MART October 2013

Volume 10 Issue 4 October 2013 Pages 52 `100

A World First

Rapid Prototyping is not just

3D Printing

Electronics to Increase Productivity Creating New Designs of Automation

The Ethics of Sound Corporate Social Responsibility (CSR) Journey Towards Excellence What a Dog and a Monkey Taught Me About Management at Google

Hybrid servo cable with bus element DOE to thefrom Rescue for the energy chain igus Good is Better than Best!

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India, one of the fastest growing economies, is on the limelight again, inviting worldwide interest over its first Mars Mission which is scheduled to be launched during the first week of November 2013 by ISRO. After US, Russia, Japan, China and the European Union, India will be the sixth country to achieve the feat of having a mission to the Red Planet. Over the last sixty six years India progressed a lot in different fields and we are no lesser than any other human races in the world. But with all these achievements, are we Independent?

Foreword

Dear Readers,

For a stable life we have to be dependent. We must in-depend or out-depend is the matter of concern. It’s normal that we always depend on others. Be it parents, spouse, children, friends, administration, so many who comes on our way in life. Our life always becomes an uncertainty with the positive or negative changes occurred with the people we depend on. You can never help this out, until and unless you become in-dependent. Life starts and ends with self. Unfortunately at one point of time, we tend to forget the strength we possess and look to get supported outside. Even the society teaches us from the beginning to become out-depended.

Before India got independent in 1947, we were dependent on a lot of human powers. Be it British, French, Dutch, or the hundreds of rulers across different territories who used to decide the future of India. But from the day of independence, the responsibility of building the future of India came in the hands of its each and every citizen. Reaching sixty seven years of independence, the real question is can Mother India depend on its citizen?

Hari Shanker Managing Editor

Being in-dependent is taking the responsibility of what we do or get in life. When we feel proud to be an achiever, we must not try to escape from our drawbacks. It’s easy to point a finger on other, but to realize our mistakes and thereby correcting it is difficult. But to make success a habit we have to find all answers within ourselves through acquired knowledge. Once we realize we are the supreme power, the nature’s masterpiece, being in-dependent, we will overcome all our difficulties.

There are no doubts that we have grown to become one of the powerful nations in the world. We have to accept the fact that this happened with time and due to the contributions not more than 5% of our population. 95% of our people still don’t realize their roles and duties towards the nation. Bursting crackers on Indian cricket team’s win is not just the duty of being an Indian.

We have to be part of nation building and the first step to realize about our duties to become in-dependent.

In this edition of MART we are featuring the latest technologies, technical features and case studies about Rapid Prototyping.

Apart from that we are also featuring our regular columns, Fair Mart, Mart Update for your reading delight. Do write to us to make MART, SMART! October 2013

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Cover Feature Why Rapid Prototyping ?

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Rapid Prototyping is not just 3D Printing Renishaw’s Additive Manufacturing System to boost Production Capabilities at Directed Manufacturing Inc Kingparts Overcomes Production Challenges with FARO® Edge

Columns 20

The Ethics of Sound Corporate Social Responsibility (CSR) Dr Kevin Sludds

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Journey Towards Excellence

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What a Dog and a Monkey Taught Me About Management at Google

P S Satish

Tomasz Tunguz

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DOE to the Rescue

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Good is Better than Best!

Gorur Sridhar

Hemendra K Varma

Fair Mart

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Volume 10 Issue 4 October 2013 Annual Subscription `1200 Member INS Editorial Advisory Board

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

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Siji Nair

Managing Editor Hari Shanker hari@martinfotech.in

Art & Creative

Assistant Editor

Accounts Suresh

Viju Nair +91 9038 005670

Creative Assistant

Pradeep Jayaprakash Sayan Chaudhuri

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

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

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Of Utmost precision and highly productive: laser welding in “Transmission Manufacture 2.0“

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Eplan Platform 2.3: Preplanning built in

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Record-sized toothpaste production needs massive geared motors

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Add value in valves with Valmova

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Mart Update

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COVER FEATURE

Hemchandra Agashe

Why Rapid Prototyping?

hsagashe@darpanindotech.com

Rapid Prototyping (RP) can be defined as a group of techniques used to quickly fabricate a scale model of a part or assembly using three-dimensional computer aided design (CAD) data.

Why Rpid Prototyping The reasons of Rapid Prototyping are • To increase effective communication.

• To decrease development time.

• To decrease costly mistakes.

• To minimize sustaining engineering changes.

• To extend product lifetime by adding necessary features and eliminating redundant features early in the design.

• Rapid Prototyping decreases development time by allowing corrections to a product to be made early in the process. By giving engineering, manufacturing, marketing, and purchasing a look at the product early in the design process, mistakes can be corrected and changes can be made while they are still inexpensive. The trends in manufacturing industries continue to emphasize the following: • Increasing number of variants of products.

• Increasing product complexity.

the model.

• Decreasing product lifetime before obsolescence.

4.The model and any supports are removed. The surface of the model is then finished and cleaned.

• Decreasing delivery time.

Rapid Prototyping improves product development by enabling better communication in a concurrent engineering environment.

• Methodology of Rapid Prototyping

Types of Rapid Prototyping • Stereolithography (SLA) • Selective Laser Sintering (SLS®) • Laminated Object Manufacturing (LOM™)

The basic methodology for all current rapid prototyping techniques can be summarized as follows: 1.A CAD model is constructed, then converted to STL format. The resolution can be set to minimize stair stepping.

2.The RP machine processes the .STL file by creating sliced layers of the model.

3.The first layer of the physical model is created. The model is then lowered by the thickness of the next layer, and the process is repeated until completion of

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• Fused Deposition Modeling (FDM) • Solid Ground Curing (SGC) • Ink Jet printing 1st Process: Stereolithography( SLA PROESSS) • Stereolithography (SLA), the first Rapid Prototyping process, was developed by 3D Systems of Valencia, California, USA, founded in 1986. A vat of photosensitive resin contains a vertically-moving platform. The part under construction is supported by the platform that moves downward by a layer thickness (typically about 0.1 mm / 0.004 inches) for each layer. A laser beam traces out the shape of each layer and hardens the photosensitive resin.

• The Stereolithography (SLA) System overall arrangement: Advantages of SLA process & When to use it ?

• For High Accuracy & high Surface quality finish • For parts of visual & aesthetic testing • Small part like a PIN or big part like Dash Board.

• Parts needing transparency & gloss • For Stiff parts & to make the master pattern 2nd Process: Selective Laser Sintering (SLS®)

• Selective Laser Sintering (SLS®, registered trademark by DTM™ of Austin, Texas, USA) is a process that was patented in 1989 by Carl Deckard, a University of Texas graduate student. Its chief advantages over Stereolithography (SLA) revolve around material properties. Many varying materials are possible and these materials can approximate the properties of thermoplastics such as polycarbonate, nylon, or glass-filled nylon.

• As the figure below shows, an SLS® machine consists of two powder magazines on either side of the work area. The leveling roller moves powder over from one magazine, crossing over the work area to the other magazine. The

laser then traces out the layer. The work platform moves down by the thickness of one layer and the roller then moves in the opposite direction. The process repeats until the part is complete.

Advantages of SLS process & When to use it ?

• As material used is Nylon or Glass filed Nylon powder, One would get the white color with fine matt finish on the components.

• The parts are somewhat flexible & snap fit can be produced without breakage • Complex fully functional prototypes can be produced.

• A small production also can be produced at rapid rate.

• Comparatively cheap process SLA vs. SLS: A Summarized Comparison • Material Properties: The SLA (stereolithography) process is limited to photosensitive resins which are typically brittle. The SLS® process can utilize polymer powders that, when sintered, approximate thermoplastics quite well.

• Surface Finish: The surface of an SLS® part is powdery, like the base material whose particles are fused together without complete melting. The smoother surface of an SLA part typically wins over SLS® when an appearance model is desired. In addition, if the temperature of uncured SLS® powder gets too high, excess fused material can collect on the

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part surface. This can be difficult to control since there are so many variables in the SLS® process. In general, SLA is a better process where fine, accurate detail is required. However, a varnish-like coating can be applied to SLS® parts to seal and strengthen them.

• Machining Properties: In general, SLA materials are brittle and difficult to machine. SLS® thermoplastic-like materials are easily machined.

• 3rd Process: Fused Deposition Modeling (FDM) • Standard engineering thermoplastics, such as ABS, can be used to produce structurally functional models.

• Two build materials can be used, and latticework interiors are an option.

machines. The FDM process was developed by Scott Crump in 1988. The fundamental process involves heating a filament of thermoplastic polymer and squeezing it out like toothpaste from a tube to form the RP layers. The machines range from fast concept modelers to slower, high-precision machines.

The materials include polyester, ABS, elastomers, and investment casting wax.

The overall arrangement is illustrated

• Large parts: Because there is no chemical reaction involved, parts can be made quite large.

• Basic Principle of FDM process & A Typical ‘STRATASY’ Fuse Modelling Machine

• Before sealing, models have a wood-like texture.

• Advantages/ Limitations of FDM process & when to use it?

• Accuracy in z is less than that for SLA and SLS®. No milling step.

• Outside of model, cross-hatching removes material • Models should be sealed in order to prohibit moisture.

• Not as prevalent as SLA and SLS®.

• Durable Parts with greater stability • Functional parts • Parts up to 600 × 600 × 500 mm (24 × 24 × 20 inches) can be produced.

• Filament of heated thermoplastic polymer is squeezed out like toothpaste from a tube.

• A Surface finish limitations with micro steps/ lines & yellowish white finish

• Thermoplastic is cooled rapidly since the platform is maintained at a lower temperature.

• Some Typical Sample Parts:

• Milling step not included and layer deposition is sometimes non-uniform so “plane” can become skewed.

• Not as prevalent as SLA and SLS®, but gaining ground because of the desirable material properties.

• Stratasys of Eden Prairie, MN makes Fused Deposition Modeling (FDM)

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• Economical for medium sized parts

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4th Process: Laminated Object Manufacturing (LOM™) • Layers of glue-backed paper form the model.

• Low cost: Raw material is readily available.

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• The figure below shows the general arrangement of a Laminated Object Manufacturing (LOM™, registered trademark by Helisys of Torrance, California, USA) cell: • Material is usually a paper sheet laminated with adhesive on one side, but plastic and metal laminates are appearing.

• 1.Layer fabrication starts with sheet being adhered to substrate with the heated roller.

• 2.The laser then traces out the outline of the layer.

• 3.Non-part areas are cross-hatched to facilitate removal of waste material.

• 4.Once the laser cutting is complete, the platform moves down and out of the way so that fresh sheet material can be rolled into position.

• 5.Once new material is in position, the platform moves back up to one layer below its previous position.

• 6.The process can now be repeated.

5th Process: Solid Ground Curing (SGC) Solid Ground Curing, also known as the Solider Process, is a process that was invented and developed by Cubital Inc. of Israel. The overall process is illustrated in the figure above and the steps are illustrated below. The SGC process uses photosensitive resin hardened in layers as with the Stereolithography (SLA) process.

However, in contrast to SLA, the SGC process is considered a high-throughput

production process. The high throughput is achieved by hardening each layer of photosensitive resin at once. Many parts can be created at once because of the large work space and the fact that a milling step maintains vertical accuracy.

The multi-part capability also allows quite large single parts (e.g. 500 × 500 × 350 mm / 20 × 20 × 14 in) to be fabricated.

Wax replaces liquid resin in non-part areas with each layer so that model support is ensured.

6th Process: a) Ink Jet printing (3D PRINTING ) RP ink jet techniques utilize ink jet technology to shoot droplets of liquid-to-solid compound and form a layer of an RP model. Common ink jet printing techniques, such as Sanders ModelMaker™, Multi-Jet Modeling™, Z402 Ink Jet System™, and Three-Dimensional Printing, are presented in this section.

Although none of the these techniques have become as established as the Stereolithography (SLA) or Selective Laser Sintering (SLS®) systems, several show promise.

3-D Printing Machines (Ink Jet printing) • Lower in cost –10-15 thousand dollars – Could be placed on a table – Less clean up – Only creates small objects – Less that 10 inches cubed

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– Less material cost than Rapid Prototyping • Few materials the printer can use • Small amount of first time use training • Creates products much faster b) 3D COLOR PRINTING:Cubic Print_MCER TECHNOLOGIES By combining roller fedsheet material withprecision cutting blades,anIrish company McorTechnologies is bringing avery cost effective way of producing your 3D designson paper and in colour.The IRIS works in thesame way as most RPsystems, it builds up amodel using layers ofmaterial to create a3D form in slices oflayers of 80 & 160GSM paper.

The system loadsthe first sheet anduses a precisioncutter to slice-in theform of that layer,then using waterbased adhesive topaste, rolls overanother sheet ofpaper and then slices the form of that layer... layer by layer the sameprocess is repeated toultimately build the product.

A PROCESS AFTER DESIGN VALIDATION THROUGH FIRST PROTOTYPING: As you have seen the first RPT processes have one or more limitations of Material, finish or strength.

Once a DESIGHNER has validated his designs, for its dimensions, fitment ;done the necessary changes in the 3D MODEL , reconfirmed the corrected design by any of the above process ; He needs to have a better PROTO, in all aspects of its strength, finish, color etc. He needs October 2013

MACHINE SIZE: 1000X800X600 mm ADVANTAGES: A good finish on components & good strength for trial batch production cum assembly testing Features True Colour : 1 million+ colours and5760 x 1440 x 508 dpi, delivering CYMK – 4 ( cartridges including black ) consistent, rich colour frompart to part.

Office Friendly & Easy to Use Safe build materials, low noise level, no toxic waste.

Affordable Never has colour 3D printing been so affordable — now you can print more models every day

Direct metal Laser sintering process to produce components from metal powder.

Material: Tool Steel or Stainless Steel.

Machine: EOS INT M-270 ; Build size is 250 x 250 x 215 mm Samples of Metal RPT The part accuracy that can be obtained with this process: *Small parts +/- 40 - 60 Microns* Larger Parts +/- 0.2 mm.

This article is compiled by HemchandraAgashe, Proprietor of DARPAN INDOTECH based at Pune. They offer services in Conceptual Product Design, Plastics Engineering Design,Rapid Prototyping, Reverse Engg., Jigs & Fixtures Design, Plastics Consultancy, Training on ‘Plastics Product Design / MouldDesign’,CAD/CAM Manpower Placement . He can be reached at Flat No-4, “VidurKrupa Co-op Housing Society”,Paramhans Nagar, Lane No11,Near Anand Garage (Krishna Colony) Kothrud, Off Paud Road,

Sample Photos

10-15 samples for field trial to be given to development & marketing engineers.

Metal Prototyping:

),PP (Translucent ),Rubber( Translucent ) ,Glass Filled Nylon (Biege) ,PC-ABS ( Black )

Pune- 411 029 Tel: +91 9922900750, Mobile No.9881140750

This can be done by the following process: Vacuum casting with Silicon moulds Step 1: Make a master pattern using SLA process with matching finish as per the 3D-model.

Step: 2: Make the Silicon castingusing master pattern, which would give replica of the master.

Step 3: Cut the casting into two parts forming the core /cavity; runners for feeding resin.

Step 4: Apply vacuum & simultaneously pour the resin.

This process has the advantages of more options of plastic raw materials.

Ex.ABS (White & Creamy white), Acylic ( transparent ) ,Nylon ( Translucent& White October 2013

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COVER FEATURE

Rapid Prototyping is not just 3D Printing

Matt Bailey press@mbmc-uk.com

When most people hear the term rapid prototyping (RP), they naturally think of 3D printing and additive manufacturing, which has, over the past few years, captured the imagination of the public and the press worldwide. However, although 3D printing technology develops at a clip, so do CNC machine tools, meaning anyone aspiring to offer a comprehensive RP service needs to understand and provide both processes.

Based in Kitchener, Ontario, Canada, Hyphen is a full-service, rapid prototyping and environmental testing center with, says the company literature, the country’s “…widest range of prototyping and environmental testing capabilities under one roof.”

Originally created to serve Christie Digital Systems, Inc., - makers of sophisticated visual display systems, Hyphen has evolved to become an autonomous business allowing other companies access to its state-of-the-art technology, which its parent company has invested in and built-up over a decade. Hyphen managing director Mark Barfoot explains how the company came to be: “Christie began by setting up an in-house prototyping and testing facility,” he says.

“We saw the benefit of being able to do this part of the product-development cycle ourselves; to be able to prototype a new part today, test it tomorrow, then do it all over again two or three days later.

In October 2012 we launched Hyphen, essentially, doing the same type of prototyping and testing we’ve been doing for Christie, but providing those services for anyone outside of the company. We’ve had a lot of people asking to have access to our capabilities, now we can offer them to those people, too.

Joe Holland is the Rapid Prototyping Centre Supervisor for Hyphen. “As well as the additive manufacturing machines, we have a number of Haas CNC machines tools,” he says. “In fact, they’re the only brand of CNC machine tool we own.

“In the main row we have three vertical machining centres: one is 3-axis, one is 4-axis and one is 5-axis. We also have a Haas ST-20 lathe with live tooling.

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Between them, we have all the tools in the toolbox that we need to produce the mechanical prototypes and short run batches of production parts that we need for both Christie, and also for other customers.

“What makes Hyphen unique is that we have successfully combined top-ofthe-line prototyping and environmental testing capabilities to allow for optimization of design concept, reduction in overall development time, improvement in quality, or a combination of all-of-the above. ”

“The first machine we bought was a Haas TM-1 toolroom mill. We then added a VF-3 vertical machining centre, which we later upgraded to 5-axis. We also have a VF-6, for doing larger parts. We can machine aluminium, stainless steel, copper, titanium, magnesium parts, and we can also machine plastics. Typically, we make one-offs, but sometimes we make as many as ten units.

“A very good example of a component we made recently using the Haas machines is a three-part assembly created to simulate a die-cast component. Firstly, we cut from billets each of the three parts on the Haas 5-axis machine. Then, when they were assembled, we sandand bead-blasted them to give them the simulated appearance and feel of a die-cast component. Taking this approach meant we were able to give Christie’s engineers the experience of having a finished, high-accuracy die-cast part, but without incurring the time and cost of going straight to tooling at the prototype stage.”

Hyphen also uses its Haas CNC machine tool to make prototype parts for Christie products where the heat generated by for example; high-powered lamps and

Mark Barfoot Managing Director, Hyphen

electronics would make the use of resinbased components impossible.

“Parts such as lamp housings need to withstand very high temperatures,” says Mr Holland. “So, we need prototype parts with mechanical properties similar to the final parts; able to withstand not just the heat, but any other loads they are subject to. That rules out using the plastic additive processes, but CNC machined parts are usually ideal, until the product is eventually ready for production.”

“Obviously, we’ve made a significant investment in the Haas machines over the years,” adds MrBarfoot. “And we’ve been pretty happy with our choice. We’ve had very few issues with them and they’ve proved to be very easy to use. We’ll keep adding more Haas machines because they are affordable and seem to be the right fit

for our type of business.”

A particular advantage of having just one-make of CNC machine is that Hyphen can switch tooling between them and operators can run more than one configuration of machine. The department employs a small team, so everyone is flexible. Operators move freely between the lathes and the mills.

“Our Haas machines have been reliable for us,” says MrBarfoot. “Yes, we’ve had the odd couple of issues, which you typically would have with a machine that is run every day of the week. However, they’ve been very minor, little issues. Preventative maintenance means we have very few surprises, and the Haas service reps from the local Haas Factory Outlet, Sirco Machinery, always get our machines up and running again very quickly.

“From Christie’s point of view, having the in-house capability to make high-accuracy parts, with useful mechanical qualities, for products still in the prototyping stage is invaluable. We can test parts, make design alterations and re-make the parts very quickly and easily. What we have learned as part of Christie, we can also offer to other companies, especially those developing high-end, high-value products where reducing product development costs and reducing time to market are priorities. Employing the Haas CNC machine tools as part of our rapid prototyping (RP) and testing services means there’s very little we can’t offer our customers. Offering a full suite of rapid prototyping, machining and environmental testing under one roof makes Hyphen the most comprehensive facility in Canada.”

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COVER FEATURE

Renishaw’s Additive Manufacturing System to boost Production Capabilities at Directed Manufacturing Inc

Samina Khalid Samina.Khalid@Renishaw.com

Directed Manufacturing Inc. (DMI), a leading provider of additive manufacturing services, has acquired a Renishaw AM250 laser melting machine. The AM250 will augment DMI’s existing range of machines at its engineering facility in Texas, USA, where the company supplies production metal parts and complex geometric components to the medical, industrial, aerospace and defence industries. The machine has been sourced to respond to the demand from design engineers needing to reduce production lead times and costs.

The Renishaw AM250 is particularly advantageous to DMI because of its large build chamber, allowing the construction of parts up to 250 x 250 x 360 mm in size, but also because of the vast range of metal powders that can be used in part construction. This will allow DMI to supply metal parts in aluminium Al-Si-12, cobalt-chrome (ASTM75), H13 tool steel, inconel 718, inconel 625, stainless steel 316L, stainless steel 17-4PH, titanium CP, Ti-6Al-4V and Ti-6Al-7Nb via additive manufacturing.

Alex Fima, Directed Manufacturing Inc CEO explains: “We’re pleased to add this system to our equipment list and expand our capacity to deliver direct metal part manufacturing services. We thoroughly researched our options and selected the Renishaw AM250 due to its reputation for building precision Titanium prototypes and parts.”

Renishaw’s additive manufacturing machines use a pioneering additive process featuring a unique build system.

“This sale further reinforces Renishaw’s growing reputation as a credible supplier within the additive manufacturing market.

Directed Manufacturing has substantial experience in rapid manufacturing technologies and it is therefore very satisfactory to have our machine selected ahead of other established suppliers.”

Simon Scott Managing Director, Renishaw’s Additive Manufacturing Product

The machine build chambers are a vacuum chamber that is filled with a controlled atmosphere of inert argon gas. This enables the manufacture of components from highly reactive materials, such as titanium, without the metal powder reacting with oxygen. There is also the potential to run the system with nonreactive materials in an atmosphere of nitrogen gas.

For more information about Renishaw’s additive manufacturing machines, please visit www.renishaw.com/additive.

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COVER FEATURE

Kingparts Overcomes Production Challenges with FARO® Edge

Yoshihiro Iida Yoshihiro.Iida@faro.com

Lost-wax casting is a mold part process that has been gaining popularity amongst manufacturers in recent years due to its pliable nature in producing small lots in short timeframes. The technique permits reproduction of intricate metal objects through multiple steps, allowing several mold parts to be assembled to form a product, removing the need for a machining process after casting.

One company that specializes in producing precise parts using the lost-wax casting process, also known as cireperdue in French, is Kingparts Co., Ltd. The parts manufacturer was established in 1964 and is based in Fukuyama City, Hiroshima Prefecture, Japan.

Kingparts’ greatest strength is in its ability to master the techniques in all stages of the lost-wax casting process. The company handles the entire production process from start to finish, which begins with the design of metal molds, to mold making, casting, finishing, and delivery.

Typically, the parts produced are used in areas such as general industrial machinery, electronic and electrical products, machine tools, medical devices, automobiles, aircraft, measurement instruments, food manufacturing devices, and defense equipment.

Lost-wax casting process: Mold making by using pattern making robot

Another of Kingparts’ strengths is reflected in its motto - to expand the possibilities of lost-wax casting process by meeting customers’ demands. This sometimes involves supplying to companies that require small lot production, quick delivery, and cost reduction.

Issue: Shape Measurement in Quality Assurance

Wax pattern making machine

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In an effort to improve on casting technology, Kingparts invested in a significant amount research and development in recent years. The company increased spending on capital investment by acquiring a new wax mold making machine, core firing furnace, vacuum heattreating furnace, and a lost core device. This intensive investment resulted in a brand new die

casting technology using ceramic core.

The technology took around 3 years to develop, as the company had to overcome technical difficulties of varying degrees — including precision of joining mold and core, as well as core flexure control. But as soon as Kingparts had some success with resolving the technical issues, interest in the new casting technology picked up and the company started to receive a larger volume of orders from existing and new customers.

However, a new problem then emerged.

Kingparts had to measure complex curved surfaces of parts on objects for quality control, which called for the implementation of a metrology solution. At that time, Kingparts owned a few gantrytype measuring machines to perform three-dimensional (3D) measurements.

The drawback of these machines was that it was incapable of capturing all October 2013

the fine details of objects with irregular curved surfaces. As such, Kingparts chose to farm out the measurement jobs. This process proved to be time-consuming and cumbersome for product creation.

As production using the new die casting technology gained pace, the demand for 3D measurements increased. In anticipation of a growth in orders, there came an increasing need for Kingparts to possess its own non-contact measuring equipment that would enable it to conduct its own quality checks. A decision was then made to acquire the FARO Edge — a portable 3D measurement arm with multiple axis-of-rotations that emulates the versatility of the human arm.

New Capabilities and Benefits With the FARO Edge, Kingparts’ technicians are able to measure objects that could not be accurately captured using traditional tools. There is tremendous positive impact on quality improvement as the deployment of non-contact 3D measurement arm permits intricate die making, leading to high precision die casting reproduction.

In the past, using the traditional gantrytype measuring tools required the object to be turned over, moved around or measured with the aid of a jig. Repeated benchmark measurements were also necessary. But with the portability and flexibility of the FARO Edge, cumbersome processes are no longer needed. This greatly improves the efficiency of the measuring process and reduces measuring time. Issues like storage space for the jig, prolonged production time and cost have

1.000 0.850

With FARO Edge, it became possible to measure an irregular curved surface at any time.

also been eliminated. In addition, with its new in-house metrology capabilities, Kingparts also enjoys other benefits such as time-savings and cost-savings since it no longer has to outsource the measurement jobs.

Looking Ahead Mr Kimura of Production Control Division, Kingparts, said, “In the past two months, we’ve seen the FARO Edge enable us to take precise measurements. Now, we need to familiarize ourselves to perform those measurements with greater efficiency during periods of mass production.”

In fact, Kingparts is starting to realize the need for dedicated personnel to manage all measurement tasks. When the FARO Edge was introduced, Mr Kimura and Mr. Yamate (from Kingparts’ Process Division)

A016 D:0.199

A014 D :0. 025

A018 D:-0.182

0.700

A019 D:-0.317

0.550 0.400 0.250

A013 D:- 0. 213

0.100 -0.100 -0.250 -0.400 -0.550

A017 D:-0.017

-0.700 -0.850 -0.1000

A012 D:- 0. 293

A015 D:- 0. 054

A021 D:-0.209

A020 D:-0.132

A023 D:0.062

A022 D:-0.015

Color map for parts with tolerance plots identifiable by colors

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picked up metrology skills and performed tasks on a needs basis. Moving forward, the company will make a change in order to better meet demand. Mr Kimura said, “It is no longer sustainable for the both of us to operate the FARO Edge in our spare time as the number of parts to be measured is on the increase.

To enable mass production, we now need to assign personnel dedicated to performing measurements, and provide in-house training to them as soon as possible.”

The capabilities of the FARO Edge expanded Kingparts’ range of products, including objects with irregular surfaces.

Envisioning future possibilities, Mr Kimura explained, “It’s now possible for us to perform evaluation of objects such as turbines and ceramic cores. This could not be achieved with traditional techniques before. I’m looking forward to applying this technology to the next project that involves measurement of molds or products with irregular curved surfaces such as wings.”

With an eagerness to take on new tasks involving the use of non-contact 3-D measurement instrument, Mr Kimura added, “We have received orders that require us to perform reverse engineering.

Even though the number of projects is very small at the moment, I look forward to using the FARO Edge more and more for this new field in the future.”

KINGPARTS specializes in producing precise metal parts using the lost-wax casting process. The parts manufacturer was established in 1964 and is based in Fukuyama City, Hiroshima Prefecture, Japan. www.martonline.in

19

MANAGEMENT

The Ethics of Sound Corporate Social Responsibility

Dr. Kevin Sludds info@ectiethics.com

CSR is a vital area of what has historically been rather vaguely called business ethics. As such, it relates to the situations, policies and activities in business where the issue of right and wrong action, good and bad behaviour must be considered.

Various scandals over the last decade and a half, from Enron to Satyam to Libor, have highlighted the unethical way some individuals and corporations have behaved.

The Ethics of Responsibility In today’s economic and social environment, issues related to social responsibility within the business arena are gaining ever greater importance and relevance. Business activities are inseparable from the communities, societies and wider global environment within which they operate. A reluctance, therefore, to manage these impacts

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will mean business practices, over time, becoming unsustainable and irrelevant.

have highlighted the unethicalway some individuals and corporations have behaved.

CSR is a vital area of what has historically been rather vaguely called business ethics. As such, it relates to the situations, policies and activities in business where the issue of right and wrong action, good and bad behaviour must be considered.

Various scandals over the last decade and a half, from Enron to Satyam to Libor,

Unquestionably, matters of an ethical nature confront all organisations, large or small, local, national or international and it is vital that an appreciation of it is gained for both practical commercial reasons as well as moral soundness. Managing risk, for instance, is a central part of many corporate strategies, and reputations that

October 2013

have taken decades to build can be ruined in hours through corruptionscandals or environmental accidents. These can also draw unsolicited attention from regulators, courts, governments and the media.

Therefore, concretely building a sincere culture of doing the right thing within a company can help offset these very tangible risks.

In commercial business terms, CSR focuses on identifying and analysing business operations in relation to society and the various responsibilities a business owesto itself, its stakeholders, the public, its customers and the government. It is worth emphasising, when CSR is taken seriously it is fundamentally about how companies make profits rather, than, how they spend profits. In other words, though being philanthropic, e.g. donating to charities is laudable, a more profound and reflectiveexamination of social responsibility issues must be established if these actions are to be, and are seen to be, genuine.This point may be condense by saying, CSR is about internal examination and external engagements.

The word ‘ethics’ of course simply means ‘custom’ or ‘practice,’ that is, a characteristic manner of acting or a consistent mode of behaviour by a company and, therefore, somethingwhich has a direct impact on a business’ key asset, its reputation - for good or ill.

Critically, ethics is active, it is concerned with assessing the beliefs, attitudes and behaviour displayed by a company and because of this, CSR must not be engaged in merely to act as camouflage for other activities, Professor Sri Ram Khanna (Uni. of Delhi), speaking at an ISO26000 meeting in Zurich earlier this year, commented that, “Most companies social responsibility reports in India are like bridal make-up . . . they hide reality.”

A survey undertaken in 2010 of large UK businesses revealed that ethics training was being conducted at 71% of them, a 50% increase in just three years and an increase which has continued to grow globally. Such training focuses on three main areas: i) identifying situations where ethical decision-making is involved; ii) understanding the culture and values of an organisation; and iii) evaluating the impact

October 2013

Core Value

Respect , Duty , Integretated Values : Engaged - Detached

Approches

Bedrock / Ethical Foundation

of ethical decisions on an organisation.

Social responsibility issues directly influence areas, such as, sustainingemployee morale; attracting and retaining workers, customers and investors; enhancinggood relations with clients, the media, and the government; and, of course, building reputation capital.

Ernst and Young’s Global Fraud Survey 2012 makes sober reading for those companies who are keen to be differentiated from the 39% of respondents who reported that bribery or corruption were a frequent occurrence in doing business in their countries. In India the figure was 70%, the Czech Republic 80% and Brazil a whopping 84%!

The survey found there had been a marked increase in respondents who were prepared to make cash payments to induce a favourable outcome and win business up from 6% to 15% in two years. Their overall sense was that boards of management felt swamped by the volume of material on risk management and control information they were expected to master. And one result of this was that misconduct very often went uncorrected, the message then being sent was that sharp practice was acceptable.

Ethical considerations in business which relate to CSR show themselves in fundamental questions such as: • What sort of business (morally) do I run/ work for?

• How do I treat my employees/colleagues/

Partnership , Reliability , Honesty Theories : Care / Rights based

Personal Morality/Corporate Drives

clients?

• How seriously or otherwise do I take my responsibilities to the community and environment in which I work?

• What are the motivational drives behind my/ the organisation’s philosophy?

• What are my/ our social responsibilities within the organisation and beyond?

Ethics offers us a means of making business choices that can be promoted as having moral import, specifically if there is uncertainty about what ought to be done (e.g.balancing the pros and cons of mine exploration). It moves beyond sound-bite references to trust and integrity and allows for meaningful CSR planning, the benefits of which include: • Helping to prioritise considerations of socially and environmentally friendly projects that might otherwise lack a corporate advocate • Keeping organisations attuned to potential societal impacts even when thenegative impact may not be immediate, therefore, lessening possible liability • And positively influencing decisionmaking where societal impacts are maximised while ensuring such efforts remain within budget.

Genuine ethical awareness in commerce enables businesses to question and analyse long-held presuppositions which they may unwittingly retain. It isolates and defines unethical and inappropriate behaviour within a business and on an inter-business www.martonline.in

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basis. And it provides businesses with an appreciation of the character and nature of particular CSR situations or dilemmas.

a singular rather than generic identity, something which is a keen competitive advantage.

Personal Morality Codes (PMCs) as Building Blocks to Sincere CSR Policies

It should be noted, however, that PMCs are mutable, as it can and regularly does occur, that experiential insights necessitate the updating of one’s personalmorality code in line with changing circumstances and new understandings. As a result, a company’s CSR policies may also need to be adjusted, to fall into line with the new motivations and/ or the approaches that support them.

When it comes to the topic of CSR, we must remember, that ethical choices in business only become ethical when the intentions behind them, their results and the values (individual, corporate or societal) they reflect are considered. Facts alone do not decide whether something is right or wrong.

Having well-defined and meaningful CSR policies means making commercial choices which can be promoted as moral and helps in positioning a business in a unique way.

That is, genuine CSR is seen to be more than merely expedient and external, rather it has the tangible effect on a business of clearly defining its ethos and markedly increasing its reputational value.

A Personal Morality Code lays down the principles and values that guide an individual’s conduct and is an imperative, though very often overlooked, aspect of a company’s capacity to deliver on CSR issues. A PMC identifies and defines those fundamental moral concepts in business, such as, honesty, trust, fairness, integrity, and respect.PMCs for business people would, thus, include having the ability to discern the distinctions between these terms and to providing a rationale for their particular CSR policies.

CSR is a key area of self-regulation that has historically fallen under the broad rubric of business ethics.

However, compartmentalising ethics as ‘businessethics’ alongside various other such categories, ‘business strategy,’ ‘business analysis,’ ‘business development’ and so on, wholly undermines its importance and dilutes its power to define an organisation. To enhance one’s business identity one needs to engage with ethical matters beyond considering them simply aspectsof a business and, rather, to seeing them as elemental to an entire business.

ECTi’s Ethics ‘in’ Business Principle moves across all dimensions within an organisation and can, when properly managed, act as its main driving focus.

This principle provides businesses with

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We must now ask, How does one go about developing such ethically founded CSR policies? A traditional model for framing an organisation’s business ethics in relation to CSR can be succinctly summarised if we imagine three rings one inside another: i) The Inner-ring represents the organisation’s stated core values, as we might expect to find them expressed in corporate literature, websites and advertisements. These values will remain however, indistinct, free-floating and inactive. ii) The Mid-ring represents the organisation’s activities (sales, services, products). These activities will remain wholly unaffected by the Inner-ring of proclaimed core values as there is no medium through which they can be linked. iii) And, finally, the Outer-ring represents employee’s engagement with customers, the public and each other. As with the Mid-ring nothing within this sphere can be effected by the organisation’s stated values as there is no pathway to do so. Though offering fine words in reports and public statements, senior management will, from this Outer-ring, be without an appreciation of on what their company’s core values (Inner-ring) are founded. As a result, and most alarmingly, they will remain incapable of altering unethical behaviour when it arises.

The Ring Model is generally vacuous when it comes to enthusiastically engaging in CSR matters, as there remains no grasp of just what an organisation’s principles are built on or how, when or why they should be up-dated. Such ambiguity laced with inactivity can have a powerfully detrimental effect on the culture and reputation of any organisation as its CSR activities are framed

using merely free-floating terminology.

ECTi’sOrganisational Ethics Pyramid (the following relates to the Hospitality Industry) on the other hand, succinctly sets out an organisation’s core values, the theories/ approaches which support them and the bedrock/ foundation on which they are built.

Core Values: The pinnacle of the pyramid contains engaged value terms that are commonly referred to in the hospitality industry - empathy, care, rapport, respect.

However, for behaviour to be guided by such values they cannot by free-floating as they are in the Ring Model. That is, a business must have an appreciation of just what it is they have built their values on.

Approaches/ Theories: Understanding our values must also mean knowing what approach to behaviour one considers correct/ right. For this to happen, we need to recognise that particular theories provide parameters for appropriate behaviour. Broadly speaking, these are around care, contract or duty-based principles.

Bedrock/ Ethical Foundation: Below Approaches lies the foundation of one’s organisational ethics pyramid. Here we can access the root of our beliefs in specific motivations and, where required, change our evaluations of them. It is vital if an organisation’s CSR pronouncements are to be taken seriously, that they have an appreciation of what drives them, and that they ensure these motivating forces are in harmony with the core values espoused at the top of their ethics pyramid.

Finally, we should note, a clearly defined ethical scaffold to good CSR offers an opportunity for senior management to continue to steer their organisations forward in a manner which is defensible, principle-led and exclusive.

The author Dr. Kevin Sludds is the Managing Director of Ethics consultancy and Training International (www.ectiethics. com), Dublin,Ireland and he can be reached at info@ectiethics.com.For any support to implement above concepts in your company, please contact P.S.Satish (www. satishps.com) of M/s Saraswati Industrial Services, Bangalore on gotopssatish@ gmail.com or +91 9845043202.

October June 2013

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23

MANUFACTURING EXCELLENCE

Journey Towards Excellence

P S Satish gotopssatish@gmail.com

Managing a SME in India - Part 10 As a continuation of last article, we will discuss on few more points to manage SME’s better in India 21. Adopt best HR practices of other companies There is a myth in the mind of SMEs is that best practices are seen in big corporates and are very difficult to Pursue in small set up when there are employees of 100 or less. This is wrong.

As dealt in earlier articles, key challenge of SMEs is to retain talented employees. One of the Studies done in USA on ‘Great place to work’ among SMEs, many interesting observations are recorded as best practices in handling employees and taking care of their welfare. Many can be emulated. Let us look at few of those and others.

•Providing key employees housing facilities and to take care of their travel expenses • Apart from annual performance reviews, discuss on career development • Rewarding employees suitably depending on duration of stay in company.

E.g. for 5 years, provide few weeks of paid vacations.

• New employees are assigned a senior member as a mentor to orient them • Company supporting to develop personal ( e.g. buying a home) as well as professional goals

• Developing in-house talent groups like a band, music etc.

• Employees begin the day with stretching exercise or yoga

• Flat organization with minimum hierarchy level

• Encouraging employees to take up social work with clear guidelines in company’s time

• Standing meetings at fixed time in day to discuss critical issues of day. Sometime called ‘sunrise meeting’,’ morning meeting

•Profit bonuses are shared among employees and handed over every quarter instead yearly • Employees get a gift card on their birthday from CEO along with a token gift.

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Allow employees to make decisions. Ownership will increase with this

• Group discussions among set of employees on a specific company related topic for improvements to involve them • Allow employees to make decisions.

Ownership will increase with this

• Recognize birth days of employees children and sending a birth day card with a token gift

• Encourage employees for good decisions by a gift card or a lunch

• Mile stone of the company say 10 years completion is celebrated along with employees may be as a party or an outing

• Allow employees to participate in conferences and exhibitions for them to have an idea of happening around

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• Monthly gathering by CEO with key personnel to hear a talk or see a chosen video like TED talk • Company being a part of local community for development. E.g. support a local school or hospital • Taking the employees to visit other companies to see how they do and to learn from them.

Other company could be in any field and focus is on processes October 2013

• When family of employee is staying in other town, encourage them to visit employee at company’s cost •Incentives for referring others to join the company • Focussing on health of employees by way of regular check-ups, education and insurance cards • Offering employees to be a part of company on profit sharing basis • Key employees brainstorm together every six months for new ideas, team changes and future strategy of the company • Have a suggestion box where employees are allowed freely to comment on company guidelines and policies and also suggest improvements •Recognising top performers and those coming out with new ideas/suggestions •Reimbursing fees of tuitions and trainings taken by employees related to their work •If company is hiring an applicant to work at clients location, involve client in interview process •Employee get together once in a year or more where each department/function will present to all their achievements and challenges. They also seek inputs to improve further • Extra bonuses including if any stock options for taking additional responsibilities • Having a library of good books and encourage employees to borrow and read to upgrade • Increasing the visibility of company by involving all employees for a marathon run.

Bonus for participation • Encouraging employees to take vacations with some incentives to recharge themselves • Providing foods free of charge or at discounted price • Creating awareness of being environment. E.g. Incentive if an employee purchases eco-friendly vehicle • Relocation benefits when an employee is transferred to another location October 2013

Recognize birth days of employees children and sending a birth day card with a token gift

• Tickets to employees to attend with family a music concert or some entertainment programme in the town • Salary increase percentage linked to profit of the company. This will motivate all to work hard • Meeting each employee by turn by CEO to give importance and to hear his views on company • Everyone in the company including CEO wears same uniform • Once in a month employees are allowed to go home early to spend time with family • Recreation room in the company with few in-house games to use during breaks • Encouraging employees to join associations or some specific sports clubs to spread visibility of the company •Yearly tournament of the company in a sport say cricket where internal teams compete and trophy is rolled over years • Paying for the unused holidays above the minimum holidays employee need to take, at the end of year • Workshops among employees say

every quarter to improve operational and workplace improvements • Chit-chat session with key personnel by CEO once in a while to talk general topics, sharing experiences without any focussed agenda • Defining clear roles and responsibility for each employee By creating unique work cultures in the company, employees find an identity and feel proud to work for the company. Few SMEs argue that many of above are cost to the company. Actually, this is not the cost but an investment company has to do to be in business for long term. After all, how can company survive for long-term without right people? Company cannot transform itself without transforming employees. Let us focus on that.

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,Mantri Paradise Apartments, Bannerghatta Road, Bangalore-560076.

Email : gotopssatish@gmail.com ; www. satishps.com. Have a good day.

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25

TOMASZ’s CORNER

What a Dog and a Monkey Taught Me About Management at Google

Tomasz Tunguz ttunguz@gmail.com

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

At all hands meetings on Tuesday afternoons, our 75 person AdSense Ops team reviewed the most important metrics for the business: top-two box customer satisfaction scores, revenue growth and customer churn.

But unlike every other all hands meeting I attended, these meetings ended with a monkey and a dog. Our director, Kim Malone, would stand up and call for two stuffed animals, first, Whoops the Monkey and Second, Duke the Dog, both of whom employees had carried to the meeting.

At the mention of Whoops, a handful of team members would stand up and oneby-one retell the story of a mistake, big or small. It might have been a mishandled customer case, a forgotten internal data analysis or causing a car accident on the way to work. Often, the team’s managers and directors contributed anecdotes.

Once or twice, an employee’s Whoops mistake cost Google millions of dollars.

After hearing all the yarns, the team voted on the worst mistake and Whoops would be thrown from one side of the room to the other, finding the “winner” of the

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competition who would put the monkey in his or her cubicle for the week.

Then Duke the dog was summoned.

In contrast to Whoops’ self-reported monkeywrench mistakes, Duke stories are retold by someone else and the dog is a reward for service to the team that went above and beyond the call of duty.

Several Googlers would stand and tell a story of a teammate’s dedication: how a colleague alerted them of a problem in a customer’s account, or stayed late that week to process unusually high customer support volumes, or released an internal tool that might have increased our productivity dramatically. Again, the team would vote on the stories and Duke would be bestowed on the winner. Then, the all hands meeting adjourned.

Despite their childlike simplicity, Duke and Whoops, were incredibly effective management tools. Whoops created a culture of honesty and transparency, where mistakes were shared in an environment of openness, trust and support. With Whoops, Kim created a culture that valued learning and camraderie

over pride.

Duke celebrated our internal successes.

Each week, we wanted to win Duke because we knew whatever effort we contributed at the very least would be celebrated before our teammates and Duke, prominently displayed on in our cubicle would remind our teammates and start conversations. That knowledge made us all work harder.

To the individual, it mattered who won Duke and Whoops. But sharing all of the stories, building a community based on shared experience and trust, was far more important and beneficial to the team. The dog and the monkey were tools to weave a fabric of shared experience and create a culture of strong values.

The first time I interviewed at Google, Kim told me about a book she was writing.

A little more than 8 years later, Kim has finally published that book. This week, I’d like to nominate Kim for Duke because of her perseverance and her commitment to achieving her dream.

Source: www.tomtunguz.com October October 2013 2013

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27

QUALITY

Gorur Sridhar

DOE to the Rescue

gnsridhar@gmail.com

Design of experiments and Monte Carlo approach make short work of CFD During new product development, computational fluid dynamics (CFD) is often used in the design stage to simulate such things as the effect of air flow on cooling. The problem with CFD is that it can take a long time to find the solution due to the number of iterations that must be performed.

Since the architecture of the CFD software is based on solving the field equations, the time needed to complete a CFD run depends on the degree of convergence, or accuracy, expected. Long run times can tremendously increase the cost and the turnaround time of a project, an important aspect to consider when you are in a war to beat the competition.

An alternative to using CFD alone is to cut down on the number of iterations by using design-of-experiments (DOE) to preselect runs that you know are going to yield results close to what you are looking for.

This reduces simulation bottlenecks, thus increasing productivity and efficiency while maintaining the required accuracy levels.

The number of runs can be further refined and optimized using the Monte Carlo approach.

One such study and comparison between CFD analysis and the statistical techniques mentioned above is demonstrated below.

In this example, I explain how using DOE reduces the number of runs using some optimum combinations. These combinations will then be run through the CFD software to get the results. Monte Carlo further optimizes the runs which again must be run using the same CFD software to get the refined optimized results to the required accuracy or convergence levels.

In effect, standalone CFD has taken 23 iterations and 18 hrs, where as optimization using a combination of DOE and Monte Carlo has taken eight iterations and 5.9 hrs.

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The integral optimization module within the software optimized the junction temperature by varying the factors mentioned above within their assigned lower and upper bound limits.

CFD approach using standard commercial dedicated software In this example thermal analysis was carried out for a printed circuit board (PCB), including the heat sink and a fan, which was used as a forced convection source. Fin height, number of fins, fin width, and base thickness were the factors considered for the given heat sink.

The details of PCB and IC chip were also considered in the analysis.

The complete optimization run took 23 iterations and 18 hours.

Finally, a prototype with a similar configuration was made, and the actual junction temperature was measured and found to be within the acceptable limits.

The fan flow characteristics were then measured, and a fan with a particular flow characteristic was selected for the analysis.

The analysis phase involved using a specific software for the CFD analysis in the order detailed below:

Using Minitab for DOE In this alternate method, we used Minitab’s DOE features to reduce the number of iterations required for our CFD. Step 1: Select four factors and assign two levels each, one high and the other low.

Assuming uncoded levels, the number of runs generated by Minitab for half factorial design is as follows:

• The given problem was modeled using software that was specially suited for CFD analysis.

• The requisite boundary conditions were assigned and the analysis was carried out.

Experiment

Heat Sink Base Thickness

Fin height

Fin Thickness

Run 1

-1

1

1

-1

Run 2

-1

-1

-1

-1

Run 3

1

-1

1

-1

Run 4

-1

-1

1

1

Run 5

1

-1

-1

1

Run 6

-1

1

-1

1

Run 7

1

1

-1

-1

Run 8

1

1

1

1

Number of fins

Step 2: Carry out the runs in the CFD software and tabulate the results.

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Step 3: Study the Main effects and Interaction plots.

Step 4: Analyze the Pareto plot to estimate the contribution of each of the factors toward the end result.

Step 5: Refine the analysis further to eliminate the uninfluential factors, and then study the effects of the two main contributing factors (i.e., fin height and number of fins).

The complete optimization took eight iterations and 5.9 hours.

Monte Carlo approach using Crystal Ball software

If you carry out another CFD iteration with the levels as suggested by DOE for the above-mentioned factors, the results will be within 2-percent deviation with respect to the optimized CFD results. This is carried out mainly to fine-tune the model.

To further refine the number of runs required in CFD, we used a Monte Carlo approach.

October 2013

Step 1: Define the assumptions by way of distributions for all four factors under study, along with the minimum and the

maximum values.

Step 2: The forecasting factors are the transfer function or the regression equation generated out of the DOE runs, both for the four factors and the optimized two factors.

Step 3: The sensitivity analysis of the data reveals the same factors as suggested by DOE. The correlation and overlay plots are in sync as shown above www.martonline.in

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Cyle of Reduction

Conclusion DOE approach

Monte Carlo approach

DOE gives the optimum levels for the experiments.

In Monte Carlo the levels can be interpolated further for fine tuning.

DOE gives the transfer function.

In Monte Carlo the transfer function can further be used for forecast analysis.

DOE gives the main effect plots.

Monte Carlo gives the sensitivity analysis.

DOE gives the interaction plots

Monte Carlo gives the forecast plots.

Step 4: Refine the model further by using the levels of the factors as suggested by the Monte Carlo iterations, and run an additional iteration in CFD. The optimized result of junction temperature will be much closer to the original value that was obtained from the former CFD analysis without using DOE.

This case study shows that combining DOE along with Monte Carlo analysis is a good tool for cycle time reductions in areas involving repeated iterations. Optimizing the rest of the factors is open for discussion. This gives rise to the scope for further optimization based on cost, weight, and other parameters.

The author Gorur Sridhar is a Mechanical Engineer and a qualified Six Sigma Master Black belt with more than 26 years of industrial experience in Manufacturing, Quality and Design in Aerospace, Automotive, Engineering Services and Medical domains. He has been instrumental for substantial cost savings through Value Engineering, Process Improvements & Failure Analysis.

Step 5: Study the percentage deviation of the various factors with respect to the DOE and Monte Carlo analysis. The values of the significant factors are in line with the DOE results.

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He has got major achievements to his credit including filing of 6 Patents (4 granted, 1 under review) and authoring many articles on Quality to various International Quality Portals and Journals.

He has mentored more than 100 Six Sigma & Kaizen projects and is a Qualified Internal Auditor for ISO 9000, QS 9000, AS 9100 & other Quality Systems and associated with the Implementation and Sustenance of CMMI L5 activities. He is also equally contributing in EHS and Community development programmes.

October 2013

Marvel to offer Showa Gloves in India Mumbai based Marvel Gloves Industries was appointed as the authorized distributors of Showas Gloves in India.

Established in 1954, Showa Glove Co., a manufacturer of a wide variety of gloves from home-use to industrial –use gloves, vigorously promotes high-quality gloves that provide grip and dexterity, including Top Fit gloves and Palm Fit gloves, targeting semiconductor and electric and electronic equipment plants both in Japan and abroad. The company has an annual total production capacity of 180 million pairs of gloves.

SHOWA maintains a manufacturing plant and research and development centres in Himeji, Hyogo Prefecture in Japan, in addition to its head office. It also has production plants in Perlis, Malaysia and Binh Duong, Vietnam. It has sales bases in Seattle in the United States and in Paris, France and has been strengthening its sales activities in the Asian market.

SHOWA offers high-performance solutions to the complex problems of hand protection in the workplace. The constant growth of our brand on the international market is a testament to the increasing popularity of SHOWA range of gloves.

October 2013

Mr.Shuji Kondo, Director and GM of International Division Showa Glove co. says “From its inception, the basics of SHOWA company have been to produce high-quality products based on our original idea and with ethos of accident reduction through the promotion of Glove wearing, SHOWA will continue to offer high quality Gloves and Solutions for Hand Protection Mr. Farooq Abdullah of Marvel Gloves Industries is confident that Indian workers & Industries will use high quality gloves for hand protection and will not compromise by using low quality safety gloves and will insist for right safety gloves for hand protection and also to avoid workplace accidents Considering tremendous growth of Industries in India and demand of high quality safety gloves in Indian Industries in all sectors, Showa Glove decided to enter in Indian market and has appointed Marvel Gloves Industries Mumbai-India as their Authorized Distributor for SHOWA Gloves for India.

Marvel Gloves Industries founded in 1980 established its first Seamless Knitted Gloves manufacturing unit in Ankleshwar, Gujarat State. Marvel Group believes in creating awareness in Indian workers for the use of right type of safety gloves as per their applications to avoid injuries and accidents in workplace and work efficiently, safely and without restriction of movement. For further details do visit www.marvelgloves.com

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MANAGEMENT

Good is Better than Best!

Hemendra K Varma hemenvarma@pratikmps.com

When you search or aspire for the best, you are never sure that you have got it – because it is likely that, somewhere, there is better, since you cannot possibly have looked everywhere. If you acquire or aspire for what is universally acknowledged as the best, there is always a chance that it will get bettered in the next few days --- what will you do then?

Go after the new best? And when and how will this search end?

When iPhone came out, it was the best phone and there was a mad rush for it till, very soon, its makers declared it obsolete and said i2 was the best phone and there was again a mad rush for it to be followed in quicker succession by i3, i4 and now i5 – so what happened to the seeker of the “best’ – every time they got the best, they were nervously waiting for the next best.

Look at Gillette. They started with one blade protected in a plastic sheath saying this is the best (i.e. safest) razor for the closest shave. Soon they obsoleted the buyer saying the twin blade gives the real close “bestest” shave. Then, they went on to 3, then 4 and now 5 blades for doing what earlier they themselves claimed their single blade could do.

Similarly there is the search for the best clothes, the best tailor, the best hair stylist, the best cook, the best house, the best linen, the best sofa set, the best paint, the best cutlery and so on for everything that forms a part of our life.

However, when you look for the good there is no such confusion – because when you say I am happy with what is “good” what you are saying is that you are happy with what is “good enough”. This “good enough” is defined by you and is therefore entirely in your control and up to you.

When a housewife goes shopping for vegetables, she doesn’t search for the best vegetable – she looks for what is good enough. She doesn’t look for the best tomato but is satisfied with what will serve her purpose – e.g. even if she comes across slightly soft tomatoes , she will still buy it if she is going to use it for making soup or Pau Bhaji, rather than keep looking for the best tomato – red, firm and large.

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You know what is “good enough” when you know what your purpose is – and this is the nub of the matter. Those seeking and satisfied with “good” know what their purpose is -- those seeking the best, do not. Hence the best seekers remain forever “seekers” in their lives but never arrive and that is why they are always a dissatisfied lot – because they are never sure that what they have is the best and are always scared that there is a “bester” out there which they do not have.

The “good” seeker simply says -- this good enough for me and that is the end of the matter.

Saying this is good enough requires courage, for it involves making a commitment, and making a decision, which most of today’s younger generation are incapable of, having been fed on the fiction of best, which always allows them to postpone making a commitment or making a decision and allows them to, perennially, pretend “that they have such

And how does the 5-blade shave prove is it is the best of the best? Have you ever been accosted by anyone who says, wow you have had a 5-blade shave, it shows. Or the reverse - oh man! You have just had a 3-blade shave & it shows!

This is true, ad nauseum, for anything that you buy “as the best”. Unfortunately, this greed for the best (for it is nothing but that – plain and simple greed) is affecting our personal lives too. People are searching for the best marriage partner – so they want good looks, nay the best looks, the best figure, the best brains, the best dress sense, the best voice, the best bank account, the best conversationalist and not finding all these best qualities in one, renew their search with doubled vigour for the elusive best.

high standards that ordinary things and ordinary mortals cannot match it.”

The best is illusory and temporal; the good is real and long - lasting. The seekers of the best are always unsure and insecure and, therefore, more often than not, rather an unhappy lot. Those that are satisfied with “good” have no such doubts or insecurities and are, generally, a more satisfied and happier lot.

The truth is -- there is no best, for there is always better. However, there is always “good” because it is en-capsuled in “good enough”, which a matter of decision is. If only we learnt to be happy with what is good, there is always a chance of making it better and never be worried about the best.

The author Hemendra K Varma is an Alumni of IIT, Kharagpur and IIM, Ahmedabad and is currently the Managing Director of “Pratik Management Productivity Systems”, a Mumbai – based management consultancy organisation.

October 2013

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33

FAIR MART

Strengthening bonds between India and Germany 2nd VDMA Engineering Summit The 2nd VDMA Engineering Summit was held on 30th September 2013 at TajVivanta, M.G.Road, Bangalore.Around 110 members attended this prestigious event. India is the second-largest sales market in Asia for theGerman engineering industry. Presently more than 525 VDMA member companies are engaged with their ownbusiness in the Indian market.

After a successful debut in Pune last year, the Summit was held in Bangalore thisyear offering a platform for exchange in engineering sector and to expand the network within VDMA members.

India – has always been on the radar for Europe and especially for Germany. With the long standing relationshipbetween the two countries since centuries, the prominence of India for Germany has only grown severalmanifolds and continues to be one of the most important markets in the Asian region and likewise for India thesignificance of Germany within European Union too has grown over the years.

The summit started off with a welcome from Rajesh Nath, Managing Director, VDMA India. Mr Nath mentionedthat the exports of German Machinery to India touched 3.2 Billion Euros in 2012. With this the exports of Germanmachinery to India have increased by around 7 times in the last 12 years. The exports of machinery from India toGermany attained a figure of around 500 Million Euros indicating an increase of 5 times in the last 12 years.

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Left to right: M Maheshwar Rao, Commissioner for Industrial Development & Director of Industries and Commerce; Joern Rohde, Consul General of Federal Republic of Germany in Bangalore; Prof. Aman Agarwal, Senior Vice Chairman, Indian Institute of Finance; Rajesh Nath, MD, VDMA India; Ulrich Ackermann, MD, Foreign Trade Division within VDMA Frankfurt to counteract these problems. He mentioned thatthere was around 40% – 50% shortage of skilled labour in the country and skill management associations like KGTTI – The German Training Centre need to provide their assistance for skill management. He also mentionedthat the state government has provided incentives

The Chief Guest, Mr. Joern Rohde, Consul General of Federal Republic of Germany in Bangalore reiterated thestrengthening bonds between India and Germany and the increased bilateral trade between the 2 countrieswhich crossed 17 Billion Euros in 2012. Mr Rohde finds immense potential for growth in the country but feels thatit has been at a slow pace especially in the last few months.

for SME by providing loans to small

This was followed by the address of Mr. M Maheshwar Rao, Commissioner for Industrial Development & Directorof Industries and Commerce. He elaborated on the skilled labour problem that India has been facing themeasures that has been taken by the Karnataka government

relationship has grown over the years.

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entrepreneurs. Mr Raoexpressed that the manufacturing industries need to promote the cluster development in states of India therebyproviding a more inclusive versus non inclusive growth as presently provided by the service sector.

Mr. Ulrich Ackermann, Managing Director, Foreign Trade Division within VDMA Frankfurt elaborated how theIndo-German Out of the many things he stated what clearly stood out wasthat while India was Germany’s 20th largest trade partner in 2011 (StatistischesBundesamt, 2012), the previousyear saw India climbing up the ladder finishing as 10th largest partner in

the mechanical engineering sector.

Further the Guest of Honour address on Fall of Rupee and its Impact on Indian Economy was from Prof. Aman Agarwal, Senior Vice Chairman, Indian Institute of Finance. Prof. Agarwal called India as the „Baby Elephant.with large potential but slow pace with movement and growth.

India has been successful in bringingdown the trade deficit from 11% to 4.9% currently.

He mentioned that India accounts for 2.5% of world GDP inUS dollar terms and 5.5 % in purchasing power parity (PPP) terms.

With the land acquisition bill recently releasedby the President of India, he feels there is more room for growth.

He also stated that since there is a largeunorganised sector also thriving in India the growth figures projected are always on the lower side and hence agrowth of 5% declared will in real terms be around 8.4% due to the additional contribution of the unorganized sector.

This has also been the reason why that India was one of the few economies in the October 2013

world to surpassrecession even in worst times. The rupee depreciation is only a temporary phase and the economy has alreadyshows first signs of recovery. In the next quarter, there are new polices and reforms that will be implemented and this also includes the entry of around 10 multinational banks through joint ventures into India. This has beenlooked upon bringing in more investment in the country which will also help in the growth pace to speeden up. Healso elaborated about the 8.5 billion USD stimulus package that will be rolled beginning this quarter in India thatwill help India stabilise its economy and appreciate the rupee much faster than expected.

The Key note address on “Indian Economy –Light at the end of the Tunnel” was made by. Dr. Wilfried Aulbur, Managing Partner, Roland Berger Strategy Consultants Pvt. Ltd. He mentioned that with the presenteconomy scenario in India, as per the Industrial Index of Production, there is a demand of around 1 million jobsand this will increase to 70 million in the future. The ideal GDP for India should be at a pace of 7% – 8%. Thechallenge today in India is to deal with the high voltality, regulatory complexity and infrastructure in India. Hementioned that there has been a steady growth in the Automotive sector in India over the past 125 years and thisis going reverse in terms of growth in Europe, especially in Germany. The Indian automotive growth has been atthe rate of 18.5% CAGR and for the auto component industry grew at 19.6%.

The GDP in Germany which hadbeen declining in the past years, showed robust growth from 2009/10 onwards after the global meltdown. Even inthese difficult times, growth is stable at 1.3%. He termed

“The exports of German Machinery to India touched 3.2 Billion Euros in 2012. With this the exports of German machinery to India have increased by around 7 times in the last 12 years. The exports of machinery from India toGermany attained a figure of around 500 Million Euros indicating an increase of 5 times in the last 12 years.”

Rajesh Nath Managing Director, VDMA India

that India should change the slogan in the positive note from “Incredible India” to “Credible India” and reinstate faith in foreign investors. He asked the multinationals inIndia to invest in training and improving knowledge of the labour to develop them into more skilled work force byutilising the finance kept aside as CSR by each company. He also quoted that there the country needs to focuson more clusters such as Bangalore for IT and with the recent developments in Gujarat for the automotive sector.

Dr. Johannes Thomas Grobe, Managing Director, Bosch Rexroth (India) Limited spoke on “Optimising Production” with the recent shift of their entire plant from Ahmedabad to Sanand. They presently have threefacilities- two in Bangalore and the new plant at Sanad. In his presentation he detailed out the proceduresundertaken for a smooth shift. With their presence in India for over 35 years Bosch Rexroth employs in Indiaaround 1,000 people with an annual turnover of around 6.5 billion INR. He also expressed that education andtraining is a key for future success in

The 3rd Anniversary issue of the VDMA India Quarterly Newsletter - German Machinery Industry was released on this occasion. This Newsletter covers the development in the various industrial sectors in Germany.

October 2013

the country and India needs to implement a training program inclusive ofvocational training in their ciriculum.

The presentation on VDMA Training Project Cleaning System (Cooperation between German Government andVDMA) was done by Mr. Sumit Sharma, Regional Manager, VDMA India. On 18th June, 2013, the inaugurationof the Germansupported Skill Development Program “Facility Care and Maintenance” was organized with anobjective to harness Cleaning Sector skills for Indian Facility Management. It was held at the newly built GMRVaralakshmi Foundation (GMRVF) vocational training centre in Dwarka, New Delhi.

German EngineeringFederation (VDMA) in association with Deutsche lschaftfuerInternationaleZusammenarbeit (GIZ) GmbHand the Facility Management (FM) industry in India have developed an innovative skill development program topromote skills in cleaning sector in India.

The training included class room training (75% practical) and industryattachment; with substantial time to practice the skills. The current project is incubated to meet the need for askilled workforce to efficiently address the demands of FM Industry in cleaning services. Two of the world’sleading cleaning equipment manufacturers- Alfred Kaercher GmbH &Co.A.G and HakoWerkeGmbh aresupporting in development of the Training Program through their Indian subsidiaries - Kaercher India and RootsMulticlean who are also actively involved in the project. www.martonline.in

35

MACHINE TOOLS

Of Utmost precision and highly productive: Laser welding in “Transmission Manufacture 2.0“ From Dual-Clutch Transmission to the classic differential: modern transmission technology is a pivotal research sector in the automotive industry. With new materials and altered geometries designers optimise the functionality of the different gearwheels. Furthermore, these wheels are required in ever larger quantities owing to the fact that the number of speedgears in many passenger cars is on the increase. The innovations that promote the effectiveness of the production processes being applied include, for example, laser welding. With their ELC series of machines, the specialists at EMAG have developed integrated solutions for the application of processes with high output rates. The company’s in-depth knowledge of the production processes used for many transmission components, has added to its competency.

A first glance at a typical transmission component makes it plain where the challenges lie: even a small wheel with integrated synchronous gear represents a relatively complex design. To manufacture it efficiently and at the highest precision calls for the two different parts to be produced separately and subsequently joined in a joining+welding process. It is at this point in modern transmission manufacture that laser welding comes into its own”, explains Dr Andreas Mootz, Managing Director of EMAG Automation.

“The process allows you to concentrate a carefully dosed amount of the energy emitted by the laser beam on the welding point, minimising possible warping, whilst still achieving high welding speeds.“ Furthermore, the welding process from EMAG uses solid-state lasers of outstanding energy efficiency. Whereas

Eplan 2.3 Conveyor system zoom.jpg: Integrated engineering from preplanning to basic engineering – from systems overview down to electric schematic.

a classic carbon dioxide laser will achieve an efficiency factor of just about eight percent, the EMAG specialists can rely on an efficiency factor of approximately 20 percent with their technology. In other words: the power used to achieve the same optical performance is noticeably less, with energy costs in the production department massively reduced.

Stationary welding device scores heavily

The ELC 250 DUO – a compact laser welding cell for the machining of differential housings. The DUO variant features two spindles. The twin-station operation allows for cycle time-concurrent loading and unloading of the work spindles.

36

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Similarly effective within the total process is the integration of different production sequences on the ELC system. For starters, the work spindle uses the pick-up principle to load itself. The components involved are then clamped and pressed together in the joining press. The clamping technology used ensures the highly accurate positioning of the components, providing ideal conditions for the welding process.

October 2013

The design of the stationary optic ensures great operating safety and optimal stability of both machine and welding process.

Dependent on workpiece or material, the components can be induction-preheated prior to the welding process and brushed after it – and whatever is required, the process is completed in a single setup.

The complete joining+welding process for a gearwheel takes just 12 seconds.

This ensures that the components for a differential are thus finish-welded within no more than 40 seconds.

Laser welding leads to advances in lightweight construction The differential housing as an example clearly shows the possibilities the laser welding technology opens up in the general development of vehicle production. For some time now, automotive companies have been replacing the screw-type connection between differential housing and crown gear with a welding seam. The result: the cost of materials reduces and the weight of the assembly falls by approximately 1.2 kg. “When looking at the advances made in light-weight construction in the automotive industry, these kind of savings mean the world”, explains Dr Mootz.

The customer benefits from practical knowledge Seen in context, the welding specialists from Heubach, Germany are able to look back on a truly impressive history of success. Over 50 ELC systems have been sold in the last decade. All leading automobile manufacturers are using them. EMAG is the world leader in solidstate laser systems for the production of transmission and powertrain components.

How did this success come about? “It is of decisive importance that we have at our disposal a large reservoir of know-how in the manufacture of these components.

We know the whole of the manufacturing process, from turning and grinding, and from welding right up to the concluding

Herr Dr Andreas Mootz is Managing Director of EMAG Automation GmbH, Heubach, and responsible for the development of the production laser welding technology.

Joining a gear and a synchronous ring on the ELC 160

ultrasound testing process”, emphasises Dr Mootz. “We can develop and construct the whole of the process chain. This massively simplifies the planning of new production sites and the expansion of existing ones.“ General market development is positive The general market development does play into the hands of the German machine Laser-welded gearwheel

builder: It is not only the successful dual-clutch transmission that ensures the need for more gears. Conventional transmission systems too tend to have more speed gears, as this reduces petrol consumption and improves the driving comfort. “Having said that, we are offering a well proven welding technology that provides an energy-saving, high-precision manufacturing process and, at the same time, helps to advance light-weight construction and reduce production costs.

Laser welding a synchronous wheel onto a gear. The new fibre laser on the ELC 160 halves operating costs.

October 2013

Laser welding the differential housing and the crown gear has meant a weight reduction of 1.2 kg for this assembly.

This is no doubt a very successful and persuasive combination”, concludes Dr Mootz.

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37

INFORMATION TECHNOLOGY

Eplan Platform 2.3:

Ramji Singh info.eplan@rittal-india.com

Preplanning built in

Preplanning and detail engineering are project phases which belong together. But they are traditionally processed using different systems. Now Eplan is integrating them. Preplanning is anchored into the system with the new Eplan Platform 2.3.

Innovative functions increase project quality and data consistency, and at the same time reduce configuration costs.

Preplanning is a decisive phase in the engineering process. It involves developing concepts for technical machinery/plant design and estimating initial volumes of project data. The new Eplan Platform 2.3 breaks new ground in this “key phase� for innovative designs. Whether it is graphical overviews, placeholders for functions, initial project data for drives, sensors and PLC inputs/outputs, or parts lists for calculations - comprehensive preplanning tasks can be processed directly in the Eplan Platform.

The subsequent enclosure production and detailed design of the system is based on this comprehensive data - without new data entry or transfer from other systems.

Users can benefit from very easy entry into this new planning method based on the Eplan Platform. This additional integration allows you to increase data consistency and

Eplan 2.3 Conveyor system zoom.jpg: Integrated engineering from preplanning to basic engineering – from systems overview down to electric schematic.

project quality. At the same time, it reduces the cost of the project development

process.

An overview of structures and data The central dialogue in the Eplan Platform is the new preplanning navigator. In this dialogue, the defined segments for preplanning are displayed and administered within the project. The use of preplanning macros, and copying and moving existing segments by drag and drop makes it quick and easy to create and edit machine/ plant structures.

Alternatively, the CAE software has the option of working directly in the graphical editor for preplanning. The data defined at the preplanning stage can be output in report form and used, for example, for parts lists or for calculating prices and labour.

Eplan 2.3 Preplanning P&ID.jpg: Plant overview (P&ID) and plant structure (navigator) for transparent and integrated preplanning.

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The process is integrative. Based on the

October 2013

preplanning in the navigator, the next

for technical machinery/plant design are

integration. The solution provider

phase of configuration involves deriving

developed and initial volumes of project

develops tailor-made PDM and PLM

and producing the detailed plan, i.e. the

data estimated.

concepts customer-specifically and

schematic, using drag & drop. As a further alternative for data entry, the preplanning option incorporates a comprehensive import functionality allowing data to be exported into Eplan from Excel spreadsheets. This means that information from other planning departments can be taken into consideration. Using the import function preplanning structures can also be generated automatically.

Background: The engineering process for a machine/ plant involves individual phases in which the initial rough drafts and ideas for the design are gradually refined and made

provides comprehensive services such The aim is to determine the most

as customizing, consulting and training.

technically apt design and define the

Innovative development competence,

guidelines for subsequent detailed

a consistently practical approach, and

planning (detail engineering). To date,

international presence are the success

the tasks of preplanning have often been

factors.

processed in separate systems such as graphic tools, text processing systems for

EPLAN is part of Rittal International

specifications or tables and databases,

and thus of the Friedhelm Loh Group

with only very basic or no interfaces to

with 11,500 employees worldwide and

the configuration tool. This lack of data

generated revenues of about € 2.2 billion

consistency and, often, a lack of support

in 2011. EPLAN is therefore synonymous

from engineering functionalities in these

with continuity and investment security.

systems added up to considerably more

The company’s presence in 50 countries

work and poor quality at the configuration

support 35,000 customers with more than

phase.

95,000 installations worldwide. ‘Efficient Engineering’ - the corporate motto

more specific until all the documents and

EPLAN Software & Service develops

underlines the consequence of optimized,

information required for production and

engineering solutions that accelerate

efficient processes which keep companies

construction of the machine are in place.

the product engineering process.

competitive in the long term.

Preplanning and basic engineering are very

Interdisciplinary expert systems ensure

early project phases in which concepts

a maximum of productivity and data

October 2013

For further details www.eplan.in

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39

GEARS & MOTORS

Record-sized toothpaste production needs massive geared motors EKATO, manufacturer of customized industrial agitators, has scaled up the largest model from its UNIMIX line to more than double the size, thereby implementing the largest discontinuous toothpaste production system in the world. Two mixers, each with 10,000 liters effective volume, produce 6,000 to 11,000 kg of toothpaste per hour, depending on the product concentration. Thus, the output has been more than tripled. The drive specialist NORD DRIVESYSTEMS supported the development of the new record-sized systems.

Many manufacturers with a global reach are interested in concentrating production capacities in just a few places. The hygiene and personal care industries certainly follow this trend. Accordingly, there is a demand for ever larger batch sizes for products such as toothpaste. Furthermore, a larger range of variants is produced at each site. Therefore, modern plants must be capable of producing large volumes while at the same time providing maximum versatility. With this complex task in its sights, EKATO SYSTEMS from Schopfheim at the southern reaches of the Black Forest has constructed a new plant for the discontinuous production of toothpaste.

The state of the art up until now The maximal capacity of toothpaste production plants used to lie between 4,000 and 5,000 liters, with outputs

The new UNIMIX systems, driven by NORD industrial geared motors: at a record volume of 10,000 l each, they form the world’s biggest plant for the batch production of toothpaste.

EKATO constructs the perfect agitator for each product

40

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of approximately 2,000 to 3,000 liters hourly. Continuous or batch production is possible. Continuous systems enable high throughput but are not very versatile with regard to product changes; since different ingredients sometimes require their own dispensing and blending technology, recipe changes often bring about conversions and readjustments. It also comes into play that toothpaste cannot easily be reworked when it is not sufficiently homogeneous. The biggest challenge with continuous plants is ensuring the uniform dispersion of active ingredients such as sodium fluoride, even after changes to the dispensing systems. On the other hand, the production rate of existing discontinuous plants cannot be significantly increased without major modifications in plant equipment. In order to meet the demands

October 2013

of a toothpaste manufacturer, EKATO therefore had to construct larger plants.

Production mixer design Toothpaste production systems basically consist of an evacuable vessel with an agitator, a homogenizer, and various dispensing systems for the introduction of ingredients into the process. Liquid ingredients are either measured and then vacuum-inserted into the vessel or dispensed by gravimetric methods.

Powders and thickeners to increase viscosity can be added via the integrated homogenizer or drawn into the vessel through a valve at its base.

Complex calculations for the scale-up For larger mixer dimensions, EKATO had to determine the components’ dosage and dispersion times, blend and homogenization times, vacuum values, and

The authors are Alexander Lukas (left), Head of Research & Development at EKATO SYSTEMS, and Peter Dittmers (right), Managing Director Germany, NORD DRIVESYSTEMS.

the necessary agitator and homogenizer performances. The agitator and homogenizer were configured according to the mixing performance equation for mixing technology. Based on its extensive experience, EKATO determines the power coefficient “Ne” (or Newton number) for each respective impeller and the product’s specific viscosity curve. In addition to the product concentration, the equation furthermore contains the speed and the diameter – with the exponents 2, 3, or even 5, these values are especially important.

That is why the correct configuration of the agitator and homogenizer drives is crucial.

The drive supplier NORD was required to configure motors and gear units with the performance according to EKATO’s calculations, and to make them as efficient and durable as possible. Since the agitator drive is installed on top of the production mixer, it should be as compact as possible despite the high performance required.

Agitator drives as large as a city car

The geared motors from NORD DRIVESYSTEMS meet the standard set by the record-sized plant: no other drive manufacturer is currently capable of producing industrial gear units of this size in a one-piece housing.

October 2013

This application, which depends on homogeneous product quality, calls for speed and continuity. The radial and axial loads on the agitator shaft, which are very high due to the high product viscosity, must be taken into account for the drive configuration. NORD DRIVESYSTEMS configured and supplied two 250 kW motors with industrial gear units which provide nominal output torques of 242,000 Nm. NORD is the only manufacturer worldwide to produce such extremely

large industrial gear units in this power range in the proven one-piece UNICASE housing. Hence, the type SK 15407 3-stage helical bevel gear units, though of an impressive size, are still relatively compact as the UNICASE design allows for larger rolling bearings which can accommodate higher forces.

Company background NORD DRIVESYSTEMS develops, produces and sells drive technologies with around 3.000 employees, and is one of the international leaders in the industry. In addition to standard drives, NORD supplies application-specific concepts and solutions, even for special applications, for example with energy-saving drives or explosionprotected systems. Gross sales amounted to approx. EUR 450 mn in the 2012 business year. The company founded in 1965 now has over 35 subsidiaries worldwide. The closely meshed sales and service network ensures optimum availability for short delivery times and customer-oriented services. NORD produces a wide variety of drive units for torques from 10 to 200,000 Nm, electric motors with powers from 0.12 kW to 200 kW as well as the necessary power electronics in the form of frequency inverters and servo controllers.

Inverter solutions are available for classical installations in the switch cabinet and for decentralised and fully integrated drive units.

For further details write to Jyoti Mishra, NORD Drivesystems Pvt Ltd, 282/2, 283/2, Village www.martonline.in

41

CORPORATE MART

Add value in valves with Valmova Plan to launch Eco 40 Platform of Directional Control Valves in Indian Market in November

Akanksha Lal alal@valmova.com

With the mother organization Danfoss, Valmova is able to attract world-class technology and experience to recommend solutions that create real-value. The company gets operated from Pune in India and Caxias in Brazil, Valmova is well placed to service customers with quick response times - from placing your order to receiving your product on time. Akanksha Lal, Business Analyst Valmova India writes in detail about their operations as well as about their new launch of Eco 40 Platform of Directional Control Valves in Indian Market.

Valmova – is a Member of Danfoss Group.

We are a standalone business unit of the Danfoss Group. Our business is to provide Hydraulic Valves with more Value. Our valves are made for Off Road Mobile Applications. We have located ourselves in two of the worlds fasted developing economies; India and Brazil. Our plant in India is located in Pune and our plant in Brazil is located in Caxias Do Sul. Our manufacturing locations provide us the strategic advantage of catering to nearly every location in the world.

Integrated Brake Valve

Single Bore Master Cylinder

Valmova’s strategy has been to have unique application knowledge. We wish to provide our customers with solutions that are optimal for their requirements. Our knowledge about our products helps us to provide best solutions. We are aware that our customers might need customization to suit their unique requirements. Thus, we are equipped with a team of highly skilled designers to cater to such special requirements. Technology and maximum Dual Bore Master Cylinder

Equalizer

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Slave Valve

Master Cylinder with Equalizer

Selector Switch

October 2013

features in our product range have been our focus at every stage of our product development.

“Valmova Eco 40 Platform of Directional Control Valves will maximize output”

Our product range is wide and well suited for a variety of applications. We make Hydraulic Brake Valves and Directional Control Valves. Our products include Integrated Brake Valve, Single Bore Master Cylinder, Dual Bore Master Cylinder, Master Cylinder with equalizer, Slave Valve, Equalizer and Selector Switch. These products are used for applications like Tractors, Combine Harvesters, Backhoe Loaders and Wheel Loaders.

Our Directional Control valves are well established products. Valmova is now launching their Eco 40 Platform of Directional Control Valves in Indian Market.

Directional Control Valve launch is planned at the Excon 2013 exhibition to be held in Bangalore in the month of November. The special features of this Eco 40 Directional Control Valve are as below: 1. As the name suggests “ECO” – It’s designed to be environment friendly.

2. It can have from one to twelve sections.

Sanjay Bakle General Manager, Valmova India

3. It is available in Mechanical, Electro Hydraulic, Pneumatic, Hydraulic and Cable operated.

Indian Market needs efficient directional

4. It ranges from 40 – 60 LPM.

stage. There is a huge potential for

Some of the areas of Eco 40 applications are Backhoe Loader, Motor Graders, Forklifts, Combined Harvesters, Drill Rigs, Truck Mounted Cranes and Cranes. As it is used in multiple applications it is designed keeping operator safety as first priority.

control valves for various applications which are still unexplored or at nascent machineries like Mobile cranes, garbage trucks material handling systems which are users of Directional control valve to make their system user friendly to maximize output. Considering migration of people to cities and growing need of Infrastructure will necessitate use and applications of

At Valmova we believe inoperational excellence. Thus, we practice operational excellence and are constantly developing practices that help us excel in our work. We at Valmova are constantly innovating, ways to be better at our routine practices.

Hydraulic systems. Hence, this sector will

To know more about us contact Danfoss Power Solutions India Pvt Ltd, Sales & Marketing Valmova, Gat No. 94-100, Hi- cliff Industrial Estate, Wagholi Rahu Road, Village Kesnand, Pune – 412207, India. Tel: +91 20 66287800 Fax : + 91 20 66287845/846. Email: vkhanna@Valmova. com and please visit us at www.valmova. com

at a very good rate, this in turn has

October 2013

see a positive growth in next five years.

Opportunities & revenue target In India we see tremendous growth potential. As an economy we are growing broadened horizons. The construction industry, Earth Moving Equipment Industry and Agricultural equipment industry are now introducing some of their best product ranges in India. Globally, we have proven our products, now as the market in India evolves we wish to be a part of this booming market, to share long term

relations with our customers.

Our target is to make our customers happy with our products. We wish to grow along with our customers. Also, as an industry we are evolving and there is great scope for all, thus, we shall grow on the same lines as the market for our product grows.

Future Plan for Valmova in India Valmova will continue to offer more products in this Eco Series along with existing product of 40 LPM. In upcoming projects we will address 80 liters and 130 liters segment of Directional Control valve. We will offer our products with various demands of actuations. We are increasing our competency to maximize our customer’s potential to benefit more out of our products. Our team is trained and competent to deliver customized and standardized products. We are ready to face the challenges of growing with a growing market. Thus, we see the future to be very bright for Valmova in India and we will continue to provide “Valves with more value”.

www.martonline.in

43

MART UPDATE

Lapp India’s offers its latest Innovation UNITRONIC BUS CAN BURIAL As a research centric company, Lapp Group is constantly at the helm of innovation and has a strong focus on creating new applications that cater to newer markets.

The latest innovation from Lapp Group is the new UNITRONIC BUS CAN BURIAL cable. This cable is suitable for CAN-based communication systems and direct routing underground.

Cables that are suitable for direct burial have additional protection to protect the cable from environmental factors such as water, UV radiation and mechanical damage. These cables allow direct installation in the ground without additional protection from ductwork.

Cables that are suitable for direct burial with PVC or PE outer sheaths, or even with additional armouring, are available on the market. Cables with steel armouring are even protected against nibbling rodents.

In the market of cables suitable for

Outer Sheath Polyethylene (PE) UV- resisitant Suitable for direct burial

Sheilding Braid made of tinned copper wires

4 Copper Wires Star quad stranded 7 wire strand

Inner Sheath Polyvinylchloride (PVC)

direct burial, the UNITRONICR BUS CAN BURIAL cables are in the mid-priced, midperformance range.

With the UNITRONIC BUS CAN BURIAL cable, Lapp Group is now expanding its areas of application to include outdoor use.

The applications of UNITRONIC BUS CAN BURIAL cable are: the high UV resistance and water resistance of the PE outer sheath means that the cable is extremely

well suited for outdoor applications.

Application examples: CAN-based control systems (e.g. from Beckhoff, B&R Automation, Schneider Electric, etc.) generally used outdoors, Sewage plants, Crane systems in outdoor use, Photovoltaic plants (e.g. inverters, tracking units, weather sensors) and Process automation (chemical plants).

For further details visit: http://products. lappgroup.com/index.php?id=617478

Thomas Crone: New President and CEO of ProSoft Technology® Inc. ProSoft Technology, Inc., a leading global industrial communication company, announced that Thomas Crone has accepted the position of President and CEO effective immediately. Gary Joke, Chairman of the Board of Directors for Prosoft Technology informed Tom fit all their criteria a strong fit for the ProSoft Culture with his experience and expertise in leading global businesses, industrial automation technology, global sales and marketing and general business management.

Tom comes with a vast array of

“I have been following the progress of ProSoft Technology for some time now and I am honored to be asked to represent this strong brand of extraordinary products. One of the things that attracted me to ProSoft was the fact that they are a company that thinks globally but acts locally. This philosophy extends throughout every part of the business. Sales and support are handled locally, with real people in your time zone who speak your language. The other attribute of ProSoft Technology I found irresistible is the cando, get-it-done, larger-than-life attitude that is present in all facets of the company. I look forward to being part of this dynamic group for many years.”

Thomas Crone President and CEO, ProSoft Technology® Inc

“ProSoft India will be benefited to a great extent under able leadership of Mr. Thomas Crone as President & CEO of ProSoft Technology Inc. He assures full help to all Indian ProSoft Distributors / Channels / Partners in growing their business using ProSoft products & Solutions in all Industry segments such as Oil & Gas / Power / Water & Waste Water etc.” experiences that will help take ProSoft PK Saxena Technology to the next level. Most recently Country Manager, ProSoft Technology India he served in the role of Executive Vice President and Chief Marketing Officer of

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Valin Corporation, a provider of process control and automation solutions.

While at Valin, he was responsible for a US-based global distribution business with five divisions, 15 operations, and 250 employees. Tom´s leadership helped guide the company through organic sales growth and multiple acquisitions creating one of Inc. Magazine´s fastest growing companies in America and among Business Journal´s largest and fastest growing private companies in Silicon Valley.

October 2013

New Mill 4-15™ Platform from Kennametal Provides Best-in-Class Shoulder Milling Innovative double-sided design has four cutting edges; options available for 90degree shoulder milling applications.

Experienced manufacturers know that when milling, three main considerations predominate – metal removal rate, tool life, and surface finish. All three are critical to successful metalworking, but often one will predominate. Manufacturers facing parts requiring 90-degree shoulders

The new Mill 4-15 platform from Kennametal is that best-in-class system.

Mill 4-15 features a double-sided insert with four cutting edges for effective cost per edge and able to take up to 15mm [.590”] depth of cut, while a unique cutting edge design assures positive contact through 90-degree milling and virtually “stepless” solution for stepping-down applications.

In addition, an integrated wiper facet achieves best-in-class surface finishes.

“After its development, it’s safe to say Mill 4-15 is a definite game-changer,” says Juan Seculi, Kennametal indexable milling product manager. “Between the cutter body and insert features available, customers can be assured of high value from the best product available.”

Mill 4-15 inserts will be available as precision ground or molded inserts with corner nose radii from 0.4 mm to 2.4 mm. Topographies include GE with a high positive rake, effectively lowering cutting forces while reinforced cutting New Mill 4-15 platform from Kennametal for 90-degree edge emphasizes cutting-edge strength shoulder milling for medium to heavy applications. Mill 4-15 cutter bodies are manufactured to also know that achieving true 90-degree very tight tolerances. Multiple cutter body shoulders and minimizing the scallop or options, including screw-on, cylindrical step marks between passes absolutely shank end mills, Weldon shank end mills, requires a high-performance cutter. and shell mill cutters with effective internal

New Mill 4-15 platform from Kennametal for 90-degree shoulder milling.

coolant feature are available.

“Companies are often forced to trade off work efficiency, surface quality, or overall cost in shoulder milling,” Seculi says.

“Mill 4-15 offers a universal solution for a majority of workpiece materials in a costeffective, multi-edge design. Now there are no compromises.”

For further details write to Kennametal India Limited, 8/9th Mile, Tumkur Road, Bangalore - 560073 Tel : + 91 80 22198444 Email: bangalore. information@kennametal.com

“Iglidur on tour”: Around the world with polymer plain bearings from Igus The history of iglidur plain bearings describes 30 years of plastic technology – from the simple plastic bushing to the high-tech machine element. The efficiency of iglidur polymer bearings, is best demonstrated in action as for example in the numerous applications within the frame of the manus award. Every second iglidur plain bearing from igus is thereby used in cars.

goes on a great trip, drives from country to country, it will be shipped over the oceans and flown over continents, before it reaches its goal in autumn 2014. It stops along the way – at subsidiaries, partners, manus award winners and customers. The iglidur car connects igus worldwide.

Iglidur – a material that moves

Due to the specific features, the use of lubrication-free plain bearings is optimal for automotive applications like no other material: iglidur plain bearings are particularly wear-resistant due to the tribologically optimized plastic compound and withstand high stresses. Such features support long service life of the vehicle components. The automotive branch has

On the occasion of the 30-year anniversary of iglidur, igus fills a small car with igus components and sends the car on a world tour. The start will be on this year’s K in Düsseldorf. In the coming weeks, the plain bearings in the car will be replaced with iglidur plastic plain bearings. The car then July 20132013 October

High performance polymers for automotive applications

realised the igus motto “plastics for longer life” at an early stage. Last year alone 200 million plain bearings from igus were installed in cars. Specific features such as media resistance, pressure resistance and attenuation make iglidur plain bearings especially suitable for the use in chassis, engine compartment and gearbox. For door hinges and in kinematics, iglidur is also most suitable because of being corrosion-free, self-lubricating and silent.

Due to its low weight, plastic bearings contribute to lightweight construction. This reduces fuel consumption and protects the environment. Apart from that, they are cost-effective and offer economic solutions for mass production series.

For further details visit www.igus.in www.martonline.in www.ibmart.in

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Fasten your seatbelts with FEIN India FEIN Auto Forum affably invites all for an exclusive, customized and certified programme for the automotive connoisseurs, top management and decision makers. FEIN FASTENING TECHNOLOGY is the name given to the programme, which will be held on 14th November.

This high-end power tools maker company, C. & E. Fein GmbH builds up and manufactures electrical power tools for metal, interior work, and automotive market segments; and craftsmen and industrial operations.

FEIN also offers cordless tools, such as cordless drill/drivers, machines, devices, and oscillating tools; drilling tools, including rotary, angle, metal core, and power drills; fastening tools, including screw guns, as well as self-drilling, universal, drywall/deck, and offset screwdrivers; high frequency power tools and accessories; and grinding tools, such as pipe sanders, as well as stationary belt, compact and large angle, and die grinders.

The company also provides sawing and cutting tools, such as construction cutters, jigsaws/hacksaws, reciprocating saws for pipe, and pipe milling machines; surface processing tools, including compact belt files; construction and automotive oscillating tools; wet/dry dust extractor; abrasives; tapping tools; sheet metal work

tools, including slitting and sheet metal shears, and nibblers; balancers; surface finishing tools, such polishers; and rasping, removing grout, scraping, and general accessories.

Its products are used in various applications, such as drywall installation, surface treatment of wood, wood assembly, assembly of roofing and facade, and interior construction and renovation; stainless steel finishing, heavy duty grinding, drilling and core drilling metal, metal construction, and pipe processing; and automotive glass removal, special-purpose vehicle building, vehicle maintenance, large-scale industrial assembly, and boat maintenance.

The company sells its products through subsidiaries, dealers, and representations in the America, the Asia/Pacific, Europe, the Middle East, and Africa.

Worldwide launching of new Parameter Control Screwdrivers

Automotive enthusiasts will be able to have interaction on the topics of:

Live demos and hands on practical sessions of ACCUTEC screwdrivers

Fastening technology

Course certificate for the participants by FEIN India management and experts from FIEN GmbH

Importance and benefits of torque, Cmk/ Cpk value in shutoff screwdrivers FEIN Lithium-ion battery technology EC motor- features, benefits and advantages

These topics will be handled by Marcus Morchen and Thomas Kaschowitz. Both of them hold the position of Business Heads & Global Key Accounts- Automotive Business for C. & E. Fein GmbH.

Red Lion Controls Adds Some “Bite” to Industrial Automation with Watchdog Relay Industry’s Only Hardware-Based Solution to Proactively Monitor and Provide Fail-Safe Shutdown Red Lion Controls, the global experts in communication, monitoring and control for industrial automation and networking, announced Watchdog Relay, the industry’s only rugged hardware-based solution that reliably monitors and provides fail-safe shutdown of processes controlled by RTUs, PLCs and other automation devices.

This industrial automation solution helps to proactively protect unmanned processes on a 24/7 basis.

Red Lion’s Watchdog Relay monitors the pulsing output heartbeat of a connected device to add an extra level of safety that helps protect critical processes across industrial environments that include oil,

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gas, maritime, power and energy. If the heartbeat stops for reasons that may include power surges, extreme weather or device malfunctions, Watchdog’s built-in Form C relay will immediately energize and provide a signal that can be used to safely shut down the process. The signal sent upon loss of control helps to avoid costly damage to materials and equipment.

“Customers need backup safety measures to make sure that if equipment fails, it does so safely,” said Jacob Colegrove, product manager at Red Lion Controls. “Watchdog Relay is a rugged, hardware-based solution, and since there is no software to lock up or fail, it gives an extra level of safety to

networks and processes. This is important for environments with valves, pipelines, heavy machinery or other critical items.”

Built to operate in extreme conditions, Watchdog Relay supports temperatures ranging from -40 degrees to 80 degrees Celsius, as well as 5 to 85 percent humidity.

It carries Class I, Div II and ATEX hazardous locations certifications, and has been marine and offshore tested and/or verified to meet standards such as ABS, DNV No. 2.4 and Lloyds.

For more information about Red Lion and its new Watchdog Relay solution, please visit www.redlion.net/Watchdog.

September October 2013

Clamping Technology/ Stationary Workholding Efficient extras for clamping force blocks SCHUNK, the competence leader for clamping technology and gripping systems extends its series of TANDEM KSP plus clamping force blocks with two helpful extras. With the jaw quick-change system BWM clamping blocks can be retrofitted independent from its instal-lation position in less than 30 seconds onto a new chuck

Since the base jaw and the changing jaw are connected with each other via an integrated diagonal pull, the interfering contour of the clamping block remains unchanged. A spring mechanism ensures that the changing jaw will not fall out in the open position. Since the locking mechanism can be optionally actuated from the top, from behind, or from either side, the dirt-resistant and maintenancefree set-up time turbo can be also used in confined spaces without any restrictions.

A smooth-running drive ensures an extremely simple operation. The changing jaws can be equipped with standardized clamping inserts from the world’s largest standard chuck jaw program from SCHUNK, as well as workpiece-specific changing jaws can be used. The changing system is available for every TANDEM KSP plus clamping force block in sizes 100, 160, and 250.

jaw set for O.D. clamping. The re-peat accuracy achieves 0.02 mm.

The second addition is the multi-functional jaw monitoring, by which the whole jaw

stroke can be detected. No matter if I.D. or O.D. clamping: With a few simple steps the positions “opened“ or “clamped“ for any desired base jaw position can be adjusted.

Monitoring is done via two inductive proximity switches, which are integrated in the special recess of the base jaws. Since the system is enclosed, it is particularly resistant against dirt. As the signal can be directly processed in the machine’s control unit, the flexibly monitoring clamping force blocks can be quickly and easily integrated into the existing machine.

For further details visit www.schunk.com

HAIMER GmbH offers its latest Power Mill range HAIMER Power Mill solid carbide endmills are the latest tools developed by HAIMER GmbH, the European market leader for toolhoding. They are made from high end fine grain carbide and are equipped with the HAIMER pull out protection system, Safe-LockTM, which has become a standard for HSC and HPC machining in the last years.

The HAIMER developed endmill geometries are based on an unequal flute and helix design for chatter free high end machining. All tools are coated with latest PVD technology and have an extremely smooth surface for the best possible chip evacuation.

The new HAIMER Power Mill range, with cutting diameters available from 2 to 20mm, will be made available with 3, 4 and 5 cutting edges having multiple lengths of cut. To offer maximum flexibility in order to address the customers application requirements, different cutting edge solutions (sharp, chamfer and radius) will be offered. Also a roughing geometry with a cord profile will be part of the portfolio.

October 2013

A typical HAIMER specialty is the high precision of the tools. All end mills are fine balanced and have a run-out of 5 µm. All shanks are based on the h5 tolerance. With the launch of the new Power Mill range HAIMER has expanded the Safe-LockTM offering. Resulting from the wide spread and multiple customer requests for different application areas, Safe-LockTM will be available starting from shank diameter 6mm.

Andreas HAIMER summarizes: “As the inventor of Safe-LockTM, HAIMER steps up and offers this shank solution as a standard for all HAIMER Power Mill tools starting from shank diameter 6mm and intentionally gives up on plain round and Weldon shanks.”

Due to the inherently balanced design, the Safe-LockTM shanks can be clamped in standard shrink fit and collet chucks without any problems. In comparison, it now doesn`t make sense to clamp µm precision high performance geometries

with weldon shanks and push them extremely out of center while introducing extreme unbalance. HAIMER target is to have high availability and replace the Weldon system in the next 10 years.

Whereas Safe-LockTM not only supports roughing applications, but becomes a new universal solution that continues to find more and more use during HSC applications with high helix endmills.

For further details visit www.haimer.de www.martonline.in

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FLIR Systems launches FLIR Ex-Series A new thermal imaging experience As a world leader in the design and manufacture of thermal imaging cameras, FLIR Systems has a long tradition of bringing the advantages of thermal imaging to as many users as possible by continuously introducing new, fully featured products at the most affordable prices. A further example of this is the launch of the new FLIR Ex-Series - feature rich and extremely affordable thermal imaging cameras.

FLIR Ex-Series thermal imaging cameras are ideal for electrical and mechanical inspections where their ability to detect potential problem areas mean that installations can be quickly and easily inspected and breakdowns avoided.

Building inspectors will also rapidly discover the benefits of the FLIR Ex-Series as they are ideal for detecting insulation losses, inspecting under floor heating and many other building related anomalies.

FLIR Ex-Series cameras are easy-to-use thermal imaging cameras that give the user access to a new dimension in inspection capability. An affordable replacement for a spot pyrometer, they provide a thermal image with temperature information on every pixel. A FLIR thermal imaging camera can scan an entire area, never missing a potential problem area, no matter how small it might be.

Outstanding ease-of-use With a fixed focus-free lens, FLIR Ex-Series are extremely simple to operate. Designed for entry-level users, and measuring temperatures up to +250°C, they produce instant, ‘point-and-shoot’ JPEG thermal imagery with all required temperature data included.

Visual camera and FLIR patented MSX A built-in visual camera makes observing and inspecting faster and easier, as the visual image can be used as a reference

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FLIR E4 Built-in visual camera

FLIR patented MSX Thermal image quality

Sees temperature

Yes

Included 80 x 60 pixels

0.15°C

FLIR E5 Yes

Included 120 x 90 pixels

FLIR E6

FLIR E8

Yes

Yes

Included

Included

160 x 120 pixels 320 x 240 pixels

0.10°C

0.06°C

0.06°C

differences as small as

Analysis

Spotmeter

Spotmeter Area with max./min.

Spotmeter Area

Spotmeter Area with max./min.Color with max./min. alarm; blue below Color alarm; / red above set

blue below /

temperature

red above set temperature

against the thermal image. FLIR’s patented MSX-technology provides thermal images of exceptional quality in real time. This results in sharper-looking thermal images, quicker target orientation and clutter-free reports.

Different models: lightweight and easy to carry All FLIR Ex-Series weigh only 575 grams, and are easy to carry in a belt pouch.

Reporting and analysis software included FLIR Tools software is available for free download by all Ex-Series users. FLIR Tools allows the user to import thermal images to a PC for basic reporting and analysis.

Key features of FLIR Tools mean that the user can: Layout, move and resize measurement tools on any thermal image, Create PDF image sheets, Add headers, footers and logos to reports, Apply filters when searching for specific thermal images.

Those who need more analysing capability can select FLIR Tools+ as an option.

About thermal imaging Thermal imaging is the use of cameras constructed with special sensors that “see” thermal energy emitted from an object.

Thermal or infrared energy is light that is not visible to the human eye because its wavelength is too long to be detected. It is the part of the electromagnetic spectrum that we perceive as heat. Infrared allows us to see what our eyes cannot.

Thermal imaging cameras produce images of invisible infrared or “heat” radiation.

Based on temperature differences between objects, thermal imaging produces a clear image. It is an excellent tool for predictive maintenance, building inspections, research & development and automation applications. It can see in total darkness, in the darkest of nights, through fog, in the far distance and through smoke. It is also used for security and surveillance, maritime, automotive, fire fighting and many other applications.

FLIR Systems is the world leader in the design and manufacturing of thermal imaging cameras for a wide variety of applications. It has over 50 years of experience and thousands of thermal imaging cameras currently in use worldwide for industrial applications, building inspections, research & development, security and surveillance, maritime, automotive and other nightvision applications. More about FLIR Systems and our products can be found at www.flir.com

October 2013

THE LAST LEAF Dear All, Where there is a will, there is a way. Determination is the fighting spirit of a person.

Without determination, a person would tend to give up too easily in getting what she or he wants.

Indian-origin researcher Arun Raj has been featured in Popular Science as one of the 10 most promising scientists globally. The young scientist, who heads a team at the University of Pennsylvania campus, works on how changes in gene organisation that accompany cancer can cause changes in the intensity. Set up in 2010 and funded by the US National Institutes of Health and the Burroughs -Wellcome Fund, Raj’s team works on how changes in gene organisation that often accompany cancer can cause changes in the intensity of the gene, potentially leading to more aggressive cancers. Raj, born in Ithaca, New York, to Indian parents, explains, “Our work studies how the organisation of genes affects their function. It’s like asking the effects of rearranging the recipes in a recipe book. We find that organisation of genes matters, often in unexpected ways.” Each year, Popular Science names “the Brilliant Ten” based on the brilliance and the likely impact of the works of these young scientists and engineers. So far, 120 honorees have been named.

The world’s corporate landscape is shifting towards the emerging markets as nearly half of the Fortune global 500 companies are likely to be based in developing countries by 2025, a report by McKinsey Global Institute said. “New players from emerging markets such as China’s Huawei, Brazilian aircraft manufacturer Embraer and India’s industrial conglomerate Aditya Birla Group are asserting their presence,” it said adding “many more are soon to follow”. By 2025, there would be 15,000 large companies (revenue of over $1 billion), out of which more than 45% could be based in emerging regions (up from 5% in 1990 and 17% in 2010), the report said. Meanwhile, India could emerge as the largest hub for sourcing of apparel and knitwear garments in the next five years, a top official of Apparel Export Promotion Council has said.India, with its fairly high level of compliant garment export factories, has become an attractive sourcing destination.

The Indian conglomerate Tata Motors shares rose to an all-timehigh, boosted by Jaguar-Land Rover’s (JLR) strong September numbers. Tata Motors is probably the smallest of the global giants as Volkswagen ($104.3 billion), Daimler ($84.24 billion), Ford ($66.78 billion) have bigger market caps.

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

Till then, Happy Technology !

Manoj Kabre Member, Editorial Advisory Board (EAB)

October 2013

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October 2013

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