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INDIA'S AEROSPACE INDUSTRY:

HIGHER BIGGER STRONGER Industry’s thought leaders weigh in on how India’s aerospace industry, reportedly at one-and-a-half percent of global size, can realize its true potential

The Indian Space Research Organisation (ISRO) successfully completed the Polar Satellite Launch Vehicle (PSLV-C45)/EMISAT mission with a perfect launch from SHAR, Sriharikota on April 01, 2019.

Image courtesy: ISRO

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CONTENTS

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52 Regular Editor’s Note Publisher’s Note Imprint / Ad & Company Index

Sustainability TECROOT SPACE

Industry Insights LVD Group

Product News GEDEE WEILER SCANIA

Tech Primer SIL CG TECH SECO TOOLS

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65 Cover Feature AERODYNAMIC ADVISORY AIDAT POEIR JETS MAINI PRECISION PRODUCTS DASSAULT SYSTÈMES’ BRAHMOS COLLINS AEROSPACE WAVE MECHANICS

Industry Report 19 45

DORMER PRAMET ABB-DASSAULT SYSTÈMES

Case Study 20 42 64

MASTERCAM

24 26 32 34 36 37 38 40

Event Report SCHUNK MARPOSS IESA UNITED GRINDING

Tech Focus INTECH DMLS

Industry News SANDVIK COROMANT

46 48 58

Product Report ELESA+GANTER

50 54 56 66 61 62 68

MARPOSS AEROSPACE

YOUR WORK IN GOOD HANDS Process monitoring Documentation

MRO Tools

Process monitoring Machine Protection Fastner holes inspection

ONE PARTNER, MULTIPLE SOLUTIONS. Marposs Aerospace produces tools for MRO inspection, assembly, and machining components used for the aircraft engine. With thousands of tools manufactured and over 40 years of industry knowledge, Marposs can do it all. Currently, Marposs Aerospace can be found in Mexico, China, and in the U.S.

www.marposs.com

MARPOSS INDIA Pvt. Ltd. 147, Sector 7, IMT Manesar 122 050 - Tel. +91 124 4735700 | sales@in.marposs.com

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Message | EDITOR’S NOTE

Aerospace’s STO Problem T

he year 2018-19 has turned out to be an Annus Horribilis for the stakeholders and the users of the aerospace industry. At the time of writing this, reports of a Japanese F-35 jet crashing into the Pacific Ocean are hitting the internet. This, at a time when we have not even recovered, and perhaps never will, from the horrible tragedies of the Lion Air and Ethiopian Airline crashes that killed more than 350 people. Back home, only the months of Feb-March 2019 saw crashes of a number of defence aircrafts, including a Mirage 2000, an IAF chopper and a Mig-21, that claimed the lives of many pilots. To any industry observer, now it must be beyond speculation that all these crashes, occurring with dreadful regularity, signal something deeply wrong with the industry. This is a question that the global aerospace industry, particularly the Boeings, the Lockheed Martins and the HALs of the industry and the major institutional buyers can no longer afford to turn away from. Sure enough, sector and media analysts globally have begun to look under the surface for deeper problems.

The New York Times published a damning report this week about the systemic issues which could have possibly led to the Boeing’s 737 Max disaster. According to the report, the 737 Max is built on systems designed in the '60s, functions on computing power of the ‘90s and has a resolution mechanism where the pilots have to rely on paper manuals to be able to solve any major malfunctioning, even when the plane could be moments away from a crash. And these are the reported findings from the civil aviation industry, where companies and analysts are largely forthcoming and transparent, particularly in such cases. The defence sector, for understandable reasons, operates behind an iron wall of secrecy. Therefore it takes years, even decades, to know about the inefficiencies behind such incidents. However, thanks to the globalization of information sharing, it has becoming possible to identify patters that can, at the very least, point to issues that need to be addressed to stem such occurrences.

A careful analysis of the investigative reports published in credible journals over the last six months points to the following issues: a spiraling demand for aircrafts and related services in both the civil and defence sectors, the inability of the industry to meet the demand (but it’s compelled to do it anyway because of the capital-intensive nature of the business), the consequent increase in supply-chain cost pressures, sclerotic global and regional regulatory environments where the makers, regulators and the users operate in silos, often unwilling to work together to find out solutions, and of course, an unhealthy dependence on the ‘security through obscurity (STO)’ model which makes it nearly impossible for experts and data analysts to contribute to problem solving.

The STO phenomenon is so acute that it is impossible to find any reliable data, for example, on the size and the composition of the global aerospace industry, not to mention those of the domestic industries. We came across this problem at DMI when we were planning our Aerospace Special edition. We scoured industry reports of all the prominent media and industry associations to get an idea of the size and composition of India’s aerospace industry, but to no avail. The problem, we later realized, lay in the absence of a clear definition of the industry that accounts for all its verticals. That is when we turned to a study done jointly by AeroDynamic Advisory and Teal Group Corporation which provided, arguably for the first time, a clear definition and a set of numbers that we could make the basis of our cover feature.

The aerospace industry special that you have before you is our second such edition in the last three years. Through these sector specials, we have been trying to address the problem of obscurity that surrounds our aerospace industry. Let me know if we were able to do so, even if to some degree, with this issue.

Write to me at editorial@meshmixmedia.com.

ANAND PANDEY Editor DMI and Ambassador (India) for USC Marshall Center for Global Supply Chain Management Write to me at editorial@meshmixmedia.com

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Message | PUBLISHER’S NOTE

Getting better T

This is our second issue of 2019 and we have been fortunate to receive tremendous support, praise and interest from our readers and advertisers for all the issues of Dynamic Manufacturing India in our journey so far. We have endeavored to bring to you useful lessons shared by industry leaders in every edition. In our previous issue we focused on India’s fastgrowing Metal Cutting Machine Tools Industry. We highlighted the growth opportunities in the sector and explored ways in which companies can grow faster and bigger. Industry thought leaders such as Mr Ravi Raghavan, Chief Executive Officer, Bharat Fritz Werner shared unmissable insights on newer avenues of growth across industries and the factors behind their companies’ robust growth. We have been fortunate to get edifying perspectives from other big players as well, such as CHIRON India Machine Tools, Jyoti CNC Automation Ltd, GROB Machine Tools India, Marposs India, Orderfox AG, Blaser SwissLube and Mastercam.

Thanks to the sustained efforts of our team, we have been able to get the views of the top names in the industry for our current issue. We have covered associations and companies such as AIDAT, Maini Precision Products, BrahMos, Poeir Jets, Dassault Systemes, Wave Mechanics, Collins Aerospace, AeroDynamic Advisory, United Grinding, Marposs, Intech DMLS, LVD, Tecroot, Mastercam and the list goes on.

I count this issue as one of the best issues of Dynamic Manufacturing India. I hope you will learn and enjoy the incisive insights and success stories as much as I did.

I thank our readers and advertisers for their continued support and faith in us. Your unwavering support has given has all the courage and resilience to be able to strive further.

And yes, please remember to vote during the upcoming 2019 general election.

Please visit our website www.machineinsider.com for an e-copy of our magazine and the latest industry updates.

We look forward to your valuable feedback and suggestions. Do please write to me at preeti.m@meshmixmedia.com Happy reading!

PREETI MISHRA Publisher Meshmix Media Do please write to me at preeti.m@meshmixmedia.com

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Message | NOTES FROM THE FIELD

On Firm Footing T

The year 2019 started well for MeshMix Media. Our team attended the IMTEX 2019 show in Bengaluru where we interacted with key industry people, got real insights on what is happening and what to expect this year going forward. Our IMTEX 2019 special issue was very well received by our readers and advertisers and we were able to get new readers via Magzter.

Aeroshow 2019 which took place in Bengaluru was another exhibition that we attended and our visit was very fruitful as we were planning a special on aerospace manufacturing and the show helped us to interact with top aerospace companies. Among the key takeaways was the learning on how Make in India is helping companies in manufacturing aircraft components in India. Industry leaders took out time at the show to share insights with our team. I personally wish to thank Mr Gautam Maini & Mr N Sekhar, who have continued to support our publication since inception.

We have made our sincerest of efforts to bring an issue which focuses on India’s Aerospace Industry. I am confident that our cover story inputs on aerospace would add immensely to the perspective and knowledge of our readers.

With our association with www.orderfox.com for the Indian market, we have reach out to many more users of CNC machines. In turn, Indian users will get access to a world of possibilities in the manufacturing sector globally via orderfox.com. Many new features have been added in the platform so that it becomes a one-stop shop for all your manufacturing needs whether it’s for machining jobs, posting RFQ, buying and selling of new or old machines, getting updates on new career opportunities, trends and events as they happen globally. We are getting new registrations on a daily basis – it’s a good sign that Indian CNC users are keen to explore global platforms for their benefit.

Many new projects are in the pipeline. We have announced the launch of our first Handbook on Indian Manufacturing which will focus on sectors such as aerospace, white goods, CNC, infrastructure and more. We welcome our industry leaders to be a part of the endeavour. The idea behind bringing this handbook is to offer a real and comprehensive overview of the Indian manufacturing Industry.

The other exciting news is that we have entered into collaboration with Messe München India and we will have the good opportunity to publish show dailies for their upcoming show, LASER World of Photonics India 2019.

I look forward to your feedback and enquiries.

Sincerely,

DINESH MISHRA Senior VP – Strategy Meshmix Media Write to me at dinesh.mishra@meshmixmedia.com

CYLINDRICAL GRINDING WITH SPEED

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When it comes to grinding shaft-type parts, including blanks for cutting tools, the Lean Selection speed is a very costefficient solution and is both highly flexible and efficient.

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Sustainability | TECROOT SPACE

For a Cleaner, Safer and Healthier Work Environment Sachin Sinha, Sales Director, Tecroot Space emphasizes on the importance of effective industrial extraction in terms of eliminating oil and coolant mist from the machine shop floor and the need to raise awareness of hazards and harms caused by airborne mist particles.

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t is important to understand how cleaning the air in industrial workplaces can contribute to the overall quality of external air - helping to safeguard both the environment, and the health of workers.

Also, it is now widely understood around the world that a range of substances found in manufacturing environments can be extremely hazardous to human health – both through harm caused to the respiratory system and the potential to cause accidents such as slips, fires and damage to equipment.

Extraction systems to remove airborne particles from industrial workplaces have been in use for a number of years, but older models simply moved the problem rather than solving it – pollutants were extracted and exhausted outside instead of being removed altogether.

About the writer Sachin Sinha is the Sales Director of Tecroot Space (OPC) Private Limited.

Tecroot Space (www.tecrootspace. com) is an Indian organization recognized by Government of India’s Department of Industrial Policy & Promotion, Ministry of Commerce & Industry as a startup, working towards the progress of manufacturing industry in terms of providing cleaner safer healthier work environment, improving the productivity & profitability and improving the process security.

Mr Sinha can be reached at trs@tecrootspace.com.

This fact, in addition to the volume of oil mist, fumes and dust that can escape through open doors and windows from facilities with no effective extraction system, can make a significant contribution to the high levels of atmospheric pollution still experienced in some countries around the world.

Exposure to oil mist can cause a number of health issues including dermatitis, occupational asthma and extrinsic allergic alveolitis. If left in the atmosphere, oil mist can pose a fire and slip hazard. It can also damage sensitive electrical equipment. Regulations controlling exposure to oil mist differ around the world. For example, in the USA the time weighted average (TWA) exposure limit set by OSHA (Occupational Safety and Health Administration) is currently 5mg/m3, whereas in Sweden it is 1mg/m3.

Ensuring the air in industrial workplaces is clean and safe to breathe also offers businesses a number of other benefits. These include improved employee recruitment and retention, efficiencies, sustainability and productivity.

An Environmental Performance Index report produced by Yale highlighted the fact that global air quality is worsening. Some of the worst air quality was recorded in China and India which the report attributed to increasing industrialization, high urbanization and population growth. The 2014 EPI states, ‘Particles smaller than 2.5 microns in diameter, known in shorthand as PM2.5, are fine enough to lodge deep into human lung and blood tissue. They place exposed populations at risk of heart and lung diseases, ranging from stroke to lung cancer. In severe cases, they can lead to direct fatalities.’

Employees in India are protected from exposure to dust and fume under Section 14 (1) of the Factories Act, 1948 which extends to the whole of India. The Act states:

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‘In every factory in which, by reason of the manufacturing process carried on, there is given off any dust or fume or other impurity of such a nature and to such an extent as is likely to be injurious or offensive to the workers employed therein, or any dust in substantial quantities, effective measures shall be taken to prevent its inhalation and accumulation in any workroom, and if any exhaust appliance is necessary for this purpose, it shall be applied as near as possible to the point of origin of the dust, fume or other impurity, and such point shall be enclosed so far as possible.’

Health and safety The potential effect of these particles on the quality of the air inside a manufacturing or engineering facility can be significant – not only on the short and long-term health of individuals in contact with the unclean air, but on employee morale and motivation, and on the productivity and profitability of a business.

Industrial pollution from unclean air can be a common cause of slippery floors within a manufacturing setting, posing serious implications from a health and safety perspective – with slips and trips remaining one of themost common cause of major injury in workplaces.

Such occurrences can be potentially devastating for not only the individual involved, but for the wider organisation – from injury claims, lost working days, lower productivity levels, and subsequent financial burdens.

Oil used in many manufacturing processes is also highly flammable and there is a prominent risk of it catching fire from an electrical or associated heat source.

Clean Air Picture: Tecroot Space

Working to provide pollutant-free air within any manufacturing or engineering facility can not only protect employees from hazardous airborne contaminants (or others), and reduced liability for employers and any associated compensation costs, but it can dramatically reduce the risk of fires – all of which could be catastrophic for any business.

An effective oil mist, smoke, dust and fume extraction equipment can make a significant difference to the air quality inside manufacturing facilities – leading to reductions in health problems, accident risks and hazardous pollutants in the atmosphere.

The most effective method of dealing with all airborne hazards is to remove them at source - before they have time to escape into the workplace and, potentially, the external atmosphere.

Oil mist can be collected in a number of different ways, however centrifugal systems have been found to be one of the most cost effective and efficient methods, and are currently used in a wide range of manufacturing applications in industries including aerospace, automotive, medical, defence and food production. The dangerous particles are removed, re-cycled oil or coolant can be re-used (saving money), and employees are protected from the potential health hazards associated with breathing in polluted air.

Oil mist is created when metalworking fluids are sprayed by machine tools to help lubricate the tool or keep metal components cool. Industrial lubricants are used in a variety of manufacturing processes including milling, drilling, grinding, turning and finishing operations.

Flow Rate Picture: Tecroot Space

Key Highlight: The dangerous particles are removed, re-cycled oil or coolant can be re-used (saving money), and employees are protected from the potential health hazards associated with breathing in polluted air.

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Sustainability | TECROOT SPACE

Ashutosh Arora Infinity Oil Mist Collectors Picture: Tecroot Space

Key Highlight: Infinity oil mist collectors offer a cost-effective way of ensuring oil mist is eliminated at source before it has an opportunity to enter factory air.

Manufacturers initially used water to cool the surface of the metal and then moved on to other types of lubrication technologies as speeds and efficiencies increased. Today’s modern machine shops use a variety of fluids depending on the purpose of the application.There are different types of metalworking fluids used during machining & grinding processes. Each has its own specific properties but they all have one thing in common – they all generate airborne mist particles when sprayed.

Particle size Oil mist particles which are larger than 3.5 microns in size are separated in the nose and throat, whilst particles smaller than 1 micron are absorbed into the bloodstream. Particles between these sizes are retained by the throat, bronchial tubes and lungs, causing a variety of occupational diseases - it is these particles which Infinity oil mist collectors are designed to effectively remove from workplace air.

Oil mist removal Some manufacturers rely on general ventilation, but it is widely recognised around the world that local exhaust ventilation (LEV) which captures, contains and treats contaminated air at source before it has an opportunity to escape

INFINITY 66 2.0 EXPLODED VIEW no after filter Picture: Tecroot Space

INFINITY 66 2.0 Picture: Tecroot Space

into the wider working environment is a far more effective method of removing oil mist.

Infinity oil mist collectors are classified as LEV. A specially designed fan is coupled to a threephase motor which draws contaminated air up through the filter. Oil mist particles are captured by an advanced synthetic filter and clean air is returned to the factory. When the filter is full it can easily be removed and washed for re-use.

Infinity oil mist collectors are manufactured to the highest standards in the UK for efficient, easy, cost effective oil & coolant mist removal. It ensures below deliverables to the manufacturing shops Low energy consumption | Efficient Oil Mist Filter Performance | Oil mist, coolant mist, fumes removal at source | Multiple mounting options | Low cost maintenance | Quiet operation and high performance | Compact construction Ashutosh Arora, Business Development Manager- India, Infinity Mist Collectors says, “Infinity oil mist collectors offer a cost-effective way of ensuring oil mist is eliminated at source before it has an opportunity to enter factory air.”

Compact and lightweight, Infinity oil mist collectors are mounted directly onto machine tools - meaning they do not take up valuable floor space.Superior air quality means that the machinery requires less cleaning and lower levels of maintenance, and can help ensure that machinery remains functioning effectively and that any breakdowns (and periods of downtime) are kept to a minimum.

www.tecrootspace.com

India’s Platform for Laser and Optical Technologies— Components, Systems and Applications

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Industry Insights | LVD

The Factory of the Future An LVD’s senior executive shares with us insights about the major trends shaping the global and Indian sheet metalworking industry.

Can you share with us a timeline or history of your presence in India, and how you have grown over the years?

We installed the first LVD machine in India in 1973 and have since delivered hundreds more.

Over the years, we’ve remained dedicated to this market, and through the assistance of various local partners and sales agents, have developed a solid customer base. In 2014, we opened a subsidiary office in Bangalore. We made this investment in keeping with our corporate strategy to establish strong local sales and service support, which we believe to be critical for our growth and longterm market success. LVD considers it essential that customers have direct access to LVD sales and service staff. We believe that ultimately the success of an installation is a combination of high-quality products and a close collaboration between the manufacturer and the end user.

Close communication channels are needed to provide customers with a fast and accurate response. Through our dedicated subsidiary, we are able to deliver on that.

Stefaan Lips is Global Business Development Director for the LVD Group Picture: LVD

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ecently, DMI had the opportunity to interact with LVD’s Global Business Development Director, Stefaan Lips at an industry event organized by the company. LVD is a leading global manufacturer and solutions provider of sheet metalworking equipment. The company, headquartered in Gullegem, Belgium has been serving the Indian market through its offerings since the early 70s and through its dedicated sales and service subsidiary located in Bengaluru since 2014.

Following are edited excerpts of the interview that contains industry insights that Mr Lips shared with DMI.

What are the different industries you serve in India and the types of products or services you provide to these industries?

LVD serves a wide range of industries in India and around the world. The common denominator of these industries is sheet metal. In India, we have a broad scope of users from telecom companies using our laser cutting, bending and punching machines for light metal fabrication to customers with our heavy-duty lasers and press brakes involved in railway or infrastructure work.

Our core products in laser cutting, punching, bending and software technology are used in: • Transportation • Industrial and commercial machinery • Defence • Food and catering equipment – such as cooker hoods and stainlesssteel kitchen equipment • Construction – such as excavators and telescopic cranes • XXL projects – renewables – wind power – lighting poles • Agricultural equipment • Subcontract fabricated metal products • Electronic equipment • Medical and scientific • Commercial and domestic appliances • Steel service centres

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

For customers serving these markets, we offer laser cutting equipment for flat sheet processing and for tube cutting; hydraulic and electric press brakes; turret, single-head and electric-drive punch presses and a complete suite of software products that integrates these processes in keeping with the principles of Industry 4.0. We also provide custom press brakes, automation and robotized bending technology.

In fact, our product portfolio is one of the most comprehensive.

What are some of the most recent offerings that LVD has contributed to the sheet metalworking industry?

As a company with a long history of innovation, our fundamental focus is to bring new products to market. We are always looking to solve our customers’ problems and to add value. Last year at the EuroBLECH show we highlighted flexible automation solutions and cell manufacturing and introduced a number of new products, including: • ToolCell XT, an automated tool changing press brake with extended tool storage capacity which holds 50% more tooling than our original ToolCell. ToolCell XT offers more flexibility to tackle a wider scope of bending jobs – small batches, a high part mix and increased part complexity.

• Dyna-Cell, a compact robotic bending cell featuring a high-speed electric press brake.

The cell combines our Dyna-Press Pro 40ton press brake with 1500 mm working length and five-axis backgauge with a Kuka industrial robot to deliver maximum bending productivity in a small footprint of 5 m x 5 m.

• Electra 3015-FL, our ultra-high-speed fiber laser cutting machine now features a 10-kW laser source to cut a wide range of ferrous and non-ferrous materials as fast as the thermal process allows without dynamic compromise.

• TL 2665-FL, tube laser cutting machine made its European debut at EuroBLECH.

Members of the LVD Strippit India team were joined by the Chairman of LVD Group, Mr. Jean-Pierre Lefebvre, as they welcomed guests to a discussion on the Factory of the Future.

Picture: LVD

In addition, as the trend toward digitalization and smart manufacturing advances, we continue to drive the factory of the future forward with our integration philosophy, Industry 4.0-ready products and CADMAN® software suite.

Where in India do you have sales or distribution facilities and what are the expansion plans?

The LVD office and demonstration centre is located in Bangalore. From this central headquarters, we manage all sales and service operations in India. India continues to be a fastgrowing economy, and we have plans to expand our presence in the Indian marketplace using a phased approach, but are not in a position to reveal those plans just yet. We see the outlook for India as positive, and we’re excited to be part of that growth story.

Key Highlight:

Niranjan Manjrekar, Sales Director of LVD Strippit India, discusses the digital transformation of the sheet metalworking industry at the company’s recently sponsored event which focused on the principles of Industry 4.0.

Picture: LVD

The TL 2665-FL efficiently processes round, rectangular, square or other standard tube profiles up to 7925 mm long in a range of materials and at optimal speeds using a 2kW Fanuc fiber laser.

We installed the first LVD machine in India in 1973 and have since delivered hundreds more. Over the years, we’ve remained dedicated to this market, and through the assistance of various local partners and sales agents, have developed a solid customer base.

In 2014, we opened a subsidiary office in Bangalore.

What are the major trends you see in the sheet metalworking industry – in India and globally?

From a local and global perspective, we see several factors influencing the sheet metalworking industry. Most notable is the shortage of skilled labour, the shift toward small batch, short lead time manufacturing, and the growing interest in automation.

The shortage of skilled labour is not a new trend, but it’s becoming more impactful around the world. The traditional skills found on the workshop floor are no longer. To address this, LVD’s strategy is to engineer sheet metalworking knowledge and intelligence into our machine controls, like our Touch Series controllers with

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Industry Insights | LVD

an icon-driven graphics interface, and couple this with more robust software solutions (CAM processing and MES planning with LVD’s CADMAN software suite). In so doing, we make it fast and simple to operate LVD machines. So, regardless of the operator’s skill level, our customers can maximize their equipment investment.

The “small batch – short lead time” manufacturing culture is transforming the fabricating industry and is increasingly commonplace.

OEMs and subcontractors alike need manufacturing processes with better process flows from “art to part.”

The key is to import a CAD model, develop the CAM solution and machine programs / set up files, plan the most efficient manufacturing process flow and use “big data” to manage the process in real-time.

In this way, fabricators can ensure the most costeffective production process and the lowest cost per part. For the past 15 years, LVD has transformed its product range to suit the small batch, short lead time manufacturing culture via flexible machines and process integration. For example, our ToolCell automatic tool changing press brake was specifically designed to address the need to process small batches with short lead times.

In India especially, we see a trend toward more automation. This trend is not just about automation for the sake of lean manufacturing; it is automation to secure consistency in product quality and in operations. An example of this is our Easy-Form® Laser (EFL) in-process angle monitoring and correction system on our EasyForm press brake. EFL adapts the ram position in real-time to ensure the desired angle from the first bending operation. EFL does this automatically, without interrupting the bending process or losing production time.

LVD’s presence in India is growing. At a recent industry event, the company invited local fabricators to “discover the people behind the technology.”

Picture: LVD

Key Highlights: • OEMs and sub-

contractors alike need manufacturing processes with better process flows from “art to part.”

• For the past 15 years, LVD has transformed its product range to suit the small batch, short lead time manufacturing culture via flexible machines and process integration.

Looking forward can you share with us your five-year plan for the Indian market?

Our plan for India is simple – it’s to continue to grow our presence in this market. India is a strong manufacturing hub and we expect that it will increase in importance in the years to come.

Our goal is to reinforce our position as a key sheet metal fabrication equipment supplier by providing integrated high-tech fabrication solutions backed by solid customer service support. The two go hand in hand. In our planning for India, we put a high value on investing in the staff and systems that will help us deliver a high level of customer service. LVD is a global business but we are also family-owned and, as such, we know that behind the technology is our most important resource – our people.

You have organized today a user forum for your clients. Are we going to see such events in different regions?

We hold a number of customer-specific events at our corporate office in Belgium, some specifically targeted to Indian customers. Last year, we held an exclusive event for companies handling heavyduty, extra-large bending profiles as we launched advanced XXL bending technology specific to that sector. We also hosted a number of software technology seminars to help educate fabricators about Industry 4.0 and the digital transformation of the workshop. In India, we plan additional Industry 4.0 workshops in our Bangalore office. We see genuine value in conducting these events. They keep us close to our customers so that we can develop solutions they need. www.lvdgroup.com

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Product News | GEDEE WEILER

Gedee Weiler’s Versaturn introduces a new concept in India The new range of slant-bed turning machines are is as versatile as it is efficient

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ersaturn slant bed turning machines are based on a revolutionary new concept of integrating zero-point clamping system onto the saddle of the slant-bed CNC lathe for the first time in India.

Versaturn is essentially a CNC chucking machine available with two different X-strokes.

The unique feature of this machine is that in the long stroke version (X-300mm), the machine can accommodate larger diameter components up to 180mm with 4 linear tools facilitating high productivity. Optionally this is offered with a combination of Linear tooling and Turret enabling the customer to use more than 8 tools if called for which is a unique feature.

As another variant, the machine is offered with a stark zero point clamping system with interchangeable T-slot tables mounted with different combination of linear tool blocks for different components which can be changed within few minutes. This unique innovation of Gedee Weiler is the first of its kind in India that combines high productivity of linear tools and high flexibility to accommodate different components which call for medium batch production with near zero change over time.

L.M. Roller guideways on both X and Z axes ensure rigidity and make it suitable for machining different materials like Steel, Cast iron and Aluminium. Needless to mention that the machine is equipped with the spindle that delivers matchless precision (Spindle R/O ≤ 0.003mm) which is a hallmark of Gedee Weiler.

Furthermore, these machines are offered with a wide range of spindles (A2-4, A2-5,A2-5 LB, A26) and controllers (Fanuc, Siemens & Mitsubishi) choices. Our live demonstration of hard turning, hard burnishing, thread cutting using dies

and the heavy metal removal capability test at IMTEX 2019, which attracted the attention of all customers, stands testimony to the capability of the machine and its versatility for different applications justifying the name Versaturn.

www.gdweiler.com

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Tech Primer | SIL

The application of laser in aerospace industry Suresh Indu Lasers Pvt. Ltd. (SIL), a prominent player in the laser engraving, cutting and marking industry provides an informed view of the applications of laser in the aerospace industry

H

owever, with the use of fiber laser technology and the evolution and development of the reliable fiber laser source, applications of laser have got a substantial boost in aerospace industries.

Fiber lasers have taken a huge share of Nd: YAG lasers as the former do not require warmup and maintenance.

Suresh Indu Lasers Pvt. Ltd. (SIL) has been serving the laser industry since 1990 and has been actively developing and giving solutions for different applications in the industry from electrical, fabrication to research sectors.

Aerospace has been the industry where SIL has put efforts to support through the applications of fabrication cutting, welding and precisiondrilling applications.

We find that aerospace industry has been constantly looking for the new techniques to save fuel and consumption.It has been a challenge to reduce cost at all levels. The focus has always been on improving strength and reducing density to achieve goal. The other strategy has been to find new fabrication techniques and processes that reduce the cost of manufacturing.

Components of aircraft systems are low in terms of numbers, but the requirements are precise and labour intensive. This challenge has been well served by laser material processing during the last thirty years, but the cost of laser equipment maintenance has been a challenge.

At present, traditional laser systems such as continuous wave (CW) and nanosecond pulsed lasers dominate the aeronautic fabrications.

The CO2 laser operates at continuous mode with a wavelength of 10.6 µm. This type of laser is the earliest type of laser used in aerospace manufacturing.

Nd: YAG lasers are primarily of the pulsed type. The wavelength is in the near infrared range at 1.06 µm. Fiber laser has gained the interest of users and taken up a major share of the old traditional laser systems.

Fiber Ytterbium fiber lasers operate at the wavelength of 1.07 µm. Pulsed Fiber laser with very high peak power and average power are used for the drilling in turbine engine. These drillings are deep drillings in the number of millions of different diameter and angles. The fiber laser technology has made it possible due to the stable focus and diameter of the laser beam constant. The short focus can be made so as to carry percussion welding and trepanning operations using CNC. Die moulding machines of SIL have made it possible to repair the blades of gas turbines aircraft engines. SIL’s state-of-the-art laboratory and application centre and in-depth knowledge of the laser technology with applications have made it possible to do on-the-fly drilling of dicing panels and the heat treatment of surfaces using laser.

Robotic welding applications have been a boon to the process of critical-components welding done by SIL-developed machines.

Another advantage of using lasers as tools is that laser material processing is highly versatile.

By tuning laser parameters, multiple tasks – cutting, drilling, welding and cladding and marking critical components – all can be carried out with a single machine.

A laser source being a tool in general, it is required to sharpen the tool by parametric and optical selection of optics and make it suitable for the required operations of industry. SIL has been able to understand lasers well under the guidance of Dr. Suresh T. Shah, the founder of SIL

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Deepak Pundlik, Sales Director, Suresh Indu Lasers Pvt. Ltd.

Santosh Bhadoria, Technical Director, Suresh Indu Lasers Pvt. Ltd.

and a renowned laser scientist.

Traditionally, CW (Continuous Wave) lasers and pulsed laser-cutting and drilling have worked on the thermal heating mechanism. The material melts and evaporates upon absorbing laser photon energy. This process occurs very fast, usually in a span of nanoseconds to microseconds. Therefore, laser systems are capable of processing materials at very high rate.

However a major challenge in material processing has been the occurrence of burrs in cutting or drilling operation. The molten material may require a secondary operation and that makes the use of laser applications challenging.

However, ultrafast lasers like pico-second laser and femto-second laser used for drilling and precision cutting application in aerospace have taken care of heat-zone issues and engabled a reduction in burr.

These ultrafast lasers have extremely short pulses, where the peak power reaches Giga Watts so almost all kinds of materials can be processed with direct fragmentation rather than with heat mechanism. The process minimises the heat zone and burr in production. The emerging ultrafast laser material processing in the aeronautic industry is driven by these two factors.

As of now, micromachining applications are done by ultrafast lasers. The advancement of laser technology to ultrafast laser has given an opportunity for macro-scale material processing in the aerospace industry where the drilling of precision diameters and millions of holes are required in turbine engine at different angles.

SIL has developed applications in the field of drilling, cutting, welding of different alloys with lasers. The selection of optics and laser source from femto-second to CW lasers and processing laser has given an edge in market for different industrial application from macro to micromachine applications.

SIL has developed a six-meter laser tube cutting application that can be processed to full length without any waste of material in the profile cut. SIL has a single platform application for cut and weld of 2D metal sheets.

The non-metallic applications of welding and cutting have also been developed to support the interiors of aerospace industry by SIL. With the growth in demand in the aerospace industry for modernisation of technologies, laser has acquired a huge share of metal fabrication-cutting, welding and precision-drilling applications to fulfil the industry’s growing requirements. https://silasers.com

Key Highlight:

Aerospace has been the industry where SIL has put efforts to support through the applications of fabrication cutting, welding and precisiondrilling applications.

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Cover Feature

INDIA'S AEROSPACE INDUSTRY:

HIGHER BIGGER STRONGER

Industry’s thought leaders weigh in on how India’s aerospace industry, reportedly at one-and-a-half percent of global size, can realize its true potential

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

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Cover Feature | AERODYNAMIC ADVISORY

India is punching below its weight in aerospace Dr Kevin Michaels, a globally recognized aerospace-manufacturing expert shares unmissable insights on issues central to the future of India’s aerospace industry

Executive Profile

Dr Kevin Michaels, Managing Director, AeroDynamic Advisory Dr Kevin Michaels is Managing Director of AeroDynamic Advisory, a speciality consulting firm focused on the global aerospace and aviation industries. He has 33 years of experience, including hundreds of consulting engagements for leading aviation and aerospace companies across the globe.

Dr Michaels is a globally recognized expert in the aerospace manufacturing and MRO sectors, and has significant functional expertise in business-to-business marketing, customer satisfaction, M&A advisory, technology assessment, cluster development, and strategic planning. His experience spans the air transport, business & general aviation, and military sectors.

He is a contributing columnist to Aviation Week & Space Technology and Forbes. He also chairs the Industry Advisory Board of the University of Michigan’s Aerospace Engineering Department, and is on the Board of Directors of Proponent, a leading aerospace distributor.

Dr Michaels holds BS - Aerospace Engineering and MBA degrees from the University of Michigan, and MSc and PhD degrees in International Relations from the London School of Economics.

Dr Kevin Michaels Managing Director AeroDynamic Advisory

In 2018, Kevin authored AeroDynamic: Inside the High-Stakes Global Jetliner Ecosystem.

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D

MI Editor Aanand Pandey spoke with Dr Kevin Michaels, Managing Director, AeroDynamic Advisory, who, along with Richard Aboulafia, Vice President, Analysis, Teal Group Corporation, prepared and presented the ‘Global Aerospace Industry’ study, which forms the basis of our cover feature. Dr Michaels a globally recognized expert in aerospace manufacturing and a contributing columnist to respected sector and business publications such as Aviation Week & Space Technology and Forbes. Edited excerpts.

In the study ‘Global Aerospace Industry Size and Country Rankings’ released in July 2018, that was jointly done by AeroDynamic Advisory and Teal Group Corporation, you have made some astute observations about India’s aerospace industry, the kinds of which are hard to find in the local press. I am curious to know the experience that the presentation team has had in dealing with companies that operate or have interests in the Indian aerospace industry.

Richard Aboulafia, Vice President, Analysis, Teal Group Corporation [the co-presenter of the industry report] and I each have more than 30 years of experience of the aerospace industry. We've worked with clients across the globe, including those that have invested or are looking to grow in India. Richard is among the world's best known aerospace analysts – he has been covering every aerospace vertical, from fighter jets to commercial aviation to offset requirements, for decades.

The study says that at $11 billion of industry size, India accounts for a little more than one percent of the global aerospace industry. How do you see India’s position and possibilities in this context?

Well, it presents an opportunity for growth.

On the civil aviation side, India has become one of the largest markets for jetliners in the world. At the same time, it has built a prominent identity in engineering expertise. India is a global hotspot for aerospace engineering. The engineering and R &D centres of technology companies such as Wipro and Infosys provide services to leading airspace suppliers around the world.

I understand that Bangalore has one of the highest concentrations of aerospace engineering capabilities compared to any place in the world.

The real challenge [for Indian aerospace] is to move from [being known as a place of ] engineering talent to one of manufacturing. Historically, India has been a very difficult place to engage with in

the area of aerospace manufacturing – [because of ] the supply chain issues, terrorism, [and the fact that] the government policies that are not always friendly, etc. That said, I have seen glimpses of possibilities – UTC Aerospace Systems has a facility in Bangalore which is extremely lean. I tell people that the facility breaks many stereotypes of Indian manufacturing. It makes aircraft components such as evacuation and lighting systems and has been growing fast over the years. However, you need many more such stories. India is still best known for its engineering talent [not manufacturing].

On the defence side, India offers the biggest offset opportunities. Obviously, in view of India’s significant defence budget, western [countries’] suppliers are keen to sell to India, particularly as India transitions away from Soviet equipment and platforms. India’s aerospace defence manufacturing has been dominated by HAL for a long time, which is seen as a national champion.

That's both a challenge and an opportunity in its own right.

India is certainly punching below its weight in aerospace. It has the potential to do much more than one-and-a-half percent of global aerospace. I believe that it’s going to happen, but it’s going to take time.

Global OEMs such as Boeing and Airbus are under an enormous pressure to reduce supply chain costs. Do you think India can capitalize on its strengths such as its engineering talent and labour arbitrage to advance its position in the global aerospace industry?

There are different trends at work here. There is a lot of interest [among global companies] to do more in India because of the offset opportunities in defence. It’s true that aircraft companies are under a lot of pressure to reduce supply chain costs. As far as India’s strength in labour costs is concerned, the manufacturing of aircraft components is becoming less labour intensive.

If you look at the cost of manufacturing aircraft components, say about 30 percent constitutes labour costs and 70 percent constitutes the costs of sourcing raw material and making engineered components. Nearly all of the material and components has to be imported in India, which more than offsets the labour-cost advantage. If raw materials and components can be sourced locally, it could make India much more competitive globally. At the same time, the MRO (Maintenance Repair and Overhaul) business, which is more labour intensive, is a big opportunity area for India. https://aerodynamicadvisory.com

Key Highlight:

If raw materials and components can be sourced locally, it could make India much more competitive globally.

At the same time, the MRO (Maintenance Repair and Overhaul) business, which is more labour intensive, is a big opportunity area for India.

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Cover Feature | AIDAT

India must seize the Aerospace opportunity N. Shekar, President, Aerospace Industry Development Association of Tamil Nadu (AIDAT) shares unmissable insights on how India’s aerospace industry is structured, measures that need to be undertaken by the industry and the government for it to realize its true potential, and the top challenges that need to be addressed.

A

round the same time last year, DMI Editor Aanand Pandey had a detailed conversation with N. Shekar, President, Aerospace Industry Development Association of Tamil Nadu (AIDAT) on the aerospace industry roadmap of Tamil Nadu and India at large. The published interview received an overwhelming response from our readers, given the highly incisive, insightful and prescient views he shared with us on the subject.

It was therefore only natural that we turned to Mr Shekar for his take on the central theme of our current issue: ‘India’s aerospace industry: How can it realize its true potential’. Presenting, edited excerpts from a detailed talk Mr Shekar had with the DMI editor wherein Mr Shekar shares his illuminating perspective on the subject and a range of underlying topics. It’s a must-read for anyone who is interested in understanding the structure, the present and the future, the teething challenges and the untapped opportunities of India’s aerospace industry.

What is your view on the numbers reported in the AeroDynamic Advisory-Teal Group study (please refer to the cover feature’s opening note for details) that India’s share in the global aerospace industry is one percent, if one considers verticals such as aircraft manufacturing, space manufacturing, missile and UAV manufacturing, airborne defence electronics, MRO, and R&D activities?

As per the study, India’s aerospace industry at one percent would be worth about $8 billion.

In my view India’s aerospace industry should be much bigger.

India is one of the fastest growing aviation markets in the world. I believe that it’s growing at a rate of nearly 20 percent year-on-year. The commercial aviation industry in particular is growing fast to keep up with the rising demand for air travel. Air travel has become a better alternative to the railways not only to the upper middle class, but also to the leisure traveler and,ofcourse,the business traveler.

The financial health of the airlines is clearly a matter of concern. Rising costs and operational inefficiencies could be precipitating these issues, but with over 20 percent growth, commercial aviation is facing a ‘high demand, low supply’ issue. If you remember, we saw a similar trend in the IT industry during the Y2K (Year 2000) problemthat created a lot of demand for software engineers globally. India’s IT industry was unprepared at first, but it soon recognized the opportunity and began to meet the demand, thanks to the available academic infrastructure.

It resulted in a period of fast growth for the IT industry in India that lasted till the financial crisis of 2007-2008. The crisis woke up the IT industry and made it follow a mature model where the skill-sets required became very selective and specialized.

Today, India’s airline industry is facing a similar trend.There is a high demand for skilled people but they are hard to come by. The problem is even greater because the airline industryismuch more regulated than the IT industry. For jobs such

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as those of pilots, aircraft maintenance engineers and technicians and others, you need the right kind of skilled and certified professionals who are trained in all the safety norms.

According to various reports, India needs more than 10,000 pilots over the next 10-12 years – I think currently the total number of pilots employed at all the Indian airlines would be perhaps less than 3,000.

These numbers portend big employment opportunities in aviation. Pilot training is one such area. The National Civil Aviation Policy 2016 outlined a number of measures to support the skill development and pilot certification processes, including a plan to subsidize pilot training at the existing institutes. Similarly, setting up of flight simulators in India is big area of opportunity. Therefore I see the current size of the Indian aerospace industry as both an opportunity and a challenge, the latter being the execution of plans necessary for the realization of opportunities.

In fact, I would go as far as to say that the opportunity for us is huge. Every stakeholder of the manufacturing industry has to see how they can seize this opportunity and run with it. Be it a large company or an SME – aerospace presents a rewarding manufacturing opportunity that India needs to take advantage of, without delay.

How would you map the structure of the Indian aerospace industry, in terms of all the manufacturing activities and opportunities?

There are three prominent areas where the Indian manufacturing industry caters to the aerospace industry. One is space industryrelated manufacturing, then second one is defence, and third one is commercial aviation.

Space manufacturing is a major area, primarily because ISRO is very efficient in working with private enterprises. They have highly efficient methods and best practices that support the industry very well. Their procurement policy, for example, is very effective and they work on a long-term basis with suppliers, unlike how it is in the defence industry.

ISRO has another advantage in that it is both the designer ofthe products – i.e. launch vehicles and satellite systems et al – aswell as the end user. It outsources most of the manufacturing to private enterprises under strict monitoring from an internal quality team. That is the reason that they have grown very fast – from two to three launches a year, now they doing almost 10 launches a year. I believe that in the next five years, they will be doing 30 launches in a year.

There is big demand globally for launching

Executive Profile

N. Shekar, President, AIDAT Mr Shekar has more than thirty years of global experience with strong background in engineering design, software product development, sales and marketing of products and services in international markets. Since late 2014, he has been active as the President of AIDAT which is dedicated to support and enhance the aerospace and defence companies in Tamil Nadu. He is also charter member with TiE Chennai and advises Chennai based start-ups. Till recently, he was the Vice President of Corporate Strategy and the Managing Director for CDG India – A Boeing Company. In 2001, he co-founded a successful and first ever VC funded Software Product Company in India with investment from Softbank Venture Funds and exited in 2005. Mr Shekar holds a Masters degree in Mechanical Engineering from University of Texas at Arlington, and a MBA in Marketing from San Jose State University, California.

satellites for military, commercial, and scientific purposes.

Hence the Indian space industry is growing but the market itself is very small because it has only one buyer: ISRO. What ISRO could dobetter would be to loosen some of its stronghold that it has in terms of who owns the product. Much like the model one has in the US, whereSpaceX is working closely, yet independently with NASA. NASA had stopped its manned space shuttle program in 2011. Now they are about to resume

N. Shekar President Aerospace Industry Development Association of Tamil Nadu (AIDAT)

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Cover Feature | AIDAT

Key Highlight:

Tata Sikorsky, an aerospace company in Hyderabad that was started about ten years ago; it’s doing very well now. To give you an idea of the norms and the work involved, the company, which manufactures helicopter cabins for global OEMs, took about three years to achieve the level of quality that the OEMs accept.

it with SpaceX and Boeing, which means that NASA is working with private industry as an equal partner. In India, that mindset is somewhat non-existent. The government should take a big brother approach rather a big daddy approach to space manufacturing. There are quite a few aerospace startups in India that don’t get any support. The most glaring example is that of a Bengaluru-based aerospace startup called Team Indus. Team Indus was one of the five teams – and the only Indian team – shortlisted by Google Lunar XPrize for the ‘New Space Race’, a global competition [that ended in 2018] sponsored

by Google for privately funded teams to land a robotic spacecraft on the Moon, travel 500 meters, and transmit back high-definition video and images.

The aerospace startup did not get the support it needed from either the Indian government or ISRO because of which it lost a huge opportunity.

[Team Indus is now part of a U.S consortium that NASA has shortlisted for its Commercial Lunar Payload Services contracts. – Editor] In defence manufacturing, the ecosystem is very different from space [manufacturing].

In defence, organizations that design, monitor quality, manufacture, and those that use the products are all different entities. Here, research and development is done by DRDO, NAL, etc.

As for manufacturing, some of it is done in HAL, some of it by the ordnance factories, some is done in the commercial market.Then we have the quality assurance bodies such as DGQA (Directorate General of Quality Assurance) and DGAQA (Directorate General of Aeronautical Quality Assurance). The end users are, of course, the armed forces. When you have so many layers, then there’s many a slip between the cup and the lip. The end users are not really involved that much in the entire process—that needs to change.

I understand that among the three defence services,the one that is doing reasonably well on this front is Navy because it doesn’t depend on DRDO that much – they have their own design bureau, the Naval Design Bureau (NDB).They also started this a few decades back. Similarly the Army has recently set up its own Army Design Bureau, but I don't think the Air Force has any such bureau. There needs to be better collaboration between the end users and the industry for the latter to move faster but as it appears, it will take a long time as the wheels don't move that fast.

How about the commercial aviation industry?

Commercial aviation is where India doesn't do much in comparison to other aerospace

verticals. There are a handful of companies that work with large international commercial aerospace companies such as Boeing and Airbus – what these companies source from India is just a drop in the ocean. When Airbus said [in 2017] that they sourced about $500 million worth of supplies from India, that was a small slice of the pie given that the company’s overall global turnover was around $75 billion during the same year. Similarly Boeing’s India sourcing has quite a long way to go – I think they have only about 30 suppliers in India. There are two reasons that account for the low sourcing volume, one is the manufacturing capability available is India; the second aspect is the stringent quality requirements and repeatability requirementsthat global majors want from suppliers. There are, of course, some success stories. We have Tata Sikorsky, an aerospace company in Hyderabad that was started about ten years ago; it’s doing very well now. To give you an idea of the norms and the work involved, the company, which manufactures helicopter cabins for global OEMs, took about three years to achieve the level of quality that the OEMs accept. Now they supply in larger quantities to Sikorsky every month.

The other success story is that of an aerospace company based in Bangalore called Dynamatic Technologies. What they have achieved is unprecedented for an Indian company. They have become a Tier-1 supplier of the A330 Family Flap-Track-Beam for Airbus. Not only that, Dynamatic has become the world’s largest producer of Flap-Track-Beams. That didn’t happen overnight; it took them over ten years to reach this stage. Flap Track Beams are Class-1 Flight Critical Assemblies that are connected to an aircraft’s wings. We need many more of such inspiring success stories.

What should be the best roadmap for the Indian aerospace manufacturers? Should they work with the big global manufacturers for exports as well as serve the domestic industry?

What should be the right interplay?

Any established industry has a pyramid structure.The automotive industry, for example, has a pyramid structure, where it has the big OEMs at the top, the Tier-1 and Tier-2 suppliers in the middle and the SMEs and the MSMEs at the bottom. If you look at the global aerospace industry, it has a pyramid structure. The big guys only do 20 to 30 percent of value-add. The other 70 percent is done by Tier-1, Tier-2 suppliers and the MSMEs. MSMEs form a big part of this segment – they probably contribute about 4050 percent in value as they manufacture a lot of components and subsystems whereas the Tier-1

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and Tier-2 suppliers do the system-level work.

That [pyramid] structure does not exist in India’s aerospace and defence industry at present.

The reason is that the only type of manufacturing that used to happen till about ten years ago was done at the PSUs – they never developed a tiered structure. They did about 80 percent of the work and only outsourced 20 percent. It meant that the private enterprises industry did not get many opportunities for growth. Therefore there are a lot of MSMEs currently that supply to defence but they mostly do reverse engineering or indigenization type of work. Very few companies have products of their own, and fewer own them in the form of intellectual property. In essence, the industry needs to evolve like other established industries – that will take some time.

What would you advise manufacturing companies that are looking to expand into aerospace? What should be their short to long term strategy in terms of getting business and scaling up?

If yours is a large company, then you might look at tying up with global OEMs or Tier 1 or Tier 2…

You mean a large company that is not present in aerospace but operating in a somewhat similar industry like automotive, or a large company that is already serving aerospace but is looking to further expand its presence?

It could be either. For example, big companies like the TVS Group could easily cater to the aerospace sector. Larsen & Toubro already has solutions for the defence industry. Mahindra & Mahindra has a notable presence in the commercial aerospace sector through Mahindra Aerospace.

Big companies looking to enter the aerospace market should tie up with aerospace companies of equal size and adopt technologies, systems, process and quality norms to be able to avail of global opportunities in aerospace. In doing so, they will also be able to serve the Indian market with world-class products and services.

Sure, Indian companies will have to address the issue at home of talent shortage as manufacturing to aerospace specifications consistently requires a highly specialized form of training. For example, automotive manufacturing is a high-quality, high-volume manufacturing and a good part of it is automated. In aerospace manufacturing, on the other hand, working with global OEMs requires one to conform to extremely stringent norms in terms of parts handling and precision; not everything is necessarily automated and there is no place for error, no exemptions. That said, automotive

companies are perhaps best suited for a faster transition.

How about a mid-size company?

A mid-size company could tie up with Tier 2 or other SMEs globally. In India an SME is anywhere between Rs 5 crore ($0.7 million) to Rs 200 crore ($28 million) in size, whereas in the global context an SME would be between half-a-billion dollars to $5billion. The scales are very different. Therefore, let’s say a Rs1000 crore (≈$145 million) Indian company could look at tying up with a $1 billion company, which would be a Tier-2 [or lower in tier] company at that size.

Speaking of partnerships, I see that most Indian companies want to do everything themselves – that doesn’t go well with the global partnership model. Globally, companies are expected to share work and risk with partners, get things done faster, and thereby expand the ecosystem.

Ever since the start of the US-China trade war, Mexico in particular has taken advantage of it to strengthen its aerospace exports to the US, the world’s biggest aerospace market. India has strong business ties with the US, can India not use the shift in global trade dynamics to help grow its aerospace industry?

Mexico has been able to take advantage of it because of its physical proximity to the US. It’s easy for US companies to manage manufacturing plants in Mexico, station their experts, create products, and shift the facility or deliver products to the US, all in a very short timeframe. Also, Mexico’s aerospace industry has been growing irrespective of the US-China trade war, thanks in a good part to labor arbitrage. I don’t know whether the ongoing trade conflict has impacted China’s aerospace industry. China’s manufacturers are working with US majors like Boeing for the last 25 years. I don't think Boeing is going to suddenly drop vendors from China because the US government told them so – China supplies some of the critical fuselage components and structural parts to Boeing. Perhaps you can see some global shift in mass manufacturing, but not in aerospace.

For India to replicate Mexico’s success in aerospace, we need to have a developed manufacturing ecosystem in India.

India’s offset policy can help develop the domestic commercial aerospace industry – if the defence offset policy can be modified to allow executing offset projects in commercial aerospace sector – i view of the fact that India is going to buy another 2,000 -plus aircraft in the next 15 years.

Key Highlight:

Rs1000 crore (≈$145 million) Indian company could look at tying up with a $1 billion company, which would be a Tier-2 [or lower in tier] company at that size.

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Cover Feature | AIDAT

Key Highlight:

Now with newer acquisitions, Indian government is well equipped to demand Transfer of Technology thereby giving access to critical technologies for Indian defence manufacturers.

In defence manufacturing, India is apparently moving away from Russian platforms to western platforms as evidenced from India’s recent withdrawal from FGFA (Fifth Generation Fighter Aircraft) project. What impact will such a move have on India’s defence manufacturing sector?

After India’s economic liberalization that began in 1991, western nations started to see the Indian economy more favorably in terms of strategic partnerships. What helps [the favorable perception] is that India is the world’s largest arms importer. [India imports 65 percent of its defence requirement. – Editor.] As it appears, it will remain so for the next 10 - 20 years in view of India’s proximity to two of the world’s major potential conflict zones.

[Speaking of India’s use of Russian defence technology] India has persisted with old technology platforms due to its historical ties with Russia.A recent case in point is the MiG -21 that flew into Pakistan recently –that's a 40-plusyear old platform.

About its impact on Indian manufacturing, with Russian platforms we were mostly doing indigenisation through reverse engineering. Now with newer acquisitions, Indian government is well equipped to demand Transfer of Technology thereby giving access to critical technologies for Indian defence manufacturers.

Speaking of which, how do we still have fighter aircrafts in operation built on 40, 50-year old technology platforms? Is there something wrong with the defence procurement process?

See, the procurement process that we have is characterized by more than necessary involvement of the government, unlike what one has in many other countries. Here, the government is the buyer but the Air Force is the user. Consider the Dassault Rafale purchase.

The Air Force projected the requirement [for replacement of MiG 21 and MiG-23 aircrafts] in

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2002. The MMRCA (Medium Multi-Role Combat Aircraft) acquisition process began for the purpose in 2007. Overall, the process has been 17 years in the making [since the requisition] and we still don't have the first aircraft. Meanwhile, we have been losing planes in non-combat situations.

It’s important for us to understand that all these technology platforms don’t last for life. No military aircraft has a lifespan of 25 years. The defence procurement process has to change and that can happen only when the end user [the Air Force] and the government are in sync.

That said, we have some of the best pilots in the world. That is why the MiG -21 Bison was able to take on Pakistan’s F-16 [during the 27 Feb dogfight]. In fact,when the Indian Air Force has held joint exercises with the US, the US pilots have reportedly remarked that Indian pilots are among the best in the world. One reason of that could be the fact that Indian Air Force pilots fly different platforms – both French and Russian platforms, for example.

How are things progressing at AIDAT (Aerospace Industry Development Association of Tamil Nadu)?

At AIDAT, we are looking at ways to help our member companies get better access to capital, since many companies are small from an aerospace industry perspective. We are finding a lot of success with business-to-business meetings, which bring opportunities to our member companies. The launch of Tamil Nadu defence corridor has been a blessing. We are working with OEMs like Dassault, GE and others for greater business opportunities. AIDAT is organizing an annual conference this May 3, 2019 in Chennai wherein we will see participation from domestic and global majors from space, commercial aviation, and defence sectors. www.aidat.in

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Cover Feature | POEIR JETS

Devathathan Mookahia, Director, Poeir Jets Pvt Ltd

Our people are our strength Devathathan Mookahia, Director, Poeir Jets Pvt Ltd speaks about the company’s new offerings, and the inherent strengths of India’s aerospace industry

B

engaluru-based Poeir Jets, the company that aims to establish itself as an industry leader in providing propulsion solutions to UAS (Unmanned Aircraft Systems), launched two Hybrid drones and a Turbo Shaft Jet Engine at Aero India 2019. DMI's Sr VP Strategy Dinesh Mishra caught up with Devathathan Mookahia,

Director, Poeir Jets Pvt Ltd at Aero India 2019, and sought his views on the status of India's aerospace industry and related subjects.

Edited excerpts.

India’s still-evolving aerospace industry: Challenge or opportunity It’s a challenge. To make an opportunity out

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of it, we have to go a long way. The aerospace transport-and-passenger segment is extremely capital intensive and is concentrated in a few countries. We, as a country haven’t reached that maturity level yet, and we need to start to work towards that goal.

There are two things that can be done at this situation – first, we [the Indian industry] establish ourselves as a manufacturing hub for industries up the stream – aircraft OEMs for example.

Second, the unmanned aircraft systems (UAS) segment is where the future is, however it is still emerging and largely unknown in India, because of which regulations are not in place. However, in terms of talent and technology, we are at par with the US-Europe countries in this segment, so we don’t have put the initial struggle. India is at a good place to capture the market of the UAS segment. China is doing it extensively and at a fast clip.

Once the regulations are in place, we should start importing from China and the USA. Our main objective at this point is that the machines should be made available in India after the regulations are in place. We started with the engine [India’s first indigenously developed Micro Jet Engine] in 2016 and successfully tested the engine for three years. Leveraging the technology of propulsion system, we have developed three drones. The market is huge and thanks to the fast development of technologies like artificial intelligence, 3D printing and others, our initiatives are leading to distributor development around the world.

Our aim is to place India on the global map of this segment.

Leveraging strengths to accelerate growth India is a big consumer, therefore sector-wise wherever we can start indigenising products or components that we are importing. Our strengths are our people, the software industry and the large pool of engineering talent available in the country that we can harness to build innovative products. We need to have more start-ups and SMEs who use their talent and ideas to come out with the products that are applicable and useful to the local market. Then for its value arbitration we can also export it to other countries. That’s exactly what our company is doing.

We are exploring not just India but the global market as well.

A few weeks ago, Safran announced the setting up of a 290-cr plant in Hyderabad. How do you view this development? what would be its positive implications?

The development will offer a huge advantage in terms of the investments that will come in, and the fact that it will require the Tier-1, Tier-2 and others vendor to start supplying to their quality standards, in turn developing the required skills and facilities for the purpose. It’s a win-win proposition. Of course, a hundred percent utility [of the output] is not possible, they will have some spare capacity which they would want to use for [services and products] for Indian companies like the Tatas and the Mahindras as well. It’s certainly a very positive development.

Positive developments in India’s Aerospace Industry Past four years have been good for the Indian aerospace industry particularly in terms of investments and government policy support.

Earlier it was Bangalore that was an aerospace hub, now we have newer hubs emerging in Tamil Nadu, Maharashtra and other states. I am excited to see the healthy competition between states that help the industry as well as the manufacturers.

About Poeir Jet’s engines and other offerings We are mainly exhibiting [at Aero India] the smart jet engines, the unmanned aerial vehicles that have applications in logistics and forestry, defence and other such sectors. We are also developing our own power plant. We are ready to supply our propulsion solutions to other drone developers in India and worldwide. That way we can collaborate and quickly take the advantage of the emerging opportunities.

Advantage Make In India The Government has really opened all the channels of communication between the developers and the consumers especially in the defence and other sectors. We have received government funding for fire-fighting drones. I think that signals a big change – people can take risks, develop the product and expect to receive support from the government. www.poeirjets.com

Key Highlight:

We are mainly exhibiting [at Aero India] the smart jet engines, the unmanned aerial vehicles that have applications in logistics and forestry, defence and other such sectors.

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Cover Feature | MAINI PRECISION PRODUCTS

The industry needs to adopt a consortium approach Gautam Maini, Managing Director, Maini Precision Products provides an informed view of what measures need to be taken to boost India’s aerospace industry precision components, machined castings & forgings, fuel filters and sub-assemblies used in engines, transmissions, fuel injection, turbo chargers, steering & chassis, for passenger commercial vehicles and precision components, machined castings and forgings for other industries; and for the aerospace sector include precision components and sub-assemblies used in aero structures, aero engines and aircraft systems. Presenting, edited excerpts of DMI's interaction with Gautam Maini, Managing Director, Maini Precision Products on the subject.

India’s still-evolving aerospace industry: Challenge or opportunity Given the relatively small size of the global aerospace business, and India’s emerging position as a cost-effective destination for sourcing in aerospace, there is a great opportunity. There is a challenge as well since the industry outside the government organisations is still in infancy and hence, to build up [the industry] to the levels of global aerospace industry, a tremendous amount of work is required in terms of developing skill sets, drawing investments and building the infrastructure.

Gautam Maini Managing Director Maini Precision Products

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engaluru-headquartered Maini Precision Products is a diversified manufacturer and supplier of high precision components and assemblies, catering to a global clientele in the automotive & industrial and aerospace sectors.

Key products manufactured by the company for the automotive & industrial sectors include

Leveraging strengths to accelerate growth To scale the global opportunity and leverage the inherent strengths, industry players and also the government have to get into a highly collaborative mode. There are efforts today, but most of the industries are working in silos. The industry needs to adopt a consortium approach, since there is hardly any need for competition with the overall pie being so big.

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Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

Ever since the US-China trade war has begun, Mexico has taken advantage of it to strengthen its aerospace exports to the US, the world’s biggest aerospace market. India has strong business ties with the US, can it or why can’t use the shift in global trade dynamics to help grow its aerospace industry?

An improvement in relationship with the US is a good opportunity to be leveraged by India.

Also the Indian industry is better placed to give some competition to China than it was a couple of years ago. There is a need for concerted effort at the industry level and also at the level of the government. As a lot of business would flow to India if it is seen supported very strongly by the Indian government.

A few weeks ago, French aerospace major Safran announced plans to build Rs 290-crore plant for LEAP engines in Hyderabad, Telangana. What are its possible positive implications for the Indian aerospace industry?

Safran announcement of a facility for LEAP engines in Hyderabad is a good opportunity for the industry to create sub-tier ecosystem.

This can be done by emulating the example of countries like Mexico which have used the location of a major OEM to create substantial long-term industrial infrastructure in aerospace.

Positive developments A large number of companies in both the large size segment and the SMEs are taking keen interest in the aerospace sector. The government also has taken a number of measures, particularly to support the offset opportunities. There is a need for consolidating these efforts to achieve greater results.

Top challenges The biggest challenge for the Indian aerospace industry are the long term investments, since it is very well known that the gestation period is very long for ROI to accrue.

Both the Indian industry and the government have to accept this fact. We need to see the examples that we have in other economies that have developed their aerospace industries or are developing fast, where the government has supported by providing long-term investments or the soft funding for the industry.

What are the plans and the vision that Maini Group and Maini Precision Products Ltd for India’s aerospace industry?

Maini Group and its flagship company Maini Precision Products Ltd are fully committed to the aerospace sector and its growth. The company has taken a number of initiatives and has done substantial investments to grow its infrastructure and skill levels. In November 2017, a new aerospace facility dedicated only for aerospace manufacture was built. In less than two years, it has grown to a plant area size of 1,35,000 sq ft. with job opportunities for 500 people. A large number of CNC machines have been inducted into this new factory at a very rapid pace. These machine tools include a number of 5-axis machines including a large bed 3 meter size 5-axis profiler. The other company from Maini group, Maini Materials Movement Pvt. Ltd. is serving the aviations sector by developing indigenous battery-operated vehicles for the airside as well as for usage within terminals. The battery operated vehicles range from carrying capacities of 100 kg to 25 ton covering a vast range of ground support capabilities. www.mainiprecisionproducts.com

We invite all industry participants in India to register and participate at ORDERFOX.com.

We can help them take advantage of the international business opportunities, achieve new contacts - locally and globally and to optimise workflows.

Key Highlight:

Maini Group and its flagship company Maini Precision Products Ltd are fully committed to the aerospace sector and its growth. The company has taken a number of initiatives and has done substantial investments to grow its infrastructure and skill levels. In November 2017, a new aerospace facility dedicated only for aerospace manufacture was built.

DINESH MISHRA Senior VP – Strategy M: +91 9833076669 E: dinesh.mishra@ meshmixmedia.com

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Cover Feature | DASSAULT SYSTÈMES’

Dassault Systèmes’ plans to build Centres of Excellence in India Dassault Systèmes’ senior officials spoke with DMI at Aero India 2019 about the company’s support for Make in India. Here’s what they said.

Patrick Fardeau Vice President, Global Sales & Market Development, A&D Industry, Dassault Systèmes

Ravikiran Pothukuchi, Industry Leader, Dassault Systèmes

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atrick Fardeau, Vice President, Global Sales & Market Development, A&D Industry, Dassault Systèmes: We see Make in India ramping up, and with this ramp up OEMs and Small and Medium sized companies can effectively materialise the opportunities behind the Make in India initiative. India Aerospace industry can capitalise on its inherent strengths by concretizing more on the Make in India project and establishing innovation centers. One such example would be the innovation center that Dassault Systèmes has established in Karnataka to foster and accelerate the transfer of knowledge. The Make in India initiative is going in the right direction to support the industry.

Ravikiran Pothukuchi, Industry Leader, Dassault Systèmes: Defence spending is a big strength for India with lot of work opportunities

and foreign players coming into India. The civil aviation market is also booming with the growing demand for airports and flights. One of the aspects that Dassault Systèmes is working on is the talent. Although the workforce in India is very talented, motivated and intellectually strong, the aerospace skills are limited. We are leaders in software, IT, Pharma and other domains but if we talk about aerospace domain skills there is a gap as per the industry players. To fill this gap between academia and industry requirements, we have joined hands with the Government of Karnataka and other state governments to set up Center of Excellences. This will enable training the students to be industry ready.

www.3ds.com/Dassault/Systèmes

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Cover Feature | BRAHMOS

India has the potential to become a global aerospace hub Col. J P Uniyal (Retd), Director (Business Development & Product Support), BrahMos Aerospace says that the Indian aerospace industry has the necessary strengths to evolve into a leading aerospace industry centre

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rahMos Aerospace is a joint venture between India's Defence Research and Development Organization (DRDO) and Russia's NPO Mashinostroyenia.

BrahMos designs, develops, produces and markets BRAHMOS weapon systems including cruise missiles with participation of a consortium of Indian and Russian industries. Col. J P Uniyal (Retd), Director (Business Development & Product Support), BrahMos Aerospace spoke with DMI’s Sr VP Strategy Dinesh Mishra during the Aero India Show 2019. Edited excerpts.

India’s still-evolving aerospace industry: Challenge or opportunity You are absolutely right that the global aerospace market share with India today is not as much as it should have been, given the requirement and the size of our country and the intellectual strength that we have got in our academia and our scientific fraternity, I feel that this can be addressed in two ways: firstly we have to nurture and consolidate the individual pockets of excellence that we have in our country. Secondly, we should adopt the latest, critical technologies that are not available in the industry yet. Today, organizations from around the world are coming to us to sell to us, but with the implementation of the aforesaid measures, tomorrow the whole world will come here to collaborate and buy.

The requirement of aerospace components, equipment and weapons is huge in our county.

Even our civil aviation sector is growing at a pace unheard of in any other economy – these are all big opportunities that our aerospace industry must take advantage of.

Leveraging inherent strengths for growth Our SMEs work in different silos – we should enable a collaborative ecosystem where small enterprises join forces to create solutions to the user, be it for aircrafts, weapons system, or flight simulation systems with a common aim of improving aerospace manufacturing capabilities in India.

Col. J P Uniyal (Retd), Director (Business Development & Product Support), BrahMos Aerospace

Positive developments The aerospace industry is growing at a very fast pace; consider the success stories of Hyderabad, Bengaluru, Pune and for that matter the recent development in Tamil Nadu, not to forget the evolving ecosystem in North India. That said, this is just the beginning – they have to go a long way. I believe that India as a whole has the potential, the government policies are in place and as a result we can see India producing indigenous battle tanks and guns comparable to the best weapons in the world.

Major challenges Aerospace industry is facing challenges because the pace of scientific development around the world is fast. Consider the example of crude missile technologies that have advanced from subsonic to supersonic to hypersonic missile technologies [BrahMos Aerospace is developing a hypersonic cruise missile, BRAHMOS-II, which would fly at a speed greater than 5 Mach. – Editor]. There are rapid advancements in the area of weapon systems, now scientists globally are looking at space-based weapon systems, which once realized, had the potential of rendering every other weapon system useless – these are the subjects that require farsighted deliberations from intellectuals in academia, industries and the scientific fraternity. www.brahmos.com

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Cover Feature | COLLINS AEROSPACE

India’s aerospace industry presents a rare growth opportunity Samir Mehta, President, Mechanical Systems, Collins Aerospace shares a host of valuable insights into the opportunities inherent in the growth story of India’s aerospace industry

Samir Mehta President, Mechanical Systems Collins Aerospace

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ollins Aerospace, a unit of United Technologies Corp., is a leader in technologically advanced and intelligent solutions for the global aerospace and defense industry. Collins Aerospace established its presence in India in 2008 with the opening of its India Design Center in Hyderabad. Today, Collins Aerospace India provides services such as installing, supervising, modifying, repairing, selling, distributing, researching, servicing and supporting information management, communications and electronics for military and commercial aviation customers. Samir Mehta, President, Mechanical Systems, Collins Aerospace shared his views on the evolution and the future roadmap of India’s aerospace industry and the role of his company in enabling these objectives. Edited excerpts.

India’s still-evolving aerospace industry: Challenge or opportunity I think it represents an opportunity in many ways. First and foremost, it presents an opportunity to the industry to position itself as a high-quality, cost-competitive source for manufactured parts. Even before the Prime Minister articulated his vision for “Make in India” – we were doing just that. We continue to make significant investments in our manufacturing capability and that of our Indian-based suppliers to increasingly utilize India as a source for aerospace parts.

Secondly, the industry has the opportunity to establish itself as a source for highly skilled engineering talent. This is another area where we made investments early. Now we are seeing the benefits of that investment – especially given the rapid pace of development of technology in our industry. Third, we see India as a vibrant ecosystem for our products and services. Despite all of the explosive growth in India’s demand for air travel – the fact remains that less than five percent of the Indian population has been on an airplane. We see that as a huge continuing growth opportunity.

What’s exciting about the opportunities inherent in India’s aerospace industry is the chance to create a win-win proposition – where we manufacture and design in India that supports India’s exports objective, and also serve the Indian industry thus boosting the demand for aircrafts and services. There are very few countries that offer such an opportunity.

Leveraging inherent strengths for growth I believe the number one strategy for the industry should be for it to nurture the best

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

and brightest of its people to help design and manufacture aerospace products. Collins Aerospace has 4,800 workers in India at its sites in Bengaluru, Hyderabad, and New Delhi, including more than 2,000 engineers. We want to continue to recruit the top Indian talent for manufacturing and engineering. It is important for India to continue to invest in the development of its educational system – with a focus on technical, vocational, and management training infrastructure.

Positive developments For Collins, it’s not about being in India because we’re required to be or purely for low cost. We’ve benefited from the low cost the country offers, but now we’re tapping into the country’s innovative and creative spirit. We want

Key Highlight:

Collins Aerospace has 4,800 workers in India at its sites in Bengaluru, Hyderabad, and New Delhi, including more than 2,000 engineers.

We want to continue to recruit the top Indian talent for manufacturing and engineering.

to move beyond basic engineering and final assembly to more complex operations and we know that working together with our Indian partners, we can.

In recent years, the Indian population has experienced a tectonic shift in their quality of life and the technologies that have enabled the shift. Now we’re in a position to work with India to bring about a similar revolution in aerospace and defence.

Top challenges In recent years, we’ve seen technical advancement within our Indian supply base, with more efforts around engineering resources and development. Our Indian suppliers are growing and have been independently investing into expanding manufacturing opportunities themselves.

At the same time, there remains a lack of capability in certain areas that could otherwise help India become a bigger player in the aerospace industry. For example, special processing in India associated with some of our more complex components remains difficult to find. We also look forward to India developing a more modern, advanced forging industry which focuses on specialty metals used in many of the most critical aerospace parts. We believe that if the Indian industry in partnership with companies such as ours is able to fill those gaps, India will reach its potential in not only becoming a bigger player in aerospace, but more importantly in creating a truly complete aerospace ecosystem. www.collinsaerospace.com

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Cover Feature | WAVE MECHANICS

Mayank Dalmia, Director – BD and Marketing, Wave Mechanics

Shifting power dynamics are seeing an increase in Indo-US cooperation Mayank Dalmia, Director – BD and Marketing, Wave Mechanics, provides useful insights into the steps to be taken by the manufacturing industry to help grow India’s aerospace sector

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engaluru - headquartered Wave Mechanics offers a range of machining solutions such as CNC horizontal and vertical Machines, quality Instruments from CMMs (Coordinate Measuring Machines) to Digital Gauges for development of prototypes and large volume production and other requirements for RF, microwave and electronics industries.

Presenting, edited excerpts of an interaction with

Mayank Dalmia, Director - Business Development and Marketing, Wave Mechanics Pvt. Ltd that we had on the status of India’s aerospace industry and the role of manufacturers.

India’s still-evolving aerospace industry: Challenge or opportunity We see this as an opportunity. It has become widely accepted that the Indian civil aerospace

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market is poised to be amongst the largest in the world, comparable only with those of the US and China. Add the high defence-aero spending to the mix and we have an ideal landscape for a long-term sustainable growth story. In order for us to reach that level, our aerospace ecosystem must become mature to match the levels of countries such as the US. The bridging of this gap clearly offers massive growth opportunities for the Indian Aerospace ecosystem.

However the path to success is fraught with challenges due to the intricacies of aerospace industry’s specific needs, which demand the highest standards of manufacturing and systems.

Another challenge for the industry is to change the perception of India being a destination only for low-cost manufacturing to one where India’s manufacturing is known for quality and reliability.

aerospace has been well-documented and is an example for other countries to follow. Industry bodies such as GIFAS (Groupement des industries françaises aéronautiques et spatiales, the French Aerospace Industries Association) and IFCCI (Indo-French Chamber of Commerce & Industry) are opening new doors of collaboration.

SAFRAN setting up shop at Telangana is a signal of more to come. Large investments by foreign OEMs and Tier-1s are excellent as the entire industry would then gain exposure to state-of-the-art manufacturing and the local talent will get opportunities to work in world class facilities, which will trigger lateral requirements. The possibility of a high-degree of localisation of sourcing for these engines will have a trickle-down effect, creating lateral and vertical opportunities for companies like us.

Leveraging strengths to accelerate growth Government support is critical in order for the industry to capitalize on India’s inherent strengths. This is especially critical for the SMEs as many aspects of the business today make the sustainability and profitability of SMEs a challenge.

The support of the government is also required to provide infrastructure requirements that are conducive for growth of the sector. There needs to be a political will to initiate the indigenisation of defence and provide institutional support to the local talent.

With these attributes in place, the industry will be elevated to a platform from where it can increase its share in the global industry multifold.

Leveraging strengths to accelerate growth A well-trained talent pool coupled with the low cost of manufacturing has attracted a lot of companies to set base in India through various options like sourcing contracts, JVs, takeovers, local offices, etc. The industry is getting used to the tough requirements of the sector. Small industries have access to big players and markets.

OEMs, Tier-1 and Tier-2 players all have long-term plans with Indian sources with scopes of work that go beyond low-cost manufacturing, which is a positive development for the industry at large.

Dedicated SEZs & corridors for aerospace are coming up across the country vying for capital investments from Indian and foreign players.

Can India take advantage of the shifting global trade dynamics caused by the USChina trade war?

Even though an immediate opportunity exists due to the trade war, very few Indian companies are positioned well enough to capitalize on that. What is more exciting is that the shifting power dynamics are seeing Indo-US cooperation increasing day-by-day in order to counterbalance China. We hope this provides opportunities for increased cooperation with the US ecosystem in the areas of technology transfers, joint ventures and partnerships, and of course the further opening up of the large US commercial market to Indian companies.

What are the long-term implications of developments such as French aerospace major Safran’s plan to build Rs 290-crore plant for LEAP engines in Hyderabad?

The Indo-French cooperation in the field of

Top challenges For newer companies, several challenges lie in [the path of ] entering the domain as a serious contender with systems, processes and regulatory approvals in place. Gaining an experience of working under these conditions is a paramount need. Training the workforce to meet the demanding levels of skill and communication is another major challenge.

[Compliances with] statutory and regulatory requirements are another concern due to the infancy of the industry vertical. Lastly, deep pockets and financial strengths are essential to sustain and ensure growth.

Stereotypical perceptions about the local industry [prevalent in the international market] continue to be a challenge that can only be addressed through actions rather than words.

www.wave-mecahnics.com

Key Highlight:

Even though an immediate opportunity exists due to the trade war, very few Indian companies are positioned well enough to capitalize on that.

What is more exciting is that the shifting power dynamics are seeing Indo-US cooperation increasing day-by-day in order to counterbalance China.

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Tech Primer | CG TECH

Optimization module tackles tough materials CGTech Force, a physics-based NC program optimization module enthralls Okuma Winter Showcase attendees

In VERICUT Force, blue line “spikes” reveal excessive or unsafe cuts in the original program, while red lines show gains and corrections made by optimizing.

(All images provided by CGTech.)

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ost anyone who’s worked in a machine shop for any length of time has at some point attended a trade show or machine tool distributor’s open house. There they see canned demonstrations of CNC machines busily carving up chunks of brass, mild steel, or aluminum into business card holders and tic-tac-toe games.

While these giveaways are fun stuff, wouldn’t it be refreshing to see some real parts being machined, preferably from a difficult-to-machine material? That’s what took place at the Okuma Winter Showcase, an annual event the machine builder hosts for 600-plus attendees. At the event, attendees were treated to more than twodozen CNC machine tools, most of them making chips. These included an MU-8000V LASER EX super multitasker with laser metal deposition and the GENOS M460V-5AX, a trunnion-style,

five-axis vertical machining center offering high productivity, a small footprint, and a surprisingly low-price tag.

There was also an LB3000 EX-II lathe with barfeed vibration detection, a MULTUS B300II turn-mill center with collaborative robot part handling, MA-500HII horizontal and MCR-A5CII double-column machining centers, and a MULTUS U3000 multitasking machine.

An impressive lineup, to be sure, but there was one demo that had a large number of show attendees talking that even included those responsible for setting it up. “That was pretty cool to see, especially when you consider that we were cutting titanium, a very hard and difficultto-machine material,” said Okuma Applications Engineer Lee Johnston.

He was talking about CGTech’s Force, a physics-based NC program optimization module

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

that works within the company’s flagship VERICUT toolpath simulation software. Working with representatives from CGTech and Sandvik Coromant, Johnston programmed a Ti-6Al-4V titanium bracket being made for an aerospace customer, then optimized its toolpaths with VERICUT Force.

“We had the same demo on two vises and ran them side-by-side, one with the standard program and one that was optimized,” said Johnston. “We reduced cycle time from an hour to just under 40 minutes, and you could also hear and see the difference in how the tools were cutting and tell that the optimized program was easier on the machine. This is probably the best thing to happen to programming since trochoidal toolpaths.”

VERICUT Product Specialist Pete Haas explained that Force works by analyzing the NC toolpath, evaluating the changing cutting conditions, and increasing or decreasing the feed rate to achieve the ideal chip thickness for any given material. Compared to CAM systems and online machining calculators, which attempt to determine average chip thickness and base the feed rate on that, Force calculates the optimal feed rate for every single line of machining code.

“As an example, think about driving to work each morning,” Haas said. “You encounter straight sections, curves, and sharp turns, and have to slow down or speed up depending on the road conditions. Machining also involves constantly changing conditions, but some CAM systems don’t account for this. They generate a single feed rate that may be too aggressive on tight turns and too slow on the straightaways. Force, on the other hand, uses physics to calculate cutby-cut throughout the changing conditions and determine the optimal feed rates.”

Key Highlight:

We had the same demo on two vises and ran them side-by-side, one with the standard program and one that was optimized.

In the Okuma demonstration, the VERICUT Force Optimized finished part on the left was produced more than 20% faster than the original programmed part on the right.

The result, according to Haas, is greatly reduced cycle time, improved tool life, better part quality, and less wear and tear on CNC machine tools. It works on any material and any machine, and can even be used on legacy programs.

Johnston wasn’t the only one surprised

by Force’s capabilities. Even CGTech Technical Support Engineer Chris Davala—someone with 20 years of experience as a machinist and programmer who now works with VERICUT

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Tech Primer | CG TECH

Key Highlight:

CGTech has done an amazing job of optimizing programs while taking into consideration tooling geometries and resulting loads.

Anyone interested in higher efficiency and prolonging tool life should look into this.

customers across the country—said the demo was an eye opener. “To be honest, I was a little skeptical,” he said. “This was my first hands-on experience with the product, and it’s not that I didn’t have faith in the people who developed it, but there were some bold claims made about the potential gains. I can truly say that, after seeing Force in action, it’s made a believer out of me.”

That’s an easy thing to say for someone employed by the product’s developer. But Sandvik Coromant MTS specialist Richard Howard, who worked alongside Davala and Johnston setting up the demo, backs it up. He supplied the cutting tools and toolholders used for the demo and specified the initial machining parameters.

“As a tooling specialist, I am extremely impressed with how ‘spot on’ the Force software is,” he said. “CGTech has done an amazing job of optimizing programs while taking into consideration tooling geometries and resulting loads. Anyone interested in higher efficiency and prolonging tool life should look into this.”

Anyone familiar with Okuma machine technology might consider Force unnecessary.

That’s because the OSP control offers advanced features such as Machining Navi, SERVONAVI, Super-NURBS, and adaptive machining technology. How can a third-party software package make a top-notch machine tool perform even better? There are several answers: Force has the ability to break up the NC code into smaller bites, adjusting feed rates to maximize chip thickness and keep it constant.

Its optimization capabilities are proactive, not reactive, so everyone knows what to expect before pushing the cycle start button.

Performance issues are clearly identified up front, and the programmer can examine the

Force Charts that illustrate projected cutting forces, chip thickness, feed rates, tool deflection and more.

For new materials, new machine tools and cutters, or even new programmers, Force eliminates the guesswork that would otherwise occur.

The result is an NC program that’s both safer and more predictable, with low risk of tool breakage or scrapped parts. Operators have more confidence. Lights-out machining is performed with confidence. Profit margins are improved.

And Force-optimized toolpaths “save a great deal of time during roughing,” says Sandvik’s Howard.

Parts are machined faster and cutting tools last longer.

Haas summed it up like this: “Force chartsprovides NC programmers with useful information they never had before. They can quickly and easily visualize what’s happening cutby-cut as the tool moves through the material, and it’s now possible to visualize excessive forces, inefficient cutting parameters, metal removal rate, power consumption, torque, and tool deflection. Force charts also expose cutting condition improvement opportunities. With one click on the Force chart, the user is taken to the exact location in the program and to the graphical review window for further analysis. The end result is full utilization of the cutting tool and the machine tool.”

Okuma’s Lee Johnston agreed. “At the event we were cutting titanium and saw significant improvement, but I think Force is just as suitable for machining easier materials like aluminum, and for other general purpose work. I look forward to using it on future projects.” //bumper// www.cgtech.co.in

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Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

Product News | SCANIA

Scania opens warehouse at zero-mile centre of India Scania launches its Central Parts’ Warehouse at Nagpur, strengthens commitment to India

Mr. Petr Novotny, Managing Director, Scania Commercial Vehicles India Pvt. Ltd, addresses customers post the launch of its Central Parts' Warehouse, in Nagpur on Tuesday.

Scania India team with its customers post its launch of its Central Parts' Warehouse, in Nagpur on Tuesday.

A view of the state-of-the-art 30,000 sq.ft. Central Parts' Warehouse of Scania Commercial Vehicles India Pvt Ltd., which was launched in Nagpur on Tuesday.

Scania Commercial Vehicles India Pvt. Ltd. honors it's largest distribution partner, L&T, on the occasion of the launch of its Central Parts' Warehouse, in Nagpur on Tuesday.

N Key Highlight:

India is an important market for us. The centralized warehouse at Nagpur is a part of the company’s expansion strategy and reiterates our commitment to the country. We are confident that such strategic initiatives will further support Scania India’s growth story.

agpur, March 26, 2019: Strengthening its commitment to India, Scania Commercial Vehicles India Pvt. Ltd., with 127-years of global history in mobility solutions, announced the launch of a Central Parts’ Warehouse in Nagpur, today.

Located at the zero-mile centre of India, Scania’s state-of-the-art Central Parts’ Warehouse is spread across 30,000 sq.ft., with over 8,500 Stock Keeping Units and caters to Scania’s offroad,on-road and engine products.

Speaking on the occasion, Petr Novotny, Managing Director, Scania India said, “This strategic move closer to our largest distribution partner, L&T, vastly builds on synergies and improves the operational efficiency, reduces the order processing time for our customers across India, thereby resulting in better turn-aroundtime and better availability of spare parts. This would help the customers achieve better Total Operational Efficiency (TOE), furthering the Scania philosophyof ensuring customer delight.”

“India is an important market for us. The centralized warehouse at Nagpur is a part of the company’s expansion strategy and reiterates our commitment to the country. We are confident that such strategic initiatives will further support Scania India’s growth story,” he added.

The Scania India Central Parts’ Warehouse is located in the Logistics Park at Kalmeshwar.

About Scania Commercial Vehicles India With 127-years of rich history in mobility solutions, Scania Commercial Vehicles AB offers world-class products and services, catering to the diverse transportation markets across the globe.

In India, Scania made its presence felt in the mining and construction segments in 2007 through its partnership with Larsen & Toubro (L&T). In 2011, Scania Commercial Vehicles India Pvt Ltd. was established to strengthen its presence in India, with an automobile manufacturing facility at Narasapura, near Bangalore, in Karnataka. www.scania.com

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Industry Report | DORMER PRAMET

Time to take control with ProLog vending Tool inventory and management can be a costly and time-consuming process for any manufacturer. Dormer Pramet offers a solution

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aving greater control over what cutting tools are on-site, how many are available, who is using them and when to re-order, offers significant support and accountability.

Dormer Pramet’s ProLog Vending system provides such assistance to hundreds of companies in numerous countries, offering individual compartment control in a standard shop floor cabinet at Point-of-Use. In addition to the standard check-in/checkout features, added business rules and reports

are available to provide detailed analysis of performance. In addition, users can automatically “age” and lock-down tools based on specific criteria, set-up alert notifications when a tool has reached a defined setting and a full audit history by asset and user.

SupplyBay and SmartDrawer are Dormer Pramet’s most popular vending devices. SupplyBay is engineered for industrial environments to deliver reliable high-volume dispensing for a wide range of tools and supplies. Its large dispensing door gives easy access to load and refill.

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The versatile SmartDrawer allows users to choose the best level of access for each application. It can be a stand-alone unit or combined with other devices for a tailored solution, offering a mix of compartment options between 2 - 128 positions in each drawer.

To enhance its vending offer, Dormer Pramet has launched several new machines, giving even greater choice to suit individual requirements.

The new additions include SaveRing, SaveBin and SaveRent. All the systems help companies move away from peg-board or open access methods.

SaveRing is a versatile vending machine which stores and distributes up to 540 unique items. It has four key functions to distribute, rent, return for regrinding or reserve products for up to 30 days. SaveRent is a locker-type tool renting and monitoring system. It allows the storing, distribution and return of valuable, frequently used tools and items. Each transaction is saved and recorded when each user accesses an item.

With SaveBin employees return used or contaminated items, with the unit taking a photo of the product and logging the transaction to the employee. The system automatically alerts if waste levels reach a pre-defined number.

All machines are supported by industry leading data management software. It’s

intelligence engine drives all devices, connects with distributor information, integrates with customer-based ERP systems and enables access to real-time information and administration on any web-enabled device.

This gives an opportunity for customers to look at inventory data, helping to make decisions based on real-time, accurate information. It collects and processes transaction data, controls inventory levels and manages automatic replenishment, offering access to stock 24/, 365 days a year.

About Dormer Pramet Dormer Pramet is a global manufacturer and supplier of tools for the metal cutting industry. Its comprehensive product program encompasses both rotary and indexable drilling, milling, threading and turning tools for use in a wide variety of production environments. An extensive sales and technical support service operates from 30 offices, serving more than 100 markets worldwide. These are assisted by dedicated production facilities in Europe and South America and a highly developed distribution and logistics network. www.dormerpramet.com

Key Highlight:

SupplyBay and SmartDrawer are Dormer Pramet’s most popular vending devices. SupplyBay is engineered for industrial environments to deliver reliable high-volume dispensing for a wide range of tools and supplies

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Industry Report | ABB-DASSAULT SYSTÈMES

ABB and Dassault Systèmes enter global software partnership for digital industries Unique customer value through ABB AbilityTM offering of digital solutions combined with Dassault Systèmes’ 3DEXPERIENCE platform

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BB and Dassault Systèmes today announced a wide spanning global partnership to offer cus-tomers in digital industries a unique software solutions portfolio ranging from product life cycle management to asset health solutions.

The two companies will provide customers an end-to-end offering of advanced open digital solutions, enhancing competitiveness of industrial companies, while increasing flexibility, speed and productivity of their products' lifecycles, manufacturing and operations.

The partnership will combine the strengthsof ABB Ability™ digital solutions and Dassault Systèmes'3DEXPERIENCE platform, and build on both companies’ strong installed base, deep do-main expertise and global customer access.

ABBhas already adopted the 3DEXPERIENCE plat-

form to model and simulate its solutions before delivering them to its customers. With this partnership, ABB will develop and provide customers with advanced digital twins, enabling customers to run ABB’s solutionsand their operations with improved overall efficiency, flexibility and sustainability.

The companies will, in a staged approach, focus on factory automation and robotics, process in-dustry automation, as well as electrification solutions for smart buildings. The first joint solutions will be showcased at the upcoming industrial Hannover Messe trade fair in Germany, April 1-5, 2019.

"This game-changing partnership will serve our customers to lead in innovation and growth, fun-damentally transforming their entire value chain to tap the vast opportunities of industrial

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

Key Highlight:

The Industry of the 21st centuryis no longer determined simply by the ability to manufacture goods.

Today’s leaders will be determined by superior mastery oftechnical know-how. This is the new competitive differentiator and it’s happening now due to a convergence of digital technolo-gies that are transforming every aspect of industrial business.

digital-ization. Together, we are offering an open, end-to-end digital portfolio - from digital twin to asset health - that gives our customers a competitive edge, building on our combined offering, domain expertise and global reach,” said ABB CEO Ulrich Spiesshofer.“ ABB is adding Dassault Sys-tèmes to its strong partner network for industrial digitalization, including Microsoft, HPE and IBM. We look very much forward to working with the entire global Dassault Systèmes team to drive innovation andcustomer value.”

“The Industry of the 21st centuryis no longer determined simply by the ability to manufacture goods. Today’s leaders will be determined by superior mastery oftechnical know-how. This is the new competitive differentiator and it’s happening now due to a convergence of digital technolo-gies that are transforming every aspect of industrial business,” said Bernard Charlès, Vice Chair-man and CEO, Dassault Systèmes. “In this industry renaissance, a platform approach enables the real and virtual worlds to inform and reinforce one another. Our partnership with ABB will draw from decades of combined expertise to help customersmake the most of this powerful and dy-namic trend.”

In today's highly automated industries, digital factory modeling and flexible, robotized manufacturing systems help businesses to generate more design iterationsat a quicker rate with more robust designs. This, in turn, helps to accelerate the shift from mass production to mass customization,where goods are manufacturedin a greater variety and in smaller batches and in shorter product life cycles. For many manufacturers, the cost of downtime has dramatically increased in recent years as just-in-time delivery has become the norm. An hour of downtime at a modern production site can cost more than $1 million.

ABB has already a strong digital solution offering within the industry through its offering AB-BAbilityTM. It was launched in 2017 and offers more than 210 digital solutions to plan, build and operate industrial operations with higher productivity and safety at lower costs.

Dassault Systèmes works with companies of all sizes in 11 industries to help them meet new chal-lenges in today’s Industry Renaissance.

The 3DEXPERIENCE platform integrates all the tech-nologies and capabilities that leverage knowledge and know-how into one cohesive digital inno-vation environment that delivers digital continuity from concept to manufacturing to ownership and back. Industrial companies can integrate the platform’s 3D applications to create a digital twin that captures insights and expertise from across their entire ecosystem, to measure,

assess and predict the performance of an industrial asset and help optimize its operation in an intelligent way.

The ABB – Dassault Systèmes partnership will initially focus on the following areas.

Factory Automation and Robotics Digital twin experiences for end-to-end optimization of processes and systems, combined with the flexibility of robotics automation, will give factories the agility to adapt to increasingly dy-namic markets. This includes ready-tooperate manufacturing solutions and services, along with joint consulting for industrialbusiness transformation, to optimize and speed the launch of new products.Electronics makers can increase the production of new but short-lived products quickly, while food processors can alternate between locallytailored seasonal offerings while producing at high speed. In highlyautomated industries such as automotive, the digital twin experienceof fac-tories allows an integrated design and manufacturing environment to support new assembly pro-cesses with flexible and reconfigurable cells. Italso makes it possible to link separate systems, such as connecting logistics automation systems to robots at work on manufacturing linesthat rely on precise parts delivery for optimal production performance.

SmartBuildings The digital partnership between Dassault Systèmes and ABB around digital twin systems will enable a seamless workflow during design, engineering and operation of buildings, as well as connected sustainable transportation solutions.

The available information, in combination with Dassault Systèmes’ virtual universe 3DEXPERIENCE®, will also allow greater customer interac-tion during the design specification phases and operation.

Process industries: Mining example Competitive pressure in process industries, such as mining, requires companies to continuously look for new ways to increase safety, productivity and energy efficiency of sites, while reducing costs and risk of daily operations. A digital model of the underground environment, in connec-tion with mine planning and control systems, would allow to optimize energy consumption and mine automation, as well as enablemine operatorsto monitor and optimize production in real-time, while running virtual simulations of future scenarios. www.3ds.com/Dassault/Systèmes

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Event Report | SCHUNK

SCHUNK's booth at AMB in Stuttgart was bustling with activity. Under the motto "Open. Smart Clamping in Smart Factories", a number of intelligent clamping devices and gripping systems were shown.

Smarter clamping and gripping At AMB 2018, SCHUNK presented its intelligent clamping technology called Smart Clamping and its far-reaching impact on the Smart Factory movement. Presenting, a ringside perspective

A Pictures: SCHUNK

mid the busy sounds of machine tools operated by experienced machinists in Hall 1, SCHUNK's booth at AMB in Stuttgart bustled with activity. Under the motto, "Open. Smart Clamping in Smart Factories”, SCHUNK, the competence leader for gripping systems and clamping technology showcased a number of intelligent clamping devices and gripping systems.

SCHUNK’s intelligent clamping technology called “Smart Clamping” will help to ensure that even the most demanding processes will run smoothly in the future. One of these smart systems is iTENDO, an intelligent toolholder that

monitors metal cutting process directly on the tool, and enables real-time control of the cutting parameters. For the first time, it will become possible to record vibrations, chatter marks, and tool failures in real time and to adjust the process immediately and fully automatically as soon as deviations occur. The smart tool, which is set to reach the market in 2019, allows complete documentation of process stability, unmanned limit value monitoring, tool breakage detection, and real-time control of speed and feed rate.

For Henrik A. Schunk, Chief Executive Officer of SCHUNK GmbH & Co. KG, smart clamping devices and gripping systems will assume a

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key role on the way to the smart factory due to their "closest-to-the-part" position.” "The goal is comprehensive communication between all components, maximum process transparency for users while at the same time, maximum data security as well as a dynamic reaction to events", says Henrik A. Schunk, outlining the company's roadmap. "The AMB has shown that smart technologies are within reach and that the visions of the past few years are starting to become concrete solutions," emphasized the entrepreneur. "Intelligent components are creating important prerequisites for Industry 4.0, and are paving the way for new fields of application with maximum flexibility and efficiency."

Monitoring and ‘flexibilization’ of the processes is the aim Smart Clamping is yet another milestone in SCHUNK’s pursuit of digitalization of manufacturing processes. The key idea is that due to their exposed position, clamping devices and gripping systems play a special role in this process: They allow more flexible processes and permanent process monitoring and optimization directly on the workpiece. SCHUNK is making an impressive presentation of how sensitivity, connectivity, and a high degree of functional integration become key factors in the real-time monitoring of clamping devices. For example, clamping force, clamping path or vibration behavior during machining can be permanently recorded, and analyzed. If deviations occur while a process is running, the machining parameters can be adjusted completely automatically in real time based on the data detected.

Smart monitoring and presence The smart SCHUNK VERO-S NSE-S3 138 quick-change pallet module enables permanent monitoring of the pull-down force and clamping slide position. For this purpose, strain gauges, measuring amplifiers, as well as inductive analog sensors are integrated into the module.

Furthermore, the presence of workpieces or clamping pallets is detectable by means of inductive proximity switches. This ensures that the entire clamping process runs under optimum conditions. Power supply and signal transmission occur through cables via spring contacts. Since the measured values are outputted as analog signals (0 to 10 V DC), simple signal processing is possible. The complete intelligence is integrated into the module in a way that the dimensions completely match with those of the conventional VERO-S NSE3.

"The AMB has shown that smart technologies are within reach and that the visions of the past few years are starting to become concrete solutions.

Intelligent components are creating important prerequisites for Industry 4.0 and are paving the way for new fields of application with maximum flexibility and efficiency."

Henrik A. Schunk Chief Executive Officer SCHUNK GmbH & Co. KG, Lauffen/Neckar, Germany

Variable clamping force Going one step further, one has the clamping force block SCHUNK TANDEM KSE 100. In addition to integrated monitoring of the clamping path and clamping force, this intelligent powerhouse is also capable of individually adjusting the clamping force and position of each of the chuck jaws to the respective workpiece. The advantage: Chuck jaws can be pre-positioned in the ongoing process, thus reducing the cycle time.

In addition, it is possible to reduce the clamping force in order to prevent deformation or damage to the surface. The required sensor technology is also integrated into the component.

Henrik A. Schunk

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Event Report | SCHUNK

SCHUNK brand ambassador Jens Lehmann (left) competed against the Chief Executive Officer, Henrik A. SCHUNK (right) at the jaw quick-change contest.

The intelligent iTENDOtoolholder enables real-time process monitoring and control directly on the tool.

The geometry and performance data of the toolholders remain unchanged even with sensorsystems.

An intelligent toolholder One undeniable highlight in the area of tool clamping technology is the smart hydraulic expansion toolholder, SCHUNK iTENDO, which was developed in cooperation with the Vienna University of Technology and TOOL IT GmbH Vienna. "The iTENDO is a milestone in toolholding technology," emphasizes Henrik A. Schunk. "For the first time, we combine the outstanding mechanical properties of our flagship TENDO with the possibilities of digital process monitoring."

According to Friedrich Bleicher, Managing Board Director of the Institute of Manufacturing Technology (IFT) of the Vienna University of Technology, and founder of TOOL IT, the intelligent toolholder facilitates a unique synergy: "Embedded systems technology combines the highest degree of process transparency with the potential of autonomous process control, without users having to do without the quality and performance of proven precision toolholders," says Bleicher. During machining, the intelligent toolholder permanently analyzes

A popular guest in Stuttgart: SCHUNK brand ambassador Jens Lehmann.

The smart clamping devices and gripping systems measure, identify, and monitor gripped components and the ongoing production process in real-time.

the machining process. If the process becomes unstable it can either be stopped in real time and without the intervention of the operator, reduced to previously defined basic parameters, or adapted until the cut returns to a stable range.

On the one hand, the system enables complete documentation and limit value monitoring as well as an improvement of the machining quality by automatically adjusting the cutting data during vibration. Moreover, the intelligent toolholders should additionally enable an analysis of the tool condition as well as an increase in the material removal rate. The system is extremely easy to retrofit without the need for modification or replacement of machine components. Since the algorithms run autonomously and the operator defines only maximum values and reactions, no expert assessment of the data determined is necessary. Instead, the system manages the process autonomously and in real time based on the specifications. www.in.schunk.com

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Event Report | MARPOSS

Accuracy, reliability, quality Roberto Bruni of Marposs shares the company’s focus areas, main offerings and India strategy.

Roberto Bruni MIDA Probing Systems Sales and Marketing Manager Marposs S.p.A. Picture: Marposs

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t IMTEX 2019 held this year in Bengaluru, Dynamic Manufacturing India got the opportunity to speak to Roberto Bruni, MIDA Probing Systems, Sales and Marketing Manager, Marposs S.p.A. Edited excerpts of the interview.

How's been your experience at IMTEX 2019?

The show has been going really good; we have gained a lot of leads. I have seen that the number of visitors has increased notably compared to the previous shows and so has the quality of the leads. We have been able to meet a good number of potential customers including several automotive OEMs – you know that automotive has been among the main focus areas for Marposs right since the inception; it’s an

important segment for us in India as well.

From a machine-tool point of view I've seen in India that the market of 5-axis machines is growing whereas in the past you could see more 3-axis machines in demand. We are offering machine tool solutions for parts and tools measurement – I can see that the demand for machine equipment is increasing, particularly precision equipments, for example the demand for our laser tool setter is growing here which indicates that precision machine tooling is on the rise in India.

How do you see the evolution of the Electric Vehicle (EV) in India?

EVs is a big focus area for Marposs. We have been following this market closely in India. It is

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

makers including BFW, Jyoti CNC Automation, and Ace Micromatic among others.

growing gradually, and we are sure to see a big uptick around the year 2025. Marposs already has a division that is dedicated to assessing and creating solutions for this market.

There is much talk of industry 4.0 globally and in India. Do you have industry 4.0 solutions for the Indian market?

Yea of course. Marposs is betting big on industry 4.0. We have solutions such as the MIDA product line and Marposs Monitoring Solutions which are really focused on industry 4.0 because we can collect in the cloud all the data coming from the machine behavior and the part and tool measurement for monitoring of each machine of each tool and each part.

We have a predictive maintenance system called Machine Condition-based Monitoring.

What we do is, we run a cycle without any stress coming from the cutting operation, then compare it to a cycle when we are cutting the part. Predictive maintenance is an important step in the direction of industry 4.0.

What are the other sectors that you are catering to?

Die/mold machining is another important sector for us. Marposs has a lot of machine tool solutions for this market. We are speaking about high-precision probes, laser tool setters – for example, we have an ultra-precision tool setter based on CCD camera designed for micromachining. This is a really important solution if you want the right finish for the machine part and in the die/mold sector such a requirement is absolutely mandatory.

With the oncoming implementation of Bharat Stage VI emission in 200, do you see the transition providing a push for Marposs’ solutions for automotive OEMs? Certainly. The trend in the industry is moving in the direction of producing machines that are more accurate than before. You know that Marposs was born on the idea of making the first in-process equipment for checking parts during grinding. Today we have reached such an advanced level of providing tolerance and precision levels to machine tools that some grinding operations can be done inside the machine. We have a product line that we call the Diamond Line for Ultra Precision Inspection. The Diamond line is a range of very high precision products for high precision probing that provides a tool, pre-setting, verification, work-piece set-up, and part inspection with increased accuracy. It is a perfect fit for this kind of market.

Which are the leading machine tool builders in India you are working with?

We work with most leading machine tool

What are the other highlights in terms of the solutions you are showcasing at IMTEX? One highlight for sure is our High Precision Probe line which is based on piezoelectric sensor technology. The technology helps the customers measure high complex tool path piezoelectric sensor with a high level of accuracy and a repeatability value within 0.25 µm.

Key Highlight:

EVs is a big focus area for Marposs. We have been following this market closely in India.

It is growing gradually, and we are sure to see a big uptick around the year 2025.

What is Marposs India’s strategy for 2019?

The strategy, of course, is to increase our market share in the face of the increasing competition. Increasing our local presence, with a focus on a larger support from the local management, increase awareness about the high level of accuracy, reliability, and the overall quality of our offerings for our customers in India

www.marposs.com

MeshMix is B2B Trade Media at MeshMix Media we aspire to offer end-to-end solutions in print and digital media markets tailored to meet exclusive needs of industry players. As a one stop shop, MeshMix Media works as an invaluable extension to your in-house marketing team empowering them to deliver results.

Visit us at- www.meshmixmedia.com | www.machineinsider.com

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Volume 3–Issue 2 M a r /Apr 2 0 1 9

Event Report | IESA

IESA’s Vision Summit 2019 heralds new vistas IESA partners with MeitY and STPI to spur growth of the ESDM industry

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angalore February 20, 2019 – India Electronics and Semiconductor Association (IESA), the premier industry body for the Electronics System Design and Manufacturing (ESDM) industry in the country, successfully concluded Day 1 of its flagship event - the Vision Summit 2019. The 14th edition of the Vision Summit, themed “Intelligent Electronics and automationUnleashing the USD 400 billion opportunity”, featured a powerful line-up of speakers including

Dr. Walden C. Rhines (CEO, Mentor Graphics- a Siemens Business), Nivruti Rai (Country Head Intel India and VP Data Center Group, IntelCorporation) and other industry experts offering their views on the future of semiconductor and electronics industry by exploring trends, challenges, and opportunities shaping the Indian industry.

The inaugural session was presided over by Shri. Gopalakrishnan – IAS, Joint Secretary, MeitY, Govt. of India and Dr. Omkar Rai, Director General, STPI. Both highlighted the importance of nurturing

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the start-up ecosystem in the country to promote innovation and encourage innovative disruption.

Key announcements at Vision Summit 2019 • MoU signed with MeitY: IESA signed an MoU with MeitY to focus on strengthening the start-up ecosystem. As a part of this engagement, IESA will be the industry partner for the Ministry’s start up focused activities • Letter of Intent with Software Technology Parks of India (STPI): STPI will be unveiling over twenty software and hardware focused Centres of Excellence (CoE) across India. The aim of these CoEs will be to spur exchange of ideas, promote knowledge sharing, and support entrepreneurs with market access, technology and mentorship. IESA exchanged a Letter of Intent with STPI to be the industry partner for the hardware focused CoEsacross India. As part of this engagement, a digital online platform – E-Playground - will be introduced to connect all stakeholders of the start-up ecosystem.

• Report on the ESDM sector: Dr Satya Gupta, IESA, Executive Council & CEO SenZopt and Ajay Jalan, Founder & Managing Partner, Next Orbit Ventures prepared by Frost and Sullivan,launched an industry report onthe Semiconductor & Electronics Market in India.

Highlights of the report: o The Indian ESDM industry is expected to grow at a CAGR of 21.6% by 2025. This is four times the global growth rate o The Electronic Product Market has the potential to expand to USD 497 billion by 2025. Smart Phones, Defence and Engine Control Units are the demand creators o 30 products across all segments of electronics constitutes over 79% of the revenue o The demand for domestic wafer has the potential to reach 17.3 million in volume

by FY’25. The top 30 products would contribute to 71% of the total wafer requirement in FY’25 While presenting the ESDM report, Dr Satya Gupta, IESA, Executive Council & CEO SenZopt, announced that its member campaigns contributes USD 20 billion to the ESDM market with 2.5 lakh direct jobs and 10 lakh indirect jobs.

He also said “India has had a very good success in the tech services industry for last 2 decades. We have the right talent and leadership to embark on the entrepreneurship journey. Govt and IESA should work together to enable these innovators

to develop end-to-end solutions for India and global market place. Vision Summit is the key platform to have discussions and deliberations to build a vibrant ESDM solutions eco-system in the country.”

Rajesh Ram Mishra, President, IESA said, “The difference between consumption and production of electronics in India is going to create USD 300 billion import burden for our country. Our aim is to reduce this gap by at least USD 100 billion through Intelligent Electronics initiatives, design-led manufacturing and skill building.

The mega trends of Industry 4.0,Smart Cities, 5G, AI & ML, Healthcare and Wellness are providing opportunities for large number of start-ups from India to work towards bridging this gap as well as cater to the world need.

Anil Kumar Muniswamy, Chairman, IESA and Managing Director, SLN Technologies said, “IESA continuously works to bring all relevant stakeholders on a common platform to deliberate on how we can create a strong ESDM ecosystem in the country. Our aim is to put in place the right policies and infrastructure, encourage startups and entrepreneurs by providing support, and work with the industry to provide the right mentorship and guidance for the growth of this industry. With India being the bright spot on the global business map, we believe that now is the right time to drive innovation and disruption in this industry. This year, Vision Summit is pushing the boundaries of creating solutions to make India a global design-led manufacturing hub.”

Day 1 of Vision Summit concluded with IESA Technovation Awards, where emerging players in the industry were facilitated for their innovative achievements.

About India Electronics & Semiconductor Association (IESA) India Electronics and Semiconductor Association (IESA) is the premier industry body committed to the development of the Indian Electronics System Design and Manufacturing (ESDM) ecosystem. The IESA’s vision is to bring stakeholders from the Indian industry, government and academia on a common platform to work towards making the Indian ESDM sector globally competent. The IESA’s member base of 350+ companies represent a spectrum from Large Global Corporations to Large, SMEs and Start-ups from Domestic Technology companies in ESDM space, including Academic Institutions and Venture Capital firms.

www.iesaonline.org

Key Highlight:

IESA exchanged a Letter of Intent with STPI to be the industry partner for the hardware focused CoEsacross India.

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Case Study | MASTERCAM

Revving up output for aerospace Fifth generation manufacturer combines strength of CAD/CAM Software and machines to meet needs of aerospace customers

The next three parts were quite small with very tight tolerances.

All run on our CNC Mills.

I

n 1890, August Kaspar moved to Gonzales County, Texas, to work as a ranch hand. He soon found himself making wire horse and mule muzzles in his spare time with his hands and a pair of pliers. Fourteen years later, Kaspar invested in a hand-cranked wire straightening and cutting machine and struck out on his own. In

2015, fifth generation Colter Kaspar acquired the assets of a job shop and founded Kormachine. A programmer himself, Kaspar surrounded himself with 10 machine operators who bring a wealth of experience machining all types of metals, and a production manager, Bob Bassett, who has 30 years of CAD/CAM software experience.

Waco, TX-based Kormachine’s work is focused on roughly seven different industries. Said Colter, “You have to be diverse enough so that when orders in one industry go down, the others are strong enough to carry on.” Turnaround times also vary by industry — from three to four weeks for aerospace, railroad, heat exchange, and similar industries — to six to eight weeks for oil and gas.

For rapid prototypes, even faster turnaround times are possible.

About 25 percent of Kormachine’s work consists of machining or prototyping custom and batch parts for the aerospace industry.

Examples include the bolts that hold a helicopter prop together and box casings for aircraft. Quick turnaround times are critical to attracting and retaining customers. Orders range from a one-off custom part to a mini roll out of 1500 parts per month, which are cut 400 to 500 pieces at a time and then shipped out in bulk. Space X relies on the company to test non-critical parts in short periods of time.

The red tape often associated with aerospace orders can take up valuable manufacturing and approval time, causing what started out as a routine job to become a rush job once approvals have been issued. One thing Kormachine has in its back pocket is the ability of its CAD/CAM software, Mastercam® (CNC Software, Inc., Tolland, CT) to read CATIA, CATPART, and CATPRODUCT files with all relevant machining planes and axes via a translator module. Programmers can import the CATIA V5 tree with notes in the file

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The Naval valve machined on the 5-axis CNC machining center.

and read in certain CATIA files directly and write out MODEL files from Mastercam among other tasks. “I really don’t run into a lot of snags on the machine floor. We’re pretty capable ourselves,” said Colter. “For example, through our Mastercam translator, we can accept and machine off the CATIA program. There are aerospace companies that will only work with you if you have the CATIA program and others that will only let you work on certain projects. We can operate and run off it, no problem.”

Mastercam’s Verify module helps the shop slash lead times by nearly half because they can simulate the machining process before it actually runs. “We can verify the cut pre-posting, make the post, and read the post before sending it to the machine,” said Colter. “And our post-processors have been the greatest weapon as well. We have service technicians close to home and that’s been very instrumental. We’ve seen real results.”

Kaspar noted that oftentimes aircraft engineers send solid model drawings of parts requiring programmers to analyze the solid’s surface curvature to identify undercuts and minimum radius if necessary in a Mastercam for SOLIDWORKS® file. “We analyze the part, because we often don’t have a print to work off of, so we usually engineer off a solid model. Being able to build a wire frame on top of a solid has been very helpful as well. And because you can draw, we build our own solids. One of my programmers is a full-time drawer so he works in SOLIDWORKS all

the time,” said Colter. The user-friendly, intuitive interface makes transitioning between programs quick and easy.

The CAM software’s multiaxis toolpath capabilities provide Kormachine options when choosing high-speed toolpaths. For traditional contouring and drilling, toolpaths employing Dynamic Motion technology are used. Dynamic Motion allows the tool to remain constantly engaged with the material, using proprietary algorithms programmed into the software to detect changes in the material automatically, minimizing air cuts and tool breakage. Tools can move as fast as the machine allows, reducing time by up to 25 to 75 percent. For more complex geometries and pocket cutting, Colter programs the software’s OptiRough toolpaths which use Dynamic Motion, but in a more precise way. The cut uses the entire flute length of the tool, but a small percentage of the tool’s diameter on the first cut, followed by several successive shorter cuts that bring the part into the net shape desired. Swarf cutting is also performed.

Colter recalled the time 15 people from one aerospace company delivered a part that needed to be reverse engineered. No print. No solid model. The customer wanted to take an extension off the part and then build a new one from scratch. “It was very much one of those ‘run it now, bill us later’ kind of scenarios, which we’re not opposed to ever,” said Kaspar. The Kormachine team worked together to reverse

Key Highlight:

One thing Kormachine has in its back pocket is the ability of its CAD/CAM software, Mastercam® (CNC Software, Inc., Tolland, CT) to read CATIA, CATPART, and CATPRODUCT files with all relevant machining planes and axes via a translator module.

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Case Study | MASTERCAM

The next three parts were quite small with very tight tolerances.

All run on our CNC Mills.

Key Highlight:

We don’t like scrap when we run the first time. Our scrape rates are fantastic in the sense that we don’t have much of it.

the dimensions, pulling them off as best they could because the original part was warped and cracked; bent and distressed in some places.

They built the part from the ground up, drafting a new solid model, verifying it, and sending it out for approvals. “The nice thing about creating a solid model in SOLIDWORKS and linking it in Mastercam is we know how we want it so we can build it again,” said Kaspar. “We build the structure as a wireframe and then extract the solid from that. We actually have hard edges to route from the machine path or the toolpath. It was pretty instrumental. It may cost a little more in time up front, but in the end it saves us a bundle of time because we can program it much faster; we know which parts are ours.” In order to get this part to the customer in two weeks, they performed a lot of model drafting using the software’s Model Prep function, printing, and then running the actual toolpath itself. According to Kaspar, they broke the toolpaths into pieces and parts and put them back together again to see the whole. “We can build our stock models from raw materials and then we can take stuff off or add it as needed.”

The proprietary part measured 3’ x 3’ x 1’, consisting of a combination of Inconel, aluminum, stainless, and some copper brazing. Tolerances were a tight +/- 0.005”. Kaspar reflected on the time savings, “The quicker cuts get the job done faster. Generally, depending on a number of things – materials being one of them and the amount of time needed with a particular tool – the right cut can save you a tremendous amount of time as well as tool life. We can plunge with the pocket and use the other three quarters length of the end mill instead of one quarter length which

is essentially getting to the bottom. Time saving is the number one reason for us diving into the trickier cuts. Time is one of our most important assets and that is what these cuts will do.” The result of being able to cut so deeply is the ability to push the machines as far as they can go. At times, Kaspar and Basset can run the machines at 11,000 RPM spindle speed.

The ability of the tool to stay engaged with the material saves the end mills from breaking during high-speed milling or turning operations, and helps reduce scrap rates, a significant cost savings especially when working with high-end materials such as Inconel, Hastelloy, titanium, copper, stainless, and alloys. “We don’t like scrap when we run the first time. Our scrape rates are fantastic in the sense that we don’t have much of it.”

Mastercam’s Backplot feature also helps the company estimate the amount of time it will take to create a toolpath for a complex part. They create a few toolpaths, check the back plots, and can gather a pretty good time and size estimate.

This is especially valuable when quoting jobs to customers who like their estimates delivered within 24 to 48 hours.

Kaspar and Bassethave two shifts, running the machines for hours at a time. Their machines include a true 5-axis universal milling machine, a number of vertical machining centers, and a few multiaxis lathes with live tooling. Because the jobs are program-driven and the software links directly to the machines, machinists can leave them unattended and help others with additional projects. “Not having this program would have us making multiple trips from machine to computer between posts,” said Kaspar.

There are times when even the most welloiled machines need some help, and Kaspar relies on his Mastercam Reseller, MLCCAD Systems (Austin, TX) for training, post issues, and other questions. “Just a few weeks ago, our rep popped in as we were tackling a very difficult, complex part. It was great to have him visit, and he ended up spending four hours with us. Our posts are generally corrected within 24 to 48 hours, which is huge because there’s no stopping as far as yield,” said Kaspar.

The ability to collaborate as a team and take full advantage of their manufacturing tools has helped Kormachine achieve AS9100D certification and deliver complex parts and prototypes quickly and flawlessly. As a result, they continue to build a reputation in the aerospace industry for good business and good product. www.mastercam.com

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

Tech Focus | INTECH DMLS

3D Printing is entering the next phase Sridhar Balaram, Managing Director, INTECH DMLS is highly upbeat about the future of 3D Printing in India and for the right reasons

I

NTECH DMLS is a prominent player in the area of metal-based DMLS 3D printing in India. INTECH DMLS was recognized by Wohlers Report 2015 to be the first service providers of metal 3D printing in India. We spoke with Sridhar Balaram, Managing Director, INTECH DMLS at IMTEX 2019 about a range of subjects, including the current status of 3d Printing adoption at Indian companies and educational institutes, the company's near and long-term plans and more. Edited Excerpts.

How has been your experience at IMTEX 2019?

We have added an exclusive Additive Manufacturing area to our stall at IMTEX for the first time. The kind of response that we have seen from people across the industry such material suppliers, parts suppliers and even the competitors has been fantastic.

How do you see the adoption of Additive Manufacturing in India visa-vis the world?

In India, it’s definitely not on the same scale as it is outside India – primarily because most of the product design is done outside. That said, even if the rate of adoption is slower in India, we have seen a lot of Indian companies adopt the technology, and it is accelerating. When we started 3D printing, we had to educate customers a lot. But now the whole scenario is changing and everybody knows what 3D Printing is, particularly in metal. Now people are asking really intelligent and relevant questions. What I understand from the machine sellers is that we will have at least 25-40 machines being sold this year alone. That’s a significant jump for us.

Which are the major industries where you see a greater scope of additive manufacturing?

Obviously, we all started out with aerospace and it was the industry that set the benchmarks. From there, we have seen the adoption and use accelerate in medical, automotive and general engineering. In my opinion, general engineering and automotive, because of the volume and the faster production cycles, will have the lead over the aerospace industry, as far as the adoption of 3D Printing is concerned.

How do you see the Indian education system, especially the engineering education, because I hardly see any training on additive manufacturing?

Contrary to what you are saying, there is certainly a momentum at institutes such as NIT Warangal and VIT ITI Hubballi for training in 3D Printing.

Do you have plans to enter the education sector?

Yes, we do. We are coming up with an academy, not just for training

Sridhar Balaram

our customers and internal resources but also for students from colleges and institutes. We also provide internship to students from technical institutes.

What are your plans for 2019 and the next five years?

Currently, we are focusing on low-cost mass production. We aim to take prototyping or 3D printing in small batches for the purpose. We five years we would like to the numbers as well as the utilisation of the machines to go up, and the cost to come down. In many ways, the 3D Printing technology is getting into the next phase. www.intech-dmls.in

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Industry News | SANDVIK COROMANT

Major efficiency gains made through machining insights Digital solution delivers monitoring of equipment utilization to drive workshop productivity improvements

Operator input through operator panel close to the machine

U

sing digital solutions for monitoring of equipment utilization makes workshops far more efficient and profitable than would otherwise have been possible, which is why Sandvik Coromant has introduced CoroPlus® MachiningInsights. More than a monitoring system, the solution gathers data, calls attention to issues and provides the insights required to take action. It is an easily attainable step for manufacturers that are looking to reduce waste

in production and make a smooth transition into a digital way of working.

Sandvik Coromant strives to identify where improvements can be made, and this digital solution was developed in recognition that a machine that stands idle is not making money. For many manufacturers and workshops, knowing when a machine has stopped – and identifying the underlying reason for the stoppage – can be a major challenge and digital solutions are creating new possibilities to overcome

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

Tickets and tasks for follow-up and optimization

this issue. Replacing the traditional ways of manual tracking, manual data aggregation and manual time studies, collecting data directly from a connected machine tool as well as from operators makes it possible to visualize the machine-, and even tool-, utilization levels and create improvements within the factory.

Manufacturers are able to make substantial efficiency gains from this digital solution through the ability to analyze equipment utilization and act to optimize production processes. The analysis itself is facilitated by digital connectivity and by adding the capability of operator input into the system, Sandvik Coromant has ensured there are also opportunities for increased collaboration and greater efficiency by combining data from the operator with data from the machine.

Key Highlight:

Sandvik Coromant strives to identify where improvements can be made, and this digital solution was developed in recognition that a machine that stands idle is not making money.

Transparency is ensured through the visualization being carried out online and, therefore, accessible by a web browser. This means there is no need for a complicated IT project to get up and running and there is a rapid and simple method of incorporating digital manufacturing intelligence into a production site to drive improvements.

Sandvik Coromant is introducing the CoroPlusÂŽ MachiningInsights digital solution for visualization of workshop efficiency, available from Q2 2019

www.sandvik.coromant.com/In

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Tech Primer | SECO TOOLS

Titanium machining: A Primer Vipin Rajput, Regional Application Expert – Aerospace – Asia Pacific, Seco Tools shares effective Titanium machining strategies

Figure 1

T Vipin Rajput Regional Application Expert – Aerospace – Asia Pacific, Seco Tools

itanium is a high strength material with low density, high melting temperatures and high reactivity with cutting tool materials. Its low thermal conductivity increases the temperatures at the cutting edge, resulting in rapid wear and plastic deformation. Because of high reactivity, it results in chemical interaction with the cutting tool, which is often responsible for crater wear during machining. Titanium also gets ‘strain hardening’ (see Figure 1) during machining which causes notch wear at the depth of cut. At the same time, the low modulus of elasticity and high strength at elevated temperatures make it unique to be used for high-temperature applications like aircraft parts.

Titanium has an exceptionally high strengthto-weight ratio with good corrosive resistance. It has high hot hardness and wear-resistance.

Titanium is as strong as steel but only 40 percent of its weight ratio compares to steel. It is twice as strong as aluminium but 60 percent heavier in weight compare to aluminium.

There are some other type of Titanium material Like Ti-5-5-5-3 called Russian Titanium

which is 30 percent stronger than Ti-6Al-4V and machinability is 50 percent compare to Normal Ti-6Al-4V which makes the machining more challenging compare to normal Titanium.

Another type called Ti-407 is a new material which is 20 percent easier to machine than Ti-6Al-4V. Recommendations of machines for Titanium machining It is very important to use the right machine for Titanium. Here are some recommendations of good milling machining practices for Titanium.

A very high torque in machine is required, which may go as high as 300 – 1500 Nm. A low RPM in most cases, about 3000 RPM, is enough, because a carbide cutting tool is used with low cutting speeds of 45 -100 m/min. An internal coolant is almost a must – the higher is the better.

Machining methods in Titanium Tool life is very critical during the machining of Titanium. There are some good machining methods that should be used specially during roughing to get a higher productivity and a better tool life.

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Figure 2

Figure 3

Machining strategy for Titanium machining Dynamic Turning: It is important to use the right strategy while doing the turning of Ti Alloys – dynamic turning is one of them, which gives a higher productivity and ensures a safe process during rough turning. You need to pick the right software, see an example in Figure 2.

(A) The short version is that we will avoid full engagement (Ae 100%) and pursues a constant engagement angle (<30°) and thus constant temperature and chip average.

(B) This gives an optimum Control over tool pressure, tool wear and chip control.

Dynamic Milling: This is an effective milling method for roughing with solid carbide tools and obviously with indexable tools with higher cutting length.

There is a very strong tendency towards advanced roughing and ‘dynamic-milling’optimised strategies based on algorithms.

This has to be split in two main algorithm calculation directions – 1 and 2 (See Figure 3).

1. Constant Vf constant arc of contact when entering concave convex area by adapting step over.

2. Variable Vfin order to maintain average chip thickness when entering concave convex area (the arc of contact changes).

The fundamental behind this method is to use the maximum depth of cut which can be used according to application and smaller side step (Ae) so that you will achieve the highest Metal Removal Rate (MRR). It is highly useful once you implement a low torque in machines.

Helical milling: Helical Milling is one of the best methods to scoop out material during the roughing of Titanium material especially when you have stronger machines, because it needs quite a high torque.

Seco Tools is a pioneer in machining of Titanium material. It offers new technologies of cutting tools which provide cost-effective solutions for such types of materials.

https://www.secotools.com

Key Highlight:

Titanium is as strong as steel but only 40 percent of its weight ratio compares to steel.

It is twice as strong as aluminium but 60 percent heavier in weight compare to aluminium.

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Event Report | UNITED GRINDING

United Grinding is a leading industry partner for industry 4.0 Philippe Selot of United Grinding shares many important and useful insights about the Indian manufacturing ecosystem

P

hilippe Selot, Manager – Marketing Communication, United Grinding spoke to DMI at IMTEX 2019 about the company’s new offerings, customer segments, and as rivetingly, the India-China manufacturing growth debate. Edited excerpts How is the show shaping up for you?

It’s the 50th year anniversary of IMTEX. We have been attending IMTEX for the past 40 years.

Philippe Selot, Manager – Marketing Communication, United Grinding

Our presence also underlines our interest and commitment to the Indian market.

What are the new offerings that you are displaying this year?

We are showcasing well-established products.

The Indian market, although a very important market, with all due respect, is a very price-sensitive market. For instance, among are prominent offerings, EWAG Laser Line is a tool lasering machine, which is based on a really high-end technology. It is a machine that sells very well but at the same time it may be too expensive for some companies. So we go with traditional products that are well established in the Indian market.

From the perspective of new launches, we do have a plenty of new products. Studer has a new line. Blohm and Jung have new surface and profile grinding systems and Walter has also launched new machines.

Which industries in India do you cater to? Which ones are your fastest growing customer segments?

In terms of our presence, automotive is a big industry. Aerospace is also a very important industry for us. We have a dedicated product line for the aerospace industry for grinding machining of blades of Jet engines. Then you’d find us also in the medical devices industry, and the machine tool industry, of course. We deliver our products to all the sectors of the manufacturing industry.

How do you see the industry 4.0 shaping up globally vis-à-vis India – we see here that the industry 4.0 is evolving in India at a slow rate.

United Grinding is one of the leading partners of German Machine Tools Builders’ Association (VDW) in defining the new industry 4.0 interface specification, which is a testimony of our very strong focus on industry 4.0. Speaking of India, I’d say that industry 4.0 technologies such as remote access connectivity and others require an ecosystem that is largely lacking in India at the moment. But sooner or later industry 4.0 will be implemented in India – there is no doubt about that.

Vo l u m e 3 – Is s u e 2 M a r /Apr 2 0 1 9

There is a lot of debate in India at industry forums and in media around comparisons between India’s manufacturing industry and that of China where projections are made that India will meet or outpace the size and growth of China’s manufacturing industry in the next 15 years. What is your view?

It’d be a mammoth task [for India to catch up with China in manufacturing] for India because if you look at the infrastructure in China and compare it to India, with all due respect, India would really have to speed up greatly to reach the level of China.

Another aspect that makes China’s manufacturing industry different from India is that the Indian manufacturers are highly price-sensitive and are therefore unable or unwilling to invest in new technologies. China’s manufacturers, on the other hand, are very strongly focused on modern, highend technologies – they don’t care so much about the price.

a demand for industry 4.0 solutions. I visited Japan last November. The Japanese industry is very strong in industry 4.0. It is very important for the European machine tool industry to actively partake in such developments that are happening around the world. United Grinding is a leading actor in defining interfaces for industry 4.0 and that’s where we will focus on, in 2019.

Key Highlight:

It’s truly a unique event.

Our Indian customers are more than welcome to attend the event.

What are your plans for the Indian market in 2019?

The year 2019 is a year when we will continue to expand and promote our product portfolio suited for the industry 4.0 paradigm, not just because it is a trend, but also because there is

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United Grinding will hold its much-awaited Grinding Symposium this year in May. Tell us a bit about the event.

Our Grinding Symposium is held every 4-5 years. It will be held this year between 8th and 10th May in Bern, Switzerland. Grinding Symposium is a huge event. During the three days of the event, we have dedicated booths for all of our eight brands.

Along with that, we have several presentations from key people of the industry where they talk about the development, the big trends and the future of grinding technology. We had had about 1,300 people coming in everyday during the previous symposium. It’s truly a unique event. Our Indian customers are more than welcome to attend the event. https://www.grinding.com

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Product Report | ELESA+GANTER

Compatible Colours ELECOLORS meets the yellow of Top Automazioni

T

e use of colour in industrial components offers a perfect aesthetic compatibility with the colours of the machines they are installed on.

ELECOLORS is the affirmation of an insight that dates back to the beginning of the ’90s with the Ergostyle line: design, ergonomics and colourful components in the mechanical industry world.

Elesa+Ganter offers an extensive selection of standard components in the ELECOLORS chromatic range (RAL Colours): Pure orange, Light grey, Colza yellow, Pastel blue, Flame red, Jet black and Black grey. The success of the line and the growing market request has led to add a new colour: the May green, which completes the range.

The opening of the industrial machines world to design and aesthetics has allowed this line to be very popular today even in sectors where, traditionally, a component had only to perform correctly and it was not required to be “beautiful”, as well.

Top Automazioni, a mechanical company based in Italy is today the most innovative company in the production of bar feeders. A dynamic company, that has always appreciated quality and technical performances of our components that very recently started considering the idea of improving the aesthetics of its machines. They were actually asking for a solution to better differentiate their products against competition helping visual identification, in a glimpse.

ELECOLORS was the easy, direct answer without any additional costs.

Top Automazioni chose ELECOLORS components with yellow inserts – yellow is in fact its corporate colour. In particular, they selected clamping elements, tubular handles and bridge handles with Colza Yellow RAL 1021 colour inserts. These products are now installed on the latest Top Automazioni machinery, Infinity: a combination of innovation featuring a setting system that allows the adjustment of the bushings to the rotating bar.

“The possibility to easily integrate our loader with inserts in our corporate colour has led us to choose the ELECOLORS. A line, we were particularly impressed by. We like the elegance and the design in combination to colour which enhance the features of our loaders,” explained Nicola Bargellini, owner of Top Automazioni, adding, “After all, even for a machinery, as for any other objects, aesthetics is the first aspect appealing a customer, grabbing its attention.

Then, of course, it is up to the technical features and performances to determine the suitability for the user's requests.” Aesthetics and technical quality found a perfect combination in ELECOLORS components: “All components in the ELECOLORS range used for our loaders have been particularly appreciated by our customers as well. So we can frankly state that ELECOLORS range has improved the perceived quality of our products" – concluded Nicola Bargellini. https://www.elesa-ganter.com

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Vo l u m e 3 – I s s u e 2 M a r / Ap r 2 0 1 9

COMPANY INDEX

IMPRINT

ABB - Dassault Systemes

48-49

Aerodynamic Advisory

24-25

AIDAT 26-30 Brahmos 37 CG Tech

42-44

Collins aerospace

38-39

Dassault Systemes Dormer Pramet Gedee Weiler

36 46-47 19

ELESA+GANTER 68 IESA 56-57 Infinity Mist Collectors

14

Intech DMLS

61

LVD 16-18 Maini Precisions

34-35

Marposs 54-55 Mastercam 58-60 Okuma 44

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Seco Tools

Volume 3–Issue 2 Printed by Meshmix Media Private Limited, India

Poeir Jets

32-33

Sandvik Coromant

62-63

Scania 45

64-65

SIL 20-21 Teal Group Corporation

25

Tecroot Space

12-14

United Grinding

66-67

Wave Mechanics

40-41

ADVERTISERS INDEX CG Tech DMI Subscription

9 69

ExxonMobil Lubricants

2

Gedee Weiler

3

Junker 11 Laser Photonics

15

LMW 71 Machine Insider

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JU60 5 Axis VMC Highlights:  5 Axis Simultaneous  Built in Spindle (15000rpm)  Ideal Axis layout with two spindle axis and three table axis  Symmetrical structure for thermal stability  Linear scale  Automatic tool changer (40 Tools)  Larger Clamping Area (Dia 500mm)  BBT 40 Spindle taper for higher accuracy  Higher Rapid traverse rate (X,Y & Z - 48 m/min)  Pre loaded axial & radial roller bearing to withstand the load exerted during machining  Trunnion type both end supported A axis table  Siemens 840D control system