Volume 9 Issue 12 June 2013 Pages 60 `100
Lean Indicators Discourse Lean Manufacturing Exceeding goals and expectations World’s first hybrid reach stacker
Theory of Constraints
Gripping Systems Pneumatic or Mechatronic Gripping?
European Normed Dock Levelers from Gandhi Automations
June 2013
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With signs of economy picking up, US tips the unwinding of monthly monetary stimulus plan, making the investors withdraw investments from emerging markets like India and target the strengthening of US assets. This fear witnessed Rupee weakening to an all-time low against US Dollar nearing `60/$. Import becoming expensive, the first impact carried on to the common man through fuel price rise will see the already depressed economy come under further pressure. For more than a year rupee is depreciating, bringing down the margins of automobile manufactures. The current crisis will add further input costs. The first month report of the new financial year for automobile sales was not at all good. Customers being selective, ignoring several discounts and freebies offered. Some of the manufacturers are already considering a hike in prices - a tough call against all odds. Strong government actions are required to arrest the decline of Rupee further, attracting foreign inflows. Analysts expect RBI to mobilise funds through NRI bonds like what it did during the economic crisis earlier. Boosting of economic reforms will help winning the trust of global investors in the promising Indian market, one of the biggest challenges the current Government face. One rupee saved is one rupee earned. Bringing down cost by reducing all kind of wastes is what Lean Manufacturing all about. Almost all top manufacturing companies follow Lean Manufacturing successfully and the challenge is to spread the net to the SMEs. Creating awareness on the benefits of Lean Manufacturing is the stepping stone towards its wide implementation. In this edition of MART, we are featuring a couple of articles and interviews on Lean Manufacturing. We also feature Material Handling and Logistics in our feature articles as well as roundup respectively in this issue. We have included several other reader interests in this issue of MART with our regular columns.
Foreword
Achievements inspire and motivate entrepreneurs to reach higher goals. In one of its largest outbound deal in India’s automotive history, Gurgaon based Apollo Tyres has announced acquiring US-based Cooper Tire & Rubber Company for around Rs.14,500 Crores. Once the acquisition is completed the new entity will be the world’s 7th largest tyre maker. Currently Apollo is the 16th largest tyre maker, and Cooper 11th. The deal which is larger than TATA’s $2.3 billion Jaguar-Land Rover acquisition comes at a time when markets - especially the automobile segment - are going through a tough phase. With Cooper at its side, Apollo now will have fourteen manufacturing facilities across globe, with strong market presence in both developing and developed markets, and doubling the daily volume of tyres manufactured. Apollo will be introducing Cooper brands in India and will introduce Apollo in Cooper’s global markets. We congratulate and wish all success to the Team Apollo for this marvelous achievement, and look forward to more Indian companies’ footprint in the global business map.
Hari Shanker Managing Editor
Dear Readers,
We are completing our nine years of publishing with this edition of MART, and celebrating the anniversary edition next month. We look forward to feature the issue with a promising future of Indian Manufacturing industry, industry leaders’ opinion and views on where we would stand within the next seven years @Indian Manufacturing 2020. Dear readers, over the past nine years, your feedback and suggestions have helped us to improve our content and bring out the kind of columns you want to read. I always look forward to hearing from you. Your views help us to produce a smarter MART, Smart. I wish you a happy and informative reading experience with MART. June 2013
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Cover Feature Lean Indicators Discourse
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Lean Manufacturing Exceeding Goals & Expectations
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“Lean has to be driven from top down for achieving complete success”
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“Main hurdle is lack of understanding of lean by most top managers who run SMEs”
Annual Subscription `1200 Member INS Managing Editor Hari Shanker hari@martinfotech.in Associate Editor Hiya Chakrabarti hiya@martinfotech.in Editorial Advisory Board
A S Shetty Saravjit Singh Manoj Kabre P S Satish
J R Mahajan LD Bhakre Mahesh R P
Round Up
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Volume 9 Issue 12 June 2013
Logistics India Poised to take Major Leaps
Content Editor
V Viswanath
Art & Creative
Pradeep Jayaprakash
Creative Assistant
Sayan Chaudhuri
Columns 36
Avijit Kar Accounts Suresh accounts@martinfotech.in
Machine design Fundamentals Profit Improvement A S Shetty
Special Feature
A Formula For Innovation
37
Tomasz Tunguz
38
Managing a SME in India
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40
Theory of Constraints – A way to improve profitability of an organization
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P S Satish
Ravi Raghavendra
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Feature Article
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Corporate Mart
Konecranes presents the world’s first hybrid reach stacker “Our strategy is to be one stop solution for the lifting requirement”
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European Normed Dock Levelers from Gandhi Automations
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“Material Handling Solutions for Fast, Reliable, Economical & Safe Operations”
Fair Mart 34
Technology Update
52
Mart Update
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The Last leaf
Siji Nair
52 Technology is very important for the growth of Indian Economy
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Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Lotus Printers Private Limited, No:32/25, 2nd Main Road, Sir M V Industrial Town, WOC Road, Bangalore – 560 044 and Published from No: 217, 3B Main, OMBR Layout, Bangalore – 560 043. Industrial Business Mart is a monthly journal published from Bangalore. Views and opinions expressed in the journal are not necessarily those of the Publishers. Industrial Business Mart reserves the right to use the information published here in any manner whatsoever. While every effort has been made to ensure the accuracy of the information published in this edition, neither the Publisher no any of its employees accept any responsibilities for any errors or omissions. © Reserved 6 All Rights www.ibmart.in
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LEAN MANUFACTURING
Karol Horvath
Lean Indicators Discourse
portalox@portalox.com
Many companies represent themselves as lean, but in reality that is not the case. So how can we recognize whether a company is really lean or just a “lean wannabe”? There is a set of indicators to identify how lean the company actually is. And that is what we will be the main topic of this article. We will focus on lean metrics, explaining how certain metrics work, and which matric is more or less useful in different cases.
First of all it is very difficult to compare companies in different economic sectors. It just does not make sense to compare a bank to an advertising agency, or to a car manufacturer. And it also does not make any sense to compare continuous production with discrete production (for example: steel production vs. furniture production). From this point of view we have to consider which metric could work well and which will not. Furthermore, we have to consider the volume and variability of the companies’ production. If you are closer to mass production (measured by volume and low variability), you might use completely different metrics compared to a small specific on demand production. So let`s have a short look! Revenue Revenue is the main objective of any company. And if you want to go lean, you will most likely try to increase your revenue without increasing your fixed costs. This is very important because, if you increase the revenue by 10%, and your fixed costs grow by 20%, you are far away from lean. So is revenue the best indicator of lean? Probably not, especially if you look at the revenue only as a standalone indicator. You most likely should combine it with some other indicators, for example: revenue per employee or revenue per square meter. But we still recommend applying any of these indicators only as a secondary when it comes to questioning whether you are lean. Why? Because there are just too many financial success drivers. For example, redesigning your products can increase the revenue for one or two consequent years. In such a case you do not have to eliminate any of your wastes in processes for this revenue increase. And if you are not getting any leaner, you will eventually realize it a few years later, short after your products become average. So do
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not focus only on quick wins measured by revenue only. Process Cycle Efficiency This is the essential lean metric! It shows how much of our time we are spending by adding real value to the final product (from the customers` point of view). It is actually the percentage of real value added time out of the total process cycle time. You can calculate this number based on the value stream map. Typical process cycle efficiency varies based on the type of the company. See in the table below for more information. Company Type
on value added activities. That means that your process cycle efficiency grows, but your productivity does not! If you are not sure about what is the correct time of your value added activity, apply the productivity norming methods (like MTM, MOST etc.) Overall Equipment Efficiency (OEE) This works well in a traditional mass production. But does it also work with lean? Not as much! You can increase the OEE if you shorten the changeovers. Yes, in such a case you are on the right track towards lean with this indicator. But you can also increase OEE if you produce in
Average (Europe, US)
World Class
Discrete production (low volume)
1.5%
20%
Discrete production (high volume)
5%
25%
Continuous production
8%
40%
Financial services
2.5%
50%
Retail
0.5%
10%
IT development
2%
50%
Support services
7%
50%
Creative companies
5%
25%
You cannot avoid this indicator, if you want to prove that you are going in the right (and lean) direction. It is the ultimate indicator, because it measures the only parameter you cannot influence, borrow, buy or steal, and that is the time. You can only control your activities in time. However, there is a way how you can influence the process cycle efficiency (as an indicator). If you are very, very slow with your value added activities, it might happen that they will consume a much longer time than they should. Imagine that your injection molding should take 3 seconds per piece in average. Now if you slow it down extremely, and it will take 1 hour instead of 3 seconds, you could end up with a much higher share of time
higher batches. And that is absolutely contra-productive from the lean point of view. So please, use the method SMED (single minute of exchange dies) instead of the general OEE, and measure how long it takes to switch from one product type to another. Do not increase batch sizes if it is not necessary, and look at the following point to see why. Material Days on Hand (MDOH) This influences directly your process cycle efficiency and the cash flow of your company as well. Let us have a look at what is wrong with high stocks. First of all, it increases your fixed costs (warehouse and floor needed). Secondly, it is a synonym for frozen assets. Moreover, it usually covers June 2013
Decreasing the stocks - The very first step of Lean Transformation your problems in processes. Last but not least, you always have an enormous threat of systematic errors that might occur on products in your stock, and could affect the majority of your warehouse, or work in progress inventories. So what is the benchmark in this indicator? Let us look at the car manufacturers: the best in the world have inventories for no longer than two hours, with less than half a percent of obsolete stock annually! Use this indicator as much as possible, and we strongly recommend decreasing your stocks as the very first step of lean transformation. After just a few days, you will have the feeling that your company is naked. Every problem will arise on its own. Units per Employee This indicator is very useful when it comes to the evaluation of your lean transformation. If the number of produced units per employee keeps growing, that means that you are successful with your lean implementation. And it is so simple to measure it! Use it as often as possible.
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Lead Time Your Lead Time is basically the time span between the customers` order and the point of product delivery. It shows how flexible you are in fulfilling the customers` requirements, and also provides you with a bigger picture of how much waste in your processes there really is. This is what customer feels. And since every customer wants the delivery sooner than possible, you can never be good enough in this parameter. In comparison to the process cycle efficiency mentioned above, you cannot influence this indicator in any way. The only disadvantage is that this is a very high level indicator that never provides you with precise information about where the problem is located. To sum it up, we can use plenty of indicators in lean, and the above mentioned are only a few the essential ones. If you want to discuss them more in details, or if you wish to discuss other indicators, please do not hesitate to contact us, and then we can write about it in our next article.
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LEAN MANUFACTURING
Lean Manufacturing
Divyakumar M Soneji
Exceeding Goals & Expectations
dsoneji@kaizen.com
“I don’t care how you are going to do it, just make sure that the order is delivered on time” Or “I don’t care what you do, just make sure that the target is achieved & the customer is happy”
These are the common statements that we listen on gemba (shop floor or real place where goods are manufactured or service is delivered). Things are becoming more and more difficult in manufacturing or service environment. Managers are under deep stress & finding better ways to do their job. On the other side of the coin there
are professional people working with organizations where the process, procedures are well defined and employees work as a team & march together toward one goal / vision. Such organization always looks for continual improvement and tries to seek perfection in whatever they do. Customer service performance up from 63% to 97%...
on time deliveries up from 76% to 96%... inventory turnover up from 1.6 to 6.7... company growth up from an annual rate of 16% to 65%... and most important, after tax profits up from 3% to 17% are few examples of their success stories. All these gains are impressive but none was more welcomed than the dramatic change in the day-to-day operating environment or the processes to a sense of excitement. Leaders of such organization are able to deliver such impressive results because they have embraced LEAN MANUFACTURING or KAIZEN and pulled together a team of people that eventually became self-directed & achieved the results far greater than what was originally achieved by close competitors. Each and every company can make such a difference by implementing lean manufacturing practices. But, the question is What is lean manufacturing? How to implement? Where to implement? And so on……. What is Lean Manufacturing? “Lean,” is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, “value” is defined as any action or process that a customer would be willing to pay for. It is a management philosophy derived mostly from the Toyota Production System (TPS) (hence the term Toyotism is also
Source: Strategos, Inc.
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prevalent) and identified as “Lean” only in the 1990s. How does Lean Manufacturing work? Lean Manufacturing works mainly by focusing on reducing cost by improving manpower productivity, decreasing inventories, reducing manufacturing order to shipment cycle time, and by increasing capacities without substantial capital inputs. It also helps firms produce more with the same resources. This is made possible by eliminating non-value added activities, by applying simple techniques to identify / eliminate waste and streamline systems, by focusing on improving the entire process flow and by emphasizing worker empowerment throughout [“Decent Work”]. Given below are indicative generic steps suggested by Masaaki Imai. In reality, every organization is unique & will need to customize its’ own roadmap. It is, however, highly desirable to seek the guidance of an experienced sensei in this journey so that the speed of implementation is accelerated & chances of failure are minimized.
I. Ensure Basic Reliability (Stability) Preparing a relatively stable work environment is necessary in order get any real improvement. Stability is sought in all the four resources (M’s) of manufacturing viz. men, material, machine & methods. Unless input is stable, output cannot be stabilized. Typically, the following tools help in the stabilization phase: Five S, Autonomous & Planned Maintenance, Standardized Work
Masaaki Imai’s Roadmap to World-class
II. Create Flow in Production
Kaizen Institute’s model for Lean Implementation
III. Create Flow in Internal Logistics
It consists of 4 modules:
II. Production Flow
IV. Extend Flow into the inbound & outbound Supply Chain
III. Internal Logistics Flow
IV. External Logistics
5. Production Pull Planning
5. Production Pull Planning
4. Leveling
4. Deliver Flows
3. Standard Work
3. Synchronization (KB/JJ)
3. Source Flows
2. Border of Line
2. Mzusumashi
2. Milk Run
1. Line and Layout Design
1. Supermarkets
1. Storage and Waterhouse Design
5. Low Cost Automation 4. SMED
I. Basic Reliability
V. Supply Chain Design (SCD) June 2013
The set of tools that are typically used in implementing modules II to IV are shown in the model above. Continually improve A continual improvement (kaizen) mindset is essential to reach organizational goals. The term “continual improvement” applies to products, processes, or services over time, with the goal of reducing waste to improve safety, quality and delivery & simultaneously reduce costs. The author Divyakumar M Soneji is Regional Manager (Gujarat and Central India) with Kaizen Institute. The KAIZEN Institute is a global organisation which provides consulting services to companies represented in Europe, Asia-Pacific, Africa and America. The KAIZEN Institute supports companies of all sizes and industrial segments as well as private and public service organisations. The KAIZEN Institute - India occupies a key position in the Growth strategy of K.I Global. Their history goes back to 1985, when promotion of KAIZEN services within the Asia Pacific region started with the opening of first office in Japan. More recently in order to serve our clients better KAIZEN INSTITUTE- ASIA-PACIFIC has been formed with its central office being located at Hong Kong (and with the Global head office being in Switzerland) with the India country offices being located at Delhi and additional offices in Pune and Ahmedabad. Visit www.in.kaizen.com
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LEADER SPEAK
“Lean has to be driven from top down for achieving complete success�
In Lapp India, lean manufacturing was launched in the year 2011.The enormous support from the top level management worked as the biggest advantage. People participation is the core of lean implementation. In an exclusive conversation with MART, Sriram Ganapathy, VP Manufacturing explains Implementation of Lean in LAPP India. What is the awareness of lean concept and implementation in industrial India? Lean Methodology, which aims primarily aims at elimination of waste , is quite prevalent in India, mainly in the automobile industry. The concept was derived in US initially and then moved on to Japan. Lean concept was introduced to organizations in India, and they started adopting this methodology when they began working jointly with Japanese companies. It has been implemented not only in the manufacturing industry but also in the service sector. Businesses have become
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much more challenging with the intense competition in the market and changing consumer demands. As a result, companies have started understanding the importance of implementing lean manufacturing. What are the impediments of lean implementation in Indian manufacturing scenario? The primary impediment I would say is the level of awareness in the top level management and the willingness to adopt lean concept. Lean has to be driven from top down for achieving complete success.
The top level people of the company who want to adopt lean manufacturing as their working philosophy should first understand the significant need of implementation of lean and should believe in its benefits to the organization in the long run. Leadership has to be patient about the results of lean implementation. It takes time for substantial results to be visible, as implementation of lean does not show results overnight. Hence there is a clear need for the top management of an organisation to change their existing mindset and understand the larger benefits
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of implementing lean methodology. This would eventually trickle down to employees across various levels in the organisation. Since lean has its source in automotive industry, what are the other primary sectors lean has been successfully adopted? Lean concept has made its mark in the service industry by enabling organizations to achieve efficiency, reduce product development cycle time and excess inventory for service providers. It has successfully revolutionised the mode of operations in fast food chains across the industry, thus helping it flourish. This industry is one of the best examples of lean implementation in today’s world. Although, lean manufacturing was born in the automobile industry, it has spread its wings into different industries now like pharmaceuticals and apparels manufacturing. The challenges faced by LAPP India implementing Lean Manufacturing? In Lapp India, lean manufacturing was launched in the year 2011.The enormous support from the top level management worked as the biggest advantage for us. People participation is the core of lean implementation. For us, the biggest challenge was changing the working outlook of the middle level workforce as they were quite comfortable with their existing work processes which were practiced in the organisation for many years. But, weovercame this challenge when they started seeing visible benefits of this system in the shop floor and to the organization as a whole, including its people. The first thing we did to smoothen the phase of change was to conduct internal training and awareness
program through expert faculty. Gradual acceptance and better clarity came in when people in the organization went to Germany to get trained on lean manufacturing. Sustainance of the lean system was a considerable challenge for us at LAPP India. Once you have started implementing it, the top and mid level managers need to be involved in it on a day-to-day basis, else it cannot sustain. Implementing lean is not a one-time process, it is an ongoing journey and hence it does consume time and resources.It is then the responsibility of the top management to not give up and be patient. The visible results LAPP India gained through Lean Manufacturing? In last two years we have come a long way from where we were earlier. The primary tangible benefit that we have achieved after implementing lean manufacturing is transparency in the shop floor operations. We have implemented KANBAN system to reduce non-value added movement of operators from machine to stores and back., KANBAN gives required material at the right place, at the right time and in right quantities. Transporting products between processes is a cost which adds no value to the product. KANBAN has helped us to reduce the inventory of raw material, which is a significant result as excess inventory consumes the productive floor space. Lean has helped us reduce repetitive work as the purchaser can see the stock and suppliers know what is required. Another biggest benefit that we have gained out of lean implementation is that we have been able to introduce copper control system. It has helped us reduce extra copper consumption in the factory. As a part of LEAN, we started implementing KAIZENsmall improvements by people done at their workplace, with their own ideas. Lapp has also participated in KAIZEN competition at Quality Circle Forum of India (QCFI), Southern Edition with 300 plus competitors and won gold awards. Based on this, the team was selected in QCFI All India edition and we won a Traffic Signal Kanban In Stores-1
June 2013 2013 June
Copper Kanban gold award in one of the sectors. Currently, we have been nominated to participate in the International Quality Circle Forum at Taiwan. Lapp is the only cable company to have undertaken lean in India and these awards do indicate how this concept is being well-practiced at Lapp. Apart from the big companies, how are the SMEs in engineering and manufacturing sector has utilised lean to their advantage? It is the responsibility of the big companies to propagate lean concept and its benefits among the smaller companies. We have positively tried to encourage our suppliers to undertake lean manufacturing, so that they earn more profit and pass on the success to customers. SMEs are gradually inclining towards the lean concept and are showing the willingness to learn and implement it in their workplace. As big companies have adequate finance and resources required to sustain lean they should definitely support SMEs to adopt lean manufacturing. How the gap between the academics of lean and the industry can be bridged? Inviting industry experts to share their knowledge and expertise though presentations and seminars in the management colleges is the best way to bridge the gap. Moreover, students should be provided with the opportunity to experience the implementation of lean in the industry first hand. Lean should be incorporated in the study curriculum of the universities. Management students should be encouraged to pursue projects on this subject.
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LEADER SPEAK
“Main hurdle is lack of understanding of lean by most top managers who run SMEs” Saravjit Singh, CEO, 10xquality.org, worked in the Automotive Industry from 1968 to 2001. Thereafter he has been a teacher and consultant for quality management. Saravjit is fascinated by Lean and its simple and elegant methodologies for eliminating waste and achieving zero defects that have revolutionised manufacturing all over the world. He suggests that anyone interested in Lean should read the evergreen “The Toyota Way” by Jeffrey K Liker, and “The Toyota Way Fieldbook” by Jeffrey K Liker and David Meier. What is the awareness of lean concept and implementation in industrial India? Awareness and implementation of lean concepts is very high within major automotive companies like MarutiSazuki, Toyota Kirloskar, Honda, Ford, General Motors, Hyundai, Mahindra & Mahindra, Tata Motors and SML Isuzu. The key suppliers of components to these companies have necessarily implemented lean in order to supply required zero defect parts on time and at the right price as demanded by these manufacturers. Without lean suppliers it would not have been possible to implement totally lean manufacturing in the automotive industry. Automotive industry supports lean by passing on its own knowhow about lean to its suppliers on a continuous basis. This is especially true for Toyota and MarutiSazuki. Key Indian automotive component suppliers have entered into collaborations with foreign companies who have already mastered lean. These foreign collaboratorswillingly pass on lean process and practice expertise to their Indian partners. A notable example of this is the Sona Koyo group which is helped by its lean foreign collaborators. Sona Koyo’s flagship company Sona Koyo Steering Systems Limited (SKSSL) is currently the largest manufacturer of steering systems for the passenger car and utility vehicle market in India. What are the impediments of lean implementation in Indian manufacturing scenario? Main hurdle is lack of understanding of lean by most top managers who run SMEs – they can not therefore create/support lean culture, which must exist before lean
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can be implemented. Since lean has its source in automotive industry, what are the other primary sectors lean has been successfully adopted? Other large companies which manufacture two wheelers, and white good manufacturers like Samsung and LG are also implementing lean to remain competitive and supply zero defect products to their customers. Lean has also been implemented in service industries such as • Business-to-Business Cash and carry wholesalers: Best Price Modern Wholesale, Metro Cash & Carry, and Carrefour Wholesale Cash & Carry • Online retailers: Flipkart.com and Amazon.in • Fast food outlets: KFC, Mcdonald’s, and Pizza Hut Apart from the big companies, how are the SMEs in engineering and manufacturing sector has utilised lean to their advantage? SMEs, other than those supplying components to the automotive companies, have by and large not implemented lean. These SMEs do not spare the time, expense and effort required to give lean methodology and implantation training to their plant managers and process engineers. Tools and techniques of lean, such as poke yoke, have to be implemented and standardised processes for work introduced to build zero defect parts without external inspection. This cannot be done without formal training and long term support from experienced consultants.
How the gap between the academics of lean and the industry can be bridged? Academics of lean in India are not totally capable of bridging the gap. This is because most of these academics do not have the required practical experience in lean industries, as is the case of academics in Japan and western countries. Without such practical experience, it is difficult for academics to help the industry effectively bridge the gap to lean manufacturing. However, academics of lean play a vital part in creating awareness about lean through training programmes and workshops. Actual implementation on the ground is done by experienced consultants, with past work experience in lean companies. June 2013
June2013 May 2013
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MATERIAL HANDLING
Konecranes presents the world’s first hybrid reach stacker
Konecranes has announced the introduction of the world’s first hybrid reach stacker - the SMV 4531 TB5 HLT for container handling, with a lifting capacity of 45 tons. It features a hybrid diesel/electric driveline, electrified hydraulic lifting system, and a super capacitor based energy storage. This innovative lift truck will cut fuel consumption and emissions with at least 30% while offering improved performance, acceleration and response to driver’s commands. “Konecranes is a pioneer and leader in lifting technology and service. Our new hybrid reach stacker is an exciting step forward for our industry and further proofs that Konecranes is committed to offering its customers eco-efficient products and services,” says Lars Fredin, Vice-President and Head of Business Unit Lift Trucks, Konecranes.
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Significantly reduced diesel fuel consumption The new Konecranes hybrid reach stacker will offer customers substantial cost and environmental benefits. Estimated fuel consumption at normal handling of fully loaded containers will be at least 30% lower than for equivalent diesel powered reach stackers. This is achieved by electrifying
all flows of energy across the driveline, the hydraulic lifting system and the energy storage system. “Propulsion and lifting are powered by dedicated electric motors that all can operate in regenerative modes. The energy generated from braking and load lowering is recovered and stored for later re-use. This results in
a substantial reduction in diesel fuel consumption and environmental impact. Meanwhile, productivity is increased in terms of quicker response and higher acceleration,” says Anders Nilsson, Technical Director, Konecranes Lift Trucks. “Potentially, the diesel engine of the hybrid reach stacker could be replaced by another June 2013
source of electrical energy, as technology and price allow. Such examples may be fuel cells or an energy storage that can be recharged via a connection to the power grid,� Mr. Nilsson continues. Electrification of the driveline In a conventional reach stacker, the driveline is a diesel/ mechanical system consisting of a diesel engine, torque converter and transmission. The diesel engine produces the energy for propulsion. The flow of energy is mechanical and a quite complex mechanical gearbox is required. The energy generated by braking is converted into heat that is dissipated to the ambient and wasted. In the new Konecranes hybrid reach stacker, the driveline is a serial configured diesel/electric system consisting of a diesel engine, an electrical generator and an electrical traction motor. The diesel engine runs at constant RPM for optimum fuel efficiency and powers the generator. Propulsion is provided by an electric motor that is an integral part of the drive axle. This motor also generates electrical energy when braking, minimizing the need for mechanical braking and saving energy. Electrification of the hydraulic lifting system In a conventional reach stacker, the diesel engine mechanically drives variable displacement piston pumps that provide the hydraulic energy for lifting and steering. The energy that is generated in lowering is dissipated to the ambient and wasted. In the new Konecranes hybrid reach stacker, the hydraulic pumps are electrically driven June 2013
and electronically controlled. Dedicated electric motors drive the pumps that provide the hydraulic energy for lifting and steering. The speed of these pumps can be controlled independently of diesel engine speed. More importantly, the return flow from the hydraulic cylinders is not converted into heat, but fed backwards through the pumps which now act as hydraulic motors, thus regenerating electrical energy. Electrical energy storage A traditional reach stacker has conventional batteries for starting the engine and powering the electrical systems including lights. The new Konecranes hybrid reach stacker has a super capacitor system for energy storage that is connected to the truck’s electrics. This system stores electrical energy that has been recovered for later re-use, and boosts the diesel powered electrical generator at times of peak power demand. Konecranes is a worldleading group of Lifting Businesses™, serving a broad range of customers, including manufacturing and process industries, shipyards, ports and terminals. Regardless of your lifting needs, Konecranes is committed to providing you with lifting equipment and services that increase the value and effectiveness of your business. Through its global service network, Konecranes offers specialized maintenance and modernization services for all types of industrial cranes, lifting equipment, and machine tools. Konecranes has 626 locations in 48 countries. For further details visit www.konecranes.com
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LEADER SPEAK
“Our strategy is to be one stop solution for the lifting requirement”
Konecranes is a world-leading group of Lifting Businesses™, serving a broad range of customers, including manufacturing and process industries, shipyards, ports and terminals. Regardless of your lifting needs, Konecranes is committed to providing you with lifting equipment and services that increase the value and effectiveness of your business. Saeesh Nevrekar, Country Manager, WMI Konecranes India Ltd. speaks to MART about Material handling sector.
What is the current position of Material
be the main drivers for growth of industry
equipments to avoid the cost of delay in
handling sector in India?
as a whole. The demand for Industrial
projects. Energy efficiency is also one of
cranes is expected to grow steadily by 20 %
the important factors and many a times,
over next five year.
it plays a crucial role in decision making
Indian crane market is growing at a steady speed. The estimated annual demand for industrial cranes in year 2012 was
Tell us about the challenges faced in the
approximately 20,000 cranes per year
Material Handling Sector and the plans to
and it should touch to 25,000 cranes
overcome it.
by the year 2014. The future prospects for crane sector looks promising, due to the growth of manufacturing sector, infrastructure development and foreign direct investments in India & these would
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process. After sales service, availability of spare parts is also of great concern to customers.
Indian market is developing at a rapid
We are focusing on developing our
speed and has become more demanding
infrastructure to provide on time service
than ever. Today, customers have
and to make spare parts available to the
become very keen on the delivery time of
customers.
June 2013
Any support from the Government to uplift this sector of manufacturing? Recently Indian Government announced a $1 trillion investment in infrastructure projects under the 12th five year plan. As we know infrastructure and construction sectors have been major contributors towards growth of material handling equipment industry in India. This decision will definitely help in giving a much needed boost to the material handling and crane industry in terms of revenue and growth. Government is also encouraging private sector to invest in infrastructure projects which will also be beneficial for material handling industry. Konecranes strategy to remain one of the world’s largest Material handling manufacturing companies despite global turmoil in the economy. Our strategy is to be one stop solution for the lifting requirement and to work as a partner with our customers. Not only equipments but we also focus on providing complete crane maintenance service and to help customers reduce the downtime and
applications.
improve the efficiency of operations. We
In Ports section Konecranes recently
are striving hard to be the preferred and
launched world’s first hybrid reach stacker
most reliable lifting solutions provider.
- the SMV 4531 TB5 HLT for container
As for new product launch; last year end we launched new CLX electric chain hoist with capacity from 60 kg to 2500 kg for automotive, machine tool and light lifting
handling, with a lifting capacity of 45 tons.
This innovative lift truck will cut fuel consumption and emissions with at least 30% while offering improved performance, acceleration and response to driver’s command.
It features a hybrid diesel/electric driveline,
Konecranes also launched new Hybrid
electrified hydraulic lifting system, and
Power Pack technology. Hybrid Power
a super capacitor based energy storage.
Pack turns a fully-diesel RTG into a diesel/ electric hybrid RTG. Whenever possible, the crane is operated with electrical power drawn from the energy store. Like a hybrid car, it takes the energy generated during braking and converts it into electricity to recharge the batteries. Depending on usage, this solution can significantly reduce diesel fuel costs. Put another way, the RTG can operate much longer on a tank of fuel. Globally Konecranes’ lift trucks and port cranes handle 200,000 containers every day.
June 2013
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MATERIAL HANDLING
European Normed Dock Levelers from Gandhi Automations The dock levelers are steel platforms connecting the dock (to which they are hinged) to the truck bed of the vehicle, allowing the fork lift trucks to load the goods by getting on them. During all the loading operations, the dock leveler is only an inert bridge which follows the lifting and lowering of the truck-bed of the vehicle on its suspensions, under the mass of the load and of the fork lift truck. The European Norm EN 1398 The dock levelers must conform to several European Norms. For some of these , like the ‘Low tension directive 73/23/CEE and following updating”, the buyer must only ask and obtain the relevant certifications, which power of discretional does not enter into the fields of designing and buying. A concern may also be to ask for the photocopies of the tests made as some manufacturers certify the conformity without having made any control with the specialized laboratories, and also if this has a penal character, it is very difficult that it comes alight. Instead it is necessary to pay attention to the safety on work rules, for the dock levelers, that are under the ‘machine Directory 89/392 CEE and further updating”, in conformity to which the dock leveler must be manufactured. Within this Directive, in August 1997 for
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the dock levelers it has been approved the European Norm EN 1398 (C type norm, specific for product), treated and commented in the specific publication concerning the European Norms.
6.000kg also to only 2.635kg.
Hereafter are treated the most important points to be considered, in order to define the choice of dock leveler.
c. Transpallet with single wheels diameter 8 cm and width 10cm (2 marks of 20cm2). From 6.000kg to 2.266 kg
Carrying capacity: the Norm defines that the nominal carrying capacity is considered as concentrated on only one axel of the fork lift truck, and discharged on two marks of 15x15 cm at 1 m of distance.
This declassing refers to a dock leveler correctly calculated as per EN 1398, when the dock leveler itself is crossed from the front. If the dock leveler is crossed orthogonal, during the curve the load will be completely discharged on the only external wheel, concentrating the double of the mass on only one wheel, which mark transforms in triangle(the inside wheel has tendency to lift ), and the carrying capacity of the dock leveler as far as the “rolling “ is concerned may further be reduced to the half.
Pay attention to the overload for “rolling”: The carrying capacity of a dock leveler is to be reduced if the use of forklift trucks with smaller wheel marks than 15x15 cm is foreseen, example given: a. Fork lift truck with Vulkollan wheels diameter 35 cm x 10cm width(2 marks of 50 cm2 )the carrying capacity is reduced from
b. Transpallet with tandem wheels diameter 8 cm and width 10cm (4 marks of 20 cm2), from 6.000kg to 3.294 kg.
The transpallets practically have always June 2013
the tandem wheels and very rarely they work with loads of more than 2.000 kg, this declassing is natural and confirms that the EN 1398 Norm took it in consideration. To remember that the “rolling” effect comes with continuous passages and not sporadically. The use and the speed and not the curves are to be considered normal. Pay attention to the heavy forklift trucks, with Vulkollan wheels, normally not conceived for loading the vehicles; they consequently are not considered “normal” within the norm. The definition of the true necessities of carrying capacity must be accurate, and in case of doubts on the use to the limit on the nominal carrying capacity (generally 6000kg) or at the limit at the risk of rolling, it is better to choose the superior level of capacity (generally 9000 kg), the difference of costs is very small. Width of the dock leveler: the more similar to the width of the truck-beds, and with at least 35 cm between the external wheel of the forklift truck and the rim of the dock leveler. This Prescription brings to choose almost always dock levelers of 220cm width, with side flaps on the lip. Maximum working slope: up to maximum of an 8-10%. Do not confuse it with the maximum safety slope of the 12.5% (7degree) stated by the EN 1398. The working slope must be in line with the one that the fork lift truck can overtake. For example many electric transpallets do not overtake more than 4% of slope at full load. Walking surface of the dock leveler: It must be anti-slippery, and it must be easy to clean without retention of liquids. Almond sheets are fine, striped sheets are forbidden. Blocking in rest position: the dock leveler inside the dock must be designed in a way that, in rest position, it is at the same level with the pavement and it must be automatically supported in a way to allow crossing without risks also at full load. Slide inclination: the lip of the dock leveler, laid on the truck bed, must follow the side inclination avoiding that the lip looses contact with the truck bed. All present vehicles have thick torsion bars which limits the side inclination to 7 – 8 cm maximum. It is better that the twisting of the platform is limited to 8 -10 cm, in order to avoid June 2013
Samir Gandhi Managing Director, Gandhi Automations Pvt Ltd that in case of a safety stop for accidental departure of the vehicle, an excessive twisting cannot be stopped, with the result that a fall down to the court of the fork lift truck cannot be blocked. Foot guards and fingers distance: side foot guards are necessary in order to cover the gaps between dock and lifted dock leveler. The lip in rest position must have at least 25 mm of distance horizontally or vertically from possible frames, expect in correspondence of the two lip bearers. Side step evidence: the possible side step of the dock leveler and the one of the pit must be highlighted with yellow-black strips(5cm of height is sufficient) Usage instructions and/or ideogram indications: the commands must have brief instructions, better if with ideograms. Maintenance crutch: the dock levelers must be provided with a safety crutch with a positive clamping, in order to maintain them securely opened in case of maintenance. Emergency switch: the command board must be provided with an emergency switch, whose function can be taken by the door block switch as long as it is of red colour on yellow background. The main power supply must be lockable in the OFF position for maintenance. Emergency stop: all the automatic movements of the dock leveler should have the possibility to be blocked in case of danger, but this means that the movement could dangerously block itself also in case of a black-out.
Note – Comment: - it is proved that there is a risk increase if the operators work without electricity feeding or without leaving depressed the “down” button, or if they leave the dock leveler at dock level without the lip inside the retaining blocks, because the crossing with full load with the lift cylinder blocked causes important damages to the dock leveler as well as risk of injuries. For example, the lip of the dock leveler remains dangerously lifted as a blade above the truck-bed when the latter lowers under the weight of the fork lift truck, and it is extremely dangerous when the fork lift truck returns to the dock. For this reason, based on the point Blocking device “creates supplementary risks”, it is advisable that this emergency block is installed only in cases of true necessity, upon specific request and assumption of responsibility by the user who is in turn obliged to take the necessary steps of instructions and advises toward the operators. Further greater risks coming from the adoption of this emergency block are discussed and commented in the publication: “The loading bays for the goods and the annexed industrial closures: synthesis and comments of the points of the European Norms of interest for the design, the purchase and the use”. Electrical Parts: Minimum level of protection is IP 54. Contractors with frequency not less than 0.3 and category AC 3, of EN 60947-4-1:1991; HD 419.2. Solenoid valves with 100% operative coils. Command Systems: they must be in compliance with prEN 954-1-1996 category
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2. The commands must be designed in a way that, if released, the dock leveler blocks, or it lowers by gravity at a speed not exceeding 15cm per second, measured on the external rim, lip side. The commands must be designed and marked in a way that the functions are easily understandable. Also they must be made in a way to avoid possible non-intentional movements. Note: It is recommended the use of symbols or pictograms. The commands must be in a position to allow the operator to fully see the manoeuvre zone, and not to be in a danger situation himself. Prevention of non supported operative position: the dock levelers of a mechanical type, example given by the counterbalanced dock levelers, must be designed in a way that they cannot remain in a horizontal unsupported position. Automatic safety stop: the unsupported dock levelers must have an automatic safety system which blocks the second movement in case it becomes dangerous and uncontrolled (for example in case of an accidental departure of the vehicle). This can be achieved, for example by an automatic valve directly inserted into the lift cylinder. The safety block must work only with a load superior to 10% of the maximum capacity. In case of a dock leveler with reduced height due to reduced space, if the cylinder has to be sensibly inclined, the 105 value may be brought to 25% .The value has to be specified by the manufacturer. If a dangerous descend begins, the dock leveler must: Either block within a distance of 20cm, measured on the outside rim of the dock leveler or reduce the descend speed to a maximum of 5cm per second. If the vehicle is interlocked with the dock leveler during the load, for example with a hook, the automatic safety stop is not necessary. Hydraulic and pneumatic: the circuit must be protected by a maximum pressure valve, adjusted to a maximum of the 115% of the working pressure. The hydraulic cylinders must resist to at least twice the working pressure without permanent deformations. The pneumatic ones at least three times. The pipes must resist at least three times the maximum working pressure and must be installed in way to operate without bents and frictions. The parts subject to the pressure generated by
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the safety stop must resist to this pressure. If the system is not self venting, there must be a venting system. Cylinders: They must be installed in a way to receive only axial loads, they must not lower under the platform during the work , they must not evacuate oil. Dock levelers anchored to the dock rim: they must resist, in their vertical resting position, to a wind pressure or to an occasional shot of 1,0 kN/m2 in both directions. The impacts of the vehicles must not to be taken into consideration. They must be provided with a secure blocking system which will block them automatically in vertical position. The blocking system must be designed in a way that it can be only intentionally unblocked. Prevention from non-intentional movements: the dock levelers must be designed in a way to prevent non intentional movements during the loading movements during the loading. The manual dock levelers must be designed in a way that they cannot leave their position on the vehicle during the load. For example by using bolts, bars or teeth which engage the rim of the dock. Manual operations: a platform that can be moved by one person must not exceed 300 N in weight. If transported by two men it must not exceed 600 N. All the platforms above 600 N must be equipped with a system that allows for their handling with a force not exceeding 300 N, or have systems allowing handling with mechanical meanings. Helps , like wheels to lighten the movements, are recommended. Handles for lifting are recommended. The ramps that are anchored at the dock rim must not require more than 300 N of manual force for their manoeuvre. The same applies to the mechanical ramps. Information for use: the dock levelers must be supplied with the compulsory marking and with written instructions for use, including installation, electrical scheme, operations, maintenances and inspections, all in the official language of the country of installation. Marking must include : manufacturer or supplier, country of the manufacturer or supplier, type, production number, year of production, nominal load; and for the dock levelers with an outside power supply details of the power required(for the electric part: voltage, frequency, force)
Instruction for use: the instructions must contain all the details necessary to a use in full safety regarding: the purpose of the product, it’s the initial start; the use , functions and mistakes during the operations; the essential instructions for safe operations. The instructions must indicate also: not to use the dock leveler above its carrying capacity, not to use the dock leveler above its allowed slopes; not to position the vehicle at more than 20cm from the dock for the small platforms and ramps; not to use fork lift trucks wider than allowed; the dock leveler not in use must be immediately placed in rest position; to place the dock leveler in rest position before the departure of the vehicle; to fix the platform during the use in order to safeguard against non intentional movements; to store in secure position the platforms after use. Short operative instructions: must be exposed in a easily visible place, near the operator place, short operative instructions containing the carrying capacity in the same language of the place of use, or with ideograms. Instructions for maintenance and inspection: the manufacturer must supply instructions for maintenance. Maintenance has to be done by a competent person at regular times, respecting the laws and rules, by locking off position the main switch, unless it is necessary to follow the travel of the dock leveler. If the maintenance is made underneath the dock leveler, it has to be blocked with its support leg. Inspections: The fixed dock leveler must be inspected by a “competent person” before the beginning of the operations, at least once a year and after major repairing. A visual inspection must include possible damages, functional trailers, and the totality of the security systems. The inspections must be registered and kept, with the name of the “competent person”, address, date and signature. For further details do write to Gandhi Automations Pvt Ltd, 2nd Floor, Chawda Commercial Centre, Link Road, Malad(W) Mumbai – 400064 Tel: +91 22- 66720200/ 66720300 Email :- sales@geapl.co.in Website : www.geapl.co.in
June 2013
June 2013
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LEADER SPEAK
“Material Handling Solutions for Fast, Reliable, Economical & Safe Operations” During the past 60 years, the field of materials handling has developed into a highly sophisticated and important part of industry. As the global leader in lift truck attachments, forks and accessories, Cascade Corporation has played an important part in this growth and development. Cascade manufactures a variety of products that enable the conventional lift truck to become a more versatile and efficient materials handling tool. These products enable a lift truck to pull, push, clamp, lift, sideshift and rotate practically any unit load imaginable. Vishnu D Bhagwat- General Manager Cascade India Material Handling P Ltd speaks to MART. What do you think are the key changes that you have observed since Cascade started operating in India? There is increasing demand on Forklift attachments and now there is market Awareness at buyers end to get more features/ VAS (Value additional Services) along with the Standard Forklift trucks, which is Good sign. People do approach with us for the Sales Quote and other details which is good sign on presence of Cascade India. Which sectors of Indian industry are the major clients of Cascade? Cascade Forklift attachments are widely used at Various industries such as – Automobiles, Chemicals, Pharmaceuticals, Logistics, Ports, Warehousing, Engineering, Paper, Textiles, Petrochemical, Export houses, Food Industry, Beverages, Foundry
& Foundries for Molten Materials etc.. What is the state of material handling in India? Although Materials Handling items should be given Top priority for improving the Products handling by means of SafelyEfficiently & Cost effectively but so far there is no priority given hence accident rate is high which is not good sign for development of any Industry. Material handling is Key element but then adding “Attachments on Special applications “for improvement is not considered seriously. Save the global players, what is the degree of Indian domestic industries’ awareness about material handling? Today in the field of the Automation, Indian Manufactures have not geared up to the expectations of the buyers/end users Paper Roll Clamp
hence most of the Forklift attachments are currently Imported. Cascade India has growth plan to establish own Manufacturing Facility but having said the market size is too small, the import trade of attachments is likely to be continue for some reasons for another few years. How do the usersget technical support where Cascade operates with dealers only? Cascade Corp is US based company (Part of TICO Japan) it has been offering the Forklift attachments since last 73 Years that makes us No 1 Company across the world. As per our experience attachment supply is made available thru the Forklift dealers to offer Complete
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June 2013
Package/ Solution in terms of the “Forklift + Attachment + Hydraulics Modifications & Installation – Warranty Services if any “ that makes end user very Comfortable deal whereby he needs to contact at one window. Given the fact that India has emerged as a new industrial player, what plans Cascade India has in future apart from supplying Forklift attachments? Well Cascade India has established Warehouse Facility at Pune where we do keep Inventory of fast moving attachments and Forks and those are offered off the shelf to the OEM and Forklift dealers in India in to Local Billing. Also we have plans to start Manufacturing of few items in due course of time and we are geared up for offering Indian Make Attachments at Best price. Apart from forklift attachments we are also manufacturing “Construction equipment attachments under the Brand name as “ACE – American Construction Company“, that supplies the attachments to major Construction equipmentmanufacturers. What are the challenges and expectations from metal handling sector in India? We look at Forklift attachment as a “Concept Sales” where most of the users are not aware that there are Best Solutions available in to Forklifts & warehousing field that can increase an Efficiency of the Material Handling process and job can be done at best economical way. We want to
Multi Pallet Handling Attachment change current scenario and make them aware that the Quality attachmentsand Forks are available thru Cascade India those will help them to improve upon existing operating Systems. What is the industry perspective vis-à-vis the prevailing economic condition? No doubt current economic situations in India are not very attractive for heavy foreign direct investments being whole economic market is volatile & Shaken by the external forces, however because of the various policies that Government of India have derived / adopted during last 10 years to support on Export and Imports of Goods that has helped us to establish foot print of Cascade Corp USA through a Carton Clamp
subsidiary “Cascade India Material handling Pvt Ltd.” We do hope current economic situations will not remain for longer period and industrial sector will reach to the higher scale in coming years. How are the government’s responses and its policy implementation this far? Initially it is tough and hard for anyone to set the new business where people or the users are not aware upon what is available in market and what they should pay for? But now by the advancement in to information Technology and its parameters is not the same. The days are gone where Communication was a barrier for establishing contacts or business& Governmental policies and Systems are adopted / geared up to offer Quick Solutions. Now everything is available on fingers and thanks to the Indian administrative Services system which has changed the policies that made us to get the desired details/ inputs in a desired manner. We expect lot of Changes in terms of the TAXATION policy and DUTY Structure that might help / support to the small entrepreneurs to decide upon new business in Material Handling field. For further details you can reach him at vishnu.bhagwat@cascadeindia.in vishnu.bhagwat@cascorp.com
June 2013
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AUTOMATION
Satish Sadasivan Info@in.schunk.com
Targeted consultations for efficient solutions: the applica-tion combines a lineardirect drive gantry with pneumatic grippers.
Gripping Systems Pneumatic or Mechatronic Gripping?
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June 2013
In many industries, the increasingly wide range of product variants, the ever-shorter cycle of innovation, and the increasing comparability among products are leading to an enormous pressure on costs. Experts believe that production automation will be one of the keys to business success in the coming years. These issues also apply to gripping systems: the precision, flexibility, speed and reliability of a gripping system has a significant impact on the profit margin which they can achieve. Although pneumatic gripping systems were long considered the state of the art, mechatronic solutions have since made significant strides. As a result, users and system planners are increasingly faced with the question of which drive concept is more advantageous to handling and assembly processes: pneumatics or mechatronics?
The multi-tooth guided universal gripper PGN plus from SCHUNK is a robust and proven all-rounder.
Adaptable drives, versatile controller concepts, and the large selection of standard interfaces have made it increasingly easy to integrate mechatronic modules into higher-level system controllers. At the same time, the rapid progress in electrical servo drives are making mechatronic components increasingly attractive from a price and efficiency perspective. As a result, comparing the advantages of the two drive concepts has become an increasingly important step in the process of selecting the optimal gripping system. Pneumatic solutions are robust, have a compact performance, and are easy to operate. Pneumatic gripping systems have been continuously optimized over the past decades. They are generally fully developed from both a construction and mechanical point of view. Systems such as the multitooth guided PGN plus universal gripper, the MPG plus is a roller guided gripper for handling small components, and the most powerful SRU plus swivel unit from SCHUNK, the compentenceleader for clamping technology and gripping June 2013
systems, are powerful, robust and reliable performers for even the most demanding tasks. Pneumatic systems are very easy to operate and maintain, making them well-suited to users who do not have a high level of technical knowledge. Finely graduated, standardized series and a comprehensive range of accessories make it possible to achieve a customized design at an attractive price. On average, pneumatic modules require an investment that is one-third to one-half that of comparable mechatronic modules. Users who assemble only identical parts, who require high cycle times, and who have little mechatronic knowledge are thus well-served by pneumatic solutions. As a rule, only the sealing components of these systems require ongoing maintenance, which also helps users maintain an overview in their maintenance costs. Because of the need for compressed air, their operating costs are comparatively high; however, this can be significantly reduced by the use of micro valves. Nowadays, highly efficient valve solutions are available for many pneumatic modules, from grippers to complete pneumatic
pick&place units; these solutions can reduce compressed air consumption by up to 90% while also increasing the cycle time by up to 100%. By these means, pneumatic pick&place units can achieve up to 95 picks per minute with a repeat accuracy of 0.01 mm and high energy efficiency. However, air-operated rotary and linear modules are still poorly suited to particularly large translational movements over approximately 1500 mm, or to high loads over approximately 50 kg. Pneumatic systems remain poorly suited to such conditions. By contrast, electrically driven linear modules (spindle/belt drives) can achieve linear movements up to 8000 mm, and electrical rotary modules can handle loads up to 800 kg. Mechatronic solutions are energy-efficient and versatile in their application Applications that require versatile and adjustable handling are well-suited to the use of electrically driven modules. They offer particularly high versatility: they allow mechatronic grippers, rotary and linear modules to approach non-standardized sequences of intermediate positions with
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The compact PPU-P pneumatic unit from SCHUNK is par-ticularly designed for high-speed applications.
a high level of precision and dynamics. During these processes, the position, stroke, speed, acceleration, force, and torque can all be individually adjusted. This makes it possible to handle a variety of parts during a process. In addition, mechatronic systems can quickly be adapted to handle new part designs. This in-creases the versatility of handling and assembly processes, and also provides a great deal of flexibility in the introduction of new products, sizes, and equipment specifications. The increasing wide range of product variants also make these sys-tems increasingly attractive. This is particularly the case for applications with a high number of cycles and many gripping processes. In such processes, electrically driven grippers operate with greater energy and cost efficiency than their pneumatic counterparts. Even though the initial investment is usually significantly higher than in pneumatic modules, decreases in the cost of acquisition and operation have led to significant decreases in the amortization time of mechatronic modules. Their performance is now also on a par with pneumatic solutions. Like its pneumatic counterpart, for example, SCHUNK’s mechatronic EPG
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gripper for small components is now equipped with a high-performance junction roller guide, which offers unusually high efficiency and speed while maintaining consis-tently high gripping force. Even very simple mechatronic modules are equipped with maintenance-free servo motors, which help make the modules extremely compact and reliable. In some cases, mechatronic modules can even be started up or maintained via the internet or a data line.
Switching systems is getting easier all the time
improved significantly in recent years. Within its mechatronic series, SCHUNK has developed a group of modules that have made the switch from pneumatic to mechatronic systems easier than ever before. For example, the EGP gripper for small components is comparatively sim-ple to control via a digital sensor distributor. In many cases, users can transfer the sensor systems used in the MPG plus to the EGP, and easily convert existing sys-tems from pneumatic to electrical operation. Similar to its pneumatic counterpart, the EGP can be screwed through and fixed either laterally or at the base, which also simplifies the conversion to a mechatronic solution. With these rapid advances in mechatronic modules, users and system planners can benefit from a careful assessment of the advantages and disadvantages of different types of drives. SCHUNK offers both pneumatic and mechatronic solutions within what is the world’s most comprehensive module selection for gripping systems, which in turn provides users with significant synergy benefits. For further details visit www.in.schunk.com
The start-up and integration of mechatronic modules has become much simpler due to factors such as adaptive drives. However, users continue to require significantly greater know-how for mechatronic solutions than for pneumatic ones. While intuitive plug & work concepts will at some point become available for complex systems and high-speed applications, this is not yet the case. However, the compatibility and handling of simple mechatronic applications has
The EGA long-stroke gripper can be equipped with many of the conventional servo motors, making it particularly easy to integrate it into higher-level systems.
June 2013
Window to the industrial world now comes out with a “Secure Wallet”
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“industrial business MART”, popularly known as MART - the largely read international engineering manufacturing monthly, now the one year subscription comes out with a Secure Alumunium Wallet worth `1899 absolutely free!
With the last nine years of networking and publishing of MART, we were successfully made a place in the Indian Manufacturing industry. Our growth was always triggered by the changes undertaken as per the needs of the industry. The contents of MART is unique, with regular columns by industry experts in the diversified fields of engineering manufacturing, technical features, news updates, interviews, case studies, trade fair informations etc. The guidance and support of the experienced industry professionals through our Editorial Advisory Board have helped us to understand the need of the Indian Manufacturer better and produce a journal which is used by the industry as an utility.
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June 2013
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LOGISTICS
Logistics India Poised to take Major Leaps
S Rangarajan srrg19@hotmail.com
As India emerges with a growing manufacturing sector, logistics – the source of uninterrupted resource, production line and delivery process – has come into age and is poised to take major leaps. Overview New Ventures in the Indian Car Industry in late 1990s & rapid growth in Production & Sales between 1990 and 1997, came largely from emerging markets, mainly from European Community has provided opportunities to Logistic Industry to upgrade their service level performance in Supply Chain Management. Indian Logistics market is poised to gather greater momentum with the emergence of India as a manufacturing hub & improving multimodal transportation infrastructure. Significant growth in Logistics Sector become unavoidable due to rise in Manufacturing sector, growth & launch of organized retail industry, commodity markets & development of Special Economic Zones (SEZ). The Logistics practices focusing Engineering Industry & Automotive sectors has started scaling up in India in recent past. Few prominent Logistics Players exhibited their global reach with tie-up & acquisitions of business partners. Alternatively, Overseas Service Providers started identifying partnership possibilities among Indian Logistics Industries. There are about 110 logistics parks, spread over approximately 3500 acres. The estimated cost of these logistics parks is about $1 billion and an estimate of 45 million sq. ft of warehousing space with an investment of $500 million is expected to be developed by various logistics companies. Eight logistic parks with an approximate investment of $200 million are 600 acres of land around Mumbai. Seeing the rate of development, there are plans for 4 logistics parks spread across approximately 400 acres. Centers like Haldia, Falta, Pargana, Dankuni,Kharagpur, Bantala and Durgapur are expected to witness substantial logistics activities in the near future. Five logistics parks are being set up in Hyderabad, spread across 220 acres and approximately 10 million sq. ft of warehouse space, expected to come up.
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Mercurio Pallia “truck-on-truck” product, targets car transportation biz within Commercial Vehicles Dedicated freight corridors by dedicated service providers expected to scale up their growth with share of business on NonMajor ports. “Developing Effective Strategies to Build Profitability in Warehousing and Supply Chain Logistic Operations” become primary mandate among logistics industries. Implementation Logistics Operation starts with “Implementation” of Project in line to customer specific with mutually agreed commercials. A Letter of Indent (L.O.I.) gets executed between Service Provider with Parent Organisation. As regards Automotive Industry OEMs, Tier I & Tier II suppliers engage Logistics Service Providers for exhaustive coordination of their logistics requirements, ranging from Managing Production Lines till Dispatch of Finished Goods with Outsourced workforce from Logistics Industry. Management of Material Transactions / Inventory thro’ Internal or External Warehouses by outsourced Logistics Service Providers also contributing in sizable overhead cost reduction by parent organizations. Process in Implementation of a Project, starts with current practices being followed by particular type of industry. This gradually takes shape when “Process Mapping” carried out by Logistics Industry. Few Process also get strengthen, when Non-Value Added Activity identified & cut by Logistics workforce. Functional
Practices are fine tuned with flow of sequence, required for Operation. Primary Distribution is subcontracted to small forwarders who have excellent understanding of local conditions. Secondary Distributions are taken care with selective Service Providers with binding on ensuring Delivery at Right Time. Logistics industry holds the responsibility of extending support strategy to their principal business partners. In this context, the logistics system to be designed as per following: • A logistics management information system (LMIS) to collect and report timely logistics data to inform quantification, procurement, storage, and distribution • An inventory control system (ICS) that ensures proper management of stock levels • Storage and warehousing that are capable of storing commodities so that integrity and quality are maintained • A distribution system for efficient movement of commodities from manufacturers through to Facilities. • Trained personnel in logistics at facilities at all levels of the system and with adequate supervision and support from higher levels. Approaches TO Design A Implementation
June 2013
1. SCM common implementation includes such tasks as setting up items, catalogs, units of measure, Storage of materials, issue to production lines, FG Distribution, carriers, transit times, source systems, and common customers. 2. Establish & Configure Rules that Govern required Operation. 3. Process Mapping of Existing functional Practices of Client / Customer. 4. Value Stream Mapping of Operation required. 5. Innovative approach in Solution Designing of Operation Gaps. 6. Elimination of Non-Value Added Activities & Reduce Positive Violations in the operation. 7. Continuous improvement on Process & Practices in Operation. 8. Budget oriented approach in identifying Sub-contract / Service Providers. 9. Clear Focus in Planning Project & Customer Retention, with customer centric approach.
principles have substantial competitive advantages over competitors. The trick is figuring out how to apply JIT principles to gain competitive advantages in your specific. If the Kaizen business strategy is implemented, the positive net income gains, sub-100 operating ratios and overall profit improvement. Fine tuning the Competency formula by which it can gain competitive advantage by offering superior customer value. The process of planning, implementing and controlling the effectiveness of Logistics Operations which includes “Reverselogistics” has a potential growth opportunity among Logistics Players as their clients look forward to use such resources to gain advantage. Establishing CRM strategy to build & last the relationship with client would ease to overcome Operation Gaps by Logistics Industries. Conclusion:
Positive Gains
The Success Result after Implementation definitely not resting on Customer but with Logistics Industries.
Companies effectively implementing JIT
After Successful Implementation of a
June 2013
project, Monitoring Metrics on daily routines of Operation play pivotal role in deciding the fate of Customer Satisfaction. Therefore it is necessarily important to deploy dedicated workforce to be headed by a qualified & experienced professional. Front end Person at Onsite with customer to be given free hand & authority for decision making in streamlining operational need as perceived by customer. This is where most of Logistics Industry allocates least priority leading to crop up controversies from their customers. Similarly Strong Backing to the front end Operation Head is a mandatory factor from Offsite hierarchies of Logistics Industry to ensure smooth operation The author S Rangarajan - BA, PGDMM, MBA is a Professional Supply Chain Individual, Life member – “Indian Institute of Materials Management”. Conversation initiator in www.Linkedin.com, with Multi talent. With over 25 years of Functional Experience with Strong Domain Knowledge. Served with Manufacturing Industries & Logistics Industries (3PL). Preferred Person for New Project Implementations of different Industry verticals. Capability to set up Process, Standard Operating Procedures, Standard Work Procedures, One Point Lessons to MHE Operations.
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CORPORATE MART
Machining area of the VL 2: with 12 turning or up to 12 driven drilling and milling tools a multitude of machining operations can be carried out in a single setup. The machine can also be optionally equipped with Y-axis.
Manufacturing solutions from the EMAG Group – a partner in emerging markets The International Monetary Fund (IMF) estimates that the world economy will grow by 3.5 percent this year, with the impetus coming less from Europe but rather more from dynamic, newly industrialised countries. One example is the automotive industry. According to the association for the German automotive industry (VDA) China’s share of the market in passenger cars increased by 59% and that of Brazil by 18% during the first few months of 2013. The same market is also growing apace in India and Russia. For a long time, new production facilities have been planned or are under construction, providing great opportunities for the mechanical engineering industry – as the example of EMAG proves. Specialists are developing turnkey manufacturing systems that are tailor-made to suit specific market conditions, with the new production facilities in particular gaining massively from the activity. Whether automotive or energy supply industry, the development of industrial key sectors within the BRIC states (Brazil, Russia, India, China) has a direct influence on the mechanical engineering industry, as it is this branch that, in the end, has to supply the necessary manufacturing solutions. There are numerous indicators for this. For instance, according to Germany Trade and Invest (GTAI), the Russian enclave of Kaliningrad will – over the next 3 years – will see an investment of 3 billion Euro in six assembly facilities and fifteen sub-supply companies for the national automotive industry, with more international sub-suppliers also establishing
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outlets in the market. Similar activities are reported from Brazil. According to Anfavea, the country’s automobile association, approximately 22 billion USD are to be invested in production between now and 2015. In India, economic growth is generally attracting “an abundance of investment projects in the country’s infrastructure, as well as in new industrial complexes”, states GTAI. That the German mechanical engineering industry is prepared for such a dynamic development and the opportunities it provides can be seen in the textbook case of EMAG. Their specialists see
themselves as “partners in solutions” for the metalworking industry. Such an approach is of great importance, especially in the emerging markets. “As it happens, we don’t just deliver a machine tool. We deliver closely pinpointed manufacturing solutions that are, in every respect, tailormade to customer requirements”, explains Dieter Kollmar, Managing Director of EMAG Holding GmbH. “This applies, of course, to typical factors such as batch sizes, component variants or, more generally, the flexibility of the processes applied. At the same time, we determine locally the technologies, automation equipment, interfaces and control systems required.“ June 2013
The advantages for the customer are obvious, especially so where an existing production line is extended or where a manufacturing facility has to be created from scratch in a new market place. Our manufacturing systems are always „from a single source“. Even complex processes with peripheral machines and equipment are presented as turnkey projects, thus considerably reducing the efforts of local production planners. VL 2: Highly effective, truly outstanding space saver That this requirement is an important part of an impressive development becomes clear with the VL 2 and the VT 2-4 machines. The VL 2 is a pick-up turning machine with which the EMAG engineers are fulfilling a combination of two extreme demands: highest possible output rates on the smallest possible footprint. “This is a truly all-important aspect”, confirms Dieter Kollmar. “Although the floor space requirement for this vertical turning machine is just about 5 square meters, it is of an all-embracing specification, including fully comprehensive automation concept with conveyor belt, workpiece storage and pick-up spindle. In combination with vertical turning, this results in very fast machining processes.“ In other words: short loading travels guarantee lowest possible component costs. Compared to horizontal turning machines, productivity
Dieter Kollmar Managing Director EMAG Holding GmbH rates increase quite noticeably. And handling the VL 2 is simple. All service units are freely and quickly accessible. The user can set up the machine in one go. „That too is important when productivity levels enter the equation. Operators without prior experience, working at a new and unfamiliar location, will be able to quickly familiarise themselves with the machine. All in all, this is an optimal solution for those who want to extent production with as little investment as possible.“
the raw-parts into the machine and remove them again once they have been machined. Depending on the workpiece, the changeover can be accomplished in just 6 seconds. And the actual turning process is fast too. 4-axes machining allows for the component to be machined from two sides simultaneously. Vertical alignment of the workpieces provides for consistent process integrity, as the unhindered chip flow prevents the formation of clusters in the machining area.
VT 2-4: For demanding shaft production
Central project management
A pretty similar approach is shown with the VT 2-4 Vertical Turning Machine with which the specialists have created an equally fast manufacturing system for shaft production. Even demanding machining processes can be realised on it. When machining shafts of up to 400 mm length and 63 mm diameter component costs reduce massively, with extremely short chip-to-chip times (as with the VL 2) being the reason. Workpiece grippers transport
„We are convinced that EMAG’s typical solutions are optimally designed to cover not only the specific requirements of an emerging market, but also those of Europe and the USA“, justifies Dieter Kollmar the approach. Everything is greatly simplified, starting with production planning, as there is no need for separate raw part and finished component storage, with the added advantage of a reduced floor space requirement. At the same time, the EMAG Group engineers act as central project developers, having access to machines with optimal interfaces. This guarantees a fast run-in and makes the machines maintenance-friendly. “When it is a question of arriving quickly at a wholly integrated, highly effective manufacturing solution, this approach must – from our point of view – be the first choice.” For further details visit: www.emag.com
The VL 2 vertical turning machines from EMAG are designed for quality- and cost-conscious businesses and sub-contractors: a universal production tool that convinces with its extremely small footprint and its exceptionally favourable price-performance ratio, with workpiece handling included. June 2013
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TECHNOLOGY UPDATE
Blaser Swisslube: Machining Expertise thanks to its in-house Technology Centre
Recently, lubricant company Blaser Swisslube has extended its ultra-modern Technology Centre which now occupies about 300 m2 of floor space at its Head Office site in Hasle-Rüegsau (Switzerland). For the last four years, this is where the latest metalworking fluids to be developed are tested, and where the versatile machining operations of its customers and partners are recreated in a realistic way. The Technology Centre enables the machining specialists from Blaser to provide customers with cutting and grinding fluids that deliver an effective form of added value and which help to optimize their productivity, economic efficiency as well as the quality of their machining operations. Test results provide convincing evidence. Two 5-axis machining centres, one turning and milling centre, a 5-axis tool grinding machine and two new CAD/CAM workplaces: Blaser Swisslube has now created optimum conditions for simulating and testing the latest machining technologies in its Technology Centre, founded at the end of 2008. “That enables us to provide our customers with even better levels of support, and to help them improve their productivity and economic efficiency, as well as to optimize the quality of their machining operations”, explains CEO Marc Blaser.
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In addition to the tests conducted on recently developed metalworking fluids for the machining of an incredibly diverse range of materials, and the close-to-reality simulation of production situations, the infrastructure enables machining seminars to be delivered from the Blaser head office site in Hasle-Rüegsau. In collaboration with customers, universities, colleges of advanced technology or trade associations, innovative machining technologies and the latest materials are tested with various metalworking fluids, after which the processes as well as the cutting and
grinding fluids can be optimized and developed yet further. From coolant to liquid tool CEO Marc Blaser: “Both projects demonstrate that the three factors of productivity, economic efficiency and machining quality depend in large part on the choice and quality of metalworking fluid and on the expertise of the machining specialists.” Accompanying that optimum choice of metalworking fluid is the technical expertise of Blaser specialists in Sales, in the R&D laboratory, in the June 2013
Technology Centre and in Customer Service that gives Blaser partners real tangible benefits. “This technological expertise transforms our cutting and grinding fluids into a liquid tool, and into a precisely engineered solution to meet the specific needs of each of our partners.” Blaser Swisslube is a globally active company in the metalworking fluid sector. Blaser Swisslube develops, produces and sells high-quality cutting and grinding fluids. Its customers then use Blaser metalworking fluids with great success to produce everything from the tiniest of components for the watchmaking industry or medicinal technology to gigantic structural elements in the aircraft industry. Entry to the Indian market was a unique affair: A new automotive plant belonging to the Indian industry giant TATA was equipped with the very latest machine tools and the manufacturer recommended the use of metalworking fluids for production operations. That was in 1998 and defined the beginnings of Blaser Swisslube in India. This was followed in 2001 by the founding of a subsidiary, Blaser Swisslube India, with its head office in Gurgaon. Some production takes place in India and important components are supplied fromSwitzerland. For any further information do write to technologycenter@blaser.com Visit www. blaser.com to know more about Blaser.
Pocket Machining with Sandvik Solid Carbide Millers
Test 2: Tool life increased Another successful project at the Technology Centre dealt with the machining of a titanium component. Through the use of the optimum metalworking fluid, it was possible to June 2013
Test 1: Deep-hole drilling 18 times faster The influence of metalworking fluids on the machining process is often underestimated. A recent project conducted with the TechnicalUniversity (Technische Hochschule) in Aachen demonstrated this very clearly. The aim of the project was to reduce the machining time required to drill a deep hole in tempered steel, an operation that had taken three minutes, while endeavouring to retain the same standard of quality. Until its collaboration with Blaser Swisslube, the Technical University in Aachen had been using a conventional cutting oil for this machining operation. Starting Position: Operation: Deep hole drilling, diameter 8 to a depth of 200 mm Pre-machining of pilot hole of same diameter to a depth of 16 mm Material: 42CrMo4 + QT, tensile strength 1000 MPa Machine type: Mazak Variaxis 500 Tool: Kennametal and Titex drilling tools Cutting parameters: Vc 120 m/min, f 0.25 mm/revolution To optimize these demanding drilling operations, a process of rigorous testing and adjustment was applied to tool, drilling strategy, machining parameters, metalworking fluid delivery and metalworking fluid. The water-miscible cutting and grinding fluid was pumped through the tool at high pressure (60 bar) to evacuate any chips occurring and to prevent the downtime otherwise caused by chip removal. The key thing here is to select a metalworking fluid with no tendency to foam, even at high pressures. Always prevent air bubbles from arising in the emulsion since these counteract the cooling action and also obstruct the flow rate that enables chips to be cleared effectively. At the end of this project, the original time required of three minutes per hole was reduced to ten seconds for a depth of 200 mm – an 18-fold improvement in efficiency. improve the tool life by more than 30% in series production, compared to a conventional metalworking fluid. Starting Position Operation: Milling (pocket machining) Material: Titanium TiAl6V4 Machine type: Mazak Variaxis 500 Tool: Sandvik VHM miller Cutting parameters: Vc 160 m/min, fz 0.15 mm, ap 25mm, ae 0.9mm, tea° 32 (angle of deflection) The test project involved milling two identical titanium components. For this, the components were produced on the
same Mazak machine, using the same tool, and with a milling program from 3D Concepts. The only difference was the kind of metalworking fluid employed. With the conventional metalworking fluid, it proved possible to manufacture one and a half titanium components before tool wear made it necessary to stop production. The solid carbide milling tool had been subjected to extreme stress loadings and clear signs of breakage down its cutting edges were visible, alongside the normal signs of wear. With a new highperformance metalworking fluid specifically designed for the machining of titanium, it was possible to manufacture two complete workpieces without reaching the previously defined tool life criterion (wear of 0.2 mm) - an impressive improvement in performance. www.ibmart.in
35
DESIGN
Machine design Fundamentals
A S Shetty
Profit Improvement
sedvik@vsnl.com
In this thirty eight series of articles on machine design fundamentals let us discuss about further aspects to be considered which the engineering designer faces during design stage itself for profit improvement. 1. Lack of Information Defining the problem is perhaps the most important and difficult task in the design process. There are many cases where the problems are not properly defined and the objectives are hazy. Things like customer requirements, primary and secondary functional requirements are to be properly unless the designer is aware of the totality of the problem, he is obviously not able to produce the best solution. One of the traditional problems experienced by designers is that cost information on material, labour and overheads are seldom readily available to them. Lack of information on the relative costs of say, different surface finishes can easily add something like 25% to the cost. Information on the ready availability of materials and standard components is necessary for an efficient design. Quite often a standard component is available in the market for a particular assembly and yet a special one is designed and developed only because the designer is not aware of the alternatives. Lack of information on competitor’s products and cost may force the sales potential seriously reduced because of an uncompetitive and costly design. Lack of feedback information on the performance of the product may lead to the mistakes being repeated. 2. Lack of Time Everything seems to be easier in retrospect- especially design. If given a second chance most of the Designers would improve on their original design. It is not so easy to work up to an acceptable solution starting from nothing, especially if the problem has not been encountered before.
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Because of the pressures of time to meet the promised dates the designer invariably tries to “play safe” and produces the first solution that he knows will work. Knowing that delay in a section could hold up projects costing millions of rupees the designer’s main objective will be to get solution off the board within his allocated time and little effort will be given to optimize the various possible solutions from the cost point of view. Most designers can design a workable solution to a given problem if cost factor is ignored. Factors of safety can be put at very high levels, components can be machined to very accurate tolerances and hand fitting and assembly can be carried out to ensure perfect functioning. With this much of care one would definitely expect such a product to function satisfactorily but at the same time to be prohibitively expensive. There might be cases where, if a similar product has been designed in the past, a solution is adopted that is either a scaled-up or a scaled down version of the predecessor. This will well repeat all the faults of the earlier design, the maintenance difficulties, difficulties of assembly, wrong choice of materials etc. Hence the cost of design is roughly linearly related to the quality of design. 3. Lack of Appreciation The importance of engineering design is not fully appreciated because the design engineers generally are not vocal enough and statistical minded to attract the attention of entrepreneurs and top management. In general, engineering designers who are more creative oriented tend to be less articulate. One of the reasons may be due to the tie-ups we have in our country with many of the foreign collaborators with their proprietary type of design of which designers are not allowed
to talk openly. The lack of appreciation for engineering design in our country is also due to a lot of designs supplied during the start of technical collaborations and the amount of sanctity we attach to their designs. Many tend to think that these designs could be straightaway used. But it is generally not true. A lot of materials and components might have been readily available at the time of designing in their countries which might be suitable for their working conditions only. With the fast changing technology and information growth a lot of adaptations, improvements and modifications would be required thereby making the product cheaper and efficient. Japan is a fine example in this respect. It should be stressed that the language of designers is their drawing and it is like a written document. For example, one A4 size workshop drawing can contain information regarding tolerance, material, finish, heat-treatment and assembly instructions which could easily fill up to twenty A4 size pages. Every single line on a drawing is a manufacturing instruction. The image of engineering designers with the businessmen in our country is not so good. When things go wrong designers generally tend to get the blame. On the other hand the role of designer is generally forgotten when the product becomes a success. Any design and development work is likely to face some problem or other at the manufacturing, assembly or working stage due to unforeseen factors. The important thing is to overcome the problem and forge ahead. Involving the designers along with other disciplines at the very initial stages and make everybody concerned commit to solve the problem will go a long way in getting an efficient product.
June 2013
TOMASZ’S CORNER
Tomasz Tunguz
A Formula For Innovation
ttunguz@gmail.com
Tomasz is a venture capitalist at Redpoint Ventures, an IT venture fund with offices in Silicon Valley, China and Brazil. You can follow him on twitter @ttunguz. One of my favorite courses in engineering grad school was Marketing which was taught by a brilliant quirky professor. On the first day of class our professor wrote on the board this equation: Innovation = Invention + Marketing Addressing a group of engineers who prided themselves on their technical skills, this professor of marketing tried to instill in us that invention alone isn’t enough to create innovation. The invention has to be coupled with a way of understanding the customer, speaking to that customer, educating the customer and ultimately convincing the customer to adopt the invention. Only when the customer base has adopted the invention at scale have we truly innovated. Aside from customer development, the other the most important component of marketing is timing. Sometimes even the best inventions coupled with fantastic marketing still don’t achieve innovation. Because the market simply isn’t ready for them. It’s not infrequently in the Valley that you might hear, “We built [insert successful company name here] three years before. We were just a little too early.”
Traditionally, design departments have been considered as adjuncts to production and this is a symptom of production oriented enterprises. To make the designing activity very effective, a strong organizational framework with adequate status and budgets are necessary. It should be borne in mind that design work tends to cut across the strictly pyramidal hierarchy. Conclusion Design starts with the idea for a product June 2013
Timing the market is one of the most difficult things to do. Sometimes entrepreneurs fall into the right place at the right time with the right idea.
entrepreneurs clearly have a knack for market timing. Elon Musk, Jack Dorsey, David Sacks are all repeat entrepreneurs who have had success in several industries.
Other times, they might need a few years working within an industry for to understand the long-term trends of a customer or user base and the opportunities the industry affords.
If I were to update the professor’s equation, I would write:
And then there are the exceptions,
Source: www. tomtunguz.com
to meet the specific market need and it is concerned with manufacture, distribution and after sales service. But it is only fully effective when it is skillfully managed so that the designers are designing INTO the product characteristics which rationalize production, enhance value, thus providing sales points and designing OUT wastage in effort, materials and labour. A skilled designer must always be able to draw the line between perfection and acceptable compromise to meet the target schedule.
Engineering design is the starting point of any engineering product and any of the profit improvement techniques should be applied here first. This is in tune with the general principle that the best method of expenditure control is to control it before it is committed or incurred.
Innovation = Invention + Marketing + Timing
The author Mr. A.S.Shetty, CEO of Sedvik Industries, manufacturer of Rollforming Machines, Bengaloru can be contacted: 080-25452669 E-mail: sedvik@vsnl.com www.ibmart.in
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MANUFACTURING EXCELLENCE
Motivating Employees
P S Satish
Managing a SME in India - Part VI
gotopssatish@gmail.com
As a continuation of our ongoing series of articles on “Journey Towards Excellence”, we will discuss on few more points to manage SMEs better in India
The biggest challenge in SMEs is to retain persons and to motivate them. It does not mean bigger corporate do not have this problem. They can afford to have redundant employees to balance which is difficult for SMEs. In one of the SMEs I mentor, I saw two new employees left the company within 3 months. Other two new employees did not turn up after coming for a few days. We had an opportunity to introspect ourselves and to think ways and means to make employees motivated to stay and then contribute their best. Does a giving monetary benefit help? How do we make them to work as per our need? For all of us, something will make us work or spend time with. Even for a monk, the thought of Moksha motivates him to meditate. That means, for every one of us motivation is a must. Let us look at few tips that might be tried in SMEs. In the Indian context, we need to understand the thinking of the person who joins the company from college. The parents in India as a culture take too much care of children
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and they have been taught to work as per instruction. Even in school, the teacher tries to control the students high than make them think freely. With this background, when these boys or girls join a SME, they expect somebody to tell them what they are supposed to do. They are depending on more of external motivation rather than coming from inside. Motivation is all about finding about the need inside a person and when this is satisfied will make person to exert high level of efforts. Typically, in a SME there will be hardly anybody with time to nurture new employees. With this, new employees feel neglected and try their luck in some other company. Some tips to think over • Ensure new employees are taken care well with an orientation programme for them. Introduce them all existing colleagues, company history, product, customers,
process and challenges. Make them comfortable. Explain them clearly what they are supposed to do with clear instructions and support. Allow them to make mistakes. Do not expect that just because you are paying them they will assume responsibility on their own. Attach a mentor to them to take care of their grievances. CEO should talk to these new employees once in a way to make sure they feel at ease in the company. • It is seen that happy employees contribute more. Happiness of an employee comes mostly from his family. Try to understand any difficulty the employee is facing at his family side. See how to help him there. How can an employee contribute fully in the company when his mind is occupied with his personal family issues? • Look at the atmosphere in the company. How do seniors behave with the juniors? Are employees having a chance to express their opinions freely? Is someone curbing the new ideas? Is there a tendency to control too much?. Control can bring in lot of discipline but can be a de-motivating factor. This has to be exercised very carefully. Does employee able to contribute in the company without any hindrances? • Environment, individual
ability, willingness and efforts are factors for the performance of individual. Motivation can activate willingness leading to higher performance. If there is a negative atmosphere, people will get demotivated. • Are we giving learning opportunities to the employees? Is he given enough training to do his job better?. Is he allowed to experiment new things? Learning is one of the biggest motivator. Typically the employees in SMEs are occupied so much that there is no opportunity provided to them to sharpen their skills. Regular internal orientation to explain employees of new processes, market changes, tools will motivate them. Except exceptions, there is an internal urge in everybody to learn new things. • How are we recognizing when an employee does something different?. Is he feeling that he has contributed to the company?. Is there a forum where his contributions can be explained or shown to others? When we appreciate a person of his talent or skills that lead to contribution, he will be motivated to contribute more. Major contributions of employees can be displayed monthly in the bulletin board for everyone to know
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• Giving more responsibility with clarity of role will motivate a person. His capability to be assessed before giving more responsibility. Taking more responsibility gives them opportunity to grow. Overloading may demotivate. • Everyone thrives to feel that he is important. Are we respecting the opinion of employees? Is the major decision in the company taken collectively involving key personnel? Respect the work anyone is doing. Give an impression that any work including sweeping is important and make sure the person feels proud to do his work. • Be concerned about the personal problem of the employees. He may have a problem with his boss where he is not able to express. He may have problem of coping up with the stress and getting a feeling of exploitation. Have a mechanism of regular dialogues to identify such issues. • What employee welfare measures do we have in the company? About drinking water, clean toilets, food, conveyance , medical support in emergency etc. apart from statutory requirements of PF and ESI • Think about family get together once in a year. By this, family members of employee are involved to know about the company. Many companies have annual family visit to the company to make them aware where employees work. • Focus on group relationship. Employee having good
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interpersonal relationship with all in the company will motivate him to contribute • Create an environment for employees to achieve more. This drives them to excel in whatever they are doing. • While recruiting, take persons who are passionate about their work. They will be self- driven and motivated. Look for PQ(passionate quotient) apart from IQ(Intelligence quotient) • I came across one company where the company organized training programme on basic skills to children of employees. After all, employees are working for children and taking care of them will motivate employees Making employees do what we want is an art. Continuous efforts and experiments are required to master this. Many times, we feel that employees are happy but they may be there because they do not have other option. Do not take employees for granted. It is easy to do a deal than building people. The companies can retain talents and motivate them as long as we do job of giving them rather than focusing on extracting from them. It is a paradox that by giving more we get more. I will continue the article in the next issue. Please send your inputs, remarks, suggestions to P.S.Satish, Mentor and Trainer, M/s Saraswati Industrial Services, Q-103, Mantri Paradise Apartments,Bannerghatta Road, Bangalore-560076. Email: gotopssatish@gmail. com Web: www.satishps.com
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MANAGEMENT
Theory of Constraints
Ravi Raghavendra
A way to improve profitability of an organization
ravi.raghavendra2002@gmail.com
If you want more of your goal, you must identify your constraint, focus on it, and follow through. That is the essence of TOC! This article will consider “for-profit” organizations which have only one goal “To make money now and for the future”. Multiple improvement methodologies (TQM, JIT, Lean, Six-sigma) have helped organizations to come a long way in their quality and delivery journey. Then there is Theory of Constraints propounded by Dr. Eliyahu M Goldratt. He was a physicist who used the principles of physics to solve business/organization problems. Two principles which he specifically used are: (a) All systems are inherently simple in the real world. This means that there are only few core aspects which govern the entire system. The same applies to an organization too, although it seems that there are multiple issues in an organization, but these are all symptoms which are stemming from one core problem.
What to change?
To what to change to?
How to cause the change? compromise and continue. A generic picture of an organization have departments operating on a particular input to convert to a specificoutput which are linked in a chain to eventually produce the final output whichis sold to the customers, to realize money. The strength of a chain is equal to the strength of its weakest link. This holds good for an organization too. The organizations capability as a whole is equivalent to the capability of its weakest department or the handshake between departments. This means that if we do
local improvements in a department that is not the weakest, the organization as a whole will still not see improvements. Typical constraint (bottleneck) in the organization can be physical, policy or a paradigm. The toughest are the policy and paradigm to identify and change. Three questions for Business improvements Three questions, What to Change? What to Change To? and How toCause the Change?, provide the framework for what’s called the TOCThinking Processes.
In order to fulfill B, I must put up with D
Read the cloud as follows: In order to fulfill A, I must have B
A The objective is to manage properly
(b) There are no conflicts in the real world; there are only false assumptions which give rise to the conflict. In organization too there are multiple scenarios of conflicts which lead the organizations to
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B Managers try to control cost
D Managers try to manage according to the Cost World
The Production Management Cloud Dr. Goldratt C Managers try to protect throughput
On the other hand In order to fulfill A, I must have C In order to fulfill B, I must have D’
Conflict
D’ Managers try to manage according to the Throughput World
Conflict cloud
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and then validate it using the Current Reality Tree (A cause and effect logical tree diagram which looks like a tree with the core conflict/bottleneck identified at the bottom).
Department Research and Development
Production
Symptoms Takes a long time to complete the R&D projects with reduced scope
There are multiple pending orders to be completed
Constraint
Need
What to Change To: By challenging the logical assumptions behind theCore Conflict, a solution to the Core Conflict is identified. This forms a strategy – for resolving all of the initial symptoms, and many others, once and for all. Future Reality Tree (A cause and effect relationship diagram between the changes we make to existing systems and their resulting outcomes) that lays out the complete solution/strategy is created. The strategy is not complete until all potential negative side-effects of the strategy have been identified. Trimming these negatives side-effects allows an organization to intentionally and systematically create strategies that is a winner for all those affected.
Solution
Critical Path of the project
Reduce the time taken to come out with new/ improved products
Physical Equipment/ Resources on
Increase the speed of production
Critical Chain Project Management
Drum- Buffer- Rope Reducing Inventory by half
the shop floor Distribution System
There are some parts or products that are missing at the dealer or shop and are in great demand
Sales
Not enough orders for the products
Inventory at the dealer’s place or shop
Customers’ problem with the products
The Thinking Processes are a set of tools and processes that allows an individual or group to solve a problem and/or develop an integrated strategy using the rigor and logic of cause-and-effect, beginning with the symptoms and ending with a detailed action plan that coordinatesthe activities of all those involved in implementing the solution. What to Change: This involves identifying the core conflict of the organization using the Conflict Cloud method which is giving rise to the Un Desirable Effects (UDEs),
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Availability of all the products at the shop for display and sale
Centralized warehouse with daily or weekly replenishments
How to Cause the Change: Taking into consideration the unique culture which exists in every organization, a plan is developed to transition an organization from where it is today to realizing the strategy using a Transition Tree or PreRequisite Tree. As a result of applying TOC’s Thinking Processes to countless organizationsover three decades, generic TOC solutions have emerged that have applicability across all organizations, both for-profit and not-forprofit. Generic TOC solutions
Increase the sales
Offer that can’t be refused (Mafia offer)
This table provides a nutshell of the generic solutions.
Final Objective
Obstacle 4
Result (IO) Obstacle 3
Intermediate Objective 4
Intermediate Objective 3
Action
Need
Rationale
Obstacle 2 Obstacle 1
Intermediate Objective 1 Pre Requisite Tree
Result (IO)
Intermediate Objective 2
Action
Need
Reason for next need
Rationale
Transition Tree
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identified by - The amount of inventory piled up in front of a resource (machine/human/ department). - The downstream resources are having idle time or working on something unimportant (just to keep the efficiencies high). 2. Exploit the constraint: This would be to increase the output of the bottleneck, and could be achieved by - Removing any non-value adding work. - Remove or limit interruptions. Remove impediments. - Let the bottleneck resource work at a steady pace. TOC Primary Measurements There are three primary measurements that are needed to measure the goal Throughput is the rate at which the system generates money through sales Inventory is all the money that the system has invested in purchasing things which it intends to sell. Operating Expense is all the money the system spends in order to turn inventory into throughput. Organizations need to focus on increasing the Throughput (T) with decreasing the Inventory (I) and Operating Expense (OE). Decreasing the Operating Expense is not to be treated as downsizing workforce. Using these measures for accounting has been termed as throughput accounting, which aligns the organizations decisions and actions better to the organizations goal. Let’s take an example, if efficiency/ utilization is a primary measure for organizations to judge upon their departments. This is a local optima measure, and not necessarily a measure aligned to the goal of making more money, because if the up-stream resources are faster from the downstream resources, they will lead to investments in increased inventory while
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there is no increase in the output. Let’s say we replace it with a measure which is used as a comparison across resources to align the resources to the bottleneck resource. The measure could be number of saleable units/hour. How we use this measure, is by collecting this information from all the departments and then leveling the production as per the lowest resource (the bottleneck) with a buffer to protect the flow. This keeps us aligned to the goal by keeping the inventories low and maintaining Throughput. Next is the question of improving the bottleneck, for which the five focusing steps are defined. Five Focusing Steps
- Provide high quality tools and materials. - Carefully prioritize the bottleneck’s work so that they always work on the most important tasks. - Ensure that there’s always enough work to do for the team (the backlog), so that they don’t become idle through lack of input. 3. Sub-ordinate to the constraint. When we’ve fully exploited the bottleneck, we must subordinate every other decision to our decision to exploit the bottleneck. Subordination could be by
1. Identify the constraint:
- Everybody working at the pace of the bottleneck, no faster no slower, to avoid overloading the bottleneck with work in progress.
A constraint on a shop floor can be
- Those in front of the bottleneck ensure
Five focusing steps are explained with respect to a shop floor
June 2013
that the buffer of work for the bottleneck is always filled, but not too much. - Those after the bottleneck ensure that they have some slack to deal with variations in output of the bottleneck. - Non-bottlenecks ensure that only high quality work in progress handed to the bottleneck. However, there is one aspect of subordinating that won’t be accepted easily: whereas the bottleneck resources should be fully loaded, non-bottleneck resources must have slack time to be able to support the bottleneck and deal with variations. Most managers are evaluated on the efficiency and not the effectiveness of their people. Deliberately making people work below their capacity goes against their goals.
apply first: add more people, more machines, more training, more tools, more of everything. We only take this step when all the ‘free’ improvements have been performed. We can elevate by: - Adding more people or machines - Training and mentoring - Better tools, faster machines - Switching to a different technology Elevation improvements are more difficult because they require an investment. Elevation improvements usually take some time to produce results. Results might even worsen until the improvements start to have a positive effect.
Also note that the exploitation and subordination needs no extra cost or investment.
5. Go back to identifying the next constraint, and not let inertia become the constraint
4. Elevate the constraint.
When we’ve applied one improvement and have seen a positive effect, we go back to the beginning:
This is the step most people will intuitively
June 2013
- Is our goal still valid? Is our measurement of throughput still correct? - Where’s the bottleneck? After some improvements we may have solved our worst problem. As there’s always a bottleneck, our second-worst problem gets a promotion. We now need to focus our attention on the new bottleneck. If not anything, just implementing the five focusing steps will enable the organizations to improve their profitability considerably. The author Ravi Raghavendra, an entrepreneurial facilitator to make organizations to rethink, and successfully identify their most impeding systemic constraint to achieve the most important goal; an experienced consultant driving strategic application of process excellence methodologies in product realization, including a people-centered focus, to successfully remove systemic bottlenecks, and enable attainment of outcomes that sustain business growth (order to cash), enhance quality and improve profitability(remove wastes).
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MACHINE TOOL
Produce high-accuracy holes at high RPMs with no auxiliary setting equipment or previous operator fine boring experience
Achieve Closed-Loop Boring With New and Improved Romicron®
Fine-Boring System from Kennametal Romicron® fine-boring systems from Kennametal allow users to dial in extremely close tolerances while the tool is mounted in the machine tool, saving time and easing training. They can produce finish bores with tolerances of a few microns in diameter (1 micron = 0.001 mm) and bore-to-bore variations of just a few tenths of a micron. The need for delivering high-quality, tighttolerance holes is growing significantly in many manufacturing segments, including aerospace, energy, transportation, and medical. Traditionally, this has meant dedicated jig boring or other fine-boring capital equipment requiring expensive setups, sister tooling, extensive operator training, and time-consuming test cuts. Newly upgraded Romicron® precision fine boring tools from Kennametal can be used at existing machine tools and produce finished bores in automated production with tolerances of a few microns in diameter (1 micron = 0.001 mm or 0.000039 inches). Using cartridges or boring bars, every Romicron® tool can be adjusted in diameter with a dial ring in 2-micron increments to achieve extremely close tolerances. To provide instant adjustment feedback, Romicron has a clicking mechanism so machine operators not only see the adjustment at the scale, but also hear and feel it. The new Romicron® AVS tooling covers the diameter range of 25 to 79 mm (0.984 to 3.11 inches) and can run in high-speed spindles up to 20,000 RPM. It accommodates standard ISO inserts including the latest Kennametal Beyond™ tooling, and can run with high-pressure coolant systems up to 120 bar for better chip evacuation and reduced temperatures at the cutting edge. Basically, the Romicron® system consists of proprietary slide-gate mechanics that work similar to a transmission and translates an adjustment in a relationship of about 10:1. This means a small adjustment by the operator at the tool is converted into a still smaller change of diameter at the cut. The slide-gate valve mechanism is self-locking so no clamping screw is required. The spindle is decoupled from
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the cutting force and the entire mechanism has nearly no backlash. With such straightforward and robust engineering, almost no training or experience is necessary to use Romicron. The nearly backlashfree adjustment mechanism allows adjusting to larger or smaller diameters without rotating more than required compared to numerous back and forward movements with conventional compensating for backlash. Since adjustments with the Romicron system are easy and require no tools or additional measurement devices, adjustments can be made on the machine for higher uptime and process stability. The amount of saved time is amazing, some “clicks” are done in a few seconds, other systems require at least minutes for adjustment. Furthermore, because the Romicron does not require a lock screw or additional tools, the adjustment process can be automated by a machine tool’s CNC, resulting in a closed-loop boring (CLB) system. With respective in-process measurement equipment, current hole dimension measurement data can be sent to a machine tool’s CNC after machining. The CNC calculates the number of adjustment increments to bring the hole within tolerance. To achieve this adjustment the machine moves the Romicron tooling
inside of the machine to a position. A retractable, spring-loaded locking pin is located and engages at respective CLB holes on the Romicron® tool’s adjustment ring. Based on the calculation, the spindle rotates the required amount of increment to adjust the Romicron tool and continues machining till the next planned measurement and adjustment cycle. Existing machines become capable of extremely close-tolerance hole finishing, increasing a shop’s capabilities and productivity. Tips for Ultra-Fine Hole Finishing Romicron boring systems can produce finish bores with tolerances of a few microns in diameter and bore-to-bore variations of just a few tenths of a micron under ideal machining conditions, including the following: June 2013
MATERIAL HANDLING
Spray water and dust protection in over 300 versions TSUBAKI KABELSCHLEPP present three new type series of the TKA cable carrier
The three new type series TKA30, TKA38, TKA45 and the TKA55 complete theportfolio of closed cable carriers by TSUBAKI KABELSCHLEPP The three new type series TKA30, TKA38, TKA45 and the TKA55 complete the portfolio of closed cable carriers by TSUBAKI KABELSCHLEPP. The TKA product family therefore comprises over 300 versions. The cable carriers with an especially tight design reliably protect cables against dirt, chips and spray water. The design of the TKA cable carriers effectively prevents the intrusion of foreign bodies into the cable space and ensures reliable protection of the cables right up to the connection area. The TKA55 was
The TKA range provides reliable protection against dirt and splash water. Models made of special materials are optionally available, providing protection against hot chips up to 850 °C tested according to IP54 and confirmed by TÜV NORD. The design of the side bands and the cover system protects cables against spray water from any angle and against the intrusion of dust. All TKA type series are optionally available as extremely heat-resistant models: A special material securely protects cables against negative effects, for example from chips with a temperature of up to 850 °C. The covers of the TKA range can be opened alternatively inside or outside and provide secure hold even with strong mechanical loads
-Stock removal of the finishing cut should be regularly and evenly distributed concentrically, and stock removal should be kept within 0.010 in. (0.25 mm) or smaller. -Feed should be at 0.006 in. (0.15 mm) or less per revolution depending on the material to machine and surface requirements.
The three new type series were developed on the basis of TKA55. Essential product features are the optimized geometry of the chain links and a triple encapsulated stroke system which allows large self-supporting lengths while being highly torsion-resistant. The integrated gliding surfaces make the cable carrier ideally suited for long travel lengths. The covers can alternatively be opened inside or outside and provide secure hold even with heavy mechanical loads, e.g. when using hydraulic cables. An internal damper system ensures noise and
prior to boring. -A tolerance equivalent to ISO precision class IT6 can be achieved under normal conditions. At larger sizes IT5 might be able to be reached as well. -Solid, secure work-holding is key. Thinwalled work-pieces, for example, are prone to distortion and must be clamped properly.
vibration damping. More information on the internet at www. kabelschlepp.de/solutions2013.
Various possibilities for interior partitioning with fixable dividers with locking cams -Special shanks may be required if bore lengths exceed 2.5 x D. -Exotic materials must be carefully examined to determine best machining methods. Rules and recommendations are by nature general. For specific advice regarding ultrahigh-accuracy boring, contact Kennametal or visit www.kennametal.com
-Tool tip radius should be properly checked June 2013
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TECHNOLOGY UPDATE
Augmented Traceability™: the world´s first uncompromised secured traceability Technifor, Gravotech Group, and ORIDAO are launching the first universal and secure traceability solution. It is the innovative merger of part marking and secure RFID, allowing for the uncompromised tracing of parts throughout their life cycle. This cuttingedge technology is suited for sensitive maintenance processes in the aeronautics, defense, energy and oilfield sectors. Reffé, CEO of ORIDAO, “can be easily corrupted, cannot provide proof of integrity for critical operating data like proper maintenance or part status, and lose their security properties in degraded mode, as soon as network connection is lost.” The patented RFID system developed by ORIDAO features a published cryptographic protocol, validated by independent academic and institutional third parties. The Tags are unclonable and fully compatible with the EPC UHF Gen2 standard, widely deployed for industrial traceability, making the provided solution interoperable with existing EPC UHF Gen2 infrastructures. Optionally, the part lifecycle authentication can be performed online by any user, through a trusted authority web service. Secondly, it combines two complementary technologies: part marking and RFID. RFID TAG contains the marking data, but it also
Chip including security features Gravotech, the world leader in permanent marking, and ORIDAO, a high-range specialist in secure RFID, have developed a solution combining high-quality Part Marking and RFID authentication. The objective is to provide secured and dynamic traceability: Augmented Traceability™. Concerning hardware, both Direct Part Marking and marking on the identification plate are possible. The RFID chip can be embedded in the plate or applied directly unto the part. “This technology allows aerospace, oilfield and energy operators to identify and trace parts with complete security throughout their life cycle,” explains Franck Rivet, vice president of
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Gravotech. One of a kind solution First, this unique design is based on a secure RFID Anti-Counterfeiting and Lifecycle Tracking system; Augmented Traceability™ data stored on the Tag part production, supply chain path and maintenance while in service - is digitally signed by the Tag itself, preventing any corruption or modification. This is in sharp contrast to other traceability systems on the market, which according to Nicolas Example of tag combining high-quality part marking and RFID authentication June 2013
the tracking and management of assets and equipment, online or off-line. Since it is much more optimized, improved maintenance procedures can be implemented, downtimes are reduced, and it offers a quick return on investment.
Portable solution for part identification offers dynamic Augmented Traceability™. If marking is a regulation obligation, RFID is a must in critical processes: it enables automatic and secured collection of data and easy control at every stage. It simplifies
Benefits of this combined solution are redundancy and full consistency, which reduces costs during implementation. RFID Tag offers complete interoperability with RFID EPC UHF Gen 2 standard. Gravotech and Oridao have the in-depth knowledge and expertise to carry out all aspects of their Augmented Traceability™ solutions integration within customer processes, including design, manufacturing and supply of RFID integrated Circuits, hardened Tags, RFID readers, marking consumable and marking stations, consulting and system integration.
Finally, this quick to implement and easy to use solution is supported by Gravotech Group, experts in marking, identification and safety. “RFID solution suppliers are most of the time local companies. Gravotech is able to directly support large-scale international projects and can manage major integration programs across the globe thanks to a unique subsidiary network,” states Franck Rivet, vice president of Gravotech. Close to its customers, the group has 3 engineering centers in Asia, Europe and the USA and experiencedteams in more than 30 countries on 5 continents. Technifor is a registered trademark of GravoTech Marking, a company of Gravotech Group. For further details write to Navarro Ludovic, Gravotech Engineering Pvt Ltd, Reality Warehouse - Nagar Road, Haveli Taluka–Wagholi, Pune – 412 207 Tel: +91 20 4103 0000 Email: infotechnifor@in.gravotech.com Visit www.gravotech.com
SK 180E: New distributed frequency inverters from NORD Complementing the SK 200E line of frequency inverters, NORD DRIVESYSTEMS introduces the SK 180E which is mounted on asynchronous motors, just like its larger counterparts. Featuring proven ISD vector control, the SK 180E is even more costeffective than the currently available range of decentralized units. The new inverter focuses on the core requirements of speed control and efficiency. Featuring two analog inputs and integrated process and PI controller functions, it can autonomously manage simple drive applications. It is suitable both for standalone variable frequency drives and for synchronized operation with several units. A typical example of the latter: distributed horizontal conveying applications requiring no positioning or encoder feedback, no special safety functions or braking resistors, and with motor power outputs from 0.25 to 2.2 kW. The SK 180E also contains all necessary functions for many fan and pump applications. Here, it can save up to 30 % June 2013
energy by automatic magnetization adjustment under partial load. Providing class C1 radio interference suppression and a discharge current below 16 mA, the SK 180E can even be operated in residential and business buildings in nearly every country in the world. For use in mobile pumps, shredders, or mixers, variable frequency drives are available complete with a conventional mains plug.
other devices using the internal system bus or Ethernet interfaces.
The drives have typical overload reserves of 150 % for 60 seconds and briefly even up to 200%. All distributed drive electronics from NORD follow the same simple and versatile operation concept: they can be programmed directly, by means of parameter boxes, or via computer using the free-of-charge NORD CON software. Parameters can be quickly exported to
In addition to the SK 180E and the SK 200E, which can also control diagonal and vertical conveying tasks with safety requirements up to SIL3, NORD’s decentralized solutions also include the very economic new SK 135E soft and reverse starter which can carry out simple switching tasks in logistics and conveying. For further details write to jyoti.mishra@nord.com
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AUTOMATION
Small, high-performance sensors for tight spaces
Pushing the limits of physical possibility is the greatest challenge facing technology. In addition to technical excellence, the economic aspect is taking on an increasingly important role. The machine construction market is continuously aiming for more compact, faster machines with higher capacity. Special packaging machines or machines for manufacturing PCBs are being constantly optimized to enhance their overall power density. In addition to mechanical components, electronic components that control the systems must also be consistently adapted. There is an increasing demand for smaller sensors that offer the performance, speed, and precision of larger sensors. In addition to functionality, it should also be possible to integrate these sensors discretely into the machine. To meet these demanding requirements, Pepperl+Fuchs offers small, compact sensors that incorporate different types of technology: • Inductive technology • Ultrasonic technology • Photoelectrics • AS-Interface Inductive sensors for metals Sensors that operate according to the inductive functional principle detect
F77 ultrasonic sensor in use in a PCB detection system
metallic objects without contact and are therefore wear-free. Advantages of inductive proximity switches include a complete absence of maintenance and outstanding resistance to sources of interference in the direct vicinity of the application. Dust, dirt, vibration, and moisture do not influence the capability of these sensors to detect, count, and control processes in numerous applications. Our inductive miniature sensors are available in a wide range of versions:
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• Cylindrical housings from only 3 mm in
The narrow projection cone and
diameter
extremely small blind zone of 10 mm
• Smallest cubic housings
enable the detection of objects through extremely dense clusters of machine
Ultrasound solves material issues
components.
The new ultrasonic generation of the
The F77 series offers an impressively high
F77 series with a compact design can accurately detect objects made of the most problematic materials, such as reflective or transparent objects.
degree of immunity to plant noise and can be easily integrated in machines with limited space. The F77 compact series is available in the following versions: June 2013
These compact interface modules can intelligently control motors, for example, and help save energy. Sensors and DC motors are connected directly. This innovative, energy-efficient concept from Pepperl+Fuchs won this year’s German industry prize “Automation with AS-Interface as a Contribution to Climate Protection.” New in the ultra-compact G10 series: • Digital module now also available with two outputs • Smallest safety module worldwide with The application example shows the diffuse mode sensor with background evaluation from the ultra-small R2 series used for congestion monitoring in a cartoning machine. A near machine part in the background serves as reference. Reliably detects even reflective objects over the entire detection range.
IP67 • A large variety of junction blocksAt a glance: • As production and assembly facilities
• Diffuse mode sensor with background
• Miniature GL5 photoelectric slot
suppression
sensors
shrink in size, so does the installation space available for sensors.
• Retroreflective sensor • Thru-beam sensor with large detection range Optical precision The latest development in the miniature housing category is the R2 series. The special features of the ultra-small series include extreme robustness, userfriendliness, and ease of installation. The extremely small housing with 45° cable outlet allows for space-saving installation in the plant. Due to the flat,
F79 inductive sensor for the detection of metallic machine components
scratchproof glass front, the R2 can be mounted close to the moving object. The small light spot and wide selection of functions open up a whole new range of
Perfectly interlinked with AS-Interface
• Pepperl+Fuchsoffers a comprehensive range of small sensors comprising
solutions.
AS-Interface is the standard solution for
The miniature photoelectric sensor
of sensors and actuators in the field.
category contains an extensive selection
Pepperl+Fuchs developed the ultra-
• Only devices of their kind in the world
of designs for almost every application:
compact G10 series, which is the smallest
and the best of the solutions available on
interface module worldwide in IP68/69K.
the market.
These one-piece modules fit in any
• Peripherals include interface modules
cable duct and are notable for simple
for networking.
• Smallest cubic standard housings such as the ML6, ML7, and ML100 series • Application-specific housings such as the ML8 and ML10 series as well as various fiber optics
the simple and cost-effective interlinking
mounting—just insert the flat cable, snap shut, and tighten the screw. The unique swivel mechanism ensures a reliable
inductive, photoelectric, and ultrasonic sensors.
For further details write to ischmitt@ de.pepperl-fuchs.com
contact. June 2013
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FAIR MART
“Technology is very important for the growth of Indian Economy.” The Indian Technology Congress 2013 is a Platform bringing together Technologists, Entrepreneurs, Academicians, Investors and Policy Makers. Tech Congress provides an opportunity to Network, Collaborate and Innovate for Technology enthusiasts. Leading Technologists and Entrepreneurs from India and abroad will be sharing their thoughts and vision “Towards Making India a Hub of Knowledge and Innovation”. Dr. L.V. Muralikrishna Reddy, Chairman – Organizing Committee, ITC 2013, Bangalore talks in detail with MART.
What is Indian Technology Congress 2013 all about? We organize Indian Technology Congress each year as a platform to bring together Technologists, Researchers, Entrepreneurs, Academia, and Policy Makers. Tech Congress provides an opportunity to network, collaborate and innovate for Technology Enthusiasts. What will be the Key Highlights of the Congress this time in 2013? This time the mission of the Congress is to “Make India a Hub of Knowledge and Innovation”. It is been organized jointly by Institution of Engineers(India) in association with many professional bodies who are our supporters and partners in organizing the event. These bodies include IEEE (US), IET (UK), IIPE, AIMO, Ministry of Industries and Commerce, Government of Karnataka and MSME department, Government of India. The Congress will have 4 focus areas: Aerospace, Energy, Healthcare and Micro, Small and Medium Enterprise. The highlights include Workshops on specialized areas, product displays and promotions, and parallel Technology Tracks with over 150 invited keynote & technical presentations. Over
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1200 presentations from Industries and R&D Laboratories, Entrepreneurs, Academia and Investors in India and Abroad, will be participating in the 2-day Technology event What is the Agenda for the Congress? The Congress will enable exploring innovations and future technologies, developing opportunities for collaboration and partnership, networking with technologists and experts and funding for collaborative research, product development and commercialization How can people participate? We have different sections for different types of partcipants. People can participate as Speakers, Sponsors, Partners, Exhibitors, Vendors, and Registrants. They can participate in the following• We have 6 panel discussions happening, with IEEE and IET both managing a panel discussion each apart from the 4 Focus areas mentioned above. • We are having high repute International Speakers from Industry and Global Institutions for each of these Panels and your Channels and their audience in the Industry should find it very engaging. • We have two workshops, one on Funding Collaborative Research with over 10 Funding Agencies participating in it and one on Opportunities in Composites.
• We have a Product Arcade, where in, over 65 Product Companies and Entrepreneurs will pitch to 13 Investor/ Incubators companies for Funding / Incubation What will be the key Takeaways from the Congress for a participant? There would be an extensive value creation and ideas flowing in through the Indian Technology Congress. Anybody who participates can have the advantage of• Meeting current and potential clients, investors and collaborators. • Excellent value and return on investments • Extensive facilities to encourage interaction between participants and members of Industry, Academia, R&D establishments and Government • The options to select the right place for featured product/ service to display and opportunity to showcase a myriad of key and emerging technologies from the backhaul of entire technology community For further details visit www.techcongress.net June 2013
Indo-MIM takes initiative with Automotive Engineering Show for MIM technology In its ongoing pursuit of dissemination of information, indo-MIM organized a seminar at the Automotive Engineering Show at Chennai, which was held from 6th to 8th June, 2013. The seminar organized by Indo-MIM was attended by a majority of professionals from Purchasing, R and D, Manufacturing and Engineering departments. The session was conducted by Mr.Ashok Vardhan, Terriotry Manager – Marketing and Mr.Sachin Malgave, R & D Manager on behalf of Indo-MIM, and was very interactive, owing to the curiosity of the participants. Mr.Sachin Khedkar, CEO – Focused Events (Mumbai), was the organizer of Automotive Engineering Show, scheduled during June 06-08, 2013 at Chennai Trade Centre, Nandanbakkam, Chennai. TMr. Khedkar informed that the registrations that they received for the Indo-MIM event were the highest. He was personally very surprised to see such a large participation and interest. The representatives from Indo-MIM had shown actual MIM part samples to the participants, so that they had a very good understanding of this innovative
technology. Most of the participants said that they were hearing about this technology for the first time. Participants from companies like Visteon, Takata, Volvo, Mahindra, etc. have shown readiness and interest in utilizing this technology in their respective areas. MIM Technology combines the design flexibility and production scale of plastic injection molding with the strength and integrity of wrought metals to offer cost effective solutions to meet these demands. It has the unique ability to manufacture complex, lightweight shapes that are not economically viable with other metal cutting / forming processes. Minimizing part wall thickness by proper use of coring and ribs, allows use of less metal without sacrificing durability. This was very well explained in the seminar by Mr.Vardhan, giving examples of actual parts in form of a comparison with the comventional technology which made it easy for the
participants to visualize and understand. Over the past 16 years, Indo-MIM (www. indo-mim.com) has successfully helped its customers migrate complex shaped steel components from conventional machining and / or casting technologies to MIM. IndoMIM’s migration approach to MIM helps customers unlock quality and reliability improvements with significant reductions in product cost, all at the same time! It is literally the best of all worlds! Indo-MIM has expressed sincere gratitude to the team at Focused Events, to have made all arrangements for the seminar. It also showed readiness to come to future events, if arranged by Focused Events.
Lapp India @ Intec 2013 Lapp India recently participated in the Industrial Trade Fair Intec 2013 organized by The Coimbatore District Small Industries Association (Codissia) in Coimbatore from June 6-10, 2013. The 14th edition of the unique trade fair assembled industry players from across the world to exhibit their technological talents. Intec trade fair has a rich history dating back to the early 1980’s. Over the years, Intec has proved to be an excellent platform assisting companies in marketing their engineered products globally. It boosts knowledge sharing among the local and international manufacturing industry players and helps learn about products and become familiar June 2013
with technological inventions. Elaborating on Lapp India’s participation in Intec 2013, Mr. Sriram Kannan, Head of Sales, Lapp India, said ‘This year we, at Lapp India, displayed a variety of products catering to the machine tool industry. Lapp India’s main focus during this event was on showcasing harnessing solutions for cables. Our products reflect the international standards in the Indian market as we have the advantage of leveraging advanced support from our sister concern organizations. Being a part of this event, gave us an opportunity to showcase our high-end innovation and
LAPP showcased harnessing solutions for cables quality standards as seen in our products to a widespread audience.” www.ibmart.in
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MART UPDATE
Hypertherm announces update for its TurboNest and NestMaster CAD/CAM nesting software and Windows® system fonts (TrueType, OpenType, PostScript) for CAD drawings that contain text. • 2D CAD cleanup. The enhanced 2D CAD program in TurboNest can make quick changes to any CAD drawing before it is added to the part list. Hyper NestMaster2012
Hypertherm, a U.S. based manufacturer of advanced cutting systems, announced a number of feature enhancements to its TurboNest® and NestMaster™ CAD/CAM nesting software. The updates announced will make it even easier for companies that fabricate or cut metal to increase the cut quality, productivity, and profitability of their operations. The added features and enhancements include: • Support for CAD fonts. TurboNest now supports native AutoCAD® fonts (SHX)
• Unicode fonts for CAD text. NestMaster now supports Unicode fonts for CAD drawings that contain text.
software subscription. Customers simply need to visit the Online Knowledge Base at www.hyperthermcam.com. ProNest, NestMaster, and TurboNest have been the industry’s leading nesting software for two decades, offering best-in-class performance and reliability with a straight-forward, easy-to-use design. ProNest is also a component of Hypertherm’s Integrated Cutting Solutions, providing support for True Hole™ and Rapid Part™ technologies. Hyper TurboNest2012
• 2D CAD multi-drawing support. Multiple drawings can be open simultaneously in 2D CAD in NestMaster. The version 10.1 update is available at no charge to anyone with an active TurboNest or NestMaster
BLACOH Global Expansion Continues in 2013 where he served as Director of Business Development for Eastern Europe, Africa, Middle East, India and Central Asia. He holds a Bachelor of Science degree from St Xavier’s College, University of Bombay, and a Diploma in Leadership Skills from St Xavier’s Institute of Management. Mr. D’Souza will be based in Ontario, Canada where he currently resides. Alfredo D’Souza BLACOH continues global expansion with the opening of new markets in Canada, the Middle East and India Alfredo D’Souza has been named Business Development Manager for BLACOH’s new sales regions serving Canada, the Middle East and India. Alfredo was most recently with RathGibson, a global manufacturer of highly engineered industrial products,
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In the US, James Burke has been named Director of Engineering. James joins BLACOH from JWC Environmental, a leading manufacturer of waste water equipment for use in municipal, industrial and institutional facilities. A mechanical engineer with extensive experience in industrial equipment design and manufacturing, James will be responsible for new product development and process
James Burke innovations at BLACOH. He received his Bachelor of Science degree in Engineering from Northeastern University, and is based out of the company’s US headquarters in Riverside, California. For more information, visit Blacoh’s web site at www.blacoh.com.
June 2013
June 2013
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Safety Crowns Indo-MIM Indo-MIM is a place where the production runs not only in line with the drum beat of the customer, also with the heart beat of safety of every worker. Every worker in the company is a best safety worker; it is hard to choose the best out of best. Time is money in any business; here safety is Productivity & Quality. Safety is the culture and not the policy of INDO-MIM. Safety practices also take its leap with the focus on zero accident in the company. Safety practices continue to improve by competing existing ones, as the employees are motivated and driven by the safety events that happen periodically. It is not new to INDO-MIM to have safety competitions and awards for the best safety worker within the company to contribute and build the safety of the future. Karnataka State Safety Institute, Department of factories, boilers, Industrial safety and health, Karmika Bhavan, Bengaluru, conducts a SATE LEVEL BEST SAFETY WORKER competition every year for all the manufacturing industries in all sectors by dividing them into various categories like, mega scale, large scale, medium scale and small scale. Inside Indo-MIM, the selection of safety worker began in the first week of February 2013 along with the safety day celebration plan. Safety committee took its challenge to find the best out of the best. Then after a crucial evaluation, the best safety worker of the company was selected, who is none
Award receiving by: Mr. Nagaraj, (on behalf of Mr.Shivaraj) – TPM Dept., from Sri. N.C. Muniyappa, IAS, Principal Secretary to Government, Labour Department, and Govt. of Karnataka on the occasion of 42nd National Safety Day Celebrations held on 4th March 2013 at Hubli Dharwad, Karnataka. other than Mr.Shivaraj. He is working with Indo-MIM as Senior Technician – Maintenance Department for the past 5.8 years. He is extremely committed towards safety and implemented numerous safe working practices in our plant, during the calendar year 2012. His significant contributions are in the field of process, equipment and employee safety. He has shown keen interest and initiative in learning and implementing the 5S, 3M, KAIZEN, Cost reduction, Productivity, Automation besides safety. He has been instrumental in implementing the Hydraulic and Pneumatic concepts in the production floor and is involved in implementing poka yoke in the shop floor. He has ensured the safety on all press machines at the shop floor. He has presented various Kaizens regarding the safety, quality, productivity and cost reduction and has been an
excellent leader in guiding others to follow the same effectively. In the month of February 2013, INDO-MIM got the privilege to participate in the final round of the state level safety competition along with the leading industries in Karnataka state. Mr.Shivaraj has shared his safety improvements with the panel, which he did for the past one year with all his passion. Finally, the crown of safety decorated M/s Indo-Us MIM Tec Pvt Ltd, Hoskote, Bangalore on 4th March 2013 – 42nd National safety day, by winning the STATE LEVEL 1ST PRIZE FOR THE BEST SAFETY WORKER in the medium scale industry category, price was distributed by the honorable Minister for Labour & Sericulture, Government of Karnataka.
Haas @EMO 2013 Booth C12, Hall 27 Visitors to the 720-square-meter Haas booth at EMO 2013 will witness cutting demonstrations on sixteen of the company’s latest model CNC machine tools, including: high-speed vertical machining centres; 50-taper, high-powered machines designed to take big cuts; high-productivity turning centres with live tooling and dual spindles; powerful, small-footprint drill-tap and toolroom machines; specialist vertical machining centres for toolmakers; and, of course, the Haas UMC-750 universal machining centre, which was launched in
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Europe at EMO 2011. “Haas Automation has always thrived when trading conditions are difficult,” says Haas Europe Managing Director, Mr Alain Reynvoet, “and 2013 is already turning out to be one such year, with a 24% increase in first-quarter sales, compared to 2012, much of which is due to sales of recently introduced products. “Our machines are designed to offer lower cost of ownership, high productivity and
outstanding reliability, meaning companies can invest with confidence knowing they can make parts quickly, efficiently and, most importantly, for a profit.”
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Renishaw launches SPRINT™ Renishaw’s game changing contact scanning system opens up completely new process control opportunities for high-value CNC machine tools Global engineering technologies company Renishaw has announced it will launch its SPRINT™ high-speed analogue contact scanning system for CNC machine tools, in autumn 2013. The SPRINT system incorporates a new generation of on-machine analogue scanning technology that will deliver a step-change in the benefits of process control, enabling fast and accurate form and profile data capture from both prismatic and complex 3D components. Drawing on Renishaw’s partnerships with major businesses in key industrial sectors, the SPRINT machine tool scanning system has been designed to provide a gamechanging capability for high value CNC manufacturing processes. For blade manufacture, the SPRINT system provides unprecedented capability for blade tip refurbishment and root blending applications. The high-speed measurement of blade sections coupled with high data integrity (even on leading and trailing edges) ensures the indication of true part condition leading to an adaptive machining capability. Automated routines, such as setup, blade alignment, blade scanning and data collection result in significant accuracy and cycle time improvements over touchtrigger systems. For multi-task machining applications, the SPRINT machine tool scanning system offers users completely new process control capabilities, including exceptionally repeatable diameter measurement cycles. By employing master part comparison, the SPRINT system becomes an “active” control enabling measure-cut processes to be automated for accurate diameters on large parts. This capability can result in the size of diameters being automatically controlled to within a few microns of tolerance. Measurement functionality June 2013
such as part run out, machine centreline and circularity, also serves to significantly enhance the manufacturing capability of multi-tasking machine tools. Additional functionality offered by the SPRINT system provides a rapid healthcheck of a CNC machine tool’s linear and rotary axes in seconds, making it possible to implement a daily machine monitoring regime with little or no operator involvement. Each SPRINT application is enabled and supported by a software toolkit package which is dedicated to a specific industrial task, for example, the SPRINT blade toolkit. The toolkits include on-machine data analysis tools which run automatically incycle and provide measurement feedback to a CNC machining process. At the core of the SPRINT system is the revolutionary OSP60 scanning probe. The OSP60 probe has an analogue sensor with 0.1 μm resolution in three dimensions, providing exceptional accuracy and the greatest understanding of work piece form. The analogue sensor technology in the probe provides a continuous deflection
output that is combined with machine position to derive the true location of the part surface. Measuring 1000 true 3D data points per second, the system’s superior analytical capabilities provide unparalleled opportunities for workpiece measurement, inspection, adaptive machining and onmachine process control, whilst optimising machine utilisation and cycle time. This new scanning technology opens up new process control methods not previously possible with other measurement methods. In parallel to extremely fast and accurate 3D measurement the SPRINT analogue scanning system has also been designed to facilitate automated process control with no requirement for operator intervention. Incorporating multiple patented technologies, the SPRINT system enables unrivalled high-speed, high-accuracy 3D surface data collection through powerful compensation of the static and dynamic volumetric errors which are often associated with high-speed machine movement. For further information on machine tool products visit www.renishaw.com/mtp
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THE LAST LEAF Dear Readers, “Follow your Dream” is a very important message that most of the budding industrials have been giving all of us. In all such endeavours of young entrepreneurs, where they have made courage to Dream and taken an initiative to follow it, success is often a reality, since it is a reflection of their foresight, excellence and ambition. Charles Dumas, the eminent boss of economic analysts Lombard Street Research, describes in his latest monthly review how Japan’s refusal to adapt has cost its citizens dearly. Such is the loss of export competitiveness that per capita incomes are now half that of the US. Deflation, in form of persistently falling prices, has deterred consumer spending & encouraged savings because even though interest rates are at the rock bottom, savings value rise each year relative to prices. Hence, Dumas proposes to tax dead money instead of increasing VAT as has been planned now (Courtesy: Portfolio, Emirates). The Prime Minister Shinzo Abe’s Abenomica proposes to devalue the currency & push up inflation thereby persuading consumers to spend now, not later making for a healthier and higher spending economy. Indo-Japan bilateral relations were strengthened at the conclusion of a three-day summit on May 29 when Asia’s two largest democracies pledged to cooperate in ensuring security in the Asia-Pacific region. “It is not only our spiritual and cultural affinities that bring us together, but also our shared commitment to democracy and international peace. The success of our partnership is vital for the prosperity of our people and indispensable for a future of peace and stability in the Asia Pacific region,” Mr.Manmohan Singh said in his banquet speech. Abe’s government offered to supply highly advanced U-2 amphibian-aircraft to India and introduce Japan’s bullet train technology in Mumbai city, and promised to provide financial assistance to India’s Chennai-Bangalore industrial corridor project. In its attempt to make technology do the hard work so that people can get on doing things that make them happiest in life, Google is rolling out another wave of products and services that will test how much more people want computers to control their lives and enhance their perceptions of reality. The latest examples of audacious Google experiments that appear likely to become viable products include autonomously driven cars and Google Glass, an Internet-connected device with a built-in camera and small display screen that can be worn around a person’s face like a pair of spectacles. Set to come out publicly next year, and projected to go mainstream selling 21 million annually by 2018, the Google Glass is already being tested by selected developers as part of Google’s Explorer Program (Courtesy: theepochtimes.com). In his talk, Google CEO Larry Page hinted that Google prefers taking big risks rather than releasing incremental upgrades. “We should be building great things that don’t exist,” he said. As always, we need your input on the industry news, views and any observation about the industry around you. Your feedback will be useful to us to better inform our reader’s about tomorrow’s manufacturing solutions. Till then, Happy Technology! Manoj Kabre Member, Editorial Advisory Board (EAB), MART June 2013
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RNI No.: KARENG/2004/13614 Regd. Regn. No: KRNA/BGE/1016/2012-2014 Posted at MBC, Bangalore GPO, Bangalore - 560001 on 15th of every month
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