Volume 11 Issue 5 November 2014 Pages 68 ` 100
Go Lean&
Go Green Institute of Indian Foundrymen is implementing the Lean manufacturing programme in foundry clusters Vikas Garg President, IIF
Green and Lean Foudries Implementing Lean Manufacturing Analysis of World Casting Production Success journey of Rhino Machines Combustor for Thermal Sand Reclamation November 2014
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“When it comes to success, there are no shortcuts.” - Bo Bennett From the age of 10 Robert Bo Bennett, popularly known as Bo Bennet started to listen and read personal development tapes and books. From the young age itself Bo started in business by creating and selling wooden key racks in his father’s workshop. Right after graduating from Bryant University in 1994, Robert Bo Bennett started a graphic designing firm called Adgrafix and he sold the business in 1995. Since then, he started several companies and sold them and from $1 to $2,00,00,000. Currently Bo is the CEO of eBookIt.com as well as President of Archieboy Holdings. In “The Alchemist” by Paulo Coelho, he writes about the principle of favorability beginner’s luck. Establishing a MSME manufacturing unit and getting the business
Foreword
Hi Readers,
started is not difficult for a budding entrepreneur. But taking the organization towards growth is the real challenge one has to face. With today’s tough competitive market conditions, if we are not ready to focus and adapt new technologies, survival will be very difficult. It’s a common tendency for us in India to find shortcuts and get the job done with adjustments. Maybe we will get a solution for the time being but these shortcuts will also pave ways to more difficult conditions. There are no shortcuts in life, only planned hard work will give you results. Foundries are considered to be a polluting industry and the facilities always dusty. Without sand a foundry cannot operate, in-turn a threat to the environment eroding the natural resources. The foundry industry is categorized under Red with the Department of Environment & Forests. With restrictions from the government authorities and the need for bringing quality output to match the global competition it has become a necessity for the foundries to look into modernizing their equipments and also recycle of the natural resources. One man along with his team and machinery is on a mission to change the image of their industry, and putting the right efforts to bring rapid changes in the Foundry industry in India. Through Institute of Indian Foundrymen (IIF) we got in touch with Mr. Vikas Garg, the current President of IIF, who is pursuing the theme of him as well as with IIF officials, and featuring his interview in the On Face column to understand more about their plan and actions. We wish him and his team all the very best for successful completion of this effort which will surely benefit the Indian manufacturing in a very big way. In this edition, we are featuring detailed articles on how a foundry can implement
Hari Shanker Managing Editor
“Go Green and Go Lean” among the member foundries. We talked in detail with
lean manufacturing, supporting the cause of the IIF team. Apart from the related articles, we are featuring the success story of Rhino Machines one of the leading equipment supplier to the foundry industry. Recycling sand is a necessity and Wesman’s Combustor for Thermal Sand Reclamation is included in the Innovation column. Make In India is getting its momentum and Lapp India expanded its Bangalore facility after getting inspired by the PM’s initiative and we are starting a new column – a motivation for other industries to follow. It’s always our endeavour to bring a value based reading material to our subscribers, and included our regular columns on SME Management, Talent Management, Fair Mart, Academy Industry Synergy, Feature Articles as well as Mart Update. We look forward to hear from you to make MART, SMART!
November 2014
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Cover Story 8
Green & Lean Foundries
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Implementing Lean Manufacturing in a Foundry
16 Analysis of World Casting Production: India is Third Largest Player
24 Combustor for Thermal Sand Reclamation
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On Face
Columns Journey Towards Excellence
32
P S Satish
Measuring Training Impact
36
Pavan Sriram
The Choice Is Yours !
38
Reena Jabran
Make In India
48
Volume 11 Issue 5 November 2014 Annual Subscription `1200 Member INS Editorial Advisory Board
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MAIN FEATURE
Green
8
&
Lean Foundries
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Modern energy management involves many interrelated energy consuming systems. For Foundry, metal castings are the first step in the value-added manufacturing chain and are utilized in the production of the most durable goods. Foundry operations have always been varied and complex, and they have become even more so. The industry has changed fundamentally in the last five to ten years. Foundries no longer produce only raw castings. Today, many modern foundries design the parts, build the tooling, cast the prototypes, make the castings, machine them, assemble the castings, and produce a component or assembly ready to install on the customer’s assembly line. Therefore, the foundry sector is no longer only foundry operations. Many foundries are designers, casters, machiners and assemblers of value-added parts.
times greater than that of the largest electric induction furnaces. The efficiency feature notwithstanding the environmental and regulatory pressures and expensive antipollution equipment, which the operations of cupolas now require, caused their number to dwindle to about 12 units, accountable for an estimated 3, 60,000 today. The rapid escalation of natural gas prices in 2000 and the deregulation of the electricity market have spotlighted the need to address energy efficiency issues. In grey iron production, melting accounts for 66% of the energy consumption; in steel foundries it is 50%; and in brass and bronze foundries, it is 30%. In practical terms, to produce a tonne of good brass castings, two tonnes have to be melted, cast and worked on! Improved energy efficiency reduces greenhouse gas emissions in two ways:
Rajesh Angadi
In foundries, raw material is mostly recycled metal. Virgin metal accounts are used for very small additions to specialty formulations, also used in some aluminum and brass foundries. A wide range of technologies and equipment is being employed, depending on the type of metal worked, the business situation and the plant condition of different companies. Their common denominator is high energy usage per unit of product as well as high percentage of total operating costs. By using recycled scrap metal, the metal-casting industry contributes quite significantly to the conservation of natural resources and energy. Depending on the type of metal
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alloy cast, the casting technology used and the age of the plant, the energy utilization and its portion of the total operating cost may vary greatly. Trends in energy use Over the last decade, there has been a marked shift towards electricity and natural gas in the type of energy that foundries use. While aluminum casters increased the use of natural gas for melting, iron producers introduced more electric induction furnaces. Around 1980, there were 40 coke-using cupolas producing close to 1 million tonnes of iron (or 75% of total).The melting capacity of these furnaces is many
• Energy efficiency measures for on-site combustion systems (e.g., furnaces, boilers, cupolas, heat-treating ovens) reduce emissions in direct proportion to the amount of fuel not consumed. • Reductions in consumption of electricity lead to reductions in demand for electricity and, consequently, reductions in emissions from thermal electricpower generating stations. People, the world over are feeling increasingly concerned about the health of the environment in which they live – witness the efforts to stem the global warming effects of greenhouse gases. To start with, an energy management program offers a unique opportunity to marry the goodwill most people feel towards doing something positive for the
environment with achieving a business objective of reducing energy consumption. These two objectives go hand in hand.An energy audit can be used to improve a foundry’s competitiveness. Energy management in a foundry will have two major components: 1) Deployment of management techniques 2) Process improvements. An energy management program follows the same principles that apply to any purposeful undertaking (e.g., to quality and environmental managementsystems) – principles that Dr. Deming formulated as the four-step cycle, Plan – Do – Check – Act, PDCA.To realize opportunities, foundry management must successfully integrate organizational and behavioral (cultural) change and new energy use technology. The energy efficiency effort must have a defined focus, accountability and responsibility. Benefits realized from housekeeping projects, requiring no capital, are immediate and significant. For the average foundry worker, the area of energy consumption is a confusing and little studied area.The aim of this book is to give the foundry professional a practical, concise and systematic guide to improve energy efficiency in a foundry. This guide covers the following key elements: • Performing energy audits and determining the gaps; • Gathering energy conservation ideas; • Selecting and prioritizing projects; and • Charting the course of improved energy performance. “Foundries need to understand
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6) Lost foam casting 7) Annealing in the mould
not only how they use energy, but also how energy consumption patterns affect costs.” Auditing energy use in a foundry An energy audit is a key step that establishes the baseline from which you will measure future energy efficiency improvements. The purpose of an energy audit is to establish and evaluate energy consumption and at the same time, uncover opportunities for energy savings, i.e., for improvements in energy efficiency. For the audit to have maximum value, it should address and express in quantified ways the following: • Examination and evaluation of the energy efficiency of all energy consuming systems, processes and equipment (including energysupply and the building envelope); • Indication of process management inefficiencies with negative impact on energy consumption. Energy audit has four main stages: 1. Initiating the audit; 2. Preparing the audit;
New, “green” field-built foundry should have: • Utilize the space available in the building maximally; • Facilitate a natural process flow, with easy access for inplant transportation,operators and maintenance;
operations; • Minimize distances for transporting materials (e.g., scrap, returns, sand, and moulds) and conveying molten metals; • Allow for dry and ambienttemperature storage of raw materials, particularly scrap; • Include a provision for utilization of all major opportunities for energy conservation, described elsewhere in this guidebook; and • Have effective dust removal and ventilation systems, which use locally available sources of waste heat for winter heating. Design Influences: Rapid prototyping technology uses computer simulation and X-ray videography to optimize their placement. Computer simulation reduces lead times in supplying sample castings, reduces mould-making and modification costs, reduces scrap due to shrinkage porosity and,by reducing customer rejects, and improves customer confidence. Following technology should be taken care of: 1) X-ray videography 2) Filters
4. Reporting the audit results.
• Provide a healthy and environmentally sound workplace;
Plan and conduct the energy audit with the intent to determine energy inefficiencies
• Allow for future expansion of the plant so that it could merge organically withthe existing
4) Lighten castings
3. Auditing; and
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in the foundry process as well as energy losses in the “waste” streams. If we will be able to collect data over the highest production period, it is likely that the foundry will not operate at this rate all year long but at some average level below that. The average production rate divided by the maximum production capacity will produce the nominal production efficiency, expressed in percent. It is useful to relate the energy consumption to that basis. In planning effective use of the audit time, evaluate the existing information to identify and focus on the major end users of energy. During Energy audit, manufacturing patterns and process practices greatly influence energy efficiency and hence, should be examined properly.Energy Management Opportunities (EMOs) represents the ways in which we can use energy wisely to save money.
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3) Lighten risers
5) Robotic casting
The primary concern of any foundry energy manager is to improve yield. This will automatically reduce internal waste of energy, raw materials and labour, and generate corresponding savings. An energy-monitoring system enables the foundry’s energysaving program to target overall energy cost reductions on a yearto-year basis. Identifying energy management opportunities (EMOs) For foundry to improve the way it handles energy use. A list of inputs may include the following: • Results of the initial energy audit; • Results of energy and material balances; • Review of literature, including Internet sources; • Information about applicable ideas from other foundries and other industries; • Equipment supplier recommendations; • Consultants’ advice; and • A fresh look at the way the foundry manages its production and operations. Foundry monitoring & Tools training enables continuous, realtime monitoring, costing and optimization of foundry energy usage. If resources does not allow it, start with a small: 1) Start gathering essential information manually. e.g., monthly and acting on it. 2) Based on the strength of the results, we’ll soon be able to justify a better system. 3) To get good buy-in, target setting should be also consensual.
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4) Monitoring & Training technology is a proven energy and money saver. Foundry is looking for improved data collection and analysis for scrap reporting, visual defect and rework analysis, weld mapping, concentration diagrams and other applications. Most foundries collect data manually related to visual defects, scrap and rework throughout the casting process. Whether your foundry utilizes sand, permanent mold, die cast, investment, lost foam or other similar process, all foundries face the challenge of eliminating the paperwork and labor cost associated with manually collecting and analyzing visual defect, scrap and rework information. If you are currently using paper and pencil ‘tic sheets’ to collect data, and then key that data into Excel, MRP or ERP software or some other software that is not well suited to analyze your data, you may want to attend our upcoming free webinar regarding ATS ‘Inspect’ software. ATS Inspect software is specifically designed for the foundry that needs to decrease scrap and rework by eliminating paper and analyzing data on a real time basis to achieve meaningful defect, scrap and rework cost reductions. ATS Inspect captures both the type and exact location of the defects in order to show what defects are occurring and where they are occurring so that they can be quickly determine the root cause of the issues. Examples of foundry applications and advantages include: •Concentration diagrams of inclusions, flash, short material, cracks and other foundry defects •Mold and core inspections and defect analysis •Wax model and ceramic
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investment mold inspection and defect analysis •Weld mapping and blending and rework/finishing data collection and analysis •Variable data collection and analysis on wall thickness and other dimensional measurements •Touch screen, graphics based data input •Software can be used at fixed PCs or by roving inspectors using various tablets •Instantaneous alarming to designated supervisory personnel •Drive metrics to Andon boards, projectors and flat screens for immediate feedback to lean work cells •Over 100 web based reports •Analysis by cavity, cast date, mold, and other factors References: 1) Canadian Foundry Association - Energy Use and Related Data: Canadian Foundry Industry 2) Guide to Energy Efficiency Opportunities in Foundries Industry 3) ATS consulting - The Independent Solution Provider The author Rajesh Angadi completed his BE, MBA, PMP and is Hadoop Certified. With 22 years of Information Technology experience he worked on projects for Unisys, Intel, Satyam, Microsoft, Ford, Hartford, Compaq, and Princeton. He is always fascinated by the latest technology coming up in the IT sector and striving to keep pace with it. Interests in Information Technologiesresearch areas like Hadoop Ecosystem, Predictive \ Analysis, Telematics, Clinical research with Analysis.
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LEAN MANUFACTURING
Implementing Lean Manufacturing in a Foundry Lean Manufacturing is a systemic method for elimination of waste within manufacturing and all work processes, including R&D and Marketing. Simply put, by becoming Lean you can do more with less Saravjit Singh Setting the stage for Lean Lean Manufacturing, Lean for short, is a proven philosophy that drives a company to consciously and continuously eliminate waste. Waste, in Lean, is any activity that does not add customer-perceived value to the product or offered service. Lean recognizes eight types of waste: T – Transport: Moving people, products & information I – Inventory: Storing parts and documentation ahead of requirements M – Motion: Bending, turning, reaching, lifting W – Waiting: Waiting for parts, information, instructions, equipment O – Over production: Making more than is immediately required O – Over processing: Tighter tolerances or higher grade materials than are necessary from customer usage point of view
D – Defects: Rework, scrap, incorrect documentation S – Skills: Under utilizing capabilities Use the mnemonic TIMWOODS to remember the eight wastes After implementing companywide Lean, you can expect following gains: 1. Productivity increases of the order of 30% to 50% 2. Production defects reduced by 20% to 40% 3. Lead times reduced by upto 70% 4. Large reductions in all wastes (TIMWOODS) 5. Continuous improvements leading to incremental value additions for the customer and sustained growth for your organization. I suggest you go in for companywide implementation of Lean. Selecting only one area for Lean implementaiton will give smaller gains; this too may not be sustainable. When implementing Lean across the organization, we followthe Five Principles of Lean Thinking, as given below and illustrated in Figure 1.
Figure2: Customer led integrated approach for lean transformation
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1. Record Customer Defined Value:
Figure 1: Five Principles of Lean Thinking
Our main job is to serve an end customer. Anything that does not add value to this customer is wasted effort. Only a small fraction of what is done in a company actually adds Value to the end customer. Knowing this will help us to removal waste. 2. Identify and Map the Value Stream – The Value Stream is the entire set of activities that are involved in fulfilling customer needs. This represents the endto-end process that creates and delivers (or mis-delivers) Value to the customer. 3. Flow the Product and Eliminating Waste – In a typical Value Stream, only about 5% of activities in productionarea, andupto 30% of activities in marketing add value. Eliminating waste ensures that your product or service “flows” to the customer without any interruption, detour or waiting. 4. Pull the Product and Produce Just In Time– This is about understanding the customer demand and then creating processes to respond to this. We
do this by producing only what the customer wants and when he wants it. 5. Strive for Perfection through Continuous Improvement– As you establish flow and pull, more and more layers of waste become visible. Put in place a process to continuously remove revealed waste. This leads the company towards the theoretical end point of perfection – an ideal state where every asset and every action adds Value. A company that selectively uses lean tools only on the shop floor will achieve unsustainable islands of success. For achieving sustainable growth and all-round competitiveness, I recommend implementing a fully integrated Lean solution across the company.This involves creating seamless integrated processes across all departments and functions, as shown in Figure 2. The Customer in the figure represents Corporate and Departmental Strategies built to support the needs of the End Customer. To be fully integrated and
November 2014
My experience shows that the best way to implement organization-wide lean is to appoint a hands-on Lean facilitator who will also act as trainer for Lean. Involvement of an external expert acts as a catalyst in eradicating redundant
2. Select Full Time Crossfunctional Lean Implementation Team of 4 to 10 members, depending on the size of your organization. This teamwill be led by the Lean facilitator. The CEO must be the active Sponsor of this project. 3. Develop Communication and Feedback Channel. From the very onset, and throughout the project, it is necessary to communicate with all stakeholders. This is a change management exercise to inform everyone why Lean is being done, what is happening, and what is expected from them. The objective is to prepare everyone in the organization to embrace Lean. 4. Do Lean Enterprise Diagnostic. This diagnosis is based on approach as shown in Figure 3. All functional
Figure 2.1 : KEY PERFORMANCE INDICATORS (KPIS)
KPI MAINLY DETERMINED BY
PROCESS YIELD KPI1
Technology and Procedures
Products and Equipment
ENERGY CONSUMPTION KPI4
Organization and Equipment
Figure 4: Seven KPIs in a foundry
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PRODUCTION EFFICIENCY KPI2
FRESH SAND CONSUMPTION KPI5
LABOUR PRODUCTIVITY KPI7
FRESH WATER CONSUMPTION
TEEP KPI3
KPI6
Bins of Proven Technologies
A
Feild Support
80% of lean transformation is people centred; changing mindsets and enbracing change. Balance 20% relates to effective use of VSM and other Lean tools and techniques.
1. Appoint Lean Faciltator. He briefs the CEO and gets top management team commitment and support for Lean. The CEO must agree personally to participate in the program.His active involvement throughout the tenancy of the project is necessary condition for the success of Lean transformation.
Functional Strategies
Manufacturing
Step by step implementation of Lean in a foundry
Step-wise Lean implementation roadmap that I follow and recommend to you is as given below
BUSINESS STRATEGY
Division Strategy
Engineering
For a deeper understanding of this subject, I recommend that your top management team and the Lean transformation consultant be familiar with “Aligning the Organization to Create Synergies”. This topic is very well covered in part two of the book “The Strategy Focused Organization – How Balanced Scorecard Companies Thrive in the New Business Environment” by Robert S. Kaplan and David P. Norton. Kindle edition of this book is available for immediate download forRs. 700 from www. amazon.in
processes and habits, as well as generating innovative ideas. To avoid confused role clarity, I suggest that the facilitator should be designated the project leader reporting to the CEO.
Marketing
synergistic, we have to have a top-down approach to Lean transformation. This approach isshown in Figure 3. Westart with corporate strategy, then form divisional strategies which strongly influence the design and operation of the Value Stream. This powerful integrated approach has the ability to best satisfy all stakeholders, while fulfilling the needs of the end customer.
B
C
D
Concept Detailed Engineering
Lean IIPD Project Phases
Pilot Production Production
Ongoing Improvement
Learning Across Projects
Figure3: Integrated top-down approach for development
areas must be evaluated. The result is the development of a comprehensive Lean implementation plan. 5. First Lean Initiative: 5S Workplace Organization. Start Lean implementation in all work areas through 5S organization - sort, store, shine, standardize, and sustain. The objectives are to remove the need to search for material and tooling and create an atmosphere that allows everyone to perform as efficiently as possible with little distraction. Nest step is to standardize work methods, rules and responsibilitiestokeep every operation running smoothly. 6. Second Lean Initiative: Visual Controls. Visual controls are simple signals that provide an immediate understanding to everyone of what needs to be done at the work place. A work place that uses visual controls can reduce the chance for miscommunication among employees and supervisors alike. The key is to keep it simple, standardized, and effective. Design and implement Visual Controls only after doing 5-S. 7. Third – The Main Lean Initiative: Value Stream Mapping (VSM). This project will create the Lean organization.Current State VSM traces the product from customer order to product
delivery, including all material movements and information flows. VSM then analyzes all flows to determine activities where waste exists.The result is a complete and thorough map of products and information flows, as it currently exists. The next step is to develop a Future State map that eliminates waste from the process. Implementing and standardizing the Future State VSM may take up to one year. Typical results from VSM are very substantive reductions in inventories, material handling and lead times. Inclusive initiatives when designing and implementing Future State VSM: a. Mistake Proofing (Poka Yoke). Quality is key to lean manufacturing - Do it right the first time. Design Poka yoke into redesigned processes so that making the product right is the only option. Making parts right the first time means not having to inspect parts later. Remember, people don’t make mistakes, processes do. b. Set-up Reduction Using SMED. A set-up, or changeover, is the time between the last good piece off the current machine batch of parts and the first good piece off of the next. Reducing set-up times (or machine downtime) is a prerequisite to the reduction
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of batch sizes in order to reduce lead times and become more responsive to customer needs. SMED, like Poka Yoke, is necessary during design of Lean processes.
Metal Recycling transport 1
2
Metal Shop melting holding treatment
Metal Yard storage charging 1
2
7
7
3
1
2
4
6
7
3
Buy
2
4
1
Sand Plant storage preparation 2
3
Scrap Finishing Shop shot blasting grinding deburring thermal treatment inspection/ testing
Casting Shop pouring cooling shake out separation
Raw Meterial 1
Risers runners sprue
7
2
6
7
3
4
6
2
7
5
5
Storage Shipping
Selected KPI’s
3
Sand Recycling transport cooling 2
Packing Labelling
7
Moulding Shop mould forming core making core setting 1
Sell
3
1
Process Yeild
2
Production Efficiency (OEE)
3
Capacity Utilization
4
Energy Consumption
5
Fresh Sand Consumption
6
Fresh Water Cosumption
7
Labor Productivity
Figure 5: KPIs applicable in each foundry processes
KPI
Indicator
Sub-Indicators
KPI1
Process Yield
Metal Loss, Pig and Spillage, Runners and Risers
KPI2
Production Efficiency (Oee)
Downtime, slow running effects, bad moulds, scrap castings and rejects
Oee = Overall equipment effectiveness Teep = Total effective equipment productivity
Metallic Charge to furnace (tonnes= 100%)
b) Pig and Spillage (solidified, spilled,...)
Metal poured into molds
Metal forming the cast component
d) Scrap Castings (internal scrap + external rejects) Figure 7: Measuring and analyzing process yield
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Process Yeild (%) (meterial consumption)
Metal tapped from furnace
c) Runners, Risers (gatings...)
d. Create a Kanban/Pull System. This is done to control the flow of resources by replacing only what has been consumed. A pull system strictly controls inventory and makes finished products based on actual demand rather than forecasts. It leads to substantial savings in inventory holding costs, reduces storage space and multiple handling. Specific areas where lean can be implemented within a foundry
Figure 6: Sub-indicators of KPI1 and KPI2
a) Melting Loss (oxydation,slag,....)
c. Implement Cellular Design. Cellular design is the linking of one man and machine to produce a product start-to-finish using the most efficient method possible. The goal for developing cellular manufacturing is to physically locate all the required resources to manufacture a product in close proximity to each other – within reach if possible. Only by doing this can a product be manufactured in a batch size of oneeven when demand for the product fluctuates – make one move one.
Good Castings (tonnes = .......%)
There are seven Key Performance Indicators (KPIs) for a foundry. These are shown in Figure4. A typical process diagram for a foundry is shown in Figure 5. Applicable KPIs are marked against each process. When creating Future State VSM, consider including relevant KPI measures and related controls against each process. KPI1 and KPI2 should be compiled on the basis of subindicators as shown in Figure 6.These KPIs have a direct impact on sustaining business profitability and cannot be ignored. Process Yield increase improves material use, lowers energy consumption and gives higher labour utilization andmay
improve capacity utilization. A good way to measure and analyze process yield is shown in figure 7. Final recommendations and pointers 1. Improving operational efficiency and productivity a. Closely focus on KPIs relating to operational procedures and technological processes. Attending to them effectively will help you to more effectively compete and sustain growth. b. Explore every available opportunity to improve energy efficiency. Improved management processes, controls and investment in more energyefficient plant and machinery is critical. Minimizing energy costs must be a priority in the face of ever rising energy prices. 2. Make change management an ongoing process a. Use benchmarking techniques to gain a clear understanding of your competitiveness against the best in India, China, U.S.A., Japan and Germany. b. Set clear objectives. Viable cost-reduction (not cost cutting) and consumption targets should be clearly defined, as well as the timeframe set over which these might realistically be achieved. Use Value Engineering to reduce cost when designing future state VSM c. An environment of continuous improvement is essential. McKinsey reports that only one third of changemanagement programs succeed. This is because success depends largely on the behavior and motivation of individuals. The best way to handle this is through structured employee engagement that enlivens work roles. You can connect with Saravjit at www.linkedin.com/in/saravjit
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ADDITIVE MANUFACTURING
Analysis of World Casting Production: India is Third Largest Player India is a leading worldwide producer of castings. Trends indicate that while China and U.S.A. are growing strongly, foundry production in India may be stagnating. Saravjit Singh Historical data Since the year 2004, considering production tonnage, India has made remarkable progress in the foundry business. In fact, in
Production
2004
2005
2006
2007
2008
2009
2010
2011
2012
in Tonnes China
22,420,452
24,421,205 28,094,168 31,269,630
33,500,000
35,300,000 39,600,000 41,260,000
42,500,000
U.S.A.
12,314,121
12,896,533 12,454,738 11,819,000
10,783,829
7,408,069
8,238,233
10,008,000
12,824,960
India
4,623,000
6,111,000
7,179,300
7,771,100
6,840,500
7,443,200
9,053,200
9,994,000
9,344,400
Japan
6,386,449
6,655,845
7,927,626
6,960,765
5,653,798
4,385,998
4,757,999
5,474, 008
5,342,837
Germany
4 ,984,473
5,108,007
5,480,900
5,840,022
5,783,691
3,901,665
4,794,179
5,466,696
5,214,114 100,834,681
the year 2010 India had emerged as the second largest producer of castings in the world. Since 2011 it has dropped to a strong third position, behind U.S.A. See Table 1. Production data in Table 1 includes gray iron, ductile iron,
World 79,745,467 YoY Grow 8.42%
85,741,078 91,368,121 94,919,007
93,449,270 80,343,064 91,673,839
98,593,122
7.52%
-1.55
7.55%
6.56%
3.89%
-14.02%
14.10%
2.27%
Table 1: Top fiveproducers and world casting data – 2004 to 2012
malleable iron steel and all types of nonferrous castings. China is far ahead of other nations in quantitative production of all types of castings. This is not surprising since China accounted for 41.5% of all castings produced in the world in 2012. Table 1 indicates that China and U.S.A. are consolidating their position. India’s growth seems to be plateauing. Japan and Germany appear to be sustaining numbers and are poised for growth despite their poor showing in 2012, as seen in Table 2. Skewed growth in 2012 In Table 2 we see that casting production worldwide showed a growth of 2.27% in 2012
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compared to 2011. However, this growth is largely limited to U.S.A. and China. Elsewhere, generally there have been drops in production. Brazil (7th largest producer) and France (10th largest producer) fared badly. Their fall in production for 2012 was in double digits. Details of this are shown below. 1. Brazil production dropped by 14.47%- from 3,343,685tonnes in 2011 to 2,859,898tonnes in 2012 – a loss of 483,787 tonnes 2. France production dropped by 12.05% - from 2,046,826 tonnes in 2011 to 2,046,826 tonnes in 2012 – a loss of 2,46,670tonnes The performance of Russia, 6th largest producer, is not
November 2014
Top five Producers
Yearly Production, Tonnes
Growth %
2012
2011
China
42,500,000
41,260,000
3.01
U.S.A.
12,824,960
10,008,000
28.15
India
9,344,400
9,994,000
- 6.50
Japan
5,342,837
5,474,008
- 2.40
Germany
5,214,114
5,466,696
- 4.62
World
100,834,681
98,593,122
2.27
Table 2: Analysis of 2011 and 2012 casting production data
known since they did not report
produced are gray iron and 12%
production figures for 2012.
are ductile iron and malleable
India’s production figures for
iron castings.
different categories of castings
Pakistan is lagging far behind.
for year 2012 and 2011 are shown
In 2012 its total production
in Table 3.
of all kinds of ferrous and
India’s production in all categories, except for steel castings, has shown negative growth.
nonferrous castings was only 271,000 tonnes. 2012 figures indicate that Pakistan’s product distribution was 80% gray iron and 8% ductile iron castings.
Product mix determines industry’s competitiveness
Pakistan did not report production of any malleable iron castings. Pakistan’s total
Globally, 46% of all iron castings
production of all types of iron
produced are in gray iron,
castings was 250,000 tonnes.
whereas ductile and malleable
It also produced 21,000 tonnes
iron castings account for25%.
of nonferrous castings (copper
In India, 74% of iron castings
based and aluminium castings only). Neither India nor Pakistan
Yearly Production, Tonnes India
Growth %
2012
2011
Gray Iron
6,254,000
6,864,000
- 8.89
Ductile and Malleable Iron
1,041,400
1,090,000
- 4.46
Steel
1,158,000
1,140,000
1.58
Nonferrous
891,000
900,000
- 1.00
Total
9,344,400
9,994,000
- 6.50
Table 3: India - Category-wise casting production
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Productivity Per Plant Country
Growth %
2012
2011
China
1,470
1,375
6.91
U.S.A.
6,380
4,979
28.14
castings that match the stringent specifications of their customers’ need for high performance components for automotive, aerospace, defence, white goods, machinery and similar industries. How many Indian foundries match the agility of
India
2,077
2,221
- 6.48
Japan
2,529
2,591
- 2.39
Compensating for much higher
Germany
8,618
8,933
- 3.53
Compared to India and China,
successful foundries in U.S.A?
wage rates
wages in U.S.A are much Table 4: Productivity per plant in top six countries
higher. Foundries in U.S.A. overcome this disadvantage by
reported the produced any
the slowdown in the automotive
Magnesium and Zinc castings.
achieving higher productivity,
sector, have hurt us.
lower energy consumption,
U.S.A., U.K. and Switzerland
How can our industry be
are today’s high-end players.
insulated against sectorial
They produce more ductile and
fluctuations? Are higher exports
malleable iron castings than
the answer? In China, a growing
gray iron castings. India has a
home market and supplying
long way to go before it claims
castings across the world is
membership of this league. As
helping to sustain growth. Also,
a major volume producer of castings, to remain competitive it is necessary that India benchmarks these countries and improve sits castings product mix.
in the case of China, its thrust
Productivity per plant Productivity per plant is calculated as total tonnage divided by the number of running plants in a country. Productivity per plant in India fell during 2012. On the other hand, productivity per plant increased dramatically in U.S.A., and reasonably well in China – see Table 4. Sustaining growth Indian foundry production volume is slowing down. Dips in the Indian economy, especially
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towards higher production
producing high-end castings with better added value and profitability, economies of scale, and reducing all waste through Lean manufacturing. Foundries in Germany and Japan are sustaining their position by working on similar lines as U.S.A.
of ductile and malleable iron
Competing in the world
castings is winning business from
market
sophisticated volume buyers in developed markets. What are the enablers behind the success of U.S.A. foundries? The foundry men in U.S.A. have embraced Lean and green methodologies to transform foundries into clean, waste free, work places. They gain competitive advantage by developing superior materials,
Indian foundries and their strategic suppliers of raw materials, moulds and machinery have no option but to become as competitive as the best foundries in U.S.A., Germany and Japan. Some initiatives that are necessary to be taken to become worldclass are:
tools and casting technologies.
1. Build strategic alliances
The real secret of success of
with world-class suppliers of
front runner foundries in U.S.A is
foundry materials and tools.
their agility, which enables them
With their help reorganize
to quickly adapt to changing
operations to produce high-
market conditions. This enables
end castings to serve the best
them to produce sophisticated
world markets.
2. Retool to produce a better product mix: Concentrate on producing high value adding ductile iron, malleable iron and steel castings. Vacate production of gray iron castings. These can be produced by the small sector. 3. Become Lean Manufacturers. The roadmap to achieve this is discussed in this month’s lead article Implementating Lean Manufacturing in a Foundry. 4. Introduce reliable, energy efficient processes and dimensional controls. 5. Benchmark the best suppliers and produce best quality castings; moving towards zero defect. 6. Develop environmentally improved materials to meet today’s regulations as applicable in Europe and U.S.A. To improve our foundry operations the first requirement is benchmarking. Benchmark leading foundry operations in U.S.A., Japan and Germany. An example of one such organization to benchmark is the vertically integrated Hitachi Metals, Limited (see www. hitachi-metals.co.jp). This company produces foundry materials, tools and highly sophisticated castings. Studying companies such as this will be a big help in reorganizing foundries and their strategic partners. The data in this article is taken from the annual publication“47th Census of World Casting Production” which gives production figures for 2012,and previous annual publications going back up to“38th Censusof World Casting Production – 2003”.
November 2014
November 2014
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ON FACE
The foundry sector needs to adopt the principle of Reduce, Reuse, and Recycle to become lean & competitive.
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November 2014
“IIF is implementing the Lean manufacturing programme in foundry clusters” Today, the face of Indian foundries is changing rapidly. The need to attain global quality benchmark along with restrictions and regulations from different authorities, foundries are looking for updated technologies as well as keeping the process clean. Understanding the need of the hour, Mr. Vikas Garg, the new President of Institute of Indian Foundrymen (IIF) has taken up the theme of ‘Go Lean and Go Green’, inspiring and initiating the foundries to change for future. Mr. Vikas Garg, Managing Director of Haridwar based Forace Polymers Pvt Ltd, taken up his new responsibility as the Presdent of India’s leading manufacturing association IIF talks to our readers about IIF’s initiatives in implementing this theme.
What called you up to take “Go Lean and Go Green” as the 2014 theme and how it will aid the foundries? IIF selects a theme every year to focus on a specific issue to promote the competitiveness of the foundry sector .The theme for 2014-15 is “Go lean & Go green”. This is most appropriate for the foundry sector as the industry needs to be globally competitive if India needs to be major manufacturing hub for the global markets as per the declared Govt Policy of “Make in India”. The foundry sector needs to adopt the principle of Reduce, Reuse, and Recycle to become lean & competitive. IIF is also promoting the lean manufacturing programme in some clusters to increase awareness in this area which is supported by NPC & Office of DC MSME. Since foundry sector is energy intensive, it is important to
November November2014 2014
reduce energy intensity & reduce carbon footprint & thereby balance the dichotomy between industrial growth & adverse impact on environment. What are the measures that IIF will undertake to ensure the effective implementation of the project? IIF is implementing the Lean manufacturing programme in foundry clusters under the NMCP programme of DC MSME to create awareness & benefits of lean manufacturing which will be gradually up scaled. IIF has carried out various workshops, seminars to create awareness of potential & opportunities of energy savings in the sector which can help improve not only the bottom lines of the participating units but also help in reducing the carbon footprint & environment protection. Several detailed energy audits have been conducted by IIF jointly & PCRA under the SGP &
Since foundry sector is energy intensive, it is important to reduce energy intensity & reduce carbon footprint & thereby balance the dichotomy between industrial growth & adverse impact on environment. is co-financed by IIF under the UNDP-GEF project .Many foundry units have taken advantage of this programme & have been benefitted. It was observed during the detailed audits that there is potential to save energy from 10-20%. IIF is also in discussion with the office of DC MSME for implementation of energy efficiency project by ESCO.
Can you brief the steps IIF is taking to educate its members to grow used to the new technologies and the stable solutions towards it? IIF regularly conducts various technical seminars to disseminate information on latest technology & best practices. We also conduct annual conference & Foundry Exhibition
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Industry needs to be globally competitive if India needs to be major manufacturing hub for the global markets as per the declared Govt Policy of “Make in India”.
Mr. Vikas Garg took up the responsibility as the President of IIF since 19th September, 2014. He became the Managing Director of Forace Polymers Pvt ltd. in 2000. He is also the Managing Director of FP Specialty (Pty) ltd. South Africa and the proprietor of Forace Industries, India. He is a regular participant of IIF conferences and exhibitions. Mr. Vikas Garg also participated regularly in International Exhibitions and Conferences like World Foundry Congress, GIFA. He is serving Uttarakhand State Council as CII member since 2007. In CII North India, he is elected as the MSME panel’s member. He is also in SIDCUL Manufacturing Associations of Uttarakhand as Sr. Vice Chairman. He received Uttarakhand Ratan Award in April 2014. Under his leadership, Forace Polymers (p) ltd is rated amongst 500 fastest growing companies in India and awarded certificate of Excellence by INC. India in year 2011. Forace Polymers, with its emergence in 1980 has grown by leaps and bounds as the leading producer of Resin in India. Apart from being major supplier of Resin in domestic market, Forace Polymers is also a global exporter of its products.
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emerging manufacturing which is largest of its kind. We countries? get over 1500 delegates, 300 exhibitors & 20000 visitors at the Foundries are increasingly mega event. adopting more productive & Upcoming event is taking place greener technologies & adopting in world class India Expo Centre modern design & manufacturing in Gr Noida .The details can be tools including increased accessed at www.ifcindia.net adoption of IT in various &www.ifexindia.com. operational areas. This event provides unique platform for dissemination of latest technologies, interaction with global leaders, to learn & adopt best practices & to explore new business alliances & partnerships under one roof. IIF had also signed MoU with Japan Foundry Society for exchange of knowledge & information for benefit of its members. We also organize works visit to foundries in other competing countries to give exposure to the members to the best practices being adopted in such units in foreign countries & IIF also organizes participationin international events & fairs.
Several foundry clusters are operational which are catalyst in improving the competitiveness of the foundries specially the SMEs. The common training, manufacturing & testing facilities in these clusters can be easily accessed by the cluster members at a nominal cost as & when required without blocking their capital. The SMEs can thus access modern facilities which otherwise could not have been done due to high capital cost of such modern design, manufacturing & testing tools.
IIF continuously disseminates information on various Govt Schemes which can be used by the units for their benefit.
The clusters are also having facilities to recycle used sand up to 95% which helps the units & also helps in conservation of natural resources & in environment protection.
How Indian foundries are gearing up to the challenges that are coming from the
Name some of the member foundry industries that have already undertaken the “Go lean
November 2014
and go green” project? There are several foundries.It is not possible to name these units here. What are the measures IIF has taken to channel fresh skilled force to the foundry industries? IIF is trying to create awareness amongst the units to focus on hygiene, environment & safety and change the perceived image of the sector as dirty & dangerous to attract the younger generation. We also engage with engineering colleges & create awareness amongst the students about the changing profile of the industry & how they can be a part of the industry & how it can provide them a gainful employment opportunity.
IIF has also signed MoU with CBSE to introduce the vocational programme on foundry technology in selected schools near clusters to reach out to students in the school level. The sector is increasing using automation, robotics, IT, NDT etc. where these students can play a vital role. How would you perceive the future of foundry industries in India? Given the changed economic scenario & declared policy of Govt. of “Make in India” & various initiatives being taken by the Govt. by relaxing the investment norms in FDI in various sectors & focus on skilling ,the demand of castings is likely to grow three times in next 10 years & augurs well for
IIF continuously disseminates information on various Govt Schemes which can be used by the units for their benefit. manufacturing sector & also for foundry sector . However, the Govt will need to take steps for improving the ease of doing business in India for this to happen in near future. Throw some light on DhatuTantra Pravodhini project? It is an initiative of IIF Kolhapur Chapter jointly with Govt of Maharashtra to promote
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2323
INNOVATION
Combustor for Thermal Sand Reclamation Wesman innovates solutions to recycle the foundry sand Sand is an integral part of the foundries. With the government’s mining restrictions and pollution norms, Indian foundries are looking for solutions to recycle the foundry sand. To increase hardness or strength, corrosion resistance as well as to improve ductility of used sand, heat treatment is an essential process. This fact instigated Wesman Group to design unique and efficient combustors to carry on Thermal Sand Reclamation process. Today, foundries reuse and recycle the sand through the various production steps. This recycling process is costeffective, energy efficient, and reduces CO2 emissions especially from transportation, as well as lowers the amount of discarded sand.
Ranjan Guha Business unit head Foundry Equipment Division
“We are quite optimistic to get favourable response for this new development which is going to be the need of the day and will definitely give competitive edge to the Indian foundry industries in the coming years.”
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Debashri Das
However, mechanical attrition and heat ultimately makes the sand incompatible to undergo the casting and molding process and one portion of this sand is replaced with new sand. With the coming up of the modern machinery, EPA believes that a considerable amount of used foundry sand can be economically and safely recycled. Wesman Group has realized the need to design efficient combustor so as to enable the foundries to make right utilization of the discarded sand. Wesman Thermal is regarded as the leading manufacturer of various essential combustion equipment in India. Having a reliable experience of more than four decades in a wide ambit of gas and oil based heating methods for real-life industrial application in several industries, Wesman is captive enough to deliver turn-key combustors to the end users. India is going to be the global casting hub in the coming years enjoying major share with China for global casting production. Three major problems envisaged at this
Fluidized bed combustor technology of Wesman is an advanced incineration technology which utilizes high-speed air to get on sand in a highly turbulent combustion loop. The used sand here, is heated to a temperature of 750-8000C to remove the particulates and hence to strengthen it like virgin sand. stage are – meeting huge demand of moulding sand, disposal of used sand causing land pollution, availability of fresh sand due to restriction on sand mining under national
drive towards conservation of natural resources. As a futuristic approach to overcome such barriers, Wesman took up the project
November 2014
“Our thermal reclamation systems have established Wesman as a technology leader” Anil Vaswani, Director of Wesman Group, shares his experience in innovating Fluidized Bed Combustor along with his dedicated team.
Our “Make-in-India” fluidized bed thermal reclamation system competes and holds its own against very the best European technologies which were earlier being imported into India, and customers now know that they have a very value-added and cost-effective high-performance reclamation system available in the market to meet their needs.
What made you to innovate fluidized bed combustor? There is tremendous demand among foundries for costeffective reclamation systems, as there is pressure from both the pollution control boards to prevent dumping of used sand, as well as pressure from the government not to mine new sand. Mechanical reclamation systems cannot do the job as well as thermal reclamation systems, and we knew there was an opportunity for someone to design a good product which could do the job. Wesman is ideally placed with both foundry equipment experience as well as combustion expertise, so we were the natural choice with the in-house competence to combine our knowledge and build such a system. If you look at the reclaimed sand from our system, it is
November November2014 2014
actually cleaner, whiter and more uniform (in terms of grain size) than new sand from a quarry! This gives it even better properties than new sand, so the customer is actually getting an added bonus from the system. Challenges faced to make it a reality Combustion and fluidizing are both more of an art than a science to some extent, so simply designing a system on paper does not mean it will work perfectly the first time you build it. We had to undertake lots of trials to fine-tune the performance and get it to what the market needs, the “sweet spot” as they say in tennis. We were particularly fortunate to have customers who helped us to do the design trials at their foundries, where used sand was available in plenty, and we could see instant results from which
we could fine-tune and improve the system quickly. Ultimately every foundry wants to see return on investment, as in how many months the product will take to pay for itself. Our challenge was to design a cost-effective high-performance system which would achieve this RoI for the customer in the shortest possible time. The inspiration Wesman received from the market after its initial launch The best inspiration for a good design is repeat sales, which means that the market acknowledges the performance and quality of the product, and that is what we’ve been seeing. Our “Make-in-India” fluidized bed thermal reclamation system competes and holds its own against very the best European technologies which were earlier being imported into India, and
customers now know that they have a very value-added and cost-effective high-performance reclamation system available in the market to meet their needs. Further innovations on fluidized bed combustor and its market opportunities We designed the most common size and capacities first, and now the next logical steps are to scale up the design to larger capacities and with different types of fuels, gas as well as oil, while still keeping the product costeffective with a quick payback period. We have already started doing this, and more and more customers are talking to us for their reclamation requirements. Our thermal reclamation systems have established Wesman as a technology leader in the foundry sand reclamation field, and we intend to keep improving the product to give customers more “bang for their buck”, as they say in the USA.
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designing the product
Ranjan Ghosh Roy Sr. Manager, Engg and services
It was our endeavour to bring this ultimate solution within the reach of Indian foundry industries at an affordable price changing their perception - not constrained to have the available solution under regulation but to adopt such technology as cost effective viable solution.”
to develop the ultimate solution of all three problems – Fluidized bed Combustor, the heart of Thermal reclamation system that can reclaim 100% used moulding sand making them suitable for reuse with improved sand properties. Fluidized bed combustor technology of Wesman is an advanced incineration technology which utilizes highspeed air to get on sand in a highly turbulent combustion loop. The used sand here, is heated to a temperature of 750-8000C to remove the particulates and hence to strengthen it like virgin sand. Challenges faced during
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Wesman had been working with fluidized bed sand heating technology since late eighties to develop their most thermal efficient fluidized bed sand combustor which has gained increasing popularity in the foundry industry and mineral drying sector. The company has combined such knowledge that they gained in fluidised bed technology over the years with WESMAN’s in-house expertise and key strength area – Combustion technology to develop the Fluidized bed Combustor. The biggest challenge was to design such high value system without any pilot plant and the product could be studied in real life situation only. Its maintenance was another big challenge to them. Lack of R&D facilities in the company also posed a serious threat. It was only after extensive study and hard work for mechanical design improvement of the whole Wesman team that the combustor attained its 80% success during its first launch. n this respect, Sandipan Debnath, Assistant manager of Sales and services of Wesman says, “We tried to utilise our working experience we have gained through our close association with Indian foundry industries over six decades to develop such high value product. We are happy to share that the operating data of our running installations worked out impressive pay back for such high value investment.” Initial market condition of the combustor When Wesman’s Fluidized Bed
The biggest challenge was to design such high value system without any pilot plant and the product could be studied in real life situation only. It was only after extensive study and hard work for mechanical design improvement of the whole Wesman team that the combustor attained its 80% success during its first launch. Combustor first came in market, very few companies were taking interest. As Thermal Reclamation process was not popular at that time, most of MSMEs were hesitating to purchase it. Moreover, initially the price of the equipment was quite high which was keeping the major companies away from going into any kind of deal for the product. Taking it as a challenge, Wesman began to supply the product at a competitive price. Wesman
Sandipan SandipanDebnath Debnath Asst. Manager, Sales and Services
“It was our great success to get the reclaimed sand of perfect quality meeting customer’s requirement in the very first installation.”
took up this project looking at the future demand of 100% reclamation of used foundry sand. Although the basic product was available with international players but their objective was to make it commercially viable under Indian context. Customer feedback Till date, Wesman has supplied Fluidized Bed Combustor to three companies and has an individual customer. The feedback received from the1st installation was thoroughly studied to fine tune the design for further improvement of its operating efficiency through achievement of best fuel economy as well as addressing minor operational / maintenance issues to make it more userfriendly. The design of the combustor assures reliable operation and excellent sand economy while sticking to high safety standards. Wesman Group designs custom combustion solutions to fit customer requirements, from basic manual control to sophisticated automated process control. The company also updates existing systems of combustion to the latest equipment for quality results. For further details visit www.wesman.com
November 2014
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27
SUCCESS STORY
From Project Consulting
2 Manufacturing
31 years success journey of Rhino Machines
Rhino Machines- the brain wave of Shri. R C Kothari, an eminent engineer and a veteran in the foundry field has established the company in 1983 in Gujarat. His competence of understanding the customer’s requirements two folded with his immense technological experience has enabled the company to gain a strong footing. At present, this well established organization is being carried out by his son Manish Kothari. Though established in 1983 as a project consultancy firm under Shri. R C Kothari, the company Rhino Machines started fully fledged in 1991. Today, it is one of the leading companies in foundry equipment productions, marketing, consultancy as well as engineering. After collaboration with Fondarc, a French company, in 1994 their proficiency in bringing the latest technology to the market further escalated. Rhino Machines started manufacturing in late 1980s with dedicated vendors, and set up its own manufacturing facility in
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Vithal Udaynagar, Dist. Anand. Starting with a bare minimum facility of 900 sq ft covered and 1600 sq. ft open area in 1996, it now has its own fully owned facility of 18000 sq ft and 10,000 sq. ft of rented premises. Manufacturing facilities Rhino’s own manufacturing facilities were set up in 1996 under the leadership of Manish Kothari at V U Nagar, Anand, Gujarat. The engineering industry set up and ease of business enabled Rhino to set up a strong Vendor Centric infrastructure
Debashri Das
The initial years of establishing Rhino Machines were really very tough. No trained staff and heavy turnover of staff disturbing production line had become a serious threat. R C Kothari’s understanding of customers’ needs coupled with a vast experience in domestic and international technologies provide immense foresight to overcome the initial challenges. using the SSI backbone of V U Nagar. The loyalty, consistency and reliability of vendors
working with Rhino since inception, and those joining in are the pillars of strength in
November 2014
Rhino’s growth. A lean manufacturing approach in its own production activities with distributed profit centres and cohesive working form the core strength of Rhino’s manufacturing ability- gives company the facility to expand and contract to industry needs without burdening the organization on infrastructure.
“We are focusing on establishing Sand Regeneration Systems as a economically viable solution”
Initial challenges Life, as it is not always the bed of roses, Shri. R C Kothari too had to face initial challenges. His initial years involved in establishing the project engineering consultation and guidance to set up projects to erstwhile foundries. Those years were really very tough for him. No trained staff and heavy turnover of staff disturbing production line had become a serious threat. No handling facilities and financial crisis led to the project delay. Unavailability
Gajendra Prasad Project and Sales Head I am growing with company’s ideology and principle for last couple of years. Technically this is my first company after completion of B.E. I got complete support from management and colleague from the first day of joining.
November November2014 2014
Manish Kothari Managing Director, Rhino Machines Tell us about your journey from Plant Engineer in L&T to MD of Rhino Machines. After graduation in April 1991, I was selected in L&T Hazira and worked as Plant Engineer for six months, before joining my father’s Foundry Project & Consultancy business. I went into field work for Foundry Projects Installation and Commissioning involving projects across India and in Africa for the initial 4-5 years. Rhino Machines was formed in 1991 with me as the Sole Proprietor. Trained under my father Mr. R C Kothari, I was exposed to the best of technology with visits to GIFA very early in 1994, and was involved in forming the most important relationship with Fondarc, France in 1994 for Green Sand Process Technology. Present condition of the company The firm has evolved out from a humble engineering organization has become now
a well renowned and trusted name in the Technology Front. Today the firm headquartered in V V Nagar, Anand, Gujarat has pan India presence and has offices & partners in Jalandhar, Kolkata, Belgaum, Kolhapur and Coimbatore, and overseas partners for Middle East. What you see in the next five years in Rhino? The path and vision for Rhino has been well spelt out and Rhino had set its vision in 2009 for the 5 years, which is continuing. Moreover, we are trying to take the sale of FM from presently 10 machines per year to 30 installations per year. My team is also working on the process of increasing the presence of FM in larger casting productions. The company also has plans for introducing plants of 40-120 t/hr in RMC with the ECOFLEX design and technology partnering with our associates. We are also focusing on introducing and establishing Sand Regeneration Systems as a economically viable solution for
Top Corporate as well as SME/ SMB for Green Sand, Chemically Bonded Sand alike. Rhino is working on establishing Skill Development Centres in the company itself and around the country based, bridging the skill gap between Industry and Institute, and catering to the Foundry Industry. Introduction of FMS/ AMC Solutions, to bring specialized service support in the industry and to become a Home-Grown Brand Technology Provider yet within the reach of one and all are some of the highlighted projects on which Rhino is working presently with the optimism of achieve it all in the next five years. Who are your inspirations behind the success? My Father, RC Kothari was of course the first inspiration. His acceptance in the industry due to technical knowledge and hands on experience was most important learning. My Mother, Pramila Kothari also contributed financially from business done at home. Her calmness, patience, will power and high moral values were instilled in us from childhood. My Wife, Rashmi Kothari gave me the moral support and the cohesive thinking as inspired to reach to greater heights. She took over my mother’s baton seamlessly in supporting me throughout. I should also mention here the names of my brothers Rohit & Pantul who always provided the necessary fallback guarantee to grow any business, and allowed me to take the risks in business to grow and at present are involved in the vision for next 5 years one way or the other.
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R C Kothari
Founder Rhino Machines
R C Kothari, founder of Rhino Machines was a B Tech student of IIT, Kharagpur. Having completed M Tech, IIT Bombay in Ferrous Production Metallurgy in 1962, he started his career witrh Bhartia Electric Steel Company Limited, Kolkata. After gaining experience in steel melting, he became the member of core team for development of Center Buffer Couplers introduced first time in 1960 by Indian Railways, under the control of American specialists. He also worked with Hindustan Motors Limited, CIMMCO and Pioneer Equipment Company, Baroda before he started his own company, Rhino Machines. To get international exposure, he visited World’s Best Foundry Equipment, Technology and Materials held every
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5 years in 1979, 1984, 1989, 1994, 1999. Apart from it, he attended many other international conferences which boosted up his business experience. In 1995, he set up Rhino Machines with own assembly and manufacturing shop with strong vendor base in V V Nagar. He joined hands with Fondarc, France for manufacture of State of Art High Pressure Moulding Plants, Sand Mixers, Sand Plants and On Line Sand Controllers. Getting financial support from Charotar Nagrik Sahakari Bank, Anand, R C Kothari with his inherent marketing skills and stamina, became successful in gaining a sound establishment of the company. Today, this company is successfully achieving 31 years and fulfilling the aspirations of the founder under Mr. Manish Kothari’s leadership.
Rhino has evolved as a truly global player providing an exhaustive range of cutting edge foundry equipment and world-class technology from global industry leaders like Fondarc (France), Fata AluminiumRegeneration Division in addition to their own Innovations and Developments. of quality checking policy and quality staff resulted in rework and absorbing heavy rework charges. Due to small workshop and less manufacturing facilities, clients, at first, were hesitating to give orders, but after convincing them technically, they agreed. R C Kothari’s understanding of customers’ needs coupled with a vast experience in domestic and international technologies provide immense foresight to overcome the initial challenges.
Ashit Desai Production head I am proud to be the part of Rhino Machines. Rhino Machines started its own manufacturing unit in rented basis workshop with Fondarc France collaboration. We work as a family for reaching the target.
Complemented with the team’s strength, the company finally achieves newer heights and goals set while following the values, mission and vision set by the founder. Today, Rhino is Gujarat’s leading foundry machine production, equipment marketing, engineering and Consultancy Company. Rhino has evolved as a truly global player providing an exhaustive range of cutting edge foundry equipment and worldclass technology from global industry leaders like Fondarc (France), Fata AluminiumRegeneration Division in addition to their own Innovations and Developments. In the past, it has worked with several European/American/ Japanese global partners, wherein Rhino’s market intelligence and standing was leveraged for developing their markets. Being the only manufacturer and designer of Mix Cooler RMC series, online Green sand Controller RTC series, Green Sand High Pressure Molding Machine, Ecoflex Compact Sand Plant and many more, the company has a record of manufacturing top notch quality conventional Green sand, pouring and centrifugal casting
November 2014
products. Basic machining facilities In its premises Rhino has basic machining facilities such as lathe, milling, horizontal boring, radial drill and allied machines; fabrication facilities – gas cutting, welding, grinding; inspection facilities – check gauges, verniers, mircrometers; electrical panel building facilities; Licensed Siemens software and hardware for programming of PLCs; Supporting infrastructure like overhead handling cranes and the required tools for machinery assembly, testing are part of the facilities. In addition, Rhino has long-term tie ups with Vendors within V U Nagar and between AhmadabadBaroda for hydraulics, machining, fabrication-managed by well experienced PPC team at Rhino. “The facilities of Rhino are built on the sound platform of Lean Manufacturing and Distributed Profit Centres. Each vendor of Rhino is an independent profit centre, bringing inclusive growth and flexibility for all,” says Mr. Manish Kothari, the Managing Director of Rhino Machines. Present market share This industry does not have any published information on the sales of different suppliers but Rhino can vouch to have 100% market for an indigenously manufactured technology for the following products 1. RTC - Online Sand Controller 2. RMC – Sand Mixer Cooler 3. FM – High Pressure Moulding 4. ECOFLEX® - Compact Sand Plant Marketing Manager, Mr.
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Gajendra Prasad adds- “We are more focused on technological sale instead of market share. Technology should reach the industrialists, who are ready to absorb. We are working on that since last 25 years and company is also growing with this principle.” With production below Rs 1Crore from 1996-2005, the company is reaching the target of 30Crore in financial year 2014-2015. Latest product launched The company indigenously developed stand-alone High pressure molding machine with the assistance of the European Consultant. In foundries, the machine will always remain in demand, and hence will pave the path of its market success in future. Now, they are going to manufacture Thermal Reclamation Machine in collaboration with FATA-Italy.
Being the only manufacturer and designer of Mix Cooler RMC series, online Green sand Controller RTC series, Green Sand High Pressure Molding Machine, Ecoflex Compact Sand Plant and many more, Rhino Machines has a record of manufacturing top notch quality conventional Green sand, pouring and centrifugal casting products.
Customer Base Rhino’s presence is in foundries only, yet diversified to different industry segments such as Power, Infrastructure, Automobile, Tractor, TwoWheeler, Railways, Valves, Refrigeration, Grinding Media,
technology products, which has been supplied to Top Corporates as well. The basis of Rhino’s growth has been the unconditional support of the industry and readiness to adopt, implement and embrace
Manhole Covers, Sanitary
Indian Technology. Rhino’s
Fittings, Pipe Fittings, Steel
customer base has grown
Castings. Rhino has understood
geographically, with Northern &
and managed to not have more
Eastern regions being its biggest
than 25% as single customer
domains after the home domain
order value of one customer in
of Gujarat. Rhino has now
each year, and not more than
entered into the rich engineering
40% presence in one single
casting belt of Kolhapur-
industry sector.
Belgaum, and Coimbatore with
Having Rhino’s focus on SME/ SMB as primary customer base,
new technologies partnering with enterprising customers.
which constitutes nearly 80%
Rhino has more than 500
of the foundries in nos, Rhino
customers in India for various
has successfully established in
solutions, and specifically 39
the small and medium sector.
RMC/ RTM Installations, 19
At the same time, Rhino is
FM (in 4 years span) and 80
manufacturing certain niche
installations of RTC. To name
a few, some of their key customers are Sharp Chucks, Jainson Malleables, Shriram Pistons & Rings, Shanti Iron & Steel, Godawri Spherocast. To make Rhino a self sustained and system driven organization by embracing systems, human resource development, skill improvement, technology upgradation, training of soft and core skills and development of new products and product lines as per industry needs. In conclusion, we can say that Rhino Machines is still on its way to do more to the modern industries and with its continuous strive towards excellence, it surely is going to leave footprints on the mind of its consumers, as it believes in “Strive not to be a success, but rather to be of value.”
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MANUFACTURING EXCELLENCE
Challenges of Family Owned Businesses Managing a SME in India - Part 23 As a continuation of our regular column on Journey Towards Excellence, we will discuss on few more points to manage SME’s better in India. Many SME’s are run by a family. The wish of the Founder would be continuity of business for generations. Let us try to understand the things family should focus to make this wish happen. 35. Overcoming challenges of family owned Businesses
Many times son or daughter have been pushed as Entrepreneur by force and it is likely that they may not like the business, may not have the passion in which father started thebusiness and takes time to understand the business the way father understood over years.
Many SME’s are run by a family. We observe scenario where father as an Entrepreneur by choice starts a business in a trade where he is comfortable. His wish would be that his son or daughter takes over the business eventually and make business last for many generations and all the money stays in the family. To fulfill this, he takes pain to get their offspring well educated. Many times son or daughter have been pushed as Entrepreneur by force and it is likely that they may not like the business, may not have the passion in which father started thebusiness and takes time to understand the business the way father understood over years. Apart from this, there would be difference of thinking because of generation gap, communication gap and difference on the way business is viewed. As the business grows, other family members including siblings would become part of business. The family takes control of business entirely with
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P S Satish
limited involvement of outside professionals. The head of family finds lot of challenges to sustain and grow family business. Eventually in 2nd generation or maximum 3rd generation family business is gone. But the wish of the Founder would be continuity of business for generations. Let us try to understand the things family should focus to make this wish happen. There are normally three types of businesses related to family:
a) Family owned: The business is 100% owned by family members. Major decisions are by them with limited or no involvement of professionals b) Family controlled : Here the family has major stake with other partners. Family has a say in all major decisions. Reasonable involvement of professionals. c) Family as a minority : In such business, over the period, family has reduced their share in the business and allow professionals to run the
business. Family members can be a part of business or can be a part as advisors. This article focuses on family owned business though applicable to family controlled businesses. Family owned and controlled businesses in any country have a major share. In Germany, it is told that more than 70% of GDP of the country is contributed by family businesses. It is also seen that Family businesses normally do not lost more than 3rd generation. The main reason is attributed to inability to adapt to challenges as
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the business grows and lack of Governance in place. Let us look at positive, negative side and challenges of family business: Positives: • Financial security of the whole family • Liability is shared as one can protect the other in any eventuality • Loyalty and sincerity towards business is guaranteed • Typically employee relationship is better in family business • There is a commitment to grow and pass on business to next generation • Integrity issues are less • Knowledge continuity would be there • From customer perspective, brand is associated to reliability Negatives: • Sentiments or obligations may come in the way of harsh decisions • Emotional attachments may come in the way of logical decisions • Inadequate business skill or lack of interest by the Inheritor • Linkage of personal and business issues • Key positions are taken by family members with no room for qualified employees Challenges: • Missing Governance • Nepotism • Rivalry/ disharmony among
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siblings • Emotions mixed with logic • Siblings feeling better opportunities elsewhere • Communication issues • Succession problems • Generational conflicts • Self-motive of few members • Missing professionalism • Lack of long term goal • Not well defined roles Let us look at typical Indian culture of family and how this has an impact on business culture Indian family culture: • Less personal space to sons/ daughters; less chances to express preferences • Limited chances to give feedback on the decisions of the head • Communication from head to son is through mother • Recipients feeling that communication never felt by the head • Whole family members align to the family head(s) • More domination by the heads who brought more wealth • Their decisions about their sons/grand sons are biased • Finer feelings, hidden talents of the sons/daughters not recognized Impact of family culture on business culture: • Key promoter makes the decision and his team(sons
Rivalry/ disharmony among siblings is a major challenge faced by the family businessses in India
or younger brothers) is not trained to respond to or conflict with him • One Genius and thousand followers thinking • An in secured person establishes a rigid system. He tries to control every minor decisions • Risk taking person, once succeeded, becomes very conservative, superstitious to retain business • Communication suffers as mother is absent in the loop • Lack of mutual trust among the board team – sometimes revealed to the employees • Open criticism or restrictions on juniors (sons or younger brothers) by the senior • Young man entering the board struggles to accept conservative approach to bring
in change • Young man find it difficult to communicate with seniors who are set to vibrate with the Father or elder brother ( and also vice-versa) • When young man takes over, employees have to manage two cultures ( old and new) and sometime confused with two instructions Overcoming challenges of family Businesses: - Clarity of vision: Continuity of family business depends how well the vision is defined by the head of family. It is important to define well the vision and to ensure that all in family align themselves towards this. Best would be to define jointly. - Corporate Governance: What is the mechanism in which the Business is governed?. Is there a board or independent body that monitors how the business
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Each member getting to know each other deeply will build trust among each other. To keep the bondage, plan at least yearly once meet where all family members join with their spouses and children. Better bondage at individual level means better business.
is run and how strategic decisions are taken. In family business, bringing Governance in picture is a must to run well - Delinking family and Business: One should not bring family affairs in picture when dealing with business. Clear demarcation is a must to run the business effectively. The overlap between ownership, management and family should be minimum. - Values define what the owner wants to hold as worthwhile. The defined values to be nurtured in the
do not go by number of years of experience. Check his or her expertise and suitability to align to the culture of the company. If the chemistry does not match, the professional will not stay long in the company.
To start with, give easy opportunities where the professional can be successful before adding other things. Do not dump problem area right at the beginning which might demotivate him.
I have seen cases where a professional was hired from a structured environment and he struggles to get himself adjusted in an unstructured atmosphere. So lots of efforts are required to look for a person who can adopt and then develop. Check also his motivation (e.g. he may want to be an Entrepreneur
- Family get-together:
While selecting a professional do not go by number of years of experience. Check his or her expertise and suitability to align to the culture of the company. If the chemistry does not match, the professional will not stay long in the company. younger generation right from childhood so that when they come into business they are better aligned. The values practiced by the company at the front end leads value to Customer at the back end. - Recruiting a professional: While selecting a professional
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someday) to join the company and support him towards that. - Induction programme: The professional should be given enough time to understand the company culture, values and business itself. He should be brought in slowly before handing over everything.
Each member getting to know each other deeply will build trust among each other. To keep the bondage, plan at least yearly once meet where all family members join with their spouses and children. Better bondage at individual level means better business. - Allow professionals to run: Having taken a professional, do not try to control too much. Give them free hand to make decisions on their own and to run. They become reactive if someone tries to control. You may define broad boundary conditions under which the professional should operate. Your job should be only removing any obstacles on the way when the professionals are running. Some owner told me that how he can be silent when he sees money is burning before his eyes. Take control yourself for any short term critical actions and leave actions which can wait
to professionals. Slowly make them sensitive to address critical short term actions & remove your control. You need to make a clear choice of what to empower and what to control in the interest of the organization. - Mentoring the Young: When new family members join the business, they struggle to adjust to the culture of the business. At that time, it is important to mentor them by assigning a senior member to them. The senior can spend time regularly with the young one to mend to suit the business. - Transparency: Any secretive decisions by family members which may hamper the work of the professional will demotivate him. Try to be transparent as much as possible. - Advocacy and Inquiry: Normally there will be a tendency by the owners to instruct what to do and what not to do to a professional. Suppose a professional brings up a professional A, do not try to give proposal B without evaluating as an Inquiry merits and demerits of proposal A - Knowledge on Finance:
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Every family member who is into business should know well how money works, basic financial aspects and sensitive to cost aspects. He should be aware how market dynamics like inflation, bank interest rates can have an impact on business. In fact, I would say, it is required for all in the company members so that they realize value for money. - Alignment: Members of family involved in running the business should align themselves clearly on their roles and responsibilities. Multiple instructions to employees from different members should be avoided. Employees are likely to take advantage of such situations. - Relationship: Work on building relationship not only with members of family but also with others. Half the problem in family business is rooted to ego and selfishness. By developing good relationship, better management is possible. - Communication: It is a vital element to keep all in family business together. As explained earlier because of family culture, open communication is not done and this creates lot of misunderstanding. Communication should be horizontally, vertically – upwards and downwards. Half the problem can be resolved by communicating and discussing with people. - Be ready to hear unpleasant: We see in organization that many wants to give rosy picture of situation to CEO or owner by hiding the reality. Owner will get used to this and when someone tells the hard truth he would get upset. Open your ears to hear all
November 2014 July 2014
critics and unpleasant things to take further action. Allow employees question status-quo and freedom to express. - Be selectively blind: As an owner, you are likely to find mistakes in everything and the way professionals work. Do not get into minor things and ignore as if you have not seen.
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By trying to professionalize the company as above, family business can be well prepared to face challenges of market. As suggested by author Ward, think on strategic planning – o Family commitment to the future of the business.
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o Assessment of the health of the business. o Identification of business alternatives. o Consideration of family and personal goals. o Selection of business strategies.
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o Assessment of the family’s interests and capabilities Family business has lot of potential to grow. With change of mind set, being focused and taking support of professionals and mentors, they can grow to greater heights and also can sustain business for generations. I will continue the series of article in the next issue. Please send your inputs,remarks,suggestions to P S Satish, Mentor and Capability Developer, M/s Saraswati Industrial Services, Q 103, MantriParadise Apartments,Bannerghatta Road, Bangalore-560076. Do visit www.satishps.com Have a good day.
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TALENT MANAGMENT
Measuring Training Impact The Holy Grail of Learning
Continuous learning is essential to the ongoing success of any organization. But it comes as some surprise to find that many mid-tier organizations don’t measure the impact of their employee training. That’s right – fewer than 15 % measure learning impact. Yet, behaviour changes and ROI are the very things almost every organization wants from their training department. How can you turn it into something more concrete? More than 240 books on Amazon.com and 90 articles on the ASTD website are devoted to the measurement and evaluation of training. There are also more than 2,000 websites featuring consultants and tools to help the measurement process. Yet, despite all these extensive resources, most training departments in my opinion do not have an actionable measurement program. As many of you are aware, sustainable behaviour change is a good indication of the success of a learning and development program. But it is equally important to ensure that change in behaviour is aligned with the business outcomes - whether that’s to develop sales leadership skills or improve productivity among staff for greater return on investment, linking behaviour with business outcomes will
enable you to measure and track any impact that change has had on the business and therefore demonstrate the true value of training. Companies that can demonstrate behaviour change, maintain this change and measure its effect on business results are the ones that perform the best. The key is to focus 90% of time and resource on putting in place steps that will align learning with the goals of the organization and sustain these skills. The other 10% should be spent on equipping staff with skills through training programmes. Continuous learning is essential to the ongoing success of any organization. It allows employees to cope with and also excel at increased job demands - allowing businesses to achieve excellence and maintain competitive
advantage. So it comes as some surprise to find that many organizations don’t measure the impact of their staff training and development on performance. The reasons include lack of resources, confusion about what should be measured and lack of staff who understand measurement methodologies. Many simply don’t think it matters to know which training is working best or having most impact. Also, many managers in charge of training simply don’t see measurement as a priority. However, as the saying goes; “if you can’t measure it, you can’t manage it”. And if you can’t measure or manage it, you may well ask yourself exactly what the point is in investing in it. A research conducted by
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Pavan Sriram
Deloitte in 2012 surveyed over 600 Training Managers asking them what their top two challenges were - 92% percent of respondents rated measurement as the top challenge. So the biggest challenge of Training Managers and Vendors is not to deliver appropriate training, but to measure the effectiveness of the training imparted. Unless the value or the impact of training can be accurately measured, there is danger of it becoming an enjoyable activity, but producing very little value to the organization. While it is important for participants to enjoy the learning experience, that itself is not the objective of training. The objective is to deliver high impact training that will raise the bottom line by increasing productivity.
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Are We Going About Measurement the Wrong Way? Why is this? One reason organizations fall short in meeting their own expectations is that many organizations tend to approach the measurement problem the wrong way. Rather than establish a measurement process which delivers actionable information to help them improve the effectiveness and efficiency of their operation, they overly focus on measuring the four levels specified by the Kirkpatrick model (1=satisfaction, 2=learning, 3=job impact, 4=business impact). Donald Kirkpatrick’s Four Levels of Training Evaluation has been the industry standard for measuring training success since 1979. Level-1 measures the participant’s reaction to the training program (smile sheets or program feedback form) and Level-2 measures the learning that has occurred, usually through pre- and posttesting. But Level-3 (behaviour changes back on the job) and Level-4 (ROI) are rarely, if ever, measured. In fact, according to the Learning Resources Network, 77% of organizations use reaction measures; 36% use learning evaluations; 15% measure behavior change; ‘and only 8% measure results’. While the Kirkpatrick model is a good taxonomy to help understand the basics concepts of learning measurement, it is limiting. Organizations which implement the most effective and complete measurement programs do not overly dwell on the measurement of job and business impact: they focus on capturing actionable, operational information which
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is relevant to their business and their key training programs. They set operational targets through key performance indicators and they measure them consistently and regularly. At ITTIGE Learning where we work with companies on learning engagements to ensure effective business outcomes – we suggest these five strategies to improve a training program’s overall efficiency during the frontend planning stage. The first three strategies are aimed at increasing the benefit (value) of training programs, and the following three strategies are aimed at decreasing costs. Although they are presented as interdependent, they may be applied individually or in any combination, Strategy 1: Align Training with Goals Determining where training budgets and resources should be allocated is an important decision for any training unit. Unless the training program is a revenue generating business, the budget is viewed as an expense – which is being continually scrutinized. Managing training budgets and resources should be no different than managing any other investment, such as major equipment or information technology acquisitions. Strategy 2: Reduce Time to Competency Since the ultimate objective of a training program is to develop skills, competencies and/or attitudes needed to resolve a performance deficiency and, in-turn, attain unit and organizational goals, closing the performance
deficiency sooner may result in significant added benefits. For example, sooner operational staff acquire skills needed to implement a new process, the sooner the savings will kick-in. Strategy 3: Select the Right Blend of delivery options Certainly, most training professionals are aware that eLearning, for example, can provide just-in-time access to training material whenever and wherever it is needed. Moreover, it can reduce travel costs and, in some cases, time required to complete training. Strategy 4: Consider Internal Versus External Options In certain circumstances, external training partners can be more effective and economical than internal trainers since they offer certain expertise in specific fields that are difficult to attain within a training group that caters to a wide range of needs. By capitalizing on external expertise, the learning curve of the internal training group may be reduced and costly errors may be avoided. Strategy 5: Duplicate Efficient Programs and detect problems areas Are you comparing the costs and benefits of various learning initiatives and allocating funds accordingly? Are you forecasting budget and resource needs for your training program over the next 3-to-5 years, or beyond? Do you know how your organization measures up against other training organizations/units? In other words, are you making the most of your training budgets and resources?
By managing training budgets and resources from a centralized database, data from multiple training programs, businesses, and/ or units may be compiled, analyzed, and compared – to identify ways of running training programs more effectively and economically. Measurement of training is a journey, not a destination - Training is a means to an end. No satisfaction, learning, or job impact measures are meaningful if they are not correctly applied to the right urgent and pressing business problems. And if we know what these are, then we can measure things which are far more specific to those initiatives, And it is a critical one: with organizations like yours spending 5-15% of your total payroll on training, it is important to know that these budgets are being well spent. We hope that this article and our underlying knowledge will help you make measurement an easier, more businessfocused, and more valuable process than ever before. I look forward to hearing from you at pavan@ittige.com with examples of your measurement challenges and successes. Pavan Sriram is the Founder and CEO of ITTIGE Learning, a performance-based training company that works with c-level executives to improve learning outcomes.
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BEHAVIOR MANAGEMENT
The Choice Is Yours! One always has a choice to choose his/ her Behaviour in this world. The Behaviour is what makes the Person you want to be. In the second issue of “The Choice is Yours” under the column of Behavioural Attitude, readers will come to know about Human Behaviour and its impact on an Individual’s Personal and Professional life. Reena Jabran
Turning the Second Leaf...
I have been reflecting on the essence of what Mr Neuron had said in the last meeting. ‘The Information I take in through the five senses has an impact on my thinking processes’.... and I realized, How true it is ! I was aware of the different experiences I went through in the past month. The statements I practically heard every day did have a deep impact on my brain. Some of the statements were such: ‘If you go out in the rain you will immediately catch a cold..... Don’t trust that person, he will cheat you........ If you start your work on a Tuesday you will not get the results...... This project will definitely not work out..... You have a fever for the past two days; you are probably having dengue.......’ The statements we hear, which causes an impact in us is called
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Inscriptions. The inscriptions start to germinate in the brain and we ponder a lot on what is being said to us. It does affect our actions and our behaviour. The result can lead to feeling miserable, confused or unnecessarily stressed out. The actions that follows depends on the strength and intensity of the information embedded in us.
and he is very particular about time’. I took my writing material, closed the door behind me and rushed out.
I woke up in the morning with a start as I felt the sun’s strong kisses on my face. I did not realize that it was already half past seven. I told myself ‘I better hurry. Today is my appointment with Mr. Neuron
Not wasting more time, I took my pen out, looked at Mr. Neuron and said, “Sir, last time you had left the conversation on a very curious note – about the Influencers.... Can you please make me understand
As I reached Mr Neuron’s house, he was waiting for me with a smile. He offered me some sandwich which he was munching, and I happily extended my hand, as I had not taken my breakfast.
what these so called Influencers are....? The Influencers: Mr. Neuron relaxed himself in his big cushioned chair and said, ‘let us start from the beginning of your birth. When you came out from your mother’s womb, you were exposed to the outer world and you felt uncomfortable. You cried, thus taking that first breath. Slowly as days went by, your five senses opened up one by one and you were exposed to the various pictures, sounds, smell, taste, touch and emotions. You reacted or responded to the
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world accordingly. People around influenced you with their interpretation of the world, and inscribed their thoughts in you through their words, feelings and action. In that manner, you started to perceive every experience with the information fed to you.’ Saying this, Mr. Neuron went off to make a cup of coffee for him and me. In the meanwhile, I sat and pondered on what he said. ‘My thinking patterns today are a net result of the information that was fed to me right from my childhood days. Wow! so there is a possibility that I have taken a lot of misconceptions and detrimental inscriptions on the way. My actions and behaviour whatever it may be today is a direct outcome of the inscriptions. I was definitely influenced by my parents, family, teachers, friends, television, books, and the external environment’
on human behaviour is real and natural. Any individual behaviour can also depend on the impact of the environment and surrounding that they are accustomed to. Another important aspect of human behaviour is the core faith which has been handed over from one generation to another. This is manifested in the forms of religion, philosophy, culture, beliefs, morals, and values that have influenced the individual. Emotions connected to shame, guilt, pride, discomfort, can arise from the information stored in the brain and also the inscriptions that can be installed by others. Lastly, the Beliefs can cause a strong impact on an individual’s behaviour.’
Linguistic Programming [NLP] which she believes originates from Neuro-science. She heads the organization called ‘Jayakartha’ who are enablers of Personal and Organizational Excellence through Behavioural and Attitudinal changes. She has coached more than 600 students from all over the world in NLP, and more than 25,000 participants has attended her seminars in the past 14 years. She is accredited to an International body to issue Practitioner and Master Practitioner Certificates. Her corporate trainings has its core in this technology. You can access her at The author Reena Jabran is www.jayakartha.com She a student of Psychology and today she is a coach and mentor loves writing and reflects the in the Technology called Neuro technology in her works. Suddenly I realized that a new word has been introduced by Mr. Neuron – Beliefs. I wanted to understand more about beliefs, and I knew as the time was up, I had to postpone that question to our next meeting.......... Just then, Mr. Neuron got up and hurried to his room waving his hand. I thought, ‘what an un-courteous behaviour’. Well, I needed Mr. Neuron and consoled myself saying, ‘it is alright, move on Reena.....’ I took my things and went out as I had his phone number and I could always call him and fix the next meeting......
By then, Mr. Neuron had come back with two cups of coffee. He handed a cup to me and said, ’these thoughts in your brain applied in experiences get either strengthened or gradually drop off. That thought which is strengthened as it works out for you, are called Beliefs. There can be Beliefs which are useful and Beliefs which are not useful. At any given moment of time, the useful beliefs can also be dropped when they are not working for you. Behaviour depends on the Beliefs that one has.’ ‘Now, coming to the Influencers’, he continued after a pause ......’Patterns of behaviour can be inherited from the parents who inherit from their parents, thereby making us understand that the influence of genetics
November 2014
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39
FAIR MART
bC India 2014: Creating Momentum! 3rd edition will be held at India Expo Centre, Greater Noida bC India show is an exhibition focusing on latest machineries, technologies and innovations for the construction industry which will be held at the India Expo Centre of Greater Noida, Delhi NCR. The event will run from December 15-18, 2014. Approximately 710 national and international exhibitors from 33 countries and more than 28000 visitors from India as well as abroad, bC India, after two successful events in Mumbai is shifting to Delhi this year.
This business platform will draw in together global market leaders and industry representatives to India. bC India is a biennial event to showcase the innovative technology in the construction and infrastructure sectors. It is a joint venture between two internationally successful trade show organizers: Messe Muenchen International, organizer of BAUMA, and AEM, organizer of CONEXPO-CON/ AGG. Attendees of bC India show can take benefits of a comprehensive industry-focused education program with a wide gamut of educational presentations and professional conferences. Exhibitors, trade organizations, as well as industry associations will share their experience and present latest trends and technologies.
Mark your dates!
The third edition of the International Trade Fair for Construction Machinery, Building Material Machines, Mining
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big players inclusive of Peri, Kumkang, Doka, Layher, Ulma and Pranav will be represented.
Igor Palka CEO, bC Expo India Pvt Ltd “I am convinced that the market will pick up again and that we will be able to offer our exhibitors and visitors a first rate exhibition in December,” Machines and Construction Vehicles is still very well received at the international level. There will be a total of seven joint exhibits, i.e. from China,
Germany, Great Britain, Italy, Korea, Spain and the Unites States. CEO of the organizer, bC Expo India, Igor Palka is very optimistic about the fair, saying, “We understand that, despite all the positive signs, the Indian market is still struggling at this time, but we are very optimistic that a number of other companies will register to exhibit at the fair before it opens.” Despite of the tense economic situation, many major manufacturers like Aquarius, BKT, Kobelco, Liebherr, Sany, Terex, Volvo Penta and others will take the advantage of bC India exhibition as a presentation platform. The scaffolding and formwork sector will remain the main attraction, and all
Rajesh Nath MD, VDMA India “bC India Show is going to be the biggest show of machinery. It will drew in huge exhibitors from across the world and hence can change the coming year into a magical one.”
IMTEX 2015
Engineering Expo 2015
IETF 2015
January 22-28, 2015 BIEC, Bangalore
February 13-16, 2015 Education Society Ground, Ahmedabad
February 26-28, 2015 Pragati Maidan, New Delhi
17th Indian Metal-cutting Machine Tool Exhibition will showcase the exhaustive range of innovations and technological refinements in the cmetal-cutting machine tools.
The Engineering Expo 2015 is a major trade show in various locations in India that exhibits products in different manufacturing categories.
The 21st International Engineering and Technology Fair will be a comprehensive B2B event, segmented
Visit: www.imtex.in
Visit: www.engg-expo.com
Visit: www.ietfindia.in
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into clear relevant sections of the engineering and manufacturing India.
November 2014
ANNOUNCING INTERNATIONAL MANUFACTURING EXPOS
APRIL 3, 4 & 5, 2015 TATMADAW HALL | YANGON | MYANMAR
JUNE 10, 11 & 12, 2015 KICC | NAIROBI | KENYA
EXPLORE I EXPORT I PROSPER
For more information please contact : Mr. Senthil Kumar | +91 90030 25104 Mr. Madhivaanan | +91 94443 67743 Mail : manufacturing@efipl.in
Brought to you by
Mr. Ritesh Shah | +91 93282 49374 Mr. B. Swaminathan | +91 97890 95247 Website : www.manufacturingexpo.in
Supported by
Concurrent Events
Organizers of International Exhibitions on PLASTICS PACKAGING
November 2014 SRI LANKA ▪ KENYA ▪
3 rd
MANUFACTURING RUBBER
MYANMAR ▪ VIETNAM
Tanzania Chamber of Commerce, Industry & Agriculture
3rd Edition
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41
CASE STUDY
PERFORMANCE Mercedes-Benz has a long – and successful – history of motorsports competition. Mercedes-AMG automobiles exude sporty styling, luxury, and, above all, impressive power. But some AMG owners, although quite satisfied with the luxury and style, crave even more power – lots more power. These Mercedes-AMG owners increasingly turn to Weistec Engineering to take their cars to the next level of performance. Since the 1960s, the fine-tuned engines behind the racewinning Mercedes vehicles have come from AMG – first as an independent company started by two Mercedes engineers, and today, as the company’s in-house performance division. Co-owners Michael Weiss and Steve Atneyel started Weistec Engineering in Santa Ana, California, to satisfy their own appetite for speed – and that of other Mercedes-AMG owners. “My background is mechanical engineering,”
42 42
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explains Weiss, the company’s technical director. “Steve and I worked together in the performance aftermarket, and really enjoy what we do. Although we worked on American cars, mostly Mustangs, we drove Mercedes for our personal vehicles. We saw a niche in the market for offering performance products for these cars, so we put our heads together, worked out a game plan, and came up with Weistec. “We make and install performance products for Mercedes-AMG vehicles,” he continues. “Supercharger upgrades, turbocharger upgrades, exhaust systems, transmissions, ECU tuning solutions, drivelines – everything that allows cars to develop more power and better drivability. More power,” he explains, “means engines producing
anywhere from 500 horsepower to well over 1000 horsepower, depending on the platform, how much power the customer wants, and whether racing or CARB legal (California Air Resources Board) is the priority.” Except for their racing products, Weistec components are 50-state emissions compliant. Weistec engineers its products specifically for the E55 AMG model with the M113K engine, the SLS AMG model with the M159 engine, and the ‘63’ model AMGs – like the CL63 AMG and E63 AMG – with M156 and M157 engines. All components are designed with the concept of carrying over the Mercedes style to their products, so they have the look, fit, and excellence of design and materials found in OEM parts.
For example, Weistec superchargers use high-quality castings that closely match the Mercedes style. They turn up to 18,000 rpm and produce more than 10 psi boost. Their racing engine superchargers produce over 30 psi boost at more than 30,000 rpm. They are engineered for high performance and dependability, with components precisionmachined to exacting tolerances on Weistec’s Haas VM-3 CNC Mold Making VMC and ST-30 turning center. The superchargers fit the engines precisely, and work seamlessly with supporting Weistec components to efficiently get the power to the wheels. And Weistec’s ECU tuning solutions get maximum performance
November November 2014 2014
from the supercharger system. “One of the main things that differentiate us from our competitors,” points out Steve Atneyel, director of operations, “is that we have a very good system in terms of putting the hardware and the software together to get everything running right. That’s how we get our products CARB legal. There is a lot of OEM integration, so we really have to think everything through.
the side or after hours. I’ve always done the calibrations, but I also have a business degree.
our own record twice in the quarter-mile, and right now the overall Mercedes world record stands at about 9.60
So, for the business, Mike is the designer, and I am the calibrator. Those two skills go together very well. It is a perfect synergy of getting everything working right.”
That is using our 6.2* liter,
Some manufacturers just do hardware, and some just do software. We do both, and we put them together very well.
And Weistec certainly gets everything working together right. In just four years, the company has forged a reputation for offering products and services that provide high performance without sacrificing reliability.
“I was a computer calibrator for ten years on Ford, Chrysler, and other American car models,“ Atneyel adds, “but working on Mercedes was always a hobby. We’d do it on
“We have multiple Mercedes world records, but our customers mostly want to see things like quarter-mile times, and 0-to-60 mph speeds,” says Weiss. “We’ve beaten
November November2014 2014
seconds and over 153 mph. M156 supercharged engine in a CLK63 AMG. It is naturally aspirated from the factory, and we add our supercharger and all the complementary parts to handle the power increase – the electronics, intercoolers, transmission, oil coolers, and things like that.” “It is zero-compromise performance,” Atneyel emphasizes. “We do not compromise the drivability, or the look, the quality, or the luxury of the car when we install our products. We have a passion for what we do – it is as refined as the AMG Mercedes was when it came from the
factory. That is hard to find in the industry today. There is a lot of compromise in the parts that some companies sell, and that is where our customers hold us in a different light. Zero compromise.” * Although the AMG version is a 6.2L V8 engine, Mercedes finds it appropriate to stay in touch with their roots and use the “6.3 V8” badge and “63” model designation as a nod to the famous Mercedes 300SEL 6.3L engine, used in the first S-Class. Weistec depends on their Haas CNC machines to make their precision, zero-compromise products, and meet their commitment to their customers. “I think the whole experience with Haas, from dealing with
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4343
the local sales reps, was very good,” says Weiss. “They were knowledgeable, personable, and very helpful. They asked to see the parts to get an understanding of what we do, and they were focused on what we needed and the best way to accomplish that.
Atneyel points out. “But many
“We discussed which machines to get for a week or more,” Weiss remembers.
“Normally, the table has
“We discussed table size, spindle speed, every detail, and Haas helped with that, too. We finally decided on the VM-3 Mold Making VMC, and the ST-30 for turning. The VM-3 came standard with most of the options that we wanted, which cost less than adding the options we needed to another model we were considering. These are our first CNC machines, and we are very pleased with the machines and the service. “We really like the parts catcher on the ST-30 delivering parts through the door to
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of these get a final op on the VM-3, so we use multiple fixturing in the mill. Our head machinist has a reputation for thinking outside the box, and finds a way to make a common fixture to support several similar parts.”
low-quantity, multiple fixtures mounted on it,” adds Weiss. “We are a high-quality manufacturer, so sometimes we need thirty of something cut, anodized, and on the shelf quickly.” Weistec employs high technology wherever possible. They often make rapid prototypes on their in-house 3D printer, before using the machining center to make a test part. Larger, more complicated 3D models are sent out for rapid prototyping. Using the 3D prototypes to verify placement and design concepts reduces costs. It permits an inexpensive model to be made and tested – with
a tray without shutting down,” he adds. “That saves a lot of time. The VM-3 has probing, programmable coolant nozzle, extra lighting, and a lot more. The machines we have are perfect for our operation. We really put the machines through a beating, and reliability has been excellent. They’re not just cutting aluminum all day; we cut a lot of stainless, steels, and some Inconel™, with a high load. Many times, we push the tools to their limit.”
the flexibility to allow quick
“The ST-30 does most of our parts, because we make so many pulleys and round parts,”
manipulated on screen to
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changes – before requiring more expensive machining time and materials. In addition to the usual QC measuring instruments, the Weistec Quality Assurance Department is equipped with a Faro portable 3D measurement arm with both laser optical scanner and touch probes. A computer-generated scan can produce measurements as close as five ten-thousandths of an inch (0.0005”). Scanned images can be rotated and display how a component will appear when it is installed in
the vehicle. Weistec also scans the engine compartment without the engine installed, and uses the images to check for interference. Scanned images of the engine with new components installed are “fitted” into the scan of the engine compartment to locate areas where the designs may need adjustment. This “reverse engineering” is necessary, because Mercedes does not make models or design information available to the aftermarket. Using this technology provides faster measurements, and helps ensure the parts fit and work together freely. Weistec Engineering has earned an international reputation for quality. Most of their vehicle modifications and parts sales are to foreign customers, who tend to be young, successful, and have a passion for perfection, style, and performance. But lately, there is another demand for Weistec expertise.
designing, and that we are constantly thinking about, that can really set the company apart and take us in a new direction. They will separate us from the competition, and make the business even more successful. And we want to cover more platforms, as well. Our competition has been in business for twenty years, and we have been in business for four. We’ve covered all the platforms they have – but in much greater depth. So we are ready to expand.” “Good enough really isn’t good enough,” insists Weiss. “It has to be above and beyond. A lot of our sales go around the world. We have sales from the Middle East, where conditions are 120˚F plus, and in Russia, where it gets to -40˚F. All the materials, coatings, belts, and even the computer calibrations – everything – needs to work perfectly. They have to be designed for and made to survive extreme conditions, and that takes a lot of time, effort, and energy to produce.
“People see the quality in our products, and approach us to design or make parts for them, so we also do a lot of privatelabel work,” Atneyel says. “It is our quality, our fitment, and a lot of our design, but their label. Our company will also expand in that direction, because other suppliers can see that we are totally committed to making our products perfect.
“So quality is extremely
“Naturally, we talk about where the company is going a lot,” Atneyel adds. “We have a passion for it. There are products that we are
have a great product – but
important,” Weiss concludes. “It’s a different world out there. Internet communities that talk about cars are major pieces of the puzzle, so when one person has a good experience and goes online, they will show some photos, and maybe some videos. That is very important, from a marketing perspective. The word spreads quickly if you even more quickly if you have a bad product. In our mindset, there’s no room for even one dissatisfied customer.”
November 2014
November 2014
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45
CASE STUDY
Effective Energy Management measures through ElNet 32 India’s top pharmaceutical company, Dr. Reddy has set up CTO unit-3 manufacturing plant in Hyderabad by installing EMS software of ElMeasure which cut short the power losses to 4% between the coming in transformer and the distribution panel.
In the midst of increasing global concern regarding conservation of energy, industrial plants start to feel the need of checking their operations. According to a report, approximately one-third of the total consumed energy in US accounts to the industrial sectors. The consequence of the cost on volatile energy increases the importance of doing internal investigation as well. Regardless of frequent rise and fall, energy expenses constantly remain one of the most required products in the budgetary operation of an industry. No one can deny the fact that intelligent use of energy in a plant involves complex processes. Every operating procedure is different from the other even if it is carrying out in the same organization. Hence, each individual plant has to find out a unique path to much improved efficiency. A credible step has been taken at Dr. Reddy’s by installing ELNet32 software of ElMeasure in the CTO unit-3 manufacturing plant in Hyderabad, India. Spreading over 12 acres and having employee strength of 600, this plant initiated energy management methods to reduce energy usage in accordance with its numerous separate functions. It purchased the electricity from the State Electricity Board and the unit-3 power plant is captive enough to deliver 2150KVA. The net monthly
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ELNET 32
All the abnormality is recorded
and Group wise report is a
is widely used in commercial
in the Alarm option in the
part of Report module. Some
complexes, Shopping malls,
software in terms of seconds.
of these reports are generated
residential buildings. The
Database backup and restore
with bar, line and pie charts.
software will also monitor both
option is also available in the
Monthly Maximum Demand
grid and Generator supply if
software. Grouping and sub
(MD) report shows the daily
dual source energy meters are
grouping is another feature of
MD with time stamp. Software
networked. Miscellaneous cost
this software.
can be programmed for the
calculation is included in the
automatic reset of MD reading
EBS with respect to the Area
in the meter daily or monthly.
of shop/house. Consolidated
Production data can be fed to
and any single meter energy
the software for any selected
bill can be generated using the
meter; this will help to generate
EBS. Software will also keep
Report module enables the user to generate different types of reports. Some of the available reports are Data log report, Parametric report, Min/Max report, Outage (No. of power
the specific energy consumption
track of payment made for
reports.
the generated bills. The power
report. Energy consumption of
Energy Billing System (EBS) is a
SMS is an optional feature
Hourly, Daily, weekly, Monthly,
standard feature available in
in the software if case of
Yearly, Shift wise, TOD wise
the ELNet software. This feature
nonpayment.
interruption) report, Alarm
disconnection and sending
November 2014
consumption of energy is 500,000kwh and that is drawn from Electricity Board Supply. Energy Management Measures at CTO Unit-3 Before the installation of ElMeasure EMS system, the energy management initiatives at CTO unit3 plant are as follows: - Demand penalty is avoided to the maxim by installing Maximum Demand controller for the past 8 years. - To avoid low PF penalties, Capacitor banks and PF controller had been installed. ElMeasure Energy Management System is inclusive of 30 Nos. multifunction meters having ELNet 32 software which is further connected with other associated accessories. Wireless communication method is established between the PC and Meters using RF Modems where the ElNet 32 software is installed. The EMS software of ElMeasure is appropriate for commercial buildings, industries as well as manufacturing plants which use electricity. This software assists with Control expertness and centralized power monitoring. ELNet 32 of ElMeasure aids in gaining to the system’s complete profile, applications and products making it helpful for the users to identify the losses and take decisions timely to resolve the issue and optimize the wastage of power. Benefits achieved - Better manpower planning: - 3 man hours per day is saved as all electrical data logged automatically. Hence, manual data logging was completely eliminated. - Accurate MIS report: - 2 managers earlier spent days to
November 2014
make MIS reports which were still inaccurate. Now accurate MIS reports can be easily generated with just one click.
“ElNet is used in any organization to achieve energy efficiency”
- Energy Balancing: - When Reddy’s lab started using the EMS, 4% of losses were discovered between the incoming transformer and the distribution panel. They have also identified voltage fluctuations to the tune of 2030 volts from the transformer. The existing Transformer was with replaced by OLTC Transformer and the voltage fluctuations came down to 3-4 volts. The losses of 4% were reduced to 1.2%.
What instigated you to design EMS software?
- The power factor could be closely monitored at each section of the manufacturing area. Some locations PF was going below 0.9 Lag in spite of Capacitor Banks fitted. The root cause can be identified and the relocation of capacitor banks corrected the low PF problem. - Some of the critical manufacturing processes were carried at temperature level of -10oC and -200C. Accurate energy consumptions could be determined at these stages with the help of ElMeasure EMS. - Section wise or department wise energy consumption could be determined in addition to the shift wise and day wise reports. “At ElMeasure, we believe in harvesting the power of technologies. We also realize that effective energy management does not stop with monitoring and controlling. So what we did, we take the industrial and building functions and add them to our existing energy management solutions to provide what we call ‘building energy management solutions’powerful, robust, flexible, scalable solution to meet our diverse customer needs,” says Sam Cherian, Chairman of ElMeasure.
The power scenario in India is scarce and costly. With the rapid growth of Industry, additional power generation is planned by government may not be adequate and this situation is expected to continue for several years to come. Half of the energy produced in the World is consumed by INDUSTRY and hence we started developing an Energy Management System (EMS). for industry, the concerns were equipment breakdowns, process interruptions, equipment efficiency, production loss etc., Hence we focused on products which can monitor, record and control. ElMeasure has a strong team with many years of rich experience and expertise in this field. How EMS software reduces the energy expenses? In every industry there is wastage of energy which can be saved. Depending upon the industry, savings of 5 to 20% is possible adopting continuous measuring, monitoring, recording the electrical and process parameters. ELNet is ELMeasure’s Energy Management System (EMS). This system is used in any organization to achieve energy efficiency through well laid out procedures and methods, and to ensure continual improvement, which will spread awareness of energy efficiency throughout the entire organization. The system will collect all desired critical electrical data like Voltage, Amps, Power factor, peak demands from multifunction meters networked in a multi drop scheme and throws up the opportunities for process improvement, to avoid power loss or wastages. ELNet is a Client Server based
Mr Babu T K CEO, ElMeasure India Pvt Ltd Energy Management Software. User can access the data online or offline and even generate the reports from any PC in Local Area Network. There are four different modules available in the system and called as Configuration, Online, Data log and Reports. Data acquisition is possible in five different means: 1. Serial communication using data cable. 2. Ethernet communication using LAN cable. 3. Wireless communication using RF modems/Ethernet bridges. 4. Remote data collection using Ethernet gateway (Static IP is required). 5. Remote data collection using GSM modems. Data acquisition can be distributed for 8 different ports (Either Serial ports or TCP/IP or combination of serial and TCP/IP) so that user can achieve better polling rate. The software is designed to collect the data from network of small, medium and large number of meters i.e. 1 to 512 meters can be configured in the System. Here there is no restriction on data collection from the meters; all the parameters available in the meters are recorded, User configurable data recording with time interval of 1 minute to 60 minutes.
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47
MAKE IN INDIA
“Make in India” inspires Lapp India Lapp India, 100% subsidiary of the LAPP GROUP announced the expansion of its Bangalore manufacturing facility. The project will increase the Company’s production area from the existing 5227 sq m to 10,803 sq m. The facility has the capacity to manufacture 60,000 kms of Multi Core cables and 78,000kms of Single Core Wires per annum. The company has invested approximately 165 million INR (2.1 Million Euro) for this project. With this new expansion Lapp India aims at tapping into the increased demand for quality control cables in the market. This expansion with state-of theart safety and environmental features will enhance the facility layout, ensure better flow for effective lean management and also help generating more space for the new machines to sustain company’s long term growth plans and establish leadership in the control cable market. In 2012, Lapp India set up its second Indian manufacturing facility in Pilukhedi, Bhopal which has strengthened the base in the Single Core wires segment as well as catered efficiently the growing demands in the building sector. Lapp India is currently commissioning a new leading edge multi core line in Bhopal which can produce 36,000 kms of Multi Core cables resulting in overall capacity increase of 60% in Multicore cables in addition to the existing 216,000 kms capacity in Single Core wires. Expanding operations in India has been a key focus for Lapp Group owing to the promising growth opportunities of the country. Lapp India is the second largest company of the Lapp
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Group; the milestone set here in terms of business and the success garnered in retaining the position in the market has proved to be an example for other Lapp companies located worldwide. The industry friendly measures announced in the Union Budget 2014 along with a strong emphasis on the need to revive manufacturing industry came as a new lease of life to the Indian electrical equipment industry. PM Narendra Modi’s strong emphasis on turning India into a manufacturing hub implementing the ‘Make in India’ campaign has been a great initiative to attract foreign investment in India. Lapp India expects a significant rise in demand for quality cables with the increased thrust by the new government to develop infrastructure with creation of new roads, ports, airports, rails. Lapp India also looks forward to promising business opportunities from the smart city initiative. With the government allocating Rs 71 Billion INR (0.9 Billion Euros) for 100 smart cities there will be an increased demand for quality smart cabling solutions for urban infrastructure. The potential for cabling solutions in India is enormous. As a company which is into manufacturing of low voltage cables, Lapp India is extremely
bullish. The low voltage cable market in India is currently valued at 195 Billion INR (2.5 Billion Euros) and is expected to grow to 360 Billion INR (4.7 Billion Euros) by 2020. Speaking on this occasion, Mr Andreas Lapp, Chairman of the Board LAPP HOLDING AG and Honorary Consul of the Republic of India for BadenWürttemberg and RhinelandPfalz, said “ The Indian cabling industry offers a vast potential owing to the growing urbanization and increased focus on infrastructure development. With our range of products, we are looking at addressable market potential of 55 Billion INR (0.7 Billion Euros) growing at an average of 10% year on year until 2020 and beyond. This calls for regular investments in technology, infrastructure and of course people. The expansions of Jigani Plant and Bhopal Plant are a step in this direction.” Lapp India is a 100% subsidiary of the LAPP GROUP which manufactures Cables, Connectors, Cable Glands, Conduits and Accessories. They are the pioneers in introducing the concept of “Total solutions in Electrical Connectivity” in India, with an unbeatable range of products. Lapp India started its India operations in 1996 with a manufacturing unit in Jigani, Bangalore. Today, our
Bangalore manufacturing unit produces more than 100,000 km of ÖLFLEX® connecting and control cables and insulated single cores each year. In 2012, Lapp India completed phase 1 of its second manufacturing plant in Pilukedi, Bhopal which produces more than 216,000 kms of single core cables per annum, catering mainly to the Building Cable Segment. Lapp India has trained regional marketing organizations in Delhi, Kolkata, Mumbai and Bangalore along with 23 sales offices and a strong network of dealers throughout the country. With over 3000 customers spread across different industry verticals including automotive, manufacturing, automation, metal processing, renewables, oil and gas, and pharmaceuticals, the Lapp brand is a byword for competence, quality and innovation. Lapp brands – ÖLFLEX®, UNITRONIC®, ETHERLINE®, HITRONIC®, EPIC®, SKINTOP®, SILVYN®, FLEXIMARK® – are some of the best-known in the cable technology field and have earned an outstanding reputation as premium products. All over the world, they stand for the values which Lapp and their customers consider paramount: quality, precision and reliability.
November 2014
“Lapp India aims at tapping into the increased demand for quality control cables in the market” Lapp India’s Managing Director, Mr. Marc Jarrault shares the facts about the company’s extension of its production unit at Jigani, Bangalore.
What is the main objective behind your new expansion at Bangalore facility? With this new expansion Lapp India aims at tapping into the increased demand for quality control cables in the market. This expansion with state of the art safety and environmental features will enhance the facility layout, ensure better flow for effective lean management and also help generating more space for the new machines to sustain company’s long term growth plans and establish leadership in the control cable market. How this expansion will strengthen your total manufacturing base in India? The rapid growth in urbanization and the increased focus on infrastructure development has propelled the demand for quality connectivity solutions in India. We expect a promising growth opportunity in the Indian Cable industry, with our range of products we are looking at addressable market potential of 55 Billion INR (0.7 Billion Euros) growing at an average of 10% year on year until 2020 and beyond. The expansions of Jigani Plant and Bhopal Plant are an active step to cater effectively to the vast potential the industry has to offer. The Bangalore facility has the capacity to manufacture 60,000 kms of Multi Core cables and
November November2014 2014
78,000kms of Single Core Wires per annum. Additionally, Lapp India is currently commissioning a new leading edge multi core line in Bhopal which can produce 36,000 kms of Multi Core cables resulting in overall capacity increase of 60% in Multicore cables in addition to the existing 216,000 kms capacity in Single Core wires. How the ‘Make in India’ Campaign inspired you to expand your facilities? PM Narendra Modi’s strong emphasis on turning India into a manufacturing hub implementing the ‘Make in India’ campaign has been a great initiative to attract foreign investment in India. The progressive measures undertaken by Government have made doing business in India easier. With the government opening up a vast range of sectors for foreign direct investment, the potential of growth for the cabling solutions industry in India is enormous. Expanding operations in India has been a key focus for Lapp Group owing to the promising growth opportunities of the country. What does Lapp India expects from PM Modi’s “Make in India” Campaign? How it will increase foreign investments in India? PM Modi’s “Make in India” campaign will give the necessary
boost to India’s manufacturing industry. “Make in India” initiative aims at strengthening the core competency of the key industries like automobiles, space, biotechnology, food processing etc and enhance the competitive advantage to become a world leader. The positive measures announced will renew confidence of foreign players to invest in India which will encourage cutting edge innovation, latest technology advancement, skill development in the manufacturing industry in India. Lapp India is the second largest company of the Lapp Group; the milestone set here in terms of business and the success garnered in retaining the position in the market has proved to be an example for other Lapp companies located worldwide. Lapp India expects a significant rise in demand for quality cables with the industry friendly measures introduced by Make in India campaign.
manufacturing sector.
What do you think are the challenges that the Campaign could face and how it will act upon your company?
• Invest in R&D and encourage technology transfer of intellectual capital, increased focus on setting up incubation centres to foster innovation and research.
The ‘Make in India’ initiated by PM Narendra Modi is a welcome step towards boosting the manufacturing output in India, However, the manufacturing sector in India has lagged in recent years, and to succeed several reforms are necessary to unlock the potential of India’s
• Healthy business environment - for ensuring speedy clearances on procedural and regulatory issues including land acquisition, environmental clearances. Difficulties in taking quick decisions on project proposals have affected the ease of doing business. This has resulted in project delays and insufficient complementary decisions. • Poor logistics and lack of adequate infrastructure needs to be addressed in order for “Make in India” to succeed. • Tax concessions for industries for greenfield projects. • Single window clearance should really mean single window. Time from concept to implementation should be reduced. • Provide incentives for MSME / SSI to innovate.
• FDI should be widened to include investment in terms of machinery, equipment, and technology. Exemption from capital gains tax for investments in manufacturing could also provide a stimulus.
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ACADEMY
Grundfos India sets up Plumbing Lab at SVRCC 50 50
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November 2014 November 2014
A state-of-the-art plumbing lab sponsored by Grundfos Pumps India Pvt Ltd (Grundfos India) was inaugurated at the Swami Vivekananda Rural Community College (SVRCC). Through the newly inaugurated plumbing laboratory, SVRCC will provide a six month course on plumbing to its students.
shortage of skilled workers is increasingly affecting the Indian economy. Grundfos India is therefore focusing on skill development as one of its focus areas when it comes to CSR. We are happy
Swami Vivekananda Rural Community College located in Keezhputhupattu village, ECR, on the Tamil Nadu - Puducherry border, is a vocational training institute set up by Sadguru Sri Gnanananda Seva Trust, a registered, not for profit, public charitable trust. In accordance with its mission, the college seeks to empower the economically disadvantaged and underprivileged youth. Training is imparted to equip the students
G V Subrahmanian Director, SVRCC “SVRCC endeavours to reach out to the backward villages and slums in the Villupuram and surrounding districts of Tamil Nadu and Puducherry. The target group of the project is the youth from these localities, hailing from economically backward families such as fishermen, landless labourers, daily
November November2014 2014
with appropriate skills not merely to make a livelihood but make a life rich in values.
to partner with SVRCC to
Ranganath NK Managing Director
set up this plumbing lab as well as share our expertise
Grundfos India
in the pump domain with
a wide range of trades, in
“According to the National
course will not only greatly
tune with the demands of the
Skill Development Corporation benefit the students but will
The college provides vocational training to the students on
local industrial and service sector such as refrigeration & air-conditioning mechanism, computer hardware servicing, automobile mechanism,
there are over 700 million
their students. This lab and
also help in bridging the
people of working age in India, widening demand-supply gap out of which only 4.3 million
in industries by ensuring a
are considered skilled. This
qualified workforce.”
electrical wiring, plumbing
wage workers, etc. Also they have dropped out of formal education and are unemployed or underemployed and, face the threat of dire poverty owing to lack of sustainable incomes. The state-of-the art plumbing lab set up with the support from Grundfos Pumps is indeed a notable social investment by the company. The lab will help us in imparting quality training with enhanced training content, and help us on the one hand to offer to the industry the right-skilled employable youth and on the other to provide the underprivileged youth with gainful employment. I thank Grundfos India for helping us in establishing this plumbing lab.”
technology, nursing assistance, accounting & office management, housekeeping and so on. SVRCC endeavours to reach out to the backward villages and slums in the Villupuram and surrounding districts of Tamil Nadu and Puducherry. The target group of the project is the youth from these localities, hailing from economically backward families such as fishermen, landless labourer and, daily wage workers. Also they have dropped out of formal education and are unemployed or underemployed and, face the threat of dire poverty owing to lack of sustainable incomes. Grundfos India as per their CSR is focusing on skill development to enhance the productivity of India’s youth as well as bridging the growing demand of qualified
work force. As per this effort Grundfos partnered with SVRCC to set up the plumbing lab which was inaugurated on 31st of July 2014. The plumbing course will comprise of the below elements: • Introduction to the plumbing trade, trade glossary, tools & equipment, documentation, materials, testing, safety, practice modules and introduction to trade on job site • Training on pump usage and servicing • Monitoring and troubleshooting of plumbing installation in residential, institutional and commercial buildings • Entrepreneurship – how to run a small business
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V Selva Madhan Facilitator “The major strength of our students is the will to win, the hunger to overcome their problems and attain good status in society. Grundfos is playing a significant role
meditation.
in shaping the abilities of
As per one of the student Anantha Raj of SVRCC all the students are from the economically weak sections of society and belong to families of fishermen, farm workers or coolies. The College identifies youngsters who are unable to pursue formal education because of poverty and induct them into vocational courses that suit
our students in Plumbing Technology, with their workshop and facilities.” The course will also include training on life skills, comprising of spoken and written English, basics of computer, soft skills, entrepreneurship, yoga and
their interest and talent. The college goes one step further in doing this, by inviting corporate leaders in the concerned domain to construct labs, workshops and classrooms and provide coaching material to get them the best possible education.
in this industry, Grundfos India Pvt. Ltd, has created a state-ofthe-art workshop and teaching facilities at the cost of over Rs 5 lakh.
One such domain in which has been supported superbly is the Plumbing technician’s profession. A leading company
Anandha Raj Student “Grundfos India has created a state-of-the-art workshop and teaching facilities at the cost of over Rs 5 lakh in our college. As a result, we students of this course are being trained on the best processes and methods of plumbing in a clear and simple manner. We owe a great debt of gratitude to Grundfos for this support.”
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MACHINE TOOLS
High-performance vertical machining up to 1,500 kg, 700 mm Y-axis travel and SK50 spindle with 303 Nm Controls of the latest generation – also with CELOS The range is available with the 19” ERGOline® with HEIDENHAIN TNC640 and Operate 4.5 on SIEMENS 840D solutionline. This will be followed in the 2nd quarter of 2014 by CELOS from DMG MORI with 21.5” ERGOline® and SIEMENS.
Manufacturing is experiencing Powerful features as standard The design of the new verticalspindle range is based on a cast mineral machine bed on which the cast iron column rests. This forms the base for the X / Y slideways. The machine table is fixed and incorporated into the machine bed, thus enabling very high table loads of 1,000 kg with the DMC 850 V and 1,500 kg with the DMC 1150 V to be accommodated. The clamping surface is 1,100 × 570 mm and 1,400 × 750 mm respectively. Generously sized guides and ballscrew drives ensure high stability. This selfcontained concept provides clear demarcation from the cross table design which is prevalent in the market. It is based on experience of more than 10,000 vertical machining centres sold. The moving masses are always the same regardless of the workpiece weight, and the constant dynamic behaviour has a positive effect on component accuracy. The rapid traverse speed is
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36 m/min on all axes. However, thanks to the cooling of the ball- screw nuts and linear guideways, the friction heat is effectively dissipated and the accuracy is therefore actively increased. With travels of 850 x 520 x 475 mm and 1,150 x 700 x 550 mm, the DMC 850 V as well as the DMC 1150 V extend the new vertical-spindle range upwards.
The two world premieres are presented in the new DMG MORI design for more functionality, user friendliness and ability to hold their value. Large safety glass windows ensure maximum visibility into the work area and thus provide better monitoring of the manufacturing process. In addition, the windows can be removed from the
outside, which facilitates easy removal when servicing is required. The finely textured long-life surfaces in the working area provide increased scratch resistance and better protection against damage. The new DMG MORI design is available in “BLACK” or “WHITE” for increased individuality at no additional cost.
Highly flexible features for highest productivity Along with the basic 14,000 rpm/121 Nm spindle, optional speeds up to 24,000 rpm are also available. An SK 50/ HSK A100 motorised spindle with 10,000 rpm and 303 Nm provides adequate reserves for heavy-duty chip removal. The tool magazine with 20 pockets as standard can optionally be extended to 120 pockets. As well as its use in workshops and component manufacturing, the new range also offers a diverse application spectrum in all sectors, from sophisticated single part production to heavy machining and serial production combined with various automation solutions.
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Machine control and industrial network connectivity combined in the new IXXAT Econ 100 With the new IXXAT Econ 100, HMS offers a stand-alone embedded PC for real-time Industrial Ethernet for many applications – from small material handling devices to complex robot-based systems for medical use. The Econ 100 combines the machine control expertise from IXXAT with the fieldbus and industrial Ethernet capabilities of HMS’ Anybus technology.
The Econ 100 is an ARM-based embedded PC platform for tophat rail mounting incorporating a Linux operating system and unique multi-protocol support. Customer-specific gateway and control solutions can be swiftly and simply implemented for a variety of different fieldbus and industrial Ethernet standards. From the “out-of-the-box” variant to specific OEM solutions, the Econ 100 comes with unique flexibility and performance. New expansion board combines multi-protocol approach with local I/Os and enhanced data security In addition to the on-board interfaces (two Ethernet, two CAN and two USB interfaces), the Econ 100 can be expanded by means of a new expansion board: Alongside analog and digital I/Os, the expansion card offers a slot for HMS Anybus CompactCom modules, a serial interface and 512 MB NVRAM. The CompactCom modules are available for all popular fieldbus and Industrial Ethernet networks and can be easily interfaced from the Econ 100 application software by means of the common Anybus programming interface. Together with the EtherCAT and CANopen master solutions that are already available with Econ 100, this multi-protocol
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approach makes the Econ 100 an ideal and future-proof platform for customerspecific control solutions with communication included. The expansion card also provides 24 inputs and outputs e.g. for direct connection to sensors and actuators. Thanks to an digital output current of up to 2 A and a 12-bit resolution for the analog channels, the Econ 100 is ideal for a wide variety of applications, and the RS232/RS485 interface makes the Econ 100 a perfect link between real-time Industrial Ethernet or CAN-based networks and proven serial applications. With the NVRAM available on the expansion card, the Econ 100 covers data security for the user. Using this feature, it is suitable for critical applications such as automated handling technology, where the last operating state with all process variables must be retained in case of power failures. Simplified programming with Soft-PLC In addition to supporting programming in C/C++, HMS offers an intuitively operated Soft-PLC programming environment in collaboration with Copalp, which is consistent with IEC 61131-3 for simple programming and configuration of control
The IXXAT Econ 100 with an integrated Anybus CompactCom – in this example offering connectivity to PROFINET.
applications. The software package supports all important protocols, including CANopen, EtherCAT, Powerlink, PROFINET and EtherNet/IP. In order to support a rapid and efficient implementation of complex applications, HMS offers various well-documented application development kits, ADKs, for the Econ 100. The ADKs include an extensive board support package incorporating all necessary interface drivers, sample applications, the respective protocol software package pre-installed on an SD card, and the Linux operating system. Designed to be used in many fields
The combination of a powerful CPU, up to 1 GB RAM, the rugged metal casing as well as a fanless design with an extended temperature range of -40 °C to +60 °C, ensures that the Econ 100 matches requirements of various important application areas. In addition to the standard version, the Econ 100 is also available as a boardlevel product which can be integrated in existing customer applications while taking up very little space. OEM versions with specific hardware adaptations and adapted application variants can be developed by HMS on request. Further information is available at www.ixxat.com/econ
November 2014
MACHINE TOOLS
Driving Success in Stainless Steel and Cast Iron Turning With New Beyond Drive™ from Kennametal New grades and coating mean many more pieces per edge New Beyond Drive inserts from Kennametal feature a bronze TiOCN top coating that increases wear resistance and functions as a wear indicator. Manufacturing is experiencing a powerful resurgence worldwide, and along with that resurgence come tighter schedules and more competition, increasing the pressure on manufacturers to deliver more components faster and reliably to the plants that need them. The need for different and better thinking is more focused than ever. New Beyond Drive™ cutting tool inserts from Kennametal are helping component suppliers expand and thrive in this environment with enhanced performance and extended tool life that mean many more finished pieces per cutting edge. Specifically designed for cast irons, steels, and stainless steels that make up many critical components over a variety of industries, Kennametal’s new Beyond Drive inserts are a product of ongoing design leadership, engineering, materials science, and manufacturing directly targeted to the needs of component manufacturers. Like all of Kennametal’s Beyond™ line of products, Beyond Drive inserts feature a proprietary post-coat surface treatment that improves edge toughness, reliability, and depth-of-cut notch resistance, and a micro-polished surface to reduce friction and workpiece sticking (BUE). A fine-grained
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alumina layer allows for increases in cutting speed, improving productivity and reliability at high cutting temperatures. With Beyond Drive, adding a new titanium oxy-carbonitride outer coating (TiOCN) not only increases wear- and abrasionresistance, its bronze color is also an effective wear indicator. Depending on the application, field tests are showing anywhere between 30 percent and 125 percent more parts per edge.
only was this a phenomenal increase in parts per edge, projected machine hours freed
per year totaled 125 while the number of inserts required per year dropped from 813 to 500.
All new Beyond inserts are CVD (chemical vapor deposition) coated, but whereas conventional CVD coatings are under tensile stress, Beyond inserts undergo a proprietary post-coat treatment on all surfaces to reduce this stress, which improves coating adhesion and reduces micro-chipping. More uniform and reliable wear of the cutting edge results in improved and more consistent tool life. “Together with the right geometry, we’ve seen big improvements in cutting performance and tool life in both internal and field tests,” says Manuel Sedan, senior product manager, turning products, at Kennametal. For example, in one test for a plant producing cast-iron transmission components, with no change in feed, spindle speed, or depth of cut, Beyond Drive completed 325 pieces per cutting edge compared to 200 pieces for the plant’s current inserts. Not
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MANUFACTURING IT
Mounting layouts at the push of a button Standardisation, re-utilisation and automation are gaining importance in control cabinet build. The coupling of EEC One and Eplan Pro Panel shortens development times and leaves room for innovations. Starting with Version 2.4, EEC One automatically generates mounting panel layouts. EEC One enables the automatic generation of electrical or fluid power schematics based on standardised macros and components. Eplan is now expanding this technology to also include control cabinet engineering: mounting panel layouts will soon also be automatically generated. Standardisation and automation produce significant gains in efficiency. At the same time, the degree of re-utilisation increases substantially. At the Hannover Messe, users are getting a first glimpse of the software, which will be available beginning in autumn 2014 with the new Eplan Platform 2.4.Eplan Pro Panel, the 3D solution for virtual control cabinet and switchgear construction, is an elementary component of the Eplan Platform. In the shared component database, data is available for Eplan Pro Panel and is thus also accessible in EEC One. For instance, the 3D macros required, as well as the preassembled standard layouts for mounting plates, will from version 2.4 also be utilised in EEC One. Mounting plate configuration is specified via variables or values. Subsequently, the components are assigned to the appropriate mounting rails and precisely positioned using placement
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EEC One Pro Panel.jpg: With the coupling of EEC One and Eplan Pro Panel Professional, mounting layouts can be generated automatically. May be reproduced free of charge. Please name Eplan Software & Service GmbH & Co. KG as source, and provide us with a sample copy.
options with predefined spacing. Reduced effort, better quality The generation of new 3D mounting layouts in EEC One is based on selecting the component macros as well as on specification of placement rules and references for each layout.Everything is completely automated and happens at the push of a button. The components are placed on the mounting rails in their assigned positions. “This automation reduces the effort of, on the one hand, positioning components manually and at the same time increases the control
cabinet’s quality and improves documentation,” says Thomas Weichsel, Product Manager for Eplan. Transcription errors or the use of outdated schematics are strictly avoided.
design of individual copper rails and flexible power distributors – preconfigured and automatically generated layouts can be expanded and tailored to specific orders.
The complete mounting layout is bored, milled and wired virtually and then integrated into the manufacturing process via Eplan Pro Panel Professional.Examples include the coupling of machinery for the mechanical processing of control cabinet components, fully auto-matic machines for conductor assemblies or automated wiring of equipment. With additional options – for instance, the Eplan Pro Panel Copper expansion module for the
In Conclusion Eplan continues to increase efficiency in engineering processes with this timesaving automated method of operation. The coupling of EEC One and Eplan Pro Panel Professional has generated new potentials of standardisation, re-utilisation and, ultimately, automation. This results in reduced timeto-market and more freedom to take on new projects and develop new innovations.
November 2014
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MACHINE TOOLS
Igus polymers provide high machine reliability at low cost igus, the plastics expert presents a new tribo-tape and other new products for the machine tool industry Pricing pressure is increasing in the machine tool industry in order to keep pace with international competitors. Therefore, it is necessary for manufacturers to be able to use high-quality and reliable components at a low cost. igus offers products for machine tools that are high quality and also cost effective. The tribo-tape made of a new material, the lubricant-free polymer slewing ring bearing with individually adjustable swivel angle, or the new chip-proof R2.75 energy tube. interior separation, even in side-mounted applications. All cables are effectively protected from abrasion and wear by smooth interiors Protection against chips, dirt and modular partitioning and dust – the chip-proof R2.75 systems using snap-on energy tube with snap-open lids separators. on both sides Ready to install iglidur PRT The iglidur- tribo-tape for machine guides made Constructed on the basis of the slewing ring bearings with of the iglidur V400 material is extremely cost efficient E2 principle (two individually adjustable wear-resistant and withstands temperatures up parts per chain link) made of to 200°C continuously swivel angle tribologically optimised plastics, the energy tube of the R2 series The ready to install iglidur ruggedness against chips, dirt also provides, in addition to the PRT slewing ring bearings, or dust is increased, since there advantages of freedom from widely used in the pivoting arms is no oil or grease for adhesion. lubricants and maintenance, of control panels and screens of For a low-friction operation, the protection against external machine tools, are now available counter-running surfaces of the dirt accumulation and flying with individually adjustable angle polymer gliding elements are chips. stop. The angle range is freely hard anodised. selectable and adjustable in The contours of the lid are increments of 2°. If a subsequent In addition to the ready to install smooth and its curvature adjustment of the angle is standard slewing ring bearings, and narrow manufacturing necessary during operation, slewing ring bearings can be tolerances guarantee that this can be easily performed by universally installed by means there is no accumulation of manually converting the stop of special universal gliding The chip-proof R2.75 energy tube has chips between the stop dogs. dogs. elements made of iglidur J; snap-open lid on both sides, whereby the At the same time the two-side by joining together individual installation time is reduced. The conversion of the variable flip-open lid saves assembly parts, slewing ring systems can time, since they need not be twist limitation does not require be manufactured from an inner completely removed to equip anything more than the manual diameter of 500 mm to virtually the energy tube with cables. loosening and shifting of stop infinite, as desired. The slewing dogs and pins. Plastic gliding ring bearing with a diameter of Due to the double stop elements made from the proven one metre constructed on the dogs the R2.75 energy tube igus material iglidur J are used basis of these gliding elements, can absorb high additional in the slewing ring bearings, so depending on the version, can be that any external lubrication loads and handle even loaded with up to ten tonnes. and maintenance can be fully long unsupported lengths. The ready to install iglidur PRT slewing ring dispensed with, avoiding The integrated grid also For further details visit bearings are now available with individually machine downtimes. The ensures a firm hold of the www.igus.in adjustable angle stops. “Save money – safe quality”: This igus slogan symbolises the provision of reliability in conjunction with cost savings to the customer. Thus product and process costings for machine tool manufacturers should be reduced without compromising on quality. A novelty is the tribotape made of the material iglidur V400. The liner is now available in a more wear-resistant material. This withstands temperatures of up to 200°C, is extremely resistant to media and easy to bond. An example of this
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would be in machine beds; the iglidur tribo-tape provides great freedom in the construction of gliding surfaces.
November 2014
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MART UPDATE
NORD bags “Customer Value Leadership Award” Germany based NORD Drivesystems, has been recently awarded by “Customer Value Leadership” Award in the Gearboxes and Geared Motors market in India in 2014 from Frost & Sullivan. This comes as a huge recognition for the company who serves in pan India & neighbouring countries. This
PL Muthusekkar Managing Director Nord India
excellence award followed a rigorous methodology by Frost & Sullivan in 8 to 10 parameters research process including end users interviews& feedback. This process also saw external jury members, eminent personalities, and key opinion leaders in the Gear motor & Gear Box Industry.
We are the reliable partners in motion who support our customers globally. We would like to thank Frost & Sullivan and the esteemed jury for awarding us “Customer Value Leadership” Company of the Year. We would also like to thank our valuable customers for this award. The prestigious annual award from Frost and Sullivan acknowledges our best practices and excellent team.
This award was presented to Mr. PL Muthusekkar, Managing Director – NORD India, Mr. Satyen Das, General Manager (Finance) – NORD India and Mr. Dhanraj Kalbhor, PL Muthusekkar, Managing Director Nord India receiving Vice President the award from Niju V, Director, Frost & Sullivan and Mr. S (Operations) Muralidharan of, Frost & Sullivanon NORD India by Mr. Niju V, Director, parts are imported from our Automation & Electronics manufacturing units globally. Practice, Frost & Sullivan and We have sales and service Mr. S. Muralidharan, Executive offices in New Delhi, Mumbai, Director, Frost & Sullivanon Kolkata, Chennai, Bangalore, Wednesday, November 05, Hyderabad, Pune, Jamshedpur, 2014, at Hotel Sahara Star, Ahmedabad and Vadodara. Mumbai. In addition to this, they have a strong dealer network of In India, Nord has incorporated 20 Channel Partners in India, in the year 2005 with a fullBangladesh and Srilanka. fledged world class assembly unit in Hinjewadi, Pune For Further details visit: with production capacity of 24000 units per year. All the www.nord.om
Fischer Connectors extends Fischer MiniMax™ Series with pin socket version Fischer Connectors, a worldwide leader in pushpull circular connectors and cable assembly solutions, continues to lead the trend of miniaturization. After the successful launch of the Fischer MiniMax™ Series in 2012, Fischer Connectors extends this miniature high performance rugged connector with a pin socket version. With the product range extension, the Fischer MiniMax™ Series is now available both in 19 and 24 pin configuration, giving designers more flexibility, especially where space and weight restrictions play a role. This innovative, first-to-market, high density miniature solution with a unique combination of power and signal contacts
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enables more functionality into smaller devices and lowers the total cost of ownership. This connector is ideally suited for handheld or body-worn applications, for instrumentation and for test equipment where userfriendliness and easy handling are a must. The pin socket version of the Fischer MiniMax™ Series is available as standalone connector, able to be mounted on a flex or cabled by the users, or as a complete pre-cabled solution. While the 24 pin configuration is available with 4 power and 20 signal contacts, the 19 pin configuration of the Fischer MiniMax™ Series will feature 4 power and 15 signal contacts
as standard, with as unique feature the possibility to increase the number of power contacts depending on the cable used. Within the signal contacts, there are 2 advanced contacts for USB power connections as available option. The Fischer MiniMax™ Series is available in three latching systems: push-pull, screw lock and quick release. The most important specifications are as follows: • Small profile: less than 7mm inside the box
• Sealed IP68 (2m/24h), both mated and unmated • Unbreakable keying system withstands over 4 Nm of torque • Over-molded assemblies able to withstand 40 kg of pull (break-away) force For more information, please visit www.fischerconnectors. com/minimax
November 2014
HyAccessTM Extended Consumables for Cutting and Gouging in Hard to Reach Areas Hypertherm, a U.S. based manufacturer of plasma, laser, and waterjet cutting systems, announced the availability of new extended consumables for its Powermax30, Powermax30 XP, and Powermax45 plasma systems. Patented HyAccesTM consumables extend three inches longer than standard consumables for better visibility and accessibility when cutting or gouging in hard to reach areas or confined spaces. The improved visibility and
HyAccessTM offers greater access to constrained areas with its extended reach
access achieved with HyAccess eliminates the need for certain secondary operations or multiple cutting passes. Metal workers specializing in equipment and vehicle repair, structural work, and jobs requiring angular cutting or
Twice the capacity: Kollmorgen servo controllers now feature up to 48 A output current More capacity, more opportunities: motion control specialist Kollmorgen has extended the maximum output current of the AKD series of servo amplifiers to open up new areas of application. The new devices have a continuous output current rating of 48 A, compared to a 24 A maximum in the past. Even applications that require extra-strong drives can now use a Kollmorgen servo motor solution as an efficient alternative to complex centralised hydraulic systems. For instance, metal forming machinery can now be driven directly with the new servo controllers. Another application area is distributed servo hydraulic systems. There the AKD servo controllers can drive distributed hydraulic pumps so directly and precisely that there is no longer any
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need for valve units. Servo hydraulic units also need less pipework, which significantly reduces the cost and volume of the hydraulic systems. The AKD servo controllers with a 48 A current rating have the same functionality as the other devices in the series, augmented by a two-channel STO for functional safety. For further information write to think@kollmorgen.com or visit www.kollmorgen.in
gouging now have a new tool to make hard work easier. HyAccess consumables are available from authorized Hypertherm Powermax distributors. The consumables are offered individually or as
part of an all-in-one kit that includes two electrodes, two nozzles (one for cutting and one for gouging), a retaining cap, and a swirl ring. For more information on HyAccess, visit https://www. hypertherm.com\hyaccess
Siemens’ Second Flex-Plant™ dedicated to Sherman Power Plant Siemens and Panda Power Funds on 20th November, 2014 dedicated the Panda Sherman Power Project in Sherman, Texas few weeks after the dedication of Panda Temple I. In fact, in Texas this is now the second Flex-Plant in commercial operation. Siemens was the supplier of natural-gas-fired Combined Cycle Power Plant (CCPP) in consortium with Bechtel, its partner. Like its sister plant in Temple, the plant is a Siemens Flex-Plant configuration, with a net electrical capacity installation of 758 megawatts (MW) that will be able to supply the power needs of approximately 758,000 homes in the Central and North Texas regions. Siemens provided for Panda’s Sherman Plant the thermodynamic cycle design and Power Island engineering, and also delivered two SGT6-
5000F gas turbines, one SST6-5000 steam turbine, two SGen6-1000A generators, one SGen6-2000H generator, the SPPA-T3000 instrumentation and control system as well as two Benson heavy ductfired heat recovery steam generators (manufactured by NEM USA Corp) and other key cycle components. The gas turbines for this project are equipped with Siemens’ Shaping Power™, a feature which enables higher power output on higher temperature days. For further details visit: www.siemens.com
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TENDO hydraulic expansion power also for Ø 16 mm now SCHUNK, the competence leader for clamping technology and gripping systems expands its spectrum of hydraulic expansion tool holders with compact performance, TENDO E com-pact: this powerful hydraulic expansion tool holderis available for highprecision direct clamping now for the economic shank diameter 16 mm. This price-optimized precision mounting opens up new efficiency potentials by downsizing the tools. It has been possible to achieve a high run-out accuracy, torque transmission, and optimum vibration damping, and to some extent a higher timechip-volume than with a 20 mm diameter shank during trichoid milling. TENDO E compact is the answer to the increasing demand in volume cutting, which cannot be fulfilled from the economic point
of view by ER collet chucks, heat shrinking tool hold-ers, Weldon mountings, and inferior hydraulic expansion tool holders. This powerhouse belongs to the quality product family of hydraulic expansion tool holders TENDO, and is exclusively manufactured at the SCHUNK headquarters in Lauffen/ Neckar, and it has been possible to transfer the particular features of hydraulic expansion tool holders1:1 onto vo-lume cutting. Clamped in dry condition, the highly standardized and therefore price-attractive precision mounting Ø 16 mm transfers torques up to 700 Nm, more than 15% than conventional heat shrinking tool holders. Since the expansion sleeves and oil-filled expansion chambers dampen occurring vibrations and absorb peak loads, the intervention of tools is stabilized. At a consistently precise run-out accuracy of less
than 0.003 mm, at an actual clamping length of 2.5 x D, and a balancing grade at HSK mountings of G 2.5 at 25,000 rpm, the TENDO E compact seamlessly fits into the proven program of hydraulic expansion tool holders of the innovative family-owned company. The combination of runout accuracy and vibration damping prevents the cutting edge from damage, extends the tool life,and avoids chatter marks at the work piece surface. Moreover, the even load profile extends the service life of the spindle and the spindle bearing. As all the hydraulic expansion tool holders, the TENDO E compact does not require any additional and partly expensive peripheral devices. For an energy-neutral, quick and process-reliable tool change, a simple Allen key is enough. In the first step, the TENDO E compact with Ø 16 mm is available forthe
TENDO E compact 16 mm : Downsizing: the SCHUNK hydraulic expansion toolholder TENDO E compact is optimized in price and performance, and is now available for direct clamping of tools with shank diameter 16 mm. The new clamping diameter paves the way for highly efficient tools and processing methods.
interfaces HSK-A 63, SK 40 and BT 40. For further details visit www.in.schunk.com
Surface launches Rotary Barrel Type Shot Blasting Machine `Surfex` Surface Finishing Equipment Company has introduced Shot Blasting Machine – Rotary Barrel Type. This machine houses a barrel having effective volumetric capacity 1.5 Cft. And load carrying capacity 100 kg. approx. while the barrel rotates, a small size and compact Blast Wheel throws abrasive on tumbling components inside the barrel. The Shot Blast Cleaning cycle of components depends upon the initial condition of the components and degree of cleaning required and type of Blast media used. The Machine
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Dust Collector
can give all types of finish. The Machine is fitted with Cartridge Type Dust Collector which constantly removes the dust etc. from the Abrasive Circulation System and ensures emission standard as per International Specifications. A Electric Timer is also provided for times control operation of the equipment. The Machine does not use costly compressed air and require only 5 HP to operate. The Electric Controls are centrally located and incorporates all safety features. The Machine is designed for shot blast
Control Panel
Rotating Drum
cleaning of small or medium size Iron, Steel, Alloy & NonFerrous Castings, Forgings, Heat treated parts etc. at the lowest possible prices.
For further details write to Surface Finishing Equipment Company, Email: sfecjodhpur@ gmail.com Tel: +91 291 2740128, 3296344, 5120021 or visit www.sfecindia.net
November 2014
Delta rolls out Modulon DPH Modular UPS Enhances its position as a datacenter power solutions provider in the current era of Big Data Delta Electronics, the world’s leading provider of switching power supplies and DC brushless fans, as well as a major energy-saving solutions provider, today announced the global roll out of its Modulon DPH series UPS 75/150kW,to join its existing 200kW model. Along with the launch of the
new 75/150kW Series, an inbuilt rack mount power distribution cabinet and battery modules are also available as options for DPH, which allow upgrading as an ultra-compact solution, including power protection, power distribution, and battery runtime to streamline power management in small and medium-sized datacenters. In this era of Big Data, the top challenges IT managers are facing are data growth, the flexibility of datacenter infrastructure, and the cost of power. Engineered with a cutting-edge design, the fully modular Delta Modulon DPH series UPS can provide customers with three core benefits:
Suhas Joshi Vice President Delta Power Solution
“With this highly intelligent and integrated UPS solution, Delta’s MCIS BU is confident the Modulon DPH seriesis the best choiceto provide backup power for modern datacenters in this dynamic era of big data.”
Ultimate Availability The Modulon DPH has a fully fault-tolerant design achieved by self redundancy of the power module with inbuilt control mechanism. Full control logic allows the system to self-synchronize in the event of a main module failure and automatically switch to a backup to ensure continuous
operation. Further advantages, such as hot-swappable functionality of critical components and modules can improve the serviceability of the UPS system thereby reducing MTTR close to zero and assuring maximum uptime and ultimate availability in the datacenter. High Scalability The Modulon DPH is designed for seamless scalability for both vertical and horizontal expansion. Scaling from 25kW up to 75/150/200kW in a standard 19” rack enclosure, the ModulonDPH supports high flexibility for datacenter growth and provides the benefit of “pay as you go” without over-sizing the UPS in the initial phase of datacenter operations. As business demands grow, the flexibility of the Modulon DPH also allows parallel expansion of up to four units to a maximum of 800kW. Leading Power Performance and Efficiency While achieving ultimate
availability, the Modulon DPH does not compromise on power efficiency performance. Its superior power performance (kVA=kW) and industry-leading AC-AC efficiency (95% at 30% light load and 96% from 50% load) enables customers to save significant energy costs. When availability, efficiency and expanding according to business needs are essential, the Modulon DPH is the ideal UPS system to provide power protection and total cost of ownership (TCO) savings. For Further details visit: www.deltapowersolutions.com.
#Innovation4India by Bosch Bosch India, a value-driven company, organizes Innovation 4 India contest. It will encourage the participants to share their thoughts about the most beneficial Bosch technology. Contestants will pen down their thoughts on the comment section and then they will share their post on the Facebook wall. Contestants will
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participate fully fledged and will not hesitate to present views on the Bosch innovation they found most beneficial. The contest will be closed on 2nd December at 8 in the evening. Bosch will declare the winner’s name on 4th December. Final decision will be taken by the management. The winner of the contest will receive exciting prizes.
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Banner unveils LED Website for selecting Ideal Lighting Solution Banner Engineering announces the launch of its new lighting microsite, led. bannerengineering.com. Featuring Banner’s WLB32 Industrial LED light bar, the interactive microsite provides LED technology education, tips and tools for facility managers, sustainability managers, design engineers and OEMs in planning their lighting project. With an easy-to-use interface, the LED microsite offers a streamlined design that informs users about the WLB32 technology, showcases application-specific examples of Banner’s LEDs in use and
delivers tools and guides for planning a project. The microsite also includes an Ask an Expert function, which allows users to input exact information for a Banner expert to directly handle their application. The WLB32 microsite offers a variety of benefits, including: * Exclusive planning tools , including a lux/lumen calculator to identify how much light is needed and cost of ownership calculator to maximize savings * Easy three-step guide to design a lighting solution tailored to users’ exact needs
Sandvik’s R&D and world-class manufacturing facility at Chakan
Sandvik, a global industrial group, in order to leverage India’s position as one of the best cost countries in its operations, has announced to establish a world-class manufacturing facility at Chakan, which is part of the Maharashtra Industrial Development Corporation (MIDC) Industrial Park near Pune.
Chakan will be captive enough to deliver multiple products catering to Sandvik’s diverse businesses inclusive of products and solutions for metal cutting, mining and construction industries as well as high value-added products in advanced stainless steels, special alloys and titanium as well as metallic and ceramic resistance materials.
Company’s large-scale manufacturing facility at
For further details visit www.sandvik.com
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* Success stories featuring the WLB32 in real-world examples * Immediate download of Banner’s educational Considerations for Lighting in a Manufacturing Environment white paper Banner’s WLB32 LED features high brightness with an even light output to eliminate glare. With an energy-efficient and flexible design, the WLB32 can easily adapt to diverse applications, while providing significant cost savings. To learn more
about the WLB32 Industrial LED light bar for your lighting application, visit led.bannerengineering.com For further details visit www.bannerengineering.com
Rittal’s Computer Multi Control III solution takes control of data centres
Rittal’s Computer Multi Control III (CMC III) solution and its monitoring, measurement and control capabilities reduce outages and make possible for the user to take preventive steps. High availability is essential to in-house data centres. As reported in a recent study carried out for Rittal by market intelligence researchers IDC, 93 per cent of IT managers believe their internal data centre is the key
to long-term competitiveness. Now, Rittal has added new functionality to CMC III – for even greater control and reliability. The company has converted its entire sensor portfolio to CMC III technology based on a CAN bus, simplifying the task of managing and monitoring key data-centre parameters. For further details visit www.rittal.com
November 2014
THE LAST LEAF Dear Readers, Rising temperatures and sea levels, along with increased incidence of extreme weather events, pose a threat to the global economy. The 2014 Solar Pioneer Awards recognised larger-than-ever PV installations in Singapore, and for the first time ever, an individual’s solar adoption efforts. Four Singapore-based companies in Singapore won recognition last week at the Singapore Economic Development Board’s (EDB) sixth annual Solar Pioneer Awards for leading the way in adopting solar energy systems in the city-state.One solar company behind many projects which have won the Solar Pioneer Awards is Phoenix Solar, the Singapore-based unit of Germany-headquartered Phoenix Solar AG. It was recognized for its pragmatic design that integrates solar panels into the roof skylight at Singapore’s Jurong Island. This year, for the first time in the awards history, an individual – real estate investor George Lim - was also recognised as a leading solar adopter in residential buildings. Lim has installed PV systems with a total capacity of 217kWp installed across six houses, all of which have been installed by Phoenix Solar, including a 48.5 kilowatts peak (kWp) system on the roof of his own home. He mentioned that the cost recovery period for such installations is now 7 years, owing to which private individuals have started to adopt large scale solar in their residential buildings. Solar Photovoltaic (PV) technology is dominating the solar tracking market that is expected to reach USD 2.19 billion by 2020. (Courtesy : Eco-business) Five Indian companies have made it to the global list of firms that have shown leadership in adopting measures to combat climate change, to illustrate that a low-carbon future does not mean low profit. The companies that have made to this list called CDP Climate Performance Leadership Index 2014, are Essar Oil, Larsen & Toubro, Tech Mahindra, Tata Consultancy Services and Wipro. Abbott Laboratories opened its first plant in India in Gujarat for producing Similac baby formula and nutritional supplement Pediasure. The company is happy with the infrastructure and have no complaints. Manufacturing accounts for 28 percent of Gujarat’s economy, compared with 13 percent for the country as a whole. (Courtesy : Businessweek) Carlos Ghosn, the joint CEO of Renault and Nissan, has become a hero in Japan for saving Nissan. He is also now the Chairman of AvtoVaz, the Russian automaker which makes the top-selling Lada. He now steers 3 international car companies, in 3 different languages, responsible for 10 % of all cars sold and grossing an expected USD 140+ billion in 2014 sales. He practices insane amount of discipline to accomplish this task. His schedule is mapped out 15 months ahead and distributed widely. He practices a lot of pragmatism, insists on employees embracing debate and concluding with decisions, and is a possibility thinker. (Courtesy : Linkedin) We need your input on any industry news, views and any observation about the industry around you. Your feedback will be useful to us to better inform our reader’s about a better tomorrow. Till then, Happy Technology ! Manoj Kabre Member, Editorial Advisory Board
November 2014
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VINTECH AIR CONTROL ENGINEERS AND CONSULTANTS “Sai Raghavendra”, 207, Dr.Radhakrishna Salai, Ramakrishna Nagar, Valasaravakkam, Chennai - 600087 Phone Nos: 044-2486 6221, 044-2486 6821, 044-6563 1221 Fax: 044-2486 6321 E-mail: vintechair@gmail.com | vintechchennai@yahoo.co.in 68 www.martupdate.com November 2014