need to learn to swim in it, they would see and learn so much compared to floating idly in a small provincial pond. For Indo-MIM the near term will involve expanding our manfacturing footprint as we expand the number of value-added manufacturing technologies under our umbrella and we will launch our first overseas manufacturing operation (most likely in the United States) in the near future. Import substitution or Export promotion
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EXPORT EXPORT EXPORT that is what is in our blood and in our DNA as a company. We serve MNCs and tier 1 and tier 2s to major OEMs in almost every segment that you can imagine. We make parts for jet engines; we make pats for nail clippers and of course everthing in between. Steps Government should take to promote manufacturing in India I have mentioned many things in the last couple of questions, but I will add a few more. Agricultural Land reform is essential and not just for industrial projects. The ability to consolidate agricultural land so that a degree of mechanization can be used in agriculture to increase productivity would be a great boon to the country in the short and long run. Greater food supply will put downward pressure on food inflation and thus reduce the wage pressure that all manufacturers have felt over the past 7-8 years. Developing a unified market with the infrastructure to support a highly productive mechanized agricultural industy would boost food output, increase exports, and would free up labor from the land which could then be used in manufacturing. It would be a win-win provided the right structural reforms have been enacted to ensure that the manufacturing sector has the capital and focus to absorb the inflow of labor. Suggestions for better productivity
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Do the basics. Infrastructure, better roads, electricity reliability, makes forms online etc. Keep cities clean, pick up garbage so that people are not sick all the time with diseases that proliferate in the cities due to poor hygiene and sanitiaton. These quick hits to productivity don’t cost much but the impacts will be large as we lose a lot of productivity to illnesses that are avoidable if even basic sanitation needs are properly met. There are so many basic things that can be done better and they will make a big difference. Build power plants so that companies don’t have to rely back on gensets. Create high tension power lines and connect the states so that you have more retail and whole-sale power wheeling. Open up electricity markets to the private sector with government mandates that local distribution networks buy this energy and let market determine prices and feed it into the grid. There is a wealth
of talent and entrepreneurial spirit in the country waiting to be tapped. Unleash just a little of it in the right way and the gains will be big and set the stage for the next round of reforms. How to push this agenda, however, is the question. India Vs Global Engineering market We have done a terrible job educating our workforce. There are talented people who do not come from the top 25% of universitieis in this country. They just need to be better trained and nurtured. Companies must recognize this and train, train, train! You will lose some of them but what you keep will repay you over the long run, many times over, with loyalty, affection, and a desire to work hard to succeed. Mineral exploration and development should be made easier and have transparent rules for auctioning off exploration and development rights. The lack
of transparency and clear rules has created a system rife with inefficiency and corruption. Neither of these helps manufacturers of this country as they need locally produced resouces to help control costs. Challenges of dealing with the Government authorities I don’t want to be negative here. It would be so easy to recount numerous examples. We should make as much the forms online as possible to imrpove efficiency and reduce the amount of time wasted in companies filling out paperwork (which is enormous). On subsidies YES – the MEIS scheme is very good and we are taking advantage of it. Every paisa we get back is reinvested in the business and creates more jobs! Our Prime Minister urged the Global Business Developers not to see India as only a market but to see every Indian’s
potential. What is your take on this? They are good words, what I think he means is that India is not just a place to sell things. India is also a place to build and create new products and incubate innovation. Indians have the creative spark that if properly channelised, to build and create something wonderful. Indians have the fire of creation in them in a way that few people see or appreciate, but it is there waiting for the right people, the right government and the right policies to take that creative fire and unleash upon the country and the world. We have seen examples of what happens in this country when it is unleashed, but the operating environment is so hostile to progress that this fire is caged in many people. It needs to be let out through productive and wealth creating avenues and the entire world will benefit from the wonderful things the people of this country might accomplish (and
Do the basics. Infrastructure, better roads, electricity reliability, make forms online etc. Keep cities clean, PICK UP GARBAGE so people are not sick all the time with diseases that proliferate in the cities due to poor hygiene and sanitiaton.
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can accomplish). Which do you think is preferable: concentrating on the SMEs of India or inviting foreign companies to invest in India? One should not come at the expense of the other. You put good policies in place and everyone will benefit. There is no need to favor one over the other. What is hurting MNCs also hurts farmers and small businesses. MNCs just have the captial to overcome the obstacles a little bit better. If you fix the basic problems then you will generate a rising tide that will lift all boats regardless of what sector of the economy they are in. In my view, there is a strong tendency, evinced in the Indian Political class, to always try and reinvent the wheel. It is strange and counter productive in the long run. Look, the Dutch and the English were the first countires to industiralize. It took millenia of development around the world for that to happen some place. It finally did, then the French, Germans, Italians copied them in 100 years. The Americans copied the Europeans in 50-60 years; the Chinese copied the West in 30 years (successfully). Open the gates, let people come in and bring new things, copy them, and then make them your own and then start improving them yourself. No country, people, society, civilization, or tribe has every gotten there on their own. Everyone stands on the shoulders of the collective accomplishments of those
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before them. For a nation to shut itself off from those feats of human ingenuity, because they are not of a domestic origin, is short-sighted and ultimately self-defeating. As pointed out by our PM, in employing the youth of India that consists of about 65% of our population, what kind of growth is possible in the manufacturing sector in the next 20 years? It depends on labor laws, land reform, tax harmonization, and infrastructure. If Modi can align the policies the right way something incredible could happen. If he can’t then we could have a really bad situation on our hands (domestically). Demographics can be a blessing or a curse (for curse see Africa). Which one it will be for India is still an open question! Developing Entrepreneurial Skills Before you can develop entrepenurial skills you first should have a decent education. We have seen mechanical engineers from colleges in India that do not know the value of pi. Pathetic that the educational standards are so low that institutions like that are allowed to take money from hard working parents. People have to be able to think critically to be entrepreneurs. Right now the Educational system does a decent job of this in the top 20% of schools, increase this to 50% and the country will benefit.
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CASE STUDY
Haas Helps Raise Surface Generation Leicestershire-based Surface Generation designs and builds sophisticated heat-cool solutions for composite part manufacturing. The company’s innovative machines are used by blue chip customers in the aerospace, automotive and consumer electronics sectors, and are assembled with precision components made using three, Haas VF series CNC machining centres.
If you’re going to change the way things are made, you need very good ideas and pertinacious investors. When Ben Halford founded Surface Generation in 2000 as a spin-off from an engineering consultancy business, he had
both. Which is just as well because a few years into its business plan, Surface Generation’s future is hung in the balance.
“But, with the support of
production. And that’s what we
our shareholders we got our
have today.” The technology
heads down and developed
found a market immediately and
something in which we’d seen
the company’s operations grew
a nascent interest: a rapid
dramatically. “We now have 30
“The financial crisis of 2007/8 hit us hard,” says Mr. Halford.
heating and cooling technology
people employed here and we
for composites parts
are working hard to keep up
Leicestershire-based Surface Generation designs and builds sophisticated heat-cool solutions for composite part manufacturing.
The company has acquired three US designed and built Haas VF CNC vertical machining centres; the VF-3 machining centre, with WIPS (Wireless Intuitive Programming System), a Haas VF-2SS super speed and a Haas VF-4.
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A normal mould base at Surface Generation comprises around 200 hours of machining, and among the main challenges is the production of deep pockets in confined spaces. Here, the through-coolant capability of the VF-4 helps enormously.
Ben Halford, who founded Surface Generation in 2000, now has 30 employees
with demand from some very
need to be heated to different
consensus is that they can’t be
with WIPS (Wireless Intuitive
well known firms around the
temperatures and cooled at
manufactured.
Programming System) arrived
world.”
different rates.”
Surface Generation claims
The secret behind the success
were given a part to make,
its patented Production to
of PtFS is how it uses a custom
which incorporated a logo that
Functional Specification
designed chequer board
wasn’t mouldable using typical
(PtFS) technology that
configuration, where each
processes. But, I’m happy to
“Previously, we were
provides manufacturers in the
square on a mould tool is
say we solved the problem
subcontracting parts to job
aerospace, automotive and
heated and cooled individually,
with 100% yield. In another
shops, which just didn’t give us
consumer electronics sectors
with pressurized air, controlled
case, we’ve taken a cycle time
the necessary control, quality
with a significant improvement
by a computer. All types of
down dramatically from 2
or flexibility,” says Mr. Halford.
in cost, quality and delivery for
materials can be processed, up
hours to just 20 minutes. Our
“However, this was addressed
precision moulded parts.
to 850°C, including thermosets,
process delivers that kind of
immediately with the arrival of
thermoplastics, metals and
very significant difference.”
the VF-3. We looked carefully
“Most composite parts are ‘cooked’ – heat cured,
glass.
“For example, last year we
Surface Generation’s success is
first, in 2012, followed by a Haas VF-2SS super speed around 18 months ago and, most recently, a Haas VF-4.
at two or three other brands of CNC machine tools, but liked
in an autoclave,” says Mr.
Surface Generation has
also down to solid investment
Halford. “But that’s an
quickly built a reputation for
decisions such as, for example,
isothermal process, where
engineering solutions when,
the latest CAE technologies,
the temperature the part is
according to Mr. Halford, a
including SolidWorks and
exposed to is constant. If
customer reaches an impasse
PowerMill. The company
you want to make parts of
because no other processes
has also acquired three US
varying sectional thickness,
appear to be working. ‘Torture
designed and built Haas
A normal mould base at
perhaps using a combination
parts’, as he calls challenging
VF CNC vertical machining
Surface Generation comprises
of different materials, it can’t
projects, are normal, every
centres from UK distributor,
around 200 hours of machining,
be done in an autoclave, as
day problems. “These are
Haas Automation UK, Ltd.
and among the main challenges
different areas of the part
components where the general
The VF-3 machining centre,
is the production of deep
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what Haas were doing. Haas UK had an extremely good engineering and support team, which also gave us a great deal of confidence.”
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pockets in confined spaces. Here, the through-coolant capability of the VF-4 helps enormously. Another challenge ably accommodated by the Haas machines is shear edge details on compression moulds. The company maintains a gap between 25 and 50 µm on a compound surface while trying to follow what it describes as “a nasty contour”. Surface Generation selected the Haas VF-3 as it was the smallest model of Haas vertical machining centre available on that particular size of base casting, which Mr. Halford felt was a good indicator of rigidity.
“We’re cutting mostly hard metals,” he says. “The VF-3 has proved to be a rock solid performer. The VF-2SS is quick, and the VF-4 has been a great all-round machine, as well. “Another good thing is that pretty much anyone can use a Haas with a day’ s training. All the controls are the same, irrespective of machine size. Also, I should mention that availability from Haas UK is brilliant! We bought the VF-4 as we were behind on a big project. I made a phone call to Haas and the machine was installed within seven days – I can’t imagine that would be possible anywhere else!”
As well as normal day shift, Surface Generation runs its Haas machines lights out through the night and at the weekends, making parts typically from steel, but also from materials such as Invar and titanium. “Our Haas machines are very reliable. We leave all three running on a Friday night, and they will probably still be running on Sunday. This is how we’ve geared up our business.” From those difficult days in the aftermath of the global financial crisis, Surface Generation has successfully reinvented itself. The company
has recently secured a further £3.1 million of investor funding to help maintain its rapid development – revenue in 2014-15 was £2 million, a staggering 233% rise on the previous year! “Nobody else is really doing what we do,” says Mr. Halford. “We’re attracting the attention of some big name manufacturers, so we’re definitely going to need more space and, of course, as our overseas businesses in the US, Taiwan and Japan bring in more orders, we’ll also need more Haas CNC machine tools.” For further details contact press@mbmc-uk.com
The Haas VF-2SS was purchased 18 months ago and has been proven very quick at cutting hard metals
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CASE STUDY
The Primo™ System Reduces Part Set-Up Time for Victory Precisions Victory Precisions Pvt. Ltd., Pune, India, manufactures aluminium die-castings and large machined engineering components for companies in the oil and gas, automobile, agricultural, infrastructure, and other sectors. It is critical to maintain an accuracy of 15-20 microns on these components and reduce non‑productive time while machining. The Primo™ twin probe system, developed by Renishaw, has helped Victory Precisions to achieve his accuracy, reduce part setting time and increase productivity.
Samina Khalid Samina.Khalid@renishaw.com
Victory – the one-stop solution company Victory Precisions was established in 2006 and it supplies components to wellknown companies such as
ABB, Alfa Laval, Atlas Copco, Cummins, and many others across the globe. The company has a workforce of 165 people consisting of engineers, designers,
The well equipped aluminium
heat treatment plant, a drop quench facility, core shooters and shot blasting machines providing the capacity to produce 100 tones of castings every month.
die-casting foundry has an E6
The machine shop has 14 twin
operators, and other staff. It registered a turnover of INR 250 million in the financial year 2013–2014.
“We were introduced to Renishaw in 2007, when we decided to install probes in our manufacturing unit. The selection parameter was to go with the best supplier and Renishaw, being best in class and category, was a natural choice for us. Today, we have seven different probing systems from Renishaw,” Sagar Kaushik Director, Victory Precisions
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The Primo System locating positions on an endbell component.
GoProbe quick user tool and Primo Radio Part Setter
pallet horizontal machining centres (HMCs), three vertical machining centres (VMCs), two CNC vertical turning lathes machines (VTLs), turning centres, co-ordinate measuring machines (CMMs) and comprehensive inspection facilities. It is an ISO-TS certified company and a proud Zero PPM supplier to all of its customers. The company is a one-stop solution for its customers as it has the facilities for making dies, patterns, castings, and extensive machining capacity. The Primo system – a big saver for Victory Victory Precisions was incurring huge losses in terms of time and material until it started using Renishaw’s Primo system. The Primo system which consists of a Radio Part Setter and a Radio 3D Tool Setter, is available at a competitive price, and is aimed at delivering a fast return
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on investment. It enables automated on-machine part setting, part inspection and tool setting, helps to eliminate manual setting errors, and improves accuracy and part conformance whilst reducing non-productive time and scrap. This helps to increase productivity, improve quality, and increase profits. The Primo system is easy to use, simple to install and represents a low initial financial outlay. Additionally, its exclusive, enhanced warranty offers users peace of mind. The innovative Primo credit token system offers users the flexibility to ‘pay-as-you-probe’. Its 6-month renewable tokens allow unlimited use of the Primo Radio Part Setter and the Primo Radio 3D Tool Setter within this period of time. The credit tokens are also available as an upgrade to enable unrestricted continuous use.
A key benefit is the elimination of the need for extensive G-code knowledge. The system is supplied with GoProbe, an innovative ‘all-in-one’ software package that simplifies part setting, tool setting and calibration. Simple, single-line commands are used instead of multiple lines of code which further eliminates the need for any special training. Going with the best “We were introduced to Renishaw in 2007, when we decided to install probes in our manufacturing unit. The selection parameter was to go with the best supplier and Renishaw, being best in class and category, was a natural choice for us. Today, we have seven different probing systems from Renishaw,” said Mr Sagar Kaushik, the Director of the Victory Precisions. The company felt that the Primo system suited various
applications and installed it on one of its HMCs. “While it is revolutionary, installing the Primo system is also very easy. Renishaw installed it within one and a half hours at Victory Precisions and the operators were trained to operate the probe in just three hours using Go Probe. This combination of software, self learning material and reference tools is standard with the Primo system. Requiring no previous experience of probing, GoProbe makes the probe system easy to understand and use.” Time saved is money earned At Victory Precisions, the Primo system has helped to save time and eliminate scrap. When machining a crankcase – a critical product for any engine – some casting process variations are often present. At Victory Precisions, in order
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to get equal wall thickness and avoid future failures, the component would be set up on the machine and bore alignment would be performed manually using dial gauges. Before the Primo system was installed this part setting process took two and a half hours and caused machine downtime. With the Primo system, the on-machine alignment of a crankcase takes just 5 to 10 seconds, saving time and costs. In addition, scrap is eliminated – a saving of INR 45,000 per component – and precision is guaranteed. When machining a cylinder – an engine component and a high-performance part – concentricity is critical.
Once the boring operation is performed, checking of concentricity is essential and previously it was necessary to take the product to another inspection facility, which led to a delay in the machining cycle. This entire process took one and a half hours. The Primo system enabled the inspection of this parameter to take place on the machine itself, and in just 30 seconds, without a gap in the machining cycle. A bonnet – an oil and gas industry component – is very heavy and the cost of the raw forging is high. After machining the diameter and other operations are performed on a VTL, the component is set to within an accuracy of ±10 microns of the centre
axis on an HMC, for middle hole boring, PCD holes and threading operations. This alignment was previously carried out by using a dial gauge and it took around two hours. After installing the Primo system, it took a minute to perform this alignment, resulting in a significant timesaving and confidence in the alignment. The Primo twin probe system also saves time when machining endbells, used in genset engines. The casting itself comes with a notch, which is used for locating positions of the holes for drilling and tapping operations. Failure by an operator to locate this particular notch for further machining can
lead to many rejected parts. The Primo system has been useful to operators as it can correctly probe the notch and allows the machine to locate other features using this data. Previously this process took 5 to 7 minutes and there was a possibility of rejections; now, it is a matter of just 20 seconds, with guaranteed results. Another critical component where the Primo system has helped in maintaining accuracy and reducing rejections is the air intake manifold used in automobile engines. This component comes in different sizes and can be very long. When a manifold is cast, there is normally a distortion of 1 mm to 2 mm. Correct alignment is very important when
Concentricity is critical during machining.
Machined crankcase casting
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Bonnet, a component used in the oil and gas industry
A machined endbell as used in genset engines
machining, so that bored and clamping holes are machined as per the drawing. The Primo system probes port holes on the casting and aligns the component perfectly.It takes wall thickness variations into account, leading to a total time saving of ten minutes and the elimination of scrap.
Unique Mr Kaushik is clearly impressed with the Primo system: “The software is very simple: the operators using the Primo system can be trained in 30 minutes and find it very easy to use this product. The advantage is its probe-onprobe calibration and the credit
token system, which is a unique payment system that Renishaw has offered. We do not have to pay everything at one time and as such, higher initial investment is avoided. We can buy credit tokens as and when we want to use Primo. It is like a prepaid system that is a low cost solution for SMEs.” The Primo system comes with
Primo Premium Support cover, a comprehensive warranty scheme which safeguards the probes against any accidental damage. “Primo is surely recommendable for any shop floor and is beneficial to each and everyone,” Mr. Kaushik concluded. For further details visit www.renishaw.com
The Primo system: Radio Part Setter,Radio 3D Tool Setter and Interface
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MART UPDATE
VDMA Celebrates German Technology Day at Kolkata The German Engineering Federation (VDMA) in association with NORD DRIVESYSTEMS and Ringfeder Power Transmission as partners organized a Presentation on ‘German Technology Day’ on 3rd July 2015 at Palldian Lounge, in The Bengal Chamber of Commerce and Industry, Kolkata.
Mr. Rajesh Nath, Managing Director, VDMA India, gave the Welcome address and Presentation on Indo - German Trade in Engineering Sector. Mr. Rainer Schmiedchen, Consul General of Federal Republic of Germany, Kolkata was the Chief Guest and talked about the benefits of Indian companies in coming into business with Germany. He also talked about the fall of the value of Euro. Mr. Sushim Banerjee, Director General, Institute for Steel Development & Growth (INSDAG),
was the Guest of Honour, who discussed at length about the problems in the Steel and Coal industries and the ways in which German Technology can help in overcoming them. Welcome address and presentation on Indo-German Mr. Christof Trade in the Engineering sector by Mr. Rajesh Nath, Hauschild – Head Managing Director, VDMA. of Industry Sector Management, Nord – Indian Operations, Ringfeder Drivesystems Germany and Power Transmission gave Mr. Amit Deokule – DGM Sales, the Presentation on In Drives Nord Drivesystems India gave and Damping Technology the Presentation on Reliable Ringfeder Power Transmission. & Efficient Drive Systems The event had a participation from NORD. Mr. Dheepan of industry leaders, counselling bodies and media. Ramalingam, General Manager
Xy Piezo Nanopositioners from Aerotech with comparable size and travel. This allows users to achieve higher throughput in exacting processes.
XY piezo nanopositioning stages provide high resonant frequency and stiffness for high throughput in demanding applications A new series of XY piezo nanopositioners for extreme precision applications has been introduced by Aerotech. The QNP-XY stages provide the highest resonant frequency and stiffness of positioners
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moving mass, resulting in superior static and dynamic multi-axis performance.
With resolution to 0.15 nm, linearity to 0.007% and repeatability to 2 nm, the stages meet the most demanding requirements of applications from microscopy to optics alignment. They are offered in travel ranges from 100 µm to 600 µm.
When coupled with Aerotech’s Q-series controllers and drives, the stages demonstrate sub-nanometer positioning resolution and in-position stability, and high-positioning bandwidth. They are available with or without capacitance sensor feedback and a wide range of software options.
QNP piezo stages are guided by frictionless precision flexures that are optimized using finite element analysis for fast closed-loop response. The integrated XY package minimizes stack height and
Aerotech is a leading global supplier of positioning and motion control products for industry, government, science and research institutions. Its products provide critical performance for demanding
Applications include: • Test & Inspection • Industrial and Academic Laboratories • Nanometrology • Microscopy • Semiconductors • Microelectronics • Optics • Photonics • Data Storage • Precision Mechanics • Metals • Life Sciences • Medical Devices applications requiring high precision, high-throughput motion control solutions. For more details please visit: www.aerotech.com
August 2015
Hi-Tech: The Most Promising Brand for Water Treatment in India Hi-Tech Sweet Water Technologies Pvt Ltd, one of the leading companies dealing with Commercial, Domestic and Industrial RO Systems, was recently awarded for Categories like “Best Made in India RO Membrane Manufacturing Company” and “Best Company to give Rural Drinking Water Solution” by Water Digest Water Awards & UNESCO. Hi-Tech is also awarded as “The Most Promising Brand for Water Treatment in India” for 2015 Leader’s Award by 24 MRC. Hi-Tech started importing R.O. based Mineral Water Plants (Domestic & Commercial) from USA and selling, installing, maintaining in local market in 1995. They are pioneer in
introducing Reverse Osmosis based water purification systems in India. An ever growing demand for pure drinking water, quality of their product and prompt After Sales Service took up them to incorporate a Private Limited company. Thus, in 1996 Hi-Tech Sweet Water Technologies Private Limited was formed by a group of Chemical & Mechanical Engineers with more than 15 years of combined experience in the design, consulting & manufacturing of water desalination and purification using Reverse Osmosis technology. Hi-Tech is the first company dealing with RO systems to be “I.S.O.: 9001:2008” certified for its Quality Management System and Product Design, Manufacturing,
Installation and After sales Service of Commercial & Industrial R.O. water treatment plants and Domestic R.O. water purifiers by KVQA, and the present Certification is for ISO 9001:2008. Recently Company is also Certified for ISO 14001:2004 & 18001:2007. All the Hi-Tech Brand Products are certified by C.E. for Product Conformities. They are certified by N.S.I.C. Hi- Tech deals with Commercial, Domestic and Industrial RO Systems. It also manufactures packaged RO systems for ground, bore well, well, river and tap water applications in standard capacities of portable water production. The capacities range anywhere from 8 Liter/hour to 1,00,000 Liter/hour and are diversified in their approach with single, double, and triple tube water filters which come with and without UV attachments as
well as softeners and water vending machines in various capacities. If the need be, Hi-Tech can custom design, manufacture and install its systems to meet your specific requirements. They have supplied more than 15000 industrial plants for various needs such as bottled water manufacturing, soft drink manufacturing, hospitals, villages, schools, colleges, industries, corporate offices, radiators of earth moving equipments etc. and more than 85000 domestic RO plants till date and strive to maintain state of the art technology and equipment to assist their engineers in the selection and designing of the most effective RO systems according to the type of raw water available to each of their customers.
Convex Corporation signs Agreement with AOTAI Electric China Convex Corporation, the engineering products division of Convex Group, has signed an agreement with China’s AOTAI Electric Co. Ltd, a global leader in welding equipment manufacturing, to market welding and cutting equipment in western India. The agreement will focus on
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providing comprehensive marketing and application engineering support to AOTAI for its high-end products like welding machines, robotic solutions and automation products. “We are extremely proud of our association with AOTAI. We are committed to providing
comprehensive engineering products and solutions to our customers that are cost effective and sustainable. This agreement will strive towards delivering innovative and technically advanced solutions to the infrastructure, automotive, shipping, steel and power industries,” said Chetan
Ghuwalewala, Director, Convex Group. Convex Corporation offers services across the complete life cycle of engineering products, from concept to product design, engineering, manufacturing, testing and validation.
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Delcam’s new PowerMILL CAM can Mirror Complete Machining Projects Delcam has launched the 2016 version of its PowerMILL programming software for fiveaxis and high-speed machining. The main enhancement in the new release is the ability to mirror complete machining projects in one operation and to maintain automatically the machining characteristics, for example to choose automatically whether to climb or conventional milling should be used in each section of the toolpath. Previously, only individual toolpaths could be mirrored. Automatic mirroring saves considerable time whenever right- and left-hand versions are needed of a part or tool. It will also be faster to program the machining of
symmetrical objects since it will be possible to program one half and then mirror the toolpaths to complete the program. To ensure that the mirroring has performed as expected, the new option can be used with the ability, introduced in PowerMILL 2015 R2, to undertake complete verification of a project for machine-tool issues such as collisions. Comprehensive verification can be performed, including ensuring that the machine tool is capable of running the mirrored toolpaths, as well as checking for both machine-tool collisions and tooling collisions. The capability to simulate machine-tool movements has been enhanced in the 2016
release by allowing more complex tool changes to be simulated, in particular those involving a carousel mechanism. PowerMILL 2016 has a new form to In PowerMILL 2016, time can be saved print out the position by mirroring programs for symmetrical of the cutting-tool tip parts or tooling during simulation, an auto-translucency option that will allow viewing Blisks & Impellors module, of the table attach point at and a constant-Z machining all times, and the ability to option has been added to the draw translucently the safe module for programming the areas for rapid moves. A new, machining of ribs into tooling. more efficient strategy to For more details, visit www. machine single blades has delcam.tv/pm2016/lz been developed for the Blades,
Matrix Comsec Concludes Growth Summit at Daman Matrix Comsec, recently
were
concluded its Seventh annual
introduced.
partners Growth Summit at Daman. It was a two day event where Top performing Matrix system was acknowledged and awarded for its outstanding sales performance in the previous year. More than 200 Matrix partners from 20+ countries attended the summit. Complying with its tradition of introducing products during the summit, this year too products both in telecom and security range respectively
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Speaking on the occasion, Mr. Ganesh Jivani, Founder and Managing Director of Matrix Comsec, said, “Our partners are core to our business and a key driver for Matrix’s future growth. This event is a demonstration of
as well as an opportunity to
partners were all charged up
recognize our top performing
to tackle the current business
channel associates.
year and promised to meet
Matrix’s commitment to our
The summit ended on a positive
partners across the globe,
and energetic note where
again at the summit next year. For further information, visit: www.MatrixComSec.com
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Energy Efficient and Intelligent Pumping Solutions for Smart Cities from Grundfos India A critical element in the development of Smart cities lies in the adoption of technologies and infrastructure for energy, water supply and waste water management through intelligent transport networks. The solutions by Grundfos Pumps India Pvt Ltd can also provide the solution
for monitoring these networks. Grundfos’ sewage pumps are efficiently designed for applications such as transfer of unscreened raw sewage and raw water, pumping of water containing sludge and industrial effluents. Grundfos has already implemented
“Grundfos has always been a forerunner in pioneering smart technologies which are sustainable. We are confident that our energy efficient and reliable solutions will be the precise choice for the smart citiesand we look forward to partner with reputed stakeholders for the same.” Sanjeev Sirsi Head - Water Utility, Grundfos India
technological intelligence in its pumping solutions across the world, through Grundfos Remote Management. This Remote Management tool is a secure, internetbased system for monitoring and managing pump installations in commercial buildings, water supply networks, wastewater plants, etc. Grundfos’ pumps are designed to provide optimal energy efficiency throughout its lifecycle. With the problem of increase in demand and limited resources to fulfill the demand
becoming a reality, Grundfos pumps provide the right solution by ensuring minimum utilization of energy and water while delivering peak results. Grundfos also has solar pumps which help overcome the dependence on grid power for water supply. Being energyefficient, the pumps also have lower operational costs.
Omron Showcases at Automotive Engineering Show 2015 Omron, a global leader in industrial automation, displayed its key solutions in the factory automation and electronic components arena at the Automotive Engineering Show (AES) -2015 held in Chennai from July 7-9, 2015. Themed ‘Transforming Industries through our solutions’, the Omron booth aimed to fortify its prowess in contributing towards the automotive manufacturing sector to make it progressive and future-ready. Not only this, it also reinforced its expertise towards the design aspect adding value to the
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cars and other vehicles to make them reliable, safer and better. Amongst some of the notable exhibits at Omron booth were demonstration of its vision & safety solutions providing innumerable benefits to the original equipment manufacturers such as complete assurance of human & machine safety, zero error processes, and flexibility ensuring optimized resource use. The automotive electronic components range showcase included technologically advanced relays, switches, transmitters, antenna, body
“India is one of the largest automotive markets in the world. Being popularly known as the “Detroit of India”, Chennai has a very relevant contribution to it. The city is base to a major chunk of India’s automobile manufacturing & auto components industry. Automotive being one of the key focus business areas for us, we are keen to strengthen our business presence in South India by further exploring the potential of the city’s industrial base.” Sameer Gandhi Managing Director, OMRON Automation India control module, etc. having immense potential to render value to the design of cars and many other vehicles in terms
of various interior and exterior applications - making them superior in safety, convenience and reliability.
August 2015
Schuler Unveils Innovative Hot-Cold Drawing Press for The Aerospace Industry Schuler has developed an innovative drawing press for the forming of titanium parts which is suitable for both cold and hot forming processes. The manufacturer unveiled the combi-press to the public at an in-house fair in Waghäusel over the past few days. Over 60 guests looked on as the hotcold drawing press formed one titanium part after the other for the aerospace industry.
Titanium parts for the aerospace industry: door surrounding part, housing, support rod, cooler outlet duct, turbine blades (from left)
The readily formed titanium part is taken out of the hot forming die during the press demonstration on day two of the fair.
Over 60 guests had come to see the hot-cold drawing press(left) and the hydroforming press line.
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Whereas conventional deep drawing dies with widths of up to 1.60 meters are used for the cold forming process, a specially designed heating chamber is installed in the press for hot forming. It heats the titanium blanks to temperatures of between 700 and 950 degrees Celsius before they are formed in the hot-deep-drawing die. The press bed is equipped with water cooling and a ceramic insulation layer for protection. Schuler succeeded in integrating the draw cushion with high-temperatureresistant pressure pins into the system. With the aid of the pressure pins– which are led through several temperature layers – the blankholding forces can be set with particularly high accuracy. In cold operation, the press has a slide force of 3,150 kN and a bed cushion force of 1,250 kN, compared to 800 and 250kN in hot operation. The forming speed for the titanium parts ranges from 0.1 to 2.0 millimeters per second for hot forming and five to
30 millimeters per second for cold forming. The fair visitors experienced the combi-press in cold operation on Wednesday and in hot operation on Thursday. The press is to be delivered to a customer in the aerospace industry. Titanium is becoming an increasingly important material for aircraft construction. Whereas the high-strength metal accounts for around six percent of materials used in conventional aluminum aircraft construction, this ratio rises to between 15 and 20 percent for modern composite designs. As this makes aircraft lighter, fuel consumption per seat and kilometer flown decreases. A further press displayed at the in-house fair in Waghäusel has been earmarked for the aerospace industry: a hydroforming press line with 1,600 metric tons of press force for manufacturing specialist tubular parts. The monoblock press features a water hydraulic system and two axial cylinders.
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3,200 Assembled Cables in Offer from Igus The Cologne cable specialist is expanding its range of drive cables for energy chains. igus has expanded its range of assembled drive cables to a total of 3,200 types. With the addition of Mitsubishi and Parker, two new manufacturer standards have now been added to the 22 standards in the “readycable” range of assembled cables. igus supplies these to its customers from a single source, which can significantly reduce their process and assembly costs. igus, the manufacturer of cables for motion, has introduced new items in the range including connectors for the production of assembled cables for Mitsubishi and Parker standards. “In order to offer design engineers even more freedom, our range
now includes 3,200 different drive cables, which we fully assemble and deliver to our customers in a short time,” explains Christian Stremlau, head of readychain and readycable division at igus. “Our assembled cables are specifically designed for use in energy chains, so that users can select from seven different quality levels according to their requirements -.” The various drive cables have different approvals and certifications and are assembled with connectors according to the 22 different manufacturer standards. “The fully assembled cables are supplied by igus with centimetre accuracy to the desired length, and without any surcharge for small quantities,” says Stremlau.
“We guarantee a lifetime of 36 months for all our cables.” This igus guarantee of reliability is based on extensive tests in the largest testing laboratory in the industry, where the cables are subjected to realistic tests for their suitability for use in energy chains. The lowest priced solution at the touch of a button To make the selection of the appropriate cables even easier, all 3,200 different drive cables are listed in the readycable product finder. Here users can easily select the appropriate cable with connector without registering. The comparable cables are also juxtaposed compared to identify the savings potentials versus differences of the cables quickly and easily. For more details, visit, www.igus.eu/ readycable-finder.
Hypertherm Receives Communitas Award for Leadership in Community Service and CSR Hypertherm announced its selection as a Communitas Award winner for 2015. Hypertherm was selected for leadership excellence in the combined areas of community service and corporate social responsibility. The Communitas Awards recognize businesses, organizations, and individuals that are unselfishly giving
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off themselves and their resources, and those that are changing how they do business to benefit their communities. Judges found Hypertherm clearly demonstrated the spirit of communitas, a Latin word that means people coming together for the good of a community, with work spanning multiple categories. Demonstrated categories covered volunteerism,
philanthropy, and ethical, sustainable business practices. For volunteerism, judges considered Hypertherm’s Community Service Time program which provides Associates around the world with 24 hours of paid time off each year to volunteer. Philanthropic work was demonstrated by financial support through the HOPE
(Hypertherm Owners’ Philanthropic Endeavors) Foundation which last year awarded nearly 90 grants to nonprofit organizations. Finally, ethical, sustainable business practices were underscored by Hypertherm’s environmental work and corresponding goals, its safety program, continued investment in Associates, and culture of ethics and transparency.
August 2015
Bonfiglioli helps achieve greatness with Runner Arm
Technowrapp is a firm specializing in the design and production of automatic stretch wrap film pallet wrappers and pallet movement systems. Technowrapp has made a name for itself on the international scene by developing an innovative and creative solution. The new Runner Arm is exclusively equipped with Bonfiglioli motors. Through their close collaboration with Bonfiglioli, Technowrapp has created Runner Arm, a perfect combination of high performance and simplicity of operation and maintenance. Bonfiglioli´s comprehensive and reliable motor solutions have ensured that Technowrapp is the trusted partner of leading firms in the packaging and logistics sectors. Technowrapp faces new technological challenges by supplying the market with cutting-edge solutions, such as the Runner Arm that improve quality, performance, and production. In the Runner Arm automatic rotary arm pallet wrapper, Technowrapp engineers have succeeded
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in combining the high performance of a ring wrapper with the simplicity of operation and maintenance typical of an arm type wrapper. Thanks to two specific patents that make it possible to speed up the wrapping process, Runner Arm can achieve the unrivalled result of wrapping 136 pallets/ hour with 10 turns per pallet, stabilising a pallet with just 76 grams of stretch wrap film (value achieved with 15 Âľm film). These two patents have produced the fastest arm pallet wrapper in the world. The rotary arm with centripetal contrast ring contains and guides the arm as it moves and makes it possible to reach a speed of rotation of 45 revolutions per minute, combining this with low structural stress. The cutting and welding pliers operate on the moving load, contributing to the increase in speed and efficiency of the work cycle. The result achieved is the wrapping of 136 pallets per hour. Runner Arm has revolutionized pallet wrapping and can satisfy customer demands more fully that ever before. Through their diverse product range, Bonfiglioli has provided reliable and high-performing solutions that have enabled to Technowrapp to create the revolutionary Runner Arm, which can meet the most complex challenges in the packaging, wrapping, and logistics markets. For more details visit www.bonfiglioli.com
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Absolute Feedback Systems for Efficient Drives The BML series from Balluff offers rugged, precise and quick absolute position and angle measurement systems, which are ideal for installation or direct integration into drive and positioning systems. The new, magnetically encoded absolute position and angle measurement systems with Permagnet® nonius technology close a gap in the segment of compact, integrative, absolute measurement systems with IP 67 housing for external installation. As an open kit for full integration, they now have the option of being used in rotary applications as well. Using these systems, the formats, strokes and end positions of axes can be adjusted automatically, quickly and reliably.
The new absolute encoder disk can be integrated easily into motors and actuators as a highly precise, absolute feedback solution. Because of this, it is an efficient alternative to conventional magnetic or optical solutions for accurate control of motors and drives. The low space requirement for the solution for rotary applications provides another eye-catching quality; it is just 12 - 20 mm in length and 30 mm in diameter depending on the design. A fully integrated, single–chip solution is the core of the magnetic scanning and signal generation process. The position data is generated in real time and made available in absolute form using interfaces typical in drive
engineering, SSI or bidirectional BiSS C. Incremental SIN/COS analog signals and ABZ signals are also on hand for use. The evaluation kit from Balluff is also brand new to the portfolio. It includes a perpendicularly magnetized Permagnet® absolute angle measurement system with high system accuracy. Just like the encoder kit, it offers a variety of serial (absolute) and incremental interfaces for connection to
Once adapted to the drive, the user can run required system tests to derive a customized, optimized solution using the BiSSUSB adapter and provided evaluation software.
many different closed-loop
For more details visit
systems. It is easy to use.
www.balluff.co.in
Siemens Ltd. Wins Order Worth Rs. 67 crore for Gas Insulated Switchgear Scope of work involves
substation project of Himachal
supply of 400kV and 220kV
Pradesh Power Transmission
GIS including supervision
Corporation Limited, the
of Erection, Testing &
power transmission utility of
commissioning.
Himachal Pradesh. The scope
Siemens Ltd. announced that it had won a crucial order worth approximately Rs. 67 crore for supply of High Voltage Gas Insulated Switchgear from Larsen & Toubro for a
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of work involves supply of 400kV and 220kV GIS including supervision of Erection, Testing & commissioning. The GIS will be manufactured in Siemens’ state-of-the-art factory in Aurangabad.
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February 2015 November August 2014
THE LAST LEAF Dear Readers, “Don’t take rest after your first victory because if you fail in second, more lips are waiting to say that your first victory was just luck.” These were the words of late President A P J Abdul Kalam which he lived by till the last moment. 83-year-old Kalam, who collapsed while delivering a lecture at IIM, Shillong, and died, was a daring President who undertook a submarine sortie, flew Sukhoi jet, visited Siachen glacier, world’s highest battlefield and interacted with troops at the Line of Control. Mr.Modi, our PM rightly said, “Bharat has lost a Ratna, but the light from this jewel will guide us towards APJ Abdul Kalam’s dream-destination: India as a knowledge superpower, in the first rank of nations”. Thequote by APJ Abdul Kalamis a very relevant quote for Bangalore, which is among the Top 15 startup ecosystems around the world. The startup ecosystems with the fastest annual growth in the number of seed rounds over the last two years were Bangalore (53%), Sydney (33%), and Austin (30%). We need to generate conducive climate in the city for enhancing talent and market reach. An apt tribute to Mr.Kalam would be to talk about young start-ups and innovations. A few Indian companies have been listed in the top 10 most innovative companies :Goonjhas been included for being a company that channels excess resources from urban households to impoverished, rural, and disaster-struck areas. In exchange for clothes, furniture, household goods, and medical supplies, village and slum communities self-organize and build schools, roads, and toilet facilities. The company has thus turned used clothes and other second-hand material into currency, successfully leading more than 1,500 such projects in the past three years alone. In a large country, Goonj is a game-changer, teaching urban Indians when, what, and how to give. Next is Eram Scientific Solutions, which makes the Gates Foundation–backed Delight public toilet system, has builte-toilets that flush automatically—when people enter, after they leave, and every two hours—to keep tidy, and also saves energy with motion-sensor lights and fans. Four hundred of them have been installed across the country so far, with a reported 6,000 in the pipeline. Another company in this list is the one founded by Harvard and MIT researchers, Mitra Biotech’s CANScript technology re-creates an artificial environment for a patient’s tumor sample and tests various drugs on it directly, allowing the company to arrive at a personalized treatment in less than a week. Their innovationis by rethinking conventional cancer drug therapies through application of data analytics. (Courtesy : fastcompany.com) A California start-up Stower co-founded by Andrew Burns, has developed a device that can charge smartphones with candles. Its simplistic design is based on the principles of thermo-electrics - light a candle, fill the device with water, and you have a charger, i.e. you have a hot side or a hot plate and a cold plate and you smash these generators together and it’s that temperature difference, which creates a diffusion of energy from the hot side to the cold side. Burns says a tiny fire can make a huge difference when the lights go out. A disabled Indonesian mechanic CaturBambangis improving the lives of locals by modifying motorcycles so that even those with no legs can easily mount and ride their bikes. He made his own device after losing both his legs in a work accident. Now he’s gone into business, charging less than 300 dollars for the most basic adaptation. (Courtesy : reuters.com) We need your input on any industry news, views and any observation about the industry around you. Your feedback will be useful to us to better inform our readers about a better tomorrow. Till then, Happy Technology ! Manoj Kabre Member, Editorial Advisory Board
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KEMPPI INDIA PRIVATE LIMITED Lakshmi Towers, 2/770, Kazura Garden 1st Street, Neelankarai, Chennai - 600 041 Phone: 044-45671200 Email: sales.india@kemppi.com Web: www.kemppi.com
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